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2015Laporan Tahunan TerinTegrasiAnnuAl IntegrAted report

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

pT perTaMina geoTherMaL energY

2015Laporan Tahunan TerinTegrasiAnnuAl IntegrAted report

inTegraTinggeoTherMaL perforMance

for susTainabLe energYMengintegrasikan Kinerja panas Bumi

untuk energi Berkelanjutan

‘Integrasi’ telah menjiwai perjalanan PT Pertamina Geothermal

Energy selama tahun 2015 untuk mendukung keberlanjutan

energi. Hasil integrasi membuahkan hasil yang signifikan.

Perusahaan mampu menyelesaikan seluruh proyek sesuai dengan

target, bahkan lebih cepat dari waktu yang diperkirakan. Efisiensi

dan produktifitas meningkat. Koordinasi antar kegiatan semakin

baik.

Perusahaan berharap langkah ini menjadi pendukung bagi

tercapainya keberlanjutan produksi energi dengan pemanfaatan

panas bumi. Sebagai salah satu bentuk realisasi integrasi, maka

Perusahaan juga meningkatkan kualitas laporan tahunan menjadi

sebuah laporan tahunan yang terintegrasi.

Dengan dukungan penuh PT Pertamina (Persero) sebagai induk

perusahaan, PT Pertamina Geothermal Energy berkomitmen

mempercepat pemanfaatan panas bumi sekaligus menjadi

perusahaan panas bumi terdepan di Indonesia. Perusahaan

menetapkan target mengembangkan energi panas bumi sebesar

2.277 mw atau setara dengan produksi minyak bumi setara 100

ribu barrel per hari (BOEPD) di tahun 2025.

Langkah awal untuk merealisasikan target tersebut dilakukan

dengan pembangunan 8 proyek pengembangan panas bumi di

7 lokasi berbeda. Perusahaan juga akan mengembangkan

tambahan kapasitas terpasang pemanfaatan panas bumi untuk

pembangkit listrik. Untuk mencapai semua tujuan keberlanjutan

energi, maka Perusahaan akan menguatkan koordinasi, efisiensi

dan integrasi untuk memperkokoh implementasi sebuah

perusahaan dengan tata kelola yang baik.

An integration has inspirited the journey of PT Pertamina

Geothermal Energy throughout 2015 to support energy

sustainability. The integration produced significant results. The

Company is able to complete the entire project in accordance with

the target, even faster than expected. Efficiency and productivity

increase in line with the better coordination in every activities.

The company hopes that this action becomes the driving force

to achieve the sustainable energy production with geothermal

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

also increased the quality of the annual report into an annual

integrated report.

With full support from the holding company, PT Pertamina

(Persero), PT Pertamina Geothermal Energy stated its

commitment to accelerate geothermal utilization as well as

to become the leading geothermal company in Indonesia. The

Company set target in developing geothermal energy as much as

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

per day (BOEPD) in 2025.

The initial step to realize the afore-mentioned target was

actualized in the development of 8 geothermal development

projects in 7 different locations. The Company would also expand

an additional installed capacity of geothermal utilization for power

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

the Company would need to strengthen coordination, efficiency

and integration to fortify the implementation of good corporate

governance.

Integrating Geothermal Performance For Sustainable Energy

MengintegrasikanKinerja Panas Bumiuntuk Energi Berkelanjutan

2 Laporan Tahunan Terintegrasi 2015 Annual Integrated 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

terpisah dengan laporan keberlanjutan (2011, 2012). Dengan

dimulainya laporan terintegrasi, maka tidak hanya kinerja

kami yang menjadi lebih terpadu, namun juga cara kami

dalam mengambil keputusan akan lebih memperhatikan

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

Previously, we issued annual report separately along with

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

integrated report, thus not only that our performance will be

more integrated but also our methods in making decisions will

have further recognition on the sustainability of economy, social

and environment aspect. [G4-22]

About The Report

/ Tentang Laporan Ini

Tentang Laporan IniAbout The Report

Pencapaian KamiOur Achievement

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

Analisa dan Pembahasan ManajemenManagement Analysis and Discussion

Tentang Kami About Us

Tata Kelola PerusahaanCorporate Governance

Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility

Laporan KeuanganFinancial Statements


Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan Energi

Tahun 2015 menjadi bagian dari milestone kami untuk

mencapai visi menuju perusahaan yang mendukung adanya

keberlanjutan energi. 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.

Hasil integrasi selama 2015 membuahkan hasil yang signifikan,

salah satunya adalah diselesaikannya seluruh proyek

sesuai dengan target, bahkan lebih cepat dari waktu yang

diperkirakan. Keberhasilan ini meningkatkan efisiensi dan

produktifitas sehingga kinerja Perusahaan juga meningkat.

Integrasi juga terjadi dengan mengkoordinasikan kegiatan

sosial dan lingkungan di setiap area. Koordinasi ini merupakan

satu kesatuan yang diharapkan mendukung kinerja ekonomi.

Sesuai dengan jenis Perusahaan kami, maka kinerja yang

menyatu antara aspek ekonomi, sosial dan lingkungan

akan menciptakan keberlanjutan produksi energi dengan

pemanfaatan panas bumi.

Aspek Material Pelaporan

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

Reporting Guidelines, maka informasi terkait kinerja

keberlanjutan sebagai pelaksanaan tanggung jawab sosial

PT Pertamina Geothermal Energy (Perusahaan), ditentukan

dengan memperhatikan aspek-aspek bersifat material.

Identifikasi Aspek Material

Aspek-aspek bersifat material ditentukan berdasarkan

pengaruh signifikan terhadap Perusahaan dan para pemangku

kepentingan. Identifikasi aspek material dilakukan melalui

analisis materialitas, dengan mempertimbangkan tingkat

kepentingan berbagai topik bagi para pemangku kepentingan,

serta signifikansinya bagi Perusahaan.

Integrating Geothermal Performance for Sustainable Energy

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

of a company that supports sustainable energy. Having an annual

integrated report, it underscores that the Company constantly

improves its performances to be more cohesive, especially in

performing decision making with not only considering economy

aspect, but also social and environment.

Throughout the integration process in 2015, significant profitable

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

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

than the expected time. This particular achievement improved

efficiency and productivity, which in return it also enhanced

Company’s performances.

Integration also transpired by coordinating social and

environmental activities in each area. These coordination is

deemed as a consolidation that is expected to support economic

performance. Corresponding to our type of Company, thus a

unified performance of economy, social and environmental

aspect will generate a sustainable energy production along with

geothermal utilization.

Material Aspect of Report

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

Sustainability Reporting Guidelines, information on sustainable

performance as the implementation of PT Pertamina Geothermal

Energy’s (Company) social responsibility is determined by

highlighting material aspects.

Identification of Material Aspect

Material aspects are determined by significant factors to the

Company and stakeholders through materiality analysis by

deliberating the importance of each topic for stakeholders, as

well as its significance for the Company.










Aspek material dan ruang lingkup dalam pelaporan ini

ditentukan melalui uji materialitas, yang dilaksanakan

dalam grup diskusi terfokus (focus group discussion atau

FGD). Pelaksanaan FGD melibatkan perwakilan 10 fungsi

Perusahaan selaku pihak internal, dan akademisi sebagai pihak

eksternal. Kegiatan FGD difokuskan pada identifikasi isu-isu

keberlanjutan, untuk kemudian menentukan prioritas aspek

material. [G4-18, G4-19]

The material aspect and its boundary in this report are assured

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

discussion or FGD. The group involves 10 Departments as internal

parties, and academicians as external parties, who are required

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

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

Fungsi Perusahaan Peserta FGD Aspek Material PelaporanParticipant from Departments for FGD in Determining

Reporting Material Aspect

No 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

pemangku kepentingan (stakeholders inclusiveness),

materialitas (materiality), konteks keberlanjutan (sustainability

context) dan kelengkapan (completeness).

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

stakeholders’ inclusiveness, materiality, sustainability context and

completeness.

Area SibayakSibayak Area










Hasil FGD dalam bentuk laporan penilaian uji materialitas

disampaikan kepada Direksi. Selanjutnya Direksi memberikan

persetujuan atas informasi kinerja keberanjutan dalam Laporan

ini, yang didalamnya memuat pelaksanaan tanggung jawab

sosial perusahaan. [G4-48]

Selanjutnya ditentukan konten laporan, yang meliputi 4

tahapan:

1. Tahap pertama, identifikasi aspek-aspek keberlanjutan

yang relevan dengan karakteristik bisnis Perusahaan dan

menentukan batasan ruang lingkup (boundary).

2. Tahap kedua, pembuatan prioritas atas aspek-aspek

keberlanjutan yang akan dilaporkan melalui proses FGD.

3. Tahap ketiga, validasi atas aspek material yang telah

menjadi prioritas guna memastikan laporan memuat

informasi kinerja positif dan negatif secara berimbang.

Validasi berupa pengesahan dari Direksi.

4. Tahap keempat, kajian ulang atas laporan tahun

sebelumnya, dengan mempertimbangkan saran dari

pemangku kepentingan. Demikian pula masukan dan

saran atas laporan tahun ini, akan digunakan sebagai

pertimbangan dalam menentukan isi laporan tahun

berikutnya.

Result of FGD is compiled in materiality test assessment report

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

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

which contains the corporate social responsibility implementation.

[G4-48]

Subsequently, content of report is determined, which encompasses

4 stages:

1. First stage, identification of relevant sustainable aspects

to the Company’s business characteristics and assuring its

boundaries.

2. Second stage, establish priorities of sustainable aspects to

be reported through FGD process.

3. Third stage, validation upon prioritized material aspects

in order to confirm that the report contains a balanced

positive and negative performance information. Such

validation is in the form of endorsement from the Board of

Directors.

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

advice given by the stakeholders. Likewise with feedbacks

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

a consideration in determining the subsequent annual

report’s content.










Daftar Aspek-Aspek Material

Berdasarkan diskusi yang diselenggarakan di Jakarta pada

6 November 2015, telah ditentukan 4 aspek material yang

memperoleh kategori sangat tinggi: energi, komunitas lokal,

Keselamatan dan Kesehatan Kerja (K3) dan keanekaragaman

hayati. Selanjutnya masing-masing aspek material tersebut

akan diuraikan secara lengkap dalam Laporan ini. [G4-19]

Adapun aspek-aspek material yang termasuk kategori tinggi,

adalah kinerja ekonomi, emisi, pendidikan dan pelatihan, serta

mekanisme penyampaian keluhan dampak pada masyarakat.

Informasi terkait aspek-aspek tersebut akan melengkapi 4

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

List of Material Aspects

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

were 4 material aspects that have been decided and received

highest categories: energy, local community, Occupational Health

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

further elaborated in this Report. [G4-19]

Whereas, those that included as high categories are economic

performance, emission, education and training, as well as

mechanism of complaints on impacts to commmunity. These

aspects-related information will complete the 4 highest

categories. [G4-19]

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

EnergiEnergy

Komunitas LokalLocal Community

Keselamatan dan Kesehatan KerjaOccupational Health and Safety (OHS)

Keanekaragaman HayatiBiodiversity

Tinggi (Nilai 4,0 – 4,5 dari Skala 5)High (Scored 4.0 – 4.5 out of Scale 5)

Kinerja EkonomiEconomic Performance

EmisiEmission

Pendidikan dan PelatihanEducation and Training

Mekanisme Penyampaian Keluhan Dampak Pada KomunitasMechanism of Complaints on Impacts to Community

Low

Med High

Pe

nti

ng

Ba

gi P

em

an

gku

Ke

pe

nti

nga

nIm

po

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nt

To S

tak

eh

old

ers

Penting Bagi PerusahaanImportant To Company










Aspek Material

Material Aspect

Internal Perusahaan

Company’s Internal

EnergiEnergy

Area

Kamojang


Lahendong

Keselamatan dan Kesehatan KerjaOccupational Health and Safety

Sibayak


Ulubelu

Aspek Material

Material Aspect

Eksternal Perusahaan

Company’s External

EnergiEnergy

Tidak AdaNone


Keselamatan dan Kesehatan KerjaOccupational Health and Safety


Batasan Pelaporan

Batasan informasi dalam laporan ini, meliputi kinerja

Perusahaan dalam kurun waktu 1 Januari 2015 hingga

31 Desember 2015, pada seluruh area yang dioperasikan

Perusahaan. Informasi dalam laporan ini, merupakan

kesinambungan dari Laporan Tahunan 2014 Perusahaan yang

diterbitkan setiap tahun. [G4-28, G4-29, G4-30]

Cakupan aspek-aspek material dalam Laporan ini meliputi

informasi yang didapat dari Kantor Pusat di Jakarta, serta

4 area yang termasuk dalam Wilayah Kuasa Pengusahaan (WKP)

panas bumi Perusahaan. Tidak ada informasi yang didapat dari

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

20, G4-21]

Boundary of Report

The boundary of this report covers Company’s performances

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

including all Working Areas operated by the Company. Its content

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

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

The boundary of material aspects in this Report covers

information obtained from Head Office in Jakarta, and 4 Areas

included in Companys' geothermal Working Areas. There is

naught information received from outside of the Company, such

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










KoNTAK INFoRMASI LAPoRAN [G4-31]

Contact Information

PT Pertamina Geothermal Energy

Corporate SecretaryMenara Cakrawala lantai 11Jl. MH. Thamrin No. 9 - Jakarta 10340Tel : +6221 3983 3222 | Fax : +6221 3983 3230Email : [email protected]

Kerangka Pelaporan

Laporan Tahunan Terintegrasi 2015 Perusahaan, disusun

dengan mengacu pada:

• Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan

Terbatas;

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

• Pedoman Pengelolaan Anak Perusahaan dan Perusahaan

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

• The International Integrated Reporting Framework, yang

diterbitkan The International Integrated Reporting Council

(IIRC); dan

• G4 Sustainability Reporting Guidelines yang diterbitkan

Global Reporting Initiatives, dengan opsi ‘core’. [G4-32]

Penjaminan dan Indeks Pelaporan

Hingga 2015, Perusahaan belum menyertakan penjaminan

dari pihak independen untuk memeriksa keandalan informasi

keberlanjutan. Pemeriksaan dari pihak independen dilakukan

hanya pada laporan keuangan, yaitu adanya pernyataan dari

auditor independen. Namun demikian, kami menyatakan

bahwa semua data dan informasi yang disajikan dalam laporan

ini didukung oleh bukti yang dapat dipertanggungjawabkan.

Sebagai bentuk tanggung jawab, maka Direksi dan Dewan

Komisaris sebagai pejabat tertinggi tata kelola Perusahaan

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

Reporting Framework

The Company’s 2015 Annual Integrated Report is developed

accordingly to:

• Law Number 40 Year 2007 concerning Limited Liability

Company;

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

• Management Guidelines for Subsidiaries and Joint Ventures of

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

• The International Integrated Reporting Framework, which

issued by The International Integrated Reporting Council (IIRC);

and

• G4 Sustainability Reporting Guidelines issued by Global

Reporting Initiatives, with option ‘core’. [G4-32]

Assurance and Report Index

Up to 2015 the Company has yet to provide assurance from

an independent party in order to examine the reliability of its

sustainable information. This verification is conducted only

towards financial performance, namely a statement issued by

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

information provided in this report are supported by accountable

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

Commissioners as the highest officials in a Corporate Governance

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










Area SiabayakSibayak Area










TENTANG LAPORAN INIAbout The Report

Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan EnergiIntegrating Geothermal Performance for Sustainable Energy

3

Aspek Material PelaporanMaterial Aspect of Report

3

Identifikasi Aspek MaterialIdentification of Material Aspect

3

Daftar Aspek-Aspek MaterialList of Material Aspect

6

Batasan PelaporanBoundary of Report

7

Kerangka PelaporanReporting Framework

8

Penjaminan dan Indeks PelaporanAssurance and Report Index

8

Kontak Informasi LaporanContact Information

8

Table of Content

/ Daftar Isi

03TENTANG KAMI About Us

Identitas Perusahaan Company’s Identity

60

Sekilas PerusahaanCompany at a Glance

61

Alamat Kantor AreaAddresses of Area Offices

61

Sejarah Singkat PerusahaanCompany’s History In Brief

62

Jejak LangkahRecord of Performance

64

Visi dan MisiVision and Mission

66

Tata Nilai Values

67

Bidang UsahaBusiness 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

Proyek Panas Bumi Geothermal Projects

77

Struktur OrganisasiOrganization Structure

80

Pekerja Kami Our Employees

82

Komposisi Pemegang Saham Shareholders’ Composition

88

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

88

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

89

Struktur Grup Perusahaan Company’s Group Structure

90

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

91

60

LAPORAN DEWAN KOMISARISDAN DIREKSI Board of Commissioners’ andBoard of Directors' Report

Laporan Dewan KomisarisBoard of Commissioners’ Report

26

Profil Dewan Komisaris Profile of The Board of Commissioners

34

Laporan Direksi Board of Directors’ Report

40

Profil Direksi Profile of Board of Directors

50

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

56

26

PENCAPAIAN KAMIOur Achievement

Ikhtisar Kinerja KeuanganFinancial Performance Highlights

14

Ikhtisar Kinerja OperasionalOperational Performance Highlights

15

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

16

Informasi Harga SahamStock Price

17

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

17

PenghargaanAwards

18

SertifikasiCertification

20

Peristiwa PentingSignificant Events in 2015

22

12

94ANALISA DAN PEMBAHASANMANAJEMENManagement Analysis and Discussion

Tinjauan UmumGeneral Review

95

Tinjauan Operasi per Segmen UsahaOperation Review per Business Segment

97

Tinjauan Kinerja KeuanganFinancial Performance Review

105

Kinerja Arus Kas PerusahaanCash Flow Performance Of The Company

113

Kemampuan Membayar UtangAbility To Pay Debts

114

Struktur dan Kebijakan ModalCapital Structure and Policy

114










TATA KELOLA PERUSAHAANCorporate Governance

Struktur Tata Kelola Perusahaan yang BaikStructure of Good Corporate Governance

139

Komitmen Terhadap Tata Kelola Perusahaan yang BaikCommitment To Good Corporate Governane

139

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

140

Roadmap Tata Kelola Perusahaan yang BaikRoadmap of Good Corporate Governance

142

Implementasi Tata Kelola Perusahaan yang BaikImplementation Of Good Corporate Governance

143

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

152

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

153

Dewan Komisaris Board of Commisioners

156

DireksiBoard of Directors

168

TANGGUNG JAWAB SOSIAL DANLINGKUNGANSocial and Environment Responsibility

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 KonsumenImplementation 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 KemasyarakatanImplementing Social and Environment Responsibility In Social and Community

282

138228

Investasi Barang ModalCapital 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 2015Target and Realization In 2015

119

Target 2016Target 2016

122

Aspek Pemasaran Marketing Aspect

124

Kebijakan DividenDividend Policy

125

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

126

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

126

Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/ Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/ModalMaterial 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 2015The Company’s Level of Performance 2015

129

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

130

Pencapaian Key Performance Indicators 2015Achievement of Key Performance Indicators 2015

132

Perubahan Peraturan Perundang-UndanganAmendments of Legislation

134

Kebijakan Akuntansi Accounting Policies

135

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

180

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

180

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

181

Rangkap JabatanConcurrent Positions

182

Pencegahan Benturan KepentinganPrevention of Conflict of Interests

183

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

184

Independensi (Kemandirian)Independence

184

Komite Audit dan Manajemen RisikoAudit and Risk Management Committee

184

Komite InvestasiInvestment Committee

195

Komite LainnyaOther Committees

200

Corporate Secretary 200

Internal Audit (IA) 204

Akuntan PublikPublic Accountant

210

Manajemen RisikoRisk Management

211

Sistem Pengendalian InternalInternal Control System

217

Komitmen Perusahaan terhadap Perlindungan KonsumenCommitment of the Company towards Consumers’ Protection

221

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

222

Perkara Penting yang Sedang DihadapiSignificant Legal Cases In Progress

222

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

224

Etika Anak PerusahaanEthics of Subsidiaries

225









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.

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).

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.

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.

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.

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).

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.

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.

Our Achievement

/ Pencapaian Kami

Area KamojangKamojang Area



12 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 13 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report



• Lahendong• Sibayak• Ulubelu

BIRU | BLUE

EMAS | GOLDKamojang

Penghargaan PROPER PROPER Award

449Jumlah PekerjaTotal Employees

339.19Realisasi Investasi Investment Realization

Rp Rp 13.28Realisasi Dana CSR CSR Fund Realization

Juta USD | Million USD

2,583,641Potensi CERCER Potential

Ton CO2e/Tahun | Ton CO2e/Year

Miliar IDR | Billion IDR

Pekerja | Employees






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

Rincian Kinerja Keselamatan 2015Detailed Safety Performance 2015

Klasifikasi KejadianOccurrence Classification

Bulan | Month

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Recordable Incident

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

Non Recordable Incident

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

Jam Kerja | Working Hours 14,025,428

Total Recordable Incident Rate 0.36

NOA 0

Ringkasan Kinerja Keselamatan Safety Performance Summary

Jam KerjaWorking Hours

Recordable Incidents

Non Recordable Incidents

2014

2013

7,825,390

5,527,317

2015

2014

2013

4

5

1

2015

2014

2013

8

16

15

(TRIR)Total Recordable Incident Rate

0.362015 0.512014 0.182013

2015 14,025,428






Informasi Harga Saham

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.

Informasi obligasi, Sukuk atau obligasi Konversi

Perusahaan tidak menyajikan informasi mengenai penerbitan

obligasi, sukuk atau obligasi konversi sesuai dengan

karakteristik yang dimiliki Perusahaan.

Stock Price

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.

Bond, Sukuk or Convertible Bond

The Company does not provide information concerning the

issuance of bond, sukuk or convertible bond, which are in line with

its characteristic.







Penghargaan yang Diterima Tahun 2015Awards Received in 2015

NoBidang

FieldNama Penghargaan

Award's NameLembaga Pemberi

Grantor

1

LingkunganEnvironment

PROPER Emas untuk Area KamojangPROPER Gold for Kamojang Area

Kementerian Lingkungan Hidup dan KehutananMinistry of Environment and Forestry

2PROPER Biru untuk Area Lahendong PROPER Blue for Lahendong Area


3PROPER Biru untuk Area UlubeluPROPER Blue for Ulubelu Area


4PROPER Biru untuk Area SibayakPROPER Blue for Sibayak Area


5Patra Adhikriya Bhumi Madya untuk Area KamojangPatra Adhikriya Bhumi Madya for Kamojang Area

PT Pertamina (Persero)

6Satya Lancana Wirakarya untuk Area KamojangSatya Lancana Wirakarya for Kamojang Area

Presiden Republik IndonesiaThe President of the Republic of Indonesia

7

Manajemen Mutu Quality Management

Best Innovation untuk PKM SupermanBest Innovation for PKM Superman

Upstream Improvement & Innovation Award

83rd Best CIP untuk PKM Superman3rd Best CIP for PKN Superman

Upstream Improvement & Innovation Award

9Peringkat Platinum untuk PKM SupermanPlatinum award for PKM Superman

Annual Pertamina Quality Award

10Peringkat Platinum untuk GKM KamojangPlatinum award for GKM Kamojang


11Peringkat Platinum untuk GKM TurbinPlatinum award for GKM Turbin


12Peringkat Gold untuk PKM Linau LakeGold award for PKM Linau Lake


13Peringkat Gold untuk PKM IMTAQGold award for PKM IMTAQ


14Peringkat Gold untuk GKM Project DevelopmentGold award for GKM Project Development


Awards

/ Penghargaan






Penghargaan yang Diterima Tahun 2015Awards Received in 2015

NoBidang

FieldNama Penghargaan

Award's NameLembaga Pemberi

Grantor

15Dharma Karya Energi dan Sumber Daya Mineral Muda untuk PKM ChangcuterDharma Karya Energi and Young Mineral Resources for PKM Changcuter

Kementerian Energi Sumber Daya MineralMinistry of Energy and Mineral Resources

16

Manajemen Mutu Quality Management

Best Innovation Expo Annual Pertamina Quality Award

17The Best Continuous Performance Improvement Annual Pertamina Quality Award

18Peringkat Platinum untuk GKM Project DevelopmentPlatinum award for GKM Project Development

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

19Peringkat Platinum untuk PKM Linau LakePlatinum award for PKM Linau Lake

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

20Three 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

21Peringkat Bronze untuk GKM EMC2 Bronze award for GKM EMC2

International Convention on QC Circles

22 Manajemen RisikoRisk Management

1st Winner The Best Implementation of Enterprise Risk Management pada ajang Annual Pertamina Subsidiary Award1st Winner for the Best Implementation of Enterprise Risk Management at the Annual Pertamina Subsidiary Award


23 KemasyarakatanSocial Community

2nd Winner The Best Implementation of Community Involvement & Development pada ajang Annual Pertamina Subsidiary Award2nd Winner for the Best Implementation of Community Involvement & Development at the Annual Pertamina Subsidiary Award


24

LainnyaOthers

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


25Penghargaan Kategori 5 Prioritas Strategis- Pilar Pengembangan Strategi Hulu untuk Area Kamojang5th Category Award of Strategic Priorities – Pillar Development of Upstream Strategy for Kamojang Area

Pertamina Award 2015






Certification

/ Sertifikasi

Sertifikasi yang Dimiliki Perusahaan Hingga 2015 [G4-15]Certificates Owned by the Company up to 2015

No Nama SertifikasiCertificate’s Name

StandarStandard

Ruang LingkupScope

Tanggal Perolehan dan Masa BerlakuDate Acquired and Validity Period

Area/ Fungsi/ DirektoratArea/ 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 ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation

2014-2017 Area LahendongLahendong Area

2 Sistem Manajemen LingkunganEnvironmental Management System

ISO 14001:2004 Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation

2014-2017 Area UlubeluUlubelu Area

3 Sistem Manajemen Pengamanan Security Management System

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

Sistem Manajemen Pengamanan SwakarsaIndependent Security Management System

2014-2017 Area KamojangKamojang Area

4 Sistem Manajemen Pengamanan Security Management System

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

Sistem Manajemen Pengamanan SwakarsaIndependent Security Management System







No Nama SertifikasiCertificate’s Name

StandarStandard

Ruang LingkupScope

Tanggal Perolehan dan Masa BerlakuDate Acquired and Validity Period

Area/ Fungsi/ DirektoratArea/ 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

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

2015-2018 Area KamojangKamojang Area

6 Sistem Manajemen LingkunganEnvironmental Management System

ISO 14001:2004 Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation


7 Sistem Manajemen K3Management System of OHS

OHSAS 18001:2007 Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation

2015-2018 Area UlubeluUlubelu Area

8 Sistem Manajemen MutuQuality Management System

ISO 9001:2015 Eksplorasi dan Eksploitasi Uap Panas Bumi di Lingkungan Kantor PusatExploration and Exploitation of Geothermal Steam in the Environment of Head Office

Implementasi 2015Implementation in 2015

Kantor PusatHead Office






Significant Events in 2015

/ Peristiwa Penting 2015

RUPS Tahun Buku 2014RUPS 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 YearPT 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.

Tajak Sumur KMJ- 70 Area KamojangTajak 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 AreaSpud-in of KMJ-70/3 in RIG PDSI #39.3 D1500E Kamojang Area, Bandung with finishing depth at 3,000 meter.

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

The Signing of EPCC Contract for Karaha-Alstom ProjectPT 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.

Kunjungan Dirut Pertamina ke KamojangDirektur 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 KamojangPresident 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.

Town Hall Meeting - Pisah sambut Direktur Utama PT Pertamina Geothermal EnergyTown 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 EnergyTown 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.

Januari | January

Februari | February

Februari | February April | April April | April

April | April

Mei | May

2626

2

4 24

Kunjungan Direktur UtamaPT Pertamina Geothermal Energy ke Area KomojangSeusai 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 AreaPost inauguration as President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin completed its initial work visit to Kamojang Area.

8

Pengenalan Komisaris UtamaPT Pertamina Geothermal Energy yang BaruPengenalan Komisaris UtamaPT 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 NewPresident Commissioner ofPT Pertamina Geothermal EnergyThe 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.

20

Penghargaan CECT Award 2015PT 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 2015PT 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.

17 Maret | March






Upstream HSSE Forum HSSEDirektur 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 HSSEUpstream 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.

Temu Pisah Direktur OperasiDirektur Operasi PT Pertamina Geothermal Energy, Richard H. Tamba mengakhiri masa jabatannya diPT 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.

Pameran IIGCE & EBTKE Conex 2015PT 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 2015PT 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.

Customer Visit Direktur SDM dan Umum Pertamina ke PT Pertamina Geothermal EnergyDirektur SDM dan Umum Pertamina Dwi Wahyu Daryoto dan Tim Corporate Shared Service (CSS) berdiskusi mengenai update layanan CSS serta sharing rencana bisnisPT Pertamina Geothermal Energy ke depannya.

Customer Visit of Human Resources and General Affairs Director of Pertamina to PT Pertamina Geothermal EnergyHuman 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.

Juni | June Agustus | August Agustus | August Oktober | October

Agustus | August

September | September

November | November

Juli | July

25 6 19 9

APQA 2015Insan 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 2015Individuals 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.

2-4Pelepasliaran Elang KamojangPusat 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 EagleKamojang 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 ofPT Pertamina Geothermal Energy.

9Tajak Pertama di Cluster K Area UlubeluDirektur 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 AreaUpstream 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.

17

Peresmian PLTP Kamojang Unit VPresiden 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 VThe 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.

5






Sosialisasi GCG, Visi Misi dan Tata NilaiSosialisasi 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 baruPT Pertamina Geothermal Energy Maxi Eman yang diangkat tmt 29 Oktober 2015.

Socialization of GCG, Vision Mission and ValuesSocialization 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.

Proper Emas 5 Kali Berturut-turut Untuk Area KamojangPT 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 5th Gold Rank of Proper for Kamojang AreaPT 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.

17 23

Tim CIP PT Pertamina Geothermal Energy di ajang TKMPNTim 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.

CIP Team of PT Pertamina Geothermal Energy in TKMPNCIP 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.

23-26

Penghargaan APSA, HUT ke-58 PertaminaPT 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 AnniversaryAt 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.

10

Gathering PT Pertamina Geothermal EnergyPencanangan target Perusahaan pada tahun 2025 sebesar 2.267 MW oleh Direksi.

Gathering PT Pertamina Geothermal EnergyA declaration of Company’s target to reach 2,267 MW in 2025 by the Board of Directors.

20

MWT Direktur Hulu PertaminaDirektur Hulu Pertamina Syamsu Alam didampingi Direktur UtamaPT 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.

MWT of Pertamina’s Upstream DirectorUpstream 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.

20

November | November November | November

November | November

November | November

Desember | December

Desember | December






Area SiabayakSibayak Area






Board of Commissioners’ Report

/ Laporan Dewan Komisaris

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.




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


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.

Laporan Terintegrasi Pertama

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.

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.

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.

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.

First Integrated Report

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.

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.

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.






Penilaian Kinerja Direksi

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.

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.

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.

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.

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).

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.

Assessment on the Board of Directors' Performance

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.

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.

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.

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.

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).

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.






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.

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.

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.

Pandangan Atas Prospek Usaha

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%.

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 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.

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.

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.

Views on Business Prospects

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%.

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.






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.

Segala tantangan tersebut harus dapat dikelola dengan baik

oleh Direksi dan segenap manajemen, melalui kebijakan-

kebijakan 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.

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.

Penilaian Kinerja Komite di Bawah Dewan Komisaris

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.

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.

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.

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.

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.

Performance Assessment of Committee under the Board of Commissioners

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.

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.






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.

Perubahan Dewan Komisaris

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).

Penutup

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.

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.

Mari kita teruskan peningkatan efisiensi, kerja keras, dan

pengelolaan produksi yang ramah lingkungan, sehingga

keseimbangan hidup dapat makin terjaga.

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.

Changes within the Board of Commissioners

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).

Closing

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.

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.

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 ANDAYANIKomisaris Utama | President Commissioner






YENNI ANDAYANI

Komisaris UtamaPresident Commissioner

BISToK SIMBoLoN

KomisarisCommissioner






MAxI EMAN


WIM TANGKILISAN

Komisaris IndependenIndependent Commissioner






YENNI ANDAYANIKomisaris Utama | President Commissioner

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.

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.

Yenni AndayaniKomisaris Utama

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.

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.

Profile of The Board of Commissioners

/ Profil Dewan Komisaris






BISToK SIMBoLoNKomisaris | Commissioner

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


1 Juli 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.

Bistok SimbolonKomisaris

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.

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.






MAxI EMANKomisaris | Commissioner

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.

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 2007-

2010, 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.

Maxi EmanKomisaris

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.

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 2010-

2012; 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.






WIM TANGKILISANKomisaris Independen | Independent

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.

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.

Wim TangkilisanKomisaris Independen

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.

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.

WIM TANGKILISANKomisaris Independen | Independent Commissioner






MUHAMAD HUSENKomisaris Utama | President Commissioner

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


22 Agustus 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.

Muhamad HusenKomisaris Utama

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.

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).






MUHAMMAD SYAHIDKomisaris | Commissioner


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.

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 2007-

2009, Manajer Pengeluaran Dana pada tahun 2009-2010, dan

Manajer cash disbursement pada tahun 2010-2011, dan Vice

President Management Accounting pada tahun 2011-2012.

Muhammad SyahidKomisaris


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.

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.






Board of Directors’ Report

/ Laporan Direksi [G4-1, G4-2]

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.






Laporan Tahunan Yang Terintegrasi

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.

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.

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.

Kinerja Tahun 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.

An Annual Integrated Report

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.

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.

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.

Performance Review in 2015

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.






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.

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.

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.

Penerapan dan pelaksanaan kebijakan strategis tersebut di

atas, menjadikan Perusahaan mampu mengatasi kendala-

kendala 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.

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.

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.

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.

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.

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.

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.






Analisis Prospek Usaha

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.

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.

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.

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.

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.

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

Business Prospect Analysis

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.

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.

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.

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.

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.

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






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.

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.

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.

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.

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.

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).

Realisasi 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

forest. Moreover, there was uncertainties pertaining to permit

time frame and amount of permit that is required in conducting

geothermal business development.

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.

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.

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.

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.

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).

Realization of KPI

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.






pelanggan, serta pengelolaan organisasi dan tenaga kerja.

Pencapaian KPI mencapai 116%, melebihi target yang telah

ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan

(RKAP) 2015.

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.

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.

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).

Penerapan Tata Kelola Perusahaan Yang Baik

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.

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.

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.

The achievement of KPI reached 116%, exceeding the determined

target in the 2015 Work Plan and Budget (RKAP).

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.

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.

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.

Implementation of Good Corporate Governance

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.

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.

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.






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.

Perubahan Komposisi Anggota Direksi

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.

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.

Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal

23 April 2015, nama jabatan Direktur Perencanaan dan

Pengembangan berubah menjadi Direktur Eksplorasi dan

Pengembangan.

Pelaksanaan Tanggung Jawab Sosial Dan Lingkungan (TJSL)

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.

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

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.

Changes in the Composition of the Board of Directors

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.

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.

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.

Implementation of Social and Environment Responsibility

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.

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






Jakarta, Februari 2016

Atas nama Direksi | On Behalf of Board of Director

IRFAN ZAINUDDIN Direktur Utama | President Director

kerja, pemberian jaminan pengobatan bagi pekerja korban

kecelakaan kerja, serta penjaminan pemeliharaan kesehatan

pekerja.

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.

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.

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.

Penutup

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.

for employees with occupational hazard, as well as health care

insurance.

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.

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.

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.

Closing

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.






IRFAN ZAINUDDIN

Direktur UtamaPresident Director

KHAIRUL RoZAQ

Direktur Eksplorasi & PengembanganExploration & Development Director






ALI MUNDAKIR

Direktur OperasiOperation Director

A.B. HADI KARYoNo

Direktur KeuanganFinance Director






IRFAN ZAINUDDINDirektur Utama | President Director


pada 16 Desember 1961, berusia 54 tahun. Diangkat menjadi

Direktur Utama berdasarkan RUPS tanggal 23 April 2015 yang


20 Mei 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.

IRFAN ZAINUDDINDirektur Utama


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.

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.

Profile of Board of Directors

/ Profil Direksi






KHAIRUL RoZAQDirektur 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.

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.

KHAIRUL RoZAQDirektur Eksplorasi dan Pengembangan

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.

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.

Direktur Eksplorasi & Pengembangan | Exploration & Development Director






ALI MUNDAKIRDirektur Operasi | Operation Director

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.

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 2012-

2015.

ALI MUNDAKIRDirektur Operasi

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.

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.






A.B. HADI KARYoNoDirektur Keuangan | Finance Director

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


17 Desember 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.

A.B. HADI KARYoNoDirektur Keuangan

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.

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 2011-

2013.






RoNY GUNAWANDirektur Utama | President Director

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.

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.

RoNY GUNAWANDirektur Utama

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.

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.






RICHARD H. TAMBADirektur Operasi | Operation Director

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


17 Desember 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.

RICHARD H. TAMBADirektur Operasi

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.

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.






YENNI ANDAYANI

Komisaris UtamaPresident Commissioner(5 Maret - 31 Desember 2015 | 5 March - 31 December 2015)

BISToK SIMBoLoN

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

MAxI EMAN

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

WIM TANGKILISAN

Komisaris IndependenIndependent Commissioner(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)

MUHAMAD HUSEN

Komisaris UtamaPresident Commissioner(1 Januari - 5 Maret 2015 | 1 January - 5 March 2015)

MUHAMMAD SYAHID

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

/Dewan Komisaris Board of Commissioners

Statement of Responsibility on Annual Integrated Report 2015

/ Pernyataan Tanggung Jawab Atas Laporan Tahunan Terintegrasi Tahun Buku 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.

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.






IRFAN ZAINUDDIN

Direktur UtamaPresident Director(23 April - 31 Desember 2015 | 23 April - 31 December 2015)

KHAIRUL RoZAQ

Direktur Eksplorasi & PengembanganExploration & Development Director(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)

ALI MUNDAKIR

Direktur OperasiOperation Director(6 Agustus - 31 Desember 2015 | 6 August - 31 December 2015)

A.B. HADI KARYoNo

Direktur KeuanganFinance Director(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)

RoNY GUNAWAN

Direktur UtamaPresident Director(1 Januari - 23 April 2015 | 1 January - 23 April 2015)

RICHARD H. TAMBA

Direktur OperasiOperation Director(1 Januari - 6 Agustus 2015 | 1 January - 6 August 2015)

/Direksi Board of Directors







TENTANG KAMI

ABOUT US

About Us

/ Tentang Kami

PT Pertamina Geothermal Energy (Perusahaan), adalah anak perusahaanPT Pertamina (Persero) yang didirikan untuk 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.

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 PerusahaanNama dan Alamat Perusahaan [G4-3, G4-5, G4-31]

PT Pertamina Geothermal EnergyMenara Cakrawala lantai 15Jalan MH Thamrin No. 9 JakartaIndonesia 10340Phone: (62-21) 398 33 222Fax: (62-21) 398 33 230Email: [email protected]

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

Pemegang Saham [G4-7]

• PT Pertamina (Persero) 90,06%• PT Pertamina Dana Ventura 9,94%

Modal DasarRp780.521.000.000

Modal Ditempatkan dan DisetorRp694.573.000.000

Jumlah Pekerja [G4-10]

449 Orang

Company’s IdentityName and Address of the Company [G4-3, G4-5, G4-31]

PT Pertamina Geothermal EnergyCakrawala Building 15th FloorMH Thamrin Street No. 9 JakartaIndonesia 10340Phone: (62-21) 398 33 222Fax: (62-21) 398 33 230Email: [email protected]

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

Shareholders [G4-7]

• PT Pertamina (Persero) 90.06%• PT Pertamina Dana Ventura 9.94%

Authorized Capital Rp780,521,000,000

Subscribed Capital Rp694,573,000,000

Number of Employees [G4-10]

449 Employees





Tentang KamiAbout Us

Area KamojangJl. 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 SibayakJl. Teknol Sempajaya

PO BOX 17 Brastagi

Sumatera Utara 22156

Tlp: +62 628 92263

Fax: +62 628 92664

Area UlubeluJl. Raya Ulubelu

Pekon Karang Rejo, Ulubelu

Tanggamus, Lampung 35373

PO BOX 12 Pringsewu

Tlp: +62 729 22881/ 22882

Fax: +62 729 22883

Alamat Kantor Area | Addresses of Area offices

Sekilas PerusahaanDasar 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.

Tanggal Pendirian12 Desember 2006

Akta Pendirian PerusahaanAkta 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.

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

Jenis Perusahaan [G4-7]

Perseroan Terbatas

Jenis UsahaPengusahaan Tenaga Panas Bumi

Jenis Produk dan Jasa [G4-PR3]

Uap dan Listrik

Company at a GlanceLegal 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.

• 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.

Date of EstablishmentDecember 12th, 2006

Deed of EstablishmentDeed 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.

Deed of Last AmendmentDeed 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..

Type of Company [G4-7]

Limited Liability Company

Type of BusinessGeothermal Energy Utilization

Type of Product and Service [G4-PR3]

Steam and Electricity







Sejarah Singkat Perusahaan

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.

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.

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.

Company’s History In Brief

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.

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.

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.






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.

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.

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.

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.

Pada 16 September 2012, PLTP Ulubelu Unit I resmi beroperasi.

PLTP berkapasitas 55 MW tersebut memanfaatkan energi

panas bumi dari Lapangan Ulubelu, Provinsi Lampung.

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.

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).

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.

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.

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.

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).

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.

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.

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).






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.

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.

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.

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.

Record of Performance

/ Jejak Langkah

1974

1983

2000

2001

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.

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

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.

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.

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.

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.

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.

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.

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.

2014

2015

2015

Area LahendongLahendong Area

Visi dan Misi [G4-42, G4-56]

Vision and 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 Vision

Misi Mission

World Class Geothermal Energy Enterprise

2014

2017

2021

2025

#1 Geothermal Entity in Indonesia

Leading Geothermal Company in Indonesia

Leading Geothermal Company in Asia


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

Visi dan Misi [G4-42, G4-56]

Vision and Mission Tata Nilai Values

Clean

Competitive

Confident

CustomerFocused

Capable

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, non-tolerance to briberies, upholding trust and integrity. Complying the principles of Good Corporate Governance.

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.

Commercial

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.

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

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

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.

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.

Bidang Usaha

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.

Tujuan Perusahaan adalah untuk:

1. Memperoleh keuntungan berdasarkan prinsip pengelolaan

perusahaan secara efektif dan efisien.

2. Meningkatkan peran panas bumi dalam menunjang

kebutuhan energi nasional.

Untuk mencapai maksud dan tujuan tersebut di atas, perseroan

melaksanakan kegiatan usaha sebagai berikut: [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.

Business Sector

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.

The objectives of the Company are:

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.

In order to achieve such purpose and objectives above, the

company accomplished these business activities: [G4-4, G4-8]

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.






Skema Pemanfaatan Panas Bumi

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.

Secara umum pemanfaatan energi panas bumi dapat dibagi

menjadi 2:

• Pemanfaatan tidak langsungEnergi panas bumi antara lain digunakan untuk pembangkit

listrik yang memerlukan konversi energi di dalam generator

kinetik.

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.

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.

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.

Di dalam generator terjadi konversi energi gerak menjadi

energi listrik. Selanjutnya listrik yang dihasilkan di

distribusikan ke konsumen.

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.

Scheme of Geothermal Utilization

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.

In general, geothermal utilization can be divided into 2:

• Indirect utilizationGeothermal is used, among others, for power plant, which

requires energy conversion in kinetic 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.

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.

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.

Within the generator, an energy conversion occurs creating

electrical energy, which hereafter it will be distributed to

consumers.

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.






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.

Sementara ini pemanfaatan energi panas bumi lebih banyak

untuk pemanfaatan tidak langsung yakni untuk kelistrikan.

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.

At the moment, geothermal energy utilization is inclined to be

used for indirect utilization, namely for power.






• Pemanfaatan langsungPemanfaatan 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.

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.

• Direct utilizationDirected 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.

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.






• AMDAL/UKL/UPL• Location’sPermit• Landutilizationpermitforexplorationactivities–MinistryofForestry

• SIPPA• IMB

• AMDAL• Location’sPermit

• LandUsePermit

• SIPPA• IMBINVENTORY WKP

1-2 Years 2-3 Years

EXPLORATION

EXPLOITATION

PROSES HEAD OF AGREEMENT

Model Bisnis Business Models

NEGOTiATiON PROcESS ON STEAM/ElEcTRiciTy PRicE

Notice of Resources ConfirmationNotice Of Intend to Develop

72 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 73 laporan Tahunan Terintegrasi 2015 Annual Integrated Report





3-5 Years

Front End Engineering Design (FEED)

Engineering, Procurement, Construction and

Commissioning (EPCC)

Commercial Operation Date (COD)

EFFEcTivE DATE (30 yEARS)Perjanjian Jual Beli Uap (PJBU)/ Perjanjian Jual Beli listrik (PJBl)Steam Sales Contract (PJBU)/ Energy Sales Contract (PJBL)

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




72 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 73 laporan Tahunan Terintegrasi 2015 Annual Integrated Report


1

2

3

45

6

11

A

7B C

8 9

10

D

E

Peta Wilayah Pertamina Geothermal EnergyMap of Pertamina Geothermal Energy

Wilayah Kerja [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.

Working Area [G4-6, G4-13]

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.






12

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.

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.

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.

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

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






Area Panas Bumi

Meliputi 4 area dengan kapasitas total mencapai 437 MW. Ke-4

Area tersebut adalah:

1. Area Kamojang memiliki 5 unit PLTP, dengan total kapasitas

terpasang sebesar 235 MW yang terletak di WKP Kamojang-

Darajat, 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.

Geothermal Areas

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

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.

Area LahendongLahendong Area






Area EksistingExisting Area

UnitUnit

KapasitasCapacity

(MW)

Tanggal operasi KomersialCommercial Operation Date

PenjualanSales

Sibayak

I 5 22 September 2008 | 22 September 2008 Uap | Steam

II 5 30 September 2008 | 30 September 2008 Uap | Steam

Monoblok 2 Listrik | Electricity

Kamojang

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 Listrik | Electricity

Lahendong

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

Ulubelu I 55 16 September 2012 | 16 September 2012 Uap | Steam

II 55 24 Oktober 2012 | 24 October 2012 Uap | Steam

Proyek Panas Bumi

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.

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.

Geothermal Projects

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. 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.






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.

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.

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.

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. 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. 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.

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.

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.

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. 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.

Proyek Karaha Unit IUnit I Karaha Project

Proyek PLTP Ulubelu III & IVUlubelu III & IV PLTP Project






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

Area & ProyekArea & Project

PLTPPLTP

KapasitasCapacity

(MW)

Perkembangan Area & ProyekArea & Project Development

Kamojang

PLTP Unit I 30 Instalasi Selesai | Installation is Completed

PLTP Unit II 55 Instalasi Selesai | Installation is Completed

PLTP Unit III 55 Instalasi Selesai | Installation is Completed

PLTP Unit IV 60 Instalasi Selesai | Installation is Completed

PLTP Unit V 35 Instalasi Selesai | Installation is Completed

Lahedong



PLTP Unit III 20 Instalasi Selesai | Installation is Completed

PLTP Unit IV 20 Instalasi Selesai | Installation is Completed

PLTP Unit V 20 EPCC | EPCC

PLTP Unit VI 20 EPCC | EPCC

Sibayak

Monoblok 2 Instalasi Selesai | Installation is Completed



Ulubelu



PLTP Unit III 55 Pemboran & EPCC | Drilling & EPCC

PLTP Unit IV 55 Pemboran & EPCC | Drilling & EPCC

Lumut Balai

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

Karaha PLTP Unit I 30 EPCC | EPCC

HululaisPLTP Unit I 55

Pelaksanaan Infrastruktur, Pemboran dan Uji ProduksiImplementation of Infrastructure, Drilling and Production

PLTP Unit II 55Pelaksanaan Infrastruktur, Pemboran dan Uji ProduksiImplementation of Infrastructure, Drilling and Production

Sungai PenuhPLTP Unit I 55 Pemboran & Uji Produksi | Drilling & Production Test

PLTP Unit II 55 Akan dikembangkan lebih lanjut | To be developed further

Proyek PLTP Ulubelu III & IVUlubelu III & IV PLTP Project






IRFAN ZAINUDDIN


ALI MUNDAKIR


TAFIF AZIMUDIN

Corporate Secretary

KHAIRUL RoZAQDirektur Eksplorasi & PengembanganExploration & Development Director

EKo AGUNG BRAMANTYo

Vice President Operation & Engineering

INDRIA DoRIA

Vice President Strategic Planning & Business Development

IRAWAN NUGRoHo

Vice President Drilling

EBEN EZER SIAHAAN

Vice President Exporation & Exploitation

DoDDY SATYAJIT

Vice President Partnership

TAVIP DWIKoRIANTo

Vice President Project Development

WILMAR NAPITUPULU

Head of HSSE

ELVINo GUSTY A

Senior Manager Geomatics & ICT






Struktur organisasiorganization 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:

A.B. HADI KARYoNo


BUDI ENDA DHANISWARA

Head of Internal Audit

DEL AHIMSAR

Vice President Controller

WAWAN DARMAWAN

General Manager Area Kamojang

TAJUDIN NooR

Vice President TreasuryDIRGo RAHAYU

General Manager Area Ulubelu

SALVIUS PATANGKE

General Manager Area Lahendong

KUSTRINARTo

Senior Manager SCM

RATU RENI GUSFIARNI

Senior Manager Human Capital






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 PendidikanEmployees’ Profile - Based on Gender and Education Level

Tingkat PendidikanEducation Level

2015 2014 2013

Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female

SMA dan SetaraHigh 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 UsiaEmployees’ Profile - Based on Gender and Age

Kelompok Usia | Age 2015 2014 2013


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







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 KepegawaianEmployees’ Profile - Based on Gender and Employment Status

Status KepegawaianEmployment Status

2015 2014 2013


Pekerja Waktu TertentuTemporary Employee

80 5 58 7 34 1

Pekerja Waktu Tidak TertentuPermanent Employee

303 61 297 63 292 61


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

Penempatan KerjaWork Placement

2015 2014 2013


Kantor Pusat JakartaHead 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







Profil Pekerja - Berdasar Berdasarkan Level organisasiEmployees’ Profile - Based on Organization Level

2015

Kelompok JabatanPosition

Gender Usia | Age

Pria | Male Wanita | Female <31 31-40 41-50 >50

Direksi | Director 4 0 0 0 2 2

Vice President/SetaraVice 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 ManajemenTotal 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






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.

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.

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.

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.

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.

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.

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.

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.

2015*

9.429.01

7.146.71

7.807.23

2014 2013

Realisasi | Realization

Target | Target

Besaran Biaya Pengembangan Kompetensi Pekerja (Miliar Rp)

Nominal Budget of Employees’ Competency Development (Billion Rp)

* termasuk dengan grant world bank Including world bank grant






Pelatihan Berdasarkan Fungsi Tahun 2015Trainings Based on Functions in 2015

UraianDescription

2015 Tema PelatihanTheme of Training

Laki-laki | Male Perempuan | Female

Jumlah (Jam) PelatihanTotal Trainings (Hour)

19,060 2,440

Analysis & Modelling for Cost, Economic & Risk, Legal School,

Geothermal Power Plant Operation, Simulasi Reservoir Tough React,

Senior Management Development program, and so forth.

Jumlah Pekerja Peserta Pelatihan (Orang)Total Training Participants (People)

316 47

Rerata (Jam Pelatihan/Orang)Average (Training Hours/Person)

60.32% 51.91%

Fungsi (Jam) | Functions (Hour)

Exploration & Development 3,304 824

Operation 12,020 656

Finance 720 136

HSSE 376 24

Human Capital 248 432

SCM 1,224 104

Geomatics & ICT 520 16

Corporate Secretary 584 192

Internal Audit 64 56






Pelatihan Berdasarkan Fungsi Tahun 2014Trainings Based on Functions in 2014

UraianDescription

2014 Tema PelatihanTheme of Training

Laki-laki | Male Perempuan | Female

Jumlah (Jam) PelatihanTotal Trainings (Hour)

26,456 3,688

Project Management, ReservoirModelling, Geological ModellingLeapfrog, HAZOP, Certified Risk

Management, and so forth.

Jumlah Pekerja Peserta Pelatihan (Orang)Total Training Participants (People)

334 58

Rerata (Jam Pelatihan/Orang)Average (Training Hours/Person)

79.21% 63.59%

Fungsi (Jam) | Functions (Hour)

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

Korpeldal Proyek | Project Korpeldal 4,840 896

Sekretaris | Secretary 168 128

Internal Audit 128 40






Komposisi Pemegang Saham

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.

PT Pertamina Dana Ventura9.94%

PT Pertamina (Persero)90.06%

Jumlah Lembar SahamTotal Shares


PT Pertamina Dana Ventura

625,521

69,052

Shareholders’ Composition

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.

Kronologi Pencatatan Saham dan Efek Lainnya

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.

Chronology of Company Listing and other Securities

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.






Penyertaan Saham PerusahaanCompany’s Shares

Nama PerusahaanCompany’s Name

Kepemilikan SahamShares

%

Status Kegiatan Activity Status

AlamatAddress

Bidang Usaha Business Sector

PHE PGE

PT Pertamina Hulu Energi Tomori Sulawesi 99 1 ProduksiProduction

Jl. TB Simatupang Kav 99, Jakarta

Sektor Industri Minyak dan Gas

Oil and Gas Industrial Sector

PT Pertamina Hulu Energi Karama 99 1 EksplorasiExploration

PT Pertamina Hulu Energi Donggala 99 1 Tidak OperasiNot Operating

PT Pertamina Hulu Energi Salawati 99 1 ProduksiProduction

PT Pertamina Hulu Energi Salawati Basin 99 1 ProduksiProduction

PT Pertamina Hulu Energi Simenggaris 99 1 PengembanganDevelopment

PT Pertamina Hulu Energi Tengah K 99 1 ProduksiProduction

PT Pertamina Hulu Energi Makassar Strait 99 1 ProduksiProduction

PT Pertamina Hulu Energi Tuban East Java 99 1 ProduksiProduction

PT Pertamina Hulu Energi West Madura Offshore 99 1 ProduksiProduction

PT Pertamina Hulu Energi Jambi Merang 99 1 ProduksiProduction

PT Pertamina Hulu Energi Jabung 99 1 ProduksiProduction

PT Pertamina Hulu Energi Gebang N Sumatera 99 1 ProduksiProduction

PT Pertamina Hulu Energi Raja Tempirai 99 1 ProduksiProduction

PT Pertamina Hulu Energi Ogan Komering 99 1 ProduksiProduction

PT Pertamina Hulu Energi Kakap 99 1 ProduksiProduction

PT Pertamina Hulu Energi South Jambi B 99 1 ProduksiProduction

PT Pertamina Hulu Energi Coastal Plain Pekanbaru 99 1 ProduksiProduction

PT Pertamina Hulu Energi Corridor 99 1 ProduksiProduction

PT Pertamina Hulu Energi NSO 99 1 ProduksiProduction

PT Pertamina Hulu Energi MNK Sakakemang 99 1 EksplorasiExploration

PT Pertamina Hulu Energi Kampar 99 1 Belum aktifNot Active

Daftar Entitas Anak dan/atau Asosiasi

Hingga 31 Desember 2015, Perusahaan memiliki penyertaan

saham pada 22 anak perusahaan PT Pertamina Hulu Energi

(PHE).

List of Subsidiaries and/or Associations

Up to December 31st, 2015, the Company has shares in 22

subsidiaries of PT Pertamina Hulu Energi (PHE).






Struktur Grup Perusahaan

Company’s Group Structure

PT PERTAMINA (PERSERo) PT PERTAMINA DANA VENTURA

PT Pertamina Hulu Energi Tomori Sulawesi

PT Pertamina Hulu Energi Karama

PT Pertamina Hulu Energi Tengah K

PT Pertamina Hulu Energi Donggala

PT Pertamina Hulu Energi Makassar Strait

PT Pertamina Hulu Energi Salawati

PT Pertamina Hulu Energi Tuban East Java

PT Pertamina Hulu Energi Salawati Basin

PT Pertamina Hulu Energi West Madura offshore

PT Pertamina Hulu Energi Jabung

PT Pertamina Hulu Energi Simenggaris

PT Pertamina Hulu Energi Jambi Merang

PT Pertamina Hulu Energi Gebang N Sumatera

PT Pertamina Hulu Energi Raja Tempirai

PT Pertamina Hulu Energi ogan Komering

PT Pertamina Hulu Energi South Jambi B

PT Pertamina Hulu Energi NSo

PT Pertamina Hulu Energi Kakap

PT Pertamina Hulu Energi Corridor

PT Pertamina Hulu Energi Coastal Plain Pekanbaru

PT Pertamina Hulu Energi MNK Sakakemang

PT Pertamina Hulu Energi Kampar

9.94%90.06%

1%






No Nama LembagaAgency’s Name

AlamatAddress

1 Kantor Akuntan PublikPublic Accounting Firm

Purwantono, Sungkoro & Surja (Ernst & Young)

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

2 Kantor Penasehat HukumLegal Adviser Office

Makarim & Taira S.

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

Jantje Rumegang, SH Jl. Sungai Musi, Kelurahan Singkil Dua, Lingkungan II, Kecamatan SingkilManado, IndonesiaP : +62 431 95234HP : +62 813 5656 4123, +62 821 8707 0467

Soesilo Ariwibowo & Rekan Grha DeKAJl. TB. Simatupang Kav.8 KebagusanJakarta 12520, IndonesiaP : +62 21 78840647, 78840671, 78810740F : +62 21 78840638

3 NotarisNotary

Marianne Vincentia Hamdani, SH

Jl. Boulevard Raya Blok K4 No.3, Kelapa Gading PermaiJakarta 14240, IndonesiaP: +62 21 4523463, +62 21 4532923, +62 21 4532708F: +62 21 45854285

Nama dan Alamat Lembaga dan/atau Lembaga Penunjang

Names and Addresses of Agencies and/or Supporting Agencies

Keikutsertaan Perusahaan dalam organisasi [G4-16]Involvement of Company in Organization

Nama LembagaName of Institution

Penjelasan Description

API Asosiasi Panas Bumi Indonesia Indonesia Geothermal Association

METI Masyarakat Energi Terbarukan Indonesia Indonesian Renewable Energy Society






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.

Management Analysis and Discussion

/ Analisa dan Pembahasan Manajemen






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).

Tinjauan Umum

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.

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.

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.

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.

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.

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).

General Review

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.

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.

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.

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.

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.





Analisa dan Pembahasan ManajemenManagement Analysis And Discussion

Namun demikian secara umum, berbagai kendala yang

dihadapi tidak mempengaruhi kinerja Perusahaan sepanjang

2015. Perusahaan tetap dapat memperlihatkan pertumbuhan

signifikan dan mampu mempertahankan keberlanjutannya.

Kondisi Bisnis 2015Perusahaan 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).

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)

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.

Pengembangan UsahaDengan 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.

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.

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.

Business Condition in 2015As 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).

Besides the above, below are the developing projects:

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)

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.

Business DevelopmentWith 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.

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.






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.

Tinjauan operasi Per Segmen Usaha

Kegiatan Eksplorasi dan PengembanganKegiatan 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.

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.

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.

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.

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 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.

operation Review per Business Segment

Exploration and Development ActivitiesExploration 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.

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.

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.

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.

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.






Struktur organisasi Direktorat Eksplorasi dan Pengembangan

Organization Structure of Department of Planning and Development

VP Strategic Planning & Business

Development

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 ProyekStatus of Drilling Area and Project

No. Proyek/AreaProject/Area

StatusProgress

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).






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).

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 ActivitiesAfter 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).

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


Direktur operasiOperation Director

General ManagerKamojang Area

Vice President operation & Engineering

General ManagerUlubelu Area

Vice PresidentDrilling

General ManagerLahendong Area

Vice PresidentPartnership






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 operasionalOperational PLTP Unit

Area Unit Keterangan Description

Kapasitas Capacity

Total Total

(MW)

Kamojang

I Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power

30

235

II Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power

55

III Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power

55

IV Dikelola oleh PerusahaanManaged by Company

60

V Dikelola oleh PerusahaanManaged by Company

35

Lahendong

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

20

80

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

20

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

20

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

20

Sibayak

I Kerjasama PT Dizamatra PowerindoPartnership of PT Dizamatra Powerindo

5

12II Kerjasama PT Dizamatra Powerindo

Partnership of PT Dizamatra Powerindo5

Monoblok Dikelola oleh PerusahaanManaged by Company

2

Ulubelu

I Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power

55

110 II Kerjasama PT Indonesia Power

Partnership of PT Indonesia Power55

Total 437






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.

Secara rinci, realisasi produksi panas bumi setara listrik selama

2015 pada masing-masing Area adalah sebagai berikut:

• Area KamojangRealisasi 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.

• Area LahendongRealisasi 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:

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

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.

In details, the realization of geothermal production equivalent to

electricity throughout 2015 in each Area is described as follow:

• Kamojang AreaGeothermal 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.

• Lahendong AreaGeothermal 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. 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.






• Area SibayakRealisasi 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:

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.

• Area UlubeluRealisasi 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.


• Sibayak AreaThe 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. 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.

• Ulubelu AreaThe 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.






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

Area 2015 2014 2013

RKAPRealisasi

Realization% RKAP

Kamojang

Unit I - - 76.15 225.03

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

Unit V 123.31 159.25 129% Belum Beroperasi

Have not yet operating

Total 1,504.50 1,590.91 106% 1,401.31 1,588.29

Lahendong

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

Sibayak

Total 17.52 0.03 0% 13.94 27.56

Ulubelu

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

Total Area 2,929.24 3,056.82 104% 2,831.40 2,961.5






Aspek Pemasaran

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.

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.

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,

G4-PR3]

Strategi PemasaranProduk 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.

Hingga akhir 2015, semua kegiatan strategi pemasaran

Perusahaan tidak menimbulkan perselisihan dan tidak ada

pelanggaran, baik dalam sponsor kegiatan maupun promosi.

[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.

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]

Marketing Aspect

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.

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.

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-

PR3]

Marketing StrategySpecific 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.

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]

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.

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.

[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.

Kegiatan PemasaranPerusahaan 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.

Pangsa PasarDengan 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%.

Secara keseluruhan, total kapasitas PLTP terpasang di Indonesia

sebesar 1.438,5 MW, yang berarti naik dibandingkan 2014 yang

sebanyak 1.403,5 MW.

Kebijakan Dividen

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.

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.

Marketing ActivitiesThe 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.

Market ShareWith 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%.

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.

Dividend Policy

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.






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 2013Declaration of dividend in 2014 pertaining to profit in 2013

8,707

Pengumuman dividen pada tahun 2015 yang berhubungan dengan laba bersih tahun 2014Declaration 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)

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.

Realisasi Penggunaan Dana Hasil Penawaran Umum

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.

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

Perusahaan dengan dukungan dari PT Pertamina (Persero)

telah menyiapkan peta jalan dengan mengalokasikan investasi

sebesar USD646.12 juta.

Stock ownership Program By Employee and/or Management (ESoP/MSoP)

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.

Realized Fund Utilization of Proceeds From Public offering

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.

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

The Company with the support of PT Pertamina (Persero) has

allocated an investment road map of USD646.12 million.






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.

• 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.

Di tahun 2015, Perusahaan tidak melakukan transaksi terkait

Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi

atau Restrukturisasi Utang/Modal.

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

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.

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.

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

• 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.

• 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.

In 2015, the Company did not perform any transactions related

to Expansion, Divestment, Business Merger/Fusion, Acquisition or

Restructuring of Debt/Capital.

Information of Material Transactions Containing Conflict of Interests And/or Transactions With Affiliations

Transactions with Special Related Parties/Affiliations

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.

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.






Semua transaksi tersebut diatas, diungkapkan dalam ‘Catatan

atas Laporan Keuangan’.

Transaksi Dengan Pihak BerelasiSepanjang 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”.

All the above-mentioned transactions are articulated in ‘Notes to

Financial Statements’.

Transactions with Related PartiesThroughout 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”.

Pemegang Saham | Shareholders PT. Pertamina dan PT. Pertamina Dana VenturaPT. Pertamina and PT. Pertamina Dana Ventura

PemerintahGovernment Related Entities

PT PLN (Persero) dan entitas anakPT PLN (Persero) and its subsidiaries

PT Indonesia Power

PT Bank Negara Indonesia (Persero), Tbk

PT Bank Mandiri (Persero), Tbk

PT Bank Rakyat Indonesia (Persero), Tbk

PT Rekayasa Industri (Persero)

Afiliasi sesama anak perusahaanAffiliates

PT Pertamina Hulu Energi (PHE) dan entitas anakPT Pertamina Hulu Energi (PHE) and its subsidiaries

PT Pertamina Bina Medika (Pertamedika)

PT Pertamina Training & Consulting (PTC)

PT Tugu Pratama Indonesia (TPI)

PT Pertamina EP

PT Pertamina Drilling Services Indonesia (PDSI)

PT Patra Jasa

PT Pertamina Retail

PT Mitra Tours & Travel (Mitra)

Di samping itu, Perusahaan juga mempunyai hubungan dengan

pihak-pihak terkait dalam melakukan transaksi, yaitu:

Apart from the above, the Company also develops relations with

related parties in performing transactions, namely:






Sifat HubunganNature of Relationship

Pihak BerelasiRelated Party

Bentuk TransaksiType of Transaction

Pemegang SahamShareholders

PertaminaPT 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 samaEntities under similar controlling

PT Pertamina Hulu EnergiPT Pertamina Bina MedikaPT Pertamina Training & ConsultingPT Pertamina EPPT Tugu Pratama IndonesiaPT Pertamina Drilling Services IndonesiaPT Patra JasaPT Mitra Tours & TravelPT Pertamina RetailPT Pertamina LubricantsPT Pertamina Gas

Pembelian barang dan jasaPurchase of goods and services

Entitas berelasi dengan PemerintahEntities related to the Government

PT PLN (Persero) & entitas anakPT Indonesia PowerPT Rekayasa Industri (Persero)PT Waskita Karya (Persero)PT Telekomunikasi Indonesia TbkBank BNIBank 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.

IndikatorIndikator

BobotWeight

RKAPRKAP

Hasil AuditAudited

% RKAP% of RKAP

SkorScore

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

Kriteria | Criteria BBB(Kurang Sehat)

BBB(Less Healthy)

A (Sehat)A (Healthy)

Tingkat Kesehatan Perusahaan 2015

Sepanjang tahun 2015, Perusahaan telah memenuhi target

kinerja yang ditetapkan RKAP berdasarkan tingkat kesehatan

perusahaan dengan kriteria A (sehat).

The Company’s Level of Performance 2015

Throughout 2015, the Company has met the performance targets

set by the level of corporate health RKAP with A (healthy) criteria.






2014 2015

No Nama PerusahaanCompany's Name

Bentuk SinergiSynergize

PendapatanRevenue

BebanExpense

PendapatanRevenue

BebanExpense

1 PT Pertamina Drilling Services Indonesia

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

- USD66.02juta | million


2 PT Pertamina (Persero)

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



3 PT Pertamina Training & Consulting

Pelaksanaan training, pengadaan konsultan perorangan dan pengadaan pekarya/outsourcingImplementation of training, procurement of consultancy for individuals and procurement of outsourcing

- USD289ribu | 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 proyekHealth 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 proyekLight Vehicles providers for all projects

- - - USD344ribu | thousand

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 controlInsurance for Directors and Officers (D&O) Liability, Property and Cost of Well Control



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






2014 2015

No Nama PerusahaanCompany's Name

Bentuk SinergiSynergize

PendapatanRevenue

BebanExpense

PendapatanRevenue

BebanExpense

8 PT Mitra Tours & Travel

Penyediaan tiket dan akomodasi bagi pekerjaTicket and accommodation providers for employees



9 PT Pertamina Retail

Kerjasama pengisian BBM/kendaraan operasionalCooperation in refueling/operational vehicles



Pengadaan Air Mineral BRIGHTProcurement of BRIGHT Mineral Water

- - - USD5ribu | thousand

10 PT Pertamina Lubricants

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


- USD5 ribu | thousand

11PT Pertamina Dana Ventura

• 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-

Rp8.70miliar | billion

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

TOTAL

- USD81.02 juta | million

- USD122.42 juta | million

- Rp9.35 miliar | billion

- Rp8.70 miliar | billion






INDIKAToR KINERJA UTAMAMAIN PERFORMANCE INDICATOR

FREQ MoNIToRINGFREQ MONITORING

SATUANUNIT

BoBoT (%)WEIGHT (%) BASE STRETCH

REALISASIREALIZATION

DEVIASIDEVIATION

PERFORM.

INDIVIDUAL PERFORMANCE CONTRACT

I. FINANCIAL 30 35%

1

Financial Excellence :

Laba Bersih Perusahaan | Net Profit of Company TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 5 69,80 73,29 85,13 120% 6%

EBITDA Margin TRI-WULANAN | QUARTERLY % 15 72,68 73,60 77,60 120% 18%

Net cashflow from operation TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 10 65 70 68,51 114% 11%

II. OPERATIONAL 40 48%

2

Pencapaian Kinerja Produksi | Achievement of Production Performance

Volume Produksi Geothermal (Basis Listrik) Geothermal Production Volume (Base of Electricity)

BULANAN | MONTHLY GWh 10 2929,24 3075,70 3056,82 117% 12%

Faktor Kesiapan Produksi (EAF) | Equivalent Availability Factor (EAF) BULANAN | MONTHLY % 10 86,93 91,28 95,22 120% 12%

3 Tambahan Ketersediaan Uap di Kepala SumurAdditional Steam Availability in Well-Head

TRI-WULANAN | QUARTERLY MW 10 60 80 94,63 120% 12%

4 Laporan Keuangan Audited 2014 | Audited Financial Report in 2014 TAHUNAN | ANNUALLY Hari Kerja | Working Day 10 H 0 H-2 H-2 120% 12%

III. BUSINESS DEVELOPMENT / CUSTOMER SATISFACTION 20 21%

5

Pencapaian Realisasi InvestasiAchievement of Investment Realization

a. Program | Program TRI-WULANAN | QUARTERLY % 10 100 100 100 100% 10%

b. Fisik | Physical TRI-WULANAN | QUARTERLY % 5 80 85 93,69 120% 6%

6 Amandemen Kontrak PJBU & PJBLContract Amendment of PJBU & PJBL

TAHUNAN | ANNUALLY Dokumen | Document 5 1 3 1 95% 5%

IV. PEOPLE & ORGANIzATIONAL MANAGEMENT 10 12%

7Organization Capital Readiness

Key Position with Successor | Key Position with Successor TRI-WULANAN | QUARTERLY % 2 90 95 100 120% 2%

8

Performance Achievement Assurance

PROPER TAHUNAN | ANNUALLY # Hijau/Emas 2 1/1 2/1 1 120% 2%

Audit Sustainability Skala Internasional International Scale Audit Sustainability

TAHUNAN | ANNUALLY % 2 90 100 137,5 120% 2%

Pengelolaan Risiko | Risk Management TRI-WULANAN | QUARTERLY % 2 98,6 100 100 120% 2%

Quality Management

9 Knowledge Asset Capitalization & CIP Value Creation TRI-WULANAN | QUARTERLY % 2 95 100 100 120% 2%

TOTAL BOBOT: 100 116%

BOUNDARY KPIS

1 TRIR TRI-WULANAN | QUARTERLY Ratio - 0,9 - 0,36 0%0%

2 Number of Accidents (NoA) TRI-WULANAN | QUARTERLY # cases - 0 - 0 0%

3 GCG Implementation Compliance TRI-WULANAN | QUARTERLY % - 87 - 90,56 0% 0%

4 Auditor Opinion TAHUNAN | ANNUALLY Opini | Opinion - WTP - WTP 0% 0%

OTHER OPERATIONAL METRICS

1

Operating Cost/Unit

Operating Cost/KWh BULANAN | MONTHLY US$ cent/KWh - 2,89 - 2,86 Good

2 Tindak lanjut temuan audit internal & eksternalFollow-up to the findings of internal & external audit

TRI-WULANAN | QUARTERLY % - 80 - 99,20 Good


Ketepatan Manajemen Kinerja | Accuracy of Performance Management TRI-WULANAN | QUARTERLY % - 90 - 97,91 Good

4Quality Management

Tindak Lanjut OFI to AFI QMA | Follow-up of OFI to AFI QMA TAHUNAN | ANNUALLY % - 90 - 100 Good

5 Emission Reduction TRI-WULANAN | QUARTERLY % - 25 - 61,21 Good

6 Audit Internal Sistem Manajemen PengamananInternal Audit of Security Management System

TRI-WULANAN | QUARTERLY score - 77 - 84,93 Good

7 Utilisasi ERPUtilization of ERP

TRI-WULANAN | QUARTERLY % - 97 - 100 Good

COMPANY INVESTMENT PROGRAM

1 Proyek Pengembangan Kamojang Unit VProject Development of Kamojang Unit V

6 Proyek Pengembangan Lumut Balai Unit III & IVProject Development of Lumut Balai Unit III & IV

2 Proyek Pengembangan Ulubelu Unit III & IVProject Development of Ulubelu Unit III & IV

7 Proyek Pengembangan Hululais Unit I & IIProject Development of Hululais Unit I & II

3 Proyek Pengembangan Karaha Unit IProject Development of Karaha Unit I

8 Proyek Pengembangan Sungai Penuh Unit IProject Development of Sungai Penuh Unit I

4 Proyek Pengembangan Lahendong Unit V & VIProject Development of Lahendong Unit V & VI

9 Area GeothermalGeothermal Area

5 Proyek Pengembangan Lumut Balai Unit I & IIProject Development of Lumut Balai Unit I & II

Pencapaian Key Performance Indicators 2015Achievement of Key Performance Indicators 2015






INDIKAToR KINERJA UTAMAMAIN PERFORMANCE INDICATOR

FREQ MoNIToRINGFREQ MONITORING

SATUANUNIT

BoBoT (%)WEIGHT (%) BASE STRETCH

REALISASIREALIZATION

DEVIASIDEVIATION

PERFORM.

INDIVIDUAL PERFORMANCE CONTRACT

I. FINANCIAL 30 35%

1

Financial Excellence :

Laba Bersih Perusahaan | Net Profit of Company TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 5 69,80 73,29 85,13 120% 6%

EBITDA Margin TRI-WULANAN | QUARTERLY % 15 72,68 73,60 77,60 120% 18%

Net cashflow from operation TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 10 65 70 68,51 114% 11%

II. OPERATIONAL 40 48%

2

Pencapaian Kinerja Produksi | Achievement of Production Performance

Volume Produksi Geothermal (Basis Listrik) Geothermal Production Volume (Base of Electricity)

BULANAN | MONTHLY GWh 10 2929,24 3075,70 3056,82 117% 12%

Faktor Kesiapan Produksi (EAF) | Equivalent Availability Factor (EAF) BULANAN | MONTHLY % 10 86,93 91,28 95,22 120% 12%

3 Tambahan Ketersediaan Uap di Kepala SumurAdditional Steam Availability in Well-Head

TRI-WULANAN | QUARTERLY MW 10 60 80 94,63 120% 12%

4 Laporan Keuangan Audited 2014 | Audited Financial Report in 2014 TAHUNAN | ANNUALLY Hari Kerja | Working Day 10 H 0 H-2 H-2 120% 12%

III. BUSINESS DEVELOPMENT / CUSTOMER SATISFACTION 20 21%

5

Pencapaian Realisasi InvestasiAchievement of Investment Realization

a. Program | Program TRI-WULANAN | QUARTERLY % 10 100 100 100 100% 10%

b. Fisik | Physical TRI-WULANAN | QUARTERLY % 5 80 85 93,69 120% 6%

6 Amandemen Kontrak PJBU & PJBLContract Amendment of PJBU & PJBL

TAHUNAN | ANNUALLY Dokumen | Document 5 1 3 1 95% 5%

IV. PEOPLE & ORGANIzATIONAL MANAGEMENT 10 12%


Key Position with Successor | Key Position with Successor TRI-WULANAN | QUARTERLY % 2 90 95 100 120% 2%

8

Performance Achievement Assurance

PROPER TAHUNAN | ANNUALLY # Hijau/Emas 2 1/1 2/1 1 120% 2%

Audit Sustainability Skala Internasional International Scale Audit Sustainability

TAHUNAN | ANNUALLY % 2 90 100 137,5 120% 2%

Pengelolaan Risiko | Risk Management TRI-WULANAN | QUARTERLY % 2 98,6 100 100 120% 2%

Quality Management

9 Knowledge Asset Capitalization & CIP Value Creation TRI-WULANAN | QUARTERLY % 2 95 100 100 120% 2%

TOTAL BOBOT: 100 116%

BOUNDARY KPIS

1 TRIR TRI-WULANAN | QUARTERLY Ratio - 0,9 - 0,36 0%0%

2 Number of Accidents (NoA) TRI-WULANAN | QUARTERLY # cases - 0 - 0 0%

3 GCG Implementation Compliance TRI-WULANAN | QUARTERLY % - 87 - 90,56 0% 0%

4 Auditor Opinion TAHUNAN | ANNUALLY Opini | Opinion - WTP - WTP 0% 0%

OTHER OPERATIONAL METRICS

1

Operating Cost/Unit

Operating Cost/KWh BULANAN | MONTHLY US$ cent/KWh - 2,89 - 2,86 Good

2 Tindak lanjut temuan audit internal & eksternalFollow-up to the findings of internal & external audit

TRI-WULANAN | QUARTERLY % - 80 - 99,20 Good


Ketepatan Manajemen Kinerja | Accuracy of Performance Management TRI-WULANAN | QUARTERLY % - 90 - 97,91 Good

4Quality Management

Tindak Lanjut OFI to AFI QMA | Follow-up of OFI to AFI QMA TAHUNAN | ANNUALLY % - 90 - 100 Good

5 Emission Reduction TRI-WULANAN | QUARTERLY % - 25 - 61,21 Good

6 Audit Internal Sistem Manajemen PengamananInternal Audit of Security Management System

TRI-WULANAN | QUARTERLY score - 77 - 84,93 Good

7 Utilisasi ERPUtilization of ERP

TRI-WULANAN | QUARTERLY % - 97 - 100 Good

COMPANY INVESTMENT PROGRAM

1 Proyek Pengembangan Kamojang Unit VProject Development of Kamojang Unit V

6 Proyek Pengembangan Lumut Balai Unit III & IVProject Development of Lumut Balai Unit III & IV

2 Proyek Pengembangan Ulubelu Unit III & IVProject Development of Ulubelu Unit III & IV

7 Proyek Pengembangan Hululais Unit I & IIProject Development of Hululais Unit I & II

3 Proyek Pengembangan Karaha Unit IProject Development of Karaha Unit I

8 Proyek Pengembangan Sungai Penuh Unit IProject Development of Sungai Penuh Unit I

4 Proyek Pengembangan Lahendong Unit V & VIProject Development of Lahendong Unit V & VI

9 Area GeothermalGeothermal Area

5 Proyek Pengembangan Lumut Balai Unit I & IIProject Development of Lumut Balai Unit I & II

TARGET ANNUAL | ANNUAL TARGET






Perubahan Peraturan Perundang-Undangan

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.

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.

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.

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.

Beberapa perubahan peraturan perundang-undangan lainnya,

yang juga berpengaruh signifikan terhadap Perusahaan

diantaranya sebagai berikut:

Amendments of Legislation

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.

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.

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.

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.

Several other amendments of legislations, which also affected

significantly the Company, among others are:






No Perubahan Peraturan Perundang-undanganAmendments of Legislations

Perubahan SignifikanSignificant Amendments

1 Peraturan Pemerintah Nomor 108 Tahun 2015 tentang Perubahan atas Peraturan Pemerintah Nomor 28 Tahun 2011 tentang Pengelolaan Kawasan Suaka Alam dan Kawasan Pelestarian AlamGovernmental 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

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

2 Peraturan Bank Indonesia Nomor 17/3/PBI/2015 tentang Kewajiban Penggunaan Rupiah di Wilayah Negara Kesatuan Republik IndonesiaRegulation 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.

Kebijakan Akuntansi

Mata Uang Asing dan Transaksi Lindung NilaiCatatan 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.

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.

Informasi dan Fakta Material Setelah Tanggal Laporan KeuanganLaporan 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.

Dasar Penyusunan Laporan KeuanganAkun 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’.

Perubahan Kebijakan AkuntansiLaporan 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.

Accounting Policies

Foreign currencies and HedgingNotes 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.

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.

Information and Material Facts After the Publication of Financial StatementsFinancial 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.

Foundation of Financial StatementsRecords 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”.

Changes in Accounting PoliciesFinancial 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.






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.

Good Corporate Governance

/ Tata Kelola Perusahaan






Struktur Tata Kelola Perusahaan Yang Baik

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.

Structure of Good Corporate Governance

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.

Komitmen TerhadapTata Kelola Perusahaan Yang Baik

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.

Commitment ToGood Corporate Governance

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.

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

Structure of Company's Good Corporate Governance

DIREKSIBoard of Directors

CoRPoRATE SECRETARY

INTERNAL AUDIT

KoMITE AUDIT DAN MANAJEMEN RISIKo

Audit and Risk Management Committee

KoMITE INVESTASIInvestment Committee

DEWAN KoMISARISBoard of Commissioners

RAPAT UMUM PEMEGANG SAHAMGeneral Meeting of Shareholder




Tata Kelola PerusahaanGood Corporate Governance


Landasan dan Tujuan PenerapanTata Kelola Perusahaan

Prinsip-prinsip Tata Kelola Perusahaan yang BaikPrinsip-prinsip tata kelola yang diterapkan oleh Perusahaan

mengacu pada:

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.

Perusahaan menjadikan pelaksanaan Tata Kelola Perusahaan

yang Baik sebagai dasar proses dan mekanisme dalam

pengelolaan Perusahaan dengan berdasarkan prinsip-prinsip:

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.

Foundation and Purposes of The Implementation of Good Corporate Governance

Principles of Good Corporate GovernancePrinciples of Good Corporate Governance implemented by the

Company refer to:

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.


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.

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. 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.






3. Pertanggungjawaban, yaitu kesesuaian di dalam

pengelolaan perusahaan terhadap peraturan perundang-

undangan 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.

Tujuan Implementasi Tata Kelola Perusahaan yang Baik

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 perundang-

undangan 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.

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.

5. Fairness, which is justice and equality in fulfilling the rights

of stakeholders, which emerge based on agreements and

legislations.

Purposes of Good Corporate Governance Implementation

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.

d. Improving the Company’s contribution in national economic.

e. Attracting interest and maintaining trust of investors.






Roadmap Tata Kelola Perusahaan Yang Baik

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.

Gambar berikut menunjukkan tahapan dan periode

implementasi Tata Kelola Perusahaan yang Baik:

Roadmap of Good Corporate Governance

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.

Illustration below shows stages and periods of implementation of

Good Corporate Governance:






Implementasi Tata Kelola Perusahaan Yang Baik

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.

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.

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.

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.

Sebagai bentuk upaya sosialisasi dan transparansi, Pedoman Tata

Kelola Perusahaan ini juga dapat dilihat di website Perusahaan:

http://www.pge.pertamina.com/CorporateGovernance.pdf.

Implementation of Good Corporate Governance

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.

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:

• 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

Code Of Corporate GovernanceCode 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.

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.

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.






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-

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]

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.

Code Of Business Ethics And ConductThe 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]

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-

57]

The Code of Conduct containts these main points below:

• 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.

Pedoman Etika Usaha dan Tata Perilaku juga dapat dilihat di

situs Perusahaan: 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]

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).

Board Manual diberlakukan oleh Direktur Utama dan Komisaris

Utama pada tanggal 29 Mei 2013, dan telah diperbaharui pada

28 November 2014.

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.

The Handboook of Code of Conduct may also be viewed on the

Company’s website: http://www.pge.pertamina.com/coc.pdf.

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]

Joint Agreement of the Board of Commissioners and Board of Directors in Board ManualIn 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.

The Board Manual was endorsed by President Director and

President Commissioner on May 29th, 2013 and has been updated

on November 28th, 2014.






Whistleblowing SystemPengawasan 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]

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.

Pelapor menyampaikan laporan dalam bentuk surat dengan

disertai dokumen pendukung yang diperlukan. Laporan ini

dapat disampaikan melalui salah satu diantara cara berikut:

Whistleblowing SystemControl 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]

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.

The informant submits its report in a letter supplemented with

supporting document as required. This report shall be submitted

through one of means below:

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.

0Jumlah Pengaduan Whistleblowing SystemTotal Complaints of Whistleblowing System

Email:[email protected]

Kotak Surat | Mailbox:PGE.WBS Po Box 2920 JKP

Jakarta 10029

Website:www.pge.pertamina.com/wbs

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.






Sosialisasi WBS ditingkat internal disampaikan melalui

presentasi yang diberikan kepada seluruh pekerja, sementara

di tingkat eksternal melalui website Perusahaan.

Selama tahun 2015, tidak ada pekerja Perusahaan ataupun

Stakeholders Perusahaan yang menyampaikan laporan

pengaduan melalui media WBS ini.

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.

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).

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.

Throughout 2015, there were no employees of the Company not

Stakeholders, who have submitted report of complaints through

this WBS media.

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.

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).






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.

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.

Pengisian GCG Online SystemSejak tahun 2012 Perusahaan telah mengembangkan sebuah

GCG Online System dimana semua pekerja wajib untuk mengisi

formulir GCG Online system yang mencakup:

• GratifikasiFormulir yang harus diisi adalah formulir penerimaan dan/

atau pemberian gratifikasi yaitu;

1. Setiap terjadi penerimaan dan/atau pemberian gratifikasi

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).

Coordinator Of Implementation And Monitoring Of GCGCoordinator 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.

This appointment is line with the Regulation of Minister of State-

Owned 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.

Filling Out GCG Online SystemSince 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:

• GratificationForm 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.

• 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 PerusahaanDiisi setahun sekali. Formulir yang harus diisi:

Pernyataan Komitmen Insan Perusahaan terhadap Pedoman

Etika Usaha dan Tata Perilaku (Code of Conduct).

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.

Sosialisasi Tata Kelola Perusahaan Yang BaikSelama 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.

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.

• The Code of Conduct 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.

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.

Socialization Of Good Corporate GovernanceThroughout 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.

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.






Program “PGE Bersih” :Bersih Dari KorupsiSegenap 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:

• Membangun Tata Nilai Luhur dan IntegritasNilai-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.

• Membangun Sistem Tata KerjaBerbagai 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.

"PGE Bersih" Program:Clean from CorruptionThe 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:

• Building Integrity and Noble ValuesNoble 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.

• Building Work Procedure SystemA 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.






• Pemantauan dan PenegakanUntuk 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.

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.

• Monitoring and EnforcementIn 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.

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 KekayaanPenyelenggara NegaraSebagai 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:

1. Direksi.

2. Komisaris.

3. Vice President/setara

4. Manajer/setara.

Obligation Of Wealth State Official Report

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.






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.

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.

Rencana Pengembangan Tata Kelola Perusahaan Tahun 2016

Dalam rangka terus mempertahankan konsistensi implementasi

tata kelola perusahaan yang baik, Perusahaan memiliki rencana

kerja pengembangan tata kelola perusahaan tahun 2016

sebagai berikut:

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

Assessment of Implementation of Good Corporate GovernanceAssessment 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.

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.

Development Plan of Corporate Governance in 2016

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. 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






Rapat Umum Pemegang Saham (RUPS) [G4-40, G4-44,

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.

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).

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.

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.

Selama tahun 2015, telah dilaksanakan 1 kali RUPS Tahunan

dan 16 RUPS Luar Biasa yang dilaksanakan secara sirkuler.

General Meeting of Shareholders (GMS) [G4-40, G4-44,

G4-49]

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.

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).

GMS consists of:

• Annual GMS, which is held each fiscal year at the least 6

months after the Company’s fiscal year is closed.

• Extraordinary GMS, which is General Shareholders Meeting

that held whenever it is necessary.

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.

As far as 2015, the Company has held 1 Annual GMS and

generated 16 Extraordinary GMS circulars.






RUPS TahunanRUPS Tahunan dilaksanakan pada hari Kamis, 26 Februari 2015,

dengan agenda rapat sebagai berikut:

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.

Hasil RUPS Tahunan 2015 adalah sebagai berikut:

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.

Annual GMSThe Annual GMS was held on Thursday, February 26th, 2015, with

agenda as seen below:

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.

Results of Annual GMS 2015 are as described below:

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.






5 Maret 2015

Pergantian Komisaris Utama

March 5th, 2015

Replacement of President Commissioner

23 April 2015

Perubahan Penyebutan Jabatan Direksi

April 23rd, 2015

Amendment on Designation of the Board of Directors’ position

27 Juli 2015

Penghasilan Direksi dan Dewan Komisaris

July 27th, 2015

Income of the Board of Directors and Board of Commissioners

16 Maret 2015

Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2015

March 16th, 2015

The Company’s Work Plan and Budget (RKAP) 2015

19 Mei 2015

Pendirian dan Penyertaan Modal pada PT Pertamina Hulu Energi MNK Sakakemang (PHE MNK Sakakemang)

May 19th, 2015

Establishment and Capital Participation on PT Pertamina Hulu Energi MNK Sakakemang (PHE MNK Sakakemang)

6 Agustus 2015

Pergantian Direktur Operasi

August 6th, 2015

Replacement of Operation Director

23 April 2015

Pemberhentian Direktur Utama

April 23rd, 2015

Termination of President Director

19 Mei 2015

Pendirian dan Penyertaan Modal pada PT Pertamina Hulu Energi Kampar (PHE Kampar)

May 19th, 2015

Establishment and Capital Participation on PT Pertamina Hulu Energi Kampar (PHE Kampar)

10 Agustus 2015

Penetapan Penghargaan atas Kinerja Tahunan (Tantiem) Direksi dan Dewan Komisaris Perseroan Tahun Buku 2014

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

23 April 2015

Pengangkatan Direktur UtamaApril 23rd, 2015

Appointment of President Director

1 Juni 2015

Perpanjangan Masa Jabatan Dewan Komisaris

June 1st, 2015

Extension of Tenure for the position of the Board of Commissioners

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)

1

5

9

2

6

10

3

7

11

4

8

12

29 Oktober 2015

Penetapan Komisaris

October 29th, 2015

Appointment of Commissioner

3 November 2015

Penggunaan Laba Bersih Tahun Buku yang Berakhir Tanggal 31 Desember 2014

November 3rd, 2015

Utilization of Net Profit of Fiscal Year Ending on 31st December 2014

24 November 2015

Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2015 (Revisi)

November 24th, 2015

The Company’s Work Plan and Budget (RKAP) 2015 (Revision)

31 Desember 2015

Key Performance Indicator (KPI) / Kesepakatan Kinerja Tahun 2015

December 31st, 2015

Key Performance Indicator (KPI) / Performance Agreements for 2015

13 14 15 16

RUPS Luar BiasaRUPS Luar Biasa telah dilaksanakan sebanyak 16 kali secara

sirkuler, dengan perincian sebagai berikut:

Extraordinary GMSExtraordinary GMS have been conducted for 16 times, with details

as follow:

Pelaksanaan Keputusan RUPS 2015Seluruh Keputusan RUPS telah dilaksanakan oleh Perusahaan.

Implementation of Resolutions of GMS in 2015All Resolutions of GMS have been actualized by the Company.






Dewan Komisaris

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).

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.

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.

Adapun pendekatan yang dilakukan Dewan Komisaris dalam

menjalankan fungsi pengawasan, yaitu:

1. Pertemuan berkala dan korespondensi dengan Direksi.

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.

[G4-38]

Board of Commisioners

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).

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.

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.

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.

Composition of the Board of CommissionersUp 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]

Susunan Dewan Komisaris per 31 Desember 2015Composition of the Board of Commissioners per December 31st, 2015

No NamaName

Gender JabatanPosition

Tanggal PengangkatanDate 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






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 pertimbangan-

pertimbangan: [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.

Perusahaan memastikan independensi masing-masing anggota

Komisaris, sehingga dalam hal pengambilan keputusan

dipastikan tidak ada intervensi dari pihak luar.

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).

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.

The Company ensures the independence of each Commissioner, so

that there are no external interventions upon conducting decision

makings.

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).

MAxI EMAN


WIM TANGKILISAN

Komisaris IndependenIndependent Commissioner

YENNI ANDAYANI

Komisaris UtamaPresident Commissioner

BISToK SIMBoLoN







Komisaris IndependenDewan 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-

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-

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.

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.

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]

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]

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.

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.

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.






Board Manual Bagi Dewan KomisarisSeiring dengan implementasi Tata Kelola Perusahaan yang

Baik, Perusahaan melalui Surat Keputusan Nomor 206/

DKPGE/ XI/2014 dan Nomor Kpts–1226/PGE000/XI/2014-

SO 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.

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.

Board Manual for the Board of CommissionersAlong 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.

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.






Tugas dan Kewajiban Dewan KomisarisAnggota 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.

Berkaitan dengan pelaksanaan fungsi pengawasan dan

pemberian nasihat kepada Direksi, Dewan Komisaris

mempunyai kewajiban untuk:

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 perundangan-

undangan yang berlaku, untuk kepentingan Perusahaan

serta sesuai dengan maksud dan tujuan Perusahaan.

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.

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.

d. Memberikan pendapat dan saran kepada Direksi dan segenap

jajarannya berkaitan dengan pengurusan Perusahaan.

e. Memberikan arahan terkait dengan sistem teknologi

informasi yang digunakan oleh Perusahaan dan kebijakan-

kebijakan 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.

f. Menyusun rencana kerja dan anggaran Dewan Komisaris

untuk dilaporkan kepada pemegang saham.

Duties and Responsibilities of the Board of CommissionersMembers 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.

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. 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. 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. 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. Provide feedbacks and recommendations to the Board of

Directors and all staff who are involved in the management of

the Company.

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. Prepare work plan and budget of the Board of Commissioners

to be reported to the shareholders.






g. Melakukan penilaian terhadap kinerja Direksi dan

melaporkannya kepada pemegang saham.

h. Mengusulkan remunerasi Direksi sesuai ketentuan yang

berlaku dan penilaian kinerja Direksi.

i. Memberikan pendapat dan saran kepada RUPS mengenai

RJPP dan RKAP yang diusulkan Direksi.

j. Mengikuti perkembangan kegiatan Perusahaan,

memberikan pendapat dan saran kepada RUPS mengenai

setiap masalah yang dianggap penting bagi kepengurusan

Perusahaan.

k. Melaporkan dengan segera kepada RUPS apabila terjadi

gejala menurunnya kinerja Perusahaan.

l. Meneliti dan menelaah laporan berkala dan laporan tahunan

yang disiapkan Direksi serta menandatangani laporan

tahunan.

m. Membentuk Komite Audit dan komite lainnya sesuai dengan

kebutuhan Perusahaan dan peraturan perundang-undangan

yang berlaku.

n. Melaksanakan kewajiban lainnya dalam rangka tugas

pengawasan dan pemberian nasihat sepanjang tidak

bertentangan dengan perundang-undangan, Anggaran

Dasar, dan/atau keputusan RUPS.

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.

p. Memantau efektifitas praktik tata kelola perusahaan yang

baik.

q. Meneliti dan menelaah laporan-laporan dari komite-komite

yang menjadi organ pendukung Dewan Komisaris.

r. Menghadiri rapat-rapat kerja/koordinasi dengan Direksi dan

segenap jajarannya.

s. Melakukan tugas yang secara khusus diberikan kepadanya

menurut Anggaran Dasar dan/atau berdasarkan keputusan

RUPS dalam koridor peraturan perundang-undangan yang

berlaku.

Hak dan Wewenang Dewan KomisarisDewan Komisaris memiliki hak dan wewenang, meliputi:

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.

g. Perform evaluation to the performance of the Board of

Directors and to be reported to the shareholders.

h. Propose remuneration of the Board of Directors in accordance

with the stipulations in effect and performance evaluation of

the latter.

i. Provide advice and recommendations to the GMS on RJPP and

RKAP proposed by the Board of Directors.

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. Report immediately to the GMS in case of symptoms of

decreasing performance of the Company.

l. Research and review periodic reports and annual reports

prepared by the Board of Directors as well as to sign the annual

report.

m. Establish Audit Committee and other committees as per

required by the Company and the prevalent legislations.

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. 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. Monitor the effectivity of Good Corporate Governance

practices.

q. Research and review reports developed by committees, which

are supporting organs of the Board of Commissioners.

r. Attend work meetings/coordinations with the Board of

Directors and all staff.

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.

Rights and Authorities of the Board of Commissioners The Board of Commissioners have rights and authorities, including:

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.






b. Memasuki pekarangan, gedung, dan kantor yang

dipergunakan oleh Perusahaan.

c. Meminta penjelasan dari Direksi dan/atau pejabat lainnya

mengenai segala persoalan yang menyangkut pengelolaan

Perusahaan.

d. Mengetahui segala tindakan dan tindakan yang telah dan

akan dijalankan oleh Direksi.

e. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi

dengan sepengetahuan Direksi untuk menghadiri rapat

Dewan Komisaris.

f. Mengangkat Sekretaris Dewan Komisaris, jika dianggap

perlu.

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.

h. Membentuk komite-komite lain selain Komite Audit, jika

dianggap perlu dengan memperhatikan kemampuan

Perusahaan.

i. Menggunakan tenaga ahli untuk hal tertentu dan dalam

jangka waktu tertentu atas beban Perusahaan, jika dianggap

perlu.

j. Melakukan tindakan pengurusan Perusahaan dalam

keadaan tertentu untuk jangka waktu tertentu sesuai

dengan ketentuan Anggaran Dasar ini.

k. Menghadiri rapat Direksi dan memberikan pandangan-

pandangan terhadap hal-hal yang dibicarakan.

l. Melaksanakan wewenang pengawasan lainnya sepanjang

tidak bertentangan dengan peraturan perundang-

undangan, Anggaran Dasar dan/atau keputusan RUPS.

m. Setiap anggota Dewan Komisaris berhak untuk menerima

honorarium dan tunjangan/fasilitas yang jumlahnya

ditetapkan oleh RUPS, dengan memperhatikan ketentuan


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:

b. To enter the grounds, buildings, and offices used by the

Company.

c. To inquire explanations from the Board of Directors and/or

other officials concerning any issues related to the management

of the Company.

d. To acknowledge any conducts, which have been made and will

be conducted by the Board of Directors.

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. To appoint Secretary of the Board of Commissioners, as per

requirement.

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. To establish other committees besides the Audit Committee, if

it is deemed necessary by considering the Company’s capability.

i. To use the skills of experts for certain purposes and period of

time at the expense of the Company, if necessary.

j. To perform the management of the Company in certain

circumstances for specific period of time as per the Articles of

Association.

k. To attend meetings of the Board of Directors and provide

insights to matters at hand.

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. 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.

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:






1. Pengenalan kegiatan proses panas bumi

2. Kunjungan kerja ke area dan proyek

3. Seminar atau 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:

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.

Aspek pengawasan yang dilakukan Dewan Komisaris antara

lain meliputi:

• 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

Kegiatan-kegiatan pengawasan yang dilaksanakan Dewan

Komisaris sepanjang tahun 2015, yakni:

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. Introduction to activities of geothermal process

2. Field visit to areas and projects

3. Seminar or workshop

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.

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.

Aspects of supervision conducted by the Board of Commissioners,

among others include:

• 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

Such activities of supervision actualized by the Board of

Commissioners in 2015 are as follow:

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.






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.

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 prinsip-

prinsip GCG, manajemen risiko dan pengawasan internal yang

memadai dan efektif.

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.

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 2015Field Visits of the Board of Commissioners in 2015

No Waktu KunjunganTime of Visit

Nama KomisarisName of Commissioner

Area/ProyekArea/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]

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.

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.

Remuneration Structure of the Board of Commissioners [G4-

51, G4-52, G4-53]

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.

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.






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.

• Komposisi honorarium anggota Komisaris ditetapkan

dengan Faktor Jabatan 90% dari honorarium Komisaris

Utama.

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.

[G4-54, G4-55]

Frekuensi Pertemuan dan Tingkat Kehadiran Dewan KomisarisSesuai 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.

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.

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]

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 KomisarisName of Commissioner

Jumlah Pertemuan dalam Masa Jabatan

Total Meetings During Tenureship

Jumlah Kehadiran

Total Attendance

% Kehadiran% of

Attendance

Masa JabatanTenureship

Yenni Andayani 2 2 100% 5 Maret - 31 Desember 2015March 5 - December 31, 2015

Bistok Simbolon 5 3 60% 1 Januari - 31 Desember 2015January 1 - December 31, 2015

Maxi Eman 2 2 100% 29 Oktober - 31 Desember 2015October 29 - December 31, 2015

Wim Tangkilisan 5 3 60% 1 Januari - 31 Desember 2015January 1 - December 31, 2015

Muhamad Husen 3 3 100% 1 Januari - 5 Maret 2015January 1 - March 5, 2015

Muhammad Syahid 5 4 80% 1 Januari - 1 Juli 2015January 1 - July 1, 2015






Program Pelatihan Untuk Meningkatkan Kompetensi Dewan KomisarisSelama 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 KomisarisTraining Program for the Board of Commissioners

No Tempat dan Tanggal KegiatanVenue and Date of Activity

Komisaris Commissioner

Bentuk dan Tema KegiatanType and Theme of Activity

1 Jakarta, 17-18 November 2015Jakarta, November 17th - 18th, 2015

Bistok Simbolon

Professional Directorship Program for BOD & BOC Pertamina Subsidiaries & Affiliation

2 Jakarta, 17-18 November 2015Jakarta, November 17th - 18th, 2015

Wim Tangkilisan

Rapat Gabungan Dewan Komisaris dan Direksi

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).

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 of the Board of Commissioners and Board of DirectorsA 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).

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






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 KomisarisName of Commissioner

Jumlah Pertemuan dalam Masa Jabatan

Total Meetings During Tenureship

Jumlah Kehadiran

Total Attendance

% Kehadiran% of

Attendance


1 Yenni Andayani 9 9 100%5 Maret - 31 Desember 2015March 5 - December 31, 2015

2 Bistok Simbolon 11 6 55%1 Januari - 31 Desember 2015January 1 - December 31, 2015

3 Maxi Eman 3 3 100%29 Oktober - 31 Desember 2015October 29 - December 31, 2015

4 Wim Tangkilisan 11 11 100%1 Januari - 31 Desember 2015January 1 - December 31, 2015

5 Muhamad Husen 2 2 100%1 Januari - 5 Maret 2015January 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 2015April 23 - December 31, 2015

8 Khairul Rozaq 11 9 82%1 Januari - 31 Desember 2015January 1 - December 31, 2015

9 Ali Mundakir 5 5 100%6 Agustus - 31 Desember 2015August 6 - December 31, 2015

10 A.B. Hadi Karyono 11 10 91%1 Januari - 31 Desember 2015January 1 - December 31, 2015

11 Roni Gunawan 4 4 100%1 Januari - 23 April 2015January 1 - April 23, 2015

12 Richard H. Tamba 5 5 100%1 Januari - 6 Agustus 2015January 1 - August 6, 2015

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.

Selama tahun 2015 Rapat Gabungan Dewan Komisaris dan

Direksi telah dilaksanakan sebanyak 11 kali.

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.

In 2015, the Joint Meeting of the Board of Commissioners and

Board of Directors have taken place 11 times.






Direksi

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.

Keanggotaan dan komposisi Direksi disesuaikan dengan

kebutuhan serta sifat bisnis Perusahaan. Pembagian tugas di

antara anggota Direksi didasarkan pada struktur organisasi

Perusahaan.

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.

Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal

23 April 2015, nama jabatan Direktur Perencanaan dan

Pengembangan berubah menjadi Direktur Eksplorasi dan

Pengembangan.

Hingga 31 Desember 2015 keanggotaan dan komposisi Direksi

terdiri dari 4 orang. Mereka adalah: [G4-38]

a. Direktur Utama

b. Direktur Eksplorasi & Pengembangan

c. Direktur Operasi

d. Direktur Keuangan

Board of Directors

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.

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.

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.

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.

Up to December 31st, 2015, the membership and composition of

the Board of Directors consist of 4 people, which are: [G4-38]

a. President Director

b. Exploration & Development Director

c. Operation Director

d. Finance Director

Susunan Direksi Per 31 Desember 2015Composition of Board of Directors Per December 31st, 2015

No NamaName

Gender JabatanPosition

Tanggal PengangkatanDate of Appointment

1 Irfan Zainuddin Laki-lakiMale


23 April 2015April 23rd, 2015

2 Khairul Rozaq Laki-lakiMale

Direktur Eksplorasi & PengembanganExploration & DevelopmentDirector

15 April 2013April 15th, 2013

3 Ali Mundakir Laki-lakiMale


6 Agustus 2015August 6th, 2015

4 A.B. Hadi Karyono Laki-lakiMale


20 November 2013November 20th, 2013






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]

a. Memiliki keahlian, integritas, kepemimpinan, pengalaman,

jujur, dan perilaku yang baik serta dedikasi tinggi untuk

memajukan dan mengembangkan Perusahaan.

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.

c. Tidak pernah dihukum karena melakukan tindak pidana yang

merugikan keuangan negara dalam waktu 5 tahun sebelum

pengangkatannya.

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. To possess skills, integrity, leadership, experience, honesty, and

good behavior as well as strong dedication to advance and

develop the Company.

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. To never receive punishment due to criminal offense that

put the state’s finance at loss within 5 years prior to the

appointment.

IRFAN ZAINUDDIN


ALI MUNDAKIR


A.B. HADI KARYoNo


KHAIRUL RoZAQ







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.

e. Tidak mewakili kepentingan partai politik tertentu.

Perusahaan memastikan independensi masing-masing anggota

Direksi, sehingga dalam hal pengambilan keputusan dipastikan

tidak ada intervensi dari pihak luar.

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]

Board Manual Bagi DireksiDireksi 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.

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

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

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.

The Company ensures the independence of each member

of the Board of Directors so that process of decision making

certainly receives zero external interventions.

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 for the Board of DirectorsThe 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.

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

15. Responsibility of the Board of Directors






Tugas dan Kewajiban DireksiDireksi memiliki tugas dan kewajiban:

a. Menjalankan segala tindakan yang berkaitan dengan

pengurusan Perseroan untuk kepentingan Perseroan dan

sesuai dengan maksud dan tujuan Perseroan.

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.

c. Mencurahkan tenaga, pikiran, perhatian dan pengabdiannya

secara penuh pada tugas, kewajiban dan pencapaian tujuan

Perseroan.

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.

e. Menyiapkan rancangan Rencana Kerja dan Anggaran

Perusahaan (RKAP) yang merupakan penjabaran tahunan

dari RJPP dan selanjutnya disampaikan kepada RUPS untuk

mendapatkan pengesahan.

f. Mengadakan dan memelihara pembukuan dan administrasi

Perseroan sesuai kelaziman yang berlaku bagi suatu

Perseroan.

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.

h. Menyusun sistem akuntansi sesuai dengan Standar

Akuntansi Keuangan dan berdasarkan prinsip-prinsip

pengendalian internal, terutama fungsi pengurusan,

pencatatan, penyimpanan dan pengawasan.

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.

j. Menyiapkan dan menetapkan susunan organisasi Perseroan

lengkap dengan perincian dan tugasnya.

Duties and Responsibilities of the Board of the DirectorsThe Board of Directors hold duties and responsibilities as follow:

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. 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. Devote energy, ideas, attention and full dedication to its

duties, responsibilities and achievement of purposes of the

Company.

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. Prepare the Company’s Work Plan and Budget (RKAP) that

illustrates description of annual RJPP and to be submitted to

GMS for authorization.

f. Organize and maintain entries and administration of the

Company as per the respected custom for a Company.

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. 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. 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. Prepare and determine the Company’s organization structure

complete with its details and duties.






k. Memberikan penjelasan tentang segala hal yang dinyatakan

atau diminta anggota Dewan Komisaris.

l. Menjalankan kewajiban-kewajiban lainnya sesuai dengan

ketentuan-ketentuan yang diatur dalam Anggaran Dasar

ini dan yang ditetapkan oleh RUPS berdasarkan peraturan


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.

n. Dengan itikad baik dan penuh tanggung jawab menjalankan

tugas untuk kepentingan dan usaha Perseroan dengan

mematuhi peraturan perundang-undangan yang berlaku.

Pembagian Tugas Masing-Masing DireksiDirektur 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.

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.

k. Provide details of all matters stated or inquired by members of

the Board of Commissioners.

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. 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. With good faith and full responsibility in conducting its duties

for the interest and business of the Company by conforming to

the prevailing legislations.

Tasks Allocation of each DirectorPresident 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.






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.


Utama berwenang melakukan korespondensi dengan pihak

eksternal yang terkait.

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.


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.


Eksplorasi dan Pengembangan 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.

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.

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.

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.






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.


kerjasama yang kuat dan saling mendukung dalam aktivitas



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,


out of the Court.

12. In carrying out its duties and authorities, Operation Director is


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 withthe agenda, including operational activities, employment, and

strategic plan.






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.


kerjasama yang kuat dan saling mendukung dalam aktifitas



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.

Hak dan Wewenang DireksiDireksi memiliki hak dan wewenang:

a. Mengikat Perusahaan dengan pihak lain dan pihak lain

dengan Perusahaan dengan sejumlah pembatasan.

b. Melakukan segala tindakan dan perbuatan baik mengenai

pengurusan maupun pemilikan sesuai dengan ketentuan

peraturan perundang-undangan yang berlaku.

c. Menetapkan kebijakan dalam kepemimpinan dan

kepengurusan Perusahaan.

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.

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.

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.

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,


out of the Court.

6. In carrying out its duties and authorities, Finance Director is


parties.

Rights and Authorities of the Board of DirectorsThe Board of Directors have rights and authorities as follow:

a. To bind the Company with another party and vice versa with a

number of limitations.

b. To conduct all measures and deeds that are pertaining to

management and ownerships in accordance with the prevailing

legislations.

c. To determine policies in terms of leadership and management

of the Company.

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. 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.






f. Mengangkat dan memberhentikan Pekerja Perusahaan

berdasarkan peraturan perundang-undangan dan peraturan

kepegawaian Perusahaan yang berlaku.

g. Memberi penghargaan dan sanksi (reward and punishment)

kepada Pekerja Perusahaan berdasarkan peraturan

kepegawaian Perusahaan.

h. Memastikan sumber daya manusia Perusahaan memiliki

kompetensi dan kemampuan yang handal sesuai dengan

bidang tugasnya.

i. Mengangkat dan memberhentikan Sekretaris Perusahaan

berdasarkan aturan dan ketentuan yang berlaku.

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.

k. Memperoleh cuti sesuai ketentuan yang berlaku.

l. Mempergunakan saran profesional.

m. Menerima gaji berikut fasilitas dan tunjangan lainnya yang

jumlahnya ditetapkan oleh RUPS dengan memperhatikan

ketentuan-ketentuan peraturan perundang-undangan yang

berlaku.

n. Apabila Perusahaan mencapai tingkat keuntungan, maka

Direksi dapat menerima insentif sebagai imbalan atas

prestasi kerjanya yang besarnya ditetapkan oleh RUPS.

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.

p. Menetapkan dan menyesuaikan struktur organisasi

Perusahaan.

f. Appoint and dismiss Employees of the Company based on

the prevailing legislations and the Company’s employment

regulation.

g. Contributes reward and punishment to Employees of the

Company based on the Company’s employment regulation.

h. Ensure the Company’s human resources to be prepared with a

reliable competence and skills as per its scope of work.

i. Appoint and dismiss Corporate Secretary based on the

prevailing regulations and stipulations.

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. Own leaves as per the prevailing regulations.

l. Utilize its professional recommendations.

m. Receive salary with its facilities and other benefits to which the

amount is set by GMS by considering the prevailing legislations.

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. 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. Determine and align the Company’s organization structure.






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:

a. Kerugian tersebut bukan karena kesalahan atau kelalaiannya;

b. Telah melakukan pengurusan dengan itikad baik dan kehati-

hatian untuk kepentingan dan sesuai dengan maksud dan

tujuan Perseroan;

c. Tidak mempunyai benturan kepentingan baik langsung

maupun tidak langsung atas tindakan pengurusan yang

mengakibatkan kerugian; dan

d. Telah mengambil tindakan untuk mencegah timbul atau

berlanjutnya kerugian tersebut

Frekuensi Pertemuan dan Tingkat Kehadiran Direksi [G4-49]

Sepanjang tahun 2015, Direksi telah melakukan 25 pertemuan

(rapat) dengan agenda membahas antara lain mengenai

kegiatan operasional Perusahaan, kepegawaian Perusahaan,

dan perencanaan strategis Perusahaan.

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. The loss is not because of his/her error or negligence;

b. Good faith and prudence have been realized for the interest,

purposes and objective of the Company;

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. The concerned has taken measures to prevent the loss to occur

or to continue to occur.

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.

No. NamaName

Jumlah Rapat dalam Masa Jabatan

Total Meetings during Tenureship

Jumlah Kehadiran RapatTotal Attendance

Persentase Kehadiran

Percentage of Attendance


1 Irfan Zainuddin 16 16 100% 23 April – 31 Desember 2015April 23rd – December 31st, 2015

2 Khairul Rozaq 25 25 100% 1 Januari – 31 Desember 2015January 1st – December 31st, 2015

3 Ali Mundakir 9 9 100% 6 Agustus – 31 Desember 2015August 6th – December 31st, 2015

4 A.B. Hadi Karyono 25 25 100% 1 Januari – 31 Desember 2015January 1st – December 31st, 2015

5 Roni Gunawan 9 9 100% 1 Januari – 23 April 2015January 1st – April 23rd, 2015

6 Richard H. Tamba 16 16 100% 1 Januari – 6 Agustus 2015January 1st – August 6th, 2015






Program dan Kegiatan Peningkatan Kompetensi DireksiProgram and Training of Competence Building for the Board of Directors

No Tempat dan Tanggal KegiatanVenue and Date of Event

DireksiBoard of Directors

Bentuk dan Tema KegiatanType and Theme of Activity

1 25 Februari 2015, JakartaFebruary 25th, 2015, Jakarta


Pelatihan Assessment untuk Sesi Umpan Balik dengan Konsultan Daya Dimensi IndonesiaAssessment Training for Feedback Session with the Consultant of Daya Dimensi Indonesia

2 4 Maret 2015, JakartaMarch 4th, 2015, Jakarta


Workshop Risk Analysis Overview for Senior Management

3 29-31 Maret 2015, JakartaMarch 29th - 31st, 2015, Jakarta


Bali Forum Shring Teknologi Hulu ke 3 2015The 3rd Bali Sharing Forum on Upstream Technology in 2015

4 4 – 5 Mei 2015, JakartaMay 4th - 5th, 2015, Jakarta


Program DirectorshipDirectorship Program

5 20 Mei 2015, JakartaMay 20th, 2015, Jakarta


Accelerate Business Performance by Creating the “Productive (Lean & Mean) Organization- Role of Corporate Learning

6 19 Agustus 2015, BandungAugust 19th, 2015, Bandung


Workshop Professional Director Program Batch 117

7 20 Agustus 2015, JakartaAugust 20th, 2015, Jakarta


Panelist “The role of Operating Company in the National Geothermal Human Capital Development”

8 16-17 September 2015, GarutSeptember 16th – 17th, 2015, Garut


Forum Presentasi CIP PGEPresentation Forum of CIP PGE

9 17 September 2015, BandungSeptember 17th, 2015, Bandung


Workshop Panas BumiWorkshop on Geothermal

10 17 September 2015, JakartaSeptember 17th, 2015, Jakarta


Workshop PETROWEEK 2015

11 29 September 2015, JakartaSeptember 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, PalembangOctober 21st-22nd, 2015, Palembang


Pembicara Seminar Nasional ke 7 Added Value of Energy ResourcesSpeaker at the 7th National Seminar on Added Value of Energy Resources

Program Pelatihan Untuk Meningkatkan Kompetensi DireksiSecara berkesinambungan Perusahaan terus meningkatkan

kompetensi Direksi, dengan menyertakan mereka pada

berbagai kegiatan, baik sebagai peserta ataupun narasumber.

[G4-43]

Training Programs of Competence Building for the Board of DirectorsIn 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]






13 23 Oktober 2015, PalembangOctober 23rd, 2015, Palembang


Pembicara pada Kuliah Umum Geothermal Energy dari Teknik Kimia Politeknik Negeri SriwijayaSpeaker at Public Classroom on Geothermal Energy at State Polytechnic Chemical Engineering of Sriwijaya

14 24 Oktober 2015, PalembangOctober 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, JakartaOctober 28th, 2015, Jakarta


Workshop Alternatif Financing dan Credit RatingAlternative Workshop on Financing and Credit Rating

16 6 November 2015, JakartaNovember 6th, 2015, Jakarta


Workshop Penyusunan Laporan Terintegrasi Tahun Buku 2015Workshop on Preparation of the Integrated Report for Fiscal Year 2015



Pembicara Dies Natalis Universitas Trisakti ke 50Speaker at the 50th Anniversary of University of Trisakti

18 24-25 November 2015, JakartaNovember 24th – 25th, 2015, Jakarta


Pertamina Energy Forum 2015

19 24-25 November 2015, JakartaNovember 24th – 25th, 2015, Jakarta


Pertamina Energy Forum 2015- Sustainable Energy for Indonesia Growth



Workshop Media

21 14 Desember 2015, JakartaDecember 14th, 2015, Jakarta


Enterprise Risk Managemet (ERM) Forum IV

22 17 Desember 2015, BandungDecember 17th, 2015, Bandung

Direktur UtamaDirektur Utama

Undangan Dialog Interaktif - Percepatan Pengembangan Panas Bumi Dalam Kerangka Menunjang Target Pencapaian Bauran Energi 2025Invitation for Interactive Dialogue – Acceleration of Geothermal Development in the Support of Target Achievement of Energy Mix 2025






Penilaian Kinerja Anggota Dewan Komisaris dan Direksi [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.

Kriteria penilaian mencakup:

• Implementasi dan pelaksanaan tugas dan tanggung jawab

setiap anggota Komisaris dan Direksi berdasarkan Anggaran

Dasar Perusahaan.

• Implementasi dan pelaksanaan keputusan Rapat Umum

Pemegang Saham.

• Realisasi dan pencapaian RKAP.

Kebijakan Remunerasi Dewan Komisaris dan Direksi [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:

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

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.

Performance Evaluation of Board of Commissioners and Board of Directors [G4-44]

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.

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.

• Implementation and enforcement to decisions of the General

Shareholders Meeting.

• Realization and achievement of RKAP.

Remuneration Policy of the Board of Commissioners and Board of Directors[G4-51, G4-52, G4-53]

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. 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.

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.






Adapun komposisi gaji yang diterima Dewan Komisaris dan

Direksi pada tahun 2015 berdasarkan Keputusan Pemegang

Saham Secara Sirkuler adalah sebagai berikut:

• Anggota Direksi lainnya 90% dari gaji Direktur Utama.

• Komisaris Utama 45% dari gaji Direktur Utama.

• Anggota Komisaris lainnya 90% dari honorarium Komisaris

Utama.

Pemegang Saham Utama Serta Hubungan Afiliasi Anggota Direksi, Dewan Komisaris Dan Pemegang Saham Utama

Pemegang Saham UtamaPemegang saham Perusahaan adalah: [G4-7]

1. PT Pertamina (Persero), dengan kepemilikan saham 90,06%.

2. PT Pertamina Dana Ventura, dengan kepemilikan saham

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.

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.

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.

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:

• 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.

Majority Shareholders and Affiliations of Members of Board of Directors, Board of Commissioners and Majority Shareholders

Majority ShareholdersBelow 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%.

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.

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.

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.






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.

[G4-14]

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]

Hubungan Afiliasi Antara Anggota Direksi, Dewan Komisaris dan Pemegang Saham UtamaAffiliated Relationships between Members of the Board of Directors, Board of Commissioners, and Majority Shareholders

No Hubungan AfiliasiAffiliated Relationship

Jenis Hubungan AfiliasiType of Affiliated Relationship

Kekeluargaan | Family Finansial | Financial

1 Antar-Anggota DireksiInter-Members of the Board of Directors

Tidak AdaNone

Tidak AdaNone

2 Antar-Anggota Direksi dan Dewan KomisarisInter-Members of the Board of Directors and Board of Commissioners

Tidak AdaNone

Tidak AdaNone

3 Antar-Anggota Direksi dengan Pemegang Saham UtamaInter-Members of the Board of Directors with Majority Shareholders

Tidak AdaNone

AdaExist

4 Antar-Anggota Dewan KomisarisInter-Members of the Board of Commissioners

Tidak AdaNone

Tidak AdaNone

5 Antar-Anggota Dewan Komisaris dengan Pemegang Saham UtamaInter-Members of the Board of Commissioners with Majority Shareholders

Tidak AdaNone

AdaExist

Rangkap Jabatan [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).

Concurrent Positions [G4-39]

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).






Komisaris Perusahaan yang merangkap jabatan dalam grup PT

Pertamina (Persero), adalah:

1. Yenni Andayani, Komisaris Utama

Merangkap jabatan sebagai Direktur Energi Baru dan

Terbarukan PT Pertamina (Persero).

2. Maxi Eman, Komisaris

Merangkap jabatan sebagai VP Investment & Portofolio

Direktorat Keuangan PT Pertamina (Persero).

Pencegahan Benturan 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.

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]

• Pernyataan Tidak Berbenturan Kepentingan.

• Pemberitahuan Potensi Benturan Kepentingan (diisi

apabila yang bersangkutan memiliki potensi benturan

kepentingan).

Sepanjang tahun 2015 tidak ada situasi yang dihadapi oleh

anggota Dewan Komisaris dalam pengambilan keputusan,

yang berpotensi terjadinya benturan kepentingan.

Perusahaan memastikan, anggota Dewan Komisaris telah

memenuhi prinsip-prinsip independensi dalam setiap

pengambilan keputusannya, sesuai ketentuan dalam Board

Manual.

The Company’s Commissioners who have dual position within the

group of PT Pertamina (Persero) are as follow:

1. Yenni Andayani, President Commissioner

Her concurrent position is the Director of New and Renewable

Energy of 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).

Prevention of Conflict of Interests [G4-41]

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.

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]

• Statement of No Conflict of Interest.

• Announcement of Conflict of Interests (to be filled out if the

concerned has potential of conflict of interests).

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.

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.






Independensi (Kemandirian)

Agar Dewan Komisaris dan Direksi dapat bertindak sebaik-

baiknya 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.

b. Direksi harus dapat mengambil keputusan secara obyektif,

tanpa benturan kepentingan dan bebas dari segala tekanan

dari pihak manapun.

c. Direksi dilarang melakukan aktivitas yang dapat

mengganggu independensinya dalam mengurus Perseroan.

Keberagaman Komposisi Dewan Komisaris dan Direksi

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.

Komite Audit dan Manajemen Risiko

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.

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.

Independence

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:

a. Besides the Board of Directors, any other parties are prohibited

to intervene in a management of the Company.

b. The Board of Directors may deliberate decisions objectively,

without conflict of interests and freed from all pressures

expressed by any parties.

c. The Board of Directors are prohibited to perform activitities

that may hamper its independence in managing the Company.

Diversity Composition of the Board of Commissioners and Directors

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.

Audit and Risk Management Committee

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.

Establishment and authorities of the Committee refer to these

regulations:


Company Article 121 point (1) and (2).

2. Law Number 19 Year 2003 concerning State-Owned

Enterprises.






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 Audit dan Manajemen Risiko yang berlaku

pada 31 Desember 2015, yang telah ditetapkan oleh

Komisaris Utama dan Direktur Utama.

Susunan, Kualifikasi dan Indepedensi Anggota Komite Audit dan Manajemen RisikoSesuai 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.

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.

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.


PER-12/MBU/2012 dated August 24th, 2012 concerning

Supporting Organs of Board of Commissioners/Board of

Supervisors in State-Owned Enterprises.

4. Regulation of Minister of State-Owned Enterprises Number Per-

09/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 State-

Owned Enterprises.

5. Charter of Audit and Risk Management Committee that is

effective on December 31st, 2015, was determined by President

Commissioner and President Director.

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.

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.

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.






Susunan Komite Audit dan Manajemen RisikoComposition of the Audit and Risk Management Committee

Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Januari - 30 September 2015Name and Position of membership of Audit and Risk Management Committee January 1st - September 30th, 2015

No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name

1 Wim Tangkilisan Ketua Umum Komisaris Independen(Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)

Independent Commissioner (Complete description is provided in Profile of Members of the Board of Commissioners)

Chairman Wim Tangkilisan

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.

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.

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.

Member Aisyah Kusuma

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.

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.

Member Hera Zera

Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 oktober - 31 Desember 2015Name and Position of membership of Audit and Risk Management Committee October 1st - December 31st, 2015





2 Aisyah Kusuma Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari - 30 September 2015

(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)


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

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.

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.

Member Sardi Eko






Susunan Komite Audit dan Manajemen RisikoComposition of the Audit and Risk Management Committee

Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Januari - 30 September 2015Name and Position of membership of Audit and Risk Management Committee January 1st - September 30th, 2015





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.

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.

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.


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.

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.

Member Hera Zera

Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 oktober - 31 Desember 2015Name and Position of membership of Audit and Risk Management Committee October 1st - December 31st, 2015





2 Aisyah Kusuma Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari - 30 September 2015

(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)


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

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.

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.

Member Sardi Eko






Wewenang Komite Audit dan Manajemen RisikoBerdasarkan Piagam Komite Audit dan dan Manajemen Risiko,

maka tugas dan wewenang Komite meliputi:

1. Memberikan masukan kepada Dewan Komisaris mengenai

laporan atau hal-hal yang dilaporkan oleh Direksi dan

mengidentifikasi hal-hal yang memerlukan perhatian

Komisaris.

2. Memastikan terdapat prosedur review atas informasi yang

dikeluarkan oleh Perusahaan.

3. Mengukur tingkat perencanaan, pelaksanaan hasil audit

yang dilakukan oleh Internal Audit dan auditor eksternal,

untuk memastikan pelaksanaan dan pelaporan audit

memenuhi standar audit.

4. Mengajukan rekomendasi perbaikan atas pengendalian

internal dan pelaksanaannya.

5. Melaksanakan tugas lain yang dibebankan Komisaris.

6. Merancang program/rencana kerja tahunan dan

melaksanakannya.

7. Wajib merahasiakan dokumen, data dan informasi

keuangan yang diperoleh selama menjalankan tugas.

8. Menerima otoritas dan penugasaan dari Dewan Komisaris.

9. Mengakses informasi atau catatan tentang pekerja,

keuangan, aset serta sumber daya Perusahaan lainnya yang

berkaitan dengan pelaksanaan tugas.

10. Memiliki akses informasi dari Direksi, Internal Audit (IA) dan

satuan organisasi Perusahaan, bila diindikasikan adanya

penyimpangan.

11. Dengan persetujuan Komisaris, dapat meminta saran dan

bantuan tenaga ahli dan profesional lain dengan biaya

Perusahaan.

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. 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. To ensure a procedure of review to information that is released

by the Company.

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. To propose recommendations of improvement on internal

control and its implementation.

5. To conduct other duties borne to the Board of Commissioners.

6. To design annual work program/plan and to actualize it.

7. Must be able to protect the confidentiality of documents, data

and financial information acquired during the implementation

of duties.

8. To receive authority and assignments from the Board of

Commissioners.

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. 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. 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.






Tugas dan Tanggung JawabKomite Audit dan Manajemen Risiko Komite Audit mempunyai tugas dan tanggung jawab sebagai

berikut :

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.

Rapat Komite Audit dan Manajemen RisikoDalam melaksanakan tugas dan wewenangnya, Komite telah

mengadakan rapat internal dan menghadiri rapat-rapat


Duties and Responsibilities ofAudit and Risk Management Committee The Audit Committee has duties and responsibilities as follow:

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.

Meeting of Audit and Risk Management CommitteeIn 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 KehadiranFrequency of Meeting and Attendance of Audit and Risk Management Committee

No Nama Komite Audit dan Manajemen RisikoName of Audit and Risk Management Committee Member

Jumlah Pertemuan dalam Masa JabatanNumber of Meetings

during Tenureship

Jumlah Kehadiran

Total of Attendance

% KehadiranPercentage of

Attendance


1 Wim Tangkilisan 15 8 53% 1 Januari – 31 Desember 2015

January 1st - December 31st, 2015

2 Aisyah Kusuma 15 15 100% 1 Januari – 31 Desember 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






Program Kerja Komite Audit dan Manajemen RisikoProgram kerja Komite Audit dan Manajemen Risiko selama

tahun 2015, meliputi:

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.

Work Program of Audit and Risk Management CommitteeWork program of Audit and Risk Management Committee in

2015, inlude:

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.

Area UlubeluUlubelu Area






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.

Pelaksanaan Program Kerja Komite Audit dan Komite Manajemen RisikoAktivitas yang telah dilakukan oleh Komite Audit & Komite

Manajemen Risiko periode 2015 meliputi beberapa aspek,

yakni:

• Aspek Internal Audita. 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.

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.

Implementation of Work Plan of Audit and Risk Management CommitteeActivities that have been carried out by the Audit and Risk

Management Committee within the period of 2015 covered

several aspects, particularly:

• Aspect of Internal Audita. 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.






• Aspek Eksternal Audita. 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 Risikoa. 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 GCGa. 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.

• Aspect of External Audita. 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 Managementa. 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 GCGa. 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.

• 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.

• Aspek Operasionala. 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.

• Aspek Site Visit/Observasi a. Kunjungan Kerja ke Proyek Hululais, Lumut Balai, dan

Kamojang.

b. Diskusi dengan Fungsi Anggaran perihal area Sibayak.

c. Penyusunan Rekomendasi Dewan Komisaris Terkait

Hululais, Lumut Balai, dan Kamojang.

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.

• Aspect of RKAP/RJPPa. 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.

• Aspect of Operationala. 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.

• Aspect of Site Visit/Observationa. Site Visit to Hululais Project, Lumut Balai, and 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.






• 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).

• 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.

Program Pelatihan Peningkatan Kompetensi Komite Audit dan Manajemen RisikoSelama tahun 2015, Perusahaan menyertakan anggota Komite

Audit dan Manajemen Risiko, untuk meningkatkan kompetensi

mereka.

• Aspect of Internal Processa. 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).

• Frequency of MeetingThere 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.

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 KomiteName of Committee Member

Tempat dan Tanggal KegiatanVenue and Date of Activity

KegiatanActivity

1 Sardi Eko Bali, 10-11 Desember 2015Bali, November 17th, 2015

ERMA Bali International Seminar in ERM

2 Aisyah Kusuma Bandung, 17-18 Desember 2015Bandung, December 17th, 2015

Dialog interaktif antara API dan DENInteractive dialogue between API and DEN






Komite Investasi

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.

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.

Susunan, Kualifikasi dan Indepedensi Anggota Komite InvestasiSusunan, 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.

Susunan keanggotan Komite Investasi terdiri dari seorang

ketua dan 1 anggota, dengan kualifikasi memiliki keahlian di

bidang ekonomi, manajemen investasi dan manajemen risiko

investasi.

Komite Investasi melaksanakan tugas dan tanggung jawabnya

secara profesional dan independen, sesuai ketentuan yang

diatur dalam Piagam Komite Investasi.

Investment Committee

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.

Establishment and authorities of the Committee refer to below

regulations:


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.

Composition, Qualification and Independence of Members of the Investment CommitteeIn 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.

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.

The Investment Committee conducts its duties and responsibilities

professionally and independent as per regulations stated in the

Charter of Investment Committee.






Susunan Komite Audit dan Manajemen RisikoSusunan Komite Audit dan Manajemen Risiko

Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 Januari - 30 September 2015Name and Position of Membership of the Investment Committee in the Period of January 1st, 2014 - September 30th, 2015


1 Muhammad Syahid

Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris) President Commissioner (Complete descriotion can be viewed in the discussion of Profiles of Members of the Board of Commissioners)

Chairman Muhammad Syahid

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.

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.

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.

Member Bey Machmudin

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.

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.

Member Rini Yullius

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


1 Maxi Eman Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris) President Commissioner (Complete description can be viewed in the discussion of Profiles of Members of the Board of Commissioners)

Chairman Maxi Eman

2 Rini Yulius Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari – 31 Desember 2015)

(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






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.

Rapat Komite InvestasiDalam melaksanakan tugas dan wewenangnya, Komite telah

mengadakan rapat internal dan menghadiri rapat-rapat


Selama tahun 2015, Komite Investasi mengadakan pertemuan

sebanyak 6 kali.

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.

Meeting of the Audit and Risk Management CommitteeIn 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.

Tugas dan Tanggung Jawab Komite Investasi1. 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.

Duties and Responsibilities of the Investment Committee1. 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.

Frekuensi Pertemuan Komite Investasi dan Tingkat KehadiranFrequency of Meeting and Attendance of Investment Committee

No Nama Komite InvestasiName of Investment Committee Member

Jumlah Pertemuan dalam Masa JabatanNumber of Meetings

during Tenureship

Jumlah Kehadiran

Total of Attendance

% KehadiranPercentage of

Attendance


1Maxi Eman

3 3 100%1 November – 31 Desember 2015November 1st - December 31st, 2015

2Muhammad Syahid

6 6 100%1 Januari – 30 Juni 2015

January 1st - June 30th, 2015

3Rini Yulius

14 14 100%1 Januari – 31 Desember 2015


4 Bey Machmudin 9 9 100% 1 Januari – 30 September 2015January 1st - September 30th, 2015






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.

Kegiatan Komite InvestasiKegiatan 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

Program Pelatihan Peningkatan Kompetensi Komite InvestasiSelama tahun 2015, Perusahaan menyertakan anggota Komite

Investasi, untuk meningkatkan kompetensi mereka.

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.

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

Training Programs on Competence Building for the Investment CommitteeDuring 2015, the Company has members of the Investment

Committee to immerse themselves to trainings for the purpose of

improving their competence.

No Nama Anggota KomiteName of Committee’s Member

Tempat dan Tanggal KegiatanVenue and Date of Event

KegiatanActivity

1 Rini Yulius Bandung, 17 November 2015Bandung, 17th November 2015

Presentasi Artikel pada Asian Academic Accounting Association (4A) Annual ConferenceAn Article Presentation at the Asian Academic Accounting Association (4A) Annual Conference

2 Rini Yulius Jakarta, 17 Desember 2015Jakarta, 17th December 2015

Peserta Seminar Reshaping, Sharpening BUMN & BUMN Outlook 2016Participant of Seminar on Reshaping, Sharpening SOE & SOE Outlook 2016






Tafif AzimudinCorporate 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).

Komite Lainnya

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.

Corporate Secretary

Corporate Secretary memiliki tanggung jawab kepada Direksi,

serta melaporkan pelaksanaan tugasnya kepada Direksi.

Corporate Secretary membawahi fungsi Legal, fungsi

Government & Public Relation, Corporate & BOD Support

serta Compliance. Hingga akhir periode pelaporan, Corporate

Secretary dijabat oleh Tafif Azimudin.

other Committees

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 has responsibilities to the Board of Directors,

as well as to report its implementation to the related board.

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.

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.

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 Perundang-

undangan:

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.

• Berkaitan dengan Fungsi Kesekretarisan:

1. Mengkoordinasikan rapat Direksi, serta rapat gabungan

Direksi dan Dewan Komisaris.

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.

• In relation to Compliance to Legislations:

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 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.

• 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.






Kegiatan Corporate Secretary Selama 2015Corporate 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.

Activities of Corporate Secretary During 2015Corporate 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


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.






Kegiatan 2015 Untuk Peningkatan Kompetensi Corporate SecretaryActivities in 2015 for Building Competence of Corporate Secretary

No Tanggal dan Tempat KegiatanDate and Venue of Activity

Bentuk dan Nama KegiatanType and Name of Activity

1 29 Maret - 1 April, 2015, BaliMarch 29th - April 1st, 2015

Forum Sharing Technologi Hulu ke-3 Tahun 2015The 3rd Bali Forum on Sharing Upstream Technology

2 29-30 April 2015, SurabayaApril 29th - 30th, 2015, Surabaya

Menjadi Narasumber Kuliah Tamu di ITS 10 NopemberParticipated as a Speaker for Guest Lecture at the ITS 10 November

3 31 Mei - 1 Juni 2015, YogyakartaMay 31st - June 1st, 2015, Yogyakarta

Menjadi Narasumber Bidang Geothermal di Fakultas Teknik Mineral UPN Veteran YogyakartaParticipated as a Speaker on Geothermal at the Faculty of Mineral Engineering of UPN Veteran Yogyakarta

4 26-27 Juni 2015, YogyakartaJune 26th - 27th, 2015, Yogyakarta

Mini Workshop Penyusunan MoU & Perjanjian KerjasamaMini Workshop on Preparation of MoU & Cooperation Agreement

5 19-21 Agustus 2015, JakartaAugust 19th - 21st, 2015, Jakarta

International Geothermal Convention dan Exhibition 2015International Geothermal Convention and Exhibition 2015

6 27-28 Agustus 2015, BogorAugust 27th - 28th, 2015, Bogor

Pembahasan RPP Panas Bumi dengan PemerintahDiscussion of RPP on Geothermal with the Government

7 14-18 Oktober 2015, YogyakartaOctober 14th - 18th, 2015, Yogyakarta

Pameran Geo WeekExhibition of Geo Week

8 17-21 November 2015, YogyakartaNovember 17th - 21st, 2015, Yogyakarta

Verifikasi RSKKNI Ahli Geologi, Ahli Geokimia dan Ahli Geofisika Bidang Panas BumiVerification of RSKKNI for Geologist, Geochemist, and Geophysics on Geothermal

9 24-25 November 2015, Jakarta (Hotel Borobudur)November 24th - 25th, 2015, Jakarta (Hotel Borobudur)

Pertamina Energy ForumPertamina Energy Forum

10 11-13 Desember 2015, YogyakartaDecember 11th - 13th, 2015, Yogyakarta

Mewakili Direktur Utama Menjadi Pembicara dalam "Plenary Discussion” di UPN Veteran YogyakartaRepresenting the President Director to be the Speaker in the “Plenary Discussion” at UPN Veteran Yogyakarta

11 16-17 Desember 2015, BandungDecember 16th - 17th, 2015, Bandung

Dialog Interaktif - Percepatan Pengembangan Panas Bumi dalam Kerangka Menunjang Target Pencapaian Bauran Energi 2025Invitation for Interactive Dialogue – Acceleration of Geothermal Development in the Support of Target Achievement of Energy Mix 2025

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.

Program Pelatihan Untuk Meningkatkan Kompetensi Corporate SecretarySelama tahun 2015, Corporate Secretary melakukan beberapa

kegiatan yang ditujukan untuk meningkatkan kompetensi.

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.

Training Programs in Building Competence of Corporate SecretaryDuring 2015, the Corporate Secretary has conducted several

activities aimed for competence building.






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.

IA dipimpin oleh seorang Head of Internal Audit dengan

didukung oleh 5 orang Auditor.

Piagam Audit Internal (Internal Audit Charter)Keberadaan IA menjadi bagian dari penerapan tata kelola

perusahaan yang baik (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.

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.

Kode Etik Auditor InternalAuditor internal berkewajiban menjalankan tanggung jawab

profesinya dengan penuh martabat dan kehormatan, serta

berpedoman pada etika bisnis dan peraturan perundang-

undangan yang berlaku. Hal ini sesuai dengan Pedoman

Pengelolaan Satuan Pengawasan Internal Nomor A-001/

PGE400/2008-S0 tanggal 2 Januari 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:

Internal Audit (IA)

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 is led by a Head of Internal Audit and supported by 5 Auditors.

Internal Audit CharterThe presence of IA serves as a part of the implementation of Good


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.

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.

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.

Profile of Head of Internal AuditIA 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:






Budi Enda DhaniswaraHead 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) (2012-2013). 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 InternalCertification and Professional Competence Development of Internal Audit

Sertifikasi Auditor Audit InternalCertficiate of Internal Auditor

No Jenis SertifikasiType of Certification

Jumlah Pemegang SertifikasiTotal of Certification Holder

1 Akuntan, CAAccountant, CA

6

2 Sertifikasi Pengendali Teknis/SupervisorCertificaiton of Technical Controller/Supervisor

2

3 Sertifikasi Auditor Ahli Ketua TimCertification 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






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 InternalActivities of Competence Building for Internal Audit’s Auditor

No Tanggal dan Tempat KegiatanDate and Venue of Activity

Bentuk dan Nama KegiatanType and Name of Activity

1 8 Juli 2015, JakartaJuly 8th, 2015, Jakarta

FGD Terkait PBI-17/3/PBI/2015 terhadap Industri MigasFGD related to PBI-17/3/PBI/2015 towards Oil and Gas Industry

2 4 Agustus 2015, JakartaAugust 4th, 2015, Jakarta

Quality Management System: Awareness ISO/FDIS 9001:2015

3 6-7 Agustus 2015, AnyerAugust 6th-7th, 2015, Anyer

Continous Audit: Mengelola Early Warning System dalam Pelaksanaan Internal auditContinuous Audit: Manage Early Warning System in Implementing Internal Audit

4 20 Agustus 2015, YogyakartaAugust 20th, 2015, Yogyakarta

National Conference IIA 2015

5 21-22 Oktober 2015, BaliOctober 21st-22nd, 2015, Bali

National Anti Fraud Conference (NAFC)

6 23 Oktober 2015, JakartaOctober 23rd, 2015, Jakarta

In house Training : Mkinsight Audit Management System

7 4 Nopember 2015, BandungNovember 4th, 2015, Bandung

Workshop Penyusunan Risk Register Fungsi/Area/Proyek Tahun 2016Workshop on Preparation of Risk Register of Function/Area/Project in 2016

8 12, 13 Nopember 2015, JakartaNovember 12th-13th, 2015, Jakarta

Workshop Risk Based Internal Audit

9 10-11 Desember 2015, BaliDecember 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






Kedudukan dan Struktur OrganisasiSesuai 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.

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).

Position and Organization StructureIn 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 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).






Tanggung Jawab dan Wewenang IATanggung 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 pihak-

pihak 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.

Responsibilities and Authorities of IAResponsibilities:

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 IARencana 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 IAWork 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 ProgramProgram’s Activity

Rencana Plan

RealisasiRealization

Audit Operasional

Operational Audit

10 Auditan, yang terdiri dari Proyek dan Area / Fungsi di lingkungan Perusahaan

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

Complement of Audit of KAP’s Financial Statement

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 2015Coordinator of internal business partner on the activity of Financial Statement Audit, which was conducted by KAP Ernst & Young in 2015

Assessment

Assessment ICOFR yaitu melakukan evaluasi atas pelaksanaan internal control oleh fungsi-fungsi di lingkungan Perusahaan selaku control owner atas kegiatan / transaksi keuangan yang terjadiAssessment 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

Assessment of ICOFR on Transaction Level Control (TLC) and Entity Level Control (ELC) in 2015

Bersama Corporate Secretary, sebagai mitra kerja internal melakukan monitoring atas tindak lanjut hasil assessment GCG tahun 2014 (assessment berikutnya dilakukan di tahun 2016)

Together with Corporate Secretary, as internal business partner that monitors follow-up to GCG assessment in 2014 (the following assessment to be conducted in 2016)

Melakukan pemantauan dan koordinasi dengan fungsi terkait untuk menyelesaikan tindak lanjut hasil assessment GCG (3 x pelaksanaan monitoring tindak lanjut)Monitored and coordinated related functions to settle the follow-up to GCG assessment result (3 times of follow-up monitoring)

Monitor Tindak Lanjut Temuan Auditor Internal & Eksternal

Monitor Follow-Ups to Findings of Internal & External Auditor

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

Konsultasi

Consultation

Memberikan jasa konsultasi berupa kajian atas suatu permasalahan atau keiikutsertaan dalam rapat-rapat pembahasan atau pemberian pendapat / masukan atas permasalahan tertentu yang dikonsultasikan manajemenProviding 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 fungsi-fungsi di internal Perusahaan selama tahun 2015

Fulfillment of consulting service activities to internal functions of Company in 2015






Audit Implementasi Manajemen Risiko

Audit of Implementation of Risk Management

Melaksanakan audit atas penerapan manajemen risiko di Proyek/fungsi di lingkungan Perusahaan

Performing audit to the implementation of risk management in Project/Function in the environment of Company

Melaksanakan audit atas penerapan manajemen risiko pada proyek Hululais, fungsi Human Capital, dan Proyek Ulubelu III & IVPerformed audit to the implementation of risk management in Hululais project, Human Capital function, and Ulubelu III & IV Project

Penyusunan/Revisi Pedoman / TKO / TKI yang terkait

Preparation/Revision of Guideline/Related TKO/TKI

Memberikan asistensi dalam penyusunan dan revisi pedoman / TKO / TKI terkait dengan penerapan GCG sebagai tindak lanjut hasil assessment GCG dan pengembangan infrastruktur manajemen risiko.Providing assistance in preparing and revising related guideline/TKO/TKI with implementation of GCG as follow-up to result of GCG assessment and infrastructure of risk management.

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

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).

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.

Public Accountant

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).

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.

TahunYear

Nama Akuntan PublikName of Public Accountant

Kantor Akuntan PublikPublic Accountant Firm

Besaran Fee Laporan KeuanganNominal 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 Tanudiredja, Wibisana dan Rekan(PriceWaterhouseCoopers/PWC)

Rp599,000,000

2012 Dwi Wahyu Daryoto Tanudiredja, Wibisana dan Rekan(PriceWaterhouseCoopers/PWC) 2011 dan 2012 kontrak bergabung

dengan Pertamina (Persero)Contract in 2011 and 2012 joined with

Pertamina (Persero)2011 Dwi Wahyu Daryoto Tanudiredja, Wibisana dan Rekan

(PriceWaterhouseCoopers/PWC)






Manajemen Risiko

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.

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

Enterprise Risk ManagementPenerapan 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).

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.

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.

Risk Management

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.

Below are the foundations that underlie the risk management:


Per-01/MBU/2011 concerning Implementation of Good

Corporate Governance in State-Owned Enterprises.


Transformation of a State-Owned Oil and Gas Mining

Enterprise into a Limited Liability Company (Persero).


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.

Enterprise Risk ManagementImplementation 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 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.

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.






Struktur Manajemen RisikoSecara umum, penerapan ISO 31000 mencakup proses

identifikasi, analisis, evaluasi, mitigasi dan pemantauan risiko.

Pelaksanaan ERM berbasis ISO 31000 juga didukung struktur

organisasi yang tepat.

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]

• Komite Manajemen Risiko Dibentuk sesuai SK Nomor 382/PGE000/2015-S0 tanggal 8

Juni 2015

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).

Structure of Risk ManagementIn 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.

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]

• Risk Management CommitteeIt is established in accordance with the Letter of Decree

Number 382/PGE000/2015-S0 dated June 8th, 2015.

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).

Keanggotaan Komite Manajemen RisikoMembership 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

Sekretaris | Secretary 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






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.

• 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.

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.

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.

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.

• Risk Management Function/Work UnitThe 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.

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.

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.






• 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) SystemImplementation 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).

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.

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.

Keanggotaan Tim Penerapan dan Pembangunan ERM dan PRMMembership 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

Sekretaris | Secretary 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






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 :

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

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

3. Risiko hazard

Hal yang termasuk risiko hazard adalah risiko kecelakaan

kerja dan risiko lingkungan.

Perusahaan juga telah melakukan tindakan mitigasi atas risiko-

risiko yang dihadapi selama tahun 2015.

Performance of Risk Management FunctionThe 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. 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. 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. Hazard risk

Hazard risk refers to occupational accident risk and

environmental risk.

The Company also has conducted mitigation measures on risks

that they encountered in 2015.

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)






Mitigasi Risiko 2015Risk Mitigation in 2015

No Risiko | Risk Tindakan | Measure

1 Potensi ketidaktercapaian harga jual uap/listrikPotential of failure in achieving sale price on steam/electricity

a. Melakukan negosiasi dengan pembeli b. Koordinasi dengan Kementerian BUMN, ESDM, dan Keuangana. Performed negotiation with buyersb. Coordinated with the Ministry of SOE, Energy and Mineral Resources, and Finance

2 Potensi keterlambatan PerijinanPotential of Delays in Licensing

a. Koordinasi internal antar fungsib. Koordinasi dan sosialisasi dengan masyarakat sekitar Area/Proyekc. Koordinasi dengan PEMDA, Kementerian Kehutanan, dan Kementerian Lingkungan Hidupa. Coordinated with function internallyb. Coordinated and socialized with local communities in Area/Projectc. Coordinated with the Local Government, Ministry of Forestry, and Ministry of Environment

3 Potensi terjadinya unschedule shutdown PLTPPotential of unscheduled shutdown of PLTP

a. Koordinasi dengan pembeli terkait dengan rencana pembangkitanb. Preventive maintenancec. Melakukan sampling kualitas uapa. Coordinated with buyers related to generation planb. Performed preventive maintenancec. Performed sampling of steam quality

4 Potensi terjadi penurunan produksi uap / listrikPotential of production decrease of steam/electricity

a. Monitoring reservoir dan optimalisasi strategi reinjeksib. Melakukan pemboran sumur make-upa. Monitored reservoir and optimized reinjection strategyb. Conducted drilling of make-up well

5 Potensi keterlambatan pekerjaan EPCCPotential 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 workb. Conducted intensive treatment by PMC and Company related to work progress of EPCC

contractor

6 Potensi terjadinya kecelakaan kerjaPotential of occupational accident

a. Implementasi CSMS (Contractor Safety Management System) b. Pengawasan terkait aspek HSE secara intensifc. 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 HSEc. 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 lingkunganPotential of environmental destruction

a. Memaksimalkan kinerja dari IPAL dengan melakukan pengawasan secara intensifb. Monitoring dan evaluasi pelaksanaan pemantauan lingkungan (pelaksanaan RKL/RPL) di area

dan proyekc. Melaksanakan reboisasi pada lahan-lahan di area proyek dan sekitarnyaa. Maximized performance of IPAL by administering intensive monitoringb. Monitored and evaluated the implementation of environmental supervision (enactment of RKL/

RPL) in area and projectc. Conducted reforestation on lands within the project area and its surroundings.






Evaluasi Efektivitas Sistem Manajemen Risiko [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:

Evaluation of the Effectivity of Risk Management System

[G4-47]

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

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 perundang-

undangan yang berlaku, serta mengurangi risiko terjadinya

kerugian, penyimpangan dan pelanggaran aspek kehati-hatian.

Internal Control System

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.






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.

Struktur dan Pelaksanaan Sistem Pengendalian InternalPengendalian internal diterapkan terintegrasi dan berlapis

kepada setiap pekerja pada semua tingkatan maupun fungsi

jabatan.

• Dewan KomisarisDewan 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.

• DireksiManajemen (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.

• Manajemen Di Bawah DireksiTanggung 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.

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.

Structure and Implementation of Internal Control SystemThe Internal control is practiced integratedly and layered-wise to

all employees at all levels or officials’ function.

• 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.

• Board of DirectorsThe 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.

• Management under the Board of DirectorsVarious 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.






• Komite Audit dan Manajemen RisikoKomite 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.

• Fungsi Audit InternalInternal 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.

• PekerjaSetiap 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.

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.

• Audit and Risk Management CommitteeThe 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.

• Internal Audit FunctionThe 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.

• EmployeesEach 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.

Internal Control over Financial Reporting - ICoFRICoFR 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.






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.

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.

Kesesuaian Sistem Pengendalian Intern dengan COSO - Internal Control FrameworkPengendalian 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.

Direksi juga bertanggung jawab untuk menetapkan suatu

sistem pengendalian internal yang efektif, yaitu mencakup:

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.

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.

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.

Congruence of Internal Control System with COSO – Internal Control FrameworkInternal 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.

The Board of Directors are also responsible to determine an

effective internal control system, which are:

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.

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.






4. Sistem informasi dan komunikasi yaitu suatu proses

penyajian laporan mengenai kegiatan operasional, finansial

dan ketentuan dan peraturan yang berlaku di Perusahaan.

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.

Pelaksanaan Evaluasi Sistem Pengendalian InternalPelaksanaaan evaluasi atas efektivitas pengendalian internal

dilaksanakan dengan mereview penerapan Pengendalian

Internal Atas Pelaporan Keuangan (ICoFR) Perusahaan.

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.

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.

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.

Komitmen Perusahaan terhadap Perlindungan Konsumen

Pembahasan mengenai komitmen perusahaan terhadap

perlindungan konsumen secara terperinci dapat di lihat pada

bab tanggung jawab sosial dan lingkungan pada halaman 254.

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.

Implementation of Evaluation on Internal Control SystemEvaluation 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.

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.

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.

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.

Commitment of the Company towards Consumers’ Protection

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.






Perkara Penting yang Dihadapi Perusahaan Tahun 2015Significant Legal Cases Encountered by the Company in 2015

No PerkaraCase

Pengaruh Terhadap PerusahaanImpact to the Company

Status TerakhirCurrent Status

1 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.

Lawsuit concerning Land Dispute of Cluster Area – 4 Geothermal Areas in Lahendong (Number 224/PDT.G/2013/PN.TDO registered at the Tondano District CourtThe 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. 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.

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.

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.

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.

Aktivitas dan Biaya Tanggung Jawab Sosial Anak Perusahaan

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.

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.

Perkara Penting Yang Sedang Dihadapi

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.

Activities and Cost of Subsidiaries’ Social Responsibilities

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.

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.

Significant Legal Cases In Progress

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.






No PerkaraCase

Pengaruh Terhadap PerusahaanImpact to the Company

Status TerakhirCurrent Status

2 Perkara Gugatan Sengketa Tanah Kantor PT PGE Area Geothermal Lahendong (Nomor 65/Pdt.G/2014/PN/Tdo yang terdaftar di Pengadilan Negeri Tondano)Perusahaan (cq. Area Geothermal Lahendong) telah menerima gugatan sengketa tanah. Perusahaan sebagai Tergugat dalam perkara perdata melawan Elsye Wohon Sukamad sebagai Penggugat.

Lawsuit concerning Land Dispute of PT PGE Office in Lahendong Geothermal Area (Number 65/Pdt.G/2014/PN/Tdo registered at the District Court of Tondano)The Company (cq. Lahendong Geothermal Area) had received lawsuit on land dispute. The Company as the Defendant in the civil case against Elsye Wohon Sukamad as the Plaintiff.

1. Putusan pengadilan ini dapat memutuskan perbuatan tergugat menguasai dan menduduki tanah tersebut adalah tidak sah dan melawan hukum.

2. Putusan pengadilan ini dapat menghukum Tergugat untuk segera mengosongkan dan menyerahkan kepada Penggugat sebidang tanah yang masih dikuasai untuk dikuasai atau dipakai secara bebas oleh Penggugat, serta membayar ganti kerugian kepada Penggugat.

3. Perkara ini tidak menimbulkan dampak signifikan terhadap kondisi keuangan Perusahaan.

1. The verdict may resolve the act practiced by the defendant of controlling and occupying the disputed land was illegal and against the law.

2. The verdict may deliver its sentence for the Defendant to urgently vacate and hand-over to the Plaintiff the disputed land to control or make use of freely by the Plaintiff, as well as to give compensation to the Plaintiff.

3. The case did not pose a significant impact to the Company’s financial performance.

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.

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.

3 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).

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. 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.

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.

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.

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).






Akses Informasi dan Data Perusahaan

Keterbukaan informasi merupakan salah satu aspek dalam

penerapan tata kelola perusahaan yang baik. Perusahaan

mengelola layanan informasi dengan berpedoman pada TKO

Penyampaian Informasi No. B-003/PGE520/2015-S0.

Pengelolaan layanan informasi Perusahaan menjadi bagian dari

tanggung jawab Sekretaris Perusahaan, dengan melibatkan

fungsi-fungsi terkait. Publik dan pemangku kepentingan lain

dapat mengakses informasi terbuka secara langsung, melalui

domain publik yang tersedia. Adapun untuk informasi-informasi

tertentu yang bersifat khusus, publik maupun pemangku

kepentingan lain, bisa mengajukan permintaan terlebih dahulu

dan selanjutnya akan diproses untuk mendapatkan tanggapan

dari Perusahaan.

Akses Informasi

Pemenuhan informasi yang terkait dengan Perusahaan dapat

diakses publik maupun pemangku kepentingan lainnya,

melalui:

• Situs Internet

www.pge.pertamina.com

• Pertamina Contact Center

Email : [email protected]

Telp : 1 500 000

• Media Pertamina

1. Situs Internet Pertamina

www.pertamina.com

2. Energia Weekly

Merupakan buletin mingguan berisi berita-berita

seputar kegiatan PT Pertamina (Persero) dan anak

perusahaan, yang dikemas dalam bentuk berita dan

berita ringan (feature), serta berita foto (display).

3. Energia Monthly

Merupakan majalah bulanan berisi berita-berita seputar

energi secara umum serta artikel lainnya dalam format

berita ringan (feature).

4. Pertamina TV

Merupakan siaran audio visual di jaringan kantor PT

Pertamina (Persero), unit operasional dan semua anak

perusahaan.

Information Access and Company’s Data

Transparency of information is perceived as one of aspects in the

implementation of Good Corporate Governance. The Company

manages information service by referring to TKO of Information

Delivery Number B-003/PGE520/2015-S0.

The Company’s information service management is under

the responsibility of Corporate Secretary, by involving related

functions. Public and other stakeholders may have access to the

information directly, through the availability of public domain.

Certain information are specific, where the public and other

stakeholders may propose for a request beforehand in order to

receive response from the Company.

Information Access

The fulfillment of information pertaining to the Company is

available for access by the public and other stakeholders, which

are as follow:

• Internet Site

www.pge.pertamina.com

• Pertamina Contact Centre

Email : [email protected]

Telp : 1 500 000

• Media Pertamina

1. Pertamina Internet Site

www.pertamina.com

2. Energia Weekly

A weekly bulletin containing news coverage on activities

of PT Pertamina (Persero) and its subsidiaries, which are

presented in a form of news and feature, as well as display.

3. Energia Monthly

A monthly magazine containing new coverage on energy

sector in general as well as other articles in feature.

4. Pertamina TV

An audio visual broadcast in the office network of

PT Pertamina (Persero), operational unit and entire

subsidiaries.






• Press Release (PR)

Press release merupakan media komunikasi yang efektif

bagi Perusahaan sebagai bagian dari pemenuhan aspek

keterbukaan informasi. Materi press release disebarkan

Perusahaan kepada media massa sebagai bahan berita

maupun informasi untuk disiarkan kepada publik.

Hingga akhir periode pelaporan, Perusahaan telah

mempublikasikan 18 materi press release baik di media

lokal, nasional dan media internal Perusahaan, terkait

kinerja Perusahaan sepanjang tahun 2015.

• Leaflet PGE

Merupakan salah satu sarana atau media penyebaran

informasi dan edukasi untuk khalayak. Leaflet perusahan

didalamnya memuat informasi sekilas seputar Energi

Geothermal, Wilayah Kerja Perusahaan, Rencana Kapasitas

Terpasang dan CSR.

• Komik Panas Bumi PGE

Selain leaflet perusahaan, PGE juga memiliki komik Panas

Bumi sebagai sarana publikasi dan edukasi Energi Ramah

Lingkungan, Energi Geothermal.

• Pameran

Perusahaan juga aktif berpartisipasi dalam ajang pameran

skala nasional dan internasional, melalui ajang pameran

Indonesia International Geothermal Convention and

Exhibition, ajang kemahasiswaan Universitas Gadjah Mada

Yogyakarta pada event GEOWEEK 2015, dan pameran

lainnya.

• Geothermal Information Center

Merupakan pusat edukasi panas bumi di Indonesia yang

dibangun oleh Perusahaan sebagai Center of Excellence for

Indonesia Geothermal Industry. Di GIC kita dapat menggali

proses dan sejarah geothermal pertama dan tertua di

Indonesia berupa pengembangan panas bumi di Kamojang

sebagai pelopor bagi pengembangan energi terbarukan,

energi bersih dan ramah lingkungan.

• PGE Goes to Campus

Melalui kegiatan kuliah kemahasiswaan di berbagai kampus

di Indonesia, Perusahaan rutin mengirimkan narasumber

Geothermal sebagai ajang edukasi dan memberikan

pemahaman praktis kepada mahasiswa tentang energi

Geothermal dalam pengembangan dan pemanfaatannya di

Indonesia.

Etika Anak Perusahaan

Pembahasan mengenai etika anak perusahaan secara terperinci

dapat di lihat pada halaman 144.

• Press Release (PR)

Press release means as an effective communication media

for the Company as a fulfillment of information transparency

aspect. Material of press release is distributed by the Company

to mass media as coverage or information that is eligible

and accessible for broadcast to the public. Up to end of

report period, the Company has published 18 press releases

pertaining to the Company’s performance along the year of

2015.

• Leaflet of PGE

The leaflet served as a mean or information media and

education intended for public. It contained brief information

on geothermal energy, Working Areas of Company, Installed

Capacity Plan and CSR.

• PGE’s Geothermal Comic

Aside from the leaflet, PGE also developed geothermal

comic as publication and education means that highlights

Environment-Friendly energy and Geothermal Energy.

• Exhibition

The Company also proactively participated in national and

international scale exhibitions through the event of Indonesia

International Geothermal Convention and Exhibition and

college exhibition at University of Gadjah Mada, Yogyakarta

at GEOWEEK 2015.

• Geothermal Information Centre

It serves as geothermal education centre in Indonesia, which

established by Company as Center of Excellence dedicated for

Indonesia Geothermal Industry. At GIC we were able to probe

the process and history of the first and oldest geothermal

in Indonesia, namely geothermal development in Kamojang.

It pioneered the development of renewable energy, which

believed as clean and environment-friendly energy.

• PGE Goes to Campus

Through the medium of college education in numerous

campuses in Indonesia, the Company has been routinely

assigning speakers dedicated in Geothermal issues for

education-wise and providing practical understanding to

students concerning geothermal development and utilization

in Indonesia.

Ethics of Subsidiaries

Discussion on ethics of subsidiaries in detailed manner can be

viewed on page 144.






TANGGUNG JAWAB

SoSIAL DAN LINGKUNGAN

Social and Environmental Responsibility

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.

MEMBANGUN INTEGRASI DENGAN PEMANGKU KEPENTINGANBuilding Integration With Stakeholders

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

Komunitas Lokal Local Community

Keselamatan dan Kesehatan KerjaWork Safety and Health


Kinerja Ekonomi Economic Performance

EmisiEmission

Pendidikan dan PelatihanEducation and Training

Penyampaian Keluhan akibat Dampak Kegiatan operasi Perusahaan Complaint Submission due to Company’s Operational Impacts

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.

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.

Keberlanjutan pertumbuhan usaha.Sustainable business growth.

Pengembangan kompetensi dan keahlian pekerja.Employees’ competency development and skills.

Meminimalkan emisi karbon dan optimalisasi potensi Certified Emission Reduction (CER).Minimizing carbon emission and optimizing potential Certified Emission Reduction (CER).

Penanganan dampak sosial dan lingkungan di lokasi operasi.Handling of social and environmental impacts in operational locations.

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ASPEK MATERIALMATERIAL ASPECT

SASARANTARGET






Program pengembangan masyarakat.Community development program.

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).

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.

Peningkatan pendapatan usaha dan efisiensi operasional.Improvement in revenue and operational efficiency.

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.

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.

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.

Perlindungan dan Pengelolaan lingkungan.Environment protection and restoration.

Pertemuan berkala pelaksanaan program.Periodical meeting on program implementation.

Optimalisasi produksi uap panas bumi dan pengoperasian unit baru PLTP.Optimization of geothermal steam production and operation of new PLTP unit.

Survei Indeks Kepuasan Pelanggan.Community Satisfaction Index Survey.

Pertemuan dan pelaporan berkala dengan PT PLN (Persero).Periodical meeting and report with PT PLN (Persero).

• Pelanggan• Customers

• Pemerintah• Government

Masyarakat LokalLocal Community

PekerjaEmployees

Masyarakat LokalLocal Community

PemerintahGovernment


Pemegang SahamShareholders

PekerjaEmployees

PEMANGKU KEPENTINGANSTAKEHOLDER

RESPoN PERUSAHAANCOMPANY’S RESPONSE




Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility


Landasan dan Strategi Pelaksanaan TJSL

Landasan Pelaksanaan TJSLPelaksanaan tanggung jawab sosial dan lingkungan Perusahaan

berlandaskan pada ketentuan hukum yang berlaku, yakni:

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 Program-

program Bina Lingkungan.

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.

Foundation And Strategy of TJSL Implementation

Foundation of TJSL ImplementationThe 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.

3. Law Number 32 year 2009 concerning Environmental

Protection and Management.


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.

Strategy of TJSL ImplementationBased 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.






Perencanaan Strategis Program Community Development Strategic Planning of Community Development Program

BidangField

Sasaran 2011 - 20152011-2015 Target

Target 20142014 Target

Target 20152015 Target

Ekonomi

Economy

Peningkatan perekonomian masyarakat yang masih rendah.

Improvement in low economy community.

Perekonomian masyarakat sudah mencapai taraf kemandirian, dan melaksanakan ekspansi pemasaran.

Community’s economy reaching its independence state and able to experience market expansion.

Pengawasan perkembangan ekonomi masyarakat binaan.

Monitoring on community’s economic development.

Pendidikan

Education

Bantuan pendidikan masyarakat yang masih lemah.

Education aid for subdued community.

Mengurangi angka putus sekolah dan meningkatkan jumlah siswa-siswi yang melanjutkan sekolah ke jenjang lebih tinggi.

Reducing number of drop-outs and increasing number of students intending to continue to a higher level of education.

Kesehatan

Health

Optimalisasi kesehatan masyarakat melalui usaha-usaha peningkatan kesehatan, melalui klinik pengobatan gratis, bantuan penataan sanitasi, promosi hidup sehat dan bersih.

Community health optimization through health improvement, free medical clinic, sanitation aid, clean and healthy living promotion.

Pencapaian peningkatan kesehatan masyarakat.

Achievement in community health improvement.

Lingkungan

Environment

Memberikan kesadaran kepada masyarakat untuk peduli kepada lingkungan

Promoting public awareness on environmental issues to community.

Peningkatan kepedulian masyarakat terhadap lingkungan, peningkatan keanekaragaman hayati, dan pendampingan.

Improvement of public awareness on environmental issues, heightening biodiversity, and accompaniment.

Infrastruktur dan Fasilitas Umum

Infrastructure and Public Facilities

Pembangunan infrastruktur pendukung kegiatan ekonomi.

Infrastructure development supporting economic.

Mendorong masyarakat untuk merawat infrastruktur yang telah dibangun.

Encouraging community to maintain the developed infrastructure.

Menjadi Perusahaan Geothermal yang terdepan yang mewujudkan kemandirian masyarakat, berwawasan lingkungan serta memberikan nilai tambah bagi stakeholders.

To be an advanced Geothermal Company that embodies a self-reliant and environmentally sound community as well as provide added values to stakeholders.

Menciptakan kondisi yang kondusif demi kelancaran kegiatan operasional perusahaan.

To create a conducive condition for the continuity of company’s operational activities.

Melaksanakan kegiatan TJSL yang mengedepankan aspek keberlanjutan, pelestarian lingkungan dan keanekaragaman hayati.

To perform social and environment responsibility activities featuring aspects of sustainability, environment preservation and biodiversity.

MISIMISSION

TUJUANGOAL

VISIVISION

Visi, Misi dan Tujuan TJSL Vision, Mission and Goal of social and environment responsibility






Struktur organisasi dan Pendanaan TJSL

Struktur Organisasi TJSL

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.

Dalam mengintegrasikan program TJSL ke dalam kegiatan

perusahaan, maka kami berkomitmen untuk:

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.

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]

organization Structure and Budgeting of Social and Environment Responsibility

Organization Structure of Social and Environment ResponsibilityThe 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.

Policy of Social and Environment ResponsibilitySocial 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.

In the effort of integrating social and environment responsibility

program into company’s activities, then we are committed to:

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.

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.






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]

Pendanaan dan Sumber Dana TJSL

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.

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]

Budgeting and Source of Fund of Social and Environment ResponsibilityApproaching 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.

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 KegiatanActivity

RealisasiRealization

PersentasePercentage

CSR PerusahaanCSR of Company

Pendidikan | Education 279 2.9%

Kesehatan | Health 659 6.9%

Lingkungan | Environment 416 4.3%

Infrastruktur dan Manajemen BencanaInfrastructure and Disaster Management

5,457 56.7%

Pemberdayaan Ekonomi | Economic Empowerment 2,806 29.2%

Seni Budaya dan Olahraga | Culture and Sport 0 0

Sub-Jumlah | Subtotal 9,617 100%

PKBL PT Pertamina (Persero) Di Wilayah Kerja PerusahaanPartnership Program and Community Development of PT Pertamina (Persero) in Working Areas

Pendidikan | Education 0 0

Kesehatan | Health 0 0

Lingkungan | Environment 0 0

Sosial dan Fasilitas Umum | Social and Public Facilities 0 0

Pemberdayaan Masyarakat | Community Empowerment 0 0

Sub-Jumlah | Subtotal 0 0

CSR PT Pertamina (Persero) Di Wilayah Kerja PerusahaanCSR of PT Pertamina (Persero) in Working Areas

Pendidikan | Education 812 22.2%

Kesehatan | Health 597 16.3%

Lingkungan | Environment 0 0%

Sosial dan Fasilitas Umum | Social and Public Facilities 1,462 39.9%

Pemberdayaan Masyarakat | Community Empowerment 790 21.6%

Sub-Jumlah | Subtotal 0 0%

Jumlah | Total 3,661 100%

Rekapitulasi Realisasi TJSL 13,278






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]

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

Integrasi Pengelolaan Lingkungan

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]

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.

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]

Integration of Environment Management

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 environment-

conscious operational activities. [G4-35, G4-36]

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.

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. [G4-

15]

• Lahendong• Sibayak• Ulubelu

BIRU | BLUE

EMAS | GOLDKamojang






PT Pertamina Geothermal Energy Area Kamojang 5 Kali Berturut-turut Meraih PRoPER Emas

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.

• 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.

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 has Consecutively obtained Gold PRoPER 5 Times

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.

• 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.

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 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.






Integrasi dan Inovasi Pengembangan Energi Panas Bumi

Peningkatan Produksi Uap dan ListrikSelama 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.

Hingga akhir periode pelaporan, Perusahaan mengoperasikan

3 unit PLTP, sedangkan 11 unit lainnya dioperasikan oleh PT

PLN (Persero) dan Independent Power Producer.

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.

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.

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

Geothermal Energy Development Integration and Innovation

Steam and Electricity Production IncreaseIn 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.

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.

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.

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.

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

Sertifikasi Pengelolaan Lingkungan Certification of Environment Management

SertifikatCertificate

UraianDescription

AreaArea

ISO 14001 Sistem Manajemen Lingkungan Environment Management System

Kamojang, Lahendong, dan UlubeluKamojang Area, Lahendong Area, and Ulubelu Area

ISO 9001 Sistem Manajemen ProdukProduct Management System

Kamojang dan LahendongKamojang Area

OHSAS 18001 Sistem Manajemen Kesehatan dan Keselamatan KerjaHealth Management and Work Safety System

Kamojang, Lahendong dan UlubeluKamojang 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 PT Pertamina (Persero) Area Kamojang | Kamojang Area

Satya Lancana Wirakarya Presiden Republik Indonesia | President of Republic of Indonesia

Area Kamojang | Kamojang Area






Total Produksi Uap dan Listrik (setara listrik)Total Production of Steam and Electricity (equivalent to electricity)

Area 2015 2014 2013

GWh GJ GWh 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

Total 1,590.91 5,727,230 1,401.31 5,044,676 1,588.29 5,717,798

Lahendong

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

Sibayak

Total 0.03 108 13.94 50,184 27.56 99,215

Ulubelu

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

Total Area 3,056.82 11,004,464 2,831.40 10,192,958 2,961.5 10,661,315

Laporan ini hanya menyertakan jumlah pemakaian energi

untuk lingkup di dalam Perusahaan. Laporan tidak menyajikan

informasi terkait jumlah pemakaian energi di luar Perusahaan.

[G4-EN4]

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]

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]






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.

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).

Inovasi yang dilakukan untuk meningkatkan produksi listrik dan

uap panas bumi, di antaranya adalah

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.

Integration of Operational and InnovationThe year of 2015 served as a stepping stone for PT Pertamina

Geothermal Energy, which successfully integrated its entire

activities pertaining to geothermal development. A well-

established 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.

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.

Below are innovations to enhance electricity and geothermal

steam production:

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.






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.

Beberapa inovasi lain yang dimaksudkan untuk menjadikan

pemakaian energi lebih efisien, adalah:

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]

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.

[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

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.

Below are other acknowledged innovations to create further

efficient use of energy:

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. 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, G4-

EN7]

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






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]

Perusahaan juga telah melakukan inovasi lain, yang ditujukan

untuk membantu meningkatkan kesejahteraan masyarakat di

sekitar area pengembangan panas bumi, di antaranya:

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.

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]

Inovasi LainSelain 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-

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]

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. 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. 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]

Other innovationsAside 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.

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






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

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.

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).

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.

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).

Efisiensi Energi (kWh) [G4-EN6, G4-EN7]Energy Efficiency (kWh)

No Kegiatan Efisiensi EnergiEnergy Efficiency Activities

Hasil Absolut Efisiensi EnergiEnergy Efficiency Absolute Results

Area Kamojang | Kamojang Area

1 Mengurangi Steam Venting Dengan Covering Steam TrapLowering Steam Venting by Steam Trap Covering

998,328

2 Retrofit refrigerant freon R-22 ke Muscool (MC-22) dalam rangka meningkatkan efisiensi energi listrikRetrofit 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 operasiOptimizing 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 upIncreasing generator efficiency on startup process by optimizing equipment operation and vacuum up stages

61,020






No Kegiatan Efisiensi EnergiEnergy Efficiency Activities

Hasil Absolut Efisiensi EnergiEnergy Efficiency Absolute Results

5 Penggantian peralatan listrik menggunakan peralatan hemat energiReplacement of electrical equipment with energy saving equipment

6,603

6 Meningkatkan kualitas air baku pengisi basin cooling tower pada saat proses start upIncreasing 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 IVLessening 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 CikaroUtilizing 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 IVIncreasing 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/akiEnergy 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 PhotosellEnergy 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 IVWaste 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 IVVenturi 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 instanUtilization of geothermal exhaust steam using portable micro turbine as instant electricity source

183

Total Penghematan Energi | Energy Saving Total 2,233,430,5

Total Pemakaian Energi (kWh) | Energy Usage Total (kWh) 9,037,651

Rasio hasil efisiensi energi Proper dengan total pemakaian energiRatio of results of Proper energy efficiency and energy usage total

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

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]

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.

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]

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.

Preserving Biodiversity

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]

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.

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]

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.






Upaya Perlindungan dan Pengelolaan Lingkungan [G4-EN13]Efforts in Environmental Protection and Management

Bentuk Dampak DitimbulkanType of Posed Impacts

PenjelasanDescription

Perubahan bentang alam

Landscape transformation.

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.

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

Air pollution and contamination.

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

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

Biodiversity

Perusahaan turut aktif mendukung upaya pelestarian flora/ fauna, khususnya yang tergolong dilindungi melalui kebijakan pelarangan perburuan dan illegal logging bagi pekerja dan mitra kerja

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

AreaArea

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

Lumut Balai 1,000 2,650 1,200

Hululais - - 3,000

Karaha 2,500 1,000 10,100

Kerinci – Sungai Penuh 1,500 100 200

Jumlah | Total 273,797 37,180 52,554






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.

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.

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]

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.

Panas Bumi, Sumber Energi Ramah Lingkungan [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).

Mekanisme Pembangunan BersihPerusahaan 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.

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.

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.

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]

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.

Geothermal, An Eco-Friendly Energy Resource [G4-EN19]

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).

Clean Development MechanismEfforts 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.






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.

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.

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.

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 CDMCDM Project's Status

No Nama ProyekName 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 • 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.

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 2,583,641






Hasil Pengukuran Beban EmisiMeasurement of Burden of Emission

Area-Unit 2015(Ton)

2014(Ton)

2013(Ton)

CO2

H2S NH

3CO

2H

2S NH

3CO

2H

2S NH

3

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.

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 masing-

masing 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-

EN15, G4-EN16, G4-EN17]

EmissionGeothermal 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]






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.

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.

Unit BisnisBusiness Unit

Inisiatif DilakukanCompleted Initiatives

Reduksi Emisi GRKReduction of GHG

Emission(Ton Co2 eq)

2015 2014

Kamojang 1. Retrofit Refrigeran Musicool2. Pengurangan steam venting dengan covering steam trap3. Pemasangan inverter pada 3 pompa injeksi dan lampu power factor lebih tinggi4. 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 IV6. 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 IV8. Pemanfaatan air kondensat untuk pemanas ruangan operator WPS9. Potensi pengurangan pencemar udara dengan optimalisasi pengoperasian hanya 1st ejector

65% dan 25% (penghematan 1T/jam)10. Own used - energy panas bumi Houseload Kamojang11. Merubah jadwal ROT steam free test dari 1 minggu sekali menjadi 1 bulan sekali12. Pemanfaatan waste steam menggunakan thermoelectric element sebagai sumber energi

ramah lingkungan untuk lampu penerangan13. Pemanfaatan uap buangan panas bumi menggunakan portable micro turbine sebagai sumber

listrik instan14. Penggunaan steam sebagai sumber tenaga mesin potong rumput sebagai Efisiensi

penggunaan bbm15. Penggunaan uap panas bumi sebagai sumber tenaga untuk mesin cat kepala sumur Area

Kamojang16. Pemanfaatan uap panas bumi untuk sterilisasi jamur tiram Kamojang

1. Retrofit Refrigerant Musicool2. Venting steam subtraction with steam trap covering3. Inverter installation to 3 injection pumps and superior power factor lamp4. 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 IV6. 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 IV8. Utilizing condensate water for WPS operation room heater9. 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 Kamojang11. Changing the schedule of ROT steam free test from once a week to once a month12. Utilizing waste steam using thermoelectric element as eco-friendly energy resource for lighting

purpose13. Utilizing geothermal exhaust steam using portable micro turbine as instant power resource14. Applicating steam as a source to grass cutter machine functioned as efficiency of fuel use15. Utilizing geothermal steam as a source to paint machine for well construction in Kamojang Area16. Deployment of geothermal steam for Kamojang’s oyster mushroom sterilization

21,095 12,906.81






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.

Lahendong 1. Instalasi sistem inverter pada control panel pompa Cluster LHD-5 (kondisi operasi)2. Instalasi sistem inverter pada control panel pompa Cluster LHD-5 (kondisi start up)3. Modifikasi sistem suction pompa dari negatif menjadi positif di Cluster LHD-54. Instalasi sistem inverter pada control panel pompa Cluster LHD-13 (kondisi operasi)5. Instalasi sistem inverter pada control panel pompa Cluster LHD-13 (kondisi start up)

1. Installing inverter system to control panel of Cluster LHD-5 pump (in operation)2. Installing inverter system to control panel of Cluster LHD-5 pump (start-up)3. Modifying pump suction system from negative to positive in Cluster LHD-54. Installing inverter system to control panel in Cluster LHD-13 (in operation)5. Installing inverter system to control panel

293,785 157

Ulubelu 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)

6,308 3.07

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

Ulubelu 6.31 0.02 3.07 0.01 - -

Total 21,395.09 61.21 13,066.76 37.38 4,784.87 13.69






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.

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

Strategi Pengembangan dan Penambahan Kapasitas 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.

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.

Development Strategy and Capacity Growth of PLTP

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.

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.

Pembangunan Unit PLTPDevelopment of PLTP Unit

No Nama ProyekProject Name

Area Kapasitas (MW)Capacity

1 Kamojang Unit V Kamojang, Jawa BaratKamojang, West Java

35

2 Ulubelu Unit III & IV Ulubelu, LampungUlubelu, Lampung

2 x 55

3 Lumut Balai Unit I & II Lumut Balai, Sumatra SelatanLumut Balai, South Sumatera

2 x 55

4 Lahendong Unit V & VI Lahendong, Sulawesi UtaraLahendong, North Sulawesi

2 x 20

5 Karaha Unit I Karaha, Jawa BaratKaraha, West Java

30

6 Hululais Unit I & II Hululais, BengkuluHululais, Bengkulu

2 x 55

7 Sungai Penuh Unit I Sungai Penuh, JambiSungai Penuh, Jambi

1 x 55

8 PLTP Small Scale Lahendong, Sulawesi UtaraSibayak, Sumatra UtaraLahendong, North SulawesiSibayak, North Sumatera

2 x 5

9 Double Flash Lahendong, Sulawesi UtaraLahendong, North Sulawesi

5






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).

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.

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).

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.






Terus Tumbuh dan Berkembang

Sejalan dengan strategi pengembangan panas bumi sebagai

sumber energi, integrasi yang terbangun menjadikan kinerja

Perusahaan selama tahun 2015 terus bertumbuh.

Nilai Ekonomi Didapat dan DidistribusikanTotal 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]

Continue To Grow and Develop

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.

Acquired and Distributed Economic ValueTotal 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

NILAI EKoNoMI LANGSUNG | DIRECT ECONOMIC VALUE

1 Pendapatan | Revenue

Pendapatan Usaha | Revenue 530,099 516,852 482,120

Pendapatan Lain-lain | Other Revenues 15,898 17,958 16,256

Subtotal 545,997 534,810 498,375

NILAI EKoNoMI DIDISTRIBUSIKAN | DISTRIBUTED ECONOMIC VALUE

2 Beban Pokok Penjualan dan Beban LainnyaCost of Goods Sold and Other Direct Costs

474,613 464,350 428,024

3 Biaya pegawaiEmployee Cost

27,163 25,691 24,724

4 Jumlah pembayaran kepada penyandang danaTotal payment to financier

Pengeluaran Untuk Pemerintah (Pembayaran Pajak)Expenses to Government (Dividend and Tax Payment)

44,217 44,768 45,627

5 Pengeluaran kepada masyarakatExpenses to community

Realisasi Program KemitraanRealization of Partnership Program

0 0 0

Realisasi Dana Bina LingkunganRealization of Community Development Fund

0 3.55 0.27

Realisasi CIDRealization of CID

11.31 23.00 17.55

NILAI EKoNoMI DIDISTRIBUSIKAN | WITHHOLD ECONOMIC VALUE

6 Laba BersihNet Profit

85,100 87,109 87,062

Dalam ribuan USD | In thousand USD






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]

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]

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.

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]

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]

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]

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.

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]






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 Maret-

Desember 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.

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)

[G4-EC3]

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

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 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]

Jenis Program Masa Depan (Pensiun) PekerjaType of Employees’ Future Program (Retiring)

Penjelasan Description

Program Pensiun Manfaat PastiDefined Benefit Pension Program

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 241,95% 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

Program Pensiun Iuran PastiDefined Contribution Pension Program

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 Perusahaan2% dari upah tetap menjadi beban Pekerja

Payment scheme of premium/contribution:4.5% of fixed salaray is subjected to the Company’s expense2% 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 PensiunanPension 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:• Sekaligus• Pembelian anuitas (per bulan), apabila saldo dana

saat pensiun melebihi ketentuan yang berlaku

Payment scheme of premium/contribution:• One time• Annuity purchase (monthly), if the fund balance

at the time of retiring exceeds the prevailing stipulation

KeteranganDescription

Penjelasan Explanation

Jumlah Pekerja Pensiun 2015Total of Retired Employees in 2015

3 Pekerja mencapai usia 56 tahun3 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 PemulanganDirectly paid by Company to Retiring Employees, which comprises of 100% PAP, Comparison Leaves & Cost of Return

Besaran Pensiun Dibayarkan secara LangsungNominal of Paid Pension

Program Pensiun Iuran Pasti BNI, dibayarkan kepada 2 Pekerja Pensiun, sedangkan 1 Pekerja belum melakukan klaimContribution of Pension Program for Pasti BNI, paid for 2 Retiring Employees, while 1 Employee has yet submitted its claim

Besaran Pensiun Dibayarkan per BulanNominal 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.






Menjaga Pasokan Dan Melindungi Pelanggan

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]

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]

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-

EC8]

Perlindungan PelangganPerusahaan 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]

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 masing-

masing unit PLTP.

Maintaining Supplies and Protecting Customers

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]

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]

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]

Customer ProtectionThe 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]

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.






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.

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]

Guna peningkatan pelayanan, Perusahaan melakukan beberapa

program di antaranya:

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.

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.

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.

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]

In order to improve service, the Company implemented several

programs, among which are:

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.

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.







MEMBENTUK INSAN PERUSAHAAN CAKAP DAN PRoFESIoNALBuilding 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.

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)

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:

• 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.

Strategi Pengembangan SDM

Selama tahun 2015 pengembangan SDM berfokus pada:

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.

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)

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:

• 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.

Human Resources Development Strategy

In 2015, Human Resources development focused on points below:

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. Management Aspect

• Implementing and refining the Company’s organization

and corporation.

• Complementing and enhancing human resources.

• Implementing a world-class leadership of manager-leader.

• Developing a Good Corporate Governance (GCG).






Pekerja Kami

Perusahaan telah menyusun proyeksi kebutuhan SDM guna

mendukung realisasi rencana pengembangan panas bumi

periode 2016-2020. Kebutuhan SDM disesuaikan dengan

kegiatan yang dilakukan.

our Employees

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 SDMManpower Planning

TahunYear

Formasi JabatanPosition

Formation

Formasi Non ProjectNon-Project Formation

Formasi ProjectProject

Formation

Jumlah Pekerja Saat Ini

Total Current Employees

VacantVacant

MPPMPP

KebutuhanRequirement

Rencana RecruitmentRecruitment Plan

JumlahTotal

FreshFresh

ExperienceExperience

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






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]

Rasio perputaran pekerja pada tahun 2015 sebesar 1,78%.

Angka rasio ini menandakan suasana kerja yang kondusif.

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]

In 2015, the figure shown at 1.78%, which defined a conducive

working environment.

Jumlah Pekerja Baru 2015Total 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 Pekerja Meninggalkan PerusahaanTotal of Resigned Employees

Latar Belakang | Background Gender Kelompok Usia

Laki-lakiMale

Perempuan Female

<30 Tahun<30 Years

31 – 55 Tahun31-55 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






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.

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]

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.

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

Realisasi | Realization

Laki-lakiMale

Perempuan Female

JumlahTotal

Lulusan Baru | New Recruits 0 0 0 0

0 0 0 0

0 0 0 0

Berpengalaman | Experienced Experienced Hired 44 2 46

Jumlah | Total 44 2 46 46

Bentuk Manfaat Bersifat Umum General Benefits

Bentuk Tunjangan/FasilitasType of Benefits/Facilities

Pekerja Tetap Permanent Employees

Pekerja Tidak TetapContract 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






Bentuk Manfaat Pada Lokasi operasional SignifikanBenefits in Significant Operational Locations

Bentuk Tunjanan/Fasilitas | Type of Benefits/Facilities Pekerja Tetap Permanent Employees

Pekerja Tidak TetapContract Employees

AREA

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

PRoYEK | PROJECT

Bantuan Uang Sewa Rumah | Financial Aid for House Rent 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

Bentuk CutiType of Leave

Lama Waktu Cuti (Hari Kerja)Duration of Leave (Working

Days)

Jumlah Pekerja CutiTotal Employees on Leave

Jumlah Pekerja Diterima Bekerja Kembali

Total of Employees Returned to Work

Cuti Melahirkan | Maternity Leave 3 bulan | 3 months 7 7

Ibadah Haji | Hajj Pilgrimage - 0 0

Tugas Belajar | Learning-oriented 1 tahun | 1 year 0 0

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]

Profil Pekerja Uraian mengenai profil pekerja, disampaikan pada bahasan

tentang Profil dalam bagian lain laporan ini.

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

Perusahaan senantiasa meningkatkan kemampuan para

pekerja melalui penyelenggaraan berbagai pendidikan dan

pelatihan. Perusahaan juga memberikan jaminan berkarir

kepada para pekerja.

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]

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.

Development of Employees’ Competency and Career Support

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.

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-

LA9]

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.






Pelatihan Pekerja PensiunPerusahaan 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]

Jaminan BerkarirPerusahaan menjamin dan memberikan kesempatan setara

kepada semua pekerja untuk mengembangkan karir yang

diantaranya berdasarkan pada kinerja dan eksposur masing-

masing pekerja.

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]

Retiring Employees TrainingTrainings 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]

Career SupportThe 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.

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]

Bentuk Pelatihan Pekerja Purnabakti 2015Type of Retiring Employees Training in 2015

Area dan Bentuk PelatihanArea and Type of Training

Jumlah Peserta (orang)Total Participants (people)

Penyelenggara dan Materi PelatihanCoordinator and Training Materials

Program Pembekalan Purna Karya (PMPK)

Retirement Debriefing Program (PMPK)

Kantor Pusat: 6 Kamojang: 1Lahendong: 1Ulubelu: 1

Head Office: 6Kamojang: 1Lahendong: 1Ulubelu: 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

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






Area Jumlah | Total

PromosiPromotion

Rotasi dan Mutasi Rotation and Mutation

DemosiDemotion

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)

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]

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.

occupational Health and Safety (oHS)

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]

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






Kebijakan dan sasaran K3LL serta pengamanan Perusahaan

meliputi 6 poin sebagai berikut:

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.

Pelaksanaan dan penaatan kebijakan ini dilakukan semua

pekerja dan mitra kerja yang berada dalam pengendalian

Perusahaan.

Guna mendukung penerapan standar tinggi pengelolaan aspek

K3LL dan pengamanan, Perusahaan telah melaksanakan sistem

manajemen yang telah disertifikasi oleh pihak berwenang,

diantaranya:

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.

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 policy and target of HSSE and Company’s safety measures

include 6 of below points:

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.

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.

The implementation and conformation of this policy are applied

by the employees and business partners, which under the

management of the Company.

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. 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.

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.






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.

Keterwakilan PekerjaPerusahaan 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.

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]

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.

Employees’ RepresentativesThe 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.

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 BisnisBusiness Unit

Jumlah Anggota (orang)

Total Members (People)

AREA

Kamojang 21

Ulubelu 16

Lahendong 20






Insiden dan Kecelakaan KerjaSelama 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.

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]

Incidents and Occupational HazardsThroughout 2015, the Company logged 5 incidents categorized

as Recordable Incident and 16 incidents categorized as Non-

Recordable 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.

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-lakiMale Employees

Pekerja Perempuan

Female Employees

Pekerja Laki-lakiMale 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 9 7






Total Recordable Incident Rate

Uraian | Description 2015 2014

Kantor Pusat | Head Office 0 0

AREA | AREA

Kamojang 1 1

Ulubelu 0 0

Lahendong 1 0.

Sibayak 0 0

PRoYEK | PROJECT

Lumut Balai 1 1

Hululais 2 0

Karaha 0 1

Kerinci – Sungai Penuh 0 1






Kesehatan Kerja dan Kesehatan PekerjaPerusahaan 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]

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.

Work Health and Employees’ HealthThe 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]

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.






Ketentuan K3 Dalam PKBKomitmen 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. Topik-

topik 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]

Ketentuan mengenai K3LL juga tercantum dalam aturan

Pedoman Perusahaan No. A-004/PGE600/2015-S0 tentang

Sistem Manajemen Perusahaan.

OHS Provisions in CLAThe 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]

Stipulation concerning HSSE also stated in the Articles of

Association Number A-004/PGE600/2015-S0 on the Company’s

Management System.

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.

Pekerja Berisiko TinggiPerusahaan 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]

• 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

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.

High Risk EmployeesHigh 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

• 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 KetenagakerjaanLaw 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)







MENUJUSEJAHTERA BERSAMAProsperity 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.

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

Pelibatan Masyarakat Lokal [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.

Involvement of Local Community [G4-SO1, G4-SO2]

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.






Area Dokumen AMDAL | AMDAL Document Dokumen Lainnya | Other Documents

Kamojang Kepmen LH No. 241 Tahun 2012Decree of Minister of Environment Number 241 Year 2012

SK Gubernur No. 660.1/2761/I/2005Governor 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

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

Surat Kelayakan Lingkungan tentang Penilaian Studi Kaji Ulang ANDAL serta RKL dan RPL Pengembangan Lapangan Kamojang 300 MW di Kabupaten Bandung dan Garut

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 2014Decree 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 Ulubelu-Lampung Geothermal Project, Lampung, Tanggamus Regency, Lampung by PT Pertamina Geothermal Energy

Lahendong • AMDAL Pengembangan Lapangan Panas Bumi Lahendong SULUT untuk Lahendong Unit I (No. 2974/0115/SJ.R/92)UKL/UPL 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 20-40 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)

Izin Lingkungan Pembangunan PLTP Skala Kecil2 x 5 MW (belum dikembangkan)

Environmental Permit of Small Scale PLTP Development with 2x5 MW (not yet developed)

Sibayak No. 977/0115/S.jT/1996Number 670/269/LH/2015

Studi AMDAL Kegiatan Pengembangan Panas Bumi Lapangan Panas Bumi Sibayak - Sumatera Utara

AMDAL Study on Geothermal Development Activity in Sibayak – North Sumatera Geothermal Field

Izin Lingkungan Kegiatan Pembangunan Pembangkit Listrik Tenaga Panas Bumi (PLTP)2 x 5 MW oleh PT Pertamina Geothermal Energy Area Sibayak Berastagi (Belum dikembangkan)

Environmental Permit of Geothermal Power Plant Development (PLTP) with 2x5 MW by PT Pertamina Geothermal Energy in Sibayak Berastagi Area (not yet developed)






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.

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.

Dari pemetaan sosial yang dilaksanakan diperoleh beberapa

catatan penting terkait pelaksanaan program CSR Area

Lahendong yang dilaksanakan Perusahaan:

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.

Mekanisme Pengaduan

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]

Selama tahun 2015, Perusahaan menerima beberapa

pengaduan dari masyarakat lokal. Sebagian besar pengaduan

tersebut telah ditindakanjuti, sehingga tidak sampai

mengganggu kegiatan operasional Perusahaan.

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.

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.

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. 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.

Complaints Mechanism

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]

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.






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.

Pengelolaan Dampak Ekonomi Tidak Langsung [G4-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.

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.

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.

Management of Indirect Economic Impacts [G4-

EC7, G4-EC8]

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.

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.

Area Jumlah Keluhan DiterimaTotal Received Complaints

Jumlah Keluhan DiselesaikanTotal Settled Complaints

KeteranganDescription

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 -






Pembangunan Jalan Akses UlubeluPT 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.

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.

Ulubelu’s Access Road ConstructionPT 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.

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.






Unit operasional dan Pembangunan Infrastruktur Operational Unit and Infrastructre Development

Sifat Nature of Business

Dampak Pada Komunitas dan Ekonomi Lokal Impacts to Local Community and Economy

AREA KAMOJANG | KAMOJANG AREA

Proyek Infrastruktur:Pengembangan Pusat Konservasi Elang Kamojang Lokasi:Kecamatan Samarang, Kabupaten Garut

Infrastructure Project:Development of Kamojang Eagle Conservation CenterLocation:Samarang District, Garut Regency

Bantuan & Pendampingan

Support & Accompaniment

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 tanggaImpact to local economy:Development of local economy institution on eagle feed as an additional income for households.

Proyek Infrastruktur:Bank Sampah MekarwangiLokasi:Desa Mekarwangi, Kecamatan Ibun, Kabupaten Bandung

Infrastructure project:Mekarwangi Waste BankLocation:Mekarwangi Village, Ibun District, Bandung Regency

Bantuan & Pendampingan

Support & Accompaniment

Dampak pada komunitas lokal:Terbentuknya sistem pengelolaan sampah terpadu berbasis pemberdayaan masyarakat dan terbentuknya kelompok Bank Sampah sebagai pengelola bank sampah secara mandiriImpact 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 tanggaImpact to local economy:Increase of additional income utilizing diversification system of households' solid waste.

AREA LAHENDONG | LAHENDONG AREA

Proyek Infrastruktur:Bantuan pembuatan pagar Balai DesaLokasi:Kelurahan Tondangow

Infrastructure Project:Assistance in fencing for Village OfficeLocation:Tondangow Urban Village

BantuanSupport

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.






Unit operasional dan Pembangunan Infrastruktur Operational Unit and Infrastructre Development

Sifat Nature of Business

Dampak Pada Komunitas dan Ekonomi Lokal Impacts to Local Community and Economy

Proyek Infrastruktur:Bantuan untuk kebutuhan dan pembangunan GerejaLokasi:• Desa Pinabetengan• Kelurahan Uluindano, Tomohon.• Desa Tonsewer, Kecamatan Tompaso• Desa Pineleng Dua• Kelurahan Lahendong• Malalayang• Desa Sonder

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

BantuanSupport

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.

AREA ULUBELU | ULUBELU AREA

Proyek Infrastruktur:Pembangunan Jalan Raya Hotmix Sepanjang 16 KM Pada Tahun 2014Lokasi:Desa Gunung Megang Kec. Pulau Panggung sampai dengan Desa Muara Dua Kecamatan Ulubelu, Kabupaten Tanggamus

Infrastructure Project:Construction of Hotmix Highway in the length of 16 KM in 2014Location:Gunung Megang Village, Pulau Panggung District up to Muara Dua Village, Ulubelu District, Tanggamus Regency

InfrastrukturInfrastructure

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 masyarakatImpact to local economy:Facilitate access of transporting goods and services in order to escalate the community's income.

Proyek Infrastruktur:Pembangunan Jalan Raya Hotmix Sepanjang 4 KM Pada Tahun 2015Lokasi:Desa Muara Dua sampai dengan Desa Ngarip Kecamatan Ulubelu, Kabupaten Tanggamus

Infrastructure project:Construction of Hotmix Highway in the length of 4KM in 2015Location:Muara Dua Village up to Ngarip Village, Ulubelu District, Tanggamus Regency

BantuanSupport

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 wisataImpact 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 masyarakatImpact to local economy:Facilitate access of transporting goods and services in order to escalate the community's income.






Penyaluran Dana CSR [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.

Distribution of CSR Fund [G4-EC8]

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

Pendidikan | Education 1,091 1,486 2,866

Kesehatan | Health 1,256 3,511 823

Lingkungan | Environment 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

Seni Budaya dan Olahraga | Culture and Sport 0 0 0

Total 13,278 35,550 17,823






Penyaluran Dana CSR Untuk PendidikanProgram 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).

Penyaluran Dana CSR Untuk KesehatanProgram 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.

Penyaluran Dana CSR Untuk LingkunganProgram 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.

Penyaluran Dana CSR Untuk Infrastruktur,Pemberdayaan Ekonomi dan Manajemen BencanaProgram 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.

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).

Pada tahun 2015 tidak ada realisasi dana untuk Program

Kemitraan atau PKBL yang terealisasi di Area ataupun Proyek-

proyek Perusahaan.

Distribution of CSR Fund for EducationCSR 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).

Distribution of CSR Fund for HealthCSR 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.

Distribution of CSR Fund for EnvironmentCSR 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.

Distribution of CSR Fund for Infrastructure, Economic Empowerment and Disaster ManagementCSR 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.

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).

In 2015, there were no funds realization for Partnership Programs

or realized PKBL at Company Areas or Projects.






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 14-15

G4-9 Skala Organisasi | Organizational Scale 14-15

G4-EC1 Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan | Direct Economic Value Generated and Distributed

260

IR3 Modal keuangan | Financial capital 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

Cross Reference BAPEPAM - LK No.X.K.6 Regulation, GRI Content Index, Oil & Gas Sector

Supplement, and Integrated Report Framework

/ Referensi Silang Peraturan Bapepam - LK No.X.K.6, Indeks Isi GRI, Suplemen Minyak & Gas, dan Kerangka Laporan Terintegrasi






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

31

Komite-komite di bawah pengawasan Dewan Komisaris | Committee under the Board of Commissioners 30-31

Laporan Direksi | The Board of Directors Report 40-47

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

41-42

G4-1 Pernyataan dari Direksi | Statement from Board of Directors 40

Gambaran tentang prospek usaha | Business prospects 43-44

G4-2 Uraian Dampak, Risiko dan Peluang | Description of Key Impacts, Risks, and Opportunities 40-47

Penerapan tata kelola perusahaan | Implementation of good corporate governance by the company 45-46

Perubahan komposisi anggota Direksi dan alasan perubahannya | Changes in the composition of the Board of Directors 46

Profil Perusahaan | Company Profile

1 Nama, alamat, dan kontak perusahaan | Name, address, company's contact 60

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

2 Riwayat singkat perusahaan | Brief history of the Company 62-65

G4-13 Perubahan signifikan organisasi | Significant changes of organization 74-75

3 Kegiatan usaha perusahaan menurut Anggaran Dasar terakhir dan jenis produk | Line of business according to the latest Articles of Association, and types of products

68

G4-4 Merek, Produk, dan Layanan Jasa | Primary Brands, Products and Services 68, 96, 124

G4-8 Pasar Terlayani | Markets Served 68, 124

IR6 Model bisnis | Business Models 72-73

4 Struktur organisasi perusahaan dalam bentuk bagan, disertai nama dan jabatan | Structure of organization in chart form, with the names and titles

80-81

5 Visi dan misi perusahaan | Vision and mission of the Company 66

G4-56 Nilai-nilai, Prinsip, dan Norma Organisasi | Organizational Values, Principles and Norms 67

6 Profil Dewan Komisaris | The Board of Commissioners Profile 34-39

7 Profil Direksi | The Board of Directors Profile 50-55






8 Perubahan susunan Dewan Komisaris dan/atau Direksi | Changes in the composition of the Board of Commissioners and/or the Board of Directors

156, 168

9 Jumlah karyawan dan deskripsi pengembangan kompetensinya | Number of employees and description of competence building

82-87

G4-10 Jumlah dan Komposisi Pegawai | Number and Composition of Employees 60, 82-84

G4-11 Pekerja Terlindungi Perjanjian Kerja Bersama (PKB) | Employees Covered by Collective Labor Agreements (CLA)

82-83

G4-LA9 Rerata Jam Pelatihan Per Pegawai Per Tahun | Average of Training Hours per Year per Employee 85-87

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

89-90

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 Keanggotaan pada Asosiasi | Memberships in Associations 91

17 Penghargaan dan sertifikasi yang diterima perusahaan | Awards and certifications bestowed on the company 18-21

G4-15 Kepatuhan Pada Prinsip-prinsip dan Inisiatif Eksternal | Externally Charters, Principles, or Other Initiatives

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

97-104

Produksi, yang meliputi proses, kapasitas, dan perkembangannya | Production, including process, capacity, and growth

97-104

G4-OG1 Volume dan Jenis Cadangan Terbukti Estimasi dan Produksi | Volume and Type of Estimated Proved Reserves and Production

15, 104, 122

Pendapatan | Income 105-109

Profitabilitas | Profitability 105-109

2 Analisis kinerja keuangan komprehensif dalam 2 (dua) tahun | Comprehensive financial performance analysis in 2 years 105-112

Aset lancar, aset tidak lancar, dan total aset | Current assets, non-current assets, and total assets 109-110

IR4 Modal manufaktur | Manufacture Capital 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)

105-109

Arus kas | Cash flows 113






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

114-115

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

115

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

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 Non-compliance 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 126

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

135

Tata Kelola Perusahaan | Corporate Governance

Dewan Komisaris | Board of Commissioners 156-167

Uraian pelaksanaan tugas Dewan Komisaris | Description of the responsibility of the Board of Commissioners 160-164

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

164-165, 180-181

G4-34 Struktur Tata Kelola | Governance Structure 139

G4-38 Komposisi Pejabat Tata Kelola | Governance Body Composition 139, 156, 158, 168

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 183

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






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 166

G4-43 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

IR1 Modal intelektual | Intellectual Capital 166, 178-179

Pengungkapan kebijakan perusahaan dan pelaksanaannya | Disclosure of the Company’s policy and its implementation

165-167

Direksi | Board of Directors 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

168, 170, 177

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

153-155

G4-49 Komunikasi Kepada Pejabat Tata Kelola | Communication to The Governance Body 153-155, 165, 167, 177

G4-50 Jumlah Pelaporan Kepada Pejabat Tata Kelola dan Solusinya | Number of Report to The Governance Body and Solutions

153-155

Pelatihan Direksi | Board of Directors Training 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

180

G4-44 Proses Evaluasi Kinerja Pejabat Tata Kelola | Evaluation Process of The Governance Body’s Performance

153-155, 180

Komite Audit dan Manajemen Risiko | Audit and Risk Management Committee 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

185

Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, frequency of Board of Commissioners meetings including

184, 185, 189

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

190-194

Komite Investasi | Investment Committee 195-199

Nama | Name 196-197


196-197






Riwayat pendidikan | History of education 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

195

Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, frequency of Board of Commissioners meetings including

195, 198

Uraian singkat pelaksanaan kegiatan Komite Investasi pada tahun buku | Brief report on the activities carried out by the Investment Committee during the year

199

Uraian tugas dan fungsi sekretaris perusahaan | Description of tasks and function of the corporate secretary 200-203

Nama | Name 200


200

Riwayat pendidikan | History of education 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

202-203

Uraian mengenai unit audit internal | Description of the company’s internal audit unit 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 217-221

Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang-undangan lainnya | Financial and operational control, and compliance to the other prevailing rules

217-221

Review atas efektivitas sistem pengendalian interen | Review the effectiveness of internal control systems 221

Sistem manajemen risiko yang diterapkan oleh perusahaan | Risk management system implemented by the company 211-217

Gambaran umum mengenai sistem manajemen risiko perusahaan | General description about the Company’s risk management system

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

222-223

Informasi tentang sanksi administratif yang dikenakan | Information about administrative sanctions imposed 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

126

Uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) | Description of whistleblowing system 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

228-237, 282-292

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

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






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 249-250

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 245-246, 251-255

IR2 Modal alam | Natural capital 238-255

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

82-87, 266-281

G4-42 Proses Persetujuan dan Pengembangan Nilai atau Misi Perusahaan | Process to Approval and Development Value or Company’s Mission

66, 275

G4-LA1 Jumlah Pekerja Baru dan Tingkat Turnover | Number of New Employee and Turnover 270

G4-LA2 Manfaat untuk Pekerja | Benefit for Employee 271, 272

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

G4-OG13 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 280-281

G4-LA9 Rerata Jam Pelatihan Per Pegawai Per Tahun | Average of Training Hours per Year per Employee 85-87, 273

G4-LA10 Program Pelatihan Ketrampilan Penunjang Akhir Karir | Program for Skills Management That Support Managing Career Endings

274

G4-LA11 Persentase Pegawai Penerima Penilaian Kinerja | Percentage of Employees Receiving Performance Review

274-275

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

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 236, 264, 287-291

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

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

262-263

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 61, 124, 264

G4-PR4 Jumlah Insiden Ketidaksesuaian Informasi Terkait Produk | Total number of Incidents of Non-compliance with Product Regulations

265

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

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

305

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

303-366

Opini auditor independen atas laporan keuangan | Independent auditor's opinion on the financial statements 308

Deskripsi auditor independen di opini | Description of the independent auditor in opinion 307-308

IR10 Keandalan & Kelengkapan | Reliability & Completeness 303-366

Laporan keuangan yang lengkap | Complete financial statement 303-366

IR9 Laporan Keuangan & Laporan Audited | Financial & Audited Statement 303-366






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 313

Ikhtisar kebijakan akuntansi | Summary of accounting policies 319-335

Pengungkapan transaksi pihak berelasi | Disclosure of related party transactions 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

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 4, 6

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 5, 8

Tentang Laporan IniAbout The Annual Report

Pencapaian KamiPencapaian Kami












LAPoRAN KEUANGANFinancial Statements

PT Pertamina Geothermal Energy


Halaman ini sengaja dikosongkanThis page intentionally left blank






APD | PPE Alat Pelindung Diri | Personal Protective Equipment

APSA Annual Pertamina Subsidiary Award

BD Business Development

BOEPD Barrels of Oil Equivalent Per Day

CER Certified Emission Reduction

CDM Mekanisme Pembangunan Bersih | Clean Development Mechanism

COD Tanggal Operasi Komersial | Commercial Operation Date

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

FGD Focus Group Discussion

GCG Tata Kelola Perusahaan yang Baik | Good Corporate Governance

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

Glossary

/ Daftar Istilah

KOB | JOCs Kontrak Operasi Bersama | Joint Operation Contracts

KPI Key Performance Indicator

KURS Kerja Ulang Reparasi Sumur | Rework of Reparation Wells

NBD Non Business Development

PJBL Perjanjian Jual Beli Listrik | Energy Sales Contract

PJBU Perjanjian Jual Beli Uap | Steam Sales Contract

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

SGS Steam Gathering System

TRIR Total Recordable Incident Rate

WBS Whistleblowing System

WKP Wilayah Kuasa Pengusahaan | Working Areas






Profil Anda Your Profile

Nama LengkapFull Name

................................................................................................................

PekerjaanOccupation

................................................................................................................

Nama Lembaga/PerusahaanInstitution/Company’s Name

................................................................................................................

Golongan Pemangku KepentinganGroup of Stakeholder

Feedback Form

/ Lembar Umpan Balik

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.

2. Laporan ini sudah menggambarkan informasi positif dan negatif Perusahaan.

The report has described positive and negative information of the Company.

3. Laporan ini mudah dimengerti.

The report is comprehensible.

5. Mohon berikan saran/usul/komentar anda atas laporan ini.

Please provide recommendations/suggestions/comments to this report.

..........................................................................................................................................................................................

..........................................................................................................................................................................................

..........................................................................................................................................................................................

...........................................................................................................................................................................................

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)

tidak setuju disagree netral neutral setuju agree


• EnergiEnergy• KomunitasLokalLocal Community • KesehatandanKeselamatanKerja(K3)Occupational Health & Safety• KeanekaragamanHayatiBiodiversity• KinerjaEkonomiEconomic Performance• EmisiEmission• PendidikandanPelatihanEducation and Training• MekanismePenyampaianKeluhanDampakPadaKomunitas

Mechanism of Complaints on Impacts to Community



LSMNGO

IndustriIndustry

PerusahaanCorporate

MasyarakatCommunity

Lainnya, mohon sebutkan...Others, please specify.....

Mohon kirimkan kembali lembar umpan balik kepada :Please return this feedback form to:

PT Pertamina Geothermal EnergyCorporate SecretaryMenara Cakrawala lantai 11Jl.MH.ThamrinNo.9-Jakarta10340Tel:+622139833222Fax:+622139833230Email : [email protected]




