2015 Pertamina Geothermal Energy Annual Report

2015
Laporan Tahunan Terintegrasi

Annual Integrated Report
PT PERTAMINA GEOTHERMAL ENERGY

Menara Cakrawala lantai 15
Jl. MH. Thamrin No. 9 - Jakarta 10340
Tel : +6221 3983 3222 | Fax : +6221 3983 3230
Email : pcc@pertamina.com | www.pge.pertamina.com
2015
Laporan Tahunan Terintegrasi
Annual Integrated Report
Integrating
Geothermal Performance
for Sustainable Energy
Mengintegrasikan Kinerja Panas Bumi
untuk Energi Berkelanjutan
Mengintegrasikan
Kinerja Panas Bumi
untuk Energi Berkelanjutan
Integrating Geothermal Performance For Sustainable Energy
‘Integrasi’ telah menjiwai perjalanan PT Pertamina Geothermal An integration has inspirited the journey of PT Pertamina
Energy selama tahun 2015 untuk mendukung keberlanjutan Geothermal Energy throughout 2015 to support energy
energi. Hasil integrasi membuahkan hasil yang signifikan. sustainability. The integration produced significant results. The
Perusahaan mampu menyelesaikan seluruh proyek sesuai dengan Company is able to complete the entire project in accordance with
target, bahkan lebih cepat dari waktu yang diperkirakan. Efisiensi the target, even faster than expected. Efficiency and productivity
dan produktifitas meningkat. Koordinasi antar kegiatan semakin increase in line with the better coordination in every activities.
baik.
Perusahaan berharap langkah ini menjadi pendukung bagi The company hopes that this action becomes the driving force
tercapainya keberlanjutan produksi energi dengan pemanfaatan to achieve the sustainable energy production with geothermal
panas bumi. Sebagai salah satu bentuk realisasi integrasi, maka utilization. As one form of realization of integration, the company
Perusahaan juga meningkatkan kualitas laporan tahunan menjadi also increased the quality of the annual report into an annual
sebuah laporan tahunan yang terintegrasi. integrated report.
Dengan dukungan penuh PT Pertamina (Persero) sebagai induk With full support from the holding company, PT Pertamina
perusahaan, PT Pertamina Geothermal Energy berkomitmen (Persero), PT Pertamina Geothermal Energy stated its
mempercepat pemanfaatan panas bumi sekaligus menjadi commitment to accelerate geothermal utilization as well as
perusahaan panas bumi terdepan di Indonesia. Perusahaan to become the leading geothermal company in Indonesia. The
menetapkan target mengembangkan energi panas bumi sebesar Company set target in developing geothermal energy as much as
2.277 mw atau setara dengan produksi minyak bumi setara 100 2,277 MW or equivalent to 100 thousand barrels of oil equivalent
ribu barrel per hari (BOEPD) di tahun 2025. per day (BOEPD) in 2025.
Langkah awal untuk merealisasikan target tersebut dilakukan The initial step to realize the afore-mentioned target was
dengan pembangunan 8 proyek pengembangan panas bumi di actualized in the development of 8 geothermal development
7 lokasi berbeda. Perusahaan juga akan mengembangkan projects in 7 different locations. The Company would also expand
tambahan kapasitas terpasang pemanfaatan panas bumi untuk an additional installed capacity of geothermal utilization for power
pembangkit listrik. Untuk mencapai semua tujuan keberlanjutan plant. In order to achieve all purpose of energy sustainability, thus
energi, maka Perusahaan akan menguatkan koordinasi, efisiensi the Company would need to strengthen coordination, efficiency
dan integrasi untuk memperkokoh implementasi sebuah and integration to fortify the implementation of good corporate
perusahaan dengan tata kelola yang baik. governance.
1
Tentang Laporan Ini Pencapaian Kami Laporan Dewan Komisaris & Direksi Tentang Kami
About The Report Our Achievement Board of Commissioners’ & Board of About Us
Directors' Report
/ Tentang Laporan Ini

About The Report
Laporan Tahunan Terintegrasi 2015 adalah laporan tahunan pertama PT Pertamina

Geothermal Energy (Perusahaan), yang memadukan informasi kinerja keuangan
Perusahaan dengan kinerja keberlanjutan, serta informasi signifikan lainnya.
The 2015 Annual Integrated Report is the first annual report released by PT Pertamina Geothermal Energy
(Company), which integrates information on Company’s financial performance with sustainable performance,
as well as other significant information.
Sebelumnya, kami menerbitkan laporan tahunan secara Previously, we issued annual report separately along with
terpisah dengan laporan keberlanjutan (2011, 2012). Dengan sustainability report (2011, 2012). By starting the issuance of
dimulainya laporan terintegrasi, maka tidak hanya kinerja integrated report, thus not only that our performance will be
kami yang menjadi lebih terpadu, namun juga cara kami more integrated but also our methods in making decisions will
dalam mengambil keputusan akan lebih memperhatikan have further recognition on the sustainability of economy, social
keberlanjutan aspek ekonomi, sosial dan lingkungan. [G4-22] and environment aspect. [G4-22]
2 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Analisa dan Pembahasan Manajemen Tata Kelola Perusahaan Tanggung Jawab Sosial & Lingkungan Laporan Keuangan
Management Analysis and Discussion Corporate Governance Social & Environment Responsibility Financial Statements
Kinerja Geothermal yang Terintegrasi Bagi Integrating Geothermal Performance for

Keberlanjutan Energi Sustainable Energy
Tahun 2015 menjadi bagian dari milestone kami untuk The year of 2015 serves as part of our milestone in achieving vision
mencapai visi menuju perusahaan yang mendukung adanya of a company that supports sustainable energy. Having an annual
keberlanjutan energi. Terintegrasinya laporan tahunan ini integrated report, it underscores that the Company constantly
menegaskan bahwa Perusahaan terus memperbaiki kinerja improves its performances to be more cohesive, especially in
agar lebih terpadu, terutama dalam mengambil keputusan performing decision making with not only considering economy
dengan tidak hanya memperhatikan aspek ekonomi, namun aspect, but also social and environment.
juga aspek sosial dan aspek lingkungan.
Hasil integrasi selama 2015 membuahkan hasil yang signifikan, Throughout the integration process in 2015, significant profitable
salah satunya adalah diselesaikannya seluruh proyek results were distinctive; one of which was rapid completion of all
sesuai dengan target, bahkan lebih cepat dari waktu yang projects in accordance with the targets, on the top of that faster
diperkirakan. Keberhasilan ini meningkatkan efisiensi dan than the expected time. This particular achievement improved
produktifitas sehingga kinerja Perusahaan juga meningkat. efficiency and productivity, which in return it also enhanced
Company’s performances.
Integrasi juga terjadi dengan mengkoordinasikan kegiatan Integration also transpired by coordinating social and
sosial dan lingkungan di setiap area. Koordinasi ini merupakan environmental activities in each area. These coordination is
satu kesatuan yang diharapkan mendukung kinerja ekonomi. deemed as a consolidation that is expected to support economic
Sesuai dengan jenis Perusahaan kami, maka kinerja yang performance. Corresponding to our type of Company, thus a
menyatu antara aspek ekonomi, sosial dan lingkungan unified performance of economy, social and environmental
akan menciptakan keberlanjutan produksi energi dengan aspect will generate a sustainable energy production along with
pemanfaatan panas bumi. geothermal utilization.
Aspek Material Pelaporan Material Aspect of Report

Sesuai Peraturan Bapepam-LK No.X.K.6 dan G4 Sustainability According to the Regulation of Bapepam-LK Number X.K.6 and G4
Reporting Guidelines, maka informasi terkait kinerja Sustainability Reporting Guidelines, information on sustainable
keberlanjutan sebagai pelaksanaan tanggung jawab sosial performance as the implementation of PT Pertamina Geothermal
PT Pertamina Geothermal Energy (Perusahaan), ditentukan Energy’s (Company) social responsibility is determined by
dengan memperhatikan aspek-aspek bersifat material. highlighting material aspects.
Identifikasi Aspek Material Identification of Material Aspect

Aspek-aspek bersifat material ditentukan berdasarkan Material aspects are determined by significant factors to the
pengaruh signifikan terhadap Perusahaan dan para pemangku Company and stakeholders through materiality analysis by
kepentingan. Identifikasi aspek material dilakukan melalui deliberating the importance of each topic for stakeholders, as
analisis materialitas, dengan mempertimbangkan tingkat well as its significance for the Company.
kepentingan berbagai topik bagi para pemangku kepentingan,
serta signifikansinya bagi Perusahaan.
Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report 3

Directors' Report
Aspek material dan ruang lingkup dalam pelaporan ini The material aspect and its boundary in this report are assured
ditentukan melalui uji materialitas, yang dilaksanakan through a materiality test, which carried out in a focus group
dalam grup diskusi terfokus (focus group discussion atau discussion or FGD. The group involves 10 Departments as internal
FGD). Pelaksanaan FGD melibatkan perwakilan 10 fungsi parties, and academicians as external parties, who are required
Perusahaan selaku pihak internal, dan akademisi sebagai pihak to focus on identifying sustainable issues to which will be used in
eksternal. Kegiatan FGD difokuskan pada identifikasi isu-isu prioritizing the material aspects. [G4-18, G4-19]
keberlanjutan, untuk kemudian menentukan prioritas aspek
material. [G4-18, G4-19]
Fungsi Perusahaan Peserta FGD Aspek

Material Pelaporan
Participant from Departments for FGD in Determining
Reporting Material Aspect
No 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
Area Sibayak 9 Human Capital

Sibayak Area
10 Geomatics& ICT
Penetapan isi laporan didasarkan pada prinsip pelibatan The foundation of report’s content is based on principles of
pemangku kepentingan (stakeholders inclusiveness), stakeholders’ inclusiveness, materiality, sustainability context and
materialitas (materiality), konteks keberlanjutan (sustainability completeness.
context) dan kelengkapan (completeness).

Hasil FGD dalam bentuk laporan penilaian uji materialitas Result of FGD is compiled in materiality test assessment report
disampaikan kepada Direksi. Selanjutnya Direksi memberikan and submitted to the Board of Directors. The Board of Director,
persetujuan atas informasi kinerja keberanjutan dalam Laporan then, gives approval upon the Report’s sustainable performance, in
ini, yang didalamnya memuat pelaksanaan tanggung jawab which contains the corporate social responsibility implementation.
sosial perusahaan. [G4-48] [G4-48]
Selanjutnya ditentukan konten laporan, yang meliputi 4 Subsequently, content of report is determined, which encompasses
tahapan: 4 stages:
1. Tahap pertama, identifikasi aspek-aspek keberlanjutan 1. First stage, identification of relevant sustainable aspects
yang relevan dengan karakteristik bisnis Perusahaan dan to the Company’s business characteristics and assuring its
menentukan batasan ruang lingkup (boundary). boundaries.
2. Tahap kedua, pembuatan prioritas atas aspek-aspek 2. Second stage, establish priorities of sustainable aspects to
keberlanjutan yang akan dilaporkan melalui proses FGD. be reported through FGD process.
3. Tahap ketiga, validasi atas aspek material yang telah 3. Third stage, validation upon prioritized material aspects
menjadi prioritas guna memastikan laporan memuat in order to confirm that the report contains a balanced
informasi kinerja positif dan negatif secara berimbang. positive and negative performance information. Such
Validasi berupa pengesahan dari Direksi. validation is in the form of endorsement from the Board of
Directors.
4. Tahap keempat, kajian ulang atas laporan tahun 4. Fourth stage, review of previous report, by highlighting
sebelumnya, dengan mempertimbangkan saran dari advice given by the stakeholders. Likewise with feedbacks
pemangku kepentingan. Demikian pula masukan dan and advice stated in this annual report, it will be used as
saran atas laporan tahun ini, akan digunakan sebagai a consideration in determining the subsequent annual
pertimbangan dalam menentukan isi laporan tahun report’s content.
berikutnya.

Directors' Report
Daftar Aspek-Aspek Material List of Material Aspects

Berdasarkan diskusi yang diselenggarakan di Jakarta pada Based on discussion held in Jakarta on 6th November 2015, there
6 November 2015, telah ditentukan 4 aspek material yang were 4 material aspects that have been decided and received
memperoleh kategori sangat tinggi: energi, komunitas lokal, highest categories: energy, local community, Occupational Health
Keselamatan dan Kesehatan Kerja (K3) dan keanekaragaman and Safety (OHS) and biodiversity. Each material aspect will be
hayati. Selanjutnya masing-masing aspek material tersebut further elaborated in this Report. [G4-19]
akan diuraikan secara lengkap dalam Laporan ini. [G4-19]
Adapun aspek-aspek material yang termasuk kategori tinggi, Whereas, those that included as high categories are economic
adalah kinerja ekonomi, emisi, pendidikan dan pelatihan, serta performance, emission, education and training, as well as
mekanisme penyampaian keluhan dampak pada masyarakat. mechanism of complaints on impacts to commmunity. These
Informasi terkait aspek-aspek tersebut akan melengkapi 4 aspects-related information will complete the 4 highest
aspek material yang termasuk kategori sangat tinggi. [G4-19] categories. [G4-19]
Med High Sangat Tinggi (Nilai >4,5 dari Skala 5)

Very High (Scored >4.5 out of Scale 5)
Energi
Penting Bagi Pemangku Kepentingan
Energy
Komunitas Lokal
Important To Stakeholders
Local Community
Keselamatan dan Kesehatan Kerja

Occupational Health and Safety (OHS)
Keanekaragaman Hayati
Biodiversity
Tinggi (Nilai 4,0 – 4,5 dari Skala 5)

High (Scored 4.0 – 4.5 out of Scale 5)
Kinerja Ekonomi
Economic Performance
Emisi
Emission
Pendidikan dan Pelatihan

Low
Education and Training
Penting Bagi Perusahaan Mekanisme Penyampaian Keluhan Dampak

Important To Company Pada Komunitas
Mechanism of Complaints on Impacts to
Community

Batasan Pelaporan Boundary of Report

Batasan informasi dalam laporan ini, meliputi kinerja The boundary of this report covers Company’s performances
Perusahaan dalam kurun waktu 1 Januari 2015 hingga within a period of 1st January 2015 to to 31st December 2015
31 Desember 2015, pada seluruh area yang dioperasikan including all Working Areas operated by the Company. Its content
Perusahaan. Informasi dalam laporan ini, merupakan is a continuance to 2014 Annual Report, which issued annually.
kesinambungan dari Laporan Tahunan 2014 Perusahaan yang [G4-28, G4-29, G4-30]
diterbitkan setiap tahun. [G4-28, G4-29, G4-30]
Cakupan aspek-aspek material dalam Laporan ini meliputi The boundary of material aspects in this Report covers
informasi yang didapat dari Kantor Pusat di Jakarta, serta information obtained from Head Office in Jakarta, and 4 Areas
4 area yang termasuk dalam Wilayah Kuasa Pengusahaan (WKP) included in Companys' geothermal Working Areas. There is
panas bumi Perusahaan. Tidak ada informasi yang didapat dari naught information received from outside of the Company, such
luar Perusahaan, termasuk entitas anak dan pemasok. [G4-17, G4- as subsidiaries and suppliers. [G4-17, G4-20, G4-21]
20, G4-21]
Aspek Material Internal Perusahaan Aspek Material Eksternal Perusahaan

Material Aspect Company’s Internal Material Aspect Company’s External
Energi Kamojang Energi

Energy Energy
Komunitas Lokal Lahendong Komunitas Lokal

Local Community Local Community
Tidak Ada
Area
None
Keselamatan dan Kesehatan Kerja Sibayak Keselamatan dan Kesehatan Kerja
Occupational Health and Safety Occupational Health and Safety
Keanekaragaman Hayati Ulubelu Keanekaragaman Hayati

Biodiversity Biodiversity

Directors' Report
Kerangka Pelaporan Reporting Framework

Laporan Tahunan Terintegrasi 2015 Perusahaan, disusun The Company’s 2015 Annual Integrated Report is developed
dengan mengacu pada: accordingly to:
• Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan • Law Number 40 Year 2007 concerning Limited Liability
Terbatas; Company;
• Referensi Peraturan Bapepam-LK Nomor X.K.6; • Reference of Bapepam-LK Regulation Number X.K.6;
• Pedoman Pengelolaan Anak Perusahaan dan Perusahaan • Management Guidelines for Subsidiaries and Joint Ventures of
Patungan Pertamina No. A-001/H00200/2011-S0 Revisi 1; Pertamina No. A-001/H00200/2011-S0 Revision 1;
• The International Integrated Reporting Framework, yang • The International Integrated Reporting Framework, which
diterbitkan The International Integrated Reporting Council issued by The International Integrated Reporting Council (IIRC);
(IIRC); dan and
• G4 Sustainability Reporting Guidelines yang diterbitkan • G4 Sustainability Reporting Guidelines issued by Global
Global Reporting Initiatives, dengan opsi ‘core’. [G4-32] Reporting Initiatives, with option ‘core’. [G4-32]
Penjaminan dan Indeks Pelaporan Assurance and Report Index

Hingga 2015, Perusahaan belum menyertakan penjaminan Up to 2015 the Company has yet to provide assurance from
dari pihak independen untuk memeriksa keandalan informasi an independent party in order to examine the reliability of its
keberlanjutan. Pemeriksaan dari pihak independen dilakukan sustainable information. This verification is conducted only
hanya pada laporan keuangan, yaitu adanya pernyataan dari towards financial performance, namely a statement issued by
auditor independen. Namun demikian, kami menyatakan the independent auditor. However, we state that all data and
bahwa semua data dan informasi yang disajikan dalam laporan information provided in this report are supported by accountable
ini didukung oleh bukti yang dapat dipertanggungjawabkan. evidence. As our responsibility, the Board of Directors and Board of
Sebagai bentuk tanggung jawab, maka Direksi dan Dewan Commissioners as the highest officials in a Corporate Governance
Komisaris sebagai pejabat tertinggi tata kelola Perusahaan put their signatures in this report. [G4-33, G4-48]
menyertakan tanda tangan dalam laporan ini. [G4-33, G4-48]
Kontak Informasi PT Pertamina Geothermal Energy

Laporan [G4-31] Corporate Secretary
Menara Cakrawala lantai 11
Contact Information
Jl. MH. Thamrin No. 9 - Jakarta 10340
Tel : +6221 3983 3222 | Fax : +6221 3983 3230
Email : pcc@pertamina.com
www.pge.pertamina.com

Area Siabayak
Sibayak Area

Directors' Report
/ Daftar Isi
Table of Content
03 60
TENTANG LAPORAN INI TENTANG KAMI
About The Report About Us
Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan Energi Identitas Perusahaan

3 60
Integrating Geothermal Performance for Sustainable Energy Company’s Identity
Aspek Material Pelaporan Sekilas Perusahaan
3 61
Material Aspect of Report Company at a Glance
Identifikasi Aspek Material Alamat Kantor Area
3 61
Identification of Material Aspect Addresses of Area Offices
Daftar Aspek-Aspek Material Sejarah Singkat Perusahaan
6 62
List of Material Aspect Company’s History In Brief
Batasan Pelaporan Jejak Langkah
7 64
Boundary of Report Record of Performance
Kerangka Pelaporan Visi dan Misi
8 66
Reporting Framework Vision and Mission
Penjaminan dan Indeks Pelaporan Tata Nilai
8 67
Assurance and Report Index Values
Kontak Informasi Laporan Bidang Usaha
8 68
Contact Information Business Sector
Skema Pemanfaatan Panas Bumi
69
Scheme of Geothermal Utilization
12
Model Bisnis
72
Business Models
Wilayah Kerja
74
Working Area
PENCAPAIAN KAMI
Our Achievement Area Panas Bumi
76
Geothermal Areas
Ikhtisar Kinerja Keuangan
14 Proyek Panas Bumi
Financial Performance Highlights 77
Geothermal Projects
Ikhtisar Kinerja Operasional
15 Struktur Organisasi
Operational Performance Highlights 80
Organization Structure
Ikhtisar Kinerja Kesehatan, Keselamatan, Keamanan dan Lingkungan
Health, Safety, Security and Environment (HSSE) Performance 16 Pekerja Kami
82
Highlights Our Employees
Informasi Harga Saham Komposisi Pemegang Saham

17 88
Stock Price Shareholders’ Composition
Informasi Obligasi, Sukuk atau Obligasi Konversi Kronologi Pencatatan Saham dan Efek Lainnya
17 88
Bond, Sukuk or Convertible Bond Chronology of Company Listing and Other Securities
Penghargaan Daftar Entitas Anak dan/ atau Asosiasi

18 89
Awards List of Subsidiaries and/or Associations
Sertifikasi Struktur Grup Perusahaan

20 90
Certification Company’s Group Structure
Peristiwa Penting Nama dan Alamat Lembaga dan/ atau Lembaga Penunjang
22 91
Significant Events in 2015 Names and Addresses of Agencies and/or Supporting Agencies
26 94
LAPORAN DEWAN KOMISARIS
DAN DIREKSI ANALISA DAN PEMBAHASAN
Board of Commissioners’ and MANAJEMEN
Board of Directors' Report Management Analysis and Discussion
Laporan Dewan Komisaris Tinjauan Umum
26 95
Board of Commissioners’ Report General Review
Profil Dewan Komisaris Tinjauan Operasi per Segmen Usaha
34 97
Profile of The Board of Commissioners Operation Review per Business Segment
Laporan Direksi Tinjauan Kinerja Keuangan
40 105
Board of Directors’ Report Financial Performance Review
Profil Direksi Kinerja Arus Kas Perusahaan
50 113
Profile of Board of Directors Cash Flow Performance Of The Company
Pernyataan Tanggung Jawab atas Laporan Tahunan Terintegrasi Kemampuan Membayar Utang
114
Tahun Buku 2015 56 Ability To Pay Debts
Statement of Responsibility on Annual Integrated Report 2015 Struktur dan Kebijakan Modal
114
Capital Structure and Policy

Investasi Barang Modal Penilaian Kinerja Anggota Dewan Komisaris dan Direksi
114
Capital Investment Performance Evaluation of Board of Commissioners and Board of 180
Ikatan Material atas Investasi Barang Modal Directors
115
Material Association of Capital Investment Kebijakan Remunerasi Dewan Komisaris dan Direksi
Informasi dan Fakta Material Terjadi Setelah Tanggal Laporan Remuneration Policy of the Board of Commissioners and Board of 180
Akuntan 115 Directors
Information and Material Facts after Accountant Reporting Date Pemegang Saham Utama Serta Hubungan Afiliasi Anggota Direksi,
Prospek Usaha Dewan Komisaris dan Pemegang Saham Utama
115 181
Business Prospects Majority Shareholders and Affiliations of Members of Board of
Directors, Board of Commissioners and Majority Shareholders
Target dan Realisasi 2015
119 Rangkap Jabatan
Target and Realization In 2015 182
Concurrent Positions
Target 2016
122 Pencegahan Benturan Kepentingan
Target 2016 183
Prevention of Conflict of Interests
Aspek Pemasaran
124 Keberagaman Komposisi Dewan Komisaris dan Direksi
Marketing Aspect 184
Diversity Composition of the Board of Commissioners and Directors
Kebijakan Dividen
125 Independensi (Kemandirian)
Dividend Policy 184
Independence
Program Kepemilikan Saham oleh Pekerja dan/atau Manajemen (ESOP/MSOP)
Stock Ownership Program By Employee and/or Management (ESOP/ 126 Komite Audit dan Manajemen Risiko
184
MSOP) Audit and Risk Management Committee
Realisasi Penggunaan Dana Hasil Penawaran Umum Komite Investasi
126 195
Realized Fund Utilization Of Proceeds From Public Offering Investment Committee
Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Komite Lainnya
200
Penggabungan/ Peleburan Usaha, Akuisisi atau Restrukturisasi Other Committees
Utang/Modal 126 Corporate Secretary 200
Material Information on Investment, Expansion, Divestment, Business Internal Audit (IA) 204
Merger/ Fusion, Acquisition or Restructuring of Debt/ Capital
Akuntan Publik
Informasi Transaksi Material Mengandung Benturan Kepentingan 210
Public Accountant
dan/atau Transaksi dengan Afiliasi
127 Manajemen Risiko
Information Of Material Transactions Containing Conflict Of Interests 211
And/Or Transactions With Affiliations Risk Management
Tingkat Kesehatan Perusahaan 2015 Sistem Pengendalian Internal

129 217
The Company’s Level of Performance 2015 Internal Control System
Laporan Sinergi Perseroan dengan Anak Perusahaan dan Afiliasi Komitmen Perusahaan terhadap Perlindungan Konsumen
221
Pertamina Commitment of the Company towards Consumers’ Protection
130
Report of Company’s Synergy with Pertamina’s Subsidiaries and Aktivitas dan Biaya Tanggung Jawab Sosial Anak Perusahaan
222
Affiliations Activities and Cost of Subsidiaries’ Social Responsibilities
Pencapaian Key Performance Indicators 2015 Perkara Penting yang Sedang Dihadapi
132 222
Achievement of Key Performance Indicators 2015 Significant Legal Cases In Progress
Perubahan Peraturan Perundang-Undangan Akses Informasi dan Data Perusahaan
134 224
Amendments of Legislation Information Access and Company’s Data
Kebijakan Akuntansi Etika Anak Perusahaan
135 225
Accounting Policies Ethics of Subsidiaries
228
138 TANGGUNG JAWAB SOSIAL DAN
LINGKUNGAN
Social and Environment Responsibility
TATA KELOLA PERUSAHAAN
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL)
Corporate Governance 228
Implementation of Social and Environment Responsibility
Struktur Tata Kelola Perusahaan yang Baik
139 Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang
Structure of Good Corporate Governance
Lingkungan
Komitmen Terhadap Tata Kelola Perusahaan yang Baik 238
139 Implementation of Social and Environment Responsibility In
Commitment To Good Corporate Governane Environment
Landasan dan Tujuan Penerapan Tata Kelola Perusahaan Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang
Foundation and Purposes of The Implementation of Good Corporate 140 Ekonomi dan Perlindungan Konsumen
Governance 256
Implementation of Social and Environment Responsibility In Economy
Roadmap Tata Kelola Perusahaan yang Baik And Consumer Protection
142
Roadmap of Good Corporate Governance Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang
Implementasi Tata Kelola Perusahaan yang Baik Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja (K3)
143 266
Implementation Of Good Corporate Governance Implementation Of Social And Environment Responsibility In
Employment And Work Safety And Health (K3)
Rencana Pengembangan Tata Kelola Perusahaan Tahun 2016
152 Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang
Development Plan of Corporate Governance in 2016
Sosial dan Kemasyarakatan
Rapat Umum Pemegang Saham (RUPS) 282
153 Implementing Social and Environment Responsibility In Social and
General Meeting of Shareholders (GMS)
Community
Dewan Komisaris
156
Board of Commisioners
Direksi
168
Board of Directors

Directors' Report
/ Pencapaian Kami
Our Achievement
PT Pertamina Geothermal Energy – selanjutnya disebut PT Pertamina Geothermal Energy – herewith to be referred as
sebagai Perusahaan dalam laporan ini, menjadi satu-satunya Company in this report, is the world’s sole geothermal producer
pengembang panas bumi di dunia yang pernah mengerjakan that had completed a simultaneous 8 development projects in 7
sekaligus pembangunan 8 proyek di 7 lokasi berbeda. different locations.
Proyek-proyek tersebut adalah Proyek Kamojang Unit V (1X35 Such projects are Kamojang Project of Unit V (1X35 MW), Ulubelu
MW), Proyek Ulubelu Unit III dan IV (2X55 MW), Proyek Lumut Project of Unit III and IV (2X55 MW), Lumut Balai Project of
Balai Unit I dan II (2X55 MW), Proyek Lumut Balai Unit III dan Unit I and II (2X55 MW), Lumut Balai Unit III and IV (2x55 MW),
IV (2X55 MW), Proyek Lahendong Unit V dan VI (2X20 MW), Lahendong Project of Unit V and VI (2X20 MW), Karaha Project of
Proyek Karaha Unit I (1x30 MW), Proyek Hululais Unit I dan II Unit I (1X30 MW), Hululais Project of Unit I and II (2x55 MW), and
(2X55 MW) dan Proyek Sungai Penuh Unit I dan II (2X55 MW). Sungai Penuh Project of Unit I and II (2X55 MW).
Perusahaan sebagai pengembang panas bumi terbesar akan The Company as the largest geothermal producer plan to complete
menyelesaikan proyek-proyek tersebut pada kurun waktu the projects within the period of 2015 to 2019, and specifically
tahun 2015 hingga tahun 2019, dan khusus untuk PLTP Lumut for PLTP Lumut Balai Unit III and IV it is scheduled to finish in 2022
Balai Unit III dan IV akan selesai tahun 2022 dan 2023. Total and 2023 respectively. Total target of installed capacity in 2017
target kapasitas terpasang pada tahun 2017 mencapai 682 MW to reach 682 MW or equivalent to 32,259 BOEPD, and in 2019 it
atau setara dengan 32.259 BOEPD, dan tahun 2019 bertambah will rise to 907 MW, which is equivalent to 42,901 BOEPD.
menjadi 907 MW yang setara 42.901 BOEPD.
Pada 29 Juni 2015 Pembangkit Listrik Tenaga Panas Bumi On 29th June 2015, Kamojang’s Geothermal Power Plant (PLTP)
(PLTP) Kamojang Unit V resmi beroperasi secara komersial, of Unit V began its official commercial operations, discharging
dengan mengalirkan listrik kepada PT PLN (Persero). Jadwal electricity to PT PLN (Persero). The schedule was earlier than
tersebut lebih cepat dari target operasi komersial (Commercial its Commercial Operation Date (COD) in RKAP, which was 21st
Operation Date atau COD) yang direncanakan dari RKAP yaitu July 2015. The operation of PLTP Kamojang Unit V has become a
tanggal 21 Juli 2015. Beroperasinya PLTP Kamojang Unit V juga milestone of the Company in geothermal business by processing
menjadi salah satu milestone penting Perusahaan dalam bisnis steam geothermal into electricity.
total project panas bumi, dengan mengelola panas bumi dari
uap hingga menjadi listrik.
Area Kamojang
Kamojang Area

2,583,641 449
Ton CO2e/Tahun | Ton CO2e/Year Pekerja | Employees
Potensi CER Jumlah Pekerja

CER Potential Total Employees
Rp 339.19 Juta USD | Million USD Rp 13.28 Miliar IDR | Billion IDR
Realisasi Investasi Realisasi Dana CSR

Investment CSR Fund Realization
Realization
Penghargaan PROPER BIRU | BLUE

PROPER Award
• Lahendong
EMAS | GOLD • Sibayak
Kamojang • Ulubelu

Directors' Report
Ikhtisar Kinerja Kesehatan, Keselamatan, Keamanan dan Lingkungan

Health, Safety, Security and Environment (HSSE) Performance Highlights
Rincian Kinerja Keselamatan 2015
Detailed Safety Performance 2015
Klasifikasi Kejadian Bulan | Month

Occurrence Classification
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 Kerja Recordable Non Recordable

Working Incidents Incidents
Hours
2015 14,025,428 2015 5 2015 16
2014 7,825,390 2014 4 2014 8
2013 5,527,317 2013 1 2013 15
(TRIR)
Total Recordable Incident Rate
2015 0.36 2014 0.51 2013 0.18

Informasi Harga Saham Stock Price

PT Pertamina Geothermal Energy merupakan perusahaan PT Pertamina Geothermal Energy is a private company; and up
tertutup dan hingga 31 Desember 2015 belum mencatatkan to 31st December 2015 it had not listed shares of the Company
saham Perusahaan pada bursa saham manapun. Dengan to any stock exchanges. Hence, this report does not provide such
demikian Laporan ini tidak menyertakan informasi mengenai information related to the Company’s stock price.
harga saham Perusahaan.
Informasi Obligasi, Sukuk atau Obligasi Konversi Bond, Sukuk or Convertible Bond
Perusahaan tidak menyajikan informasi mengenai penerbitan The Company does not provide information concerning the
obligasi, sukuk atau obligasi konversi sesuai dengan issuance of bond, sukuk or convertible bond, which are in line with
karakteristik yang dimiliki Perusahaan. its characteristic.
Area Kamojang
Kamojang Area

Directors' Report
/ Penghargaan
Awards
Penghargaan yang Diterima Tahun 2015

Awards Received in 2015
Bidang Nama Penghargaan Lembaga Pemberi

No
Field Award's Name Grantor
PROPER Emas untuk Area Kamojang Kementerian Lingkungan Hidup dan Kehutanan
1 PROPER Gold for Kamojang Area Ministry of Environment and Forestry
PROPER Biru untuk Area Lahendong Kementerian Lingkungan Hidup dan Kehutanan
2 PROPER Blue for Lahendong Area Ministry of Environment and Forestry
PROPER Biru untuk Area Ulubelu Kementerian Lingkungan Hidup dan Kehutanan
3 PROPER Blue for Ulubelu Area Ministry of Environment and Forestry
Lingkungan
Environment PROPER Biru untuk Area Sibayak Kementerian Lingkungan Hidup dan Kehutanan
4 PROPER Blue for Sibayak Area Ministry of Environment and Forestry
Patra Adhikriya Bhumi Madya untuk Area Kamojang PT Pertamina (Persero)
5 Patra Adhikriya Bhumi Madya for Kamojang Area
Satya Lancana Wirakarya untuk Area Kamojang Presiden Republik Indonesia
6 Satya Lancana Wirakarya for Kamojang Area The President of the Republic of Indonesia
Best Innovation untuk PKM Superman Upstream Improvement & Innovation Award
7 Best Innovation for PKM Superman
3rd Best CIP untuk PKM Superman Upstream Improvement & Innovation Award
8 3rd Best CIP for PKN Superman
Peringkat Platinum untuk PKM Superman Annual Pertamina Quality Award
9 Platinum award for PKM Superman
Peringkat Platinum untuk GKM Kamojang Annual Pertamina Quality Award
10 Manajemen Platinum award for GKM Kamojang
Mutu
Quality Peringkat Platinum untuk GKM Turbin Annual Pertamina Quality Award
11 Management Platinum award for GKM Turbin
Peringkat Gold untuk PKM Linau Lake Annual Pertamina Quality Award
12 Gold award for PKM Linau Lake
Peringkat Gold untuk PKM IMTAQ Annual Pertamina Quality Award
13 Gold award for PKM IMTAQ
Peringkat Gold untuk GKM Project Development Annual Pertamina Quality Award
14 Gold award for GKM Project Development

Penghargaan yang Diterima Tahun 2015

Awards Received in 2015
Bidang Nama Penghargaan Lembaga Pemberi

No
Field Award's Name Grantor
Dharma Karya Energi dan Sumber Daya Mineral Muda untuk Kementerian Energi Sumber Daya Mineral
15 PKM Changcuter Ministry of Energy and Mineral Resources
Dharma Karya Energi and Young Mineral Resources for PKM
Changcuter
Best Innovation Expo Annual Pertamina Quality Award
16
The Best Continuous Performance Improvement Annual Pertamina Quality Award
17
Peringkat Platinum untuk GKM Project Development Temu Karya Mutu dan Produktifitas Nasional XIX
18 Platinum award for GKM Project Development The XIX Gethering of National Quality and Productivity
Manajemen
Mutu Peringkat Platinum untuk PKM Linau Lake Temu Karya Mutu dan Produktifitas Nasional XIX
19 Quality Platinum award for PKM Linau Lake The XIX Gethering of National Quality and Productivity
Management
Three Stars plus Peringkat Gold (Best Three Stars) untuk PKM International Exposition on Team Excellence
20 Kanglamber
Three Stars plus Gold award (Best Three Stars) for PKM Kanglamber
Peringkat Bronze untuk GKM EMC2 International Convention on QC Circles
21 Bronze award for GKM EMC2
1st Winner The Best Implementation of Enterprise Risk PT Pertamina (Persero)
22 Manajemen Management pada ajang Annual Pertamina Subsidiary Award
Risiko 1st Winner for the Best Implementation of Enterprise Risk
Risk Management at the Annual Pertamina Subsidiary Award
Management
2nd Winner The Best Implementation of Community Involvement & PT Pertamina (Persero)
23 Kemasyarakatan Development pada ajang Annual Pertamina Subsidiary Award
Social 2nd Winner for the Best Implementation of Community
Community Involvement & Development at the Annual Pertamina Subsidiary
Award
The Most Organized Director pada Annual Hulu Day PT Pertamina (Persero)
24 The Most Organized Director at the Annual Hulu Day
Lainnya Penghargaan Kategori 5 Prioritas Strategis- Pilar Pertamina Award 2015
25 Others Pengembangan Strategi Hulu untuk Area Kamojang
5th Category Award of Strategic Priorities – Pillar Development of
Upstream Strategy for Kamojang Area

Directors' Report
/ Sertifikasi
Certification
Sertifikasi yang Dimiliki Perusahaan Hingga 2015 [G4-15]

Certificates Owned by the Company up to 2015
No Nama Sertifikasi Standar Ruang Lingkup Tanggal Perolehan dan Area/ Fungsi/
Certificate’s Name Standard Scope Masa Berlaku Direktorat
Date Acquired and Area/ Function/
Validity Period Directorate
1 Sistem Manajemen Mutu ISO 9001:2008; OHSAS Eksploitasi dan Penyaluran 2014-2017 Area Lahendong
dan K3 18001:2007 Uap Panas Bumi untuk Lahendong Area
Quality Management Pembangkitan Listrik
System and OHS Exploitation and Distribution
of Geothermal Steam for
Electricity Generation
2 Sistem Manajemen ISO 14001:2004 Eksploitasi dan Penyaluran 2014-2017 Area Ulubelu
Lingkungan Uap Panas Bumi untuk Ulubelu Area
Environmental Pembangkitan Listrik
Management System Exploitation and Distribution
3 Sistem Manajemen Peraturan Kepala Sistem Manajemen 2014-2017 Area Kamojang

Pengamanan Kepolisian Negara RI No. Pengamanan Swakarsa Kamojang Area
Security Management 24/2007 Independent Security
System Regulation of Indonesian Management System
National Police Number
24 Year 2007
4 Sistem Manajemen Peraturan Kepala Sistem Manajemen 2014-2017 Area Lahendong

Pengamanan Kepolisian Negara RI No. Pengamanan Swakarsa Lahendong Area
Security Management 24/2007 Independent Security
System Regulation of Indonesian Management System
National Police Number
24 Year 2007

No Nama Sertifikasi Standar Ruang Lingkup Tanggal Perolehan dan Area/ Fungsi/
Certificate’s Name Standard Scope Masa Berlaku Direktorat
Date Acquired and Area/ Function/
Validity Period Directorate
5 Integrasi Sistem QHSE ISO 9001:2008; ISO Eksploitasi dan Penyaluran 2015-2018 Area Kamojang
(Quality, Health & Safety, 14001:2004; OHSAS Uap Panas Bumi untuk Kamojang Area
and Environment) 18001:2007 Pembangkitan Listrik
Integrated System of Exploitation and Distribution
QHSE (Quality, Health & of Geothermal Steam for
Safety, and Environment) Electricity Generation
6 Sistem Manajemen ISO 14001:2004 Eksploitasi dan Penyaluran 2015-2018 Area Lahendong
Lingkungan Uap Panas Bumi untuk Lahendong Area
Environmental Pembangkitan Listrik
Management System Exploitation and Distribution
7 Sistem Manajemen K3 OHSAS 18001:2007 Eksploitasi dan Penyaluran 2015-2018 Area Ulubelu
Management System of Uap Panas Bumi untuk Ulubelu Area
OHS Pembangkitan Listrik
Exploitation and Distribution
8 Sistem Manajemen Mutu ISO 9001:2015 Eksplorasi dan Eksploitasi Implementasi 2015 Kantor Pusat
Quality Management Uap Panas Bumi di Implementation in 2015 Head Office
System Lingkungan Kantor Pusat
Exploration and Exploitation
of Geothermal Steam in the
Environment of Head Office

Directors' Report
/ Peristiwa Penting 2015

Significant Events in 2015
26 Januari | January 26 Februari | February 4 April | April 24 April | April
Tajak Sumur KMJ- 70 Area RUPS Tahun Buku 2014 Kunjungan Dirut Pertamina ke Town Hall Meeting - Pisah sambut
Kamojang RUPS Tahunan Tahun Buku 2014 Kamojang Direktur Utama PT Pertamina
Tajak Sumur KMJ-70/3 di lokasi RIG PT Pertamina Geothermal Energy Direktur Utama PT Pertamina Geothermal Energy
PDSI #39.3 D1500E Area Kamojang, (Perusahaan). Laba Bersih Perusahaan (Persero) didampingi oleh Direktur Town Hall Meeting ini diselenggarakan
Bandung, dengan kedalaman akhir mencapai 125% dari RKAP. RUPS ini Utama PT Pertamina Geothermal dalam rangka pisah sambut Direktur
3.000 meter. dihadiri oleh Direksi, Dewan Komisaris Energy melakukan kunjungan ke Utama PT Pertamina Geothermal
dan Pemegang Saham Perusahaan Perusahaan Area Kamojang. Direktur Energy yang baru Irfan Zainuddin
Spud-in of KMJ-70 Kamojang Area yaitu PT Pertamina (Persero) dan PT Utama PT Pertamina (Persero) menggantikan pejabat lama Rony
Spud-in of KMJ-70/3 in RIG PDSI #39.3 Pertamina Dana Ventura. berkesempatan meninjau fasilitas Gunawan.
D1500E Kamojang Area, Bandung with produksi dan kegiatan CSR di
finishing depth at 3,000 meter. General Meeting of Shareholders of Konservasi Elang Kamojang, serta Town Hall Meeting – Welcoming
2014 Financial Year meresmikan Geothermal Information Ceremony of President Director of
PT Pertamina Geothermal Energy Center. PT Pertamina Geothermal Energy
(Company) Annual General Meeting of Town Hall Meeting was held due to
Shareholders of 2014 Financial Year Pertamina’s President Director Visit the commemoration of new President
recorded net income at 125% of the to Kamojang Director of PT Pertamina Geothermal
Work Plan and Budget (RKAP). The President Director of PT Pertamina Energy, Irfan Zainuddin in replacing the
GMS was attended by the Board of (Persero) and President Director of former incumbent, Rony Gunawan.
Directors, Board of Commissioners and PT Pertamina Geothermal Energy
Shareholders, namely PT Pertamina visited Kamojang Area. PT Pertamina
(Persero) and PT Pertamina Dana (Persero) President Director also had
Ventura. the opportunity to observe production
facility and CSR activities at Kamojang
Eagle Conservation, as well as
announced Geothermal Information
Center.
2 Februari | February 8 Mei | May
Penandatanganan Kontrak EPCC Kunjungan Direktur Utama

PT Pertamina Geothermal Energy
PT Pertamina Geothermal Energy 17 Maret | March
Proyek Karaha - Alstom ke Area Komojang
PT Pertamina Geothermal Energy Penghargaan CECT Award 2015 Seusai dilantik sebagai Direktur
bersama dengan Konsorsium PT Pertamina Geothermal Energy Utama PT Pertamina Geothermal
PT Alstom Power Energy System meraih 3 penghargaan dalam ajang 20 April | April Energy, Irfan Zainuddin melaksanakan
Indonesia dan Alstom Power System Center for Entrepreneurship, kunjungan kerja pertama ke Area
Pengenalan Komisaris Utama Kamojang.
SA menandatangani Kontrak Total Change, and Third Sector (CECT)
Proyek EPCC Panas Bumi Karaha Sustainabillity Report Award 2015 yang President Director of PT Pertamina
yang Baru
dengan kapasitas 1 x 30 MW. diselenggarakan oleh Universitas Geothermal Energy Visit to
Pengenalan Komisaris Utama
Trisakti. Penghargaan ini diberikan Kamojang Area
The Signing of EPCC Contract for PT Pertamina Geothermal Energy,
atas keberhasilan Perusahaan dalam Post inauguration as President Director
Karaha-Alstom Project Yenni Andayani yang diangkat
menjalankan tanggung jawab sosial of PT Pertamina Geothermal Energy,
PT Pertamina Geothermal Energy joined tmt 5 Maret 2015. Yenni Andayani
atau CSR sesuai dengan pedoman ISO Irfan Zainuddin completed its initial
with PT Alstom Power Energy System menggantikan Muhamad Husen yang
26000. work visit to Kamojang Area.
Indonesia Consortium and Alstom menjabat sebagai Komisaris Utama
Power System SA signed Total Contract CECT Award 2015 PT Pertamina Geothermal Energy
on EPCC Project for Karaha Geothermal PT Pertamina Geothermal Energy sebelumnya.
with capacity of 1 x 30 MW. received 3 awards in the event of
Announcement of the New
Center for Entrepreneurship, Change,
President Commissioner of
and Third Sector (CECT) Sustainability
Report Award 2015, which was
The announcement of President
held by University of Trisakti. The
Commissioner of PT Pertamina
Company succeeded its Corporate
Geothermal Energy, Yenni Andayani,
Social Responsibility (CSR) program in
which was effective as of 5th March
accordance wiith ISO 26000.
2015. She replaced Muhamad Husen,
the former President Commissioner.

25 Juni | June 6 Agustus | August 19 Agustus | August 9 Oktober | October
Upstream HSSE Forum HSSE Temu Pisah Direktur Operasi Pameran IIGCE & EBTKE Conex Customer Visit Direktur SDM dan
Direktur Hulu PT Pertamina Direktur Operasi PT Pertamina 2015 Umum Pertamina ke PT Pertamina
(Persero) Syamsu Alam menyerahkan Geothermal Energy, Richard H. PT Pertamina Geothermal Energy Geothermal Energy
Komitmen Keselamatan, Kesehatan Tamba mengakhiri masa jabatannya di berpartisipasi dalam Indonesia Direktur SDM dan Umum Pertamina
Kerja dan Lindungan Lingkungan PT Pertamina Geothermal Energy International Geothermal Convention Dwi Wahyu Daryoto dan Tim
serta Pengamanan yang diterapkan untuk selanjutnya digantikan oleh and Exhibition (IIGCE) dan The 4th Corporate Shared Service (CSS)
di Direktorat Hulu kepada Direktur pejabat baru Ali Mundakir. Indonesia EBTKE ConEx 2015 di berdiskusi mengenai update layanan
Utama PT Pertamina Geothermal Jakarta Convention Center. Acara ini CSS serta sharing rencana bisnis
Energy Irfan Zainuddin. Operation Director's Farewell dibuka oleh Presiden RI Joko Widodo. PT Pertamina Geothermal Energy ke
Ceremony depannya.
Upstream HSSE Forum HSSE Operation Director of PT Pertamina IIGCE & EBTKE at Conex 2015
Upstream Director of PT Pertamina Geothermal Energy, Richard H. Tamba PT Pertamina Geothermal Energy Customer Visit of Human Resources
(Persero), Syamsu Alam, handed over terminated its tenure at the Company, participated at Indonesia International and General Affairs Director
the Commitment of Work Safety, which then was replaced by its Geothermal Convention and Exhibition of Pertamina to PT Pertamina
Health and Environment Protection as successor, Ali Mundakir. (IIGCE) and the 4th Indonesia EBTKE Geothermal Energy
well as Safety to President Director of ConEx 2015 at Jakarta Convention Human Resources and General Affairs
PT Pertamina Geothermal Energy, Irfan Center. The event was opened by the Director of Pertamina, Dwi Wahyu
Zainuddin. President of Republic of Indonesia, Joko Daryoto and Corporate Shared Service
Widodo. (CSS) Team discussed the updated
service of CSS along with upcoming
business plan of PT Pertamina
Geothermal Energy.
17 Agustus | August
5 Juli | July Tajak Pertama di Cluster K Area

Ulubelu
9 September | September
Peresmian PLTP Kamojang Unit V Direktur Hulu PT Pertamina (Persero)
Presiden RI Joko Widodo didampingi Pelepasliaran Elang Kamojang
Syamsu Alam bersama Direktur Utama
Menteri BUMN Rini M. Soemarno, Pusat Konservasi Elang Kamojang 2-4 November | November
Wakil Gubernur Jawa Barat Deddy berhasil dalam penyelamatan elang
Irfan Zainuddin, Direktur Operasi
Mizwar dan Direktur Utama PT sebagai satwa yang dilindungi. APQA 2015
Pertamina (Persero) Dwi Soetjito Keberhasilan ini ditandai dengan Insan Mutu PT Pertamina Geothermal
Ali Mundakir, Direktur Utama PDSI
meresmikan PLTP Kamojang Unit pelepasliaran 1 ekor Elang Kamojang Energy yang tergabung dalam Tim
Lelin Eprianto, Direktur Operasi PDSI
V di Area Kamojang, Bandung. ke alam bebas. Pelepasliaran Continuous Improvement Program (CIP)
Gandot Werdiantoro dan GM Area
Dengan diresmikannya PLTP ini, Area dilakukan oleh Wakil Bupati Bandung, berhasil meraih penghargaan dalam
Ulubelu Dirgo Rahayu melakukan
Kamojang mendapatkan tambahan BBKSDA Jawa Barat dan Direktur ajang Annual Pertamina Quality
tajak pertama di lokasi pemboran
kapasitas listrik sebesar 35 MW, Utama PT Pertamina Geothermal Award 2015. Penghargaan tersebut
cluster K, Area Ulubelu.
dengan total keseluruhan menjadi Energy. terdiri dari 3 platinum dan 3 gold.
235 MW. First Spud-in at Cluster K in Ulubelu
Releasing Kamojang Eagle APQA 2015
Area
Official Announcement of PLTP Kamojang Eagle Conservation Center Individuals of PT Pertamina Geothermal
Upstream Director of PT Pertamina
Kamojang Unit V did well in rescuing eagles as protected Energy, which participated in
(Persero), Syamsu Alam, joined with
The President of Republic Indonesia, animals. The success was memorialized Continuous Improvement Program (CIP)
President Director of PT Pertamina
Joko Widodo, accompanied by the by releasing 1 Kamojang Eagle back Team, were awarded at the Annual
Geothermal Energy, Irfan Zainuddin;
Minister of SOE, Rini M. Soemarno; to the wild, which was conducted by Pertamina Quality Award 2015. The
Operation Director of PT Pertamina
Deputy Governor of West Java, Deddy Deputy Regent of Bandung, BBKSDA award consists of 3 platinum and 3
Geothermal Energy, Ali Mundakir;
Mizwar; and President Director of PT of West Java and President Director of gold.
President Director of PDSI, Lelin
Pertamina (Persero), Dwi Soetjipto, PT Pertamina Geothermal Energy.
Eprianto; Operation Director of PDSI,
officially announced PLTP Kamojang Gandot Werdiantoro; and General
Unit V in Kamojang Area, Bandung. Manager of Ulubelu Area, Dirgo Rahayu
This area received a supplementary conducted the first spud-in at drilling
electricity capacity of 35 MW, which location of cluster K, Ulubelu Area.
summed the total to 235 MW.

Directors' Report
17 November | November 23 November | November 10 Desember | December
Sosialisasi GCG, Visi Misi dan Tata Proper Emas 5 Kali Berturut-turut Penghargaan APSA, HUT ke-58
Nilai Untuk Area Kamojang Pertamina
Sosialisasi GCG, Visi Misi dan Tata Nilai PT Pertamina Geothermal PT Pertamina Geothermal Energy
perusahaan kepada seluruh Pekerja. Energy Area Kamojang berhasil berhasil meraih penghargaan pada
Sosialisasi dilaksanakan di Kantor mempertahankan PROPER Emas ajang APSA (Annual Pertamina
Pusat PT Pertamina Geothermal untuk yang ke-5 kalinya. Keberhasilan Subsidiary Award) yaitu 1st Winner The
Energy dengan video conference ini merupakan komitmen PT Best Implementation of Enterprise Risk
ke seluruh Area dan Proyek. Pada Pertamina Geothermal Energy Management 2014 dan 2nd Winner The
kesempatan ini, dilaksanakan Area Kamojang dalam pelestarian Best Implementation of Community
juga pengenalan komisaris baru lingkungan serta pelaksanaan CSR Involvement & Development 2014.
PT Pertamina Geothermal Energy yang semakin dirasakan manfaatnya
Maxi Eman yang diangkat tmt 29 oleh masyarakat. APSA Award, Pertamina’s 58th
Oktober 2015. Anniversary
The 5 Gold Rank of Proper for
th
At Annual Pertamina Subsidiary Award
Socialization of GCG, Vision Mission Kamojang Area (APSA), PT Pertamina Geothermal
and Values PT Pertamina Geothermal Energy Energy accepted two awards as the 1st
Socialization of GCG, Vision Mission and retained its Gold Rank PROPER for Winner for the Best Implementation of
Values of the company was conveyed to the 5th time for Kamojang Area. Enterprise Risk Management 2014 and
all Employees. It was held at the Head A rewarding commitment of PT 2nd Winner for the Best Implementation
Office of PT Pertamina Geothermal Pertamina Geothermal Energy of Community Involvement &
Energy through video conference to all Kamojang Area for its efforts in Development 2014.
Areas and Projects. Furthermore, it also environment preservation and CSR
announced the new commissioner of activities, whose effects were also
PT Pertamina Geothermal Energy, Maxi benefited the community.
Eman, who was appointed on 29th
October 2015.
20 Desember | December
20 November | November
Gathering PT Pertamina
MWT Direktur Hulu Pertamina Geothermal Energy
23-26 November | November Pencanangan target Perusahaan pada
Direktur Hulu Pertamina Syamsu
Alam didampingi Direktur Utama tahun 2025 sebesar 2.267 MW oleh
Tim CIP PT Pertamina Geothermal
PT Pertamina Geothermal Energy Direksi.
Energy di ajang TKMPN
Irfan Zainuddin melakukan Tim CIP PT Pertamina Geothermal Gathering PT Pertamina Geothermal
Management Walkthrough (MWT) di Energy berjaya di ajang Temu Karya Energy
Area Kamojang dan Proyek Karaha. Mutu & Produktifitas Nasional A declaration of Company’s target to
Selain MWT Direktur Hulu juga (TKMPN) dengan meraih 2 platinum reach 2,267 MW in 2025 by the Board
menyaksikan Kontes Domba Hias award. Tim CIP tersebut adalah FTP of Directors.
Khas Garut yang merupakan kegiatan Project Development dan PCP Linau
CSR Area Kamojang. Lake.
MWT of Pertamina’s Upstream CIP Team of PT Pertamina
Director Geothermal Energy in TKMPN
Upstream Director of Pertamina, CIP Team of PT Pertamina Geothermal
Syamsu Alam, accompanied with Energy had an outstanding performance
President Director of PT Pertamina at the Gathering of National Quality
Geothermal Energy, Irfan Zainuddin, and Productivity (TKMPN) by achieving
performed a Management Walkthrough 2 platinum awards. Those CIP Team
(MWT) in Kamojang Area and Karaha were FTP Project Development and PCP
Project. Besides MWT, Upstream Linau Lake.
Director also observed Garut’s
Decorated Sheep Contest, one of CSR
activities in Kamojang Area.

Area Siabayak
Sibayak Area

About The Report Our Achievement Board of Commissioners' & Board of About Us
Directors' Report
/ Laporan Dewan Komisaris

Board of Commissioners’ Report
Tahun 2015 menjadi tahun penuh dinamika bagi perusahaan panas bumi di Indonesia.
Di tengah kendala dan tantangan yang harus dihadapi, PT Pertamina Geothermal
Energy mampu memanfaatkan peluang untuk mengembangkan usaha. Untuk itu,
bersama seluruh Dewan Komisaris, marilah kita panjatkan syukur ke hadirat Allah
SWT, Tuhan Yang Maha Esa, yang telah memberikan kekuatan bagi kita semua.
The year of 2015 was a year enlivened with dynamics for geothermal companies in Indonesia. Amidst the
obstacles and challenges that must be addressed, PT Pertamina Geothermal Energy proved to be agile in
tackling opportunities in order to expand the business. Therefore, together with the Board of Commissioners,
we would like to express our gratitude to Allah SWT, God Almighty, who have given us the strength.

Sebagai bagian dari PT Pertamina (Persero), sepanjang tahun As part of PT Pertamina (Persero), through the year of 2015
2015 Perusahaan telah melaksanakan kebijakan efisiensi. PT Pertamina Geothermal Energy has performed efficiency
Direksi dengan dukungan Dewan Komisaris menerjemahkan policy. The Board of Directors bearing the support of the Board of
kebijakan tersebut melalui Rencana Kerja dan Anggaran Commissioners applied the policy through Work Plan and Budget
Perusahaan (RKAP) yang disesuaikan untuk menjawab berbagai (RKAP), which was adjusted appropriately to address various
kendala dan tantangan. obstacles and challenges.
Laporan Terintegrasi Pertama First Integrated Report

Berbeda dengan laporan-laporan terdahulu, di tahun buku In contrast with the previous reports, this fiscal year 2015,
2015 ini, PT Pertamina Geothermal Energy untuk pertama PT Pertamina Geothermal Energy had for the first time submitted
kalinya menyampaikan kinerja ekonomi, sosial dan lingkungan its economic performance, social and environment in one report
dalam satu kesatuan pelaporan, yakni melalui Laporan Tahunan that is Annual Integrated Report. This is a record of its own as
Terintegrasi. Hal ini menjadi catatan tersendiri, mengingat the demand for performance information keeps increasing and
kian bertambahnya tuntutan penyampaian informasi kinerja more integrated in one comprehensive report. In the event of this
yang lebih terpadu dalam sebuah laporan yang komprehensif. new circumstance, the Company must also improve its awareness
Terpadunya penyampaian informasi ini, diiringi dengan level to not only focus on economy aspect, but also on social and
semakin meningkatnya kesadaran untuk memperhatikan tidak environment.
saja aspek ekonomi, namun sosial dan lingkungan.
Dibutuhkan komitmen bersama dan usaha keras, hingga It required a shared commitment and persistence to have finally
akhirnya Laporan Tahunan Terintegrasi ini diterbitkan. issued this Annual Integrated Report. The commitment and effort
Komitmen dan usaha yang juga menjadi bagian dari ikhtiar in this joint initiative were needed to embody the Company's
bersama perlu dilakukan untuk mewujudkan Visi Perusahaan, Vision as the leading geothermal company in Indonesia, Asia, and
sebagai perusahaan panas bumi terdepan di Indonesia, Asia the World.
dan Dunia.
Dewan Komisaris berharap informasi dalam laporan ini akan The Board of Commissioners hope that information contained
membantu pemangku kepentingan memahami bagaimana in this report may help the stakeholders in understanding how
Perusahaan menjalankan bisnis secara berkesinambungan. PT Pertamina Energy runs its business sustainably. Contributions
Kontribusi Perusahaan tidak hanya semata pada keuntungan presented by the Company are not only benefited the
bagi Pemegang Saham, tetapi juga bagi seluruh pemangku Shareholders, but also for other stakeholders, including those
kepentingan lain, termasuk dalam menjaga pelestarian alam. related in preserving nature.

Directors' Report
Penilaian Kinerja Direksi Assessment on the Board of Directors'

Performance
Tugas dan tanggung jawab Dewan Komisaris dalam melakukan Duties and responsibilities of the Board of Commissioners involve
pengawasan dan pemberian nasihat kepada Direksi, dipusatkan supervision and advice provision to the Board of Directors,
pada kegiatan strategis, berdasarkan aspek operasional, which highlight strategic activities based on operational aspect,
keuangan, tata kelola dan tanggung jawab sosial. financial, governance and social responsibility.
Secara umum, Dewan Komisaris menilai kinerja Direksi dalam In general, the Board of Commissioners assessed the Board
mengelola Perusahaan selama tahun 2015 sangat baik. Hal of Directors to be exceedingly well in managing the company
ini tercermin dari pencapaian indikator kinerja kunci (Key throughout 2015. This is reflected in the achievement of Key
Performance Indicator atau KPI), yang telah mencapai target Performance Indicator (KPI), which managed to achieve the
ditetapkan, baik dalam hal kinerja finansial, operasional, set target, both in terms of financial, operational, business
pengembangan bisnis/kepuasan pelanggan, maupun development/customer satisfaction, and management and labor
pengelolaan organisasi dan tenaga kerja. organizations performance.
Di bawah pengelolaan Direksi, Perusahaan telah membukukan Under the management of the Board of Directors, the Company
Laba Usaha yang diperoleh pada tahun buku 2015 mencapai has recorded Operating Income up to USD119.62 million or 111%
USD119.62 juta, atau 111% dari target sebesar USD107.55 juta. of the indicated target, which was USD107.55 million. As for
Adapun Laba Komprehensif pada tahun buku 2015 mencapai Comprehensive Income for fiscal year 2015, it reached USD85.04
sebesar USD85.04 juta atau 122% dari target USD69.80 juta. million or 122% of the targeted USD69.80 million.
Kinerja operasional yang optimal telah merealisasikan produksi With optimized operational performance, it realized the
uap panas bumi setara listrik sebesar 3.056,82 GWh pada tahun production of geothermal steam equivalent to electricity of
2015. Jumlah tersebut mencapai 104,4% dari target sebanyak 3,056.82 GWh in 2015. This amount shows the achievement
2.929,24 GWh, atau mengalami peningkatan dibandingkan of 104.4% of the targeted 2,929.24 GWh, or increased up to
tahun 2014 sebesar 2.831,40 GWh. 2,831.40 GWh compared in 2014.
Kinerja Perusahaan dari sisi investasi juga memperlihatkan In regards to investment, the Company showed an encouraging
pencapaian yang menggembirakan. Selama tahun achievement. Throughout 2015, the Company has spent
2015, Perusahaan telah mengeluarkan USD339.19 juta USD339.19 million to be used for geothermal development in
yang digunakan untuk pengembangan panas bumi di the working areas of PT Pertamina Geothermal Energy, the
wilayah kerja PT Pertamina Geothermal Energy. Investasi investment spent for developing infrastructure and drilled
tersebut diantaranya berupa pelaksanaan infrastruktur 20 new wells, 7 KURS as well 6 on going wells and 1 on going
dan pemboran 20 sumur selesai dan 6 sumur on going KURS. Additionally, the Company also spent for Engineering,
serta 7 sumur KURS dan 1 on going KURS. Di samping itu, Procurement and Construction (EPC) of Steam Gathering System
dilaksanakan pula kegiatan Engineering, Procurement and (SGS) and Geothermal Power Plant (PLTP).
Construction (EPC) pembangunan Steam Gathering System
(SGS) dan Pembangkit Listrik Tenaga Panas Bumi (PLTP).
Sepanjang tahun 2015 ada 8 proyek pengembangan panas In 2015, there were 8 geothermal development projects completed
bumi yang dikerjakan sekaligus di 7 lokasi berbeda. Khusus simultaneously in 7 different locations. Specifically for Kamojang
untuk proyek Kamojang Unit V, pada tanggal 29 Juni 2015 Project of Unit V, it has commercially operated since 29th June
telah resmi beroperasi secara komersial, dan mengalirkan 2015, discharging electricity to PT PLN (Persero). The success of
listrik kepada PT PLN (Persero). Keberhasilan menyelesaikan Kamojang Project Unit V was one of milestones delivered by the
proyek Kamojang Unit V merupakan salah satu pencapaian Board of Directors in its endeavor to lead the Company embarking
Direksi untuk memantapkan Perusahaan dalam melaksanakan geothermal business as total project, namely processing steam
kegiatan usaha panas bumi secara total project, yakni dari production into electricity.
produksi uap hingga menjadi listrik.

Pencapaian tersebut meyakinkan Dewan Komisaris bahwa The achievement assured the Board of Commissioners that
Direksi telah mematuhi dan menerapkan pengelolaan risiko, the Board of Directors have conformed and implemented
sebagai bagian dari pelaksanaan tata kelola perusahaan yang risk management, as an implementation of Good Corporate
baik. Hal ini menjadi landasan bagi PT Pertamina Geothermal Governance. PT Pertamina Geothermal Energy applies this as a
Energy untuk menjadi perusahaan panas bumi kebanggaan foundation to become the world class geothermal company that
nasional berkelas dunia. also is the pride of the nation.
Kami juga melakukan pengawasan kinerja Direksi dalam hal We also conducted a supervision to the performance of the Board
pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) of Directors concerning social and environment responsibility by
oleh Perusahaan, diantaranya terkait pengelolaan lingkungan the Company, among others related to environment management.
hidup. Dewan Komisaris memastikan hal tersebut dilaksanakan The Board of Commissioners ensured this initiative to be in line
sesuai dengan Undang-Undang No. 32 Tahun 2009 Tentang with the Law Number 32 Year 2009 concerning Protection and
Perlindungan dan Pengelolaan Lingkungan Hidup. Atas Management of Environment. Upon the commitment of the Board
komitmen Direksi memenuhi Undang-Undang tersebut, maka of Directors in fulfilling the law, thus for the 5th time, Kamojang
untuk ke-5 kalinya, Area Kamojang secara berturut-turut Area received PROPER Gold, then followed by PROPER Blue for
memperoleh apresiasi PROPER Emas, diikuti oleh PROPER Biru Ulubelu Area, Lahendong and Sibayak.
untuk Area Ulubelu, Lahendong dan Sibayak.
Dalam pengelolaan operasi, Dewan Komisaris melihat In operational management, the Board of Commissioners has
kesungguhan Direksi beserta para pekerja Perusahaan seen the dedication displayed by the Board of Directors as well
yang selalu memperhatikan prinsip-prinsip kesehatan kerja, as all employees of the Company in putting its interest towards
keselamatan kerja, perlindungan dan pengelolaan lingkungan, the principles of health, safety, security and environment. It is
serta pengamanan. Hal ini terlihat dari pencapaian zero fatality shown in zero fatality and Total Recordable Incident Rate (TRIR)
dan Total Recordable Incident Rate (TRIR) sebesar 0,36. performance, which scored 0.36.
Pandangan Atas Prospek Usaha Views on Business Prospects

Peraturan Pemerintah Nomor 79 Tahun 2014 Tentang The Governmental Regulation Number 79 Year 2014 concerning
Kebijakan Energi Nasional telah menetapkan kontribusi Energi National Energy Policy has stipulated a contribution of New
Baru dan Terbarukan (EBT) pada bauran energi primer tahun and Renewable Energy (NRE) to primary energy mix in 2025, to
2025, mencapai lebih dari 23%. Menilik adanya peraturan ini, reach beyond 23%. In view of this regulation, it is expected the
maka diharapkan dari jumlah tersebut, kontribusi potensi contribution of geothermal potential as EBT achieving more than
panas bumi sebagai EBT mencapai lebih dari 5%. 5%.
Kebijakan Pemerintah tersebut direalisasikan dalam bentuk The Government policies were realized in a development program
program pembangunan pembangkit listrik 35.000 MW, dan of power plant with the capacity of 35,000 MW, and Geothermal
Pembangkit Listrik Tenaga Panas Bumi (PLTP) yang merupakan Power Plant (PLTP), which was one of options to increase the
salah satu opsi untuk meningkatkan kontribusi EBT. Untuk itulah contribution of EBT. Therefore, the Company continues to
secara berkesinambungan Perusahaan terus meningkatkan increase steam and electricity production capacity of as part as
kapasitas produksi uap dan produksi listrik sebagai bagian part of the business development. Gradually starting from 2016
dari pengembangan usaha. Secara bertahap mulai tahun to 2019, several Geothermal Power Plants which are still under
2016 hingga 2019, beberapa PLTP yang saat ini masih dalam construction, will operate commercially and bring in significant
proses pembangunan, akan beroperasi secara komersial dan revenue for the Company.
mendatangkan pendapatan signifikan bagi Perusahaan.

Directors' Report
Namun demikian, prospek usaha pada masa mendatang However, the future business prospect will constantly be shadowed
selalu diiringi kendala dan tantangan. Kendala utama adalah with impediments and challenges. The main issue comes in
mahalnya biaya investasi untuk tahap eksplorasi yang the form of high cost of investment, considering geothermal
ditanggung Perusahaan, lamanya perizinan dan tumpang development and utilization require advance technology.
tindihnya peraturan yang ada. Selain itu peliknya proses Furthermore, the ongoing negotiation process of Steam Sales
perundingan Perjanjian Jual Beli Uap dan Perjanjian Jual Beli Contract and Energy Sales Contract will greatly put an effect to
Listrik yang berlangsung akan sangat mempengaruhi kegiatan the yet to come of business activities.
usaha di masa mendatang.
Segala tantangan tersebut harus dapat dikelola dengan baik All of the stated challenges must be soundly managed by the
oleh Direksi dan segenap manajemen, melalui kebijakan- Board of Directors and management through strategic policies.
kebijakan yang strategis. Dalam hal biaya investasi, Direksi In regards to investment cost, the Board of Directors shall have
harus dapat meyakinkan PT Pertamina (Persero) sebagai induk the responsibility to ensure PT Pertamina (Persero) as the parent
perusahaan dan Pemegang Saham, sehingga mendapatkan company and Shareholder by way of acquiring full support in
dukungan penuh dalam pembiayaan investasi pengembangan financing geothermal development investment. Moreover, the
panas bumi. Sedang untuk kendala lain, Perusahaan sepatutnya Company should be thorough towards regulations development
juga mencermati perkembangan regulasi terkait peluang concerning forest utilization permit as well as those that regulates
perizinan pemanfaatan kawasan hutan serta regulasi terkait the definition of electricity price based on geothermal energy, so
penetapan harga listrik dari panas bumi, sehingga dengan as the required measures can be realized.
cepat bisa menentukan langkah-langkah yang diperlukan.
Dewan Komisaris berharap, pengembangan usaha panas The Board of Commissioners hope geothermal business
bumi pada masa mendatang harus dilakukan dengan tetap development needs to be continued by constantly adhering
memperhatikan tata kelola dan pelaksanaan tanggung jawab to governance and social and environment responsibility
sosial dan lingkungan. Dengan demikian, kesinambungan implementation. As a result, the sustainability of business owned
usaha PT Pertamina Geothermal Energy dapat terjaga dan by PT Pertamina Geothermal Energy is still strong as a whole and
mendatangkan manfaat bagi seluruh pemangku kepentingan. may generate comprehensive benefit for all stakeholders.
Penilaian Kinerja Komite di Bawah Dewan Performance Assessment of Committee under

Komisaris the Board of Commissioners
Hingga akhir periode pelaporan, Dewan Komisaris dibantu Up to the end of reporting period, the Board of Commissioners
oleh 2 Komite, yakni Komite Audit dan Manajemen Risiko, had the assistance of 2 committees, namely Audit and Risk
serta Komite Investasi. Keberadaan kedua Komite tersebut Management Committee and Investment Committee. These two
membantu Dewan Komisaris dalam menjalankan fungsi entities helped the Board in conducting supervision and providing
pengawasan dan pemberian nasihat kepada Direksi. advice to the Board of Directors.
Secara umum, masing-masing Komite telah menjalankan Generally, each Committee has well-performed its duties and
tugas dan tanggung jawabnya dengan baik. Komite Audit responsibilities. The Audit and Risk Management Committee has
dan Manajemen Risiko telah membantu Dewan Komisaris assisted the Board of Commissioners in executing risk management
dalam melakukan analisis manajemen risiko. Kesadaran analysis. The awareness of managing risk was further enhanced
mengelola risiko semakin ditingkatkan seiring dengan kondisi along with the global economy condition that was increasingly
perekonomian global yang semakin dinamis. Sejalan dengan dynamic. Subsequently, the Investment Committee also supported
keadaan ini, Komite Investasi juga telah membantu Dewan the Board of Commissioners in planning business development. As
Komisaris dalam merencanakan pengembangan usaha. a result, geothermal project development in 2015 was approved
Hasilnya, selama tahun 2015, pengembangan proyek panas by all members of the Board of Commissioners.
bumi dapat disetujui oleh seluruh Dewan Komisaris.

Setiap Komite telah melaksanakan tinjauan (review) terkait Each Committee has conducted its review pertaining to its
tugas dan tanggung jawabnya masing-masing. Dengan respective duties and responsibilities. Hence, we would also like
demikian, kami sampaikan pula, hingga akhir periode to state that up until the end of reporting period, there were no
pelaporan, tidak ada temuan-temuan signifikan yang perlu significant findings in need of a special continuation.
secara khusus ditindaklanjuti.
Perubahan Dewan Komisaris Changes within the Board of Commissioners

Sepanjang tahun 2015, Pemegang Saham telah mengangkat In 2015, the Company has appointed two new officials of the
dua pejabat baru Dewan Komisaris. Masing-masing adalah Board of Commissioners, namely Yenni Andayani as President
Yenni Andayani sebagai Komisaris Utama, terhitung mulai Commissioner effective as of 5th March 2015, Maxi Eman as a
5 Maret 2015 dan Maxi Eman sebagai anggota Dewan Komisaris, member of the Board of Commissioners as of 29th October 2015.
terhitung mulai 29 Oktober 2015. Pengangkatan pejabat baru The appointment of new functionaries of Board of Commissioners,
Dewan Komisaris merupakan kewenangan penuh Pemegang PT Pertamina (Persero) and PT Pertamina Dana Ventura, is
Saham, yakni PT Pertamina (Persero) dan PT Pertamina Dana fully under the authority of the Shareholders. It is intended
Ventura, serta dimaksudkan untuk memperkuat struktur to strengthen the structure of the Board of Commissioners in
Dewan Komisaris dalam melaksanakan fungsi pengawasan carrying out oversight functions and the provision of advice to
dan pemberian nasihat kepada Direksi. Pengangkatan kedua the Board of Directors. The two appointments have undergone
Komisaris ini telah melalui serangkaian uji latar belakang, a series of background examination, skills and experience, as well
keahlian dan pengalaman, serta mendapat persetujuan dari as an approval from the General Meeting of Shareholders (GMS).
Rapat Umum Pemegang Saham (RUPS).
Penutup Closing
Akhir kata, Dewan Komisaris mengucapkan terima kasih To conclude, the Board of Commissioners would like to express
kepada Direksi, manajemen, dan segenap Pekerja PT Pertamina its gratitude towards the Board of Directors, management, and
Geothermal Energy, atas pencapaian Perusahaan sepanjang the entire employees of PT Pertamina Geothermal Energy, upon
tahun buku 2015. Segala pencapaian tersebut menandakan the Company’s achievement throughout 2015. It represents
komitmen dan kerja keras bersama, hingga mampu melampaui the shared commitment and hard work, which able to bring us
dinamika yang dihadapi. transcending the inevitable dynamics.
Komitmen dan kerja keras masih terus dibutuhkan untuk Commitment and determination will still be needed for years
tahun-tahun mendatang, demi mewujudkan Visi menjadikan ahead in order to realize the Vision of making PT Pertamina
PT Pertamina Geothermal Energy sebagai perusahaan panas Geothermal Energy as the world-class and nation’s pride
bumi kebanggaan nasional yang berkelas dunia. geothermal company.
Mari kita teruskan peningkatan efisiensi, kerja keras, dan Let us keep waging the improvement of effiency, hard work, and
pengelolaan produksi yang ramah lingkungan, sehingga management of environmental-friendly production In order to
keseimbangan hidup dapat makin terjaga. keep the sustainability.
Jakarta, Februari 2016

Atas nama Dewan Komisaris | On Behalf of Board of Commissioners
Yenni Andayani
Komisaris Utama | President Commissioner

Directors' Report
Bistok Simbolon Yenni Andayani

Komisaris Komisaris Utama
Commissioner President Commissioner

Wim Tangkilisan Maxi Eman

Komisaris Independen Komisaris
Independent Commissioner Commissioner

Directors' Report
/ Profil Dewan Komisaris

Profile of The Board of Commissioners
Yenni Andayani Yenni Andayani

Komisaris Utama | President Commissioner Komisaris Utama
Warga Negara Indonesia, berdomisili di Depok. Lahir pada 24 An Indonesian citizen and resides in Depok. Born on 24th March
Maret 1965, berusia 50 tahun. Diangkat menjadi Komisaris 1965, 50 years old, Yenni Andayani took the position of President
Utama berdasarkan RUPS tanggal 5 Maret 2015, yang Commissioner based on GMS since 5th March 2015, whose ruling
keputusannya dinyatakan dalam Akta Notaris No. 1 tanggal was stated in the Notarial Deed Number 1 dated 1st April 2015.
1 April 2015.
Menyandang gelar Sarjana Hukum dari Fakultas Hukum She holds a Bachelor Degree in Law from International Law Faculty
Internasional Universitas Katolik Parahyangan Bandung (1988). of Parahyangan Catholic University, Bandung (1988). Her career
Memulai karir di Pertamina pada tahun 1991, pernah menjabat in Pertamina started in 1991, where she once acted as President
sebagai Direktur Utama PT Donggi Senoro pada tahun Director of PT Donggi Senoro in 2009-2012; Vice President of
2009–2012, VP Strategic Planning & Business Development, Strategic Planning & Business Development, Directorate of Gas
Direktorat Gas, PT Pertamina (Persero) pada tahun 2012–2013, of PT Pertamina (Persero) in 2012-2013; Senior Vice President
SVP Gas and Power, Direktorat Gas, PT Pertamina (Persero) of Gas and Power, Directorate of Gas of PT Pertamina (Persero)
pada pertengahan tahun 2013, dan Direktur Energi Baru dan in mid 2013; and Director of New and Renewable Energy of PT
Terbarukan PT Pertamina (Persero) pada tahun 2014 hingga Pertamina (Persero) in 2014.
saat ini.

Bistok Simbolon Bistok Simbolon

Komisaris | Commissioner Komisaris
Warga Negara Indonesia, berdomisili di Jakarta Pusat. Lahir An Indonesian citizen and resides in Central Jakarta. Born on 13th
pada 13 Desember 1956, berusia 59 tahun. Diangkat menjadi December 1956, 59 years old, Bistok Simbolon was appointed as
Komisaris berdasarkan RUPS tanggal 25 Juni 2014 yang Commissioner based on GMS dated 25th June 2014, fo which its
keputusannya dinyatakan dalam Akta Notaris No. 1 tanggal ruling was stated in the Notarial Deed Number 1 dated 1st July
1 Juli 2014. 2014.
Menyandang gelar Sarjana Ilmu Hukum dari Universitas He attained his Bachelor of Law at North Sumatera University in
Sumatera Utara (1984), Magister Ilmu Hukum dari Universitas 1984 and Master of Science in Law at University of Indonesia in
Indonesia (2004). Memulai karir sebagai Pegawai Negeri Sipil 2004. His career was set out in 1986 as Civil Servant; Assistant to
pada tahun 1986, menjabat sebagai Asisten Sekretaris Kabinet Cabinet Secretary in 2000; Head of Legal Bureau in 2001; Head of
pada tahun 2000, Kepala Biro Hukum pada tahun 2001, Politic and Security, Land, Ratification, and Legal Case of Cabinet
Kepala Biro Polkam, Pertanahan, Ratifikasi dan Permasalahan Secretary Bureau in 2006; and Deputy to Cabinet Secretary
Hukum Setkab pada tahun 2006, Deputi Seskab Bidang Politik, in Politic, Legal, and Security in 2011 as well as Vice Cabinet
Hukum, dan Keamanan pada tahun 2011 serta Wakil Sekretaris Secretary from 2015 up to present.
Kabinet pada tahun 2015 hingga saat ini.

Directors' Report
Maxi Eman Maxi Eman

Warga Negara Indonesia, berdomisili di Bekasi. Lahir pada An Indonesian citizen and resides in Bekasi. Born on 2nd May 1961,
2 Mei 1961, berusia 54 tahun. Diangkat menjadi Komisaris 54 years old, Maxi Eman was appointed as Commissioners based
berdasarkan RUPS tanggal 29 Oktober 2015 yang keputusannya on GMS dated 29th October 2015, of which its ruling was stated in
dinyatakan dalam Akta Notaris No. 49 tanggal 17 November the Notarial Deed Number 49 dated 17th November 2015.
2015.
Menyandang gelar Sarjana Teknik Tambang Minyak dari In 1980, he successfully acquired his Bachelor of Mining
Universitas Trisakti (1980). Memulai karir sebagai Manajer Engineering at University of Trisakti. His career in Pertamina was
Evaluasi Usaha PT Pertamina EP pada tahun 2006-2007, hallmarked by his incumbency as Manager of Business Valuation
VP Korporasi PT Pertamina Hulu Energi pada tahun 2007- of PT Pertamina EP in 2006-2007; Vice President Corporation
2010, VP Perencanaan & Komersial PT Pertamina Hulu Energi of PT Pertamina Hulu Energi in 2007-2010; Vice President of
pada tahun 2010-2012, VP Upstream Investment & Business Planning and Commercial of PT Pertamina Hulu Energi in 2010-
Development PT Pertamina (Persero) pada tahun 2012-2013 2012; Vice President of Upstream Investment and Business
dan VP Investment & Portofolio Dit. Keuangan, PT Pertamina Development of PT Pertamina (Persero) in 2012-2013; and Vice
(Persero) pada tahun 2013 hingga saat ini. President of Investment and Portfolio in Directorate of Finance of
PT Pertamina (Persero) in 2013 up to present day.

Wim Tangkilisan Wim Tangkilisan

Komisaris Independen | Independent Commissioner
Komisaris Independen
Warga Negara Indonesia, berdomisili di Jakarta Selatan. Lahir An Indonesian citizen and resides in South Jakarta. Born on 10th
pada 10 November 1955, berusia 60 tahun. Diangkat menjadi November 1955, 60 years old, Wim Tangkilisan was appointed as
Komisaris Independen berdasarkan RUPS tanggal 23 Mei 2011 Independent Commissioner based on GMS dated 23rd May 2011,
yang keputusannya dinyatakan dalam Akta Notaris No. 35 of which its ruling was stated in the Notarial Deed Number 35
tanggal 30 Mei 2011. dated 30th May 2011.
Menyandang gelar Sarjana Teknik Sipil dari California State He attained his Bachelor Degree in Technical Engineering (1980)
University, Amerika Serikat (1980), Magister Teknik Sipil and Master of Technical Engineering (1982) at California State
dari California State University, Amerika Serikat (1982), dan University; and currently, he is completing his Doctoral Degree in
saat ini sedang menyelesaikan program Doktor Hukum di Law at University of Pelita Harapan. He paved his career as Director
Universitas Pelita Harapan. Memulai karir sebagai Direktur PT of PT Capitol Mutual Corporation and PT Bimantara Artika Citra,
Capitol Mutual Corporation, PT Bimantara Artika Citra. Sampai but up to date he still leads PT Tangkas Urip Group as President
saat ini sebagai Presiden Direktur PT Tangkas Urip Group, Director and Globe Media Group as President Commissioner since
Presiden Komisaris Globe Media Group sejak tahun 2001, 2001; as Board of Directors of PT First Media and Berita Satu
Board of Director PT First Media dan Berita Satu Media Holding Media Holding since 2005; as well as the Head of Audit and Risk
sejak 2005, dan menjabat pula sebagai Ketua Komite Audit dan Management Committee.
Manajemen Risiko.

Directors' Report
Muhamad Husen Muhamad Husen

Komisaris Utama | President Commissioner Komisaris Utama
Warga Negara Indonesia, berdomisili di Tangerang. Lahir An Indonesian citizen and resides in Tangerang. Born on 2nd March
pada 2 Maret 1957, berusia 58 tahun. Diangkat menjadi 1957, 58 years old, Muhamad Husen was appointed as President
Komisaris Utama Perusahaan sejak tanggal 28 Juli 2011 hingga Commissioner of the Company since 28th July 2011 up to 5th March
5 Maret 2015 berdasarkan RUPS tanggal 28 Juli 2011 yang 2015 based on GMS dated 28th July 2011, of which its ruling was
keputusannya dinyatakan dalam Akta Notaris No. 18 tanggal stated in the Notarial Deed Number 18 dated 22nd August 2011.
22 Agustus 2011.
Menyandang gelar Sarjana Geologi di Institut Teknologi He obtained his Bachelor of Geology at Bandung Institute of
Bandung (1984) dan Magister Sains di University of London Technology (1984) and Master of Science at University of London
(1989). Memulai karir di dunia perminyakan sebagai Geologist (1989). His career in oil took place in 1984 as a Geologist in
di Divisi Eksplorasi LEMIGAS pada tahun 1984, Kepala Remote Exploration Division of LEMIGAS, then as the Head of Remote
Sensing & GIS Studies Group dan Kepala Unit Layanan Teknis Sensing & GIS Studies Group and the Head of Exploration Technical
Eksplorasi LEMIGAS pada tahun 1988 sampai 2008, kemudian Service of LEMIGAS in 1998 up to 2008, then as the Head of
menjabat sebagai Kepala Divisi Eksplorasi LEMIGAS pada Exploration Division of LEMIGAS in 2001-2004. From 2005 up
tahun 2001 - 2004, Asisten Deputi Bidang Perminyakan pada to 2011, he was positioned as Assistant Deputy of Oil to the
Deputi bidang Energi Sumber Daya Mineral dan Kehutanan di Deputy of Mineral Resource Energy and Forestry at the Office of
Kantor Kementerian Koordinator Bidang Perekonomian pada Coordinating Ministry of Economic Affairs, and within the period
tahun 2005 - 2011, dan Direktur Hulu PT Pertamina (Persero) of 2011 to 2014, he took the position of Upstream Director of PT
pada tahun 2011 - 2014. Pertamina (Persero).

Muhammad Syahid Muhammad Syahid

pada 13 Juli 1963, berusia 52 tahun. Diangkat menjadi Komisaris July 1963, 52 years old, Muhammad Hasyid was appointed as
sejak 1 Juli 2012 hingga 1 Juli 2015 berdasarkan RUPS tanggal Commissioner since 1st July 2012 up to 1st July 2015 based on
1 Mei 2012 yang keputusannya dinyatakan dalam Akta Notaris GMS dated 1st May 2012, of which its ruling was stated in the
No. 10 tanggal 21 Mei 2012. Notarial Deed Number 10 dated 21st May 2012.
Menyandang gelar Sarjana Ekonomi Akuntansi dari Universitas He obtained his Bachelor of Accounting Economics at University
Gajah Mada (1983) dan Pascasarjana program Akuntansi of Gajah Mada in 1983 and Postgraduate degree in Management
Manajemen, Universitas Indonesia (1995). Memulai karir di PT Accounting at University of Indonesia in 1995. In PT Pertamina
Pertamina (Persero) sebagai Manajer Anggaran pada tahun 2007- (Persero), he started as Manager of Budget in 2007-2009, which
2009, Manajer Pengeluaran Dana pada tahun 2009-2010, dan then became Manager of Budget Controller in 2009-2010;
Manajer cash disbursement pada tahun 2010-2011, dan Vice Manager of Cash Disbursement in 2010-2011; and Vice President
President Management Accounting pada tahun 2011-2012. of Management Accounting in 2011-2012.

Directors' Report
/ Laporan Direksi [G4-1, G4-2]
Board of Directors’ Report
Para pemangku kepentingan yang terhormat,
Selamat datang di Laporan Tahunan Terintegrasi 2015 PT Pertamina Geothermal

Energy (Perusahaan). Inilah pertama kalinya kami membuat laporan terintegrasi
setelah mempersiapkan diri dan membenahi kinerja kami sepanjang tahun 2015.
To our distinguished stakeholders,
We cordially welcome you to the Annual Integrated Report 2015 of PT Pertamina Geothermal Energy
(Company). This is our first time in publishing an integrated report subsequent to preparing and adjusting
our performance through the year of 2015.

Laporan Tahunan Yang Terintegrasi An Annual Integrated Report

Direksi menyambut gembira penerbitan Laporan ini, sebagai The Board of Directors welcomed the news of this Report’s
salah satu bentuk implementasi tata kelola perusahaan yang publication with blessed joy, as it was deemed as one of
baik. Terintegrasinya laporan tahunan ini menegaskan bahwa implementations to good corporate governance. This annual
Perusahaan terus memperbaiki kinerja agar lebih terpadu, integrated report was established through commitment evidenced
terutama dalam mengambil keputusan dengan tidak hanya by the Company by continuously improving an integrated
memperhatikan aspek ekonomi, namun juga aspek sosial dan performance, especially in taking decisions with regard not only
aspek lingkungan. economic, but also social and environmental aspects.
Tahun 2015 menjadi bagian dari milestone kami untuk The year of 2015 has become an embodiment of our milestone
mengintegrasikan pelaksanaan proyek-proyek pengembangan in integrating total geothermal development projects
panas bumi secara total, mulai dari eksplorasi, produksi implementation, spans from exploration, steam production up to
uap hingga produksi listrik. Hal yang telah dimulai pada electricity production. These series of projects brought us to the
penyelesaian pembangunan Pembangkit Listrik Tenaga Panas completion of Geothermal Power Plant (PLTP) Unit V in Kamojang
Bumi (PLTP) Unit V di Area Kamojang. Area.
Secara berkesinambungan, Perusahaan juga terus melakukan The Company continues to further advance with several
berbagai inovasi baik dari segi pengembangan kegiatan innovations related to environment-friendly operational
operasional yang ramah lingkungan, optimal dan efisien. Selain development activities in an optimized and efficient manner. In
itu kami juga melakukan inovasi yang mampu memberikan nilai addition, we also realized innovation that was capable to transfer
tambah untuk peningkatan kesejahteraan masyarakat. added value to the heightening of community welfare.
Kinerja Tahun 2015 Performance Review in 2015

Puji syukur kita panjatkan bersama ke hadirat Allah SWT, We would like to express our gratitude to God Almighty that
Tuhan Yang Maha Esa. Berkat karunia-Nya Perusahaan telah with His grace the Company managed to pass through a dynamic
melewati tahun 2015 yang penuh dinamika. Keberhasilan year in 2015. The success of Company in maintaining its business
Perusahaan mempertahankan kesinambungan usaha dan sustainability and growth was not without the implementation
tingkat pertumbuhan pada tahun 2015, tidak terlepas dari of several strategic policies encompassing production increase
beberapa kebijakan strategis yang telah dilakukan, meliputi and installed capacity improvement as well as financial aspect
penambahan produksi dan peningkatan kapasitas terpasang, management.
serta pengelolaan aspek keuangan.

Directors' Report
Sepanjang tahun 2015 Perusahaan telah mampu menambah During 2015, the Company successfully increased its production
produksi dan meningkatkan kapasitas terpasang, melalui and installed capacity through interchange innovation to
penerapan inovasi interchange pada unit Pembangkit Listrik Geothermal Power Plant (PLTP) of Lahendong Unit III & IV, and
Tenaga Panas Bumi (PLTP) Lahendong III & IV, dan inovasi interconnection innovation to PLTP Lahendong I, II, III & IV, as well
interkoneksi PLTP Lahendong I, II, III & IV, serta pengoperasian as the operation of PLTP Kamojang Unit V with the capacity of 35
PLTP Kamojang Unit V dengan kapasitas 35 MW. Perusahaan MW. The Company also accelerated drilling activities in order to
juga mempercepat dan melakukan pemboran untuk fulfill steam supply target and reinjection capacity in geothermal
memenuhi target kesediaan uap dan kapasitas reinjeksi development projects; as well as drilling make up wells in the
pada proyek-proyek pengembangan panas bumi; serta event of maintaining and enhancing production. These several
melakukan pemboran sumur make up guna mempertahankan efforts displayed strong ability in realizing geothermal steam
dan meningkatkan produksi. Berbagai upaya tersebut telah production equivalent to electricity in 2015 as much as 3,056.82
merealisasikan produksi uap panas bumi setara listrik pada GWh, or 104.4% out of a targeted amount at 2,929.24 GWh.
tahun 2015 sebesar 3.056,82 GWh, atau 104,4% dari target
sebanyak 2.929,24 GWh.
Strategi terkait aspek finansial diwujudkan dengan Strategies in financial aspect were translated by increasing
meningkatkan revenue melalui percepatan pengoperasian PLTP revenue through an acceleration of PLTP Kamojang Unit V
Kamojang Unit V secara komersial, melanjutkan penghematan commercial operation, continuing the efficient use of operational
pemakaian anggaran biaya operasional, dan optimalisasi cost budget and optimization of investment cost budget. These
pemanfaatan anggaran biaya investasi. Strategi tersebut telah strategies have proven its capacity in amplifying financial review
meningkatkan kinerja keuangan, sehingga pada tahun 2015 that in 2015 the Company gained Operating Income up to
Perusahaan berhasil membukukan Laba Usaha yang diperoleh USD119.62 million, or 111% of the target of USD107.55 million.
pada tahun buku 2015 sebesar USD119.62 juta, atau 111% dari The Comprehensive Income in the fiscal year 2015 reached
target sebesar USD107.55 juta. Adapun Laba Komprehensif USD85.04 million, or 122% of the target of USD69.80 million.
pada tahun buku 2015 mencapai sebesar USD85.04 juta atau
122% dari target USD69.80 juta.
Dari sisi investasi, realisasi investasi yang dilakukan Perusahaan In terms of investment, the realization of investment of the
selama tahun 2015 secara umum masih sesuai dengan Company in 2015 in general was still in accordance with the plan.
perencanaan. Target Anggaran Biaya Investasi (ABI) Perusahaan The target of Investment Cost Budget (ABI) of the Company in
tahun 2015 sebesar USD362.02 juta. Secara keseluruhan, total 2015 was at USD362.02 million. In total, the realization of ABI up
realisasi ABI sampai Desember 2015 adalah USD339.19 juta to December 2015 was USD339.19 million or 94% of the targeted
atau sebesar 94% dari target RKAP. RKAP.
Penerapan dan pelaksanaan kebijakan strategis tersebut di The aforementioned implementation of strategic policies to
atas, menjadikan Perusahaan mampu mengatasi kendala- some extent has enabled the Company to triumph over obstacles
kendala yang selama ini dihadapi. Di tataran nasional emerging to date. In the eyes of national, the main obstacle was
kendala utama adalah birokrasi perizinan yang menghambat permit bureaucracy that hampered exploration activities within
kegiatan eksplorasi untuk pengembangan di Wilayah Kuasa geothermal Working Areas (WKP). Another issue was the tough
Pengusahaan (WKP) panas bumi. Kendala lain adalah tak negotiation on determination of energy sales tariff with buyers.
mudahnya perundingan penetapan harga jual listrik panas
bumi dengan pembeli.
Di tataran global, kendala utama adalah nilai tukar dollar As for global wise, it revolved around the strengthening of
Amerika Serikat (USD) yang cenderung menguat dan United States exchange rate and weakening of global economy.
lesunya perekonomian global. Penguatan nilai tukar USD The consolidation of USD exchange rate has affected operating
mempengaruhi beban usaha, mengingat sebagian besar revenue considering the majority of potential geothermal
pembiayaan proyek-proyek pengembangan potensi panas development projects owned by the Company was financed in
bumi Perusahaan dalam mata uang USD. USD.

Analisis Prospek Usaha Business Prospect Analysis

Dibanding sektor energi yang lain, pengembangan panas Compared to other energy sectors, geothermal development
bumi memang memiliki kekhususan tersendiri, terutama assuredly has its own distinctiveness, especially related to
terkait teknologi yang digunakan dan besarnya investasi yang technology that it uses and the magnitude of investment that it
dibutuhkan. Hal ini menjadikan tingkat persaingan pada bidang requires. This has contributed significantly to business competition
usaha pemanfaatan panas bumi tidak seketat sektor energi in geothermal utilization as it is not as strict as other energy
yang lain. Dengan kata lain peluang pengembangan usaha dan sectors. In other words, opportunities placed in the future business
pengembangan pasar pada masa mendatang masih sangat development and market development are very much accessible.
terbuka.
Hingga akhir tahun 2015, penambahan kapasitas pembangkit Up to the end of 2015, the increase of generator capacity in
secara nasional belum dapat memenuhi pertumbuhan national spectrum has yet to comply with the growth of electricity
penjualan listrik. Pemerintah terus mendorong ketersediaan sales. The Government is continuously in its high spirit to live up
pasokan listrik melalui program pembangunan pembangkit to the supply of electricity through power development project of
35.000 MW, dengan memanfaatkan berbagai potensi yang 35,000 MW, by utilizing potentials. Including geothermal was one
ada. Termasuk panas bumi yang merupakan salah satu bentuk of the new and renewable energy.
energi baru dan terbarukan.
Kebijakan energi nasional yang ditetapkan Pemerintah National Energy Policy, which was set by the Government, has
menegaskan target penggunaan energi baru dan terbarukan determined a target of use of new and renewable energy to
sebesar 23% pada tahun 2025, serta 31% pada tahun 2050. reach 23% in 2025 and 31% in 2050. Without doubt this serves
Tentu saja hal tersebut menjadi peluang bagi pertumbuhan as an opportunity for growth and sustainability of the Company
dan keberlanjutan bisnis Perusahaan, karena Indonesia baru because Indonesia has just managed to utilize 1,438.5 MW of
berhasil memanfaatkan 1.438,5 MW dari total potensi panas total potential geothermal in Indonesia at 29,038 MWe.
bumi di Indonesia sebesar 29.038 MWe.
Sebagian dari potensi panas bumi yang telah dimanfaatkan Part of the geothermal potential has been utilized in Indonesia
di Indonesia, berasal dari WKP yang dikelola Perusahaan. Ada derives from WKP managed by the Company. There are 4 areas
4 area dari 12 WKP yang telah berproduksi, yakni Kamojang, of 12 WKP which have been in production, such as Kamojang,
Lahendong, Sibayak serta Ulubelu. Total kapasitas terpasang Lahendong, Sibayak and Ulubelu. Total installed capacity of 437
mencapai 437 MW dengan total produksi pada tahun 2015 MW and total production of 3,057 GWh in 2015. Also, by the end
sebesar 3.057 GWh. Selain itu, hingga akhir periode pelaporan, of the reporting period, there are 7 on going development projects
terdapat 7 proyek pengembangan yang tengah dikerjakan by the Company.
Perusahaan.
Perusahaan terus melakukan pengembangan bisnis panas bumi The Company keeps developing geothermal business and
dan menganggarkan biaya investasi sebesar USD646.12 juta investment cost that has been budgeted in the amount of
untuk tahun 2016. Sementara hingga tahun 2019, Perusahaan USD646.12 million for 2016. Until in 2019, bearing the support
dengan dukungan PT Pertamina (Persero) menyediakan of PT Pertamina (Persero), the Company channeled an investment
investasi sekitar USD2.5 miliar untuk membiayai pertumbuhan of USD2.5 billion to finance the capacity growth of PLTP reaching
kapasitas PLTP mencapai 907 MW. 907 MW.
Tentu saja Perusahaan memahami, realisasi untuk mencapai The company understands the realization in order to achieve target
target tidak mudah karena adanya berbagai tantangan yang is not easy because of the many challenges that must be faced.
harus dihadapi. Tantangan pertama adalah sebagian WKP Firstly, part of the Company's WKP were residing in conservation
Perusahaan berada di dalam hutan konservasi, sedangkan forest, while there was yet a stipulation that oversees transfer
belum ada ketentuan yang mengatur mekanisme alih fungsi of function mechanism from conservation forest to protected

Directors' Report
dari hutan konservasi menjadi hutan lindung. Selain itu, adanya forest. Moreover, there was uncertainties pertaining to permit
ketidakpastian tata waktu proses perijinan dan banyaknya ijin time frame and amount of permit that is required in conducting
yang harus diperoleh dalam melakukan pengembangan bisnis geothermal business development.
panas bumi.
Kondisi ini disikapi Perusahaan bersama PT Pertamina (Persero) This particular condition was responded by the Company together
sebagai induk perusahaan, dengan terus melakukan koordinasi with PT Pertamina (Persero) as the holding company, by continuing
kepada pihak-pihak berwenang dan berkepentingan. Tujuannya to perform an approach to authorities and stakeholders. It aims to
agar Perusahaan mendapatkan kepastian perolehan perizinan gain legal certainty related to the implementation of geothermal
serta kepastian hukum terkait pelaksanaan pengembangan development in locations widely spread in conservation forest
panas bumi di lokasi-lokasi yang berada di area hutan area.
konservasi.
Tantangan kedua adalah penetapan harga jual listrik panas The second challenge was the determination of energy sales
bumi melalui ceiling price seperti diatur dalam Peraturan tariff through ceiling price as it has been set in the Regulation of
Menteri ESDM No.17 Tahun 2014. Dalam pelaksanaannya, Energy and Mineral Resources Number 17 Year 2014, in which
proses penetapan harga jual listrik panas bumi cenderung it regulates energy sales tariff that tends require a prolonged
memerlukan proses negosiasi yang lama dengan pihak pembeli. negotiation with the buyers.
Perusahaan menyikapi hal ini dengan mengedepankan The Company accommodated this issue by means of prioritizing
pendekatan sinergi antara Badan Usaha Milik Negara (BUMN). a synergized approach between State-Owned Enterprises (SOEs),
Pendekatan ini ditempuh mengingat pihak pembeli listrik to which it was implemented considering the buyer was PT PLN
adalah PT PLN (Persero), sementara Pemegang Saham (Persero). Shareholder of PT Pertamina Geothermal Energy is
PT Pertamina Geothermal Energy adalah PT Pertamina PT Pertamina (Persero), whom also a SOE.
(Persero) yang juga merupakan BUMN.
Langkah strategis lain untuk mengatasi berbagai tantangan, A different strategic measure was applied to address various
adalah dengan menerapkan bisnis total panas bumi, yakni challenges, of which by implementing a total geothermal business
dengan mengelola panas bumi dari uap hingga menjadi listrik. by working on geothermal steam into electricity. It has been
Penerapan bisnis total panas bumi semakin dimantapkan initiated by the Company since 2015 through the development
Perusahaan dengan pengoperasian Kamojang Unit V pada and operation of Kamojang Unit V.
tahun 2015.
Perusahaan berkeyakinan akan terus tumbuh dan memberikan The Company stands confident in its effort of continuing to grow
revenue yang meningkat dalam beberapa tahun mendatang, and contributing a significant revenue years ahead along with the
seiring dengan meningkatnya kapasitas produksi listrik. Bila increasing electricity production capacity. Upon the completion
keseluruhan proyek pengembangan panas bumi yang hingga of geothermal development projects, which by now have reached
kini memasuki tahapan EPCC telah selesai, maka total kapasitas EPCC stage, thus total installed capacity in 2019 would reach 907
terpasang pada tahun 2019 mencapai 907 MW atau setara MW or equivalent to saved use of 42,901 Barrel Oil Equivalent Per
dengan penghematan penggunaan 42.901 Barrel Oil Equivalent Day (BOEPD).
Per Day (BOEPD).
Realisasi KPI Realization of KPI

Secara umum kinerja Perusahaan selama tahun 2015 In general, the Company’s performance throughout 2015
memperlihatkan hasil menggembirakan. Direksi telah depicted a pleasing outcome. The Board of Directors managed to
memenuhi target dalam indikator kinerja kunci atau Key fulfill the target of Key Performance Indicator (KPI) in financial
Performance Indikator (KPI), baik dalam kinerja keuangan performance, operational, business development/customers’
(finansial), operasional, pengembangan bisnis/ kepuasan satisfaction, as well as organization management and manpower.

pelanggan, serta pengelolaan organisasi dan tenaga kerja. The achievement of KPI reached 116%, exceeding the determined
Pencapaian KPI mencapai 116%, melebihi target yang telah target in the 2015 Work Plan and Budget (RKAP).
ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan
(RKAP) 2015.
Kinerja operasional sepanjang tahun 2015 telah merealisasikan Operational performance in 2015 has realized geothermal steam
produksi uap panas bumi setara listrik sebesar 3.056,82 GWh. production equivalent to electricity as much as 3,056.82 GWh.
Jumlah tersebut mencapai 104,4% dari target berdasar KPI This figure panned out as much as 104.4% of KPI-based target in
sebanyak 2.929,24 GWh, dan meningkat 225,42 GWh atau the amount of 2,929.24 GWh, increased by 225.42 GWh of 7.96%
7,96% dibandingkan tahun 2014 yang mencapai 2.831,40 GWh. compared to the performance in 2014, gaining 2,831.40 GWh.
Kinerja keuangan pada tahun 2015 berhasil membukukan Financial performance in 2015 managed to book Operating
Laba Usaha tahun buku 2015 yang mencapai USD119.62 juta, Income at USD119.62 million, or 111% of the targeted KPI,
atau 111% dari target berdasar KPI sebesar USD107.55 juta. which was USD107.55 million. As for Comprehensive Income, it
Adapun Laba Komprehensif pada tahun buku 2015 tercatat reached USD85.04 million or 122% of the targeted KPI, which
sebesar USD85.04 juta, atau 122% dari target berdasar KPI was USD69.80 million.
senilai USD69.80 juta.
Pemenuhan kinerja pengembangan bisnis/kepuasan The compliance of business development performance/customer

pelanggan direalisasikan antara lain dengan pengoperasian satisfaction was embodied in the operation of Geothermal Power
Pembangkit Listrik Tenaga Panas Bumi (PLTP) Kamojang Unit Plant (PLTP) Kamojang Unit V on 29th June 2015 and 4 PLTP
V pada 29 Juni 2015, serta pengerjaan paralel 4 pembangunan development in Ulubelu, Lahendong, Karaha and Lumut Balai. In
PLTP di Ulubelu, Lahendong, Karaha dan Lumut Balai. Adapun terms of organizational and manpower management, it was visible
kinerja pengelolaan organisasi dan tenaga kerja, diwujudkan through the implementation of Good Corporate Governance and
Perusahaan melalui penerapan tata kelola perusahaan yang compliance to social and environment responsibility.
baik dan pemenuhan Tanggung Jawab Sosial dan Lingkungan
(TJSL).
Penerapan Tata Kelola Perusahaan Yang Baik Implementation of Good Corporate Governance
Perusahaan terus berupaya meningkatkan penerapan tata The Company continues to make efforts in improving the
kelola perusahaan yang baik (Good Corporate Governance implementation of Good Corporate Governance or GCG. It
atau GCG). Secara berkala setiap 2 tahun sekali Perusahaan biannually conducted an assessment test for GCG implementation.
melaksanakan uji nilai (assessment) penerapan GCG.
Assessment terakhir dilaksanakan tahun 2014 dengan hasil The recent assessment was conducted in 2014, scoring 91.04.
91,04. Pada tahun 2015 Perusahaan tidak melakukan uji nilai In 2015, the Company did not perform assessment test, instead
(assessment) dan berkonsentrasi pada hal-hal yang dianggap concentrating on further significant issues to improve the
penting untuk meningkatkan penerapan GCG. Assessment implementation of GCG. The ensuing assessment would be
berikutnya akan dilaksanakan tahun 2016, dan hasilnya akan perform in 2016, to which the result would be conveyed as a
disampaikan sebagai salah satu materi dalam Laporan Tahunan material in the subsequent Annual Report.
selanjutnya.
Kinerja Direksi selama tahun 2015 yang menjadi bagian dari As part of the implementation of GCG, the Board of Directors with
pelaksanaan GCG, dinilai berdasarkan pencapaian terhadap its performance in 2015 was assessed based on its achievement
target yang ditentukan dalam indikator kinerja kunci atau Key towards the determined target in Key Performance Indicator
Performance Indicator (KPI). Secara umum Direksi telah dapat (KPI). By and large, the Board of Directors had fulfilled the KPI
memenuhi target KPI yang telah ditetapkan dalam Rencana target regulated in the Company’s Work Plan and Budget (RKAP)
Kerja dan Anggaran Perusahaan (RKAP) 2015. 2015.

Directors' Report
Komitmen yang lain dalam penerapan GCG adalah kepatuhan Another commitment within the GCG implementation was the
Perusahaan terhadap ketentuan wajib lapor Laporan Harta Company’s compliance to submit Wealth Report of State Officials
Kekayaan Penyelenggara Negara (LHKPN). Wajib lapor LHKPN (LHKPN). The compulsory LHKPN applies to all leaders, including
berlaku untuk semua jajaran pimpinan, termasuk Dewan Board of Commissioners, Board of Directors, Vice President/
Komisaris, Direksi, Vice President/setara, serta Manajer/setara equivalent, as well as Manager/equivalent, to which has been
dan telah dilaksanakan dengan baik. managed properly.
Perubahan Komposisi Anggota Direksi Changes in the Composition of the Board of

Directors
Komposisi Direksi PT Pertamina Geothermal Energy mengalami The composition of Board of Directors of PT Pertamina
perubahan dan pergantian. Irfan Zainuddin diangkat sebagai Geothermal Energy undergone a transformation and replacement.
Direktur Utama pada 23 April 2015 menggantikan Rony Irfan Zainuddin was appointed as a Director on April 23rd 2015,
Gunawan. Dilanjutkan dengan pengangkatan Ali Mundakir replacing Rony Gunawan. Continued with the appointment of Ali
sebagai Direktur Operasi pada 6 Agustus 2015 menggantikan Mundakir as an Operation Director on August 6th 2015, replacing
Richard H.Tamba. Richard H.Tamba.
Pergantian jajaran Direksi ini merupakan kebijakan yang The reformation occurred within the Board of Directors was in
sepenuhnya ditentukan oleh Pemegang Saham, yakni its entirety of a policy stipulated by the Shareholders, namely
PT Pertamina (Persero) dan PT Pertamina Dana Ventura, serta PT Pertamina (Persero) and PT Pertamina Dana Ventura, as well
telah mendapat persetujuan RUPS. Pertimbangan utama as a consent from GMS. It aimed to strengthen the Company’s
pergantian jajaran Direksi adalah untuk meningkatkan kinerja management and business development, as well as to accelerate
pengurusan Perusahaan dan mengembangkan usaha, serta the realization of Vision as the leading geothermal company in
mempercepat pencapaian Visi sebagai perusahaan panas bumi Indonesia, Asia and the World.
terdepan di Indonesia, Asia dan Dunia.
Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal Based on the Circular Resolution of Shareholders dated April 23rd
23 April 2015, nama jabatan Direktur Perencanaan dan 2015, the title of Planning and Development Director was altered
Pengembangan berubah menjadi Direktur Eksplorasi dan to Exploration and Development Director.
Pengembangan.
Pelaksanaan Tanggung Jawab Sosial Dan Implementation of Social and Environment

Lingkungan (TJSL) Responsibility
Dalam hal pengelolaan TJSL terkait ketenagakerjaan, In its capacity to manage social and environment responsibility
Perusahaan terus meningkatkan kompetensi Pekerja. Selama concerning manpower, the Company continued to magnify the
tahun 2015, Perusahaan menyediakan anggaran sebesar competence of its employees. In 2015, the Company set a budget
Rp9 miliar untuk membiayai penyelenggaraan pelatihan dalam of Rp9 billion to finance trainings that took place to increase hard
rangka meningkatkan hard dan soft competency termasuk and soft competency, including leadership development training.
pelatihan pengembangan leadership. Adapun jumlah jam The total of training hours reached 21,500 hours where 363
pelatihan yang diselenggarakan mencapai 21.500 jam pelatihan employees participated.
dan diikuti 363 pekerja.
Perusahaan memberikan perhatian penuh pada Kesehatan dan The Company contributed its undivided attention to Occupational
Keselamatan Kerja (K3). Hingga akhir tahun 2015, dipastikan Health and Safety (OHS). Up to the end of 2015, it was assured
tidak ada insiden maupun peristiwa kecelakaan kerja bersifat there was not found an incident nor did fatal accidents occur
fatal di seluruh Area maupun Kantor Pusat. Komitmen untuk in all Areas or Head Office. This likewise dedication was also
mematuhi dan melaksanakan K3, juga diwujudkan dengan realized through the provision of Personal Protective Equipment
ketersediaan Alat Pelindung Diri (APD), perlengkapan (PPE), occupational equipment, medical insurance administration

kerja, pemberian jaminan pengobatan bagi pekerja korban for employees with occupational hazard, as well as health care
kecelakaan kerja, serta penjaminan pemeliharaan kesehatan insurance.
pekerja.
Pemenuhan TJSL terkait pelestarian lingkungan hidup The fulfillment of social and environment responsibility on
selama tahun 2015, diwujudkan melalui pencapaian PROPER environmental preservation in 2015 was actualized through the
Emas oleh Area Kamojang dan PROPER Biru untuk Area achievement of PROPER Gold by Kamojang Area and PROPER
Ulubelu, Lahendong dan Sibayak. Pencapaian ini menandakan Blue for Ulubelu Area, Lahendong Area and Sibayak Area. These
pengelolaan lingkungan hidup pada masing-masing Area telah achievements indicated environmental management in each Area
dilaksanakan dengan benar. has been implemented appropriately.
Pada tahun 2015, Perusahaan telah melepasliarkan 7 ekor In 2015, the Company released 7 Javanese eagle (Nisaetus
burung elang jawa (Nisaetus bartelsi) dan 1 ekor burung hantu, bartelsi) and 1 owl, as an initiative to conservation. The Javanese
sebagai bagian upaya konservasi. Burung elang jawa telah eagle has been labeled as rare animal as its population only make
ditetapkan sebagai hewan langka dan jumlahnya diperkirakan up to 700 birds in Indonesia. The release was held at Kamojang
hanya tinggal 700 ekor di Indonesia. Pelepasliaran dilakukan Eagle Conservation Center (PKEK) in Wisata Laksana Village,
di Pusat Konservasi Elang Kamojang (PKEK) di Desa Wisata Bandung Regency, West Java.
Laksana, Kabupaten Bandung, Jawa Barat.
Perusahaan berkontribusi pada peningkatan kesejahteraan Within the scope of community welfare, the Company also has
masyarakat, sebagai pemenuhan kegiatan tanggung jawab significant indication that it attempted to comply to corporate
sosial perusahaan (corporate social responsibility atau CSR). social responsibility or CSR. The realization of CSR fund in 2015
Realisasi dana CSR pada tahun 2015 sebesar Rp13,28 miliar, attained Rp13.28 billion, plunging by 63% as to the figures in
mengalami penurunan 63% dibanding tahun 2014 yang 2014, which was at Rp35 billion. The fund was channeled to 5
mencapai lebih dari Rp35 miliar. Dana CSR disalurkan untuk activity sectors, particularly education, health, environment,
5 sektor kegiatan, yakni pendidikan, kesehatan, lingkungan, infrastructure, infrastructure and disaster management, and
infrastruktur dan manajemen bencana, serta pemberdayaan economic empowerment.
ekonomi.
Penutup Closing
Direksi mengucapkan terima kasih kepada segenap pemangku The Board of Directors would like to express its gratitude to all
kepentingan yang telah bersama-sama menjalankan kegiatan stakeholders, who have together realizing the entire activities
di sepanjang tahun 2015. Selanjutnya Direksi berharap bahwa throughout 2015. Moreover, we hope information stated in this
informasi dalam laporan ini akan membantu para pemangku report shall serve as a guidance for the stakeholders’ interest
kepentingan memahami bagaimana Perusahaan menjalankan in understanding how the Company is performing it business in
bisnis secara berkesinambungan, menyatukan kinerja bersama, a continuous manner, unifying shared performance as a whole,
dan mewujudkan Visi sebagai perusahaan panas bumi terdepan and actualizing the Vision as the leading geothermal company in
di Indonesia, Asia dan Dunia. Indonesia, Asia and the World.
Jakarta, Februari 2016

Atas nama Direksi | On Behalf of Board of Director
IRFAN ZAINUDDIN
Direktur Utama | President Director

Directors' Report
KHAIRUL ROZAQ IRFAN ZAINUDDIN

Direktur Eksplorasi & Pengembangan Direktur Utama
Exploration & Development Director President Director

A.B. HADI KARYONO ALI MUNDAKIR

Direktur Keuangan Direktur Operasi
Finance Director Operation Director

Directors' Report
/ Profil Direksi
Profile of Board of Directors
IRFAN ZAINUDDIN IRFAN ZAINUDDIN

Direktur Utama | President Director Direktur Utama
pada 16 Desember 1961, berusia 54 tahun. Diangkat menjadi December 1961, 54 years old, Irfan Zainuddin was appointed as
Direktur Utama berdasarkan RUPS tanggal 23 April 2015 yang President Director based on GMS dated 23rd April 2015, of which
keputusannya dinyatakan dalam Akta Notaris No. 26 tanggal its ruling was stated in the Notarial Deed Number 26 dated 20th
20 Mei 2015. May 2015.
Menyandang gelar Sarjana Pertambangan dari Universitas Having a Bachelor Degree in Mining Engineering from Palembang
Sriwijaya Palembang (1987). Memulai karir di Pertamina University of Sriwijaya (1987). He began his career in Pertamina
pada tahun 1989, pernah menjabat sebagai sebagai Manajer since 1989 as a Planning Manager DOH NAD-Sumbagut of PT
Perencanaan DOH NAD-Sumbagut PT Pertamina (Persero) Pertamina (Persero) in 2002-2005; Manager of Planning and
pada 2002–2005, Manajer Perencanaan dan Manajemen Usaha Business Management, DOH Sumbagsel of PT Pertamina (Persero)
DOH Sumbagsel-DOH SBS PT Pertamina (Persero) pada 2005, in 2005; Manager of PMU of Sumatera Region PT Pertamina EP
Manajer PMU Region Sumatra PT Pertamina EP pada 2006, in 2006; Manager of Business and Support of Sumatera Region of
Manajer Business Support Region Sumatera, PT Pertamina EP PT Pertamina EP in 2006-2007; Manager of Project Management
pada 2006-2007, Manajer Pengelolaan Proyek PT Pertamina of PT Pertamina EP in 2007-2008; Manager of Evaluation and
EP pada 2007-2008, Manajer Evaluasi & Pengendalian Control of PT Pertamina EP in 2009-2011; Vice President of
PT Pertamina EP pada 2009–2011, VP Kemitraan PT Pertamina Partnerships of PT Pertamina EP in 2011-2013; Vice President
EP pada 2011-2013, VP Business Partnership PT Pertamina of Business Partnership of PT Pertamina (Persero) in 2013 and
(Persero) pada 2013, VP Planning & Portfolio PT Pertamina Vice President of Planning & Portfolio of PT Pertamina (Persero)
(Persero) pada 2013-2015. in 2013-2015.

KHAIRUL ROZAQ KHAIRUL ROZAQ

Direktur Eksplorasi
Direktur Eksplorasi & Pengembangan
dan | Exploration Direktur
Pengembangan & Development Director
Eksplorasi dan Pengembangan
Warga Negara Indonesia, berdomisili di Depok. Lahir pada An Indonesian citizen and resides in Depok. Born on 10th February
10 Februari 1966, berusia 49 tahun. Diangkat menjadi Direktur 1966, 49 years old, Khairul Rozaq was appointed as Exploration
Eksplorasi & Pengembangan berdasarkan RUPS tanggal & Development Director based on GMS dated 15th April 2013, of
15 April 2013 yang keputusannya dinyatakan dalam Akta which its ruling was stated in the Notarial Deed Number 3 dated
Notaris No. 3 tanggal 2 Mei 2013. 2nd May 2013.
Menyandang gelar Sarjana Teknik Kimia dari Universitas He earned his Bachelor of Chemical Engineering at Palembang
Sriwijaya Palembang (1990). Memulai karir di Pertamina pada University of Sriwijaya in 1990. He began his career in Pertamina
tahun 1996, pernah menjabat sebagai Manager Operasi since 1996 as Operations Manager of Production Area Kamojang
Produksi Area Kamojang pada tahun 2007-2009, General in 2007-2009; General Manager of Sibayak Area in 2009-2011;
Manager Area Sibayak pada tahun 2009-2011, General General Manager of Lahendong Area in 2011-2012; and General
Manager Area Lahendong pada tahun 2011-2012, General Manager of Ulubelu Area in 2013.
Manager Area Ulubelu pada tahun 2013.

Directors' Report
ALI MUNDAKIR ALI MUNDAKIR

Direktur Operasi | Operation Director Direktur Operasi
Warga Negara Indonesia, berdomisili di Bogor. Lahir pada An Indonesian citizen and resides in Bogor. Born on 20th September
20 September 1969, berusia 46 tahun. Diangkat menjadi 1969, 46 years old, Ali Mundakir was appointed as Operation
Direktur Operasi berdasarkan RUPS tanggal 6 Agustus 2015 Director based on GMS dated 6th August 2015, of which its ruling
yang keputusannya dinyatakan dalam Akta Notaris No. 3 tanggal was stated in the Notarial Deed Number 3 dated 2nd September
2 September 2015. 2015.
Menyandang gelar Sarjana Teknik Mesin dari Universitas He earned his title of Bachelor of Mechanical Engineering from
Brawijaya (1991) dan Master of Engineering (Mechanical) dari University of Brawijaya in 1991 and Master of Engineering
University of Auckland (2001). Memulai karir di PT Pertamina (Mechanical) from University of Auckland in 2001. He began
pada tahun 1993, pernah menjabat sebagai BOD Support his career in Pertamina since 1993 as Assistant to Board of
PT Pertamina (Persero) pada tahun 2002–2008, Manager Directors of PT Pertamina (Persero) in 2002-2008; Manager of
Relations PT Pertamina Hulu Energi pada tahun 2008-2011, Relations of PT Pertamina Hulu Energi in 2007-2011; Corporate
Corporate Secretary PDSI pada tahun 2011-2012, dan VP Secretary of PDSI in 2011-2012; and Vice President of Corporate
Corporate Communication PT Pertamina (Persero) tahun 2012- Communication of Pertamina in 2012-2015.
2015.

A.B. HADI KARYONO A.B. HADI KARYONO

Direktur Keuangan | Finance Director Direktur Keuangan
Warga Negara Indonesia, berdomisili di Bogor. Lahir pada An Indonesian citizen and resides in Bogor. Born on 13th February
13 Februari 1959 berusia 56 tahun. Diangkat menjadi Direktur 1959, 56 years old, A.B. Hadi Karyono was appointed as Finance
Keuangan berdasarkan RUPS tanggal 20 November 2013 yang Director based on GMS dated 20th November 2013, of which its
keputusannya dinyatakan dalam Akta Notaris No. 11 tanggal ruling was stated in the Notarial Deed Number 11 dated 17th
17 Desember 2013. December 2013.
Menyandang gelar Sarjana Ekonomi Akuntansi dari Universitas He earned his title of Bachelor Accounting Economic from
Gajah Mada (1986) dan Master of Accountancy dari Case University of Gajah Mada in 1986 and Master of Accountancy
Western Reserve University di Cleveland Ohio, USA (1994). from Case Western Reserve University in Cleveland, Ohio, USA in
Memulai karir di PT Pertamina (Persero) pada tahun 1987, 1994. He began his career in PT Pertamina (Persero) since 1987 as
pernah menjabat sebagai Asisten Manajer Manajemen Resiko Assistant Manager of Risk Management Upstream in 2002-2003;
Hulu PT Pertamina (Persero) pada tahun 2002-2003, Manajer Manager of Risk and Insurance in 2003-2006; and Manager of
Manajemen Resiko dan Asuransi PT Pertamina (Persero) pada Risk in 2007-2008, Pension Fund Director in 2008-2011, which
tahun 2003-2006, Manajer Manajemen Asuransi PT Pertamina then continued by being Finance Director of Pertamedia in 2011-
(Persero) pada tahun 2007-2008, Direktur Keuangan Dana 2013.
Pensiun Pertamina pada tahun 2008-2011, dan Direktur
Keuangan Pertamedika pada tahun 2011-2013.

Directors' Report
RONY GUNAWAN RONY GUNAWAN

Direktur Utama | President Director Direktur Utama
Warga Negara Indonesia, berdomisili di Jakarta Pusat. Lahir An Indonesian citizen and resides in Central Jakarta. Born on
pada 19 Juni 1961, berusia 54 tahun. Diangkat menjadi 19th June 1961, 54 years old, Rony Gunawan was appointed as
Direktur Utama sejak tanggal 23 November 2013 hingga President Director since 23rd November 2013 to 23rd April 2015
23 April 2015 berdasarkan RUPS tanggal 20 November 2013 based on GMS dated 20th November 2013, of which its ruling was
yang keputusannya dinyatakan dalam Akta Notaris No. 11 stated in the Notarial Deed Number 11 dated 17th December
tanggal 17 Desember 2013. 2013.
Menyandang gelar Sarjana Geologi dari Institut Teknologi He received his title of Bachelor Degree in Geology from Bandung
Bandung (1988) dan Pascasarjana Fisika dari Universitas Institute of Technology 1988 and Postgraduate Degree in
Indonesia (2000). Memulai karir di PT Pertamina (Persero) pada Physics from University of Indonesia 2000. He began his career in
tahun 1989, pernah menjabat sebagai Manajer Perencanaan PT Pertamina (Persero) since 1989 as Manager of Planning and
dan Pendanaan Proyek Direktorat Hulu PT Pertamina (Persero) Project Funding Upstream Directorate in 2004 - 2005; Manager of
pada tahun 2004 - 2005, Manager Pengelolaan Proyek Project Management of PT Pertamina EP in 2006-2007; Corporate
PT Pertamina EP pada tahun 2006-2007, Sekretaris Perusahaan Secretary of PT Pertamina Gas in 2007-2008; Vice President
PT Pertamina Gas pada tahun 2007-2008, VP Perencanaan & of Planning & Portfolio of PT Pertamina EP in 2008-2011; Vice
Portofolio PT Pertamina EP pada 2008-2011, VP Upstream President of Upstream Investment and Business Development of
Investment and Business Development PT Pertamina EP pada PT Pertamina EP in 2011-2012; Senior Vice President of Upstream
tahun 2011-2012, SVP Upstream Strategic Plan and Subsidiary Strategic Plan and Subsidiary Management in PT Pertamina
Management PT Pertamina (Persero) pada tahun 2012-2013, (Persero) in 2012-2013; and Senior Vice President of Exploration
dan SVP Exploration PT Pertamina (Persero) pada tahun 2013. of PT Pertamina (Persero) in 2013.

RICHARD H. TAMBA RICHARD H. TAMBA

Direktur Operasi | Operation Director Direktur Operasi
Warga Negara Indonesia, berdomisili di Bekasi. Lahir pada An Indonesian citizen and resides in Bekasi. Born on 9th July
9 Juli 1959, berusia 56 tahun. Diangkat menjadi Direktur 1959, 56 years old, Richard H. Tamba was appointed as President
Operasi sejak tanggal 23 November 2013 hingga 23 April Director since 23rd November 2013 up to 23rd April 2015 based on
2015 berdasarkan RUPS tanggal 20 November 2013 yang GMS dated 20th November 2013, of which its ruling was stated in
keputusannya dinyatakan dalam Akta Notaris No. 11 tanggal the Notarial Deed Number 11 dated 17th December 2013.
17 Desember 2013.
Menyandang gelar Sarjana Geologi dari Institut Teknologi He acquired his Bachelor Degree in Geology and Postgraduate
Bandung (1985) dan Pascasarjana Geofisika dari Institut Degree in Geophysics at Bandung Institute of Technology
Teknologi Bandung (2003). Memulai karir di PT Pertamina in 1985 and 2003 respectively. He began his career at
(Persero) pada tahun 1989, pernah menjabat sebagai PT Pertamina (Persero) in 1989 as Assistant I Exploration UEP
Asisten I Exploration UEP II Plaju, Exploration Manager Cepu II Plaju; Exploration Manager of Cepu of PT Pertamina (Persero)
PT Pertamina (Persero) pada 2003-2006, General Manager in 2003-2006; General Manager of Exploration Acceleration
Exploration Acceleration Project PT Pertamina EP pada tahun Project of PT Pertamina EP in 2007-2009; General Manager of
2007-2009, General Manager JOB Pertamina- Talisman Energy JOB of Pertamina-Talisman Energy OK LTD in 2010; International
OK Ltd pada tahun 2010, International Venture Director Venture Director of PT Pertamina Hulu Energi in 2010-2011;
PT Pertamina Hulu Energi pada tahun 2010-2011, Vice Vice President of Upstream Technology Center of PT Pertamina
President Upstream Technology Center PT Pertamina (Persero) (Persero) in 2011 up to November 2013.
pada tahun 2011 hingga November 2013.

Directors' Report
/ Pernyataan Tanggung Jawab

Atas Laporan Tahunan
Terintegrasi Tahun Buku 2015
Statement of Responsibility on Annual Integrated Report 2015
Kami yang bertanda tangan di bawah ini, menyatakan bahwa We, the undersigned below, state that all information mentioned
semua informasi dalam Laporan Tahunan Terintegrasi in the 2015 Annual Integrated Report of PT Pertamina Geothermal
PT Pertamina Geothermal Energy Tahun Buku 2015, telah Energy, has been exclusively incorporated and we take full
dimuat secara lengkap dan kami bertanggung jawab penuh responsibility for the accuracy of this Annual Report.
atas kebenaran isi Laporan Tahunan ini.
/Dewan Komisaris Board of Commissioners
Yenni Andayani Bistok Simbolon

Komisaris Utama Komisaris
President Commissioner Commissioner
(5 Maret - 31 Desember 2015 | 5 March - 31 December 2015) (1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
Maxi Eman Wim Tangkilisan

Komisaris Komisaris Independen
Commissioner Independent Commissioner
(29 Oktober - 31 Desember 2015 | 29 October - 31 December 2015) (1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
Muhamad Husen Muhammad Syahid

Komisaris Utama Komisaris
President Commissioner Commissioner
(1 Januari - 5 Maret 2015 | 1 January - 5 March 2015) (1 Januari - 1 Juli 2015 | 1 January - 1 July 2015)

/Direksi Board of Directors
IRFAN ZAINUDDIN KHAIRUL ROZAQ

Direktur Utama Direktur Eksplorasi & Pengembangan
President Director Exploration & Development Director
(23 April - 31 Desember 2015 | 23 April - 31 December 2015) (1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
ALI MUNDAKIR A.B. HADI KARYONO

Direktur Operasi Direktur Keuangan
Operation Director Finance Director
(6 Agustus - 31 Desember 2015 | 6 August - 31 December 2015) (1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
RONY GUNAWAN RICHARD H. TAMBA

Direktur Utama Direktur Operasi
President Director Operation Director
(1 Januari - 23 April 2015 | 1 January - 23 April 2015) (1 Januari - 6 Agustus 2015 | 1 January - 6 August 2015)

TENTANG
KAMI
ABOUT US
Area Kamojang
Kamojang Area
Directors' Report
/ Tentang Kami
About Us
PT Pertamina Geothermal Energy (Perusahaan), adalah anak perusahaan

PT 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 Perusahaan Company’s Identity

Nama dan Alamat Perusahaan [G4-3, G4-5, G4-31] Name and Address of the Company [G4-3, G4-5, G4-31]
PT Pertamina Geothermal Energy PT Pertamina Geothermal Energy
Menara Cakrawala lantai 15 Cakrawala Building 15th Floor
Jalan MH Thamrin No. 9 Jakarta MH Thamrin Street No. 9 Jakarta
Indonesia 10340 Indonesia 10340
Phone: (62-21) 398 33 222 Phone: (62-21) 398 33 222
Fax: (62-21) 398 33 230 Fax: (62-21) 398 33 230
Email: pcc@pertamina.com Email: pcc@pertamina.com
www.pge.pertamina.com www.pge.pertamina.com
Wilayah Kerja Working Area

• 12 Wilayah Kuasa Pengusahaan • 12 Working Areas
• 4 Area Panas Bumi Produktif • 4 Productive Geothermal Areas
• 7 Proyek Pengembangan Panas Bumi • 7 Geothermal Development Projects
Pemegang Saham [G4-7] Shareholders [G4-7]

• PT Pertamina (Persero) 90,06% • PT Pertamina (Persero) 90.06%
• PT Pertamina Dana Ventura 9,94% • PT Pertamina Dana Ventura 9.94%
Modal Dasar Authorized Capital

Rp780.521.000.000 Rp780,521,000,000
Modal Ditempatkan dan Disetor Subscribed Capital

Rp694.573.000.000 Rp694,573,000,000
Jumlah Pekerja [G4-10] Number of Employees [G4-10]

449 Orang 449 Employees

Sekilas Perusahaan Company at a Glance

Dasar Hukum Pengusahaan Panas bumi Legal Basis for Geothermal Business
• UU Nomor 8 Tahun 1971 tentang Perusahaan Pertambangan • Law Number 8 Year 1971 concerning State-Owned Oil and Gas
Minyak dan Gas Bumi Negara. Mining Company.
• Keputusan Presiden Nomor 16 Tahun 1974 yang berisi • Presidential Decree Number 16 Year 1974, which appointed
penugasan kepada PERTAMINA untuk melakukan survei dan PERTAMINA to conduct surveys and explorations on geothermal
eksplorasi energi geothermal. energy.
• Keputusan Presiden Nomor 22 Tahun 1981 jo. Keputusan • Presidential Decree Number 22 Year 1981 in connection with
Presiden Nomor 45 Tahun 1991 yang berisi pemberian Kuasa Presidential Decree Number 45 Year 1991, which granted
Pengusahaan eksplorasi dan eksploitasi sumber daya panas Mining Authorization to explore and exploit geothermal
bumi untuk pembangkitan energi kepada PERTAMINA di resources for energy production to PERTAMINA in Indonesia.
Indonesia.
• Keputusan Presiden Nomor 76 Tahun 2000 Tentang • Presidential Decree Number 76 Year 2000 concerning the
Pengusahaan Sumber Daya Panas Bumi untuk Pembangkitan Utilization of Geothermal Resource to Generate Electricity.
Tenaga Listrik.
• Peraturan Pemerintah Nomor 31 Tahun 2003 Tentang • Governmental Regulation Number 31 Year 2003 concerning
Pengalihan Bentuk Perusahaan Pertambangan Minyak Transformation of State-Owned Oil and Gas Mining Company
dan Gas Bumi Negara (PERTAMINA) Menjadi Perusahaan (PERTAMINA) Into a Limited Liability Company or Persero.
Perseroan (Persero).
• Undang-undang Nomor 27 Tahun 2003 jo Undang-undang • Law Number 27 Year 2003 in connection with Law Number 21
Nomor 21 Tahun 2014 Tentang Panas Bumi. Year 2014 concerning Geothermal.
• Peraturan Pemerintah Nomor 59 Tahun 2007 jo. Peraturan • Governmental Regulation Number 59 Year 2007 in connection
Pemerintah Nomor 75 Tahun 2014 Tentang Kegiatan Usaha with Governmental Regulation Number 75 Year 2014
Panas Bumi. concerning Geothermal Business Activities.
Tanggal Pendirian Date of Establishment

12 Desember 2006 December 12th, 2006
Akta Pendirian Perusahaan Deed of Establishment
Akta Pendirian Nomor 10 tanggal 12 Desember 2006 dan telah Deed of Establishment Number 10 dated December 12th, 2006
mendapat pengesahan Menteri Hukum & Hak Asasi Manusia and ratified by the Indonesian Minister of Justice and Human
Republik Indonesia dengan Surat Keputusan No. W7-00089 Rights of the Republic of Indonesia, bearing the Decree Letter
HT.01.01-TH.2007 tanggal 3 Januari 2007. Number W7-00089 HT.01.01-TH.2007 dated January 3rd, 2007.
Akta Perubahan Terakhir Deed of Last Amendment

Akta Nomor 20 tanggal 15 Juli 2013 dan telah mendapat Deed Number 20 dated July 15th, 2013 and has obtained
penerimaan pemberitahuan dari Menteri Hukum dan Hak acceptance of notification from the Indonesian Minister of Justice
Asasi Manusia Republik Indonesia dengan surat Nomor AHU- and Human Rights of the Republic of Indonesia, bearing the Letter
AH.01.10-34802 tanggal 23 Agustus 2013. Number AHU-AH.01.10-34802 dated August 23rd, 2013..
Jenis Perusahaan [G4-7] Type of Company [G4-7]
Perseroan Terbatas Limited Liability Company
Jenis Usaha Type of Business

Pengusahaan Tenaga Panas Bumi Geothermal Energy Utilization
Type of Product and Service [G4-PR3]
Jenis Produk dan Jasa [G4-PR3]
Steam and Electricity
Uap dan Listrik
Alamat Kantor Area | Addresses of Area Offices
Area Kamojang Area Lahendong Area Sibayak Area Ulubelu

Jl. Raya Kamojang Jl. Raya Tomohon No.420 Jl. Teknol Sempajaya Jl. Raya Ulubelu
PO BOX 120, Garut 44101 Kodya Tomohon PO BOX 17 Brastagi Pekon Karang Rejo, Ulubelu
Tlp: +62 22 7806882 Sulawesi Utara 95431 Sumatera Utara 22156 Tanggamus, Lampung 35373
Fax: +62 22 7806379 Tlp: +62 431 351378 Tlp: +62 628 92263 PO BOX 12 Pringsewu
Fax: +62 431 351175 Fax: +62 628 92664 Tlp: +62 729 22881/ 22882
Fax: +62 729 22883

Directors' Report
Area Kamojang
Kamojang Area
Sejarah Singkat Perusahaan Company’s History In Brief

PT Pertamina Geothermal Energy merupakan anak perusahaan PT Pertamina Geothermal Energy is a subsidiary of PT Pertamina
PT Pertamina (Persero) yang bergerak dibidang pemanfaatan (Persero) that conducts business in geothermal utilization. Since
energi panas bumi. Sejak didirikan pada tahun 2006, Perusahaan its establishment in 2006, the Company never undergoes name
tidak pernah melakukan perubahan nama. Sejak tahun transformation. Geothermal utilization in Indonesia started its
1974, pemanfaatan energi panas bumi di Indonesia dimulai. journey in 1974, where since then Pertamina’s exploration and
Eksplorasi dan eksploitasi oleh Pertamina mengidentifikasi 70 exploitation endeavors had identified 70 geothermal areas across
wilayah panas bumi di nusantara, yang dapat dimanfaatkan the archipelago to be used for generating electricity.
untuk menghasilkan energi listrik.
Pada 28 Januari 1983, PLTP Kamojang Unit I resmi beroperasi. On January 28th, 1983, PLTP Kamojang Unit I was officially
PLTP berkapasitas 30 MegaWatt (MW) tersebut memanfaatkan operation. With the capacity of 30 MegaWatt (MW), this PLTP
energi panas bumi dari Lapangan Kamojang, Provinsi Jawa utilizes geothermal energy from Kamojang Field, West Java
Barat. Province.
Sesuai Keputusan Presiden (Keppres) No.76 Tahun 2000, yang As per Presidential Decree Number 76 Year 2000, which regulates
mengatur pengelolaan energi panas bumi di Indonesia, maka geothermal management in Indonesia, thus Pertamina could not
Pertamina tidak lagi menjadi satu-satunya badan usaha yang be the only business entity that manages Indonesia’s geothermal
dapat mengelola panas bumi di Indonesia. Sebagai tindak supply. Subsequently, Pertamina returned 16 out of its 31
lanjut atas ketentuan tersebut, Pertamina mengembalikan 16 geothermal Business Working Areas (WKP) to the Government.
dari 31 Wilayah Kuasa Pengusahaan (WKP) panas bumi yang
dikelolanya kepada Pemerintah.

Pada 21 Agustus 2001, PLTP Lahendong Unit I resmi beroperasi. On August 21st, 2001, Lahendong Unit I PLTP was publically
PLTP berkapasitas 20 MW tersebut memanfaatkan energi operated. With the capacity of 20 MW, it consumed geothermal
panas bumi dari Lapangan Lahendong, Provinsi Sulawesi Utara. energy from Lahendong Field, North Sulawesi Province.
Sejak 17 September 2003, Pertamina berubah bentuk menjadi As of September 17th, 2003, Pertamina was transformed into PT
PT Pertamina (Persero), sebagai pelaksanaan Undang-Undang Pertamina (Persero), as a conformation to Law Number 22 Year
No.22 Tahun 2001 Tentang Minyak dan Gas Bumi. Sesuai 2001 concerning Oil and Gas. In addition, based on Governmental
Peraturan Pemerintah Nomor 31 Tahun 2003, PT Pertamina Regulation Number 31 Year 2003, PT Pertamina (Persero) was
(Persero) diamanatkan untuk mengalihkan usaha panas bumi mandated to transfer their geothermal business to its subsidiary.
kepada anak perusahaan.
Selanjutnya PT Pertamina Geothermal Energy didirikan sebagai PT Pertamina Geothermal Energy was set up as a subsidiary to
anak perusahaan PT Pertamina (Persero), yang mengelola PT Pertamina (Persero) with the purpose of managing geothermal
kegiatan usaha di bidang panas bumi. Pendirian Perusahaan business. The establishment was based on Deed Number 10 dated
berdasarkan Akta Nomor 10 tanggal 12 Desember 2006, dan December 12th, 2006 and had been ratified by the Minister of
telah mendapat pengesahan dari Menteri Hukum dan Hak Justice and Human Rights of Republic of Indonesia in accordance
Asasi Manusia Republik Indonesia dengan Surat Keputusan with the Decree Number W7-00089HT.01.01-TH.2007 dated
Nomor W7-00089HT.01.01-TH.2007 tertanggal 3 Januari 2007. January 3rd, 2007.
Berdasarkan Surat Keputusan Menteri Energi dan Sumber Based on the Ministry of Energy and Mineral Resources issued
Daya Mineral tanggal 18 Juni 2012 Tentang Penegasan Wilayah Ministerial Decree on June 18th, 2012 concerning Confirmation
Kuasa dan Perubahan Batas-Batas Koordinat Pengusahaan of Authorized Area and Adjustment for Working Area Limits and
Sumber Daya Panas bumi PT Pertamina Geothermal Energy, Coordinates of Geothermal Business of PT Pertamina Geothermal
maka Perusahaan menerima pengalihan kuasa pengusahaan Energy, thus the Company manages 14 Business Working Areas
sumber daya panas bumi dari PT Pertamina (Persero) atas 14 (WKP).
WKP.
Pada 16 September 2012, PLTP Ulubelu Unit I resmi beroperasi. On September 16th, 2012, PLTP Ulubelu Unit I was officially
PLTP berkapasitas 55 MW tersebut memanfaatkan energi operated with the capacity of 55 MW, utilizing geothermal energy
panas bumi dari Lapangan Ulubelu, Provinsi Lampung. from Ulubelu Field, Lampung Province.
Namun pada 19 Desember 2014, Perusahaan atas persetujuan However on December 19th, 2014, the Company upon the
Pemegang Saham telah mengirimkan surat pengembalian approval of Shareholders had sent a letter concerning the return
WKP Gunung Iyang Argopuro dan Kotamobagu. Surat tersebut of WKP Gunung Iyang Argopuro and Kotamobagu. The letter was
ditindaklanjuti dengan rapat pembahasan antara Perusahaan responded by holding a meeting for the Company and Government
dengan Pemerintah pada Januari 2015, yang menyetujui in January 2015 to approve the returning of the mentioned WKP
pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu. Gunung Iyang Argopuro dan Kotamobagu. Hence, this took an
Dengan demikian area kerja Perusahaan mengalami perubahan effect towards the Company’s working areas from 14 WKP to 12
dari semula 14 WKP menjadi 12 WKP. WKP.
Pada tahun 2014, Perusahaan mengerjakan beberapa proyek In 2014, the Company worked on a number of geothermal
panas bumi dan hingga akhir periode pelaporan sebagian projects and up to the end of reporting period some of them were
di antaranya masih dalam tahap Engineering Procurement still at the stage of Engineering Procurement Construction and
Construction and Commissioning (EPCC). Khusus proyek Commissioning (EPCC). Specifically for Kamojang Unit V with the
Kamojang Unit V yang berkapasitas 35 MW, terhitung sejak 29 capacity of 35 MW, it became an Area as of June 29th, 2015 after
Juni 2015 telah beroperasi secara komersial dengan memasok it was officially commercialized supplying electricity to PT PLN
listrik kepada PT PLN (Persero). (Persero).

/ Jejak Langkah
Record of Performance
17 September 2003 Pertamina bertransformasi menjadi PT Pertamina

(Persero), sebagai pelaksanaan Undang-Undang No.22 Tahun 2001
Tentang Minyak dan Gas Bumi. Sesuai Peraturan Pemerintah Nomor
31 Tahun 2003, PT Pertamina (Persero) diamanatkan untuk
mengalihkan usaha panas bumi kepada anak perusahaan.
On September 17th, 2003, Pertamina transformed into PT
1974
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.
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
2001
menghasilkan energi listrik.
Based on the Law Number 8 Year

1971 in conjunction with the
Presidential Decree Number 64 21 Agustus 2001 PLTP Lahendong
Year 1972 in conjunction with the Unit I berkapasitas 20 MW beroperasi,
Presidential Decree Number 16 memanfaatkan energi panas bumi dari
Year 1974, the Government passed Lapangan Lahendong, Provinsi Sulawesi
an assignment to Pertamina to
2000
Utara.
identify 70 geothermal areas
across the archipelago in order to On August 21st, 2001, PLTP Lahendong
be used for generating electricity. Unit I with the capacity of 20 MW started
to operate utilizing geothermal energy
from Lahendong Field, North Sulawesi
Province.
Pemerintah Indonesia menerbitkan

Keputusan Presiden No. 76 Tahun
2000, yang mengatur pengelolaan
panas bumi di Indonesia.
1983 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)
Pada 28 Januari 1983, PLTP Kamojang Unit I resmi
Number 76 Year 2000, which
beroperasi. PLTP berkapasitas 30 MegaWatt (MW) tersebut
regulates geothermal management
memanfaatkan energi panas bumi dari Lapangan Kamojang,
in Indonesia. As a follow-up to the
Provinsi Jawa Barat.
implementation of the Presidential
On January 28th, 1983, PLTP Kamojang Unit I was officialy Decree, Pertamina returned 16 out
operated with the capacity of 30 MegaWatt (MW), utilizing of its 31 geothermal WKP to the
geothermal energy from Kamojang Field, West Java Province. Government.
18 Juni 2012 Menteri Energi dan Sumber Daya 29 Juni 2015 PLTP Kamojang
Mineral menerbitkan Surat Keputusan Menteri Unit V berkapasitas 35 MW resmi
Tentang Penegasan Wilayah Kuasa dan Perubahan beroperasi secara komersial dan
Batas-Batas Koordinat Pengusahaan Sumber Daya telah diresmikan oleh Presiden
Panas bumi PT Pertamina Geothermal Energy. Joko Widodo pada 7 Juli 2015.
Berdasarkan Surat Keputusan Menteri tersebut, maka PLTP Kamojang Unit V with the
Perusahaan menerima pengalihan kuasa pengusahaan capacity of 35 MW was commercially
sumber daya panas bumi dari PT Pertamina (Persero) operated on 29th June 2015, and
atas 14 WKP. officially inaugurated by President
On June 18th, 2012, the Ministry of Energy and Joko Widodo on 7th July 2015.
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
2015
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.
2015
Adanya rapat pembahasan antara
PT Pertamina Geothermal Energy Perusahaan dengan Pemerintah
didirikan sebagai anak perusahaan PT pada Januari 2015, yang
Pertamina (Persero), yang mengelola menyetujui pengembalian WKP Gunung Iyang
kegiatan usaha di bidang panas bumi. Argopuro dan Kotamobagu. Dengan demikian
Pendirian Perusahaan berdasarkan Akta area kerja Perusahaan mengalami perubahan
Nomor 10 tanggal 12 Desember 2006, dari semula 14 WKP menjadi 12 WKP
dan telah mendapat pengesahan dari
Menteri Hukum dan Hak Asasi Manusia In January 2015, a discussion meeting was held
between the Company and Government in which
2014
Republik Indonesia dengan Surat
Keputusan Nomor W7-00089HT.01.01- it agreed upon the returning of WKP of Gunung
TH.2007 tertanggal 3 Januari 2007. Iyang Argopuro and Kotamobagu. Thus, the
Company’s WKP changed from initially 14 WKP
PT Pertamina Geothermal Energy was to 12 WKP.
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 19 Desember 2014 Perusahaan atas persetujuan
December 12th, 2006 and had been Pemegang Saham mengirimkan surat perihal
ratified by the Minister of Justice and pengembalian WKP Gunung Iyang Argopuro dan
Human Rights of Republic of Indonesia in Kotamobagu kepada Pemerintah.
accordance with the Decree Number W7-
On December 19th, 2014, the Company upon the
00089HT.01.01-TH.2007 dated January
approval of Shareholders sent a letter concerning
3rd, 2007.
the return of WKP of Gunung Iyang Argopuro and
Kotamabagu to the Government.
Area Lahendong
Lahendong Area
Visi dan Misi [G4-42, G4-56]
Vision and Mission
World Class Geothermal

2025
Energy Enterprise
Visi
Vision Leading Geothermal Company
2021
in Asia
Leading Geothermal Company

2017
in Indonesia
2014 #1 Geothermal Entity in Indonesia
Melaksanakan Pengelolaan Operasi dan

Portofolio Usaha Geothermal secara Profesional
yang Berwawasan Lingkungan dan Memberikan
Nilai Tambah bagi Stakeholder.
Misi To manage a professionally and environmentally
Mission sound geothermal operations and provide added
values to the stakeholders.
Visi dan Misi tersebut telah disetujui The Vision and Mission have been
dalam Rapat Direksi tanggal 28 approved in the Board of Directors
November 2014 Meeting in 28 November 2014
Area Kamojang
Kamojang Area
Tata Nilai Values
Clean Dikelola secara profesional, menghindari benturan
kepentingan, tidak menoleransi suap, menjunjung tinggi
kepercayaan dan integritas. Berpedoman pada asas-asas tata
kelola korporasi yang baik.
Professionally managed, avoiding conflict of interests, non-
tolerance to briberies, upholding trust and integrity. Complying
the principles of Good Corporate Governance.
Competitive Mampu berkompetisi dalam skala nasional dan internasional,

mendorong pertumbuhan melalui investasi, membangun
budaya sadar biaya dan menghargai kinerja.
Able to compete in national and international scale, promoting
growth through investment, building cost-conscious culture
and appreciating performances.
Confident Berperan dalam pembangunan ekonomi nasional, menjadi

pelopor pengusahaan panas bumi, dan membangun
kebanggaan bangsa.
Taking part in national economy development, pioneering
geothermal business, and building the pride of nation.
Customer Berorientasi pada kepentingan pelanggan dan berkomitmen

untuk memberikan pelayanan terbaik kepada pelanggan.
Focused Consumer-oriented and committed to provide the best service
to the customers.
Commercial Menciptakan nilai tambah dengan orientasi komersial,

mengambil keputusan berdasarkan prinsip-prinsip bisnis yang
sehat.
Creating added value with commercial orientation, making
decisions based on healthy business principles.
Capable Dikelola oleh pemimpin dan pekerja yang profesional

dan memiliki kompetensi dan penguasaan teknis tinggi,
berkomitmen dalam membangun kemampuan riset dan
pengembangan.
Managed by professional leaders and employees and have the
required competency and high technical expertise, committed
to build research and development capabilities.
Directors' Report
Bidang Usaha Business Sector

Berdasarkan Pasal 3 Anggaran Dasar Perusahaan yang berlaku Based on the Article 3 of Articles of Association owned by
saat ini sebagaimana dimuat dalam Akta Nomor 20 tanggal the Company, which are currently in effect, as stated in the
15 Juli 2013 dan telah mendapat penerimaan pemberitahuan Deed Number 20 dated July 15th, 2013, which has received a
dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia notification from the Minister of Justice and Human Rights of the
dengan surat Nomor AHUAH.01.10-34802 tanggal 23 Agustus Republic of Indonesia, bearing the Number AHUAH.01.10-34802
2013, Perusahaan didirikan dengan maksud menyelenggarakan dated August 23rd, 2013, PT Pertamina Geothermal Energy was
usaha di bidang panas bumi dari sisi hulu dan/atau sisi hilir, baik established with the purpose of performing geothermal business
di dalam maupun di luar negeri serta kegiatan usaha lain yang from upstream and/or downstream sector, be it in domestic or
terkait atau menunjang kegiatan usaha di bidang panas bumi international as well as other business activities related to or
tersebut dengan menerapkan prinsip-prinsip perseroan. in support of geothermal business activities by implementing
principles of limited liability company.
Tujuan Perusahaan adalah untuk: The objectives of the Company are:
1. Memperoleh keuntungan berdasarkan prinsip pengelolaan 1. To gain profits based on the principles of effective and efficient
perusahaan secara efektif dan efisien. company management.
2. Meningkatkan peran panas bumi dalam menunjang 2. To improve the role of geothermal in supporting national
kebutuhan energi nasional. energy needs.
Untuk mencapai maksud dan tujuan tersebut di atas, perseroan In order to achieve such purpose and objectives above, the
melaksanakan kegiatan usaha sebagai berikut: [G4-4, G4-8] company accomplished these business activities: [G4-4, G4-8]
a. Menyelenggarakan kegiatan usaha pengelolaan dan a. Performing business activities in geothermal management and
pengembangan sumber daya panas bumi melalui eksplorasi development resources through exploration and exploitation,
dan ekspolitasi, produksi uap dan pembangkitan listrik serta steam production and power generation as well as other
pemanfaatan lain dalam arti yang seluas-luasnya. utilizations in its broadest sense.
b. Menyelenggarakan kegiatan usaha jasa yang meliputi b. Performing business activities in services encompassing
konsultasi, konstruksi, operasi dan pemeliharaan serta consultation, construction, operation and maintenance as
pengembangan teknologi di bidang panas bumi dalam arti well as technology development regarding geothermal in its
seluas-luasnya. broadest sense.
c. Menyelenggarakan kegiatan usaha lainnya yang tekait atau c. Performing other business activities related to or supporting
menunjang kegiatan usaha sebagaimana dimaksud dalam such business activities stated in point a and b above.
huruf a dan b di atas.

Skema Pemanfaatan Panas Bumi Scheme of Geothermal Utilization

Bisnis panas bumi merupakan peluang bisnis alternatif migas Geothermal serves as an alternative of business opportunity
karena sifat dan karakteristik pengusahaannya yang relatif to oil and gas due to its nature and characteristic of business is
sama. Bisnis ini berbasis dari pengangkatan potensi air panas almost similar. This business is based on the elevation of hot water
dan ataupun uap yang terkandung dalam reservoir bawah potential and/or steam that is contained in underground reservoir.
tanah.
Secara umum pemanfaatan energi panas bumi dapat dibagi In general, geothermal utilization can be divided into 2:
menjadi 2:
• Pemanfaatan tidak langsung • Indirect utilization

Energi panas bumi antara lain digunakan untuk pembangkit Geothermal is used, among others, for power plant, which
listrik yang memerlukan konversi energi di dalam generator requires energy conversion in kinetic generator.
kinetik.
Pemanfaatan tidak langsung energi panas bumi digunakan The indirect utilization of geothermal energy is used for power
untuk pembangkit listrik yang memerlukan konversi energi plant that requires energy conversion within kinetic generator.
di dalam generator kinetik. Proses konversi energi panas The process of hot energy conversion derives from geothermal
berasal dari fluida panas bumi pada turbin dan generator. fluid that resides in turbine and generator.
Fluida panas bumi yang dikeluarkan ke permukaan bumi Geothermal fluid, which released to the surface, can be in
dapat berupa uap seluruhnya atau 2 fasa, yaitu uap dan air. the form of steam altogether or 2 phases, namely steam and
Hal tersebut berkaitan dengan sistem panas bumi yang ada water. It relates to geothermal system in each field, which are
di masing-masing lapangan, yaitu sistem dominasi uap dan steam dominated and water dominated system.
dominasi air.
Pemanfaatan energi panas bumi menjadi listrik pada The utilization of geothermal into electricity through water
lapangan dengan sistem dominasi air, menggunakan dominated system uses single flash technology. 2 phases fluid
teknologi single flash. Fluida 2 fasa yang mengalir melalui flow through a high pressure production well and channeled
sumur produksi dengan tekanan besar, dialirkan ke to a high pressure separator in order to isolate steam from
separator untuk memisahkan uap dan air/brine. Uap dengan water/brine. The isolated steam with certain mass is led to a
massa tertentu hasil pemisahan di separator ke pembangkit generator through pipe furthering the high pressure turbine to
melalui pipa, untuk memutar turbin dengan tekanan rotate, which then will drive the generator by way of shaft.
tertentu guna menggerakkan generator.
Di dalam generator terjadi konversi energi gerak menjadi Within the generator, an energy conversion occurs creating
energi listrik. Selanjutnya listrik yang dihasilkan di electrical energy, which hereafter it will be distributed to
distribusikan ke konsumen. consumers.
Sementara air/brine hasil pemisahan di separator Meanwhile, the isolated water that settles in a low pressure
diinjeksikan kembali ke dalam bumi melalui sumur re-injeksi or brine water separator is reinjected into the earth through
yang letaknya berada di luar boundary reservoir. Tujuannya a reinjection well, which located outside boundary reservoir.
agar tidak terjadi pendinginan reservoir yang mengakibatkan This as to not letting the reservoir to freeze inflicting a decline
turunnya produksi. in production.

Directors' Report
Uap yang keluar dari turbin akan berubah fasa menjadi air The output steam from turbine will transform into water,
yang dikenal sebagai kondensat, dan kemudian didinginkan which known as condensate, and then cooled in a condenser
di dalam kondensor dengan tekanan yang dijaga vakum. Dari with a maintained vacuum pressure. Furthermore, the water
kondensor, air tersebut dipompakan menuju cooling tower from the condenser is pumped towards cooling tower and the
dan air kondensat yang sudah dingin di tampung pada basin cooled condensated water is accommodated in a cooling tower
cooling tower. Dari basin tersebut, air kondensat diinjeksikan basin, which subsequently reinjected into the earth through a
kembali ke dalam bumi melalui sumur re-injeksi. reinjection well.
Sementara ini pemanfaatan energi panas bumi lebih banyak At the moment, geothermal energy utilization is inclined to be
untuk pemanfaatan tidak langsung yakni untuk kelistrikan. used for indirect utilization, namely for power.

• Pemanfaatan langsung • Direct utilization

Pemanfaatan langsung energi panas bumi, artinya yaitu Directed geothermal utilization is defined by a usage of
energi panasnya langsung dimanfaatkan tanpa perlu diikuti heat energy without the process of energy conversion. This
konversi energi. Pemanfaatan energi panas bumi secara particular utilization may include heater, air conditioner, hot
langsung dapat berupa pemanas ruangan, pendingin spring pool, fishery pond, plantation, heater of palm sugar as
ruangan, kolam pemandian air panas, pembibitan ikan, well as drying coffee, copra, chilli and wood.
perkebunan, pemanas gula aren, serta pengeringan kopi,
kopra, cabe dan kayu.
Pemanfaatan langsung panas bumi sangat bermanfaat pada It is beneficial to tourism, industry, plantation, hospital, and
bidang pariwisata, industri, perkebunan, rumah sakit, dan office building. The process of geothermal utilization can also
gedung perkantoran. Pemanfaatan langsung panas bumi be obtained from water that is resulted from 2 phase isolation
juga dapat dilakukan dari air hasil pemisahan fluida 2 fasa in a separator or brine water, which known as cascading
di separator atau air/brine, yang dikenal sebagai cascading system.
system.

Directors' Report
Model Bisnis
Business Models
Negotiation
Process on Steam/
Electricity Price
PROSES HEAD OF AGREEMENT
Notice Of Intend to
Notice of Resources Confirmation
Develop
• AMDAL / UKL / UPL

• Location’s Permit
• Land utilization permit for
exploration activities – Ministry
of Forestry
• SIPPA
• IMB
EXPLOITATION
• AMDAL
• Location’s
EXPLORATION Permit
• Land Use
Permit
• SIPPA
INVENTORY WKP • IMB
1-2 Years 2-3 Years

Effective Date (30 Years)

Perjanjian Jual Beli Uap
(PJBU)/ Perjanjian Jual Beli
Listrik (PJBL)
Perjanjian Jual Beli Uap (PJBU)/ Perjanjian Jual Beli Listrik (PJBL) Steam Sales Contract (PJBU)/
Steam Sales Contract (PJBU)/ Energy Sales Contract (PJBL) Energy Sales Contract (PJBL)
Commercial Operation
Date (COD)
Engineering, Procurement,
Construction and
Commissioning (EPCC)
Front End Engineering Design

(FEED)
3-5 Years

Directors' Report
Wilayah Kerja [G4-6, G4-13] Working Area [G4-6, G4-13]

Kegiatan pengusahaan panas bumi oleh perusahaan Geothermal business activities, which previously executed by
sebelumnya dilakukan di 14 WKP, sesuai Keputusan Menteri the Company, were consisted of 14 WKP according to Decree of
Energi dan Sumber Daya Mineral tertangal 18 Juni 2012 Minister of Energy and Mineral Resources dated June 18th, 2012
tentang Penegasan Wilayah Kuasa dan Perubahan Batas-Batas concerning Confirmation of Authorized Area and Adjustment for
Koordinat Pengusahaan Sumber Daya Panas Bumi PT Pertamina Working Area Limits and Coordinates of Geothermal Business
Geothermal Energy. Pada 29 Desember 2014, Perusahaan of PT Pertamina Geothermal Energy. On December 29th, 2014,
dengan persetujuan Pemegang Saham mengirimkan surat with the approval of Shareholders, the Company sent a letter
tentang pengembalian WKP Gunung Iyang Argopuro dan concerning the return of WKP of Gunung Iyang Argopuro and
Kotamobagu kepada Pemerintah. Kotamobagu to the Government.
Peta Wilayah Pertamina Geothermal Energy

Map of Pertamina Geothermal Energy
2
A
4
5
6
B C 10
7
8 9 D 11
E

Pada bulan Januari 2015 dilakukan rapat pembahasan antara In January 2015, a meeting was held between the Company
Perusahaan dengan Pemerintah. Selanjutnya Pemerintah and Government where the latter agreed upon the decision of
menyetujui pengembalian WKP Gunung Iyang Argopuro returning the WKP of Gunung Iyang Argopuro and Kotamobagu.
dan Kotamobagu. Sehingga mulai tahun 2015 Perusahaan Thus, start in 2015 the Company manage 12 WKP.
mengelola 12 WKP.
Pengelolaan dan operasional WKP yang dimiliki Perusahaan Management and operational business of WKP that the Company
dilakukan secara mandiri atau kerja sama dengan para mitra owns are performed by own operation or partnerships through
melalui skema Kontrak Operasi Bersama (KOB). Sampai dengan Joint Operation Contracts (JOCs) scheme. By the end of 2015,
akhir tahun 2015, Perusahaan mengelola 4 area panas bumi the Company managed 4 geothermal areas and 7 development
dan 7 proyek pengembangan. projects.
Wilayah Kerja |Working Area

Gunung Sibayak – Gunung Sinabung 1
Gunung Sibual-buali (Sarulla) 2
12 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

Directors' Report
Area Panas Bumi Geothermal Areas

Meliputi 4 area dengan kapasitas total mencapai 437 MW. Ke-4 4 geothermal areas with total capacity of 437 MW are as follow:
Area tersebut adalah:
1. Area Kamojang memiliki 5 unit PLTP, dengan total kapasitas 1. Kamojang Area has 5 units of PLTP with installed capacity of
terpasang sebesar 235 MW yang terletak di WKP Kamojang- 235 MW, which located in WKP Kamojang-Darajat, West Java.
Darajat, di Jawa Barat.
2. Area Lahendong memiliki 4 unit PLTP, dengan total kapasitas 2. Lahendong Area has 4 units of PLTP with total installed
terpasang 80 MW yang terletak di WKP Lahendong, Sulawesi capacity of 80 MW, which located in WKP Lahendong, North
Utara. Sulawesi.
3. Area Sibayak memiliki 1 unit Monoblok dengan kapasitas 3. Sibayak Area has 1 Monoblok unit with installed capacity of 2
terpasang sebesar 2 MW dan 2 Unit PLTP dengan kapasitas MW and 2 units of PLTP with the capacity of 2x5 MW. With a
2x5 MW. Dengan total kapasitas terpasang Area Sibayak total installed capacity in Sibayak Area currently reaches 12
saat ini mencapai 12 MW, yang terletak di WKP Gunung MW, which located in WKP Gunung Sibayak-Gunung Sinabung,
Sibayak-Gunung Sinabung, Sumatera Utara. North Sumatera.
4. Area Ulubelu memiliki 2 unit PLTP, dengan total kapasitas 4. Ulubelu Area has 2 units of PLTP with total installed capacity of
terpasang sebesar 110 MW yang terletak di WKP Gunung 110 MW, which located in WKP Gunung Way Panas, Lampung.
Way Panas, Provinsi Lampung.
Area Lahendong
Lahendong Area

Area Eksisting Unit Kapasitas Tanggal Operasi Komersial Penjualan

Existing Area Unit Capacity Commercial Operation Date Sales
(MW)
I 5 22 September 2008 | 22 September 2008 Uap | Steam
Sibayak II 5 30 September 2008 | 30 September 2008 Uap | Steam
Monoblok 2 Listrik | Electricity
I 30 28 Januari 1983 | 22 January 1983 Uap | Steam
II 55 2 Oktober 1987 | 2 October 1987 Uap | Steam
Kamojang 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
I 20 21 Agustus 2001 | 21 August 2001 Uap | Steam
II 20 19 Juni 2007 | 19 June 2007 Uap | Steam

Lahendong
III 20 7 April 2009 | 7 April 2009 Uap | Steam
IV 20 23 Desember 2011 | 23 December 2011 Uap | Steam
I 55 16 September 2012 | 16 September 2012 Uap | Steam

Ulubelu
II 55 24 Oktober 2012 | 24 October 2012 Uap | Steam
Proyek Panas Bumi Geothermal Projects

1. Proyek Ulubelu Unit III dan IV 1. Ulubelu Unit III and IV
Proyek Ulubelu Unit III dan IV dengan kapasitas 2x55 Ulubelu Project Unit III and IV with the capacity of 2x55 MW
MW, berlokasi di WKP Gunung Way Panas, Provinsi is located at WKP Gunung Way Panas, Lampung Province. The
Lampung. Status proyek Ulubelu Unit III dan IV saat ini current status for Ulubelu Units III and IV is in the completion
dalam penyelesaian pemboran dan tahap Engineering, of drilling and Engineering, Procurement, Construction
Procurement, Construction and Commissioning (EPCC). Unit III and Commissioning (EPCC), where Unit III is scheduled to
direncanakan beroperasi komersial tahun 2016, dan Unit IV commercialize in 2016 and Unit IV in 2017.
pada tahun 2017.
2. Proyek Lumut Balai Unit I dan II 2. Lumut Balai Unit I and II

Proyek Lumut Balai Unit I dan II dengan kapasitas 2x55 Lumut Balai Project Unit I and II with the capacity of 2x55 MW is
MW, berlokasi di WKP Lumut Balai dan Margabayur, located at WKP Lumut Balai and Margabayur, South Sumatera.
Provinsi Sumatera Selatan. Status proyek Lumut Balai Unit Current status for Lumut Balai Unit I is at EPCC stage, whereas
I adalah tahap EPCC. Sedangkan status proyek Lumut Balai Unit II drilling and preliminary EPCC stage. Unit I and Unit II
Unit II pada tahap pemboran dan persiapan EPCC. Unit I are scheduled to commercialize in 2016 and 2018 respectively.
direncanakan beroperasi komersial tahun 2016, dan Unit II
pada tahun 2018.

Directors' Report
3. Proyek Lumut Balai Unit III dan IV 3. Lumut Balai Unit III and IV
Proyek Lumut Balai Unit III dan IV dengan kapasitas 2x55 Lumut Balai Project Unit III and IV with the capacity of 2x55
MW, berlokasi di WKP Lumut Balai dan Margabayur, Provinsi MW, which located at WKP Lumut Balai and Margabayur,
Sumatera Selatan masih dalam proses pengembangan. South Sumatera, is still under development. Both Unit III and
Status proyek Lumut Balai Unit III dan IV saat ini sudah pada Unit IV are currently at permitting stage and scheduled to
tahap perijinan. Unit III direncanakan beroperasi komersial commercialize in 2022 and 2023 respectively.
pada tahun 2022, dan Unit IV tahun 2023.
4. Proyek Lahendong Unit V dan VI 4. Lahendong Unit V and VI

Proyek Lahendong Unit V dan VI dengan kapasitas 2x20 MW, Lahendong Project Unit V and VI with the capacity of 2x20 MW
berlokasi di WKP Lahendong, Provinsi Sulawesi Utara. Status is located at WKP Lahendong, North Sumatera, and currently
proyek saat ini sedang tahap EPCC. Unit V direncanakan are undergoing EPCC. The Unit V is scheduled for commercial
beroperasi komersial pada tahun 2016, dan Unit VI tahun operation in 2016, whereas Unit VI will set for 2017.
2017.
5. Proyek Karaha Unit I 5. Karaha Unit I

Proyek Karaha Unit I dengan kapasitas 1x30 MW, berlokasi di Karaha Project Unit I with the capacity of 1x30 MW is located
WKP Karaha Cakrabuana, Provinsi Jawa Barat. Status proyek at WKP Karaha Cakrabuana, West Java. This project is a
saat ini merupakan tindak lanjut dari pengembangan proyek continuation to Karaha Bodas project development that is
Karaha Bodas yang menjadi penugasan dari Pemerintah assigned by the Government of Indonesia. The PLTP is planned
Indonesia. PLTP direncanakan beroperasi komersial tahun to commercialize in 2016.
2016.
Proyek Karaha Unit I Proyek PLTP Ulubelu III & IV

Unit I Karaha Project Ulubelu III & IV PLTP Project
6. Proyek Hululais Unit I dan II 6. Hululais Unit I and II

Proyek Hululais Unit I dan II dengan kapasitas 2x55MW, Hululais Project Unit I and II with the capacity of 2x55 MW
berlokasi di WKP Hululais, sekitar 180 km dari kota is located at WKP Hululais, which is nearly 180 km from the
Bengkulu dan terletak di Kabupaten Lebong, Provinsi city of Bengkulu and resides in Lebong Regency, Bengkulu. The
Bengkulu. Status proyek Hululais Unit I saat ini dalam tahap project is currently in the process of infrastructure, drilling,
pelaksanaan infrastruktur, pemboran, dan uji produksi. Unit and production test. The Unit I is scheduled for commercial
I direncanakan beroperasi komersial tahun 2018, dan Unit II operation in 2018, and Unit II will be determined further.
akan ditentukan kemudian.
7. Proyek Sungai Penuh Unit I dan II 7. Sungai Penuh Unit I and II

Proyek Sungai Penuh Unit I dan II dengan kapasitas 2x55 Sungai Penuh Project Unit I and II with the capacity of 2x55 MW
MW, berlokasi di WKP Sungai Penuh, Provinsi Jambi. Status is located at WKP Sungai Penuh, Jambi. The status of Sungai
proyek Sungai Penuh Unit I saat ini sudah melakukan Penuh Unit I is currently reaching drilling and production test.
pemboran dan uji produksi. Unit I direncanakan beroperasi The Unit I is scheduled to operate commercially in 2019 while
komersial tahun 2019, dan Unit II akan ditentukan kemudian. Unit II will be determined further.

Status Perkembangan Area dan Proyek per 31 Desember 2015

Status of Area and Project Development per 31 December 2015
Area & Proyek PLTP Kapasitas Perkembangan Area & Proyek

Area & Project PLTP Capacity Area & Project Development
(MW)
PLTP Unit I 30 Instalasi Selesai | Installation is Completed
PLTP Unit II 55 Instalasi Selesai | Installation is Completed
Kamojang 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
PLTP Unit III 20 Instalasi Selesai | Installation is Completed

Lahedong
PLTP Unit IV 20 Instalasi Selesai | Installation is Completed
PLTP Unit V 20 EPCC | EPCC
PLTP Unit VI 20 EPCC | EPCC
Monoblok 2 Instalasi Selesai | Installation is Completed
Sibayak PLTP Unit I 5 Instalasi Selesai | Installation is Completed

Ulubelu
PLTP Unit III 55 Pemboran & EPCC | Drilling & EPCC
PLTP Unit IV 55 Pemboran & EPCC | Drilling & EPCC
PLTP Unit I 55 EPCC | EPCC
PLTP Unit II 55 Pemboran & Persiapan EPCC | Drilling & EPCC Preparation
Lumut Balai
PLTP Unit III 55 Perijinan | Permit
PLTP Unit IV 55 Perijinan | Permit
Karaha PLTP Unit I 30 EPCC | EPCC
Pelaksanaan Infrastruktur, Pemboran dan Uji Produksi

PLTP Unit I 55 Implementation of Infrastructure, Drilling and Production
Hululais
Pelaksanaan Infrastruktur, Pemboran dan Uji Produksi
PLTP Unit II 55 Implementation of Infrastructure, Drilling and Production
PLTP Unit I 55 Pemboran & Uji Produksi | Drilling & Production Test
Sungai Penuh
PLTP Unit II 55 Akan dikembangkan lebih lanjut | To be developed further

Directors' Report
IRFAN ZAINUDDIN
Direktur Utama
President Director
TAFIF AZIMUDIN
Corporate Secretary
KHAIRUL ROZAQ ALI MUNDAKIR

Direktur Eksplorasi & Pengembangan Direktur Operasi
Exploration & Development
Operation Director
Director
INDRIA DORIA EKO AGUNG BRAMANTYO

Vice President Strategic Vice President Operation &
Planning & Business Engineering
Development
EBEN EZER SIAHAAN IRAWAN NUGROHO

Vice President Exporation & Vice President Drilling
Exploitation
TAVIP DWIKORIANTO DODDY SATYAJIT

Vice President Project Vice President Partnership
Development
WILMAR NAPITUPULU ELVINO GUSTY A

Head of HSSE Senior Manager Geomatics &
ICT

Struktur Organisasi
Organization Structure
Struktur Organisasi Perusahaan berdasarkan Surat Keputusan Direktur Utama No.

Kpts.P-056/PGE000/2015-S0 tanggal 29 Januari 2015 adalah sebagai berikut:
The Organization Structure of the Company is based on the Decree Letter of President Director
Number Kpts.P-056/PGE000/2015-S0 dated January 29th, 2015, with details as follow:
BUDI ENDA DHANISWARA

Head of Internal Audit
A.B. HADI KARYONO

Direktur Keuangan
Finance Director
WAWAN DARMAWAN DEL AHIMSAR

General Manager Area Vice President
Kamojang Controller
DIRGO RAHAYU TAJUDIN NOOR

General Manager Area Vice President Treasury
Ulubelu
SALVIUS PATANGKE
General Manager Area
Lahendong
KUSTRINARTO RATU RENI GUSFIARNI

Senior Manager SCM Senior Manager Human
Capital

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

Employees’ Profile - Based on Gender and Education Level
Tingkat Pendidikan 2015 2014 2013

Education Level
Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female
SMA dan Setara 67 3 55 6 33 3

High School and its Equivalents
Diploma I – II 3 0 3 0 2 0
Diploma III - IV 37 8 38 7 40 6
Sarjana (S1) | Undergraduate 222 45 219 45 211 45
Pascasarjana (S2) | Postgraduate 53 10 41 10 39 8
Doktoral (S3) | Doctoral 1 0 1 0 1 0
Jumlah | Total 449 425 388
Profil Pekerja - Berdasar Gender dan Kelompok Usia

Employees’ Profile - Based on Gender and Age
Kelompok Usia | Age 2015 2014 2013
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 Kepegawaian

Employees’ Profile - Based on Gender and Employment Status
Status Kepegawaian 2015 2014 2013

Employment Status
Pekerja Waktu Tertentu 80 5 58 7 34 1

Temporary Employee
Pekerja Waktu Tidak Tertentu 303 61 297 63 292 61

Permanent Employee
Profil Pekerja - Berdasar Gender dan Penempatan Kerja

Employees’ Profile - Based on Gender and Work Placement
Penempatan Kerja 2015 2014 2013

Work Placement
Kantor Pusat Jakarta 157 49 136 44 127 46

Head Office Jakarta
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 6 0 6 0 2 0

Project

Directors' Report
Profil Pekerja - Berdasar Berdasarkan Level Organisasi

Employees’ Profile - Based on Organization Level
2015
Kelompok Jabatan Gender Usia | Age

Position
Pria | Male Wanita | Female <31 31-40 41-50 >50
Direksi | Director 4 0 0 0 2 2
Vice President/Setara 13 1 0 0 5 9
Vice President/Equivalent
Project Manager/Senior Manager 6 1 0 0 3 4
Manager/Advisor 44 3 0 6 23 18
Area Manager 6 2 0 3 2 3
Total Manajemen 73 7 0 9 35 36
Total Management
Assistant Manager/Senior Analyst/ 31 7 0 30 7 1

Senior Engineer
Senior Supervisor/Analyst/Engineer 114 23 40 80 12 5
Supervisor/Junior Analyst/Junior 83 19 52 35 10 5
Engineer
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] Employees’ Competency Development [G4-LA9]

Perusahaan senantiasa meningkatkan kemampuan para PT Pertamina Geothermal Energy commits to develop its
pekerja melalui penyelenggaraan berbagai pendidikan dan employees’ competency through a number of training programs
pelatihan. Perusahaan juga memberikan jaminan berkarir and learning development. So as to support this purpose, the
kepada para pekerja. Company has allocated a budget for employees’ development.
Selama tahun 2015, Perusahaan telah menyediakan anggaran Throughout 2015, the Company has allocated a budget amounted
sebesar Rp9 miliar untuk membiayai penyelenggaraan to Rp 9 billion to finance trainings with the purpose of improving
pelatihan dalam rangka meningkatkan hard dan soft hard and soft competence, including leadership development
competency termasuk pelatihan pengembangan leadership. Di training. In 2016, the implementation of trainings will align to the
tahun 2016, pelaksanaan pelatihan akan menyesuaikan dengan Work Plan and Budget of the Company.
Rencana Kerja dan Anggaran Perusahaan.
Pembiayaan pelatihan juga didukung oleh dana grant World The trainings were also sponsored by World Bank grant in the
Bank sebesar Rp2,4 miliar sebagai bagian dari program capacity amount of Rp2.4 billion as part of capacity building program. As
building. Adapun jumlah jam pelatihan yang diselenggarakan for training hours, it managed to reach 21,500 hours, participated
mencapai 21.500 jam pelatihan dan diikuti oleh 363 pekerja, by 363 employees in order that the average of training hours per
sehingga rerata jam pelatihan per peserta mencapai 59,23 jam. participant amounted to 59.23 hours.
Program pelatihan dan pengembangan ditujukan untuk Training and development program are aimed to increase skills,
meningkatkan kemampuan, keahlian dan pengetahuan pekerja expertise and knowledge of the employees within the scope of
dalam keahlian teknis, operasional, manajemen, soft skills technical, operational, management, soft skills and leadership
dan kepemimpinan. Program pelatihan dan pengembangan expertise. It is also designed for all employees from senior
dirancang untuk seluruh pekerja dari tingkat senior manajer, manager, manager, supervisor, up to field operator.
manajer, supervisor, sampai dengan operator di lapangan.
Besaran Biaya Pengembangan Kompetensi Pekerja (Miliar Rp)

Nominal Budget of Employees’ Competency Development (Billion Rp)
9.42
9.01
7.80
7.14 7.23
6.71
Target | Target
Realisasi | Realization
* termasuk dengan grant world bank

Including world bank grant
2015* 2014 2013

Directors' Report
Pelatihan Berdasarkan Fungsi Tahun 2015

Trainings Based on Functions in 2015
Uraian 2015 Tema Pelatihan

Description Theme of Training
Laki-laki | Male Perempuan | Female
Jumlah (Jam) Pelatihan 19,060 2,440

Total Trainings (Hour)
Jumlah Pekerja Peserta Pelatihan (Orang) 316 47

Total Training Participants (People)
Rerata (Jam Pelatihan/Orang) 60.32% 51.91%

Average (Training Hours/Person)
Fungsi (Jam) | Functions (Hour)

Analysis & Modelling for Cost,
Exploration & Development 3,304 824 Economic & Risk, Legal School,
Geothermal Power Plant Operation,
Operation 12,020 656 Simulasi Reservoir Tough React,
Senior Management Development
Finance 720 136 program, and so forth.
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 2014

Trainings Based on Functions in 2014
Uraian 2014 Tema Pelatihan

Description Theme of Training
Laki-laki | Male Perempuan | Female
Jumlah (Jam) Pelatihan 26,456 3,688

Total Trainings (Hour)
Jumlah Pekerja Peserta Pelatihan (Orang) 334 58

Total Training Participants (People)
Rerata (Jam Pelatihan/Orang) 79.21% 63.59%

Average (Training Hours/Person)
Fungsi (Jam) | Functions (Hour)

Project Management, Reservoir
Renbang 5,104 1,368 Modelling, Geological Modelling
Leapfrog, HAZOP, Certified Risk
Operasi | Operation 14,912 696 Management, and so forth.
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

Directors' Report
Komposisi Pemegang Saham Shareholders’ Composition

Saham PT Pertamina Geothermal Energy dimiliki PT Pertamina Shares of PT Pertamina Geothermal Energy are owned by PT
(Persero) dan PT Pertamina Dana Ventura. Perubahan Pertamina (Persero) and PT Pertamina Dana Ventura. The
komposisi saham terakhir ditetapkan berdasarkan Keputusan latest amendment of shares composition was stipulated in the
Pemegang Saham Secara Sirkuler Perusahaan tanggal 5 Company’s Circular Decree of Shareholders dated August 5th,
Agustus 2010 yang dinyatakan dalam Akta Nomor 10 tanggal 2010, which was stated in the Deed Number 10 dated September
1 September 2010. 1st, 2010.
Jumlah Lembar Saham

625,5
9.94% Total Shares
2 1
PT Pertamina Dana Ventura
69,05
2
PT Pe PT Pe
90.06% r tamin rtamin
PT Pertamina (Persero) a Dan a (Pe
a Ven rsero
tura )
Kronologi Pencatatan Saham dan Efek Lainnya Chronology of Company Listing and Other
Securities
PT Pertamina Geothermal Energy adalah perusahaan tertutup PT Pertamina Geothermal Energy is a private company and up to
dan hingga 31 Desember 2015, tidak pernah mencatatkan December 31st, 2015, it has never listed its shares in any stock
saham Perusahaan di bursa manapun. Dengan demikian exchange. Hence, this Report does not provide information on the
Laporan ini tidak menyertakan informasi mengenai pencatatan Company’s listing in stock exchange.
saham Perusahaan di bursa saham.

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

Hingga 31 Desember 2015, Perusahaan memiliki penyertaan Up to December 31st, 2015, the Company has shares in 22
saham pada 22 anak perusahaan PT Pertamina Hulu Energi subsidiaries of PT Pertamina Hulu Energi (PHE).
(PHE).
Penyertaan Saham Perusahaan

Company’s Shares
Nama Perusahaan Kepemilikan Saham Status Kegiatan Alamat Bidang Usaha
Company’s Name Shares Activity Status Address Business Sector
%
PHE PGE
PT Pertamina Hulu Energi Tomori Sulawesi 99 1 Produksi
Production
PT Pertamina Hulu Energi Karama 99 1 Eksplorasi
Exploration
PT Pertamina Hulu Energi Donggala 99 1 Tidak Operasi
Not Operating
PT Pertamina Hulu Energi Salawati 99 1 Produksi
Production
PT Pertamina Hulu Energi Salawati Basin 99 1 Produksi
Production
PT Pertamina Hulu Energi Simenggaris 99 1 Pengembangan
Development
PT Pertamina Hulu Energi Tengah K 99 1 Produksi
Production
PT Pertamina Hulu Energi Makassar Strait 99 1 Produksi
Production
PT Pertamina Hulu Energi Tuban East Java 99 1 Produksi
Production
PT Pertamina Hulu Energi West Madura Offshore 99 1 Produksi
Production
PT Pertamina Hulu Energi Jambi Merang 99 1 Produksi Sektor Industri Minyak
Production Jl. TB Simatupang Kav 99, dan Gas
PT Pertamina Hulu Energi Jabung 99 1 Produksi Jakarta
Production Oil and Gas Industrial Sector
PT Pertamina Hulu Energi Gebang N Sumatera 99 1 Produksi

Production
PT Pertamina Hulu Energi Raja Tempirai 99 1 Produksi
Production
PT Pertamina Hulu Energi Ogan Komering 99 1 Produksi
Production
PT Pertamina Hulu Energi Kakap 99 1 Produksi
Production
PT Pertamina Hulu Energi South Jambi B 99 1 Produksi
Production
PT Pertamina Hulu Energi Coastal Plain Pekanbaru 99 1 Produksi
Production
PT Pertamina Hulu Energi Corridor 99 1 Produksi
Production
PT Pertamina Hulu Energi NSO 99 1 Produksi
Production
PT Pertamina Hulu Energi MNK Sakakemang 99 1 Eksplorasi
Exploration
PT Pertamina Hulu Energi Kampar 99 1 Belum aktif
Not Active

Directors' Report
Struktur Grup Perusahaan

Company’s Group Structure
PT PERTAMINA (PERSERO) PT PERTAMINA DANA VENTURA
90.06% 9.94%
1%
PT Pertamina Hulu Energi Tomori Sulawesi PT Pertamina Hulu Energi Jabung
PT Pertamina Hulu Energi Karama PT Pertamina Hulu Energi Gebang N Sumatera
PT Pertamina Hulu Energi Donggala PT Pertamina Hulu Energi Raja Tempirai
PT Pertamina Hulu Energi Salawati PT Pertamina Hulu Energi Ogan Komering
PT Pertamina Hulu Energi Salawati Basin PT Pertamina Hulu Energi Kakap
PT Pertamina Hulu Energi Simenggaris PT Pertamina Hulu Energi South Jambi B
PT Pertamina Hulu Energi Tengah K PT Pertamina Hulu Energi Coastal Plain Pekanbaru
PT Pertamina Hulu Energi Makassar Strait PT Pertamina Hulu Energi Corridor
PT Pertamina Hulu Energi Tuban East Java PT Pertamina Hulu Energi NSO
PT Pertamina Hulu Energi West Madura Offshore PT Pertamina Hulu Energi MNK Sakakemang
PT Pertamina Hulu Energi Jambi Merang PT Pertamina Hulu Energi Kampar

Nama dan Alamat Lembaga dan/atau Lembaga Names and Addresses of Agencies and/or
Penunjang Supporting Agencies
No Nama Lembaga Alamat

Agency’s Name Address
1 Kantor Akuntan Publik Indonesia Stock Exchange Building, Tower 2, 7th Floor
Public Accounting Firm Jl. Jend. Sudirman Kav.52-53
Purwantono, Sungkoro & Surja Jakarta 12190, Indonesia
(Ernst & Young) Tel: +62 21 5289 5000
Fax: +62 21 5289 4100
ey.com/id
2 Kantor Penasehat Hukum Summitmas I, 16th – 17th Fls.

Legal Adviser Office Jl. Jendral Sudirman Kav.61 – 62
Makarim & Taira S. Jakarta 12190, Indonesia
P : +62 21 2521272, 5200001
F : +62 21 2522750, 2521830
Jantje Rumegang, SH Jl. Sungai Musi, Kelurahan Singkil Dua, Lingkungan II, Kecamatan Singkil
Manado, Indonesia
P : +62 431 95234
HP : +62 813 5656 4123, +62 821 8707 0467
Soesilo Ariwibowo & Rekan Grha DeKA

Jl. TB. Simatupang Kav.8 Kebagusan
Jakarta 12520, Indonesia
P : +62 21 78840647, 78840671, 78810740
F : +62 21 78840638
3 Notaris Jl. Boulevard Raya Blok K4 No.3, Kelapa Gading Permai

Notary Jakarta 14240, Indonesia
Marianne Vincentia Hamdani, SH P: +62 21 4523463, +62 21 4532923, +62 21 4532708
F: +62 21 45854285
Keikutsertaan Perusahaan dalam Organisasi [G4-16]

Involvement of Company in Organization
Nama Lembaga Penjelasan Description

Name of Institution
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
Directors' Report
/ 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 Corporate Governance Social & Environment Responsibility Financial Statements
Bila proyek-proyek tersebut selesai dan secara bertahap When the projects are completed and commercially operated, in
beroperasi komersial, maka pada tahun 2019 Perusahaan 2019 the Company will be the largest geothermal producer and
menjadi pengembang panas bumi terbesar dan perusahaan leading geothermal company in Indonesia. Total installed capacity
panas bumi terkemuka di Indonesia. Total kapasitas terpasang in 2019 will achieve 907 MW, equivalent to saved use of 42,901
pada tahun 2019 mencapai 907 MW, setara dengan barrel oil equivalent per day (BOEPD).
penghematan penggunaan 42.901 barrel oil equivalent per day
(BOEPD).
Tinjauan Umum General Review

Sebagai negeri yang berada pada jalur cincin api karena terletak As a country that traversed with ring of fire owing to numerous
pada jalur gunung berapi (ring of fire), Indonesia memiliki volcanoes, Indonesia has the largest potential geothermal in
potensi panas bumi yang besar di dunia. Bila dimanfaatkan the world. If it is optimized to its maximum capacity, then it
dengan optimal, panas bumi bisa menjadi sumber energi lain will become an energy resource that could dampen the nation’s
yang memiliki jangka waktu pemanfaatan yang lama. Sehingga, dependency to oil.
Indonesia tidak lagi bergantung pada minyak bumi yang
ketersediaannya terbatas.
Kondisi ini mendorong Pemerintah Indonesia terus berupaya This circumstance encouraged the Government of Indonesia to
meningkatkan pemanfaatan panas bumi sebagai sumber constantly improve geothermal utilization as a renewable energy
energi terbarukan. Selaras dengan hal tersebut, Perusahaan resource. In keeping with this, the Company also increased the
secara berkesinambungan juga menambah kapasitas produksi capacity of geothermal production and electricity production of
uap panas bumi dan kapasitas produksi listrik unit-unit PLTP. PLTP units.
Perusahaan menyadari, peningkatan kapasitas produksi tidak The Company realized the complication of increasing production
mudah dilakukan. Ada berbagai kendala, tantangan dan risiko capacity. There were various obstacles, challenges and risks that
yang harus dihadapi Perusahaan, baik di lingkup nasional had to be addressed by the Company, nationally and globally.
maupun global. Namun demikian, semuanya kami hadapi However, all of these complications were well managed in order
dengan penuh keyakinan untuk terus maju dan berkembang. to grow and advance.
Di lingkup nasional, dinamika yang dihadapi adalah perizinan As national scope, one of dynamics that faced by the Company
dan peraturan perundang-undangan. Hal ini tidak terlepas was permits and legislations. This is due to part of geothermal
dari sebagian Wilayah Kuasa Pengusahaan (WKP) panas bumi working areas (WKP) are resided in protected forests, national
Perusahaan yang berada di dalam kawasan hutan lindung, parks, or conservation forests. The presence of Law Number 21
taman nasional, maupun hutan konservasi. Keberadaan Year 2014 concerning Geothermal is expected to provide solutions
Undang-Undang No.21 Tahun 2014 Tentang Panas Bumi, to the related obstacle.
diharapkan bisa menjadi solusi atas kendala tersebut.
Sementara di tataran global, dinamika utama adalah In global perspective, the main dynamic was exchange rates
pergerakan kurs dan nilai tukar dolar Amerika Serikat (USD). movement and exchange rates of USD, which caused a fluctuation
Kondisi ini menyebabkan fluktuasi nilai pembiayaan karena to financing value as most development process of potential
sebagian besar biaya investasi pengembangan proyek potensi geothermal projects used USD currency.
panas bumi dilakukan dalam mata uang USD.

Directors' Report
Namun demikian secara umum, berbagai kendala yang Nevertheless, in majority a number of obstacles endured by
dihadapi tidak mempengaruhi kinerja Perusahaan sepanjang the Company did not affect its performance so far as 2015. It
2015. Perusahaan tetap dapat memperlihatkan pertumbuhan persistently displayed a significant growth and able to sustain its
signifikan dan mampu mempertahankan keberlanjutannya. stance.
Kondisi Bisnis 2015 Business Condition in 2015

Perusahaan merupakan produsen utama energi panas bumi di As leading geothermal producer in Indonesia with 12 Working
Indonesia dan memiliki 12 WKP panas bumi, baik yang dikelola Areas, both self-owned and Joint Cooperation Contracts (JOCs),
sendiri maupun Kontrak Operasi Bersama (KOB). Hingga akhir until the end of 2015 the Company concentrated its production
2015, Perusahaan memusatkan kegiatan peningkatan produksi activities in 4 Working Areas, as seen below: [G4-4]
di 4 area, yaitu: [G4-4]
1. Kamojang (235 MW), 1. Kamojang (235 MW),
2. Lahendong (80 MW), 2. Lahendong (80 MW),
3. Sibayak (12 MW) dan 3. Sibayak (12 MW) and
4. Ulubelu (110 MW). 4. Ulubelu (110 MW).
Di samping itu, proyek-proyek yang sedang dikembangkan Besides the above, below are the developing projects:
meliputi:
1. Ulubelu Unit III dan IV (2X55 MW), 1. Ulubelu Unit III and IV (2X55 MW),
2. Lumut Balai Unit I dan II (2X55 MW), 2. Lumut Balai Unit I and 2 (2X55 MW),
3. Lumut Balai Unit III dan IV (2X55 MW), 3. Lumut Balai Unit III and IV (2X55 MW),
4. Lahendong Unit V dan VI (2X20 MW), 4. Lahendong Unit V and VI (2X20 MW),
5. Karaha Unit I (1x30 MW), 5. Karaha Unit I (1x30 MW),
6. Hululais Unit I dan II (2X55 MW) dan 6. Hululais Unit I and II (2X55 MW) and
7. Sungai Penuh Unit I dan II (2X55 MW) 7. Sungai Penuh Unit I and II (2X55 MW)
Sepanjang 2015, kegiatan operasional perusahaan berjalan During 2015, operational activities implemented by the Company
dengan baik dan mampu menyelesaikan proyek Kamojang ran well and able to complete Kamojang Unit V project earlier than
Unit V lebih awal dari waktu yang ditetapkan. Hal ini the agreed timeline. This was due to an integrated working system
terjadi karena sudah terintegrasinya sistem pekerjaan dan and decision making, so that operation time could be compressed
pengambilan keputusan, sehingga waktu operasi juga dapat and quality of production process was well-maintained.
dipersingkat dan kualitas proses produksi tetap terjaga dengan
baik.
Pengembangan Usaha Business Development

Dengan pengalaman dan kinerja yang terbukti selama ini, serta With to date experience and performance, and supported by
didukung sumber daya manusia yang kompeten, Perusahaan competent human capital, the Company sets its geothermal
menetapkan target pengembangan energi panas bumi sebesar development target as much as 2,267 MW in 2025, which
2.267 MW pada tahun 2025. Jumlah tersebut setara dengan equivalent to saved use of 107,229 BOEPD.
penghematan pemakaian minyak bumi sebesar 107.229
BOEPD.
Target tersebut sejalan dengan Kebijakan Energi Nasional yang Such target is in line with National Energy Policy that sets target
menetapkan target penggunaaan Energi Baru dan Terbarukan of use on New and Renewable Energy (NRE) at 23% in 2025 and
(EBT) sebesar 23% pada 2025, serta 31% pada tahun 2050. 31% in 2050. The Government of Indonesia targets an increase
Pemerintah Indonesia menargetkan peningkatan produksi in electricity production out of geothermal utilization with total
listrik dari pemanfaatan energi panas bumi dengan total installed capacity to 7.1 GW in 2025.
kapasitas terpasang menjadi 7,1 GW pada tahun 2025.

Perusahaan menjadi bagian dari Pemerintah dalam upaya The Company is in force with the Government in increasing
menambah ketersediaan pasokan listrik dan peningkatkan electricity supply and electrification ratio. Other than that, the
rasio elektrifikasi. Selain itu, Perusahaan ikut serta dalam Company also participates in expanding a promising geothermal
pengembangan pemanfaatan panas bumi yang menjanjikan development towards business growth. The high demand of
dalam pertumbuhan usaha. Dicirikan oleh tingginya kebutuhan electricity is required for the needs of household, industry and
listrik, baik untuk keperluan rumah tangga maupun industri service sector.
dan jasa.
Tinjauan Operasi Per Segmen Usaha Operation Review per Business Segment
Kegiatan Eksplorasi dan Pengembangan Exploration and Development Activities
Kegiatan eksplorasi dan pengembangan dilaksanakan oleh Exploration and Development activities are under the responsibility
Direktorat Eksplorasi dan Pengembangan. Dipimpin oleh of Directorate of Exploration and Development, which led by
Direktur Eksplorasi dan Pengembangan, dengan dibantu Vice Exploration and Development Director and supported by Vice
President (VP) Strategic Planning & Business Development, VP President (VP) of Strategic Planning & Business Development, VP
Exploration & Exploitation serta VP Project Development. of Exploration & Exploitation as well as VP Project Development.
Bidang Strategic Planning & Bussines Development mengurusi The division of Strategic Planning & Business Development
kegiatan meliputi penyusunan kebijakan perusahaan termasuk handles activities that involve formulating company’s policies
strategi bisnis pengembangan serta menuangkannya dalam including business development along with putting it into Work
Rencana Kerja dan Anggaran Perusahaan (RKAP) dan Rencana Plan and Budget (RKAP) and Long Term Plan (RJPP), guiding
Kerja Jangka Panjang Perusahaan (RJPP), mengarahkan the implementation of risk management within the scope of
implementasi manajemen risiko dalam rangka risk assessment risk assessment and risk mitigation, as well as determining and
dan penyusunan mitigasi risiko, serta menentukan dan controlling the implementation of strategy plan, policies and
mengendalikan implementasi rencana strategi, kebijakan dan quality management activities.
kegiatan manajemen mutu.
Bidang exploration & exploitation mengurusi seluruh kegiatan The division of exploration and exploitation manages the entire
eksplorasi di seluruh WKP milik Perusahaan dengan status exploration in Working Areas (WKP) owned by the status of project
proyek dan green field. Tujuannya untuk memastikan and green field. It aims to ensure the readiness of geothermal
ketersediaan uap panas bumi dan menentukan lokasi perluasan steam and determine the expansion location for the existing
panas bumi yang ada. geothermal.
Kegiatan eksplorasi yang dilakukan meliputi studi geoscience Such exploration activities include geoscience study (geology,
(geologi, geokimia, geofisika, geomatika, reservoir) system geochemist, geophysics, geomatics, and reservoir) of geothermal
panas bumi. Studi yang dilakukan dimulai dari pengukuran, system starting with measurement, processing, analysts,
pengolahan, analisa, evaluasi, interpretasi data geoscience, evaluation, interpretation of geoscience data, and exploration
dan pemboran eksplorasi. Kesimpulan studi geoscience dalam drilling. Conclusion to which is drawn from the study is conducted
eksekusinya, dilakukan oleh Bidang Project Development hingga by the Division of Project Development until a project is ready to
suatu proyek panas bumi siap menghasilkan listrik. generate electricity.
Gambaran besar kegiatan Bidang Project Development dalam The idea of the Division of Project Development in developing a
mengembangkan suatu project panas bumi meliputi kegiatan geothermal project is revolve around planning, implementation
perencanaan, pelaksanaan dan pengendalian proyek untuk and controlling project activities to ensure the objectivity of a
memastikan bahwa tujuan project yaitu Safety, On Time, On project adheres to Safety, On Time, On Budget, On Specification
Budget, On Specification dan On Return dapat tercapai. and On Return.

Directors' Report
Struktur Organisasi Direktorat

Eksplorasi dan Pengembangan Direktur Utama
Organization Structure of President Director
Department of Planning and
Development
Direktur Eksplorasi & Pengembangan

Exploration & Development Director
VP Strategic VP Exploration & VP Project

Planning & Business Exploitation Development
Development

Selama kurun waktu periode pelaporan, Perusahaan memiliki During the period of report, the Company planned out 21
rencana pemboran sebanyak 21 sumur pengembangan dan development wells and 10 Rework of Reparation Wells (KURS), of
10 sumur Kerja Ulang Reparasi Sumur (KURS). Adapun realisasi which it managed to realize 20 wells and 6 on going wells, as well
pemboran yang terlaksana sebanyak 20 sumur dan 6 sumur on as 7 KURS and 1 on going KURS.
going, serta 7 sumur KURS dan 1 on going KURS.
Status Pemboran Area dan Proyek

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

Project/Area Progress
1 Area Kamojang Rencana pemboran 3 sumur make up dan 3 sumur KURS, realisasi selesai 3 sumur make up (KMJ-70/3, KWK-A/3
dan KWK-A/4) dan 1 sumur KURS on going.
Plan of drilling 3 make up wells and 3 KURS wells with 3 make up wells were developed (KMJ-70/3, KWK-A/3 and
KWK-A/4) and 1 KURS wells on going.
2 Area Ulubelu Rencana pemboran 3 sumur make up dan 4 sumur KURS, realisasi selesai 2 sumur make up (UBL-R2/2 dan
UBL-R2/3) dan selesai 4 sumur KURS (UBL-12, UBL-13, UBL-6 dan UBL-27).
Plan of drilling 3 make up wells and 4 KURS wells with 2 make up wells (UBL-R2/2 and UBL-R2/3) and 4 KURS wells
(UBL-12, UBL-13, UBL-6 and UBL-27) were realized.
3 Area Lahedong Rencana pemboran 4 sumur make up, realisasi selesai 4 sumur (LHD-39, LHD-13/6, LHD-13/7 dan LHD-2/2) dan 1
sumur on going (LHD-25/2) dan 1 sumur work over (LHD-24) sedang on going.
Plan of drilling 4 make up wells with achievement on 4 wells (LHD-39, LHD-13/6, LHD-13/7 and LHD-2/2) and 1 on
going well (LHD-25/2) and 1 on going work over well (LHD-24).
4 Proyek Karaha Rencana pemboran 1 sumur KURS. Realisasi selesai pemboran sumur KURS KRH 2/1.
Plan of drilling 1 KURS well and rig mobilizing of well KRH-2/1.
5 Proyek Ulubelu Rencana pemboran 5 sumur pengembangan, realisasi selesai 4 sumur (UBL-K/1, UBL-R2/1, UBL-K/2 dan
UBL-R2/4) dan 2 sumur on going (UBL-I/3 dan UBL-R2/5).
Plan of drilling 5 development wells with achievement on 4 wells (UBL-K/1, UBL-R2/1, UBL-K/2 and UBL-R2/4) and 2
on going wells (UBL-I/3 and UBL-R2/5).
6 Proyek Lahendong Rencana pemboran 2 sumur pengembangan dan 2 sumur KURS, realisasi selesai 2 sumur pengembangan
(LHD-R2/2 dan LHD-R1/2) dan 2 sumur KURS (LHD-33 dan LHD-31)
Plan of drilling 2 development wells and 2 KURS wells with achievement on 2 development wells (LHD-R2/2 and
LHD-R1/2) and 2 KURS wells (LHD-33 and LHD-31)
7 Proyek Lumut Balai Rencana pemboran 3 sumur pengembangan, realisasi selesai 3 sumur (LMB-6/2 dan LMB-9/3 dan LMB-B/1) dan
1 sumur on going (LMB-B/2)
Plan of drilling 3 development wells with achievement on 3 wells (LMB-6/2 and LMB-9/3 and LMB-B/1) and 1 on
going well (LMB-B/2).
8 Proyek Hululais Rencana pemboran 1 sumur pengembangan, realisasi selesai 2 sumur (HLS-A/2 dan HLS-A/3) dan 2 sumur on
going (HLS-E/1 dan HLS-M/1)
Plan of drilling 1 development well with achievement on 2 wells (HLS-A/2 and HLS-A/3) and 2 on going wells
(HLS-E/1 and HLS-M/1).

Directors' Report
Kegiatan Operasional Operational Activities

Setelah dipisahkan dari berbagai zat dan materi yang ada di After a separation from various substances and materials,
dalamnya, uap panas bumi dari sumur produksi dialirkan ke geothermal steam from production well is distributed to PLTP unit
unit PLTP melalui main steam valve (MSV) – govermor valve. Di through main steam valve (MSV) – govermor valve. At PLTP unit,
unit PLTP, baik milik sendiri maupun milik independent power either self-owned or independent power producer (IPP), the steam
producer (IPP), uap panas bumi digunakan untuk memutar is used to rotate turbine so as generate electrical power. Passing
turbin hingga menghasilkan daya listrik. Selanjutnya melalui through a transformer step-up, the electrical voltage is increased
transformer step-up, daya listrik dinaikkan tegangannya dan and connected to electricity distribution system managed by PT
dihubungkan dengan sistem penyaluran listrik yang dikelola PT PLN (Persero).
PLN (Persero).
Kegiatan Operasional dilaksanakan oleh Direktorat Operasi, Operational activities are conducted by Directorate of Operation,
yang dipimpin oleh Direktur Operasi, dengan dibantu oleh VP piloted by Operation Director, with the assistance of Vice
Operation & Engineering, VP Drilling, VP Partnership dan para President of Operation & Drilling, VP of Drilling, VP Partnership
General Manager Area. and all General Manager Area.
Struktur Organisasi
Direktorat Operasi Direktur Utama
President Director
Organization Structure of
Department of Operational
Direktur Operasi
Operation Director
Vice President General Manager

Operation & Kamojang Area
Engineering

Drilling Ulubelu Area

Partnership Lahendong Area

Sampai dengan 31 Desember 2015, Perusahaan memiliki dan Up to December 31st, 2015, the Company owns and operates 3
mengoperasikan 3 unit PLTP milik sendiri, sedangkan 11 unit own PLTP units, while the other 11 PLTP units are operated in
PLTP lainnya dioperasikan bekerja sama dengan IPP. cooperation with IPP.
Unit PLTP Operasional

Operational PLTP Unit
Keterangan Kapasitas Total

Area Unit
Description Capacity Total
(MW)
I Kerjasama PT Indonesia Power 30

Partnership of PT Indonesia Power
II Kerjasama PT Indonesia Power 55

III Kerjasama PT Indonesia Power 55

Kamojang 235
IV Dikelola oleh Perusahaan 60

Managed by Company
V Dikelola oleh Perusahaan 35

Managed by Company
I Kerjasama PT PLN (Persero) 20

Partnership of PT PLN (Persero)
II Kerjasama PT PLN (Persero) 20

Lahendong 80
III Kerjasama PT PLN (Persero) 20
IV Kerjasama PT PLN (Persero) 20

I Kerjasama PT Dizamatra Powerindo 5

Partnership of PT Dizamatra Powerindo
II Kerjasama PT Dizamatra Powerindo 5

Sibayak 12
Partnership of PT Dizamatra Powerindo
Monoblok Dikelola oleh Perusahaan 2

Managed by Company
I Kerjasama PT Indonesia Power 55

Ulubelu 110
II Kerjasama PT Indonesia Power 55
Total 437

Directors' Report
Realisasi produksi uap panas bumi setara listrik pada 2015 Realization of geothermal steam production equivalent to
sebesar 3.056,82 GWh. Jumlah tersebut mencapai 104,4% dari electricity in 2015 reached 3,056.82 GWh. It serves as an
target Rencana dan Anggaran Kerja Perusahaan (RKAP) 2015 achievement of 104.4% to the 2015 Work Plan and Budget
Revisi sebanyak 2.929,24 GWh, dan naik dibandingkan tahun Revision (RKAP) that was set at 2,929.24 GWh, to which it
2014 sebesar 2.831,40 GWh. experienced an increase from 2,831.40 GWh in 2014.
Secara rinci, realisasi produksi panas bumi setara listrik selama In details, the realization of geothermal production equivalent to
2015 pada masing-masing Area adalah sebagai berikut: electricity throughout 2015 in each Area is described as follow:
• Area Kamojang • Kamojang Area

Realisasi uap produksi panas bumi setara listrik Area Geothermal steam production equivalent to electricity in
Kamojang tahun 2015 mencapai 1.590,91 GWh, atau Kamojang Area in 2015 achieved 1,590.91 GWh or 105.7%
105,7% dari RKAP 2015 Revisi. Angka ini naik dibandingkan of the 2015 RKAP Revision. The number increased compared
realisasi tahun 2014 sebesar 1.401,31 GWh. Hal ini to the 2014 realization at 1,401.31 GWh. This was due to
disebabkan karena beroperasinya PLTP Kamojang Unit V the operation of PLTP Kamojang Unit V on June 29th, 2015
pada 29 Juni 2015 yang lebih cepat dari target semula yaitu that ran swifter than its initial target, which was on July 21st,
21 Juli 2015. Pengoperasian unit baru PLTP menjadikan 2015. The operation increased the installed capacity by 35
kapasitas terpasang PLTP bertambah 35 MW. Dengan MW, which in total reached 235 MW by December 31st, 2015.
demikian total kapasitas terpasang Area Kamojang hingga
31 Desember 2015 adalah 235 MW.
• Area Lahendong • Lahendong Area

Realisasi produksi uap panas bumi setara listrik Area Geothermal steam production equivalent to electricity in
Lahendong selama 2015 mencapai 599,88 GWh, atau Lahendong Area in 2015 was 599.88 GWh, or 104.4% of
104,4% dari RKAP 2015 Revisi. Jumlah tersebut naik the 2015 RKAP Revision. The number increased compared
dibandingkan 2014, yang sebesar 504,81 GWh. Kondisi ini to 2014, which obtained 504.81 GWh due to the success of
dikarenakan keberhasilan optimalisasi produksi termasuk: production optimization, included:
1. Inovasi pembangunan fasilitas interkoneksi antar 1. Innovation of interconnection facility development

unit di Area Lahendong sehingga meningkatkan between units in Lahendong Area up to the enhancement
pembangkitan di Unit I dan II. of generation in Unit I and II.
2. Inovasi pembangunan fasilitas interchange 2. Innovation of interchange facility development between
antara Unit III dan Unit IV sehingga meningkatkan Unit III and Unit IV up to the enhancement of generation
pembangkitan di Unit III. of Unit III.
3. Keberhasilan pemboran sumur make up di Kluster-4 3. Attainment of make up well drilling in Cluster 4, which
yaitu LHD-38, berkontribusi pada peningkatan was LHD-38, which contributed to the enchancement of
pembangkitan di Unit I dan II generation in Unit I and II.

• Area Sibayak • Sibayak Area

Realisasi produksi uap panas bumi setara listrik Area The realization of geothermal production equivalent to
Sibayak selama tahun 2015 adalah 0,03 GWh, atau 0,1% electricity in Sibayak Area in 2015 attained 0.03 GWh or 0.1%
dari RKAP tahun 2015 Revisi. Jumlah tersebut berkurang of the 2015 RKAP revision. It diminished as to the previous
dibandingkan realisasi tahun sebelumnya sebanyak 13,94 realization, which was 13.94 GWh. This decrease was inflicted
GWh. Penurunan ini disebabkan karena: by:
1. PLTP Unit I mengalami unplanned shutdown sejak 1. The unplanned shutdown of PLTP Unit I since January 6th,
tanggal 6 Januari 2015 akibat kerusakan turbin PLTP 2015 due to PLTP’s turbine failure owned by Dizamatra.
milik Dizamatra.
2. PLTP Unit II selama tahun 2015 tidak beroperasi 2. The absence of operation of PLTP Unit II throughout
sejak Maret 2013 karena kerusakan di sisi PLTP milik March 2015 due to damages occurred to the PLTP
Dizamatra. owned by Dizamatra.
• Area Ulubelu • Ulubelu Area

Realisasi produksi uap panas bumi pada 2015 sebesar The realization of geothermal steam production in 2015
876,01 GWh, atau 104% dari RKAP 2015 Revisi. Produksi ini reached 876.01 GWh or 104% of the 2015 RKAP revision. It
turun dibandingkan realisasi produksi 2014 yang mencapai declined compared to the 2014 production, which obtained
911,34 GWh. Kondisi ini dikarenakan adanya penurunan 911.34 GW. This was triggered by the declining production
jumlah produksi penyuplai uap di PLTP Unit I dan II serta well of steam supply at PLTP Unit I and Unit II as well as
unplanned shutdown Unit I selama 4 hari akibat mundurnya unplanned shutdown of Unit I for 4 days as a consequence to
realisasi pemeliharaan PLTP yang dijadwalkan 10 hari the delay of PLTP maintenance that was scheduled from 10
menjadi 14 hari. to 14 days.
Area Kamojang
Kamojang Area

Directors' Report
Total Produksi Uap dan Listrik (setara listrik) (GWh) [G4-OG1]

Total Production of Steam and Electricity (equivalent to electricity) (GWh)
Area 2015 2014 2013
Realisasi
RKAP % RKAP
Realization
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
123.31 159.25 129% Belum Beroperasi

Unit V
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

Directors' Report
Aspek Pemasaran Marketing Aspect

Bidang usaha pemanfaatan panas bumi merupakan bidang Geothermal utilization is deemed as business that has special
usaha yang bersifat khusus karena membutuhkan investasi characteristics as it requires large investment and in-depth
besar dan penguasaan teknologi. Karakteristik ini menjadikan technology expertise. These characteristics are also the reasons
tidak banyak pelaku usaha yang bergerak di bidang usaha behind the lack of business players in geothermal utilization
pemanfaatan panas bumi. business.
Energi panas bumi sendiri bersifat tidak dapat disimpan atau Geothermal energy holds the nature of cannot be reserve or
ditransportasikan (ekspor), tetapi hanya bernilai melalui transported (export), it only holds value through “on-site and site
pemanfaatan “on-site dan site specific”. Dengan demikian specific” utilization. Hence, it commercially depends on business
pemanfaatan energi panas bumi secara komersial sangat commitment affected by many factors, especially market ability,
tergantung pada komitmen bisnis yang dipengaruhi banyak business aspect, technical and in effect policies.
faktor, terutama kemampuan pasar, aspek bisnis, teknis dan
kebijakan yang diberlakukan.
Produk yang dihasilkan Perusahaan adalah uap panas bumi Products that are generated by the Company are geothermal
dan listrik, dan dipasarkan terbatas dalam sebuah mekanisme steam and electricity, of which then marketed in limited
perjanjian jual beli uap dan listrik, dengan pembeli adalah amount in a mechanism of steam and energy sales contract,
PT PLN (Persero) dan Independent Power Producer/ IPP with PT PLN (Persero) and Independent Power Producer/IPP
(PT Indonesia Power dan PT Dizamatra Powerindo). [G4-4, G4-8, (PT Indonesia Power and PT Dizamatra Powerindo). [G4-4, G4-8, G4-
G4-PR3] PR3]
Strategi Pemasaran Marketing Strategy

Produk yang spesifik dan pasar yang terbatas, menjadikan Specific products and limited market have put the Company
Perusahaan tidak pernah melakukan kegiatan promosi in a situation that never experiences free promotion, such as
bebas, seperti halnya jenis produk lainnya. Namun demikian, with other types of product. However, the Company continues
Perusahaan tetap melakukan strategi pemasaran dengan to execute marketing strategies that align with the prevailing
berpegang pada peraturan yang berlaku. Strategi pemasaran regulations. Such marketing strategies are more for providing
ini lebih banyak dilakukan untuk memberikan dukungan pada support to other activities, which in general leaning to education,
kegiatan lain, yang umumnya bersifat pendidikan, misalnya such as seminars and conferences.
seminar dan konferensi.
Hingga akhir 2015, semua kegiatan strategi pemasaran Up to the end of 2015, all of the marketing strategies did not
Perusahaan tidak menimbulkan perselisihan dan tidak ada trigger any conflicts and there was not found any breaches,
pelanggaran, baik dalam sponsor kegiatan maupun promosi. either in sponsored activities or promotions. [G4-PR6, G4-PR7]
[G4-PR6, G4-PR7]
Strategi utama pemasaran Perusahaan adalah: Main marketing strategies of the Company are seen below:
1. Penjualan uap panas bumi • Geothermal steam sales
Hingga akhir 2015, Perusahaan menjual uap panas bumi As far as 2015, the Company sold its geothermal steam to
kepada PT PLN (Persero) dan Independent Power Producer PT PLN (Persero) and Independent Power Producer through
melalui Perjanjian Jual Beli Uap (PJBU) dengan jangka Steam Sales Contract (PJBU) with a period of 30 years after
waktu sampai dengan 30 tahun setelah Tanggal Beroperasi Commercial Operation Date.
Komersial.
Penjualan uap panas bumi dilakukan sesuai dengan The sales on geothermal steam is conducted based on
ketetapan pada Perjanjian Jual Beli Uap (PJBU). Dengan stipulations stated in Steam Sales Contract (PJBU). Hence,
demikian tidak terdapat tuntutan hukum atau denda terkait there was no lawsuit or fine made against the sales of product.
dengan penjualan produk. [G4-PR9] [G4-PR9]

2. Penjualan listrik 2. Electricity sales

Perusahaan menjual tenaga listrik yang dihasilkan dari The Company sells electricity generated by its own Geothermal
Pembangkit Tenaga Listrik Tenaga Panas Bumi (PLTP) milik Power Plant (PLTP) to PT PLN (Persero) through Energy Sales
Perusahaan ke PT PLN (Persero) melalui Perjanjian Jual Beli Contract (PJBL) within a period of 30 years after Commercial
Listrik (PJBL) dengan jangka waktu sampai dengan 30 tahun Operation Date.
setelah Tanggal Operasi Komersial.
Kegiatan Pemasaran Marketing Activities

Perusahaan telah berhasil menandatangani perjanjian jual beli The Company has succeeded signing purchase and sale agreement
dengan beberapa pihak, diantaranya: with several parties, among others are:
• PT PLN (Persero) untuk Perjanjian Jual Beli Uap di Lahendong • PT PLN (Persero) for Steam Sales Contract of Lahendong Unit I,
Unit I, II, III & IV; Ulubelu Unit I & II; Hululais Unit I & II dan II, III & IV; Ulubelu Unit I & II Hululais Unit I & II and Sungai Penuh
Sungai Penuh Unit I & II. Adapun Perjanjian Jual Beli Listrik Unit I & II; whereas Energy Sales Contract were developed
untuk Kamojang Unit IV, Kamojang Unit V, Ulubelu Unit III & for Kamojang Unit IV, Kamojang Unit V, Ulubelu Unit III & IV,
IV, Karaha Unit I, Lumut Balai Unit I, II, III & IV dan Lahendong Karaha Unit I, Lumut Balai Unit I, II, III & IV and Lahendong Unit
Unit V & VI. V & VI.
• PT Indonesia Power untuk Perjanjian Jual Beli Uap Kamojang • PT Indonesia Power for Steam Sales Contract of Kamojang Unit
Unit I, II & III. I, II & III.
• PT Dizamatra Powerindo untuk Perjanjian Jual Beli Uap • PT Dizamatra Powerindo for Steam Sales Contract of Sibayak
Sibayak Unit I & II. Unit I & II.
Pangsa Pasar Market Share

Dengan beroperasinya PLTP Kamojang Unit V, maka total With the operation of PLTP Kamojang Unit V, then the total
produksi daya listrik dan uap panas bumi setara listrik pada production of electricity power and geothermal equivalent to
tahun 2015 mencapai 437 MW. Jumlah tersebut meliputi electricity in 2015 reached 437 MW, in which 30.38% derived
30,38% dari total produksi nasional daya listrik dan uap from the total national production of electrical power and
panas bumi setara listrik. Penguasaan pasar oleh Perusahaan geothermal equivalent to electricity. The Company’s power in
mengalami peningkatan dibandingkan tahun sebelumnya market share encountered an increase compared to the previous
sebesar 28,64%. year by 28.64%.
Secara keseluruhan, total kapasitas PLTP terpasang di Indonesia Overall, the total installed capacity of PLTP in Indonesia achieved
sebesar 1.438,5 MW, yang berarti naik dibandingkan 2014 yang 1,438.5 MW, which depicted an increase from 1,403.5 MW in
sebanyak 1.403,5 MW. 2014.
Kebijakan Dividen Dividend Policy

Perusahaan merupakan anak perusahaan PT Pertamina As a subsidiary of PT Pertamina (Persero), the Company’s dividend
(Persero). Dengan demikian kebijakan pembagian dividen policy refers to that of the parent company and stipulated in
dilakukan dengan mengacu kepada kebijakan PT Pertamina General Meeting of Shareholders (GMS) dated May 30th, 2014,
(Persero) dan ditetapkan dalam Rapat Umum Pemegang which developed into a deed by Marianne Vincentia Hamdani S.H.
Saham (RUPS) tanggal 30 Mei 2014 yang telah diaktakan oleh with Notary Number 20 dated June 16th, 2014, and GMS dated
Marianne Vincentia Hamdani S.H., dengan Akta Nomor 20 November 3rd, 2015, which developed into a deed by Marianne
tanggal 16 Juni 2014, dan RUPS tanggal 3 November 2015 Vincentia Hamdani S.H. with Notary Number 48 dated November
yang telah diaktakan oleh Marianne Vincentia Hamdani S.H., 17th, 2015.
dengan Akta Nomor 48 tanggal 17 November 2015.

Directors' Report
Total deviden tahun buku 2015 yang dibagikan adalah Total dividend per share of fiscal year 2015 was USD30.49
USD30.49 juta, dengan jumlah deviden kas per saham sebesar million, with cash dividend per share in the amount of USD43.89
USD43.89 dan payout ratio 35,83%. and payout ratio at 35.83%.
Keterangan | Description Jumlah | Total
Pengumuman dividen pada tahun 2014 yang berhubungan dengan laba bersih tahun 2013 8,707
Declaration of dividend in 2014 pertaining to profit in 2013
Pengumuman dividen pada tahun 2015 yang berhubungan dengan laba bersih tahun 2014 30,488
Declaration of dividend in 2015 pertaining to profit in 2014
Dalam ribuan USD | In thousand USD
Program Kepemilikan Saham Oleh Pekerja dan/ Stock Ownership Program By Employee and/or
atau Manajemen (ESOP/MSOP) Management (ESOP/MSOP)
Perusahaan tidak memiliki kebijakan terkait program The Company has no policies related to stock ownership program
kepemilikan saham Perusahaan oleh pekerja dan/atau by employee and/or management as it is a subsidiary of PT
manajemen. Hal ini dikarenakan Perusahaan merupakan anak Pertamina (Persero) whose shares are completely owned by the
perusahaan PT Pertamina (Persero) yang sahamnya dimiliki State. Hence, there is naught information of stock ownership by
sepenuhnya oleh Negara. Dengan demikian tidak ada informasi employees nor management that can be stated in this report.
kepemilikan saham pekerja atau manajemen yang dapat
disampaikan dalam pelaporan ini.
Realisasi Penggunaan Dana Hasil Penawaran Realized Fund Utilization Of Proceeds From
Umum Public Offering
Hingga akhir periode pelaporan, Perusahaan belum pernah Extending to the end of reporting period, the Company has never
melakukan penawaran umum saham. Kondisi ini berkaitan performed public offering. This condition relates to the nature of
dengan jenis Perusahaan yang bersifat tertutup dan menjadi business of the Company, which is private and that it is a subsidiary
anak perusahaan milik Negara. Dengan demikian, laporan of a state-owned company. Therefore, this report has no capacity
ini tidak dapat memberikan informasi mengenai realisasi to provide information regarding the realized fund utilization of
penggunaan dana hasil penawaran saham umum. proceeds from public offering.
Informasi Material Mengenai Investasi, Material Information on Investment,

Ekspansi, Divestasi, Penggabungan/Peleburan Expansion, Divestment, Business Merger/
Usaha, Akuisisi Atau Restrukturisasi Utang/ Fusion, Acquisition or Restructuring of Debt/
Modal Capital
Perusahaan dengan dukungan dari PT Pertamina (Persero) The Company with the support of PT Pertamina (Persero) has
telah menyiapkan peta jalan dengan mengalokasikan investasi allocated an investment road map of USD646.12 million.
sebesar USD646.12 juta.

Biaya investasi tersebut akan digunakan untuk membiayai, The investment cost will be used to finance, among others:
diantaranya:
• Kegiatan investasi Business Development (BD), yaitu • Business Development investment activities, which
melanjutkan pengembangan 7 proyek geothermal terdiri concentrates on developing 7 geothermal projects, namely
dari: Ulubelu Unit III & IV, Lahendong Unit V & VI, Lumut Balai Ulubelu Unit III & IV, Lahendong Unit V & VI, Lumut Balai Unit
Unit I & II, Karaha, Lumut Balai Unit III & IV, Hululais, dan Sungai I & II, Karaha, Lumut Balai Unit III & IV, Hululais, and Sungai
Penuh. Rencana kegiatan investasi BD meliputi penyiapan Penuh. The activities include infrastructure groundwork,
infrastruktur, pemboran sumur pengembangan (produksi development well drilling (production and injection),
dan injeksi), uji produksi, penyiapan Front End Engineering production test, preparation of Front End Engineering
Design (FEED), Engineering Procurement Construction and Design (FEED), Engineering Procurement Construction and
Commissioning (EPCC) dan pembangunan PLTP skala kecil Commissioning (EPCC) and small scale of PLTP developments
untuk memanfaatkan uap yang tidak terserap atau tidak to utilize unabsorbed steam or that cannot be streamed into
dapat dialirkan kedalam sistem pemipaan. pipeline system.
• Kegiatan investasi Non-BD terutama investasi di Area operasi • Non-BD investment activities mainly in existing operation Areas
eksisting untuk kelancaran operasi dan mempertahankan for the continuity of operation and production maintenance,
produksi, meliputi pemboran sumur-sumur make up, which include make-up well drilling, installation procurement
pengadaan instalasi atau fasilitas pendukung operasi, Harta or operation supporting facilities, movable Capital Asset (HBM),
Benda Modal (HBM) bergerak, bangunan dan kegiatan buildings and exploration activities of Bukit Daun prospect.
eksplorasi prospek Bukit Daun.
Di tahun 2015, Perusahaan tidak melakukan transaksi terkait In 2015, the Company did not perform any transactions related
Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi to Expansion, Divestment, Business Merger/Fusion, Acquisition or
atau Restrukturisasi Utang/Modal. Restructuring of Debt/Capital.
Informasi Transaksi Material Mengandung Information Of Material Transactions Containing

Benturan Kepentingan Dan/Atau Transaksi Conflict Of Interests And/Or Transactions With
Dengan Afiliasi Affiliations
Transaksi Dengan Pihak Yang Memiliki Hubungan Istimewa Transactions with Special Related Parties/Affiliations
/Afiliasi
Sesuai dengan karakteristik Perusahaan, Perusahaan In accordance to the Company’s characteristics, it has relations to
mempunyai relasi dengan PT Pertamina (Persero) dan anak PT Pertamina (Persero) and other subsdiaries under one holding
perusahaan lain di bawah induk Perusahaan yang sama. company. Such transactions are financing, employee benefits
Transaksi ini meliputi pembiayaan, pembebanan imbalan kerja expenses, charging of interest, insurance cost, dividend and
pekerja perbantuan, pembebanan biaya bunga, biaya asuransi, transaction of other delivery of goods/services.
dividen dan transaksi penyerahan barang/jasa lainnya.
Dukungan finansial dari PT Pertamina (Persero) juga diberikan Financial support given by PT Pertamina (Persero) to the Company
kepada Perusahaan melalui surat No. 022/H00000/2015-S4, was stated through a letter Number 022/H00000/2015-S4, dated
tanggal 19 Januari 2015 yang menegaskan bahwa Pertamina, January 19th, 2015, which emphasized that Pertamina, as the
selaku induk perusahaan akan terus memberikan dukungan parent company would continue to provide financial support to
finansial kepada Perusahaan dalam kegiatan investasi dan the Company in the event of investments and operations. This
operasi. Dukungan ini dilakukan untuk periode yang sedikitnya particular support would be conducted at minimum of one year
satu tahun sejak tanggal surat tersebut dibuat. since the letter was developed.

Directors' Report
Di samping itu, Perusahaan juga mempunyai hubungan dengan Apart from the above, the Company also develops relations with
pihak-pihak terkait dalam melakukan transaksi, yaitu: related parties in performing transactions, namely:
Pemegang Saham | Shareholders PT. Pertamina dan PT. Pertamina Dana Ventura
PT. Pertamina and PT. Pertamina Dana Ventura
PT PLN (Persero) dan entitas anak

PT PLN (Persero) and its subsidiaries
PT Indonesia Power
Pemerintah PT Bank Negara Indonesia (Persero), Tbk

Government Related Entities
PT Bank Mandiri (Persero), Tbk
PT Bank Rakyat Indonesia (Persero), Tbk
PT Rekayasa Industri (Persero)
PT Pertamina Hulu Energi (PHE) dan entitas anak

PT Pertamina Hulu Energi (PHE) and its subsidiaries
PT Pertamina Bina Medika (Pertamedika)
PT Pertamina Training & Consulting (PTC)
PT Tugu Pratama Indonesia (TPI)

Afiliasi sesama anak perusahaan
Affiliates PT Pertamina EP
PT Pertamina Drilling Services Indonesia (PDSI)
PT Patra Jasa
PT Pertamina Retail
PT Mitra Tours & Travel (Mitra)
Semua transaksi tersebut diatas, diungkapkan dalam ‘Catatan All the above-mentioned transactions are articulated in ‘Notes to
atas Laporan Keuangan’. Financial Statements’.
Transaksi Dengan Pihak Berelasi Transactions with Related Parties

Sepanjang 2015, Perusahaan melakukan transaksi dengan Throughout 2015, the Company conducted transactions
pihak berelasi, yakni pihak yang memiliki hubungan kepemilikan with related parties, such as those with ownership or other
maupun sifat lain. Definisi pihak berelasi yang dipakai adalah characteristics. Definition of related parties refers to PSAK
sesuai dengan yang diatur dalam PSAK No. 7 (Revisi 2010), Number 7 (Revision 2010) on “Related Parties Disclosures”.
mengenai “Pengungkapan Pihak Berelasi”.

Sifat Hubungan Pihak Berelasi Bentuk Transaksi

Nature of Relationship Related Party Type of Transaction
Pemegang Saham Pertamina Pembelian dari Pertamina merupakan

Shareholders PT Pertamina Dana Ventura pembelian bahan bakar minyak untuk
kepentingan proyek-proyek panas bumi.
Purchases from Pertamina were fuel purchase
for the use of geothermal projects.
Entitas di bawah pengendalian yang sama PT Pertamina Hulu Energi Pembelian barang dan jasa
Entities under similar controlling PT Pertamina Bina Medika Purchase of goods and services
PT Pertamina Training & Consulting
PT Pertamina EP
PT Tugu Pratama Indonesia
PT Pertamina Drilling Services Indonesia
PT Patra Jasa
PT Mitra Tours & Travel
PT Pertamina Retail
PT Pertamina Lubricants
PT Pertamina Gas
Entitas berelasi dengan Pemerintah PT PLN (Persero) & entitas anak Penjualan uap dan listrik, pembelian jasa serta
Entities related to the Government PT Indonesia Power pendapatan bunga yang berasal dari Bank
PT Rekayasa Industri (Persero) milik Negara.
PT Waskita Karya (Persero) Sales of steam and electricity, purchase of
PT Telekomunikasi Indonesia Tbk services as well as interest income derived from
Bank BNI State Owned Banks.
Bank Mandiri
Bank BRI
Tingkat Kesehatan Perusahaan 2015 The Company’s Level of Performance 2015

Sepanjang tahun 2015, Perusahaan telah memenuhi target Throughout 2015, the Company has met the performance targets
kinerja yang ditetapkan RKAP berdasarkan tingkat kesehatan set by the level of corporate health RKAP with A (healthy) criteria.
perusahaan dengan kriteria A (sehat).
Indikator Bobot RKAP Hasil Audit % RKAP Skor

Indikator Weight RKAP Audited % of RKAP Score
1 2 3 4 (3:2) 5
Kinerja Keuangan | Financial Performance 70 51 57 112 78.2
Kinerja Pertumbuhan | Growth Performance 20 2 1 50 10.0
Kinerja Administrasi | Administration Performance 10 10 10 100 10.0
Skor Total | Total Score 100 63 68 108 98.2
Kriteria | Criteria BBB A (Sehat)

(Kurang Sehat) A (Healthy)
BBB
(Less Healthy)

Directors' Report
Laporan Sinergi Perseroan Dengan Anak Perusahaan Dan Afiliasi Pertamina

Report of Company’s Synergy with Pertamina’s Subsidiaries and Affiliations
2014 2015
No Nama Perusahaan Bentuk Sinergi Pendapatan Beban Pendapatan Beban

Company's Name Synergize Revenue Expense Revenue Expense
1 PT Pertamina Drilling Kesepakatan bersama jasa pemboran dan/atau - USD66.02 - USD108.75

Services Indonesia jasa pendukung lainnya untuk sumur-sumur juta | million juta | million
panasbumi di seluruh proyek geothermal
Joint agreement on drilling services and/or other
supporting services for geothermal wells in the
entire geothermal projects.
2 PT Pertamina Penyediaan BBM untuk kegiatan operasional - USD14.19 - USD11.76

(Persero) Perusahaan di proyek dan area juta | million juta | million
Procurement of fuel for operational activities of
Company in projects and areas
3 PT Pertamina Pelaksanaan training, pengadaan konsultan - USD289 - USD801

Training & Consulting perorangan dan pengadaan pekarya/ ribu | thousand ribu | thousand
outsourcing
Implementation of training, procurement of
consultancy for individuals and procurement of
outsourcing
4 PT Pertamina Bina Penyediaan layanan kesehatan, medical check - USD224 - USD539

Medika up, medical evacuation bagi seluruh pekerja dan ribu | thousand ribu | thousand
klinik on site untuk seluruh area dan proyek
Health service providers, medical check up,
medical evacuation for all employees and on-site
clinics for all areas and projects
5 PT Prima Armada Penyediaan Kendaraan Ringan Penumpang - - - USD344

Raya untuk seluruh proyek ribu | thousand
Light Vehicles providers for all projects
6 PT Patra Jasa Penyedia jasa akomodasi (hotel) - USD42 - USD64

Accommodation service providers (hotel) ribu | thousand ribu | thousand
7 PT Tugu Pratama Asuransi Directors and Officers (D&O) Liability, - USD19 - USD138
Indonesia properti dan cost of well control ribu | thousand ribu | thousand
Insurance for Directors and Officers (D&O)
Liability, Property and Cost of Well Control

2014 2015
No Nama Perusahaan Bentuk Sinergi Pendapatan Beban Pendapatan Beban

Company's Name Synergize Revenue Expense Revenue Expense
8 PT Mitra Tours & Penyediaan tiket dan akomodasi bagi pekerja - USD143 - USD87
Travel Ticket and accommodation providers for ribu | thousand ribu | thousand
employees
Kerjasama pengisian BBM/kendaraan - USD86 - USD56

operasional ribu | thousand ribu | thousand
Cooperation in refueling/operational vehicles
9 PT Pertamina Retail
Pengadaan Air Mineral BRIGHT - - - USD5
Procurement of BRIGHT Mineral Water ribu | thousand
10 PT Pertamina Kontrak pengadaan pelumas untuk keperluan - USD4 - USD5

Lubricants seluruh proyek dan area ribu | thousand ribu | thousand
Procurement contract for lubricants used for all
projects and areas
• Pembiayaan kepemilikan/renovasi rumah

dengan agunan dan pinjaman tanpa agunan
dengan bunga ditanggung Perusahaan
dalam program CHOP (Car & Home
Ownership Program)
Financing on houses’ ownership/renovations
PT Pertamina Dana with collateral and loan without collateral Rp9.35 Rp8.70
11 - -
Ventura with interests borne by the Company in CHOP miliar | billion miliar | billion
program (Car & Home Ownership Program)
• PKPP (Pembiayaan Kesejahteraan Pekerja

Pertamina)
PKPP (Pertamina’s Employee Welfare
Program)
- USD81.02 - USD122.42
juta | million juta | million
TOTAL
- Rp9.35 - Rp8.70
miliar | billion miliar | billion

Directors' Report
Pencapaian Key Performance Indicators 2015

Achievement of Key Performance Indicators 2015
INDIKATOR KINERJA UTAMA FREQ MONITORING SATUAN

MAIN PERFORMANCE INDICATOR FREQ MONITORING UNIT
I. FINANCIAL
Financial Excellence :
Laba Bersih Perusahaan | Net Profit of Company TRI-WULANAN | Quarterly US$ Juta | Million US$
1
EBITDA Margin TRI-WULANAN | Quarterly %
Net cashflow from operation TRI-WULANAN | Quarterly US$ Juta | Million US$
II. OPERATIONAL
Pencapaian Kinerja Produksi | Achievement of Production Performance
Volume Produksi Geothermal (Basis Listrik) BULANAN | Monthly GWh
2 Geothermal Production Volume (Base of Electricity)
Faktor Kesiapan Produksi (EAF) | Equivalent Availability Factor (EAF) BULANAN | Monthly %
3 Tambahan Ketersediaan Uap di Kepala Sumur TRI-WULANAN | Quarterly MW
Additional Steam Availability in Well-Head
4 Laporan Keuangan Audited 2014 | Audited Financial Report in 2014 TAHUNAN | Annually Hari Kerja | Working Day
III. BUSINESS DEVELOPMENT / CUSTOMER SATISFACTION
INDIVIDUAL Pencapaian Realisasi Investasi

PERFORMANCE Achievement of Investment Realization
CONTRACT 5
a. Program | Program TRI-WULANAN | Quarterly %
b. Fisik | Physical TRI-WULANAN | Quarterly %
6 Amandemen Kontrak PJBU & PJBL TAHUNAN | Annually Dokumen | Document
Contract Amendment of PJBU & PJBL
IV. People & Organizational Management
Organization Capital Readiness
7
Key Position with Successor | Key Position with Successor TRI-WULANAN | Quarterly %
Performance Achievement Assurance
PROPER TAHUNAN | Annually # Hijau/Emas
8 Audit Sustainability Skala Internasional TAHUNAN | Annually %
International Scale Audit Sustainability
Pengelolaan Risiko | Risk Management TRI-WULANAN | Quarterly %
Quality Management
9 Knowledge Asset Capitalization & CIP Value Creation TRI-WULANAN | Quarterly %
TOTAL BOBOT:
1 TRIR TRI-WULANAN | Quarterly Ratio
2 Number of Accidents (NoA) TRI-WULANAN | Quarterly # cases
Boundary KPIs
3 GCG Implementation Compliance TRI-WULANAN | Quarterly %
4 Auditor Opinion TAHUNAN | Annually Opini | Opinion
Operating Cost/Unit
1 Operating Cost/KWh BULANAN | Monthly US$ cent/KWh
2 Tindak lanjut temuan audit internal & eksternal TRI-WULANAN | Quarterly %

Follow-up to the findings of internal & external audit
Organization Capital Readiness
Other 3
Ketepatan Manajemen Kinerja | Accuracy of Performance Management TRI-WULANAN | Quarterly %
Operational
Metrics Quality Management
4
Tindak Lanjut OFI to AFI QMA | Follow-up of OFI to AFI QMA TAHUNAN | Annually %
5 Emission Reduction TRI-WULANAN | Quarterly %
6 Audit Internal Sistem Manajemen Pengamanan TRI-WULANAN | Quarterly score
Internal Audit of Security Management System
7 Utilisasi ERP TRI-WULANAN | Quarterly %
Utilization of ERP
1 Proyek Pengembangan Kamojang Unit V
Project Development of Kamojang Unit V
2 Proyek Pengembangan Ulubelu Unit III & IV
Project Development of Ulubelu Unit III & IV
Company 3 Proyek Pengembangan Karaha Unit I
Investment Project Development of Karaha Unit I
Program
4 Proyek Pengembangan Lahendong Unit V & VI
Project Development of Lahendong Unit V & VI
5 Proyek Pengembangan Lumut Balai Unit I & II
Project Development of Lumut Balai Unit I & II

BOBOT (%) TARGET ANNUAL | ANNUAL TARGET REALISASI DEVIASI PERFORM.

WEIGHT (%) BASE STRETCH REALIZATION DEVIATION
30 35%
5 69,80 73,29 85,13 120% 6%

15 72,68 73,60 77,60 120% 18%
10 65 70 68,51 114% 11%
40 48%
10 2929,24 3075,70 3056,82 117% 12%
10 86,93 91,28 95,22 120% 12%

10 60 80 94,63 120% 12%
10 H0 H-2 H-2 120% 12%

20 21%
10 100 100 100 100% 10%

5 80 85 93,69 120% 6%
5 1 3 1 95% 5%
10 12%
2 90 95 100 120% 2%
2 1/1 2/1 1 120% 2%

2 90 100 137,5 120% 2%
2 98,6 100 100 120% 2%
2 95 100 100 120% 2%

100 116%
- 0,9 - 0,36 0%
0%
- 0 - 0 0%
- 87 - 90,56 0% 0%
- WTP - WTP 0% 0%
- 2,89 - 2,86 Good
- 80 - 99,20 Good
- 90 - 97,91 Good
- 90 - 100 Good
- 25 - 61,21 Good
- 77 - 84,93 Good
- 97 - 100 Good
6 Proyek Pengembangan Lumut Balai Unit III & IV

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

Directors' Report
Perubahan Peraturan Perundang-Undangan Amendments of Legislation

Pemerintah Indonesia memberlakukan Undang-Undang The Government of Indonesia ratified Law Number 21 Year 2014
No.21/2014 Tentang Panas Bumi. Undang-undang tersebut concerning Geothermal, which is an amendment to Law Number
merupakan revisi dari Undang-Undang No.27/2003 Tentang 27 Year 2003 concerning Geothermal. The legalization of this
Panas Bumi. Pemberlakuan Undang-Undang ini membawa law brought a significant influence to the Company, where in
pengaruh signifikan terhadap Perusahaan, dimana dalam the Transitional Provisions Article 78 paragraph (1) letter a, it
Ketentuan Peralihan Pasal 78 ayat (1) huruf a menegaskan clearly states that all resources development of geothermal that
bahwa semua kuasa pengusahaan sumber daya Panas Bumi has existed prior to the stipulation of this Law including those
yang telah ada sebelum berlakunya Undang-Undang ini owned by the Company as a foundation to geothermal business,
termasuk yang saat ini dimiliki oleh Perusahaan sebagai dasar are declared remain in effect within 30 years starting from the
pengusahaan panas bumi, dinyatakan tetap berlaku selama 30 enactment of this Law.
tahun terhitung sejak diundangkannya Undang-Undang ini.
Dengan demikian Perusahaan hanya memiliki jangka waktu 30 Therefore, the Company only has a period time of 30 years since
tahun sejak tanggal 17 September 2014 untuk menjalankan September 17th, 2014 in order to conduct its business activities
kegiatan usahanya di 12 WKP berdasarkan kuasa pengusahaan in 12 WKP based on the geothermal working areas; and after
sumber daya panas bumi tersebut, dan setelah jangka waktu the determined period of time is settled, it may transformed into
tersebut berakhir maka dapat diperpanjang menjadi Izin Panas Geothermal License with its business activities complied to the
Bumi dan kegiatan usahanya dilaksanakan sesuai dengan related Law.
ketentuan Undang-Undang ini.
Sehubungan dengan ketentuan tersebut, Perusahaan In accordance to the stipulation, the Company also has returned
juga telah mengembalikan 2 WKP (Kotamobagu dan Iyang 2 WKP (Kotamobagu and Iyang Argopuro) to the Government, of
Argopuro) kepada Pemerintah yang mana sampai dengan which up until December 31st, 2014 there were no exploitation
tanggal 31 Desember 2014 belum dilakukan kegiatan activities in both two WKP. It also in line with the mandate of
eksploitasi di kedua WKP tersebut. Hal ini juga sejalan dengan Article 86 of Governmental Regulation Number 70 Year 2012
amanah Pasal 86 Peraturan Pemerintah Nomor 70 Tahun 2010 concerning Amendment to the Governmental Regulation Number
tentang Perubahan atas Peraturan Pemerintah Nomor 59 59 Year 2007 concerning Geothermal Business Activities.
Tahun 2007 tentang Kegiatan Usaha Panas Bumi.
Selain itu, pengaruh signifikan lainnya dari Undang-Undang ini Additionally, other significant impacts of this particular Law were
adalah dibukanya peluang bagi kegiatan pengusahaan panas the opportunity of geothermal business activities in conservation
bumi di kawasan hutan konservasi melalui izin pemanfaatan forest through service utilization permit of environment as
jasa lingkungan sebagaimana diatur dalam Pasal 82, dan adanya regulated in the Article 82, and the obligation of production bonus
kewajiban pemberian bonus produksi kepada Pemerintah conferral to the Local Government, of which its administrative
Daerah yang wilayah administratifnya meliputi Wilayah Kerja areas included the concerned Working Areas that are regulated
yang bersangkutan sebagaimana diatur dalam Pasal 83. under the Article 83.
Beberapa perubahan peraturan perundang-undangan lainnya, Several other amendments of legislations, which also affected
yang juga berpengaruh signifikan terhadap Perusahaan significantly the Company, among others are:
diantaranya sebagai berikut:

No Perubahan Peraturan Perundang-undangan Perubahan Signifikan

Amendments of Legislations Significant Amendments
1 Peraturan Pemerintah Nomor 108 Tahun 2015 tentang Perubahan Pemanfaatan panas bumi untuk pembangkitan listrik dapat
atas Peraturan Pemerintah Nomor 28 Tahun 2011 tentang dilakukan pada kawasan hutan konservasi
Pengelolaan Kawasan Suaka Alam dan Kawasan Pelestarian Alam
Governmental Regulation Number 108 Year 2015 concerning Utilization of geothermal for the purpose of electricity generation may
Amendment to the Governmental Regulation Number 28 Year 2011 be of use to the conservation forest
concerning Management of natural Protected Areas and Natural
Conservation Areas
2 Peraturan Bank Indonesia Nomor 17/3/PBI/2015 tentang Kewajiban penggunaan rupiah berlaku terhadap amandemen
Kewajiban Penggunaan Rupiah di Wilayah Negara Kesatuan perjanjian yang sudah ada maupun perjanjian -perjanjian baru yang
Republik Indonesia akan dibuat.
Regulation of Bank Indonesia Number 17/3/PMBI/2015 concerning Obligation of rupiah use is in effect to the amendment of existing
Obligation of Rupiah Use in the Region of Republic of Indonesia agreement or new agreements to be made.
Kebijakan Akuntansi Accounting Policies

Mata Uang Asing dan Transaksi Lindung Nilai Foreign currencies and Hedging
Catatan atas perubahan kebijakan akuntansi dan dampaknya Notes over amendments of accounting policies and its effects to
terhadap Perusahaan disajikan dalam Laporan Keuangan PT Pertamina Geothermal Energy is presented in the 2015 Financial
Tahun 2015 yang telah diaudit, khususnya pada pengungkapan Statements that has been audited, particularly in the disclosure
3.b. Perubahan kebijakan akuntansi dan pengungkapan. of 3.b. Amendments of accounting policies and its disclosures.
Secara umum, terdapat beberapa Pernyataan Standar In general, there are several Statements of Financial Accounting
Akuntansi Keuangan (PSAK) yang mulai berlaku efektif sejak Standard that has been effected since January 1st, 2015,
tanggal 1 Januari 2015, yaitu PSAK 1 dan 24, namun seluruhnya namely PSAK 1 and 24, but it has no impacts towards activities,
tidak berpengaruh signifikan terhadap kegiatan, kinerja, performance, financial records, and the Company’s organization.
pencatatan keuangan, dan organisasi Perusahaan.
Informasi dan Fakta Material Setelah Tanggal Laporan Information and Material Facts After the Publication of
Keuangan Financial Statements
Laporan keuangan Perusahaan diterbitkan pada tanggal 18 Financial Statements of the Company was published on February
Februari 2016. Setelah tanggal tersebut, hingga terbitnya 18th, 2016. Within the period of post-published date extended
laporan tahunan ini, tidak terdapat peristiwa penting yang to the publication of this annual report, there are no records of
dapat mempengaruhi pengambilan keputusan terkait important events that could affect any decision makings related
pelaporan keuangan. to the financial statements.
Dasar Penyusunan Laporan Keuangan Foundation of Financial Statements

Akun pencatatan dalam laporan keuangan Perusahaan disusun Records of accounts stated in the Company’s financial statements
berdasarkan konsep akrual, kecuali pencatatan laporan arus were developed based on accrual concept, except cash flow
kas yang menggunakan metode langsung. Di samping itu, statement that used direct method. In addition to that, records
pencatatan nilai keuangan disusun berdasarkan konsep harga of financial value were compiled based on historical cost concept
perolehan, kecuali dinyatakan lain di dalam ‘catatan atas except stated otherwise in “Notes to Financial Statements”.
Laporan Keuangan’.
Perubahan Kebijakan Akuntansi Changes in Accounting Policies

Laporan Keuangan Perusahaan disusun berdasarkan Standar Financial Statements of the Company was developed based on
Akuntansi Keuangan (SAK) di Indonesia, yang merujuk pada Financial Accounting Standards (SAK) in Indonesia, which refers
the International Financial Reporting Standard (IFRS). Semua to the International Financial Reporting Standard (IFRS). All
kebijakan akuntansi diterapkan secara konsisten dan tidak ada accounting policies were implemented consistently and there
perubahan pada dasar penetapan metode akuntansi selama were no changes to determinant basis of accounting methos as
tahun buku 2015. Demikian pula, tidak terdapat penyajian far as 2015. Moreover, restatements were not found in accounts
kembali (restatement) pada akun dan pos-pos laporan keuangan and items of the previous financial statements.
tahun sebelumnya.

TATA KELOLA
PERUSAHAAN
Good Corporate
Governance
Directors' Report
/ 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.

Management Analysis and Discussion Good Corporate Governance Social & Environment Responsibility Financial Statements
Struktur Tata Kelola Perusahaan Yang Baik Structure of Good Corporate Governance
Komitmen kepatuhan Perusahaan terhadap regulasi yang The Company’s act of commitment to compliance towards
ada terwujud dalam struktur Tata Kelola Perusahaan yang the prevailing regulations is embodies in the structure of Good
Baik. Sesuai dengan Undang-Undang Nomor 40 Tahun 2007 Corporate Governance. As per Law Number 40 Year 2007
tentang Perseroan Terbatas, Organ Perusahaan terdiri dari concerning Limited Liability Company, the Company’s Organ
Rapat Umum Pemegang Saham, Direksi dan Dewan Komisaris. consists of General Shareholders Meeting, Board of Directors
Perusahaan juga memiliki satuan kerja yang membantu Direksi and Board of Commissioners. The Company also has working unit
dan 2 komite yang membantu Dewan Komisaris yaitu Komite assisting the Board of Directors and 2 committees supporting
Audit dan Manajemen Risiko, dan Komite Investasi. the Board of Commissioners, namely Audit Committee and Risk
Management, and Investment Committee.
Struktur Tata Kelola Perusahaan yang Baik di Perusahaan [G4-34, G4-38]

Structure of Company's Good Corporate Governance
Rapat Umum Pemegang Saham

General Meeting of Shareholder
Direksi Dewan Komisaris

Board of Directors Board of Commissioners
Komite Audit dan

Corporate Manajemen Risiko Komite Investasi
Internal Audit
Secretary Audit and Risk Investment Committee
Management Committee
Komitmen Terhadap Commitment To

Tata Kelola Perusahaan Yang Baik Good Corporate Governance
Bagi Perusahaan, implementasi Tata Kelola Perusahaan For the Company, the implementation of Good Corporate
yang Baik yang dilaksanakan secara konsisten dan Governance that is conducted in a consistent and sustainable
berkesinambungan akan meningkatkan kenyamanan bekerja manner will improve the comfort of work and encourage all
dan mendorong seluruh insan Perusahaan untuk bekerja employees of the Company to work optimally. A thorough
secara optimal. Implementasi Tata Kelola Perusahaan yang Baik implementation of Good Corporate Governance is believed to be
dan menyeluruh merupakan salah satu aspek penting untuk the essential aspect in determining the growth and sustainability
menentukan pertumbuhan dan keberlanjutan Perusahaan. of the Company. Hence, the Company commits to have the
Maka, Perusahaan berkomitmen untuk menjadikan Tata Kelola related aspect part of its culture in which has 3 primary points,
Perusahaan yang Baik sebagai bagian dari budaya Perusahaan which are the culture of hard work, discipline, and appreciative.
yang mencakup 3 hal utama, yaitu budaya kerja keras, budaya These culture values that are instilled by the Company will be
disiplin, dan budaya bersyukur. Nilai-nilai budaya yang telah the guideline of code of condut to all elements in the Company.
ditetapkan oleh Perusahaan akan menjadi panduan pedoman Moreover, it is anticipated to be internalized and practiced within
perilaku bagi seluruh elemen Perusahaan. Nilai-nilai budaya day-to-day work and operational activities.
kerja ini diharapkan dapat terinternalisasi serta dipraktikan
sebagai pedoman perilaku dalam aktivitas kerja dan operasional
sehari-hari.

Directors' Report
Landasan dan Tujuan Penerapan Foundation and Purposes of The

Tata Kelola Perusahaan Implementation of Good Corporate
Governance
Prinsip-prinsip Tata Kelola Perusahaan yang Baik Principles of Good Corporate Governance
Prinsip-prinsip tata kelola yang diterapkan oleh Perusahaan Principles of Good Corporate Governance implemented by the
mengacu pada: Company refer to:
1. Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan 1. Law Number 40 Year 2007 concerning Limited Liability
Terbatas. Company.
2. Undang-Undang Nomor 5 Tahun 1999 tentang Larangan 2. Law Number 5 Year 1999 concerning Prohibition of
Praktek Monopoli dan Persaingan Usaha Tidak Sehat. Monopolistic Practices and Unfair Business Competition.
3. Anggaran Dasar Perusahaan. 3. Company’s Articles of Association.
4. Peraturan Pemerintah Nomor 12 Tahun 1998 tentang 4. Governmental Regulation Number 12 Year 1998 concerning
Perusahaan Perseroan (Persero), Jo Peraturan Pemerintah Limited Liability Company, juncto the Governmental
Nomor 45 Tahun 2001 tentang Perubahan Atas Peraturan Regulation Number 45 Year 2001 concerning Amendment to
Pemerintah Nomor 12 Tahun 1998 tentang Perusahaan Governmental Regulation Number 12 Year 1998 concerning
Perseroan (Persero). Limited Liability Company (Persero).
5. Peraturan Menteri BUMN Nomor Per-12/MBU/ 2012 5. Regulation of Minister of State-Owned Enterprises Number
tentang Organ Pendukung Dewan Komisaris/ Dewan Per-12/MBU/2012 concerning Supporting Organs of Board
Pengawas BUMN. of Commissioners/Board of Supervisors of the State-Owned
Enterprises.
6. Peraturan Menteri Negara BUMN No.PER-01/MBU/2011 6. Regulation of Minister of State-Owned Enterprises Number
tanggal 1 Agustus 2011 juncto Peraturan Menteri Negara PER-01/MBU/2011 dated August 1, 2011 juncto the Regulation
BUMN No.PER-09/MBU/2012 tanggal 6 Juli 2012 Tentang of Minister of State-Owned Enterprises Number PER-09/
Penerapan Tata Kelola Perusahaan yang Baik pada Badan MBU/2012 dated July 6, 2012 concerning Implementation of
Usaha Milik Negara. Good Corporate Governance in State-Owned Enterprises.
7. Pedoman Umum GCG Indonesia, Komite Nasional Kebijakan 7. General Code of Indonesia’s GCG, the National Committee on
Governance, 2006. Governance Policy, 2006.
8. Pedoman Komisaris Independen, Komite Nasional Kebijakan 8. Code of Independent Commissioner, the National Committee
Governance, 2004. on Governance Policy, 2004.
Perusahaan menjadikan pelaksanaan Tata Kelola Perusahaan The Company practices the implementation of Good Corporate
yang Baik sebagai dasar proses dan mekanisme dalam Governance as the foundation of process and mechanism in
pengelolaan Perusahaan dengan berdasarkan prinsip-prinsip: managing the Company by setting these principles:
1. Transparansi, yaitu keterbukaan dalam proses pengambilan 1. Transparency, which is openness within decision making as
keputusan serta keterbukaan dalam mengungkapkan well openness in disclosing relevant and material information
informasi material dan relevan mengenai Perusahaan. concerning the Company.
2. Akuntabilitas, yaitu kejelasan fungsi, pelaksanaan dan 2. Accountability, which is a clarity of function, implementation
pertanggungjawaban organ sehingga pengelolaan and responsibility of an organ so that the management of
perusahaan terlaksana secara efektif. company shall be realized effectively.

3. Pertanggungjawaban, yaitu kesesuaian di dalam 3. Responsibility, which is a congruity found in company’s

pengelolaan perusahaan terhadap peraturan perundang- management oriented to legislations and healthy corporate
undangan dan prinsip-prinsip korporasi yang sehat. principles.
4. Kemandirian, yaitu keadaan di mana perusahaan dikelola 4. Independence, which is a circumstance in which company is
secara profesional tanpa benturan kepentingan dan being managed professionally without conflict of interests
pengaruh/tekanan dari pihak manapun yang tidak sesuai and influences/oppressions from any parties that are not in
dengan peraturan perundang-undangan dan prinsip-prinsip congruence with legislations and healthy corporate principles.
korporasi yang sehat.
5. Kewajaran, yaitu keadilan dan kesetaraan di dalam memenuhi 5. Fairness, which is justice and equality in fulfilling the rights
hak-hak pemangku kepentingan yang timbul berdasarkan of stakeholders, which emerge based on agreements and
perjanjian dan peraturan perundang-undangan. legislations.
Tujuan Implementasi Tata Kelola Perusahaan yang Baik Purposes of Good Corporate Governance Implementation
Tujuan penerapan GCG adalah sebagai berikut: Purposes of GCG implementation are as follow:
a. Mewujudkan Perusahaan yang berkinerja tinggi, memiliki a. Realizing a Company with high performance, strong
daya saing kuat, baik nasional maupun internasional dengan competitiveness, both national and international by optimizing
optimalisasi nilai dan implementasi prinsip transparansi, values and implementation of principles of transparency,
akuntabilitas, pertanggungjawaban, kemandirian, dan accountability, responsibility, independence, and fairness
kewajaran dalam proses bisnis Perusahaan. within the Company’s business process.
b. Memaksimalkan nilai Perusahaan, meningkatkan b. Maximixing the Company’s values, improving the independence
kemandirian Organ Perusahaan dan mendorong of Company’s Organ and encouraging the Company’s
pengelolaan Perusahaan secara profesional, transparan dan management in a professional, transparence and efficient
efisien. manner.
c. Mendorong organ Perusahaan agar dalam membuat c. Encouraging the Company’s organ in its process of decision
keputusan dan melakukan tindakan dilandasi nilai moral making and in its conduct to be based on high moral values
yang tinggi dan kepatuhan terhadap peraturan perundang- and compliance to the prevailing legislations, as well as aware
undangan yang berlaku, serta kesadaran akan adanya of corporate social responsibility towards the stakeholders.
tanggung jawab sosial Perusahaan terhadap para pemangku
kepentingan.
d. Meningkatkan kontribusi Perusahaan dalam perekonomian d. Improving the Company’s contribution in national economic.
nasional.
e. Menarik minat dan menjaga kepercayaan investor. e. Attracting interest and maintaining trust of investors.

Directors' Report
Roadmap Tata Kelola Perusahaan Yang Baik Roadmap of Good Corporate Governance
Implementasi Tata Kelola Perusahaan yang Baik selalu Implementation of Good Corporate Governance stands to be
selaras dengan visi, misi, tujuan, dan strategi, serta ruang consistently in tune with vision, mission, purposes, and strategies
lingkup Perusahaan untuk dapat terus berkembang di bidang as well as scope of work of the Company so as to continuously
pengelolaan dan pemanfaatan energi panas bumi. Oleh karena keep developing in the business of geothermal management
itu, pembangunan, pengembangan dan penerapan Tata Kelola and utilization. Hence, its development, expansion and
Perusahaan yang Baik dilakukan secara bertahap. Perusahaan implementation of Good Corporate Governance should be carried
memiliki Peta Jalan (Roadmap) Tata Kelola Perusahaan out gradually. The Company has Roadmap of Good Corporate
yang Baik yang telah dirumuskan pada tahun 2007. Peta Governance that has been formulated since 2007. It functions as
Jalan tersebut berfungsi sebagai sarana untuk memantau a mean to monitor development and evaluate the implementation
perkembangan dan melakukan evaluasi implementasi Tata of the Company’s Good Corporate Governance periodically with
Kelola di Perusahaan pada saat ini dan di masa datang. Penilaian the purpose of recognizing its achievements and also providing
Tata Kelola Perusahaan yang Baik dilaksanakan secara berkala necessary improvements.
untuk mengetahui pencapaian implementasi Tata Kelola
Perusahaan yang Baik dan menerapkan tindakan perbaikan
dan penyempurnaan yang diperlukan.
Gambar berikut menunjukkan tahapan dan periode Illustration below shows stages and periods of implementation of
implementasi Tata Kelola Perusahaan yang Baik: Good Corporate Governance:

Implementasi Tata Kelola Perusahaan Yang Baik Implementation Of Good Corporate Governance
Tata kelola perusahaan yang baik (Good Corporate Governance/ A Good Corporate Governance (GCG) ensures standards of ethic to
GCG) memastikan standar etika sesuai dengan ketentuan yang be consistently aligned with stipulations in effect. The Company
berlaku. Perusahaan selalu mengedepankan prinsip-prinsip continuously prioritized GCG principles throughout 2015.
GCG sepanjang tahun 2015.
Selain itu, Perusahaan telah merancang dan menetapkan Additionally, the Company has constructed and determined a set
berbagai kebijakan dan perangkat untuk mengembangkan tata of policies and tools to expand a systematic and effective Good
kelola perusahaan yang baik yang sistematis dan efektif antara Corporate Governance, among others including:
lain mencakup:
• Pedoman Tata Kelola Perusahaan • Code of Corporate Governance
• Pedoman Etika Usaha dan Tata Perilaku • Code of Business Ethics and Conduct
• Kesepakatan Bersama Dewan Komisaris dan Direksi dalam • Joint Agreement of the Board of Commissioners and Board of
Board Manual Directors in Board Manual
• Whistleblowing System (WBS) • Whistleblowing System (WBS)
• Penanganan Konflik Kepentingan • Handling of Conflict of Interests
• Koordinator Penerapan dan Pemantauan Tata Kelola • Coordinator of Implementation and Monitoring of Good
Perusahaan yang Baik Corporate Governance
• Pengisian GCG Online System • Filling out GCG Online System
• Sosialisasi Tata Kelola Perusahaan yang Baik • Socialization of Good Corporate Governance
• Program "PGE Bersih" • Program of “PGE Bersih”
• Kewajiban Laporan Harta Kekayaan Penyelenggara Negara • Obligation of Wealth Official State Report (LHKPN)
• Pelaksanaan Penilaian Implementasi Tata Kelola Perusahaan • Assessment of Good Corporate Governance Implementation
yang Baik.
Pedoman Tata Kelola Perusahaan Code Of Corporate Governance

Pedoman Tata Kelola Perusahaan ditetapkan oleh Direktur Code of Corporate Governance of the Company was ratified by
Utama dan Komisaris Utama pada tanggal 1 Januari 2008. the President Director and President Commissioner on January
Pedoman tersebut telah diperbaharui pada tahun 2013 dan 1st, 2008. It has been updated in 2013 and 2014 and has been
2014 dan telah disosialisasikan kepada organ Perusahaan, socialized to the Company’s organ, employees and stakeholders.
pekerja dan pemangku kepentingan Perusahaan.
Pedoman Tata Kelola ini mencakup: Prinsip-Prinsip Tata Kelola This Code of Corporate Governance includes: Principles of
Perusahaan, Pedoman Bagi Organ Perusahaan, Pedoman Bagi Corporate Governance, Guidelines for the Company’s Organs,
Pemangku Kepentingan, Pedoman Kebijakan Perusahaan, dan Guidelines for the Stakeholders, Guidelines of the Company’s
Pelaksanaan Pedoman Tata Kelola Perusahaan. Policies, and implementation of the Code of Corporate
Governance.
Sebagai bentuk upaya sosialisasi dan transparansi, Pedoman Tata As an effort to socialization and transparency, the Code of
Kelola Perusahaan ini juga dapat dilihat di website Perusahaan: Corporate Governance is also available on the Company’s website:
http://www.pge.pertamina.com/CorporateGovernance.pdf. http://www.pge.pertamina.com/CorporateGovernance.pdf.

Directors' Report
Pedoman Etika Usaha dan Perilaku Code Of Business Ethics And Conduct
Perusahaan berkomitmen melaksanakan operasional bisnis The Company has its commitment in executing healthy and
yang sehat dan beretika. Untuk itu, Perusahaan telah menyusun ethical business operations. Therefore, it has established the Code
Pedoman Etika Usaha dan Tata Perilaku (Code of Conduct). [G4- of Business Ethics and Conduct (Code of Conduct). [G4-14]
14]
Pedoman Etika Usaha dan Tata Perilaku merupakan bentuk The Code of Conduct serves as the Company’s actual dedication
kesungguhan Perusahaan untuk menerapkan tata kelola to implement Good Corporate Governance in each operational
perusahaan yang baik dalam setiap kegiatan operasional. activity. Management and all employees in each position are
Manajemen dan seluruh pekerja pada setiap jabatan wajib obligated to understand the Code of Conduct, as a foundation to
memahami Pedoman Etika Usaha dan Tata Perilaku, sebagai implementation of conduct in a healthy and ethical business. [G4-
dasar penerapan perilaku untuk melaksanakan bisnis yang 57]
sehat dan beretika. [G4-57]
Pedoman Etika Usaha dan Tata Perilaku memuat pokok-pokok The Code of Conduct containts these main points below:
sebagai berikut:
• Prinsip-prinsip Tata Kelola Perusahaan yang Baik • Principles of Good Corporate Governance
• Etika Usaha Perusahaan • The Company’s Business Ethics
Meliputi standar etika hubungan dengan para pemangku This is to include standard of ethics on relationship with
kepentingan dan standar etika terkait aspek khusus meliputi stakeholders and standard of ethics on special aspect
kebijakan akuntansi dan keuangan, pemberian donasi, dan encompassing policy on accounting and finance, conferral of
transaksi afiliasi. donations, and affiliation transaction.
• Standar Tata Perilaku • Standards of Conduct
Meliputi standar perilaku terkait hubungan kerja antar This is to include standards of conduct related to work
pekerja, hubungan atasan dan bawahan, lingkungan kerja relationships among employees, employer and employee
yang bebas dari diskriminasi, pelecehan, perbuatan asusila, relationships, harassment, sexual misconduct, threats and
ancaman dan kekerasan serta standar perilaku terkait aspek violences as well as standards of conduct on special aspect,
khusus antara lain pengaturan benturan kepentingan, such as arrangement on conflict of interests, gratifications,
gratifikasi, penyuapan, aktivitas sosial dan politik. briberies, social and politic activities.
• Pelaksanaan Etika Usaha dan Tata Perilaku • Implementation of Code of Conduct
Meliputi penerapan etika usaha dan tata perilaku, sosialisasi This is to include implementation of code of conduct,
dan internalisasi, pelaporan, penanganan dan penegakan socialization and internalization, reporting, handling and
pelanggaran serta pembaruan/revisi Pedoman Etika Usaha upholding of violations as well as updates/revisions of the Code
dan Tata Perilaku. of Conduct.

Pedoman Etika Usaha dan Tata Perilaku ditetapkan oleh Code of Corporate Governance of the Company was ratified by the
Direktur Utama dan Komisaris Utama pada tanggal 1 Januari President Director and President Commissioner on January 1st,
2008, dan telah diperbaharui pada 29 Mei 2013. Perusahaan 2008 and revised on May 29th, 2013. The Company has published
telah menerbitkan Buku Pedoman Etika Usaha dan Tata Perilaku the Handbook of Code of Conduct, to which then distributed to
Perusahaan, yang selanjutnya didistribusikan kepada seluruh all employees. The handbook is anticipated to be the guideline
pekerja. Buku tersebut diharapkan menjadi pedoman bagi for all employees in carrying out the Company’s operational and
setiap pekerja, dalam menjalankan operasional Perusahaan activities within their scope of work.
dan aktivitas pekerjaan mereka.
Pedoman Etika Usaha dan Tata Perilaku juga dapat dilihat di The Handboook of Code of Conduct may also be viewed on the
situs Perusahaan: http://www.pge.pertamina.com/coc.pdf. Company’s website: http://www.pge.pertamina.com/coc.pdf.
Sepanjang tahun 2015, tidak ada jumlah pelanggaran kode etik Throughout 2015, there was no violation of the code of ethics
yang diterima. Seluruh jajaran Perusahaan pada setiap tingkat is acceptable. The Company, in a professional manner, always
jabatan, secara profesional memberikan pernyataan komitmen provides a statement of commitment to perform the Code of
untuk melaksanakan Pedoman Etika Usaha dan Tata Perilaku. Conduct. Each act of violation to the Code of Conduct will be
Setiap bentuk pelanggaran terhadap Pedoman Etika Usaha dan given a punishment based on the established Collective Labor
Tata Perilaku, akan dijatuhi sanksi berdasarkan pada Perjanjian Agreement (PKB) as well as the prevalent legislations. [G4-58]
Kerja Bersama (PKB) yang telah disepakati, serta peraturan
perundang-undangan yang berlaku. [G4-58]
Kesepakatan Bersama Dewan Komisaris dan Direksi dalam Joint Agreement of the Board of Commissioners and Board
Board Manual of Directors in Board Manual
Dalam rangka pengelolaan Perusahaan yang sehat dan beretika, In the purpose of managing a healthy and ethical Company,
salah satu upaya yang telah dilakukan adalah penyusunan an endeavor that has been conducted was a preparation and
dan implementasi Board Manual untuk Dewan Komisaris dan implementation of Board Manual for the Board of Commissioners
Direksi. Board Manual merupakan naskah kesepakatan antara and Board of Directors. The Board of Manual serves as a document
Dewan Komisaris dan Direksi yang bertujuan untuk: of agreement between these two boards with the purpose of:
1. Menjadi pedoman dalam melaksanakan tugas pokok dan 1. Becoming a guidance in performing main duties and work
fungsi kerja masing-masing organ; function of each organ;
2. Meningkatkan kualitas dan efektifitas hubungan kerja antar 2. Improving the quality and effecitivity of inter-organ work
organ; dan relationships; and
3. Menerapkan prinsip-prinsip Good Corporate Governance 3. Implementing the principles of Good Corporate Governance,
yakni transparansi (transparency), akuntabilitas which are transparency, accountability, responsibility,
(accountability), pertanggungjawaban (responsibility), independence and fairness.
kemandirian (independency) dan kewajaran (fairness).
Board Manual diberlakukan oleh Direktur Utama dan Komisaris The Board Manual was endorsed by President Director and
Utama pada tanggal 29 Mei 2013, dan telah diperbaharui pada President Commissioner on May 29th, 2013 and has been updated
28 November 2014. on November 28th, 2014.

Directors' Report
Whistleblowing System Whistleblowing System

Pengawasan terhadap penerapan Pedoman Etika Usaha dan Tata Control towards the implementation of Code of Conduct is
Perilaku dilakukan secara terus menerus, sebagai bagian dalam realized unceasingly, as a part of Good Corporate Governance.
pelaksanaan tata kelola perusahaan yang baik. Pengaduan atas Complaints on violating the Code of Conduct may be submitted
pelanggaran Pedoman Etika Usaha dan Perilaku dapat dilakukan through Whistleblowing System (WBS). [G4-57, G4-58]
melalui Whistleblowing System (WBS). [G4-57, G4-58]
Perusahaan telah membangun WBS sejak tahun 2011, sebagai The Company has established WBS since 2011, as an endeavor
upaya penanganan pengaduan yang lebih tanggap, transparan, of complaints handling that is more perceptive, secure, safe, and
aman dan bertanggung jawab. WBS dibentuk sesuai dengan responsible. The presence of WBS was founded based on TKO
TKO Nomor B-004/PGE400/2010-S0 tanggal 23 November Number B-004/PGE400/2010-S0 dated November 23rd, 2010.
2010.
Pelapor menyampaikan laporan dalam bentuk surat dengan The informant submits its report in a letter supplemented with
disertai dokumen pendukung yang diperlukan. Laporan ini supporting document as required. This report shall be submitted
dapat disampaikan melalui salah satu diantara cara berikut: through one of means below:
Kotak Surat | Mailbox: Email: Website:

PGE.WBS PO BOX 2920 JKP pge_wbs@pertamina.com www.pge.pertamina.com/wbs
Jakarta 10029
WBS bertujuan untuk mendeteksi secara dini potensi WBS aims to detect potential of issues that may occur due to a
terjadinya permasalahan akibat suatu pelanggaran dan violation in advance and minimize risks that may be dealt with
meminimalisasi risiko yang dihadapi Perusahaan yang timbul the Company. It may be triggered by violations related to finance,
akibat dari pelanggaran baik dari segi keuangan, operasi, operation, legal, work safety, and the Company’s reputation.
hukum, keselamatan kerja, dan reputasi Perusahaan. WBS juga Moreover, WBS also intends to present independent, unrestricted
bertujuan untuk memberikan laporan yang independen, bebas and confidential report for the informant party. It protects the
dan rahasia bagi pihak pelapor. WBS menjaga kerahasiaan confidentiality of the informants’ identities with the intention
identitas pelapor dengan tujuan memberikan perlindungan of providing safety to the information and its families for any
kepada pelapor dan anggota keluarga atas tindakan balasan responses from the reported party or organization. Informations
dari terlapor atau organisasi. Pelapor yang memberikan with false report will be subjected to punishments as per the
laporan palsu akan dikenakan sanksi sesuai dengan peraturan prevalent legislations.
perundang-undangan yang berlaku.
0
Jumlah Pengaduan
Whistleblowing System
Total Complaints of
Whistleblowing System

Sosialisasi WBS ditingkat internal disampaikan melalui Internal socialization of WBS shall be conveyed through
presentasi yang diberikan kepada seluruh pekerja, sementara presentations that are given to all employees, meanwhile at the
di tingkat eksternal melalui website Perusahaan. external level the Company’s website is accessible.
Selama tahun 2015, tidak ada pekerja Perusahaan ataupun Throughout 2015, there were no employees of the Company not
Stakeholders Perusahaan yang menyampaikan laporan Stakeholders, who have submitted report of complaints through
pengaduan melalui media WBS ini. this WBS media.
Penanganan Konflik Kepentingan [G4-41] Handling Of Conflict Of Interests [G4-41]

Pedoman Konflik Kepentingan (Conflict of Interest) Nomor A002/ The Code of Conflict of Interest Number A002/PGE400/2010-S0
PGE400/2010-S0 tanggal 23 November 2010 memberikan dated November 23rd, 2010 dictates directions and references to
arahan dan acuan bagi seluruh Insan Perusahaan berkenaan all employees of the Company in regards to potentials of conflict
dengan potensi benturan kepentingan yang mungkin terjadi of interests that may occur in the environment of the Company.
di lingkungan Perusahaan. Pedoman ini bertujuan agar potensi The Code aims to address any potentials of conflict of interests
benturan kepentingan tersebut ditangani sesuai dengan based on the principles of Good Corporate Governance in order
prinsip-prinsip Tata Kelola Perusahaan yang Baik sehingga to uphold sound business ethics and practices as well as to avert
tetap menjunjung tinggi etika dan praktik bisnis yang sehat dan deception and other diversion acts.
mencegah kecurangan serta penyimpangan perilaku lainnya.
Setiap tahun, Direksi, Dewan Komisaris dan Pekerja mengisi Each year, the Board of Directors, Board of Commissioners,
Pernyataan Potensi Konflik kepentingan (Conflict of interest), and Employees shall be responsible to complete a Statement of
yang terdiri atas: Conflict of Interests, which consists of:
• Pernyataan Tidak Berbenturan Kepentingan. • Statement of No Conflict of Interests.
• Pemberitahuan Potensi Benturan Kepentingan (diisi apabila • Announcement of Conflict of Interests (to be filled out if the
yang bersangkutan memiliki potensi benturan kepentingan). concerned has conflict of interests).

Directors' Report
Koordinator Penerapan dan Pemantauan GCG (KPPG) Coordinator Of Implementation And Monitoring Of GCG
Koordinator Penerapan dan Pemantauan Tata Kelola Coordinator of Implementation and Monitoring of Good
Perusahaan yang Baik dijabat oleh Direktur Keuangan, sesuai Corporate Governance is officiated by Finance Director, in
dengan Surat Perintah Direktur Utama Nomor: Prin-174/ accordance with Letter of Order of President Director Number
PGE000/2015-S0 tanggal 25 Maret 2015, dengan tugas dan Prin-174/PGE000/2015-S0 dated 25th March 2015, with duties
tanggung jawab antara lain mengkoordinasikan penerapan, and responsibilities, among others to coordinate implementation,
pemantauan, penegakan dan pemenuhan Tata Kelola di monitoring, upholding and fulfilling of Good Corporate
Perusahaan yang Baik serta mengelola isu-isu kepatuhan di Governance as well as to manage compliance issues within the
dalam Perusahaan dan meyakinkan bahwa Perusahaan dan para Company and ensure that the Company along with its employees
pekerjanya telah menerapkan dan menegakkan Tata Kelola have executed and upheld Good Corporate Governance in the long
Perusahaan yang Baik dalam pelaksanaan bisnis Perusahaan. run of Company’s business.
Penunjukan ini sesuai dengan Peraturan Menteri Negara BUMN This appointment is line with the Regulation of Minister of State-
Nomor PER-01/MBU/2011 tanggal 1 Agustus 2011 pasal Owned Enterprises Number PER-01/MBU/2011 dated 1st August
19 ayat (2) yang menyatakan bahwa salah seorang Anggota 2011 article 19 paragraph 19 (2), which dictates a member of the
Direksi ditunjuk oleh Rapat Direksi sebagai penanggung jawab Board of Directors is to be appointed by Meeting of the Board of
dalam penerapan dan pemantauan Tata Kelola Perusahaan di Directors, as the person in charge in the related implementation
BUMN yang bersangkutan. and monitoring of Good Corporate Governance.
Pengisian GCG Online System Filling Out GCG Online System

Sejak tahun 2012 Perusahaan telah mengembangkan sebuah Since 2012, the Company has developed a GCG Online System, of
GCG Online System dimana semua pekerja wajib untuk mengisi which all employees are obligated to fill in the form of GCG Online
formulir GCG Online system yang mencakup: System that includes below:
• Gratifikasi • Gratification
Formulir yang harus diisi adalah formulir penerimaan dan/ Form that must be filled in is a form of acceptance and/or
atau pemberian gratifikasi yaitu; conferral of gratification:
1. Setiap terjadi penerimaan dan/atau pemberian gratifikasi 1. Each time acceptance and/or conferral of gratification is
occurred
2. Triwulanan apabila tidak ada penerimaan dan/atau 2. Quarterly, if there is no acceptance and/or conferral of
pemberian gratifikasi. gratification.
• Pernyataan Potensi Konflik kepentingan (Conflict of • Statement of Conflict of Interests

interest)
Diisi setahun sekali. Formulir yang harus diisi : Must be filled out once a year. Forms that must be filled out:
1. Pernyataan Tidak Berbenturan Kepentingan 1. Statement of No Conflict of Interests
2. Pemberitahuan Potensi Benturan Kepentingan (diisi 2. Announcement of Conflict of Interests (must be filled out if
apabila pekerja memiliki potensi benturan kepentingan). the employee has conflict of interests).

• Etika Usaha dan Tata Perilaku (Code of Conduct) Insan • The Code of Conduct of the Company
Perusahaan
Diisi setahun sekali. Formulir yang harus diisi: Below is the form that must be filled out once a year:
Pernyataan Komitmen Insan Perusahaan terhadap Pedoman Statement of Commitment of the Company towards the Code
Etika Usaha dan Tata Perilaku (Code of Conduct). of Conduct.
Pengisian GCG Online System dapat dilakukan dengan The filling out of GCG Online System shall be conducted by
mengakses http://portal.pge.pertamina.com. Dengan adanya accessing http://portal.pge.pertamina.com. With the existence of
GCG Online System, manajemen Perusahaan berharap agar GCG Online System, the Company’s management anticipates all
seluruh pekerja dapat mengisi GCG Online System tepat waktu employees are able to fill out the forms in a timely manner and
dan mengimplementasikannya dalam setiap aktivitas bisnis implement the efforts in each business activity of the Company.
Perusahaan.
Sosialisasi Tata Kelola Perusahaan Yang Baik Socialization Of Good Corporate Governance
Selama tahun 2015 telah dilaksanakan sosialisasi Tata Kelola Throughout 2015, socialization on Corporate Governance has
di kantor pusat yang juga disaksikan oleh pekerja di seluruh been held at head office witnessed by employees in all areas
area dan proyek Perusahaan melalui video conference. and project of the Company through video conference. It was
Sosialisasi dilaksanakan dengan tema Pencegahan Korupsi di conducted based on a theme of Prevention of Corruption in
Perusahaan dan mengundang Badan Pengawasan Keuangan Companies and invited the Supervisory Body of Finance and
dan Pembangunan (BPKP) sebagai narasumber. Development as speaker.
Dengan diadakannya sosialisasi Tata Kelola ini diharapkan By having the socialization of Corporate Governance, it is
dapat memberikan arahan dan penjelasan bagi seluruh anticipated that it might serve directions and explanations to all
insan Perusahaan untuk mencegah dilakukannya tindakan employees of Company in order to prevent corruptions as well as
korupsi serta penyimpangan perilaku lainnya, sehingga dapat other irregularities, so that it might encourage positive business
mendorong terlaksananya etika bisnis yang tinggi dalam ethics in the management of the Company.
pengelolaan perusahaan.

Directors' Report
Program “PGE Bersih” : "PGE Bersih" Program:

Bersih Dari Korupsi Clean from Corruption
Segenap Insan Perusahaan telah berkomitmen untuk The Company has put all of its efforts in a commitment to conduct
melakukan aktivitas Perusahaan secara sehat dan beretika sound and ethical activities based on the principles of Good
berdasarkan prinsip-prinsip Tata Kelola Perusahaan yang Baik. Corporate Governance. An implementation of Good Corporate
Implementasi Tata Kelola Perusahaan yang Baik merupakan Governance serves as a requirement and precondition to actualize
kebutuhan dan prasyarat untuk mewujudkan perusahaan yang a clean and free from a culture of corruption. Several endeavors
bersih dan terbebas dari budaya korupsi. Berbagai upaya yang have been conducted to realize the purpose, among others are as
telah dilakukan untuk mewujudkan hal tersebut antara lain: follow:
• Membangun Tata Nilai Luhur dan Integritas • Building Integrity and Noble Values
Nilai-nilai luhur yang dianut Perusahaan telah dirumuskan Noble values that are embraced by the Company have been
dalam Pedoman Etika Usaha dan Tata Perilaku. Dengan stated in the Code of Conduct. This code is projected to shape
pedoman ini diharapkan dapat membentuk karakter characters and conducts of the Company’s employees, of which
dan perilaku Insan Perusahaan yang bertanggung jawab will be more responsible and ethical in executing the Company’s
dan beretika dalam menjalankan aktivitas operasional operational activities by upholding corporate values, namely
Perusahaan dengan menjunjung tinggi tata nilai perusahaan Clean, Competitive, Customer focused, Confident, Commercial
yaitu Clean, Competitive, Customer focused, Confident, and Capable.
Commercial dan Capable.
• Membangun Sistem Tata Kerja • Building Work Procedure System

Berbagai sistem dan prosedur telah dibuat untuk A number of systems and procedures have been made to provide
memberikan kejelasan aturan main dalam melakukan a defined regulations in executing company’s operational
aktivitas operasional perusahaan. Sistem dan prosedur activities. Such systems and procedures are established by
tersebut dibuat dengan memperhatikan prinsip-prinsip considering the principles of transparency, accountability,
transparansi, akuntabilitas, responsibilitas, kemandirian dan responsibility, independence and fairness. The regulation may
kewajaran. Kejelasan aturan main tersebut dapat mencegah prevent irregularities, such as conflict of interests, corruptions,
prilaku yang menyimpang seperti konflik kepentingan, misuse of authorities and positions.
korupsi, penyalahgunaan wewenang dan jabatan.

• Pemantauan dan Penegakan • Monitoring and Enforcement

Untuk mengetahui sejauh mana efektivitas sistem tata In order to recognize to what extent the effectivity of work
kerja yang telah diimplementasikan oleh Perusahaan perlu procedure system has been implemented by the Company, a
dilakukan pemantauan secara berkala oleh fungsi tertentu periodical monitoring must be in place under the management
yang mandiri. Pengawasan perlu dilakukan baik oleh pihak of an independent function. Such monitoring must be conducted
internal maupun eksternal. Penguatan fungsi Internal both by internal and external party. Strengthening the Internal
Audit mutlak diperlukan untuk mendukung efektivitas Monitoring Unit function is absolutely required to support the
pemantauan dan penegakan aturan main yang telah effectivity of monitoring and upholding of regulations that
ditetapkan perusahaan. Selain itu pengawasan melekat oleh are set by the Company. Additionally, inherent supervision by
atasan langsung serta penerapan reward dan punishment immediate supervisor as well as implementation of reward and
yang jelas dan objektif turut berperan dalam mendukung punishment are clearly and objectively contributes to support
efektivitas sistem tata kerja yang telah ditetapkan. the effectiveness of the established work procedure system.
Untuk mewujudkan keberhasilan Program PGE BERSIH dan Having to actualize the succession of the Program of "PGE
mencegah praktik korupsi serta penyalahgunaan wewenang BERSIH" and prevent corruptions as well as misuse of authorities,
di lingkungan Perusahaan, Perusahaan telah melaksanakan the Company has effected a socialization of Good Corporate
sosialisasi Tata Kelola Perusahaan yang Baik kepada seluruh Governance to all employees under the theme of Prevention
pekerja dengan tema Pencegahan Korupsi di Perusahaan, of Corruptions in Companies, by inviting BPKP as speaker. The
dengan mengundang BPKP sebagai narasumber. Tema related theme served as part of the Company’s commitment in
tersebut merupakan bagian dalam komitmen Perusahaan regards to Anti-Corruption and Anti-Gratification. Likewise, the
tentang Anti Korupsi dan Anti Gratifikasi. GCG Online System GCG Online System facilitates the Company upon the report of
juga memfasilitasi insan Perusahaan untuk melaporkan acceptance and/or conferral of gratification.
penerimaan dan/atau pemberian gratifikasi.
Kewajiban Laporan Harta Kekayaan Obligation Of Wealth State Official Report

Penyelenggara Negara
Sebagai anak perusahaan PT Pertamina (Persero), pejabat As a subsidiary of PT Pertamina (Persero), the Company’s officials
Perusahaan dalam tingkat jabatan tertentu, diwajibkan with certain positions, are obligated to submit Wealth State
menyampaikan Laporan Harta Kekayaan Penyelenggara Negara Official Report (LHKPN). In accordance with the Letter of Decree
(LHKPN). Sesuai Surat Keputusan Direktur Utama PT Pertamina of President Director of PT Pertamina (Persero) Number 56/
(Persero) No.56/C00000/2013-S0 tertanggal 19 September C00000/2013-S0 dated September 19th, 2013, the Company’s
2013, pejabat Perusahaan yang harus menyampaikan LHKPN, officials who are obligated to submit LHKPN are as follow:
adalah:
1. Direksi. 1. Board of Directors.

2. Komisaris. 2. Board of Commissioners.
3. Vice President/setara 3. Vice President/its equivalent.
4. Manajer/setara. 4. Manager/its equivalent.

Directors' Report
Penilaian Implementasi Tata Kelola Perusahaan Yang Baik Assessment of Implementation of Good Corporate
Governance
Pelaksanaan penilaian implementasi tata kelola perusahaan Assessment of implementation of Good Corporate Governance
yang baik bertujuan untuk mengidentifikasi bidang-bidang intends to identify sectors of implementation of corporate
penerapan tata kelola perusahaan di Perseroan yang mendekati governance in the Company, which are close to or have
atau telah mencapai praktik terbaik (best practices) maupun achieved best practices, or those sectors that have yet to
bidang-bidang yang belum mendekati atau mencapai best achieve best practices as well as have received feedbacks in the
practices serta mendapatkan umpan balik berupa rekomendasi form of improvement recommendations for the sake of future
perbaikan untuk lebih meningkatkan pelaksanaan tata kelola implementation of corporate governance.
perusahaan di kemudian hari.
Penilaian implementasi tata kelola perusahaan yang baik The assessment of implementation of Good Corporate Governance
dilaksanakan pada periode tahun 2014 dengan skor sebesar was conducted in the period of 2014 with score of 91.04. It was
91,04 yang dilakukan oleh assessor independen yakni conducted by an independent assessor, PT Sinergi Daya Prima. In
PT Sinergi Daya Prima. Untuk tahun 2015, Perseroan tidak 2015, the Company did not carry out an assessment to GCG as it
melakukan assessment GCG. Fokus pelaksanaan di tahun 2015 focused on following up recommendation conveyed in the 2014
adalah untuk menindaklanjuti rekomendasi assessment GCG GCG assessment. The upcoming assessment will take place in the
tahun 2014. Selanjutnya, penilaian implementasi tata kelola period of 2016.
perusahaan yang baik akan dilaksanakan untuk periode tahun
2016.
Rencana Pengembangan Tata Kelola Perusahaan Development Plan of Corporate Governance in

Tahun 2016 2016
Dalam rangka terus mempertahankan konsistensi implementasi In order to continuously maintaining the consistency of Good
tata kelola perusahaan yang baik, Perusahaan memiliki rencana Corporate Governance implementation, the Company constructed
kerja pengembangan tata kelola perusahaan tahun 2016 a work plan for corporate governance development in 2016,
sebagai berikut: which are as follow:
1. Penyusunan/pembaharuan Dokumen tata kelola perusahaan 1. Preparation/renewal of corporate governance document

2. Pengisian GCG online system oleh seluruh Pekerja 2. Filling Out of GCG online system by all Employees
3. Pengisian LHKPN oleh Direksi dan Pekerja yang belum 3. Filling out of LHKPN by the Board of Directors and Employees
menyampaikan LHKPN who have yet submitted its LHKPN
4. Sosialisasi tata kelola perusahaan 4. Socialization of corporate governance
5. Pengelolaan Whistleblowing System 5. Management of Whistleblowing System
6. Pelaksanaan GCG Assessment 6. Implementation of GCG Assessment

Rapat Umum Pemegang Saham (RUPS) [G4-40, G4-44, General Meeting of Shareholders (GMS) [G4-40, G4-44,
G4-49] G4-49]
Rapat Umum Pemegang Saham (RUPS) merupakan organ General Meeting of Shareholders (GMS) functions as the
Perusahaan dengan kekuasaan dan wewenang tertinggi. Company’s organ holding the highest duties and authorities. Such
Wewenang ini tidak diberikan kepada Direksi atau Dewan authorities are not assigned to the Board of Directors or Board of
Komisaris dalam batas yang ditentukan oleh Undang-Undang Commissioners in a limited set of time, which is determined by the
Nomor 40 Tahun 2007 tentang Perseroan Terbatas dan/atau Law Number 40 Year 2007 concerning Limited Liability Company
Anggaran Dasar Perusahaan. and/or the Company’s Articles of Association.
Kewenangan RUPS antara lain mengangkat dan The authorities of GMS, among others are to appoint and dismiss
memberhentikan anggota Dewan Komisaris dan Direksi, members of the Board of Commissioners and Board of Directors,
menyetujui perubahan Anggaran Dasar, menyetujui Laporan approve the amendment of Articles of Association, consent
Tahunan dan mengesahkan Laporan Keuangan, menetapkan Annual Report and ratify Financial Statement, determine the
bentuk dan jumlah remunerasi anggota Dewan Komisaris form and nominal of remuneration of members of the Board
dan Direksi, serta mengesahkan Rencana Kerja dan Anggaran of Commissioners and Board of Directors, as well as ratify the
Perusahaan (RKAP). Company’s Work Plan and Budget (RKAP).
RUPS terdiri dari: GMS consists of:

• RUPS Tahunan yang diselenggarakan setiap tahun buku • Annual GMS, which is held each fiscal year at the least 6
selambat-lambatnya 6 bulan setelah tahun buku Perusahaan months after the Company’s fiscal year is closed.
ditutup.
• RUPS Luar Biasa yaitu Rapat Umum Pemegang Saham yang • Extraordinary GMS, which is General Shareholders Meeting
diadakan sewaktu-waktu berdasarkan kebutuhan. that held whenever it is necessary.
Pemegang saham dapat juga mengambil keputusan yang sah The shareholders shall have the responsible to practice a
tanpa mengadakan RUPS secara fisik, dengan ketentuan semua legitimate decision making without to hold GMS physically, under
pemegang saham telah diberitahu secara tertulis dan semua the premise that all shareholders have been notified by a writen
pemegang saham memberikan persetujuan mengenai usul statement and all of shareholders provide written consent on
yang diajukan secara tertulis tersebut serta menandatangani the proposed recommendations as well as signed the agreement,
persetujuan tersebut, yang disebut juga Keputusan Pemegang which also recognized as Circular Resolutions.
Saham Secara Sirkuler.
Selama tahun 2015, telah dilaksanakan 1 kali RUPS Tahunan As far as 2015, the Company has held 1 Annual GMS and
dan 16 RUPS Luar Biasa yang dilaksanakan secara sirkuler. generated 16 Extraordinary GMS circulars.

Directors' Report
RUPS Tahunan Annual GMS

RUPS Tahunan dilaksanakan pada hari Kamis, 26 Februari 2015, The Annual GMS was held on Thursday, February 26th, 2015, with
dengan agenda rapat sebagai berikut: agenda as seen below:
1. Penyampaian Laporan Tahunan Tahun Buku 2014. 1. Submission of Annual Report for Fiscal Year 2014.
2. Persetujuan Laporan Tahunan termasuk Pengesahan 2. Authorization of Annual Report including Ratification of the
Laporan Keuangan Perusahaan Disertai Pemberian Company’s Financial Statement Supplemented by Release and
Pelunasan dan Pembebasan Tanggung Jawab Sepenuhnya Discharge of Full Responsibility (acquit et de charge) to the
(acquit et de charge) kepada Direksi dan Dewan Komisaris. Board of Directors and Board of Commissioners.
3. Penetapan Penggunaan Laba Tahun Buku 2014. 3. Determination of Profit Usage for Fiscal Year 2014.
4. Penunjukkan Kantor Akuntan Publik (KAP) untuk Tahun 4. Appointment of Public Accounting Firm (KAP) for Fiscal Year
Buku 2015. 2015.
5. Penetapan Penghargaan atas Kinerja (Tantiem) kepada 5. Determination of Award for Performance (Tantiem) to the
Direksi dan Dewan Komisaris. Board of Directors and Board of Commissioners.
Hasil RUPS Tahunan 2015 adalah sebagai berikut: Results of Annual GMS 2015 are as described below:
1. Menyetujui Laporan Tahunan Perusahaan untuk tahun buku 1. Approved the Company’s Annual Report for fiscal year 2014 as
2014 serta mengesahkan Laporan Keuangan Perusahaan well as ratified the Company’s Financial Statement for fiscal
untuk tahun buku yang berakhir 31 Desember 2014 beserta year ended on December 31st, 2014 with a supplementary of
penjelasannya yang telah diaudit Kantor Akuntan Publik description that has been audited by the Public Accounting
(KAP) Tanudiredja, Wibisana dan Rekan dengan pendapat Firm (KAP) Tanudiredja, Wibisana and Partners with the
“wajar dalam semua hal yang material”. opinion of “normal in all material aspects”.
2. Memberikan pelunasan dan pembebasan sepenuhnya dari 2. Presented release and discharge of full responsibility (Acquit
tanggung jawab (Acquit et decharge) kepada Direksi atas et de charge) to the Board of Directors upon its management
tindakan pengurusan dan kepada Dewan Komisaris atas affairs and to the Board of Commissioners upon its supervision
tindakan pengawasan yang dilakukan dalam Tahun Buku to the Annual Report, which ended on December 31st, 2014 as
yang berakhir 31 Desember 2014 sepanjang : long as:
• Tindakan tersebut tercermin dalam Laporan Tahunan • The actions were stated in the Company’s Annual Report
Perusahaan (termasuk Laporan Keuangan) Tahun Buku (including Financial Statement) for Fiscal Year ending on
yang berakhir 31 Desember 2014. December 31st, 2014.
• Tindakan tersebut bukan merupakan tindak pidana. • The actions were not deemed as criminal offenses.
3. Menetapkan penggunaan laba bersih Perusahaan tahun 3. Determined the utilization of the Company’s net profit in fiscal
buku yang berakhir 31 Desember 2014 akan ditentukan year ending on December 31st, 2014 to be deliberated in a
kemudian dalam RUPS terpisah secara sirkuler. separated GMS circulars.
4. Memberikan kuasa dan melimpahkan kewenangan kepada 4. Bequeathed power and authorities to the Board of
Dewan Komisaris Perusahaan untuk menetapkan Kantor Commissioners to determine Public Accounting Firm (KAP)
Akuntan Publik (KAP) dalam melakukan pemeriksaan atas in auditing the company’s financial statement for fiscal year
laporan keuangan perusahaan untuk tahun buku yang ending on December 31st, 2015 along with its nominal of
berakhir 31 Desember 2015 berikut besaran nilai jasanya, service, in accordance with the prevalent stipulations and
sesuai ketentuan dan peraturan yang berlaku, dengan regulations, under the premise that the appointed KAP by
ketentuan bahwa KAP yang ditunjuk Perusahaan sama the Company is the same KAP as appointed by PT Pertamina
dengan KAP yang ditunjuk oleh PT Pertamina (Persero). (Persero).
5. Penetapan penghargaan atas kinerja (Tantiem) Direksi dan 5. Determined the award for performance (Tantiem) of the Board
Dewan Komisaris Perusahaan akan ditentukan kemudian of Directors and Board of Commissioners that will be held in a
dan akan dilaksanakan dalam RUPS terpisah secara sirkuler. separate GMS circular.

RUPS Luar Biasa Extraordinary GMS

RUPS Luar Biasa telah dilaksanakan sebanyak 16 kali secara Extraordinary GMS have been conducted for 16 times, with details
sirkuler, dengan perincian sebagai berikut: as follow:
1 5 Maret 2015 2 16 Maret 2015 3 23 April 2015 4 23 April 2015

Pergantian Komisaris Utama Rencana Kerja dan Anggaran Pemberhentian Direktur Pengangkatan Direktur Utama
March 5th, 2015 Perusahaan (RKAP) Tahun Utama April 23rd, 2015
2015 April 23rd, 2015 Appointment of President
Replacement of President
Commissioner March 16th, 2015 Termination of President Director
The Company’s Work Plan and Director
Budget (RKAP) 2015
5 23 April 2015 6 19 Mei 2015 7 19 Mei 2015 8 1 Juni 2015

Perubahan Penyebutan Pendirian dan Penyertaan Pendirian dan Penyertaan Perpanjangan Masa Jabatan
Jabatan Direksi Modal pada PT Pertamina Modal pada PT Pertamina Dewan Komisaris
April 23rd, 2015 Hulu Energi MNK Sakakemang Hulu Energi Kampar (PHE June 1st, 2015
(PHE MNK Sakakemang) Kampar)
Amendment on Designation of Extension of Tenure for the
the Board of Directors’ position May 19th, 2015 May 19th, 2015 position of the Board of
Establishment and Capital Establishment and Capital Commissioners
Participation on PT Pertamina Participation on PT Pertamina
Hulu Energi MNK Sakakemang Hulu Energi Kampar (PHE
(PHE MNK Sakakemang) Kampar)
9 27 Juli 2015 10 6 Agustus 2015 11 10 Agustus 2015 12 19 Oktober 2015

Penghasilan Direksi dan Pergantian Direktur Operasi Penetapan Penghargaan atas Perubahan Harga Dasar
Dewan Komisaris August 6th, 2015 Kinerja Tahunan (Tantiem) Tenaga Listrik Untuk Perjanjian
July 27th, 2015 Direksi dan Dewan Komisaris Jual Beli Tenaga Listrik
Replacement of Operation
Perseroan Tahun Buku 2014 (“PJBL”) Kamojang Unit V
Income of the Board of Director
August 10th, 2015 (1x30 MW)
Directors and Board of
Commissioners Determination of Award for October 19th, 2015
Annual Performance (Tantiem) Amendment of Basic Price
of the Board of Directors and of Electricity for Sale and
Board of Commissioners on the Energy Sales Contract (PJBL) of
Company for Fiscal Year 2014 Kamojang Unit V (1x30 MW)
13 29 Oktober 2015 14 3 November 2015 15 24 November 2015 16 31 Desember 2015

Penetapan Komisaris Penggunaan Laba Bersih Rencana Kerja dan Anggaran Key Performance Indicator
October 29th, 2015 Tahun Buku yang Berakhir Perusahaan (RKAP) Tahun (KPI) / Kesepakatan Kinerja
Tanggal 31 Desember 2014 2015 (Revisi) Tahun 2015
Appointment of Commissioner
November 3rd, 2015 November 24th, 2015 December 31st, 2015
Utilization of Net Profit of Fiscal The Company’s Work Plan and Key Performance Indicator (KPI)
Year Ending on 31st December Budget (RKAP) 2015 (Revision) / Performance Agreements for
2014 2015
Pelaksanaan Keputusan RUPS 2015 Implementation of Resolutions of GMS in 2015

Seluruh Keputusan RUPS telah dilaksanakan oleh Perusahaan. All Resolutions of GMS have been actualized by the Company.

Directors' Report
Dewan Komisaris Board of Commisioners

Dewan Komisaris merupakan organ Perusahaan, yang berfungsi The Board of Commissioners is an organ of the Company, which
melakukan pengawasan secara umum dan/atau khusus sesuai functions to supervise in general and/or specific manner in
Anggaran Dasar, serta memberikan nasehat kepada Direksi accordance with the Articles of Association, as well as to provide
dalam menjalankan Perusahaan dan menerapkan Tata Kelola advices to the Board of Directors in managing the Company and
Perusahaan yang Baik (GCG). implementing Good Corporate Governance (GCG).
Dewan Komisaris bertugas dan bertanggung jawab secara The Board of Commissioners has duties and responsibilities that
kolektif kolegial, dengan dibantu Komite Audit dan Manajemen are categorized as collectively collegial, with the assistance of
Risiko, serta Komite Investasi. Keberadaan Komite-komite Audit and Risk Management Committee, as well as Investment
tersebut dievaluasi setiap tahun berdasarkan kemampuan Committee. These committees are to be evaluated annually
analisa setiap memberikan masukan, keaktifan dalam diskusi based on its analysis capability in making decisions, activeness in
dan kehadiran. discussion and attendance.
Dewan Komisaris melaksanakan fungsi pengawasan dan During the course of implementing its function in supervision
pemberian nasihat kepada Direksi, berdasarkan Undang and advices provisions to the Board of Directors, the Board of
Undang No. 40 Tahun 2007 Tentang Perseroan Terbatas, Commissioners must abide by the Law Number 40 Year 2007
Anggaran Dasar Perusahaan, Board Manual dan ketentuan concerning Limited Liability Company, Company’s Articles of
yang mengatur lainnya. Association, Board Manual and other regulations.
Adapun pendekatan yang dilakukan Dewan Komisaris dalam Approaches that have been carried out by the Board of
menjalankan fungsi pengawasan, yaitu: Commissioners along its functions are seen below:
1. Pertemuan berkala dan korespondensi dengan Direksi. 1. Periodical meetings and correspondences with the Board of
Directors.
2. Laporan berkala kepada pemegang saham. 2. Periodical reports to the shareholders.
3. Kunjungan ke Area dan proyek. 3. Field visit to the Company’s Area and projects.
4. Memberikan arahan/masukan terhadap yang sedang dan 4. Providing directions/feedbacks on on-going and future
akan dilaksanakan Direksi. endeavors of the Board of Directors.
5. Menyampaikan hasil kunjungan kerja Dewan Komisaris ke 5. Presenting results of field visit conducted by the Board of
Area dan Proyek. Commissioners to Areas and Projects.
6. Membuat rekomendasi dan mengarahkan Direksi dari 6. Developed recommendations and pointed the Board of
networking yang dimiliki Dewan Komisaris dan tim. Directors to networking owned by the Board of Commissioners
and team.
Susunan Dewan Komisaris Composition of the Board of Commissioners

Hingga 31 Desember 2015, Dewan Komisaris Perusahaan Up to December 31st, 2015, the Board of Commissioners of the
berjumlah 4 orang. Terdiri dari 1 orang Komisaris Utama, 2 Company consisted of 4 people, namely 1 President Commissioner,
orang Anggota Komisaris dan 1 orang Komisaris Independen. 2 Members of Commissioners and 1 Independent Commissioner.
[G4-38] [G4-38]
Susunan Dewan Komisaris per 31 Desember 2015

Composition of the Board of Commissioners per December 31st, 2015
No Nama Gender Jabatan Tanggal Pengangkatan

Name Position Date of Appointment
1 Yenni Andayani Perempuan | Female Komisaris Utama | President Commissioner 5 Maret 2015 | 5th March 2015
2 Bistok Simbolon Laki-laki | Male Komisaris | Commissioner 25 Juni 2014 | 25th June 2014
3 Maxi Eman Laki-laki | Male Komisaris | Commissioner 29 Oktober 2015 | 29th October 2015
4 Wim Tangkilisan Laki-laki | Male Komisaris Independen | Independent Commissioner 23 Mei 2011 | 23rd May 2011

Pengangkatan Komisaris dilakukan berdasarkan RUPS, dengan The appointment of Commissioners are oriented to RUPS, with
mengacu pada kebutuhan Perusahaan yang berdasarkan reference to its needs that relied on the Law Number 40 Year
kepada Undang-Undang No. 40 tahun 2007 tentang Perseroan 2007 concerning Limited Liability Companies and the Company’s
Terbatas dan Anggaran Dasar Perusahaan dan pertimbangan- Articles of Association, with considerations as follow: [G4-40]
pertimbangan: [G4-40]
1. Memiliki Integritas dan Dedikasi. 1. Owning Integrity and Dedication.
2. Kemampuan, pengalaman dan professional. 2. Ability, experience and professional.
3. Independensi 3. Independence
4. Bukan personil dari Perusahaan. 4. Not an employee of the Company.
5. Menyediakan waktu yang cukup untuk melaksanakan 5. Provides sufficient time to conduct its duties.
tugasnya.
Perusahaan memastikan independensi masing-masing anggota The Company ensures the independence of each Commissioner, so
Komisaris, sehingga dalam hal pengambilan keputusan that there are no external interventions upon conducting decision
dipastikan tidak ada intervensi dari pihak luar. makings.
Antara para anggota Komisaris dan antara anggota Komisaris Among Commissioners and between Commissioners and
dengan anggota Direksi, dilarang memiliki hubungan keluarga Directors, it is prohibited to have kin relationships up to 3rd degree,
sedarah sampai dengan derajat ke-3, baik menurut garis lurus both vertically and laterally, including relationships by marriage
maupun garis kesamping, termasuk hubungan semenda (in-law or brother in-law).
(menantu atau ipar).
Bistok Simbolon Yenni Andayani Wim Tangkilisan Maxi Eman

Komisaris Komisaris Utama Komisaris Independen Komisaris
Commissioner President Commissioner Independent Commissioner Commissioner

Directors' Report
Komisaris Independen Independent Commissioner

Dewan Komisaris memiliki 1 orang Komisaris Independen, The Board of Commissioners have 1 Independent Commissioner,
atau mencakup 25% dari seluruh anggota Dewan Komisaris. or encompasses 25% of total members of the Board of
Komposisi tersebut telah memenuhi ketentuan dalam Commissioners. The composition has meet the stipulation
Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal stated in the Regulation of Minister of State-Owned Enterprises
1 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan Number PER-01/MBU/2011 dated August 1st, 2011 concerning
yang Baik pada Badan Usaha Milik Negara, yang menyatakan Implementation of Good Corporate Governance in State-Owned
bahwa sekurang-kurangnya 20% dari anggota Dewan Komisaris Enterprises, which states that at least 20% of members of the
harus berasal dari luar Perseroan (Komisaris Independen). [G4- Board of Commissioners originated from outside the Company
38] (Independent Commissioner). [G4-38]
Pengangkatan Komisaris Independen dilakukan berdasarkan The appointment of Independent Commissioner shall be decided
RUPS, dengan mengacu pada Undang-Undang No. 40 tahun based on GMS, with a reference to the Law Number 40 Year
2007 tentang Perseroan Terbatas dan Anggaran Dasar 2007 concerning Limited Liability Companies and the Company’s
Perusahaan dan didasarkan pertimbangan sebagai berikut: [G4- Articles of Association, with considerations as follow: [G4-40]
40]
1. Komisaris Independen harus dapat menolak pengaruh, 1. Independent Commissioner shall have the power to reduce any
intervensi dan tekanan dari pemegang saham utama yang influence, intervension and pressures from main shareholders,
memiliki kepentingan atas transaksi atau kepentingan who have interests over transaction or certain interests.
tertentu.
2. Komisaris Independen diharapkan memiliki perhatian 2. Independent Commissioner shall be expected to have full
dan komitmen penuh dalam menjalankan tugas dan interest and commitment in performing its duties and
kewajibannya. responsibilities.
3. Komisaris Independen harus memiliki pengetahuan, 3. Independent Commissioner shall have the knowledge, ability,
kemampuan, waktu dan integritas yang tinggi. time and high integrity.
Perusahaan menjamin independensi Komisaris Independen The Company guarantees the indepence of Independent
dan keberadaannya tidak mewakili kepentingan Pemegang Commissioner and its presence shall not represent the interest
Saham, baik langsung maupun tidak langsung. Dengan of Shareholders, both direct and indirect. Thus, in executing its
demikian dalam melaksanakan tugas dan tanggung jawabnya, duties and responsibilities, the Independent Commissioner cannot
Komisaris Independen tidak dapat dipengaruhi oleh Pemegang be influenced by the Shareholders or any other parties.
Saham maupun pihak-pihak lainnya.

Board Manual Bagi Dewan Komisaris Board Manual for the Board of Commissioners
Seiring dengan implementasi Tata Kelola Perusahaan yang Along with the implementation of Good Corporate Governance,
Baik, Perusahaan melalui Surat Keputusan Nomor 206/ the Company through the Letter of Decree Number 206/DKPGE/
DKPGE/ XI/2014 dan Nomor Kpts–1226/PGE000/XI/2014- XI/2014 and Number Kpts-1226/PGE000/XI/2014-SO issued
SO menerbitkan Panduan Tata Kerja Dewan (Board Manual). Board Manual. The Board Manual serves as a script of agreement
Board Manual merupakan naskah kesepakatan antara Dewan between the Board of Commissioners and Board of Directors to
Komisaris dan Direksi untuk melaksanakan tugas dan fungsinya carry out its respective duties and responsibilities, increase quality
masing-masing, meningkatkan kualitas dan efektifitas and effectivity of inter-organ relationships and implement the
hubungan kerja antar organ dan menerapkan prinsip Tata principles of Good Corporate Governance.
Kelola Perusahaan yang Baik.
Aspek yang diatur dalam Board Manual meliputi : Aspects that are regulated in the Board Manual include:
• Prinsip Dasar. • Basic Principles.
• Persyaratan Dewan Komisaris. • Requirements of the Board of Commissioners.
• Keanggotaan Dewan Komisaris. • Membership of the Board of Commissioners.
• Program Pengenalan dan Peningkatan Kapasitas Dewan • Introduction Program and Capacity Building of the Board of
Komisaris. Commissioners.
• Komisaris Independen. • Independent Commissioner.
• Etika Jabatan Dewan Komisaris. • Position Ethics of the Board of Commissioners.
• Tugas dan Kewajiban Dewan Komisaris. • Duties and Responsibilities of the Board of Commissioners.
• Hak dan Wewenang Dewan Komisaris. • Rights and Authorities of the Board of Commissioners.
• Rapat Dewan Komisaris. • Meeting of the Board of Commissioners.
• Evaluasi Kinerja Dewan Komisaris. • Performance Evaluation of the Board of Commissioners.
• Organ Pendukung Dewan Komisaris. • Supporting Organs of the Board of Commissioners.
1. Komite Dewan Komisaris. 1. Committee of the Board of Commissioners.
2. Sekretaris Dewan Komisaris. 2. Secretary of the Board of Commissioners.
• Pertanggungjawaban Dewan Komisaris. • Accountability of the Board of Commissioners.

Directors' Report
Tugas dan Kewajiban Dewan Komisaris Duties and Responsibilities of the Board of Commissioners
Anggota Dewan Komisaris memiliki tugas mewakili kepentingan Members of the Board of Commissioners shall be accountable
pemegang saham dengan melakukan pengawasan atas for duties to represent shareholders by doing supervision on
kebijakan pengurusan, jalannya kinerja pengurusan pada management policies, performance of management in general,
umumnya, baik mengenai Perusahaan maupun usaha both concerning the Company and its business, as well as to
Perusahaan, serta memberi masukan dan nasihat kepada provide feedbacks and advices to the Board of Directors.
Direksi.
Berkaitan dengan pelaksanaan fungsi pengawasan dan In relation to the implementation of supervision function
pemberian nasihat kepada Direksi, Dewan Komisaris and advices’ provision to the Board of Directors, the Board of
mempunyai kewajiban untuk: Commissioners carries the responsibilities to:
a. Melakukan pengawasan terhadap kebijakan pengurusan, a. Conduct supervision towards management policies,
jalannya pengurusan pada umumnya, baik mengenai performance of management in general, both concerning
Perusahaan maupun usaha Perusahaan yang dilakukan oleh the Company and its business that is conducted by the Board
Direksi, serta memberikan nasihat kepada Direksi. Hal ini of Directors, as well as to provide advices to the latter. This
juga termasuk pengawasan terhadap pelaksanaan Rencana is to include supervision towards the Long Term Plan of the
Jangka Panjang Perusahaan (RJPP), Rencana Kerja dan Company (RJPP), the Company’s Work Plan and Budget
Anggaran Perusahaan (RKAP) serta ketentuan Anggaran (RKAP), stipulations of Articles of Association and Decisions of
Dasar dan Keputusan RUPS, serta peraturan perundangan- GMS, and the prevalent legislations, for the sake of Company’s
undangan yang berlaku, untuk kepentingan Perusahaan interests as well as purposes and objectives of the Company.
serta sesuai dengan maksud dan tujuan Perusahaan.
b. Tunduk pada ketentuan Anggaran Dasar Perusahaan, b. Comply to the established Company’s Articles of Association,
keputusan RUPS dan peraturan perundang-undangan decisions of GMS and the prevalent legislations as well
yang berlaku serta prinsip-prinsip profesionalisme, as principles of professionalism, efficiency, transparency,
efesiensi, transparansi, kemandirian, akuntabilitas, independence, accountability, responsibility, as well as fairness.
pertanggungjawaban, serta kewajaran.
c. Beritikad baik, penuh kehati-hatian dan tanggung jawab c. Act in good faith, prudently and responsibly to the Company, in
kepada Perusahaan, dalam hal ini diwakili oleh RUPS dalam this case represented by the GMS in conducting its function of
menjalankan tugas pengawasan dan pemberian nasihat supervision and provision of advices to the Board of Directors
kepada Direksi untuk kepentingan Perusahaan dan sesuai for the interests of the Company and aligned with the purposes
dengan maksud dan tujuan Perusahaan. and objectives of the Company.
d. Memberikan pendapat dan saran kepada Direksi dan segenap d. Provide feedbacks and recommendations to the Board of
jajarannya berkaitan dengan pengurusan Perusahaan. Directors and all staff who are involved in the management of
the Company.
e. Memberikan arahan terkait dengan sistem teknologi e. Provide directions related to information technology system
informasi yang digunakan oleh Perusahaan dan kebijakan- used by the Company and the established policies in career
kebijakan Perusahaan dalam hal pengembangan karir, development, goods/services procurement, quality and
pengadaan barang/jasa, mutu dan pelayanan, akuntansi service, accounting and preparation of financial statement (in
dan penyusunan laporan keuangan (sesuai dengan standar accordance with general accounting standards in Indonesia/
akuntansi yang berlaku umum di Indonesia/SAK), serta SAK), as well as implementation of those policies.
pelaksanaan dari kebijakan-kebijakan tersebut.
f. Menyusun rencana kerja dan anggaran Dewan Komisaris f. Prepare work plan and budget of the Board of Commissioners
untuk dilaporkan kepada pemegang saham. to be reported to the shareholders.

g. Melakukan penilaian terhadap kinerja Direksi dan g. Perform evaluation to the performance of the Board of
melaporkannya kepada pemegang saham. Directors and to be reported to the shareholders.
h. Mengusulkan remunerasi Direksi sesuai ketentuan yang h. Propose remuneration of the Board of Directors in accordance
berlaku dan penilaian kinerja Direksi. with the stipulations in effect and performance evaluation of
the latter.
i. Memberikan pendapat dan saran kepada RUPS mengenai i. Provide advice and recommendations to the GMS on RJPP and
RJPP dan RKAP yang diusulkan Direksi. RKAP proposed by the Board of Directors.
j. Mengikuti perkembangan kegiatan Perusahaan, j. Monitor the development of Company’s activities, provide
memberikan pendapat dan saran kepada RUPS mengenai feedbacks and recommendations to the GMS concerning issues
setiap masalah yang dianggap penting bagi kepengurusan deemed important to the management of the Company.
Perusahaan.
k. Melaporkan dengan segera kepada RUPS apabila terjadi k. Report immediately to the GMS in case of symptoms of
gejala menurunnya kinerja Perusahaan. decreasing performance of the Company.
l. Meneliti dan menelaah laporan berkala dan laporan tahunan l. Research and review periodic reports and annual reports
yang disiapkan Direksi serta menandatangani laporan prepared by the Board of Directors as well as to sign the annual
tahunan. report.
m. Membentuk Komite Audit dan komite lainnya sesuai dengan m. Establish Audit Committee and other committees as per
kebutuhan Perusahaan dan peraturan perundang-undangan required by the Company and the prevalent legislations.
yang berlaku.
n. Melaksanakan kewajiban lainnya dalam rangka tugas n. Conduct other responsibilities in terms of supervising and
pengawasan dan pemberian nasihat sepanjang tidak providing advice as long as it is not conflicted with the
bertentangan dengan perundang-undangan, Anggaran legislations, Articles of Association, and/or decisions of the
Dasar, dan/atau keputusan RUPS. GMS.
o. Mematuhi ketentuan-ketentuan lain yang berlaku di PT o. Comply to other regulations in effect in PT Pertamina (Persero)
Pertamina (Persero) dan dinyatakan berlaku bagi Perusahaan and that are stated in effect by the Company and/or those that
dan/atau ketentuan-ketuntuan lain yang ditetapkan dan determined and approved by the GMS.
disetujui oleh RUPS.
p. Memantau efektifitas praktik tata kelola perusahaan yang p. Monitor the effectivity of Good Corporate Governance
baik. practices.
q. Meneliti dan menelaah laporan-laporan dari komite-komite q. Research and review reports developed by committees, which
yang menjadi organ pendukung Dewan Komisaris. are supporting organs of the Board of Commissioners.
r. Menghadiri rapat-rapat kerja/koordinasi dengan Direksi dan r. Attend work meetings/coordinations with the Board of
segenap jajarannya. Directors and all staff.
s. Melakukan tugas yang secara khusus diberikan kepadanya s. Perform specific duties given to them in accordance with
menurut Anggaran Dasar dan/atau berdasarkan keputusan the Articles of Association and/or based on decisions of GMS
RUPS dalam koridor peraturan perundang-undangan yang within the corridor of the prevailing legislations.
berlaku.
Hak dan Wewenang Dewan Komisaris Rights and Authorities of the Board of Commissioners
Dewan Komisaris memiliki hak dan wewenang, meliputi: The Board of Commissioners have rights and authorities, including:
a. Melihat buku-buku dan surat-surat serta dokumen lainnya, a. To view books and correspondences as well as other
memeriksa kas untuk keperluan verifikasi dan lain-lain, documents, check cash for verification purposes and others,
memeriksa surat berharga dan memeriksa kekayaan check securities and assets of the Company.
Perusahaan.

Directors' Report
b. Memasuki pekarangan, gedung, dan kantor yang b. To enter the grounds, buildings, and offices used by the
dipergunakan oleh Perusahaan. Company.
c. Meminta penjelasan dari Direksi dan/atau pejabat lainnya c. To inquire explanations from the Board of Directors and/or
mengenai segala persoalan yang menyangkut pengelolaan other officials concerning any issues related to the management
Perusahaan. of the Company.
d. Mengetahui segala tindakan dan tindakan yang telah dan d. To acknowledge any conducts, which have been made and will
akan dijalankan oleh Direksi. be conducted by the Board of Directors.
e. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi e. To inquire the Board of Directors and/or other officials
dengan sepengetahuan Direksi untuk menghadiri rapat under the management of the Board of Directors with the
Dewan Komisaris. acknowledgement of the Board of Directors to attend meeting
of the Board of Commissioners.
f. Mengangkat Sekretaris Dewan Komisaris, jika dianggap f. To appoint Secretary of the Board of Commissioners, as per
perlu. requirement.
g. Menghentikan sementara anggota Direksi sesuai dengan g. To temporarily dismiss members of the Board of Directors
ketentuan Undang-Undang Perseroan Terbatas dengan in accordance with the Law of Limited Liability Company by
memberi tahu secara tertulis kepada yang bersangkutan giving a written announcement to the concerned along with
disertai alasan yang menyebabkan tindakan itu. its reasonings.
h. Membentuk komite-komite lain selain Komite Audit, jika h. To establish other committees besides the Audit Committee, if
dianggap perlu dengan memperhatikan kemampuan it is deemed necessary by considering the Company’s capability.
Perusahaan.
i. Menggunakan tenaga ahli untuk hal tertentu dan dalam i. To use the skills of experts for certain purposes and period of
jangka waktu tertentu atas beban Perusahaan, jika dianggap time at the expense of the Company, if necessary.
perlu.
j. Melakukan tindakan pengurusan Perusahaan dalam j. To perform the management of the Company in certain
keadaan tertentu untuk jangka waktu tertentu sesuai circumstances for specific period of time as per the Articles of
dengan ketentuan Anggaran Dasar ini. Association.
k. Menghadiri rapat Direksi dan memberikan pandangan- k. To attend meetings of the Board of Directors and provide
pandangan terhadap hal-hal yang dibicarakan. insights to matters at hand.
l. Melaksanakan wewenang pengawasan lainnya sepanjang l. To actualize other authorities of supervision as long as it is not
tidak bertentangan dengan peraturan perundang- conflicted to the legislations, Articles of Association and/or
undangan, Anggaran Dasar dan/atau keputusan RUPS. decisions of the GMS.
m. Setiap anggota Dewan Komisaris berhak untuk menerima m. Each member of the Board of Commissioners is entitled
honorarium dan tunjangan/fasilitas yang jumlahnya to honorarium and benefits/facilities with the amount as
ditetapkan oleh RUPS, dengan memperhatikan ketentuan determined by the GMS, by taking account the prevailing
perundang-undangan yang berlaku. legislations.
Program Kerja dan Laporan Hasil Pengawasan Oleh Dewan Work Program and Report of Supervision Results by the
Komisaris Board of Commissioners
Pada tahun 2015, Perusahaan menjalankan program In 2015, the Company carried out an introduction program for the
pengenalan bagi Komisaris baru. Tujuannya agar Komisaris new Commissioners. It aimed to have the new board understood
baru dapat memahami kegiatan operasional Perusahaan secara the essence of operational activities of the Company thoroughly
menyeluruh sehingga mampu bekerjasama dengan Komisaris so that all members might achieve a united cooperation as 1
lainnya sebagai 1 tim. Adapun kegiatan yang dilaksanakan team. Such activites that have been conducted are as follow:
adalah:

1. Pengenalan kegiatan proses panas bumi 1. Introduction to activities of geothermal process

2. Kunjungan kerja ke area dan proyek 2. Field visit to areas and projects
3. Seminar atau workshop 3. Seminar or workshop
Dalam melaksanakan tanggung jawabnya untuk mengawasi In conducting its responsibilities to supervise and provide
dan memberi nasihat kepada Direksi, Dewan Komisaris telah recommendations to the Board of Directors, the Board of
menyusun program kegiatan selama satu tahun. Program kerja Commissioners has put together program of activities for one
Dewan Komisaris untuk tahun 2015, adalah: year. The work program of the Board of Commissioners in 2015
is as follow:
1. Program kerja Dewan Komisaris 1. Work plan of the Board of Commissioners
2. Program kerja Komite Investasi 2. Work Plan of the Investment Committee
3. Program kerja Komite Audit dan Manajemen Risiko 3. Work Plan of the Audit and Risk Management Committee
4. Pelatihan bagi anggota Komite Audit. 4. Trainings for members of the Audit Committee
5. Pelatihan bagi anggota Komite Manajemen Risiko. 5. Trainings for members of the Risk Management Committee.
Selama tahun 2015, Dewan Komisaris secara proaktif telah In 2015, the Board of Commissioners has proactively supervised
melakukan pengawasan terhadap operasional Perusahaan the Company’s operational activities that were actualized by the
yang dilaksanakan oleh Direksi. Dewan Komisaris juga Board of Directors. The Board of Commissioners also delivered
memberikan masukan-masukan, baik secara langsung maupun recommendations, both direct and through its committees.
melalui komite-komite yang dimiliki.
Aspek pengawasan yang dilakukan Dewan Komisaris antara Aspects of supervision conducted by the Board of Commissioners,
lain meliputi: among others include:
• Pengelolaan Perusahaan oleh Direksi • Company’s Management by the Board of Directors

• Kinerja Keuangan • Financial Performance
• Kinerja Investasi • Investment Performance
• Kinerja Operasional, khususnya drilling. • Operational Performance
• Prospek Usaha Perusahaan • Company’s Business Prospects
• Tata Kelola Perusahaan yang Baik • Good Corporate Governance
• Kinerja Bisnis • Business Performance
• Kinerja Risiko Usaha • Business Risk Performance
Kegiatan-kegiatan pengawasan yang dilaksanakan Dewan Such activities of supervision actualized by the Board of
Komisaris sepanjang tahun 2015, yakni: Commissioners in 2015 are as follow:
1. Rapat BOD dan BOC 1. Meeting of BOD and BOC

2. Rapat BOC dengan atau tanpa Komite 2. Meeting of BOC with or without Committee
3. Kunjungan kerja ke area operasional dan proyek 3. Field visit to operational areas and projects
4. Masukan arahan seperti hubungan dengan interim 4. Feedbacks related to interim agreement, head of agreement,
agreement, head of agreement, rekomendasi kerja sama, dan recommendation on cooperation, and so forth.
lain-lain.

Directors' Report
Adapun hasil dari kegiatan pengawasan yang dilaksanakan Results of the related activities actualized by the Board of
Dewan Komisaris sepanjang tahun 2015, sebagai berikut: Commissioners in 2015 are as follow:
1. Arahan untuk tindak lanjut Sibayak, Seulawah. 1. Directions to follow-up Sibayak, Seulawah.
2. Penandatanganan interim agreement 2. Signing of interim agreement.
3. Rekomendasi penunjukkan KAP 3. Recommendation on the appointment of KAP.
4. Cikal bakal materi Peraturan Presiden No. 3 tahun 2016 4. An introduction to the Governmental Regulation Number 3
tentang Proyek Strategis Nasional. Year 2016 concerning National Strategic Project.
Selama tahun 2015 Dewan Komisaris juga melakukan kunjungan Throughout 2015, the Board of Commissioners also have
ke area dan proyek panas bumi. Kunjungan dimaksudkan untuk performed field visits to geothermal areas and projects. It
memantau pelaksanaan proyek dan kegiatan eksploitasi, dalam was a mean to monitor the implementation of projects and
rangka pelaksanaan tugas pengawasan. Dewan Komisaris exploitation activity, within the duty of supervision. The Board of
memastikan bahwa pelaksanaan investasi dan operasi yang Commissioners assured the implementation of investments and
sedang dilakukan oleh manajemen, telah menerapkan prinsip- operations effected by the management have been instilled with
prinsip GCG, manajemen risiko dan pengawasan internal yang sufficient and effective principles of GCG, risk management and
memadai dan efektif. internal monitoring.
Kunjungan Dewan Komisaris Tahun 2015

Field Visits of the Board of Commissioners in 2015
No Waktu Kunjungan Nama Komisaris Area/Proyek

Time of Visit Name of Commissioner Area/Project
1 21-23 Januari | 21st-23rd January Bistok Simbolon Karaha dan Kamojang | Karaha and Kamojang
2 30 Juni-1 Juli | 30th June -1st July M. Syahid Kamojang
3 4-5 Juli | 4th-5th July Yenni Andayani Kamojang
4 23-25 November | 23rd-25th November Maxi Eman Lahendong
Struktur Remunerasi Dewan Komisaris [G4-51, G4-52, G4-53] Remuneration Structure of the Board of Commissioners [G4-
51, G4-52, G4-53]
Struktur remunerasi Dewan Komisaris ditetapkan dalam RUPS. Remuneration Structure of the Board of Commissioners is
Dewan Komisaris menerima remunerasi yang terdiri dari: determined by General Meeting of Shareholders (GMS). The Board
honorarium, fasilitas, tunjangan, dan tantiem atau imbalan of Commissioners is entitled for remuneration that consisted of:
atas kinerja Dewan Komisaris. honorarium, facilities, benefits, and tantiem or rewards for the
performance of the Board of Commissioners.
Besaran remunerasi yang diterima Dewan Komisaris Nominal of the remuneration entitled for the Board of
ditetapkan oleh pemegang saham berdasarkan hasil kajian Commissioners is determined by PT Pertamina (Persero) as the
fungsi Subsidiary and Joint Venture Management PT Pertamina majority shareholder based on Subsidiary and Joint Venture
(Persero), dengan mempertimbangkan evaluasi kinerja Management function, by considering the Company’s performance
Perusahaan dan pencapaian Key Performance Indicator (KPI). evaluation and achievement of Key Performance Indicator (KPI).
Dengan demikian Pemegang Saham menjadi satu-satunya Hence, Shareholders are the only stakeholder who have direct
pemegang kepentingan yang memiliki akses langsung dalam access to determine the nominal of remuneration for the Board
menentukan besaran remunerasi bagi Dewan Komisaris. of Commissioners.

Adapun besaran remunerasi yang diterima Dewan Komisaris Such nominal of remuneration accepted by the Board of
untuk tahun buku 2015, adalah: Commissioners for fiscal year 2015 are as follow:
• Komposisi honorarium Komisaris Utama ditetapkan dengan • Composition of honorarium of President Commissioner is
Faktor Jabatan 45% dari gaji Direktur Utama. determined by Factor of Position of 45% towards the President
Director’s income.
• Komposisi honorarium anggota Komisaris ditetapkan • Composition of honorarium of Commissioners is determined by
dengan Faktor Jabatan 90% dari honorarium Komisaris Factor of Position of 90% towards the President Commissioner’s
Utama. income.
Perusahaan tidak menampilkan rasio dan kenaikan total The Company does not display ratio and increase of total highest
kompensasi tahunan tertinggi yang diterima Dewan Komisaris, annual compensation accepted by the Board of Commissioners,
terhadap rata-rata tahunan total kompensasi yang diterima to the annual average of total compensation received by the
para pekerja. Hal ini merupakan kebijakan Manajemen, employees. This shall be under the policy of the Management,
mengingat bentuk Perusahaan sebagai perusahaan tertutup. recognizing the Company as a closed company. [G4-54, G4-55]
[G4-54, G4-55]
Frekuensi Pertemuan dan Tingkat Kehadiran Dewan Frequency of Meeting and Attendance Rate of the Board of
Komisaris Commissioners
Sesuai Anggaran Dasar Perusahaan, Dewan Komisaris dapat As per the Company’s Articles of Association, the Board of
mengadakan pertemuan untuk membahas hal-hal yang Commissioners shall have the responsibilities to conduct meetings
dianggap penting, sebagai bagian dari pelaksanaan tanggung discussing important affairs, as part of its function of supervision.
jawab pengawasan. Pada tahun 2015, Dewan Komisaris telah In 2015, the Board of Commissioners managed to hold 5 meetings.
melaksanakan 5 kali pertemuan.
Frekuensi Pertemuan Dewan Komisaris dan Tingkat Kehadiran [G4-49]

Frequency of Meeting of the Board of Commissioners and its Attendance Rate
Nama Komisaris Jumlah Pertemuan dalam Masa Jumlah % Kehadiran Masa Jabatan
Name of Jabatan Kehadiran % of Tenureship
Commissioner Total Meetings During Tenureship Total Attendance Attendance
Yenni Andayani 2 2 100% 5 Maret - 31 Desember 2015

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

January 1 - December 31, 2015
Maxi Eman 2 2 100% 29 Oktober - 31 Desember 2015

October 29 - December 31, 2015
Wim Tangkilisan 5 3 60% 1 Januari - 31 Desember 2015

Muhamad Husen 3 3 100% 1 Januari - 5 Maret 2015

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

January 1 - July 1, 2015

Directors' Report
Program Pelatihan Untuk Meningkatkan Kompetensi Training Programs for Competence Building of the Board of
Dewan Komisaris Commissioners
Selama tahun 2015 Perusahaan menyertakan anggota Dewan As far as 2015, the Company has inquired members of the Board
Komisaris dalam program dan kegiatan, yang dimaksudkan of Commissioners to get involved in trainings and programs, of
untuk meningkatkan kompetensi mereka. [G4-43] which means to improve their competence. [G4-43]
Program Pelatihan Dewan Komisaris

Training Program for the Board of Commissioners
No Tempat dan Tanggal Kegiatan Komisaris Bentuk dan Tema Kegiatan

Venue and Date of Activity Commissioner Type and Theme of Activity
1 Jakarta, 17-18 November 2015 Bistok Simbolon

Jakarta, November 17th - 18th, 2015
Professional Directorship Program for BOD & BOC Pertamina
Subsidiaries & Affiliation
2 Jakarta, 17-18 November 2015 Wim Tangkilisan
Jakarta, November 17th - 18th, 2015
Rapat Gabungan Dewan Komisaris dan Direksi Joint Meeting of the Board of Commissioners and Board of
Directors
Salah satu bentuk hubungan formal yang dilakukan Dewan A formal relationship between the Board of Commissioners
Komisaris bersama Direksi dalam rangka pelaksanaan fungsi and Board of Directors in terms of implementing its respective
dan tugas masing-masing Organ Perseroan yaitu melalui functions and duties as the Company’s Organs is to undergo
mekanisme rapat yang diselenggarakan Dewan Komisaris through a meeting mechanism, which is hold by the Board of
bersama Direksi (Rapat Gabungan). Commissioners joined by the Board of Directors (Joint Meeting).
Rapat Gabungan merupakan bentuk rapat koordinasi Joint Meeting serves as a coordination meeting held by the
yang diselenggarakan antara Dewan Komisaris bersama Board of Commissioners and Board of Directors to discuss the
Direksi untuk membahas laporan kinerja Perseroan, hal Company’s performance report, imperative and strategic affairs,
penting dan strategis serta masalah-masalah yang dihadapi as well as issues incurred by the Company within its course of
Perseroan dalam rangka pelaksanaan fungsi pengawasan dan implementing supervision and recommendation effected by the

penasehatan yang dilakukan oleh Dewan Komisaris. Rapat Board of Commissioners. The Joint Meeting shall be invoked for the
Gabungan dapat diselenggarakan dalam rangka pengambilan purposes of decision making by the Board of Commissioners upon
keputusan oleh Dewan Komisaris atas usulan Direksi maupun the recommendation of the Board of Directors and conferral of
pemberian rekomendasi atau arahan dari Dewan Komisaris recommendations or directions from the Board of Commissioners
atas permasalahan yang disampaikan Direksi. regarding issues submitted by the Board of Directors.
Selama tahun 2015 Rapat Gabungan Dewan Komisaris dan In 2015, the Joint Meeting of the Board of Commissioners and
Direksi telah dilaksanakan sebanyak 11 kali. Board of Directors have taken place 11 times.
Jumlah Kehadiran Rapat Dewan Komisaris dan Direksi per 31 Desember 2015 [G4-49]
Total Attendance of Meeting of the Board of Commissioners and Board of Directors per December 31st, 2015
Frekuensi Pertemuan Dewan Komisaris dan Tingkat Kehadiran

Frequency of Meeting of the Board of Commissioners and its Attendance Rate
No Nama Komisaris Jumlah Pertemuan dalam Masa Jumlah % Kehadiran Masa Jabatan
Name of Jabatan Kehadiran % of Tenureship
Commissioner Total Meetings During Tenureship Total Attendance Attendance
5 Maret - 31 Desember 2015

1 Yenni Andayani 9 9 100%
1 Januari - 31 Desember 2015

2 Bistok Simbolon 11 6 55%
29 Oktober - 31 Desember 2015

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

4 Wim Tangkilisan 11 11 100%
1 Januari - 5 Maret 2015

5 Muhamad Husen 2 2 100%
January 1 - March 5, 2015
1 Januari - 1 Juli 2015

6 Muhammad Syahid 5 5 100%
23 April - 31 Desember 2015

7 Irfan Zainuddin 7 6 86%
April 23 - December 31, 2015

8 Khairul Rozaq 11 9 82%
6 Agustus - 31 Desember 2015

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

10 A.B. Hadi Karyono 11 10 91%
1 Januari - 23 April 2015

11 Roni Gunawan 4 4 100%
January 1 - April 23, 2015
1 Januari - 6 Agustus 2015

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

Directors' Report
Direksi Board of Directors

Direksi bertugas menjalankan segala tindakan yang berkaitan Board of Directors shall be responsible in conducting any activities
dengan pengurusan Perusahaan, untuk kepentingan related to the management of the Company, for the interest of
Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan, the Company and in accordance with the purposes and objectives
serta mewakili Perusahaan baik di dalam maupun di luar of the Company, as well as to represent the Company in and out
pengadilan tentang segala hal dan segala kejadian, dengan of court concerning all matters and incidents, with boundaries
pembatasan-pembatasan sebagaimana diatur dalam peraturan regulated in legislations, Articles of Association and/or decisions
perundang-undangan, Anggaran Dasar dan/atau keputusan of GMS.
RUPS.
Keanggotaan dan komposisi Direksi disesuaikan dengan Membership and composition of the Board of Directors to be
kebutuhan serta sifat bisnis Perusahaan. Pembagian tugas di aligned with requirements and nature of business of the Company.
antara anggota Direksi didasarkan pada struktur organisasi Division of labor among members of the Board of Directors are
Perusahaan. oriented to the organizational structure of the Company.
Susunan Direksi Composition of the Board of Directors

Komposisi Direksi merupakan perpaduan para profesional Composition of the Board of Directors consists of combination of
yang memiliki pengetahuan dan pengalaman sesuai yang professionals with knowledge and experience that are required by
dibutuhkan Perusahaan. Hal ini menjadikan berlangsungnya the Company. This will create an effective, efficient and immediate
proses pengambilan putusan yang efektif, efisien dan segera. process of decision making.
Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal Based on the Circular Resolution of Shareholders dated April 23rd
23 April 2015, nama jabatan Direktur Perencanaan dan 2015, the title of Planning and Development Director was altered
Pengembangan berubah menjadi Direktur Eksplorasi dan to Exploration and Development Director.
Pengembangan.
Hingga 31 Desember 2015 keanggotaan dan komposisi Direksi Up to December 31st, 2015, the membership and composition of
terdiri dari 4 orang. Mereka adalah: [G4-38] the Board of Directors consist of 4 people, which are: [G4-38]
a. Direktur Utama a. President Director

b. Direktur Eksplorasi & Pengembangan b. Exploration & Development Director
c. Direktur Operasi c. Operation Director
d. Direktur Keuangan d. Finance Director
Susunan Direksi Per 31 Desember 2015

Composition of Board of Directors Per December 31st, 2015
No Nama Gender Jabatan Tanggal Pengangkatan

Name Position Date of Appointment
1 Irfan Zainuddin Laki-laki Direktur Utama 23 April 2015

Male President Director April 23rd, 2015
2 Khairul Rozaq Laki-laki Direktur Eksplorasi & 15 April 2013

Male Pengembangan April 15th, 2013
Exploration & Development
Director
3 Ali Mundakir Laki-laki Direktur Operasi 6 Agustus 2015

Male Operation Director August 6th, 2015
4 A.B. Hadi Karyono Laki-laki Direktur Keuangan 20 November 2013

Male Finance Director November 20th, 2013

KHAIRUL ROZAQ IRFAN ZAINUDDIN A.B. HADI KARYONO ALI MUNDAKIR

Direktur Eksplorasi & Pengembangan Direktur Utama Direktur Keuangan Direktur Operasi
Exploration & Development Director President Director Finance Director Operation Director
Anggota Direksi ditentukan oleh Pemegang Saham dan Members of the Board of Directors are determined by the
ditetapkan melalui RUPS. Penentuan anggota Direksi Shareholders and approved through GMS. The determination
dilaksanakan sesuai peraturan perundang-undangan yang of members of the Board of Directors is based on the prevailing
berlaku, dengan mempertimbangkan kriteria-kriteria yang legislations, by taking account the established criterias by the
ditetapkan Pemegang Saham, antara lain: [G4-40] Shareholders, among others: [G4-40]
a. Memiliki keahlian, integritas, kepemimpinan, pengalaman, a. To possess skills, integrity, leadership, experience, honesty, and
jujur, dan perilaku yang baik serta dedikasi tinggi untuk good behavior as well as strong dedication to advance and
memajukan dan mengembangkan Perusahaan. develop the Company.
b. Mampu melaksanakan perbuatan hukum dan tidak pernah b. To be able to perform legal actions and never to be claimed
dinyatakan pailit serta tidak pernah menjadi anggota bankruptcy as well as never be the member of the Board of
Direksi atau Dewan Komisaris yang dinyatakan bersalah Directors and Board of Commissioners that is convicted guilty
menyebabkan suatu perusahaan dinyatakan pailit dalam causing the company in bankrupt within 5 years prior to the
waktu 5 tahun sebelum pengangkatannya. appointment.
c. Tidak pernah dihukum karena melakukan tindak pidana yang c. To never receive punishment due to criminal offense that
merugikan keuangan negara dalam waktu 5 tahun sebelum put the state’s finance at loss within 5 years prior to the
pengangkatannya. appointment.

Directors' Report
d. Tidak memiliki hubungan keluarga sedarah sampai derajat d. To not have family relationships up to third degree, both
ke-3, baik menurut garis lurus maupun garis ke samping vertically and laterally or relationship by marriage with
atau hubungan semenda dengan anggota Direksi dan/atau members of the Board of Directors and/or other members of
anggota Dewan Komisaris lainnya. the Board of Commissioners.
e. Tidak mewakili kepentingan partai politik tertentu. e. To not represent any interests of a certain political party.
Perusahaan memastikan independensi masing-masing anggota The Company ensures the independence of each member
Direksi, sehingga dalam hal pengambilan keputusan dipastikan of the Board of Directors so that process of decision making
tidak ada intervensi dari pihak luar. certainly receives zero external interventions.
Antara para anggota Direksi dan antara anggota Direksi Among members of the Board of Directors and between the
dengan anggota Dewan Komisaris, dilarang memiliki hubungan Board of Directors with Board of Commissioners are prohibited
keluarga sedarah sampai dengan derajat ke-3, baik menurut to have family relationships up to 3rd degree, both vertically
garis lurus maupun garis kesamping, termasuk hubungan and laterally, including relationships by marriage (in-law or
semenda (menantu atau ipar). [G4-41] brother in-law). [G4-41]
Board Manual Bagi Direksi Board Manual for the Board of Directors
Direksi dalam melaksanakan tugas dan tanggung jawabnya The Board of Directors in executing its dutes and responsibilities
juga berpedoman kepada Panduan Tata Kerja Dewan (Board are also oriented to the Board Manual, which was ratified through
Manual), yang disahkan dengan Surat Keputusan Nomor 206/ the Letter of Decree Number 206/DKPGE/XI/2014 and Number
DKPGE/ XI/2014 dan Nomor Kpts–1226/PGE000/XI/2014-SO. Kpts-1226/PGE000/XI/2014-SO.
Aspek yang diatur dalam Board Manual meliputi : Aspects stated in Board Manual are as follow:
1. Prinsip Dasar 1. Basic Principles
2. Persyaratan Direksi 2. Requirements of the Board of Directors
3. Keanggotaan Direksi 3. Membership of the Board of Directors
4. Program Pengenalan dan Peningkatan Kapabilitas 4. Introduction Program and Capability Building
5. Independensi (Kemandirian) Direksi 5. Independence of the Board of Directors
6. Etika Jabatan Direksi 6. Ethics of Position of the Board of Directors
7. Tugas dan Kewajiban Direksi 7. Duties and Responsibilities of the Board of Directors
8. Tugas dan Wewenang Kolegial Direksi 8. Collegial Duties and Authorities of the Board of Directors
9. Pembagian Tugas Direksi 9. Division of Labor for the Board of Directors
10. Hak dan Wewenang Direksi 10. Rights and Authorities of the Board of Directors
11. Pendelegasian Wewenang diantara Anggota Direksi 11. Delegation of authorities between Members of the Board of
Directors
12. Rapat Direksi 12. Meeeting of the Board of Directors
13. Organ Pendukung Direksi 13. Supporting Organs of the Board of Directors
a. Satuan Pengawasan Internal a. Internal Monitoring Unit
b. Sekretaris Perusahaan b. Corporate Secretary
14. Hubungan dengan Anak Perusahaan dan Perusahaan 14. Relationships with Subsidiaries and Affiliations
Afiliasi
15. Pertanggungjawaban Direksi 15. Responsibility of the Board of Directors

Tugas dan Kewajiban Direksi Duties and Responsibilities of the Board of the Directors
Direksi memiliki tugas dan kewajiban: The Board of Directors hold duties and responsibilities as follow:
a. Menjalankan segala tindakan yang berkaitan dengan a. Conduct any actions related to the management of the
pengurusan Perseroan untuk kepentingan Perseroan dan Company for the interest of the Company and in accordance
sesuai dengan maksud dan tujuan Perseroan. with the purposes and objectives of the Company.
b. Mewakili Perseroan baik di dalam maupun di luar b. Represent the Company in and out of court concerning
Pengadilan tentang segala hal dan segala kejadian dengan all matters and incidents with boundaries regulated in
pembatasan-pembatasan sebagaimana diatur dalam legislations, Articles of Assocation, and/or decisions of GMS.
peraturan perundang-undangan, Anggaran Dasar, dan/
atau keputusan RUPS.
c. Mencurahkan tenaga, pikiran, perhatian dan pengabdiannya c. Devote energy, ideas, attention and full dedication to its
secara penuh pada tugas, kewajiban dan pencapaian tujuan duties, responsibilities and achievement of purposes of the
Perseroan. Company.
d. Menyiapkan Rencana Jangka Panjang Perusahaan (RJPP) d. Prepare Long Term Plan (RJPP) that consists of strategic
yang merupakan rencana strategis yang memuat sasaran plan completed with target and purposes of the Company
dan tujuan Perseroan yang hendak dicapai dalam jangka within the following 5 years, and has been collectively signed
waktu 5 tahun, yang telah ditandatangani bersama by the Board of Commissioners to be delivered to GMS for
dengan Dewan Komisaris disampaikan kepada RUPS untuk authorization.
mendapatkan pengesahan.
e. Menyiapkan rancangan Rencana Kerja dan Anggaran e. Prepare the Company’s Work Plan and Budget (RKAP) that
Perusahaan (RKAP) yang merupakan penjabaran tahunan illustrates description of annual RJPP and to be submitted to
dari RJPP dan selanjutnya disampaikan kepada RUPS untuk GMS for authorization.
mendapatkan pengesahan.
f. Mengadakan dan memelihara pembukuan dan administrasi f. Organize and maintain entries and administration of the
Perseroan sesuai kelaziman yang berlaku bagi suatu Company as per the respected custom for a Company.
Perseroan.
g. Dalam waktu 6 bulan setelah tahun buku Perseroan g. Within 6 months after closing its fiscal year, the Company to
ditutup, menyampaikan Laporan Tahunan yang telah submit Annual Report that has been signed by the Board of
ditandatangani oleh Direksi dan Dewan Komisaris kepada Directors and Board of Commissioners to GMS for approval.
RUPS untuk mendapatkan persetujuan.
h. Menyusun sistem akuntansi sesuai dengan Standar h. Prepare an accounting system that is in line with the
Akuntansi Keuangan dan berdasarkan prinsip-prinsip Financial Accounting Standards and based on principles of
pengendalian internal, terutama fungsi pengurusan, internal control, especially function of management, record,
pencatatan, penyimpanan dan pengawasan. safekeeping and monitoring.
i. Memberikan pertanggungjawaban dan segala keterangan i. Provide responsibility and all clarities on the conditions of the
tentang keadaan jalannya Perseroan berupa laporan Company in the form of activity report, including periodical
kegiatan Perseroan termasuk laporan keuangan baik financial statement in a determined method and timeline
dalam bentuk laporan berkala menurut cara dan waktu stated in the Articles of Association as well as per inquiry by
yang ditentukan dalam Anggaran Dasar ini serta setiap kali GMS.
diminta oleh RUPS.
j. Menyiapkan dan menetapkan susunan organisasi Perseroan j. Prepare and determine the Company’s organization structure
lengkap dengan perincian dan tugasnya. complete with its details and duties.

Directors' Report
k. Memberikan penjelasan tentang segala hal yang dinyatakan k. Provide details of all matters stated or inquired by members of
atau diminta anggota Dewan Komisaris. the Board of Commissioners.
l. Menjalankan kewajiban-kewajiban lainnya sesuai dengan l. Conduct other responsibilities in accordance with regulations
ketentuan-ketentuan yang diatur dalam Anggaran Dasar dictated in the Articles of Association and that of determined
ini dan yang ditetapkan oleh RUPS berdasarkan peraturan by GMS based on the prevailing legislations.
perundang-undangan yang berlaku.
m. Mematuhi ketentuan-ketentuan lain yang berlaku di m. Comply to other regulations in effect in the holding company
induk perusahaan Perseroan dan dinyatakan berlaku of the Company and declared valid for the Company and/or
bagi Perseroan dan/atau ketentuan-ketentuan lain yang other regulations set and approved by GMS.
ditetapkan dan disetujui oleh RUPS.
n. Dengan itikad baik dan penuh tanggung jawab menjalankan n. With good faith and full responsibility in conducting its duties
tugas untuk kepentingan dan usaha Perseroan dengan for the interest and business of the Company by conforming to
mematuhi peraturan perundang-undangan yang berlaku. the prevailing legislations.
Pembagian Tugas Masing-Masing Direksi Tasks Allocation of each Director

Direktur Utama: President Director:
1. Memberikan arahan dan mengendalikan visi, misi dan 1. Provide direction and control to the vision, mission, strategy
strategi serta kebijakan Perusahaan, and the Company’s policies,
2. Memimpin para anggota Direksi dalam melaksanakan 2. Lead members of the Board of Directors in carrying out the
keputusan Direksi. Board’s decision,
3. Memimpin dan mendorong terlaksananya pembentukan 3. Lead and encourage the the establishment of corporate
budaya Perusahaan, peningkatan citra dan Tata Kelola culture, enhancement of corporate image and Good Coporate
Perusahaan yang Baik (Good Coporate Governance). Governance,
4. Menyelenggarakan dan memimpin Rapat Direksi secara 4. Organize and lead the Board of Directors’ meetings
periodik sesuai ketetapan Direksi atau rapat-rapat lain periodically in accordance with provisions of the Board of
apabila dipandang perlu sesuai usulan Direksi. Directors or other meetings as necessary and proposed by the
Board of Directors.
5. Atas nama Direksi, mengesahkan semua surat keputusan 5. On behalf of the Board of Directors, ratify all Decrees of
Direksi sesuai dengan jenis keputusan yang dalam Anggaran Directors in accordance with the type of decision in the
Dasar atau ketetapan lainnya. Articles of Association or other stipulations.
6. Dalam hal pengadaan barang dan/jasa, atas nama 6. In the case of procurement of goods and/or services, on behalf
Direksi dapat memberikan persetujuan/izin prinsip of the Board of Directors may grant approval/permission to
untuk mencapai maksud dan tujuan Perusahaan sesuai achieve objectives of the Company in accordance with the
ketentuan pengadaan barang dan/atau jasa yang berlaku di provision procurement of goods and/or services applicable in
Perusahaan. the Company.
7. Atas nama Direksi mewakili Perusahaan di dalam maupun 7. On behalf of the Board of Directors to represent the Company
di luar pengadilan dan/atau dapat menunjuk Direksi lain, in and out of Court and/or could appoint other Directors,
pekerja atau pihak lain untuk mewakili Perusahaan di dalam employees or other parties to represent the Company in and
dan di luar pengadilan. out of court.
8. Atas nama Direksi, menentukan keputusan Direksi, apabila 8. On behalf of the Board of Directors, determine the Board’s
dalam voting pada rapat Direksi terdapat jumlah suara yang decision if during the vote in a meeting there are equal
sama banyak antara suara yang setuju dan tidak setuju. numbers between agrees and disagree.
9. Memberikan informasi kepada Stakeholders terhadap 9. Provide information to Stakeholders regarding to Board of
keputusan Direksi yang memberi dampak besar kepada Director’s decision that affect largely the public either related
publik baik yang berkaitan dengan keputusan bisnis, to business decisions, legal aspects, or rumors about the
aspek legal, ataupun isu-isu tentang Perusahaan yang Company in the community.
berkembang di masyarakat.

10. Memimpin dan mengkoordinasi fungsi-fungsi langsung 10. Lead and coordinate functions that are directly under the
yang berada dibawah Direktur Utama antara lain Sekretaris President Director, such as the Corporate Secretary, Internal
Perusahaan, Internal Audit dan lain-lain dalam mencapai Audit Department and others, to achieve performance targets.
sasaran kinerja Perusahaan yang telah ditetapkan.
11. Dalam menjalankan tugas dan wewenangnya, Direktur 11. In carrying out its duties and authorities, President Director
Utama dapat melimpahkan sebagian tugas dan may delegate some tasks and responsibilities to the other
wewenangnya kepada Direksi lainnya sesuai dengan tugas Directors in accordance with each respective duty and
dan wewenang masing-masing Direksi tersebut. authority.
12. Dalam menjalankan tugas dan wewenangnya, Direktur 12. In carrying out its duties and authorities, President Director is
Utama berwenang melakukan korespondensi dengan pihak authorized to conduct correspondence with related external
eksternal yang terkait. parties.
Direktur Eksplorasi & Pengembangan: Exploration & Development Director:

1. Mengkaji kelayakan bisnis baru sesuai rencana bisnis dan 1. Assess the feasibility of new business according to the business
kebijakan pertumbuhan usaha Perusahaan. plan and the Company’s growth policy.
2. Memimpin dan mengendalikan seluruh kegiatan proyek 2. Lead and control all project activities related to growth (new
yang bersifat growth (Proyek Baru Renbang, Proyek Project Renbang, Expansion Project and new Area Preparation
Perluasan dan Proyek Penyiapan Area Baru). Project)
3. Melakukan evaluasi segenap kegiatan pengembangan 3. Evaluate all business development activities based on risk
bisnis berbasis risk management dan menjaga hubungan management and maintain good relationships with the
baik dengan pihak pelanggan untuk memastikan lingkup customer to ensure the scope and terms of the contract to be
dan persyaratan kontrak yang menguntungkan bagi beneficial to the Company.
Perusahaan.
4. Memimpin dan mengendalikan segenap kegiatan survei 4. Lead and control all activities in surveys of geochemical,
geokimia, geologi dan geofisika pada proyek-proyek di geological and geophysical in projects under the control of the
bawah kendali Direktorat Renbang. Renbang Directorate.
5. Mengkoordinir penyusunan RKA (Rencana Kerja dan 5. Coordinate the preparation of RKAP (Work Plan and Budget)
Anggaran) dan RJP (Rencana Jangka Panjang) Perusahaan and RJP (Long Term Plan) as well as evaluate the planning
serta melakukan evaluasi perencanaan secara berkala. periodically.
6. Memimpin dan mengendalikan pengelolaan sumber daya 6. Lead and control resources management within the
yang berada dalam tanggung jawab Direktorat Renbang. responsibility of the Renbang Directorate.
7. Perencanaan, pelaksanaan dan pengendalian proyek untuk 7. Develops plan, implementation and control of projects to
memastikan bahwa tujuan project yaitu Safety, On Time, On ensure the objectives, which are Safet, On Time, On Budget,
Budget, On Specification dan On Return dapat tercapai. On Specification and On Return, can be achieved.
8. Melaporkan secara berkala segenap kemajuan kegiatan 8. Report regularly all activities progress to President Director.
kepada Direktur Utama.
9. Bersama-sama dengan Direktorat lain melakukan sinergi, 9. Together with other Directorates to conduct synergy, strong
kerjasama yang kuat dan saling mendukung dalam aktivitas cooperation and support each other in the daily business and
bisnis dan operasional Perusahaan sehari-hari. operational activities.
10. Dalam menjalankan tugas dan wewenangnya, Direktur 10. In carrying out its duties and authorities, Exploration and
Eksplorasi dan Pengembangan berwenang mewakili Development Director is authorized to represent the Company
Perusahaan di dalam maupun di luar pengadilan dan/ in and out of the Court and/or may appoint another member
atau dapat menunjuk anggota Direksi lain, pekerja atau of the Board of Directors, employees or other parties to
pihak lain untuk mewakili Perusahaan di dalam dan di luar represent the Company in and out of the Court.
pengadilan.
11. Dalam menjalankan tugas dan wewenangnya, Direktur 11. In carrying out its duties and authorities, Exploration and
Eksplorasi dan Pengembangan berwenang melakukan Development Director is authorized to conduct correspondence
korespondensi dengan pihak eksternal yang terkait. with related external parties.

Directors' Report
Direktur Operasi: Operation Director:

1. Mengarahkan dan mengevaluasi segenap kegiatan yang 1. Direct and evaluate all activities related to the production
berkaitan dengan operasi produksi. operations.
2. Merencanakan dan mengevaluasi keandalan sarana serta 2. Plan and evaluate the reliability of facilities, operating and
fasilitas operasi dan fasilitas pendukung. supporting facilities.
3. Mengembangkan standar engineering untuk segenap 3. Develop engineering standards for all operations in the area.
kegiatan operasi di area.
4. Merencanakan, mengarahkan dan mengevaluasi segenap 4. Plan, direct and evaluate all activities related to the control
kegiatan yang berkaitan dengan pengendalian kinerja of drilling performance of make up wells, utilization and
pemboran make up wells, utilisasi dan pengoperasian power operation of the power plant.
plant.
5. Memimpin dan mengendalikan seluruh kegiatan proyek 5. Lead and control all utilization and power generating projects.
utilisasi dan pembangkitan.
6. Mengarahkan dan mengevaluasi kegiatan kemitraan bisnis. 6. Direct and evaluate business partnerships activities.
7. Mengendalikan segenap kinerja kegiatan kemitraan bisnis 7. Control the performance of all operational activities of
operasional dalam aspek finansial dan non-finansial. business partnerships in the financial and non-financial
aspects.
8. Menetapkan mekanisme pengendalian segenap risiko 8. Establish control mechanisms of all operational risk and
operasional dan mengawasi status penanganan. supervise the handling status.
9. Melaporkan secara berkala segenap kemajuan kegiatan 9. Regularly report the progress of all activities to President
kepada Direktur Utama. Director.
10. Bersama-sama dengan Direktorat lain melakukan sinergi, 10. Together with other Directorate to conduct synergy, strong
kerjasama yang kuat dan saling mendukung dalam aktivitas cooperation and support each other in Company’s daily
bisnis dan operasional Perusahaan sehari-hari. business and operational activities.
11. Dalam menjalankan tugas dan wewenangnya, Direktur 11. In carrying out its duties and authorities, Operation Director is
Operasi berwenang mewakili Perusahaan di dalam authorized to represent the company in and out of the Court
maupun di luar pengadilan dan/atau dapat menunjuk and/or may appoint another member of the Board of Directors,
anggota Direksi lain, pekerja atau pihak lain untuk mewakili employees or other parties to represent the Company in and
Perusahaan di dalam dan diluar pengadilan. out of the Court.
12. Dalam menjalan tugas dan wewenangnya, Direktur Operasi 12. In carrying out its duties and authorities, Operation Director is
berwenang melakukan korespondensi dengan pihak authorized to conduct correspondence with related external
eksternal yang terkait. parties.
Sepanjang tahun 2015, Direksi telah melakukan 25

rapat dengan agenda antara lain membahas kegiatan
operasional, kepegawaian, dan perencanaan strategis.
In 2015, the Board of Directors has conducted 25 meetings with

the agenda, including operational activities, employment, and
strategic plan.

Direktur Keuangan: Finance Director:

1. Merencanakan, mengelola dan mengontrol keuangan 1. Plan, manage and control the Company’s financial to function
Perusahaan agar berfungsi maksimal dalam mendukung optimally to support business and operations of the Company,
aktivitas bisnis dan operasional Perusahaan yang based on the principles of risk financial management.
berlandasan pada prinsip pengelolaan keuangan yang
berbasis pada risk management.
2. Berkoordinasi dengan direktorat keuangan PT Pertamina 2. Coordinate with finance directorate of PT Pertamina (Persero)
(Persero) dalam hal penerimaan dan pengeluaran keuangan in terms of revenues, expenditures and investments.
serta investasi Perusahaan.
3. Melaporkan secara berkala status pengendalian keuangan 3. Report periodically the status of the Company’s financial
Perusahaan kepada Direktur Utama. control to President Director.
4. Bersama-sama dengan Direktorat lain melakukan sinergi, 4. Together with other Directorates to conduct synergy, strong
kerjasama yang kuat dan saling mendukung dalam aktifitas cooperation and support each other in daily business and
bisnis dan operasional Perusahaan sehari-hari. operational activities.
5. Dalam menjalankan tugas dan wewenangnya, Direktur 5. In carrying out its duties and authorities, Finance Director is
Keuangan berwenang mewakili Perusahaan di dalam authorized to represent the company in and out of the Court
maupun di luar pengadilan dan/atau dapat menunjuk and/or may appoint another member of the Board of Directors,
anggota Direksi lain, pekerja atau pihak lain untuk mewakili employees or other parties to represent the Company in and
Perusahaan di dalam dan diluar pengadilan. out of the Court.
6. Dalam menjalan tugas dan wewenangnya, Direktur 6. In carrying out its duties and authorities, Finance Director is
Keuangan berwenang melakukan korespondensi dengan authorized to conduct correspondence with related external
pihak eksternal yang terkait. parties.
Hak dan Wewenang Direksi Rights and Authorities of the Board of Directors
Direksi memiliki hak dan wewenang: The Board of Directors have rights and authorities as follow:
a. Mengikat Perusahaan dengan pihak lain dan pihak lain a. To bind the Company with another party and vice versa with a
dengan Perusahaan dengan sejumlah pembatasan. number of limitations.
b. Melakukan segala tindakan dan perbuatan baik mengenai b. To conduct all measures and deeds that are pertaining to
pengurusan maupun pemilikan sesuai dengan ketentuan management and ownerships in accordance with the prevailing
peraturan perundang-undangan yang berlaku. legislations.
c. Menetapkan kebijakan dalam kepemimpinan dan c. To determine policies in terms of leadership and management
kepengurusan Perusahaan. of the Company.
d. Mengatur penyerahan kekuasaan Direksi untuk mewakili d. To arrange delegation of authority of the Board of Directors
Perusahaan di dalam dan di luar Pengadilan kepada to represent the Company in and out of court to an individual
seseorang atau beberapa orang anggota Direksi yang or several members of the related board, whom speficially
khusus ditunjuk untuk itu atau kepada seseorang atau appointed for the cause or to an individual or several employees
beberapa orang Pekerja Perusahaan baik sendiri-sendiri of the Company, whether it is individually or collectively or to
maupun bersama-sama atau kepada pihak lain. another party.
e. Mengatur ketentuan-ketentuan tentang kepegawaian e. To arrange regulations pertaining to employment of
Perusahaan termasuk pembinaan pegawai, penetapan upah the Company, including employees’ development, wage
dan penghasilan lain, pesangon dan/atau penghargaan atau determination and other incomes, severance and/or rewards
pengabdian serta manfaat pensiun bagi pekerja Perusahaan or dedication as well as retirement benefit for employees of the
berdasarkan peraturan perundang-undangan yang berlaku Company based on the prevailing legislations and/or decisions
dan/atau keputusan RUPS. of GMS.

Directors' Report
f. Mengangkat dan memberhentikan Pekerja Perusahaan f. Appoint and dismiss Employees of the Company based on
berdasarkan peraturan perundang-undangan dan peraturan the prevailing legislations and the Company’s employment
kepegawaian Perusahaan yang berlaku. regulation.
g. Memberi penghargaan dan sanksi (reward and punishment) g. Contributes reward and punishment to Employees of the
kepada Pekerja Perusahaan berdasarkan peraturan Company based on the Company’s employment regulation.
kepegawaian Perusahaan.
h. Memastikan sumber daya manusia Perusahaan memiliki h. Ensure the Company’s human resources to be prepared with a
kompetensi dan kemampuan yang handal sesuai dengan reliable competence and skills as per its scope of work.
bidang tugasnya.
i. Mengangkat dan memberhentikan Sekretaris Perusahaan i. Appoint and dismiss Corporate Secretary based on the
berdasarkan aturan dan ketentuan yang berlaku. prevailing regulations and stipulations.
j. Melakukan aktivitas di luar Perusahaan yang tidak secara j. Conduct activities outside the Company, which are not
langsung berhubungan dengan kepentingan Perusahaan indirectly related to the Company’s interest, such as a speaker
seperti pembicara/narasumber dalam seminar, workshop, person in a seminar, workshop, and alike activities and/or
dan kegiatan sejenis dan/atau menjadi pengurus asosiasi become business associate manager and so forth as long as it is
bisnis dan sejenisnya diperkenankan sebatas menggunakan within reasonable time and with the consent of the President
waktu yang wajar dan sepengetahuan Direktur Utama atau Director and other Directors.
Direktur lainnya.
k. Memperoleh cuti sesuai ketentuan yang berlaku. k. Own leaves as per the prevailing regulations.
l. Mempergunakan saran profesional. l. Utilize its professional recommendations.
m. Menerima gaji berikut fasilitas dan tunjangan lainnya yang m. Receive salary with its facilities and other benefits to which the
jumlahnya ditetapkan oleh RUPS dengan memperhatikan amount is set by GMS by considering the prevailing legislations.
ketentuan-ketentuan peraturan perundang-undangan yang
berlaku.
n. Apabila Perusahaan mencapai tingkat keuntungan, maka n. If the Company achieves a certain level of profit, then the
Direksi dapat menerima insentif sebagai imbalan atas Board of Directors shall receive an incentive as a reward for
prestasi kerjanya yang besarnya ditetapkan oleh RUPS. their performance, to which the amount is set by GMS.
o. Mendapatkan sarana dan fasilitas Perusahaan serta o. Receive means and facilities of the Company as well as pension
santunan purna jabatan sesuai dengan hasil penetapan RUPS benefits in accordance with decisions of GMS, to which the
yang penyediaannya disesuaikan dengan kondisi keuangan provision to be aligned with the Company’s financial condition,
Perusahaan, asas kepatuhan dan kewajaran serta tidak compliance and fairness as well as not against the prevailing
bertentangan dengan peraturan perundang-undangan yang legislations. Details of these items are further explained in the
berlaku. Penjabaran tentang sarana dan fasilitas Perusahaan decree of GMS.
dituangkan lebih lanjut dalam keputusan RUPS.
p. Menetapkan dan menyesuaikan struktur organisasi p. Determine and align the Company’s organization structure.
Perusahaan.

Setiap anggota Direksi bertanggung jawab penuh secara Each member of the Board of Directors is completely responsible
pribadi apabila yang bersangkutan bersalah atau lalai personally if the concerned is found guilty or negligent in
menjalankan tugasnya untuk kepentingan dan usaha conducting its duties for the interest and business of the Company,
Perseroan, kecuali apabila anggota Direksi yang bersangkutan unless the concerned member of the Board of Directors able to
dapat membuktikan bahwa: provide evidence that:
a. Kerugian tersebut bukan karena kesalahan atau kelalaiannya; a. The loss is not because of his/her error or negligence;
b. Telah melakukan pengurusan dengan itikad baik dan kehati- b. Good faith and prudence have been realized for the interest,
hatian untuk kepentingan dan sesuai dengan maksud dan purposes and objective of the Company;
tujuan Perseroan;
c. Tidak mempunyai benturan kepentingan baik langsung c. The concerned claims not to have any conflict of interests
maupun tidak langsung atas tindakan pengurusan yang directly and indirectly to the act of management that is
mengakibatkan kerugian; dan inflicting losses; and
d. Telah mengambil tindakan untuk mencegah timbul atau d. The concerned has taken measures to prevent the loss to occur
berlanjutnya kerugian tersebut or to continue to occur.
Frekuensi Pertemuan dan Tingkat Kehadiran Direksi [G4-49] Frequency of Meeting and Attendance Rate of the Board of
Directors [G4-49]
Sepanjang tahun 2015, Direksi telah melakukan 25 pertemuan Throughout 2015, the Board of Directors has performed 25
(rapat) dengan agenda membahas antara lain mengenai meetings with the agenda including the operational activities of
kegiatan operasional Perusahaan, kepegawaian Perusahaan, the Company, employment, and strategic plan of the Company.
dan perencanaan strategis Perusahaan.
No. Nama Jumlah Rapat Jumlah Persentase Masa Jabatan

Name dalam Masa Jabatan Kehadiran Rapat Kehadiran Tenureship
Total Meetings Total Attendance Percentage of
during Tenureship Attendance
1 Irfan Zainuddin 16 16 100% 23 April – 31 Desember 2015

April 23rd – December 31st, 2015
2 Khairul Rozaq 25 25 100% 1 Januari – 31 Desember 2015

January 1st – December 31st, 2015
3 Ali Mundakir 9 9 100% 6 Agustus – 31 Desember 2015

August 6th – December 31st, 2015
4 A.B. Hadi Karyono 25 25 100% 1 Januari – 31 Desember 2015

January 1st – December 31st, 2015
5 Roni Gunawan 9 9 100% 1 Januari – 23 April 2015

January 1st – April 23rd, 2015
6 Richard H. Tamba 16 16 100% 1 Januari – 6 Agustus 2015

January 1st – August 6th, 2015

Directors' Report
Program Pelatihan Untuk Meningkatkan Kompetensi Training Programs of Competence Building for the Board of
Direksi Directors
Secara berkesinambungan Perusahaan terus meningkatkan In a continuous manner, the Company keeps improving the
kompetensi Direksi, dengan menyertakan mereka pada competence of the Board of Directors by involving them in several
berbagai kegiatan, baik sebagai peserta ataupun narasumber. activities, as a participant or speaker person. [G4-43]
[G4-43]
Program dan Kegiatan Peningkatan Kompetensi Direksi

Program and Training of Competence Building for the Board of Directors
No Tempat dan Tanggal Kegiatan Direksi Bentuk dan Tema Kegiatan

Venue and Date of Event Board of Directors Type and Theme of Activity
1 25 Februari 2015, Jakarta Direktur Eksplorasi & Pelatihan Assessment untuk Sesi Umpan Balik dengan Konsultan Daya
February 25th, 2015, Jakarta Pengembangan Dimensi Indonesia
Exploration & Assessment Training for Feedback Session with the Consultant of Daya
Development Director Dimensi Indonesia
2 4 Maret 2015, Jakarta Direktur Eksplorasi & Workshop Risk Analysis Overview for Senior Management
March 4th, 2015, Jakarta Pengembangan
Exploration &
Development Director
3 29-31 Maret 2015, Jakarta Direktur Operasi Bali Forum Shring Teknologi Hulu ke 3 2015
March 29th - 31st, 2015, Jakarta Operation Director The 3rd Bali Sharing Forum on Upstream Technology in 2015
4 4 – 5 Mei 2015, Jakarta Direktur Utama Program Directorship

May 4th - 5th, 2015, Jakarta President Director Directorship Program
5 20 Mei 2015, Jakarta Direktur Utama Accelerate Business Performance by Creating the “Productive (Lean &
May 20th, 2015, Jakarta President Director Mean) Organization- Role of Corporate Learning
6 19 Agustus 2015, Bandung Direktur Keuangan Workshop Professional Director Program Batch 117
August 19th, 2015, Bandung Finance Director
7 20 Agustus 2015, Jakarta Direktur Utama Panelist “The role of Operating Company in the National Geothermal
August 20th, 2015, Jakarta President Director Human Capital Development”
8 16-17 September 2015, Garut Direktur Operasi Forum Presentasi CIP PGE
September 16th – 17th, 2015, Garut Operation Director Presentation Forum of CIP PGE
9 17 September 2015, Bandung Direktur Utama Workshop Panas Bumi

September 17th, 2015, Bandung President Director Workshop on Geothermal
10 17 September 2015, Jakarta Direktur Eksplorasi & Workshop PETROWEEK 2015

September 17th, 2015, Jakarta Pengembangan
Exploration &
Development Director
11 29 September 2015, Jakarta Direktur Utama Focus Group Discussion "Menguatkan Infrastruktur Energi Untuk
September 29th, 2015, Jakarta President Director Keandalan dan Ketersediaan Energi Nasional"
Focus Group Discussion on “Strengthening Infrastructure Energy for the
Reliability and Availability of National Energy”
12 21-22 Oktober 2015, Palembang Direktur Utama Pembicara Seminar Nasional ke 7 Added Value of Energy Resources
October 21st-22nd, 2015, Palembang President Director Speaker at the 7th National Seminar on Added Value of Energy
Resources

13 23 Oktober 2015, Palembang Direktur Eksplorasi & Pembicara pada Kuliah Umum Geothermal Energy dari Teknik Kimia
October 23rd, 2015, Palembang Pengembangan Politeknik Negeri Sriwijaya
Exploration & Speaker at Public Classroom on Geothermal Energy at State Polytechnic
Development Director Chemical Engineering of Sriwijaya
14 24 Oktober 2015, Palembang Direktur Eksplorasi & Pembicara pada Forum Nasional Nanoteknologi 2015 dari Teknik
October 24th, 2015, Palembang Pengembangan Kimia Politeknik Negeri Sriwijaya
Exploration & Speaker at National Forum on Nanotechnology 2015 at State
Development Director Polytechnic Chemical Engineering of Sriwijaya
15 28 Oktober 2015, Jakarta Direktur Keuangan Workshop Alternatif Financing dan Credit Rating
October 28th, 2015, Jakarta Finance Director Alternative Workshop on Financing and Credit Rating
16 6 November 2015, Jakarta Direktur Keuangan Workshop Penyusunan Laporan Terintegrasi Tahun Buku 2015
November 6th, 2015, Jakarta Finance Director Workshop on Preparation of the Integrated Report for Fiscal Year 2015
17 14 November 2015, Jakarta Direktur Utama Pembicara Dies Natalis Universitas Trisakti ke 50
November 14th, 2015, Jakarta President Director Speaker at the 50th Anniversary of University of Trisakti
18 24-25 November 2015, Jakarta Direktur Utama Pertamina Energy Forum 2015
November 24th – 25th, 2015, Jakarta President Director
19 24-25 November 2015, Jakarta Direktur Keuangan Pertamina Energy Forum 2015- Sustainable Energy for Indonesia
November 24th – 25th, 2015, Jakarta Finance Director Growth
20 27 November 2015, Jakarta Direktur Utama Workshop Media

November 27th, 2015, Jakarta President Director
21 14 Desember 2015, Jakarta Direktur Utama Enterprise Risk Managemet (ERM) Forum IV
December 14th, 2015, Jakarta President Director
22 17 Desember 2015, Bandung Direktur Utama Undangan Dialog Interaktif - Percepatan Pengembangan Panas Bumi
December 17th, 2015, Bandung Direktur Utama Dalam Kerangka Menunjang Target Pencapaian Bauran Energi 2025
Invitation for Interactive Dialogue – Acceleration of Geothermal
Development in the Support of Target Achievement of Energy Mix 2025

Directors' Report
Penilaian Kinerja Anggota Dewan Komisaris dan Performance Evaluation of Board of

Direksi [G4-44] Commissioners and Board of Directors [G4-44]
Rapat Umum Pemegang Saham (RUPS) secara rutin dan General Meeting of Shareholders (GMS) is conducted routinely
konsisten melaksanakan peninjauan dan penilaian terhadap and consistently to monitor and evaluate the performance
kinerja anggota Dewan Komisaris dan Direksi. Penilaian kinerja of members of the Board of Commissioners and Directors.
anggota Dewan Komisaris dan Direksi untuk periode tahun Performance evaluation for fiscal year 2015 was carried out in
buku 2015 dilaksanakan pada Rapat Umum Pemegang Saham the General Meeting of Shareholders (GMS) 2016.
tahun 2016.
Kriteria penilaian mencakup: Criterias of evaluation cover these items:

• Implementasi dan pelaksanaan tugas dan tanggung jawab • Implementation and enforcement of duties and responsibilities
setiap anggota Komisaris dan Direksi berdasarkan Anggaran of each member of the Board of Commissioners and Board of
Dasar Perusahaan. Directors based on the Company’s Articles of Association.
• Implementasi dan pelaksanaan keputusan Rapat Umum • Implementation and enforcement to decisions of the General
Pemegang Saham. Shareholders Meeting.
• Realisasi dan pencapaian RKAP. • Realization and achievement of RKAP.
Kebijakan Remunerasi Dewan Komisaris dan Remuneration Policy of the Board of

Direksi [G4-51, G4-52, G4-53] Commissioners and Board of Directors
[G4-51, G4-52, G4-53]
Prosedur penetapan remunerasi bagi anggota Dewan Komisaris Procedure of remuneration determination for members of the
dan Direksi ditetapkan melalui RUPS dengan mengacu kepada Board of Commissioners and Board of Directors is set through
evaluasi kinerja Perusahaan dan pencapaian Key Performance GMS by referring to the performance evaluation of the Company
Indicator (KPI) tahun 2015 yang antara lain terdiri dari: and achievement of Key Performance Indicator (KPI) 2015, which
consists of:
1. Kinerja keuangan 1. Financial performanace

2. Kinerja operasional 2. Operational performance
3. Kinerja sumber daya manusia 3. Human resources performance
4. Kinerja lingkungan 4. Environmental performance
5. Kinerja keselamatan dan kesehatan kerja (K3) dan 5. Occupational health and safety (OHS) performance; and
6. Implementasi tata kelola perusahaan yang baik 6. Implementation of Good Corporate Governance.
Berdasarkan penetapan remunerasi, Dewan Komisaris Based on the determination of remuneration, the Board of
menerima remunerasi yang terdiri dari honorarium, fasilitas, Commissioners receives a set of remuneration consisting of
tunjangan, dan tantiem atau imbalan atas kinerja Dewan honorarium, facilities, benefits and tantiem or rewards to
Komisaris. Selain itu, untuk Direksi menerima remunerasi yang performance of the Board of Commissioners. Moreover, the Board
terdiri dari gaji, tunjangan, fasilitas, tantiem, atau imbalan atas of Directors receives a set of remuneration consisting of salary,
kinerja, dan santunan purna jabatan. Adapun besaran jumlah benefits, facilities, tantiem, or rewards to performance, and
dari masing-masing komponen remunerasi ini ditentukan pension benefits. Amount of each component that makes up these
dalam RUPS. remunerations are established in GMS.

Adapun komposisi gaji yang diterima Dewan Komisaris dan Composition of salary that is received by the Board of
Direksi pada tahun 2015 berdasarkan Keputusan Pemegang Commissioners and Board of Directors in 2015 was oriented to
Saham Secara Sirkuler adalah sebagai berikut: the Circular Resolutions, as seen below:
• Anggota Direksi lainnya 90% dari gaji Direktur Utama. • Other members of the Board of Directors receive 90% salary of
the President Director.
• Komisaris Utama 45% dari gaji Direktur Utama. • President Director receives 45% salary of the President
Director.
• Anggota Komisaris lainnya 90% dari honorarium Komisaris • Other members of the Board of Commissioners receive 90%
Utama. honorarium of the President Commissioner.
Pemegang Saham Utama Serta Hubungan Majority Shareholders and Affiliations of

Afiliasi Anggota Direksi, Dewan Komisaris Dan Members of Board of Directors, Board of
Pemegang Saham Utama Commissioners and Majority Shareholders
Pemegang Saham Utama Majority Shareholders
Pemegang saham Perusahaan adalah: [G4-7] Below are the Company’s majority shareholders: [G4-7]
1. PT Pertamina (Persero), dengan kepemilikan saham 90,06%. 1. PT Pertamina (Persero), with an ownership of 90.06%.
2. PT Pertamina Dana Ventura, dengan kepemilikan saham 2. PT Pertamina Dana Ventura, with an ownership of 9.94%.
9,94%.
Hubungan Afiliasi [G4-39] Affiliated Relationships [G4-39]

Perusahaan memastikan tidak ada hubungan afiliasi yang The Company has to ensure there is no affliated relationships that
bersifat kekeluargan antara anggota Direksi, Dewan Komisaris is familial between members of the Board of Directors, Board of
dan Pemegang Saham Utama/Pengendali. Commissioners and Majority/Controlling Shareholders.
Sementara untuk hubungan afiliasi bersifat finansial, terdapat Affiliated relationships are financially binded, such as those
hubungan afiliasi antara anggota Direksi dan Dewan Komisaris between members of the Board of Directors and Board of
kecuali Komisaris Independen, dengan Pemegang Saham Commissioners except Independent Commissioner, with Majority/
Utama/Pengendali. Hal ini mengingat status anggota Direksi Controlling Shareholders. This is to consider the status of members
dan Dewan Komisaris, kecuali Komisaris Independen, adalah of the Board of Directors and Board of Commissioners, except
pekerja PT Pertamina (Persero) yang mendapat penugasan dari Independent Commissioner, are employees of PT Pertamina
PT Pertamina (Persero) sebagai induk perusahaan. (Persero), of whom are assigned by PT Pertamina (Persero) as the
holding company.
Hingga akhir periode pelaporan, Perusahaan memiliki 1 Up to the end of reporting period, the Company has 1 Independent
Komisaris Independen, yang tidak memiliki hubungan dengan Commissioner, which did not have relationships with the
Pemegang Saham. Uraian tentang Komisaris Independen Shareholders. Details on the Independent Commissioner are
disampaikan terpisah dalam Laporan ini. provided separately in this Report.

Directors' Report
Namun demikian, Perusahaan memastikan bahwa hubungan However, the Company has to assure that the affiliated
afiliasi yang bersifat finansial, tidak mempengaruhi relationships are not familial, not affecting independence or
independensi atau menimbulkan benturan kepentingan inflicting conflict of interests of the Board of Directors and
anggota Direksi maupun Dewan Komisaris dalam pengambilan Board of Commissioners in decision making process within the
keputusan di dalam Perusahaan. Dalam melaksanakan tugas, Company. During its implementation of duties, responsibilities
tanggung jawab dan wewenangnya, baik Direksi maupun and authorities, both the Board of Directors and Board of
Dewan Komisaris senantiasa berpedoman pada Pedoman Etika Commissioners constantly abide by the Code of Business Ethics
Usaha dan Tata Perilaku (Code of Conduct), serta Board Manual. and Conduct (Code of Conduct) as well as Board Manual. [G4-14]
[G4-14]
Hubungan Afiliasi Antara Anggota Direksi, Dewan Komisaris dan Pemegang Saham Utama
Affiliated Relationships between Members of the Board of Directors, Board of Commissioners, and Majority Shareholders
No Hubungan Afiliasi Jenis Hubungan Afiliasi

Affiliated Relationship Type of Affiliated Relationship
Kekeluargaan | Family Finansial | Financial
1 Antar-Anggota Direksi Tidak Ada Tidak Ada

Inter-Members of the Board of Directors None None
2 Antar-Anggota Direksi dan Dewan Komisaris Tidak Ada Tidak Ada

Inter-Members of the Board of Directors and Board of Commissioners None None
3 Antar-Anggota Direksi dengan Pemegang Saham Utama Tidak Ada Ada

Inter-Members of the Board of Directors with Majority Shareholders None Exist
4 Antar-Anggota Dewan Komisaris Tidak Ada Tidak Ada

Inter-Members of the Board of Commissioners None None
5 Antar-Anggota Dewan Komisaris dengan Pemegang Saham Utama Tidak Ada Ada
Inter-Members of the Board of Commissioners with Majority Shareholders None Exist
Rangkap Jabatan [G4-39] Concurrent Positions [G4-39]

Tidak ada Direksi Perusahaan yang merangkap jabatan There is not found members of the Board of Directors of
dalam grup PT Pertamina (Persero). Namun demikian sesuai the Company, who have dual position within the group of
kedudukan Perusahaan sebagai anak perusahaan PT Pertamina PT Pertamina (Persero). However, as aligned with the stance
(Persero), maka pejabat Komisaris Perusahaan yang bukan of the Company as the subsidiary of PT Pertamina (Persero),
merupakan Komisaris Independen, merangkap jabatan di then Commissioners of the Company who are not positioned as
dalam grup PT Pertamina (Persero). Independent Commissioner, shall have dual position within the
group of PT Pertamina (Persero).

Komisaris Perusahaan yang merangkap jabatan dalam grup PT The Company’s Commissioners who have dual position within the
Pertamina (Persero), adalah: group of PT Pertamina (Persero) are as follow:
1. Yenni Andayani, Komisaris Utama 1. Yenni Andayani, President Commissioner

Merangkap jabatan sebagai Direktur Energi Baru dan Her concurrent position is the Director of New and Renewable
Terbarukan PT Pertamina (Persero). Energy of PT Pertamina (Persero).
2. Maxi Eman, Komisaris 2. Maxi Eman, Commissioner
Merangkap jabatan sebagai VP Investment & Portofolio His concurrent Position is Vice President of Investment &
Direktorat Keuangan PT Pertamina (Persero). Portfolio for the Directorate of Finance of PT Pertamina
(Persero).
Pencegahan Benturan Kepentingan [G4-41] Prevention of Conflict of Interests [G4-41]

Pedoman Konflik Kepentingan (Conflict of Interest) Nomor A002/ Code of Conflict of Interest Number A002/PGE400/2010-S0
PGE400/2010-S0 tanggal 23 November 2010 memberikan dated November 23rd, 2010 provides directions and references
arahan dan acuan bagi seluruh Insan Perusahaan, berkenaan for all employees of the Company, which pertain to potentials
dengan potensi benturan kepentingan yang mungkin terjadi of conflict of interests that may occur in the environment of
di lingkungan Perusahaan. Pedoman ini bertujuan agar potensi the Company. This code aims for these issues to be addressed in
benturan kepentingan tersebut ditangani sesuai dengan accordance with the principles of Good Corporate Governance so
prinsip-prinsip Tata Kelola Perusahaan yang Baik sehingga that it shall upholds high ethics and sound business practices and
tetap menjunjung tinggi etika dan praktik bisnis yang sehat dan prevent fraud as well as other irregularity behavior.
mencegah kecurangan serta penyimpangan perilaku lainnya.
Berdasarkan Pedoman Konflik Kepentingan, maka setiap tahun Based on the Code of Conflict of Interests, each year the Board of
Direksi, Dewan Komisaris dan Pekerja mengisi Pernyataan Directors, Board of Commissioners and its Employees must fill out
Potensi Konflik kepentingan (Conflict of interest), yang terdiri the Statement of Conflict of Interest, which come in these items
atas: [G4-14] below: [G4-14]
• Pernyataan Tidak Berbenturan Kepentingan. • Statement of No Conflict of Interest.

• Pemberitahuan Potensi Benturan Kepentingan (diisi • Announcement of Conflict of Interests (to be filled out if the
apabila yang bersangkutan memiliki potensi benturan concerned has potential of conflict of interests).
kepentingan).
Sepanjang tahun 2015 tidak ada situasi yang dihadapi oleh As far as 2015, there were no circumstances confronted by
anggota Dewan Komisaris dalam pengambilan keputusan, members of the Board of Commissioners in its decision making,
yang berpotensi terjadinya benturan kepentingan. which potentially led to conflict of interests.
Perusahaan memastikan, anggota Dewan Komisaris telah The Company must ensure members of the Board of Commissioners
memenuhi prinsip-prinsip independensi dalam setiap have meet the requirements of independence in each decision
pengambilan keputusannya, sesuai ketentuan dalam Board making, which must be aligned with regulations in Board Manual.
Manual.

Directors' Report
Independensi (Kemandirian) Independence

Agar Dewan Komisaris dan Direksi dapat bertindak sebaik- In order to have the Board of Directors performed properly for the
baiknya demi kepentingan Perseroan secara keseluruhan, interests of the Company, then the independence of the Board of
maka independensi Dewan Komisaris dan Direksi merupakan Commissioners and the Board of Directors serves as an essential
salah satu faktor penting yang harus dijaga. Untuk menjaga factor that must be safeguarded. For this purpose, the Company
independensi, maka Perseroan menetapkan ketentuan sebagai has set these regulations:
berikut:
a. Selain Direksi, pihak lain manapun dilarang melakukan atau a. Besides the Board of Directors, any other parties are prohibited
campur tangan dalam kepengurusan Perseroan. to intervene in a management of the Company.
b. Direksi harus dapat mengambil keputusan secara obyektif, b. The Board of Directors may deliberate decisions objectively,
tanpa benturan kepentingan dan bebas dari segala tekanan without conflict of interests and freed from all pressures
dari pihak manapun. expressed by any parties.
c. Direksi dilarang melakukan aktivitas yang dapat c. The Board of Directors are prohibited to perform activitities
mengganggu independensinya dalam mengurus Perseroan. that may hamper its independence in managing the Company.
Keberagaman Komposisi Dewan Komisaris dan Diversity Composition of the Board of

Direksi Commissioners and Directors
Dalam Board Manual, diatur syarat dan kompetensi Dewan In the Board Manual, there are requirements and competencies
Komisaris dan Direksi. Syarat ini tidak mencantumkan for the Board of Commissioners and Board of Directors. These
pembatasan usia, jenis kelamin, pendidikan dan pengalaman requirements do not include restrictions on age, gender, education
kerja, namun perlu adanya kompetensi dan ketersediaan waktu and work experience, but competence and availability of time are
dalam menjalankan tugasnya. Persyaratan ini menujukkan required in performing their duties. It also indicates the diversity
adanya kebebasan keberagaman komposisi, baik untuk Dewan of freedom of composition, both for the Board of Commissioners
Komisaris maupun Direksi. and Board of Directors.
Komite Audit dan Manajemen Risiko Audit and Risk Management Committee
Komite Audit dan Manajemen Risiko membantu Komisaris Audit and Risk Management Committee assists the Board of
dalam tugasnya memenuhi fungsi pengawasan, dengan Commissioners in fulfilling its function of supervision, by studying
mengkaji sistem pengendalian internal dan manajemen risiko, internal controlling system and risk management, financial
proses pelaporan keuangan, proses pemeriksaan (audit) dan statement process, auditing process and compliance to the
kepatuhan terhadap peraturan dan hukum yang berlaku. prevailing regulations and laws.
Pembentukan dan kewenangan Komite mengacu pada Establishment and authorities of the Committee refer to these
ketentuan-ketentuan: regulations:
1. Undang-undang Nomor 40 Tahun 2007 Tentang Perseroan 1. Law Number 40 Year 2007 concerning Limited Liability
Terbatas Pasal 121 butir (1) dan (2). Company Article 121 point (1) and (2).
2. Undang Undang Nomor 19 Tahun 2003 Tentang BUMN. 2. Law Number 19 Year 2003 concerning State-Owned
Enterprises.

3. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor 3. Regulation of Minister of State-Owned Enterprises Number
PER-12/MBU/2012 tanggal 24 Agustus 2012, Tentang PER-12/MBU/2012 dated August 24th, 2012 concerning
Organ Pendukung Dewan Komisaris/Dewan Pengawas Supporting Organs of Board of Commissioners/Board of
Badan Usaha Milik negara. Supervisors in State-Owned Enterprises.
4. Peraturan Menteri Negara BUMN Nomor Per-09/MBU/2012 4. Regulation of Minister of State-Owned Enterprises Number Per-
tanggal 6 juli 2012 Tentang Perubahan atas Peraturan 09/MBU/2012 dated July 6th, 2012 concerning Amendment
Menteri Negara BUMN Nomor Per-01/MBU/2011 tanggal 1 to the Regulation of Minister of State-Owned Enterprises
Agustus 2011, Tentang Penerapan Tata Kelola Perusahaan Number Per-1/MBU/2011 dated August 1st, 2011 concerning
yang Baik (GCG) Pada BUMN. Implementation of Good Corporate Governance (GCG) in State-
Owned Enterprises.
5. Piagam Komite Audit dan Manajemen Risiko yang berlaku 5. Charter of Audit and Risk Management Committee that is
pada 31 Desember 2015, yang telah ditetapkan oleh effective on December 31st, 2015, was determined by President
Komisaris Utama dan Direktur Utama. Commissioner and President Director.
Susunan, Kualifikasi dan Indepedensi Anggota Komite Composition, Qualification and Independence of Members
Audit dan Manajemen Risiko of Audit and Risk Management Committee
Sesuai Surat Keputusan (SK) Dewan Komisaris No. 169/Kpts/ In accordance with the Letter of Decree of the Board of
DK-PGE/IX/2015, pada 1 November 2015 telah diangkat dan Commissioners Number 169/Kpts/DK-PGE/IX/2015 on November
ditetapkan keanggotaan Komite Audit dan Manajemen Risiko. 1st, 2015, membership of Audit and Risk Management Committee
Hal ini sebagai tindak lanjut berakhirnya keanggotaan Komite has been appointed and determined. This was a follow-up measure
Audit dan Manajemen Risiko sebelumnya pada 30 September to the termination of membership of Audit and Risk Management
2015, sesuai dengan SK No. 108/Kpts/DK-PGE/VI/2015. Committee previously on September 30th, 2015 as per the Letter
of Decree Number 108/Kpts/DK-PGE/VI/2015.
Susunan keanggotan baru Komite Audit dan Manajemen Risiko Composition of new membership of Audit and Risk Management
terdiri dari seorang ketua dan 3 anggota. Komite melaksanakan Committee consists of 1 chairman and 3 members. The committee
tugas dan tanggung jawabnya secara profesional dan conducts its duties and responsibilities in a professional and
independen, sesuai Peraturan Menteri BUMN No.PER-01/ independent manner according to the Regulation of Minister of
MBU/2011 Tentang ‘Penerapan Tata Kelola Perusahaan yang State-Owned Enterprises Number PER-01/MBU/2011 concerning
Baik’ pada Badan Usaha Milik Negara dan Piagam Komite Audit. ‘Implementation of Good Corporate Governance’ in State-Owned
Enterprises and Charter of Audit Committee.
Kedudukan, tugas dan tanggung jawab Komite Audit serta Position, duties and responsibilities of Audit Committee as well
hubungan kelembagaan antara Komite Audit dengan Internal as its institutional relationships between Audit Committee with
Audit, Komite Audit dengan Direksi dan Komite Audit dengan Internal Audit, Audit Committee with the Board of Directors, Audit
Auditor Eksternal dituangkan dalam Piagam Komite Audit dan Committee with External Auditor are regulated in the Charter
ditandatangani oleh Komisaris Utama dan Direktur Utama. of Audit Committee and signed by President Commissioner and
President Director.

Directors' Report
Susunan Komite Audit dan Manajemen Risiko

Composition of the Audit and Risk Management Committee
Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Januari - 30 September 2015
Name and Position of membership of Audit and Risk Management Committee January 1st - September 30th, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja
1 Wim Tangkilisan Ketua Umum Komisaris Independen

(Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
2 Aisyah Kusuma Anggota Menjabat Anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 31 Desember 2015
berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 169/
Kpts/DK-PGE/IX/2015.
Berusia 67 tahun, bergabung dengan Perusahaan sejak tahun 2012. Latar belakang pendidikan sebagai
pemegang gelar Sarjana Matematika dari Universitas Indonesia, Magister Hukum Bisnis dari Universitas
Padjadjaran, dan Doktor Hukum Energi dari Universitas Padjadjaran.
Pengalaman bekerja, pernah menjabat sebagai Legal and Strategic Business Expert Staf to CEO of
PT Geo Dipa Energi; Legal and Business Contract Expert Staff to DESDM; Pusdatin and Biro Hukum
DESDM; Legal and Business Assistant to Director General for Oil and Gas, Oil and Gas Directorate
of Republic Indonesia; Vice President Marketing and Business Development of Upstream Services
PT ELNUSA, a subsidiary of PERTAMINA; Vice President Exploration and Production Services in PT
ELNUSA, Board of Commissioners of PT ELNUSA HOLDING subsidiaries.
3 Hera Zera Anggota Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 30 September
2015 berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014 dan SK No. 108/Kpts/DK-PGE/VI/2015.
Berusia 41 tahun, dan bergabung dengan Perusahaan sejak tahun 2011. Later belakang pendidikan
adalah Magister Manajemen Keuangan dari Universitas Indonesia. Pernah menjabat pegawai negeri
sipil pada Departemen Keuangan Republik Indonesia yang ditugaskan di Kementrian BUMN. Saat ini
menduduki jabatan struktural sebagai Kepala Sub Bidang Restrukturisasi BUMN IIIa, di Kementerian
BUMN.
Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Oktober - 31 Desember 2015
Name and Position of membership of Audit and Risk Management Committee October 1st - December 31st, 2015
1 Wim Tangkilisan Ketua Umum Komisaris Independen

(Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
2 Aisyah Kusuma Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen
Risiko periode 1 Januari - 30 September 2015
3 Sardi Eko Anggota Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 November – 31
Desember 2015 berdasarkan SK Nomor 169/Kpts/DK-PGE/IX/2015.
Berusia 61 tahun, bergabung dengan Perusahaan sejak 1 November 2015. Memilik latar belakang
pendidikan sebagai Magister Teknik dari Universitas Indonesia, link program dengan Queensland
University of Technology Australia. Saat ini sebagai Kandidat Doktor di Univesitas Negeri Jakarta.
Pernah menjabat sebagai Manajer Audit di PT Pertamina Persero; Kepala Internal Audit PT Pertamina
Geothermal Energy; Komite Audit PT Pertamina Patra Niaga; VP Internal Audit PT Pertamina Patra
Niaga; dan Chief Internal Audit PT Patra Trading.
Pemegang sertifikat CFE (Certified Fraud Examiner) dari Association of Certified Fraud Examiners
(ACFE), Austin USA dan sertifikat ERMCP (Enterprise Risk Management Certified Professional) dari
ERM Academy Singapore. Pernah pula mengikuti beberapa pelatihan di dalam negeri dan di luar
negeri

Qualification and Working Experience Position Name
Independent Commissioner Chairman Wim Tangkilisan

(Complete description is provided in Profile of Members of the Board of Commissioners)
Officiates as Member of Audit and Risk Management Committee since January 1st - December 31st, 2015 based on Member Aisyah Kusuma
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.
Currently occupies the position of member of Audit and Risk Management Committee in the period of January Member Hera Zera
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.
Independent Commissioner Chairman Wim Tangkilisan

(Complete description is provided in Profile of Members of the Board of Commissioners)
(Complete description is provided in names and positions of membership of Audit and Risk Management Member Aisyah Kusuma
Committee in the period of January 1st - September 30th, 2015)
Currently, he occupies the position of member of Audit and Risk Management Committee in the period of July 1st - Member Sardi Eko
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.

Directors' Report
Wewenang Komite Audit dan Manajemen Risiko Authorities of Audit and Risk Management Committee
Berdasarkan Piagam Komite Audit dan dan Manajemen Risiko, Based on the Charter of Audit and Risk Management Committee,
maka tugas dan wewenang Komite meliputi: below are the duties and authorities of the Committee:
1. Memberikan masukan kepada Dewan Komisaris mengenai 1. To provide feedbacks to the Board of Commissioners on
laporan atau hal-hal yang dilaporkan oleh Direksi dan reports or matters to be reported by the Board of Directors
mengidentifikasi hal-hal yang memerlukan perhatian and identify matters required the attention of Board of
2. Memastikan terdapat prosedur review atas informasi yang 2. To ensure a procedure of review to information that is released
dikeluarkan oleh Perusahaan. by the Company.
3. Mengukur tingkat perencanaan, pelaksanaan hasil audit 3. To measure the level of planning, implementation to the
yang dilakukan oleh Internal Audit dan auditor eksternal, audit’s result that is conducted by the Internal Audit and
untuk memastikan pelaksanaan dan pelaporan audit external auditor to certify that the implementation and report
memenuhi standar audit. of audit have met fulfilled the audit standards.
4. Mengajukan rekomendasi perbaikan atas pengendalian 4. To propose recommendations of improvement on internal
internal dan pelaksanaannya. control and its implementation.
5. Melaksanakan tugas lain yang dibebankan Komisaris. 5. To conduct other duties borne to the Board of Commissioners.
6. Merancang program/rencana kerja tahunan dan 6. To design annual work program/plan and to actualize it.
melaksanakannya.
7. Wajib merahasiakan dokumen, data dan informasi 7. Must be able to protect the confidentiality of documents, data
keuangan yang diperoleh selama menjalankan tugas. and financial information acquired during the implementation
of duties.
8. Menerima otoritas dan penugasaan dari Dewan Komisaris. 8. To receive authority and assignments from the Board of
Commissioners.
9. Mengakses informasi atau catatan tentang pekerja, 9. To access information or notes on employees, finance, assets
keuangan, aset serta sumber daya Perusahaan lainnya yang as well as other resources of the Company in relation to the
berkaitan dengan pelaksanaan tugas. implementation of duties.
10. Memiliki akses informasi dari Direksi, Internal Audit (IA) dan 10. To have access to information from the Board of Directors,
satuan organisasi Perusahaan, bila diindikasikan adanya Internal Audit (IA) and the Company’s organization unit, if
penyimpangan. there is an indication of irregularities.
11. Dengan persetujuan Komisaris, dapat meminta saran dan 11. With the consent of the Board of Commissioners, to inquire
bantuan tenaga ahli dan profesional lain dengan biaya recommendations and assistance from experts and other
Perusahaan. 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 Jawab Duties and Responsibilities of

Komite Audit dan Manajemen Risiko Audit and Risk Management Committee
Komite Audit mempunyai tugas dan tanggung jawab sebagai The Audit Committee has duties and responsibilities as follow:
berikut :
1. Mereview rencana kerja Internal Audit dan Eksternal Audit. 1. To review work plan of Internal Audit and External Audit.
2. Mereview secara berkala Piagam Internal Audit. 2. To review the Charter of Internal Audit periodically.
3. Mengevaluasi pelaksanaan kegiatan dan hasil audit yang 3. To evaluate the implementation of activites and result of audit
dilakukan oleh Internal Audit dan Eksternal Audit. conducted by the Internal Audit and External Audit.
4. Mengevaluasi efektivitas Sistem Pengendalian Internal. 4. To evaluate the effectivity of Internal Control System.
5. Mengidentifikasi hal-hal yang memerlukan perhatian 5. To identify matters that required the attention of the Board of
6. Mengevaluasi proses pelaporan keuangan. 6. To evaluate the process of financial statement.
7. Mengevaluasi pembangunan dan pemanfaatan teknologi 7. To evaluate the development and utilization of information
informasi. technology.
8. Mengevaluasi ketaatan perusahaan pada peraturan internal 8. To evaluate the conformity of company to internal regulations
dan perundang undangan. and legislations.
9. Melaksanakan tugas lain yang diberikan oleh Komisaris 9. To conduct other duties given by the Board of Commissioners
sesuai dengan ketentuan yang berlaku as per the prevailing regulations.
10. Melaporkan hasil pelaksanaan tugasnya kepada Komisaris 10. To report results of the implementation to the Board of
baik secara berkala maupun sewaktu-waktu apabila Commissioners in a periodical manner or as needed.
dibutuhkan.
Rapat Komite Audit dan Manajemen Risiko Meeting of Audit and Risk Management Committee
Dalam melaksanakan tugas dan wewenangnya, Komite telah In realizing its duties and authorities, the Committee has held
mengadakan rapat internal dan menghadiri rapat-rapat internal meetings and attended other external meetings, such as
eksternal lainnya, termasuk rapat dengan Dewan Komisaris. meeting with the Board of Commissioners.
Frekuensi Pertemuan Komite Audit dan Manajemen Risiko dan Tingkat Kehadiran
Frequency of Meeting and Attendance of Audit and Risk Management Committee
No Nama Komite Audit Jumlah Pertemuan Jumlah % Kehadiran Masa Jabatan

dan Manajemen Risiko dalam Masa Jabatan Kehadiran Percentage of Tenureship
Name of Audit and Number of Meetings Total of Attendance
Risk Management during Tenureship Attendance
Committee Member
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

Directors' Report
Area Ulubelu
Ulubelu Area
Program Kerja Komite Audit dan Manajemen Risiko Work Program of Audit and Risk Management Committee
Program kerja Komite Audit dan Manajemen Risiko selama Work program of Audit and Risk Management Committee in
tahun 2015, meliputi: 2015, inlude:
1. Melakukan penelaahan atas laporan keuangan Perusahaan. 1. To examine the Company’s financial statement.
2. Melakukan penelaahan atas laporan rencana kerja dan 2. To examine the Company’s work plan and budget report in a
anggaran Perusahaan secara berkala. periodical manner.
3. Membantu Dewan Komisaris dalam proses pengawasan 3. To assist the Board of Commissioners in its function of
atas pelaksanaan audit laporan keuangan oleh auditor supervision to the implementation of financial statement
eksternal dengan memperhatikan independensi dan report by considering independence and objectivity, scope of
objektifitas, cakupan serta kecukupan pemeriksaan. work as well as adequacy of examination.
4. Menyiapkan bahan rujukan dan informasi terkait 4. To prepare material of reference and information related to
manajemen risiko guna membantu Dewan Komisaris risk management in order to assist the Board of Commissioners
memberikan nasihat dan pengawasan terhadap Direksi. in providing advices and supervision to the Board of Directors.
5. Melaporkan kepada Dewan Komisaris berbagai risiko yang 5. To report to the Board of Commissioners on several risks
dihadapi perusahaan dan pelaksanaan manajemen risiko that encountered by company and implementation of risk
oleh Direksi. management by the Board of Directors.

6. Melakukan penelaahan atas keefektifan pelaksanaan 6. To examine on the effectivity of implementation of internal
pengendalian internal. control.
7. Melakukan pemantauan implementasi Tata Kelola 7. To monitor the implementation of Good Corporate
Perusahaan yang Baik. Governance.
8. Melakukan pertemuan berkala dengan Internal Audit guna 8. To perform periodical meetings with the Internal Audit in order
membahas keefektifan pemeriksaan internal serta tindak to discuss the effectivity of internal audit as well as follow-up
lanjut hasil audit IA dan auditor eksternal. to result of IA audit and external auditor.
9. Melakukan tugas-tugas lain yang dilakukan Dewan 9. To perform other duties conducted by the Board of
Pelaksanaan Program Kerja Komite Audit dan Komite Implementation of Work Plan of Audit and Risk Management
Manajemen Risiko Committee
Aktivitas yang telah dilakukan oleh Komite Audit & Komite Activities that have been carried out by the Audit and Risk
Manajemen Risiko periode 2015 meliputi beberapa aspek, Management Committee within the period of 2015 covered
yakni: several aspects, particularly:
• Aspek Internal Audit • Aspect of Internal Audit

a. Membahas kebutuhan data audit bersama IA dan a. Discussed requirements of audit data with the IA and
auditor eksternal (PWC) dalam rangka pelaksanaan external auditor (PWC) in the event of implementing Audit
Audit Laporan Keuangan Perusahaan Tahun 2014. to the Company’s Financial Statement 2014.
b. Rapat dengan IA membahas rencana kerja IA Tahun b. Held meeting with the IA discussing work plan of the IA in
2015 dan hubungan kerja antara IA dengan Komite 2015 and work relationship between the IA with Audit and
Audit dan Manajemen Risiko, dengan memperhatikan Risk Management Committee, by considering feedbacks/
masukan/rekomendasi hasil assessment GCG Tahun recommendations of results of GCG Assessment in 2014.
2014.
c. Entry meeting bersama IA untuk Audit Operasional atas c. Conducted entry meeting with the IA for Operational
Proyek Pengembangan Lapangan Geothermal Hululais Audit to the Development Project of Geothermal Field in
(2x55MW). Hululais (2x55MW).
d. Rapat Koordinasi dengan IA Tanggal 16 September d. Held Coordination Meeting with the IA dated September
2015, terkait aktivitas IA Semester I Tahun 2015 16, 2015, related to activities of IA in Semester I 2015 and
dan diskusi mengenai Risk Management, Control and discussed Risk Management, Control and Government
Government Process. Process.
e. Review atas Laporan Hasil Audit Operasional Proyek e. Reviewed the Results’ Report of Operational Audit to the
Pengembangan Lapangan Geothermal Hululais oleh Development Project of Geothermal Field in Hululais by
Internal Audit Perusahaan. the Company’s Internal Control Unit.
f. Evaluasi terhadap aktivitas Internal Audit periode f. Evaluated the activities of Internal Audit in 2015, among
2015 antara lain menyangkut: pelaksanaan Program others the implementation of Annual Audit of Work Plan,
Kerja Audit Tahunan, efektivitas tindak lanjut hasil effectivity of follow-up to the results, preparation of Audit
temuan, penyusunan Rencana Audit tahun 2016, dan Plan 2016, and implementation of consulting services.
pelaksanaan jasa konsultasi.

Directors' Report
• Aspek Eksternal Audit • Aspect of External Audit

a. Sesuai dengan GCG, menindaklanjuti hasil RUPS Tahunan a. In accordance with the GCG and to follow-up the results
Tahun Buku 2014, Komite Audit dan Manajemen Risiko of Annual GMS in Fiscal Year 2014, the Audit and Risk
menyiapkan SK Dewan Komisaris untuk penunjukkan Management Committee has prepared Letter of Decree of
KAP untuk Audit Laporan Keuangan Tahun Buku 2015. the Board of Commissioners for the appointment of KAP
for the importance of Audit of Financial Statement Fiscal
Year 2015.
b. Mengevaluasi pelaksanaan Eksternal Audit (E&Y) antara b. Evaluated the implementation of External Audit (E&Y),
lain menyangkut: progress audit, pelaksanaan observasi among others the audit progress, implementation of
(site visit) ke Lokasi Proyek oleh Tim E&Y. observation (site visit) to Project Locations by E&Y Team.
c. Mengevaluasi tindak lanjut Management Letter dari c. Evaluated the follow-up to Management Letter from the
PWC atas audit eksternal periode tahun 2014. PWC upon the external audit in 2014.
• Aspek Manajemen Risiko • Aspect of Risk Management

a. Menyusun rencana pelaksanaan evaluasi kesesuaian a. Prepared the implementation plan of evaluation in
kebijakan manajemen risiko dengan pelaksanaannya congruence with policies of risk management and its
pada unit kerja Perusahaan. implementation to the Company’s work unit.
b. Evaluasi terhadap Mitigasi Risko yang terkait dengan b. Evaluated the Risk Mitigation in relation to the legislations
Peraturan perundang-undangan yang dikeluarkan released by the Directorate General of New and Renewable
Ditjen Energi Baru dan Terbarukan Kementerian ESDM, Energy of the Ministry of Energy and Mineral Resources,
pasca ditetapkannya UU 21/2014 Tentang Panas Bumi post-enactment of Law Number 21 Year 2014 concerning
menggantikan UU 27/Tahun 2003 Tentang Panas Bumi. Geothermal in substitute of Law Number 27 Year 2003
concerning Geothermal.
c. Dengan diundangkannya UU 21/2014 menggantikan c. With the ratification of Law Number 21 Year 2014 replacing
UU27/2003, maka pengelolaan panas bumi diberikan the Law Number 27 Year 2003, thus the geothermal
berdasarkan Izin Panas Bumi (IPB). management was granted based on Geothermal License
(IPB).
d. Pemerintah akan memberikan penunjukan langsung d. The Government to provide direct appointment for
untuk kegiatan eksplorasi, eksploitasi dan pemanfaatan exploration activities, direct exploitation and utilization
langsung kepada BUMN atau BLU Panas Bumi melalui to the State-Owned Enterprises or Public Service Agency
Izin Panas Bumi. Penunjukan langsung kepada 3 BUMN on Geothermal through Geothermal License. The direct
terdiri dari: Perusahaan melalui PT Pertamina (Persero), appointment was given to 3 State-Owned Enterprises,
PT Geodipa, dan PT PLN G (Geothermal). which are: Company through PT Pertamina (Persero), PT
Geodipa, and PT PLN G (Geothermal).
• Aspek GCG • Aspect of GCG

a. Mengklarifikasi hasil assessment GCG dengan pihak a. Clarified the result of GCG assessment together with
assessor atas hasil assessment GCG yang dilakukan oleh assessor party upon the result of GCG assessment
assessor. conducted by the related assessor.
b. Monitoring dan tindak lanjut Rekomendasi Hasil GCG b. Monitored and followed-up the Recommendations of
Assessment pada bulan Juni, September dan Desember Results on GCG Assessment in June, September and
2015. December, 2015.

c. Terkait dengan Dewan Komisaris beserta Organ c. In regards to the Board of Commissioners and Organs
Komisaris, akan ditindaklanjuti mengenai hal-hal yang of Commissioners, a follow-up on matters that required
harus dilengkapi dalam Rencana Kerja Anggaran Dewan completion in the Work Plan and Budget of the Board of
KomisarisTahun 2016. Commissioners 2016 should take place.
d. Evalusi tindak lanjut Hasil Assessment GCG tahun 2014 d Evaluated the follow-up of Results on GCG Assessment
antara lain menyangkut: efektivitas tindak lanjut area 2014, among others the effectivity of follow-up on
improvement, dan monitoring outstanding rekomendasi improvement area, and monitoring outstanding
assessor yang belum ditindak lanjuti. recommendation of assessor that yet to be followed-up.
• Aspek RKAP/RJPP • Aspect of RKAP/RJPP

a. Mendiskusikan dan menganalisa usulan RJPP a. Dicussed and analyzed the proposal of RJPP in the period
Perusahaan Tahun 2015-2019, antara lain meliputi of 2015-2019, among others to cover annual revision,
adanya revisi setiap tahun, isu kritis, probabilitas search for critical issues, clarify the probability of net profit
perolehan tingkat laba, upaya peningkatan gain, attempt for productivity improvement, employees’
produktivitas, pengembangan pekerja, tanggung jawab development, responsibilities to the community or CSR.
kepada masyarakat atau CSR. b. Provided inputs to the Board of Commissioners as
b. Memberikan masukan kepada Komisaris sebagai a reference of recommendation from the Board
acuan rekomendasi Komisaris kepada Direksi untuk of Commissioners to the Board of Directors in the
pencapaian RJPP. achievement of RJPP.
c. Review dan Penyusunan Rekomendasi bisnis proses, c. Reviewed and Prepared Recommendation upon the
risiko bisnis, terkait atas Usulan Revisi RKAP 2015. Revision Proposal of RKAP 2015.
• Aspek Operasional • Aspect of Operational

a. Penyiapan bahan BOD-BOC Meeting, hal-hal yang a. Concerning materials for BOD-BOC Meeting, points that
diangkat menjadi isu krusial antara lain: considered to be crucial issues are as follow:
1. Kinerja perusahaan pada Triwulan I Tahun 2015. 1. Company’s performance in First Quarter of 2015
2. Rencana pembebanan/alokasi Biaya Kantor Pusat 2. Plan of imposition/budget allocation of Head Office
(Persero) kepada anak-anak perusahaan, meliputi (Persero) to the subsidiaries, including asset, revenue,
asset, revenue, margin/ROI. margin/ROI.
b. Review atas Financial Performance Dashboard bulanan. b. Review over monthly Financial Performance Dashboard.
• Aspek Site Visit/Observasi • Aspect of Site Visit/Observation

a. Kunjungan Kerja ke Proyek Hululais, Lumut Balai, dan a. Site Visit to Hululais Project, Lumut Balai, and Kamojang.
Kamojang.
b. Diskusi dengan Fungsi Anggaran perihal area Sibayak. b. Discussion with Budget Function concerning Sibayak Area.
c. Penyusunan Rekomendasi Dewan Komisaris Terkait c. Composition of Recommendation of the Board of

Hululais, Lumut Balai, dan Kamojang. Commissioners related to Hululais, Lumut Balai, and
Kamojang.

Directors' Report
• Aspek Proses Internal • Aspect of Internal Process

a. Rapat internal Dewan Komisaris dengan Sekretaris a. Internal meeting of the Board of Commissioners with the
Dewan Komisaris dan Anggota-anggota Komite Secretary to the Board of Commissioners and Committee
Komisaris Perusahaan, membahas: Members of the Company to discuss:
- Penyusunan laporan pengawasan Dewan Komisaris - Preparation of supervision report of the Board of
beserta Organnya pada tahun 2014. Commissioners along with its Ogans in 2014.
- Penyempurnaan draft Rencana Kerja dan Anggaran - Improvement of draft of Work Plan and Budget of the
Dewan Komisaris beserta Organnya Tahun 2015. Board of Commissioners including its Organs in 2015.
b. Memfinalisasi Laporan Dewan Komisaris tahun 2014. b. Finalized the Report of the Board of Commissioners 2014.
c. Rapat Komite mengenai Persiapan Governance Risk c. Meeting of Committee on the Preparation of Governance
Control (GRC). Risk Control (GRC).
• Frekuensi Rapat • Frequency of Meeting

Frekuensi rapat diikuti oleh Komite Audit dan Komite There were 12 frequence of meetings participated by the Audit
Manajemen Risiko sebanyak 12 pertemuan, antara lain: and Risk Managament Committee with agendas as follow:
- Pembahasan RKAP - Discussion on RKAP
- Pembahasan RJPP - Discussion on RJPP
- Financial Performance Dashboard - Financial Performance Dashboard
- Strategic Planning triwulanan - Quarterly Strategic Planning
- Rapat proses audit internal - Meeting of internal audit process
- Rapat proses audit eksternal (KAP) - Meeting of external audit process (KAP)
- Rapat hasil assessment dan tindak lanjut GCG - Meeting of GCG assessment and follow-up
- Dan lain-lain. - And so forth.
Program Pelatihan Peningkatan Kompetensi Komite Audit Training Programs on Competence Building for the Audit
dan Manajemen Risiko and Risk Management Committee
Selama tahun 2015, Perusahaan menyertakan anggota Komite In 2015, the Company had its members of the Audit and Risk
Audit dan Manajemen Risiko, untuk meningkatkan kompetensi Management Committee to participate so as to build their
mereka. competence.
No Nama Anggota Komite Tempat dan Tanggal Kegiatan Kegiatan

Name of Committee Member Venue and Date of Activity Activity
1 Sardi Eko Bali, 10-11 Desember 2015 ERMA Bali International Seminar in ERM
Bali, November 17th, 2015
2 Aisyah Kusuma Bandung, 17-18 Desember 2015 Dialog interaktif antara API dan DEN
Bandung, December 17th, 2015 Interactive dialogue between API and DEN

Komite Investasi Investment Committee

Komite Investasi bertugas membantu Dewan Komisaris Investment Committee has the duties to assist the Board of
dalam rangka melakukan pengawasan terhadap kebijakan Commissioners in the spirit of supervising policies of the Board
Direksi dalam pengurusan Perusahaan berdasarkan ketentuan of Directors in managing the Company, based on regulations
sebagaimana diatur dalam Anggaran Dasar, Keputusan RUPS stated in the Articles of Association, Decisions of the GMS and the
dan peraturan perundangan yang berlaku, terutama dalam hal prevailing legislations, especially in investment and business risk.
investasi dan risiko usaha.
Pembentukan dan kewenangan Komite mengacu pada Establishment and authorities of the Committee refer to below
ketentuan-ketentuan: regulations:
1. Undang-undang Nomor 40 Tahun 2007 Tentang Perseroan 1. Law Number 40 Year 2007 concerning Limited Liability
Terbatas Pasal 121 butir (1) dan (2). Companies Article 121 item (1) and (2).
2. Undang Undang Nomor 19 Tahun 2003 Tentang BUMN 2. Law Number 19 Year 2003 concerning State-Owned Enterprises
3. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor 3. Regulation of Minister of State Owned Enterprises Number
PER-12/MBU/2012 tanggal 24 Agustus 2012, Tentang PER-12/MBU/2012 dated August 24th, 2012 concerning
Organ Pendukung Dewan Komisaris/Dewan Pengawas Supporting Organs of Board of Commissioners/Board of
Badan Usaha Milik negara. Supervisors of the State-Owned Enterprises.
4. Peraturan Menteri Negara BUMN Nomor Per-09/MBU/2012 4. Regulation of State Minister of SOEs Number Per-09/
tanggal 6 juli 2012 Tentang Perubahan atas Peraturan MBU/2012 dated July 6th, 2012 concerning Amendment
Menteri Negara BUMN Nomor Per-01/MBU/2011 tanggal 1 over the Regulation of State Minister of SOEs Number
Agustus 2011, Tentang Penerapan Tata Kelola Perusahaan Per-01/MBU/2011 dated August 1st, 2011 concerning the
yang Baik (GCG) Pada BUMN. Implementation of Good Corporate Governance (GCG) to SOEs.
5. Piagam Komite Investasi yang telah ditetapkan oleh Dewan 5. Charter of Investment Committee that has been stipulated by
Komisaris berdasarkan Surat Keputusan Dewan Komisaris the Board of Commissioners based on the Decree Letter Board
tanggal 16 Februari 2015. of Commissioners dated February 16th, 2015.
Susunan, Kualifikasi dan Indepedensi Anggota Komite Composition, Qualification and Independence of Members
Investasi of the Investment Committee
Susunan, Kualifikasi dan Indepedensi Anggota Komite investasi In accordance with the Letter of Decree of the Board of
terakhir sesuai Surat Keputusan (SK) Dewan Komisaris No Commissioners Number 168/Kpts/DK-PGE/X/2015 dated
168/Kpts/DK-PGE/X/2015 tanggal 30 September 2015 dan September 30th, 2015 and Letter of Decree of the Board of
SK Dewan Komisaris No 203/Kpts/DK-PGE/XI tanggal 20 Commissioners Number 203/Kpts/DK-PGE/XI dated November
November 2015 telah diangkat dan ditetapkan keanggotaan 20th, 2015, membership of the Investment Committee has
Komite Investasi. Hal ini sebagai tindak lanjut berakhirnya been appointed and ratified. This serves as a follow-up to the
keanggotaan Komite Investasi sebelumnya pada 30 Juni 2015, membership termination of the Investment Committee previously
sesuai dengan SK No.113/Kpts/DKPGE/VII/2014. on June 30th, 2015, based on the Letter of Decree Number 113/
Kpts/DKPGE/VII/2014.
Susunan keanggotan Komite Investasi terdiri dari seorang The membership composition of the Audit and Risk Management
ketua dan 1 anggota, dengan kualifikasi memiliki keahlian di Committee consists of 1 chairman with qualification of experts
bidang ekonomi, manajemen investasi dan manajemen risiko in economy, investment management and investment risk
investasi. management.
Komite Investasi melaksanakan tugas dan tanggung jawabnya The Investment Committee conducts its duties and responsibilities
secara profesional dan independen, sesuai ketentuan yang professionally and independent as per regulations stated in the
diatur dalam Piagam Komite Investasi. Charter of Investment Committee.

Directors' Report

Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 Januari - 30 September 2015
Name and Position of Membership of the Investment Committee in the Period of January 1st, 2014 - September 30th, 2015
1 Muhammad Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
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.
3 Rini Yullius Anggota Saat ini mejabat anggota Komite Investasi pada periode 1 Januari – 31 Desember 2015 berdasarkan
SK Nomor 113/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 203/Kpts/DK-PGE/
XI/2015.
Berusia 37 tahun. Dimulai sejak tahun 2011 bergabung dengan Perusahaan. Latar belakang pendidikan
adalah pemegang Sarjana dan Master Akuntansi dari Fakultas Ekonomi Universitas Indonesia.
Saat ini beliau aktif sebagai dosen Fakultas Ekonomi dan Bisnis Universitas Indonesia (FEB UI)
sekaligus sebagai konsultan dan instruktur pelatihan di Lembaga Manajemen FEB UI dengan berbagai
pengalaman di bidang akuntansi, keuangan dan audit baik di dunia akademisi maupun korporasi.
Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 Oktober 2015 – 31 Desember 2015
Name and Position of Membership of the Investment Committee in the Period of October 1st, 2015 - December 31st, 2015
1 Maxi Eman Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
2 Rini Yulius Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen
Risiko periode 1 Januari – 31 Desember 2015)

President Commissioner (Complete descriotion can be viewed in the discussion of Profiles of Members of the Chairman Muhammad
Board of Commissioners) Syahid
At the moment, Bey Machmudin serves as the member of Investment Committee in the period of January 1st - Member Bey Machmudin
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.
At the moment, Rini Yulius serves as the member of Investment Committee in the period of January 1st - June 30th, Member Rini Yullius
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.
President Commissioner (Complete description can be viewed in the discussion of Profiles of Members of the Chairman Maxi Eman
Board of Commissioners)
(Complete description can be viewed in the discussion of names and positions of membership of the Audit and Risk Member Rini Yulius
Management Committee in the period of July 1st, 2014 - June 30th, 2015)

Directors' Report
Komite Investasi memiliki Piagam Komite Investasi sebagai The Investment Committee has Charter of Investment Committee
pedoman dan tata tertib kerja anggota Komite Investasi dalam as a code of conduct to members of the Investment Committee
menjalankan tugas dan tanggung jawabnya secara profesional in executing its duties and responsibilities in a professional and
dan independen. Piagam Komite Investasi menguraikan independent manner. The Charter of Investment Committee
tentang misi, tujuan, komposisi dan keanggotaan, rapat dan describes its mission, purposes, composition and membership,
prosedur, tugas dan tanggung jawab, penyelidikan, studi dan meeting and procedure, duties and responsibilities, investigation,
penggunaan penasihat luar dan evaluasi kinerja. study and utilization of external advisory and performance
evaluation.
Rapat Komite Investasi Meeting of the Audit and Risk Management Committee
Dalam melaksanakan tugas dan wewenangnya, Komite telah In conducting its duties and authorities, the Committee has
mengadakan rapat internal dan menghadiri rapat-rapat organized internal meeting and attended other external meetings,
eksternal lainnya, termasuk rapat dengan Dewan Komisaris. including meeting with the Board of Commissioners. In 2015, the
Selama tahun 2015, Komite Investasi mengadakan pertemuan Investment Committee held 6 meetings.
sebanyak 6 kali.
Frekuensi Pertemuan Komite Investasi dan Tingkat Kehadiran

Frequency of Meeting and Attendance of Investment Committee
No Nama Komite Jumlah Pertemuan Jumlah % Kehadiran Masa Jabatan

Investasi dalam Masa Jabatan Kehadiran Percentage of Tenureship
Name of Investment Number of Meetings Total of Attendance
Committee Member during Tenureship Attendance
Maxi Eman 1 November – 31 Desember 2015

1 3 3 100%
November 1st - December 31st, 2015
Muhammad Syahid 1 Januari – 30 Juni 2015

2 6 6 100%
January 1st - June 30th, 2015
Rini Yulius 1 Januari – 31 Desember 2015

3 14 14 100%
4 Bey Machmudin 9 9 100% 1 Januari – 30 September 2015

January 1st - September 30th, 2015
Tugas dan Tanggung Jawab Komite Investasi Duties and Responsibilities of the Investment Committee
1. Melakukan evaluasi atas perencanaan pengurusan 1. To perform evaluation upon the management planning of the
Perusahaan (RJPP/RKAP) dan tingkat risikonya dan Company (RJPP/RKAP) and its level of risk and to monitor and
melakukan pemantauan dan analisa atas pelaksanaannya. analyze its implementation.
2. Melakukan evaluasi atas perencanaan investasi yang oleh 2. To perform periodical study upon effectivity of investment
Direksi dimintakan persetujuan atau tanggapan tertulis dari policy and management of the Company through risk
Komisaris dan melakukan pemantauan pelaksanaannya dan management aspect, as an opinion of the Commissioners.
analisis hasil Investasi.
3. Melakukan kajian berkala atas efektivitas kebijakan investasi 3. To perform evaluation upon investment planning to which the
dan pengurusan Perusahaan dari aspek manajemen risiko Board of Directors inquired approval or written statement from
sebagai bahan pendapat Komisaris. the Board of Commissioners and to monitor its implementation
and analysis of Investment result.
4. Menyediakan bahan rujukan dan informasi untuk keperluan 4. To provide reference and information for the Commissioners’
Komisaris terkait pengelolaan investasi Perusahaan. necessaties related to the Company’s investment management.
5. Memberikan masukan dan rekomendasi atas laporan Direksi 5. To provide feedbacks and recommendations upon report of the
dalam pengurusan Perusahaan. Board of Directors in managing the Company.

6. Membuat rencana kerja tahunan yang diselaraskan dengan 6. To develop annual work plan that is aligned with annual work
rencana kerja tahunan Kebijakan Investasi Perusahaan yang plan of the Company’s investment policy managed by the
dikelola oleh Direksi. Board of Directors.
7. Melaksanakan tugas lain yang diberikan oleh Komisaris yang 7. To perform other duties assigned by the Commissioners related
terkait dengan investasi. to investment.
8. Melaporkan secara berkala hasil-hasil kerja Komite kepada 8. To report results of work of the Committee to the Board of
Komisaris. Commissioners in a periodic manner.
Kegiatan Komite Investasi Activities of the Investment Committee

Kegiatan Komite investasi Selama tahun 2015, Komite Investasi During 2015, the Investment Committee has managed to
telah melaksanakan aktivitas-aktivitas: actualize these activities:
1. Melakukan review RJPP 2015 - 2019 1. Reviewed the RJPP 2015-2019
2. Melakukan review atas RKAP 2016 final yang disampaikan 2. Reviewed the final version of 2016 RKAP submitted by the
Direksi sebelum ditetapkan oleh RUPS. Board of Directors prior the ratification by RUPS.
3. Mengevaluasi perkembangan investasi Perusahaan pada 8 3. Evaluated the Company’s investment growth in 8 geothermal
proyek panas bumi projects
4. Melaksanakan peninjauan lapangan untuk mengevaluasi 4. Conducted field inspection in the event of evaluating the
pelaksanaan kegiatan investasi Perusahaan pada Proyek Company’s investment activities in Hululais Project, Lumut
Hululais, Lumut Balai, Sungai Penuh dan Ulubelu Unit III & IV Balai, Sungai Penuh and Ulubelu Unit III & IV
5. Melakukan monitoring dan review kinerja pemboran 5. Performed monitoring and review over drilling performance
6. Menyusun rencana kerja Dewan Komisaris tahun 2016 6. Prepared work plan of the Board of Commissioners in 2016
7. Melakukan review atas usulan Penyertaan Modal Negara 7. Reviewed the proposal of State Capital Participation (PMN) in
(PMN) di Perusahaan Company
8. Melakukan pembahasan atas batas wilayah TNKS 8. Conducted a discussion over borderline of TNKS
9. Melakukan penyempurnaan Piagam Komite Investasi 9. Performed improvement to the Charter of Investment
Committee
Program Pelatihan Peningkatan Kompetensi Komite Training Programs on Competence Building for the
Investasi Investment Committee
Selama tahun 2015, Perusahaan menyertakan anggota Komite During 2015, the Company has members of the Investment
Investasi, untuk meningkatkan kompetensi mereka. Committee to immerse themselves to trainings for the purpose of
improving their competence.
No Nama Anggota Komite Tempat dan Tanggal Kegiatan Kegiatan

Name of Committee’s Member Venue and Date of Event Activity
1 Rini Yulius Bandung, 17 November 2015 Presentasi Artikel pada Asian Academic Accounting
Bandung, 17th November 2015 Association (4A) Annual Conference
An Article Presentation at the Asian Academic Accounting
Association (4A) Annual Conference
2 Rini Yulius Jakarta, 17 Desember 2015 Peserta Seminar Reshaping, Sharpening BUMN & BUMN
Jakarta, 17th December 2015 Outlook 2016
Participant of Seminar on Reshaping, Sharpening SOE & SOE
Outlook 2016

Directors' Report
Komite Lainnya Other Committees

Perusahaan hanya memiliki Komite Audit dan Manajemen The Company only has the Audit and Risk Manageemnt Committee,
Risiko, serta Komite Investasi. Hingga akhir periode pelaporan, as well as Investment Committee. Up to the end of report period,
Perusahaan tidak memiliki maupun membentuk komite the Company has not established other committees, including
lainnya, termasuk komite yang bersifat sementara atau ad-hoc those that are temporary or ad-hoc under the supervision of the
di bawah pengawasan Dewan Komisaris. Board of Commissioners.
Corporate Secretary Corporate Secretary

Corporate Secretary memiliki tanggung jawab kepada Direksi, Corporate Secretary has responsibilities to the Board of Directors,
serta melaporkan pelaksanaan tugasnya kepada Direksi. as well as to report its implementation to the related board.
Corporate Secretary membawahi fungsi Legal, fungsi Corporate Secretary supervises Legal function, Government &
Government & Public Relation, Corporate & BOD Support Public Relation function, Corporate & BOD Support as well as
serta Compliance. Hingga akhir periode pelaporan, Corporate Compliance. Until the end of reporting period, Corporate Secretary
Secretary dijabat oleh Tafif Azimudin. was led by Tafif Azimudin.
Tafif Azimudin
Corporate Secretary
Lahir pada tahun 1964, berusia 51 tahun. Beliau diangkat sebagai Corporate Secretary sejak
24 Maret 2014 berdasarkan SK Direktur Sumber Daya Manusia PT Pertamina (Persero) No.
Kpts.P-534/K00000/2014-S8 tanggal 19 Maret 2014 tentang Mutasi Jabatan, merupakan
lulusan sarjana Teknik Geologi Umum dari Universitas Gadjah Mada pada tahun 1990. Mengikuti
Geothermal Training Program yang diselenggarakan oleh United Nations University pada tahun
1995 di Islandia. Mulai bergabung dengan Perusahaan sejak 1991, sebelumnya menjabat sebagai
Staf Geologi Pengembangan (2002-2006), Pimpinan Proyek Kotamobagu (2007-2010), dan
Koordinator Pelaksana dan Pengendali Proyek (2010-2014).
Born in 1964, aged 51 years old, Tafif Azimudin runs as Corporate Secretary since March 24th,
2014based on the Decree Letter Human Resources Director of PT Pertamina (Persero) Number
Kpts.P-534/K00000/2014-S8 dated March 19th, 2014 concerning Mutation Positions. He is a
graduate of University of Gadjah Mada in 1990, majoring in Techical Engineering of General Geology.
He participated in Geothermal Training Program held by the United Nations University in 1995 in
Iceland. Upon his early days with the Company since 1991, formerly he occupied the position of Staff
of Development in geology (2002-2006), Project Head of Kotamobagu (2007-2010), and Executive
Coordinator and Project Controller (2010-2014).
Tugas dan Tanggung Jawab Corporate Secretary Duties and Responsibilities of Corporate Secretary
• Berkaitan dengan Pemegang Saham: • In relation to Shareholders:
1. Melakukan koordinasi perencanaan dan penyelenggaraan 1. To perform coordination in planning and implementation of
RUPS Tahunan maupun luar biasa. Annual GMS and extraordinary GMS.
2. Membuat dan mendokumentasikan risalah RUPS yang 2. To develop and document summary of GMS that includes
mencantumkan dinamika rapat dan perbedaan pendapat dynamic of meeting and disparity of opinion as well as to
serta menyediakannya bila diminta oleh Pemegang provide these items when inquired by the Shareholders.
Saham.
3. Menyiapkan Daftar Pemegang Saham Perusahaan. 3. To prepare the Company’s Register of Shareholders.
4. Menyiapkan Daftar Khusus. 4. To prepare Special Register of Shareholders.

• Berkaitan dengan Kepatuhan Terhadap Perundang- • In relation to Compliance to Legislations:

undangan:
1. Memastikan bahwa Perusahaan mematuhi ketentuan 1. To ensure that the Company complies to regulation on
tentang persyaratan keterbukaan dan pengungkapan prerequisites of transparency and prevalent disclosure in
yang berlaku dalam laporan tahunan. annual report.
2. Melakukan kajian atas perubahan dan perkembangan 2. To study upon amendments and developments on affecting
peraturan perundang-undangan yang berpengaruh pada legislations to the Company’s business and to analyze its
bidang usaha Perusahaan dan menganalisa dampaknya impact to the Company.
terhadap Perusahaan.
3. Memberikan masukan dan laporan kepada Direksi dan 3. To provide feedbacks and report to the Board of Directors
Dewan Komisaris atas hasil analisis perkembangan and Board of Commissioners on analysis result of the
peraturan perundang-undangan tersebut. related legislations.
4. Memastikan kepatuhan atas pelaksanaan Tata Kelola 4. To ensure compliance to the implementation of Good
Perusahaan yang Baik di lingkungan Perusahaan. Corporate Governance in the environment of Company.
• Berkaitan dengan Fungsi Kesekretarisan: • In relation to Secretarial Function:

1. Mengkoordinasikan rapat Direksi, serta rapat gabungan 1. To coordinate meeting of the Board of Directors, as well
Direksi dan Dewan Komisaris. as joint meeting of the Board of Directors and Board of
Commissioners.
2. Mempersiapkan undangan, jadwal, agenda, materi dan 2. To arrange invitations, schedule, agenda, material and
risalah rapat. minutes of meeting.
3. Mendokumentasikan risalah rapat dan menyediakannya 3. To document minutes of meeting and to present to the
bila diperlukan oleh Dewan Komisaris atau Direksi. Board of Commissioners and Board of Directors if it is
necessary.
4. Mengkoordinasi penyusunan Laporan Manajemen 4. To coordinate the preparation of Management Report,
seperti Laporan Tahunan, Laporan Keberlanjutan, dan such as Annual Report, Sustainability Report, and Monthly
Laporan Bulanan. Report.
• Berkaitan dengan Pemangku Kepentingan: • In relation to Stakeholders:

1. Mewakili Perusahaan dalam berkomunikasi dengan 1. To represent the Company in communicating with other
pihak-pihak lain yang memiliki kepentingan terhadap parties, which hold importance to the Company.
Perusahaan.
2. Menyeleksi jenis-jenis informasi yang relevan untuk 2. To select kinds of relevant information to be published or
dipublikasikan atau diedarkan di internal dan eksternal circulated in internal and external of the Company.
Perusahaan.
3. Memberikan pelayanan kepada masyarakat dan pihak 3. To provide services to the community and other parties
lain atas setiap permintaan informasi yang berkaitan upon each request of information related to the Company’s
dengan kondisi Perusahaan. condition.
4. Merencanakan dan melaksanakan kegiatan Perusahaan 4. To plan and execute activities of the Company involving
yang melibatkan pihak eksternal yang bertujuan untuk external party, which aim to shape the image of the
membentuk citra (image) Perusahaan. Company.
5. Mengelola dan memutakhirkan informasi dalam website 5. To manage and update information on the website of the
Perusahaan. Company.

Directors' Report
Kegiatan Corporate Secretary Selama 2015 Activities of Corporate Secretary During 2015
Corporate Secretary telah melakukan sejumlah kegiatan, yakni: Corporate Secretary has conducted several activities, namely:
1. Memastikan bahwa perusahaan mematuhi peraturan 1. To ensure the company complies to regulation aligning with
sejalan dengan penerapan prinsip-prinsip GCG. implementation of Good Corporate Governance principles.
2. Mengelola hubungan dan komunikasi dengan pihak internal 2. To manage relationships and communication with internal
dan eksternal. and external parties.
3. Melaksanakan kegiatan untuk mendukung penerapan Good 3. To actualize activities that boost the implementation of Good
Corporate Governance (GCG). Corporate Governance (GCG).
4. Mengkoordinasikan kegiatan penyusunan kebijakan 4. To coordinate the preparation of company’s policies pertaining
perusahaan dalam hubungan dengan Pemerintah dan to governmental relationship and public relations.
hubungan masyarakat.
5. Memberikan informasi yang dibutuhkan oleh Direksi dan 5. To cater the required information by the Board of Directors
Dewan Komisaris secara berkala dan/atau sewaktu-waktu and Board of Commissioners periodically and/or whenever
apabila diminta sebagai penghubung (liaison officer). needed if it is inquired as a liaison officer.
6. Menatausahakan serta menyimpan dokumen perusahaan, 6. To administer as well as store documents of the Company,
termasuk tetapi tidak terbatas pada Daftar Pemegang including but not limited to Register of Shareholders, Special
Saham, Daftar Khusus dan risalah rapat Direksi, rapat Register and summary of meeting of the Board of Directors,
Dewan Komisaris dan RUPS. joint meeting of the Board of Commissioners and Board of
Directors and GMS.
7. Menjamin tersedianya informasi yang dapat diakses oleh 7. To guarantee the availability of information that is accessible
Stakeholders secara wajar, akurat dan tepat waktu. by Stakeholders in fair, accurate and promptly manner.
8. Menetapkan kebijakan dan program kerja serta 8. To determine policies, work plan and to control public
mengendalikan kegiatan kehumasan dan CSR untuk relations activities and CSR in order to acquire stakeholders’
mendapatkan dukungan pemangku kepentingan terhadap support towards the Company’s operational activities, as well
kegiatan operasional perusahaan serta terbangunnya citra as to create positive image for the Company .
positif Perusahaan.
9. Mengkoordinasikan kegiatan penyusunan kebijakan 9. To coordinate the development of the Company’s policies in
perusahaan dalam rangka pemenuhan GCG, perlindungan the event of complying to GCG, legal protection, governmental
hukum, hubungan dengan Pemerintah, komunikasi dan relations, communication and public relations, and corporate
hubungan masyarakat, dan pengembangan corporate branding development.
branding.
10. Mengkoordinasikan penyelenggaraan RUPS, Rapat Direksi, 10. To coordinate GMS, Meeting of the Board of Directors, Joint
Rapat Gabungan Direksi dan Dewan Komisaris, serta Meeting of the Board of Directors and Board of Commissioners,
penyusunan notulen Rapat Direksi dan pembuatan akta as well as minutes of meeting of the Meeting of the Board of
notaris hasil RUPS dalam rangka meningkatkan compliance Directors and notary deed to GMS result in order to magnify
terhadap peraturan sebagai perseroan terbatas the Company’s compliance towards the prevalent law on
limited liability companies.
11. Mengarahkan, mengkoordinasikan dan mengendalikan 11. To direct, coordinate and control activities as the facilitator
kegiatan sebagai fasilitator Direksi untuk memastikan to the Board of Directors in order to ensure an effective
komunikasi yang efektif antara Direksi, Dewan Komisaris, communication among the Board of Directors, Board of
Pemegang Saham dan seluruh fungsi di Perusahaan. Commissioners, Shareholders and all functions of the
Company.
12. Pengkajian, evaluasi dan penelitian dokumen korporasi 12. To study, evaluate and examine corporation documents of
Perusahaan maupun Anak Perusahaan. Company and its subsidiaries.
13. Memberikan rekomendasi penyelesaian atau advis hukum 13. To provide recommendation of settlement or legal advice for
atau pendapat hukum untuk kasus-kasus hukum yang legal cases encountered by the Company with third parties.
dihadapi perusahaan dengan pihak ketiga.
14. Menyusun dan mengevaluasi kontrak-kontrak Perusahaan. 14. To prepare and evaluare contracts of the Company.

15. Menangani permasalahan hukum yang dihadapi oleh 15. To address legal issues encountered by the Company against
perusahaan dengan pihak internal dan eksternal. internal and external parties.
16. Menangani aspek-aspek hukum pertanahan. 16. To handle the aspects of agrarian law.
17. Menangani masalah-masalah terkait perizinan untuk studi 17. To handle issues related to permits in the purpose of studies
dan pengembangan area baru. and new area development.
18. Mengkoordinasi penyusunan Laporan Manajemen seperti 18. To coordinate the preparation of Management Report, such as
Laporan Tahunan, Laporan Keberlanjutan, dan Laporan Annual Report, Sustainability Report, and Monthly Report.
Bulanan.
Program Pelatihan Untuk Meningkatkan Kompetensi Training Programs in Building Competence of Corporate
Corporate Secretary Secretary
Selama tahun 2015, Corporate Secretary melakukan beberapa During 2015, the Corporate Secretary has conducted several
kegiatan yang ditujukan untuk meningkatkan kompetensi. activities aimed for competence building.
Kegiatan 2015 Untuk Peningkatan Kompetensi Corporate Secretary

Activities in 2015 for Building Competence of Corporate Secretary
No Tanggal dan Tempat Kegiatan Bentuk dan Nama Kegiatan

Date and Venue of Activity Type and Name of Activity
1 29 Maret - 1 April, 2015, Bali Forum Sharing Technologi Hulu ke-3 Tahun 2015
March 29th - April 1st, 2015 The 3rd Bali Forum on Sharing Upstream Technology
2 29-30 April 2015, Surabaya Menjadi Narasumber Kuliah Tamu di ITS 10 Nopember
April 29th - 30th, 2015, Surabaya Participated as a Speaker for Guest Lecture at the ITS 10 November
3 31 Mei - 1 Juni 2015, Yogyakarta Menjadi Narasumber Bidang Geothermal di Fakultas Teknik Mineral UPN Veteran Yogyakarta
May 31st - June 1st, 2015, Yogyakarta Participated as a Speaker on Geothermal at the Faculty of Mineral Engineering of UPN Veteran
Yogyakarta
4 26-27 Juni 2015, Yogyakarta Mini Workshop Penyusunan MoU & Perjanjian Kerjasama
June 26th - 27th, 2015, Yogyakarta Mini Workshop on Preparation of MoU & Cooperation Agreement
5 19-21 Agustus 2015, Jakarta International Geothermal Convention dan Exhibition 2015
August 19th - 21st, 2015, Jakarta International Geothermal Convention and Exhibition 2015
6 27-28 Agustus 2015, Bogor Pembahasan RPP Panas Bumi dengan Pemerintah
August 27th - 28th, 2015, Bogor Discussion of RPP on Geothermal with the Government
7 14-18 Oktober 2015, Yogyakarta Pameran Geo Week

October 14th - 18th, 2015, Yogyakarta Exhibition of Geo Week
8 17-21 November 2015, Yogyakarta Verifikasi RSKKNI Ahli Geologi, Ahli Geokimia dan Ahli Geofisika Bidang Panas Bumi
November 17th - 21st, 2015, Yogyakarta Verification of RSKKNI for Geologist, Geochemist, and Geophysics on Geothermal
9 24-25 November 2015, Jakarta (Hotel Pertamina Energy Forum

Borobudur) Pertamina Energy Forum
November 24th - 25th, 2015, Jakarta (Hotel
Borobudur)
10 11-13 Desember 2015, Yogyakarta Mewakili Direktur Utama Menjadi Pembicara dalam "Plenary Discussion” di UPN Veteran
December 11th - 13th, 2015, Yogyakarta Yogyakarta
Representing the President Director to be the Speaker in the “Plenary Discussion” at UPN Veteran
Yogyakarta
11 16-17 Desember 2015, Bandung Dialog Interaktif - Percepatan Pengembangan Panas Bumi dalam Kerangka Menunjang Target
December 16th - 17th, 2015, Bandung Pencapaian Bauran Energi 2025
Invitation for Interactive Dialogue – Acceleration of Geothermal Development in the Support of
Target Achievement of Energy Mix 2025

Directors' Report
Internal Audit (IA) Internal Audit (IA)

Perusahaan telah memiliki fungsi audit internal. IA berfungsi The Company has internal audit function (IA), which functions
membantu manajemen dalam melakukan kegiatan assurance to assist management in conducting activities of assurance
dan konsultasi yang independen dan obyektif, untuk and independent and objective consulting, in order to achieve
pencapaian tujuan dan peningkatan efektivitas manajemen purposes and improve effectivity of risk management, control and
risiko, pengendalian dan proses tata kelola. governance process.
IA dipimpin oleh seorang Head of Internal Audit dengan IA is led by a Head of Internal Audit and supported by 5 Auditors.
didukung oleh 5 orang Auditor.
Piagam Audit Internal (Internal Audit Charter) Internal Audit Charter

Keberadaan IA menjadi bagian dari penerapan tata kelola The presence of IA serves as a part of the implementation of Good
perusahaan yang baik (GCG). Corporate Governance (GCG).
Pelaksanaan tugas, wewenang dan tanggung jawab IA diatur Implementation of duties, authorities and responsibilities of IA is
dalam Piagam Audit Internal (Internal Audit Charter). Piagam regulated in the Internal Audit Charter. The charter was signed by
Audit IA ditandatangani oleh Direktur Utama dan Komisaris President Director and Commissioner as Head of Internal Audit
selaku Ketua Komite Audit tanggal 14 Januari 2008, dan on January 14th, 2008, and was updated on October 28th, 2014.
diperbaharui tanggal 28 Oktober 2014.
Piagam Audit IA mengatur beberapa hal, yakni: misi, struktur The Internal Audit Charter sets several items, such as: mission,
dan kedudukan, tujuan, ruang lingkup, wewenang, tanggung structure and position, purposes, scope of work, authorities,
jawab, pelaporan, kode etik, persyaratan auditor, standar responsibilities, reporting, code of conduct, auditor’s prerequisities,
profesional, pola hubungan dan larangan. professional standards, relationships and prohibitions pattern.
Kode Etik Auditor Internal Code of Conduct of Internal Auditor

Auditor internal berkewajiban menjalankan tanggung jawab Internal auditor shall be responsible for executing its profession’s
profesinya dengan penuh martabat dan kehormatan, serta responsibilities with full dignity and respect, as well as oriented
berpedoman pada etika bisnis dan peraturan perundang- to business ethics and legislations in effect. This is in line with the
undangan yang berlaku. Hal ini sesuai dengan Pedoman Guideline for the Management of Internal Control Unit Number
Pengelolaan Satuan Pengawasan Internal Nomor A-001/ A-001/PGE400/2008-S0 dated January 2nd, 2008.
PGE400/2008-S0 tanggal 2 Januari 2008.
Profil Head of Internal Audit Profile of Head of Internal Audit

IA sebagai fungsi audit internal dipimpin oleh seorang Head IA as internal audit function is led by a Head of Internal Audit.
of Internal Audit. Hingga akhir periode pelaporan, Head of Up to the end of reporting period, the Head of Internal Audit is
Internal Audit dijabat oleh Budi Enda Dhaniswara. Head of officiated by Budi Enda Dhaniswara. Head of Internal Audit is
Internal Audit diangkat dan ditetapkan oleh Direktur Utama appointed and determined by President Director, with profile as
dengan profil sebagai berikut: follow:

Budi Enda Dhaniswara

Head of Internal Audit
Lahir di Magelang pada tahun 1960. Menjabat sebagai Head of Internal Audit sejak bulan
Mei tahun 2015 berdasarkan SK Direktur Sumber Daya Manusia PT Pertamina (Persero)
No.Kpts.P-199/K00000/2015-S8 tanggal 30 Maret 2015 tentang Mutasi Jabatan. Pengalaman
sebelumnya adalah sebagai Asset International & Unconventional Audit Manager - Internal Audit
PT PHE (2013-2015), Manajer IA Bidang Upstream - Internal Audit PT Pertamina (Persero) (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 Internal

Certification and Professional Competence Development of Internal Audit
Sertifikasi Auditor Audit Internal

Certficiate of Internal Auditor
No Jenis Sertifikasi Jumlah Pemegang Sertifikasi

Type of Certification Total of Certification Holder
1 Akuntan, CA 6
Accountant, CA
2 Sertifikasi Pengendali Teknis/Supervisor 2

Certificaiton of Technical Controller/Supervisor
3 Sertifikasi Auditor Ahli Ketua Tim 2

Certification of Senior Auditor Head of Team
4 Certified Risk Management Professional (CRMP) 3
5 Certified Fraud Examiner (CFE) 1
6 Qualified Internal Auditor (QIA) 4

Directors' Report
Perusahaan senantiasa mengembangkan kompetensi auditor The Company consistently develops the competence of IA’s
IA, dengan menyertakan mereka pada berbagai kegiatan yang auditor, by having them participated in several activities, which
dapat meningkatkan pengetahuan dan keahlian mereka. may help to improve one’s skill and expertise.
Kegiatan Untuk Pengembangan Kompetensi Auditor Audit Internal

Activities of Competence Building for Internal Audit’s Auditor
No Tanggal dan Tempat Kegiatan Bentuk dan Nama Kegiatan

Date and Venue of Activity Type and Name of Activity
1 8 Juli 2015, Jakarta FGD Terkait PBI-17/3/PBI/2015 terhadap Industri Migas

July 8th, 2015, Jakarta FGD related to PBI-17/3/PBI/2015 towards Oil and Gas Industry
2 4 Agustus 2015, Jakarta Quality Management System: Awareness ISO/FDIS 9001:2015

August 4th, 2015, Jakarta
3 6-7 Agustus 2015, Anyer Continous Audit: Mengelola Early Warning System dalam Pelaksanaan Internal audit
August 6th-7th, 2015, Anyer Continuous Audit: Manage Early Warning System in Implementing Internal Audit
4 20 Agustus 2015, Yogyakarta National Conference IIA 2015

August 20th, 2015, Yogyakarta
5 21-22 Oktober 2015, Bali National Anti Fraud Conference (NAFC)

October 21st-22nd, 2015, Bali
6 23 Oktober 2015, Jakarta In house Training : Mkinsight Audit Management System

October 23rd, 2015, Jakarta
7 4 Nopember 2015, Bandung Workshop Penyusunan Risk Register Fungsi/Area/Proyek Tahun 2016
November 4th, 2015, Bandung Workshop on Preparation of Risk Register of Function/Area/Project in 2016
8 12, 13 Nopember 2015, Jakarta Workshop Risk Based Internal Audit

November 12th-13th, 2015, Jakarta
9 10-11 Desember 2015, Bali ERMA Bali International Seminar on ERM

December 10th-11th, 2015, Bali
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 Organisasi Position and Organization Structure

Sesuai dengan Surat Keputusan Direktur Utama Perusahaan In accordance with the Letter of Decree of President Director of the
No.Kpts.P-056/PGE000/2015-S0 tanggal 29 Januari 2015 Company Number Kpts.P-056/PGE000/2015-S0 dated January
tentang Struktur Organisasi Perusahaan, Head of Internal 29th, 2015 concerning Organization Structure of Company, Head
Audit bertanggung jawab secara langsung kepada Direktur of Internal Audit directly responsibles to the President Director,
Utama, Head of Internal Audit diangkat dan diberhentikan oleh moreover it is appointed and dismissed by the President Director
Direktur Utama berdasarkan masukan dari Dewan Komisaris. based on feedbacks from the Board of Commissioners.
IA menjalin kerjasama dan koordinasi yang efektif dengan IA establishes effective cooperation and coordination with
fungsi-fungsi lain di dalam Perusahaan, Komite Audit dan other functions in the Company, Audit Committee and external
eksternal auditor yakni Kantor Akuntan Publik (KAP), Internal auditors, such as Public Accounting Firm (KAP), Internal Audit of
Audit PT Pertamina (Persero) dan Badan Pengawasan PT Pertamina (Persero) and Finance and Development Supervisory
Keuangan dan Pembangunan (BPKP). Board (BPKP).

Directors' Report
Tanggung Jawab dan Wewenang IA Responsibilities and Authorities of IA

Tanggung Jawab: Responsibilities:
1. Menetapkan kebijakan dan mengarahkan aktivitas IA dari 1. To determine policies and direct activities of IA from the angle
segi teknis dan administrasi. of technicality and administration.
2. Menyusun dan melaksanakan rencana audit tahunan. 2. To prepare and perform annual audit plan.
3. Mengembangkan dan melaksanakan program audit yang 3. To develop and perform comprehensive audit program.
komprehensif.
4. Menguji efektivitas penggunaan sumber daya, dan 4. To test effectivity of resources utilization, and compliance to
kepatuhan terhadap kebijakan dan prosedur. policies and procedures.
5. Mereview kecukupan prosedur dan catatan-catatan dalam 5. To review sufficiency of procedures and notes in achieving
mencapai sasaran dan menilai kebijakan dan rencana yang recommendations and to assess policies and plans related to
terkait dengan aktivitas/fungsi yang direview. the reviewed activities/function.
6. Merekomendasikan perbaikan–perbaikan pengendalian 6. To recommend improvements on internal control.
internal.
7. Merekomendasikan perbaikan–perbaikan Manajemen 7. To recommend improvements on Risk Management.
Risiko.
8. Merekomendasikan perbaikan pelaksanaan tata kelola 8. To recommend improvements on the implementation of Good
perusahaan yang baik. Corporate Governance.
9. Menerbitkan laporan hasil audit, termasuk rekomendasi 9. To publish report on audit’s result, including recommendation
untuk perbaikan. for improvement.
10. Menilai kecukupan tindak lanjut temuan hasil audit. 10. To assess adequacy of follow-up towards insights on audit’s
result.
11. Melaksanakan audit investigatif atas permintaan Direksi, 11. To perform investigative audit upon the request of the Board
termasuk mereview pengaduan yang dibuat oleh pihak- of Directors, including to review complaints made by external
pihak di luar Perusahaan. parties of the Company.
12. Bekerjasama dengan Komite Audit dan auditor eksternal. 12. To cooperate with the Audit Committee and external auditor.
13. Bertindak sebagai konsultan Perusahaan sesuai tanggung 13. To conduct as the Company’s consultant as per its
jawabnya. responsibilities.
14. Menyusun program untuk mengevaluasi mutu kegiatan 14. To prepare program for evaluating quality of internal audit
audit internal. activities.
Wewenang: Below are the authorities:

1. Mengarahkan program kerja IA secara luas dan 1. To direct work program of IA extensively and comprehensively.
komprehensif.
2. Memeriksa dan mengevaluasi kecukupan dan efektifitas 2. To audit and evaluate adequacy and effectivity of internal
dari sistem pengendalian internal, manajemen risiko dan control system, risk management and corporate governance.
tata kelola perusahaan.
3. Memiliki akses penuh, bebas dan tidak terbatas kepada 3. To have full access, free and unlimited to all functions, notes,
seluruh fungsi, catatan, aset dan pekerja. assets and employees.
4. Melakukan komunikasi secara langsung dengan Direksi, 4. To perform direct communication with the Board of Directors,
Dewan Komisaris dan/atau Komite Audit serta anggota dari Board of Commissioners and/or Audit Committee as well as
Direksi, Dewan Komisaris dan/atau Komite Audit. members of the Board of Directors, Board of Commissioners
and/or Audit Committee.
5. Mengadakan rapat secara berkala dan insidentil dengan 5. To organize meeting periodically and incidentally with the
Direksi, Dewan Komisaris, dan/atau Komite Audit. Board of Directors, Board of Commissioners, and/or Audit
Committee.
6. Melakukan koordinasi kegiatannya dengan kegiatan auditor 6. To perform coordination of activities with activities that of
eksternal. external auditor.

Kinerja IA Performance of IA
Rencana kerja IA dituangkan dalam Program Kerja Pemeriksaan Work plan of IA is stated in the Work Program of Annual Inspection
Tahunan (PKPT) dan Key Performance Indicators (KPI) fungsi IA (PKPT) and Key Performance Indicators (KPI) of IA function in
tahun 2015. Capaian kinerja IA tahun 2015 terangkum dalam 2015. Achievement of IA performance in 2015 is included in the
perbandingan antara rencana dan realisasi PKPT & KPI IA comparison of planning and realization of PKPT and KPI IA, which
berikut: are mentioned below:
Kegiatan Program Rencana Realisasi

Program’s Activity Plan Realization
Audit Operasional 10 Auditan, yang terdiri dari Proyek dan Area / Fungsi di Audit Operasional atas 10 Auditan terdiri dari :
lingkungan Perusahaan • 6 Proyek
• 4 Area / Fungsi
Operational Audit 10 Audited, consisting of Projects and Areas/Functions in the Operational Audit on 10 Audited, consists of:
environment of Company • 6 Projects
• 4 Areas/Functions
Pendampingan Audit Koodinator mitra kerja internal atas kegiatan Audit Laporan Koordinator mitra kerja internal atas kegiatan
Laporan Keuangan KAP keuangan yang dilaksanakan oleh KAP Ernst & Young untuk Audit laporan Keuangan yang dilaksanakan oleh
tahun 2015 KAP Ernst & Young untuk tahun 2015
Complement of Audit of Coordinator of internal business partner on the activity of Coordinator of internal business partner on the
KAP’s Financial Statement Financial Statement Audit, which was conducted by KAP Ernst & activity of Financial Statement Audit, which was
Young in 2015 conducted by KAP Ernst & Young in 2015
Assessment ICOFR yaitu melakukan evaluasi atas pelaksanaan Assessment ICOFR atas Transaction Level Control
internal control oleh fungsi-fungsi di lingkungan Perusahaan (TLC) dan Entity Level Control (ELC) tahun 2015
selaku control owner atas kegiatan / transaksi keuangan yang
terjadi Assessment of ICOFR on Transaction Level Control
Assessment of ICOFR, which is to evaluate the implementation (TLC) and Entity Level Control (ELC) in 2015
of internal control by functions in the environment of Company
as control owner of activities/financial transactions that
occurred
Assessment
Bersama Corporate Secretary, sebagai mitra kerja internal Melakukan pemantauan dan koordinasi dengan
melakukan monitoring atas tindak lanjut hasil assessment GCG fungsi terkait untuk menyelesaikan tindak lanjut
tahun 2014 (assessment berikutnya dilakukan di tahun 2016) hasil assessment GCG (3 x pelaksanaan monitoring
tindak lanjut)
Together with Corporate Secretary, as internal business partner Monitored and coordinated related functions to
that monitors follow-up to GCG assessment in 2014 (the settle the follow-up to GCG assessment result (3
following assessment to be conducted in 2016) times of follow-up monitoring)
Monitor Tindak Lanjut Kegiatan pemantauan terhadap tindakan yang dilakukan oleh Memantau progress tidak lanjut atas rekomendasi
Temuan Auditor Internal manajemen sebagai pelaksana rekomendasi dari laporan hasil dari laporan Hasil Audit dan Assessment, baik yang
& Eksternal audit dan assessment, baik yang dilaksanakan oleh auditor dilaksanakan oleh auditor eksternal (KAP) maupun
eksternal (KAP) maupun internal (IA Perusahaan) internal (IA Perusahaan)
Monitor Follow-Ups to Monitoring activities to measures conducted by the Monitored follow-up progress to recommendation
Findings of Internal & management as the executive of recommendation on audit on audit results report and Assessment, which
External Auditor result report and assessment, be it made by external auditor were made externally by KAP or internally by IA of
(KAP) or internal auditor (IA of Company) Company
Konsultasi Memberikan jasa konsultasi berupa kajian atas suatu Pemenuhan kegiatan jasa konsultasi kepada fungsi-
permasalahan atau keiikutsertaan dalam rapat-rapat fungsi di internal Perusahaan selama tahun 2015
pembahasan atau pemberian pendapat / masukan atas
permasalahan tertentu yang dikonsultasikan manajemen
Consultation Providing consulting services in the form of study of issues or Fulfillment of consulting service activities to internal
participation in meetings discussing or providing opinions/ functions of Company in 2015
feedbacks upon certain issues that consulted by the
management

Directors' Report
Audit Implementasi Melaksanakan audit atas penerapan manajemen risiko di Melaksanakan audit atas penerapan manajemen
Manajemen Risiko Proyek/fungsi di lingkungan Perusahaan risiko pada proyek Hululais, fungsi Human Capital,
dan Proyek Ulubelu III & IV
Audit of Implementation of Performing audit to the implementation of risk management in Performed audit to the implementation of risk
Risk Management Project/Function in the environment of Company management in Hululais project, Human Capital
function, and Ulubelu III & IV Project
Penyusunan/Revisi Memberikan asistensi dalam penyusunan dan revisi pedoman Penyusunan Pedoman Gratifikasi dan Unit
Pedoman / TKO / TKI yang / TKO / TKI terkait dengan penerapan GCG sebagai tindak Pengendali Gratifikasi bersama fungsi Corporate
terkait lanjut hasil assessment GCG dan pengembangan infrastruktur Secretary
manajemen risiko.
Preparation/Revision of Providing assistance in preparing and revising related guideline/ Preparation of Guideline of Gratification and
Guideline/Related TKO/TKI TKO/TKI with implementation of GCG as follow-up to result of Controlling Unit of Gratification together with
GCG assessment and infrastructure of risk management. Corporate Secretary function.
Akuntan Publik Public Accountant

Perusahaan menggunakan jasa auditor eksternal dari Kantor The Company employs the service of external auditor from the
Akuntan Publik (KAP) Purwantono, Sungkoro & Surja (Ernst & Public Accounting Firm (KAP) of Purwantono, Sungkoro & Surjo
Young), guna melakukan audit umum atas Laporan Keuangan (Ernst & Young), in order to perform general audit the Company’s
Perusahaan periode tahun buku 2015. Untuk tahun buku yang Financial Statement for Fiscal Year 2015. As for fiscal year ended
berakhir 31 Desember 2015, Perusahaan mendapatkan opini on December 31st, 2015, the Company received an opinion of
Wajar Tanpa Pengecualian (WTP). Unqualified Opinion (WTP).
Kegiatan audit Laporan keuangan oleh KAP tersebut dilakukan The audit activity of Financial Statement by the related KAP has
sejak 3 Agustus 2015, dengan nilai jasa audit untuk tahun 2015 been conducted since August 3rd, 2015, with a value service of
sebesar Rp724.553.120, Perusahaan tidak memberikan imbalan audit as much as Rp724,553,120 in 2015. The Company did not
jasa lain selain jasa audit yang telah disepakati tersebut. provide compensation for other services than the one that has
been agreed upon.
Tahun Nama Akuntan Publik Kantor Akuntan Publik Besaran Fee Laporan Keuangan
Year Name of Public Accountant Public Accountant Firm Nominal of Fee for Financial
Statements
2015 Widya Arijanti Purwantono, Sungkoro & Surja (Ernst & Young) Rp724,553,120
2014 Yusron Tanudiredja, Wibisana dan Rekan Rp657,000,000

(PriceWaterhouseCoopers/PWC)
2013 Dwi Wahyu Daryoto Tanudiredja, Wibisana dan Rekan Rp599,000,000

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

(PriceWaterhouseCoopers/PWC) 2011 dan 2012 kontrak bergabung
dengan Pertamina (Persero)
2011 Dwi Wahyu Daryoto Tanudiredja, Wibisana dan Rekan Contract in 2011 and 2012 joined with
(PriceWaterhouseCoopers/PWC) Pertamina (Persero)

Manajemen Risiko Risk Management

Manajemen risiko menjadi bagian tak terpisahkan dalam Risk management becomes an inseparable part of the
pencapaian target kinerja Perusahaan dan penerapan tata Company’s achievement on performance target and a thorough
kelola perusahaan yang baik secara menyeluruh. Manajemen implementation of Good Corporate Governance. It is required to
risiko diperlukan sebagai upaya sistematis dan terukur dalam embody systematic and measurable efforts in controlling risks
mengendalikan risiko-risiko yang dihadapi Perusahaan. that may encountered by the Company.
Landasan penerapan manajemen risiko mengacu pada: Below are the foundations that underlie the risk management:
1. Peraturan Menteri Negara Badan Usaha Milik Negara 1. Regulation of Minister of State-Owned Enterprises Number
Nomor : Per-01 /Mbu/2011 Tentang Penerapan Tata Kelola Per-01/MBU/2011 concerning Implementation of Good
Perusahaan Yang Baik (Good Corporate Governance) Pada Corporate Governance in State-Owned Enterprises.
Badan Usaha Milik Negara
2. Peraturan Pemerintah No. 31 Tahun 2003 tentang 2. Governmental Regulation Number 31 Year 2003 concerning
Pengalihan Bentuk Perusahaan Pertambangan Minyak Transformation of a State-Owned Oil and Gas Mining
dan Gas Bumi Negara (Pertamina) menjadi Perusahaan Enterprise into a Limited Liability Company (Persero).
Perseroan (Persero).
3. Peraturan Pemerintah no. 70 Tahun 2010 tentang 3. Governmental Regulation Number 70 Year 2010 concerning
Perubahan atas Peraturan Pemerintah No. 59 Tahun 2007 Amendment to the Governmental Regulation Number 59 Year
Tentang Kegiatan Panas Bumi 2007 concerning Geothermal Activities.
4. Undang-Undang No. 21 Tahun 2014, tentang Panas Bumi 4. Law Number 21 Year 2014 concerning Geothermal.
5. Pedoman Manajemen Risiko PT Pertamina (Persero) No 5. Guidelines for Risk Management of PT Pertamina (Persero)
A-002/H30000/2015-S9 Number A-002/H30000/2015-S9.
6. Pedoman Manajemen Risiko Perusahaan No. A-001/ 6. Guidelines for Risk Management of Company Number A-001/
PGE113/2012-S0 PGE113/2012-S0.
7. Pedoman Manajemen Risiko Proyek Perusahaan No. A-002/ 7. Guidelines for Risk Management on Project of Company
PGE113/2013-S0 Number A-002/PGE113/2013-S0.
Enterprise Risk Management Enterprise Risk Management

Penerapan Manajemen Risiko dilakukan berdasarkan kaidah Implementation of Risk Management is based on rules of the
Enterprise Risk Management (ERM), yang menekankan pada Enterprise Risk Management (ERM), which emphasizes on 3
3 hal, yakni risk awareness, tata kelola perusahaan (corporate points, namely risk awareness, corporate governance, as well as
governance), serta kebiasaan dan budaya (habit and culture). habit and culture.
ERM merupakan sebuah pendekatan komprehensif untuk ERM functions as a comprehensive approach to manage the
mengelola risiko Perusahaan secara menyeluruh, meningkatkan Company’s risk thoroughly, improve its capability to manage
kemampuan Perusahaan untuk mengelola ketidakpastian, uncertainties, minimize risks, and maximize opportunities. These
meminimalisir ancaman, dan memaksimalkan peluang. Hal ini elements are carried out through 5 stages: communication
dilaksanakan melalui 5 tahapan: komunikasi dan konsultasi, and consultation, context determination, risk assessment, risk
menentukan konteks, penilaian risiko, penanganan risiko, serta handling, as well as supervision and review.
pemantauan dan kaji ulang.
Guna mendukung pelaksanaan manajemen risiko, Perusahaan In order to enhance the implementation of risk management,
telah memiliki Sistem Tata Kerja (STK) yang terdiri dari the Company has the Working Arrangement System (STK) that
Kebijakan Manajemen Risiko, Pedoman Manajemen Risiko, dan consists of the Policy of Risk Management, Guidelines for Risk
Tata Kerja Organisasi/Individu, dengan penerapan ISO 31000 Management, Administration of Organization/Individual, by
Risk Management Standard. implementing ISO 31000 of Risk Management Standard.

Directors' Report
Struktur Manajemen Risiko Structure of Risk Management

Secara umum, penerapan ISO 31000 mencakup proses In general, implementation of ISO 31000 encompassess a series of
identifikasi, analisis, evaluasi, mitigasi dan pemantauan risiko. identification, analysis, evaluation, mitigation and risk supervision.
Pelaksanaan ERM berbasis ISO 31000 juga didukung struktur Its implementation also supported by a precise organization
organisasi yang tepat. structure.
Perusahaan memiliki Komite Manajemen Risiko sebagai The Company has the Risk Management Committee as
penanggungjawab pengembangan kebijakan dan strategi an executive to policy development and risk management
pengelolaan risiko. Komite Manajemen Risiko didukung oleh strategy. The Risk Management Committee is supported by Risk
Fungsi/Unit Kerja Manajemen Risiko, serta Tim Penerapan dan Management Function/Work Unit, as well as Implementation and
Pembangunan Sistem Manajemen Risiko Korporat (ERM) dan Development Team of Enterprise Risk Management (ERM) and
Sistem Manajemen Risiko Proyek (PRM). [G4-45, G4-46] Project Risk Management (PRM) System. [G4-45, G4-46]
• Komite Manajemen Risiko • Risk Management Committee

Dibentuk sesuai SK Nomor 382/PGE000/2015-S0 tanggal 8 It is established in accordance with the Letter of Decree
Juni 2015 Number 382/PGE000/2015-S0 dated June 8th, 2015.
Keanggotaan Komite Manajemen Risiko

Membership of Risk Management Committee
Jabatan | Position Penjabat | Official
Ketua | Chairman Direktur Utama | President Director
Wakil Ketua | Deputy Chairman Direktur Eksplorasi dan Pengembangan | Exploration and Development Director
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
Tugas dan Tanggung Jawab Komite Manajemen Risiko: Duties and Responsibilities of Risk Management Committee:
a. Menetapkan kebijakan dan strategi Manajemen Risiko a. To determine comprehensive policies and strategies of
yang komprehensif secara tertulis, yaitu penetapan Risk Management in a written statement, such as Risk
Risk Tolerance dan Risk Appetite baik risiko secara Tolerance and Risk Appetite including an aggregation of
keseluruhan, per jenis risiko, maupun per aktivitas risks, types of risk, and based on its functional activities.
fungsional.
b. Bertanggung jawab atas pemantauan pelaksanaan b. To be responsible for the supervision of implemented Risk
kebijakan Manajemen Risiko dan eksposur risiko yang Management policies and exposure of risks that are taken
diambil oleh Perusahaan. by the Company.
c. Mengevaluasi aktivitas atau transaksi usaha yang c. To evaluate business activities or transactions required for
memerlukan persetujuan Direksi (BOD). the approval of the Board of Directors
d. Mengevaluasi dan mengkaji ulang efektivitas penerapan d. To evaluate and review the effectivity of Company’s
Manajemen Risiko Perusahaan. implementation of Risk Management.
e. Penetapan hal-hal yang terkait dengan keputusan bisnis e. To stipulate related affairs pertaining to business decisions
yang menyimpang dari prosedur normal (irregularities). that deviated from normal procedures (irregularities).

f. Memantau indepensi operasi Fungsi Manajemen Risiko f. To supervise the operational independency of Company’s
Perusahaan. Risk Management Function.
g. Memantau kegiatan yang dilakukan oleh Fungsi g. To supervise activities conducted by the Risk Management
Manajemen Risiko. Function.
h. Mengembangkan budaya sadar risiko pada seluruh h. To develop a culture of risk awareness at all levels of the
jenjang Perusahaan. Company.
i. Mengembangkan kompetensi sumber daya manusia i. To develop the competence of human resources relating to
yang terkait dengan Manajemen Risiko. Risk Management.
• Fungsi/Unit Kerja Manajemen Risiko • Risk Management Function/Work Unit

Unit kerja Manajemen Risiko dibentuk berdasarkan Pedoman The Risk Management Function/Work Unit is established
Manajemen Risiko Nomor A-001/PGE113/2012-S0, based on the Guidelines for Risk Management Number A-001/
dan merupakan unit kerja yang terdiri dari Fungsi Risk PGE113/2012-S0, and serves as a work unit consisting of Risk
Management dan Risk Owner. Management Function and Risk Owner.
Adapun Fungsi Risk Management berada dibawah Vice The Risk Management Function is under the power of Vice
President (VP) Strategic Planning & Business Development. President (VP) of Strategic Planning & Business Development.
Fungsi Risk Management terdiri dari Manajer Risk It consists of Manager of Risk Management, Analyst of
Management, Analyst Investment & Business Risk, dan Investment & Business Risk, and Analyst of Operation &
Analyst Operation & Partnership Risk. Partnership Risk.
Tugas dan tanggung jawab Fungsi Risk Management: Duties and responsibilities of Risk Management Function:
a. Bertanggung jawab kepada Direktur Eksplorasi dan a. To be responsible to the Director of Exploration and
Pengembangan dan independen terhadap fungsi Development and independent to other functions.
lainnya.
b. Menyusun laporan profil risiko dan menyampaikannya b. To prepare a report on risks profile and to have it submitted
kepada Direktur Eksplorasi dan Pengembangan dan to the Exploration and Development Director and Risk
Komite Manajemen Risiko. Management Committee.
c. Mengevaluasi aktivitas atau kegiatan usaha yang c. To evaluate business activities that required approval of
memerlukan persetujuan Direksi. the Board of Directors.
d. Memantau posisi risiko Perusahaan secara keseluruhan, d. To supervise the Company’s risks’ position thoroughly, its
per jenis risiko, dan risiko per aktivitas fungsional yang types of risk, and based on its functional activity stated in
dituangkan dalam bentuk matriks pemetaan risiko dan a matrix of risk mapping and to provide recommendations
memberikan rekomendasi kepada Komite Manajemen to the Risk Management Committee.
Risiko.
e. Memberikan masukan kepada Komite Manajemen e. To provide feedbacks to the Risk Management Committee
Risiko mengenai besaran atau eksposur maksimum on nominal or exposure of maximum risks, which have to
risiko untuk dimasukkan ke dalam Rencana Kerja dan be included into the Company’s Work Plan and Budget.
Anggaran Perusahaan.
f. Mengkaji secara berkala kecukupan dan kelayakan f. To study the adequacy and feasibility of Policy, Guidelines,
dari Kebijakan, Pedoman, dan Strategi Penerapan and Strategy of Risk Management Implementation in a
Manajemen Risiko, serta menyampaikan rekomendasi periodical manner, as well as to convey amendment of
perubahan kepada Komite Manajemen Risiko. recommendation to the Risk Management Committee.

Directors' Report
• Tim Penerapan dan Pembangunan Sistem Manajemen • Implementation and Development Team of Enterprise
Risiko Korporat (ERM) dan Sistem Manajemen Risiko Risk Management (ERM) and Project Risk Management
Proyek (PRM) (PRM) System
Tim Penerapan dan Pembangunan ERM dan PRM adalah Implementation and Development Team of ERM and PRM
pekerja Perusahaan yang ditunjuk dengan Surat Perintah consists of employees of the Company, whom appointed
Nomor 383/PGE000/2015-S0 tanggal 8 Juni 2015, baik through the Letter of Decree Number 383/PGE000/2015-S0
pekerja di Kantor Pusat, Area, maupun Proyek. Jumlah dated June 8, 2015, be it employees in Head Office, Area,
anggota tim adalah 28 orang. Sebanyak 4 orang di or Project. Total members of the team are amounted to 28
antaranya memiliki sertifikat Enterprise Risk Management people, with 4 of them hold the certificate of Enterprise Risk
Certified Professional (ERMCP), 9 orang memiliki sertifikat Management Certified Professional (ERMCP), 9 people possess
Certified Risk Management Professional (CRMP), dan 2 orang Certified Risk Management Professional (CRMP), and 2 people
memiliki sertifikat Certified Risk Management Professional with Certified Risk Management Professional (CRP).
(CRP).
Keanggotaan Tim Penerapan dan Pembangunan ERM dan PRM

Membership of Implementation and Development Team of ERM and PRM
Jabatan | Position Penjabat | Official
Komite Pengarah | Directing Committee Direksi Perusahaan | The Company’s Board of Directors
Ketua | Chairman VP Strategic Planning & Business Development | Vice President of Planning & Business Development
Wakil Ketua | Deputy Chairman Manajer Risk Management | Manager of Risk Management
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
Tugas dan Tanggung Jawab Tim: Duties and Responsibilities of the Team:
a. Melakukan koordinasi dan konsolidasi kegiatan manajemen a. To coordinate and consolidate activities of risk management
risiko di masing-masing fungsi atau proyek secara in respective to function or project in a comprehensive and
komprehensif dan terpadu di lingkungan Perusahaan. integrated manner within the environment of the Company.
b. Melaksanakan/mengimplementasikan manajemen risiko b. To perform/implement risk management in respective to
di masing-masing fungsi atau proyek di lingkungan function/project within the environment of the Company.
Perusahaan.
c. Berpartisipasi aktif melakukan identifikasi dan analisis c. To actively participate in identifying and analyzing risks that
risiko yang mempengaruhi obyektif perusahaan sehingga affect the Company objective-wise so that Risk Management
dihasilkan Risk Management Plan. emerges as a result.
d. Melakukan pemuktahiran atas Risk Management Plan. d. To update the Risk Management Plan.
e. Melakukan pemantauan dan evaluasi hasil pelaksanaan e. To supervise and evaluate results to the implementation of
manajemen risiko di masing-masing fungsi/area/proyek di risk management in respective function/area/project within
lingkungan Perusahaan. the environment of the Company.
f. Melaporkan secara berkala pemuktahiran Risk Management f. To periodically report the update of Risk Management Plan to
Plan kepada Fungsi Manajemen Risiko. the Risk Management Function.

Sebanyak 4 orang Tim Penerapan dan Pembangunan ERM

dan PRM memiliki sertifikat Enterprise Risk Management
Certified Professional (ERMCP), 9 orang memiliki sertifikat
Certified Risk Management Professional (CRMP), dan
2 orang memiliki sertifikat Certified Risk Management
Professional (CRP)
4 people of the ERM and PRM Implementation and Development Team
hold certificate of Enterprise Risk Management Certified Professional
(ERMCP), 9 people possess Certified Risk Management Professional
(CRMP), and 2 people with Certified Risk Management Professional (CRP)
Kinerja Fungsi Manajemen Risiko Performance of Risk Management Function

Identifikasi risiko tahun 2015 dilakukan sesuai dengan tujuan The 2015 risks’ identification was carried out as per purposes and
dan sasaran dalam pencapaian Rencana Kerja dan Anggaran target stated in the achievement of Work Plan and Budget (RKAP)
Perusahaan (RKAP) tahun 2015 terhadap potensi risiko 2015 towards potential of risks in Corporation, Head Office
Korporasi, Fungsi Kantor Pusat, Area eksisting, dan Proyek. Function, existing Area, and Project. Findings of the Corporate’s
Hasil dari identifikasi risiko Korporasi diperoleh beberapa risiko risks’ identification acquired several potential risks that might
yang berpotensi dapat menghambat sasaran Perusahaan, yang hampered the Company’s target, which divided into 3 categories:
dibagi menjadi 3 kategori :
1. Risiko strategis 1. Strategic risk

Merupakan potensi kejadian yang dapat mempengaruhi It is deemed as a potential of incident that might affect the
pencapaian tujuan strategis RKAP 2015. Pada tahun 2015, achievement of strategic purposes written in RKAP 2015. In
yang teridentifikasi sebagai risiko strategis adalah: 2015, the identified strategic risks are as follow:
a. Tidak tercapainya harga jual uap/listrik a. Failure to achieve the sale price of steam/electricity
b. Keterlambatan perijinan b. Delays in licensing
2. Risiko operasional 2. Operational risk

Merupakan potensi kejadian yang dapat mempengaruhi It is deemed as potential incident that might affect the
pencapaian tujuan operasional dalam RKAP 2015. Resiko achievement of operational purposes stated in the RKAP
operasional yang telah teridentifikasi adalah: 2015. Such identified operational risks are as follow:
a. Penurunan produksi uap/listrik a. Decrease in steam/electricity production
b. Unschedule shutdown PLTP b. Unschedule shutdown of PLTP
c. Keterlambatan pekerjaan EPCC c. Delays in EPCC work
3. Risiko hazard 3. Hazard risk

Hal yang termasuk risiko hazard adalah risiko kecelakaan Hazard risk refers to occupational accident risk and
kerja dan risiko lingkungan. environmental risk.
Perusahaan juga telah melakukan tindakan mitigasi atas risiko- The Company also has conducted mitigation measures on risks
risiko yang dihadapi selama tahun 2015. that they encountered in 2015.

Directors' Report
Mitigasi Risiko 2015

Risk Mitigation in 2015
No Risiko | Risk Tindakan | Measure
1 Potensi ketidaktercapaian harga jual a. Melakukan negosiasi dengan pembeli

uap/listrik b. Koordinasi dengan Kementerian BUMN, ESDM, dan Keuangan
Potential of failure in achieving sale a. Performed negotiation with buyers
price on steam/electricity b. Coordinated with the Ministry of SOE, Energy and Mineral Resources, and Finance
2 Potensi keterlambatan Perijinan a. Koordinasi internal antar fungsi

Potential of Delays in Licensing b. Koordinasi dan sosialisasi dengan masyarakat sekitar Area/Proyek
c. Koordinasi dengan PEMDA, Kementerian Kehutanan, dan Kementerian Lingkungan Hidup
a. Coordinated with function internally
b. Coordinated and socialized with local communities in Area/Project
c. Coordinated with the Local Government, Ministry of Forestry, and Ministry of Environment
3 Potensi terjadinya unschedule a. Koordinasi dengan pembeli terkait dengan rencana pembangkitan
shutdown PLTP b. Preventive maintenance
Potential of unscheduled shutdown of c. Melakukan sampling kualitas uap
PLTP a. Coordinated with buyers related to generation plan
b. Performed preventive maintenance
c. Performed sampling of steam quality
4 Potensi terjadi penurunan produksi a. Monitoring reservoir dan optimalisasi strategi reinjeksi
uap / listrik b. Melakukan pemboran sumur make-up
Potential of production decrease of a. Monitored reservoir and optimized reinjection strategy
steam/electricity b. Conducted drilling of make-up well
5 Potensi keterlambatan pekerjaan a. Koordinasi internal terkait dengan pekerjaan engineering

EPCC b. Pengawasan intensif oleh PMC dan Perusahaan terkait dengan progres pekerjaan
Potential of delays in EPCC work kontraktor EPCC
a. Coordinated internally related to engineering work
b. Conducted intensive treatment by PMC and Company related to work progress of EPCC
contractor
6 Potensi terjadinya kecelakaan kerja a. Implementasi CSMS (Contractor Safety Management System)
Potential of occupational accident b. Pengawasan terkait aspek HSE secara intensif
c. Peningkatan implementasi keselamatan kerja (inspeksi lapangan yang berupa Program
Peningkatan Implementasi Keselamatan Kerja/PPIK, Safety Walk And Talk/SWAT, dan
Management Walkthrought)
d. Pelaksanaan safety meeting, safety talk, tool box meeting, dan safety patrol
a. Implementated the CSMS (Contractor Safety Management System)
b. Performed intensive monitoring related to the aspect of HSE
c. Improved the implementation on work safety (field inspection, such as Safety Enhancement
Program Implementation/PPIK, Safety Walk and talk/SWAT, and Management Walk Through)
d. Implemented safety meeting, safety talk, tool box meeting, and safety patrol
7 Potensi terjadinya kerusakan a. Memaksimalkan kinerja dari IPAL dengan melakukan pengawasan secara intensif
lingkungan b. Monitoring dan evaluasi pelaksanaan pemantauan lingkungan (pelaksanaan RKL/RPL) di area
Potential of environmental destruction dan proyek
c. Melaksanakan reboisasi pada lahan-lahan di area proyek dan sekitarnya
a. Maximized performance of IPAL by administering intensive monitoring
b. Monitored and evaluated the implementation of environmental supervision (enactment of RKL/
RPL) in area and project
c. Conducted reforestation on lands within the project area and its surroundings.

Evaluasi Efektivitas Sistem Manajemen Risiko [G4-47] Evaluation of the Effectivity of Risk Management System
[G4-47]
Dari hasil monitoring risiko selama tahun 2015, tindakan mitigasi Based on the monitoring results of risks in the period of 2015, the
yang dilakukan telah efektif menurunkan level risiko sampai applied mitigation measures have effectively reduced risk level
tingkat yang dapat diterima (acceptable level), sebagaimana up to the extent that it could be accepted (acceptable level), as
tercantum dalam peta risiko berikut: stated in below risk mapping:
Sistem Pengendalian Internal Internal Control System

Sistem pengendalian internal yang efektif merupakan An effective internal control system serves as a vital component in
komponen penting dalam manajemen dan menjadi dasar management and functions as basis to the Company’s operational
bagi kegiatan operasional Perusahaan. Sistem pengendalian activities. The related system may secure the Company’s
internal yang efektif dapat mengamankan investasi dan aset investment and assets, guarantee the availability of financial
Perusahaan, menjamin tersedianya pelaporan keuangan dan statement and reliable managerial report, improve the Company’s
manajerial yang dapat dipercaya, meningkatkan kepatuhan conformity to the prevailing regulations and legislations, as well
Perusahaan terhadap ketentuan dan peraturan perundang- as to diminish risk of loss, irregularities and breaches to prudence
undangan yang berlaku, serta mengurangi risiko terjadinya aspect.
kerugian, penyimpangan dan pelanggaran aspek kehati-hatian.

Directors' Report
Perusahaan memiliki Sistem Pengendalian Internal yang diatur The Company has the Internal Control System that is regulated in
dalam Pedoman Assessment Terhadap Pengendalian Internal the Guidelines of Assessment to the Internal Control of Financial
Pelaporan keuangan No.A-003/PGE400/2012-S0 tanggal Statement Number A-003/PGE400/2012-S0 dated June 25th,
25 Juni 2012. Penerapan pengendalian intern untuk proses 2012. The implementation of internal control for the purpose
penyusunan dan penyajian pelaporan keuangan mengacu pada of preparing and presenting financial statement refers to the
Pedoman No.A-001/R00100/2013-S0. Guideline Number A-001/R00100/2013-S0.
Struktur dan Pelaksanaan Sistem Pengendalian Internal Structure and Implementation of Internal Control System
Pengendalian internal diterapkan terintegrasi dan berlapis The Internal control is practiced integratedly and layered-wise to
kepada setiap pekerja pada semua tingkatan maupun fungsi all employees at all levels or officials’ function.
jabatan.
• Dewan Komisaris • Board of Commissioners

Dewan Komisaris bertanggung jawab untuk mengelola, The Board of Commissioners shall be responsible in managing,
memberi arahan dan petunjuk, serta mengawasi (oversight). providing directions and instructions, as well as supervising
Dewan Komisaris yang efektif harus beranggotakan (oversight). An effective Board of Commissioners must consist
personil yang dapat bertindak dengan obyektif, kompeten of employees, who are objective, competent, and inquisitive.
dan penuh rasa ingin tahu. Dewan komisaris yang efektif Moreover, it has to be readied with effective communication
dengan saluran komunikasi yang efektif serta koordinasi channel as well as proper coordination with the IA in order
yang balk dengan IA harus mampu mendeteksi adanya to be able to detect the negligence of management or an
pengabaian manajemen ataupun indikasi adanya penyajian indication of error presentation of financial statement or
yang salah dari laporan keuangan maupun informasi other information.
lainnya.
• Direksi • Board of Directors

Manajemen (secara kolektif) bertanggung jawab atas The management (collectively) shall be responsible for
sistem internal control perusahaan. Meskipun demikian, the Company’s internal control system. However, final
tanggung jawab akhir atas internal control ada pada Direktur responsibility upon the existing internal control is under the
Utama yang dapat dikatakan sebagai pemilik sistem control power of President Director that can be accepted as the
perusahaan. Direktur Utama memiliki peran utama dalam owner of the Company’s control system. President Director
membentuk "tone of the top" yang akan mempengaruhi plays an ultimate role in establishing “tone of the top” that
integritas dan etika serta faktor-faktor lain yang merupakan will affect integrity and ethics as well as other factors that of
lingkungan pengendalian yang positif. positive control environment.
• Manajemen Di Bawah Direksi • Management under the Board of Directors

Tanggung jawab internal control berbeda-beda untuk Various responsibilities of internal control are in place for each
setiap tingkatan manajemen. Setiap pimpinan bertanggung level of management. Each head responsibles to maintain its
jawab untuk memelihara internal control atas kegiatan own internal control on activities he or she manages. Senior
yang dikelolanya. Senior manajer selanjutnya mengemban manager is assigned with responsibilities in developing
tanggung jawab untuk mengembangkan kebijakan dan policies and specific control procedure for its unit. In certain
prosedur pengendalian yang spesifik untuk unitnya. Dalam circumstances, a manager acts as an equivalent to president
hal tertentu, seorang manajer merupakan semacam director within a unit with borne responsibilities.
direktur utama bagi unit yang ada dalam tanggung
jawabnya.

• Komite Audit dan Manajemen Risiko • Audit and Risk Management Committee
Komite audit berperan dan bertanggung jawab dalam The audit committee holds a significant role and its
hal pengawasan terhadap sistem control yang dijalankan responsibles to monitor the existing control system in the
oleh manajemen. Komite memberikan arahan dan nasihat management. The committee provides directions and advices
terkait perbaikan rancangan dan implementasi sistem related to improvements of design and implementation of
pengendalian internal yang dijalankan perusahaan. internal control system conducted by the company.
• Fungsi Audit Internal • Internal Audit Function

Internal Audit memainkan peranan yang penting dalam The internal audit projects important role in evaluating the
meng-evaluasi efektivitas pengendalian dan memberikan effectivity of control and providing recommendations to the
rekomendasi kepada manajemen. Internal Auditing Standard management. The Internal Auditing Standard determines
menetapkan bahwa ruang lingkup internal auditing the scope of work of internal auditing, which are testing
antara lain adalah melakukan pengujian dan evaluasi and evaluation on the adequacy and effectivity of internal
atas kecukupan dan efektivitas internal control. Tugas IA control. The duties of IA hereafter are to review the reliability
selanjutnya adalah mereview keandalan informasi keuangan of finance and operational information, ensure compliance
dan operasional, memastikan ketaatan pada peraturan, to regulations, assure assets’ security, assess effectivity and
memastikan upaya pengamanan aset, menilai efektifitas efficiency of resources utilization, review program’s results
dan efisiensi penggunaan sumber daya, mereview hasil to its purposes, as well as convey issues and weaknesses to
program dibandingkan dengan tujuan serta menyampaikan leaders.
permasalahan dan kelemahan kepada pimpinan.
• Pekerja • Employees
Setiap orang dalam organisasi memiliki tanggung jawab atas Each individual within the organization has its own
internal control. Internal control pada dasarnya merupakan responsibility to internal control as it is basically a responsibility
tanggung jawab setiap orang dalam perusahaan. Oleh of all company’s employees. Thus, both tangible and implicit
karena itu, control semestinya secara nyata atau tersirat control should be a part of and merged into a job description.
haruslah menjadi bagian dari dan menyatu dengan uraian This is due to firstly, employees surely play a significant role in
tugas. Hal ini dapat dilihat dari 2 sudut pandang, pertama, developing and maintaining the structure of internal control;
pekerja memainkan peranan penting dalam pengembangan and secondly, employees are responsible to communicate
dan pemeliharaan struktur internal control. Kedua pekerja information pertaining issues, disobedience towards policies
bertanggung jawab untuk mengkomunikasikan informasi and regulations, illegal behavior and others against a higher
mengenai permasalahan, ketidaktaatan atas kebijakan dan level. The internal control serves as an importance to all
peraturan, tindakan illegal dan lain-lain kepada tingkatan individuals where one’s role and responsibility must be
yang lebih tinggi. Internal control merupakan kepentingan communicated in clarity.
setiap orang dan peran serta tanggung jawab setiap orang
harus dikomunikasikan dengan jelas.
Pengendalian Intern atas Pelaporan Keuangan Internal Control over Financial Reporting - ICoFR
ICoFR merupakan kebijakan-kebijakan dan rangkaian prosedur ICoFR contains policies and a set of procedure as well as work
serta tata kerja terkait proses pelaporan keuangan untuk procedure pertaining to financial statement process in order to
menjamin tersusunnya laporan keuangan yang akurat, andal guarantee the development of accurate, reliable and prompt
dan tepat waktu. financial statement.

Directors' Report
Tujuannya agar memiliki keyakinan yang memadai (reasonable It aims to gain reasonable assurance that the record process of
assurance), bahwa proses pencatatan di laporan keuangan telah financial statement is supported by an effective internal control
didukung dengan internal control yang efektif berdasarkan based on the prevailing stipulations.
ketentuan yang berlaku.
Siklus Bisnis yang nilainya signifikan dan menjadi ruang lingkup Business Cycle, of which value is significant and functions as the
dari pekerjaan pengembangan ICoFR di PT Pertamina (Persero) scope of work of ICoFR development in PT Pertamina (Persero)
dan Anak Perusahaan adalah Entity Level Control, Transaction and Subsidiaries, includes Entity Level Control, Transaction Level
Level Control dan IT General Control. Penerapan ICoFR telah Control and IT General Control. The implementation of ICoFR is
ditetapkan dalam Key Performance Indicators (KPI) beberapa regulated in Key Performance Indicators (KPI) of several functions
fungsi di Perusahaan. in the Company.
Kesesuaian Sistem Pengendalian Intern dengan COSO - Congruence of Internal Control System with COSO – Internal
Internal Control Framework Control Framework
Pengendalian Intern adalah suatu proses yang dijalankan oleh Internal Control is a process managed by all members of
seluruh anggota organisasi yaitu Komisaris, Direksi, manajemen organization, which are Board of Commissioners, Board of
dan pekerja, dalam rangka mencapai keyakinan yang memadai Directors, management and employees, in the spirit of achieving
atas pencapaian tujuan-tujuan organisasi sebagai berikut: adequate assurance towards the following organization’s
Efektivitas dan efisiensi operasi (termasuk pengamanan aset), purposes: Effectivity and efficiency of operation (including asset
Keandalan pelaporan keuangan dan Kepatuhan terhadap security), Reliability of financial statement and Compliance to
hukum. legal.
Direksi juga bertanggung jawab untuk menetapkan suatu The Board of Directors are also responsible to determine an
sistem pengendalian internal yang efektif, yaitu mencakup: effective internal control system, which are:
1. Lingkungan pengendalian internal dalam Perusahaan yang 1. A disciplined and structured internal control environment in
disiplin dan terstruktur yang terdiri dari : the Company include these elements:
a. Integritas, nilai etika dan kompentensi pekerja. a. Integrity, ethical values and employees’ competence.
b. Filosofi dan gaya manajemen. b. Philosophy and management style.
c. Cara yang ditempuh manajemen dalam melaksanakan c. Methods practiced by the management in applying its
kewenangan dan tanggung jawabnya. authorities and responsibilities.
d. Pengorganisasian dan pengembangan sumber daya d. Organization and development of human resources.
manusia.
e. Perhatian dan arahan yang dilakukan oleh Direksi. e. Attention and directions given by the Board of Directors.
2. Pengkajian dan pengelolaan risiko usaha yaitu suatu 2. Study and management of business risks are process to
proses untuk mengindentifikasi, menganalisis, menilai dan identify, analyze and manage relevant business risks.
mengelola risiko usaha yang relevan.
3. Aktivitas pengendalian, yaitu tindakan yang dilakukan 3. Activity of control are measures conducted in a process
dalam suatu proses pengendalian terhadap kegiatan of control to the Company’s activities at each level and
Perusahaan pada setiap tingkat dan unit dalam struktur unit within the Company’s organization structure, among
organisasi Perusahaan, antara lain mengenai kewenangan, others pertaining to authorities, authorization, verification,
otorisasi, verifikasi, rekonsiliasi, penilaian atas prestasi reconciliation, assessment to work performance, division of
kerja, pembagian tugas dan keamanan terhadap aset labor and security to the Company’s asset.
Perusahaan.

4. Sistem informasi dan komunikasi yaitu suatu proses 4. Information and communication system is a process of
penyajian laporan mengenai kegiatan operasional, finansial report presentation on activities that span from operational,
dan ketentuan dan peraturan yang berlaku di Perusahaan. financial and the prevailing stipulations and regulations of the
Company.
5. Monitoring, yaitu proses penilaian terhadap kualitas Sistem 5. Monitoring is a process of assessment to the quality of Internal
Pengendalian Internal termasuk fungsi internal audit pada Control System including internal audit function at each level
setiap tingkat dan unit struktur organisasi Perusahaan, and unit of the Company’s organization structure, so that it
sehingga dapat dilaksanakan secara optimal, dengan may be actualized optimally, with the copy to be submitted
tembusannya disampaikan kepada Dewan Komisaris untuk to the Board of Commissioners and furthered to the Audit
diteruskan pada Komite Audit. Committee.
Pelaksanaan Evaluasi Sistem Pengendalian Internal Implementation of Evaluation on Internal Control System
Pelaksanaaan evaluasi atas efektivitas pengendalian internal Evaluation on the effectivity of internal control must go through a
dilaksanakan dengan mereview penerapan Pengendalian process of review to the implementation of Internal Control over
Internal Atas Pelaporan Keuangan (ICoFR) Perusahaan. Financial Reporting (ICoFR) of the Company.
Penyusunan Laporan Keuangan Perusahaan dilakukan melalui Preparation of the Company’s Financial Report is conducted
system MySAP, sebagian besar control activity control owner through MySAP system where majority of control activity control
dilakukan melalui sistem tersebut, bukti control activity yang owner also go through the same system. Proof of control activity
dituangkan ke dalam system ICoFR (Sysca) mencerminkan that is included into the ICoFR system (Sysca) projects the entirety
keseluruhan control activity yang ada pada MySAP. of control activity instilled in MySAP.
Sasaran pelaksanaan penugasan pengujian ICoFR adalah Target of implementation of ICoFR means to evaluate over the
untuk mengevaluasi atas pelaksanaan ICOFR oleh manajemen implementation of ICoFR by management by practicing three
dengan menggunakan pendekatan three line of defence yaitu line of defence approach, namely certification by control owner,
sertifikasi oleh control owner, pengawasan oleh control group monitoring by control group and to be evaluated independently
dan dievaluasi secara independen oleh Internal Audit. Sebagai by the Internal Audit. As an independent assurance, the Internal
independen assurance, Internal Audit memberikan laporan Audit delivers evaluation report on the effectivity of ICoFR
hasil evaluasi atas efektivitas penerapan ICOFR yang terpisah implementation separately from the control group.
dari control group.
Selama tahun 2015, control group melakukan pengujian ICoFR During 2015, the control group conducted examination of ICoFR
setiap Triwulan dan Internal Audit melaksanakan pengujian atas quarterly and the Internal Audit carried out inspection over
efektivitas penerapan ICoFR tersebut. IA telah menerbitkan the effectivity of the related ICoFR implementation. The IA has
laporan Hasil pengujian ICoFR pada tanggal 23 Maret 2015. published report of ICoFR examination on March 23rd, 2015, which
Laporan tersebut menyajikan beberapa kelemahan terkait presented several shortcomings related to cycle of Expenditure,
siklus Expenditure, siklus Taxation, dan siklus Financial Closing & cycle of Taxation, and cycle of Financial Closing & Reporting as
Reporting dengan serta rekomendasi perbaikannya. well as its recommendation of improvement.
Komitmen Perusahaan terhadap Perlindungan Commitment of the Company towards

Konsumen Consumers’ Protection
Pembahasan mengenai komitmen perusahaan terhadap Discussion concerning the Company’s commitment towards
perlindungan konsumen secara terperinci dapat di lihat pada consumers’ protection in detailed manner can be viewed in the
bab tanggung jawab sosial dan lingkungan pada halaman 254. chapter of social and environment responsibilities on page 254.

Directors' Report
Aktivitas dan Biaya Tanggung Jawab Sosial Anak Activities and Cost of Subsidiaries’ Social
Perusahaan Responsibilities
Pembahasan mengenai aktivitas dan biaya yang dikeluarkan Discussion concerning details of activities and cost consumed
berkaitan dengan tanggung jawab sosial anak perusahaan for subsidiaries’ social responsibilities, particularly related to
terutama mengenai community development program yang community development program that has been executed can be
telah dilakukan secara terperinci dapat di lihat pada bab viewed in the chapter of social and environment responsibilities
tanggung jawab sosial dan lingkungan pada halaman 278. on page 278.
Kemudian untuk pembahasan mengenai aktivitas dan biaya In regards to discussion on activities and expenses related
yang dikeluarkan berkaitan dengan tanggung jawab sosial anak to the subsidiaries’ social responsibilities, especially detailed
perusahaan terutama aktivitas lingkungan secara terperinci environmental activities, can be viewed in the chapter of social
dapat di lihat pada bab tanggung jawab sosial dan lingkungan and environment responsibilities on page 278.
pada halaman 278.
Perkara Penting Yang Sedang Dihadapi Significant Legal Cases In Progress

Selama 2015, Perusahaan menghadapi beberapa perkara As far as 2015, the Company encountered several legal cases, be it
hukum, baik dalam rangka pemeriksaan perkara, serta investigation of cases, as well as criminal proceedings or civil even
persidangan pidana, perdata maupun tata usaha negara. state administrative. The handling of legal cases encountered
Penanganan perkara-perkara hukum yang dihadapi Perusahaan, by the Company is under the responsibility of Legal Function,
menjadi tanggung jawab Fungsi Legal Perusahaan, dengan involving internal and external legal advisory services.
melibatkan jasa penasihat hukum eksternal.
Perkara Penting yang Dihadapi Perusahaan Tahun 2015

Significant Legal Cases Encountered by the Company in 2015
No Perkara Pengaruh Terhadap Perusahaan Status Terakhir

Case Impact to the Company Current Status
1 Perkara Gugatan Sengketa Tanah 1. Putusan pengadilan ini dapat menjadikan Pada tanggal 20 Januari 2015, Majelis
Cluster – 4 Area Geothermal penguasaan atas sebagian tanah objek sengketa Hakim Pengadilan Tinggi Manado telah
Lahendong (Nomor 224/ oleh Tergugat III adalah perbuatan tanpa hak dan memutuskan perkara tersebut dengan salah
PDT.G/2013/ melawan hukum. satu amar putusan dalam pokok perkara
PN.TDO yang terdaftar di 2. Putusan pengadilan ini dapat memerintahkan adalah ‘Menguatkan putusan Pengadilan
Pengadilan Negeri Tondano) Tergugat III untuk segera mengosongkan, Negeri Tondano tanggal 21 Agustus 2014
Perusahaan (cq. Area Geothermal mengembalikan, dan menyerahkan dengan sukarela No. 224/PDT.G/2013/PN.TDO’. Pada tanggal
Lahendong) telah menerima gugatan kepada Penggugat sebidang tanah yang masih 2 April 2015, Perusahaan telah menerima
sengketa tanah. Perusahaan sebagai dikuasai tersebut untuk digunakan oleh Penggugat Relaas dan Memori Kasasi atas Putusan
Tergugat III dalam perkara perdata secara bebas. Banding tersebut. Selanjutnya pada tanggal
antara Wehelmina Pongoh sebagai 3. Perkara ini tidak menimbulkan dampak signifikan 13 April 2015, Perusahaan melalui kuasa
Penggugat melawan Frans Mantiri, terhadap kondisi keuangan Perusahaan. hukum telah menyampaikan Kontra Memori
dan rekan sebagai Tergugat. Kasasi. Sampai dengan saat ini pemeriksaan
perkara di tingkat kasasi masih berjalan.
Lawsuit concerning Land Dispute 1. The verdict may deem the ownership of part of the On 20th January 2015, Judge of the High Court
of Cluster Area – 4 Geothermal disputed land by the third Defendant as an act without Manado had decided the case with one verdict
Areas in Lahendong (Number 224/ rights and against the law. in the principal case is' Strengthening Tondano
PDT.G/2013/PN.TDO registered at 2. The verdict may require the 3rd Defendant to urgently District Court decision dated 21st August 2014
the Tondano District Court vacate, restore, and voluntarily return it to the No. 224 / PDT.G / 2013 / PN.TDO '. On 2nd
The Company (cq. Lahendong Plaintiff the disputed occupied land to be used by the April 2015, the Company has received Relaas
Geothermal Area) has received land Plaintiff freely. and Cassation Memory on the Appeal Decree.
dispute. The Company as the 3rd 3. The lawsuit did not pose a significant impact to the Furthermore, on 13rd April 2015, the Company
Defendant in the civil lawsuit between Company’s financial performance. through its legal counsel has submitted a
Wehelmina Pongoh as the Plaintiff Contra Appeal Memorandum. Up to this time
against Frans Mantiri et al. as the in the Supreme Court case investigation is still
Defendants. underway.

No Perkara Pengaruh Terhadap Perusahaan Status Terakhir

Case Impact to the Company Current Status
2 Perkara Gugatan Sengketa Tanah 1. Putusan pengadilan ini dapat memutuskan Pada tanggal 13 April 2015, Majelis
Kantor PT PGE Area Geothermal perbuatan tergugat menguasai dan menduduki Hakim Pengadilan Tinggi Manado telah
Lahendong (Nomor 65/Pdt.G/2014/ tanah tersebut adalah tidak sah dan melawan memutuskan perkara tersebut dengan salah
PN/Tdo yang terdaftar di hukum. satu amar putusan dalam pokok perkara
Pengadilan Negeri Tondano) 2. Putusan pengadilan ini dapat menghukum Tergugat adalah ‘Menguatkan Putusan Pengadilan
Perusahaan (cq. Area Geothermal untuk segera mengosongkan dan menyerahkan Negeri Tondano tanggal 8 Desember
Lahendong) telah menerima gugatan kepada Penggugat sebidang tanah yang masih 2014’ (menolak gugatan Penggugat untuk
sengketa tanah. Perusahaan sebagai dikuasai untuk dikuasai atau dipakai secara bebas seluruhnya). Putusan ini telah berkekuatan
Tergugat dalam perkara perdata oleh Penggugat, serta membayar ganti kerugian hukum tetap (in kracht) dan telah diterima
melawan Elsye Wohon Sukamad kepada Penggugat. dan diberitahukan kepada Perusahaan
sebagai Penggugat. 3. Perkara ini tidak menimbulkan dampak signifikan melalui Relaas Pemberitahuan Putusan
terhadap kondisi keuangan Perusahaan. Banding tanggal 2 Juni 2015.
Lawsuit concerning Land Dispute 1. The verdict may resolve the act practiced by the On April 13th, 2015, Judge of the High Court
of PT PGE Office in Lahendong defendant of controlling and occupying the disputed Manado has decided the case by one of the
Geothermal Area (Number 65/ land was illegal and against the law. ruling in the principal case is 'Strengthening
Pdt.G/2014/PN/Tdo registered at 2. The verdict may deliver its sentence for the Defendant Tondano District Court dated December 8th,
the District Court of Tondano) to urgently vacate and hand-over to the Plaintiff 2014' (refuse Plaintiff entirety). This ruling
The Company (cq. Lahendong the disputed land to control or make use of freely by was legally binding (in kracht) and has been
Geothermal Area) had received lawsuit the Plaintiff, as well as to give compensation to the accepted and notified to the Company through
on land dispute. The Company as the Plaintiff. Relaas Appeal Decision Notice dated June 2nd,
Defendant in the civil case against Elsye 3. The case did not pose a significant impact to the 2015.
Wohon Sukamad as the Plaintiff. Company’s financial performance.
3 Perkara Perselisihan Hubungan 1. Putusan pengadilan PHI ini dapat menjadikan status Dalam persidangan tanggal 23 Desember
Industrial (Nomor 20/G/2013/PHI. hubungan kerja Penggugat dengan Tergugat II 2015 dengan agenda pembacaan putusan,
MDO; 21/G/2013/PHI. beralih menjadi hubungan kerja dengan Tergugat. yang dalam pokok perkaranya dari ketiga
MDO; 22/G/2013/PHI. 2. Putusan pengadilan PHI ini dapat memerintahkan putusan tersebut dalam pokok perkaranya
MDO yang terdaftar di Pengadilan Tergugat untuk memanggil, mempekerjakan masing-masing memutuskan menolak
Negeri Manado) kembali Penggugat pada kedudukan dan jabatannya permohonan kasasi dari para pemohon
Perusahaan (cq. Area Geothermal semula dan mengangkat Penggugat sebagai pekerja kasasi.
Lahendong) telah menerima gugatan tetap Tergugat di Area Lahendong.
sengketa hubungan industrial dari 3. Putusan pengadilan PHI ini dapat menghukum
10 (sepuluh) orang mantan pekerja Tergugat membayar uang paksa (dwangsom)
alih daya (outsourcing). Perusahaan kepada masing-masing Penggugat apabila Tergugat
selaku Tergugat dalam perkara lalai menjalankan putusan perkara yang telah
melawan Daniel James Mandagi dan mempunyai kekuatan hukum tetap atau mengikat.
rekan; Jansen Mengko dan rekan; 4. Perkara ini berpotensi menimbulkan dampak
dan Muhadi Saleh dan rekan (Para signifikan terhadap kondisi keuangan Perusahaan.
Penggugat).
Lawsuit concerning Industrial 1. The verdict may transform the work status of the In the trial dated December 23rd, 2015, with
Dispute (Number 20/G/2013/ Plaintiffs with the 2nd Defendant into a working the agenda of verdict, the main verdict was all
PHI.MDO; 21/G//2013/PHI.MDO; relationship with the Defendant. three verdicts in each respective case rejected
22/G/2013/PHI.MDO registered at 2. The verdict may require the Defendant to summon, the appeal from the applicants.
the District Court of Manado) re-hire the Plaintiffs to its initial position and to
The Company (cq. Lahendong appoint the Plaintiffs as permanent employers of the
Geothermal Area) had received lawsuit Defendant in Lahendong Area.
concerning industrial dispute from 10 3. The verdict may sentence the Plaintiffs to pay an
(ten) former outsourced employees. The amount of money (dwangsom) to each respective
Company as the Defendant in the civil Plaintiffs if the Defendant fails to comply with the
case against Daniel James Mandagi et verdict that is in kracht (legally binding).
al.; Jansen Mengko et al.; and Muhadi 4. The case did not pose a significant impact to the
Saleh et al. (the Plaintiffs). Company’s financial performance.
Sepanjang tahun 2015, tidak ada sanksi administrasi yang In the length of 2015, there was no administrative sanction
dikenakan kepada entitas, anggota Direksi dan Dewan imposed to entities, members of the Board of Directors and Board
Komisaris oleh otoritas terkait (pasar modal, perbankan, dan of Commissioners by the related authorities (capital market,
lainnya). banking, and so forth).

Directors' Report
Akses Informasi dan Data Perusahaan Information Access and Company’s Data
Keterbukaan informasi merupakan salah satu aspek dalam Transparency of information is perceived as one of aspects in the
penerapan tata kelola perusahaan yang baik. Perusahaan implementation of Good Corporate Governance. The Company
mengelola layanan informasi dengan berpedoman pada TKO manages information service by referring to TKO of Information
Penyampaian Informasi No. B-003/PGE520/2015-S0. Delivery Number B-003/PGE520/2015-S0.
Pengelolaan layanan informasi Perusahaan menjadi bagian dari The Company’s information service management is under
tanggung jawab Sekretaris Perusahaan, dengan melibatkan the responsibility of Corporate Secretary, by involving related
fungsi-fungsi terkait. Publik dan pemangku kepentingan lain functions. Public and other stakeholders may have access to the
dapat mengakses informasi terbuka secara langsung, melalui information directly, through the availability of public domain.
domain publik yang tersedia. Adapun untuk informasi-informasi Certain information are specific, where the public and other
tertentu yang bersifat khusus, publik maupun pemangku stakeholders may propose for a request beforehand in order to
kepentingan lain, bisa mengajukan permintaan terlebih dahulu receive response from the Company.
dan selanjutnya akan diproses untuk mendapatkan tanggapan
dari Perusahaan.
Akses Informasi Information Access

Pemenuhan informasi yang terkait dengan Perusahaan dapat The fulfillment of information pertaining to the Company is
diakses publik maupun pemangku kepentingan lainnya, available for access by the public and other stakeholders, which
melalui: are as follow:
• Situs Internet • Internet Site
www.pge.pertamina.com www.pge.pertamina.com
• Pertamina Contact Center • Pertamina Contact Centre

Email : pcc@pertamina.com Email : pcc@pertamina.com
Telp : 1 500 000 Telp : 1 500 000
• Media Pertamina • Media Pertamina

1. Situs Internet Pertamina 1. Pertamina Internet Site
www.pertamina.com www.pertamina.com
2. Energia Weekly 2. Energia Weekly

Merupakan buletin mingguan berisi berita-berita A weekly bulletin containing news coverage on activities
seputar kegiatan PT Pertamina (Persero) dan anak of PT Pertamina (Persero) and its subsidiaries, which are
perusahaan, yang dikemas dalam bentuk berita dan presented in a form of news and feature, as well as display.
berita ringan (feature), serta berita foto (display).
3. Energia Monthly 3. Energia Monthly

Merupakan majalah bulanan berisi berita-berita seputar A monthly magazine containing new coverage on energy
energi secara umum serta artikel lainnya dalam format sector in general as well as other articles in feature.
berita ringan (feature).
4. Pertamina TV 4. Pertamina TV
Merupakan siaran audio visual di jaringan kantor PT An audio visual broadcast in the office network of
Pertamina (Persero), unit operasional dan semua anak PT Pertamina (Persero), operational unit and entire
perusahaan. subsidiaries.

• Press Release (PR) • Press Release (PR)

Press release merupakan media komunikasi yang efektif Press release means as an effective communication media
bagi Perusahaan sebagai bagian dari pemenuhan aspek for the Company as a fulfillment of information transparency
keterbukaan informasi. Materi press release disebarkan aspect. Material of press release is distributed by the Company
Perusahaan kepada media massa sebagai bahan berita to mass media as coverage or information that is eligible
maupun informasi untuk disiarkan kepada publik. and accessible for broadcast to the public. Up to end of
Hingga akhir periode pelaporan, Perusahaan telah report period, the Company has published 18 press releases
mempublikasikan 18 materi press release baik di media pertaining to the Company’s performance along the year of
lokal, nasional dan media internal Perusahaan, terkait 2015.
kinerja Perusahaan sepanjang tahun 2015.
• Leaflet PGE • Leaflet of PGE
Merupakan salah satu sarana atau media penyebaran The leaflet served as a mean or information media and
informasi dan edukasi untuk khalayak. Leaflet perusahan education intended for public. It contained brief information
didalamnya memuat informasi sekilas seputar Energi on geothermal energy, Working Areas of Company, Installed
Geothermal, Wilayah Kerja Perusahaan, Rencana Kapasitas Capacity Plan and CSR.
Terpasang dan CSR.
• Komik Panas Bumi PGE • PGE’s Geothermal Comic
Selain leaflet perusahaan, PGE juga memiliki komik Panas Aside from the leaflet, PGE also developed geothermal
Bumi sebagai sarana publikasi dan edukasi Energi Ramah comic as publication and education means that highlights
Lingkungan, Energi Geothermal. Environment-Friendly energy and Geothermal Energy.
• Pameran • Exhibition
Perusahaan juga aktif berpartisipasi dalam ajang pameran The Company also proactively participated in national and
skala nasional dan internasional, melalui ajang pameran international scale exhibitions through the event of Indonesia
Indonesia International Geothermal Convention and International Geothermal Convention and Exhibition and
Exhibition, ajang kemahasiswaan Universitas Gadjah Mada college exhibition at University of Gadjah Mada, Yogyakarta
Yogyakarta pada event GEOWEEK 2015, dan pameran at GEOWEEK 2015.
lainnya.
• Geothermal Information Center • Geothermal Information Centre
Merupakan pusat edukasi panas bumi di Indonesia yang It serves as geothermal education centre in Indonesia, which
dibangun oleh Perusahaan sebagai Center of Excellence for established by Company as Center of Excellence dedicated for
Indonesia Geothermal Industry. Di GIC kita dapat menggali Indonesia Geothermal Industry. At GIC we were able to probe
proses dan sejarah geothermal pertama dan tertua di the process and history of the first and oldest geothermal
Indonesia berupa pengembangan panas bumi di Kamojang in Indonesia, namely geothermal development in Kamojang.
sebagai pelopor bagi pengembangan energi terbarukan, It pioneered the development of renewable energy, which
energi bersih dan ramah lingkungan. believed as clean and environment-friendly energy.
• PGE Goes to Campus • PGE Goes to Campus
Melalui kegiatan kuliah kemahasiswaan di berbagai kampus Through the medium of college education in numerous
di Indonesia, Perusahaan rutin mengirimkan narasumber campuses in Indonesia, the Company has been routinely
Geothermal sebagai ajang edukasi dan memberikan assigning speakers dedicated in Geothermal issues for
pemahaman praktis kepada mahasiswa tentang energi education-wise and providing practical understanding to
Geothermal dalam pengembangan dan pemanfaatannya di students concerning geothermal development and utilization
Indonesia. in Indonesia.
Etika Anak Perusahaan Ethics of Subsidiaries

Pembahasan mengenai etika anak perusahaan secara terperinci Discussion on ethics of subsidiaries in detailed manner can be
dapat di lihat pada halaman 144. viewed on page 144.

TANGGUNG
JAWAB
SOSIAL DAN
LINGKUNGAN
Social and
Environmental
Responsibility
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (Tjsl)
Implementation of Social and Environment Responsibility
MEMBANGUN
INTEGRASI DENGAN
PEMANGKU
KEPENTINGAN
Building Integration With Stakeholders
Hal penting yang tak boleh diabaikan guna menjamin kesinambungan Perusahaan adalah membangun relasi yang
terintegrasi dengan segenap pemangku kepentingan. Perusahaan mewujudkannya antara lain melalui pelaksanaan
tanggung jawab sosial dan lingkungan di seluruh wilayah kerja Perusahaan. Pemenuhan tanggung jawab sosial dan
lingkungan (TJSL) adalah salah satu aspek penting dalam pelaksanaan tata kelola perusahaan yang baik. Dalam
hal pemenuhan tanggung jawab sosial, Perusahaan tetap berkomitmen melaksanakan program Corporate Social
Responsibility (CSR) yang bertujuan untuk meningkatkan kemandirian masyarakat di sekitar lokasi operasional
Perusahaan. Dengan demikian, semakin bertumbuhnya Perusahaan, masyarakat disekitar wilayah kerja Perusahaan
juga turut bertumbuh.
The important key that must not be overlooked in order to preserve the Company’s performance stability is to
build an integrated relation with all stakeholders. Such relations can be realized, among others through social
and environmental responsibility in the Company’s all working areas. Compliance to social and environmental
responsibility is one of essential aspects in a Good Corporate Governance where the Company continuously
commits to perform its corporate social responsibility (CSR), aiming to improve community’s welfare surrounding
the Company’s operational locations. With an improved welfare, thus the community will be able to give its voice
supporting all forms of Company’s activities.
Directors' Report
Aspek Material Sasaran

Material Aspect Target
Peningkatan produksi uap panas bumi

Energi dan listrik.
Energy Growth in geothermal steam production
and electricity.
Peningkatan kesejahteraan dan

Komunitas Lokal pemberdayaan masyarakat.
Local Community Improvement in welfare and community
empowerment.
Para Pemangku Kepentingan Berdasar Aspek Material
Keselamatan dan Jaminan keselamatan bekerja dan

Stakeholders Based On Material Aspect
Kesehatan Kerja lingkungan kerja yang sehat.

Work Safety and Work safety insurance and healthy
Health working environment.
Pelestarian alam di sekitar lokasi

Keanekaragaman
operasional.
[G4-24, G4-25, G4-26, G4-27]
Hayati
Nature preservation surrounding
Biodiversity
operational locations.
Kinerja Ekonomi
Keberlanjutan pertumbuhan usaha.
Economic
Sustainable business growth.
Performance
Meminimalkan emisi karbon dan

optimalisasi potensi Certified Emission
Emisi Reduction (CER).
Emission Minimizing carbon emission and
optimizing potential Certified Emission
Reduction (CER).
Pendidikan dan Pengembangan kompetensi dan

Pelatihan keahlian pekerja.
Education and Employees’ competency development
Training and skills.
Penyampaian Keluhan
akibat Dampak Kegiatan Penanganan dampak sosial dan
Operasi Perusahaan lingkungan di lokasi operasi.
Complaint Submission
Handling of social and environmental
due to Company’s
Operational Impacts impacts in operational locations.

Management Analysis and Discussion Corporate Governance Social & Environmental Responsibility Financial Statements
Pemangku Kepentingan Respon Perusahaan

Stakeholder Company’s Response
Optimalisasi produksi uap panas bumi dan pengoperasian unit

baru PLTP.
• Pelanggan Optimization of geothermal steam production and operation of new
• Customers PLTP unit.
• Pemerintah Survei Indeks Kepuasan Pelanggan.
• Government Community Satisfaction Index Survey.
Pertemuan dan pelaporan berkala dengan PT PLN (Persero).
Periodical meeting and report with PT PLN (Persero).
Program pengembangan masyarakat.

Community development program.
Pertemuan, pendampingan dan dialog berkala dengan masyarakat
Masyarakat Lokal lokal di sekitar lokasi operasi Perusahaan.
Local Community 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
Pekerja and Environment Protection (SMK3LL) and Work Safety, as well as
Employees Contractor Safety Management System (CSMS).
Evaluasi berkala manajemen terhadap aspek K3LL dan Pengamanan.
Periodical evaluation of HSSE and Security management.
Perlindungan dan Pengelolaan lingkungan.

Pemerintah Environment protection and restoration.
Government Pertemuan berkala pelaksanaan program.
Periodical meeting on program implementation.
Peningkatan pendapatan usaha dan efisiensi operasional.

Improvement in revenue and operational efficiency.
Pemegang Saham Penyampaian laporan kinerja Perusahaan secara berkala dan
Shareholders 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.
Pemerintah Achieving targets on carbon emission reduction as per the roadmap of
Government 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.
Pekerja Budget allocation for employees’ training and competency test
Employees 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
Masyarakat Lokal
each Area.
Local Community
Pertemuan sesuai kebutuhan dan pengaduan yang disampaikan.
Meeting as per necessity and submitted complaints.

Directors' Report
Landasan dan Strategi Pelaksanaan TJSL Foundation And Strategy Of Tjsl

Implementation
Landasan Pelaksanaan TJSL Foundation of TJSL Implementation
Pelaksanaan tanggung jawab sosial dan lingkungan Perusahaan The implementation of social and environment responsibility,
berlandaskan pada ketentuan hukum yang berlaku, yakni: including CSR by the Company, is based on the prevailing legal
provisions, which are:
1. Undang-Undang No.19 Tahun 2003 Tentang Badan Usaha 1. Law Number 19 Year 2003 concerning State-Owned
Milik Negara. Enterprises.
2. Undang-Undang No.40 Tahun 2007 Tentang Perseroan 2. Law Number 40 Year 2007 on Limited Liability Company.
Terbatas.
3. Undang-Undang No. 32 Tahun 2009 Tentang Perlindungan 3. Law Number 32 year 2009 concerning Environmental
dan Pengelolaan Lingkungan Hidup. Protection and Management.
4. Peraturan Pemerintah No.47 Tahun 2012 Tentang Tanggung 4. Governmental Regulation Number 47 Year 2012 concerning
Jawab Sosial dan Lingkungan Perseroan Terbatas. Social and Environment Responsibility of Limited Liability
Company.
5. Peraturan Menteri Negara BUMN No.PER-05/MBU/2007 5. Regulation of Minister of SOE Number PER-05/MBU/2007
Tentang Program Kemitraan Badan Usaha Milik Negara concerning State-Owned Enterprises Partnership Program
dengan Usaha Kecil dan Progam Bina Lingkungan. with Small Enterprise and Environmental Program.
6. Peraturan Menteri Negara BUMN No.PER-08/ MBU/2013 6. Regulation of Minister of SOE Number PER-08/MBU/2013
tanggal 10 September 2013 tentang Perubahan Ke-4 dated September 10th, 2013 concerning the Fourth
atas Peraturan Menteri Negara Badan Usaha Milik Negara Amendment to the Regulation of Minister of SOE Number
No.PER-05/MBU/2007 Tentang Program Kemitraan Badan PER-05/MBU/2007 concerning State-Owned Enterprises
Usaha Milik Negara dengan Usaha Kecil dan Program- Partnership Program with Small Enterprise and Environmental
program Bina Lingkungan. Program.
Strategi Pelaksanaan TJSL Strategy of TJSL Implementation

Berdasarkan Perencanaan Strategis Program Community Based on Strategic Planning of Community Development
Development 2011-2015, Perusahaan merumuskan strategi Program 2011-2015, the Company defined its strategy of social
pelaksanaan TJSL dengan prioritas pada bidang ekonomi, and environment responsibility implementation by prioritizing
pendidikan, kesehatan, lingkungan, serta infrastruktur dan economy, education, health, environment, as well as infrastructure
fasilitas umum. and public facilities.

Perencanaan Strategis Program Community Development

Strategic Planning of Community Development Program
Bidang Sasaran 2011 - 2015 Target 2014 Target 2015
Field 2011-2015 Target 2014 Target 2015 Target
Ekonomi Peningkatan perekonomian masyarakat yang Perekonomian masyarakat sudah Pengawasan perkembangan
masih rendah. mencapai taraf kemandirian, dan ekonomi masyarakat binaan.
melaksanakan ekspansi pemasaran.
Economy Improvement in low economy community. Community’s economy reaching Monitoring on community’s
its independence state and able to economic development.
experience market expansion.
Pendidikan Bantuan pendidikan masyarakat yang masih Mengurangi angka putus sekolah dan meningkatkan jumlah siswa-siswi
lemah. yang melanjutkan sekolah ke jenjang lebih tinggi.
Education Education aid for subdued community. Reducing number of drop-outs and increasing number of students intending
to continue to a higher level of education.
Kesehatan Optimalisasi kesehatan masyarakat melalui Pencapaian peningkatan kesehatan masyarakat.
usaha-usaha peningkatan kesehatan, melalui
klinik pengobatan gratis, bantuan penataan
sanitasi, promosi hidup sehat dan bersih.
Health Community health optimization through health Achievement in community health improvement.
improvement, free medical clinic, sanitation
aid, clean and healthy living promotion.
Lingkungan Memberikan kesadaran kepada masyarakat Peningkatan kepedulian masyarakat terhadap lingkungan, peningkatan
untuk peduli kepada lingkungan keanekaragaman hayati, dan pendampingan.
Environment Promoting public awareness on environmental Improvement of public awareness on environmental issues, heightening
issues to community. biodiversity, and accompaniment.
Infrastruktur dan Pembangunan infrastruktur pendukung Mendorong masyarakat untuk merawat infrastruktur yang telah
Fasilitas Umum kegiatan ekonomi. dibangun.
Infrastructure and Infrastructure development supporting Encouraging community to maintain the developed infrastructure.
Public Facilities economic.
Menjadi Perusahaan Geothermal yang

terdepan yang mewujudkan kemandirian
masyarakat, berwawasan lingkungan serta Melaksanakan kegiatan TJSL yang
memberikan nilai tambah bagi stakeholders. mengedepankan aspek keberlanjutan, pelestarian
To be an advanced Geothermal Company that lingkungan dan keanekaragaman hayati.
embodies a self-reliant and environmentally To perform social and environment responsibility
sound community as well as provide added activities featuring aspects of sustainability,
values to stakeholders. environment preservation and biodiversity.
Visi
Vision Tujuan
Misi Goal
Mission
Visi, Misi dan Tujuan TJSL Menciptakan kondisi yang kondusif demi
Vision, Mission and Goal kelancaran kegiatan operasional perusahaan.
of social and environment
responsibility To create a conducive condition for the
continuity of company’s operational activities.

Directors' Report
Struktur Organisasi dan Pendanaan TJSL Organization Structure and Budgeting of Social
and Environment Responsibility
Struktur Organisasi TJSL Organization Structure of Social and Environment
Responsibility
Perusahaan bersungguh-sungguh menerapkan komitmen The Company, stated in CSR Policy, is consistently committed
terhadap pelaksanaan TJSL, hal ini tertuang dalam Kebijakan to implementing social and environment responsibility. CSR
CSR Perusahaan. Penjabaran komitmen dalam bentuk program program is oriented to administration of organization which acts
CSR mengacu pada tata kerja organisasi yang menjadi pedoman, as a guideline, which is Administration of Organization on CSR
yakni Tata Kerja Organisasi Pemetaan dan Pelaksanaan CSR Mapping and Implementation Number B-001/PGE510/2013-S0.
Nomor B-001/PGE510/2013-S0.
Kebijakan TJSL Policy of Social and Environment Responsibility

Tanggung Jawab Sosial & Lingkungan (TJSL) PT Perusahaan Social and environment responsibility of PT Pertamina Geothermal
Geothermal Energy (Perusahaan) adalah komitmen Energy (Company) is the company’s commitment in contributing
perusahaan untuk berkontribusi bagi pembangunan ekonomi to sustainable economic development with the purpose of
yang berkelanjutan guna meningkatkan kualitas kehidupan improving the quality of people’s lives, which will also affect the
masyarakat yang berdampak bagi keberlangsungan bisnis company’s business stability.
perusahaan.
Dalam mengintegrasikan program TJSL ke dalam kegiatan In the effort of integrating social and environment responsibility
perusahaan, maka kami berkomitmen untuk: program into company’s activities, then we are committed to:
1. Memberikan manfaat sosial dan ekonomi kepada 1. Provide social and economic benefits for the community
masyarakat di sekitar wilayah operasi perusahaan untuk surrounding the company’s operational locations so as to
menjaga keseimbangan operasi dan tanggung jawab sosial. maintain the balance of operation and social responsibility.
2. Implementasi kegiatan TJSL meliputi aspek ekonomi, 2. Implement social and environment responsibility activities,
pendidikan, kesehatan, infrastruktur dan lingkungan. which covers aspect of economy, education, health,
infrastructure and environment.
3. Tumbuh kembang bersama masyarakat. 3. Grow and develop together with community.
Perusahaan menugaskan Fungsi Government & Public Relation Having assigned by the Company, Government and Public Relation
yang dipimpin oleh Corporate Secretary, sebagai fungsi Function that leads by Corporate Secretary, a senior official, is
yang bertanggung jawab atas perencanaan, pelaksanaan, responsible for activities planning, implementation, evaluation
evaluasi dan pelaporan kegiatan-kegiatan sesuai dengan and reporting, which in line with the CSR Policy. Furthermore, the
Kebijakan CSR Perusahaan. Perusahaan juga mendelegasikan Company delegates authorities and responsibilities to each Area
kewenangan dan tanggung jawab kepada pimpinan Area dalam leader in its domain to carry out CSR activities, with reference to
melaksanakan kegiatan CSR di masing-masing Area, dengan the CSR policy. [G4-35, G4-36]
tetap mengacu pada Kebijakan CSR Perusahaan. [G4-35, G4-36]

Baik Fungsi Corporate Secretary di Kantor Pusat, maupun Either Corporate Secretary Function at Head Office or each Area
pimpinan masing-masing Area, dapat mewakili Direksi untuk leader is able to represent Board of Directors to communicate and
berkomunikasi maupun berkonsultasi dengan masing-masing consult with each stakeholder, in regards to CSR activities by the
pemangku kepentingan, terkait kegiatan CSR oleh Perusahaan. Company. These communication and consultation are required
Komunikasi dan konsultasi dilakukan untuk mengetahui to identify the needs of stakeholders as well as to ensure it is
kebutuhan setiap pemangku kepentingan, serta dilaksanakan implemented accordingly. [G4-37]
sesuai kebutuhan. [G4-37]
Struktur Organisasi TJSL

Organization Structure of TJSL
Beberapa kegiatan CSR Perusahaan dilaksanakan terintegrasi A number of CSR activities conducted by the Company were
dengan progam CSR PT Pertamina (Persero) sebagai induk integrated with CSR program owned by PT Pertamina (Persero) as
perusahaan yang dilaksanakan di masing-masing Area. the holding company, which took place in each Area.

Directors' Report
Integrasi yang terbangun juga menjadikan Perusahaan The established integration drive the Company and PT Pertamina
bersama PT Pertamina (Persero) telah dapat melaksanakan (Persero) to perform several Community Development activities in
berbagai kegiatan Bina Lingkungan pada proyek-proyek underway projects. It is deemed as beneficial as local community
yang sedang dikerjakan. Hal ini mendatangkan keuntungan, is affected indirectly by the impacts, which subsequently they will
karena membuat masyarakat setempat merasakan manfaat give supports to related projects up to production stage. [G4-EC8]
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 Budgeting and Source of Fund of Social and Environment
Responsibility
Hingga akhir tahun 2015, Perusahaan telah menginvestasikan Approaching the end 2015, the Company has invested Rp13 billion
anggaran TJSL sebesar Rp13 miliar. Jumlah tersebut turun 63% for social and environment responsibility budget. It declined by
dibanding realisasi anggaran tahun 2014 sebesar Rp35 miliar. 63% compared to the previous year, which amounted to Rp35
billion.
Sumber dana untuk anggaran TJSL berasal dari internal Source of fund for social and environment responsibility budget
Perusahaan dan juga dukungan pembiayaan dari PT Pertamina derives from the Company’s internal resource. Aside from that,
(Persero) sebagai induk perusahaan. a financial support was given by PT Pertamina (Persero) as the
holding company.

Rekapitulasi Realisasi TJSL 2015 (Rp Juta)

Recapitulation of 2015 Social and Environment Responsibility (Million Rp)
Bidang Kegiatan Realisasi Persentase

Activity Realization Percentage
CSR Perusahaan
CSR of Company
Pendidikan | Education 279 2.9%
Kesehatan | Health 659 6.9%
Lingkungan | Environment 416 4.3%
Infrastruktur dan Manajemen Bencana 5,457 56.7%

Infrastructure and Disaster Management
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 Perusahaan

Partnership 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 Perusahaan

CSR 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

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (Tjsl) Bidang Lingkungan
Implementation of Social and Environment Responsibility In Environment
ENERGI HIJAU
DEMI LINGKUNGAN
LESTARI
Green Energy for Sustainable Environment
Perusahaan berkomitmen mengembangkan pemanfaatan panas bumi sebagai sumber energi ramah lingkungan
dengan tetap memperhatikan pelestarian lingkungan terutama di sekitar lokasi kegiatan. Komitmen ini sejalan dengan
Undang-Undang (UU) No.32 Tahun 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup dan Kebijakan
Keselamatan Kerja, Kesehatan Kerja, dan Lindungan Lingkungan, serta Pengamanan Perusahaan PT Pertamina
Geothermal Energy dan Kebijakan Manajemen Penerapan Perbaikan Berkelanjutan untuk Kualitas Lingkungan Hidup
yang Lebih Baik PT Pertamina (Persero).
Kebijakan tersebut mengatur inisiatif pengelolaan lingkungan hidup untuk mencegah dan meminimalkan dampak
yang ditimbulkan dari kegiatan operasional. Kebijakan ini meliputi perubahan iklim, pengelolaan udara bersih,
manajemen energi, pengelolaan limbah B3 dan limbah padat, pengelolaan sumber daya air, upaya perlindungan
keanekaragaman hayati, dan hubungan dengan masyarakat. [G4-14]
The Company commits to develop geothermal development as an environment friendly energy resource by
continuously preserving the environment itself, especially in the immediate activity location. Its commitment is in
line with the Law (UU) Number 32 Year 2009 concerning Environment Conservation and Management and Policy
of Work Safety, Health and Environment Protection, as well as PT Pertamina Geothermal Energy’s Company Safety
Measures and Policy of Continuous Improvement Implementation for Better Quality Environment of PT Pertamina
(Persero).
The particular policy regulates environment management initiative to prevent and minimize impacts prompted by
operational activities. It covers climate change, clean air management, energy management, B3 and solid waste
management, water resource management, biodiversity protection, and community relations. [G4-14]
Directors' Report
Integrasi Pengelolaan Lingkungan Integration of Environment Management

Perusahaan telah membentuk tim implementasi sistem The Company has formed an environment management system
manajemen lingkungan hidup. Tim terdiri dari berbagai fungsi, implementation team. The team consists of different functions,
meliputi fungsi Health, Safety, Security and Environmental including Work Health, Safety, Security, and Environment (HSSE)
(HSSE), fungsi Government & Public Relation, fungsi Operation function, public relations function, operations function, and
dan fungsi lainnya yang berperan dalam upaya pelaksanaan other functions with roles in the implementation of environment-
kegiatan operasi berwawasan lingkungan. [G4-35, G4-36] conscious operational activities. [G4-35, G4-36]
Keberadaan tim multi fungsi sebagai pelaksana sistem The presence of multi-function team as the agent of environment
manajemen lingkungan hidup menjadikan pelaksanaan management system enables an integrally-built social and
TJSL terbangun secara integrasi sehingga dampak negatif environment responsibility implementation in order to minimize
kegiatan operasional Perusahaan terhadap lingkungan dapat the negative impacts of the Company’s operational activities
diminimalkan. Sistem manajemen lingkungan hidup juga telah on the environment. The environment management system is
mampu mengintegrasikan kegiatan internal (operasional) also able to integrate internal (operational) activities with other
dengan kegiatan pendukung eksternal lain yang bersinergi external supporting activities which synergize with stakeholders.
dengan para pemangku kepentingan.
Integrasi yang terbangun dalam sistem manajemen lingkungan An integrated environment management system helps to achieve
hidup membuahkan hasil berupa pengakuan dalam bentuk recognitions in a form of achievement from PROPER, company’s
prestasi pencapaian PROPER, sertifikasi sistem manajemen management system certificate or other awards, either from
perusahaan maupun penghargaan lainnya, baik dari pihak Indonesian authorities or international independent parties. [G4-
berwenang di Indonesia maupun pihak-pihak independen 15]
internasional. [G4-15]
EMAS | GOLD
Kamojang
BIRU | BLUE
• Lahendong
• Sibayak
• Ulubelu

PT Pertamina Geothermal Energy Area PT Pertamina Geothermal Energy Kamojang

Kamojang 5 Kali Berturut-turut Meraih Proper Area has Consecutively Obtained Gold Proper
Emas 5 Times
Area Kamojang telah menerapkan beberapa inovasi di bidang Kamojang Area has implemented several innovations in CSR,
CSR yaitu Pembentukan Desa Wisata Geothermal Kamojang such as the Establishment of Kamojang Geothermal Tourism
yang tercakup didalamnya mengenai wisata budaya, wisata Village, which include cultural tourism, agro tourism, educational
agro, wisata pendidikan, wisata alam dan wisata air sebagai tourism, environmental tourism, and water tourism as means for
sarana pemberdayaan keekonomian masyarakat. community economic empowerment.
• Kawasan Wisata Alam: Menonjolkan manifestasi • Environmental Tourism Area: Showcasing surface geothermal
geothermal di permukaan yaitu Kawah Kamojang yang manifestation, the Kamojang Crater, utilized as pedestrian and
dimanfaatkan sebagai pedestrian dan jogging track serta jogging track as well as captive breeding and rehabilitation of
penangkaran dan rehabilitasi elang khususnya Elang Jawa raptors, particularly the Javan hawk-eagle
• Kawasan Wisata pendidikan: Diperuntukkan sebagai • Educational Tourism Area: Specialized as knowledge center in
pusat pengetahuan dalam bidang pengembangan energi the field of geothermal energy development with the means
geothermal dengan sarana laboratorium lapangan dan of field laboratory and Geothermal Information Center
Geothermal Information Center
• Kawasan Wisata Agro: Menonjolkan hasil pertanian • Agro Tourism Area: Showcasing produce of the surrounding
masyarakat sekitar dan hasil olahannya dengan menawarkan community’s agriculture and its processed results by offering
produk-produk UKM, seperti : Pengeringan Kopi dengan UKM products, such as: Coffee Drying with Geothermal
Energi Geothermal, Budidaya Anggrek dan Budidaya Jamur Energy, Geothermal Orchid and Mushroom Cultivation which
Geothermal yang merupakan inovasi pertama di Indonesia is the first innovation in Indonesia that utilizes geothermal
dengan memanfaatkan uap geothermal pada proses steam in the baglog sterilization process, development
sterilisasi baglog, pembinaan Kelompok Usaha Borondong, of the Borondong Business Unit, Trash Bank, and other
Bank Sampah, dan binaan lainnya. UKM yang telah dibina developments. UKM developed in the Bandung and Garut,
di wilayah Bandung dan Garut Jawa Barat sekitar 200 UKM West Java areas is around 200 UKMs.
• Kawasan Wisata Air: Mengembalikan fungsi Danau • Water Tourism Area: Returning the functions of Pangkalan
Pangkalan untuk pelestarian kawasan konservasi air Lake as surface water conservation area, reforestation of
permukaan, reboisasi tanaman endemik dan pusat endemic plants, and ecotourism management center.
pengelolaan ekowisata.
• Kawasan Wisata Budaya: Menonjolkan atraksi kesenian • Cultural Tourism Area: Showcasing regional art attractions
daerah dan budaya lokal seperti budidaya domba hias khas and local cultures, such as the Garut sheep breeding, which is
Garut yang merupakan plasma nutfah terlangka di dunia. the rarest germplasm in the world.
Inovasi juga kami kembangkan untuk meningkatkan We also developed innovations to improve community welfare
kesejahteraan masyarakat melalui program budidaya anggrek through orchid cultivation with geothermal steam. Developed
dengan uap geothermal. Alat sterilisasi media tanam kultur orchid horticulture medium sterilization equipment is able
jaringan anggrek yang dikembangkan, mampu mengkonversi to convert gas usage with a more environmentally friendly
penggunaan gas dengan tenaga uap panas bumi yang lebih geothermal energy and capable of reducing the production costs
ramah lingkungan, dan mampu mengurangi biaya produksi of farmers. The Company was also able to develop coffee drying
para petani. Perusahaan juga mampu mengembangkan equipment utilizing geothermal steam, which highly assists
alat pengering kopi dengan uap geothermal yang sangat farmer needs in coffee drying process to be less dependent on
membantu kebutuhan petani dalam proses pengeringan kopi natural conditions.
sehingga tidak terlalu bergantung dengan kondisi alam.
PT Pertamina Geothermal Energy Area Kamojang berhasil PT Pertamina Geothermal Energy Kamojang Area successfully
mempertahankan PROPER Emas selama 5 kali berturut-turut maintained Gold PROPER as evidence of the Company’s support
sebagai bukti dukungan Perusahaan guna mendukung energi of environmentally-friendly clean energy which benefitted the
bersih ramah lingkungan yang memberikan manfaat bagi welfare of surrounding community.
kesejahteraan masyarakat sekitar.

Directors' Report
Sertifikasi Pengelolaan Lingkungan

Certification of Environment Management
Sertifikat Uraian Area

Certificate Description Area
ISO 14001 Sistem Manajemen Lingkungan Kamojang, Lahendong, dan Ulubelu

Environment Management System Kamojang Area, Lahendong Area, and Ulubelu Area
ISO 9001 Sistem Manajemen Produk Kamojang dan Lahendong

Product Management System Kamojang Area
OHSAS 18001 Sistem Manajemen Kesehatan dan Keselamatan Kerja Kamojang, Lahendong dan Ulubelu
Health Management and Work Safety System Kamojang Area
Penghargaan Terkait Pengelolaan Lingkungan 2015

Awards Related to Environment Management in 2015
Nama Penghargaan | Certificate Pemberi Penghargaan | Certificate Penerima Penghargaan | Certificate
Patra Adikriya Bhumi Madya PT Pertamina (Persero) Area Kamojang | Kamojang Area
Satya Lancana Wirakarya Presiden Republik Indonesia | President of Republic of Area Kamojang | Kamojang Area
Indonesia
Integrasi dan Inovasi Pengembangan Energi Geothermal Energy Development Integration

Panas Bumi and Innovation
Peningkatan Produksi Uap dan Listrik Steam and Electricity Production Increase
Selama tahun 2015, Perusahaan mampu meningkatkan In the entire of 2015, the Company was able to improve its
produksi uap panas bumi, yang merupakan bahan baku untuk geothermal steam production, of which it is understood as
menggerakkan turbin pada unit PLTP yang dioperasikan, baik raw material to move turbine in operated PLTP unit, either an
PLTP milik PT PLN (Persero), Independent Power Producer independent electricity producer or self-owned.
maupun milik sendiri.
Hingga akhir periode pelaporan, Perusahaan mengoperasikan Up to the end period of reporting, there are 14 operated
3 unit PLTP, sedangkan 11 unit lainnya dioperasikan oleh PT geothermal power plants (PLTP) owned by the Company, gaining
PLN (Persero) dan Independent Power Producer. another one unit compared to total of PLTP unit in 2014.
Untuk mengintegrasikan pelaksanaan proyek-proyek To fully integrate the implementation of geothermal development
pengembangan panas bumi secara total, mulai dari eksplorasi, projects, starting from exploration, steam production, to
produksi uap hingga produksi listrik. Perusahaan telah dimulai electricity production, the Company has started the construction
pada penyelesaian pembangunan Pembangkit Listrik Tenaga of geothermal energy power plant (PLTP) Unit V completion
Panas Bumi (PLTP) Unit V di Area Kamojang, Jawa Barat. PLTP at Kamojang Area, West Java. PLTP Kamojang Unit V began to
Kamojang Unit V mulai beroperasi secara komersial pada 29 commercially operate on June 29th, 2015 with the capacity of 35
Juni 2015, dan memiliki kapasitas 35 MW. MW.
Dengan demikian total kapasitas pembangkit listrik yang Hence, total capacity of operated power plants by the Company,
dioperasikan Perusahaan hingga akhir periode pelaporan reaching its end period of reporting, was amounted to 437 MW. It
berjumlah 437 MW. Jumlah ini bertambah 35 MW dibandingkan grew by 35 MW compared to 2014, which was 402 MW.
tahun 2014 sebesar 402 MW.
Total produksi uap panas bumi setara listrik selama tahun The total production of steam equivalent to electricity in 2015
2015 mencapai 3.056,82 GWh atau setara dengan 11.004.464 reached 3,056.82 GWh or the equivalent of 11,004,464 GigaJoule
GigaJoule energi. Jumlah ini meningkat 8% dibandingkan of energy. This number is an 8% increase compared to 2,831.40

tahun 2014 sebesar 2.831,40 GWh atau 10.192.958 GigaJoule GWh or 10,192,958 GigaJoule of energy in 2014. Part of the
energi. Sebagian dari uap panas bumi yang telah digunakan, utilized geothermal steam is reinjected into the reservoir to help
diinjeksikan kembali ke reservoir untuk membantu menjaga maintain the continuity of geothermal steam production. [G4-EN1,
kesinambungan produksi uap panas bumi. [G4-EN1, G4-EN2] G4-EN2]
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 This report only includes a total of power consumption within
untuk lingkup di dalam Perusahaan. Laporan tidak menyajikan the Company. It does not provide related information on total
informasi terkait jumlah pemakaian energi di luar Perusahaan. energy consumption outside the Company. [G4-EN4]
[G4-EN4]

Directors' Report
Integrasi Operasional dan Inovasi Integration of Operational and Innovation

Tahun 2015 menjadi batu lompatan bagi PT Pertamina The year of 2015 served as a stepping stone for PT Pertamina
Geothermal Energy, yang telah dapat mengintegrasikan seluruh Geothermal Energy, which successfully integrated its entire
kegiatan dalam pengembangan panas bumi. Integrasi yang activities pertaining to geothermal development. A well-
terbangun pada seluruh lini dan proses produksi, menjadikan established integration that present in all business lines and
Perusahaan telah mengelola bisnis panas bumi secara total dari production process has enabled the Company to manage total
uap hingga menjadi listrik, melalui pengoperasian komersial geothermal business from steam to electricity, through a
PLTP Unit V pada Area Kamojang. commercial operation of PLTP Unit V in Kamojang Area.
Secara berkesinambungan Perusahaan juga terus melakukan The Company also continued to realize numerous innovations to
berbagai inovasi guna mengoptimalkan kegiatan operasional optimize operational and supporting activities. In general, such
maupun pendukung. Secara umum inovasi yang dilakukan innovation were held to enhance the productivity of electricity
ditujukan untuk meningkatkan produksi listrik dan uap and geothermal steam, energy use efficiency, and support the
panas bumi, efisiensi pemakaian energi, dan mendukung implementation of corporate social responsibility or CSR.
pelaksanaan tanggung jawab sosial perusahaan (corporate
social responsibility atau CSR).
Inovasi yang dilakukan untuk meningkatkan produksi listrik dan Below are innovations to enhance electricity and geothermal
uap panas bumi, di antaranya adalah steam production:
1. Interchange Unit III dan Unit IV untuk Optimalisasi 1. Interchange Unit III and Unit IV for Generator Optimization in
Pembangkitan di Area Lahendong. Inovasi ini telah dapat Lahendong Area. This innovation has shown its capability in
meningkatkan produksi listrik PLTP Unit III dari semula 11 increasing electricity production of PLTP Unit III from which
MW menjadi 18,9 MW, dan menjaga tingkat produksi listrik was 11 MW to 18.9 MW, as well as stabilizing the electricity
PLTP Unit IV sebesar 20 MW. Selain itu interchange juga production at PLTP Unit IV up to 20 MW. Moreover, the
meningkatkan fleksibilas pasokan uap panas bumi untuk interchange has increased the flexibility of geothermal steam
mengatasi masalah kekurangan uap panas bumi. in order to cope with the shortfall of geothermal steam.

2. Interkoneksi CL-24 dan CL-13 (Interkoneksi Unit I, II, III & 2. Interconnection of CL-24 and CL-13 (Interconnection Unit I, II,
IV) untuk Optimalisasi Pembangkitan di Area Lahendong. III & IV) for Generator Optimization in Lahendong Area. The
Penambahan jalur interkoneksi telah dapat meningkatkan expansion of interconnection lane has improved the capacity
kapasitas PLTP Unit I dari semula 13,6 MW menjadi 16 MW, of PLTP Unit I from which started at 13.6 MW to 16 MW, and
dan PLTP Unit II dari semula 15,9 MW menjadi 18,1 MW. PLTP Unit II from 15.9 MW to 18.1 MW. Additionally, with the
Selain itu dengan Integrasi gathering system pemipaan existence of an integrated gathering system of steam pipeline
jalur uap pada Unit I, II, III dan Unit IV dengan interkoneksi in Unit I, II, III and Unit IV as well as interconnection, it enabled
juga akan memudahkan manuver jalur uap yang memasok the accommodation of steam pipeline maneuver that ran a
PLTP Unit I, II, III atau Unit IV jika diperlukan jadwal untuk supply to PLTP Unit I,II,III or Unit IV, if there was a necessity for
pemeliharaan dan memudahkan melakukan observasi data maintenance and reservoir data observation.
reservoir.
Beberapa inovasi lain yang dimaksudkan untuk menjadikan Below are other acknowledged innovations to create further
pemakaian energi lebih efisien, adalah: efficient use of energy:
1. Pengembangan pembangkit listrik instan ramah lingkungan 1. Development of environment-friendly immediate power
melalui teknologi portable micro turbine, memanfaatkan generator through portable micro turbine technology, utilizing
uap buangan panas bumi di Area Kamojang. Pembuatan geothermal steam exhaust in Kamojang Area. This creation and
dan pemakaian alat portable micro turbine ini mengurangi application of portable micro turbine curtailed the provision
pengadaan dan pemanfaatan pembangkit listrik and utilization of fuel-based conventional power plant (genset)
konvensional (genset) berbahan bakar minyak, sehingga so that it saved the use of fuel for genset or operational vehicles
menghemat penggunaan bahan bakar untuk genset up to Rp45,625,000 annually and equipment purchasing in the
maupun kendaraan operasional sebesar Rp45.625.000 per amount of Rp10,865,000. Additionally, the presence of this
tahun dan pembalian alat sebesar Rp10.865.000. Selain portable micro turbine will ease the workload and minimize
itu keberadaan perangkat portable micro turbine ini akan the potential delay of PLTP start up reaching Rp249,550,000
mempermudah kegiatan pekerjaan dan mengurangi potensi per hour. It also may bring benefit to the saving of electricity
keterlambatan proses start up PLTP sebesar Rp249.550.000 stretching to 1,935 kWh per year and reducing carbon emission
per jam. Selain itu pemanfaatan alat ini mampu menghemat at 1.94 ton CO2eq per year. [G4-EN6, G4-EN7, G4-EN19]
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 2. Utilization of geothermal pipeline steam venting projected
pembangkit listrik mini bladeless turbine (tesla turbine) di for mini bladeless turbine power plant (tesla turbine) in
Area Kamojang, untuk mengatasi kekurangan pasokan listrik Kamojang Area in order to overcome the shortage of power
untuk mengatasi keterlambatan dalam penanggulangan supply and overcome delays towards steam pipeline and
kebocoran pada jalur pipa uap dan reinjeksi. Inovasi ini akan reinjection leakage. This innovation will economize the cost
dapat menghemat biaya pemanfaatan pembangkit listrik of conventional fuel-based power plant, which required
konvensional berbahan bakar minyak, yang memerlukan operational cost as much as Rp87,888,240 per year for each
biaya operasional Rp87.888.240 per tahun untuk setiap cluster in a total of 29 clusters in Kamojang Area. [G4-EN6, G4-
cluster dengan jumlah total ada 29 cluster di Area Kamojang. EN7]
[G4-EN6, G4-EN7]
3. Pemanfaatan enthalpy waste hot brine pada jalur reinjeksi 3 Utilization of enthalpy waste hot brine towards reinjection
sebagai sumber penerangan pada jalur Cluster C - Cluster lane as lighting source in Cluster C – Cluster H lane in Ulubelu
H di Area Ulubelu. Penerapan inovasi telah direalisasikan Area. This implementation of innovation has been realized
melalui pemasangan instalasi penerangan dengan total through lighting installment with total power of 400 watt or
daya 400 watt atau 5 watt per titik. Keberadaan penerangan 5 watt per point. Having the lighting installed, it inflicted the
menjadikan biaya operasional patroli keamanan berkurang declining of security operational cost up to Rp1,029,600 per

Directors' Report
Rp1.029.600 per bulan. Selain itu biaya konstruksi dan month, whereas the cost of construction and installation per
instalasi per titik per wat lebih murah Rp269.482 per titik per point per watt was more Rp269,482 economical per point per
watt dibandingkan dengan pemasangan listrik bertenaga watt as to solar-based power installation. [G4-EN6, G4-EN7, G4-OG2,
surya. [G4-EN6, G4-EN7, G4-OG2, G4-OG3] G4-OG3]
Perusahaan juga telah melakukan inovasi lain, yang ditujukan The Company also has carried out other innovations, of
untuk membantu meningkatkan kesejahteraan masyarakat di which contributed to the improvement of community welfare
sekitar area pengembangan panas bumi, di antaranya: surrounding geothermal development areas, among others are:
a. Pemanfaatan uap panas bumi untuk kegiatan pengeringan a. Utilization of geothermal steam for coffee drying process of
kopi hasil budidaya masyarakat di sekitar Area Kamojang. cultivated produce in Kamojang Area. Coffee farmers previously
Sebelumnya petani kopi memanfaatkan sinar matahari used sunlight to dry the harvested coffee, which prolonged
untuk mengeringkan kopi hasil panen dan membutuhkan for days. Using a special apparatus, the drying process with
waktu hingga berhari-hari. Melalui alat khusus maka proses geothermal steam only needs an approximately of 30 minutes
pengeringan kopi dengan memanfaatkan uap panas bumi and without the use of fuel.
hanya berlangsung sekitar 30 menit dan tidak menggunakan
bahan bakar minyak.
b. Pengembangan alat sterilisasi media tumbuh kultur jaringan b. Development of sterilization apparatus for orchid plant tissue
anggrek, dengan mengganti penggunaan liquefied petroleum culture, by substituting the use of liquefied petroleum gas
gas (LPG) dengan panas dari uap panas bumi di Kamojang. (LPG) with heat resulted from geothermal steam in Kamojang.
Inovasi ini berhasil mempercepat proses budidaya anggrek, This innovation managed to accelerate the process of orchid
mengurangi biaya produksi dan berpotensi mereduksi emisi cultivation, reduce production cost and potentially reduce
karbon sebesar 1,3 tonCO2eq per tahun. Pemanfaatan alat carbon emission by 1.3 tonCO2eq per year. Moreover, it has
ini telah membantu keberhasilan budidaya indukan dan contributed to the successful cultivation of brood stock and
anakan dari anggrek hutan di sekitar Area Kamojang sebagai seedlings of forest orchids that flourished in Kamojang Area
upaya mempertahankan keanekaragaman hayati setempat, as an effort to preserve local diversity, including vanda tricolor
meliputi jenis vanda tricolor orchid, phalaenopsis orchid dan orchid, phalaenopsis orchid and dendrobium orchid. [G4-EN19]
dendrobium orchid. [G4-EN19]
Inovasi Lain Other innovations

Selain inovasi di bidang operasional, Perusahaan juga memiliki Aside to innovations in operational, the Company also have
beberapa inisiatif lainnya yaitu: several other initiatives, which are:
1. Perusahaan telah menjalankan berbagai kegiatan untuk 1. The Company has implemented various activities to preserve
menjaga lingkungan hidup. Salah satu di antaranya the environment. One of which is by reducing paper usage
adalah dengan mengurangi penggunaan kertas melalui through the implementation of paperless system. The
penerapan paperless system. Saat ini Perusahaan telah Company has implemented e-correspondence, which is the
menjalankan e-correspondence, yaitu penggunaan teknologi utilization of communication and information technology as
komunikasi dan informasi sebagai pengganti kertas untuk paper replacement for Pertamina internal correspondence.
korespondensi internal Pertamina. Selain itu, penyusunan Furthermore, external correspondence draft composition
draf korespondensi eksternal juga dilakukan dalam bentuk is also performed in softcopy and without paper. This will
softcopy dan tidak menggunakan kertas. Hal tersebut akan decrease paper usage, increase document organization, and
mengurangi penggunaan kertas, meningkatkan penataan encourage swift and environmentally friendly decision making.
dokumen dan mendorong pengambilan keputusan yang
cepat serta ramah lingkungan.
2. Perusahaan juga melakukan inovasi guna mendukung 2. The Company also conducted innovations to support
kinerja. Tahun 2015 Perusahaan telah menerapkan sistem performance. In 2015, the Company implemented international
manajemen aset berbasis standar internasional, melalui standard based asset management system through EPM
modul EPM dan intregrasi Modul EPM dengan modul PM- Module and EPM Module integration with PM-MMNH-FICO

MMNH-FICO MySAP. Optimalisasi integrasi Modul EPM dan MySAP module. Optimization of EPM and PM-MMNH-FICO
PM-MMNH-FICO MySAP, dimaksudkan untuk mendapatkan MySAP modules integration is meant to gather information,
informasi, sejarah teknis, biaya, penggunaan material dan technical history, costs, material usage, as well as up-to-date
status/kondisi aset yang selalu muktahir (up-to-date) dan and accurate asset status/condition. This is significant to
akurat. Hal ini penting guna mendukung pengambilan support swift and accurate decision making.
keputusan secara tepat dan cepat.
Penerapan sistem manajemen aset berbasis standar The implementation of international standard based asset
internasional, tak terlepas dari kian banyaknya proyek yang management system is closely intertwined with the myriad of
dilaksanakan Perusahaan. Melalui kedua modul tersebut, projects executed by the Company. Through both modules, the
Perusahaan dapat mengawasi dan mengendalikan proyek, Company is able to monitor and control projects, accelerate
mempercepat proses kapitalisasi aset, penyempurnaan asset capitalization process, perfecting the planning for future
perencanaan proyek berikutnya, mempermudah transfer ke projects, simplifying the transfer to PM module on handover to
modul PM pada saat serah terima ke operasi, dan menjadi operations, and becoming exemplary projects that have been
proyek percontohan yang telah diterapkan di PT Pertamina implemented at PT Pertamina (Persero).
(Persero).
Konsumsi Listrik [G4-EN3, G4-EN4]

Electricity’s Consumption
Area 2015 2014 2013
Kapasitas (kWh) GJ Kapasitas (kWh) GJ Kapasitas (kWh) GJ
Kamojang 26,135,654 94,088.35 19,659,843 70,775.43 18,740,028 67,464.10
Lahendong 3,450,519 12,421.87 3,835,519 13,807.87 2,275,674 8,192.43
Sibayak 4,677 16.84 5,062 18.22 6,350 22.86
Ulubelu 392,116 1,411.62 N/A N/A N/A N/A
Efisiensi Energi (kWh) [G4-EN6, G4-EN7]

Energy Efficiency (kWh)
No Kegiatan Efisiensi Energi Hasil Absolut Efisiensi Energi

Energy Efficiency Activities Energy Efficiency Absolute Results
Area Kamojang | Kamojang Area
1 Mengurangi Steam Venting Dengan Covering Steam Trap 998,328

Lowering Steam Venting by Steam Trap Covering
2 Retrofit refrigerant freon R-22 ke Muscool (MC-22) dalam rangka meningkatkan efisiensi 20,951
energi listrik
Retrofit refrigerant Freon R-22 to Muscool (MC-22) in order to increase electric energy efficiency
3 Optimalisasi penggunaan energi dengan mengoperasikan hanya 1 buah LRVP (vakum pump) 547,500
saat normal operasi
Optimizing energy usage by only operating 1 unit of LRVP (vacuum pump) during normal
operation
4 Meningkatkan efisiensi pembangkit pada saat proses start up dengan optimalisasi 61,020
pengoperasian alat dan tahapan vacuum up
Increasing generator efficiency on startup process by optimizing equipment operation and vacuum
up stages

Directors' Report
No Kegiatan Efisiensi Energi Hasil Absolut Efisiensi Energi

Energy Efficiency Activities Energy Efficiency Absolute Results
5 Penggantian peralatan listrik menggunakan peralatan hemat energi 6,603

Replacement of electrical equipment with energy saving equipment
6 Meningkatkan kualitas air baku pengisi basin cooling tower pada saat proses start up 360,000
Increasing the quality of cooling tower standard feeder water on startup process
7 Mengurangi Loss of Opportunity pembangkitan akibat penggantian oli gearbox fan cooling 82,500
tower dengan modifikasi jalur pengisian oli gearbox dari luar fan cylinder di PLTP Kamojang
unit IV
Lessening generator Loss of Opportunity due to fan cooling tower gearbox oil change by
modifying oil feeder channel
8 Pemanfaatan air kondensat sebagai sumber energi untuk pemanas ruangan operator WPS 1,095
Cikaro
Utilizing condensate water as energy source for WPS Cikaro operator room heater
9 Meningkatkan efisiensi pembangkit pada saat start up unit dengan optimalisasi pemakaian 141,750
uap di PLTP Kamojang IV
Increasing the efficiency of generator on unit startup by optimizing steam usage at PLTP
Kamojang IV
10 Penghematan energi dengan pemasangan photosell sebagai sumber energi alat deteksi 233
gempa menggantikan baterai/aki
Energy saving by the installation of Photocell as energy source of earthquake detecting equipment
to replace battery/accu
11 Penghematan energi dengan penggantian peralatan listrik menggunakan peralatan hemat 8,311
energi LED dan Photosell
Energy saving by replacing electrical equipment with LED and Photocell energy saving equipment
12 Pemanfaatan waste heat menggunakan peltier element sebagai sumber energi ramah 2,803
lingkungan untuk lampu penerangan di PLTP Kamojang Unit IV
Waste heat utilization of peltier element as environmentally friendly energy source for lights at
PLTP Kamojang Unit IV
13 Steam jet venturi sebagai alternatif penyaluran air kondensat di PLTP Kamojang Unit IV 402
Venturi steam jet as alternative for condensate water distribution at PLTP Kamojang Unit IV
14 Inovasi pemanfaatan steam venting jalur pipa panas bumi sebagai sumber energi ramah 1,752
lingkungan
Innovation of steam venting utilization of geothermal pipelines as environmentally friendly
energy source
15 Pemanfaatan uap buangan panas bumi menggunakan portable micro turbine sebagai sumber 183
listrik instan
Utilization of geothermal exhaust steam using portable micro turbine as instant electricity source
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 energi 24.71%
Ratio of results of Proper energy efficiency and energy usage total

Berbagai inovasi yang dilakukan telah mampu mengurangi A number of innovations that have been put through were able
jumlah energi dibutuhkan untuk produksi listrik maupun to reduce a sufficient amount of energy to produce electricity and
produksi uap panas bumi pada tahun 2015 dan intensitas geothermal steam in 2015; and used energy intensity was lower
energi yang digunakan, menjadi lebih rendah dibandingkan than in 2014. On the contrary, the Company has yet to perform a
tahun 2014. Namun Perusahaan belum dapat melakukan detailed calculation into it as it was hindered by documentation
penghitungan rinci mengenai hal tersebut karena terkendala issues. [G4-EN5, G4-EN6, G4-EN7]
dokumentasi. [G4-EN5, G4-EN6, G4-EN7]
Menjaga Keanekaragaman Hayati Preserving Biodiversity

Prospek panas bumi sebagian besar berada di dalam atau The prospect of geothermal is presumably considered in or
berdekatan dengan kawasan hutan dilindungi yang memiliki immediate distance with protected forest which contains vast
keanekaragaman hayati tinggi. Perusahaan berkomitmen turut biodiversity. The Company upholds its commitment in supporting
menjaga keanekaragaman hayati yang ada dengan seminimal the existing biodiversity by at any rate utilizing the land for
mungkin memanfaatkan lahan untuk kegiatan pengusahaan geothermal business activity purpose. [G4-EN11]
panas bumi. [G4-EN11]
Perusahaan juga senantiasa mematuhi ketentuan perizinan The Company also constantly complies with prevailing permit
yang berlaku dari instansi terkait di lokasi yang berada di dalam regulations from related institutions at locations within or
atau berdekatan dengan daerah dilindungi sebelum dan selama adjacent to protected areas prior to and during performing its
melakukan aktivitasnya. Penyusunan dokumen AMDAL / UKL – activities. AMDAL/UKL – UPL document composition to obtain
UPL untuk mendapatkan Izin Lingkungan dan juga Izin Pinjam Environmental Permit and Borrow-to-Use Permit of Forest
Pakai Kawasan Hutan (IPPKH) dari Kementerian Lingkungan Areas (IPPKH) from the Ministry of Environment and Forestry is
Hidup dan Kehutanan dilakukan sebelum memulai pekerjaan performed prior to starting work at the areas. The Company’s area
di kawasan tersebut. Adapun area operasi perusahaan yang of operations at the Kamojang forest area is 48.85 Ha (44.3%)
berada di kawasan hutan lindung adalah Kamojang yakni 48,85 from the total developed area of 110.70 Ha.
Ha (44,3%) dari total luas lahan yang dikembangkan yaitu
110,70 Ha.
Perusahaan bersungguh-sungguh untuk meminimalkan The Company determines to minimize impacts posed by operation
dampak yang ditimbulkan dari kegiatan operasi, terhadap activities towards flora and fauna present surrounding its activity
keberadaan flora/ fauna yang ada di sekitar lokasi kegiatan. locations. Furthermore, an initiative to restore habitat and
Secara berkesinambungan, Perusahaan telah melakukan upaya conservation is constantly carried out, among others by planting
perlindungan dan pengelolaan habitat dan lingkungan, di trees and releasing endangered wildlife. [G4-EN12, G4-EN13, G4-OG4]
antaranya dengan penanaman pohon dan pelepasliaran satwa
dilindungi. [G4-EN12, G4-EN13, G4-OG4]
Pemantauan ini dilakukan secara rutin dan dilaporkan secara This monitoring is routinely performed and periodically reported
berkala kepada instansi terkait sebagai implementasi Rencana to related institutions as implementation of Environmental
Pengelolaan Lingkungan (RKL) dan Rencana Pemantauan Management Plan (RKL) and Environmental Monitoring Plan
Lingkungan (RPL) sesuai ketentuan Izin Lingkungan/Kelayakan (RPL) in accordance with regulations of existing Environmental/
Lingkungan yang dimiliki. Environmental Feasibility permits.

Directors' Report
Upaya Perlindungan dan Pengelolaan Lingkungan [G4-EN13]

Efforts in Environmental Protection and Management
Bentuk Dampak Ditimbulkan Penjelasan

Type of Posed Impacts Description
Perubahan bentang alam Perusahaan melakukan pembukaan lahan untuk pembuatan cluster, jalan akses, PLTP, dan sarana lainnya
dengan memanfaatkan seoptimal mungkin lahan yang tersedia. Lahan yang diperlukan untuk kegiatan
pengusahaan panas bumi relatif kecil dibandingkan kegiatan pertambangan.
Landscape transformation. The Company applied land clearing to develop clusters, access roads, and other facilities by employing the
available land to its maximum. It was for the purpose of relatively small scale geothermal business compared
to mining.
Polusi dan pencemaran udara Panas bumi relatif ramah lingkungan dibandingkan energi lainnya, khususnya energi fossil. Namun
demikian, Perusahaan tetap melakukan pengelolaan dan pemantauan kualitas udara disekitar lokasi
kegiatan.
Potensi bising saat pembukaan sumur dikelola Perusahaan dengan mengoperasikan unit peredam suara
(Silencer dan Rock Muffler) sehingga paparan bising yang ditimbulkan dapat diminimalkan
Air pollution and contamination. Geothermal is reasonably environment friendly compared to other energies, especially that of fossil. Despite
of this, the Company still continued to perform air management and utilization so as evaluate the conducted
environment management.
Occurrence of potential noise during well construction was facilitated by operating Silencer and Rock
Muffler so as minimized the impact.
Keanekaragaman Hayati Perusahaan turut aktif mendukung upaya pelestarian flora/ fauna, khususnya yang tergolong dilindungi
melalui kebijakan pelarangan perburuan dan illegal logging bagi pekerja dan mitra kerja
Biodiversity The Company participated to support preserving flora/ fauna, especially those categorized as protected
through policy enactment on hunting ban and illegal logging for workers and work partners.
Pemulihan Habitat dan Penanaman Pohon [G4-EN13]

Habitat Restoration and Tree Planting
Area Jumlah Pohon Ditanam (Batang)

Area 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 Kamojang Area developed Conservation Eagle Rehabilitation
dengan fasilitas terlengkap dan pertama di Indonesia yang Center complete with extensive facilities, which was the first in
menggunakan standar internasional terbaru dari IUCN Indonesia to apply the latest international standard from IUCN,
yaitu Guidelines for Reintroduction and Other Conservation specifically Guidelines for Reintroduction and Other Conservation
Translocation. Translocation.
Pada tahun 2015, Perusahaan telah melepasliarkan 7 ekor In 2015, the Company managed to release free 7 Java origin eagle
burung elang jawa (nisaetus bartelsi) dan 1 ekor burung hantu, (Nisaetus bartelsi), and an owl as part of conservation effort. The
sebagai bagian upaya konservasi. Burung elang jawa telah creature has been indicated as an endangered species with only
ditetapkan sebagai hewan langka dan jumlahnya diperkirakan 700 birds left. It was released at the Kamojang Eagle Conservation
hanya tinggal 700 ekor di Indonesia. Pelepasliaran dilakukan Center (PKEK), Wisata Laksana Village, Bandung Regency, West
di Pusat Konservasi Elang Kamojang (PKEK) di Desa Wisata Java.
Laksana, Kabupaten Bandung, Jawa Barat.
Sesuai rencana jangka panjang, PKEK akan menjadi pusat In accordance with long term plans, PKEK will become the largest
rehabilitasi elang terbesar dan terlengkap di Indonesia. and most complete raptor rehabilitation center in Indonesia. PKEK
Pengembangan PKEK dilakukan Area Kamojang bekerja sama development is performed at Kamojang Area in cooperation with
dengan Balai Besar Konservasi Sumber Daya Alam (BBKSDA) West Java Office for Natural Resources Conservation (BKKSDA),
Jawa Barat, dan Raptor Indonesia (RAIN). Hingga akhir tahun and Raptor Indonesia (RAIN). Until the end of 2015, the number of
2015 burung yang berada di PKEK berjumlah 39 ekor elang jawa birds at PKEK was 39 Javanese hawk-eagle and 1 owl; of which 19
dan 1 ekor burung hantu, diantaranya 19 ekor burung elang Javan hawk-eagle was handed over from surrounding community
jawa merupakan serahan warga sekitar ke PKEK, sementara to PKEK, while 7 has been released. [G4-EN14]
yang telah dilepasliarkan berjumlah 7 ekor. [G4-EN14]
Selain sebagai pusat konservasi, keberadaan PKEK diharapkan Aside from being a conservation center, PKEK is expected to
dapat juga mengembangkan pariwisata di daerah ini. expand the quality of tourism in the related region. Wisata Laksana
Desa Wisata Laksana yang juga dikelola oleh Perusahaan, Village, whom also runs by Company, promotes environment
mengembangkan aspek perlindungan lingkungan, edukasi, protection, education, culture preservation and improvement in
pelestarian budaya dan peningkatan keekonomian masyarakat surrounding’s economic community.
sekitar.
Panas Bumi, Sumber Energi Ramah Lingkungan Geothermal, An Eco-Friendly Energy Resource
[G4-EN19] [G4-EN19]
Panas bumi merupakan sumber energi yang ramah lingkungan. Geothermal is an eco-friendly energy resource as it is regarded as
Panas bumi terbilang sangat rendah mengeluarkan emisi low carbon emission, the biggest contributor to greenhouse gas
gas karbon, yang termasuk gas rumah kaca (GRK) pemicu (GHG) and global warming. A utilization of geothermal as energy
pemanasan global. Pemanfaatan panas bumi sebagai sumber resource has become a part of clean development mechanism
energi menjadi bagian dari mekanisme pembangunan bersih (CDM).
atau clean development mechanism (CDM).
Mekanisme Pembangunan Bersih Clean Development Mechanism

Perusahaan melakukan upaya mengurangi emisi Gas Rumah Efforts to reduce Greenhouse Gases through Clean Development
Kaca melalui Mekanisme Pembangunan Bersih (Clean Mechanism. Total potential sales of GHG reduction through
Development Mechanism). Total potensi penjualan reduksi GRK Certified Emission Reduction (CER) from 7 CDM projects reached
melalui Certified Emission Reduction (CER) dari 7 proyek CDM 2.58 million tons of CO2e/year.
Perusahaan mencapai 2,58 juta ton CO2e/tahun.

Directors' Report
Upaya Perusahaan tidak berhenti pada perolehan CER semata. Pertamina efforts do not stop at CER accomplishment. We attempt
Perusahaan berupaya agar kredit karbon dapat dihargai tinggi for the high appreciation of carbon credit due to high quality and
karena berkualitas, kompleksitas yang tinggi, dan memberikan complexity and benefits for sustainable development. This is
manfaat bagi pembangunan berkelanjutan. Hal ini diperoleh obtained by seeking Gold Standard (GS) achievement for carbon
dengan mengupayakan kredit karbon mencapai Gold Standard credit based on benchmark from the Gold Standard Foundation.
(GS) berdasarkan benchmark dari Gold Standard Foundation. GS itself is the carbon credit standard recognized by more than
GS sendiri merupakan standard kredit karbon yang diakui 80 NGOs worldwide. Credit carbon which value is upgraded to GS
oleh lebih dari 80 NGO di seluruh dunia. Kredit karbon yang has the potential of premium sales value. The followed GS scheme
ditingkatkan statusnya menjadi GS berpotensi memiliki is difficult and includes preparation, validation, registration,
nilai jual premium. Skema GS yang diikuti tidak mudah yang monitoring, reporting plan, and verification.
meliputi persiapan, validasi, redigistrasi, pemantauan, rencana
pelaporan, dan verifikasi.
Sejak tahun 2014, Perusahaan telah mendaftarkan 5 proyek In 2014, Pertamina had registered 5 CDM projects to the Gold
CDM pada Gold Standard Foundation dan ke-5 proyek tersebut Standard Foundation and the 5 projects have obtained CDM Gold
telah memperoleh status Gold Standard CDM. Total potensi Standard status. The total GHG emission reduction potential from
pengurangan emisi GRK dari proyek Gold Standard mencapai the Gold Standard project reached 2.06 million tons of CO2e/
2,06 juta ton CO2e/tahun. Proyek-proyek ini merupakan inisiatif year. These projects are the first CDM Gold Standard initiatives
Gold Standard CDM pertama di Indonesia. in Indonesia.
Status Proyek CDM

CDM Project's Status
No Nama Proyek Potential of Status (31 Desember 2015)

Name of Project CER Status per December 31st, 2015
(Ton CO2eq)
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.
• Registered at UNFCCC with Project Number 5785 on May 22nd, 2012.
3 CDM Lumut Balai Unit III&IV 581,784 • Teregistrasi di UNFCCC dengan No. Project 7315 pada tanggal 19 September 2012.
• Registered at UNFCCC with Project Number 7315 on September 19th, 2012.
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

Emisi Emission
Pemanfaatan panas bumi yang dikelola Perusahaan menjadi Geothermal utilization carried out by the Company is also the
bagian dari upaya PT Pertamina (Persero) untuk mendukung responsibility of PT Pertamina (Persero) with the purpose of
kebijakan peta jalan penurunan emisi gas rumah kaca sustaining policy of greenhouse gas emission reduction road
yang ditetapkan Pemerintah. Perusahaan telah melakukan map imposed by the Government. The Company has measured
pengukuran potensi penurunan emisi gas karbon yang the potential amount of reduction, which derived from PLTP unit
bersumber dari pengoperasian unit-unit PLTP pada masing- operation in each Area. The target of GHG emission referred to
masing Area. Target reduksi GRK Perusahaan mengacu pada policies abide by PT Pertamina (Persero) to support emission
kebijakan PT Pertamina (Persero) untuk mendukung program reduction in Indonesia, in which the calculation oriented to the
pengurangan emisi di Indonesia. Perhitungan pengurangan Company’s burden of emission enforced in 2010 in the amount of
emisi mengacu beban emisi dari kegiatan Perusahaan yang 34,956 Ton CO2eq per year. [G4-EN15, G4-EN16, G4-EN17]
ditetapkan pada tahun 2010 sebesar 34.956 Ton CO2eq/. [G4-
EN15, G4-EN16, G4-EN17]
Hasil Pengukuran Beban Emisi

Measurement of Burden of Emission
Area-Unit 2015 2014 2013

(Ton) (Ton) (Ton)
CO2 H2S NH3 CO2 H2S NH3 CO2 H2S NH3
Kamojang Unit IV 32,661 891 25 31,207 826 24 30,349 700 27
Kamojang Unit V 2,544 273 7 - - - - - -
* PLTP yang dimiliki dan dioperasikan Perusahaan hingga 31 Desember 2015 adalah PLTP Kamojang Unit IV dan V.
* PLTP owned and operated by the Company up to 31st December 2015 was PLTP Kamojang Unit IV and V.

Directors' Report
Selama tahun 2015, Perusahaan telah melakukan berbagai In 2015, the Company has administered a number of initiatives to
inisiatif untuk mengurangi emisi gas karbon maupun gas rumah diminish carbon gas emission and other greenhouse effects. Up
kaca lainnya. Hingga akhir periode pelaporan, inisiatif yang to the end of reporting period, initiatives transpired in Kamojang
dilakukan di Area Kamojang, Area Lahendong, dan Area Ulubelu Area, Lahendong Area, and Ulubelu Area succeeded to suppress
telah berhasil menghasilkan potensi penurunan 21.369,65 21,369.65 tCO2 through innovation programs.
tCO2 melalui program-program inovasi yang dilakukan.
Unit Bisnis Inisiatif Dilakukan Reduksi Emisi GRK

Business Unit Completed Initiatives Reduction of GHG
Emission
(Ton CO2 eq)
2015 2014
Kamojang 1. Retrofit Refrigeran Musicool 21,095 12,906.81

2. Pengurangan steam venting dengan covering steam trap
3. Pemasangan inverter pada 3 pompa injeksi dan lampu power factor lebih tinggi
4. Meningkatkan efisiensi pembangkit pada saat start up unit dengan optimalisasi pemakaian
uap di PLTP Kamojang (283,6 kWH)
5. Penggantian oli gearbox fan cooling tower dengan modifikasi jalur pengisian dari luar fan
cylinder di PLTP Kamojang IV
6. Mempercepat proses startup PLTP Kamojang Unit IV (kondisi sumur di tutup)
7. Meningkatkan kualitas air baku pengisi basin cooling tower pada saat proses start up melalui
modifikasi fasilitas sand filter sistem utility di PLTP Kamojang IV
8. Pemanfaatan air kondensat untuk pemanas ruangan operator WPS
9. Potensi pengurangan pencemar udara dengan optimalisasi pengoperasian hanya 1st ejector
65% dan 25% (penghematan 1T/jam)
10. Own used - energy panas bumi Houseload Kamojang
11. Merubah jadwal ROT steam free test dari 1 minggu sekali menjadi 1 bulan sekali
12. Pemanfaatan waste steam menggunakan thermoelectric element sebagai sumber energi
ramah lingkungan untuk lampu penerangan
13. Pemanfaatan uap buangan panas bumi menggunakan portable micro turbine sebagai sumber
listrik instan
14. Penggunaan steam sebagai sumber tenaga mesin potong rumput sebagai Efisiensi
penggunaan bbm
15. Penggunaan uap panas bumi sebagai sumber tenaga untuk mesin cat kepala sumur Area
Kamojang
16. Pemanfaatan uap panas bumi untuk sterilisasi jamur tiram Kamojang
1. Retrofit Refrigerant Musicool

2. Venting steam subtraction with steam trap covering
3. Inverter installation to 3 injection pumps and superior power factor lamp
4. Improving plant’s efficiency in the time of unit start up by optimizing steam use in PLTP Kamojang
(283.6 KWh)
5. Substituting the oil of gearbox cooling tower fan with a modification of filling path from the
outer of cylinder fan in PLTP Kamojang IV
6. Accelerate start-up process of PLTP Kamojang Unit IV (the well was closed)
7. Improving the quality of raw water for cooling tower basin in startup process through a
modification of sand filter to utility’s system in PLTP Kamojang IV
8. Utilizing condensate water for WPS operation room heater
9. Potential reduction of air contamination by optimizing only the operation of 1st ejector 65% and
25% (saving 1T/hour)
10. Own-used geothermal energy for Houseload in Kamojang
11. Changing the schedule of ROT steam free test from once a week to once a month
12. Utilizing waste steam using thermoelectric element as eco-friendly energy resource for lighting
purpose
13. Utilizing geothermal exhaust steam using portable micro turbine as instant power resource
14. Applicating steam as a source to grass cutter machine functioned as efficiency of fuel use
15. Utilizing geothermal steam as a source to paint machine for well construction in Kamojang Area
16. Deployment of geothermal steam for Kamojang’s oyster mushroom sterilization

Lahendong 1. Instalasi sistem inverter pada control panel pompa Cluster LHD-5 (kondisi operasi) 293,785 157
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-5
4. 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-5
4. Installing inverter system to control panel in Cluster LHD-13 (in operation)
5. Installing inverter system to control panel
Ulubelu Pemanfaatan sistem gravitasi pada penyaluran brine dari pond menuju sumur reinjeksi (Cluster D) 6,308 3.07
Utilizing gravity system from to brine distribution from pond to reinjection well (Cluster D)
Metode penghitungan dilakukan berdasarkan rasio estimasi Calculation method was based on estimation ratio of carbon
pengurangan emisi karbon dari program dibandingkan baseline emission reduction program in comparison with 2010 baseline
data tahun 2010 yang telah ditetapkan PT Pertamina (Persero) data regulated by PT Pertamina (Persero) and approved by the
dan disetujui Pemerintah. Government.
Perhitungan Reduksi Emisi

Calculation of Emission Reduction
Area 2015 2014 2013
tco2 % tco2 % tco2 %
Kamojang 21,095.00 60.35 12,906.81 36.92 4,724.41 13.52
Lahendong 293.78 0.84 156.88 0.45 60.46 0.17
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

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ekonomi dan Perlindungan Konsumen
Implementation of Social and Environment Responsibility In Economy And Consumer Protection
TERUS TUMBUH
DALAM INTEGRASI
DAN INOVASI
Continue To Grow In Integration and Innovation
Besarnya potensi panas bumi yang dimiliki Indonesia, menjadikan

Pemerintah berkeinginan memanfaatkannya sebagai sumber energi
utama dan secara bertahap menggantikan energi fosil. Perusahaan
berupaya untuk mewujudkannya, melalui bisnis yang dijalankan.
The magnitude of potential geothermal in Indonesia encourages

the Government to have the initiative to utilize it into a main source
energy, which gradually replacing fossil energy. Through its business
plan, the Company intends to realize the initiative.
Directors' Report
Strategi Pengembangan dan Penambahan Development Strategy and Capacity Growth of

Kapasitas PLTP Pltp
Pemerintah menargetkan pengembangan energi panas The Government has targeted geothermal development to
bumi pada tahun 2019, mampu memenuhi kebutuhan listrik achieve 97% of household’s electricity needs in Indonesia by
97% rumah tangga di Indonesia. Bersama perusahaan lain 2019. Altogether with other companies with similar business line
yang mengembangkan panas bumi di Indonesia, Perusahaan in Indonesia, the Company is determined to actualize the target
berupaya mewujudkan target tersebut, dengan terus by maintaining geothermal steam and electricity production
meningkatkan kapasitas produksi uap panas bumi dan produksi capacity.
listrik.
Perusahaan, dengan dukungan PT Pertamina (Persero) To have the endorsement of PT Pertamina (Persero), the Company
melakukan investasi sekitar USD2.5 miliar sampai tahun firmly decided to invest approximately billion until 2019 to finance
2019 untuk membiayai pembangunan unit-unit baru PLTP di the construction of new units in new units of PLTP in several Areas,
sejumlah Area, serta inisiasi penerapan PLTP berskala kecil di including PLTP units with small scale.
beberapa Area.
Pembangunan Unit PLTP

Development of PLTP Unit
No Nama Proyek Area Kapasitas (MW)

Project Name Capacity
1 Kamojang Unit V Kamojang, Jawa Barat 35

Kamojang, West Java
2 Ulubelu Unit III & IV Ulubelu, Lampung 2 x 55

Ulubelu, Lampung
3 Lumut Balai Unit I & II Lumut Balai, Sumatra Selatan 2 x 55

Lumut Balai, South Sumatera
4 Lahendong Unit V & VI Lahendong, Sulawesi Utara 2 x 20

Lahendong, North Sulawesi
5 Karaha Unit I Karaha, Jawa Barat 30

Karaha, West Java
6 Hululais Unit I & II Hululais, Bengkulu 2 x 55

Hululais, Bengkulu
7 Sungai Penuh Unit I Sungai Penuh, Jambi 1 x 55

Sungai Penuh, Jambi
8 PLTP Small Scale Lahendong, Sulawesi Utara 2x5

Sibayak, Sumatra Utara
Sibayak, North Sumatera
9 Double Flash Lahendong, Sulawesi Utara 5


Seluruh proyek-proyek tersebut dijadwalkan beroperasi All of these projects were scheduled to commercially operate
komersial secara bertahap, mulai tahun 2015 hingga tahun gradually, starting from 2015 to 2019. Upon the completion, the
2019. Dengan tuntasnya proyek-proyek tersebut, Perusahaan Company will have the capacity of 907 MW in 2019. It is equivalent
akan memiliki kapasitas sebesar 907 MW pada tahun 2019. to operational of conventional power plant that absorbs 42,901
Kapasitas tersebut setara operasional pembangkit listrik barrel oil equivalent per day (BOEPD).
konvensional yang menggunakan bahan bakar minyak 42.901
barel setara minyak per hari (BOEPD).
Dengan pengalaman dan kinerja selama ini, serta didukung Instilled with years of experience and performance, also
kapabilitas sumber daya manusia yang kompeten, Perusahaan strengthen by competent human resources capability, the
menetapkan target untuk mengembangkan energi panas bumi Company set its target to develop geothermal of 2,267 MW in
sebesar 2.267 MW pada tahun 2025. Kapasitas tersebut setara 2025. It is equivalent to a production of 110 thousand BOEPD.
dengan produksi 110 ribu BOEPD.

Directors' Report
Terus Tumbuh dan Berkembang Continue To Grow and Develop

Sejalan dengan strategi pengembangan panas bumi sebagai Aligning with the strategy of geothermal energy as the energy
sumber energi, integrasi yang terbangun menjadikan kinerja resource, the established integration has molded Company's
Perusahaan selama tahun 2015 terus bertumbuh. performance to continue to grow throughout 2015.
Nilai Ekonomi Didapat dan Didistribusikan Acquired and Distributed Economic Value
Total pendapatan Perusahaan selama tahun 2015 adalah Total revenue of the Company in 2015 was USD546.00 million,
USD546.00 juta, meningkat 2% dibanding tahun 2014 increased by 2% compared to 2014, which reached USD534.81
sebesar USD534.81 juta. Selain itu, total nilai ekonomi yang million. Aside from that, total of distributed economic values
didistribusikan mencapai USD85.10 juta, turun dibanding strike at USD85.10 million, which went downfall compared to the
tahun 2014 sebesar USD87.11 juta. [G4-EC1] 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 Lainnya 474,613 464,350 428,024

Cost of Goods Sold and Other Direct Costs
3 Biaya pegawai 27,163 25,691 24,724

Employee Cost
4 Jumlah pembayaran kepada penyandang dana

Total payment to financier
Pengeluaran Untuk Pemerintah (Pembayaran Pajak) 44,217 44,768 45,627

Expenses to Government (Dividend and Tax Payment)
5 Pengeluaran kepada masyarakat

Expenses to community
Realisasi Program Kemitraan 0 0 0

Realization of Partnership Program
Realisasi Dana Bina Lingkungan 0 3.55 0.27

Realization of Community Development Fund
Realisasi CID 11.31 23.00 17.55

Realization of CID
NILAI EKONOMI DIDISTRIBUSIKAN | WITHHOLD ECONOMIC VALUE
6 Laba Bersih 85,100 87,109 87,062

Net Profit
Dalam ribuan USD | In thousand USD

Seluruh pendapatan Perusahaan berasal dari penjualan uap The entire revenue of the Company derives from geothermal
panas bumi kepada PT PLN (Persero) dan Independent Power steam sales to PT PLN (Persero) and Independent Power Producer
Producer (PT Indonesia Power dan PT Dizamatra Powerindo), (PT Indonesia Power and PT Dizamatra Powerindo), as well as
dan penjualan tenaga listrik yang dihasilkan dari PLTP milik electric power sales that produced by the Company’s PLTP to PT
Perusahaan kepada PT PLN (Persero). Tidak ada pendapatan PLN (Persero). The Company did not receive any financial aid from
Perusahaan yang diperoleh sebagai bantuan finansial dari the Government. [G4-EC4]
Pemerintah. [G4-EC4]
Perusahaan menghitung potensi reduksi emisi tersertifikat atau The Company has counted potential certified emission reduction
certified emission reduction (CER), yang dapat menjadi sumber (CER) that could be used as alternative income resources for the
pendapatan alternatif bagi Perusahaan melalui mekanisme Company through carbon sales mechanism. The sales of CER can
penjualan karbon. Penjualan CER dapat dilaksanakan setelah only be realized after implementation and monitoring of CDM is
implementasi & monitoring CDM berjalan (yakni setelah proyek already running (specifically after the project has been actively
telah aktif beroperasi), serta dengan mempertimbangkan operating) and also to consider current carbon market. [G4-EC2]
kondisi pasar karbon saat ini. [G4-EC2]
Hingga akhir tahun 2015, total potensi CER dari 7 proyek Up until the end of 2015, the total potential of CER from 7 clean
mekanisme pembangunan bersih atau clean development development mechanism (CDM) has attained 2,583,641 ton of
mechanism (CDM) mencapai 2.583.641 ton CO2eq per tahun. CO2eq per year.
Selama tahun 2015, Perusahaan tidak pernah dihadapkan pada During 2015, the Company was faced or never faced with any
terganggunya kegiatan operasional karena peristiwa yang operational hindrances due to a certain incident that could
dapat diindikasikan sebagai bentuk perubahan iklim hingga be considered as climate change so that it brought financial
menimbulkan implikasi finansial. [G4-EC2] implications.[G4-EC2]

Directors' Report
Selama tahun 2015, Perusahaan telah membayarkan biaya Throughout 2015, the Company has financed those that related
terkait program pensiun pekerja antara lain: to employees retiring program, which are:
• Iuran Program Pensiun Manfaat Pasti (PPMP) kepada Dana • Premium for Defined Benefit Pension Program (PPMP) to
Pensiun Pertamina Pertamina Pension Fund
• Iuran Program Pensiun Iuran Pasti (PPIP) kepada Lembaga • Premium for Defined Contribution Pension Program (PPIP) to
DPLK Institution of DPLK
• Iuran Program Kesehatan Pensiunan periode Maret- • Premium for Pension Health Program in March – December
Desember 2015 2015
Pada tahun 2015 terdapat 3 pekerja yang telah pensiun di usia In 2015, there were 3 retiring employees at the age of 56 years
56 tahun yang berhak atas pembayaran Penghargaan Atas old, whom were entitled for Appreciation for Dedication (PAP)
Pengabdian (PAP) dan manfaat pensiun dari PPMP maupun PPIP. and pension benefit from PPMP and PPIP.
PAP dibayarkan secara langsung oleh Perusahaan melalui PAP was to be paid directly by the Company through payroll,
payroll, sedangkan manfaat pensiun dibayarkan oleh while pension benefit was financed by the provider to the retiring
penyelenggara program kepada pekerja yang pensiun dengan employees using a one-time payment mechanism (PPIP) and
mekanisme pembayaran sekaligus (PPIP) dan per bulan (PPMP) monthly payment (PPMP). [G4-EC3]
[G4-EC3]
Jenis Program Masa Penjelasan Description

Depan (Pensiun) Pekerja
Type of Employees’
Future Program (Retiring)
Program Pensiun Manfaat Penyelenggara: Coordinator:

Pasti Dana Pensiun Pertamina Pertamina Pension Fund
Defined Benefit Pension
Program Sifat penyelenggaraan: Nature of Business:
Tetap (Pekerja Pertamina yang pengangkatan sebelum Fixed (Pertamina’s workers who were hired prior 2003)
tahun 2003)
Skema pembayaran premi/iuran: Payment scheme of premium/contribution:

Prosentase yang menjadi beban Perusahaan berbeda Percentage of Company’s expenses is different to each
untuk tiap Pekerja, tergantung dari perhitungan PSAK 24 Worker, which depends on the calculation of Statement
1,95% dari upah tetap pensiun menjadi beban Pekerja 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: Payment scheme to the retired employee:
Per bulan Monthly
Program Pensiun Iuran Pasti Penyelenggara: Coordinator:

Defined Contribution Pension Bringinlife, BNI, Tugu Mandiri, Muamalat, BRI Bringinlife, BNI, Tugu Mandiri, Muamalat
Program
Sifat penyelenggaraan: Nature of Business:
Tetap Fixed

4,5% dari upah tetap menjadi beban Perusahaan 4.5% of fixed salaray is subjected to the Company’s expense
2% dari upah tetap menjadi beban Pekerja 2% of fixed salary is subjected to the Worker’s expense
Skema pembayaran kepada pekerja yang pensiun: Payment scheme to the retired employee:
• Sekaligus • One time
• Per bulan • Monthly

Program Kesehatan Penyelenggara: Coordinator:

Pensiunan Tugu Mandiri Tugu Mandiri
Pension Health Program
Sifat penyelenggaraan: Nature of Business:

Tetap (Pekerja Direct Hire Perusahaan yang memiliki Fixed (Employees of Direct Hire Company have
masa kerja minimal 15 tahun) minimum 15 years of tenures)

• Sekaligus • One time
• Pembelian anuitas (per bulan), apabila saldo dana • Annuity purchase (monthly), if the fund balance
saat pensiun melebihi ketentuan yang berlaku at the time of retiring exceeds the prevailing
stipulation
Keterangan Penjelasan
Description Explanation
Jumlah Pekerja Pensiun 2015 3 Pekerja mencapai usia 56 tahun

Total of Retired Employees in 2015 3 Employees reached 56 years old
Penghargaan Atas Pengabdian (PAP) Dibayarkan langsung oleh Perusahaan kepada Pekerja Pensiun yang terdiri dari komponen PAP 100%,
Appreciation for Dedication (PAP) Cuti Perpadanan & Biaya Pemulangan
Directly paid by Company to Retiring Employees, which comprises of 100% PAP, Comparison Leaves & Cost
of Return
Besaran Pensiun Dibayarkan secara Program Pensiun Iuran Pasti BNI, dibayarkan kepada 2 Pekerja Pensiun, sedangkan 1 Pekerja belum
Langsung melakukan klaim
Nominal of Paid Pension Contribution of Pension Program for Pasti BNI, paid for 2 Retiring Employees, while 1 Employee has yet
submitted its claim
Besaran Pensiun Dibayarkan per Bulan Pembayaran dilakukan oleh Dana Pensiun Pertamina, 1 Pekerja sudah mulai dibayarkan manfaat
Nominal of Monthly Paid Pension 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.

Directors' Report
Menjaga Pasokan Dan Melindungi Pelanggan Maintaining Supplies and Protecting Customers
Hal utama yang mempengaruhi keberlangsungan bisnis Another point that also has its roles in Company's business
Perusahaan adalah pasokan uap panas bumi dan produksi sustainability is the supply of geothermal steam and electricity
listrik. Pasokan uap panas bumi dibutuhkan untuk mendukung production. Geothermal steam is necessary to support the
operasional unit PLTP milik Perusahaan, maupun unit PLTP milik operation of Company’s PLTP unit, as well as those owned by PT
PT PLN (Persero) dan Independent Power Producer (PT Indonesia PLN (Persero) and Independent Power Producer (PT Indonesia
Power dan PT Dizamatra Powerindo) sebagai pelanggan. Power and PT Dizamatra Powerindo) as customers. As for
Adapun produksi listrik dari unit PLTP milik Perusahaan electricity production, it is supplied for PT PLN (Persero), as
disalurkan ke PT PLN (Persero) sebagai pelanggan. [G4-12] customer. [G4-12]
Untuk menjamin ketersediaan pasokan uap panas bumi To ensure the availability of geothermal steam and electricity
dan produksi listrik, Perusahaan terus melakukan kegiatan production, the Company continues to explore for new geothermal
pengembangan untuk mendapatkan sumber-sumber panas resources development. The nature of geothermal industry
bumi baru. Sifat industri panas bumi yang memerlukan teknologi requires for high technology, causing the projects can only be
tinggi, menjadikan pengerjaan proyek-proyek pengembangan executed by companies with certain specifications. This has
panas bumi hanya dapat dilakukan oleh perusahaan-perusahaan caused Company could not engage local companies surrounding
dengan spesifikasi tertentu. Hal ini menjadikan Perusahaan the Areas. Currently, Company is currently cooperating with PT
tidak serta merta dapat menyertakan perusahaan-perusahaan Rekayasa Industri forming a consortium with a company from
lokal di sekitar Area. Disisi lain perusahaan lokal yang memiliki Japan in geothermal development projects. [G4-EC9]
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 The cooperation continually emphasizes on the optimization of
lokal (local content) dan pelibatan penduduk di sekitar lokasi local content and involvement of local community surrounding
proyek sebagai pekerja lokal, terutama untuk jenis pekerjaan project location as local workers, especially for types of work
tanpa keahlian. Secara keseluruhan ada sekitar 1.270 pekerja without specific requirements. On the whole, there are 1,270
yang terlibat dalam pengerjaan proyek-proyek pengembangan employees involved in geothermal development projects, part of
panas bumi, dan sebagian di antaranya adalah pekerja lokal. [G4- which is dominated by local workers. [G4-EC8]
EC8]
Perlindungan Pelanggan Customer Protection

Perusahaan berkomitmen memberikan perlindungan kepada The Company is committed to provide protection to customers.
pelanggan dengan menjamin product delivery sesuai dengan Mechanism of geothermal steam sales with PT PLN (Persero)
persyaratan dalam kontrak. Mekanisme jual beli uap panas and Independent Power Producer (PT Indonesia Power and PT
bumi dengan PT PLN (Persero) dan Independent Power Producer Dizamatra Powerindo) was accomplished with Steam Sales
(PT Indonesia Power dan PT Dizamatra Powerindo) dilaksanakan Contract (PJBU), while electricity sales with PT PLN (Persero) was
dalam bentuk Perjanjian Jual Beli Uap (PJBU). Demikian pula assured with Energy Sales Contract (PJBL). [G4-PR3]
mekanisme jual beli listrik dengan PT PLN (Persero), dijamin
oleh Perjanjian Jual Beli Listrik (PJBL). [G4-PR3]
Hingga akhir tahun 2015, Perusahaan telah melakukan Until the end of 2015, the Company has completed Steam Sales
Perjanjian Jual Beli Uap (PJBU) dengan PT PLN (Persero) Contract (PJBU) with PT PLN (Persero) and Independent Power
dan Independent Power Producer (PT Indonesia Power dan Producer (PT Indonesia Power and PT Dizamatra Powerindo)
PT Dizamatra Powerindo). PJBU disepakati berlaku untuk where the agreement is valid for 30 years.
waktu 30 tahun sejak tanggal operasi komersial dari masing-
masing unit PLTP.

Seluruh daya listrik yang dihasilkan dari unit-unit PLTP milik All electrical power generated by owned PLTP units were
sendiri, dijual kepada PT PLN (Persero) melalui mekanisme purchased by PT PLN (Persero) through the mechanism of Energy
Perjanjian Jual Beli Listrik (PJBL), yang berlaku selama 30 tahun Sales Contract (PJBL), which has 30 years of validity as of the
sejak tanggal operasi komersial dari masing-masing unit PLTP. commercial operation date of each PLTP unit.
Perusahaan memiliki mekanisme untuk menerima pengaduan The Company operates a mechanism to receive complaints from
dari para pelanggan, terkait pelaksanaan jual beli uap panas the customers related to geothermal steam sales to IPP and
bumi kepada IPP maupun jual beli listrik kepada PT PLN electricity sales to PT PLN (Persero). The submitted complaints
(Persero). Pengaduan yang disampaikan pelanggan ditangani will be handled and investigated by each Operation Function in
dan ditindaklanjuti oleh Fungsi Operation masing-masing Area the Area or related function. If it deems necessary, the Backroom
atau fungsi terkait. Apabila diperlukan Tim Backroom juga akan Team will follow-up the submitted complaints/reports, of which
melakukan tindak lanjut atas pengaduan/laporan yang masuk, it aligns to TKO. Approaching the end of period, the Company has
penanganan pengaduan pelanggan ini sesuai dengan TKO. received 113 complaints with 100% have been addressed. [G4-PR4]
Hingga akhir periode pelaporan, perusahaan telah menerima
113 pengaduan, dan semua pengaduan atau 100% telah
ditindaklanjuti. [G4-PR4]
Guna peningkatan pelayanan, Perusahaan melakukan beberapa In order to improve service, the Company implemented several
program di antaranya: programs, among which are:
1. Interchange Unit III dan IV untuk optimalisasi pembangkitan 1. Interchange Unit III and IV for optimizing plants in Lahendong
di area Lahendong area
2. Interkoneksi CL-24 dan CL-13 (interkoneksi unit I, II, III, IV) 2. Interconnection of CL-24 and CL-13 (interconnection of unit I,
untuk optimalisasi pembangkitan di area Lahendong II, III, IV) for optimizing plants in Lahendong area
3. Pemanfaatan heat dan uap panas bumi 3. Geothermal heat and steam utilization
4. Optimalisasi DCS (Distribusi Control System) untuk 4. Optimizing DCS (Control System Distribution) for the
Peningkatan Pembangkitan PLTP Kamojang Unit IV Improvement of PLTP Kamojang Unit IV Plant
5. Modifikasi sistem pengaliran brine dengan memanfaatkan 5. Modification of brine channeling system by utilizing drilling
pipa bekas pemboran menggunakan metode siphon untuk pipes using siphoning method to overcome overflow from pond
mengatasi overflow dari kolam di area Ulubelu. at Ulubelu area.
Kontak Perusahaan adalah pelayanan informasi melalui Company's Contact is the information service through the means
sarana Kontak Pertamina untuk memberikan kemudahan bagi of Pertamina Contact to provide ease for all stakeholders in
semua pihak yang berkepentingan mendapatkan informasi obtaining information regarding Company and/or products/
mengenai Perusahaan dan/atau produk/layanan Perusahaan. services. Company's Contact is coordinated by Government &
Kontak Perusahaan dikoordinir oleh Government & Public Public Relations Manager. Backroom Team is the team consisting
Relation Manager. Tim Backroom adalah tim yang terdiri of representations from supporting functions with the duty of
dari perwakilan dari fungsi-fungsi pendukung yang bertugas providing latest data and information as well as following-up on
untuk memberikan data dan informasi terkini serta melakukan public reports received by Company's Contact.
tindak lanjut atas laporan masyarakat yang masuk ke Kontak
Perusahaan.

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ketenagakerjaan dan Keselamatan dan
Kesehatan Kerja (K3)
Implementation Of Social And Environment Responsibility In Employment And Work Safety And Health (K3)
MEMBENTUK INSAN
PERUSAHAAN CAKAP
DAN PROFESIONAL
Building Competent and Professional Employees
Perusahaan berkomitmen untuk meningkatkan sistem manajemen

pengelolaan sumber daya manusia (SDM), demi mendukung rencana
Perusahaan mengembangkan panas bumi sebagai sumber energi.
The Company is committed to improve human resources management

system in support of its plan in developing geothermal as the main
source of energy.

Directors' Report
Sebagai anak perusahaan PT Pertamina (Persero), pelaksanaan As the subsidiary of PT Pertamina (Persero), the implementation
dan pengelolaan Tanggung Jawab Sosial dan Lingkungan (TJSL) of TJSL in employment and Occupational Health and Safety (OHS),
bidang Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja the Company complies with the stipulation of:
(K3) , mengacu pada ketentuan:
• Undang-Undang No.13 Tahun 2013 tentang • Law Number 13 Year 2013 concerning Employment.
Ketenagakerjaan.
• Undang-Undang No.2 Tahun 2004 tentang Penyelesaian • Law Number 2 Year 2004 concerning Settlement of Conflicts
Perselisihan Hubungan Industrial. in Industrial Relations.
• Undang-Undang Nomor 21 Tahun 2014 Tentang Panas • Law Number 21 Year 2014 concerning Geothermal.
Bumi.
• Undang-Undang No.1 Tahun 1970 tentang Keselamatan • Law Number 1 Year 1970 concerning Work Safety.
Kerja.
• Peraturan Pemerintah No.19 Tahun 1973 tentang • Governmental Regulation Number 19 Year 1973 concerning
Pengaturan dan Pengawasan Keselamatan Kerja di Bidang Regulation and Administration of Work Safety in Mining.
Pertambangan.
• Keputusan Menteri Tenaga Kerja dan Transmigrasi • Decree of Minister of Manpower and Transmigration Number
No.KEP.234/MEN/2003 tentang Waktu Kerja dan Istirahat KEP.234/MEN/2003 concerning Working and Rest Hours
pada Sektor Usaha Energi dan Sumber Daya Mineral pada in the Business Sector of Energy and Mineral Resources in
Daerah Tertentu. Specific Areas.
• Peraturan Menteri Tenaga Kerja dan Transmigrasi • Regulation of Minister of Manpower and Transmigration
No.PER.15/MEN/VII/2005 Tahun 2005 tentang Waktu Kerja Number PER.15/MEN/VII/2005 Year 2005 concerning
dan Istirahat Pada Sektor Usaha Pertambangan Umum Working and Rest Hours in the Business Sector of General
Pada Daerah Operasi Tertentu. Mining in Specific Operation Areas.
Strategi Pengembangan SDM Human Resources Development Strategy

Selama tahun 2015 pengembangan SDM berfokus pada: In 2015, Human Resources development focused on points below:
1. Aspek Ilmu dan Teknologi 1. Knowledge and Technology Aspect

Untuk mewujudkan SDM yang berkualitas sesuai dengan In order to realize a quality human resources rising to its
harapan, Perusahaan membangun Center of Excellence SDM expectations, the Company established Center of Excellence
dan terus berkomitmen melakukan pembelajaran melalui on human resources and continues to tread on learning curves
pendidikan dan pelatihan teknologi panas bumi. through education and training on geothermal technology.
2. Aspek Manajemen 2. Management Aspect

• Menerapkan dan menyempunakan organisasi dan • Implementing and refining the Company’s organization
korporasi Perusahaan. and corporation.
• Melengkapi dan menyempurnakan SDM. • Complementing and enhancing human resources.
• Menerapkan kepemimpinan manager-leader kelas • Implementing a world-class leadership of manager-leader.
dunia.
• Membudayakan tata kelola perusahaan yang baik (good • Developing a Good Corporate Governance (GCG).
corporate governance atau GCG)

Pekerja Kami Our Employees

Perusahaan telah menyusun proyeksi kebutuhan SDM guna The Company has organized a projection of human resources
mendukung realisasi rencana pengembangan panas bumi requirement in order to support the realization of geothermal
periode 2016-2020. Kebutuhan SDM disesuaikan dengan development plan 2016-2020. Such requirements were adjusted
kegiatan yang dilakukan. to the activites.
Proyeksi Kebutuhan SDM

Manpower Planning
Tahun Formasi Formasi Formasi Jumlah Pekerja Vacant MPP Kebutuhan Rencana Recruitment
Year Jabatan Non Project Project Saat Ini Vacant MPP Requirement Recruitment Plan
Position Non-Project Project Total Current
Formation Formation Formation Employees
Jumlah Fresh Experience

Total Fresh Experience
2016 771 724 47 460 311 4 179 175 128 47
2017 771 724 47 635 136 7 41 34 13 21
2018 799 752 47 669 130 7 67 60 41 19
2019 925 889 36 729 196 11 134 123 53 70
2020 1,147 1,111 36 852 295 15 171 156 84 72

Directors' Report
Hingga akhir tahun 2015, jumlah pekerja adalah 449 orang. Nearing the end of 2015, 449 employees were employed, which
Sebanyak 46 adalah pekerja baru, terdiri atas 44 pekerja 46 of them were new recruits comprising of 44 male employees
laki-laki dan 2 pekerja perempuan. Sementara pekerja yang and 2 female employees. Whereas, those who resigned were
meninggalkan Perusahaan ada 8 orang. [G4-LA1] amounted to 8 employees. [G4-LA1]
Rasio perputaran pekerja pada tahun 2015 sebesar 1,78%. In 2015, the figure shown at 1.78%, which defined a conducive
Angka rasio ini menandakan suasana kerja yang kondusif. working environment.
Jumlah Pekerja Baru 2015

Total of New Employees 2015
Bentuk Pekerjaan | Type of Work Pria | Male Wanita | Female Jumlah | Total
Eksplorasi dan Pengembangan | Exploration and Development 5 0 5
Operasi | Operation 19 2 12
Pendukung | Supporting 10 0 10
Proyek | Project 10 0 10
Jumlah Pekerja Meninggalkan Perusahaan

Total of Resigned Employees
Latar Belakang | Background Gender Kelompok Usia
Laki-laki Perempuan <30 Tahun 31 – 55 Tahun >56 Tahun

Male Female <30 Years 31-55 Years >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 Equal opportunities to work in the Company are made available for
negara Indonesia terbaik, untuk bekerja di Perusahaan. Proses all qualified people in Indonesia. Recruitment process is provided
penerimaan terdiri dari beberapa jalur, baik untuk para lulusan in several paths, either for new recruits or experienced employees.
baru maupun pekerja berpengalaman.
Mereka yang diterima bekerja, selanjutnya menerima imbal For those who are accepted, rewards are applied for them as per
jasa pekerjaan sesuai ketentuan remunerasi yang berlaku di existing remuneration program administered in the Company.
Perusahaan. Imbal jasa pekerjaan meliputi pula pemberian Such rewards are benefits provision that comply with employment
tunjangan sesuai dengan status kepegawaian, maupun status, or placement of work. [G4-LA2]
penempatan masing-masing pekerja. [G4-LA2]
Penerimaan Pekerja Baru 2015

Recruitment of New Employees in 2015
Latar Belakang | Background Jalur Penerimaan | Realisasi | Realization

Recruitment Process
Laki-laki Perempuan Jumlah

Male Female Total
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/Fasilitas Pekerja Tetap Pekerja Tidak Tetap

Type of Benefits/Facilities Permanent Employees Contract Employees
Asuransi Jiwa | Life Insurance Ada | Yes Tidak | No
Perawatan Kesehatan | Health Care Ada | Yes Ada | Yes
Ketidakmampuan dan Cacat Tetap | Frailty and Permanent Disability Ada | Yes Ada | Yes
Cuti Melahirkan | Maternity Leave Ada | Yes Ada | Yes
Pemberian Pensiun | Pension Allowance Ada | Yes Tidak | No
Kepemilikan Saham | Share Ownership Tidak | No Tidak | No
Car & Home Ownership Program | Car and Home Ownership Program Ada | Yes Tidak | No
Program Kesehatan Pensiun | Pension Health Program Ada | Yes Tidak | No
Bantuan Istirahat Tahunan | Annual Intermission Assistance Ada | Yes Tidak | No
Tunjangan Hari Raya Keagamaan | Religious Holliday Allowance Ada | Yes Ada | Yes
Medical Checkup Ada | Yes Tidak | No
Fasilitas Olahraga | Sports Facility Ada | Yes Ada | Yes

Directors' Report
Bentuk Manfaat Pada Lokasi Operasional Signifikan

Benefits in Significant Operational Locations
Bentuk Tunjanan/Fasilitas | Type of Benefits/Facilities Pekerja Tetap Pekerja Tidak Tetap

Permanent Employees Contract 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) Ada | Yes Tidak | No
On Off Benefits (project that allows on off system) (tidak berlaku bagi pekerja
penerimaan setempat)
(not applicable to local
employees)
Kompensasi Kelebihan Jam Kerja (proyek yang memberlakukan sistem on off) Ada | Yes Tidak | No
Compensation for Excessive Working Hours (project that allows on off system) (tidak berlaku bagi pekerja
penerimaan setempat)
(not applicable to local
employees)
Perusahaan menjamin pekerja yang selesai menjalani cuti Employees, who have completed its maternity leave or other
melahirkan maupun cuti panjang lainnya, untuk bekerja long leaves, have the Company’s assurance to return to the office
kembali sesuai posisi semula. Hingga akhir periode pelaporan corresponding to initial position. Up to the end of financial year,
ada 7 pekerja yang selesai menjalani cuti melahirkan dan telah there were 7 employees completing its maternity leave and have
diterima bekerja kembali. [G4-LA2] returned to work as per usual term. [G4-LA2]
Bentuk Cuti Lama Waktu Cuti (Hari Kerja) Jumlah Pekerja Cuti Jumlah Pekerja Diterima
Type of Leave Duration of Leave (Working Total Employees on Leave Bekerja Kembali
Days) 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
Profil Pekerja Employees’ Profile

Uraian mengenai profil pekerja, disampaikan pada bahasan Description of employees’ profile is illustrated in the discussion of
tentang Profil dalam bagian lain laporan ini. Profile in another part in this report.

Pengembangan Kompetensi Pekerja dan Development of Employees’ Competency and

Jaminan Berkarir Career Support
Perusahaan senantiasa meningkatkan kemampuan para The Company is continuously improving its employees’ ability
pekerja melalui penyelenggaraan berbagai pendidikan dan through an implementation of education and training activities;
pelatihan. Perusahaan juga memberikan jaminan berkarir and also, a provision of career support for the employees.
kepada para pekerja.
Selama tahun 2015, Perusahaan telah menyediakan anggaran During 2015, the Company has offered a budget of Rp9 billion to
sebesar Rp9 miliar untuk membiayai peyelenggaraaan sponsor technical and non-technical training including leadership
pelatihan baik yang bersifat teknis maupun non teknis development training. The total duration of training achieved
termasuk pelatihan pengembangan leadership. Adapun jumlah 21,500 hours, which participated by 363 employees, with an
jam pelatihan yang diselenggarakan mencapai 21.500 jam average of training hour per employee equals to 59.23 hours. [G4-
pelatihan dan diikuti oleh 363 pekerja, sehingga rerata jam LA9]
pelatihan per peserta mencapai 59,23 jam. [G4-LA9]
Program pelatihan dan pengembangan ditujukan untuk By having training and development program, it is expected to
meningkatkan kemampuan, keahlian dan pengetahuan pekerja increase the ability, skills and knowledge of the employees in
dalam keahlian teknis, operasional, manajemen, soft skills regards to technicality, operational, management, soft skills and
dan kepemimpinan. Program pelatihan dan pengembangan leadership. The program is applicable to all employees starting
dirancang untuk seluruh pekerja dari tingkat senior manager, from senior manager, manager, supervisor, even field operator.
manajer, supervisor, sampai dengan operator di lapangan.

Directors' Report
Pelatihan Pekerja Pensiun Retiring Employees Training

Perusahaan juga menyelenggarakan pelatihan bagi pekerja Trainings are also made available by the Company for employees,
yang memasuki masa purnabakti atau pensiun. Pelatihan who are approaching its retirement period. It is designed to equip
diberikan untuk memberikan ketrampilan dan pembelajaran them with life-long skills and learning, so that they can continue
seumur hidup, guna mendukung kelanjutan kerja para pekerja to work and manage its final career. [G4-LA10]
dan membantu pengelolaan akhir karir. [G4-LA10]
Bentuk Pelatihan Pekerja Purnabakti 2015

Type of Retiring Employees Training in 2015
Area dan Bentuk Pelatihan Jumlah Peserta (orang) Penyelenggara dan Materi Pelatihan
Area and Type of Training Total Participants (people) Coordinator and Training Materials
Program Pembekalan Purna Karya (PMPK) Kantor Pusat: 6 Pertamina Corporate University (PCU).
Kamojang: 1 Materi :
Lahendong: 1 • Cara pengelolaan keuangan di masa
Ulubelu: 1 purna karya agar dapat menjalani hidup
yang lebih baik
• Peluang bisnis di masa purna karya
• Persiapan mental dan perilaku serta
perubahan mindset dalam memasuki
masa purna karya
• Leaving Legacy
Retirement Debriefing Program (PMPK) Head Office: 6 Pertamina Corporate University (PCU).
Kamojang: 1 Materials:
Lahendong: 1 • Financial management in retirement period
Ulubelu: 1 in order to live a better life
• Business opportunities in retirement period
• Preparation of mental and behavior, and
also mindset transformation arriving
retirement period
• Leaving Legacy
Jaminan Berkarir Career Support

Perusahaan menjamin dan memberikan kesempatan setara The Company holds its assurance in providing equal opportunities
kepada semua pekerja untuk mengembangkan karir yang to all its employees to develop their career, among others that
diantaranya berdasarkan pada kinerja dan eksposur masing- correspond to each suitable performance and exposure of
masing pekerja. employee.
Sebagai bagian dari pengembangan karir pekerja, sebanyak As part of employees’ career development, an amount of 395
395 pergerakan/mutasi jabatan terjadi selama tahun 2015, movements/mutations occurred in 2015 including movements/
termasuk pergerakan/mutasi jabatan atas adanya perubahan mutations due to transformation in the Company’s organization
struktur organisasi Perusahaan di tahun 2015, dengan rincian structure, with details as follow: [G4-LA11]
sebagai berikut : [G4-LA11]

Area Jumlah | Total
Promosi Rotasi dan Mutasi Demosi

Promotion Rotation and Mutation Demotion
Kantor Pusat | Head Office 11 206 0
Kamojang 2 74 0
Lahendong 1 40 0
Sibayak 0 2 0
Ulubelu 2 44 0
Project Development | Development Project 1 29 0
Keselamatan dan Kesehatan Kerja (K3) Occupational Health and Safety (OHS)
Sejalan dengan visi Perusahaan, menjadi perusahaan panas In line with the vision, which is to be the world-class geothermal
bumi kelas dunia pada tahun 2025, kami berkomitmen company in 2025, we state our commitment to perform a high
melaksanakan kegiatan operasional dengan menerapkan standard operational activities towards work safety, health and
standar tinggi terhadap pengelolaan aspek keselamatan dan environment protection management, as well as to prioritize the
kesehatan kerja dan lindungan lingkungan, serta pengamanan aspect of HSSE safety management in each job implementation.
pengelolaan aspek K3LL menjadi prioritas dalam pelaksanaan Corresponding to HSSE Policy and the Company’s safety measures,
pekerjaan sesuai Kebijakan K3LL dan pengamanan Perusahaan, the planning, management, and supervision of HSSE aspect is
perencanaan, pengelolaan, dan pengawasan aspek K3LL coordinated by the Department of Health, Safety, Security and
dikoordinasikan oleh Fungsi Health, Safety, Security and Environmental (HSSE), which spearheaded by Head of HSSE.
Environmental (HSSE) yang pimpin oleh Head of HSSE. Nevertheless, the management of HSSE aspect is still in fact a
Meskipun demikian, pengelolaan aspek HSSE pada dasarnya responsibility of all parties involved in the job. [G4-42]
merupakan tanggung jawab semua pihak yang terlibat dalam
pekerjaan di Perusahaan. [G4-42]
Fungsi HSSE dibentuk pada setiap unit operasi, baik di kantor The Department of HSSE is established in each operation unit,
pusat, area maupun proyek. Perusahaan juga mengharuskan head office, area or project. Also, the Company requires work
mitra kerja termasuk kontraktor, tamu perusahaan, dan partners including contractors, company’s guest, and related
stakeholder terkait untuk mematuhi setiap peraturan dan stakeholders to comply with each aspect in HSSE that prevails
kebijakan Perusahaan dalam pengelolaan aspek K3LL yang within the Company’s working area.
berlaku di WKP Perusahaan.
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

Directors' Report
Kebijakan dan sasaran K3LL serta pengamanan Perusahaan The policy and target of HSSE and Company’s safety measures
meliputi 6 poin sebagai berikut: include 6 of below points:
1. Mengoptimalkan kualitas dan kuantitas pasokan uap 1. Optimizing the quality and quantity of steam and electricity
dan listrik sesuai komitmen kepada pelanggan dengan supply as per its commitment to customers by putting
mengutamakan aspek K3LL dan pengamanan Perusahaan forward the HSSE aspect and Company’s safety measures in
dalam melaksanakan aktivitasnya. implementing its activities.
2. Mengurangi risiko serendah mungkin untuk mencegah 2. Reducing the risk as low as it could to prevent incidents
insiden melalui identifikasi, evaluasi, pengendalian dan through a process of identification, evaluation, controlling
pemantauan terhadap potensi bahaya dan ancaman. and monitoring to each potential danger and hazard.
3. Mematuhi peraturan perundangan K3LL dan pengamanan 3. Complying the HSSE legislation and Company’s safety
Perusahaan, membina hubungan baik dengan stakeholders, measures, developing good relationship with stakeholders,
serta menggunakan teknologi tepat guna sesuai standar. and employing efficient technology as per standards.
4. Menjadikan kinerja K3LL dan pengamanan Perusahaan 4. Enacting the performance of HSSE and Company’s safety
dalam penilaian dan penghargaan terhadap seluruh measures in giving assessment and rewards to all employees.
pekerja.
5. Meningkatkan kesadaran dan kompetensi pekerja agar 5. Improving employees’ awareness and competency in order to
mampu melaksanakan pekerjaan secara benar, aman, dan conduct a proper, safe, and environmentally sound job.
berwawasan lingkungan.
6. Menerapkan konservasi sumber daya alam dan 6. Implementing natural resources conservation and efficient
pemanfaatan energi yang efisien dan efektif. and effective energy consumption.
Pelaksanaan dan penaatan kebijakan ini dilakukan semua The implementation and conformation of this policy are applied
pekerja dan mitra kerja yang berada dalam pengendalian by the employees and business partners, which under the
Perusahaan. management of the Company.
Guna mendukung penerapan standar tinggi pengelolaan aspek In support of implementing high standard HSSE aspect
K3LL dan pengamanan, Perusahaan telah melaksanakan sistem management and safety measures, the Company has applied
manajemen yang telah disertifikasi oleh pihak berwenang, management system that has been certified by authorities,
diantaranya: among of which:
1. Sistem Manajemen terintegrasi (ISO 14001, OHSAS 18001, 1. Integrated Management System (ISO 14001, OHSAS 18001,
dan ISO 9001) untuk Area Kamojang. and ISO 9001)
2. OHSAS 18001 untuk Sistem Manajemen K3 di Area 2. OHSAS 18001 for OHS Management System in Kamojang
Kamojang dan Area Lahendong. Area and Lahendong Area.
3. ISO 14001 untuk Sistem Manajemen Lingkungan di Area 3. ISO 14001 for Environment Management System in Lahendong
Lahendong dan Area Ulubelu. Area and Ulubelu Area.
4. Sistem Manajemen Pengamanan Perusahaan di Area 4. Management System of Company’s Safety Measures in
Kamojang dan Area Lahendong. Kamojang Area and Lahendong Area.
Pengelolaan aspek K3LL dan Pengamanan Perusahaan The HSSE aspect management and Company’s safety measures
diterapkan di semua area maupun proyek Perusahaan sesuai are set in all areas and projects of Company according to HSSE
Pedoman Sistem Manajemen K3LL maupun Sistem Manajemen Management System Guidelines and Safety Management System
Pengamanan yang telah dimiliki Perusahaan. owned by the Company.

Perusahaan juga memberlakukan Contractor Safety A Contractor Safety Management System (CSMS) is also enforced
Management System (CSMS), yang merupakan bagian dari to suppress or negate incidents through an enhancement in
mitigasi risiko aspek K3LL. Pengelolaan aspek K3LL dilakukan knowledge, understanding, and awareness, as well as care
untuk menekan atau meniadakan insiden. Komitmen dan towards HSSE from all parties, including contractors. The system
upaya peningkatan berkelanjutan dalam pengelolaan aspek is utilized as a tool to select, evaluate, and monitor contractors’
HSSE Perusahaan dilakukan melalui peningkatan pengetahuan, performance. Aside from that, we ensure all contractors
pemahaman, dan kesadaran, serta kepedulian pekerja maupun working within the environment of the Company to have HSSE
kontraktor. CSMS digunakan sebagai alat untuk melakukan management system and conforming to its prerequisites in each
seleksi, evaluasi, dan pengawasan kinerja kontraktor. Selain business.
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 Pekerja Employees’ Representatives

Perusahaan memastikan setiap unit operasi mematuhi dan The Company confirms each operation unit to comply and conduct
melaksanakan setiap aspek K3LL. Perusahaan memfasilitasi each aspect of HSSE, where employees are facilitated with safe
pekerja dengan peralatan kerja yang aman sesuai standar yang tool and equipment applying to standards for their safety and
berlaku untuk menjamin keselamatan dan kesehatan pekerja. health. We also have to make certain of each tool and installation
Kami juga memastikan peralatan dan instalasi yang digunakan has conformed to HSSE rudiments and undergone a periodical
telah memenuhi ketentuan K3LL dan melakukan inspeksi inspection.
secara berkala.
Pada dasarnya pelaksanaan aspek K3LL merupakan komitmen The implementation of HSSE is not only the management’s
bersama tim manajemen maupun seluruh pekerja Perusahaan, responsibility, but also the involvement of employees through
hal ini diperkuat dengan pembentukan tim implementasi an establishment of implementation team of the Company’s
Sistem Manajemen Perusahaan di Area. [G4-LA5] Management System in Areas. [G4-LA5]
Tim Implementasi Sistem Manajemen

K3LL
Membership of K3LL Joint Committee
Unit Bisnis Jumlah Anggota

Business Unit (Orang)
Total Members
(People)
AREA
Kamojang 21
Ulubelu 16
Lahendong 20

Directors' Report
Insiden dan Kecelakaan Kerja Incidents and Occupational Hazards

Selama tahun 2015, Perusahaan mencatat terjadi 5 kejadian Throughout 2015, the Company logged 5 incidents categorized
yang dikategorikan Recordable Incident dan 16 kejadian yang as Recordable Incident and 16 incidents categorized as Non-
dikategorikan Non Recordable Incident. Namun demikian, tidak Recordable Incident. However, there was no incident that could
ada insiden yang bersifat fatal (kematian). Pengklasifikasian ini be considered as fatal (death). This particular classification is
sesuai Pedoman Petunjuk Teknis Pelaksanaan Klasifikasi Insiden according to the Technical Guidelines for the Implementation of
“TRIR” No. A-002-D00000-2013, pedoman TRIR Performance Incident Classification “TRIR” Number A-002-D00000-2013, a
mengacu pada OSHA Log 300. guideline of TRIR Performance corresponding to OSHA Log 300.
Nilai TRIR (Total Recordable Incident Rate) tahun 2015 The value of TRIR (Total Recordable Incident Rate) in 2015 has
mengalami penurunan dibandingkan tahun sebelumnya, yaitu declined compared to the previous year, which was 0.36 (based on
sebesar 0,36 (berdasarkan jumlah kejadian Recordable Incident total Recordable Incident and total of safe working hours in 2015
dan jumlah jam kerja aman Perusahaan tahun 2015 yang that amounted to 14,025,428 hours). [G4-LA6, G4-OG13]
mencapai 14.025.428 jam). [G4-LA6, G4-OG13]
Target dan Jumlah TRIR

Target and Total of TRIR
Uraian | Description 2015 2014 2013
Target 0.9 0.51 0.64
Realisasi | Realization 0.36 0.51 0.18
Statistik Kecelakaan Kerja

Statistic of Occupational Hazard
Uraian | Description Satuan | Unit 2015 2014
Pekerja Laki-laki Pekerja Pekerja Laki-laki Pekerja

Male Employees Perempuan Male Employees Perempuan
Female Female
Employees 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

Directors' Report
Kesehatan Kerja dan Kesehatan Pekerja Work Health and Employees’ Health
Perusahaan menyediakan fasilitas kesehatan dan layanan The Company provides health facilities along with its services
kesehatan, untuk mendukung kesehatan lingkungan kerja dan to support working environment health and employees’ health
kesehatan para pekerja. Keberadaan fasilitas kesehatan dan status. With the related services, employees’ health performance
layanan kesehatan, menjadikan kesehatan para pekerja dapat is able to monitored, so that any work-related illnesses or other
terpantau, sehingga ancaman penyakit akibat kerja maupun diseases could be detected earlier. [G4-LA8]
penyakit lainnya bisa diketahui lebih awal. [G4-LA8]
Fasilitas kesehatan dan layanan kesehatan yang disediakan Such health facilities and services are available in the form of
Perusahaan berupa fasilitas klinik medis, ambulance, dan medical clinic facility, ambulance, and medical personnel (doctor
tenaga medis (dokter dan paramedis) di setiap area maupun and paramedic) in each area and project. The coordination of these
proyek. Fasilitas dan layanan kesehatan yang disediakan ini facilities is organized based on cooperation between the Company
berdasarkan kerja sama antara Perusahaan dan Pertamedika and Pertamedika, which simultaneously joined with the nearest
yang sekaligus bekerja sama dengan rumah sakit rujukan referred hospital. As for work partners/contractors, in EPCC
terdekat. Selain itu, untuk mitra kerja/ kontraktor, seperti (Engineering, Procurement, Construction, and Commissioning),
pekerjaan EPCC (Engineering, Procurement, Construction, and and Drilling, they are also obligated to afford a medical clinic
Commisioning) dan Pemboran, kontraktor juga diwajibkan along with its facilities and personnels. These attributes are stated
menyediakan klinik medis beserta sarana dan tenaga medisnya. in the cooperation agreement between Company and contractor.
Hal ini telah tercakup dalam kontrak kerja sama antara
Perusahaan dengan kontraktor tersebut.

Selama tahun 2015, relatif tidak ada penyakit akibat kerja (PAK) In 2015, there was relatively zero work-related illnesses (PAK),
yang berdampak besar terhadap kesehatan pekerja maupun which might impact the health of employees and work partners
mitra kerja yang berpotensi mengganggu produktivitas pekerja that could potentially disrupt the related employees’ productivity.
yang bersangkutan.
Pekerja Berisiko Tinggi High Risk Employees

Perusahaan memberikan perhatian kepada pekerja dengan High risk employees have the attention of the Company especially
risiko tinggi terhadap kecelakaan kerja. Selain melengkapi related to occupational hazard. Aside complementing personal
fasilitas alat pelindung diri (APD) dan fasilitas kesehatan, protective equipment (PPE) and health facilities, the Company
Perusahaan juga memiliki program-program lain: [G4-LA7] also have other programs: [G4-LA7]
• Management Walk Through • Management Walk Through

• Grand Safety Meeting secara berkala • Periodical Grand Safety Meeting
• Hygiene Inspection (Food Hygiene maupun Camp Hygiene) • Periodical Hygiene Inspection (Food Hygiene and Camp
secara berkala di lokasi bor / EPCC Hygiene) in drilling/EPCC location
• Medical Check up mitra kerja oleh kontraktor • Medical Check Up for work partners by contractor
• Fogging • Fogging
Ketentuan K3 Dalam PKB OHS Provisions in CLA

Komitmen Perusahaan untuk mematuhi dan melaksanakan The Company’s commitment to comply and conduct KHSSE is also
K3LL, juga diwujudkan dengan mencantumkan topik-topik realized by including HSSE topics in Collective Labor Agreement
K3LL dalam Perjanjian Kerja Bersama (PKB) antara Perusahaan (CLA). Such topics are work safety protection and personal
dan Serikat Pekerja Pertamina Geothermal Energy. Topik- protective equipment (PPE), work equipment, medical insurance
topik dimaksud meliputi perlindungan keselamatan kerja administration for employees with occupational hazard, as well
dan ketersediaan alat pelindung diri (APD), perlengkapan as health care insurance. [G4-LA8]
kerja, pemberian jaminan pengobatan bagi pekerja korban
kecelakaan kerja, serta penjaminan pemeliharaan kesehatan
pekerja. [G4-LA8]
Ketentuan mengenai K3LL juga tercantum dalam aturan Stipulation concerning HSSE also stated in the Articles of
Pedoman Perusahaan No. A-004/PGE600/2015-S0 tentang Association Number A-004/PGE600/2015-S0 on the Company’s
Sistem Manajemen Perusahaan. Management System.
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 Pasal 38 (aspek umum) Undang-undang No. 13 Tahun 2003 tentang
kesehatan pekerja Article 38 (general aspect) Ketenagakerjaan
Employees’ protection, safety and health insurance Law Number 13 Year 2003 concerning Employment
Pasal 39 (keselamatan pekerja)
Article 39 (work safety)
Pasal 40 (perlengkapan kerja)

Article 40 (work equipment)
Pasal 41 (kecelakaan kerja)

Article 41 (occupational hazard)

Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Sosial Dan Kemasyarakatan
Implementing Social and Environment Responsibility In Social and Community
MENUJU
SEJAHTERA BERSAMA
Prosperity In Unison
Perusahaan turut berkontribusi pada usaha bersama untuk meningkatkan kesejahteraan masyarakat. Hal ini
diwujudkan melalui pelaksanaan tanggung jawab sosial dan lingkungan (corporate social responsibility atau CSR), yang
memberikan manfaat bagi masyarakat di sekitar lokasi Perusahaan berkegiatan.
Seiring dengan pertumbuhan Perusahaan, realisasi dana CSR untuk membiayai pelaksanaan berbagai program dan
kegiatan juga mengalami peningkatan. Total realisasi dana CSR pada tahun 2015 mencapai Rp13 miliar mengalami
penurunan 63% dibanding tahun 2014 sebesar lebih dari Rp35 miliar.
Program CSR ditujukan untuk memberikan manfaat yang berkelanjutan bagi masyarakat di sekitar lokasi Perusahaan
berkegiatan dan pelestarian lingkungan. Pelaksanaan program CSR mengacu pada tata kerja organisasi yang menjadi
pedoman dalam menjalankan program-program CSR, yaitu Tata Kerja Organisasi Pemetaan dan Pelaksanaan CSR
Nomor B-001/PGE510/2013-S0.
The Company contributes to a common endeavor in improving community’s welfare through corporate social
responsibility or CSR, which introduces benefits to community surrounding the Company’s locations.
Concomitantly with the Company’s growth, the realization of CSR fund in financing several programs and activities
also improved. Total realization of CSR fund in 2015 reached Rp13 billion, declining by 63% compared to 2014,
which was more than Rp35 billion.
CSR program means to introduce sustainable benefits for community surrounding the Company’s locations and
environment preservation. Its implementation refers to the organization governance, which accepted as guidelines
in activating CSR programs, namely Administration of Organization on CSR Mapping and Implementation Number
B-001/PGE51/2013-S0.

Directors' Report
Pelibatan Masyarakat Lokal [G4-SO1, G4-SO2] Involvement of Local Community [G4-SO1, G4-SO2]
Kesungguhan Perusahaan memberikan kontribusi terhadap The determination of the Company in contributing to local
masyarakat lokal, yakni mereka yang berada di sekitar lokasi community, those who reside within the Company’s locations,
Perusahaan berkegiatan, sudah diwujudkan sedari awal. Setiap has been exemplified from the go. Each accomplished geothermal
proyek pengembangan panas bumi yang dikerjakan, telah development project has been complemented with Environmental
dilengkapi AMDAL/ UKL-UPL sesuai ketentuan yang berlaku, Impact Assessment document, of which the content is enclosed
yang didalamnya menyertakan juga mengenai potensi dampak with analysis on potential social impact.
dan pengelolaan aspek sosial.

Area Dokumen AMDAL | AMDAL Document Dokumen Lainnya | Other Documents
Kamojang Kepmen LH No. 241 Tahun 2012 SK Gubernur No. 660.1/2761/I/2005

Decree of Minister of Environment Number 241 Year 2012 Governor Decree Number 660.1/2761/I/2005
Izin Lingkungan tentang Pengembangan Lapangan Uap Panas Surat Kelayakan Lingkungan tentang Penilaian
Bumi dan PLTP Unit V (30 MW) dan Unit VI (60 MW) Kamojang Studi Kaji Ulang ANDAL serta RKL dan RPL
serta Jaringan Transmisi SUTT 150 KV di Kabupaten Bandung dan Pengembangan Lapangan Kamojang 300 MW di
Kabupaten Garut Provinsi Jawa Barat serta PLTP 3 MW Kabupaten Bandung dan Garut
Environmental Permit on Geothermal Steam Field Development and Letter of Environmental Feasibility on Re-Examination
PLTP Unit V (30 MW) and Unit VI (60 MW) in Kamojang; and Transmission Assessment of ANDAL as well as RKL and RPL of Field
Network of SUTT with 150 KV in Bandung Regency and Garut Regency, Development in Kamojang with 300 MW in Bandung
West Java and geothermal power plant 3 MW and Garut Regency
Ulubelu Kepmen LH No. 02.09.06 Tahun 2014

Decree of Minister of Environment Number 02.09.06 Year 2014
Kegiatan Lapangan Uap Panas Bumi dan Pusat Listrik Tenaga

Panas Bumi Proyek Geothermal Ulubelu - Lampung, di Kabupaten
Tanggamus - Lampung oleh PT Pertamina Geothermal Energy
Geothermal Steam Field Activity and Geothermal Power Plant of Ulubelu-
Lampung Geothermal Project, Lampung, Tanggamus Regency, Lampung
by PT Pertamina Geothermal Energy
Lahendong • AMDAL Pengembangan Lapangan Panas Bumi Lahendong Izin Lingkungan Pembangunan PLTP Skala Kecil
SULUT untuk Lahendong Unit I (No. 2974/0115/SJ.R/92)UKL/UPL 2 x 5 MW (belum dikembangkan)
Pengembangan Area Geothermal Lahendong 2x20 MW (unit II dan
III) (No. 660/BPDL/14/II/03
• UKL/UPL Proyek Pengembangan Geothermal Pangolombian 20-40
MW di Kelurahan Pangolombian dan Tondangow Kota Tomohon
Prov. SULUT (unit III dan IV) (No. 660/452/HUT-LH/XI/2005)
• UKL/ UPL UKL UPL Total project Area Panas Bumi dan
Pembangunan PLTP Unit V & Unit 6 (No. No 660/BLH/44.b/IV/2010)
• AMDAL of Lahendong North Sulawesi Geothermal Field Development
for Lahendong Unit I (Number 2974/0115/SJ.R/92) UKL/UPL of Environmental Permit of Small Scale PLTP
Lahendong Geothermal Area Development with 2x20 MW (Unit II and Development with 2x5 MW (not yet developed)
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)
Sibayak No. 977/0115/S.jT/1996

Number 670/269/LH/2015
Studi AMDAL Kegiatan Pengembangan Panas Bumi Lapangan Panas Izin Lingkungan Kegiatan Pembangunan
Bumi Sibayak - Sumatera Utara Pembangkit Listrik Tenaga Panas Bumi (PLTP)
2 x 5 MW oleh PT Pertamina Geothermal Energy
Area Sibayak Berastagi (Belum dikembangkan)
AMDAL Study on Geothermal Development Activity in Sibayak – North Environmental Permit of Geothermal Power Plant
Sumatera Geothermal Field Development (PLTP) with 2x5 MW by PT Pertamina
Geothermal Energy in Sibayak Berastagi Area (not yet
developed)

Directors' Report
Identifikasi potensi dampak negatif maupun dampak positif Indication of potential negative and positive impacts has been
telah dianalisis pada setiap dokumen lingkungan yang dimiliki analyzed in each existing environmental document (AMDAL
(AMDAL maupun UKL – UPL), seperti potensi pencemaran air, or UKL-UPL), such as potential pollution in water, air, land,
pencemaran udara, pencemaran tanah, persepsi negatif dari and community’s negative perception; as well as economic
masyarakat, dan lainnya, juga potensi dampak positif, seperti improvement, recruitment, and alike. The Company consistently
peningkatan perekonomian, penerimaan tenaga kerja, dan manages and monitors each environment and social aspect as
lainnya. Perusahaan secara konsisten melakukan pengelolaan per Environmental Management Plan (RKL) and Environmental
dan pemantauan setiap aspek lingkungan maupun sosial Monitoring Plan (RPL) matrix in each activity stage, starting from
sesuai matriks Rencana Pengelolaan Lingkungan (RKL) maupun pre-construction, construction, operation up to post-operation.
Rencana Pemantauan Lingkungan (RPL) pada setiap tahapan This implementation is reported periodically to related institution.
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 In 2015, the Company also administered social mapping in
sosial pada Area Lahendong dan Area Ulubelu, untuk Lahendong Area and Ulubelu Area to ensure the effectivity of CSR
memastikan efektifitas program-progam CSR telah sesuai programs has been aligned with local community requirements.
dengan kebutuhan masyarakat setempat. Pemetaan sosial The social mapping was collaboratively conducted with an
dilakukan bekerja sama dengan konsultan independen. independent consultant.
Dari pemetaan sosial yang dilaksanakan diperoleh beberapa Deriving from the developed social mapping, there are several
catatan penting terkait pelaksanaan program CSR Area important information related to the Company’s CSR program in
Lahendong yang dilaksanakan Perusahaan: Lahendong Area, which are as follow:
1. Program pengembangan pertanian melalui diversifikasi 1. Agriculture development program through tomato
buah tomat menjadi saos tomat. diversification into tomato ketchup.
2. Pengembangan padi organik melalui metode system of rice 2. Organic rice development through system of rice intensification
intensification (SRI) (SRI) method
3. Pengelolaan pupuk kandang organik dari kotoran sapi, 3. Management of organic fertilizer from cow, horse, and fowl
kuda dan unggas. manure.
4. Pengembangan ilmu pengetahuan melalui sosialisasi 4. Development of science through the socialization of
pemahaman tentang keberadaan Perusahaan understanding concerning the presence of the Company.
5. Pengembangan kapasitas pariwisata melalui pacuan 5. Development of tourism capacity through horse racing, this
kuda, program ini merupakan program pengembangan program is a tourism development program.
pariwisata.
Mekanisme Pengaduan Complaints Mechanism

Perusahaan memiliki mekanisme bagi pemangku kepentingan The Company operates a mechanism that is vital to stakeholders
termasuk masyarakat lokal, untuk menyampaikan pengaduan including local community in delivering complaints and other
maupun berbagai hal lain. Penanganan pengaduan dari issues. At head office, complaints handling from local community
masyarakat lokal ditangani Fungsi Government and Public are controlled by the Government and Public Relation Function in
Relation di masing-masing wilayah kerja. [G4-SO11] each working area. [G4-SO11]
Selama tahun 2015, Perusahaan menerima beberapa Throughout 2015, there had been several complaints received
pengaduan dari masyarakat lokal. Sebagian besar pengaduan from the local community, which in majority had been investigated,
tersebut telah ditindakanjuti, sehingga tidak sampai so that it would not disrupt the Company’s operational activities.
mengganggu kegiatan operasional Perusahaan.

Area Jumlah Keluhan Diterima Jumlah Keluhan Diselesaikan Keterangan

Total Received Complaints Total Settled Complaints Description
Kamojang 0 0 -
Lahendong 6 5 Terdapat penanganan 1 keluhan

secara bertahap hingga 2016.
There was 1 complaint discovered
gradually in 2016.
Sibayak 0 0 -
Ulubelu 1 1 -
Beberapa pengaduan penting yang diterima Perusahaan, Several significant reports received by the Company include plant
di antaranya adanya kerusakan tanaman akibat kegiatan damage due to operational activities. To respond to the matter,
operasional. Untuk menanggapi hal ini, maka Perusahaan the Company assists in plant maintenance and repair.
membantu pemeliharaan dan perbaikan tanaman.
Pengelolaan Dampak Ekonomi Tidak Langsung Management of Indirect Economic Impacts [G4-
[G4-EC7, G4-EC8] EC7, G4-EC8]
Kegiatan Perusahaan dalam bidang panas bumi, membuat Geothermal activities have made recruitment of local community
jumlah pekerja yang direkrut dari masyarakat setempat sebagai the direct benefit out of the Company’s existence, which becoming
bentuk manfaat langsung dari keberadaan Perusahaan, more limited. Therefore, Company is continuously executing CSR
menjadi sangat terbatas. Untuk itu, Perusahaan secara programs in order to empower and improve the welfare of local
berkesinambungan melaksanakan program-program CSR guna community, so that they will still affected by indirect benefit
memberdayakan dan meningkatkan kesejahteraan masyarakat transpired by the Company.
setempat, sehingga mereka secara tidak langsung tetap dapat
merasakan manfaat dari keberadaan Perusahaan.
Salah satu bentuk program CSR yang diselenggarakan As part of the Company’s plan in infrastructure, economic
Perusahaan adalah kegiatan pembangunan infrastruktur, empowerment and disaster management, infrastructure is
yang merupakan bagian dari bidang kegiatan infrastruktur, incorporated in one of its CSR programs. In 2015, the Company
pemberdayaan ekonomi dan manajemen bencana. Selama managed to support several infrastructure developments.
tahun 2015, Perusahaan telah membantu pembangunan
beberapa infrastruktur.

Directors' Report
Pembangunan Jalan Akses Ulubelu Ulubelu’s Access Road Construction

PT Pertamina Geothermal Energy Area Ulubelu kembali PT Pertamina Geothermal Energy rebuilt and restored its main
membangun dan memperbaiki jalan utama sebagai road in Ulubelu Area as a transportation access as far as 16
askes transportasi sepanjang 16 KM. Pembangunan KM. The construction started from the end of Pekon Gunung
jalan dilakukan mulai dari jalan ujung Pekon Gunung Megang and Simpang Muara Dua, Ulubelu Sub-District,
Megang dan Simpang Muara Dua, Kecamatan Ulubelu, Tanggamus Regency, Lampung. It is an effect of cooperation
Kabupaten Tanggamus, Provinsi Lampung. Pembangunan between the Company and Military Regional Command II/
jalan tersebut merupakan bentuk kerja sama Perusahaan Sriwijaya.
dengan Komando Daerah Militer II/Sriwijaya.
Dengan pembangunan jalan akses Ulubelu, Perusahaan Having the access road development, the Company expects
berharap dapat membantu masyarakat dalam to meet its expectations in aiding the community in moving
menggerakan roda perekonomian. Selain itu, masyarakat their economic wheel. Other than that, they will be able to
bisa lancar beraktivitas seperti biasanya dengan 38.000 perform activities as usual with other 38,000 populations
penduduk yang tersebar di 16 pekon. Selain itu, masyarakat spread in 16 administrative regions. Furthermore, they have
senantiasa dalam menjaga dan memelihara jalan akses the opportunity to maintain and preserve the access road.
Ulubelu.

Unit Operasional dan Pembangunan Sifat Dampak Pada Komunitas dan Ekonomi Lokal
Infrastruktur Nature of Business Impacts to Local Community and Economy
Operational Unit and Infrastructre
Development
Area Kamojang | Kamojang Area
Proyek Infrastruktur: Bantuan & Dampak pada komunitas lokal:

Pengembangan Pusat Konservasi Elang Pendampingan Pengembangan Pusat Konservasi Elang terbesar di Nusantara,
Kamojang pembentukan kesadaran mengenai penyelamatan satwa langka
Lokasi: Support & Elang kepada masyarakat, mengembangkan institusi konservasi
Kecamatan Samarang, Kabupaten Garut Accompaniment elang di daerah Ring 1 Area Kamojang, dan pengembangan
kelompok masyarakat penyedia pakan elang
Infrastructure Project: Impact to local community:
Development of Kamojang Eagle Conservation Development of the largest Eagle Conservation Center across the
Center country, establishment of awareness on the rescue of a rare special
Location: of eagle to the community, establishment of eagle conservation
Samarang District, Garut Regency institution within the area of Ring 1 of Kamojang Area, and
development of community group of eagle feed.
Dampak pada ekonomi lokal:

Pengembangan lembaga ekonomi lokal penyediaan pakan elang
sebagai sumber pendapatan tambahan bagi rumah tangga
Impact to local economy:
Development of local economy institution on eagle feed as an
additional income for households.
Proyek Infrastruktur: Bantuan & Dampak pada komunitas lokal:

Bank Sampah Mekarwangi Pendampingan Terbentuknya sistem pengelolaan sampah terpadu berbasis
Lokasi: pemberdayaan masyarakat dan terbentuknya kelompok Bank
Desa Mekarwangi, Kecamatan Ibun, Kabupaten Support & Sampah sebagai pengelola bank sampah secara mandiri
Bandung Accompaniment Impact to local community:
Establishment of community empowerment-based integrated waste
Infrastructure project: management system and Waste Bank group as independent agent for
Mekarwangi Waste Bank waste management
Location:
Mekarwangi Village, Ibun District, Bandung Dampak pada ekonomi lokal:
Regency Peningkatan pendapatan tambahan dengan sistem diversifikasi
penanganan timbulan sampah rumah tangga
Increase of additional income utilizing diversification system of
households' solid waste.
Area Lahendong | Lahendong Area
Proyek Infrastruktur: Bantuan Dampak pada komunitas lokal:

Bantuan pembuatan pagar Balai Desa Support Meningkatkan citra pemerintah desa dan Perusahaan yang turut
Lokasi: dirasakan masyarakat dengan adanya perbaikan infrastruktur
Kelurahan Tondangow pemerintah desa yang lebih bagus.
Impact to local community:
Infrastructure Project: Increase the image of Village Government and the Company, to which
Assistance in fencing for Village Office similarly experienced by the community with the improvement of the
Location: Village Government infrastructure.
Tondangow Urban Village
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.
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.

Directors' Report
Unit Operasional dan Pembangunan Sifat Dampak Pada Komunitas dan Ekonomi Lokal
Infrastruktur Nature of Business Impacts to Local Community and Economy
Operational Unit and Infrastructre
Development

Bantuan untuk kebutuhan dan pembangunan Support Bertambahnya kenyamanan Jemaat Gereja dalam melaksanakan
Gereja Ibadah dikarenakan kondisi rumah ibadah yang lebih baik.
Lokasi: Impact to local community:
• Desa Pinabetengan Increasing the level of comfort for church's congregation in performing
• Kelurahan Uluindano, Tomohon. its worship due to the improved condition.
• Desa Tonsewer, Kecamatan Tompaso
• Desa Pineleng Dua Dampak pada ekonomi lokal:
• Kelurahan Lahendong Memungkinkan pengalokasian anggaran Gereja kepada hal-hal
• Malalayang lain untuk kepentingan jemaat setempat seperti bantuan kepada
• Desa Sonder jemaat yang sakit, kedukaan dsb. Dan juga menciptakan lapangan
kerja pada saat pelaksanaan perbaikan walaupun sifatnya sesaat
Infrastructure Project: dan terbatas.
Support to supply needs in regards to church Impact to local economy:
construction Enabling budget allocation on Church for other matters in the interest
• Location: of local congregation, such as support for the ill, for the mourn, and
• Pinabetengan Village so on. Additionally, it created vocational opportunities at the time of
• Uluindano Urban Village, Tomohon. construction although it was temporary and limited.
• Tonsewer Village, Tompaso District
• Pineleng Dua Village
• Lahendong District
• Malalayang
• Sonder Village
Area Ulubelu | Ulubelu Area
Proyek Infrastruktur: Infrastruktur Dampak pada komunitas lokal:

Pembangunan Jalan Raya Hotmix Sepanjang 16 Infrastructure Peningkatan akses jalan utama Ulubelu sehingga mempermudah
KM Pada Tahun 2014 komunitas kelompok petani kecamatan Ulubelu untuk menjual hasil
Lokasi: perkebunan.
Desa Gunung Megang Kec. Pulau Panggung Impact to local community:
sampai dengan Desa Muara Dua Kecamatan Improvement of main road access in Ulubelu in order to facilitate
Ulubelu, Kabupaten Tanggamus farmers community located in Ulubelu District in selling their produce.
Infrastructure Project: Dampak pada ekonomi lokal:

Construction of Hotmix Highway in the length of Mempermudah akses transportasi barang dan jasa sehingga
16 KM in 2014 meningkatkan pendapatan masyarakat
Location: Impact to local economy:
Gunung Megang Village, Pulau Panggung District Facilitate access of transporting goods and services in order to escalate
up to Muara Dua Village, Ulubelu District, the community's income.
Tanggamus Regency

Pembangunan Jalan Raya Hotmix Sepanjang 4 Support Munculnya pool sayuran, ikan dan pisang di Desa Ngarip sebanyak 4
KM Pada Tahun 2015 tempat (sebelumnya dikirimkan ke Desa Gunung Tiga dan hanya setiap
Lokasi: seminggu sekali), Potensi baru kayu manis masyarakat Ngarip mulai
Desa Muara Dua sampai dengan Desa Ngarip dibeli oleh masyarakat luar Ulubelu, munculnya usaha jual beli karena
Kecamatan Ulubelu, Kabupaten Tanggamus ada potensi wisata
Impact to local community:
Infrastructure project: Establishment of pools of vegetables, fish and bananas in Ngarip
Construction of Hotmix Highway in the length of Village in 4 locations (previously was only distributed to Gunung
4KM in 2015 Tiga Village in once a week), a potential saleable of new variety
Location: of cinnamon outside Ulubelu community, emergence of sales and
Muara Dua Village up to Ngarip Village, Ulubelu purchase business due to tourism.
District, Tanggamus Regency
Mempermudah akses transportasi barang dan jasa sehingga
meningkatkan pendapatan masyarakat
Facilitate access of transporting goods and services in order to escalate
the community's income.

Penyaluran Dana CSR [G4-EC8] Distribution of CSR Fund [G4-EC8]

Sesuai kebijakan Perusahaan, dana CSR disalurkan untuk 5 Referring to the Company’s policy, CSR fund is distributed to 5
sektor kegiatan. Ke-5 sektor tersebut adalah pendidikan; sectors, which are education, health, environment, infrastructure
kesehatan; lingkungan; infrastruktur dan manajemen bencana; and disaster management, economic empowerment.
pemberdayaan ekonomi.
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

Directors' Report
Penyaluran Dana CSR Untuk Pendidikan Distribution of CSR Fund for Education
Program CSR pada Bidang Pendidikan meliputi Program Green CSR Programs in Education include Green School Program at
School di wilayah kegiatan Cerdas Bersama Pertamina berupa Cerdas Bersama Pertamina (Intelligent with Pertamina) activitity
bantuan perlengkapan sekolah dan sarana fasilitas belajar di area in the form of school equipment assistance and means of
Area Lahendong, Sibayak, Proyek Karaha dan Kerinci (Sungai learning facility at Lahendong area, Sibayak, Karaha Project and
Penuh). Kerinci (Sungai Penuh).
Penyaluran Dana CSR Untuk Kesehatan Distribution of CSR Fund for Health
Program CSR pada bidang kesehatan meliputi Program SEHATI CSR Programs in Health include SEHATI (Sehat dan Anak Tercinta
(Sehat dan Anak Tercinta dan Ibu) berupa peningkatan kualitas dan Ibu – Healthy and Beloved Mother and Children) Program in
kader kesehatan, pemberian makanan tambahan untuk balita. the form of health officials quality improvement, the provision of
Program tersebut dilaksanakan di Area Kamojang, Lahendong, supplementary diet for toddlers. The programs are implemented
Ulubelu, Sibayak, Proyek Karaha, Hululais, dan Kerinci. at Kamojang, Lahendong, Ulubelu, Sibayak, Karaha Project,
Hululais, and Kerinci Areas.
Penyaluran Dana CSR Untuk Lingkungan Distribution of CSR Fund for Environment
Program CSR pada bidang lingkungan berupa Program CSR Programs in Environment are in the forms of Kamojang
Konservasi Elang Kamojang, pelestarian Flora Endemik di Raptor Conservation Program, Endemic Plants Preservation in
Area Kamojang. Program pembibitan pohon di Area Ulubelu. Kamojang Are, tree nursery program at Ulubelu Area, organic
Program pembuatan pupuk organik, kompos dan pemanfaatan fertilizer program, compost and utilization of water hyacinth and
tanaman eceng gondok dan penanaman pohon di Area tree planting at Lahendong Area.
Lahendong.
Penyaluran Dana CSR Untuk Infrastruktur, Distribution of CSR Fund for Infrastructure, Economic
Pemberdayaan Ekonomi dan Manajemen Bencana Empowerment and Disaster Management
Program CSR bidang Pemberdayaan Ekonomi, meliputi CSR Programs in Economic Empowerment include Mushroom
Program Pengembangan Budidaya Jamur dengan Energi Cultivation Development with Geothermal Energy Program at
Panas Bumi di Area Kamojang, Program Budidaya Perikanan Kamojang Area, Freshwater Fish Farming Program at Lahendong
Air Tawar di Area Lahendong dan Proyek Lumutbalai dan Area and Lumutbalai Project and Souvenir Production with
Program Pemberdayaan pembuatan Cendramata bahan baku coconut shell base material Program at Lahendong Area.
tempurung kelapa di Area Lahendong.
Program Kemitraan dan Bina Lingkungan (PKBL) Partnership Program and Community Development (PKBL)
Bersama PT Pertamina (Persero) sebagai induk perusahaan, Joined with PT Pertamina (Persero) as the holding company,
Perusahaan juga menyalurkan dana Program Kemitraan dan the Company also distributed an amount of fund to Partnership
Bina Lingkungan (PKBL). Program Kemitraan adalah pemberian Program and Community Development. The program means to
bantuan modal usaha kepada masyarakat setempat yang provide a working capital assistance to local community, which
menjadi pelaku usaha mikro, kecil dan menengah (UMKM). involved in micro, small and medium enterprises (MSMEs).
Pada tahun 2015 tidak ada realisasi dana untuk Program In 2015, there were no funds realization for Partnership Programs
Kemitraan atau PKBL yang terealisasi di Area ataupun Proyek- or realized PKBL at Company Areas or Projects.
proyek Perusahaan.

/ Referensi Silang Peraturan Bapepam - LK No.X.K.6,

Indeks Isi GRI, Suplemen Minyak & Gas, dan Kerangka
Laporan Terintegrasi
Cross Reference BAPEPAM - LK No.X.K.6 Regulation, GRI Content Index, Oil & Gas Sector
Supplement, and Integrated Report Framework
Keterangan Halaman
Umum | General
Laporan tahunan wajib memuat | The Annual Report should contain
a) Ikhtisar data keuangan penting | Summary of Key Financial Information 14-15
b) Laporan Dewan Komisaris | Report from the Board of Commissioners 26-31
c) Laporan Direksi | Report from the Board of Directors 40-47
d) Profil perusahaan | Company Profile 60-91
e) Analisis dan pembahasan manajemen | Management analysis and discussion 94-135
f) Tata kelola perusahaan | Corporate Governance 138-225
g) Tanggung jawab sosial perusahaan | Corporate social responsibilities 228-292
h) Laporan keuangan tahunan yang telah diaudit | Audited financial statements 303-366
i) Surat pernyataan tanggung jawab Dewan Komisaris dan Direksi atas kebenaran isi laporan tahunan | Statement that 56-57
the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the annual report.
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 260
Distributed
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

Directors' Report
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 31
Commissioners
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 41-42
Company’s performance, i.e. strategic policies,comparison between achievement of results
and targets, and challenges
G4-1 Pernyataan dari Direksi | Statement from Board of Directors 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 68
latest Articles of Association, and types of products
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 80-81
form, with the names and titles
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 156, 168
and/or the Board of Directors
9 Jumlah karyawan dan deskripsi pengembangan kompetensinya | Number of employees and description of competence 82-87
building
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 82-83
Agreements (CLA)
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 181
controlling Company
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 89-90
venture
13 Kronologis pencatatan saham dan perubahan jumlah saham | Chronology of share listing and changes in the number of 88
shares
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 91
institutions and/or professionals
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 20, 21
Initiatives
Analisa dan Pembahasan Manajemen | Management Analysis and Discussion
1 Tinjauan operasi per segmen operasi sesuai dengan jenis industri | Operational review per business segment, according 97-104
to the type of industry
Produksi, yang meliputi proses, kapasitas, dan perkembangannya | Production, including process, capacity, and 97-104
growth
G4-OG1 Volume dan Jenis Cadangan Terbukti Estimasi dan Produksi | Volume and Type of Estimated Proved 15, 104, 122
Reserves and Production
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, 111
total liabilities
Ekuitas | Equity 112
Pendapatan, beban, laba (rugi), pendapatan komprehensif lain, dan total laba (rugi) komprehensif | Sales/ 105-109
operating revenues, expenses and profit (loss), other comprehensive income, and total comprehensive profit (loss)
Arus kas | Cash flows 113

Directors' Report
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 114-115
capital
7 Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan | Material Information and facts that 115
occurring after the date of the accountant’s report
8 Prospek usaha dari perusahaan dikaitkan dengan kondisi industri | Information on company prospects in connection 115-118
with industry
9 Perbandingan antara target/proyeksi pada awal tahun buku | Comparison between target/projection at beginning of 119-121
year
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 124
Regulations on Marketing Communication
G4-PR9 Sanksi Atas Ketidakpatuhan Pada Peraturan Produk dan Jasa | Fine or Sanctions Regarding Non- 124
compliance with Regulations for Products and Services
12 Kebijakan dividen dan tanggal serta jumlah dividen per saham | Description regarding the dividend policy and the date 125-126
and dividend per share
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 | 127-129
Material information transactions with related parties and conflict of interest
15 Perubahan peraturan perundang-undangan yang berpengaruh signifikan | Changes in regulation which have 134-135
significant effect on the company and impacts on the company
16 Perubahan kebijakan akuntansi, alasan dan dampaknya | Changes in the accounting policy, rationale and impact on the 135
financial statement
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 164-165, 180-181
determining remuneration, and amount of remuneration for members of the Board of Commissioners
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 164-165, 180-181
Determining Remuneration

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 166, 178-179
Kelola | Knowledge Development for Governance Body Related to Economic, Environmental and
Social Topics
IR1 Modal intelektual | Intellectual Capital 166, 178-179
Pengungkapan kebijakan perusahaan dan pelaksanaannya | Disclosure of the Company’s policy and its 165-167
implementation
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 180-181
determining remuneration
Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the 168, 170, 177
Company’s policy and its implementation, including frequency of meetings
Keputusan RUPS tahun sebelumnya dan realisasinya; dan alasan dalam hal terdapat keputusan yang belum 153-155
direalisasi | Resolutions from the GMS of the previous and its realization in the year under review, and explanation
for the unrealized resolution
G4-49 Komunikasi Kepada Pejabat Tata Kelola | Communication to The Governance Body 153-155, 165,
167, 177
G4-50 Jumlah Pelaporan Kepada Pejabat Tata Kelola dan Solusinya | Number of Report to The Governance 153-155
Body and Solutions
Pelatihan Direksi | Board of Directors Training 178-179
Pengungkapan kebijakan perusahaan tentang penilaian kinerja Direksi | Disclosure of Company policy 180
concerning assessment on the performance of the member of the Board of Directors
G4-44 Proses Evaluasi Kinerja Pejabat Tata Kelola | Evaluation Process of The Governance Body’s 153-155, 180
Performance
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 186-187
and legal basis for appointment
Riwayat pendidikan | History of education 186-187
Periode jabatan anggota Komite Audit dan Manajemen Risiko | Tenure of members of the Audit and Risk 186-187
Management Committee
Pengungkapan independensi Komite Audit dan Manajemen Risiko | Disclosure of independence of the members 185
of the Audit and Risk Management Committee
Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the 184, 185, 189
Company’s policy and its implementation, frequency of Board of Commissioners meetings including
Uraian singkat pelaksanaan kegiatan Komite Audit dan Manajemen Risiko pada tahun buku | Brief report on the 190-194
activities carried out by the Audit and Risk Management Committee during the year
Komite Investasi | Investment Committee 195-199
Nama | Name 196-197
Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience 196-197

Directors' Report
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 195
Committee
Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the 195, 198
Company’s policy and its implementation, frequency of Board of Commissioners meetings including
Uraian singkat pelaksanaan kegiatan Komite Investasi pada tahun buku | Brief report on the activities carried 199
out by the Investment Committee during the year
Uraian tugas dan fungsi sekretaris perusahaan | Description of tasks and function of the corporate secretary 200-203
Nama | Name 200
Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience 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 202-203
out by the corporate secretary during the year
Uraian mengenai unit audit internal | Description of the company’s internal audit unit 204
Nama | Name 205
Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience 205
Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada) | Qualification/certification of internal audit 205
professionals (if any)
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 204, 208
audit unit according to the charter
Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku | Brief report on the committee activities 209-210
carried out during the year under review
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 | 217-221
Financial and operational control, and compliance to the other prevailing rules
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 211-215
risk management system
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 217
management system
G4-45 Proses Identifikasi Dampak, Risiko dan Peluang Pelaksanaan Kinerja Ekonomi, Lingkungan, dan 212
Sosial | Identification for the Impact, Risk and Opportunity Related to Economic, Environmental and
Social Topics
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 222-223
Direksi yang sedang menjabat | Important cases faced by the Issuer or Public Company, subsidiaries, current members of
the Board of Commissioners and Board of Directors
Informasi tentang sanksi administratif yang dikenakan | Information about administrative sanctions imposed 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 144-152
culture
G4-14 Pendekatan Pencegahan Melalui Manajemen Risiko | Precautionary Approach Through Risk 144, 182, 183,
Management 238
G4-39 Hubungan Dewan Komisaris dan Direksi | Chair of the Highest Governance Body and also an 181-183
Executive Officer
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 144-147
Committee during the year
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 126
ownership program
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 228-237, 282-292
| Discussion of corporate social responsibility covers policies, types of programs, and cost
Lingkungan hidup, seperti penggunaan material dan energi yang ramah lingkungan dan dapat didaur 238-255
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
G4-35 Pendelegasian Kewenangan Terkait Topik Ekonomi, Lingkungan, dan Sosial | Delegating Authority 234, 240
for Economic, Environmental and Social Topics
G4-36 Penunjukan Pejabat Pelaksana Kegiatan Terkait Topik Ekonomi, Lingkungan,dan Sosial | 234, 240
Appointed an Executive Level Position for Economic, Environmental and Social Topics
G4-37 Proses Konsultasi Pejabat Tata Kelola dengan Pemangku Kepentingan | Consultation Process 235
Between Governance Body and Stakeholders
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 243
Are Recycled
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 246
Generated by Source
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 245-249
and Services

Directors' Report
G4-EN11 Lahan Operasi di Dalam Atau Sekitar Kawasan Dilindungi | Operation Site In or Adjacent To 249
Protected Area
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 249
Dipantau | Number and Percentage of Significant Operating Sites In Which Biodiversity Risk Has Been
Assessed and Monitored
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, 82-87, 266-281
sarana dan keselamatan kerja, tingkat perpindahan (turnover) karyawan, tingkat kecelakaan kerja, pelatihan,
dan lain-lain | Employment practices, occupational health and safety, including gender equality and equal work
opportunity, work and safety facilities, employee turnover, work incident rate, training, etc
G4-42 Proses Persetujuan dan Pengembangan Nilai atau Misi Perusahaan | Process to Approval and 66, 275
Development Value or Company’s Mission
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 277
Committee
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, 278
by Business Activity
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 274
Support Managing Career Endings
G4-LA11 Persentase Pegawai Penerima Penilaian Kinerja | Percentage of Employees Receiving Performance 274-275
Review
Pengembangan sosial dan kemasyarakatan, seperti penggunaan tenaga kerja lokal, pemberdayaan 264, 282-292
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
G4-24 Daftar Pemangku Kepentingan | Stakeholders List 230-231
G4-25 Dasar Identifikasi dan Seleksi Pemangku Kepentingan | Basis for Identification and Selection of 230-231
Stakeholders

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 287-290
Investment
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 284-286
Community Development Program
G4-SO2 Operasional Perusahaan dengan Potensi Dampak Terhadap Masyarakat Lokal | Company 284-286
Operation with Significant Impacts on Local Community
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 260
Distributed
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 262-263
Obligations
G4-EC4 Bantuan Finansial dari Pemerintah | Financial Assistance Received from Government 261
G4-EC9 Proporsi Pemasok Lokal | Proportion on Local Suppliers 264
G4-PR3 Informasi Produk dan Jasa | Product and Service Information 61, 124, 264
G4-PR4 Jumlah Insiden Ketidaksesuaian Informasi Terkait Produk | Total number of Incidents of Non- 265
compliance with Product Regulations
Emiten atau Perusahaan Publik dapat mengungkapkan informasi sebagaimana dimaksud dalam laporan Bab tanggung jawab
sosial dan lingkungan
keberlanjutan pada laporan tahunan atau laporan tersendiri | Issuers or the Public Company may impart information as perusahaan | Chapter of
referred to sustainability report in the annual report or in separate report 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 305
Directors and the Board of Commissioners are fully responsible for the accuracy of the Financial Statement
Kesesuaian dengan peraturan Bapepam-LK No.VIII.G.11 tentang Tanggung Jawab Direksi atas Laporan 303-366
Keuangan | Compliance with Bapepam-LK No.VIII.G.11 on Responsibilities of Directors Financial Statements
Opini auditor independen atas laporan keuangan | Independent auditor's opinion on the financial statements 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

Tentang Laporan Ini Pencapaian Kami Laporan Dewan Komisaris & Direksi Tentang
TentangKami
Kami
About The Report
Annual Report Pencapaian
Our Achievement
Kami Board of Commissioners’ & Board of About
AboutUs
Us
Directors' Report
Pengungkapan dalam catatan atas laporan keuangan ketika entitas menerapkan suatu kebijakan akuntansi secara 314-366
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
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 319-322
Accounting Standards and Other Regulations
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 56-57
Signatures
Tanda tangan dituangkan pada lembaran tersendiri | The signature as refer should be appended 56-57
on separate sheet
Pernyataan bahwa Direksi dan Dewan Komisaris bertanggung jawab penuh atas kebenaran isi laporan 56-57
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
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 4
Boundaries
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

LAPORAN KEUANGAN
Financial Statements

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Directors' Report
/ Daftar Istilah
Glossary
APD | PPE Alat Pelindung Diri | Personal Protective Equipment KOB | JOCs Kontrak Operasi Bersama | Joint Operation
Contracts
APSA Annual Pertamina Subsidiary Award
KPI Key Performance Indicator
BD Business Development
KURS Kerja Ulang Reparasi Sumur | Rework of Reparation
BOEPD Barrels of Oil Equivalent Per Day Wells
CER Certified Emission Reduction NBD Non Business Development
CDM Mekanisme Pembangunan Bersih | Clean PJBL Perjanjian Jual Beli Listrik | Energy Sales Contract
Development Mechanism
PJBU Perjanjian Jual Beli Uap | Steam Sales Contract
COD Tanggal Operasi Komersial | Commercial Operation
Date PLTP Pembangkit Listrik Tenaga Panas Bumi |
Geothermal Power Plant
CSS Corporate Shared Service
PKB | CLA Perjanjian Kerja Bersama | Collective Labor
CSR Tanggung Jawab Sosial Perusahaan | Corporate Agreement
Social Responsibility
RKAP Rencana Kerja dan Anggaran Perusahaan | Work
EBT| NRE Energi Baru dan Terbarukan | New and Renewable Plan and Budget
Energy
RUPS | GMS Rapat Umum Pemegang Saham | General Meeting
EPC Engineering, Procurement and Construction of Shareholders
FEED Front End Engineering Design SGS Steam Gathering System
FGD Focus Group Discussion TRIR Total Recordable Incident Rate
GCG Tata Kelola Perusahaan yang Baik | Good Corporate WBS Whistleblowing System
Governance
WKP Wilayah Kuasa Pengusahaan | Working Areas
GRK | GHG Gas Rumah Kaca | Greenhouse Gas
K3 | OHS Keselamatan dan Kesehatan Kerja | Occupational

Health and Safety
K3L | HSSE Kesehatan, Keselamatan, Keamanan dan

Lingkungan | Health, Safety, Security and
Environment

/ Lembar Umpan Balik

Feedback Form
Laporan ini merupakan Laporan Tahunan Terintegrasi 2015 This is the Annual Integrated Report 2015 of PT Pertamina
PT Pertamina Geothermal Energy, yang merupakan laporan Geothermal Energy that provides an overview of financial and
terpadu untuk memberikan gambaran kinerja keuangan dan sustainability performance. We are looking forward to receive any
keberlanjutan. Kami mengharapkan masukan, kritik dan saran inputs, critics and suggestions from you.
dari Bapak/Ibu/Saudara.
1. Laporan ini sudah menggambarkan informasi aspek material bagi Perusahaan.

The report has illustrated information on the Company’s material aspect.
tidak setuju disagree netral neutral setuju agree
2. Laporan ini sudah menggambarkan informasi positif dan negatif Perusahaan.

The report has described positive and negative information of the Company.
3. Laporan ini mudah dimengerti.

The report is comprehensible.
4. Aspek material apa yang paling penting bagi anda: (nilai 1=paling penting s/d 8=paling tidak penting)
Material aspect(s) which is (are) the most important to you: (score 1=most important up to 8=Least important)
• Energi Energy
• Komunitas Lokal Local Community
• Kesehatan dan Keselamatan Kerja (K3) Occupational Health & Safety
• Keanekaragaman Hayati Biodiversity
• Kinerja Ekonomi Economic Performance
• Emisi Emission
• Pendidikan dan Pelatihan Education and Training
• Mekanisme Penyampaian Keluhan Dampak Pada Komunitas
Mechanism of Complaints on Impacts to Community
5. Mohon berikan saran/usul/komentar anda atas laporan ini.

Please provide recommendations/suggestions/comments to this report.
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Mohon kirimkan kembali lembar
Nama Lengkap umpan balik kepada :
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Full Name Please return this feedback form to:
Pekerjaan
................................................................................................................ PT Pertamina Geothermal Energy
Occupation
Corporate Secretary
Nama Lembaga/Perusahaan Menara Cakrawala lantai 11
................................................................................................................ Jl. MH. Thamrin No. 9 - Jakarta 10340
Institution/Company’s Name
Pemerintah LSM Industri Tel : +6221 3983 3222
Golongan Pemangku Fax : +6221 3983 3230
Government NGO Industry
Kepentingan Email : pcc@pertamina.com
Perusahaan Masyarakat Lainnya, mohon sebutkan...
Group of Stakeholder Corporate Community Others, please specify..... www.pge.pertamina.com

2015 Pertamina Geothermal Energy Annual Report

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2015 Pertamina Geothermal Energy Annual Report

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2015

Laporan Tahunan Terintegrasi

PT PERTAMINA GEOTHERMAL ENERGY

/ Tentang Laporan Ini

Laporan Tahunan Terintegrasi 2015 adalah laporan tahunan pertama PT Pertamina

2 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Kinerja Geothermal yang Terintegrasi Bagi Integrating Geothermal Performance for

Aspek Material Pelaporan Material Aspect of Report

Identifikasi Aspek Material Identification of Material Aspect

Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report 3

Fungsi Perusahaan Peserta FGD Aspek

1 Strategic Planning & Business Development

2 Exploration & Exploitation

4 Operation & Engineering

Area Sibayak 9 Human Capital

4 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report 5

Daftar Aspek-Aspek Material List of Material Aspects

Med High Sangat Tinggi (Nilai >4,5 dari Skala 5)

Keselamatan dan Kesehatan Kerja

Tinggi (Nilai 4,0 – 4,5 dari Skala 5)

Pendidikan dan Pelatihan

Penting Bagi Perusahaan Mekanisme Penyampaian Keluhan Dampak

6 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Batasan Pelaporan Boundary of Report

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

Aspek Material Internal Perusahaan Aspek Material Eksternal Perusahaan

Energi Kamojang Energi

Komunitas Lokal Lahendong Komunitas Lokal

Keanekaragaman Hayati Ulubelu Keanekaragaman Hayati

Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report 7

Kerangka Pelaporan Reporting Framework

Penjaminan dan Indeks Pelaporan Assurance and Report Index

Kontak Informasi PT Pertamina Geothermal Energy

8 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report 9

Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan Energi Identitas Perusahaan

Informasi Harga Saham Komposisi Pemegang Saham

Penghargaan Daftar Entitas Anak dan/ atau Asosiasi

Sertifikasi Struktur Grup Perusahaan

10 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Tingkat Kesehatan Perusahaan 2015 Sistem Pengendalian Internal

Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report 11

12 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report

Potensi CER Jumlah Pekerja

Realisasi Investasi Realisasi Dana CSR

Penghargaan PROPER BIRU | BLUE

Laporan Tahunan Terintegrasi 2 015 Annual Integrated Report 13

Ikhtisar Kinerja Kesehatan, Keselamatan, Keamanan dan Lingkungan

Klasifikasi Kejadian Bulan | Month

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

Total Non Recordable Incident 1 1 0 1 2 0 0 1 0 2 0 8

Jam Kerja | Working Hours 14,025,428

Total Recordable Incident Rate 0.36

Ringkasan Kinerja Keselamatan

Jam Kerja Recordable Non Recordable

2015 14,025,428 2015 5 2015 16

2014 7,825,390 2014 4 2014 8

2013 5,527,317 2013 1 2013 15

16 Laporan Tahunan Terintegrasi 2 0 1 5 Annual Integrated Report