2015 Laporan Tahunan Terintegrasi Annual Integrated Report

2015

Laporan Tahunan Terintegrasi Annual Integrated Report

PT PERTAMINA GEOTHERMAL ENERGY Menara Cakrawala lantai 15 Jl. MH. Thamrin No. 9 - Jakarta 10340 Tel : +6221 3983 3222 | Fax : +6221 3983 3230 Email : [email protected] | www.pge.pertamina.com

2015

Laporan Tahunan Terintegrasi Annual Integrated Report

Integrating Geothermal Performance for Sustainable Energy Mengintegrasikan Kinerja Panas Bumi untuk Energi Berkelanjutan

Mengintegrasikan Kinerja Panas Bumi untuk Energi Berkelanjutan Integrating Geothermal Performance For Sustainable Energy

‘Integrasi’ telah menjiwai perjalanan PT Pertamina Geothermal

An integration has inspirited the journey of PT Pertamina

Energy selama tahun 2015 untuk mendukung keberlanjutan

Geothermal Energy throughout 2015 to support energy

energi. Hasil integrasi membuahkan hasil yang signifikan.

sustainability. The integration produced significant results. The

Perusahaan mampu menyelesaikan seluruh proyek sesuai dengan

Company is able to complete the entire project in accordance with

target, bahkan lebih cepat dari waktu yang diperkirakan. Efisiensi

the target, even faster than expected. Efficiency and productivity

dan produktifitas meningkat. Koordinasi antar kegiatan semakin

increase in line with the better coordination in every activities.

baik. Perusahaan berharap langkah ini menjadi pendukung bagi

The company hopes that this action becomes the driving force

tercapainya keberlanjutan produksi energi dengan pemanfaatan

to achieve the sustainable energy production with geothermal

panas bumi. Sebagai salah satu bentuk realisasi integrasi, maka

utilization. As one form of realization of integration, the company

Perusahaan juga meningkatkan kualitas laporan tahunan menjadi

also increased the quality of the annual report into an annual

sebuah laporan tahunan yang terintegrasi.

integrated report.

Dengan dukungan penuh PT Pertamina (Persero) sebagai induk

With full support from the holding company, PT Pertamina

perusahaan, PT Pertamina Geothermal Energy berkomitmen

(Persero),

mempercepat pemanfaatan panas bumi sekaligus menjadi

commitment to accelerate geothermal utilization as well as

perusahaan panas bumi terdepan di Indonesia. Perusahaan

to become the leading geothermal company in Indonesia. The

menetapkan target mengembangkan energi panas bumi sebesar

Company set target in developing geothermal energy as much as

2.277 mw atau setara dengan produksi minyak bumi setara 100

2,277 MW or equivalent to 100 thousand barrels of oil equivalent

ribu barrel per hari (BOEPD) di tahun 2025.

per day (BOEPD) in 2025.

Langkah awal untuk merealisasikan target tersebut dilakukan

The initial step to realize the afore-mentioned target was

dengan pembangunan 8 proyek pengembangan panas bumi di

actualized in the development of 8 geothermal development

7 lokasi berbeda. Perusahaan juga akan mengembangkan

projects in 7 different locations. The Company would also expand

tambahan kapasitas terpasang pemanfaatan panas bumi untuk

an additional installed capacity of geothermal utilization for power

pembangkit listrik. Untuk mencapai semua tujuan keberlanjutan

plant. In order to achieve all purpose of energy sustainability, thus

energi, maka Perusahaan akan menguatkan koordinasi, efisiensi

the Company would need to strengthen coordination, efficiency

dan integrasi untuk memperkokoh implementasi sebuah

and integration to fortify the implementation of good corporate

perusahaan dengan tata kelola yang baik.

governance.

PT

Pertamina

Geothermal

Energy

stated

its

1

Tentang Laporan Ini About The Report

Pencapaian Kami Our Achievement

Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report

Tentang Kami About Us

/ Tentang Laporan Ini About The Report

Laporan Tahunan Terintegrasi 2015 adalah laporan tahunan pertama PT Pertamina Geothermal Energy (Perusahaan), yang memadukan informasi kinerja keuangan Perusahaan dengan kinerja keberlanjutan, serta informasi signifikan lainnya. The 2015 Annual Integrated Report is the first annual report released by PT Pertamina Geothermal Energy (Company), which integrates information on Company’s financial performance with sustainable performance, as well as other significant information.

Sebelumnya, kami menerbitkan laporan tahunan secara

Previously, we issued annual report separately along with

terpisah dengan laporan keberlanjutan (2011, 2012). Dengan

sustainability report (2011, 2012). By starting the issuance of

dimulainya laporan terintegrasi, maka tidak hanya kinerja

integrated report, thus not only that our performance will be

kami yang menjadi lebih terpadu, namun juga cara kami

more integrated but also our methods in making decisions will

dalam mengambil keputusan akan lebih memperhatikan

have further recognition on the sustainability of economy, social

keberlanjutan aspek ekonomi, sosial dan lingkungan. [G4-22]

and environment aspect. [G4-22]

2

Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Analisa dan Pembahasan Manajemen Management Analysis and Discussion

Tata Kelola Perusahaan Corporate Governance

Tanggung Jawab Sosial & Lingkungan Social & Environment Responsibility

Laporan Keuangan Financial Statements

Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan Energi

Integrating Geothermal Performance for Sustainable Energy

Tahun 2015 menjadi bagian dari milestone kami untuk

The year of 2015 serves as part of our milestone in achieving vision

mencapai visi menuju perusahaan yang mendukung adanya

of a company that supports sustainable energy. Having an annual

keberlanjutan energi. Terintegrasinya laporan tahunan ini

integrated report, it underscores that the Company constantly

menegaskan bahwa Perusahaan terus memperbaiki kinerja

improves its performances to be more cohesive, especially in

agar lebih terpadu, terutama dalam mengambil keputusan

performing decision making with not only considering economy

dengan tidak hanya memperhatikan aspek ekonomi, namun

aspect, but also social and environment.

juga aspek sosial dan aspek lingkungan. Hasil integrasi selama 2015 membuahkan hasil yang signifikan,

Throughout the integration process in 2015, significant profitable

salah

proyek

results were distinctive; one of which was rapid completion of all

sesuai dengan target, bahkan lebih cepat dari waktu yang

satunya

adalah

diselesaikannya

seluruh

projects in accordance with the targets, on the top of that faster

diperkirakan. Keberhasilan ini meningkatkan efisiensi dan

than the expected time. This particular achievement improved

produktifitas sehingga kinerja Perusahaan juga meningkat.

efficiency and productivity, which in return it also enhanced Company’s performances.

Integrasi juga terjadi dengan mengkoordinasikan kegiatan

Integration

sosial dan lingkungan di setiap area. Koordinasi ini merupakan

environmental activities in each area. These coordination is

satu kesatuan yang diharapkan mendukung kinerja ekonomi.

deemed as a consolidation that is expected to support economic

Sesuai dengan jenis Perusahaan kami, maka kinerja yang

performance. Corresponding to our type of Company, thus a

menyatu antara aspek ekonomi, sosial dan lingkungan

unified performance of economy, social and environmental

akan menciptakan keberlanjutan produksi energi dengan

aspect will generate a sustainable energy production along with

pemanfaatan panas bumi.

geothermal utilization.

Aspek Material Pelaporan

Material Aspect of Report

Sesuai Peraturan Bapepam-LK No.X.K.6 dan G4 Sustainability

According to the Regulation of Bapepam-LK Number X.K.6 and G4

Reporting

Guidelines,

coordinating

social

and

Sustainability Reporting Guidelines, information on sustainable performance as the implementation of PT Pertamina Geothermal

PT Pertamina Geothermal Energy (Perusahaan), ditentukan

Energy’s (Company) social responsibility is determined by

dengan memperhatikan aspek-aspek bersifat material.

highlighting material aspects.

Identifikasi Aspek Material

Identification of Material Aspect

material

terkait

by

kinerja

bersifat

informasi

transpired

keberlanjutan sebagai pelaksanaan tanggung jawab sosial

Aspek-aspek

maka

also

ditentukan

berdasarkan

Material aspects are determined by significant factors to the

pengaruh signifikan terhadap Perusahaan dan para pemangku

Company and stakeholders through materiality analysis by

kepentingan.

deliberating the importance of each topic for stakeholders, as

Identifikasi aspek material dilakukan melalui

analisis materialitas, dengan mempertimbangkan tingkat

well as its significance for the Company.

kepentingan berbagai topik bagi para pemangku kepentingan, serta signifikansinya bagi Perusahaan.

Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report

3





Aspek material dan ruang lingkup dalam pelaporan ini

The material aspect and its boundary in this report are assured

ditentukan

dilaksanakan

through a materiality test, which carried out in a focus group

dalam grup diskusi terfokus (focus group discussion atau

discussion or FGD. The group involves 10 Departments as internal

FGD). Pelaksanaan FGD melibatkan perwakilan 10 fungsi

parties, and academicians as external parties, who are required

Perusahaan selaku pihak internal, dan akademisi sebagai pihak

to focus on identifying sustainable issues to which will be used in

eksternal. Kegiatan FGD difokuskan pada identifikasi isu-isu

prioritizing the material aspects. [G4-18, G4-19]

melalui

uji

materialitas,

yang

keberlanjutan, untuk kemudian menentukan prioritas aspek material. [G4-18, G4-19]

Fungsi Perusahaan Peserta FGD Aspek Material Pelaporan Participant from Departments for FGD in Determining Reporting Material Aspect No

Area Sibayak Sibayak Area

Fungsi | Department

1

Strategic Planning & Business Development

2

Exploration & Exploitation

3

Project Development

4

Operation & Engineering

5

Controller

6

HSSE

7

Corporate Secretary

8

Internal Audit

9

Human Capital

10

Geomatics& ICT

Penetapan isi laporan didasarkan pada prinsip pelibatan

The foundation of report’s content is based on principles of

pemangku

stakeholders’ inclusiveness, materiality, sustainability context and

kepentingan

(stakeholders

inclusiveness),

materialitas (materiality), konteks keberlanjutan (sustainability

completeness.

context) dan kelengkapan (completeness).

4






Hasil FGD dalam bentuk laporan penilaian uji materialitas

Result of FGD is compiled in materiality test assessment report

disampaikan kepada Direksi. Selanjutnya Direksi memberikan

and submitted to the Board of Directors. The Board of Director,

persetujuan atas informasi kinerja keberanjutan dalam Laporan

then, gives approval upon the Report’s sustainable performance, in

ini, yang didalamnya memuat pelaksanaan tanggung jawab

which contains the corporate social responsibility implementation.

sosial perusahaan. [G4-48]

[G4-48]

Selanjutnya ditentukan konten laporan, yang meliputi 4

Subsequently, content of report is determined, which encompasses

tahapan:

4 stages:

1. Tahap pertama, identifikasi aspek-aspek keberlanjutan

1. First stage, identification of relevant sustainable aspects

yang relevan dengan karakteristik bisnis Perusahaan dan

to the Company’s business characteristics and assuring its

menentukan batasan ruang lingkup (boundary).

boundaries.

2. Tahap kedua, pembuatan prioritas atas aspek-aspek keberlanjutan yang akan dilaporkan melalui proses FGD.

2. Second stage, establish priorities of sustainable aspects to be reported through FGD process.

3. Tahap ketiga, validasi atas aspek material yang telah

3. Third stage, validation upon prioritized material aspects in

menjadi prioritas guna memastikan laporan memuat

order to confirm that the report contains a balanced positive

informasi kinerja positif dan negatif secara berimbang.

and negative performance information. Such validation is in

Validasi berupa pengesahan dari Direksi. 4. Tahap

the form of endorsement from the Board of Directors.

keempat, kajian ulang atas laporan tahun

4. Fourth stage, review of previous report, by highlighting

sebelumnya, dengan mempertimbangkan saran dari

advice given by the stakeholders. Likewise with feedbacks

pemangku kepentingan. Demikian pula masukan dan

and advice stated in this annual report, it will be used as a

saran atas laporan tahun ini, akan digunakan sebagai

consideration in determining the subsequent annual report’s

pertimbangan dalam menentukan isi laporan tahun

content.

berikutnya.


5





Daftar Aspek-Aspek Material

List of Material Aspects

Berdasarkan diskusi yang diselenggarakan di Jakarta pada

Based on discussion held in Jakarta on 6th November 2015, there

6 November 2015, telah ditentukan 4 aspek material yang

were 4 material aspects that have been decided and received

memperoleh kategori sangat tinggi: energi, komunitas lokal,

highest categories: energy, local community, Occupational Health

Keselamatan dan Kesehatan Kerja (K3) dan keanekaragaman

and Safety (OHS) and biodiversity. Each material aspect will be

hayati. Selanjutnya masing-masing aspek material tersebut

further elaborated in this Report. [G4-19]

akan diuraikan secara lengkap dalam Laporan ini. [G4-19] Adapun aspek-aspek material yang termasuk kategori tinggi,

Whereas, those that included as high categories are economic

adalah kinerja ekonomi, emisi, pendidikan dan pelatihan, serta

performance, emission, education and training, as well as

mekanisme penyampaian keluhan dampak pada masyarakat.

mechanism of complaints on impacts to commmunity. These

Informasi terkait aspek-aspek tersebut akan melengkapi 4

aspects-related information will complete the 4 highest

aspek material yang termasuk kategori sangat tinggi. [G4-19]

categories. [G4-19]

Med

High

Penting Bagi Pemangku Kepentingan Important To Stakeholders

Energi Energy Komunitas Lokal Local Community Keselamatan dan Kesehatan Kerja Occupational Health and Safety (OHS) Keanekaragaman Hayati Biodiversity Tinggi (Nilai 4,0 – 4,5 dari Skala 5) High (Scored 4.0 – 4.5 out of Scale 5) Kinerja Ekonomi Economic Performance Emisi Emission Pendidikan dan Pelatihan Education and Training

Low

Penting Bagi Perusahaan Important To Company

6

Sangat Tinggi (Nilai >4,5 dari Skala 5) Very High (Scored >4.5 out of Scale 5)


Mekanisme Penyampaian Keluhan Dampak Pada Komunitas Mechanism of Complaints on Impacts to Community





Batasan Pelaporan

Boundary of Report

Batasan informasi dalam laporan ini, meliputi kinerja

The boundary of this report covers Company’s performances

Perusahaan dalam kurun waktu 1 Januari 2015 hingga

within a period of 1st January 2015 to to 31st December 2015

31 Desember 2015, pada seluruh area yang dioperasikan

including all Working Areas operated by the Company. Its content

Perusahaan.

is a continuance to 2014 Annual Report, which issued annually.

Informasi

dalam

laporan

ini,

merupakan

kesinambungan dari Laporan Tahunan 2014 Perusahaan yang

[G4-28, G4-29, G4-30]

diterbitkan setiap tahun. [G4-28, G4-29, G4-30] Cakupan aspek-aspek material dalam Laporan ini meliputi

The boundary of material aspects in this Report covers

informasi yang didapat dari Kantor Pusat di Jakarta, serta

information obtained from Head Office in Jakarta, and 4 Areas

4 area yang termasuk dalam Wilayah Kuasa Pengusahaan (WKP)

included in Companys' geothermal Working Areas. There is

panas bumi Perusahaan. Tidak ada informasi yang didapat dari

naught information received from outside of the Company, such

luar Perusahaan, termasuk entitas anak dan pemasok. [G4-17, G4-

as subsidiaries and suppliers. [G4-17, G4-20, G4-21]

20, G4-21]

Aspek Material Material Aspect

Internal Perusahaan Company’s Internal


Energi Energy

Kamojang

Energi Energy

Komunitas Lokal Local Community

Lahendong


Area Keselamatan dan Kesehatan Kerja Occupational Health and Safety

Sibayak

Keselamatan dan Kesehatan Kerja Occupational Health and Safety

Keanekaragaman Hayati Biodiversity

Ulubelu


Eksternal Perusahaan Company’s External

Tidak Ada None


7





Kerangka Pelaporan

Reporting Framework

Laporan Tahunan Terintegrasi 2015 Perusahaan, disusun

The Company’s 2015 Annual Integrated Report is developed

dengan mengacu pada:

accordingly to:

• Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan

• Law Number 40 Year 2007 concerning Limited Liability

Terbatas;

Company;

• Referensi Peraturan Bapepam-LK Nomor X.K.6;

• Reference of Bapepam-LK Regulation Number X.K.6;

• Pedoman Pengelolaan Anak Perusahaan dan Perusahaan

• Management Guidelines for Subsidiaries and Joint Ventures of

Patungan Pertamina No. A-001/H00200/2011-S0 Revisi 1;

Pertamina No. A-001/H00200/2011-S0 Revision 1;

• The International Integrated Reporting Framework, yang

• The International Integrated Reporting Framework, which

diterbitkan The International Integrated Reporting Council

issued by The International Integrated Reporting Council (IIRC);

(IIRC); dan

and

• G4 Sustainability Reporting Guidelines yang diterbitkan Global Reporting Initiatives, dengan opsi ‘core’. [G4-32]

• G4 Sustainability Reporting Guidelines issued by Global Reporting Initiatives, with option ‘core’. [G4-32]

Penjaminan dan Indeks Pelaporan

Assurance and Report Index

Hingga 2015, Perusahaan belum menyertakan penjaminan

Up to 2015 the Company has yet to provide assurance from

dari pihak independen untuk memeriksa keandalan informasi

an independent party in order to examine the reliability of its

keberlanjutan. Pemeriksaan dari pihak independen dilakukan

sustainable information. This verification is conducted only

hanya pada laporan keuangan, yaitu adanya pernyataan dari

towards financial performance, namely a statement issued by

auditor independen. Namun demikian, kami menyatakan

the independent auditor. However, we state that all data and

bahwa semua data dan informasi yang disajikan dalam laporan

information provided in this report are supported by accountable

ini didukung oleh bukti yang dapat dipertanggungjawabkan.

evidence. As our responsibility, the Board of Directors and Board of

Sebagai bentuk tanggung jawab, maka Direksi dan Dewan

Commissioners as the highest officials in a Corporate Governance

Komisaris sebagai pejabat tertinggi tata kelola Perusahaan

put their signatures in this report. [G4-33, G4-48]

menyertakan tanda tangan dalam laporan ini. [G4-33, G4-48]

Kontak Informasi Laporan [G4-31] Contact Information

8

PT Pertamina Geothermal Energy Corporate Secretary Menara Cakrawala lantai 11 Jl. MH. Thamrin No. 9 - Jakarta 10340 Tel : +6221 3983 3222 | Fax : +6221 3983 3230 Email : [email protected] www.pge.pertamina.com






Area Siabayak Sibayak Area


9





/ Daftar Isi Table of Content

03

60

TENTANG LAPORAN INI About The Report Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan Energi Integrating Geothermal Performance for Sustainable Energy

TENTANG KAMI About Us 3

Identitas Perusahaan Company’s Identity

60

Aspek Material Pelaporan Material Aspect of Report

3

Sekilas Perusahaan Company at a Glance

61

Identifikasi Aspek Material Identification of Material Aspect

3

Alamat Kantor Area Addresses of Area Offices

61

Daftar Aspek-Aspek Material List of Material Aspect

6

Sejarah Singkat Perusahaan Company’s History In Brief

62

Batasan Pelaporan Boundary of Report

7

Jejak Langkah Record of Performance

64

Kerangka Pelaporan Reporting Framework

8

Visi dan Misi Vision and Mission

66

Penjaminan dan Indeks Pelaporan Assurance and Report Index

8

Tata Nilai Values

67

Kontak Informasi Laporan Contact Information

8

Bidang Usaha Business Sector

68

Skema Pemanfaatan Panas Bumi Scheme of Geothermal Utilization

69

Model Bisnis Business Models

72

Wilayah Kerja Working Area

74

Area Panas Bumi Geothermal Areas

76

12 PENCAPAIAN KAMI Our Achievement Ikhtisar Kinerja Keuangan Financial Performance Highlights

14

77

Ikhtisar Kinerja Operasional Operational Performance Highlights

Proyek Panas Bumi Geothermal Projects

15

Struktur Organisasi Organization Structure

80

Ikhtisar Kinerja Kesehatan, Keselamatan, Keamanan dan Lingkungan Health, Safety, Security and Environment (HSSE) Performance Highlights

16

Pekerja Kami Our Employees

82

Informasi Harga Saham Stock Price

17

Komposisi Pemegang Saham Shareholders’ Composition

88

17

Kronologi Pencatatan Saham dan Efek Lainnya Chronology of Company Listing and Other Securities

88

Penghargaan Awards

18

Daftar Entitas Anak dan/ atau Asosiasi List of Subsidiaries and/or Associations

89

Sertifikasi Certification

20

Struktur Grup Perusahaan Company’s Group Structure

90

Peristiwa Penting Significant Events in 2015

22

Nama dan Alamat Lembaga dan/ atau Lembaga Penunjang Names and Addresses of Agencies and/or Supporting Agencies

91

Informasi Obligasi, Sukuk atau Obligasi Konversi Bond, Sukuk or Convertible Bond

26

94

LAPORAN DEWAN KOMISARIS DAN DIREKSI Board of Commissioners’ and Board of Directors' Report

ANALISA DAN PEMBAHASAN MANAJEMEN Management Analysis and Discussion

Laporan Dewan Komisaris Board of Commissioners’ Report

26

Tinjauan Umum General Review

95

Profil Dewan Komisaris Profile of The Board of Commissioners

34

Tinjauan Operasi per Segmen Usaha Operation Review per Business Segment

97

40

Tinjauan Kinerja Keuangan Financial Performance Review

105

Profil Direksi Profile of Board of Directors

50

Kinerja Arus Kas Perusahaan Cash Flow Performance Of The Company

113

Pernyataan Tanggung Jawab atas Laporan Tahunan Terintegrasi Tahun Buku 2015 Statement of Responsibility on Annual Integrated Report 2015

56

Kemampuan Membayar Utang Ability To Pay Debts

114

Struktur dan Kebijakan Modal Capital Structure and Policy

114

Laporan Direksi Board of Directors’ Report

10





Investasi Barang Modal Capital Investment

114

Ikatan Material atas Investasi Barang Modal Material Association of Capital Investment

115

Informasi dan Fakta Material Terjadi Setelah Tanggal Laporan Akuntan Information and Material Facts after Accountant Reporting Date

115

Prospek Usaha Business Prospects

115

Target dan Realisasi 2015 Target and Realization In 2015


Penilaian Kinerja Anggota Dewan Komisaris dan Direksi Performance Evaluation of Board of Commissioners and Board of Directors

180

Kebijakan Remunerasi Dewan Komisaris dan Direksi Remuneration Policy of the Board of Commissioners and Board of Directors

180

Pemegang Saham Utama Serta Hubungan Afiliasi Anggota Direksi, Dewan Komisaris dan Pemegang Saham Utama Majority Shareholders and Affiliations of Members of Board of Directors, Board of Commissioners and Majority Shareholders

181

119

182

Target 2016 Target 2016

Rangkap Jabatan Concurrent Positions

122

183

Aspek Pemasaran Marketing Aspect

Pencegahan Benturan Kepentingan Prevention of Conflict of Interests

124

Keberagaman Komposisi Dewan Komisaris dan Direksi Diversity Composition of the Board of Commissioners and Directors

184

Kebijakan Dividen Dividend Policy

125

Independensi (Kemandirian) Independence

184

Program Kepemilikan Saham oleh Pekerja dan/atau Manajemen (ESOP/MSOP) Stock Ownership Program By Employee and/or Management (ESOP/ MSOP)

126

Komite Audit dan Manajemen Risiko Audit and Risk Management Committee

184

Realisasi Penggunaan Dana Hasil Penawaran Umum Realized Fund Utilization Of Proceeds From Public Offering

126

Komite Investasi Investment Committee

195

Komite Lainnya Other Committees

200

Corporate Secretary

200

Internal Audit (IA)

204

Akuntan Publik Public Accountant

210

Manajemen Risiko Risk Management

211

Sistem Pengendalian Internal Internal Control System

217

Komitmen Perusahaan terhadap Perlindungan Konsumen Commitment of the Company towards Consumers’ Protection

221

Aktivitas dan Biaya Tanggung Jawab Sosial Anak Perusahaan Activities and Cost of Subsidiaries’ Social Responsibilities

222

Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/ Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/Modal Material Information on Investment, Expansion, Divestment, Business Merger/ Fusion, Acquisition or Restructuring of Debt/ Capital

126

Informasi Transaksi Material Mengandung Benturan Kepentingan dan/atau Transaksi dengan Afiliasi Information Of Material Transactions Containing Conflict Of Interests And/Or Transactions With Affiliations

127

Tingkat Kesehatan Perusahaan 2015 The Company’s Level of Performance 2015

129

Laporan Sinergi Perseroan dengan Anak Perusahaan dan Afiliasi Pertamina Report of Company’s Synergy with Pertamina’s Subsidiaries and Affiliations

130

Pencapaian Key Performance Indicators 2015 Achievement of Key Performance Indicators 2015

132

Perkara Penting yang Sedang Dihadapi Significant Legal Cases In Progress

222

Perubahan Peraturan Perundang-Undangan Amendments of Legislation

134

Akses Informasi dan Data Perusahaan Information Access and Company’s Data

224

Kebijakan Akuntansi Accounting Policies

135

Etika Anak Perusahaan Ethics of Subsidiaries

225

228

138

TANGGUNG JAWAB SOSIAL DAN LINGKUNGAN Social and Environment Responsibility

TATA KELOLA PERUSAHAAN Corporate Governance Struktur Tata Kelola Perusahaan yang Baik Structure of Good Corporate Governance

139

Komitmen Terhadap Tata Kelola Perusahaan yang Baik Commitment To Good Corporate Governane

139

Landasan dan Tujuan Penerapan Tata Kelola Perusahaan Foundation and Purposes of The Implementation of Good Corporate Governance

140

Roadmap Tata Kelola Perusahaan yang Baik Roadmap of Good Corporate Governance

142

Implementasi Tata Kelola Perusahaan yang Baik Implementation Of Good Corporate Governance

143

Rencana Pengembangan Tata Kelola Perusahaan Tahun 2016 Development Plan of Corporate Governance in 2016

152

Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders (GMS)

153

Dewan Komisaris Board of Commisioners

156

Direksi Board of Directors

168

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Implementation of Social and Environment Responsibility

228

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Lingkungan Implementation of Social and Environment Responsibility In Environment

238

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ekonomi dan Perlindungan Konsumen Implementation of Social and Environment Responsibility In Economy And Consumer Protection

256

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja (K3) Implementation Of Social And Environment Responsibility In Employment And Work Safety And Health (K3)

266

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Sosial dan Kemasyarakatan Implementing Social and Environment Responsibility In Social and Community

282


11





/ Pencapaian Kami Our Achievement PT Pertamina Geothermal Energy – selanjutnya disebut sebagai Perusahaan dalam laporan ini, menjadi satu-satunya pengembang panas bumi di dunia yang pernah mengerjakan sekaligus pembangunan 8 proyek di 7 lokasi berbeda.

PT Pertamina Geothermal Energy – herewith to be referred as Company in this report, is the world’s sole geothermal producer that had completed a simultaneous 8 development projects in 7 different locations.

Proyek-proyek tersebut adalah Proyek Kamojang Unit V (1X35 MW), Proyek Ulubelu Unit III dan IV (2X55 MW), Proyek Lumut Balai Unit I dan II (2X55 MW), Proyek Lumut Balai Unit III dan IV (2X55 MW), Proyek Lahendong Unit V dan VI (2X20 MW), Proyek Karaha Unit I (1x30 MW), Proyek Hululais Unit I dan II (2X55 MW) dan Proyek Sungai Penuh Unit I dan II (2X55 MW).

Such projects are Kamojang Project of Unit V (1X35 MW), Ulubelu Project of Unit III and IV (2X55 MW), Lumut Balai Project of Unit I and II (2X55 MW), Lumut Balai Unit III and IV (2x55 MW), Lahendong Project of Unit V and VI (2X20 MW), Karaha Project of Unit I (1X30 MW), Hululais Project of Unit I and II (2x55 MW), and Sungai Penuh Project of Unit I and II (2X55 MW).

Perusahaan sebagai pengembang panas bumi terbesar akan menyelesaikan proyek-proyek tersebut pada kurun waktu tahun 2015 hingga tahun 2019, dan khusus untuk PLTP Lumut Balai Unit III dan IV akan selesai tahun 2022 dan 2023. Total target kapasitas terpasang pada tahun 2017 mencapai 682 MW atau setara dengan 32.259 BOEPD, dan tahun 2019 bertambah menjadi 907 MW yang setara 42.901 BOEPD.

The Company as the largest geothermal producer plan to complete the projects within the period of 2015 to 2019, and specifically for PLTP Lumut Balai Unit III and IV it is scheduled to finish in 2022 and 2023 respectively. Total target of installed capacity in 2017 to reach 682 MW or equivalent to 32,259 BOEPD, and in 2019 it will rise to 907 MW, which is equivalent to 42,901 BOEPD.

Pada 29 Juni 2015 Pembangkit Listrik Tenaga Panas Bumi (PLTP) Kamojang Unit V resmi beroperasi secara komersial, dengan mengalirkan listrik kepada PT PLN (Persero). Jadwal tersebut lebih cepat dari target operasi komersial (Commercial Operation Date atau COD) yang direncanakan dari RKAP yaitu tanggal 21 Juli 2015. Beroperasinya PLTP Kamojang Unit V juga menjadi salah satu milestone penting Perusahaan dalam bisnis total project panas bumi, dengan mengelola panas bumi dari uap hingga menjadi listrik.

On 29th June 2015, Kamojang’s Geothermal Power Plant (PLTP) of Unit V began its official commercial operations, discharging electricity to PT PLN (Persero). The schedule was earlier than its Commercial Operation Date (COD) in RKAP, which was 21st July 2015. The operation of PLTP Kamojang Unit V has become a milestone of the Company in geothermal business by processing steam geothermal into electricity.

Area Kamojang Kamojang Area

12





2,583,641


449

Ton CO2e/Tahun | Ton CO2e/Year

Pekerja | Employees

Potensi CER CER Potential

Jumlah Pekerja Total Employees

339.19 Rp

13.28 Rp

Juta USD | Million USD

Miliar IDR | Billion IDR

Realisasi Investasi Investment Realization

Realisasi Dana CSR CSR Fund Realization

Penghargaan PROPER PROPER Award

EMAS | GOLD Kamojang

BIRU | BLUE • Lahendong • Sibayak • Ulubelu


13





Ikhtisar Kinerja Kesehatan, Keselamatan, Keamanan dan Lingkungan Health, Safety, Security and Environment (HSSE) Performance Highlights Rincian Kinerja Keselamatan 2015 Detailed Safety Performance 2015 Klasifikasi Kejadian Occurrence Classification

Bulan | Month Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Fatalities

0

0

0

0

0

0

0

0

0

0

0

0

Day Away From Work Cases

0

0

0

0

0

0

0

0

0

1

0

1

Restricted Work Days Cases

0

0

0

0

0

0

0

0

0

0

0

0

Medical Treatment Cases

0

0

0

0

0

0

1

1

1

0

0

0

Total Recordable Incident

0

0

0

0

0

0

1

1

1

1

0

1

First Aid

1

1

0

0

1

0

0

1

0

0

0

0

Near Miss

0

0

0

1

1

0

0

0

0

2

0

8

Total Non Recordable Incident

1

1

0

1

2

0

0

1

0

2

0

8

Total

1

1

0

1

2

0

1

2

1

3

0

9

Recordable Incident

Non Recordable Incident

Jam Kerja | Working Hours

14,025,428

Total Recordable Incident Rate

0.36

NOA

0

Ringkasan Kinerja Keselamatan Safety Performance Summary

Recordable Incidents

Jam Kerja Working Hours

2015 2014 2013

14,025,428 7,825,390 5,527,317

(TRIR) Total Recordable Incident Rate

16

Non Recordable Incidents

2015

5

2014 2013

2015

4

2015 2014

16 8

2013

1

0.36


2014

0.51

15

2013

0.18





Informasi Harga Saham

Stock Price

PT Pertamina Geothermal Energy merupakan perusahaan tertutup dan hingga 31 Desember 2015 belum mencatatkan saham Perusahaan pada bursa saham manapun. Dengan demikian Laporan ini tidak menyertakan informasi mengenai harga saham Perusahaan.

PT Pertamina Geothermal Energy is a private company; and up to 31st December 2015 it had not listed shares of the Company to any stock exchanges. Hence, this report does not provide such information related to the Company’s stock price.

Informasi Obligasi, Sukuk atau Obligasi Konversi

Bond, Sukuk or Convertible Bond

Perusahaan tidak menyajikan informasi mengenai penerbitan obligasi, sukuk atau obligasi konversi sesuai dengan karakteristik yang dimiliki Perusahaan.

The Company does not provide information concerning the issuance of bond, sukuk or convertible bond, which are in line with its characteristic.



17





/ Penghargaan Awards

Penghargaan yang Diterima Tahun 2015 Awards Received in 2015 No

Bidang Field

Nama Penghargaan Award's Name

Lembaga Pemberi Grantor

1

PROPER Emas untuk Area Kamojang PROPER Gold for Kamojang Area

Kementerian Lingkungan Hidup dan Kehutanan Ministry of Environment and Forestry

2

PROPER Biru untuk Area Lahendong PROPER Blue for Lahendong Area


3

PROPER Biru untuk Area Ulubelu PROPER Blue for Ulubelu Area


PROPER Biru untuk Area Sibayak PROPER Blue for Sibayak Area


5

Patra Adhikriya Bhumi Madya untuk Area Kamojang Patra Adhikriya Bhumi Madya for Kamojang Area

PT Pertamina (Persero)

6

Satya Lancana Wirakarya untuk Area Kamojang Satya Lancana Wirakarya for Kamojang Area

Presiden Republik Indonesia The President of the Republic of Indonesia

7

Best Innovation untuk PKM Superman Best Innovation for PKM Superman

Upstream Improvement & Innovation Award

8

3rd Best CIP untuk PKM Superman 3rd Best CIP for PKN Superman

Upstream Improvement & Innovation Award

9

Peringkat Platinum untuk PKM Superman Platinum award for PKM Superman

Annual Pertamina Quality Award

Peringkat Platinum untuk GKM Kamojang Platinum award for GKM Kamojang


Peringkat Platinum untuk GKM Turbin Platinum award for GKM Turbin


12

Peringkat Gold untuk PKM Linau Lake Gold award for PKM Linau Lake


13

Peringkat Gold untuk PKM IMTAQ Gold award for PKM IMTAQ


14

Peringkat Gold untuk GKM Project Development Gold award for GKM Project Development


4

10 11

18

Lingkungan Environment

Manajemen Mutu Quality Management






Penghargaan yang Diterima Tahun 2015 Awards Received in 2015 No

Bidang Field

Nama Penghargaan Award's Name

Lembaga Pemberi Grantor

Dharma Karya Energi dan Sumber Daya Mineral Muda untuk PKM Changcuter Dharma Karya Energi and Young Mineral Resources for PKM Changcuter

Kementerian Energi Sumber Daya Mineral Ministry of Energy and Mineral Resources

Best Innovation Expo


The Best Continuous Performance Improvement


Peringkat Platinum untuk GKM Project Development Platinum award for GKM Project Development

Temu Karya Mutu dan Produktifitas Nasional XIX The XIX Gethering of National Quality and Productivity

Peringkat Platinum untuk PKM Linau Lake Platinum award for PKM Linau Lake

Temu Karya Mutu dan Produktifitas Nasional XIX The XIX Gethering of National Quality and Productivity

20

Three Stars plus Peringkat Gold (Best Three Stars) untuk PKM Kanglamber Three Stars plus Gold award (Best Three Stars) for PKM Kanglamber

International Exposition on Team Excellence

21

Peringkat Bronze untuk GKM EMC2 Bronze award for GKM EMC2

International Convention on QC Circles

1st Winner The Best Implementation of Enterprise Risk Management pada ajang Annual Pertamina Subsidiary Award 1st Winner for the Best Implementation of Enterprise Risk Management at the Annual Pertamina Subsidiary Award


15

16 17 18 19

22

23

Manajemen Mutu Quality Management

Manajemen Risiko Risk Management

2nd Winner The Best Implementation of Community Involvement & PT Pertamina (Persero) Kemasyarakatan Development pada ajang Annual Pertamina Subsidiary Award Social 2nd Winner for the Best Implementation of Community Community Involvement & Development at the Annual Pertamina Subsidiary Award

24 25

Lainnya Others

The Most Organized Director pada Annual Hulu Day The Most Organized Director at the Annual Hulu Day


Penghargaan Kategori 5 Prioritas Strategis- Pilar Pengembangan Strategi Hulu untuk Area Kamojang 5th Category Award of Strategic Priorities – Pillar Development of Upstream Strategy for Kamojang Area

Pertamina Award 2015


19





/ Sertifikasi Certification

Sertifikasi yang Dimiliki Perusahaan Hingga 2015 [G4-15] Certificates Owned by the Company up to 2015 No Nama Sertifikasi Certificate’s Name

Standar Standard

Ruang Lingkup Scope

Tanggal Perolehan dan Masa Berlaku Date Acquired and Validity Period

Area/ Fungsi/ Direktorat Area/ Function/ Directorate

1

Sistem Manajemen Mutu dan K3 Quality Management System and OHS

ISO 9001:2008; OHSAS 18001:2007

Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan Listrik Exploitation and Distribution of Geothermal Steam for Electricity Generation

2014-2017

Area Lahendong Lahendong Area

2

Sistem Manajemen Lingkungan Environmental Management System

ISO 14001:2004


2014-2017

Area Ulubelu Ulubelu Area

3

Sistem Manajemen Pengamanan Security Management System

Peraturan Kepala Kepolisian Negara RI No. 24/2007 Regulation of Indonesian National Police Number 24 Year 2007

Sistem Manajemen Pengamanan Swakarsa Independent Security Management System

2014-2017


4

Sistem Manajemen Pengamanan Security Management System

Peraturan Kepala Kepolisian Negara RI No. 24/2007 Regulation of Indonesian National Police Number 24 Year 2007

Sistem Manajemen Pengamanan Swakarsa Independent Security Management System

2014-2017


20



No Nama Sertifikasi Certificate’s Name




Standar Standard

Ruang Lingkup Scope

Tanggal Perolehan dan Masa Berlaku Date Acquired and Validity Period

Area/ Fungsi/ Direktorat Area/ Function/ Directorate

5

Integrasi Sistem QHSE (Quality, Health & Safety, and Environment) Integrated System of QHSE (Quality, Health & Safety, and Environment)

ISO 9001:2008; ISO 14001:2004; OHSAS 18001:2007


2015-2018


6

Sistem Manajemen Lingkungan Environmental Management System

ISO 14001:2004


2015-2018


7

Sistem Manajemen K3 Management System of OHS

OHSAS 18001:2007


2015-2018


8

Sistem Manajemen Mutu Quality Management System

ISO 9001:2015

Eksplorasi dan Eksploitasi Uap Panas Bumi di Lingkungan Kantor Pusat Exploration and Exploitation of Geothermal Steam in the Environment of Head Office

Implementasi 2015 Implementation in 2015

Kantor Pusat Head Office


21





/ Peristiwa Penting 2015 Significant Events in 2015

26

Januari | January

Tajak Sumur KMJ- 70 Area Kamojang Tajak Sumur KMJ-70/3 di lokasi RIG PDSI #39.3 D1500E Area Kamojang, Bandung, dengan kedalaman akhir 3.000 meter. Spud-in of KMJ-70 Kamojang Area Spud-in of KMJ-70/3 in RIG PDSI #39.3 D1500E Kamojang Area, Bandung with finishing depth at 3,000 meter.

2

Februari | February

RUPS Tahun Buku 2014 RUPS Tahunan Tahun Buku 2014 PT Pertamina Geothermal Energy (Perusahaan). Laba Bersih Perusahaan mencapai 125% dari RKAP. RUPS ini dihadiri oleh Direksi, Dewan Komisaris dan Pemegang Saham Perusahaan yaitu PT Pertamina (Persero) dan PT Pertamina Dana Ventura. General Meeting of Shareholders of 2014 Financial Year PT Pertamina Geothermal Energy (Company) Annual General Meeting of Shareholders of 2014 Financial Year recorded net income at 125% of the Work Plan and Budget (RKAP). The GMS was attended by the Board of Directors, Board of Commissioners and Shareholders, namely PT Pertamina (Persero) and PT Pertamina Dana Ventura.

4

April | April

Kunjungan Dirut Pertamina ke Kamojang Direktur Utama PT Pertamina (Persero) didampingi oleh Direktur Utama PT Pertamina Geothermal Energy melakukan kunjungan ke Perusahaan Area Kamojang. Direktur Utama PT Pertamina (Persero) berkesempatan meninjau fasilitas produksi dan kegiatan CSR di Konservasi Elang Kamojang, serta meresmikan Geothermal Information Center. Pertamina’s President Director Visit to Kamojang President Director of PT Pertamina (Persero) and President Director of PT Pertamina Geothermal Energy visited Kamojang Area. PT Pertamina (Persero) President Director also had the opportunity to observe production facility and CSR activities at Kamojang Eagle Conservation, as well as announced Geothermal Information Center.

The Signing of EPCC Contract for Karaha-Alstom Project PT Pertamina Geothermal Energy joined with PT Alstom Power Energy System Indonesia Consortium and Alstom Power System SA signed Total Contract on EPCC Project for Karaha Geothermal with capacity of 1 x 30 MW.

24

17

Maret | March

Penghargaan CECT Award 2015 PT Pertamina Geothermal Energy meraih 3 penghargaan dalam ajang Center for Entrepreneurship, Change, and Third Sector (CECT) Sustainabillity Report Award 2015 yang diselenggarakan oleh Universitas Trisakti. Penghargaan ini diberikan atas keberhasilan Perusahaan dalam menjalankan tanggung jawab sosial atau CSR sesuai dengan pedoman ISO 26000. CECT Award 2015 PT Pertamina Geothermal Energy received 3 awards in the event of Center for Entrepreneurship, Change, and Third Sector (CECT) Sustainability Report Award 2015, which was held by University of Trisakti. The Company succeeded its Corporate Social Responsibility (CSR) program in accordance wiith ISO 26000.

20

April | April

Pengenalan Komisaris Utama PT Pertamina Geothermal Energy yang Baru Pengenalan Komisaris Utama PT Pertamina Geothermal Energy, Yenni Andayani yang diangkat tmt 5 Maret 2015. Yenni Andayani menggantikan Muhamad Husen yang menjabat sebagai Komisaris Utama PT Pertamina Geothermal Energy sebelumnya. Announcement of the New President Commissioner of PT Pertamina Geothermal Energy The announcement of President Commissioner of PT Pertamina Geothermal Energy, Yenni Andayani, which was effective as of 5th March 2015. She replaced Muhamad Husen, the former President Commissioner.


April | April

Town Hall Meeting - Pisah sambut Direktur Utama PT Pertamina Geothermal Energy Town Hall Meeting ini diselenggarakan dalam rangka pisah sambut Direktur Utama PT Pertamina Geothermal Energy yang baru Irfan Zainuddin menggantikan pejabat lama Rony Gunawan. Town Hall Meeting – Welcoming Ceremony of President Director of PT Pertamina Geothermal Energy Town Hall Meeting was held due to the commemoration of new President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin in replacing the former incumbent, Rony Gunawan.

8

Februari | February

Penandatanganan Kontrak EPCC PT Pertamina Geothermal Energy Proyek Karaha - Alstom PT Pertamina Geothermal Energy bersama dengan Konsorsium PT Alstom Power Energy System Indonesia dan Alstom Power System SA menandatangani Kontrak Total Proyek EPCC Panas Bumi Karaha dengan kapasitas 1 x 30 MW.

22

26

Mei | May

Kunjungan Direktur Utama PT Pertamina Geothermal Energy ke Area Komojang Seusai dilantik sebagai Direktur Utama PT Pertamina Geothermal Energy, Irfan Zainuddin melaksanakan kunjungan kerja pertama ke Area Kamojang. President Director of PT Pertamina Geothermal Energy Visit to Kamojang Area Post inauguration as President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin completed its initial work visit to Kamojang Area.


25

Juni | June

Upstream HSSE Forum HSSE Direktur Hulu PT Pertamina (Persero) Syamsu Alam menyerahkan Komitmen Keselamatan, Kesehatan Kerja dan Lindungan Lingkungan serta Pengamanan yang diterapkan di Direktorat Hulu kepada Direktur Utama PT Pertamina Geothermal Energy Irfan Zainuddin. Upstream HSSE Forum HSSE Upstream Director of PT Pertamina (Persero), Syamsu Alam, handed over the Commitment of Work Safety, Health and Environment Protection as well as Safety to President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin.


6

Juli | July

Peresmian PLTP Kamojang Unit V Presiden RI Joko Widodo didampingi Menteri BUMN Rini M. Soemarno, Wakil Gubernur Jawa Barat Deddy Mizwar dan Direktur Utama PT Pertamina (Persero) Dwi Soetjito meresmikan PLTP Kamojang Unit V di Area Kamojang, Bandung. Dengan diresmikannya PLTP ini, Area Kamojang mendapatkan tambahan kapasitas listrik sebesar 35 MW, dengan total keseluruhan menjadi 235 MW. Official Announcement of PLTP Kamojang Unit V The President of Republic Indonesia, Joko Widodo, accompanied by the Minister of SOE, Rini M. Soemarno; Deputy Governor of West Java, Deddy Mizwar; and President Director of PT Pertamina (Persero), Dwi Soetjipto, officially announced PLTP Kamojang Unit V in Kamojang Area, Bandung. This area received a supplementary electricity capacity of 35 MW, which summed the total to 235 MW.

19

Agustus | August

Temu Pisah Direktur Operasi Direktur Operasi PT Pertamina Geothermal Energy, Richard H. Tamba mengakhiri masa jabatannya di PT Pertamina Geothermal Energy untuk selanjutnya digantikan oleh pejabat baru Ali Mundakir. Operation Director's Farewell Ceremony Operation Director of PT Pertamina Geothermal Energy, Richard H. Tamba terminated its tenure at the Company, which then was replaced by its successor, Ali Mundakir.

17 5


Agustus | August

Pameran IIGCE & EBTKE Conex 2015 PT Pertamina Geothermal Energy berpartisipasi dalam Indonesia International Geothermal Convention and Exhibition (IIGCE) dan The 4th Indonesia EBTKE ConEx 2015 di Jakarta Convention Center. Acara ini dibuka oleh Presiden RI Joko Widodo. IIGCE & EBTKE at Conex 2015 PT Pertamina Geothermal Energy participated at Indonesia International Geothermal Convention and Exhibition (IIGCE) and the 4th Indonesia EBTKE ConEx 2015 at Jakarta Convention Center. The event was opened by the President of Republic of Indonesia, Joko Widodo.


9

Oktober | October

Customer Visit Direktur SDM dan Umum Pertamina ke PT Pertamina Geothermal Energy Direktur SDM dan Umum Pertamina Dwi Wahyu Daryoto dan Tim Corporate Shared Service (CSS) berdiskusi mengenai update layanan CSS serta sharing rencana bisnis PT Pertamina Geothermal Energy ke depannya. Customer Visit of Human Resources and General Affairs Director of Pertamina to PT Pertamina Geothermal Energy Human Resources and General Affairs Director of Pertamina, Dwi Wahyu Daryoto and Corporate Shared Service (CSS) Team discussed the updated service of CSS along with upcoming business plan of PT Pertamina Geothermal Energy.

Agustus | August

Tajak Pertama di Cluster K Area Ulubelu Direktur Hulu PT Pertamina (Persero) Syamsu Alam bersama Direktur Utama PT Pertamina Geothermal Energy Irfan Zainuddin, Direktur Operasi PT Pertamina Geothermal Energy Ali Mundakir, Direktur Utama PDSI Lelin Eprianto, Direktur Operasi PDSI Gandot Werdiantoro dan GM Area Ulubelu Dirgo Rahayu melakukan tajak pertama di lokasi pemboran cluster K, Area Ulubelu. First Spud-in at Cluster K in Ulubelu Area Upstream Director of PT Pertamina (Persero), Syamsu Alam, joined with President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin; Operation Director of PT Pertamina Geothermal Energy, Ali Mundakir; President Director of PDSI, Lelin Eprianto; Operation Director of PDSI, Gandot Werdiantoro; and General Manager of Ulubelu Area, Dirgo Rahayu conducted the first spud-in at drilling location of cluster K, Ulubelu Area.

9

September | September

Pelepasliaran Elang Kamojang Pusat Konservasi Elang Kamojang berhasil dalam penyelamatan elang sebagai satwa yang dilindungi. Keberhasilan ini ditandai dengan pelepasliaran 1 ekor Elang Kamojang ke alam bebas. Pelepasliaran dilakukan oleh Wakil Bupati Bandung, BBKSDA Jawa Barat dan Direktur Utama PT Pertamina Geothermal Energy. Releasing Kamojang Eagle Kamojang Eagle Conservation Center did well in rescuing eagles as protected animals. The success was memorialized by releasing 1 Kamojang Eagle back to the wild, which was conducted by Deputy Regent of Bandung, BBKSDA of West Java and President Director of PT Pertamina Geothermal Energy.

2-4

November | November

APQA 2015 Insan Mutu PT Pertamina Geothermal Energy yang tergabung dalam Tim Continuous Improvement Program (CIP) berhasil meraih penghargaan dalam ajang Annual Pertamina Quality Award 2015. Penghargaan tersebut terdiri dari 3 platinum dan 3 gold. APQA 2015 Individuals of PT Pertamina Geothermal Energy, which participated in Continuous Improvement Program (CIP) Team, were awarded at the Annual Pertamina Quality Award 2015. The award consists of 3 platinum and 3 gold.


23


17

November | November

Sosialisasi GCG, Visi Misi dan Tata Nilai Sosialisasi GCG, Visi Misi dan Tata Nilai perusahaan kepada seluruh Pekerja. Sosialisasi dilaksanakan di Kantor Pusat PT Pertamina Geothermal Energy dengan video conference ke seluruh Area dan Proyek. Pada kesempatan ini, dilaksanakan juga pengenalan komisaris baru PT Pertamina Geothermal Energy Maxi Eman yang diangkat tmt 29 Oktober 2015. Socialization of GCG, Vision Mission and Values Socialization of GCG, Vision Mission and Values of the company was conveyed to all Employees. It was held at the Head Office of PT Pertamina Geothermal Energy through video conference to all Areas and Projects. Furthermore, it also announced the new commissioner of PT Pertamina Geothermal Energy, Maxi Eman, who was appointed on 29th October 2015.


23

November | November

Proper Emas 5 Kali Berturut-turut Untuk Area Kamojang PT Pertamina Geothermal Energy Area Kamojang berhasil mempertahankan PROPER Emas untuk yang ke-5 kalinya. Keberhasilan ini merupakan komitmen PT Pertamina Geothermal Energy Area Kamojang dalam pelestarian lingkungan serta pelaksanaan CSR yang semakin dirasakan manfaatnya oleh masyarakat. The 5 Gold Rank of Proper for Kamojang Area PT Pertamina Geothermal Energy retained its Gold Rank PROPER for the 5th time for Kamojang Area. A rewarding commitment of PT Pertamina Geothermal Energy Kamojang Area for its efforts in environment preservation and CSR activities, whose effects were also benefited the community. th


10

Penghargaan APSA, HUT ke-58 Pertamina PT Pertamina Geothermal Energy berhasil meraih penghargaan pada ajang APSA (Annual Pertamina Subsidiary Award) yaitu 1st Winner The Best Implementation of Enterprise Risk Management 2014 dan 2nd Winner The Best Implementation of Community Involvement & Development 2014. APSA Award, Pertamina’s 58th Anniversary At Annual Pertamina Subsidiary Award (APSA), PT Pertamina Geothermal Energy accepted two awards as the 1st Winner for the Best Implementation of Enterprise Risk Management 2014 and 2nd Winner for the Best Implementation of Community Involvement & Development 2014.

20 20

November | November

MWT Direktur Hulu Pertamina Direktur Hulu Pertamina Syamsu Alam didampingi Direktur Utama PT Pertamina Geothermal Energy Irfan Zainuddin melakukan Management Walkthrough (MWT) di Area Kamojang dan Proyek Karaha. Selain MWT Direktur Hulu juga menyaksikan Kontes Domba Hias Khas Garut yang merupakan kegiatan CSR Area Kamojang.

23-26 November | November

MWT of Pertamina’s Upstream Director Upstream Director of Pertamina, Syamsu Alam, accompanied with President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin, performed a Management Walkthrough (MWT) in Kamojang Area and Karaha Project. Besides MWT, Upstream Director also observed Garut’s Decorated Sheep Contest, one of CSR activities in Kamojang Area.

CIP Team of PT Pertamina Geothermal Energy in TKMPN CIP Team of PT Pertamina Geothermal Energy had an outstanding performance at the Gathering of National Quality and Productivity (TKMPN) by achieving 2 platinum awards. Those CIP Team were FTP Project Development and PCP Linau Lake.

24

Tim CIP PT Pertamina Geothermal Energy di ajang TKMPN Tim CIP PT Pertamina Geothermal Energy berjaya di ajang Temu Karya Mutu & Produktifitas Nasional (TKMPN) dengan meraih 2 platinum award. Tim CIP tersebut adalah FTP Project Development dan PCP Linau Lake.

Desember | December

Desember | December

Gathering PT Pertamina Geothermal Energy Pencanangan target Perusahaan pada tahun 2025 sebesar 2.267 MW oleh Direksi. Gathering PT Pertamina Geothermal Energy A declaration of Company’s target to reach 2,267 MW in 2025 by the Board of Directors.







Area Siabayak Sibayak Area


25



Laporan Dewan Komisaris & Direksi Board of Commissioners' & Board of Directors' Report


/ Laporan Dewan Komisaris Board of Commissioners’ Report

Tahun 2015 menjadi tahun penuh dinamika bagi perusahaan panas bumi di Indonesia. Di tengah kendala dan tantangan yang harus dihadapi, PT Pertamina Geothermal Energy mampu memanfaatkan peluang untuk mengembangkan usaha. Untuk itu, bersama seluruh Dewan Komisaris, marilah kita panjatkan syukur ke hadirat Allah SWT, Tuhan Yang Maha Esa, yang telah memberikan kekuatan bagi kita semua.

The year of 2015 was a year enlivened with dynamics for geothermal companies in Indonesia. Amidst the obstacles and challenges that must be addressed, PT Pertamina Geothermal Energy proved to be agile in tackling opportunities in order to expand the business. Therefore, together with the Board of Commissioners, we would like to express our gratitude to Allah SWT, God Almighty, who have given us the strength.

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Sebagai bagian dari PT Pertamina (Persero), sepanjang tahun 2015 Perusahaan telah melaksanakan kebijakan efisiensi. Direksi dengan dukungan Dewan Komisaris menerjemahkan kebijakan tersebut melalui Rencana Kerja dan Anggaran Perusahaan (RKAP) yang disesuaikan untuk menjawab berbagai kendala dan tantangan.

As part of PT Pertamina (Persero), through the year of 2015 PT Pertamina Geothermal Energy has performed efficiency policy. The Board of Directors bearing the support of the Board of Commissioners applied the policy through Work Plan and Budget (RKAP), which was adjusted appropriately to address various obstacles and challenges.

Laporan Terintegrasi Pertama

First Integrated Report

Berbeda dengan laporan-laporan terdahulu, di tahun buku 2015 ini, PT Pertamina Geothermal Energy untuk pertama kalinya menyampaikan kinerja ekonomi, sosial dan lingkungan dalam satu kesatuan pelaporan, yakni melalui Laporan Tahunan Terintegrasi. Hal ini menjadi catatan tersendiri, mengingat kian bertambahnya tuntutan penyampaian informasi kinerja yang lebih terpadu dalam sebuah laporan yang komprehensif. Terpadunya penyampaian informasi ini, diiringi dengan semakin meningkatnya kesadaran untuk memperhatikan tidak saja aspek ekonomi, namun sosial dan lingkungan.

In contrast with the previous reports, this fiscal year 2015, PT Pertamina Geothermal Energy had for the first time submitted its economic performance, social and environment in one report that is Annual Integrated Report. This is a record of its own as the demand for performance information keeps increasing and more integrated in one comprehensive report. In the event of this new circumstance, the Company must also improve its awareness level to not only focus on economy aspect, but also on social and environment.

Dibutuhkan komitmen bersama dan usaha keras, hingga akhirnya Laporan Tahunan Terintegrasi ini diterbitkan. Komitmen dan usaha yang juga menjadi bagian dari ikhtiar bersama perlu dilakukan untuk mewujudkan Visi Perusahaan, sebagai perusahaan panas bumi terdepan di Indonesia, Asia dan Dunia.

It required a shared commitment and persistence to have finally issued this Annual Integrated Report. The commitment and effort in this joint initiative were needed to embody the Company's Vision as the leading geothermal company in Indonesia, Asia, and the World.

Dewan Komisaris berharap informasi dalam laporan ini akan membantu pemangku kepentingan memahami bagaimana Perusahaan menjalankan bisnis secara berkesinambungan. Kontribusi Perusahaan tidak hanya semata pada keuntungan bagi Pemegang Saham, tetapi juga bagi seluruh pemangku kepentingan lain, termasuk dalam menjaga pelestarian alam.

The Board of Commissioners hope that information contained in this report may help the stakeholders in understanding how PT Pertamina Energy runs its business sustainably. Contributions presented by the Company are not only benefited the Shareholders, but also for other stakeholders, including those related in preserving nature.


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Penilaian Kinerja Direksi

Assessment on Performance

Tugas dan tanggung jawab Dewan Komisaris dalam melakukan pengawasan dan pemberian nasihat kepada Direksi, dipusatkan pada kegiatan strategis, berdasarkan aspek operasional, keuangan, tata kelola dan tanggung jawab sosial.

Duties and responsibilities of the Board of Commissioners involve supervision and advice provision to the Board of Directors, which highlight strategic activities based on operational aspect, financial, governance and social responsibility.

Secara umum, Dewan Komisaris menilai kinerja Direksi dalam mengelola Perusahaan selama tahun 2015 sangat baik. Hal ini tercermin dari pencapaian indikator kinerja kunci (Key Performance Indicator atau KPI), yang telah mencapai target ditetapkan, baik dalam hal kinerja finansial, operasional, pengembangan bisnis/kepuasan pelanggan, maupun pengelolaan organisasi dan tenaga kerja.

In general, the Board of Commissioners assessed the Board of Directors to be exceedingly well in managing the company throughout 2015. This is reflected in the achievement of Key Performance Indicator (KPI), which managed to achieve the set target, both in terms of financial, operational, business development/customer satisfaction, and management and labor organizations performance.

Di bawah pengelolaan Direksi, Perusahaan telah membukukan Laba Usaha yang diperoleh pada tahun buku 2015 mencapai USD119.62 juta, atau 111% dari target sebesar USD107.55 juta. Adapun Laba Komprehensif pada tahun buku 2015 mencapai sebesar USD85.04 juta atau 122% dari target USD69.80 juta.

Under the management of the Board of Directors, the Company has recorded Operating Income up to USD119.62 million or 111% of the indicated target, which was USD107.55 million. As for Comprehensive Income for fiscal year 2015, it reached USD85.04 million or 122% of the targeted USD69.80 million.

Kinerja operasional yang optimal telah merealisasikan produksi uap panas bumi setara listrik sebesar 3.056,82 GWh pada tahun 2015. Jumlah tersebut mencapai 104,4% dari target sebanyak 2.929,24 GWh, atau mengalami peningkatan dibandingkan tahun 2014 sebesar 2.831,40 GWh.

With optimized operational performance, it realized the production of geothermal steam equivalent to electricity of 3,056.82 GWh in 2015. This amount shows the achievement of 104.4% of the targeted 2,929.24 GWh, or increased up to 2,831.40 GWh compared in 2014.

Kinerja Perusahaan dari sisi investasi juga memperlihatkan pencapaian yang menggembirakan. Selama tahun 2015, Perusahaan telah mengeluarkan USD339.19 juta yang digunakan untuk pengembangan panas bumi di wilayah kerja PT Pertamina Geothermal Energy. Investasi tersebut diantaranya berupa pelaksanaan infrastruktur dan pemboran 20 sumur selesai dan 6 sumur on going serta 7 sumur KURS dan 1 on going KURS. Di samping itu, dilaksanakan pula kegiatan Engineering, Procurement and Construction (EPC) pembangunan Steam Gathering System (SGS) dan Pembangkit Listrik Tenaga Panas Bumi (PLTP).

In regards to investment, the Company showed an encouraging achievement. Throughout 2015, the Company has spent USD339.19 million to be used for geothermal development in the working areas of PT Pertamina Geothermal Energy, the investment spent for developing infrastructure and drilled 20 new wells, 7 KURS as well 6 on going wells and 1 on going KURS. Additionally, the Company also spent for Engineering, Procurement and Construction (EPC) of Steam Gathering System (SGS) and Geothermal Power Plant (PLTP).

Sepanjang tahun 2015 ada 8 proyek pengembangan panas bumi yang dikerjakan sekaligus di 7 lokasi berbeda. Khusus untuk proyek Kamojang Unit V, pada tanggal 29 Juni 2015 telah resmi beroperasi secara komersial, dan mengalirkan listrik kepada PT PLN (Persero). Keberhasilan menyelesaikan proyek Kamojang Unit V merupakan salah satu pencapaian Direksi untuk memantapkan Perusahaan dalam melaksanakan kegiatan usaha panas bumi secara total project, yakni dari produksi uap hingga menjadi listrik.

In 2015, there were 8 geothermal development projects completed simultaneously in 7 different locations. Specifically for Kamojang Project of Unit V, it has commercially operated since 29th June 2015, discharging electricity to PT PLN (Persero). The success of Kamojang Project Unit V was one of milestones delivered by the Board of Directors in its endeavor to lead the Company embarking geothermal business as total project, namely processing steam production into electricity.

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Pencapaian tersebut meyakinkan Dewan Komisaris bahwa Direksi telah mematuhi dan menerapkan pengelolaan risiko, sebagai bagian dari pelaksanaan tata kelola perusahaan yang baik. Hal ini menjadi landasan bagi PT Pertamina Geothermal Energy untuk menjadi perusahaan panas bumi kebanggaan nasional berkelas dunia.

The achievement assured the Board of Commissioners that the Board of Directors have conformed and implemented risk management, as an implementation of Good Corporate Governance. PT Pertamina Geothermal Energy applies this as a foundation to become the world class geothermal company that also is the pride of the nation.

Kami juga melakukan pengawasan kinerja Direksi dalam hal pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) oleh Perusahaan, diantaranya terkait pengelolaan lingkungan hidup. Dewan Komisaris memastikan hal tersebut dilaksanakan sesuai dengan Undang-Undang No. 32 Tahun 2009 Tentang Perlindungan dan Pengelolaan Lingkungan Hidup. Atas komitmen Direksi memenuhi Undang-Undang tersebut, maka untuk ke-5 kalinya, Area Kamojang secara berturut-turut memperoleh apresiasi PROPER Emas, diikuti oleh PROPER Biru untuk Area Ulubelu, Lahendong dan Sibayak.

We also conducted a supervision to the performance of the Board of Directors concerning social and environment responsibility by the Company, among others related to environment management. The Board of Commissioners ensured this initiative to be in line with the Law Number 32 Year 2009 concerning Protection and Management of Environment. Upon the commitment of the Board of Directors in fulfilling the law, thus for the 5th time, Kamojang Area received PROPER Gold, then followed by PROPER Blue for Ulubelu Area, Lahendong and Sibayak.

Dalam pengelolaan operasi, Dewan Komisaris melihat kesungguhan Direksi beserta para pekerja Perusahaan yang selalu memperhatikan prinsip-prinsip kesehatan kerja, keselamatan kerja, perlindungan dan pengelolaan lingkungan, serta pengamanan. Hal ini terlihat dari pencapaian zero fatality dan Total Recordable Incident Rate (TRIR) sebesar 0,36.

In operational management, the Board of Commissioners has seen the dedication displayed by the Board of Directors as well as all employees of the Company in putting its interest towards the principles of health, safety, security and environment. It is shown in zero fatality and Total Recordable Incident Rate (TRIR) performance, which scored 0.36.

Pandangan Atas Prospek Usaha

Views on Business Prospects

Peraturan Pemerintah Nomor 79 Tahun 2014 Tentang Kebijakan Energi Nasional telah menetapkan kontribusi Energi Baru dan Terbarukan (EBT) pada bauran energi primer tahun 2025, mencapai lebih dari 23%. Menilik adanya peraturan ini, maka diharapkan dari jumlah tersebut, kontribusi potensi panas bumi sebagai EBT mencapai lebih dari 5%.

The Governmental Regulation Number 79 Year 2014 concerning National Energy Policy has stipulated a contribution of New and Renewable Energy (NRE) to primary energy mix in 2025, to reach beyond 23%. In view of this regulation, it is expected the contribution of geothermal potential as EBT achieving more than 5%.

Kebijakan Pemerintah tersebut direalisasikan dalam bentuk program pembangunan pembangkit listrik 35.000 MW, dan Pembangkit Listrik Tenaga Panas Bumi (PLTP) yang merupakan salah satu opsi untuk meningkatkan kontribusi EBT. Untuk itulah secara berkesinambungan Perusahaan terus meningkatkan kapasitas produksi uap dan produksi listrik sebagai bagian dari pengembangan usaha. Secara bertahap mulai tahun 2016 hingga 2019, beberapa PLTP yang saat ini masih dalam proses pembangunan, akan beroperasi secara komersial dan mendatangkan pendapatan signifikan bagi Perusahaan.

The Government policies were realized in a development program of power plant with the capacity of 35,000 MW, and Geothermal Power Plant (PLTP), which was one of options to increase the contribution of EBT. Therefore, the Company continues to increase steam and electricity production capacity of as part as part of the business development. Gradually starting from 2016 to 2019, several Geothermal Power Plants which are still under construction, will operate commercially and bring in significant revenue for the Company.


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Namun demikian, prospek usaha pada masa mendatang selalu diiringi kendala dan tantangan. Kendala utama adalah mahalnya biaya investasi untuk tahap eksplorasi yang ditanggung Perusahaan, lamanya perizinan dan tumpang tindihnya peraturan yang ada. Selain itu peliknya proses perundingan Perjanjian Jual Beli Uap dan Perjanjian Jual Beli Listrik yang berlangsung akan sangat mempengaruhi kegiatan usaha di masa mendatang.

However, the future business prospect will constantly be shadowed with impediments and challenges. The main issue comes in the form of high cost of investment, considering geothermal development and utilization require advance technology. Furthermore, the ongoing negotiation process of Steam Sales Contract and Energy Sales Contract will greatly put an effect to the yet to come of business activities.

Segala tantangan tersebut harus dapat dikelola dengan baik oleh Direksi dan segenap manajemen, melalui kebijakankebijakan yang strategis. Dalam hal biaya investasi, Direksi harus dapat meyakinkan PT Pertamina (Persero) sebagai induk perusahaan dan Pemegang Saham, sehingga mendapatkan dukungan penuh dalam pembiayaan investasi pengembangan panas bumi. Sedang untuk kendala lain, Perusahaan sepatutnya juga mencermati perkembangan regulasi terkait peluang perizinan pemanfaatan kawasan hutan serta regulasi terkait penetapan harga listrik dari panas bumi, sehingga dengan cepat bisa menentukan langkah-langkah yang diperlukan.

All of the stated challenges must be soundly managed by the Board of Directors and management through strategic policies. In regards to investment cost, the Board of Directors shall have the responsibility to ensure PT Pertamina (Persero) as the parent company and Shareholder by way of acquiring full support in financing geothermal development investment. Moreover, the Company should be thorough towards regulations development concerning forest utilization permit as well as those that regulates the definition of electricity price based on geothermal energy, so as the required measures can be realized.

Dewan Komisaris berharap, pengembangan usaha panas bumi pada masa mendatang harus dilakukan dengan tetap memperhatikan tata kelola dan pelaksanaan tanggung jawab sosial dan lingkungan. Dengan demikian, kesinambungan usaha PT Pertamina Geothermal Energy dapat terjaga dan mendatangkan manfaat bagi seluruh pemangku kepentingan.

The Board of Commissioners hope geothermal business development needs to be continued by constantly adhering to governance and social and environment responsibility implementation. As a result, the sustainability of business owned by PT Pertamina Geothermal Energy is still strong as a whole and may generate comprehensive benefit for all stakeholders.

Penilaian Kinerja Komite di Bawah Dewan Komisaris

Performance Assessment of Committee under the Board of Commissioners

Hingga akhir periode pelaporan, Dewan Komisaris dibantu oleh 2 Komite, yakni Komite Audit dan Manajemen Risiko, serta Komite Investasi. Keberadaan kedua Komite tersebut membantu Dewan Komisaris dalam menjalankan fungsi pengawasan dan pemberian nasihat kepada Direksi.

Up to the end of reporting period, the Board of Commissioners had the assistance of 2 committees, namely Audit and Risk Management Committee and Investment Committee. These two entities helped the Board in conducting supervision and providing advice to the Board of Directors.

Secara umum, masing-masing Komite telah menjalankan tugas dan tanggung jawabnya dengan baik. Komite Audit dan Manajemen Risiko telah membantu Dewan Komisaris dalam melakukan analisis manajemen risiko. Kesadaran mengelola risiko semakin ditingkatkan seiring dengan kondisi perekonomian global yang semakin dinamis. Sejalan dengan keadaan ini, Komite Investasi juga telah membantu Dewan Komisaris dalam merencanakan pengembangan usaha. Hasilnya, selama tahun 2015, pengembangan proyek panas bumi dapat disetujui oleh seluruh Dewan Komisaris.

Generally, each Committee has well-performed its duties and responsibilities. The Audit and Risk Management Committee has assisted the Board of Commissioners in executing risk management analysis. The awareness of managing risk was further enhanced along with the global economy condition that was increasingly dynamic. Subsequently, the Investment Committee also supported the Board of Commissioners in planning business development. As a result, geothermal project development in 2015 was approved by all members of the Board of Commissioners.

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Setiap Komite telah melaksanakan tinjauan (review) terkait tugas dan tanggung jawabnya masing-masing. Dengan demikian, kami sampaikan pula, hingga akhir periode pelaporan, tidak ada temuan-temuan signifikan yang perlu secara khusus ditindaklanjuti.

Each Committee has conducted its review pertaining to its respective duties and responsibilities. Hence, we would also like to state that up until the end of reporting period, there were no significant findings in need of a special continuation.

Perubahan Dewan Komisaris

Changes within the Board of Commissioners

Sepanjang tahun 2015, Pemegang Saham telah mengangkat dua pejabat baru Dewan Komisaris. Masing-masing adalah Yenni Andayani sebagai Komisaris Utama, terhitung mulai 5 Maret 2015 dan Maxi Eman sebagai anggota Dewan Komisaris, terhitung mulai 29 Oktober 2015. Pengangkatan pejabat baru Dewan Komisaris merupakan kewenangan penuh Pemegang Saham, yakni PT Pertamina (Persero) dan PT Pertamina Dana Ventura, serta dimaksudkan untuk memperkuat struktur Dewan Komisaris dalam melaksanakan fungsi pengawasan dan pemberian nasihat kepada Direksi. Pengangkatan kedua Komisaris ini telah melalui serangkaian uji latar belakang, keahlian dan pengalaman, serta mendapat persetujuan dari Rapat Umum Pemegang Saham (RUPS).

In 2015, the Company has appointed two new officials of the Board of Commissioners, namely Yenni Andayani as President Commissioner effective as of 5th March 2015, Maxi Eman as a member of the Board of Commissioners as of 29th October 2015. The appointment of new functionaries of Board of Commissioners, PT Pertamina (Persero) and PT Pertamina Dana Ventura, is fully under the authority of the Shareholders. It is intended to strengthen the structure of the Board of Commissioners in carrying out oversight functions and the provision of advice to the Board of Directors. The two appointments have undergone a series of background examination, skills and experience, as well as an approval from the General Meeting of Shareholders (GMS).

Penutup

Closing

Akhir kata, Dewan Komisaris mengucapkan terima kasih kepada Direksi, manajemen, dan segenap Pekerja PT Pertamina Geothermal Energy, atas pencapaian Perusahaan sepanjang tahun buku 2015. Segala pencapaian tersebut menandakan komitmen dan kerja keras bersama, hingga mampu melampaui dinamika yang dihadapi.

To conclude, the Board of Commissioners would like to express its gratitude towards the Board of Directors, management, and the entire employees of PT Pertamina Geothermal Energy, upon the Company’s achievement throughout 2015. It represents the shared commitment and hard work, which able to bring us transcending the inevitable dynamics.

Komitmen dan kerja keras masih terus dibutuhkan untuk tahun-tahun mendatang, demi mewujudkan Visi menjadikan PT Pertamina Geothermal Energy sebagai perusahaan panas bumi kebanggaan nasional yang berkelas dunia.

Commitment and determination will still be needed for years ahead in order to realize the Vision of making PT Pertamina Geothermal Energy as the world-class and nation’s pride geothermal company.

Mari kita teruskan peningkatan efisiensi, kerja keras, dan pengelolaan produksi yang ramah lingkungan, sehingga keseimbangan hidup dapat makin terjaga.

Let us keep waging the improvement of effiency, hard work, and management of environmental-friendly production In order to keep the sustainability.

Jakarta, Februari 2016 Atas nama Dewan Komisaris | On Behalf of Board of Commissioners

Yenni Andayani Komisaris Utama | President Commissioner


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Bistok Simbolon

Yenni Andayani

Komisaris Commissioner

Komisaris Utama President Commissioner





Wim Tangkilisan

Maxi Eman

Komisaris Independen Independent Commissioner




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/ Profil Dewan Komisaris Profile of The Board of Commissioners

Yenni Andayani Komisaris Utama | President Commissioner

Yenni Andayani Komisaris Utama

Warga Negara Indonesia, berdomisili di Depok. Lahir pada 24 Maret 1965, berusia 50 tahun. Diangkat menjadi Komisaris Utama berdasarkan RUPS tanggal 5 Maret 2015, yang keputusannya dinyatakan dalam Akta Notaris No. 1 tanggal 1 April 2015.

An Indonesian citizen and resides in Depok. Born on 24th March 1965, 50 years old, Yenni Andayani took the position of President Commissioner based on GMS since 5th March 2015, whose ruling was stated in the Notarial Deed Number 1 dated 1st April 2015.

Menyandang gelar Sarjana Hukum dari Fakultas Hukum Internasional Universitas Katolik Parahyangan Bandung (1988). Memulai karir di Pertamina pada tahun 1991, pernah menjabat sebagai Direktur Utama PT Donggi Senoro pada tahun 2009–2012, VP Strategic Planning & Business Development, Direktorat Gas, PT Pertamina (Persero) pada tahun 2012–2013, SVP Gas and Power, Direktorat Gas, PT Pertamina (Persero) pada pertengahan tahun 2013, dan Direktur Energi Baru dan Terbarukan PT Pertamina (Persero) pada tahun 2014 hingga saat ini.

She holds a Bachelor Degree in Law from International Law Faculty of Parahyangan Catholic University, Bandung (1988). Her career in Pertamina started in 1991, where she once acted as President Director of PT Donggi Senoro in 2009-2012; Vice President of Strategic Planning & Business Development, Directorate of Gas of PT Pertamina (Persero) in 2012-2013; Senior Vice President of Gas and Power, Directorate of Gas of PT Pertamina (Persero) in mid 2013; and Director of New and Renewable Energy of PT Pertamina (Persero) in 2014.

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Bistok Simbolon Komisaris | Commissioner

Bistok Simbolon Komisaris

Warga Negara Indonesia, berdomisili di Jakarta Pusat. Lahir pada 13 Desember 1956, berusia 59 tahun. Diangkat menjadi Komisaris berdasarkan RUPS tanggal 25 Juni 2014 yang keputusannya dinyatakan dalam Akta Notaris No. 1 tanggal 1 Juli 2014.

An Indonesian citizen and resides in Central Jakarta. Born on 13th December 1956, 59 years old, Bistok Simbolon was appointed as Commissioner based on GMS dated 25th June 2014, fo which its ruling was stated in the Notarial Deed Number 1 dated 1st July 2014.

Menyandang gelar Sarjana Ilmu Hukum dari Universitas Sumatera Utara (1984), Magister Ilmu Hukum dari Universitas Indonesia (2004). Memulai karir sebagai Pegawai Negeri Sipil pada tahun 1986, menjabat sebagai Asisten Sekretaris Kabinet pada tahun 2000, Kepala Biro Hukum pada tahun 2001, Kepala Biro Polkam, Pertanahan, Ratifikasi dan Permasalahan Hukum Setkab pada tahun 2006, Deputi Seskab Bidang Politik, Hukum, dan Keamanan pada tahun 2011 serta Wakil Sekretaris Kabinet pada tahun 2015 hingga saat ini.

He attained his Bachelor of Law at North Sumatera University in 1984 and Master of Science in Law at University of Indonesia in 2004. His career was set out in 1986 as Civil Servant; Assistant to Cabinet Secretary in 2000; Head of Legal Bureau in 2001; Head of Politic and Security, Land, Ratification, and Legal Case of Cabinet Secretary Bureau in 2006; and Deputy to Cabinet Secretary in Politic, Legal, and Security in 2011 as well as Vice Cabinet Secretary from 2015 up to present.


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Maxi Eman Komisaris | Commissioner

Maxi Eman Komisaris

Warga Negara Indonesia, berdomisili di Bekasi. Lahir pada 2 Mei 1961, berusia 54 tahun. Diangkat menjadi Komisaris berdasarkan RUPS tanggal 29 Oktober 2015 yang keputusannya dinyatakan dalam Akta Notaris No. 49 tanggal 17 November 2015.

An Indonesian citizen and resides in Bekasi. Born on 2nd May 1961, 54 years old, Maxi Eman was appointed as Commissioners based on GMS dated 29th October 2015, of which its ruling was stated in the Notarial Deed Number 49 dated 17th November 2015.

Menyandang gelar Sarjana Teknik Tambang Minyak dari Universitas Trisakti (1980). Memulai karir sebagai Manajer Evaluasi Usaha PT Pertamina EP pada tahun 2006-2007, VP Korporasi PT Pertamina Hulu Energi pada tahun 20072010, VP Perencanaan & Komersial PT Pertamina Hulu Energi pada tahun 2010-2012, VP Upstream Investment & Business Development PT Pertamina (Persero) pada tahun 2012-2013 dan VP Investment & Portofolio Dit. Keuangan, PT Pertamina (Persero) pada tahun 2013 hingga saat ini.

In 1980, he successfully acquired his Bachelor of Mining Engineering at University of Trisakti. His career in Pertamina was hallmarked by his incumbency as Manager of Business Valuation of PT Pertamina EP in 2006-2007; Vice President Corporation of PT Pertamina Hulu Energi in 2007-2010; Vice President of Planning and Commercial of PT Pertamina Hulu Energi in 20102012; Vice President of Upstream Investment and Business Development of PT Pertamina (Persero) in 2012-2013; and Vice President of Investment and Portfolio in Directorate of Finance of PT Pertamina (Persero) in 2013 up to present day.

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Wim Tangkilisan Wim Tangkilisan Komisaris Independen | Independent Commissioner Komisaris Independen Warga Negara Indonesia, berdomisili di Jakarta Selatan. Lahir pada 10 November 1955, berusia 60 tahun. Diangkat menjadi Komisaris Independen berdasarkan RUPS tanggal 23 Mei 2011 yang keputusannya dinyatakan dalam Akta Notaris No. 35 tanggal 30 Mei 2011.

An Indonesian citizen and resides in South Jakarta. Born on 10th November 1955, 60 years old, Wim Tangkilisan was appointed as Independent Commissioner based on GMS dated 23rd May 2011, of which its ruling was stated in the Notarial Deed Number 35 dated 30th May 2011.

Menyandang gelar Sarjana Teknik Sipil dari California State University, Amerika Serikat (1980), Magister Teknik Sipil dari California State University, Amerika Serikat (1982), dan saat ini sedang menyelesaikan program Doktor Hukum di Universitas Pelita Harapan. Memulai karir sebagai Direktur PT Capitol Mutual Corporation, PT Bimantara Artika Citra. Sampai saat ini sebagai Presiden Direktur PT Tangkas Urip Group, Presiden Komisaris Globe Media Group sejak tahun 2001, Board of Director PT First Media dan Berita Satu Media Holding sejak 2005, dan menjabat pula sebagai Ketua Komite Audit dan Manajemen Risiko.

He attained his Bachelor Degree in Technical Engineering (1980) and Master of Technical Engineering (1982) at California State University; and currently, he is completing his Doctoral Degree in Law at University of Pelita Harapan. He paved his career as Director of PT Capitol Mutual Corporation and PT Bimantara Artika Citra, but up to date he still leads PT Tangkas Urip Group as President Director and Globe Media Group as President Commissioner since 2001; as Board of Directors of PT First Media and Berita Satu Media Holding since 2005; as well as the Head of Audit and Risk Management Committee.


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Muhamad Husen Komisaris Utama | President Commissioner

Muhamad Husen Komisaris Utama

Warga Negara Indonesia, berdomisili di Tangerang. Lahir pada 2 Maret 1957, berusia 58 tahun. Diangkat menjadi Komisaris Utama Perusahaan sejak tanggal 28 Juli 2011 hingga 5 Maret 2015 berdasarkan RUPS tanggal 28 Juli 2011 yang keputusannya dinyatakan dalam Akta Notaris No. 18 tanggal 22 Agustus 2011.

An Indonesian citizen and resides in Tangerang. Born on 2nd March 1957, 58 years old, Muhamad Husen was appointed as President Commissioner of the Company since 28th July 2011 up to 5th March 2015 based on GMS dated 28th July 2011, of which its ruling was stated in the Notarial Deed Number 18 dated 22nd August 2011.

Menyandang gelar Sarjana Geologi di Institut Teknologi Bandung (1984) dan Magister Sains di University of London (1989). Memulai karir di dunia perminyakan sebagai Geologist di Divisi Eksplorasi LEMIGAS pada tahun 1984, Kepala Remote Sensing & GIS Studies Group dan Kepala Unit Layanan Teknis Eksplorasi LEMIGAS pada tahun 1988 sampai 2008, kemudian menjabat sebagai Kepala Divisi Eksplorasi LEMIGAS pada tahun 2001 - 2004, Asisten Deputi Bidang Perminyakan pada Deputi bidang Energi Sumber Daya Mineral dan Kehutanan di Kantor Kementerian Koordinator Bidang Perekonomian pada tahun 2005 - 2011, dan Direktur Hulu PT Pertamina (Persero) pada tahun 2011 - 2014.

He obtained his Bachelor of Geology at Bandung Institute of Technology (1984) and Master of Science at University of London (1989). His career in oil took place in 1984 as a Geologist in Exploration Division of LEMIGAS, then as the Head of Remote Sensing & GIS Studies Group and the Head of Exploration Technical Service of LEMIGAS in 1998 up to 2008, then as the Head of Exploration Division of LEMIGAS in 2001-2004. From 2005 up to 2011, he was positioned as Assistant Deputy of Oil to the Deputy of Mineral Resource Energy and Forestry at the Office of Coordinating Ministry of Economic Affairs, and within the period of 2011 to 2014, he took the position of Upstream Director of PT Pertamina (Persero).

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Muhammad Syahid Komisaris | Commissioner

Muhammad Syahid Komisaris

Warga Negara Indonesia, berdomisili di Jakarta Selatan. Lahir pada 13 Juli 1963, berusia 52 tahun. Diangkat menjadi Komisaris sejak 1 Juli 2012 hingga 1 Juli 2015 berdasarkan RUPS tanggal 1 Mei 2012 yang keputusannya dinyatakan dalam Akta Notaris No. 10 tanggal 21 Mei 2012.

An Indonesian citizen and resides in South Jakarta. Born on 13th July 1963, 52 years old, Muhammad Hasyid was appointed as Commissioner since 1st July 2012 up to 1st July 2015 based on GMS dated 1st May 2012, of which its ruling was stated in the Notarial Deed Number 10 dated 21st May 2012.

Menyandang gelar Sarjana Ekonomi Akuntansi dari Universitas Gajah Mada (1983) dan Pascasarjana program Akuntansi Manajemen, Universitas Indonesia (1995). Memulai karir di PT Pertamina (Persero) sebagai Manajer Anggaran pada tahun 20072009, Manajer Pengeluaran Dana pada tahun 2009-2010, dan Manajer cash disbursement pada tahun 2010-2011, dan Vice President Management Accounting pada tahun 2011-2012.

He obtained his Bachelor of Accounting Economics at University of Gajah Mada in 1983 and Postgraduate degree in Management Accounting at University of Indonesia in 1995. In PT Pertamina (Persero), he started as Manager of Budget in 2007-2009, which then became Manager of Budget Controller in 2009-2010; Manager of Cash Disbursement in 2010-2011; and Vice President of Management Accounting in 2011-2012.


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/ Laporan Direksi


[G4-1, G4-2]

Board of Directors’ Report

Para pemangku kepentingan yang terhormat, Selamat datang di Laporan Tahunan Terintegrasi 2015 PT Pertamina Geothermal Energy (Perusahaan). Inilah pertama kalinya kami membuat laporan terintegrasi setelah mempersiapkan diri dan membenahi kinerja kami sepanjang tahun 2015.

To our distinguished stakeholders, We cordially welcome you to the Annual Integrated Report 2015 of PT Pertamina Geothermal Energy (Company). This is our first time in publishing an integrated report subsequent to preparing and adjusting our performance through the year of 2015.

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Laporan Tahunan Yang Terintegrasi

An Annual Integrated Report

Direksi menyambut gembira penerbitan Laporan ini, sebagai salah satu bentuk implementasi tata kelola perusahaan yang baik. Terintegrasinya laporan tahunan ini menegaskan bahwa Perusahaan terus memperbaiki kinerja agar lebih terpadu, terutama dalam mengambil keputusan dengan tidak hanya memperhatikan aspek ekonomi, namun juga aspek sosial dan aspek lingkungan.

The Board of Directors welcomed the news of this Report’s publication with blessed joy, as it was deemed as one of implementations to good corporate governance. This annual integrated report was established through commitment evidenced by the Company by continuously improving an integrated performance, especially in taking decisions with regard not only economic, but also social and environmental aspects.

Tahun 2015 menjadi bagian dari milestone kami untuk mengintegrasikan pelaksanaan proyek-proyek pengembangan panas bumi secara total, mulai dari eksplorasi, produksi uap hingga produksi listrik. Hal yang telah dimulai pada penyelesaian pembangunan Pembangkit Listrik Tenaga Panas Bumi (PLTP) Unit V di Area Kamojang.

The year of 2015 has become an embodiment of our milestone in integrating total geothermal development projects implementation, spans from exploration, steam production up to electricity production. These series of projects brought us to the completion of Geothermal Power Plant (PLTP) Unit V in Kamojang Area.

Secara berkesinambungan, Perusahaan juga terus melakukan berbagai inovasi baik dari segi pengembangan kegiatan operasional yang ramah lingkungan, optimal dan efisien. Selain itu kami juga melakukan inovasi yang mampu memberikan nilai tambah untuk peningkatan kesejahteraan masyarakat.

The Company continues to further advance with several innovations related to environment-friendly operational development activities in an optimized and efficient manner. In addition, we also realized innovation that was capable to transfer added value to the heightening of community welfare.

Kinerja Tahun 2015

Performance Review in 2015

Puji syukur kita panjatkan bersama ke hadirat Allah SWT, Tuhan Yang Maha Esa. Berkat karunia-Nya Perusahaan telah melewati tahun 2015 yang penuh dinamika. Keberhasilan Perusahaan mempertahankan kesinambungan usaha dan tingkat pertumbuhan pada tahun 2015, tidak terlepas dari beberapa kebijakan strategis yang telah dilakukan, meliputi penambahan produksi dan peningkatan kapasitas terpasang, serta pengelolaan aspek keuangan.

We would like to express our gratitude to God Almighty that with His grace the Company managed to pass through a dynamic year in 2015. The success of Company in maintaining its business sustainability and growth was not without the implementation of several strategic policies encompassing production increase and installed capacity improvement as well as financial aspect management.


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Sepanjang tahun 2015 Perusahaan telah mampu menambah produksi dan meningkatkan kapasitas terpasang, melalui penerapan inovasi interchange pada unit Pembangkit Listrik Tenaga Panas Bumi (PLTP) Lahendong III & IV, dan inovasi interkoneksi PLTP Lahendong I, II, III & IV, serta pengoperasian PLTP Kamojang Unit V dengan kapasitas 35 MW. Perusahaan juga mempercepat dan melakukan pemboran untuk memenuhi target kesediaan uap dan kapasitas reinjeksi pada proyek-proyek pengembangan panas bumi; serta melakukan pemboran sumur make up guna mempertahankan dan meningkatkan produksi. Berbagai upaya tersebut telah merealisasikan produksi uap panas bumi setara listrik pada tahun 2015 sebesar 3.056,82 GWh, atau 104,4% dari target sebanyak 2.929,24 GWh.

During 2015, the Company successfully increased its production and installed capacity through interchange innovation to Geothermal Power Plant (PLTP) of Lahendong Unit III & IV, and interconnection innovation to PLTP Lahendong I, II, III & IV, as well as the operation of PLTP Kamojang Unit V with the capacity of 35 MW. The Company also accelerated drilling activities in order to fulfill steam supply target and reinjection capacity in geothermal development projects; as well as drilling make up wells in the event of maintaining and enhancing production. These several efforts displayed strong ability in realizing geothermal steam production equivalent to electricity in 2015 as much as 3,056.82 GWh, or 104.4% out of a targeted amount at 2,929.24 GWh.

Strategi terkait aspek finansial diwujudkan dengan meningkatkan revenue melalui percepatan pengoperasian PLTP Kamojang Unit V secara komersial, melanjutkan penghematan pemakaian anggaran biaya operasional, dan optimalisasi pemanfaatan anggaran biaya investasi. Strategi tersebut telah meningkatkan kinerja keuangan, sehingga pada tahun 2015 Perusahaan berhasil membukukan Laba Usaha yang diperoleh pada tahun buku 2015 sebesar USD119.62 juta, atau 111% dari target sebesar USD107.55 juta. Adapun Laba Komprehensif pada tahun buku 2015 mencapai sebesar USD85.04 juta atau 122% dari target USD69.80 juta.

Strategies in financial aspect were translated by increasing revenue through an acceleration of PLTP Kamojang Unit V commercial operation, continuing the efficient use of operational cost budget and optimization of investment cost budget. These strategies have proven its capacity in amplifying financial review that in 2015 the Company gained Operating Income up to USD119.62 million, or 111% of the target of USD107.55 million. The Comprehensive Income in the fiscal year 2015 reached USD85.04 million, or 122% of the target of USD69.80 million.

Dari sisi investasi, realisasi investasi yang dilakukan Perusahaan selama tahun 2015 secara umum masih sesuai dengan perencanaan. Target Anggaran Biaya Investasi (ABI) Perusahaan tahun 2015 sebesar USD362.02 juta. Secara keseluruhan, total realisasi ABI sampai Desember 2015 adalah USD339.19 juta atau sebesar 94% dari target RKAP.

In terms of investment, the realization of investment of the Company in 2015 in general was still in accordance with the plan. The target of Investment Cost Budget (ABI) of the Company in 2015 was at USD362.02 million. In total, the realization of ABI up to December 2015 was USD339.19 million or 94% of the targeted RKAP.

Penerapan dan pelaksanaan kebijakan strategis tersebut di atas, menjadikan Perusahaan mampu mengatasi kendalakendala yang selama ini dihadapi. Di tataran nasional kendala utama adalah birokrasi perizinan yang menghambat kegiatan eksplorasi untuk pengembangan di Wilayah Kuasa Pengusahaan (WKP) panas bumi. Kendala lain adalah tak mudahnya perundingan penetapan harga jual listrik panas bumi dengan pembeli.

The aforementioned implementation of strategic policies to some extent has enabled the Company to triumph over obstacles emerging to date. In the eyes of national, the main obstacle was permit bureaucracy that hampered exploration activities within geothermal Working Areas (WKP). Another issue was the tough negotiation on determination of energy sales tariff with buyers.

Di tataran global, kendala utama adalah nilai tukar dollar Amerika Serikat (USD) yang cenderung menguat dan lesunya perekonomian global. Penguatan nilai tukar USD mempengaruhi beban usaha, mengingat sebagian besar pembiayaan proyek-proyek pengembangan potensi panas bumi Perusahaan dalam mata uang USD.

As for global wise, it revolved around the strengthening of United States exchange rate and weakening of global economy. The consolidation of USD exchange rate has affected operating revenue considering the majority of potential geothermal development projects owned by the Company was financed in USD.

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Analisis Prospek Usaha

Business Prospect Analysis

Dibanding sektor energi yang lain, pengembangan panas bumi memang memiliki kekhususan tersendiri, terutama terkait teknologi yang digunakan dan besarnya investasi yang dibutuhkan. Hal ini menjadikan tingkat persaingan pada bidang usaha pemanfaatan panas bumi tidak seketat sektor energi yang lain. Dengan kata lain peluang pengembangan usaha dan pengembangan pasar pada masa mendatang masih sangat terbuka.

Compared to other energy sectors, geothermal development assuredly has its own distinctiveness, especially related to technology that it uses and the magnitude of investment that it requires. This has contributed significantly to business competition in geothermal utilization as it is not as strict as other energy sectors. In other words, opportunities placed in the future business development and market development are very much accessible.

Hingga akhir tahun 2015, penambahan kapasitas pembangkit secara nasional belum dapat memenuhi pertumbuhan penjualan listrik. Pemerintah terus mendorong ketersediaan pasokan listrik melalui program pembangunan pembangkit 35.000 MW, dengan memanfaatkan berbagai potensi yang ada. Termasuk panas bumi yang merupakan salah satu bentuk energi baru dan terbarukan.

Up to the end of 2015, the increase of generator capacity in national spectrum has yet to comply with the growth of electricity sales. The Government is continuously in its high spirit to live up to the supply of electricity through power development project of 35,000 MW, by utilizing potentials. Including geothermal was one of the new and renewable energy.

Kebijakan energi nasional yang ditetapkan Pemerintah menegaskan target penggunaan energi baru dan terbarukan sebesar 23% pada tahun 2025, serta 31% pada tahun 2050. Tentu saja hal tersebut menjadi peluang bagi pertumbuhan dan keberlanjutan bisnis Perusahaan, karena Indonesia baru berhasil memanfaatkan 1.438,5 MW dari total potensi panas bumi di Indonesia sebesar 29.038 MWe.

National Energy Policy, which was set by the Government, has determined a target of use of new and renewable energy to reach 23% in 2025 and 31% in 2050. Without doubt this serves as an opportunity for growth and sustainability of the Company because Indonesia has just managed to utilize 1,438.5 MW of total potential geothermal in Indonesia at 29,038 MWe.

Sebagian dari potensi panas bumi yang telah dimanfaatkan di Indonesia, berasal dari WKP yang dikelola Perusahaan. Ada 4 area dari 12 WKP yang telah berproduksi, yakni Kamojang, Lahendong, Sibayak serta Ulubelu. Total kapasitas terpasang mencapai 437 MW dengan total produksi pada tahun 2015 sebesar 3.057 GWh. Selain itu, hingga akhir periode pelaporan, terdapat 7 proyek pengembangan yang tengah dikerjakan Perusahaan.

Part of the geothermal potential has been utilized in Indonesia derives from WKP managed by the Company. There are 4 areas of 12 WKP which have been in production, such as Kamojang, Lahendong, Sibayak and Ulubelu. Total installed capacity of 437 MW and total production of 3,057 GWh in 2015. Also, by the end of the reporting period, there are 7 on going development projects by the Company.

Perusahaan terus melakukan pengembangan bisnis panas bumi dan menganggarkan biaya investasi sebesar USD646.12 juta untuk tahun 2016. Sementara hingga tahun 2019, Perusahaan dengan dukungan PT Pertamina (Persero) menyediakan investasi sekitar USD2.5 miliar untuk membiayai pertumbuhan kapasitas PLTP mencapai 907 MW.

The Company keeps developing geothermal business and investment cost that has been budgeted in the amount of USD646.12 million for 2016. Until in 2019, bearing the support of PT Pertamina (Persero), the Company channeled an investment of USD2.5 billion to finance the capacity growth of PLTP reaching 907 MW.

Tentu saja Perusahaan memahami, realisasi untuk mencapai target tidak mudah karena adanya berbagai tantangan yang harus dihadapi. Tantangan pertama adalah sebagian WKP Perusahaan berada di dalam hutan konservasi, sedangkan belum ada ketentuan yang mengatur mekanisme alih fungsi

The company understands the realization in order to achieve target is not easy because of the many challenges that must be faced. Firstly, part of the Company's WKP were residing in conservation forest, while there was yet a stipulation that oversees transfer of function mechanism from conservation forest to protected


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dari hutan konservasi menjadi hutan lindung. Selain itu, adanya ketidakpastian tata waktu proses perijinan dan banyaknya ijin yang harus diperoleh dalam melakukan pengembangan bisnis panas bumi.

forest. Moreover, there was uncertainties pertaining to permit time frame and amount of permit that is required in conducting geothermal business development.

Kondisi ini disikapi Perusahaan bersama PT Pertamina (Persero) sebagai induk perusahaan, dengan terus melakukan koordinasi kepada pihak-pihak berwenang dan berkepentingan. Tujuannya agar Perusahaan mendapatkan kepastian perolehan perizinan serta kepastian hukum terkait pelaksanaan pengembangan panas bumi di lokasi-lokasi yang berada di area hutan konservasi.

This particular condition was responded by the Company together with PT Pertamina (Persero) as the holding company, by continuing to perform an approach to authorities and stakeholders. It aims to gain legal certainty related to the implementation of geothermal development in locations widely spread in conservation forest area.

Tantangan kedua adalah penetapan harga jual listrik panas bumi melalui ceiling price seperti diatur dalam Peraturan Menteri ESDM No.17 Tahun 2014. Dalam pelaksanaannya, proses penetapan harga jual listrik panas bumi cenderung memerlukan proses negosiasi yang lama dengan pihak pembeli.

The second challenge was the determination of energy sales tariff through ceiling price as it has been set in the Regulation of Energy and Mineral Resources Number 17 Year 2014, in which it regulates energy sales tariff that tends require a prolonged negotiation with the buyers.

Perusahaan menyikapi hal ini dengan mengedepankan pendekatan sinergi antara Badan Usaha Milik Negara (BUMN). Pendekatan ini ditempuh mengingat pihak pembeli listrik adalah PT PLN (Persero), sementara Pemegang Saham PT Pertamina Geothermal Energy adalah PT Pertamina (Persero) yang juga merupakan BUMN.

The Company accommodated this issue by means of prioritizing a synergized approach between State-Owned Enterprises (SOEs), to which it was implemented considering the buyer was PT PLN (Persero). Shareholder of PT Pertamina Geothermal Energy is PT Pertamina (Persero), whom also a SOE.

Langkah strategis lain untuk mengatasi berbagai tantangan, adalah dengan menerapkan bisnis total panas bumi, yakni dengan mengelola panas bumi dari uap hingga menjadi listrik. Penerapan bisnis total panas bumi semakin dimantapkan Perusahaan dengan pengoperasian Kamojang Unit V pada tahun 2015.

A different strategic measure was applied to address various challenges, of which by implementing a total geothermal business by working on geothermal steam into electricity. It has been initiated by the Company since 2015 through the development and operation of Kamojang Unit V.

Perusahaan berkeyakinan akan terus tumbuh dan memberikan revenue yang meningkat dalam beberapa tahun mendatang, seiring dengan meningkatnya kapasitas produksi listrik. Bila keseluruhan proyek pengembangan panas bumi yang hingga kini memasuki tahapan EPCC telah selesai, maka total kapasitas terpasang pada tahun 2019 mencapai 907 MW atau setara dengan penghematan penggunaan 42.901 Barrel Oil Equivalent Per Day (BOEPD).

The Company stands confident in its effort of continuing to grow and contributing a significant revenue years ahead along with the increasing electricity production capacity. Upon the completion of geothermal development projects, which by now have reached EPCC stage, thus total installed capacity in 2019 would reach 907 MW or equivalent to saved use of 42,901 Barrel Oil Equivalent Per Day (BOEPD).

Realisasi KPI

Realization of KPI

Secara umum kinerja Perusahaan selama tahun 2015 memperlihatkan hasil menggembirakan. Direksi telah memenuhi target dalam indikator kinerja kunci atau Key Performance Indikator (KPI), baik dalam kinerja keuangan (finansial), operasional, pengembangan bisnis/ kepuasan

In general, the Company’s performance throughout 2015 depicted a pleasing outcome. The Board of Directors managed to fulfill the target of Key Performance Indicator (KPI) in financial performance, operational, business development/customers’ satisfaction, as well as organization management and manpower.

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pelanggan, serta pengelolaan organisasi dan tenaga kerja. Pencapaian KPI mencapai 116%, melebihi target yang telah ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) 2015.

The achievement of KPI reached 116%, exceeding the determined target in the 2015 Work Plan and Budget (RKAP).

Kinerja operasional sepanjang tahun 2015 telah merealisasikan produksi uap panas bumi setara listrik sebesar 3.056,82 GWh. Jumlah tersebut mencapai 104,4% dari target berdasar KPI sebanyak 2.929,24 GWh, dan meningkat 225,42 GWh atau 7,96% dibandingkan tahun 2014 yang mencapai 2.831,40 GWh.

Operational performance in 2015 has realized geothermal steam production equivalent to electricity as much as 3,056.82 GWh. This figure panned out as much as 104.4% of KPI-based target in the amount of 2,929.24 GWh, increased by 225.42 GWh of 7.96% compared to the performance in 2014, gaining 2,831.40 GWh.

Kinerja keuangan pada tahun 2015 berhasil membukukan Laba Usaha tahun buku 2015 yang mencapai USD119.62 juta, atau 111% dari target berdasar KPI sebesar USD107.55 juta. Adapun Laba Komprehensif pada tahun buku 2015 tercatat sebesar USD85.04 juta, atau 122% dari target berdasar KPI senilai USD69.80 juta.

Financial performance in 2015 managed to book Operating Income at USD119.62 million, or 111% of the targeted KPI, which was USD107.55 million. As for Comprehensive Income, it reached USD85.04 million or 122% of the targeted KPI, which was USD69.80 million.

Pemenuhan kinerja pengembangan bisnis/kepuasan pelanggan direalisasikan antara lain dengan pengoperasian Pembangkit Listrik Tenaga Panas Bumi (PLTP) Kamojang Unit V pada 29 Juni 2015, serta pengerjaan paralel 4 pembangunan PLTP di Ulubelu, Lahendong, Karaha dan Lumut Balai. Adapun kinerja pengelolaan organisasi dan tenaga kerja, diwujudkan Perusahaan melalui penerapan tata kelola perusahaan yang baik dan pemenuhan Tanggung Jawab Sosial dan Lingkungan (TJSL).

The compliance of business development performance/customer satisfaction was embodied in the operation of Geothermal Power Plant (PLTP) Kamojang Unit V on 29th June 2015 and 4 PLTP development in Ulubelu, Lahendong, Karaha and Lumut Balai. In terms of organizational and manpower management, it was visible through the implementation of Good Corporate Governance and compliance to social and environment responsibility.

Penerapan Tata Kelola Perusahaan Yang Baik

Implementation of Good Corporate Governance

Perusahaan terus berupaya meningkatkan penerapan tata kelola perusahaan yang baik (Good Corporate Governance atau GCG). Secara berkala setiap 2 tahun sekali Perusahaan melaksanakan uji nilai (assessment) penerapan GCG.

The Company continues to make efforts in improving the implementation of Good Corporate Governance or GCG. It biannually conducted an assessment test for GCG implementation.

Assessment terakhir dilaksanakan tahun 2014 dengan hasil 91,04. Pada tahun 2015 Perusahaan tidak melakukan uji nilai (assessment) dan berkonsentrasi pada hal-hal yang dianggap penting untuk meningkatkan penerapan GCG. Assessment berikutnya akan dilaksanakan tahun 2016, dan hasilnya akan disampaikan sebagai salah satu materi dalam Laporan Tahunan selanjutnya.

The recent assessment was conducted in 2014, scoring 91.04. In 2015, the Company did not perform assessment test, instead concentrating on further significant issues to improve the implementation of GCG. The ensuing assessment would be perform in 2016, to which the result would be conveyed as a material in the subsequent Annual Report.

Kinerja Direksi selama tahun 2015 yang menjadi bagian dari pelaksanaan GCG, dinilai berdasarkan pencapaian terhadap target yang ditentukan dalam indikator kinerja kunci atau Key Performance Indicator (KPI). Secara umum Direksi telah dapat memenuhi target KPI yang telah ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) 2015.

As part of the implementation of GCG, the Board of Directors with its performance in 2015 was assessed based on its achievement towards the determined target in Key Performance Indicator (KPI). By and large, the Board of Directors had fulfilled the KPI target regulated in the Company’s Work Plan and Budget (RKAP) 2015.


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Komitmen yang lain dalam penerapan GCG adalah kepatuhan Perusahaan terhadap ketentuan wajib lapor Laporan Harta Kekayaan Penyelenggara Negara (LHKPN). Wajib lapor LHKPN berlaku untuk semua jajaran pimpinan, termasuk Dewan Komisaris, Direksi, Vice President/setara, serta Manajer/setara dan telah dilaksanakan dengan baik.

Another commitment within the GCG implementation was the Company’s compliance to submit Wealth Report of State Officials (LHKPN). The compulsory LHKPN applies to all leaders, including Board of Commissioners, Board of Directors, Vice President/ equivalent, as well as Manager/equivalent, to which has been managed properly.

Perubahan Komposisi Anggota Direksi

Changes in the Composition of the Board of Directors

Komposisi Direksi PT Pertamina Geothermal Energy mengalami perubahan dan pergantian. Irfan Zainuddin diangkat sebagai Direktur Utama pada 23 April 2015 menggantikan Rony Gunawan. Dilanjutkan dengan pengangkatan Ali Mundakir sebagai Direktur Operasi pada 6 Agustus 2015 menggantikan Richard H.Tamba.

The composition of Board of Directors of PT Pertamina Geothermal Energy undergone a transformation and replacement. Irfan Zainuddin was appointed as a Director on April 23rd 2015, replacing Rony Gunawan. Continued with the appointment of Ali Mundakir as an Operation Director on August 6th 2015, replacing Richard H.Tamba.

Pergantian jajaran Direksi ini merupakan kebijakan yang sepenuhnya ditentukan oleh Pemegang Saham, yakni PT Pertamina (Persero) dan PT Pertamina Dana Ventura, serta telah mendapat persetujuan RUPS. Pertimbangan utama pergantian jajaran Direksi adalah untuk meningkatkan kinerja pengurusan Perusahaan dan mengembangkan usaha, serta mempercepat pencapaian Visi sebagai perusahaan panas bumi terdepan di Indonesia, Asia dan Dunia.

The reformation occurred within the Board of Directors was in its entirety of a policy stipulated by the Shareholders, namely PT Pertamina (Persero) and PT Pertamina Dana Ventura, as well as a consent from GMS. It aimed to strengthen the Company’s management and business development, as well as to accelerate the realization of Vision as the leading geothermal company in Indonesia, Asia and the World.

Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal 23 April 2015, nama jabatan Direktur Perencanaan dan Pengembangan berubah menjadi Direktur Eksplorasi dan Pengembangan.

Based on the Circular Resolution of Shareholders dated April 23rd 2015, the title of Planning and Development Director was altered to Exploration and Development Director.

Pelaksanaan Tanggung Jawab Sosial Dan Lingkungan (TJSL)

Implementation of Social and Environment Responsibility

Dalam hal pengelolaan TJSL terkait ketenagakerjaan, Perusahaan terus meningkatkan kompetensi Pekerja. Selama tahun 2015, Perusahaan menyediakan anggaran sebesar Rp9 miliar untuk membiayai penyelenggaraan pelatihan dalam rangka meningkatkan hard dan soft competency termasuk pelatihan pengembangan leadership. Adapun jumlah jam pelatihan yang diselenggarakan mencapai 21.500 jam pelatihan dan diikuti 363 pekerja.

In its capacity to manage social and environment responsibility concerning manpower, the Company continued to magnify the competence of its employees. In 2015, the Company set a budget of Rp9 billion to finance trainings that took place to increase hard and soft competency, including leadership development training. The total of training hours reached 21,500 hours where 363 employees participated.

Perusahaan memberikan perhatian penuh pada Kesehatan dan Keselamatan Kerja (K3). Hingga akhir tahun 2015, dipastikan tidak ada insiden maupun peristiwa kecelakaan kerja bersifat fatal di seluruh Area maupun Kantor Pusat. Komitmen untuk mematuhi dan melaksanakan K3, juga diwujudkan dengan ketersediaan Alat Pelindung Diri (APD), perlengkapan

The Company contributed its undivided attention to Occupational Health and Safety (OHS). Up to the end of 2015, it was assured there was not found an incident nor did fatal accidents occur in all Areas or Head Office. This likewise dedication was also realized through the provision of Personal Protective Equipment (PPE), occupational equipment, medical insurance administration

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kerja, pemberian jaminan pengobatan bagi pekerja korban kecelakaan kerja, serta penjaminan pemeliharaan kesehatan pekerja.

for employees with occupational hazard, as well as health care insurance.

Pemenuhan TJSL terkait pelestarian lingkungan hidup selama tahun 2015, diwujudkan melalui pencapaian PROPER Emas oleh Area Kamojang dan PROPER Biru untuk Area Ulubelu, Lahendong dan Sibayak. Pencapaian ini menandakan pengelolaan lingkungan hidup pada masing-masing Area telah dilaksanakan dengan benar.

The fulfillment of social and environment responsibility on environmental preservation in 2015 was actualized through the achievement of PROPER Gold by Kamojang Area and PROPER Blue for Ulubelu Area, Lahendong Area and Sibayak Area. These achievements indicated environmental management in each Area has been implemented appropriately.

Pada tahun 2015, Perusahaan telah melepasliarkan 7 ekor burung elang jawa (Nisaetus bartelsi) dan 1 ekor burung hantu, sebagai bagian upaya konservasi. Burung elang jawa telah ditetapkan sebagai hewan langka dan jumlahnya diperkirakan hanya tinggal 700 ekor di Indonesia. Pelepasliaran dilakukan di Pusat Konservasi Elang Kamojang (PKEK) di Desa Wisata Laksana, Kabupaten Bandung, Jawa Barat.

In 2015, the Company released 7 Javanese eagle (Nisaetus bartelsi) and 1 owl, as an initiative to conservation. The Javanese eagle has been labeled as rare animal as its population only make up to 700 birds in Indonesia. The release was held at Kamojang Eagle Conservation Center (PKEK) in Wisata Laksana Village, Bandung Regency, West Java.

Perusahaan berkontribusi pada peningkatan kesejahteraan masyarakat, sebagai pemenuhan kegiatan tanggung jawab sosial perusahaan (corporate social responsibility atau CSR). Realisasi dana CSR pada tahun 2015 sebesar Rp13,28 miliar, mengalami penurunan 63% dibanding tahun 2014 yang mencapai lebih dari Rp35 miliar. Dana CSR disalurkan untuk 5 sektor kegiatan, yakni pendidikan, kesehatan, lingkungan, infrastruktur dan manajemen bencana, serta pemberdayaan ekonomi.

Within the scope of community welfare, the Company also has significant indication that it attempted to comply to corporate social responsibility or CSR. The realization of CSR fund in 2015 attained Rp13.28 billion, plunging by 63% as to the figures in 2014, which was at Rp35 billion. The fund was channeled to 5 activity sectors, particularly education, health, environment, infrastructure, infrastructure and disaster management, and economic empowerment.

Penutup

Closing

Direksi mengucapkan terima kasih kepada segenap pemangku kepentingan yang telah bersama-sama menjalankan kegiatan di sepanjang tahun 2015. Selanjutnya Direksi berharap bahwa informasi dalam laporan ini akan membantu para pemangku kepentingan memahami bagaimana Perusahaan menjalankan bisnis secara berkesinambungan, menyatukan kinerja bersama, dan mewujudkan Visi sebagai perusahaan panas bumi terdepan di Indonesia, Asia dan Dunia.

The Board of Directors would like to express its gratitude to all stakeholders, who have together realizing the entire activities throughout 2015. Moreover, we hope information stated in this report shall serve as a guidance for the stakeholders’ interest in understanding how the Company is performing it business in a continuous manner, unifying shared performance as a whole, and actualizing the Vision as the leading geothermal company in Indonesia, Asia and the World.

Jakarta, Februari 2016 Atas nama Direksi | On Behalf of Board of Director

IRFAN ZAINUDDIN Direktur Utama | President Director


47


48




KHAIRUL ROZAQ

IRFAN ZAINUDDIN

Direktur Eksplorasi & Pengembangan Exploration & Development Director

Direktur Utama President Director





A.B. HADI KARYONO

ALI MUNDAKIR

Direktur Keuangan Finance Director

Direktur Operasi Operation Director



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/ Profil Direksi Profile of Board of Directors

IRFAN ZAINUDDIN Direktur Utama | President Director

IRFAN ZAINUDDIN Direktur Utama

Warga Negara Indonesia, berdomisili di Jakarta Selatan. Lahir pada 16 Desember 1961, berusia 54 tahun. Diangkat menjadi Direktur Utama berdasarkan RUPS tanggal 23 April 2015 yang keputusannya dinyatakan dalam Akta Notaris No. 26 tanggal 20 Mei 2015.

An Indonesian citizen and resides in South Jakarta. Born on 16th December 1961, 54 years old, Irfan Zainuddin was appointed as President Director based on GMS dated 23rd April 2015, of which its ruling was stated in the Notarial Deed Number 26 dated 20th May 2015.

Menyandang gelar Sarjana Pertambangan dari Universitas Sriwijaya Palembang (1987). Memulai karir di Pertamina pada tahun 1989, pernah menjabat sebagai sebagai Manajer Perencanaan DOH NAD-Sumbagut PT Pertamina (Persero) pada 2002–2005, Manajer Perencanaan dan Manajemen Usaha DOH Sumbagsel-DOH SBS PT Pertamina (Persero) pada 2005, Manajer PMU Region Sumatra PT Pertamina EP pada 2006, Manajer Business Support Region Sumatera, PT Pertamina EP pada 2006-2007, Manajer Pengelolaan Proyek PT Pertamina EP pada 2007-2008, Manajer Evaluasi & Pengendalian PT Pertamina EP pada 2009–2011, VP Kemitraan PT Pertamina EP pada 2011-2013, VP Business Partnership PT Pertamina (Persero) pada 2013, VP Planning & Portfolio PT Pertamina (Persero) pada 2013-2015.

Having a Bachelor Degree in Mining Engineering from Palembang University of Sriwijaya (1987). He began his career in Pertamina since 1989 as a Planning Manager DOH NAD-Sumbagut of PT Pertamina (Persero) in 2002-2005; Manager of Planning and Business Management, DOH Sumbagsel of PT Pertamina (Persero) in 2005; Manager of PMU of Sumatera Region PT Pertamina EP in 2006; Manager of Business and Support of Sumatera Region of PT Pertamina EP in 2006-2007; Manager of Project Management of PT Pertamina EP in 2007-2008; Manager of Evaluation and Control of PT Pertamina EP in 2009-2011; Vice President of Partnerships of PT Pertamina EP in 2011-2013; Vice President of Business Partnership of PT Pertamina (Persero) in 2013 and Vice President of Planning & Portfolio of PT Pertamina (Persero) in 2013-2015.

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KHAIRUL ROZAQ KHAIRUL ROZAQ Direktur Eksplorasi Pengembangan | Exploration Direktur & Development Director Eksplorasi dan Pengembangan Direktur Eksplorasi & dan Pengembangan Warga Negara Indonesia, berdomisili di Depok. Lahir pada 10 Februari 1966, berusia 49 tahun. Diangkat menjadi Direktur Eksplorasi & Pengembangan berdasarkan RUPS tanggal 15 April 2013 yang keputusannya dinyatakan dalam Akta Notaris No. 3 tanggal 2 Mei 2013.

An Indonesian citizen and resides in Depok. Born on 10th February 1966, 49 years old, Khairul Rozaq was appointed as Exploration & Development Director based on GMS dated 15th April 2013, of which its ruling was stated in the Notarial Deed Number 3 dated 2nd May 2013.

Menyandang gelar Sarjana Teknik Kimia dari Universitas Sriwijaya Palembang (1990). Memulai karir di Pertamina pada tahun 1996, pernah menjabat sebagai Manager Operasi Produksi Area Kamojang pada tahun 2007-2009, General Manager Area Sibayak pada tahun 2009-2011, General Manager Area Lahendong pada tahun 2011-2012, General Manager Area Ulubelu pada tahun 2013.

He earned his Bachelor of Chemical Engineering at Palembang University of Sriwijaya in 1990. He began his career in Pertamina since 1996 as Operations Manager of Production Area Kamojang in 2007-2009; General Manager of Sibayak Area in 2009-2011; General Manager of Lahendong Area in 2011-2012; and General Manager of Ulubelu Area in 2013.


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ALI MUNDAKIR Direktur Operasi | Operation Director

ALI MUNDAKIR Direktur Operasi

Warga Negara Indonesia, berdomisili di Bogor. Lahir pada 20 September 1969, berusia 46 tahun. Diangkat menjadi Direktur Operasi berdasarkan RUPS tanggal 6 Agustus 2015 yang keputusannya dinyatakan dalam Akta Notaris No. 3 tanggal 2 September 2015.

An Indonesian citizen and resides in Bogor. Born on 20th September 1969, 46 years old, Ali Mundakir was appointed as Operation Director based on GMS dated 6th August 2015, of which its ruling was stated in the Notarial Deed Number 3 dated 2nd September 2015.

Menyandang gelar Sarjana Teknik Mesin dari Universitas Brawijaya (1991) dan Master of Engineering (Mechanical) dari University of Auckland (2001). Memulai karir di PT Pertamina pada tahun 1993, pernah menjabat sebagai BOD Support PT Pertamina (Persero) pada tahun 2002–2008, Manager Relations PT Pertamina Hulu Energi pada tahun 2008-2011, Corporate Secretary PDSI pada tahun 2011-2012, dan VP Corporate Communication PT Pertamina (Persero) tahun 20122015.

He earned his title of Bachelor of Mechanical Engineering from University of Brawijaya in 1991 and Master of Engineering (Mechanical) from University of Auckland in 2001. He began his career in Pertamina since 1993 as Assistant to Board of Directors of PT Pertamina (Persero) in 2002-2008; Manager of Relations of PT Pertamina Hulu Energi in 2007-2011; Corporate Secretary of PDSI in 2011-2012; and Vice President of Corporate Communication of Pertamina in 2012-2015.

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A.B. HADI KARYONO Direktur Keuangan | Finance Director

A.B. HADI KARYONO Direktur Keuangan

Warga Negara Indonesia, berdomisili di Bogor. Lahir pada 13 Februari 1959 berusia 56 tahun. Diangkat menjadi Direktur Keuangan berdasarkan RUPS tanggal 20 November 2013 yang keputusannya dinyatakan dalam Akta Notaris No. 11 tanggal 17 Desember 2013.

An Indonesian citizen and resides in Bogor. Born on 13th February 1959, 56 years old, A.B. Hadi Karyono was appointed as Finance Director based on GMS dated 20th November 2013, of which its ruling was stated in the Notarial Deed Number 11 dated 17th December 2013.

Menyandang gelar Sarjana Ekonomi Akuntansi dari Universitas Gajah Mada (1986) dan Master of Accountancy dari Case Western Reserve University di Cleveland Ohio, USA (1994). Memulai karir di PT Pertamina (Persero) pada tahun 1987, pernah menjabat sebagai Asisten Manajer Manajemen Resiko Hulu PT Pertamina (Persero) pada tahun 2002-2003, Manajer Manajemen Resiko dan Asuransi PT Pertamina (Persero) pada tahun 2003-2006, Manajer Manajemen Asuransi PT Pertamina (Persero) pada tahun 2007-2008, Direktur Keuangan Dana Pensiun Pertamina pada tahun 2008-2011, dan Direktur Keuangan Pertamedika pada tahun 2011-2013.

He earned his title of Bachelor Accounting Economic from University of Gajah Mada in 1986 and Master of Accountancy from Case Western Reserve University in Cleveland, Ohio, USA in 1994. He began his career in PT Pertamina (Persero) since 1987 as Assistant Manager of Risk Management Upstream in 2002-2003; Manager of Risk and Insurance in 2003-2006; and Manager of Risk in 2007-2008, Pension Fund Director in 2008-2011, which then continued by being Finance Director of Pertamedia in 20112013.


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RONY GUNAWAN Direktur Utama | President Director

RONY GUNAWAN Direktur Utama

Warga Negara Indonesia, berdomisili di Jakarta Pusat. Lahir pada 19 Juni 1961, berusia 54 tahun. Diangkat menjadi Direktur Utama sejak tanggal 23 November 2013 hingga 23 April 2015 berdasarkan RUPS tanggal 20 November 2013 yang keputusannya dinyatakan dalam Akta Notaris No. 11 tanggal 17 Desember 2013.

An Indonesian citizen and resides in Central Jakarta. Born on 19th June 1961, 54 years old, Rony Gunawan was appointed as President Director since 23rd November 2013 to 23rd April 2015 based on GMS dated 20th November 2013, of which its ruling was stated in the Notarial Deed Number 11 dated 17th December 2013.

Menyandang gelar Sarjana Geologi dari Institut Teknologi Bandung (1988) dan Pascasarjana Fisika dari Universitas Indonesia (2000). Memulai karir di PT Pertamina (Persero) pada tahun 1989, pernah menjabat sebagai Manajer Perencanaan dan Pendanaan Proyek Direktorat Hulu PT Pertamina (Persero) pada tahun 2004 - 2005, Manager Pengelolaan Proyek PT Pertamina EP pada tahun 2006-2007, Sekretaris Perusahaan PT Pertamina Gas pada tahun 2007-2008, VP Perencanaan & Portofolio PT Pertamina EP pada 2008-2011, VP Upstream Investment and Business Development PT Pertamina EP pada tahun 2011-2012, SVP Upstream Strategic Plan and Subsidiary Management PT Pertamina (Persero) pada tahun 2012-2013, dan SVP Exploration PT Pertamina (Persero) pada tahun 2013.

He received his title of Bachelor Degree in Geology from Bandung Institute of Technology 1988 and Postgraduate Degree in Physics from University of Indonesia 2000. He began his career in PT Pertamina (Persero) since 1989 as Manager of Planning and Project Funding Upstream Directorate in 2004 - 2005; Manager of Project Management of PT Pertamina EP in 2006-2007; Corporate Secretary of PT Pertamina Gas in 2007-2008; Vice President of Planning & Portfolio of PT Pertamina EP in 2008-2011; Vice President of Upstream Investment and Business Development of PT Pertamina EP in 2011-2012; Senior Vice President of Upstream Strategic Plan and Subsidiary Management in PT Pertamina (Persero) in 2012-2013; and Senior Vice President of Exploration of PT Pertamina (Persero) in 2013.

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RICHARD H. TAMBA Direktur Operasi | Operation Director

RICHARD H. TAMBA Direktur Operasi

Warga Negara Indonesia, berdomisili di Bekasi. Lahir pada 9 Juli 1959, berusia 56 tahun. Diangkat menjadi Direktur Operasi sejak tanggal 23 November 2013 hingga 23 April 2015 berdasarkan RUPS tanggal 20 November 2013 yang keputusannya dinyatakan dalam Akta Notaris No. 11 tanggal 17 Desember 2013.

An Indonesian citizen and resides in Bekasi. Born on 9th July 1959, 56 years old, Richard H. Tamba was appointed as President Director since 23rd November 2013 up to 23rd April 2015 based on GMS dated 20th November 2013, of which its ruling was stated in the Notarial Deed Number 11 dated 17th December 2013.

Menyandang gelar Sarjana Geologi dari Institut Teknologi Bandung (1985) dan Pascasarjana Geofisika dari Institut Teknologi Bandung (2003). Memulai karir di PT Pertamina (Persero) pada tahun 1989, pernah menjabat sebagai Asisten I Exploration UEP II Plaju, Exploration Manager Cepu PT Pertamina (Persero) pada 2003-2006, General Manager Exploration Acceleration Project PT Pertamina EP pada tahun 2007-2009, General Manager JOB Pertamina- Talisman Energy OK Ltd pada tahun 2010, International Venture Director PT Pertamina Hulu Energi pada tahun 2010-2011, Vice President Upstream Technology Center PT Pertamina (Persero) pada tahun 2011 hingga November 2013.

He acquired his Bachelor Degree in Geology and Postgraduate Degree in Geophysics at Bandung Institute of Technology in 1985 and 2003 respectively. He began his career at PT Pertamina (Persero) in 1989 as Assistant I Exploration UEP II Plaju; Exploration Manager of Cepu of PT Pertamina (Persero) in 2003-2006; General Manager of Exploration Acceleration Project of PT Pertamina EP in 2007-2009; General Manager of JOB of Pertamina-Talisman Energy OK LTD in 2010; International Venture Director of PT Pertamina Hulu Energi in 2010-2011; Vice President of Upstream Technology Center of PT Pertamina (Persero) in 2011 up to November 2013.


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/ Pernyataan Tanggung Jawab Atas Laporan Tahunan Terintegrasi Tahun Buku 2015 Statement of Responsibility on Annual Integrated Report 2015

Kami yang bertanda tangan di bawah ini, menyatakan bahwa semua informasi dalam Laporan Tahunan Terintegrasi PT Pertamina Geothermal Energy Tahun Buku 2015, telah dimuat secara lengkap dan kami bertanggung jawab penuh atas kebenaran isi Laporan Tahunan ini.

/Dewan Komisaris

We, the undersigned below, state that all information mentioned in the 2015 Annual Integrated Report of PT Pertamina Geothermal Energy, has been exclusively incorporated and we take full responsibility for the accuracy of this Annual Report.

Board of Commissioners

Yenni Andayani

Bistok Simbolon



(5 Maret - 31 Desember 2015 | 5 March - 31 December 2015)

(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)

Maxi Eman

Wim Tangkilisan



(29 Oktober - 31 Desember 2015 | 29 October - 31 December 2015)


Muhamad Husen

Muhammad Syahid



(1 Januari - 5 Maret 2015 | 1 January - 5 March 2015)

(1 Januari - 1 Juli 2015 | 1 January - 1 July 2015)

56



/Direksi




Board of Directors

IRFAN ZAINUDDIN

KHAIRUL ROZAQ



(23 April - 31 Desember 2015 | 23 April - 31 December 2015)


ALI MUNDAKIR

A.B. HADI KARYONO



(6 Agustus - 31 Desember 2015 | 6 August - 31 December 2015)


RONY GUNAWAN

RICHARD H. TAMBA



(1 Januari - 23 April 2015 | 1 January - 23 April 2015)

(1 Januari - 6 Agustus 2015 | 1 January - 6 August 2015)


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TENTANG KAMI ABOUT US






/ Tentang Kami About Us

PT Pertamina Geothermal Energy PT Pertamina (Persero) yang didirikan panas bumi dari sisi hulu dan/atau sisi serta kegiatan usaha lain yang terkait panas bumi.

(Perusahaan), adalah anak perusahaan untuk menyelenggarakan usaha di bidang hilir, baik di dalam maupun di luar negeri, atau menunjang kegiatan usaha di bidang

PT Pertamina Geothermal Energy (Company) is a subsidiary of PT Pertamina (Persero), which was established to conduct business in upstream and/or downstream geothermal, nationally and internationally as well as other related or supporting business activities in geothermal.

Identitas Perusahaan

Company’s Identity

Nama dan Alamat Perusahaan [G4-3, G4-5, G4-31] PT Pertamina Geothermal Energy Menara Cakrawala lantai 15 Jalan MH Thamrin No. 9 Jakarta Indonesia 10340 Phone: (62-21) 398 33 222 Fax: (62-21) 398 33 230 Email: [email protected] www.pge.pertamina.com

Name and Address of the Company [G4-3, G4-5, G4-31] PT Pertamina Geothermal Energy Cakrawala Building 15th Floor MH Thamrin Street No. 9 Jakarta Indonesia 10340 Phone: (62-21) 398 33 222 Fax: (62-21) 398 33 230 Email: [email protected] www.pge.pertamina.com

Wilayah Kerja • 12 Wilayah Kuasa Pengusahaan • 4 Area Panas Bumi Produktif • 7 Proyek Pengembangan Panas Bumi

Working Area • 12 Working Areas • 4 Productive Geothermal Areas • 7 Geothermal Development Projects

Pemegang Saham [G4-7] • PT Pertamina (Persero) 90,06% • PT Pertamina Dana Ventura 9,94%

Shareholders [G4-7] • PT Pertamina (Persero) 90.06% • PT Pertamina Dana Ventura 9.94%

Modal Dasar Rp780.521.000.000

Authorized Capital Rp780,521,000,000

Modal Ditempatkan dan Disetor Rp694.573.000.000

Subscribed Capital Rp694,573,000,000

Jumlah Pekerja [G4-10] 449 Orang

Number of Employees [G4-10] 449 Employees

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Sekilas Perusahaan

Company at a Glance

Dasar Hukum Pengusahaan Panas bumi • UU Nomor 8 Tahun 1971 tentang Perusahaan Pertambangan Minyak dan Gas Bumi Negara. • Keputusan Presiden Nomor 16 Tahun 1974 yang berisi penugasan kepada PERTAMINA untuk melakukan survei dan eksplorasi energi geothermal. • Keputusan Presiden Nomor 22 Tahun 1981 jo. Keputusan Presiden Nomor 45 Tahun 1991 yang berisi pemberian Kuasa Pengusahaan eksplorasi dan eksploitasi sumber daya panas bumi untuk pembangkitan energi kepada PERTAMINA di Indonesia. • Keputusan Presiden Nomor 76 Tahun 2000 Tentang Pengusahaan Sumber Daya Panas Bumi untuk Pembangkitan Tenaga Listrik. • Peraturan Pemerintah Nomor 31 Tahun 2003 Tentang Pengalihan Bentuk Perusahaan Pertambangan Minyak dan Gas Bumi Negara (PERTAMINA) Menjadi Perusahaan Perseroan (Persero). • Undang-undang Nomor 27 Tahun 2003 jo Undang-undang Nomor 21 Tahun 2014 Tentang Panas Bumi. • Peraturan Pemerintah Nomor 59 Tahun 2007 jo. Peraturan Pemerintah Nomor 75 Tahun 2014 Tentang Kegiatan Usaha Panas Bumi.

Legal Basis for Geothermal Business • Law Number 8 Year 1971 concerning State-Owned Oil and Gas Mining Company. • Presidential Decree Number 16 Year 1974, which appointed PERTAMINA to conduct surveys and explorations on geothermal energy. • Presidential Decree Number 22 Year 1981 in connection with Presidential Decree Number 45 Year 1991, which granted Mining Authorization to explore and exploit geothermal resources for energy production to PERTAMINA in Indonesia.

Tanggal Pendirian 12 Desember 2006

Date of Establishment December 12th, 2006

Akta Pendirian Perusahaan Akta Pendirian Nomor 10 tanggal 12 Desember 2006 dan telah mendapat pengesahan Menteri Hukum & Hak Asasi Manusia Republik Indonesia dengan Surat Keputusan No. W7-00089 HT.01.01-TH.2007 tanggal 3 Januari 2007.

Deed of Establishment Deed of Establishment Number 10 dated December 12th, 2006 and ratified by the Indonesian Minister of Justice and Human Rights of the Republic of Indonesia, bearing the Decree Letter Number W7-00089 HT.01.01-TH.2007 dated January 3rd, 2007.

Akta Perubahan Terakhir Akta Nomor 20 tanggal 15 Juli 2013 dan telah mendapat penerimaan pemberitahuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan surat Nomor AHUAH.01.10-34802 tanggal 23 Agustus 2013.

Deed of Last Amendment Deed Number 20 dated July 15th, 2013 and has obtained acceptance of notification from the Indonesian Minister of Justice and Human Rights of the Republic of Indonesia, bearing the Letter Number AHU-AH.01.10-34802 dated August 23rd, 2013..

Jenis Perusahaan [G4-7] Perseroan Terbatas

Type of Company [G4-7] Limited Liability Company

Jenis Usaha Pengusahaan Tenaga Panas Bumi

Type of Business Geothermal Energy Utilization

• Presidential Decree Number 76 Year 2000 concerning the Utilization of Geothermal Resource to Generate Electricity. • Governmental Regulation Number 31 Year 2003 concerning Transformation of State-Owned Oil and Gas Mining Company (PERTAMINA) Into a Limited Liability Company or Persero. • Law Number 27 Year 2003 in connection with Law Number 21 Year 2014 concerning Geothermal. • Governmental Regulation Number 59 Year 2007 in connection with Governmental Regulation Number 75 Year 2014 concerning Geothermal Business Activities.

Type of Product and Service [G4-PR3] Steam and Electricity

Jenis Produk dan Jasa [G4-PR3] Uap dan Listrik

Alamat Kantor Area | Addresses of Area Offices Area Kamojang Jl. Raya Kamojang PO BOX 120, Garut 44101 Tlp: +62 22 7806882 Fax: +62 22 7806379

Area Lahendong Jl. Raya Tomohon No.420 Kodya Tomohon Sulawesi Utara 95431 Tlp: +62 431 351378 Fax: +62 431 351175

Area Sibayak Jl. Teknol Sempajaya PO BOX 17 Brastagi Sumatera Utara 22156 Tlp: +62 628 92263 Fax: +62 628 92664

Area Ulubelu Jl. Raya Ulubelu Pekon Karang Rejo, Ulubelu Tanggamus, Lampung 35373 PO BOX 12 Pringsewu Tlp: +62 729 22881/ 22882 Fax: +62 729 22883


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Sejarah Singkat Perusahaan

Company’s History In Brief

PT Pertamina Geothermal Energy merupakan anak perusahaan PT Pertamina (Persero) yang bergerak dibidang pemanfaatan energi panas bumi. Sejak didirikan pada tahun 2006, Perusahaan tidak pernah melakukan perubahan nama. Sejak tahun 1974, pemanfaatan energi panas bumi di Indonesia dimulai. Eksplorasi dan eksploitasi oleh Pertamina mengidentifikasi 70 wilayah panas bumi di nusantara, yang dapat dimanfaatkan untuk menghasilkan energi listrik.

PT Pertamina Geothermal Energy is a subsidiary of PT Pertamina (Persero) that conducts business in geothermal utilization. Since its establishment in 2006, the Company never undergoes name transformation. Geothermal utilization in Indonesia started its journey in 1974, where since then Pertamina’s exploration and exploitation endeavors had identified 70 geothermal areas across the archipelago to be used for generating electricity.

Pada 28 Januari 1983, PLTP Kamojang Unit I resmi beroperasi. PLTP berkapasitas 30 MegaWatt (MW) tersebut memanfaatkan energi panas bumi dari Lapangan Kamojang, Provinsi Jawa Barat.

On January 28th, 1983, PLTP Kamojang Unit I was officially operation. With the capacity of 30 MegaWatt (MW), this PLTP utilizes geothermal energy from Kamojang Field, West Java Province.

Sesuai Keputusan Presiden (Keppres) No.76 Tahun 2000, yang mengatur pengelolaan energi panas bumi di Indonesia, maka Pertamina tidak lagi menjadi satu-satunya badan usaha yang dapat mengelola panas bumi di Indonesia. Sebagai tindak lanjut atas ketentuan tersebut, Pertamina mengembalikan 16 dari 31 Wilayah Kuasa Pengusahaan (WKP) panas bumi yang dikelolanya kepada Pemerintah.

As per Presidential Decree Number 76 Year 2000, which regulates geothermal management in Indonesia, thus Pertamina could not be the only business entity that manages Indonesia’s geothermal supply. Subsequently, Pertamina returned 16 out of its 31 geothermal Business Working Areas (WKP) to the Government.

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Pada 21 Agustus 2001, PLTP Lahendong Unit I resmi beroperasi. PLTP berkapasitas 20 MW tersebut memanfaatkan energi panas bumi dari Lapangan Lahendong, Provinsi Sulawesi Utara.

On August 21st, 2001, Lahendong Unit I PLTP was publically operated. With the capacity of 20 MW, it consumed geothermal energy from Lahendong Field, North Sulawesi Province.

Sejak 17 September 2003, Pertamina berubah bentuk menjadi PT Pertamina (Persero), sebagai pelaksanaan Undang-Undang No.22 Tahun 2001 Tentang Minyak dan Gas Bumi. Sesuai Peraturan Pemerintah Nomor 31 Tahun 2003, PT Pertamina (Persero) diamanatkan untuk mengalihkan usaha panas bumi kepada anak perusahaan.

As of September 17th, 2003, Pertamina was transformed into PT Pertamina (Persero), as a conformation to Law Number 22 Year 2001 concerning Oil and Gas. In addition, based on Governmental Regulation Number 31 Year 2003, PT Pertamina (Persero) was mandated to transfer their geothermal business to its subsidiary.

Selanjutnya PT Pertamina Geothermal Energy didirikan sebagai anak perusahaan PT Pertamina (Persero), yang mengelola kegiatan usaha di bidang panas bumi. Pendirian Perusahaan berdasarkan Akta Nomor 10 tanggal 12 Desember 2006, dan telah mendapat pengesahan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusan Nomor W7-00089HT.01.01-TH.2007 tertanggal 3 Januari 2007.

PT Pertamina Geothermal Energy was set up as a subsidiary to PT Pertamina (Persero) with the purpose of managing geothermal business. The establishment was based on Deed Number 10 dated December 12th, 2006 and had been ratified by the Minister of Justice and Human Rights of Republic of Indonesia in accordance with the Decree Number W7-00089HT.01.01-TH.2007 dated January 3rd, 2007.

Berdasarkan Surat Keputusan Menteri Energi dan Sumber Daya Mineral tanggal 18 Juni 2012 Tentang Penegasan Wilayah Kuasa dan Perubahan Batas-Batas Koordinat Pengusahaan Sumber Daya Panas bumi PT Pertamina Geothermal Energy, maka Perusahaan menerima pengalihan kuasa pengusahaan sumber daya panas bumi dari PT Pertamina (Persero) atas 14 WKP.

Based on the Ministry of Energy and Mineral Resources issued Ministerial Decree on June 18th, 2012 concerning Confirmation of Authorized Area and Adjustment for Working Area Limits and Coordinates of Geothermal Business of PT Pertamina Geothermal Energy, thus the Company manages 14 Business Working Areas (WKP).

Pada 16 September 2012, PLTP Ulubelu Unit I resmi beroperasi. PLTP berkapasitas 55 MW tersebut memanfaatkan energi panas bumi dari Lapangan Ulubelu, Provinsi Lampung.

On September 16th, 2012, PLTP Ulubelu Unit I was officially operated with the capacity of 55 MW, utilizing geothermal energy from Ulubelu Field, Lampung Province.

Namun pada 19 Desember 2014, Perusahaan atas persetujuan Pemegang Saham telah mengirimkan surat pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu. Surat tersebut ditindaklanjuti dengan rapat pembahasan antara Perusahaan dengan Pemerintah pada Januari 2015, yang menyetujui pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu. Dengan demikian area kerja Perusahaan mengalami perubahan dari semula 14 WKP menjadi 12 WKP.

However on December 19th, 2014, the Company upon the approval of Shareholders had sent a letter concerning the return of WKP Gunung Iyang Argopuro and Kotamobagu. The letter was responded by holding a meeting for the Company and Government in January 2015 to approve the returning of the mentioned WKP Gunung Iyang Argopuro dan Kotamobagu. Hence, this took an effect towards the Company’s working areas from 14 WKP to 12 WKP.

Pada tahun 2014, Perusahaan mengerjakan beberapa proyek panas bumi dan hingga akhir periode pelaporan sebagian di antaranya masih dalam tahap Engineering Procurement Construction and Commissioning (EPCC). Khusus proyek Kamojang Unit V yang berkapasitas 35 MW, terhitung sejak 29 Juni 2015 telah beroperasi secara komersial dengan memasok listrik kepada PT PLN (Persero).

In 2014, the Company worked on a number of geothermal projects and up to the end of reporting period some of them were still at the stage of Engineering Procurement Construction and Commissioning (EPCC). Specifically for Kamojang Unit V with the capacity of 35 MW, it became an Area as of June 29th, 2015 after it was officially commercialized supplying electricity to PT PLN (Persero).


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/ Jejak Langkah Record of Performance

17 September 2003 Pertamina bertransformasi menjadi PT Pertamina (Persero), sebagai pelaksanaan Undang-Undang No.22 Tahun 2001 Tentang Minyak dan Gas Bumi. Sesuai Peraturan Pemerintah Nomor 31 Tahun 2003, PT Pertamina (Persero) diamanatkan untuk mengalihkan usaha panas bumi kepada anak perusahaan. On September 17th, 2003, Pertamina transformed into PT Pertamina (Persero), as a conformation to Law Number 22 Year 2001 concerning Oil and Gas. Referring to Governmental Regulation Number 31 Year 2003, PT Pertamina (Persero) was mandated to transfer its geothermal business to its subsidiary.

1974 Berdasarkan UU No.8 Tahun 1971 jo. Keppres 64/1972 jo. Keppres 16/1974, Pemerintah memberikan penugasan kepada Pertamina untuk melakukan survei sumber panas bumi. Eksplorasi dan eksploitasi oleh Pertamina mengidentifikasi 70 wilayah panas bumi di nusantara, yang dapat dimanfaatkan untuk menghasilkan energi listrik.

2001

Based on the Law Number 8 Year 1971 in conjunction with the Presidential Decree Number 64 Year 1972 in conjunction with the Presidential Decree Number 16 Year 1974, the Government passed an assignment to Pertamina to identify 70 geothermal areas across the archipelago in order to be used for generating electricity.

2000

1983 Pada 28 Januari 1983, PLTP Kamojang Unit I resmi beroperasi. PLTP berkapasitas 30 MegaWatt (MW) tersebut memanfaatkan energi panas bumi dari Lapangan Kamojang, Provinsi Jawa Barat. On January 28th, 1983, PLTP Kamojang Unit I was officialy operated with the capacity of 30 MegaWatt (MW), utilizing geothermal energy from Kamojang Field, West Java Province.

Pemerintah Indonesia menerbitkan Keputusan Presiden No. 76 Tahun 2000, yang mengatur pengelolaan panas bumi di Indonesia. Sebagai tindak lanjut penerapan Keppres tersebut, Pertamina mengembalikan 16 dari 31 WKP panas bumi yang dikelolanya kepada Pemerintah. The Government of Indonesia issued Presidential Decree (Keppres) Number 76 Year 2000, which regulates geothermal management in Indonesia. As a follow-up to the implementation of the Presidential Decree, Pertamina returned 16 out of its 31 geothermal WKP to the Government.

21 Agustus 2001 PLTP Lahendong Unit I berkapasitas 20 MW beroperasi, memanfaatkan energi panas bumi dari Lapangan Lahendong, Provinsi Sulawesi Utara. On August 21st, 2001, PLTP Lahendong Unit I with the capacity of 20 MW started to operate utilizing geothermal energy from Lahendong Field, North Sulawesi Province.

29 Juni 2015 PLTP Kamojang Unit V berkapasitas 35 MW resmi beroperasi secara komersial dan telah diresmikan oleh Presiden Joko Widodo pada 7 Juli 2015.

18 Juni 2012 Menteri Energi dan Sumber Daya Mineral menerbitkan Surat Keputusan Menteri Tentang Penegasan Wilayah Kuasa dan Perubahan Batas-Batas Koordinat Pengusahaan Sumber Daya Panas bumi PT Pertamina Geothermal Energy. Berdasarkan Surat Keputusan Menteri tersebut, maka Perusahaan menerima pengalihan kuasa pengusahaan sumber daya panas bumi dari PT Pertamina (Persero) atas 14 WKP.

PLTP Kamojang Unit V with the capacity of 35 MW was commercially operated on 29th June 2015, and officially inaugurated by President Joko Widodo on 7th July 2015.

On June 18th, 2012, the Ministry of Energy and Mineral Resources issued Ministerial Decree concerning Confirmation of Authorized Area and Adjustment for Working Area Limits and Coordinates of Geothermal Business of PT Pertamina Geothermal Energy.Referring to this decree, the Company received the authorization of geothermal utilization from PT Pertamina (Persero) on 14 WKP.

2015

Pada 16 September 2012, PLTP Ulubelu Unit I resmi beroperasi. PLTP berkapasitas 55 MW tersebut memanfaatkan energi panas bumi dari Lapangan Ulubelu, Provinsi Lampung. On September 16th, 2012, PLTP Ulubelu Unit I was officially operated with the capacity of 55 MW, utilizing geothermal energy from Ulubelu Field, Lampung Province.

2015 PT Pertamina Geothermal Energy didirikan sebagai anak perusahaan PT Pertamina (Persero), yang mengelola kegiatan usaha di bidang panas bumi. Pendirian Perusahaan berdasarkan Akta Nomor 10 tanggal 12 Desember 2006, dan telah mendapat pengesahan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusan Nomor W7-00089HT.01.01TH.2007 tertanggal 3 Januari 2007. PT Pertamina Geothermal Energy was set up as a subsidiary to PT Pertamina (Persero) with the purpose of managing geothermal business. The establishment was based on Deed Number 10 dated December 12th, 2006 and had been ratified by the Minister of Justice and Human Rights of Republic of Indonesia in accordance with the Decree Number W700089HT.01.01-TH.2007 dated January 3rd, 2007.

Adanya rapat pembahasan antara Perusahaan dengan Pemerintah pada Januari 2015, yang menyetujui pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu. Dengan demikian area kerja Perusahaan mengalami perubahan dari semula 14 WKP menjadi 12 WKP

2014

In January 2015, a discussion meeting was held between the Company and Government in which it agreed upon the returning of WKP of Gunung Iyang Argopuro and Kotamobagu. Thus, the Company’s WKP changed from initially 14 WKP to 12 WKP.

19 Desember 2014 Perusahaan atas persetujuan Pemegang Saham mengirimkan surat perihal pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu kepada Pemerintah. On December 19th, 2014, the Company upon the approval of Shareholders sent a letter concerning the return of WKP of Gunung Iyang Argopuro and Kotamabagu to the Government.


Visi dan Misi

[G4-42, G4-56]

Vision and Mission 2025

World Class Geothermal Energy Enterprise

Visi

Vision

2021

2017

2014

Leading Geothermal Company in Asia

Leading Geothermal Company in Indonesia

#1 Geothermal Entity in Indonesia

Misi

Mission

Melaksanakan Pengelolaan Operasi dan Portofolio Usaha Geothermal secara Profesional yang Berwawasan Lingkungan dan Memberikan Nilai Tambah bagi Stakeholder.

To manage a professionally and environmentally sound geothermal operations and provide added values to the stakeholders.

Visi dan Misi tersebut telah disetujui dalam Rapat Direksi tanggal 28 November 2014


The Vision and Mission have been approved in the Board of Directors Meeting in 28 November 2014

Tata Nilai Values Clean

Dikelola secara profesional, menghindari benturan kepentingan, tidak menoleransi suap, menjunjung tinggi kepercayaan dan integritas. Berpedoman pada asas-asas tata kelola korporasi yang baik.

Professionally managed, avoiding conflict of interests, nontolerance to briberies, upholding trust and integrity. Complying the principles of Good Corporate Governance.

Competitive

Mampu berkompetisi dalam skala nasional dan internasional, mendorong pertumbuhan melalui investasi, membangun budaya sadar biaya dan menghargai kinerja.

Able to compete in national and international scale, promoting growth through investment, building cost-conscious culture and appreciating performances.

Confident

Berperan dalam pembangunan ekonomi nasional, menjadi pelopor pengusahaan panas bumi, dan membangun kebanggaan bangsa.

Taking part in national economy development, pioneering geothermal business, and building the pride of nation.

Customer Focused

Commercial

Berorientasi pada kepentingan pelanggan dan berkomitmen untuk memberikan pelayanan terbaik kepada pelanggan.

Consumer-oriented and committed to provide the best service to the customers.

Menciptakan nilai tambah dengan orientasi komersial, mengambil keputusan berdasarkan prinsip-prinsip bisnis yang sehat.

Creating added value with commercial orientation, making decisions based on healthy business principles.

Capable

Dikelola oleh pemimpin dan pekerja yang profesional dan memiliki kompetensi dan penguasaan teknis tinggi, berkomitmen dalam membangun kemampuan riset dan pengembangan.

Managed by professional leaders and employees and have the required competency and high technical expertise, committed to build research and development capabilities.





Bidang Usaha

Business Sector

Berdasarkan Pasal 3 Anggaran Dasar Perusahaan yang berlaku saat ini sebagaimana dimuat dalam Akta Nomor 20 tanggal 15 Juli 2013 dan telah mendapat penerimaan pemberitahuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan surat Nomor AHUAH.01.10-34802 tanggal 23 Agustus 2013, Perusahaan didirikan dengan maksud menyelenggarakan usaha di bidang panas bumi dari sisi hulu dan/atau sisi hilir, baik di dalam maupun di luar negeri serta kegiatan usaha lain yang terkait atau menunjang kegiatan usaha di bidang panas bumi tersebut dengan menerapkan prinsip-prinsip perseroan.

Based on the Article 3 of Articles of Association owned by the Company, which are currently in effect, as stated in the Deed Number 20 dated July 15th, 2013, which has received a notification from the Minister of Justice and Human Rights of the Republic of Indonesia, bearing the Number AHUAH.01.10-34802 dated August 23rd, 2013, PT Pertamina Geothermal Energy was established with the purpose of performing geothermal business from upstream and/or downstream sector, be it in domestic or international as well as other business activities related to or in support of geothermal business activities by implementing principles of limited liability company.

Tujuan Perusahaan adalah untuk:

The objectives of the Company are:

1. Memperoleh keuntungan berdasarkan prinsip pengelolaan perusahaan secara efektif dan efisien. 2. Meningkatkan peran panas bumi dalam menunjang kebutuhan energi nasional.

1. To gain profits based on the principles of effective and efficient company management. 2. To improve the role of geothermal in supporting national energy needs.

Untuk mencapai maksud dan tujuan tersebut di atas, perseroan melaksanakan kegiatan usaha sebagai berikut: [G4-4, G4-8]

In order to achieve such purpose and objectives above, the company accomplished these business activities: [G4-4, G4-8]

a. Menyelenggarakan kegiatan usaha pengelolaan dan pengembangan sumber daya panas bumi melalui eksplorasi dan ekspolitasi, produksi uap dan pembangkitan listrik serta pemanfaatan lain dalam arti yang seluas-luasnya. b. Menyelenggarakan kegiatan usaha jasa yang meliputi konsultasi, konstruksi, operasi dan pemeliharaan serta pengembangan teknologi di bidang panas bumi dalam arti seluas-luasnya. c. Menyelenggarakan kegiatan usaha lainnya yang tekait atau menunjang kegiatan usaha sebagaimana dimaksud dalam huruf a dan b di atas.

a. Performing business activities in geothermal management and development resources through exploration and exploitation, steam production and power generation as well as other utilizations in its broadest sense. b. Performing business activities in services encompassing consultation, construction, operation and maintenance as well as technology development regarding geothermal in its broadest sense. c. Performing other business activities related to or supporting such business activities stated in point a and b above.

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Skema Pemanfaatan Panas Bumi

Scheme of Geothermal Utilization

Bisnis panas bumi merupakan peluang bisnis alternatif migas karena sifat dan karakteristik pengusahaannya yang relatif sama. Bisnis ini berbasis dari pengangkatan potensi air panas dan ataupun uap yang terkandung dalam reservoir bawah tanah.

Geothermal serves as an alternative of business opportunity to oil and gas due to its nature and characteristic of business is almost similar. This business is based on the elevation of hot water potential and/or steam that is contained in underground reservoir.

Secara umum pemanfaatan energi panas bumi dapat dibagi menjadi 2:

In general, geothermal utilization can be divided into 2:

• Pemanfaatan tidak langsung Energi panas bumi antara lain digunakan untuk pembangkit listrik yang memerlukan konversi energi di dalam generator kinetik.

• Indirect utilization Geothermal is used, among others, for power plant, which requires energy conversion in kinetic generator.

Pemanfaatan tidak langsung energi panas bumi digunakan untuk pembangkit listrik yang memerlukan konversi energi di dalam generator kinetik. Proses konversi energi panas berasal dari fluida panas bumi pada turbin dan generator.

The indirect utilization of geothermal energy is used for power plant that requires energy conversion within kinetic generator. The process of hot energy conversion derives from geothermal fluid that resides in turbine and generator.

Fluida panas bumi yang dikeluarkan ke permukaan bumi dapat berupa uap seluruhnya atau 2 fasa, yaitu uap dan air. Hal tersebut berkaitan dengan sistem panas bumi yang ada di masing-masing lapangan, yaitu sistem dominasi uap dan dominasi air.

Geothermal fluid, which released to the surface, can be in the form of steam altogether or 2 phases, namely steam and water. It relates to geothermal system in each field, which are steam dominated and water dominated system.

Pemanfaatan energi panas bumi menjadi listrik pada lapangan dengan sistem dominasi air, menggunakan teknologi single flash. Fluida 2 fasa yang mengalir melalui sumur produksi dengan tekanan besar, dialirkan ke separator untuk memisahkan uap dan air/brine. Uap dengan massa tertentu hasil pemisahan di separator ke pembangkit melalui pipa, untuk memutar turbin dengan tekanan tertentu guna menggerakkan generator.

The utilization of geothermal into electricity through water dominated system uses single flash technology. 2 phases fluid flow through a high pressure production well and channeled to a high pressure separator in order to isolate steam from water/brine. The isolated steam with certain mass is led to a generator through pipe furthering the high pressure turbine to rotate, which then will drive the generator by way of shaft.

Di dalam generator terjadi konversi energi gerak menjadi energi listrik. Selanjutnya listrik yang dihasilkan di distribusikan ke konsumen.

Within the generator, an energy conversion occurs creating electrical energy, which hereafter it will be distributed to consumers.

Sementara air/brine hasil pemisahan di separator diinjeksikan kembali ke dalam bumi melalui sumur re-injeksi yang letaknya berada di luar boundary reservoir. Tujuannya agar tidak terjadi pendinginan reservoir yang mengakibatkan turunnya produksi.

Meanwhile, the isolated water that settles in a low pressure or brine water separator is reinjected into the earth through a reinjection well, which located outside boundary reservoir. This as to not letting the reservoir to freeze inflicting a decline in production.


69


70




Uap yang keluar dari turbin akan berubah fasa menjadi air yang dikenal sebagai kondensat, dan kemudian didinginkan di dalam kondensor dengan tekanan yang dijaga vakum. Dari kondensor, air tersebut dipompakan menuju cooling tower dan air kondensat yang sudah dingin di tampung pada basin cooling tower. Dari basin tersebut, air kondensat diinjeksikan kembali ke dalam bumi melalui sumur re-injeksi.

The output steam from turbine will transform into water, which known as condensate, and then cooled in a condenser with a maintained vacuum pressure. Furthermore, the water from the condenser is pumped towards cooling tower and the cooled condensated water is accommodated in a cooling tower basin, which subsequently reinjected into the earth through a reinjection well.

Sementara ini pemanfaatan energi panas bumi lebih banyak untuk pemanfaatan tidak langsung yakni untuk kelistrikan.

At the moment, geothermal energy utilization is inclined to be used for indirect utilization, namely for power.






• Pemanfaatan langsung Pemanfaatan langsung energi panas bumi, artinya yaitu energi panasnya langsung dimanfaatkan tanpa perlu diikuti konversi energi. Pemanfaatan energi panas bumi secara langsung dapat berupa pemanas ruangan, pendingin ruangan, kolam pemandian air panas, pembibitan ikan, perkebunan, pemanas gula aren, serta pengeringan kopi, kopra, cabe dan kayu.

• Direct utilization Directed geothermal utilization is defined by a usage of heat energy without the process of energy conversion. This particular utilization may include heater, air conditioner, hot spring pool, fishery pond, plantation, heater of palm sugar as well as drying coffee, copra, chilli and wood.

Pemanfaatan langsung panas bumi sangat bermanfaat pada bidang pariwisata, industri, perkebunan, rumah sakit, dan gedung perkantoran. Pemanfaatan langsung panas bumi juga dapat dilakukan dari air hasil pemisahan fluida 2 fasa di separator atau air/brine, yang dikenal sebagai cascading system.

It is beneficial to tourism, industry, plantation, hospital, and office building. The process of geothermal utilization can also be obtained from water that is resulted from 2 phase isolation in a separator or brine water, which known as cascading system.


71





Model Bisnis Business Models Negotiation Process on Steam/ Electricity Price

PROSES HEAD OF AGREEMENT

Notice Of Intend to Develop

Notice of Resources Confirmation

• AMDAL / UKL / UPL • Location’s Permit • Land utilization permit for exploration activities – Ministry of Forestry • SIPPA • IMB

EXPLOITATION

EXPLORATION

INVENTORY WKP

1-2 Years

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2-3 Years


• AMDAL • Location’s Permit • Land Use Permit • SIPPA • IMB




Perjanjian Jual Beli Uap (PJBU)/ Perjanjian Jual Beli Listrik (PJBL) Steam Sales Contract (PJBU)/ Energy Sales Contract (PJBL)


Effective Date (30 Years) Perjanjian Jual Beli Uap (PJBU)/ Perjanjian Jual Beli Listrik (PJBL) Steam Sales Contract (PJBU)/ Energy Sales Contract (PJBL)

Commercial Operation Date (COD)

Engineering, Procurement, Construction and Commissioning (EPCC)

Front End Engineering Design (FEED)

3-5 Years


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Wilayah Kerja [G4-6, G4-13]

Working Area [G4-6, G4-13]

Kegiatan pengusahaan panas bumi oleh perusahaan sebelumnya dilakukan di 14 WKP, sesuai Keputusan Menteri Energi dan Sumber Daya Mineral tertangal 18 Juni 2012 tentang Penegasan Wilayah Kuasa dan Perubahan Batas-Batas Koordinat Pengusahaan Sumber Daya Panas Bumi PT Pertamina Geothermal Energy. Pada 29 Desember 2014, Perusahaan dengan persetujuan Pemegang Saham mengirimkan surat tentang pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu kepada Pemerintah.

Geothermal business activities, which previously executed by the Company, were consisted of 14 WKP according to Decree of Minister of Energy and Mineral Resources dated June 18th, 2012 concerning Confirmation of Authorized Area and Adjustment for Working Area Limits and Coordinates of Geothermal Business of PT Pertamina Geothermal Energy. On December 29th, 2014, with the approval of Shareholders, the Company sent a letter concerning the return of WKP of Gunung Iyang Argopuro and Kotamobagu to the Government.

Peta Wilayah Pertamina Geothermal Energy Map of Pertamina Geothermal Energy

1 2

A

3 4

5 6 7

B

C

8 9 D

10 11 E

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Pada bulan Januari 2015 dilakukan rapat pembahasan antara Perusahaan dengan Pemerintah. Selanjutnya Pemerintah menyetujui pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu. Sehingga mulai tahun 2015 Perusahaan mengelola 12 WKP.

In January 2015, a meeting was held between the Company and Government where the latter agreed upon the decision of returning the WKP of Gunung Iyang Argopuro and Kotamobagu. Thus, start in 2015 the Company manage 12 WKP.

Pengelolaan dan operasional WKP yang dimiliki Perusahaan dilakukan secara mandiri atau kerja sama dengan para mitra melalui skema Kontrak Operasi Bersama (KOB). Sampai dengan akhir tahun 2015, Perusahaan mengelola 4 area panas bumi dan 7 proyek pengembangan.

Management and operational business of WKP that the Company owns are performed by own operation or partnerships through Joint Operation Contracts (JOCs) scheme. By the end of 2015, the Company managed 4 geothermal areas and 7 development projects.

Wilayah Kerja |Working Area

12

Gunung Sibayak – Gunung Sinabung

1

Gunung Sibual-buali (Sarulla)

2

Sungai Penuh

3

Hululais

4

Lumut Balai dan Margabayur

5

Gunung Way Panas (Ulubelu)

6

Pangalengan

7

Cibeureum-Parabakti

8

Kamojang – Darajat

9

Karaha Cakrabuana

10

Tabanan

11

Lahendong

12

Area Kontrak dengan Skema Pengelolaan KOB JOC Scheme Contract Areas Sarulla

A

Gunung Salak

B

Wayang Windu

C

Darajat

D

Bedugul

E


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Area Panas Bumi

Geothermal Areas

Meliputi 4 area dengan kapasitas total mencapai 437 MW. Ke-4 Area tersebut adalah:

4 geothermal areas with total capacity of 437 MW are as follow:

1. Area Kamojang memiliki 5 unit PLTP, dengan total kapasitas terpasang sebesar 235 MW yang terletak di WKP KamojangDarajat, di Jawa Barat. 2. Area Lahendong memiliki 4 unit PLTP, dengan total kapasitas terpasang 80 MW yang terletak di WKP Lahendong, Sulawesi Utara. 3. Area Sibayak memiliki 1 unit Monoblok dengan kapasitas terpasang sebesar 2 MW dan 2 Unit PLTP dengan kapasitas 2x5 MW. Dengan total kapasitas terpasang Area Sibayak saat ini mencapai 12 MW, yang terletak di WKP Gunung Sibayak-Gunung Sinabung, Sumatera Utara. 4. Area Ulubelu memiliki 2 unit PLTP, dengan total kapasitas terpasang sebesar 110 MW yang terletak di WKP Gunung Way Panas, Provinsi Lampung.

1. Kamojang Area has 5 units of PLTP with installed capacity of 235 MW, which located in WKP Kamojang-Darajat, West Java. 2. Lahendong Area has 4 units of PLTP with total installed capacity of 80 MW, which located in WKP Lahendong, North Sulawesi. 3. Sibayak Area has 1 Monoblok unit with installed capacity of 2 MW and 2 units of PLTP with the capacity of 2x5 MW. With a total installed capacity in Sibayak Area currently reaches 12 MW, which located in WKP Gunung Sibayak-Gunung Sinabung, North Sumatera. 4. Ulubelu Area has 2 units of PLTP with total installed capacity of 110 MW, which located in WKP Gunung Way Panas, Lampung.


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Area Eksisting Existing Area

Sibayak

Kamojang


Unit Unit

Kapasitas Capacity (MW)

I



Tanggal Operasi Komersial Commercial Operation Date

Penjualan Sales

5

22 September 2008 | 22 September 2008

Uap | Steam

II

5


Uap | Steam

Monoblok

2

I

30

28 Januari 1983 | 22 January 1983

Uap | Steam

II

55

2 Oktober 1987 | 2 October 1987

Uap | Steam

III

55

15 November 1987 | 15 November 1987

Uap | Steam

IV

60

26 Januari 2008 | 26 January 2008

Listrik | Electricity

V

35

29 Juni 2015 | 29 June 2015


I

20

21 Agustus 2001 | 21 August 2001

Uap | Steam

II

20

19 Juni 2007 | 19 June 2007

Uap | Steam

III

20

7 April 2009 | 7 April 2009

Uap | Steam

IV

20

23 Desember 2011 | 23 December 2011

Uap | Steam

I

55


Uap | Steam

II

55

24 Oktober 2012 | 24 October 2012

Uap | Steam


Lahendong

Ulubelu

Proyek Panas Bumi

Geothermal Projects

1. Proyek Ulubelu Unit III dan IV Proyek Ulubelu Unit III dan IV dengan kapasitas 2x55 MW, berlokasi di WKP Gunung Way Panas, Provinsi Lampung. Status proyek Ulubelu Unit III dan IV saat ini dalam penyelesaian pemboran dan tahap Engineering, Procurement, Construction and Commissioning (EPCC). Unit III direncanakan beroperasi komersial tahun 2016, dan Unit IV pada tahun 2017.

1. Ulubelu Unit III and IV Ulubelu Project Unit III and IV with the capacity of 2x55 MW is located at WKP Gunung Way Panas, Lampung Province. The current status for Ulubelu Units III and IV is in the completion of drilling and Engineering, Procurement, Construction and Commissioning (EPCC), where Unit III is scheduled to commercialize in 2016 and Unit IV in 2017.

2. Proyek Lumut Balai Unit I dan II Proyek Lumut Balai Unit I dan II dengan kapasitas 2x55 MW, berlokasi di WKP Lumut Balai dan Margabayur, Provinsi Sumatera Selatan. Status proyek Lumut Balai Unit I adalah tahap EPCC. Sedangkan status proyek Lumut Balai Unit II pada tahap pemboran dan persiapan EPCC. Unit I direncanakan beroperasi komersial tahun 2016, dan Unit II pada tahun 2018.

2. Lumut Balai Unit I and II Lumut Balai Project Unit I and II with the capacity of 2x55 MW is located at WKP Lumut Balai and Margabayur, South Sumatera. Current status for Lumut Balai Unit I is at EPCC stage, whereas Unit II drilling and preliminary EPCC stage. Unit I and Unit II are scheduled to commercialize in 2016 and 2018 respectively.


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3. Proyek Lumut Balai Unit III dan IV Proyek Lumut Balai Unit III dan IV dengan kapasitas 2x55 MW, berlokasi di WKP Lumut Balai dan Margabayur, Provinsi Sumatera Selatan masih dalam proses pengembangan. Status proyek Lumut Balai Unit III dan IV saat ini sudah pada tahap perijinan. Unit III direncanakan beroperasi komersial pada tahun 2022, dan Unit IV tahun 2023.

3. Lumut Balai Unit III and IV Lumut Balai Project Unit III and IV with the capacity of 2x55 MW, which located at WKP Lumut Balai and Margabayur, South Sumatera, is still under development. Both Unit III and Unit IV are currently at permitting stage and scheduled to commercialize in 2022 and 2023 respectively.

4. Proyek Lahendong Unit V dan VI Proyek Lahendong Unit V dan VI dengan kapasitas 2x20 MW, berlokasi di WKP Lahendong, Provinsi Sulawesi Utara. Status proyek saat ini sedang tahap EPCC. Unit V direncanakan beroperasi komersial pada tahun 2016, dan Unit VI tahun 2017.

4. Lahendong Unit V and VI Lahendong Project Unit V and VI with the capacity of 2x20 MW is located at WKP Lahendong, North Sumatera, and currently are undergoing EPCC. The Unit V is scheduled for commercial operation in 2016, whereas Unit VI will set for 2017.

5. Proyek Karaha Unit I Proyek Karaha Unit I dengan kapasitas 1x30 MW, berlokasi di WKP Karaha Cakrabuana, Provinsi Jawa Barat. Status proyek saat ini merupakan tindak lanjut dari pengembangan proyek Karaha Bodas yang menjadi penugasan dari Pemerintah Indonesia. PLTP direncanakan beroperasi komersial tahun 2016.

5. Karaha Unit I Karaha Project Unit I with the capacity of 1x30 MW is located at WKP Karaha Cakrabuana, West Java. This project is a continuation to Karaha Bodas project development that is assigned by the Government of Indonesia. The PLTP is planned to commercialize in 2016.

Proyek Karaha Unit I Unit I Karaha Project

Proyek PLTP Ulubelu III & IV Ulubelu III & IV PLTP Project

6. Proyek Hululais Unit I dan II Proyek Hululais Unit I dan II dengan kapasitas 2x55MW, berlokasi di WKP Hululais, sekitar 180 km dari kota Bengkulu dan terletak di Kabupaten Lebong, Provinsi Bengkulu. Status proyek Hululais Unit I saat ini dalam tahap pelaksanaan infrastruktur, pemboran, dan uji produksi. Unit I direncanakan beroperasi komersial tahun 2018, dan Unit II akan ditentukan kemudian.

6. Hululais Unit I and II Hululais Project Unit I and II with the capacity of 2x55 MW is located at WKP Hululais, which is nearly 180 km from the city of Bengkulu and resides in Lebong Regency, Bengkulu. The project is currently in the process of infrastructure, drilling, and production test. The Unit I is scheduled for commercial operation in 2018, and Unit II will be determined further.

7. Proyek Sungai Penuh Unit I dan II Proyek Sungai Penuh Unit I dan II dengan kapasitas 2x55 MW, berlokasi di WKP Sungai Penuh, Provinsi Jambi. Status proyek Sungai Penuh Unit I saat ini sudah melakukan pemboran dan uji produksi. Unit I direncanakan beroperasi komersial tahun 2019, dan Unit II akan ditentukan kemudian.

7. Sungai Penuh Unit I and II Sungai Penuh Project Unit I and II with the capacity of 2x55 MW is located at WKP Sungai Penuh, Jambi. The status of Sungai Penuh Unit I is currently reaching drilling and production test. The Unit I is scheduled to operate commercially in 2019 while Unit II will be determined further.

78






Status Perkembangan Area dan Proyek per 31 Desember 2015 Status of Area and Project Development per 31 December 2015 Area & Proyek Area & Project

Kamojang

PLTP PLTP

Kapasitas Capacity (MW)

Perkembangan Area & Proyek Area & Project Development

PLTP Unit I

30

Instalasi Selesai | Installation is Completed

PLTP Unit II

55


PLTP Unit III

55


PLTP Unit IV

60


PLTP Unit V

35


PLTP Unit I

20


PLTP Unit II

20


PLTP Unit III

20


PLTP Unit IV

20


PLTP Unit V

20

EPCC | EPCC

PLTP Unit VI

20

EPCC | EPCC

Monoblok

2


PLTP Unit I

5


PLTP Unit II

5


PLTP Unit I

55


PLTP Unit II

55


PLTP Unit III

55

Pemboran & EPCC | Drilling & EPCC

PLTP Unit IV

55

Pemboran & EPCC | Drilling & EPCC

PLTP Unit I

55

EPCC | EPCC

PLTP Unit II

55

Pemboran & Persiapan EPCC | Drilling & EPCC Preparation

PLTP Unit III

55

Perijinan | Permit

PLTP Unit IV

55

Perijinan | Permit

PLTP Unit I

30

EPCC | EPCC

PLTP Unit I

55

Pelaksanaan Infrastruktur, Pemboran dan Uji Produksi Implementation of Infrastructure, Drilling and Production

PLTP Unit II

55

Pelaksanaan Infrastruktur, Pemboran dan Uji Produksi Implementation of Infrastructure, Drilling and Production

PLTP Unit I

55

Pemboran & Uji Produksi | Drilling & Production Test

PLTP Unit II

55

Akan dikembangkan lebih lanjut | To be developed further

Lahedong

Sibayak

Ulubelu

Lumut Balai

Karaha

Hululais

Sungai Penuh


79





IRFAN ZAINUDDIN Direktur Utama President Director

TAFIF AZIMUDIN

Corporate Secretary

KHAIRUL ROZAQ

ALI MUNDAKIR



80

INDRIA DORIA

EKO AGUNG BRAMANTYO

Vice President Strategic Planning & Business Development

Vice President Operation & Engineering

EBEN EZER SIAHAAN

IRAWAN NUGROHO

Vice President Exporation & Exploitation

Vice President Drilling

TAVIP DWIKORIANTO

DODDY SATYAJIT

Vice President Project Development

Vice President Partnership

WILMAR NAPITUPULU

ELVINO GUSTY A

Head of HSSE

Senior Manager Geomatics & ICT






Struktur Organisasi Organization Structure Struktur Organisasi Perusahaan berdasarkan Surat Keputusan Direktur Utama No. Kpts.P-056/PGE000/2015-S0 tanggal 29 Januari 2015 adalah sebagai berikut: The Organization Structure of the Company is based on the Decree Letter of President Director Number Kpts.P-056/PGE000/2015-S0 dated January 29th, 2015, with details as follow:

BUDI ENDA DHANISWARA

Head of Internal Audit

A.B. HADI KARYONO Direktur Keuangan Finance Director

WAWAN DARMAWAN

DEL AHIMSAR

General Manager Area Kamojang

Vice President Controller

DIRGO RAHAYU

TAJUDIN NOOR

General Manager Area Ulubelu

Vice President Treasury

SALVIUS PATANGKE

General Manager Area Lahendong

KUSTRINARTO

RATU RENI GUSFIARNI

Senior Manager SCM

Senior Manager Human Capital


81





Pekerja Kami Pekerja Perusahaan, baik pria maupun wanita yang memiliki status pekerja waktu tidak tertentu seluruh hak dan kewajibannya tercakup dalam Perjanjian Kerja Bersama (PKB). Jumlah pekerja Perusahaan hingga akhir periode pelaporan ada 449 orang, naik 6% dibandingkan tahun 2014 sebanyak 425 orang. Peningkatan tersebut disebabkan oleh kebutuhan pekerja seiring dengan perkembangan bisnis Perusahaan. [G4-10, G4-11] Profil Pekerja - Berdasar Gender dan Tingkat Pendidikan Employees’ Profile - Based on Gender and Education Level Tingkat Pendidikan Education Level

2015

2014

2013

Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female SMA dan Setara High School and its Equivalents

67

3

55

6

33

3

Diploma I – II

3

0

3

0

2

0

Diploma III - IV

37

8

38

7

40

6

Sarjana (S1) | Undergraduate

222

45

219

45

211

45

Pascasarjana (S2) | Postgraduate

53

10

41

10

39

8

Doktoral (S3) | Doctoral

1

0

1

0

1

0

Jumlah | Total

449

425

388

Profil Pekerja - Berdasar Gender dan Kelompok Usia Employees’ Profile - Based on Gender and Age Kelompok Usia | Age

2015

2014

2013

Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female 21 – 25

9

2

9

3

36

11

26 – 30

82

22

73

21

78

24

31 – 35

91

19

84

20

64

12

36 – 40

68

12

61

12

42

5

41 – 45

47

3

43

4

29

3

46 – 50

37

3

32

3

44

4

51 – 55

39

4

42

4

27

3

> 55

10

1

13

1

6

0

Jumlah | Total

82

449


425

388





Our Employees Both male and female employees of Company having the status of permanent employees all rights and responsibilities are covered by the Collective Labor Agreement (CLA). The Company’s total employees up to the end of reporting period were 449 employees, increasing by 6% compared to 2014, which was 425 employees. This was caused by the increase of need for human capital that corresponded to the developing of the Company’s business. [G4-10, G4-11] Profil Pekerja - Berdasar Gender dan Status Kepegawaian Employees’ Profile - Based on Gender and Employment Status Status Kepegawaian Employment Status

2015

2014

2013

Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female Pekerja Waktu Tertentu Temporary Employee

80

5

58

7

34

1

Pekerja Waktu Tidak Tertentu Permanent Employee

303

61

297

63

292

61

Jumlah | Total

449

425

388

Profil Pekerja - Berdasar Gender dan Penempatan Kerja Employees’ Profile - Based on Gender and Work Placement Penempatan Kerja Work Placement

2015

2014

2013

Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female Kantor Pusat Jakarta Head Office Jakarta

157

49

136

44

127

46

Kamojang

77

10

77

14

82

6

Proyek Kamojang | Kamojang Project

0

0

5

0

7

1

Lahendong

63

3

47

5

34

1

Proyek Lahendong | Lahendong Project

0

0

5

0

4

0

Ulubelu

49

1

50

1

27

4

Proyek Ulubelu | Ulubelu Project

0

0

1

0

6

0

Sibayak

2

1

1

1

1

1

Proyek Lumut Balai | Lumut Balai Project

11

0

14

0

14

0

Proyek Hululais

8

1

8

1

8

1

Proyek Karahabodas | Karahabodas Project

10

1

5

2

8

2

Proyek Kotamoagu | Kotamoagu Project

0

0

2

0

6

0

Proyek Sungai Penuh | Sungai Penuh Project

6

0

6

0

2

0

Jumlah | Total

449

425

388


83





Profil Pekerja - Berdasar Berdasarkan Level Organisasi Employees’ Profile - Based on Organization Level 2015 Gender

Kelompok Jabatan Position

Usia | Age

Pria | Male

Wanita | Female

<31

31-40

41-50

>50

Direksi | Director

4

0

0

0

2

2

Vice President/Setara Vice President/Equivalent

13

1

0

0

5

9

Project Manager/Senior Manager

6

1

0

0

3

4

Manager/Advisor

44

3

0

6

23

18

Area Manager

6

2

0

3

2

3

Total Manajemen Total Management

73

7

0

9

35

36

Assistant Manager/Senior Analyst/ Senior Engineer

31

7

0

30

7

1

Senior Supervisor/Analyst/Engineer

114

23

40

80

12

5

Supervisor/Junior Analyst/Junior Engineer

83

19

52

35

10

5

Operator/Secretary/Assistant

50

9

18

21

17

3

Junior Operator

32

1

5

15

9

4

Total Pekerja | Total Employees

310

59

115

181

55

18

Jumlah | Total

383

66

115

190

90

54

84






Pengembangan Kompetensi Pekerja [G4-LA9] Perusahaan senantiasa meningkatkan kemampuan para pekerja melalui penyelenggaraan berbagai pendidikan dan pelatihan. Perusahaan juga memberikan jaminan berkarir kepada para pekerja.

Employees’ Competency Development [G4-LA9] PT Pertamina Geothermal Energy commits to develop its employees’ competency through a number of training programs and learning development. So as to support this purpose, the Company has allocated a budget for employees’ development.

Selama tahun 2015, Perusahaan telah menyediakan anggaran sebesar Rp9 miliar untuk membiayai penyelenggaraan pelatihan dalam rangka meningkatkan hard dan soft competency termasuk pelatihan pengembangan leadership. Di tahun 2016, pelaksanaan pelatihan akan menyesuaikan dengan Rencana Kerja dan Anggaran Perusahaan.

Throughout 2015, the Company has allocated a budget amounted to Rp 9 billion to finance trainings with the purpose of improving hard and soft competence, including leadership development training. In 2016, the implementation of trainings will align to the Work Plan and Budget of the Company.

Pembiayaan pelatihan juga didukung oleh dana grant World Bank sebesar Rp2,4 miliar sebagai bagian dari program capacity building. Adapun jumlah jam pelatihan yang diselenggarakan mencapai 21.500 jam pelatihan dan diikuti oleh 363 pekerja, sehingga rerata jam pelatihan per peserta mencapai 59,23 jam.

The trainings were also sponsored by World Bank grant in the amount of Rp2.4 billion as part of capacity building program. As for training hours, it managed to reach 21,500 hours, participated by 363 employees in order that the average of training hours per participant amounted to 59.23 hours.

Program pelatihan dan pengembangan ditujukan untuk meningkatkan kemampuan, keahlian dan pengetahuan pekerja dalam keahlian teknis, operasional, manajemen, soft skills dan kepemimpinan. Program pelatihan dan pengembangan dirancang untuk seluruh pekerja dari tingkat senior manajer, manajer, supervisor, sampai dengan operator di lapangan.

Training and development program are aimed to increase skills, expertise and knowledge of the employees within the scope of technical, operational, management, soft skills and leadership expertise. It is also designed for all employees from senior manager, manager, supervisor, up to field operator.

Besaran Biaya Pengembangan Kompetensi Pekerja (Miliar Rp) Nominal Budget of Employees’ Competency Development (Billion Rp) 9.42

9.01 7.80 7.14

6.71

7.23

Target | Target Realisasi | Realization

* termasuk dengan grant world bank Including world bank grant

2015*

2014

2013


85





Pelatihan Berdasarkan Fungsi Tahun 2015 Trainings Based on Functions in 2015 Uraian Description

2015

Tema Pelatihan Theme of Training

Laki-laki | Male

Perempuan | Female

19,060

2,440

316

47

60.32%

51.91%

Exploration & Development

3,304

824

Operation

12,020

656

Finance

720

136

HSSE

376

24

Human Capital

248

432

1,224

104

Geomatics & ICT

520

16

Corporate Secretary

584

192

Internal Audit

64

56

Jumlah (Jam) Pelatihan Total Trainings (Hour) Jumlah Pekerja Peserta Pelatihan (Orang) Total Training Participants (People) Rerata (Jam Pelatihan/Orang) Average (Training Hours/Person)

Fungsi (Jam) | Functions (Hour)

SCM

86


Analysis & Modelling for Cost, Economic & Risk, Legal School, Geothermal Power Plant Operation, Simulasi Reservoir Tough React, Senior Management Development program, and so forth.





Pelatihan Berdasarkan Fungsi Tahun 2014 Trainings Based on Functions in 2014 Uraian Description

2014

Tema Pelatihan Theme of Training

Laki-laki | Male

Perempuan | Female

26,456

3,688

334

58

79.21%

63.59%

Renbang

5,104

1,368

Operasi | Operation

14,912

696

Keuangan | Finance

424

120

K3LL & MM

456

64

Manajemen Jasa | Management of Service

424

376

4,840

896

Sekretaris | Secretary

168

128

Internal Audit

128

40

Jumlah (Jam) Pelatihan Total Trainings (Hour) Jumlah Pekerja Peserta Pelatihan (Orang) Total Training Participants (People) Rerata (Jam Pelatihan/Orang) Average (Training Hours/Person)

Fungsi (Jam) | Functions (Hour)

Korpeldal Proyek | Project Korpeldal

Project Management, Reservoir Modelling, Geological Modelling Leapfrog, HAZOP, Certified Risk Management, and so forth.


87





Komposisi Pemegang Saham

Shareholders’ Composition

Saham PT Pertamina Geothermal Energy dimiliki PT Pertamina (Persero) dan PT Pertamina Dana Ventura. Perubahan komposisi saham terakhir ditetapkan berdasarkan Keputusan Pemegang Saham Secara Sirkuler Perusahaan tanggal 5 Agustus 2010 yang dinyatakan dalam Akta Nomor 10 tanggal 1 September 2010.

Shares of PT Pertamina Geothermal Energy are owned by PT Pertamina (Persero) and PT Pertamina Dana Ventura. The latest amendment of shares composition was stipulated in the Company’s Circular Decree of Shareholders dated August 5th, 2010, which was stated in the Deed Number 10 dated September 1st, 2010.

Jumlah Lembar Saham Total Shares

9.94%

625,5 2

1

PT Pertamina Dana Ventura

69,05 2 90.06%


PT Pe r

tamin

a Dan

a Ven

PT Pe r tura

tamin

a (Pe

rsero

)

Kronologi Pencatatan Saham dan Efek Lainnya

Chronology of Company Listing and Other Securities

PT Pertamina Geothermal Energy adalah perusahaan tertutup dan hingga 31 Desember 2015, tidak pernah mencatatkan saham Perusahaan di bursa manapun. Dengan demikian Laporan ini tidak menyertakan informasi mengenai pencatatan saham Perusahaan di bursa saham.

PT Pertamina Geothermal Energy is a private company and up to December 31st, 2015, it has never listed its shares in any stock exchange. Hence, this Report does not provide information on the Company’s listing in stock exchange.

88






Daftar Entitas Anak dan/atau Asosiasi

List of Subsidiaries and/or Associations

Hingga 31 Desember 2015, Perusahaan memiliki penyertaan saham pada 22 anak perusahaan PT Pertamina Hulu Energi (PHE).

Up to December 31st, 2015, the Company has shares in 22 subsidiaries of PT Pertamina Hulu Energi (PHE).

Penyertaan Saham Perusahaan Company’s Shares Nama Perusahaan Company’s Name

Kepemilikan Saham Shares %

Status Kegiatan Activity Status

PHE

PGE

PT Pertamina Hulu Energi Tomori Sulawesi

99

1

Produksi Production

PT Pertamina Hulu Energi Karama

99

1

Eksplorasi Exploration

PT Pertamina Hulu Energi Donggala

99

1

Tidak Operasi Not Operating

PT Pertamina Hulu Energi Salawati

99

1

Produksi Production

PT Pertamina Hulu Energi Salawati Basin

99

1

Produksi Production

PT Pertamina Hulu Energi Simenggaris

99

1

Pengembangan Development

PT Pertamina Hulu Energi Tengah K

99

1

Produksi Production

PT Pertamina Hulu Energi Makassar Strait

99

1

Produksi Production

PT Pertamina Hulu Energi Tuban East Java

99

1

Produksi Production

PT Pertamina Hulu Energi West Madura Offshore

99

1

Produksi Production

PT Pertamina Hulu Energi Jambi Merang

99

1

Produksi Production

PT Pertamina Hulu Energi Jabung

99

1

Produksi Production

PT Pertamina Hulu Energi Gebang N Sumatera

99

1

Produksi Production

PT Pertamina Hulu Energi Raja Tempirai

99

1

Produksi Production

PT Pertamina Hulu Energi Ogan Komering

99

1

Produksi Production

PT Pertamina Hulu Energi Kakap

99

1

Produksi Production

PT Pertamina Hulu Energi South Jambi B

99

1

Produksi Production

PT Pertamina Hulu Energi Coastal Plain Pekanbaru

99

1

Produksi Production

PT Pertamina Hulu Energi Corridor

99

1

Produksi Production

PT Pertamina Hulu Energi NSO

99

1

Produksi Production

PT Pertamina Hulu Energi MNK Sakakemang

99

1

Eksplorasi Exploration

PT Pertamina Hulu Energi Kampar

99

1

Belum aktif Not Active

Alamat Address

Jl. TB Simatupang Kav 99, Jakarta

Bidang Usaha Business Sector

Sektor Industri Minyak dan Gas Oil and Gas Industrial Sector


89





Struktur Grup Perusahaan

Company’s Group Structure

PT PERTAMINA (PERSERO)

PT PERTAMINA DANA VENTURA

90.06%

9.94%

1%

90

PT Pertamina Hulu Energi Tomori Sulawesi

PT Pertamina Hulu Energi Jabung

PT Pertamina Hulu Energi Karama

PT Pertamina Hulu Energi Gebang N Sumatera

PT Pertamina Hulu Energi Donggala

PT Pertamina Hulu Energi Raja Tempirai

PT Pertamina Hulu Energi Salawati

PT Pertamina Hulu Energi Ogan Komering

PT Pertamina Hulu Energi Salawati Basin

PT Pertamina Hulu Energi Kakap

PT Pertamina Hulu Energi Simenggaris

PT Pertamina Hulu Energi South Jambi B

PT Pertamina Hulu Energi Tengah K

PT Pertamina Hulu Energi Coastal Plain Pekanbaru

PT Pertamina Hulu Energi Makassar Strait

PT Pertamina Hulu Energi Corridor

PT Pertamina Hulu Energi Tuban East Java

PT Pertamina Hulu Energi NSO

PT Pertamina Hulu Energi West Madura Offshore

PT Pertamina Hulu Energi MNK Sakakemang

PT Pertamina Hulu Energi Jambi Merang

PT Pertamina Hulu Energi Kampar






Names and Addresses of Agencies and/or Supporting Agencies

Nama dan Alamat Lembaga dan/atau Lembaga Penunjang

No

Nama Lembaga Agency’s Name

Alamat Address

1

Kantor Akuntan Publik Public Accounting Firm

Indonesia Stock Exchange Building, Tower 2, 7th Floor Jl. Jend. Sudirman Kav.52-53 Jakarta 12190, Indonesia Tel: +62 21 5289 5000 Fax: +62 21 5289 4100 ey.com/id

Purwantono, Sungkoro & Surja (Ernst & Young)

2

Kantor Penasehat Hukum Legal Adviser Office Makarim & Taira S.

3

Summitmas I, 16th – 17th Fls. Jl. Jendral Sudirman Kav.61 – 62 Jakarta 12190, Indonesia P : +62 21 2521272, 5200001 F : +62 21 2522750, 2521830

Jantje Rumegang, SH

Jl. Sungai Musi, Kelurahan Singkil Dua, Lingkungan II, Kecamatan Singkil Manado, Indonesia P : +62 431 95234 HP : +62 813 5656 4123, +62 821 8707 0467

Soesilo Ariwibowo & Rekan

Grha DeKA Jl. TB. Simatupang Kav.8 Kebagusan Jakarta 12520, Indonesia P : +62 21 78840647, 78840671, 78810740 F : +62 21 78840638

Notaris Notary

Jl. Boulevard Raya Blok K4 No.3, Kelapa Gading Permai Jakarta 14240, Indonesia P: +62 21 4523463, +62 21 4532923, +62 21 4532708 F: +62 21 45854285

Marianne Vincentia Hamdani, SH

Keikutsertaan Perusahaan dalam Organisasi [G4-16] Involvement of Company in Organization Nama Lembaga Name of Institution

Penjelasan

Description

API

Asosiasi Panas Bumi Indonesia

Indonesia Geothermal Association

METI

Masyarakat Energi Terbarukan Indonesia

Indonesian Renewable Energy Society


91

ANALISA DAN PEMBAHASAN MANAJEMEN Management Analysis and Discussion





/ Analisa dan Pembahasan Manajemen Management Analysis and Discussion

Selama tahun 2015 PT Pertamina Geothermal Energy (Perusahaan) mengerjakan secara paralel 5 pembangunan tahap Engineering, Procurement, Construction and Commissioning (EPCC) Pembangkit Listrik Tenaga Panas Bumi (PLTP). Pembangunan ini masing-masing pada proyek Kamojang V, Ulubelu III & VI, Lahendong V & VI, Karaha dan Lumut Balai I. Throughout 2015, PT Pertamina Geothermal Energy (Company) accomplished in parallel 5 development stages of Engineering, Procurement, Construction and Commissioning (EPCC) of Geothermal Power Plant (PLTP). Each of which is Kamojang V, Ulubelu III & IV, Lahendong V & VI, Karaha and Lumut Balai I.

94


Analisa dan Pembahasan Manajemen Management Analysis And Discussion




Bila proyek-proyek tersebut selesai dan secara bertahap beroperasi komersial, maka pada tahun 2019 Perusahaan menjadi pengembang panas bumi terbesar dan perusahaan panas bumi terkemuka di Indonesia. Total kapasitas terpasang pada tahun 2019 mencapai 907 MW, setara dengan penghematan penggunaan 42.901 barrel oil equivalent per day (BOEPD).

When the projects are completed and commercially operated, in 2019 the Company will be the largest geothermal producer and leading geothermal company in Indonesia. Total installed capacity in 2019 will achieve 907 MW, equivalent to saved use of 42,901 barrel oil equivalent per day (BOEPD).

Tinjauan Umum

General Review

Sebagai negeri yang berada pada jalur cincin api karena terletak pada jalur gunung berapi (ring of fire), Indonesia memiliki potensi panas bumi yang besar di dunia. Bila dimanfaatkan dengan optimal, panas bumi bisa menjadi sumber energi lain yang memiliki jangka waktu pemanfaatan yang lama. Sehingga, Indonesia tidak lagi bergantung pada minyak bumi yang ketersediaannya terbatas.

As a country that traversed with ring of fire owing to numerous volcanoes, Indonesia has the largest potential geothermal in the world. If it is optimized to its maximum capacity, then it will become an energy resource that could dampen the nation’s dependency to oil.

Kondisi ini mendorong Pemerintah Indonesia terus berupaya meningkatkan pemanfaatan panas bumi sebagai sumber energi terbarukan. Selaras dengan hal tersebut, Perusahaan secara berkesinambungan juga menambah kapasitas produksi uap panas bumi dan kapasitas produksi listrik unit-unit PLTP.

This circumstance encouraged the Government of Indonesia to constantly improve geothermal utilization as a renewable energy resource. In keeping with this, the Company also increased the capacity of geothermal production and electricity production of PLTP units.

Perusahaan menyadari, peningkatan kapasitas produksi tidak mudah dilakukan. Ada berbagai kendala, tantangan dan risiko yang harus dihadapi Perusahaan, baik di lingkup nasional maupun global. Namun demikian, semuanya kami hadapi dengan penuh keyakinan untuk terus maju dan berkembang.

The Company realized the complication of increasing production capacity. There were various obstacles, challenges and risks that had to be addressed by the Company, nationally and globally. However, all of these complications were well managed in order to grow and advance.

Di lingkup nasional, dinamika yang dihadapi adalah perizinan dan peraturan perundang-undangan. Hal ini tidak terlepas dari sebagian Wilayah Kuasa Pengusahaan (WKP) panas bumi Perusahaan yang berada di dalam kawasan hutan lindung, taman nasional, maupun hutan konservasi. Keberadaan Undang-Undang No.21 Tahun 2014 Tentang Panas Bumi, diharapkan bisa menjadi solusi atas kendala tersebut.

As national scope, one of dynamics that faced by the Company was permits and legislations. This is due to part of geothermal working areas (WKP) are resided in protected forests, national parks, or conservation forests. The presence of Law Number 21 Year 2014 concerning Geothermal is expected to provide solutions to the related obstacle.

Sementara di tataran global, dinamika utama adalah pergerakan kurs dan nilai tukar dolar Amerika Serikat (USD). Kondisi ini menyebabkan fluktuasi nilai pembiayaan karena sebagian besar biaya investasi pengembangan proyek potensi panas bumi dilakukan dalam mata uang USD.

In global perspective, the main dynamic was exchange rates movement and exchange rates of USD, which caused a fluctuation to financing value as most development process of potential geothermal projects used USD currency.


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Namun demikian secara umum, berbagai kendala yang dihadapi tidak mempengaruhi kinerja Perusahaan sepanjang 2015. Perusahaan tetap dapat memperlihatkan pertumbuhan signifikan dan mampu mempertahankan keberlanjutannya.

Nevertheless, in majority a number of obstacles endured by the Company did not affect its performance so far as 2015. It persistently displayed a significant growth and able to sustain its stance.

Kondisi Bisnis 2015 Perusahaan merupakan produsen utama energi panas bumi di Indonesia dan memiliki 12 WKP panas bumi, baik yang dikelola sendiri maupun Kontrak Operasi Bersama (KOB). Hingga akhir 2015, Perusahaan memusatkan kegiatan peningkatan produksi di 4 area, yaitu: [G4-4] 1. Kamojang (235 MW), 2. Lahendong (80 MW), 3. Sibayak (12 MW) dan 4. Ulubelu (110 MW).

Business Condition in 2015 As leading geothermal producer in Indonesia with 12 Working Areas, both self-owned and Joint Cooperation Contracts (JOCs), until the end of 2015 the Company concentrated its production activities in 4 Working Areas, as seen below: [G4-4] 1. Kamojang (235 MW), 2. Lahendong (80 MW), 3. Sibayak (12 MW) and 4. Ulubelu (110 MW).

Di samping itu, proyek-proyek yang sedang dikembangkan meliputi: 1. Ulubelu Unit III dan IV (2X55 MW), 2. Lumut Balai Unit I dan II (2X55 MW), 3. Lumut Balai Unit III dan IV (2X55 MW), 4. Lahendong Unit V dan VI (2X20 MW), 5. Karaha Unit I (1x30 MW), 6. Hululais Unit I dan II (2X55 MW) dan 7. Sungai Penuh Unit I dan II (2X55 MW)

Besides the above, below are the developing projects:

Sepanjang 2015, kegiatan operasional perusahaan berjalan dengan baik dan mampu menyelesaikan proyek Kamojang Unit V lebih awal dari waktu yang ditetapkan. Hal ini terjadi karena sudah terintegrasinya sistem pekerjaan dan pengambilan keputusan, sehingga waktu operasi juga dapat dipersingkat dan kualitas proses produksi tetap terjaga dengan baik.

During 2015, operational activities implemented by the Company ran well and able to complete Kamojang Unit V project earlier than the agreed timeline. This was due to an integrated working system and decision making, so that operation time could be compressed and quality of production process was well-maintained.

Pengembangan Usaha Dengan pengalaman dan kinerja yang terbukti selama ini, serta didukung sumber daya manusia yang kompeten, Perusahaan menetapkan target pengembangan energi panas bumi sebesar 2.267 MW pada tahun 2025. Jumlah tersebut setara dengan penghematan pemakaian minyak bumi sebesar 107.229 BOEPD.

Business Development With to date experience and performance, and supported by competent human capital, the Company sets its geothermal development target as much as 2,267 MW in 2025, which equivalent to saved use of 107,229 BOEPD.

Target tersebut sejalan dengan Kebijakan Energi Nasional yang menetapkan target penggunaaan Energi Baru dan Terbarukan (EBT) sebesar 23% pada 2025, serta 31% pada tahun 2050. Pemerintah Indonesia menargetkan peningkatan produksi listrik dari pemanfaatan energi panas bumi dengan total kapasitas terpasang menjadi 7,1 GW pada tahun 2025.

Such target is in line with National Energy Policy that sets target of use on New and Renewable Energy (NRE) at 23% in 2025 and 31% in 2050. The Government of Indonesia targets an increase in electricity production out of geothermal utilization with total installed capacity to 7.1 GW in 2025.

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1. Ulubelu Unit III and IV (2X55 MW), 2. Lumut Balai Unit I and 2 (2X55 MW), 3. Lumut Balai Unit III and IV (2X55 MW), 4. Lahendong Unit V and VI (2X20 MW), 5. Karaha Unit I (1x30 MW), 6. Hululais Unit I and II (2X55 MW) and 7. Sungai Penuh Unit I and II (2X55 MW)






Perusahaan menjadi bagian dari Pemerintah dalam upaya menambah ketersediaan pasokan listrik dan peningkatkan rasio elektrifikasi. Selain itu, Perusahaan ikut serta dalam pengembangan pemanfaatan panas bumi yang menjanjikan dalam pertumbuhan usaha. Dicirikan oleh tingginya kebutuhan listrik, baik untuk keperluan rumah tangga maupun industri dan jasa.

The Company is in force with the Government in increasing electricity supply and electrification ratio. Other than that, the Company also participates in expanding a promising geothermal development towards business growth. The high demand of electricity is required for the needs of household, industry and service sector.

Tinjauan Operasi Per Segmen Usaha

Operation Review per Business Segment

Kegiatan Eksplorasi dan Pengembangan Kegiatan eksplorasi dan pengembangan dilaksanakan oleh Direktorat Eksplorasi dan Pengembangan. Dipimpin oleh Direktur Eksplorasi dan Pengembangan, dengan dibantu Vice President (VP) Strategic Planning & Business Development, VP Exploration & Exploitation serta VP Project Development.

Exploration and Development Activities Exploration and Development activities are under the responsibility of Directorate of Exploration and Development, which led by Exploration and Development Director and supported by Vice President (VP) of Strategic Planning & Business Development, VP of Exploration & Exploitation as well as VP Project Development.

Bidang Strategic Planning & Bussines Development mengurusi kegiatan meliputi penyusunan kebijakan perusahaan termasuk strategi bisnis pengembangan serta menuangkannya dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) dan Rencana Kerja Jangka Panjang Perusahaan (RJPP), mengarahkan implementasi manajemen risiko dalam rangka risk assessment dan penyusunan mitigasi risiko, serta menentukan dan mengendalikan implementasi rencana strategi, kebijakan dan kegiatan manajemen mutu.

The division of Strategic Planning & Business Development handles activities that involve formulating company’s policies including business development along with putting it into Work Plan and Budget (RKAP) and Long Term Plan (RJPP), guiding the implementation of risk management within the scope of risk assessment and risk mitigation, as well as determining and controlling the implementation of strategy plan, policies and quality management activities.

Bidang exploration & exploitation mengurusi seluruh kegiatan eksplorasi di seluruh WKP milik Perusahaan dengan status proyek dan green field. Tujuannya untuk memastikan ketersediaan uap panas bumi dan menentukan lokasi perluasan panas bumi yang ada.

The division of exploration and exploitation manages the entire exploration in Working Areas (WKP) owned by the status of project and green field. It aims to ensure the readiness of geothermal steam and determine the expansion location for the existing geothermal.

Kegiatan eksplorasi yang dilakukan meliputi studi geoscience (geologi, geokimia, geofisika, geomatika, reservoir) system panas bumi. Studi yang dilakukan dimulai dari pengukuran, pengolahan, analisa, evaluasi, interpretasi data geoscience, dan pemboran eksplorasi. Kesimpulan studi geoscience dalam eksekusinya, dilakukan oleh Bidang Project Development hingga suatu proyek panas bumi siap menghasilkan listrik.

Such exploration activities include geoscience study (geology, geochemist, geophysics, geomatics, and reservoir) of geothermal system starting with measurement, processing, analysts, evaluation, interpretation of geoscience data, and exploration drilling. Conclusion to which is drawn from the study is conducted by the Division of Project Development until a project is ready to generate electricity.

Gambaran besar kegiatan Bidang Project Development dalam mengembangkan suatu project panas bumi meliputi kegiatan perencanaan, pelaksanaan dan pengendalian proyek untuk memastikan bahwa tujuan project yaitu Safety, On Time, On Budget, On Specification dan On Return dapat tercapai.

The idea of the Division of Project Development in developing a geothermal project is revolve around planning, implementation and controlling project activities to ensure the objectivity of a project adheres to Safety, On Time, On Budget, On Specification and On Return.


97



Struktur Organisasi Direktorat Eksplorasi dan Pengembangan

Organization Structure of Department of Planning and Development





VP Strategic Planning & Business Development

98

VP Exploration & Exploitation


VP Project Development




Selama kurun waktu periode pelaporan, Perusahaan memiliki rencana pemboran sebanyak 21 sumur pengembangan dan 10 sumur Kerja Ulang Reparasi Sumur (KURS). Adapun realisasi pemboran yang terlaksana sebanyak 20 sumur dan 6 sumur on going, serta 7 sumur KURS dan 1 on going KURS.


During the period of report, the Company planned out 21 development wells and 10 Rework of Reparation Wells (KURS), of which it managed to realize 20 wells and 6 on going wells, as well as 7 KURS and 1 on going KURS.

Status Pemboran Area dan Proyek Status of Drilling Area and Project No. Proyek/Area Project/Area

Status Progress

1

Area Kamojang

Rencana pemboran 3 sumur make up dan 3 sumur KURS, realisasi selesai 3 sumur make up (KMJ-70/3, KWK-A/3 dan KWK-A/4) dan 1 sumur KURS on going. Plan of drilling 3 make up wells and 3 KURS wells with 3 make up wells were developed (KMJ-70/3, KWK-A/3 and KWK-A/4) and 1 KURS wells on going.

2

Area Ulubelu

Rencana pemboran 3 sumur make up dan 4 sumur KURS, realisasi selesai 2 sumur make up (UBL-R2/2 dan UBL-R2/3) dan selesai 4 sumur KURS (UBL-12, UBL-13, UBL-6 dan UBL-27). Plan of drilling 3 make up wells and 4 KURS wells with 2 make up wells (UBL-R2/2 and UBL-R2/3) and 4 KURS wells (UBL-12, UBL-13, UBL-6 and UBL-27) were realized.

3

Area Lahedong

Rencana pemboran 4 sumur make up, realisasi selesai 4 sumur (LHD-39, LHD-13/6, LHD-13/7 dan LHD-2/2) dan 1 sumur on going (LHD-25/2) dan 1 sumur work over (LHD-24) sedang on going. Plan of drilling 4 make up wells with achievement on 4 wells (LHD-39, LHD-13/6, LHD-13/7 and LHD-2/2) and 1 on going well (LHD-25/2) and 1 on going work over well (LHD-24).

4

Proyek Karaha

Rencana pemboran 1 sumur KURS. Realisasi selesai pemboran sumur KURS KRH 2/1. Plan of drilling 1 KURS well and rig mobilizing of well KRH-2/1.

5

Proyek Ulubelu

Rencana pemboran 5 sumur pengembangan, realisasi selesai 4 sumur (UBL-K/1, UBL-R2/1, UBL-K/2 dan UBL-R2/4) dan 2 sumur on going (UBL-I/3 dan UBL-R2/5). Plan of drilling 5 development wells with achievement on 4 wells (UBL-K/1, UBL-R2/1, UBL-K/2 and UBL-R2/4) and 2 on going wells (UBL-I/3 and UBL-R2/5).

6

Proyek Lahendong

Rencana pemboran 2 sumur pengembangan dan 2 sumur KURS, realisasi selesai 2 sumur pengembangan (LHD-R2/2 dan LHD-R1/2) dan 2 sumur KURS (LHD-33 dan LHD-31) Plan of drilling 2 development wells and 2 KURS wells with achievement on 2 development wells (LHD-R2/2 and LHD-R1/2) and 2 KURS wells (LHD-33 and LHD-31)

7

Proyek Lumut Balai

Rencana pemboran 3 sumur pengembangan, realisasi selesai 3 sumur (LMB-6/2 dan LMB-9/3 dan LMB-B/1) dan 1 sumur on going (LMB-B/2) Plan of drilling 3 development wells with achievement on 3 wells (LMB-6/2 and LMB-9/3 and LMB-B/1) and 1 on going well (LMB-B/2).

8

Proyek Hululais

Rencana pemboran 1 sumur pengembangan, realisasi selesai 2 sumur (HLS-A/2 dan HLS-A/3) dan 2 sumur on going (HLS-E/1 dan HLS-M/1) Plan of drilling 1 development well with achievement on 2 wells (HLS-A/2 and HLS-A/3) and 2 on going wells (HLS-E/1 and HLS-M/1).


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Kegiatan Operasional Setelah dipisahkan dari berbagai zat dan materi yang ada di dalamnya, uap panas bumi dari sumur produksi dialirkan ke unit PLTP melalui main steam valve (MSV) – govermor valve. Di unit PLTP, baik milik sendiri maupun milik independent power producer (IPP), uap panas bumi digunakan untuk memutar turbin hingga menghasilkan daya listrik. Selanjutnya melalui transformer step-up, daya listrik dinaikkan tegangannya dan dihubungkan dengan sistem penyaluran listrik yang dikelola PT PLN (Persero).

Operational Activities After a separation from various substances and materials, geothermal steam from production well is distributed to PLTP unit through main steam valve (MSV) – govermor valve. At PLTP unit, either self-owned or independent power producer (IPP), the steam is used to rotate turbine so as generate electrical power. Passing through a transformer step-up, the electrical voltage is increased and connected to electricity distribution system managed by PT PLN (Persero).

Kegiatan Operasional dilaksanakan oleh Direktorat Operasi, yang dipimpin oleh Direktur Operasi, dengan dibantu oleh VP Operation & Engineering, VP Drilling, VP Partnership dan para General Manager Area.

Operational activities are conducted by Directorate of Operation, piloted by Operation Director, with the assistance of Vice President of Operation & Drilling, VP of Drilling, VP Partnership and all General Manager Area.

Struktur Organisasi Direktorat Operasi


Organization Structure of Department of Operational


100

Vice President Operation & Engineering

General Manager Kamojang Area

Vice President Drilling

General Manager Ulubelu Area

Vice President Partnership

General Manager Lahendong Area





Sampai dengan 31 Desember 2015, Perusahaan memiliki dan mengoperasikan 3 unit PLTP milik sendiri, sedangkan 11 unit PLTP lainnya dioperasikan bekerja sama dengan IPP.


Up to December 31st, 2015, the Company owns and operates 3 own PLTP units, while the other 11 PLTP units are operated in cooperation with IPP.

Unit PLTP Operasional Operational PLTP Unit Area

Unit

Kapasitas Capacity

Keterangan Description

Total Total (MW)

Kamojang

I

Kerjasama PT Indonesia Power Partnership of PT Indonesia Power

30

II


55

III


55

IV

Dikelola oleh Perusahaan Managed by Company

60

V


35

I

Kerjasama PT PLN (Persero) Partnership of PT PLN (Persero)

20

II


20

III


20

IV


20

I

Kerjasama PT Dizamatra Powerindo Partnership of PT Dizamatra Powerindo

5

II

Kerjasama PT Dizamatra Powerindo Partnership of PT Dizamatra Powerindo

5


2

I


55

II


55

Lahendong

Sibayak

80

Monoblok

Ulubelu

Total

235

12

110

437


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Realisasi produksi uap panas bumi setara listrik pada 2015 sebesar 3.056,82 GWh. Jumlah tersebut mencapai 104,4% dari target Rencana dan Anggaran Kerja Perusahaan (RKAP) 2015 Revisi sebanyak 2.929,24 GWh, dan naik dibandingkan tahun 2014 sebesar 2.831,40 GWh.

Realization of geothermal steam production equivalent to electricity in 2015 reached 3,056.82 GWh. It serves as an achievement of 104.4% to the 2015 Work Plan and Budget Revision (RKAP) that was set at 2,929.24 GWh, to which it experienced an increase from 2,831.40 GWh in 2014.

Secara rinci, realisasi produksi panas bumi setara listrik selama 2015 pada masing-masing Area adalah sebagai berikut:

In details, the realization of geothermal production equivalent to electricity throughout 2015 in each Area is described as follow:

• Area Kamojang Realisasi uap produksi panas bumi setara listrik Area Kamojang tahun 2015 mencapai 1.590,91 GWh, atau 105,7% dari RKAP 2015 Revisi. Angka ini naik dibandingkan realisasi tahun 2014 sebesar 1.401,31 GWh. Hal ini disebabkan karena beroperasinya PLTP Kamojang Unit V pada 29 Juni 2015 yang lebih cepat dari target semula yaitu 21 Juli 2015. Pengoperasian unit baru PLTP menjadikan kapasitas terpasang PLTP bertambah 35 MW. Dengan demikian total kapasitas terpasang Area Kamojang hingga 31 Desember 2015 adalah 235 MW.

• Kamojang Area Geothermal steam production equivalent to electricity in Kamojang Area in 2015 achieved 1,590.91 GWh or 105.7% of the 2015 RKAP Revision. The number increased compared to the 2014 realization at 1,401.31 GWh. This was due to the operation of PLTP Kamojang Unit V on June 29th, 2015 that ran swifter than its initial target, which was on July 21st, 2015. The operation increased the installed capacity by 35 MW, which in total reached 235 MW by December 31st, 2015.

• Area Lahendong Realisasi produksi uap panas bumi setara listrik Area Lahendong selama 2015 mencapai 599,88 GWh, atau 104,4% dari RKAP 2015 Revisi. Jumlah tersebut naik dibandingkan 2014, yang sebesar 504,81 GWh. Kondisi ini dikarenakan keberhasilan optimalisasi produksi termasuk:

• Lahendong Area Geothermal steam production equivalent to electricity in Lahendong Area in 2015 was 599.88 GWh, or 104.4% of the 2015 RKAP Revision. The number increased compared to 2014, which obtained 504.81 GWh due to the success of production optimization, included:

1. Inovasi pembangunan fasilitas interkoneksi antar unit di Area Lahendong sehingga meningkatkan pembangkitan di Unit I dan II. 2. Inovasi pembangunan fasilitas interchange antara Unit III dan Unit IV sehingga meningkatkan pembangkitan di Unit III. 3. Keberhasilan pemboran sumur make up di Kluster-4 yaitu LHD-38, berkontribusi pada peningkatan pembangkitan di Unit I dan II

1. Innovation of interconnection facility development between units in Lahendong Area up to the enhancement of generation in Unit I and II. 2. Innovation of interchange facility development between Unit III and Unit IV up to the enhancement of generation of Unit III. 3. Attainment of make up well drilling in Cluster 4, which was LHD-38, which contributed to the enchancement of generation in Unit I and II.

102






• Area Sibayak Realisasi produksi uap panas bumi setara listrik Area Sibayak selama tahun 2015 adalah 0,03 GWh, atau 0,1% dari RKAP tahun 2015 Revisi. Jumlah tersebut berkurang dibandingkan realisasi tahun sebelumnya sebanyak 13,94 GWh. Penurunan ini disebabkan karena:

• Sibayak Area The realization of geothermal production equivalent to electricity in Sibayak Area in 2015 attained 0.03 GWh or 0.1% of the 2015 RKAP revision. It diminished as to the previous realization, which was 13.94 GWh. This decrease was inflicted by:

1. PLTP Unit I mengalami unplanned shutdown sejak tanggal 6 Januari 2015 akibat kerusakan turbin PLTP milik Dizamatra. 2. PLTP Unit II selama tahun 2015 tidak beroperasi sejak Maret 2013 karena kerusakan di sisi PLTP milik Dizamatra.

1. The unplanned shutdown of PLTP Unit I since January 6th, 2015 due to PLTP’s turbine failure owned by Dizamatra. 2. The absence of operation of PLTP Unit II throughout March 2015 due to damages occurred to the PLTP owned by Dizamatra.

• Area Ulubelu Realisasi produksi uap panas bumi pada 2015 sebesar 876,01 GWh, atau 104% dari RKAP 2015 Revisi. Produksi ini turun dibandingkan realisasi produksi 2014 yang mencapai 911,34 GWh. Kondisi ini dikarenakan adanya penurunan jumlah produksi penyuplai uap di PLTP Unit I dan II serta unplanned shutdown Unit I selama 4 hari akibat mundurnya realisasi pemeliharaan PLTP yang dijadwalkan 10 hari menjadi 14 hari.

• Ulubelu Area The realization of geothermal steam production in 2015 reached 876.01 GWh or 104% of the 2015 RKAP revision. It declined compared to the 2014 production, which obtained 911.34 GW. This was triggered by the declining production well of steam supply at PLTP Unit I and Unit II as well as unplanned shutdown of Unit I for 4 days as a consequence to the delay of PLTP maintenance that was scheduled from 10 to 14 days.



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Total Produksi Uap dan Listrik (setara listrik) (GWh) [G4-OG1] Total Production of Steam and Electricity (equivalent to electricity) (GWh) Area

2015 Realisasi Realization

RKAP

2014

2013

76.15

225.03

% RKAP

Kamojang Unit I

-

-

Unit II

436.39

435.99

100%

475.97

482.07

Unit III

448.93

473.51

105%

324.29

341.21

Unit IV

495.86

522.16

105%

524.90

509.98

123.31

159.25

129%

1,504.50

1,590.91

106%

1,401.31

1,588.29

Unit I

138.04

147.12

107%

114.00

134.68

Unit II

137.54

139.60

101%

138.15

134.83

Unit III

130.20

160.61

123%

94.53

87.46

Unit IV

159.14

142.54

90%

158.13

164.12

Total

564.92

589.88

104%

504.82

521.09

17.52

0.03

0%

13.94

27.56

Unit I

421.74

435.96

103%

459.94

417.08

Unit II

420.55

440.05

105%

451.40

407.83

Total

842.29

876.01

104%

911.349

824.91

2,929.24

3,056.82

104%

2,831.40

2,961.5

Unit V Total

Belum Beroperasi Have not yet operating

Lahendong

Sibayak Total Ulubelu

Total Area

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Aspek Pemasaran

Marketing Aspect

Bidang usaha pemanfaatan panas bumi merupakan bidang usaha yang bersifat khusus karena membutuhkan investasi besar dan penguasaan teknologi. Karakteristik ini menjadikan tidak banyak pelaku usaha yang bergerak di bidang usaha pemanfaatan panas bumi.

Geothermal utilization is deemed as business that has special characteristics as it requires large investment and in-depth technology expertise. These characteristics are also the reasons behind the lack of business players in geothermal utilization business.

Energi panas bumi sendiri bersifat tidak dapat disimpan atau ditransportasikan (ekspor), tetapi hanya bernilai melalui pemanfaatan “on-site dan site specific”. Dengan demikian pemanfaatan energi panas bumi secara komersial sangat tergantung pada komitmen bisnis yang dipengaruhi banyak faktor, terutama kemampuan pasar, aspek bisnis, teknis dan kebijakan yang diberlakukan.

Geothermal energy holds the nature of cannot be reserve or transported (export), it only holds value through “on-site and site specific” utilization. Hence, it commercially depends on business commitment affected by many factors, especially market ability, business aspect, technical and in effect policies.

Produk yang dihasilkan Perusahaan adalah uap panas bumi dan listrik, dan dipasarkan terbatas dalam sebuah mekanisme perjanjian jual beli uap dan listrik, dengan pembeli adalah PT PLN (Persero) dan Independent Power Producer/ IPP (PT Indonesia Power dan PT Dizamatra Powerindo). [G4-4, G4-8,

Products that are generated by the Company are geothermal steam and electricity, of which then marketed in limited amount in a mechanism of steam and energy sales contract, with PT PLN (Persero) and Independent Power Producer/IPP (PT Indonesia Power and PT Dizamatra Powerindo). [G4-4, G4-8, G4-

G4-PR3]

PR3]

Strategi Pemasaran Produk yang spesifik dan pasar yang terbatas, menjadikan Perusahaan tidak pernah melakukan kegiatan promosi bebas, seperti halnya jenis produk lainnya. Namun demikian, Perusahaan tetap melakukan strategi pemasaran dengan berpegang pada peraturan yang berlaku. Strategi pemasaran ini lebih banyak dilakukan untuk memberikan dukungan pada kegiatan lain, yang umumnya bersifat pendidikan, misalnya seminar dan konferensi.

Marketing Strategy Specific products and limited market have put the Company in a situation that never experiences free promotion, such as with other types of product. However, the Company continues to execute marketing strategies that align with the prevailing regulations. Such marketing strategies are more for providing support to other activities, which in general leaning to education, such as seminars and conferences.

Hingga akhir 2015, semua kegiatan strategi pemasaran Perusahaan tidak menimbulkan perselisihan dan tidak ada pelanggaran, baik dalam sponsor kegiatan maupun promosi.

Up to the end of 2015, all of the marketing strategies did not trigger any conflicts and there was not found any breaches, either in sponsored activities or promotions. [G4-PR6, G4-PR7]

[G4-PR6, G4-PR7]

Strategi utama pemasaran Perusahaan adalah: 1. Penjualan uap panas bumi Hingga akhir 2015, Perusahaan menjual uap panas bumi kepada PT PLN (Persero) dan Independent Power Producer melalui Perjanjian Jual Beli Uap (PJBU) dengan jangka waktu sampai dengan 30 tahun setelah Tanggal Beroperasi Komersial.

Main marketing strategies of the Company are seen below: • Geothermal steam sales As far as 2015, the Company sold its geothermal steam to PT PLN (Persero) and Independent Power Producer through Steam Sales Contract (PJBU) with a period of 30 years after Commercial Operation Date.

Penjualan uap panas bumi dilakukan sesuai dengan ketetapan pada Perjanjian Jual Beli Uap (PJBU). Dengan demikian tidak terdapat tuntutan hukum atau denda terkait dengan penjualan produk. [G4-PR9]

The sales on geothermal steam is conducted based on stipulations stated in Steam Sales Contract (PJBU). Hence, there was no lawsuit or fine made against the sales of product.

124

[G4-PR9]






2. Penjualan listrik Perusahaan menjual tenaga listrik yang dihasilkan dari Pembangkit Tenaga Listrik Tenaga Panas Bumi (PLTP) milik Perusahaan ke PT PLN (Persero) melalui Perjanjian Jual Beli Listrik (PJBL) dengan jangka waktu sampai dengan 30 tahun setelah Tanggal Operasi Komersial.

2. Electricity sales The Company sells electricity generated by its own Geothermal Power Plant (PLTP) to PT PLN (Persero) through Energy Sales Contract (PJBL) within a period of 30 years after Commercial Operation Date.

Kegiatan Pemasaran Perusahaan telah berhasil menandatangani perjanjian jual beli dengan beberapa pihak, diantaranya: • PT PLN (Persero) untuk Perjanjian Jual Beli Uap di Lahendong Unit I, II, III & IV; Ulubelu Unit I & II; Hululais Unit I & II dan Sungai Penuh Unit I & II. Adapun Perjanjian Jual Beli Listrik untuk Kamojang Unit IV, Kamojang Unit V, Ulubelu Unit III & IV, Karaha Unit I, Lumut Balai Unit I, II, III & IV dan Lahendong Unit V & VI. • PT Indonesia Power untuk Perjanjian Jual Beli Uap Kamojang Unit I, II & III. • PT Dizamatra Powerindo untuk Perjanjian Jual Beli Uap Sibayak Unit I & II.

Marketing Activities The Company has succeeded signing purchase and sale agreement with several parties, among others are: • PT PLN (Persero) for Steam Sales Contract of Lahendong Unit I, II, III & IV; Ulubelu Unit I & II Hululais Unit I & II and Sungai Penuh Unit I & II; whereas Energy Sales Contract were developed for Kamojang Unit IV, Kamojang Unit V, Ulubelu Unit III & IV, Karaha Unit I, Lumut Balai Unit I, II, III & IV and Lahendong Unit V & VI. • PT Indonesia Power for Steam Sales Contract of Kamojang Unit I, II & III. • PT Dizamatra Powerindo for Steam Sales Contract of Sibayak Unit I & II.

Pangsa Pasar Dengan beroperasinya PLTP Kamojang Unit V, maka total produksi daya listrik dan uap panas bumi setara listrik pada tahun 2015 mencapai 437 MW. Jumlah tersebut meliputi 30,38% dari total produksi nasional daya listrik dan uap panas bumi setara listrik. Penguasaan pasar oleh Perusahaan mengalami peningkatan dibandingkan tahun sebelumnya sebesar 28,64%.

Market Share With the operation of PLTP Kamojang Unit V, then the total production of electricity power and geothermal equivalent to electricity in 2015 reached 437 MW, in which 30.38% derived from the total national production of electrical power and geothermal equivalent to electricity. The Company’s power in market share encountered an increase compared to the previous year by 28.64%.

Secara keseluruhan, total kapasitas PLTP terpasang di Indonesia sebesar 1.438,5 MW, yang berarti naik dibandingkan 2014 yang sebanyak 1.403,5 MW.

Overall, the total installed capacity of PLTP in Indonesia achieved 1,438.5 MW, which depicted an increase from 1,403.5 MW in 2014.

Kebijakan Dividen

Dividend Policy

Perusahaan merupakan anak perusahaan PT Pertamina (Persero). Dengan demikian kebijakan pembagian dividen dilakukan dengan mengacu kepada kebijakan PT Pertamina (Persero) dan ditetapkan dalam Rapat Umum Pemegang Saham (RUPS) tanggal 30 Mei 2014 yang telah diaktakan oleh Marianne Vincentia Hamdani S.H., dengan Akta Nomor 20 tanggal 16 Juni 2014, dan RUPS tanggal 3 November 2015 yang telah diaktakan oleh Marianne Vincentia Hamdani S.H., dengan Akta Nomor 48 tanggal 17 November 2015.

As a subsidiary of PT Pertamina (Persero), the Company’s dividend policy refers to that of the parent company and stipulated in General Meeting of Shareholders (GMS) dated May 30th, 2014, which developed into a deed by Marianne Vincentia Hamdani S.H. with Notary Number 20 dated June 16th, 2014, and GMS dated November 3rd, 2015, which developed into a deed by Marianne Vincentia Hamdani S.H. with Notary Number 48 dated November 17th, 2015.


125



Total deviden tahun buku 2015 yang dibagikan adalah USD30.49 juta, dengan jumlah deviden kas per saham sebesar USD43.89 dan payout ratio 35,83%.



Total dividend per share of fiscal year 2015 was USD30.49 million, with cash dividend per share in the amount of USD43.89 and payout ratio at 35.83%.

Keterangan | Description

Jumlah | Total

Pengumuman dividen pada tahun 2014 yang berhubungan dengan laba bersih tahun 2013 Declaration of dividend in 2014 pertaining to profit in 2013

8,707

Pengumuman dividen pada tahun 2015 yang berhubungan dengan laba bersih tahun 2014 Declaration of dividend in 2015 pertaining to profit in 2014

30,488

Dalam ribuan USD | In thousand USD

Program Kepemilikan Saham Oleh Pekerja dan/ atau Manajemen (ESOP/MSOP)

Stock Ownership Program By Employee and/or Management (ESOP/MSOP)

Perusahaan tidak memiliki kebijakan terkait program kepemilikan saham Perusahaan oleh pekerja dan/atau manajemen. Hal ini dikarenakan Perusahaan merupakan anak perusahaan PT Pertamina (Persero) yang sahamnya dimiliki sepenuhnya oleh Negara. Dengan demikian tidak ada informasi kepemilikan saham pekerja atau manajemen yang dapat disampaikan dalam pelaporan ini.

The Company has no policies related to stock ownership program by employee and/or management as it is a subsidiary of PT Pertamina (Persero) whose shares are completely owned by the State. Hence, there is naught information of stock ownership by employees nor management that can be stated in this report.

Realisasi Penggunaan Dana Hasil Penawaran Umum

Realized Fund Utilization Of Proceeds From Public Offering

Hingga akhir periode pelaporan, Perusahaan belum pernah melakukan penawaran umum saham. Kondisi ini berkaitan dengan jenis Perusahaan yang bersifat tertutup dan menjadi anak perusahaan milik Negara. Dengan demikian, laporan ini tidak dapat memberikan informasi mengenai realisasi penggunaan dana hasil penawaran saham umum.

Extending to the end of reporting period, the Company has never performed public offering. This condition relates to the nature of business of the Company, which is private and that it is a subsidiary of a state-owned company. Therefore, this report has no capacity to provide information regarding the realized fund utilization of proceeds from public offering.

Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi Atau Restrukturisasi Utang/ Modal

Material Information on Investment, Expansion, Divestment, Business Merger/ Fusion, Acquisition or Restructuring of Debt/ Capital

Perusahaan dengan dukungan dari PT Pertamina (Persero) telah menyiapkan peta jalan dengan mengalokasikan investasi sebesar USD646.12 juta.

The Company with the support of PT Pertamina (Persero) has allocated an investment road map of USD646.12 million.

126






Biaya investasi tersebut akan digunakan untuk membiayai, diantaranya: • Kegiatan investasi Business Development (BD), yaitu melanjutkan pengembangan 7 proyek geothermal terdiri dari: Ulubelu Unit III & IV, Lahendong Unit V & VI, Lumut Balai Unit I & II, Karaha, Lumut Balai Unit III & IV, Hululais, dan Sungai Penuh. Rencana kegiatan investasi BD meliputi penyiapan infrastruktur, pemboran sumur pengembangan (produksi dan injeksi), uji produksi, penyiapan Front End Engineering Design (FEED), Engineering Procurement Construction and Commissioning (EPCC) dan pembangunan PLTP skala kecil untuk memanfaatkan uap yang tidak terserap atau tidak dapat dialirkan kedalam sistem pemipaan.

The investment cost will be used to finance, among others:

• Kegiatan investasi Non-BD terutama investasi di Area operasi eksisting untuk kelancaran operasi dan mempertahankan produksi, meliputi pemboran sumur-sumur make up, pengadaan instalasi atau fasilitas pendukung operasi, Harta Benda Modal (HBM) bergerak, bangunan dan kegiatan eksplorasi prospek Bukit Daun.

• Non-BD investment activities mainly in existing operation Areas for the continuity of operation and production maintenance, which include make-up well drilling, installation procurement or operation supporting facilities, movable Capital Asset (HBM), buildings and exploration activities of Bukit Daun prospect.

Di tahun 2015, Perusahaan tidak melakukan transaksi terkait Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/Modal.

In 2015, the Company did not perform any transactions related to Expansion, Divestment, Business Merger/Fusion, Acquisition or Restructuring of Debt/Capital.

Informasi Transaksi Material Mengandung Benturan Kepentingan Dan/Atau Transaksi Dengan Afiliasi

Information Of Material Transactions Containing Conflict Of Interests And/Or Transactions With Affiliations

Transaksi Dengan Pihak Yang Memiliki Hubungan Istimewa /Afiliasi Sesuai dengan karakteristik Perusahaan, Perusahaan mempunyai relasi dengan PT Pertamina (Persero) dan anak perusahaan lain di bawah induk Perusahaan yang sama. Transaksi ini meliputi pembiayaan, pembebanan imbalan kerja pekerja perbantuan, pembebanan biaya bunga, biaya asuransi, dividen dan transaksi penyerahan barang/jasa lainnya.

Transactions with Special Related Parties/Affiliations

Dukungan finansial dari PT Pertamina (Persero) juga diberikan kepada Perusahaan melalui surat No. 022/H00000/2015-S4, tanggal 19 Januari 2015 yang menegaskan bahwa Pertamina, selaku induk perusahaan akan terus memberikan dukungan finansial kepada Perusahaan dalam kegiatan investasi dan operasi. Dukungan ini dilakukan untuk periode yang sedikitnya satu tahun sejak tanggal surat tersebut dibuat.

Financial support given by PT Pertamina (Persero) to the Company was stated through a letter Number 022/H00000/2015-S4, dated January 19th, 2015, which emphasized that Pertamina, as the parent company would continue to provide financial support to the Company in the event of investments and operations. This particular support would be conducted at minimum of one year since the letter was developed.

• Business Development investment activities, which concentrates on developing 7 geothermal projects, namely Ulubelu Unit III & IV, Lahendong Unit V & VI, Lumut Balai Unit I & II, Karaha, Lumut Balai Unit III & IV, Hululais, and Sungai Penuh. The activities include infrastructure groundwork, development well drilling (production and injection), production test, preparation of Front End Engineering Design (FEED), Engineering Procurement Construction and Commissioning (EPCC) and small scale of PLTP developments to utilize unabsorbed steam or that cannot be streamed into pipeline system.

In accordance to the Company’s characteristics, it has relations to PT Pertamina (Persero) and other subsdiaries under one holding company. Such transactions are financing, employee benefits expenses, charging of interest, insurance cost, dividend and transaction of other delivery of goods/services.


127



Di samping itu, Perusahaan juga mempunyai hubungan dengan pihak-pihak terkait dalam melakukan transaksi, yaitu:

Pemegang Saham | Shareholders



Apart from the above, the Company also develops relations with related parties in performing transactions, namely:

PT. Pertamina dan PT. Pertamina Dana Ventura PT. Pertamina and PT. Pertamina Dana Ventura PT PLN (Persero) dan entitas anak PT PLN (Persero) and its subsidiaries PT Indonesia Power

Pemerintah Government Related Entities

PT Bank Negara Indonesia (Persero), Tbk PT Bank Mandiri (Persero), Tbk PT Bank Rakyat Indonesia (Persero), Tbk PT Rekayasa Industri (Persero) PT Pertamina Hulu Energi (PHE) dan entitas anak PT Pertamina Hulu Energi (PHE) and its subsidiaries PT Pertamina Bina Medika (Pertamedika) PT Pertamina Training & Consulting (PTC) PT Tugu Pratama Indonesia (TPI)

Afiliasi sesama anak perusahaan Affiliates

PT Pertamina EP PT Pertamina Drilling Services Indonesia (PDSI) PT Patra Jasa PT Pertamina Retail PT Mitra Tours & Travel (Mitra)

Semua transaksi tersebut diatas, diungkapkan dalam ‘Catatan atas Laporan Keuangan’.

All the above-mentioned transactions are articulated in ‘Notes to Financial Statements’.

Transaksi Dengan Pihak Berelasi Sepanjang 2015, Perusahaan melakukan transaksi dengan pihak berelasi, yakni pihak yang memiliki hubungan kepemilikan maupun sifat lain. Definisi pihak berelasi yang dipakai adalah sesuai dengan yang diatur dalam PSAK No. 7 (Revisi 2010), mengenai “Pengungkapan Pihak Berelasi”.

Transactions with Related Parties Throughout 2015, the Company conducted transactions with related parties, such as those with ownership or other characteristics. Definition of related parties refers to PSAK Number 7 (Revision 2010) on “Related Parties Disclosures”.

128






Sifat Hubungan Nature of Relationship

Pihak Berelasi Related Party

Bentuk Transaksi Type of Transaction

Pemegang Saham Shareholders

Pertamina PT Pertamina Dana Ventura

Pembelian dari Pertamina merupakan pembelian bahan bakar minyak untuk kepentingan proyek-proyek panas bumi. Purchases from Pertamina were fuel purchase for the use of geothermal projects.

Entitas di bawah pengendalian yang sama Entities under similar controlling

PT Pertamina Hulu Energi PT Pertamina Bina Medika PT Pertamina Training & Consulting PT Pertamina EP PT Tugu Pratama Indonesia PT Pertamina Drilling Services Indonesia PT Patra Jasa PT Mitra Tours & Travel PT Pertamina Retail PT Pertamina Lubricants PT Pertamina Gas

Pembelian barang dan jasa Purchase of goods and services

Entitas berelasi dengan Pemerintah Entities related to the Government

PT PLN (Persero) & entitas anak PT Indonesia Power PT Rekayasa Industri (Persero) PT Waskita Karya (Persero) PT Telekomunikasi Indonesia Tbk Bank BNI Bank Mandiri Bank BRI

Penjualan uap dan listrik, pembelian jasa serta pendapatan bunga yang berasal dari Bank milik Negara. Sales of steam and electricity, purchase of services as well as interest income derived from State Owned Banks.

Tingkat Kesehatan Perusahaan 2015

The Company’s Level of Performance 2015

Sepanjang tahun 2015, Perusahaan telah memenuhi target kinerja yang ditetapkan RKAP berdasarkan tingkat kesehatan perusahaan dengan kriteria A (sehat).

Throughout 2015, the Company has met the performance targets set by the level of corporate health RKAP with A (healthy) criteria.

Indikator Indikator

Bobot Weight

RKAP RKAP

Hasil Audit Audited

% RKAP % of RKAP

Skor Score

1

2

3

4 (3:2)

5

Kinerja Keuangan | Financial Performance

70

51

57

112

78.2

Kinerja Pertumbuhan | Growth Performance

20

2

1

50

10.0

Kinerja Administrasi | Administration Performance

10

10

10

100

10.0

Skor Total | Total Score

100

63

68

108

98.2

BBB (Kurang Sehat) BBB (Less Healthy)

A (Sehat) A (Healthy)

Kriteria | Criteria


129





Laporan Sinergi Perseroan Dengan Anak Perusahaan Dan Afiliasi Pertamina Report of Company’s Synergy with Pertamina’s Subsidiaries and Affiliations

2014 No

Nama Perusahaan Bentuk Sinergi Company's Name Synergize

2015

Pendapatan Revenue

Beban Expense

Pendapatan Revenue

Beban Expense

1

PT Pertamina Drilling Kesepakatan bersama jasa pemboran dan/atau Services Indonesia jasa pendukung lainnya untuk sumur-sumur panasbumi di seluruh proyek geothermal Joint agreement on drilling services and/or other supporting services for geothermal wells in the entire geothermal projects.

-

USD66.02 juta | million

-


2


Penyediaan BBM untuk kegiatan operasional Perusahaan di proyek dan area Procurement of fuel for operational activities of Company in projects and areas

-


-


3

PT Pertamina Pelaksanaan training, pengadaan konsultan Training & Consulting perorangan dan pengadaan pekarya/ outsourcing Implementation of training, procurement of consultancy for individuals and procurement of outsourcing

-

USD289 ribu | thousand

-


4

PT Pertamina Bina Medika

Penyediaan layanan kesehatan, medical check up, medical evacuation bagi seluruh pekerja dan klinik on site untuk seluruh area dan proyek Health service providers, medical check up, medical evacuation for all employees and on-site clinics for all areas and projects

-


-


5

PT Prima Armada Raya

Penyediaan Kendaraan Ringan Penumpang untuk seluruh proyek Light Vehicles providers for all projects

-

-

-


6

PT Patra Jasa

Penyedia jasa akomodasi (hotel) Accommodation service providers (hotel)

-


-


7

PT Tugu Pratama Indonesia

Asuransi Directors and Officers (D&O) Liability, properti dan cost of well control Insurance for Directors and Officers (D&O) Liability, Property and Cost of Well Control

-


-


130






2014 No

8

9

10

11

Nama Perusahaan Bentuk Sinergi Company's Name Synergize PT Mitra Tours & Travel

PT Pertamina Retail

PT Pertamina Lubricants

PT Pertamina Dana Ventura

2015

Pendapatan Revenue

Beban Expense

Pendapatan Revenue

Beban Expense

Penyediaan tiket dan akomodasi bagi pekerja Ticket and accommodation providers for employees

-


-


Kerjasama pengisian BBM/kendaraan operasional Cooperation in refueling/operational vehicles

-


-


Pengadaan Air Mineral BRIGHT Procurement of BRIGHT Mineral Water

-

-

-


Kontrak pengadaan pelumas untuk keperluan seluruh proyek dan area Procurement contract for lubricants used for all projects and areas

-


-


• Pembiayaan kepemilikan/renovasi rumah dengan agunan dan pinjaman tanpa agunan dengan bunga ditanggung Perusahaan dalam program CHOP (Car & Home Ownership Program) Financing on houses’ ownership/renovations with collateral and loan without collateral with interests borne by the Company in CHOP program (Car & Home Ownership Program)

-

Rp9.35 miliar | billion

-


• PKPP (Pembiayaan Kesejahteraan Pekerja Pertamina) PKPP (Pertamina’s Employee Welfare Program) -


-


-


-


TOTAL


131





Pencapaian Key Performance Indicators 2015 Achievement of Key Performance Indicators 2015 INDIKATOR KINERJA UTAMA MAIN PERFORMANCE INDICATOR

FREQ MONITORING FREQ MONITORING

SATUAN UNIT

Laba Bersih Perusahaan | Net Profit of Company

TRI-WULANAN | Quarterly

US$ Juta | Million US$

EBITDA Margin


%

Net cashflow from operation


US$ Juta | Million US$

I. FINANCIAL Financial Excellence : 1

II. OPERATIONAL Pencapaian Kinerja Produksi | Achievement of Production Performance 2

Volume Produksi Geothermal (Basis Listrik) Geothermal Production Volume (Base of Electricity) Faktor Kesiapan Produksi (EAF) | Equivalent Availability Factor (EAF)

3

Tambahan Ketersediaan Uap di Kepala Sumur Additional Steam Availability in Well-Head

4

Laporan Keuangan Audited 2014 | Audited Financial Report in 2014

BULANAN | Monthly

GWh

BULANAN | Monthly

%


MW

TAHUNAN | Annually

Hari Kerja | Working Day

III. BUSINESS DEVELOPMENT / CUSTOMER SATISFACTION INDIVIDUAL PERFORMANCE CONTRACT

Pencapaian Realisasi Investasi Achievement of Investment Realization 5

6

a. Program | Program


%

b. Fisik | Physical


%

TAHUNAN | Annually

Dokumen | Document


%

Amandemen Kontrak PJBU & PJBL Contract Amendment of PJBU & PJBL

IV. People & Organizational Management 7

Organization Capital Readiness Key Position with Successor | Key Position with Successor Performance Achievement Assurance

8

PROPER

TAHUNAN | Annually

# Hijau/Emas

Audit Sustainability Skala Internasional International Scale Audit Sustainability

TAHUNAN | Annually

%

Pengelolaan Risiko | Risk Management


%


%

Quality Management 9

Knowledge Asset Capitalization & CIP Value Creation

TOTAL BOBOT:

Boundary KPIs

1

TRIR


Ratio

2

Number of Accidents (NoA)


# cases

3

GCG Implementation Compliance


%

4

Auditor Opinion

TAHUNAN | Annually

Opini | Opinion

BULANAN | Monthly

US$ cent/KWh


%


%

Operating Cost/Unit 1 2

Other Operational Metrics

Company Investment Program

132

3 4

Operating Cost/KWh Tindak lanjut temuan audit internal & eksternal Follow-up to the findings of internal & external audit Organization Capital Readiness Ketepatan Manajemen Kinerja | Accuracy of Performance Management Quality Management

TAHUNAN | Annually

%

5

Tindak Lanjut OFI to AFI QMA | Follow-up of OFI to AFI QMA Emission Reduction


%

6

Audit Internal Sistem Manajemen Pengamanan Internal Audit of Security Management System


score

7

Utilisasi ERP Utilization of ERP


%

1

Proyek Pengembangan Kamojang Unit V Project Development of Kamojang Unit V

2

Proyek Pengembangan Ulubelu Unit III & IV Project Development of Ulubelu Unit III & IV

3

Proyek Pengembangan Karaha Unit I Project Development of Karaha Unit I

4

Proyek Pengembangan Lahendong Unit V & VI Project Development of Lahendong Unit V & VI

5

Proyek Pengembangan Lumut Balai Unit I & II Project Development of Lumut Balai Unit I & II



BOBOT (%) WEIGHT (%)



TARGET ANNUAL | ANNUAL TARGET BASE STRETCH

REALISASI REALIZATION


DEVIASI DEVIATION

30

PERFORM. 35%

5

69,80

73,29

85,13

120%

6%

15

72,68

73,60

77,60

120%

18%

10

65

70

68,51

114%

40

11% 48%

10

2929,24

3075,70

3056,82

117%

12%

10

86,93

91,28

95,22

120%

12%

10

60

80

94,63

120%

12%

10

H0

H-2

H-2

120%

20

12% 21%

10

100

100

100

100%

5

80

85

93,69

120%

6%

5

1

3

1

95%

5%

10

10%

12%

2

90

95

100

120%

2

1/1

2/1

1

120%

2%

2

90

100

137,5

120%

2%

2

98,6

100

100

120%

2%

2

95

100

100

120%

100

2%

2% 116%

-

0,9

-

0,36

0%

-

0

-

0

0%

-

87

-

90,56

0%

0%

-

WTP

-

WTP

0%

0%

-

2,89

-

2,86

Good

-

80

-

99,20

Good

-

90

-

97,91

Good

-

90

-

100

Good

-

25

-

61,21

Good

-

77

-

84,93

Good

-

97

-

100

Good

0%

6 Proyek Pengembangan Lumut Balai Unit III & IV Project Development of Lumut Balai Unit III & IV 7 Proyek Pengembangan Hululais Unit I & II Project Development of Hululais Unit I & II 8 Proyek Pengembangan Sungai Penuh Unit I Project Development of Sungai Penuh Unit I 9 Area Geothermal Geothermal Area


133





Perubahan Peraturan Perundang-Undangan

Amendments of Legislation

Pemerintah Indonesia memberlakukan Undang-Undang No.21/2014 Tentang Panas Bumi. Undang-undang tersebut merupakan revisi dari Undang-Undang No.27/2003 Tentang Panas Bumi. Pemberlakuan Undang-Undang ini membawa pengaruh signifikan terhadap Perusahaan, dimana dalam Ketentuan Peralihan Pasal 78 ayat (1) huruf a menegaskan bahwa semua kuasa pengusahaan sumber daya Panas Bumi yang telah ada sebelum berlakunya Undang-Undang ini termasuk yang saat ini dimiliki oleh Perusahaan sebagai dasar pengusahaan panas bumi, dinyatakan tetap berlaku selama 30 tahun terhitung sejak diundangkannya Undang-Undang ini.

The Government of Indonesia ratified Law Number 21 Year 2014 concerning Geothermal, which is an amendment to Law Number 27 Year 2003 concerning Geothermal. The legalization of this law brought a significant influence to the Company, where in the Transitional Provisions Article 78 paragraph (1) letter a, it clearly states that all resources development of geothermal that has existed prior to the stipulation of this Law including those owned by the Company as a foundation to geothermal business, are declared remain in effect within 30 years starting from the enactment of this Law.

Dengan demikian Perusahaan hanya memiliki jangka waktu 30 tahun sejak tanggal 17 September 2014 untuk menjalankan kegiatan usahanya di 12 WKP berdasarkan kuasa pengusahaan sumber daya panas bumi tersebut, dan setelah jangka waktu tersebut berakhir maka dapat diperpanjang menjadi Izin Panas Bumi dan kegiatan usahanya dilaksanakan sesuai dengan ketentuan Undang-Undang ini.

Therefore, the Company only has a period time of 30 years since September 17th, 2014 in order to conduct its business activities in 12 WKP based on the geothermal working areas; and after the determined period of time is settled, it may transformed into Geothermal License with its business activities complied to the related Law.

Sehubungan dengan ketentuan tersebut, Perusahaan juga telah mengembalikan 2 WKP (Kotamobagu dan Iyang Argopuro) kepada Pemerintah yang mana sampai dengan tanggal 31 Desember 2014 belum dilakukan kegiatan eksploitasi di kedua WKP tersebut. Hal ini juga sejalan dengan amanah Pasal 86 Peraturan Pemerintah Nomor 70 Tahun 2010 tentang Perubahan atas Peraturan Pemerintah Nomor 59 Tahun 2007 tentang Kegiatan Usaha Panas Bumi.

In accordance to the stipulation, the Company also has returned 2 WKP (Kotamobagu and Iyang Argopuro) to the Government, of which up until December 31st, 2014 there were no exploitation activities in both two WKP. It also in line with the mandate of Article 86 of Governmental Regulation Number 70 Year 2012 concerning Amendment to the Governmental Regulation Number 59 Year 2007 concerning Geothermal Business Activities.

Selain itu, pengaruh signifikan lainnya dari Undang-Undang ini adalah dibukanya peluang bagi kegiatan pengusahaan panas bumi di kawasan hutan konservasi melalui izin pemanfaatan jasa lingkungan sebagaimana diatur dalam Pasal 82, dan adanya kewajiban pemberian bonus produksi kepada Pemerintah Daerah yang wilayah administratifnya meliputi Wilayah Kerja yang bersangkutan sebagaimana diatur dalam Pasal 83.

Additionally, other significant impacts of this particular Law were the opportunity of geothermal business activities in conservation forest through service utilization permit of environment as regulated in the Article 82, and the obligation of production bonus conferral to the Local Government, of which its administrative areas included the concerned Working Areas that are regulated under the Article 83.

Beberapa perubahan peraturan perundang-undangan lainnya, yang juga berpengaruh signifikan terhadap Perusahaan diantaranya sebagai berikut:

Several other amendments of legislations, which also affected significantly the Company, among others are:

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No 1

2




Perubahan Peraturan Perundang-undangan Amendments of Legislations

Perubahan Signifikan Significant Amendments

Peraturan Pemerintah Nomor 108 Tahun 2015 tentang Perubahan atas Peraturan Pemerintah Nomor 28 Tahun 2011 tentang Pengelolaan Kawasan Suaka Alam dan Kawasan Pelestarian Alam Governmental Regulation Number 108 Year 2015 concerning Amendment to the Governmental Regulation Number 28 Year 2011 concerning Management of natural Protected Areas and Natural Conservation Areas

Pemanfaatan panas bumi untuk pembangkitan listrik dapat dilakukan pada kawasan hutan konservasi

Peraturan Bank Indonesia Nomor 17/3/PBI/2015 tentang Kewajiban Penggunaan Rupiah di Wilayah Negara Kesatuan Republik Indonesia Regulation of Bank Indonesia Number 17/3/PMBI/2015 concerning Obligation of Rupiah Use in the Region of Republic of Indonesia

Kewajiban penggunaan rupiah berlaku terhadap amandemen perjanjian yang sudah ada maupun perjanjian -perjanjian baru yang akan dibuat. Obligation of rupiah use is in effect to the amendment of existing agreement or new agreements to be made.

Utilization of geothermal for the purpose of electricity generation may be of use to the conservation forest

Kebijakan Akuntansi

Accounting Policies

Mata Uang Asing dan Transaksi Lindung Nilai Catatan atas perubahan kebijakan akuntansi dan dampaknya terhadap Perusahaan disajikan dalam Laporan Keuangan Tahun 2015 yang telah diaudit, khususnya pada pengungkapan 3.b. Perubahan kebijakan akuntansi dan pengungkapan.

Foreign currencies and Hedging Notes over amendments of accounting policies and its effects to PT Pertamina Geothermal Energy is presented in the 2015 Financial Statements that has been audited, particularly in the disclosure of 3.b. Amendments of accounting policies and its disclosures.

Secara umum, terdapat beberapa Pernyataan Standar Akuntansi Keuangan (PSAK) yang mulai berlaku efektif sejak tanggal 1 Januari 2015, yaitu PSAK 1 dan 24, namun seluruhnya tidak berpengaruh signifikan terhadap kegiatan, kinerja, pencatatan keuangan, dan organisasi Perusahaan.

In general, there are several Statements of Financial Accounting Standard that has been effected since January 1st, 2015, namely PSAK 1 and 24, but it has no impacts towards activities, performance, financial records, and the Company’s organization.

Informasi dan Fakta Material Setelah Tanggal Laporan Keuangan Laporan keuangan Perusahaan diterbitkan pada tanggal 18 Februari 2016. Setelah tanggal tersebut, hingga terbitnya laporan tahunan ini, tidak terdapat peristiwa penting yang dapat mempengaruhi pengambilan keputusan terkait pelaporan keuangan.

Information and Material Facts After the Publication of Financial Statements Financial Statements of the Company was published on February 18th, 2016. Within the period of post-published date extended to the publication of this annual report, there are no records of important events that could affect any decision makings related to the financial statements.

Dasar Penyusunan Laporan Keuangan Akun pencatatan dalam laporan keuangan Perusahaan disusun berdasarkan konsep akrual, kecuali pencatatan laporan arus kas yang menggunakan metode langsung. Di samping itu, pencatatan nilai keuangan disusun berdasarkan konsep harga perolehan, kecuali dinyatakan lain di dalam ‘catatan atas Laporan Keuangan’.

Foundation of Financial Statements Records of accounts stated in the Company’s financial statements were developed based on accrual concept, except cash flow statement that used direct method. In addition to that, records of financial value were compiled based on historical cost concept except stated otherwise in “Notes to Financial Statements”.

Perubahan Kebijakan Akuntansi Laporan Keuangan Perusahaan disusun berdasarkan Standar Akuntansi Keuangan (SAK) di Indonesia, yang merujuk pada the International Financial Reporting Standard (IFRS). Semua kebijakan akuntansi diterapkan secara konsisten dan tidak ada perubahan pada dasar penetapan metode akuntansi selama tahun buku 2015. Demikian pula, tidak terdapat penyajian kembali (restatement) pada akun dan pos-pos laporan keuangan tahun sebelumnya.

Changes in Accounting Policies Financial Statements of the Company was developed based on Financial Accounting Standards (SAK) in Indonesia, which refers to the International Financial Reporting Standard (IFRS). All accounting policies were implemented consistently and there were no changes to determinant basis of accounting methos as far as 2015. Moreover, restatements were not found in accounts and items of the previous financial statements.


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TATA KELOLA PERUSAHAAN Good Corporate Governance





/ Tata Kelola Perusahaan Good Corporate Governance

PT Pertamina Geothermal Energy (Perusahaan) terus berupaya menerapkan tata kelola perusahaan yang baik (Good Corporate Governance/GCG). Perusahaan senantiasa mematuhi setiap regulasi dan melaksanakan praktik-praktik tata kelola, guna mendukung upaya menjadi perusahaan pengelola panas bumi terkemuka di Indonesia. PT Pertamina Geothermal Energy (Company) continues to implement Good Corporate Governance (GCG). The Company consistently complies to regulations and conduct practices of Good Corporate Governance in order to enhance the efforts in becoming the leading geothermal company in Indonesia.

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Tata Kelola Perusahaan Good Corporate Governance



Struktur Tata Kelola Perusahaan Yang Baik

Structure of Good Corporate Governance

Komitmen kepatuhan Perusahaan terhadap regulasi yang ada terwujud dalam struktur Tata Kelola Perusahaan yang Baik. Sesuai dengan Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas, Organ Perusahaan terdiri dari Rapat Umum Pemegang Saham, Direksi dan Dewan Komisaris. Perusahaan juga memiliki satuan kerja yang membantu Direksi dan 2 komite yang membantu Dewan Komisaris yaitu Komite Audit dan Manajemen Risiko, dan Komite Investasi.

The Company’s act of commitment to compliance towards the prevailing regulations is embodies in the structure of Good Corporate Governance. As per Law Number 40 Year 2007 concerning Limited Liability Company, the Company’s Organ consists of General Shareholders Meeting, Board of Directors and Board of Commissioners. The Company also has working unit assisting the Board of Directors and 2 committees supporting the Board of Commissioners, namely Audit Committee and Risk Management, and Investment Committee.

Struktur Tata Kelola Perusahaan yang Baik di Perusahaan [G4-34, G4-38]

Structure of Company's Good Corporate Governance

Rapat Umum Pemegang Saham General Meeting of Shareholder


Corporate Secretary

Dewan Komisaris Board of Commissioners

Komite Audit dan Manajemen Risiko Audit and Risk Management Committee

Internal Audit

Komite Investasi Investment Committee

Komitmen Terhadap Tata Kelola Perusahaan Yang Baik

Commitment To Good Corporate Governance

Bagi Perusahaan, implementasi Tata Kelola Perusahaan yang Baik yang dilaksanakan secara konsisten dan berkesinambungan akan meningkatkan kenyamanan bekerja dan mendorong seluruh insan Perusahaan untuk bekerja secara optimal. Implementasi Tata Kelola Perusahaan yang Baik dan menyeluruh merupakan salah satu aspek penting untuk menentukan pertumbuhan dan keberlanjutan Perusahaan. Maka, Perusahaan berkomitmen untuk menjadikan Tata Kelola Perusahaan yang Baik sebagai bagian dari budaya Perusahaan yang mencakup 3 hal utama, yaitu budaya kerja keras, budaya disiplin, dan budaya bersyukur. Nilai-nilai budaya yang telah ditetapkan oleh Perusahaan akan menjadi panduan pedoman perilaku bagi seluruh elemen Perusahaan. Nilai-nilai budaya kerja ini diharapkan dapat terinternalisasi serta dipraktikan sebagai pedoman perilaku dalam aktivitas kerja dan operasional sehari-hari.

For the Company, the implementation of Good Corporate Governance that is conducted in a consistent and sustainable manner will improve the comfort of work and encourage all employees of the Company to work optimally. A thorough implementation of Good Corporate Governance is believed to be the essential aspect in determining the growth and sustainability of the Company. Hence, the Company commits to have the related aspect part of its culture in which has 3 primary points, which are the culture of hard work, discipline, and appreciative. These culture values that are instilled by the Company will be the guideline of code of condut to all elements in the Company. Moreover, it is anticipated to be internalized and practiced within day-to-day work and operational activities.


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Landasan dan Tujuan Penerapan Tata Kelola Perusahaan

Foundation and Purposes of The Implementation of Good Corporate Governance

Prinsip-prinsip Tata Kelola Perusahaan yang Baik Prinsip-prinsip tata kelola yang diterapkan oleh Perusahaan mengacu pada:

Principles of Good Corporate Governance Principles of Good Corporate Governance implemented by the Company refer to:

1. Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas. 2. Undang-Undang Nomor 5 Tahun 1999 tentang Larangan Praktek Monopoli dan Persaingan Usaha Tidak Sehat. 3. Anggaran Dasar Perusahaan. 4. Peraturan Pemerintah Nomor 12 Tahun 1998 tentang Perusahaan Perseroan (Persero), Jo Peraturan Pemerintah Nomor 45 Tahun 2001 tentang Perubahan Atas Peraturan Pemerintah Nomor 12 Tahun 1998 tentang Perusahaan Perseroan (Persero). 5. Peraturan Menteri BUMN Nomor Per-12/MBU/ 2012 tentang Organ Pendukung Dewan Komisaris/ Dewan Pengawas BUMN. 6. Peraturan Menteri Negara BUMN No.PER-01/MBU/2011 tanggal 1 Agustus 2011 juncto Peraturan Menteri Negara BUMN No.PER-09/MBU/2012 tanggal 6 Juli 2012 Tentang Penerapan Tata Kelola Perusahaan yang Baik pada Badan Usaha Milik Negara. 7. Pedoman Umum GCG Indonesia, Komite Nasional Kebijakan Governance, 2006. 8. Pedoman Komisaris Independen, Komite Nasional Kebijakan Governance, 2004.

1. Law Number 40 Year 2007 concerning Limited Liability Company. 2. Law Number 5 Year 1999 concerning Prohibition of Monopolistic Practices and Unfair Business Competition. 3. Company’s Articles of Association. 4. Governmental Regulation Number 12 Year 1998 concerning Limited Liability Company, juncto the Governmental Regulation Number 45 Year 2001 concerning Amendment to Governmental Regulation Number 12 Year 1998 concerning Limited Liability Company (Persero). 5. Regulation of Minister of State-Owned Enterprises Number Per-12/MBU/2012 concerning Supporting Organs of Board of Commissioners/Board of Supervisors of the State-Owned Enterprises. 6. Regulation of Minister of State-Owned Enterprises Number PER-01/MBU/2011 dated August 1, 2011 juncto the Regulation of Minister of State-Owned Enterprises Number PER-09/ MBU/2012 dated July 6, 2012 concerning Implementation of Good Corporate Governance in State-Owned Enterprises. 7. General Code of Indonesia’s GCG, the National Committee on Governance Policy, 2006. 8. Code of Independent Commissioner, the National Committee on Governance Policy, 2004.

Perusahaan menjadikan pelaksanaan Tata Kelola Perusahaan yang Baik sebagai dasar proses dan mekanisme dalam pengelolaan Perusahaan dengan berdasarkan prinsip-prinsip:

The Company practices the implementation of Good Corporate Governance as the foundation of process and mechanism in managing the Company by setting these principles:

1. Transparansi, yaitu keterbukaan dalam proses pengambilan keputusan serta keterbukaan dalam mengungkapkan informasi material dan relevan mengenai Perusahaan. 2. Akuntabilitas, yaitu kejelasan fungsi, pelaksanaan dan pertanggungjawaban organ sehingga pengelolaan perusahaan terlaksana secara efektif.

1. Transparency, which is openness within decision making as well openness in disclosing relevant and material information concerning the Company. 2. Accountability, which is a clarity of function, implementation and responsibility of an organ so that the management of company shall be realized effectively.

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3. Pertanggungjawaban, yaitu kesesuaian di dalam pengelolaan perusahaan terhadap peraturan perundangundangan dan prinsip-prinsip korporasi yang sehat. 4. Kemandirian, yaitu keadaan di mana perusahaan dikelola secara profesional tanpa benturan kepentingan dan pengaruh/tekanan dari pihak manapun yang tidak sesuai dengan peraturan perundang-undangan dan prinsip-prinsip korporasi yang sehat. 5. Kewajaran, yaitu keadilan dan kesetaraan di dalam memenuhi hak-hak pemangku kepentingan yang timbul berdasarkan perjanjian dan peraturan perundang-undangan.

3. Responsibility, which is a congruity found in company’s management oriented to legislations and healthy corporate principles. 4. Independence, which is a circumstance in which company is being managed professionally without conflict of interests and influences/oppressions from any parties that are not in congruence with legislations and healthy corporate principles.

Tujuan Implementasi Tata Kelola Perusahaan yang Baik

Purposes of Good Corporate Governance Implementation

Tujuan penerapan GCG adalah sebagai berikut: a. Mewujudkan Perusahaan yang berkinerja tinggi, memiliki daya saing kuat, baik nasional maupun internasional dengan optimalisasi nilai dan implementasi prinsip transparansi, akuntabilitas, pertanggungjawaban, kemandirian, dan kewajaran dalam proses bisnis Perusahaan. b. Memaksimalkan nilai Perusahaan, meningkatkan kemandirian Organ Perusahaan dan mendorong pengelolaan Perusahaan secara profesional, transparan dan efisien. c. Mendorong organ Perusahaan agar dalam membuat keputusan dan melakukan tindakan dilandasi nilai moral yang tinggi dan kepatuhan terhadap peraturan perundangundangan yang berlaku, serta kesadaran akan adanya tanggung jawab sosial Perusahaan terhadap para pemangku kepentingan. d. Meningkatkan kontribusi Perusahaan dalam perekonomian nasional. e. Menarik minat dan menjaga kepercayaan investor.

Purposes of GCG implementation are as follow: a. Realizing a Company with high performance, strong competitiveness, both national and international by optimizing values and implementation of principles of transparency, accountability, responsibility, independence, and fairness within the Company’s business process. b. Maximixing the Company’s values, improving the independence of Company’s Organ and encouraging the Company’s management in a professional, transparence and efficient manner. c. Encouraging the Company’s organ in its process of decision making and in its conduct to be based on high moral values and compliance to the prevailing legislations, as well as aware of corporate social responsibility towards the stakeholders.

5. Fairness, which is justice and equality in fulfilling the rights of stakeholders, which emerge based on agreements and legislations.

d. Improving the Company’s contribution in national economic. e. Attracting interest and maintaining trust of investors.


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Roadmap Tata Kelola Perusahaan Yang Baik

Roadmap of Good Corporate Governance

Implementasi Tata Kelola Perusahaan yang Baik selalu selaras dengan visi, misi, tujuan, dan strategi, serta ruang lingkup Perusahaan untuk dapat terus berkembang di bidang pengelolaan dan pemanfaatan energi panas bumi. Oleh karena itu, pembangunan, pengembangan dan penerapan Tata Kelola Perusahaan yang Baik dilakukan secara bertahap. Perusahaan memiliki Peta Jalan (Roadmap) Tata Kelola Perusahaan yang Baik yang telah dirumuskan pada tahun 2007. Peta Jalan tersebut berfungsi sebagai sarana untuk memantau perkembangan dan melakukan evaluasi implementasi Tata Kelola di Perusahaan pada saat ini dan di masa datang. Penilaian Tata Kelola Perusahaan yang Baik dilaksanakan secara berkala untuk mengetahui pencapaian implementasi Tata Kelola Perusahaan yang Baik dan menerapkan tindakan perbaikan dan penyempurnaan yang diperlukan.

Implementation of Good Corporate Governance stands to be consistently in tune with vision, mission, purposes, and strategies as well as scope of work of the Company so as to continuously keep developing in the business of geothermal management and utilization. Hence, its development, expansion and implementation of Good Corporate Governance should be carried out gradually. The Company has Roadmap of Good Corporate Governance that has been formulated since 2007. It functions as a mean to monitor development and evaluate the implementation of the Company’s Good Corporate Governance periodically with the purpose of recognizing its achievements and also providing necessary improvements.

Gambar berikut menunjukkan tahapan dan implementasi Tata Kelola Perusahaan yang Baik:

Illustration below shows stages and periods of implementation of Good Corporate Governance:

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periode






Implementasi Tata Kelola Perusahaan Yang Baik

Implementation Of Good Corporate Governance

Tata kelola perusahaan yang baik (Good Corporate Governance/ GCG) memastikan standar etika sesuai dengan ketentuan yang berlaku. Perusahaan selalu mengedepankan prinsip-prinsip GCG sepanjang tahun 2015.

A Good Corporate Governance (GCG) ensures standards of ethic to be consistently aligned with stipulations in effect. The Company continuously prioritized GCG principles throughout 2015.

Selain itu, Perusahaan telah merancang dan menetapkan berbagai kebijakan dan perangkat untuk mengembangkan tata kelola perusahaan yang baik yang sistematis dan efektif antara lain mencakup: • Pedoman Tata Kelola Perusahaan • Pedoman Etika Usaha dan Tata Perilaku • Kesepakatan Bersama Dewan Komisaris dan Direksi dalam Board Manual • Whistleblowing System (WBS) • Penanganan Konflik Kepentingan • Koordinator Penerapan dan Pemantauan Tata Kelola Perusahaan yang Baik • Pengisian GCG Online System • Sosialisasi Tata Kelola Perusahaan yang Baik • Program "PGE Bersih" • Kewajiban Laporan Harta Kekayaan Penyelenggara Negara • Pelaksanaan Penilaian Implementasi Tata Kelola Perusahaan yang Baik.

Additionally, the Company has constructed and determined a set of policies and tools to expand a systematic and effective Good Corporate Governance, among others including:

Pedoman Tata Kelola Perusahaan Pedoman Tata Kelola Perusahaan ditetapkan oleh Direktur Utama dan Komisaris Utama pada tanggal 1 Januari 2008. Pedoman tersebut telah diperbaharui pada tahun 2013 dan 2014 dan telah disosialisasikan kepada organ Perusahaan, pekerja dan pemangku kepentingan Perusahaan.

Code Of Corporate Governance Code of Corporate Governance of the Company was ratified by the President Director and President Commissioner on January 1st, 2008. It has been updated in 2013 and 2014 and has been socialized to the Company’s organ, employees and stakeholders.

Pedoman Tata Kelola ini mencakup: Prinsip-Prinsip Tata Kelola Perusahaan, Pedoman Bagi Organ Perusahaan, Pedoman Bagi Pemangku Kepentingan, Pedoman Kebijakan Perusahaan, dan Pelaksanaan Pedoman Tata Kelola Perusahaan.

This Code of Corporate Governance includes: Principles of Corporate Governance, Guidelines for the Company’s Organs, Guidelines for the Stakeholders, Guidelines of the Company’s Policies, and implementation of the Code of Corporate Governance.

Sebagai bentuk upaya sosialisasi dan transparansi, Pedoman Tata Kelola Perusahaan ini juga dapat dilihat di website Perusahaan: http://www.pge.pertamina.com/CorporateGovernance.pdf.

As an effort to socialization and transparency, the Code of Corporate Governance is also available on the Company’s website: http://www.pge.pertamina.com/CorporateGovernance.pdf.

• Code of Corporate Governance • Code of Business Ethics and Conduct • Joint Agreement of the Board of Commissioners and Board of Directors in Board Manual • Whistleblowing System (WBS) • Handling of Conflict of Interests • Coordinator of Implementation and Monitoring of Good Corporate Governance • Filling out GCG Online System • Socialization of Good Corporate Governance • Program of “PGE Bersih” • Obligation of Wealth Official State Report (LHKPN) • Assessment of Good Corporate Governance Implementation


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Pedoman Etika Usaha dan Perilaku Perusahaan berkomitmen melaksanakan operasional bisnis yang sehat dan beretika. Untuk itu, Perusahaan telah menyusun Pedoman Etika Usaha dan Tata Perilaku (Code of Conduct). [G4-



Code Of Business Ethics And Conduct The Company has its commitment in executing healthy and ethical business operations. Therefore, it has established the Code of Business Ethics and Conduct (Code of Conduct). [G4-14]

14]

Pedoman Etika Usaha dan Tata Perilaku merupakan bentuk kesungguhan Perusahaan untuk menerapkan tata kelola perusahaan yang baik dalam setiap kegiatan operasional. Manajemen dan seluruh pekerja pada setiap jabatan wajib memahami Pedoman Etika Usaha dan Tata Perilaku, sebagai dasar penerapan perilaku untuk melaksanakan bisnis yang sehat dan beretika. [G4-57]

The Code of Conduct serves as the Company’s actual dedication to implement Good Corporate Governance in each operational activity. Management and all employees in each position are obligated to understand the Code of Conduct, as a foundation to implementation of conduct in a healthy and ethical business. [G4-

Pedoman Etika Usaha dan Tata Perilaku memuat pokok-pokok sebagai berikut: • Prinsip-prinsip Tata Kelola Perusahaan yang Baik • Etika Usaha Perusahaan Meliputi standar etika hubungan dengan para pemangku kepentingan dan standar etika terkait aspek khusus meliputi kebijakan akuntansi dan keuangan, pemberian donasi, dan transaksi afiliasi. • Standar Tata Perilaku Meliputi standar perilaku terkait hubungan kerja antar pekerja, hubungan atasan dan bawahan, lingkungan kerja yang bebas dari diskriminasi, pelecehan, perbuatan asusila, ancaman dan kekerasan serta standar perilaku terkait aspek khusus antara lain pengaturan benturan kepentingan, gratifikasi, penyuapan, aktivitas sosial dan politik. • Pelaksanaan Etika Usaha dan Tata Perilaku Meliputi penerapan etika usaha dan tata perilaku, sosialisasi dan internalisasi, pelaporan, penanganan dan penegakan pelanggaran serta pembaruan/revisi Pedoman Etika Usaha dan Tata Perilaku.

The Code of Conduct containts these main points below:

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57]

• Principles of Good Corporate Governance • The Company’s Business Ethics This is to include standard of ethics on relationship with stakeholders and standard of ethics on special aspect encompassing policy on accounting and finance, conferral of donations, and affiliation transaction. • Standards of Conduct This is to include standards of conduct related to work relationships among employees, employer and employee relationships, harassment, sexual misconduct, threats and violences as well as standards of conduct on special aspect, such as arrangement on conflict of interests, gratifications, briberies, social and politic activities. • Implementation of Code of Conduct This is to include implementation of code of conduct, socialization and internalization, reporting, handling and upholding of violations as well as updates/revisions of the Code of Conduct.






Pedoman Etika Usaha dan Tata Perilaku ditetapkan oleh Direktur Utama dan Komisaris Utama pada tanggal 1 Januari 2008, dan telah diperbaharui pada 29 Mei 2013. Perusahaan telah menerbitkan Buku Pedoman Etika Usaha dan Tata Perilaku Perusahaan, yang selanjutnya didistribusikan kepada seluruh pekerja. Buku tersebut diharapkan menjadi pedoman bagi setiap pekerja, dalam menjalankan operasional Perusahaan dan aktivitas pekerjaan mereka.

Code of Corporate Governance of the Company was ratified by the President Director and President Commissioner on January 1st, 2008 and revised on May 29th, 2013. The Company has published the Handbook of Code of Conduct, to which then distributed to all employees. The handbook is anticipated to be the guideline for all employees in carrying out the Company’s operational and activities within their scope of work.

Pedoman Etika Usaha dan Tata Perilaku juga dapat dilihat di situs Perusahaan: http://www.pge.pertamina.com/coc.pdf.

The Handboook of Code of Conduct may also be viewed on the Company’s website: http://www.pge.pertamina.com/coc.pdf.

Sepanjang tahun 2015, tidak ada jumlah pelanggaran kode etik yang diterima. Seluruh jajaran Perusahaan pada setiap tingkat jabatan, secara profesional memberikan pernyataan komitmen untuk melaksanakan Pedoman Etika Usaha dan Tata Perilaku. Setiap bentuk pelanggaran terhadap Pedoman Etika Usaha dan Tata Perilaku, akan dijatuhi sanksi berdasarkan pada Perjanjian Kerja Bersama (PKB) yang telah disepakati, serta peraturan perundang-undangan yang berlaku. [G4-58]

Throughout 2015, there was no violation of the code of ethics is acceptable. The Company, in a professional manner, always provides a statement of commitment to perform the Code of Conduct. Each act of violation to the Code of Conduct will be given a punishment based on the established Collective Labor Agreement (PKB) as well as the prevalent legislations. [G4-58]

Kesepakatan Bersama Dewan Komisaris dan Direksi dalam Board Manual Dalam rangka pengelolaan Perusahaan yang sehat dan beretika, salah satu upaya yang telah dilakukan adalah penyusunan dan implementasi Board Manual untuk Dewan Komisaris dan Direksi. Board Manual merupakan naskah kesepakatan antara Dewan Komisaris dan Direksi yang bertujuan untuk: 1. Menjadi pedoman dalam melaksanakan tugas pokok dan fungsi kerja masing-masing organ; 2. Meningkatkan kualitas dan efektifitas hubungan kerja antar organ; dan 3. Menerapkan prinsip-prinsip Good Corporate Governance yakni transparansi (transparency), akuntabilitas (accountability), pertanggungjawaban (responsibility), kemandirian (independency) dan kewajaran (fairness).

Joint Agreement of the Board of Commissioners and Board of Directors in Board Manual In the purpose of managing a healthy and ethical Company, an endeavor that has been conducted was a preparation and implementation of Board Manual for the Board of Commissioners and Board of Directors. The Board of Manual serves as a document of agreement between these two boards with the purpose of: 1. Becoming a guidance in performing main duties and work function of each organ; 2. Improving the quality and effecitivity of inter-organ work relationships; and 3. Implementing the principles of Good Corporate Governance, which are transparency, accountability, responsibility, independence and fairness.

Board Manual diberlakukan oleh Direktur Utama dan Komisaris Utama pada tanggal 29 Mei 2013, dan telah diperbaharui pada 28 November 2014.

The Board Manual was endorsed by President Director and President Commissioner on May 29th, 2013 and has been updated on November 28th, 2014.


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Whistleblowing System Pengawasan terhadap penerapan Pedoman Etika Usaha dan Tata Perilaku dilakukan secara terus menerus, sebagai bagian dalam pelaksanaan tata kelola perusahaan yang baik. Pengaduan atas pelanggaran Pedoman Etika Usaha dan Perilaku dapat dilakukan melalui Whistleblowing System (WBS). [G4-57, G4-58]

Whistleblowing System Control towards the implementation of Code of Conduct is realized unceasingly, as a part of Good Corporate Governance. Complaints on violating the Code of Conduct may be submitted through Whistleblowing System (WBS). [G4-57, G4-58]

Perusahaan telah membangun WBS sejak tahun 2011, sebagai upaya penanganan pengaduan yang lebih tanggap, transparan, aman dan bertanggung jawab. WBS dibentuk sesuai dengan TKO Nomor B-004/PGE400/2010-S0 tanggal 23 November 2010.

The Company has established WBS since 2011, as an endeavor of complaints handling that is more perceptive, secure, safe, and responsible. The presence of WBS was founded based on TKO Number B-004/PGE400/2010-S0 dated November 23rd, 2010.

Pelapor menyampaikan laporan dalam bentuk surat dengan disertai dokumen pendukung yang diperlukan. Laporan ini dapat disampaikan melalui salah satu diantara cara berikut:

The informant submits its report in a letter supplemented with supporting document as required. This report shall be submitted through one of means below:

Kotak Surat | Mailbox: PGE.WBS PO BOX 2920 JKP Jakarta 10029

Email: [email protected]

WBS bertujuan untuk mendeteksi secara dini potensi terjadinya permasalahan akibat suatu pelanggaran dan meminimalisasi risiko yang dihadapi Perusahaan yang timbul akibat dari pelanggaran baik dari segi keuangan, operasi, hukum, keselamatan kerja, dan reputasi Perusahaan. WBS juga bertujuan untuk memberikan laporan yang independen, bebas dan rahasia bagi pihak pelapor. WBS menjaga kerahasiaan identitas pelapor dengan tujuan memberikan perlindungan kepada pelapor dan anggota keluarga atas tindakan balasan dari terlapor atau organisasi. Pelapor yang memberikan laporan palsu akan dikenakan sanksi sesuai dengan peraturan perundang-undangan yang berlaku.

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Website: www.pge.pertamina.com/wbs

WBS aims to detect potential of issues that may occur due to a violation in advance and minimize risks that may be dealt with the Company. It may be triggered by violations related to finance, operation, legal, work safety, and the Company’s reputation. Moreover, WBS also intends to present independent, unrestricted and confidential report for the informant party. It protects the confidentiality of the informants’ identities with the intention of providing safety to the information and its families for any responses from the reported party or organization. Informations with false report will be subjected to punishments as per the prevalent legislations.

Jumlah Pengaduan Whistleblowing System Total Complaints of Whistleblowing System






Sosialisasi WBS ditingkat internal disampaikan melalui presentasi yang diberikan kepada seluruh pekerja, sementara di tingkat eksternal melalui website Perusahaan.

Internal socialization of WBS shall be conveyed through presentations that are given to all employees, meanwhile at the external level the Company’s website is accessible.

Selama tahun 2015, tidak ada pekerja Perusahaan ataupun Stakeholders Perusahaan yang menyampaikan laporan pengaduan melalui media WBS ini.

Throughout 2015, there were no employees of the Company not Stakeholders, who have submitted report of complaints through this WBS media.

Penanganan Konflik Kepentingan [G4-41] Pedoman Konflik Kepentingan (Conflict of Interest) Nomor A002/ PGE400/2010-S0 tanggal 23 November 2010 memberikan arahan dan acuan bagi seluruh Insan Perusahaan berkenaan dengan potensi benturan kepentingan yang mungkin terjadi di lingkungan Perusahaan. Pedoman ini bertujuan agar potensi benturan kepentingan tersebut ditangani sesuai dengan prinsip-prinsip Tata Kelola Perusahaan yang Baik sehingga tetap menjunjung tinggi etika dan praktik bisnis yang sehat dan mencegah kecurangan serta penyimpangan perilaku lainnya.

Handling Of Conflict Of Interests [G4-41] The Code of Conflict of Interest Number A002/PGE400/2010-S0 dated November 23rd, 2010 dictates directions and references to all employees of the Company in regards to potentials of conflict of interests that may occur in the environment of the Company. The Code aims to address any potentials of conflict of interests based on the principles of Good Corporate Governance in order to uphold sound business ethics and practices as well as to avert deception and other diversion acts.

Setiap tahun, Direksi, Dewan Komisaris dan Pekerja mengisi Pernyataan Potensi Konflik kepentingan (Conflict of interest), yang terdiri atas: • Pernyataan Tidak Berbenturan Kepentingan. • Pemberitahuan Potensi Benturan Kepentingan (diisi apabila yang bersangkutan memiliki potensi benturan kepentingan).

Each year, the Board of Directors, Board of Commissioners, and Employees shall be responsible to complete a Statement of Conflict of Interests, which consists of: • Statement of No Conflict of Interests. • Announcement of Conflict of Interests (to be filled out if the concerned has conflict of interests).


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Koordinator Penerapan dan Pemantauan GCG (KPPG) Koordinator Penerapan dan Pemantauan Tata Kelola Perusahaan yang Baik dijabat oleh Direktur Keuangan, sesuai dengan Surat Perintah Direktur Utama Nomor: Prin-174/ PGE000/2015-S0 tanggal 25 Maret 2015, dengan tugas dan tanggung jawab antara lain mengkoordinasikan penerapan, pemantauan, penegakan dan pemenuhan Tata Kelola di Perusahaan yang Baik serta mengelola isu-isu kepatuhan di dalam Perusahaan dan meyakinkan bahwa Perusahaan dan para pekerjanya telah menerapkan dan menegakkan Tata Kelola Perusahaan yang Baik dalam pelaksanaan bisnis Perusahaan.

Coordinator Of Implementation And Monitoring Of GCG Coordinator of Implementation and Monitoring of Good Corporate Governance is officiated by Finance Director, in accordance with Letter of Order of President Director Number Prin-174/PGE000/2015-S0 dated 25th March 2015, with duties and responsibilities, among others to coordinate implementation, monitoring, upholding and fulfilling of Good Corporate Governance as well as to manage compliance issues within the Company and ensure that the Company along with its employees have executed and upheld Good Corporate Governance in the long run of Company’s business.

Penunjukan ini sesuai dengan Peraturan Menteri Negara BUMN Nomor PER-01/MBU/2011 tanggal 1 Agustus 2011 pasal 19 ayat (2) yang menyatakan bahwa salah seorang Anggota Direksi ditunjuk oleh Rapat Direksi sebagai penanggung jawab dalam penerapan dan pemantauan Tata Kelola Perusahaan di BUMN yang bersangkutan.

This appointment is line with the Regulation of Minister of StateOwned Enterprises Number PER-01/MBU/2011 dated 1st August 2011 article 19 paragraph 19 (2), which dictates a member of the Board of Directors is to be appointed by Meeting of the Board of Directors, as the person in charge in the related implementation and monitoring of Good Corporate Governance.

Pengisian GCG Online System Sejak tahun 2012 Perusahaan telah mengembangkan sebuah GCG Online System dimana semua pekerja wajib untuk mengisi formulir GCG Online system yang mencakup:

Filling Out GCG Online System Since 2012, the Company has developed a GCG Online System, of which all employees are obligated to fill in the form of GCG Online System that includes below:

• Gratifikasi Formulir yang harus diisi adalah formulir penerimaan dan/ atau pemberian gratifikasi yaitu; 1. Setiap terjadi penerimaan dan/atau pemberian gratifikasi

• Gratification Form that must be filled in is a form of acceptance and/or conferral of gratification: 1. Each time acceptance and/or conferral of gratification is occurred 2. Quarterly, if there is no acceptance and/or conferral of gratification.

2. Triwulanan apabila tidak ada penerimaan dan/atau pemberian gratifikasi. • Pernyataan Potensi Konflik kepentingan (Conflict of interest) Diisi setahun sekali. Formulir yang harus diisi : 1. Pernyataan Tidak Berbenturan Kepentingan 2. Pemberitahuan Potensi Benturan Kepentingan (diisi apabila pekerja memiliki potensi benturan kepentingan).

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• Statement of Conflict of Interests Must be filled out once a year. Forms that must be filled out: 1. Statement of No Conflict of Interests 2. Announcement of Conflict of Interests (must be filled out if the employee has conflict of interests).






• Etika Usaha dan Tata Perilaku (Code of Conduct) Insan Perusahaan Diisi setahun sekali. Formulir yang harus diisi: Pernyataan Komitmen Insan Perusahaan terhadap Pedoman Etika Usaha dan Tata Perilaku (Code of Conduct).

• The Code of Conduct of the Company

Pengisian GCG Online System dapat dilakukan dengan mengakses http://portal.pge.pertamina.com. Dengan adanya GCG Online System, manajemen Perusahaan berharap agar seluruh pekerja dapat mengisi GCG Online System tepat waktu dan mengimplementasikannya dalam setiap aktivitas bisnis Perusahaan.

The filling out of GCG Online System shall be conducted by accessing http://portal.pge.pertamina.com. With the existence of GCG Online System, the Company’s management anticipates all employees are able to fill out the forms in a timely manner and implement the efforts in each business activity of the Company.

Sosialisasi Tata Kelola Perusahaan Yang Baik Selama tahun 2015 telah dilaksanakan sosialisasi Tata Kelola di kantor pusat yang juga disaksikan oleh pekerja di seluruh area dan proyek Perusahaan melalui video conference. Sosialisasi dilaksanakan dengan tema Pencegahan Korupsi di Perusahaan dan mengundang Badan Pengawasan Keuangan dan Pembangunan (BPKP) sebagai narasumber.

Socialization Of Good Corporate Governance Throughout 2015, socialization on Corporate Governance has been held at head office witnessed by employees in all areas and project of the Company through video conference. It was conducted based on a theme of Prevention of Corruption in Companies and invited the Supervisory Body of Finance and Development as speaker.

Dengan diadakannya sosialisasi Tata Kelola ini diharapkan dapat memberikan arahan dan penjelasan bagi seluruh insan Perusahaan untuk mencegah dilakukannya tindakan korupsi serta penyimpangan perilaku lainnya, sehingga dapat mendorong terlaksananya etika bisnis yang tinggi dalam pengelolaan perusahaan.

By having the socialization of Corporate Governance, it is anticipated that it might serve directions and explanations to all employees of Company in order to prevent corruptions as well as other irregularities, so that it might encourage positive business ethics in the management of the Company.

Below is the form that must be filled out once a year: Statement of Commitment of the Company towards the Code of Conduct.


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Program “PGE Bersih” : Bersih Dari Korupsi Segenap Insan Perusahaan telah berkomitmen untuk melakukan aktivitas Perusahaan secara sehat dan beretika berdasarkan prinsip-prinsip Tata Kelola Perusahaan yang Baik. Implementasi Tata Kelola Perusahaan yang Baik merupakan kebutuhan dan prasyarat untuk mewujudkan perusahaan yang bersih dan terbebas dari budaya korupsi. Berbagai upaya yang telah dilakukan untuk mewujudkan hal tersebut antara lain:

"PGE Bersih" Program: Clean from Corruption The Company has put all of its efforts in a commitment to conduct sound and ethical activities based on the principles of Good Corporate Governance. An implementation of Good Corporate Governance serves as a requirement and precondition to actualize a clean and free from a culture of corruption. Several endeavors have been conducted to realize the purpose, among others are as follow:

• Membangun Tata Nilai Luhur dan Integritas Nilai-nilai luhur yang dianut Perusahaan telah dirumuskan dalam Pedoman Etika Usaha dan Tata Perilaku. Dengan pedoman ini diharapkan dapat membentuk karakter dan perilaku Insan Perusahaan yang bertanggung jawab dan beretika dalam menjalankan aktivitas operasional Perusahaan dengan menjunjung tinggi tata nilai perusahaan yaitu Clean, Competitive, Customer focused, Confident, Commercial dan Capable.

• Building Integrity and Noble Values Noble values that are embraced by the Company have been stated in the Code of Conduct. This code is projected to shape characters and conducts of the Company’s employees, of which will be more responsible and ethical in executing the Company’s operational activities by upholding corporate values, namely Clean, Competitive, Customer focused, Confident, Commercial and Capable.

• Membangun Sistem Tata Kerja Berbagai sistem dan prosedur telah dibuat untuk memberikan kejelasan aturan main dalam melakukan aktivitas operasional perusahaan. Sistem dan prosedur tersebut dibuat dengan memperhatikan prinsip-prinsip transparansi, akuntabilitas, responsibilitas, kemandirian dan kewajaran. Kejelasan aturan main tersebut dapat mencegah prilaku yang menyimpang seperti konflik kepentingan, korupsi, penyalahgunaan wewenang dan jabatan.

• Building Work Procedure System A number of systems and procedures have been made to provide a defined regulations in executing company’s operational activities. Such systems and procedures are established by considering the principles of transparency, accountability, responsibility, independence and fairness. The regulation may prevent irregularities, such as conflict of interests, corruptions, misuse of authorities and positions.

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• Pemantauan dan Penegakan Untuk mengetahui sejauh mana efektivitas sistem tata kerja yang telah diimplementasikan oleh Perusahaan perlu dilakukan pemantauan secara berkala oleh fungsi tertentu yang mandiri. Pengawasan perlu dilakukan baik oleh pihak internal maupun eksternal. Penguatan fungsi Internal Audit mutlak diperlukan untuk mendukung efektivitas pemantauan dan penegakan aturan main yang telah ditetapkan perusahaan. Selain itu pengawasan melekat oleh atasan langsung serta penerapan reward dan punishment yang jelas dan objektif turut berperan dalam mendukung efektivitas sistem tata kerja yang telah ditetapkan.

• Monitoring and Enforcement In order to recognize to what extent the effectivity of work procedure system has been implemented by the Company, a periodical monitoring must be in place under the management of an independent function. Such monitoring must be conducted both by internal and external party. Strengthening the Internal Monitoring Unit function is absolutely required to support the effectivity of monitoring and upholding of regulations that are set by the Company. Additionally, inherent supervision by immediate supervisor as well as implementation of reward and punishment are clearly and objectively contributes to support the effectiveness of the established work procedure system.

Untuk mewujudkan keberhasilan Program PGE BERSIH dan mencegah praktik korupsi serta penyalahgunaan wewenang di lingkungan Perusahaan, Perusahaan telah melaksanakan sosialisasi Tata Kelola Perusahaan yang Baik kepada seluruh pekerja dengan tema Pencegahan Korupsi di Perusahaan, dengan mengundang BPKP sebagai narasumber. Tema tersebut merupakan bagian dalam komitmen Perusahaan tentang Anti Korupsi dan Anti Gratifikasi. GCG Online System juga memfasilitasi insan Perusahaan untuk melaporkan penerimaan dan/atau pemberian gratifikasi.

Having to actualize the succession of the Program of "PGE BERSIH" and prevent corruptions as well as misuse of authorities, the Company has effected a socialization of Good Corporate Governance to all employees under the theme of Prevention of Corruptions in Companies, by inviting BPKP as speaker. The related theme served as part of the Company’s commitment in regards to Anti-Corruption and Anti-Gratification. Likewise, the GCG Online System facilitates the Company upon the report of acceptance and/or conferral of gratification.

Kewajiban Laporan Harta Kekayaan Penyelenggara Negara Sebagai anak perusahaan PT Pertamina (Persero), pejabat Perusahaan dalam tingkat jabatan tertentu, diwajibkan menyampaikan Laporan Harta Kekayaan Penyelenggara Negara (LHKPN). Sesuai Surat Keputusan Direktur Utama PT Pertamina (Persero) No.56/C00000/2013-S0 tertanggal 19 September 2013, pejabat Perusahaan yang harus menyampaikan LHKPN, adalah:

Obligation Of Wealth State Official Report

1. Direksi. 2. Komisaris. 3. Vice President/setara 4. Manajer/setara.

As a subsidiary of PT Pertamina (Persero), the Company’s officials with certain positions, are obligated to submit Wealth State Official Report (LHKPN). In accordance with the Letter of Decree of President Director of PT Pertamina (Persero) Number 56/ C00000/2013-S0 dated September 19th, 2013, the Company’s officials who are obligated to submit LHKPN are as follow:

1. Board of Directors. 2. Board of Commissioners. 3. Vice President/its equivalent. 4. Manager/its equivalent.


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Penilaian Implementasi Tata Kelola Perusahaan Yang Baik Pelaksanaan penilaian implementasi tata kelola perusahaan yang baik bertujuan untuk mengidentifikasi bidang-bidang penerapan tata kelola perusahaan di Perseroan yang mendekati atau telah mencapai praktik terbaik (best practices) maupun bidang-bidang yang belum mendekati atau mencapai best practices serta mendapatkan umpan balik berupa rekomendasi perbaikan untuk lebih meningkatkan pelaksanaan tata kelola perusahaan di kemudian hari.



Assessment of Implementation of Good Corporate Governance Assessment of implementation of Good Corporate Governance intends to identify sectors of implementation of corporate governance in the Company, which are close to or have achieved best practices, or those sectors that have yet to achieve best practices as well as have received feedbacks in the form of improvement recommendations for the sake of future implementation of corporate governance.

Penilaian implementasi tata kelola perusahaan yang baik dilaksanakan pada periode tahun 2014 dengan skor sebesar 91,04 yang dilakukan oleh assessor independen yakni PT Sinergi Daya Prima. Untuk tahun 2015, Perseroan tidak melakukan assessment GCG. Fokus pelaksanaan di tahun 2015 adalah untuk menindaklanjuti rekomendasi assessment GCG tahun 2014. Selanjutnya, penilaian implementasi tata kelola perusahaan yang baik akan dilaksanakan untuk periode tahun 2016.

The assessment of implementation of Good Corporate Governance was conducted in the period of 2014 with score of 91.04. It was conducted by an independent assessor, PT Sinergi Daya Prima. In 2015, the Company did not carry out an assessment to GCG as it focused on following up recommendation conveyed in the 2014 GCG assessment. The upcoming assessment will take place in the period of 2016.

Rencana Pengembangan Tata Kelola Perusahaan Tahun 2016

Development Plan of Corporate Governance in 2016

Dalam rangka terus mempertahankan konsistensi implementasi tata kelola perusahaan yang baik, Perusahaan memiliki rencana kerja pengembangan tata kelola perusahaan tahun 2016 sebagai berikut:

In order to continuously maintaining the consistency of Good Corporate Governance implementation, the Company constructed a work plan for corporate governance development in 2016, which are as follow:

1. Penyusunan/pembaharuan Dokumen tata kelola perusahaan 2. Pengisian GCG online system oleh seluruh Pekerja 3. Pengisian LHKPN oleh Direksi dan Pekerja yang belum menyampaikan LHKPN 4. Sosialisasi tata kelola perusahaan 5. Pengelolaan Whistleblowing System 6. Pelaksanaan GCG Assessment

1. Preparation/renewal of corporate governance document 2. Filling Out of GCG online system by all Employees 3. Filling out of LHKPN by the Board of Directors and Employees who have yet submitted its LHKPN 4. Socialization of corporate governance 5. Management of Whistleblowing System 6. Implementation of GCG Assessment

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Rapat Umum Pemegang Saham (RUPS) [G4-40, G4-44,

General Meeting of Shareholders (GMS) [G4-40, G4-44,

G4-49]

G4-49]

Rapat Umum Pemegang Saham (RUPS) merupakan organ Perusahaan dengan kekuasaan dan wewenang tertinggi. Wewenang ini tidak diberikan kepada Direksi atau Dewan Komisaris dalam batas yang ditentukan oleh Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas dan/atau Anggaran Dasar Perusahaan.

General Meeting of Shareholders (GMS) functions as the Company’s organ holding the highest duties and authorities. Such authorities are not assigned to the Board of Directors or Board of Commissioners in a limited set of time, which is determined by the Law Number 40 Year 2007 concerning Limited Liability Company and/or the Company’s Articles of Association.

Kewenangan RUPS antara lain mengangkat dan memberhentikan anggota Dewan Komisaris dan Direksi, menyetujui perubahan Anggaran Dasar, menyetujui Laporan Tahunan dan mengesahkan Laporan Keuangan, menetapkan bentuk dan jumlah remunerasi anggota Dewan Komisaris dan Direksi, serta mengesahkan Rencana Kerja dan Anggaran Perusahaan (RKAP).

The authorities of GMS, among others are to appoint and dismiss members of the Board of Commissioners and Board of Directors, approve the amendment of Articles of Association, consent Annual Report and ratify Financial Statement, determine the form and nominal of remuneration of members of the Board of Commissioners and Board of Directors, as well as ratify the Company’s Work Plan and Budget (RKAP).

RUPS terdiri dari: • RUPS Tahunan yang diselenggarakan setiap tahun buku selambat-lambatnya 6 bulan setelah tahun buku Perusahaan ditutup. • RUPS Luar Biasa yaitu Rapat Umum Pemegang Saham yang diadakan sewaktu-waktu berdasarkan kebutuhan.

GMS consists of: • Annual GMS, which is held each fiscal year at the least 6 months after the Company’s fiscal year is closed.

Pemegang saham dapat juga mengambil keputusan yang sah tanpa mengadakan RUPS secara fisik, dengan ketentuan semua pemegang saham telah diberitahu secara tertulis dan semua pemegang saham memberikan persetujuan mengenai usul yang diajukan secara tertulis tersebut serta menandatangani persetujuan tersebut, yang disebut juga Keputusan Pemegang Saham Secara Sirkuler.

The shareholders shall have the responsible to practice a legitimate decision making without to hold GMS physically, under the premise that all shareholders have been notified by a writen statement and all of shareholders provide written consent on the proposed recommendations as well as signed the agreement, which also recognized as Circular Resolutions.

Selama tahun 2015, telah dilaksanakan 1 kali RUPS Tahunan dan 16 RUPS Luar Biasa yang dilaksanakan secara sirkuler.

As far as 2015, the Company has held 1 Annual GMS and generated 16 Extraordinary GMS circulars.

• Extraordinary GMS, which is General Shareholders Meeting that held whenever it is necessary.


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RUPS Tahunan RUPS Tahunan dilaksanakan pada hari Kamis, 26 Februari 2015, dengan agenda rapat sebagai berikut:

Annual GMS The Annual GMS was held on Thursday, February 26th, 2015, with agenda as seen below:

1. Penyampaian Laporan Tahunan Tahun Buku 2014. 2. Persetujuan Laporan Tahunan termasuk Pengesahan Laporan Keuangan Perusahaan Disertai Pemberian Pelunasan dan Pembebasan Tanggung Jawab Sepenuhnya (acquit et de charge) kepada Direksi dan Dewan Komisaris. 3. Penetapan Penggunaan Laba Tahun Buku 2014. 4. Penunjukkan Kantor Akuntan Publik (KAP) untuk Tahun Buku 2015. 5. Penetapan Penghargaan atas Kinerja (Tantiem) kepada Direksi dan Dewan Komisaris.

1. Submission of Annual Report for Fiscal Year 2014. 2. Authorization of Annual Report including Ratification of the Company’s Financial Statement Supplemented by Release and Discharge of Full Responsibility (acquit et de charge) to the Board of Directors and Board of Commissioners. 3. Determination of Profit Usage for Fiscal Year 2014. 4. Appointment of Public Accounting Firm (KAP) for Fiscal Year 2015. 5. Determination of Award for Performance (Tantiem) to the Board of Directors and Board of Commissioners.

Hasil RUPS Tahunan 2015 adalah sebagai berikut:

Results of Annual GMS 2015 are as described below:

1. Menyetujui Laporan Tahunan Perusahaan untuk tahun buku 2014 serta mengesahkan Laporan Keuangan Perusahaan untuk tahun buku yang berakhir 31 Desember 2014 beserta penjelasannya yang telah diaudit Kantor Akuntan Publik (KAP) Tanudiredja, Wibisana dan Rekan dengan pendapat “wajar dalam semua hal yang material”. 2. Memberikan pelunasan dan pembebasan sepenuhnya dari tanggung jawab (Acquit et decharge) kepada Direksi atas tindakan pengurusan dan kepada Dewan Komisaris atas tindakan pengawasan yang dilakukan dalam Tahun Buku yang berakhir 31 Desember 2014 sepanjang : • Tindakan tersebut tercermin dalam Laporan Tahunan Perusahaan (termasuk Laporan Keuangan) Tahun Buku yang berakhir 31 Desember 2014. • Tindakan tersebut bukan merupakan tindak pidana. 3. Menetapkan penggunaan laba bersih Perusahaan tahun buku yang berakhir 31 Desember 2014 akan ditentukan kemudian dalam RUPS terpisah secara sirkuler. 4. Memberikan kuasa dan melimpahkan kewenangan kepada Dewan Komisaris Perusahaan untuk menetapkan Kantor Akuntan Publik (KAP) dalam melakukan pemeriksaan atas laporan keuangan perusahaan untuk tahun buku yang berakhir 31 Desember 2015 berikut besaran nilai jasanya, sesuai ketentuan dan peraturan yang berlaku, dengan ketentuan bahwa KAP yang ditunjuk Perusahaan sama dengan KAP yang ditunjuk oleh PT Pertamina (Persero). 5. Penetapan penghargaan atas kinerja (Tantiem) Direksi dan Dewan Komisaris Perusahaan akan ditentukan kemudian dan akan dilaksanakan dalam RUPS terpisah secara sirkuler.

1. Approved the Company’s Annual Report for fiscal year 2014 as well as ratified the Company’s Financial Statement for fiscal year ended on December 31st, 2014 with a supplementary of description that has been audited by the Public Accounting Firm (KAP) Tanudiredja, Wibisana and Partners with the opinion of “normal in all material aspects”. 2. Presented release and discharge of full responsibility (Acquit et de charge) to the Board of Directors upon its management affairs and to the Board of Commissioners upon its supervision to the Annual Report, which ended on December 31st, 2014 as long as: • The actions were stated in the Company’s Annual Report (including Financial Statement) for Fiscal Year ending on December 31st, 2014. • The actions were not deemed as criminal offenses. 3. Determined the utilization of the Company’s net profit in fiscal year ending on December 31st, 2014 to be deliberated in a separated GMS circulars. 4. Bequeathed power and authorities to the Board of Commissioners to determine Public Accounting Firm (KAP) in auditing the company’s financial statement for fiscal year ending on December 31st, 2015 along with its nominal of service, in accordance with the prevalent stipulations and regulations, under the premise that the appointed KAP by the Company is the same KAP as appointed by PT Pertamina (Persero). 5. Determined the award for performance (Tantiem) of the Board of Directors and Board of Commissioners that will be held in a separate GMS circular.

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RUPS Luar Biasa RUPS Luar Biasa telah dilaksanakan sebanyak 16 kali secara sirkuler, dengan perincian sebagai berikut:

1 5 Maret 2015 Pergantian Komisaris Utama March 5th, 2015 Replacement of President Commissioner

2 16 Maret 2015 Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2015 March 16th, 2015 The Company’s Work Plan and Budget (RKAP) 2015

5 23 April 2015 Perubahan Penyebutan Jabatan Direksi April 23rd, 2015 Amendment on Designation of the Board of Directors’ position

9 27 Juli 2015 Penghasilan Direksi dan Dewan Komisaris July 27th, 2015 Income of the Board of Directors and Board of Commissioners

13 29 Oktober 2015 Penetapan Komisaris October 29th, 2015 Appointment of Commissioner

6 19 Mei 2015 Pendirian dan Penyertaan Modal pada PT Pertamina Hulu Energi MNK Sakakemang (PHE MNK Sakakemang)

Extraordinary GMS Extraordinary GMS have been conducted for 16 times, with details as follow:

3 23 April 2015 Pemberhentian Direktur Utama April 23rd, 2015 Termination of President Director

7 19 Mei 2015 Pendirian dan Penyertaan Modal pada PT Pertamina Hulu Energi Kampar (PHE Kampar)

May 19th, 2015

May 19th, 2015

Establishment and Capital Participation on PT Pertamina Hulu Energi MNK Sakakemang (PHE MNK Sakakemang)

Establishment and Capital Participation on PT Pertamina Hulu Energi Kampar (PHE Kampar)

10 6 Agustus 2015 Pergantian Direktur Operasi

11 10 Agustus 2015 Penetapan Penghargaan atas Kinerja Tahunan (Tantiem) Direksi dan Dewan Komisaris Perseroan Tahun Buku 2014

August 6th, 2015 Replacement of Operation Director

August 10th, 2015 Determination of Award for Annual Performance (Tantiem) of the Board of Directors and Board of Commissioners on the Company for Fiscal Year 2014

14 3 November 2015 Penggunaan Laba Bersih Tahun Buku yang Berakhir Tanggal 31 Desember 2014


15 24 November 2015 Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2015 (Revisi)

4 23 April 2015 Pengangkatan Direktur Utama April 23rd, 2015 Appointment of President Director

8 1 Juni 2015 Perpanjangan Masa Jabatan Dewan Komisaris June 1st, 2015 Extension of Tenure for the position of the Board of Commissioners

12 19 Oktober 2015 Perubahan Harga Dasar Tenaga Listrik Untuk Perjanjian Jual Beli Tenaga Listrik (“PJBL”) Kamojang Unit V (1x30 MW) October 19th, 2015 Amendment of Basic Price of Electricity for Sale and Energy Sales Contract (PJBL) of Kamojang Unit V (1x30 MW)

16 31 Desember 2015 Key Performance Indicator (KPI) / Kesepakatan Kinerja Tahun 2015

November 3rd, 2015

November 24th, 2015

December 31st, 2015

Utilization of Net Profit of Fiscal Year Ending on 31st December 2014

The Company’s Work Plan and Budget (RKAP) 2015 (Revision)

Key Performance Indicator (KPI) / Performance Agreements for 2015

Pelaksanaan Keputusan RUPS 2015 Seluruh Keputusan RUPS telah dilaksanakan oleh Perusahaan.

Implementation of Resolutions of GMS in 2015 All Resolutions of GMS have been actualized by the Company.


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Dewan Komisaris

Board of Commisioners

Dewan Komisaris merupakan organ Perusahaan, yang berfungsi melakukan pengawasan secara umum dan/atau khusus sesuai Anggaran Dasar, serta memberikan nasehat kepada Direksi dalam menjalankan Perusahaan dan menerapkan Tata Kelola Perusahaan yang Baik (GCG).

The Board of Commissioners is an organ of the Company, which functions to supervise in general and/or specific manner in accordance with the Articles of Association, as well as to provide advices to the Board of Directors in managing the Company and implementing Good Corporate Governance (GCG).

Dewan Komisaris bertugas dan bertanggung jawab secara kolektif kolegial, dengan dibantu Komite Audit dan Manajemen Risiko, serta Komite Investasi. Keberadaan Komite-komite tersebut dievaluasi setiap tahun berdasarkan kemampuan analisa setiap memberikan masukan, keaktifan dalam diskusi dan kehadiran.

The Board of Commissioners has duties and responsibilities that are categorized as collectively collegial, with the assistance of Audit and Risk Management Committee, as well as Investment Committee. These committees are to be evaluated annually based on its analysis capability in making decisions, activeness in discussion and attendance.

Dewan Komisaris melaksanakan fungsi pengawasan dan pemberian nasihat kepada Direksi, berdasarkan Undang Undang No. 40 Tahun 2007 Tentang Perseroan Terbatas, Anggaran Dasar Perusahaan, Board Manual dan ketentuan yang mengatur lainnya.

During the course of implementing its function in supervision and advices provisions to the Board of Directors, the Board of Commissioners must abide by the Law Number 40 Year 2007 concerning Limited Liability Company, Company’s Articles of Association, Board Manual and other regulations.

Adapun pendekatan yang dilakukan Dewan Komisaris dalam menjalankan fungsi pengawasan, yaitu: 1. Pertemuan berkala dan korespondensi dengan Direksi.

Approaches that have been carried out by the Board of Commissioners along its functions are seen below: 1. Periodical meetings and correspondences with the Board of Directors. 2. Periodical reports to the shareholders. 3. Field visit to the Company’s Area and projects. 4. Providing directions/feedbacks on on-going and future endeavors of the Board of Directors. 5. Presenting results of field visit conducted by the Board of Commissioners to Areas and Projects. 6. Developed recommendations and pointed the Board of Directors to networking owned by the Board of Commissioners and team.

2. Laporan berkala kepada pemegang saham. 3. Kunjungan ke Area dan proyek. 4. Memberikan arahan/masukan terhadap yang sedang dan akan dilaksanakan Direksi. 5. Menyampaikan hasil kunjungan kerja Dewan Komisaris ke Area dan Proyek. 6. Membuat rekomendasi dan mengarahkan Direksi dari networking yang dimiliki Dewan Komisaris dan tim.

Susunan Dewan Komisaris Hingga 31 Desember 2015, Dewan Komisaris Perusahaan berjumlah 4 orang. Terdiri dari 1 orang Komisaris Utama, 2 orang Anggota Komisaris dan 1 orang Komisaris Independen.

Composition of the Board of Commissioners Up to December 31st, 2015, the Board of Commissioners of the Company consisted of 4 people, namely 1 President Commissioner, 2 Members of Commissioners and 1 Independent Commissioner.

[G4-38]

[G4-38]

Susunan Dewan Komisaris per 31 Desember 2015 Composition of the Board of Commissioners per December 31st, 2015 No

Nama Name

Gender

Jabatan Position

Tanggal Pengangkatan Date of Appointment

1

Yenni Andayani

Perempuan | Female

Komisaris Utama | President Commissioner

5 Maret 2015 | 5th March 2015

2

Bistok Simbolon

Laki-laki | Male

Komisaris | Commissioner

25 Juni 2014 | 25th June 2014

3

Maxi Eman

Laki-laki | Male

Komisaris | Commissioner

29 Oktober 2015 | 29th October 2015

4

Wim Tangkilisan

Laki-laki | Male

Komisaris Independen | Independent Commissioner 23 Mei 2011 | 23rd May 2011

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Pengangkatan Komisaris dilakukan berdasarkan RUPS, dengan mengacu pada kebutuhan Perusahaan yang berdasarkan kepada Undang-Undang No. 40 tahun 2007 tentang Perseroan Terbatas dan Anggaran Dasar Perusahaan dan pertimbanganpertimbangan: [G4-40] 1. Memiliki Integritas dan Dedikasi. 2. Kemampuan, pengalaman dan professional. 3. Independensi 4. Bukan personil dari Perusahaan. 5. Menyediakan waktu yang cukup untuk melaksanakan tugasnya.


The appointment of Commissioners are oriented to RUPS, with reference to its needs that relied on the Law Number 40 Year 2007 concerning Limited Liability Companies and the Company’s Articles of Association, with considerations as follow: [G4-40] 1. Owning Integrity and Dedication. 2. Ability, experience and professional. 3. Independence 4. Not an employee of the Company. 5. Provides sufficient time to conduct its duties.

Perusahaan memastikan independensi masing-masing anggota Komisaris, sehingga dalam hal pengambilan keputusan dipastikan tidak ada intervensi dari pihak luar.

The Company ensures the independence of each Commissioner, so that there are no external interventions upon conducting decision makings.

Antara para anggota Komisaris dan antara anggota Komisaris dengan anggota Direksi, dilarang memiliki hubungan keluarga sedarah sampai dengan derajat ke-3, baik menurut garis lurus maupun garis kesamping, termasuk hubungan semenda (menantu atau ipar).

Among Commissioners and between Commissioners and Directors, it is prohibited to have kin relationships up to 3rd degree, both vertically and laterally, including relationships by marriage (in-law or brother in-law).

Bistok Simbolon

Yenni Andayani

Wim Tangkilisan

Maxi Eman






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38]

Independent Commissioner The Board of Commissioners have 1 Independent Commissioner, or encompasses 25% of total members of the Board of Commissioners. The composition has meet the stipulation stated in the Regulation of Minister of State-Owned Enterprises Number PER-01/MBU/2011 dated August 1st, 2011 concerning Implementation of Good Corporate Governance in State-Owned Enterprises, which states that at least 20% of members of the Board of Commissioners originated from outside the Company (Independent Commissioner). [G4-38]

Pengangkatan Komisaris Independen dilakukan berdasarkan RUPS, dengan mengacu pada Undang-Undang No. 40 tahun 2007 tentang Perseroan Terbatas dan Anggaran Dasar Perusahaan dan didasarkan pertimbangan sebagai berikut: [G4-

The appointment of Independent Commissioner shall be decided based on GMS, with a reference to the Law Number 40 Year 2007 concerning Limited Liability Companies and the Company’s Articles of Association, with considerations as follow: [G4-40]

Komisaris Independen Dewan Komisaris memiliki 1 orang Komisaris Independen, atau mencakup 25% dari seluruh anggota Dewan Komisaris. Komposisi tersebut telah memenuhi ketentuan dalam Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan yang Baik pada Badan Usaha Milik Negara, yang menyatakan bahwa sekurang-kurangnya 20% dari anggota Dewan Komisaris harus berasal dari luar Perseroan (Komisaris Independen). [G4-

40]

1. Komisaris Independen harus dapat menolak pengaruh, intervensi dan tekanan dari pemegang saham utama yang memiliki kepentingan atas transaksi atau kepentingan tertentu. 2. Komisaris Independen diharapkan memiliki perhatian dan komitmen penuh dalam menjalankan tugas dan kewajibannya. 3. Komisaris Independen harus memiliki pengetahuan, kemampuan, waktu dan integritas yang tinggi.

1. Independent Commissioner shall have the power to reduce any influence, intervension and pressures from main shareholders, who have interests over transaction or certain interests.

Perusahaan menjamin independensi Komisaris Independen dan keberadaannya tidak mewakili kepentingan Pemegang Saham, baik langsung maupun tidak langsung. Dengan demikian dalam melaksanakan tugas dan tanggung jawabnya, Komisaris Independen tidak dapat dipengaruhi oleh Pemegang Saham maupun pihak-pihak lainnya.

The Company guarantees the indepence of Independent Commissioner and its presence shall not represent the interest of Shareholders, both direct and indirect. Thus, in executing its duties and responsibilities, the Independent Commissioner cannot be influenced by the Shareholders or any other parties.

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2. Independent Commissioner shall be expected to have full interest and commitment in performing its duties and responsibilities. 3. Independent Commissioner shall have the knowledge, ability, time and high integrity.






Board Manual Bagi Dewan Komisaris Seiring dengan implementasi Tata Kelola Perusahaan yang Baik, Perusahaan melalui Surat Keputusan Nomor 206/ DKPGE/ XI/2014 dan Nomor Kpts–1226/PGE000/XI/2014SO menerbitkan Panduan Tata Kerja Dewan (Board Manual). Board Manual merupakan naskah kesepakatan antara Dewan Komisaris dan Direksi untuk melaksanakan tugas dan fungsinya masing-masing, meningkatkan kualitas dan efektifitas hubungan kerja antar organ dan menerapkan prinsip Tata Kelola Perusahaan yang Baik.

Board Manual for the Board of Commissioners Along with the implementation of Good Corporate Governance, the Company through the Letter of Decree Number 206/DKPGE/ XI/2014 and Number Kpts-1226/PGE000/XI/2014-SO issued Board Manual. The Board Manual serves as a script of agreement between the Board of Commissioners and Board of Directors to carry out its respective duties and responsibilities, increase quality and effectivity of inter-organ relationships and implement the principles of Good Corporate Governance.

Aspek yang diatur dalam Board Manual meliputi : • Prinsip Dasar. • Persyaratan Dewan Komisaris. • Keanggotaan Dewan Komisaris. • Program Pengenalan dan Peningkatan Kapasitas Dewan Komisaris. • Komisaris Independen. • Etika Jabatan Dewan Komisaris. • Tugas dan Kewajiban Dewan Komisaris. • Hak dan Wewenang Dewan Komisaris. • Rapat Dewan Komisaris. • Evaluasi Kinerja Dewan Komisaris. • Organ Pendukung Dewan Komisaris. 1. Komite Dewan Komisaris. 2. Sekretaris Dewan Komisaris. • Pertanggungjawaban Dewan Komisaris.

Aspects that are regulated in the Board Manual include: • Basic Principles. • Requirements of the Board of Commissioners. • Membership of the Board of Commissioners. • Introduction Program and Capacity Building of the Board of Commissioners. • Independent Commissioner. • Position Ethics of the Board of Commissioners. • Duties and Responsibilities of the Board of Commissioners. • Rights and Authorities of the Board of Commissioners. • Meeting of the Board of Commissioners. • Performance Evaluation of the Board of Commissioners. • Supporting Organs of the Board of Commissioners. 1. Committee of the Board of Commissioners. 2. Secretary of the Board of Commissioners. • Accountability of the Board of Commissioners.


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Tugas dan Kewajiban Dewan Komisaris Anggota Dewan Komisaris memiliki tugas mewakili kepentingan pemegang saham dengan melakukan pengawasan atas kebijakan pengurusan, jalannya kinerja pengurusan pada umumnya, baik mengenai Perusahaan maupun usaha Perusahaan, serta memberi masukan dan nasihat kepada Direksi.

Duties and Responsibilities of the Board of Commissioners Members of the Board of Commissioners shall be accountable for duties to represent shareholders by doing supervision on management policies, performance of management in general, both concerning the Company and its business, as well as to provide feedbacks and advices to the Board of Directors.

Berkaitan dengan pelaksanaan fungsi pengawasan dan pemberian nasihat kepada Direksi, Dewan Komisaris mempunyai kewajiban untuk:

In relation to the implementation of supervision function and advices’ provision to the Board of Directors, the Board of Commissioners carries the responsibilities to:

a. Melakukan pengawasan terhadap kebijakan pengurusan, jalannya pengurusan pada umumnya, baik mengenai Perusahaan maupun usaha Perusahaan yang dilakukan oleh Direksi, serta memberikan nasihat kepada Direksi. Hal ini juga termasuk pengawasan terhadap pelaksanaan Rencana Jangka Panjang Perusahaan (RJPP), Rencana Kerja dan Anggaran Perusahaan (RKAP) serta ketentuan Anggaran Dasar dan Keputusan RUPS, serta peraturan perundanganundangan yang berlaku, untuk kepentingan Perusahaan serta sesuai dengan maksud dan tujuan Perusahaan.

a. Conduct supervision towards management policies, performance of management in general, both concerning the Company and its business that is conducted by the Board of Directors, as well as to provide advices to the latter. This is to include supervision towards the Long Term Plan of the Company (RJPP), the Company’s Work Plan and Budget (RKAP), stipulations of Articles of Association and Decisions of GMS, and the prevalent legislations, for the sake of Company’s interests as well as purposes and objectives of the Company.

b. Tunduk pada ketentuan Anggaran Dasar Perusahaan, keputusan RUPS dan peraturan perundang-undangan yang berlaku serta prinsip-prinsip profesionalisme, efesiensi, transparansi, kemandirian, akuntabilitas, pertanggungjawaban, serta kewajaran.

b. Comply to the established Company’s Articles of Association, decisions of GMS and the prevalent legislations as well as principles of professionalism, efficiency, transparency, independence, accountability, responsibility, as well as fairness.

c. Beritikad baik, penuh kehati-hatian dan tanggung jawab kepada Perusahaan, dalam hal ini diwakili oleh RUPS dalam menjalankan tugas pengawasan dan pemberian nasihat kepada Direksi untuk kepentingan Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan.

c. Act in good faith, prudently and responsibly to the Company, in this case represented by the GMS in conducting its function of supervision and provision of advices to the Board of Directors for the interests of the Company and aligned with the purposes and objectives of the Company.

d. Memberikan pendapat dan saran kepada Direksi dan segenap jajarannya berkaitan dengan pengurusan Perusahaan.

d. Provide feedbacks and recommendations to the Board of Directors and all staff who are involved in the management of the Company.

e. Memberikan arahan terkait dengan sistem teknologi informasi yang digunakan oleh Perusahaan dan kebijakankebijakan Perusahaan dalam hal pengembangan karir, pengadaan barang/jasa, mutu dan pelayanan, akuntansi dan penyusunan laporan keuangan (sesuai dengan standar akuntansi yang berlaku umum di Indonesia/SAK), serta pelaksanaan dari kebijakan-kebijakan tersebut.

e. Provide directions related to information technology system used by the Company and the established policies in career development, goods/services procurement, quality and service, accounting and preparation of financial statement (in accordance with general accounting standards in Indonesia/ SAK), as well as implementation of those policies.

f. Menyusun rencana kerja dan anggaran Dewan Komisaris untuk dilaporkan kepada pemegang saham.

f. Prepare work plan and budget of the Board of Commissioners to be reported to the shareholders.

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dan

g. Perform evaluation to the performance of the Board of Directors and to be reported to the shareholders.

h. Mengusulkan remunerasi Direksi sesuai ketentuan yang berlaku dan penilaian kinerja Direksi.

h. Propose remuneration of the Board of Directors in accordance with the stipulations in effect and performance evaluation of the latter.

i. Memberikan pendapat dan saran kepada RUPS mengenai RJPP dan RKAP yang diusulkan Direksi.

i. Provide advice and recommendations to the GMS on RJPP and RKAP proposed by the Board of Directors.

j. Mengikuti perkembangan kegiatan Perusahaan, memberikan pendapat dan saran kepada RUPS mengenai setiap masalah yang dianggap penting bagi kepengurusan Perusahaan.

j. Monitor the development of Company’s activities, provide feedbacks and recommendations to the GMS concerning issues deemed important to the management of the Company.

k. Melaporkan dengan segera kepada RUPS apabila terjadi gejala menurunnya kinerja Perusahaan.

k. Report immediately to the GMS in case of symptoms of decreasing performance of the Company.

l. Meneliti dan menelaah laporan berkala dan laporan tahunan yang disiapkan Direksi serta menandatangani laporan tahunan.

l. Research and review periodic reports and annual reports prepared by the Board of Directors as well as to sign the annual report.

m. Membentuk Komite Audit dan komite lainnya sesuai dengan kebutuhan Perusahaan dan peraturan perundang-undangan yang berlaku.

m. Establish Audit Committee and other committees as per required by the Company and the prevalent legislations.

n. Melaksanakan kewajiban lainnya dalam rangka tugas pengawasan dan pemberian nasihat sepanjang tidak bertentangan dengan perundang-undangan, Anggaran Dasar, dan/atau keputusan RUPS.

n. Conduct other responsibilities in terms of supervising and providing advice as long as it is not conflicted with the legislations, Articles of Association, and/or decisions of the GMS.

o. Mematuhi ketentuan-ketentuan lain yang berlaku di PT Pertamina (Persero) dan dinyatakan berlaku bagi Perusahaan dan/atau ketentuan-ketuntuan lain yang ditetapkan dan disetujui oleh RUPS.

o. Comply to other regulations in effect in PT Pertamina (Persero) and that are stated in effect by the Company and/or those that determined and approved by the GMS.

p. Memantau efektifitas praktik tata kelola perusahaan yang baik.

p. Monitor the effectivity of Good Corporate Governance practices.

q. Meneliti dan menelaah laporan-laporan dari komite-komite yang menjadi organ pendukung Dewan Komisaris.

q. Research and review reports developed by committees, which are supporting organs of the Board of Commissioners.

r. Menghadiri rapat-rapat kerja/koordinasi dengan Direksi dan segenap jajarannya.

r. Attend work meetings/coordinations with the Board of Directors and all staff.

s. Melakukan tugas yang secara khusus diberikan kepadanya menurut Anggaran Dasar dan/atau berdasarkan keputusan RUPS dalam koridor peraturan perundang-undangan yang berlaku.

s. Perform specific duties given to them in accordance with the Articles of Association and/or based on decisions of GMS within the corridor of the prevailing legislations.

Hak dan Wewenang Dewan Komisaris Dewan Komisaris memiliki hak dan wewenang, meliputi:

Rights and Authorities of the Board of Commissioners The Board of Commissioners have rights and authorities, including:

a. Melihat buku-buku dan surat-surat serta dokumen lainnya, memeriksa kas untuk keperluan verifikasi dan lain-lain, memeriksa surat berharga dan memeriksa kekayaan Perusahaan.

a. To view books and correspondences as well as other documents, check cash for verification purposes and others, check securities and assets of the Company.

g. Melakukan penilaian terhadap kinerja melaporkannya kepada pemegang saham.

Direksi


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yang

b. To enter the grounds, buildings, and offices used by the Company.

c. Meminta penjelasan dari Direksi dan/atau pejabat lainnya mengenai segala persoalan yang menyangkut pengelolaan Perusahaan.

c. To inquire explanations from the Board of Directors and/or other officials concerning any issues related to the management of the Company.

d. Mengetahui segala tindakan dan tindakan yang telah dan akan dijalankan oleh Direksi.

d. To acknowledge any conducts, which have been made and will be conducted by the Board of Directors.

e. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi dengan sepengetahuan Direksi untuk menghadiri rapat Dewan Komisaris.

e. To inquire the Board of Directors and/or other officials under the management of the Board of Directors with the acknowledgement of the Board of Directors to attend meeting of the Board of Commissioners.

f. Mengangkat Sekretaris Dewan Komisaris, jika dianggap perlu.

f. To appoint Secretary of the Board of Commissioners, as per requirement.

g. Menghentikan sementara anggota Direksi sesuai dengan ketentuan Undang-Undang Perseroan Terbatas dengan memberi tahu secara tertulis kepada yang bersangkutan disertai alasan yang menyebabkan tindakan itu.

g. To temporarily dismiss members of the Board of Directors in accordance with the Law of Limited Liability Company by giving a written announcement to the concerned along with its reasonings.

h. Membentuk komite-komite lain selain Komite Audit, jika dianggap perlu dengan memperhatikan kemampuan Perusahaan.

h. To establish other committees besides the Audit Committee, if it is deemed necessary by considering the Company’s capability.

i. Menggunakan tenaga ahli untuk hal tertentu dan dalam jangka waktu tertentu atas beban Perusahaan, jika dianggap perlu.

i. To use the skills of experts for certain purposes and period of time at the expense of the Company, if necessary.

j. Melakukan tindakan pengurusan Perusahaan dalam keadaan tertentu untuk jangka waktu tertentu sesuai dengan ketentuan Anggaran Dasar ini.

j. To perform the management of the Company in certain circumstances for specific period of time as per the Articles of Association.

k. Menghadiri rapat Direksi dan memberikan pandanganpandangan terhadap hal-hal yang dibicarakan.

k. To attend meetings of the Board of Directors and provide insights to matters at hand.

l. Melaksanakan wewenang pengawasan lainnya sepanjang tidak bertentangan dengan peraturan perundangundangan, Anggaran Dasar dan/atau keputusan RUPS.

l. To actualize other authorities of supervision as long as it is not conflicted to the legislations, Articles of Association and/or decisions of the GMS.

m. Setiap anggota Dewan Komisaris berhak untuk menerima honorarium dan tunjangan/fasilitas yang jumlahnya ditetapkan oleh RUPS, dengan memperhatikan ketentuan perundang-undangan yang berlaku.

m. Each member of the Board of Commissioners is entitled to honorarium and benefits/facilities with the amount as determined by the GMS, by taking account the prevailing legislations.

Program Kerja dan Laporan Hasil Pengawasan Oleh Dewan Komisaris Pada tahun 2015, Perusahaan menjalankan program pengenalan bagi Komisaris baru. Tujuannya agar Komisaris baru dapat memahami kegiatan operasional Perusahaan secara menyeluruh sehingga mampu bekerjasama dengan Komisaris lainnya sebagai 1 tim. Adapun kegiatan yang dilaksanakan adalah:

Work Program and Report of Supervision Results by the Board of Commissioners In 2015, the Company carried out an introduction program for the new Commissioners. It aimed to have the new board understood the essence of operational activities of the Company thoroughly so that all members might achieve a united cooperation as 1 team. Such activites that have been conducted are as follow:

b. Memasuki pekarangan, gedung, dipergunakan oleh Perusahaan.

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dan

kantor






1. Pengenalan kegiatan proses panas bumi 2. Kunjungan kerja ke area dan proyek 3. Seminar atau workshop

1. Introduction to activities of geothermal process 2. Field visit to areas and projects 3. Seminar or workshop

Dalam melaksanakan tanggung jawabnya untuk mengawasi dan memberi nasihat kepada Direksi, Dewan Komisaris telah menyusun program kegiatan selama satu tahun. Program kerja Dewan Komisaris untuk tahun 2015, adalah:

In conducting its responsibilities to supervise and provide recommendations to the Board of Directors, the Board of Commissioners has put together program of activities for one year. The work program of the Board of Commissioners in 2015 is as follow: 1. Work plan of the Board of Commissioners 2. Work Plan of the Investment Committee 3. Work Plan of the Audit and Risk Management Committee 4. Trainings for members of the Audit Committee 5. Trainings for members of the Risk Management Committee.

1. Program kerja Dewan Komisaris 2. Program kerja Komite Investasi 3. Program kerja Komite Audit dan Manajemen Risiko 4. Pelatihan bagi anggota Komite Audit. 5. Pelatihan bagi anggota Komite Manajemen Risiko. Selama tahun 2015, Dewan Komisaris secara proaktif telah melakukan pengawasan terhadap operasional Perusahaan yang dilaksanakan oleh Direksi. Dewan Komisaris juga memberikan masukan-masukan, baik secara langsung maupun melalui komite-komite yang dimiliki.

In 2015, the Board of Commissioners has proactively supervised the Company’s operational activities that were actualized by the Board of Directors. The Board of Commissioners also delivered recommendations, both direct and through its committees.

Aspek pengawasan yang dilakukan Dewan Komisaris antara lain meliputi:

Aspects of supervision conducted by the Board of Commissioners, among others include:

• • • • • • • •

• • • • • • • •

Pengelolaan Perusahaan oleh Direksi Kinerja Keuangan Kinerja Investasi Kinerja Operasional, khususnya drilling. Prospek Usaha Perusahaan Tata Kelola Perusahaan yang Baik Kinerja Bisnis Kinerja Risiko Usaha

Company’s Management by the Board of Directors Financial Performance Investment Performance Operational Performance Company’s Business Prospects Good Corporate Governance Business Performance Business Risk Performance

Kegiatan-kegiatan pengawasan yang dilaksanakan Dewan Komisaris sepanjang tahun 2015, yakni:

Such activities of supervision actualized by the Board of Commissioners in 2015 are as follow:

1. Rapat BOD dan BOC 2. Rapat BOC dengan atau tanpa Komite 3. Kunjungan kerja ke area operasional dan proyek 4. Masukan arahan seperti hubungan dengan interim agreement, head of agreement, rekomendasi kerja sama, dan lain-lain.

1. Meeting of BOD and BOC 2. Meeting of BOC with or without Committee 3. Field visit to operational areas and projects 4. Feedbacks related to interim agreement, head of agreement, recommendation on cooperation, and so forth.


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Adapun hasil dari kegiatan pengawasan yang dilaksanakan Dewan Komisaris sepanjang tahun 2015, sebagai berikut: 1. Arahan untuk tindak lanjut Sibayak, Seulawah. 2. Penandatanganan interim agreement 3. Rekomendasi penunjukkan KAP 4. Cikal bakal materi Peraturan Presiden No. 3 tahun 2016 tentang Proyek Strategis Nasional.

Results of the related activities actualized by the Board of Commissioners in 2015 are as follow: 1. Directions to follow-up Sibayak, Seulawah. 2. Signing of interim agreement. 3. Recommendation on the appointment of KAP. 4. An introduction to the Governmental Regulation Number 3 Year 2016 concerning National Strategic Project.

Selama tahun 2015 Dewan Komisaris juga melakukan kunjungan ke area dan proyek panas bumi. Kunjungan dimaksudkan untuk memantau pelaksanaan proyek dan kegiatan eksploitasi, dalam rangka pelaksanaan tugas pengawasan. Dewan Komisaris memastikan bahwa pelaksanaan investasi dan operasi yang sedang dilakukan oleh manajemen, telah menerapkan prinsipprinsip GCG, manajemen risiko dan pengawasan internal yang memadai dan efektif.

Throughout 2015, the Board of Commissioners also have performed field visits to geothermal areas and projects. It was a mean to monitor the implementation of projects and exploitation activity, within the duty of supervision. The Board of Commissioners assured the implementation of investments and operations effected by the management have been instilled with sufficient and effective principles of GCG, risk management and internal monitoring.

Kunjungan Dewan Komisaris Tahun 2015 Field Visits of the Board of Commissioners in 2015 No

Waktu Kunjungan Time of Visit

Nama Komisaris Name of Commissioner

Area/Proyek Area/Project

1

21-23 Januari | 21st-23rd January

Bistok Simbolon

Karaha dan Kamojang | Karaha and Kamojang

2

30 Juni-1 Juli | 30th June -1st July

M. Syahid

Kamojang

3

4-5 Juli | 4th-5th July

Yenni Andayani

Kamojang

4

23-25 November | 23rd-25th November

Maxi Eman

Lahendong

Struktur Remunerasi Dewan Komisaris [G4-51, G4-52, G4-53]

Remuneration Structure of the Board of Commissioners [G4-

Struktur remunerasi Dewan Komisaris ditetapkan dalam RUPS. Dewan Komisaris menerima remunerasi yang terdiri dari: honorarium, fasilitas, tunjangan, dan tantiem atau imbalan atas kinerja Dewan Komisaris.

Remuneration Structure of the Board of Commissioners is determined by General Meeting of Shareholders (GMS). The Board of Commissioners is entitled for remuneration that consisted of: honorarium, facilities, benefits, and tantiem or rewards for the performance of the Board of Commissioners.

Besaran remunerasi yang diterima Dewan Komisaris ditetapkan oleh pemegang saham berdasarkan hasil kajian fungsi Subsidiary and Joint Venture Management PT Pertamina (Persero), dengan mempertimbangkan evaluasi kinerja Perusahaan dan pencapaian Key Performance Indicator (KPI). Dengan demikian Pemegang Saham menjadi satu-satunya pemegang kepentingan yang memiliki akses langsung dalam menentukan besaran remunerasi bagi Dewan Komisaris.

Nominal of the remuneration entitled for the Board of Commissioners is determined by PT Pertamina (Persero) as the majority shareholder based on Subsidiary and Joint Venture Management function, by considering the Company’s performance evaluation and achievement of Key Performance Indicator (KPI). Hence, Shareholders are the only stakeholder who have direct access to determine the nominal of remuneration for the Board of Commissioners.

51, G4-52, G4-53]

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• Komposisi honorarium anggota Komisaris ditetapkan dengan Faktor Jabatan 90% dari honorarium Komisaris Utama.

Such nominal of remuneration accepted by the Board of Commissioners for fiscal year 2015 are as follow: • Composition of honorarium of President Commissioner is determined by Factor of Position of 45% towards the President Director’s income. • Composition of honorarium of Commissioners is determined by Factor of Position of 90% towards the President Commissioner’s income.

Perusahaan tidak menampilkan rasio dan kenaikan total kompensasi tahunan tertinggi yang diterima Dewan Komisaris, terhadap rata-rata tahunan total kompensasi yang diterima para pekerja. Hal ini merupakan kebijakan Manajemen, mengingat bentuk Perusahaan sebagai perusahaan tertutup.

The Company does not display ratio and increase of total highest annual compensation accepted by the Board of Commissioners, to the annual average of total compensation received by the employees. This shall be under the policy of the Management, recognizing the Company as a closed company. [G4-54, G4-55]

Adapun besaran remunerasi yang diterima Dewan Komisaris untuk tahun buku 2015, adalah: • Komposisi honorarium Komisaris Utama ditetapkan dengan Faktor Jabatan 45% dari gaji Direktur Utama.

[G4-54, G4-55]

Frekuensi Pertemuan dan Tingkat Kehadiran Dewan Komisaris Sesuai Anggaran Dasar Perusahaan, Dewan Komisaris dapat mengadakan pertemuan untuk membahas hal-hal yang dianggap penting, sebagai bagian dari pelaksanaan tanggung jawab pengawasan. Pada tahun 2015, Dewan Komisaris telah melaksanakan 5 kali pertemuan.

Frequency of Meeting and Attendance Rate of the Board of Commissioners As per the Company’s Articles of Association, the Board of Commissioners shall have the responsibilities to conduct meetings discussing important affairs, as part of its function of supervision. In 2015, the Board of Commissioners managed to hold 5 meetings.

Frekuensi Pertemuan Dewan Komisaris dan Tingkat Kehadiran [G4-49] Frequency of Meeting of the Board of Commissioners and its Attendance Rate Nama Komisaris Name of Commissioner

Jumlah Pertemuan dalam Masa Jabatan Total Meetings During Tenureship

Jumlah Kehadiran Total Attendance

% Kehadiran % of Attendance

Masa Jabatan Tenureship

Yenni Andayani

2

2

100%

5 Maret - 31 Desember 2015 March 5 - December 31, 2015

Bistok Simbolon

5

3

60%

1 Januari - 31 Desember 2015 January 1 - December 31, 2015

Maxi Eman

2

2

100%

29 Oktober - 31 Desember 2015 October 29 - December 31, 2015

Wim Tangkilisan

5

3

60%


Muhamad Husen

3

3

100%

1 Januari - 5 Maret 2015 January 1 - March 5, 2015

Muhammad Syahid

5

4

80%

1 Januari - 1 Juli 2015 January 1 - July 1, 2015


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Program Pelatihan Untuk Meningkatkan Kompetensi Dewan Komisaris Selama tahun 2015 Perusahaan menyertakan anggota Dewan Komisaris dalam program dan kegiatan, yang dimaksudkan untuk meningkatkan kompetensi mereka. [G4-43]


Training Programs for Competence Building of the Board of Commissioners As far as 2015, the Company has inquired members of the Board of Commissioners to get involved in trainings and programs, of which means to improve their competence. [G4-43]

Program Pelatihan Dewan Komisaris Training Program for the Board of Commissioners No

Tempat dan Tanggal Kegiatan Venue and Date of Activity


1

Jakarta, 17-18 November 2015 Jakarta, November 17th - 18th, 2015

Bistok Simbolon

Jakarta, 17-18 November 2015 Jakarta, November 17th - 18th, 2015

Wim Tangkilisan

2

Bentuk dan Tema Kegiatan Type and Theme of Activity

Professional Directorship Program for BOD & BOC Pertamina Subsidiaries & Affiliation

Salah satu bentuk hubungan formal yang dilakukan Dewan Komisaris bersama Direksi dalam rangka pelaksanaan fungsi dan tugas masing-masing Organ Perseroan yaitu melalui mekanisme rapat yang diselenggarakan Dewan Komisaris bersama Direksi (Rapat Gabungan).

Joint Meeting of the Board of Commissioners and Board of Directors A formal relationship between the Board of Commissioners and Board of Directors in terms of implementing its respective functions and duties as the Company’s Organs is to undergo through a meeting mechanism, which is hold by the Board of Commissioners joined by the Board of Directors (Joint Meeting).

Rapat Gabungan merupakan bentuk rapat koordinasi yang diselenggarakan antara Dewan Komisaris bersama Direksi untuk membahas laporan kinerja Perseroan, hal penting dan strategis serta masalah-masalah yang dihadapi Perseroan dalam rangka pelaksanaan fungsi pengawasan dan

Joint Meeting serves as a coordination meeting held by the Board of Commissioners and Board of Directors to discuss the Company’s performance report, imperative and strategic affairs, as well as issues incurred by the Company within its course of implementing supervision and recommendation effected by the

Rapat Gabungan Dewan Komisaris dan Direksi

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penasehatan yang dilakukan oleh Dewan Komisaris. Rapat Gabungan dapat diselenggarakan dalam rangka pengambilan keputusan oleh Dewan Komisaris atas usulan Direksi maupun pemberian rekomendasi atau arahan dari Dewan Komisaris atas permasalahan yang disampaikan Direksi.

Board of Commissioners. The Joint Meeting shall be invoked for the purposes of decision making by the Board of Commissioners upon the recommendation of the Board of Directors and conferral of recommendations or directions from the Board of Commissioners regarding issues submitted by the Board of Directors.

Selama tahun 2015 Rapat Gabungan Dewan Komisaris dan Direksi telah dilaksanakan sebanyak 11 kali.

In 2015, the Joint Meeting of the Board of Commissioners and Board of Directors have taken place 11 times.

Jumlah Kehadiran Rapat Dewan Komisaris dan Direksi per 31 Desember 2015 [G4-49] Total Attendance of Meeting of the Board of Commissioners and Board of Directors per December 31st, 2015 Frekuensi Pertemuan Dewan Komisaris dan Tingkat Kehadiran Frequency of Meeting of the Board of Commissioners and its Attendance Rate No

Nama Komisaris Name of Commissioner

Jumlah Pertemuan dalam Masa Jumlah % Kehadiran Jabatan Kehadiran % of Total Meetings During Tenureship Total Attendance Attendance


1

Yenni Andayani

9

9

100%

5 Maret - 31 Desember 2015 March 5 - December 31, 2015

2

Bistok Simbolon

11

6

55%


3

Maxi Eman

3

3

100%

29 Oktober - 31 Desember 2015 October 29 - December 31, 2015

4

Wim Tangkilisan

11

11

100%


5

Muhamad Husen

2

2

100%

1 Januari - 5 Maret 2015 January 1 - March 5, 2015

6

Muhammad Syahid

5

5

100%

1 Januari - 1 Juli 2015 March 5 - December 31, 2015

7

Irfan Zainuddin

7

6

86%

23 April - 31 Desember 2015 April 23 - December 31, 2015

8

Khairul Rozaq

11

9

82%


9

Ali Mundakir

5

5

100%

6 Agustus - 31 Desember 2015 August 6 - December 31, 2015

10

A.B. Hadi Karyono

11

10

91%


11

Roni Gunawan

4

4

100%

1 Januari - 23 April 2015 January 1 - April 23, 2015

12

Richard H. Tamba

5

5

100%

1 Januari - 6 Agustus 2015 January 1 - August 6, 2015


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Direksi

Board of Directors

Direksi bertugas menjalankan segala tindakan yang berkaitan dengan pengurusan Perusahaan, untuk kepentingan Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan, serta mewakili Perusahaan baik di dalam maupun di luar pengadilan tentang segala hal dan segala kejadian, dengan pembatasan-pembatasan sebagaimana diatur dalam peraturan perundang-undangan, Anggaran Dasar dan/atau keputusan RUPS.

Board of Directors shall be responsible in conducting any activities related to the management of the Company, for the interest of the Company and in accordance with the purposes and objectives of the Company, as well as to represent the Company in and out of court concerning all matters and incidents, with boundaries regulated in legislations, Articles of Association and/or decisions of GMS.

Keanggotaan dan komposisi Direksi disesuaikan dengan kebutuhan serta sifat bisnis Perusahaan. Pembagian tugas di antara anggota Direksi didasarkan pada struktur organisasi Perusahaan.

Membership and composition of the Board of Directors to be aligned with requirements and nature of business of the Company. Division of labor among members of the Board of Directors are oriented to the organizational structure of the Company.

Susunan Direksi Komposisi Direksi merupakan perpaduan para profesional yang memiliki pengetahuan dan pengalaman sesuai yang dibutuhkan Perusahaan. Hal ini menjadikan berlangsungnya proses pengambilan putusan yang efektif, efisien dan segera.

Composition of the Board of Directors Composition of the Board of Directors consists of combination of professionals with knowledge and experience that are required by the Company. This will create an effective, efficient and immediate process of decision making.

Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal 23 April 2015, nama jabatan Direktur Perencanaan dan Pengembangan berubah menjadi Direktur Eksplorasi dan Pengembangan.

Based on the Circular Resolution of Shareholders dated April 23rd 2015, the title of Planning and Development Director was altered to Exploration and Development Director.

Hingga 31 Desember 2015 keanggotaan dan komposisi Direksi terdiri dari 4 orang. Mereka adalah: [G4-38]

Up to December 31st, 2015, the membership and composition of the Board of Directors consist of 4 people, which are: [G4-38]

a. Direktur Utama b. Direktur Eksplorasi & Pengembangan c. Direktur Operasi d. Direktur Keuangan

a. President Director b. Exploration & Development Director c. Operation Director d. Finance Director

Susunan Direksi Per 31 Desember 2015 Composition of Board of Directors Per December 31st, 2015 No

Nama Name

Gender

Jabatan Position

Tanggal Pengangkatan Date of Appointment

1

Irfan Zainuddin

Laki-laki Male


23 April 2015 April 23rd, 2015

2

Khairul Rozaq

Laki-laki Male


15 April 2013 April 15th, 2013

3

Ali Mundakir

Laki-laki Male


6 Agustus 2015 August 6th, 2015

4

A.B. Hadi Karyono

Laki-laki Male


20 November 2013 November 20th, 2013

168






KHAIRUL ROZAQ

IRFAN ZAINUDDIN

A.B. HADI KARYONO

ALI MUNDAKIR





Anggota Direksi ditentukan oleh Pemegang Saham dan ditetapkan melalui RUPS. Penentuan anggota Direksi dilaksanakan sesuai peraturan perundang-undangan yang berlaku, dengan mempertimbangkan kriteria-kriteria yang ditetapkan Pemegang Saham, antara lain: [G4-40]

Members of the Board of Directors are determined by the Shareholders and approved through GMS. The determination of members of the Board of Directors is based on the prevailing legislations, by taking account the established criterias by the Shareholders, among others: [G4-40]

a. Memiliki keahlian, integritas, kepemimpinan, pengalaman, jujur, dan perilaku yang baik serta dedikasi tinggi untuk memajukan dan mengembangkan Perusahaan.

a. To possess skills, integrity, leadership, experience, honesty, and good behavior as well as strong dedication to advance and develop the Company.

b. Mampu melaksanakan perbuatan hukum dan tidak pernah dinyatakan pailit serta tidak pernah menjadi anggota Direksi atau Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu perusahaan dinyatakan pailit dalam waktu 5 tahun sebelum pengangkatannya.

b. To be able to perform legal actions and never to be claimed bankruptcy as well as never be the member of the Board of Directors and Board of Commissioners that is convicted guilty causing the company in bankrupt within 5 years prior to the appointment.

c. Tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara dalam waktu 5 tahun sebelum pengangkatannya.

c. To never receive punishment due to criminal offense that put the state’s finance at loss within 5 years prior to the appointment.


169





e. Tidak mewakili kepentingan partai politik tertentu.

d. To not have family relationships up to third degree, both vertically and laterally or relationship by marriage with members of the Board of Directors and/or other members of the Board of Commissioners. e. To not represent any interests of a certain political party.

Perusahaan memastikan independensi masing-masing anggota Direksi, sehingga dalam hal pengambilan keputusan dipastikan tidak ada intervensi dari pihak luar.

The Company ensures the independence of each member of the Board of Directors so that process of decision making certainly receives zero external interventions.

Antara para anggota Direksi dan antara anggota Direksi dengan anggota Dewan Komisaris, dilarang memiliki hubungan keluarga sedarah sampai dengan derajat ke-3, baik menurut garis lurus maupun garis kesamping, termasuk hubungan semenda (menantu atau ipar). [G4-41]

Among members of the Board of Directors and between the Board of Directors with Board of Commissioners are prohibited to have family relationships up to 3rd degree, both vertically and laterally, including relationships by marriage (in-law or brother in-law). [G4-41]

Board Manual Bagi Direksi Direksi dalam melaksanakan tugas dan tanggung jawabnya juga berpedoman kepada Panduan Tata Kerja Dewan (Board Manual), yang disahkan dengan Surat Keputusan Nomor 206/ DKPGE/ XI/2014 dan Nomor Kpts–1226/PGE000/XI/2014-SO.

Board Manual for the Board of Directors The Board of Directors in executing its dutes and responsibilities are also oriented to the Board Manual, which was ratified through the Letter of Decree Number 206/DKPGE/XI/2014 and Number Kpts-1226/PGE000/XI/2014-SO.

Aspek yang diatur dalam Board Manual meliputi : 1. Prinsip Dasar 2. Persyaratan Direksi 3. Keanggotaan Direksi 4. Program Pengenalan dan Peningkatan Kapabilitas 5. Independensi (Kemandirian) Direksi 6. Etika Jabatan Direksi 7. Tugas dan Kewajiban Direksi 8. Tugas dan Wewenang Kolegial Direksi 9. Pembagian Tugas Direksi 10. Hak dan Wewenang Direksi 11. Pendelegasian Wewenang diantara Anggota Direksi

Aspects stated in Board Manual are as follow: 1. Basic Principles 2. Requirements of the Board of Directors 3. Membership of the Board of Directors 4. Introduction Program and Capability Building 5. Independence of the Board of Directors 6. Ethics of Position of the Board of Directors 7. Duties and Responsibilities of the Board of Directors 8. Collegial Duties and Authorities of the Board of Directors 9. Division of Labor for the Board of Directors 10. Rights and Authorities of the Board of Directors 11. Delegation of authorities between Members of the Board of Directors 12. Meeeting of the Board of Directors 13. Supporting Organs of the Board of Directors a. Internal Monitoring Unit b. Corporate Secretary 14. Relationships with Subsidiaries and Affiliations

d. Tidak memiliki hubungan keluarga sedarah sampai derajat ke-3, baik menurut garis lurus maupun garis ke samping atau hubungan semenda dengan anggota Direksi dan/atau anggota Dewan Komisaris lainnya.

12. Rapat Direksi 13. Organ Pendukung Direksi a. Satuan Pengawasan Internal b. Sekretaris Perusahaan 14. Hubungan dengan Anak Perusahaan dan Perusahaan Afiliasi 15. Pertanggungjawaban Direksi

170

15. Responsibility of the Board of Directors






Tugas dan Kewajiban Direksi Direksi memiliki tugas dan kewajiban:

Duties and Responsibilities of the Board of the Directors The Board of Directors hold duties and responsibilities as follow:

a. Menjalankan segala tindakan yang berkaitan dengan pengurusan Perseroan untuk kepentingan Perseroan dan sesuai dengan maksud dan tujuan Perseroan.

a. Conduct any actions related to the management of the Company for the interest of the Company and in accordance with the purposes and objectives of the Company.

b. Mewakili Perseroan baik di dalam maupun di luar Pengadilan tentang segala hal dan segala kejadian dengan pembatasan-pembatasan sebagaimana diatur dalam peraturan perundang-undangan, Anggaran Dasar, dan/ atau keputusan RUPS.

b. Represent the Company in and out of court concerning all matters and incidents with boundaries regulated in legislations, Articles of Assocation, and/or decisions of GMS.

c. Mencurahkan tenaga, pikiran, perhatian dan pengabdiannya secara penuh pada tugas, kewajiban dan pencapaian tujuan Perseroan.

c. Devote energy, ideas, attention and full dedication to its duties, responsibilities and achievement of purposes of the Company.

d. Menyiapkan Rencana Jangka Panjang Perusahaan (RJPP) yang merupakan rencana strategis yang memuat sasaran dan tujuan Perseroan yang hendak dicapai dalam jangka waktu 5 tahun, yang telah ditandatangani bersama dengan Dewan Komisaris disampaikan kepada RUPS untuk mendapatkan pengesahan.

d. Prepare Long Term Plan (RJPP) that consists of strategic plan completed with target and purposes of the Company within the following 5 years, and has been collectively signed by the Board of Commissioners to be delivered to GMS for authorization.

e. Menyiapkan rancangan Rencana Kerja dan Anggaran Perusahaan (RKAP) yang merupakan penjabaran tahunan dari RJPP dan selanjutnya disampaikan kepada RUPS untuk mendapatkan pengesahan.

e. Prepare the Company’s Work Plan and Budget (RKAP) that illustrates description of annual RJPP and to be submitted to GMS for authorization.

f. Mengadakan dan memelihara pembukuan dan administrasi Perseroan sesuai kelaziman yang berlaku bagi suatu Perseroan.

f. Organize and maintain entries and administration of the Company as per the respected custom for a Company.

g. Dalam waktu 6 bulan setelah tahun buku Perseroan ditutup, menyampaikan Laporan Tahunan yang telah ditandatangani oleh Direksi dan Dewan Komisaris kepada RUPS untuk mendapatkan persetujuan.

g. Within 6 months after closing its fiscal year, the Company to submit Annual Report that has been signed by the Board of Directors and Board of Commissioners to GMS for approval.

h. Menyusun sistem akuntansi sesuai dengan Standar Akuntansi Keuangan dan berdasarkan prinsip-prinsip pengendalian internal, terutama fungsi pengurusan, pencatatan, penyimpanan dan pengawasan.

h. Prepare an accounting system that is in line with the Financial Accounting Standards and based on principles of internal control, especially function of management, record, safekeeping and monitoring.

i. Memberikan pertanggungjawaban dan segala keterangan tentang keadaan jalannya Perseroan berupa laporan kegiatan Perseroan termasuk laporan keuangan baik dalam bentuk laporan berkala menurut cara dan waktu yang ditentukan dalam Anggaran Dasar ini serta setiap kali diminta oleh RUPS.

i. Provide responsibility and all clarities on the conditions of the Company in the form of activity report, including periodical financial statement in a determined method and timeline stated in the Articles of Association as well as per inquiry by GMS.

j. Menyiapkan dan menetapkan susunan organisasi Perseroan lengkap dengan perincian dan tugasnya.

j. Prepare and determine the Company’s organization structure complete with its details and duties.


171





k. Memberikan penjelasan tentang segala hal yang dinyatakan atau diminta anggota Dewan Komisaris.

k. Provide details of all matters stated or inquired by members of the Board of Commissioners.

l. Menjalankan kewajiban-kewajiban lainnya sesuai dengan ketentuan-ketentuan yang diatur dalam Anggaran Dasar ini dan yang ditetapkan oleh RUPS berdasarkan peraturan perundang-undangan yang berlaku.

l. Conduct other responsibilities in accordance with regulations dictated in the Articles of Association and that of determined by GMS based on the prevailing legislations.

m. Mematuhi ketentuan-ketentuan lain yang berlaku di induk perusahaan Perseroan dan dinyatakan berlaku bagi Perseroan dan/atau ketentuan-ketentuan lain yang ditetapkan dan disetujui oleh RUPS.

m. Comply to other regulations in effect in the holding company of the Company and declared valid for the Company and/or other regulations set and approved by GMS.

n. Dengan itikad baik dan penuh tanggung jawab menjalankan tugas untuk kepentingan dan usaha Perseroan dengan mematuhi peraturan perundang-undangan yang berlaku.

n. With good faith and full responsibility in conducting its duties for the interest and business of the Company by conforming to the prevailing legislations.

Pembagian Tugas Masing-Masing Direksi Direktur Utama: 1. Memberikan arahan dan mengendalikan visi, misi dan strategi serta kebijakan Perusahaan, 2. Memimpin para anggota Direksi dalam melaksanakan keputusan Direksi. 3. Memimpin dan mendorong terlaksananya pembentukan budaya Perusahaan, peningkatan citra dan Tata Kelola Perusahaan yang Baik (Good Coporate Governance). 4. Menyelenggarakan dan memimpin Rapat Direksi secara periodik sesuai ketetapan Direksi atau rapat-rapat lain apabila dipandang perlu sesuai usulan Direksi.

Tasks Allocation of each Director President Director: 1. Provide direction and control to the vision, mission, strategy and the Company’s policies, 2. Lead members of the Board of Directors in carrying out the Board’s decision, 3. Lead and encourage the the establishment of corporate culture, enhancement of corporate image and Good Coporate Governance, 4. Organize and lead the Board of Directors’ meetings periodically in accordance with provisions of the Board of Directors or other meetings as necessary and proposed by the Board of Directors. 5. On behalf of the Board of Directors, ratify all Decrees of Directors in accordance with the type of decision in the Articles of Association or other stipulations. 6. In the case of procurement of goods and/or services, on behalf of the Board of Directors may grant approval/permission to achieve objectives of the Company in accordance with the provision procurement of goods and/or services applicable in the Company. 7. On behalf of the Board of Directors to represent the Company in and out of Court and/or could appoint other Directors, employees or other parties to represent the Company in and out of court. 8. On behalf of the Board of Directors, determine the Board’s decision if during the vote in a meeting there are equal numbers between agrees and disagree. 9. Provide information to Stakeholders regarding to Board of Director’s decision that affect largely the public either related to business decisions, legal aspects, or rumors about the Company in the community.

5. Atas nama Direksi, mengesahkan semua surat keputusan Direksi sesuai dengan jenis keputusan yang dalam Anggaran Dasar atau ketetapan lainnya. 6. Dalam hal pengadaan barang dan/jasa, atas nama Direksi dapat memberikan persetujuan/izin prinsip untuk mencapai maksud dan tujuan Perusahaan sesuai ketentuan pengadaan barang dan/atau jasa yang berlaku di Perusahaan. 7. Atas nama Direksi mewakili Perusahaan di dalam maupun di luar pengadilan dan/atau dapat menunjuk Direksi lain, pekerja atau pihak lain untuk mewakili Perusahaan di dalam dan di luar pengadilan. 8. Atas nama Direksi, menentukan keputusan Direksi, apabila dalam voting pada rapat Direksi terdapat jumlah suara yang sama banyak antara suara yang setuju dan tidak setuju. 9. Memberikan informasi kepada Stakeholders terhadap keputusan Direksi yang memberi dampak besar kepada publik baik yang berkaitan dengan keputusan bisnis, aspek legal, ataupun isu-isu tentang Perusahaan yang berkembang di masyarakat.

172






10. Memimpin dan mengkoordinasi fungsi-fungsi langsung yang berada dibawah Direktur Utama antara lain Sekretaris Perusahaan, Internal Audit dan lain-lain dalam mencapai sasaran kinerja Perusahaan yang telah ditetapkan. 11. Dalam menjalankan tugas dan wewenangnya, Direktur Utama dapat melimpahkan sebagian tugas dan wewenangnya kepada Direksi lainnya sesuai dengan tugas dan wewenang masing-masing Direksi tersebut. 12. Dalam menjalankan tugas dan wewenangnya, Direktur Utama berwenang melakukan korespondensi dengan pihak eksternal yang terkait.

10. Lead and coordinate functions that are directly under the President Director, such as the Corporate Secretary, Internal Audit Department and others, to achieve performance targets.

Direktur Eksplorasi & Pengembangan: 1. Mengkaji kelayakan bisnis baru sesuai rencana bisnis dan kebijakan pertumbuhan usaha Perusahaan. 2. Memimpin dan mengendalikan seluruh kegiatan proyek yang bersifat growth (Proyek Baru Renbang, Proyek Perluasan dan Proyek Penyiapan Area Baru). 3. Melakukan evaluasi segenap kegiatan pengembangan bisnis berbasis risk management dan menjaga hubungan baik dengan pihak pelanggan untuk memastikan lingkup dan persyaratan kontrak yang menguntungkan bagi Perusahaan. 4. Memimpin dan mengendalikan segenap kegiatan survei geokimia, geologi dan geofisika pada proyek-proyek di bawah kendali Direktorat Renbang. 5. Mengkoordinir penyusunan RKA (Rencana Kerja dan Anggaran) dan RJP (Rencana Jangka Panjang) Perusahaan serta melakukan evaluasi perencanaan secara berkala. 6. Memimpin dan mengendalikan pengelolaan sumber daya yang berada dalam tanggung jawab Direktorat Renbang. 7. Perencanaan, pelaksanaan dan pengendalian proyek untuk memastikan bahwa tujuan project yaitu Safety, On Time, On Budget, On Specification dan On Return dapat tercapai. 8. Melaporkan secara berkala segenap kemajuan kegiatan kepada Direktur Utama. 9. Bersama-sama dengan Direktorat lain melakukan sinergi, kerjasama yang kuat dan saling mendukung dalam aktivitas bisnis dan operasional Perusahaan sehari-hari. 10. Dalam menjalankan tugas dan wewenangnya, Direktur Eksplorasi dan Pengembangan berwenang mewakili Perusahaan di dalam maupun di luar pengadilan dan/ atau dapat menunjuk anggota Direksi lain, pekerja atau pihak lain untuk mewakili Perusahaan di dalam dan di luar pengadilan. 11. Dalam menjalankan tugas dan wewenangnya, Direktur Eksplorasi dan Pengembangan berwenang melakukan korespondensi dengan pihak eksternal yang terkait.

Exploration & Development Director: 1. Assess the feasibility of new business according to the business plan and the Company’s growth policy. 2. Lead and control all project activities related to growth (new Project Renbang, Expansion Project and new Area Preparation Project) 3. Evaluate all business development activities based on risk management and maintain good relationships with the customer to ensure the scope and terms of the contract to be beneficial to the Company.

11. In carrying out its duties and authorities, President Director may delegate some tasks and responsibilities to the other Directors in accordance with each respective duty and authority. 12. In carrying out its duties and authorities, President Director is authorized to conduct correspondence with related external parties.

4. Lead and control all activities in surveys of geochemical, geological and geophysical in projects under the control of the Renbang Directorate. 5. Coordinate the preparation of RKAP (Work Plan and Budget) and RJP (Long Term Plan) as well as evaluate the planning periodically. 6. Lead and control resources management within the responsibility of the Renbang Directorate. 7. Develops plan, implementation and control of projects to ensure the objectives, which are Safet, On Time, On Budget, On Specification and On Return, can be achieved. 8. Report regularly all activities progress to President Director. 9. Together with other Directorates to conduct synergy, strong cooperation and support each other in the daily business and operational activities. 10. In carrying out its duties and authorities, Exploration and Development Director is authorized to represent the Company in and out of the Court and/or may appoint another member of the Board of Directors, employees or other parties to represent the Company in and out of the Court. 11. In carrying out its duties and authorities, Exploration and Development Director is authorized to conduct correspondence with related external parties.


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Direktur Operasi: 1. Mengarahkan dan mengevaluasi segenap kegiatan yang berkaitan dengan operasi produksi. 2. Merencanakan dan mengevaluasi keandalan sarana serta fasilitas operasi dan fasilitas pendukung. 3. Mengembangkan standar engineering untuk segenap kegiatan operasi di area. 4. Merencanakan, mengarahkan dan mengevaluasi segenap kegiatan yang berkaitan dengan pengendalian kinerja pemboran make up wells, utilisasi dan pengoperasian power plant. 5. Memimpin dan mengendalikan seluruh kegiatan proyek utilisasi dan pembangkitan. 6. Mengarahkan dan mengevaluasi kegiatan kemitraan bisnis. 7. Mengendalikan segenap kinerja kegiatan kemitraan bisnis operasional dalam aspek finansial dan non-finansial. 8. Menetapkan mekanisme pengendalian segenap risiko operasional dan mengawasi status penanganan. 9. Melaporkan secara berkala segenap kemajuan kegiatan kepada Direktur Utama. 10. Bersama-sama dengan Direktorat lain melakukan sinergi, kerjasama yang kuat dan saling mendukung dalam aktivitas bisnis dan operasional Perusahaan sehari-hari. 11. Dalam menjalankan tugas dan wewenangnya, Direktur Operasi berwenang mewakili Perusahaan di dalam maupun di luar pengadilan dan/atau dapat menunjuk anggota Direksi lain, pekerja atau pihak lain untuk mewakili Perusahaan di dalam dan diluar pengadilan. 12. Dalam menjalan tugas dan wewenangnya, Direktur Operasi berwenang melakukan korespondensi dengan pihak eksternal yang terkait.



Operation Director: 1. Direct and evaluate all activities related to the production operations. 2. Plan and evaluate the reliability of facilities, operating and supporting facilities. 3. Develop engineering standards for all operations in the area. 4. Plan, direct and evaluate all activities related to the control of drilling performance of make up wells, utilization and operation of the power plant. 5. Lead and control all utilization and power generating projects. 6. Direct and evaluate business partnerships activities. 7. Control the performance of all operational activities of business partnerships in the financial and non-financial aspects. 8. Establish control mechanisms of all operational risk and supervise the handling status. 9. Regularly report the progress of all activities to President Director. 10. Together with other Directorate to conduct synergy, strong cooperation and support each other in Company’s daily business and operational activities. 11. In carrying out its duties and authorities, Operation Director is authorized to represent the company in and out of the Court and/or may appoint another member of the Board of Directors, employees or other parties to represent the Company in and out of the Court. 12. In carrying out its duties and authorities, Operation Director is authorized to conduct correspondence with related external parties.

Sepanjang tahun 2015, Direksi telah melakukan 25 rapat dengan agenda antara lain membahas kegiatan operasional, kepegawaian, dan perencanaan strategis. In 2015, the Board of Directors has conducted 25 meetings with the agenda, including operational activities, employment, and strategic plan.

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Direktur Keuangan: 1. Merencanakan, mengelola dan mengontrol keuangan Perusahaan agar berfungsi maksimal dalam mendukung aktivitas bisnis dan operasional Perusahaan yang berlandasan pada prinsip pengelolaan keuangan yang berbasis pada risk management. 2. Berkoordinasi dengan direktorat keuangan PT Pertamina (Persero) dalam hal penerimaan dan pengeluaran keuangan serta investasi Perusahaan. 3. Melaporkan secara berkala status pengendalian keuangan Perusahaan kepada Direktur Utama. 4. Bersama-sama dengan Direktorat lain melakukan sinergi, kerjasama yang kuat dan saling mendukung dalam aktifitas bisnis dan operasional Perusahaan sehari-hari. 5. Dalam menjalankan tugas dan wewenangnya, Direktur Keuangan berwenang mewakili Perusahaan di dalam maupun di luar pengadilan dan/atau dapat menunjuk anggota Direksi lain, pekerja atau pihak lain untuk mewakili Perusahaan di dalam dan diluar pengadilan. 6. Dalam menjalan tugas dan wewenangnya, Direktur Keuangan berwenang melakukan korespondensi dengan pihak eksternal yang terkait.

Finance Director: 1. Plan, manage and control the Company’s financial to function optimally to support business and operations of the Company, based on the principles of risk financial management.

Hak dan Wewenang Direksi Direksi memiliki hak dan wewenang:

Rights and Authorities of the Board of Directors The Board of Directors have rights and authorities as follow:

a. Mengikat Perusahaan dengan pihak lain dan pihak lain dengan Perusahaan dengan sejumlah pembatasan.

a. To bind the Company with another party and vice versa with a number of limitations.

b. Melakukan segala tindakan dan perbuatan baik mengenai pengurusan maupun pemilikan sesuai dengan ketentuan peraturan perundang-undangan yang berlaku.

b. To conduct all measures and deeds that are pertaining to management and ownerships in accordance with the prevailing legislations.

c. Menetapkan kebijakan dalam kepengurusan Perusahaan.

dan

c. To determine policies in terms of leadership and management of the Company.

d. Mengatur penyerahan kekuasaan Direksi untuk mewakili Perusahaan di dalam dan di luar Pengadilan kepada seseorang atau beberapa orang anggota Direksi yang khusus ditunjuk untuk itu atau kepada seseorang atau beberapa orang Pekerja Perusahaan baik sendiri-sendiri maupun bersama-sama atau kepada pihak lain.

d. To arrange delegation of authority of the Board of Directors to represent the Company in and out of court to an individual or several members of the related board, whom speficially appointed for the cause or to an individual or several employees of the Company, whether it is individually or collectively or to another party.

e. Mengatur ketentuan-ketentuan tentang kepegawaian Perusahaan termasuk pembinaan pegawai, penetapan upah dan penghasilan lain, pesangon dan/atau penghargaan atau pengabdian serta manfaat pensiun bagi pekerja Perusahaan berdasarkan peraturan perundang-undangan yang berlaku dan/atau keputusan RUPS.

e. To arrange regulations pertaining to employment of the Company, including employees’ development, wage determination and other incomes, severance and/or rewards or dedication as well as retirement benefit for employees of the Company based on the prevailing legislations and/or decisions of GMS.

kepemimpinan

2. Coordinate with finance directorate of PT Pertamina (Persero) in terms of revenues, expenditures and investments. 3. Report periodically the status of the Company’s financial control to President Director. 4. Together with other Directorates to conduct synergy, strong cooperation and support each other in daily business and operational activities. 5. In carrying out its duties and authorities, Finance Director is authorized to represent the company in and out of the Court and/or may appoint another member of the Board of Directors, employees or other parties to represent the Company in and out of the Court. 6. In carrying out its duties and authorities, Finance Director is authorized to conduct correspondence with related external parties.


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f. Mengangkat dan memberhentikan Pekerja Perusahaan berdasarkan peraturan perundang-undangan dan peraturan kepegawaian Perusahaan yang berlaku.

f. Appoint and dismiss Employees of the Company based on the prevailing legislations and the Company’s employment regulation.

g. Memberi penghargaan dan sanksi (reward and punishment) kepada Pekerja Perusahaan berdasarkan peraturan kepegawaian Perusahaan.

g. Contributes reward and punishment to Employees of the Company based on the Company’s employment regulation.

h. Memastikan sumber daya manusia Perusahaan memiliki kompetensi dan kemampuan yang handal sesuai dengan bidang tugasnya.

h. Ensure the Company’s human resources to be prepared with a reliable competence and skills as per its scope of work.

i. Mengangkat dan memberhentikan Sekretaris Perusahaan berdasarkan aturan dan ketentuan yang berlaku.

i. Appoint and dismiss Corporate Secretary based on the prevailing regulations and stipulations.

j. Melakukan aktivitas di luar Perusahaan yang tidak secara langsung berhubungan dengan kepentingan Perusahaan seperti pembicara/narasumber dalam seminar, workshop, dan kegiatan sejenis dan/atau menjadi pengurus asosiasi bisnis dan sejenisnya diperkenankan sebatas menggunakan waktu yang wajar dan sepengetahuan Direktur Utama atau Direktur lainnya.

j. Conduct activities outside the Company, which are not indirectly related to the Company’s interest, such as a speaker person in a seminar, workshop, and alike activities and/or become business associate manager and so forth as long as it is within reasonable time and with the consent of the President Director and other Directors.

k. Memperoleh cuti sesuai ketentuan yang berlaku.

k. Own leaves as per the prevailing regulations.

l. Mempergunakan saran profesional.

l. Utilize its professional recommendations.

m. Menerima gaji berikut fasilitas dan tunjangan lainnya yang jumlahnya ditetapkan oleh RUPS dengan memperhatikan ketentuan-ketentuan peraturan perundang-undangan yang berlaku.

m. Receive salary with its facilities and other benefits to which the amount is set by GMS by considering the prevailing legislations.

n. Apabila Perusahaan mencapai tingkat keuntungan, maka Direksi dapat menerima insentif sebagai imbalan atas prestasi kerjanya yang besarnya ditetapkan oleh RUPS.

n. If the Company achieves a certain level of profit, then the Board of Directors shall receive an incentive as a reward for their performance, to which the amount is set by GMS.

o. Mendapatkan sarana dan fasilitas Perusahaan serta santunan purna jabatan sesuai dengan hasil penetapan RUPS yang penyediaannya disesuaikan dengan kondisi keuangan Perusahaan, asas kepatuhan dan kewajaran serta tidak bertentangan dengan peraturan perundang-undangan yang berlaku. Penjabaran tentang sarana dan fasilitas Perusahaan dituangkan lebih lanjut dalam keputusan RUPS.

o. Receive means and facilities of the Company as well as pension benefits in accordance with decisions of GMS, to which the provision to be aligned with the Company’s financial condition, compliance and fairness as well as not against the prevailing legislations. Details of these items are further explained in the decree of GMS.

p. Menetapkan Perusahaan.

p. Determine and align the Company’s organization structure.

176

dan

menyesuaikan

struktur

organisasi






Setiap anggota Direksi bertanggung jawab penuh secara pribadi apabila yang bersangkutan bersalah atau lalai menjalankan tugasnya untuk kepentingan dan usaha Perseroan, kecuali apabila anggota Direksi yang bersangkutan dapat membuktikan bahwa:

Each member of the Board of Directors is completely responsible personally if the concerned is found guilty or negligent in conducting its duties for the interest and business of the Company, unless the concerned member of the Board of Directors able to provide evidence that:

a. Kerugian tersebut bukan karena kesalahan atau kelalaiannya;

a. The loss is not because of his/her error or negligence;

b. Telah melakukan pengurusan dengan itikad baik dan kehatihatian untuk kepentingan dan sesuai dengan maksud dan tujuan Perseroan;

b. Good faith and prudence have been realized for the interest, purposes and objective of the Company;

c. Tidak mempunyai benturan kepentingan baik langsung maupun tidak langsung atas tindakan pengurusan yang mengakibatkan kerugian; dan

c. The concerned claims not to have any conflict of interests directly and indirectly to the act of management that is inflicting losses; and

d. Telah mengambil tindakan untuk mencegah timbul atau berlanjutnya kerugian tersebut

d. The concerned has taken measures to prevent the loss to occur or to continue to occur.

Frekuensi Pertemuan dan Tingkat Kehadiran Direksi [G4-49]

Frequency of Meeting and Attendance Rate of the Board of Directors [G4-49] Throughout 2015, the Board of Directors has performed 25 meetings with the agenda including the operational activities of the Company, employment, and strategic plan of the Company.

Sepanjang tahun 2015, Direksi telah melakukan 25 pertemuan (rapat) dengan agenda membahas antara lain mengenai kegiatan operasional Perusahaan, kepegawaian Perusahaan, dan perencanaan strategis Perusahaan.

No.

Nama Name

Jumlah Rapat Jumlah dalam Masa Jabatan Kehadiran Rapat Total Meetings Total Attendance during Tenureship

Persentase Kehadiran Percentage of Attendance


1

Irfan Zainuddin

16

16

100%

23 April – 31 Desember 2015 April 23rd – December 31st, 2015

2

Khairul Rozaq

25

25

100%

1 Januari – 31 Desember 2015 January 1st – December 31st, 2015

3

Ali Mundakir

9

9

100%

6 Agustus – 31 Desember 2015 August 6th – December 31st, 2015

4

A.B. Hadi Karyono

25

25

100%

1 Januari – 31 Desember 2015 January 1st – December 31st, 2015

5

Roni Gunawan

9

9

100%

1 Januari – 23 April 2015 January 1st – April 23rd, 2015

6

Richard H. Tamba

16

16

100%

1 Januari – 6 Agustus 2015 January 1st – August 6th, 2015


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Program Pelatihan Untuk Meningkatkan Kompetensi Direksi Secara berkesinambungan Perusahaan terus meningkatkan kompetensi Direksi, dengan menyertakan mereka pada berbagai kegiatan, baik sebagai peserta ataupun narasumber.



Training Programs of Competence Building for the Board of Directors In a continuous manner, the Company keeps improving the competence of the Board of Directors by involving them in several activities, as a participant or speaker person. [G4-43]

[G4-43]

Program dan Kegiatan Peningkatan Kompetensi Direksi Program and Training of Competence Building for the Board of Directors No

Tempat dan Tanggal Kegiatan Venue and Date of Event


Bentuk dan Tema Kegiatan Type and Theme of Activity

1

25 Februari 2015, Jakarta February 25th, 2015, Jakarta


Pelatihan Assessment untuk Sesi Umpan Balik dengan Konsultan Daya Dimensi Indonesia Assessment Training for Feedback Session with the Consultant of Daya Dimensi Indonesia

2

4 Maret 2015, Jakarta March 4th, 2015, Jakarta


Workshop Risk Analysis Overview for Senior Management

3

29-31 Maret 2015, Jakarta March 29th - 31st, 2015, Jakarta


Bali Forum Shring Teknologi Hulu ke 3 2015 The 3rd Bali Sharing Forum on Upstream Technology in 2015

4

4 – 5 Mei 2015, Jakarta May 4th - 5th, 2015, Jakarta


Program Directorship Directorship Program

5

20 Mei 2015, Jakarta May 20th, 2015, Jakarta


Accelerate Business Performance by Creating the “Productive (Lean & Mean) Organization- Role of Corporate Learning

6

19 Agustus 2015, Bandung August 19th, 2015, Bandung


Workshop Professional Director Program Batch 117

7

20 Agustus 2015, Jakarta August 20th, 2015, Jakarta


Panelist “The role of Operating Company in the National Geothermal Human Capital Development”

8

16-17 September 2015, Garut September 16th – 17th, 2015, Garut


Forum Presentasi CIP PGE Presentation Forum of CIP PGE

9

17 September 2015, Bandung September 17th, 2015, Bandung


Workshop Panas Bumi Workshop on Geothermal

10

17 September 2015, Jakarta September 17th, 2015, Jakarta


Workshop PETROWEEK 2015

11

29 September 2015, Jakarta September 29th, 2015, Jakarta


Focus Group Discussion "Menguatkan Infrastruktur Energi Untuk Keandalan dan Ketersediaan Energi Nasional" Focus Group Discussion on “Strengthening Infrastructure Energy for the Reliability and Availability of National Energy”

12

21-22 Oktober 2015, Palembang October 21st-22nd, 2015, Palembang


Pembicara Seminar Nasional ke 7 Added Value of Energy Resources Speaker at the 7th National Seminar on Added Value of Energy Resources

178






13

23 Oktober 2015, Palembang October 23rd, 2015, Palembang


Pembicara pada Kuliah Umum Geothermal Energy dari Teknik Kimia Politeknik Negeri Sriwijaya Speaker at Public Classroom on Geothermal Energy at State Polytechnic Chemical Engineering of Sriwijaya

14

24 Oktober 2015, Palembang October 24th, 2015, Palembang


Pembicara pada Forum Nasional Nanoteknologi 2015 dari Teknik Kimia Politeknik Negeri Sriwijaya Speaker at National Forum on Nanotechnology 2015 at State Polytechnic Chemical Engineering of Sriwijaya

15

28 Oktober 2015, Jakarta October 28th, 2015, Jakarta


Workshop Alternatif Financing dan Credit Rating Alternative Workshop on Financing and Credit Rating

16

6 November 2015, Jakarta November 6th, 2015, Jakarta


Workshop Penyusunan Laporan Terintegrasi Tahun Buku 2015 Workshop on Preparation of the Integrated Report for Fiscal Year 2015

17



Pembicara Dies Natalis Universitas Trisakti ke 50 Speaker at the 50th Anniversary of University of Trisakti

18

24-25 November 2015, Jakarta November 24th – 25th, 2015, Jakarta


Pertamina Energy Forum 2015

19

24-25 November 2015, Jakarta November 24th – 25th, 2015, Jakarta


Pertamina Energy Forum 2015- Sustainable Energy for Indonesia Growth

20



Workshop Media

21

14 Desember 2015, Jakarta December 14th, 2015, Jakarta


Enterprise Risk Managemet (ERM) Forum IV

22

17 Desember 2015, Bandung December 17th, 2015, Bandung

Direktur Utama Direktur Utama

Undangan Dialog Interaktif - Percepatan Pengembangan Panas Bumi Dalam Kerangka Menunjang Target Pencapaian Bauran Energi 2025 Invitation for Interactive Dialogue – Acceleration of Geothermal Development in the Support of Target Achievement of Energy Mix 2025


179





Penilaian Kinerja Anggota Dewan Komisaris dan Direksi [G4-44]

Performance Evaluation of Board of Commissioners and Board of Directors [G4-44]

Rapat Umum Pemegang Saham (RUPS) secara rutin dan konsisten melaksanakan peninjauan dan penilaian terhadap kinerja anggota Dewan Komisaris dan Direksi. Penilaian kinerja anggota Dewan Komisaris dan Direksi untuk periode tahun buku 2015 dilaksanakan pada Rapat Umum Pemegang Saham tahun 2016.

General Meeting of Shareholders (GMS) is conducted routinely and consistently to monitor and evaluate the performance of members of the Board of Commissioners and Directors. Performance evaluation for fiscal year 2015 was carried out in the General Meeting of Shareholders (GMS) 2016.

Kriteria penilaian mencakup: • Implementasi dan pelaksanaan tugas dan tanggung jawab setiap anggota Komisaris dan Direksi berdasarkan Anggaran Dasar Perusahaan.

Criterias of evaluation cover these items: • Implementation and enforcement of duties and responsibilities of each member of the Board of Commissioners and Board of Directors based on the Company’s Articles of Association.

• Implementasi dan pelaksanaan keputusan Rapat Umum Pemegang Saham.

• Implementation and enforcement to decisions of the General Shareholders Meeting.

• Realisasi dan pencapaian RKAP.

• Realization and achievement of RKAP.

Kebijakan Remunerasi Dewan Komisaris dan Direksi [G4-51, G4-52, G4-53]

Remuneration Policy of the Board of Commissioners and Board of Directors [G4-51, G4-52, G4-53]

Prosedur penetapan remunerasi bagi anggota Dewan Komisaris dan Direksi ditetapkan melalui RUPS dengan mengacu kepada evaluasi kinerja Perusahaan dan pencapaian Key Performance Indicator (KPI) tahun 2015 yang antara lain terdiri dari:

Procedure of remuneration determination for members of the Board of Commissioners and Board of Directors is set through GMS by referring to the performance evaluation of the Company and achievement of Key Performance Indicator (KPI) 2015, which consists of:

1. Kinerja keuangan 2. Kinerja operasional 3. Kinerja sumber daya manusia 4. Kinerja lingkungan 5. Kinerja keselamatan dan kesehatan kerja (K3) dan 6. Implementasi tata kelola perusahaan yang baik

1. Financial performanace 2. Operational performance 3. Human resources performance 4. Environmental performance 5. Occupational health and safety (OHS) performance; and 6. Implementation of Good Corporate Governance.

Berdasarkan penetapan remunerasi, Dewan Komisaris menerima remunerasi yang terdiri dari honorarium, fasilitas, tunjangan, dan tantiem atau imbalan atas kinerja Dewan Komisaris. Selain itu, untuk Direksi menerima remunerasi yang terdiri dari gaji, tunjangan, fasilitas, tantiem, atau imbalan atas kinerja, dan santunan purna jabatan. Adapun besaran jumlah dari masing-masing komponen remunerasi ini ditentukan dalam RUPS.

Based on the determination of remuneration, the Board of Commissioners receives a set of remuneration consisting of honorarium, facilities, benefits and tantiem or rewards to performance of the Board of Commissioners. Moreover, the Board of Directors receives a set of remuneration consisting of salary, benefits, facilities, tantiem, or rewards to performance, and pension benefits. Amount of each component that makes up these remunerations are established in GMS.

180






Adapun komposisi gaji yang diterima Dewan Komisaris dan Direksi pada tahun 2015 berdasarkan Keputusan Pemegang Saham Secara Sirkuler adalah sebagai berikut:

Composition of salary that is received by the Board of Commissioners and Board of Directors in 2015 was oriented to the Circular Resolutions, as seen below:

• Anggota Direksi lainnya 90% dari gaji Direktur Utama.

• Anggota Komisaris lainnya 90% dari honorarium Komisaris Utama.

• Other members of the Board of Directors receive 90% salary of the President Director. • President Director receives 45% salary of the President Director. • Other members of the Board of Commissioners receive 90% honorarium of the President Commissioner.

Pemegang Saham Utama Serta Hubungan Afiliasi Anggota Direksi, Dewan Komisaris Dan Pemegang Saham Utama

Majority Shareholders and Affiliations of Members of Board of Directors, Board of Commissioners and Majority Shareholders

Pemegang Saham Utama Pemegang saham Perusahaan adalah: [G4-7] 1. PT Pertamina (Persero), dengan kepemilikan saham 90,06%. 2. PT Pertamina Dana Ventura, dengan kepemilikan saham 9,94%.

Majority Shareholders Below are the Company’s majority shareholders: [G4-7] 1. PT Pertamina (Persero), with an ownership of 90.06%. 2. PT Pertamina Dana Ventura, with an ownership of 9.94%.

Hubungan Afiliasi [G4-39] Perusahaan memastikan tidak ada hubungan afiliasi yang bersifat kekeluargan antara anggota Direksi, Dewan Komisaris dan Pemegang Saham Utama/Pengendali.

Affiliated Relationships [G4-39] The Company has to ensure there is no affliated relationships that is familial between members of the Board of Directors, Board of Commissioners and Majority/Controlling Shareholders.

Sementara untuk hubungan afiliasi bersifat finansial, terdapat hubungan afiliasi antara anggota Direksi dan Dewan Komisaris kecuali Komisaris Independen, dengan Pemegang Saham Utama/Pengendali. Hal ini mengingat status anggota Direksi dan Dewan Komisaris, kecuali Komisaris Independen, adalah pekerja PT Pertamina (Persero) yang mendapat penugasan dari PT Pertamina (Persero) sebagai induk perusahaan.

Affiliated relationships are financially binded, such as those between members of the Board of Directors and Board of Commissioners except Independent Commissioner, with Majority/ Controlling Shareholders. This is to consider the status of members of the Board of Directors and Board of Commissioners, except Independent Commissioner, are employees of PT Pertamina (Persero), of whom are assigned by PT Pertamina (Persero) as the holding company.

Hingga akhir periode pelaporan, Perusahaan memiliki 1 Komisaris Independen, yang tidak memiliki hubungan dengan Pemegang Saham. Uraian tentang Komisaris Independen disampaikan terpisah dalam Laporan ini.

Up to the end of reporting period, the Company has 1 Independent Commissioner, which did not have relationships with the Shareholders. Details on the Independent Commissioner are provided separately in this Report.

• Komisaris Utama 45% dari gaji Direktur Utama.


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Namun demikian, Perusahaan memastikan bahwa hubungan afiliasi yang bersifat finansial, tidak mempengaruhi independensi atau menimbulkan benturan kepentingan anggota Direksi maupun Dewan Komisaris dalam pengambilan keputusan di dalam Perusahaan. Dalam melaksanakan tugas, tanggung jawab dan wewenangnya, baik Direksi maupun Dewan Komisaris senantiasa berpedoman pada Pedoman Etika Usaha dan Tata Perilaku (Code of Conduct), serta Board Manual.



However, the Company has to assure that the affiliated relationships are not familial, not affecting independence or inflicting conflict of interests of the Board of Directors and Board of Commissioners in decision making process within the Company. During its implementation of duties, responsibilities and authorities, both the Board of Directors and Board of Commissioners constantly abide by the Code of Business Ethics and Conduct (Code of Conduct) as well as Board Manual. [G4-14]

[G4-14]

Hubungan Afiliasi Antara Anggota Direksi, Dewan Komisaris dan Pemegang Saham Utama Affiliated Relationships between Members of the Board of Directors, Board of Commissioners, and Majority Shareholders No

Hubungan Afiliasi Affiliated Relationship

Jenis Hubungan Afiliasi Type of Affiliated Relationship Kekeluargaan | Family

Finansial | Financial

1

Antar-Anggota Direksi Inter-Members of the Board of Directors

Tidak Ada None

Tidak Ada None

2

Antar-Anggota Direksi dan Dewan Komisaris Inter-Members of the Board of Directors and Board of Commissioners

Tidak Ada None

Tidak Ada None

3

Antar-Anggota Direksi dengan Pemegang Saham Utama Inter-Members of the Board of Directors with Majority Shareholders

Tidak Ada None

Ada Exist

4

Antar-Anggota Dewan Komisaris Inter-Members of the Board of Commissioners

Tidak Ada None

Tidak Ada None

5

Antar-Anggota Dewan Komisaris dengan Pemegang Saham Utama Inter-Members of the Board of Commissioners with Majority Shareholders

Tidak Ada None

Ada Exist

Rangkap Jabatan [G4-39]

Concurrent Positions [G4-39]

Tidak ada Direksi Perusahaan yang merangkap jabatan dalam grup PT Pertamina (Persero). Namun demikian sesuai kedudukan Perusahaan sebagai anak perusahaan PT Pertamina (Persero), maka pejabat Komisaris Perusahaan yang bukan merupakan Komisaris Independen, merangkap jabatan di dalam grup PT Pertamina (Persero).

There is not found members of the Board of Directors of the Company, who have dual position within the group of PT Pertamina (Persero). However, as aligned with the stance of the Company as the subsidiary of PT Pertamina (Persero), then Commissioners of the Company who are not positioned as Independent Commissioner, shall have dual position within the group of PT Pertamina (Persero).

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Komisaris Perusahaan yang merangkap jabatan dalam grup PT Pertamina (Persero), adalah:

The Company’s Commissioners who have dual position within the group of PT Pertamina (Persero) are as follow:

1. Yenni Andayani, Komisaris Utama Merangkap jabatan sebagai Direktur Energi Baru dan Terbarukan PT Pertamina (Persero).

1. Yenni Andayani, President Commissioner Her concurrent position is the Director of New and Renewable Energy of PT Pertamina (Persero).

2. Maxi Eman, Komisaris Merangkap jabatan sebagai VP Investment & Portofolio Direktorat Keuangan PT Pertamina (Persero).

2. Maxi Eman, Commissioner His concurrent Position is Vice President of Investment & Portfolio for the Directorate of Finance of PT Pertamina (Persero).

Pencegahan Benturan Kepentingan [G4-41]

Prevention of Conflict of Interests [G4-41]

Pedoman Konflik Kepentingan (Conflict of Interest) Nomor A002/ PGE400/2010-S0 tanggal 23 November 2010 memberikan arahan dan acuan bagi seluruh Insan Perusahaan, berkenaan dengan potensi benturan kepentingan yang mungkin terjadi di lingkungan Perusahaan. Pedoman ini bertujuan agar potensi benturan kepentingan tersebut ditangani sesuai dengan prinsip-prinsip Tata Kelola Perusahaan yang Baik sehingga tetap menjunjung tinggi etika dan praktik bisnis yang sehat dan mencegah kecurangan serta penyimpangan perilaku lainnya.

Code of Conflict of Interest Number A002/PGE400/2010-S0 dated November 23rd, 2010 provides directions and references for all employees of the Company, which pertain to potentials of conflict of interests that may occur in the environment of the Company. This code aims for these issues to be addressed in accordance with the principles of Good Corporate Governance so that it shall upholds high ethics and sound business practices and prevent fraud as well as other irregularity behavior.

Berdasarkan Pedoman Konflik Kepentingan, maka setiap tahun Direksi, Dewan Komisaris dan Pekerja mengisi Pernyataan Potensi Konflik kepentingan (Conflict of interest), yang terdiri atas: [G4-14]

Based on the Code of Conflict of Interests, each year the Board of Directors, Board of Commissioners and its Employees must fill out the Statement of Conflict of Interest, which come in these items below: [G4-14]

• Pernyataan Tidak Berbenturan Kepentingan. • Pemberitahuan Potensi Benturan Kepentingan (diisi apabila yang bersangkutan memiliki potensi benturan kepentingan).

• Statement of No Conflict of Interest. • Announcement of Conflict of Interests (to be filled out if the concerned has potential of conflict of interests).

Sepanjang tahun 2015 tidak ada situasi yang dihadapi oleh anggota Dewan Komisaris dalam pengambilan keputusan, yang berpotensi terjadinya benturan kepentingan.

As far as 2015, there were no circumstances confronted by members of the Board of Commissioners in its decision making, which potentially led to conflict of interests.

Perusahaan memastikan, anggota Dewan Komisaris telah memenuhi prinsip-prinsip independensi dalam setiap pengambilan keputusannya, sesuai ketentuan dalam Board Manual.

The Company must ensure members of the Board of Commissioners have meet the requirements of independence in each decision making, which must be aligned with regulations in Board Manual.


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Independensi (Kemandirian)

Independence

Agar Dewan Komisaris dan Direksi dapat bertindak sebaikbaiknya demi kepentingan Perseroan secara keseluruhan, maka independensi Dewan Komisaris dan Direksi merupakan salah satu faktor penting yang harus dijaga. Untuk menjaga independensi, maka Perseroan menetapkan ketentuan sebagai berikut: a. Selain Direksi, pihak lain manapun dilarang melakukan atau campur tangan dalam kepengurusan Perseroan.

In order to have the Board of Directors performed properly for the interests of the Company, then the independence of the Board of Commissioners and the Board of Directors serves as an essential factor that must be safeguarded. For this purpose, the Company has set these regulations:

b. Direksi harus dapat mengambil keputusan secara obyektif, tanpa benturan kepentingan dan bebas dari segala tekanan dari pihak manapun.

b. The Board of Directors may deliberate decisions objectively, without conflict of interests and freed from all pressures expressed by any parties.

c. Direksi dilarang melakukan aktivitas yang dapat mengganggu independensinya dalam mengurus Perseroan.

c. The Board of Directors are prohibited to perform activitities that may hamper its independence in managing the Company.

Keberagaman Komposisi Dewan Komisaris dan Direksi

Diversity Composition of the Board of Commissioners and Directors

Dalam Board Manual, diatur syarat dan kompetensi Dewan Komisaris dan Direksi. Syarat ini tidak mencantumkan pembatasan usia, jenis kelamin, pendidikan dan pengalaman kerja, namun perlu adanya kompetensi dan ketersediaan waktu dalam menjalankan tugasnya. Persyaratan ini menujukkan adanya kebebasan keberagaman komposisi, baik untuk Dewan Komisaris maupun Direksi.

In the Board Manual, there are requirements and competencies for the Board of Commissioners and Board of Directors. These requirements do not include restrictions on age, gender, education and work experience, but competence and availability of time are required in performing their duties. It also indicates the diversity of freedom of composition, both for the Board of Commissioners and Board of Directors.

Komite Audit dan Manajemen Risiko

Audit and Risk Management Committee

Komite Audit dan Manajemen Risiko membantu Komisaris dalam tugasnya memenuhi fungsi pengawasan, dengan mengkaji sistem pengendalian internal dan manajemen risiko, proses pelaporan keuangan, proses pemeriksaan (audit) dan kepatuhan terhadap peraturan dan hukum yang berlaku.

Audit and Risk Management Committee assists the Board of Commissioners in fulfilling its function of supervision, by studying internal controlling system and risk management, financial statement process, auditing process and compliance to the prevailing regulations and laws.

Pembentukan dan kewenangan Komite mengacu pada ketentuan-ketentuan:

Establishment and authorities of the Committee refer to these regulations:

1. Undang-undang Nomor 40 Tahun 2007 Tentang Perseroan Terbatas Pasal 121 butir (1) dan (2).

1. Law Number 40 Year 2007 concerning Limited Liability Company Article 121 point (1) and (2).

2. Undang Undang Nomor 19 Tahun 2003 Tentang BUMN.

2. Law Number 19 Year 2003 concerning State-Owned Enterprises.

184

a. Besides the Board of Directors, any other parties are prohibited to intervene in a management of the Company.






3. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-12/MBU/2012 tanggal 24 Agustus 2012, Tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik negara.

3. Regulation of Minister of State-Owned Enterprises Number PER-12/MBU/2012 dated August 24th, 2012 concerning Supporting Organs of Board of Commissioners/Board of Supervisors in State-Owned Enterprises.

4. Peraturan Menteri Negara BUMN Nomor Per-09/MBU/2012 tanggal 6 juli 2012 Tentang Perubahan atas Peraturan Menteri Negara BUMN Nomor Per-01/MBU/2011 tanggal 1 Agustus 2011, Tentang Penerapan Tata Kelola Perusahaan yang Baik (GCG) Pada BUMN.

4. Regulation of Minister of State-Owned Enterprises Number Per09/MBU/2012 dated July 6th, 2012 concerning Amendment to the Regulation of Minister of State-Owned Enterprises Number Per-1/MBU/2011 dated August 1st, 2011 concerning Implementation of Good Corporate Governance (GCG) in StateOwned Enterprises.

5. Piagam Komite Audit dan Manajemen Risiko yang berlaku pada 31 Desember 2015, yang telah ditetapkan oleh Komisaris Utama dan Direktur Utama.

5. Charter of Audit and Risk Management Committee that is effective on December 31st, 2015, was determined by President Commissioner and President Director.

Susunan, Kualifikasi dan Indepedensi Anggota Komite Audit dan Manajemen Risiko Sesuai Surat Keputusan (SK) Dewan Komisaris No. 169/Kpts/ DK-PGE/IX/2015, pada 1 November 2015 telah diangkat dan ditetapkan keanggotaan Komite Audit dan Manajemen Risiko. Hal ini sebagai tindak lanjut berakhirnya keanggotaan Komite Audit dan Manajemen Risiko sebelumnya pada 30 September 2015, sesuai dengan SK No. 108/Kpts/DK-PGE/VI/2015.

Composition, Qualification and Independence of Members of Audit and Risk Management Committee In accordance with the Letter of Decree of the Board of Commissioners Number 169/Kpts/DK-PGE/IX/2015 on November 1st, 2015, membership of Audit and Risk Management Committee has been appointed and determined. This was a follow-up measure to the termination of membership of Audit and Risk Management Committee previously on September 30th, 2015 as per the Letter of Decree Number 108/Kpts/DK-PGE/VI/2015.

Susunan keanggotan baru Komite Audit dan Manajemen Risiko terdiri dari seorang ketua dan 3 anggota. Komite melaksanakan tugas dan tanggung jawabnya secara profesional dan independen, sesuai Peraturan Menteri BUMN No.PER-01/ MBU/2011 Tentang ‘Penerapan Tata Kelola Perusahaan yang Baik’ pada Badan Usaha Milik Negara dan Piagam Komite Audit.

Composition of new membership of Audit and Risk Management Committee consists of 1 chairman and 3 members. The committee conducts its duties and responsibilities in a professional and independent manner according to the Regulation of Minister of State-Owned Enterprises Number PER-01/MBU/2011 concerning ‘Implementation of Good Corporate Governance’ in State-Owned Enterprises and Charter of Audit Committee.

Kedudukan, tugas dan tanggung jawab Komite Audit serta hubungan kelembagaan antara Komite Audit dengan Internal Audit, Komite Audit dengan Direksi dan Komite Audit dengan Auditor Eksternal dituangkan dalam Piagam Komite Audit dan ditandatangani oleh Komisaris Utama dan Direktur Utama.

Position, duties and responsibilities of Audit Committee as well as its institutional relationships between Audit Committee with Internal Audit, Audit Committee with the Board of Directors, Audit Committee with External Auditor are regulated in the Charter of Audit Committee and signed by President Commissioner and President Director.


185





Susunan Komite Audit dan Manajemen Risiko Composition of the Audit and Risk Management Committee Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Januari - 30 September 2015 Name and Position of membership of Audit and Risk Management Committee January 1st - September 30th, 2015 No

Nama

Jabatan

Kualifikasi dan Pengalaman Kerja

1

Wim Tangkilisan

Ketua Umum Komisaris Independen (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)

2

Aisyah Kusuma

Anggota

Menjabat Anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 31 Desember 2015 berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 169/ Kpts/DK-PGE/IX/2015. Berusia 67 tahun, bergabung dengan Perusahaan sejak tahun 2012. Latar belakang pendidikan sebagai pemegang gelar Sarjana Matematika dari Universitas Indonesia, Magister Hukum Bisnis dari Universitas Padjadjaran, dan Doktor Hukum Energi dari Universitas Padjadjaran. Pengalaman bekerja, pernah menjabat sebagai Legal and Strategic Business Expert Staf to CEO of PT Geo Dipa Energi; Legal and Business Contract Expert Staff to DESDM; Pusdatin and Biro Hukum DESDM; Legal and Business Assistant to Director General for Oil and Gas, Oil and Gas Directorate of Republic Indonesia; Vice President Marketing and Business Development of Upstream Services PT ELNUSA, a subsidiary of PERTAMINA; Vice President Exploration and Production Services in PT ELNUSA, Board of Commissioners of PT ELNUSA HOLDING subsidiaries.

3

Hera Zera

Anggota

Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 30 September 2015 berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014 dan SK No. 108/Kpts/DK-PGE/VI/2015. Berusia 41 tahun, dan bergabung dengan Perusahaan sejak tahun 2011. Later belakang pendidikan adalah Magister Manajemen Keuangan dari Universitas Indonesia. Pernah menjabat pegawai negeri sipil pada Departemen Keuangan Republik Indonesia yang ditugaskan di Kementrian BUMN. Saat ini menduduki jabatan struktural sebagai Kepala Sub Bidang Restrukturisasi BUMN IIIa, di Kementerian BUMN.

Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Oktober - 31 Desember 2015 Name and Position of membership of Audit and Risk Management Committee October 1st - December 31st, 2015 No

Nama

Jabatan


1

Wim Tangkilisan

Ketua Umum Komisaris Independen (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)

2

Aisyah Kusuma

Anggota

(Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari - 30 September 2015

3

Sardi Eko

Anggota

Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 November – 31 Desember 2015 berdasarkan SK Nomor 169/Kpts/DK-PGE/IX/2015. Berusia 61 tahun, bergabung dengan Perusahaan sejak 1 November 2015. Memilik latar belakang pendidikan sebagai Magister Teknik dari Universitas Indonesia, link program dengan Queensland University of Technology Australia. Saat ini sebagai Kandidat Doktor di Univesitas Negeri Jakarta. Pernah menjabat sebagai Manajer Audit di PT Pertamina Persero; Kepala Internal Audit PT Pertamina Geothermal Energy; Komite Audit PT Pertamina Patra Niaga; VP Internal Audit PT Pertamina Patra Niaga; dan Chief Internal Audit PT Patra Trading. Pemegang sertifikat CFE (Certified Fraud Examiner) dari Association of Certified Fraud Examiners (ACFE), Austin USA dan sertifikat ERMCP (Enterprise Risk Management Certified Professional) dari ERM Academy Singapore. Pernah pula mengikuti beberapa pelatihan di dalam negeri dan di luar negeri

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Qualification and Working Experience

Position

Name

Independent Commissioner (Complete description is provided in Profile of Members of the Board of Commissioners)

Chairman

Wim Tangkilisan

Officiates as Member of Audit and Risk Management Committee since January 1st - December 31st, 2015 based on Letter of Decree Number 112/Kpts/DK-PGE/VII/2014, Letter of Decree Number 108/Kpts/DK-PGE/VI/2015 and Letter of Decree Number 169/Kpts/DK-PGE/IX/2015.

Member

Aisyah Kusuma

Member

Hera Zera


Position

Name

Independent Commissioner (Complete description is provided in Profile of Members of the Board of Commissioners)

Chairman

Wim Tangkilisan

(Complete description is provided in names and positions of membership of Audit and Risk Management Committee in the period of January 1st - September 30th, 2015)

Member

Aisyah Kusuma

Currently, he occupies the position of member of Audit and Risk Management Committee in the period of July 1st December 31st, 2015 based on the Letter of Decree Number 169/Kpts/DK-PGE/IX/2015.

Member

Sardi Eko

Aged 67 years old, she first started at the Company in 2012. She graduated from the University of Indonesia majoring in Bachelor Degree of Mathematics, University of Padjadjaran majoring in Master Degree of Business Law and University of Padjadjaran majoring in Doctorate Degree of Energy Law. His working experience spans from officiating as Legal and Strategic Business Expert Staff to CEO of PT Geo Dipa Energi; Legal and Business Contract Expert Staff to DESDM; Pusdatin and Legal Bureau of DESDM; Legal and Business Assistant to Director General for Oil and Gas, Oil and Gas Directorate of Republic Indonesia; Vice President of marketing and Business Development to of Upstream Services PT ELNUSA, a subsidiary of PERTAMINA; Vice President of Exploration and Production Services in PT ELNUSA, Board of Commissioners of PT ELNUSA HOLDING subsidiaries. Currently occupies the position of member of Audit and Risk Management Committee in the period of January 1st - September 30th, 2015 based on the Letter of Decree Number 112/Kpts/DK-PGE/VII/2014 and Letter of Decree Number 108/Kpts/DK-PGE/VI/2015. Aged 41 years old, she first started at the Company in 2011. She graduated from the University of Indonesia majoring in Master Degree of Financial Management. She previously worked as civil servant at the Ministry of Finance of the Republic of Indonesia, assigned to the Ministry of State-Owned Enterprises. Currently, she occupies the structural position as Head Sub-Division of Restructurization of SOEs IIIa, in the Ministry of State-Owned Enterprises.

Aged 61 years old, he began his career in the Company since November 1, 2015. He graduated with a Master Degree in Technical Engineering from the University of Indonesia, a link program with Queensland University of Technology Australia. Currently, he studies for Doctorate Degree in the State University of Jakarta. His career spans from being the Audit Manager of PT Pertamina (Persero); Head of Internal Unit of PT Pertamina Geothermal Energy; Audit Committee of PT Pertamina Patra Niaga; Vice President of Internal Audit of PT Pertamina Patra Niaga; and Chief of Internal Audit of PT Patra Trading. Several certificates he has obtained are CFE (Certificate Fraud Examiner) from the Association of Certified Fraud Examiners (ACFE), Austin USA and ERMCP (Enterprise Risk Management Certified Professional) from ERM Academy Singapore. He also had participated in a number of tranings in nationally and internationally.


187





Wewenang Komite Audit dan Manajemen Risiko Berdasarkan Piagam Komite Audit dan dan Manajemen Risiko, maka tugas dan wewenang Komite meliputi:

Authorities of Audit and Risk Management Committee Based on the Charter of Audit and Risk Management Committee, below are the duties and authorities of the Committee:

1. Memberikan masukan kepada Dewan Komisaris mengenai laporan atau hal-hal yang dilaporkan oleh Direksi dan mengidentifikasi hal-hal yang memerlukan perhatian Komisaris.

1. To provide feedbacks to the Board of Commissioners on reports or matters to be reported by the Board of Directors and identify matters required the attention of Board of Commissioners.

2. Memastikan terdapat prosedur review atas informasi yang dikeluarkan oleh Perusahaan.

2. To ensure a procedure of review to information that is released by the Company.

3. Mengukur tingkat perencanaan, pelaksanaan hasil audit yang dilakukan oleh Internal Audit dan auditor eksternal, untuk memastikan pelaksanaan dan pelaporan audit memenuhi standar audit.

3. To measure the level of planning, implementation to the audit’s result that is conducted by the Internal Audit and external auditor to certify that the implementation and report of audit have met fulfilled the audit standards.

4. Mengajukan rekomendasi perbaikan atas pengendalian internal dan pelaksanaannya.

4. To propose recommendations of improvement on internal control and its implementation.

5. Melaksanakan tugas lain yang dibebankan Komisaris.

5. To conduct other duties borne to the Board of Commissioners.

6. Merancang program/rencana melaksanakannya.

kerja

tahunan

dan

6. To design annual work program/plan and to actualize it.

7. Wajib merahasiakan dokumen, data dan informasi keuangan yang diperoleh selama menjalankan tugas.

7. Must be able to protect the confidentiality of documents, data and financial information acquired during the implementation of duties.

8. Menerima otoritas dan penugasaan dari Dewan Komisaris.

8. To receive authority and assignments from the Board of Commissioners.

9. Mengakses informasi atau catatan tentang pekerja, keuangan, aset serta sumber daya Perusahaan lainnya yang berkaitan dengan pelaksanaan tugas.

9. To access information or notes on employees, finance, assets as well as other resources of the Company in relation to the implementation of duties.

10. Memiliki akses informasi dari Direksi, Internal Audit (IA) dan satuan organisasi Perusahaan, bila diindikasikan adanya penyimpangan.

10. To have access to information from the Board of Directors, Internal Audit (IA) and the Company’s organization unit, if there is an indication of irregularities.

11. Dengan persetujuan Komisaris, dapat meminta saran dan bantuan tenaga ahli dan profesional lain dengan biaya Perusahaan.

11. With the consent of the Board of Commissioners, to inquire recommendations and assistance from experts and other professionals at the expense of the Company.

Dalam melaksanakan tugas dan wewenangnya, Komite telah mengadakan rapat internal dan menghadiri rapat-rapat eksternal lainnya, termasuk rapat dengan Dewan Komisaris. In realizing its duties and authorities, the Committee has held internal meetings and attended other external meetings, such as meeting with the Board of Commissioners.

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Tugas dan Tanggung Jawab Komite Audit dan Manajemen Risiko Komite Audit mempunyai tugas dan tanggung jawab sebagai berikut :

Duties and Responsibilities of Audit and Risk Management Committee The Audit Committee has duties and responsibilities as follow:

1. Mereview rencana kerja Internal Audit dan Eksternal Audit. 2. Mereview secara berkala Piagam Internal Audit. 3. Mengevaluasi pelaksanaan kegiatan dan hasil audit yang dilakukan oleh Internal Audit dan Eksternal Audit. 4. Mengevaluasi efektivitas Sistem Pengendalian Internal. 5. Mengidentifikasi hal-hal yang memerlukan perhatian Komisaris. 6. Mengevaluasi proses pelaporan keuangan. 7. Mengevaluasi pembangunan dan pemanfaatan teknologi informasi. 8. Mengevaluasi ketaatan perusahaan pada peraturan internal dan perundang undangan. 9. Melaksanakan tugas lain yang diberikan oleh Komisaris sesuai dengan ketentuan yang berlaku 10. Melaporkan hasil pelaksanaan tugasnya kepada Komisaris baik secara berkala maupun sewaktu-waktu apabila dibutuhkan.

1. To review work plan of Internal Audit and External Audit. 2. To review the Charter of Internal Audit periodically. 3. To evaluate the implementation of activites and result of audit conducted by the Internal Audit and External Audit. 4. To evaluate the effectivity of Internal Control System. 5. To identify matters that required the attention of the Board of Commissioners. 6. To evaluate the process of financial statement. 7. To evaluate the development and utilization of information technology. 8. To evaluate the conformity of company to internal regulations and legislations. 9. To conduct other duties given by the Board of Commissioners as per the prevailing regulations. 10. To report results of the implementation to the Board of Commissioners in a periodical manner or as needed.

Rapat Komite Audit dan Manajemen Risiko Dalam melaksanakan tugas dan wewenangnya, Komite telah mengadakan rapat internal dan menghadiri rapat-rapat eksternal lainnya, termasuk rapat dengan Dewan Komisaris.

Meeting of Audit and Risk Management Committee In realizing its duties and authorities, the Committee has held internal meetings and attended other external meetings, such as meeting with the Board of Commissioners.

Frekuensi Pertemuan Komite Audit dan Manajemen Risiko dan Tingkat Kehadiran Frequency of Meeting and Attendance of Audit and Risk Management Committee No

1

Nama Komite Audit dan Manajemen Risiko Name of Audit and Risk Management Committee Member Wim Tangkilisan

Jumlah Pertemuan dalam Masa Jabatan Number of Meetings during Tenureship

Jumlah Kehadiran Total of Attendance

% Kehadiran Percentage of Attendance


15

8

53%

1 Januari – 31 Desember 2015

January 1st - December 31st, 2015 2

Aisyah Kusuma

15

15

100%

1 Januari – 31 Desember 2015

January 1st - December 31st, 2015 3

Sardi Eko S

5

5

100%

1 Oktober - 31 Desember 2015

October 1st - December 31st, 2015 4

Hera Zera

13

13

100%

1 Januari – 30 September 2015

January 1st - September 30th, 2015


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Program Kerja Komite Audit dan Manajemen Risiko Program kerja Komite Audit dan Manajemen Risiko selama tahun 2015, meliputi:

Work Program of Audit and Risk Management Committee Work program of Audit and Risk Management Committee in 2015, inlude:

1. Melakukan penelaahan atas laporan keuangan Perusahaan. 2. Melakukan penelaahan atas laporan rencana kerja dan anggaran Perusahaan secara berkala. 3. Membantu Dewan Komisaris dalam proses pengawasan atas pelaksanaan audit laporan keuangan oleh auditor eksternal dengan memperhatikan independensi dan objektifitas, cakupan serta kecukupan pemeriksaan. 4. Menyiapkan bahan rujukan dan informasi terkait manajemen risiko guna membantu Dewan Komisaris memberikan nasihat dan pengawasan terhadap Direksi. 5. Melaporkan kepada Dewan Komisaris berbagai risiko yang dihadapi perusahaan dan pelaksanaan manajemen risiko oleh Direksi.

1. To examine the Company’s financial statement. 2. To examine the Company’s work plan and budget report in a periodical manner. 3. To assist the Board of Commissioners in its function of supervision to the implementation of financial statement report by considering independence and objectivity, scope of work as well as adequacy of examination. 4. To prepare material of reference and information related to risk management in order to assist the Board of Commissioners in providing advices and supervision to the Board of Directors. 5. To report to the Board of Commissioners on several risks that encountered by company and implementation of risk management by the Board of Directors.

190






6. Melakukan penelaahan atas keefektifan pelaksanaan pengendalian internal. 7. Melakukan pemantauan implementasi Tata Kelola Perusahaan yang Baik. 8. Melakukan pertemuan berkala dengan Internal Audit guna membahas keefektifan pemeriksaan internal serta tindak lanjut hasil audit IA dan auditor eksternal. 9. Melakukan tugas-tugas lain yang dilakukan Dewan Komisaris.

6. To examine on the effectivity of implementation of internal control. 7. To monitor the implementation of Good Corporate Governance. 8. To perform periodical meetings with the Internal Audit in order to discuss the effectivity of internal audit as well as follow-up to result of IA audit and external auditor. 9. To perform other duties conducted by the Board of Commissioners.

Pelaksanaan Program Kerja Komite Audit dan Komite Manajemen Risiko Aktivitas yang telah dilakukan oleh Komite Audit & Komite Manajemen Risiko periode 2015 meliputi beberapa aspek, yakni:

Implementation of Work Plan of Audit and Risk Management Committee Activities that have been carried out by the Audit and Risk Management Committee within the period of 2015 covered several aspects, particularly:

• Aspek Internal Audit a. Membahas kebutuhan data audit bersama IA dan auditor eksternal (PWC) dalam rangka pelaksanaan Audit Laporan Keuangan Perusahaan Tahun 2014. b. Rapat dengan IA membahas rencana kerja IA Tahun 2015 dan hubungan kerja antara IA dengan Komite Audit dan Manajemen Risiko, dengan memperhatikan masukan/rekomendasi hasil assessment GCG Tahun 2014. c. Entry meeting bersama IA untuk Audit Operasional atas Proyek Pengembangan Lapangan Geothermal Hululais (2x55MW). d. Rapat Koordinasi dengan IA Tanggal 16 September 2015, terkait aktivitas IA Semester I Tahun 2015 dan diskusi mengenai Risk Management, Control and Government Process. e. Review atas Laporan Hasil Audit Operasional Proyek Pengembangan Lapangan Geothermal Hululais oleh Internal Audit Perusahaan. f. Evaluasi terhadap aktivitas Internal Audit periode 2015 antara lain menyangkut: pelaksanaan Program Kerja Audit Tahunan, efektivitas tindak lanjut hasil temuan, penyusunan Rencana Audit tahun 2016, dan pelaksanaan jasa konsultasi.

• Aspect of Internal Audit a. Discussed requirements of audit data with the IA and external auditor (PWC) in the event of implementing Audit to the Company’s Financial Statement 2014. b. Held meeting with the IA discussing work plan of the IA in 2015 and work relationship between the IA with Audit and Risk Management Committee, by considering feedbacks/ recommendations of results of GCG Assessment in 2014. c. Conducted entry meeting with the IA for Operational Audit to the Development Project of Geothermal Field in Hululais (2x55MW). d. Held Coordination Meeting with the IA dated September 16, 2015, related to activities of IA in Semester I 2015 and discussed Risk Management, Control and Government Process. e. Reviewed the Results’ Report of Operational Audit to the Development Project of Geothermal Field in Hululais by the Company’s Internal Control Unit. f. Evaluated the activities of Internal Audit in 2015, among others the implementation of Annual Audit of Work Plan, effectivity of follow-up to the results, preparation of Audit Plan 2016, and implementation of consulting services.


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• Aspek Eksternal Audit a. Sesuai dengan GCG, menindaklanjuti hasil RUPS Tahunan Tahun Buku 2014, Komite Audit dan Manajemen Risiko menyiapkan SK Dewan Komisaris untuk penunjukkan KAP untuk Audit Laporan Keuangan Tahun Buku 2015.

b. Mengevaluasi pelaksanaan Eksternal Audit (E&Y) antara lain menyangkut: progress audit, pelaksanaan observasi (site visit) ke Lokasi Proyek oleh Tim E&Y. c. Mengevaluasi tindak lanjut Management Letter dari PWC atas audit eksternal periode tahun 2014. • Aspek Manajemen Risiko a. Menyusun rencana pelaksanaan evaluasi kesesuaian kebijakan manajemen risiko dengan pelaksanaannya pada unit kerja Perusahaan. b. Evaluasi terhadap Mitigasi Risko yang terkait dengan Peraturan perundang-undangan yang dikeluarkan Ditjen Energi Baru dan Terbarukan Kementerian ESDM, pasca ditetapkannya UU 21/2014 Tentang Panas Bumi menggantikan UU 27/Tahun 2003 Tentang Panas Bumi. c. Dengan diundangkannya UU 21/2014 menggantikan UU27/2003, maka pengelolaan panas bumi diberikan berdasarkan Izin Panas Bumi (IPB). d. Pemerintah akan memberikan penunjukan langsung untuk kegiatan eksplorasi, eksploitasi dan pemanfaatan langsung kepada BUMN atau BLU Panas Bumi melalui Izin Panas Bumi. Penunjukan langsung kepada 3 BUMN terdiri dari: Perusahaan melalui PT Pertamina (Persero), PT Geodipa, dan PT PLN G (Geothermal).

• Aspek GCG a. Mengklarifikasi hasil assessment GCG dengan pihak assessor atas hasil assessment GCG yang dilakukan oleh assessor. b. Monitoring dan tindak lanjut Rekomendasi Hasil GCG Assessment pada bulan Juni, September dan Desember 2015.

192



• Aspect of External Audit a. In accordance with the GCG and to follow-up the results of Annual GMS in Fiscal Year 2014, the Audit and Risk Management Committee has prepared Letter of Decree of the Board of Commissioners for the appointment of KAP for the importance of Audit of Financial Statement Fiscal Year 2015. b. Evaluated the implementation of External Audit (E&Y), among others the audit progress, implementation of observation (site visit) to Project Locations by E&Y Team. c. Evaluated the follow-up to Management Letter from the PWC upon the external audit in 2014. • Aspect of Risk Management a. Prepared the implementation plan of evaluation in congruence with policies of risk management and its implementation to the Company’s work unit. b. Evaluated the Risk Mitigation in relation to the legislations released by the Directorate General of New and Renewable Energy of the Ministry of Energy and Mineral Resources, post-enactment of Law Number 21 Year 2014 concerning Geothermal in substitute of Law Number 27 Year 2003 concerning Geothermal. c. With the ratification of Law Number 21 Year 2014 replacing the Law Number 27 Year 2003, thus the geothermal management was granted based on Geothermal License (IPB). d. The Government to provide direct appointment for exploration activities, direct exploitation and utilization to the State-Owned Enterprises or Public Service Agency on Geothermal through Geothermal License. The direct appointment was given to 3 State-Owned Enterprises, which are: Company through PT Pertamina (Persero), PT Geodipa, and PT PLN G (Geothermal). • Aspect of GCG a. Clarified the result of GCG assessment together with assessor party upon the result of GCG assessment conducted by the related assessor. b. Monitored and followed-up the Recommendations of Results on GCG Assessment in June, September and December, 2015.






c. Terkait dengan Dewan Komisaris beserta Organ Komisaris, akan ditindaklanjuti mengenai hal-hal yang harus dilengkapi dalam Rencana Kerja Anggaran Dewan KomisarisTahun 2016. d. Evalusi tindak lanjut Hasil Assessment GCG tahun 2014 antara lain menyangkut: efektivitas tindak lanjut area improvement, dan monitoring outstanding rekomendasi assessor yang belum ditindak lanjuti.

c. In regards to the Board of Commissioners and Organs of Commissioners, a follow-up on matters that required completion in the Work Plan and Budget of the Board of Commissioners 2016 should take place. d Evaluated the follow-up of Results on GCG Assessment 2014, among others the effectivity of follow-up on improvement area, and monitoring outstanding recommendation of assessor that yet to be followed-up.

• Aspek RKAP/RJPP a. Mendiskusikan dan menganalisa usulan RJPP Perusahaan Tahun 2015-2019, antara lain meliputi adanya revisi setiap tahun, isu kritis, probabilitas perolehan tingkat laba, upaya peningkatan produktivitas, pengembangan pekerja, tanggung jawab kepada masyarakat atau CSR. b. Memberikan masukan kepada Komisaris sebagai acuan rekomendasi Komisaris kepada Direksi untuk pencapaian RJPP. c. Review dan Penyusunan Rekomendasi bisnis proses, risiko bisnis, terkait atas Usulan Revisi RKAP 2015.

• Aspect of RKAP/RJPP a. Dicussed and analyzed the proposal of RJPP in the period of 2015-2019, among others to cover annual revision, search for critical issues, clarify the probability of net profit gain, attempt for productivity improvement, employees’ development, responsibilities to the community or CSR. b. Provided inputs to the Board of Commissioners as a reference of recommendation from the Board of Commissioners to the Board of Directors in the achievement of RJPP. c. Reviewed and Prepared Recommendation upon the Revision Proposal of RKAP 2015.

• Aspek Operasional a. Penyiapan bahan BOD-BOC Meeting, hal-hal yang diangkat menjadi isu krusial antara lain: 1. Kinerja perusahaan pada Triwulan I Tahun 2015. 2. Rencana pembebanan/alokasi Biaya Kantor Pusat (Persero) kepada anak-anak perusahaan, meliputi asset, revenue, margin/ROI. b. Review atas Financial Performance Dashboard bulanan.

• Aspect of Operational a. Concerning materials for BOD-BOC Meeting, points that considered to be crucial issues are as follow: 1. Company’s performance in First Quarter of 2015 2. Plan of imposition/budget allocation of Head Office (Persero) to the subsidiaries, including asset, revenue, margin/ROI. b. Review over monthly Financial Performance Dashboard.

• Aspek Site Visit/Observasi a. Kunjungan Kerja ke Proyek Hululais, Lumut Balai, dan Kamojang. b. Diskusi dengan Fungsi Anggaran perihal area Sibayak.

• Aspect of Site Visit/Observation a. Site Visit to Hululais Project, Lumut Balai, and Kamojang.

c. Penyusunan Rekomendasi Dewan Komisaris Terkait Hululais, Lumut Balai, dan Kamojang.

b. Discussion with Budget Function concerning Sibayak Area. c. Composition of Recommendation of the Board of Commissioners related to Hululais, Lumut Balai, and Kamojang.


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• Aspek Proses Internal a. Rapat internal Dewan Komisaris dengan Sekretaris Dewan Komisaris dan Anggota-anggota Komite Komisaris Perusahaan, membahas: - Penyusunan laporan pengawasan Dewan Komisaris beserta Organnya pada tahun 2014. - Penyempurnaan draft Rencana Kerja dan Anggaran Dewan Komisaris beserta Organnya Tahun 2015. b. Memfinalisasi Laporan Dewan Komisaris tahun 2014. c. Rapat Komite mengenai Persiapan Governance Risk Control (GRC).

• Aspect of Internal Process a. Internal meeting of the Board of Commissioners with the Secretary to the Board of Commissioners and Committee Members of the Company to discuss: - Preparation of supervision report of the Board of Commissioners along with its Ogans in 2014. - Improvement of draft of Work Plan and Budget of the Board of Commissioners including its Organs in 2015. b. Finalized the Report of the Board of Commissioners 2014. c. Meeting of Committee on the Preparation of Governance Risk Control (GRC).

• Frekuensi Rapat Frekuensi rapat diikuti oleh Komite Audit dan Komite Manajemen Risiko sebanyak 12 pertemuan, antara lain: - Pembahasan RKAP - Pembahasan RJPP - Financial Performance Dashboard - Strategic Planning triwulanan - Rapat proses audit internal - Rapat proses audit eksternal (KAP) - Rapat hasil assessment dan tindak lanjut GCG - Dan lain-lain.

• Frequency of Meeting There were 12 frequence of meetings participated by the Audit and Risk Managament Committee with agendas as follow: - Discussion on RKAP - Discussion on RJPP - Financial Performance Dashboard - Quarterly Strategic Planning - Meeting of internal audit process - Meeting of external audit process (KAP) - Meeting of GCG assessment and follow-up - And so forth.

Program Pelatihan Peningkatan Kompetensi Komite Audit dan Manajemen Risiko Selama tahun 2015, Perusahaan menyertakan anggota Komite Audit dan Manajemen Risiko, untuk meningkatkan kompetensi mereka.

Training Programs on Competence Building for the Audit and Risk Management Committee In 2015, the Company had its members of the Audit and Risk Management Committee to participate so as to build their competence.

No

Nama Anggota Komite Name of Committee Member

Tempat dan Tanggal Kegiatan Venue and Date of Activity

Kegiatan Activity

1

Sardi Eko

Bali, 10-11 Desember 2015 Bali, November 17th, 2015

ERMA Bali International Seminar in ERM

2

Aisyah Kusuma

Bandung, 17-18 Desember 2015 Bandung, December 17th, 2015

Dialog interaktif antara API dan DEN Interactive dialogue between API and DEN

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Komite Investasi

Investment Committee

Komite Investasi bertugas membantu Dewan Komisaris dalam rangka melakukan pengawasan terhadap kebijakan Direksi dalam pengurusan Perusahaan berdasarkan ketentuan sebagaimana diatur dalam Anggaran Dasar, Keputusan RUPS dan peraturan perundangan yang berlaku, terutama dalam hal investasi dan risiko usaha.

Investment Committee has the duties to assist the Board of Commissioners in the spirit of supervising policies of the Board of Directors in managing the Company, based on regulations stated in the Articles of Association, Decisions of the GMS and the prevailing legislations, especially in investment and business risk.

Pembentukan dan kewenangan Komite mengacu pada ketentuan-ketentuan: 1. Undang-undang Nomor 40 Tahun 2007 Tentang Perseroan Terbatas Pasal 121 butir (1) dan (2). 2. Undang Undang Nomor 19 Tahun 2003 Tentang BUMN 3. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-12/MBU/2012 tanggal 24 Agustus 2012, Tentang Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik negara. 4. Peraturan Menteri Negara BUMN Nomor Per-09/MBU/2012 tanggal 6 juli 2012 Tentang Perubahan atas Peraturan Menteri Negara BUMN Nomor Per-01/MBU/2011 tanggal 1 Agustus 2011, Tentang Penerapan Tata Kelola Perusahaan yang Baik (GCG) Pada BUMN. 5. Piagam Komite Investasi yang telah ditetapkan oleh Dewan Komisaris berdasarkan Surat Keputusan Dewan Komisaris tanggal 16 Februari 2015.

Establishment and authorities of the Committee refer to below regulations: 1. Law Number 40 Year 2007 concerning Limited Liability Companies Article 121 item (1) and (2). 2. Law Number 19 Year 2003 concerning State-Owned Enterprises 3. Regulation of Minister of State Owned Enterprises Number PER-12/MBU/2012 dated August 24th, 2012 concerning Supporting Organs of Board of Commissioners/Board of Supervisors of the State-Owned Enterprises. 4. Regulation of State Minister of SOEs Number Per-09/ MBU/2012 dated July 6th, 2012 concerning Amendment over the Regulation of State Minister of SOEs Number Per-01/MBU/2011 dated August 1st, 2011 concerning the Implementation of Good Corporate Governance (GCG) to SOEs. 5. Charter of Investment Committee that has been stipulated by the Board of Commissioners based on the Decree Letter Board of Commissioners dated February 16th, 2015.

Susunan, Kualifikasi dan Indepedensi Anggota Komite Investasi Susunan, Kualifikasi dan Indepedensi Anggota Komite investasi terakhir sesuai Surat Keputusan (SK) Dewan Komisaris No 168/Kpts/DK-PGE/X/2015 tanggal 30 September 2015 dan SK Dewan Komisaris No 203/Kpts/DK-PGE/XI tanggal 20 November 2015 telah diangkat dan ditetapkan keanggotaan Komite Investasi. Hal ini sebagai tindak lanjut berakhirnya keanggotaan Komite Investasi sebelumnya pada 30 Juni 2015, sesuai dengan SK No.113/Kpts/DKPGE/VII/2014.

Composition, Qualification and Independence of Members of the Investment Committee In accordance with the Letter of Decree of the Board of Commissioners Number 168/Kpts/DK-PGE/X/2015 dated September 30th, 2015 and Letter of Decree of the Board of Commissioners Number 203/Kpts/DK-PGE/XI dated November 20th, 2015, membership of the Investment Committee has been appointed and ratified. This serves as a follow-up to the membership termination of the Investment Committee previously on June 30th, 2015, based on the Letter of Decree Number 113/ Kpts/DKPGE/VII/2014.

Susunan keanggotan Komite Investasi terdiri dari seorang ketua dan 1 anggota, dengan kualifikasi memiliki keahlian di bidang ekonomi, manajemen investasi dan manajemen risiko investasi.

The membership composition of the Audit and Risk Management Committee consists of 1 chairman with qualification of experts in economy, investment management and investment risk management.

Komite Investasi melaksanakan tugas dan tanggung jawabnya secara profesional dan independen, sesuai ketentuan yang diatur dalam Piagam Komite Investasi.

The Investment Committee conducts its duties and responsibilities professionally and independent as per regulations stated in the Charter of Investment Committee.


195





Susunan Komite Audit dan Manajemen Risiko Susunan Komite Audit dan Manajemen Risiko Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 Januari - 30 September 2015 Name and Position of Membership of the Investment Committee in the Period of January 1st, 2014 - September 30th, 2015 No

Nama

Jabatan


1

Muhammad Syahid

Ketua

Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)

2

Bey Machmudin

Anggota

Saat ini mejabat anggota Komite Investasi pada periode 1 Januari - 30 September 2015 berdasarkan SK Nomor 113/Kpts/DK-PGE/VII/2014 dan SK No. 108/Kpts/DK-PGE/VI/2015. Berusia 44 tahun. bergabung dengan Perusahaan sejak tahun 2013. Latar belakang pendidikan adalah Sarjana Ekonomi dari Universitas Katolik Parahyangan di Bandung dan pascasarjana teknik jurusan Studi Pembangunan di Institut Teknologi bandung. Saat ini menduduki jabatan sebagai asisten Deputi Dokumentasi dan Diseminasi Informasi Sekretariat Wakil Presiden sejak Januari 2014. Sebelumnya menjabat asisten Staf Khusus Wakil Presiden Republik Indonesia sejak april 2010. Beliau juga pernah bekerja di Kementerian Koordinator bidang Perekonomian sebagai Kepala Sub bagian Data dan Informasi Kementerian Koordinator bidang Perekonomian dan dipromosikan menjadi Kepala bagian Data dan Informasi.

3

Rini Yullius

Anggota

Saat ini mejabat anggota Komite Investasi pada periode 1 Januari – 31 Desember 2015 berdasarkan SK Nomor 113/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 203/Kpts/DK-PGE/ XI/2015. Berusia 37 tahun. Dimulai sejak tahun 2011 bergabung dengan Perusahaan. Latar belakang pendidikan adalah pemegang Sarjana dan Master Akuntansi dari Fakultas Ekonomi Universitas Indonesia. Saat ini beliau aktif sebagai dosen Fakultas Ekonomi dan Bisnis Universitas Indonesia (FEB UI) sekaligus sebagai konsultan dan instruktur pelatihan di Lembaga Manajemen FEB UI dengan berbagai pengalaman di bidang akuntansi, keuangan dan audit baik di dunia akademisi maupun korporasi.

Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 Oktober 2015 – 31 Desember 2015 Name and Position of Membership of the Investment Committee in the Period of October 1st, 2015 - December 31st, 2015 No

Nama

Jabatan


1

Maxi Eman

Ketua

Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)

2

Rini Yulius

Anggota

(Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari – 31 Desember 2015)

196







Position

Name

President Commissioner (Complete descriotion can be viewed in the discussion of Profiles of Members of the Board of Commissioners)

Chairman

Muhammad Syahid

At the moment, Bey Machmudin serves as the member of Investment Committee in the period of January 1st June 30th, 2015 based on the Decree Letter Number 113/Kpts/DK-PGE/VII/2014 and Decree Letter Number 108/ Kpts/DK-PGE/VI/2015.

Member

Bey Machmudin

Member

Rini Yullius


Position

Name

President Commissioner (Complete description can be viewed in the discussion of Profiles of Members of the Board of Commissioners)

Chairman

Maxi Eman

(Complete description can be viewed in the discussion of names and positions of membership of the Audit and Risk Management Committee in the period of July 1st, 2014 - June 30th, 2015)

Member

Rini Yulius

Aged 44 years old, Bey Machmudin started to work with the Company since 2013. His education background includes Bachelor of Economy from the Catholic University of Parahyangan in Bandung and Master of Development Studies from the Bandung Institute of Technology. Presently, he occupies the position of Assistant to Deputy of Documentation and Information Dissemination to the Secretariat of Vice President since January 2014. Previously, he was the assistant to Special Staff of the Vice President of the Republic of Indonesia since April 2010. Moreover, he was once worked at the Coordinating Ministry of Economy as the Sub-Head Division of Data and Information to the Coordinating Ministry of Economy, which then promoted to be the Head Division of Data and Information. At the moment, Rini Yulius serves as the member of Investment Committee in the period of January 1st - June 30th, 2015 based on the Decree Letter Number 113/Kpts/DK-PGE/VII/2014 and Number 203/Kpts/DK-PGE/XI/2015. Aged 37 years old, she firstly joined the Company in 2011 bearing Bachelor Degree and Master Degree in Accounting from the Faculty of Economy, University of Indonesia. Currently, she is an active lecturer at the Faculty of Economy and Business, University of Indonesia (FEB UI) and a consultant as well as training instructure at the Institution of Management of FEB UI, with numerous experience in accounting, finance, and audit within the scope of academic and corporation.


197





Komite Investasi memiliki Piagam Komite Investasi sebagai pedoman dan tata tertib kerja anggota Komite Investasi dalam menjalankan tugas dan tanggung jawabnya secara profesional dan independen. Piagam Komite Investasi menguraikan tentang misi, tujuan, komposisi dan keanggotaan, rapat dan prosedur, tugas dan tanggung jawab, penyelidikan, studi dan penggunaan penasihat luar dan evaluasi kinerja.

The Investment Committee has Charter of Investment Committee as a code of conduct to members of the Investment Committee in executing its duties and responsibilities in a professional and independent manner. The Charter of Investment Committee describes its mission, purposes, composition and membership, meeting and procedure, duties and responsibilities, investigation, study and utilization of external advisory and performance evaluation.

Rapat Komite Investasi Dalam melaksanakan tugas dan wewenangnya, Komite telah mengadakan rapat internal dan menghadiri rapat-rapat eksternal lainnya, termasuk rapat dengan Dewan Komisaris. Selama tahun 2015, Komite Investasi mengadakan pertemuan sebanyak 6 kali.

Meeting of the Audit and Risk Management Committee In conducting its duties and authorities, the Committee has organized internal meeting and attended other external meetings, including meeting with the Board of Commissioners. In 2015, the Investment Committee held 6 meetings.

Frekuensi Pertemuan Komite Investasi dan Tingkat Kehadiran Frequency of Meeting and Attendance of Investment Committee No

1

2

3 4

Nama Komite Investasi Name of Investment Committee Member Maxi Eman

Muhammad Syahid

Rini Yulius

Bey Machmudin

Jumlah Pertemuan dalam Masa Jabatan Number of Meetings during Tenureship

Jumlah Kehadiran Total of Attendance

% Kehadiran Percentage of Attendance

3

3

100%

1 November – 31 Desember 2015 November 1st - December 31st, 2015

6

6

100%

1 Januari – 30 Juni 2015 January 1st - June 30th, 2015

14

14

100%

1 Januari – 31 Desember 2015 January 1st - December 31st, 2015

9

9

100%

Tugas dan Tanggung Jawab Komite Investasi 1. Melakukan evaluasi atas perencanaan pengurusan Perusahaan (RJPP/RKAP) dan tingkat risikonya dan melakukan pemantauan dan analisa atas pelaksanaannya. 2. Melakukan evaluasi atas perencanaan investasi yang oleh Direksi dimintakan persetujuan atau tanggapan tertulis dari Komisaris dan melakukan pemantauan pelaksanaannya dan analisis hasil Investasi. 3. Melakukan kajian berkala atas efektivitas kebijakan investasi dan pengurusan Perusahaan dari aspek manajemen risiko sebagai bahan pendapat Komisaris. 4. Menyediakan bahan rujukan dan informasi untuk keperluan Komisaris terkait pengelolaan investasi Perusahaan. 5. Memberikan masukan dan rekomendasi atas laporan Direksi dalam pengurusan Perusahaan.

198


1 Januari – 30 September 2015 January 1st - September 30th, 2015

Duties and Responsibilities of the Investment Committee 1. To perform evaluation upon the management planning of the Company (RJPP/RKAP) and its level of risk and to monitor and analyze its implementation. 2. To perform periodical study upon effectivity of investment policy and management of the Company through risk management aspect, as an opinion of the Commissioners. 3. To perform evaluation upon investment planning to which the Board of Directors inquired approval or written statement from the Board of Commissioners and to monitor its implementation and analysis of Investment result. 4. To provide reference and information for the Commissioners’ necessaties related to the Company’s investment management. 5. To provide feedbacks and recommendations upon report of the Board of Directors in managing the Company.






6. Membuat rencana kerja tahunan yang diselaraskan dengan rencana kerja tahunan Kebijakan Investasi Perusahaan yang dikelola oleh Direksi. 7. Melaksanakan tugas lain yang diberikan oleh Komisaris yang terkait dengan investasi. 8. Melaporkan secara berkala hasil-hasil kerja Komite kepada Komisaris.

6. To develop annual work plan that is aligned with annual work plan of the Company’s investment policy managed by the Board of Directors. 7. To perform other duties assigned by the Commissioners related to investment. 8. To report results of work of the Committee to the Board of Commissioners in a periodic manner.

Kegiatan Komite Investasi Kegiatan Komite investasi Selama tahun 2015, Komite Investasi telah melaksanakan aktivitas-aktivitas: 1. Melakukan review RJPP 2015 - 2019 2. Melakukan review atas RKAP 2016 final yang disampaikan Direksi sebelum ditetapkan oleh RUPS. 3. Mengevaluasi perkembangan investasi Perusahaan pada 8 proyek panas bumi 4. Melaksanakan peninjauan lapangan untuk mengevaluasi pelaksanaan kegiatan investasi Perusahaan pada Proyek Hululais, Lumut Balai, Sungai Penuh dan Ulubelu Unit III & IV 5. Melakukan monitoring dan review kinerja pemboran 6. Menyusun rencana kerja Dewan Komisaris tahun 2016 7. Melakukan review atas usulan Penyertaan Modal Negara (PMN) di Perusahaan 8. Melakukan pembahasan atas batas wilayah TNKS 9. Melakukan penyempurnaan Piagam Komite Investasi

Activities of the Investment Committee During 2015, the Investment Committee has managed to actualize these activities: 1. Reviewed the RJPP 2015-2019 2. Reviewed the final version of 2016 RKAP submitted by the Board of Directors prior the ratification by RUPS. 3. Evaluated the Company’s investment growth in 8 geothermal projects 4. Conducted field inspection in the event of evaluating the Company’s investment activities in Hululais Project, Lumut Balai, Sungai Penuh and Ulubelu Unit III & IV 5. Performed monitoring and review over drilling performance 6. Prepared work plan of the Board of Commissioners in 2016 7. Reviewed the proposal of State Capital Participation (PMN) in Company 8. Conducted a discussion over borderline of TNKS 9. Performed improvement to the Charter of Investment Committee

Program Pelatihan Peningkatan Kompetensi Komite Investasi Selama tahun 2015, Perusahaan menyertakan anggota Komite Investasi, untuk meningkatkan kompetensi mereka.

Training Programs on Competence Building for the Investment Committee During 2015, the Company has members of the Investment Committee to immerse themselves to trainings for the purpose of improving their competence.

No Nama Anggota Komite Tempat dan Tanggal Kegiatan Kegiatan Name of Committee’s Member Venue and Date of Event Activity 1

Rini Yulius

Bandung, 17 November 2015 Bandung, 17th November 2015

Presentasi Artikel pada Asian Academic Accounting Association (4A) Annual Conference An Article Presentation at the Asian Academic Accounting Association (4A) Annual Conference

2

Rini Yulius

Jakarta, 17 Desember 2015 Jakarta, 17th December 2015

Peserta Seminar Reshaping, Sharpening BUMN & BUMN Outlook 2016 Participant of Seminar on Reshaping, Sharpening SOE & SOE Outlook 2016


199





Komite Lainnya

Other Committees

Perusahaan hanya memiliki Komite Audit dan Manajemen Risiko, serta Komite Investasi. Hingga akhir periode pelaporan, Perusahaan tidak memiliki maupun membentuk komite lainnya, termasuk komite yang bersifat sementara atau ad-hoc di bawah pengawasan Dewan Komisaris.

The Company only has the Audit and Risk Manageemnt Committee, as well as Investment Committee. Up to the end of report period, the Company has not established other committees, including those that are temporary or ad-hoc under the supervision of the Board of Commissioners.

Corporate Secretary

Corporate Secretary

Corporate Secretary memiliki tanggung jawab kepada Direksi, serta melaporkan pelaksanaan tugasnya kepada Direksi.

Corporate Secretary has responsibilities to the Board of Directors, as well as to report its implementation to the related board.

Corporate Secretary membawahi fungsi Legal, fungsi Government & Public Relation, Corporate & BOD Support serta Compliance. Hingga akhir periode pelaporan, Corporate Secretary dijabat oleh Tafif Azimudin.

Corporate Secretary supervises Legal function, Government & Public Relation function, Corporate & BOD Support as well as Compliance. Until the end of reporting period, Corporate Secretary was led by Tafif Azimudin.

Tafif Azimudin Corporate Secretary Lahir pada tahun 1964, berusia 51 tahun. Beliau diangkat sebagai Corporate Secretary sejak 24 Maret 2014 berdasarkan SK Direktur Sumber Daya Manusia PT Pertamina (Persero) No. Kpts.P-534/K00000/2014-S8 tanggal 19 Maret 2014 tentang Mutasi Jabatan, merupakan lulusan sarjana Teknik Geologi Umum dari Universitas Gadjah Mada pada tahun 1990. Mengikuti Geothermal Training Program yang diselenggarakan oleh United Nations University pada tahun 1995 di Islandia. Mulai bergabung dengan Perusahaan sejak 1991, sebelumnya menjabat sebagai Staf Geologi Pengembangan (2002-2006), Pimpinan Proyek Kotamobagu (2007-2010), dan Koordinator Pelaksana dan Pengendali Proyek (2010-2014). Born in 1964, aged 51 years old, Tafif Azimudin runs as Corporate Secretary since March 24th, 2014based on the Decree Letter Human Resources Director of PT Pertamina (Persero) Number Kpts.P-534/K00000/2014-S8 dated March 19th, 2014 concerning Mutation Positions. He is a graduate of University of Gadjah Mada in 1990, majoring in Techical Engineering of General Geology. He participated in Geothermal Training Program held by the United Nations University in 1995 in Iceland. Upon his early days with the Company since 1991, formerly he occupied the position of Staff of Development in geology (2002-2006), Project Head of Kotamobagu (2007-2010), and Executive Coordinator and Project Controller (2010-2014).

Tugas dan Tanggung Jawab Corporate Secretary • Berkaitan dengan Pemegang Saham: 1. Melakukan koordinasi perencanaan dan penyelenggaraan RUPS Tahunan maupun luar biasa. 2. Membuat dan mendokumentasikan risalah RUPS yang mencantumkan dinamika rapat dan perbedaan pendapat serta menyediakannya bila diminta oleh Pemegang Saham. 3. Menyiapkan Daftar Pemegang Saham Perusahaan. 4. Menyiapkan Daftar Khusus.

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Duties and Responsibilities of Corporate Secretary • In relation to Shareholders: 1. To perform coordination in planning and implementation of Annual GMS and extraordinary GMS. 2. To develop and document summary of GMS that includes dynamic of meeting and disparity of opinion as well as to provide these items when inquired by the Shareholders. 3. To prepare the Company’s Register of Shareholders. 4. To prepare Special Register of Shareholders.






• Berkaitan dengan Kepatuhan Terhadap Perundangundangan: 1. Memastikan bahwa Perusahaan mematuhi ketentuan tentang persyaratan keterbukaan dan pengungkapan yang berlaku dalam laporan tahunan. 2. Melakukan kajian atas perubahan dan perkembangan peraturan perundang-undangan yang berpengaruh pada bidang usaha Perusahaan dan menganalisa dampaknya terhadap Perusahaan. 3. Memberikan masukan dan laporan kepada Direksi dan Dewan Komisaris atas hasil analisis perkembangan peraturan perundang-undangan tersebut. 4. Memastikan kepatuhan atas pelaksanaan Tata Kelola Perusahaan yang Baik di lingkungan Perusahaan.

• In relation to Compliance to Legislations:

• Berkaitan dengan Fungsi Kesekretarisan: 1. Mengkoordinasikan rapat Direksi, serta rapat gabungan Direksi dan Dewan Komisaris.

• In relation to Secretarial Function: 1. To coordinate meeting of the Board of Directors, as well as joint meeting of the Board of Directors and Board of Commissioners. 2. To arrange invitations, schedule, agenda, material and minutes of meeting. 3. To document minutes of meeting and to present to the Board of Commissioners and Board of Directors if it is necessary. 4. To coordinate the preparation of Management Report, such as Annual Report, Sustainability Report, and Monthly Report.

2. Mempersiapkan undangan, jadwal, agenda, materi dan risalah rapat. 3. Mendokumentasikan risalah rapat dan menyediakannya bila diperlukan oleh Dewan Komisaris atau Direksi. 4. Mengkoordinasi penyusunan Laporan Manajemen seperti Laporan Tahunan, Laporan Keberlanjutan, dan Laporan Bulanan. • Berkaitan dengan Pemangku Kepentingan: 1. Mewakili Perusahaan dalam berkomunikasi dengan pihak-pihak lain yang memiliki kepentingan terhadap Perusahaan. 2. Menyeleksi jenis-jenis informasi yang relevan untuk dipublikasikan atau diedarkan di internal dan eksternal Perusahaan. 3. Memberikan pelayanan kepada masyarakat dan pihak lain atas setiap permintaan informasi yang berkaitan dengan kondisi Perusahaan. 4. Merencanakan dan melaksanakan kegiatan Perusahaan yang melibatkan pihak eksternal yang bertujuan untuk membentuk citra (image) Perusahaan. 5. Mengelola dan memutakhirkan informasi dalam website Perusahaan.

1. To ensure that the Company complies to regulation on prerequisites of transparency and prevalent disclosure in annual report. 2. To study upon amendments and developments on affecting legislations to the Company’s business and to analyze its impact to the Company. 3. To provide feedbacks and report to the Board of Directors and Board of Commissioners on analysis result of the related legislations. 4. To ensure compliance to the implementation of Good Corporate Governance in the environment of Company.

• In relation to Stakeholders: 1. To represent the Company in communicating with other parties, which hold importance to the Company. 2. To select kinds of relevant information to be published or circulated in internal and external of the Company. 3. To provide services to the community and other parties upon each request of information related to the Company’s condition. 4. To plan and execute activities of the Company involving external party, which aim to shape the image of the Company. 5. To manage and update information on the website of the Company.


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Kegiatan Corporate Secretary Selama 2015 Corporate Secretary telah melakukan sejumlah kegiatan, yakni: 1. Memastikan bahwa perusahaan mematuhi peraturan sejalan dengan penerapan prinsip-prinsip GCG. 2. Mengelola hubungan dan komunikasi dengan pihak internal dan eksternal. 3. Melaksanakan kegiatan untuk mendukung penerapan Good Corporate Governance (GCG). 4. Mengkoordinasikan kegiatan penyusunan kebijakan perusahaan dalam hubungan dengan Pemerintah dan hubungan masyarakat. 5. Memberikan informasi yang dibutuhkan oleh Direksi dan Dewan Komisaris secara berkala dan/atau sewaktu-waktu apabila diminta sebagai penghubung (liaison officer). 6. Menatausahakan serta menyimpan dokumen perusahaan, termasuk tetapi tidak terbatas pada Daftar Pemegang Saham, Daftar Khusus dan risalah rapat Direksi, rapat Dewan Komisaris dan RUPS. 7. Menjamin tersedianya informasi yang dapat diakses oleh Stakeholders secara wajar, akurat dan tepat waktu. 8. Menetapkan kebijakan dan program kerja serta mengendalikan kegiatan kehumasan dan CSR untuk mendapatkan dukungan pemangku kepentingan terhadap kegiatan operasional perusahaan serta terbangunnya citra positif Perusahaan. 9. Mengkoordinasikan kegiatan penyusunan kebijakan perusahaan dalam rangka pemenuhan GCG, perlindungan hukum, hubungan dengan Pemerintah, komunikasi dan hubungan masyarakat, dan pengembangan corporate branding. 10. Mengkoordinasikan penyelenggaraan RUPS, Rapat Direksi, Rapat Gabungan Direksi dan Dewan Komisaris, serta penyusunan notulen Rapat Direksi dan pembuatan akta notaris hasil RUPS dalam rangka meningkatkan compliance terhadap peraturan sebagai perseroan terbatas 11. Mengarahkan, mengkoordinasikan dan mengendalikan kegiatan sebagai fasilitator Direksi untuk memastikan komunikasi yang efektif antara Direksi, Dewan Komisaris, Pemegang Saham dan seluruh fungsi di Perusahaan. 12. Pengkajian, evaluasi dan penelitian dokumen korporasi Perusahaan maupun Anak Perusahaan. 13. Memberikan rekomendasi penyelesaian atau advis hukum atau pendapat hukum untuk kasus-kasus hukum yang dihadapi perusahaan dengan pihak ketiga. 14. Menyusun dan mengevaluasi kontrak-kontrak Perusahaan.

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Activities of Corporate Secretary During 2015 Corporate Secretary has conducted several activities, namely: 1. To ensure the company complies to regulation aligning with implementation of Good Corporate Governance principles. 2. To manage relationships and communication with internal and external parties. 3. To actualize activities that boost the implementation of Good Corporate Governance (GCG). 4. To coordinate the preparation of company’s policies pertaining to governmental relationship and public relations. 5. To cater the required information by the Board of Directors and Board of Commissioners periodically and/or whenever needed if it is inquired as a liaison officer. 6. To administer as well as store documents of the Company, including but not limited to Register of Shareholders, Special Register and summary of meeting of the Board of Directors, joint meeting of the Board of Commissioners and Board of Directors and GMS. 7. To guarantee the availability of information that is accessible by Stakeholders in fair, accurate and promptly manner. 8. To determine policies, work plan and to control public relations activities and CSR in order to acquire stakeholders’ support towards the Company’s operational activities, as well as to create positive image for the Company . 9. To coordinate the development of the Company’s policies in the event of complying to GCG, legal protection, governmental relations, communication and public relations, and corporate branding development. 10. To coordinate GMS, Meeting of the Board of Directors, Joint Meeting of the Board of Directors and Board of Commissioners, as well as minutes of meeting of the Meeting of the Board of Directors and notary deed to GMS result in order to magnify the Company’s compliance towards the prevalent law on limited liability companies. 11. To direct, coordinate and control activities as the facilitator to the Board of Directors in order to ensure an effective communication among the Board of Directors, Board of Commissioners, Shareholders and all functions of the Company. 12. To study, evaluate and examine corporation documents of Company and its subsidiaries. 13. To provide recommendation of settlement or legal advice for legal cases encountered by the Company with third parties. 14. To prepare and evaluare contracts of the Company.






15. Menangani permasalahan hukum yang dihadapi oleh perusahaan dengan pihak internal dan eksternal. 16. Menangani aspek-aspek hukum pertanahan. 17. Menangani masalah-masalah terkait perizinan untuk studi dan pengembangan area baru. 18. Mengkoordinasi penyusunan Laporan Manajemen seperti Laporan Tahunan, Laporan Keberlanjutan, dan Laporan Bulanan.

15. To address legal issues encountered by the Company against internal and external parties. 16. To handle the aspects of agrarian law. 17. To handle issues related to permits in the purpose of studies and new area development. 18. To coordinate the preparation of Management Report, such as Annual Report, Sustainability Report, and Monthly Report.

Program Pelatihan Untuk Meningkatkan Kompetensi Corporate Secretary Selama tahun 2015, Corporate Secretary melakukan beberapa kegiatan yang ditujukan untuk meningkatkan kompetensi.

Training Programs in Building Competence of Corporate Secretary During 2015, the Corporate Secretary has conducted several activities aimed for competence building.

Kegiatan 2015 Untuk Peningkatan Kompetensi Corporate Secretary Activities in 2015 for Building Competence of Corporate Secretary No

Tanggal dan Tempat Kegiatan Date and Venue of Activity

Bentuk dan Nama Kegiatan Type and Name of Activity

1

29 Maret - 1 April, 2015, Bali March 29th - April 1st, 2015

Forum Sharing Technologi Hulu ke-3 Tahun 2015 The 3rd Bali Forum on Sharing Upstream Technology

2

29-30 April 2015, Surabaya April 29th - 30th, 2015, Surabaya

Menjadi Narasumber Kuliah Tamu di ITS 10 Nopember Participated as a Speaker for Guest Lecture at the ITS 10 November

3

31 Mei - 1 Juni 2015, Yogyakarta May 31st - June 1st, 2015, Yogyakarta

Menjadi Narasumber Bidang Geothermal di Fakultas Teknik Mineral UPN Veteran Yogyakarta Participated as a Speaker on Geothermal at the Faculty of Mineral Engineering of UPN Veteran Yogyakarta

4

26-27 Juni 2015, Yogyakarta June 26th - 27th, 2015, Yogyakarta

Mini Workshop Penyusunan MoU & Perjanjian Kerjasama Mini Workshop on Preparation of MoU & Cooperation Agreement

5

19-21 Agustus 2015, Jakarta August 19th - 21st, 2015, Jakarta

International Geothermal Convention dan Exhibition 2015 International Geothermal Convention and Exhibition 2015

6

27-28 Agustus 2015, Bogor August 27th - 28th, 2015, Bogor

Pembahasan RPP Panas Bumi dengan Pemerintah Discussion of RPP on Geothermal with the Government

7

14-18 Oktober 2015, Yogyakarta October 14th - 18th, 2015, Yogyakarta

Pameran Geo Week Exhibition of Geo Week

8

17-21 November 2015, Yogyakarta November 17th - 21st, 2015, Yogyakarta

Verifikasi RSKKNI Ahli Geologi, Ahli Geokimia dan Ahli Geofisika Bidang Panas Bumi Verification of RSKKNI for Geologist, Geochemist, and Geophysics on Geothermal

9

Pertamina Energy Forum 24-25 November 2015, Jakarta (Hotel Pertamina Energy Forum Borobudur) November 24th - 25th, 2015, Jakarta (Hotel Borobudur)

10

11-13 Desember 2015, Yogyakarta December 11th - 13th, 2015, Yogyakarta

Mewakili Direktur Utama Menjadi Pembicara dalam "Plenary Discussion” di UPN Veteran Yogyakarta Representing the President Director to be the Speaker in the “Plenary Discussion” at UPN Veteran Yogyakarta

11

16-17 Desember 2015, Bandung December 16th - 17th, 2015, Bandung

Dialog Interaktif - Percepatan Pengembangan Panas Bumi dalam Kerangka Menunjang Target Pencapaian Bauran Energi 2025 Invitation for Interactive Dialogue – Acceleration of Geothermal Development in the Support of Target Achievement of Energy Mix 2025


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Internal Audit (IA)

Internal Audit (IA)

Perusahaan telah memiliki fungsi audit internal. IA berfungsi membantu manajemen dalam melakukan kegiatan assurance dan konsultasi yang independen dan obyektif, untuk pencapaian tujuan dan peningkatan efektivitas manajemen risiko, pengendalian dan proses tata kelola.

The Company has internal audit function (IA), which functions to assist management in conducting activities of assurance and independent and objective consulting, in order to achieve purposes and improve effectivity of risk management, control and governance process.

IA dipimpin oleh seorang Head of Internal Audit dengan didukung oleh 5 orang Auditor.

IA is led by a Head of Internal Audit and supported by 5 Auditors.

Piagam Audit Internal (Internal Audit Charter) Keberadaan IA menjadi bagian dari penerapan tata kelola perusahaan yang baik (GCG).

Internal Audit Charter The presence of IA serves as a part of the implementation of Good Corporate Governance (GCG).

Pelaksanaan tugas, wewenang dan tanggung jawab IA diatur dalam Piagam Audit Internal (Internal Audit Charter). Piagam Audit IA ditandatangani oleh Direktur Utama dan Komisaris selaku Ketua Komite Audit tanggal 14 Januari 2008, dan diperbaharui tanggal 28 Oktober 2014.

Implementation of duties, authorities and responsibilities of IA is regulated in the Internal Audit Charter. The charter was signed by President Director and Commissioner as Head of Internal Audit on January 14th, 2008, and was updated on October 28th, 2014.

Piagam Audit IA mengatur beberapa hal, yakni: misi, struktur dan kedudukan, tujuan, ruang lingkup, wewenang, tanggung jawab, pelaporan, kode etik, persyaratan auditor, standar profesional, pola hubungan dan larangan.

The Internal Audit Charter sets several items, such as: mission, structure and position, purposes, scope of work, authorities, responsibilities, reporting, code of conduct, auditor’s prerequisities, professional standards, relationships and prohibitions pattern.

Kode Etik Auditor Internal Auditor internal berkewajiban menjalankan tanggung jawab profesinya dengan penuh martabat dan kehormatan, serta berpedoman pada etika bisnis dan peraturan perundangundangan yang berlaku. Hal ini sesuai dengan Pedoman Pengelolaan Satuan Pengawasan Internal Nomor A-001/ PGE400/2008-S0 tanggal 2 Januari 2008.

Code of Conduct of Internal Auditor Internal auditor shall be responsible for executing its profession’s responsibilities with full dignity and respect, as well as oriented to business ethics and legislations in effect. This is in line with the Guideline for the Management of Internal Control Unit Number A-001/PGE400/2008-S0 dated January 2nd, 2008.

Profil Head of Internal Audit IA sebagai fungsi audit internal dipimpin oleh seorang Head of Internal Audit. Hingga akhir periode pelaporan, Head of Internal Audit dijabat oleh Budi Enda Dhaniswara. Head of Internal Audit diangkat dan ditetapkan oleh Direktur Utama dengan profil sebagai berikut:

Profile of Head of Internal Audit IA as internal audit function is led by a Head of Internal Audit. Up to the end of reporting period, the Head of Internal Audit is officiated by Budi Enda Dhaniswara. Head of Internal Audit is appointed and determined by President Director, with profile as follow:

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Budi Enda Dhaniswara Head of Internal Audit Lahir di Magelang pada tahun 1960. Menjabat sebagai Head of Internal Audit sejak bulan Mei tahun 2015 berdasarkan SK Direktur Sumber Daya Manusia PT Pertamina (Persero) No.Kpts.P-199/K00000/2015-S8 tanggal 30 Maret 2015 tentang Mutasi Jabatan. Pengalaman sebelumnya adalah sebagai Asset International & Unconventional Audit Manager - Internal Audit PT PHE (2013-2015), Manajer IA Bidang Upstream - Internal Audit PT Pertamina (Persero) (20122013). Menyelesaikan D4 Jurusan Akuntansi - Sekolah Tinggi Akuntansi Negara (STAN) Jakarta, dan Magister Manajemen IPWI- Jakarta. Born in Magelang in 1960, Budi Enda Dhaniswara was appointed as Head of Internal Audit since May 2015 based on the Decree Letter Human Resources Director of PT Pertamina (Persero) Number Kpts.P-199/K00000/2015-S8 dated March 30th, 2015 concerning Mutation Positions. His previous experience was Asset International & Unconventional Audit Manager – Internal Audit of PT PHE (2013-2015), and Manager of SPI in Upstream Division – Internal Audit of PT Pertamina (Persero) (2012-2013). He completed his Diploma 4 in Accounting – Indonesian State College of Accountancy (STAN), Jakarta, and Master Degree in Management of IPWI – Jakarta.

Sertifikasi dan Pengembangan Kompetensi Profesi Auditor Internal Certification and Professional Competence Development of Internal Audit Sertifikasi Auditor Audit Internal Certficiate of Internal Auditor No

Jenis Sertifikasi Type of Certification

Jumlah Pemegang Sertifikasi Total of Certification Holder

1

Akuntan, CA Accountant, CA

6

2

Sertifikasi Pengendali Teknis/Supervisor Certificaiton of Technical Controller/Supervisor

2

3

Sertifikasi Auditor Ahli Ketua Tim Certification of Senior Auditor Head of Team

2

4

Certified Risk Management Professional (CRMP)

3

5

Certified Fraud Examiner (CFE)

1

6

Qualified Internal Auditor (QIA)

4


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Perusahaan senantiasa mengembangkan kompetensi auditor IA, dengan menyertakan mereka pada berbagai kegiatan yang dapat meningkatkan pengetahuan dan keahlian mereka.


The Company consistently develops the competence of IA’s auditor, by having them participated in several activities, which may help to improve one’s skill and expertise.

Kegiatan Untuk Pengembangan Kompetensi Auditor Audit Internal Activities of Competence Building for Internal Audit’s Auditor No

Tanggal dan Tempat Kegiatan Date and Venue of Activity

Bentuk dan Nama Kegiatan Type and Name of Activity

1

8 Juli 2015, Jakarta July 8th, 2015, Jakarta

FGD Terkait PBI-17/3/PBI/2015 terhadap Industri Migas FGD related to PBI-17/3/PBI/2015 towards Oil and Gas Industry

2

4 Agustus 2015, Jakarta August 4th, 2015, Jakarta

Quality Management System: Awareness ISO/FDIS 9001:2015

3

6-7 Agustus 2015, Anyer August 6th-7th, 2015, Anyer

Continous Audit: Mengelola Early Warning System dalam Pelaksanaan Internal audit Continuous Audit: Manage Early Warning System in Implementing Internal Audit

4

20 Agustus 2015, Yogyakarta August 20th, 2015, Yogyakarta

National Conference IIA 2015

5

21-22 Oktober 2015, Bali October 21st-22nd, 2015, Bali

National Anti Fraud Conference (NAFC)

6

23 Oktober 2015, Jakarta October 23rd, 2015, Jakarta

In house Training : Mkinsight Audit Management System

7

4 Nopember 2015, Bandung November 4th, 2015, Bandung

Workshop Penyusunan Risk Register Fungsi/Area/Proyek Tahun 2016 Workshop on Preparation of Risk Register of Function/Area/Project in 2016

8

12, 13 Nopember 2015, Jakarta November 12th-13th, 2015, Jakarta

Workshop Risk Based Internal Audit

9

10-11 Desember 2015, Bali December 10th-11th, 2015, Bali

ERMA Bali International Seminar on ERM

6 orang Auditor Internal telah memiliki sertifikasi di bidang akuntansi There are 6 people Internal Auditor who have been certified in accounting

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Kedudukan dan Struktur Organisasi Sesuai dengan Surat Keputusan Direktur Utama Perusahaan No.Kpts.P-056/PGE000/2015-S0 tanggal 29 Januari 2015 tentang Struktur Organisasi Perusahaan, Head of Internal Audit bertanggung jawab secara langsung kepada Direktur Utama, Head of Internal Audit diangkat dan diberhentikan oleh Direktur Utama berdasarkan masukan dari Dewan Komisaris.

Position and Organization Structure In accordance with the Letter of Decree of President Director of the Company Number Kpts.P-056/PGE000/2015-S0 dated January 29th, 2015 concerning Organization Structure of Company, Head of Internal Audit directly responsibles to the President Director, moreover it is appointed and dismissed by the President Director based on feedbacks from the Board of Commissioners.

IA menjalin kerjasama dan koordinasi yang efektif dengan fungsi-fungsi lain di dalam Perusahaan, Komite Audit dan eksternal auditor yakni Kantor Akuntan Publik (KAP), Internal Audit PT Pertamina (Persero) dan Badan Pengawasan Keuangan dan Pembangunan (BPKP).

IA establishes effective cooperation and coordination with other functions in the Company, Audit Committee and external auditors, such as Public Accounting Firm (KAP), Internal Audit of PT Pertamina (Persero) and Finance and Development Supervisory Board (BPKP).


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Tanggung Jawab dan Wewenang IA Tanggung Jawab: 1. Menetapkan kebijakan dan mengarahkan aktivitas IA dari segi teknis dan administrasi. 2. Menyusun dan melaksanakan rencana audit tahunan. 3. Mengembangkan dan melaksanakan program audit yang komprehensif. 4. Menguji efektivitas penggunaan sumber daya, dan kepatuhan terhadap kebijakan dan prosedur. 5. Mereview kecukupan prosedur dan catatan-catatan dalam mencapai sasaran dan menilai kebijakan dan rencana yang terkait dengan aktivitas/fungsi yang direview. 6. Merekomendasikan perbaikan–perbaikan pengendalian internal. 7. Merekomendasikan perbaikan–perbaikan Manajemen Risiko. 8. Merekomendasikan perbaikan pelaksanaan tata kelola perusahaan yang baik. 9. Menerbitkan laporan hasil audit, termasuk rekomendasi untuk perbaikan. 10. Menilai kecukupan tindak lanjut temuan hasil audit. 11. Melaksanakan audit investigatif atas permintaan Direksi, termasuk mereview pengaduan yang dibuat oleh pihakpihak di luar Perusahaan. 12. Bekerjasama dengan Komite Audit dan auditor eksternal. 13. Bertindak sebagai konsultan Perusahaan sesuai tanggung jawabnya. 14. Menyusun program untuk mengevaluasi mutu kegiatan audit internal. Wewenang: 1. Mengarahkan program kerja IA secara luas dan komprehensif. 2. Memeriksa dan mengevaluasi kecukupan dan efektifitas dari sistem pengendalian internal, manajemen risiko dan tata kelola perusahaan. 3. Memiliki akses penuh, bebas dan tidak terbatas kepada seluruh fungsi, catatan, aset dan pekerja. 4. Melakukan komunikasi secara langsung dengan Direksi, Dewan Komisaris dan/atau Komite Audit serta anggota dari Direksi, Dewan Komisaris dan/atau Komite Audit. 5. Mengadakan rapat secara berkala dan insidentil dengan Direksi, Dewan Komisaris, dan/atau Komite Audit. 6. Melakukan koordinasi kegiatannya dengan kegiatan auditor eksternal.

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Responsibilities and Authorities of IA Responsibilities: 1. To determine policies and direct activities of IA from the angle of technicality and administration. 2. To prepare and perform annual audit plan. 3. To develop and perform comprehensive audit program. 4. To test effectivity of resources utilization, and compliance to policies and procedures. 5. To review sufficiency of procedures and notes in achieving recommendations and to assess policies and plans related to the reviewed activities/function. 6. To recommend improvements on internal control. 7. To recommend improvements on Risk Management. 8. To recommend improvements on the implementation of Good Corporate Governance. 9. To publish report on audit’s result, including recommendation for improvement. 10. To assess adequacy of follow-up towards insights on audit’s result. 11. To perform investigative audit upon the request of the Board of Directors, including to review complaints made by external parties of the Company. 12. To cooperate with the Audit Committee and external auditor. 13. To conduct as the Company’s consultant as per its responsibilities. 14. To prepare program for evaluating quality of internal audit activities. Below are the authorities: 1. To direct work program of IA extensively and comprehensively. 2. To audit and evaluate adequacy and effectivity of internal control system, risk management and corporate governance. 3. To have full access, free and unlimited to all functions, notes, assets and employees. 4. To perform direct communication with the Board of Directors, Board of Commissioners and/or Audit Committee as well as members of the Board of Directors, Board of Commissioners and/or Audit Committee. 5. To organize meeting periodically and incidentally with the Board of Directors, Board of Commissioners, and/or Audit Committee. 6. To perform coordination of activities with activities that of external auditor.





Kinerja IA Rencana kerja IA dituangkan dalam Program Kerja Pemeriksaan Tahunan (PKPT) dan Key Performance Indicators (KPI) fungsi IA tahun 2015. Capaian kinerja IA tahun 2015 terangkum dalam perbandingan antara rencana dan realisasi PKPT & KPI IA berikut:


Performance of IA Work plan of IA is stated in the Work Program of Annual Inspection (PKPT) and Key Performance Indicators (KPI) of IA function in 2015. Achievement of IA performance in 2015 is included in the comparison of planning and realization of PKPT and KPI IA, which are mentioned below:

Kegiatan Program Program’s Activity

Rencana Plan

Realisasi Realization

Audit Operasional

10 Auditan, yang terdiri dari Proyek dan Area / Fungsi di lingkungan Perusahaan

Operational Audit

10 Audited, consisting of Projects and Areas/Functions in the environment of Company

Audit Operasional atas 10 Auditan terdiri dari : • 6 Proyek • 4 Area / Fungsi Operational Audit on 10 Audited, consists of: • 6 Projects • 4 Areas/Functions

Pendampingan Audit Laporan Keuangan KAP

Koodinator mitra kerja internal atas kegiatan Audit Laporan keuangan yang dilaksanakan oleh KAP Ernst & Young untuk tahun 2015 Coordinator of internal business partner on the activity of Financial Statement Audit, which was conducted by KAP Ernst & Young in 2015

Koordinator mitra kerja internal atas kegiatan Audit laporan Keuangan yang dilaksanakan oleh KAP Ernst & Young untuk tahun 2015 Coordinator of internal business partner on the activity of Financial Statement Audit, which was conducted by KAP Ernst & Young in 2015

Assessment ICOFR yaitu melakukan evaluasi atas pelaksanaan internal control oleh fungsi-fungsi di lingkungan Perusahaan selaku control owner atas kegiatan / transaksi keuangan yang terjadi Assessment of ICOFR, which is to evaluate the implementation of internal control by functions in the environment of Company as control owner of activities/financial transactions that occurred

Assessment ICOFR atas Transaction Level Control (TLC) dan Entity Level Control (ELC) tahun 2015

Complement of Audit of KAP’s Financial Statement

Assessment

Assessment of ICOFR on Transaction Level Control (TLC) and Entity Level Control (ELC) in 2015

Bersama Corporate Secretary, sebagai mitra kerja internal Melakukan pemantauan dan koordinasi dengan melakukan monitoring atas tindak lanjut hasil assessment GCG fungsi terkait untuk menyelesaikan tindak lanjut tahun 2014 (assessment berikutnya dilakukan di tahun 2016) hasil assessment GCG (3 x pelaksanaan monitoring tindak lanjut) Together with Corporate Secretary, as internal business partner Monitored and coordinated related functions to that monitors follow-up to GCG assessment in 2014 (the settle the follow-up to GCG assessment result (3 following assessment to be conducted in 2016) times of follow-up monitoring) Monitor Tindak Lanjut Temuan Auditor Internal & Eksternal Monitor Follow-Ups to Findings of Internal & External Auditor

Konsultasi

Consultation

Kegiatan pemantauan terhadap tindakan yang dilakukan oleh manajemen sebagai pelaksana rekomendasi dari laporan hasil audit dan assessment, baik yang dilaksanakan oleh auditor eksternal (KAP) maupun internal (IA Perusahaan) Monitoring activities to measures conducted by the management as the executive of recommendation on audit result report and assessment, be it made by external auditor (KAP) or internal auditor (IA of Company)

Memantau progress tidak lanjut atas rekomendasi dari laporan Hasil Audit dan Assessment, baik yang dilaksanakan oleh auditor eksternal (KAP) maupun internal (IA Perusahaan) Monitored follow-up progress to recommendation on audit results report and Assessment, which were made externally by KAP or internally by IA of Company

Memberikan jasa konsultasi berupa kajian atas suatu permasalahan atau keiikutsertaan dalam rapat-rapat pembahasan atau pemberian pendapat / masukan atas permasalahan tertentu yang dikonsultasikan manajemen Providing consulting services in the form of study of issues or participation in meetings discussing or providing opinions/ feedbacks upon certain issues that consulted by the management

Pemenuhan kegiatan jasa konsultasi kepada fungsifungsi di internal Perusahaan selama tahun 2015 Fulfillment of consulting service activities to internal functions of Company in 2015


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Audit Implementasi Manajemen Risiko



Melaksanakan audit atas penerapan manajemen risiko di Proyek/fungsi di lingkungan Perusahaan

Audit of Implementation of Performing audit to the implementation of risk management in Risk Management Project/Function in the environment of Company

Penyusunan/Revisi Memberikan asistensi dalam penyusunan dan revisi pedoman Pedoman / TKO / TKI yang / TKO / TKI terkait dengan penerapan GCG sebagai tindak terkait lanjut hasil assessment GCG dan pengembangan infrastruktur manajemen risiko. Preparation/Revision of Providing assistance in preparing and revising related guideline/ Guideline/Related TKO/TKI TKO/TKI with implementation of GCG as follow-up to result of GCG assessment and infrastructure of risk management.


Melaksanakan audit atas penerapan manajemen risiko pada proyek Hululais, fungsi Human Capital, dan Proyek Ulubelu III & IV Performed audit to the implementation of risk management in Hululais project, Human Capital function, and Ulubelu III & IV Project Penyusunan Pedoman Gratifikasi dan Unit Pengendali Gratifikasi bersama fungsi Corporate Secretary Preparation of Guideline of Gratification and Controlling Unit of Gratification together with Corporate Secretary function.

Akuntan Publik

Public Accountant

Perusahaan menggunakan jasa auditor eksternal dari Kantor Akuntan Publik (KAP) Purwantono, Sungkoro & Surja (Ernst & Young), guna melakukan audit umum atas Laporan Keuangan Perusahaan periode tahun buku 2015. Untuk tahun buku yang berakhir 31 Desember 2015, Perusahaan mendapatkan opini Wajar Tanpa Pengecualian (WTP).

The Company employs the service of external auditor from the Public Accounting Firm (KAP) of Purwantono, Sungkoro & Surjo (Ernst & Young), in order to perform general audit the Company’s Financial Statement for Fiscal Year 2015. As for fiscal year ended on December 31st, 2015, the Company received an opinion of Unqualified Opinion (WTP).

Kegiatan audit Laporan keuangan oleh KAP tersebut dilakukan sejak 3 Agustus 2015, dengan nilai jasa audit untuk tahun 2015 sebesar Rp724.553.120, Perusahaan tidak memberikan imbalan jasa lain selain jasa audit yang telah disepakati tersebut.

The audit activity of Financial Statement by the related KAP has been conducted since August 3rd, 2015, with a value service of audit as much as Rp724,553,120 in 2015. The Company did not provide compensation for other services than the one that has been agreed upon.

Tahun Year

210

Nama Akuntan Publik Kantor Akuntan Publik Name of Public Accountant Public Accountant Firm

Besaran Fee Laporan Keuangan Nominal of Fee for Financial Statements

2015

Widya Arijanti

Purwantono, Sungkoro & Surja (Ernst & Young)

Rp724,553,120

2014

Yusron

Tanudiredja, Wibisana dan Rekan (PriceWaterhouseCoopers/PWC)

Rp657,000,000

2013

Dwi Wahyu Daryoto


Rp599,000,000

2012

Dwi Wahyu Daryoto


2011

Dwi Wahyu Daryoto



2011 dan 2012 kontrak bergabung dengan Pertamina (Persero) Contract in 2011 and 2012 joined with Pertamina (Persero)





Manajemen Risiko

Risk Management

Manajemen risiko menjadi bagian tak terpisahkan dalam pencapaian target kinerja Perusahaan dan penerapan tata kelola perusahaan yang baik secara menyeluruh. Manajemen risiko diperlukan sebagai upaya sistematis dan terukur dalam mengendalikan risiko-risiko yang dihadapi Perusahaan.

Risk management becomes an inseparable part of the Company’s achievement on performance target and a thorough implementation of Good Corporate Governance. It is required to embody systematic and measurable efforts in controlling risks that may encountered by the Company.

Landasan penerapan manajemen risiko mengacu pada: 1. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor : Per-01 /Mbu/2011 Tentang Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate Governance) Pada Badan Usaha Milik Negara 2. Peraturan Pemerintah No. 31 Tahun 2003 tentang Pengalihan Bentuk Perusahaan Pertambangan Minyak dan Gas Bumi Negara (Pertamina) menjadi Perusahaan Perseroan (Persero). 3. Peraturan Pemerintah no. 70 Tahun 2010 tentang Perubahan atas Peraturan Pemerintah No. 59 Tahun 2007 Tentang Kegiatan Panas Bumi 4. Undang-Undang No. 21 Tahun 2014, tentang Panas Bumi 5. Pedoman Manajemen Risiko PT Pertamina (Persero) No A-002/H30000/2015-S9 6. Pedoman Manajemen Risiko Perusahaan No. A-001/ PGE113/2012-S0 7. Pedoman Manajemen Risiko Proyek Perusahaan No. A-002/ PGE113/2013-S0

Below are the foundations that underlie the risk management: 1. Regulation of Minister of State-Owned Enterprises Number Per-01/MBU/2011 concerning Implementation of Good Corporate Governance in State-Owned Enterprises.

Enterprise Risk Management Penerapan Manajemen Risiko dilakukan berdasarkan kaidah Enterprise Risk Management (ERM), yang menekankan pada 3 hal, yakni risk awareness, tata kelola perusahaan (corporate governance), serta kebiasaan dan budaya (habit and culture).

Enterprise Risk Management Implementation of Risk Management is based on rules of the Enterprise Risk Management (ERM), which emphasizes on 3 points, namely risk awareness, corporate governance, as well as habit and culture.

ERM merupakan sebuah pendekatan komprehensif untuk mengelola risiko Perusahaan secara menyeluruh, meningkatkan kemampuan Perusahaan untuk mengelola ketidakpastian, meminimalisir ancaman, dan memaksimalkan peluang. Hal ini dilaksanakan melalui 5 tahapan: komunikasi dan konsultasi, menentukan konteks, penilaian risiko, penanganan risiko, serta pemantauan dan kaji ulang.

ERM functions as a comprehensive approach to manage the Company’s risk thoroughly, improve its capability to manage uncertainties, minimize risks, and maximize opportunities. These elements are carried out through 5 stages: communication and consultation, context determination, risk assessment, risk handling, as well as supervision and review.

Guna mendukung pelaksanaan manajemen risiko, Perusahaan telah memiliki Sistem Tata Kerja (STK) yang terdiri dari Kebijakan Manajemen Risiko, Pedoman Manajemen Risiko, dan Tata Kerja Organisasi/Individu, dengan penerapan ISO 31000 Risk Management Standard.

In order to enhance the implementation of risk management, the Company has the Working Arrangement System (STK) that consists of the Policy of Risk Management, Guidelines for Risk Management, Administration of Organization/Individual, by implementing ISO 31000 of Risk Management Standard.

2. Governmental Regulation Number 31 Year 2003 concerning Transformation of a State-Owned Oil and Gas Mining Enterprise into a Limited Liability Company (Persero). 3. Governmental Regulation Number 70 Year 2010 concerning Amendment to the Governmental Regulation Number 59 Year 2007 concerning Geothermal Activities. 4. Law Number 21 Year 2014 concerning Geothermal. 5. Guidelines for Risk Management of PT Pertamina (Persero) Number A-002/H30000/2015-S9. 6. Guidelines for Risk Management of Company Number A-001/ PGE113/2012-S0. 7. Guidelines for Risk Management on Project of Company Number A-002/PGE113/2013-S0.


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Struktur Manajemen Risiko Secara umum, penerapan ISO 31000 mencakup proses identifikasi, analisis, evaluasi, mitigasi dan pemantauan risiko. Pelaksanaan ERM berbasis ISO 31000 juga didukung struktur organisasi yang tepat.

Structure of Risk Management In general, implementation of ISO 31000 encompassess a series of identification, analysis, evaluation, mitigation and risk supervision. Its implementation also supported by a precise organization structure.

Perusahaan memiliki Komite Manajemen Risiko sebagai penanggungjawab pengembangan kebijakan dan strategi pengelolaan risiko. Komite Manajemen Risiko didukung oleh Fungsi/Unit Kerja Manajemen Risiko, serta Tim Penerapan dan Pembangunan Sistem Manajemen Risiko Korporat (ERM) dan Sistem Manajemen Risiko Proyek (PRM). [G4-45, G4-46]

The Company has the Risk Management Committee as an executive to policy development and risk management strategy. The Risk Management Committee is supported by Risk Management Function/Work Unit, as well as Implementation and Development Team of Enterprise Risk Management (ERM) and Project Risk Management (PRM) System. [G4-45, G4-46]

• Komite Manajemen Risiko Dibentuk sesuai SK Nomor 382/PGE000/2015-S0 tanggal 8 Juni 2015

• Risk Management Committee It is established in accordance with the Letter of Decree Number 382/PGE000/2015-S0 dated June 8th, 2015.

Keanggotaan Komite Manajemen Risiko Membership of Risk Management Committee Jabatan | Position

Penjabat | Official

Ketua | Chairman

Direktur Utama | President Director

Wakil Ketua | Deputy Chairman

Direktur Eksplorasi dan Pengembangan | Exploration and Development Director


VP Strategic Planning & Business Development | Vice President of Planning & Business Development

Anggota | Member

Direktur Operasi | Operation Director Direktur Keuangan | Finance Director Head of Internal Audit | Head of Internal Audit

Tugas dan Tanggung Jawab Komite Manajemen Risiko: a. Menetapkan kebijakan dan strategi Manajemen Risiko yang komprehensif secara tertulis, yaitu penetapan Risk Tolerance dan Risk Appetite baik risiko secara keseluruhan, per jenis risiko, maupun per aktivitas fungsional. b. Bertanggung jawab atas pemantauan pelaksanaan kebijakan Manajemen Risiko dan eksposur risiko yang diambil oleh Perusahaan. c. Mengevaluasi aktivitas atau transaksi usaha yang memerlukan persetujuan Direksi (BOD). d. Mengevaluasi dan mengkaji ulang efektivitas penerapan Manajemen Risiko Perusahaan. e. Penetapan hal-hal yang terkait dengan keputusan bisnis yang menyimpang dari prosedur normal (irregularities).

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Duties and Responsibilities of Risk Management Committee: a. To determine comprehensive policies and strategies of Risk Management in a written statement, such as Risk Tolerance and Risk Appetite including an aggregation of risks, types of risk, and based on its functional activities. b. To be responsible for the supervision of implemented Risk Management policies and exposure of risks that are taken by the Company. c. To evaluate business activities or transactions required for the approval of the Board of Directors d. To evaluate and review the effectivity of Company’s implementation of Risk Management. e. To stipulate related affairs pertaining to business decisions that deviated from normal procedures (irregularities).






f. Memantau indepensi operasi Fungsi Manajemen Risiko Perusahaan. g. Memantau kegiatan yang dilakukan oleh Fungsi Manajemen Risiko. h. Mengembangkan budaya sadar risiko pada seluruh jenjang Perusahaan. i. Mengembangkan kompetensi sumber daya manusia yang terkait dengan Manajemen Risiko.

f. To supervise the operational independency of Company’s Risk Management Function. g. To supervise activities conducted by the Risk Management Function. h. To develop a culture of risk awareness at all levels of the Company. i. To develop the competence of human resources relating to Risk Management.

• Fungsi/Unit Kerja Manajemen Risiko Unit kerja Manajemen Risiko dibentuk berdasarkan Pedoman Manajemen Risiko Nomor A-001/PGE113/2012-S0, dan merupakan unit kerja yang terdiri dari Fungsi Risk Management dan Risk Owner.

• Risk Management Function/Work Unit The Risk Management Function/Work Unit is established based on the Guidelines for Risk Management Number A-001/ PGE113/2012-S0, and serves as a work unit consisting of Risk Management Function and Risk Owner.

Adapun Fungsi Risk Management berada dibawah Vice President (VP) Strategic Planning & Business Development. Fungsi Risk Management terdiri dari Manajer Risk Management, Analyst Investment & Business Risk, dan Analyst Operation & Partnership Risk.

The Risk Management Function is under the power of Vice President (VP) of Strategic Planning & Business Development. It consists of Manager of Risk Management, Analyst of Investment & Business Risk, and Analyst of Operation & Partnership Risk.

Tugas dan tanggung jawab Fungsi Risk Management: a. Bertanggung jawab kepada Direktur Eksplorasi dan Pengembangan dan independen terhadap fungsi lainnya. b. Menyusun laporan profil risiko dan menyampaikannya kepada Direktur Eksplorasi dan Pengembangan dan Komite Manajemen Risiko. c. Mengevaluasi aktivitas atau kegiatan usaha yang memerlukan persetujuan Direksi. d. Memantau posisi risiko Perusahaan secara keseluruhan, per jenis risiko, dan risiko per aktivitas fungsional yang dituangkan dalam bentuk matriks pemetaan risiko dan memberikan rekomendasi kepada Komite Manajemen Risiko. e. Memberikan masukan kepada Komite Manajemen Risiko mengenai besaran atau eksposur maksimum risiko untuk dimasukkan ke dalam Rencana Kerja dan Anggaran Perusahaan. f. Mengkaji secara berkala kecukupan dan kelayakan dari Kebijakan, Pedoman, dan Strategi Penerapan Manajemen Risiko, serta menyampaikan rekomendasi perubahan kepada Komite Manajemen Risiko.

Duties and responsibilities of Risk Management Function: a. To be responsible to the Director of Exploration and Development and independent to other functions. b. To prepare a report on risks profile and to have it submitted to the Exploration and Development Director and Risk Management Committee. c. To evaluate business activities that required approval of the Board of Directors. d. To supervise the Company’s risks’ position thoroughly, its types of risk, and based on its functional activity stated in a matrix of risk mapping and to provide recommendations to the Risk Management Committee. e. To provide feedbacks to the Risk Management Committee on nominal or exposure of maximum risks, which have to be included into the Company’s Work Plan and Budget. f. To study the adequacy and feasibility of Policy, Guidelines, and Strategy of Risk Management Implementation in a periodical manner, as well as to convey amendment of recommendation to the Risk Management Committee.


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• Tim Penerapan dan Pembangunan Sistem Manajemen Risiko Korporat (ERM) dan Sistem Manajemen Risiko Proyek (PRM) Tim Penerapan dan Pembangunan ERM dan PRM adalah pekerja Perusahaan yang ditunjuk dengan Surat Perintah Nomor 383/PGE000/2015-S0 tanggal 8 Juni 2015, baik pekerja di Kantor Pusat, Area, maupun Proyek. Jumlah anggota tim adalah 28 orang. Sebanyak 4 orang di antaranya memiliki sertifikat Enterprise Risk Management Certified Professional (ERMCP), 9 orang memiliki sertifikat Certified Risk Management Professional (CRMP), dan 2 orang memiliki sertifikat Certified Risk Management Professional (CRP).



• Implementation and Development Team of Enterprise Risk Management (ERM) and Project Risk Management (PRM) System Implementation and Development Team of ERM and PRM consists of employees of the Company, whom appointed through the Letter of Decree Number 383/PGE000/2015-S0 dated June 8, 2015, be it employees in Head Office, Area, or Project. Total members of the team are amounted to 28 people, with 4 of them hold the certificate of Enterprise Risk Management Certified Professional (ERMCP), 9 people possess Certified Risk Management Professional (CRMP), and 2 people with Certified Risk Management Professional (CRP).

Keanggotaan Tim Penerapan dan Pembangunan ERM dan PRM Membership of Implementation and Development Team of ERM and PRM Jabatan | Position

Penjabat | Official

Komite Pengarah | Directing Committee

Direksi Perusahaan | The Company’s Board of Directors

Ketua | Chairman

VP Strategic Planning & Business Development | Vice President of Planning & Business Development

Wakil Ketua | Deputy Chairman

Manajer Risk Management | Manager of Risk Management


Analyst Investment & Business Risk | Analyst of Investment & Business Risk Analyst Operation & Partnership Risk | Analyst of Operation & Partnership Risk

Anggota | Member

24 Pekerja dari Kantor Pusat, Area dan Proyek | 24 Employees from Head Office, Area and Project

Tugas dan Tanggung Jawab Tim: a. Melakukan koordinasi dan konsolidasi kegiatan manajemen risiko di masing-masing fungsi atau proyek secara komprehensif dan terpadu di lingkungan Perusahaan. b. Melaksanakan/mengimplementasikan manajemen risiko di masing-masing fungsi atau proyek di lingkungan Perusahaan. c. Berpartisipasi aktif melakukan identifikasi dan analisis risiko yang mempengaruhi obyektif perusahaan sehingga dihasilkan Risk Management Plan. d. Melakukan pemuktahiran atas Risk Management Plan. e. Melakukan pemantauan dan evaluasi hasil pelaksanaan manajemen risiko di masing-masing fungsi/area/proyek di lingkungan Perusahaan. f. Melaporkan secara berkala pemuktahiran Risk Management Plan kepada Fungsi Manajemen Risiko.

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Duties and Responsibilities of the Team: a. To coordinate and consolidate activities of risk management in respective to function or project in a comprehensive and integrated manner within the environment of the Company. b. To perform/implement risk management in respective to function/project within the environment of the Company. c. To actively participate in identifying and analyzing risks that affect the Company objective-wise so that Risk Management emerges as a result. d. To update the Risk Management Plan. e. To supervise and evaluate results to the implementation of risk management in respective function/area/project within the environment of the Company. f. To periodically report the update of Risk Management Plan to the Risk Management Function.






Sebanyak 4 orang Tim Penerapan dan Pembangunan ERM dan PRM memiliki sertifikat Enterprise Risk Management Certified Professional (ERMCP), 9 orang memiliki sertifikat Certified Risk Management Professional (CRMP), dan 2 orang memiliki sertifikat Certified Risk Management Professional (CRP) 4 people of the ERM and PRM Implementation and Development Team hold certificate of Enterprise Risk Management Certified Professional (ERMCP), 9 people possess Certified Risk Management Professional (CRMP), and 2 people with Certified Risk Management Professional (CRP)

Kinerja Fungsi Manajemen Risiko Identifikasi risiko tahun 2015 dilakukan sesuai dengan tujuan dan sasaran dalam pencapaian Rencana Kerja dan Anggaran Perusahaan (RKAP) tahun 2015 terhadap potensi risiko Korporasi, Fungsi Kantor Pusat, Area eksisting, dan Proyek. Hasil dari identifikasi risiko Korporasi diperoleh beberapa risiko yang berpotensi dapat menghambat sasaran Perusahaan, yang dibagi menjadi 3 kategori :

Performance of Risk Management Function The 2015 risks’ identification was carried out as per purposes and target stated in the achievement of Work Plan and Budget (RKAP) 2015 towards potential of risks in Corporation, Head Office Function, existing Area, and Project. Findings of the Corporate’s risks’ identification acquired several potential risks that might hampered the Company’s target, which divided into 3 categories:

1. Risiko strategis Merupakan potensi kejadian yang dapat mempengaruhi pencapaian tujuan strategis RKAP 2015. Pada tahun 2015, yang teridentifikasi sebagai risiko strategis adalah: a. Tidak tercapainya harga jual uap/listrik b. Keterlambatan perijinan

1. Strategic risk It is deemed as a potential of incident that might affect the achievement of strategic purposes written in RKAP 2015. In 2015, the identified strategic risks are as follow: a. Failure to achieve the sale price of steam/electricity b. Delays in licensing

2. Risiko operasional Merupakan potensi kejadian yang dapat mempengaruhi pencapaian tujuan operasional dalam RKAP 2015. Resiko operasional yang telah teridentifikasi adalah: a. Penurunan produksi uap/listrik b. Unschedule shutdown PLTP c. Keterlambatan pekerjaan EPCC

2. Operational risk It is deemed as potential incident that might affect the achievement of operational purposes stated in the RKAP 2015. Such identified operational risks are as follow: a. Decrease in steam/electricity production b. Unschedule shutdown of PLTP c. Delays in EPCC work

3. Risiko hazard Hal yang termasuk risiko hazard adalah risiko kecelakaan kerja dan risiko lingkungan.

3. Hazard risk Hazard risk refers to occupational accident risk and environmental risk.

Perusahaan juga telah melakukan tindakan mitigasi atas risikorisiko yang dihadapi selama tahun 2015.

The Company also has conducted mitigation measures on risks that they encountered in 2015.


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Mitigasi Risiko 2015 Risk Mitigation in 2015 No

Risiko | Risk

Tindakan | Measure

1

Potensi ketidaktercapaian harga jual uap/listrik Potential of failure in achieving sale price on steam/electricity

a. Melakukan negosiasi dengan pembeli b. Koordinasi dengan Kementerian BUMN, ESDM, dan Keuangan a. Performed negotiation with buyers b. Coordinated with the Ministry of SOE, Energy and Mineral Resources, and Finance

2

Potensi keterlambatan Perijinan Potential of Delays in Licensing

a. Koordinasi internal antar fungsi b. Koordinasi dan sosialisasi dengan masyarakat sekitar Area/Proyek c. Koordinasi dengan PEMDA, Kementerian Kehutanan, dan Kementerian Lingkungan Hidup a. Coordinated with function internally b. Coordinated and socialized with local communities in Area/Project c. Coordinated with the Local Government, Ministry of Forestry, and Ministry of Environment

3

Potensi terjadinya unschedule shutdown PLTP Potential of unscheduled shutdown of PLTP

a. Koordinasi dengan pembeli terkait dengan rencana pembangkitan b. Preventive maintenance c. Melakukan sampling kualitas uap a. Coordinated with buyers related to generation plan b. Performed preventive maintenance c. Performed sampling of steam quality

4

Potensi terjadi penurunan produksi uap / listrik Potential of production decrease of steam/electricity

a. Monitoring reservoir dan optimalisasi strategi reinjeksi b. Melakukan pemboran sumur make-up a. Monitored reservoir and optimized reinjection strategy b. Conducted drilling of make-up well

5

Potensi keterlambatan pekerjaan EPCC Potential of delays in EPCC work

a. Koordinasi internal terkait dengan pekerjaan engineering b. Pengawasan intensif oleh PMC dan Perusahaan terkait dengan progres pekerjaan kontraktor EPCC a. Coordinated internally related to engineering work b. Conducted intensive treatment by PMC and Company related to work progress of EPCC contractor

6

Potensi terjadinya kecelakaan kerja Potential of occupational accident

a. Implementasi CSMS (Contractor Safety Management System) b. Pengawasan terkait aspek HSE secara intensif c. Peningkatan implementasi keselamatan kerja (inspeksi lapangan yang berupa Program Peningkatan Implementasi Keselamatan Kerja/PPIK, Safety Walk And Talk/SWAT, dan Management Walkthrought) d. Pelaksanaan safety meeting, safety talk, tool box meeting, dan safety patrol a. Implementated the CSMS (Contractor Safety Management System) b. Performed intensive monitoring related to the aspect of HSE c. Improved the implementation on work safety (field inspection, such as Safety Enhancement Program Implementation/PPIK, Safety Walk and talk/SWAT, and Management Walk Through) d. Implemented safety meeting, safety talk, tool box meeting, and safety patrol

7

Potensi terjadinya kerusakan lingkungan Potential of environmental destruction

a. Memaksimalkan kinerja dari IPAL dengan melakukan pengawasan secara intensif b. Monitoring dan evaluasi pelaksanaan pemantauan lingkungan (pelaksanaan RKL/RPL) di area dan proyek c. Melaksanakan reboisasi pada lahan-lahan di area proyek dan sekitarnya a. Maximized performance of IPAL by administering intensive monitoring b. Monitored and evaluated the implementation of environmental supervision (enactment of RKL/ RPL) in area and project c. Conducted reforestation on lands within the project area and its surroundings.

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Evaluation of the Effectivity of Risk Management System

Evaluasi Efektivitas Sistem Manajemen Risiko [G4-47]

[G4-47]

Dari hasil monitoring risiko selama tahun 2015, tindakan mitigasi yang dilakukan telah efektif menurunkan level risiko sampai tingkat yang dapat diterima (acceptable level), sebagaimana tercantum dalam peta risiko berikut:

Based on the monitoring results of risks in the period of 2015, the applied mitigation measures have effectively reduced risk level up to the extent that it could be accepted (acceptable level), as stated in below risk mapping:

Sistem Pengendalian Internal

Internal Control System

Sistem pengendalian internal yang efektif merupakan komponen penting dalam manajemen dan menjadi dasar bagi kegiatan operasional Perusahaan. Sistem pengendalian internal yang efektif dapat mengamankan investasi dan aset Perusahaan, menjamin tersedianya pelaporan keuangan dan manajerial yang dapat dipercaya, meningkatkan kepatuhan Perusahaan terhadap ketentuan dan peraturan perundangundangan yang berlaku, serta mengurangi risiko terjadinya kerugian, penyimpangan dan pelanggaran aspek kehati-hatian.

An effective internal control system serves as a vital component in management and functions as basis to the Company’s operational activities. The related system may secure the Company’s investment and assets, guarantee the availability of financial statement and reliable managerial report, improve the Company’s conformity to the prevailing regulations and legislations, as well as to diminish risk of loss, irregularities and breaches to prudence aspect.


217





Perusahaan memiliki Sistem Pengendalian Internal yang diatur dalam Pedoman Assessment Terhadap Pengendalian Internal Pelaporan keuangan No.A-003/PGE400/2012-S0 tanggal 25 Juni 2012. Penerapan pengendalian intern untuk proses penyusunan dan penyajian pelaporan keuangan mengacu pada Pedoman No.A-001/R00100/2013-S0.

The Company has the Internal Control System that is regulated in the Guidelines of Assessment to the Internal Control of Financial Statement Number A-003/PGE400/2012-S0 dated June 25th, 2012. The implementation of internal control for the purpose of preparing and presenting financial statement refers to the Guideline Number A-001/R00100/2013-S0.

Struktur dan Pelaksanaan Sistem Pengendalian Internal Pengendalian internal diterapkan terintegrasi dan berlapis kepada setiap pekerja pada semua tingkatan maupun fungsi jabatan.

Structure and Implementation of Internal Control System The Internal control is practiced integratedly and layered-wise to all employees at all levels or officials’ function.

• Dewan Komisaris Dewan Komisaris bertanggung jawab untuk mengelola, memberi arahan dan petunjuk, serta mengawasi (oversight). Dewan Komisaris yang efektif harus beranggotakan personil yang dapat bertindak dengan obyektif, kompeten dan penuh rasa ingin tahu. Dewan komisaris yang efektif dengan saluran komunikasi yang efektif serta koordinasi yang balk dengan IA harus mampu mendeteksi adanya pengabaian manajemen ataupun indikasi adanya penyajian yang salah dari laporan keuangan maupun informasi lainnya. • Direksi Manajemen (secara kolektif) bertanggung jawab atas sistem internal control perusahaan. Meskipun demikian, tanggung jawab akhir atas internal control ada pada Direktur Utama yang dapat dikatakan sebagai pemilik sistem control perusahaan. Direktur Utama memiliki peran utama dalam membentuk "tone of the top" yang akan mempengaruhi integritas dan etika serta faktor-faktor lain yang merupakan lingkungan pengendalian yang positif.

• Board of Commissioners The Board of Commissioners shall be responsible in managing, providing directions and instructions, as well as supervising (oversight). An effective Board of Commissioners must consist of employees, who are objective, competent, and inquisitive. Moreover, it has to be readied with effective communication channel as well as proper coordination with the IA in order to be able to detect the negligence of management or an indication of error presentation of financial statement or other information.

• Manajemen Di Bawah Direksi Tanggung jawab internal control berbeda-beda untuk setiap tingkatan manajemen. Setiap pimpinan bertanggung jawab untuk memelihara internal control atas kegiatan yang dikelolanya. Senior manajer selanjutnya mengemban tanggung jawab untuk mengembangkan kebijakan dan prosedur pengendalian yang spesifik untuk unitnya. Dalam hal tertentu, seorang manajer merupakan semacam direktur utama bagi unit yang ada dalam tanggung jawabnya.

• Management under the Board of Directors Various responsibilities of internal control are in place for each level of management. Each head responsibles to maintain its own internal control on activities he or she manages. Senior manager is assigned with responsibilities in developing policies and specific control procedure for its unit. In certain circumstances, a manager acts as an equivalent to president director within a unit with borne responsibilities.

218

• Board of Directors The management (collectively) shall be responsible for the Company’s internal control system. However, final responsibility upon the existing internal control is under the power of President Director that can be accepted as the owner of the Company’s control system. President Director plays an ultimate role in establishing “tone of the top” that will affect integrity and ethics as well as other factors that of positive control environment.






• Komite Audit dan Manajemen Risiko Komite audit berperan dan bertanggung jawab dalam hal pengawasan terhadap sistem control yang dijalankan oleh manajemen. Komite memberikan arahan dan nasihat terkait perbaikan rancangan dan implementasi sistem pengendalian internal yang dijalankan perusahaan.

• Audit and Risk Management Committee The audit committee holds a significant role and its responsibles to monitor the existing control system in the management. The committee provides directions and advices related to improvements of design and implementation of internal control system conducted by the company.

• Fungsi Audit Internal Internal Audit memainkan peranan yang penting dalam meng-evaluasi efektivitas pengendalian dan memberikan rekomendasi kepada manajemen. Internal Auditing Standard menetapkan bahwa ruang lingkup internal auditing antara lain adalah melakukan pengujian dan evaluasi atas kecukupan dan efektivitas internal control. Tugas IA selanjutnya adalah mereview keandalan informasi keuangan dan operasional, memastikan ketaatan pada peraturan, memastikan upaya pengamanan aset, menilai efektifitas dan efisiensi penggunaan sumber daya, mereview hasil program dibandingkan dengan tujuan serta menyampaikan permasalahan dan kelemahan kepada pimpinan.

• Internal Audit Function The internal audit projects important role in evaluating the effectivity of control and providing recommendations to the management. The Internal Auditing Standard determines the scope of work of internal auditing, which are testing and evaluation on the adequacy and effectivity of internal control. The duties of IA hereafter are to review the reliability of finance and operational information, ensure compliance to regulations, assure assets’ security, assess effectivity and efficiency of resources utilization, review program’s results to its purposes, as well as convey issues and weaknesses to leaders.

• Pekerja Setiap orang dalam organisasi memiliki tanggung jawab atas internal control. Internal control pada dasarnya merupakan tanggung jawab setiap orang dalam perusahaan. Oleh karena itu, control semestinya secara nyata atau tersirat haruslah menjadi bagian dari dan menyatu dengan uraian tugas. Hal ini dapat dilihat dari 2 sudut pandang, pertama, pekerja memainkan peranan penting dalam pengembangan dan pemeliharaan struktur internal control. Kedua pekerja bertanggung jawab untuk mengkomunikasikan informasi mengenai permasalahan, ketidaktaatan atas kebijakan dan peraturan, tindakan illegal dan lain-lain kepada tingkatan yang lebih tinggi. Internal control merupakan kepentingan setiap orang dan peran serta tanggung jawab setiap orang harus dikomunikasikan dengan jelas.

• Employees Each individual within the organization has its own responsibility to internal control as it is basically a responsibility of all company’s employees. Thus, both tangible and implicit control should be a part of and merged into a job description. This is due to firstly, employees surely play a significant role in developing and maintaining the structure of internal control; and secondly, employees are responsible to communicate information pertaining issues, disobedience towards policies and regulations, illegal behavior and others against a higher level. The internal control serves as an importance to all individuals where one’s role and responsibility must be communicated in clarity.

Pengendalian Intern atas Pelaporan Keuangan ICoFR merupakan kebijakan-kebijakan dan rangkaian prosedur serta tata kerja terkait proses pelaporan keuangan untuk menjamin tersusunnya laporan keuangan yang akurat, andal dan tepat waktu.

Internal Control over Financial Reporting - ICoFR ICoFR contains policies and a set of procedure as well as work procedure pertaining to financial statement process in order to guarantee the development of accurate, reliable and prompt financial statement.


219





Tujuannya agar memiliki keyakinan yang memadai (reasonable assurance), bahwa proses pencatatan di laporan keuangan telah didukung dengan internal control yang efektif berdasarkan ketentuan yang berlaku.

It aims to gain reasonable assurance that the record process of financial statement is supported by an effective internal control based on the prevailing stipulations.

Siklus Bisnis yang nilainya signifikan dan menjadi ruang lingkup dari pekerjaan pengembangan ICoFR di PT Pertamina (Persero) dan Anak Perusahaan adalah Entity Level Control, Transaction Level Control dan IT General Control. Penerapan ICoFR telah ditetapkan dalam Key Performance Indicators (KPI) beberapa fungsi di Perusahaan.

Business Cycle, of which value is significant and functions as the scope of work of ICoFR development in PT Pertamina (Persero) and Subsidiaries, includes Entity Level Control, Transaction Level Control and IT General Control. The implementation of ICoFR is regulated in Key Performance Indicators (KPI) of several functions in the Company.

Kesesuaian Sistem Pengendalian Intern dengan COSO Internal Control Framework Pengendalian Intern adalah suatu proses yang dijalankan oleh seluruh anggota organisasi yaitu Komisaris, Direksi, manajemen dan pekerja, dalam rangka mencapai keyakinan yang memadai atas pencapaian tujuan-tujuan organisasi sebagai berikut: Efektivitas dan efisiensi operasi (termasuk pengamanan aset), Keandalan pelaporan keuangan dan Kepatuhan terhadap hukum.

Congruence of Internal Control System with COSO – Internal Control Framework Internal Control is a process managed by all members of organization, which are Board of Commissioners, Board of Directors, management and employees, in the spirit of achieving adequate assurance towards the following organization’s purposes: Effectivity and efficiency of operation (including asset security), Reliability of financial statement and Compliance to legal.

Direksi juga bertanggung jawab untuk menetapkan suatu sistem pengendalian internal yang efektif, yaitu mencakup:

The Board of Directors are also responsible to determine an effective internal control system, which are:

1. Lingkungan pengendalian internal dalam Perusahaan yang disiplin dan terstruktur yang terdiri dari : a. Integritas, nilai etika dan kompentensi pekerja. b. Filosofi dan gaya manajemen. c. Cara yang ditempuh manajemen dalam melaksanakan kewenangan dan tanggung jawabnya. d. Pengorganisasian dan pengembangan sumber daya manusia. e. Perhatian dan arahan yang dilakukan oleh Direksi. 2. Pengkajian dan pengelolaan risiko usaha yaitu suatu proses untuk mengindentifikasi, menganalisis, menilai dan mengelola risiko usaha yang relevan. 3. Aktivitas pengendalian, yaitu tindakan yang dilakukan dalam suatu proses pengendalian terhadap kegiatan Perusahaan pada setiap tingkat dan unit dalam struktur organisasi Perusahaan, antara lain mengenai kewenangan, otorisasi, verifikasi, rekonsiliasi, penilaian atas prestasi kerja, pembagian tugas dan keamanan terhadap aset Perusahaan.

1. A disciplined and structured internal control environment in the Company include these elements: a. Integrity, ethical values and employees’ competence. b. Philosophy and management style. c. Methods practiced by the management in applying its authorities and responsibilities. d. Organization and development of human resources.

220

e. Attention and directions given by the Board of Directors. 2. Study and management of business risks are process to identify, analyze and manage relevant business risks. 3. Activity of control are measures conducted in a process of control to the Company’s activities at each level and unit within the Company’s organization structure, among others pertaining to authorities, authorization, verification, reconciliation, assessment to work performance, division of labor and security to the Company’s asset.






5. Monitoring, yaitu proses penilaian terhadap kualitas Sistem Pengendalian Internal termasuk fungsi internal audit pada setiap tingkat dan unit struktur organisasi Perusahaan, sehingga dapat dilaksanakan secara optimal, dengan tembusannya disampaikan kepada Dewan Komisaris untuk diteruskan pada Komite Audit.

4. Information and communication system is a process of report presentation on activities that span from operational, financial and the prevailing stipulations and regulations of the Company. 5. Monitoring is a process of assessment to the quality of Internal Control System including internal audit function at each level and unit of the Company’s organization structure, so that it may be actualized optimally, with the copy to be submitted to the Board of Commissioners and furthered to the Audit Committee.

Pelaksanaan Evaluasi Sistem Pengendalian Internal Pelaksanaaan evaluasi atas efektivitas pengendalian internal dilaksanakan dengan mereview penerapan Pengendalian Internal Atas Pelaporan Keuangan (ICoFR) Perusahaan.

Implementation of Evaluation on Internal Control System Evaluation on the effectivity of internal control must go through a process of review to the implementation of Internal Control over Financial Reporting (ICoFR) of the Company.

Penyusunan Laporan Keuangan Perusahaan dilakukan melalui system MySAP, sebagian besar control activity control owner dilakukan melalui sistem tersebut, bukti control activity yang dituangkan ke dalam system ICoFR (Sysca) mencerminkan keseluruhan control activity yang ada pada MySAP.

Preparation of the Company’s Financial Report is conducted through MySAP system where majority of control activity control owner also go through the same system. Proof of control activity that is included into the ICoFR system (Sysca) projects the entirety of control activity instilled in MySAP.

Sasaran pelaksanaan penugasan pengujian ICoFR adalah untuk mengevaluasi atas pelaksanaan ICOFR oleh manajemen dengan menggunakan pendekatan three line of defence yaitu sertifikasi oleh control owner, pengawasan oleh control group dan dievaluasi secara independen oleh Internal Audit. Sebagai independen assurance, Internal Audit memberikan laporan hasil evaluasi atas efektivitas penerapan ICOFR yang terpisah dari control group.

Target of implementation of ICoFR means to evaluate over the implementation of ICoFR by management by practicing three line of defence approach, namely certification by control owner, monitoring by control group and to be evaluated independently by the Internal Audit. As an independent assurance, the Internal Audit delivers evaluation report on the effectivity of ICoFR implementation separately from the control group.

Selama tahun 2015, control group melakukan pengujian ICoFR setiap Triwulan dan Internal Audit melaksanakan pengujian atas efektivitas penerapan ICoFR tersebut. IA telah menerbitkan laporan Hasil pengujian ICoFR pada tanggal 23 Maret 2015. Laporan tersebut menyajikan beberapa kelemahan terkait siklus Expenditure, siklus Taxation, dan siklus Financial Closing & Reporting dengan serta rekomendasi perbaikannya.

During 2015, the control group conducted examination of ICoFR quarterly and the Internal Audit carried out inspection over the effectivity of the related ICoFR implementation. The IA has published report of ICoFR examination on March 23rd, 2015, which presented several shortcomings related to cycle of Expenditure, cycle of Taxation, and cycle of Financial Closing & Reporting as well as its recommendation of improvement.

Komitmen Perusahaan terhadap Perlindungan Konsumen

Commitment of the Company towards Consumers’ Protection

Pembahasan mengenai komitmen perusahaan terhadap perlindungan konsumen secara terperinci dapat di lihat pada bab tanggung jawab sosial dan lingkungan pada halaman 254.

Discussion concerning the Company’s commitment towards consumers’ protection in detailed manner can be viewed in the chapter of social and environment responsibilities on page 254.

4. Sistem informasi dan komunikasi yaitu suatu proses penyajian laporan mengenai kegiatan operasional, finansial dan ketentuan dan peraturan yang berlaku di Perusahaan.


221





Aktivitas dan Biaya Tanggung Jawab Sosial Anak Perusahaan

Activities and Cost of Subsidiaries’ Social Responsibilities

Pembahasan mengenai aktivitas dan biaya yang dikeluarkan berkaitan dengan tanggung jawab sosial anak perusahaan terutama mengenai community development program yang telah dilakukan secara terperinci dapat di lihat pada bab tanggung jawab sosial dan lingkungan pada halaman 278.

Discussion concerning details of activities and cost consumed for subsidiaries’ social responsibilities, particularly related to community development program that has been executed can be viewed in the chapter of social and environment responsibilities on page 278.

Kemudian untuk pembahasan mengenai aktivitas dan biaya yang dikeluarkan berkaitan dengan tanggung jawab sosial anak perusahaan terutama aktivitas lingkungan secara terperinci dapat di lihat pada bab tanggung jawab sosial dan lingkungan pada halaman 278.

In regards to discussion on activities and expenses related to the subsidiaries’ social responsibilities, especially detailed environmental activities, can be viewed in the chapter of social and environment responsibilities on page 278.

Perkara Penting Yang Sedang Dihadapi

Significant Legal Cases In Progress

Selama 2015, Perusahaan menghadapi beberapa perkara hukum, baik dalam rangka pemeriksaan perkara, serta persidangan pidana, perdata maupun tata usaha negara. Penanganan perkara-perkara hukum yang dihadapi Perusahaan, menjadi tanggung jawab Fungsi Legal Perusahaan, dengan melibatkan jasa penasihat hukum eksternal.

As far as 2015, the Company encountered several legal cases, be it investigation of cases, as well as criminal proceedings or civil even state administrative. The handling of legal cases encountered by the Company is under the responsibility of Legal Function, involving internal and external legal advisory services.

Perkara Penting yang Dihadapi Perusahaan Tahun 2015 Significant Legal Cases Encountered by the Company in 2015 No

1

222

Perkara Case

Pengaruh Terhadap Perusahaan Impact to the Company

Status Terakhir Current Status

Perkara Gugatan Sengketa Tanah Cluster – 4 Area Geothermal Lahendong (Nomor 224/ PDT.G/2013/ PN.TDO yang terdaftar di Pengadilan Negeri Tondano) Perusahaan (cq. Area Geothermal Lahendong) telah menerima gugatan sengketa tanah. Perusahaan sebagai Tergugat III dalam perkara perdata antara Wehelmina Pongoh sebagai Penggugat melawan Frans Mantiri, dan rekan sebagai Tergugat.

1. Putusan pengadilan ini dapat menjadikan penguasaan atas sebagian tanah objek sengketa oleh Tergugat III adalah perbuatan tanpa hak dan melawan hukum. 2. Putusan pengadilan ini dapat memerintahkan Tergugat III untuk segera mengosongkan, mengembalikan, dan menyerahkan dengan sukarela kepada Penggugat sebidang tanah yang masih dikuasai tersebut untuk digunakan oleh Penggugat secara bebas. 3. Perkara ini tidak menimbulkan dampak signifikan terhadap kondisi keuangan Perusahaan.

Pada tanggal 20 Januari 2015, Majelis Hakim Pengadilan Tinggi Manado telah memutuskan perkara tersebut dengan salah satu amar putusan dalam pokok perkara adalah ‘Menguatkan putusan Pengadilan Negeri Tondano tanggal 21 Agustus 2014 No. 224/PDT.G/2013/PN.TDO’. Pada tanggal 2 April 2015, Perusahaan telah menerima Relaas dan Memori Kasasi atas Putusan Banding tersebut. Selanjutnya pada tanggal 13 April 2015, Perusahaan melalui kuasa hukum telah menyampaikan Kontra Memori Kasasi. Sampai dengan saat ini pemeriksaan perkara di tingkat kasasi masih berjalan.

Lawsuit concerning Land Dispute of Cluster Area – 4 Geothermal Areas in Lahendong (Number 224/ PDT.G/2013/PN.TDO registered at the Tondano District Court The Company (cq. Lahendong Geothermal Area) has received land dispute. The Company as the 3rd Defendant in the civil lawsuit between Wehelmina Pongoh as the Plaintiff against Frans Mantiri et al. as the Defendants.

1. The verdict may deem the ownership of part of the disputed land by the third Defendant as an act without rights and against the law. 2. The verdict may require the 3rd Defendant to urgently vacate, restore, and voluntarily return it to the Plaintiff the disputed occupied land to be used by the Plaintiff freely. 3. The lawsuit did not pose a significant impact to the Company’s financial performance.

On 20th January 2015, Judge of the High Court Manado had decided the case with one verdict in the principal case is' Strengthening Tondano District Court decision dated 21st August 2014 No. 224 / PDT.G / 2013 / PN.TDO '. On 2nd April 2015, the Company has received Relaas and Cassation Memory on the Appeal Decree. Furthermore, on 13rd April 2015, the Company through its legal counsel has submitted a Contra Appeal Memorandum. Up to this time in the Supreme Court case investigation is still underway.



No

2

3


Perkara Case


Pengaruh Terhadap Perusahaan Impact to the Company


Status Terakhir Current Status

Perkara Gugatan Sengketa Tanah 1. Putusan pengadilan ini dapat memutuskan perbuatan tergugat menguasai dan menduduki Kantor PT PGE Area Geothermal tanah tersebut adalah tidak sah dan melawan Lahendong (Nomor 65/Pdt.G/2014/ hukum. PN/Tdo yang terdaftar di 2. Putusan pengadilan ini dapat menghukum Tergugat Pengadilan Negeri Tondano) untuk segera mengosongkan dan menyerahkan Perusahaan (cq. Area Geothermal kepada Penggugat sebidang tanah yang masih Lahendong) telah menerima gugatan dikuasai untuk dikuasai atau dipakai secara bebas sengketa tanah. Perusahaan sebagai Tergugat dalam perkara perdata oleh Penggugat, serta membayar ganti kerugian melawan Elsye Wohon Sukamad kepada Penggugat. sebagai Penggugat. 3. Perkara ini tidak menimbulkan dampak signifikan terhadap kondisi keuangan Perusahaan.

Pada tanggal 13 April 2015, Majelis Hakim Pengadilan Tinggi Manado telah memutuskan perkara tersebut dengan salah satu amar putusan dalam pokok perkara adalah ‘Menguatkan Putusan Pengadilan Negeri Tondano tanggal 8 Desember 2014’ (menolak gugatan Penggugat untuk seluruhnya). Putusan ini telah berkekuatan hukum tetap (in kracht) dan telah diterima dan diberitahukan kepada Perusahaan melalui Relaas Pemberitahuan Putusan Banding tanggal 2 Juni 2015.

1. The verdict may resolve the act practiced by the Lawsuit concerning Land Dispute defendant of controlling and occupying the disputed of PT PGE Office in Lahendong Geothermal Area (Number 65/ land was illegal and against the law. Pdt.G/2014/PN/Tdo registered at 2. The verdict may deliver its sentence for the Defendant the District Court of Tondano) to urgently vacate and hand-over to the Plaintiff The Company (cq. Lahendong the disputed land to control or make use of freely by the Plaintiff, as well as to give compensation to the Geothermal Area) had received lawsuit Plaintiff. on land dispute. The Company as the Defendant in the civil case against Elsye 3. The case did not pose a significant impact to the Company’s financial performance. Wohon Sukamad as the Plaintiff.

On April 13th, 2015, Judge of the High Court Manado has decided the case by one of the ruling in the principal case is 'Strengthening Tondano District Court dated December 8th, 2014' (refuse Plaintiff entirety). This ruling was legally binding (in kracht) and has been accepted and notified to the Company through Relaas Appeal Decision Notice dated June 2nd, 2015.

Perkara Perselisihan Hubungan Industrial (Nomor 20/G/2013/PHI. MDO; 21/G/2013/PHI. MDO; 22/G/2013/PHI. MDO yang terdaftar di Pengadilan Negeri Manado) Perusahaan (cq. Area Geothermal Lahendong) telah menerima gugatan sengketa hubungan industrial dari 10 (sepuluh) orang mantan pekerja alih daya (outsourcing). Perusahaan selaku Tergugat dalam perkara melawan Daniel James Mandagi dan rekan; Jansen Mengko dan rekan; dan Muhadi Saleh dan rekan (Para Penggugat).

1. Putusan pengadilan PHI ini dapat menjadikan status hubungan kerja Penggugat dengan Tergugat II beralih menjadi hubungan kerja dengan Tergugat. 2. Putusan pengadilan PHI ini dapat memerintahkan Tergugat untuk memanggil, mempekerjakan kembali Penggugat pada kedudukan dan jabatannya semula dan mengangkat Penggugat sebagai pekerja tetap Tergugat di Area Lahendong. 3. Putusan pengadilan PHI ini dapat menghukum Tergugat membayar uang paksa (dwangsom) kepada masing-masing Penggugat apabila Tergugat lalai menjalankan putusan perkara yang telah mempunyai kekuatan hukum tetap atau mengikat. 4. Perkara ini berpotensi menimbulkan dampak signifikan terhadap kondisi keuangan Perusahaan.

Dalam persidangan tanggal 23 Desember 2015 dengan agenda pembacaan putusan, yang dalam pokok perkaranya dari ketiga putusan tersebut dalam pokok perkaranya masing-masing memutuskan menolak permohonan kasasi dari para pemohon kasasi.

Lawsuit concerning Industrial Dispute (Number 20/G/2013/ PHI.MDO; 21/G//2013/PHI.MDO; 22/G/2013/PHI.MDO registered at the District Court of Manado) The Company (cq. Lahendong Geothermal Area) had received lawsuit concerning industrial dispute from 10 (ten) former outsourced employees. The Company as the Defendant in the civil case against Daniel James Mandagi et al.; Jansen Mengko et al.; and Muhadi Saleh et al. (the Plaintiffs).

1. The verdict may transform the work status of the Plaintiffs with the 2nd Defendant into a working relationship with the Defendant. 2. The verdict may require the Defendant to summon, re-hire the Plaintiffs to its initial position and to appoint the Plaintiffs as permanent employers of the Defendant in Lahendong Area. 3. The verdict may sentence the Plaintiffs to pay an amount of money (dwangsom) to each respective Plaintiffs if the Defendant fails to comply with the verdict that is in kracht (legally binding). 4. The case did not pose a significant impact to the Company’s financial performance.

In the trial dated December 23rd, 2015, with the agenda of verdict, the main verdict was all three verdicts in each respective case rejected the appeal from the applicants.

Sepanjang tahun 2015, tidak ada sanksi administrasi yang dikenakan kepada entitas, anggota Direksi dan Dewan Komisaris oleh otoritas terkait (pasar modal, perbankan, dan lainnya).

In the length of 2015, there was no administrative sanction imposed to entities, members of the Board of Directors and Board of Commissioners by the related authorities (capital market, banking, and so forth).


223





Akses Informasi dan Data Perusahaan

Information Access and Company’s Data

Keterbukaan informasi merupakan salah satu aspek dalam

Transparency of information is perceived as one of aspects in the

penerapan tata kelola perusahaan yang baik.

Perusahaan

implementation of Good Corporate Governance. The Company

mengelola layanan informasi dengan berpedoman pada TKO

manages information service by referring to TKO of Information

Penyampaian Informasi No. B-003/PGE520/2015-S0.

Delivery Number B-003/PGE520/2015-S0.

Pengelolaan layanan informasi Perusahaan menjadi bagian dari

The Company’s information service management is under

tanggung jawab Sekretaris Perusahaan, dengan melibatkan

the responsibility of Corporate Secretary, by involving related

fungsi-fungsi terkait. Publik dan pemangku kepentingan lain

functions. Public and other stakeholders may have access to the

dapat mengakses informasi terbuka secara langsung, melalui

information directly, through the availability of public domain.

domain publik yang tersedia. Adapun untuk informasi-informasi

Certain information are specific, where the public and other

tertentu yang bersifat khusus, publik maupun pemangku

stakeholders may propose for a request beforehand in order to

kepentingan lain, bisa mengajukan permintaan terlebih dahulu

receive response from the Company.

dan selanjutnya akan diproses untuk mendapatkan tanggapan dari Perusahaan. Akses Informasi

Information Access

Pemenuhan informasi yang terkait dengan Perusahaan dapat

The fulfillment of information pertaining to the Company is

diakses publik maupun pemangku kepentingan lainnya,

available for access by the public and other stakeholders, which

melalui:

are as follow:

• Situs Internet

• Internet Site

www.pge.pertamina.com

www.pge.pertamina.com

• Pertamina Contact Center

• Pertamina Contact Centre

Email : [email protected]

Email : [email protected]

Telp : 1 500 000

Telp : 1 500 000

• Media Pertamina

• Media Pertamina

1. Situs Internet Pertamina

1. Pertamina Internet Site www.pertamina.com

www.pertamina.com 2. Energia Weekly

2. Energia Weekly

Merupakan buletin mingguan berisi berita-berita

A weekly bulletin containing news coverage on activities

seputar kegiatan PT Pertamina (Persero) dan anak

of PT Pertamina (Persero) and its subsidiaries, which are

perusahaan, yang dikemas dalam bentuk berita dan

presented in a form of news and feature, as well as display.

berita ringan (feature), serta berita foto (display). 3. Energia Monthly

3. Energia Monthly

Merupakan majalah bulanan berisi berita-berita seputar

A monthly magazine containing new coverage on energy

energi secara umum serta artikel lainnya dalam format

sector in general as well as other articles in feature.

berita ringan (feature). 4. Pertamina TV

224

4. Pertamina TV

Merupakan siaran audio visual di jaringan kantor PT

An audio visual broadcast in the office network of

Pertamina (Persero), unit operasional dan semua anak

PT Pertamina (Persero), operational unit and entire

perusahaan.

subsidiaries.





• Press Release (PR)


• Press Release (PR)

Press release merupakan media komunikasi yang efektif

Press release means as an effective communication media

bagi Perusahaan sebagai bagian dari pemenuhan aspek

for the Company as a fulfillment of information transparency

keterbukaan informasi. Materi press release disebarkan

aspect. Material of press release is distributed by the Company

Perusahaan kepada media massa sebagai bahan berita

to mass media as coverage or information that is eligible

maupun

publik.

and accessible for broadcast to the public. Up to end of

telah

report period, the Company has published 18 press releases

mempublikasikan 18 materi press release baik di media

pertaining to the Company’s performance along the year of

lokal, nasional dan media internal Perusahaan, terkait

2015.

Hingga

informasi akhir

untuk

periode

disiarkan

pelaporan,

kepada

Perusahaan

kinerja Perusahaan sepanjang tahun 2015. • Leaflet PGE

• Leaflet of PGE

Merupakan salah satu sarana atau media penyebaran

The leaflet served as a mean or information media and

informasi dan edukasi untuk khalayak. Leaflet perusahan

education intended for public. It contained brief information

didalamnya memuat informasi sekilas seputar Energi

on geothermal energy, Working Areas of Company, Installed

Geothermal, Wilayah Kerja Perusahaan, Rencana Kapasitas

Capacity Plan and CSR.

Terpasang dan CSR. • Komik Panas Bumi PGE

• PGE’s Geothermal Comic

Selain leaflet perusahaan, PGE juga memiliki komik Panas

Aside from the leaflet, PGE also developed geothermal

Bumi sebagai sarana publikasi dan edukasi Energi Ramah

comic as publication and education means that highlights

Lingkungan, Energi Geothermal.

Environment-Friendly energy and Geothermal Energy. • Exhibition

• Pameran Perusahaan juga aktif berpartisipasi dalam ajang pameran

The Company also proactively participated in national and

skala nasional dan internasional, melalui ajang pameran

international scale exhibitions through the event of Indonesia

Indonesia International Geothermal Convention and

International Geothermal Convention and Exhibition and

Exhibition, ajang kemahasiswaan Universitas Gadjah Mada

college exhibition at University of Gadjah Mada, Yogyakarta

Yogyakarta pada event GEOWEEK 2015, dan pameran

at GEOWEEK 2015.

lainnya. • Geothermal Information Centre

• Geothermal Information Center Merupakan pusat edukasi panas bumi di Indonesia yang

It serves as geothermal education centre in Indonesia, which

dibangun oleh Perusahaan sebagai Center of Excellence for

established by Company as Center of Excellence dedicated for

Indonesia Geothermal Industry. Di GIC kita dapat menggali

Indonesia Geothermal Industry. At GIC we were able to probe

proses dan sejarah geothermal pertama dan tertua di

the process and history of the first and oldest geothermal

Indonesia berupa pengembangan panas bumi di Kamojang

in Indonesia, namely geothermal development in Kamojang.

sebagai pelopor bagi pengembangan energi terbarukan,

It pioneered the development of renewable energy, which believed as clean and environment-friendly energy.

energi bersih dan ramah lingkungan.

• PGE Goes to Campus

• PGE Goes to Campus Melalui kegiatan kuliah kemahasiswaan di berbagai kampus

Through the medium of college education in numerous

di Indonesia, Perusahaan rutin mengirimkan narasumber

campuses in Indonesia, the Company has been routinely

Geothermal sebagai ajang edukasi dan memberikan

assigning speakers dedicated in Geothermal issues for

pemahaman praktis kepada mahasiswa tentang energi

education-wise and providing practical understanding to

Geothermal dalam pengembangan dan pemanfaatannya di

students concerning geothermal development and utilization

Indonesia.

in Indonesia.

Etika Anak Perusahaan

Ethics of Subsidiaries

Pembahasan mengenai etika anak perusahaan secara terperinci

Discussion on ethics of subsidiaries in detailed manner can be

dapat di lihat pada halaman 144.

viewed on page 144.


225

TANGGUNG JAWAB SOSIAL DAN LINGKUNGAN Social and Environmental Responsibility

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (Tjsl) Implementation of Social and Environment Responsibility

MEMBANGUN INTEGRASI DENGAN PEMANGKU KEPENTINGAN Building Integration With Stakeholders

Hal penting yang tak boleh diabaikan guna menjamin kesinambungan Perusahaan adalah membangun relasi yang terintegrasi dengan segenap pemangku kepentingan. Perusahaan mewujudkannya antara lain melalui pelaksanaan tanggung jawab sosial dan lingkungan di seluruh wilayah kerja Perusahaan. Pemenuhan tanggung jawab sosial dan lingkungan (TJSL) adalah salah satu aspek penting dalam pelaksanaan tata kelola perusahaan yang baik. Dalam hal pemenuhan tanggung jawab sosial, Perusahaan tetap berkomitmen melaksanakan program Corporate Social Responsibility (CSR) yang bertujuan untuk meningkatkan kemandirian masyarakat di sekitar lokasi operasional Perusahaan. Dengan demikian, semakin bertumbuhnya Perusahaan, masyarakat disekitar wilayah kerja Perusahaan juga turut bertumbuh.

The important key that must not be overlooked in order to preserve the Company’s performance stability is to build an integrated relation with all stakeholders. Such relations can be realized, among others through social and environmental responsibility in the Company’s all working areas. Compliance to social and environmental responsibility is one of essential aspects in a Good Corporate Governance where the Company continuously commits to perform its corporate social responsibility (CSR), aiming to improve community’s welfare surrounding the Company’s operational locations. With an improved welfare, thus the community will be able to give its voice supporting all forms of Company’s activities.




230

[G4-24, G4-25, G4-26, G4-27]

Stakeholders Based On Material Aspect

Para Pemangku Kepentingan Berdasar Aspek Material



Sasaran Target

Energi Energy

Peningkatan produksi uap panas bumi dan listrik. Growth in geothermal steam production and electricity.


Peningkatan kesejahteraan dan pemberdayaan masyarakat. Improvement in welfare and community empowerment.

Keselamatan dan Kesehatan Kerja Work Safety and Health

Jaminan keselamatan bekerja dan lingkungan kerja yang sehat. Work safety insurance and healthy working environment.


Pelestarian alam di sekitar lokasi operasional. Nature preservation surrounding operational locations.

Kinerja Ekonomi Economic Performance

Keberlanjutan pertumbuhan usaha. Sustainable business growth.

Emisi Emission

Meminimalkan emisi karbon dan optimalisasi potensi Certified Emission Reduction (CER). Minimizing carbon emission and optimizing potential Certified Emission Reduction (CER).

Pendidikan dan Pelatihan Education and Training

Pengembangan kompetensi dan keahlian pekerja. Employees’ competency development and skills.

Penyampaian Keluhan akibat Dampak Kegiatan Operasi Perusahaan Complaint Submission due to Company’s Operational Impacts

Penanganan dampak sosial dan lingkungan di lokasi operasi. Handling of social and environmental impacts in operational locations.




Pemangku Kepentingan Stakeholder

Tanggung Jawab Sosial & Lingkungan Social & Environmental Responsibility


Respon Perusahaan Company’s Response

• Pelanggan • Customers

Optimalisasi produksi uap panas bumi dan pengoperasian unit baru PLTP. Optimization of geothermal steam production and operation of new PLTP unit.

• Pemerintah • Government

Survei Indeks Kepuasan Pelanggan. Community Satisfaction Index Survey. Pertemuan dan pelaporan berkala dengan PT PLN (Persero). Periodical meeting and report with PT PLN (Persero). Program pengembangan masyarakat. Community development program.

Masyarakat Lokal Local Community

Pertemuan, pendampingan dan dialog berkala dengan masyarakat lokal di sekitar lokasi operasi Perusahaan. Periodical meeting, accompaniment and dialogue with local community surrounding the Company’s operational locations. Survei Indeks Kepuasan Masyarakat (Monitoring dan Evaluasi). Community Satisfaction Index Survey (Monitoring and Evaluation).

Pekerja Employees

Penerapan SMK3LL di setiap operasi, serta penerapan Contractor Safety Management System (CSMS). Implementation of Management System of Work Safety, Health and Environment Protection (SMK3LL) and Work Safety, as well as Contractor Safety Management System (CSMS). Evaluasi berkala manajemen terhadap aspek K3LL dan Pengamanan. Periodical evaluation of HSSE and Security management.

Pemerintah Government

Perlindungan dan Pengelolaan lingkungan. Environment protection and restoration. Pertemuan berkala pelaksanaan program. Periodical meeting on program implementation. Peningkatan pendapatan usaha dan efisiensi operasional. Improvement in revenue and operational efficiency.

Pemegang Saham Shareholders


Penyampaian laporan kinerja Perusahaan secara berkala dan penyelenggaraan RUPS. Submission of Company’s periodical performance report and GMS implementation. Mencapai target penurunan emisi karbon sesuai peta jalan PT Pertamina (Persero) dan Pemerintah. Achieving targets on carbon emission reduction as per the roadmap of PT Pertamina (Persero) and Government. Pelaporan hasil pengukuran emisi dan pertemuan berkala. Report on emission measurement result and periodical meeting.

Pekerja Employees

Alokasi anggaran pelatihan bagi pekerja dan penyertaan pada uji kompetensi. Budget allocation for employees’ training and competency test participation. Penilaian rutin kinerja pekerja. Routine assessment on employees’ performance.

Masyarakat Lokal Local Community

Penyediaan fasilitas pelaporan dan pengaduan pada Kantor Pusat maupun masing-masing Area. Providing report and complaint facility to the Head Office and/or each Area. Pertemuan sesuai kebutuhan dan pengaduan yang disampaikan. Meeting as per necessity and submitted complaints.


231





Landasan dan Strategi Pelaksanaan TJSL

Foundation And Strategy Of Tjsl Implementation

Landasan Pelaksanaan TJSL Pelaksanaan tanggung jawab sosial dan lingkungan Perusahaan berlandaskan pada ketentuan hukum yang berlaku, yakni:

Foundation of TJSL Implementation The implementation of social and environment responsibility, including CSR by the Company, is based on the prevailing legal provisions, which are: 1. Law Number 19 Year 2003 concerning State-Owned Enterprises. 2. Law Number 40 Year 2007 on Limited Liability Company.

1. Undang-Undang No.19 Tahun 2003 Tentang Badan Usaha Milik Negara. 2. Undang-Undang No.40 Tahun 2007 Tentang Perseroan Terbatas. 3. Undang-Undang No. 32 Tahun 2009 Tentang Perlindungan dan Pengelolaan Lingkungan Hidup. 4. Peraturan Pemerintah No.47 Tahun 2012 Tentang Tanggung Jawab Sosial dan Lingkungan Perseroan Terbatas. 5. Peraturan Menteri Negara BUMN No.PER-05/MBU/2007 Tentang Program Kemitraan Badan Usaha Milik Negara dengan Usaha Kecil dan Progam Bina Lingkungan. 6. Peraturan Menteri Negara BUMN No.PER-08/ MBU/2013 tanggal 10 September 2013 tentang Perubahan Ke-4 atas Peraturan Menteri Negara Badan Usaha Milik Negara No.PER-05/MBU/2007 Tentang Program Kemitraan Badan Usaha Milik Negara dengan Usaha Kecil dan Programprogram Bina Lingkungan.

3. Law Number 32 year 2009 concerning Environmental Protection and Management. 4. Governmental Regulation Number 47 Year 2012 concerning Social and Environment Responsibility of Limited Liability Company. 5. Regulation of Minister of SOE Number PER-05/MBU/2007 concerning State-Owned Enterprises Partnership Program with Small Enterprise and Environmental Program. 6. Regulation of Minister of SOE Number PER-08/MBU/2013 dated September 10th, 2013 concerning the Fourth Amendment to the Regulation of Minister of SOE Number PER-05/MBU/2007 concerning State-Owned Enterprises Partnership Program with Small Enterprise and Environmental Program.

Strategi Pelaksanaan TJSL Berdasarkan Perencanaan Strategis Program Community Development 2011-2015, Perusahaan merumuskan strategi pelaksanaan TJSL dengan prioritas pada bidang ekonomi, pendidikan, kesehatan, lingkungan, serta infrastruktur dan fasilitas umum.

Strategy of TJSL Implementation Based on Strategic Planning of Community Development Program 2011-2015, the Company defined its strategy of social and environment responsibility implementation by prioritizing economy, education, health, environment, as well as infrastructure and public facilities.

232






Perencanaan Strategis Program Community Development Strategic Planning of Community Development Program Bidang Field

Sasaran 2011 - 2015 2011-2015 Target

Target 2014 2014 Target

Target 2015 2015 Target

Ekonomi

Peningkatan perekonomian masyarakat yang masih rendah.

Perekonomian masyarakat sudah mencapai taraf kemandirian, dan melaksanakan ekspansi pemasaran.

Pengawasan perkembangan ekonomi masyarakat binaan.

Economy

Improvement in low economy community.

Community’s economy reaching its independence state and able to experience market expansion.

Monitoring on community’s economic development.

Pendidikan

Bantuan pendidikan masyarakat yang masih lemah.

Mengurangi angka putus sekolah dan meningkatkan jumlah siswa-siswi yang melanjutkan sekolah ke jenjang lebih tinggi.

Education

Education aid for subdued community.

Reducing number of drop-outs and increasing number of students intending to continue to a higher level of education.

Kesehatan

Optimalisasi kesehatan masyarakat melalui usaha-usaha peningkatan kesehatan, melalui klinik pengobatan gratis, bantuan penataan sanitasi, promosi hidup sehat dan bersih.

Pencapaian peningkatan kesehatan masyarakat.

Health

Community health optimization through health Achievement in community health improvement. improvement, free medical clinic, sanitation aid, clean and healthy living promotion.

Lingkungan

Memberikan kesadaran kepada masyarakat untuk peduli kepada lingkungan

Peningkatan kepedulian masyarakat terhadap lingkungan, peningkatan keanekaragaman hayati, dan pendampingan.

Environment

Promoting public awareness on environmental issues to community.

Improvement of public awareness on environmental issues, heightening biodiversity, and accompaniment.

Infrastruktur dan Fasilitas Umum

Pembangunan infrastruktur pendukung kegiatan ekonomi.

Mendorong masyarakat untuk merawat infrastruktur yang telah dibangun.

Infrastructure and Public Facilities

Infrastructure development supporting economic.

Encouraging community to maintain the developed infrastructure.

Menjadi Perusahaan Geothermal yang terdepan yang mewujudkan kemandirian masyarakat, berwawasan lingkungan serta memberikan nilai tambah bagi stakeholders.

Melaksanakan kegiatan TJSL yang mengedepankan aspek keberlanjutan, pelestarian lingkungan dan keanekaragaman hayati.

To be an advanced Geothermal Company that embodies a self-reliant and environmentally sound community as well as provide added values to stakeholders.

To perform social and environment responsibility activities featuring aspects of sustainability, environment preservation and biodiversity.

Visi Vision Misi Mission

Visi, Misi dan Tujuan TJSL Vision, Mission and Goal of social and environment responsibility

Tujuan Goal

Menciptakan kondisi yang kondusif demi kelancaran kegiatan operasional perusahaan. To create a conducive condition for the continuity of company’s operational activities.


233





Struktur Organisasi dan Pendanaan TJSL

Organization Structure and Budgeting of Social and Environment Responsibility

Struktur Organisasi TJSL

Organization Structure of Social and Environment Responsibility The Company, stated in CSR Policy, is consistently committed to implementing social and environment responsibility. CSR program is oriented to administration of organization which acts as a guideline, which is Administration of Organization on CSR Mapping and Implementation Number B-001/PGE510/2013-S0.

Perusahaan bersungguh-sungguh menerapkan komitmen terhadap pelaksanaan TJSL, hal ini tertuang dalam Kebijakan CSR Perusahaan. Penjabaran komitmen dalam bentuk program CSR mengacu pada tata kerja organisasi yang menjadi pedoman, yakni Tata Kerja Organisasi Pemetaan dan Pelaksanaan CSR Nomor B-001/PGE510/2013-S0. Kebijakan TJSL Tanggung Jawab Sosial & Lingkungan (TJSL) PT Perusahaan Geothermal Energy (Perusahaan) adalah komitmen perusahaan untuk berkontribusi bagi pembangunan ekonomi yang berkelanjutan guna meningkatkan kualitas kehidupan masyarakat yang berdampak bagi keberlangsungan bisnis perusahaan.

Policy of Social and Environment Responsibility Social and environment responsibility of PT Pertamina Geothermal Energy (Company) is the company’s commitment in contributing to sustainable economic development with the purpose of improving the quality of people’s lives, which will also affect the company’s business stability.

Dalam mengintegrasikan program TJSL ke dalam kegiatan perusahaan, maka kami berkomitmen untuk:

In the effort of integrating social and environment responsibility program into company’s activities, then we are committed to:

1. Memberikan manfaat sosial dan ekonomi kepada masyarakat di sekitar wilayah operasi perusahaan untuk menjaga keseimbangan operasi dan tanggung jawab sosial. 2. Implementasi kegiatan TJSL meliputi aspek ekonomi, pendidikan, kesehatan, infrastruktur dan lingkungan.

1. Provide social and economic benefits for the community surrounding the company’s operational locations so as to maintain the balance of operation and social responsibility. 2. Implement social and environment responsibility activities, which covers aspect of economy, education, health, infrastructure and environment. 3. Grow and develop together with community.

3. Tumbuh kembang bersama masyarakat. Perusahaan menugaskan Fungsi Government & Public Relation yang dipimpin oleh Corporate Secretary, sebagai fungsi yang bertanggung jawab atas perencanaan, pelaksanaan, evaluasi dan pelaporan kegiatan-kegiatan sesuai dengan Kebijakan CSR Perusahaan. Perusahaan juga mendelegasikan kewenangan dan tanggung jawab kepada pimpinan Area dalam melaksanakan kegiatan CSR di masing-masing Area, dengan tetap mengacu pada Kebijakan CSR Perusahaan. [G4-35, G4-36]

234

Having assigned by the Company, Government and Public Relation Function that leads by Corporate Secretary, a senior official, is responsible for activities planning, implementation, evaluation and reporting, which in line with the CSR Policy. Furthermore, the Company delegates authorities and responsibilities to each Area leader in its domain to carry out CSR activities, with reference to the CSR policy. [G4-35, G4-36]





Baik Fungsi Corporate Secretary di Kantor Pusat, maupun pimpinan masing-masing Area, dapat mewakili Direksi untuk berkomunikasi maupun berkonsultasi dengan masing-masing pemangku kepentingan, terkait kegiatan CSR oleh Perusahaan. Komunikasi dan konsultasi dilakukan untuk mengetahui kebutuhan setiap pemangku kepentingan, serta dilaksanakan sesuai kebutuhan. [G4-37]


Either Corporate Secretary Function at Head Office or each Area leader is able to represent Board of Directors to communicate and consult with each stakeholder, in regards to CSR activities by the Company. These communication and consultation are required to identify the needs of stakeholders as well as to ensure it is implemented accordingly. [G4-37]

Struktur Organisasi TJSL Organization Structure of TJSL

Beberapa kegiatan CSR Perusahaan dilaksanakan terintegrasi dengan progam CSR PT Pertamina (Persero) sebagai induk perusahaan yang dilaksanakan di masing-masing Area.

A number of CSR activities conducted by the Company were integrated with CSR program owned by PT Pertamina (Persero) as the holding company, which took place in each Area.


235





Integrasi yang terbangun juga menjadikan Perusahaan bersama PT Pertamina (Persero) telah dapat melaksanakan berbagai kegiatan Bina Lingkungan pada proyek-proyek yang sedang dikerjakan. Hal ini mendatangkan keuntungan, karena membuat masyarakat setempat merasakan manfaat tidak langsung dari keberadaan proyek-proyek tersebut. Pada tahapan berikutnya akan memberikan dukungan bagi keberlanjutan proyek-proyek tersebut, bahkan hingga nanti sudah berproduksi. [G4-EC8]

The established integration drive the Company and PT Pertamina (Persero) to perform several Community Development activities in underway projects. It is deemed as beneficial as local community is affected indirectly by the impacts, which subsequently they will give supports to related projects up to production stage. [G4-EC8]

Pendanaan dan Sumber Dana TJSL

Budgeting and Source of Fund of Social and Environment Responsibility Approaching the end 2015, the Company has invested Rp13 billion for social and environment responsibility budget. It declined by 63% compared to the previous year, which amounted to Rp35 billion.

Hingga akhir tahun 2015, Perusahaan telah menginvestasikan anggaran TJSL sebesar Rp13 miliar. Jumlah tersebut turun 63% dibanding realisasi anggaran tahun 2014 sebesar Rp35 miliar.

Sumber dana untuk anggaran TJSL berasal dari internal Perusahaan dan juga dukungan pembiayaan dari PT Pertamina (Persero) sebagai induk perusahaan.

236

Source of fund for social and environment responsibility budget derives from the Company’s internal resource. Aside from that, a financial support was given by PT Pertamina (Persero) as the holding company.






Rekapitulasi Realisasi TJSL 2015 (Rp Juta) Recapitulation of 2015 Social and Environment Responsibility (Million Rp) Bidang Kegiatan Activity

Realisasi Realization

Persentase Percentage

Pendidikan | Education

279

2.9%

Kesehatan | Health

659

6.9%

Lingkungan | Environment

416

4.3%

Infrastruktur dan Manajemen Bencana Infrastructure and Disaster Management

5,457

56.7%

Pemberdayaan Ekonomi | Economic Empowerment

2,806

29.2%

0

0

9,617

100%

CSR Perusahaan CSR of Company

Seni Budaya dan Olahraga | Culture and Sport Sub-Jumlah | Subtotal

PKBL PT Pertamina (Persero) Di Wilayah Kerja Perusahaan Partnership Program and Community Development of PT Pertamina (Persero) in Working Areas Pendidikan | Education

0

0

Kesehatan | Health

0

0


0

0

Sosial dan Fasilitas Umum | Social and Public Facilities

0

0

Pemberdayaan Masyarakat | Community Empowerment

0

0

Sub-Jumlah | Subtotal

0

0


812

22.2%

Kesehatan | Health

597

16.3%

0

0%

1,462

39.9%

790

21.6%

0

0%

3,661

100%

CSR PT Pertamina (Persero) Di Wilayah Kerja Perusahaan CSR of PT Pertamina (Persero) in Working Areas

Lingkungan | Environment Sosial dan Fasilitas Umum | Social and Public Facilities Pemberdayaan Masyarakat | Community Empowerment Sub-Jumlah | Subtotal Jumlah | Total Rekapitulasi Realisasi TJSL

13,278


237

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (Tjsl) Bidang Lingkungan Implementation of Social and Environment Responsibility In Environment

ENERGI HIJAU DEMI LINGKUNGAN LESTARI Green Energy for Sustainable Environment

Perusahaan berkomitmen mengembangkan pemanfaatan panas bumi sebagai sumber energi ramah lingkungan dengan tetap memperhatikan pelestarian lingkungan terutama di sekitar lokasi kegiatan. Komitmen ini sejalan dengan Undang-Undang (UU) No.32 Tahun 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup dan Kebijakan Keselamatan Kerja, Kesehatan Kerja, dan Lindungan Lingkungan, serta Pengamanan Perusahaan PT Pertamina Geothermal Energy dan Kebijakan Manajemen Penerapan Perbaikan Berkelanjutan untuk Kualitas Lingkungan Hidup yang Lebih Baik PT Pertamina (Persero). Kebijakan tersebut mengatur inisiatif pengelolaan lingkungan hidup untuk mencegah dan meminimalkan dampak yang ditimbulkan dari kegiatan operasional. Kebijakan ini meliputi perubahan iklim, pengelolaan udara bersih, manajemen energi, pengelolaan limbah B3 dan limbah padat, pengelolaan sumber daya air, upaya perlindungan keanekaragaman hayati, dan hubungan dengan masyarakat. [G4-14]

The Company commits to develop geothermal development as an environment friendly energy resource by continuously preserving the environment itself, especially in the immediate activity location. Its commitment is in line with the Law (UU) Number 32 Year 2009 concerning Environment Conservation and Management and Policy of Work Safety, Health and Environment Protection, as well as PT Pertamina Geothermal Energy’s Company Safety Measures and Policy of Continuous Improvement Implementation for Better Quality Environment of PT Pertamina (Persero). The particular policy regulates environment management initiative to prevent and minimize impacts prompted by operational activities. It covers climate change, clean air management, energy management, B3 and solid waste management, water resource management, biodiversity protection, and community relations. [G4-14]





Integrasi Pengelolaan Lingkungan

Integration of Environment Management

Perusahaan telah membentuk tim implementasi sistem manajemen lingkungan hidup. Tim terdiri dari berbagai fungsi, meliputi fungsi Health, Safety, Security and Environmental (HSSE), fungsi Government & Public Relation, fungsi Operation dan fungsi lainnya yang berperan dalam upaya pelaksanaan kegiatan operasi berwawasan lingkungan. [G4-35, G4-36]

The Company has formed an environment management system implementation team. The team consists of different functions, including Work Health, Safety, Security, and Environment (HSSE) function, public relations function, operations function, and other functions with roles in the implementation of environmentconscious operational activities. [G4-35, G4-36]

Keberadaan tim multi fungsi sebagai pelaksana sistem manajemen lingkungan hidup menjadikan pelaksanaan TJSL terbangun secara integrasi sehingga dampak negatif kegiatan operasional Perusahaan terhadap lingkungan dapat diminimalkan. Sistem manajemen lingkungan hidup juga telah mampu mengintegrasikan kegiatan internal (operasional) dengan kegiatan pendukung eksternal lain yang bersinergi dengan para pemangku kepentingan.

The presence of multi-function team as the agent of environment management system enables an integrally-built social and environment responsibility implementation in order to minimize the negative impacts of the Company’s operational activities on the environment. The environment management system is also able to integrate internal (operational) activities with other external supporting activities which synergize with stakeholders.

Integrasi yang terbangun dalam sistem manajemen lingkungan hidup membuahkan hasil berupa pengakuan dalam bentuk prestasi pencapaian PROPER, sertifikasi sistem manajemen perusahaan maupun penghargaan lainnya, baik dari pihak berwenang di Indonesia maupun pihak-pihak independen internasional. [G4-15]

An integrated environment management system helps to achieve recognitions in a form of achievement from PROPER, company’s management system certificate or other awards, either from Indonesian authorities or international independent parties. [G415]

EMAS | GOLD Kamojang

BIRU | BLUE • Lahendong • Sibayak • Ulubelu

240






PT Pertamina Geothermal Energy Area Kamojang 5 Kali Berturut-turut Meraih Proper Emas

PT Pertamina Geothermal Energy Kamojang Area has Consecutively Obtained Gold Proper 5 Times

Area Kamojang telah menerapkan beberapa inovasi di bidang CSR yaitu Pembentukan Desa Wisata Geothermal Kamojang yang tercakup didalamnya mengenai wisata budaya, wisata agro, wisata pendidikan, wisata alam dan wisata air sebagai sarana pemberdayaan keekonomian masyarakat.

Kamojang Area has implemented several innovations in CSR, such as the Establishment of Kamojang Geothermal Tourism Village, which include cultural tourism, agro tourism, educational tourism, environmental tourism, and water tourism as means for community economic empowerment.

• Kawasan Wisata Alam: Menonjolkan manifestasi geothermal di permukaan yaitu Kawah Kamojang yang dimanfaatkan sebagai pedestrian dan jogging track serta penangkaran dan rehabilitasi elang khususnya Elang Jawa • Kawasan Wisata pendidikan: Diperuntukkan sebagai pusat pengetahuan dalam bidang pengembangan energi geothermal dengan sarana laboratorium lapangan dan Geothermal Information Center • Kawasan Wisata Agro: Menonjolkan hasil pertanian masyarakat sekitar dan hasil olahannya dengan menawarkan produk-produk UKM, seperti : Pengeringan Kopi dengan Energi Geothermal, Budidaya Anggrek dan Budidaya Jamur Geothermal yang merupakan inovasi pertama di Indonesia dengan memanfaatkan uap geothermal pada proses sterilisasi baglog, pembinaan Kelompok Usaha Borondong, Bank Sampah, dan binaan lainnya. UKM yang telah dibina di wilayah Bandung dan Garut Jawa Barat sekitar 200 UKM • Kawasan Wisata Air: Mengembalikan fungsi Danau Pangkalan untuk pelestarian kawasan konservasi air permukaan, reboisasi tanaman endemik dan pusat pengelolaan ekowisata. • Kawasan Wisata Budaya: Menonjolkan atraksi kesenian daerah dan budaya lokal seperti budidaya domba hias khas Garut yang merupakan plasma nutfah terlangka di dunia.

•

Inovasi juga kami kembangkan untuk meningkatkan kesejahteraan masyarakat melalui program budidaya anggrek dengan uap geothermal. Alat sterilisasi media tanam kultur jaringan anggrek yang dikembangkan, mampu mengkonversi penggunaan gas dengan tenaga uap panas bumi yang lebih ramah lingkungan, dan mampu mengurangi biaya produksi para petani. Perusahaan juga mampu mengembangkan alat pengering kopi dengan uap geothermal yang sangat membantu kebutuhan petani dalam proses pengeringan kopi sehingga tidak terlalu bergantung dengan kondisi alam.

We also developed innovations to improve community welfare through orchid cultivation with geothermal steam. Developed orchid horticulture medium sterilization equipment is able to convert gas usage with a more environmentally friendly geothermal energy and capable of reducing the production costs of farmers. The Company was also able to develop coffee drying equipment utilizing geothermal steam, which highly assists farmer needs in coffee drying process to be less dependent on natural conditions.

PT Pertamina Geothermal Energy Area Kamojang berhasil mempertahankan PROPER Emas selama 5 kali berturut-turut sebagai bukti dukungan Perusahaan guna mendukung energi bersih ramah lingkungan yang memberikan manfaat bagi kesejahteraan masyarakat sekitar.

PT Pertamina Geothermal Energy Kamojang Area successfully maintained Gold PROPER as evidence of the Company’s support of environmentally-friendly clean energy which benefitted the welfare of surrounding community.

•

•

•

•

Environmental Tourism Area: Showcasing surface geothermal manifestation, the Kamojang Crater, utilized as pedestrian and jogging track as well as captive breeding and rehabilitation of raptors, particularly the Javan hawk-eagle Educational Tourism Area: Specialized as knowledge center in the field of geothermal energy development with the means of field laboratory and Geothermal Information Center Agro Tourism Area: Showcasing produce of the surrounding community’s agriculture and its processed results by offering UKM products, such as: Coffee Drying with Geothermal Energy, Geothermal Orchid and Mushroom Cultivation which is the first innovation in Indonesia that utilizes geothermal steam in the baglog sterilization process, development of the Borondong Business Unit, Trash Bank, and other developments. UKM developed in the Bandung and Garut, West Java areas is around 200 UKMs. Water Tourism Area: Returning the functions of Pangkalan Lake as surface water conservation area, reforestation of endemic plants, and ecotourism management center. Cultural Tourism Area: Showcasing regional art attractions and local cultures, such as the Garut sheep breeding, which is the rarest germplasm in the world.


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Sertifikasi Pengelolaan Lingkungan Certification of Environment Management Sertifikat Certificate

Uraian Description

Area Area

ISO 14001

Sistem Manajemen Lingkungan Environment Management System

Kamojang, Lahendong, dan Ulubelu Kamojang Area, Lahendong Area, and Ulubelu Area

ISO 9001

Sistem Manajemen Produk Product Management System

Kamojang dan Lahendong Kamojang Area

OHSAS 18001

Sistem Manajemen Kesehatan dan Keselamatan Kerja Health Management and Work Safety System

Kamojang, Lahendong dan Ulubelu Kamojang Area

Penghargaan Terkait Pengelolaan Lingkungan 2015 Awards Related to Environment Management in 2015 Nama Penghargaan | Certificate

Pemberi Penghargaan | Certificate

Penerima Penghargaan | Certificate

Patra Adikriya Bhumi Madya


Area Kamojang | Kamojang Area

Satya Lancana Wirakarya

Presiden Republik Indonesia | President of Republic of Indonesia

Area Kamojang | Kamojang Area

Integrasi dan Inovasi Pengembangan Energi Panas Bumi

Geothermal Energy Development Integration and Innovation

Peningkatan Produksi Uap dan Listrik Selama tahun 2015, Perusahaan mampu meningkatkan produksi uap panas bumi, yang merupakan bahan baku untuk menggerakkan turbin pada unit PLTP yang dioperasikan, baik PLTP milik PT PLN (Persero), Independent Power Producer maupun milik sendiri.

Steam and Electricity Production Increase In the entire of 2015, the Company was able to improve its geothermal steam production, of which it is understood as raw material to move turbine in operated PLTP unit, either an independent electricity producer or self-owned.

Hingga akhir periode pelaporan, Perusahaan mengoperasikan 3 unit PLTP, sedangkan 11 unit lainnya dioperasikan oleh PT PLN (Persero) dan Independent Power Producer.

Up to the end period of reporting, there are 14 operated geothermal power plants (PLTP) owned by the Company, gaining another one unit compared to total of PLTP unit in 2014.

Untuk mengintegrasikan pelaksanaan proyek-proyek pengembangan panas bumi secara total, mulai dari eksplorasi, produksi uap hingga produksi listrik. Perusahaan telah dimulai pada penyelesaian pembangunan Pembangkit Listrik Tenaga Panas Bumi (PLTP) Unit V di Area Kamojang, Jawa Barat. PLTP Kamojang Unit V mulai beroperasi secara komersial pada 29 Juni 2015, dan memiliki kapasitas 35 MW.

To fully integrate the implementation of geothermal development projects, starting from exploration, steam production, to electricity production, the Company has started the construction of geothermal energy power plant (PLTP) Unit V completion at Kamojang Area, West Java. PLTP Kamojang Unit V began to commercially operate on June 29th, 2015 with the capacity of 35 MW.

Dengan demikian total kapasitas pembangkit listrik yang dioperasikan Perusahaan hingga akhir periode pelaporan berjumlah 437 MW. Jumlah ini bertambah 35 MW dibandingkan tahun 2014 sebesar 402 MW.

Hence, total capacity of operated power plants by the Company, reaching its end period of reporting, was amounted to 437 MW. It grew by 35 MW compared to 2014, which was 402 MW.

Total produksi uap panas bumi setara listrik selama tahun 2015 mencapai 3.056,82 GWh atau setara dengan 11.004.464 GigaJoule energi. Jumlah ini meningkat 8% dibandingkan

The total production of steam equivalent to electricity in 2015 reached 3,056.82 GWh or the equivalent of 11,004,464 GigaJoule of energy. This number is an 8% increase compared to 2,831.40

242





tahun 2014 sebesar 2.831,40 GWh atau 10.192.958 GigaJoule energi. Sebagian dari uap panas bumi yang telah digunakan, diinjeksikan kembali ke reservoir untuk membantu menjaga kesinambungan produksi uap panas bumi. [G4-EN1, G4-EN2]


GWh or 10,192,958 GigaJoule of energy in 2014. Part of the utilized geothermal steam is reinjected into the reservoir to help maintain the continuity of geothermal steam production. [G4-EN1, G4-EN2]

Total Produksi Uap dan Listrik (setara listrik) Total Production of Steam and Electricity (equivalent to electricity) Area

2015 GWh

2014 GJ

GWh

2013 GJ

GWh

GJ

Kamojang Unit I

-

-

76.15

274,138

225.03

810,102

Unit II

435.99

1,569,551

475.97

1,713,478

482.07

1,735,438

Unit III

473.51

1,704,622

324.29

1,167,435

341.21

1,228,346

Unit IV

522.16

1,879,761

524.90

1,889,625

509.98

1,835,913

Unit V

159.25

573,295

N/A

N/A

N/A

N/A

1,590.91

5,727,230

1,401.31

5,044,676

1,588.29

5,717,798

Unit I

147.12

529,628

114.00

410,397

134.68

484,844

Unit II

139.60

502,556

138.15

497,336

134.83

485,384

Unit III

160.61

578,191

94.53

340,305

87.46

314,853

Unit IV

142.54

513,140

158.13

569,263

164.12

590,827

Total

589.88

2,123,551

504.82

1,817,337

521.09

1,875,909

0.03

108

13.94

50,184

27.56

99,215

Unit I

435.96

1,569,443

459.94

1,655,771

417.08

1,501,476

Unit II

440.05

1,584,167

451.40

1,625,027

407.83

1,468,176

Total

876.01

3,153,611

911.349

3,280,830

824.91

2,969,652

3,056.82

11,004,464

2,831.40

10,192,958

2,961.5

10,661,315

Total Lahendong

Sibayak Total Ulubelu

Total Area

Laporan ini hanya menyertakan jumlah pemakaian energi untuk lingkup di dalam Perusahaan. Laporan tidak menyajikan informasi terkait jumlah pemakaian energi di luar Perusahaan.

This report only includes a total of power consumption within the Company. It does not provide related information on total energy consumption outside the Company. [G4-EN4]

[G4-EN4]


243





Integrasi Operasional dan Inovasi Tahun 2015 menjadi batu lompatan bagi PT Pertamina Geothermal Energy, yang telah dapat mengintegrasikan seluruh kegiatan dalam pengembangan panas bumi. Integrasi yang terbangun pada seluruh lini dan proses produksi, menjadikan Perusahaan telah mengelola bisnis panas bumi secara total dari uap hingga menjadi listrik, melalui pengoperasian komersial PLTP Unit V pada Area Kamojang.

Integration of Operational and Innovation The year of 2015 served as a stepping stone for PT Pertamina Geothermal Energy, which successfully integrated its entire activities pertaining to geothermal development. A wellestablished integration that present in all business lines and production process has enabled the Company to manage total geothermal business from steam to electricity, through a commercial operation of PLTP Unit V in Kamojang Area.

Secara berkesinambungan Perusahaan juga terus melakukan berbagai inovasi guna mengoptimalkan kegiatan operasional maupun pendukung. Secara umum inovasi yang dilakukan ditujukan untuk meningkatkan produksi listrik dan uap panas bumi, efisiensi pemakaian energi, dan mendukung pelaksanaan tanggung jawab sosial perusahaan (corporate social responsibility atau CSR).

The Company also continued to realize numerous innovations to optimize operational and supporting activities. In general, such innovation were held to enhance the productivity of electricity and geothermal steam, energy use efficiency, and support the implementation of corporate social responsibility or CSR.

Inovasi yang dilakukan untuk meningkatkan produksi listrik dan uap panas bumi, di antaranya adalah

Below are innovations to enhance electricity and geothermal steam production:

1. Interchange Unit III dan Unit IV untuk Optimalisasi Pembangkitan di Area Lahendong. Inovasi ini telah dapat meningkatkan produksi listrik PLTP Unit III dari semula 11 MW menjadi 18,9 MW, dan menjaga tingkat produksi listrik PLTP Unit IV sebesar 20 MW. Selain itu interchange juga meningkatkan fleksibilas pasokan uap panas bumi untuk mengatasi masalah kekurangan uap panas bumi.

1. Interchange Unit III and Unit IV for Generator Optimization in Lahendong Area. This innovation has shown its capability in increasing electricity production of PLTP Unit III from which was 11 MW to 18.9 MW, as well as stabilizing the electricity production at PLTP Unit IV up to 20 MW. Moreover, the interchange has increased the flexibility of geothermal steam in order to cope with the shortfall of geothermal steam.

244






2. Interkoneksi CL-24 dan CL-13 (Interkoneksi Unit I, II, III & IV) untuk Optimalisasi Pembangkitan di Area Lahendong. Penambahan jalur interkoneksi telah dapat meningkatkan kapasitas PLTP Unit I dari semula 13,6 MW menjadi 16 MW, dan PLTP Unit II dari semula 15,9 MW menjadi 18,1 MW. Selain itu dengan Integrasi gathering system pemipaan jalur uap pada Unit I, II, III dan Unit IV dengan interkoneksi juga akan memudahkan manuver jalur uap yang memasok PLTP Unit I, II, III atau Unit IV jika diperlukan jadwal untuk pemeliharaan dan memudahkan melakukan observasi data reservoir.

2. Interconnection of CL-24 and CL-13 (Interconnection Unit I, II, III & IV) for Generator Optimization in Lahendong Area. The expansion of interconnection lane has improved the capacity of PLTP Unit I from which started at 13.6 MW to 16 MW, and PLTP Unit II from 15.9 MW to 18.1 MW. Additionally, with the existence of an integrated gathering system of steam pipeline in Unit I, II, III and Unit IV as well as interconnection, it enabled the accommodation of steam pipeline maneuver that ran a supply to PLTP Unit I,II,III or Unit IV, if there was a necessity for maintenance and reservoir data observation.

Beberapa inovasi lain yang dimaksudkan untuk menjadikan pemakaian energi lebih efisien, adalah:

Below are other acknowledged innovations to create further efficient use of energy:

1. Pengembangan pembangkit listrik instan ramah lingkungan melalui teknologi portable micro turbine, memanfaatkan uap buangan panas bumi di Area Kamojang. Pembuatan dan pemakaian alat portable micro turbine ini mengurangi pengadaan dan pemanfaatan pembangkit listrik konvensional (genset) berbahan bakar minyak, sehingga menghemat penggunaan bahan bakar untuk genset maupun kendaraan operasional sebesar Rp45.625.000 per tahun dan pembalian alat sebesar Rp10.865.000. Selain itu keberadaan perangkat portable micro turbine ini akan mempermudah kegiatan pekerjaan dan mengurangi potensi keterlambatan proses start up PLTP sebesar Rp249.550.000 per jam. Selain itu pemanfaatan alat ini mampu menghemat pemakaian listrik sebesar 1.935 kWh per tahun, dan berpotensi mereduksi emisi karbon sebesar 1,94 ton CO2eq per tahun. [G4-EN6, G4-EN7, G4-EN19]

1. Development of environment-friendly immediate power generator through portable micro turbine technology, utilizing geothermal steam exhaust in Kamojang Area. This creation and application of portable micro turbine curtailed the provision and utilization of fuel-based conventional power plant (genset) so that it saved the use of fuel for genset or operational vehicles up to Rp45,625,000 annually and equipment purchasing in the amount of Rp10,865,000. Additionally, the presence of this portable micro turbine will ease the workload and minimize the potential delay of PLTP start up reaching Rp249,550,000 per hour. It also may bring benefit to the saving of electricity stretching to 1,935 kWh per year and reducing carbon emission at 1.94 ton CO2eq per year. [G4-EN6, G4-EN7, G4-EN19]

2. Pemanfaatan steam venting jalur pipa panas bumi untuk pembangkit listrik mini bladeless turbine (tesla turbine) di Area Kamojang, untuk mengatasi kekurangan pasokan listrik untuk mengatasi keterlambatan dalam penanggulangan kebocoran pada jalur pipa uap dan reinjeksi. Inovasi ini akan dapat menghemat biaya pemanfaatan pembangkit listrik konvensional berbahan bakar minyak, yang memerlukan biaya operasional Rp87.888.240 per tahun untuk setiap cluster dengan jumlah total ada 29 cluster di Area Kamojang.

2. Utilization of geothermal pipeline steam venting projected for mini bladeless turbine power plant (tesla turbine) in Kamojang Area in order to overcome the shortage of power supply and overcome delays towards steam pipeline and reinjection leakage. This innovation will economize the cost of conventional fuel-based power plant, which required operational cost as much as Rp87,888,240 per year for each cluster in a total of 29 clusters in Kamojang Area. [G4-EN6, G4EN7]

[G4-EN6, G4-EN7]

3. Pemanfaatan enthalpy waste hot brine pada jalur reinjeksi sebagai sumber penerangan pada jalur Cluster C - Cluster H di Area Ulubelu. Penerapan inovasi telah direalisasikan melalui pemasangan instalasi penerangan dengan total daya 400 watt atau 5 watt per titik. Keberadaan penerangan menjadikan biaya operasional patroli keamanan berkurang

3 Utilization of enthalpy waste hot brine towards reinjection lane as lighting source in Cluster C – Cluster H lane in Ulubelu Area. This implementation of innovation has been realized through lighting installment with total power of 400 watt or 5 watt per point. Having the lighting installed, it inflicted the declining of security operational cost up to Rp1,029,600 per


245



Rp1.029.600 per bulan. Selain itu biaya konstruksi dan instalasi per titik per wat lebih murah Rp269.482 per titik per watt dibandingkan dengan pemasangan listrik bertenaga surya. [G4-EN6, G4-EN7, G4-OG2, G4-OG3]



month, whereas the cost of construction and installation per point per watt was more Rp269,482 economical per point per watt as to solar-based power installation. [G4-EN6, G4-EN7, G4-OG2, G4-OG3]

Perusahaan juga telah melakukan inovasi lain, yang ditujukan untuk membantu meningkatkan kesejahteraan masyarakat di sekitar area pengembangan panas bumi, di antaranya:

The Company also has carried out other innovations, of which contributed to the improvement of community welfare surrounding geothermal development areas, among others are:

a. Pemanfaatan uap panas bumi untuk kegiatan pengeringan kopi hasil budidaya masyarakat di sekitar Area Kamojang. Sebelumnya petani kopi memanfaatkan sinar matahari untuk mengeringkan kopi hasil panen dan membutuhkan waktu hingga berhari-hari. Melalui alat khusus maka proses pengeringan kopi dengan memanfaatkan uap panas bumi hanya berlangsung sekitar 30 menit dan tidak menggunakan bahan bakar minyak.

a. Utilization of geothermal steam for coffee drying process of cultivated produce in Kamojang Area. Coffee farmers previously used sunlight to dry the harvested coffee, which prolonged for days. Using a special apparatus, the drying process with geothermal steam only needs an approximately of 30 minutes and without the use of fuel.

b. Pengembangan alat sterilisasi media tumbuh kultur jaringan anggrek, dengan mengganti penggunaan liquefied petroleum gas (LPG) dengan panas dari uap panas bumi di Kamojang. Inovasi ini berhasil mempercepat proses budidaya anggrek, mengurangi biaya produksi dan berpotensi mereduksi emisi karbon sebesar 1,3 tonCO2eq per tahun. Pemanfaatan alat ini telah membantu keberhasilan budidaya indukan dan anakan dari anggrek hutan di sekitar Area Kamojang sebagai upaya mempertahankan keanekaragaman hayati setempat, meliputi jenis vanda tricolor orchid, phalaenopsis orchid dan dendrobium orchid. [G4-EN19]

b. Development of sterilization apparatus for orchid plant tissue culture, by substituting the use of liquefied petroleum gas (LPG) with heat resulted from geothermal steam in Kamojang. This innovation managed to accelerate the process of orchid cultivation, reduce production cost and potentially reduce carbon emission by 1.3 tonCO2eq per year. Moreover, it has contributed to the successful cultivation of brood stock and seedlings of forest orchids that flourished in Kamojang Area as an effort to preserve local diversity, including vanda tricolor orchid, phalaenopsis orchid and dendrobium orchid. [G4-EN19]

Inovasi Lain Selain inovasi di bidang operasional, Perusahaan juga memiliki beberapa inisiatif lainnya yaitu: 1. Perusahaan telah menjalankan berbagai kegiatan untuk menjaga lingkungan hidup. Salah satu di antaranya adalah dengan mengurangi penggunaan kertas melalui penerapan paperless system. Saat ini Perusahaan telah menjalankan e-correspondence, yaitu penggunaan teknologi komunikasi dan informasi sebagai pengganti kertas untuk korespondensi internal Pertamina. Selain itu, penyusunan draf korespondensi eksternal juga dilakukan dalam bentuk softcopy dan tidak menggunakan kertas. Hal tersebut akan mengurangi penggunaan kertas, meningkatkan penataan dokumen dan mendorong pengambilan keputusan yang cepat serta ramah lingkungan. 2. Perusahaan juga melakukan inovasi guna mendukung kinerja. Tahun 2015 Perusahaan telah menerapkan sistem manajemen aset berbasis standar internasional, melalui modul EPM dan intregrasi Modul EPM dengan modul PM-

Other innovations Aside to innovations in operational, the Company also have several other initiatives, which are: 1. The Company has implemented various activities to preserve the environment. One of which is by reducing paper usage through the implementation of paperless system. The Company has implemented e-correspondence, which is the utilization of communication and information technology as paper replacement for Pertamina internal correspondence. Furthermore, external correspondence draft composition is also performed in softcopy and without paper. This will decrease paper usage, increase document organization, and encourage swift and environmentally friendly decision making.

246

2. The Company also conducted innovations to support performance. In 2015, the Company implemented international standard based asset management system through EPM Module and EPM Module integration with PM-MMNH-FICO






MMNH-FICO MySAP. Optimalisasi integrasi Modul EPM dan PM-MMNH-FICO MySAP, dimaksudkan untuk mendapatkan informasi, sejarah teknis, biaya, penggunaan material dan status/kondisi aset yang selalu muktahir (up-to-date) dan akurat. Hal ini penting guna mendukung pengambilan keputusan secara tepat dan cepat.

MySAP module. Optimization of EPM and PM-MMNH-FICO MySAP modules integration is meant to gather information, technical history, costs, material usage, as well as up-to-date and accurate asset status/condition. This is significant to support swift and accurate decision making.

Penerapan sistem manajemen aset berbasis standar internasional, tak terlepas dari kian banyaknya proyek yang dilaksanakan Perusahaan. Melalui kedua modul tersebut, Perusahaan dapat mengawasi dan mengendalikan proyek, mempercepat proses kapitalisasi aset, penyempurnaan perencanaan proyek berikutnya, mempermudah transfer ke modul PM pada saat serah terima ke operasi, dan menjadi proyek percontohan yang telah diterapkan di PT Pertamina (Persero).

The implementation of international standard based asset management system is closely intertwined with the myriad of projects executed by the Company. Through both modules, the Company is able to monitor and control projects, accelerate asset capitalization process, perfecting the planning for future projects, simplifying the transfer to PM module on handover to operations, and becoming exemplary projects that have been implemented at PT Pertamina (Persero).

Konsumsi Listrik [G4-EN3, G4-EN4] Electricity’s Consumption Area

2015

2014

2013

Kapasitas (kWh)

GJ

Kapasitas (kWh)

GJ

Kapasitas (kWh)

GJ

Kamojang

26,135,654

94,088.35

19,659,843

70,775.43

18,740,028

67,464.10

Lahendong

3,450,519

12,421.87

3,835,519

13,807.87

2,275,674

8,192.43

Sibayak

4,677

16.84

5,062

18.22

6,350

22.86

Ulubelu

392,116

1,411.62

N/A

N/A

N/A

N/A

Efisiensi Energi (kWh) [G4-EN6, G4-EN7] Energy Efficiency (kWh) No

Kegiatan Efisiensi Energi Energy Efficiency Activities

Hasil Absolut Efisiensi Energi Energy Efficiency Absolute Results

Area Kamojang | Kamojang Area 1

Mengurangi Steam Venting Dengan Covering Steam Trap Lowering Steam Venting by Steam Trap Covering

998,328

2

Retrofit refrigerant freon R-22 ke Muscool (MC-22) dalam rangka meningkatkan efisiensi energi listrik Retrofit refrigerant Freon R-22 to Muscool (MC-22) in order to increase electric energy efficiency

20,951

3

Optimalisasi penggunaan energi dengan mengoperasikan hanya 1 buah LRVP (vakum pump) saat normal operasi Optimizing energy usage by only operating 1 unit of LRVP (vacuum pump) during normal operation

547,500

4

Meningkatkan efisiensi pembangkit pada saat proses start up dengan optimalisasi pengoperasian alat dan tahapan vacuum up Increasing generator efficiency on startup process by optimizing equipment operation and vacuum up stages

61,020


247


No



Kegiatan Efisiensi Energi Energy Efficiency Activities


Hasil Absolut Efisiensi Energi Energy Efficiency Absolute Results

5

Penggantian peralatan listrik menggunakan peralatan hemat energi Replacement of electrical equipment with energy saving equipment

6

Meningkatkan kualitas air baku pengisi basin cooling tower pada saat proses start up Increasing the quality of cooling tower standard feeder water on startup process

360,000

7

Mengurangi Loss of Opportunity pembangkitan akibat penggantian oli gearbox fan cooling tower dengan modifikasi jalur pengisian oli gearbox dari luar fan cylinder di PLTP Kamojang unit IV Lessening generator Loss of Opportunity due to fan cooling tower gearbox oil change by modifying oil feeder channel

82,500

8

Pemanfaatan air kondensat sebagai sumber energi untuk pemanas ruangan operator WPS Cikaro Utilizing condensate water as energy source for WPS Cikaro operator room heater

1,095

9

Meningkatkan efisiensi pembangkit pada saat start up unit dengan optimalisasi pemakaian uap di PLTP Kamojang IV Increasing the efficiency of generator on unit startup by optimizing steam usage at PLTP Kamojang IV

141,750

10

Penghematan energi dengan pemasangan photosell sebagai sumber energi alat deteksi gempa menggantikan baterai/aki Energy saving by the installation of Photocell as energy source of earthquake detecting equipment to replace battery/accu

233

11

Penghematan energi dengan penggantian peralatan listrik menggunakan peralatan hemat energi LED dan Photosell Energy saving by replacing electrical equipment with LED and Photocell energy saving equipment

8,311

12

Pemanfaatan waste heat menggunakan peltier element sebagai sumber energi ramah lingkungan untuk lampu penerangan di PLTP Kamojang Unit IV Waste heat utilization of peltier element as environmentally friendly energy source for lights at PLTP Kamojang Unit IV

2,803

13

Steam jet venturi sebagai alternatif penyaluran air kondensat di PLTP Kamojang Unit IV Venturi steam jet as alternative for condensate water distribution at PLTP Kamojang Unit IV

402

14

Inovasi pemanfaatan steam venting jalur pipa panas bumi sebagai sumber energi ramah lingkungan Innovation of steam venting utilization of geothermal pipelines as environmentally friendly energy source

1,752

15

Pemanfaatan uap buangan panas bumi menggunakan portable micro turbine sebagai sumber listrik instan Utilization of geothermal exhaust steam using portable micro turbine as instant electricity source

Total Penghematan Energi | Energy Saving Total Total Pemakaian Energi (kWh) | Energy Usage Total (kWh) Rasio hasil efisiensi energi Proper dengan total pemakaian energi Ratio of results of Proper energy efficiency and energy usage total

248


6,603

183

2,233,430,5 9,037,651 24.71%





Berbagai inovasi yang dilakukan telah mampu mengurangi jumlah energi dibutuhkan untuk produksi listrik maupun produksi uap panas bumi pada tahun 2015 dan intensitas energi yang digunakan, menjadi lebih rendah dibandingkan tahun 2014. Namun Perusahaan belum dapat melakukan penghitungan rinci mengenai hal tersebut karena terkendala dokumentasi. [G4-EN5, G4-EN6, G4-EN7]

A number of innovations that have been put through were able to reduce a sufficient amount of energy to produce electricity and geothermal steam in 2015; and used energy intensity was lower than in 2014. On the contrary, the Company has yet to perform a detailed calculation into it as it was hindered by documentation issues. [G4-EN5, G4-EN6, G4-EN7]

Menjaga Keanekaragaman Hayati

Preserving Biodiversity

Prospek panas bumi sebagian besar berada di dalam atau berdekatan dengan kawasan hutan dilindungi yang memiliki keanekaragaman hayati tinggi. Perusahaan berkomitmen turut menjaga keanekaragaman hayati yang ada dengan seminimal mungkin memanfaatkan lahan untuk kegiatan pengusahaan panas bumi. [G4-EN11]

The prospect of geothermal is presumably considered in or immediate distance with protected forest which contains vast biodiversity. The Company upholds its commitment in supporting the existing biodiversity by at any rate utilizing the land for geothermal business activity purpose. [G4-EN11]

Perusahaan juga senantiasa mematuhi ketentuan perizinan yang berlaku dari instansi terkait di lokasi yang berada di dalam atau berdekatan dengan daerah dilindungi sebelum dan selama melakukan aktivitasnya. Penyusunan dokumen AMDAL / UKL – UPL untuk mendapatkan Izin Lingkungan dan juga Izin Pinjam Pakai Kawasan Hutan (IPPKH) dari Kementerian Lingkungan Hidup dan Kehutanan dilakukan sebelum memulai pekerjaan di kawasan tersebut. Adapun area operasi perusahaan yang berada di kawasan hutan lindung adalah Kamojang yakni 48,85 Ha (44,3%) dari total luas lahan yang dikembangkan yaitu 110,70 Ha.

The Company also constantly complies with prevailing permit regulations from related institutions at locations within or adjacent to protected areas prior to and during performing its activities. AMDAL/UKL – UPL document composition to obtain Environmental Permit and Borrow-to-Use Permit of Forest Areas (IPPKH) from the Ministry of Environment and Forestry is performed prior to starting work at the areas. The Company’s area of operations at the Kamojang forest area is 48.85 Ha (44.3%) from the total developed area of 110.70 Ha.

Perusahaan bersungguh-sungguh untuk meminimalkan dampak yang ditimbulkan dari kegiatan operasi, terhadap keberadaan flora/ fauna yang ada di sekitar lokasi kegiatan. Secara berkesinambungan, Perusahaan telah melakukan upaya perlindungan dan pengelolaan habitat dan lingkungan, di antaranya dengan penanaman pohon dan pelepasliaran satwa dilindungi. [G4-EN12, G4-EN13, G4-OG4]

The Company determines to minimize impacts posed by operation activities towards flora and fauna present surrounding its activity locations. Furthermore, an initiative to restore habitat and conservation is constantly carried out, among others by planting trees and releasing endangered wildlife. [G4-EN12, G4-EN13, G4-OG4]

Pemantauan ini dilakukan secara rutin dan dilaporkan secara berkala kepada instansi terkait sebagai implementasi Rencana Pengelolaan Lingkungan (RKL) dan Rencana Pemantauan Lingkungan (RPL) sesuai ketentuan Izin Lingkungan/Kelayakan Lingkungan yang dimiliki.

This monitoring is routinely performed and periodically reported to related institutions as implementation of Environmental Management Plan (RKL) and Environmental Monitoring Plan (RPL) in accordance with regulations of existing Environmental/ Environmental Feasibility permits.


249





Upaya Perlindungan dan Pengelolaan Lingkungan [G4-EN13] Efforts in Environmental Protection and Management Bentuk Dampak Ditimbulkan Type of Posed Impacts

Penjelasan Description

Perubahan bentang alam

Perusahaan melakukan pembukaan lahan untuk pembuatan cluster, jalan akses, PLTP, dan sarana lainnya dengan memanfaatkan seoptimal mungkin lahan yang tersedia. Lahan yang diperlukan untuk kegiatan pengusahaan panas bumi relatif kecil dibandingkan kegiatan pertambangan.

Landscape transformation.

The Company applied land clearing to develop clusters, access roads, and other facilities by employing the available land to its maximum. It was for the purpose of relatively small scale geothermal business compared to mining.

Polusi dan pencemaran udara

Panas bumi relatif ramah lingkungan dibandingkan energi lainnya, khususnya energi fossil. Namun demikian, Perusahaan tetap melakukan pengelolaan dan pemantauan kualitas udara disekitar lokasi kegiatan. Potensi bising saat pembukaan sumur dikelola Perusahaan dengan mengoperasikan unit peredam suara (Silencer dan Rock Muffler) sehingga paparan bising yang ditimbulkan dapat diminimalkan

Air pollution and contamination.

Geothermal is reasonably environment friendly compared to other energies, especially that of fossil. Despite of this, the Company still continued to perform air management and utilization so as evaluate the conducted environment management. Occurrence of potential noise during well construction was facilitated by operating Silencer and Rock Muffler so as minimized the impact.

Keanekaragaman Hayati

Perusahaan turut aktif mendukung upaya pelestarian flora/ fauna, khususnya yang tergolong dilindungi melalui kebijakan pelarangan perburuan dan illegal logging bagi pekerja dan mitra kerja

Biodiversity

The Company participated to support preserving flora/ fauna, especially those categorized as protected through policy enactment on hunting ban and illegal logging for workers and work partners.

Pemulihan Habitat dan Penanaman Pohon [G4-EN13] Habitat Restoration and Tree Planting Area Area

Jumlah Pohon Ditanam (Batang) Total Planted Trees (Stem) 2015

2014

2013

Kamojang

53,400

27,350

24,400

Lahendong

1,080

490

2,500

Sibayak

-

3,190

3,864

Ulubelu

214,317

2,400

7,290

1,000

2,650

1,200

-

-

3,000

Karaha

2,500

1,000

10,100

Kerinci – Sungai Penuh

1,500

100

200

273,797

37,180

52,554

Lumut Balai Hululais

Jumlah | Total

250






Area Kamojang mengembangkan Pusat Konservasi Elang dengan fasilitas terlengkap dan pertama di Indonesia yang menggunakan standar internasional terbaru dari IUCN yaitu Guidelines for Reintroduction and Other Conservation Translocation.

Kamojang Area developed Conservation Eagle Rehabilitation Center complete with extensive facilities, which was the first in Indonesia to apply the latest international standard from IUCN, specifically Guidelines for Reintroduction and Other Conservation Translocation.

Pada tahun 2015, Perusahaan telah melepasliarkan 7 ekor burung elang jawa (nisaetus bartelsi) dan 1 ekor burung hantu, sebagai bagian upaya konservasi. Burung elang jawa telah ditetapkan sebagai hewan langka dan jumlahnya diperkirakan hanya tinggal 700 ekor di Indonesia. Pelepasliaran dilakukan di Pusat Konservasi Elang Kamojang (PKEK) di Desa Wisata Laksana, Kabupaten Bandung, Jawa Barat.

In 2015, the Company managed to release free 7 Java origin eagle (Nisaetus bartelsi), and an owl as part of conservation effort. The creature has been indicated as an endangered species with only 700 birds left. It was released at the Kamojang Eagle Conservation Center (PKEK), Wisata Laksana Village, Bandung Regency, West Java.

Sesuai rencana jangka panjang, PKEK akan menjadi pusat rehabilitasi elang terbesar dan terlengkap di Indonesia. Pengembangan PKEK dilakukan Area Kamojang bekerja sama dengan Balai Besar Konservasi Sumber Daya Alam (BBKSDA) Jawa Barat, dan Raptor Indonesia (RAIN). Hingga akhir tahun 2015 burung yang berada di PKEK berjumlah 39 ekor elang jawa dan 1 ekor burung hantu, diantaranya 19 ekor burung elang jawa merupakan serahan warga sekitar ke PKEK, sementara yang telah dilepasliarkan berjumlah 7 ekor. [G4-EN14]

In accordance with long term plans, PKEK will become the largest and most complete raptor rehabilitation center in Indonesia. PKEK development is performed at Kamojang Area in cooperation with West Java Office for Natural Resources Conservation (BKKSDA), and Raptor Indonesia (RAIN). Until the end of 2015, the number of birds at PKEK was 39 Javanese hawk-eagle and 1 owl; of which 19 Javan hawk-eagle was handed over from surrounding community to PKEK, while 7 has been released. [G4-EN14]

Selain sebagai pusat konservasi, keberadaan PKEK diharapkan dapat juga mengembangkan pariwisata di daerah ini. Desa Wisata Laksana yang juga dikelola oleh Perusahaan, mengembangkan aspek perlindungan lingkungan, edukasi, pelestarian budaya dan peningkatan keekonomian masyarakat sekitar.

Aside from being a conservation center, PKEK is expected to expand the quality of tourism in the related region. Wisata Laksana Village, whom also runs by Company, promotes environment protection, education, culture preservation and improvement in surrounding’s economic community.

Panas Bumi, Sumber Energi Ramah Lingkungan

Geothermal, An Eco-Friendly Energy Resource

[G4-EN19]

[G4-EN19]

Panas bumi merupakan sumber energi yang ramah lingkungan. Panas bumi terbilang sangat rendah mengeluarkan emisi gas karbon, yang termasuk gas rumah kaca (GRK) pemicu pemanasan global. Pemanfaatan panas bumi sebagai sumber energi menjadi bagian dari mekanisme pembangunan bersih atau clean development mechanism (CDM).

Geothermal is an eco-friendly energy resource as it is regarded as low carbon emission, the biggest contributor to greenhouse gas (GHG) and global warming. A utilization of geothermal as energy resource has become a part of clean development mechanism (CDM).

Mekanisme Pembangunan Bersih Perusahaan melakukan upaya mengurangi emisi Gas Rumah Kaca melalui Mekanisme Pembangunan Bersih (Clean Development Mechanism). Total potensi penjualan reduksi GRK melalui Certified Emission Reduction (CER) dari 7 proyek CDM Perusahaan mencapai 2,58 juta ton CO2e/tahun.

Clean Development Mechanism Efforts to reduce Greenhouse Gases through Clean Development Mechanism. Total potential sales of GHG reduction through Certified Emission Reduction (CER) from 7 CDM projects reached 2.58 million tons of CO2e/year.


251





Upaya Perusahaan tidak berhenti pada perolehan CER semata. Perusahaan berupaya agar kredit karbon dapat dihargai tinggi karena berkualitas, kompleksitas yang tinggi, dan memberikan manfaat bagi pembangunan berkelanjutan. Hal ini diperoleh dengan mengupayakan kredit karbon mencapai Gold Standard (GS) berdasarkan benchmark dari Gold Standard Foundation. GS sendiri merupakan standard kredit karbon yang diakui oleh lebih dari 80 NGO di seluruh dunia. Kredit karbon yang ditingkatkan statusnya menjadi GS berpotensi memiliki nilai jual premium. Skema GS yang diikuti tidak mudah yang meliputi persiapan, validasi, redigistrasi, pemantauan, rencana pelaporan, dan verifikasi.

Pertamina efforts do not stop at CER accomplishment. We attempt for the high appreciation of carbon credit due to high quality and complexity and benefits for sustainable development. This is obtained by seeking Gold Standard (GS) achievement for carbon credit based on benchmark from the Gold Standard Foundation. GS itself is the carbon credit standard recognized by more than 80 NGOs worldwide. Credit carbon which value is upgraded to GS has the potential of premium sales value. The followed GS scheme is difficult and includes preparation, validation, registration, monitoring, reporting plan, and verification.

Sejak tahun 2014, Perusahaan telah mendaftarkan 5 proyek CDM pada Gold Standard Foundation dan ke-5 proyek tersebut telah memperoleh status Gold Standard CDM. Total potensi pengurangan emisi GRK dari proyek Gold Standard mencapai 2,06 juta ton CO2e/tahun. Proyek-proyek ini merupakan inisiatif Gold Standard CDM pertama di Indonesia.

In 2014, Pertamina had registered 5 CDM projects to the Gold Standard Foundation and the 5 projects have obtained CDM Gold Standard status. The total GHG emission reduction potential from the Gold Standard project reached 2.06 million tons of CO2e/ year. These projects are the first CDM Gold Standard initiatives in Indonesia.

Status Proyek CDM CDM Project's Status No

Nama Proyek Name of Project

Potential of CER (Ton CO2eq)

Status (31 Desember 2015) Status per December 31st, 2015

1

CDM Ulubelu Unit III&IV

581,784

• • • •

Teregistrasi di UNFCCC dengan No. Project 5773 pada tanggal 15 Mei 2012. Teregistrasi Gold Standard dengan No. Project GS2297 pada tanggal 8 Juli 2014. Registered at UNFCCC with Project Number 5773 on May 15th, 2012. Registered with Gold Standard with Project Number GS2297 on July 8th, 2014.

2

CDM Lumut Balai Unit I&II

581,784

• • • •

Teregistrasi di UNFCCC dengan No. Project 5785 pada tanggal 22 Mei 2012. Teregistrasi Gold Standard dengan No. Project GS2298 pada tanggal 8 Juli 2014. Registered at UNFCCC with Project Number 5785 on May 22nd, 2012. Registered with Gold Standard with Project Number GS2298 on July 8th, 2014.

3

CDM Lumut Balai Unit III&IV

581,784

• • • •

Teregistrasi di UNFCCC dengan No. Project 7315 pada tanggal 19 September 2012. Teregistrasi Gold Standard dengan No. Project GS2299 pada tanggal 8 Juli 2014. Registered at UNFCCC with Project Number 7315 on September 19th, 2012. Registered with Gold Standard with Project Number GS2299 on July 8th, 2014.

4

CDM Karaha Unit I

156,669

• • • •

Teregistrasi di UNFCCC dengan No. Project 7431 pada tanggal 27 November 2012. Teregistrasi Gold Standard dengan No. Project GS2419 pada tanggal 16 Mei 2014. Registered at UNFCCC with Project Number 7431 on November 27th, 2012. Registered with Gold Standard with Project Number GS2419 on May 16th, 2014.

5

CDM Lahendong Unit V&VI

122,171

• Proses registrasi CDM di UNFCCC • On-going registration process at UNFCCC

6

CDM Kamojang Unit V

156,669

• • • •

7

CDM Kamojang Unit IV

420,780

• Teregistrasi di UNFCCC dengan No. Project 3028 pada tanggal 16 Desember 2010. • Registered at UNFCCC with Project Number 3028 on December 16th, 2010.

Total

252

Teregistrasi di UNFCCC dengan No. Project 7430 pada tanggal 28 November 2012. Teregistrasi Gold Standard dengan No. Project GS2418 pada tanggal 16 Mei 2014. Registered at UNFCCC with Project Number 7430 on November 28th, 2012. Registered with Gold Standard with Project Number GS2418 on May 16th, 2014.

2,583,641





Emisi Pemanfaatan panas bumi yang dikelola Perusahaan menjadi bagian dari upaya PT Pertamina (Persero) untuk mendukung kebijakan peta jalan penurunan emisi gas rumah kaca yang ditetapkan Pemerintah. Perusahaan telah melakukan pengukuran potensi penurunan emisi gas karbon yang bersumber dari pengoperasian unit-unit PLTP pada masingmasing Area. Target reduksi GRK Perusahaan mengacu pada kebijakan PT Pertamina (Persero) untuk mendukung program pengurangan emisi di Indonesia. Perhitungan pengurangan emisi mengacu beban emisi dari kegiatan Perusahaan yang ditetapkan pada tahun 2010 sebesar 34.956 Ton CO2eq/. [G4-


Emission Geothermal utilization carried out by the Company is also the responsibility of PT Pertamina (Persero) with the purpose of sustaining policy of greenhouse gas emission reduction road map imposed by the Government. The Company has measured the potential amount of reduction, which derived from PLTP unit operation in each Area. The target of GHG emission referred to policies abide by PT Pertamina (Persero) to support emission reduction in Indonesia, in which the calculation oriented to the Company’s burden of emission enforced in 2010 in the amount of 34,956 Ton CO2eq per year. [G4-EN15, G4-EN16, G4-EN17]

EN15, G4-EN16, G4-EN17]

Hasil Pengukuran Beban Emisi Measurement of Burden of Emission

2015 (Ton)

Area-Unit

2014 (Ton)

2013 (Ton)

CO2

H2S

NH3

CO2

H2S

NH3

CO2

H2S

NH3

Kamojang Unit IV

32,661

891

25

31,207

826

24

30,349

700

27

Kamojang Unit V

2,544

273

7

-

-

-

-

-

-

* PLTP yang dimiliki dan dioperasikan Perusahaan hingga 31 Desember 2015 adalah PLTP Kamojang Unit IV dan V. * PLTP owned and operated by the Company up to 31st December 2015 was PLTP Kamojang Unit IV and V.


253



Selama tahun 2015, Perusahaan telah melakukan berbagai inisiatif untuk mengurangi emisi gas karbon maupun gas rumah kaca lainnya. Hingga akhir periode pelaporan, inisiatif yang dilakukan di Area Kamojang, Area Lahendong, dan Area Ulubelu telah berhasil menghasilkan potensi penurunan 21.369,65 tCO2 melalui program-program inovasi yang dilakukan.

Unit Bisnis Business Unit

Kamojang


In 2015, the Company has administered a number of initiatives to diminish carbon gas emission and other greenhouse effects. Up to the end of reporting period, initiatives transpired in Kamojang Area, Lahendong Area, and Ulubelu Area succeeded to suppress 21,369.65 tCO2 through innovation programs.

Inisiatif Dilakukan Completed Initiatives

1. Retrofit Refrigeran Musicool 2. Pengurangan steam venting dengan covering steam trap 3. Pemasangan inverter pada 3 pompa injeksi dan lampu power factor lebih tinggi 4. Meningkatkan efisiensi pembangkit pada saat start up unit dengan optimalisasi pemakaian uap di PLTP Kamojang (283,6 kWH) 5. Penggantian oli gearbox fan cooling tower dengan modifikasi jalur pengisian dari luar fan cylinder di PLTP Kamojang IV 6. Mempercepat proses startup PLTP Kamojang Unit IV (kondisi sumur di tutup) 7. Meningkatkan kualitas air baku pengisi basin cooling tower pada saat proses start up melalui modifikasi fasilitas sand filter sistem utility di PLTP Kamojang IV 8. Pemanfaatan air kondensat untuk pemanas ruangan operator WPS 9. Potensi pengurangan pencemar udara dengan optimalisasi pengoperasian hanya 1st ejector 65% dan 25% (penghematan 1T/jam) 10. Own used - energy panas bumi Houseload Kamojang 11. Merubah jadwal ROT steam free test dari 1 minggu sekali menjadi 1 bulan sekali 12. Pemanfaatan waste steam menggunakan thermoelectric element sebagai sumber energi ramah lingkungan untuk lampu penerangan 13. Pemanfaatan uap buangan panas bumi menggunakan portable micro turbine sebagai sumber listrik instan 14. Penggunaan steam sebagai sumber tenaga mesin potong rumput sebagai Efisiensi penggunaan bbm 15. Penggunaan uap panas bumi sebagai sumber tenaga untuk mesin cat kepala sumur Area Kamojang 16. Pemanfaatan uap panas bumi untuk sterilisasi jamur tiram Kamojang 1. 2. 3. 4.

Retrofit Refrigerant Musicool Venting steam subtraction with steam trap covering Inverter installation to 3 injection pumps and superior power factor lamp Improving plant’s efficiency in the time of unit start up by optimizing steam use in PLTP Kamojang (283.6 KWh) 5. Substituting the oil of gearbox cooling tower fan with a modification of filling path from the outer of cylinder fan in PLTP Kamojang IV 6. Accelerate start-up process of PLTP Kamojang Unit IV (the well was closed) 7. Improving the quality of raw water for cooling tower basin in startup process through a modification of sand filter to utility’s system in PLTP Kamojang IV 8. Utilizing condensate water for WPS operation room heater 9. Potential reduction of air contamination by optimizing only the operation of 1st ejector 65% and 25% (saving 1T/hour) 10. Own-used geothermal energy for Houseload in Kamojang 11. Changing the schedule of ROT steam free test from once a week to once a month 12. Utilizing waste steam using thermoelectric element as eco-friendly energy resource for lighting purpose 13. Utilizing geothermal exhaust steam using portable micro turbine as instant power resource 14. Applicating steam as a source to grass cutter machine functioned as efficiency of fuel use 15. Utilizing geothermal steam as a source to paint machine for well construction in Kamojang Area 16. Deployment of geothermal steam for Kamojang’s oyster mushroom sterilization

254



Reduksi Emisi GRK Reduction of GHG Emission (Ton CO2 eq) 2015

2014

21,095

12,906.81


Lahendong

Ulubelu



1. 2. 3. 4. 5.

Instalasi sistem inverter pada control panel pompa Cluster LHD-5 (kondisi operasi) Instalasi sistem inverter pada control panel pompa Cluster LHD-5 (kondisi start up) Modifikasi sistem suction pompa dari negatif menjadi positif di Cluster LHD-5 Instalasi sistem inverter pada control panel pompa Cluster LHD-13 (kondisi operasi) Instalasi sistem inverter pada control panel pompa Cluster LHD-13 (kondisi start up)

1. 2. 3. 4. 5.

Installing inverter system to control panel of Cluster LHD-5 pump (in operation) Installing inverter system to control panel of Cluster LHD-5 pump (start-up) Modifying pump suction system from negative to positive in Cluster LHD-5 Installing inverter system to control panel in Cluster LHD-13 (in operation) Installing inverter system to control panel


293,785

157

6,308

3.07

Pemanfaatan sistem gravitasi pada penyaluran brine dari pond menuju sumur reinjeksi (Cluster D) Utilizing gravity system from to brine distribution from pond to reinjection well (Cluster D)

Metode penghitungan dilakukan berdasarkan rasio estimasi pengurangan emisi karbon dari program dibandingkan baseline data tahun 2010 yang telah ditetapkan PT Pertamina (Persero) dan disetujui Pemerintah.

Calculation method was based on estimation ratio of carbon emission reduction program in comparison with 2010 baseline data regulated by PT Pertamina (Persero) and approved by the Government.

Perhitungan Reduksi Emisi Calculation of Emission Reduction Area

2015

2014

2013

tco2

%

tco2

%

tco2

%

Kamojang

21,095.00

60.35

12,906.81

36.92

4,724.41

13.52

Lahendong

293.78

0.84

156.88

0.45

60.46

0.17

6.31

0.02

3.07

0.01

-

-

21,395.09

61.21

13,066.76

37.38

4,784.87

13.69

Ulubelu Total


255

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ekonomi dan Perlindungan Konsumen Implementation of Social and Environment Responsibility In Economy And Consumer Protection

TERUS TUMBUH DALAM INTEGRASI DAN INOVASI Continue To Grow In Integration and Innovation

Besarnya potensi panas bumi yang dimiliki Indonesia, menjadikan Pemerintah berkeinginan memanfaatkannya sebagai sumber energi utama dan secara bertahap menggantikan energi fosil. Perusahaan berupaya untuk mewujudkannya, melalui bisnis yang dijalankan. The magnitude of potential geothermal in Indonesia encourages the Government to have the initiative to utilize it into a main source energy, which gradually replacing fossil energy. Through its business plan, the Company intends to realize the initiative.





Penambahan

Development Strategy and Capacity Growth of Pltp

Pemerintah menargetkan pengembangan energi panas bumi pada tahun 2019, mampu memenuhi kebutuhan listrik 97% rumah tangga di Indonesia. Bersama perusahaan lain yang mengembangkan panas bumi di Indonesia, Perusahaan berupaya mewujudkan target tersebut, dengan terus meningkatkan kapasitas produksi uap panas bumi dan produksi listrik.

The Government has targeted geothermal development to achieve 97% of household’s electricity needs in Indonesia by 2019. Altogether with other companies with similar business line in Indonesia, the Company is determined to actualize the target by maintaining geothermal steam and electricity production capacity.

Perusahaan, dengan dukungan PT Pertamina (Persero) melakukan investasi sekitar USD2.5 miliar sampai tahun 2019 untuk membiayai pembangunan unit-unit baru PLTP di sejumlah Area, serta inisiasi penerapan PLTP berskala kecil di beberapa Area.

To have the endorsement of PT Pertamina (Persero), the Company firmly decided to invest approximately billion until 2019 to finance the construction of new units in new units of PLTP in several Areas, including PLTP units with small scale.

Strategi Pengembangan Kapasitas PLTP

dan

Pembangunan Unit PLTP Development of PLTP Unit No

Nama Proyek Project Name

Area

1

Kamojang Unit V

Kamojang, Jawa Barat Kamojang, West Java

2

Ulubelu Unit III & IV

Ulubelu, Lampung Ulubelu, Lampung

2 x 55

3

Lumut Balai Unit I & II

Lumut Balai, Sumatra Selatan Lumut Balai, South Sumatera

2 x 55

4

Lahendong Unit V & VI

Lahendong, Sulawesi Utara Lahendong, North Sulawesi

2 x 20

5

Karaha Unit I

Karaha, Jawa Barat Karaha, West Java

30

6

Hululais Unit I & II

Hululais, Bengkulu Hululais, Bengkulu

2 x 55

7

Sungai Penuh Unit I

Sungai Penuh, Jambi Sungai Penuh, Jambi

1 x 55

8

PLTP Small Scale

Lahendong, Sulawesi Utara Sibayak, Sumatra Utara Lahendong, North Sulawesi Sibayak, North Sumatera

2x5

9

Double Flash

Lahendong, Sulawesi Utara Lahendong, North Sulawesi

5

258


Kapasitas (MW) Capacity 35





Seluruh proyek-proyek tersebut dijadwalkan beroperasi komersial secara bertahap, mulai tahun 2015 hingga tahun 2019. Dengan tuntasnya proyek-proyek tersebut, Perusahaan akan memiliki kapasitas sebesar 907 MW pada tahun 2019. Kapasitas tersebut setara operasional pembangkit listrik konvensional yang menggunakan bahan bakar minyak 42.901 barel setara minyak per hari (BOEPD).

All of these projects were scheduled to commercially operate gradually, starting from 2015 to 2019. Upon the completion, the Company will have the capacity of 907 MW in 2019. It is equivalent to operational of conventional power plant that absorbs 42,901 barrel oil equivalent per day (BOEPD).

Dengan pengalaman dan kinerja selama ini, serta didukung kapabilitas sumber daya manusia yang kompeten, Perusahaan menetapkan target untuk mengembangkan energi panas bumi sebesar 2.267 MW pada tahun 2025. Kapasitas tersebut setara dengan produksi 110 ribu BOEPD.

Instilled with years of experience and performance, also strengthen by competent human resources capability, the Company set its target to develop geothermal of 2,267 MW in 2025. It is equivalent to a production of 110 thousand BOEPD.


259





Terus Tumbuh dan Berkembang

Continue To Grow and Develop

Sejalan dengan strategi pengembangan panas bumi sebagai sumber energi, integrasi yang terbangun menjadikan kinerja Perusahaan selama tahun 2015 terus bertumbuh.

Aligning with the strategy of geothermal energy as the energy resource, the established integration has molded Company's performance to continue to grow throughout 2015.

Nilai Ekonomi Didapat dan Didistribusikan Total pendapatan Perusahaan selama tahun 2015 adalah USD546.00 juta, meningkat 2% dibanding tahun 2014 sebesar USD534.81 juta. Selain itu, total nilai ekonomi yang didistribusikan mencapai USD85.10 juta, turun dibanding tahun 2014 sebesar USD87.11 juta. [G4-EC1]

Acquired and Distributed Economic Value Total revenue of the Company in 2015 was USD546.00 million, increased by 2% compared to 2014, which reached USD534.81 million. Aside from that, total of distributed economic values strike at USD85.10 million, which went downfall compared to the previous year, which amounted to USD87.11 million. [G4- EC1]

Nilai Ekonomi Langsung Didapat dan Didistribusikan (Dalam ribuan USD) Acquired and Distributed Economic Value (In thousand USD) No

Uraian | Description

2015

2014

2013

530,099

516,852

482,120

15,898

17,958

16,256

545,997

534,810

498,375

474,613

464,350

428,024

27,163

25,691

24,724

44,217

44,768

45,627

Realisasi Program Kemitraan Realization of Partnership Program

0

0

0

Realisasi Dana Bina Lingkungan Realization of Community Development Fund

0

3.55

0.27

11.31

23.00

17.55

85,100

87,109

87,062

NILAI EKONOMI LANGSUNG | DIRECT ECONOMIC VALUE 1

Pendapatan | Revenue Pendapatan Usaha | Revenue Pendapatan Lain-lain | Other Revenues Subtotal

NILAI EKONOMI DIDISTRIBUSIKAN | DISTRIBUTED ECONOMIC VALUE 2

Beban Pokok Penjualan dan Beban Lainnya Cost of Goods Sold and Other Direct Costs

3

Biaya pegawai Employee Cost

4

Jumlah pembayaran kepada penyandang dana Total payment to financier Pengeluaran Untuk Pemerintah (Pembayaran Pajak) Expenses to Government (Dividend and Tax Payment)

5

Pengeluaran kepada masyarakat Expenses to community

Realisasi CID Realization of CID NILAI EKONOMI DIDISTRIBUSIKAN | WITHHOLD ECONOMIC VALUE 6

Laba Bersih Net Profit

Dalam ribuan USD | In thousand USD

260






Seluruh pendapatan Perusahaan berasal dari penjualan uap panas bumi kepada PT PLN (Persero) dan Independent Power Producer (PT Indonesia Power dan PT Dizamatra Powerindo), dan penjualan tenaga listrik yang dihasilkan dari PLTP milik Perusahaan kepada PT PLN (Persero). Tidak ada pendapatan Perusahaan yang diperoleh sebagai bantuan finansial dari Pemerintah. [G4-EC4]

The entire revenue of the Company derives from geothermal steam sales to PT PLN (Persero) and Independent Power Producer (PT Indonesia Power and PT Dizamatra Powerindo), as well as electric power sales that produced by the Company’s PLTP to PT PLN (Persero). The Company did not receive any financial aid from the Government. [G4-EC4]

Perusahaan menghitung potensi reduksi emisi tersertifikat atau certified emission reduction (CER), yang dapat menjadi sumber pendapatan alternatif bagi Perusahaan melalui mekanisme penjualan karbon. Penjualan CER dapat dilaksanakan setelah implementasi & monitoring CDM berjalan (yakni setelah proyek telah aktif beroperasi), serta dengan mempertimbangkan kondisi pasar karbon saat ini. [G4-EC2]

The Company has counted potential certified emission reduction (CER) that could be used as alternative income resources for the Company through carbon sales mechanism. The sales of CER can only be realized after implementation and monitoring of CDM is already running (specifically after the project has been actively operating) and also to consider current carbon market. [G4-EC2]

Hingga akhir tahun 2015, total potensi CER dari 7 proyek mekanisme pembangunan bersih atau clean development mechanism (CDM) mencapai 2.583.641 ton CO2eq per tahun.

Up until the end of 2015, the total potential of CER from 7 clean development mechanism (CDM) has attained 2,583,641 ton of CO2eq per year.

Selama tahun 2015, Perusahaan tidak pernah dihadapkan pada terganggunya kegiatan operasional karena peristiwa yang dapat diindikasikan sebagai bentuk perubahan iklim hingga menimbulkan implikasi finansial. [G4-EC2]

During 2015, the Company was faced or never faced with any operational hindrances due to a certain incident that could be considered as climate change so that it brought financial implications.[G4-EC2]


261





Selama tahun 2015, Perusahaan telah membayarkan biaya terkait program pensiun pekerja antara lain: • Iuran Program Pensiun Manfaat Pasti (PPMP) kepada Dana Pensiun Pertamina • Iuran Program Pensiun Iuran Pasti (PPIP) kepada Lembaga DPLK • Iuran Program Kesehatan Pensiunan periode MaretDesember 2015

Throughout 2015, the Company has financed those that related to employees retiring program, which are: • Premium for Defined Benefit Pension Program (PPMP) to Pertamina Pension Fund • Premium for Defined Contribution Pension Program (PPIP) to Institution of DPLK • Premium for Pension Health Program in March – December 2015

Pada tahun 2015 terdapat 3 pekerja yang telah pensiun di usia 56 tahun yang berhak atas pembayaran Penghargaan Atas Pengabdian (PAP) dan manfaat pensiun dari PPMP maupun PPIP.

In 2015, there were 3 retiring employees at the age of 56 years old, whom were entitled for Appreciation for Dedication (PAP) and pension benefit from PPMP and PPIP.

PAP dibayarkan secara langsung oleh Perusahaan melalui payroll, sedangkan manfaat pensiun dibayarkan oleh penyelenggara program kepada pekerja yang pensiun dengan mekanisme pembayaran sekaligus (PPIP) dan per bulan (PPMP)

PAP was to be paid directly by the Company through payroll, while pension benefit was financed by the provider to the retiring employees using a one-time payment mechanism (PPIP) and monthly payment (PPMP). [G4-EC3]

[G4-EC3]

Jenis Program Masa Penjelasan Depan (Pensiun) Pekerja Type of Employees’ Future Program (Retiring) Program Pensiun Manfaat Pasti Defined Benefit Pension Program

Program Pensiun Iuran Pasti Defined Contribution Pension Program

262

Description

Penyelenggara: Dana Pensiun Pertamina

Coordinator: Pertamina Pension Fund

Sifat penyelenggaraan: Tetap (Pekerja Pertamina yang pengangkatan sebelum tahun 2003)

Nature of Business: Fixed (Pertamina’s workers who were hired prior 2003)

Skema pembayaran premi/iuran: Prosentase yang menjadi beban Perusahaan berbeda untuk tiap Pekerja, tergantung dari perhitungan PSAK 24 1,95% dari upah tetap pensiun menjadi beban Pekerja

Payment scheme of premium/contribution: Percentage of Company’s expenses is different to each Worker, which depends on the calculation of Statement of Financial Accounting Standard 24 (PSAK 24) 1.95% of pension fixed salary is subjected to the Worker’s expense

Skema pembayaran kepada pekerja yang pensiun: Per bulan

Payment scheme to the retired employee: Monthly

Penyelenggara: Bringinlife, BNI, Tugu Mandiri, Muamalat, BRI

Coordinator: Bringinlife, BNI, Tugu Mandiri, Muamalat

Sifat penyelenggaraan: Tetap

Nature of Business: Fixed

Skema pembayaran premi/iuran: 4,5% dari upah tetap menjadi beban Perusahaan 2% dari upah tetap menjadi beban Pekerja

Payment scheme of premium/contribution: 4.5% of fixed salaray is subjected to the Company’s expense 2% of fixed salary is subjected to the Worker’s expense

Skema pembayaran kepada pekerja yang pensiun: • Sekaligus • Per bulan

Payment scheme to the retired employee: • One time • Monthly



Program Kesehatan Pensiunan Pension Health Program




Penyelenggara: Tugu Mandiri

Coordinator: Tugu Mandiri

Sifat penyelenggaraan: Tetap (Pekerja Direct Hire Perusahaan yang memiliki masa kerja minimal 15 tahun)

Nature of Business: Fixed (Employees of Direct Hire Company have minimum 15 years of tenures)

Skema pembayaran premi/iuran: Payment scheme of premium/contribution: • Sekaligus • One time • Pembelian anuitas (per bulan), apabila saldo dana • Annuity purchase (monthly), if the fund balance saat pensiun melebihi ketentuan yang berlaku at the time of retiring exceeds the prevailing stipulation

Keterangan Description

Penjelasan Explanation

Jumlah Pekerja Pensiun 2015 Total of Retired Employees in 2015

3 Pekerja mencapai usia 56 tahun 3 Employees reached 56 years old

Penghargaan Atas Pengabdian (PAP) Appreciation for Dedication (PAP)

Dibayarkan langsung oleh Perusahaan kepada Pekerja Pensiun yang terdiri dari komponen PAP 100%, Cuti Perpadanan & Biaya Pemulangan Directly paid by Company to Retiring Employees, which comprises of 100% PAP, Comparison Leaves & Cost of Return

Besaran Pensiun Dibayarkan secara Langsung Nominal of Paid Pension

Program Pensiun Iuran Pasti BNI, dibayarkan kepada 2 Pekerja Pensiun, sedangkan 1 Pekerja belum melakukan klaim Contribution of Pension Program for Pasti BNI, paid for 2 Retiring Employees, while 1 Employee has yet submitted its claim

Besaran Pensiun Dibayarkan per Bulan Nominal of Monthly Paid Pension

Pembayaran dilakukan oleh Dana Pensiun Pertamina, 1 Pekerja sudah mulai dibayarkan manfaat pensiunnya sejak September 2015, sedangkan 2 Pekerja lainnya dibayarkan sejak Desember 2015. Payment was carried out by Pertamina Pension Fund, 1 Employee’s pension benefit has been paid since September 2015, while the other 2 Employees have been paid since December 2015.


263





Menjaga Pasokan Dan Melindungi Pelanggan

Maintaining Supplies and Protecting Customers

Hal utama yang mempengaruhi keberlangsungan bisnis Perusahaan adalah pasokan uap panas bumi dan produksi listrik. Pasokan uap panas bumi dibutuhkan untuk mendukung operasional unit PLTP milik Perusahaan, maupun unit PLTP milik PT PLN (Persero) dan Independent Power Producer (PT Indonesia Power dan PT Dizamatra Powerindo) sebagai pelanggan. Adapun produksi listrik dari unit PLTP milik Perusahaan disalurkan ke PT PLN (Persero) sebagai pelanggan. [G4-12]

Another point that also has its roles in Company's business sustainability is the supply of geothermal steam and electricity production. Geothermal steam is necessary to support the operation of Company’s PLTP unit, as well as those owned by PT PLN (Persero) and Independent Power Producer (PT Indonesia Power and PT Dizamatra Powerindo) as customers. As for electricity production, it is supplied for PT PLN (Persero), as customer. [G4-12]

Untuk menjamin ketersediaan pasokan uap panas bumi dan produksi listrik, Perusahaan terus melakukan kegiatan pengembangan untuk mendapatkan sumber-sumber panas bumi baru. Sifat industri panas bumi yang memerlukan teknologi tinggi, menjadikan pengerjaan proyek-proyek pengembangan panas bumi hanya dapat dilakukan oleh perusahaan-perusahaan dengan spesifikasi tertentu. Hal ini menjadikan Perusahaan tidak serta merta dapat menyertakan perusahaan-perusahaan lokal di sekitar Area. Disisi lain perusahaan lokal yang memiliki kompetensi dapat bekerja sama. Saat ini, Perusahaan telah bekerjasama dengan PT Rekayasa Industri dalam pengerjaan proyek-proyek pengembangan panas bumi dalam bentuk konsorsium dengan salah satu perusahaan Jepang. [G4-EC9]

To ensure the availability of geothermal steam and electricity production, the Company continues to explore for new geothermal resources development. The nature of geothermal industry requires for high technology, causing the projects can only be executed by companies with certain specifications. This has caused Company could not engage local companies surrounding the Areas. Currently, Company is currently cooperating with PT Rekayasa Industri forming a consortium with a company from Japan in geothermal development projects. [G4-EC9]

Kerjasama tersebut tetap memperhatikan optimalisasi material lokal (local content) dan pelibatan penduduk di sekitar lokasi proyek sebagai pekerja lokal, terutama untuk jenis pekerjaan tanpa keahlian. Secara keseluruhan ada sekitar 1.270 pekerja yang terlibat dalam pengerjaan proyek-proyek pengembangan panas bumi, dan sebagian di antaranya adalah pekerja lokal. [G4-

The cooperation continually emphasizes on the optimization of local content and involvement of local community surrounding project location as local workers, especially for types of work without specific requirements. On the whole, there are 1,270 employees involved in geothermal development projects, part of which is dominated by local workers. [G4-EC8]

EC8]

Perlindungan Pelanggan Perusahaan berkomitmen memberikan perlindungan kepada pelanggan dengan menjamin product delivery sesuai dengan persyaratan dalam kontrak. Mekanisme jual beli uap panas bumi dengan PT PLN (Persero) dan Independent Power Producer (PT Indonesia Power dan PT Dizamatra Powerindo) dilaksanakan dalam bentuk Perjanjian Jual Beli Uap (PJBU). Demikian pula mekanisme jual beli listrik dengan PT PLN (Persero), dijamin oleh Perjanjian Jual Beli Listrik (PJBL). [G4-PR3]

Customer Protection The Company is committed to provide protection to customers. Mechanism of geothermal steam sales with PT PLN (Persero) and Independent Power Producer (PT Indonesia Power and PT Dizamatra Powerindo) was accomplished with Steam Sales Contract (PJBU), while electricity sales with PT PLN (Persero) was assured with Energy Sales Contract (PJBL). [G4-PR3]

Hingga akhir tahun 2015, Perusahaan telah melakukan Perjanjian Jual Beli Uap (PJBU) dengan PT PLN (Persero) dan Independent Power Producer (PT Indonesia Power dan PT Dizamatra Powerindo). PJBU disepakati berlaku untuk waktu 30 tahun sejak tanggal operasi komersial dari masingmasing unit PLTP.

Until the end of 2015, the Company has completed Steam Sales Contract (PJBU) with PT PLN (Persero) and Independent Power Producer (PT Indonesia Power and PT Dizamatra Powerindo) where the agreement is valid for 30 years.

264






Seluruh daya listrik yang dihasilkan dari unit-unit PLTP milik sendiri, dijual kepada PT PLN (Persero) melalui mekanisme Perjanjian Jual Beli Listrik (PJBL), yang berlaku selama 30 tahun sejak tanggal operasi komersial dari masing-masing unit PLTP.

All electrical power generated by owned PLTP units were purchased by PT PLN (Persero) through the mechanism of Energy Sales Contract (PJBL), which has 30 years of validity as of the commercial operation date of each PLTP unit.

Perusahaan memiliki mekanisme untuk menerima pengaduan dari para pelanggan, terkait pelaksanaan jual beli uap panas bumi kepada IPP maupun jual beli listrik kepada PT PLN (Persero). Pengaduan yang disampaikan pelanggan ditangani dan ditindaklanjuti oleh Fungsi Operation masing-masing Area atau fungsi terkait. Apabila diperlukan Tim Backroom juga akan melakukan tindak lanjut atas pengaduan/laporan yang masuk, penanganan pengaduan pelanggan ini sesuai dengan TKO. Hingga akhir periode pelaporan, perusahaan telah menerima 113 pengaduan, dan semua pengaduan atau 100% telah ditindaklanjuti. [G4-PR4]

The Company operates a mechanism to receive complaints from the customers related to geothermal steam sales to IPP and electricity sales to PT PLN (Persero). The submitted complaints will be handled and investigated by each Operation Function in the Area or related function. If it deems necessary, the Backroom Team will follow-up the submitted complaints/reports, of which it aligns to TKO. Approaching the end of period, the Company has received 113 complaints with 100% have been addressed. [G4-PR4]

Guna peningkatan pelayanan, Perusahaan melakukan beberapa program di antaranya:

In order to improve service, the Company implemented several programs, among which are:

1. Interchange Unit III dan IV untuk optimalisasi pembangkitan di area Lahendong 2. Interkoneksi CL-24 dan CL-13 (interkoneksi unit I, II, III, IV) untuk optimalisasi pembangkitan di area Lahendong 3. Pemanfaatan heat dan uap panas bumi 4. Optimalisasi DCS (Distribusi Control System) untuk Peningkatan Pembangkitan PLTP Kamojang Unit IV 5. Modifikasi sistem pengaliran brine dengan memanfaatkan pipa bekas pemboran menggunakan metode siphon untuk mengatasi overflow dari kolam di area Ulubelu.

1. Interchange Unit III and IV for optimizing plants in Lahendong area 2. Interconnection of CL-24 and CL-13 (interconnection of unit I, II, III, IV) for optimizing plants in Lahendong area 3. Geothermal heat and steam utilization 4. Optimizing DCS (Control System Distribution) for the Improvement of PLTP Kamojang Unit IV Plant 5. Modification of brine channeling system by utilizing drilling pipes using siphoning method to overcome overflow from pond at Ulubelu area.

Kontak Perusahaan adalah pelayanan informasi melalui sarana Kontak Pertamina untuk memberikan kemudahan bagi semua pihak yang berkepentingan mendapatkan informasi mengenai Perusahaan dan/atau produk/layanan Perusahaan. Kontak Perusahaan dikoordinir oleh Government & Public Relation Manager. Tim Backroom adalah tim yang terdiri dari perwakilan dari fungsi-fungsi pendukung yang bertugas untuk memberikan data dan informasi terkini serta melakukan tindak lanjut atas laporan masyarakat yang masuk ke Kontak Perusahaan.

Company's Contact is the information service through the means of Pertamina Contact to provide ease for all stakeholders in obtaining information regarding Company and/or products/ services. Company's Contact is coordinated by Government & Public Relations Manager. Backroom Team is the team consisting of representations from supporting functions with the duty of providing latest data and information as well as following-up on public reports received by Company's Contact.


265

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja (K3) Implementation Of Social And Environment Responsibility In Employment And Work Safety And Health (K3)

MEMBENTUK INSAN PERUSAHAAN CAKAP DAN PROFESIONAL Building Competent and Professional Employees

Perusahaan berkomitmen untuk meningkatkan sistem manajemen pengelolaan sumber daya manusia (SDM), demi mendukung rencana Perusahaan mengembangkan panas bumi sebagai sumber energi.

The Company is committed to improve human resources management system in support of its plan in developing geothermal as the main source of energy.

266



267





Sebagai anak perusahaan PT Pertamina (Persero), pelaksanaan dan pengelolaan Tanggung Jawab Sosial dan Lingkungan (TJSL) bidang Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja (K3) , mengacu pada ketentuan:

As the subsidiary of PT Pertamina (Persero), the implementation of TJSL in employment and Occupational Health and Safety (OHS), the Company complies with the stipulation of:

• Undang-Undang No.13 Tahun 2013 tentang Ketenagakerjaan. • Undang-Undang No.2 Tahun 2004 tentang Penyelesaian Perselisihan Hubungan Industrial. • Undang-Undang Nomor 21 Tahun 2014 Tentang Panas Bumi. • Undang-Undang No.1 Tahun 1970 tentang Keselamatan Kerja. • Peraturan Pemerintah No.19 Tahun 1973 tentang Pengaturan dan Pengawasan Keselamatan Kerja di Bidang Pertambangan. • Keputusan Menteri Tenaga Kerja dan Transmigrasi No.KEP.234/MEN/2003 tentang Waktu Kerja dan Istirahat pada Sektor Usaha Energi dan Sumber Daya Mineral pada Daerah Tertentu. • Peraturan Menteri Tenaga Kerja dan Transmigrasi No.PER.15/MEN/VII/2005 Tahun 2005 tentang Waktu Kerja dan Istirahat Pada Sektor Usaha Pertambangan Umum Pada Daerah Operasi Tertentu.

•

Law Number 13 Year 2013 concerning Employment.

• •

Law Number 2 Year 2004 concerning Settlement of Conflicts in Industrial Relations. Law Number 21 Year 2014 concerning Geothermal.

•

Law Number 1 Year 1970 concerning Work Safety.

•

Governmental Regulation Number 19 Year 1973 concerning Regulation and Administration of Work Safety in Mining.

•

Decree of Minister of Manpower and Transmigration Number KEP.234/MEN/2003 concerning Working and Rest Hours in the Business Sector of Energy and Mineral Resources in Specific Areas. Regulation of Minister of Manpower and Transmigration Number PER.15/MEN/VII/2005 Year 2005 concerning Working and Rest Hours in the Business Sector of General Mining in Specific Operation Areas.

Strategi Pengembangan SDM

Human Resources Development Strategy

Selama tahun 2015 pengembangan SDM berfokus pada:

In 2015, Human Resources development focused on points below:

1. Aspek Ilmu dan Teknologi Untuk mewujudkan SDM yang berkualitas sesuai dengan harapan, Perusahaan membangun Center of Excellence SDM dan terus berkomitmen melakukan pembelajaran melalui pendidikan dan pelatihan teknologi panas bumi.

1. Knowledge and Technology Aspect In order to realize a quality human resources rising to its expectations, the Company established Center of Excellence on human resources and continues to tread on learning curves through education and training on geothermal technology.

2. Aspek Manajemen • Menerapkan dan menyempunakan organisasi dan korporasi Perusahaan. • Melengkapi dan menyempurnakan SDM. • Menerapkan kepemimpinan manager-leader kelas dunia. • Membudayakan tata kelola perusahaan yang baik (good corporate governance atau GCG)

2. Management Aspect • Implementing and refining the Company’s organization and corporation. • Complementing and enhancing human resources. • Implementing a world-class leadership of manager-leader.

268

•

•


Developing a Good Corporate Governance (GCG).





Pekerja Kami

Our Employees

Perusahaan telah menyusun proyeksi kebutuhan SDM guna mendukung realisasi rencana pengembangan panas bumi periode 2016-2020. Kebutuhan SDM disesuaikan dengan kegiatan yang dilakukan.

The Company has organized a projection of human resources requirement in order to support the realization of geothermal development plan 2016-2020. Such requirements were adjusted to the activites.

Proyeksi Kebutuhan SDM Manpower Planning Tahun Year

Formasi Jabatan Position Formation

Formasi Non Project Non-Project Formation

Formasi Project Project Formation

Jumlah Pekerja Vacant Saat Ini Vacant Total Current Employees

MPP MPP

Kebutuhan Requirement

Rencana Recruitment Recruitment Plan

Jumlah Total

Fresh Fresh

Experience Experience

2016

771

724

47

460

311

4

179

175

128

47

2017

771

724

47

635

136

7

41

34

13

21

2018

799

752

47

669

130

7

67

60

41

19

2019

925

889

36

729

196

11

134

123

53

70

2020

1,147

1,111

36

852

295

15

171

156

84

72


269





Hingga akhir tahun 2015, jumlah pekerja adalah 449 orang. Sebanyak 46 adalah pekerja baru, terdiri atas 44 pekerja laki-laki dan 2 pekerja perempuan. Sementara pekerja yang meninggalkan Perusahaan ada 8 orang. [G4-LA1]

Nearing the end of 2015, 449 employees were employed, which 46 of them were new recruits comprising of 44 male employees and 2 female employees. Whereas, those who resigned were amounted to 8 employees. [G4-LA1]

Rasio perputaran pekerja pada tahun 2015 sebesar 1,78%. Angka rasio ini menandakan suasana kerja yang kondusif.

In 2015, the figure shown at 1.78%, which defined a conducive working environment.

Jumlah Pekerja Baru 2015 Total of New Employees 2015 Bentuk Pekerjaan | Type of Work

Pria | Male

Wanita | Female

Jumlah | Total

Eksplorasi dan Pengembangan | Exploration and Development

5

0

5

Operasi | Operation

19

2

12

Pendukung | Supporting

10

0

10

Proyek | Project

10

0

10

Jumlah | Total

44

2

46

Jumlah Pekerja Meninggalkan Perusahaan Total of Resigned Employees Latar Belakang | Background

Gender

Kelompok Usia

Laki-laki Male

Perempuan Female

<30 Tahun <30 Years

31 – 55 Tahun 31-55 Years

>56 Tahun >56 Years

Pensiun | Retired

3

0

0

0

3

Pensiun Dini | Early Retirement

0

0

0

0

0

Mengundurkan Diri | Resigning

3

1

2

2

0

PHK | Layoff

3

1

0

0

4

Meninggal Dunia | Deceased

1

0

0

1

0

Lain-lain | Others

0

0

0

0

0

Jumlah | Total

6

2

2

2

2

270






Perusahaan memberi kesempatan setara kepada setiap warga negara Indonesia terbaik, untuk bekerja di Perusahaan. Proses penerimaan terdiri dari beberapa jalur, baik untuk para lulusan baru maupun pekerja berpengalaman.

Equal opportunities to work in the Company are made available for all qualified people in Indonesia. Recruitment process is provided in several paths, either for new recruits or experienced employees.

Mereka yang diterima bekerja, selanjutnya menerima imbal jasa pekerjaan sesuai ketentuan remunerasi yang berlaku di Perusahaan. Imbal jasa pekerjaan meliputi pula pemberian tunjangan sesuai dengan status kepegawaian, maupun penempatan masing-masing pekerja. [G4-LA2]

For those who are accepted, rewards are applied for them as per existing remuneration program administered in the Company. Such rewards are benefits provision that comply with employment status, or placement of work. [G4-LA2]

Penerimaan Pekerja Baru 2015 Recruitment of New Employees in 2015 Latar Belakang | Background

Jalur Penerimaan | Recruitment Process Laki-laki Male

Perempuan Female

Jumlah Total

0

0

0

0

0

0

0

0

0

0

0

0

Experienced Hired

44

2

46

44

2

46

46

Lulusan Baru | New Recruits

Berpengalaman | Experienced

Realisasi | Realization

Jumlah | Total

Bentuk Manfaat Bersifat Umum General Benefits Bentuk Tunjangan/Fasilitas Type of Benefits/Facilities

Pekerja Tetap Permanent Employees

Pekerja Tidak Tetap Contract Employees

Asuransi Jiwa | Life Insurance

Ada | Yes

Tidak | No

Perawatan Kesehatan | Health Care

Ada | Yes

Ada | Yes

Ketidakmampuan dan Cacat Tetap | Frailty and Permanent Disability

Ada | Yes

Ada | Yes

Cuti Melahirkan | Maternity Leave

Ada | Yes

Ada | Yes

Pemberian Pensiun | Pension Allowance

Ada | Yes

Tidak | No

Kepemilikan Saham | Share Ownership

Tidak | No

Tidak | No

Car & Home Ownership Program | Car and Home Ownership Program

Ada | Yes

Tidak | No

Program Kesehatan Pensiun | Pension Health Program

Ada | Yes

Tidak | No

Bantuan Istirahat Tahunan | Annual Intermission Assistance

Ada | Yes

Tidak | No

Tunjangan Hari Raya Keagamaan | Religious Holliday Allowance

Ada | Yes

Ada | Yes

Medical Checkup

Ada | Yes

Tidak | No

Fasilitas Olahraga | Sports Facility

Ada | Yes

Ada | Yes


271





Bentuk Manfaat Pada Lokasi Operasional Signifikan Benefits in Significant Operational Locations Bentuk Tunjanan/Fasilitas | Type of Benefits/Facilities

Pekerja Tetap Permanent Employees

Pekerja Tidak Tetap Contract Employees

Rumah Dinas Perusahaan (Kamojang) | Company’s Official Housing (Kamojang)

Ada | Yes

Tidak | No

Bantuan Uang Sewa Rumah | Financial Aid for House Rent

Ada | Yes

Tidak | No

Ada | Yes

Tidak | No

Tunjangan On Off (proyek yang memberlakukan sistem on off) On Off Benefits (project that allows on off system)

Ada | Yes (tidak berlaku bagi pekerja penerimaan setempat) (not applicable to local employees)

Tidak | No

Kompensasi Kelebihan Jam Kerja (proyek yang memberlakukan sistem on off) Compensation for Excessive Working Hours (project that allows on off system)

Ada | Yes (tidak berlaku bagi pekerja penerimaan setempat) (not applicable to local employees)

Tidak | No

Area

Proyek | Project Bantuan Uang Sewa Rumah | Financial Aid for House Rent

Perusahaan menjamin pekerja yang selesai menjalani cuti melahirkan maupun cuti panjang lainnya, untuk bekerja kembali sesuai posisi semula. Hingga akhir periode pelaporan ada 7 pekerja yang selesai menjalani cuti melahirkan dan telah diterima bekerja kembali. [G4-LA2]

Bentuk Cuti Type of Leave

Cuti Melahirkan | Maternity Leave Ibadah Haji | Hajj Pilgrimage Tugas Belajar | Learning-oriented

Lama Waktu Cuti (Hari Kerja) Duration of Leave (Working Days)

Jumlah Pekerja Cuti Total Employees on Leave

Jumlah Pekerja Diterima Bekerja Kembali Total of Employees Returned to Work

3 bulan | 3 months

7

7

-

0

0

1 tahun | 1 year

0

0

Profil Pekerja Uraian mengenai profil pekerja, disampaikan pada bahasan tentang Profil dalam bagian lain laporan ini.

272

Employees, who have completed its maternity leave or other long leaves, have the Company’s assurance to return to the office corresponding to initial position. Up to the end of financial year, there were 7 employees completing its maternity leave and have returned to work as per usual term. [G4-LA2]

Employees’ Profile Description of employees’ profile is illustrated in the discussion of Profile in another part in this report.






Pengembangan Kompetensi Pekerja dan Jaminan Berkarir

Development of Employees’ Competency and Career Support

Perusahaan senantiasa meningkatkan kemampuan para pekerja melalui penyelenggaraan berbagai pendidikan dan pelatihan. Perusahaan juga memberikan jaminan berkarir kepada para pekerja.

The Company is continuously improving its employees’ ability through an implementation of education and training activities; and also, a provision of career support for the employees.

Selama tahun 2015, Perusahaan telah menyediakan anggaran sebesar Rp9 miliar untuk membiayai peyelenggaraaan pelatihan baik yang bersifat teknis maupun non teknis termasuk pelatihan pengembangan leadership. Adapun jumlah jam pelatihan yang diselenggarakan mencapai 21.500 jam pelatihan dan diikuti oleh 363 pekerja, sehingga rerata jam pelatihan per peserta mencapai 59,23 jam. [G4-LA9]

During 2015, the Company has offered a budget of Rp9 billion to sponsor technical and non-technical training including leadership development training. The total duration of training achieved 21,500 hours, which participated by 363 employees, with an average of training hour per employee equals to 59.23 hours. [G4-

Program pelatihan dan pengembangan ditujukan untuk meningkatkan kemampuan, keahlian dan pengetahuan pekerja dalam keahlian teknis, operasional, manajemen, soft skills dan kepemimpinan. Program pelatihan dan pengembangan dirancang untuk seluruh pekerja dari tingkat senior manager, manajer, supervisor, sampai dengan operator di lapangan.

By having training and development program, it is expected to increase the ability, skills and knowledge of the employees in regards to technicality, operational, management, soft skills and leadership. The program is applicable to all employees starting from senior manager, manager, supervisor, even field operator.

LA9]


273



Pelatihan Pekerja Pensiun Perusahaan juga menyelenggarakan pelatihan bagi pekerja yang memasuki masa purnabakti atau pensiun. Pelatihan diberikan untuk memberikan ketrampilan dan pembelajaran seumur hidup, guna mendukung kelanjutan kerja para pekerja dan membantu pengelolaan akhir karir. [G4-LA10]



Retiring Employees Training Trainings are also made available by the Company for employees, who are approaching its retirement period. It is designed to equip them with life-long skills and learning, so that they can continue to work and manage its final career. [G4-LA10]

Bentuk Pelatihan Pekerja Purnabakti 2015 Type of Retiring Employees Training in 2015 Area dan Bentuk Pelatihan Area and Type of Training

Jumlah Peserta (orang) Total Participants (people)

Penyelenggara dan Materi Pelatihan Coordinator and Training Materials

Program Pembekalan Purna Karya (PMPK)

Kantor Pusat: 6 Kamojang: 1 Lahendong: 1 Ulubelu: 1

Pertamina Corporate University (PCU). Materi : • Cara pengelolaan keuangan di masa purna karya agar dapat menjalani hidup yang lebih baik • Peluang bisnis di masa purna karya • Persiapan mental dan perilaku serta perubahan mindset dalam memasuki masa purna karya • Leaving Legacy

Retirement Debriefing Program (PMPK)

Head Office: 6 Kamojang: 1 Lahendong: 1 Ulubelu: 1

Pertamina Corporate University (PCU). Materials: • Financial management in retirement period in order to live a better life • Business opportunities in retirement period • Preparation of mental and behavior, and also mindset transformation arriving retirement period • Leaving Legacy

Jaminan Berkarir Perusahaan menjamin dan memberikan kesempatan setara kepada semua pekerja untuk mengembangkan karir yang diantaranya berdasarkan pada kinerja dan eksposur masingmasing pekerja.

Career Support The Company holds its assurance in providing equal opportunities to all its employees to develop their career, among others that correspond to each suitable performance and exposure of employee.

Sebagai bagian dari pengembangan karir pekerja, sebanyak 395 pergerakan/mutasi jabatan terjadi selama tahun 2015, termasuk pergerakan/mutasi jabatan atas adanya perubahan struktur organisasi Perusahaan di tahun 2015, dengan rincian sebagai berikut : [G4-LA11]

As part of employees’ career development, an amount of 395 movements/mutations occurred in 2015 including movements/ mutations due to transformation in the Company’s organization structure, with details as follow: [G4-LA11]

274





Area


Jumlah | Total Promosi Promotion

Rotasi dan Mutasi Rotation and Mutation

Demosi Demotion

Kantor Pusat | Head Office

11

206

0

Kamojang

2

74

0

Lahendong

1

40

0

Sibayak

0

2

0

Ulubelu

2

44

0

Project Development | Development Project

1

29

0

Keselamatan dan Kesehatan Kerja (K3)

Occupational Health and Safety (OHS)

Sejalan dengan visi Perusahaan, menjadi perusahaan panas bumi kelas dunia pada tahun 2025, kami berkomitmen melaksanakan kegiatan operasional dengan menerapkan standar tinggi terhadap pengelolaan aspek keselamatan dan kesehatan kerja dan lindungan lingkungan, serta pengamanan pengelolaan aspek K3LL menjadi prioritas dalam pelaksanaan pekerjaan sesuai Kebijakan K3LL dan pengamanan Perusahaan, perencanaan, pengelolaan, dan pengawasan aspek K3LL dikoordinasikan oleh Fungsi Health, Safety, Security and Environmental (HSSE) yang pimpin oleh Head of HSSE. Meskipun demikian, pengelolaan aspek HSSE pada dasarnya merupakan tanggung jawab semua pihak yang terlibat dalam pekerjaan di Perusahaan. [G4-42]

In line with the vision, which is to be the world-class geothermal company in 2025, we state our commitment to perform a high standard operational activities towards work safety, health and environment protection management, as well as to prioritize the aspect of HSSE safety management in each job implementation. Corresponding to HSSE Policy and the Company’s safety measures, the planning, management, and supervision of HSSE aspect is coordinated by the Department of Health, Safety, Security and Environmental (HSSE), which spearheaded by Head of HSSE. Nevertheless, the management of HSSE aspect is still in fact a responsibility of all parties involved in the job. [G4-42]

Fungsi HSSE dibentuk pada setiap unit operasi, baik di kantor pusat, area maupun proyek. Perusahaan juga mengharuskan mitra kerja termasuk kontraktor, tamu perusahaan, dan stakeholder terkait untuk mematuhi setiap peraturan dan kebijakan Perusahaan dalam pengelolaan aspek K3LL yang berlaku di WKP Perusahaan.

The Department of HSSE is established in each operation unit, head office, area or project. Also, the Company requires work partners including contractors, company’s guest, and related stakeholders to comply with each aspect in HSSE that prevails within the Company’s working area.

Perusahaan mengharuskan mitra kerja termasuk kontraktor, tamu perusahaan, dan pemangku kepentingan terkait untuk mematuhi setiap peraturan dan kebijakan Perusahaan dalam pengelolaan aspek K3LL yang berlaku di WKP Perusahaan The Company requires work partners, including contractors, company’s guest, and related stakeholders to comply with each aspect in K3LL that prevails within the Company’s working area


275





Kebijakan dan sasaran K3LL serta pengamanan Perusahaan meliputi 6 poin sebagai berikut:

The policy and target of HSSE and Company’s safety measures include 6 of below points:

1. Mengoptimalkan kualitas dan kuantitas pasokan uap dan listrik sesuai komitmen kepada pelanggan dengan mengutamakan aspek K3LL dan pengamanan Perusahaan dalam melaksanakan aktivitasnya. 2. Mengurangi risiko serendah mungkin untuk mencegah insiden melalui identifikasi, evaluasi, pengendalian dan pemantauan terhadap potensi bahaya dan ancaman. 3. Mematuhi peraturan perundangan K3LL dan pengamanan Perusahaan, membina hubungan baik dengan stakeholders, serta menggunakan teknologi tepat guna sesuai standar. 4. Menjadikan kinerja K3LL dan pengamanan Perusahaan dalam penilaian dan penghargaan terhadap seluruh pekerja. 5. Meningkatkan kesadaran dan kompetensi pekerja agar mampu melaksanakan pekerjaan secara benar, aman, dan berwawasan lingkungan. 6. Menerapkan konservasi sumber daya alam dan pemanfaatan energi yang efisien dan efektif.

1. Optimizing the quality and quantity of steam and electricity supply as per its commitment to customers by putting forward the HSSE aspect and Company’s safety measures in implementing its activities. 2. Reducing the risk as low as it could to prevent incidents through a process of identification, evaluation, controlling and monitoring to each potential danger and hazard. 3. Complying the HSSE legislation and Company’s safety measures, developing good relationship with stakeholders, and employing efficient technology as per standards. 4. Enacting the performance of HSSE and Company’s safety measures in giving assessment and rewards to all employees.

Pelaksanaan dan penaatan kebijakan ini dilakukan semua pekerja dan mitra kerja yang berada dalam pengendalian Perusahaan.

The implementation and conformation of this policy are applied by the employees and business partners, which under the management of the Company.

Guna mendukung penerapan standar tinggi pengelolaan aspek K3LL dan pengamanan, Perusahaan telah melaksanakan sistem manajemen yang telah disertifikasi oleh pihak berwenang, diantaranya:

In support of implementing high standard HSSE aspect management and safety measures, the Company has applied management system that has been certified by authorities, among of which:

1. Sistem Manajemen terintegrasi (ISO 14001, OHSAS 18001, dan ISO 9001) untuk Area Kamojang. 2. OHSAS 18001 untuk Sistem Manajemen K3 di Area Kamojang dan Area Lahendong. 3. ISO 14001 untuk Sistem Manajemen Lingkungan di Area Lahendong dan Area Ulubelu. 4. Sistem Manajemen Pengamanan Perusahaan di Area Kamojang dan Area Lahendong.

1. Integrated Management System (ISO 14001, OHSAS 18001, and ISO 9001) 2. OHSAS 18001 for OHS Management System in Kamojang Area and Lahendong Area. 3. ISO 14001 for Environment Management System in Lahendong Area and Ulubelu Area. 4. Management System of Company’s Safety Measures in Kamojang Area and Lahendong Area.

Pengelolaan aspek K3LL dan Pengamanan Perusahaan diterapkan di semua area maupun proyek Perusahaan sesuai Pedoman Sistem Manajemen K3LL maupun Sistem Manajemen Pengamanan yang telah dimiliki Perusahaan.

The HSSE aspect management and Company’s safety measures are set in all areas and projects of Company according to HSSE Management System Guidelines and Safety Management System owned by the Company.

276

5. Improving employees’ awareness and competency in order to conduct a proper, safe, and environmentally sound job. 6. Implementing natural resources conservation and efficient and effective energy consumption.






Perusahaan juga memberlakukan Contractor Safety Management System (CSMS), yang merupakan bagian dari mitigasi risiko aspek K3LL. Pengelolaan aspek K3LL dilakukan untuk menekan atau meniadakan insiden. Komitmen dan upaya peningkatan berkelanjutan dalam pengelolaan aspek HSSE Perusahaan dilakukan melalui peningkatan pengetahuan, pemahaman, dan kesadaran, serta kepedulian pekerja maupun kontraktor. CSMS digunakan sebagai alat untuk melakukan seleksi, evaluasi, dan pengawasan kinerja kontraktor. Selain itu, kami memastikan semua kontraktor yang akan bekerja di lingkungan Perusahaan mempunyai sistem manajemen K3LL dan Pengamanan serta memenuhi persyaratan K3LL dan Pengamanan pada setiap pelaksanaan pekerjaan.

A Contractor Safety Management System (CSMS) is also enforced to suppress or negate incidents through an enhancement in knowledge, understanding, and awareness, as well as care towards HSSE from all parties, including contractors. The system is utilized as a tool to select, evaluate, and monitor contractors’ performance. Aside from that, we ensure all contractors working within the environment of the Company to have HSSE management system and conforming to its prerequisites in each business.

Keterwakilan Pekerja Perusahaan memastikan setiap unit operasi mematuhi dan melaksanakan setiap aspek K3LL. Perusahaan memfasilitasi pekerja dengan peralatan kerja yang aman sesuai standar yang berlaku untuk menjamin keselamatan dan kesehatan pekerja. Kami juga memastikan peralatan dan instalasi yang digunakan telah memenuhi ketentuan K3LL dan melakukan inspeksi secara berkala.

Employees’ Representatives The Company confirms each operation unit to comply and conduct each aspect of HSSE, where employees are facilitated with safe tool and equipment applying to standards for their safety and health. We also have to make certain of each tool and installation has conformed to HSSE rudiments and undergone a periodical inspection.

Pada dasarnya pelaksanaan aspek K3LL merupakan komitmen bersama tim manajemen maupun seluruh pekerja Perusahaan, hal ini diperkuat dengan pembentukan tim implementasi Sistem Manajemen Perusahaan di Area. [G4-LA5]

The implementation of HSSE is not only the management’s responsibility, but also the involvement of employees through an establishment of implementation team of the Company’s Management System in Areas. [G4-LA5]

Tim Implementasi Sistem Manajemen K3LL Membership of K3LL Joint Committee Unit Bisnis Business Unit

Jumlah Anggota (Orang) Total Members (People)

AREA Kamojang

21

Ulubelu

16

Lahendong

20


277





Insiden dan Kecelakaan Kerja Selama tahun 2015, Perusahaan mencatat terjadi 5 kejadian yang dikategorikan Recordable Incident dan 16 kejadian yang dikategorikan Non Recordable Incident. Namun demikian, tidak ada insiden yang bersifat fatal (kematian). Pengklasifikasian ini sesuai Pedoman Petunjuk Teknis Pelaksanaan Klasifikasi Insiden “TRIR” No. A-002-D00000-2013, pedoman TRIR Performance mengacu pada OSHA Log 300.

Incidents and Occupational Hazards Throughout 2015, the Company logged 5 incidents categorized as Recordable Incident and 16 incidents categorized as NonRecordable Incident. However, there was no incident that could be considered as fatal (death). This particular classification is according to the Technical Guidelines for the Implementation of Incident Classification “TRIR” Number A-002-D00000-2013, a guideline of TRIR Performance corresponding to OSHA Log 300.

Nilai TRIR (Total Recordable Incident Rate) tahun 2015 mengalami penurunan dibandingkan tahun sebelumnya, yaitu sebesar 0,36 (berdasarkan jumlah kejadian Recordable Incident dan jumlah jam kerja aman Perusahaan tahun 2015 yang mencapai 14.025.428 jam). [G4-LA6, G4-OG13]

The value of TRIR (Total Recordable Incident Rate) in 2015 has declined compared to the previous year, which was 0.36 (based on total Recordable Incident and total of safe working hours in 2015 that amounted to 14,025,428 hours). [G4-LA6, G4-OG13]

Target dan Jumlah TRIR Target and Total of TRIR Uraian | Description

2015

2014

2013

Target

0.9

0.51

0.64

Realisasi | Realization

0.36

0.51

0.18

Statistik Kecelakaan Kerja Statistic of Occupational Hazard Uraian | Description

Satuan | Unit

2015

2014

Pekerja Laki-laki Male Employees

Pekerja Perempuan Female Employees

Pekerja Laki-laki Male Employees

Pekerja Perempuan Female Employees

Fatalities

Kejadian | Incident

0

0

0

0

Day Away From Work Cases (DAFW)

Kejadian | Incident

2

0

0

0

Restricted Work Days Cases (RWD)

Kejadian | Incident

0

0

1

0

Medical Treatment

Kejadian | Incident

3

0

3

0

First Aid

Kejadian | Incident

4

0

3

0

Total

Kejadian | Incident

278


9

7





Total Recordable Incident Rate Uraian | Description

2015

2014

0

0

Kamojang

1

1

Ulubelu

0

0

Lahendong

1

0.

Sibayak

0

0

Lumut Balai

1

1

Hululais

2

0

Karaha

0

1

Kerinci – Sungai Penuh

0

1

Kantor Pusat | Head Office Area | Area

Proyek | Project


279





Kesehatan Kerja dan Kesehatan Pekerja Perusahaan menyediakan fasilitas kesehatan dan layanan kesehatan, untuk mendukung kesehatan lingkungan kerja dan kesehatan para pekerja. Keberadaan fasilitas kesehatan dan layanan kesehatan, menjadikan kesehatan para pekerja dapat terpantau, sehingga ancaman penyakit akibat kerja maupun penyakit lainnya bisa diketahui lebih awal. [G4-LA8]

Work Health and Employees’ Health The Company provides health facilities along with its services to support working environment health and employees’ health status. With the related services, employees’ health performance is able to monitored, so that any work-related illnesses or other diseases could be detected earlier. [G4-LA8]

Fasilitas kesehatan dan layanan kesehatan yang disediakan Perusahaan berupa fasilitas klinik medis, ambulance, dan tenaga medis (dokter dan paramedis) di setiap area maupun proyek. Fasilitas dan layanan kesehatan yang disediakan ini berdasarkan kerja sama antara Perusahaan dan Pertamedika yang sekaligus bekerja sama dengan rumah sakit rujukan terdekat. Selain itu, untuk mitra kerja/ kontraktor, seperti pekerjaan EPCC (Engineering, Procurement, Construction, and Commisioning) dan Pemboran, kontraktor juga diwajibkan menyediakan klinik medis beserta sarana dan tenaga medisnya. Hal ini telah tercakup dalam kontrak kerja sama antara Perusahaan dengan kontraktor tersebut.

Such health facilities and services are available in the form of medical clinic facility, ambulance, and medical personnel (doctor and paramedic) in each area and project. The coordination of these facilities is organized based on cooperation between the Company and Pertamedika, which simultaneously joined with the nearest referred hospital. As for work partners/contractors, in EPCC (Engineering, Procurement, Construction, and Commissioning), and Drilling, they are also obligated to afford a medical clinic along with its facilities and personnels. These attributes are stated in the cooperation agreement between Company and contractor.

280






Selama tahun 2015, relatif tidak ada penyakit akibat kerja (PAK) yang berdampak besar terhadap kesehatan pekerja maupun mitra kerja yang berpotensi mengganggu produktivitas pekerja yang bersangkutan.

In 2015, there was relatively zero work-related illnesses (PAK), which might impact the health of employees and work partners that could potentially disrupt the related employees’ productivity.

Pekerja Berisiko Tinggi Perusahaan memberikan perhatian kepada pekerja dengan risiko tinggi terhadap kecelakaan kerja. Selain melengkapi fasilitas alat pelindung diri (APD) dan fasilitas kesehatan, Perusahaan juga memiliki program-program lain: [G4-LA7]

High Risk Employees High risk employees have the attention of the Company especially related to occupational hazard. Aside complementing personal protective equipment (PPE) and health facilities, the Company also have other programs: [G4-LA7]

• Management Walk Through • Grand Safety Meeting secara berkala • Hygiene Inspection (Food Hygiene maupun Camp Hygiene) secara berkala di lokasi bor / EPCC • Medical Check up mitra kerja oleh kontraktor • Fogging

• • •

Ketentuan K3 Dalam PKB Komitmen Perusahaan untuk mematuhi dan melaksanakan K3LL, juga diwujudkan dengan mencantumkan topik-topik K3LL dalam Perjanjian Kerja Bersama (PKB) antara Perusahaan dan Serikat Pekerja Pertamina Geothermal Energy. Topiktopik dimaksud meliputi perlindungan keselamatan kerja dan ketersediaan alat pelindung diri (APD), perlengkapan kerja, pemberian jaminan pengobatan bagi pekerja korban kecelakaan kerja, serta penjaminan pemeliharaan kesehatan pekerja. [G4-LA8]

OHS Provisions in CLA The Company’s commitment to comply and conduct KHSSE is also realized by including HSSE topics in Collective Labor Agreement (CLA). Such topics are work safety protection and personal protective equipment (PPE), work equipment, medical insurance administration for employees with occupational hazard, as well as health care insurance. [G4-LA8]

Ketentuan mengenai K3LL juga tercantum dalam aturan Pedoman Perusahaan No. A-004/PGE600/2015-S0 tentang Sistem Manajemen Perusahaan.

Stipulation concerning HSSE also stated in the Articles of Association Number A-004/PGE600/2015-S0 on the Company’s Management System.

• •

Management Walk Through Periodical Grand Safety Meeting Periodical Hygiene Inspection (Food Hygiene and Camp Hygiene) in drilling/EPCC location Medical Check Up for work partners by contractor Fogging

Ketentuan K3 dalam PKB OHS Provisions in CLA Topik K3 | Topic of K3

Pasal Dalam PKB | Article in CLA

Aturan Lain | Other Regulations

Jaminan perlindungan, keselamatan dan kesehatan pekerja Employees’ protection, safety and health insurance

Pasal 38 (aspek umum) Article 38 (general aspect)

Undang-undang No. 13 Tahun 2003 tentang Ketenagakerjaan Law Number 13 Year 2003 concerning Employment

Pasal 39 (keselamatan pekerja) Article 39 (work safety) Pasal 40 (perlengkapan kerja) Article 40 (work equipment) Pasal 41 (kecelakaan kerja) Article 41 (occupational hazard)


281

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Sosial Dan Kemasyarakatan Implementing Social and Environment Responsibility In Social and Community

MENUJU SEJAHTERA BERSAMA Prosperity In Unison

Perusahaan turut berkontribusi pada usaha bersama untuk meningkatkan kesejahteraan masyarakat. Hal ini diwujudkan melalui pelaksanaan tanggung jawab sosial dan lingkungan (corporate social responsibility atau CSR), yang memberikan manfaat bagi masyarakat di sekitar lokasi Perusahaan berkegiatan. Seiring dengan pertumbuhan Perusahaan, realisasi dana CSR untuk membiayai pelaksanaan berbagai program dan kegiatan juga mengalami peningkatan. Total realisasi dana CSR pada tahun 2015 mencapai Rp13 miliar mengalami penurunan 63% dibanding tahun 2014 sebesar lebih dari Rp35 miliar. Program CSR ditujukan untuk memberikan manfaat yang berkelanjutan bagi masyarakat di sekitar lokasi Perusahaan berkegiatan dan pelestarian lingkungan. Pelaksanaan program CSR mengacu pada tata kerja organisasi yang menjadi pedoman dalam menjalankan program-program CSR, yaitu Tata Kerja Organisasi Pemetaan dan Pelaksanaan CSR Nomor B-001/PGE510/2013-S0.

The Company contributes to a common endeavor in improving community’s welfare through corporate social responsibility or CSR, which introduces benefits to community surrounding the Company’s locations. Concomitantly with the Company’s growth, the realization of CSR fund in financing several programs and activities also improved. Total realization of CSR fund in 2015 reached Rp13 billion, declining by 63% compared to 2014, which was more than Rp35 billion. CSR program means to introduce sustainable benefits for community surrounding the Company’s locations and environment preservation. Its implementation refers to the organization governance, which accepted as guidelines in activating CSR programs, namely Administration of Organization on CSR Mapping and Implementation Number B-001/PGE51/2013-S0.

282



283





Pelibatan Masyarakat Lokal [G4-SO1, G4-SO2]

Involvement of Local Community [G4-SO1, G4-SO2]

Kesungguhan Perusahaan memberikan kontribusi terhadap masyarakat lokal, yakni mereka yang berada di sekitar lokasi Perusahaan berkegiatan, sudah diwujudkan sedari awal. Setiap proyek pengembangan panas bumi yang dikerjakan, telah dilengkapi AMDAL/ UKL-UPL sesuai ketentuan yang berlaku, yang didalamnya menyertakan juga mengenai potensi dampak dan pengelolaan aspek sosial.

The determination of the Company in contributing to local community, those who reside within the Company’s locations, has been exemplified from the go. Each accomplished geothermal development project has been complemented with Environmental Impact Assessment document, of which the content is enclosed with analysis on potential social impact.

284






Area

Dokumen AMDAL | AMDAL Document

Dokumen Lainnya | Other Documents

Kamojang

Kepmen LH No. 241 Tahun 2012 Decree of Minister of Environment Number 241 Year 2012

SK Gubernur No. 660.1/2761/I/2005 Governor Decree Number 660.1/2761/I/2005

Izin Lingkungan tentang Pengembangan Lapangan Uap Panas Bumi dan PLTP Unit V (30 MW) dan Unit VI (60 MW) Kamojang serta Jaringan Transmisi SUTT 150 KV di Kabupaten Bandung dan Kabupaten Garut Provinsi Jawa Barat serta PLTP 3 MW

Surat Kelayakan Lingkungan tentang Penilaian Studi Kaji Ulang ANDAL serta RKL dan RPL Pengembangan Lapangan Kamojang 300 MW di Kabupaten Bandung dan Garut

Environmental Permit on Geothermal Steam Field Development and PLTP Unit V (30 MW) and Unit VI (60 MW) in Kamojang; and Transmission Network of SUTT with 150 KV in Bandung Regency and Garut Regency, West Java and geothermal power plant 3 MW

Letter of Environmental Feasibility on Re-Examination Assessment of ANDAL as well as RKL and RPL of Field Development in Kamojang with 300 MW in Bandung and Garut Regency

Ulubelu

Kepmen LH No. 02.09.06 Tahun 2014 Decree of Minister of Environment Number 02.09.06 Year 2014 Kegiatan Lapangan Uap Panas Bumi dan Pusat Listrik Tenaga Panas Bumi Proyek Geothermal Ulubelu - Lampung, di Kabupaten Tanggamus - Lampung oleh PT Pertamina Geothermal Energy Geothermal Steam Field Activity and Geothermal Power Plant of UlubeluLampung Geothermal Project, Lampung, Tanggamus Regency, Lampung by PT Pertamina Geothermal Energy

Lahendong

• AMDAL Pengembangan Lapangan Panas Bumi Lahendong Izin Lingkungan Pembangunan PLTP Skala Kecil SULUT untuk Lahendong Unit I (No. 2974/0115/SJ.R/92)UKL/UPL 2 x 5 MW (belum dikembangkan) Pengembangan Area Geothermal Lahendong 2x20 MW (unit II dan III) (No. 660/BPDL/14/II/03 • UKL/UPL Proyek Pengembangan Geothermal Pangolombian 20-40 MW di Kelurahan Pangolombian dan Tondangow Kota Tomohon Prov. SULUT (unit III dan IV) (No. 660/452/HUT-LH/XI/2005) • UKL/ UPL UKL UPL Total project Area Panas Bumi dan Pembangunan PLTP Unit V & Unit 6 (No. No 660/BLH/44.b/IV/2010) • AMDAL of Lahendong North Sulawesi Geothermal Field Development for Lahendong Unit I (Number 2974/0115/SJ.R/92) UKL/UPL of Lahendong Geothermal Area Development with 2x20 MW (Unit II and III) (Number 660/BPDL/14/II/03) • UKP/UPL of Pangolombian Geothermal Development Project with 2040 MW in Pangolombian and Tondangow Village, Tomohon City, North Sulawesi (Unit II and IV) (Number 660/452/HUT-LH/XI/2005) • UKL/UPL of Total Geothermal Area project and Development of PLTP Unit V & VI (Number 660/BLH/44.b/IV/2010)

Sibayak

Environmental Permit of Small Scale PLTP Development with 2x5 MW (not yet developed)

No. 977/0115/S.jT/1996 Number 670/269/LH/2015 Studi AMDAL Kegiatan Pengembangan Panas Bumi Lapangan Panas Bumi Sibayak - Sumatera Utara

Izin Lingkungan Kegiatan Pembangunan Pembangkit Listrik Tenaga Panas Bumi (PLTP) 2 x 5 MW oleh PT Pertamina Geothermal Energy Area Sibayak Berastagi (Belum dikembangkan)

AMDAL Study on Geothermal Development Activity in Sibayak – North Sumatera Geothermal Field

Environmental Permit of Geothermal Power Plant Development (PLTP) with 2x5 MW by PT Pertamina Geothermal Energy in Sibayak Berastagi Area (not yet developed)


285





Identifikasi potensi dampak negatif maupun dampak positif telah dianalisis pada setiap dokumen lingkungan yang dimiliki (AMDAL maupun UKL – UPL), seperti potensi pencemaran air, pencemaran udara, pencemaran tanah, persepsi negatif dari masyarakat, dan lainnya, juga potensi dampak positif, seperti peningkatan perekonomian, penerimaan tenaga kerja, dan lainnya. Perusahaan secara konsisten melakukan pengelolaan dan pemantauan setiap aspek lingkungan maupun sosial sesuai matriks Rencana Pengelolaan Lingkungan (RKL) maupun Rencana Pemantauan Lingkungan (RPL) pada setiap tahapan kegiatan, mulai pra konstruksi, konstruksi, operasi, hingga pasca operasi. Implementasi RKL – RPL ini dilaporkan secara berkala ke instansi terkait.

Indication of potential negative and positive impacts has been analyzed in each existing environmental document (AMDAL or UKL-UPL), such as potential pollution in water, air, land, and community’s negative perception; as well as economic improvement, recruitment, and alike. The Company consistently manages and monitors each environment and social aspect as per Environmental Management Plan (RKL) and Environmental Monitoring Plan (RPL) matrix in each activity stage, starting from pre-construction, construction, operation up to post-operation. This implementation is reported periodically to related institution.

Pada tahun 2015, Perusahaan juga melaksanakan pemetaan sosial pada Area Lahendong dan Area Ulubelu, untuk memastikan efektifitas program-progam CSR telah sesuai dengan kebutuhan masyarakat setempat. Pemetaan sosial dilakukan bekerja sama dengan konsultan independen.

In 2015, the Company also administered social mapping in Lahendong Area and Ulubelu Area to ensure the effectivity of CSR programs has been aligned with local community requirements. The social mapping was collaboratively conducted with an independent consultant.

Dari pemetaan sosial yang dilaksanakan diperoleh beberapa catatan penting terkait pelaksanaan program CSR Area Lahendong yang dilaksanakan Perusahaan:

Deriving from the developed social mapping, there are several important information related to the Company’s CSR program in Lahendong Area, which are as follow:

1. Program pengembangan pertanian melalui diversifikasi buah tomat menjadi saos tomat. 2. Pengembangan padi organik melalui metode system of rice intensification (SRI) 3. Pengelolaan pupuk kandang organik dari kotoran sapi, kuda dan unggas. 4. Pengembangan ilmu pengetahuan melalui sosialisasi pemahaman tentang keberadaan Perusahaan 5. Pengembangan kapasitas pariwisata melalui pacuan kuda, program ini merupakan program pengembangan pariwisata.

1. Agriculture development program through tomato diversification into tomato ketchup. 2. Organic rice development through system of rice intensification (SRI) method 3. Management of organic fertilizer from cow, horse, and fowl manure. 4. Development of science through the socialization of understanding concerning the presence of the Company. 5. Development of tourism capacity through horse racing, this program is a tourism development program.

Mekanisme Pengaduan

Complaints Mechanism

Perusahaan memiliki mekanisme bagi pemangku kepentingan termasuk masyarakat lokal, untuk menyampaikan pengaduan maupun berbagai hal lain. Penanganan pengaduan dari masyarakat lokal ditangani Fungsi Government and Public Relation di masing-masing wilayah kerja. [G4-SO11]

The Company operates a mechanism that is vital to stakeholders including local community in delivering complaints and other issues. At head office, complaints handling from local community are controlled by the Government and Public Relation Function in each working area. [G4-SO11]

Selama tahun 2015, Perusahaan menerima beberapa pengaduan dari masyarakat lokal. Sebagian besar pengaduan tersebut telah ditindakanjuti, sehingga tidak sampai mengganggu kegiatan operasional Perusahaan.

Throughout 2015, there had been several complaints received from the local community, which in majority had been investigated, so that it would not disrupt the Company’s operational activities.

286



Area



Jumlah Keluhan Diterima Total Received Complaints


Jumlah Keluhan Diselesaikan Keterangan Total Settled Complaints Description

Kamojang

0

0

-

Lahendong

6

5

Terdapat penanganan 1 keluhan secara bertahap hingga 2016. There was 1 complaint discovered gradually in 2016.

Sibayak

0

0

-

Ulubelu

1

1

-

Beberapa pengaduan penting yang diterima Perusahaan, di antaranya adanya kerusakan tanaman akibat kegiatan operasional. Untuk menanggapi hal ini, maka Perusahaan membantu pemeliharaan dan perbaikan tanaman.

Several significant reports received by the Company include plant damage due to operational activities. To respond to the matter, the Company assists in plant maintenance and repair.

Pengelolaan Dampak Ekonomi Tidak Langsung

Management of Indirect Economic Impacts

[G4-EC7, G4-EC8]

EC7, G4-EC8]

Kegiatan Perusahaan dalam bidang panas bumi, membuat jumlah pekerja yang direkrut dari masyarakat setempat sebagai bentuk manfaat langsung dari keberadaan Perusahaan, menjadi sangat terbatas. Untuk itu, Perusahaan secara berkesinambungan melaksanakan program-program CSR guna memberdayakan dan meningkatkan kesejahteraan masyarakat setempat, sehingga mereka secara tidak langsung tetap dapat merasakan manfaat dari keberadaan Perusahaan.

Geothermal activities have made recruitment of local community the direct benefit out of the Company’s existence, which becoming more limited. Therefore, Company is continuously executing CSR programs in order to empower and improve the welfare of local community, so that they will still affected by indirect benefit transpired by the Company.

Salah satu bentuk program CSR yang diselenggarakan Perusahaan adalah kegiatan pembangunan infrastruktur, yang merupakan bagian dari bidang kegiatan infrastruktur, pemberdayaan ekonomi dan manajemen bencana. Selama tahun 2015, Perusahaan telah membantu pembangunan beberapa infrastruktur.

As part of the Company’s plan in infrastructure, economic empowerment and disaster management, infrastructure is incorporated in one of its CSR programs. In 2015, the Company managed to support several infrastructure developments.


[G4-

287





Pembangunan Jalan Akses Ulubelu PT Pertamina Geothermal Energy Area Ulubelu kembali membangun dan memperbaiki jalan utama sebagai askes transportasi sepanjang 16 KM. Pembangunan jalan dilakukan mulai dari jalan ujung Pekon Gunung Megang dan Simpang Muara Dua, Kecamatan Ulubelu, Kabupaten Tanggamus, Provinsi Lampung. Pembangunan jalan tersebut merupakan bentuk kerja sama Perusahaan dengan Komando Daerah Militer II/Sriwijaya.

Ulubelu’s Access Road Construction PT Pertamina Geothermal Energy rebuilt and restored its main road in Ulubelu Area as a transportation access as far as 16 KM. The construction started from the end of Pekon Gunung Megang and Simpang Muara Dua, Ulubelu Sub-District, Tanggamus Regency, Lampung. It is an effect of cooperation between the Company and Military Regional Command II/ Sriwijaya.

Dengan pembangunan jalan akses Ulubelu, Perusahaan berharap dapat membantu masyarakat dalam menggerakan roda perekonomian. Selain itu, masyarakat bisa lancar beraktivitas seperti biasanya dengan 38.000 penduduk yang tersebar di 16 pekon. Selain itu, masyarakat senantiasa dalam menjaga dan memelihara jalan akses Ulubelu.

Having the access road development, the Company expects to meet its expectations in aiding the community in moving their economic wheel. Other than that, they will be able to perform activities as usual with other 38,000 populations spread in 16 administrative regions. Furthermore, they have the opportunity to maintain and preserve the access road.

288




Unit Operasional dan Pembangunan Infrastruktur Operational Unit and Infrastructre Development



Sifat Dampak Pada Komunitas dan Ekonomi Lokal Nature of Business Impacts to Local Community and Economy

Area Kamojang | Kamojang Area Proyek Infrastruktur: Pengembangan Pusat Konservasi Elang Kamojang Lokasi: Kecamatan Samarang, Kabupaten Garut

Bantuan & Pendampingan Support & Accompaniment

Infrastructure Project: Development of Kamojang Eagle Conservation Center Location: Samarang District, Garut Regency

Dampak pada komunitas lokal: Pengembangan Pusat Konservasi Elang terbesar di Nusantara, pembentukan kesadaran mengenai penyelamatan satwa langka Elang kepada masyarakat, mengembangkan institusi konservasi elang di daerah Ring 1 Area Kamojang, dan pengembangan kelompok masyarakat penyedia pakan elang Impact to local community: Development of the largest Eagle Conservation Center across the country, establishment of awareness on the rescue of a rare special of eagle to the community, establishment of eagle conservation institution within the area of Ring 1 of Kamojang Area, and development of community group of eagle feed. Dampak pada ekonomi lokal: Pengembangan lembaga ekonomi lokal penyediaan pakan elang sebagai sumber pendapatan tambahan bagi rumah tangga Impact to local economy: Development of local economy institution on eagle feed as an additional income for households.

Proyek Infrastruktur: Bank Sampah Mekarwangi Lokasi: Desa Mekarwangi, Kecamatan Ibun, Kabupaten Bandung

Bantuan & Pendampingan Support & Accompaniment

Infrastructure project: Mekarwangi Waste Bank Location: Mekarwangi Village, Ibun District, Bandung Regency

Dampak pada komunitas lokal: Terbentuknya sistem pengelolaan sampah terpadu berbasis pemberdayaan masyarakat dan terbentuknya kelompok Bank Sampah sebagai pengelola bank sampah secara mandiri Impact to local community: Establishment of community empowerment-based integrated waste management system and Waste Bank group as independent agent for waste management Dampak pada ekonomi lokal: Peningkatan pendapatan tambahan dengan sistem diversifikasi penanganan timbulan sampah rumah tangga Impact to local economy: Increase of additional income utilizing diversification system of households' solid waste.

Area Lahendong | Lahendong Area Proyek Infrastruktur: Bantuan pembuatan pagar Balai Desa Lokasi: Kelurahan Tondangow Infrastructure Project: Assistance in fencing for Village Office Location: Tondangow Urban Village

Bantuan Support

Dampak pada komunitas lokal: Meningkatkan citra pemerintah desa dan Perusahaan yang turut dirasakan masyarakat dengan adanya perbaikan infrastruktur pemerintah desa yang lebih bagus. Impact to local community: Increase the image of Village Government and the Company, to which similarly experienced by the community with the improvement of the Village Government infrastructure. Dampak pada ekonomi lokal: Memungkinkan pengalokasian anggaran desa kepada hal-hal lain untuk kepentingan masyarakat setempat. Selain itu dapat menciptakan lapangan kerja pada saat pelaksanaan perbaikan walaupun sifatnya sesaat dan terbatas. Impact to local economy: Enabling village's budget allocation to other matters for the interests of local community. Moreover, it can create vocational opportunities during the renovation process although it is temporary and limited.


289





Unit Operasional dan Pembangunan Infrastruktur Operational Unit and Infrastructre Development

Sifat Dampak Pada Komunitas dan Ekonomi Lokal Nature of Business Impacts to Local Community and Economy

Proyek Infrastruktur: Bantuan untuk kebutuhan dan pembangunan Gereja Lokasi: • Desa Pinabetengan • Kelurahan Uluindano, Tomohon. • Desa Tonsewer, Kecamatan Tompaso • Desa Pineleng Dua • Kelurahan Lahendong • Malalayang • Desa Sonder

Bantuan Support

Dampak pada komunitas lokal: Bertambahnya kenyamanan Jemaat Gereja dalam melaksanakan Ibadah dikarenakan kondisi rumah ibadah yang lebih baik. Impact to local community: Increasing the level of comfort for church's congregation in performing its worship due to the improved condition. Dampak pada ekonomi lokal: Memungkinkan pengalokasian anggaran Gereja kepada hal-hal lain untuk kepentingan jemaat setempat seperti bantuan kepada jemaat yang sakit, kedukaan dsb. Dan juga menciptakan lapangan kerja pada saat pelaksanaan perbaikan walaupun sifatnya sesaat dan terbatas. Impact to local economy: Enabling budget allocation on Church for other matters in the interest of local congregation, such as support for the ill, for the mourn, and so on. Additionally, it created vocational opportunities at the time of construction although it was temporary and limited.

Infrastructure Project: Support to supply needs in regards to church construction • Location: • Pinabetengan Village • Uluindano Urban Village, Tomohon. • Tonsewer Village, Tompaso District • Pineleng Dua Village • Lahendong District • Malalayang • Sonder Village Area Ulubelu | Ulubelu Area Proyek Infrastruktur: Pembangunan Jalan Raya Hotmix Sepanjang 16 KM Pada Tahun 2014 Lokasi: Desa Gunung Megang Kec. Pulau Panggung sampai dengan Desa Muara Dua Kecamatan Ulubelu, Kabupaten Tanggamus

Infrastruktur Infrastructure

Infrastructure Project: Construction of Hotmix Highway in the length of 16 KM in 2014 Location: Gunung Megang Village, Pulau Panggung District up to Muara Dua Village, Ulubelu District, Tanggamus Regency Proyek Infrastruktur: Pembangunan Jalan Raya Hotmix Sepanjang 4 KM Pada Tahun 2015 Lokasi: Desa Muara Dua sampai dengan Desa Ngarip Kecamatan Ulubelu, Kabupaten Tanggamus Infrastructure project: Construction of Hotmix Highway in the length of 4KM in 2015 Location: Muara Dua Village up to Ngarip Village, Ulubelu District, Tanggamus Regency

Dampak pada komunitas lokal: Peningkatan akses jalan utama Ulubelu sehingga mempermudah komunitas kelompok petani kecamatan Ulubelu untuk menjual hasil perkebunan. Impact to local community: Improvement of main road access in Ulubelu in order to facilitate farmers community located in Ulubelu District in selling their produce. Dampak pada ekonomi lokal: Mempermudah akses transportasi barang dan jasa sehingga meningkatkan pendapatan masyarakat Impact to local economy: Facilitate access of transporting goods and services in order to escalate the community's income.

Bantuan Support

Dampak pada komunitas lokal: Munculnya pool sayuran, ikan dan pisang di Desa Ngarip sebanyak 4 tempat (sebelumnya dikirimkan ke Desa Gunung Tiga dan hanya setiap seminggu sekali), Potensi baru kayu manis masyarakat Ngarip mulai dibeli oleh masyarakat luar Ulubelu, munculnya usaha jual beli karena ada potensi wisata Impact to local community: Establishment of pools of vegetables, fish and bananas in Ngarip Village in 4 locations (previously was only distributed to Gunung Tiga Village in once a week), a potential saleable of new variety of cinnamon outside Ulubelu community, emergence of sales and purchase business due to tourism. Dampak pada ekonomi lokal: Mempermudah akses transportasi barang dan jasa sehingga meningkatkan pendapatan masyarakat Impact to local economy: Facilitate access of transporting goods and services in order to escalate the community's income.

290






Penyaluran Dana CSR [G4-EC8]

Distribution of CSR Fund [G4-EC8]

Sesuai kebijakan Perusahaan, dana CSR disalurkan untuk 5 sektor kegiatan. Ke-5 sektor tersebut adalah pendidikan; kesehatan; lingkungan; infrastruktur dan manajemen bencana; pemberdayaan ekonomi.

Referring to the Company’s policy, CSR fund is distributed to 5 sectors, which are education, health, environment, infrastructure and disaster management, economic empowerment.

Penyaluran Dana CSR (Rp Juta) Distribution of CSR Fund (Million Rp) Sektor Kegiatan | Activity Sector

2015

2014

2013


1,091

1,486

2,866

Kesehatan | Health

1,256

3,511

823


1,878

1,100

1,355

Infrastruktur dan Manajemen Bencana | Infrastructure and Disaster Management

5,457

26,547

9,310

Pemberdayaan Ekonomi | Economic Empowerment

3,596

2,906

3,469

0

0

0

13,278

35,550

17,823

Seni Budaya dan Olahraga | Culture and Sport Total


291





Penyaluran Dana CSR Untuk Pendidikan Program CSR pada Bidang Pendidikan meliputi Program Green School di wilayah kegiatan Cerdas Bersama Pertamina berupa bantuan perlengkapan sekolah dan sarana fasilitas belajar di Area Lahendong, Sibayak, Proyek Karaha dan Kerinci (Sungai Penuh).

Distribution of CSR Fund for Education CSR Programs in Education include Green School Program at Cerdas Bersama Pertamina (Intelligent with Pertamina) activitity area in the form of school equipment assistance and means of learning facility at Lahendong area, Sibayak, Karaha Project and Kerinci (Sungai Penuh).

Penyaluran Dana CSR Untuk Kesehatan Program CSR pada bidang kesehatan meliputi Program SEHATI (Sehat dan Anak Tercinta dan Ibu) berupa peningkatan kualitas kader kesehatan, pemberian makanan tambahan untuk balita. Program tersebut dilaksanakan di Area Kamojang, Lahendong, Ulubelu, Sibayak, Proyek Karaha, Hululais, dan Kerinci.

Distribution of CSR Fund for Health CSR Programs in Health include SEHATI (Sehat dan Anak Tercinta dan Ibu – Healthy and Beloved Mother and Children) Program in the form of health officials quality improvement, the provision of supplementary diet for toddlers. The programs are implemented at Kamojang, Lahendong, Ulubelu, Sibayak, Karaha Project, Hululais, and Kerinci Areas.

Penyaluran Dana CSR Untuk Lingkungan Program CSR pada bidang lingkungan berupa Program Konservasi Elang Kamojang, pelestarian Flora Endemik di Area Kamojang. Program pembibitan pohon di Area Ulubelu. Program pembuatan pupuk organik, kompos dan pemanfaatan tanaman eceng gondok dan penanaman pohon di Area Lahendong.

Distribution of CSR Fund for Environment CSR Programs in Environment are in the forms of Kamojang Raptor Conservation Program, Endemic Plants Preservation in Kamojang Are, tree nursery program at Ulubelu Area, organic fertilizer program, compost and utilization of water hyacinth and tree planting at Lahendong Area.

Penyaluran Dana CSR Untuk Infrastruktur, Pemberdayaan Ekonomi dan Manajemen Bencana Program CSR bidang Pemberdayaan Ekonomi, meliputi Program Pengembangan Budidaya Jamur dengan Energi Panas Bumi di Area Kamojang, Program Budidaya Perikanan Air Tawar di Area Lahendong dan Proyek Lumutbalai dan Program Pemberdayaan pembuatan Cendramata bahan baku tempurung kelapa di Area Lahendong.

Distribution of CSR Fund for Infrastructure, Economic Empowerment and Disaster Management CSR Programs in Economic Empowerment include Mushroom Cultivation Development with Geothermal Energy Program at Kamojang Area, Freshwater Fish Farming Program at Lahendong Area and Lumutbalai Project and Souvenir Production with coconut shell base material Program at Lahendong Area.

Program Kemitraan dan Bina Lingkungan (PKBL) Bersama PT Pertamina (Persero) sebagai induk perusahaan, Perusahaan juga menyalurkan dana Program Kemitraan dan Bina Lingkungan (PKBL). Program Kemitraan adalah pemberian bantuan modal usaha kepada masyarakat setempat yang menjadi pelaku usaha mikro, kecil dan menengah (UMKM).

Partnership Program and Community Development (PKBL) Joined with PT Pertamina (Persero) as the holding company, the Company also distributed an amount of fund to Partnership Program and Community Development. The program means to provide a working capital assistance to local community, which involved in micro, small and medium enterprises (MSMEs).

Pada tahun 2015 tidak ada realisasi dana untuk Program Kemitraan atau PKBL yang terealisasi di Area ataupun Proyekproyek Perusahaan.

In 2015, there were no funds realization for Partnership Programs or realized PKBL at Company Areas or Projects.

292






/ Referensi Silang Peraturan Bapepam - LK No.X.K.6, Indeks Isi GRI, Suplemen Minyak & Gas, dan Kerangka Laporan Terintegrasi Cross Reference BAPEPAM - LK No.X.K.6 Regulation, GRI Content Index, Oil & Gas Sector Supplement, and Integrated Report Framework

Keterangan

Halaman

Umum | General Laporan tahunan wajib memuat | The Annual Report should contain a) Ikhtisar data keuangan penting | Summary of Key Financial Information

14-15

b) Laporan Dewan Komisaris | Report from the Board of Commissioners

26-31

c) Laporan Direksi | Report from the Board of Directors

40-47

d) Profil perusahaan | Company Profile

60-91

e) Analisis dan pembahasan manajemen | Management analysis and discussion

94-135

f) Tata kelola perusahaan | Corporate Governance

138-225

g) Tanggung jawab sosial perusahaan | Corporate social responsibilities

228-292

h) Laporan keuangan tahunan yang telah diaudit | Audited financial statements

303-366

i) Surat pernyataan tanggung jawab Dewan Komisaris dan Direksi atas kebenaran isi laporan tahunan | Statement that the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the annual report.

56-57

Dalam Bahasa Indonesia | In the Indonesian language

√

Pencantuman judul dan keterangan | Presented by mentioning the title and description

√

Mudah dibaca | Easy to read

√

Ikhtisar Data Keuangan Penting | Summary of Key Financial Information Ikhtisar Perbandingan Keuangan selama 3 tahun | Summary Financial Informations in Comparison Previous 3 year G4-9 G4-EC1 IR3

Skala Organisasi | Organizational Scale

14-15 14-15

Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan | Direct Economic Value Generated and Distributed Modal keuangan | Financial capital

260 14-15

Informasi mengenai saham setiap 2 triwulan | Information with shares issued for 2 quarter

17

Aksi Korporasi terhadap Saham | Corporate Actions towards Share

17

Perdagangan saham | Stock Trading

17

Tindakan penghentian perdagangan saham | Suspension Actions Stock Trading

17


293





Laporan kepada Pemegang Saham | Shareholder's Report Laporan Dewan Komisaris | The Board of Directors Report

26-31

Penilaian terhadap kinerja Direksi | Assessment on the performance of the Board of Directors

28-29

Pandangan atas prospek usaha perusahaan | View on the prospects of the company’s business

29-30

Perubahan komposisi anggota Dewan Komisaris dan alasan perubahan | Changes in the composition of the Board of Commissioners Komite-komite di bawah pengawasan Dewan Komisaris | Committee under the Board of Commissioners Laporan Direksi | The Board of Directors Report Kinerja perusahaan mencakup kebijakan strategis, perbandingan pencapaian dan target, serta kendala | The Company’s performance, i.e. strategic policies,comparison between achievement of results and targets, and challenges G4-1

Pernyataan dari Direksi | Statement from Board of Directors

Gambaran tentang prospek usaha | Business prospects G4-2

Uraian Dampak, Risiko dan Peluang | Description of Key Impacts, Risks, and Opportunities

Penerapan tata kelola perusahaan | Implementation of good corporate governance by the company Perubahan komposisi anggota Direksi dan alasan perubahannya | Changes in the composition of the Board of Directors

31 30-31 40-47 41-42

40 43-44 40-47 45-46 46

Profil Perusahaan | Company Profile 1

2

Nama, alamat, dan kontak perusahaan | Name, address, company's contact G4-3

Nama Organisasi | Name of The Organization

60

G4-5

Lokasi Kantor Pusat | Location of Headquarter

60

G4-6

Jumlah Negara Tempat Beroperasi | Number of Countries Operation

74

G4-7

Kepemilikan Saham dan Bentuk Hukum | Ownership and Legal Form

60-61

G4-10

Jumlah dan Komposisi Pegawai | Number and Composition of Employees

60

G4-31

Kontak | Contact

60

Riwayat singkat perusahaan | Brief history of the Company G4-13

3

60

Perubahan signifikan organisasi | Significant changes of organization

Kegiatan usaha perusahaan menurut Anggaran Dasar terakhir dan jenis produk | Line of business according to the latest Articles of Association, and types of products G4-4

Merek, Produk, dan Layanan Jasa | Primary Brands, Products and Services

G4-8

Pasar Terlayani | Markets Served

IR6

Model bisnis | Business Models

4

Struktur organisasi perusahaan dalam bentuk bagan, disertai nama dan jabatan | Structure of organization in chart form, with the names and titles

5

Visi dan misi perusahaan | Vision and mission of the Company G4-56

Nilai-nilai, Prinsip, dan Norma Organisasi | Organizational Values, Principles and Norms

62-65 74-75 68 68, 96, 124 68, 124 72-73 80-81 66 67

6

Profil Dewan Komisaris | The Board of Commissioners Profile

34-39

7

Profil Direksi | The Board of Directors Profile

50-55

294






8

Perubahan susunan Dewan Komisaris dan/atau Direksi | Changes in the composition of the Board of Commissioners and/or the Board of Directors

9

Jumlah karyawan dan deskripsi pengembangan kompetensinya | Number of employees and description of competence building

156, 168 82-87

G4-10

Jumlah dan Komposisi Pegawai | Number and Composition of Employees

G4-11

Pekerja Terlindungi Perjanjian Kerja Bersama (PKB) | Employees Covered by Collective Labor Agreements (CLA)

82-83

Rerata Jam Pelatihan Per Pegawai Per Tahun | Average of Training Hours per Year per Employee

85-87

G4-LA9

60, 82-84

10

Persentase kepemilikan pemegang saham | Percentage ownership's shareholders

88

11

Informasi mengenai pemegang saham utama dan pengendali perusahaan |Information on major shareholders and controlling Company

181

G4-7

Kepemilikan Saham dan Bentuk Hukum | Ownership and Legal Form

181

12

Nama entitas anak, perusahaan asosiasi, perusahaan ventura | Name of subsidiaries, associated companies, joint venture

13

Kronologis pencatatan saham dan perubahan jumlah saham | Chronology of share listing and changes in the number of shares

88

14

Kronologis pencatatan Efek lainnya dan peringkat Efek | Chronology of securities listing and rating of the securities

88

15

Nama dan alamat perusahaan pemeringkat | Name and address of the securities rating company

88

16

Nama dan alamat lembaga dan/atau profesi penunjang pasar modal | Name and address ofcapital market supporting institutions and/or professionals

91

G4-16 17

Keanggotaan pada Asosiasi | Memberships in Associations

Penghargaan dan sertifikasi yang diterima perusahaan | Awards and certifications bestowed on the company G4-15

89-90

Kepatuhan Pada Prinsip-prinsip dan Inisiatif Eksternal | Externally Charters, Principles, or Other Initiatives

91 18-21 20, 21

Analisa dan Pembahasan Manajemen | Management Analysis and Discussion 1

Tinjauan operasi per segmen operasi sesuai dengan jenis industri | Operational review per business segment, according to the type of industry Produksi, yang meliputi proses, kapasitas, dan perkembangannya | Production, including process, capacity, and growth G4-OG1

2

Volume dan Jenis Cadangan Terbukti Estimasi dan Produksi | Volume and Type of Estimated Proved Reserves and Production

97-104 97-104 15, 104, 122

Pendapatan | Income

105-109

Profitabilitas | Profitability

105-109

Analisis kinerja keuangan komprehensif dalam 2 (dua) tahun | Comprehensive financial performance analysis in 2 years Aset lancar, aset tidak lancar, dan total aset | Current assets, non-current assets, and total assets IR4

Modal manufaktur | Manufacture Capital

105-112 109-110 109-110

Liabilitas jangka pendek, liabilitas jangka panjang dan total liabilitas | Short-term liabilities, long-term liabilities, total liabilities

111

Ekuitas | Equity

112

Pendapatan, beban, laba (rugi), pendapatan komprehensif lain, dan total laba (rugi) komprehensif | Sales/ operating revenues, expenses and profit (loss), other comprehensive income, and total comprehensive profit (loss) Arus kas | Cash flows

105-109 113


295





3

Kemampuan membayar utang dalam rasio | The capacity to pay payable in ratios

114

4

Kolektibilitas piutang | Accounts receivable collectability

114

5

Kebijakan manajemen atas struktur permodalan | Management policies concerning capital structure

114

6

Bahasan mengenai ikatan yang material untuk investasi barang modal | Discussion on material ties for the investment capital

7

Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan | Material Information and facts that occurring after the date of the accountant’s report

8

Prospek usaha dari perusahaan dikaitkan dengan kondisi industri | Information on company prospects in connection with industry

115-118

9

Perbandingan antara target/proyeksi pada awal tahun buku | Comparison between target/projection at beginning of year

119-121

10

Target/proyeksi yang ingin dicapai untuk satu tahun mendatang | Target/projection at most for the next one year,

122-123

11

Aspek pemasaran atas produk dan jasa perusahaan | Marketing aspects of The Company’s products and services,

124-125

114-115 115

G4-PR6

Perkara Terkait Produk | Banned or Disputed Products

124

G4-PR7

Insiden Ketidakpatuhan Hukum Terkait Komunikasi Pemasaran | Incidents of Non-compliance with Regulations on Marketing Communication

124

G4-PR9

Sanksi Atas Ketidakpatuhan Pada Peraturan Produk dan Jasa | Fine or Sanctions Regarding Noncompliance with Regulations for Products and Services

124

12

Kebijakan dividen dan tanggal serta jumlah dividen per saham | Description regarding the dividend policy and the date and dividend per share

125-126

13

Realisasi penggunaan dana hasil penawaran umum | Use of proceeds from public offerings

14

Informasi transaksi material yang mengandung benturan kepentingan dan/atau transaksi dengan pihak afiliasi | Material information transactions with related parties and conflict of interest

127-129

15

Perubahan peraturan perundang-undangan yang berpengaruh signifikan | Changes in regulation which have significant effect on the company and impacts on the company

134-135

16

Perubahan kebijakan akuntansi, alasan dan dampaknya | Changes in the accounting policy, rationale and impact on the financial statement

126

135

Tata Kelola Perusahaan | Corporate Governance Dewan Komisaris | Board of Commissioners Uraian pelaksanaan tugas Dewan Komisaris | Description of the responsibility of the Board of Commissioners Pengungkapan prosedur, dasar penetapan, dan remunerasinya | Disclosure of the procedure and basis determining remuneration, and amount of remuneration for members of the Board of Commissioners

296

156-167 160-164 164-165, 180-181

G4-34

Struktur Tata Kelola | Governance Structure

G4-38

Komposisi Pejabat Tata Kelola | Governance Body Composition

G4-40

Nominasi dan Seleksi Pejabat Tata Kelola | Nomination and Selection Processes for Governance Body 153-155, 157-158, 169-170

G4-41

Pernyataan Tak Berbenturan Kepentingan | Process to Ensure Conflict of Interest are Avoided

G4-51

Kebijakan Remunerasi | Remuneration Policies

164-165, 180-181

G4-52

Proses Penetapan Remunerasi | Process for Determining Remuneration

164-165, 180-181

G4-53

Pelibatan Pemangku Kepentingan dalam Penetapan Remunerasi | Stakeholders Involve for Determining Remuneration

164-165, 180-181


139 139, 156, 158, 168

183





G4-54

Rasio Remunerasi | Remuneration Ratios

165

G4-55

Rasio Persentase Kenaikan Remunerasi | Percentage of Ratio Remuneration Increase

165

Pelatihan Dewan Komisaris | Training for the Board of Commissioners G4-43

IR1

166

Pengembangan Pengetahuan Terkait Topik Ekonomi, Lingkungan dan Sosial Bagi Pejabat Tata Kelola | Knowledge Development for Governance Body Related to Economic, Environmental and Social Topics

166, 178-179

Modal intelektual | Intellectual Capital

166, 178-179

Pengungkapan kebijakan perusahaan dan pelaksanaannya | Disclosure of the Company’s policy and its implementation Direksi | Board of Directors

165-167 168-179

Ruang lingkup pekerjaan dan tanggung jawab | Scope of duties and responsibilities

171-177

Pengungkapan prosedur, dasar penetapan, dan remunerasinya | Disclosure of the procedure and basis determining remuneration

180-181

Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, including frequency of meetings Keputusan RUPS tahun sebelumnya dan realisasinya; dan alasan dalam hal terdapat keputusan yang belum direalisasi | Resolutions from the GMS of the previous and its realization in the year under review, and explanation for the unrealized resolution G4-49

Komunikasi Kepada Pejabat Tata Kelola | Communication to The Governance Body

G4-50

Jumlah Pelaporan Kepada Pejabat Tata Kelola dan Solusinya | Number of Report to The Governance Body and Solutions

Pelatihan Direksi | Board of Directors Training

153-155

153-155, 165, 167, 177 153-155 178-179

Pengungkapan kebijakan perusahaan tentang penilaian kinerja Direksi | Disclosure of Company policy concerning assessment on the performance of the member of the Board of Directors G4-44

168, 170, 177

Proses Evaluasi Kinerja Pejabat Tata Kelola | Evaluation Process of The Governance Body’s Performance

Komite Audit dan Manajemen Risiko | Audit and Risk Management Committee

180 153-155, 180 184-194

Nama | Name

186-187

Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience and legal basis for appointment

186-187

Riwayat pendidikan | History of education

186-187

Periode jabatan anggota Komite Audit dan Manajemen Risiko | Tenure of members of the Audit and Risk Management Committee

186-187

Pengungkapan independensi Komite Audit dan Manajemen Risiko | Disclosure of independence of the members of the Audit and Risk Management Committee Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, frequency of Board of Commissioners meetings including Uraian singkat pelaksanaan kegiatan Komite Audit dan Manajemen Risiko pada tahun buku | Brief report on the activities carried out by the Audit and Risk Management Committee during the year Komite Investasi | Investment Committee

185 184, 185, 189 190-194 195-199

Nama | Name

196-197


196-197


297






196-197

Periode jabatan anggota Komite Investasi | Tenure of members of Investment Committee

196-197

Pengungkapan independensi Komite Investasi | Disclosure of independence of the members of the Investment Committee Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, frequency of Board of Commissioners meetings including Uraian singkat pelaksanaan kegiatan Komite Investasi pada tahun buku | Brief report on the activities carried out by the Investment Committee during the year Uraian tugas dan fungsi sekretaris perusahaan | Description of tasks and function of the corporate secretary

195, 198 199 200-203

Nama | Name

200


200


200

Periode jabatan sekretaris perusahaan | Tenure of members of corporate secretary

200

Uraian singkat pelaksanaan tugas sekretaris perusahaan pada tahun buku | Brief report on the activities carried out by the corporate secretary during the year Uraian mengenai unit audit internal | Description of the company’s internal audit unit

202-203 204

Nama | Name

205


205

Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada) | Qualification/certification of internal audit professionals (if any)

205

Struktur dan kedudukan unit audit internal | Structure or position of the internal audit unit

207

Tugas dan tanggung jawab unit audit internal sesuai piagam charter | Duties and responsibilities of the internal audit unit according to the charter

204, 208

Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku | Brief report on the committee activities carried out during the year under review

209-210

Uraian mengenai sistem pengendalian interen | Description of the company’s internal control Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang-undangan lainnya | Financial and operational control, and compliance to the other prevailing rules Review atas efektivitas sistem pengendalian interen | Review the effectiveness of internal control systems Sistem manajemen risiko yang diterapkan oleh perusahaan | Risk management system implemented by the company Gambaran umum mengenai sistem manajemen risiko perusahaan | General description about the Company’s risk management system

298

195

217-221 217-221 221 211-217 211-215

Jenis risiko dan cara pengelolaannya | Types of risk and the management

216

Review atas efektivitas sistem manajemen risiko perusahaan | Review the effectiveness of the company’s risk management system

217

G4-45

Proses Identifikasi Dampak, Risiko dan Peluang Pelaksanaan Kinerja Ekonomi, Lingkungan, dan Sosial | Identification for the Impact, Risk and Opportunity Related to Economic, Environmental and Social Topics

212

G4-47

Penilaian Risiko dan Peluang | Review for Risk and Opportunities

217






Perkara penting yang dihadapi oleh Emiten atau Perusahaan Publik, entitas anak, anggota Dewan Komisaris dan Direksi yang sedang menjabat | Important cases faced by the Issuer or Public Company, subsidiaries, current members of the Board of Commissioners and Board of Directors Informasi tentang sanksi administratif yang dikenakan | Information about administrative sanctions imposed

222-223

223

Akses informasi dan data perusahaan | Information access and company’s data

224-225

Informasi mengenai kode etik dan budaya perusahaan | Information about codes of conduct and corporate culture

144-152

G4-14

Pendekatan Pencegahan Melalui Manajemen Risiko | Precautionary Approach Through Risk Management

144, 182, 183, 238

G4-39

Hubungan Dewan Komisaris dan Direksi | Chair of the Highest Governance Body and also an Executive Officer

181-183

G4-41

Pernyataan Tak Berbenturan Kepentingan | Process to Ensure Conflict of Interest are Avoided

147, 183

G4-57

Pemberian Saran dan Perilaku Patuh Hukum | Brief report on the activities carried out by the Audit Committee during the year

144-147

G4-58

Pelaporan Perilaku Tak Beretika/Tak Patuh Hukum | Reporting About Unethical/Unlawful Behavior

145-147

Uraian mengenai program kepemilikan saham oleh karyawan | Description of employee or management stock ownership program Uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) | Description of whistleblowing system

126 146-147

Tanggung Jawab Sosial Perusahaan | Corporate Social Responsibility Bahasan mengenai tanggung jawab sosial perusahaan meliputi kebijakan, jenis program, dan biaya yang dikeluarkan | Discussion of corporate social responsibility covers policies, types of programs, and cost Lingkungan hidup, seperti penggunaan material dan energi yang ramah lingkungan dan dapat didaur ulang, sistem pengolahan limbah perusahaan, sertifikasi di bidang lingkungan yang dimiliki, dan lain-lain | Environment, such as the use of environmentally friendly materials and energy, recycling, and the company’s waster treatment systems, the company’s environmental certifications, and others

228-237, 282-292 238-255

G4-35

Pendelegasian Kewenangan Terkait Topik Ekonomi, Lingkungan, dan Sosial | Delegating Authority for Economic, Environmental and Social Topics

234, 240

G4-36

Penunjukan Pejabat Pelaksana Kegiatan Terkait Topik Ekonomi, Lingkungan,dan Sosial | Appointed an Executive Level Position for Economic, Environmental and Social Topics

234, 240

G4-37

Proses Konsultasi Pejabat Tata Kelola dengan Pemangku Kepentingan | Consultation Process Between Governance Body and Stakeholders

235

G4-EN1

Material Terpakai Berdasarkan Jenis dan Berat | Material’s Used by Weight and Volume

243

G4-EN2

Persentase Material Terpakai Berasal dari Proses Daur Ulang | Percentage of Material Used That Are Recycled

243

G4-EN3

Energi Terkonsumsi di Dalam Perusahaan | Energy Consumption within The Organization

247

G4-EN4

Energi Terkonsumsi di Luar Perusahaan | Energy Consumption Outside The Company

247

G4-EN5

Intensitas Energi | Energy Intensity

249

G4-OG2

Jumlah Investasi Dalam Energi Terbarukan | Total Amount Invested In Renewable Energy

246

G4-OG3

Jumlah Energi Terbarukan Yang Dihasilkan Oleh Sumber | Total Amount of Renewable Energy Generated by Source

246

G4-EN6

Pengurangan Konsumsi Energi | Reduction of Energy Consumption

245-249

G4-EN7

Efisiensi Kebutuhan Energi dalam Produk dan Jasa | Reduction in Energy Requirements of Products and Services

245-249


299





G4-EN11

Lahan Operasi di Dalam Atau Sekitar Kawasan Dilindungi | Operation Site In or Adjacent To Protected Area

249

G4-EN12

Dampak Signifikan Terhadap Keanekaragaman Hayati | Significant Impacts on Biodiversity

249

G4-OG4

Jumlah dan Persentase Situs Operasi Penting yang Risiko Keanekaragaman Telah Diukur dan Dipantau | Number and Percentage of Significant Operating Sites In Which Biodiversity Risk Has Been Assessed and Monitored

249

G4-EN13

Perlindungan Atau Restorasi Habitat | Habitat Protected or Restored

G4-EN14

Jumlah Spesies Dilindungi | Number of Protected Species

251

G4-EN15

Emisi Gas Rumah Kaca Langsung (GRK) (Scope 1) | Direct Greenhouse Gas (GHG) Emissions (Scope 1)

253

G4-EN16

Emisi GRK Bersumber Energi Tidak Langsung | Energy Indirect Greenhouse Gas (GHG) Emissions

253

G4-EN18

Intensitas Emisi GRK | Greenhouse Gas (GHG) Intensity

253

G4-EN19

Penurunan Emisi GRK | Reduction on Greenhouse Gas (GHG) Emissions

IR2

Modal alam | Natural capital

Praktik ketenagakerjaan, kesehatan, dan keselamatan kerja, seperti kesetaraan gender dan kesempatan kerja, sarana dan keselamatan kerja, tingkat perpindahan (turnover) karyawan, tingkat kecelakaan kerja, pelatihan, dan lain-lain | Employment practices, occupational health and safety, including gender equality and equal work opportunity, work and safety facilities, employee turnover, work incident rate, training, etc G4-42

Proses Persetujuan dan Pengembangan Nilai atau Misi Perusahaan | Process to Approval and Development Value or Company’s Mission

245-246, 251-255 238-255 82-87, 266-281

66, 275

G4-LA1

Jumlah Pekerja Baru dan Tingkat Turnover | Number of New Employee and Turnover

G4-LA2

Manfaat untuk Pekerja | Benefit for Employee

G4-LA5

Keterwakilan Pekerja dalam Komite Bersama K3 | Workforce Represented in Formal OHS Committee

277

G4-LA6

Jenis dan Tingkat Kecelakaan Kerja | Types and Rates of Injury

278

Jumlah Kejadian Proses Keselamatan, Dengan Kegiatan Usaha | Number of Process Safety Events, by Business Activity

278

G4-LA7

Pekerja dengan Risiko Tinggi Kecelakaan Kerja | Workers with High Risk of Working Diseases

281

G4-LA8

Topik K3 dalam PKB | OHS Topics in CLA with Trade Unions

G4-LA9

Rerata Jam Pelatihan Per Pegawai Per Tahun | Average of Training Hours per Year per Employee

G4-LA10

Program Pelatihan Ketrampilan Penunjang Akhir Karir | Program for Skills Management That Support Managing Career Endings

G4-LA11

Persentase Pegawai Penerima Penilaian Kinerja | Percentage of Employees Receiving Performance Review

G4-OG13

Pengembangan sosial dan kemasyarakatan, seperti penggunaan tenaga kerja lokal, pemberdayaan masyarakat sekitar perusahaan, perbaikan sarana dan prasarana sosial, bentuk donasi lainnya, dan lain-lain | Social and community development, such as the use of local work force, empowerment of local communities, aid for public social facilities, social donations, etc

300

249-250

270 271, 272

280-281 85-87, 273 274 274-275 264, 282-292

G4-24

Daftar Pemangku Kepentingan | Stakeholders List

230-231

G4-25

Dasar Identifikasi dan Seleksi Pemangku Kepentingan | Basis for Identification and Selection of Stakeholders

230-231






G4-26

Proses Pendekatan pada Pemangku Kepentingan | Approach to Stakeholders’ Engagement

230-231

G4-27

Topik Kunci dan Respon Organisasi | Key Topics and Organization Response

230-231

G4-EC7

Pembangunan dan Dampak Investasi Infrastruktur | Development and Impact of Infrastructure Investment

287-290

G4-EC8

Dampak Ekonomi Tak Langsung | Indirect Economic Impacts

G4-SO1

Operasional Perusahaan dan Pengembangan Masyarakat Lokal | Company Operation and Local Community Development Program

284-286

G4-SO2

Operasional Perusahaan dengan Potensi Dampak Terhadap Masyarakat Lokal | Company Operation with Significant Impacts on Local Community

284-286

G4-SO11

Mekanisme Pengaduan Terkait Dampak Sosial | Grievance Mechanism For Society Impacts

286-287

IR5

Modal sosial | Society capital

282-292

IR7

Penciptaan nilai | Creating value

282-292

236, 264, 287-291

G4-12

Rantai Pasokan Organisasi | Organizational Supply Chain

264

G4-EC1

Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan | Direct Economic Value Generated and Distributed

260

G4-EC2

Implikasi Finansial Akibat Perubahan Iklim | Financial Implications due to Climate Change

261

G4-EC3

Kewajiban Perusahaan Terhadap Penyediaan Pensiun | Organization’s Defined Benefit Plan Obligations

G4-EC4

Bantuan Finansial dari Pemerintah | Financial Assistance Received from Government

261

G4-EC9

Proporsi Pemasok Lokal | Proportion on Local Suppliers

264

G4-PR3

Informasi Produk dan Jasa | Product and Service Information

G4-PR4

Jumlah Insiden Ketidaksesuaian Informasi Terkait Produk | Total number of Incidents of Noncompliance with Product Regulations

Emiten atau Perusahaan Publik dapat mengungkapkan informasi sebagaimana dimaksud dalam laporan keberlanjutan pada laporan tahunan atau laporan tersendiri | Issuers or the Public Company may impart information as referred to sustainability report in the annual report or in separate report

262-263

61, 124, 264 265 Bab tanggung jawab sosial dan lingkungan perusahaan | Chapter of social and environmental responsibility of company

Laporan Keuangan Tahunan yang Telah Diaudit | Audited Annual Financial Statements Surat Pernyataan Direksi tentang Tanggung Jawab Direksi atas Laporan Keuangan | Statement that the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the Financial Statement Kesesuaian dengan peraturan Bapepam-LK No.VIII.G.11 tentang Tanggung Jawab Direksi atas Laporan Keuangan | Compliance with Bapepam-LK No.VIII.G.11 on Responsibilities of Directors Financial Statements Opini auditor independen atas laporan keuangan | Independent auditor's opinion on the financial statements Deskripsi auditor independen di opini | Description of the independent auditor in opinion IR10

Keandalan & Kelengkapan | Reliability & Completeness

Laporan keuangan yang lengkap | Complete financial statement IR9

Laporan Keuangan & Laporan Audited | Financial & Audited Statement

305 303-366 308 307-308 303-366 303-366 303-366


301

Tentang Laporan Ini About The Report Annual Report

Pencapaian Kami Pencapaian Our Achievement Kami


Tentang TentangKami Kami About AboutUs Us

Pengungkapan dalam catatan atas laporan keuangan ketika entitas menerapkan suatu kebijakan akuntansi secara retrospektif atau membuat penyajian kembali pos-pos laporan keuangan, atau ketika entitas mereklasifikasi pos-pos dalam laporan keuangannya | Disclosure in the notes to the financial statements when an entity applies an accounting policy retrospectively or makes restatement of financial statement items, or when the entity reclassifies items in its financial statements

314-366

Perbandingan tingkat profitabilitas | Comparison of the level of profitability

309-310

Laporan arus kas | Statement of cash flow Ikhtisar kebijakan akuntansi | Summary of accounting policies Pengungkapan transaksi pihak berelasi | Disclosure of related party transactions

313 319-335 321

Pengungkapan yang berhubungan dengan Perpajakan | Disclosures related to Taxation

328-330

Pengungkapan yang berhubungan dengan Aset Tetap | Disclosures related to Fixed Assets

339-341

Perkembangan Terakhir Standar Akuntansi Keuangan dan Peraturan Lainnya | Latest Developments Financial Accounting Standards and Other Regulations

319-322

Pengungkapan yang berhubungan dengan Instrumen Keuangan | Disclosures related to Financial Instruments

303-366

Penerbitan laporan keuangan | Financial statements published

303-366

Tanda Tangan Dewan Komisaris dan Direksi | Board of Commissioners and Board of Directors Signatures Tanda Tangan Dewan Komisaris dan Direksi | Board of Commissioners and Board of Directors Signatures

56-57

Tanda tangan dituangkan pada lembaran tersendiri | The signature as refer should be appended on separate sheet

56-57

Pernyataan bahwa Direksi dan Dewan Komisaris bertanggung jawab penuh atas kebenaran isi laporan tahunan | statement that all members of the Board of Commissioners and the Board of Directors are fully responsible for the accuracy of the Annual Report

56-57

Aspek Material dan Profil Pelaporan | Materiality Aspects and Reports Profile

302

G4-17

Daftar Entitas | List of Entities

7

G4-18

Proses Menentukan Isi Laporan dan Pembatasan | Process for Defining The Report Content and Boundaries

4

G4-19

Daftar Aspek Material | List of Material Aspects

G4-20

Batasan Aspek Material di Dalam Organisasi | Aspect boundaries within organization

7

G4-21

Batasan Aspek Material di Luar Organisasi | Aspect Boundaries Outside Organization

7

G4-22

Pernyataan Kembali | Restatement

2

G4-28

Periode Pelaporan | Reporting Period

7

G4-29

Tanggal Penerbitan Laporan Terdahulu | Date of Most Recent Previous Report

7

G4-30

Siklus Pelaporan | Reporting Cycle

7

G4-32

Indeks Isi GRI | GRI Content Index

8

G4-33

Penjaminan | Assurance

8

G4-48

Pengesahan Pelaporan | Reports Approval


4, 6

5, 8





PT Pertamina Geothermal Energy LAPORAN KEUANGAN Financial Statements


303





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367





/ Daftar Istilah Glossary

APD | PPE

Alat Pelindung Diri | Personal Protective Equipment

APSA

Annual Pertamina Subsidiary Award

BD

Business Development

BOEPD

Barrels of Oil Equivalent Per Day

CER

KOB | JOCs

Kontrak Operasi Bersama | Joint Operation Contracts

KPI

Key Performance Indicator

KURS

Kerja Ulang Reparasi Sumur | Rework of Reparation Wells

Certified Emission Reduction

NBD

Non Business Development

CDM

Mekanisme Pembangunan Bersih | Clean Development Mechanism

PJBL

Perjanjian Jual Beli Listrik | Energy Sales Contract

PJBU

Perjanjian Jual Beli Uap | Steam Sales Contract

COD

Tanggal Operasi Komersial | Commercial Operation Date

PLTP

Pembangkit Listrik Tenaga Panas Bumi | Geothermal Power Plant

PKB | CLA

Perjanjian Kerja Bersama | Collective Labor Agreement

RKAP

Rencana Kerja dan Anggaran Perusahaan | Work Plan and Budget

RUPS | GMS

Rapat Umum Pemegang Saham | General Meeting of Shareholders

CSS

Corporate Shared Service

CSR

Tanggung Jawab Sosial Perusahaan | Corporate Social Responsibility

EBT| NRE

Energi Baru dan Terbarukan | New and Renewable Energy

EPC

Engineering, Procurement and Construction

FEED

Front End Engineering Design

SGS

Steam Gathering System

FGD

Focus Group Discussion

TRIR

Total Recordable Incident Rate

GCG

Tata Kelola Perusahaan yang Baik | Good Corporate Governance

WBS

Whistleblowing System

WKP

Wilayah Kuasa Pengusahaan | Working Areas

GRK | GHG

Gas Rumah Kaca | Greenhouse Gas

K3 | OHS

Keselamatan dan Kesehatan Kerja | Occupational Health and Safety

K3L | HSSE

Kesehatan, Keselamatan, Keamanan dan Lingkungan | Health, Safety, Security and Environment

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/ Lembar Umpan Balik Feedback Form Laporan ini merupakan Laporan Tahunan Terintegrasi 2015 PT Pertamina Geothermal Energy, yang merupakan laporan terpadu untuk memberikan gambaran kinerja keuangan dan keberlanjutan. Kami mengharapkan masukan, kritik dan saran dari Bapak/Ibu/Saudara.

This is the Annual Integrated Report 2015 of PT Pertamina Geothermal Energy that provides an overview of financial and sustainability performance. We are looking forward to receive any inputs, critics and suggestions from you.

1. Laporan ini sudah menggambarkan informasi aspek material bagi Perusahaan. The report has illustrated information on the Company’s material aspect. tidak setuju disagree

netral neutral

setuju agree

2. Laporan ini sudah menggambarkan informasi positif dan negatif Perusahaan. The report has described positive and negative information of the Company. tidak setuju disagree

netral neutral

setuju agree

netral neutral

setuju agree

3. Laporan ini mudah dimengerti. The report is comprehensible. tidak setuju disagree

4. Aspek material apa yang paling penting bagi anda: (nilai 1=paling penting s/d 8=paling tidak penting) Material aspect(s) which is (are) the most important to you: (score 1=most important up to 8=Least important) • • • • • • • •

Energi Energy Komunitas Lokal Local Community Kesehatan dan Keselamatan Kerja (K3) Occupational Health & Safety Keanekaragaman Hayati Biodiversity Kinerja Ekonomi Economic Performance Emisi Emission Pendidikan dan Pelatihan Education and Training Mekanisme Penyampaian Keluhan Dampak Pada Komunitas Mechanism of Complaints on Impacts to Community

5. Mohon berikan saran/usul/komentar anda atas laporan ini. Please provide recommendations/suggestions/comments to this report. .......................................................................................................................................................................................... .......................................................................................................................................................................................... .......................................................................................................................................................................................... ...........................................................................................................................................................................................

Profil Anda Your Profile Nama Lengkap Full Name

................................................................................................................

Pekerjaan Occupation

................................................................................................................

Nama Lembaga/Perusahaan Institution/Company’s Name

................................................................................................................

Golongan Pemangku Kepentingan Group of Stakeholder


LSM NGO

Industri Industry

Perusahaan Corporate

Masyarakat Community

Lainnya, mohon sebutkan... Others, please specify.....

Mohon kirimkan kembali lembar umpan balik kepada : Please return this feedback form to: PT Pertamina Geothermal Energy Corporate Secretary Menara Cakrawala lantai 11 Jl. MH. Thamrin No. 9 - Jakarta 10340 Tel : +6221 3983 3222 Fax : +6221 3983 3230 Email : [email protected] www.pge.pertamina.com


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2015 Laporan Tahunan Terintegrasi Annual Integrated Report

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