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2015Laporan Tahunan TerinTegrasiAnnuAl IntegrAted report
Menara Cakrawala lantai 15Jl. MH. Thamrin No. 9 - Jakarta 10340Tel : +6221 3983 3222 | Fax : +6221 3983 3230Email : pcc@pertamina.com | www.pge.pertamina.com
pT perTaMina geoTherMaL energY
2015Laporan Tahunan TerinTegrasiAnnuAl IntegrAted report
inTegraTinggeoTherMaL perforMance
for susTainabLe energYMengintegrasikan Kinerja panas Bumi
untuk energi Berkelanjutan
‘Integrasi’ telah menjiwai perjalanan PT Pertamina Geothermal
Energy selama tahun 2015 untuk mendukung keberlanjutan
energi. Hasil integrasi membuahkan hasil yang signifikan.
Perusahaan mampu menyelesaikan seluruh proyek sesuai dengan
target, bahkan lebih cepat dari waktu yang diperkirakan. Efisiensi
dan produktifitas meningkat. Koordinasi antar kegiatan semakin
baik.
Perusahaan berharap langkah ini menjadi pendukung bagi
tercapainya keberlanjutan produksi energi dengan pemanfaatan
panas bumi. Sebagai salah satu bentuk realisasi integrasi, maka
Perusahaan juga meningkatkan kualitas laporan tahunan menjadi
sebuah laporan tahunan yang terintegrasi.
Dengan dukungan penuh PT Pertamina (Persero) sebagai induk
perusahaan, PT Pertamina Geothermal Energy berkomitmen
mempercepat pemanfaatan panas bumi sekaligus menjadi
perusahaan panas bumi terdepan di Indonesia. Perusahaan
menetapkan target mengembangkan energi panas bumi sebesar
2.277 mw atau setara dengan produksi minyak bumi setara 100
ribu barrel per hari (BOEPD) di tahun 2025.
Langkah awal untuk merealisasikan target tersebut dilakukan
dengan pembangunan 8 proyek pengembangan panas bumi di
7 lokasi berbeda. Perusahaan juga akan mengembangkan
tambahan kapasitas terpasang pemanfaatan panas bumi untuk
pembangkit listrik. Untuk mencapai semua tujuan keberlanjutan
energi, maka Perusahaan akan menguatkan koordinasi, efisiensi
dan integrasi untuk memperkokoh implementasi sebuah
perusahaan dengan tata kelola yang baik.
An integration has inspirited the journey of PT Pertamina
Geothermal Energy throughout 2015 to support energy
sustainability. The integration produced significant results. The
Company is able to complete the entire project in accordance with
the target, even faster than expected. Efficiency and productivity
increase in line with the better coordination in every activities.
The company hopes that this action becomes the driving force
to achieve the sustainable energy production with geothermal
utilization. As one form of realization of integration, the company
also increased the quality of the annual report into an annual
integrated report.
With full support from the holding company, PT Pertamina
(Persero), PT Pertamina Geothermal Energy stated its
commitment to accelerate geothermal utilization as well as
to become the leading geothermal company in Indonesia. The
Company set target in developing geothermal energy as much as
2,277 MW or equivalent to 100 thousand barrels of oil equivalent
per day (BOEPD) in 2025.
The initial step to realize the afore-mentioned target was
actualized in the development of 8 geothermal development
projects in 7 different locations. The Company would also expand
an additional installed capacity of geothermal utilization for power
plant. In order to achieve all purpose of energy sustainability, thus
the Company would need to strengthen coordination, efficiency
and integration to fortify the implementation of good corporate
governance.
Integrating Geothermal Performance For Sustainable Energy
MengintegrasikanKinerja Panas Bumiuntuk Energi Berkelanjutan
1
2 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan Tahunan Terintegrasi 2015 adalah laporan tahunan pertama PT Pertamina Geothermal Energy (Perusahaan), yang memadukan informasi kinerja keuangan Perusahaan dengan kinerja keberlanjutan, serta informasi signifikan lainnya.
The 2015 Annual Integrated Report is the first annual report released by PT Pertamina Geothermal Energy
(Company), which integrates information on Company’s financial performance with sustainable performance,
as well as other significant information.
Sebelumnya, kami menerbitkan laporan tahunan secara
terpisah dengan laporan keberlanjutan (2011, 2012). Dengan
dimulainya laporan terintegrasi, maka tidak hanya kinerja
kami yang menjadi lebih terpadu, namun juga cara kami
dalam mengambil keputusan akan lebih memperhatikan
keberlanjutan aspek ekonomi, sosial dan lingkungan. [G4-22]
Previously, we issued annual report separately along with
sustainability report (2011, 2012). By starting the issuance of
integrated report, thus not only that our performance will be
more integrated but also our methods in making decisions will
have further recognition on the sustainability of economy, social
and environment aspect. [G4-22]
About The Report
/ Tentang Laporan Ini
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
3 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan Energi
Tahun 2015 menjadi bagian dari milestone kami untuk
mencapai visi menuju perusahaan yang mendukung adanya
keberlanjutan energi. Terintegrasinya laporan tahunan ini
menegaskan bahwa Perusahaan terus memperbaiki kinerja
agar lebih terpadu, terutama dalam mengambil keputusan
dengan tidak hanya memperhatikan aspek ekonomi, namun
juga aspek sosial dan aspek lingkungan.
Hasil integrasi selama 2015 membuahkan hasil yang signifikan,
salah satunya adalah diselesaikannya seluruh proyek
sesuai dengan target, bahkan lebih cepat dari waktu yang
diperkirakan. Keberhasilan ini meningkatkan efisiensi dan
produktifitas sehingga kinerja Perusahaan juga meningkat.
Integrasi juga terjadi dengan mengkoordinasikan kegiatan
sosial dan lingkungan di setiap area. Koordinasi ini merupakan
satu kesatuan yang diharapkan mendukung kinerja ekonomi.
Sesuai dengan jenis Perusahaan kami, maka kinerja yang
menyatu antara aspek ekonomi, sosial dan lingkungan
akan menciptakan keberlanjutan produksi energi dengan
pemanfaatan panas bumi.
Aspek Material Pelaporan
Sesuai Peraturan Bapepam-LK No.X.K.6 dan G4 Sustainability
Reporting Guidelines, maka informasi terkait kinerja
keberlanjutan sebagai pelaksanaan tanggung jawab sosial
PT Pertamina Geothermal Energy (Perusahaan), ditentukan
dengan memperhatikan aspek-aspek bersifat material.
Identifikasi Aspek Material
Aspek-aspek bersifat material ditentukan berdasarkan
pengaruh signifikan terhadap Perusahaan dan para pemangku
kepentingan. Identifikasi aspek material dilakukan melalui
analisis materialitas, dengan mempertimbangkan tingkat
kepentingan berbagai topik bagi para pemangku kepentingan,
serta signifikansinya bagi Perusahaan.
Integrating Geothermal Performance for Sustainable Energy
The year of 2015 serves as part of our milestone in achieving vision
of a company that supports sustainable energy. Having an annual
integrated report, it underscores that the Company constantly
improves its performances to be more cohesive, especially in
performing decision making with not only considering economy
aspect, but also social and environment.
Throughout the integration process in 2015, significant profitable
results were distinctive; one of which was rapid completion of all
projects in accordance with the targets, on the top of that faster
than the expected time. This particular achievement improved
efficiency and productivity, which in return it also enhanced
Company’s performances.
Integration also transpired by coordinating social and
environmental activities in each area. These coordination is
deemed as a consolidation that is expected to support economic
performance. Corresponding to our type of Company, thus a
unified performance of economy, social and environmental
aspect will generate a sustainable energy production along with
geothermal utilization.
Material Aspect of Report
According to the Regulation of Bapepam-LK Number X.K.6 and G4
Sustainability Reporting Guidelines, information on sustainable
performance as the implementation of PT Pertamina Geothermal
Energy’s (Company) social responsibility is determined by
highlighting material aspects.
Identification of Material Aspect
Material aspects are determined by significant factors to the
Company and stakeholders through materiality analysis by
deliberating the importance of each topic for stakeholders, as
well as its significance for the Company.
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
4 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Aspek material dan ruang lingkup dalam pelaporan ini
ditentukan melalui uji materialitas, yang dilaksanakan
dalam grup diskusi terfokus (focus group discussion atau
FGD). Pelaksanaan FGD melibatkan perwakilan 10 fungsi
Perusahaan selaku pihak internal, dan akademisi sebagai pihak
eksternal. Kegiatan FGD difokuskan pada identifikasi isu-isu
keberlanjutan, untuk kemudian menentukan prioritas aspek
material. [G4-18, G4-19]
The material aspect and its boundary in this report are assured
through a materiality test, which carried out in a focus group
discussion or FGD. The group involves 10 Departments as internal
parties, and academicians as external parties, who are required
to focus on identifying sustainable issues to which will be used in
prioritizing the material aspects. [G4-18, G4-19]
Fungsi Perusahaan Peserta FGD Aspek Material PelaporanParticipant from Departments for FGD in Determining
Reporting Material Aspect
No Fungsi | Department
1 Strategic Planning & Business Development
2 Exploration & Exploitation
3 Project Development
4 Operation & Engineering
5 Controller
6 HSSE
7 Corporate Secretary
8 Internal Audit
9 Human Capital
10 Geomatics& ICT
Penetapan isi laporan didasarkan pada prinsip pelibatan
pemangku kepentingan (stakeholders inclusiveness),
materialitas (materiality), konteks keberlanjutan (sustainability
context) dan kelengkapan (completeness).
The foundation of report’s content is based on principles of
stakeholders’ inclusiveness, materiality, sustainability context and
completeness.
Area SibayakSibayak Area
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
5 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Hasil FGD dalam bentuk laporan penilaian uji materialitas
disampaikan kepada Direksi. Selanjutnya Direksi memberikan
persetujuan atas informasi kinerja keberanjutan dalam Laporan
ini, yang didalamnya memuat pelaksanaan tanggung jawab
sosial perusahaan. [G4-48]
Selanjutnya ditentukan konten laporan, yang meliputi 4
tahapan:
1. Tahap pertama, identifikasi aspek-aspek keberlanjutan
yang relevan dengan karakteristik bisnis Perusahaan dan
menentukan batasan ruang lingkup (boundary).
2. Tahap kedua, pembuatan prioritas atas aspek-aspek
keberlanjutan yang akan dilaporkan melalui proses FGD.
3. Tahap ketiga, validasi atas aspek material yang telah
menjadi prioritas guna memastikan laporan memuat
informasi kinerja positif dan negatif secara berimbang.
Validasi berupa pengesahan dari Direksi.
4. Tahap keempat, kajian ulang atas laporan tahun
sebelumnya, dengan mempertimbangkan saran dari
pemangku kepentingan. Demikian pula masukan dan
saran atas laporan tahun ini, akan digunakan sebagai
pertimbangan dalam menentukan isi laporan tahun
berikutnya.
Result of FGD is compiled in materiality test assessment report
and submitted to the Board of Directors. The Board of Director,
then, gives approval upon the Report’s sustainable performance, in
which contains the corporate social responsibility implementation.
[G4-48]
Subsequently, content of report is determined, which encompasses
4 stages:
1. First stage, identification of relevant sustainable aspects
to the Company’s business characteristics and assuring its
boundaries.
2. Second stage, establish priorities of sustainable aspects to
be reported through FGD process.
3. Third stage, validation upon prioritized material aspects
in order to confirm that the report contains a balanced
positive and negative performance information. Such
validation is in the form of endorsement from the Board of
Directors.
4. Fourth stage, review of previous report, by highlighting
advice given by the stakeholders. Likewise with feedbacks
and advice stated in this annual report, it will be used as
a consideration in determining the subsequent annual
report’s content.
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
6 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Daftar Aspek-Aspek Material
Berdasarkan diskusi yang diselenggarakan di Jakarta pada
6 November 2015, telah ditentukan 4 aspek material yang
memperoleh kategori sangat tinggi: energi, komunitas lokal,
Keselamatan dan Kesehatan Kerja (K3) dan keanekaragaman
hayati. Selanjutnya masing-masing aspek material tersebut
akan diuraikan secara lengkap dalam Laporan ini. [G4-19]
Adapun aspek-aspek material yang termasuk kategori tinggi,
adalah kinerja ekonomi, emisi, pendidikan dan pelatihan, serta
mekanisme penyampaian keluhan dampak pada masyarakat.
Informasi terkait aspek-aspek tersebut akan melengkapi 4
aspek material yang termasuk kategori sangat tinggi. [G4-19]
List of Material Aspects
Based on discussion held in Jakarta on 6th November 2015, there
were 4 material aspects that have been decided and received
highest categories: energy, local community, Occupational Health
and Safety (OHS) and biodiversity. Each material aspect will be
further elaborated in this Report. [G4-19]
Whereas, those that included as high categories are economic
performance, emission, education and training, as well as
mechanism of complaints on impacts to commmunity. These
aspects-related information will complete the 4 highest
categories. [G4-19]
Sangat Tinggi (Nilai >4,5 dari Skala 5)Very High (Scored >4.5 out of Scale 5)
EnergiEnergy
Komunitas LokalLocal Community
Keselamatan dan Kesehatan KerjaOccupational Health and Safety (OHS)
Keanekaragaman HayatiBiodiversity
Tinggi (Nilai 4,0 – 4,5 dari Skala 5)High (Scored 4.0 – 4.5 out of Scale 5)
Kinerja EkonomiEconomic Performance
EmisiEmission
Pendidikan dan PelatihanEducation and Training
Mekanisme Penyampaian Keluhan Dampak Pada KomunitasMechanism of Complaints on Impacts to Community
Low
Med High
Pe
nti
ng
Ba
gi P
em
an
gku
Ke
pe
nti
nga
nIm
po
rta
nt
To S
tak
eh
old
ers
Penting Bagi PerusahaanImportant To Company
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
7 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Aspek Material
Material Aspect
Internal Perusahaan
Company’s Internal
EnergiEnergy
Area
Kamojang
Komunitas LokalLocal Community
Lahendong
Keselamatan dan Kesehatan KerjaOccupational Health and Safety
Sibayak
Keanekaragaman HayatiBiodiversity
Ulubelu
Aspek Material
Material Aspect
Eksternal Perusahaan
Company’s External
EnergiEnergy
Tidak AdaNone
Komunitas LokalLocal Community
Keselamatan dan Kesehatan KerjaOccupational Health and Safety
Keanekaragaman HayatiBiodiversity
Batasan Pelaporan
Batasan informasi dalam laporan ini, meliputi kinerja
Perusahaan dalam kurun waktu 1 Januari 2015 hingga
31 Desember 2015, pada seluruh area yang dioperasikan
Perusahaan. Informasi dalam laporan ini, merupakan
kesinambungan dari Laporan Tahunan 2014 Perusahaan yang
diterbitkan setiap tahun. [G4-28, G4-29, G4-30]
Cakupan aspek-aspek material dalam Laporan ini meliputi
informasi yang didapat dari Kantor Pusat di Jakarta, serta
4 area yang termasuk dalam Wilayah Kuasa Pengusahaan (WKP)
panas bumi Perusahaan. Tidak ada informasi yang didapat dari
luar Perusahaan, termasuk entitas anak dan pemasok. [G4-17, G4-
20, G4-21]
Boundary of Report
The boundary of this report covers Company’s performances
within a period of 1st January 2015 to to 31st December 2015
including all Working Areas operated by the Company. Its content
is a continuance to 2014 Annual Report, which issued annually.
[G4-28, G4-29, G4-30]
The boundary of material aspects in this Report covers
information obtained from Head Office in Jakarta, and 4 Areas
included in Companys' geothermal Working Areas. There is
naught information received from outside of the Company, such
as subsidiaries and suppliers. [G4-17, G4-20, G4-21]
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
8 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
KoNTAK INFoRMASI LAPoRAN [G4-31]
Contact Information
PT Pertamina Geothermal Energy
Corporate SecretaryMenara Cakrawala lantai 11Jl. MH. Thamrin No. 9 - Jakarta 10340Tel : +6221 3983 3222 | Fax : +6221 3983 3230Email : pcc@pertamina.comwww.pge.pertamina.com
Kerangka Pelaporan
Laporan Tahunan Terintegrasi 2015 Perusahaan, disusun
dengan mengacu pada:
• Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan
Terbatas;
• Referensi Peraturan Bapepam-LK Nomor X.K.6;
• Pedoman Pengelolaan Anak Perusahaan dan Perusahaan
Patungan Pertamina No. A-001/H00200/2011-S0 Revisi 1;
• The International Integrated Reporting Framework, yang
diterbitkan The International Integrated Reporting Council
(IIRC); dan
• G4 Sustainability Reporting Guidelines yang diterbitkan
Global Reporting Initiatives, dengan opsi ‘core’. [G4-32]
Penjaminan dan Indeks Pelaporan
Hingga 2015, Perusahaan belum menyertakan penjaminan
dari pihak independen untuk memeriksa keandalan informasi
keberlanjutan. Pemeriksaan dari pihak independen dilakukan
hanya pada laporan keuangan, yaitu adanya pernyataan dari
auditor independen. Namun demikian, kami menyatakan
bahwa semua data dan informasi yang disajikan dalam laporan
ini didukung oleh bukti yang dapat dipertanggungjawabkan.
Sebagai bentuk tanggung jawab, maka Direksi dan Dewan
Komisaris sebagai pejabat tertinggi tata kelola Perusahaan
menyertakan tanda tangan dalam laporan ini. [G4-33, G4-48]
Reporting Framework
The Company’s 2015 Annual Integrated Report is developed
accordingly to:
• Law Number 40 Year 2007 concerning Limited Liability
Company;
• Reference of Bapepam-LK Regulation Number X.K.6;
• Management Guidelines for Subsidiaries and Joint Ventures of
Pertamina No. A-001/H00200/2011-S0 Revision 1;
• The International Integrated Reporting Framework, which
issued by The International Integrated Reporting Council (IIRC);
and
• G4 Sustainability Reporting Guidelines issued by Global
Reporting Initiatives, with option ‘core’. [G4-32]
Assurance and Report Index
Up to 2015 the Company has yet to provide assurance from
an independent party in order to examine the reliability of its
sustainable information. This verification is conducted only
towards financial performance, namely a statement issued by
the independent auditor. However, we state that all data and
information provided in this report are supported by accountable
evidence. As our responsibility, the Board of Directors and Board of
Commissioners as the highest officials in a Corporate Governance
put their signatures in this report. [G4-33, G4-48]
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
9 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Area SiabayakSibayak Area
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
10 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
TENTANG LAPORAN INIAbout The Report
Kinerja Geothermal yang Terintegrasi Bagi Keberlanjutan EnergiIntegrating Geothermal Performance for Sustainable Energy
3
Aspek Material PelaporanMaterial Aspect of Report
3
Identifikasi Aspek MaterialIdentification of Material Aspect
3
Daftar Aspek-Aspek MaterialList of Material Aspect
6
Batasan PelaporanBoundary of Report
7
Kerangka PelaporanReporting Framework
8
Penjaminan dan Indeks PelaporanAssurance and Report Index
8
Kontak Informasi LaporanContact Information
8
Table of Content
/ Daftar Isi
03TENTANG KAMI About Us
Identitas Perusahaan Company’s Identity
60
Sekilas PerusahaanCompany at a Glance
61
Alamat Kantor AreaAddresses of Area Offices
61
Sejarah Singkat PerusahaanCompany’s History In Brief
62
Jejak LangkahRecord of Performance
64
Visi dan MisiVision and Mission
66
Tata Nilai Values
67
Bidang UsahaBusiness Sector
68
Skema Pemanfaatan Panas Bumi Scheme of Geothermal Utilization
69
Model Bisnis Business Models
72
Wilayah Kerja Working Area
74
Area Panas Bumi Geothermal Areas
76
Proyek Panas Bumi Geothermal Projects
77
Struktur OrganisasiOrganization Structure
80
Pekerja Kami Our Employees
82
Komposisi Pemegang Saham Shareholders’ Composition
88
Kronologi Pencatatan Saham dan Efek Lainnya Chronology of Company Listing and Other Securities
88
Daftar Entitas Anak dan/ atau Asosiasi List of Subsidiaries and/or Associations
89
Struktur Grup Perusahaan Company’s Group Structure
90
Nama dan Alamat Lembaga dan/ atau Lembaga PenunjangNames and Addresses of Agencies and/or Supporting Agencies
91
60
LAPORAN DEWAN KOMISARISDAN DIREKSI Board of Commissioners’ andBoard of Directors' Report
Laporan Dewan KomisarisBoard of Commissioners’ Report
26
Profil Dewan Komisaris Profile of The Board of Commissioners
34
Laporan Direksi Board of Directors’ Report
40
Profil Direksi Profile of Board of Directors
50
Pernyataan Tanggung Jawab atas Laporan Tahunan Terintegrasi Tahun Buku 2015Statement of Responsibility on Annual Integrated Report 2015
56
26
PENCAPAIAN KAMIOur Achievement
Ikhtisar Kinerja KeuanganFinancial Performance Highlights
14
Ikhtisar Kinerja OperasionalOperational Performance Highlights
15
Ikhtisar Kinerja Kesehatan, Keselamatan, Keamanan dan LingkunganHealth, Safety, Security and Environment (HSSE) Performance Highlights
16
Informasi Harga SahamStock Price
17
Informasi Obligasi, Sukuk atau Obligasi KonversiBond, Sukuk or Convertible Bond
17
PenghargaanAwards
18
SertifikasiCertification
20
Peristiwa PentingSignificant Events in 2015
22
12
94ANALISA DAN PEMBAHASANMANAJEMENManagement Analysis and Discussion
Tinjauan UmumGeneral Review
95
Tinjauan Operasi per Segmen UsahaOperation Review per Business Segment
97
Tinjauan Kinerja KeuanganFinancial Performance Review
105
Kinerja Arus Kas PerusahaanCash Flow Performance Of The Company
113
Kemampuan Membayar UtangAbility To Pay Debts
114
Struktur dan Kebijakan ModalCapital Structure and Policy
114
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
11 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
TATA KELOLA PERUSAHAANCorporate Governance
Struktur Tata Kelola Perusahaan yang BaikStructure of Good Corporate Governance
139
Komitmen Terhadap Tata Kelola Perusahaan yang BaikCommitment To Good Corporate Governane
139
Landasan dan Tujuan Penerapan Tata Kelola PerusahaanFoundation and Purposes of The Implementation of Good Corporate Governance
140
Roadmap Tata Kelola Perusahaan yang BaikRoadmap of Good Corporate Governance
142
Implementasi Tata Kelola Perusahaan yang BaikImplementation Of Good Corporate Governance
143
Rencana Pengembangan Tata Kelola Perusahaan Tahun 2016Development Plan of Corporate Governance in 2016
152
Rapat Umum Pemegang Saham (RUPS)General Meeting of Shareholders (GMS)
153
Dewan Komisaris Board of Commisioners
156
DireksiBoard of Directors
168
TANGGUNG JAWAB SOSIAL DANLINGKUNGANSocial and Environment Responsibility
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL)Implementation of Social and Environment Responsibility
228
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Lingkungan Implementation of Social and Environment Responsibility In Environment
238
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ekonomi dan Perlindungan KonsumenImplementation of Social and Environment Responsibility In Economy And Consumer Protection
256
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja (K3)Implementation Of Social And Environment Responsibility In Employment And Work Safety And Health (K3)
266
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Sosial dan KemasyarakatanImplementing Social and Environment Responsibility In Social and Community
282
138228
Investasi Barang ModalCapital Investment
114
Ikatan Material atas Investasi Barang Modal Material Association of Capital Investment
115
Informasi dan Fakta Material Terjadi Setelah Tanggal Laporan Akuntan Information and Material Facts after Accountant Reporting Date
115
Prospek Usaha Business Prospects
115
Target dan Realisasi 2015Target and Realization In 2015
119
Target 2016Target 2016
122
Aspek Pemasaran Marketing Aspect
124
Kebijakan DividenDividend Policy
125
Program Kepemilikan Saham oleh Pekerja dan/atau Manajemen (ESOP/MSOP) Stock Ownership Program By Employee and/or Management (ESOP/MSOP)
126
Realisasi Penggunaan Dana Hasil Penawaran Umum Realized Fund Utilization Of Proceeds From Public Offering
126
Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/ Peleburan Usaha, Akuisisi atau Restrukturisasi Utang/ModalMaterial Information on Investment, Expansion, Divestment, Business Merger/ Fusion, Acquisition or Restructuring of Debt/ Capital
126
Informasi Transaksi Material Mengandung Benturan Kepentingan dan/atau Transaksi dengan Afiliasi Information Of Material Transactions Containing Conflict Of Interests And/Or Transactions With Affiliations
127
Tingkat Kesehatan Perusahaan 2015The Company’s Level of Performance 2015
129
Laporan Sinergi Perseroan dengan Anak Perusahaan dan Afiliasi PertaminaReport of Company’s Synergy with Pertamina’s Subsidiaries and Affiliations
130
Pencapaian Key Performance Indicators 2015Achievement of Key Performance Indicators 2015
132
Perubahan Peraturan Perundang-UndanganAmendments of Legislation
134
Kebijakan Akuntansi Accounting Policies
135
Penilaian Kinerja Anggota Dewan Komisaris dan DireksiPerformance Evaluation of Board of Commissioners and Board of Directors
180
Kebijakan Remunerasi Dewan Komisaris dan DireksiRemuneration Policy of the Board of Commissioners and Board of Directors
180
Pemegang Saham Utama Serta Hubungan Afiliasi Anggota Direksi, Dewan Komisaris dan Pemegang Saham UtamaMajority Shareholders and Affiliations of Members of Board of Directors, Board of Commissioners and Majority Shareholders
181
Rangkap JabatanConcurrent Positions
182
Pencegahan Benturan KepentinganPrevention of Conflict of Interests
183
Keberagaman Komposisi Dewan Komisaris dan DireksiDiversity Composition of the Board of Commissioners and Directors
184
Independensi (Kemandirian)Independence
184
Komite Audit dan Manajemen RisikoAudit and Risk Management Committee
184
Komite InvestasiInvestment Committee
195
Komite LainnyaOther Committees
200
Corporate Secretary 200
Internal Audit (IA) 204
Akuntan PublikPublic Accountant
210
Manajemen RisikoRisk Management
211
Sistem Pengendalian InternalInternal Control System
217
Komitmen Perusahaan terhadap Perlindungan KonsumenCommitment of the Company towards Consumers’ Protection
221
Aktivitas dan Biaya Tanggung Jawab Sosial Anak PerusahaanActivities and Cost of Subsidiaries’ Social Responsibilities
222
Perkara Penting yang Sedang DihadapiSignificant Legal Cases In Progress
222
Akses Informasi dan Data Perusahaan Information Access and Company’s Data
224
Etika Anak PerusahaanEthics of Subsidiaries
225
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tentang Kami About Us
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
PT Pertamina Geothermal Energy – selanjutnya disebut
sebagai Perusahaan dalam laporan ini, menjadi satu-satunya
pengembang panas bumi di dunia yang pernah mengerjakan
sekaligus pembangunan 8 proyek di 7 lokasi berbeda.
Proyek-proyek tersebut adalah Proyek Kamojang Unit V (1X35
MW), Proyek Ulubelu Unit III dan IV (2X55 MW), Proyek Lumut
Balai Unit I dan II (2X55 MW), Proyek Lumut Balai Unit III dan
IV (2X55 MW), Proyek Lahendong Unit V dan VI (2X20 MW),
Proyek Karaha Unit I (1x30 MW), Proyek Hululais Unit I dan II
(2X55 MW) dan Proyek Sungai Penuh Unit I dan II (2X55 MW).
Perusahaan sebagai pengembang panas bumi terbesar akan
menyelesaikan proyek-proyek tersebut pada kurun waktu
tahun 2015 hingga tahun 2019, dan khusus untuk PLTP Lumut
Balai Unit III dan IV akan selesai tahun 2022 dan 2023. Total
target kapasitas terpasang pada tahun 2017 mencapai 682 MW
atau setara dengan 32.259 BOEPD, dan tahun 2019 bertambah
menjadi 907 MW yang setara 42.901 BOEPD.
Pada 29 Juni 2015 Pembangkit Listrik Tenaga Panas Bumi
(PLTP) Kamojang Unit V resmi beroperasi secara komersial,
dengan mengalirkan listrik kepada PT PLN (Persero). Jadwal
tersebut lebih cepat dari target operasi komersial (Commercial
Operation Date atau COD) yang direncanakan dari RKAP yaitu
tanggal 21 Juli 2015. Beroperasinya PLTP Kamojang Unit V juga
menjadi salah satu milestone penting Perusahaan dalam bisnis
total project panas bumi, dengan mengelola panas bumi dari
uap hingga menjadi listrik.
PT Pertamina Geothermal Energy – herewith to be referred as
Company in this report, is the world’s sole geothermal producer
that had completed a simultaneous 8 development projects in 7
different locations.
Such projects are Kamojang Project of Unit V (1X35 MW), Ulubelu
Project of Unit III and IV (2X55 MW), Lumut Balai Project of
Unit I and II (2X55 MW), Lumut Balai Unit III and IV (2x55 MW),
Lahendong Project of Unit V and VI (2X20 MW), Karaha Project of
Unit I (1X30 MW), Hululais Project of Unit I and II (2x55 MW), and
Sungai Penuh Project of Unit I and II (2X55 MW).
The Company as the largest geothermal producer plan to complete
the projects within the period of 2015 to 2019, and specifically
for PLTP Lumut Balai Unit III and IV it is scheduled to finish in 2022
and 2023 respectively. Total target of installed capacity in 2017
to reach 682 MW or equivalent to 32,259 BOEPD, and in 2019 it
will rise to 907 MW, which is equivalent to 42,901 BOEPD.
On 29th June 2015, Kamojang’s Geothermal Power Plant (PLTP)
of Unit V began its official commercial operations, discharging
electricity to PT PLN (Persero). The schedule was earlier than
its Commercial Operation Date (COD) in RKAP, which was 21st
July 2015. The operation of PLTP Kamojang Unit V has become a
milestone of the Company in geothermal business by processing
steam geothermal into electricity.
Our Achievement
/ Pencapaian Kami
Area KamojangKamojang Area
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
12 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 13 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
• Lahendong• Sibayak• Ulubelu
BIRU | BLUE
EMAS | GOLDKamojang
Penghargaan PROPER PROPER Award
449Jumlah PekerjaTotal Employees
339.19Realisasi Investasi Investment Realization
Rp Rp 13.28Realisasi Dana CSR CSR Fund Realization
Juta USD | Million USD
2,583,641Potensi CERCER Potential
Ton CO2e/Tahun | Ton CO2e/Year
Miliar IDR | Billion IDR
Pekerja | Employees
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
12 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 13 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Ikhtisar Kinerja Kesehatan, Keselamatan, Keamanan dan LingkunganHealth, Safety, Security and Environment (HSSE) Performance Highlights
Rincian Kinerja Keselamatan 2015Detailed Safety Performance 2015
Klasifikasi KejadianOccurrence Classification
Bulan | Month
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Recordable Incident
Fatalities 0 0 0 0 0 0 0 0 0 0 0 0
Day Away From Work Cases 0 0 0 0 0 0 0 0 0 1 0 1
Restricted Work Days Cases 0 0 0 0 0 0 0 0 0 0 0 0
Medical Treatment Cases 0 0 0 0 0 0 1 1 1 0 0 0
Total Recordable Incident 0 0 0 0 0 0 1 1 1 1 0 1
Non Recordable Incident
First Aid 1 1 0 0 1 0 0 1 0 0 0 0
Near Miss 0 0 0 1 1 0 0 0 0 2 0 8
Total Non Recordable Incident 1 1 0 1 2 0 0 1 0 2 0 8
Total 1 1 0 1 2 0 1 2 1 3 0 9
Jam Kerja | Working Hours 14,025,428
Total Recordable Incident Rate 0.36
NOA 0
Ringkasan Kinerja Keselamatan Safety Performance Summary
Jam KerjaWorking Hours
Recordable Incidents
Non Recordable Incidents
2014
2013
7,825,390
5,527,317
2015
2014
2013
4
5
1
2015
2014
2013
8
16
15
(TRIR)Total Recordable Incident Rate
0.362015 0.512014 0.182013
2015 14,025,428
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
16 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 17 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Informasi Harga Saham
PT Pertamina Geothermal Energy merupakan perusahaan
tertutup dan hingga 31 Desember 2015 belum mencatatkan
saham Perusahaan pada bursa saham manapun. Dengan
demikian Laporan ini tidak menyertakan informasi mengenai
harga saham Perusahaan.
Informasi obligasi, Sukuk atau obligasi Konversi
Perusahaan tidak menyajikan informasi mengenai penerbitan
obligasi, sukuk atau obligasi konversi sesuai dengan
karakteristik yang dimiliki Perusahaan.
Stock Price
PT Pertamina Geothermal Energy is a private company; and up
to 31st December 2015 it had not listed shares of the Company
to any stock exchanges. Hence, this report does not provide such
information related to the Company’s stock price.
Bond, Sukuk or Convertible Bond
The Company does not provide information concerning the
issuance of bond, sukuk or convertible bond, which are in line with
its characteristic.
Area KamojangKamojang Area
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
16 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 17 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Penghargaan yang Diterima Tahun 2015Awards Received in 2015
NoBidang
FieldNama Penghargaan
Award's NameLembaga Pemberi
Grantor
1
LingkunganEnvironment
PROPER Emas untuk Area KamojangPROPER Gold for Kamojang Area
Kementerian Lingkungan Hidup dan KehutananMinistry of Environment and Forestry
2PROPER Biru untuk Area Lahendong PROPER Blue for Lahendong Area
Kementerian Lingkungan Hidup dan KehutananMinistry of Environment and Forestry
3PROPER Biru untuk Area UlubeluPROPER Blue for Ulubelu Area
Kementerian Lingkungan Hidup dan KehutananMinistry of Environment and Forestry
4PROPER Biru untuk Area SibayakPROPER Blue for Sibayak Area
Kementerian Lingkungan Hidup dan KehutananMinistry of Environment and Forestry
5Patra Adhikriya Bhumi Madya untuk Area KamojangPatra Adhikriya Bhumi Madya for Kamojang Area
PT Pertamina (Persero)
6Satya Lancana Wirakarya untuk Area KamojangSatya Lancana Wirakarya for Kamojang Area
Presiden Republik IndonesiaThe President of the Republic of Indonesia
7
Manajemen Mutu Quality Management
Best Innovation untuk PKM SupermanBest Innovation for PKM Superman
Upstream Improvement & Innovation Award
83rd Best CIP untuk PKM Superman3rd Best CIP for PKN Superman
Upstream Improvement & Innovation Award
9Peringkat Platinum untuk PKM SupermanPlatinum award for PKM Superman
Annual Pertamina Quality Award
10Peringkat Platinum untuk GKM KamojangPlatinum award for GKM Kamojang
Annual Pertamina Quality Award
11Peringkat Platinum untuk GKM TurbinPlatinum award for GKM Turbin
Annual Pertamina Quality Award
12Peringkat Gold untuk PKM Linau LakeGold award for PKM Linau Lake
Annual Pertamina Quality Award
13Peringkat Gold untuk PKM IMTAQGold award for PKM IMTAQ
Annual Pertamina Quality Award
14Peringkat Gold untuk GKM Project DevelopmentGold award for GKM Project Development
Annual Pertamina Quality Award
Awards
/ Penghargaan
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
18 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 19 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Penghargaan yang Diterima Tahun 2015Awards Received in 2015
NoBidang
FieldNama Penghargaan
Award's NameLembaga Pemberi
Grantor
15Dharma Karya Energi dan Sumber Daya Mineral Muda untuk PKM ChangcuterDharma Karya Energi and Young Mineral Resources for PKM Changcuter
Kementerian Energi Sumber Daya MineralMinistry of Energy and Mineral Resources
16
Manajemen Mutu Quality Management
Best Innovation Expo Annual Pertamina Quality Award
17The Best Continuous Performance Improvement Annual Pertamina Quality Award
18Peringkat Platinum untuk GKM Project DevelopmentPlatinum award for GKM Project Development
Temu Karya Mutu dan Produktifitas Nasional XIXThe XIX Gethering of National Quality and Productivity
19Peringkat Platinum untuk PKM Linau LakePlatinum award for PKM Linau Lake
Temu Karya Mutu dan Produktifitas Nasional XIX The XIX Gethering of National Quality and Productivity
20Three Stars plus Peringkat Gold (Best Three Stars) untuk PKM Kanglamber Three Stars plus Gold award (Best Three Stars) for PKM Kanglamber
International Exposition on Team Excellence
21Peringkat Bronze untuk GKM EMC2 Bronze award for GKM EMC2
International Convention on QC Circles
22 Manajemen RisikoRisk Management
1st Winner The Best Implementation of Enterprise Risk Management pada ajang Annual Pertamina Subsidiary Award1st Winner for the Best Implementation of Enterprise Risk Management at the Annual Pertamina Subsidiary Award
PT Pertamina (Persero)
23 KemasyarakatanSocial Community
2nd Winner The Best Implementation of Community Involvement & Development pada ajang Annual Pertamina Subsidiary Award2nd Winner for the Best Implementation of Community Involvement & Development at the Annual Pertamina Subsidiary Award
PT Pertamina (Persero)
24
LainnyaOthers
The Most Organized Director pada Annual Hulu DayThe Most Organized Director at the Annual Hulu Day
PT Pertamina (Persero)
25Penghargaan Kategori 5 Prioritas Strategis- Pilar Pengembangan Strategi Hulu untuk Area Kamojang5th Category Award of Strategic Priorities – Pillar Development of Upstream Strategy for Kamojang Area
Pertamina Award 2015
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
18 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 19 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Certification
/ Sertifikasi
Sertifikasi yang Dimiliki Perusahaan Hingga 2015 [G4-15]Certificates Owned by the Company up to 2015
No Nama SertifikasiCertificate’s Name
StandarStandard
Ruang LingkupScope
Tanggal Perolehan dan Masa BerlakuDate Acquired and Validity Period
Area/ Fungsi/ DirektoratArea/ Function/ Directorate
1 Sistem Manajemen Mutu dan K3 Quality Management System and OHS
ISO 9001:2008; OHSAS 18001:2007
Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation
2014-2017 Area LahendongLahendong Area
2 Sistem Manajemen LingkunganEnvironmental Management System
ISO 14001:2004 Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation
2014-2017 Area UlubeluUlubelu Area
3 Sistem Manajemen Pengamanan Security Management System
Peraturan Kepala Kepolisian Negara RI No. 24/2007Regulation of Indonesian National Police Number 24 Year 2007
Sistem Manajemen Pengamanan SwakarsaIndependent Security Management System
2014-2017 Area KamojangKamojang Area
4 Sistem Manajemen Pengamanan Security Management System
Peraturan Kepala Kepolisian Negara RI No. 24/2007Regulation of Indonesian National Police Number 24 Year 2007
Sistem Manajemen Pengamanan SwakarsaIndependent Security Management System
2014-2017 Area LahendongLahendong Area
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
20 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 21 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
No Nama SertifikasiCertificate’s Name
StandarStandard
Ruang LingkupScope
Tanggal Perolehan dan Masa BerlakuDate Acquired and Validity Period
Area/ Fungsi/ DirektoratArea/ Function/ Directorate
5 Integrasi Sistem QHSE (Quality, Health & Safety, and Environment) Integrated System of QHSE (Quality, Health & Safety, and Environment)
ISO 9001:2008; ISO 14001:2004; OHSAS 18001:2007
Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation
2015-2018 Area KamojangKamojang Area
6 Sistem Manajemen LingkunganEnvironmental Management System
ISO 14001:2004 Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation
2015-2018 Area LahendongLahendong Area
7 Sistem Manajemen K3Management System of OHS
OHSAS 18001:2007 Eksploitasi dan Penyaluran Uap Panas Bumi untuk Pembangkitan ListrikExploitation and Distribution of Geothermal Steam for Electricity Generation
2015-2018 Area UlubeluUlubelu Area
8 Sistem Manajemen MutuQuality Management System
ISO 9001:2015 Eksplorasi dan Eksploitasi Uap Panas Bumi di Lingkungan Kantor PusatExploration and Exploitation of Geothermal Steam in the Environment of Head Office
Implementasi 2015Implementation in 2015
Kantor PusatHead Office
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
20 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 21 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Significant Events in 2015
/ Peristiwa Penting 2015
RUPS Tahun Buku 2014RUPS Tahunan Tahun Buku 2014 PT Pertamina Geothermal Energy (Perusahaan). Laba Bersih Perusahaan mencapai 125% dari RKAP. RUPS ini dihadiri oleh Direksi, Dewan Komisaris dan Pemegang Saham Perusahaan yaitu PT Pertamina (Persero) dan PT Pertamina Dana Ventura.
General Meeting of Shareholders of 2014 Financial YearPT Pertamina Geothermal Energy (Company) Annual General Meeting of Shareholders of 2014 Financial Year recorded net income at 125% of the Work Plan and Budget (RKAP). The GMS was attended by the Board of Directors, Board of Commissioners and Shareholders, namely PT Pertamina (Persero) and PT Pertamina Dana Ventura.
Tajak Sumur KMJ- 70 Area KamojangTajak Sumur KMJ-70/3 di lokasi RIG PDSI #39.3 D1500E Area Kamojang, Bandung, dengan kedalaman akhir 3.000 meter.
Spud-in of KMJ-70 Kamojang AreaSpud-in of KMJ-70/3 in RIG PDSI #39.3 D1500E Kamojang Area, Bandung with finishing depth at 3,000 meter.
Penandatanganan Kontrak EPCC PT Pertamina Geothermal Energy Proyek Karaha - AlstomPT Pertamina Geothermal Energy bersama dengan KonsorsiumPT Alstom Power Energy System Indonesia dan Alstom Power System SA menandatangani Kontrak Total Proyek EPCC Panas Bumi Karaha dengan kapasitas 1 x 30 MW.
The Signing of EPCC Contract for Karaha-Alstom ProjectPT Pertamina Geothermal Energy joined with PT Alstom Power Energy System Indonesia Consortium and Alstom Power System SA signed Total Contract on EPCC Project for Karaha Geothermal with capacity of 1 x 30 MW.
Kunjungan Dirut Pertamina ke KamojangDirektur Utama PT Pertamina (Persero) didampingi oleh Direktur Utama PT Pertamina Geothermal Energy melakukan kunjungan ke Perusahaan Area Kamojang. Direktur Utama PT Pertamina (Persero) berkesempatan meninjau fasilitas produksi dan kegiatan CSR di Konservasi Elang Kamojang, serta meresmikan Geothermal Information Center.
Pertamina’s President Director Visit to KamojangPresident Director of PT Pertamina (Persero) and President Director of PT Pertamina Geothermal Energy visited Kamojang Area. PT Pertamina (Persero) President Director also had the opportunity to observe production facility and CSR activities at Kamojang Eagle Conservation, as well as announced Geothermal Information Center.
Town Hall Meeting - Pisah sambut Direktur Utama PT Pertamina Geothermal EnergyTown Hall Meeting ini diselenggarakan dalam rangka pisah sambut Direktur Utama PT Pertamina Geothermal Energy yang baru Irfan Zainuddin menggantikan pejabat lama Rony Gunawan.
Town Hall Meeting – Welcoming Ceremony of President Director of PT Pertamina Geothermal EnergyTown Hall Meeting was held due to the commemoration of new President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin in replacing the former incumbent, Rony Gunawan.
Januari | January
Februari | February
Februari | February April | April April | April
April | April
Mei | May
2626
2
4 24
Kunjungan Direktur UtamaPT Pertamina Geothermal Energy ke Area KomojangSeusai dilantik sebagai Direktur Utama PT Pertamina Geothermal Energy, Irfan Zainuddin melaksanakan kunjungan kerja pertama ke Area Kamojang.
President Director of PT Pertamina Geothermal Energy Visit to Kamojang AreaPost inauguration as President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin completed its initial work visit to Kamojang Area.
8
Pengenalan Komisaris UtamaPT Pertamina Geothermal Energy yang BaruPengenalan Komisaris UtamaPT Pertamina Geothermal Energy, Yenni Andayani yang diangkat tmt 5 Maret 2015. Yenni Andayani menggantikan Muhamad Husen yang menjabat sebagai Komisaris Utama PT Pertamina Geothermal Energy sebelumnya.
Announcement of the NewPresident Commissioner ofPT Pertamina Geothermal EnergyThe announcement of President Commissioner of PT Pertamina Geothermal Energy, Yenni Andayani, which was effective as of 5th March 2015. She replaced Muhamad Husen, the former President Commissioner.
20
Penghargaan CECT Award 2015PT Pertamina Geothermal Energy meraih 3 penghargaan dalam ajang Center for Entrepreneurship, Change, and Third Sector (CECT) Sustainabillity Report Award 2015 yang diselenggarakan oleh Universitas Trisakti. Penghargaan ini diberikan atas keberhasilan Perusahaan dalam menjalankan tanggung jawab sosial atau CSR sesuai dengan pedoman ISO 26000.
CECT Award 2015PT Pertamina Geothermal Energy received 3 awards in the event of Center for Entrepreneurship, Change, and Third Sector (CECT) Sustainability Report Award 2015, which was held by University of Trisakti. The Company succeeded its Corporate Social Responsibility (CSR) program in accordance wiith ISO 26000.
17 Maret | March
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
22 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 23 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Upstream HSSE Forum HSSEDirektur Hulu PT Pertamina (Persero) Syamsu Alam menyerahkan Komitmen Keselamatan, Kesehatan Kerja dan Lindungan Lingkungan serta Pengamanan yang diterapkan di Direktorat Hulu kepada Direktur Utama PT Pertamina Geothermal Energy Irfan Zainuddin.
Upstream HSSE Forum HSSEUpstream Director of PT Pertamina (Persero), Syamsu Alam, handed over the Commitment of Work Safety, Health and Environment Protection as well as Safety to President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin.
Temu Pisah Direktur OperasiDirektur Operasi PT Pertamina Geothermal Energy, Richard H. Tamba mengakhiri masa jabatannya diPT Pertamina Geothermal Energy untuk selanjutnya digantikan oleh pejabat baru Ali Mundakir.
Operation Director's Farewell Ceremony Operation Director of PT Pertamina Geothermal Energy, Richard H. Tamba terminated its tenure at the Company, which then was replaced by its successor, Ali Mundakir.
Pameran IIGCE & EBTKE Conex 2015PT Pertamina Geothermal Energy berpartisipasi dalam Indonesia International Geothermal Convention and Exhibition (IIGCE) dan The 4th Indonesia EBTKE ConEx 2015 di Jakarta Convention Center. Acara ini dibuka oleh Presiden RI Joko Widodo.
IIGCE & EBTKE at Conex 2015PT Pertamina Geothermal Energy participated at Indonesia International Geothermal Convention and Exhibition (IIGCE) and the 4th Indonesia EBTKE ConEx 2015 at Jakarta Convention Center. The event was opened by the President of Republic of Indonesia, Joko Widodo.
Customer Visit Direktur SDM dan Umum Pertamina ke PT Pertamina Geothermal EnergyDirektur SDM dan Umum Pertamina Dwi Wahyu Daryoto dan Tim Corporate Shared Service (CSS) berdiskusi mengenai update layanan CSS serta sharing rencana bisnisPT Pertamina Geothermal Energy ke depannya.
Customer Visit of Human Resources and General Affairs Director of Pertamina to PT Pertamina Geothermal EnergyHuman Resources and General Affairs Director of Pertamina, Dwi Wahyu Daryoto and Corporate Shared Service (CSS) Team discussed the updated service of CSS along with upcoming business plan of PT Pertamina Geothermal Energy.
Juni | June Agustus | August Agustus | August Oktober | October
Agustus | August
September | September
November | November
Juli | July
25 6 19 9
APQA 2015Insan Mutu PT Pertamina Geothermal Energy yang tergabung dalam Tim Continuous Improvement Program (CIP) berhasil meraih penghargaan dalam ajang Annual Pertamina Quality Award 2015. Penghargaan tersebut terdiri dari 3 platinum dan 3 gold.
APQA 2015Individuals of PT Pertamina Geothermal Energy, which participated in Continuous Improvement Program (CIP) Team, were awarded at the Annual Pertamina Quality Award 2015. The award consists of 3 platinum and 3 gold.
2-4Pelepasliaran Elang KamojangPusat Konservasi Elang Kamojang berhasil dalam penyelamatan elang sebagai satwa yang dilindungi. Keberhasilan ini ditandai dengan pelepasliaran 1 ekor Elang Kamojang ke alam bebas. Pelepasliaran dilakukan oleh Wakil Bupati Bandung, BBKSDA Jawa Barat dan Direktur Utama PT Pertamina Geothermal Energy.
Releasing Kamojang EagleKamojang Eagle Conservation Center did well in rescuing eagles as protected animals. The success was memorialized by releasing 1 Kamojang Eagle back to the wild, which was conducted by Deputy Regent of Bandung, BBKSDA of West Java and President Director ofPT Pertamina Geothermal Energy.
9Tajak Pertama di Cluster K Area UlubeluDirektur Hulu PT Pertamina (Persero) Syamsu Alam bersama Direktur Utama PT Pertamina Geothermal Energy Irfan Zainuddin, Direktur Operasi PT Pertamina Geothermal Energy Ali Mundakir, Direktur Utama PDSI Lelin Eprianto, Direktur Operasi PDSI Gandot Werdiantoro dan GM Area Ulubelu Dirgo Rahayu melakukan tajak pertama di lokasi pemboran cluster K, Area Ulubelu.
First Spud-in at Cluster K in Ulubelu AreaUpstream Director of PT Pertamina (Persero), Syamsu Alam, joined with President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin; Operation Director of PT Pertamina Geothermal Energy, Ali Mundakir; President Director of PDSI, Lelin Eprianto; Operation Director of PDSI, Gandot Werdiantoro; and General Manager of Ulubelu Area, Dirgo Rahayu conducted the first spud-in at drilling location of cluster K, Ulubelu Area.
17
Peresmian PLTP Kamojang Unit VPresiden RI Joko Widodo didampingi Menteri BUMN Rini M. Soemarno, Wakil Gubernur Jawa Barat Deddy Mizwar dan Direktur Utama PT Pertamina (Persero) Dwi Soetjito meresmikan PLTP Kamojang Unit V di Area Kamojang, Bandung. Dengan diresmikannya PLTP ini, Area Kamojang mendapatkan tambahan kapasitas listrik sebesar 35 MW, dengan total keseluruhan menjadi 235 MW.
Official Announcement of PLTP Kamojang Unit VThe President of Republic Indonesia, Joko Widodo, accompanied by the Minister of SOE, Rini M. Soemarno; Deputy Governor of West Java, Deddy Mizwar; and President Director of PT Pertamina (Persero), Dwi Soetjipto, officially announced PLTP Kamojang Unit V in Kamojang Area, Bandung. This area received a supplementary electricity capacity of 35 MW, which summed the total to 235 MW.
5
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
22 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 23 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Sosialisasi GCG, Visi Misi dan Tata NilaiSosialisasi GCG, Visi Misi dan Tata Nilai perusahaan kepada seluruh Pekerja. Sosialisasi dilaksanakan di Kantor Pusat PT Pertamina Geothermal Energy dengan video conference ke seluruh Area dan Proyek. Pada kesempatan ini, dilaksanakan juga pengenalan komisaris baruPT Pertamina Geothermal Energy Maxi Eman yang diangkat tmt 29 Oktober 2015.
Socialization of GCG, Vision Mission and ValuesSocialization of GCG, Vision Mission and Values of the company was conveyed to all Employees. It was held at the Head Office of PT Pertamina Geothermal Energy through video conference to all Areas and Projects. Furthermore, it also announced the new commissioner of PT Pertamina Geothermal Energy, Maxi Eman, who was appointed on 29th October 2015.
Proper Emas 5 Kali Berturut-turut Untuk Area KamojangPT Pertamina Geothermal Energy Area Kamojang berhasil mempertahankan PROPER Emas untuk yang ke-5 kalinya. Keberhasilan ini merupakan komitmen PT Pertamina Geothermal Energy Area Kamojang dalam pelestarian lingkungan serta pelaksanaan CSR yang semakin dirasakan manfaatnya oleh masyarakat.
The 5th Gold Rank of Proper for Kamojang AreaPT Pertamina Geothermal Energy retained its Gold Rank PROPER for the 5th time for Kamojang Area.A rewarding commitment of PT Pertamina Geothermal Energy Kamojang Area for its efforts in environment preservation and CSR activities, whose effects were also benefited the community.
17 23
Tim CIP PT Pertamina Geothermal Energy di ajang TKMPNTim CIP PT Pertamina Geothermal Energy berjaya di ajang Temu Karya Mutu & Produktifitas Nasional (TKMPN) dengan meraih 2 platinum award. Tim CIP tersebut adalah FTP Project Development dan PCP Linau Lake.
CIP Team of PT Pertamina Geothermal Energy in TKMPNCIP Team of PT Pertamina Geothermal Energy had an outstanding performance at the Gathering of National Quality and Productivity (TKMPN) by achieving 2 platinum awards. Those CIP Team were FTP Project Development and PCP Linau Lake.
23-26
Penghargaan APSA, HUT ke-58 PertaminaPT Pertamina Geothermal Energy berhasil meraih penghargaan pada ajang APSA (Annual Pertamina Subsidiary Award) yaitu 1st Winner The Best Implementation of Enterprise Risk Management 2014 dan 2nd Winner The Best Implementation of Community Involvement & Development 2014.
APSA Award, Pertamina’s 58th AnniversaryAt Annual Pertamina Subsidiary Award (APSA), PT Pertamina Geothermal Energy accepted two awards as the 1st Winner for the Best Implementation of Enterprise Risk Management 2014 and 2nd Winner for the Best Implementation of Community Involvement & Development 2014.
10
Gathering PT Pertamina Geothermal EnergyPencanangan target Perusahaan pada tahun 2025 sebesar 2.267 MW oleh Direksi.
Gathering PT Pertamina Geothermal EnergyA declaration of Company’s target to reach 2,267 MW in 2025 by the Board of Directors.
20
MWT Direktur Hulu PertaminaDirektur Hulu Pertamina Syamsu Alam didampingi Direktur UtamaPT Pertamina Geothermal Energy Irfan Zainuddin melakukan Management Walkthrough (MWT) di Area Kamojang dan Proyek Karaha. Selain MWT Direktur Hulu juga menyaksikan Kontes Domba Hias Khas Garut yang merupakan kegiatan CSR Area Kamojang.
MWT of Pertamina’s Upstream DirectorUpstream Director of Pertamina, Syamsu Alam, accompanied with President Director of PT Pertamina Geothermal Energy, Irfan Zainuddin, performed a Management Walkthrough (MWT) in Kamojang Area and Karaha Project. Besides MWT, Upstream Director also observed Garut’s Decorated Sheep Contest, one of CSR activities in Kamojang Area.
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November | November November | November
November | November
November | November
Desember | December
Desember | December
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
24 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 25 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Area SiabayakSibayak Area
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
24 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 25 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Board of Commissioners’ Report
/ Laporan Dewan Komisaris
Tahun 2015 menjadi tahun penuh dinamika bagi perusahaan panas bumi di Indonesia. Di tengah kendala dan tantangan yang harus dihadapi, PT Pertamina Geothermal Energy mampu memanfaatkan peluang untuk mengembangkan usaha. Untuk itu, bersama seluruh Dewan Komisaris, marilah kita panjatkan syukur ke hadirat Allah SWT, Tuhan Yang Maha Esa, yang telah memberikan kekuatan bagi kita semua.
The year of 2015 was a year enlivened with dynamics for geothermal companies in Indonesia. Amidst the
obstacles and challenges that must be addressed, PT Pertamina Geothermal Energy proved to be agile in
tackling opportunities in order to expand the business. Therefore, together with the Board of Commissioners,
we would like to express our gratitude to Allah SWT, God Almighty, who have given us the strength.
Tentang Kami About Us
26 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 27 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
Sebagai bagian dari PT Pertamina (Persero), sepanjang tahun
2015 Perusahaan telah melaksanakan kebijakan efisiensi.
Direksi dengan dukungan Dewan Komisaris menerjemahkan
kebijakan tersebut melalui Rencana Kerja dan Anggaran
Perusahaan (RKAP) yang disesuaikan untuk menjawab berbagai
kendala dan tantangan.
Laporan Terintegrasi Pertama
Berbeda dengan laporan-laporan terdahulu, di tahun buku
2015 ini, PT Pertamina Geothermal Energy untuk pertama
kalinya menyampaikan kinerja ekonomi, sosial dan lingkungan
dalam satu kesatuan pelaporan, yakni melalui Laporan Tahunan
Terintegrasi. Hal ini menjadi catatan tersendiri, mengingat
kian bertambahnya tuntutan penyampaian informasi kinerja
yang lebih terpadu dalam sebuah laporan yang komprehensif.
Terpadunya penyampaian informasi ini, diiringi dengan
semakin meningkatnya kesadaran untuk memperhatikan tidak
saja aspek ekonomi, namun sosial dan lingkungan.
Dibutuhkan komitmen bersama dan usaha keras, hingga
akhirnya Laporan Tahunan Terintegrasi ini diterbitkan.
Komitmen dan usaha yang juga menjadi bagian dari ikhtiar
bersama perlu dilakukan untuk mewujudkan Visi Perusahaan,
sebagai perusahaan panas bumi terdepan di Indonesia, Asia
dan Dunia.
Dewan Komisaris berharap informasi dalam laporan ini akan
membantu pemangku kepentingan memahami bagaimana
Perusahaan menjalankan bisnis secara berkesinambungan.
Kontribusi Perusahaan tidak hanya semata pada keuntungan
bagi Pemegang Saham, tetapi juga bagi seluruh pemangku
kepentingan lain, termasuk dalam menjaga pelestarian alam.
As part of PT Pertamina (Persero), through the year of 2015
PT Pertamina Geothermal Energy has performed efficiency
policy. The Board of Directors bearing the support of the Board of
Commissioners applied the policy through Work Plan and Budget
(RKAP), which was adjusted appropriately to address various
obstacles and challenges.
First Integrated Report
In contrast with the previous reports, this fiscal year 2015,
PT Pertamina Geothermal Energy had for the first time submitted
its economic performance, social and environment in one report
that is Annual Integrated Report. This is a record of its own as
the demand for performance information keeps increasing and
more integrated in one comprehensive report. In the event of this
new circumstance, the Company must also improve its awareness
level to not only focus on economy aspect, but also on social and
environment.
It required a shared commitment and persistence to have finally
issued this Annual Integrated Report. The commitment and effort
in this joint initiative were needed to embody the Company's
Vision as the leading geothermal company in Indonesia, Asia, and
the World.
The Board of Commissioners hope that information contained
in this report may help the stakeholders in understanding how
PT Pertamina Energy runs its business sustainably. Contributions
presented by the Company are not only benefited the
Shareholders, but also for other stakeholders, including those
related in preserving nature.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
26 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 27 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Penilaian Kinerja Direksi
Tugas dan tanggung jawab Dewan Komisaris dalam melakukan
pengawasan dan pemberian nasihat kepada Direksi, dipusatkan
pada kegiatan strategis, berdasarkan aspek operasional,
keuangan, tata kelola dan tanggung jawab sosial.
Secara umum, Dewan Komisaris menilai kinerja Direksi dalam
mengelola Perusahaan selama tahun 2015 sangat baik. Hal
ini tercermin dari pencapaian indikator kinerja kunci (Key
Performance Indicator atau KPI), yang telah mencapai target
ditetapkan, baik dalam hal kinerja finansial, operasional,
pengembangan bisnis/kepuasan pelanggan, maupun
pengelolaan organisasi dan tenaga kerja.
Di bawah pengelolaan Direksi, Perusahaan telah membukukan
Laba Usaha yang diperoleh pada tahun buku 2015 mencapai
USD119.62 juta, atau 111% dari target sebesar USD107.55 juta.
Adapun Laba Komprehensif pada tahun buku 2015 mencapai
sebesar USD85.04 juta atau 122% dari target USD69.80 juta.
Kinerja operasional yang optimal telah merealisasikan produksi
uap panas bumi setara listrik sebesar 3.056,82 GWh pada tahun
2015. Jumlah tersebut mencapai 104,4% dari target sebanyak
2.929,24 GWh, atau mengalami peningkatan dibandingkan
tahun 2014 sebesar 2.831,40 GWh.
Kinerja Perusahaan dari sisi investasi juga memperlihatkan
pencapaian yang menggembirakan. Selama tahun
2015, Perusahaan telah mengeluarkan USD339.19 juta
yang digunakan untuk pengembangan panas bumi di
wilayah kerja PT Pertamina Geothermal Energy. Investasi
tersebut diantaranya berupa pelaksanaan infrastruktur
dan pemboran 20 sumur selesai dan 6 sumur on going
serta 7 sumur KURS dan 1 on going KURS. Di samping itu,
dilaksanakan pula kegiatan Engineering, Procurement and
Construction (EPC) pembangunan Steam Gathering System
(SGS) dan Pembangkit Listrik Tenaga Panas Bumi (PLTP).
Sepanjang tahun 2015 ada 8 proyek pengembangan panas
bumi yang dikerjakan sekaligus di 7 lokasi berbeda. Khusus
untuk proyek Kamojang Unit V, pada tanggal 29 Juni 2015
telah resmi beroperasi secara komersial, dan mengalirkan
listrik kepada PT PLN (Persero). Keberhasilan menyelesaikan
proyek Kamojang Unit V merupakan salah satu pencapaian
Direksi untuk memantapkan Perusahaan dalam melaksanakan
kegiatan usaha panas bumi secara total project, yakni dari
produksi uap hingga menjadi listrik.
Assessment on the Board of Directors' Performance
Duties and responsibilities of the Board of Commissioners involve
supervision and advice provision to the Board of Directors,
which highlight strategic activities based on operational aspect,
financial, governance and social responsibility.
In general, the Board of Commissioners assessed the Board
of Directors to be exceedingly well in managing the company
throughout 2015. This is reflected in the achievement of Key
Performance Indicator (KPI), which managed to achieve the
set target, both in terms of financial, operational, business
development/customer satisfaction, and management and labor
organizations performance.
Under the management of the Board of Directors, the Company
has recorded Operating Income up to USD119.62 million or 111%
of the indicated target, which was USD107.55 million. As for
Comprehensive Income for fiscal year 2015, it reached USD85.04
million or 122% of the targeted USD69.80 million.
With optimized operational performance, it realized the
production of geothermal steam equivalent to electricity of
3,056.82 GWh in 2015. This amount shows the achievement
of 104.4% of the targeted 2,929.24 GWh, or increased up to
2,831.40 GWh compared in 2014.
In regards to investment, the Company showed an encouraging
achievement. Throughout 2015, the Company has spent
USD339.19 million to be used for geothermal development in
the working areas of PT Pertamina Geothermal Energy, the
investment spent for developing infrastructure and drilled
20 new wells, 7 KURS as well 6 on going wells and 1 on going
KURS. Additionally, the Company also spent for Engineering,
Procurement and Construction (EPC) of Steam Gathering System
(SGS) and Geothermal Power Plant (PLTP).
In 2015, there were 8 geothermal development projects completed
simultaneously in 7 different locations. Specifically for Kamojang
Project of Unit V, it has commercially operated since 29th June
2015, discharging electricity to PT PLN (Persero). The success of
Kamojang Project Unit V was one of milestones delivered by the
Board of Directors in its endeavor to lead the Company embarking
geothermal business as total project, namely processing steam
production into electricity.
Tentang Kami About Us
28 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 29 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
Pencapaian tersebut meyakinkan Dewan Komisaris bahwa
Direksi telah mematuhi dan menerapkan pengelolaan risiko,
sebagai bagian dari pelaksanaan tata kelola perusahaan yang
baik. Hal ini menjadi landasan bagi PT Pertamina Geothermal
Energy untuk menjadi perusahaan panas bumi kebanggaan
nasional berkelas dunia.
Kami juga melakukan pengawasan kinerja Direksi dalam hal
pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL)
oleh Perusahaan, diantaranya terkait pengelolaan lingkungan
hidup. Dewan Komisaris memastikan hal tersebut dilaksanakan
sesuai dengan Undang-Undang No. 32 Tahun 2009 Tentang
Perlindungan dan Pengelolaan Lingkungan Hidup. Atas
komitmen Direksi memenuhi Undang-Undang tersebut, maka
untuk ke-5 kalinya, Area Kamojang secara berturut-turut
memperoleh apresiasi PROPER Emas, diikuti oleh PROPER Biru
untuk Area Ulubelu, Lahendong dan Sibayak.
Dalam pengelolaan operasi, Dewan Komisaris melihat
kesungguhan Direksi beserta para pekerja Perusahaan
yang selalu memperhatikan prinsip-prinsip kesehatan kerja,
keselamatan kerja, perlindungan dan pengelolaan lingkungan,
serta pengamanan. Hal ini terlihat dari pencapaian zero fatality
dan Total Recordable Incident Rate (TRIR) sebesar 0,36.
Pandangan Atas Prospek Usaha
Peraturan Pemerintah Nomor 79 Tahun 2014 Tentang
Kebijakan Energi Nasional telah menetapkan kontribusi Energi
Baru dan Terbarukan (EBT) pada bauran energi primer tahun
2025, mencapai lebih dari 23%. Menilik adanya peraturan ini,
maka diharapkan dari jumlah tersebut, kontribusi potensi
panas bumi sebagai EBT mencapai lebih dari 5%.
Kebijakan Pemerintah tersebut direalisasikan dalam bentuk
program pembangunan pembangkit listrik 35.000 MW, dan
Pembangkit Listrik Tenaga Panas Bumi (PLTP) yang merupakan
salah satu opsi untuk meningkatkan kontribusi EBT. Untuk itulah
secara berkesinambungan Perusahaan terus meningkatkan
kapasitas produksi uap dan produksi listrik sebagai bagian
dari pengembangan usaha. Secara bertahap mulai tahun
2016 hingga 2019, beberapa PLTP yang saat ini masih dalam
proses pembangunan, akan beroperasi secara komersial dan
mendatangkan pendapatan signifikan bagi Perusahaan.
The achievement assured the Board of Commissioners that
the Board of Directors have conformed and implemented
risk management, as an implementation of Good Corporate
Governance. PT Pertamina Geothermal Energy applies this as a
foundation to become the world class geothermal company that
also is the pride of the nation.
We also conducted a supervision to the performance of the Board
of Directors concerning social and environment responsibility by
the Company, among others related to environment management.
The Board of Commissioners ensured this initiative to be in line
with the Law Number 32 Year 2009 concerning Protection and
Management of Environment. Upon the commitment of the Board
of Directors in fulfilling the law, thus for the 5th time, Kamojang
Area received PROPER Gold, then followed by PROPER Blue for
Ulubelu Area, Lahendong and Sibayak.
In operational management, the Board of Commissioners has
seen the dedication displayed by the Board of Directors as well
as all employees of the Company in putting its interest towards
the principles of health, safety, security and environment. It is
shown in zero fatality and Total Recordable Incident Rate (TRIR)
performance, which scored 0.36.
Views on Business Prospects
The Governmental Regulation Number 79 Year 2014 concerning
National Energy Policy has stipulated a contribution of New
and Renewable Energy (NRE) to primary energy mix in 2025, to
reach beyond 23%. In view of this regulation, it is expected the
contribution of geothermal potential as EBT achieving more than
5%.
The Government policies were realized in a development program
of power plant with the capacity of 35,000 MW, and Geothermal
Power Plant (PLTP), which was one of options to increase the
contribution of EBT. Therefore, the Company continues to
increase steam and electricity production capacity of as part as
part of the business development. Gradually starting from 2016
to 2019, several Geothermal Power Plants which are still under
construction, will operate commercially and bring in significant
revenue for the Company.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
28 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 29 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Namun demikian, prospek usaha pada masa mendatang
selalu diiringi kendala dan tantangan. Kendala utama adalah
mahalnya biaya investasi untuk tahap eksplorasi yang
ditanggung Perusahaan, lamanya perizinan dan tumpang
tindihnya peraturan yang ada. Selain itu peliknya proses
perundingan Perjanjian Jual Beli Uap dan Perjanjian Jual Beli
Listrik yang berlangsung akan sangat mempengaruhi kegiatan
usaha di masa mendatang.
Segala tantangan tersebut harus dapat dikelola dengan baik
oleh Direksi dan segenap manajemen, melalui kebijakan-
kebijakan yang strategis. Dalam hal biaya investasi, Direksi
harus dapat meyakinkan PT Pertamina (Persero) sebagai induk
perusahaan dan Pemegang Saham, sehingga mendapatkan
dukungan penuh dalam pembiayaan investasi pengembangan
panas bumi. Sedang untuk kendala lain, Perusahaan sepatutnya
juga mencermati perkembangan regulasi terkait peluang
perizinan pemanfaatan kawasan hutan serta regulasi terkait
penetapan harga listrik dari panas bumi, sehingga dengan
cepat bisa menentukan langkah-langkah yang diperlukan.
Dewan Komisaris berharap, pengembangan usaha panas
bumi pada masa mendatang harus dilakukan dengan tetap
memperhatikan tata kelola dan pelaksanaan tanggung jawab
sosial dan lingkungan. Dengan demikian, kesinambungan
usaha PT Pertamina Geothermal Energy dapat terjaga dan
mendatangkan manfaat bagi seluruh pemangku kepentingan.
Penilaian Kinerja Komite di Bawah Dewan Komisaris
Hingga akhir periode pelaporan, Dewan Komisaris dibantu
oleh 2 Komite, yakni Komite Audit dan Manajemen Risiko,
serta Komite Investasi. Keberadaan kedua Komite tersebut
membantu Dewan Komisaris dalam menjalankan fungsi
pengawasan dan pemberian nasihat kepada Direksi.
Secara umum, masing-masing Komite telah menjalankan
tugas dan tanggung jawabnya dengan baik. Komite Audit
dan Manajemen Risiko telah membantu Dewan Komisaris
dalam melakukan analisis manajemen risiko. Kesadaran
mengelola risiko semakin ditingkatkan seiring dengan kondisi
perekonomian global yang semakin dinamis. Sejalan dengan
keadaan ini, Komite Investasi juga telah membantu Dewan
Komisaris dalam merencanakan pengembangan usaha.
Hasilnya, selama tahun 2015, pengembangan proyek panas
bumi dapat disetujui oleh seluruh Dewan Komisaris.
However, the future business prospect will constantly be shadowed
with impediments and challenges. The main issue comes in
the form of high cost of investment, considering geothermal
development and utilization require advance technology.
Furthermore, the ongoing negotiation process of Steam Sales
Contract and Energy Sales Contract will greatly put an effect to
the yet to come of business activities.
All of the stated challenges must be soundly managed by the
Board of Directors and management through strategic policies.
In regards to investment cost, the Board of Directors shall have
the responsibility to ensure PT Pertamina (Persero) as the parent
company and Shareholder by way of acquiring full support in
financing geothermal development investment. Moreover, the
Company should be thorough towards regulations development
concerning forest utilization permit as well as those that regulates
the definition of electricity price based on geothermal energy, so
as the required measures can be realized.
The Board of Commissioners hope geothermal business
development needs to be continued by constantly adhering
to governance and social and environment responsibility
implementation. As a result, the sustainability of business owned
by PT Pertamina Geothermal Energy is still strong as a whole and
may generate comprehensive benefit for all stakeholders.
Performance Assessment of Committee under the Board of Commissioners
Up to the end of reporting period, the Board of Commissioners
had the assistance of 2 committees, namely Audit and Risk
Management Committee and Investment Committee. These two
entities helped the Board in conducting supervision and providing
advice to the Board of Directors.
Generally, each Committee has well-performed its duties and
responsibilities. The Audit and Risk Management Committee has
assisted the Board of Commissioners in executing risk management
analysis. The awareness of managing risk was further enhanced
along with the global economy condition that was increasingly
dynamic. Subsequently, the Investment Committee also supported
the Board of Commissioners in planning business development. As
a result, geothermal project development in 2015 was approved
by all members of the Board of Commissioners.
Tentang Kami About Us
30 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 31 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
Setiap Komite telah melaksanakan tinjauan (review) terkait
tugas dan tanggung jawabnya masing-masing. Dengan
demikian, kami sampaikan pula, hingga akhir periode
pelaporan, tidak ada temuan-temuan signifikan yang perlu
secara khusus ditindaklanjuti.
Perubahan Dewan Komisaris
Sepanjang tahun 2015, Pemegang Saham telah mengangkat
dua pejabat baru Dewan Komisaris. Masing-masing adalah
Yenni Andayani sebagai Komisaris Utama, terhitung mulai
5 Maret 2015 dan Maxi Eman sebagai anggota Dewan Komisaris,
terhitung mulai 29 Oktober 2015. Pengangkatan pejabat baru
Dewan Komisaris merupakan kewenangan penuh Pemegang
Saham, yakni PT Pertamina (Persero) dan PT Pertamina Dana
Ventura, serta dimaksudkan untuk memperkuat struktur
Dewan Komisaris dalam melaksanakan fungsi pengawasan
dan pemberian nasihat kepada Direksi. Pengangkatan kedua
Komisaris ini telah melalui serangkaian uji latar belakang,
keahlian dan pengalaman, serta mendapat persetujuan dari
Rapat Umum Pemegang Saham (RUPS).
Penutup
Akhir kata, Dewan Komisaris mengucapkan terima kasih
kepada Direksi, manajemen, dan segenap Pekerja PT Pertamina
Geothermal Energy, atas pencapaian Perusahaan sepanjang
tahun buku 2015. Segala pencapaian tersebut menandakan
komitmen dan kerja keras bersama, hingga mampu melampaui
dinamika yang dihadapi.
Komitmen dan kerja keras masih terus dibutuhkan untuk
tahun-tahun mendatang, demi mewujudkan Visi menjadikan
PT Pertamina Geothermal Energy sebagai perusahaan panas
bumi kebanggaan nasional yang berkelas dunia.
Mari kita teruskan peningkatan efisiensi, kerja keras, dan
pengelolaan produksi yang ramah lingkungan, sehingga
keseimbangan hidup dapat makin terjaga.
Each Committee has conducted its review pertaining to its
respective duties and responsibilities. Hence, we would also like
to state that up until the end of reporting period, there were no
significant findings in need of a special continuation.
Changes within the Board of Commissioners
In 2015, the Company has appointed two new officials of the
Board of Commissioners, namely Yenni Andayani as President
Commissioner effective as of 5th March 2015, Maxi Eman as a
member of the Board of Commissioners as of 29th October 2015.
The appointment of new functionaries of Board of Commissioners,
PT Pertamina (Persero) and PT Pertamina Dana Ventura, is
fully under the authority of the Shareholders. It is intended
to strengthen the structure of the Board of Commissioners in
carrying out oversight functions and the provision of advice to
the Board of Directors. The two appointments have undergone
a series of background examination, skills and experience, as well
as an approval from the General Meeting of Shareholders (GMS).
Closing
To conclude, the Board of Commissioners would like to express
its gratitude towards the Board of Directors, management, and
the entire employees of PT Pertamina Geothermal Energy, upon
the Company’s achievement throughout 2015. It represents
the shared commitment and hard work, which able to bring us
transcending the inevitable dynamics.
Commitment and determination will still be needed for years
ahead in order to realize the Vision of making PT Pertamina
Geothermal Energy as the world-class and nation’s pride
geothermal company.
Let us keep waging the improvement of effiency, hard work, and
management of environmental-friendly production In order to
keep the sustainability.
Jakarta, Februari 2016
Atas nama Dewan Komisaris | On Behalf of Board of Commissioners
YENNI ANDAYANIKomisaris Utama | President Commissioner
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
30 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 31 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
YENNI ANDAYANI
Komisaris UtamaPresident Commissioner
BISToK SIMBoLoN
KomisarisCommissioner
Tentang Kami About Us
32 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 33 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
MAxI EMAN
KomisarisCommissioner
WIM TANGKILISAN
Komisaris IndependenIndependent Commissioner
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
32 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 33 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
YENNI ANDAYANIKomisaris Utama | President Commissioner
Warga Negara Indonesia, berdomisili di Depok. Lahir pada 24
Maret 1965, berusia 50 tahun. Diangkat menjadi Komisaris
Utama berdasarkan RUPS tanggal 5 Maret 2015, yang
keputusannya dinyatakan dalam Akta Notaris No. 1 tanggal
1 April 2015.
Menyandang gelar Sarjana Hukum dari Fakultas Hukum
Internasional Universitas Katolik Parahyangan Bandung (1988).
Memulai karir di Pertamina pada tahun 1991, pernah menjabat
sebagai Direktur Utama PT Donggi Senoro pada tahun
2009–2012, VP Strategic Planning & Business Development,
Direktorat Gas, PT Pertamina (Persero) pada tahun 2012–2013,
SVP Gas and Power, Direktorat Gas, PT Pertamina (Persero)
pada pertengahan tahun 2013, dan Direktur Energi Baru dan
Terbarukan PT Pertamina (Persero) pada tahun 2014 hingga
saat ini.
Yenni AndayaniKomisaris Utama
An Indonesian citizen and resides in Depok. Born on 24th March
1965, 50 years old, Yenni Andayani took the position of President
Commissioner based on GMS since 5th March 2015, whose ruling
was stated in the Notarial Deed Number 1 dated 1st April 2015.
She holds a Bachelor Degree in Law from International Law Faculty
of Parahyangan Catholic University, Bandung (1988). Her career
in Pertamina started in 1991, where she once acted as President
Director of PT Donggi Senoro in 2009-2012; Vice President of
Strategic Planning & Business Development, Directorate of Gas
of PT Pertamina (Persero) in 2012-2013; Senior Vice President
of Gas and Power, Directorate of Gas of PT Pertamina (Persero)
in mid 2013; and Director of New and Renewable Energy of PT
Pertamina (Persero) in 2014.
Profile of The Board of Commissioners
/ Profil Dewan Komisaris
Tentang Kami About Us
34 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 35 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
BISToK SIMBoLoNKomisaris | Commissioner
Warga Negara Indonesia, berdomisili di Jakarta Pusat. Lahir
pada 13 Desember 1956, berusia 59 tahun. Diangkat menjadi
Komisaris berdasarkan RUPS tanggal 25 Juni 2014 yang
keputusannya dinyatakan dalam Akta Notaris No. 1 tanggal
1 Juli 2014.
Menyandang gelar Sarjana Ilmu Hukum dari Universitas
Sumatera Utara (1984), Magister Ilmu Hukum dari Universitas
Indonesia (2004). Memulai karir sebagai Pegawai Negeri Sipil
pada tahun 1986, menjabat sebagai Asisten Sekretaris Kabinet
pada tahun 2000, Kepala Biro Hukum pada tahun 2001,
Kepala Biro Polkam, Pertanahan, Ratifikasi dan Permasalahan
Hukum Setkab pada tahun 2006, Deputi Seskab Bidang Politik,
Hukum, dan Keamanan pada tahun 2011 serta Wakil Sekretaris
Kabinet pada tahun 2015 hingga saat ini.
Bistok SimbolonKomisaris
An Indonesian citizen and resides in Central Jakarta. Born on 13th
December 1956, 59 years old, Bistok Simbolon was appointed as
Commissioner based on GMS dated 25th June 2014, fo which its
ruling was stated in the Notarial Deed Number 1 dated 1st July
2014.
He attained his Bachelor of Law at North Sumatera University in
1984 and Master of Science in Law at University of Indonesia in
2004. His career was set out in 1986 as Civil Servant; Assistant to
Cabinet Secretary in 2000; Head of Legal Bureau in 2001; Head of
Politic and Security, Land, Ratification, and Legal Case of Cabinet
Secretary Bureau in 2006; and Deputy to Cabinet Secretary
in Politic, Legal, and Security in 2011 as well as Vice Cabinet
Secretary from 2015 up to present.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
34 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 35 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
MAxI EMANKomisaris | Commissioner
Warga Negara Indonesia, berdomisili di Bekasi. Lahir pada
2 Mei 1961, berusia 54 tahun. Diangkat menjadi Komisaris
berdasarkan RUPS tanggal 29 Oktober 2015 yang keputusannya
dinyatakan dalam Akta Notaris No. 49 tanggal 17 November
2015.
Menyandang gelar Sarjana Teknik Tambang Minyak dari
Universitas Trisakti (1980). Memulai karir sebagai Manajer
Evaluasi Usaha PT Pertamina EP pada tahun 2006-2007,
VP Korporasi PT Pertamina Hulu Energi pada tahun 2007-
2010, VP Perencanaan & Komersial PT Pertamina Hulu Energi
pada tahun 2010-2012, VP Upstream Investment & Business
Development PT Pertamina (Persero) pada tahun 2012-2013
dan VP Investment & Portofolio Dit. Keuangan, PT Pertamina
(Persero) pada tahun 2013 hingga saat ini.
Maxi EmanKomisaris
An Indonesian citizen and resides in Bekasi. Born on 2nd May 1961,
54 years old, Maxi Eman was appointed as Commissioners based
on GMS dated 29th October 2015, of which its ruling was stated in
the Notarial Deed Number 49 dated 17th November 2015.
In 1980, he successfully acquired his Bachelor of Mining
Engineering at University of Trisakti. His career in Pertamina was
hallmarked by his incumbency as Manager of Business Valuation
of PT Pertamina EP in 2006-2007; Vice President Corporation
of PT Pertamina Hulu Energi in 2007-2010; Vice President of
Planning and Commercial of PT Pertamina Hulu Energi in 2010-
2012; Vice President of Upstream Investment and Business
Development of PT Pertamina (Persero) in 2012-2013; and Vice
President of Investment and Portfolio in Directorate of Finance of
PT Pertamina (Persero) in 2013 up to present day.
Tentang Kami About Us
36 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 37 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
WIM TANGKILISANKomisaris Independen | Independent
Warga Negara Indonesia, berdomisili di Jakarta Selatan. Lahir
pada 10 November 1955, berusia 60 tahun. Diangkat menjadi
Komisaris Independen berdasarkan RUPS tanggal 23 Mei 2011
yang keputusannya dinyatakan dalam Akta Notaris No. 35
tanggal 30 Mei 2011.
Menyandang gelar Sarjana Teknik Sipil dari California State
University, Amerika Serikat (1980), Magister Teknik Sipil
dari California State University, Amerika Serikat (1982), dan
saat ini sedang menyelesaikan program Doktor Hukum di
Universitas Pelita Harapan. Memulai karir sebagai Direktur PT
Capitol Mutual Corporation, PT Bimantara Artika Citra. Sampai
saat ini sebagai Presiden Direktur PT Tangkas Urip Group,
Presiden Komisaris Globe Media Group sejak tahun 2001,
Board of Director PT First Media dan Berita Satu Media Holding
sejak 2005, dan menjabat pula sebagai Ketua Komite Audit dan
Manajemen Risiko.
Wim TangkilisanKomisaris Independen
An Indonesian citizen and resides in South Jakarta. Born on 10th
November 1955, 60 years old, Wim Tangkilisan was appointed as
Independent Commissioner based on GMS dated 23rd May 2011,
of which its ruling was stated in the Notarial Deed Number 35
dated 30th May 2011.
He attained his Bachelor Degree in Technical Engineering (1980)
and Master of Technical Engineering (1982) at California State
University; and currently, he is completing his Doctoral Degree in
Law at University of Pelita Harapan. He paved his career as Director
of PT Capitol Mutual Corporation and PT Bimantara Artika Citra,
but up to date he still leads PT Tangkas Urip Group as President
Director and Globe Media Group as President Commissioner since
2001; as Board of Directors of PT First Media and Berita Satu
Media Holding since 2005; as well as the Head of Audit and Risk
Management Committee.
WIM TANGKILISANKomisaris Independen | Independent Commissioner
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
36 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 37 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
MUHAMAD HUSENKomisaris Utama | President Commissioner
Warga Negara Indonesia, berdomisili di Tangerang. Lahir
pada 2 Maret 1957, berusia 58 tahun. Diangkat menjadi
Komisaris Utama Perusahaan sejak tanggal 28 Juli 2011 hingga
5 Maret 2015 berdasarkan RUPS tanggal 28 Juli 2011 yang
keputusannya dinyatakan dalam Akta Notaris No. 18 tanggal
22 Agustus 2011.
Menyandang gelar Sarjana Geologi di Institut Teknologi
Bandung (1984) dan Magister Sains di University of London
(1989). Memulai karir di dunia perminyakan sebagai Geologist
di Divisi Eksplorasi LEMIGAS pada tahun 1984, Kepala Remote
Sensing & GIS Studies Group dan Kepala Unit Layanan Teknis
Eksplorasi LEMIGAS pada tahun 1988 sampai 2008, kemudian
menjabat sebagai Kepala Divisi Eksplorasi LEMIGAS pada
tahun 2001 - 2004, Asisten Deputi Bidang Perminyakan pada
Deputi bidang Energi Sumber Daya Mineral dan Kehutanan di
Kantor Kementerian Koordinator Bidang Perekonomian pada
tahun 2005 - 2011, dan Direktur Hulu PT Pertamina (Persero)
pada tahun 2011 - 2014.
Muhamad HusenKomisaris Utama
An Indonesian citizen and resides in Tangerang. Born on 2nd March
1957, 58 years old, Muhamad Husen was appointed as President
Commissioner of the Company since 28th July 2011 up to 5th March
2015 based on GMS dated 28th July 2011, of which its ruling was
stated in the Notarial Deed Number 18 dated 22nd August 2011.
He obtained his Bachelor of Geology at Bandung Institute of
Technology (1984) and Master of Science at University of London
(1989). His career in oil took place in 1984 as a Geologist in
Exploration Division of LEMIGAS, then as the Head of Remote
Sensing & GIS Studies Group and the Head of Exploration Technical
Service of LEMIGAS in 1998 up to 2008, then as the Head of
Exploration Division of LEMIGAS in 2001-2004. From 2005 up
to 2011, he was positioned as Assistant Deputy of Oil to the
Deputy of Mineral Resource Energy and Forestry at the Office of
Coordinating Ministry of Economic Affairs, and within the period
of 2011 to 2014, he took the position of Upstream Director of PT
Pertamina (Persero).
Tentang Kami About Us
38 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 39 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
MUHAMMAD SYAHIDKomisaris | Commissioner
Warga Negara Indonesia, berdomisili di Jakarta Selatan. Lahir
pada 13 Juli 1963, berusia 52 tahun. Diangkat menjadi Komisaris
sejak 1 Juli 2012 hingga 1 Juli 2015 berdasarkan RUPS tanggal
1 Mei 2012 yang keputusannya dinyatakan dalam Akta Notaris
No. 10 tanggal 21 Mei 2012.
Menyandang gelar Sarjana Ekonomi Akuntansi dari Universitas
Gajah Mada (1983) dan Pascasarjana program Akuntansi
Manajemen, Universitas Indonesia (1995). Memulai karir di PT
Pertamina (Persero) sebagai Manajer Anggaran pada tahun 2007-
2009, Manajer Pengeluaran Dana pada tahun 2009-2010, dan
Manajer cash disbursement pada tahun 2010-2011, dan Vice
President Management Accounting pada tahun 2011-2012.
Muhammad SyahidKomisaris
An Indonesian citizen and resides in South Jakarta. Born on 13th
July 1963, 52 years old, Muhammad Hasyid was appointed as
Commissioner since 1st July 2012 up to 1st July 2015 based on
GMS dated 1st May 2012, of which its ruling was stated in the
Notarial Deed Number 10 dated 21st May 2012.
He obtained his Bachelor of Accounting Economics at University
of Gajah Mada in 1983 and Postgraduate degree in Management
Accounting at University of Indonesia in 1995. In PT Pertamina
(Persero), he started as Manager of Budget in 2007-2009, which
then became Manager of Budget Controller in 2009-2010;
Manager of Cash Disbursement in 2010-2011; and Vice President
of Management Accounting in 2011-2012.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
38 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 39 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Board of Directors’ Report
/ Laporan Direksi [G4-1, G4-2]
Para pemangku kepentingan yang terhormat,
Selamat datang di Laporan Tahunan Terintegrasi 2015 PT Pertamina Geothermal Energy (Perusahaan). Inilah pertama kalinya kami membuat laporan terintegrasi setelah mempersiapkan diri dan membenahi kinerja kami sepanjang tahun 2015.
To our distinguished stakeholders,
We cordially welcome you to the Annual Integrated Report 2015 of PT Pertamina Geothermal Energy
(Company). This is our first time in publishing an integrated report subsequent to preparing and adjusting
our performance through the year of 2015.
Tentang Kami About Us
40 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 41 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
Laporan Tahunan Yang Terintegrasi
Direksi menyambut gembira penerbitan Laporan ini, sebagai
salah satu bentuk implementasi tata kelola perusahaan yang
baik. Terintegrasinya laporan tahunan ini menegaskan bahwa
Perusahaan terus memperbaiki kinerja agar lebih terpadu,
terutama dalam mengambil keputusan dengan tidak hanya
memperhatikan aspek ekonomi, namun juga aspek sosial dan
aspek lingkungan.
Tahun 2015 menjadi bagian dari milestone kami untuk
mengintegrasikan pelaksanaan proyek-proyek pengembangan
panas bumi secara total, mulai dari eksplorasi, produksi
uap hingga produksi listrik. Hal yang telah dimulai pada
penyelesaian pembangunan Pembangkit Listrik Tenaga Panas
Bumi (PLTP) Unit V di Area Kamojang.
Secara berkesinambungan, Perusahaan juga terus melakukan
berbagai inovasi baik dari segi pengembangan kegiatan
operasional yang ramah lingkungan, optimal dan efisien. Selain
itu kami juga melakukan inovasi yang mampu memberikan nilai
tambah untuk peningkatan kesejahteraan masyarakat.
Kinerja Tahun 2015
Puji syukur kita panjatkan bersama ke hadirat Allah SWT,
Tuhan Yang Maha Esa. Berkat karunia-Nya Perusahaan telah
melewati tahun 2015 yang penuh dinamika. Keberhasilan
Perusahaan mempertahankan kesinambungan usaha dan
tingkat pertumbuhan pada tahun 2015, tidak terlepas dari
beberapa kebijakan strategis yang telah dilakukan, meliputi
penambahan produksi dan peningkatan kapasitas terpasang,
serta pengelolaan aspek keuangan.
An Annual Integrated Report
The Board of Directors welcomed the news of this Report’s
publication with blessed joy, as it was deemed as one of
implementations to good corporate governance. This annual
integrated report was established through commitment evidenced
by the Company by continuously improving an integrated
performance, especially in taking decisions with regard not only
economic, but also social and environmental aspects.
The year of 2015 has become an embodiment of our milestone
in integrating total geothermal development projects
implementation, spans from exploration, steam production up to
electricity production. These series of projects brought us to the
completion of Geothermal Power Plant (PLTP) Unit V in Kamojang
Area.
The Company continues to further advance with several
innovations related to environment-friendly operational
development activities in an optimized and efficient manner. In
addition, we also realized innovation that was capable to transfer
added value to the heightening of community welfare.
Performance Review in 2015
We would like to express our gratitude to God Almighty that
with His grace the Company managed to pass through a dynamic
year in 2015. The success of Company in maintaining its business
sustainability and growth was not without the implementation
of several strategic policies encompassing production increase
and installed capacity improvement as well as financial aspect
management.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
40 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 41 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Sepanjang tahun 2015 Perusahaan telah mampu menambah
produksi dan meningkatkan kapasitas terpasang, melalui
penerapan inovasi interchange pada unit Pembangkit Listrik
Tenaga Panas Bumi (PLTP) Lahendong III & IV, dan inovasi
interkoneksi PLTP Lahendong I, II, III & IV, serta pengoperasian
PLTP Kamojang Unit V dengan kapasitas 35 MW. Perusahaan
juga mempercepat dan melakukan pemboran untuk
memenuhi target kesediaan uap dan kapasitas reinjeksi
pada proyek-proyek pengembangan panas bumi; serta
melakukan pemboran sumur make up guna mempertahankan
dan meningkatkan produksi. Berbagai upaya tersebut telah
merealisasikan produksi uap panas bumi setara listrik pada
tahun 2015 sebesar 3.056,82 GWh, atau 104,4% dari target
sebanyak 2.929,24 GWh.
Strategi terkait aspek finansial diwujudkan dengan
meningkatkan revenue melalui percepatan pengoperasian PLTP
Kamojang Unit V secara komersial, melanjutkan penghematan
pemakaian anggaran biaya operasional, dan optimalisasi
pemanfaatan anggaran biaya investasi. Strategi tersebut telah
meningkatkan kinerja keuangan, sehingga pada tahun 2015
Perusahaan berhasil membukukan Laba Usaha yang diperoleh
pada tahun buku 2015 sebesar USD119.62 juta, atau 111% dari
target sebesar USD107.55 juta. Adapun Laba Komprehensif
pada tahun buku 2015 mencapai sebesar USD85.04 juta atau
122% dari target USD69.80 juta.
Dari sisi investasi, realisasi investasi yang dilakukan Perusahaan
selama tahun 2015 secara umum masih sesuai dengan
perencanaan. Target Anggaran Biaya Investasi (ABI) Perusahaan
tahun 2015 sebesar USD362.02 juta. Secara keseluruhan, total
realisasi ABI sampai Desember 2015 adalah USD339.19 juta
atau sebesar 94% dari target RKAP.
Penerapan dan pelaksanaan kebijakan strategis tersebut di
atas, menjadikan Perusahaan mampu mengatasi kendala-
kendala yang selama ini dihadapi. Di tataran nasional
kendala utama adalah birokrasi perizinan yang menghambat
kegiatan eksplorasi untuk pengembangan di Wilayah Kuasa
Pengusahaan (WKP) panas bumi. Kendala lain adalah tak
mudahnya perundingan penetapan harga jual listrik panas
bumi dengan pembeli.
Di tataran global, kendala utama adalah nilai tukar dollar
Amerika Serikat (USD) yang cenderung menguat dan
lesunya perekonomian global. Penguatan nilai tukar USD
mempengaruhi beban usaha, mengingat sebagian besar
pembiayaan proyek-proyek pengembangan potensi panas
bumi Perusahaan dalam mata uang USD.
During 2015, the Company successfully increased its production
and installed capacity through interchange innovation to
Geothermal Power Plant (PLTP) of Lahendong Unit III & IV, and
interconnection innovation to PLTP Lahendong I, II, III & IV, as well
as the operation of PLTP Kamojang Unit V with the capacity of 35
MW. The Company also accelerated drilling activities in order to
fulfill steam supply target and reinjection capacity in geothermal
development projects; as well as drilling make up wells in the
event of maintaining and enhancing production. These several
efforts displayed strong ability in realizing geothermal steam
production equivalent to electricity in 2015 as much as 3,056.82
GWh, or 104.4% out of a targeted amount at 2,929.24 GWh.
Strategies in financial aspect were translated by increasing
revenue through an acceleration of PLTP Kamojang Unit V
commercial operation, continuing the efficient use of operational
cost budget and optimization of investment cost budget. These
strategies have proven its capacity in amplifying financial review
that in 2015 the Company gained Operating Income up to
USD119.62 million, or 111% of the target of USD107.55 million.
The Comprehensive Income in the fiscal year 2015 reached
USD85.04 million, or 122% of the target of USD69.80 million.
In terms of investment, the realization of investment of the
Company in 2015 in general was still in accordance with the plan.
The target of Investment Cost Budget (ABI) of the Company in
2015 was at USD362.02 million. In total, the realization of ABI up
to December 2015 was USD339.19 million or 94% of the targeted
RKAP.
The aforementioned implementation of strategic policies to
some extent has enabled the Company to triumph over obstacles
emerging to date. In the eyes of national, the main obstacle was
permit bureaucracy that hampered exploration activities within
geothermal Working Areas (WKP). Another issue was the tough
negotiation on determination of energy sales tariff with buyers.
As for global wise, it revolved around the strengthening of
United States exchange rate and weakening of global economy.
The consolidation of USD exchange rate has affected operating
revenue considering the majority of potential geothermal
development projects owned by the Company was financed in
USD.
Tentang Kami About Us
42 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 43 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
Analisis Prospek Usaha
Dibanding sektor energi yang lain, pengembangan panas
bumi memang memiliki kekhususan tersendiri, terutama
terkait teknologi yang digunakan dan besarnya investasi yang
dibutuhkan. Hal ini menjadikan tingkat persaingan pada bidang
usaha pemanfaatan panas bumi tidak seketat sektor energi
yang lain. Dengan kata lain peluang pengembangan usaha dan
pengembangan pasar pada masa mendatang masih sangat
terbuka.
Hingga akhir tahun 2015, penambahan kapasitas pembangkit
secara nasional belum dapat memenuhi pertumbuhan
penjualan listrik. Pemerintah terus mendorong ketersediaan
pasokan listrik melalui program pembangunan pembangkit
35.000 MW, dengan memanfaatkan berbagai potensi yang
ada. Termasuk panas bumi yang merupakan salah satu bentuk
energi baru dan terbarukan.
Kebijakan energi nasional yang ditetapkan Pemerintah
menegaskan target penggunaan energi baru dan terbarukan
sebesar 23% pada tahun 2025, serta 31% pada tahun 2050.
Tentu saja hal tersebut menjadi peluang bagi pertumbuhan
dan keberlanjutan bisnis Perusahaan, karena Indonesia baru
berhasil memanfaatkan 1.438,5 MW dari total potensi panas
bumi di Indonesia sebesar 29.038 MWe.
Sebagian dari potensi panas bumi yang telah dimanfaatkan
di Indonesia, berasal dari WKP yang dikelola Perusahaan. Ada
4 area dari 12 WKP yang telah berproduksi, yakni Kamojang,
Lahendong, Sibayak serta Ulubelu. Total kapasitas terpasang
mencapai 437 MW dengan total produksi pada tahun 2015
sebesar 3.057 GWh. Selain itu, hingga akhir periode pelaporan,
terdapat 7 proyek pengembangan yang tengah dikerjakan
Perusahaan.
Perusahaan terus melakukan pengembangan bisnis panas bumi
dan menganggarkan biaya investasi sebesar USD646.12 juta
untuk tahun 2016. Sementara hingga tahun 2019, Perusahaan
dengan dukungan PT Pertamina (Persero) menyediakan
investasi sekitar USD2.5 miliar untuk membiayai pertumbuhan
kapasitas PLTP mencapai 907 MW.
Tentu saja Perusahaan memahami, realisasi untuk mencapai
target tidak mudah karena adanya berbagai tantangan yang
harus dihadapi. Tantangan pertama adalah sebagian WKP
Perusahaan berada di dalam hutan konservasi, sedangkan
belum ada ketentuan yang mengatur mekanisme alih fungsi
Business Prospect Analysis
Compared to other energy sectors, geothermal development
assuredly has its own distinctiveness, especially related to
technology that it uses and the magnitude of investment that it
requires. This has contributed significantly to business competition
in geothermal utilization as it is not as strict as other energy
sectors. In other words, opportunities placed in the future business
development and market development are very much accessible.
Up to the end of 2015, the increase of generator capacity in
national spectrum has yet to comply with the growth of electricity
sales. The Government is continuously in its high spirit to live up
to the supply of electricity through power development project of
35,000 MW, by utilizing potentials. Including geothermal was one
of the new and renewable energy.
National Energy Policy, which was set by the Government, has
determined a target of use of new and renewable energy to
reach 23% in 2025 and 31% in 2050. Without doubt this serves
as an opportunity for growth and sustainability of the Company
because Indonesia has just managed to utilize 1,438.5 MW of
total potential geothermal in Indonesia at 29,038 MWe.
Part of the geothermal potential has been utilized in Indonesia
derives from WKP managed by the Company. There are 4 areas
of 12 WKP which have been in production, such as Kamojang,
Lahendong, Sibayak and Ulubelu. Total installed capacity of 437
MW and total production of 3,057 GWh in 2015. Also, by the end
of the reporting period, there are 7 on going development projects
by the Company.
The Company keeps developing geothermal business and
investment cost that has been budgeted in the amount of
USD646.12 million for 2016. Until in 2019, bearing the support
of PT Pertamina (Persero), the Company channeled an investment
of USD2.5 billion to finance the capacity growth of PLTP reaching
907 MW.
The company understands the realization in order to achieve target
is not easy because of the many challenges that must be faced.
Firstly, part of the Company's WKP were residing in conservation
forest, while there was yet a stipulation that oversees transfer
of function mechanism from conservation forest to protected
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
42 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 43 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
dari hutan konservasi menjadi hutan lindung. Selain itu, adanya
ketidakpastian tata waktu proses perijinan dan banyaknya ijin
yang harus diperoleh dalam melakukan pengembangan bisnis
panas bumi.
Kondisi ini disikapi Perusahaan bersama PT Pertamina (Persero)
sebagai induk perusahaan, dengan terus melakukan koordinasi
kepada pihak-pihak berwenang dan berkepentingan. Tujuannya
agar Perusahaan mendapatkan kepastian perolehan perizinan
serta kepastian hukum terkait pelaksanaan pengembangan
panas bumi di lokasi-lokasi yang berada di area hutan
konservasi.
Tantangan kedua adalah penetapan harga jual listrik panas
bumi melalui ceiling price seperti diatur dalam Peraturan
Menteri ESDM No.17 Tahun 2014. Dalam pelaksanaannya,
proses penetapan harga jual listrik panas bumi cenderung
memerlukan proses negosiasi yang lama dengan pihak pembeli.
Perusahaan menyikapi hal ini dengan mengedepankan
pendekatan sinergi antara Badan Usaha Milik Negara (BUMN).
Pendekatan ini ditempuh mengingat pihak pembeli listrik
adalah PT PLN (Persero), sementara Pemegang Saham
PT Pertamina Geothermal Energy adalah PT Pertamina
(Persero) yang juga merupakan BUMN.
Langkah strategis lain untuk mengatasi berbagai tantangan,
adalah dengan menerapkan bisnis total panas bumi, yakni
dengan mengelola panas bumi dari uap hingga menjadi listrik.
Penerapan bisnis total panas bumi semakin dimantapkan
Perusahaan dengan pengoperasian Kamojang Unit V pada
tahun 2015.
Perusahaan berkeyakinan akan terus tumbuh dan memberikan
revenue yang meningkat dalam beberapa tahun mendatang,
seiring dengan meningkatnya kapasitas produksi listrik. Bila
keseluruhan proyek pengembangan panas bumi yang hingga
kini memasuki tahapan EPCC telah selesai, maka total kapasitas
terpasang pada tahun 2019 mencapai 907 MW atau setara
dengan penghematan penggunaan 42.901 Barrel Oil Equivalent
Per Day (BOEPD).
Realisasi KPI
Secara umum kinerja Perusahaan selama tahun 2015
memperlihatkan hasil menggembirakan. Direksi telah
memenuhi target dalam indikator kinerja kunci atau Key
Performance Indikator (KPI), baik dalam kinerja keuangan
(finansial), operasional, pengembangan bisnis/ kepuasan
forest. Moreover, there was uncertainties pertaining to permit
time frame and amount of permit that is required in conducting
geothermal business development.
This particular condition was responded by the Company together
with PT Pertamina (Persero) as the holding company, by continuing
to perform an approach to authorities and stakeholders. It aims to
gain legal certainty related to the implementation of geothermal
development in locations widely spread in conservation forest
area.
The second challenge was the determination of energy sales
tariff through ceiling price as it has been set in the Regulation of
Energy and Mineral Resources Number 17 Year 2014, in which
it regulates energy sales tariff that tends require a prolonged
negotiation with the buyers.
The Company accommodated this issue by means of prioritizing
a synergized approach between State-Owned Enterprises (SOEs),
to which it was implemented considering the buyer was PT PLN
(Persero). Shareholder of PT Pertamina Geothermal Energy is
PT Pertamina (Persero), whom also a SOE.
A different strategic measure was applied to address various
challenges, of which by implementing a total geothermal business
by working on geothermal steam into electricity. It has been
initiated by the Company since 2015 through the development
and operation of Kamojang Unit V.
The Company stands confident in its effort of continuing to grow
and contributing a significant revenue years ahead along with the
increasing electricity production capacity. Upon the completion
of geothermal development projects, which by now have reached
EPCC stage, thus total installed capacity in 2019 would reach 907
MW or equivalent to saved use of 42,901 Barrel Oil Equivalent Per
Day (BOEPD).
Realization of KPI
In general, the Company’s performance throughout 2015
depicted a pleasing outcome. The Board of Directors managed to
fulfill the target of Key Performance Indicator (KPI) in financial
performance, operational, business development/customers’
satisfaction, as well as organization management and manpower.
Tentang Kami About Us
44 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 45 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
pelanggan, serta pengelolaan organisasi dan tenaga kerja.
Pencapaian KPI mencapai 116%, melebihi target yang telah
ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan
(RKAP) 2015.
Kinerja operasional sepanjang tahun 2015 telah merealisasikan
produksi uap panas bumi setara listrik sebesar 3.056,82 GWh.
Jumlah tersebut mencapai 104,4% dari target berdasar KPI
sebanyak 2.929,24 GWh, dan meningkat 225,42 GWh atau
7,96% dibandingkan tahun 2014 yang mencapai 2.831,40 GWh.
Kinerja keuangan pada tahun 2015 berhasil membukukan
Laba Usaha tahun buku 2015 yang mencapai USD119.62 juta,
atau 111% dari target berdasar KPI sebesar USD107.55 juta.
Adapun Laba Komprehensif pada tahun buku 2015 tercatat
sebesar USD85.04 juta, atau 122% dari target berdasar KPI
senilai USD69.80 juta.
Pemenuhan kinerja pengembangan bisnis/kepuasan
pelanggan direalisasikan antara lain dengan pengoperasian
Pembangkit Listrik Tenaga Panas Bumi (PLTP) Kamojang Unit
V pada 29 Juni 2015, serta pengerjaan paralel 4 pembangunan
PLTP di Ulubelu, Lahendong, Karaha dan Lumut Balai. Adapun
kinerja pengelolaan organisasi dan tenaga kerja, diwujudkan
Perusahaan melalui penerapan tata kelola perusahaan yang
baik dan pemenuhan Tanggung Jawab Sosial dan Lingkungan
(TJSL).
Penerapan Tata Kelola Perusahaan Yang Baik
Perusahaan terus berupaya meningkatkan penerapan tata
kelola perusahaan yang baik (Good Corporate Governance
atau GCG). Secara berkala setiap 2 tahun sekali Perusahaan
melaksanakan uji nilai (assessment) penerapan GCG.
Assessment terakhir dilaksanakan tahun 2014 dengan hasil
91,04. Pada tahun 2015 Perusahaan tidak melakukan uji nilai
(assessment) dan berkonsentrasi pada hal-hal yang dianggap
penting untuk meningkatkan penerapan GCG. Assessment
berikutnya akan dilaksanakan tahun 2016, dan hasilnya akan
disampaikan sebagai salah satu materi dalam Laporan Tahunan
selanjutnya.
Kinerja Direksi selama tahun 2015 yang menjadi bagian dari
pelaksanaan GCG, dinilai berdasarkan pencapaian terhadap
target yang ditentukan dalam indikator kinerja kunci atau Key
Performance Indicator (KPI). Secara umum Direksi telah dapat
memenuhi target KPI yang telah ditetapkan dalam Rencana
Kerja dan Anggaran Perusahaan (RKAP) 2015.
The achievement of KPI reached 116%, exceeding the determined
target in the 2015 Work Plan and Budget (RKAP).
Operational performance in 2015 has realized geothermal steam
production equivalent to electricity as much as 3,056.82 GWh.
This figure panned out as much as 104.4% of KPI-based target in
the amount of 2,929.24 GWh, increased by 225.42 GWh of 7.96%
compared to the performance in 2014, gaining 2,831.40 GWh.
Financial performance in 2015 managed to book Operating
Income at USD119.62 million, or 111% of the targeted KPI,
which was USD107.55 million. As for Comprehensive Income, it
reached USD85.04 million or 122% of the targeted KPI, which
was USD69.80 million.
The compliance of business development performance/customer
satisfaction was embodied in the operation of Geothermal Power
Plant (PLTP) Kamojang Unit V on 29th June 2015 and 4 PLTP
development in Ulubelu, Lahendong, Karaha and Lumut Balai. In
terms of organizational and manpower management, it was visible
through the implementation of Good Corporate Governance and
compliance to social and environment responsibility.
Implementation of Good Corporate Governance
The Company continues to make efforts in improving the
implementation of Good Corporate Governance or GCG. It
biannually conducted an assessment test for GCG implementation.
The recent assessment was conducted in 2014, scoring 91.04.
In 2015, the Company did not perform assessment test, instead
concentrating on further significant issues to improve the
implementation of GCG. The ensuing assessment would be
perform in 2016, to which the result would be conveyed as a
material in the subsequent Annual Report.
As part of the implementation of GCG, the Board of Directors with
its performance in 2015 was assessed based on its achievement
towards the determined target in Key Performance Indicator
(KPI). By and large, the Board of Directors had fulfilled the KPI
target regulated in the Company’s Work Plan and Budget (RKAP)
2015.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
44 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 45 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Komitmen yang lain dalam penerapan GCG adalah kepatuhan
Perusahaan terhadap ketentuan wajib lapor Laporan Harta
Kekayaan Penyelenggara Negara (LHKPN). Wajib lapor LHKPN
berlaku untuk semua jajaran pimpinan, termasuk Dewan
Komisaris, Direksi, Vice President/setara, serta Manajer/setara
dan telah dilaksanakan dengan baik.
Perubahan Komposisi Anggota Direksi
Komposisi Direksi PT Pertamina Geothermal Energy mengalami
perubahan dan pergantian. Irfan Zainuddin diangkat sebagai
Direktur Utama pada 23 April 2015 menggantikan Rony
Gunawan. Dilanjutkan dengan pengangkatan Ali Mundakir
sebagai Direktur Operasi pada 6 Agustus 2015 menggantikan
Richard H.Tamba.
Pergantian jajaran Direksi ini merupakan kebijakan yang
sepenuhnya ditentukan oleh Pemegang Saham, yakni
PT Pertamina (Persero) dan PT Pertamina Dana Ventura, serta
telah mendapat persetujuan RUPS. Pertimbangan utama
pergantian jajaran Direksi adalah untuk meningkatkan kinerja
pengurusan Perusahaan dan mengembangkan usaha, serta
mempercepat pencapaian Visi sebagai perusahaan panas bumi
terdepan di Indonesia, Asia dan Dunia.
Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal
23 April 2015, nama jabatan Direktur Perencanaan dan
Pengembangan berubah menjadi Direktur Eksplorasi dan
Pengembangan.
Pelaksanaan Tanggung Jawab Sosial Dan Lingkungan (TJSL)
Dalam hal pengelolaan TJSL terkait ketenagakerjaan,
Perusahaan terus meningkatkan kompetensi Pekerja. Selama
tahun 2015, Perusahaan menyediakan anggaran sebesar
Rp9 miliar untuk membiayai penyelenggaraan pelatihan dalam
rangka meningkatkan hard dan soft competency termasuk
pelatihan pengembangan leadership. Adapun jumlah jam
pelatihan yang diselenggarakan mencapai 21.500 jam pelatihan
dan diikuti 363 pekerja.
Perusahaan memberikan perhatian penuh pada Kesehatan dan
Keselamatan Kerja (K3). Hingga akhir tahun 2015, dipastikan
tidak ada insiden maupun peristiwa kecelakaan kerja bersifat
fatal di seluruh Area maupun Kantor Pusat. Komitmen untuk
mematuhi dan melaksanakan K3, juga diwujudkan dengan
ketersediaan Alat Pelindung Diri (APD), perlengkapan
Another commitment within the GCG implementation was the
Company’s compliance to submit Wealth Report of State Officials
(LHKPN). The compulsory LHKPN applies to all leaders, including
Board of Commissioners, Board of Directors, Vice President/
equivalent, as well as Manager/equivalent, to which has been
managed properly.
Changes in the Composition of the Board of Directors
The composition of Board of Directors of PT Pertamina
Geothermal Energy undergone a transformation and replacement.
Irfan Zainuddin was appointed as a Director on April 23rd 2015,
replacing Rony Gunawan. Continued with the appointment of Ali
Mundakir as an Operation Director on August 6th 2015, replacing
Richard H.Tamba.
The reformation occurred within the Board of Directors was in
its entirety of a policy stipulated by the Shareholders, namely
PT Pertamina (Persero) and PT Pertamina Dana Ventura, as well
as a consent from GMS. It aimed to strengthen the Company’s
management and business development, as well as to accelerate
the realization of Vision as the leading geothermal company in
Indonesia, Asia and the World.
Based on the Circular Resolution of Shareholders dated April 23rd
2015, the title of Planning and Development Director was altered
to Exploration and Development Director.
Implementation of Social and Environment Responsibility
In its capacity to manage social and environment responsibility
concerning manpower, the Company continued to magnify the
competence of its employees. In 2015, the Company set a budget
of Rp9 billion to finance trainings that took place to increase hard
and soft competency, including leadership development training.
The total of training hours reached 21,500 hours where 363
employees participated.
The Company contributed its undivided attention to Occupational
Health and Safety (OHS). Up to the end of 2015, it was assured
there was not found an incident nor did fatal accidents occur
in all Areas or Head Office. This likewise dedication was also
realized through the provision of Personal Protective Equipment
(PPE), occupational equipment, medical insurance administration
Tentang Kami About Us
46 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 47 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
Jakarta, Februari 2016
Atas nama Direksi | On Behalf of Board of Director
IRFAN ZAINUDDIN Direktur Utama | President Director
kerja, pemberian jaminan pengobatan bagi pekerja korban
kecelakaan kerja, serta penjaminan pemeliharaan kesehatan
pekerja.
Pemenuhan TJSL terkait pelestarian lingkungan hidup
selama tahun 2015, diwujudkan melalui pencapaian PROPER
Emas oleh Area Kamojang dan PROPER Biru untuk Area
Ulubelu, Lahendong dan Sibayak. Pencapaian ini menandakan
pengelolaan lingkungan hidup pada masing-masing Area telah
dilaksanakan dengan benar.
Pada tahun 2015, Perusahaan telah melepasliarkan 7 ekor
burung elang jawa (Nisaetus bartelsi) dan 1 ekor burung hantu,
sebagai bagian upaya konservasi. Burung elang jawa telah
ditetapkan sebagai hewan langka dan jumlahnya diperkirakan
hanya tinggal 700 ekor di Indonesia. Pelepasliaran dilakukan
di Pusat Konservasi Elang Kamojang (PKEK) di Desa Wisata
Laksana, Kabupaten Bandung, Jawa Barat.
Perusahaan berkontribusi pada peningkatan kesejahteraan
masyarakat, sebagai pemenuhan kegiatan tanggung jawab
sosial perusahaan (corporate social responsibility atau CSR).
Realisasi dana CSR pada tahun 2015 sebesar Rp13,28 miliar,
mengalami penurunan 63% dibanding tahun 2014 yang
mencapai lebih dari Rp35 miliar. Dana CSR disalurkan untuk
5 sektor kegiatan, yakni pendidikan, kesehatan, lingkungan,
infrastruktur dan manajemen bencana, serta pemberdayaan
ekonomi.
Penutup
Direksi mengucapkan terima kasih kepada segenap pemangku
kepentingan yang telah bersama-sama menjalankan kegiatan
di sepanjang tahun 2015. Selanjutnya Direksi berharap bahwa
informasi dalam laporan ini akan membantu para pemangku
kepentingan memahami bagaimana Perusahaan menjalankan
bisnis secara berkesinambungan, menyatukan kinerja bersama,
dan mewujudkan Visi sebagai perusahaan panas bumi terdepan
di Indonesia, Asia dan Dunia.
for employees with occupational hazard, as well as health care
insurance.
The fulfillment of social and environment responsibility on
environmental preservation in 2015 was actualized through the
achievement of PROPER Gold by Kamojang Area and PROPER
Blue for Ulubelu Area, Lahendong Area and Sibayak Area. These
achievements indicated environmental management in each Area
has been implemented appropriately.
In 2015, the Company released 7 Javanese eagle (Nisaetus
bartelsi) and 1 owl, as an initiative to conservation. The Javanese
eagle has been labeled as rare animal as its population only make
up to 700 birds in Indonesia. The release was held at Kamojang
Eagle Conservation Center (PKEK) in Wisata Laksana Village,
Bandung Regency, West Java.
Within the scope of community welfare, the Company also has
significant indication that it attempted to comply to corporate
social responsibility or CSR. The realization of CSR fund in 2015
attained Rp13.28 billion, plunging by 63% as to the figures in
2014, which was at Rp35 billion. The fund was channeled to 5
activity sectors, particularly education, health, environment,
infrastructure, infrastructure and disaster management, and
economic empowerment.
Closing
The Board of Directors would like to express its gratitude to all
stakeholders, who have together realizing the entire activities
throughout 2015. Moreover, we hope information stated in this
report shall serve as a guidance for the stakeholders’ interest
in understanding how the Company is performing it business in
a continuous manner, unifying shared performance as a whole,
and actualizing the Vision as the leading geothermal company in
Indonesia, Asia and the World.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
46 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 47 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
IRFAN ZAINUDDIN
Direktur UtamaPresident Director
KHAIRUL RoZAQ
Direktur Eksplorasi & PengembanganExploration & Development Director
Tentang Kami About Us
48 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 49 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
ALI MUNDAKIR
Direktur OperasiOperation Director
A.B. HADI KARYoNo
Direktur KeuanganFinance Director
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
48 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 49 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
IRFAN ZAINUDDINDirektur Utama | President Director
Warga Negara Indonesia, berdomisili di Jakarta Selatan. Lahir
pada 16 Desember 1961, berusia 54 tahun. Diangkat menjadi
Direktur Utama berdasarkan RUPS tanggal 23 April 2015 yang
keputusannya dinyatakan dalam Akta Notaris No. 26 tanggal
20 Mei 2015.
Menyandang gelar Sarjana Pertambangan dari Universitas
Sriwijaya Palembang (1987). Memulai karir di Pertamina
pada tahun 1989, pernah menjabat sebagai sebagai Manajer
Perencanaan DOH NAD-Sumbagut PT Pertamina (Persero)
pada 2002–2005, Manajer Perencanaan dan Manajemen Usaha
DOH Sumbagsel-DOH SBS PT Pertamina (Persero) pada 2005,
Manajer PMU Region Sumatra PT Pertamina EP pada 2006,
Manajer Business Support Region Sumatera, PT Pertamina EP
pada 2006-2007, Manajer Pengelolaan Proyek PT Pertamina
EP pada 2007-2008, Manajer Evaluasi & Pengendalian
PT Pertamina EP pada 2009–2011, VP Kemitraan PT Pertamina
EP pada 2011-2013, VP Business Partnership PT Pertamina
(Persero) pada 2013, VP Planning & Portfolio PT Pertamina
(Persero) pada 2013-2015.
IRFAN ZAINUDDINDirektur Utama
An Indonesian citizen and resides in South Jakarta. Born on 16th
December 1961, 54 years old, Irfan Zainuddin was appointed as
President Director based on GMS dated 23rd April 2015, of which
its ruling was stated in the Notarial Deed Number 26 dated 20th
May 2015.
Having a Bachelor Degree in Mining Engineering from Palembang
University of Sriwijaya (1987). He began his career in Pertamina
since 1989 as a Planning Manager DOH NAD-Sumbagut of PT
Pertamina (Persero) in 2002-2005; Manager of Planning and
Business Management, DOH Sumbagsel of PT Pertamina (Persero)
in 2005; Manager of PMU of Sumatera Region PT Pertamina EP
in 2006; Manager of Business and Support of Sumatera Region of
PT Pertamina EP in 2006-2007; Manager of Project Management
of PT Pertamina EP in 2007-2008; Manager of Evaluation and
Control of PT Pertamina EP in 2009-2011; Vice President of
Partnerships of PT Pertamina EP in 2011-2013; Vice President
of Business Partnership of PT Pertamina (Persero) in 2013 and
Vice President of Planning & Portfolio of PT Pertamina (Persero)
in 2013-2015.
Profile of Board of Directors
/ Profil Direksi
Tentang Kami About Us
50 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 51 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
KHAIRUL RoZAQDirektur Eksplorasi dan Pengembangan
Warga Negara Indonesia, berdomisili di Depok. Lahir pada
10 Februari 1966, berusia 49 tahun. Diangkat menjadi Direktur
Eksplorasi & Pengembangan berdasarkan RUPS tanggal
15 April 2013 yang keputusannya dinyatakan dalam Akta
Notaris No. 3 tanggal 2 Mei 2013.
Menyandang gelar Sarjana Teknik Kimia dari Universitas
Sriwijaya Palembang (1990). Memulai karir di Pertamina pada
tahun 1996, pernah menjabat sebagai Manager Operasi
Produksi Area Kamojang pada tahun 2007-2009, General
Manager Area Sibayak pada tahun 2009-2011, General
Manager Area Lahendong pada tahun 2011-2012, General
Manager Area Ulubelu pada tahun 2013.
KHAIRUL RoZAQDirektur Eksplorasi dan Pengembangan
An Indonesian citizen and resides in Depok. Born on 10th February
1966, 49 years old, Khairul Rozaq was appointed as Exploration
& Development Director based on GMS dated 15th April 2013, of
which its ruling was stated in the Notarial Deed Number 3 dated
2nd May 2013.
He earned his Bachelor of Chemical Engineering at Palembang
University of Sriwijaya in 1990. He began his career in Pertamina
since 1996 as Operations Manager of Production Area Kamojang
in 2007-2009; General Manager of Sibayak Area in 2009-2011;
General Manager of Lahendong Area in 2011-2012; and General
Manager of Ulubelu Area in 2013.
Direktur Eksplorasi & Pengembangan | Exploration & Development Director
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
50 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 51 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
ALI MUNDAKIRDirektur Operasi | Operation Director
Warga Negara Indonesia, berdomisili di Bogor. Lahir pada
20 September 1969, berusia 46 tahun. Diangkat menjadi
Direktur Operasi berdasarkan RUPS tanggal 6 Agustus 2015
yang keputusannya dinyatakan dalam Akta Notaris No. 3 tanggal
2 September 2015.
Menyandang gelar Sarjana Teknik Mesin dari Universitas
Brawijaya (1991) dan Master of Engineering (Mechanical) dari
University of Auckland (2001). Memulai karir di PT Pertamina
pada tahun 1993, pernah menjabat sebagai BOD Support
PT Pertamina (Persero) pada tahun 2002–2008, Manager
Relations PT Pertamina Hulu Energi pada tahun 2008-2011,
Corporate Secretary PDSI pada tahun 2011-2012, dan VP
Corporate Communication PT Pertamina (Persero) tahun 2012-
2015.
ALI MUNDAKIRDirektur Operasi
An Indonesian citizen and resides in Bogor. Born on 20th September
1969, 46 years old, Ali Mundakir was appointed as Operation
Director based on GMS dated 6th August 2015, of which its ruling
was stated in the Notarial Deed Number 3 dated 2nd September
2015.
He earned his title of Bachelor of Mechanical Engineering from
University of Brawijaya in 1991 and Master of Engineering
(Mechanical) from University of Auckland in 2001. He began
his career in Pertamina since 1993 as Assistant to Board of
Directors of PT Pertamina (Persero) in 2002-2008; Manager of
Relations of PT Pertamina Hulu Energi in 2007-2011; Corporate
Secretary of PDSI in 2011-2012; and Vice President of Corporate
Communication of Pertamina in 2012-2015.
Tentang Kami About Us
52 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 53 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
A.B. HADI KARYoNoDirektur Keuangan | Finance Director
Warga Negara Indonesia, berdomisili di Bogor. Lahir pada
13 Februari 1959 berusia 56 tahun. Diangkat menjadi Direktur
Keuangan berdasarkan RUPS tanggal 20 November 2013 yang
keputusannya dinyatakan dalam Akta Notaris No. 11 tanggal
17 Desember 2013.
Menyandang gelar Sarjana Ekonomi Akuntansi dari Universitas
Gajah Mada (1986) dan Master of Accountancy dari Case
Western Reserve University di Cleveland Ohio, USA (1994).
Memulai karir di PT Pertamina (Persero) pada tahun 1987,
pernah menjabat sebagai Asisten Manajer Manajemen Resiko
Hulu PT Pertamina (Persero) pada tahun 2002-2003, Manajer
Manajemen Resiko dan Asuransi PT Pertamina (Persero) pada
tahun 2003-2006, Manajer Manajemen Asuransi PT Pertamina
(Persero) pada tahun 2007-2008, Direktur Keuangan Dana
Pensiun Pertamina pada tahun 2008-2011, dan Direktur
Keuangan Pertamedika pada tahun 2011-2013.
A.B. HADI KARYoNoDirektur Keuangan
An Indonesian citizen and resides in Bogor. Born on 13th February
1959, 56 years old, A.B. Hadi Karyono was appointed as Finance
Director based on GMS dated 20th November 2013, of which its
ruling was stated in the Notarial Deed Number 11 dated 17th
December 2013.
He earned his title of Bachelor Accounting Economic from
University of Gajah Mada in 1986 and Master of Accountancy
from Case Western Reserve University in Cleveland, Ohio, USA in
1994. He began his career in PT Pertamina (Persero) since 1987 as
Assistant Manager of Risk Management Upstream in 2002-2003;
Manager of Risk and Insurance in 2003-2006; and Manager of
Risk in 2007-2008, Pension Fund Director in 2008-2011, which
then continued by being Finance Director of Pertamedia in 2011-
2013.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
52 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 53 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
RoNY GUNAWANDirektur Utama | President Director
Warga Negara Indonesia, berdomisili di Jakarta Pusat. Lahir
pada 19 Juni 1961, berusia 54 tahun. Diangkat menjadi
Direktur Utama sejak tanggal 23 November 2013 hingga
23 April 2015 berdasarkan RUPS tanggal 20 November 2013
yang keputusannya dinyatakan dalam Akta Notaris No. 11
tanggal 17 Desember 2013.
Menyandang gelar Sarjana Geologi dari Institut Teknologi
Bandung (1988) dan Pascasarjana Fisika dari Universitas
Indonesia (2000). Memulai karir di PT Pertamina (Persero) pada
tahun 1989, pernah menjabat sebagai Manajer Perencanaan
dan Pendanaan Proyek Direktorat Hulu PT Pertamina (Persero)
pada tahun 2004 - 2005, Manager Pengelolaan Proyek
PT Pertamina EP pada tahun 2006-2007, Sekretaris Perusahaan
PT Pertamina Gas pada tahun 2007-2008, VP Perencanaan &
Portofolio PT Pertamina EP pada 2008-2011, VP Upstream
Investment and Business Development PT Pertamina EP pada
tahun 2011-2012, SVP Upstream Strategic Plan and Subsidiary
Management PT Pertamina (Persero) pada tahun 2012-2013,
dan SVP Exploration PT Pertamina (Persero) pada tahun 2013.
RoNY GUNAWANDirektur Utama
An Indonesian citizen and resides in Central Jakarta. Born on
19th June 1961, 54 years old, Rony Gunawan was appointed as
President Director since 23rd November 2013 to 23rd April 2015
based on GMS dated 20th November 2013, of which its ruling was
stated in the Notarial Deed Number 11 dated 17th December
2013.
He received his title of Bachelor Degree in Geology from Bandung
Institute of Technology 1988 and Postgraduate Degree in
Physics from University of Indonesia 2000. He began his career in
PT Pertamina (Persero) since 1989 as Manager of Planning and
Project Funding Upstream Directorate in 2004 - 2005; Manager of
Project Management of PT Pertamina EP in 2006-2007; Corporate
Secretary of PT Pertamina Gas in 2007-2008; Vice President
of Planning & Portfolio of PT Pertamina EP in 2008-2011; Vice
President of Upstream Investment and Business Development of
PT Pertamina EP in 2011-2012; Senior Vice President of Upstream
Strategic Plan and Subsidiary Management in PT Pertamina
(Persero) in 2012-2013; and Senior Vice President of Exploration
of PT Pertamina (Persero) in 2013.
Tentang Kami About Us
54 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 55 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
RICHARD H. TAMBADirektur Operasi | Operation Director
Warga Negara Indonesia, berdomisili di Bekasi. Lahir pada
9 Juli 1959, berusia 56 tahun. Diangkat menjadi Direktur
Operasi sejak tanggal 23 November 2013 hingga 23 April
2015 berdasarkan RUPS tanggal 20 November 2013 yang
keputusannya dinyatakan dalam Akta Notaris No. 11 tanggal
17 Desember 2013.
Menyandang gelar Sarjana Geologi dari Institut Teknologi
Bandung (1985) dan Pascasarjana Geofisika dari Institut
Teknologi Bandung (2003). Memulai karir di PT Pertamina
(Persero) pada tahun 1989, pernah menjabat sebagai
Asisten I Exploration UEP II Plaju, Exploration Manager Cepu
PT Pertamina (Persero) pada 2003-2006, General Manager
Exploration Acceleration Project PT Pertamina EP pada tahun
2007-2009, General Manager JOB Pertamina- Talisman Energy
OK Ltd pada tahun 2010, International Venture Director
PT Pertamina Hulu Energi pada tahun 2010-2011, Vice
President Upstream Technology Center PT Pertamina (Persero)
pada tahun 2011 hingga November 2013.
RICHARD H. TAMBADirektur Operasi
An Indonesian citizen and resides in Bekasi. Born on 9th July
1959, 56 years old, Richard H. Tamba was appointed as President
Director since 23rd November 2013 up to 23rd April 2015 based on
GMS dated 20th November 2013, of which its ruling was stated in
the Notarial Deed Number 11 dated 17th December 2013.
He acquired his Bachelor Degree in Geology and Postgraduate
Degree in Geophysics at Bandung Institute of Technology
in 1985 and 2003 respectively. He began his career at
PT Pertamina (Persero) in 1989 as Assistant I Exploration UEP
II Plaju; Exploration Manager of Cepu of PT Pertamina (Persero)
in 2003-2006; General Manager of Exploration Acceleration
Project of PT Pertamina EP in 2007-2009; General Manager of
JOB of Pertamina-Talisman Energy OK LTD in 2010; International
Venture Director of PT Pertamina Hulu Energi in 2010-2011;
Vice President of Upstream Technology Center of PT Pertamina
(Persero) in 2011 up to November 2013.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
54 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 55 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
YENNI ANDAYANI
Komisaris UtamaPresident Commissioner(5 Maret - 31 Desember 2015 | 5 March - 31 December 2015)
BISToK SIMBoLoN
KomisarisCommissioner(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
MAxI EMAN
KomisarisCommissioner(29 Oktober - 31 Desember 2015 | 29 October - 31 December 2015)
WIM TANGKILISAN
Komisaris IndependenIndependent Commissioner(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
MUHAMAD HUSEN
Komisaris UtamaPresident Commissioner(1 Januari - 5 Maret 2015 | 1 January - 5 March 2015)
MUHAMMAD SYAHID
KomisarisCommissioner(1 Januari - 1 Juli 2015 | 1 January - 1 July 2015)
/Dewan Komisaris Board of Commissioners
Statement of Responsibility on Annual Integrated Report 2015
/ Pernyataan Tanggung Jawab Atas Laporan Tahunan Terintegrasi Tahun Buku 2015
Kami yang bertanda tangan di bawah ini, menyatakan bahwa
semua informasi dalam Laporan Tahunan Terintegrasi
PT Pertamina Geothermal Energy Tahun Buku 2015, telah
dimuat secara lengkap dan kami bertanggung jawab penuh
atas kebenaran isi Laporan Tahunan ini.
We, the undersigned below, state that all information mentioned
in the 2015 Annual Integrated Report of PT Pertamina Geothermal
Energy, has been exclusively incorporated and we take full
responsibility for the accuracy of this Annual Report.
Tentang Kami About Us
56 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 57 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Laporan Dewan Komisaris & DireksiBoard of Commissioners' & Board of Directors' Report
Pencapaian KamiOur Achievement
IRFAN ZAINUDDIN
Direktur UtamaPresident Director(23 April - 31 Desember 2015 | 23 April - 31 December 2015)
KHAIRUL RoZAQ
Direktur Eksplorasi & PengembanganExploration & Development Director(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
ALI MUNDAKIR
Direktur OperasiOperation Director(6 Agustus - 31 Desember 2015 | 6 August - 31 December 2015)
A.B. HADI KARYoNo
Direktur KeuanganFinance Director(1 Januari - 31 Desember 2015 | 1 January - 31 December 2015)
RoNY GUNAWAN
Direktur UtamaPresident Director(1 Januari - 23 April 2015 | 1 January - 23 April 2015)
RICHARD H. TAMBA
Direktur OperasiOperation Director(1 Januari - 6 Agustus 2015 | 1 January - 6 August 2015)
/Direksi Board of Directors
57 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
56 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 57 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
TENTANG KAMI
ABOUT US
Area KamojangKamojang Area
About Us
/ Tentang Kami
PT Pertamina Geothermal Energy (Perusahaan), adalah anak perusahaanPT Pertamina (Persero) yang didirikan untuk menyelenggarakan usaha di bidang panas bumi dari sisi hulu dan/atau sisi hilir, baik di dalam maupun di luar negeri, serta kegiatan usaha lain yang terkait atau menunjang kegiatan usaha di bidang panas bumi.
PT Pertamina Geothermal Energy (Company) is a subsidiary of PT Pertamina (Persero), which was established
to conduct business in upstream and/or downstream geothermal, nationally and internationally as well as
other related or supporting business activities in geothermal.
Identitas PerusahaanNama dan Alamat Perusahaan [G4-3, G4-5, G4-31]
PT Pertamina Geothermal EnergyMenara Cakrawala lantai 15Jalan MH Thamrin No. 9 JakartaIndonesia 10340Phone: (62-21) 398 33 222Fax: (62-21) 398 33 230Email: pcc@pertamina.comwww.pge.pertamina.com
Wilayah Kerja• 12 Wilayah Kuasa Pengusahaan • 4 Area Panas Bumi Produktif• 7 Proyek Pengembangan Panas Bumi
Pemegang Saham [G4-7]
• PT Pertamina (Persero) 90,06%• PT Pertamina Dana Ventura 9,94%
Modal DasarRp780.521.000.000
Modal Ditempatkan dan DisetorRp694.573.000.000
Jumlah Pekerja [G4-10]
449 Orang
Company’s IdentityName and Address of the Company [G4-3, G4-5, G4-31]
PT Pertamina Geothermal EnergyCakrawala Building 15th FloorMH Thamrin Street No. 9 JakartaIndonesia 10340Phone: (62-21) 398 33 222Fax: (62-21) 398 33 230Email: pcc@pertamina.comwww.pge.pertamina.com
Working Area• 12 Working Areas • 4 Productive Geothermal Areas• 7 Geothermal Development Projects
Shareholders [G4-7]
• PT Pertamina (Persero) 90.06%• PT Pertamina Dana Ventura 9.94%
Authorized Capital Rp780,521,000,000
Subscribed Capital Rp694,573,000,000
Number of Employees [G4-10]
449 Employees
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Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
Area KamojangJl. Raya Kamojang
PO BOX 120, Garut 44101
Tlp: +62 22 7806882
Fax: +62 22 7806379
Area Lahendong Jl. Raya Tomohon No.420
Kodya Tomohon
Sulawesi Utara 95431
Tlp: +62 431 351378
Fax: +62 431 351175
Area SibayakJl. Teknol Sempajaya
PO BOX 17 Brastagi
Sumatera Utara 22156
Tlp: +62 628 92263
Fax: +62 628 92664
Area UlubeluJl. Raya Ulubelu
Pekon Karang Rejo, Ulubelu
Tanggamus, Lampung 35373
PO BOX 12 Pringsewu
Tlp: +62 729 22881/ 22882
Fax: +62 729 22883
Alamat Kantor Area | Addresses of Area offices
Sekilas PerusahaanDasar Hukum Pengusahaan Panas bumi• UU Nomor 8 Tahun 1971 tentang Perusahaan Pertambangan
Minyak dan Gas Bumi Negara.• Keputusan Presiden Nomor 16 Tahun 1974 yang berisi
penugasan kepada PERTAMINA untuk melakukan survei dan eksplorasi energi geothermal.
• Keputusan Presiden Nomor 22 Tahun 1981 jo. Keputusan Presiden Nomor 45 Tahun 1991 yang berisi pemberian Kuasa Pengusahaan eksplorasi dan eksploitasi sumber daya panas bumi untuk pembangkitan energi kepada PERTAMINA di Indonesia.
• Keputusan Presiden Nomor 76 Tahun 2000 Tentang Pengusahaan Sumber Daya Panas Bumi untuk Pembangkitan Tenaga Listrik.
• Peraturan Pemerintah Nomor 31 Tahun 2003 Tentang Pengalihan Bentuk Perusahaan Pertambangan Minyak dan Gas Bumi Negara (PERTAMINA) Menjadi Perusahaan Perseroan (Persero).
• Undang-undang Nomor 27 Tahun 2003 jo Undang-undang Nomor 21 Tahun 2014 Tentang Panas Bumi.
• Peraturan Pemerintah Nomor 59 Tahun 2007 jo. Peraturan Pemerintah Nomor 75 Tahun 2014 Tentang Kegiatan Usaha Panas Bumi.
Tanggal Pendirian12 Desember 2006
Akta Pendirian PerusahaanAkta Pendirian Nomor 10 tanggal 12 Desember 2006 dan telah mendapat pengesahan Menteri Hukum & Hak Asasi Manusia Republik Indonesia dengan Surat Keputusan No. W7-00089 HT.01.01-TH.2007 tanggal 3 Januari 2007.
Akta Perubahan TerakhirAkta Nomor 20 tanggal 15 Juli 2013 dan telah mendapat penerimaan pemberitahuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan surat Nomor AHU-AH.01.10-34802 tanggal 23 Agustus 2013.
Jenis Perusahaan [G4-7]
Perseroan Terbatas
Jenis UsahaPengusahaan Tenaga Panas Bumi
Jenis Produk dan Jasa [G4-PR3]
Uap dan Listrik
Company at a GlanceLegal Basis for Geothermal Business• Law Number 8 Year 1971 concerning State-Owned Oil and Gas
Mining Company.• Presidential Decree Number 16 Year 1974, which appointed
PERTAMINA to conduct surveys and explorations on geothermal energy.
• Presidential Decree Number 22 Year 1981 in connection with Presidential Decree Number 45 Year 1991, which granted Mining Authorization to explore and exploit geothermal resources for energy production to PERTAMINA in Indonesia.
• Presidential Decree Number 76 Year 2000 concerning the Utilization of Geothermal Resource to Generate Electricity.
• Governmental Regulation Number 31 Year 2003 concerning Transformation of State-Owned Oil and Gas Mining Company (PERTAMINA) Into a Limited Liability Company or Persero.
• Law Number 27 Year 2003 in connection with Law Number 21 Year 2014 concerning Geothermal.
• Governmental Regulation Number 59 Year 2007 in connection with Governmental Regulation Number 75 Year 2014 concerning Geothermal Business Activities.
Date of EstablishmentDecember 12th, 2006
Deed of EstablishmentDeed of Establishment Number 10 dated December 12th, 2006 and ratified by the Indonesian Minister of Justice and Human Rights of the Republic of Indonesia, bearing the Decree Letter Number W7-00089 HT.01.01-TH.2007 dated January 3rd, 2007.
Deed of Last AmendmentDeed Number 20 dated July 15th, 2013 and has obtained acceptance of notification from the Indonesian Minister of Justice and Human Rights of the Republic of Indonesia, bearing the Letter Number AHU-AH.01.10-34802 dated August 23rd, 2013..
Type of Company [G4-7]
Limited Liability Company
Type of BusinessGeothermal Energy Utilization
Type of Product and Service [G4-PR3]
Steam and Electricity
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
60 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 61 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Area KamojangKamojang Area
Sejarah Singkat Perusahaan
PT Pertamina Geothermal Energy merupakan anak perusahaan
PT Pertamina (Persero) yang bergerak dibidang pemanfaatan
energi panas bumi. Sejak didirikan pada tahun 2006, Perusahaan
tidak pernah melakukan perubahan nama. Sejak tahun
1974, pemanfaatan energi panas bumi di Indonesia dimulai.
Eksplorasi dan eksploitasi oleh Pertamina mengidentifikasi 70
wilayah panas bumi di nusantara, yang dapat dimanfaatkan
untuk menghasilkan energi listrik.
Pada 28 Januari 1983, PLTP Kamojang Unit I resmi beroperasi.
PLTP berkapasitas 30 MegaWatt (MW) tersebut memanfaatkan
energi panas bumi dari Lapangan Kamojang, Provinsi Jawa
Barat.
Sesuai Keputusan Presiden (Keppres) No.76 Tahun 2000, yang
mengatur pengelolaan energi panas bumi di Indonesia, maka
Pertamina tidak lagi menjadi satu-satunya badan usaha yang
dapat mengelola panas bumi di Indonesia. Sebagai tindak
lanjut atas ketentuan tersebut, Pertamina mengembalikan 16
dari 31 Wilayah Kuasa Pengusahaan (WKP) panas bumi yang
dikelolanya kepada Pemerintah.
Company’s History In Brief
PT Pertamina Geothermal Energy is a subsidiary of PT Pertamina
(Persero) that conducts business in geothermal utilization. Since
its establishment in 2006, the Company never undergoes name
transformation. Geothermal utilization in Indonesia started its
journey in 1974, where since then Pertamina’s exploration and
exploitation endeavors had identified 70 geothermal areas across
the archipelago to be used for generating electricity.
On January 28th, 1983, PLTP Kamojang Unit I was officially
operation. With the capacity of 30 MegaWatt (MW), this PLTP
utilizes geothermal energy from Kamojang Field, West Java
Province.
As per Presidential Decree Number 76 Year 2000, which regulates
geothermal management in Indonesia, thus Pertamina could not
be the only business entity that manages Indonesia’s geothermal
supply. Subsequently, Pertamina returned 16 out of its 31
geothermal Business Working Areas (WKP) to the Government.
62 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 63 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
Pada 21 Agustus 2001, PLTP Lahendong Unit I resmi beroperasi.
PLTP berkapasitas 20 MW tersebut memanfaatkan energi
panas bumi dari Lapangan Lahendong, Provinsi Sulawesi Utara.
Sejak 17 September 2003, Pertamina berubah bentuk menjadi
PT Pertamina (Persero), sebagai pelaksanaan Undang-Undang
No.22 Tahun 2001 Tentang Minyak dan Gas Bumi. Sesuai
Peraturan Pemerintah Nomor 31 Tahun 2003, PT Pertamina
(Persero) diamanatkan untuk mengalihkan usaha panas bumi
kepada anak perusahaan.
Selanjutnya PT Pertamina Geothermal Energy didirikan sebagai
anak perusahaan PT Pertamina (Persero), yang mengelola
kegiatan usaha di bidang panas bumi. Pendirian Perusahaan
berdasarkan Akta Nomor 10 tanggal 12 Desember 2006, dan
telah mendapat pengesahan dari Menteri Hukum dan Hak
Asasi Manusia Republik Indonesia dengan Surat Keputusan
Nomor W7-00089HT.01.01-TH.2007 tertanggal 3 Januari 2007.
Berdasarkan Surat Keputusan Menteri Energi dan Sumber
Daya Mineral tanggal 18 Juni 2012 Tentang Penegasan Wilayah
Kuasa dan Perubahan Batas-Batas Koordinat Pengusahaan
Sumber Daya Panas bumi PT Pertamina Geothermal Energy,
maka Perusahaan menerima pengalihan kuasa pengusahaan
sumber daya panas bumi dari PT Pertamina (Persero) atas 14
WKP.
Pada 16 September 2012, PLTP Ulubelu Unit I resmi beroperasi.
PLTP berkapasitas 55 MW tersebut memanfaatkan energi
panas bumi dari Lapangan Ulubelu, Provinsi Lampung.
Namun pada 19 Desember 2014, Perusahaan atas persetujuan
Pemegang Saham telah mengirimkan surat pengembalian
WKP Gunung Iyang Argopuro dan Kotamobagu. Surat tersebut
ditindaklanjuti dengan rapat pembahasan antara Perusahaan
dengan Pemerintah pada Januari 2015, yang menyetujui
pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu.
Dengan demikian area kerja Perusahaan mengalami perubahan
dari semula 14 WKP menjadi 12 WKP.
Pada tahun 2014, Perusahaan mengerjakan beberapa proyek
panas bumi dan hingga akhir periode pelaporan sebagian
di antaranya masih dalam tahap Engineering Procurement
Construction and Commissioning (EPCC). Khusus proyek
Kamojang Unit V yang berkapasitas 35 MW, terhitung sejak 29
Juni 2015 telah beroperasi secara komersial dengan memasok
listrik kepada PT PLN (Persero).
On August 21st, 2001, Lahendong Unit I PLTP was publically
operated. With the capacity of 20 MW, it consumed geothermal
energy from Lahendong Field, North Sulawesi Province.
As of September 17th, 2003, Pertamina was transformed into PT
Pertamina (Persero), as a conformation to Law Number 22 Year
2001 concerning Oil and Gas. In addition, based on Governmental
Regulation Number 31 Year 2003, PT Pertamina (Persero) was
mandated to transfer their geothermal business to its subsidiary.
PT Pertamina Geothermal Energy was set up as a subsidiary to
PT Pertamina (Persero) with the purpose of managing geothermal
business. The establishment was based on Deed Number 10 dated
December 12th, 2006 and had been ratified by the Minister of
Justice and Human Rights of Republic of Indonesia in accordance
with the Decree Number W7-00089HT.01.01-TH.2007 dated
January 3rd, 2007.
Based on the Ministry of Energy and Mineral Resources issued
Ministerial Decree on June 18th, 2012 concerning Confirmation
of Authorized Area and Adjustment for Working Area Limits and
Coordinates of Geothermal Business of PT Pertamina Geothermal
Energy, thus the Company manages 14 Business Working Areas
(WKP).
On September 16th, 2012, PLTP Ulubelu Unit I was officially
operated with the capacity of 55 MW, utilizing geothermal energy
from Ulubelu Field, Lampung Province.
However on December 19th, 2014, the Company upon the
approval of Shareholders had sent a letter concerning the return
of WKP Gunung Iyang Argopuro and Kotamobagu. The letter was
responded by holding a meeting for the Company and Government
in January 2015 to approve the returning of the mentioned WKP
Gunung Iyang Argopuro dan Kotamobagu. Hence, this took an
effect towards the Company’s working areas from 14 WKP to 12
WKP.
In 2014, the Company worked on a number of geothermal
projects and up to the end of reporting period some of them were
still at the stage of Engineering Procurement Construction and
Commissioning (EPCC). Specifically for Kamojang Unit V with the
capacity of 35 MW, it became an Area as of June 29th, 2015 after
it was officially commercialized supplying electricity to PT PLN
(Persero).
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Berdasarkan UU No.8 Tahun 1971 jo. Keppres 64/1972 jo.
Keppres 16/1974, Pemerintah memberikan penugasan kepada
Pertamina untuk melakukan survei sumber panas bumi.
Eksplorasi dan eksploitasi oleh Pertamina mengidentifikasi 70
wilayah panas bumi di nusantara, yang dapat dimanfaatkan untuk
menghasilkan energi listrik.
Based on the Law Number 8 Year 1971 in conjunction with the
Presidential Decree Number 64 Year 1972 in conjunction with the
Presidential Decree Number 16 Year 1974, the Government passed
an assignment to Pertamina to identify 70 geothermal areas
across the archipelago in order to be used for generating electricity.
17 September 2003 Pertamina bertransformasi menjadi PT Pertamina (Persero), sebagai pelaksanaan Undang-Undang No.22 Tahun 2001 Tentang Minyak dan Gas Bumi. Sesuai Peraturan Pemerintah Nomor 31 Tahun 2003, PT Pertamina (Persero) diamanatkan untuk mengalihkan usaha panas bumi kepada anak perusahaan.
On September 17th, 2003, Pertamina transformed into PT Pertamina (Persero), as a conformation to Law Number 22 Year 2001 concerning Oil and Gas. Referring to Governmental Regulation Number 31 Year 2003, PT Pertamina (Persero) was mandated to transfer its geothermal business to its subsidiary.
Pada 28 Januari 1983, PLTP Kamojang Unit I resmi beroperasi. PLTP berkapasitas 30 MegaWatt (MW) tersebut
memanfaatkan energi panas bumi dari Lapangan Kamojang, Provinsi Jawa Barat.
On January 28th, 1983, PLTP Kamojang Unit I was officialy operated with the capacity of 30 MegaWatt (MW), utilizing
geothermal energy from Kamojang Field, West Java Province.
Pemerintah Indonesia menerbitkan Keputusan Presiden No. 76 Tahun 2000, yang mengatur pengelolaan panas bumi di Indonesia. Sebagai tindak lanjut penerapan Keppres tersebut, Pertamina mengembalikan 16 dari 31 WKP panas bumi yang dikelolanya kepada Pemerintah.
The Government of Indonesia issued Presidential Decree (Keppres) Number 76 Year 2000, which regulates geothermal management in Indonesia. As a follow-up to the implementation of the Presidential Decree, Pertamina returned 16 out of its 31 geothermal WKP to the Government.
21 Agustus 2001 PLTP Lahendong Unit I berkapasitas 20 MW beroperasi, memanfaatkan energi panas bumi dari Lapangan Lahendong, Provinsi Sulawesi Utara.
On August 21st, 2001, PLTP Lahendong Unit I with the capacity of 20 MW started to operate utilizing geothermal energy from Lahendong Field, North Sulawesi Province.
Record of Performance
/ Jejak Langkah
1974
1983
2000
2001
19 Desember 2014 Perusahaan atas persetujuan Pemegang Saham mengirimkan surat perihal pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu kepada Pemerintah.
On December 19th, 2014, the Company upon the approval of Shareholders sent a letter concerning the return of WKP of Gunung Iyang Argopuro and Kotamabagu to the Government.
Adanya rapat pembahasan antara Perusahaan dengan Pemerintah pada Januari 2015, yang menyetujui pengembalian WKP Gunung Iyang Argopuro dan Kotamobagu. Dengan demikian area kerja Perusahaan mengalami perubahan dari semula 14 WKP menjadi 12 WKP
In January 2015, a discussion meeting was held between the Company and Government in which it agreed upon the returning of WKP of Gunung Iyang Argopuro and Kotamobagu. Thus, the Company’s WKP changed from initially 14 WKP to 12 WKP.
29 Juni 2015 PLTP Kamojang Unit V berkapasitas 35 MW resmi beroperasi secara komersial dan
telah diresmikan oleh Presiden Joko Widodo pada 7 Juli 2015.
PLTP Kamojang Unit V with the capacity of 35 MW was commercially
operated on 29th June 2015, and officially inaugurated by President
Joko Widodo on 7th July 2015.
PT Pertamina Geothermal Energy didirikan sebagai anak perusahaan PT Pertamina (Persero), yang mengelola kegiatan usaha di bidang panas bumi.
Pendirian Perusahaan berdasarkan Akta Nomor 10 tanggal 12 Desember 2006,
dan telah mendapat pengesahan dari Menteri Hukum dan Hak Asasi Manusia
Republik Indonesia dengan Surat Keputusan Nomor W7-00089HT.01.01-
TH.2007 tertanggal 3 Januari 2007.
PT Pertamina Geothermal Energy was set up as a subsidiary to PT Pertamina
(Persero) with the purpose of managing geothermal business. The establishment
was based on Deed Number 10 dated December 12th, 2006 and had been
ratified by the Minister of Justice and Human Rights of Republic of Indonesia in accordance with the Decree Number W7-
00089HT.01.01-TH.2007 dated January 3rd, 2007.
18 Juni 2012 Menteri Energi dan Sumber Daya Mineral menerbitkan Surat Keputusan Menteri Tentang Penegasan Wilayah Kuasa dan Perubahan Batas-Batas Koordinat Pengusahaan Sumber Daya Panas bumi PT Pertamina Geothermal Energy. Berdasarkan Surat Keputusan Menteri tersebut, maka Perusahaan menerima pengalihan kuasa pengusahaan sumber daya panas bumi dari PT Pertamina (Persero) atas 14 WKP.
On June 18th, 2012, the Ministry of Energy and Mineral Resources issued Ministerial Decree concerning Confirmation of Authorized Area and Adjustment for Working Area Limits and Coordinates of Geothermal Business of PT Pertamina Geothermal Energy.Referring to this decree, the Company received the authorization of geothermal utilization from PT Pertamina (Persero) on 14 WKP.
Pada 16 September 2012, PLTP Ulubelu Unit I resmi beroperasi. PLTP berkapasitas 55 MW tersebut memanfaatkan energi panas bumi dari Lapangan Ulubelu, Provinsi Lampung.
On September 16th, 2012, PLTP Ulubelu Unit I was officially operated with the capacity of 55 MW, utilizing geothermal energy from Ulubelu Field,
Lampung Province.
2014
2015
2015
Area LahendongLahendong Area
Visi dan Misi [G4-42, G4-56]
Vision and Mission
Melaksanakan Pengelolaan operasi dan Portofolio Usaha Geothermal secara Profesional yang Berwawasan Lingkungan dan Memberikan Nilai Tambah bagi Stakeholder.
To manage a professionally and environmentally sound geothermal operations and provide added values to the stakeholders.
Visi Vision
Misi Mission
World Class Geothermal Energy Enterprise
2014
2017
2021
2025
#1 Geothermal Entity in Indonesia
Leading Geothermal Company in Indonesia
Leading Geothermal Company in Asia
Area KamojangKamojang Area
Visi dan Misi tersebut telah disetujui dalam Rapat Direksi tanggal 28 November 2014
The Vision and Mission have been approved in the Board of Directors Meeting in 28 November 2014
Visi dan Misi [G4-42, G4-56]
Vision and Mission Tata Nilai Values
Clean
Competitive
Confident
CustomerFocused
Capable
Dikelola secara profesional, menghindari benturan kepentingan, tidak menoleransi suap, menjunjung tinggi kepercayaan dan integritas. Berpedoman pada asas-asas tata kelola korporasi yang baik.
Professionally managed, avoiding conflict of interests, non-tolerance to briberies, upholding trust and integrity. Complying the principles of Good Corporate Governance.
Mampu berkompetisi dalam skala nasional dan internasional, mendorong pertumbuhan melalui investasi, membangun budaya sadar biaya dan menghargai kinerja.
Able to compete in national and international scale, promoting growth through investment, building cost-conscious culture and appreciating performances.
Commercial
Berperan dalam pembangunan ekonomi nasional, menjadi pelopor pengusahaan panas bumi, dan membangun kebanggaan bangsa.
Taking part in national economy development, pioneering geothermal business, and building the pride of nation.
Berorientasi pada kepentingan pelanggan dan berkomitmen untuk memberikan pelayanan terbaik kepada pelanggan.
Consumer-oriented and committed to provide the best service to the customers.
Dikelola oleh pemimpin dan pekerja yang profesional dan memiliki kompetensi dan penguasaan teknis tinggi, berkomitmen dalam membangun kemampuan riset dan pengembangan.
Managed by professional leaders and employees and have the required competency and high technical expertise, committed to build research and development capabilities.
Menciptakan nilai tambah dengan orientasi komersial, mengambil keputusan berdasarkan prinsip-prinsip bisnis yang sehat.
Creating added value with commercial orientation, making decisions based on healthy business principles.
Bidang Usaha
Berdasarkan Pasal 3 Anggaran Dasar Perusahaan yang berlaku
saat ini sebagaimana dimuat dalam Akta Nomor 20 tanggal
15 Juli 2013 dan telah mendapat penerimaan pemberitahuan
dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia
dengan surat Nomor AHUAH.01.10-34802 tanggal 23 Agustus
2013, Perusahaan didirikan dengan maksud menyelenggarakan
usaha di bidang panas bumi dari sisi hulu dan/atau sisi hilir, baik
di dalam maupun di luar negeri serta kegiatan usaha lain yang
terkait atau menunjang kegiatan usaha di bidang panas bumi
tersebut dengan menerapkan prinsip-prinsip perseroan.
Tujuan Perusahaan adalah untuk:
1. Memperoleh keuntungan berdasarkan prinsip pengelolaan
perusahaan secara efektif dan efisien.
2. Meningkatkan peran panas bumi dalam menunjang
kebutuhan energi nasional.
Untuk mencapai maksud dan tujuan tersebut di atas, perseroan
melaksanakan kegiatan usaha sebagai berikut: [G4-4, G4-8]
a. Menyelenggarakan kegiatan usaha pengelolaan dan
pengembangan sumber daya panas bumi melalui eksplorasi
dan ekspolitasi, produksi uap dan pembangkitan listrik serta
pemanfaatan lain dalam arti yang seluas-luasnya.
b. Menyelenggarakan kegiatan usaha jasa yang meliputi
konsultasi, konstruksi, operasi dan pemeliharaan serta
pengembangan teknologi di bidang panas bumi dalam arti
seluas-luasnya.
c. Menyelenggarakan kegiatan usaha lainnya yang tekait atau
menunjang kegiatan usaha sebagaimana dimaksud dalam
huruf a dan b di atas.
Business Sector
Based on the Article 3 of Articles of Association owned by
the Company, which are currently in effect, as stated in the
Deed Number 20 dated July 15th, 2013, which has received a
notification from the Minister of Justice and Human Rights of the
Republic of Indonesia, bearing the Number AHUAH.01.10-34802
dated August 23rd, 2013, PT Pertamina Geothermal Energy was
established with the purpose of performing geothermal business
from upstream and/or downstream sector, be it in domestic or
international as well as other business activities related to or
in support of geothermal business activities by implementing
principles of limited liability company.
The objectives of the Company are:
1. To gain profits based on the principles of effective and efficient
company management.
2. To improve the role of geothermal in supporting national
energy needs.
In order to achieve such purpose and objectives above, the
company accomplished these business activities: [G4-4, G4-8]
a. Performing business activities in geothermal management and
development resources through exploration and exploitation,
steam production and power generation as well as other
utilizations in its broadest sense.
b. Performing business activities in services encompassing
consultation, construction, operation and maintenance as
well as technology development regarding geothermal in its
broadest sense.
c. Performing other business activities related to or supporting
such business activities stated in point a and b above.
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Tentang KamiAbout Us
Skema Pemanfaatan Panas Bumi
Bisnis panas bumi merupakan peluang bisnis alternatif migas
karena sifat dan karakteristik pengusahaannya yang relatif
sama. Bisnis ini berbasis dari pengangkatan potensi air panas
dan ataupun uap yang terkandung dalam reservoir bawah
tanah.
Secara umum pemanfaatan energi panas bumi dapat dibagi
menjadi 2:
• Pemanfaatan tidak langsungEnergi panas bumi antara lain digunakan untuk pembangkit
listrik yang memerlukan konversi energi di dalam generator
kinetik.
Pemanfaatan tidak langsung energi panas bumi digunakan
untuk pembangkit listrik yang memerlukan konversi energi
di dalam generator kinetik. Proses konversi energi panas
berasal dari fluida panas bumi pada turbin dan generator.
Fluida panas bumi yang dikeluarkan ke permukaan bumi
dapat berupa uap seluruhnya atau 2 fasa, yaitu uap dan air.
Hal tersebut berkaitan dengan sistem panas bumi yang ada
di masing-masing lapangan, yaitu sistem dominasi uap dan
dominasi air.
Pemanfaatan energi panas bumi menjadi listrik pada
lapangan dengan sistem dominasi air, menggunakan
teknologi single flash. Fluida 2 fasa yang mengalir melalui
sumur produksi dengan tekanan besar, dialirkan ke
separator untuk memisahkan uap dan air/brine. Uap dengan
massa tertentu hasil pemisahan di separator ke pembangkit
melalui pipa, untuk memutar turbin dengan tekanan
tertentu guna menggerakkan generator.
Di dalam generator terjadi konversi energi gerak menjadi
energi listrik. Selanjutnya listrik yang dihasilkan di
distribusikan ke konsumen.
Sementara air/brine hasil pemisahan di separator
diinjeksikan kembali ke dalam bumi melalui sumur re-injeksi
yang letaknya berada di luar boundary reservoir. Tujuannya
agar tidak terjadi pendinginan reservoir yang mengakibatkan
turunnya produksi.
Scheme of Geothermal Utilization
Geothermal serves as an alternative of business opportunity
to oil and gas due to its nature and characteristic of business is
almost similar. This business is based on the elevation of hot water
potential and/or steam that is contained in underground reservoir.
In general, geothermal utilization can be divided into 2:
• Indirect utilizationGeothermal is used, among others, for power plant, which
requires energy conversion in kinetic generator.
The indirect utilization of geothermal energy is used for power
plant that requires energy conversion within kinetic generator.
The process of hot energy conversion derives from geothermal
fluid that resides in turbine and generator.
Geothermal fluid, which released to the surface, can be in
the form of steam altogether or 2 phases, namely steam and
water. It relates to geothermal system in each field, which are
steam dominated and water dominated system.
The utilization of geothermal into electricity through water
dominated system uses single flash technology. 2 phases fluid
flow through a high pressure production well and channeled
to a high pressure separator in order to isolate steam from
water/brine. The isolated steam with certain mass is led to a
generator through pipe furthering the high pressure turbine to
rotate, which then will drive the generator by way of shaft.
Within the generator, an energy conversion occurs creating
electrical energy, which hereafter it will be distributed to
consumers.
Meanwhile, the isolated water that settles in a low pressure
or brine water separator is reinjected into the earth through
a reinjection well, which located outside boundary reservoir.
This as to not letting the reservoir to freeze inflicting a decline
in production.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
68 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 69 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Uap yang keluar dari turbin akan berubah fasa menjadi air
yang dikenal sebagai kondensat, dan kemudian didinginkan
di dalam kondensor dengan tekanan yang dijaga vakum. Dari
kondensor, air tersebut dipompakan menuju cooling tower
dan air kondensat yang sudah dingin di tampung pada basin
cooling tower. Dari basin tersebut, air kondensat diinjeksikan
kembali ke dalam bumi melalui sumur re-injeksi.
Sementara ini pemanfaatan energi panas bumi lebih banyak
untuk pemanfaatan tidak langsung yakni untuk kelistrikan.
The output steam from turbine will transform into water,
which known as condensate, and then cooled in a condenser
with a maintained vacuum pressure. Furthermore, the water
from the condenser is pumped towards cooling tower and the
cooled condensated water is accommodated in a cooling tower
basin, which subsequently reinjected into the earth through a
reinjection well.
At the moment, geothermal energy utilization is inclined to be
used for indirect utilization, namely for power.
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Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
• Pemanfaatan langsungPemanfaatan langsung energi panas bumi, artinya yaitu
energi panasnya langsung dimanfaatkan tanpa perlu diikuti
konversi energi. Pemanfaatan energi panas bumi secara
langsung dapat berupa pemanas ruangan, pendingin
ruangan, kolam pemandian air panas, pembibitan ikan,
perkebunan, pemanas gula aren, serta pengeringan kopi,
kopra, cabe dan kayu.
Pemanfaatan langsung panas bumi sangat bermanfaat pada
bidang pariwisata, industri, perkebunan, rumah sakit, dan
gedung perkantoran. Pemanfaatan langsung panas bumi
juga dapat dilakukan dari air hasil pemisahan fluida 2 fasa
di separator atau air/brine, yang dikenal sebagai cascading
system.
• Direct utilizationDirected geothermal utilization is defined by a usage of
heat energy without the process of energy conversion. This
particular utilization may include heater, air conditioner, hot
spring pool, fishery pond, plantation, heater of palm sugar as
well as drying coffee, copra, chilli and wood.
It is beneficial to tourism, industry, plantation, hospital, and
office building. The process of geothermal utilization can also
be obtained from water that is resulted from 2 phase isolation
in a separator or brine water, which known as cascading
system.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
• AMDAL/UKL/UPL• Location’sPermit• Landutilizationpermitforexplorationactivities–MinistryofForestry
• SIPPA• IMB
• AMDAL• Location’sPermit
• LandUsePermit
• SIPPA• IMBINVENTORY WKP
1-2 Years 2-3 Years
EXPLORATION
EXPLOITATION
PROSES HEAD OF AGREEMENT
Model Bisnis Business Models
NEGOTiATiON PROcESS ON STEAM/ElEcTRiciTy PRicE
Notice of Resources ConfirmationNotice Of Intend to Develop
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Tentang KamiAbout Us
3-5 Years
Front End Engineering Design (FEED)
Engineering, Procurement, Construction and
Commissioning (EPCC)
Commercial Operation Date (COD)
EFFEcTivE DATE (30 yEARS)Perjanjian Jual Beli Uap (PJBU)/ Perjanjian Jual Beli listrik (PJBl)Steam Sales Contract (PJBU)/ Energy Sales Contract (PJBL)
Perjanjian Jual Beli Uap (PJBU)/ Perjanjian Jual Beli listrik (PJBl)Steam Sales Contract (PJBU)/ Energy Sales Contract (PJBL)
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
1
2
3
45
6
11
A
7B C
8 9
10
D
E
Peta Wilayah Pertamina Geothermal EnergyMap of Pertamina Geothermal Energy
Wilayah Kerja [G4-6, G4-13]
Kegiatan pengusahaan panas bumi oleh perusahaan
sebelumnya dilakukan di 14 WKP, sesuai Keputusan Menteri
Energi dan Sumber Daya Mineral tertangal 18 Juni 2012
tentang Penegasan Wilayah Kuasa dan Perubahan Batas-Batas
Koordinat Pengusahaan Sumber Daya Panas Bumi PT Pertamina
Geothermal Energy. Pada 29 Desember 2014, Perusahaan
dengan persetujuan Pemegang Saham mengirimkan surat
tentang pengembalian WKP Gunung Iyang Argopuro dan
Kotamobagu kepada Pemerintah.
Working Area [G4-6, G4-13]
Geothermal business activities, which previously executed by
the Company, were consisted of 14 WKP according to Decree of
Minister of Energy and Mineral Resources dated June 18th, 2012
concerning Confirmation of Authorized Area and Adjustment for
Working Area Limits and Coordinates of Geothermal Business
of PT Pertamina Geothermal Energy. On December 29th, 2014,
with the approval of Shareholders, the Company sent a letter
concerning the return of WKP of Gunung Iyang Argopuro and
Kotamobagu to the Government.
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12
Pada bulan Januari 2015 dilakukan rapat pembahasan antara
Perusahaan dengan Pemerintah. Selanjutnya Pemerintah
menyetujui pengembalian WKP Gunung Iyang Argopuro
dan Kotamobagu. Sehingga mulai tahun 2015 Perusahaan
mengelola 12 WKP.
Pengelolaan dan operasional WKP yang dimiliki Perusahaan
dilakukan secara mandiri atau kerja sama dengan para mitra
melalui skema Kontrak Operasi Bersama (KOB). Sampai dengan
akhir tahun 2015, Perusahaan mengelola 4 area panas bumi
dan 7 proyek pengembangan.
In January 2015, a meeting was held between the Company
and Government where the latter agreed upon the decision of
returning the WKP of Gunung Iyang Argopuro and Kotamobagu.
Thus, start in 2015 the Company manage 12 WKP.
Management and operational business of WKP that the Company
owns are performed by own operation or partnerships through
Joint Operation Contracts (JOCs) scheme. By the end of 2015,
the Company managed 4 geothermal areas and 7 development
projects.
Wilayah Kerja |Working Area
Gunung Sibayak – Gunung Sinabung 1
Gunung Sibual-buali (Sarulla) 2
Sungai Penuh 3
Hululais 4
Lumut Balai dan Margabayur 5
Gunung Way Panas (Ulubelu) 6
Pangalengan 7
Cibeureum-Parabakti 8
Kamojang – Darajat 9
Karaha Cakrabuana 10
Tabanan 11
Lahendong 12
Area Kontrak dengan Skema Pengelolaan KoB JOC Scheme Contract Areas
Sarulla A
Gunung Salak B
Wayang Windu C
Darajat D
Bedugul E
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Area Panas Bumi
Meliputi 4 area dengan kapasitas total mencapai 437 MW. Ke-4
Area tersebut adalah:
1. Area Kamojang memiliki 5 unit PLTP, dengan total kapasitas
terpasang sebesar 235 MW yang terletak di WKP Kamojang-
Darajat, di Jawa Barat.
2. Area Lahendong memiliki 4 unit PLTP, dengan total kapasitas
terpasang 80 MW yang terletak di WKP Lahendong, Sulawesi
Utara.
3. Area Sibayak memiliki 1 unit Monoblok dengan kapasitas
terpasang sebesar 2 MW dan 2 Unit PLTP dengan kapasitas
2x5 MW. Dengan total kapasitas terpasang Area Sibayak
saat ini mencapai 12 MW, yang terletak di WKP Gunung
Sibayak-Gunung Sinabung, Sumatera Utara.
4. Area Ulubelu memiliki 2 unit PLTP, dengan total kapasitas
terpasang sebesar 110 MW yang terletak di WKP Gunung
Way Panas, Provinsi Lampung.
Geothermal Areas
4 geothermal areas with total capacity of 437 MW are as follow:
1. Kamojang Area has 5 units of PLTP with installed capacity of
235 MW, which located in WKP Kamojang-Darajat, West Java.
2. Lahendong Area has 4 units of PLTP with total installed
capacity of 80 MW, which located in WKP Lahendong, North
Sulawesi.
3. Sibayak Area has 1 Monoblok unit with installed capacity of 2
MW and 2 units of PLTP with the capacity of 2x5 MW. With a
total installed capacity in Sibayak Area currently reaches 12
MW, which located in WKP Gunung Sibayak-Gunung Sinabung,
North Sumatera.
4. Ulubelu Area has 2 units of PLTP with total installed capacity of
110 MW, which located in WKP Gunung Way Panas, Lampung.
Area LahendongLahendong Area
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Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
Area EksistingExisting Area
UnitUnit
KapasitasCapacity
(MW)
Tanggal operasi KomersialCommercial Operation Date
PenjualanSales
Sibayak
I 5 22 September 2008 | 22 September 2008 Uap | Steam
II 5 30 September 2008 | 30 September 2008 Uap | Steam
Monoblok 2 Listrik | Electricity
Kamojang
I 30 28 Januari 1983 | 22 January 1983 Uap | Steam
II 55 2 Oktober 1987 | 2 October 1987 Uap | Steam
III 55 15 November 1987 | 15 November 1987 Uap | Steam
IV 60 26 Januari 2008 | 26 January 2008 Listrik | Electricity
V 35 29 Juni 2015 | 29 June 2015 Listrik | Electricity
Lahendong
I 20 21 Agustus 2001 | 21 August 2001 Uap | Steam
II 20 19 Juni 2007 | 19 June 2007 Uap | Steam
III 20 7 April 2009 | 7 April 2009 Uap | Steam
IV 20 23 Desember 2011 | 23 December 2011 Uap | Steam
Ulubelu I 55 16 September 2012 | 16 September 2012 Uap | Steam
II 55 24 Oktober 2012 | 24 October 2012 Uap | Steam
Proyek Panas Bumi
1. Proyek Ulubelu Unit III dan IV
Proyek Ulubelu Unit III dan IV dengan kapasitas 2x55
MW, berlokasi di WKP Gunung Way Panas, Provinsi
Lampung. Status proyek Ulubelu Unit III dan IV saat ini
dalam penyelesaian pemboran dan tahap Engineering,
Procurement, Construction and Commissioning (EPCC). Unit III
direncanakan beroperasi komersial tahun 2016, dan Unit IV
pada tahun 2017.
2. Proyek Lumut Balai Unit I dan II
Proyek Lumut Balai Unit I dan II dengan kapasitas 2x55
MW, berlokasi di WKP Lumut Balai dan Margabayur,
Provinsi Sumatera Selatan. Status proyek Lumut Balai Unit
I adalah tahap EPCC. Sedangkan status proyek Lumut Balai
Unit II pada tahap pemboran dan persiapan EPCC. Unit I
direncanakan beroperasi komersial tahun 2016, dan Unit II
pada tahun 2018.
Geothermal Projects
1. Ulubelu Unit III and IV
Ulubelu Project Unit III and IV with the capacity of 2x55 MW
is located at WKP Gunung Way Panas, Lampung Province. The
current status for Ulubelu Units III and IV is in the completion
of drilling and Engineering, Procurement, Construction
and Commissioning (EPCC), where Unit III is scheduled to
commercialize in 2016 and Unit IV in 2017.
2. Lumut Balai Unit I and II
Lumut Balai Project Unit I and II with the capacity of 2x55 MW is
located at WKP Lumut Balai and Margabayur, South Sumatera.
Current status for Lumut Balai Unit I is at EPCC stage, whereas
Unit II drilling and preliminary EPCC stage. Unit I and Unit II
are scheduled to commercialize in 2016 and 2018 respectively.
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
76 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 77 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
3. Proyek Lumut Balai Unit III dan IV
Proyek Lumut Balai Unit III dan IV dengan kapasitas 2x55
MW, berlokasi di WKP Lumut Balai dan Margabayur, Provinsi
Sumatera Selatan masih dalam proses pengembangan.
Status proyek Lumut Balai Unit III dan IV saat ini sudah pada
tahap perijinan. Unit III direncanakan beroperasi komersial
pada tahun 2022, dan Unit IV tahun 2023.
4. Proyek Lahendong Unit V dan VI
Proyek Lahendong Unit V dan VI dengan kapasitas 2x20 MW,
berlokasi di WKP Lahendong, Provinsi Sulawesi Utara. Status
proyek saat ini sedang tahap EPCC. Unit V direncanakan
beroperasi komersial pada tahun 2016, dan Unit VI tahun
2017.
5. Proyek Karaha Unit I
Proyek Karaha Unit I dengan kapasitas 1x30 MW, berlokasi di
WKP Karaha Cakrabuana, Provinsi Jawa Barat. Status proyek
saat ini merupakan tindak lanjut dari pengembangan proyek
Karaha Bodas yang menjadi penugasan dari Pemerintah
Indonesia. PLTP direncanakan beroperasi komersial tahun
2016.
3. Lumut Balai Unit III and IV
Lumut Balai Project Unit III and IV with the capacity of 2x55
MW, which located at WKP Lumut Balai and Margabayur,
South Sumatera, is still under development. Both Unit III and
Unit IV are currently at permitting stage and scheduled to
commercialize in 2022 and 2023 respectively.
4. Lahendong Unit V and VI
Lahendong Project Unit V and VI with the capacity of 2x20 MW
is located at WKP Lahendong, North Sumatera, and currently
are undergoing EPCC. The Unit V is scheduled for commercial
operation in 2016, whereas Unit VI will set for 2017.
5. Karaha Unit I
Karaha Project Unit I with the capacity of 1x30 MW is located
at WKP Karaha Cakrabuana, West Java. This project is a
continuation to Karaha Bodas project development that is
assigned by the Government of Indonesia. The PLTP is planned
to commercialize in 2016.
6. Proyek Hululais Unit I dan II
Proyek Hululais Unit I dan II dengan kapasitas 2x55MW,
berlokasi di WKP Hululais, sekitar 180 km dari kota
Bengkulu dan terletak di Kabupaten Lebong, Provinsi
Bengkulu. Status proyek Hululais Unit I saat ini dalam tahap
pelaksanaan infrastruktur, pemboran, dan uji produksi. Unit
I direncanakan beroperasi komersial tahun 2018, dan Unit II
akan ditentukan kemudian.
7. Proyek Sungai Penuh Unit I dan II
Proyek Sungai Penuh Unit I dan II dengan kapasitas 2x55
MW, berlokasi di WKP Sungai Penuh, Provinsi Jambi. Status
proyek Sungai Penuh Unit I saat ini sudah melakukan
pemboran dan uji produksi. Unit I direncanakan beroperasi
komersial tahun 2019, dan Unit II akan ditentukan kemudian.
6. Hululais Unit I and II
Hululais Project Unit I and II with the capacity of 2x55 MW
is located at WKP Hululais, which is nearly 180 km from the
city of Bengkulu and resides in Lebong Regency, Bengkulu. The
project is currently in the process of infrastructure, drilling,
and production test. The Unit I is scheduled for commercial
operation in 2018, and Unit II will be determined further.
7. Sungai Penuh Unit I and II
Sungai Penuh Project Unit I and II with the capacity of 2x55 MW
is located at WKP Sungai Penuh, Jambi. The status of Sungai
Penuh Unit I is currently reaching drilling and production test.
The Unit I is scheduled to operate commercially in 2019 while
Unit II will be determined further.
Proyek Karaha Unit IUnit I Karaha Project
Proyek PLTP Ulubelu III & IVUlubelu III & IV PLTP Project
78 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 79 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
Status Perkembangan Area dan Proyek per 31 Desember 2015Status of Area and Project Development per 31 December 2015
Area & ProyekArea & Project
PLTPPLTP
KapasitasCapacity
(MW)
Perkembangan Area & ProyekArea & Project Development
Kamojang
PLTP Unit I 30 Instalasi Selesai | Installation is Completed
PLTP Unit II 55 Instalasi Selesai | Installation is Completed
PLTP Unit III 55 Instalasi Selesai | Installation is Completed
PLTP Unit IV 60 Instalasi Selesai | Installation is Completed
PLTP Unit V 35 Instalasi Selesai | Installation is Completed
Lahedong
PLTP Unit I 20 Instalasi Selesai | Installation is Completed
PLTP Unit II 20 Instalasi Selesai | Installation is Completed
PLTP Unit III 20 Instalasi Selesai | Installation is Completed
PLTP Unit IV 20 Instalasi Selesai | Installation is Completed
PLTP Unit V 20 EPCC | EPCC
PLTP Unit VI 20 EPCC | EPCC
Sibayak
Monoblok 2 Instalasi Selesai | Installation is Completed
PLTP Unit I 5 Instalasi Selesai | Installation is Completed
PLTP Unit II 5 Instalasi Selesai | Installation is Completed
Ulubelu
PLTP Unit I 55 Instalasi Selesai | Installation is Completed
PLTP Unit II 55 Instalasi Selesai | Installation is Completed
PLTP Unit III 55 Pemboran & EPCC | Drilling & EPCC
PLTP Unit IV 55 Pemboran & EPCC | Drilling & EPCC
Lumut Balai
PLTP Unit I 55 EPCC | EPCC
PLTP Unit II 55 Pemboran & Persiapan EPCC | Drilling & EPCC Preparation
PLTP Unit III 55 Perijinan | Permit
PLTP Unit IV 55 Perijinan | Permit
Karaha PLTP Unit I 30 EPCC | EPCC
HululaisPLTP Unit I 55
Pelaksanaan Infrastruktur, Pemboran dan Uji ProduksiImplementation of Infrastructure, Drilling and Production
PLTP Unit II 55Pelaksanaan Infrastruktur, Pemboran dan Uji ProduksiImplementation of Infrastructure, Drilling and Production
Sungai PenuhPLTP Unit I 55 Pemboran & Uji Produksi | Drilling & Production Test
PLTP Unit II 55 Akan dikembangkan lebih lanjut | To be developed further
Proyek PLTP Ulubelu III & IVUlubelu III & IV PLTP Project
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
78 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 79 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
IRFAN ZAINUDDIN
Direktur UtamaPresident Director
ALI MUNDAKIR
Direktur OperasiOperation Director
TAFIF AZIMUDIN
Corporate Secretary
KHAIRUL RoZAQDirektur Eksplorasi & PengembanganExploration & Development Director
EKo AGUNG BRAMANTYo
Vice President Operation & Engineering
INDRIA DoRIA
Vice President Strategic Planning & Business Development
IRAWAN NUGRoHo
Vice President Drilling
EBEN EZER SIAHAAN
Vice President Exporation & Exploitation
DoDDY SATYAJIT
Vice President Partnership
TAVIP DWIKoRIANTo
Vice President Project Development
WILMAR NAPITUPULU
Head of HSSE
ELVINo GUSTY A
Senior Manager Geomatics & ICT
80 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 81 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
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Tentang KamiAbout Us
Struktur organisasiorganization Structure
Struktur Organisasi Perusahaan berdasarkan Surat Keputusan Direktur Utama No.
Kpts.P-056/PGE000/2015-S0 tanggal 29 Januari 2015 adalah sebagai berikut:
The Organization Structure of the Company is based on the Decree Letter of President Director
Number Kpts.P-056/PGE000/2015-S0 dated January 29th, 2015, with details as follow:
A.B. HADI KARYoNo
Direktur KeuanganFinance Director
BUDI ENDA DHANISWARA
Head of Internal Audit
DEL AHIMSAR
Vice President Controller
WAWAN DARMAWAN
General Manager Area Kamojang
TAJUDIN NooR
Vice President TreasuryDIRGo RAHAYU
General Manager Area Ulubelu
SALVIUS PATANGKE
General Manager Area Lahendong
KUSTRINARTo
Senior Manager SCM
RATU RENI GUSFIARNI
Senior Manager Human Capital
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
80 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 81 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Pekerja Kami
Pekerja Perusahaan, baik pria maupun wanita yang memiliki status pekerja waktu tidak tertentu seluruh hak dan kewajibannya
tercakup dalam Perjanjian Kerja Bersama (PKB). Jumlah pekerja Perusahaan hingga akhir periode pelaporan ada 449 orang, naik
6% dibandingkan tahun 2014 sebanyak 425 orang. Peningkatan tersebut disebabkan oleh kebutuhan pekerja seiring dengan
perkembangan bisnis Perusahaan. [G4-10, G4-11]
Profil Pekerja - Berdasar Gender dan Tingkat PendidikanEmployees’ Profile - Based on Gender and Education Level
Tingkat PendidikanEducation Level
2015 2014 2013
Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female
SMA dan SetaraHigh School and its Equivalents
67 3 55 6 33 3
Diploma I – II 3 0 3 0 2 0
Diploma III - IV 37 8 38 7 40 6
Sarjana (S1) | Undergraduate 222 45 219 45 211 45
Pascasarjana (S2) | Postgraduate 53 10 41 10 39 8
Doktoral (S3) | Doctoral 1 0 1 0 1 0
Jumlah | Total 449 425 388
Profil Pekerja - Berdasar Gender dan Kelompok UsiaEmployees’ Profile - Based on Gender and Age
Kelompok Usia | Age 2015 2014 2013
Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female
21 – 25 9 2 9 3 36 11
26 – 30 82 22 73 21 78 24
31 – 35 91 19 84 20 64 12
36 – 40 68 12 61 12 42 5
41 – 45 47 3 43 4 29 3
46 – 50 37 3 32 3 44 4
51 – 55 39 4 42 4 27 3
> 55 10 1 13 1 6 0
Jumlah | Total 449 425 388
82 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 83 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
our Employees
Both male and female employees of Company having the status of permanent employees all rights and responsibilities are covered
by the Collective Labor Agreement (CLA). The Company’s total employees up to the end of reporting period were 449 employees,
increasing by 6% compared to 2014, which was 425 employees. This was caused by the increase of need for human capital that
corresponded to the developing of the Company’s business. [G4-10, G4-11]
Profil Pekerja - Berdasar Gender dan Status KepegawaianEmployees’ Profile - Based on Gender and Employment Status
Status KepegawaianEmployment Status
2015 2014 2013
Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female
Pekerja Waktu TertentuTemporary Employee
80 5 58 7 34 1
Pekerja Waktu Tidak TertentuPermanent Employee
303 61 297 63 292 61
Jumlah | Total 449 425 388
Profil Pekerja - Berdasar Gender dan Penempatan KerjaEmployees’ Profile - Based on Gender and Work Placement
Penempatan KerjaWork Placement
2015 2014 2013
Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female
Kantor Pusat JakartaHead Office Jakarta
157 49 136 44 127 46
Kamojang 77 10 77 14 82 6
Proyek Kamojang | Kamojang Project 0 0 5 0 7 1
Lahendong 63 3 47 5 34 1
Proyek Lahendong | Lahendong Project 0 0 5 0 4 0
Ulubelu 49 1 50 1 27 4
Proyek Ulubelu | Ulubelu Project 0 0 1 0 6 0
Sibayak 2 1 1 1 1 1
Proyek Lumut Balai | Lumut Balai Project 11 0 14 0 14 0
Proyek Hululais 8 1 8 1 8 1
Proyek Karahabodas | Karahabodas Project 10 1 5 2 8 2
Proyek Kotamoagu | Kotamoagu Project 0 0 2 0 6 0
Proyek Sungai Penuh | Sungai Penuh Project
6 0 6 0 2 0
Jumlah | Total 449 425 388
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
82 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 83 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Profil Pekerja - Berdasar Berdasarkan Level organisasiEmployees’ Profile - Based on Organization Level
2015
Kelompok JabatanPosition
Gender Usia | Age
Pria | Male Wanita | Female <31 31-40 41-50 >50
Direksi | Director 4 0 0 0 2 2
Vice President/SetaraVice President/Equivalent
13 1 0 0 5 9
Project Manager/Senior Manager 6 1 0 0 3 4
Manager/Advisor 44 3 0 6 23 18
Area Manager 6 2 0 3 2 3
Total ManajemenTotal Management
73 7 0 9 35 36
Assistant Manager/Senior Analyst/Senior Engineer
31 7 0 30 7 1
Senior Supervisor/Analyst/Engineer 114 23 40 80 12 5
Supervisor/Junior Analyst/Junior Engineer
83 19 52 35 10 5
Operator/Secretary/Assistant 50 9 18 21 17 3
Junior Operator 32 1 5 15 9 4
Total Pekerja | Total Employees 310 59 115 181 55 18
Jumlah | Total 383 66 115 190 90 54
84 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 85 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
Pengembangan Kompetensi Pekerja [G4-LA9]
Perusahaan senantiasa meningkatkan kemampuan para
pekerja melalui penyelenggaraan berbagai pendidikan dan
pelatihan. Perusahaan juga memberikan jaminan berkarir
kepada para pekerja.
Selama tahun 2015, Perusahaan telah menyediakan anggaran
sebesar Rp9 miliar untuk membiayai penyelenggaraan
pelatihan dalam rangka meningkatkan hard dan soft
competency termasuk pelatihan pengembangan leadership. Di
tahun 2016, pelaksanaan pelatihan akan menyesuaikan dengan
Rencana Kerja dan Anggaran Perusahaan.
Pembiayaan pelatihan juga didukung oleh dana grant World
Bank sebesar Rp2,4 miliar sebagai bagian dari program capacity
building. Adapun jumlah jam pelatihan yang diselenggarakan
mencapai 21.500 jam pelatihan dan diikuti oleh 363 pekerja,
sehingga rerata jam pelatihan per peserta mencapai 59,23 jam.
Program pelatihan dan pengembangan ditujukan untuk
meningkatkan kemampuan, keahlian dan pengetahuan pekerja
dalam keahlian teknis, operasional, manajemen, soft skills
dan kepemimpinan. Program pelatihan dan pengembangan
dirancang untuk seluruh pekerja dari tingkat senior manajer,
manajer, supervisor, sampai dengan operator di lapangan.
Employees’ Competency Development [G4-LA9]
PT Pertamina Geothermal Energy commits to develop its
employees’ competency through a number of training programs
and learning development. So as to support this purpose, the
Company has allocated a budget for employees’ development.
Throughout 2015, the Company has allocated a budget amounted
to Rp 9 billion to finance trainings with the purpose of improving
hard and soft competence, including leadership development
training. In 2016, the implementation of trainings will align to the
Work Plan and Budget of the Company.
The trainings were also sponsored by World Bank grant in the
amount of Rp2.4 billion as part of capacity building program. As
for training hours, it managed to reach 21,500 hours, participated
by 363 employees in order that the average of training hours per
participant amounted to 59.23 hours.
Training and development program are aimed to increase skills,
expertise and knowledge of the employees within the scope of
technical, operational, management, soft skills and leadership
expertise. It is also designed for all employees from senior
manager, manager, supervisor, up to field operator.
2015*
9.429.01
7.146.71
7.807.23
2014 2013
Realisasi | Realization
Target | Target
Besaran Biaya Pengembangan Kompetensi Pekerja (Miliar Rp)
Nominal Budget of Employees’ Competency Development (Billion Rp)
* termasuk dengan grant world bank Including world bank grant
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
84 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 85 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Pelatihan Berdasarkan Fungsi Tahun 2015Trainings Based on Functions in 2015
UraianDescription
2015 Tema PelatihanTheme of Training
Laki-laki | Male Perempuan | Female
Jumlah (Jam) PelatihanTotal Trainings (Hour)
19,060 2,440
Analysis & Modelling for Cost, Economic & Risk, Legal School,
Geothermal Power Plant Operation, Simulasi Reservoir Tough React,
Senior Management Development program, and so forth.
Jumlah Pekerja Peserta Pelatihan (Orang)Total Training Participants (People)
316 47
Rerata (Jam Pelatihan/Orang)Average (Training Hours/Person)
60.32% 51.91%
Fungsi (Jam) | Functions (Hour)
Exploration & Development 3,304 824
Operation 12,020 656
Finance 720 136
HSSE 376 24
Human Capital 248 432
SCM 1,224 104
Geomatics & ICT 520 16
Corporate Secretary 584 192
Internal Audit 64 56
86 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 87 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
Pelatihan Berdasarkan Fungsi Tahun 2014Trainings Based on Functions in 2014
UraianDescription
2014 Tema PelatihanTheme of Training
Laki-laki | Male Perempuan | Female
Jumlah (Jam) PelatihanTotal Trainings (Hour)
26,456 3,688
Project Management, ReservoirModelling, Geological ModellingLeapfrog, HAZOP, Certified Risk
Management, and so forth.
Jumlah Pekerja Peserta Pelatihan (Orang)Total Training Participants (People)
334 58
Rerata (Jam Pelatihan/Orang)Average (Training Hours/Person)
79.21% 63.59%
Fungsi (Jam) | Functions (Hour)
Renbang 5,104 1,368
Operasi | Operation 14,912 696
Keuangan | Finance 424 120
K3LL & MM 456 64
Manajemen Jasa | Management of Service 424 376
Korpeldal Proyek | Project Korpeldal 4,840 896
Sekretaris | Secretary 168 128
Internal Audit 128 40
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
86 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 87 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Komposisi Pemegang Saham
Saham PT Pertamina Geothermal Energy dimiliki PT Pertamina
(Persero) dan PT Pertamina Dana Ventura. Perubahan
komposisi saham terakhir ditetapkan berdasarkan Keputusan
Pemegang Saham Secara Sirkuler Perusahaan tanggal 5
Agustus 2010 yang dinyatakan dalam Akta Nomor 10 tanggal
1 September 2010.
PT Pertamina Dana Ventura9.94%
PT Pertamina (Persero)90.06%
Jumlah Lembar SahamTotal Shares
PT Pertamina (Persero)
PT Pertamina Dana Ventura
625,521
69,052
Shareholders’ Composition
Shares of PT Pertamina Geothermal Energy are owned by PT
Pertamina (Persero) and PT Pertamina Dana Ventura. The
latest amendment of shares composition was stipulated in the
Company’s Circular Decree of Shareholders dated August 5th,
2010, which was stated in the Deed Number 10 dated September
1st, 2010.
Kronologi Pencatatan Saham dan Efek Lainnya
PT Pertamina Geothermal Energy adalah perusahaan tertutup
dan hingga 31 Desember 2015, tidak pernah mencatatkan
saham Perusahaan di bursa manapun. Dengan demikian
Laporan ini tidak menyertakan informasi mengenai pencatatan
saham Perusahaan di bursa saham.
Chronology of Company Listing and other Securities
PT Pertamina Geothermal Energy is a private company and up to
December 31st, 2015, it has never listed its shares in any stock
exchange. Hence, this Report does not provide information on the
Company’s listing in stock exchange.
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Penyertaan Saham PerusahaanCompany’s Shares
Nama PerusahaanCompany’s Name
Kepemilikan SahamShares
%
Status Kegiatan Activity Status
AlamatAddress
Bidang Usaha Business Sector
PHE PGE
PT Pertamina Hulu Energi Tomori Sulawesi 99 1 ProduksiProduction
Jl. TB Simatupang Kav 99, Jakarta
Sektor Industri Minyak dan Gas
Oil and Gas Industrial Sector
PT Pertamina Hulu Energi Karama 99 1 EksplorasiExploration
PT Pertamina Hulu Energi Donggala 99 1 Tidak OperasiNot Operating
PT Pertamina Hulu Energi Salawati 99 1 ProduksiProduction
PT Pertamina Hulu Energi Salawati Basin 99 1 ProduksiProduction
PT Pertamina Hulu Energi Simenggaris 99 1 PengembanganDevelopment
PT Pertamina Hulu Energi Tengah K 99 1 ProduksiProduction
PT Pertamina Hulu Energi Makassar Strait 99 1 ProduksiProduction
PT Pertamina Hulu Energi Tuban East Java 99 1 ProduksiProduction
PT Pertamina Hulu Energi West Madura Offshore 99 1 ProduksiProduction
PT Pertamina Hulu Energi Jambi Merang 99 1 ProduksiProduction
PT Pertamina Hulu Energi Jabung 99 1 ProduksiProduction
PT Pertamina Hulu Energi Gebang N Sumatera 99 1 ProduksiProduction
PT Pertamina Hulu Energi Raja Tempirai 99 1 ProduksiProduction
PT Pertamina Hulu Energi Ogan Komering 99 1 ProduksiProduction
PT Pertamina Hulu Energi Kakap 99 1 ProduksiProduction
PT Pertamina Hulu Energi South Jambi B 99 1 ProduksiProduction
PT Pertamina Hulu Energi Coastal Plain Pekanbaru 99 1 ProduksiProduction
PT Pertamina Hulu Energi Corridor 99 1 ProduksiProduction
PT Pertamina Hulu Energi NSO 99 1 ProduksiProduction
PT Pertamina Hulu Energi MNK Sakakemang 99 1 EksplorasiExploration
PT Pertamina Hulu Energi Kampar 99 1 Belum aktifNot Active
Daftar Entitas Anak dan/atau Asosiasi
Hingga 31 Desember 2015, Perusahaan memiliki penyertaan
saham pada 22 anak perusahaan PT Pertamina Hulu Energi
(PHE).
List of Subsidiaries and/or Associations
Up to December 31st, 2015, the Company has shares in 22
subsidiaries of PT Pertamina Hulu Energi (PHE).
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Struktur Grup Perusahaan
Company’s Group Structure
PT PERTAMINA (PERSERo) PT PERTAMINA DANA VENTURA
PT Pertamina Hulu Energi Tomori Sulawesi
PT Pertamina Hulu Energi Karama
PT Pertamina Hulu Energi Tengah K
PT Pertamina Hulu Energi Donggala
PT Pertamina Hulu Energi Makassar Strait
PT Pertamina Hulu Energi Salawati
PT Pertamina Hulu Energi Tuban East Java
PT Pertamina Hulu Energi Salawati Basin
PT Pertamina Hulu Energi West Madura offshore
PT Pertamina Hulu Energi Jabung
PT Pertamina Hulu Energi Simenggaris
PT Pertamina Hulu Energi Jambi Merang
PT Pertamina Hulu Energi Gebang N Sumatera
PT Pertamina Hulu Energi Raja Tempirai
PT Pertamina Hulu Energi ogan Komering
PT Pertamina Hulu Energi South Jambi B
PT Pertamina Hulu Energi NSo
PT Pertamina Hulu Energi Kakap
PT Pertamina Hulu Energi Corridor
PT Pertamina Hulu Energi Coastal Plain Pekanbaru
PT Pertamina Hulu Energi MNK Sakakemang
PT Pertamina Hulu Energi Kampar
9.94%90.06%
1%
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Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang KamiAbout Us
No Nama LembagaAgency’s Name
AlamatAddress
1 Kantor Akuntan PublikPublic Accounting Firm
Purwantono, Sungkoro & Surja (Ernst & Young)
Indonesia Stock Exchange Building, Tower 2, 7th FloorJl. Jend. Sudirman Kav.52-53Jakarta 12190, IndonesiaTel: +62 21 5289 5000Fax: +62 21 5289 4100ey.com/id
2 Kantor Penasehat HukumLegal Adviser Office
Makarim & Taira S.
Summitmas I, 16th – 17th Fls. Jl. Jendral Sudirman Kav.61 – 62 Jakarta 12190, IndonesiaP : +62 21 2521272, 5200001F : +62 21 2522750, 2521830
Jantje Rumegang, SH Jl. Sungai Musi, Kelurahan Singkil Dua, Lingkungan II, Kecamatan SingkilManado, IndonesiaP : +62 431 95234HP : +62 813 5656 4123, +62 821 8707 0467
Soesilo Ariwibowo & Rekan Grha DeKAJl. TB. Simatupang Kav.8 KebagusanJakarta 12520, IndonesiaP : +62 21 78840647, 78840671, 78810740F : +62 21 78840638
3 NotarisNotary
Marianne Vincentia Hamdani, SH
Jl. Boulevard Raya Blok K4 No.3, Kelapa Gading PermaiJakarta 14240, IndonesiaP: +62 21 4523463, +62 21 4532923, +62 21 4532708F: +62 21 45854285
Nama dan Alamat Lembaga dan/atau Lembaga Penunjang
Names and Addresses of Agencies and/or Supporting Agencies
Keikutsertaan Perusahaan dalam organisasi [G4-16]Involvement of Company in Organization
Nama LembagaName of Institution
Penjelasan Description
API Asosiasi Panas Bumi Indonesia Indonesia Geothermal Association
METI Masyarakat Energi Terbarukan Indonesia Indonesian Renewable Energy Society
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
ANALISA DAN PEMBAHASAN MANAJEMEN
Management Analysis and Discussion
Selama tahun 2015 PT Pertamina Geothermal Energy (Perusahaan) mengerjakan secara paralel 5 pembangunan tahap Engineering, Procurement, Construction and Commissioning (EPCC) Pembangkit Listrik Tenaga Panas Bumi (PLTP). Pembangunan ini masing-masing pada proyek Kamojang V, Ulubelu III & VI, Lahendong V & VI, Karaha dan Lumut Balai I.
Throughout 2015, PT Pertamina Geothermal Energy (Company) accomplished in parallel 5 development stages
of Engineering, Procurement, Construction and Commissioning (EPCC) of Geothermal Power Plant (PLTP). Each
of which is Kamojang V, Ulubelu III & IV, Lahendong V & VI, Karaha and Lumut Balai I.
Management Analysis and Discussion
/ Analisa dan Pembahasan Manajemen
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Tentang Laporan IniAbout The Report
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Tentang Kami About Us
Bila proyek-proyek tersebut selesai dan secara bertahap
beroperasi komersial, maka pada tahun 2019 Perusahaan
menjadi pengembang panas bumi terbesar dan perusahaan
panas bumi terkemuka di Indonesia. Total kapasitas terpasang
pada tahun 2019 mencapai 907 MW, setara dengan
penghematan penggunaan 42.901 barrel oil equivalent per day
(BOEPD).
Tinjauan Umum
Sebagai negeri yang berada pada jalur cincin api karena terletak
pada jalur gunung berapi (ring of fire), Indonesia memiliki
potensi panas bumi yang besar di dunia. Bila dimanfaatkan
dengan optimal, panas bumi bisa menjadi sumber energi lain
yang memiliki jangka waktu pemanfaatan yang lama. Sehingga,
Indonesia tidak lagi bergantung pada minyak bumi yang
ketersediaannya terbatas.
Kondisi ini mendorong Pemerintah Indonesia terus berupaya
meningkatkan pemanfaatan panas bumi sebagai sumber
energi terbarukan. Selaras dengan hal tersebut, Perusahaan
secara berkesinambungan juga menambah kapasitas produksi
uap panas bumi dan kapasitas produksi listrik unit-unit PLTP.
Perusahaan menyadari, peningkatan kapasitas produksi tidak
mudah dilakukan. Ada berbagai kendala, tantangan dan risiko
yang harus dihadapi Perusahaan, baik di lingkup nasional
maupun global. Namun demikian, semuanya kami hadapi
dengan penuh keyakinan untuk terus maju dan berkembang.
Di lingkup nasional, dinamika yang dihadapi adalah perizinan
dan peraturan perundang-undangan. Hal ini tidak terlepas
dari sebagian Wilayah Kuasa Pengusahaan (WKP) panas bumi
Perusahaan yang berada di dalam kawasan hutan lindung,
taman nasional, maupun hutan konservasi. Keberadaan
Undang-Undang No.21 Tahun 2014 Tentang Panas Bumi,
diharapkan bisa menjadi solusi atas kendala tersebut.
Sementara di tataran global, dinamika utama adalah
pergerakan kurs dan nilai tukar dolar Amerika Serikat (USD).
Kondisi ini menyebabkan fluktuasi nilai pembiayaan karena
sebagian besar biaya investasi pengembangan proyek potensi
panas bumi dilakukan dalam mata uang USD.
When the projects are completed and commercially operated, in
2019 the Company will be the largest geothermal producer and
leading geothermal company in Indonesia. Total installed capacity
in 2019 will achieve 907 MW, equivalent to saved use of 42,901
barrel oil equivalent per day (BOEPD).
General Review
As a country that traversed with ring of fire owing to numerous
volcanoes, Indonesia has the largest potential geothermal in
the world. If it is optimized to its maximum capacity, then it
will become an energy resource that could dampen the nation’s
dependency to oil.
This circumstance encouraged the Government of Indonesia to
constantly improve geothermal utilization as a renewable energy
resource. In keeping with this, the Company also increased the
capacity of geothermal production and electricity production of
PLTP units.
The Company realized the complication of increasing production
capacity. There were various obstacles, challenges and risks that
had to be addressed by the Company, nationally and globally.
However, all of these complications were well managed in order
to grow and advance.
As national scope, one of dynamics that faced by the Company
was permits and legislations. This is due to part of geothermal
working areas (WKP) are resided in protected forests, national
parks, or conservation forests. The presence of Law Number 21
Year 2014 concerning Geothermal is expected to provide solutions
to the related obstacle.
In global perspective, the main dynamic was exchange rates
movement and exchange rates of USD, which caused a fluctuation
to financing value as most development process of potential
geothermal projects used USD currency.
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
Namun demikian secara umum, berbagai kendala yang
dihadapi tidak mempengaruhi kinerja Perusahaan sepanjang
2015. Perusahaan tetap dapat memperlihatkan pertumbuhan
signifikan dan mampu mempertahankan keberlanjutannya.
Kondisi Bisnis 2015Perusahaan merupakan produsen utama energi panas bumi di
Indonesia dan memiliki 12 WKP panas bumi, baik yang dikelola
sendiri maupun Kontrak Operasi Bersama (KOB). Hingga akhir
2015, Perusahaan memusatkan kegiatan peningkatan produksi
di 4 area, yaitu: [G4-4]
1. Kamojang (235 MW),
2. Lahendong (80 MW),
3. Sibayak (12 MW) dan
4. Ulubelu (110 MW).
Di samping itu, proyek-proyek yang sedang dikembangkan
meliputi:
1. Ulubelu Unit III dan IV (2X55 MW),
2. Lumut Balai Unit I dan II (2X55 MW),
3. Lumut Balai Unit III dan IV (2X55 MW),
4. Lahendong Unit V dan VI (2X20 MW),
5. Karaha Unit I (1x30 MW),
6. Hululais Unit I dan II (2X55 MW) dan
7. Sungai Penuh Unit I dan II (2X55 MW)
Sepanjang 2015, kegiatan operasional perusahaan berjalan
dengan baik dan mampu menyelesaikan proyek Kamojang
Unit V lebih awal dari waktu yang ditetapkan. Hal ini
terjadi karena sudah terintegrasinya sistem pekerjaan dan
pengambilan keputusan, sehingga waktu operasi juga dapat
dipersingkat dan kualitas proses produksi tetap terjaga dengan
baik.
Pengembangan UsahaDengan pengalaman dan kinerja yang terbukti selama ini, serta
didukung sumber daya manusia yang kompeten, Perusahaan
menetapkan target pengembangan energi panas bumi sebesar
2.267 MW pada tahun 2025. Jumlah tersebut setara dengan
penghematan pemakaian minyak bumi sebesar 107.229
BOEPD.
Target tersebut sejalan dengan Kebijakan Energi Nasional yang
menetapkan target penggunaaan Energi Baru dan Terbarukan
(EBT) sebesar 23% pada 2025, serta 31% pada tahun 2050.
Pemerintah Indonesia menargetkan peningkatan produksi
listrik dari pemanfaatan energi panas bumi dengan total
kapasitas terpasang menjadi 7,1 GW pada tahun 2025.
Nevertheless, in majority a number of obstacles endured by
the Company did not affect its performance so far as 2015. It
persistently displayed a significant growth and able to sustain its
stance.
Business Condition in 2015As leading geothermal producer in Indonesia with 12 Working
Areas, both self-owned and Joint Cooperation Contracts (JOCs),
until the end of 2015 the Company concentrated its production
activities in 4 Working Areas, as seen below: [G4-4]
1. Kamojang (235 MW),
2. Lahendong (80 MW),
3. Sibayak (12 MW) and
4. Ulubelu (110 MW).
Besides the above, below are the developing projects:
1. Ulubelu Unit III and IV (2X55 MW),
2. Lumut Balai Unit I and 2 (2X55 MW),
3. Lumut Balai Unit III and IV (2X55 MW),
4. Lahendong Unit V and VI (2X20 MW),
5. Karaha Unit I (1x30 MW),
6. Hululais Unit I and II (2X55 MW) and
7. Sungai Penuh Unit I and II (2X55 MW)
During 2015, operational activities implemented by the Company
ran well and able to complete Kamojang Unit V project earlier than
the agreed timeline. This was due to an integrated working system
and decision making, so that operation time could be compressed
and quality of production process was well-maintained.
Business DevelopmentWith to date experience and performance, and supported by
competent human capital, the Company sets its geothermal
development target as much as 2,267 MW in 2025, which
equivalent to saved use of 107,229 BOEPD.
Such target is in line with National Energy Policy that sets target
of use on New and Renewable Energy (NRE) at 23% in 2025 and
31% in 2050. The Government of Indonesia targets an increase
in electricity production out of geothermal utilization with total
installed capacity to 7.1 GW in 2025.
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Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Perusahaan menjadi bagian dari Pemerintah dalam upaya
menambah ketersediaan pasokan listrik dan peningkatkan
rasio elektrifikasi. Selain itu, Perusahaan ikut serta dalam
pengembangan pemanfaatan panas bumi yang menjanjikan
dalam pertumbuhan usaha. Dicirikan oleh tingginya kebutuhan
listrik, baik untuk keperluan rumah tangga maupun industri
dan jasa.
Tinjauan operasi Per Segmen Usaha
Kegiatan Eksplorasi dan PengembanganKegiatan eksplorasi dan pengembangan dilaksanakan oleh
Direktorat Eksplorasi dan Pengembangan. Dipimpin oleh
Direktur Eksplorasi dan Pengembangan, dengan dibantu Vice
President (VP) Strategic Planning & Business Development, VP
Exploration & Exploitation serta VP Project Development.
Bidang Strategic Planning & Bussines Development mengurusi
kegiatan meliputi penyusunan kebijakan perusahaan termasuk
strategi bisnis pengembangan serta menuangkannya dalam
Rencana Kerja dan Anggaran Perusahaan (RKAP) dan Rencana
Kerja Jangka Panjang Perusahaan (RJPP), mengarahkan
implementasi manajemen risiko dalam rangka risk assessment
dan penyusunan mitigasi risiko, serta menentukan dan
mengendalikan implementasi rencana strategi, kebijakan dan
kegiatan manajemen mutu.
Bidang exploration & exploitation mengurusi seluruh kegiatan
eksplorasi di seluruh WKP milik Perusahaan dengan status
proyek dan green field. Tujuannya untuk memastikan
ketersediaan uap panas bumi dan menentukan lokasi perluasan
panas bumi yang ada.
Kegiatan eksplorasi yang dilakukan meliputi studi geoscience
(geologi, geokimia, geofisika, geomatika, reservoir) system
panas bumi. Studi yang dilakukan dimulai dari pengukuran,
pengolahan, analisa, evaluasi, interpretasi data geoscience,
dan pemboran eksplorasi. Kesimpulan studi geoscience dalam
eksekusinya, dilakukan oleh Bidang Project Development hingga
suatu proyek panas bumi siap menghasilkan listrik.
Gambaran besar kegiatan Bidang Project Development dalam
mengembangkan suatu project panas bumi meliputi kegiatan
perencanaan, pelaksanaan dan pengendalian proyek untuk
memastikan bahwa tujuan project yaitu Safety, On Time, On
Budget, On Specification dan On Return dapat tercapai.
The Company is in force with the Government in increasing
electricity supply and electrification ratio. Other than that, the
Company also participates in expanding a promising geothermal
development towards business growth. The high demand of
electricity is required for the needs of household, industry and
service sector.
operation Review per Business Segment
Exploration and Development ActivitiesExploration and Development activities are under the responsibility
of Directorate of Exploration and Development, which led by
Exploration and Development Director and supported by Vice
President (VP) of Strategic Planning & Business Development, VP
of Exploration & Exploitation as well as VP Project Development.
The division of Strategic Planning & Business Development
handles activities that involve formulating company’s policies
including business development along with putting it into Work
Plan and Budget (RKAP) and Long Term Plan (RJPP), guiding
the implementation of risk management within the scope of
risk assessment and risk mitigation, as well as determining and
controlling the implementation of strategy plan, policies and
quality management activities.
The division of exploration and exploitation manages the entire
exploration in Working Areas (WKP) owned by the status of project
and green field. It aims to ensure the readiness of geothermal
steam and determine the expansion location for the existing
geothermal.
Such exploration activities include geoscience study (geology,
geochemist, geophysics, geomatics, and reservoir) of geothermal
system starting with measurement, processing, analysts,
evaluation, interpretation of geoscience data, and exploration
drilling. Conclusion to which is drawn from the study is conducted
by the Division of Project Development until a project is ready to
generate electricity.
The idea of the Division of Project Development in developing a
geothermal project is revolve around planning, implementation
and controlling project activities to ensure the objectivity of a
project adheres to Safety, On Time, On Budget, On Specification
and On Return.
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
Struktur organisasi Direktorat Eksplorasi dan Pengembangan
Organization Structure of Department of Planning and Development
VP Strategic Planning & Business
Development
VP Exploration & Exploitation
VP Project Development
Direktur UtamaPresident Director
Direktur Eksplorasi & PengembanganExploration & Development Director
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Tentang Laporan IniAbout The Report
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Tentang Kami About Us
Selama kurun waktu periode pelaporan, Perusahaan memiliki
rencana pemboran sebanyak 21 sumur pengembangan dan
10 sumur Kerja Ulang Reparasi Sumur (KURS). Adapun realisasi
pemboran yang terlaksana sebanyak 20 sumur dan 6 sumur on
going, serta 7 sumur KURS dan 1 on going KURS.
During the period of report, the Company planned out 21
development wells and 10 Rework of Reparation Wells (KURS), of
which it managed to realize 20 wells and 6 on going wells, as well
as 7 KURS and 1 on going KURS.
Status Pemboran Area dan ProyekStatus of Drilling Area and Project
No. Proyek/AreaProject/Area
StatusProgress
1 Area Kamojang Rencana pemboran 3 sumur make up dan 3 sumur KURS, realisasi selesai 3 sumur make up (KMJ-70/3, KWK-A/3 dan KWK-A/4) dan 1 sumur KURS on going.Plan of drilling 3 make up wells and 3 KURS wells with 3 make up wells were developed (KMJ-70/3, KWK-A/3 and KWK-A/4) and 1 KURS wells on going.
2 Area Ulubelu Rencana pemboran 3 sumur make up dan 4 sumur KURS, realisasi selesai 2 sumur make up (UBL-R2/2 dan UBL-R2/3) dan selesai 4 sumur KURS (UBL-12, UBL-13, UBL-6 dan UBL-27).Plan of drilling 3 make up wells and 4 KURS wells with 2 make up wells (UBL-R2/2 and UBL-R2/3) and 4 KURS wells (UBL-12, UBL-13, UBL-6 and UBL-27) were realized.
3 Area Lahedong Rencana pemboran 4 sumur make up, realisasi selesai 4 sumur (LHD-39, LHD-13/6, LHD-13/7 dan LHD-2/2) dan 1 sumur on going (LHD-25/2) dan 1 sumur work over (LHD-24) sedang on going.Plan of drilling 4 make up wells with achievement on 4 wells (LHD-39, LHD-13/6, LHD-13/7 and LHD-2/2) and 1 on going well (LHD-25/2) and 1 on going work over well (LHD-24).
4 Proyek Karaha Rencana pemboran 1 sumur KURS. Realisasi selesai pemboran sumur KURS KRH 2/1.Plan of drilling 1 KURS well and rig mobilizing of well KRH-2/1.
5 Proyek Ulubelu Rencana pemboran 5 sumur pengembangan, realisasi selesai 4 sumur (UBL-K/1, UBL-R2/1, UBL-K/2 dan UBL-R2/4) dan 2 sumur on going (UBL-I/3 dan UBL-R2/5).Plan of drilling 5 development wells with achievement on 4 wells (UBL-K/1, UBL-R2/1, UBL-K/2 and UBL-R2/4) and 2 on going wells (UBL-I/3 and UBL-R2/5).
6 Proyek Lahendong Rencana pemboran 2 sumur pengembangan dan 2 sumur KURS, realisasi selesai 2 sumur pengembangan (LHD-R2/2 dan LHD-R1/2) dan 2 sumur KURS (LHD-33 dan LHD-31)Plan of drilling 2 development wells and 2 KURS wells with achievement on 2 development wells (LHD-R2/2 and LHD-R1/2) and 2 KURS wells (LHD-33 and LHD-31)
7 Proyek Lumut Balai Rencana pemboran 3 sumur pengembangan, realisasi selesai 3 sumur (LMB-6/2 dan LMB-9/3 dan LMB-B/1) dan 1 sumur on going (LMB-B/2)Plan of drilling 3 development wells with achievement on 3 wells (LMB-6/2 and LMB-9/3 and LMB-B/1) and 1 on going well (LMB-B/2).
8 Proyek Hululais Rencana pemboran 1 sumur pengembangan, realisasi selesai 2 sumur (HLS-A/2 dan HLS-A/3) dan 2 sumur on going (HLS-E/1 dan HLS-M/1)Plan of drilling 1 development well with achievement on 2 wells (HLS-A/2 and HLS-A/3) and 2 on going wells (HLS-E/1 and HLS-M/1).
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
Kegiatan Operasional Setelah dipisahkan dari berbagai zat dan materi yang ada di
dalamnya, uap panas bumi dari sumur produksi dialirkan ke
unit PLTP melalui main steam valve (MSV) – govermor valve. Di
unit PLTP, baik milik sendiri maupun milik independent power
producer (IPP), uap panas bumi digunakan untuk memutar
turbin hingga menghasilkan daya listrik. Selanjutnya melalui
transformer step-up, daya listrik dinaikkan tegangannya dan
dihubungkan dengan sistem penyaluran listrik yang dikelola PT
PLN (Persero).
Kegiatan Operasional dilaksanakan oleh Direktorat Operasi,
yang dipimpin oleh Direktur Operasi, dengan dibantu oleh VP
Operation & Engineering, VP Drilling, VP Partnership dan para
General Manager Area.
Operational ActivitiesAfter a separation from various substances and materials,
geothermal steam from production well is distributed to PLTP unit
through main steam valve (MSV) – govermor valve. At PLTP unit,
either self-owned or independent power producer (IPP), the steam
is used to rotate turbine so as generate electrical power. Passing
through a transformer step-up, the electrical voltage is increased
and connected to electricity distribution system managed by PT
PLN (Persero).
Operational activities are conducted by Directorate of Operation,
piloted by Operation Director, with the assistance of Vice
President of Operation & Drilling, VP of Drilling, VP Partnership
and all General Manager Area.
Struktur organisasi Direktorat operasi
Organization Structure of Department of Operational
Direktur UtamaPresident Director
Direktur operasiOperation Director
General ManagerKamojang Area
Vice President operation & Engineering
General ManagerUlubelu Area
Vice PresidentDrilling
General ManagerLahendong Area
Vice PresidentPartnership
100 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 101 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
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Tentang Kami About Us
Sampai dengan 31 Desember 2015, Perusahaan memiliki dan
mengoperasikan 3 unit PLTP milik sendiri, sedangkan 11 unit
PLTP lainnya dioperasikan bekerja sama dengan IPP.
Up to December 31st, 2015, the Company owns and operates 3
own PLTP units, while the other 11 PLTP units are operated in
cooperation with IPP.
Unit PLTP operasionalOperational PLTP Unit
Area Unit Keterangan Description
Kapasitas Capacity
Total Total
(MW)
Kamojang
I Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power
30
235
II Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power
55
III Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power
55
IV Dikelola oleh PerusahaanManaged by Company
60
V Dikelola oleh PerusahaanManaged by Company
35
Lahendong
I Kerjasama PT PLN (Persero)Partnership of PT PLN (Persero)
20
80
II Kerjasama PT PLN (Persero)Partnership of PT PLN (Persero)
20
III Kerjasama PT PLN (Persero)Partnership of PT PLN (Persero)
20
IV Kerjasama PT PLN (Persero)Partnership of PT PLN (Persero)
20
Sibayak
I Kerjasama PT Dizamatra PowerindoPartnership of PT Dizamatra Powerindo
5
12II Kerjasama PT Dizamatra Powerindo
Partnership of PT Dizamatra Powerindo5
Monoblok Dikelola oleh PerusahaanManaged by Company
2
Ulubelu
I Kerjasama PT Indonesia PowerPartnership of PT Indonesia Power
55
110 II Kerjasama PT Indonesia Power
Partnership of PT Indonesia Power55
Total 437
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
Realisasi produksi uap panas bumi setara listrik pada 2015
sebesar 3.056,82 GWh. Jumlah tersebut mencapai 104,4% dari
target Rencana dan Anggaran Kerja Perusahaan (RKAP) 2015
Revisi sebanyak 2.929,24 GWh, dan naik dibandingkan tahun
2014 sebesar 2.831,40 GWh.
Secara rinci, realisasi produksi panas bumi setara listrik selama
2015 pada masing-masing Area adalah sebagai berikut:
• Area KamojangRealisasi uap produksi panas bumi setara listrik Area
Kamojang tahun 2015 mencapai 1.590,91 GWh, atau
105,7% dari RKAP 2015 Revisi. Angka ini naik dibandingkan
realisasi tahun 2014 sebesar 1.401,31 GWh. Hal ini
disebabkan karena beroperasinya PLTP Kamojang Unit V
pada 29 Juni 2015 yang lebih cepat dari target semula yaitu
21 Juli 2015. Pengoperasian unit baru PLTP menjadikan
kapasitas terpasang PLTP bertambah 35 MW. Dengan
demikian total kapasitas terpasang Area Kamojang hingga
31 Desember 2015 adalah 235 MW.
• Area LahendongRealisasi produksi uap panas bumi setara listrik Area
Lahendong selama 2015 mencapai 599,88 GWh, atau
104,4% dari RKAP 2015 Revisi. Jumlah tersebut naik
dibandingkan 2014, yang sebesar 504,81 GWh. Kondisi ini
dikarenakan keberhasilan optimalisasi produksi termasuk:
1. Inovasi pembangunan fasilitas interkoneksi antar
unit di Area Lahendong sehingga meningkatkan
pembangkitan di Unit I dan II.
2. Inovasi pembangunan fasilitas interchange
antara Unit III dan Unit IV sehingga meningkatkan
pembangkitan di Unit III.
3. Keberhasilan pemboran sumur make up di Kluster-4
yaitu LHD-38, berkontribusi pada peningkatan
pembangkitan di Unit I dan II
Realization of geothermal steam production equivalent to
electricity in 2015 reached 3,056.82 GWh. It serves as an
achievement of 104.4% to the 2015 Work Plan and Budget
Revision (RKAP) that was set at 2,929.24 GWh, to which it
experienced an increase from 2,831.40 GWh in 2014.
In details, the realization of geothermal production equivalent to
electricity throughout 2015 in each Area is described as follow:
• Kamojang AreaGeothermal steam production equivalent to electricity in
Kamojang Area in 2015 achieved 1,590.91 GWh or 105.7%
of the 2015 RKAP Revision. The number increased compared
to the 2014 realization at 1,401.31 GWh. This was due to
the operation of PLTP Kamojang Unit V on June 29th, 2015
that ran swifter than its initial target, which was on July 21st,
2015. The operation increased the installed capacity by 35
MW, which in total reached 235 MW by December 31st, 2015.
• Lahendong AreaGeothermal steam production equivalent to electricity in
Lahendong Area in 2015 was 599.88 GWh, or 104.4% of
the 2015 RKAP Revision. The number increased compared
to 2014, which obtained 504.81 GWh due to the success of
production optimization, included:
1. Innovation of interconnection facility development
between units in Lahendong Area up to the enhancement
of generation in Unit I and II.
2. Innovation of interchange facility development between
Unit III and Unit IV up to the enhancement of generation
of Unit III.
3. Attainment of make up well drilling in Cluster 4, which
was LHD-38, which contributed to the enchancement of
generation in Unit I and II.
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• Area SibayakRealisasi produksi uap panas bumi setara listrik Area
Sibayak selama tahun 2015 adalah 0,03 GWh, atau 0,1%
dari RKAP tahun 2015 Revisi. Jumlah tersebut berkurang
dibandingkan realisasi tahun sebelumnya sebanyak 13,94
GWh. Penurunan ini disebabkan karena:
1. PLTP Unit I mengalami unplanned shutdown sejak
tanggal 6 Januari 2015 akibat kerusakan turbin PLTP
milik Dizamatra.
2. PLTP Unit II selama tahun 2015 tidak beroperasi
sejak Maret 2013 karena kerusakan di sisi PLTP milik
Dizamatra.
• Area UlubeluRealisasi produksi uap panas bumi pada 2015 sebesar
876,01 GWh, atau 104% dari RKAP 2015 Revisi. Produksi ini
turun dibandingkan realisasi produksi 2014 yang mencapai
911,34 GWh. Kondisi ini dikarenakan adanya penurunan
jumlah produksi penyuplai uap di PLTP Unit I dan II serta
unplanned shutdown Unit I selama 4 hari akibat mundurnya
realisasi pemeliharaan PLTP yang dijadwalkan 10 hari
menjadi 14 hari.
Area KamojangKamojang Area
• Sibayak AreaThe realization of geothermal production equivalent to
electricity in Sibayak Area in 2015 attained 0.03 GWh or 0.1%
of the 2015 RKAP revision. It diminished as to the previous
realization, which was 13.94 GWh. This decrease was inflicted
by:
1. The unplanned shutdown of PLTP Unit I since January 6th,
2015 due to PLTP’s turbine failure owned by Dizamatra.
2. The absence of operation of PLTP Unit II throughout
March 2015 due to damages occurred to the PLTP
owned by Dizamatra.
• Ulubelu AreaThe realization of geothermal steam production in 2015
reached 876.01 GWh or 104% of the 2015 RKAP revision. It
declined compared to the 2014 production, which obtained
911.34 GW. This was triggered by the declining production
well of steam supply at PLTP Unit I and Unit II as well as
unplanned shutdown of Unit I for 4 days as a consequence to
the delay of PLTP maintenance that was scheduled from 10
to 14 days.
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
Total Produksi Uap dan Listrik (setara listrik) (GWh) [G4-OG1]Total Production of Steam and Electricity (equivalent to electricity) (GWh)
Area 2015 2014 2013
RKAPRealisasi
Realization% RKAP
Kamojang
Unit I - - 76.15 225.03
Unit II 436.39 435.99 100% 475.97 482.07
Unit III 448.93 473.51 105% 324.29 341.21
Unit IV 495.86 522.16 105% 524.90 509.98
Unit V 123.31 159.25 129% Belum Beroperasi
Have not yet operating
Total 1,504.50 1,590.91 106% 1,401.31 1,588.29
Lahendong
Unit I 138.04 147.12 107% 114.00 134.68
Unit II 137.54 139.60 101% 138.15 134.83
Unit III 130.20 160.61 123% 94.53 87.46
Unit IV 159.14 142.54 90% 158.13 164.12
Total 564.92 589.88 104% 504.82 521.09
Sibayak
Total 17.52 0.03 0% 13.94 27.56
Ulubelu
Unit I 421.74 435.96 103% 459.94 417.08
Unit II 420.55 440.05 105% 451.40 407.83
Total 842.29 876.01 104% 911.349 824.91
Total Area 2,929.24 3,056.82 104% 2,831.40 2,961.5
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Aspek Pemasaran
Bidang usaha pemanfaatan panas bumi merupakan bidang
usaha yang bersifat khusus karena membutuhkan investasi
besar dan penguasaan teknologi. Karakteristik ini menjadikan
tidak banyak pelaku usaha yang bergerak di bidang usaha
pemanfaatan panas bumi.
Energi panas bumi sendiri bersifat tidak dapat disimpan atau
ditransportasikan (ekspor), tetapi hanya bernilai melalui
pemanfaatan “on-site dan site specific”. Dengan demikian
pemanfaatan energi panas bumi secara komersial sangat
tergantung pada komitmen bisnis yang dipengaruhi banyak
faktor, terutama kemampuan pasar, aspek bisnis, teknis dan
kebijakan yang diberlakukan.
Produk yang dihasilkan Perusahaan adalah uap panas bumi
dan listrik, dan dipasarkan terbatas dalam sebuah mekanisme
perjanjian jual beli uap dan listrik, dengan pembeli adalah
PT PLN (Persero) dan Independent Power Producer/ IPP
(PT Indonesia Power dan PT Dizamatra Powerindo). [G4-4, G4-8,
G4-PR3]
Strategi PemasaranProduk yang spesifik dan pasar yang terbatas, menjadikan
Perusahaan tidak pernah melakukan kegiatan promosi
bebas, seperti halnya jenis produk lainnya. Namun demikian,
Perusahaan tetap melakukan strategi pemasaran dengan
berpegang pada peraturan yang berlaku. Strategi pemasaran
ini lebih banyak dilakukan untuk memberikan dukungan pada
kegiatan lain, yang umumnya bersifat pendidikan, misalnya
seminar dan konferensi.
Hingga akhir 2015, semua kegiatan strategi pemasaran
Perusahaan tidak menimbulkan perselisihan dan tidak ada
pelanggaran, baik dalam sponsor kegiatan maupun promosi.
[G4-PR6, G4-PR7]
Strategi utama pemasaran Perusahaan adalah:
1. Penjualan uap panas bumi
Hingga akhir 2015, Perusahaan menjual uap panas bumi
kepada PT PLN (Persero) dan Independent Power Producer
melalui Perjanjian Jual Beli Uap (PJBU) dengan jangka
waktu sampai dengan 30 tahun setelah Tanggal Beroperasi
Komersial.
Penjualan uap panas bumi dilakukan sesuai dengan
ketetapan pada Perjanjian Jual Beli Uap (PJBU). Dengan
demikian tidak terdapat tuntutan hukum atau denda terkait
dengan penjualan produk. [G4-PR9]
Marketing Aspect
Geothermal utilization is deemed as business that has special
characteristics as it requires large investment and in-depth
technology expertise. These characteristics are also the reasons
behind the lack of business players in geothermal utilization
business.
Geothermal energy holds the nature of cannot be reserve or
transported (export), it only holds value through “on-site and site
specific” utilization. Hence, it commercially depends on business
commitment affected by many factors, especially market ability,
business aspect, technical and in effect policies.
Products that are generated by the Company are geothermal
steam and electricity, of which then marketed in limited
amount in a mechanism of steam and energy sales contract,
with PT PLN (Persero) and Independent Power Producer/IPP
(PT Indonesia Power and PT Dizamatra Powerindo). [G4-4, G4-8, G4-
PR3]
Marketing StrategySpecific products and limited market have put the Company
in a situation that never experiences free promotion, such as
with other types of product. However, the Company continues
to execute marketing strategies that align with the prevailing
regulations. Such marketing strategies are more for providing
support to other activities, which in general leaning to education,
such as seminars and conferences.
Up to the end of 2015, all of the marketing strategies did not
trigger any conflicts and there was not found any breaches,
either in sponsored activities or promotions. [G4-PR6, G4-PR7]
Main marketing strategies of the Company are seen below:
• Geothermal steam sales
As far as 2015, the Company sold its geothermal steam to
PT PLN (Persero) and Independent Power Producer through
Steam Sales Contract (PJBU) with a period of 30 years after
Commercial Operation Date.
The sales on geothermal steam is conducted based on
stipulations stated in Steam Sales Contract (PJBU). Hence,
there was no lawsuit or fine made against the sales of product.
[G4-PR9]
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2. Penjualan listrik
Perusahaan menjual tenaga listrik yang dihasilkan dari
Pembangkit Tenaga Listrik Tenaga Panas Bumi (PLTP) milik
Perusahaan ke PT PLN (Persero) melalui Perjanjian Jual Beli
Listrik (PJBL) dengan jangka waktu sampai dengan 30 tahun
setelah Tanggal Operasi Komersial.
Kegiatan PemasaranPerusahaan telah berhasil menandatangani perjanjian jual beli
dengan beberapa pihak, diantaranya:
• PT PLN (Persero) untuk Perjanjian Jual Beli Uap di Lahendong
Unit I, II, III & IV; Ulubelu Unit I & II; Hululais Unit I & II dan
Sungai Penuh Unit I & II. Adapun Perjanjian Jual Beli Listrik
untuk Kamojang Unit IV, Kamojang Unit V, Ulubelu Unit III &
IV, Karaha Unit I, Lumut Balai Unit I, II, III & IV dan Lahendong
Unit V & VI.
• PT Indonesia Power untuk Perjanjian Jual Beli Uap Kamojang
Unit I, II & III.
• PT Dizamatra Powerindo untuk Perjanjian Jual Beli Uap
Sibayak Unit I & II.
Pangsa PasarDengan beroperasinya PLTP Kamojang Unit V, maka total
produksi daya listrik dan uap panas bumi setara listrik pada
tahun 2015 mencapai 437 MW. Jumlah tersebut meliputi
30,38% dari total produksi nasional daya listrik dan uap
panas bumi setara listrik. Penguasaan pasar oleh Perusahaan
mengalami peningkatan dibandingkan tahun sebelumnya
sebesar 28,64%.
Secara keseluruhan, total kapasitas PLTP terpasang di Indonesia
sebesar 1.438,5 MW, yang berarti naik dibandingkan 2014 yang
sebanyak 1.403,5 MW.
Kebijakan Dividen
Perusahaan merupakan anak perusahaan PT Pertamina
(Persero). Dengan demikian kebijakan pembagian dividen
dilakukan dengan mengacu kepada kebijakan PT Pertamina
(Persero) dan ditetapkan dalam Rapat Umum Pemegang
Saham (RUPS) tanggal 30 Mei 2014 yang telah diaktakan oleh
Marianne Vincentia Hamdani S.H., dengan Akta Nomor 20
tanggal 16 Juni 2014, dan RUPS tanggal 3 November 2015
yang telah diaktakan oleh Marianne Vincentia Hamdani S.H.,
dengan Akta Nomor 48 tanggal 17 November 2015.
2. Electricity sales
The Company sells electricity generated by its own Geothermal
Power Plant (PLTP) to PT PLN (Persero) through Energy Sales
Contract (PJBL) within a period of 30 years after Commercial
Operation Date.
Marketing ActivitiesThe Company has succeeded signing purchase and sale agreement
with several parties, among others are:
• PT PLN (Persero) for Steam Sales Contract of Lahendong Unit I,
II, III & IV; Ulubelu Unit I & II Hululais Unit I & II and Sungai Penuh
Unit I & II; whereas Energy Sales Contract were developed
for Kamojang Unit IV, Kamojang Unit V, Ulubelu Unit III & IV,
Karaha Unit I, Lumut Balai Unit I, II, III & IV and Lahendong Unit
V & VI.
• PT Indonesia Power for Steam Sales Contract of Kamojang Unit
I, II & III.
• PT Dizamatra Powerindo for Steam Sales Contract of Sibayak
Unit I & II.
Market ShareWith the operation of PLTP Kamojang Unit V, then the total
production of electricity power and geothermal equivalent to
electricity in 2015 reached 437 MW, in which 30.38% derived
from the total national production of electrical power and
geothermal equivalent to electricity. The Company’s power in
market share encountered an increase compared to the previous
year by 28.64%.
Overall, the total installed capacity of PLTP in Indonesia achieved
1,438.5 MW, which depicted an increase from 1,403.5 MW in
2014.
Dividend Policy
As a subsidiary of PT Pertamina (Persero), the Company’s dividend
policy refers to that of the parent company and stipulated in
General Meeting of Shareholders (GMS) dated May 30th, 2014,
which developed into a deed by Marianne Vincentia Hamdani S.H.
with Notary Number 20 dated June 16th, 2014, and GMS dated
November 3rd, 2015, which developed into a deed by Marianne
Vincentia Hamdani S.H. with Notary Number 48 dated November
17th, 2015.
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Total deviden tahun buku 2015 yang dibagikan adalah
USD30.49 juta, dengan jumlah deviden kas per saham sebesar
USD43.89 dan payout ratio 35,83%.
Total dividend per share of fiscal year 2015 was USD30.49
million, with cash dividend per share in the amount of USD43.89
and payout ratio at 35.83%.
Keterangan | Description Jumlah | Total
Pengumuman dividen pada tahun 2014 yang berhubungan dengan laba bersih tahun 2013Declaration of dividend in 2014 pertaining to profit in 2013
8,707
Pengumuman dividen pada tahun 2015 yang berhubungan dengan laba bersih tahun 2014Declaration of dividend in 2015 pertaining to profit in 2014
30,488
Dalam ribuan USD | In thousand USD
Program Kepemilikan Saham oleh Pekerja dan/atau Manajemen (ESoP/MSoP)
Perusahaan tidak memiliki kebijakan terkait program
kepemilikan saham Perusahaan oleh pekerja dan/atau
manajemen. Hal ini dikarenakan Perusahaan merupakan anak
perusahaan PT Pertamina (Persero) yang sahamnya dimiliki
sepenuhnya oleh Negara. Dengan demikian tidak ada informasi
kepemilikan saham pekerja atau manajemen yang dapat
disampaikan dalam pelaporan ini.
Realisasi Penggunaan Dana Hasil Penawaran Umum
Hingga akhir periode pelaporan, Perusahaan belum pernah
melakukan penawaran umum saham. Kondisi ini berkaitan
dengan jenis Perusahaan yang bersifat tertutup dan menjadi
anak perusahaan milik Negara. Dengan demikian, laporan
ini tidak dapat memberikan informasi mengenai realisasi
penggunaan dana hasil penawaran saham umum.
Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi Atau Restrukturisasi Utang/Modal
Perusahaan dengan dukungan dari PT Pertamina (Persero)
telah menyiapkan peta jalan dengan mengalokasikan investasi
sebesar USD646.12 juta.
Stock ownership Program By Employee and/or Management (ESoP/MSoP)
The Company has no policies related to stock ownership program
by employee and/or management as it is a subsidiary of PT
Pertamina (Persero) whose shares are completely owned by the
State. Hence, there is naught information of stock ownership by
employees nor management that can be stated in this report.
Realized Fund Utilization of Proceeds From Public offering
Extending to the end of reporting period, the Company has never
performed public offering. This condition relates to the nature of
business of the Company, which is private and that it is a subsidiary
of a state-owned company. Therefore, this report has no capacity
to provide information regarding the realized fund utilization of
proceeds from public offering.
Material Information on Investment, Expansion, Divestment, Business Merger/Fusion, Acquisition or Restructuring of Debt/Capital
The Company with the support of PT Pertamina (Persero) has
allocated an investment road map of USD646.12 million.
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Biaya investasi tersebut akan digunakan untuk membiayai,
diantaranya:
• Kegiatan investasi Business Development (BD), yaitu
melanjutkan pengembangan 7 proyek geothermal terdiri
dari: Ulubelu Unit III & IV, Lahendong Unit V & VI, Lumut Balai
Unit I & II, Karaha, Lumut Balai Unit III & IV, Hululais, dan Sungai
Penuh. Rencana kegiatan investasi BD meliputi penyiapan
infrastruktur, pemboran sumur pengembangan (produksi
dan injeksi), uji produksi, penyiapan Front End Engineering
Design (FEED), Engineering Procurement Construction and
Commissioning (EPCC) dan pembangunan PLTP skala kecil
untuk memanfaatkan uap yang tidak terserap atau tidak
dapat dialirkan kedalam sistem pemipaan.
• Kegiatan investasi Non-BD terutama investasi di Area operasi
eksisting untuk kelancaran operasi dan mempertahankan
produksi, meliputi pemboran sumur-sumur make up,
pengadaan instalasi atau fasilitas pendukung operasi, Harta
Benda Modal (HBM) bergerak, bangunan dan kegiatan
eksplorasi prospek Bukit Daun.
Di tahun 2015, Perusahaan tidak melakukan transaksi terkait
Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi
atau Restrukturisasi Utang/Modal.
Informasi Transaksi Material Mengandung Benturan Kepentingan Dan/Atau Transaksi Dengan Afiliasi
Transaksi Dengan Pihak Yang Memiliki Hubungan Istimewa /Afiliasi Sesuai dengan karakteristik Perusahaan, Perusahaan
mempunyai relasi dengan PT Pertamina (Persero) dan anak
perusahaan lain di bawah induk Perusahaan yang sama.
Transaksi ini meliputi pembiayaan, pembebanan imbalan kerja
pekerja perbantuan, pembebanan biaya bunga, biaya asuransi,
dividen dan transaksi penyerahan barang/jasa lainnya.
Dukungan finansial dari PT Pertamina (Persero) juga diberikan
kepada Perusahaan melalui surat No. 022/H00000/2015-S4,
tanggal 19 Januari 2015 yang menegaskan bahwa Pertamina,
selaku induk perusahaan akan terus memberikan dukungan
finansial kepada Perusahaan dalam kegiatan investasi dan
operasi. Dukungan ini dilakukan untuk periode yang sedikitnya
satu tahun sejak tanggal surat tersebut dibuat.
The investment cost will be used to finance, among others:
• Business Development investment activities, which
concentrates on developing 7 geothermal projects, namely
Ulubelu Unit III & IV, Lahendong Unit V & VI, Lumut Balai Unit
I & II, Karaha, Lumut Balai Unit III & IV, Hululais, and Sungai
Penuh. The activities include infrastructure groundwork,
development well drilling (production and injection),
production test, preparation of Front End Engineering
Design (FEED), Engineering Procurement Construction and
Commissioning (EPCC) and small scale of PLTP developments
to utilize unabsorbed steam or that cannot be streamed into
pipeline system.
• Non-BD investment activities mainly in existing operation Areas
for the continuity of operation and production maintenance,
which include make-up well drilling, installation procurement
or operation supporting facilities, movable Capital Asset (HBM),
buildings and exploration activities of Bukit Daun prospect.
In 2015, the Company did not perform any transactions related
to Expansion, Divestment, Business Merger/Fusion, Acquisition or
Restructuring of Debt/Capital.
Information of Material Transactions Containing Conflict of Interests And/or Transactions With Affiliations
Transactions with Special Related Parties/Affiliations
In accordance to the Company’s characteristics, it has relations to
PT Pertamina (Persero) and other subsdiaries under one holding
company. Such transactions are financing, employee benefits
expenses, charging of interest, insurance cost, dividend and
transaction of other delivery of goods/services.
Financial support given by PT Pertamina (Persero) to the Company
was stated through a letter Number 022/H00000/2015-S4, dated
January 19th, 2015, which emphasized that Pertamina, as the
parent company would continue to provide financial support to
the Company in the event of investments and operations. This
particular support would be conducted at minimum of one year
since the letter was developed.
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
Semua transaksi tersebut diatas, diungkapkan dalam ‘Catatan
atas Laporan Keuangan’.
Transaksi Dengan Pihak BerelasiSepanjang 2015, Perusahaan melakukan transaksi dengan
pihak berelasi, yakni pihak yang memiliki hubungan kepemilikan
maupun sifat lain. Definisi pihak berelasi yang dipakai adalah
sesuai dengan yang diatur dalam PSAK No. 7 (Revisi 2010),
mengenai “Pengungkapan Pihak Berelasi”.
All the above-mentioned transactions are articulated in ‘Notes to
Financial Statements’.
Transactions with Related PartiesThroughout 2015, the Company conducted transactions
with related parties, such as those with ownership or other
characteristics. Definition of related parties refers to PSAK
Number 7 (Revision 2010) on “Related Parties Disclosures”.
Pemegang Saham | Shareholders PT. Pertamina dan PT. Pertamina Dana VenturaPT. Pertamina and PT. Pertamina Dana Ventura
PemerintahGovernment Related Entities
PT PLN (Persero) dan entitas anakPT PLN (Persero) and its subsidiaries
PT Indonesia Power
PT Bank Negara Indonesia (Persero), Tbk
PT Bank Mandiri (Persero), Tbk
PT Bank Rakyat Indonesia (Persero), Tbk
PT Rekayasa Industri (Persero)
Afiliasi sesama anak perusahaanAffiliates
PT Pertamina Hulu Energi (PHE) dan entitas anakPT Pertamina Hulu Energi (PHE) and its subsidiaries
PT Pertamina Bina Medika (Pertamedika)
PT Pertamina Training & Consulting (PTC)
PT Tugu Pratama Indonesia (TPI)
PT Pertamina EP
PT Pertamina Drilling Services Indonesia (PDSI)
PT Patra Jasa
PT Pertamina Retail
PT Mitra Tours & Travel (Mitra)
Di samping itu, Perusahaan juga mempunyai hubungan dengan
pihak-pihak terkait dalam melakukan transaksi, yaitu:
Apart from the above, the Company also develops relations with
related parties in performing transactions, namely:
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Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Sifat HubunganNature of Relationship
Pihak BerelasiRelated Party
Bentuk TransaksiType of Transaction
Pemegang SahamShareholders
PertaminaPT Pertamina Dana Ventura
Pembelian dari Pertamina merupakan pembelian bahan bakar minyak untuk kepentingan proyek-proyek panas bumi.Purchases from Pertamina were fuel purchase for the use of geothermal projects.
Entitas di bawah pengendalian yang samaEntities under similar controlling
PT Pertamina Hulu EnergiPT Pertamina Bina MedikaPT Pertamina Training & ConsultingPT Pertamina EPPT Tugu Pratama IndonesiaPT Pertamina Drilling Services IndonesiaPT Patra JasaPT Mitra Tours & TravelPT Pertamina RetailPT Pertamina LubricantsPT Pertamina Gas
Pembelian barang dan jasaPurchase of goods and services
Entitas berelasi dengan PemerintahEntities related to the Government
PT PLN (Persero) & entitas anakPT Indonesia PowerPT Rekayasa Industri (Persero)PT Waskita Karya (Persero)PT Telekomunikasi Indonesia TbkBank BNIBank Mandiri Bank BRI
Penjualan uap dan listrik, pembelian jasa serta pendapatan bunga yang berasal dari Bank milik Negara. Sales of steam and electricity, purchase of services as well as interest income derived from State Owned Banks.
IndikatorIndikator
BobotWeight
RKAPRKAP
Hasil AuditAudited
% RKAP% of RKAP
SkorScore
1 2 3 4 (3:2) 5
Kinerja Keuangan | Financial Performance 70 51 57 112 78.2
Kinerja Pertumbuhan | Growth Performance 20 2 1 50 10.0
Kinerja Administrasi | Administration Performance 10 10 10 100 10.0
Skor Total | Total Score 100 63 68 108 98.2
Kriteria | Criteria BBB(Kurang Sehat)
BBB(Less Healthy)
A (Sehat)A (Healthy)
Tingkat Kesehatan Perusahaan 2015
Sepanjang tahun 2015, Perusahaan telah memenuhi target
kinerja yang ditetapkan RKAP berdasarkan tingkat kesehatan
perusahaan dengan kriteria A (sehat).
The Company’s Level of Performance 2015
Throughout 2015, the Company has met the performance targets
set by the level of corporate health RKAP with A (healthy) criteria.
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
128 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 129 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
2014 2015
No Nama PerusahaanCompany's Name
Bentuk SinergiSynergize
PendapatanRevenue
BebanExpense
PendapatanRevenue
BebanExpense
1 PT Pertamina Drilling Services Indonesia
Kesepakatan bersama jasa pemboran dan/atau jasa pendukung lainnya untuk sumur-sumur panasbumi di seluruh proyek geothermalJoint agreement on drilling services and/or other supporting services for geothermal wells in the entire geothermal projects.
- USD66.02juta | million
- USD108.75juta | million
2 PT Pertamina (Persero)
Penyediaan BBM untuk kegiatan operasional Perusahaan di proyek dan areaProcurement of fuel for operational activities of Company in projects and areas
- USD14.19juta | million
- USD11.76juta | million
3 PT Pertamina Training & Consulting
Pelaksanaan training, pengadaan konsultan perorangan dan pengadaan pekarya/outsourcingImplementation of training, procurement of consultancy for individuals and procurement of outsourcing
- USD289ribu | thousand
- USD801ribu | thousand
4 PT Pertamina Bina Medika
Penyediaan layanan kesehatan, medical check up, medical evacuation bagi seluruh pekerja dan klinik on site untuk seluruh area dan proyekHealth service providers, medical check up, medical evacuation for all employees and on-site clinics for all areas and projects
- USD224ribu | thousand
- USD539ribu | thousand
5 PT Prima Armada Raya
Penyediaan Kendaraan Ringan Penumpang untuk seluruh proyekLight Vehicles providers for all projects
- - - USD344ribu | thousand
6 PT Patra Jasa Penyedia jasa akomodasi (hotel)Accommodation service providers (hotel)
- USD42ribu | thousand
- USD64ribu | thousand
7 PT Tugu Pratama Indonesia
Asuransi Directors and Officers (D&O) Liability, properti dan cost of well controlInsurance for Directors and Officers (D&O) Liability, Property and Cost of Well Control
- USD19ribu | thousand
- USD138ribu | thousand
Laporan Sinergi Perseroan Dengan Anak Perusahaan Dan Afiliasi PertaminaReport of Company’s Synergy with Pertamina’s Subsidiaries and Affiliations
130 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 131 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
2014 2015
No Nama PerusahaanCompany's Name
Bentuk SinergiSynergize
PendapatanRevenue
BebanExpense
PendapatanRevenue
BebanExpense
8 PT Mitra Tours & Travel
Penyediaan tiket dan akomodasi bagi pekerjaTicket and accommodation providers for employees
- USD143ribu | thousand
- USD87ribu | thousand
9 PT Pertamina Retail
Kerjasama pengisian BBM/kendaraan operasionalCooperation in refueling/operational vehicles
- USD86ribu | thousand
- USD56ribu | thousand
Pengadaan Air Mineral BRIGHTProcurement of BRIGHT Mineral Water
- - - USD5ribu | thousand
10 PT Pertamina Lubricants
Kontrak pengadaan pelumas untuk keperluan seluruh proyek dan areaProcurement contract for lubricants used for all projects and areas
- USD4ribu | thousand
- USD5 ribu | thousand
11PT Pertamina Dana Ventura
• Pembiayaan kepemilikan/renovasi rumah dengan agunan dan pinjaman tanpa agunan dengan bunga ditanggung Perusahaan dalam program CHOP (Car & Home Ownership Program)Financing on houses’ ownership/renovations with collateral and loan without collateral with interests borne by the Company in CHOP program (Car & Home Ownership Program)
-Rp9.35
miliar | billion-
Rp8.70miliar | billion
• PKPP (Pembiayaan Kesejahteraan Pekerja Pertamina)PKPP (Pertamina’s Employee Welfare Program)
TOTAL
- USD81.02 juta | million
- USD122.42 juta | million
- Rp9.35 miliar | billion
- Rp8.70 miliar | billion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
130 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 131 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
INDIKAToR KINERJA UTAMAMAIN PERFORMANCE INDICATOR
FREQ MoNIToRINGFREQ MONITORING
SATUANUNIT
BoBoT (%)WEIGHT (%) BASE STRETCH
REALISASIREALIZATION
DEVIASIDEVIATION
PERFORM.
INDIVIDUAL PERFORMANCE CONTRACT
I. FINANCIAL 30 35%
1
Financial Excellence :
Laba Bersih Perusahaan | Net Profit of Company TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 5 69,80 73,29 85,13 120% 6%
EBITDA Margin TRI-WULANAN | QUARTERLY % 15 72,68 73,60 77,60 120% 18%
Net cashflow from operation TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 10 65 70 68,51 114% 11%
II. OPERATIONAL 40 48%
2
Pencapaian Kinerja Produksi | Achievement of Production Performance
Volume Produksi Geothermal (Basis Listrik) Geothermal Production Volume (Base of Electricity)
BULANAN | MONTHLY GWh 10 2929,24 3075,70 3056,82 117% 12%
Faktor Kesiapan Produksi (EAF) | Equivalent Availability Factor (EAF) BULANAN | MONTHLY % 10 86,93 91,28 95,22 120% 12%
3 Tambahan Ketersediaan Uap di Kepala SumurAdditional Steam Availability in Well-Head
TRI-WULANAN | QUARTERLY MW 10 60 80 94,63 120% 12%
4 Laporan Keuangan Audited 2014 | Audited Financial Report in 2014 TAHUNAN | ANNUALLY Hari Kerja | Working Day 10 H 0 H-2 H-2 120% 12%
III. BUSINESS DEVELOPMENT / CUSTOMER SATISFACTION 20 21%
5
Pencapaian Realisasi InvestasiAchievement of Investment Realization
a. Program | Program TRI-WULANAN | QUARTERLY % 10 100 100 100 100% 10%
b. Fisik | Physical TRI-WULANAN | QUARTERLY % 5 80 85 93,69 120% 6%
6 Amandemen Kontrak PJBU & PJBLContract Amendment of PJBU & PJBL
TAHUNAN | ANNUALLY Dokumen | Document 5 1 3 1 95% 5%
IV. PEOPLE & ORGANIzATIONAL MANAGEMENT 10 12%
7Organization Capital Readiness
Key Position with Successor | Key Position with Successor TRI-WULANAN | QUARTERLY % 2 90 95 100 120% 2%
8
Performance Achievement Assurance
PROPER TAHUNAN | ANNUALLY # Hijau/Emas 2 1/1 2/1 1 120% 2%
Audit Sustainability Skala Internasional International Scale Audit Sustainability
TAHUNAN | ANNUALLY % 2 90 100 137,5 120% 2%
Pengelolaan Risiko | Risk Management TRI-WULANAN | QUARTERLY % 2 98,6 100 100 120% 2%
Quality Management
9 Knowledge Asset Capitalization & CIP Value Creation TRI-WULANAN | QUARTERLY % 2 95 100 100 120% 2%
TOTAL BOBOT: 100 116%
BOUNDARY KPIS
1 TRIR TRI-WULANAN | QUARTERLY Ratio - 0,9 - 0,36 0%0%
2 Number of Accidents (NoA) TRI-WULANAN | QUARTERLY # cases - 0 - 0 0%
3 GCG Implementation Compliance TRI-WULANAN | QUARTERLY % - 87 - 90,56 0% 0%
4 Auditor Opinion TAHUNAN | ANNUALLY Opini | Opinion - WTP - WTP 0% 0%
OTHER OPERATIONAL METRICS
1
Operating Cost/Unit
Operating Cost/KWh BULANAN | MONTHLY US$ cent/KWh - 2,89 - 2,86 Good
2 Tindak lanjut temuan audit internal & eksternalFollow-up to the findings of internal & external audit
TRI-WULANAN | QUARTERLY % - 80 - 99,20 Good
3Organization Capital Readiness
Ketepatan Manajemen Kinerja | Accuracy of Performance Management TRI-WULANAN | QUARTERLY % - 90 - 97,91 Good
4Quality Management
Tindak Lanjut OFI to AFI QMA | Follow-up of OFI to AFI QMA TAHUNAN | ANNUALLY % - 90 - 100 Good
5 Emission Reduction TRI-WULANAN | QUARTERLY % - 25 - 61,21 Good
6 Audit Internal Sistem Manajemen PengamananInternal Audit of Security Management System
TRI-WULANAN | QUARTERLY score - 77 - 84,93 Good
7 Utilisasi ERPUtilization of ERP
TRI-WULANAN | QUARTERLY % - 97 - 100 Good
COMPANY INVESTMENT PROGRAM
1 Proyek Pengembangan Kamojang Unit VProject Development of Kamojang Unit V
6 Proyek Pengembangan Lumut Balai Unit III & IVProject Development of Lumut Balai Unit III & IV
2 Proyek Pengembangan Ulubelu Unit III & IVProject Development of Ulubelu Unit III & IV
7 Proyek Pengembangan Hululais Unit I & IIProject Development of Hululais Unit I & II
3 Proyek Pengembangan Karaha Unit IProject Development of Karaha Unit I
8 Proyek Pengembangan Sungai Penuh Unit IProject Development of Sungai Penuh Unit I
4 Proyek Pengembangan Lahendong Unit V & VIProject Development of Lahendong Unit V & VI
9 Area GeothermalGeothermal Area
5 Proyek Pengembangan Lumut Balai Unit I & IIProject Development of Lumut Balai Unit I & II
Pencapaian Key Performance Indicators 2015Achievement of Key Performance Indicators 2015
132 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 133 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
INDIKAToR KINERJA UTAMAMAIN PERFORMANCE INDICATOR
FREQ MoNIToRINGFREQ MONITORING
SATUANUNIT
BoBoT (%)WEIGHT (%) BASE STRETCH
REALISASIREALIZATION
DEVIASIDEVIATION
PERFORM.
INDIVIDUAL PERFORMANCE CONTRACT
I. FINANCIAL 30 35%
1
Financial Excellence :
Laba Bersih Perusahaan | Net Profit of Company TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 5 69,80 73,29 85,13 120% 6%
EBITDA Margin TRI-WULANAN | QUARTERLY % 15 72,68 73,60 77,60 120% 18%
Net cashflow from operation TRI-WULANAN | QUARTERLY US$ Juta | Million US$ 10 65 70 68,51 114% 11%
II. OPERATIONAL 40 48%
2
Pencapaian Kinerja Produksi | Achievement of Production Performance
Volume Produksi Geothermal (Basis Listrik) Geothermal Production Volume (Base of Electricity)
BULANAN | MONTHLY GWh 10 2929,24 3075,70 3056,82 117% 12%
Faktor Kesiapan Produksi (EAF) | Equivalent Availability Factor (EAF) BULANAN | MONTHLY % 10 86,93 91,28 95,22 120% 12%
3 Tambahan Ketersediaan Uap di Kepala SumurAdditional Steam Availability in Well-Head
TRI-WULANAN | QUARTERLY MW 10 60 80 94,63 120% 12%
4 Laporan Keuangan Audited 2014 | Audited Financial Report in 2014 TAHUNAN | ANNUALLY Hari Kerja | Working Day 10 H 0 H-2 H-2 120% 12%
III. BUSINESS DEVELOPMENT / CUSTOMER SATISFACTION 20 21%
5
Pencapaian Realisasi InvestasiAchievement of Investment Realization
a. Program | Program TRI-WULANAN | QUARTERLY % 10 100 100 100 100% 10%
b. Fisik | Physical TRI-WULANAN | QUARTERLY % 5 80 85 93,69 120% 6%
6 Amandemen Kontrak PJBU & PJBLContract Amendment of PJBU & PJBL
TAHUNAN | ANNUALLY Dokumen | Document 5 1 3 1 95% 5%
IV. PEOPLE & ORGANIzATIONAL MANAGEMENT 10 12%
7Organization Capital Readiness
Key Position with Successor | Key Position with Successor TRI-WULANAN | QUARTERLY % 2 90 95 100 120% 2%
8
Performance Achievement Assurance
PROPER TAHUNAN | ANNUALLY # Hijau/Emas 2 1/1 2/1 1 120% 2%
Audit Sustainability Skala Internasional International Scale Audit Sustainability
TAHUNAN | ANNUALLY % 2 90 100 137,5 120% 2%
Pengelolaan Risiko | Risk Management TRI-WULANAN | QUARTERLY % 2 98,6 100 100 120% 2%
Quality Management
9 Knowledge Asset Capitalization & CIP Value Creation TRI-WULANAN | QUARTERLY % 2 95 100 100 120% 2%
TOTAL BOBOT: 100 116%
BOUNDARY KPIS
1 TRIR TRI-WULANAN | QUARTERLY Ratio - 0,9 - 0,36 0%0%
2 Number of Accidents (NoA) TRI-WULANAN | QUARTERLY # cases - 0 - 0 0%
3 GCG Implementation Compliance TRI-WULANAN | QUARTERLY % - 87 - 90,56 0% 0%
4 Auditor Opinion TAHUNAN | ANNUALLY Opini | Opinion - WTP - WTP 0% 0%
OTHER OPERATIONAL METRICS
1
Operating Cost/Unit
Operating Cost/KWh BULANAN | MONTHLY US$ cent/KWh - 2,89 - 2,86 Good
2 Tindak lanjut temuan audit internal & eksternalFollow-up to the findings of internal & external audit
TRI-WULANAN | QUARTERLY % - 80 - 99,20 Good
3Organization Capital Readiness
Ketepatan Manajemen Kinerja | Accuracy of Performance Management TRI-WULANAN | QUARTERLY % - 90 - 97,91 Good
4Quality Management
Tindak Lanjut OFI to AFI QMA | Follow-up of OFI to AFI QMA TAHUNAN | ANNUALLY % - 90 - 100 Good
5 Emission Reduction TRI-WULANAN | QUARTERLY % - 25 - 61,21 Good
6 Audit Internal Sistem Manajemen PengamananInternal Audit of Security Management System
TRI-WULANAN | QUARTERLY score - 77 - 84,93 Good
7 Utilisasi ERPUtilization of ERP
TRI-WULANAN | QUARTERLY % - 97 - 100 Good
COMPANY INVESTMENT PROGRAM
1 Proyek Pengembangan Kamojang Unit VProject Development of Kamojang Unit V
6 Proyek Pengembangan Lumut Balai Unit III & IVProject Development of Lumut Balai Unit III & IV
2 Proyek Pengembangan Ulubelu Unit III & IVProject Development of Ulubelu Unit III & IV
7 Proyek Pengembangan Hululais Unit I & IIProject Development of Hululais Unit I & II
3 Proyek Pengembangan Karaha Unit IProject Development of Karaha Unit I
8 Proyek Pengembangan Sungai Penuh Unit IProject Development of Sungai Penuh Unit I
4 Proyek Pengembangan Lahendong Unit V & VIProject Development of Lahendong Unit V & VI
9 Area GeothermalGeothermal Area
5 Proyek Pengembangan Lumut Balai Unit I & IIProject Development of Lumut Balai Unit I & II
TARGET ANNUAL | ANNUAL TARGET
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
132 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 133 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
Perubahan Peraturan Perundang-Undangan
Pemerintah Indonesia memberlakukan Undang-Undang
No.21/2014 Tentang Panas Bumi. Undang-undang tersebut
merupakan revisi dari Undang-Undang No.27/2003 Tentang
Panas Bumi. Pemberlakuan Undang-Undang ini membawa
pengaruh signifikan terhadap Perusahaan, dimana dalam
Ketentuan Peralihan Pasal 78 ayat (1) huruf a menegaskan
bahwa semua kuasa pengusahaan sumber daya Panas Bumi
yang telah ada sebelum berlakunya Undang-Undang ini
termasuk yang saat ini dimiliki oleh Perusahaan sebagai dasar
pengusahaan panas bumi, dinyatakan tetap berlaku selama 30
tahun terhitung sejak diundangkannya Undang-Undang ini.
Dengan demikian Perusahaan hanya memiliki jangka waktu 30
tahun sejak tanggal 17 September 2014 untuk menjalankan
kegiatan usahanya di 12 WKP berdasarkan kuasa pengusahaan
sumber daya panas bumi tersebut, dan setelah jangka waktu
tersebut berakhir maka dapat diperpanjang menjadi Izin Panas
Bumi dan kegiatan usahanya dilaksanakan sesuai dengan
ketentuan Undang-Undang ini.
Sehubungan dengan ketentuan tersebut, Perusahaan
juga telah mengembalikan 2 WKP (Kotamobagu dan Iyang
Argopuro) kepada Pemerintah yang mana sampai dengan
tanggal 31 Desember 2014 belum dilakukan kegiatan
eksploitasi di kedua WKP tersebut. Hal ini juga sejalan dengan
amanah Pasal 86 Peraturan Pemerintah Nomor 70 Tahun 2010
tentang Perubahan atas Peraturan Pemerintah Nomor 59
Tahun 2007 tentang Kegiatan Usaha Panas Bumi.
Selain itu, pengaruh signifikan lainnya dari Undang-Undang ini
adalah dibukanya peluang bagi kegiatan pengusahaan panas
bumi di kawasan hutan konservasi melalui izin pemanfaatan
jasa lingkungan sebagaimana diatur dalam Pasal 82, dan adanya
kewajiban pemberian bonus produksi kepada Pemerintah
Daerah yang wilayah administratifnya meliputi Wilayah Kerja
yang bersangkutan sebagaimana diatur dalam Pasal 83.
Beberapa perubahan peraturan perundang-undangan lainnya,
yang juga berpengaruh signifikan terhadap Perusahaan
diantaranya sebagai berikut:
Amendments of Legislation
The Government of Indonesia ratified Law Number 21 Year 2014
concerning Geothermal, which is an amendment to Law Number
27 Year 2003 concerning Geothermal. The legalization of this
law brought a significant influence to the Company, where in
the Transitional Provisions Article 78 paragraph (1) letter a, it
clearly states that all resources development of geothermal that
has existed prior to the stipulation of this Law including those
owned by the Company as a foundation to geothermal business,
are declared remain in effect within 30 years starting from the
enactment of this Law.
Therefore, the Company only has a period time of 30 years since
September 17th, 2014 in order to conduct its business activities
in 12 WKP based on the geothermal working areas; and after
the determined period of time is settled, it may transformed into
Geothermal License with its business activities complied to the
related Law.
In accordance to the stipulation, the Company also has returned
2 WKP (Kotamobagu and Iyang Argopuro) to the Government, of
which up until December 31st, 2014 there were no exploitation
activities in both two WKP. It also in line with the mandate of
Article 86 of Governmental Regulation Number 70 Year 2012
concerning Amendment to the Governmental Regulation Number
59 Year 2007 concerning Geothermal Business Activities.
Additionally, other significant impacts of this particular Law were
the opportunity of geothermal business activities in conservation
forest through service utilization permit of environment as
regulated in the Article 82, and the obligation of production bonus
conferral to the Local Government, of which its administrative
areas included the concerned Working Areas that are regulated
under the Article 83.
Several other amendments of legislations, which also affected
significantly the Company, among others are:
134 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 135 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
No Perubahan Peraturan Perundang-undanganAmendments of Legislations
Perubahan SignifikanSignificant Amendments
1 Peraturan Pemerintah Nomor 108 Tahun 2015 tentang Perubahan atas Peraturan Pemerintah Nomor 28 Tahun 2011 tentang Pengelolaan Kawasan Suaka Alam dan Kawasan Pelestarian AlamGovernmental Regulation Number 108 Year 2015 concerning Amendment to the Governmental Regulation Number 28 Year 2011 concerning Management of natural Protected Areas and Natural Conservation Areas
Pemanfaatan panas bumi untuk pembangkitan listrik dapat dilakukan pada kawasan hutan konservasi
Utilization of geothermal for the purpose of electricity generation may be of use to the conservation forest
2 Peraturan Bank Indonesia Nomor 17/3/PBI/2015 tentang Kewajiban Penggunaan Rupiah di Wilayah Negara Kesatuan Republik IndonesiaRegulation of Bank Indonesia Number 17/3/PMBI/2015 concerning Obligation of Rupiah Use in the Region of Republic of Indonesia
Kewajiban penggunaan rupiah berlaku terhadap amandemen perjanjian yang sudah ada maupun perjanjian -perjanjian baru yang akan dibuat.Obligation of rupiah use is in effect to the amendment of existing agreement or new agreements to be made.
Kebijakan Akuntansi
Mata Uang Asing dan Transaksi Lindung NilaiCatatan atas perubahan kebijakan akuntansi dan dampaknya
terhadap Perusahaan disajikan dalam Laporan Keuangan
Tahun 2015 yang telah diaudit, khususnya pada pengungkapan
3.b. Perubahan kebijakan akuntansi dan pengungkapan.
Secara umum, terdapat beberapa Pernyataan Standar
Akuntansi Keuangan (PSAK) yang mulai berlaku efektif sejak
tanggal 1 Januari 2015, yaitu PSAK 1 dan 24, namun seluruhnya
tidak berpengaruh signifikan terhadap kegiatan, kinerja,
pencatatan keuangan, dan organisasi Perusahaan.
Informasi dan Fakta Material Setelah Tanggal Laporan KeuanganLaporan keuangan Perusahaan diterbitkan pada tanggal 18
Februari 2016. Setelah tanggal tersebut, hingga terbitnya
laporan tahunan ini, tidak terdapat peristiwa penting yang
dapat mempengaruhi pengambilan keputusan terkait
pelaporan keuangan.
Dasar Penyusunan Laporan KeuanganAkun pencatatan dalam laporan keuangan Perusahaan disusun
berdasarkan konsep akrual, kecuali pencatatan laporan arus
kas yang menggunakan metode langsung. Di samping itu,
pencatatan nilai keuangan disusun berdasarkan konsep harga
perolehan, kecuali dinyatakan lain di dalam ‘catatan atas
Laporan Keuangan’.
Perubahan Kebijakan AkuntansiLaporan Keuangan Perusahaan disusun berdasarkan Standar
Akuntansi Keuangan (SAK) di Indonesia, yang merujuk pada
the International Financial Reporting Standard (IFRS). Semua
kebijakan akuntansi diterapkan secara konsisten dan tidak ada
perubahan pada dasar penetapan metode akuntansi selama
tahun buku 2015. Demikian pula, tidak terdapat penyajian
kembali (restatement) pada akun dan pos-pos laporan keuangan
tahun sebelumnya.
Accounting Policies
Foreign currencies and HedgingNotes over amendments of accounting policies and its effects to
PT Pertamina Geothermal Energy is presented in the 2015 Financial
Statements that has been audited, particularly in the disclosure
of 3.b. Amendments of accounting policies and its disclosures.
In general, there are several Statements of Financial Accounting
Standard that has been effected since January 1st, 2015,
namely PSAK 1 and 24, but it has no impacts towards activities,
performance, financial records, and the Company’s organization.
Information and Material Facts After the Publication of Financial StatementsFinancial Statements of the Company was published on February
18th, 2016. Within the period of post-published date extended
to the publication of this annual report, there are no records of
important events that could affect any decision makings related
to the financial statements.
Foundation of Financial StatementsRecords of accounts stated in the Company’s financial statements
were developed based on accrual concept, except cash flow
statement that used direct method. In addition to that, records
of financial value were compiled based on historical cost concept
except stated otherwise in “Notes to Financial Statements”.
Changes in Accounting PoliciesFinancial Statements of the Company was developed based on
Financial Accounting Standards (SAK) in Indonesia, which refers
to the International Financial Reporting Standard (IFRS). All
accounting policies were implemented consistently and there
were no changes to determinant basis of accounting methos as
far as 2015. Moreover, restatements were not found in accounts
and items of the previous financial statements.
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
134 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 135 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis And Discussion
TATA KELoLA PERUSAHAAN
Good Corporate Governance
PT Pertamina Geothermal Energy (Perusahaan) terus berupaya menerapkan tata kelola perusahaan yang baik (Good Corporate Governance/GCG). Perusahaan senantiasa mematuhi setiap regulasi dan melaksanakan praktik-praktik tata kelola, guna mendukung upaya menjadi perusahaan pengelola panas bumi terkemuka di Indonesia.
PT Pertamina Geothermal Energy (Company) continues to implement Good Corporate Governance (GCG). The
Company consistently complies to regulations and conduct practices of Good Corporate Governance in order to
enhance the efforts in becoming the leading geothermal company in Indonesia.
Good Corporate Governance
/ Tata Kelola Perusahaan
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Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Struktur Tata Kelola Perusahaan Yang Baik
Komitmen kepatuhan Perusahaan terhadap regulasi yang
ada terwujud dalam struktur Tata Kelola Perusahaan yang
Baik. Sesuai dengan Undang-Undang Nomor 40 Tahun 2007
tentang Perseroan Terbatas, Organ Perusahaan terdiri dari
Rapat Umum Pemegang Saham, Direksi dan Dewan Komisaris.
Perusahaan juga memiliki satuan kerja yang membantu Direksi
dan 2 komite yang membantu Dewan Komisaris yaitu Komite
Audit dan Manajemen Risiko, dan Komite Investasi.
Structure of Good Corporate Governance
The Company’s act of commitment to compliance towards
the prevailing regulations is embodies in the structure of Good
Corporate Governance. As per Law Number 40 Year 2007
concerning Limited Liability Company, the Company’s Organ
consists of General Shareholders Meeting, Board of Directors
and Board of Commissioners. The Company also has working unit
assisting the Board of Directors and 2 committees supporting
the Board of Commissioners, namely Audit Committee and Risk
Management, and Investment Committee.
Komitmen TerhadapTata Kelola Perusahaan Yang Baik
Bagi Perusahaan, implementasi Tata Kelola Perusahaan
yang Baik yang dilaksanakan secara konsisten dan
berkesinambungan akan meningkatkan kenyamanan bekerja
dan mendorong seluruh insan Perusahaan untuk bekerja
secara optimal. Implementasi Tata Kelola Perusahaan yang Baik
dan menyeluruh merupakan salah satu aspek penting untuk
menentukan pertumbuhan dan keberlanjutan Perusahaan.
Maka, Perusahaan berkomitmen untuk menjadikan Tata Kelola
Perusahaan yang Baik sebagai bagian dari budaya Perusahaan
yang mencakup 3 hal utama, yaitu budaya kerja keras, budaya
disiplin, dan budaya bersyukur. Nilai-nilai budaya yang telah
ditetapkan oleh Perusahaan akan menjadi panduan pedoman
perilaku bagi seluruh elemen Perusahaan. Nilai-nilai budaya
kerja ini diharapkan dapat terinternalisasi serta dipraktikan
sebagai pedoman perilaku dalam aktivitas kerja dan operasional
sehari-hari.
Commitment ToGood Corporate Governance
For the Company, the implementation of Good Corporate
Governance that is conducted in a consistent and sustainable
manner will improve the comfort of work and encourage all
employees of the Company to work optimally. A thorough
implementation of Good Corporate Governance is believed to be
the essential aspect in determining the growth and sustainability
of the Company. Hence, the Company commits to have the
related aspect part of its culture in which has 3 primary points,
which are the culture of hard work, discipline, and appreciative.
These culture values that are instilled by the Company will be
the guideline of code of condut to all elements in the Company.
Moreover, it is anticipated to be internalized and practiced within
day-to-day work and operational activities.
Struktur Tata Kelola Perusahaan yang Baik di Perusahaan [G4-34, G4-38]
Structure of Company's Good Corporate Governance
DIREKSIBoard of Directors
CoRPoRATE SECRETARY
INTERNAL AUDIT
KoMITE AUDIT DAN MANAJEMEN RISIKo
Audit and Risk Management Committee
KoMITE INVESTASIInvestment Committee
DEWAN KoMISARISBoard of Commissioners
RAPAT UMUM PEMEGANG SAHAMGeneral Meeting of Shareholder
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
138 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 139 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Landasan dan Tujuan PenerapanTata Kelola Perusahaan
Prinsip-prinsip Tata Kelola Perusahaan yang BaikPrinsip-prinsip tata kelola yang diterapkan oleh Perusahaan
mengacu pada:
1. Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan
Terbatas.
2. Undang-Undang Nomor 5 Tahun 1999 tentang Larangan
Praktek Monopoli dan Persaingan Usaha Tidak Sehat.
3. Anggaran Dasar Perusahaan.
4. Peraturan Pemerintah Nomor 12 Tahun 1998 tentang
Perusahaan Perseroan (Persero), Jo Peraturan Pemerintah
Nomor 45 Tahun 2001 tentang Perubahan Atas Peraturan
Pemerintah Nomor 12 Tahun 1998 tentang Perusahaan
Perseroan (Persero).
5. Peraturan Menteri BUMN Nomor Per-12/MBU/ 2012
tentang Organ Pendukung Dewan Komisaris/ Dewan
Pengawas BUMN.
6. Peraturan Menteri Negara BUMN No.PER-01/MBU/2011
tanggal 1 Agustus 2011 juncto Peraturan Menteri Negara
BUMN No.PER-09/MBU/2012 tanggal 6 Juli 2012 Tentang
Penerapan Tata Kelola Perusahaan yang Baik pada Badan
Usaha Milik Negara.
7. Pedoman Umum GCG Indonesia, Komite Nasional Kebijakan
Governance, 2006.
8. Pedoman Komisaris Independen, Komite Nasional Kebijakan
Governance, 2004.
Perusahaan menjadikan pelaksanaan Tata Kelola Perusahaan
yang Baik sebagai dasar proses dan mekanisme dalam
pengelolaan Perusahaan dengan berdasarkan prinsip-prinsip:
1. Transparansi, yaitu keterbukaan dalam proses pengambilan
keputusan serta keterbukaan dalam mengungkapkan
informasi material dan relevan mengenai Perusahaan.
2. Akuntabilitas, yaitu kejelasan fungsi, pelaksanaan dan
pertanggungjawaban organ sehingga pengelolaan
perusahaan terlaksana secara efektif.
Foundation and Purposes of The Implementation of Good Corporate Governance
Principles of Good Corporate GovernancePrinciples of Good Corporate Governance implemented by the
Company refer to:
1. Law Number 40 Year 2007 concerning Limited Liability
Company.
2. Law Number 5 Year 1999 concerning Prohibition of
Monopolistic Practices and Unfair Business Competition.
3. Company’s Articles of Association.
4. Governmental Regulation Number 12 Year 1998 concerning
Limited Liability Company, juncto the Governmental
Regulation Number 45 Year 2001 concerning Amendment to
Governmental Regulation Number 12 Year 1998 concerning
Limited Liability Company (Persero).
5. Regulation of Minister of State-Owned Enterprises Number
Per-12/MBU/2012 concerning Supporting Organs of Board
of Commissioners/Board of Supervisors of the State-Owned
Enterprises.
6. Regulation of Minister of State-Owned Enterprises Number
PER-01/MBU/2011 dated August 1, 2011 juncto the Regulation
of Minister of State-Owned Enterprises Number PER-09/
MBU/2012 dated July 6, 2012 concerning Implementation of
Good Corporate Governance in State-Owned Enterprises.
7. General Code of Indonesia’s GCG, the National Committee on
Governance Policy, 2006.
8. Code of Independent Commissioner, the National Committee
on Governance Policy, 2004.
The Company practices the implementation of Good Corporate
Governance as the foundation of process and mechanism in
managing the Company by setting these principles:
1. Transparency, which is openness within decision making as
well openness in disclosing relevant and material information
concerning the Company.
2. Accountability, which is a clarity of function, implementation
and responsibility of an organ so that the management of
company shall be realized effectively.
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Tentang Kami About Us
3. Pertanggungjawaban, yaitu kesesuaian di dalam
pengelolaan perusahaan terhadap peraturan perundang-
undangan dan prinsip-prinsip korporasi yang sehat.
4. Kemandirian, yaitu keadaan di mana perusahaan dikelola
secara profesional tanpa benturan kepentingan dan
pengaruh/tekanan dari pihak manapun yang tidak sesuai
dengan peraturan perundang-undangan dan prinsip-prinsip
korporasi yang sehat.
5. Kewajaran, yaitu keadilan dan kesetaraan di dalam memenuhi
hak-hak pemangku kepentingan yang timbul berdasarkan
perjanjian dan peraturan perundang-undangan.
Tujuan Implementasi Tata Kelola Perusahaan yang Baik
Tujuan penerapan GCG adalah sebagai berikut:
a. Mewujudkan Perusahaan yang berkinerja tinggi, memiliki
daya saing kuat, baik nasional maupun internasional dengan
optimalisasi nilai dan implementasi prinsip transparansi,
akuntabilitas, pertanggungjawaban, kemandirian, dan
kewajaran dalam proses bisnis Perusahaan.
b. Memaksimalkan nilai Perusahaan, meningkatkan
kemandirian Organ Perusahaan dan mendorong
pengelolaan Perusahaan secara profesional, transparan dan
efisien.
c. Mendorong organ Perusahaan agar dalam membuat
keputusan dan melakukan tindakan dilandasi nilai moral
yang tinggi dan kepatuhan terhadap peraturan perundang-
undangan yang berlaku, serta kesadaran akan adanya
tanggung jawab sosial Perusahaan terhadap para pemangku
kepentingan.
d. Meningkatkan kontribusi Perusahaan dalam perekonomian
nasional.
e. Menarik minat dan menjaga kepercayaan investor.
3. Responsibility, which is a congruity found in company’s
management oriented to legislations and healthy corporate
principles.
4. Independence, which is a circumstance in which company is
being managed professionally without conflict of interests
and influences/oppressions from any parties that are not in
congruence with legislations and healthy corporate principles.
5. Fairness, which is justice and equality in fulfilling the rights
of stakeholders, which emerge based on agreements and
legislations.
Purposes of Good Corporate Governance Implementation
Purposes of GCG implementation are as follow:
a. Realizing a Company with high performance, strong
competitiveness, both national and international by optimizing
values and implementation of principles of transparency,
accountability, responsibility, independence, and fairness
within the Company’s business process.
b. Maximixing the Company’s values, improving the independence
of Company’s Organ and encouraging the Company’s
management in a professional, transparence and efficient
manner.
c. Encouraging the Company’s organ in its process of decision
making and in its conduct to be based on high moral values
and compliance to the prevailing legislations, as well as aware
of corporate social responsibility towards the stakeholders.
d. Improving the Company’s contribution in national economic.
e. Attracting interest and maintaining trust of investors.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
140 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 141 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Roadmap Tata Kelola Perusahaan Yang Baik
Implementasi Tata Kelola Perusahaan yang Baik selalu
selaras dengan visi, misi, tujuan, dan strategi, serta ruang
lingkup Perusahaan untuk dapat terus berkembang di bidang
pengelolaan dan pemanfaatan energi panas bumi. Oleh karena
itu, pembangunan, pengembangan dan penerapan Tata Kelola
Perusahaan yang Baik dilakukan secara bertahap. Perusahaan
memiliki Peta Jalan (Roadmap) Tata Kelola Perusahaan
yang Baik yang telah dirumuskan pada tahun 2007. Peta
Jalan tersebut berfungsi sebagai sarana untuk memantau
perkembangan dan melakukan evaluasi implementasi Tata
Kelola di Perusahaan pada saat ini dan di masa datang. Penilaian
Tata Kelola Perusahaan yang Baik dilaksanakan secara berkala
untuk mengetahui pencapaian implementasi Tata Kelola
Perusahaan yang Baik dan menerapkan tindakan perbaikan
dan penyempurnaan yang diperlukan.
Gambar berikut menunjukkan tahapan dan periode
implementasi Tata Kelola Perusahaan yang Baik:
Roadmap of Good Corporate Governance
Implementation of Good Corporate Governance stands to be
consistently in tune with vision, mission, purposes, and strategies
as well as scope of work of the Company so as to continuously
keep developing in the business of geothermal management
and utilization. Hence, its development, expansion and
implementation of Good Corporate Governance should be carried
out gradually. The Company has Roadmap of Good Corporate
Governance that has been formulated since 2007. It functions as
a mean to monitor development and evaluate the implementation
of the Company’s Good Corporate Governance periodically with
the purpose of recognizing its achievements and also providing
necessary improvements.
Illustration below shows stages and periods of implementation of
Good Corporate Governance:
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Tentang Kami About Us
Implementasi Tata Kelola Perusahaan Yang Baik
Tata kelola perusahaan yang baik (Good Corporate Governance/
GCG) memastikan standar etika sesuai dengan ketentuan yang
berlaku. Perusahaan selalu mengedepankan prinsip-prinsip
GCG sepanjang tahun 2015.
Selain itu, Perusahaan telah merancang dan menetapkan
berbagai kebijakan dan perangkat untuk mengembangkan tata
kelola perusahaan yang baik yang sistematis dan efektif antara
lain mencakup:
• Pedoman Tata Kelola Perusahaan
• Pedoman Etika Usaha dan Tata Perilaku
• Kesepakatan Bersama Dewan Komisaris dan Direksi dalam
Board Manual
• Whistleblowing System (WBS)
• Penanganan Konflik Kepentingan
• Koordinator Penerapan dan Pemantauan Tata Kelola
Perusahaan yang Baik
• Pengisian GCG Online System
• Sosialisasi Tata Kelola Perusahaan yang Baik
• Program "PGE Bersih"
• Kewajiban Laporan Harta Kekayaan Penyelenggara Negara
• Pelaksanaan Penilaian Implementasi Tata Kelola Perusahaan
yang Baik.
Pedoman Tata Kelola Perusahaan Pedoman Tata Kelola Perusahaan ditetapkan oleh Direktur
Utama dan Komisaris Utama pada tanggal 1 Januari 2008.
Pedoman tersebut telah diperbaharui pada tahun 2013 dan
2014 dan telah disosialisasikan kepada organ Perusahaan,
pekerja dan pemangku kepentingan Perusahaan.
Pedoman Tata Kelola ini mencakup: Prinsip-Prinsip Tata Kelola
Perusahaan, Pedoman Bagi Organ Perusahaan, Pedoman Bagi
Pemangku Kepentingan, Pedoman Kebijakan Perusahaan, dan
Pelaksanaan Pedoman Tata Kelola Perusahaan.
Sebagai bentuk upaya sosialisasi dan transparansi, Pedoman Tata
Kelola Perusahaan ini juga dapat dilihat di website Perusahaan:
http://www.pge.pertamina.com/CorporateGovernance.pdf.
Implementation of Good Corporate Governance
A Good Corporate Governance (GCG) ensures standards of ethic to
be consistently aligned with stipulations in effect. The Company
continuously prioritized GCG principles throughout 2015.
Additionally, the Company has constructed and determined a set
of policies and tools to expand a systematic and effective Good
Corporate Governance, among others including:
• Code of Corporate Governance
• Code of Business Ethics and Conduct
• Joint Agreement of the Board of Commissioners and Board of
Directors in Board Manual
• Whistleblowing System (WBS)
• Handling of Conflict of Interests
• Coordinator of Implementation and Monitoring of Good
Corporate Governance
• Filling out GCG Online System
• Socialization of Good Corporate Governance
• Program of “PGE Bersih”
• Obligation of Wealth Official State Report (LHKPN)
• Assessment of Good Corporate Governance Implementation
Code Of Corporate GovernanceCode of Corporate Governance of the Company was ratified by
the President Director and President Commissioner on January
1st, 2008. It has been updated in 2013 and 2014 and has been
socialized to the Company’s organ, employees and stakeholders.
This Code of Corporate Governance includes: Principles of
Corporate Governance, Guidelines for the Company’s Organs,
Guidelines for the Stakeholders, Guidelines of the Company’s
Policies, and implementation of the Code of Corporate
Governance.
As an effort to socialization and transparency, the Code of
Corporate Governance is also available on the Company’s website:
http://www.pge.pertamina.com/CorporateGovernance.pdf.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
142 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 143 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Pedoman Etika Usaha dan Perilaku Perusahaan berkomitmen melaksanakan operasional bisnis
yang sehat dan beretika. Untuk itu, Perusahaan telah menyusun
Pedoman Etika Usaha dan Tata Perilaku (Code of Conduct). [G4-
14]
Pedoman Etika Usaha dan Tata Perilaku merupakan bentuk
kesungguhan Perusahaan untuk menerapkan tata kelola
perusahaan yang baik dalam setiap kegiatan operasional.
Manajemen dan seluruh pekerja pada setiap jabatan wajib
memahami Pedoman Etika Usaha dan Tata Perilaku, sebagai
dasar penerapan perilaku untuk melaksanakan bisnis yang
sehat dan beretika. [G4-57]
Pedoman Etika Usaha dan Tata Perilaku memuat pokok-pokok
sebagai berikut:
• Prinsip-prinsip Tata Kelola Perusahaan yang Baik
• Etika Usaha Perusahaan
Meliputi standar etika hubungan dengan para pemangku
kepentingan dan standar etika terkait aspek khusus meliputi
kebijakan akuntansi dan keuangan, pemberian donasi, dan
transaksi afiliasi.
• Standar Tata Perilaku
Meliputi standar perilaku terkait hubungan kerja antar
pekerja, hubungan atasan dan bawahan, lingkungan kerja
yang bebas dari diskriminasi, pelecehan, perbuatan asusila,
ancaman dan kekerasan serta standar perilaku terkait aspek
khusus antara lain pengaturan benturan kepentingan,
gratifikasi, penyuapan, aktivitas sosial dan politik.
• Pelaksanaan Etika Usaha dan Tata Perilaku
Meliputi penerapan etika usaha dan tata perilaku, sosialisasi
dan internalisasi, pelaporan, penanganan dan penegakan
pelanggaran serta pembaruan/revisi Pedoman Etika Usaha
dan Tata Perilaku.
Code Of Business Ethics And ConductThe Company has its commitment in executing healthy and
ethical business operations. Therefore, it has established the Code
of Business Ethics and Conduct (Code of Conduct). [G4-14]
The Code of Conduct serves as the Company’s actual dedication
to implement Good Corporate Governance in each operational
activity. Management and all employees in each position are
obligated to understand the Code of Conduct, as a foundation to
implementation of conduct in a healthy and ethical business. [G4-
57]
The Code of Conduct containts these main points below:
• Principles of Good Corporate Governance
• The Company’s Business Ethics
This is to include standard of ethics on relationship with
stakeholders and standard of ethics on special aspect
encompassing policy on accounting and finance, conferral of
donations, and affiliation transaction.
• Standards of Conduct
This is to include standards of conduct related to work
relationships among employees, employer and employee
relationships, harassment, sexual misconduct, threats and
violences as well as standards of conduct on special aspect,
such as arrangement on conflict of interests, gratifications,
briberies, social and politic activities.
• Implementation of Code of Conduct
This is to include implementation of code of conduct,
socialization and internalization, reporting, handling and
upholding of violations as well as updates/revisions of the Code
of Conduct.
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Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Pedoman Etika Usaha dan Tata Perilaku ditetapkan oleh
Direktur Utama dan Komisaris Utama pada tanggal 1 Januari
2008, dan telah diperbaharui pada 29 Mei 2013. Perusahaan
telah menerbitkan Buku Pedoman Etika Usaha dan Tata Perilaku
Perusahaan, yang selanjutnya didistribusikan kepada seluruh
pekerja. Buku tersebut diharapkan menjadi pedoman bagi
setiap pekerja, dalam menjalankan operasional Perusahaan
dan aktivitas pekerjaan mereka.
Pedoman Etika Usaha dan Tata Perilaku juga dapat dilihat di
situs Perusahaan: http://www.pge.pertamina.com/coc.pdf.
Sepanjang tahun 2015, tidak ada jumlah pelanggaran kode etik
yang diterima. Seluruh jajaran Perusahaan pada setiap tingkat
jabatan, secara profesional memberikan pernyataan komitmen
untuk melaksanakan Pedoman Etika Usaha dan Tata Perilaku.
Setiap bentuk pelanggaran terhadap Pedoman Etika Usaha dan
Tata Perilaku, akan dijatuhi sanksi berdasarkan pada Perjanjian
Kerja Bersama (PKB) yang telah disepakati, serta peraturan
perundang-undangan yang berlaku. [G4-58]
Kesepakatan Bersama Dewan Komisaris dan Direksi dalam Board Manual Dalam rangka pengelolaan Perusahaan yang sehat dan beretika,
salah satu upaya yang telah dilakukan adalah penyusunan
dan implementasi Board Manual untuk Dewan Komisaris dan
Direksi. Board Manual merupakan naskah kesepakatan antara
Dewan Komisaris dan Direksi yang bertujuan untuk:
1. Menjadi pedoman dalam melaksanakan tugas pokok dan
fungsi kerja masing-masing organ;
2. Meningkatkan kualitas dan efektifitas hubungan kerja antar
organ; dan
3. Menerapkan prinsip-prinsip Good Corporate Governance
yakni transparansi (transparency), akuntabilitas
(accountability), pertanggungjawaban (responsibility),
kemandirian (independency) dan kewajaran (fairness).
Board Manual diberlakukan oleh Direktur Utama dan Komisaris
Utama pada tanggal 29 Mei 2013, dan telah diperbaharui pada
28 November 2014.
Code of Corporate Governance of the Company was ratified by the
President Director and President Commissioner on January 1st,
2008 and revised on May 29th, 2013. The Company has published
the Handbook of Code of Conduct, to which then distributed to
all employees. The handbook is anticipated to be the guideline
for all employees in carrying out the Company’s operational and
activities within their scope of work.
The Handboook of Code of Conduct may also be viewed on the
Company’s website: http://www.pge.pertamina.com/coc.pdf.
Throughout 2015, there was no violation of the code of ethics
is acceptable. The Company, in a professional manner, always
provides a statement of commitment to perform the Code of
Conduct. Each act of violation to the Code of Conduct will be
given a punishment based on the established Collective Labor
Agreement (PKB) as well as the prevalent legislations. [G4-58]
Joint Agreement of the Board of Commissioners and Board of Directors in Board ManualIn the purpose of managing a healthy and ethical Company,
an endeavor that has been conducted was a preparation and
implementation of Board Manual for the Board of Commissioners
and Board of Directors. The Board of Manual serves as a document
of agreement between these two boards with the purpose of:
1. Becoming a guidance in performing main duties and work
function of each organ;
2. Improving the quality and effecitivity of inter-organ work
relationships; and
3. Implementing the principles of Good Corporate Governance,
which are transparency, accountability, responsibility,
independence and fairness.
The Board Manual was endorsed by President Director and
President Commissioner on May 29th, 2013 and has been updated
on November 28th, 2014.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
144 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 145 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Whistleblowing SystemPengawasan terhadap penerapan Pedoman Etika Usaha dan Tata
Perilaku dilakukan secara terus menerus, sebagai bagian dalam
pelaksanaan tata kelola perusahaan yang baik. Pengaduan atas
pelanggaran Pedoman Etika Usaha dan Perilaku dapat dilakukan
melalui Whistleblowing System (WBS). [G4-57, G4-58]
Perusahaan telah membangun WBS sejak tahun 2011, sebagai
upaya penanganan pengaduan yang lebih tanggap, transparan,
aman dan bertanggung jawab. WBS dibentuk sesuai dengan
TKO Nomor B-004/PGE400/2010-S0 tanggal 23 November
2010.
Pelapor menyampaikan laporan dalam bentuk surat dengan
disertai dokumen pendukung yang diperlukan. Laporan ini
dapat disampaikan melalui salah satu diantara cara berikut:
Whistleblowing SystemControl towards the implementation of Code of Conduct is
realized unceasingly, as a part of Good Corporate Governance.
Complaints on violating the Code of Conduct may be submitted
through Whistleblowing System (WBS). [G4-57, G4-58]
The Company has established WBS since 2011, as an endeavor
of complaints handling that is more perceptive, secure, safe, and
responsible. The presence of WBS was founded based on TKO
Number B-004/PGE400/2010-S0 dated November 23rd, 2010.
The informant submits its report in a letter supplemented with
supporting document as required. This report shall be submitted
through one of means below:
WBS aims to detect potential of issues that may occur due to a
violation in advance and minimize risks that may be dealt with
the Company. It may be triggered by violations related to finance,
operation, legal, work safety, and the Company’s reputation.
Moreover, WBS also intends to present independent, unrestricted
and confidential report for the informant party. It protects the
confidentiality of the informants’ identities with the intention
of providing safety to the information and its families for any
responses from the reported party or organization. Informations
with false report will be subjected to punishments as per the
prevalent legislations.
0Jumlah Pengaduan Whistleblowing SystemTotal Complaints of Whistleblowing System
Email:pge_wbs@pertamina.com
Kotak Surat | Mailbox:PGE.WBS Po Box 2920 JKP
Jakarta 10029
Website:www.pge.pertamina.com/wbs
WBS bertujuan untuk mendeteksi secara dini potensi
terjadinya permasalahan akibat suatu pelanggaran dan
meminimalisasi risiko yang dihadapi Perusahaan yang timbul
akibat dari pelanggaran baik dari segi keuangan, operasi,
hukum, keselamatan kerja, dan reputasi Perusahaan. WBS juga
bertujuan untuk memberikan laporan yang independen, bebas
dan rahasia bagi pihak pelapor. WBS menjaga kerahasiaan
identitas pelapor dengan tujuan memberikan perlindungan
kepada pelapor dan anggota keluarga atas tindakan balasan
dari terlapor atau organisasi. Pelapor yang memberikan
laporan palsu akan dikenakan sanksi sesuai dengan peraturan
perundang-undangan yang berlaku.
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Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Sosialisasi WBS ditingkat internal disampaikan melalui
presentasi yang diberikan kepada seluruh pekerja, sementara
di tingkat eksternal melalui website Perusahaan.
Selama tahun 2015, tidak ada pekerja Perusahaan ataupun
Stakeholders Perusahaan yang menyampaikan laporan
pengaduan melalui media WBS ini.
Penanganan Konflik Kepentingan [G4-41]
Pedoman Konflik Kepentingan (Conflict of Interest) Nomor A002/
PGE400/2010-S0 tanggal 23 November 2010 memberikan
arahan dan acuan bagi seluruh Insan Perusahaan berkenaan
dengan potensi benturan kepentingan yang mungkin terjadi
di lingkungan Perusahaan. Pedoman ini bertujuan agar potensi
benturan kepentingan tersebut ditangani sesuai dengan
prinsip-prinsip Tata Kelola Perusahaan yang Baik sehingga
tetap menjunjung tinggi etika dan praktik bisnis yang sehat dan
mencegah kecurangan serta penyimpangan perilaku lainnya.
Setiap tahun, Direksi, Dewan Komisaris dan Pekerja mengisi
Pernyataan Potensi Konflik kepentingan (Conflict of interest),
yang terdiri atas:
• Pernyataan Tidak Berbenturan Kepentingan.
• Pemberitahuan Potensi Benturan Kepentingan (diisi apabila
yang bersangkutan memiliki potensi benturan kepentingan).
Internal socialization of WBS shall be conveyed through
presentations that are given to all employees, meanwhile at the
external level the Company’s website is accessible.
Throughout 2015, there were no employees of the Company not
Stakeholders, who have submitted report of complaints through
this WBS media.
Handling Of Conflict Of Interests [G4-41]
The Code of Conflict of Interest Number A002/PGE400/2010-S0
dated November 23rd, 2010 dictates directions and references to
all employees of the Company in regards to potentials of conflict
of interests that may occur in the environment of the Company.
The Code aims to address any potentials of conflict of interests
based on the principles of Good Corporate Governance in order
to uphold sound business ethics and practices as well as to avert
deception and other diversion acts.
Each year, the Board of Directors, Board of Commissioners,
and Employees shall be responsible to complete a Statement of
Conflict of Interests, which consists of:
• Statement of No Conflict of Interests.
• Announcement of Conflict of Interests (to be filled out if the
concerned has conflict of interests).
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
146 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 147 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Koordinator Penerapan dan Pemantauan GCG (KPPG)Koordinator Penerapan dan Pemantauan Tata Kelola
Perusahaan yang Baik dijabat oleh Direktur Keuangan, sesuai
dengan Surat Perintah Direktur Utama Nomor: Prin-174/
PGE000/2015-S0 tanggal 25 Maret 2015, dengan tugas dan
tanggung jawab antara lain mengkoordinasikan penerapan,
pemantauan, penegakan dan pemenuhan Tata Kelola di
Perusahaan yang Baik serta mengelola isu-isu kepatuhan di
dalam Perusahaan dan meyakinkan bahwa Perusahaan dan para
pekerjanya telah menerapkan dan menegakkan Tata Kelola
Perusahaan yang Baik dalam pelaksanaan bisnis Perusahaan.
Penunjukan ini sesuai dengan Peraturan Menteri Negara BUMN
Nomor PER-01/MBU/2011 tanggal 1 Agustus 2011 pasal
19 ayat (2) yang menyatakan bahwa salah seorang Anggota
Direksi ditunjuk oleh Rapat Direksi sebagai penanggung jawab
dalam penerapan dan pemantauan Tata Kelola Perusahaan di
BUMN yang bersangkutan.
Pengisian GCG Online SystemSejak tahun 2012 Perusahaan telah mengembangkan sebuah
GCG Online System dimana semua pekerja wajib untuk mengisi
formulir GCG Online system yang mencakup:
• GratifikasiFormulir yang harus diisi adalah formulir penerimaan dan/
atau pemberian gratifikasi yaitu;
1. Setiap terjadi penerimaan dan/atau pemberian gratifikasi
2. Triwulanan apabila tidak ada penerimaan dan/atau
pemberian gratifikasi.
• Pernyataan Potensi Konflik kepentingan (Conflict of interest)Diisi setahun sekali. Formulir yang harus diisi :
1. Pernyataan Tidak Berbenturan Kepentingan
2. Pemberitahuan Potensi Benturan Kepentingan (diisi
apabila pekerja memiliki potensi benturan kepentingan).
Coordinator Of Implementation And Monitoring Of GCGCoordinator of Implementation and Monitoring of Good
Corporate Governance is officiated by Finance Director, in
accordance with Letter of Order of President Director Number
Prin-174/PGE000/2015-S0 dated 25th March 2015, with duties
and responsibilities, among others to coordinate implementation,
monitoring, upholding and fulfilling of Good Corporate
Governance as well as to manage compliance issues within the
Company and ensure that the Company along with its employees
have executed and upheld Good Corporate Governance in the long
run of Company’s business.
This appointment is line with the Regulation of Minister of State-
Owned Enterprises Number PER-01/MBU/2011 dated 1st August
2011 article 19 paragraph 19 (2), which dictates a member of the
Board of Directors is to be appointed by Meeting of the Board of
Directors, as the person in charge in the related implementation
and monitoring of Good Corporate Governance.
Filling Out GCG Online SystemSince 2012, the Company has developed a GCG Online System, of
which all employees are obligated to fill in the form of GCG Online
System that includes below:
• GratificationForm that must be filled in is a form of acceptance and/or
conferral of gratification:
1. Each time acceptance and/or conferral of gratification is
occurred
2. Quarterly, if there is no acceptance and/or conferral of
gratification.
• Statement of Conflict of Interests
Must be filled out once a year. Forms that must be filled out:
1. Statement of No Conflict of Interests
2. Announcement of Conflict of Interests (must be filled out if
the employee has conflict of interests).
148 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 149 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
• Etika Usaha dan Tata Perilaku (Code of Conduct) Insan PerusahaanDiisi setahun sekali. Formulir yang harus diisi:
Pernyataan Komitmen Insan Perusahaan terhadap Pedoman
Etika Usaha dan Tata Perilaku (Code of Conduct).
Pengisian GCG Online System dapat dilakukan dengan
mengakses http://portal.pge.pertamina.com. Dengan adanya
GCG Online System, manajemen Perusahaan berharap agar
seluruh pekerja dapat mengisi GCG Online System tepat waktu
dan mengimplementasikannya dalam setiap aktivitas bisnis
Perusahaan.
Sosialisasi Tata Kelola Perusahaan Yang BaikSelama tahun 2015 telah dilaksanakan sosialisasi Tata Kelola
di kantor pusat yang juga disaksikan oleh pekerja di seluruh
area dan proyek Perusahaan melalui video conference.
Sosialisasi dilaksanakan dengan tema Pencegahan Korupsi di
Perusahaan dan mengundang Badan Pengawasan Keuangan
dan Pembangunan (BPKP) sebagai narasumber.
Dengan diadakannya sosialisasi Tata Kelola ini diharapkan
dapat memberikan arahan dan penjelasan bagi seluruh
insan Perusahaan untuk mencegah dilakukannya tindakan
korupsi serta penyimpangan perilaku lainnya, sehingga dapat
mendorong terlaksananya etika bisnis yang tinggi dalam
pengelolaan perusahaan.
• The Code of Conduct of the Company
Below is the form that must be filled out once a year:
Statement of Commitment of the Company towards the Code
of Conduct.
The filling out of GCG Online System shall be conducted by
accessing http://portal.pge.pertamina.com. With the existence of
GCG Online System, the Company’s management anticipates all
employees are able to fill out the forms in a timely manner and
implement the efforts in each business activity of the Company.
Socialization Of Good Corporate GovernanceThroughout 2015, socialization on Corporate Governance has
been held at head office witnessed by employees in all areas
and project of the Company through video conference. It was
conducted based on a theme of Prevention of Corruption in
Companies and invited the Supervisory Body of Finance and
Development as speaker.
By having the socialization of Corporate Governance, it is
anticipated that it might serve directions and explanations to all
employees of Company in order to prevent corruptions as well as
other irregularities, so that it might encourage positive business
ethics in the management of the Company.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
148 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 149 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Program “PGE Bersih” :Bersih Dari KorupsiSegenap Insan Perusahaan telah berkomitmen untuk
melakukan aktivitas Perusahaan secara sehat dan beretika
berdasarkan prinsip-prinsip Tata Kelola Perusahaan yang Baik.
Implementasi Tata Kelola Perusahaan yang Baik merupakan
kebutuhan dan prasyarat untuk mewujudkan perusahaan yang
bersih dan terbebas dari budaya korupsi. Berbagai upaya yang
telah dilakukan untuk mewujudkan hal tersebut antara lain:
• Membangun Tata Nilai Luhur dan IntegritasNilai-nilai luhur yang dianut Perusahaan telah dirumuskan
dalam Pedoman Etika Usaha dan Tata Perilaku. Dengan
pedoman ini diharapkan dapat membentuk karakter
dan perilaku Insan Perusahaan yang bertanggung jawab
dan beretika dalam menjalankan aktivitas operasional
Perusahaan dengan menjunjung tinggi tata nilai perusahaan
yaitu Clean, Competitive, Customer focused, Confident,
Commercial dan Capable.
• Membangun Sistem Tata KerjaBerbagai sistem dan prosedur telah dibuat untuk
memberikan kejelasan aturan main dalam melakukan
aktivitas operasional perusahaan. Sistem dan prosedur
tersebut dibuat dengan memperhatikan prinsip-prinsip
transparansi, akuntabilitas, responsibilitas, kemandirian dan
kewajaran. Kejelasan aturan main tersebut dapat mencegah
prilaku yang menyimpang seperti konflik kepentingan,
korupsi, penyalahgunaan wewenang dan jabatan.
"PGE Bersih" Program:Clean from CorruptionThe Company has put all of its efforts in a commitment to conduct
sound and ethical activities based on the principles of Good
Corporate Governance. An implementation of Good Corporate
Governance serves as a requirement and precondition to actualize
a clean and free from a culture of corruption. Several endeavors
have been conducted to realize the purpose, among others are as
follow:
• Building Integrity and Noble ValuesNoble values that are embraced by the Company have been
stated in the Code of Conduct. This code is projected to shape
characters and conducts of the Company’s employees, of which
will be more responsible and ethical in executing the Company’s
operational activities by upholding corporate values, namely
Clean, Competitive, Customer focused, Confident, Commercial
and Capable.
• Building Work Procedure SystemA number of systems and procedures have been made to provide
a defined regulations in executing company’s operational
activities. Such systems and procedures are established by
considering the principles of transparency, accountability,
responsibility, independence and fairness. The regulation may
prevent irregularities, such as conflict of interests, corruptions,
misuse of authorities and positions.
150 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 151 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
• Pemantauan dan PenegakanUntuk mengetahui sejauh mana efektivitas sistem tata
kerja yang telah diimplementasikan oleh Perusahaan perlu
dilakukan pemantauan secara berkala oleh fungsi tertentu
yang mandiri. Pengawasan perlu dilakukan baik oleh pihak
internal maupun eksternal. Penguatan fungsi Internal
Audit mutlak diperlukan untuk mendukung efektivitas
pemantauan dan penegakan aturan main yang telah
ditetapkan perusahaan. Selain itu pengawasan melekat oleh
atasan langsung serta penerapan reward dan punishment
yang jelas dan objektif turut berperan dalam mendukung
efektivitas sistem tata kerja yang telah ditetapkan.
Untuk mewujudkan keberhasilan Program PGE BERSIH dan
mencegah praktik korupsi serta penyalahgunaan wewenang
di lingkungan Perusahaan, Perusahaan telah melaksanakan
sosialisasi Tata Kelola Perusahaan yang Baik kepada seluruh
pekerja dengan tema Pencegahan Korupsi di Perusahaan,
dengan mengundang BPKP sebagai narasumber. Tema
tersebut merupakan bagian dalam komitmen Perusahaan
tentang Anti Korupsi dan Anti Gratifikasi. GCG Online System
juga memfasilitasi insan Perusahaan untuk melaporkan
penerimaan dan/atau pemberian gratifikasi.
• Monitoring and EnforcementIn order to recognize to what extent the effectivity of work
procedure system has been implemented by the Company, a
periodical monitoring must be in place under the management
of an independent function. Such monitoring must be conducted
both by internal and external party. Strengthening the Internal
Monitoring Unit function is absolutely required to support the
effectivity of monitoring and upholding of regulations that
are set by the Company. Additionally, inherent supervision by
immediate supervisor as well as implementation of reward and
punishment are clearly and objectively contributes to support
the effectiveness of the established work procedure system.
Having to actualize the succession of the Program of "PGE
BERSIH" and prevent corruptions as well as misuse of authorities,
the Company has effected a socialization of Good Corporate
Governance to all employees under the theme of Prevention
of Corruptions in Companies, by inviting BPKP as speaker. The
related theme served as part of the Company’s commitment in
regards to Anti-Corruption and Anti-Gratification. Likewise, the
GCG Online System facilitates the Company upon the report of
acceptance and/or conferral of gratification.
Kewajiban Laporan Harta KekayaanPenyelenggara NegaraSebagai anak perusahaan PT Pertamina (Persero), pejabat
Perusahaan dalam tingkat jabatan tertentu, diwajibkan
menyampaikan Laporan Harta Kekayaan Penyelenggara Negara
(LHKPN). Sesuai Surat Keputusan Direktur Utama PT Pertamina
(Persero) No.56/C00000/2013-S0 tertanggal 19 September
2013, pejabat Perusahaan yang harus menyampaikan LHKPN,
adalah:
1. Direksi.
2. Komisaris.
3. Vice President/setara
4. Manajer/setara.
Obligation Of Wealth State Official Report
As a subsidiary of PT Pertamina (Persero), the Company’s officials
with certain positions, are obligated to submit Wealth State
Official Report (LHKPN). In accordance with the Letter of Decree
of President Director of PT Pertamina (Persero) Number 56/
C00000/2013-S0 dated September 19th, 2013, the Company’s
officials who are obligated to submit LHKPN are as follow:
1. Board of Directors.
2. Board of Commissioners.
3. Vice President/its equivalent.
4. Manager/its equivalent.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
150 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 151 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Penilaian Implementasi Tata Kelola Perusahaan Yang Baik
Pelaksanaan penilaian implementasi tata kelola perusahaan
yang baik bertujuan untuk mengidentifikasi bidang-bidang
penerapan tata kelola perusahaan di Perseroan yang mendekati
atau telah mencapai praktik terbaik (best practices) maupun
bidang-bidang yang belum mendekati atau mencapai best
practices serta mendapatkan umpan balik berupa rekomendasi
perbaikan untuk lebih meningkatkan pelaksanaan tata kelola
perusahaan di kemudian hari.
Penilaian implementasi tata kelola perusahaan yang baik
dilaksanakan pada periode tahun 2014 dengan skor sebesar
91,04 yang dilakukan oleh assessor independen yakni
PT Sinergi Daya Prima. Untuk tahun 2015, Perseroan tidak
melakukan assessment GCG. Fokus pelaksanaan di tahun 2015
adalah untuk menindaklanjuti rekomendasi assessment GCG
tahun 2014. Selanjutnya, penilaian implementasi tata kelola
perusahaan yang baik akan dilaksanakan untuk periode tahun
2016.
Rencana Pengembangan Tata Kelola Perusahaan Tahun 2016
Dalam rangka terus mempertahankan konsistensi implementasi
tata kelola perusahaan yang baik, Perusahaan memiliki rencana
kerja pengembangan tata kelola perusahaan tahun 2016
sebagai berikut:
1. Penyusunan/pembaharuan Dokumen tata kelola perusahaan
2. Pengisian GCG online system oleh seluruh Pekerja
3. Pengisian LHKPN oleh Direksi dan Pekerja yang belum
menyampaikan LHKPN
4. Sosialisasi tata kelola perusahaan
5. Pengelolaan Whistleblowing System
6. Pelaksanaan GCG Assessment
Assessment of Implementation of Good Corporate GovernanceAssessment of implementation of Good Corporate Governance
intends to identify sectors of implementation of corporate
governance in the Company, which are close to or have
achieved best practices, or those sectors that have yet to
achieve best practices as well as have received feedbacks in the
form of improvement recommendations for the sake of future
implementation of corporate governance.
The assessment of implementation of Good Corporate Governance
was conducted in the period of 2014 with score of 91.04. It was
conducted by an independent assessor, PT Sinergi Daya Prima. In
2015, the Company did not carry out an assessment to GCG as it
focused on following up recommendation conveyed in the 2014
GCG assessment. The upcoming assessment will take place in the
period of 2016.
Development Plan of Corporate Governance in 2016
In order to continuously maintaining the consistency of Good
Corporate Governance implementation, the Company constructed
a work plan for corporate governance development in 2016,
which are as follow:
1. Preparation/renewal of corporate governance document
2. Filling Out of GCG online system by all Employees
3. Filling out of LHKPN by the Board of Directors and Employees
who have yet submitted its LHKPN
4. Socialization of corporate governance
5. Management of Whistleblowing System
6. Implementation of GCG Assessment
152 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 153 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Rapat Umum Pemegang Saham (RUPS) [G4-40, G4-44,
G4-49]
Rapat Umum Pemegang Saham (RUPS) merupakan organ
Perusahaan dengan kekuasaan dan wewenang tertinggi.
Wewenang ini tidak diberikan kepada Direksi atau Dewan
Komisaris dalam batas yang ditentukan oleh Undang-Undang
Nomor 40 Tahun 2007 tentang Perseroan Terbatas dan/atau
Anggaran Dasar Perusahaan.
Kewenangan RUPS antara lain mengangkat dan
memberhentikan anggota Dewan Komisaris dan Direksi,
menyetujui perubahan Anggaran Dasar, menyetujui Laporan
Tahunan dan mengesahkan Laporan Keuangan, menetapkan
bentuk dan jumlah remunerasi anggota Dewan Komisaris
dan Direksi, serta mengesahkan Rencana Kerja dan Anggaran
Perusahaan (RKAP).
RUPS terdiri dari:
• RUPS Tahunan yang diselenggarakan setiap tahun buku
selambat-lambatnya 6 bulan setelah tahun buku Perusahaan
ditutup.
• RUPS Luar Biasa yaitu Rapat Umum Pemegang Saham yang
diadakan sewaktu-waktu berdasarkan kebutuhan.
Pemegang saham dapat juga mengambil keputusan yang sah
tanpa mengadakan RUPS secara fisik, dengan ketentuan semua
pemegang saham telah diberitahu secara tertulis dan semua
pemegang saham memberikan persetujuan mengenai usul
yang diajukan secara tertulis tersebut serta menandatangani
persetujuan tersebut, yang disebut juga Keputusan Pemegang
Saham Secara Sirkuler.
Selama tahun 2015, telah dilaksanakan 1 kali RUPS Tahunan
dan 16 RUPS Luar Biasa yang dilaksanakan secara sirkuler.
General Meeting of Shareholders (GMS) [G4-40, G4-44,
G4-49]
General Meeting of Shareholders (GMS) functions as the
Company’s organ holding the highest duties and authorities. Such
authorities are not assigned to the Board of Directors or Board of
Commissioners in a limited set of time, which is determined by the
Law Number 40 Year 2007 concerning Limited Liability Company
and/or the Company’s Articles of Association.
The authorities of GMS, among others are to appoint and dismiss
members of the Board of Commissioners and Board of Directors,
approve the amendment of Articles of Association, consent
Annual Report and ratify Financial Statement, determine the
form and nominal of remuneration of members of the Board
of Commissioners and Board of Directors, as well as ratify the
Company’s Work Plan and Budget (RKAP).
GMS consists of:
• Annual GMS, which is held each fiscal year at the least 6
months after the Company’s fiscal year is closed.
• Extraordinary GMS, which is General Shareholders Meeting
that held whenever it is necessary.
The shareholders shall have the responsible to practice a
legitimate decision making without to hold GMS physically, under
the premise that all shareholders have been notified by a writen
statement and all of shareholders provide written consent on
the proposed recommendations as well as signed the agreement,
which also recognized as Circular Resolutions.
As far as 2015, the Company has held 1 Annual GMS and
generated 16 Extraordinary GMS circulars.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
152 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 153 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
RUPS TahunanRUPS Tahunan dilaksanakan pada hari Kamis, 26 Februari 2015,
dengan agenda rapat sebagai berikut:
1. Penyampaian Laporan Tahunan Tahun Buku 2014.
2. Persetujuan Laporan Tahunan termasuk Pengesahan
Laporan Keuangan Perusahaan Disertai Pemberian
Pelunasan dan Pembebasan Tanggung Jawab Sepenuhnya
(acquit et de charge) kepada Direksi dan Dewan Komisaris.
3. Penetapan Penggunaan Laba Tahun Buku 2014.
4. Penunjukkan Kantor Akuntan Publik (KAP) untuk Tahun
Buku 2015.
5. Penetapan Penghargaan atas Kinerja (Tantiem) kepada
Direksi dan Dewan Komisaris.
Hasil RUPS Tahunan 2015 adalah sebagai berikut:
1. Menyetujui Laporan Tahunan Perusahaan untuk tahun buku
2014 serta mengesahkan Laporan Keuangan Perusahaan
untuk tahun buku yang berakhir 31 Desember 2014 beserta
penjelasannya yang telah diaudit Kantor Akuntan Publik
(KAP) Tanudiredja, Wibisana dan Rekan dengan pendapat
“wajar dalam semua hal yang material”.
2. Memberikan pelunasan dan pembebasan sepenuhnya dari
tanggung jawab (Acquit et decharge) kepada Direksi atas
tindakan pengurusan dan kepada Dewan Komisaris atas
tindakan pengawasan yang dilakukan dalam Tahun Buku
yang berakhir 31 Desember 2014 sepanjang :
• Tindakan tersebut tercermin dalam Laporan Tahunan
Perusahaan (termasuk Laporan Keuangan) Tahun Buku
yang berakhir 31 Desember 2014.
• Tindakan tersebut bukan merupakan tindak pidana.
3. Menetapkan penggunaan laba bersih Perusahaan tahun
buku yang berakhir 31 Desember 2014 akan ditentukan
kemudian dalam RUPS terpisah secara sirkuler.
4. Memberikan kuasa dan melimpahkan kewenangan kepada
Dewan Komisaris Perusahaan untuk menetapkan Kantor
Akuntan Publik (KAP) dalam melakukan pemeriksaan atas
laporan keuangan perusahaan untuk tahun buku yang
berakhir 31 Desember 2015 berikut besaran nilai jasanya,
sesuai ketentuan dan peraturan yang berlaku, dengan
ketentuan bahwa KAP yang ditunjuk Perusahaan sama
dengan KAP yang ditunjuk oleh PT Pertamina (Persero).
5. Penetapan penghargaan atas kinerja (Tantiem) Direksi dan
Dewan Komisaris Perusahaan akan ditentukan kemudian
dan akan dilaksanakan dalam RUPS terpisah secara sirkuler.
Annual GMSThe Annual GMS was held on Thursday, February 26th, 2015, with
agenda as seen below:
1. Submission of Annual Report for Fiscal Year 2014.
2. Authorization of Annual Report including Ratification of the
Company’s Financial Statement Supplemented by Release and
Discharge of Full Responsibility (acquit et de charge) to the
Board of Directors and Board of Commissioners.
3. Determination of Profit Usage for Fiscal Year 2014.
4. Appointment of Public Accounting Firm (KAP) for Fiscal Year
2015.
5. Determination of Award for Performance (Tantiem) to the
Board of Directors and Board of Commissioners.
Results of Annual GMS 2015 are as described below:
1. Approved the Company’s Annual Report for fiscal year 2014 as
well as ratified the Company’s Financial Statement for fiscal
year ended on December 31st, 2014 with a supplementary of
description that has been audited by the Public Accounting
Firm (KAP) Tanudiredja, Wibisana and Partners with the
opinion of “normal in all material aspects”.
2. Presented release and discharge of full responsibility (Acquit
et de charge) to the Board of Directors upon its management
affairs and to the Board of Commissioners upon its supervision
to the Annual Report, which ended on December 31st, 2014 as
long as:
• The actions were stated in the Company’s Annual Report
(including Financial Statement) for Fiscal Year ending on
December 31st, 2014.
• The actions were not deemed as criminal offenses.
3. Determined the utilization of the Company’s net profit in fiscal
year ending on December 31st, 2014 to be deliberated in a
separated GMS circulars.
4. Bequeathed power and authorities to the Board of
Commissioners to determine Public Accounting Firm (KAP)
in auditing the company’s financial statement for fiscal year
ending on December 31st, 2015 along with its nominal of
service, in accordance with the prevalent stipulations and
regulations, under the premise that the appointed KAP by
the Company is the same KAP as appointed by PT Pertamina
(Persero).
5. Determined the award for performance (Tantiem) of the Board
of Directors and Board of Commissioners that will be held in a
separate GMS circular.
154 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 155 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
5 Maret 2015
Pergantian Komisaris Utama
March 5th, 2015
Replacement of President Commissioner
23 April 2015
Perubahan Penyebutan Jabatan Direksi
April 23rd, 2015
Amendment on Designation of the Board of Directors’ position
27 Juli 2015
Penghasilan Direksi dan Dewan Komisaris
July 27th, 2015
Income of the Board of Directors and Board of Commissioners
16 Maret 2015
Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2015
March 16th, 2015
The Company’s Work Plan and Budget (RKAP) 2015
19 Mei 2015
Pendirian dan Penyertaan Modal pada PT Pertamina Hulu Energi MNK Sakakemang (PHE MNK Sakakemang)
May 19th, 2015
Establishment and Capital Participation on PT Pertamina Hulu Energi MNK Sakakemang (PHE MNK Sakakemang)
6 Agustus 2015
Pergantian Direktur Operasi
August 6th, 2015
Replacement of Operation Director
23 April 2015
Pemberhentian Direktur Utama
April 23rd, 2015
Termination of President Director
19 Mei 2015
Pendirian dan Penyertaan Modal pada PT Pertamina Hulu Energi Kampar (PHE Kampar)
May 19th, 2015
Establishment and Capital Participation on PT Pertamina Hulu Energi Kampar (PHE Kampar)
10 Agustus 2015
Penetapan Penghargaan atas Kinerja Tahunan (Tantiem) Direksi dan Dewan Komisaris Perseroan Tahun Buku 2014
August 10th, 2015
Determination of Award for Annual Performance (Tantiem) of the Board of Directors and Board of Commissioners on the Company for Fiscal Year 2014
23 April 2015
Pengangkatan Direktur UtamaApril 23rd, 2015
Appointment of President Director
1 Juni 2015
Perpanjangan Masa Jabatan Dewan Komisaris
June 1st, 2015
Extension of Tenure for the position of the Board of Commissioners
19 Oktober 2015
Perubahan Harga Dasar Tenaga Listrik Untuk Perjanjian Jual Beli Tenaga Listrik (“PJBL”) Kamojang Unit V (1x30 MW)
October 19th, 2015
Amendment of Basic Price of Electricity for Sale and Energy Sales Contract (PJBL) of Kamojang Unit V (1x30 MW)
1
5
9
2
6
10
3
7
11
4
8
12
29 Oktober 2015
Penetapan Komisaris
October 29th, 2015
Appointment of Commissioner
3 November 2015
Penggunaan Laba Bersih Tahun Buku yang Berakhir Tanggal 31 Desember 2014
November 3rd, 2015
Utilization of Net Profit of Fiscal Year Ending on 31st December 2014
24 November 2015
Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2015 (Revisi)
November 24th, 2015
The Company’s Work Plan and Budget (RKAP) 2015 (Revision)
31 Desember 2015
Key Performance Indicator (KPI) / Kesepakatan Kinerja Tahun 2015
December 31st, 2015
Key Performance Indicator (KPI) / Performance Agreements for 2015
13 14 15 16
RUPS Luar BiasaRUPS Luar Biasa telah dilaksanakan sebanyak 16 kali secara
sirkuler, dengan perincian sebagai berikut:
Extraordinary GMSExtraordinary GMS have been conducted for 16 times, with details
as follow:
Pelaksanaan Keputusan RUPS 2015Seluruh Keputusan RUPS telah dilaksanakan oleh Perusahaan.
Implementation of Resolutions of GMS in 2015All Resolutions of GMS have been actualized by the Company.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
154 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 155 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Dewan Komisaris
Dewan Komisaris merupakan organ Perusahaan, yang berfungsi
melakukan pengawasan secara umum dan/atau khusus sesuai
Anggaran Dasar, serta memberikan nasehat kepada Direksi
dalam menjalankan Perusahaan dan menerapkan Tata Kelola
Perusahaan yang Baik (GCG).
Dewan Komisaris bertugas dan bertanggung jawab secara
kolektif kolegial, dengan dibantu Komite Audit dan Manajemen
Risiko, serta Komite Investasi. Keberadaan Komite-komite
tersebut dievaluasi setiap tahun berdasarkan kemampuan
analisa setiap memberikan masukan, keaktifan dalam diskusi
dan kehadiran.
Dewan Komisaris melaksanakan fungsi pengawasan dan
pemberian nasihat kepada Direksi, berdasarkan Undang
Undang No. 40 Tahun 2007 Tentang Perseroan Terbatas,
Anggaran Dasar Perusahaan, Board Manual dan ketentuan
yang mengatur lainnya.
Adapun pendekatan yang dilakukan Dewan Komisaris dalam
menjalankan fungsi pengawasan, yaitu:
1. Pertemuan berkala dan korespondensi dengan Direksi.
2. Laporan berkala kepada pemegang saham.
3. Kunjungan ke Area dan proyek.
4. Memberikan arahan/masukan terhadap yang sedang dan
akan dilaksanakan Direksi.
5. Menyampaikan hasil kunjungan kerja Dewan Komisaris ke
Area dan Proyek.
6. Membuat rekomendasi dan mengarahkan Direksi dari
networking yang dimiliki Dewan Komisaris dan tim.
Susunan Dewan Komisaris Hingga 31 Desember 2015, Dewan Komisaris Perusahaan
berjumlah 4 orang. Terdiri dari 1 orang Komisaris Utama, 2
orang Anggota Komisaris dan 1 orang Komisaris Independen.
[G4-38]
Board of Commisioners
The Board of Commissioners is an organ of the Company, which
functions to supervise in general and/or specific manner in
accordance with the Articles of Association, as well as to provide
advices to the Board of Directors in managing the Company and
implementing Good Corporate Governance (GCG).
The Board of Commissioners has duties and responsibilities that
are categorized as collectively collegial, with the assistance of
Audit and Risk Management Committee, as well as Investment
Committee. These committees are to be evaluated annually
based on its analysis capability in making decisions, activeness in
discussion and attendance.
During the course of implementing its function in supervision
and advices provisions to the Board of Directors, the Board of
Commissioners must abide by the Law Number 40 Year 2007
concerning Limited Liability Company, Company’s Articles of
Association, Board Manual and other regulations.
Approaches that have been carried out by the Board of
Commissioners along its functions are seen below:
1. Periodical meetings and correspondences with the Board of
Directors.
2. Periodical reports to the shareholders.
3. Field visit to the Company’s Area and projects.
4. Providing directions/feedbacks on on-going and future
endeavors of the Board of Directors.
5. Presenting results of field visit conducted by the Board of
Commissioners to Areas and Projects.
6. Developed recommendations and pointed the Board of
Directors to networking owned by the Board of Commissioners
and team.
Composition of the Board of CommissionersUp to December 31st, 2015, the Board of Commissioners of the
Company consisted of 4 people, namely 1 President Commissioner,
2 Members of Commissioners and 1 Independent Commissioner.
[G4-38]
Susunan Dewan Komisaris per 31 Desember 2015Composition of the Board of Commissioners per December 31st, 2015
No NamaName
Gender JabatanPosition
Tanggal PengangkatanDate of Appointment
1 Yenni Andayani Perempuan | Female Komisaris Utama | President Commissioner 5 Maret 2015 | 5th March 2015
2 Bistok Simbolon Laki-laki | Male Komisaris | Commissioner 25 Juni 2014 | 25th June 2014
3 Maxi Eman Laki-laki | Male Komisaris | Commissioner 29 Oktober 2015 | 29th October 2015
4 Wim Tangkilisan Laki-laki | Male Komisaris Independen | Independent Commissioner 23 Mei 2011 | 23rd May 2011
156 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 157 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Pengangkatan Komisaris dilakukan berdasarkan RUPS, dengan
mengacu pada kebutuhan Perusahaan yang berdasarkan
kepada Undang-Undang No. 40 tahun 2007 tentang Perseroan
Terbatas dan Anggaran Dasar Perusahaan dan pertimbangan-
pertimbangan: [G4-40]
1. Memiliki Integritas dan Dedikasi.
2. Kemampuan, pengalaman dan professional.
3. Independensi
4. Bukan personil dari Perusahaan.
5. Menyediakan waktu yang cukup untuk melaksanakan
tugasnya.
Perusahaan memastikan independensi masing-masing anggota
Komisaris, sehingga dalam hal pengambilan keputusan
dipastikan tidak ada intervensi dari pihak luar.
Antara para anggota Komisaris dan antara anggota Komisaris
dengan anggota Direksi, dilarang memiliki hubungan keluarga
sedarah sampai dengan derajat ke-3, baik menurut garis lurus
maupun garis kesamping, termasuk hubungan semenda
(menantu atau ipar).
The appointment of Commissioners are oriented to RUPS, with
reference to its needs that relied on the Law Number 40 Year
2007 concerning Limited Liability Companies and the Company’s
Articles of Association, with considerations as follow: [G4-40]
1. Owning Integrity and Dedication.
2. Ability, experience and professional.
3. Independence
4. Not an employee of the Company.
5. Provides sufficient time to conduct its duties.
The Company ensures the independence of each Commissioner, so
that there are no external interventions upon conducting decision
makings.
Among Commissioners and between Commissioners and
Directors, it is prohibited to have kin relationships up to 3rd degree,
both vertically and laterally, including relationships by marriage
(in-law or brother in-law).
MAxI EMAN
KomisarisCommissioner
WIM TANGKILISAN
Komisaris IndependenIndependent Commissioner
YENNI ANDAYANI
Komisaris UtamaPresident Commissioner
BISToK SIMBoLoN
KomisarisCommissioner
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
156 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 157 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Komisaris IndependenDewan Komisaris memiliki 1 orang Komisaris Independen,
atau mencakup 25% dari seluruh anggota Dewan Komisaris.
Komposisi tersebut telah memenuhi ketentuan dalam
Peraturan Menteri BUMN No.PER-01/MBU/2011 tanggal
1 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan
yang Baik pada Badan Usaha Milik Negara, yang menyatakan
bahwa sekurang-kurangnya 20% dari anggota Dewan Komisaris
harus berasal dari luar Perseroan (Komisaris Independen). [G4-
38]
Pengangkatan Komisaris Independen dilakukan berdasarkan
RUPS, dengan mengacu pada Undang-Undang No. 40 tahun
2007 tentang Perseroan Terbatas dan Anggaran Dasar
Perusahaan dan didasarkan pertimbangan sebagai berikut: [G4-
40]
1. Komisaris Independen harus dapat menolak pengaruh,
intervensi dan tekanan dari pemegang saham utama yang
memiliki kepentingan atas transaksi atau kepentingan
tertentu.
2. Komisaris Independen diharapkan memiliki perhatian
dan komitmen penuh dalam menjalankan tugas dan
kewajibannya.
3. Komisaris Independen harus memiliki pengetahuan,
kemampuan, waktu dan integritas yang tinggi.
Perusahaan menjamin independensi Komisaris Independen
dan keberadaannya tidak mewakili kepentingan Pemegang
Saham, baik langsung maupun tidak langsung. Dengan
demikian dalam melaksanakan tugas dan tanggung jawabnya,
Komisaris Independen tidak dapat dipengaruhi oleh Pemegang
Saham maupun pihak-pihak lainnya.
Independent Commissioner The Board of Commissioners have 1 Independent Commissioner,
or encompasses 25% of total members of the Board of
Commissioners. The composition has meet the stipulation
stated in the Regulation of Minister of State-Owned Enterprises
Number PER-01/MBU/2011 dated August 1st, 2011 concerning
Implementation of Good Corporate Governance in State-Owned
Enterprises, which states that at least 20% of members of the
Board of Commissioners originated from outside the Company
(Independent Commissioner). [G4-38]
The appointment of Independent Commissioner shall be decided
based on GMS, with a reference to the Law Number 40 Year
2007 concerning Limited Liability Companies and the Company’s
Articles of Association, with considerations as follow: [G4-40]
1. Independent Commissioner shall have the power to reduce any
influence, intervension and pressures from main shareholders,
who have interests over transaction or certain interests.
2. Independent Commissioner shall be expected to have full
interest and commitment in performing its duties and
responsibilities.
3. Independent Commissioner shall have the knowledge, ability,
time and high integrity.
The Company guarantees the indepence of Independent
Commissioner and its presence shall not represent the interest
of Shareholders, both direct and indirect. Thus, in executing its
duties and responsibilities, the Independent Commissioner cannot
be influenced by the Shareholders or any other parties.
158 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 159 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Board Manual Bagi Dewan KomisarisSeiring dengan implementasi Tata Kelola Perusahaan yang
Baik, Perusahaan melalui Surat Keputusan Nomor 206/
DKPGE/ XI/2014 dan Nomor Kpts–1226/PGE000/XI/2014-
SO menerbitkan Panduan Tata Kerja Dewan (Board Manual).
Board Manual merupakan naskah kesepakatan antara Dewan
Komisaris dan Direksi untuk melaksanakan tugas dan fungsinya
masing-masing, meningkatkan kualitas dan efektifitas
hubungan kerja antar organ dan menerapkan prinsip Tata
Kelola Perusahaan yang Baik.
Aspek yang diatur dalam Board Manual meliputi :
• Prinsip Dasar.
• Persyaratan Dewan Komisaris.
• Keanggotaan Dewan Komisaris.
• Program Pengenalan dan Peningkatan Kapasitas Dewan
Komisaris.
• Komisaris Independen.
• Etika Jabatan Dewan Komisaris.
• Tugas dan Kewajiban Dewan Komisaris.
• Hak dan Wewenang Dewan Komisaris.
• Rapat Dewan Komisaris.
• Evaluasi Kinerja Dewan Komisaris.
• Organ Pendukung Dewan Komisaris.
1. Komite Dewan Komisaris.
2. Sekretaris Dewan Komisaris.
• Pertanggungjawaban Dewan Komisaris.
Board Manual for the Board of CommissionersAlong with the implementation of Good Corporate Governance,
the Company through the Letter of Decree Number 206/DKPGE/
XI/2014 and Number Kpts-1226/PGE000/XI/2014-SO issued
Board Manual. The Board Manual serves as a script of agreement
between the Board of Commissioners and Board of Directors to
carry out its respective duties and responsibilities, increase quality
and effectivity of inter-organ relationships and implement the
principles of Good Corporate Governance.
Aspects that are regulated in the Board Manual include:
• Basic Principles.
• Requirements of the Board of Commissioners.
• Membership of the Board of Commissioners.
• Introduction Program and Capacity Building of the Board of
Commissioners.
• Independent Commissioner.
• Position Ethics of the Board of Commissioners.
• Duties and Responsibilities of the Board of Commissioners.
• Rights and Authorities of the Board of Commissioners.
• Meeting of the Board of Commissioners.
• Performance Evaluation of the Board of Commissioners.
• Supporting Organs of the Board of Commissioners.
1. Committee of the Board of Commissioners.
2. Secretary of the Board of Commissioners.
• Accountability of the Board of Commissioners.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
158 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 159 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tugas dan Kewajiban Dewan KomisarisAnggota Dewan Komisaris memiliki tugas mewakili kepentingan
pemegang saham dengan melakukan pengawasan atas
kebijakan pengurusan, jalannya kinerja pengurusan pada
umumnya, baik mengenai Perusahaan maupun usaha
Perusahaan, serta memberi masukan dan nasihat kepada
Direksi.
Berkaitan dengan pelaksanaan fungsi pengawasan dan
pemberian nasihat kepada Direksi, Dewan Komisaris
mempunyai kewajiban untuk:
a. Melakukan pengawasan terhadap kebijakan pengurusan,
jalannya pengurusan pada umumnya, baik mengenai
Perusahaan maupun usaha Perusahaan yang dilakukan oleh
Direksi, serta memberikan nasihat kepada Direksi. Hal ini
juga termasuk pengawasan terhadap pelaksanaan Rencana
Jangka Panjang Perusahaan (RJPP), Rencana Kerja dan
Anggaran Perusahaan (RKAP) serta ketentuan Anggaran
Dasar dan Keputusan RUPS, serta peraturan perundangan-
undangan yang berlaku, untuk kepentingan Perusahaan
serta sesuai dengan maksud dan tujuan Perusahaan.
b. Tunduk pada ketentuan Anggaran Dasar Perusahaan,
keputusan RUPS dan peraturan perundang-undangan
yang berlaku serta prinsip-prinsip profesionalisme,
efesiensi, transparansi, kemandirian, akuntabilitas,
pertanggungjawaban, serta kewajaran.
c. Beritikad baik, penuh kehati-hatian dan tanggung jawab
kepada Perusahaan, dalam hal ini diwakili oleh RUPS dalam
menjalankan tugas pengawasan dan pemberian nasihat
kepada Direksi untuk kepentingan Perusahaan dan sesuai
dengan maksud dan tujuan Perusahaan.
d. Memberikan pendapat dan saran kepada Direksi dan segenap
jajarannya berkaitan dengan pengurusan Perusahaan.
e. Memberikan arahan terkait dengan sistem teknologi
informasi yang digunakan oleh Perusahaan dan kebijakan-
kebijakan Perusahaan dalam hal pengembangan karir,
pengadaan barang/jasa, mutu dan pelayanan, akuntansi
dan penyusunan laporan keuangan (sesuai dengan standar
akuntansi yang berlaku umum di Indonesia/SAK), serta
pelaksanaan dari kebijakan-kebijakan tersebut.
f. Menyusun rencana kerja dan anggaran Dewan Komisaris
untuk dilaporkan kepada pemegang saham.
Duties and Responsibilities of the Board of CommissionersMembers of the Board of Commissioners shall be accountable
for duties to represent shareholders by doing supervision on
management policies, performance of management in general,
both concerning the Company and its business, as well as to
provide feedbacks and advices to the Board of Directors.
In relation to the implementation of supervision function
and advices’ provision to the Board of Directors, the Board of
Commissioners carries the responsibilities to:
a. Conduct supervision towards management policies,
performance of management in general, both concerning
the Company and its business that is conducted by the Board
of Directors, as well as to provide advices to the latter. This
is to include supervision towards the Long Term Plan of the
Company (RJPP), the Company’s Work Plan and Budget
(RKAP), stipulations of Articles of Association and Decisions of
GMS, and the prevalent legislations, for the sake of Company’s
interests as well as purposes and objectives of the Company.
b. Comply to the established Company’s Articles of Association,
decisions of GMS and the prevalent legislations as well
as principles of professionalism, efficiency, transparency,
independence, accountability, responsibility, as well as fairness.
c. Act in good faith, prudently and responsibly to the Company, in
this case represented by the GMS in conducting its function of
supervision and provision of advices to the Board of Directors
for the interests of the Company and aligned with the purposes
and objectives of the Company.
d. Provide feedbacks and recommendations to the Board of
Directors and all staff who are involved in the management of
the Company.
e. Provide directions related to information technology system
used by the Company and the established policies in career
development, goods/services procurement, quality and
service, accounting and preparation of financial statement (in
accordance with general accounting standards in Indonesia/
SAK), as well as implementation of those policies.
f. Prepare work plan and budget of the Board of Commissioners
to be reported to the shareholders.
160 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 161 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
g. Melakukan penilaian terhadap kinerja Direksi dan
melaporkannya kepada pemegang saham.
h. Mengusulkan remunerasi Direksi sesuai ketentuan yang
berlaku dan penilaian kinerja Direksi.
i. Memberikan pendapat dan saran kepada RUPS mengenai
RJPP dan RKAP yang diusulkan Direksi.
j. Mengikuti perkembangan kegiatan Perusahaan,
memberikan pendapat dan saran kepada RUPS mengenai
setiap masalah yang dianggap penting bagi kepengurusan
Perusahaan.
k. Melaporkan dengan segera kepada RUPS apabila terjadi
gejala menurunnya kinerja Perusahaan.
l. Meneliti dan menelaah laporan berkala dan laporan tahunan
yang disiapkan Direksi serta menandatangani laporan
tahunan.
m. Membentuk Komite Audit dan komite lainnya sesuai dengan
kebutuhan Perusahaan dan peraturan perundang-undangan
yang berlaku.
n. Melaksanakan kewajiban lainnya dalam rangka tugas
pengawasan dan pemberian nasihat sepanjang tidak
bertentangan dengan perundang-undangan, Anggaran
Dasar, dan/atau keputusan RUPS.
o. Mematuhi ketentuan-ketentuan lain yang berlaku di PT
Pertamina (Persero) dan dinyatakan berlaku bagi Perusahaan
dan/atau ketentuan-ketuntuan lain yang ditetapkan dan
disetujui oleh RUPS.
p. Memantau efektifitas praktik tata kelola perusahaan yang
baik.
q. Meneliti dan menelaah laporan-laporan dari komite-komite
yang menjadi organ pendukung Dewan Komisaris.
r. Menghadiri rapat-rapat kerja/koordinasi dengan Direksi dan
segenap jajarannya.
s. Melakukan tugas yang secara khusus diberikan kepadanya
menurut Anggaran Dasar dan/atau berdasarkan keputusan
RUPS dalam koridor peraturan perundang-undangan yang
berlaku.
Hak dan Wewenang Dewan KomisarisDewan Komisaris memiliki hak dan wewenang, meliputi:
a. Melihat buku-buku dan surat-surat serta dokumen lainnya,
memeriksa kas untuk keperluan verifikasi dan lain-lain,
memeriksa surat berharga dan memeriksa kekayaan
Perusahaan.
g. Perform evaluation to the performance of the Board of
Directors and to be reported to the shareholders.
h. Propose remuneration of the Board of Directors in accordance
with the stipulations in effect and performance evaluation of
the latter.
i. Provide advice and recommendations to the GMS on RJPP and
RKAP proposed by the Board of Directors.
j. Monitor the development of Company’s activities, provide
feedbacks and recommendations to the GMS concerning issues
deemed important to the management of the Company.
k. Report immediately to the GMS in case of symptoms of
decreasing performance of the Company.
l. Research and review periodic reports and annual reports
prepared by the Board of Directors as well as to sign the annual
report.
m. Establish Audit Committee and other committees as per
required by the Company and the prevalent legislations.
n. Conduct other responsibilities in terms of supervising and
providing advice as long as it is not conflicted with the
legislations, Articles of Association, and/or decisions of the
GMS.
o. Comply to other regulations in effect in PT Pertamina (Persero)
and that are stated in effect by the Company and/or those that
determined and approved by the GMS.
p. Monitor the effectivity of Good Corporate Governance
practices.
q. Research and review reports developed by committees, which
are supporting organs of the Board of Commissioners.
r. Attend work meetings/coordinations with the Board of
Directors and all staff.
s. Perform specific duties given to them in accordance with
the Articles of Association and/or based on decisions of GMS
within the corridor of the prevailing legislations.
Rights and Authorities of the Board of Commissioners The Board of Commissioners have rights and authorities, including:
a. To view books and correspondences as well as other
documents, check cash for verification purposes and others,
check securities and assets of the Company.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
160 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 161 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
b. Memasuki pekarangan, gedung, dan kantor yang
dipergunakan oleh Perusahaan.
c. Meminta penjelasan dari Direksi dan/atau pejabat lainnya
mengenai segala persoalan yang menyangkut pengelolaan
Perusahaan.
d. Mengetahui segala tindakan dan tindakan yang telah dan
akan dijalankan oleh Direksi.
e. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi
dengan sepengetahuan Direksi untuk menghadiri rapat
Dewan Komisaris.
f. Mengangkat Sekretaris Dewan Komisaris, jika dianggap
perlu.
g. Menghentikan sementara anggota Direksi sesuai dengan
ketentuan Undang-Undang Perseroan Terbatas dengan
memberi tahu secara tertulis kepada yang bersangkutan
disertai alasan yang menyebabkan tindakan itu.
h. Membentuk komite-komite lain selain Komite Audit, jika
dianggap perlu dengan memperhatikan kemampuan
Perusahaan.
i. Menggunakan tenaga ahli untuk hal tertentu dan dalam
jangka waktu tertentu atas beban Perusahaan, jika dianggap
perlu.
j. Melakukan tindakan pengurusan Perusahaan dalam
keadaan tertentu untuk jangka waktu tertentu sesuai
dengan ketentuan Anggaran Dasar ini.
k. Menghadiri rapat Direksi dan memberikan pandangan-
pandangan terhadap hal-hal yang dibicarakan.
l. Melaksanakan wewenang pengawasan lainnya sepanjang
tidak bertentangan dengan peraturan perundang-
undangan, Anggaran Dasar dan/atau keputusan RUPS.
m. Setiap anggota Dewan Komisaris berhak untuk menerima
honorarium dan tunjangan/fasilitas yang jumlahnya
ditetapkan oleh RUPS, dengan memperhatikan ketentuan
perundang-undangan yang berlaku.
Program Kerja dan Laporan Hasil Pengawasan Oleh Dewan Komisaris Pada tahun 2015, Perusahaan menjalankan program
pengenalan bagi Komisaris baru. Tujuannya agar Komisaris
baru dapat memahami kegiatan operasional Perusahaan secara
menyeluruh sehingga mampu bekerjasama dengan Komisaris
lainnya sebagai 1 tim. Adapun kegiatan yang dilaksanakan
adalah:
b. To enter the grounds, buildings, and offices used by the
Company.
c. To inquire explanations from the Board of Directors and/or
other officials concerning any issues related to the management
of the Company.
d. To acknowledge any conducts, which have been made and will
be conducted by the Board of Directors.
e. To inquire the Board of Directors and/or other officials
under the management of the Board of Directors with the
acknowledgement of the Board of Directors to attend meeting
of the Board of Commissioners.
f. To appoint Secretary of the Board of Commissioners, as per
requirement.
g. To temporarily dismiss members of the Board of Directors
in accordance with the Law of Limited Liability Company by
giving a written announcement to the concerned along with
its reasonings.
h. To establish other committees besides the Audit Committee, if
it is deemed necessary by considering the Company’s capability.
i. To use the skills of experts for certain purposes and period of
time at the expense of the Company, if necessary.
j. To perform the management of the Company in certain
circumstances for specific period of time as per the Articles of
Association.
k. To attend meetings of the Board of Directors and provide
insights to matters at hand.
l. To actualize other authorities of supervision as long as it is not
conflicted to the legislations, Articles of Association and/or
decisions of the GMS.
m. Each member of the Board of Commissioners is entitled
to honorarium and benefits/facilities with the amount as
determined by the GMS, by taking account the prevailing
legislations.
Work Program and Report of Supervision Results by the Board of Commissioners In 2015, the Company carried out an introduction program for the
new Commissioners. It aimed to have the new board understood
the essence of operational activities of the Company thoroughly
so that all members might achieve a united cooperation as 1
team. Such activites that have been conducted are as follow:
162 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 163 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
1. Pengenalan kegiatan proses panas bumi
2. Kunjungan kerja ke area dan proyek
3. Seminar atau workshop
Dalam melaksanakan tanggung jawabnya untuk mengawasi
dan memberi nasihat kepada Direksi, Dewan Komisaris telah
menyusun program kegiatan selama satu tahun. Program kerja
Dewan Komisaris untuk tahun 2015, adalah:
1. Program kerja Dewan Komisaris
2. Program kerja Komite Investasi
3. Program kerja Komite Audit dan Manajemen Risiko
4. Pelatihan bagi anggota Komite Audit.
5. Pelatihan bagi anggota Komite Manajemen Risiko.
Selama tahun 2015, Dewan Komisaris secara proaktif telah
melakukan pengawasan terhadap operasional Perusahaan
yang dilaksanakan oleh Direksi. Dewan Komisaris juga
memberikan masukan-masukan, baik secara langsung maupun
melalui komite-komite yang dimiliki.
Aspek pengawasan yang dilakukan Dewan Komisaris antara
lain meliputi:
• Pengelolaan Perusahaan oleh Direksi
• Kinerja Keuangan
• Kinerja Investasi
• Kinerja Operasional, khususnya drilling.
• Prospek Usaha Perusahaan
• Tata Kelola Perusahaan yang Baik
• Kinerja Bisnis
• Kinerja Risiko Usaha
Kegiatan-kegiatan pengawasan yang dilaksanakan Dewan
Komisaris sepanjang tahun 2015, yakni:
1. Rapat BOD dan BOC
2. Rapat BOC dengan atau tanpa Komite
3. Kunjungan kerja ke area operasional dan proyek
4. Masukan arahan seperti hubungan dengan interim
agreement, head of agreement, rekomendasi kerja sama, dan
lain-lain.
1. Introduction to activities of geothermal process
2. Field visit to areas and projects
3. Seminar or workshop
In conducting its responsibilities to supervise and provide
recommendations to the Board of Directors, the Board of
Commissioners has put together program of activities for one
year. The work program of the Board of Commissioners in 2015
is as follow:
1. Work plan of the Board of Commissioners
2. Work Plan of the Investment Committee
3. Work Plan of the Audit and Risk Management Committee
4. Trainings for members of the Audit Committee
5. Trainings for members of the Risk Management Committee.
In 2015, the Board of Commissioners has proactively supervised
the Company’s operational activities that were actualized by the
Board of Directors. The Board of Commissioners also delivered
recommendations, both direct and through its committees.
Aspects of supervision conducted by the Board of Commissioners,
among others include:
• Company’s Management by the Board of Directors
• Financial Performance
• Investment Performance
• Operational Performance
• Company’s Business Prospects
• Good Corporate Governance
• Business Performance
• Business Risk Performance
Such activities of supervision actualized by the Board of
Commissioners in 2015 are as follow:
1. Meeting of BOD and BOC
2. Meeting of BOC with or without Committee
3. Field visit to operational areas and projects
4. Feedbacks related to interim agreement, head of agreement,
recommendation on cooperation, and so forth.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
162 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 163 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Adapun hasil dari kegiatan pengawasan yang dilaksanakan
Dewan Komisaris sepanjang tahun 2015, sebagai berikut:
1. Arahan untuk tindak lanjut Sibayak, Seulawah.
2. Penandatanganan interim agreement
3. Rekomendasi penunjukkan KAP
4. Cikal bakal materi Peraturan Presiden No. 3 tahun 2016
tentang Proyek Strategis Nasional.
Selama tahun 2015 Dewan Komisaris juga melakukan kunjungan
ke area dan proyek panas bumi. Kunjungan dimaksudkan untuk
memantau pelaksanaan proyek dan kegiatan eksploitasi, dalam
rangka pelaksanaan tugas pengawasan. Dewan Komisaris
memastikan bahwa pelaksanaan investasi dan operasi yang
sedang dilakukan oleh manajemen, telah menerapkan prinsip-
prinsip GCG, manajemen risiko dan pengawasan internal yang
memadai dan efektif.
Results of the related activities actualized by the Board of
Commissioners in 2015 are as follow:
1. Directions to follow-up Sibayak, Seulawah.
2. Signing of interim agreement.
3. Recommendation on the appointment of KAP.
4. An introduction to the Governmental Regulation Number 3
Year 2016 concerning National Strategic Project.
Throughout 2015, the Board of Commissioners also have
performed field visits to geothermal areas and projects. It
was a mean to monitor the implementation of projects and
exploitation activity, within the duty of supervision. The Board of
Commissioners assured the implementation of investments and
operations effected by the management have been instilled with
sufficient and effective principles of GCG, risk management and
internal monitoring.
Kunjungan Dewan Komisaris Tahun 2015Field Visits of the Board of Commissioners in 2015
No Waktu KunjunganTime of Visit
Nama KomisarisName of Commissioner
Area/ProyekArea/Project
1 21-23 Januari | 21st-23rd January Bistok Simbolon Karaha dan Kamojang | Karaha and Kamojang
2 30 Juni-1 Juli | 30th June -1st July M. Syahid Kamojang
3 4-5 Juli | 4th-5th July Yenni Andayani Kamojang
4 23-25 November | 23rd-25th November Maxi Eman Lahendong
Struktur Remunerasi Dewan Komisaris [G4-51, G4-52, G4-53]
Struktur remunerasi Dewan Komisaris ditetapkan dalam RUPS.
Dewan Komisaris menerima remunerasi yang terdiri dari:
honorarium, fasilitas, tunjangan, dan tantiem atau imbalan
atas kinerja Dewan Komisaris.
Besaran remunerasi yang diterima Dewan Komisaris
ditetapkan oleh pemegang saham berdasarkan hasil kajian
fungsi Subsidiary and Joint Venture Management PT Pertamina
(Persero), dengan mempertimbangkan evaluasi kinerja
Perusahaan dan pencapaian Key Performance Indicator (KPI).
Dengan demikian Pemegang Saham menjadi satu-satunya
pemegang kepentingan yang memiliki akses langsung dalam
menentukan besaran remunerasi bagi Dewan Komisaris.
Remuneration Structure of the Board of Commissioners [G4-
51, G4-52, G4-53]
Remuneration Structure of the Board of Commissioners is
determined by General Meeting of Shareholders (GMS). The Board
of Commissioners is entitled for remuneration that consisted of:
honorarium, facilities, benefits, and tantiem or rewards for the
performance of the Board of Commissioners.
Nominal of the remuneration entitled for the Board of
Commissioners is determined by PT Pertamina (Persero) as the
majority shareholder based on Subsidiary and Joint Venture
Management function, by considering the Company’s performance
evaluation and achievement of Key Performance Indicator (KPI).
Hence, Shareholders are the only stakeholder who have direct
access to determine the nominal of remuneration for the Board
of Commissioners.
164 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 165 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Adapun besaran remunerasi yang diterima Dewan Komisaris
untuk tahun buku 2015, adalah:
• Komposisi honorarium Komisaris Utama ditetapkan dengan
Faktor Jabatan 45% dari gaji Direktur Utama.
• Komposisi honorarium anggota Komisaris ditetapkan
dengan Faktor Jabatan 90% dari honorarium Komisaris
Utama.
Perusahaan tidak menampilkan rasio dan kenaikan total
kompensasi tahunan tertinggi yang diterima Dewan Komisaris,
terhadap rata-rata tahunan total kompensasi yang diterima
para pekerja. Hal ini merupakan kebijakan Manajemen,
mengingat bentuk Perusahaan sebagai perusahaan tertutup.
[G4-54, G4-55]
Frekuensi Pertemuan dan Tingkat Kehadiran Dewan KomisarisSesuai Anggaran Dasar Perusahaan, Dewan Komisaris dapat
mengadakan pertemuan untuk membahas hal-hal yang
dianggap penting, sebagai bagian dari pelaksanaan tanggung
jawab pengawasan. Pada tahun 2015, Dewan Komisaris telah
melaksanakan 5 kali pertemuan.
Such nominal of remuneration accepted by the Board of
Commissioners for fiscal year 2015 are as follow:
• Composition of honorarium of President Commissioner is
determined by Factor of Position of 45% towards the President
Director’s income.
• Composition of honorarium of Commissioners is determined by
Factor of Position of 90% towards the President Commissioner’s
income.
The Company does not display ratio and increase of total highest
annual compensation accepted by the Board of Commissioners,
to the annual average of total compensation received by the
employees. This shall be under the policy of the Management,
recognizing the Company as a closed company. [G4-54, G4-55]
Frequency of Meeting and Attendance Rate of the Board of Commissioners As per the Company’s Articles of Association, the Board of
Commissioners shall have the responsibilities to conduct meetings
discussing important affairs, as part of its function of supervision.
In 2015, the Board of Commissioners managed to hold 5 meetings.
Frekuensi Pertemuan Dewan Komisaris dan Tingkat Kehadiran [G4-49]Frequency of Meeting of the Board of Commissioners and its Attendance Rate
Nama KomisarisName of Commissioner
Jumlah Pertemuan dalam Masa Jabatan
Total Meetings During Tenureship
Jumlah Kehadiran
Total Attendance
% Kehadiran% of
Attendance
Masa JabatanTenureship
Yenni Andayani 2 2 100% 5 Maret - 31 Desember 2015March 5 - December 31, 2015
Bistok Simbolon 5 3 60% 1 Januari - 31 Desember 2015January 1 - December 31, 2015
Maxi Eman 2 2 100% 29 Oktober - 31 Desember 2015October 29 - December 31, 2015
Wim Tangkilisan 5 3 60% 1 Januari - 31 Desember 2015January 1 - December 31, 2015
Muhamad Husen 3 3 100% 1 Januari - 5 Maret 2015January 1 - March 5, 2015
Muhammad Syahid 5 4 80% 1 Januari - 1 Juli 2015January 1 - July 1, 2015
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
164 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 165 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Program Pelatihan Untuk Meningkatkan Kompetensi Dewan KomisarisSelama tahun 2015 Perusahaan menyertakan anggota Dewan
Komisaris dalam program dan kegiatan, yang dimaksudkan
untuk meningkatkan kompetensi mereka. [G4-43]
Training Programs for Competence Building of the Board of Commissioners As far as 2015, the Company has inquired members of the Board
of Commissioners to get involved in trainings and programs, of
which means to improve their competence. [G4-43]
Program Pelatihan Dewan KomisarisTraining Program for the Board of Commissioners
No Tempat dan Tanggal KegiatanVenue and Date of Activity
Komisaris Commissioner
Bentuk dan Tema KegiatanType and Theme of Activity
1 Jakarta, 17-18 November 2015Jakarta, November 17th - 18th, 2015
Bistok Simbolon
Professional Directorship Program for BOD & BOC Pertamina Subsidiaries & Affiliation
2 Jakarta, 17-18 November 2015Jakarta, November 17th - 18th, 2015
Wim Tangkilisan
Rapat Gabungan Dewan Komisaris dan Direksi
Salah satu bentuk hubungan formal yang dilakukan Dewan
Komisaris bersama Direksi dalam rangka pelaksanaan fungsi
dan tugas masing-masing Organ Perseroan yaitu melalui
mekanisme rapat yang diselenggarakan Dewan Komisaris
bersama Direksi (Rapat Gabungan).
Rapat Gabungan merupakan bentuk rapat koordinasi
yang diselenggarakan antara Dewan Komisaris bersama
Direksi untuk membahas laporan kinerja Perseroan, hal
penting dan strategis serta masalah-masalah yang dihadapi
Perseroan dalam rangka pelaksanaan fungsi pengawasan dan
Joint Meeting of the Board of Commissioners and Board of DirectorsA formal relationship between the Board of Commissioners
and Board of Directors in terms of implementing its respective
functions and duties as the Company’s Organs is to undergo
through a meeting mechanism, which is hold by the Board of
Commissioners joined by the Board of Directors (Joint Meeting).
Joint Meeting serves as a coordination meeting held by the
Board of Commissioners and Board of Directors to discuss the
Company’s performance report, imperative and strategic affairs,
as well as issues incurred by the Company within its course of
implementing supervision and recommendation effected by the
166 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 167 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Jumlah Kehadiran Rapat Dewan Komisaris dan Direksi per 31 Desember 2015 [G4-49]Total Attendance of Meeting of the Board of Commissioners and Board of Directors per December 31st, 2015
Frekuensi Pertemuan Dewan Komisaris dan Tingkat Kehadiran Frequency of Meeting of the Board of Commissioners and its Attendance Rate
No Nama KomisarisName of Commissioner
Jumlah Pertemuan dalam Masa Jabatan
Total Meetings During Tenureship
Jumlah Kehadiran
Total Attendance
% Kehadiran% of
Attendance
Masa JabatanTenureship
1 Yenni Andayani 9 9 100%5 Maret - 31 Desember 2015March 5 - December 31, 2015
2 Bistok Simbolon 11 6 55%1 Januari - 31 Desember 2015January 1 - December 31, 2015
3 Maxi Eman 3 3 100%29 Oktober - 31 Desember 2015October 29 - December 31, 2015
4 Wim Tangkilisan 11 11 100%1 Januari - 31 Desember 2015January 1 - December 31, 2015
5 Muhamad Husen 2 2 100%1 Januari - 5 Maret 2015January 1 - March 5, 2015
6 Muhammad Syahid 5 5 100%1 Januari - 1 Juli 2015
March 5 - December 31, 2015
7 Irfan Zainuddin 7 6 86%23 April - 31 Desember 2015April 23 - December 31, 2015
8 Khairul Rozaq 11 9 82%1 Januari - 31 Desember 2015January 1 - December 31, 2015
9 Ali Mundakir 5 5 100%6 Agustus - 31 Desember 2015August 6 - December 31, 2015
10 A.B. Hadi Karyono 11 10 91%1 Januari - 31 Desember 2015January 1 - December 31, 2015
11 Roni Gunawan 4 4 100%1 Januari - 23 April 2015January 1 - April 23, 2015
12 Richard H. Tamba 5 5 100%1 Januari - 6 Agustus 2015January 1 - August 6, 2015
penasehatan yang dilakukan oleh Dewan Komisaris. Rapat
Gabungan dapat diselenggarakan dalam rangka pengambilan
keputusan oleh Dewan Komisaris atas usulan Direksi maupun
pemberian rekomendasi atau arahan dari Dewan Komisaris
atas permasalahan yang disampaikan Direksi.
Selama tahun 2015 Rapat Gabungan Dewan Komisaris dan
Direksi telah dilaksanakan sebanyak 11 kali.
Board of Commissioners. The Joint Meeting shall be invoked for the
purposes of decision making by the Board of Commissioners upon
the recommendation of the Board of Directors and conferral of
recommendations or directions from the Board of Commissioners
regarding issues submitted by the Board of Directors.
In 2015, the Joint Meeting of the Board of Commissioners and
Board of Directors have taken place 11 times.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
166 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 167 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Direksi
Direksi bertugas menjalankan segala tindakan yang berkaitan
dengan pengurusan Perusahaan, untuk kepentingan
Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan,
serta mewakili Perusahaan baik di dalam maupun di luar
pengadilan tentang segala hal dan segala kejadian, dengan
pembatasan-pembatasan sebagaimana diatur dalam peraturan
perundang-undangan, Anggaran Dasar dan/atau keputusan
RUPS.
Keanggotaan dan komposisi Direksi disesuaikan dengan
kebutuhan serta sifat bisnis Perusahaan. Pembagian tugas di
antara anggota Direksi didasarkan pada struktur organisasi
Perusahaan.
Susunan Direksi Komposisi Direksi merupakan perpaduan para profesional
yang memiliki pengetahuan dan pengalaman sesuai yang
dibutuhkan Perusahaan. Hal ini menjadikan berlangsungnya
proses pengambilan putusan yang efektif, efisien dan segera.
Berdasarkan Keputusan Sirkuler Pemegang Saham tanggal
23 April 2015, nama jabatan Direktur Perencanaan dan
Pengembangan berubah menjadi Direktur Eksplorasi dan
Pengembangan.
Hingga 31 Desember 2015 keanggotaan dan komposisi Direksi
terdiri dari 4 orang. Mereka adalah: [G4-38]
a. Direktur Utama
b. Direktur Eksplorasi & Pengembangan
c. Direktur Operasi
d. Direktur Keuangan
Board of Directors
Board of Directors shall be responsible in conducting any activities
related to the management of the Company, for the interest of
the Company and in accordance with the purposes and objectives
of the Company, as well as to represent the Company in and out
of court concerning all matters and incidents, with boundaries
regulated in legislations, Articles of Association and/or decisions
of GMS.
Membership and composition of the Board of Directors to be
aligned with requirements and nature of business of the Company.
Division of labor among members of the Board of Directors are
oriented to the organizational structure of the Company.
Composition of the Board of Directors Composition of the Board of Directors consists of combination of
professionals with knowledge and experience that are required by
the Company. This will create an effective, efficient and immediate
process of decision making.
Based on the Circular Resolution of Shareholders dated April 23rd
2015, the title of Planning and Development Director was altered
to Exploration and Development Director.
Up to December 31st, 2015, the membership and composition of
the Board of Directors consist of 4 people, which are: [G4-38]
a. President Director
b. Exploration & Development Director
c. Operation Director
d. Finance Director
Susunan Direksi Per 31 Desember 2015Composition of Board of Directors Per December 31st, 2015
No NamaName
Gender JabatanPosition
Tanggal PengangkatanDate of Appointment
1 Irfan Zainuddin Laki-lakiMale
Direktur UtamaPresident Director
23 April 2015April 23rd, 2015
2 Khairul Rozaq Laki-lakiMale
Direktur Eksplorasi & PengembanganExploration & DevelopmentDirector
15 April 2013April 15th, 2013
3 Ali Mundakir Laki-lakiMale
Direktur OperasiOperation Director
6 Agustus 2015August 6th, 2015
4 A.B. Hadi Karyono Laki-lakiMale
Direktur KeuanganFinance Director
20 November 2013November 20th, 2013
168 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 169 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Anggota Direksi ditentukan oleh Pemegang Saham dan
ditetapkan melalui RUPS. Penentuan anggota Direksi
dilaksanakan sesuai peraturan perundang-undangan yang
berlaku, dengan mempertimbangkan kriteria-kriteria yang
ditetapkan Pemegang Saham, antara lain: [G4-40]
a. Memiliki keahlian, integritas, kepemimpinan, pengalaman,
jujur, dan perilaku yang baik serta dedikasi tinggi untuk
memajukan dan mengembangkan Perusahaan.
b. Mampu melaksanakan perbuatan hukum dan tidak pernah
dinyatakan pailit serta tidak pernah menjadi anggota
Direksi atau Dewan Komisaris yang dinyatakan bersalah
menyebabkan suatu perusahaan dinyatakan pailit dalam
waktu 5 tahun sebelum pengangkatannya.
c. Tidak pernah dihukum karena melakukan tindak pidana yang
merugikan keuangan negara dalam waktu 5 tahun sebelum
pengangkatannya.
Members of the Board of Directors are determined by the
Shareholders and approved through GMS. The determination
of members of the Board of Directors is based on the prevailing
legislations, by taking account the established criterias by the
Shareholders, among others: [G4-40]
a. To possess skills, integrity, leadership, experience, honesty, and
good behavior as well as strong dedication to advance and
develop the Company.
b. To be able to perform legal actions and never to be claimed
bankruptcy as well as never be the member of the Board of
Directors and Board of Commissioners that is convicted guilty
causing the company in bankrupt within 5 years prior to the
appointment.
c. To never receive punishment due to criminal offense that
put the state’s finance at loss within 5 years prior to the
appointment.
IRFAN ZAINUDDIN
Direktur UtamaPresident Director
ALI MUNDAKIR
Direktur OperasiOperation Director
A.B. HADI KARYoNo
Direktur KeuanganFinance Director
KHAIRUL RoZAQ
Direktur Eksplorasi & PengembanganExploration & Development Director
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
168 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 169 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
d. Tidak memiliki hubungan keluarga sedarah sampai derajat
ke-3, baik menurut garis lurus maupun garis ke samping
atau hubungan semenda dengan anggota Direksi dan/atau
anggota Dewan Komisaris lainnya.
e. Tidak mewakili kepentingan partai politik tertentu.
Perusahaan memastikan independensi masing-masing anggota
Direksi, sehingga dalam hal pengambilan keputusan dipastikan
tidak ada intervensi dari pihak luar.
Antara para anggota Direksi dan antara anggota Direksi
dengan anggota Dewan Komisaris, dilarang memiliki hubungan
keluarga sedarah sampai dengan derajat ke-3, baik menurut
garis lurus maupun garis kesamping, termasuk hubungan
semenda (menantu atau ipar). [G4-41]
Board Manual Bagi DireksiDireksi dalam melaksanakan tugas dan tanggung jawabnya
juga berpedoman kepada Panduan Tata Kerja Dewan (Board
Manual), yang disahkan dengan Surat Keputusan Nomor 206/
DKPGE/ XI/2014 dan Nomor Kpts–1226/PGE000/XI/2014-SO.
Aspek yang diatur dalam Board Manual meliputi :
1. Prinsip Dasar
2. Persyaratan Direksi
3. Keanggotaan Direksi
4. Program Pengenalan dan Peningkatan Kapabilitas
5. Independensi (Kemandirian) Direksi
6. Etika Jabatan Direksi
7. Tugas dan Kewajiban Direksi
8. Tugas dan Wewenang Kolegial Direksi
9. Pembagian Tugas Direksi
10. Hak dan Wewenang Direksi
11. Pendelegasian Wewenang diantara Anggota Direksi
12. Rapat Direksi
13. Organ Pendukung Direksi
a. Satuan Pengawasan Internal
b. Sekretaris Perusahaan
14. Hubungan dengan Anak Perusahaan dan Perusahaan
Afiliasi
15. Pertanggungjawaban Direksi
d. To not have family relationships up to third degree, both
vertically and laterally or relationship by marriage with
members of the Board of Directors and/or other members of
the Board of Commissioners.
e. To not represent any interests of a certain political party.
The Company ensures the independence of each member
of the Board of Directors so that process of decision making
certainly receives zero external interventions.
Among members of the Board of Directors and between the
Board of Directors with Board of Commissioners are prohibited
to have family relationships up to 3rd degree, both vertically
and laterally, including relationships by marriage (in-law or
brother in-law). [G4-41]
Board Manual for the Board of DirectorsThe Board of Directors in executing its dutes and responsibilities
are also oriented to the Board Manual, which was ratified through
the Letter of Decree Number 206/DKPGE/XI/2014 and Number
Kpts-1226/PGE000/XI/2014-SO.
Aspects stated in Board Manual are as follow:
1. Basic Principles
2. Requirements of the Board of Directors
3. Membership of the Board of Directors
4. Introduction Program and Capability Building
5. Independence of the Board of Directors
6. Ethics of Position of the Board of Directors
7. Duties and Responsibilities of the Board of Directors
8. Collegial Duties and Authorities of the Board of Directors
9. Division of Labor for the Board of Directors
10. Rights and Authorities of the Board of Directors
11. Delegation of authorities between Members of the Board of
Directors
12. Meeeting of the Board of Directors
13. Supporting Organs of the Board of Directors
a. Internal Monitoring Unit
b. Corporate Secretary
14. Relationships with Subsidiaries and Affiliations
15. Responsibility of the Board of Directors
170 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 171 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Tugas dan Kewajiban DireksiDireksi memiliki tugas dan kewajiban:
a. Menjalankan segala tindakan yang berkaitan dengan
pengurusan Perseroan untuk kepentingan Perseroan dan
sesuai dengan maksud dan tujuan Perseroan.
b. Mewakili Perseroan baik di dalam maupun di luar
Pengadilan tentang segala hal dan segala kejadian dengan
pembatasan-pembatasan sebagaimana diatur dalam
peraturan perundang-undangan, Anggaran Dasar, dan/
atau keputusan RUPS.
c. Mencurahkan tenaga, pikiran, perhatian dan pengabdiannya
secara penuh pada tugas, kewajiban dan pencapaian tujuan
Perseroan.
d. Menyiapkan Rencana Jangka Panjang Perusahaan (RJPP)
yang merupakan rencana strategis yang memuat sasaran
dan tujuan Perseroan yang hendak dicapai dalam jangka
waktu 5 tahun, yang telah ditandatangani bersama
dengan Dewan Komisaris disampaikan kepada RUPS untuk
mendapatkan pengesahan.
e. Menyiapkan rancangan Rencana Kerja dan Anggaran
Perusahaan (RKAP) yang merupakan penjabaran tahunan
dari RJPP dan selanjutnya disampaikan kepada RUPS untuk
mendapatkan pengesahan.
f. Mengadakan dan memelihara pembukuan dan administrasi
Perseroan sesuai kelaziman yang berlaku bagi suatu
Perseroan.
g. Dalam waktu 6 bulan setelah tahun buku Perseroan
ditutup, menyampaikan Laporan Tahunan yang telah
ditandatangani oleh Direksi dan Dewan Komisaris kepada
RUPS untuk mendapatkan persetujuan.
h. Menyusun sistem akuntansi sesuai dengan Standar
Akuntansi Keuangan dan berdasarkan prinsip-prinsip
pengendalian internal, terutama fungsi pengurusan,
pencatatan, penyimpanan dan pengawasan.
i. Memberikan pertanggungjawaban dan segala keterangan
tentang keadaan jalannya Perseroan berupa laporan
kegiatan Perseroan termasuk laporan keuangan baik
dalam bentuk laporan berkala menurut cara dan waktu
yang ditentukan dalam Anggaran Dasar ini serta setiap kali
diminta oleh RUPS.
j. Menyiapkan dan menetapkan susunan organisasi Perseroan
lengkap dengan perincian dan tugasnya.
Duties and Responsibilities of the Board of the DirectorsThe Board of Directors hold duties and responsibilities as follow:
a. Conduct any actions related to the management of the
Company for the interest of the Company and in accordance
with the purposes and objectives of the Company.
b. Represent the Company in and out of court concerning
all matters and incidents with boundaries regulated in
legislations, Articles of Assocation, and/or decisions of GMS.
c. Devote energy, ideas, attention and full dedication to its
duties, responsibilities and achievement of purposes of the
Company.
d. Prepare Long Term Plan (RJPP) that consists of strategic
plan completed with target and purposes of the Company
within the following 5 years, and has been collectively signed
by the Board of Commissioners to be delivered to GMS for
authorization.
e. Prepare the Company’s Work Plan and Budget (RKAP) that
illustrates description of annual RJPP and to be submitted to
GMS for authorization.
f. Organize and maintain entries and administration of the
Company as per the respected custom for a Company.
g. Within 6 months after closing its fiscal year, the Company to
submit Annual Report that has been signed by the Board of
Directors and Board of Commissioners to GMS for approval.
h. Prepare an accounting system that is in line with the
Financial Accounting Standards and based on principles of
internal control, especially function of management, record,
safekeeping and monitoring.
i. Provide responsibility and all clarities on the conditions of the
Company in the form of activity report, including periodical
financial statement in a determined method and timeline
stated in the Articles of Association as well as per inquiry by
GMS.
j. Prepare and determine the Company’s organization structure
complete with its details and duties.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
170 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 171 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
k. Memberikan penjelasan tentang segala hal yang dinyatakan
atau diminta anggota Dewan Komisaris.
l. Menjalankan kewajiban-kewajiban lainnya sesuai dengan
ketentuan-ketentuan yang diatur dalam Anggaran Dasar
ini dan yang ditetapkan oleh RUPS berdasarkan peraturan
perundang-undangan yang berlaku.
m. Mematuhi ketentuan-ketentuan lain yang berlaku di
induk perusahaan Perseroan dan dinyatakan berlaku
bagi Perseroan dan/atau ketentuan-ketentuan lain yang
ditetapkan dan disetujui oleh RUPS.
n. Dengan itikad baik dan penuh tanggung jawab menjalankan
tugas untuk kepentingan dan usaha Perseroan dengan
mematuhi peraturan perundang-undangan yang berlaku.
Pembagian Tugas Masing-Masing DireksiDirektur Utama:1. Memberikan arahan dan mengendalikan visi, misi dan
strategi serta kebijakan Perusahaan,
2. Memimpin para anggota Direksi dalam melaksanakan
keputusan Direksi.
3. Memimpin dan mendorong terlaksananya pembentukan
budaya Perusahaan, peningkatan citra dan Tata Kelola
Perusahaan yang Baik (Good Coporate Governance).
4. Menyelenggarakan dan memimpin Rapat Direksi secara
periodik sesuai ketetapan Direksi atau rapat-rapat lain
apabila dipandang perlu sesuai usulan Direksi.
5. Atas nama Direksi, mengesahkan semua surat keputusan
Direksi sesuai dengan jenis keputusan yang dalam Anggaran
Dasar atau ketetapan lainnya.
6. Dalam hal pengadaan barang dan/jasa, atas nama
Direksi dapat memberikan persetujuan/izin prinsip
untuk mencapai maksud dan tujuan Perusahaan sesuai
ketentuan pengadaan barang dan/atau jasa yang berlaku di
Perusahaan.
7. Atas nama Direksi mewakili Perusahaan di dalam maupun
di luar pengadilan dan/atau dapat menunjuk Direksi lain,
pekerja atau pihak lain untuk mewakili Perusahaan di dalam
dan di luar pengadilan.
8. Atas nama Direksi, menentukan keputusan Direksi, apabila
dalam voting pada rapat Direksi terdapat jumlah suara yang
sama banyak antara suara yang setuju dan tidak setuju.
9. Memberikan informasi kepada Stakeholders terhadap
keputusan Direksi yang memberi dampak besar kepada
publik baik yang berkaitan dengan keputusan bisnis,
aspek legal, ataupun isu-isu tentang Perusahaan yang
berkembang di masyarakat.
k. Provide details of all matters stated or inquired by members of
the Board of Commissioners.
l. Conduct other responsibilities in accordance with regulations
dictated in the Articles of Association and that of determined
by GMS based on the prevailing legislations.
m. Comply to other regulations in effect in the holding company
of the Company and declared valid for the Company and/or
other regulations set and approved by GMS.
n. With good faith and full responsibility in conducting its duties
for the interest and business of the Company by conforming to
the prevailing legislations.
Tasks Allocation of each DirectorPresident Director:1. Provide direction and control to the vision, mission, strategy
and the Company’s policies,
2. Lead members of the Board of Directors in carrying out the
Board’s decision,
3. Lead and encourage the the establishment of corporate
culture, enhancement of corporate image and Good Coporate
Governance,
4. Organize and lead the Board of Directors’ meetings
periodically in accordance with provisions of the Board of
Directors or other meetings as necessary and proposed by the
Board of Directors.
5. On behalf of the Board of Directors, ratify all Decrees of
Directors in accordance with the type of decision in the
Articles of Association or other stipulations.
6. In the case of procurement of goods and/or services, on behalf
of the Board of Directors may grant approval/permission to
achieve objectives of the Company in accordance with the
provision procurement of goods and/or services applicable in
the Company.
7. On behalf of the Board of Directors to represent the Company
in and out of Court and/or could appoint other Directors,
employees or other parties to represent the Company in and
out of court.
8. On behalf of the Board of Directors, determine the Board’s
decision if during the vote in a meeting there are equal
numbers between agrees and disagree.
9. Provide information to Stakeholders regarding to Board of
Director’s decision that affect largely the public either related
to business decisions, legal aspects, or rumors about the
Company in the community.
172 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 173 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
10. Memimpin dan mengkoordinasi fungsi-fungsi langsung
yang berada dibawah Direktur Utama antara lain Sekretaris
Perusahaan, Internal Audit dan lain-lain dalam mencapai
sasaran kinerja Perusahaan yang telah ditetapkan.
11. Dalam menjalankan tugas dan wewenangnya, Direktur
Utama dapat melimpahkan sebagian tugas dan
wewenangnya kepada Direksi lainnya sesuai dengan tugas
dan wewenang masing-masing Direksi tersebut.
12. Dalam menjalankan tugas dan wewenangnya, Direktur
Utama berwenang melakukan korespondensi dengan pihak
eksternal yang terkait.
Direktur Eksplorasi & Pengembangan:1. Mengkaji kelayakan bisnis baru sesuai rencana bisnis dan
kebijakan pertumbuhan usaha Perusahaan.
2. Memimpin dan mengendalikan seluruh kegiatan proyek
yang bersifat growth (Proyek Baru Renbang, Proyek
Perluasan dan Proyek Penyiapan Area Baru).
3. Melakukan evaluasi segenap kegiatan pengembangan
bisnis berbasis risk management dan menjaga hubungan
baik dengan pihak pelanggan untuk memastikan lingkup
dan persyaratan kontrak yang menguntungkan bagi
Perusahaan.
4. Memimpin dan mengendalikan segenap kegiatan survei
geokimia, geologi dan geofisika pada proyek-proyek di
bawah kendali Direktorat Renbang.
5. Mengkoordinir penyusunan RKA (Rencana Kerja dan
Anggaran) dan RJP (Rencana Jangka Panjang) Perusahaan
serta melakukan evaluasi perencanaan secara berkala.
6. Memimpin dan mengendalikan pengelolaan sumber daya
yang berada dalam tanggung jawab Direktorat Renbang.
7. Perencanaan, pelaksanaan dan pengendalian proyek untuk
memastikan bahwa tujuan project yaitu Safety, On Time, On
Budget, On Specification dan On Return dapat tercapai.
8. Melaporkan secara berkala segenap kemajuan kegiatan
kepada Direktur Utama.
9. Bersama-sama dengan Direktorat lain melakukan sinergi,
kerjasama yang kuat dan saling mendukung dalam aktivitas
bisnis dan operasional Perusahaan sehari-hari.
10. Dalam menjalankan tugas dan wewenangnya, Direktur
Eksplorasi dan Pengembangan berwenang mewakili
Perusahaan di dalam maupun di luar pengadilan dan/
atau dapat menunjuk anggota Direksi lain, pekerja atau
pihak lain untuk mewakili Perusahaan di dalam dan di luar
pengadilan.
11. Dalam menjalankan tugas dan wewenangnya, Direktur
Eksplorasi dan Pengembangan berwenang melakukan
korespondensi dengan pihak eksternal yang terkait.
10. Lead and coordinate functions that are directly under the
President Director, such as the Corporate Secretary, Internal
Audit Department and others, to achieve performance targets.
11. In carrying out its duties and authorities, President Director
may delegate some tasks and responsibilities to the other
Directors in accordance with each respective duty and
authority.
12. In carrying out its duties and authorities, President Director is
authorized to conduct correspondence with related external
parties.
Exploration & Development Director:1. Assess the feasibility of new business according to the business
plan and the Company’s growth policy.
2. Lead and control all project activities related to growth (new
Project Renbang, Expansion Project and new Area Preparation
Project)
3. Evaluate all business development activities based on risk
management and maintain good relationships with the
customer to ensure the scope and terms of the contract to be
beneficial to the Company.
4. Lead and control all activities in surveys of geochemical,
geological and geophysical in projects under the control of the
Renbang Directorate.
5. Coordinate the preparation of RKAP (Work Plan and Budget)
and RJP (Long Term Plan) as well as evaluate the planning
periodically.
6. Lead and control resources management within the
responsibility of the Renbang Directorate.
7. Develops plan, implementation and control of projects to
ensure the objectives, which are Safet, On Time, On Budget,
On Specification and On Return, can be achieved.
8. Report regularly all activities progress to President Director.
9. Together with other Directorates to conduct synergy, strong
cooperation and support each other in the daily business and
operational activities.
10. In carrying out its duties and authorities, Exploration and
Development Director is authorized to represent the Company
in and out of the Court and/or may appoint another member
of the Board of Directors, employees or other parties to
represent the Company in and out of the Court.
11. In carrying out its duties and authorities, Exploration and
Development Director is authorized to conduct correspondence
with related external parties.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
172 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 173 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Direktur Operasi:1. Mengarahkan dan mengevaluasi segenap kegiatan yang
berkaitan dengan operasi produksi.
2. Merencanakan dan mengevaluasi keandalan sarana serta
fasilitas operasi dan fasilitas pendukung.
3. Mengembangkan standar engineering untuk segenap
kegiatan operasi di area.
4. Merencanakan, mengarahkan dan mengevaluasi segenap
kegiatan yang berkaitan dengan pengendalian kinerja
pemboran make up wells, utilisasi dan pengoperasian power
plant.
5. Memimpin dan mengendalikan seluruh kegiatan proyek
utilisasi dan pembangkitan.
6. Mengarahkan dan mengevaluasi kegiatan kemitraan bisnis.
7. Mengendalikan segenap kinerja kegiatan kemitraan bisnis
operasional dalam aspek finansial dan non-finansial.
8. Menetapkan mekanisme pengendalian segenap risiko
operasional dan mengawasi status penanganan.
9. Melaporkan secara berkala segenap kemajuan kegiatan
kepada Direktur Utama.
10. Bersama-sama dengan Direktorat lain melakukan sinergi,
kerjasama yang kuat dan saling mendukung dalam aktivitas
bisnis dan operasional Perusahaan sehari-hari.
11. Dalam menjalankan tugas dan wewenangnya, Direktur
Operasi berwenang mewakili Perusahaan di dalam
maupun di luar pengadilan dan/atau dapat menunjuk
anggota Direksi lain, pekerja atau pihak lain untuk mewakili
Perusahaan di dalam dan diluar pengadilan.
12. Dalam menjalan tugas dan wewenangnya, Direktur Operasi
berwenang melakukan korespondensi dengan pihak
eksternal yang terkait.
Operation Director:1. Direct and evaluate all activities related to the production
operations.
2. Plan and evaluate the reliability of facilities, operating and
supporting facilities.
3. Develop engineering standards for all operations in the area.
4. Plan, direct and evaluate all activities related to the control
of drilling performance of make up wells, utilization and
operation of the power plant.
5. Lead and control all utilization and power generating projects.
6. Direct and evaluate business partnerships activities.
7. Control the performance of all operational activities of
business partnerships in the financial and non-financial
aspects.
8. Establish control mechanisms of all operational risk and
supervise the handling status.
9. Regularly report the progress of all activities to President
Director.
10. Together with other Directorate to conduct synergy, strong
cooperation and support each other in Company’s daily
business and operational activities.
11. In carrying out its duties and authorities, Operation Director is
authorized to represent the company in and out of the Court
and/or may appoint another member of the Board of Directors,
employees or other parties to represent the Company in and
out of the Court.
12. In carrying out its duties and authorities, Operation Director is
authorized to conduct correspondence with related external
parties.
Sepanjang tahun 2015, Direksi telah melakukan 25 rapat dengan agenda antara lain membahas kegiatan
operasional, kepegawaian, dan perencanaan strategis.
In 2015, the Board of Directors has conducted 25 meetings withthe agenda, including operational activities, employment, and
strategic plan.
174 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 175 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Direktur Keuangan:1. Merencanakan, mengelola dan mengontrol keuangan
Perusahaan agar berfungsi maksimal dalam mendukung
aktivitas bisnis dan operasional Perusahaan yang
berlandasan pada prinsip pengelolaan keuangan yang
berbasis pada risk management.
2. Berkoordinasi dengan direktorat keuangan PT Pertamina
(Persero) dalam hal penerimaan dan pengeluaran keuangan
serta investasi Perusahaan.
3. Melaporkan secara berkala status pengendalian keuangan
Perusahaan kepada Direktur Utama.
4. Bersama-sama dengan Direktorat lain melakukan sinergi,
kerjasama yang kuat dan saling mendukung dalam aktifitas
bisnis dan operasional Perusahaan sehari-hari.
5. Dalam menjalankan tugas dan wewenangnya, Direktur
Keuangan berwenang mewakili Perusahaan di dalam
maupun di luar pengadilan dan/atau dapat menunjuk
anggota Direksi lain, pekerja atau pihak lain untuk mewakili
Perusahaan di dalam dan diluar pengadilan.
6. Dalam menjalan tugas dan wewenangnya, Direktur
Keuangan berwenang melakukan korespondensi dengan
pihak eksternal yang terkait.
Hak dan Wewenang DireksiDireksi memiliki hak dan wewenang:
a. Mengikat Perusahaan dengan pihak lain dan pihak lain
dengan Perusahaan dengan sejumlah pembatasan.
b. Melakukan segala tindakan dan perbuatan baik mengenai
pengurusan maupun pemilikan sesuai dengan ketentuan
peraturan perundang-undangan yang berlaku.
c. Menetapkan kebijakan dalam kepemimpinan dan
kepengurusan Perusahaan.
d. Mengatur penyerahan kekuasaan Direksi untuk mewakili
Perusahaan di dalam dan di luar Pengadilan kepada
seseorang atau beberapa orang anggota Direksi yang
khusus ditunjuk untuk itu atau kepada seseorang atau
beberapa orang Pekerja Perusahaan baik sendiri-sendiri
maupun bersama-sama atau kepada pihak lain.
e. Mengatur ketentuan-ketentuan tentang kepegawaian
Perusahaan termasuk pembinaan pegawai, penetapan upah
dan penghasilan lain, pesangon dan/atau penghargaan atau
pengabdian serta manfaat pensiun bagi pekerja Perusahaan
berdasarkan peraturan perundang-undangan yang berlaku
dan/atau keputusan RUPS.
Finance Director:1. Plan, manage and control the Company’s financial to function
optimally to support business and operations of the Company,
based on the principles of risk financial management.
2. Coordinate with finance directorate of PT Pertamina (Persero)
in terms of revenues, expenditures and investments.
3. Report periodically the status of the Company’s financial
control to President Director.
4. Together with other Directorates to conduct synergy, strong
cooperation and support each other in daily business and
operational activities.
5. In carrying out its duties and authorities, Finance Director is
authorized to represent the company in and out of the Court
and/or may appoint another member of the Board of Directors,
employees or other parties to represent the Company in and
out of the Court.
6. In carrying out its duties and authorities, Finance Director is
authorized to conduct correspondence with related external
parties.
Rights and Authorities of the Board of DirectorsThe Board of Directors have rights and authorities as follow:
a. To bind the Company with another party and vice versa with a
number of limitations.
b. To conduct all measures and deeds that are pertaining to
management and ownerships in accordance with the prevailing
legislations.
c. To determine policies in terms of leadership and management
of the Company.
d. To arrange delegation of authority of the Board of Directors
to represent the Company in and out of court to an individual
or several members of the related board, whom speficially
appointed for the cause or to an individual or several employees
of the Company, whether it is individually or collectively or to
another party.
e. To arrange regulations pertaining to employment of
the Company, including employees’ development, wage
determination and other incomes, severance and/or rewards
or dedication as well as retirement benefit for employees of the
Company based on the prevailing legislations and/or decisions
of GMS.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
174 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 175 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
f. Mengangkat dan memberhentikan Pekerja Perusahaan
berdasarkan peraturan perundang-undangan dan peraturan
kepegawaian Perusahaan yang berlaku.
g. Memberi penghargaan dan sanksi (reward and punishment)
kepada Pekerja Perusahaan berdasarkan peraturan
kepegawaian Perusahaan.
h. Memastikan sumber daya manusia Perusahaan memiliki
kompetensi dan kemampuan yang handal sesuai dengan
bidang tugasnya.
i. Mengangkat dan memberhentikan Sekretaris Perusahaan
berdasarkan aturan dan ketentuan yang berlaku.
j. Melakukan aktivitas di luar Perusahaan yang tidak secara
langsung berhubungan dengan kepentingan Perusahaan
seperti pembicara/narasumber dalam seminar, workshop,
dan kegiatan sejenis dan/atau menjadi pengurus asosiasi
bisnis dan sejenisnya diperkenankan sebatas menggunakan
waktu yang wajar dan sepengetahuan Direktur Utama atau
Direktur lainnya.
k. Memperoleh cuti sesuai ketentuan yang berlaku.
l. Mempergunakan saran profesional.
m. Menerima gaji berikut fasilitas dan tunjangan lainnya yang
jumlahnya ditetapkan oleh RUPS dengan memperhatikan
ketentuan-ketentuan peraturan perundang-undangan yang
berlaku.
n. Apabila Perusahaan mencapai tingkat keuntungan, maka
Direksi dapat menerima insentif sebagai imbalan atas
prestasi kerjanya yang besarnya ditetapkan oleh RUPS.
o. Mendapatkan sarana dan fasilitas Perusahaan serta
santunan purna jabatan sesuai dengan hasil penetapan RUPS
yang penyediaannya disesuaikan dengan kondisi keuangan
Perusahaan, asas kepatuhan dan kewajaran serta tidak
bertentangan dengan peraturan perundang-undangan yang
berlaku. Penjabaran tentang sarana dan fasilitas Perusahaan
dituangkan lebih lanjut dalam keputusan RUPS.
p. Menetapkan dan menyesuaikan struktur organisasi
Perusahaan.
f. Appoint and dismiss Employees of the Company based on
the prevailing legislations and the Company’s employment
regulation.
g. Contributes reward and punishment to Employees of the
Company based on the Company’s employment regulation.
h. Ensure the Company’s human resources to be prepared with a
reliable competence and skills as per its scope of work.
i. Appoint and dismiss Corporate Secretary based on the
prevailing regulations and stipulations.
j. Conduct activities outside the Company, which are not
indirectly related to the Company’s interest, such as a speaker
person in a seminar, workshop, and alike activities and/or
become business associate manager and so forth as long as it is
within reasonable time and with the consent of the President
Director and other Directors.
k. Own leaves as per the prevailing regulations.
l. Utilize its professional recommendations.
m. Receive salary with its facilities and other benefits to which the
amount is set by GMS by considering the prevailing legislations.
n. If the Company achieves a certain level of profit, then the
Board of Directors shall receive an incentive as a reward for
their performance, to which the amount is set by GMS.
o. Receive means and facilities of the Company as well as pension
benefits in accordance with decisions of GMS, to which the
provision to be aligned with the Company’s financial condition,
compliance and fairness as well as not against the prevailing
legislations. Details of these items are further explained in the
decree of GMS.
p. Determine and align the Company’s organization structure.
176 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 177 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Setiap anggota Direksi bertanggung jawab penuh secara
pribadi apabila yang bersangkutan bersalah atau lalai
menjalankan tugasnya untuk kepentingan dan usaha
Perseroan, kecuali apabila anggota Direksi yang bersangkutan
dapat membuktikan bahwa:
a. Kerugian tersebut bukan karena kesalahan atau kelalaiannya;
b. Telah melakukan pengurusan dengan itikad baik dan kehati-
hatian untuk kepentingan dan sesuai dengan maksud dan
tujuan Perseroan;
c. Tidak mempunyai benturan kepentingan baik langsung
maupun tidak langsung atas tindakan pengurusan yang
mengakibatkan kerugian; dan
d. Telah mengambil tindakan untuk mencegah timbul atau
berlanjutnya kerugian tersebut
Frekuensi Pertemuan dan Tingkat Kehadiran Direksi [G4-49]
Sepanjang tahun 2015, Direksi telah melakukan 25 pertemuan
(rapat) dengan agenda membahas antara lain mengenai
kegiatan operasional Perusahaan, kepegawaian Perusahaan,
dan perencanaan strategis Perusahaan.
Each member of the Board of Directors is completely responsible
personally if the concerned is found guilty or negligent in
conducting its duties for the interest and business of the Company,
unless the concerned member of the Board of Directors able to
provide evidence that:
a. The loss is not because of his/her error or negligence;
b. Good faith and prudence have been realized for the interest,
purposes and objective of the Company;
c. The concerned claims not to have any conflict of interests
directly and indirectly to the act of management that is
inflicting losses; and
d. The concerned has taken measures to prevent the loss to occur
or to continue to occur.
Frequency of Meeting and Attendance Rate of the Board of Directors [G4-49]
Throughout 2015, the Board of Directors has performed 25
meetings with the agenda including the operational activities of
the Company, employment, and strategic plan of the Company.
No. NamaName
Jumlah Rapat dalam Masa Jabatan
Total Meetings during Tenureship
Jumlah Kehadiran RapatTotal Attendance
Persentase Kehadiran
Percentage of Attendance
Masa JabatanTenureship
1 Irfan Zainuddin 16 16 100% 23 April – 31 Desember 2015April 23rd – December 31st, 2015
2 Khairul Rozaq 25 25 100% 1 Januari – 31 Desember 2015January 1st – December 31st, 2015
3 Ali Mundakir 9 9 100% 6 Agustus – 31 Desember 2015August 6th – December 31st, 2015
4 A.B. Hadi Karyono 25 25 100% 1 Januari – 31 Desember 2015January 1st – December 31st, 2015
5 Roni Gunawan 9 9 100% 1 Januari – 23 April 2015January 1st – April 23rd, 2015
6 Richard H. Tamba 16 16 100% 1 Januari – 6 Agustus 2015January 1st – August 6th, 2015
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
176 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 177 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Program dan Kegiatan Peningkatan Kompetensi DireksiProgram and Training of Competence Building for the Board of Directors
No Tempat dan Tanggal KegiatanVenue and Date of Event
DireksiBoard of Directors
Bentuk dan Tema KegiatanType and Theme of Activity
1 25 Februari 2015, JakartaFebruary 25th, 2015, Jakarta
Direktur Eksplorasi & PengembanganExploration & Development Director
Pelatihan Assessment untuk Sesi Umpan Balik dengan Konsultan Daya Dimensi IndonesiaAssessment Training for Feedback Session with the Consultant of Daya Dimensi Indonesia
2 4 Maret 2015, JakartaMarch 4th, 2015, Jakarta
Direktur Eksplorasi & PengembanganExploration & Development Director
Workshop Risk Analysis Overview for Senior Management
3 29-31 Maret 2015, JakartaMarch 29th - 31st, 2015, Jakarta
Direktur OperasiOperation Director
Bali Forum Shring Teknologi Hulu ke 3 2015The 3rd Bali Sharing Forum on Upstream Technology in 2015
4 4 – 5 Mei 2015, JakartaMay 4th - 5th, 2015, Jakarta
Direktur UtamaPresident Director
Program DirectorshipDirectorship Program
5 20 Mei 2015, JakartaMay 20th, 2015, Jakarta
Direktur UtamaPresident Director
Accelerate Business Performance by Creating the “Productive (Lean & Mean) Organization- Role of Corporate Learning
6 19 Agustus 2015, BandungAugust 19th, 2015, Bandung
Direktur KeuanganFinance Director
Workshop Professional Director Program Batch 117
7 20 Agustus 2015, JakartaAugust 20th, 2015, Jakarta
Direktur UtamaPresident Director
Panelist “The role of Operating Company in the National Geothermal Human Capital Development”
8 16-17 September 2015, GarutSeptember 16th – 17th, 2015, Garut
Direktur OperasiOperation Director
Forum Presentasi CIP PGEPresentation Forum of CIP PGE
9 17 September 2015, BandungSeptember 17th, 2015, Bandung
Direktur UtamaPresident Director
Workshop Panas BumiWorkshop on Geothermal
10 17 September 2015, JakartaSeptember 17th, 2015, Jakarta
Direktur Eksplorasi & PengembanganExploration & Development Director
Workshop PETROWEEK 2015
11 29 September 2015, JakartaSeptember 29th, 2015, Jakarta
Direktur UtamaPresident Director
Focus Group Discussion "Menguatkan Infrastruktur Energi Untuk Keandalan dan Ketersediaan Energi Nasional"Focus Group Discussion on “Strengthening Infrastructure Energy for the Reliability and Availability of National Energy”
12 21-22 Oktober 2015, PalembangOctober 21st-22nd, 2015, Palembang
Direktur UtamaPresident Director
Pembicara Seminar Nasional ke 7 Added Value of Energy ResourcesSpeaker at the 7th National Seminar on Added Value of Energy Resources
Program Pelatihan Untuk Meningkatkan Kompetensi DireksiSecara berkesinambungan Perusahaan terus meningkatkan
kompetensi Direksi, dengan menyertakan mereka pada
berbagai kegiatan, baik sebagai peserta ataupun narasumber.
[G4-43]
Training Programs of Competence Building for the Board of DirectorsIn a continuous manner, the Company keeps improving the
competence of the Board of Directors by involving them in several
activities, as a participant or speaker person. [G4-43]
178 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 179 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
13 23 Oktober 2015, PalembangOctober 23rd, 2015, Palembang
Direktur Eksplorasi & PengembanganExploration & Development Director
Pembicara pada Kuliah Umum Geothermal Energy dari Teknik Kimia Politeknik Negeri SriwijayaSpeaker at Public Classroom on Geothermal Energy at State Polytechnic Chemical Engineering of Sriwijaya
14 24 Oktober 2015, PalembangOctober 24th, 2015, Palembang
Direktur Eksplorasi & PengembanganExploration & Development Director
Pembicara pada Forum Nasional Nanoteknologi 2015 dari Teknik Kimia Politeknik Negeri Sriwijaya Speaker at National Forum on Nanotechnology 2015 at State Polytechnic Chemical Engineering of Sriwijaya
15 28 Oktober 2015, JakartaOctober 28th, 2015, Jakarta
Direktur KeuanganFinance Director
Workshop Alternatif Financing dan Credit RatingAlternative Workshop on Financing and Credit Rating
16 6 November 2015, JakartaNovember 6th, 2015, Jakarta
Direktur KeuanganFinance Director
Workshop Penyusunan Laporan Terintegrasi Tahun Buku 2015Workshop on Preparation of the Integrated Report for Fiscal Year 2015
17 14 November 2015, JakartaNovember 14th, 2015, Jakarta
Direktur UtamaPresident Director
Pembicara Dies Natalis Universitas Trisakti ke 50Speaker at the 50th Anniversary of University of Trisakti
18 24-25 November 2015, JakartaNovember 24th – 25th, 2015, Jakarta
Direktur UtamaPresident Director
Pertamina Energy Forum 2015
19 24-25 November 2015, JakartaNovember 24th – 25th, 2015, Jakarta
Direktur KeuanganFinance Director
Pertamina Energy Forum 2015- Sustainable Energy for Indonesia Growth
20 27 November 2015, JakartaNovember 27th, 2015, Jakarta
Direktur UtamaPresident Director
Workshop Media
21 14 Desember 2015, JakartaDecember 14th, 2015, Jakarta
Direktur UtamaPresident Director
Enterprise Risk Managemet (ERM) Forum IV
22 17 Desember 2015, BandungDecember 17th, 2015, Bandung
Direktur UtamaDirektur Utama
Undangan Dialog Interaktif - Percepatan Pengembangan Panas Bumi Dalam Kerangka Menunjang Target Pencapaian Bauran Energi 2025Invitation for Interactive Dialogue – Acceleration of Geothermal Development in the Support of Target Achievement of Energy Mix 2025
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
178 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 179 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Penilaian Kinerja Anggota Dewan Komisaris dan Direksi [G4-44]
Rapat Umum Pemegang Saham (RUPS) secara rutin dan
konsisten melaksanakan peninjauan dan penilaian terhadap
kinerja anggota Dewan Komisaris dan Direksi. Penilaian kinerja
anggota Dewan Komisaris dan Direksi untuk periode tahun
buku 2015 dilaksanakan pada Rapat Umum Pemegang Saham
tahun 2016.
Kriteria penilaian mencakup:
• Implementasi dan pelaksanaan tugas dan tanggung jawab
setiap anggota Komisaris dan Direksi berdasarkan Anggaran
Dasar Perusahaan.
• Implementasi dan pelaksanaan keputusan Rapat Umum
Pemegang Saham.
• Realisasi dan pencapaian RKAP.
Kebijakan Remunerasi Dewan Komisaris dan Direksi [G4-51, G4-52, G4-53]
Prosedur penetapan remunerasi bagi anggota Dewan Komisaris
dan Direksi ditetapkan melalui RUPS dengan mengacu kepada
evaluasi kinerja Perusahaan dan pencapaian Key Performance
Indicator (KPI) tahun 2015 yang antara lain terdiri dari:
1. Kinerja keuangan
2. Kinerja operasional
3. Kinerja sumber daya manusia
4. Kinerja lingkungan
5. Kinerja keselamatan dan kesehatan kerja (K3) dan
6. Implementasi tata kelola perusahaan yang baik
Berdasarkan penetapan remunerasi, Dewan Komisaris
menerima remunerasi yang terdiri dari honorarium, fasilitas,
tunjangan, dan tantiem atau imbalan atas kinerja Dewan
Komisaris. Selain itu, untuk Direksi menerima remunerasi yang
terdiri dari gaji, tunjangan, fasilitas, tantiem, atau imbalan atas
kinerja, dan santunan purna jabatan. Adapun besaran jumlah
dari masing-masing komponen remunerasi ini ditentukan
dalam RUPS.
Performance Evaluation of Board of Commissioners and Board of Directors [G4-44]
General Meeting of Shareholders (GMS) is conducted routinely
and consistently to monitor and evaluate the performance
of members of the Board of Commissioners and Directors.
Performance evaluation for fiscal year 2015 was carried out in
the General Meeting of Shareholders (GMS) 2016.
Criterias of evaluation cover these items:
• Implementation and enforcement of duties and responsibilities
of each member of the Board of Commissioners and Board of
Directors based on the Company’s Articles of Association.
• Implementation and enforcement to decisions of the General
Shareholders Meeting.
• Realization and achievement of RKAP.
Remuneration Policy of the Board of Commissioners and Board of Directors[G4-51, G4-52, G4-53]
Procedure of remuneration determination for members of the
Board of Commissioners and Board of Directors is set through
GMS by referring to the performance evaluation of the Company
and achievement of Key Performance Indicator (KPI) 2015, which
consists of:
1. Financial performanace
2. Operational performance
3. Human resources performance
4. Environmental performance
5. Occupational health and safety (OHS) performance; and
6. Implementation of Good Corporate Governance.
Based on the determination of remuneration, the Board of
Commissioners receives a set of remuneration consisting of
honorarium, facilities, benefits and tantiem or rewards to
performance of the Board of Commissioners. Moreover, the Board
of Directors receives a set of remuneration consisting of salary,
benefits, facilities, tantiem, or rewards to performance, and
pension benefits. Amount of each component that makes up these
remunerations are established in GMS.
180 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 181 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Adapun komposisi gaji yang diterima Dewan Komisaris dan
Direksi pada tahun 2015 berdasarkan Keputusan Pemegang
Saham Secara Sirkuler adalah sebagai berikut:
• Anggota Direksi lainnya 90% dari gaji Direktur Utama.
• Komisaris Utama 45% dari gaji Direktur Utama.
• Anggota Komisaris lainnya 90% dari honorarium Komisaris
Utama.
Pemegang Saham Utama Serta Hubungan Afiliasi Anggota Direksi, Dewan Komisaris Dan Pemegang Saham Utama
Pemegang Saham UtamaPemegang saham Perusahaan adalah: [G4-7]
1. PT Pertamina (Persero), dengan kepemilikan saham 90,06%.
2. PT Pertamina Dana Ventura, dengan kepemilikan saham
9,94%.
Hubungan Afiliasi [G4-39]
Perusahaan memastikan tidak ada hubungan afiliasi yang
bersifat kekeluargan antara anggota Direksi, Dewan Komisaris
dan Pemegang Saham Utama/Pengendali.
Sementara untuk hubungan afiliasi bersifat finansial, terdapat
hubungan afiliasi antara anggota Direksi dan Dewan Komisaris
kecuali Komisaris Independen, dengan Pemegang Saham
Utama/Pengendali. Hal ini mengingat status anggota Direksi
dan Dewan Komisaris, kecuali Komisaris Independen, adalah
pekerja PT Pertamina (Persero) yang mendapat penugasan dari
PT Pertamina (Persero) sebagai induk perusahaan.
Hingga akhir periode pelaporan, Perusahaan memiliki 1
Komisaris Independen, yang tidak memiliki hubungan dengan
Pemegang Saham. Uraian tentang Komisaris Independen
disampaikan terpisah dalam Laporan ini.
Composition of salary that is received by the Board of
Commissioners and Board of Directors in 2015 was oriented to
the Circular Resolutions, as seen below:
• Other members of the Board of Directors receive 90% salary of
the President Director.
• President Director receives 45% salary of the President
Director.
• Other members of the Board of Commissioners receive 90%
honorarium of the President Commissioner.
Majority Shareholders and Affiliations of Members of Board of Directors, Board of Commissioners and Majority Shareholders
Majority ShareholdersBelow are the Company’s majority shareholders: [G4-7]
1. PT Pertamina (Persero), with an ownership of 90.06%.
2. PT Pertamina Dana Ventura, with an ownership of 9.94%.
Affiliated Relationships [G4-39]
The Company has to ensure there is no affliated relationships that
is familial between members of the Board of Directors, Board of
Commissioners and Majority/Controlling Shareholders.
Affiliated relationships are financially binded, such as those
between members of the Board of Directors and Board of
Commissioners except Independent Commissioner, with Majority/
Controlling Shareholders. This is to consider the status of members
of the Board of Directors and Board of Commissioners, except
Independent Commissioner, are employees of PT Pertamina
(Persero), of whom are assigned by PT Pertamina (Persero) as the
holding company.
Up to the end of reporting period, the Company has 1 Independent
Commissioner, which did not have relationships with the
Shareholders. Details on the Independent Commissioner are
provided separately in this Report.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
180 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 181 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Namun demikian, Perusahaan memastikan bahwa hubungan
afiliasi yang bersifat finansial, tidak mempengaruhi
independensi atau menimbulkan benturan kepentingan
anggota Direksi maupun Dewan Komisaris dalam pengambilan
keputusan di dalam Perusahaan. Dalam melaksanakan tugas,
tanggung jawab dan wewenangnya, baik Direksi maupun
Dewan Komisaris senantiasa berpedoman pada Pedoman Etika
Usaha dan Tata Perilaku (Code of Conduct), serta Board Manual.
[G4-14]
However, the Company has to assure that the affiliated
relationships are not familial, not affecting independence or
inflicting conflict of interests of the Board of Directors and
Board of Commissioners in decision making process within the
Company. During its implementation of duties, responsibilities
and authorities, both the Board of Directors and Board of
Commissioners constantly abide by the Code of Business Ethics
and Conduct (Code of Conduct) as well as Board Manual. [G4-14]
Hubungan Afiliasi Antara Anggota Direksi, Dewan Komisaris dan Pemegang Saham UtamaAffiliated Relationships between Members of the Board of Directors, Board of Commissioners, and Majority Shareholders
No Hubungan AfiliasiAffiliated Relationship
Jenis Hubungan AfiliasiType of Affiliated Relationship
Kekeluargaan | Family Finansial | Financial
1 Antar-Anggota DireksiInter-Members of the Board of Directors
Tidak AdaNone
Tidak AdaNone
2 Antar-Anggota Direksi dan Dewan KomisarisInter-Members of the Board of Directors and Board of Commissioners
Tidak AdaNone
Tidak AdaNone
3 Antar-Anggota Direksi dengan Pemegang Saham UtamaInter-Members of the Board of Directors with Majority Shareholders
Tidak AdaNone
AdaExist
4 Antar-Anggota Dewan KomisarisInter-Members of the Board of Commissioners
Tidak AdaNone
Tidak AdaNone
5 Antar-Anggota Dewan Komisaris dengan Pemegang Saham UtamaInter-Members of the Board of Commissioners with Majority Shareholders
Tidak AdaNone
AdaExist
Rangkap Jabatan [G4-39]
Tidak ada Direksi Perusahaan yang merangkap jabatan
dalam grup PT Pertamina (Persero). Namun demikian sesuai
kedudukan Perusahaan sebagai anak perusahaan PT Pertamina
(Persero), maka pejabat Komisaris Perusahaan yang bukan
merupakan Komisaris Independen, merangkap jabatan di
dalam grup PT Pertamina (Persero).
Concurrent Positions [G4-39]
There is not found members of the Board of Directors of
the Company, who have dual position within the group of
PT Pertamina (Persero). However, as aligned with the stance
of the Company as the subsidiary of PT Pertamina (Persero),
then Commissioners of the Company who are not positioned as
Independent Commissioner, shall have dual position within the
group of PT Pertamina (Persero).
182 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 183 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Komisaris Perusahaan yang merangkap jabatan dalam grup PT
Pertamina (Persero), adalah:
1. Yenni Andayani, Komisaris Utama
Merangkap jabatan sebagai Direktur Energi Baru dan
Terbarukan PT Pertamina (Persero).
2. Maxi Eman, Komisaris
Merangkap jabatan sebagai VP Investment & Portofolio
Direktorat Keuangan PT Pertamina (Persero).
Pencegahan Benturan Kepentingan [G4-41]
Pedoman Konflik Kepentingan (Conflict of Interest) Nomor A002/
PGE400/2010-S0 tanggal 23 November 2010 memberikan
arahan dan acuan bagi seluruh Insan Perusahaan, berkenaan
dengan potensi benturan kepentingan yang mungkin terjadi
di lingkungan Perusahaan. Pedoman ini bertujuan agar potensi
benturan kepentingan tersebut ditangani sesuai dengan
prinsip-prinsip Tata Kelola Perusahaan yang Baik sehingga
tetap menjunjung tinggi etika dan praktik bisnis yang sehat dan
mencegah kecurangan serta penyimpangan perilaku lainnya.
Berdasarkan Pedoman Konflik Kepentingan, maka setiap tahun
Direksi, Dewan Komisaris dan Pekerja mengisi Pernyataan
Potensi Konflik kepentingan (Conflict of interest), yang terdiri
atas: [G4-14]
• Pernyataan Tidak Berbenturan Kepentingan.
• Pemberitahuan Potensi Benturan Kepentingan (diisi
apabila yang bersangkutan memiliki potensi benturan
kepentingan).
Sepanjang tahun 2015 tidak ada situasi yang dihadapi oleh
anggota Dewan Komisaris dalam pengambilan keputusan,
yang berpotensi terjadinya benturan kepentingan.
Perusahaan memastikan, anggota Dewan Komisaris telah
memenuhi prinsip-prinsip independensi dalam setiap
pengambilan keputusannya, sesuai ketentuan dalam Board
Manual.
The Company’s Commissioners who have dual position within the
group of PT Pertamina (Persero) are as follow:
1. Yenni Andayani, President Commissioner
Her concurrent position is the Director of New and Renewable
Energy of PT Pertamina (Persero).
2. Maxi Eman, Commissioner
His concurrent Position is Vice President of Investment &
Portfolio for the Directorate of Finance of PT Pertamina
(Persero).
Prevention of Conflict of Interests [G4-41]
Code of Conflict of Interest Number A002/PGE400/2010-S0
dated November 23rd, 2010 provides directions and references
for all employees of the Company, which pertain to potentials
of conflict of interests that may occur in the environment of
the Company. This code aims for these issues to be addressed in
accordance with the principles of Good Corporate Governance so
that it shall upholds high ethics and sound business practices and
prevent fraud as well as other irregularity behavior.
Based on the Code of Conflict of Interests, each year the Board of
Directors, Board of Commissioners and its Employees must fill out
the Statement of Conflict of Interest, which come in these items
below: [G4-14]
• Statement of No Conflict of Interest.
• Announcement of Conflict of Interests (to be filled out if the
concerned has potential of conflict of interests).
As far as 2015, there were no circumstances confronted by
members of the Board of Commissioners in its decision making,
which potentially led to conflict of interests.
The Company must ensure members of the Board of Commissioners
have meet the requirements of independence in each decision
making, which must be aligned with regulations in Board Manual.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
182 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 183 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Independensi (Kemandirian)
Agar Dewan Komisaris dan Direksi dapat bertindak sebaik-
baiknya demi kepentingan Perseroan secara keseluruhan,
maka independensi Dewan Komisaris dan Direksi merupakan
salah satu faktor penting yang harus dijaga. Untuk menjaga
independensi, maka Perseroan menetapkan ketentuan sebagai
berikut:
a. Selain Direksi, pihak lain manapun dilarang melakukan atau
campur tangan dalam kepengurusan Perseroan.
b. Direksi harus dapat mengambil keputusan secara obyektif,
tanpa benturan kepentingan dan bebas dari segala tekanan
dari pihak manapun.
c. Direksi dilarang melakukan aktivitas yang dapat
mengganggu independensinya dalam mengurus Perseroan.
Keberagaman Komposisi Dewan Komisaris dan Direksi
Dalam Board Manual, diatur syarat dan kompetensi Dewan
Komisaris dan Direksi. Syarat ini tidak mencantumkan
pembatasan usia, jenis kelamin, pendidikan dan pengalaman
kerja, namun perlu adanya kompetensi dan ketersediaan waktu
dalam menjalankan tugasnya. Persyaratan ini menujukkan
adanya kebebasan keberagaman komposisi, baik untuk Dewan
Komisaris maupun Direksi.
Komite Audit dan Manajemen Risiko
Komite Audit dan Manajemen Risiko membantu Komisaris
dalam tugasnya memenuhi fungsi pengawasan, dengan
mengkaji sistem pengendalian internal dan manajemen risiko,
proses pelaporan keuangan, proses pemeriksaan (audit) dan
kepatuhan terhadap peraturan dan hukum yang berlaku.
Pembentukan dan kewenangan Komite mengacu pada
ketentuan-ketentuan:
1. Undang-undang Nomor 40 Tahun 2007 Tentang Perseroan
Terbatas Pasal 121 butir (1) dan (2).
2. Undang Undang Nomor 19 Tahun 2003 Tentang BUMN.
Independence
In order to have the Board of Directors performed properly for the
interests of the Company, then the independence of the Board of
Commissioners and the Board of Directors serves as an essential
factor that must be safeguarded. For this purpose, the Company
has set these regulations:
a. Besides the Board of Directors, any other parties are prohibited
to intervene in a management of the Company.
b. The Board of Directors may deliberate decisions objectively,
without conflict of interests and freed from all pressures
expressed by any parties.
c. The Board of Directors are prohibited to perform activitities
that may hamper its independence in managing the Company.
Diversity Composition of the Board of Commissioners and Directors
In the Board Manual, there are requirements and competencies
for the Board of Commissioners and Board of Directors. These
requirements do not include restrictions on age, gender, education
and work experience, but competence and availability of time are
required in performing their duties. It also indicates the diversity
of freedom of composition, both for the Board of Commissioners
and Board of Directors.
Audit and Risk Management Committee
Audit and Risk Management Committee assists the Board of
Commissioners in fulfilling its function of supervision, by studying
internal controlling system and risk management, financial
statement process, auditing process and compliance to the
prevailing regulations and laws.
Establishment and authorities of the Committee refer to these
regulations:
1. Law Number 40 Year 2007 concerning Limited Liability
Company Article 121 point (1) and (2).
2. Law Number 19 Year 2003 concerning State-Owned
Enterprises.
184 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 185 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
3. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor
PER-12/MBU/2012 tanggal 24 Agustus 2012, Tentang
Organ Pendukung Dewan Komisaris/Dewan Pengawas
Badan Usaha Milik negara.
4. Peraturan Menteri Negara BUMN Nomor Per-09/MBU/2012
tanggal 6 juli 2012 Tentang Perubahan atas Peraturan
Menteri Negara BUMN Nomor Per-01/MBU/2011 tanggal 1
Agustus 2011, Tentang Penerapan Tata Kelola Perusahaan
yang Baik (GCG) Pada BUMN.
5. Piagam Komite Audit dan Manajemen Risiko yang berlaku
pada 31 Desember 2015, yang telah ditetapkan oleh
Komisaris Utama dan Direktur Utama.
Susunan, Kualifikasi dan Indepedensi Anggota Komite Audit dan Manajemen RisikoSesuai Surat Keputusan (SK) Dewan Komisaris No. 169/Kpts/
DK-PGE/IX/2015, pada 1 November 2015 telah diangkat dan
ditetapkan keanggotaan Komite Audit dan Manajemen Risiko.
Hal ini sebagai tindak lanjut berakhirnya keanggotaan Komite
Audit dan Manajemen Risiko sebelumnya pada 30 September
2015, sesuai dengan SK No. 108/Kpts/DK-PGE/VI/2015.
Susunan keanggotan baru Komite Audit dan Manajemen Risiko
terdiri dari seorang ketua dan 3 anggota. Komite melaksanakan
tugas dan tanggung jawabnya secara profesional dan
independen, sesuai Peraturan Menteri BUMN No.PER-01/
MBU/2011 Tentang ‘Penerapan Tata Kelola Perusahaan yang
Baik’ pada Badan Usaha Milik Negara dan Piagam Komite Audit.
Kedudukan, tugas dan tanggung jawab Komite Audit serta
hubungan kelembagaan antara Komite Audit dengan Internal
Audit, Komite Audit dengan Direksi dan Komite Audit dengan
Auditor Eksternal dituangkan dalam Piagam Komite Audit dan
ditandatangani oleh Komisaris Utama dan Direktur Utama.
3. Regulation of Minister of State-Owned Enterprises Number
PER-12/MBU/2012 dated August 24th, 2012 concerning
Supporting Organs of Board of Commissioners/Board of
Supervisors in State-Owned Enterprises.
4. Regulation of Minister of State-Owned Enterprises Number Per-
09/MBU/2012 dated July 6th, 2012 concerning Amendment
to the Regulation of Minister of State-Owned Enterprises
Number Per-1/MBU/2011 dated August 1st, 2011 concerning
Implementation of Good Corporate Governance (GCG) in State-
Owned Enterprises.
5. Charter of Audit and Risk Management Committee that is
effective on December 31st, 2015, was determined by President
Commissioner and President Director.
Composition, Qualification and Independence of Members of Audit and Risk Management Committee In accordance with the Letter of Decree of the Board of
Commissioners Number 169/Kpts/DK-PGE/IX/2015 on November
1st, 2015, membership of Audit and Risk Management Committee
has been appointed and determined. This was a follow-up measure
to the termination of membership of Audit and Risk Management
Committee previously on September 30th, 2015 as per the Letter
of Decree Number 108/Kpts/DK-PGE/VI/2015.
Composition of new membership of Audit and Risk Management
Committee consists of 1 chairman and 3 members. The committee
conducts its duties and responsibilities in a professional and
independent manner according to the Regulation of Minister of
State-Owned Enterprises Number PER-01/MBU/2011 concerning
‘Implementation of Good Corporate Governance’ in State-Owned
Enterprises and Charter of Audit Committee.
Position, duties and responsibilities of Audit Committee as well
as its institutional relationships between Audit Committee with
Internal Audit, Audit Committee with the Board of Directors, Audit
Committee with External Auditor are regulated in the Charter
of Audit Committee and signed by President Commissioner and
President Director.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
184 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 185 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Susunan Komite Audit dan Manajemen RisikoComposition of the Audit and Risk Management Committee
Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Januari - 30 September 2015Name and Position of membership of Audit and Risk Management Committee January 1st - September 30th, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Wim Tangkilisan Ketua Umum Komisaris Independen(Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
Independent Commissioner (Complete description is provided in Profile of Members of the Board of Commissioners)
Chairman Wim Tangkilisan
2 Aisyah Kusuma Anggota Menjabat Anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 31 Desember 2015 berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 169/Kpts/DK-PGE/IX/2015.
Berusia 67 tahun, bergabung dengan Perusahaan sejak tahun 2012. Latar belakang pendidikan sebagai pemegang gelar Sarjana Matematika dari Universitas Indonesia, Magister Hukum Bisnis dari Universitas Padjadjaran, dan Doktor Hukum Energi dari Universitas Padjadjaran.
Pengalaman bekerja, pernah menjabat sebagai Legal and Strategic Business Expert Staf to CEO of PT Geo Dipa Energi; Legal and Business Contract Expert Staff to DESDM; Pusdatin and Biro Hukum DESDM; Legal and Business Assistant to Director General for Oil and Gas, Oil and Gas Directorate of Republic Indonesia; Vice President Marketing and Business Development of Upstream Services PT ELNUSA, a subsidiary of PERTAMINA; Vice President Exploration and Production Services in PT ELNUSA, Board of Commissioners of PT ELNUSA HOLDING subsidiaries.
Officiates as Member of Audit and Risk Management Committee since January 1st - December 31st, 2015 based on Letter of Decree Number 112/Kpts/DK-PGE/VII/2014, Letter of Decree Number 108/Kpts/DK-PGE/VI/2015 and
Letter of Decree Number 169/Kpts/DK-PGE/IX/2015.
Aged 67 years old, she first started at the Company in 2012. She graduated from the University of Indonesia majoring in Bachelor Degree of Mathematics, University of Padjadjaran majoring in Master Degree of Business
Law and University of Padjadjaran majoring in Doctorate Degree of Energy Law.
His working experience spans from officiating as Legal and Strategic Business Expert Staff to CEO of PT Geo Dipa Energi; Legal and Business Contract Expert Staff to DESDM; Pusdatin and Legal Bureau of DESDM; Legal
and Business Assistant to Director General for Oil and Gas, Oil and Gas Directorate of Republic Indonesia; Vice President of marketing and Business Development to of Upstream Services PT ELNUSA, a subsidiary of
PERTAMINA; Vice President of Exploration and Production Services in PT ELNUSA, Board of Commissioners of PT ELNUSA HOLDING subsidiaries.
Member Aisyah Kusuma
3 Hera Zera Anggota Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 30 September 2015 berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014 dan SK No. 108/Kpts/DK-PGE/VI/2015.
Berusia 41 tahun, dan bergabung dengan Perusahaan sejak tahun 2011. Later belakang pendidikan adalah Magister Manajemen Keuangan dari Universitas Indonesia. Pernah menjabat pegawai negeri sipil pada Departemen Keuangan Republik Indonesia yang ditugaskan di Kementrian BUMN. Saat ini menduduki jabatan struktural sebagai Kepala Sub Bidang Restrukturisasi BUMN IIIa, di Kementerian BUMN.
Currently occupies the position of member of Audit and Risk Management Committee in the period of January 1st - September 30th, 2015 based on the Letter of Decree Number 112/Kpts/DK-PGE/VII/2014 and Letter of Decree
Number 108/Kpts/DK-PGE/VI/2015.
Aged 41 years old, she first started at the Company in 2011. She graduated from the University of Indonesia majoring in Master Degree of Financial Management. She previously worked as civil servant at the Ministry of
Finance of the Republic of Indonesia, assigned to the Ministry of State-Owned Enterprises. Currently, she occupies the structural position as Head Sub-Division of Restructurization of SOEs IIIa, in the Ministry of State-Owned
Enterprises.
Member Hera Zera
Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 oktober - 31 Desember 2015Name and Position of membership of Audit and Risk Management Committee October 1st - December 31st, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Wim Tangkilisan Ketua Umum Komisaris Independen(Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
Independent Commissioner (Complete description is provided in Profile of Members of the Board of Commissioners)
Chairman Wim Tangkilisan
2 Aisyah Kusuma Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari - 30 September 2015
(Complete description is provided in names and positions of membership of Audit and Risk Management Committee in the period of January 1st - September 30th, 2015)
Member Aisyah Kusuma
3 Sardi Eko Anggota Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 November – 31 Desember 2015 berdasarkan SK Nomor 169/Kpts/DK-PGE/IX/2015.
Berusia 61 tahun, bergabung dengan Perusahaan sejak 1 November 2015. Memilik latar belakang pendidikan sebagai Magister Teknik dari Universitas Indonesia, link program dengan Queensland University of Technology Australia. Saat ini sebagai Kandidat Doktor di Univesitas Negeri Jakarta.
Pernah menjabat sebagai Manajer Audit di PT Pertamina Persero; Kepala Internal Audit PT Pertamina Geothermal Energy; Komite Audit PT Pertamina Patra Niaga; VP Internal Audit PT Pertamina Patra Niaga; dan Chief Internal Audit PT Patra Trading.
Pemegang sertifikat CFE (Certified Fraud Examiner) dari Association of Certified Fraud Examiners (ACFE), Austin USA dan sertifikat ERMCP (Enterprise Risk Management Certified Professional) dari ERM Academy Singapore. Pernah pula mengikuti beberapa pelatihan di dalam negeri dan di luar negeri
Currently, he occupies the position of member of Audit and Risk Management Committee in the period of July 1st - December 31st, 2015 based on the Letter of Decree Number 169/Kpts/DK-PGE/IX/2015.
Aged 61 years old, he began his career in the Company since November 1, 2015. He graduated with a Master Degree in Technical Engineering from the University of Indonesia, a link program with Queensland University of
Technology Australia. Currently, he studies for Doctorate Degree in the State University of Jakarta.
His career spans from being the Audit Manager of PT Pertamina (Persero); Head of Internal Unit of PT Pertamina Geothermal Energy; Audit Committee of PT Pertamina Patra Niaga; Vice President of Internal Audit of PT
Pertamina Patra Niaga; and Chief of Internal Audit of PT Patra Trading.
Several certificates he has obtained are CFE (Certificate Fraud Examiner) from the Association of Certified Fraud Examiners (ACFE), Austin USA and ERMCP (Enterprise Risk Management Certified Professional) from ERM
Academy Singapore. He also had participated in a number of tranings in nationally and internationally.
Member Sardi Eko
186 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 187 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Susunan Komite Audit dan Manajemen RisikoComposition of the Audit and Risk Management Committee
Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 Januari - 30 September 2015Name and Position of membership of Audit and Risk Management Committee January 1st - September 30th, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Wim Tangkilisan Ketua Umum Komisaris Independen(Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
Independent Commissioner (Complete description is provided in Profile of Members of the Board of Commissioners)
Chairman Wim Tangkilisan
2 Aisyah Kusuma Anggota Menjabat Anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 31 Desember 2015 berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 169/Kpts/DK-PGE/IX/2015.
Berusia 67 tahun, bergabung dengan Perusahaan sejak tahun 2012. Latar belakang pendidikan sebagai pemegang gelar Sarjana Matematika dari Universitas Indonesia, Magister Hukum Bisnis dari Universitas Padjadjaran, dan Doktor Hukum Energi dari Universitas Padjadjaran.
Pengalaman bekerja, pernah menjabat sebagai Legal and Strategic Business Expert Staf to CEO of PT Geo Dipa Energi; Legal and Business Contract Expert Staff to DESDM; Pusdatin and Biro Hukum DESDM; Legal and Business Assistant to Director General for Oil and Gas, Oil and Gas Directorate of Republic Indonesia; Vice President Marketing and Business Development of Upstream Services PT ELNUSA, a subsidiary of PERTAMINA; Vice President Exploration and Production Services in PT ELNUSA, Board of Commissioners of PT ELNUSA HOLDING subsidiaries.
Officiates as Member of Audit and Risk Management Committee since January 1st - December 31st, 2015 based on Letter of Decree Number 112/Kpts/DK-PGE/VII/2014, Letter of Decree Number 108/Kpts/DK-PGE/VI/2015 and
Letter of Decree Number 169/Kpts/DK-PGE/IX/2015.
Aged 67 years old, she first started at the Company in 2012. She graduated from the University of Indonesia majoring in Bachelor Degree of Mathematics, University of Padjadjaran majoring in Master Degree of Business
Law and University of Padjadjaran majoring in Doctorate Degree of Energy Law.
His working experience spans from officiating as Legal and Strategic Business Expert Staff to CEO of PT Geo Dipa Energi; Legal and Business Contract Expert Staff to DESDM; Pusdatin and Legal Bureau of DESDM; Legal
and Business Assistant to Director General for Oil and Gas, Oil and Gas Directorate of Republic Indonesia; Vice President of marketing and Business Development to of Upstream Services PT ELNUSA, a subsidiary of
PERTAMINA; Vice President of Exploration and Production Services in PT ELNUSA, Board of Commissioners of PT ELNUSA HOLDING subsidiaries.
Member Aisyah Kusuma
3 Hera Zera Anggota Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 Januari - 30 September 2015 berdasarkan SK Nomor 112/Kpts/DK-PGE/VII/2014 dan SK No. 108/Kpts/DK-PGE/VI/2015.
Berusia 41 tahun, dan bergabung dengan Perusahaan sejak tahun 2011. Later belakang pendidikan adalah Magister Manajemen Keuangan dari Universitas Indonesia. Pernah menjabat pegawai negeri sipil pada Departemen Keuangan Republik Indonesia yang ditugaskan di Kementrian BUMN. Saat ini menduduki jabatan struktural sebagai Kepala Sub Bidang Restrukturisasi BUMN IIIa, di Kementerian BUMN.
Currently occupies the position of member of Audit and Risk Management Committee in the period of January 1st - September 30th, 2015 based on the Letter of Decree Number 112/Kpts/DK-PGE/VII/2014 and Letter of Decree
Number 108/Kpts/DK-PGE/VI/2015.
Aged 41 years old, she first started at the Company in 2011. She graduated from the University of Indonesia majoring in Master Degree of Financial Management. She previously worked as civil servant at the Ministry of
Finance of the Republic of Indonesia, assigned to the Ministry of State-Owned Enterprises. Currently, she occupies the structural position as Head Sub-Division of Restructurization of SOEs IIIa, in the Ministry of State-Owned
Enterprises.
Member Hera Zera
Nama dan Jabatan Keanggotaan Komite Audit dan Manajemen Risiko, 1 oktober - 31 Desember 2015Name and Position of membership of Audit and Risk Management Committee October 1st - December 31st, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Wim Tangkilisan Ketua Umum Komisaris Independen(Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris)
Independent Commissioner (Complete description is provided in Profile of Members of the Board of Commissioners)
Chairman Wim Tangkilisan
2 Aisyah Kusuma Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari - 30 September 2015
(Complete description is provided in names and positions of membership of Audit and Risk Management Committee in the period of January 1st - September 30th, 2015)
Member Aisyah Kusuma
3 Sardi Eko Anggota Saat ini mejabat anggota Komite Audit dan Manajemen Risiko pada periode 1 November – 31 Desember 2015 berdasarkan SK Nomor 169/Kpts/DK-PGE/IX/2015.
Berusia 61 tahun, bergabung dengan Perusahaan sejak 1 November 2015. Memilik latar belakang pendidikan sebagai Magister Teknik dari Universitas Indonesia, link program dengan Queensland University of Technology Australia. Saat ini sebagai Kandidat Doktor di Univesitas Negeri Jakarta.
Pernah menjabat sebagai Manajer Audit di PT Pertamina Persero; Kepala Internal Audit PT Pertamina Geothermal Energy; Komite Audit PT Pertamina Patra Niaga; VP Internal Audit PT Pertamina Patra Niaga; dan Chief Internal Audit PT Patra Trading.
Pemegang sertifikat CFE (Certified Fraud Examiner) dari Association of Certified Fraud Examiners (ACFE), Austin USA dan sertifikat ERMCP (Enterprise Risk Management Certified Professional) dari ERM Academy Singapore. Pernah pula mengikuti beberapa pelatihan di dalam negeri dan di luar negeri
Currently, he occupies the position of member of Audit and Risk Management Committee in the period of July 1st - December 31st, 2015 based on the Letter of Decree Number 169/Kpts/DK-PGE/IX/2015.
Aged 61 years old, he began his career in the Company since November 1, 2015. He graduated with a Master Degree in Technical Engineering from the University of Indonesia, a link program with Queensland University of
Technology Australia. Currently, he studies for Doctorate Degree in the State University of Jakarta.
His career spans from being the Audit Manager of PT Pertamina (Persero); Head of Internal Unit of PT Pertamina Geothermal Energy; Audit Committee of PT Pertamina Patra Niaga; Vice President of Internal Audit of PT
Pertamina Patra Niaga; and Chief of Internal Audit of PT Patra Trading.
Several certificates he has obtained are CFE (Certificate Fraud Examiner) from the Association of Certified Fraud Examiners (ACFE), Austin USA and ERMCP (Enterprise Risk Management Certified Professional) from ERM
Academy Singapore. He also had participated in a number of tranings in nationally and internationally.
Member Sardi Eko
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
186 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 187 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Wewenang Komite Audit dan Manajemen RisikoBerdasarkan Piagam Komite Audit dan dan Manajemen Risiko,
maka tugas dan wewenang Komite meliputi:
1. Memberikan masukan kepada Dewan Komisaris mengenai
laporan atau hal-hal yang dilaporkan oleh Direksi dan
mengidentifikasi hal-hal yang memerlukan perhatian
Komisaris.
2. Memastikan terdapat prosedur review atas informasi yang
dikeluarkan oleh Perusahaan.
3. Mengukur tingkat perencanaan, pelaksanaan hasil audit
yang dilakukan oleh Internal Audit dan auditor eksternal,
untuk memastikan pelaksanaan dan pelaporan audit
memenuhi standar audit.
4. Mengajukan rekomendasi perbaikan atas pengendalian
internal dan pelaksanaannya.
5. Melaksanakan tugas lain yang dibebankan Komisaris.
6. Merancang program/rencana kerja tahunan dan
melaksanakannya.
7. Wajib merahasiakan dokumen, data dan informasi
keuangan yang diperoleh selama menjalankan tugas.
8. Menerima otoritas dan penugasaan dari Dewan Komisaris.
9. Mengakses informasi atau catatan tentang pekerja,
keuangan, aset serta sumber daya Perusahaan lainnya yang
berkaitan dengan pelaksanaan tugas.
10. Memiliki akses informasi dari Direksi, Internal Audit (IA) dan
satuan organisasi Perusahaan, bila diindikasikan adanya
penyimpangan.
11. Dengan persetujuan Komisaris, dapat meminta saran dan
bantuan tenaga ahli dan profesional lain dengan biaya
Perusahaan.
Authorities of Audit and Risk Management Committee Based on the Charter of Audit and Risk Management Committee,
below are the duties and authorities of the Committee:
1. To provide feedbacks to the Board of Commissioners on
reports or matters to be reported by the Board of Directors
and identify matters required the attention of Board of
Commissioners.
2. To ensure a procedure of review to information that is released
by the Company.
3. To measure the level of planning, implementation to the
audit’s result that is conducted by the Internal Audit and
external auditor to certify that the implementation and report
of audit have met fulfilled the audit standards.
4. To propose recommendations of improvement on internal
control and its implementation.
5. To conduct other duties borne to the Board of Commissioners.
6. To design annual work program/plan and to actualize it.
7. Must be able to protect the confidentiality of documents, data
and financial information acquired during the implementation
of duties.
8. To receive authority and assignments from the Board of
Commissioners.
9. To access information or notes on employees, finance, assets
as well as other resources of the Company in relation to the
implementation of duties.
10. To have access to information from the Board of Directors,
Internal Audit (IA) and the Company’s organization unit, if
there is an indication of irregularities.
11. With the consent of the Board of Commissioners, to inquire
recommendations and assistance from experts and other
professionals at the expense of the Company.
Dalam melaksanakan tugas dan wewenangnya, Komite telah mengadakan rapat internal dan menghadiri rapat-rapat
eksternal lainnya, termasuk rapat dengan Dewan Komisaris.
In realizing its duties and authorities, the Committee has held internal meetings and attended other external meetings, such as meeting with the
Board of Commissioners.
188 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 189 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Tugas dan Tanggung JawabKomite Audit dan Manajemen Risiko Komite Audit mempunyai tugas dan tanggung jawab sebagai
berikut :
1. Mereview rencana kerja Internal Audit dan Eksternal Audit.
2. Mereview secara berkala Piagam Internal Audit.
3. Mengevaluasi pelaksanaan kegiatan dan hasil audit yang
dilakukan oleh Internal Audit dan Eksternal Audit.
4. Mengevaluasi efektivitas Sistem Pengendalian Internal.
5. Mengidentifikasi hal-hal yang memerlukan perhatian
Komisaris.
6. Mengevaluasi proses pelaporan keuangan.
7. Mengevaluasi pembangunan dan pemanfaatan teknologi
informasi.
8. Mengevaluasi ketaatan perusahaan pada peraturan internal
dan perundang undangan.
9. Melaksanakan tugas lain yang diberikan oleh Komisaris
sesuai dengan ketentuan yang berlaku
10. Melaporkan hasil pelaksanaan tugasnya kepada Komisaris
baik secara berkala maupun sewaktu-waktu apabila
dibutuhkan.
Rapat Komite Audit dan Manajemen RisikoDalam melaksanakan tugas dan wewenangnya, Komite telah
mengadakan rapat internal dan menghadiri rapat-rapat
eksternal lainnya, termasuk rapat dengan Dewan Komisaris.
Duties and Responsibilities ofAudit and Risk Management Committee The Audit Committee has duties and responsibilities as follow:
1. To review work plan of Internal Audit and External Audit.
2. To review the Charter of Internal Audit periodically.
3. To evaluate the implementation of activites and result of audit
conducted by the Internal Audit and External Audit.
4. To evaluate the effectivity of Internal Control System.
5. To identify matters that required the attention of the Board of
Commissioners.
6. To evaluate the process of financial statement.
7. To evaluate the development and utilization of information
technology.
8. To evaluate the conformity of company to internal regulations
and legislations.
9. To conduct other duties given by the Board of Commissioners
as per the prevailing regulations.
10. To report results of the implementation to the Board of
Commissioners in a periodical manner or as needed.
Meeting of Audit and Risk Management CommitteeIn realizing its duties and authorities, the Committee has held
internal meetings and attended other external meetings, such as
meeting with the Board of Commissioners.
Frekuensi Pertemuan Komite Audit dan Manajemen Risiko dan Tingkat KehadiranFrequency of Meeting and Attendance of Audit and Risk Management Committee
No Nama Komite Audit dan Manajemen RisikoName of Audit and Risk Management Committee Member
Jumlah Pertemuan dalam Masa JabatanNumber of Meetings
during Tenureship
Jumlah Kehadiran
Total of Attendance
% KehadiranPercentage of
Attendance
Masa JabatanTenureship
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
January 1st - December 31st, 2015
3 Sardi Eko S 5 5 100% 1 Oktober - 31 Desember 2015
October 1st - December 31st, 2015
4 Hera Zera 13 13 100% 1 Januari – 30 September 2015
January 1st - September 30th, 2015
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
188 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 189 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Program Kerja Komite Audit dan Manajemen RisikoProgram kerja Komite Audit dan Manajemen Risiko selama
tahun 2015, meliputi:
1. Melakukan penelaahan atas laporan keuangan Perusahaan.
2. Melakukan penelaahan atas laporan rencana kerja dan
anggaran Perusahaan secara berkala.
3. Membantu Dewan Komisaris dalam proses pengawasan
atas pelaksanaan audit laporan keuangan oleh auditor
eksternal dengan memperhatikan independensi dan
objektifitas, cakupan serta kecukupan pemeriksaan.
4. Menyiapkan bahan rujukan dan informasi terkait
manajemen risiko guna membantu Dewan Komisaris
memberikan nasihat dan pengawasan terhadap Direksi.
5. Melaporkan kepada Dewan Komisaris berbagai risiko yang
dihadapi perusahaan dan pelaksanaan manajemen risiko
oleh Direksi.
Work Program of Audit and Risk Management CommitteeWork program of Audit and Risk Management Committee in
2015, inlude:
1. To examine the Company’s financial statement.
2. To examine the Company’s work plan and budget report in a
periodical manner.
3. To assist the Board of Commissioners in its function of
supervision to the implementation of financial statement
report by considering independence and objectivity, scope of
work as well as adequacy of examination.
4. To prepare material of reference and information related to
risk management in order to assist the Board of Commissioners
in providing advices and supervision to the Board of Directors.
5. To report to the Board of Commissioners on several risks
that encountered by company and implementation of risk
management by the Board of Directors.
Area UlubeluUlubelu Area
190 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 191 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
6. Melakukan penelaahan atas keefektifan pelaksanaan
pengendalian internal.
7. Melakukan pemantauan implementasi Tata Kelola
Perusahaan yang Baik.
8. Melakukan pertemuan berkala dengan Internal Audit guna
membahas keefektifan pemeriksaan internal serta tindak
lanjut hasil audit IA dan auditor eksternal.
9. Melakukan tugas-tugas lain yang dilakukan Dewan
Komisaris.
Pelaksanaan Program Kerja Komite Audit dan Komite Manajemen RisikoAktivitas yang telah dilakukan oleh Komite Audit & Komite
Manajemen Risiko periode 2015 meliputi beberapa aspek,
yakni:
• Aspek Internal Audita. Membahas kebutuhan data audit bersama IA dan
auditor eksternal (PWC) dalam rangka pelaksanaan
Audit Laporan Keuangan Perusahaan Tahun 2014.
b. Rapat dengan IA membahas rencana kerja IA Tahun
2015 dan hubungan kerja antara IA dengan Komite
Audit dan Manajemen Risiko, dengan memperhatikan
masukan/rekomendasi hasil assessment GCG Tahun
2014.
c. Entry meeting bersama IA untuk Audit Operasional atas
Proyek Pengembangan Lapangan Geothermal Hululais
(2x55MW).
d. Rapat Koordinasi dengan IA Tanggal 16 September
2015, terkait aktivitas IA Semester I Tahun 2015
dan diskusi mengenai Risk Management, Control and
Government Process.
e. Review atas Laporan Hasil Audit Operasional Proyek
Pengembangan Lapangan Geothermal Hululais oleh
Internal Audit Perusahaan.
f. Evaluasi terhadap aktivitas Internal Audit periode
2015 antara lain menyangkut: pelaksanaan Program
Kerja Audit Tahunan, efektivitas tindak lanjut hasil
temuan, penyusunan Rencana Audit tahun 2016, dan
pelaksanaan jasa konsultasi.
6. To examine on the effectivity of implementation of internal
control.
7. To monitor the implementation of Good Corporate
Governance.
8. To perform periodical meetings with the Internal Audit in order
to discuss the effectivity of internal audit as well as follow-up
to result of IA audit and external auditor.
9. To perform other duties conducted by the Board of
Commissioners.
Implementation of Work Plan of Audit and Risk Management CommitteeActivities that have been carried out by the Audit and Risk
Management Committee within the period of 2015 covered
several aspects, particularly:
• Aspect of Internal Audita. Discussed requirements of audit data with the IA and
external auditor (PWC) in the event of implementing Audit
to the Company’s Financial Statement 2014.
b. Held meeting with the IA discussing work plan of the IA in
2015 and work relationship between the IA with Audit and
Risk Management Committee, by considering feedbacks/
recommendations of results of GCG Assessment in 2014.
c. Conducted entry meeting with the IA for Operational
Audit to the Development Project of Geothermal Field in
Hululais (2x55MW).
d. Held Coordination Meeting with the IA dated September
16, 2015, related to activities of IA in Semester I 2015 and
discussed Risk Management, Control and Government
Process.
e. Reviewed the Results’ Report of Operational Audit to the
Development Project of Geothermal Field in Hululais by
the Company’s Internal Control Unit.
f. Evaluated the activities of Internal Audit in 2015, among
others the implementation of Annual Audit of Work Plan,
effectivity of follow-up to the results, preparation of Audit
Plan 2016, and implementation of consulting services.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
190 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 191 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
• Aspek Eksternal Audita. Sesuai dengan GCG, menindaklanjuti hasil RUPS Tahunan
Tahun Buku 2014, Komite Audit dan Manajemen Risiko
menyiapkan SK Dewan Komisaris untuk penunjukkan
KAP untuk Audit Laporan Keuangan Tahun Buku 2015.
b. Mengevaluasi pelaksanaan Eksternal Audit (E&Y) antara
lain menyangkut: progress audit, pelaksanaan observasi
(site visit) ke Lokasi Proyek oleh Tim E&Y.
c. Mengevaluasi tindak lanjut Management Letter dari
PWC atas audit eksternal periode tahun 2014.
• Aspek Manajemen Risikoa. Menyusun rencana pelaksanaan evaluasi kesesuaian
kebijakan manajemen risiko dengan pelaksanaannya
pada unit kerja Perusahaan.
b. Evaluasi terhadap Mitigasi Risko yang terkait dengan
Peraturan perundang-undangan yang dikeluarkan
Ditjen Energi Baru dan Terbarukan Kementerian ESDM,
pasca ditetapkannya UU 21/2014 Tentang Panas Bumi
menggantikan UU 27/Tahun 2003 Tentang Panas Bumi.
c. Dengan diundangkannya UU 21/2014 menggantikan
UU27/2003, maka pengelolaan panas bumi diberikan
berdasarkan Izin Panas Bumi (IPB).
d. Pemerintah akan memberikan penunjukan langsung
untuk kegiatan eksplorasi, eksploitasi dan pemanfaatan
langsung kepada BUMN atau BLU Panas Bumi melalui
Izin Panas Bumi. Penunjukan langsung kepada 3 BUMN
terdiri dari: Perusahaan melalui PT Pertamina (Persero),
PT Geodipa, dan PT PLN G (Geothermal).
• Aspek GCGa. Mengklarifikasi hasil assessment GCG dengan pihak
assessor atas hasil assessment GCG yang dilakukan oleh
assessor.
b. Monitoring dan tindak lanjut Rekomendasi Hasil GCG
Assessment pada bulan Juni, September dan Desember
2015.
• Aspect of External Audita. In accordance with the GCG and to follow-up the results
of Annual GMS in Fiscal Year 2014, the Audit and Risk
Management Committee has prepared Letter of Decree of
the Board of Commissioners for the appointment of KAP
for the importance of Audit of Financial Statement Fiscal
Year 2015.
b. Evaluated the implementation of External Audit (E&Y),
among others the audit progress, implementation of
observation (site visit) to Project Locations by E&Y Team.
c. Evaluated the follow-up to Management Letter from the
PWC upon the external audit in 2014.
• Aspect of Risk Managementa. Prepared the implementation plan of evaluation in
congruence with policies of risk management and its
implementation to the Company’s work unit.
b. Evaluated the Risk Mitigation in relation to the legislations
released by the Directorate General of New and Renewable
Energy of the Ministry of Energy and Mineral Resources,
post-enactment of Law Number 21 Year 2014 concerning
Geothermal in substitute of Law Number 27 Year 2003
concerning Geothermal.
c. With the ratification of Law Number 21 Year 2014 replacing
the Law Number 27 Year 2003, thus the geothermal
management was granted based on Geothermal License
(IPB).
d. The Government to provide direct appointment for
exploration activities, direct exploitation and utilization
to the State-Owned Enterprises or Public Service Agency
on Geothermal through Geothermal License. The direct
appointment was given to 3 State-Owned Enterprises,
which are: Company through PT Pertamina (Persero), PT
Geodipa, and PT PLN G (Geothermal).
• Aspect of GCGa. Clarified the result of GCG assessment together with
assessor party upon the result of GCG assessment
conducted by the related assessor.
b. Monitored and followed-up the Recommendations of
Results on GCG Assessment in June, September and
December, 2015.
192 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 193 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
c. Terkait dengan Dewan Komisaris beserta Organ
Komisaris, akan ditindaklanjuti mengenai hal-hal yang
harus dilengkapi dalam Rencana Kerja Anggaran Dewan
KomisarisTahun 2016.
d. Evalusi tindak lanjut Hasil Assessment GCG tahun 2014
antara lain menyangkut: efektivitas tindak lanjut area
improvement, dan monitoring outstanding rekomendasi
assessor yang belum ditindak lanjuti.
• Aspek RKAP/RJPP a. Mendiskusikan dan menganalisa usulan RJPP
Perusahaan Tahun 2015-2019, antara lain meliputi
adanya revisi setiap tahun, isu kritis, probabilitas
perolehan tingkat laba, upaya peningkatan
produktivitas, pengembangan pekerja, tanggung jawab
kepada masyarakat atau CSR.
b. Memberikan masukan kepada Komisaris sebagai
acuan rekomendasi Komisaris kepada Direksi untuk
pencapaian RJPP.
c. Review dan Penyusunan Rekomendasi bisnis proses,
risiko bisnis, terkait atas Usulan Revisi RKAP 2015.
• Aspek Operasionala. Penyiapan bahan BOD-BOC Meeting, hal-hal yang
diangkat menjadi isu krusial antara lain:
1. Kinerja perusahaan pada Triwulan I Tahun 2015.
2. Rencana pembebanan/alokasi Biaya Kantor Pusat
(Persero) kepada anak-anak perusahaan, meliputi
asset, revenue, margin/ROI.
b. Review atas Financial Performance Dashboard bulanan.
• Aspek Site Visit/Observasi a. Kunjungan Kerja ke Proyek Hululais, Lumut Balai, dan
Kamojang.
b. Diskusi dengan Fungsi Anggaran perihal area Sibayak.
c. Penyusunan Rekomendasi Dewan Komisaris Terkait
Hululais, Lumut Balai, dan Kamojang.
c. In regards to the Board of Commissioners and Organs
of Commissioners, a follow-up on matters that required
completion in the Work Plan and Budget of the Board of
Commissioners 2016 should take place.
d Evaluated the follow-up of Results on GCG Assessment
2014, among others the effectivity of follow-up on
improvement area, and monitoring outstanding
recommendation of assessor that yet to be followed-up.
• Aspect of RKAP/RJPPa. Dicussed and analyzed the proposal of RJPP in the period
of 2015-2019, among others to cover annual revision,
search for critical issues, clarify the probability of net profit
gain, attempt for productivity improvement, employees’
development, responsibilities to the community or CSR.
b. Provided inputs to the Board of Commissioners as
a reference of recommendation from the Board
of Commissioners to the Board of Directors in the
achievement of RJPP.
c. Reviewed and Prepared Recommendation upon the
Revision Proposal of RKAP 2015.
• Aspect of Operationala. Concerning materials for BOD-BOC Meeting, points that
considered to be crucial issues are as follow:
1. Company’s performance in First Quarter of 2015
2. Plan of imposition/budget allocation of Head Office
(Persero) to the subsidiaries, including asset, revenue,
margin/ROI.
b. Review over monthly Financial Performance Dashboard.
• Aspect of Site Visit/Observationa. Site Visit to Hululais Project, Lumut Balai, and Kamojang.
b. Discussion with Budget Function concerning Sibayak Area.
c. Composition of Recommendation of the Board of
Commissioners related to Hululais, Lumut Balai, and
Kamojang.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
192 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 193 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
• Aspek Proses Internal a. Rapat internal Dewan Komisaris dengan Sekretaris
Dewan Komisaris dan Anggota-anggota Komite
Komisaris Perusahaan, membahas:
- Penyusunan laporan pengawasan Dewan Komisaris
beserta Organnya pada tahun 2014.
- Penyempurnaan draft Rencana Kerja dan Anggaran
Dewan Komisaris beserta Organnya Tahun 2015.
b. Memfinalisasi Laporan Dewan Komisaris tahun 2014.
c. Rapat Komite mengenai Persiapan Governance Risk
Control (GRC).
• Frekuensi Rapat
Frekuensi rapat diikuti oleh Komite Audit dan Komite
Manajemen Risiko sebanyak 12 pertemuan, antara lain:
- Pembahasan RKAP
- Pembahasan RJPP
- Financial Performance Dashboard
- Strategic Planning triwulanan
- Rapat proses audit internal
- Rapat proses audit eksternal (KAP)
- Rapat hasil assessment dan tindak lanjut GCG
- Dan lain-lain.
Program Pelatihan Peningkatan Kompetensi Komite Audit dan Manajemen RisikoSelama tahun 2015, Perusahaan menyertakan anggota Komite
Audit dan Manajemen Risiko, untuk meningkatkan kompetensi
mereka.
• Aspect of Internal Processa. Internal meeting of the Board of Commissioners with the
Secretary to the Board of Commissioners and Committee
Members of the Company to discuss:
- Preparation of supervision report of the Board of
Commissioners along with its Ogans in 2014.
- Improvement of draft of Work Plan and Budget of the
Board of Commissioners including its Organs in 2015.
b. Finalized the Report of the Board of Commissioners 2014.
c. Meeting of Committee on the Preparation of Governance
Risk Control (GRC).
• Frequency of MeetingThere were 12 frequence of meetings participated by the Audit
and Risk Managament Committee with agendas as follow:
- Discussion on RKAP
- Discussion on RJPP
- Financial Performance Dashboard
- Quarterly Strategic Planning
- Meeting of internal audit process
- Meeting of external audit process (KAP)
- Meeting of GCG assessment and follow-up
- And so forth.
Training Programs on Competence Building for the Audit and Risk Management Committee In 2015, the Company had its members of the Audit and Risk
Management Committee to participate so as to build their
competence.
No Nama Anggota KomiteName of Committee Member
Tempat dan Tanggal KegiatanVenue and Date of Activity
KegiatanActivity
1 Sardi Eko Bali, 10-11 Desember 2015Bali, November 17th, 2015
ERMA Bali International Seminar in ERM
2 Aisyah Kusuma Bandung, 17-18 Desember 2015Bandung, December 17th, 2015
Dialog interaktif antara API dan DENInteractive dialogue between API and DEN
194 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 195 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Komite Investasi
Komite Investasi bertugas membantu Dewan Komisaris
dalam rangka melakukan pengawasan terhadap kebijakan
Direksi dalam pengurusan Perusahaan berdasarkan ketentuan
sebagaimana diatur dalam Anggaran Dasar, Keputusan RUPS
dan peraturan perundangan yang berlaku, terutama dalam hal
investasi dan risiko usaha.
Pembentukan dan kewenangan Komite mengacu pada
ketentuan-ketentuan:
1. Undang-undang Nomor 40 Tahun 2007 Tentang Perseroan
Terbatas Pasal 121 butir (1) dan (2).
2. Undang Undang Nomor 19 Tahun 2003 Tentang BUMN
3. Peraturan Menteri Negara Badan Usaha Milik Negara Nomor
PER-12/MBU/2012 tanggal 24 Agustus 2012, Tentang
Organ Pendukung Dewan Komisaris/Dewan Pengawas
Badan Usaha Milik negara.
4. Peraturan Menteri Negara BUMN Nomor Per-09/MBU/2012
tanggal 6 juli 2012 Tentang Perubahan atas Peraturan
Menteri Negara BUMN Nomor Per-01/MBU/2011 tanggal 1
Agustus 2011, Tentang Penerapan Tata Kelola Perusahaan
yang Baik (GCG) Pada BUMN.
5. Piagam Komite Investasi yang telah ditetapkan oleh Dewan
Komisaris berdasarkan Surat Keputusan Dewan Komisaris
tanggal 16 Februari 2015.
Susunan, Kualifikasi dan Indepedensi Anggota Komite InvestasiSusunan, Kualifikasi dan Indepedensi Anggota Komite investasi
terakhir sesuai Surat Keputusan (SK) Dewan Komisaris No
168/Kpts/DK-PGE/X/2015 tanggal 30 September 2015 dan
SK Dewan Komisaris No 203/Kpts/DK-PGE/XI tanggal 20
November 2015 telah diangkat dan ditetapkan keanggotaan
Komite Investasi. Hal ini sebagai tindak lanjut berakhirnya
keanggotaan Komite Investasi sebelumnya pada 30 Juni 2015,
sesuai dengan SK No.113/Kpts/DKPGE/VII/2014.
Susunan keanggotan Komite Investasi terdiri dari seorang
ketua dan 1 anggota, dengan kualifikasi memiliki keahlian di
bidang ekonomi, manajemen investasi dan manajemen risiko
investasi.
Komite Investasi melaksanakan tugas dan tanggung jawabnya
secara profesional dan independen, sesuai ketentuan yang
diatur dalam Piagam Komite Investasi.
Investment Committee
Investment Committee has the duties to assist the Board of
Commissioners in the spirit of supervising policies of the Board
of Directors in managing the Company, based on regulations
stated in the Articles of Association, Decisions of the GMS and the
prevailing legislations, especially in investment and business risk.
Establishment and authorities of the Committee refer to below
regulations:
1. Law Number 40 Year 2007 concerning Limited Liability
Companies Article 121 item (1) and (2).
2. Law Number 19 Year 2003 concerning State-Owned Enterprises
3. Regulation of Minister of State Owned Enterprises Number
PER-12/MBU/2012 dated August 24th, 2012 concerning
Supporting Organs of Board of Commissioners/Board of
Supervisors of the State-Owned Enterprises.
4. Regulation of State Minister of SOEs Number Per-09/
MBU/2012 dated July 6th, 2012 concerning Amendment
over the Regulation of State Minister of SOEs Number
Per-01/MBU/2011 dated August 1st, 2011 concerning the
Implementation of Good Corporate Governance (GCG) to SOEs.
5. Charter of Investment Committee that has been stipulated by
the Board of Commissioners based on the Decree Letter Board
of Commissioners dated February 16th, 2015.
Composition, Qualification and Independence of Members of the Investment CommitteeIn accordance with the Letter of Decree of the Board of
Commissioners Number 168/Kpts/DK-PGE/X/2015 dated
September 30th, 2015 and Letter of Decree of the Board of
Commissioners Number 203/Kpts/DK-PGE/XI dated November
20th, 2015, membership of the Investment Committee has
been appointed and ratified. This serves as a follow-up to the
membership termination of the Investment Committee previously
on June 30th, 2015, based on the Letter of Decree Number 113/
Kpts/DKPGE/VII/2014.
The membership composition of the Audit and Risk Management
Committee consists of 1 chairman with qualification of experts
in economy, investment management and investment risk
management.
The Investment Committee conducts its duties and responsibilities
professionally and independent as per regulations stated in the
Charter of Investment Committee.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
194 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 195 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Susunan Komite Audit dan Manajemen RisikoSusunan Komite Audit dan Manajemen Risiko
Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 Januari - 30 September 2015Name and Position of Membership of the Investment Committee in the Period of January 1st, 2014 - September 30th, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Muhammad Syahid
Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris) President Commissioner (Complete descriotion can be viewed in the discussion of Profiles of Members of the Board of Commissioners)
Chairman Muhammad Syahid
2 Bey Machmudin Anggota Saat ini mejabat anggota Komite Investasi pada periode 1 Januari - 30 September 2015 berdasarkan SK Nomor 113/Kpts/DK-PGE/VII/2014 dan SK No. 108/Kpts/DK-PGE/VI/2015.
Berusia 44 tahun. bergabung dengan Perusahaan sejak tahun 2013. Latar belakang pendidikan adalah Sarjana Ekonomi dari Universitas Katolik Parahyangan di Bandung dan pascasarjana teknik jurusan Studi Pembangunan di Institut Teknologi bandung.
Saat ini menduduki jabatan sebagai asisten Deputi Dokumentasi dan Diseminasi Informasi Sekretariat Wakil Presiden sejak Januari 2014. Sebelumnya menjabat asisten Staf Khusus Wakil Presiden Republik Indonesia sejak april 2010. Beliau juga pernah bekerja di Kementerian Koordinator bidang Perekonomian sebagai Kepala Sub bagian Data dan Informasi Kementerian Koordinator bidang Perekonomian dan dipromosikan menjadi Kepala bagian Data dan Informasi.
At the moment, Bey Machmudin serves as the member of Investment Committee in the period of January 1st - June 30th, 2015 based on the Decree Letter Number 113/Kpts/DK-PGE/VII/2014 and Decree Letter Number 108/
Kpts/DK-PGE/VI/2015.
Aged 44 years old, Bey Machmudin started to work with the Company since 2013. His education background includes Bachelor of Economy from the Catholic University of Parahyangan in Bandung and Master of
Development Studies from the Bandung Institute of Technology.
Presently, he occupies the position of Assistant to Deputy of Documentation and Information Dissemination to the Secretariat of Vice President since January 2014. Previously, he was the assistant to Special Staff of the
Vice President of the Republic of Indonesia since April 2010. Moreover, he was once worked at the Coordinating Ministry of Economy as the Sub-Head Division of Data and Information to the Coordinating Ministry of Economy,
which then promoted to be the Head Division of Data and Information.
Member Bey Machmudin
3 Rini Yullius Anggota Saat ini mejabat anggota Komite Investasi pada periode 1 Januari – 31 Desember 2015 berdasarkan SK Nomor 113/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 203/Kpts/DK-PGE/XI/2015.
Berusia 37 tahun. Dimulai sejak tahun 2011 bergabung dengan Perusahaan. Latar belakang pendidikan adalah pemegang Sarjana dan Master Akuntansi dari Fakultas Ekonomi Universitas Indonesia.
Saat ini beliau aktif sebagai dosen Fakultas Ekonomi dan Bisnis Universitas Indonesia (FEB UI) sekaligus sebagai konsultan dan instruktur pelatihan di Lembaga Manajemen FEB UI dengan berbagai pengalaman di bidang akuntansi, keuangan dan audit baik di dunia akademisi maupun korporasi.
At the moment, Rini Yulius serves as the member of Investment Committee in the period of January 1st - June 30th, 2015 based on the Decree Letter Number 113/Kpts/DK-PGE/VII/2014 and Number 203/Kpts/DK-PGE/XI/2015.
Aged 37 years old, she firstly joined the Company in 2011 bearing Bachelor Degree and Master Degree in Accounting from the Faculty of Economy, University of Indonesia.
Currently, she is an active lecturer at the Faculty of Economy and Business, University of Indonesia (FEB UI) and a consultant as well as training instructure at the Institution of Management of FEB UI, with numerous experience
in accounting, finance, and audit within the scope of academic and corporation.
Member Rini Yullius
Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 oktober 2015 – 31 Desember 2015 Name and Position of Membership of the Investment Committee in the Period of October 1st, 2015 - December 31st, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Maxi Eman Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris) President Commissioner (Complete description can be viewed in the discussion of Profiles of Members of the Board of Commissioners)
Chairman Maxi Eman
2 Rini Yulius Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari – 31 Desember 2015)
(Complete description can be viewed in the discussion of names and positions of membership of the Audit and Risk Management Committee in the period of July 1st, 2014 - June 30th, 2015)
Member Rini Yulius
196 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 197 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Susunan Komite Audit dan Manajemen RisikoSusunan Komite Audit dan Manajemen Risiko
Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 Januari - 30 September 2015Name and Position of Membership of the Investment Committee in the Period of January 1st, 2014 - September 30th, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Muhammad Syahid
Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris) President Commissioner (Complete descriotion can be viewed in the discussion of Profiles of Members of the Board of Commissioners)
Chairman Muhammad Syahid
2 Bey Machmudin Anggota Saat ini mejabat anggota Komite Investasi pada periode 1 Januari - 30 September 2015 berdasarkan SK Nomor 113/Kpts/DK-PGE/VII/2014 dan SK No. 108/Kpts/DK-PGE/VI/2015.
Berusia 44 tahun. bergabung dengan Perusahaan sejak tahun 2013. Latar belakang pendidikan adalah Sarjana Ekonomi dari Universitas Katolik Parahyangan di Bandung dan pascasarjana teknik jurusan Studi Pembangunan di Institut Teknologi bandung.
Saat ini menduduki jabatan sebagai asisten Deputi Dokumentasi dan Diseminasi Informasi Sekretariat Wakil Presiden sejak Januari 2014. Sebelumnya menjabat asisten Staf Khusus Wakil Presiden Republik Indonesia sejak april 2010. Beliau juga pernah bekerja di Kementerian Koordinator bidang Perekonomian sebagai Kepala Sub bagian Data dan Informasi Kementerian Koordinator bidang Perekonomian dan dipromosikan menjadi Kepala bagian Data dan Informasi.
At the moment, Bey Machmudin serves as the member of Investment Committee in the period of January 1st - June 30th, 2015 based on the Decree Letter Number 113/Kpts/DK-PGE/VII/2014 and Decree Letter Number 108/
Kpts/DK-PGE/VI/2015.
Aged 44 years old, Bey Machmudin started to work with the Company since 2013. His education background includes Bachelor of Economy from the Catholic University of Parahyangan in Bandung and Master of
Development Studies from the Bandung Institute of Technology.
Presently, he occupies the position of Assistant to Deputy of Documentation and Information Dissemination to the Secretariat of Vice President since January 2014. Previously, he was the assistant to Special Staff of the
Vice President of the Republic of Indonesia since April 2010. Moreover, he was once worked at the Coordinating Ministry of Economy as the Sub-Head Division of Data and Information to the Coordinating Ministry of Economy,
which then promoted to be the Head Division of Data and Information.
Member Bey Machmudin
3 Rini Yullius Anggota Saat ini mejabat anggota Komite Investasi pada periode 1 Januari – 31 Desember 2015 berdasarkan SK Nomor 113/Kpts/DK-PGE/VII/2014, SK No. 108/Kpts/DK-PGE/VI/2015 dan SK No. 203/Kpts/DK-PGE/XI/2015.
Berusia 37 tahun. Dimulai sejak tahun 2011 bergabung dengan Perusahaan. Latar belakang pendidikan adalah pemegang Sarjana dan Master Akuntansi dari Fakultas Ekonomi Universitas Indonesia.
Saat ini beliau aktif sebagai dosen Fakultas Ekonomi dan Bisnis Universitas Indonesia (FEB UI) sekaligus sebagai konsultan dan instruktur pelatihan di Lembaga Manajemen FEB UI dengan berbagai pengalaman di bidang akuntansi, keuangan dan audit baik di dunia akademisi maupun korporasi.
At the moment, Rini Yulius serves as the member of Investment Committee in the period of January 1st - June 30th, 2015 based on the Decree Letter Number 113/Kpts/DK-PGE/VII/2014 and Number 203/Kpts/DK-PGE/XI/2015.
Aged 37 years old, she firstly joined the Company in 2011 bearing Bachelor Degree and Master Degree in Accounting from the Faculty of Economy, University of Indonesia.
Currently, she is an active lecturer at the Faculty of Economy and Business, University of Indonesia (FEB UI) and a consultant as well as training instructure at the Institution of Management of FEB UI, with numerous experience
in accounting, finance, and audit within the scope of academic and corporation.
Member Rini Yullius
Nama dan Jabatan Keanggotaan Komite Investasi, Periode 1 oktober 2015 – 31 Desember 2015 Name and Position of Membership of the Investment Committee in the Period of October 1st, 2015 - December 31st, 2015
No Nama Jabatan Kualifikasi dan Pengalaman Kerja Qualification and Working Experience Position Name
1 Maxi Eman Ketua Komisaris (Uraian lengkap lihat pembasan tentang Profil Anggota Dewan Komisaris) President Commissioner (Complete description can be viewed in the discussion of Profiles of Members of the Board of Commissioners)
Chairman Maxi Eman
2 Rini Yulius Anggota (Uraian lengkap lihat pembahasan nama dan jabatan keanggotaan Komite Audit dan Manajemen Risiko periode 1 Januari – 31 Desember 2015)
(Complete description can be viewed in the discussion of names and positions of membership of the Audit and Risk Management Committee in the period of July 1st, 2014 - June 30th, 2015)
Member Rini Yulius
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
196 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 197 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Komite Investasi memiliki Piagam Komite Investasi sebagai
pedoman dan tata tertib kerja anggota Komite Investasi dalam
menjalankan tugas dan tanggung jawabnya secara profesional
dan independen. Piagam Komite Investasi menguraikan
tentang misi, tujuan, komposisi dan keanggotaan, rapat dan
prosedur, tugas dan tanggung jawab, penyelidikan, studi dan
penggunaan penasihat luar dan evaluasi kinerja.
Rapat Komite InvestasiDalam melaksanakan tugas dan wewenangnya, Komite telah
mengadakan rapat internal dan menghadiri rapat-rapat
eksternal lainnya, termasuk rapat dengan Dewan Komisaris.
Selama tahun 2015, Komite Investasi mengadakan pertemuan
sebanyak 6 kali.
The Investment Committee has Charter of Investment Committee
as a code of conduct to members of the Investment Committee
in executing its duties and responsibilities in a professional and
independent manner. The Charter of Investment Committee
describes its mission, purposes, composition and membership,
meeting and procedure, duties and responsibilities, investigation,
study and utilization of external advisory and performance
evaluation.
Meeting of the Audit and Risk Management CommitteeIn conducting its duties and authorities, the Committee has
organized internal meeting and attended other external meetings,
including meeting with the Board of Commissioners. In 2015, the
Investment Committee held 6 meetings.
Tugas dan Tanggung Jawab Komite Investasi1. Melakukan evaluasi atas perencanaan pengurusan
Perusahaan (RJPP/RKAP) dan tingkat risikonya dan
melakukan pemantauan dan analisa atas pelaksanaannya.
2. Melakukan evaluasi atas perencanaan investasi yang oleh
Direksi dimintakan persetujuan atau tanggapan tertulis dari
Komisaris dan melakukan pemantauan pelaksanaannya dan
analisis hasil Investasi.
3. Melakukan kajian berkala atas efektivitas kebijakan investasi
dan pengurusan Perusahaan dari aspek manajemen risiko
sebagai bahan pendapat Komisaris.
4. Menyediakan bahan rujukan dan informasi untuk keperluan
Komisaris terkait pengelolaan investasi Perusahaan.
5. Memberikan masukan dan rekomendasi atas laporan Direksi
dalam pengurusan Perusahaan.
Duties and Responsibilities of the Investment Committee1. To perform evaluation upon the management planning of the
Company (RJPP/RKAP) and its level of risk and to monitor and
analyze its implementation.
2. To perform periodical study upon effectivity of investment
policy and management of the Company through risk
management aspect, as an opinion of the Commissioners.
3. To perform evaluation upon investment planning to which the
Board of Directors inquired approval or written statement from
the Board of Commissioners and to monitor its implementation
and analysis of Investment result.
4. To provide reference and information for the Commissioners’
necessaties related to the Company’s investment management.
5. To provide feedbacks and recommendations upon report of the
Board of Directors in managing the Company.
Frekuensi Pertemuan Komite Investasi dan Tingkat KehadiranFrequency of Meeting and Attendance of Investment Committee
No Nama Komite InvestasiName of Investment Committee Member
Jumlah Pertemuan dalam Masa JabatanNumber of Meetings
during Tenureship
Jumlah Kehadiran
Total of Attendance
% KehadiranPercentage of
Attendance
Masa JabatanTenureship
1Maxi Eman
3 3 100%1 November – 31 Desember 2015November 1st - December 31st, 2015
2Muhammad Syahid
6 6 100%1 Januari – 30 Juni 2015
January 1st - June 30th, 2015
3Rini Yulius
14 14 100%1 Januari – 31 Desember 2015
January 1st - December 31st, 2015
4 Bey Machmudin 9 9 100% 1 Januari – 30 September 2015January 1st - September 30th, 2015
198 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 199 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
6. Membuat rencana kerja tahunan yang diselaraskan dengan
rencana kerja tahunan Kebijakan Investasi Perusahaan yang
dikelola oleh Direksi.
7. Melaksanakan tugas lain yang diberikan oleh Komisaris yang
terkait dengan investasi.
8. Melaporkan secara berkala hasil-hasil kerja Komite kepada
Komisaris.
Kegiatan Komite InvestasiKegiatan Komite investasi Selama tahun 2015, Komite Investasi
telah melaksanakan aktivitas-aktivitas:
1. Melakukan review RJPP 2015 - 2019
2. Melakukan review atas RKAP 2016 final yang disampaikan
Direksi sebelum ditetapkan oleh RUPS.
3. Mengevaluasi perkembangan investasi Perusahaan pada 8
proyek panas bumi
4. Melaksanakan peninjauan lapangan untuk mengevaluasi
pelaksanaan kegiatan investasi Perusahaan pada Proyek
Hululais, Lumut Balai, Sungai Penuh dan Ulubelu Unit III & IV
5. Melakukan monitoring dan review kinerja pemboran
6. Menyusun rencana kerja Dewan Komisaris tahun 2016
7. Melakukan review atas usulan Penyertaan Modal Negara
(PMN) di Perusahaan
8. Melakukan pembahasan atas batas wilayah TNKS
9. Melakukan penyempurnaan Piagam Komite Investasi
Program Pelatihan Peningkatan Kompetensi Komite InvestasiSelama tahun 2015, Perusahaan menyertakan anggota Komite
Investasi, untuk meningkatkan kompetensi mereka.
6. To develop annual work plan that is aligned with annual work
plan of the Company’s investment policy managed by the
Board of Directors.
7. To perform other duties assigned by the Commissioners related
to investment.
8. To report results of work of the Committee to the Board of
Commissioners in a periodic manner.
Activities of the Investment Committee During 2015, the Investment Committee has managed to
actualize these activities:
1. Reviewed the RJPP 2015-2019
2. Reviewed the final version of 2016 RKAP submitted by the
Board of Directors prior the ratification by RUPS.
3. Evaluated the Company’s investment growth in 8 geothermal
projects
4. Conducted field inspection in the event of evaluating the
Company’s investment activities in Hululais Project, Lumut
Balai, Sungai Penuh and Ulubelu Unit III & IV
5. Performed monitoring and review over drilling performance
6. Prepared work plan of the Board of Commissioners in 2016
7. Reviewed the proposal of State Capital Participation (PMN) in
Company
8. Conducted a discussion over borderline of TNKS
9. Performed improvement to the Charter of Investment
Committee
Training Programs on Competence Building for the Investment CommitteeDuring 2015, the Company has members of the Investment
Committee to immerse themselves to trainings for the purpose of
improving their competence.
No Nama Anggota KomiteName of Committee’s Member
Tempat dan Tanggal KegiatanVenue and Date of Event
KegiatanActivity
1 Rini Yulius Bandung, 17 November 2015Bandung, 17th November 2015
Presentasi Artikel pada Asian Academic Accounting Association (4A) Annual ConferenceAn Article Presentation at the Asian Academic Accounting Association (4A) Annual Conference
2 Rini Yulius Jakarta, 17 Desember 2015Jakarta, 17th December 2015
Peserta Seminar Reshaping, Sharpening BUMN & BUMN Outlook 2016Participant of Seminar on Reshaping, Sharpening SOE & SOE Outlook 2016
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
198 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 199 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tafif AzimudinCorporate Secretary
Lahir pada tahun 1964, berusia 51 tahun. Beliau diangkat sebagai Corporate Secretary sejak 24 Maret 2014 berdasarkan SK Direktur Sumber Daya Manusia PT Pertamina (Persero) No. Kpts.P-534/K00000/2014-S8 tanggal 19 Maret 2014 tentang Mutasi Jabatan, merupakan lulusan sarjana Teknik Geologi Umum dari Universitas Gadjah Mada pada tahun 1990. Mengikuti Geothermal Training Program yang diselenggarakan oleh United Nations University pada tahun 1995 di Islandia. Mulai bergabung dengan Perusahaan sejak 1991, sebelumnya menjabat sebagai Staf Geologi Pengembangan (2002-2006), Pimpinan Proyek Kotamobagu (2007-2010), dan Koordinator Pelaksana dan Pengendali Proyek (2010-2014).
Born in 1964, aged 51 years old, Tafif Azimudin runs as Corporate Secretary since March 24th, 2014based on the Decree Letter Human Resources Director of PT Pertamina (Persero) Number Kpts.P-534/K00000/2014-S8 dated March 19th, 2014 concerning Mutation Positions. He is a graduate of University of Gadjah Mada in 1990, majoring in Techical Engineering of General Geology. He participated in Geothermal Training Program held by the United Nations University in 1995 in Iceland. Upon his early days with the Company since 1991, formerly he occupied the position of Staff of Development in geology (2002-2006), Project Head of Kotamobagu (2007-2010), and Executive Coordinator and Project Controller (2010-2014).
Komite Lainnya
Perusahaan hanya memiliki Komite Audit dan Manajemen
Risiko, serta Komite Investasi. Hingga akhir periode pelaporan,
Perusahaan tidak memiliki maupun membentuk komite
lainnya, termasuk komite yang bersifat sementara atau ad-hoc
di bawah pengawasan Dewan Komisaris.
Corporate Secretary
Corporate Secretary memiliki tanggung jawab kepada Direksi,
serta melaporkan pelaksanaan tugasnya kepada Direksi.
Corporate Secretary membawahi fungsi Legal, fungsi
Government & Public Relation, Corporate & BOD Support
serta Compliance. Hingga akhir periode pelaporan, Corporate
Secretary dijabat oleh Tafif Azimudin.
other Committees
The Company only has the Audit and Risk Manageemnt Committee,
as well as Investment Committee. Up to the end of report period,
the Company has not established other committees, including
those that are temporary or ad-hoc under the supervision of the
Board of Commissioners.
Corporate Secretary
Corporate Secretary has responsibilities to the Board of Directors,
as well as to report its implementation to the related board.
Corporate Secretary supervises Legal function, Government &
Public Relation function, Corporate & BOD Support as well as
Compliance. Until the end of reporting period, Corporate Secretary
was led by Tafif Azimudin.
Tugas dan Tanggung Jawab Corporate Secretary• Berkaitan dengan Pemegang Saham:
1. Melakukan koordinasi perencanaan dan penyelenggaraan
RUPS Tahunan maupun luar biasa.
2. Membuat dan mendokumentasikan risalah RUPS yang
mencantumkan dinamika rapat dan perbedaan pendapat
serta menyediakannya bila diminta oleh Pemegang
Saham.
3. Menyiapkan Daftar Pemegang Saham Perusahaan.
4. Menyiapkan Daftar Khusus.
Duties and Responsibilities of Corporate Secretary• In relation to Shareholders:
1. To perform coordination in planning and implementation of
Annual GMS and extraordinary GMS.
2. To develop and document summary of GMS that includes
dynamic of meeting and disparity of opinion as well as to
provide these items when inquired by the Shareholders.
3. To prepare the Company’s Register of Shareholders.
4. To prepare Special Register of Shareholders.
200 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 201 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
• Berkaitan dengan Kepatuhan Terhadap Perundang-
undangan:
1. Memastikan bahwa Perusahaan mematuhi ketentuan
tentang persyaratan keterbukaan dan pengungkapan
yang berlaku dalam laporan tahunan.
2. Melakukan kajian atas perubahan dan perkembangan
peraturan perundang-undangan yang berpengaruh pada
bidang usaha Perusahaan dan menganalisa dampaknya
terhadap Perusahaan.
3. Memberikan masukan dan laporan kepada Direksi dan
Dewan Komisaris atas hasil analisis perkembangan
peraturan perundang-undangan tersebut.
4. Memastikan kepatuhan atas pelaksanaan Tata Kelola
Perusahaan yang Baik di lingkungan Perusahaan.
• Berkaitan dengan Fungsi Kesekretarisan:
1. Mengkoordinasikan rapat Direksi, serta rapat gabungan
Direksi dan Dewan Komisaris.
2. Mempersiapkan undangan, jadwal, agenda, materi dan
risalah rapat.
3. Mendokumentasikan risalah rapat dan menyediakannya
bila diperlukan oleh Dewan Komisaris atau Direksi.
4. Mengkoordinasi penyusunan Laporan Manajemen
seperti Laporan Tahunan, Laporan Keberlanjutan, dan
Laporan Bulanan.
• Berkaitan dengan Pemangku Kepentingan:
1. Mewakili Perusahaan dalam berkomunikasi dengan
pihak-pihak lain yang memiliki kepentingan terhadap
Perusahaan.
2. Menyeleksi jenis-jenis informasi yang relevan untuk
dipublikasikan atau diedarkan di internal dan eksternal
Perusahaan.
3. Memberikan pelayanan kepada masyarakat dan pihak
lain atas setiap permintaan informasi yang berkaitan
dengan kondisi Perusahaan.
4. Merencanakan dan melaksanakan kegiatan Perusahaan
yang melibatkan pihak eksternal yang bertujuan untuk
membentuk citra (image) Perusahaan.
5. Mengelola dan memutakhirkan informasi dalam website
Perusahaan.
• In relation to Compliance to Legislations:
1. To ensure that the Company complies to regulation on
prerequisites of transparency and prevalent disclosure in
annual report.
2. To study upon amendments and developments on affecting
legislations to the Company’s business and to analyze its
impact to the Company.
3. To provide feedbacks and report to the Board of Directors
and Board of Commissioners on analysis result of the
related legislations.
4. To ensure compliance to the implementation of Good
Corporate Governance in the environment of Company.
• In relation to Secretarial Function:
1. To coordinate meeting of the Board of Directors, as well
as joint meeting of the Board of Directors and Board of
Commissioners.
2. To arrange invitations, schedule, agenda, material and
minutes of meeting.
3. To document minutes of meeting and to present to the
Board of Commissioners and Board of Directors if it is
necessary.
4. To coordinate the preparation of Management Report,
such as Annual Report, Sustainability Report, and Monthly
Report.
• In relation to Stakeholders:
1. To represent the Company in communicating with other
parties, which hold importance to the Company.
2. To select kinds of relevant information to be published or
circulated in internal and external of the Company.
3. To provide services to the community and other parties
upon each request of information related to the Company’s
condition.
4. To plan and execute activities of the Company involving
external party, which aim to shape the image of the
Company.
5. To manage and update information on the website of the
Company.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
200 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 201 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Kegiatan Corporate Secretary Selama 2015Corporate Secretary telah melakukan sejumlah kegiatan, yakni:
1. Memastikan bahwa perusahaan mematuhi peraturan
sejalan dengan penerapan prinsip-prinsip GCG.
2. Mengelola hubungan dan komunikasi dengan pihak internal
dan eksternal.
3. Melaksanakan kegiatan untuk mendukung penerapan Good
Corporate Governance (GCG).
4. Mengkoordinasikan kegiatan penyusunan kebijakan
perusahaan dalam hubungan dengan Pemerintah dan
hubungan masyarakat.
5. Memberikan informasi yang dibutuhkan oleh Direksi dan
Dewan Komisaris secara berkala dan/atau sewaktu-waktu
apabila diminta sebagai penghubung (liaison officer).
6. Menatausahakan serta menyimpan dokumen perusahaan,
termasuk tetapi tidak terbatas pada Daftar Pemegang
Saham, Daftar Khusus dan risalah rapat Direksi, rapat
Dewan Komisaris dan RUPS.
7. Menjamin tersedianya informasi yang dapat diakses oleh
Stakeholders secara wajar, akurat dan tepat waktu.
8. Menetapkan kebijakan dan program kerja serta
mengendalikan kegiatan kehumasan dan CSR untuk
mendapatkan dukungan pemangku kepentingan terhadap
kegiatan operasional perusahaan serta terbangunnya citra
positif Perusahaan.
9. Mengkoordinasikan kegiatan penyusunan kebijakan
perusahaan dalam rangka pemenuhan GCG, perlindungan
hukum, hubungan dengan Pemerintah, komunikasi dan
hubungan masyarakat, dan pengembangan corporate
branding.
10. Mengkoordinasikan penyelenggaraan RUPS, Rapat Direksi,
Rapat Gabungan Direksi dan Dewan Komisaris, serta
penyusunan notulen Rapat Direksi dan pembuatan akta
notaris hasil RUPS dalam rangka meningkatkan compliance
terhadap peraturan sebagai perseroan terbatas
11. Mengarahkan, mengkoordinasikan dan mengendalikan
kegiatan sebagai fasilitator Direksi untuk memastikan
komunikasi yang efektif antara Direksi, Dewan Komisaris,
Pemegang Saham dan seluruh fungsi di Perusahaan.
12. Pengkajian, evaluasi dan penelitian dokumen korporasi
Perusahaan maupun Anak Perusahaan.
13. Memberikan rekomendasi penyelesaian atau advis hukum
atau pendapat hukum untuk kasus-kasus hukum yang
dihadapi perusahaan dengan pihak ketiga.
14. Menyusun dan mengevaluasi kontrak-kontrak Perusahaan.
Activities of Corporate Secretary During 2015Corporate Secretary has conducted several activities, namely:
1. To ensure the company complies to regulation aligning with
implementation of Good Corporate Governance principles.
2. To manage relationships and communication with internal
and external parties.
3. To actualize activities that boost the implementation of Good
Corporate Governance (GCG).
4. To coordinate the preparation of company’s policies pertaining
to governmental relationship and public relations.
5. To cater the required information by the Board of Directors
and Board of Commissioners periodically and/or whenever
needed if it is inquired as a liaison officer.
6. To administer as well as store documents of the Company,
including but not limited to Register of Shareholders, Special
Register and summary of meeting of the Board of Directors,
joint meeting of the Board of Commissioners and Board of
Directors and GMS.
7. To guarantee the availability of information that is accessible
by Stakeholders in fair, accurate and promptly manner.
8. To determine policies, work plan and to control public
relations activities and CSR in order to acquire stakeholders’
support towards the Company’s operational activities, as well
as to create positive image for the Company .
9. To coordinate the development of the Company’s policies in
the event of complying to GCG, legal protection, governmental
relations, communication and public relations, and corporate
branding development.
10. To coordinate GMS, Meeting of the Board of Directors, Joint
Meeting of the Board of Directors and Board of Commissioners,
as well as minutes of meeting of the Meeting of the Board of
Directors and notary deed to GMS result in order to magnify
the Company’s compliance towards the prevalent law on
limited liability companies.
11. To direct, coordinate and control activities as the facilitator
to the Board of Directors in order to ensure an effective
communication among the Board of Directors, Board of
Commissioners, Shareholders and all functions of the
Company.
12. To study, evaluate and examine corporation documents of
Company and its subsidiaries.
13. To provide recommendation of settlement or legal advice for
legal cases encountered by the Company with third parties.
14. To prepare and evaluare contracts of the Company.
202 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 203 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Kegiatan 2015 Untuk Peningkatan Kompetensi Corporate SecretaryActivities in 2015 for Building Competence of Corporate Secretary
No Tanggal dan Tempat KegiatanDate and Venue of Activity
Bentuk dan Nama KegiatanType and Name of Activity
1 29 Maret - 1 April, 2015, BaliMarch 29th - April 1st, 2015
Forum Sharing Technologi Hulu ke-3 Tahun 2015The 3rd Bali Forum on Sharing Upstream Technology
2 29-30 April 2015, SurabayaApril 29th - 30th, 2015, Surabaya
Menjadi Narasumber Kuliah Tamu di ITS 10 NopemberParticipated as a Speaker for Guest Lecture at the ITS 10 November
3 31 Mei - 1 Juni 2015, YogyakartaMay 31st - June 1st, 2015, Yogyakarta
Menjadi Narasumber Bidang Geothermal di Fakultas Teknik Mineral UPN Veteran YogyakartaParticipated as a Speaker on Geothermal at the Faculty of Mineral Engineering of UPN Veteran Yogyakarta
4 26-27 Juni 2015, YogyakartaJune 26th - 27th, 2015, Yogyakarta
Mini Workshop Penyusunan MoU & Perjanjian KerjasamaMini Workshop on Preparation of MoU & Cooperation Agreement
5 19-21 Agustus 2015, JakartaAugust 19th - 21st, 2015, Jakarta
International Geothermal Convention dan Exhibition 2015International Geothermal Convention and Exhibition 2015
6 27-28 Agustus 2015, BogorAugust 27th - 28th, 2015, Bogor
Pembahasan RPP Panas Bumi dengan PemerintahDiscussion of RPP on Geothermal with the Government
7 14-18 Oktober 2015, YogyakartaOctober 14th - 18th, 2015, Yogyakarta
Pameran Geo WeekExhibition of Geo Week
8 17-21 November 2015, YogyakartaNovember 17th - 21st, 2015, Yogyakarta
Verifikasi RSKKNI Ahli Geologi, Ahli Geokimia dan Ahli Geofisika Bidang Panas BumiVerification of RSKKNI for Geologist, Geochemist, and Geophysics on Geothermal
9 24-25 November 2015, Jakarta (Hotel Borobudur)November 24th - 25th, 2015, Jakarta (Hotel Borobudur)
Pertamina Energy ForumPertamina Energy Forum
10 11-13 Desember 2015, YogyakartaDecember 11th - 13th, 2015, Yogyakarta
Mewakili Direktur Utama Menjadi Pembicara dalam "Plenary Discussion” di UPN Veteran YogyakartaRepresenting the President Director to be the Speaker in the “Plenary Discussion” at UPN Veteran Yogyakarta
11 16-17 Desember 2015, BandungDecember 16th - 17th, 2015, Bandung
Dialog Interaktif - Percepatan Pengembangan Panas Bumi dalam Kerangka Menunjang Target Pencapaian Bauran Energi 2025Invitation for Interactive Dialogue – Acceleration of Geothermal Development in the Support of Target Achievement of Energy Mix 2025
15. Menangani permasalahan hukum yang dihadapi oleh
perusahaan dengan pihak internal dan eksternal.
16. Menangani aspek-aspek hukum pertanahan.
17. Menangani masalah-masalah terkait perizinan untuk studi
dan pengembangan area baru.
18. Mengkoordinasi penyusunan Laporan Manajemen seperti
Laporan Tahunan, Laporan Keberlanjutan, dan Laporan
Bulanan.
Program Pelatihan Untuk Meningkatkan Kompetensi Corporate SecretarySelama tahun 2015, Corporate Secretary melakukan beberapa
kegiatan yang ditujukan untuk meningkatkan kompetensi.
15. To address legal issues encountered by the Company against
internal and external parties.
16. To handle the aspects of agrarian law.
17. To handle issues related to permits in the purpose of studies
and new area development.
18. To coordinate the preparation of Management Report, such as
Annual Report, Sustainability Report, and Monthly Report.
Training Programs in Building Competence of Corporate SecretaryDuring 2015, the Corporate Secretary has conducted several
activities aimed for competence building.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
202 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 203 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Internal Audit (IA)
Perusahaan telah memiliki fungsi audit internal. IA berfungsi
membantu manajemen dalam melakukan kegiatan assurance
dan konsultasi yang independen dan obyektif, untuk
pencapaian tujuan dan peningkatan efektivitas manajemen
risiko, pengendalian dan proses tata kelola.
IA dipimpin oleh seorang Head of Internal Audit dengan
didukung oleh 5 orang Auditor.
Piagam Audit Internal (Internal Audit Charter)Keberadaan IA menjadi bagian dari penerapan tata kelola
perusahaan yang baik (GCG).
Pelaksanaan tugas, wewenang dan tanggung jawab IA diatur
dalam Piagam Audit Internal (Internal Audit Charter). Piagam
Audit IA ditandatangani oleh Direktur Utama dan Komisaris
selaku Ketua Komite Audit tanggal 14 Januari 2008, dan
diperbaharui tanggal 28 Oktober 2014.
Piagam Audit IA mengatur beberapa hal, yakni: misi, struktur
dan kedudukan, tujuan, ruang lingkup, wewenang, tanggung
jawab, pelaporan, kode etik, persyaratan auditor, standar
profesional, pola hubungan dan larangan.
Kode Etik Auditor InternalAuditor internal berkewajiban menjalankan tanggung jawab
profesinya dengan penuh martabat dan kehormatan, serta
berpedoman pada etika bisnis dan peraturan perundang-
undangan yang berlaku. Hal ini sesuai dengan Pedoman
Pengelolaan Satuan Pengawasan Internal Nomor A-001/
PGE400/2008-S0 tanggal 2 Januari 2008.
Profil Head of Internal Audit IA sebagai fungsi audit internal dipimpin oleh seorang Head
of Internal Audit. Hingga akhir periode pelaporan, Head of
Internal Audit dijabat oleh Budi Enda Dhaniswara. Head of
Internal Audit diangkat dan ditetapkan oleh Direktur Utama
dengan profil sebagai berikut:
Internal Audit (IA)
The Company has internal audit function (IA), which functions
to assist management in conducting activities of assurance
and independent and objective consulting, in order to achieve
purposes and improve effectivity of risk management, control and
governance process.
IA is led by a Head of Internal Audit and supported by 5 Auditors.
Internal Audit CharterThe presence of IA serves as a part of the implementation of Good
Corporate Governance (GCG).
Implementation of duties, authorities and responsibilities of IA is
regulated in the Internal Audit Charter. The charter was signed by
President Director and Commissioner as Head of Internal Audit
on January 14th, 2008, and was updated on October 28th, 2014.
The Internal Audit Charter sets several items, such as: mission,
structure and position, purposes, scope of work, authorities,
responsibilities, reporting, code of conduct, auditor’s prerequisities,
professional standards, relationships and prohibitions pattern.
Code of Conduct of Internal Auditor Internal auditor shall be responsible for executing its profession’s
responsibilities with full dignity and respect, as well as oriented
to business ethics and legislations in effect. This is in line with the
Guideline for the Management of Internal Control Unit Number
A-001/PGE400/2008-S0 dated January 2nd, 2008.
Profile of Head of Internal AuditIA as internal audit function is led by a Head of Internal Audit.
Up to the end of reporting period, the Head of Internal Audit is
officiated by Budi Enda Dhaniswara. Head of Internal Audit is
appointed and determined by President Director, with profile as
follow:
204 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 205 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Budi Enda DhaniswaraHead of Internal Audit
Lahir di Magelang pada tahun 1960. Menjabat sebagai Head of Internal Audit sejak bulan Mei tahun 2015 berdasarkan SK Direktur Sumber Daya Manusia PT Pertamina (Persero) No.Kpts.P-199/K00000/2015-S8 tanggal 30 Maret 2015 tentang Mutasi Jabatan. Pengalaman sebelumnya adalah sebagai Asset International & Unconventional Audit Manager - Internal Audit PT PHE (2013-2015), Manajer IA Bidang Upstream - Internal Audit PT Pertamina (Persero) (2012-2013). Menyelesaikan D4 Jurusan Akuntansi - Sekolah Tinggi Akuntansi Negara (STAN) Jakarta, dan Magister Manajemen IPWI- Jakarta.
Born in Magelang in 1960, Budi Enda Dhaniswara was appointed as Head of Internal Audit since May 2015 based on the Decree Letter Human Resources Director of PT Pertamina (Persero) Number Kpts.P-199/K00000/2015-S8 dated March 30th, 2015 concerning Mutation Positions. His previous experience was Asset International & Unconventional Audit Manager – Internal Audit of PT PHE (2013-2015), and Manager of SPI in Upstream Division – Internal Audit of PT Pertamina (Persero) (2012-2013). He completed his Diploma 4 in Accounting – Indonesian State College of Accountancy (STAN), Jakarta, and Master Degree in Management of IPWI – Jakarta.
Sertifikasi dan Pengembangan Kompetensi Profesi Auditor InternalCertification and Professional Competence Development of Internal Audit
Sertifikasi Auditor Audit InternalCertficiate of Internal Auditor
No Jenis SertifikasiType of Certification
Jumlah Pemegang SertifikasiTotal of Certification Holder
1 Akuntan, CAAccountant, CA
6
2 Sertifikasi Pengendali Teknis/SupervisorCertificaiton of Technical Controller/Supervisor
2
3 Sertifikasi Auditor Ahli Ketua TimCertification of Senior Auditor Head of Team
2
4 Certified Risk Management Professional (CRMP) 3
5 Certified Fraud Examiner (CFE) 1
6 Qualified Internal Auditor (QIA) 4
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
204 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 205 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Perusahaan senantiasa mengembangkan kompetensi auditor
IA, dengan menyertakan mereka pada berbagai kegiatan yang
dapat meningkatkan pengetahuan dan keahlian mereka.
The Company consistently develops the competence of IA’s
auditor, by having them participated in several activities, which
may help to improve one’s skill and expertise.
Kegiatan Untuk Pengembangan Kompetensi Auditor Audit InternalActivities of Competence Building for Internal Audit’s Auditor
No Tanggal dan Tempat KegiatanDate and Venue of Activity
Bentuk dan Nama KegiatanType and Name of Activity
1 8 Juli 2015, JakartaJuly 8th, 2015, Jakarta
FGD Terkait PBI-17/3/PBI/2015 terhadap Industri MigasFGD related to PBI-17/3/PBI/2015 towards Oil and Gas Industry
2 4 Agustus 2015, JakartaAugust 4th, 2015, Jakarta
Quality Management System: Awareness ISO/FDIS 9001:2015
3 6-7 Agustus 2015, AnyerAugust 6th-7th, 2015, Anyer
Continous Audit: Mengelola Early Warning System dalam Pelaksanaan Internal auditContinuous Audit: Manage Early Warning System in Implementing Internal Audit
4 20 Agustus 2015, YogyakartaAugust 20th, 2015, Yogyakarta
National Conference IIA 2015
5 21-22 Oktober 2015, BaliOctober 21st-22nd, 2015, Bali
National Anti Fraud Conference (NAFC)
6 23 Oktober 2015, JakartaOctober 23rd, 2015, Jakarta
In house Training : Mkinsight Audit Management System
7 4 Nopember 2015, BandungNovember 4th, 2015, Bandung
Workshop Penyusunan Risk Register Fungsi/Area/Proyek Tahun 2016Workshop on Preparation of Risk Register of Function/Area/Project in 2016
8 12, 13 Nopember 2015, JakartaNovember 12th-13th, 2015, Jakarta
Workshop Risk Based Internal Audit
9 10-11 Desember 2015, BaliDecember 10th-11th, 2015, Bali
ERMA Bali International Seminar on ERM
6 orang Auditor Internal telah memiliki sertifikasi di bidang akuntansi
There are 6 people Internal Auditor who have been certified in accounting
206 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 207 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Kedudukan dan Struktur OrganisasiSesuai dengan Surat Keputusan Direktur Utama Perusahaan
No.Kpts.P-056/PGE000/2015-S0 tanggal 29 Januari 2015
tentang Struktur Organisasi Perusahaan, Head of Internal
Audit bertanggung jawab secara langsung kepada Direktur
Utama, Head of Internal Audit diangkat dan diberhentikan oleh
Direktur Utama berdasarkan masukan dari Dewan Komisaris.
IA menjalin kerjasama dan koordinasi yang efektif dengan
fungsi-fungsi lain di dalam Perusahaan, Komite Audit dan
eksternal auditor yakni Kantor Akuntan Publik (KAP), Internal
Audit PT Pertamina (Persero) dan Badan Pengawasan
Keuangan dan Pembangunan (BPKP).
Position and Organization StructureIn accordance with the Letter of Decree of President Director of the
Company Number Kpts.P-056/PGE000/2015-S0 dated January
29th, 2015 concerning Organization Structure of Company, Head
of Internal Audit directly responsibles to the President Director,
moreover it is appointed and dismissed by the President Director
based on feedbacks from the Board of Commissioners.
IA establishes effective cooperation and coordination with
other functions in the Company, Audit Committee and external
auditors, such as Public Accounting Firm (KAP), Internal Audit of
PT Pertamina (Persero) and Finance and Development Supervisory
Board (BPKP).
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab dan Wewenang IATanggung Jawab:
1. Menetapkan kebijakan dan mengarahkan aktivitas IA dari
segi teknis dan administrasi.
2. Menyusun dan melaksanakan rencana audit tahunan.
3. Mengembangkan dan melaksanakan program audit yang
komprehensif.
4. Menguji efektivitas penggunaan sumber daya, dan
kepatuhan terhadap kebijakan dan prosedur.
5. Mereview kecukupan prosedur dan catatan-catatan dalam
mencapai sasaran dan menilai kebijakan dan rencana yang
terkait dengan aktivitas/fungsi yang direview.
6. Merekomendasikan perbaikan–perbaikan pengendalian
internal.
7. Merekomendasikan perbaikan–perbaikan Manajemen
Risiko.
8. Merekomendasikan perbaikan pelaksanaan tata kelola
perusahaan yang baik.
9. Menerbitkan laporan hasil audit, termasuk rekomendasi
untuk perbaikan.
10. Menilai kecukupan tindak lanjut temuan hasil audit.
11. Melaksanakan audit investigatif atas permintaan Direksi,
termasuk mereview pengaduan yang dibuat oleh pihak-
pihak di luar Perusahaan.
12. Bekerjasama dengan Komite Audit dan auditor eksternal.
13. Bertindak sebagai konsultan Perusahaan sesuai tanggung
jawabnya.
14. Menyusun program untuk mengevaluasi mutu kegiatan
audit internal.
Wewenang:
1. Mengarahkan program kerja IA secara luas dan
komprehensif.
2. Memeriksa dan mengevaluasi kecukupan dan efektifitas
dari sistem pengendalian internal, manajemen risiko dan
tata kelola perusahaan.
3. Memiliki akses penuh, bebas dan tidak terbatas kepada
seluruh fungsi, catatan, aset dan pekerja.
4. Melakukan komunikasi secara langsung dengan Direksi,
Dewan Komisaris dan/atau Komite Audit serta anggota dari
Direksi, Dewan Komisaris dan/atau Komite Audit.
5. Mengadakan rapat secara berkala dan insidentil dengan
Direksi, Dewan Komisaris, dan/atau Komite Audit.
6. Melakukan koordinasi kegiatannya dengan kegiatan auditor
eksternal.
Responsibilities and Authorities of IAResponsibilities:
1. To determine policies and direct activities of IA from the angle
of technicality and administration.
2. To prepare and perform annual audit plan.
3. To develop and perform comprehensive audit program.
4. To test effectivity of resources utilization, and compliance to
policies and procedures.
5. To review sufficiency of procedures and notes in achieving
recommendations and to assess policies and plans related to
the reviewed activities/function.
6. To recommend improvements on internal control.
7. To recommend improvements on Risk Management.
8. To recommend improvements on the implementation of Good
Corporate Governance.
9. To publish report on audit’s result, including recommendation
for improvement.
10. To assess adequacy of follow-up towards insights on audit’s
result.
11. To perform investigative audit upon the request of the Board
of Directors, including to review complaints made by external
parties of the Company.
12. To cooperate with the Audit Committee and external auditor.
13. To conduct as the Company’s consultant as per its
responsibilities.
14. To prepare program for evaluating quality of internal audit
activities.
Below are the authorities:
1. To direct work program of IA extensively and comprehensively.
2. To audit and evaluate adequacy and effectivity of internal
control system, risk management and corporate governance.
3. To have full access, free and unlimited to all functions, notes,
assets and employees.
4. To perform direct communication with the Board of Directors,
Board of Commissioners and/or Audit Committee as well as
members of the Board of Directors, Board of Commissioners
and/or Audit Committee.
5. To organize meeting periodically and incidentally with the
Board of Directors, Board of Commissioners, and/or Audit
Committee.
6. To perform coordination of activities with activities that of
external auditor.
208 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 209 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Kinerja IARencana kerja IA dituangkan dalam Program Kerja Pemeriksaan
Tahunan (PKPT) dan Key Performance Indicators (KPI) fungsi IA
tahun 2015. Capaian kinerja IA tahun 2015 terangkum dalam
perbandingan antara rencana dan realisasi PKPT & KPI IA
berikut:
Performance of IAWork plan of IA is stated in the Work Program of Annual Inspection
(PKPT) and Key Performance Indicators (KPI) of IA function in
2015. Achievement of IA performance in 2015 is included in the
comparison of planning and realization of PKPT and KPI IA, which
are mentioned below:
Kegiatan ProgramProgram’s Activity
Rencana Plan
RealisasiRealization
Audit Operasional
Operational Audit
10 Auditan, yang terdiri dari Proyek dan Area / Fungsi di lingkungan Perusahaan
10 Audited, consisting of Projects and Areas/Functions in the environment of Company
Audit Operasional atas 10 Auditan terdiri dari :• 6 Proyek • 4 Area / Fungsi Operational Audit on 10 Audited, consists of:• 6 Projects• 4 Areas/Functions
Pendampingan Audit Laporan Keuangan KAP
Complement of Audit of KAP’s Financial Statement
Koodinator mitra kerja internal atas kegiatan Audit Laporan keuangan yang dilaksanakan oleh KAP Ernst & Young untuk tahun 2015 Coordinator of internal business partner on the activity of Financial Statement Audit, which was conducted by KAP Ernst & Young in 2015
Koordinator mitra kerja internal atas kegiatan Audit laporan Keuangan yang dilaksanakan oleh KAP Ernst & Young untuk tahun 2015Coordinator of internal business partner on the activity of Financial Statement Audit, which was conducted by KAP Ernst & Young in 2015
Assessment
Assessment ICOFR yaitu melakukan evaluasi atas pelaksanaan internal control oleh fungsi-fungsi di lingkungan Perusahaan selaku control owner atas kegiatan / transaksi keuangan yang terjadiAssessment of ICOFR, which is to evaluate the implementation of internal control by functions in the environment of Company as control owner of activities/financial transactions that occurred
Assessment ICOFR atas Transaction Level Control (TLC) dan Entity Level Control (ELC) tahun 2015
Assessment of ICOFR on Transaction Level Control (TLC) and Entity Level Control (ELC) in 2015
Bersama Corporate Secretary, sebagai mitra kerja internal melakukan monitoring atas tindak lanjut hasil assessment GCG tahun 2014 (assessment berikutnya dilakukan di tahun 2016)
Together with Corporate Secretary, as internal business partner that monitors follow-up to GCG assessment in 2014 (the following assessment to be conducted in 2016)
Melakukan pemantauan dan koordinasi dengan fungsi terkait untuk menyelesaikan tindak lanjut hasil assessment GCG (3 x pelaksanaan monitoring tindak lanjut)Monitored and coordinated related functions to settle the follow-up to GCG assessment result (3 times of follow-up monitoring)
Monitor Tindak Lanjut Temuan Auditor Internal & Eksternal
Monitor Follow-Ups to Findings of Internal & External Auditor
Kegiatan pemantauan terhadap tindakan yang dilakukan oleh manajemen sebagai pelaksana rekomendasi dari laporan hasil audit dan assessment, baik yang dilaksanakan oleh auditor eksternal (KAP) maupun internal (IA Perusahaan)Monitoring activities to measures conducted by the management as the executive of recommendation on audit result report and assessment, be it made by external auditor (KAP) or internal auditor (IA of Company)
Memantau progress tidak lanjut atas rekomendasi dari laporan Hasil Audit dan Assessment, baik yang dilaksanakan oleh auditor eksternal (KAP) maupun internal (IA Perusahaan)Monitored follow-up progress to recommendation on audit results report and Assessment, which were made externally by KAP or internally by IA of Company
Konsultasi
Consultation
Memberikan jasa konsultasi berupa kajian atas suatu permasalahan atau keiikutsertaan dalam rapat-rapat pembahasan atau pemberian pendapat / masukan atas permasalahan tertentu yang dikonsultasikan manajemenProviding consulting services in the form of study of issues or participation in meetings discussing or providing opinions/feedbacks upon certain issues that consulted by the management
Pemenuhan kegiatan jasa konsultasi kepada fungsi-fungsi di internal Perusahaan selama tahun 2015
Fulfillment of consulting service activities to internal functions of Company in 2015
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
208 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 209 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Audit Implementasi Manajemen Risiko
Audit of Implementation of Risk Management
Melaksanakan audit atas penerapan manajemen risiko di Proyek/fungsi di lingkungan Perusahaan
Performing audit to the implementation of risk management in Project/Function in the environment of Company
Melaksanakan audit atas penerapan manajemen risiko pada proyek Hululais, fungsi Human Capital, dan Proyek Ulubelu III & IVPerformed audit to the implementation of risk management in Hululais project, Human Capital function, and Ulubelu III & IV Project
Penyusunan/Revisi Pedoman / TKO / TKI yang terkait
Preparation/Revision of Guideline/Related TKO/TKI
Memberikan asistensi dalam penyusunan dan revisi pedoman / TKO / TKI terkait dengan penerapan GCG sebagai tindak lanjut hasil assessment GCG dan pengembangan infrastruktur manajemen risiko.Providing assistance in preparing and revising related guideline/TKO/TKI with implementation of GCG as follow-up to result of GCG assessment and infrastructure of risk management.
Penyusunan Pedoman Gratifikasi dan Unit Pengendali Gratifikasi bersama fungsi Corporate Secretary
Preparation of Guideline of Gratification and Controlling Unit of Gratification together with Corporate Secretary function.
Akuntan Publik
Perusahaan menggunakan jasa auditor eksternal dari Kantor
Akuntan Publik (KAP) Purwantono, Sungkoro & Surja (Ernst &
Young), guna melakukan audit umum atas Laporan Keuangan
Perusahaan periode tahun buku 2015. Untuk tahun buku yang
berakhir 31 Desember 2015, Perusahaan mendapatkan opini
Wajar Tanpa Pengecualian (WTP).
Kegiatan audit Laporan keuangan oleh KAP tersebut dilakukan
sejak 3 Agustus 2015, dengan nilai jasa audit untuk tahun 2015
sebesar Rp724.553.120, Perusahaan tidak memberikan imbalan
jasa lain selain jasa audit yang telah disepakati tersebut.
Public Accountant
The Company employs the service of external auditor from the
Public Accounting Firm (KAP) of Purwantono, Sungkoro & Surjo
(Ernst & Young), in order to perform general audit the Company’s
Financial Statement for Fiscal Year 2015. As for fiscal year ended
on December 31st, 2015, the Company received an opinion of
Unqualified Opinion (WTP).
The audit activity of Financial Statement by the related KAP has
been conducted since August 3rd, 2015, with a value service of
audit as much as Rp724,553,120 in 2015. The Company did not
provide compensation for other services than the one that has
been agreed upon.
TahunYear
Nama Akuntan PublikName of Public Accountant
Kantor Akuntan PublikPublic Accountant Firm
Besaran Fee Laporan KeuanganNominal of Fee for Financial Statements
2015 Widya Arijanti Purwantono, Sungkoro & Surja (Ernst & Young) Rp724,553,120
2014 Yusron Tanudiredja, Wibisana dan Rekan(PriceWaterhouseCoopers/PWC)
Rp657,000,000
2013 Dwi Wahyu Daryoto Tanudiredja, Wibisana dan Rekan(PriceWaterhouseCoopers/PWC)
Rp599,000,000
2012 Dwi Wahyu Daryoto Tanudiredja, Wibisana dan Rekan(PriceWaterhouseCoopers/PWC) 2011 dan 2012 kontrak bergabung
dengan Pertamina (Persero)Contract in 2011 and 2012 joined with
Pertamina (Persero)2011 Dwi Wahyu Daryoto Tanudiredja, Wibisana dan Rekan
(PriceWaterhouseCoopers/PWC)
210 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 211 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Manajemen Risiko
Manajemen risiko menjadi bagian tak terpisahkan dalam
pencapaian target kinerja Perusahaan dan penerapan tata
kelola perusahaan yang baik secara menyeluruh. Manajemen
risiko diperlukan sebagai upaya sistematis dan terukur dalam
mengendalikan risiko-risiko yang dihadapi Perusahaan.
Landasan penerapan manajemen risiko mengacu pada:
1. Peraturan Menteri Negara Badan Usaha Milik Negara
Nomor : Per-01 /Mbu/2011 Tentang Penerapan Tata Kelola
Perusahaan Yang Baik (Good Corporate Governance) Pada
Badan Usaha Milik Negara
2. Peraturan Pemerintah No. 31 Tahun 2003 tentang
Pengalihan Bentuk Perusahaan Pertambangan Minyak
dan Gas Bumi Negara (Pertamina) menjadi Perusahaan
Perseroan (Persero).
3. Peraturan Pemerintah no. 70 Tahun 2010 tentang
Perubahan atas Peraturan Pemerintah No. 59 Tahun 2007
Tentang Kegiatan Panas Bumi
4. Undang-Undang No. 21 Tahun 2014, tentang Panas Bumi
5. Pedoman Manajemen Risiko PT Pertamina (Persero) No
A-002/H30000/2015-S9
6. Pedoman Manajemen Risiko Perusahaan No. A-001/
PGE113/2012-S0
7. Pedoman Manajemen Risiko Proyek Perusahaan No. A-002/
PGE113/2013-S0
Enterprise Risk ManagementPenerapan Manajemen Risiko dilakukan berdasarkan kaidah
Enterprise Risk Management (ERM), yang menekankan pada
3 hal, yakni risk awareness, tata kelola perusahaan (corporate
governance), serta kebiasaan dan budaya (habit and culture).
ERM merupakan sebuah pendekatan komprehensif untuk
mengelola risiko Perusahaan secara menyeluruh, meningkatkan
kemampuan Perusahaan untuk mengelola ketidakpastian,
meminimalisir ancaman, dan memaksimalkan peluang. Hal ini
dilaksanakan melalui 5 tahapan: komunikasi dan konsultasi,
menentukan konteks, penilaian risiko, penanganan risiko, serta
pemantauan dan kaji ulang.
Guna mendukung pelaksanaan manajemen risiko, Perusahaan
telah memiliki Sistem Tata Kerja (STK) yang terdiri dari
Kebijakan Manajemen Risiko, Pedoman Manajemen Risiko, dan
Tata Kerja Organisasi/Individu, dengan penerapan ISO 31000
Risk Management Standard.
Risk Management
Risk management becomes an inseparable part of the
Company’s achievement on performance target and a thorough
implementation of Good Corporate Governance. It is required to
embody systematic and measurable efforts in controlling risks
that may encountered by the Company.
Below are the foundations that underlie the risk management:
1. Regulation of Minister of State-Owned Enterprises Number
Per-01/MBU/2011 concerning Implementation of Good
Corporate Governance in State-Owned Enterprises.
2. Governmental Regulation Number 31 Year 2003 concerning
Transformation of a State-Owned Oil and Gas Mining
Enterprise into a Limited Liability Company (Persero).
3. Governmental Regulation Number 70 Year 2010 concerning
Amendment to the Governmental Regulation Number 59 Year
2007 concerning Geothermal Activities.
4. Law Number 21 Year 2014 concerning Geothermal.
5. Guidelines for Risk Management of PT Pertamina (Persero)
Number A-002/H30000/2015-S9.
6. Guidelines for Risk Management of Company Number A-001/
PGE113/2012-S0.
7. Guidelines for Risk Management on Project of Company
Number A-002/PGE113/2013-S0.
Enterprise Risk ManagementImplementation of Risk Management is based on rules of the
Enterprise Risk Management (ERM), which emphasizes on 3
points, namely risk awareness, corporate governance, as well as
habit and culture.
ERM functions as a comprehensive approach to manage the
Company’s risk thoroughly, improve its capability to manage
uncertainties, minimize risks, and maximize opportunities. These
elements are carried out through 5 stages: communication
and consultation, context determination, risk assessment, risk
handling, as well as supervision and review.
In order to enhance the implementation of risk management,
the Company has the Working Arrangement System (STK) that
consists of the Policy of Risk Management, Guidelines for Risk
Management, Administration of Organization/Individual, by
implementing ISO 31000 of Risk Management Standard.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
210 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 211 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Struktur Manajemen RisikoSecara umum, penerapan ISO 31000 mencakup proses
identifikasi, analisis, evaluasi, mitigasi dan pemantauan risiko.
Pelaksanaan ERM berbasis ISO 31000 juga didukung struktur
organisasi yang tepat.
Perusahaan memiliki Komite Manajemen Risiko sebagai
penanggungjawab pengembangan kebijakan dan strategi
pengelolaan risiko. Komite Manajemen Risiko didukung oleh
Fungsi/Unit Kerja Manajemen Risiko, serta Tim Penerapan dan
Pembangunan Sistem Manajemen Risiko Korporat (ERM) dan
Sistem Manajemen Risiko Proyek (PRM). [G4-45, G4-46]
• Komite Manajemen Risiko Dibentuk sesuai SK Nomor 382/PGE000/2015-S0 tanggal 8
Juni 2015
Tugas dan Tanggung Jawab Komite Manajemen Risiko:
a. Menetapkan kebijakan dan strategi Manajemen Risiko
yang komprehensif secara tertulis, yaitu penetapan
Risk Tolerance dan Risk Appetite baik risiko secara
keseluruhan, per jenis risiko, maupun per aktivitas
fungsional.
b. Bertanggung jawab atas pemantauan pelaksanaan
kebijakan Manajemen Risiko dan eksposur risiko yang
diambil oleh Perusahaan.
c. Mengevaluasi aktivitas atau transaksi usaha yang
memerlukan persetujuan Direksi (BOD).
d. Mengevaluasi dan mengkaji ulang efektivitas penerapan
Manajemen Risiko Perusahaan.
e. Penetapan hal-hal yang terkait dengan keputusan bisnis
yang menyimpang dari prosedur normal (irregularities).
Structure of Risk ManagementIn general, implementation of ISO 31000 encompassess a series of
identification, analysis, evaluation, mitigation and risk supervision.
Its implementation also supported by a precise organization
structure.
The Company has the Risk Management Committee as
an executive to policy development and risk management
strategy. The Risk Management Committee is supported by Risk
Management Function/Work Unit, as well as Implementation and
Development Team of Enterprise Risk Management (ERM) and
Project Risk Management (PRM) System. [G4-45, G4-46]
• Risk Management CommitteeIt is established in accordance with the Letter of Decree
Number 382/PGE000/2015-S0 dated June 8th, 2015.
Duties and Responsibilities of Risk Management Committee:
a. To determine comprehensive policies and strategies of
Risk Management in a written statement, such as Risk
Tolerance and Risk Appetite including an aggregation of
risks, types of risk, and based on its functional activities.
b. To be responsible for the supervision of implemented Risk
Management policies and exposure of risks that are taken
by the Company.
c. To evaluate business activities or transactions required for
the approval of the Board of Directors
d. To evaluate and review the effectivity of Company’s
implementation of Risk Management.
e. To stipulate related affairs pertaining to business decisions
that deviated from normal procedures (irregularities).
Keanggotaan Komite Manajemen RisikoMembership of Risk Management Committee
Jabatan | Position Penjabat | Official
Ketua | Chairman Direktur Utama | President Director
Wakil Ketua | Deputy Chairman Direktur Eksplorasi dan Pengembangan | Exploration and Development Director
Sekretaris | Secretary VP Strategic Planning & Business Development | Vice President of Planning & Business Development
Anggota | Member Direktur Operasi | Operation Director
Direktur Keuangan | Finance Director
Head of Internal Audit | Head of Internal Audit
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f. Memantau indepensi operasi Fungsi Manajemen Risiko
Perusahaan.
g. Memantau kegiatan yang dilakukan oleh Fungsi
Manajemen Risiko.
h. Mengembangkan budaya sadar risiko pada seluruh
jenjang Perusahaan.
i. Mengembangkan kompetensi sumber daya manusia
yang terkait dengan Manajemen Risiko.
• Fungsi/Unit Kerja Manajemen Risiko Unit kerja Manajemen Risiko dibentuk berdasarkan Pedoman
Manajemen Risiko Nomor A-001/PGE113/2012-S0,
dan merupakan unit kerja yang terdiri dari Fungsi Risk
Management dan Risk Owner.
Adapun Fungsi Risk Management berada dibawah Vice
President (VP) Strategic Planning & Business Development.
Fungsi Risk Management terdiri dari Manajer Risk
Management, Analyst Investment & Business Risk, dan
Analyst Operation & Partnership Risk.
Tugas dan tanggung jawab Fungsi Risk Management:
a. Bertanggung jawab kepada Direktur Eksplorasi dan
Pengembangan dan independen terhadap fungsi
lainnya.
b. Menyusun laporan profil risiko dan menyampaikannya
kepada Direktur Eksplorasi dan Pengembangan dan
Komite Manajemen Risiko.
c. Mengevaluasi aktivitas atau kegiatan usaha yang
memerlukan persetujuan Direksi.
d. Memantau posisi risiko Perusahaan secara keseluruhan,
per jenis risiko, dan risiko per aktivitas fungsional yang
dituangkan dalam bentuk matriks pemetaan risiko dan
memberikan rekomendasi kepada Komite Manajemen
Risiko.
e. Memberikan masukan kepada Komite Manajemen
Risiko mengenai besaran atau eksposur maksimum
risiko untuk dimasukkan ke dalam Rencana Kerja dan
Anggaran Perusahaan.
f. Mengkaji secara berkala kecukupan dan kelayakan
dari Kebijakan, Pedoman, dan Strategi Penerapan
Manajemen Risiko, serta menyampaikan rekomendasi
perubahan kepada Komite Manajemen Risiko.
f. To supervise the operational independency of Company’s
Risk Management Function.
g. To supervise activities conducted by the Risk Management
Function.
h. To develop a culture of risk awareness at all levels of the
Company.
i. To develop the competence of human resources relating to
Risk Management.
• Risk Management Function/Work UnitThe Risk Management Function/Work Unit is established
based on the Guidelines for Risk Management Number A-001/
PGE113/2012-S0, and serves as a work unit consisting of Risk
Management Function and Risk Owner.
The Risk Management Function is under the power of Vice
President (VP) of Strategic Planning & Business Development.
It consists of Manager of Risk Management, Analyst of
Investment & Business Risk, and Analyst of Operation &
Partnership Risk.
Duties and responsibilities of Risk Management Function:
a. To be responsible to the Director of Exploration and
Development and independent to other functions.
b. To prepare a report on risks profile and to have it submitted
to the Exploration and Development Director and Risk
Management Committee.
c. To evaluate business activities that required approval of
the Board of Directors.
d. To supervise the Company’s risks’ position thoroughly, its
types of risk, and based on its functional activity stated in
a matrix of risk mapping and to provide recommendations
to the Risk Management Committee.
e. To provide feedbacks to the Risk Management Committee
on nominal or exposure of maximum risks, which have to
be included into the Company’s Work Plan and Budget.
f. To study the adequacy and feasibility of Policy, Guidelines,
and Strategy of Risk Management Implementation in a
periodical manner, as well as to convey amendment of
recommendation to the Risk Management Committee.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
212 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 213 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
• Tim Penerapan dan Pembangunan Sistem Manajemen Risiko Korporat (ERM) dan Sistem Manajemen Risiko Proyek (PRM) Tim Penerapan dan Pembangunan ERM dan PRM adalah
pekerja Perusahaan yang ditunjuk dengan Surat Perintah
Nomor 383/PGE000/2015-S0 tanggal 8 Juni 2015, baik
pekerja di Kantor Pusat, Area, maupun Proyek. Jumlah
anggota tim adalah 28 orang. Sebanyak 4 orang di
antaranya memiliki sertifikat Enterprise Risk Management
Certified Professional (ERMCP), 9 orang memiliki sertifikat
Certified Risk Management Professional (CRMP), dan 2 orang
memiliki sertifikat Certified Risk Management Professional
(CRP).
• Implementation and Development Team of Enterprise Risk Management (ERM) and Project Risk Management (PRM) SystemImplementation and Development Team of ERM and PRM
consists of employees of the Company, whom appointed
through the Letter of Decree Number 383/PGE000/2015-S0
dated June 8, 2015, be it employees in Head Office, Area,
or Project. Total members of the team are amounted to 28
people, with 4 of them hold the certificate of Enterprise Risk
Management Certified Professional (ERMCP), 9 people possess
Certified Risk Management Professional (CRMP), and 2 people
with Certified Risk Management Professional (CRP).
Tugas dan Tanggung Jawab Tim:a. Melakukan koordinasi dan konsolidasi kegiatan manajemen
risiko di masing-masing fungsi atau proyek secara
komprehensif dan terpadu di lingkungan Perusahaan.
b. Melaksanakan/mengimplementasikan manajemen risiko
di masing-masing fungsi atau proyek di lingkungan
Perusahaan.
c. Berpartisipasi aktif melakukan identifikasi dan analisis
risiko yang mempengaruhi obyektif perusahaan sehingga
dihasilkan Risk Management Plan.
d. Melakukan pemuktahiran atas Risk Management Plan.
e. Melakukan pemantauan dan evaluasi hasil pelaksanaan
manajemen risiko di masing-masing fungsi/area/proyek di
lingkungan Perusahaan.
f. Melaporkan secara berkala pemuktahiran Risk Management
Plan kepada Fungsi Manajemen Risiko.
Duties and Responsibilities of the Team:a. To coordinate and consolidate activities of risk management
in respective to function or project in a comprehensive and
integrated manner within the environment of the Company.
b. To perform/implement risk management in respective to
function/project within the environment of the Company.
c. To actively participate in identifying and analyzing risks that
affect the Company objective-wise so that Risk Management
emerges as a result.
d. To update the Risk Management Plan.
e. To supervise and evaluate results to the implementation of
risk management in respective function/area/project within
the environment of the Company.
f. To periodically report the update of Risk Management Plan to
the Risk Management Function.
Keanggotaan Tim Penerapan dan Pembangunan ERM dan PRMMembership of Implementation and Development Team of ERM and PRM
Jabatan | Position Penjabat | Official
Komite Pengarah | Directing Committee Direksi Perusahaan | The Company’s Board of Directors
Ketua | Chairman VP Strategic Planning & Business Development | Vice President of Planning & Business Development
Wakil Ketua | Deputy Chairman Manajer Risk Management | Manager of Risk Management
Sekretaris | Secretary Analyst Investment & Business Risk | Analyst of Investment & Business Risk
Analyst Operation & Partnership Risk | Analyst of Operation & Partnership Risk
Anggota | Member 24 Pekerja dari Kantor Pusat, Area dan Proyek | 24 Employees from Head Office, Area and Project
214 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 215 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
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Kinerja Fungsi Manajemen Risiko Identifikasi risiko tahun 2015 dilakukan sesuai dengan tujuan
dan sasaran dalam pencapaian Rencana Kerja dan Anggaran
Perusahaan (RKAP) tahun 2015 terhadap potensi risiko
Korporasi, Fungsi Kantor Pusat, Area eksisting, dan Proyek.
Hasil dari identifikasi risiko Korporasi diperoleh beberapa risiko
yang berpotensi dapat menghambat sasaran Perusahaan, yang
dibagi menjadi 3 kategori :
1. Risiko strategis
Merupakan potensi kejadian yang dapat mempengaruhi
pencapaian tujuan strategis RKAP 2015. Pada tahun 2015,
yang teridentifikasi sebagai risiko strategis adalah:
a. Tidak tercapainya harga jual uap/listrik
b. Keterlambatan perijinan
2. Risiko operasional
Merupakan potensi kejadian yang dapat mempengaruhi
pencapaian tujuan operasional dalam RKAP 2015. Resiko
operasional yang telah teridentifikasi adalah:
a. Penurunan produksi uap/listrik
b. Unschedule shutdown PLTP
c. Keterlambatan pekerjaan EPCC
3. Risiko hazard
Hal yang termasuk risiko hazard adalah risiko kecelakaan
kerja dan risiko lingkungan.
Perusahaan juga telah melakukan tindakan mitigasi atas risiko-
risiko yang dihadapi selama tahun 2015.
Performance of Risk Management FunctionThe 2015 risks’ identification was carried out as per purposes and
target stated in the achievement of Work Plan and Budget (RKAP)
2015 towards potential of risks in Corporation, Head Office
Function, existing Area, and Project. Findings of the Corporate’s
risks’ identification acquired several potential risks that might
hampered the Company’s target, which divided into 3 categories:
1. Strategic risk
It is deemed as a potential of incident that might affect the
achievement of strategic purposes written in RKAP 2015. In
2015, the identified strategic risks are as follow:
a. Failure to achieve the sale price of steam/electricity
b. Delays in licensing
2. Operational risk
It is deemed as potential incident that might affect the
achievement of operational purposes stated in the RKAP
2015. Such identified operational risks are as follow:
a. Decrease in steam/electricity production
b. Unschedule shutdown of PLTP
c. Delays in EPCC work
3. Hazard risk
Hazard risk refers to occupational accident risk and
environmental risk.
The Company also has conducted mitigation measures on risks
that they encountered in 2015.
Sebanyak 4 orang Tim Penerapan dan Pembangunan ERM dan PRM memiliki sertifikat Enterprise Risk Management Certified Professional (ERMCP), 9 orang memiliki sertifikat
Certified Risk Management Professional (CRMP), dan 2 orang memiliki sertifikat Certified Risk Management
Professional (CRP)
4 people of the ERM and PRM Implementation and Development Team hold certificate of Enterprise Risk Management Certified Professional (ERMCP), 9 people possess Certified Risk Management Professional (CRMP), and 2 people with Certified Risk Management Professional (CRP)
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
214 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 215 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Mitigasi Risiko 2015Risk Mitigation in 2015
No Risiko | Risk Tindakan | Measure
1 Potensi ketidaktercapaian harga jual uap/listrikPotential of failure in achieving sale price on steam/electricity
a. Melakukan negosiasi dengan pembeli b. Koordinasi dengan Kementerian BUMN, ESDM, dan Keuangana. Performed negotiation with buyersb. Coordinated with the Ministry of SOE, Energy and Mineral Resources, and Finance
2 Potensi keterlambatan PerijinanPotential of Delays in Licensing
a. Koordinasi internal antar fungsib. Koordinasi dan sosialisasi dengan masyarakat sekitar Area/Proyekc. Koordinasi dengan PEMDA, Kementerian Kehutanan, dan Kementerian Lingkungan Hidupa. Coordinated with function internallyb. Coordinated and socialized with local communities in Area/Projectc. Coordinated with the Local Government, Ministry of Forestry, and Ministry of Environment
3 Potensi terjadinya unschedule shutdown PLTPPotential of unscheduled shutdown of PLTP
a. Koordinasi dengan pembeli terkait dengan rencana pembangkitanb. Preventive maintenancec. Melakukan sampling kualitas uapa. Coordinated with buyers related to generation planb. Performed preventive maintenancec. Performed sampling of steam quality
4 Potensi terjadi penurunan produksi uap / listrikPotential of production decrease of steam/electricity
a. Monitoring reservoir dan optimalisasi strategi reinjeksib. Melakukan pemboran sumur make-upa. Monitored reservoir and optimized reinjection strategyb. Conducted drilling of make-up well
5 Potensi keterlambatan pekerjaan EPCCPotential of delays in EPCC work
a. Koordinasi internal terkait dengan pekerjaan engineering b. Pengawasan intensif oleh PMC dan Perusahaan terkait dengan progres pekerjaan
kontraktor EPCC a. Coordinated internally related to engineering workb. Conducted intensive treatment by PMC and Company related to work progress of EPCC
contractor
6 Potensi terjadinya kecelakaan kerjaPotential of occupational accident
a. Implementasi CSMS (Contractor Safety Management System) b. Pengawasan terkait aspek HSE secara intensifc. Peningkatan implementasi keselamatan kerja (inspeksi lapangan yang berupa Program
Peningkatan Implementasi Keselamatan Kerja/PPIK, Safety Walk And Talk/SWAT, dan Management Walkthrought)
d. Pelaksanaan safety meeting, safety talk, tool box meeting, dan safety patrol a. Implementated the CSMS (Contractor Safety Management System)b. Performed intensive monitoring related to the aspect of HSEc. Improved the implementation on work safety (field inspection, such as Safety Enhancement
Program Implementation/PPIK, Safety Walk and talk/SWAT, and Management Walk Through)d. Implemented safety meeting, safety talk, tool box meeting, and safety patrol
7 Potensi terjadinya kerusakan lingkunganPotential of environmental destruction
a. Memaksimalkan kinerja dari IPAL dengan melakukan pengawasan secara intensifb. Monitoring dan evaluasi pelaksanaan pemantauan lingkungan (pelaksanaan RKL/RPL) di area
dan proyekc. Melaksanakan reboisasi pada lahan-lahan di area proyek dan sekitarnyaa. Maximized performance of IPAL by administering intensive monitoringb. Monitored and evaluated the implementation of environmental supervision (enactment of RKL/
RPL) in area and projectc. Conducted reforestation on lands within the project area and its surroundings.
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Evaluasi Efektivitas Sistem Manajemen Risiko [G4-47]
Dari hasil monitoring risiko selama tahun 2015, tindakan mitigasi
yang dilakukan telah efektif menurunkan level risiko sampai
tingkat yang dapat diterima (acceptable level), sebagaimana
tercantum dalam peta risiko berikut:
Evaluation of the Effectivity of Risk Management System
[G4-47]
Based on the monitoring results of risks in the period of 2015, the
applied mitigation measures have effectively reduced risk level
up to the extent that it could be accepted (acceptable level), as
stated in below risk mapping:
Sistem Pengendalian Internal
Sistem pengendalian internal yang efektif merupakan
komponen penting dalam manajemen dan menjadi dasar
bagi kegiatan operasional Perusahaan. Sistem pengendalian
internal yang efektif dapat mengamankan investasi dan aset
Perusahaan, menjamin tersedianya pelaporan keuangan dan
manajerial yang dapat dipercaya, meningkatkan kepatuhan
Perusahaan terhadap ketentuan dan peraturan perundang-
undangan yang berlaku, serta mengurangi risiko terjadinya
kerugian, penyimpangan dan pelanggaran aspek kehati-hatian.
Internal Control System
An effective internal control system serves as a vital component in
management and functions as basis to the Company’s operational
activities. The related system may secure the Company’s
investment and assets, guarantee the availability of financial
statement and reliable managerial report, improve the Company’s
conformity to the prevailing regulations and legislations, as well
as to diminish risk of loss, irregularities and breaches to prudence
aspect.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
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Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Perusahaan memiliki Sistem Pengendalian Internal yang diatur
dalam Pedoman Assessment Terhadap Pengendalian Internal
Pelaporan keuangan No.A-003/PGE400/2012-S0 tanggal
25 Juni 2012. Penerapan pengendalian intern untuk proses
penyusunan dan penyajian pelaporan keuangan mengacu pada
Pedoman No.A-001/R00100/2013-S0.
Struktur dan Pelaksanaan Sistem Pengendalian InternalPengendalian internal diterapkan terintegrasi dan berlapis
kepada setiap pekerja pada semua tingkatan maupun fungsi
jabatan.
• Dewan KomisarisDewan Komisaris bertanggung jawab untuk mengelola,
memberi arahan dan petunjuk, serta mengawasi (oversight).
Dewan Komisaris yang efektif harus beranggotakan
personil yang dapat bertindak dengan obyektif, kompeten
dan penuh rasa ingin tahu. Dewan komisaris yang efektif
dengan saluran komunikasi yang efektif serta koordinasi
yang balk dengan IA harus mampu mendeteksi adanya
pengabaian manajemen ataupun indikasi adanya penyajian
yang salah dari laporan keuangan maupun informasi
lainnya.
• DireksiManajemen (secara kolektif) bertanggung jawab atas
sistem internal control perusahaan. Meskipun demikian,
tanggung jawab akhir atas internal control ada pada Direktur
Utama yang dapat dikatakan sebagai pemilik sistem control
perusahaan. Direktur Utama memiliki peran utama dalam
membentuk "tone of the top" yang akan mempengaruhi
integritas dan etika serta faktor-faktor lain yang merupakan
lingkungan pengendalian yang positif.
• Manajemen Di Bawah DireksiTanggung jawab internal control berbeda-beda untuk
setiap tingkatan manajemen. Setiap pimpinan bertanggung
jawab untuk memelihara internal control atas kegiatan
yang dikelolanya. Senior manajer selanjutnya mengemban
tanggung jawab untuk mengembangkan kebijakan dan
prosedur pengendalian yang spesifik untuk unitnya. Dalam
hal tertentu, seorang manajer merupakan semacam
direktur utama bagi unit yang ada dalam tanggung
jawabnya.
The Company has the Internal Control System that is regulated in
the Guidelines of Assessment to the Internal Control of Financial
Statement Number A-003/PGE400/2012-S0 dated June 25th,
2012. The implementation of internal control for the purpose
of preparing and presenting financial statement refers to the
Guideline Number A-001/R00100/2013-S0.
Structure and Implementation of Internal Control SystemThe Internal control is practiced integratedly and layered-wise to
all employees at all levels or officials’ function.
• Board of Commissioners The Board of Commissioners shall be responsible in managing,
providing directions and instructions, as well as supervising
(oversight). An effective Board of Commissioners must consist
of employees, who are objective, competent, and inquisitive.
Moreover, it has to be readied with effective communication
channel as well as proper coordination with the IA in order
to be able to detect the negligence of management or an
indication of error presentation of financial statement or
other information.
• Board of DirectorsThe management (collectively) shall be responsible for
the Company’s internal control system. However, final
responsibility upon the existing internal control is under the
power of President Director that can be accepted as the
owner of the Company’s control system. President Director
plays an ultimate role in establishing “tone of the top” that
will affect integrity and ethics as well as other factors that of
positive control environment.
• Management under the Board of DirectorsVarious responsibilities of internal control are in place for each
level of management. Each head responsibles to maintain its
own internal control on activities he or she manages. Senior
manager is assigned with responsibilities in developing
policies and specific control procedure for its unit. In certain
circumstances, a manager acts as an equivalent to president
director within a unit with borne responsibilities.
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• Komite Audit dan Manajemen RisikoKomite audit berperan dan bertanggung jawab dalam
hal pengawasan terhadap sistem control yang dijalankan
oleh manajemen. Komite memberikan arahan dan nasihat
terkait perbaikan rancangan dan implementasi sistem
pengendalian internal yang dijalankan perusahaan.
• Fungsi Audit InternalInternal Audit memainkan peranan yang penting dalam
meng-evaluasi efektivitas pengendalian dan memberikan
rekomendasi kepada manajemen. Internal Auditing Standard
menetapkan bahwa ruang lingkup internal auditing
antara lain adalah melakukan pengujian dan evaluasi
atas kecukupan dan efektivitas internal control. Tugas IA
selanjutnya adalah mereview keandalan informasi keuangan
dan operasional, memastikan ketaatan pada peraturan,
memastikan upaya pengamanan aset, menilai efektifitas
dan efisiensi penggunaan sumber daya, mereview hasil
program dibandingkan dengan tujuan serta menyampaikan
permasalahan dan kelemahan kepada pimpinan.
• PekerjaSetiap orang dalam organisasi memiliki tanggung jawab atas
internal control. Internal control pada dasarnya merupakan
tanggung jawab setiap orang dalam perusahaan. Oleh
karena itu, control semestinya secara nyata atau tersirat
haruslah menjadi bagian dari dan menyatu dengan uraian
tugas. Hal ini dapat dilihat dari 2 sudut pandang, pertama,
pekerja memainkan peranan penting dalam pengembangan
dan pemeliharaan struktur internal control. Kedua pekerja
bertanggung jawab untuk mengkomunikasikan informasi
mengenai permasalahan, ketidaktaatan atas kebijakan dan
peraturan, tindakan illegal dan lain-lain kepada tingkatan
yang lebih tinggi. Internal control merupakan kepentingan
setiap orang dan peran serta tanggung jawab setiap orang
harus dikomunikasikan dengan jelas.
Pengendalian Intern atas Pelaporan Keuangan ICoFR merupakan kebijakan-kebijakan dan rangkaian prosedur
serta tata kerja terkait proses pelaporan keuangan untuk
menjamin tersusunnya laporan keuangan yang akurat, andal
dan tepat waktu.
• Audit and Risk Management CommitteeThe audit committee holds a significant role and its
responsibles to monitor the existing control system in the
management. The committee provides directions and advices
related to improvements of design and implementation of
internal control system conducted by the company.
• Internal Audit FunctionThe internal audit projects important role in evaluating the
effectivity of control and providing recommendations to the
management. The Internal Auditing Standard determines
the scope of work of internal auditing, which are testing
and evaluation on the adequacy and effectivity of internal
control. The duties of IA hereafter are to review the reliability
of finance and operational information, ensure compliance
to regulations, assure assets’ security, assess effectivity and
efficiency of resources utilization, review program’s results
to its purposes, as well as convey issues and weaknesses to
leaders.
• EmployeesEach individual within the organization has its own
responsibility to internal control as it is basically a responsibility
of all company’s employees. Thus, both tangible and implicit
control should be a part of and merged into a job description.
This is due to firstly, employees surely play a significant role in
developing and maintaining the structure of internal control;
and secondly, employees are responsible to communicate
information pertaining issues, disobedience towards policies
and regulations, illegal behavior and others against a higher
level. The internal control serves as an importance to all
individuals where one’s role and responsibility must be
communicated in clarity.
Internal Control over Financial Reporting - ICoFRICoFR contains policies and a set of procedure as well as work
procedure pertaining to financial statement process in order to
guarantee the development of accurate, reliable and prompt
financial statement.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
218 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 219 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tujuannya agar memiliki keyakinan yang memadai (reasonable
assurance), bahwa proses pencatatan di laporan keuangan telah
didukung dengan internal control yang efektif berdasarkan
ketentuan yang berlaku.
Siklus Bisnis yang nilainya signifikan dan menjadi ruang lingkup
dari pekerjaan pengembangan ICoFR di PT Pertamina (Persero)
dan Anak Perusahaan adalah Entity Level Control, Transaction
Level Control dan IT General Control. Penerapan ICoFR telah
ditetapkan dalam Key Performance Indicators (KPI) beberapa
fungsi di Perusahaan.
Kesesuaian Sistem Pengendalian Intern dengan COSO - Internal Control FrameworkPengendalian Intern adalah suatu proses yang dijalankan oleh
seluruh anggota organisasi yaitu Komisaris, Direksi, manajemen
dan pekerja, dalam rangka mencapai keyakinan yang memadai
atas pencapaian tujuan-tujuan organisasi sebagai berikut:
Efektivitas dan efisiensi operasi (termasuk pengamanan aset),
Keandalan pelaporan keuangan dan Kepatuhan terhadap
hukum.
Direksi juga bertanggung jawab untuk menetapkan suatu
sistem pengendalian internal yang efektif, yaitu mencakup:
1. Lingkungan pengendalian internal dalam Perusahaan yang
disiplin dan terstruktur yang terdiri dari :
a. Integritas, nilai etika dan kompentensi pekerja.
b. Filosofi dan gaya manajemen.
c. Cara yang ditempuh manajemen dalam melaksanakan
kewenangan dan tanggung jawabnya.
d. Pengorganisasian dan pengembangan sumber daya
manusia.
e. Perhatian dan arahan yang dilakukan oleh Direksi.
2. Pengkajian dan pengelolaan risiko usaha yaitu suatu
proses untuk mengindentifikasi, menganalisis, menilai dan
mengelola risiko usaha yang relevan.
3. Aktivitas pengendalian, yaitu tindakan yang dilakukan
dalam suatu proses pengendalian terhadap kegiatan
Perusahaan pada setiap tingkat dan unit dalam struktur
organisasi Perusahaan, antara lain mengenai kewenangan,
otorisasi, verifikasi, rekonsiliasi, penilaian atas prestasi
kerja, pembagian tugas dan keamanan terhadap aset
Perusahaan.
It aims to gain reasonable assurance that the record process of
financial statement is supported by an effective internal control
based on the prevailing stipulations.
Business Cycle, of which value is significant and functions as the
scope of work of ICoFR development in PT Pertamina (Persero)
and Subsidiaries, includes Entity Level Control, Transaction Level
Control and IT General Control. The implementation of ICoFR is
regulated in Key Performance Indicators (KPI) of several functions
in the Company.
Congruence of Internal Control System with COSO – Internal Control FrameworkInternal Control is a process managed by all members of
organization, which are Board of Commissioners, Board of
Directors, management and employees, in the spirit of achieving
adequate assurance towards the following organization’s
purposes: Effectivity and efficiency of operation (including asset
security), Reliability of financial statement and Compliance to
legal.
The Board of Directors are also responsible to determine an
effective internal control system, which are:
1. A disciplined and structured internal control environment in
the Company include these elements:
a. Integrity, ethical values and employees’ competence.
b. Philosophy and management style.
c. Methods practiced by the management in applying its
authorities and responsibilities.
d. Organization and development of human resources.
e. Attention and directions given by the Board of Directors.
2. Study and management of business risks are process to
identify, analyze and manage relevant business risks.
3. Activity of control are measures conducted in a process
of control to the Company’s activities at each level and
unit within the Company’s organization structure, among
others pertaining to authorities, authorization, verification,
reconciliation, assessment to work performance, division of
labor and security to the Company’s asset.
220 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 221 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
4. Sistem informasi dan komunikasi yaitu suatu proses
penyajian laporan mengenai kegiatan operasional, finansial
dan ketentuan dan peraturan yang berlaku di Perusahaan.
5. Monitoring, yaitu proses penilaian terhadap kualitas Sistem
Pengendalian Internal termasuk fungsi internal audit pada
setiap tingkat dan unit struktur organisasi Perusahaan,
sehingga dapat dilaksanakan secara optimal, dengan
tembusannya disampaikan kepada Dewan Komisaris untuk
diteruskan pada Komite Audit.
Pelaksanaan Evaluasi Sistem Pengendalian InternalPelaksanaaan evaluasi atas efektivitas pengendalian internal
dilaksanakan dengan mereview penerapan Pengendalian
Internal Atas Pelaporan Keuangan (ICoFR) Perusahaan.
Penyusunan Laporan Keuangan Perusahaan dilakukan melalui
system MySAP, sebagian besar control activity control owner
dilakukan melalui sistem tersebut, bukti control activity yang
dituangkan ke dalam system ICoFR (Sysca) mencerminkan
keseluruhan control activity yang ada pada MySAP.
Sasaran pelaksanaan penugasan pengujian ICoFR adalah
untuk mengevaluasi atas pelaksanaan ICOFR oleh manajemen
dengan menggunakan pendekatan three line of defence yaitu
sertifikasi oleh control owner, pengawasan oleh control group
dan dievaluasi secara independen oleh Internal Audit. Sebagai
independen assurance, Internal Audit memberikan laporan
hasil evaluasi atas efektivitas penerapan ICOFR yang terpisah
dari control group.
Selama tahun 2015, control group melakukan pengujian ICoFR
setiap Triwulan dan Internal Audit melaksanakan pengujian atas
efektivitas penerapan ICoFR tersebut. IA telah menerbitkan
laporan Hasil pengujian ICoFR pada tanggal 23 Maret 2015.
Laporan tersebut menyajikan beberapa kelemahan terkait
siklus Expenditure, siklus Taxation, dan siklus Financial Closing &
Reporting dengan serta rekomendasi perbaikannya.
Komitmen Perusahaan terhadap Perlindungan Konsumen
Pembahasan mengenai komitmen perusahaan terhadap
perlindungan konsumen secara terperinci dapat di lihat pada
bab tanggung jawab sosial dan lingkungan pada halaman 254.
4. Information and communication system is a process of
report presentation on activities that span from operational,
financial and the prevailing stipulations and regulations of the
Company.
5. Monitoring is a process of assessment to the quality of Internal
Control System including internal audit function at each level
and unit of the Company’s organization structure, so that it
may be actualized optimally, with the copy to be submitted
to the Board of Commissioners and furthered to the Audit
Committee.
Implementation of Evaluation on Internal Control SystemEvaluation on the effectivity of internal control must go through a
process of review to the implementation of Internal Control over
Financial Reporting (ICoFR) of the Company.
Preparation of the Company’s Financial Report is conducted
through MySAP system where majority of control activity control
owner also go through the same system. Proof of control activity
that is included into the ICoFR system (Sysca) projects the entirety
of control activity instilled in MySAP.
Target of implementation of ICoFR means to evaluate over the
implementation of ICoFR by management by practicing three
line of defence approach, namely certification by control owner,
monitoring by control group and to be evaluated independently
by the Internal Audit. As an independent assurance, the Internal
Audit delivers evaluation report on the effectivity of ICoFR
implementation separately from the control group.
During 2015, the control group conducted examination of ICoFR
quarterly and the Internal Audit carried out inspection over
the effectivity of the related ICoFR implementation. The IA has
published report of ICoFR examination on March 23rd, 2015, which
presented several shortcomings related to cycle of Expenditure,
cycle of Taxation, and cycle of Financial Closing & Reporting as
well as its recommendation of improvement.
Commitment of the Company towards Consumers’ Protection
Discussion concerning the Company’s commitment towards
consumers’ protection in detailed manner can be viewed in the
chapter of social and environment responsibilities on page 254.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
220 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 221 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Perkara Penting yang Dihadapi Perusahaan Tahun 2015Significant Legal Cases Encountered by the Company in 2015
No PerkaraCase
Pengaruh Terhadap PerusahaanImpact to the Company
Status TerakhirCurrent Status
1 Perkara Gugatan Sengketa Tanah Cluster – 4 Area Geothermal Lahendong (Nomor 224/PDT.G/2013/PN.TDO yang terdaftar di Pengadilan Negeri Tondano)Perusahaan (cq. Area Geothermal Lahendong) telah menerima gugatan sengketa tanah. Perusahaan sebagai Tergugat III dalam perkara perdata antara Wehelmina Pongoh sebagai Penggugat melawan Frans Mantiri, dan rekan sebagai Tergugat.
Lawsuit concerning Land Dispute of Cluster Area – 4 Geothermal Areas in Lahendong (Number 224/PDT.G/2013/PN.TDO registered at the Tondano District CourtThe Company (cq. Lahendong Geothermal Area) has received land dispute. The Company as the 3rd Defendant in the civil lawsuit between Wehelmina Pongoh as the Plaintiff against Frans Mantiri et al. as the Defendants.
1. Putusan pengadilan ini dapat menjadikan penguasaan atas sebagian tanah objek sengketa oleh Tergugat III adalah perbuatan tanpa hak dan melawan hukum.
2. Putusan pengadilan ini dapat memerintahkan Tergugat III untuk segera mengosongkan, mengembalikan, dan menyerahkan dengan sukarela kepada Penggugat sebidang tanah yang masih dikuasai tersebut untuk digunakan oleh Penggugat secara bebas.
3. Perkara ini tidak menimbulkan dampak signifikan terhadap kondisi keuangan Perusahaan.
1. The verdict may deem the ownership of part of the disputed land by the third Defendant as an act without rights and against the law.
2. The verdict may require the 3rd Defendant to urgently vacate, restore, and voluntarily return it to the Plaintiff the disputed occupied land to be used by the Plaintiff freely.
3. The lawsuit did not pose a significant impact to the Company’s financial performance.
Pada tanggal 20 Januari 2015, Majelis Hakim Pengadilan Tinggi Manado telah memutuskan perkara tersebut dengan salah satu amar putusan dalam pokok perkara adalah ‘Menguatkan putusan Pengadilan Negeri Tondano tanggal 21 Agustus 2014 No. 224/PDT.G/2013/PN.TDO’. Pada tanggal 2 April 2015, Perusahaan telah menerima Relaas dan Memori Kasasi atas Putusan Banding tersebut. Selanjutnya pada tanggal 13 April 2015, Perusahaan melalui kuasa hukum telah menyampaikan Kontra Memori Kasasi. Sampai dengan saat ini pemeriksaan perkara di tingkat kasasi masih berjalan.
On 20th January 2015, Judge of the High Court Manado had decided the case with one verdict in the principal case is' Strengthening Tondano District Court decision dated 21st August 2014 No. 224 / PDT.G / 2013 / PN.TDO '. On 2nd April 2015, the Company has received Relaas and Cassation Memory on the Appeal Decree. Furthermore, on 13rd April 2015, the Company through its legal counsel has submitted a Contra Appeal Memorandum. Up to this time in the Supreme Court case investigation is still underway.
Aktivitas dan Biaya Tanggung Jawab Sosial Anak Perusahaan
Pembahasan mengenai aktivitas dan biaya yang dikeluarkan
berkaitan dengan tanggung jawab sosial anak perusahaan
terutama mengenai community development program yang
telah dilakukan secara terperinci dapat di lihat pada bab
tanggung jawab sosial dan lingkungan pada halaman 278.
Kemudian untuk pembahasan mengenai aktivitas dan biaya
yang dikeluarkan berkaitan dengan tanggung jawab sosial anak
perusahaan terutama aktivitas lingkungan secara terperinci
dapat di lihat pada bab tanggung jawab sosial dan lingkungan
pada halaman 278.
Perkara Penting Yang Sedang Dihadapi
Selama 2015, Perusahaan menghadapi beberapa perkara
hukum, baik dalam rangka pemeriksaan perkara, serta
persidangan pidana, perdata maupun tata usaha negara.
Penanganan perkara-perkara hukum yang dihadapi Perusahaan,
menjadi tanggung jawab Fungsi Legal Perusahaan, dengan
melibatkan jasa penasihat hukum eksternal.
Activities and Cost of Subsidiaries’ Social Responsibilities
Discussion concerning details of activities and cost consumed
for subsidiaries’ social responsibilities, particularly related to
community development program that has been executed can be
viewed in the chapter of social and environment responsibilities
on page 278.
In regards to discussion on activities and expenses related
to the subsidiaries’ social responsibilities, especially detailed
environmental activities, can be viewed in the chapter of social
and environment responsibilities on page 278.
Significant Legal Cases In Progress
As far as 2015, the Company encountered several legal cases, be it
investigation of cases, as well as criminal proceedings or civil even
state administrative. The handling of legal cases encountered
by the Company is under the responsibility of Legal Function,
involving internal and external legal advisory services.
222 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 223 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
No PerkaraCase
Pengaruh Terhadap PerusahaanImpact to the Company
Status TerakhirCurrent Status
2 Perkara Gugatan Sengketa Tanah Kantor PT PGE Area Geothermal Lahendong (Nomor 65/Pdt.G/2014/PN/Tdo yang terdaftar di Pengadilan Negeri Tondano)Perusahaan (cq. Area Geothermal Lahendong) telah menerima gugatan sengketa tanah. Perusahaan sebagai Tergugat dalam perkara perdata melawan Elsye Wohon Sukamad sebagai Penggugat.
Lawsuit concerning Land Dispute of PT PGE Office in Lahendong Geothermal Area (Number 65/Pdt.G/2014/PN/Tdo registered at the District Court of Tondano)The Company (cq. Lahendong Geothermal Area) had received lawsuit on land dispute. The Company as the Defendant in the civil case against Elsye Wohon Sukamad as the Plaintiff.
1. Putusan pengadilan ini dapat memutuskan perbuatan tergugat menguasai dan menduduki tanah tersebut adalah tidak sah dan melawan hukum.
2. Putusan pengadilan ini dapat menghukum Tergugat untuk segera mengosongkan dan menyerahkan kepada Penggugat sebidang tanah yang masih dikuasai untuk dikuasai atau dipakai secara bebas oleh Penggugat, serta membayar ganti kerugian kepada Penggugat.
3. Perkara ini tidak menimbulkan dampak signifikan terhadap kondisi keuangan Perusahaan.
1. The verdict may resolve the act practiced by the defendant of controlling and occupying the disputed land was illegal and against the law.
2. The verdict may deliver its sentence for the Defendant to urgently vacate and hand-over to the Plaintiff the disputed land to control or make use of freely by the Plaintiff, as well as to give compensation to the Plaintiff.
3. The case did not pose a significant impact to the Company’s financial performance.
Pada tanggal 13 April 2015, Majelis Hakim Pengadilan Tinggi Manado telah memutuskan perkara tersebut dengan salah satu amar putusan dalam pokok perkara adalah ‘Menguatkan Putusan Pengadilan Negeri Tondano tanggal 8 Desember 2014’ (menolak gugatan Penggugat untuk seluruhnya). Putusan ini telah berkekuatan hukum tetap (in kracht) dan telah diterima dan diberitahukan kepada Perusahaan melalui Relaas Pemberitahuan Putusan Banding tanggal 2 Juni 2015.
On April 13th, 2015, Judge of the High Court Manado has decided the case by one of the ruling in the principal case is 'Strengthening Tondano District Court dated December 8th, 2014' (refuse Plaintiff entirety). This ruling was legally binding (in kracht) and has been accepted and notified to the Company through Relaas Appeal Decision Notice dated June 2nd, 2015.
3 Perkara Perselisihan Hubungan Industrial (Nomor 20/G/2013/PHI.MDO; 21/G/2013/PHI.MDO; 22/G/2013/PHI.MDO yang terdaftar di Pengadilan Negeri Manado)Perusahaan (cq. Area Geothermal Lahendong) telah menerima gugatan sengketa hubungan industrial dari 10 (sepuluh) orang mantan pekerja alih daya (outsourcing). Perusahaan selaku Tergugat dalam perkara melawan Daniel James Mandagi dan rekan; Jansen Mengko dan rekan; dan Muhadi Saleh dan rekan (Para Penggugat).
Lawsuit concerning Industrial Dispute (Number 20/G/2013/PHI.MDO; 21/G//2013/PHI.MDO; 22/G/2013/PHI.MDO registered at the District Court of Manado)The Company (cq. Lahendong Geothermal Area) had received lawsuit concerning industrial dispute from 10 (ten) former outsourced employees. The Company as the Defendant in the civil case against Daniel James Mandagi et al.; Jansen Mengko et al.; and Muhadi Saleh et al. (the Plaintiffs).
1. Putusan pengadilan PHI ini dapat menjadikan status hubungan kerja Penggugat dengan Tergugat II beralih menjadi hubungan kerja dengan Tergugat.
2. Putusan pengadilan PHI ini dapat memerintahkan Tergugat untuk memanggil, mempekerjakan kembali Penggugat pada kedudukan dan jabatannya semula dan mengangkat Penggugat sebagai pekerja tetap Tergugat di Area Lahendong.
3. Putusan pengadilan PHI ini dapat menghukum Tergugat membayar uang paksa (dwangsom) kepada masing-masing Penggugat apabila Tergugat lalai menjalankan putusan perkara yang telah mempunyai kekuatan hukum tetap atau mengikat.
4. Perkara ini berpotensi menimbulkan dampak signifikan terhadap kondisi keuangan Perusahaan.
1. The verdict may transform the work status of the Plaintiffs with the 2nd Defendant into a working relationship with the Defendant.
2. The verdict may require the Defendant to summon, re-hire the Plaintiffs to its initial position and to appoint the Plaintiffs as permanent employers of the Defendant in Lahendong Area.
3. The verdict may sentence the Plaintiffs to pay an amount of money (dwangsom) to each respective Plaintiffs if the Defendant fails to comply with the verdict that is in kracht (legally binding).
4. The case did not pose a significant impact to the Company’s financial performance.
Dalam persidangan tanggal 23 Desember 2015 dengan agenda pembacaan putusan, yang dalam pokok perkaranya dari ketiga putusan tersebut dalam pokok perkaranya masing-masing memutuskan menolak permohonan kasasi dari para pemohon kasasi.
In the trial dated December 23rd, 2015, with the agenda of verdict, the main verdict was all three verdicts in each respective case rejected the appeal from the applicants.
Sepanjang tahun 2015, tidak ada sanksi administrasi yang
dikenakan kepada entitas, anggota Direksi dan Dewan
Komisaris oleh otoritas terkait (pasar modal, perbankan, dan
lainnya).
In the length of 2015, there was no administrative sanction
imposed to entities, members of the Board of Directors and Board
of Commissioners by the related authorities (capital market,
banking, and so forth).
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
222 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 223 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Akses Informasi dan Data Perusahaan
Keterbukaan informasi merupakan salah satu aspek dalam
penerapan tata kelola perusahaan yang baik. Perusahaan
mengelola layanan informasi dengan berpedoman pada TKO
Penyampaian Informasi No. B-003/PGE520/2015-S0.
Pengelolaan layanan informasi Perusahaan menjadi bagian dari
tanggung jawab Sekretaris Perusahaan, dengan melibatkan
fungsi-fungsi terkait. Publik dan pemangku kepentingan lain
dapat mengakses informasi terbuka secara langsung, melalui
domain publik yang tersedia. Adapun untuk informasi-informasi
tertentu yang bersifat khusus, publik maupun pemangku
kepentingan lain, bisa mengajukan permintaan terlebih dahulu
dan selanjutnya akan diproses untuk mendapatkan tanggapan
dari Perusahaan.
Akses Informasi
Pemenuhan informasi yang terkait dengan Perusahaan dapat
diakses publik maupun pemangku kepentingan lainnya,
melalui:
• Situs Internet
www.pge.pertamina.com
• Pertamina Contact Center
Email : pcc@pertamina.com
Telp : 1 500 000
• Media Pertamina
1. Situs Internet Pertamina
www.pertamina.com
2. Energia Weekly
Merupakan buletin mingguan berisi berita-berita
seputar kegiatan PT Pertamina (Persero) dan anak
perusahaan, yang dikemas dalam bentuk berita dan
berita ringan (feature), serta berita foto (display).
3. Energia Monthly
Merupakan majalah bulanan berisi berita-berita seputar
energi secara umum serta artikel lainnya dalam format
berita ringan (feature).
4. Pertamina TV
Merupakan siaran audio visual di jaringan kantor PT
Pertamina (Persero), unit operasional dan semua anak
perusahaan.
Information Access and Company’s Data
Transparency of information is perceived as one of aspects in the
implementation of Good Corporate Governance. The Company
manages information service by referring to TKO of Information
Delivery Number B-003/PGE520/2015-S0.
The Company’s information service management is under
the responsibility of Corporate Secretary, by involving related
functions. Public and other stakeholders may have access to the
information directly, through the availability of public domain.
Certain information are specific, where the public and other
stakeholders may propose for a request beforehand in order to
receive response from the Company.
Information Access
The fulfillment of information pertaining to the Company is
available for access by the public and other stakeholders, which
are as follow:
• Internet Site
www.pge.pertamina.com
• Pertamina Contact Centre
Email : pcc@pertamina.com
Telp : 1 500 000
• Media Pertamina
1. Pertamina Internet Site
www.pertamina.com
2. Energia Weekly
A weekly bulletin containing news coverage on activities
of PT Pertamina (Persero) and its subsidiaries, which are
presented in a form of news and feature, as well as display.
3. Energia Monthly
A monthly magazine containing new coverage on energy
sector in general as well as other articles in feature.
4. Pertamina TV
An audio visual broadcast in the office network of
PT Pertamina (Persero), operational unit and entire
subsidiaries.
224 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 225 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
• Press Release (PR)
Press release merupakan media komunikasi yang efektif
bagi Perusahaan sebagai bagian dari pemenuhan aspek
keterbukaan informasi. Materi press release disebarkan
Perusahaan kepada media massa sebagai bahan berita
maupun informasi untuk disiarkan kepada publik.
Hingga akhir periode pelaporan, Perusahaan telah
mempublikasikan 18 materi press release baik di media
lokal, nasional dan media internal Perusahaan, terkait
kinerja Perusahaan sepanjang tahun 2015.
• Leaflet PGE
Merupakan salah satu sarana atau media penyebaran
informasi dan edukasi untuk khalayak. Leaflet perusahan
didalamnya memuat informasi sekilas seputar Energi
Geothermal, Wilayah Kerja Perusahaan, Rencana Kapasitas
Terpasang dan CSR.
• Komik Panas Bumi PGE
Selain leaflet perusahaan, PGE juga memiliki komik Panas
Bumi sebagai sarana publikasi dan edukasi Energi Ramah
Lingkungan, Energi Geothermal.
• Pameran
Perusahaan juga aktif berpartisipasi dalam ajang pameran
skala nasional dan internasional, melalui ajang pameran
Indonesia International Geothermal Convention and
Exhibition, ajang kemahasiswaan Universitas Gadjah Mada
Yogyakarta pada event GEOWEEK 2015, dan pameran
lainnya.
• Geothermal Information Center
Merupakan pusat edukasi panas bumi di Indonesia yang
dibangun oleh Perusahaan sebagai Center of Excellence for
Indonesia Geothermal Industry. Di GIC kita dapat menggali
proses dan sejarah geothermal pertama dan tertua di
Indonesia berupa pengembangan panas bumi di Kamojang
sebagai pelopor bagi pengembangan energi terbarukan,
energi bersih dan ramah lingkungan.
• PGE Goes to Campus
Melalui kegiatan kuliah kemahasiswaan di berbagai kampus
di Indonesia, Perusahaan rutin mengirimkan narasumber
Geothermal sebagai ajang edukasi dan memberikan
pemahaman praktis kepada mahasiswa tentang energi
Geothermal dalam pengembangan dan pemanfaatannya di
Indonesia.
Etika Anak Perusahaan
Pembahasan mengenai etika anak perusahaan secara terperinci
dapat di lihat pada halaman 144.
• Press Release (PR)
Press release means as an effective communication media
for the Company as a fulfillment of information transparency
aspect. Material of press release is distributed by the Company
to mass media as coverage or information that is eligible
and accessible for broadcast to the public. Up to end of
report period, the Company has published 18 press releases
pertaining to the Company’s performance along the year of
2015.
• Leaflet of PGE
The leaflet served as a mean or information media and
education intended for public. It contained brief information
on geothermal energy, Working Areas of Company, Installed
Capacity Plan and CSR.
• PGE’s Geothermal Comic
Aside from the leaflet, PGE also developed geothermal
comic as publication and education means that highlights
Environment-Friendly energy and Geothermal Energy.
• Exhibition
The Company also proactively participated in national and
international scale exhibitions through the event of Indonesia
International Geothermal Convention and Exhibition and
college exhibition at University of Gadjah Mada, Yogyakarta
at GEOWEEK 2015.
• Geothermal Information Centre
It serves as geothermal education centre in Indonesia, which
established by Company as Center of Excellence dedicated for
Indonesia Geothermal Industry. At GIC we were able to probe
the process and history of the first and oldest geothermal
in Indonesia, namely geothermal development in Kamojang.
It pioneered the development of renewable energy, which
believed as clean and environment-friendly energy.
• PGE Goes to Campus
Through the medium of college education in numerous
campuses in Indonesia, the Company has been routinely
assigning speakers dedicated in Geothermal issues for
education-wise and providing practical understanding to
students concerning geothermal development and utilization
in Indonesia.
Ethics of Subsidiaries
Discussion on ethics of subsidiaries in detailed manner can be
viewed on page 144.
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
224 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 225 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Tata Kelola PerusahaanGood Corporate Governance
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
TANGGUNG JAWAB
SoSIAL DAN LINGKUNGAN
Social and Environmental Responsibility
Hal penting yang tak boleh diabaikan guna menjamin kesinambungan Perusahaan adalah membangun relasi yang terintegrasi dengan segenap pemangku kepentingan. Perusahaan mewujudkannya antara lain melalui pelaksanaan tanggung jawab sosial dan lingkungan di seluruh wilayah kerja Perusahaan. Pemenuhan tanggung jawab sosial dan lingkungan (TJSL) adalah salah satu aspek penting dalam pelaksanaan tata kelola perusahaan yang baik. Dalam hal pemenuhan tanggung jawab sosial, Perusahaan tetap berkomitmen melaksanakan program Corporate Social Responsibility (CSR) yang bertujuan untuk meningkatkan kemandirian masyarakat di sekitar lokasi operasional Perusahaan. Dengan demikian, semakin bertumbuhnya Perusahaan, masyarakat disekitar wilayah kerja Perusahaan juga turut bertumbuh.
The important key that must not be overlooked in order to preserve the Company’s performance stability is to build an integrated relation with all stakeholders. Such relations can be realized, among others through social and environmental responsibility in the Company’s all working areas. Compliance to social and environmental responsibility is one of essential aspects in a Good Corporate Governance where the Company continuously commits to perform its corporate social responsibility (CSR), aiming to improve community’s welfare surrounding the Company’s operational locations. With an improved welfare, thus the community will be able to give its voice supporting all forms of Company’s activities.
MEMBANGUN INTEGRASI DENGAN PEMANGKU KEPENTINGANBuilding Integration With Stakeholders
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Implementation of Social and Environment Responsibility
Komunitas Lokal Local Community
Keselamatan dan Kesehatan KerjaWork Safety and Health
Keanekaragaman HayatiBiodiversity
Kinerja Ekonomi Economic Performance
EmisiEmission
Pendidikan dan PelatihanEducation and Training
Penyampaian Keluhan akibat Dampak Kegiatan operasi Perusahaan Complaint Submission due to Company’s Operational Impacts
Energi Energy
Peningkatan produksi uap panas bumi dan listrik.Growth in geothermal steam production and electricity.
Peningkatan kesejahteraan dan pemberdayaan masyarakat.Improvement in welfare and community empowerment.
Jaminan keselamatan bekerja dan lingkungan kerja yang sehat.Work safety insurance and healthy working environment.
Pelestarian alam di sekitar lokasi operasional.Nature preservation surrounding operational locations.
Keberlanjutan pertumbuhan usaha.Sustainable business growth.
Pengembangan kompetensi dan keahlian pekerja.Employees’ competency development and skills.
Meminimalkan emisi karbon dan optimalisasi potensi Certified Emission Reduction (CER).Minimizing carbon emission and optimizing potential Certified Emission Reduction (CER).
Penanganan dampak sosial dan lingkungan di lokasi operasi.Handling of social and environmental impacts in operational locations.
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[G4
-24
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ASPEK MATERIALMATERIAL ASPECT
SASARANTARGET
230 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 231 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Program pengembangan masyarakat.Community development program.
Pertemuan, pendampingan dan dialog berkala dengan masyarakat lokal di sekitar lokasi operasi Perusahaan.Periodical meeting, accompaniment and dialogue with local community surrounding the Company’s operational locations.
Survei Indeks Kepuasan Masyarakat (Monitoring dan Evaluasi).Community Satisfaction Index Survey (Monitoring and Evaluation).
Penerapan SMK3LL di setiap operasi, serta penerapan Contractor Safety Management System (CSMS).Implementation of Management System of Work Safety, Health and Environment Protection (SMK3LL) and Work Safety, as well as Contractor Safety Management System (CSMS).
Evaluasi berkala manajemen terhadap aspek K3LL dan Pengamanan.Periodical evaluation of HSSE and Security management.
Peningkatan pendapatan usaha dan efisiensi operasional.Improvement in revenue and operational efficiency.
Penyampaian laporan kinerja Perusahaan secara berkala dan penyelenggaraan RUPS.Submission of Company’s periodical performance report and GMS implementation.
Mencapai target penurunan emisi karbon sesuai peta jalan PT Pertamina (Persero) dan Pemerintah.Achieving targets on carbon emission reduction as per the roadmap of PT Pertamina (Persero) and Government.
Pelaporan hasil pengukuran emisi dan pertemuan berkala.Report on emission measurement result and periodical meeting.
Alokasi anggaran pelatihan bagi pekerja dan penyertaan pada uji kompetensi.Budget allocation for employees’ training and competency test participation.
Penilaian rutin kinerja pekerja. Routine assessment on employees’ performance.
Penyediaan fasilitas pelaporan dan pengaduan pada Kantor Pusat maupun masing-masing Area.Providing report and complaint facility to the Head Office and/or each Area.
Pertemuan sesuai kebutuhan dan pengaduan yang disampaikan.Meeting as per necessity and submitted complaints.
Perlindungan dan Pengelolaan lingkungan.Environment protection and restoration.
Pertemuan berkala pelaksanaan program.Periodical meeting on program implementation.
Optimalisasi produksi uap panas bumi dan pengoperasian unit baru PLTP.Optimization of geothermal steam production and operation of new PLTP unit.
Survei Indeks Kepuasan Pelanggan.Community Satisfaction Index Survey.
Pertemuan dan pelaporan berkala dengan PT PLN (Persero).Periodical meeting and report with PT PLN (Persero).
• Pelanggan• Customers
• Pemerintah• Government
Masyarakat LokalLocal Community
PekerjaEmployees
Masyarakat LokalLocal Community
PemerintahGovernment
PemerintahGovernment
Pemegang SahamShareholders
PekerjaEmployees
PEMANGKU KEPENTINGANSTAKEHOLDER
RESPoN PERUSAHAANCOMPANY’S RESPONSE
230 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 231 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Landasan dan Strategi Pelaksanaan TJSL
Landasan Pelaksanaan TJSLPelaksanaan tanggung jawab sosial dan lingkungan Perusahaan
berlandaskan pada ketentuan hukum yang berlaku, yakni:
1. Undang-Undang No.19 Tahun 2003 Tentang Badan Usaha
Milik Negara.
2. Undang-Undang No.40 Tahun 2007 Tentang Perseroan
Terbatas.
3. Undang-Undang No. 32 Tahun 2009 Tentang Perlindungan
dan Pengelolaan Lingkungan Hidup.
4. Peraturan Pemerintah No.47 Tahun 2012 Tentang Tanggung
Jawab Sosial dan Lingkungan Perseroan Terbatas.
5. Peraturan Menteri Negara BUMN No.PER-05/MBU/2007
Tentang Program Kemitraan Badan Usaha Milik Negara
dengan Usaha Kecil dan Progam Bina Lingkungan.
6. Peraturan Menteri Negara BUMN No.PER-08/ MBU/2013
tanggal 10 September 2013 tentang Perubahan Ke-4
atas Peraturan Menteri Negara Badan Usaha Milik Negara
No.PER-05/MBU/2007 Tentang Program Kemitraan Badan
Usaha Milik Negara dengan Usaha Kecil dan Program-
program Bina Lingkungan.
Strategi Pelaksanaan TJSL Berdasarkan Perencanaan Strategis Program Community
Development 2011-2015, Perusahaan merumuskan strategi
pelaksanaan TJSL dengan prioritas pada bidang ekonomi,
pendidikan, kesehatan, lingkungan, serta infrastruktur dan
fasilitas umum.
Foundation And Strategy of TJSL Implementation
Foundation of TJSL ImplementationThe implementation of social and environment responsibility,
including CSR by the Company, is based on the prevailing legal
provisions, which are:
1. Law Number 19 Year 2003 concerning State-Owned
Enterprises.
2. Law Number 40 Year 2007 on Limited Liability Company.
3. Law Number 32 year 2009 concerning Environmental
Protection and Management.
4. Governmental Regulation Number 47 Year 2012 concerning
Social and Environment Responsibility of Limited Liability
Company.
5. Regulation of Minister of SOE Number PER-05/MBU/2007
concerning State-Owned Enterprises Partnership Program
with Small Enterprise and Environmental Program.
6. Regulation of Minister of SOE Number PER-08/MBU/2013
dated September 10th, 2013 concerning the Fourth
Amendment to the Regulation of Minister of SOE Number
PER-05/MBU/2007 concerning State-Owned Enterprises
Partnership Program with Small Enterprise and Environmental
Program.
Strategy of TJSL ImplementationBased on Strategic Planning of Community Development
Program 2011-2015, the Company defined its strategy of social
and environment responsibility implementation by prioritizing
economy, education, health, environment, as well as infrastructure
and public facilities.
232 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 233 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Perencanaan Strategis Program Community Development Strategic Planning of Community Development Program
BidangField
Sasaran 2011 - 20152011-2015 Target
Target 20142014 Target
Target 20152015 Target
Ekonomi
Economy
Peningkatan perekonomian masyarakat yang masih rendah.
Improvement in low economy community.
Perekonomian masyarakat sudah mencapai taraf kemandirian, dan melaksanakan ekspansi pemasaran.
Community’s economy reaching its independence state and able to experience market expansion.
Pengawasan perkembangan ekonomi masyarakat binaan.
Monitoring on community’s economic development.
Pendidikan
Education
Bantuan pendidikan masyarakat yang masih lemah.
Education aid for subdued community.
Mengurangi angka putus sekolah dan meningkatkan jumlah siswa-siswi yang melanjutkan sekolah ke jenjang lebih tinggi.
Reducing number of drop-outs and increasing number of students intending to continue to a higher level of education.
Kesehatan
Health
Optimalisasi kesehatan masyarakat melalui usaha-usaha peningkatan kesehatan, melalui klinik pengobatan gratis, bantuan penataan sanitasi, promosi hidup sehat dan bersih.
Community health optimization through health improvement, free medical clinic, sanitation aid, clean and healthy living promotion.
Pencapaian peningkatan kesehatan masyarakat.
Achievement in community health improvement.
Lingkungan
Environment
Memberikan kesadaran kepada masyarakat untuk peduli kepada lingkungan
Promoting public awareness on environmental issues to community.
Peningkatan kepedulian masyarakat terhadap lingkungan, peningkatan keanekaragaman hayati, dan pendampingan.
Improvement of public awareness on environmental issues, heightening biodiversity, and accompaniment.
Infrastruktur dan Fasilitas Umum
Infrastructure and Public Facilities
Pembangunan infrastruktur pendukung kegiatan ekonomi.
Infrastructure development supporting economic.
Mendorong masyarakat untuk merawat infrastruktur yang telah dibangun.
Encouraging community to maintain the developed infrastructure.
Menjadi Perusahaan Geothermal yang terdepan yang mewujudkan kemandirian masyarakat, berwawasan lingkungan serta memberikan nilai tambah bagi stakeholders.
To be an advanced Geothermal Company that embodies a self-reliant and environmentally sound community as well as provide added values to stakeholders.
Menciptakan kondisi yang kondusif demi kelancaran kegiatan operasional perusahaan.
To create a conducive condition for the continuity of company’s operational activities.
Melaksanakan kegiatan TJSL yang mengedepankan aspek keberlanjutan, pelestarian lingkungan dan keanekaragaman hayati.
To perform social and environment responsibility activities featuring aspects of sustainability, environment preservation and biodiversity.
MISIMISSION
TUJUANGOAL
VISIVISION
Visi, Misi dan Tujuan TJSL Vision, Mission and Goal of social and environment responsibility
232 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 233 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Struktur organisasi dan Pendanaan TJSL
Struktur Organisasi TJSL
Perusahaan bersungguh-sungguh menerapkan komitmen
terhadap pelaksanaan TJSL, hal ini tertuang dalam Kebijakan
CSR Perusahaan. Penjabaran komitmen dalam bentuk program
CSR mengacu pada tata kerja organisasi yang menjadi pedoman,
yakni Tata Kerja Organisasi Pemetaan dan Pelaksanaan CSR
Nomor B-001/PGE510/2013-S0.
Kebijakan TJSL Tanggung Jawab Sosial & Lingkungan (TJSL) PT Perusahaan
Geothermal Energy (Perusahaan) adalah komitmen
perusahaan untuk berkontribusi bagi pembangunan ekonomi
yang berkelanjutan guna meningkatkan kualitas kehidupan
masyarakat yang berdampak bagi keberlangsungan bisnis
perusahaan.
Dalam mengintegrasikan program TJSL ke dalam kegiatan
perusahaan, maka kami berkomitmen untuk:
1. Memberikan manfaat sosial dan ekonomi kepada
masyarakat di sekitar wilayah operasi perusahaan untuk
menjaga keseimbangan operasi dan tanggung jawab sosial.
2. Implementasi kegiatan TJSL meliputi aspek ekonomi,
pendidikan, kesehatan, infrastruktur dan lingkungan.
3. Tumbuh kembang bersama masyarakat.
Perusahaan menugaskan Fungsi Government & Public Relation
yang dipimpin oleh Corporate Secretary, sebagai fungsi
yang bertanggung jawab atas perencanaan, pelaksanaan,
evaluasi dan pelaporan kegiatan-kegiatan sesuai dengan
Kebijakan CSR Perusahaan. Perusahaan juga mendelegasikan
kewenangan dan tanggung jawab kepada pimpinan Area dalam
melaksanakan kegiatan CSR di masing-masing Area, dengan
tetap mengacu pada Kebijakan CSR Perusahaan. [G4-35, G4-36]
organization Structure and Budgeting of Social and Environment Responsibility
Organization Structure of Social and Environment ResponsibilityThe Company, stated in CSR Policy, is consistently committed
to implementing social and environment responsibility. CSR
program is oriented to administration of organization which acts
as a guideline, which is Administration of Organization on CSR
Mapping and Implementation Number B-001/PGE510/2013-S0.
Policy of Social and Environment ResponsibilitySocial and environment responsibility of PT Pertamina Geothermal
Energy (Company) is the company’s commitment in contributing
to sustainable economic development with the purpose of
improving the quality of people’s lives, which will also affect the
company’s business stability.
In the effort of integrating social and environment responsibility
program into company’s activities, then we are committed to:
1. Provide social and economic benefits for the community
surrounding the company’s operational locations so as to
maintain the balance of operation and social responsibility.
2. Implement social and environment responsibility activities,
which covers aspect of economy, education, health,
infrastructure and environment.
3. Grow and develop together with community.
Having assigned by the Company, Government and Public Relation
Function that leads by Corporate Secretary, a senior official, is
responsible for activities planning, implementation, evaluation
and reporting, which in line with the CSR Policy. Furthermore, the
Company delegates authorities and responsibilities to each Area
leader in its domain to carry out CSR activities, with reference to
the CSR policy. [G4-35, G4-36]
234 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 235 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Baik Fungsi Corporate Secretary di Kantor Pusat, maupun
pimpinan masing-masing Area, dapat mewakili Direksi untuk
berkomunikasi maupun berkonsultasi dengan masing-masing
pemangku kepentingan, terkait kegiatan CSR oleh Perusahaan.
Komunikasi dan konsultasi dilakukan untuk mengetahui
kebutuhan setiap pemangku kepentingan, serta dilaksanakan
sesuai kebutuhan. [G4-37]
Either Corporate Secretary Function at Head Office or each Area
leader is able to represent Board of Directors to communicate and
consult with each stakeholder, in regards to CSR activities by the
Company. These communication and consultation are required
to identify the needs of stakeholders as well as to ensure it is
implemented accordingly. [G4-37]
Struktur organisasi TJSL Organization Structure of TJSL
Beberapa kegiatan CSR Perusahaan dilaksanakan terintegrasi
dengan progam CSR PT Pertamina (Persero) sebagai induk
perusahaan yang dilaksanakan di masing-masing Area.
A number of CSR activities conducted by the Company were
integrated with CSR program owned by PT Pertamina (Persero) as
the holding company, which took place in each Area.
234 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 235 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Integrasi yang terbangun juga menjadikan Perusahaan
bersama PT Pertamina (Persero) telah dapat melaksanakan
berbagai kegiatan Bina Lingkungan pada proyek-proyek
yang sedang dikerjakan. Hal ini mendatangkan keuntungan,
karena membuat masyarakat setempat merasakan manfaat
tidak langsung dari keberadaan proyek-proyek tersebut.
Pada tahapan berikutnya akan memberikan dukungan bagi
keberlanjutan proyek-proyek tersebut, bahkan hingga nanti
sudah berproduksi. [G4-EC8]
Pendanaan dan Sumber Dana TJSL
Hingga akhir tahun 2015, Perusahaan telah menginvestasikan
anggaran TJSL sebesar Rp13 miliar. Jumlah tersebut turun 63%
dibanding realisasi anggaran tahun 2014 sebesar Rp35 miliar.
Sumber dana untuk anggaran TJSL berasal dari internal
Perusahaan dan juga dukungan pembiayaan dari PT Pertamina
(Persero) sebagai induk perusahaan.
The established integration drive the Company and PT Pertamina
(Persero) to perform several Community Development activities in
underway projects. It is deemed as beneficial as local community
is affected indirectly by the impacts, which subsequently they will
give supports to related projects up to production stage. [G4-EC8]
Budgeting and Source of Fund of Social and Environment ResponsibilityApproaching the end 2015, the Company has invested Rp13 billion
for social and environment responsibility budget. It declined by
63% compared to the previous year, which amounted to Rp35
billion.
Source of fund for social and environment responsibility budget
derives from the Company’s internal resource. Aside from that,
a financial support was given by PT Pertamina (Persero) as the
holding company.
236 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 237 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Rekapitulasi Realisasi TJSL 2015 (Rp Juta)Recapitulation of 2015 Social and Environment Responsibility (Million Rp)
Bidang KegiatanActivity
RealisasiRealization
PersentasePercentage
CSR PerusahaanCSR of Company
Pendidikan | Education 279 2.9%
Kesehatan | Health 659 6.9%
Lingkungan | Environment 416 4.3%
Infrastruktur dan Manajemen BencanaInfrastructure and Disaster Management
5,457 56.7%
Pemberdayaan Ekonomi | Economic Empowerment 2,806 29.2%
Seni Budaya dan Olahraga | Culture and Sport 0 0
Sub-Jumlah | Subtotal 9,617 100%
PKBL PT Pertamina (Persero) Di Wilayah Kerja PerusahaanPartnership Program and Community Development of PT Pertamina (Persero) in Working Areas
Pendidikan | Education 0 0
Kesehatan | Health 0 0
Lingkungan | Environment 0 0
Sosial dan Fasilitas Umum | Social and Public Facilities 0 0
Pemberdayaan Masyarakat | Community Empowerment 0 0
Sub-Jumlah | Subtotal 0 0
CSR PT Pertamina (Persero) Di Wilayah Kerja PerusahaanCSR of PT Pertamina (Persero) in Working Areas
Pendidikan | Education 812 22.2%
Kesehatan | Health 597 16.3%
Lingkungan | Environment 0 0%
Sosial dan Fasilitas Umum | Social and Public Facilities 1,462 39.9%
Pemberdayaan Masyarakat | Community Empowerment 790 21.6%
Sub-Jumlah | Subtotal 0 0%
Jumlah | Total 3,661 100%
Rekapitulasi Realisasi TJSL 13,278
236 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 237 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
ENERGI HIJAU DEMI LINGKUNGAN LESTARI Green Energy for Sustainable Environment
Perusahaan berkomitmen mengembangkan pemanfaatan panas bumi sebagai sumber energi ramah lingkungan dengan tetap memperhatikan pelestarian lingkungan terutama di sekitar lokasi kegiatan. Komitmen ini sejalan dengan Undang-Undang (UU) No.32 Tahun 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup dan Kebijakan Keselamatan Kerja, Kesehatan Kerja, dan Lindungan Lingkungan, serta Pengamanan Perusahaan PT Pertamina Geothermal Energy dan Kebijakan Manajemen Penerapan Perbaikan Berkelanjutan untuk Kualitas Lingkungan Hidup yang Lebih Baik PT Pertamina (Persero).
Kebijakan tersebut mengatur inisiatif pengelolaan lingkungan hidup untuk mencegah dan meminimalkan dampak yang ditimbulkan dari kegiatan operasional. Kebijakan ini meliputi perubahan iklim, pengelolaan udara bersih, manajemen energi, pengelolaan limbah B3 dan limbah padat, pengelolaan sumber daya air, upaya perlindungan keanekaragaman hayati, dan hubungan dengan masyarakat. [G4-14]
The Company commits to develop geothermal development as an environment friendly energy resource by continuously preserving the environment itself, especially in the immediate activity location. Its commitment is in line with the Law (UU) Number 32 Year 2009 concerning Environment Conservation and Management and Policy of Work Safety, Health and Environment Protection, as well as PT Pertamina Geothermal Energy’s Company Safety Measures and Policy of Continuous Improvement Implementation for Better Quality Environment of PT Pertamina (Persero).
The particular policy regulates environment management initiative to prevent and minimize impacts prompted by operational activities. It covers climate change, clean air management, energy management, B3 and solid waste management, water resource management, biodiversity protection, and community relations. [G4-14]
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang LingkunganImplementation of Social and Environment Responsibility In Environment
Integrasi Pengelolaan Lingkungan
Perusahaan telah membentuk tim implementasi sistem
manajemen lingkungan hidup. Tim terdiri dari berbagai fungsi,
meliputi fungsi Health, Safety, Security and Environmental
(HSSE), fungsi Government & Public Relation, fungsi Operation
dan fungsi lainnya yang berperan dalam upaya pelaksanaan
kegiatan operasi berwawasan lingkungan. [G4-35, G4-36]
Keberadaan tim multi fungsi sebagai pelaksana sistem
manajemen lingkungan hidup menjadikan pelaksanaan
TJSL terbangun secara integrasi sehingga dampak negatif
kegiatan operasional Perusahaan terhadap lingkungan dapat
diminimalkan. Sistem manajemen lingkungan hidup juga telah
mampu mengintegrasikan kegiatan internal (operasional)
dengan kegiatan pendukung eksternal lain yang bersinergi
dengan para pemangku kepentingan.
Integrasi yang terbangun dalam sistem manajemen lingkungan
hidup membuahkan hasil berupa pengakuan dalam bentuk
prestasi pencapaian PROPER, sertifikasi sistem manajemen
perusahaan maupun penghargaan lainnya, baik dari pihak
berwenang di Indonesia maupun pihak-pihak independen
internasional. [G4-15]
Integration of Environment Management
The Company has formed an environment management system
implementation team. The team consists of different functions,
including Work Health, Safety, Security, and Environment (HSSE)
function, public relations function, operations function, and
other functions with roles in the implementation of environment-
conscious operational activities. [G4-35, G4-36]
The presence of multi-function team as the agent of environment
management system enables an integrally-built social and
environment responsibility implementation in order to minimize
the negative impacts of the Company’s operational activities
on the environment. The environment management system is
also able to integrate internal (operational) activities with other
external supporting activities which synergize with stakeholders.
An integrated environment management system helps to achieve
recognitions in a form of achievement from PROPER, company’s
management system certificate or other awards, either from
Indonesian authorities or international independent parties. [G4-
15]
• Lahendong• Sibayak• Ulubelu
BIRU | BLUE
EMAS | GOLDKamojang
240 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 241 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
PT Pertamina Geothermal Energy Area Kamojang 5 Kali Berturut-turut Meraih PRoPER Emas
Area Kamojang telah menerapkan beberapa inovasi di bidang
CSR yaitu Pembentukan Desa Wisata Geothermal Kamojang
yang tercakup didalamnya mengenai wisata budaya, wisata
agro, wisata pendidikan, wisata alam dan wisata air sebagai
sarana pemberdayaan keekonomian masyarakat.
• Kawasan Wisata Alam: Menonjolkan manifestasi
geothermal di permukaan yaitu Kawah Kamojang yang
dimanfaatkan sebagai pedestrian dan jogging track serta
penangkaran dan rehabilitasi elang khususnya Elang Jawa
• Kawasan Wisata pendidikan: Diperuntukkan sebagai
pusat pengetahuan dalam bidang pengembangan energi
geothermal dengan sarana laboratorium lapangan dan
Geothermal Information Center
• Kawasan Wisata Agro: Menonjolkan hasil pertanian
masyarakat sekitar dan hasil olahannya dengan menawarkan
produk-produk UKM, seperti : Pengeringan Kopi dengan
Energi Geothermal, Budidaya Anggrek dan Budidaya Jamur
Geothermal yang merupakan inovasi pertama di Indonesia
dengan memanfaatkan uap geothermal pada proses
sterilisasi baglog, pembinaan Kelompok Usaha Borondong,
Bank Sampah, dan binaan lainnya. UKM yang telah dibina
di wilayah Bandung dan Garut Jawa Barat sekitar 200 UKM
• Kawasan Wisata Air: Mengembalikan fungsi Danau
Pangkalan untuk pelestarian kawasan konservasi air
permukaan, reboisasi tanaman endemik dan pusat
pengelolaan ekowisata.
• Kawasan Wisata Budaya: Menonjolkan atraksi kesenian
daerah dan budaya lokal seperti budidaya domba hias khas
Garut yang merupakan plasma nutfah terlangka di dunia.
Inovasi juga kami kembangkan untuk meningkatkan
kesejahteraan masyarakat melalui program budidaya anggrek
dengan uap geothermal. Alat sterilisasi media tanam kultur
jaringan anggrek yang dikembangkan, mampu mengkonversi
penggunaan gas dengan tenaga uap panas bumi yang lebih
ramah lingkungan, dan mampu mengurangi biaya produksi
para petani. Perusahaan juga mampu mengembangkan
alat pengering kopi dengan uap geothermal yang sangat
membantu kebutuhan petani dalam proses pengeringan kopi
sehingga tidak terlalu bergantung dengan kondisi alam.
PT Pertamina Geothermal Energy Area Kamojang berhasil
mempertahankan PROPER Emas selama 5 kali berturut-turut
sebagai bukti dukungan Perusahaan guna mendukung energi
bersih ramah lingkungan yang memberikan manfaat bagi
kesejahteraan masyarakat sekitar.
PT Pertamina Geothermal Energy Kamojang Area has Consecutively obtained Gold PRoPER 5 Times
Kamojang Area has implemented several innovations in CSR,
such as the Establishment of Kamojang Geothermal Tourism
Village, which include cultural tourism, agro tourism, educational
tourism, environmental tourism, and water tourism as means for
community economic empowerment.
• Environmental Tourism Area: Showcasing surface geothermal
manifestation, the Kamojang Crater, utilized as pedestrian and
jogging track as well as captive breeding and rehabilitation of
raptors, particularly the Javan hawk-eagle
• Educational Tourism Area: Specialized as knowledge center in
the field of geothermal energy development with the means
of field laboratory and Geothermal Information Center
• Agro Tourism Area: Showcasing produce of the surrounding
community’s agriculture and its processed results by offering
UKM products, such as: Coffee Drying with Geothermal
Energy, Geothermal Orchid and Mushroom Cultivation which
is the first innovation in Indonesia that utilizes geothermal
steam in the baglog sterilization process, development
of the Borondong Business Unit, Trash Bank, and other
developments. UKM developed in the Bandung and Garut,
West Java areas is around 200 UKMs.
• Water Tourism Area: Returning the functions of Pangkalan
Lake as surface water conservation area, reforestation of
endemic plants, and ecotourism management center.
• Cultural Tourism Area: Showcasing regional art attractions
and local cultures, such as the Garut sheep breeding, which is
the rarest germplasm in the world.
We also developed innovations to improve community welfare
through orchid cultivation with geothermal steam. Developed
orchid horticulture medium sterilization equipment is able
to convert gas usage with a more environmentally friendly
geothermal energy and capable of reducing the production costs
of farmers. The Company was also able to develop coffee drying
equipment utilizing geothermal steam, which highly assists
farmer needs in coffee drying process to be less dependent on
natural conditions.
PT Pertamina Geothermal Energy Kamojang Area successfully
maintained Gold PROPER as evidence of the Company’s support
of environmentally-friendly clean energy which benefitted the
welfare of surrounding community.
240 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 241 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Integrasi dan Inovasi Pengembangan Energi Panas Bumi
Peningkatan Produksi Uap dan ListrikSelama tahun 2015, Perusahaan mampu meningkatkan
produksi uap panas bumi, yang merupakan bahan baku untuk
menggerakkan turbin pada unit PLTP yang dioperasikan, baik
PLTP milik PT PLN (Persero), Independent Power Producer
maupun milik sendiri.
Hingga akhir periode pelaporan, Perusahaan mengoperasikan
3 unit PLTP, sedangkan 11 unit lainnya dioperasikan oleh PT
PLN (Persero) dan Independent Power Producer.
Untuk mengintegrasikan pelaksanaan proyek-proyek
pengembangan panas bumi secara total, mulai dari eksplorasi,
produksi uap hingga produksi listrik. Perusahaan telah dimulai
pada penyelesaian pembangunan Pembangkit Listrik Tenaga
Panas Bumi (PLTP) Unit V di Area Kamojang, Jawa Barat. PLTP
Kamojang Unit V mulai beroperasi secara komersial pada 29
Juni 2015, dan memiliki kapasitas 35 MW.
Dengan demikian total kapasitas pembangkit listrik yang
dioperasikan Perusahaan hingga akhir periode pelaporan
berjumlah 437 MW. Jumlah ini bertambah 35 MW dibandingkan
tahun 2014 sebesar 402 MW.
Total produksi uap panas bumi setara listrik selama tahun
2015 mencapai 3.056,82 GWh atau setara dengan 11.004.464
GigaJoule energi. Jumlah ini meningkat 8% dibandingkan
Geothermal Energy Development Integration and Innovation
Steam and Electricity Production IncreaseIn the entire of 2015, the Company was able to improve its
geothermal steam production, of which it is understood as
raw material to move turbine in operated PLTP unit, either an
independent electricity producer or self-owned.
Up to the end period of reporting, there are 14 operated
geothermal power plants (PLTP) owned by the Company, gaining
another one unit compared to total of PLTP unit in 2014.
To fully integrate the implementation of geothermal development
projects, starting from exploration, steam production, to
electricity production, the Company has started the construction
of geothermal energy power plant (PLTP) Unit V completion
at Kamojang Area, West Java. PLTP Kamojang Unit V began to
commercially operate on June 29th, 2015 with the capacity of 35
MW.
Hence, total capacity of operated power plants by the Company,
reaching its end period of reporting, was amounted to 437 MW. It
grew by 35 MW compared to 2014, which was 402 MW.
The total production of steam equivalent to electricity in 2015
reached 3,056.82 GWh or the equivalent of 11,004,464 GigaJoule
of energy. This number is an 8% increase compared to 2,831.40
Sertifikasi Pengelolaan Lingkungan Certification of Environment Management
SertifikatCertificate
UraianDescription
AreaArea
ISO 14001 Sistem Manajemen Lingkungan Environment Management System
Kamojang, Lahendong, dan UlubeluKamojang Area, Lahendong Area, and Ulubelu Area
ISO 9001 Sistem Manajemen ProdukProduct Management System
Kamojang dan LahendongKamojang Area
OHSAS 18001 Sistem Manajemen Kesehatan dan Keselamatan KerjaHealth Management and Work Safety System
Kamojang, Lahendong dan UlubeluKamojang Area
Penghargaan Terkait Pengelolaan Lingkungan 2015 Awards Related to Environment Management in 2015
Nama Penghargaan | Certificate Pemberi Penghargaan | Certificate Penerima Penghargaan | Certificate
Patra Adikriya Bhumi Madya PT Pertamina (Persero) Area Kamojang | Kamojang Area
Satya Lancana Wirakarya Presiden Republik Indonesia | President of Republic of Indonesia
Area Kamojang | Kamojang Area
242 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 243 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Total Produksi Uap dan Listrik (setara listrik)Total Production of Steam and Electricity (equivalent to electricity)
Area 2015 2014 2013
GWh GJ GWh GJ GWh GJ
Kamojang
Unit I - - 76.15 274,138 225.03 810,102
Unit II 435.99 1,569,551 475.97 1,713,478 482.07 1,735,438
Unit III 473.51 1,704,622 324.29 1,167,435 341.21 1,228,346
Unit IV 522.16 1,879,761 524.90 1,889,625 509.98 1,835,913
Unit V 159.25 573,295 N/A N/A N/A N/A
Total 1,590.91 5,727,230 1,401.31 5,044,676 1,588.29 5,717,798
Lahendong
Unit I 147.12 529,628 114.00 410,397 134.68 484,844
Unit II 139.60 502,556 138.15 497,336 134.83 485,384
Unit III 160.61 578,191 94.53 340,305 87.46 314,853
Unit IV 142.54 513,140 158.13 569,263 164.12 590,827
Total 589.88 2,123,551 504.82 1,817,337 521.09 1,875,909
Sibayak
Total 0.03 108 13.94 50,184 27.56 99,215
Ulubelu
Unit I 435.96 1,569,443 459.94 1,655,771 417.08 1,501,476
Unit II 440.05 1,584,167 451.40 1,625,027 407.83 1,468,176
Total 876.01 3,153,611 911.349 3,280,830 824.91 2,969,652
Total Area 3,056.82 11,004,464 2,831.40 10,192,958 2,961.5 10,661,315
Laporan ini hanya menyertakan jumlah pemakaian energi
untuk lingkup di dalam Perusahaan. Laporan tidak menyajikan
informasi terkait jumlah pemakaian energi di luar Perusahaan.
[G4-EN4]
This report only includes a total of power consumption within
the Company. It does not provide related information on total
energy consumption outside the Company. [G4-EN4]
tahun 2014 sebesar 2.831,40 GWh atau 10.192.958 GigaJoule
energi. Sebagian dari uap panas bumi yang telah digunakan,
diinjeksikan kembali ke reservoir untuk membantu menjaga
kesinambungan produksi uap panas bumi. [G4-EN1, G4-EN2]
GWh or 10,192,958 GigaJoule of energy in 2014. Part of the
utilized geothermal steam is reinjected into the reservoir to help
maintain the continuity of geothermal steam production. [G4-EN1,
G4-EN2]
242 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 243 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Integrasi Operasional dan Inovasi Tahun 2015 menjadi batu lompatan bagi PT Pertamina
Geothermal Energy, yang telah dapat mengintegrasikan seluruh
kegiatan dalam pengembangan panas bumi. Integrasi yang
terbangun pada seluruh lini dan proses produksi, menjadikan
Perusahaan telah mengelola bisnis panas bumi secara total dari
uap hingga menjadi listrik, melalui pengoperasian komersial
PLTP Unit V pada Area Kamojang.
Secara berkesinambungan Perusahaan juga terus melakukan
berbagai inovasi guna mengoptimalkan kegiatan operasional
maupun pendukung. Secara umum inovasi yang dilakukan
ditujukan untuk meningkatkan produksi listrik dan uap
panas bumi, efisiensi pemakaian energi, dan mendukung
pelaksanaan tanggung jawab sosial perusahaan (corporate
social responsibility atau CSR).
Inovasi yang dilakukan untuk meningkatkan produksi listrik dan
uap panas bumi, di antaranya adalah
1. Interchange Unit III dan Unit IV untuk Optimalisasi
Pembangkitan di Area Lahendong. Inovasi ini telah dapat
meningkatkan produksi listrik PLTP Unit III dari semula 11
MW menjadi 18,9 MW, dan menjaga tingkat produksi listrik
PLTP Unit IV sebesar 20 MW. Selain itu interchange juga
meningkatkan fleksibilas pasokan uap panas bumi untuk
mengatasi masalah kekurangan uap panas bumi.
Integration of Operational and InnovationThe year of 2015 served as a stepping stone for PT Pertamina
Geothermal Energy, which successfully integrated its entire
activities pertaining to geothermal development. A well-
established integration that present in all business lines and
production process has enabled the Company to manage total
geothermal business from steam to electricity, through a
commercial operation of PLTP Unit V in Kamojang Area.
The Company also continued to realize numerous innovations to
optimize operational and supporting activities. In general, such
innovation were held to enhance the productivity of electricity
and geothermal steam, energy use efficiency, and support the
implementation of corporate social responsibility or CSR.
Below are innovations to enhance electricity and geothermal
steam production:
1. Interchange Unit III and Unit IV for Generator Optimization in
Lahendong Area. This innovation has shown its capability in
increasing electricity production of PLTP Unit III from which
was 11 MW to 18.9 MW, as well as stabilizing the electricity
production at PLTP Unit IV up to 20 MW. Moreover, the
interchange has increased the flexibility of geothermal steam
in order to cope with the shortfall of geothermal steam.
244 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 245 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
2. Interkoneksi CL-24 dan CL-13 (Interkoneksi Unit I, II, III &
IV) untuk Optimalisasi Pembangkitan di Area Lahendong.
Penambahan jalur interkoneksi telah dapat meningkatkan
kapasitas PLTP Unit I dari semula 13,6 MW menjadi 16 MW,
dan PLTP Unit II dari semula 15,9 MW menjadi 18,1 MW.
Selain itu dengan Integrasi gathering system pemipaan
jalur uap pada Unit I, II, III dan Unit IV dengan interkoneksi
juga akan memudahkan manuver jalur uap yang memasok
PLTP Unit I, II, III atau Unit IV jika diperlukan jadwal untuk
pemeliharaan dan memudahkan melakukan observasi data
reservoir.
Beberapa inovasi lain yang dimaksudkan untuk menjadikan
pemakaian energi lebih efisien, adalah:
1. Pengembangan pembangkit listrik instan ramah lingkungan
melalui teknologi portable micro turbine, memanfaatkan
uap buangan panas bumi di Area Kamojang. Pembuatan
dan pemakaian alat portable micro turbine ini mengurangi
pengadaan dan pemanfaatan pembangkit listrik
konvensional (genset) berbahan bakar minyak, sehingga
menghemat penggunaan bahan bakar untuk genset
maupun kendaraan operasional sebesar Rp45.625.000 per
tahun dan pembalian alat sebesar Rp10.865.000. Selain
itu keberadaan perangkat portable micro turbine ini akan
mempermudah kegiatan pekerjaan dan mengurangi potensi
keterlambatan proses start up PLTP sebesar Rp249.550.000
per jam. Selain itu pemanfaatan alat ini mampu menghemat
pemakaian listrik sebesar 1.935 kWh per tahun, dan
berpotensi mereduksi emisi karbon sebesar 1,94 ton CO2eq
per tahun. [G4-EN6, G4-EN7, G4-EN19]
2. Pemanfaatan steam venting jalur pipa panas bumi untuk
pembangkit listrik mini bladeless turbine (tesla turbine) di
Area Kamojang, untuk mengatasi kekurangan pasokan listrik
untuk mengatasi keterlambatan dalam penanggulangan
kebocoran pada jalur pipa uap dan reinjeksi. Inovasi ini akan
dapat menghemat biaya pemanfaatan pembangkit listrik
konvensional berbahan bakar minyak, yang memerlukan
biaya operasional Rp87.888.240 per tahun untuk setiap
cluster dengan jumlah total ada 29 cluster di Area Kamojang.
[G4-EN6, G4-EN7]
3. Pemanfaatan enthalpy waste hot brine pada jalur reinjeksi
sebagai sumber penerangan pada jalur Cluster C - Cluster
H di Area Ulubelu. Penerapan inovasi telah direalisasikan
melalui pemasangan instalasi penerangan dengan total
daya 400 watt atau 5 watt per titik. Keberadaan penerangan
menjadikan biaya operasional patroli keamanan berkurang
2. Interconnection of CL-24 and CL-13 (Interconnection Unit I, II,
III & IV) for Generator Optimization in Lahendong Area. The
expansion of interconnection lane has improved the capacity
of PLTP Unit I from which started at 13.6 MW to 16 MW, and
PLTP Unit II from 15.9 MW to 18.1 MW. Additionally, with the
existence of an integrated gathering system of steam pipeline
in Unit I, II, III and Unit IV as well as interconnection, it enabled
the accommodation of steam pipeline maneuver that ran a
supply to PLTP Unit I,II,III or Unit IV, if there was a necessity for
maintenance and reservoir data observation.
Below are other acknowledged innovations to create further
efficient use of energy:
1. Development of environment-friendly immediate power
generator through portable micro turbine technology, utilizing
geothermal steam exhaust in Kamojang Area. This creation and
application of portable micro turbine curtailed the provision
and utilization of fuel-based conventional power plant (genset)
so that it saved the use of fuel for genset or operational vehicles
up to Rp45,625,000 annually and equipment purchasing in the
amount of Rp10,865,000. Additionally, the presence of this
portable micro turbine will ease the workload and minimize
the potential delay of PLTP start up reaching Rp249,550,000
per hour. It also may bring benefit to the saving of electricity
stretching to 1,935 kWh per year and reducing carbon emission
at 1.94 ton CO2eq per year. [G4-EN6, G4-EN7, G4-EN19]
2. Utilization of geothermal pipeline steam venting projected
for mini bladeless turbine power plant (tesla turbine) in
Kamojang Area in order to overcome the shortage of power
supply and overcome delays towards steam pipeline and
reinjection leakage. This innovation will economize the cost
of conventional fuel-based power plant, which required
operational cost as much as Rp87,888,240 per year for each
cluster in a total of 29 clusters in Kamojang Area. [G4-EN6, G4-
EN7]
3 Utilization of enthalpy waste hot brine towards reinjection
lane as lighting source in Cluster C – Cluster H lane in Ulubelu
Area. This implementation of innovation has been realized
through lighting installment with total power of 400 watt or
5 watt per point. Having the lighting installed, it inflicted the
declining of security operational cost up to Rp1,029,600 per
244 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 245 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Rp1.029.600 per bulan. Selain itu biaya konstruksi dan
instalasi per titik per wat lebih murah Rp269.482 per titik per
watt dibandingkan dengan pemasangan listrik bertenaga
surya. [G4-EN6, G4-EN7, G4-OG2, G4-OG3]
Perusahaan juga telah melakukan inovasi lain, yang ditujukan
untuk membantu meningkatkan kesejahteraan masyarakat di
sekitar area pengembangan panas bumi, di antaranya:
a. Pemanfaatan uap panas bumi untuk kegiatan pengeringan
kopi hasil budidaya masyarakat di sekitar Area Kamojang.
Sebelumnya petani kopi memanfaatkan sinar matahari
untuk mengeringkan kopi hasil panen dan membutuhkan
waktu hingga berhari-hari. Melalui alat khusus maka proses
pengeringan kopi dengan memanfaatkan uap panas bumi
hanya berlangsung sekitar 30 menit dan tidak menggunakan
bahan bakar minyak.
b. Pengembangan alat sterilisasi media tumbuh kultur jaringan
anggrek, dengan mengganti penggunaan liquefied petroleum
gas (LPG) dengan panas dari uap panas bumi di Kamojang.
Inovasi ini berhasil mempercepat proses budidaya anggrek,
mengurangi biaya produksi dan berpotensi mereduksi emisi
karbon sebesar 1,3 tonCO2eq per tahun. Pemanfaatan alat
ini telah membantu keberhasilan budidaya indukan dan
anakan dari anggrek hutan di sekitar Area Kamojang sebagai
upaya mempertahankan keanekaragaman hayati setempat,
meliputi jenis vanda tricolor orchid, phalaenopsis orchid dan
dendrobium orchid. [G4-EN19]
Inovasi LainSelain inovasi di bidang operasional, Perusahaan juga memiliki
beberapa inisiatif lainnya yaitu:
1. Perusahaan telah menjalankan berbagai kegiatan untuk
menjaga lingkungan hidup. Salah satu di antaranya
adalah dengan mengurangi penggunaan kertas melalui
penerapan paperless system. Saat ini Perusahaan telah
menjalankan e-correspondence, yaitu penggunaan teknologi
komunikasi dan informasi sebagai pengganti kertas untuk
korespondensi internal Pertamina. Selain itu, penyusunan
draf korespondensi eksternal juga dilakukan dalam bentuk
softcopy dan tidak menggunakan kertas. Hal tersebut akan
mengurangi penggunaan kertas, meningkatkan penataan
dokumen dan mendorong pengambilan keputusan yang
cepat serta ramah lingkungan.
2. Perusahaan juga melakukan inovasi guna mendukung
kinerja. Tahun 2015 Perusahaan telah menerapkan sistem
manajemen aset berbasis standar internasional, melalui
modul EPM dan intregrasi Modul EPM dengan modul PM-
month, whereas the cost of construction and installation per
point per watt was more Rp269,482 economical per point per
watt as to solar-based power installation. [G4-EN6, G4-EN7, G4-OG2,
G4-OG3]
The Company also has carried out other innovations, of
which contributed to the improvement of community welfare
surrounding geothermal development areas, among others are:
a. Utilization of geothermal steam for coffee drying process of
cultivated produce in Kamojang Area. Coffee farmers previously
used sunlight to dry the harvested coffee, which prolonged
for days. Using a special apparatus, the drying process with
geothermal steam only needs an approximately of 30 minutes
and without the use of fuel.
b. Development of sterilization apparatus for orchid plant tissue
culture, by substituting the use of liquefied petroleum gas
(LPG) with heat resulted from geothermal steam in Kamojang.
This innovation managed to accelerate the process of orchid
cultivation, reduce production cost and potentially reduce
carbon emission by 1.3 tonCO2eq per year. Moreover, it has
contributed to the successful cultivation of brood stock and
seedlings of forest orchids that flourished in Kamojang Area
as an effort to preserve local diversity, including vanda tricolor
orchid, phalaenopsis orchid and dendrobium orchid. [G4-EN19]
Other innovationsAside to innovations in operational, the Company also have
several other initiatives, which are:
1. The Company has implemented various activities to preserve
the environment. One of which is by reducing paper usage
through the implementation of paperless system. The
Company has implemented e-correspondence, which is the
utilization of communication and information technology as
paper replacement for Pertamina internal correspondence.
Furthermore, external correspondence draft composition
is also performed in softcopy and without paper. This will
decrease paper usage, increase document organization, and
encourage swift and environmentally friendly decision making.
2. The Company also conducted innovations to support
performance. In 2015, the Company implemented international
standard based asset management system through EPM
Module and EPM Module integration with PM-MMNH-FICO
246 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 247 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Konsumsi Listrik [G4-EN3, G4-EN4]Electricity’s Consumption
Area 2015 2014 2013
Kapasitas (kWh) GJ Kapasitas (kWh) GJ Kapasitas (kWh) GJ
Kamojang 26,135,654 94,088.35 19,659,843 70,775.43 18,740,028 67,464.10
Lahendong 3,450,519 12,421.87 3,835,519 13,807.87 2,275,674 8,192.43
Sibayak 4,677 16.84 5,062 18.22 6,350 22.86
Ulubelu 392,116 1,411.62 N/A N/A N/A N/A
MMNH-FICO MySAP. Optimalisasi integrasi Modul EPM dan
PM-MMNH-FICO MySAP, dimaksudkan untuk mendapatkan
informasi, sejarah teknis, biaya, penggunaan material dan
status/kondisi aset yang selalu muktahir (up-to-date) dan
akurat. Hal ini penting guna mendukung pengambilan
keputusan secara tepat dan cepat.
Penerapan sistem manajemen aset berbasis standar
internasional, tak terlepas dari kian banyaknya proyek yang
dilaksanakan Perusahaan. Melalui kedua modul tersebut,
Perusahaan dapat mengawasi dan mengendalikan proyek,
mempercepat proses kapitalisasi aset, penyempurnaan
perencanaan proyek berikutnya, mempermudah transfer ke
modul PM pada saat serah terima ke operasi, dan menjadi
proyek percontohan yang telah diterapkan di PT Pertamina
(Persero).
MySAP module. Optimization of EPM and PM-MMNH-FICO
MySAP modules integration is meant to gather information,
technical history, costs, material usage, as well as up-to-date
and accurate asset status/condition. This is significant to
support swift and accurate decision making.
The implementation of international standard based asset
management system is closely intertwined with the myriad of
projects executed by the Company. Through both modules, the
Company is able to monitor and control projects, accelerate
asset capitalization process, perfecting the planning for future
projects, simplifying the transfer to PM module on handover to
operations, and becoming exemplary projects that have been
implemented at PT Pertamina (Persero).
Efisiensi Energi (kWh) [G4-EN6, G4-EN7]Energy Efficiency (kWh)
No Kegiatan Efisiensi EnergiEnergy Efficiency Activities
Hasil Absolut Efisiensi EnergiEnergy Efficiency Absolute Results
Area Kamojang | Kamojang Area
1 Mengurangi Steam Venting Dengan Covering Steam TrapLowering Steam Venting by Steam Trap Covering
998,328
2 Retrofit refrigerant freon R-22 ke Muscool (MC-22) dalam rangka meningkatkan efisiensi energi listrikRetrofit refrigerant Freon R-22 to Muscool (MC-22) in order to increase electric energy efficiency
20,951
3 Optimalisasi penggunaan energi dengan mengoperasikan hanya 1 buah LRVP (vakum pump) saat normal operasiOptimizing energy usage by only operating 1 unit of LRVP (vacuum pump) during normal operation
547,500
4 Meningkatkan efisiensi pembangkit pada saat proses start up dengan optimalisasi pengoperasian alat dan tahapan vacuum upIncreasing generator efficiency on startup process by optimizing equipment operation and vacuum up stages
61,020
246 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 247 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
No Kegiatan Efisiensi EnergiEnergy Efficiency Activities
Hasil Absolut Efisiensi EnergiEnergy Efficiency Absolute Results
5 Penggantian peralatan listrik menggunakan peralatan hemat energiReplacement of electrical equipment with energy saving equipment
6,603
6 Meningkatkan kualitas air baku pengisi basin cooling tower pada saat proses start upIncreasing the quality of cooling tower standard feeder water on startup process
360,000
7 Mengurangi Loss of Opportunity pembangkitan akibat penggantian oli gearbox fan cooling tower dengan modifikasi jalur pengisian oli gearbox dari luar fan cylinder di PLTP Kamojang unit IVLessening generator Loss of Opportunity due to fan cooling tower gearbox oil change by modifying oil feeder channel
82,500
8 Pemanfaatan air kondensat sebagai sumber energi untuk pemanas ruangan operator WPS CikaroUtilizing condensate water as energy source for WPS Cikaro operator room heater
1,095
9 Meningkatkan efisiensi pembangkit pada saat start up unit dengan optimalisasi pemakaian uap di PLTP Kamojang IVIncreasing the efficiency of generator on unit startup by optimizing steam usage at PLTP Kamojang IV
141,750
10 Penghematan energi dengan pemasangan photosell sebagai sumber energi alat deteksi gempa menggantikan baterai/akiEnergy saving by the installation of Photocell as energy source of earthquake detecting equipment to replace battery/accu
233
11 Penghematan energi dengan penggantian peralatan listrik menggunakan peralatan hemat energi LED dan PhotosellEnergy saving by replacing electrical equipment with LED and Photocell energy saving equipment
8,311
12 Pemanfaatan waste heat menggunakan peltier element sebagai sumber energi ramah lingkungan untuk lampu penerangan di PLTP Kamojang Unit IVWaste heat utilization of peltier element as environmentally friendly energy source for lights at PLTP Kamojang Unit IV
2,803
13 Steam jet venturi sebagai alternatif penyaluran air kondensat di PLTP Kamojang Unit IVVenturi steam jet as alternative for condensate water distribution at PLTP Kamojang Unit IV
402
14 Inovasi pemanfaatan steam venting jalur pipa panas bumi sebagai sumber energi ramah lingkungan Innovation of steam venting utilization of geothermal pipelines as environmentally friendly energy source
1,752
15 Pemanfaatan uap buangan panas bumi menggunakan portable micro turbine sebagai sumber listrik instanUtilization of geothermal exhaust steam using portable micro turbine as instant electricity source
183
Total Penghematan Energi | Energy Saving Total 2,233,430,5
Total Pemakaian Energi (kWh) | Energy Usage Total (kWh) 9,037,651
Rasio hasil efisiensi energi Proper dengan total pemakaian energiRatio of results of Proper energy efficiency and energy usage total
24.71%
248 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 249 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Berbagai inovasi yang dilakukan telah mampu mengurangi
jumlah energi dibutuhkan untuk produksi listrik maupun
produksi uap panas bumi pada tahun 2015 dan intensitas
energi yang digunakan, menjadi lebih rendah dibandingkan
tahun 2014. Namun Perusahaan belum dapat melakukan
penghitungan rinci mengenai hal tersebut karena terkendala
dokumentasi. [G4-EN5, G4-EN6, G4-EN7]
A number of innovations that have been put through were able
to reduce a sufficient amount of energy to produce electricity and
geothermal steam in 2015; and used energy intensity was lower
than in 2014. On the contrary, the Company has yet to perform a
detailed calculation into it as it was hindered by documentation
issues. [G4-EN5, G4-EN6, G4-EN7]
Menjaga Keanekaragaman Hayati
Prospek panas bumi sebagian besar berada di dalam atau
berdekatan dengan kawasan hutan dilindungi yang memiliki
keanekaragaman hayati tinggi. Perusahaan berkomitmen turut
menjaga keanekaragaman hayati yang ada dengan seminimal
mungkin memanfaatkan lahan untuk kegiatan pengusahaan
panas bumi. [G4-EN11]
Perusahaan juga senantiasa mematuhi ketentuan perizinan
yang berlaku dari instansi terkait di lokasi yang berada di dalam
atau berdekatan dengan daerah dilindungi sebelum dan selama
melakukan aktivitasnya. Penyusunan dokumen AMDAL / UKL –
UPL untuk mendapatkan Izin Lingkungan dan juga Izin Pinjam
Pakai Kawasan Hutan (IPPKH) dari Kementerian Lingkungan
Hidup dan Kehutanan dilakukan sebelum memulai pekerjaan
di kawasan tersebut. Adapun area operasi perusahaan yang
berada di kawasan hutan lindung adalah Kamojang yakni 48,85
Ha (44,3%) dari total luas lahan yang dikembangkan yaitu
110,70 Ha.
Perusahaan bersungguh-sungguh untuk meminimalkan
dampak yang ditimbulkan dari kegiatan operasi, terhadap
keberadaan flora/ fauna yang ada di sekitar lokasi kegiatan.
Secara berkesinambungan, Perusahaan telah melakukan upaya
perlindungan dan pengelolaan habitat dan lingkungan, di
antaranya dengan penanaman pohon dan pelepasliaran satwa
dilindungi. [G4-EN12, G4-EN13, G4-OG4]
Pemantauan ini dilakukan secara rutin dan dilaporkan secara
berkala kepada instansi terkait sebagai implementasi Rencana
Pengelolaan Lingkungan (RKL) dan Rencana Pemantauan
Lingkungan (RPL) sesuai ketentuan Izin Lingkungan/Kelayakan
Lingkungan yang dimiliki.
Preserving Biodiversity
The prospect of geothermal is presumably considered in or
immediate distance with protected forest which contains vast
biodiversity. The Company upholds its commitment in supporting
the existing biodiversity by at any rate utilizing the land for
geothermal business activity purpose. [G4-EN11]
The Company also constantly complies with prevailing permit
regulations from related institutions at locations within or
adjacent to protected areas prior to and during performing its
activities. AMDAL/UKL – UPL document composition to obtain
Environmental Permit and Borrow-to-Use Permit of Forest
Areas (IPPKH) from the Ministry of Environment and Forestry is
performed prior to starting work at the areas. The Company’s area
of operations at the Kamojang forest area is 48.85 Ha (44.3%)
from the total developed area of 110.70 Ha.
The Company determines to minimize impacts posed by operation
activities towards flora and fauna present surrounding its activity
locations. Furthermore, an initiative to restore habitat and
conservation is constantly carried out, among others by planting
trees and releasing endangered wildlife. [G4-EN12, G4-EN13, G4-OG4]
This monitoring is routinely performed and periodically reported
to related institutions as implementation of Environmental
Management Plan (RKL) and Environmental Monitoring Plan
(RPL) in accordance with regulations of existing Environmental/
Environmental Feasibility permits.
248 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 249 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Upaya Perlindungan dan Pengelolaan Lingkungan [G4-EN13]Efforts in Environmental Protection and Management
Bentuk Dampak DitimbulkanType of Posed Impacts
PenjelasanDescription
Perubahan bentang alam
Landscape transformation.
Perusahaan melakukan pembukaan lahan untuk pembuatan cluster, jalan akses, PLTP, dan sarana lainnya dengan memanfaatkan seoptimal mungkin lahan yang tersedia. Lahan yang diperlukan untuk kegiatan pengusahaan panas bumi relatif kecil dibandingkan kegiatan pertambangan.
The Company applied land clearing to develop clusters, access roads, and other facilities by employing the available land to its maximum. It was for the purpose of relatively small scale geothermal business compared to mining.
Polusi dan pencemaran udara
Air pollution and contamination.
Panas bumi relatif ramah lingkungan dibandingkan energi lainnya, khususnya energi fossil. Namun demikian, Perusahaan tetap melakukan pengelolaan dan pemantauan kualitas udara disekitar lokasi kegiatan.
Potensi bising saat pembukaan sumur dikelola Perusahaan dengan mengoperasikan unit peredam suara (Silencer dan Rock Muffler) sehingga paparan bising yang ditimbulkan dapat diminimalkan
Geothermal is reasonably environment friendly compared to other energies, especially that of fossil. Despite of this, the Company still continued to perform air management and utilization so as evaluate the conducted environment management.
Occurrence of potential noise during well construction was facilitated by operating Silencer and Rock Muffler so as minimized the impact.
Keanekaragaman Hayati
Biodiversity
Perusahaan turut aktif mendukung upaya pelestarian flora/ fauna, khususnya yang tergolong dilindungi melalui kebijakan pelarangan perburuan dan illegal logging bagi pekerja dan mitra kerja
The Company participated to support preserving flora/ fauna, especially those categorized as protected through policy enactment on hunting ban and illegal logging for workers and work partners.
Pemulihan Habitat dan Penanaman Pohon [G4-EN13]Habitat Restoration and Tree Planting
AreaArea
Jumlah Pohon Ditanam (Batang)Total Planted Trees (Stem)
2015 2014 2013
Kamojang 53,400 27,350 24,400
Lahendong 1,080 490 2,500
Sibayak - 3,190 3,864
Ulubelu 214,317 2,400 7,290
Lumut Balai 1,000 2,650 1,200
Hululais - - 3,000
Karaha 2,500 1,000 10,100
Kerinci – Sungai Penuh 1,500 100 200
Jumlah | Total 273,797 37,180 52,554
250 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 251 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Area Kamojang mengembangkan Pusat Konservasi Elang
dengan fasilitas terlengkap dan pertama di Indonesia yang
menggunakan standar internasional terbaru dari IUCN
yaitu Guidelines for Reintroduction and Other Conservation
Translocation.
Pada tahun 2015, Perusahaan telah melepasliarkan 7 ekor
burung elang jawa (nisaetus bartelsi) dan 1 ekor burung hantu,
sebagai bagian upaya konservasi. Burung elang jawa telah
ditetapkan sebagai hewan langka dan jumlahnya diperkirakan
hanya tinggal 700 ekor di Indonesia. Pelepasliaran dilakukan
di Pusat Konservasi Elang Kamojang (PKEK) di Desa Wisata
Laksana, Kabupaten Bandung, Jawa Barat.
Sesuai rencana jangka panjang, PKEK akan menjadi pusat
rehabilitasi elang terbesar dan terlengkap di Indonesia.
Pengembangan PKEK dilakukan Area Kamojang bekerja sama
dengan Balai Besar Konservasi Sumber Daya Alam (BBKSDA)
Jawa Barat, dan Raptor Indonesia (RAIN). Hingga akhir tahun
2015 burung yang berada di PKEK berjumlah 39 ekor elang jawa
dan 1 ekor burung hantu, diantaranya 19 ekor burung elang
jawa merupakan serahan warga sekitar ke PKEK, sementara
yang telah dilepasliarkan berjumlah 7 ekor. [G4-EN14]
Selain sebagai pusat konservasi, keberadaan PKEK diharapkan
dapat juga mengembangkan pariwisata di daerah ini.
Desa Wisata Laksana yang juga dikelola oleh Perusahaan,
mengembangkan aspek perlindungan lingkungan, edukasi,
pelestarian budaya dan peningkatan keekonomian masyarakat
sekitar.
Panas Bumi, Sumber Energi Ramah Lingkungan [G4-EN19]
Panas bumi merupakan sumber energi yang ramah lingkungan.
Panas bumi terbilang sangat rendah mengeluarkan emisi
gas karbon, yang termasuk gas rumah kaca (GRK) pemicu
pemanasan global. Pemanfaatan panas bumi sebagai sumber
energi menjadi bagian dari mekanisme pembangunan bersih
atau clean development mechanism (CDM).
Mekanisme Pembangunan BersihPerusahaan melakukan upaya mengurangi emisi Gas Rumah
Kaca melalui Mekanisme Pembangunan Bersih (Clean
Development Mechanism). Total potensi penjualan reduksi GRK
melalui Certified Emission Reduction (CER) dari 7 proyek CDM
Perusahaan mencapai 2,58 juta ton CO2e/tahun.
Kamojang Area developed Conservation Eagle Rehabilitation
Center complete with extensive facilities, which was the first in
Indonesia to apply the latest international standard from IUCN,
specifically Guidelines for Reintroduction and Other Conservation
Translocation.
In 2015, the Company managed to release free 7 Java origin eagle
(Nisaetus bartelsi), and an owl as part of conservation effort. The
creature has been indicated as an endangered species with only
700 birds left. It was released at the Kamojang Eagle Conservation
Center (PKEK), Wisata Laksana Village, Bandung Regency, West
Java.
In accordance with long term plans, PKEK will become the largest
and most complete raptor rehabilitation center in Indonesia. PKEK
development is performed at Kamojang Area in cooperation with
West Java Office for Natural Resources Conservation (BKKSDA),
and Raptor Indonesia (RAIN). Until the end of 2015, the number of
birds at PKEK was 39 Javanese hawk-eagle and 1 owl; of which 19
Javan hawk-eagle was handed over from surrounding community
to PKEK, while 7 has been released. [G4-EN14]
Aside from being a conservation center, PKEK is expected to
expand the quality of tourism in the related region. Wisata Laksana
Village, whom also runs by Company, promotes environment
protection, education, culture preservation and improvement in
surrounding’s economic community.
Geothermal, An Eco-Friendly Energy Resource [G4-EN19]
Geothermal is an eco-friendly energy resource as it is regarded as
low carbon emission, the biggest contributor to greenhouse gas
(GHG) and global warming. A utilization of geothermal as energy
resource has become a part of clean development mechanism
(CDM).
Clean Development MechanismEfforts to reduce Greenhouse Gases through Clean Development
Mechanism. Total potential sales of GHG reduction through
Certified Emission Reduction (CER) from 7 CDM projects reached
2.58 million tons of CO2e/year.
250 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 251 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Upaya Perusahaan tidak berhenti pada perolehan CER semata.
Perusahaan berupaya agar kredit karbon dapat dihargai tinggi
karena berkualitas, kompleksitas yang tinggi, dan memberikan
manfaat bagi pembangunan berkelanjutan. Hal ini diperoleh
dengan mengupayakan kredit karbon mencapai Gold Standard
(GS) berdasarkan benchmark dari Gold Standard Foundation.
GS sendiri merupakan standard kredit karbon yang diakui
oleh lebih dari 80 NGO di seluruh dunia. Kredit karbon yang
ditingkatkan statusnya menjadi GS berpotensi memiliki
nilai jual premium. Skema GS yang diikuti tidak mudah yang
meliputi persiapan, validasi, redigistrasi, pemantauan, rencana
pelaporan, dan verifikasi.
Sejak tahun 2014, Perusahaan telah mendaftarkan 5 proyek
CDM pada Gold Standard Foundation dan ke-5 proyek tersebut
telah memperoleh status Gold Standard CDM. Total potensi
pengurangan emisi GRK dari proyek Gold Standard mencapai
2,06 juta ton CO2e/tahun. Proyek-proyek ini merupakan inisiatif
Gold Standard CDM pertama di Indonesia.
Pertamina efforts do not stop at CER accomplishment. We attempt
for the high appreciation of carbon credit due to high quality and
complexity and benefits for sustainable development. This is
obtained by seeking Gold Standard (GS) achievement for carbon
credit based on benchmark from the Gold Standard Foundation.
GS itself is the carbon credit standard recognized by more than
80 NGOs worldwide. Credit carbon which value is upgraded to GS
has the potential of premium sales value. The followed GS scheme
is difficult and includes preparation, validation, registration,
monitoring, reporting plan, and verification.
In 2014, Pertamina had registered 5 CDM projects to the Gold
Standard Foundation and the 5 projects have obtained CDM Gold
Standard status. The total GHG emission reduction potential from
the Gold Standard project reached 2.06 million tons of CO2e/
year. These projects are the first CDM Gold Standard initiatives
in Indonesia.
Status Proyek CDMCDM Project's Status
No Nama ProyekName of Project
Potential of CER
(Ton Co2eq)
Status (31 Desember 2015)Status per December 31st, 2015
1 CDM Ulubelu Unit III&IV 581,784 • Teregistrasi di UNFCCC dengan No. Project 5773 pada tanggal 15 Mei 2012. • Teregistrasi Gold Standard dengan No. Project GS2297 pada tanggal 8 Juli 2014.• Registered at UNFCCC with Project Number 5773 on May 15th, 2012.• Registered with Gold Standard with Project Number GS2297 on July 8th, 2014.
2 CDM Lumut Balai Unit I&II 581,784 • Teregistrasi di UNFCCC dengan No. Project 5785 pada tanggal 22 Mei 2012. • Teregistrasi Gold Standard dengan No. Project GS2298 pada tanggal 8 Juli 2014.• Registered at UNFCCC with Project Number 5785 on May 22nd, 2012.• Registered with Gold Standard with Project Number GS2298 on July 8th, 2014.
3 CDM Lumut Balai Unit III&IV 581,784 • Teregistrasi di UNFCCC dengan No. Project 7315 pada tanggal 19 September 2012. • Teregistrasi Gold Standard dengan No. Project GS2299 pada tanggal 8 Juli 2014.• Registered at UNFCCC with Project Number 7315 on September 19th, 2012.• Registered with Gold Standard with Project Number GS2299 on July 8th, 2014.
4 CDM Karaha Unit I 156,669 • Teregistrasi di UNFCCC dengan No. Project 7431 pada tanggal 27 November 2012. • Teregistrasi Gold Standard dengan No. Project GS2419 pada tanggal 16 Mei 2014.• Registered at UNFCCC with Project Number 7431 on November 27th, 2012.• Registered with Gold Standard with Project Number GS2419 on May 16th, 2014.
5 CDM Lahendong Unit V&VI 122,171 • Proses registrasi CDM di UNFCCC• On-going registration process at UNFCCC
6 CDM Kamojang Unit V 156,669 • Teregistrasi di UNFCCC dengan No. Project 7430 pada tanggal 28 November 2012. • Teregistrasi Gold Standard dengan No. Project GS2418 pada tanggal 16 Mei 2014.• Registered at UNFCCC with Project Number 7430 on November 28th, 2012.• Registered with Gold Standard with Project Number GS2418 on May 16th, 2014.
7 CDM Kamojang Unit IV 420,780 • Teregistrasi di UNFCCC dengan No. Project 3028 pada tanggal 16 Desember 2010. • Registered at UNFCCC with Project Number 3028 on December 16th, 2010.
Total 2,583,641
252 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 253 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Hasil Pengukuran Beban EmisiMeasurement of Burden of Emission
Area-Unit 2015(Ton)
2014(Ton)
2013(Ton)
CO2
H2S NH
3CO
2H
2S NH
3CO
2H
2S NH
3
Kamojang Unit IV 32,661 891 25 31,207 826 24 30,349 700 27
Kamojang Unit V 2,544 273 7 - - - - - -
* PLTP yang dimiliki dan dioperasikan Perusahaan hingga 31 Desember 2015 adalah PLTP Kamojang Unit IV dan V.* PLTP owned and operated by the Company up to 31st December 2015 was PLTP Kamojang Unit IV and V.
Emisi Pemanfaatan panas bumi yang dikelola Perusahaan menjadi
bagian dari upaya PT Pertamina (Persero) untuk mendukung
kebijakan peta jalan penurunan emisi gas rumah kaca
yang ditetapkan Pemerintah. Perusahaan telah melakukan
pengukuran potensi penurunan emisi gas karbon yang
bersumber dari pengoperasian unit-unit PLTP pada masing-
masing Area. Target reduksi GRK Perusahaan mengacu pada
kebijakan PT Pertamina (Persero) untuk mendukung program
pengurangan emisi di Indonesia. Perhitungan pengurangan
emisi mengacu beban emisi dari kegiatan Perusahaan yang
ditetapkan pada tahun 2010 sebesar 34.956 Ton CO2eq/. [G4-
EN15, G4-EN16, G4-EN17]
EmissionGeothermal utilization carried out by the Company is also the
responsibility of PT Pertamina (Persero) with the purpose of
sustaining policy of greenhouse gas emission reduction road
map imposed by the Government. The Company has measured
the potential amount of reduction, which derived from PLTP unit
operation in each Area. The target of GHG emission referred to
policies abide by PT Pertamina (Persero) to support emission
reduction in Indonesia, in which the calculation oriented to the
Company’s burden of emission enforced in 2010 in the amount of
34,956 Ton CO2eq per year. [G4-EN15, G4-EN16, G4-EN17]
252 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 253 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Selama tahun 2015, Perusahaan telah melakukan berbagai
inisiatif untuk mengurangi emisi gas karbon maupun gas rumah
kaca lainnya. Hingga akhir periode pelaporan, inisiatif yang
dilakukan di Area Kamojang, Area Lahendong, dan Area Ulubelu
telah berhasil menghasilkan potensi penurunan 21.369,65
tCO2 melalui program-program inovasi yang dilakukan.
In 2015, the Company has administered a number of initiatives to
diminish carbon gas emission and other greenhouse effects. Up
to the end of reporting period, initiatives transpired in Kamojang
Area, Lahendong Area, and Ulubelu Area succeeded to suppress
21,369.65 tCO2 through innovation programs.
Unit BisnisBusiness Unit
Inisiatif DilakukanCompleted Initiatives
Reduksi Emisi GRKReduction of GHG
Emission(Ton Co2 eq)
2015 2014
Kamojang 1. Retrofit Refrigeran Musicool2. Pengurangan steam venting dengan covering steam trap3. Pemasangan inverter pada 3 pompa injeksi dan lampu power factor lebih tinggi4. Meningkatkan efisiensi pembangkit pada saat start up unit dengan optimalisasi pemakaian
uap di PLTP Kamojang (283,6 kWH)5. Penggantian oli gearbox fan cooling tower dengan modifikasi jalur pengisian dari luar fan
cylinder di PLTP Kamojang IV6. Mempercepat proses startup PLTP Kamojang Unit IV (kondisi sumur di tutup)7. Meningkatkan kualitas air baku pengisi basin cooling tower pada saat proses start up melalui
modifikasi fasilitas sand filter sistem utility di PLTP Kamojang IV8. Pemanfaatan air kondensat untuk pemanas ruangan operator WPS9. Potensi pengurangan pencemar udara dengan optimalisasi pengoperasian hanya 1st ejector
65% dan 25% (penghematan 1T/jam)10. Own used - energy panas bumi Houseload Kamojang11. Merubah jadwal ROT steam free test dari 1 minggu sekali menjadi 1 bulan sekali12. Pemanfaatan waste steam menggunakan thermoelectric element sebagai sumber energi
ramah lingkungan untuk lampu penerangan13. Pemanfaatan uap buangan panas bumi menggunakan portable micro turbine sebagai sumber
listrik instan14. Penggunaan steam sebagai sumber tenaga mesin potong rumput sebagai Efisiensi
penggunaan bbm15. Penggunaan uap panas bumi sebagai sumber tenaga untuk mesin cat kepala sumur Area
Kamojang16. Pemanfaatan uap panas bumi untuk sterilisasi jamur tiram Kamojang
1. Retrofit Refrigerant Musicool2. Venting steam subtraction with steam trap covering3. Inverter installation to 3 injection pumps and superior power factor lamp4. Improving plant’s efficiency in the time of unit start up by optimizing steam use in PLTP Kamojang
(283.6 KWh)5. Substituting the oil of gearbox cooling tower fan with a modification of filling path from the
outer of cylinder fan in PLTP Kamojang IV6. Accelerate start-up process of PLTP Kamojang Unit IV (the well was closed)7. Improving the quality of raw water for cooling tower basin in startup process through a
modification of sand filter to utility’s system in PLTP Kamojang IV8. Utilizing condensate water for WPS operation room heater9. Potential reduction of air contamination by optimizing only the operation of 1st ejector 65% and
25% (saving 1T/hour)10. Own-used geothermal energy for Houseload in Kamojang11. Changing the schedule of ROT steam free test from once a week to once a month12. Utilizing waste steam using thermoelectric element as eco-friendly energy resource for lighting
purpose13. Utilizing geothermal exhaust steam using portable micro turbine as instant power resource14. Applicating steam as a source to grass cutter machine functioned as efficiency of fuel use15. Utilizing geothermal steam as a source to paint machine for well construction in Kamojang Area16. Deployment of geothermal steam for Kamojang’s oyster mushroom sterilization
21,095 12,906.81
254 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 255 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
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Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Metode penghitungan dilakukan berdasarkan rasio estimasi
pengurangan emisi karbon dari program dibandingkan baseline
data tahun 2010 yang telah ditetapkan PT Pertamina (Persero)
dan disetujui Pemerintah.
Calculation method was based on estimation ratio of carbon
emission reduction program in comparison with 2010 baseline
data regulated by PT Pertamina (Persero) and approved by the
Government.
Lahendong 1. Instalasi sistem inverter pada control panel pompa Cluster LHD-5 (kondisi operasi)2. Instalasi sistem inverter pada control panel pompa Cluster LHD-5 (kondisi start up)3. Modifikasi sistem suction pompa dari negatif menjadi positif di Cluster LHD-54. Instalasi sistem inverter pada control panel pompa Cluster LHD-13 (kondisi operasi)5. Instalasi sistem inverter pada control panel pompa Cluster LHD-13 (kondisi start up)
1. Installing inverter system to control panel of Cluster LHD-5 pump (in operation)2. Installing inverter system to control panel of Cluster LHD-5 pump (start-up)3. Modifying pump suction system from negative to positive in Cluster LHD-54. Installing inverter system to control panel in Cluster LHD-13 (in operation)5. Installing inverter system to control panel
293,785 157
Ulubelu Pemanfaatan sistem gravitasi pada penyaluran brine dari pond menuju sumur reinjeksi (Cluster D)
Utilizing gravity system from to brine distribution from pond to reinjection well (Cluster D)
6,308 3.07
Perhitungan Reduksi Emisi Calculation of Emission Reduction
Area 2015 2014 2013
tco2
% tco2
% tco2
%
Kamojang 21,095.00 60.35 12,906.81 36.92 4,724.41 13.52
Lahendong 293.78 0.84 156.88 0.45 60.46 0.17
Ulubelu 6.31 0.02 3.07 0.01 - -
Total 21,395.09 61.21 13,066.76 37.38 4,784.87 13.69
254 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 255 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
TERUS TUMBUH DALAM INTEGRASI DAN INoVASI Continue To Grow In Integration and Innovation
Besarnya potensi panas bumi yang dimiliki Indonesia, menjadikan Pemerintah berkeinginan memanfaatkannya sebagai sumber energi utama dan secara bertahap menggantikan energi fosil. Perusahaan berupaya untuk mewujudkannya, melalui bisnis yang dijalankan.
The magnitude of potential geothermal in Indonesia encourages the Government to have the initiative to utilize it into a main source energy, which gradually replacing fossil energy. Through its business plan, the Company intends to realize the initiative.
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ekonomi dan Perlindungan KonsumenImplementation of Social and Environment Responsibility In Economy And Consumer Protection
Strategi Pengembangan dan Penambahan Kapasitas PLTP
Pemerintah menargetkan pengembangan energi panas
bumi pada tahun 2019, mampu memenuhi kebutuhan listrik
97% rumah tangga di Indonesia. Bersama perusahaan lain
yang mengembangkan panas bumi di Indonesia, Perusahaan
berupaya mewujudkan target tersebut, dengan terus
meningkatkan kapasitas produksi uap panas bumi dan produksi
listrik.
Perusahaan, dengan dukungan PT Pertamina (Persero)
melakukan investasi sekitar USD2.5 miliar sampai tahun
2019 untuk membiayai pembangunan unit-unit baru PLTP di
sejumlah Area, serta inisiasi penerapan PLTP berskala kecil di
beberapa Area.
Development Strategy and Capacity Growth of PLTP
The Government has targeted geothermal development to
achieve 97% of household’s electricity needs in Indonesia by
2019. Altogether with other companies with similar business line
in Indonesia, the Company is determined to actualize the target
by maintaining geothermal steam and electricity production
capacity.
To have the endorsement of PT Pertamina (Persero), the Company
firmly decided to invest approximately billion until 2019 to finance
the construction of new units in new units of PLTP in several Areas,
including PLTP units with small scale.
Pembangunan Unit PLTPDevelopment of PLTP Unit
No Nama ProyekProject Name
Area Kapasitas (MW)Capacity
1 Kamojang Unit V Kamojang, Jawa BaratKamojang, West Java
35
2 Ulubelu Unit III & IV Ulubelu, LampungUlubelu, Lampung
2 x 55
3 Lumut Balai Unit I & II Lumut Balai, Sumatra SelatanLumut Balai, South Sumatera
2 x 55
4 Lahendong Unit V & VI Lahendong, Sulawesi UtaraLahendong, North Sulawesi
2 x 20
5 Karaha Unit I Karaha, Jawa BaratKaraha, West Java
30
6 Hululais Unit I & II Hululais, BengkuluHululais, Bengkulu
2 x 55
7 Sungai Penuh Unit I Sungai Penuh, JambiSungai Penuh, Jambi
1 x 55
8 PLTP Small Scale Lahendong, Sulawesi UtaraSibayak, Sumatra UtaraLahendong, North SulawesiSibayak, North Sumatera
2 x 5
9 Double Flash Lahendong, Sulawesi UtaraLahendong, North Sulawesi
5
258 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 259 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Seluruh proyek-proyek tersebut dijadwalkan beroperasi
komersial secara bertahap, mulai tahun 2015 hingga tahun
2019. Dengan tuntasnya proyek-proyek tersebut, Perusahaan
akan memiliki kapasitas sebesar 907 MW pada tahun 2019.
Kapasitas tersebut setara operasional pembangkit listrik
konvensional yang menggunakan bahan bakar minyak 42.901
barel setara minyak per hari (BOEPD).
Dengan pengalaman dan kinerja selama ini, serta didukung
kapabilitas sumber daya manusia yang kompeten, Perusahaan
menetapkan target untuk mengembangkan energi panas bumi
sebesar 2.267 MW pada tahun 2025. Kapasitas tersebut setara
dengan produksi 110 ribu BOEPD.
All of these projects were scheduled to commercially operate
gradually, starting from 2015 to 2019. Upon the completion, the
Company will have the capacity of 907 MW in 2019. It is equivalent
to operational of conventional power plant that absorbs 42,901
barrel oil equivalent per day (BOEPD).
Instilled with years of experience and performance, also
strengthen by competent human resources capability, the
Company set its target to develop geothermal of 2,267 MW in
2025. It is equivalent to a production of 110 thousand BOEPD.
258 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 259 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Terus Tumbuh dan Berkembang
Sejalan dengan strategi pengembangan panas bumi sebagai
sumber energi, integrasi yang terbangun menjadikan kinerja
Perusahaan selama tahun 2015 terus bertumbuh.
Nilai Ekonomi Didapat dan DidistribusikanTotal pendapatan Perusahaan selama tahun 2015 adalah
USD546.00 juta, meningkat 2% dibanding tahun 2014
sebesar USD534.81 juta. Selain itu, total nilai ekonomi yang
didistribusikan mencapai USD85.10 juta, turun dibanding
tahun 2014 sebesar USD87.11 juta. [G4-EC1]
Continue To Grow and Develop
Aligning with the strategy of geothermal energy as the energy
resource, the established integration has molded Company's
performance to continue to grow throughout 2015.
Acquired and Distributed Economic ValueTotal revenue of the Company in 2015 was USD546.00 million,
increased by 2% compared to 2014, which reached USD534.81
million. Aside from that, total of distributed economic values
strike at USD85.10 million, which went downfall compared to the
previous year, which amounted to USD87.11 million. [G4- EC1]
Nilai Ekonomi Langsung Didapat dan Didistribusikan (Dalam ribuan USD)Acquired and Distributed Economic Value (In thousand USD)
No Uraian | Description 2015 2014 2013
NILAI EKoNoMI LANGSUNG | DIRECT ECONOMIC VALUE
1 Pendapatan | Revenue
Pendapatan Usaha | Revenue 530,099 516,852 482,120
Pendapatan Lain-lain | Other Revenues 15,898 17,958 16,256
Subtotal 545,997 534,810 498,375
NILAI EKoNoMI DIDISTRIBUSIKAN | DISTRIBUTED ECONOMIC VALUE
2 Beban Pokok Penjualan dan Beban LainnyaCost of Goods Sold and Other Direct Costs
474,613 464,350 428,024
3 Biaya pegawaiEmployee Cost
27,163 25,691 24,724
4 Jumlah pembayaran kepada penyandang danaTotal payment to financier
Pengeluaran Untuk Pemerintah (Pembayaran Pajak)Expenses to Government (Dividend and Tax Payment)
44,217 44,768 45,627
5 Pengeluaran kepada masyarakatExpenses to community
Realisasi Program KemitraanRealization of Partnership Program
0 0 0
Realisasi Dana Bina LingkunganRealization of Community Development Fund
0 3.55 0.27
Realisasi CIDRealization of CID
11.31 23.00 17.55
NILAI EKoNoMI DIDISTRIBUSIKAN | WITHHOLD ECONOMIC VALUE
6 Laba BersihNet Profit
85,100 87,109 87,062
Dalam ribuan USD | In thousand USD
260 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 261 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Seluruh pendapatan Perusahaan berasal dari penjualan uap
panas bumi kepada PT PLN (Persero) dan Independent Power
Producer (PT Indonesia Power dan PT Dizamatra Powerindo),
dan penjualan tenaga listrik yang dihasilkan dari PLTP milik
Perusahaan kepada PT PLN (Persero). Tidak ada pendapatan
Perusahaan yang diperoleh sebagai bantuan finansial dari
Pemerintah. [G4-EC4]
Perusahaan menghitung potensi reduksi emisi tersertifikat atau
certified emission reduction (CER), yang dapat menjadi sumber
pendapatan alternatif bagi Perusahaan melalui mekanisme
penjualan karbon. Penjualan CER dapat dilaksanakan setelah
implementasi & monitoring CDM berjalan (yakni setelah proyek
telah aktif beroperasi), serta dengan mempertimbangkan
kondisi pasar karbon saat ini. [G4-EC2]
Hingga akhir tahun 2015, total potensi CER dari 7 proyek
mekanisme pembangunan bersih atau clean development
mechanism (CDM) mencapai 2.583.641 ton CO2eq per tahun.
Selama tahun 2015, Perusahaan tidak pernah dihadapkan pada
terganggunya kegiatan operasional karena peristiwa yang
dapat diindikasikan sebagai bentuk perubahan iklim hingga
menimbulkan implikasi finansial. [G4-EC2]
The entire revenue of the Company derives from geothermal
steam sales to PT PLN (Persero) and Independent Power Producer
(PT Indonesia Power and PT Dizamatra Powerindo), as well as
electric power sales that produced by the Company’s PLTP to PT
PLN (Persero). The Company did not receive any financial aid from
the Government. [G4-EC4]
The Company has counted potential certified emission reduction
(CER) that could be used as alternative income resources for the
Company through carbon sales mechanism. The sales of CER can
only be realized after implementation and monitoring of CDM is
already running (specifically after the project has been actively
operating) and also to consider current carbon market. [G4-EC2]
Up until the end of 2015, the total potential of CER from 7 clean
development mechanism (CDM) has attained 2,583,641 ton of
CO2eq per year.
During 2015, the Company was faced or never faced with any
operational hindrances due to a certain incident that could
be considered as climate change so that it brought financial
implications.[G4-EC2]
260 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 261 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Selama tahun 2015, Perusahaan telah membayarkan biaya
terkait program pensiun pekerja antara lain:
• Iuran Program Pensiun Manfaat Pasti (PPMP) kepada Dana
Pensiun Pertamina
• Iuran Program Pensiun Iuran Pasti (PPIP) kepada Lembaga
DPLK
• Iuran Program Kesehatan Pensiunan periode Maret-
Desember 2015
Pada tahun 2015 terdapat 3 pekerja yang telah pensiun di usia
56 tahun yang berhak atas pembayaran Penghargaan Atas
Pengabdian (PAP) dan manfaat pensiun dari PPMP maupun PPIP.
PAP dibayarkan secara langsung oleh Perusahaan melalui
payroll, sedangkan manfaat pensiun dibayarkan oleh
penyelenggara program kepada pekerja yang pensiun dengan
mekanisme pembayaran sekaligus (PPIP) dan per bulan (PPMP)
[G4-EC3]
Throughout 2015, the Company has financed those that related
to employees retiring program, which are:
• Premium for Defined Benefit Pension Program (PPMP) to
Pertamina Pension Fund
• Premium for Defined Contribution Pension Program (PPIP) to
Institution of DPLK
• Premium for Pension Health Program in March – December
2015
In 2015, there were 3 retiring employees at the age of 56 years
old, whom were entitled for Appreciation for Dedication (PAP)
and pension benefit from PPMP and PPIP.
PAP was to be paid directly by the Company through payroll,
while pension benefit was financed by the provider to the retiring
employees using a one-time payment mechanism (PPIP) and
monthly payment (PPMP). [G4-EC3]
Jenis Program Masa Depan (Pensiun) PekerjaType of Employees’ Future Program (Retiring)
Penjelasan Description
Program Pensiun Manfaat PastiDefined Benefit Pension Program
Penyelenggara:Dana Pensiun Pertamina
Coordinator:Pertamina Pension Fund
Sifat penyelenggaraan:Tetap (Pekerja Pertamina yang pengangkatan sebelum tahun 2003)
Nature of Business:Fixed (Pertamina’s workers who were hired prior 2003)
Skema pembayaran premi/iuran:Prosentase yang menjadi beban Perusahaan berbeda untuk tiap Pekerja, tergantung dari perhitungan PSAK 241,95% dari upah tetap pensiun menjadi beban Pekerja
Payment scheme of premium/contribution:Percentage of Company’s expenses is different to each Worker, which depends on the calculation of Statement of Financial Accounting Standard 24 (PSAK 24)1.95% of pension fixed salary is subjected to the Worker’s expense
Skema pembayaran kepada pekerja yang pensiun:Per bulan
Payment scheme to the retired employee:Monthly
Program Pensiun Iuran PastiDefined Contribution Pension Program
Penyelenggara:Bringinlife, BNI, Tugu Mandiri, Muamalat, BRI
Coordinator:Bringinlife, BNI, Tugu Mandiri, Muamalat
Sifat penyelenggaraan:Tetap
Nature of Business:Fixed
Skema pembayaran premi/iuran:4,5% dari upah tetap menjadi beban Perusahaan2% dari upah tetap menjadi beban Pekerja
Payment scheme of premium/contribution:4.5% of fixed salaray is subjected to the Company’s expense2% of fixed salary is subjected to the Worker’s expense
Skema pembayaran kepada pekerja yang pensiun:• Sekaligus• Per bulan
Payment scheme to the retired employee:• One time• Monthly
262 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 263 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Program Kesehatan PensiunanPension Health Program
Penyelenggara:Tugu Mandiri
Coordinator:Tugu Mandiri
Sifat penyelenggaraan:Tetap (Pekerja Direct Hire Perusahaan yang memiliki masa kerja minimal 15 tahun)
Nature of Business:Fixed (Employees of Direct Hire Company have minimum 15 years of tenures)
Skema pembayaran premi/iuran:• Sekaligus• Pembelian anuitas (per bulan), apabila saldo dana
saat pensiun melebihi ketentuan yang berlaku
Payment scheme of premium/contribution:• One time• Annuity purchase (monthly), if the fund balance
at the time of retiring exceeds the prevailing stipulation
KeteranganDescription
Penjelasan Explanation
Jumlah Pekerja Pensiun 2015Total of Retired Employees in 2015
3 Pekerja mencapai usia 56 tahun3 Employees reached 56 years old
Penghargaan Atas Pengabdian (PAP) Appreciation for Dedication (PAP)
Dibayarkan langsung oleh Perusahaan kepada Pekerja Pensiun yang terdiri dari komponen PAP 100%, Cuti Perpadanan & Biaya PemulanganDirectly paid by Company to Retiring Employees, which comprises of 100% PAP, Comparison Leaves & Cost of Return
Besaran Pensiun Dibayarkan secara LangsungNominal of Paid Pension
Program Pensiun Iuran Pasti BNI, dibayarkan kepada 2 Pekerja Pensiun, sedangkan 1 Pekerja belum melakukan klaimContribution of Pension Program for Pasti BNI, paid for 2 Retiring Employees, while 1 Employee has yet submitted its claim
Besaran Pensiun Dibayarkan per BulanNominal of Monthly Paid Pension
Pembayaran dilakukan oleh Dana Pensiun Pertamina, 1 Pekerja sudah mulai dibayarkan manfaat pensiunnya sejak September 2015, sedangkan 2 Pekerja lainnya dibayarkan sejak Desember 2015.Payment was carried out by Pertamina Pension Fund, 1 Employee’s pension benefit has been paid since September 2015, while the other 2 Employees have been paid since December 2015.
262 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 263 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Menjaga Pasokan Dan Melindungi Pelanggan
Hal utama yang mempengaruhi keberlangsungan bisnis
Perusahaan adalah pasokan uap panas bumi dan produksi
listrik. Pasokan uap panas bumi dibutuhkan untuk mendukung
operasional unit PLTP milik Perusahaan, maupun unit PLTP milik
PT PLN (Persero) dan Independent Power Producer (PT Indonesia
Power dan PT Dizamatra Powerindo) sebagai pelanggan.
Adapun produksi listrik dari unit PLTP milik Perusahaan
disalurkan ke PT PLN (Persero) sebagai pelanggan. [G4-12]
Untuk menjamin ketersediaan pasokan uap panas bumi
dan produksi listrik, Perusahaan terus melakukan kegiatan
pengembangan untuk mendapatkan sumber-sumber panas
bumi baru. Sifat industri panas bumi yang memerlukan teknologi
tinggi, menjadikan pengerjaan proyek-proyek pengembangan
panas bumi hanya dapat dilakukan oleh perusahaan-perusahaan
dengan spesifikasi tertentu. Hal ini menjadikan Perusahaan
tidak serta merta dapat menyertakan perusahaan-perusahaan
lokal di sekitar Area. Disisi lain perusahaan lokal yang memiliki
kompetensi dapat bekerja sama. Saat ini, Perusahaan telah
bekerjasama dengan PT Rekayasa Industri dalam pengerjaan
proyek-proyek pengembangan panas bumi dalam bentuk
konsorsium dengan salah satu perusahaan Jepang. [G4-EC9]
Kerjasama tersebut tetap memperhatikan optimalisasi material
lokal (local content) dan pelibatan penduduk di sekitar lokasi
proyek sebagai pekerja lokal, terutama untuk jenis pekerjaan
tanpa keahlian. Secara keseluruhan ada sekitar 1.270 pekerja
yang terlibat dalam pengerjaan proyek-proyek pengembangan
panas bumi, dan sebagian di antaranya adalah pekerja lokal. [G4-
EC8]
Perlindungan PelangganPerusahaan berkomitmen memberikan perlindungan kepada
pelanggan dengan menjamin product delivery sesuai dengan
persyaratan dalam kontrak. Mekanisme jual beli uap panas
bumi dengan PT PLN (Persero) dan Independent Power Producer
(PT Indonesia Power dan PT Dizamatra Powerindo) dilaksanakan
dalam bentuk Perjanjian Jual Beli Uap (PJBU). Demikian pula
mekanisme jual beli listrik dengan PT PLN (Persero), dijamin
oleh Perjanjian Jual Beli Listrik (PJBL). [G4-PR3]
Hingga akhir tahun 2015, Perusahaan telah melakukan
Perjanjian Jual Beli Uap (PJBU) dengan PT PLN (Persero)
dan Independent Power Producer (PT Indonesia Power dan
PT Dizamatra Powerindo). PJBU disepakati berlaku untuk
waktu 30 tahun sejak tanggal operasi komersial dari masing-
masing unit PLTP.
Maintaining Supplies and Protecting Customers
Another point that also has its roles in Company's business
sustainability is the supply of geothermal steam and electricity
production. Geothermal steam is necessary to support the
operation of Company’s PLTP unit, as well as those owned by PT
PLN (Persero) and Independent Power Producer (PT Indonesia
Power and PT Dizamatra Powerindo) as customers. As for
electricity production, it is supplied for PT PLN (Persero), as
customer. [G4-12]
To ensure the availability of geothermal steam and electricity
production, the Company continues to explore for new geothermal
resources development. The nature of geothermal industry
requires for high technology, causing the projects can only be
executed by companies with certain specifications. This has
caused Company could not engage local companies surrounding
the Areas. Currently, Company is currently cooperating with PT
Rekayasa Industri forming a consortium with a company from
Japan in geothermal development projects. [G4-EC9]
The cooperation continually emphasizes on the optimization of
local content and involvement of local community surrounding
project location as local workers, especially for types of work
without specific requirements. On the whole, there are 1,270
employees involved in geothermal development projects, part of
which is dominated by local workers. [G4-EC8]
Customer ProtectionThe Company is committed to provide protection to customers.
Mechanism of geothermal steam sales with PT PLN (Persero)
and Independent Power Producer (PT Indonesia Power and PT
Dizamatra Powerindo) was accomplished with Steam Sales
Contract (PJBU), while electricity sales with PT PLN (Persero) was
assured with Energy Sales Contract (PJBL). [G4-PR3]
Until the end of 2015, the Company has completed Steam Sales
Contract (PJBU) with PT PLN (Persero) and Independent Power
Producer (PT Indonesia Power and PT Dizamatra Powerindo)
where the agreement is valid for 30 years.
264 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 265 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Seluruh daya listrik yang dihasilkan dari unit-unit PLTP milik
sendiri, dijual kepada PT PLN (Persero) melalui mekanisme
Perjanjian Jual Beli Listrik (PJBL), yang berlaku selama 30 tahun
sejak tanggal operasi komersial dari masing-masing unit PLTP.
Perusahaan memiliki mekanisme untuk menerima pengaduan
dari para pelanggan, terkait pelaksanaan jual beli uap panas
bumi kepada IPP maupun jual beli listrik kepada PT PLN
(Persero). Pengaduan yang disampaikan pelanggan ditangani
dan ditindaklanjuti oleh Fungsi Operation masing-masing Area
atau fungsi terkait. Apabila diperlukan Tim Backroom juga akan
melakukan tindak lanjut atas pengaduan/laporan yang masuk,
penanganan pengaduan pelanggan ini sesuai dengan TKO.
Hingga akhir periode pelaporan, perusahaan telah menerima
113 pengaduan, dan semua pengaduan atau 100% telah
ditindaklanjuti. [G4-PR4]
Guna peningkatan pelayanan, Perusahaan melakukan beberapa
program di antaranya:
1. Interchange Unit III dan IV untuk optimalisasi pembangkitan
di area Lahendong
2. Interkoneksi CL-24 dan CL-13 (interkoneksi unit I, II, III, IV)
untuk optimalisasi pembangkitan di area Lahendong
3. Pemanfaatan heat dan uap panas bumi
4. Optimalisasi DCS (Distribusi Control System) untuk
Peningkatan Pembangkitan PLTP Kamojang Unit IV
5. Modifikasi sistem pengaliran brine dengan memanfaatkan
pipa bekas pemboran menggunakan metode siphon untuk
mengatasi overflow dari kolam di area Ulubelu.
Kontak Perusahaan adalah pelayanan informasi melalui
sarana Kontak Pertamina untuk memberikan kemudahan bagi
semua pihak yang berkepentingan mendapatkan informasi
mengenai Perusahaan dan/atau produk/layanan Perusahaan.
Kontak Perusahaan dikoordinir oleh Government & Public
Relation Manager. Tim Backroom adalah tim yang terdiri
dari perwakilan dari fungsi-fungsi pendukung yang bertugas
untuk memberikan data dan informasi terkini serta melakukan
tindak lanjut atas laporan masyarakat yang masuk ke Kontak
Perusahaan.
All electrical power generated by owned PLTP units were
purchased by PT PLN (Persero) through the mechanism of Energy
Sales Contract (PJBL), which has 30 years of validity as of the
commercial operation date of each PLTP unit.
The Company operates a mechanism to receive complaints from
the customers related to geothermal steam sales to IPP and
electricity sales to PT PLN (Persero). The submitted complaints
will be handled and investigated by each Operation Function in
the Area or related function. If it deems necessary, the Backroom
Team will follow-up the submitted complaints/reports, of which
it aligns to TKO. Approaching the end of period, the Company has
received 113 complaints with 100% have been addressed. [G4-PR4]
In order to improve service, the Company implemented several
programs, among which are:
1. Interchange Unit III and IV for optimizing plants in Lahendong
area
2. Interconnection of CL-24 and CL-13 (interconnection of unit I,
II, III, IV) for optimizing plants in Lahendong area
3. Geothermal heat and steam utilization
4. Optimizing DCS (Control System Distribution) for the
Improvement of PLTP Kamojang Unit IV Plant
5. Modification of brine channeling system by utilizing drilling
pipes using siphoning method to overcome overflow from pond
at Ulubelu area.
Company's Contact is the information service through the means
of Pertamina Contact to provide ease for all stakeholders in
obtaining information regarding Company and/or products/
services. Company's Contact is coordinated by Government &
Public Relations Manager. Backroom Team is the team consisting
of representations from supporting functions with the duty of
providing latest data and information as well as following-up on
public reports received by Company's Contact.
264 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 265 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
266 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
MEMBENTUK INSAN PERUSAHAAN CAKAP DAN PRoFESIoNALBuilding Competent and Professional Employees
Perusahaan berkomitmen untuk meningkatkan sistem manajemen pengelolaan sumber daya manusia (SDM), demi mendukung rencana Perusahaan mengembangkan panas bumi sebagai sumber energi.
The Company is committed to improve human resources management system in support of its plan in developing geothermal as the main source of energy.
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja (K3)Implementation Of Social And Environment Responsibility In Employment And Work Safety And Health (K3)
267 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Sebagai anak perusahaan PT Pertamina (Persero), pelaksanaan
dan pengelolaan Tanggung Jawab Sosial dan Lingkungan (TJSL)
bidang Ketenagakerjaan dan Keselamatan dan Kesehatan Kerja
(K3) , mengacu pada ketentuan:
• Undang-Undang No.13 Tahun 2013 tentang
Ketenagakerjaan.
• Undang-Undang No.2 Tahun 2004 tentang Penyelesaian
Perselisihan Hubungan Industrial.
• Undang-Undang Nomor 21 Tahun 2014 Tentang Panas
Bumi.
• Undang-Undang No.1 Tahun 1970 tentang Keselamatan
Kerja.
• Peraturan Pemerintah No.19 Tahun 1973 tentang
Pengaturan dan Pengawasan Keselamatan Kerja di Bidang
Pertambangan.
• Keputusan Menteri Tenaga Kerja dan Transmigrasi
No.KEP.234/MEN/2003 tentang Waktu Kerja dan Istirahat
pada Sektor Usaha Energi dan Sumber Daya Mineral pada
Daerah Tertentu.
• Peraturan Menteri Tenaga Kerja dan Transmigrasi
No.PER.15/MEN/VII/2005 Tahun 2005 tentang Waktu Kerja
dan Istirahat Pada Sektor Usaha Pertambangan Umum
Pada Daerah Operasi Tertentu.
Strategi Pengembangan SDM
Selama tahun 2015 pengembangan SDM berfokus pada:
1. Aspek Ilmu dan Teknologi
Untuk mewujudkan SDM yang berkualitas sesuai dengan
harapan, Perusahaan membangun Center of Excellence SDM
dan terus berkomitmen melakukan pembelajaran melalui
pendidikan dan pelatihan teknologi panas bumi.
2. Aspek Manajemen
• Menerapkan dan menyempunakan organisasi dan
korporasi Perusahaan.
• Melengkapi dan menyempurnakan SDM.
• Menerapkan kepemimpinan manager-leader kelas
dunia.
• Membudayakan tata kelola perusahaan yang baik (good
corporate governance atau GCG)
As the subsidiary of PT Pertamina (Persero), the implementation
of TJSL in employment and Occupational Health and Safety (OHS),
the Company complies with the stipulation of:
• Law Number 13 Year 2013 concerning Employment.
• Law Number 2 Year 2004 concerning Settlement of Conflicts
in Industrial Relations.
• Law Number 21 Year 2014 concerning Geothermal.
• Law Number 1 Year 1970 concerning Work Safety.
• Governmental Regulation Number 19 Year 1973 concerning
Regulation and Administration of Work Safety in Mining.
• Decree of Minister of Manpower and Transmigration Number
KEP.234/MEN/2003 concerning Working and Rest Hours
in the Business Sector of Energy and Mineral Resources in
Specific Areas.
• Regulation of Minister of Manpower and Transmigration
Number PER.15/MEN/VII/2005 Year 2005 concerning
Working and Rest Hours in the Business Sector of General
Mining in Specific Operation Areas.
Human Resources Development Strategy
In 2015, Human Resources development focused on points below:
1. Knowledge and Technology Aspect
In order to realize a quality human resources rising to its
expectations, the Company established Center of Excellence
on human resources and continues to tread on learning curves
through education and training on geothermal technology.
2. Management Aspect
• Implementing and refining the Company’s organization
and corporation.
• Complementing and enhancing human resources.
• Implementing a world-class leadership of manager-leader.
• Developing a Good Corporate Governance (GCG).
268 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 269 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Pekerja Kami
Perusahaan telah menyusun proyeksi kebutuhan SDM guna
mendukung realisasi rencana pengembangan panas bumi
periode 2016-2020. Kebutuhan SDM disesuaikan dengan
kegiatan yang dilakukan.
our Employees
The Company has organized a projection of human resources
requirement in order to support the realization of geothermal
development plan 2016-2020. Such requirements were adjusted
to the activites.
Proyeksi Kebutuhan SDMManpower Planning
TahunYear
Formasi JabatanPosition
Formation
Formasi Non ProjectNon-Project Formation
Formasi ProjectProject
Formation
Jumlah Pekerja Saat Ini
Total Current Employees
VacantVacant
MPPMPP
KebutuhanRequirement
Rencana RecruitmentRecruitment Plan
JumlahTotal
FreshFresh
ExperienceExperience
2016 771 724 47 460 311 4 179 175 128 47
2017 771 724 47 635 136 7 41 34 13 21
2018 799 752 47 669 130 7 67 60 41 19
2019 925 889 36 729 196 11 134 123 53 70
2020 1,147 1,111 36 852 295 15 171 156 84 72
268 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 269 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Hingga akhir tahun 2015, jumlah pekerja adalah 449 orang.
Sebanyak 46 adalah pekerja baru, terdiri atas 44 pekerja
laki-laki dan 2 pekerja perempuan. Sementara pekerja yang
meninggalkan Perusahaan ada 8 orang. [G4-LA1]
Rasio perputaran pekerja pada tahun 2015 sebesar 1,78%.
Angka rasio ini menandakan suasana kerja yang kondusif.
Nearing the end of 2015, 449 employees were employed, which
46 of them were new recruits comprising of 44 male employees
and 2 female employees. Whereas, those who resigned were
amounted to 8 employees. [G4-LA1]
In 2015, the figure shown at 1.78%, which defined a conducive
working environment.
Jumlah Pekerja Baru 2015Total of New Employees 2015
Bentuk Pekerjaan | Type of Work Pria | Male Wanita | Female Jumlah | Total
Eksplorasi dan Pengembangan | Exploration and Development 5 0 5
Operasi | Operation 19 2 12
Pendukung | Supporting 10 0 10
Proyek | Project 10 0 10
Jumlah | Total 44 2 46
Jumlah Pekerja Meninggalkan PerusahaanTotal of Resigned Employees
Latar Belakang | Background Gender Kelompok Usia
Laki-lakiMale
Perempuan Female
<30 Tahun<30 Years
31 – 55 Tahun31-55 Years
>56 Tahun>56 Years
Pensiun | Retired 3 0 0 0 3
Pensiun Dini | Early Retirement 0 0 0 0 0
Mengundurkan Diri | Resigning 3 1 2 2 0
PHK | Layoff 3 1 0 0 4
Meninggal Dunia | Deceased 1 0 0 1 0
Lain-lain | Others 0 0 0 0 0
Jumlah | Total 6 2 2 2 2
270 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 271 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Perusahaan memberi kesempatan setara kepada setiap warga
negara Indonesia terbaik, untuk bekerja di Perusahaan. Proses
penerimaan terdiri dari beberapa jalur, baik untuk para lulusan
baru maupun pekerja berpengalaman.
Mereka yang diterima bekerja, selanjutnya menerima imbal
jasa pekerjaan sesuai ketentuan remunerasi yang berlaku di
Perusahaan. Imbal jasa pekerjaan meliputi pula pemberian
tunjangan sesuai dengan status kepegawaian, maupun
penempatan masing-masing pekerja. [G4-LA2]
Equal opportunities to work in the Company are made available for
all qualified people in Indonesia. Recruitment process is provided
in several paths, either for new recruits or experienced employees.
For those who are accepted, rewards are applied for them as per
existing remuneration program administered in the Company.
Such rewards are benefits provision that comply with employment
status, or placement of work. [G4-LA2]
Penerimaan Pekerja Baru 2015 Recruitment of New Employees in 2015
Latar Belakang | Background Jalur Penerimaan | Recruitment Process
Realisasi | Realization
Laki-lakiMale
Perempuan Female
JumlahTotal
Lulusan Baru | New Recruits 0 0 0 0
0 0 0 0
0 0 0 0
Berpengalaman | Experienced Experienced Hired 44 2 46
Jumlah | Total 44 2 46 46
Bentuk Manfaat Bersifat Umum General Benefits
Bentuk Tunjangan/FasilitasType of Benefits/Facilities
Pekerja Tetap Permanent Employees
Pekerja Tidak TetapContract Employees
Asuransi Jiwa | Life Insurance Ada | Yes Tidak | No
Perawatan Kesehatan | Health Care Ada | Yes Ada | Yes
Ketidakmampuan dan Cacat Tetap | Frailty and Permanent Disability Ada | Yes Ada | Yes
Cuti Melahirkan | Maternity Leave Ada | Yes Ada | Yes
Pemberian Pensiun | Pension Allowance Ada | Yes Tidak | No
Kepemilikan Saham | Share Ownership Tidak | No Tidak | No
Car & Home Ownership Program | Car and Home Ownership Program Ada | Yes Tidak | No
Program Kesehatan Pensiun | Pension Health Program Ada | Yes Tidak | No
Bantuan Istirahat Tahunan | Annual Intermission Assistance Ada | Yes Tidak | No
Tunjangan Hari Raya Keagamaan | Religious Holliday Allowance Ada | Yes Ada | Yes
Medical Checkup Ada | Yes Tidak | No
Fasilitas Olahraga | Sports Facility Ada | Yes Ada | Yes
270 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 271 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Bentuk Manfaat Pada Lokasi operasional SignifikanBenefits in Significant Operational Locations
Bentuk Tunjanan/Fasilitas | Type of Benefits/Facilities Pekerja Tetap Permanent Employees
Pekerja Tidak TetapContract Employees
AREA
Rumah Dinas Perusahaan (Kamojang) | Company’s Official Housing (Kamojang) Ada | Yes Tidak | No
Bantuan Uang Sewa Rumah | Financial Aid for House Rent Ada | Yes Tidak | No
PRoYEK | PROJECT
Bantuan Uang Sewa Rumah | Financial Aid for House Rent Ada | Yes Tidak | No
Tunjangan On Off (proyek yang memberlakukan sistem on off)On Off Benefits (project that allows on off system)
Ada | Yes (tidak berlaku bagi pekerja
penerimaan setempat)(not applicable to local
employees)
Tidak | No
Kompensasi Kelebihan Jam Kerja (proyek yang memberlakukan sistem on off)Compensation for Excessive Working Hours (project that allows on off system)
Ada | Yes (tidak berlaku bagi pekerja
penerimaan setempat)(not applicable to local
employees)
Tidak | No
Bentuk CutiType of Leave
Lama Waktu Cuti (Hari Kerja)Duration of Leave (Working
Days)
Jumlah Pekerja CutiTotal Employees on Leave
Jumlah Pekerja Diterima Bekerja Kembali
Total of Employees Returned to Work
Cuti Melahirkan | Maternity Leave 3 bulan | 3 months 7 7
Ibadah Haji | Hajj Pilgrimage - 0 0
Tugas Belajar | Learning-oriented 1 tahun | 1 year 0 0
Perusahaan menjamin pekerja yang selesai menjalani cuti
melahirkan maupun cuti panjang lainnya, untuk bekerja
kembali sesuai posisi semula. Hingga akhir periode pelaporan
ada 7 pekerja yang selesai menjalani cuti melahirkan dan telah
diterima bekerja kembali. [G4-LA2]
Profil Pekerja Uraian mengenai profil pekerja, disampaikan pada bahasan
tentang Profil dalam bagian lain laporan ini.
Employees, who have completed its maternity leave or other
long leaves, have the Company’s assurance to return to the office
corresponding to initial position. Up to the end of financial year,
there were 7 employees completing its maternity leave and have
returned to work as per usual term. [G4-LA2]
Employees’ Profile Description of employees’ profile is illustrated in the discussion of
Profile in another part in this report.
272 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 273 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Pengembangan Kompetensi Pekerja dan Jaminan Berkarir
Perusahaan senantiasa meningkatkan kemampuan para
pekerja melalui penyelenggaraan berbagai pendidikan dan
pelatihan. Perusahaan juga memberikan jaminan berkarir
kepada para pekerja.
Selama tahun 2015, Perusahaan telah menyediakan anggaran
sebesar Rp9 miliar untuk membiayai peyelenggaraaan
pelatihan baik yang bersifat teknis maupun non teknis
termasuk pelatihan pengembangan leadership. Adapun jumlah
jam pelatihan yang diselenggarakan mencapai 21.500 jam
pelatihan dan diikuti oleh 363 pekerja, sehingga rerata jam
pelatihan per peserta mencapai 59,23 jam. [G4-LA9]
Program pelatihan dan pengembangan ditujukan untuk
meningkatkan kemampuan, keahlian dan pengetahuan pekerja
dalam keahlian teknis, operasional, manajemen, soft skills
dan kepemimpinan. Program pelatihan dan pengembangan
dirancang untuk seluruh pekerja dari tingkat senior manager,
manajer, supervisor, sampai dengan operator di lapangan.
Development of Employees’ Competency and Career Support
The Company is continuously improving its employees’ ability
through an implementation of education and training activities;
and also, a provision of career support for the employees.
During 2015, the Company has offered a budget of Rp9 billion to
sponsor technical and non-technical training including leadership
development training. The total duration of training achieved
21,500 hours, which participated by 363 employees, with an
average of training hour per employee equals to 59.23 hours. [G4-
LA9]
By having training and development program, it is expected to
increase the ability, skills and knowledge of the employees in
regards to technicality, operational, management, soft skills and
leadership. The program is applicable to all employees starting
from senior manager, manager, supervisor, even field operator.
272 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 273 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Pelatihan Pekerja PensiunPerusahaan juga menyelenggarakan pelatihan bagi pekerja
yang memasuki masa purnabakti atau pensiun. Pelatihan
diberikan untuk memberikan ketrampilan dan pembelajaran
seumur hidup, guna mendukung kelanjutan kerja para pekerja
dan membantu pengelolaan akhir karir. [G4-LA10]
Jaminan BerkarirPerusahaan menjamin dan memberikan kesempatan setara
kepada semua pekerja untuk mengembangkan karir yang
diantaranya berdasarkan pada kinerja dan eksposur masing-
masing pekerja.
Sebagai bagian dari pengembangan karir pekerja, sebanyak
395 pergerakan/mutasi jabatan terjadi selama tahun 2015,
termasuk pergerakan/mutasi jabatan atas adanya perubahan
struktur organisasi Perusahaan di tahun 2015, dengan rincian
sebagai berikut : [G4-LA11]
Retiring Employees TrainingTrainings are also made available by the Company for employees,
who are approaching its retirement period. It is designed to equip
them with life-long skills and learning, so that they can continue
to work and manage its final career. [G4-LA10]
Career SupportThe Company holds its assurance in providing equal opportunities
to all its employees to develop their career, among others that
correspond to each suitable performance and exposure of
employee.
As part of employees’ career development, an amount of 395
movements/mutations occurred in 2015 including movements/
mutations due to transformation in the Company’s organization
structure, with details as follow: [G4-LA11]
Bentuk Pelatihan Pekerja Purnabakti 2015Type of Retiring Employees Training in 2015
Area dan Bentuk PelatihanArea and Type of Training
Jumlah Peserta (orang)Total Participants (people)
Penyelenggara dan Materi PelatihanCoordinator and Training Materials
Program Pembekalan Purna Karya (PMPK)
Retirement Debriefing Program (PMPK)
Kantor Pusat: 6 Kamojang: 1Lahendong: 1Ulubelu: 1
Head Office: 6Kamojang: 1Lahendong: 1Ulubelu: 1
Pertamina Corporate University (PCU).Materi :
• Cara pengelolaan keuangan di masa purna karya agar dapat menjalani hidup yang lebih baik
• Peluang bisnis di masa purna karya• Persiapan mental dan perilaku serta
perubahan mindset dalam memasuki masa purna karya
• Leaving Legacy
Pertamina Corporate University (PCU).Materials:
• Financial management in retirement period in order to live a better life
• Business opportunities in retirement period• Preparation of mental and behavior, and
also mindset transformation arriving retirement period
• Leaving Legacy
274 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 275 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Area Jumlah | Total
PromosiPromotion
Rotasi dan Mutasi Rotation and Mutation
DemosiDemotion
Kantor Pusat | Head Office 11 206 0
Kamojang 2 74 0
Lahendong 1 40 0
Sibayak 0 2 0
Ulubelu 2 44 0
Project Development | Development Project 1 29 0
Keselamatan dan Kesehatan Kerja (K3)
Sejalan dengan visi Perusahaan, menjadi perusahaan panas
bumi kelas dunia pada tahun 2025, kami berkomitmen
melaksanakan kegiatan operasional dengan menerapkan
standar tinggi terhadap pengelolaan aspek keselamatan dan
kesehatan kerja dan lindungan lingkungan, serta pengamanan
pengelolaan aspek K3LL menjadi prioritas dalam pelaksanaan
pekerjaan sesuai Kebijakan K3LL dan pengamanan Perusahaan,
perencanaan, pengelolaan, dan pengawasan aspek K3LL
dikoordinasikan oleh Fungsi Health, Safety, Security and
Environmental (HSSE) yang pimpin oleh Head of HSSE.
Meskipun demikian, pengelolaan aspek HSSE pada dasarnya
merupakan tanggung jawab semua pihak yang terlibat dalam
pekerjaan di Perusahaan. [G4-42]
Fungsi HSSE dibentuk pada setiap unit operasi, baik di kantor
pusat, area maupun proyek. Perusahaan juga mengharuskan
mitra kerja termasuk kontraktor, tamu perusahaan, dan
stakeholder terkait untuk mematuhi setiap peraturan dan
kebijakan Perusahaan dalam pengelolaan aspek K3LL yang
berlaku di WKP Perusahaan.
occupational Health and Safety (oHS)
In line with the vision, which is to be the world-class geothermal
company in 2025, we state our commitment to perform a high
standard operational activities towards work safety, health and
environment protection management, as well as to prioritize the
aspect of HSSE safety management in each job implementation.
Corresponding to HSSE Policy and the Company’s safety measures,
the planning, management, and supervision of HSSE aspect is
coordinated by the Department of Health, Safety, Security and
Environmental (HSSE), which spearheaded by Head of HSSE.
Nevertheless, the management of HSSE aspect is still in fact a
responsibility of all parties involved in the job. [G4-42]
The Department of HSSE is established in each operation unit,
head office, area or project. Also, the Company requires work
partners including contractors, company’s guest, and related
stakeholders to comply with each aspect in HSSE that prevails
within the Company’s working area.
Perusahaan mengharuskan mitra kerja termasuk kontraktor, tamu perusahaan, dan pemangku kepentingan terkait untuk mematuhi
setiap peraturan dan kebijakan Perusahaan dalam pengelolaan aspek K3LL yang berlaku di WKP Perusahaan
The Company requires work partners, including contractors, company’s guest, and related stakeholders to comply with each aspect in K3LL that prevails within the
Company’s working area
274 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 275 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Kebijakan dan sasaran K3LL serta pengamanan Perusahaan
meliputi 6 poin sebagai berikut:
1. Mengoptimalkan kualitas dan kuantitas pasokan uap
dan listrik sesuai komitmen kepada pelanggan dengan
mengutamakan aspek K3LL dan pengamanan Perusahaan
dalam melaksanakan aktivitasnya.
2. Mengurangi risiko serendah mungkin untuk mencegah
insiden melalui identifikasi, evaluasi, pengendalian dan
pemantauan terhadap potensi bahaya dan ancaman.
3. Mematuhi peraturan perundangan K3LL dan pengamanan
Perusahaan, membina hubungan baik dengan stakeholders,
serta menggunakan teknologi tepat guna sesuai standar.
4. Menjadikan kinerja K3LL dan pengamanan Perusahaan
dalam penilaian dan penghargaan terhadap seluruh
pekerja.
5. Meningkatkan kesadaran dan kompetensi pekerja agar
mampu melaksanakan pekerjaan secara benar, aman, dan
berwawasan lingkungan.
6. Menerapkan konservasi sumber daya alam dan
pemanfaatan energi yang efisien dan efektif.
Pelaksanaan dan penaatan kebijakan ini dilakukan semua
pekerja dan mitra kerja yang berada dalam pengendalian
Perusahaan.
Guna mendukung penerapan standar tinggi pengelolaan aspek
K3LL dan pengamanan, Perusahaan telah melaksanakan sistem
manajemen yang telah disertifikasi oleh pihak berwenang,
diantaranya:
1. Sistem Manajemen terintegrasi (ISO 14001, OHSAS 18001,
dan ISO 9001) untuk Area Kamojang.
2. OHSAS 18001 untuk Sistem Manajemen K3 di Area
Kamojang dan Area Lahendong.
3. ISO 14001 untuk Sistem Manajemen Lingkungan di Area
Lahendong dan Area Ulubelu.
4. Sistem Manajemen Pengamanan Perusahaan di Area
Kamojang dan Area Lahendong.
Pengelolaan aspek K3LL dan Pengamanan Perusahaan
diterapkan di semua area maupun proyek Perusahaan sesuai
Pedoman Sistem Manajemen K3LL maupun Sistem Manajemen
Pengamanan yang telah dimiliki Perusahaan.
The policy and target of HSSE and Company’s safety measures
include 6 of below points:
1. Optimizing the quality and quantity of steam and electricity
supply as per its commitment to customers by putting
forward the HSSE aspect and Company’s safety measures in
implementing its activities.
2. Reducing the risk as low as it could to prevent incidents
through a process of identification, evaluation, controlling
and monitoring to each potential danger and hazard.
3. Complying the HSSE legislation and Company’s safety
measures, developing good relationship with stakeholders,
and employing efficient technology as per standards.
4. Enacting the performance of HSSE and Company’s safety
measures in giving assessment and rewards to all employees.
5. Improving employees’ awareness and competency in order to
conduct a proper, safe, and environmentally sound job.
6. Implementing natural resources conservation and efficient
and effective energy consumption.
The implementation and conformation of this policy are applied
by the employees and business partners, which under the
management of the Company.
In support of implementing high standard HSSE aspect
management and safety measures, the Company has applied
management system that has been certified by authorities,
among of which:
1. Integrated Management System (ISO 14001, OHSAS 18001,
and ISO 9001)
2. OHSAS 18001 for OHS Management System in Kamojang
Area and Lahendong Area.
3. ISO 14001 for Environment Management System in Lahendong
Area and Ulubelu Area.
4. Management System of Company’s Safety Measures in
Kamojang Area and Lahendong Area.
The HSSE aspect management and Company’s safety measures
are set in all areas and projects of Company according to HSSE
Management System Guidelines and Safety Management System
owned by the Company.
276 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 277 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Perusahaan juga memberlakukan Contractor Safety
Management System (CSMS), yang merupakan bagian dari
mitigasi risiko aspek K3LL. Pengelolaan aspek K3LL dilakukan
untuk menekan atau meniadakan insiden. Komitmen dan
upaya peningkatan berkelanjutan dalam pengelolaan aspek
HSSE Perusahaan dilakukan melalui peningkatan pengetahuan,
pemahaman, dan kesadaran, serta kepedulian pekerja maupun
kontraktor. CSMS digunakan sebagai alat untuk melakukan
seleksi, evaluasi, dan pengawasan kinerja kontraktor. Selain
itu, kami memastikan semua kontraktor yang akan bekerja di
lingkungan Perusahaan mempunyai sistem manajemen K3LL
dan Pengamanan serta memenuhi persyaratan K3LL dan
Pengamanan pada setiap pelaksanaan pekerjaan.
Keterwakilan PekerjaPerusahaan memastikan setiap unit operasi mematuhi dan
melaksanakan setiap aspek K3LL. Perusahaan memfasilitasi
pekerja dengan peralatan kerja yang aman sesuai standar yang
berlaku untuk menjamin keselamatan dan kesehatan pekerja.
Kami juga memastikan peralatan dan instalasi yang digunakan
telah memenuhi ketentuan K3LL dan melakukan inspeksi
secara berkala.
Pada dasarnya pelaksanaan aspek K3LL merupakan komitmen
bersama tim manajemen maupun seluruh pekerja Perusahaan,
hal ini diperkuat dengan pembentukan tim implementasi
Sistem Manajemen Perusahaan di Area. [G4-LA5]
A Contractor Safety Management System (CSMS) is also enforced
to suppress or negate incidents through an enhancement in
knowledge, understanding, and awareness, as well as care
towards HSSE from all parties, including contractors. The system
is utilized as a tool to select, evaluate, and monitor contractors’
performance. Aside from that, we ensure all contractors
working within the environment of the Company to have HSSE
management system and conforming to its prerequisites in each
business.
Employees’ RepresentativesThe Company confirms each operation unit to comply and conduct
each aspect of HSSE, where employees are facilitated with safe
tool and equipment applying to standards for their safety and
health. We also have to make certain of each tool and installation
has conformed to HSSE rudiments and undergone a periodical
inspection.
The implementation of HSSE is not only the management’s
responsibility, but also the involvement of employees through
an establishment of implementation team of the Company’s
Management System in Areas. [G4-LA5]
Tim Implementasi Sistem Manajemen K3LL
Membership of K3LL Joint Committee
Unit BisnisBusiness Unit
Jumlah Anggota (orang)
Total Members (People)
AREA
Kamojang 21
Ulubelu 16
Lahendong 20
276 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 277 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Insiden dan Kecelakaan KerjaSelama tahun 2015, Perusahaan mencatat terjadi 5 kejadian
yang dikategorikan Recordable Incident dan 16 kejadian yang
dikategorikan Non Recordable Incident. Namun demikian, tidak
ada insiden yang bersifat fatal (kematian). Pengklasifikasian ini
sesuai Pedoman Petunjuk Teknis Pelaksanaan Klasifikasi Insiden
“TRIR” No. A-002-D00000-2013, pedoman TRIR Performance
mengacu pada OSHA Log 300.
Nilai TRIR (Total Recordable Incident Rate) tahun 2015
mengalami penurunan dibandingkan tahun sebelumnya, yaitu
sebesar 0,36 (berdasarkan jumlah kejadian Recordable Incident
dan jumlah jam kerja aman Perusahaan tahun 2015 yang
mencapai 14.025.428 jam). [G4-LA6, G4-OG13]
Incidents and Occupational HazardsThroughout 2015, the Company logged 5 incidents categorized
as Recordable Incident and 16 incidents categorized as Non-
Recordable Incident. However, there was no incident that could
be considered as fatal (death). This particular classification is
according to the Technical Guidelines for the Implementation of
Incident Classification “TRIR” Number A-002-D00000-2013, a
guideline of TRIR Performance corresponding to OSHA Log 300.
The value of TRIR (Total Recordable Incident Rate) in 2015 has
declined compared to the previous year, which was 0.36 (based on
total Recordable Incident and total of safe working hours in 2015
that amounted to 14,025,428 hours). [G4-LA6, G4-OG13]
Target dan Jumlah TRIR Target and Total of TRIR
Uraian | Description 2015 2014 2013
Target 0.9 0.51 0.64
Realisasi | Realization 0.36 0.51 0.18
Statistik Kecelakaan Kerja Statistic of Occupational Hazard
Uraian | Description Satuan | Unit 2015 2014
Pekerja Laki-lakiMale Employees
Pekerja Perempuan
Female Employees
Pekerja Laki-lakiMale Employees
Pekerja Perempuan
Female Employees
Fatalities Kejadian | Incident 0 0 0 0
Day Away From Work Cases (DAFW) Kejadian | Incident 2 0 0 0
Restricted Work Days Cases (RWD) Kejadian | Incident 0 0 1 0
Medical Treatment Kejadian | Incident 3 0 3 0
First Aid Kejadian | Incident 4 0 3 0
Total Kejadian | Incident 9 7
278 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 279 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
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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
278 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 279 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Kesehatan Kerja dan Kesehatan PekerjaPerusahaan menyediakan fasilitas kesehatan dan layanan
kesehatan, untuk mendukung kesehatan lingkungan kerja dan
kesehatan para pekerja. Keberadaan fasilitas kesehatan dan
layanan kesehatan, menjadikan kesehatan para pekerja dapat
terpantau, sehingga ancaman penyakit akibat kerja maupun
penyakit lainnya bisa diketahui lebih awal. [G4-LA8]
Fasilitas kesehatan dan layanan kesehatan yang disediakan
Perusahaan berupa fasilitas klinik medis, ambulance, dan
tenaga medis (dokter dan paramedis) di setiap area maupun
proyek. Fasilitas dan layanan kesehatan yang disediakan ini
berdasarkan kerja sama antara Perusahaan dan Pertamedika
yang sekaligus bekerja sama dengan rumah sakit rujukan
terdekat. Selain itu, untuk mitra kerja/ kontraktor, seperti
pekerjaan EPCC (Engineering, Procurement, Construction, and
Commisioning) dan Pemboran, kontraktor juga diwajibkan
menyediakan klinik medis beserta sarana dan tenaga medisnya.
Hal ini telah tercakup dalam kontrak kerja sama antara
Perusahaan dengan kontraktor tersebut.
Work Health and Employees’ HealthThe Company provides health facilities along with its services
to support working environment health and employees’ health
status. With the related services, employees’ health performance
is able to monitored, so that any work-related illnesses or other
diseases could be detected earlier. [G4-LA8]
Such health facilities and services are available in the form of
medical clinic facility, ambulance, and medical personnel (doctor
and paramedic) in each area and project. The coordination of these
facilities is organized based on cooperation between the Company
and Pertamedika, which simultaneously joined with the nearest
referred hospital. As for work partners/contractors, in EPCC
(Engineering, Procurement, Construction, and Commissioning),
and Drilling, they are also obligated to afford a medical clinic
along with its facilities and personnels. These attributes are stated
in the cooperation agreement between Company and contractor.
280 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 281 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
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Ketentuan K3 Dalam PKBKomitmen Perusahaan untuk mematuhi dan melaksanakan
K3LL, juga diwujudkan dengan mencantumkan topik-topik
K3LL dalam Perjanjian Kerja Bersama (PKB) antara Perusahaan
dan Serikat Pekerja Pertamina Geothermal Energy. Topik-
topik dimaksud meliputi perlindungan keselamatan kerja
dan ketersediaan alat pelindung diri (APD), perlengkapan
kerja, pemberian jaminan pengobatan bagi pekerja korban
kecelakaan kerja, serta penjaminan pemeliharaan kesehatan
pekerja. [G4-LA8]
Ketentuan mengenai K3LL juga tercantum dalam aturan
Pedoman Perusahaan No. A-004/PGE600/2015-S0 tentang
Sistem Manajemen Perusahaan.
OHS Provisions in CLAThe Company’s commitment to comply and conduct KHSSE is also
realized by including HSSE topics in Collective Labor Agreement
(CLA). Such topics are work safety protection and personal
protective equipment (PPE), work equipment, medical insurance
administration for employees with occupational hazard, as well
as health care insurance. [G4-LA8]
Stipulation concerning HSSE also stated in the Articles of
Association Number A-004/PGE600/2015-S0 on the Company’s
Management System.
Selama tahun 2015, relatif tidak ada penyakit akibat kerja (PAK)
yang berdampak besar terhadap kesehatan pekerja maupun
mitra kerja yang berpotensi mengganggu produktivitas pekerja
yang bersangkutan.
Pekerja Berisiko TinggiPerusahaan memberikan perhatian kepada pekerja dengan
risiko tinggi terhadap kecelakaan kerja. Selain melengkapi
fasilitas alat pelindung diri (APD) dan fasilitas kesehatan,
Perusahaan juga memiliki program-program lain: [G4-LA7]
• Management Walk Through
• Grand Safety Meeting secara berkala
• Hygiene Inspection (Food Hygiene maupun Camp Hygiene)
secara berkala di lokasi bor / EPCC
• Medical Check up mitra kerja oleh kontraktor
• Fogging
In 2015, there was relatively zero work-related illnesses (PAK),
which might impact the health of employees and work partners
that could potentially disrupt the related employees’ productivity.
High Risk EmployeesHigh risk employees have the attention of the Company especially
related to occupational hazard. Aside complementing personal
protective equipment (PPE) and health facilities, the Company
also have other programs: [G4-LA7]
• Management Walk Through
• Periodical Grand Safety Meeting
• Periodical Hygiene Inspection (Food Hygiene and Camp
Hygiene) in drilling/EPCC location
• Medical Check Up for work partners by contractor
• Fogging
Ketentuan K3 dalam PKB OHS Provisions in CLA
Topik K3 | Topic of K3 Pasal Dalam PKB | Article in CLA Aturan Lain | Other Regulations
Jaminan perlindungan, keselamatan dan kesehatan pekerja Employees’ protection, safety and health insurance
Pasal 38 (aspek umum)Article 38 (general aspect)
Undang-undang No. 13 Tahun 2003 tentang KetenagakerjaanLaw Number 13 Year 2003 concerning Employment
Pasal 39 (keselamatan pekerja)Article 39 (work safety)
Pasal 40 (perlengkapan kerja)Article 40 (work equipment)
Pasal 41 (kecelakaan kerja)Article 41 (occupational hazard)
280 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 281 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
282 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
MENUJUSEJAHTERA BERSAMAProsperity In Unison
Perusahaan turut berkontribusi pada usaha bersama untuk meningkatkan kesejahteraan masyarakat. Hal ini diwujudkan melalui pelaksanaan tanggung jawab sosial dan lingkungan (corporate social responsibility atau CSR), yang memberikan manfaat bagi masyarakat di sekitar lokasi Perusahaan berkegiatan.
Seiring dengan pertumbuhan Perusahaan, realisasi dana CSR untuk membiayai pelaksanaan berbagai program dan kegiatan juga mengalami peningkatan. Total realisasi dana CSR pada tahun 2015 mencapai Rp13 miliar mengalami penurunan 63% dibanding tahun 2014 sebesar lebih dari Rp35 miliar.
Program CSR ditujukan untuk memberikan manfaat yang berkelanjutan bagi masyarakat di sekitar lokasi Perusahaan berkegiatan dan pelestarian lingkungan. Pelaksanaan program CSR mengacu pada tata kerja organisasi yang menjadi pedoman dalam menjalankan program-program CSR, yaitu Tata Kerja Organisasi Pemetaan dan Pelaksanaan CSR Nomor B-001/PGE510/2013-S0.
The Company contributes to a common endeavor in improving community’s welfare through corporate social responsibility or CSR, which introduces benefits to community surrounding the Company’s locations.
Concomitantly with the Company’s growth, the realization of CSR fund in financing several programs and activities also improved. Total realization of CSR fund in 2015 reached Rp13 billion, declining by 63% compared to 2014, which was more than Rp35 billion.
CSR program means to introduce sustainable benefits for community surrounding the Company’s locations and environment preservation. Its implementation refers to the organization governance, which accepted as guidelines in activating CSR programs, namely Administration of Organization on CSR Mapping and Implementation Number B-001/PGE51/2013-S0.
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Bidang Sosial Dan KemasyarakatanImplementing Social and Environment Responsibility In Social and Community
283 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Pelibatan Masyarakat Lokal [G4-SO1, G4-SO2]
Kesungguhan Perusahaan memberikan kontribusi terhadap
masyarakat lokal, yakni mereka yang berada di sekitar lokasi
Perusahaan berkegiatan, sudah diwujudkan sedari awal. Setiap
proyek pengembangan panas bumi yang dikerjakan, telah
dilengkapi AMDAL/ UKL-UPL sesuai ketentuan yang berlaku,
yang didalamnya menyertakan juga mengenai potensi dampak
dan pengelolaan aspek sosial.
Involvement of Local Community [G4-SO1, G4-SO2]
The determination of the Company in contributing to local
community, those who reside within the Company’s locations,
has been exemplified from the go. Each accomplished geothermal
development project has been complemented with Environmental
Impact Assessment document, of which the content is enclosed
with analysis on potential social impact.
284 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 285 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
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Area Dokumen AMDAL | AMDAL Document Dokumen Lainnya | Other Documents
Kamojang Kepmen LH No. 241 Tahun 2012Decree of Minister of Environment Number 241 Year 2012
SK Gubernur No. 660.1/2761/I/2005Governor Decree Number 660.1/2761/I/2005
Izin Lingkungan tentang Pengembangan Lapangan Uap Panas Bumi dan PLTP Unit V (30 MW) dan Unit VI (60 MW) Kamojang serta Jaringan Transmisi SUTT 150 KV di Kabupaten Bandung dan Kabupaten Garut Provinsi Jawa Barat serta PLTP 3 MW
Environmental Permit on Geothermal Steam Field Development and PLTP Unit V (30 MW) and Unit VI (60 MW) in Kamojang; and Transmission Network of SUTT with 150 KV in Bandung Regency and Garut Regency, West Java and geothermal power plant 3 MW
Surat Kelayakan Lingkungan tentang Penilaian Studi Kaji Ulang ANDAL serta RKL dan RPL Pengembangan Lapangan Kamojang 300 MW di Kabupaten Bandung dan Garut
Letter of Environmental Feasibility on Re-Examination Assessment of ANDAL as well as RKL and RPL of Field Development in Kamojang with 300 MW in Bandung and Garut Regency
Ulubelu Kepmen LH No. 02.09.06 Tahun 2014Decree of Minister of Environment Number 02.09.06 Year 2014
Kegiatan Lapangan Uap Panas Bumi dan Pusat Listrik Tenaga Panas Bumi Proyek Geothermal Ulubelu - Lampung, di Kabupaten Tanggamus - Lampung oleh PT Pertamina Geothermal Energy
Geothermal Steam Field Activity and Geothermal Power Plant of Ulubelu-Lampung Geothermal Project, Lampung, Tanggamus Regency, Lampung by PT Pertamina Geothermal Energy
Lahendong • AMDAL Pengembangan Lapangan Panas Bumi Lahendong SULUT untuk Lahendong Unit I (No. 2974/0115/SJ.R/92)UKL/UPL Pengembangan Area Geothermal Lahendong 2x20 MW (unit II dan III) (No. 660/BPDL/14/II/03
• UKL/UPL Proyek Pengembangan Geothermal Pangolombian 20-40 MW di Kelurahan Pangolombian dan Tondangow Kota Tomohon Prov. SULUT (unit III dan IV) (No. 660/452/HUT-LH/XI/2005)
• UKL/ UPL UKL UPL Total project Area Panas Bumi dan Pembangunan PLTP Unit V & Unit 6 (No. No 660/BLH/44.b/IV/2010)
• AMDAL of Lahendong North Sulawesi Geothermal Field Development for Lahendong Unit I (Number 2974/0115/SJ.R/92) UKL/UPL of Lahendong Geothermal Area Development with 2x20 MW (Unit II and III) (Number 660/BPDL/14/II/03)
• UKP/UPL of Pangolombian Geothermal Development Project with 20-40 MW in Pangolombian and Tondangow Village, Tomohon City, North Sulawesi (Unit II and IV) (Number 660/452/HUT-LH/XI/2005)
• UKL/UPL of Total Geothermal Area project and Development of PLTP Unit V & VI (Number 660/BLH/44.b/IV/2010)
Izin Lingkungan Pembangunan PLTP Skala Kecil2 x 5 MW (belum dikembangkan)
Environmental Permit of Small Scale PLTP Development with 2x5 MW (not yet developed)
Sibayak No. 977/0115/S.jT/1996Number 670/269/LH/2015
Studi AMDAL Kegiatan Pengembangan Panas Bumi Lapangan Panas Bumi Sibayak - Sumatera Utara
AMDAL Study on Geothermal Development Activity in Sibayak – North Sumatera Geothermal Field
Izin Lingkungan Kegiatan Pembangunan Pembangkit Listrik Tenaga Panas Bumi (PLTP)2 x 5 MW oleh PT Pertamina Geothermal Energy Area Sibayak Berastagi (Belum dikembangkan)
Environmental Permit of Geothermal Power Plant Development (PLTP) with 2x5 MW by PT Pertamina Geothermal Energy in Sibayak Berastagi Area (not yet developed)
284 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 285 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Identifikasi potensi dampak negatif maupun dampak positif
telah dianalisis pada setiap dokumen lingkungan yang dimiliki
(AMDAL maupun UKL – UPL), seperti potensi pencemaran air,
pencemaran udara, pencemaran tanah, persepsi negatif dari
masyarakat, dan lainnya, juga potensi dampak positif, seperti
peningkatan perekonomian, penerimaan tenaga kerja, dan
lainnya. Perusahaan secara konsisten melakukan pengelolaan
dan pemantauan setiap aspek lingkungan maupun sosial
sesuai matriks Rencana Pengelolaan Lingkungan (RKL) maupun
Rencana Pemantauan Lingkungan (RPL) pada setiap tahapan
kegiatan, mulai pra konstruksi, konstruksi, operasi, hingga
pasca operasi. Implementasi RKL – RPL ini dilaporkan secara
berkala ke instansi terkait.
Pada tahun 2015, Perusahaan juga melaksanakan pemetaan
sosial pada Area Lahendong dan Area Ulubelu, untuk
memastikan efektifitas program-progam CSR telah sesuai
dengan kebutuhan masyarakat setempat. Pemetaan sosial
dilakukan bekerja sama dengan konsultan independen.
Dari pemetaan sosial yang dilaksanakan diperoleh beberapa
catatan penting terkait pelaksanaan program CSR Area
Lahendong yang dilaksanakan Perusahaan:
1. Program pengembangan pertanian melalui diversifikasi
buah tomat menjadi saos tomat.
2. Pengembangan padi organik melalui metode system of rice
intensification (SRI)
3. Pengelolaan pupuk kandang organik dari kotoran sapi,
kuda dan unggas.
4. Pengembangan ilmu pengetahuan melalui sosialisasi
pemahaman tentang keberadaan Perusahaan
5. Pengembangan kapasitas pariwisata melalui pacuan
kuda, program ini merupakan program pengembangan
pariwisata.
Mekanisme Pengaduan
Perusahaan memiliki mekanisme bagi pemangku kepentingan
termasuk masyarakat lokal, untuk menyampaikan pengaduan
maupun berbagai hal lain. Penanganan pengaduan dari
masyarakat lokal ditangani Fungsi Government and Public
Relation di masing-masing wilayah kerja. [G4-SO11]
Selama tahun 2015, Perusahaan menerima beberapa
pengaduan dari masyarakat lokal. Sebagian besar pengaduan
tersebut telah ditindakanjuti, sehingga tidak sampai
mengganggu kegiatan operasional Perusahaan.
Indication of potential negative and positive impacts has been
analyzed in each existing environmental document (AMDAL
or UKL-UPL), such as potential pollution in water, air, land,
and community’s negative perception; as well as economic
improvement, recruitment, and alike. The Company consistently
manages and monitors each environment and social aspect as
per Environmental Management Plan (RKL) and Environmental
Monitoring Plan (RPL) matrix in each activity stage, starting from
pre-construction, construction, operation up to post-operation.
This implementation is reported periodically to related institution.
In 2015, the Company also administered social mapping in
Lahendong Area and Ulubelu Area to ensure the effectivity of CSR
programs has been aligned with local community requirements.
The social mapping was collaboratively conducted with an
independent consultant.
Deriving from the developed social mapping, there are several
important information related to the Company’s CSR program in
Lahendong Area, which are as follow:
1. Agriculture development program through tomato
diversification into tomato ketchup.
2. Organic rice development through system of rice intensification
(SRI) method
3. Management of organic fertilizer from cow, horse, and fowl
manure.
4. Development of science through the socialization of
understanding concerning the presence of the Company.
5. Development of tourism capacity through horse racing, this
program is a tourism development program.
Complaints Mechanism
The Company operates a mechanism that is vital to stakeholders
including local community in delivering complaints and other
issues. At head office, complaints handling from local community
are controlled by the Government and Public Relation Function in
each working area. [G4-SO11]
Throughout 2015, there had been several complaints received
from the local community, which in majority had been investigated,
so that it would not disrupt the Company’s operational activities.
286 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 287 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
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Beberapa pengaduan penting yang diterima Perusahaan,
di antaranya adanya kerusakan tanaman akibat kegiatan
operasional. Untuk menanggapi hal ini, maka Perusahaan
membantu pemeliharaan dan perbaikan tanaman.
Pengelolaan Dampak Ekonomi Tidak Langsung [G4-EC7, G4-EC8]
Kegiatan Perusahaan dalam bidang panas bumi, membuat
jumlah pekerja yang direkrut dari masyarakat setempat sebagai
bentuk manfaat langsung dari keberadaan Perusahaan,
menjadi sangat terbatas. Untuk itu, Perusahaan secara
berkesinambungan melaksanakan program-program CSR guna
memberdayakan dan meningkatkan kesejahteraan masyarakat
setempat, sehingga mereka secara tidak langsung tetap dapat
merasakan manfaat dari keberadaan Perusahaan.
Salah satu bentuk program CSR yang diselenggarakan
Perusahaan adalah kegiatan pembangunan infrastruktur,
yang merupakan bagian dari bidang kegiatan infrastruktur,
pemberdayaan ekonomi dan manajemen bencana. Selama
tahun 2015, Perusahaan telah membantu pembangunan
beberapa infrastruktur.
Several significant reports received by the Company include plant
damage due to operational activities. To respond to the matter,
the Company assists in plant maintenance and repair.
Management of Indirect Economic Impacts [G4-
EC7, G4-EC8]
Geothermal activities have made recruitment of local community
the direct benefit out of the Company’s existence, which becoming
more limited. Therefore, Company is continuously executing CSR
programs in order to empower and improve the welfare of local
community, so that they will still affected by indirect benefit
transpired by the Company.
As part of the Company’s plan in infrastructure, economic
empowerment and disaster management, infrastructure is
incorporated in one of its CSR programs. In 2015, the Company
managed to support several infrastructure developments.
Area Jumlah Keluhan DiterimaTotal Received Complaints
Jumlah Keluhan DiselesaikanTotal Settled Complaints
KeteranganDescription
Kamojang 0 0 -
Lahendong 6 5 Terdapat penanganan 1 keluhan secara bertahap hingga 2016.There was 1 complaint discovered gradually in 2016.
Sibayak 0 0 -
Ulubelu 1 1 -
286 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 287 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Pembangunan Jalan Akses UlubeluPT Pertamina Geothermal Energy Area Ulubelu kembali
membangun dan memperbaiki jalan utama sebagai
askes transportasi sepanjang 16 KM. Pembangunan
jalan dilakukan mulai dari jalan ujung Pekon Gunung
Megang dan Simpang Muara Dua, Kecamatan Ulubelu,
Kabupaten Tanggamus, Provinsi Lampung. Pembangunan
jalan tersebut merupakan bentuk kerja sama Perusahaan
dengan Komando Daerah Militer II/Sriwijaya.
Dengan pembangunan jalan akses Ulubelu, Perusahaan
berharap dapat membantu masyarakat dalam
menggerakan roda perekonomian. Selain itu, masyarakat
bisa lancar beraktivitas seperti biasanya dengan 38.000
penduduk yang tersebar di 16 pekon. Selain itu, masyarakat
senantiasa dalam menjaga dan memelihara jalan akses
Ulubelu.
Ulubelu’s Access Road ConstructionPT Pertamina Geothermal Energy rebuilt and restored its main
road in Ulubelu Area as a transportation access as far as 16
KM. The construction started from the end of Pekon Gunung
Megang and Simpang Muara Dua, Ulubelu Sub-District,
Tanggamus Regency, Lampung. It is an effect of cooperation
between the Company and Military Regional Command II/
Sriwijaya.
Having the access road development, the Company expects
to meet its expectations in aiding the community in moving
their economic wheel. Other than that, they will be able to
perform activities as usual with other 38,000 populations
spread in 16 administrative regions. Furthermore, they have
the opportunity to maintain and preserve the access road.
288 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 289 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Unit operasional dan Pembangunan Infrastruktur Operational Unit and Infrastructre Development
Sifat Nature of Business
Dampak Pada Komunitas dan Ekonomi Lokal Impacts to Local Community and Economy
AREA KAMOJANG | KAMOJANG AREA
Proyek Infrastruktur:Pengembangan Pusat Konservasi Elang Kamojang Lokasi:Kecamatan Samarang, Kabupaten Garut
Infrastructure Project:Development of Kamojang Eagle Conservation CenterLocation:Samarang District, Garut Regency
Bantuan & Pendampingan
Support & Accompaniment
Dampak pada komunitas lokal:Pengembangan Pusat Konservasi Elang terbesar di Nusantara, pembentukan kesadaran mengenai penyelamatan satwa langka Elang kepada masyarakat, mengembangkan institusi konservasi elang di daerah Ring 1 Area Kamojang, dan pengembangan kelompok masyarakat penyedia pakan elang Impact to local community:Development of the largest Eagle Conservation Center across the country, establishment of awareness on the rescue of a rare special of eagle to the community, establishment of eagle conservation institution within the area of Ring 1 of Kamojang Area, and development of community group of eagle feed.
Dampak pada ekonomi lokal:Pengembangan lembaga ekonomi lokal penyediaan pakan elang sebagai sumber pendapatan tambahan bagi rumah tanggaImpact to local economy:Development of local economy institution on eagle feed as an additional income for households.
Proyek Infrastruktur:Bank Sampah MekarwangiLokasi:Desa Mekarwangi, Kecamatan Ibun, Kabupaten Bandung
Infrastructure project:Mekarwangi Waste BankLocation:Mekarwangi Village, Ibun District, Bandung Regency
Bantuan & Pendampingan
Support & Accompaniment
Dampak pada komunitas lokal:Terbentuknya sistem pengelolaan sampah terpadu berbasis pemberdayaan masyarakat dan terbentuknya kelompok Bank Sampah sebagai pengelola bank sampah secara mandiriImpact to local community:Establishment of community empowerment-based integrated waste management system and Waste Bank group as independent agent for waste management
Dampak pada ekonomi lokal:Peningkatan pendapatan tambahan dengan sistem diversifikasi penanganan timbulan sampah rumah tanggaImpact to local economy:Increase of additional income utilizing diversification system of households' solid waste.
AREA LAHENDONG | LAHENDONG AREA
Proyek Infrastruktur:Bantuan pembuatan pagar Balai DesaLokasi:Kelurahan Tondangow
Infrastructure Project:Assistance in fencing for Village OfficeLocation:Tondangow Urban Village
BantuanSupport
Dampak pada komunitas lokal:Meningkatkan citra pemerintah desa dan Perusahaan yang turut dirasakan masyarakat dengan adanya perbaikan infrastruktur pemerintah desa yang lebih bagus.Impact to local community:Increase the image of Village Government and the Company, to which similarly experienced by the community with the improvement of the Village Government infrastructure.
Dampak pada ekonomi lokal:Memungkinkan pengalokasian anggaran desa kepada hal-hal lain untuk kepentingan masyarakat setempat. Selain itu dapat menciptakan lapangan kerja pada saat pelaksanaan perbaikan walaupun sifatnya sesaat dan terbatas.Impact to local economy:Enabling village's budget allocation to other matters for the interests of local community. Moreover, it can create vocational opportunities during the renovation process although it is temporary and limited.
288 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 289 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Unit operasional dan Pembangunan Infrastruktur Operational Unit and Infrastructre Development
Sifat Nature of Business
Dampak Pada Komunitas dan Ekonomi Lokal Impacts to Local Community and Economy
Proyek Infrastruktur:Bantuan untuk kebutuhan dan pembangunan GerejaLokasi:• Desa Pinabetengan• Kelurahan Uluindano, Tomohon.• Desa Tonsewer, Kecamatan Tompaso• Desa Pineleng Dua• Kelurahan Lahendong• Malalayang• Desa Sonder
Infrastructure Project:Support to supply needs in regards to church construction• Location:• Pinabetengan Village• Uluindano Urban Village, Tomohon.• Tonsewer Village, Tompaso District• Pineleng Dua Village• Lahendong District• Malalayang• Sonder Village
BantuanSupport
Dampak pada komunitas lokal:Bertambahnya kenyamanan Jemaat Gereja dalam melaksanakan Ibadah dikarenakan kondisi rumah ibadah yang lebih baik.Impact to local community:Increasing the level of comfort for church's congregation in performing its worship due to the improved condition.
Dampak pada ekonomi lokal:Memungkinkan pengalokasian anggaran Gereja kepada hal-hal lain untuk kepentingan jemaat setempat seperti bantuan kepada jemaat yang sakit, kedukaan dsb. Dan juga menciptakan lapangan kerja pada saat pelaksanaan perbaikan walaupun sifatnya sesaat dan terbatas.Impact to local economy:Enabling budget allocation on Church for other matters in the interest of local congregation, such as support for the ill, for the mourn, and so on. Additionally, it created vocational opportunities at the time of construction although it was temporary and limited.
AREA ULUBELU | ULUBELU AREA
Proyek Infrastruktur:Pembangunan Jalan Raya Hotmix Sepanjang 16 KM Pada Tahun 2014Lokasi:Desa Gunung Megang Kec. Pulau Panggung sampai dengan Desa Muara Dua Kecamatan Ulubelu, Kabupaten Tanggamus
Infrastructure Project:Construction of Hotmix Highway in the length of 16 KM in 2014Location:Gunung Megang Village, Pulau Panggung District up to Muara Dua Village, Ulubelu District, Tanggamus Regency
InfrastrukturInfrastructure
Dampak pada komunitas lokal:Peningkatan akses jalan utama Ulubelu sehingga mempermudah komunitas kelompok petani kecamatan Ulubelu untuk menjual hasil perkebunan.Impact to local community:Improvement of main road access in Ulubelu in order to facilitate farmers community located in Ulubelu District in selling their produce.
Dampak pada ekonomi lokal:Mempermudah akses transportasi barang dan jasa sehingga meningkatkan pendapatan masyarakatImpact to local economy:Facilitate access of transporting goods and services in order to escalate the community's income.
Proyek Infrastruktur:Pembangunan Jalan Raya Hotmix Sepanjang 4 KM Pada Tahun 2015Lokasi:Desa Muara Dua sampai dengan Desa Ngarip Kecamatan Ulubelu, Kabupaten Tanggamus
Infrastructure project:Construction of Hotmix Highway in the length of 4KM in 2015Location:Muara Dua Village up to Ngarip Village, Ulubelu District, Tanggamus Regency
BantuanSupport
Dampak pada komunitas lokal:Munculnya pool sayuran, ikan dan pisang di Desa Ngarip sebanyak 4 tempat (sebelumnya dikirimkan ke Desa Gunung Tiga dan hanya setiap seminggu sekali), Potensi baru kayu manis masyarakat Ngarip mulai dibeli oleh masyarakat luar Ulubelu, munculnya usaha jual beli karena ada potensi wisataImpact to local community:Establishment of pools of vegetables, fish and bananas in Ngarip Village in 4 locations (previously was only distributed to Gunung Tiga Village in once a week), a potential saleable of new variety of cinnamon outside Ulubelu community, emergence of sales and purchase business due to tourism.
Dampak pada ekonomi lokal:Mempermudah akses transportasi barang dan jasa sehingga meningkatkan pendapatan masyarakatImpact to local economy:Facilitate access of transporting goods and services in order to escalate the community's income.
290 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 291 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Penyaluran Dana CSR [G4-EC8]
Sesuai kebijakan Perusahaan, dana CSR disalurkan untuk 5
sektor kegiatan. Ke-5 sektor tersebut adalah pendidikan;
kesehatan; lingkungan; infrastruktur dan manajemen bencana;
pemberdayaan ekonomi.
Distribution of CSR Fund [G4-EC8]
Referring to the Company’s policy, CSR fund is distributed to 5
sectors, which are education, health, environment, infrastructure
and disaster management, economic empowerment.
Penyaluran Dana CSR (Rp Juta)Distribution of CSR Fund (Million Rp)
Sektor Kegiatan | Activity Sector 2015 2014 2013
Pendidikan | Education 1,091 1,486 2,866
Kesehatan | Health 1,256 3,511 823
Lingkungan | Environment 1,878 1,100 1,355
Infrastruktur dan Manajemen Bencana | Infrastructure and Disaster Management 5,457 26,547 9,310
Pemberdayaan Ekonomi | Economic Empowerment 3,596 2,906 3,469
Seni Budaya dan Olahraga | Culture and Sport 0 0 0
Total 13,278 35,550 17,823
290 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 291 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Penyaluran Dana CSR Untuk PendidikanProgram CSR pada Bidang Pendidikan meliputi Program Green
School di wilayah kegiatan Cerdas Bersama Pertamina berupa
bantuan perlengkapan sekolah dan sarana fasilitas belajar di
Area Lahendong, Sibayak, Proyek Karaha dan Kerinci (Sungai
Penuh).
Penyaluran Dana CSR Untuk KesehatanProgram CSR pada bidang kesehatan meliputi Program SEHATI
(Sehat dan Anak Tercinta dan Ibu) berupa peningkatan kualitas
kader kesehatan, pemberian makanan tambahan untuk balita.
Program tersebut dilaksanakan di Area Kamojang, Lahendong,
Ulubelu, Sibayak, Proyek Karaha, Hululais, dan Kerinci.
Penyaluran Dana CSR Untuk LingkunganProgram CSR pada bidang lingkungan berupa Program
Konservasi Elang Kamojang, pelestarian Flora Endemik di
Area Kamojang. Program pembibitan pohon di Area Ulubelu.
Program pembuatan pupuk organik, kompos dan pemanfaatan
tanaman eceng gondok dan penanaman pohon di Area
Lahendong.
Penyaluran Dana CSR Untuk Infrastruktur,Pemberdayaan Ekonomi dan Manajemen BencanaProgram CSR bidang Pemberdayaan Ekonomi, meliputi
Program Pengembangan Budidaya Jamur dengan Energi
Panas Bumi di Area Kamojang, Program Budidaya Perikanan
Air Tawar di Area Lahendong dan Proyek Lumutbalai dan
Program Pemberdayaan pembuatan Cendramata bahan baku
tempurung kelapa di Area Lahendong.
Program Kemitraan dan Bina Lingkungan (PKBL)Bersama PT Pertamina (Persero) sebagai induk perusahaan,
Perusahaan juga menyalurkan dana Program Kemitraan dan
Bina Lingkungan (PKBL). Program Kemitraan adalah pemberian
bantuan modal usaha kepada masyarakat setempat yang
menjadi pelaku usaha mikro, kecil dan menengah (UMKM).
Pada tahun 2015 tidak ada realisasi dana untuk Program
Kemitraan atau PKBL yang terealisasi di Area ataupun Proyek-
proyek Perusahaan.
Distribution of CSR Fund for EducationCSR Programs in Education include Green School Program at
Cerdas Bersama Pertamina (Intelligent with Pertamina) activitity
area in the form of school equipment assistance and means of
learning facility at Lahendong area, Sibayak, Karaha Project and
Kerinci (Sungai Penuh).
Distribution of CSR Fund for HealthCSR Programs in Health include SEHATI (Sehat dan Anak Tercinta
dan Ibu – Healthy and Beloved Mother and Children) Program in
the form of health officials quality improvement, the provision of
supplementary diet for toddlers. The programs are implemented
at Kamojang, Lahendong, Ulubelu, Sibayak, Karaha Project,
Hululais, and Kerinci Areas.
Distribution of CSR Fund for EnvironmentCSR Programs in Environment are in the forms of Kamojang
Raptor Conservation Program, Endemic Plants Preservation in
Kamojang Are, tree nursery program at Ulubelu Area, organic
fertilizer program, compost and utilization of water hyacinth and
tree planting at Lahendong Area.
Distribution of CSR Fund for Infrastructure, Economic Empowerment and Disaster ManagementCSR Programs in Economic Empowerment include Mushroom
Cultivation Development with Geothermal Energy Program at
Kamojang Area, Freshwater Fish Farming Program at Lahendong
Area and Lumutbalai Project and Souvenir Production with
coconut shell base material Program at Lahendong Area.
Partnership Program and Community Development (PKBL)Joined with PT Pertamina (Persero) as the holding company,
the Company also distributed an amount of fund to Partnership
Program and Community Development. The program means to
provide a working capital assistance to local community, which
involved in micro, small and medium enterprises (MSMEs).
In 2015, there were no funds realization for Partnership Programs
or realized PKBL at Company Areas or Projects.
292 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 293 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Keterangan Halaman
Umum | General
Laporan tahunan wajib memuat | The Annual Report should contain
a) Ikhtisar data keuangan penting | Summary of Key Financial Information 14-15
b) Laporan Dewan Komisaris | Report from the Board of Commissioners 26-31
c) Laporan Direksi | Report from the Board of Directors 40-47
d) Profil perusahaan | Company Profile 60-91
e) Analisis dan pembahasan manajemen | Management analysis and discussion 94-135
f) Tata kelola perusahaan | Corporate Governance 138-225
g) Tanggung jawab sosial perusahaan | Corporate social responsibilities 228-292
h) Laporan keuangan tahunan yang telah diaudit | Audited financial statements 303-366
i) Surat pernyataan tanggung jawab Dewan Komisaris dan Direksi atas kebenaran isi laporan tahunan | Statement that the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the annual report.
56-57
Dalam Bahasa Indonesia | In the Indonesian language √
Pencantuman judul dan keterangan | Presented by mentioning the title and description √
Mudah dibaca | Easy to read √
Ikhtisar Data Keuangan Penting | Summary of Key Financial Information
Ikhtisar Perbandingan Keuangan selama 3 tahun | Summary Financial Informations in Comparison Previous 3 year 14-15
G4-9 Skala Organisasi | Organizational Scale 14-15
G4-EC1 Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan | Direct Economic Value Generated and Distributed
260
IR3 Modal keuangan | Financial capital 14-15
Informasi mengenai saham setiap 2 triwulan | Information with shares issued for 2 quarter 17
Aksi Korporasi terhadap Saham | Corporate Actions towards Share 17
Perdagangan saham | Stock Trading 17
Tindakan penghentian perdagangan saham | Suspension Actions Stock Trading 17
Cross Reference BAPEPAM - LK No.X.K.6 Regulation, GRI Content Index, Oil & Gas Sector
Supplement, and Integrated Report Framework
/ Referensi Silang Peraturan Bapepam - LK No.X.K.6, Indeks Isi GRI, Suplemen Minyak & Gas, dan Kerangka Laporan Terintegrasi
292 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 293 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Laporan kepada Pemegang Saham | Shareholder's Report
Laporan Dewan Komisaris | The Board of Directors Report 26-31
Penilaian terhadap kinerja Direksi | Assessment on the performance of the Board of Directors 28-29
Pandangan atas prospek usaha perusahaan | View on the prospects of the company’s business 29-30
Perubahan komposisi anggota Dewan Komisaris dan alasan perubahan | Changes in the composition of the Board of Commissioners
31
Komite-komite di bawah pengawasan Dewan Komisaris | Committee under the Board of Commissioners 30-31
Laporan Direksi | The Board of Directors Report 40-47
Kinerja perusahaan mencakup kebijakan strategis, perbandingan pencapaian dan target, serta kendala | The Company’s performance, i.e. strategic policies,comparison between achievement of results and targets, and challenges
41-42
G4-1 Pernyataan dari Direksi | Statement from Board of Directors 40
Gambaran tentang prospek usaha | Business prospects 43-44
G4-2 Uraian Dampak, Risiko dan Peluang | Description of Key Impacts, Risks, and Opportunities 40-47
Penerapan tata kelola perusahaan | Implementation of good corporate governance by the company 45-46
Perubahan komposisi anggota Direksi dan alasan perubahannya | Changes in the composition of the Board of Directors 46
Profil Perusahaan | Company Profile
1 Nama, alamat, dan kontak perusahaan | Name, address, company's contact 60
G4-3 Nama Organisasi | Name of The Organization 60
G4-5 Lokasi Kantor Pusat | Location of Headquarter 60
G4-6 Jumlah Negara Tempat Beroperasi | Number of Countries Operation 74
G4-7 Kepemilikan Saham dan Bentuk Hukum | Ownership and Legal Form 60-61
G4-10 Jumlah dan Komposisi Pegawai | Number and Composition of Employees 60
G4-31 Kontak | Contact 60
2 Riwayat singkat perusahaan | Brief history of the Company 62-65
G4-13 Perubahan signifikan organisasi | Significant changes of organization 74-75
3 Kegiatan usaha perusahaan menurut Anggaran Dasar terakhir dan jenis produk | Line of business according to the latest Articles of Association, and types of products
68
G4-4 Merek, Produk, dan Layanan Jasa | Primary Brands, Products and Services 68, 96, 124
G4-8 Pasar Terlayani | Markets Served 68, 124
IR6 Model bisnis | Business Models 72-73
4 Struktur organisasi perusahaan dalam bentuk bagan, disertai nama dan jabatan | Structure of organization in chart form, with the names and titles
80-81
5 Visi dan misi perusahaan | Vision and mission of the Company 66
G4-56 Nilai-nilai, Prinsip, dan Norma Organisasi | Organizational Values, Principles and Norms 67
6 Profil Dewan Komisaris | The Board of Commissioners Profile 34-39
7 Profil Direksi | The Board of Directors Profile 50-55
294 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 295 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
8 Perubahan susunan Dewan Komisaris dan/atau Direksi | Changes in the composition of the Board of Commissioners and/or the Board of Directors
156, 168
9 Jumlah karyawan dan deskripsi pengembangan kompetensinya | Number of employees and description of competence building
82-87
G4-10 Jumlah dan Komposisi Pegawai | Number and Composition of Employees 60, 82-84
G4-11 Pekerja Terlindungi Perjanjian Kerja Bersama (PKB) | Employees Covered by Collective Labor Agreements (CLA)
82-83
G4-LA9 Rerata Jam Pelatihan Per Pegawai Per Tahun | Average of Training Hours per Year per Employee 85-87
10 Persentase kepemilikan pemegang saham | Percentage ownership's shareholders 88
11 Informasi mengenai pemegang saham utama dan pengendali perusahaan |Information on major shareholders and controlling Company
181
G4-7 Kepemilikan Saham dan Bentuk Hukum | Ownership and Legal Form 181
12 Nama entitas anak, perusahaan asosiasi, perusahaan ventura | Name of subsidiaries, associated companies, joint venture
89-90
13 Kronologis pencatatan saham dan perubahan jumlah saham | Chronology of share listing and changes in the number of shares
88
14 Kronologis pencatatan Efek lainnya dan peringkat Efek | Chronology of securities listing and rating of the securities 88
15 Nama dan alamat perusahaan pemeringkat | Name and address of the securities rating company 88
16 Nama dan alamat lembaga dan/atau profesi penunjang pasar modal | Name and address ofcapital market supporting institutions and/or professionals
91
G4-16 Keanggotaan pada Asosiasi | Memberships in Associations 91
17 Penghargaan dan sertifikasi yang diterima perusahaan | Awards and certifications bestowed on the company 18-21
G4-15 Kepatuhan Pada Prinsip-prinsip dan Inisiatif Eksternal | Externally Charters, Principles, or Other Initiatives
20, 21
Analisa dan Pembahasan Manajemen | Management Analysis and Discussion
1 Tinjauan operasi per segmen operasi sesuai dengan jenis industri | Operational review per business segment, according to the type of industry
97-104
Produksi, yang meliputi proses, kapasitas, dan perkembangannya | Production, including process, capacity, and growth
97-104
G4-OG1 Volume dan Jenis Cadangan Terbukti Estimasi dan Produksi | Volume and Type of Estimated Proved Reserves and Production
15, 104, 122
Pendapatan | Income 105-109
Profitabilitas | Profitability 105-109
2 Analisis kinerja keuangan komprehensif dalam 2 (dua) tahun | Comprehensive financial performance analysis in 2 years 105-112
Aset lancar, aset tidak lancar, dan total aset | Current assets, non-current assets, and total assets 109-110
IR4 Modal manufaktur | Manufacture Capital 109-110
Liabilitas jangka pendek, liabilitas jangka panjang dan total liabilitas | Short-term liabilities, long-term liabilities, total liabilities
111
Ekuitas | Equity 112
Pendapatan, beban, laba (rugi), pendapatan komprehensif lain, dan total laba (rugi) komprehensif | Sales/operating revenues, expenses and profit (loss), other comprehensive income, and total comprehensive profit (loss)
105-109
Arus kas | Cash flows 113
294 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 295 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
3 Kemampuan membayar utang dalam rasio | The capacity to pay payable in ratios 114
4 Kolektibilitas piutang | Accounts receivable collectability 114
5 Kebijakan manajemen atas struktur permodalan | Management policies concerning capital structure 114
6 Bahasan mengenai ikatan yang material untuk investasi barang modal | Discussion on material ties for the investment capital
114-115
7 Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan | Material Information and facts that occurring after the date of the accountant’s report
115
8 Prospek usaha dari perusahaan dikaitkan dengan kondisi industri | Information on company prospects in connection with industry
115-118
9 Perbandingan antara target/proyeksi pada awal tahun buku | Comparison between target/projection at beginning of year
119-121
10 Target/proyeksi yang ingin dicapai untuk satu tahun mendatang | Target/projection at most for the next one year, 122-123
11 Aspek pemasaran atas produk dan jasa perusahaan | Marketing aspects of The Company’s products and services, 124-125
G4-PR6 Perkara Terkait Produk | Banned or Disputed Products 124
G4-PR7 Insiden Ketidakpatuhan Hukum Terkait Komunikasi Pemasaran | Incidents of Non-compliance with Regulations on Marketing Communication
124
G4-PR9 Sanksi Atas Ketidakpatuhan Pada Peraturan Produk dan Jasa | Fine or Sanctions Regarding Non-compliance with Regulations for Products and Services
124
12 Kebijakan dividen dan tanggal serta jumlah dividen per saham | Description regarding the dividend policy and the date and dividend per share
125-126
13 Realisasi penggunaan dana hasil penawaran umum | Use of proceeds from public offerings 126
14 Informasi transaksi material yang mengandung benturan kepentingan dan/atau transaksi dengan pihak afiliasi | Material information transactions with related parties and conflict of interest
127-129
15 Perubahan peraturan perundang-undangan yang berpengaruh signifikan | Changes in regulation which have significant effect on the company and impacts on the company
134-135
16 Perubahan kebijakan akuntansi, alasan dan dampaknya | Changes in the accounting policy, rationale and impact on the financial statement
135
Tata Kelola Perusahaan | Corporate Governance
Dewan Komisaris | Board of Commissioners 156-167
Uraian pelaksanaan tugas Dewan Komisaris | Description of the responsibility of the Board of Commissioners 160-164
Pengungkapan prosedur, dasar penetapan, dan remunerasinya | Disclosure of the procedure and basis determining remuneration, and amount of remuneration for members of the Board of Commissioners
164-165, 180-181
G4-34 Struktur Tata Kelola | Governance Structure 139
G4-38 Komposisi Pejabat Tata Kelola | Governance Body Composition 139, 156, 158, 168
G4-40 Nominasi dan Seleksi Pejabat Tata Kelola | Nomination and Selection Processes for Governance Body 153-155, 157-158, 169-170
G4-41 Pernyataan Tak Berbenturan Kepentingan | Process to Ensure Conflict of Interest are Avoided 183
G4-51 Kebijakan Remunerasi | Remuneration Policies 164-165, 180-181
G4-52 Proses Penetapan Remunerasi | Process for Determining Remuneration 164-165, 180-181
G4-53 Pelibatan Pemangku Kepentingan dalam Penetapan Remunerasi | Stakeholders Involve for Determining Remuneration
164-165, 180-181
296 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 297 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
G4-54 Rasio Remunerasi | Remuneration Ratios 165
G4-55 Rasio Persentase Kenaikan Remunerasi | Percentage of Ratio Remuneration Increase 165
Pelatihan Dewan Komisaris | Training for the Board of Commissioners 166
G4-43 Pengembangan Pengetahuan Terkait Topik Ekonomi, Lingkungan dan Sosial Bagi Pejabat Tata Kelola | Knowledge Development for Governance Body Related to Economic, Environmental and Social Topics
166, 178-179
IR1 Modal intelektual | Intellectual Capital 166, 178-179
Pengungkapan kebijakan perusahaan dan pelaksanaannya | Disclosure of the Company’s policy and its implementation
165-167
Direksi | Board of Directors 168-179
Ruang lingkup pekerjaan dan tanggung jawab | Scope of duties and responsibilities 171-177
Pengungkapan prosedur, dasar penetapan, dan remunerasinya | Disclosure of the procedure and basis determining remuneration
180-181
Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, including frequency of meetings
168, 170, 177
Keputusan RUPS tahun sebelumnya dan realisasinya; dan alasan dalam hal terdapat keputusan yang belum direalisasi | Resolutions from the GMS of the previous and its realization in the year under review, and explanation for the unrealized resolution
153-155
G4-49 Komunikasi Kepada Pejabat Tata Kelola | Communication to The Governance Body 153-155, 165, 167, 177
G4-50 Jumlah Pelaporan Kepada Pejabat Tata Kelola dan Solusinya | Number of Report to The Governance Body and Solutions
153-155
Pelatihan Direksi | Board of Directors Training 178-179
Pengungkapan kebijakan perusahaan tentang penilaian kinerja Direksi | Disclosure of Company policy concerning assessment on the performance of the member of the Board of Directors
180
G4-44 Proses Evaluasi Kinerja Pejabat Tata Kelola | Evaluation Process of The Governance Body’s Performance
153-155, 180
Komite Audit dan Manajemen Risiko | Audit and Risk Management Committee 184-194
Nama | Name 186-187
Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience and legal basis for appointment
186-187
Riwayat pendidikan | History of education 186-187
Periode jabatan anggota Komite Audit dan Manajemen Risiko | Tenure of members of the Audit and Risk Management Committee
186-187
Pengungkapan independensi Komite Audit dan Manajemen Risiko | Disclosure of independence of the members of the Audit and Risk Management Committee
185
Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, frequency of Board of Commissioners meetings including
184, 185, 189
Uraian singkat pelaksanaan kegiatan Komite Audit dan Manajemen Risiko pada tahun buku | Brief report on the activities carried out by the Audit and Risk Management Committee during the year
190-194
Komite Investasi | Investment Committee 195-199
Nama | Name 196-197
Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience and legal basis for appointment
196-197
296 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 297 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Riwayat pendidikan | History of education 196-197
Periode jabatan anggota Komite Investasi | Tenure of members of Investment Committee 196-197
Pengungkapan independensi Komite Investasi | Disclosure of independence of the members of the Investment Committee
195
Pengungkapan kebijakan perusahaan dan pelaksanaannya, termasuk frekuensi rapat | Disclosure of the Company’s policy and its implementation, frequency of Board of Commissioners meetings including
195, 198
Uraian singkat pelaksanaan kegiatan Komite Investasi pada tahun buku | Brief report on the activities carried out by the Investment Committee during the year
199
Uraian tugas dan fungsi sekretaris perusahaan | Description of tasks and function of the corporate secretary 200-203
Nama | Name 200
Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience and legal basis for appointment
200
Riwayat pendidikan | History of education 200
Periode jabatan sekretaris perusahaan | Tenure of members of corporate secretary 200
Uraian singkat pelaksanaan tugas sekretaris perusahaan pada tahun buku | Brief report on the activities carried out by the corporate secretary during the year
202-203
Uraian mengenai unit audit internal | Description of the company’s internal audit unit 204
Nama | Name 205
Riwayat jabatan, pengalaman kerja, dan dasar hukum penunjukkan | History of position title, work experience and legal basis for appointment
205
Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada) | Qualification/certification of internal audit professionals (if any)
205
Struktur dan kedudukan unit audit internal | Structure or position of the internal audit unit 207
Tugas dan tanggung jawab unit audit internal sesuai piagam charter | Duties and responsibilities of the internal audit unit according to the charter
204, 208
Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku | Brief report on the committee activities carried out during the year under review
209-210
Uraian mengenai sistem pengendalian interen | Description of the company’s internal control 217-221
Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang-undangan lainnya | Financial and operational control, and compliance to the other prevailing rules
217-221
Review atas efektivitas sistem pengendalian interen | Review the effectiveness of internal control systems 221
Sistem manajemen risiko yang diterapkan oleh perusahaan | Risk management system implemented by the company 211-217
Gambaran umum mengenai sistem manajemen risiko perusahaan | General description about the Company’s risk management system
211-215
Jenis risiko dan cara pengelolaannya | Types of risk and the management 216
Review atas efektivitas sistem manajemen risiko perusahaan | Review the effectiveness of the company’s risk management system
217
G4-45 Proses Identifikasi Dampak, Risiko dan Peluang Pelaksanaan Kinerja Ekonomi, Lingkungan, dan Sosial | Identification for the Impact, Risk and Opportunity Related to Economic, Environmental and Social Topics
212
G4-47 Penilaian Risiko dan Peluang | Review for Risk and Opportunities 217
298 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 299 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Perkara penting yang dihadapi oleh Emiten atau Perusahaan Publik, entitas anak, anggota Dewan Komisaris dan Direksi yang sedang menjabat | Important cases faced by the Issuer or Public Company, subsidiaries, current members of the Board of Commissioners and Board of Directors
222-223
Informasi tentang sanksi administratif yang dikenakan | Information about administrative sanctions imposed 223
Akses informasi dan data perusahaan | Information access and company’s data 224-225
Informasi mengenai kode etik dan budaya perusahaan | Information about codes of conduct and corporate culture
144-152
G4-14 Pendekatan Pencegahan Melalui Manajemen Risiko | Precautionary Approach Through Risk Management
144, 182, 183, 238
G4-39 Hubungan Dewan Komisaris dan Direksi | Chair of the Highest Governance Body and also an Executive Officer
181-183
G4-41 Pernyataan Tak Berbenturan Kepentingan | Process to Ensure Conflict of Interest are Avoided 147, 183
G4-57 Pemberian Saran dan Perilaku Patuh Hukum | Brief report on the activities carried out by the Audit Committee during the year
144-147
G4-58 Pelaporan Perilaku Tak Beretika/Tak Patuh Hukum | Reporting About Unethical/Unlawful Behavior 145-147
Uraian mengenai program kepemilikan saham oleh karyawan | Description of employee or management stock ownership program
126
Uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) | Description of whistleblowing system 146-147
Tanggung Jawab Sosial Perusahaan | Corporate Social Responsibility
Bahasan mengenai tanggung jawab sosial perusahaan meliputi kebijakan, jenis program, dan biaya yang dikeluarkan | Discussion of corporate social responsibility covers policies, types of programs, and cost
228-237, 282-292
Lingkungan hidup, seperti penggunaan material dan energi yang ramah lingkungan dan dapat didaur ulang, sistem pengolahan limbah perusahaan, sertifikasi di bidang lingkungan yang dimiliki, dan lain-lain | Environment, such as the use of environmentally friendly materials and energy, recycling, and the company’s waster treatment systems, the company’s environmental certifications, and others
238-255
G4-35 Pendelegasian Kewenangan Terkait Topik Ekonomi, Lingkungan, dan Sosial | Delegating Authority for Economic, Environmental and Social Topics
234, 240
G4-36 Penunjukan Pejabat Pelaksana Kegiatan Terkait Topik Ekonomi, Lingkungan,dan Sosial | Appointed an Executive Level Position for Economic, Environmental and Social Topics
234, 240
G4-37 Proses Konsultasi Pejabat Tata Kelola dengan Pemangku Kepentingan | Consultation Process Between Governance Body and Stakeholders
235
G4-EN1 Material Terpakai Berdasarkan Jenis dan Berat | Material’s Used by Weight and Volume 243
G4-EN2 Persentase Material Terpakai Berasal dari Proses Daur Ulang | Percentage of Material Used That Are Recycled
243
G4-EN3 Energi Terkonsumsi di Dalam Perusahaan | Energy Consumption within The Organization 247
G4-EN4 Energi Terkonsumsi di Luar Perusahaan | Energy Consumption Outside The Company 247
G4-EN5 Intensitas Energi | Energy Intensity 249
G4-OG2 Jumlah Investasi Dalam Energi Terbarukan | Total Amount Invested In Renewable Energy 246
G4-OG3 Jumlah Energi Terbarukan Yang Dihasilkan Oleh Sumber | Total Amount of Renewable Energy Generated by Source
246
G4-EN6 Pengurangan Konsumsi Energi | Reduction of Energy Consumption 245-249
G4-EN7 Efisiensi Kebutuhan Energi dalam Produk dan Jasa | Reduction in Energy Requirements of Products and Services
245-249
298 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 299 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
G4-EN11 Lahan Operasi di Dalam Atau Sekitar Kawasan Dilindungi | Operation Site In or Adjacent To Protected Area
249
G4-EN12 Dampak Signifikan Terhadap Keanekaragaman Hayati | Significant Impacts on Biodiversity 249
G4-OG4 Jumlah dan Persentase Situs Operasi Penting yang Risiko Keanekaragaman Telah Diukur dan Dipantau | Number and Percentage of Significant Operating Sites In Which Biodiversity Risk Has Been Assessed and Monitored
249
G4-EN13 Perlindungan Atau Restorasi Habitat | Habitat Protected or Restored 249-250
G4-EN14 Jumlah Spesies Dilindungi | Number of Protected Species 251
G4-EN15 Emisi Gas Rumah Kaca Langsung (GRK) (Scope 1) | Direct Greenhouse Gas (GHG) Emissions (Scope 1) 253
G4-EN16 Emisi GRK Bersumber Energi Tidak Langsung | Energy Indirect Greenhouse Gas (GHG) Emissions 253
G4-EN18 Intensitas Emisi GRK | Greenhouse Gas (GHG) Intensity 253
G4-EN19 Penurunan Emisi GRK | Reduction on Greenhouse Gas (GHG) Emissions 245-246, 251-255
IR2 Modal alam | Natural capital 238-255
Praktik ketenagakerjaan, kesehatan, dan keselamatan kerja, seperti kesetaraan gender dan kesempatan kerja, sarana dan keselamatan kerja, tingkat perpindahan (turnover) karyawan, tingkat kecelakaan kerja, pelatihan, dan lain-lain | Employment practices, occupational health and safety, including gender equality and equal work opportunity, work and safety facilities, employee turnover, work incident rate, training, etc
82-87, 266-281
G4-42 Proses Persetujuan dan Pengembangan Nilai atau Misi Perusahaan | Process to Approval and Development Value or Company’s Mission
66, 275
G4-LA1 Jumlah Pekerja Baru dan Tingkat Turnover | Number of New Employee and Turnover 270
G4-LA2 Manfaat untuk Pekerja | Benefit for Employee 271, 272
G4-LA5 Keterwakilan Pekerja dalam Komite Bersama K3 | Workforce Represented in Formal OHS Committee
277
G4-LA6 Jenis dan Tingkat Kecelakaan Kerja | Types and Rates of Injury 278
G4-OG13 Jumlah Kejadian Proses Keselamatan, Dengan Kegiatan Usaha | Number of Process Safety Events, by Business Activity
278
G4-LA7 Pekerja dengan Risiko Tinggi Kecelakaan Kerja | Workers with High Risk of Working Diseases 281
G4-LA8 Topik K3 dalam PKB | OHS Topics in CLA with Trade Unions 280-281
G4-LA9 Rerata Jam Pelatihan Per Pegawai Per Tahun | Average of Training Hours per Year per Employee 85-87, 273
G4-LA10 Program Pelatihan Ketrampilan Penunjang Akhir Karir | Program for Skills Management That Support Managing Career Endings
274
G4-LA11 Persentase Pegawai Penerima Penilaian Kinerja | Percentage of Employees Receiving Performance Review
274-275
Pengembangan sosial dan kemasyarakatan, seperti penggunaan tenaga kerja lokal, pemberdayaan masyarakat sekitar perusahaan, perbaikan sarana dan prasarana sosial, bentuk donasi lainnya, dan lain-lain | Social and community development, such as the use of local work force, empowerment of local communities, aid for public social facilities, social donations, etc
264, 282-292
G4-24 Daftar Pemangku Kepentingan | Stakeholders List 230-231
G4-25 Dasar Identifikasi dan Seleksi Pemangku Kepentingan | Basis for Identification and Selection of Stakeholders
230-231
300 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 301 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
G4-26 Proses Pendekatan pada Pemangku Kepentingan | Approach to Stakeholders’ Engagement 230-231
G4-27 Topik Kunci dan Respon Organisasi | Key Topics and Organization Response 230-231
G4-EC7 Pembangunan dan Dampak Investasi Infrastruktur | Development and Impact of Infrastructure Investment
287-290
G4-EC8 Dampak Ekonomi Tak Langsung | Indirect Economic Impacts 236, 264, 287-291
G4-SO1 Operasional Perusahaan dan Pengembangan Masyarakat Lokal | Company Operation and Local Community Development Program
284-286
G4-SO2 Operasional Perusahaan dengan Potensi Dampak Terhadap Masyarakat Lokal | Company Operation with Significant Impacts on Local Community
284-286
G4-SO11 Mekanisme Pengaduan Terkait Dampak Sosial | Grievance Mechanism For Society Impacts 286-287
IR5 Modal sosial | Society capital 282-292
IR7 Penciptaan nilai | Creating value 282-292
G4-12 Rantai Pasokan Organisasi | Organizational Supply Chain 264
G4-EC1 Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan | Direct Economic Value Generated and Distributed
260
G4-EC2 Implikasi Finansial Akibat Perubahan Iklim | Financial Implications due to Climate Change 261
G4-EC3 Kewajiban Perusahaan Terhadap Penyediaan Pensiun | Organization’s Defined Benefit Plan Obligations
262-263
G4-EC4 Bantuan Finansial dari Pemerintah | Financial Assistance Received from Government 261
G4-EC9 Proporsi Pemasok Lokal | Proportion on Local Suppliers 264
G4-PR3 Informasi Produk dan Jasa | Product and Service Information 61, 124, 264
G4-PR4 Jumlah Insiden Ketidaksesuaian Informasi Terkait Produk | Total number of Incidents of Non-compliance with Product Regulations
265
Emiten atau Perusahaan Publik dapat mengungkapkan informasi sebagaimana dimaksud dalam laporan keberlanjutan pada laporan tahunan atau laporan tersendiri | Issuers or the Public Company may impart information as referred to sustainability report in the annual report or in separate report
Bab tanggung jawab sosial dan lingkungan
perusahaan | Chapter of social and environmental responsibility of company
Laporan Keuangan Tahunan yang Telah Diaudit | Audited Annual Financial Statements
Surat Pernyataan Direksi tentang Tanggung Jawab Direksi atas Laporan Keuangan | Statement that the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the Financial Statement
305
Kesesuaian dengan peraturan Bapepam-LK No.VIII.G.11 tentang Tanggung Jawab Direksi atas Laporan Keuangan | Compliance with Bapepam-LK No.VIII.G.11 on Responsibilities of Directors Financial Statements
303-366
Opini auditor independen atas laporan keuangan | Independent auditor's opinion on the financial statements 308
Deskripsi auditor independen di opini | Description of the independent auditor in opinion 307-308
IR10 Keandalan & Kelengkapan | Reliability & Completeness 303-366
Laporan keuangan yang lengkap | Complete financial statement 303-366
IR9 Laporan Keuangan & Laporan Audited | Financial & Audited Statement 303-366
300 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 301 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tanggung Jawab Sosial & LingkunganSocial & Environmental Responsibility
Tata Kelola PerusahaanCorporate Governance
Pengungkapan dalam catatan atas laporan keuangan ketika entitas menerapkan suatu kebijakan akuntansi secara retrospektif atau membuat penyajian kembali pos-pos laporan keuangan, atau ketika entitas mereklasifikasi pos-pos dalam laporan keuangannya | Disclosure in the notes to the financial statements when an entity applies an accounting policy retrospectively or makes restatement of financial statement items, or when the entity reclassifies items in its financial statements
314-366
Perbandingan tingkat profitabilitas | Comparison of the level of profitability 309-310
Laporan arus kas | Statement of cash flow 313
Ikhtisar kebijakan akuntansi | Summary of accounting policies 319-335
Pengungkapan transaksi pihak berelasi | Disclosure of related party transactions 321
Pengungkapan yang berhubungan dengan Perpajakan | Disclosures related to Taxation 328-330
Pengungkapan yang berhubungan dengan Aset Tetap | Disclosures related to Fixed Assets 339-341
Perkembangan Terakhir Standar Akuntansi Keuangan dan Peraturan Lainnya | Latest Developments Financial Accounting Standards and Other Regulations
319-322
Pengungkapan yang berhubungan dengan Instrumen Keuangan | Disclosures related to Financial Instruments 303-366
Penerbitan laporan keuangan | Financial statements published 303-366
Tanda Tangan Dewan Komisaris dan Direksi | Board of Commissioners and Board of Directors Signatures
Tanda Tangan Dewan Komisaris dan Direksi | Board of Commissioners and Board of Directors Signatures
56-57
Tanda tangan dituangkan pada lembaran tersendiri | The signature as refer should be appended on separate sheet
56-57
Pernyataan bahwa Direksi dan Dewan Komisaris bertanggung jawab penuh atas kebenaran isi laporan tahunan | statement that all members of the Board of Commissioners and the Board of Directors are fully responsible for the accuracy of the Annual Report
56-57
Aspek Material dan Profil Pelaporan | Materiality Aspects and Reports Profile
G4-17 Daftar Entitas | List of Entities 7
G4-18 Proses Menentukan Isi Laporan dan Pembatasan | Process for Defining The Report Content and Boundaries
4
G4-19 Daftar Aspek Material | List of Material Aspects 4, 6
G4-20 Batasan Aspek Material di Dalam Organisasi | Aspect boundaries within organization 7
G4-21 Batasan Aspek Material di Luar Organisasi | Aspect Boundaries Outside Organization 7
G4-22 Pernyataan Kembali | Restatement 2
G4-28 Periode Pelaporan | Reporting Period 7
G4-29 Tanggal Penerbitan Laporan Terdahulu | Date of Most Recent Previous Report 7
G4-30 Siklus Pelaporan | Reporting Cycle 7
G4-32 Indeks Isi GRI | GRI Content Index 8
G4-33 Penjaminan | Assurance 8
G4-48 Pengesahan Pelaporan | Reports Approval 5, 8
Tentang Laporan IniAbout The Annual Report
Pencapaian KamiPencapaian Kami
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
302 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 303 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
Laporan KeuanganFinancial Statements
LAPoRAN KEUANGANFinancial Statements
PT Pertamina Geothermal Energy
302 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 303 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
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Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
366 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 367 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
APD | PPE Alat Pelindung Diri | Personal Protective Equipment
APSA Annual Pertamina Subsidiary Award
BD Business Development
BOEPD Barrels of Oil Equivalent Per Day
CER Certified Emission Reduction
CDM Mekanisme Pembangunan Bersih | Clean Development Mechanism
COD Tanggal Operasi Komersial | Commercial Operation Date
CSS Corporate Shared Service
CSR Tanggung Jawab Sosial Perusahaan | Corporate Social Responsibility
EBT| NRE Energi Baru dan Terbarukan | New and Renewable Energy
EPC Engineering, Procurement and Construction
FEED Front End Engineering Design
FGD Focus Group Discussion
GCG Tata Kelola Perusahaan yang Baik | Good Corporate Governance
GRK | GHG Gas Rumah Kaca | Greenhouse Gas
K3 | OHS Keselamatan dan Kesehatan Kerja | Occupational Health and Safety
K3L | HSSE Kesehatan, Keselamatan, Keamanan dan Lingkungan | Health, Safety, Security and Environment
Glossary
/ Daftar Istilah
KOB | JOCs Kontrak Operasi Bersama | Joint Operation Contracts
KPI Key Performance Indicator
KURS Kerja Ulang Reparasi Sumur | Rework of Reparation Wells
NBD Non Business Development
PJBL Perjanjian Jual Beli Listrik | Energy Sales Contract
PJBU Perjanjian Jual Beli Uap | Steam Sales Contract
PLTP Pembangkit Listrik Tenaga Panas Bumi | Geothermal Power Plant
PKB | CLA Perjanjian Kerja Bersama | Collective Labor Agreement
RKAP Rencana Kerja dan Anggaran Perusahaan | Work Plan and Budget
RUPS | GMS Rapat Umum Pemegang Saham | General Meeting of Shareholders
SGS Steam Gathering System
TRIR Total Recordable Incident Rate
WBS Whistleblowing System
WKP Wilayah Kuasa Pengusahaan | Working Areas
Pencapaian KamiOur Achievement
Laporan Dewan Komisaris & Direksi Board of Commissioners’ & Board of Directors' Report
Tentang Kami About Us
368 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 369 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Tentang Laporan IniAbout The Report
Profil Anda Your Profile
Nama LengkapFull Name
................................................................................................................
PekerjaanOccupation
................................................................................................................
Nama Lembaga/PerusahaanInstitution/Company’s Name
................................................................................................................
Golongan Pemangku KepentinganGroup of Stakeholder
Feedback Form
/ Lembar Umpan Balik
Laporan ini merupakan Laporan Tahunan Terintegrasi 2015
PT Pertamina Geothermal Energy, yang merupakan laporan
terpadu untuk memberikan gambaran kinerja keuangan dan
keberlanjutan. Kami mengharapkan masukan, kritik dan saran
dari Bapak/Ibu/Saudara.
This is the Annual Integrated Report 2015 of PT Pertamina
Geothermal Energy that provides an overview of financial and
sustainability performance. We are looking forward to receive any
inputs, critics and suggestions from you.
1. Laporan ini sudah menggambarkan informasi aspek material bagi Perusahaan.
The report has illustrated information on the Company’s material aspect.
2. Laporan ini sudah menggambarkan informasi positif dan negatif Perusahaan.
The report has described positive and negative information of the Company.
3. Laporan ini mudah dimengerti.
The report is comprehensible.
5. Mohon berikan saran/usul/komentar anda atas laporan ini.
Please provide recommendations/suggestions/comments to this report.
..........................................................................................................................................................................................
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4. Aspek material apa yang paling penting bagi anda: (nilai 1=paling penting s/d 8=paling tidak penting)
Material aspect(s) which is (are) the most important to you: (score 1=most important up to 8=Least important)
tidak setuju disagree netral neutral setuju agree
tidak setuju disagree netral neutral setuju agree
• EnergiEnergy• KomunitasLokalLocal Community • KesehatandanKeselamatanKerja(K3)Occupational Health & Safety• KeanekaragamanHayatiBiodiversity• KinerjaEkonomiEconomic Performance• EmisiEmission• PendidikandanPelatihanEducation and Training• MekanismePenyampaianKeluhanDampakPadaKomunitas
Mechanism of Complaints on Impacts to Community
tidak setuju disagree netral neutral setuju agree
PemerintahGovernment
LSMNGO
IndustriIndustry
PerusahaanCorporate
MasyarakatCommunity
Lainnya, mohon sebutkan...Others, please specify.....
Mohon kirimkan kembali lembar umpan balik kepada :Please return this feedback form to:
PT Pertamina Geothermal EnergyCorporate SecretaryMenara Cakrawala lantai 11Jl.MH.ThamrinNo.9-Jakarta10340Tel:+622139833222Fax:+622139833230Email : pcc@pertamina.comwww.pge.pertamina.com
Analisa dan Pembahasan ManajemenManagement Analysis and Discussion
Tata Kelola PerusahaanCorporate Governance
Tanggung Jawab Sosial & LingkunganSocial & Environment Responsibility
368 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report 369 Laporan Tahunan Terintegrasi 2015 Annual Integrated Report
Laporan KeuanganFinancial Statements
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