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To enlight the whole country are both chance and challenge for us.
As the sole utility state owned enterprise, we determinated to illuminate throughout
the remote areas of Indonesia as stated in companys mission.
To implement the missions, we believe that only by running such operational based
on good corporate governance best practices, by promoting professionalism and
apply the principle of transparency, accountability, responsibility, independencies and
fairness consistently, our determination to illuminate the archipelago will be realize.
We respond our determination to illuminate country by improving and managing
clearer, clean and accountable business process to accelerate utilities infrastructure,
that will brought us to strong company.
We believe that
brighter is better.
hvh
01
PENINGKATAN KUALITAS
PRAKTIK TERBAIK GCG
Improvement of GCG Best
Practices
85,53%*
83,35%
Nilai
Penerapan
GCG
77,90%
GCG
Assessment
Score
2012
2011
2010
* Nilai penyesuaian
* Adjusted score
02
Proses Pengadaan
yang lebih efektif
dan efisien
03
PENGELOLAAN
KEUANGAN YANG LEBIH
AKUNTABEL
34,45
35,37
2012
2011
37,92
Perputaran
Piutang
Usaha (kali)
Receivable
Turn-Over
(times)
2010
04
Pengembangan dan
Akselerasi Infrastruktur
yang berkelanjutan
Sustainable infrastructure
development and acceleration
Daya Mamp
Kapasitas Terpasang
Installed Capacity
12,41%
Power Grid
10,29%
Menjadi 28,0
To 28,068 M
W
68 MW
Menjadi 32.901 MW
To 32,901 MW
10
Panjang Jaringan
Transmisi
Transmission Lines
3,75%
Panjang Jaringan
si
Distribu
n Lines
Distributio
9,20%
1.956,58 kms
Naik 9,20% menjadi 74
956,58 kmc
Increased 9,20% to 74
1.
11
05
Peningkatan Efisiensi
Operasional dan
Kualitas Layanan
Increasing operational efficiency
and service quality
12
Rasio Elektrioifikasi
Electrification Rat
76,16%*
* Termasuk pelanggan
non-PLN
stomer
13
DAFTAR ISI
Table of Contents
14
Halaman Pa
ge
152
jemen
alisis Mana
n dan An
Pembahasa
t Discussion
Managemen
is
and Analys
Halaman
70
an Usaha
ngembang
Program Pe opment Program
Halaman Pa
ge
80
Kinerja K
e
u
a
n
gan
F
inancial
Page
Perform
a
nce
el
Business Dev
15
Ikhtisar
Keuangan
Financial Highlights
dalam Rp miliar in Rp billion
IKHTISAR POSISI KEUANGAN OVERVIEW OF FINANCIAL POSITION
ASET TIDAK LANCAR NON-CURRENT ASSETS
Aset Tetap - Bersih Fixed Assets - Net
Pekerjaan dalam pelaksanaan Construction in Progress
ASET LANCAR CURRENT ASSETS
Kas dan setara kas Cash and cash equivalents
Piutang usaha - Bersih Trade accounts receivables - Net
Piutang subsidi listrik Receivables on electricity subsidy
Persediaan - Bersih Inventories - Net
JUMLAH ASET TOTAL ASSETS
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Utang sewa pembiayaan Lease liabilities
Utang bank dan surat utang jangka menengah
Bank loans and medium term notes
Utang obligasi Bonds payable
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
JUMLAH LIABILITAS TOTAL LIABILITIES
TOTAL EKUITAS TOTAL EQUITY
MODAL KERJA BERSIH NET WORKING CAPITAL
Investasi pada entitas asosiasi dan ventura bersama
Investment in associates and joint ventures
IKHTISAR LABA RUGI KOMPREHENSIF
OVERVIEW OF STATEMENTS OF COMPREHENSIVE INCOME
PENDAPATAN USAHA REVENUES
Penjualan tenaga listrik Sale of electricity
Subsidi listrik pemerintah Governments electricity subsidy
LABA USAHA OPERATING PROFIT
LABA SEBELUM PAJAK INCOME BEFORE TAX
BEBAN PAJAK TAX EXPENSE
LABA TAHUN BERJALAN DAN JUMLAH LABA KOMPREHENSIF
INCOME FOR THE YEAR AND TOTAL COMPREHENSIVE INCOME
Laba tahun berjalan dan jumlah laba komprehensif yang dapat diatribusikan kepada:
Income for the year and total comprehensive income attributable to:
Pemilik entitas induk (Laba Bersih) Owners of the Company
Kepentingan Non Pengendali Non-controlling interest
Jumlah Total
LABA PER SAHAM DASAR (dalam Rupiah penuh)
BASIC EARNINGS PER SHARE (in full Rupiah amount)
Rasio-Rasio (dalam Persen)
Ratios (in percentage)
RASIO LIKUIDITAS LIQUIDITY RATIO
2012
472.066
358.024
102.810
68.640
22.640
3.852
20.566
16.738
540.706
315.503
107.609
54.272
2011*
409.530
302.490
98.057
58.252
22.088
3.505
12.102
15.654
467.783
258.219
77.690
46.003
2010*
361.327
247.561
106.840
44.773
19.717
2.875
9.359
9.927
406.100
208.590
61.406
36.400
67.251
74.603
390.106
150.600
(5.963)
1.625
55.908
63.550
321.770
146.013
(5.298)
1.143
46.656
55.397
263.987
142.114
(10.623)
883
2012
2011
2010
232.656
126.722
103.331
29.541
1.032
2.174
3.206
208.018
112.845
93.178
22.378
5.515
(89)
5.426
162.375
102.974
58.108
20.683
11.753
(1.406)
10.347
3.208
(3)
3.206
69.451
5.426
(0)
5.426
117.594
10.347
6
10.347
224.278
2012
2011
2010
92,01
91,66
80,82
30,35
34,76
35,59
72,15
68,79
65,01
259,04
220,37
185,76
23,31
19,83
12,88
2,53
4,81
10,05
2,13
3,72
0,59
1,16
10,59
10,32
9,62
37,42
29,27
28,24
7,28
2,55
0,38
0,41
0,42
0,97
1,04
1,44
*) Penyajian kembali (restated) Laporan Keuangan tahun 2010 dan 2011 atas penerapan ISAK 8
*) Restated Financial Statements 2010 and 2011 after applying ISAK 8
16
IKHTISAR UTAMA
HIGHLIGHTS
540,71
150,60
146,01
142,11
12
11
10
467,78
Pertumbuhan Total
Aset (Rp triliun)
406,10
Total Ekuitas
(Rp triliun)
Total Equity
(Rp trillion)
12
11
10
232,65
390,11
321,76
Pertumbuhan
Liabilitas (Rp triliun)
263,98
Liability Growth
(Rp trillion)
208,01
162,38
Pertumbuhan
Pendapatan (Rp triliun)
Revenue Growth
(Rp trillion)
12
126,72
11
112,84
12
10
22,37
Laba Usaha
(Rp triliun)
Sale of electricity
(Rp trillion)
Operating Profit
(Rp trillion)
11
10
29,54
102,97
Penjualan Tenaga
Listrik (Rp triliun)
12
11
10
12
11
20,68
10
17
Ikhtisar
OPERASIONAL
Operational Highlights
Keterangan Description
Unit
2012
2011
2010
MW
32.901
29.268
26.895
Penjualan Sales
GWh
173.991
157.993
147.297
GWh
131.684
128.853
123.477
GWh
18.071
13.886
8.233
Pembelian Purchase
GWh
50.563
40.682
38.076
GWh
200.318
183.421
169.786
9,21
9,41
9,70
jam/pelanggan/tahun
hour/customer/year
3,85
4,71
6,96
kali/pelanggan/tahun
times/customer/year
4,22
4,90
6,82
ribu pelanggan
thousand customers
49.795
45.895
42.435
MVA
83.898
75.189
67.439
kms
38.096
36.719
35.146
MVA
71.615
65.669
47.615
46.296
PRODUKSI PRODUCTION
Orang Personel
47.976
cana
secara terukur dan teren
Investasi yang dilakukan
a
erj
n peningkatan kin
membuat PLN mencatatka
naikan daya terpasang,
operasional, meliputi: ke
e penjualan listrik, susut
jumlah pelanggan, volum
indeks gangguan.
jaringan dan penurunan
to book
rable investment led PLN
The planned and measu
prising
tional performance, com
achievements in opera
tomers,
capacity, number of cus
the increase in installed
ork losses
es, and decrease in netw
volume of electricity sal
and disruption index.
18
IKHTISAR UTAMA
HIGHLIGHTS
32.901
29.268
173.991
26.895
157.993
Penjualan (GWh)
Sales (GWh)
12
131.684
11
128.853
10
12
11
10
123.477
9,21
9,41
9,70
12
11
10
Produksi Sendiri
(GWh)
12
11
10
6,82
6,96
SAIDI
(jam/pelanggan/
tahun)
147.297
SAIFI
(kali/pelanggan/
tahun)
4,71
3,85
SAIDI
(hour/customer/year)
4,22
4,90
SAIFI
(times/customer/year)
12
11
10
12
11
10
19
OBLIGASI
Bonds
Daftar efek domestik yang diterbitkan pln dan belum jatuh tempo
List of Outstanding Domestic Bonds
Nama Name
Nominal
Value
Tanggal Terbit
Tenor
Date of Issuance (Tahun)
Tenor
(In
Year)
Kupon Peringkat
Rating
Coupon
OBLIGASI
Obligasi PLN VII 2004 PLN VII 2004 Bonds
IDR
1.500.000.000.000
11 November 2004
10
11 November 2014
12,25% idAA+
Obligasi PLN VIII 2006 SERI A PLN VIII 2006 Series A Bonds
IDR
1.335.100.000.000
10
13,60% idAA+
Obligasi PLN VIII 2006 SERI B PLN VIII 2006 Series B Bonds
IDR
865.000.000.000
15
13,75% idAA+
IDR
200.000.000.000
10
IDR
1.500.000.000.000
10
10,40% idAA+
IDR
1.200.000.000.000
15
10,90% idAA+
IDR
300.000.000.000
10
IDR
1.015.000.000.000
14,75% idAA+
IDR
425.000.000.000
15,00% idAA+
IDR
293.000.000.000
IDR
467.000.000.000
IDR
920.000.000.000
11,95% idAA+
IDR
1.783.000.000.000
12,55% idAA+
IDR
130.000.000.000
11,95% idAA+
IDR
167.000.000.000
12,55% idAA+
Obligasi PLN XII 2010 SERI A PLN XII 2010 Series A Bonds
IDR
645.000.000.000
9,70% idAA+
Obligasi PLN XII 2010 SERI B PLN XII 2010 Series B Bonds
IDR
1.855.000.000.000
12
10,40% idAA+
IDR
160.000.000.000
9,70% idAA+
IDR
340.000.000.000
12
10,40% idAA+
IDR
4,5
2,50% idAA+
MTN PLN I TAHUN 2008 SERI J MTN PLN I Series J Bonds 2008 IDR
15 Desember
December 2013
2,50% idAA+
20
IKHTISAR UTAMA
HIGHLIGHTS
Daftar Efek Internasional yang Diterbitkan Pln dan Belum Jatuh Tempo
List of Outstanding International Bonds
Nama Name
Nominal
Value
Tanggal Terbit
Tenor
Date of Issuance (Tahun)
Tenor
(In Year)
Kupon
Coupon
Peringkat
Rating
OBLIGASI
GLOBAL BOND I TAHUN 2006 Tr. B
US$
10
7,7500%
BB/Ba1
10
7,2500%
BB/Ba1
30
7,8750%
BB/Ba1
US$
10
7 Agustus 2019
8,0000%
BB/Ba1
US$
10
7,75%
BB/Ba1
US$
10
22 November 2021
5,50%
BB/Ba1
US$
30
24 Oktober 2042
5,25%
BB/Baa3/BBB-
Catatan:
BB berdasarkan Lembaga Pemeringkat Standard & Poors
Ba1 berdasarkan Lembaga Pemeringkat Moodys
Disajikan dalam nilai penuh
Notes:
BB based on Standard & Poors rating
Ba1 based on Moodys rating
Presented in full amount
21
RANGKAIAN
PERISTIWA PENTING
Significant Events
22
JANUARI
9 Januari 2012
PT PLN (Persero) mengadakan Rapat
Umum Pemegang Obligasi (RUPO)
dan Rapat Umum Pemegang Sukuk
Ijarah (RUPSI) PLN dalam rangka
implementasi PSAK 30, ISAK 8 dan
ISAK 16
JANUARY
January 9, 2012
PT PLN (Persero) held a general
meeting of bondholders and
general meeting of sharia
bondholders in order to implement
PSAK (Indonesian GAAP) 30, ISAK 8
and 16.
31 Januari 2012
Perkuat Kemitraan dengan
Dunia Usaha, PLN tandatangan
MoU dengan APINDO
Direktur Utama PLN, Nur Pamudji
dan Ketua Asosiasi Pengusaha
Indonesia (APINDO), Sofyan Wanandi,
melakukan penandatanganan MoU
(Memorandum of Understanding)
mengenai kerjasama peningkatan
komunikasi / pertukaran informasi
dan upaya peningkatan pelayanan
serta kerjasama pelaksanaan kegiatan
in-house training berjenjang.
FEBRUARI
2 Februari 2012
Dua sirkuit Saluran Udara Tegangan
Tinggi (SUTT) 150 kV Lontar New
Tangerang beroperasi, PLN dapat
menghemat pemakaian BBM sekitar
Rp488 miliar per bulan.
FEBRUARY
February 2, 2012
Two circuits of the 150 kV
Transmission Line Lontar New
Tangerang started its operation,
PLN is to able to save fuel oil usage
worth approximately up to Rp488
billion a month.
6 Februari 2012
Menteri ESDM Jero Wacik
meresmikan PLTU Tanjung Jati B
Unit 4 yang berkapasitas 662 MW.
Pembangkit ini terletak di desa
Tubanan, kecamatan Kembang,
Jepara Jawa Tengah.
February 6, 2012
Jero Wacik, Minister of Energy and
Mineral Resources inaugurated
Steam Power Plant (PLTU) Tanjung
Jati B unit 4 with capacity amounting
to 662 MW. This plant is located in
Tubanan village, Kembang District,
Jepara Central Java.
IKHTISAR UTAMA
HIGHLIGHTS
27 Februari 2012
PT PLN (Persero) dan Garuda
Maintenance Facility Aero Asia (PT
GMF AeroAsia) melakukan kerjasama
dalam hal pemeliharaan mesin
pembangkit listrik.
MARET
5 Maret 2012
PT PLN (Persero) telah berhasil
membuat pulau Mansinam yang
terletak di distrik Manokwari Timur,
Kabupaten Manokwari, Propinsi
Papua Barat, menjadi terang
benderang selama 24 jam
MARCH
March 5, 2012
PT PLN (Persero) succeeded to make
Mansinam Island, East Manokwari,
Manokwari Regency, West Papua,
luminous for 24 hours.
6 Maret 2012
PT PLN (Persero) menjalin kerjasama
dengan Transparency International
Indonesia (TII) dalam hal penerapan
Good Corporate Governance (GCG)
dan anti korupsi dalam penyediaan
tenaga listrik
March 6, 2012
PT PLN (Persero) established
cooperation with Transparency
International Indonesia (TII) in the
field of Good Corporate Governance
(GCG) implementation and anti
corruption in electricity provision.
APRIL
12 April 2012
Sinergi pemenuhan kebutuhan listrik
seluruh kawasan pelabuhan antara
PT PLN (Persero) dan PT Pelabuhan
Indonesia II (IPC). Nota Kesepahaman
ditandatangani oleh Direktur Utama
PT PLN (Persero) Nur Pamudji dengan
Direktur Utama Pelindo II, R.J. Lino
APRIL
April 12, 2012
Synergy in the fulfillment of
electricity needs across seaport
areas between PT PLN (Persero)
and PT Pelabuhan Indonesia
II (IPC). The Memorandum of
Understanding was signed by PT
PLN (Persero) President Director
Nur Pamudji and PT Pelindo II
President Director R.J. Lino.
23
24
MEI
10 Mei 2012
Pelanggan Listrik Prabayar mencapai
5 juta, PLN tercatat sebagai
perusahaan listrik dengan Jumlah
Pelanggan Prabayar terbesar di dunia
MAY
May 10, 2012
Total of PLNs prepaid customers
reached 5 millions, making PLN an
electricity Company with the largest
prepaid customers in the world.
16 Mei 2012
Kesepakatan kerjasama PT PLN
(Persero) dengan Pusat Investasi
Pemerintah (PIP) untuk mendukung
pengembangan proyek-proyek
kelistrikan memanfaatkan energi
baru dan terbarukan (Energi Baru dan
Terbarukan ).
JUNI
8 Juni 2012
PT PLN (Persero) dan PT Siemens
Industrial Power (SIP) sepakat
menjalin kerjasama penyediaan
turbin dan generator untuk
Pembangkit Listrik Tenaga Uap (PLTU)
milik PLN.
JUNE
June 8, 2012
PT PLN (Persero) and PT Siemens
Industrial Power (SIP) agreed to
undertake cooperation in supplying
turbines and generators for PLNs
Steam Power Plants.
JULI
10 Juli 2012
PT PLN (Persero) menjalin
kerjasama sekaligus membangun
sinergitas antar BUMN dengan
PT Surveyor Indonesia (Persero)
dalam hal pemastian kesesuaian
(Independence Assurance)
infrastruktur ketenagalistrikan yang
meliputi pembangkit, jaringan, dan
gardu induk.
JULY
July 10, 2012
PT PLN (Persero) engages in
cooperation and builds synergy
between State Owned Enterprises
and PT Surveyor Indonesia
(Persero) in terms of independence
assurance of electricity infrastructure
comprising power plants,
transmission and substations.
IKHTISAR UTAMA
HIGHLIGHTS
AGUSTUS
1 Agustus 2012
Direktur Utama PLN Nur Pamudji
bersama dengan Bupati Jayawijaya,
John Wempi Wetipo, dan Bupati
Kabupaten Yahukimo, Ones Pahabol,
menandatangani prasasti tanda
dimulainya pembangunan PLTA
Baliem berkapasitas 50 MW, di
Wamena Propinsi Papua
AUGUST
August 1, 2012
PLN President Director Nur Pamudji,
Jayawijaya Regent John Wempi
Wetipo and Yahukimo Regent
Ones Pahabol signed a plaque
commemorating the establishment
of Hydro Power Plant Baliem with
capacity of 50 MW in Wamena, Papua.
OKTOBER
3 Oktober 2012
PT PLN (Persero) memaksimalkan
energi yang berasal dari Pembangkit
Listrik Tenaga Surya (PLTS) untuk
menerangi Kabupaten Rote
Ndao, Nusa Tenggara Timur yang
merupakan pulau terluar yang
berada di sebelah selatan Indonesia
dan berbatasan langsung dengan
Australia. PT PLN (Persero) segera
memperluas jaringan di Pulau Rote
untuk memenuhi permintaan listrik
masyarakat, sekaligus mendukung
perkembangan sektor pariwisata.
OCTOBER
October 3, 2012
PT PLN (Persero) maximized energy
generated from Solar Power Plants
for the lighting in Rote Ndao,
East Nusa Tenggara, which is the
southern most island of Indonesia
and borders to Australia. PT PLN
(Persero) immediately expanded the
network in Rote Island to meet the
electricity demands of the locals,
while supporting the development
of tourism.
9 Oktober 2012
Pulau Maitara sebagai Pulau
pertama di Indonesia yang 100%
penduduknya menggunakan
Listrik Pintar.
October 9, 2012
Maitara Island is the first island in
Indonesia where all of its population
used Listrik Pintar.
19 Oktober 2012
Kabupaten Banggai Kepulauan
(Bangkep), Provinsi Sulawesi
Tengah dikukuhkan oleh MURI
(Museum Rekor Indonesia) sebagai
Kabupaten Kepulauan pertama
di Indonesia yang menggunakan
Listrik Pintar 100%.
25
26
21 Oktober 2012
Peringatan Hari Listrik
Nasional ke-67
Puncak Acara Hari Listrik Nasional
ke 67 - jalan sehat dan sepeda
santai oleh ribuan pegawai PLN
se-Jabodetabek yang dilepas secara
langsung oleh Direktur Utama PLN,
Nur Pamudji.
29 Oktober 2012
PLN Terbitkan Buku Panduan
Memahami Gratifikasi
Sejalan dengan program PLN Bersih
yang saat ini sedang dilaksanakan di
internal PLN, maka PLN menerbitkan
buku mengenai Panduan
Memahami Gratifikasi.
NOVEMBER
14 November 2012
Launching PLN Corporate
University
PT PLN me-launching PLN Corporate
University di PT PLN (Persero)
Pusdiklat sebagai langkah awal
menuju learning organization yang
berkelanjutan dan mendorong
munculnya para pemimpin PLN masa
depan yang profesional, maupun
memiliki sertifikat atau kompetensi
nasional/internasional.
NOVEMBER
November 14, 2012
PLN Corporate University
Launching
PT PLN launched PLN Corporate
University at PT PLN (Persero)
Education and Training Center
(Pusdiklat) as the first step toward
a sustainable learning organization
to encourage the emergence of
PLNs future professional leaders
who are certified or nationally or
internationally competent.
30 November 2012
2 mobil Evina di pameran IJIC
2012
Evina kependekan dari Electric
Vehicle Indonesia adalah mobil
listrik nasional yang digagas PT PLN
(Persero) dengan PT Sarimas Ahmadi
Pratama (SAP), dipamerkan pada
acara Indonesia Japan Innovation
Convention 2012 (IJIC).
IKHTISAR UTAMA
HIGHLIGHTS
DESEMBER
21 Desember 2012
Deklarasi PLN Bersih
Direktur Utama PLN, Nur Pamudji,
Direktur Pencegahan dan
Pendidikan Anti Korupsi KPK, Dedie
A. Rachin dan Sekjen Transparency
Internasional Indonesia (TII),
Natalia Subagyo menandatangani
Deklarasi PLN Bersih, di PLN Kantor
Pusat Jakarta.
21 Desember 2012
Kenaikan Tarif Tenaga Listrik
Telah diterbitkan Peraturan Menteri Energi dan Sumber Daya
Mineral No 30 Tahun 2012 tentang Tarif Tenaga Listrik Yang
Disediakan Oleh Perusahaan Perseroan (Perseroan) PT PLN,
yang mulai diberlakukan terhitung tanggal 1 Januari 2013.
DECEMBER
December 21, 2012
PLN Bersih Declaration
PLN President Director Nur Pamudji,
Director of Prevention and Anti
Corruption Education of Corruption
Eradication Commission (KPK) Dede
A. Rachin and Secretary General of
Transparency International Indonesia
(TII) Natalia Subagyo signing of PLN
Bersih (Clean PLN) held at PLNs
headquarters in Jakarta.
21 Desember 2012
PLN dapat Pinjaman Rp8,5
triliun dari Sindikasi Bank
Nasional
Untuk kebutuhan investasi
kelistrikan tanah air, PLN menerima
pinjaman sejumlah Rp8,5 triliun dari
sindikasi kredit 4 Bank yaitu Bank
BRI, Mandiri, BCA, dan Bank BNI.
26 Desember 2012
PLN Tandatangani Head of
Agreement Pembelian LNG 23,96 juta
Metrik Ton dengan BP Berau Ltd
27
PENGHARGAAN
DAN SERTIFIKASI
Awards and Certifications
28
PENGHARGAAN
AWARDS
19 Mei
Penghargaan dari ajang ICCA Award
May 19
Winning Awards in ICCA Award
PLNs Contact Center 123 received the award of The Best Business
Contribution, and The Best Contact Center Operation, winning
silver medal and bronze medal respectively, in the ICCA Award.
27 Mei
Penghargaan MURI untuk PLN Bangka
May 27
MURI Award for PLN Bangka
IKHTISAR UTAMA
HIGHLIGHTS
20 Juni
Penghargaan BUMN Marketing Day 2012
June 20
BUMN Marketing Day 2012 Awards
19 Oktober
Penghargaan MURI untuk PLN Sulawesi
Tenggara
October 19
Indonesian Records Museum (MURI) Awards
for PLN Southeast Sulawesi
29
30
24 Oktober 2012
21 November 2012
24 Desember 2012
IKHTISAR UTAMA
HIGHLIGHTS
SERTIFIKASI
CERTIFICATION
Deskripsi
Description
Jumlah 2012
Total 2012
ISO 14001:2004
ISO 9001:2000
ISO 9001:2008
68
SMK 3
39
14
18
SLO
14
BSN 401-2000
SNI/ISO/IEC 17201:2008
1
168
31
MEN
ANAJE
M
LAPORAN
MANAGEMENT REPORT
32
Kami
beroperasi
dengan
semakin
Perubahan
struktur
organisasi,
efisien,perubahan
terukur dan
terarah
diikuti
mindset
berkat
kami
jajaran konsistensi
SDM untuk yang
memberi
karya
terbaik,
pengembangan
jalankan
dalam
menegakkan
transaksi bisnis
berbasisdan
transparansi
pengelolaan
IT, peningkatan
standar
peningkatan
akuntabilitas
operasional sistem distribusi
pelaksanaan proses bisnis sesuai
dan bauran sumber energi
dengan
cetak biru
restrukturisasi
pembangkitan
yang
memberi
korporasi
yang memberi
arah jelas
hasil peningkatan
efisiensi
bagi
pengembangan
usaha dengan
operasional
untuk mendukung
pengembangan
usaha.
tujuan
meningkatkan
kualitas
layanan kepada pelanggan dan
TERANG
LEBIH BAIK
menunjukkan kinerja terbaik
kepada
pemangku kepentingan
33
LAPORAN
DEWAN
KOMISARIS
BOARD OF COMMISSIONERS REPORT
i re k s i
D
a
w
h
i ba
nak an
a
a
l
i
s
n
k
e
a
l
e
m
misaris rannya telah m k dan
o
K
n
a
w
De
ruh jaja an dengan bai g baik
u
l
e
s
a
t
beser
e r u s a h a t a t a ke l o l a y a n
p
n
a
a
l
p e n g e l o e n u h i k a i d a h o l e h p e ro l e h a n A A
ri
n
em
te l a h m a n a d i t u n j u k k a d e n g a n k ate g o
m
T
s e b a g a i s e h at a n S E H A
ke
d
he B oar
t
t i n g k at
t
a
h
t
view
the
the
anaged
ers is of
m
n
e
io
v
s
a
is
h
mm
as
e l ow
rd of Co
e r n a n ce
levels b
v
l
o
l
g
a
e
h
t
it
Th e B o a
a
gw
por
sified as
o o d co r
s
to r s a l o n
g
a
c
l
e
c
e
h
ir
t
h
D
t
ic
f
e
o
wh
ell and m
ealth of
w
h
y
f
n
o
a
l
p
e
v
co m
e le
ted in th
a
y
r
t
s
n
o
c a te g o r
dem
A
A
h
it
y w
a health
34
YOGO PRATOMO
35
35
36
Kinerja Operasional
Operational Performance
LAPORAN MANAJEMEN
MANAGEMENT REPORT
Kinerja Keuangan
Financial Performance
37
38
Issue to Address
The efforts to lower the BPP are strategic steps which must
becomethe first priority, as it would be able to minimize the pressure
of thegovernments electricity subsidy.
Sampai dengan saat ini BPP belum dapat sepenuhnya ditekan karena
Perseroan dalam memproduksi listrik masih menggunakan Bahan Bakar
Minyak (BBM) yang relatif mahal. Hal tersebut terjadi selain sebagai akibat
pelaksanaan program bebas pemadaman dan penambahan pelanggan
di daerah isolated dengan dioperasikannya beberapa pembangkit
dengan menggunakan BBM juga karena tidak terpenuhinya jadwal
operasi beberapa proyek pembangkit non BBM pada waktunya.
So far, the basic cost of production (BPP) has not yet been
fullyminimized, as the Company still relies on oil-based fuels which
arerelatively costly in producing electricity. This is not only because
of rolling outages cessation and the increase of customers in isolated
areas by operating some oil plants, but also the delay to the scheduled
operations of several 10.000MW non-oil power plants.
Given that nearly 70% of the Companys expenses were for oilfuel
costs, consequently the Company must have control over the
supply of primary energy to compose better fuel mix andreduce
basic cost of electricity production, which will ultimately
reduceelectricity subsidy.
LAPORAN MANAJEMEN
MANAGEMENT REPORT
39
40
Komite Audit
Audit Committee
LAPORAN MANAJEMEN
MANAGEMENT REPORT
OJK serta telah memasuki periode kedua masa bakti saudara Lutfi
Hamid. Selanjutnya saudara Andin Hadiyanto dan saudara Jarman
mulai bertugas sebagai Komisaris Perseroan masing-masing sejak
tanggal 3 Oktober dan 26 November 2012.
PENUTUP
CLOSING
Komisaris Utama
President Commissioner
PT PLN (Persero)
Yogo Pratomo
41
LAPORAN
DIREKSI
The Board of Directors Report
nerapan program
pe
n
da
a
an
nc
re
te
ng
Investasi ya
es bisnis membuat
os
pr
n
ka
ai
rb
pe
a
rt
se
s
priorita
operasional yang
a
rj
ne
ki
an
tk
ta
ca
en
m
PLN
yang sehat serta
an
ng
ua
ke
i
is
nd
ko
,
ik
semakin ba
bangan usaha
em
ng
pe
an
pu
am
m
ke
memiliki
dalam jangka panjang
ogram
ementation of priority pr
pl
im
t,
en
stm
ve
in
d
ne
Well plan
enabled PLN to achieve
all
t,
en
em
ov
pr
im
s
es
oc
and business pr
ancial conditions and
fin
g
on
str
,
ce
an
rm
rfo
pe
better operational
siness in a long term
ability to develop the bu
42
LAPORAN MANAJEMEN
MANAGEMENT REPORT
NUR PAMUDJI
43
43
44
Respected Stakeholders,
In 2012, PLN consistently realized the short-term priority programs
through the implementation of carefully designed and prepared
strategic initiatives. Those priority programs are part of the Companys
long-term development plan, which serves as the reference for
the management and all levels of PLN in supporting the growth
of the national economy as the Company grows to have worldclass operational performance, continuously improves financial
performance and provides optimal benefits to all stakeholders.
Aspek Pemasaran
Marketing
Electricity sales growth was in line with the growth in the number
of customers, which rose by 3.9 million or an increase of 8.5% from
2011, making a total of 49,795,249 customers. Such increase in the
number of customers made the national electrification ratio reaching
76.16% (including non-PLN customers), up 74.28% from the previous
year. As an example, Bunyu Island on Borneo has recorded a 100%
electrification ratio in 2012.
LAPORAN MANAJEMEN
MANAGEMENT REPORT
Tambahan pasokan daya listrik dari pembangkit milik PLN (program FTP-1
dan Pusat Pembangkit reguler) dan Pusat Pembangkit swasta dalam
skema IPP, serta sewa pembangkit membuat total kapasitas terpasang
meningkat 22,02% dari tahun sebelumnya, menjadi sebesar 47.571 MW.
Kapasitas pembangkit milik PLN adalah sebesar 32.901,5 MW, naik 12,4%
dari tahun sebelumnya dan berkontribusi sebesar 69,16% dari total
pembangkit nasional di tahun 2012. Untuk mengimbangi peningkatan
permintaan tenaga listrik dan meningkatkan rasio elektrifikasi menjadi
sebesar 85% di tahun 2016, PLN menargetkan penambahan kapasitas
pembangkit sebesar 5 GW per tahun.
Additional power supply from PLNs own power plant (FTP-1 and
regular plants) and the plants of the private sector under the
Independent Power Producer (IPP) scheme, as well as the plant
lease made a total installed capacity to increase by 22.02% from
the previous year, amounting to 47,571 MW. PLN plants capacity
amounted to 32,901.5 MW, up 12.4% from a year earlier and
accounted for 69.16% of the total national power in 2012. To address
the increase in electricity demand and elevate the electrification
ratio to 85% by 2016, the company aims to increase the capacity by
5 GW per year.
2012 ANNUAL REPORT PT PLN (Persero)
45
46
Inovasi
Innovation
All the efforts above are aimed to lower the network losses, reaching
9.21% in 2012, compared to 9.41% in 2011. Efforts to improve the
performance of the transmission and distribution system also
made the length of disruptions (System Average Interruption
Duration Indexes / SAIDI) better, i.e. 3.85 hours/customer/year from
previously 4.70 hours/customers/year in 2011. Likewise, the index
of disruption frequency (System Average interruption Frequency
/ SAIFI), improved to 4.22 times/customer/year from 4.90 times/
customers/year in 2011.
LAPORAN MANAJEMEN
MANAGEMENT REPORT
Kinerja Keuangan
Financial Performance
Revenue from electricity sales in the year of 2012 rose 12.3% from
2011 amounting to Rp126.721, 65 billion. This increase was primarily
due to the growth of electric power sold by 10.13%, i.e. 173,991
GWh and an increase in the average selling price of electricity by
1.97% from Rp714.24/kWh to Rp728.32/kWh. The average selling
price of electricity is below the BPP in 2012, which amounted to
Rp1.374/kWh, thus the company needed subsidy, which is set at
Rp103,331.29 billion, up 10.90% from the previous year. PLN also
managed to obtain connection fees and other income, making total
revenues to reach Rp232.66 trillion, up 11.84% from the previous
year of Rp208.02 trillion.
47
48
PENGELOLAAN SDM
HR MANAGEMENT
In terms of Human Resources, in 2012 PLN intensified performancebased human resource development policies. PLN implemented
individual and team KPI in setting the career path on-line, and improve
the competence of human resources through the implementation of
targeted and measurable development programs. To attract excellent
individuals as future leaders, PLN improved the Talent Management
System through the preparation of Position Succession Parameter
and Competency Development including drafting the concept
of Grade Conversion (12 grades) based on analysis of the current
employee data.
LAPORAN MANAJEMEN
MANAGEMENT REPORT
49
50
Untuk kegiatan CSR, PLN mengalokasikan dana sebesar total Rp30 miliar
dan telah menyalurkan dana senilai Rp16,76 miliar untuk empat bidang
kegiatan, yakni: community relation sebesar Rp922,1 juta, community
services sebesar Rp8,19 miliar, Community Empowering senilai Rp7,54
miliar serta dana sebesar Rp108,4 juta untuk kegiatan pelestarian alam.
For CSR activities, PLN allocated a total of Rp30 billion and has
disbursed funds worth Rp16.76 billion for the four areas of activity,
namely: community relations with Rp922.1 million; community
services, Rp8.19 billion; community empowering, Rp7.54 billion, as
well as for conservation activities, Rp108.4 million.
LAPORAN MANAJEMEN
MANAGEMENT REPORT
PENUTUP
CLOSING
Kinerja tahun 2012 adalah hasil kerja keras dari seluruh jajaran
PLN yang telah bahu membahu melaksanakan seluruh program
kerja perusahaan. Untuk itu mewakili Direksi, kami memberikan
penghargaan sekaligus menghimbau agar seluruh pegawai tetap
meningkatkan dedikasi dan loyalitas dalam berkarya dan bekerja
untuk memberikan layanan terbaik kepada masyarakat dan negara.
The performance in 2012 was the result of hard work by all ranks of PLN
that have cooperated to perform all the companys work programs.
For that, representing the Board of Directors we give appreciation
to and encourage all permanent employees to remain raising their
dedication and loyalty in work and provide the best service to the
community and the state.
Ahead of 2013, the Board of Directors and all the staff are determined
to continue to provide electricity for public interest, giving the
best service to customers and meet the interests of stakeholders in
accordance with the principles of Good Corporate Governance.
Direktur Utama
President Director
PT PLN (Persero)
Nur Pamudji
51
PROFIL PERUSAHAAN
COMPANY PROFILE
52
53
Kepemilikan Ownership
Tanggal Pendirian
Date of Establishment
: 1 Januari 1961, dengan nama Jawatan Listrik dan Gas di lingkungan Kementerian Pekerjaan Umum dan Tenaga
1 January 1961, under the name of Electricity and Gas Bureau under the Department of Public Works and Power.
: 1. Peraturan Pemerintah No1/S.D. tanggal 27 Oktober 1945 berdiri sebagai Jawatan Listrik dan Gas.
Government Regulation No. 1/S.D. dated 27 October 1945 established as Electricity and Gas Bureau
2. Peraturan Pemerintah No 67 tahun 1961, diganti sebagai Perusahaan Negara, disebut sebagai Badan
Pimpinan Umum Perusahaan Listrik Negara.
Government Regulation No 67 of 1961, renamed BPU-PLN (Board of General Administration of the State
Electricity Company).
3. Peraturan Pemerintah no 19 tahun 1965, dibentuk sebagai Perusahaan Listrik Negara.
Government Regulation No. 19 of 1965, established as State Electricity Company.
4. Peraturan Pemerintah No 18 tahun 1972, tanggal 3 Juni 1972, ditegaskan menjadi Perum Perusahaan
Listrik Negara.
Government Regulation No. 18 of 1972, dated 3 June 1972, enacted as a General State-owned
Electricity Company.
5. Akta 169, 30 Juli 1994 dari Sutjipto, Notaris, Perum PLN dirubah menjadi Perseroan Terbatas dengan
nama PT PLN (Persero).
Deed 169, 30 July 1994 by Sutjipto, Notary, Public Company PLN was changed to Limited Company with the
name PT PLN (Persero).
54
As the Japanese was defeated in World War II, at the end of 1945 the
youth and the electricity workers through a delegation of Electricity
and Gas Laborers/Employees along with the leaders of the National
Committee of Indonesia (KNI) took the initiative to meet with
President Sukarno to request the handover of these companies to
the Government of the Republic of Indonesia.
55
Tonggak Sejarah
Milestone
Akhir Abad 19
End of 19th Century
1 Januari 1961
January 1, 1961
Perusahaan-perusahaan Belanda di
bidang Pabrik Gula dan Perkebunan Teh
membangun pembangkit listrik untuk
keperluan sendiri.
1970
1942-1945
Seluruh perusahaan Penyedia Tenaga
Listrik eks Belanda diambil alih Jepang.
All the former Dutch electrical power
suppliers were taken over by the Japanese.
27 Oktober 1945
October 27, 1945
Presiden Soekarno membentuk Jawatan
Listrik dan Gas di bawah Departemen
Pekerjaan Umum dan Tenaga.
President Sukarno established Electricity
and Gas Bureau under the Department of
Public Works and Energy.
1 Januari 1965
January 1, 1965
BPU-PLN dibubarkan, dibentuk
Perusahaan Listrik Negara (PLN)
sebagai pengelola tenaga listrik dan
Perusahaan Gas Negara (PGN) sebagai
pengelola gas.
BPU-PLN was disbanded and two
(2) state-owned enterprises were
inaugurated, i.e. State Electricity
Company (PLN) to manage electric
power and the National Gas Company
(PGN) to manage gas.
1972
Status PLN berubah menjadi
Perusahaan Umum Listrik Negara dan
bertindak sebagai Pemegang Kuasa
Usaha Ketenagalistrikan (PKUK)
dengan tugas menyediakan tenaga
listrik bagi kepentingan umum
PLNs status was changed General
State-Owned Electricity Company
and acted as Authorized Agency for
Electrical Power Business (PKUK)
1992
Tahun pertama mendapatkan dana
dari pasar modal domestik, melalui
penerbitan Obligasi PLN I.
First obtained funds from domestic
capital market, through the issuance
of PLN Bonds I
Akhir Abad 19
End of 19 Century
th
56
1942
1943
1944
1945
1961
1994
2009
2010
2005
PLN memulai program Transformasi
menjadi Perusahaan Penyedia dan
Penyalur Listrik Kelas Dunia.
2010
2010
2006
1965
1970
2010
2009
2006
2005
1992
1972
1994
57
Bidang Usaha
Fields of Business
58
All of the above services are conducted by PLN through its 46 business
units distributed across the entire Indonesian archipelago.
59
60
Visi*
Vision*
Misi*
Mission*
* Keterangan:
Pernyataan visi dan misi telah disepakati oleh Direksi dan Dewan Komisaris
pada tahun 2002 yang telah dideklarasikan pada saat Hari Listrik Nasional
27 Oktober 2002.
* Note:
The vision and mission have been approved by the Board of Directors and
Commissioners in 2002 and declared on the National Electricity Day on
October 27, 2007.
Moto
Motto
Falsafah Perusahaan:
Saling percaya
Suasana saling menghargai dan terbuka diantara sesama anggota
perusahaan yang dilandasi oleh keyakinan akan integritas, itikad
baik, dan kompetensi dari pihak-pihak yang saling berhubungan
dalam penyelenggaraan praktik bisnis yang bersih dan etis.
Mutual Trust
An atmosphere of mutual trust and openness between fellow
members of the company based on a belief in integrity, good faith
and competence from parties connected in the implementation of
clean and ethical business practice.
Integritas
Wujud dari sikap anggota perusahaan yang secara konsisten
menunjukkan kejujuran, keselarasan antara perkataan dan perbuatan,
dan rasa tanggung jawab terhadap pengelolaan perusahaan dan
pemanfaatan kekayaan perusahaan untuk kepentingan baik jangka
pendek maupun jangka panjang, serta rasa tanggung jawab terhadap
semua pihak yang berkepentingan.
Integrity
The manifestation of an attitude shown by members of the
company in which they consistently show honesty, harmony
between words and deeds, and a sense of responsibility toward
company management and use of corporate property short and
long-term benefit, as well as a sense of responsibilities toward
all stakeholders.
Peduli
Cerminan dari suatu niat untuk menjaga dan memelihara kualitas
kehidupan kerja yang dirasakan anggota perusahaan, pihak-pihak
yang berkepentingan dalam rangka bertumbuh kembang bersama,
dengan dijiwai kepekaan setiap permasalahan yang dihadapi
Perusahaan serta mencari solusi yang tepat.
Care
A reflection of the intention to protect and care for the work-life
quality felt by company members and stakeholders growing together
imbued with sensitivity toward problems faced by the Company and
the desire to find the right solution.
Pembelajar
Sikap anggota perusahaan untuk selalu berani mempertanyakan
kembali sistem dan praktik pembangunan, manajemen dan operasi,
serta berusaha menguasai perkembangan ilmu dan teknologi
mutakhir demi pembaharuan Perusahaan secara berkelanjutan.
Learning
The attitude of company members who always have the courage to
question the system and practices of development, management
and operations, as well as mastering cutting-edge science and
technology for the renewal and sustainability of the Company.
61
KEPEMILIKAN SAHAM
SHAREHOLDERS OWNERSHIP
Shareholders Composition
Entitas Anak Perusahaan dan Asosiasi, Daftar Anak Perusahaan PT PLN (Persero) dan Kepemilikan Saham
Subsidiaries and Affiliates, List of PT PLN (Persero) Subsidiaries and Shareholders
Nama Perusahaan
Bidang Usaha
Kepemilikan
Status Operasional
Subsidiary
Business Line
Ownership
Operational Status
PT Indonesia Power
PT PLN Batubara
PT PLN Geothermal
Majapahit Holding BV
Keuangan Finance
PT Haleyora Power
Daftar Asosiasi dan Ventura Bersama PT PLN (Persero) beserta Kepemilikan Saham
List of PT PLN (Persero) Affliates and Joint Ventures and Shareholders
Nama Perusahaan
Subsidiary
Bidang Usaha
Business Line
Kepemilikan
Share Ownership
langsung
Direct
Status Operasional
Subscription Year
Tidak langsung
Indirect
33,00%
Beroperasi Operating
PT Unelec Indonesia
32,35%
Beroperasi Operating
49,00 % / PT PJB
Beroperasi Operating
PT Bajradaya Sentranusa
26,06 % / PT PJB
Beroperasi Operating
40,25 % / PT PJB
Belum Beroperasi
Not Operating
49,00 % / PT PJB
Beroperasi Operating
51,00 % / PT IP
Belum Beroperasi
Not Operating
35,00 % / PT IP
Belum Beroperasi
Not Operating
Beroperasi Operating
62
PLN seeks to provide its products and services through the business
units and subsidiaries that it directly and indirectly owns, as shown
in the scheme below.
PT Tangkuban Perahu
Geothermal Power (TPGP), 95,2%
PT PLN (PERSERO)
Legenda Legends
Majapahit Holding B.V (MH), 100%
Listrik Terintegrasi
Integrated Electricity
Angkutan Laut
Shipping
Keuangan
Finance
Pembangkit Listrik
Electricity Power Plant
Telekomunikasi
Telecommunication
Jasa Enjiniring & konstruksi kelistrikan
Electricity Engineering and Construction
Catatan:
(*) Unit Bisnis adalah Unit Operasional PLN yang melakukan fungsi usaha tertentu. Daftar unit bisnis ini serta bidang
kegiatannya masing-masing mengacu ke Lampiran Data Perusahaan per 31 Desember 2012
Note:
(*) Business Unit is PLNs Operational Unit that executes certain business function. The list of this business unit along with the
respective field of activities refer to the Appendix of Corporate Data as of December 31, 2012
Pemeliharaan Pembangkit
Power Plant Cogeneration
Perdagangan Batubara
Coal Trading
63
SEGMENTASI GEOGRAFIS
Untuk kepentingan perencanaan strategis maupun penyajian laporan keuangan konsolidasi, PLN membagi area operasi
kedalam tiga wilayah geografis, yakni: Operasi Geografis Jawa Bali, Indonesia Barat dan Indonesia Timur.
Segmentasi Operasi Geografis, jumlah pelanggan, daya tersambung, energi terjual dan kapasitas daya terpasang yang
dikelola untuk masing-masing wilayah, adalah sebagai berikut:
10.648.841
14.347,76 MVA
27,45 TWh
4.777,11 MW
NAD
Medan
Pekanbaru
Samarinda
Padang
Pontianak
Jambi
KALIMANTAN
Balikpapan
Batam
SUMATRA
Palu
PANGKALAN DUM
Banjarmasin
Toraja
Lampung
Ujungpandang
Jakarta
Banten
Jawa Barat
Semarang
Yogyakarta
NUSA TENGGARA
Surabaya
Lombok
Komodo
Bali
Jawa - Bali Java - Bali
Jumlah Pelanggan Total Customers
Daya Tersambung Connected Capacity
Energi Terjual Electric Power Sold
Kapasitas Terpasang Installed Capacity
64
32.428.867
61.425,63 MVA
132,06 TWh
25.791,29 MW
Sumba
GEOGRAPHICAL SEGMENTATION
For the purpose of strategic planning and presentation of consolidated financial statement, PLN divides its operational
area into three geographical regions, i.e.: Java Bali, West Indonesia and East Indonesia Geographical Operations.
The geographical operational segmentation, number of customer, connected power, energy sold and installed power
capacity that are managed under each region are as follows.
6.717.541
8.124,35 MVA
14,48 TWh
2.333,08 MW
Manado
Maluku Utara
SULAWESI
Jayapura
MALUKU
IRIAN JAYA
Maluku
Wamena
Timika
Asmat
east timor
65
Direktur Utama
President Director
Kepala Satuan
Pengawasan
Intern
Internal Supervisory
Unit
Nur Pamudji
Direktur
Sdm dan Umum
Director of Human
Resources and
General Affairs
Direktur
Konstruksi
Director of
Construction
Direktur
Pengadaan
Strategis
Director of
Strategic
Procurement
Direktur Operasi
Jawa Bali
Director of Java Bali Operations
Direktur Operasi
Indonesia Barat
Director of
West Indonesia
Operations
Direktur Operasi
Indonesia Timur
Director of
East Indonesia
Operations
Eddy D. Erningpraja
Nasri Sebayang
Bagiyo Riawan
Kepala Divisi
Pengembangan
Organisasi
Head of
Organization
Development
Division
Kepala Divisi
Konstruksi dan IPP
Jawa-Bali
Head of Java-Bali
Construction and
IPP Division
Kepala Divisi
Gas & BBM
Head of Gas & Oil
Division
Sriyono D. Siswoyo
Henky Heru
Basudewo
Kepala Divisi
Energi Baru
Terbarukan
Head of Renewable
Energy Division
Direktur Bisnis
dan Manajemen
Risiko
Director of
Business and Risk
Management
Direktur
Keuangan
Director of Finance
I.G.A. Ngurah
Adnyana
M. Harry Jaya
Pahlawan
Vickner Sinaga
Murtaqi
Syamsuddin
Setio Anggoro
Dewo
Kepala Divisi
Pembangkitan
Jawa-Bali
Head of Java-Bali
Power Generation
Division
Kepala Divisi
Pembangkitan
Indonesia Barat
Head of West
Indonesia Power
Generation Division
Kepala Divisi
Pembangkitan
Indonesia Timur
Head of East
Indonesia Power
Generation Division
Kepala Divisi
Niaga
Head of Commerce
Division
Divisi
Keuangan
Korporat
Head of Corporate
Finance Division
M. Suryadi Mardjoeki
Supangkat Iwan S.
Nasser Iskandar
Sapto Triono W.
Benny Marbun
M. Ikbal Nur
Kepala Divisi
Pengadaan
Strategis
Head of Strategic
Procurement
Division
Kepala Divisi
Transmisi Jawa-Bali
Head of Java-Bali
Transmission
Division
Kepala Divisi
Transmisi
Indonesia Barat
Head of West
Indonesia
Transmission
Division
Kepala Divisi
Transmisi
Indonesia Timur
Head of East
Indonesia
Transmission
Division
Kepala Divisi
Manajemen Risiko
Head of Risk
Management
Division
Kepala Divisi
Perencanaan
Pengendalian
Anggaran
Head of Budget
Monitoring
Planning Division
Iryanto Hutagaol
Sekretaris
Perusahaan
Corporate Secretary
Adi Supriono
Kepala Divisi
Pengembangan
Sistem Sdm
Head of Human
Resources
Development
System Division
66
Dadang Daryono
Moch. Sofyan
SY Wahyudi Agus
Agoes Priyambodo
Widodo Mulyono
Amir Rosidin
Gong Matua H.
Kepala Divisi
Pengembangan
Sdm dan
Talenta
Head of Human
Resource and Talent
Development
Division
Kepala Divisi
Konstruksi dan IPP
Indonesia Barat
Head of West
Indonesia
Construction and
IPP Division
Kepala Divisi
Pengadaan Ipp
Head of IPP
Procurement
Division
Kepala Divisi
Distribusi dan
Pelayanan
Pelanggan JawaBali
Head of Java-Bali
Distribution and
Customer Services
Division
Kepala Divisi
Distribusi dan
Pelayanan
Pelanggan
Indonesia Barat
Head of West
Indonesia
Distribution and
Customer Services
Division
Kepala Divisi
Distribusi dan
Pelayanan
Pelanggan
Indonesia Timur
Head of East
Indonesia
Distribution and
Customer Services
Division
Kepala Divisi
Perencanaan
Strategis Korporasi
Head of Corporate
Strategic Planning
Division
Kepala Divisi
Akuntansi,
Pajak
dan Asuransi
Roikhan
Hernadi Buhron
Oman Sumantri
Wirabumi Kaluti
I Made Ro Sakya
Beni Hermawan
Kepala Divisi
Umum dan
Manajemen
Kantor Pusat
Head of General
Affair and Head
Office Management
Division
Kepala Divisi
Konstruksi dan IPP
Indonesia Timur
Head of East
Indonesia
Construction and
IPP Division
Kepala Divisi
Bisnis dan Transaksi
Tenaga Listrik
Head of Utilities
Business and
Transaction Division
Kepala Divisi
Perencanaan
Sistem
Head of System
Planning Division
Kepala Divisi
Perbendaharaan
Edi Sukmoro
Setiyadi Dewantoro
Binarto Bekti M
Djoko Prasetyo
Kepala Divisi
Administrasi
Konstruksi
Head of
Construction
Administration
Division
Kepala Divisi
Batubara
Head of Coal
Division
Kepala Divisi
Perencanaan
Pengadaan Strategis
Enjiniring dan
Teknologi
Head of Engineering
and Technology
Strategic
Procurement
Planning Division
Helmi Najamuddin
Basuki Siswanto
Rully Fasri
Unit Bisnis
Pembangkit
Power Plant Business
Units
Pln Pusat
Pendidikan
dan Pelatihan
Education and
Training Center Units
of PLN
Anak
Perusahaan
Subsidiaries
Unit Bisnis
Pln Penyaluran
Center for Load
Dispatching Business
Units
Unit Bisnis
Pln Distribusi
PLN Distribution
Business Units
Unit Bisnis
Penunjang
Supporting Business
Units
Pln Pusat
Penelitian dan
Pengembangan
Ketenagalistrikan
Center of Utilities
Research and
Development
Usaha - usaha
Patungan
Joint Ventures
Head of Accounting
Tax and Insurance
Division
Head of Treasury
Division
Tjutju
Kurnia S.
Kepala Satuan
Pengendalian
Kinerja
Korporat
Head of Corporate
Delivery Unit
Harry Hartoyo
Kepala Satuan
Pelayanan
Hukum
Korporat
Head of Corporate
Legal
Budi Kristanto
67
68
Wali Amanat
PT CIMB Niaga Tbk
Gedung Graha Niaga Lt. 20
Jl. Jend. Sudirman Kav. 58
Jakarta 12190
Trustee
PT CIMB Niaga Tbk
Gedung Graha Niaga Lt. 20
Jl. Jend. Sudirman Kav. 58
Jakarta 12190
Akuntan Perusahaan
Company Accountant
Notaris
Notary
Lenny Janis, SH
Jl. Hang Lekir 9 No.1
Jakarta 12120
Lenny Janis, SH
Jl. Hang Lekir 9 No.1
Jakarta 12120
Konsultan Hukum
Legal Consultants
AKSES INFORMASI
ACCESS TO INFORMATION
Media Publikasi
Publication
69
PROGRAM
PENGEMBANGAN
USAHA
MENT
BUSINESS DEVELOP
PROGRAM
70
71
Arah Pengembangan
Jangka Panjang
Long-Term Development Roadmap
ogram
dan merealisasikan pr
Kami telah menyusun
n
ka
ng
a panjang, ditua
pengembangan jangk
program strategis yang
melalui serangkaian
tiap periode tertentu
akan dievaluasi pada se
ntasi
dilakukannya impleme
at
sa
da
pa
au
at
lah
te
se
n tertentu
sesuai tahapan-tahapa
nt
opme
realized long-term devel
We have prepared and
ategic
str
of
nifested in a series
programs, which are ma
riod after
pe
n
tai
luation every cer
programs that will be eva
s
ge
sta
n
ntation in cer tai
or at the time of impleme
72
LATAR BELAKANG
Background
IPP
IPP
Kit
Transmisi
Transmission
Distribusi & Ritel
Distribution &Retail
Pelanggan Customer
Rumah Tangga
Households
Bisnis
Business
Industri
Industry
IPP
Transmisi
Transmission
Kit
D
Distribusi & Ritel
Distribution &Retail
Pelanggan Customer
Rumah Tangga
Households
Bisnis
Business
Industri
Industry
PLN PLN
Pemain independen Independent Players
Pelanggan Customers
73
Rencana Pengembangan
Jangka Panjang
74
Produk dan
Layanan
Products and
Services
Pelanggan
Customers
Keandalan
(SAIDI dan
SAIFI) pada
level 25%
terbaik
utility Asia.
Kepuasan
pelanggan pada
level 25% terbaik
utility Asia.
Komposisi
pelanggan
semakin
menguntungkan.
Keuangan Sehat.
Dipercaya oleh
investor dan.
lembaga keuangan
Subsidi + marjin
yang wajar.
Automatic Tariff
Adjustment dan
sistem tarif baru
sudah dapat
diterapkan.
Jumlah dan
komposisi
SDM baik.
Kompetensi
SDM
meningkat.
Knowledge
Management
berjalan baik.
Leadership
Kepemimpinan
Produk dan
Layanan
Products and
Services
Pelanggan
Customers
Reliability
Customers
Sound financial
Proportional
(SAIDI and
satisfaction at level
condition.
number and
SAIFI) at
of 25 best utility
Trusted by investors
composition
level of 25%
in Asia.
and financial
of human
best utility in Customers
institutions.
resources.
Asia.
composition grows Subsidy + fair
Increasing
more profitable.
margin.
human
Automatic tariff
resources
adjustment and the
competence.
implementation of Good
new tariff system.
knowledge
management.
Leadership
Kepemimpinan
Pelanggan
Customers
Keuangan dan
Pasar
Finance and
Market
Kepuasan pelanggan Keuangan
pada level 10%
Sangat Sehat.
terbaik utility Asia.
Subsidi dan
Komposisi pelanggan
marjin yang
menguntungkan.
wajar.
Tarif makin
mendekati harga
keekonomian.
SDM
Human Resources
Leadership
Kepemimpinan
Struktur organisasi
efektif (Lean & Clean
Organization, PLN
Pusat Non Operating
Holding).
Kompetensi SDM baik.
Inovasi berjalan baik.
GCG berjalan
sangat baik (skor
minimal 95).
Menjadi Industry
Leader dengan
Score penilaian MB
minimal 676 point.
Reliability
(SAIDI and
SAIFI) at level
of 10% of the
best utility in
Asia.
Customers
satisfaction is at level
of 10% of the best
utility in Asia.
Customers
composition is
profitable.
Financial
Effective organization
condition is very
structure (lean &
stable.
clean organization,
Fair subsidy and
PLN headquarters
margin
is non operating
Tariff nearly
holding).
reaches
Competent human
economic price.
resources.
Innovation runs well.
75
Roadmap Milestone
Roadmap Milestone
76
Periode
2012
Tema Theme
2016
Pengembangan Visi
Vision development
Perspective:
a. Produktif dan
Layanan
Products and
services
Keandalan (SAIDI dan SAIFI) level pada 10% terbaik utility Asia.
Customers satisfaction at level of 10% of the best utility in Asia.
b. Pelanggan
Customers
c. Keuangan dan
Pasar
Finance and
Market
Keuangan Sehat.
Dipercaya investor dan lembaga keuangan.
Subsidi + marjin wajar.
Automatic Tariff Adjustment dan sistem tarif baru diterapkan.
Sound financial condition.
Trusted by investor and financial institution.
Fair subsidy and margin.
Automatic tariff adjustment and the implementation of new tariff system.
d. Sumber Daya
Manusia
Human Resources
e. Proses Bisnis
Internal
Internal Business
process
2017-2021
Asia
25% best
in Asia
10%
terbaik
Asia
10% best
in Asia
Periode
2012
Tema Theme
f. Leadership
Leadership
5 GW
1,9 GW
minimal 1,9 GW
22% & 8%
5% & 10%
<5%dan>10%
Rp1.260/kWh
Rp727/kWh
Rp218/kWh
9%
410 menit/5,4 kali
80%
70%
Rp1.114 /kWh
Rp990/kWh
Rp209/kWh
8,3%
87 menit/2,4 kali
86,0%
90%
> Rp984/kWh
1,6%
3,1%
>2,7%
5 Gw
22% & 8%
1.9 GW
5% & 10%
Min 1.9 GW
< 5% and > 10%
Rp1,260/kWh
Rp1,114/kWh
>Rp984/kWh
Rp727/kWh
Rp218/kWh
9%
410 minutes/5.4 times
80%
70%
Rp990/kWh
Rp209/kWh
8.3%
87 minutes/2.4 times
86.0%
90%
<Rp209/kWh
<8.3%
<87 minutes/2.4 times
>86%
>90%
1.6%
3.1%
>2.7%
KPI:
Tambahan
kapasitas
Fuel mix BBNI &
Energi Baru dan
Terbarukan
BPP
Tarif
Opex non fuel
Susut jaringan
SAIDI/SAIFI
EAF
Kepuasan
pelanggan
ROA
KPI:
Capacity addition
Fuel Mix of fuel oil
& Energi Baru dan
Terbarukan
Basic cost of
production (BPP)
Tariff
Non-fuel Opex
Network losses
SAIDI/SAIFI
EAF
Customers
satisfaction
ROA
2016
2017-2021
< Rp209/kWh
<8,3%
<87 menit/2,4 kali
> 86%
> 90%
1. PT Indonesia Power
Mewujudkan pembangkit-pembangkit listrik dengan kinerja
terbaik di dunia, maturity proses bisnis, serta menjadi cost leadership.
Menjadi benchmark of Power Plant Operation & Maintenance
Company di Indonesia dan Regional ASEAN.
Menjadi salah satu leader (disamping PT PJB) dalam
Pekerjaan Operasi & Pemeliharaan pembangkit-pembangkit
besar PT PLN (Persero).
Investasi yang diselaraskan dengan arah pengembangan yang
menjadi kebijakan PT PLN (Persero).
Efisiensi pemakaian BBM melalui strategi peningkatan
availability dan efficiency pembangkit non BBM dengan
mengedepankan kebutuhan sistem.
1. PT Indonesia Power
Realizing power plants with the best performance in the world,
maturity in business process and cost leadership.
Becoming the benchmark of Power Plant Operation &
Maintenance Company in Indonesia as well as ASEAN region.
Becoming one of the leaders (apart from PTPJB) in terms of
operational works & maintenance of large power plants of
PT PLN (Persero).
Investment is harmonized with the development orientation
which is set by PT PLN (Persero).
Efficiency in fuel utilization through the availability and
efficiency improvement strategy of non-fuel oil plants by
prioritizing the systems needs.
77
78
2. PT PJB
Mewujudkan pembangkit-pembangkit listrik dengan
kinerja terbaik di dunia, maturity proses bisnis, serta
menjadi cost leadership.
Menjadi benchmark of Power Plant Operation &
Maintenance Company di Indonesia dan Regional ASEAN.
Menjadi salah satu leader (disamping PT Indonesia Power)
dalam Pekerjaan Operasi & Pemeliharaan pembangkitpembangkit besar PT PLN (Persero).
Investasi yang diselaraskan dengan arah pengembangan yang
menjadi kebijakan PT PLN (Persero).
Efisiensi pemakaian BBM melalui strategi peningkatan
availability dan efficiency pembangkit non BBM dengan
mengedepankan kebutuhan sistem.
2. PT PJB
Generating power plants with the best performance in the
world, maturity in business process and cost leadership.
3. PT PLN Batam
Menguasai pasar penyediaan tenaga listrik di Batam, Rempang
dan Galang, serta Kepulauan Riau.
Memasok tenaga listrik secara signifikan ke Singapura
Mampu melakukan investasi pengembangan secara mandiri.
Peningkatan Kesehatan Keuangan.
Peningkatan Pendapatan dan Penurunan Biaya Pokok Penyediaan
Mewujudkan Harga Jual yang memenuhi kaidah keekonomian
dan sustainable.
Menjadi benchmark Perusahaan Listrik Regional Indonesia.
Citra Perusahaan dan Kualitas Layanan Terbaik.
Keandalan Penyediaan Tenaga Listrik Terbaik.
Efisiensi Investasi dan Operasi Terbaik.
Efektivitas Sumber Daya Manusia dan Organisasi Terbaik.
3. PT PLN Batam
Dominating the market share as the electrical power supplier
in Batam, Rempang and Galang and Riau Islands.
Significantly supplying power to the Singapore.
Capable of investing in development independently.
Financial stability improvement.
Increasing revenues and decreasing basic cost of electricity
production.
Realizing sales price in line with economic principles and
sustainability.
Becoming benchmark of Indonesia regional electricity company.
The best corporate image and quality services.
The best electrical power supply reliability.
Investment efficiency and best operation.
Effective human resources and best organization.
4. PT PLN Tarakan
Menguasai pasar penyediaan tenaga listrik di Tarakan dan
Kalimantan Timur.
Memasok kebutuhan listrik Tarakan secara sustainable.
Mampu melakukan investasi pengembangan secara mandiri
Peningkatan Kesehatan Keuangan.
Peningkatan Pendapatan dan Penurunan Biaya Pokok
Penyediaan.
Mewujudkan Harga Jual yang memenuhi kaidah keekonomian
dan berkelanjutan.
Menjadi benchmark Perusahaan Listrik Regional Indonesia.
Citra Perusahaan dan Kualitas Layanan Terbaik.
Keandalan Penyediaan Tenaga Listrik Terbaik.
Efisiensi Investasi dan Operasi Terbaik.
Efektivitas Sumber Daya Manusia dan Organisasi Terbaik.
4. PT PLN Tarakan
Dominating the market share as the electrical power supplier
in Tarakan and East Kalimantan.
Sustainably supplying power demand in Tarakan.
Capable of investing in development independently.
Financial stability improvement.
Increasing revenues and decreasing basic cost of electricity
production.
Realizing sales price in line with economic principles
and sustainability.
Becoming benchmark of Indonesia regional electricity company.
The best corporate image and quality services.
The best electrical power supply reliability.
Investment efficiency and best operation.
Effective human resources and best organization.
6. PT PLN Enjiniring
Menjadi perusahaan yang menguasai pasar enjiniring, pada
sektor ketenagalistrikan dan non ketenagalistrikan.
Menjadi perusahaan EPC (Engineering Procurement
Construcion) dan IPP (Independent Power Producer) khususnya
PLTGB skala kecil di luar Jawa Bali.
6. PT PLN Enjiniring
Becoming a company that dominates the engineering market,
in the electrical power as well as non-electrical power sectors.
Becoming an EPC (Engineering Procurement Construction) and
IPP (Independent Power Producer) company, particularly smallscaled coal gas fired power plants outside Java and Bali.
7. PT PLN Geothermal
Menjadi perusahaan dengan kinerja terbaik dalam Operation
& Maintenance Management Contract untuk PLTP yang dimiliki
oleh PLN dan Anak Perusahaan PLN.
Melakukan upaya pengembangan dan pemeliharaan sisi hulu
WKP yang dimiliki PLN.
7. PT PLN Geothermal
Becoming corporate with excellence performance in the
Operation & Maintenance Management Contract for the PLNowned geothermal power plants and other PLNs subsidiaries.
Developing and maintaining the upstream of PLN-owned
mining work area.
8. PT PLN Batubara
Menjadi perusahaan yang mampu menjaga security of
supply of coal:
-- Paling sedikit 20% dari kebutuhan batubara PLTU PLN
yang tersebar.
-- PLTU Mulut Tambang.
Menjadi price setter pasokan batubara untuk PLTU PLN
dan IPP.
8. PT PLN Batubara
Becoming a company which is capable of maintaining security
of coal supply.
-- 20% at the minimum of the coal demand of PLNs steam
power plant.
-- Steam power plant Mulut Tambang.
Becoming coal supply price setter for PLNs steam power plant
and independent power producer (IPP).
79
Strategi Pengembangan
Usaha
Business Development Strategy
tapkan berbagai
Perseroan telah mene
an jangka panjang
program pengembang
Tahap Pertumbuhan
tahap pertama, yakni
ah
un 2012 2016 dan tel
yang dimulai pada tah
ram
ategis dan prog
menetapkan tujuan str
maupun jangka panjang
prioritas jangka pendek
long-term
ed a variety of first phase
The Company has establish
stretches
the Growth Phase which
development program, i.e.
ectives as
ablished the strategic obj
from 2012 to 2016, and est
.
g-term priority programs
well as the short- and lon
80
The Companys strategic objectives for Growth Phase 2012 -2016 are:
1. Improve PLNs financial position
2. Improve investment efficiency
3. Reduce Basic Cost of production
4. Improve operational performance
5. Improve PLNs image.
Dalam
program
jangka
pendek,
Perseroan
telah
mengidentifikasi beberapa persoalan krusial yang harus
segera diselesaikan, mencakup:
For the short term programs PLN has identified some crucial problems
that must be solved as soon as possible, namely:
The handling of the current situation cannot solely done by PLN, but
rather needs support from the government and other Stakeholders.
81
The use of fuel oil is made efficient by converting fuel oil into coal
and gas. The delayed target of the completion of the first stage
10,000 MW power plant project, which uses coal; and unfulfilled
gas supply, force PLN to make a breakthrough to resolve these
chronics. But without the support of the government, the
problems PLN is facing can not be solved easily.
Centralized solar power plants, either the hybrid with diesel power
plant or fully fired by the solar cell system, are developed for areas
with small system (isolated), distanced from the large system, and
where new renewable energy sources (water and geothermal) are
not available.
82
In order to overcome these problems, the Company set the shortterm priorities as follows:
1. Complete the FTP-1 power plant construction in order to
significantly reduce fuel consumption.
2. Continue the development of solar cell for remote areas in order
to accelerate electrification.
3. Develop renewable energy sources and energy conservation
through customer participation.
83
84
LONG-TERM PRIORITIES
The Companys long term aspirations are to transform into a world class
company that is profitable and treasured by its customers, utilizing safe
and environmentally friendly practices.
1. Kelas Dunia
1. World Class
2. Menguntungkan
Menjadi perusahaan kelas dunia saja tidaklah cukup. PLN
memerlukan kemampuan dan kemandirian dalam hal keuangan.
Oleh karena itu diperlukan margin keuntungan (Return On Asset)
yang dapat memastikan PLN untuk tumbuh dan berkembang
sesuai dengan tuntutan Stakeholders.
3. Ramah Lingkungan
Perseroan bertekad melaksanakan tanggung jawabnya dalam
menjaga lingkungan yang sehat dan terus berupaya memanfaatkan
renewable energi yang fokus pada pengembangan geothermal
dan pemanfaatan energi air. Energi batubara tetap menjadi
andalan utama PLN, namun ke depan diupayakan menggunakan
teknologi pemanfaatan batubara yang lebih bersih dan lebih ramah
lingkungan. Di samping itu PLN akan memulai inisiatif implementasi
smart grid dan akan memperluas penerapannya apabila diperlukan.
4. Aman
2. Profitable
Becoming a world class company is not enough. PLN needs to be
financially capable and independent. Therefore, the Company
requires a Return on Assets which can ensure that it can grow
and develop in line with the stakeholders demand.
3. Environmentally Friendly
PLN must take responsibility for maintaining a healthy
environment and continue to utilize renewable energy, focusing
on the development of geothermal and hydropower. Coal remains
PLNs prime mainstay; however, future efforts will be made to use
cleaner technology and to ensure that exhaust gases from coal
fired power plants are more environmentally friendly. In addition,
PLN will start the smart grid implementation initiative and expand
its application when necessary.
4. Safe
In order to support its long-term priorities, the Company has also set
the long-term targets as follows:
1. Increasing the capacity by 5 GW per year.
2. Optimizing energy mix with oil production target by a
maximum of 5% (2012), and renewable energy to a minimum
of 10% by 2016.
3. Lowering Basic Cost of Electricity Production from Rp1,325/ kWh
(by 2012) to Rp1,117/ kWh (by 2016).
85
4. Menurunkan OPEX Non Fuel per kWh jual dari Rp218 / kWh
menjadi Rp209 / kWh.
5. Menurunkan susut jaringan dari 9,3% menjadi 8,3% dan SAIDI/
SAIFI dari 410 menit/5,4 kali gangguan menjadi 87 menit/2,4 kali
gangguan, mengoptimalkan EAF dari 80% (tahun 2012) menjadi
86% (tahun 2016).
6. Return On Assets (ROA) dari 2,1% menjadi 2,7% sampai dengan
tahun 2016.
4. Lowering the OPEX of Non-Fuel per kWh sales from Rp218/ kWh
to Rp209/ kWh.
5. Lowering network losses from 9.3% to 8.3% and SAIDI/ SAIFI
from 410 minutes/ 5.4 times of interruption to 87 minute/ 2.4
times of interruption, optimizing EAF from 80% (in 2012) to 86%
(year 2016).
6. Increasing Return On Assets (ROA) from 2.1% to 2.7% by 2016.
Kondisi
2011
Condition
Penambahan Pembangkit PLN
Adding Power Plants
86
4,3
2012
2013
5,0
2,5
2014
2,9
2015
2,6
2016
Target Kriteria
Criteria Target
1,9
29
22
13
BPP
Basic Cost of Production
1.305
1.325
1.325
1.148
1.103
1.117
189
218
216
214
212
209
Susut Jaringan
Network Losses
9,6
9,3
86
8,5
8,4
8,3
SAIDI
282
250
200
150
100
87
SAIFI
4,9
4,5
3,8
3,3
2,8
2,4
EAF
89,6
80
83
84
8,5
86
ROA
1,68
2,11
2,44
2,08
2,43
2,68
INISIATIF STRATEGIS
STRATEGIC INITIATIVES
In order to achieve the targets above, the Company has set eight
strategic objectives of which five are related to core business
function, two as the enabler, and one as the ultimate result of the
other strategic initiatives:
The first five strategic initiatives are aimed to will provide measurable
results and directly affect the Companys financial performance.
Meanwhile, the success of the enabler strategic initiatives and other
supporting infrastructure, although not affecting PLNs financial
performance directly, will be important to assure the success of the
five main strategic initiatives.
87
Pengembangan
Organisasi
Organizational Development
ganisasi secara
Menata transformasi or
ningkatkan efektivitas
komprehensif untuk me
i agar selaras dengan
dan efisiensi organisas
agar sesuai dengan
strategi korporat dan
regulasi yang berlaku
ional transformation
Organizing an organizat
and
prove the effectiveness
comprehensively to im
rate
po
cor
h
wit
n
alig
to
zation
efficiency of the organi
force
with the regulations in
strategy and to comply
88
89
Transisi Transition
PO (2012)
P1 (2014)
P2 (2016)
90
Ke depan Future
Development Unit
-- Expanding the Java-Bali Transmission Development
Unit (UIP) into Ring JB 1 Development Unit and Ring
JB 2 Development Unit to respond to and accelerate
transmission project in Java and Bali.
-- Establishing the Legal Affairs, Communications and Land
Manager (MBKHP) in Transmission Development Unit and
Plant Generation & Transmission Development Unit to deal
with the increasingly complex problems of land, especially in
the transmission projects.
-- Structuring the Operations and Construction Unit
particularly the Indramayu and Cilegon Plant Unit through
incorporation into the Lontar Plant Unit starting 25 January
2012. Later on the Lontar Plant Unit will be evaluated and
prepared to be the Development Unit to help accelerate
project development.
91
92
93
LAPORAN
PENGELOLAAN
OPERASIONAL
MENT
ANAGE
M
OPERATIONAL
REPORT
94
Perubahan
Perubahan
struktur
struktur
organisasi,
diikuti perubahan
mindset
organisasi,
diikuti perubahan
jajaran
SDM
untuk
memberi
mindset
jajaran
SDM
untuk
karya
terbaik,karya
pengembangan
memberi
terbaik,
transaksi bisnis berbasis
pengembangan transaksi
IT, peningkatan standar
bisnis berbasis
Teknologi
operasional
sistem
distribusi
Informasi,
peningkatan
standar
dan bauran
sumber energi
operasional sistem
pembangkitan
yangdistribusi
memberi
hasil
peningkatan
efisiensi
dan bauran
sumber
energi
operasional
untuk
mendukung
pembangkitan
yang
memberi
pengembangan
hasil
peningkatan usaha.
efisiensi
operasional untuk mendukung
TERANG LEBIH BAIK
pengembangan usaha
95
Strategi Usaha
di Tahun 2012
Business Strategy in 2012
96
97
98
Bidang SDM
Human Resources
Bidang Keuangan
Finance
99
Pengelolaan Sumber
Daya Manusia
Human Resource Management
tem
ya Manusia dengan sis
Mengelola Sumber Da
edepankan pemberian
manajemen yang meng
mpetensi, kinerja dan
kompensasi berbasis ko
an
gkatkan kualitas layan
integritas untuk menin
Perseroan
pelanggan dan kinerja
t
rces under a system tha
Managing Human Resou
sed
ba
n
viding remuneratio
puts emphasis on pro
as
rmance and integrity so
rfo
on competency, pe
the
d
an
e
vic
of customer ser
to improve the qualit y
ce
Companys performan
100
PLN believes that one of the strategic elements in coping with the
upcoming business challenges including increasing operational
efficiency and effectivity, is competent and dedicated human
resources. Therefore, in compliance with corporate development
plans and responding to the status change from Authorized Business
for Electricity Provision to State Owned Enterprise engaged in the
electricity supply, PLN has arranged a development strategic plan
and human resource management.
101
102
Dari proses review atas kondisi SDM saat ini, khususnya pada
fungsi-fungsi operasional, PLN telah mengidentifikasi adanya
kelebihan pekerja yang cukup moderat di fungsi pembangkitan,
dan kelebihan pekerja yang signifikan di fungsi transmisi jika
dibandingkan dengan standar global. PLN telah menetapkan
kelebihan tenaga tersebut sebagai buffer, mengingat operasional
Perseroan dalam kedua hal tersebut yang akan terus meningkat.
PLN juga telah mengidentifikasi kecukupan SDM untuk fungsifungsi lain dan mempersiapkan skenario peningkatan kompetensi
maupun penambahan tenaga kerja.
2012 - 2013
2014 - 2016
1. Implementasi sistem
remunerasi 3P Tahap 1 dan
Tahap 2.
2. Implementasi sistem
manajemen kinerja secara on
line (web base).
3. Perumusan dan penerbitan
tata nilai dan Code of Conduct
pegawai.
4. Review direktori kompetensi.
5. Penyelarasan dan
penyempurnaan sistem
manajemen SDM Strategis.
6. Implementasi K2 yang selaras
dengan UUK.
7. Kesetaraan sistem SDM
seluruh korporasi PLN.
8. Penetapan milestone
implementasi HCMS.
9. Pengembangan knowledge
management (penyusunan
K-Taxonomy, pembangunan
portal KMS KNIFE.
1. Penyempurnaan sistem
manajemen talenta (Talent
Pool).
2. Implementasi employee
well beeing survey secara
sistematis.
3. Pelaksanaan kerjasama
dengan asosiasi/institusi
profesi strategis.
4. Perumusan kebijakan
strategis korporat SDM.
5. Penyusunan jenjang jabatan
expert dan spesialis.
6. Implementasi lanjutan HCMS
7. Penerapan sertifikasi profesi
don level kompetensi
pegawai.
8. Pengembangan collaborative
tools dan peningkatan
kegiatan CoP untuk
mendorong inovasi.
1. Implementation of 3P
Remuneration system phase
1 and 2.
2. Implementation of on-line
(web-based) performance
management system.
3. Formulating and publishing
employee ethics and Code of
Conduct.
4. Competency directory review.
5. Adjustment and refining
strategic human resource
management system.
6. Implementation of K2 in line
with Manpower Law.
7. Accordance in human
resource systems of all PLN
corporates.
8. Determining milestones of
HCMS implementation.
9. Knowledge management
development (making
K-Taxonomy, KMS portal,
KNIFE).
103
104
Untuk mencapai tahapan sesuai road map SDM yang telah disusun,
maka strategi SDM yang telah dijalankan adalah mempersiapkan
organisasi yang efektif (Lean and Lateral) dan adaptif untuk
mendukung kebutuhan dan tuntutan bisnis perseroan serta
keselarasan dengan Undang-undang Ketenagalistrikan No. 30 tahun
2009, terutama dalam hal desentralisasi kewenangan operasional dan
sentralisasi kebijakan yang bersifat strategis, melakukan standarisasi
sistem manajemen mutu dan implementasi kriteria kinerja ekselen,
menjalankan Sistem Manajemen SDM yang komprehensif, serta
melakukan penyempurnaan Sistem Manajemen Kinerja yang selaras
dengan strategi bisnis, serta meningkatkan keterlibatan pegawai
dalam pencapaian visi dan misi perseroan.
2012
2011
2010
81
80
83
343
358
388
890
1.003
914
2.106
2.409
2.400
4.791
8.085
8.304
33.187
29.279
28.019
6.578
6.401
6.188
47.976
47.615
46.441
Fungsional Functional
Anak Perusahaan Subsidiary
Total
Berdasarkan tingkat pendidikan, jumlah pegawai PLN yang berlatar
belakang pendidikan di bawah D1 adalah 25.011 pegawai atau
mengalami penurunan dibanding tahun sebelumnya. Sedangkan
jumlah pegawai yang berpendidikan D3, S1, S2 dan S3 mengalami
kenaikan yang cukup signifikan.
Based upon education levels, the total number of PLN employees
with educational backgrounds based on D1 category is 25,011, or
lower than the previous year, whereas the number of employees with
D3 education backgrounds, S1 (Bachelors), S2 (Masters) and S3 (PhD)
rose significantly, shows in following table.
2012
2011
2010
25.011
25.257
26.345
D2
23
D3
6.046
5.786
4.751
S1 Bachelors
9.335
9.199
8.456
52 Masters
1.004
967
529
6.578
6.401
6.188
47.976
47.615
46.296
S3 PhD
Anak Perusahaan Subsidiaries
Total
105
Berdasarkan usia maka jumlah pegawai PLN paling banyak berada pada
rentang usia 46 tahun ke atas, kemudian disusul usia di bawah 30 tahun.
Based upon age, the largest age grouping of PLN employees are
those over 46 years of age, followed by those below 30.
2012
2011
2010
25
7.398
6.454
4.853
26- 3 0
5.743
5.063
4.091
31- 3 5
1.791
1.503
1.283
36- 4 0
2.083
2.497
3.169
41- 4 5
4.661
4.745
4.933
46- 5 0
8.754
9.631
10.549
> 50
10.968
11.321
11.230
6.578
6.401
6.188
47.976
47.615
46. 296
106
PLN
memperhitungkan
beberapa
parameter
dalam
mengelola SDM agar sesuai dengan kebutuhan organisasi dan
pengembangan usaha. Beberapa parameter tersebut meliputi:
komposisi pegawai unit-unit usaha, ketersediaan anggaran
dan faktor efisiensi maupun produktifitas pegawai secara
keseluruhan maupun menurut unit-unit usaha.
2010
2011
2012
107
2. Sistem Rekrutmen
108
2. Recruitment System
The recruitment is based on the workforce needs and longterm considerations. The selection process incorporates third
party direction and is implemented to fulfill administrative
requirements, aptitude test, psychological test, medical test, and
interview. Before being made a permanent employee, candidates
participate in an orientation program.
Pagu Ceiling
570
780
Pencapaian Realization
NA
215
NA
164
NA
399
778
1.850
NA
1.335
1.335
3.200
2.000
2.113
The test for the higher Level of Competency will be carried out in
stages in 2013.
109
4. Sistem Pembelajaran
110
4. Learning System
Diklat Profesi
Adalah diklat yang dilaksanakan untuk mencapai persyaratan
kompetensi bidang yang sesuai dengan kebutuhan kompetensi
jabatan, baik jabatan struktural maupun jabatan fungsional.
Professional Training
This training is implemented to achieve field competency
according to the professional competency requirement, both
structural and functional positions.
Diklat Penunjang
PLN juga menyelenggarakan Diklat Penunjang, yakni diklat yang
dilaksanakan untuk menambah kompetensi yang dipersyaratkan
dalam kebutuhan kompetensi jabatan. Dengan ini nantinya pegawai
dapat melaksanakan tugas sesuai dengan kebutuhan jabatan.
Diklat yang menjadi kebutuhan utama perusahaan meliputi bidang
Knowledge Management, Pengadaan Barang dan Jasa, Lingkungan,
Hukum, Manajemen Resiko, Kehumasan dan lain-lain. Bidangbidang yang menjadi prioritas dalam diklat penunjang ini meliputi:
akuntansi, teknologi informasi, teknik perawatan SUTET, dsb.
Support Training
PLN also organizes Support Training, i.e. the training aimed to
increase the competency required for the respective position.
After completion, employees shall be able to carry out duties of
the respective position. Trainings that the Company need most
include those in field of Knowledge Management, Procurement,
Environmental, Law, Management Risk, and Public Relations.
The prioritized fields of this type of training include: accounting,
information technology, high-voltage line (SUTET) maintenance
techniques, etc.
Diklat Penjenjangan
PLN juga menyelenggarakan Diklat Penjenjangan, yang dilakukan
dalam rangka memenuhi Kebutuhan Kompetensi Jabatan bagi
pegawai struktural yang dilaksanakan dalam bentuk Pendidikan
dan Pelatihan Penjenjangan dengan PT PLN (Persero) Pusdiklat
sebagai pelaksana utama. Di dalam diklat Penjenjangan inilah
nantinya akan dipilih calon pemimpin yang mempunyai visi ke
depan, cepat tanggap terhadap perubahan-perubahan yang
terjadi di dunia dan mampu bersaing dengan negara lain.
Leverage Training
PLN also organizes leverage training, which is done in
order to meet the need for civil structural Competency
Title held in the form of education and training classes
of PT PLN (Persero) Education & Training Center as the
main executing unit. Through these training classes
future leaders who have a vision toward the future, rapid
response to worlds changes and ability to compete with
other countries, will be selected.
Retirement Training
This training is provided to employees who are about to retire,
aimed to make them more prepared for retirement and have
positive activities in retirement period.
Pelatihan Training
Bidang Field
A. Pelatihan Training
1. Pembangkitan Generating
2. Transmisi Transmission
3. Distribusi Distribution
4. Pelayanan Pelanggan Customer Service
5. Sumber Daya Manusia Human Resources
6. Keuangan & Akuntansi Finance & Accounting
7. Administrasi Umum General Administration
8. Perbekalan Dan Logistic Supplies & Logistic
9. Penyelia (Dasar, Cabang, Sektor) Supervisor (Junior, Branch, Sector)
B. Pengembangan Manajemen
Executive Development Program
C. Kursus Manajemen
Management Course
1. Manajer Manager
2. Operasional Staf Operational Staff
3. Cabang Branch
4. Sektor Sector
5. Dasar Junior
6. Menengah Middle
7. Atas Senior
111
5. Manajemen Kinerja
5. Performance Management
Indikator Kinerja
Kunci
Key Performance
Indicators
Formula
IV
Perspektif SDM
4.1
Human Capital
Readiness
70
77
110%
3,0
Baik Good
Organization Capital
Readiness
70
100
143%
3,0
Baik Good
Bobot
Portion
Target
2012
2012
Target
Realisasi
2012
2012
Realization
Pencapaian
Achievement
Nilai
Score
Keterangan
Note
10
Human Resource
Perspectives
Human Capital
Readiness
4.2
Satuan
Unit
Organization Capital
Readiness
Employee Engagement
Survey Result
6. Sistem Penghargaan
PLN menetapkan besaran renumerasi Pegawai mengacu pada
Keputusan Direksi PT PLN (Persero) Nomor 007.K/DIR/2008 tentang
Sistem Remunerasi Pegawai beserta peraturan perubahannya,
yakni setiap pegawai berhak atas kompensasi berdasarkan:
Pay for person (P1), diberikan sebagai Kompensasi atas
kompetensi individu berdasarkan level kompetensi
dan Grade;
112
6,0
6. Reward System
PLN determines the amount of employee remuneration referring
to the Decree of the Board of Directors of PT PLN (Persero)
Number 007.K/DIR/2008 concerning Employee Remuneration
System and its revising rules, that every employee is entitled to
remuneration based on:
Pay for Person (P1), given as remuneration for individual
competency based on the competency level and Grade;
113
7. Hubungan Industrial
114
7. Industrial Relations
Hal ini juga diperkuat dengan Surat Direktur SDM dan Umum
Nomor 243/46/DITSDM/2012 tanggal 11 April 2012 perihal
Pelaksanaan Putusan No.187/PHI/G/2011.
115
116
Saat ini yang berlaku adalah Peraturan Dana Pensiun dari Dana
Pensiun PT PLN (Persero) Tahun 2012 sesuai Keputusan Menteri
Keuangan Nomor KEP-352/KM.10/2012 tanggal 19 Juli 2012.
EMPLOYEE TURNOVER
Pada tahun 2012 tercatat hanya ada 2.190 pegawai PLN yang
berhenti, atau berarti yang hanya mencapai 4,56% dari total pegawai
PLN per-akhir tahun yang mencapai 47.976 pegawai. 1.471 orang
atau 3,07% dari pegawai yang berhenti tersebut adalah karena faktor
alami (pensiun), 550 orang karena meninggal dunia dan 169 orang
karena permintaan sendiri. Di sisi lain pada tahun 2012, PLN telah
merekrut 2.113 pegawai baru untuk berbagai posisi tertentu.
Pengembangan Teknologi
Sistem Informasi
Information Technology System Development
is teknologi informasi
Menuju layanan berbas
rated dan standardize
yang centralized, integ
embangkan dengan
yang lebih murah, dik
ance terbaik yang
berbasis pada IT Govern
nsisten
diterapkan dengan ko
ize d
int eg rat ed an d sta nd ard
Tow ard s a cen tra lize d,
d
are mo re afford ab le an
IT- ba sed ser vic es tha t
ste ntl yce wit h the be st co nsi
de vel op ed in acc ord an
e
ap pli ed IT Go ver na nc
117
118
IT Road Map
IT Road Map
119
2013
Q 1 Q 2 Q 3 Q 4 Q1
2014
2015
Q2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4
120
Tujuan penerbitan Tata Kelola Teknologi Informasi adalah membantu pemilik proses
bisnis dan penyelenggara teknologi informasi, baik di tingkat PLN Pusat maupun Unit
Bisnis, dalam mewujudkan aplikasi yang mampu mendukung proses bisnis dengan
benar/valid dan kontinyu, serta untuk mengurangi duplikasi pengembangan aplikasi.
The objective of Information Technology Guidelines dissemination is to assist the business
process owner and IT providers, either at PLN Headquarters level or Business Unit level,
in creating applications that are capable to properly and continuously support business
process and minimize application development duplication or overlapping.
The applications that have been developed and applied by the end
of 2012 are:
1. Data Center
Pemusatan aplikasi korporat di Data Center, yang bermanfaat
antara lain: adanya standarisasi bisnis proses, efisiensi
operasional, optimalisasi aset, keamanan data dan
sebagainya. PLN mempersiapkan fasilitas Data Center untuk
mendukung implementasi aplikasi korporat seperti ERP, AP2T
dan P2APST.
1. Data Center
The corporate applications are centralized to the data center, which
has the following benefits, among others: the standardization of
business processes, operational efficiency, asset optimization, and
data security. PLN prepares the Data Center facilities to support
the implementation of corporate applications such as ERP, Central
Application of Management and Customer (AP2T) and Centralized
Management and Supervision of Revenue Flows (P2APST).
Data center PLN yang baru sudah beroperasi dengan baik, dan
implementasi upgrade hardware ERP telah berlangsung dengan
baik, yang direncanakan selesai pada awal tahun 2013.
PLNs new data center has been operating properly, and the ERP
hardware upgrade, which is scheduled for completion in early
2013, has been going well.
2. PLN Net
Jaringan komunikasi data / WAN PLN ini dijadikan sebagai media
untuk komunikasi data bagi aplikasi korporat seperti ERP, EPROC,
P2APST, AP2T dan SIMKP, serta komunikasi email dan pertukaran
data antar unit.
2. PLN Net
PLNs data communication network / WAN is used as a
medium for data communications for corporate applications
such as ERP, EPROC, P2APST, AP2T and SIMKP, as well as
e-mail communication and inter-unit data exchange.
Roll Out AP2T dan ERP sudah berjalan dan tidak mengalami
hambatan masalah jaringan komunikasi.
The roll-out of AP2T and ERP are on going and not hampered by
any communication network problems.
121
122
4. E-Procurement
Melalui e-procurement, proses pengadaan barang / jasa dapat
berjalan lebih transparan dan terbuka, disamping mendorong
terjadinya proses pembelian yang lebih optimal dengan harga
yang kompetitif.
4. E-Procurement
Through e-procurement, the procurement of goods/services
can be more transparent and open, and the purchase process
becomes more optimum with competitive price.
PLN has completed and operated the PLN E-Proc and E-Proc for
State Budget (EPROC LPSE) application programs, and started
the E-Proc DRC.
5. SMS-8123
Pemanfaatan fitur berbasis teknologi informasi memberi berbagai
kemudahan dalam hal : meningkatkan komunikasi pelanggan ke
PLN, meningkatkan transparansi proses bisnis, mengurangi beban
call center dan meningkatkan kepuasan pelanggan. PLN tengah
mengembangkan aplikasi ini menjadi sistem yang terintegrasi
dengan Sistem Contact Center Terpusat (CCTR) maupun AP2T
(Aplikasi Pengelolaan Pelanggan Terpusat)
5. SMS-8123
The utilization of IT-based features has the following
benefits: improving the customer communications to PLN,
increasing transparency in business processes, also reducing
call center expenses and improving customer satisfaction.
PLN is currently integrating this system with Centralized
Contact Center (CCTR) System and Central Application of
Management and Customer (AP2T )
123
124
Pelanggan:
Pembayaran harus di loket PLN.
Waktu pembayaran terbatas pada hari kerja.
Transaksi tunai.
Pelanggan:
Pembayaran dilakukan dari ATM terdekat atau On-line dari
rumah/kantor/tempat lain.
Waktu pembayaran fleksibel, namun sebelum jatuh tempo.
Transaksi non-cash, termasuk menggunakan kartu kredit.
Customer:
Payment must be made at PLN counter.
Payment time only on work days.
Cash transaction.
Customer:
Payment done via closest ATM or by online from home/office/
other places.
Flexible payment time, but before due date.
Non-cash transaction, including by credit card.
Perseroan:
Pengelolaan kas tersebar di unit-unit layanan / kantor
wilayah.
Rekonsiliasi dilakukan setiap akhir bulan.
Hampir selalu terjadi selisih kas.
Kurang efisien dan efektif dalam pengelolaan
keuangan.
Memerlukan kegiatan pengawasan yang lebih intensif.
Rawan tindakan penyimpangan.
Perseroan:
Pengelolaan keuangan terpusat.
Rekonsiliasi dapat ditampilkan setiap saat.
Akuntabilitas pelaporan posisi keuangan meningkat.
Adanya efisiensi SDM dalam pengelolaan keuangan,
sehingga dapat dilakukan re-alokasi SDM ke tempat lain
yang membutuhkan.
Pengawasan dapat dilakukan melalui sistem dan / atau
pengawasan berkala.
Penyimpangan dan kas dapat diminimalisir.
Company:
Cash management is carried out in service units/
regional offices.
Monthly reconciliation.
Cash discrepancy was very likely.
Less efficient and less effective financial management.
More intensive supervision was required.
Vulnerable to risk prone actions.
Company:
Centralized financial management.
Reconciliation is viewable at all times.
Increased financial position reporting accountability.
Human resources efficiency in financial management, thus
employees can be re-allocated to other locations as necessary.
Supervision is possible through system and/or regularly.
Cash discrepancy is minimized.
125
an transmisi secara
Pengembangan salur
da tercapainya
umum diarahkan kepa
n
kapasitas pembangkita
keseimbangan antara
, sedangkan Sistem
dan permintaan daya
dengan pertumbuhan
Distribusi disesuaikan
as dengan
permintaan yang selar
nomian suatu daerah
perkembangan pereko
ncipally
nsmission network is pri
The development of tra
r plant
we
po
the
lance between
directed toward the ba
on
uti
trib
Dis
mands, while the
capacity and power de
nment
alig
in
s
nd
ma
growth in de
System is adjusted to the
c development
with an areas economi
126
PROGRAM PENGEMBANGAN
SISTEM TRANSMISI
TRANSMISSION SYSTEMS
DEVELOPMENT PROGRAM
Transmission projects are usually carried out by PLN, except for certain
transmission networks, which, according to the power purchasing
agreements, are developed by independent power producer (IPP).
127
128
The company also plans to integrate the Sumatra and JavaBali systems via submarine high voltage direct current (HVDC)
transmission networks. PLNs policy in electing HVDC transmission
adopts common voltage practices in other countries, such as the 500
kV DC and 250 kV DC.
Penambahan
kapasitas
transmisi
direncanakan
untuk
memperoleh keseimbangan antara kapasitas pembangkitan
dan kebutuhan beban, disamping untuk mengatasi bottleneck,
meningkatkan keandalan sistem, dan memenuhi kriteria mutu
tegangan tertentu. Kriteria yang diterapkan adalah kebutuhan
penambahan kapasitas trafo di suatu Gardu Induk (GI) ditentukan
pada saat pembebanan trafo mencapai 70%-80%.
Jumlah unit trafo yang dapat dipasang pada suatu GI dibatasi oleh
ketersediaan lahan, kapasitas transmisi dan jumlah penyulang keluar
yang dapat ditampung oleh GI tersebut. Dengan kriteria tersebut
suatu GI dapat mempunyai 3 atau lebih unit trafo. Sebuah GI baru
diperlukan jika GI terdekat yang ada tidak dapat menampung
pertumbuhan beban lagi karena keterbatasan tersebut.
PROGRAM PENGEMBANGAN
Sistem DISTRIBUSI
DISTRIBUTION SYSTEM
DEVELOPMENT PROGRAM
129
130
Pemilihan teknologi seperti jenis tiang (beton, besi atau kayu), jenis
saluran (saluran udara, kabel bawah tanah), sistem jaringan (radial,
loop atau spindle), perlengkapan (menggunakan recloser atau
tidak), termasuk penggunaan tegangan 70 kV sebagai saluran
distribusi ke pelanggan besar, ditentukan oleh manajemen unit
melalui analisis dan pertimbangan keekonomian jangka panjang
dan pencapaian tingkat mutu pelayanan yang lebih baik, dengan
tetap memenuhi standard SNI atau SPLN yang berlaku.
Tahun Year
25-30 kV
70 kV
150 kV
275 kV
500 kV
Jumlah Total
Perubahan Change
2011
2012
11,96
4.456,69
26.170,79
1.028,30
5.052,00
36.719,74
7,56
4.228,39
27.780,04
1.028,30
5.052,00
38.096,29
-36,80%
-5,12%
6,15%
0,00%
0,00%
3,75%
Tahun Year
2011
6-7 kV
10-12 kV
15-20 kV
Jaringan Tegangan Rendah
Low Voltage Network
Jumlah Total
Perubahan Change
2012
57,74
242,26
288.419.36
55,38
242,86
312.751,82
-4,09%
0,25%
8,44%
390.704,94
679.424,30
428.906,52
741.956,58
9,78%
9.20
Generation Include
Step-Up GI
Generation Include
Step-Up GI
COMM FOR
SCADA
SUTT 500 KV
SUTT 150 KV
TM 20 KV
GI 500 KV
SUTT 150 KV
APD
GI 150 KV
TR 380/220
Pelanggan 20 KV
20 KV Customers
131
Pembangunan Pusat
Pembangkit
Power Plant Construction
mbangkit
Perencanaan sistem pe
apatkan kongurasi
bertujuan untuk mend
n
angkit yang memberika
pengembangan pemb
(NPV ) total biaya
nilai net present value
urah (least cost) dalam
penyediaan listrik term
n
riode perencanaan, da
suatu kurun waktu pe
dalan tertentu
memenuhi kriteria kean
the
nn ing is aim to rea ch
Po we r pla nt sys tem pla
t wi ll
tha
nt
pla
r
we
po
gu rat ion
im pro ve me nt of co nfi
ba sis to
t val ue an d lea st co st
pro vid e be st ne t pre sen
ia
pu rsu e rel iab ilit y cri ter
132
PERENCANAAN PEMBANGKIT
133
134
Pendanaan Proyek
Project Funding
With regard to the funding, the Fast Track Program 10,000 MW has
shown a significant progress. The funding of the project has fully
been secured. The funding composition is 85% from bank loan that
is entirely guaranteed by the government of Indonesia pursuant
to the Presidential Decree (PP) No. 91/2001 as the amendment of
the Presidential Decree No. 86/2006 on granting of government
guarantees for acceleration of development of electricity power
generation using coal, whereas the remaining 15% will be covered
by own funds. The bank loan for the plant project amounts to
US$5.1 billion for funding in foreign currency and Rp21.7 trillion
for local currency. The bank loan for the transmission project
which is directly or indirectly related to the Fast Track Program
10,000 MW amounts to US$116 million for foreign currency and
Rp4.8 trillion for local currency.
Overall, the plant programs FTP-1 which have operated by the end of
2012 with amount of 4.510 MW, are as follows:
1. Steam Power Plant 1 Banten - Suralaya 1 x 625 MW
2. Steam Power Plant 2 Banten - Labuan 2 x 300 MW
3. Steam Power Plant 3 Banten - Lontar 3 x 315 MW
4. Steam Power Plant 1 Jabar - Indramayu 3 x 330 MW
5. Steam Power Plant 1 Jateng - Rembang 2 x 315 MW
6. Steam Power Plant 2 Jatim - Paiton 1 x 660 MW
7. Steam Power Plant Sulawesi Utara - Amurang 2 x 25 MW
8. Steam Power Plant Sulawesi Tenggara - Kendari 1 x 10 MW
As for the FTP-2 project with the total capacity of 9,522 MW, of which
4,216 MW was constructed by PLN and the remaining 5,306 MW by
private company along with the related transmission networks.
135
Perkembangan Pembangunan
10.000 MW Tahap 2
2. Aspek Pendanaan
Alokasi risiko yang belum diatur dengan jelas, menjadikan
faktor risiko sebagai terms yang harus dinegosiasikan.
Pengembang meminta kepastian bentuk jaminan kelayakan
usaha PLN.
Kebutuhan dana equity yang besar yang umumnya
diperlukan untuk eksplorasi.
2. Funding aspect
Risk allocation not yet clearly arranged, which results in risk
factor being a negotiable term.
The developers demanding the assurance of PLN business
feasibility.
The need of large equity funding which is commonly required
for exploration.
3. Aspek Teknis
Potensi cadangan uap pada pembangkit PLTP tidak ada atau
lebih kecil dari perkiraan.
Pemindahan lokasi pembangkit, karena kondisi lokasi tidak
memungkinkan dibangun pembangkit baru.
3. Technical aspect
Steam reserves potential of geothermal power plants is nonexisting or less than estimation.
Relocation of the plants, as the site condition is not conducive
for constructing a new plant.
136
Proyek
Project
2
1
Jawa-Bali Java - Bali
PLTU 1 BANTEN - Suralaya
1
Steam Power Plant 1 Banten -Suralaya
PLTU 2 BANTEN - Labuan
2
Steam Power Plant 2 Banten - Labuan
Kap. (Mw)
3
1x625
2x300
3x315
# Unit
4
COD Kontrak
COD Contract
5
1 12 September 2009
15 April 2010
1 7 April 2010
10 April 2012
1 12 September 2009
3x330
3x350
2x315
1x660
2x315
15 September 2011
2 November 2012
1 21 September 2009
1 22 April 2012
137
No
1
9
10
Proyek
Project
2
PLTU 2 Jawa Timur - Paiton
Steam Power Plant 2 Jawa TImur-Paiton
PLTU 3 Jawa Timur - Tj. Awar-awar
Steam Power Plant 3
Jawa TImur-Tj. Awar-Awar
Total FTP-1 Jawa-Bali
Total of FTP-1 Java-Bali
Kap. (Mw)
3
# Unit
4
1x660
2x350
COD Kontrak
COD Contract
5
September 2013
1 April 2012
7.490
13
14
15
16
17
138
2x110
2x220
2x10
2x7
2x110
2x7
2x112
2014
2014
2014
2014
September 2014
2 September 2011
November 2012
September 2013
No
1
Proyek
Project
2
Kap. (Mw)
3
18
19
2x16,5
20
2x100
21
22
2x30
2x50
2x27,5
# Unit
COD Kontrak
COD Contract
1 10 November 2010
September 2012
1 November 2011
November 2012
1 4 September 2013
1 April 2011
Terminate
Terminate
1.600
26
2x65
2x60
2x110
2x25
139
No
1
27
28
29
30
31
Proyek
Project
2
PLTU 2 SULUT - Amurang
Steam Power Plant 2
Sulawesi Utara-Amurang
PLTU SULTRA - Kendari
Steam Power Plant
Sulawesi Tenggara-Kendari
Kap. (Mw)
2x25
2x10
2x50
2x10
2x25
32
33
34
35
2x15
2x7
36
37
140
# Unit
2x7
2x16,5
2x7
2x10
885
9.975
COD Kontrak
COD Contract
5
1 Desember December 2010
November 2012
September 2012
1 April 2011
September 2012
September 2012
September 2012
November 2012
April 2013
1 April 2011
April 2013
1 April 2011
2 April 2012
April 2013
2 April 2012
141
142
Kerjasama dengan mitra usaha non BUMN baik yang dilakukan oleh
PT PLN (Persero), Unit PLN dan Anak Perusahaan meliputi beberapa
item yang spesifik, tidak terbatas pada bidang kelistrikan, namun lebih
merupakan kerjasama penyediaan barang dan jasa bagi kelancaran
operasional Perseroan. Adapun kerjasama tersebut meliputi:
1. Pelatihan, pengembangan SDM dan rekrutmen pegawai dengan
lembaga-lembaga pendidikan seperti ITB, ITS, UI, UGM.
2. Pembelian tenaga listrik berupa excess power maupun memikul/
memenuhi pertumbuhan kebutuhan sesuai dengan kontrak jualbeli antara lain : PT RPE dan PT INALUM di Sumatera; PT Kalimantan
Prima Coal, PT Aji Ubaya di Kalimantan; PT INCO di Sulawesi.
Foreign Cooperation
Kerjasama dengan pihak luar negeri baik yang dilakukan oleh PT PLN
(Persero), Unit PLN dan Anak Perusahaan meliputi:
1. HAPUA (Heads of ASEAN Power Utilities/Authorities), pertemuan
dilakukan setiap tahun diantara negara anggota ASEAN
secara alphabetis. Kerjasama tersebut meliputi 8 proyek, yaitu:
Generation, Transmission, Distribution, Renewable Energy and
Environment, ESI Services, Resource Development, Power Reliability
and Quality dan Human Resource.
2. Kegiatan tersebut dilaporkan ke SOME/AMEM (Senior Official
on Energy/ASEAN Ministers on Energy Meeting) yang diadakan
setiap tahun.
143
144
Pendanaan
Funding
akan program
PLN menerapkan kebij
: pencarian pendanaan
pendanaan, mencakup
s
ng rendah sesuai bata
dengan biaya bunga ya
paya meningkatkan
kemampuan dan beru
ra
Penyer taan Modal Nega
ich
g program policies, wh
PLN implements fundin
ordance
acc
in
e
rat
st
ere
int
at low
comprise raising funds
state
and seeking to increase
with the its capability
capital placement
145
REALISASI PENDANAAN
FUNDING REALIZATION
Komposisi
Composition
Perubahan
Change
2011
2012
2011
2012
36.688,8
30.809,9
63,5%
63,5%
-16,0%
5.978,8
5.172,9
10,3%
10,7%
-13,5%
3.236,7
2.951,6
5,6%
6,1%
-8,8%
11.913,1
9.548,4
20,6%
19,7%
-19,8%
Total
57.817,4
48.482,8
100,0%
100,0%
-16,1%
146
Tahun Year
Apart from the financing of which the funds were sourced from the
government, foreign two-step loans and bank loans, PLN seeks to
acquire other medium-term fund sources. Since 1992 PLN has been
utlizing funds from the capital market by issuing bonds for investment
purpose in power plant, transmission and distribution network
development as well as for work capital. Reputable international or
national rating agencies annually assess PLN bonds that are issued
and managed by experienced trustee.
In 2012, PLN did not issue new bonds to finance its investment
activities. The trend of bank interest rate was one of the reasons for
this, whereas PLN preferred bank loans, of which the interest rates
were lower. Furthermore, the money market condition in the last two
years (2011-2012) which was less conducive due to the financial crisis
in EU region and twin-deficit in the U.S. Federal Government budget,
caused the option of investment in promisorry note was deemed
unattractive by investors.
Thus, in 2012 PLN only managed the funds of its liabilities from
bonds previously issued and used in accordance with the purpose,
assisted by the selected trustee. In addition to bonds, PLN also
manages Medium Term Notes, which, as the bonds, are managed
by the trustee on a daily basis.
147
Sampai akhir tahun 2012, PLN telah menerbitkan 12 Obligasi PLN di pasar domestik, yang
masing-masing terdiri atas beberapa seri obligasi, dengan total dana yang dihimpun dari
penerbitan obligasi tersebut sebesar Rp18,60 triliun
Up to end 2012, PLN has issued 12 PLN Bonds in the domestic market, each consisting
of some series, and the funds collected from the bond issuing came to a total of
Rp18.60 trillion
Sampai akhir tahun 2012, PLN telah menerbitkan 12 Obligasi PLN
di pasar domestik, yang masing-masing terdiri atas beberapa seri
obligasi, dengan total dana yang dihimpun dari penerbitan obligasi
tersebut sebesar Rp18,60 triliun.
As of end 2012, PLN has issued 12 PLN bonds in the local market,
each comprising several series, from where the funds were raised
amounting to Rp18.60 trillion in total.
The PLN domestic bonds that have been settled or are outstanding
are listed below:
Jangka
Waktu
Tenor
(In Year)
Nominal
Principal
All PLN bonds are listed on the Indonesian Stock Exchange, except for
the global MTN, which are listed on the Singapore Exchange Limited.
Jatuh Tempo
Maturity
Wali Amanat
Trustee
300.000.000.000
23 Oktober 1992
23 October 1992
Selesai/ Lunas
Settled
600.000.000.000
29 Oktober 2000
29 October 1992
Selesai/ Lunas
Settled
318.430.000.000
7 April 2000
Selesai/ Lunas
Settled
680.000.000.000
25 Agustus 1999
25 August 1999
Selesai/ Lunas
Settled
Obligasi PLN V,
PLN V Bonds
(Rp)
Keterangan
Notes
- 21 Agustus 1996
21 August 1996
600.000.000.000
21 Agustus 2001
21 August 2001
Selesai/ Lunas
Settled
- 15 Nopember 1996
16 November 1996
400.000.000.000
15 November 2001
Selesai/ Lunas
Settled
10
600.000.000.000
8 Agustus 2007
8 August 2007
BANK MANDIRI
BANK MANDIRI
Selesai/ Lunas
Settled
10
1.500.000.000.000
KSEI
12,25%
45.937.500.000 11 Februari
11 February
11 Mei May
11 Agustus
11 August
11 November
10
1.335.100.000.000
21 Juni 2016
21 June 2016
BTN
KSEI
13,60%
15
865.000.000.000
21 Juni 2021
21 June 2021
BTN
KSEI
13,75%
45.393.400.000 21 Maret
21 March
21 Juni
21 June
29.734.375.000 21 September 21 Desember
21 December
10
200.000.000.000
21 Juni 2016
21 June 2016
BTN
KSEI
13,60%
148
6.800.000.000
Uraian
Name of Securities
Jangka
Waktu
Tenor
(In Year)
Nominal
Principal
Jatuh Tempo
Maturity
Wali Amanat
Trustee
10
1.500.000.000.000
KSEI
10,40%
15
1.200.000.000.000
KSEI
10,90%
10
300.000.000.000
KSEI
10,40%
1.015.000.000.000
KSEI
14,75%
425.000.000.000
KSEI
15,00%
293.000.000.000
KSEI
14,75%
37.428.125.000 9 Januari
9 January
15.937.500.000 9 April
9 Juli
9 July
9 Oktober
9 October
10.804.375.000
467.000.000.000
KSEI
15,00%
17.512.500.000
Selesai/Lunas
Settled *)
920.000.000.000
KSEI
11,95%
10
1.783.000.000.000
KSEI
12,55%
27.485.000.000 12 Januari
12 January
12 April
12 Juli
55.941.625.000 12 July
12 Oktober
12 October
130.000.000.000
KSEI
11,95%
3.883.750.000
10
167.000.000.000
KSEI
12,55%
5.239.625.000
645.000.000.000
KSEI
9,70%
12
1.855.000.000.000
KSEI
10,40%
160.000.000.000
KSEI
9,70%
3.880.000.000
12
340.000.000.000
KSEI
10,40%
8.840.000.000
(Rp)
Keterangan
Notes
Obligasi PLN Ix
PLN Ix Bonds
39.000.000.000 10 Januari
10 January
10 April
10 Juli
32.700.000.000 10 July
10 Oktober
10 October
7.800.000.000
Obligasi PLN X
PLN X Bonds
Selesai/Lunas
Settled *)
Obligasi PLN Xi
PLN Xi Bonds
TOTAL
18.598.530.000.000
15.641.250.000 8 Januari
8 January
8 April
8 Juli
48.230.000.000 8 July
8 Oktober
8 October
Keterangan:
*) Obligasi dilakukan pelunasan lebih awal melalui eksekusi Opsi Call pada ulang tahun ke-3 (tiga) tanggal emisi Obligasi yaitu pada tanggal 9 Januari 2012
Note:
*) Early redemption through execution of call option on the bonds in the third year of the bonds issuance date, i.e. 9 January 2012
149
All of those PLN bonds in the domestic market were ranked AA+ by
Indonesia Rating Agency (Pefindo).
Hingga akhir tahun 2012, PLN telah 2 (dua) kali menerbitkan surat
hutang berjangka (Global Medium Term Notes/GMTN) dengan
masing-masing senilai US$1,000 juta.
As of end 2012, PLN has twice issued Global Medium Term Notes
(GMTN) in denomination of US$1.00 million each.
Nominal
Principal
Jatuh Tempo
Maturity Date
Nominal Bunga
Per Jatuh Tempo
(Termasuk Dutch
Margin)
Interest Amount
As Per Maturity
(Including Dutch
Margin)
US$
450.000.000
17 Oktober 2011
Deutsche Bank
Trust Company
Americas
7,25%
18.221.625,00
Selesai/
Lunas
Settled
10
US$
550.000.000
17 Oktober 2016
7,75%
23.645.875,00
10
US$
500.000.000
28 Juni 2017
30
US$
500.000.000
29 Juni 2037
Deutsche Bank
Trust Company
Americas
7,25%
7,87%
150
Jangka
Mata
Waktu
Uang
Tenor Currency
(In
Years)
10
US$
750.000.000
7 Agustus 2019
Deutsche Bank
Trust Company
Americas
8,00%
Jangka
Mata
Waktu
Uang
Tenor Currency
(In
Years)
Nominal
Principal
Jatuh Tempo
Maturity Date
Nominal Bunga
Per Jatuh Tempo
(Termasuk Dutch
Margin)
Interest Amount
As Per Maturity
(Including Dutch
Margin)
10
US$
1.250.000.000
20 Januari 2020
Deutsche Bank
Trust Company
Americas
7,75%
81.253.531,24
10
US$
1.000.000.000
22 November 2021
Deutsche Bank
Trust Company
Americas
5,50%
30
US$
1.000.000.000
5,25%
26.250.000,00
US$
6.000.000.000
T OTAL
Keterangan:
Interest Rate adalah tingkat bunga yang dibayarkan kepada Bond Holder
Dutch margin adalah tambahan bunga yang dikenakan oleh Majapahit Finance kepada PLN
Pembayaran bunga Global Bond PLN I s.d. IV merupakan Intercompany Loan antara Majapahit
Finance dan PLN, sehingga pembayaran bunga besarnya adalah interest rate plus dutch margin
atas nominal dalam perjanjian Intercompany Loan tersebut
Notes:
Interest Rate is the interest rate to be paid to Bondholder
Dutch margin is additional interest rate Majapahit Finance imposed on PLN
The interest payment of Global Bond PLN I to IV is intercompany loan between Majapahit
Finance and PLN, thus the amount is resulted from interest rate plus Dutch margin on
denomination under the respective intercompany loan.
151
PEMBAHASAN DAN
MEN
ANALISIS MANAJE
MANAGEMENT DISCUSSION
AND ANALYSIS
152
153
Tinjauan Ekonomi
dan Prospek Usaha
Economic Review and Business Prospects
an bahwa dengan
PLN telah memprakirak
GDP per tahun sekitar
tingkat pertumbuhan
ebabkan naiknya
6-7% maka akan meny
r 9,3% per tahun
konsumsi listrik sebesa
6% to 7%
t with a GDP growth of
PLN has estimated tha
se at
sumption would increa
a year, the electr icit y con
9.3% a year
154
Tinjauan Ekonomi
Economic Review
Prospek Usaha
Business Prospects
155
156
2009
2010
2011
2012
50.184
54.945
59.825
65.110
72.132
Bisnis Business
22.926
24.825
27.157
28.309
30.989
Industri Industry
47.969
46.204
50.985
54.725
60.176
7.940
8.607
9.330
9.848
10.694
129.019
134.581
147.297
157.992
173.991
Lainnya Others
Jumlah Total
157
2008-2009
2009-2010
2010-2011
2011-2012
6,04
9,49
8,88
8,83
10,79
11,25
8,28
9,39
4,24
9,47
Industri Industry
4,73
(3,68)
10,35
7,34
9,96
Lainnya Others
5,73
8,40
8,40
5,55
8,59
Jumlah Total
6,41
4,31
9,45
7,26
10,13
Jumlah Pelanggan
Pertumbuhan penjualan tenaga listrik sejalan dengan bertambahnya
jumlah pelanggan. Hal ini terlihat dari penambahan pelanggan
sampai akhir tahun 2012 sebesar 3,9 juta pelanggan atau meningkat
12,73% dibanding tahun sebelumnya. Penambahan pelanggan
terbesar terjadi pada kelompok pelanggan rumah tangga, yang
mencapai sebesar 3,6 juta pelanggan dibanding tahun lalu sebesar
3,2 juta pelanggan. (Perhatikan juga uraian Informasi Segmen)
Total Customers
The growth in sales of electric power was in accordance with
the growth in customers. This is demonstrated in the increase
in customers to end 2012, which was amounting to 3.9 million
customers, or rose 12.73% when compared to the previous year. The
highest increase occurred in the households group, which totaled 3.6
million customers, while last years figure was 3.2 million customers.
Also read Segmen Information
2008
2009
2010
2011
2012
1.340.531
1.074.759
2.224.690
3.253.022
3.642.238
105.472
85.562
110.542
137.211
168.981
718
364
775
1.690
2.296
63.636
112.914
(18.305)
67.835
86.589
1.510.357
1.273.599
2.317.702
3.459.758
3.900.104
Industri Industry
Lainnya Others
Jumlah Total
158
Strategi Pemasaran
Strategi pemasaran Perseroan pada dasarnya terdiri dari tiga program
utama, yakni:
1. Migrasi pelanggan dari kelompok pelanggan rumah tangga level
rendah, ke level yang lebih tinggi.
2. Migrasi pelanggan pasca bayar menjadi pelanggan pra-bayar.
3. Meningkatkan jumlah pelanggan dengan kategori pelayanan
khusus, untuk kelompok pelanggan bisnis dan industri.
Marketing Strategy
In principal, the Companys marketing strategy comprises three main
programs, i.e.:
1. Customer migration from low-level household customer group to
a higher level.
2. Post-paid customer migration to pre-paid customer.
3. Increasing the number of customers under the special service
category, i.e. business and industry customer groups.
With the addition of 3.9 million new customers in 2012, PLN now has
49.79 million customers. This is a rise of 8.5% over the total customers
last year, as seen in the table below.
2008
2009
2010
2011
2012
36.025
37.099
39.324
42.578
46.220
1.716
1.802
1.912
2.049
2.218
48
48
49
50
53
1.055
1.168
1.150
1.218
1.304
38.844
40.117
42.435
45.895
49.795
The growth in the number of customers in 2012 caused the nationalscale electrification ratio to rise to 76,16% (including non PLN
customers) from that in last year, which was 74,28%. As shown in the
graphic below.
159
63,75
62,42
Perkembangan Rasio
Elektrifikasi
2008-2012 (%)
74,28
66,51
76,16
Growth in Electrification
Ratio, 2008-2012 (%)
08
09
Daya Tersambung
Selaras dengan pencapaian penjualan tenaga listrik (GWh) dan
penambahan pelanggan yang meningkat signifikan dibanding
tahun lalu, maka penambahan daya tersambung sampai akhir tahun
2012 mencapai 8.709 MVA atau meningkat 12,38% dibandingkan
tahun sebelumnya yang sebesar 7.750 MVA. Penambahan daya
tersambung terutama terjadi pada kelompok pelanggan industri
dan bisnis, mengindikasikan peningkatan kegiatan bisnis dan
perekonomian nasional.
10
11
12
Connected Power
In line with the achievement in electricity sales (GWh) and the
significantly increasing number of customers compared to last
year, the additional connected power up to the end of 2012 totaled
8,709 MVA or rose at 12,38% compared to last year, which totaled
7,750 MVA. The additional connected power occurred mainly in the
industry and business customer groups, which indicates the increase
of business activities and the national economy.
2008
2009
2010
2011
2012
1.557
1.365
2.503
3.980
3.687
Bisnis Business
990
781
1.062
1.464
1.993
Industri Industry
650
259
776
1.912
2.503
Lainnya Others
339
403
205
394
527
3.536
2.808
4.546
7.750
8.709
Jumlah Total
2008
2009
2010
2011
2012
29.335
30.700
33.202
37.183
40.869
Bisnis Business
11.942
12.710
13.772
15.236
17.229
Industri Industry
14.531
14.790
15.566
17.478
19.981
4.278
4.694
4.899
5.292
5.819
60.086
62.894
67.439
75.189
83.898
Lainnya Others
Jumlah Total
160
Harga jual rata-rata tenaga listrik pada tahun 2012, yaitu sebesar
Rp728,32/kWh sedikit lebih tinggi, 1,97% diatas harga rata-rata tahun
2011 sebesar Rp714,24/kWh. Pembahasan lebih lanjut dari kinerja
keuangan ini ada pada bagian Kinerja Keuangan.
2009
2010
2011
2012
84.250
90.172
102.974
112.845
126.721
653,00
670,02
699,09
714,24
728,32
161
162
Peningkatan produksi tenaga listrik sejalan dengan tumbuhnya permintaan tenaga listrik
dari seluruh kelompok pelanggan
Increase in production of electric power is in accordance with the growth of electric
power demands coming from all customer groups
2008
2009
2010
2011
2012
114.650
116.579
124.516
128.853
131.684
38.024
30.533
27.049
29.731
14.570
76.626
86.046
97.467
99.123
117.114
Batubara Coal
41.311
43.138
46.685
54.950
66.633
21.184
29.097
31.556
30.369
36.395
3.391
3.504
3.398
3.487
3.558
10.740
10.307
15.827
10.316
10.525
0,53
0,72
2,85
4.707
5.194
8.233
13.886
18.071
31.389
36.169
38.076
40.682
50.563
150.746
157.942
170.825
183.421
200.318
Pada tabel di atas terlihat bahwa produksi tenaga listrik yang berasal
dari pembangkit sendiri berbahan bakar minyak (BBM), mengalami
penurunan sebesar 50,99% dari tahun 2011, sedangkan produksi
tenaga listrik dari pembangkit non-BBM (batubara, gas alam, tenaga
air, panas bumi, surya dan angin) mengalami peningkatan sebesar
18,15% dari tahun lalu.
163
Kapasitas Terpasang
Kapasitas terpasang pembangkit milik PLN sampai dengan tahun
2012 adalah 32.901,48 MW, meningkat sebesar 12,41% dibanding
tahun sebelumnya. Hal ini disebabkan telah beroperasinya
beberapa pembangkit berbahan bakar batubara yang termasuk
dalam program FTP-1.
Installed Capacity
The installed capacity of PLNs own power plants up to 2012 is
32,901.48 MW, a increase of 12.41% in comparison to the previous
year. Due to the commercial operation of some coal power plants in
FTP-1 program.
2010
2011
2012
3.504,28
3.508,45
3.522,57
3.511,20
3.515,51
8.764,00
8.764,00
9.451,50
12.052,50
14.445,50
2.496,69
2.570,59
3.223,68
2.839,44
2.973,18
PLTGU
Combined Cycle Power Plant
7.370,97
7.370,97
6.951,32
7.833,97
8.814,11
415,00
415,00
438,75
435,00
548,00
3.020,88
2.980,63
3.267,79
2.568,54
2.598,64
21,84
26,00
38,84
25,94
0,19
1,23
6,20
0,26
1,06
0,34
0,34
0,34
25.593,92
25.636,70
26.894,98
29.268,16
32.901,48
Jumlah Total
164
2009
Status Kepemilikan
Ownership
2011
(MW)
2012
(MW)
Kontribusi
Contribution
Perubahan
Change
2011
2012
29,268.16
32,901.48
74.9%
74.8%
12.4%
Swasta (IPP)
Independent Power Producers
6,925.24
7,360.29
17.7%
16.7%
6.3%
Sewa Pembangkit
Leased Power Plant
2,906.29
3,710.39
7.4%
8.4%
27.7%
39,099.69
43,972.16
100.0%
100.0%
12.5%
Jumlah Total
Pemeliharaan Pembangkit
Dalam upaya menjaga stabilitas pasokan tenaga listrik, PLN telah
melakukan pemeliharaan pembangkit yang berada di seluruh
Indonesia. Sepanjang tahun 2012, total pemeliharaan pembangkit
yang telah dilakukan terdiri dari 733 unit pembangkit dengan total
kapasitas 15.927 MW, dengan rincian:
1. Pembangkit di Jawa Bali sebanyak 15 unit - kapasitas 4.754 MW.
2. Pembangkit di Indonesia Barat sebanyak 47 unit - kapasitas 1.820 MW.
3. Pembangkit di Indonesia Timur sebanyak 543 unit kapasitas 532MW.
4. Pembangkit pada anak perusahaan PLN Batam, PLN
Tarakan, PT Indonesia Power, dan PT PJB sebanyak 128
unit kapasitas 8.821MW.
165
Bauran Energi
Sepanjang tahun 2012, PLN telah berupaya mengurangi
ketergantungan akan bahan bakar minyak secara bertahap. Hal ini
terlihat dari pencapaian bauran energi, dimana produksi tenaga listrik
dari pembangkit BBM hanya sebesar 15% lebih baik dibanding tahun
sebelumnya sebesar 25%. Sedangkan produksi dari pembangkit non
BBM telah mencapai 85% lebih tinggi dari tahun sebelumnya sebesar
75%, seperti ditunjukkan pada tabel berikut.
Fuel Mix
In 2012, PLN has put out efforts to reduce dependency on oil-based
fuel gradually. This is reflected in PLNs fuel mix achievement, where
electric power produced from oil-based plants only amounted to
15%, better than 25% of last year. Meanwhile production from non-oil
based fuel power plant has reached 85% compared to the previous
year of 75%, as shown in the table below.
Tahun Year
2008
2009
2010
2011
2012
27,70%
22,06%
19,90%
24,78%
14,97%
72,20%
77,98%
80,11%
75,22%
85,03%
Batubara Coal
27,60%
27,51%
27,50%
42,39%
50,38%
14,20%
18,59%
18,86%
20,86%
23,41%
2,30%
2,24%
2,00%
5,20%
4,85%
Air Hydro
7,20%
6,57%
9,32%
6,77%
6,39%
20,90%
23,07%
22,43%
Catatan:
Bauran energi merupakan produksi sendiri (termasuk produksi proyek yang belum
COD) + sewa + beli
Notes:
Fuel mix comprises own production (including from projects prior to COD)
+ rented + purchased
The above table shows that fuel mix from coal and natural gas
power plants rose quite high compared to last year. This is in
accordance with the increase of non-oil based fuel power plant as
a result of the following:
1. Some FTP I 10,000 MW coal power plant projects have started
the operation
2. Natural gas supply is available, thus the natural gas-fired power
plants can produce higher electric power in comparison to last
year, at lower cost per kWh.
166
The use of oil-based fuels has been decreasing, except in 2011, when
it increased to compensate the lack of gas supply.
Batubara(ton)
Coal (ton)
2007
10.688.975
21.466.348
171.209
2008
11.320.489
20.999.521
181.661
2009
9.408.905
21.604.464
266.539
2010
9.324.934
23.958.699
283.275
2011
11.466.850
27.434.163
285.722
2012
8.214.794
35.514.791
365.927
2007
10.688.975
BBM (perubahan)
Oil-based fuel (change)
Batubara (ton)
Coal (ton)
2008
11.320.489
2009
9.408.905
5,9%
21.466.348
Batubara (perubahan)
Coal (change)
Gas Alam (MMSCF)
Natural Gas (MMSCF)
20.999.521
-16,9%
21.604.464
-2,2%
171.209
181.661
2,9%
266.539
6,1%
46,7%
2010
2011
9.324.934
11.466.850
-0,9%
2012
8.214.794
23,0%
23.958.699
27.434.163
10,9%
-28,4%
35.514.791
14,5%
283.275
285.722
6,3%
29,5%
365.927
0,9%
28,1%
Tahun Year
2011
Perubahan Change
2012
7.585,54
8.629,14
13,8%
644,98
737,95
14,4%
39.867,32
62.167,67
55,9%
167
1.351,4
1.271,0
1.059,0
1.374,0
1.089,0
BPP 2008-2012
(dalam Rp/Kwh)
BPP 2008-2012
(in Rp/Kwh)
08
09
10
168
11
12
Pada tahun 2012 PLN berhasil menurun BPP, sekalipun harga perolehan energi primer
mengalami kenaikan.
In 2012 PLN managed to lower the basic cost of electricity production (BPP), despite the
prices of primary energy increased.
Mengingat pentingnya perhitungan biaya pokok penyediaan tenaga
listrik terhadap keseluruhan operasional Perseroan, PLN berupaya
meningkatkan akuntabilitas dan akurasi pencatatan transaksi
keuangan (termasuk penerimaan pembayaran dari pelanggan)
dengan menerapkan berbagai program, yaitu:
1. Melakukan perbaikan sistem akuntansi pencatatan keuangan
dengan menerapkan PSAK terbaru seusai ketentuan.
2. Melakukan perbaikan sistem transaksi keuangan dengan
dukungan teknologi informasi yang dirancang sesuai kebutuhan
Perseroan, yaitu dengan menerapkan AP2ST dan AP2T. Mengelola
seluruh transaksi keuangan secara terpusat.
3. Melakukan kerjasama
dengan BPK untuk meningkatkan
akuntabilitas dan transparansi pencatatan dan pengelolaan
keuangan.
4. Melakukan kerjasama
dengan KPK untuk meningkatkan
akuntabilitas dan mencegah tindakan yang merugikan Perseroan
dan/atau negara.
169
Electricity Tariffs
Electricity tariffs are the main for the PLNs revenue and are set by the
government and the House of Representatives, which is then used
to calculate total electricity bills to customers. Electricity tariffs are
reviewed periodically and composed of different tariffs according to
the customer group.
In general, electricity tariffs are set taking into account the ability
of customers and the installed power of each customer group. The
higher the installed power, the greater tariff imposed.
Adapun gambaran TTL yang dikenakan oleh PLN untuk tahun 2012
adalah sebagai berikut:
7%
Subsidi
Subsidy
Rata-Rata
Average
Per Tegangan
Per Voltage
(Rp/kWh)
(Rp/kWh)
Rp/kWh
S.2 / 450 VA
309.48
1,455.54
1,146.06
S.2 / 900 VA
438.00
1,455.54
1,017.54
S.2 / 1.300 VA
621.35
1,455.54
834.19
S.2 / 2.200 VA
663.72
1,455.54
791.82
777.32
1,455.54
678.23
764.95
1,251.77
486.82
405.14
1,455.54
1,050.40
S
R.1 / s/d 450 VA
170
Harga Jual
Bpp Rata-Rata
Tariff Basic Average of Cost of
Electricity Production
R.1 / 900 VA
585.39
1,455.54
870.15
R.1 / 1.300 VA
801.65
1,455.54
653.90
R.1 / 2.200 VA
809.96
1,455.54
645.58
7%
Harga Jual
Bpp Rata-Rata
Tariff Basic Average of Cost of
Electricity Production
Rata-Rata
Average
Per Tegangan
Per Voltage
Subsidi
Subsidy
(Rp/kWh)
(Rp/kWh)
Rp/kWh
910.58
1,455.54
544.96
1,209.58
1,455.54
245.97
R
B.1 / s/d 450 VA
500.66
1,455.54
954.88
B.1 / 900 VA
599.51
1,455.54
856.03
B.1 / 1.300 VA
822.53
1,455.54
633.01
943.14
1,455.54
512.40
1,208.89
1,455.54
246.65
885.19
1,251.77
366.58
433.57
1,455.54
1,021.97
B
I.1 / 450 VA
I.1 / 900 VA
559.85
1,455.54
895.69
I.1 / 1.300 VA
789.06
1,455.54
666.48
I.1 / 2.200 VA
754.65
1,455.54
700.89
985.30
1,455.54
470.24
911.30
1,455.54
544.24
743.24
1,251.77
508.53
610.88
1,177.30
566.43
I
P.1 / s/d 450 VA
666.70
1,455.54
788.84
P.1 / 900 VA
789.57
1,455.54
665.97
P.1 / 1.300 VA
924.51
1,455.54
531.03
923.18
1,455.54
532.36
1,218.29
1,455.54
237.26
834.49
1,251.77
417.28
P.3
824.43
1,455.54
631.11
p
T / > 200 kVA
650.62
1,251.77
601.15
571.24
1,251.77
680.53
1,130.06
1,251.77
121.71
*) Penjualan TL tidak termasuk Batam & Tarakan Realisasi sampai dengan 2012
Kekurangan Subsidi
171
Electricity Subsidy
Subsidi listrik dihitung dari selisih negatif antara harga jual tenaga
listrik rata-rata (Rp/kWh) dari masing-masing golongan tarif
dikurangi Biaya Pokok Penyediaan Tenaga Listrik (BPP) (Rp/kWh)
pada tegangan di masing-masing golongan tarif dikalikan volume
penjualan (kWh) untuk setiap golongan tarif. Perseroan memerlukan
subsidi, mengingat harga penjualan tenaga listrik yang terjadi saat
ini masih berada dibawah rata-rata biaya pokok penyediaan tenaga
listrik (sudah termasuk margin). Hal ini dapat digambarkan pada
grafik berikut.
Customer
Group
802
664
621
810
911
823
585
438
501
405
309
1.218
985
934
789
600
911
755
667
450
923
842
790
434
P-3/TR
P-1 sisanya/TR
P-1=900/TR
P-1=450/TR
I-2/TR
I-1 sisanya/TR
I-1=2200/TR
I-1=1300/TR
I-1=900/TR
I-1=450/TR
B-2/TR
B-2/TR
B-1=2200/TR
B-1=900/TR
B-1=450/TR
R-3/TR
R-2/TR
R1=2200
R-1=1300/TR
R1=900/TR
R1=450/TR
S-2 sisanya/TR
S-2=2200
S-2=1300/TR
S-2=900/TR
S-2=450/TR
925
P-1 2200/TR
Golongan
Pelanggan
1.209
P-1 1300/TR
777
1.500
1.400
1.300
1.200
1.100
1.000
900
800
700
600
500
400
300
200
100
0
TTL (Rp/kWh)
Subsidi Listrik
PLN memerlukan subsidi, karena wajib menjual dan menyediakan tenaga listrik dengan
harga jual dibawah biaya pokok penyediaan tenaga listrik kepada para pelanggannya.
PLN requires subsidy as it has the obligation to sell and procure electric power at sales
price lower than the basic cost of electricity production to its customers.
172
Diantara pasal 8 dan Pasal 9 disisipkan 1 (satu) pasal, yakni Pasal 8A,
yang berbunyi:
1. Cadangan risiko energi ditetapkan sebesar Rp23 triliun
2. Cadangan risiko energi sebagaimana dimaksud pada ayat (1)
dapat digunakan dalam hal anggaran subsidi bahan bakar
minyak (BBM) jenis tertentu dan bahan bakar gas cair LPG tabung
3 kilogram dan / atau subsidi listrik tidak mencukupi hingga akhir
tahun Anggaran 2012.
173
As per the above provisions, the electricity subsidy revenues for the
Company is as follows:
174
2008
2009
2010
2011
2012
78.577.390
53.719.818
58.108.418
93.177.740
103.331.285
Sekalipun menghadapi berbagai kendala yang berada diluar kendalinya, PLN konsisten
menerapkan berbagai program utama untuk menekan biaya pokok penyediaan tenaga
listrik guna mengurangi subsidi.
In spite of all the impediments beyond its control, PLN has consistently applied a variety
of main programs to lower the basic cost of electricity production to minimize subsidy.
Susut Jaringan
Network Losses
Susut Jaringan
Network Losses
2008
2009
2010
2011
2012
8,50
7,93
7,64
7,34
6,95
2,17
2,18
2,25
2,25
2,44
10,46
9,93
9,70
9,41
9,21
2012
2011
2,44
2,25
2,53
2,11
2,69
2,97
1,19
2,40
6,95
7,34
6,09
7,48
10,03
12,42
8,60
10,88
9,21
9,41
8,46
9,42
12,43
15,07
9,68
13,01
175
176
Program Efisiensi
Efficiency Program
Pencapaian angka SAIDI dan SAIFI yang jauh lebih baik dari sasaran,
terutama disebabkan oleh adanya program Operational Performance
Improvement (OPI), dioperasikannya beberapa pembangkit sewa,
serta telah dioperasikannya beberapa pembangkit proyek tahap I.
Selain operasional pembangkit baru, perbaikan dan pembangunan
fasilitas transmisi dan distribusi memberi andil besar pada
peningkatan kinerja keandalan layanan tersebut. (Lihat uraian
Transmisi dan Distribusi)
The achievement for the SAIDI and SAIFI figures this year is far better
than the targets set and, mainly due to the Operational Performance
Improvement (OPI) program, the operation of several leased power
plants, and the operation of several power plant projects of phase
I. In addition to the operation of new power plants, the repair and
construction of transmission and distribution facilities contribute
significantly to the increase of the service reliability performance. (See
description of Transmission and Distribution)
2008
2009
2010
2011
2012
80,9
16,70
6,70
4, 71
3,85
13,33
10,78
6,82
4,90
4,22
Realisasi 2012
Realization in 2012
Realisasi 2011
Realization in 2011
3,85
4,71
2,88
3,86
4,22
8,03
7,99
3,57
4,22
4,90
3,45
3,80
4,53
8,12
7,49
5,16
177
The health level of PT PLN (Persero) in 2012 which puts it into the rank
of a HEALTHY State Owned Enterprise, category AA. (table below).
Kategori Category
178
2008
2009
2010
2011
2012
Sehat A
Healthy A
Sehat A
Healthy A
Sehat A
Healthy A
Sehat AA
Healthy AA
Sehat AA
Healthy AA
179
Kinerja Keuangan
FINANCIAL PERFORMANCE
180
181
Seperti tampak pada ikhtisar posisi keuangan berikut, total aset PLN
per 31 Desember 2012 adalah sebesar Rp540.705,8 miliar, naik 15,6%
dari posisi Rp467.782,6 miliar di tahun sebelumnya. Total Liabilitas
naik 21,2% menjadi Rp390.106,1 miliar dari posisi Rp321.769,8,0 miliar
di tahun 2011. Sebagai akibat kenaikan laba, ekuitas Perusahaan naik
3,1% menjadi Rp150.599,7 miliar dari posisi Rp146.012,8 miliar di
tahun sebelumnya.
2012
2011
Perubahan Change
472.065,8
409.530,3
15,3%
68.640,0
58.252,3
17,8%
540.705,8
467.782,6
15,6%
315.503,2
258.219,3
22,2%
74.602,9
63.550,4
17,4%
390.106,1
321.769,8
21,2%
Ekuitas Equity
150.599,7
146.012,8
3,1%
182
The main accounts in the balance sheet that caused the changes are
detailed in the analysis parts as follows.
ASET
Assets
686,40
582,52
472,06
Nilai Aset
(dalam Rp triliun)
Asset values
(in Rp trillion)
447,73
369,99
409,53
310,76
324,42
296,71
259,64
08
09
10
11
12
Ikhtisar Komposisi
Aset
(dalam %)
10,7
11,1
12,1
12,5
12,7
89,3
88,9
87,9
87,5
87,3
08
09
10
11
12
Asset Composition
(in %)
NON-CURRENT ASSETS
Jumlah aset tidak lancar Perseroan pada akhir tahun 2012 mencapai
Rp472.065,8 miliar atau naik 13% dibandingkan tahun 2011.
Komposisi terbesar aset tidak lancar di tahun 2012 adalah aset
tetap bersih, mencapai 75,8%, diikuti pekerjaan dalam pelaksanaan
sebesar 21,8% dan rekening bank dan deposito yang dibatasi
penggunaannya sebesar 1,0%, serta beberapa akun yang jumlahnya
kurang dari 0,3% terhadap total aset tidak lancar. Komposisi aset
tidak lancar seperti tercantum pada tabel berikut.
2012
2011
Perubahan
Change
Komposisi Composition
2012
2011
358.024,48
302.489,95
18,4%
75,8%
73,9%
102.810,17
98.057,30
4,8%
21,8%
23,9%
158,28
152,80
3,6%
0,0%
0,0%
1.625,44
1.142,85
42,2%
0,3%
0,3%
200,71
18,02
1.014,0%
0,0%
0,0%
Properti Investasi
Investment properties
Investasi Pada Entitas Asosiasi
Investment in associates
Aset Pajak Tangguhan
Deferred tax assets
183
Keterangan Description
2012
Perubahan
Change
Komposisi Composition
2012
2011
1.483,09
1.713,67
-13,5%
0,3%
0,4%
22,33
212,71
-89,5%
0,0%
0,1%
4.792,74
3.889,76
23,2%
1,0%
0,9%
303,06
355,27
-14,7%
0,1%
0,1%
2.645,51
1.497,94
76,6%
0,6%
0,4%
472.065,81
409.530,26
15,3%
100,0%
100,0%
184
2011
Aset Tetap
Aset tetap bersih pada akhir tahun 2012 tercatat sebesar Rp358.024,5
miliar atau naik 18,4% dari tahun sebelumnya, yang disebabkan adanya
penambahan aset tetap bersih di tahun 2011 sebesar Rp55.534,5
miliar. Kenaikan aset tetap adalah akibat realisasi pada berbagai
proyek pembangunan pembangkit, jaringan transmisi dan distribusi
di tahun 2012 lalu, dalam rangka meningkatkan rasio elektrifikasi dan
meningkatkan keandalan jaringan, meliputi diantaranya:
1. Pembangunan Pusat Pembangkit dalam rangka Proyek FTP I
2. Pembangunan Pusat Pembangkit reguler
3. Pembangunan sistem transmisi dan distribusi
4. Penambahan areal tanah dan bangunan untuk digunakan sebagai
area gardu induk.
5. Pembangunan sarana penunjang lainnya.
Net property plant and equipment at the end of 2012 were registered
as totaling Rp358,024.5 billion or an 18.4% increase from the year
before of Rp55,534.5 billion. The increase occurred as a result of
some power plant projects, transmission and distribution network
that were realized in 2012 on the occasion to increase electrification
ratio and network reliability, which included:
Bearing in mind the lack of electrical power is still high), the additional
PLN fixed assets will continue.
Construction in Progress
1.
2.
3.
4.
Investment in associates
185
ASET LANCAR
Current Assets
2012
2011
Perubahan
Change
Komposisi Composition
2012
2011
22.639.853
22.088.093
2,5%
33,0%
37,9%
378.208
636.264
-40,6%
0,6%
1,1%
3.851.920
3.504.823
9,9%
5,6%
6,0%
20.565.784
12.101.668
69,9%
30,0%
20,8%
849.120
598.750
41,8%
1,2%
1,0%
16.738.446
15.654.105
6,9%
24,4%
26,9%
2.562.075
2.396.990
6,9%
3,7%
4,1%
1.026.080
1.204.393
-14,8%
1,5%
2,1%
28.470
67.256
-57,7%
0,0%
0,1%
68.639.956
58.252.342
17,8%
100,0%
100,0%
186
Posisi kas dan setara kas pada tahun 2012 naik tipis, sebesar Rp551,8
miliar menjadi Rp22.640,0 miliar atau hanya naik sebesar 2,5% dari posisi
tahun sebelumnya. Kenaikan kas dan setara kas tersebut salah satunya
berasal dari aktivitas operasional, yakni adanya pertumbuhan permintaan
sambungan baru dan peningkatan penggunaan fasilitas listrik pra bayar.
(Lihat kembaIi uraian Jumlah Pelanggan dan Arus Kas)
Posisi kas pada tahun 2012 terdiri dari kas di tangan sebesar Rp9,6
miliar, ditempatkan di rekening giro dalam mata uang asing maupun
Rupiah sebesar Rp20.747,1 miliar 91,6% dari jumlah keseluruhan kas
dan setara kas, serta deposito berjangka sebesar Rp1.883,2 miliar
atau sebesar 8,3% dari jumlah keseluruhan kas dan setara kas. Kas
dan setara kas Perusahaan dalam bentuk deposito, ditempatkan
diantaranya di PT Bank Negara Indonesia (Persero) Tbk, PT Bank
Mandiri (Persero) Tbk, PT Bank Rakyat Indonesia (Persero) Tbk dan
PT Bank Bukopin.
Posisi dan Penempatan dana Kas dan Setara Kas (dalam Rp juta)
Placement of Cash and Cash Equivalents (in Rp billions)
Keterangan Description
Kas Cash
2012
2011
Perubahan
Change
Komposisi
Composition
2012
2011
9.614
23.179
-58,5%
0,04%
0,1%
20.747.051
21.324.986
-2,7%
91,64%
96,5%
16.057.395
16.160.135
9.778.938
7.280.659
34,3%
3.446.131
5.798.577
-40,6%
2.832.326
3.080.899
-8,1%
4.689.656
5.164.851
-9,2%
3.343.383
3.447.704
-3,0%
199.732
62.135
221,4%
96.941
128.439
-24,5%
78.260
34.603
126,2%
971.340
1.491.970
-34,9%
20.756.665
21.348.165
-2,8%
1.883.188
739.928
154,5%
8,32%
3,3%
908.051
500.821
81,3%
723.761
330.000
119,3%
75.571
60.721
24,5%
108.719
110.100
-1,3%
975.137
239.107
307,8%
860.201
140.482
512,3%
Lainnya Others
114.936
98.625
16,5%
22.639.853
22.088.093
2,5%
Lainnya Others
Jumlah Kas dan Bank Total Cash in Bank
Setara Kas - Deposito Berjangka Cash Equivalents Term
Deposit
Total Kas dan Setara Kas Total Cash and Cash Equivalents
187
188
The new connection program that has been set, resulted in an increase
in total customers with 3.9 million new customers, who are largely
household customers (3.6 million) which required larger subsidy
compared to other customer groups. The increase in receivables on
electricity subsidy also reflects smaller actual receivables on subsidy
compared to the calculated subsidy that was to be received, thus
the accumulated subsidy that was yet to be received, increased. (See
Electricity Subsidy and Electricity Tariffs)
Persediaan
Inventories
The increase in switchgear networks and general allocation subaccounts occurred in connection with the FTP-1 projects, some of
which have neared finishing phase.
Piutang Usaha
Company Receivables
2012
2011
Perubahan
Change
Komposisi
Composition
2012
Umum General
Pemerintah Government
Badan Usaha Milik Negara
State owned enterprises
TNI dan Polri Military Military and Police
Jumlah Total
Penyisihan piutang ragu-ragu
Retired unresolved receivables
Bersih Net
2011
3.627.793
2.684.186
35,2%
85,6%
69,5%
194.287
259.189
-25,0%
4,6%
6,7%
8.418
512,6%
1,2%
0,2%
366.502
909.177
-59,7%
8,6%
23,5%
4.240.147
3.860.970
9,8%
(356.147)
9,0%
3.504.823
9,9%
51.565
(388.227)
3.851.920
LIABILITAS
LIABILITIES
Liabilitas jangka panjang pada akhir tahun 2012 naik 22% menjadi
Rp315.503,2 miliar. Komposisi liabilitas jangka panjang meliputi
diantaranya utang sewa pembiayaan sebesar 34,10%, utang obligasi
sebesar 21,3%, utang bank dan surat utang jangka menengah
sebesar 17,2%, penerusan pinjaman sebesar 8,70%, liabilitas imbalan
kerja sebesar 7,0%, dan beberapa akun lain dengan jumlah masingmasing kurang dari 6,5%.
The long term liabilities in end 2012 rose 22% to Rp315,503.2 billion.
The composition of long term liabilities comprises lease liabilities
with 34.10%, bonds payable 21.3%, bank loans and medium term
notes 17.2%, two step loans 8.70%, employee benefits obligations
7.0% and other payables that each represents less than 6.5%.
189
2012
2011
Perubahan
Changes
Komposisi
Composition
2012
2011
19.228.694
14.581.906
31,8%
6,1%
5,6%
3.304671
6.384.701
-48,2%
1,0%
2,5%
0,0%
27.294.132
27.036.690
1,0%
8,7%
10,5%
8.707.826
6.016.818
44,7%
2,8%
2,3%
107.609.232
77.690.486
38,5%
34,1%
30,1%
54.271.679
46.003.191
18,0%
17,2%
17,8%
67.250.977
55.908.388
20,3%
21,3%
21,7%
5.582.143
5.413.311
3,1%
1,8%
2,1%
9.675
13.991
-30,8%
0,0%
0,0%
22.090.632
18.967.344
16,5%
7,0%
7,3%
153.530
196.508
-21,9%
0,0%
0,1%
315.503.191
258.219.334
22,2%
100,0%
100,0%
74,60
Komposisi
Liabilitas PLN
(dalam Rp triliun)
PLN Liabilities
Composition
63,55
40,65
47,73
54,95
123,08
144,78
164,66
258,22
315,50
08
09
10
11
12
(in Rp trillion)
190
Lease liabilities
Given the PLNs limited capability to build all the power plants needed,
the role of private electricity in meeting the demands of power in
the future will remain significant. Thus the lease liabilities account
will continue increasing in the future, in line with the increase in
electrical power purchase from IPPs, both of which the construction
is in progress and in planning phase.
Utang obligasi
Bonds payable
Bank loans and medium term notes had an increase of 18.00% from
the position in 2011, to a total of Rp54.271.7 billion. The increase is
mainly because of loans for first phase of the 10,000 MW fast track
program (FTP-1). The loans consists of bank loans and MTN issuance.
Penerusan pinjaman
Two step loans experienced an increase of only 1.0% from the 2011s
position, to Rp27,294.1 billion. This account constitutes unsecured
foreign loans of the government of the Republic of Indonesia passed
on to and maintained by the company for financing company
projects. The increase was in line with the accelerated 10,000 MW
program framework.
191
Total allocation for the pension program and employee welfare this
year experienced growth of 16.5% to Rp22,090.6 billion from the year
before. The increase was due to adjustment to employee benefits
allowance, a reflection of PLNs care for the welfare of employee,
which is the Companys main asset; along with other physical assets
built and maintained.
Short-Term Liabilities
Short-term liabilities in the end of 2012 rose 17.4% from the previous
year to Rp74,602.9 billion. The short-term liabilities components
are, among others, trade accounts payable assumed by payables
to related parties and third party interests, which respectively
constitutes 20.0% and 14.6%, accrued expenses 10.2%, current
maturities of bank loans, customer security deposits 8.7%, lease
liabilities 5%, project cost payable 1.6% and other accounts.
2012
2011
Perubahan
Change
Komposisi
Composition
2012
2011
14.894.376
14.070.569
5,9%
20,0%
22,1%
10.361.230
7.875.637
37,9%
14,6%
12,4%
1.146.104
955.509
19,9%
1,5%
1,5%
7.580.945
6.060.347
25,1%
10,2%
9,5%
6.455.405
6.511.261
-0,9%
8,7%
10,2%
1.226.238
2.467.142
-50,3%
1,6%
3,9%
2.309.841
2.236.422
3,3%
3,1%
3,5%
334.010
346.372
-3,6%
0,4%
0,5%
3.699.829
2.803.911
32,0%
5,0%
4,4%
7.808.344
4.694.652
66,3%
10,5%
7,4%
206.013
184.130
11,9%
0,3%
0,3%
741.654
663.354
11,8%
1,0%
1,0%
1.680.688
1.611.580
4,3%
2,3%
2,5%
15.688 226
13.069.597
19,8%
21,0%
20,6%
74.602.903
63.550.433
17,4%
100,0%
100,0%
192
Utang usaha
Utang usaha pihak ketiga naik cukup tinggi, sebesar 37,90% dari
posisi tahun sebelumnya menjadi Rp10.861,2 miliar, terutama
karena naiknya pembelian listrik dari pembangkit listrik swasta
(non IPP), yakni dari PT Paiton Energy, PT Jawa Power, Star Energy,
Cevron Geothermal Salak, dan lain-lain. (Lihat catatan 32. Laporan
Keuangan Audit Konsolidasian PLN)
Accrued expenses
193
Hanya sedikit turun, yakni 0,90% dari posisi tahun 2011, menjadi
sebesar Rp6.455,4 miliar. Akun ini merupakan uang jaminan
langganan yang ditentukan berdasarkan besar daya dan golongan
tarif. Uang jaminan langganan akan dikembalikan apabila pelanggan
berhenti menjadi pelanggan, dengan memperhitungkan rekening
listrik belum dibayar.
Naik 66,30% dari posisi tahun 2011 menjadi sebesar Rp7.808,3 miliar
terutama karena telah jatuh tempo beberapa fasilitas pinjaman
bank, baik dari bank BUMN maupun dari bank swasta dalam dan
luar negeri. Utang bank yang jatuh tempo tersebut mayoritas berasal
dari pinjaman dalam rangka program percepatan pembangunan
pembangkit 10.000 MW tahap 1. Sebagian besar posisi akun ini juga
dicatat pada bagian Liabilitas Jangka Panjang, dengan nama akun
yang sama. (Lihat catatan 28. Laporan Audited Konsolidasian PLN).
EKUITAS
EQUITY
2012
2011
Perubahan
Change
Komposisi
Composition
2012
2011
46.197.380
46.197.380
30,7%
31,6%
44.930.345
40.050.207
12,2%
29,8%
27,4%
17.343.884
13.720.014
26,4%
11,5%
9,4%
42.033.417
45.948.843
-8,5%
27,9%
31,5%
150.505.026
145.916.444
3,1%
94.644
96.391
-1,8%
150.599.670
146.012.835
3,1%
194
STRUKTUR MODAL
CAPITAL STRUCTURE
Struktur modal PLN 2012 terdiri dari Rp150.599,7 miliar ekuitas dan
Rp390.106,1 miliar liabilitas.
Prosentase
Percentage
Liabilitas Liabilities
390.106,1
72,15
Ekuitas Equity
150.599,7
27,85
Total
540.705,8
100,00
195
2011
Perubahan
Change
126.721.647
112.844.853
12,3%
103.331.285
93.177.740
10,9%
1.306.463
1.008.730
29,5%
Lain-lain Others
1.297.061
986.500
31,5%
232.656.456
208.017.823
11,8%
136.535.495
131.157.604
4,1%
2.939.624
1.256.713
133,9%
Sewa Rent
6.963.983
5.775.859
20,6%
Pemeliharaan Maintenance
17.567.375
13.592.563
29,2%
Kepegawaian Personnel
14.400.976
13.197.075
9,1%
Penyusutan Depreciation
19.499.221
16.254.552
20,0%
5.208.776
4.405.234
18,2%
203.115.450
185.639.600
9,4%
29.541.006
22.378.223
32,0%
384.043
503.983
-23,8%
(5.938.482)
(1.833.390)
223,9%
(24.612.091)
(17.361.067)
41,8%
1.657.252
1.827.246
-9,3%
(28.509.278)
(16.863.228)
69,1%
1.031.728
5.514.995
-81,3%
2.173.796
(88.880)
2345,8%
3.205.524
5.426.115
-159,1%
3.208.444
5.426.339
-159,1%
(2.920)
(224)
-1403,6%
3.205.524
5.426.115
-159,1%
69.451
117.594
-159,1%
Lain-lain Others
Jumlah Beban Usaha Total Operating Expenses
LABA USAHA OPERATING PROFIT
PENGHASILAN (BEBAN) LAIN-LAIN NET FINANCIAL AND OTHER ITEMS
Penghasilan Bunga Interest Income
Keuntungan (kerugian) kurs mata uang asing
Gain (Loss) On Foreign currency - Net
Beban Keuangan Financial Cost
Lain-lain - bersih Others Net
Penghasilan (Beban) Lain-lain - Bersih
Net Financial and Other Items
Laba tahun berjalan dan jumlah laba komprehensif yang dapat diatribusikan kepada:
Income for the year and total comprehensive income attributable to:
Pemilik entitas induk (Laba Bersih) Owners of the Company (Income)
Kepentingan Non Pengendali Non-controlling interests
Jumlah Total
LABA PER SAHAM DASAR (dalam Rupiah penuh)
BASIC EARNINGS PER SHARE (in full Rupiah amount)
196
PENDAPATAN USAHA
REVENUE
Komponen Component
Daya Listrik Terjual (GWh) Electric Power Sold (GWh)
Rata-rata Harga Jual Tenaga Listrik (Rp/kWh)
Average Electricity Price (Rp/kWh)
Adapun rincian pendapatan penjualan tenaga listrik menurut
kelompok pelanggan adalah:
2012
173.991
157.992
10,1%
725,55
714,28
1,6%
2012
(Rp juta)
(Rp million)
2011
(Rp juta)
(Rp million)
Perubahan
Change
Umum General
117.371.592
103.953.160
12,9%
Pemerintah Government
5.386.654
4.737.563
13,7%
3.096.990
3.493.538
-11,4%
866.411
660.592
31,2%
126.721.647
112.844.853
12,3%
Pendapatan Subsidi
Seperti telah diuraikan sebelumnya, PLN wajib menyediakan tenaga
listrik dengan harga jual yang terjangkau oleh seluruh pelanggannya,
walaupun harga jual tersebut berada dibawah-rata-rata biaya
penyedian tenaga listrik (BPP). Sampai akhir tahun 2012 seluruh
pelanggan PLN membayar penggunaan tenaga listrik dengan tarif
subsidi, karena membayar pemakaian daya, dengan tarif dibawah
biaya penyediaan. Tahun 2012 nilai rata-rata BPP adalah sebesar
Rp1.455/kWh, sementara harga rata-rata tarif listrik yang dikenakan
adalah sebesar Rp725,55/kWh.
Subsidy Revenue
As previously explained, PLN is obliged to provide electric power
at sales prices affordable to all its customers, even though
the prices are lower than the average electricity basic cost of
electricity production. As of end 2012 all PLN customers paid for
electric power use at subsidy tariffs as they pay per the power
use, of which the tariffs are below the BPP. In 2012 the average
BPP is Rp1,455/kWh, while the electricity tariff that is charged is
Rp725.55/kWh on average.
197
Pendapatan Lain-lain
Other Revenues
198
2012
2011
(Rp juta) (Rp million) (Rp juta) (Rp million)
544.393
393.327
Perubahan
Change
38,4%
51.957
55.326
-6,1%
61.821
50.379
22,7%
638.890
487.468
31,1%
1.297.061
986.500
31,5%
BEBAN USAHA
Beban Usaha Operating Expenses
Operating Expenses
2012
(Rp juta)
(Rp million)
2011
(Rp juta)
(Rp million)
Perubahan
Change
71.401.932
87.618.765
-18,5%
64.856.436
43.258.862
49,9%
277.127
279.977
-1,0%
2.939.624
1.256.713
133,9%
Sewa Lease
6.963.983
5.775.859
20,6%
Pemeliharaan Maintenance
17.567.375
13.592.563
29,2%
Kepegawaian Personnel
14.400.976
13.197.075
9,1%
Penyusutan Depreciation
19.499.221
16.254.552
20,0%
5.208.776
4.405.234
18,2%
203.115.450
185.639.600
9,4%
199
200
Laba Usaha
Operating Income
Beban Lain-Lain
Other Expenses
Due to the other expenses, PLNs profit before tax in 2012 decreased
at 81.3% to Rp1,033.7 billion.
Arus Kas
Cash Flow
PLN mencatat arus kas positif pada tahun 2012, sebesar Rp551,7
miliar, seperti tampak pada tabel dibawah, dengan penjelasan
sebagai berikut.
2012
2011
Perubahan
Change
30.464.262
31.140.060
-2,2%
(41.760.006)
(40.758.848)
2,5%
11.847.491
11.958.880
-0,9%
551.747
2.340.092
-76,4%
22.088.093
19.716.798
12,0%
22.639.853
22.088.093
2,5%
201
202
Rasio Solvabilitas
Solvability Ratio
This ratio shows the company capability in meeting both short and
long term debt obligations on time. The increase in obligations in
2012 led to the Company solvability toward assets becoming 72.15%
of higher than the ratio in 2011 of 68.79%. The higher solvability
ratio is a consequence of the increase in Companys liabilities from
fund raising activities, i.e. receiving proceeds in government loans
and proceeds of medium term notes issuance in 2012. However,
the amounts of additional liabilities are still within the Companys
capability, so the solvability demonstrates the companys ability to
fulfill its obligations on time.
Likuiditas
Liquidity
Kolektibilitas Piutang
2012
2011
Perubahan
Change
1.885.230
1.328.773
41,9%
1.461.638
1.417.273
3,1%
246.615
511.972
-51,8%
258.437
246.805
4,7%
3.851.920
3.504.823
9,9%
Jumlah Total
Capital Expenditure
203
Keterangan Description
204
Satuan Unit
GWh
Pelanggan
Customer
Pelanggan
Customer
MVA
RKAP
Realisasi
Realization
Perubahan Change
(a)
2012 (b)
2011 (c)
(b) / (a)
(b) / (c)
169.099,0
173.991,0
157.993,0
2,89 %
10,13%
2.540.064,0
3.900.104,0
3.459.758,0
53,54 %
12,73%
48.435.209,0 49.795.249,0
45.895.145,0
2,81 %
8,50%
7.750,0
(0,87)%
12,37%
8.785,0
8.709,0
MVA
83.974,0
83.898,0
75.189,0
(0,09)%
11,58%
GWh
193.259,6
200.317,6
183.420,9
3,65 %
9,21%
Pendapatan Revenue
Rp miliar billion
224.666,5
232.656,5
208.017,8
3,56 %
11,84%
Rp miliar billion
30.979,9
29.541,0
22.378,2
(4,64)%
32,01%
Rp miliar billion
5.796,3
3.205,5
5.426,1
(44,70)%
(40,92)%
Keterangan Description
Satuan Unit
Realisasi
Realization
2012
Target
2013
Perubahan
Change
GWh
173.991
184.308
5,9%
Pelanggan Customer
3.900.104
3.195.000
-18,1%
MVA
8.709
6.523
-25,1%
Pendapatan Revenue
Rp miliar billion
232.656
245.987
5,7%
Rp miliar billion
29.541
36.274
22,8%
Rp miliar billion
3.206
11.610
262,2%
205
206
REKLASIFIKASI
RECLASSIFICATION
Transaksi Material
Material Transactions
1. Gas
PLN and its subsidiaries has important relationships and
commitments in supplying gas with several gas block
managers and operators. These supply commitments are
both short and long term, some of which will last until at least
2027, the volume purchased from each supplier differs but the
largest one is from PT Perusahaan Gas Negara (Persero) Tbk.
As of 31 December 2012, the gas price at point of delivery
ranges from US$2.52 to US$8.91 per MMBtu. (see note 57,
Consolidated Financial Reports (Audited) Commitments and
Contingencies point a)
2. Coal
PLN and its subsidiaries also have commitments with several
owners of license to mine and process coal. These agreements
in essence determine the volume of coal supply, delivery time
and coal quality. The price of coal is surveyed and reviewed on
a periodic basis and is determined by agreements based upon
prevailing prices. The agreement period varies, where the longest
are those of the agreement with PT Tambang Bukit Asam (Persero)
Tbk, PT Arutmin, PT Kaltim Prima Coal and PT Adaro.
3. Oil
The company and Pertamina established an oil Buy-Sell umbrella
Agreement no. 071.pJ/060/DIR/2001 dated 8 october 2001,
which was in effect until 8 october 2004. The addendum to
the agreement extended the arrangements from 16 May 2007
through 31 December 2011.
4. Geothermal Heat
The company has an agreement with Pertamina for the supply of
geothermal heat for Kamojang for a 30 year period ending 2012,
and for Gunung Salak and Darajat for 30 years ending 2030 and
for Lahendong for 30 years ending 2038.
As discussed in Note 58, the Company has assessed that certain PPA
and ESC qualify as either operating lease or finance lease as a result
207
208
Capital Expenditures
As of December 31, 2012, total commitments on capital expenditures
based on contracts, which are related to procurement of power
plants (through fast track program), transmissions and distributions
are as follows :
1.
2.
3.
4.
The loan facilities utilized by the Company from January 1, 2013 until
the date of the issuance of the consolidated financial statements
amounted to Rp3,804.2 billion and US$75 million.
EXTRAORDINARY EVENTS
209
210
All the transactions carried out with related parties, either with the
same terms and conditions as with third party, are disclosed in the
consolidated financial statements.
SUBSEQUENT EVENTS
PLN recorded some events occurred after the reporting period, namely:
1. On January 23, 2013 PJBS, a subsidiary, purchased 92% shares
of PT Mitra Karya Prima (MKP) at a cost of Rp2,500 million.
2. On January 23, 2013 PT Haleyora Power (HP), a subsidiary,
purchased 90% shares of PT Mitra Main Insan at cost of
Rp10,174 million.
3. Pursuant to the Decree of the Minister of State Owned Enterprises
of the Republic of Indonesia No. SK-179//MBU/2013 dated March
8, 2013, Member of the Board of Directors of PLN have been
established as follows:
Jabatan
Position
Nama
Name
Nur Pamudji
Direktur Utama
President Director
Direktur Director
Direktur Director
Direktur Director
Vickner Sinaga
Direktur Director
Bagiyo Riawan
Direktur Director
Nasri Sebayang
Direktur Director
Murtaqi Syamsuddin
Direktur Director
Eddy D. Erningpraja
Direktur Director
Keuangan
Finance
PERUBAHAN PERATURAN
REGULATION CHANGES
INFORMASI SEGMEN
SEGMENT INFORMATION
211
2011
2012
Kontribusi contribution
Perubahan Change
2011
2012
24.451
27.451
15,5%
15,8%
12,3%
12.724
14.480
8,1%
8,3%
13,8%
120.817
132.060
76,5%
75,9%
9,3%
Jumlah Total
157.992
173.991
100,0%
100,0%
10,1%
2011
2012
Kontribusi Contribution
Perubahan Change
2011
2012
9.758.659
10.648.841
21,3%
21,4%
9,1%
5.990.676
6.717.541
13,1%
13,5%
12,1%
30.145.810
32.428.867
65,7%
65,1%
7,6%
Jumlah Total
45.895.145
49.795.249
100,0%
100,0%
8,5%
In line with the total customers and electric power sold, the amount
of electric power sales is the largest coming from the Java Bali
segment, followed by West Indonesia and then East Indonesia. This
is demonstrated in the table below.
212
2012
(Rp juta)
2011
(Rp juta)
Perubahan Change
147.296.060
140.114.635
5,1%
65.142.845
51.431.580
26,7%
20.217.550
16.471.608
22,7%
Subsidiary Performance
PT IP
PT PJB
Total Aktiva
Total Assets
53.925
40.024
4.406
1.846
215
320
1.243
79
784
Aktiva Lancar
Current Assets
21.954
18.859
578
586
88
312
536
75
774
31.971
21.165
3.828
1260
127
708
10
53.925
40.024
4.406
1.846
215
320
1243
79
784
Ekuitas
Equity
44.612
35.177
1.304
750
(14)
233
164
27
13
Kewajiban Lancar
Current Liabilities
5.461
2.586
569
580
222
84
1.065
52
334
Kewajiban Tidak
Lancar
Noncurrent
Liabilities
3.852
2.260
2.533
515
14
436
32.473
22.825
1.903
1.001
176
188
3.012
33
638
Beban Usaha
Operating Expenses
30.622
21.873
1.646
925
229
127
2.869
11
596
Pendapatan Beban
di luar usaha
Other Income/
Expenses
35
0.26
19
(50)
61
147
18
1.267
880
89
33
Keterangan:
*) Laporan Keuangan PT Haleyora belum dapat disajikan, karena sampai dengan
akhir tahun 2012 PT Haleyora belum melakukan kegiatan operasional dan sedang
dilakukan evaluasi lebih lanjut.
Notes:
*) PT Haleyora Financial Statement could not be presented as up to end 2012
PT Haleyora has not yet conducted operational activity, further evaluation is
taking place.
213
LAPORAN TATA
KELOLA PERUSAHAAN
GOOD CORPORATE
GOVERNANCE
214
215
LAPORAN PELAKSANAAN
TATA KELOLA PERUSAHAAN
Corporate Governance
gkapan infrastruktur
Kejelasan tujuan, kelen
an serta komitmen
organisasi dan kebijak
jemen Puncak dalam
tinggi dari jajaran Mana
uran dan kebijakan
menerapkan seluruh at
aya meningkatkan
sebagai bagian dari up
rbaik tata kelola
kualitas penerapan te
ja
njamin perbaikan kiner
perusahaan untuk me
ra
pa
n
pa
uhinya hara
operasional dan terpen
pemangku kepentingan
es and
zation instruments, polici
Clear objectives, organi
lying
ng commitment in app
senior managements stro
prove
im
as part of the effort to
all the rules and policies
ain
ert
ce application to asc
good corporate governan
ent of
rmance and the fulfillm
better operational perfo
n
stakeholders expectatio
216
TUJUAN
OBJECTIVES
In line with the Companys vision and mission, PLN aims to continue
applying the best practices of Good Corporate Governance (GCG)
to achieve the objectives of the company. This is based on the
belief of the top management and implementation team that the
application of best practices in GCG in PLN will sustainably enhance
trust and core values. The consistent application of the five basic
principles of GCG, i.e. transparency, accountability, responsibility,
independence and fairness, will improve the quality of GCG
application and achieve PLNS three main targets from the
implementation of GCG, which are:
1. Maximizing company performance through the creation of
a better, high-quality decision-making process, raising
operational
efficiency
and
improving
services
to stakeholders.
2. Increasing
corporate
value
through
improved
financial performance and investment decisions, which minimize
the risk of conflict of interest.
3. Increasing shareholder confidence as well as stakeholder satisfaction
due to improved corporate value.
PEDOMAN, STRUKTUR
DAN MEKANISME TATA-KELOLA
PLN also has a Board Manual, which include the Employment Guidelines
for the Boards of Commissioners and Directors and contains a guide
for the Boards of Commissioners and Directors to carry out their
respective duties in achieving the companys vision and mission.
These guidelines act as a reference and explain how the Boards of
217
Struktur
Governance Structure
PLN has enhanced the overall GCG guidelines with internal GCG
mechanism structure as follows:
Company Organ
Organ Utama
Direksi
Board of Directors
Dewan Komisaris
Board of Commissioners
Komite Audit
Audit Committee
Sekretaris Perusahaan
Corporate Secretary
Organ Pendukung
218
Supporting Organ
Mekanisme
Mechanism
KOMITMEN
COMMITMENT
Tahun 2012, PLN mendeklarasikan No Suap, No Korupsi dan No Gratifikasi untuk menuju
PLN Bersih.
In 2012, PLN declared No Bribery, No Corruption and No Gratification
toward Clean PLN.
Selain itu, manajemen puncak juga mempelopori pelaksanaan
penandatanganan pakta integritas untuk tunduk, taat dan
konsisten melaksanakan seluruh pokok-pokok aturan dan kebijakan
yang digariskan dalam Pedoman Tata-Kelola Perusahaan serta
Pedoman Kode Etik. Dalam rangka mendorong seluruh jajaran
untuk menerapkan praktek terbaik tata kelola pada pelaksanaan
tugas sehari-hari maupun pelaksanaan kegiatan operasional dan
pelaksanaan proyek-proyek pengembangan, manajemen puncak
mencanangkan Deklarasi PLN Anti-Suap yang diikuti oleh seluruh
jajaran manajemen puncak, manajemen madya dan dihadiri oleh
pegawai dan perwakilan unit usaha yang bernaung di Perseroan.
219
220
Deklarasi PLN Anti-suap yang dilaksanakan pada tanggal 2112-2012 merupakan salah satu upaya yang dilakukan perseroan
untuk menunjukkan komitmen penerapan praktik tatakelola perusahaan yang baik, yang telah dikampanyekan dan
dilaksanakan secara konsisten.
CORPORATE POLICIES
Kebijakan Pengelolaan
Risiko Perseroan
PLN has further developed its risk management policy with the
formation of a Risk Management Division. This unit has
been formed as part of the ongoing efforts to improve risk
management accurately and comprehensively. Risk management
is accompanied by efforts to mitigate identified risk such that PLN is
protected from possible negative effects in carrying out its business.
(See details in Risk Management, page 277-287).
PLN prohibits both the giving and receiving of gifts and donations
by any party, be they within or outside the company. This prohibition
has been enacted to uphold independent decision-making, and
to avoid the potential for conflict of interest and/or any decline in
public trust related to the companys integrity.
Procurement Policy
Untuk
meningkatkan
akuntabilitas,
transparansi
dan
responsibilitas terhadap seluruh proses bisnis yang dilakukan,
serta untuk mencegah tindakan korupsi, fraud dan tindakan
penyalah gunaan kewenangan lainnya, PLN telah merancang dan
221
222
PLN consistently ensures that the basic principles of GCG are applied
in every aspect of business and at all levels of the company
structure. Implementation of the principles of transparency
is reflected in various activities and intensive, professionally
managed media communications, thus ensuring that investors,
creditors, the public and all stakeholders are equally aware of the
companys management performance and activities.
Ethical Behavior
Kode etik perilaku atau Code of Conduct PLN telah diterbitkan pada
Oktober 2005 sebagai implementasi untuk meningkatkan kualitas
pelaksanaan GCG. Code of Conduct berisi kebiasaan baik dan tata
pergaulan profesional di lingkungan PLN. Petunjuk ini mengatur
mengenai aspek kepemimpinan PLN, keanggotaan yang bertanggung
jawab, hubungan profesional antar anggota, dan hubungan dengan
pihak eksternal. Secara paralel, Buku Pedoman Perilaku PLN terusmenerus disempurnakan mengikuti perkembangan dan perubahan
lingkungan bisnis perusahaan.
Budaya Perusahaan
Corporate Culture
Seluruh warga PLN yakin untuk mewujudkan falsafah, visi dan misi
perusahaan harus dilakukan secara bersama-sama dilandasi oleh
Budaya Perusahaan yang mengandung nilai-nilai Saling Percaya,
Integritas, Peduli, Pembelajar.
223
224
always prioritizes the safety and health of its employees and aims
for a zero accident rate by requiring all of its units to obtain ISO
27000 certification.
GCG ASSESSMENT
Dalam kurun waktu 2002 sampai tahun 2013, PLN telah melakukan
8 (delapan) kali penilaian kualitas penerapan praktik GCG. Penilaian
kualitas penerapan GCG pada umumnya dilakukan oleh Badan
Pengawasan Keuangan dan Pembangunan (BPKP).
Skor Penilaian
Kualitas
Penerapan GCG,
2002-2012
GCG Application
Quality Assessment
Score, 2002-2012
85
80
75
70
02
04
07
08
10
11
12
13
65
The graph shows that the GCG application quality score in 2011,
which stands for the quality in 2010, plunged from 88.12 to 77.9.
This is due to the change of assessor for GCG application. Prior
to 2010, the assessor was an independent entity, but in 2011 it
was the BPKP. The PLN results for 2010 and 2011 were under the
category of Good.
225
I
II
III
IV
V
226
Bobot Maximum
9,00
8,00
5,73
71,63%
66,00
57,14
86,58%
27,00
22,81
84,47%
6,00
27,00
3,00
3,00
7,00
10,00
100,00
5,66
24,92
1,21
2,55
6,36
7,55
83,35
94,38%
92,28%
40,17%
85,00%
90,86%
75,50%
83,35%
Baik
Hal ini terlihat dari beberapa praktik yang telah dijalankan, yaitu:
1. Perusahaan telah mengungkapkan dan mengkomunikasikan
informasi yang terkait dengan penerapan GCG di Perusahaan kepada
stakeholders termasuk Pemegang Saham melalui Laporan Tahunan
(Annual Report), majalah perusahaan dan website perusahaan
2. Perusahaan telah memiliki website Perusahaan yang digunakan
sebagai media untuk mengkomunikasikan Pedoman Perilaku
(Code of Conduct) kepada stakeholders di luar Perusahaan
3. Perusahaan telah menyediakan media untuk mengungkapkan
informasi terkait dengan penerapan GCG di perusahaan
kepada stakeholders
4. Perusahaan telah mempublikasikan Laporan Tahunan Perusahaan
(Annual Report) kepada publik
The lowest score was for GCG Policy aspect at 71.63%. The areas that
require attention for improvement are:
1. The Company has not made adjustments to GCG Guidelines,
Code of Conduct and Board Manual in accordance with the latest
regulation and Company Articles of Association
1. Pemegang Saham/RUPS
1. Shareholders/GMS
2. Dewan Komisaris
Menetapkan ketentuan yang mengatur tentang program
pengembangan bagi anggota Dewan Komisaris di dalam
Board Manual dan secara terstruktur menyusun rencana
program pengembangan dan memasukkan ke dalam rencana
kerja dan anggaran Dewan Komisaris.
Memastikan bahwa rencana kerja Dewan Komisaris disusun
setiap tahun.
Melakukan kajian visi dan misi Perusahaan dalam rangka
memastikan bahwa visi dan misi Perusahaan masih relevan
dengan dinamika perkembangan bisnis.
Meningkatkan peran Dewan Komisaris secara aktif dalam
meningkatkan citra Perusahaan.
Membuat dan menandatangani surat pernyataan tidak
memiliki benturan kepentingan dalam rangka untuk menjaga
independensi Dewan Komisaris sebagai bagian dari penerapan
prinsip GCG.
Menyusun pedoman penilaian mandiri (self assessment) dan
melakukan penilaian mandiri kinerja Dewan Komisaris.
Meningkatkan tingkat kehadiran di dalam rapat Dewan
Komisaris sebagai bentuk pertanggungjawaban atas
pelaksanaan fungsi dan tugas Dewan Komisaris.
Memastikan bahwa penyusunan risalah rapat Dewan Komisaris
dapat dilakukan sesuai dengan ketentuan.
2. Board of Commissioners
Establish provisions regulating development program for
Board of Commissioners Member in the Board Manual and
plan a structured development program and incorporate
this in the Board of Commissioners work plan and
budget.
Ensure that the Board of Commissioners work plan is annually
compiled.
Review the Company vision and mission to assure that
these are still relevant to the business development
dynamics.
Actively enhance the Board of Commissioners role to improve
the Companys image.
Make and sign a statement letter of not having
conflict of interest with regard to maintaining the
Board of Commissioners independency as part of GCG
application.
Compile the self assessment guidelines and conduct self
assessment of Board of Commissioners performance.
Increase the attendance in the Board of Commissioners
meeting as part of the responsibility for executing the Board
of Commissioners role and duties.
Ensure that the minutes of Board of Commissioners meeting is
composed in accordance with the provisions.
227
4. Direksi
Melakukan review Pedoman GCG, Pedoman Perilaku dan Board
Manual guna menyesuaikan Pedoman GCG, Pedoman Perilaku
dan Board Manual dengan ketentuan peraturan perundangundangan terbaru dan Anggaran Dasar Perusahaan.
Menyusun dan menetapkan kebijakan sistem pengendalian
internal mengacu pada ketentuan Pasal 26 Peraturan Menteri
Negara BUMN Nomor : Per-01/MBU/2011 tentang Penerapan
GCG pada BUMN sehingga proses pengendalian internal
dapat dijalankan secara efektif dalam rangka mengamankan
investasi dan asset Perusahaan.
Memuat di dalam Pedoman Perilaku (Code of Conduct) ketentuan
mengenai nilai-nilai Perusahaan, larangan suap, aturan mengenai
hadiah dan mekanisme penegakan Pedoman Perilaku.
Menetapkan ketentuan yang mengatur tentang program
pengembangan bagi anggota DIreksi di dalam Board
Manual dan secara terstruktur menyusun rencana program
pengembangan dan memasukkan ke dalam RKAP.
Menetapkan ketentuan yang mengatur tentang program
pengembangan bagi anggota Direksi di dalam Board
Manual dan secara terstruktur menyusun rencana program
pengembangan dan memasukkan ke dalam RKAP.
Memenuhi adanya kebutuhan Pegawai sehingga fungsi
organisasi Perusahaan dapat berjalan secara efektif.
Meningkatkan pelaksanaan tindak lanjut hasil pemeriksaan
SPI sehingga dapat dipastikan bahwa hasil pemeriksaan SPI
seluruhnya dapat ditindaklanjuti.
Memenuhi kebutuhan baik dari sisi kualitas maupun kuantitas
auditor SPI dalam rangka optimalisasi dan efektivitas peran
dan fungsi SPI.
Menambahkan bagian khusus mengenai GCG dalam website
Perusahaan dalam rangka memberikan kemudahan bagi
stakeholders dalam mengakses informasi khususnya mengenai
pelaksanaan GCG di Perusahaan.
Memuat di dalam Laporan Tahunan (Annual Report)
informasi mengenai:
-- Jumlah Rapat Konsultasi Dewan Komisaris dan Direksi serta
tingkat kehadiran anggota Dewan Komisaris dan Direksi di
dalam rapat konsultasi tersebut.
-- Uraian mengenai jaminan Perusahaan atas hak
stakeholders.
-- Kepemilikan saham oleh anggota Dewan Komisaris dan
Direksi beserta keluarganya pada perusahaan lain.
Menghimbau kepada seluruh pegawai untuk memperbaharui
penandatanganan pernyataan kepatuhan terhadap Pedoman
Perilaku secara berkala.
228
4. Directors
Review the GCG guidelines, Code of Conduct and Board
Manual to adjust the GCG Code, the Code of Conduct and
Board Manual to be in accordance with the provisions of the
latest legislation and the Articles of Association
Formulate policies and establish internal control system
referring to the provisions of Article 26 of Regulation of the
SOE Minister No. Per-01/MBU/2011 on the Implementation
of GCG in SOEs so that the internal control process can be
performed effectively in order to secure the Companys
investment and assets
Incorporate in the Code of Conduct the provisions regarding
the corporate values, bribery prohibitions, rules regarding
gifts and Code of Conduct application mechanisms
Establish provisions that regulate the development program
for members of the Board of Directors in the Board Manual and
plan a structured development program and incorporate this
into the Company work plan and budget book (RKAP).
Establish provisions that regulate the development program
for members of the Board of Directors in the Board Manual and
plan a structured development program and incorporate this
in the Company work plan and budget book (RKAP).
Meet the needs of recruitment so that the company
organizational function can run effectively
Improve the follow-ups of IAUs evaluation results to
ascertained that the results can be acted upon entirely
Meet the needs of both the quality and quantity of the auditor
and the IAU in order to optimize the effectiveness of IAUs role
and function
Add a special section on Corporate Governance in the
Companys website in order to provide convenience for
stakeholders to access information, especially regarding the
GCG application
Incorporate in the Annual Report the information on:
-- The number of consultative meetings of Board of Commissioner
and Board of Directors and attendance of Board of
Commissioners and Board of Directors member at the meeting.
- - Description of the Companys guarantee of the right
of stakeholders.
-- Ownership of other companys shares by member of the
Board of Commissioners and Directors and their families.
Recommend all employees to renew the signing of a statement
of compliance with the Code of Conduct periodically.
6. Sekretaris Perusahaan
6. Corporate Secretary
In the fourth quarter of 2012, PLN also had GCG application evaluation
based on OECD method, carried out by consultant Pricewaterhouse
and Coopers (PwC). The evaluation was restricted to the Head Office
environment, excluding Business Unit and Subsidiary.
PLN juga melakukan penilaian kualitas implementasi GCG dengan standar OECD
yang dilakukan oleh pihak Independen untuk memastikan standar terbaik bagi upaya
meningkatkan kualitas implementasi GG.
PLN also had GCG application evaluation based on OECD standards, carried out by
an independent party to assure the best standards in the efforts to improve corporate
governance application quality.
229
Parameter OECD
OECD Parameter
Rekomendasi Recommendation
Memastikan
kerangka hukum
dan perundangundangan yang
efektif untuk
BUMN
Ensuring the legal
framework and
effective legislation
for state-owned
enterprise
1. Memberikan kejelasan dalam mekanisme yang tersedia bagi kreditur untuk mengajukan gugatan atau untuk
tatacara memulai proses pernyataan kebangkrutan.
2. PLN harus mengembangkan metode komunikasi terkoordinasi untuk secara jelas mengarahkan pemangku
kepentingan kepada informasi yang terkait dengan kewajiban layanan masyarakat (PSO) dalam website resmi dan
media lainnya.
1. Provide clarity on the mechanisms available to the creditor to file a lawsuit or procedures to begin the process of
declaration of bankruptcy .
2. PLN must develop coordinated communication method to clearly lead stakeholders to the information related to
the public service obligation (PSO) in the official website and other media.
Pemerintah
bertindak
sebagai pemilik
perusahaan
Government
acting as the
owner of the
company
1. PLN berkonsultasi dengan Kementrerian BUMN untuk menyusun kebijakan pemilihan Dewan Komisaris yang jelas.
2. PLN berkonsultasi dengan dengan Kementerian BUMN untuk menerbitkan peraturan/kebijakan yang membatasi
campur tangan Lembaga Pemerintah dalam pelaksanaan kegiatan PLN.
3. PLN berkonsultasi dengan ementerian BUMN untuk menyusun Profil Kompetensi Dewan Komisaris yang
menguraikan pengetahuan dan pengalaman yang dipersyaratkan untuk setiap anggota dewan secara
keseluruhan.
4. PLN juga mendorong penggunaan jasa pihak luar (misalnya head hunter) untuk mendapatkan calon yang paling
sesuai.
5. PLN juga mengembangkan mekanisme untuk mengatasi benturan kepentingan dalam bentuk pemberian
pernyataan oleh orang yang berpotensi ada benturan kepentingan.
1. PLN to consult with SOE Ministry to develop clear policies on election of the Board of Commissioners.
2. PLN to consult with the SOE Ministry to issue regulations / policies limiting interference of government institutions
in the performance of PLN.
3. PLN to consult with the SOE Ministry to develop BOC Competency Profile that outlines the knowledge and
experience required for each member of the board as a whole.
4. PLN is also encouraged to use external services (e.g. head hunter) to obtain the most suitable candidate.
5. PLN is also to develop mechanisms to address conflicts of interest in the form of a statement by the person who
could potentially have conflict of interest.
Perlakuan adil
pemangku
kepentingan
Equitable
treatment of
stakeholders
Hubungan dengan 1. PLN menyempurnakan penempatan halaman navigasi dan pengkategorian informasi di dalam halaman depan
pemangku
website perusahaan.
kepentingan
2. PLN menunjuk pihak independen untuk memberikan tingkat keyakinan atas keakuratan laporan keberlanjutan/
Relationships with
sustainability reporting.
stakeholders
3. PLN menyusun sebuah kebijakan bagaimana berkomunikasi dengan pemangku kepentingan (stakeholder policy).
4. PLN berkonsultasi dengan Kementerian BUMN untuk menyusun kebijakan tentang pengungkapan laporan
pemangku kepentingan.
5. PLN menyusun Program Kepatuhan Kode Etik.
6. PLN memastikan penerapan dan sosialisasi mekanisme pelaporan pelanggaran (whistleblower). Saat ini tengah
disusun oleh PLN dan organisasi internasional yang mengkhususkan diri pada upaya pemberantasan korupsi.
1. PLN to improve navigation page placement and information categorization on the home page of company website.
2. PLN to appoint an independent party to grade the confidence in the accuracy of sustainability reporting.
3. PLN to formulate a policy of how to communicate with stakeholders (stakeholder policy).
4. PLN to consult with the SOE Ministry to develop policies about disclosure of report on stakeholders.
5. PLN to compose Code of Conduct Compliance Program.
6. PLN to ensure the implementation and dissemination mechanisms for violation reporting (whistleblower).
Currently it is being developed by PLN and international organizations specializing in the fight against corruption.
230
Parameter OECD
OECD Parameter
Rekomendasi Recommendation
Transparansi dan
pengungkapan
Transparency and
disclosure
1. PLN mengusulkan Kementerian BUMN untuk memberikan informasi yang lebih rinci di website resmi Kementerian
tersebut (www.bumn.go.id) mengenai kinerja perusahaan BUMN.
2. PLN harus melibatkan konsultan humas dari luar perusahaan untuk meningkatkan citra perusahaannya dan
meningkatkan kesadaran masyarakat.
3. PLN mengungkap laporan analisa yang dikeluarkan oleh lembaga pemeringkat atau analis investasi pada laman
resmi PLN.
1. PLN to propose to SOE Ministry to provide more detailed information on the Ministrys official website (www.bumn.
go.id) on the performance of state-owned enterprises.
2. PLN should involve public relations consultant from outside the company to improve its corporate image and
increase public awareness.
3. PLN to disclose analysis reports issued by rating agencies or investment analyst on PLN official website.
Tanggung Jawab
Dewan Komisaris
BUMN
Responsibilities
of the Board of
Commissioners
state
1. PLN berkonsultasi dengan Kementerian BUMN untuk meningkatkan jumlah Komisaris Independen sampai 1/3 dari
jumlah anggota Dewan Komisaris.
2. PLN menyusun dan menerapkan program pelatihan tahunan untuk Dewan Komisaris dan Direksi.
3. PLN memastikan bahwa Indikator Kinerja Utama (KPI) Dewan Komisaris disusun dan dilaksanakan.
4. Untuk meningkatkan efisiensi dan mencegah tumpang tindih, PLN mempertimbangkan untuk menggabungkan
Komite Audit dan pengelolaan risiko.
5. PLN mempertimbangkan untuk memiliki komite tata laksana dan kepatuhan (governance and compliance committee)
untuk mendukung Dewan Komisars.
6. Dewan Komisaris PLN perlu menyelenggarakan penilaian kinerja diri sendiri dan rekan sejawat Dewan Komisaris
dari BUMN lainnya (self and peer evaluations) setahun sekali untuk dapat meningkatkan efektivitas Dewan Komisaris
secara terus menerus.
1. PLN to consult with the SOE Ministry to increase the number of independent commissioner to one third of the total
members of the Board of Commissioners.
2. PLN to develop and implement an annual training program for the Board of Commissioners and Directors.
3. PLN to ensure that Key Performance Indicators (KPIs) of BOC are developed and implemented.
4. To improve efficiency and prevent overlaps, PLN is to consider merging the Audit committee and risk
management committee.
5. PLN to consider to have a governance and compliance committee to support the Board of Commissioners.
6. PLN Board of Commissioners needs to conduct self and peer evaluations once a year in order to continuously
enhance the effectiveness of the Board of Commissioners.
231
232
233
234
The GMS is held for main authority and responsibility to take decision
to, among others:
1. Elect and remove member of Board of Commissioners and
Directors
2. Increase the Companys capital, split shares, reduce number of
shares or buy back shares
3. Acquire, merge, take over or separate the Company business
unit with other company or into another business unit
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Dewan Komisaris terdiri atas satu orang anggota atau lebih. Apabila
diangkat lebih dari satu orang, maka seorang diantaranya dapat
diangkat sebagai Komisaris Utama. Susunan, persyaratan, nominasi,
dan pengangkatan Anggota Dewan Komisaris ditetapkan oleh
RUPS sesuai ketentuan Anggaran Dasar dan peraturan perundangundangan yang berlaku.
PLN telah memenuhi aturan jumlah minimum Komisaris Independen sesuai ketentuan
yang berlaku untuk menjamin peningkatan kualitas implementasi tata kelola.
PLN has met the applicable provision of the minimum number of Independent
Commissioner to assure the improvement of corporate governance implementation.
235
236
Sesuai keputusan Menteri BUMN selaku RUPS PLN dengan no. Kep253/MBU/2009 tanggal 22 Desember 2009, maka anggota komisaris
yang ditetapkan sebagai komisaris independen, adalah:
Following the decision of the SOE Minister as PLN GMS No. Kep-253/
MBU/2009 dated December 22, 2009, the board of commissioners
members designated as independent commissioners, are:
Salah satu tugas utama Dewan Komisaris adalah melakukan pengawasan terhadap
kebijaksanaan pengurusan Perusahaan yang dilakukan Direksi serta memberi nasehat
kepada Direksi.
One of the main duties of Board of Commissioners is supervision over Company
management policies applied by the Board of Directors and provision of advice to the
Board of Directors.
237
238
Pedoman dan Tata Tertib Kerja Dewan Komisaris dalam Board Manual
PLN diatur secara khusus dalam Bab III yang mencakup:
1. Ketentuan umum jabatan anggota Dewan Komisaris
2. Tugas dan wewenang Dewan Komisaris
3. Hak dan kewajiban Dewan Komisaris
4. Pembagian tugas dan wewenang anggota Dewan Komisaris
5. Prinsip-prinsip pengambilan keputusan Dewan Komisaris
6. Rapat Dewan Komisaris
7. Komite-komite Dewan Komisaris
8. Sekretaris Dewan Komisaris.
239
Rapat Dewan Komisaris dapat diadakan di luar jadwal rutin, jika rapat
yang bersifat segera / strategis dan dianggap perlu oleh:
1. Seorang atau lebih anggota Dewan Komisaris; dan
2. Permintaan tertulis dari seorang atau lebih Anggota Dewan Komisaris;
Melalui berbagai kegiatan, baik rapat konsultatif, kunjungan langsung dan pemeriksaan
berkala, Dewan Komisaris merekomendasikan berbagai kegiatan dan memberikan
penasehatan untuk meningkatkan kinerja operasional, keuangan dan menjamin
terpenuhinya harapan pemangku kepentingan.
Through a variety of channels, either consultation meeting, work visit and regular
examination, the Board of Commissioners recommends activities and gives advice
on improving operational and financial performance and assures the stakeholders
expectation is fully met.
240
241
Kehadiran Attendance
Prosentase Percentage
Yogo Pratomo
15
15
100,00%
Lutfi Hamid 2)
15
14
93,33%
15
15
100,00%
15
80,00%
Wimpi S. Tjetjep
15
33,33%
Syahrial Loetan
15
15
100,00%
Abdul Aziz 3)
15
100,00%
Andin Hadiyanto 4)
15
60,00%
Jarman 5)
15
100,00%
Adang Firman
Rahmat Waluyanto
1)
Keterangan:
1. Sdr. Rahmat Waluyanto tidak lagi menjabat sebagai Komisaris per 20 Juli 2012
2. Sdr. Lutfi Hamid tidak lagi menjabat sebagai Komisaris per 26 November 2012
3. Sdr. Abdul Aziz, pejabat Komisaris, diangkat menjadi Komisaris Independen per
26 November 2012
4. Sdr. Andin Hadiyanto sebagai pejabat Komisaris per 03 Oktober 2012
5. Sdr. Jarman sebagai pejabat Komisaris per 26 November 2012
Persentasi kehadiran dihitung sesuai dengan masa tugas
242
Notes:
1. Mr Rahmat Waluyanto did not serve as Commissioner as per 20 July 201
2. Mr Lutfi Hamid did not serve as Commissioner as per 26 November 2012
3. Mr Abdul Aziz, Commissioner, was appointed as Independent Commissioner as
per 26 November 2012
4. Mr Andin Hadiyanto served as Commissioner as per 3 October 2012
5. Mr Jarman served as Commissioner as per 26 November 2012
Attendance percentage is calculated according to tenure
Kehadiran Attendance
Prosentase Percentage
Yogo Pratomo
13
13
100,00%
Lutfi Hamid 2)
13
11
100,00%
Adang Firman
13
13
100,00%
Rahmat Waluyanto 1)
13
50,00%
Wimpi S. Tjetjep
13
38,46%
Syahrial Loetan
13
12
92,31%
Abdul Aziz 3)
13
100,00%
Andin Hadiyanto 4)
13
60,00%
Jarman 5)
13
100,00%
Keterangan:
1. Sdr. Rahmat Waluyanto tidak lagi menjabat sebagai Komisaris per 20 Juli 2012
2. Sdr. Lutfi Hamid tidak lagi menjabat sebagai Komisaris per 26 November 2012
3. Sdr. Abdul Aziz, pejabat Komisaris, diangkat menjadi Komisaris Independen per
26 November 2012
4. Sdr. Andin Hadiyanto sebagai pejabat Komisaris per 03 Oktober 2012
5. Sdr. Jarman sebagai pejabat Komisaris per 26 November 2012
Persentasi kehadiran dihitung sesuai dengan masa tugas
Notes:
1. Mr Rahmat Waluyanto did not serve as Commissioner as per 20 July 201
2. Mr Lutfi Hamid did not serve as Commissioner as per 26 November 2012
3. Mr Abdul Aziz, Commissioner, was appointed as Independent Commissioner as
per 26 November 2012
4. Mr Andin Hadiyanto served as Commissioner as per 3 October 2012
5. Mr Jarman served as Commissioner as per 26 November 2012
Attendance percentage is calculated according to tenure
243
Bobot Setahun
Realisasi
Maximum Score Actual Score
50
49
1. Review / analisis kinerja perusahaan dan monitoring tindak lanjut hasil temuan
Analysis on company performance and monitoring over follow-ups to findings
20
20
15
14
10
10
30
30
20
20*)
20
20
10
10
100
99
244
Konsultan
Independen
Independent
Consultant
Komite
Komisaris
Commissioners
Committee
Dewan
Komisaris
Board of
Commissioner
RUPS
AGMS
Mendapatkan masukan dari Konsultan Independen dalam menetapkan dasar penentuan remunerasi
Konsultan Independen memberi masukan berdasarkan:
Peraturan Menteri BUMN no PER-07/MBU/ 2010 tgl 27 Des 2010 pasal 5
Survey Remunerasi dan Faktor Penyesuian Industri
Keberhasilan memitigasi risiko
Kemampuan Perseroan, Kompetensi dan Pengalaman
Receive input from Independent Consultant in setting the remuneration bases
Independent Consultant provides input in accordance with
SOE Minister Regulation No. PER-07/MBU/2010 dated December 27, 2010 art. 5
Remuneration Survey and Industry Adjustment Factor
Success in risk mitigation
Company capability, Competency and Experience
Mengusulkan dasar dan besaran Remunerasi kepada Dewan Komisaris (DK)
Propose Remuneration bases and amounts to BOC
Membahas usulan KMR dan mengusulkan besaran remunerasi kepada RUPS
Discuss RMC proposal and propose remuneration amounts to GMS
Memutuskan penetapan honor dan tantiem Dewan Komisaris
Approve the honorarium and bonus of BOC
Honor dan Tantiem Dewan Komisaris
Honorarium and Bonus of BOC
Honorarium
Tunjangan
Fasilitas dan
Tantiem
245
Yogo Pratomo
Tunjangan
Tunjangan
Transportasi
Komunikasi
Transportation Communication
Allowance
Allowance
Thr
Religious
Holiday
Allowance
Tantiem *)
Bonus *)
Tanggungan
Pph Ps 21 **)
Income Tax Art.
21 Allowance**)
Total
Total
Komisaris
Utama
President
Commissioner
Rp744.000.000
Rp-
Rp62.000.000
Rp37.200.000
Rp62.000.000
Rp571.036.200
Rp453.945.800
Rp1.930.182.000
Rp613.800.000
Rp-
Rp122.760.000
Rp30.690.000
Rp55.800.000
Rp513.932.300
Rp404.431.700
Rp1.741.414.000
Adang Firman
Komisaris
Commissioner
Rp669.600.000
Rp-
Rp133.920.000
Rp33.480.000
Rp55.800.000
Rp513.932.300
Rp426.148.700
Rp1.832.881.000
Rp669.600.000
Rp-
Rp133.920.000
Rp33.480.000
Rp55.800.000
Rp513.932.300
Rp425.752.700
Rp1.832.485.000
Syahrial Loetan
Komisaris
Commissioner
Rp669.600.000
Rp-
Rp133.920.000
Rp33.480.000
Rp55.800.000
Rp513.932.300
Rp426.148.700
Rp1.832.881.000
Abdul Aziz
Komisaris
Commissioner
Rp669.600.000
Rp-
Rp133.920.000
Rp33.480.000
Rp55.800.000
Rp513.932.300
Rp424.960.700
Rp1.831.693.000
Rahmat
Waluyanto ***)
Komisaris
Commissioner
Rp558.000.000
Rp-
Rp111.600.000
Rp27.900.000
Rp-
Rp513.932.300
Rp366.766.700
Rp1.578.199.000
Rp111.600.000
Rp-
Rp22.320.000
Rp5.580.000
Rp-
Rp-
Rp11.857.000
Rp151.357.000
Rp55.800.000
Rp-
Rp11.160.000
Rp2.790.000
Rp-
Rp-
Rp2.263.500
Rp72.013.500
Rp386.400.000
Rp-
Rp-
Rp-
Rp32.200.000
Rp221.175.100
Rp154.217.900
Rp793.993.000
Rp5.148.000.000
Rp-
Rp865.520.000
Jarman
Komisaris
Commissioner
Agus Pranoto
Sekretaris
Secretary
Jumlah (A)
Total (A)
246
Tunjangan
Perumahan
Housing
Allowance
Keterangan:
*) Tantiem tersebut adalah jumlah bersih yang diterima setelah dipotong pajak
**) Tanggungan Pajak = pajak gaji + pajak tantiem + pajak THR
***) Rahmat Waluyanto diberhentikan per November dan diganti dengan
Andin Hadiyanto
****) Lutfi Hamid diberhentikan per Desember dan diganti dengan Jarman
Notes:
*) Bonus reflects net amount after tax
**) Tax Allowance = income tax + bonus tax + religious holiday tax
***) Rahmat Waluyanto was dismissed per November and replaced by
Andin Hadiyanto
****) Lutfi Hamid was dismissed per December and replaced by Jarman
Tanggal Date
Seminar Workshop
Lokasi Location
Penyelenggara Organizer
15 Februari 2012
Jakarta
PLN
31 Maret 2012
Jakarta
BUMN
SOE Ministry
DIREKSI
BOARD OF DIRECTORS
The service period for Directors is five years without reducing the
rights of the GMS to dismiss members of the Board of Directors from
time to time. After ending a service period, members of the Board of
Directors may be re-appointed by the GMS for one service period.
Independensi Direksi
Independence of Directors
247
248
Untuk Direksi berwenang dan bertanggung jawab penuh atas pengelolaan Perusahaan,
bertindak untuk kepentingan Perusahaan sesuai dengan maksud dan tujuan pendirian
Perusahaan serta mewakili Perusahaan baik di dalam maupun di luar Pengadilan.
Board of Directors have the full authority and responsibility of the Company management,
to act for the Companys interest in accordance with the aims and objectives of the
Company establishment and represent the Company both in and out of court.
4. organize
transfer
of
Directors
power
to
a
company representative both in and out of court to one or
249
250
In carrying out their basic duties, the Board of Directors is obliged to:
1. to make every effort and guarantee the implementation of business
and company activities in accordance with the aims and goals of
the company.
2. prepare at the scheduled time planned company development,
company work plans and annual budgets including other
plans related to the implementation of business and company
activities and submit such to the Board of Commissioners and
shareholders to be further submitted to the GMS for the purposes
of ratification;
Pedoman dan Tata Tertib Kerja Direksi dalam Board Manual PLN
diatur secara khusus dalam Bab II yang mencakup:
1. Ketentuan umum jabatan anggota Direksi
2. Tugas dan wewenang Direksi
3. Hak dan kewajiban Direksi
4. Pembagian tugas dan wewenang anggota Direksi
5. Pelaksanaan tugas pengurusan perseroan oleh Direksi
6. Prinsip-prinsip pengambilan keputusan Direksi
7. Rapat Direksi
8. Sekretaris Perusahaan
9. Hubungan dengan anak perusahaan.
251
DIRKON
DIRPMR
DIROP JB
Director of
Director of Director of
Construction Planning & Risk
Java-Bali
Management
DIROP IB
Director
of West
Indonesia
Operation
DIROP IT
DIRSDM
Director Director of
of East
HR and
Indonesia
General
Operation
Affairs
Total
Rapat
Total
Meeting
53
Hadir Present
52
47
48
49
44
49
47
49
44
Absen Absent
98%
89%
91%
92%
83%
92%
89%
92%
83%
Persentase Percentage
252
Direktur
Direktur
DIRDAN
President Keuangan
Director of
Director
Finance
Strategic
Director Procurement
2. Bidang SDM
Pengendalian Biaya Kesehatan Pegawai
Strategi outsourcing pasca Putusan Mahkamah Konstitusi
tentang UU No. 13
PLN Distribusi Bali menjadi anak perusahaan
Kepesertaan pegawai PLN dalam Program Jaminan Sosial
Tenaga Kerja
Organisasi Pengelolaan Proyek
Pembentukan organisasi Satuan Pengawasan Intern (SPI)
Pembubaran organisasi PLN Muara Tawar
Pengelolaan kesehatan
Kerangka revisi Direktori Kompetensi dan Kebutuhan
Kompetensi Jabatan / KKJ
Perubahan PLN Wilayah Lampung menjadi PLN Distribusi
Lampung
Kebutuhan tenaga outsourcing untuk P2TL
Perpanjangan masa dinas aktif
Pengelolaan SDM berdasarkan link antara kerja individu
dengan kinerja unit
Corporate University
Tata laksana hubungan Kantor Induk dengan Anak Perusahaan
dan Unit Bisnis
2. Human Resources
Employee health expense control
Outsourcing strategy following Constitutional Court ruling in
connection with Law No. 13
PLN Bali Distribution to be subsidiary
PLN employee participation in Jamsostek social security
program
Project Management Organization
Establishment of Internal Audit Unit organization
Disbanding PLN Muara Tawar organization
Health management
Professional Competency and Competency Requirement
Directory (KKJ) revision outline
Change of PLN Lampung Region to PLN Lampung
Distribution
Outsourced employee needs for P2TL
Extension of active work period
HR management based on individual work unit performance link
Corporate University
Guidelines of Headquarters relations with Subsidiary and
Business Unit
3. Bidang GCG
Kerjasama PLN dengan Transparansi Internasional
Indonesia (TII)
Whistleblower system dengan KPK
Hasil assessment GCG dengan menggunakan metode OECD
yang dilakukan oleh kantor Pricewaterhouse and Coopers
4. Bidang CSR
Kerjasama Program Kemitraan dengan PT Sang Hyang Seri
Bantuan CSR / PKBL untuk PJU Surya Lombok
253
Nama
Dewan Komisaris
Board of
Commissioner
Direksi
Board of Director
Pemegang Saham
Pengendali
Controlling
Shareholders
Dewan Komisaris
Board of
Commissioner
Direksi
Board of Director
Pemegang Saham
Pengendali
Controlling
Shareholders
Ya Yes Tidak No
Ya Yes Tidak No
Ya Yes Tidak No
Ya Yes Tidak No
Ya Yes Tidak No
Ya Yes Tidak No
Wimpy S. Tjetjep
Syahrial Loetan
Rahmat Waluyanto
Jarman
Andin Hadiyanto
Abdul Aziz
Adang Firman
254
Nur Pamudji
Vicker Sinaga
Bagiyo Riawan
Nasri Sebayang
Murtaqi Syamsuddin
Eddy D. Erningpraja
Konsultan
Independen
Independent
Consultant
Konsultan
Independen
Independent
Consultant
Komite
Komisaris
Commissioners
Committee
Dewan
Komisaris
Board of
Commissioner
RUPS
GMS
Mendapatkan masukan dari Konsultan Independen dalam menetapkan dasar penentuan remunerasi
Konsultan Independen memberi masukan berdasarkan:
Peraturan Menteri BUMN no PER-07/MBU/ 2010 tanggal 27 Desember 2010 pasal 5
Survei remunerasi industri sejenis dan faktor industri
Beban tugas dan tanggung jawab
KPI Direksi
Kemampuan/Kesehatan Keuangan Perusahaan
Receive inputs from independent consultant in setting basis to establish remuneration
Independent consultant provides input in accordance with:
SOE Minister Regulation No. PER-07/MBU/2010 dated 27 Dec 2010 art. 5
Survey of similar industry remuneration and industry factors
Workload and responsibility
Directors KPI
Company Financial Ability/Health
Mengusulkan dasar dan besaran Remunerasi kepada Dewan Komisaris (DK)
Propose remuneration basis and amount to Board of Commissioners
Membahas usulan KMR dan mengusulkan besaran remunerasi kepada Pemegang Saham
Discuss NRC inputs and propose remuneration amounts to Shareholders
Menetapkan ketentuan penetapan gaji dan tantiem Direksi mengusulkan dasar dan besaran
Transfer Directors salary and tantiem establishment provisions to BOC as directed by Shareholders
Gaji dan tantiem Anggota Direksi
Directors salary and tantiem
Remuneration of Directors
255
Jabatan
Position
Honorarium/
Gaji
Honorarium/
Salary
Tunjangan
Komunikasi
Communication
Allowance
Thr
Tunjangan
Religious Cuti Tahunan
Holiday (Tahun 2011)*)
Allowance
Bonus *)
Tantiem*)
Tanggungan
Pph Ps 21**)
Income
Tax Art. 21
Allowance**)
Total
Total
Nur Pamudji
Direktur Utama
President Director
1.860.000.000
252.000.000
75.600.000
155.000.000
155.000.000
1.301.331.500
1.243.857.500
5.042.789.000
Ngurah
Adnyana
Direktur Operasi
Jawa Bali
Director Of Java Bali
Operation
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.172.873.600
4.738.304.000
Moch.
Harry Jaya
Pahlawan
Direktur Operasi
Indonesia Barat
Director Of West
Indonesia Operation
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.171.685.600
4.737.116.000
Vickner
Sinaga
Direktur Operasi
Indonesia Timur
Director Of East
Indonesia Operation
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.172.477.600
4.737.908.000
Nasri
Sebayang
Direktur Konstruksi
Director Of
Construction
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.172.081.600
4.737.512.000
Bagiyo
Riawan
Direktur Pengadaan
Strategis
Director Of Strategic
Procurement
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.172.081.600
4.737.512.000
Murtaqi
Syamsuddin
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.172.081.600
4.737.512.000
Eddy D.
Erningpraja
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.171.685.600
4.737.116.000
Setio
Anggoro
Dewo
Direkturektur
Keuangan
Director Of Finance
1.674.000.000
252.000.000
75.600.000
139.500.000
139.500.000
1.284.830.400
1.172.081.600
4.737.512.000
1.317.583.700
486.107.300
1.803.691.000
256
Tunjangan
Tunjangan Tunjangan Biaya
Perumahan
Transportasi
Utilitas
Housing Transportation
Utility Fee
Allowance
Allowance
Allowance
Jumlah (B)
Total (B)
15.252.000.000 2.268.000.000
680.400.000
1.271.000.000
1.271.000.000
12.897.558.400 11.107.013.600
44.746.972.000
Total (A + B)
Grand Total (A+B)
20.400.000.000 2.268.000.000
865.520.000
680.400.000
238.080.000
1.644.200.000
1.271.000.000
16.773.363.500 14.203.507.000
58.344.070.500
Pada akhirnya, pihak yang menjadi penilai dari capaian KPI Direksi
adalah RUPS. Melalui RUPS tersebut Direksi, bersama Komisaris
mempertanggung jawabkan raihan kinerja KPI korporat pada tahun
operasional. Dalam pertanggung jawaban tersebut, Direksi harus
KPI Direksi
Directors KPI
Formula
Formula
Satuan
Bobot
Unit Maximum
Score
Nilai
Ket
Score Category
11
12
13
11,0
Perspektif Pelanggan
Customer Perspective
11
Kepuasan Pelanggan
Customers Satisfaction
70
87
124%
6,0
Baik
Pelanggan
2.540.000
3.900.104
154%
5,0
Baik
12
12,0
Menit/
Pelanggan /
Tahun
410
231
144%
6,0
Baik
5,36
4,2
121%
6,0
Baik
25,8
SAIFI
Perspektif Proses
Bisnis Internal
Perspective of Internal
Business Process
Tambahan Daya
Pembangkit
Power Plant Capacity
Addition
Fuel Mix BBM
Fuel Mix
EAF PLTU
Steam Power Plant EAF
%
%
Penambahan jumlah
pelanggan
Increase in total
customers
Target
Realisasi
2012
2012
2012 2012 Actual
Target
Result
10
35
MW
6.186
4.630
75%
3,0
Masalah
17,7
19,3
91%
5,0
Hati-hati
80
88
110%
5,0
Baik
257
Indikator Kinerja
Kunci
Key Performance
Indicator
Formula
Formula
%
%
Nilai
Ket
Score Category
10
11
12
13
9.30
9.21
101%
8.0
Baik
Juta kL
7.49
8.21
90%
4.8
Hati-hati
MW
2,711
839
31%
0.0
Masalah
6.0
70
77
110%
3.0
Baik
70
100
143%
3.0
Baik
17
15.1
Hari
5.8
5.6
103%
3.0
Baik
Rp/kWh
1,166
1,304
88%
6.1
Masalah
9.7
8.1
117%
3.0
Baik
SOP
200%
3.0
Baik
19
18.7
Skor
6.5
6.4
98%
3.9
Baik
Skor Malcolm Baldridge Hasil assessment Malcolm Baldridge (Pihak Independen) Skor
Malcolm Baldridge Score Malcolm Baldridge Assessment Result (Independent Party)
476
497
104%
4.0
Baik
Penerapan GCG
GCG Application
Skor
85
83
98%
3.8
Baik
66
79
120%
4.0
Baik
90
100
111%
3.0
Baik
Pemakaian BBM
Oil-based Fuel Use
Perspektif SDM
HR Perspective
Human Capital
Readiness
Human Capital
Readiness
Organization Capital
Readiness
Organization Capital
Readiness
Perspektif Keuangan
dan Pasar
Perspective of Finance
and Market
COP (Umur Piutang)
COP (Aging Accounts
Receivable)
BPP (Biaya Pokok
Penyediaan)
Basic Cost of
Production (BPP)
WACC (Weighted
Average Cost of Capital)
Sistem Pengelolaan
Pinjaman
Loan Management
System
Perspektif Leadership
Leadership
Perspective
Penilaian Integritas
Layanan Publik (ILP)
Public Service Integrity
Evaluation
Implementasi ERM
ERM Application
Penyelesaian temuan
auditor (BPK)
Follow up of audit
finding
Target
Realisasi
2012
2012
2012 2012 Actual
Target
Result
Susut Jaringan
Network Losses
258
Satuan
Bobot
Unit Maximum
Score
Seminar Workshop
Waktu Time
Tempat Place
Penyelenggara Organizer
16 Juli 2012
16 July 2012
Masyarakat Ketenagalistrikan
Indonesia (MKI)
20 September 2012
20 September 2012
Perpustakaan Baru UI
Depok
New Library of University
of Indonesia, Depok
Universitas Indonesia
259
260
Syahrial Loetan
Ketua
Syahrial Loetan
Chairman
Abdul Aziz
Wakil Ketua
Abdul Aziz
Vice of Chairman
Rahmat Waluyanto
Anggota
Rahmat Waluyanto
Member
Wimpy S Tjetjep
Anggota
Wimpy S Tjetjep
Member
Santosa Gitosusastro :
Anggota
Santosa Gitosusastro :
Member
ERL Tobing
Anggota
ERL Tobing
Member
Syahrial Loetan
: Ketua
Syahrial Loetan
: Chairman
Andin Hadiyanto
: Wakil Ketua
Andin Hadiyanto
: Vice of Chairman
Wimpy S Tjetjep
: Anggota
Wimpy S Tjetjep
: Member
Jarman
: Anggota
Jarman
: Member
Santosa Gitosusastro
: Anggota
Santosa Gitosusastro
: Member
ERL Tobing
: Anggota
ERL Tobing
: Member
Telah atas usulan-usulan Direksi serta pembahasan masalah-masalah strategis perusahaan yang
akan menjadi masukan bagi Dewan Komisaris
29 kali times
Review on Board of Directors suggestions and discuss Company strategic issues which would be
inputs for the Board of Commissioners
Telah atas kegiatan entreprise risk manajemen di lingkungan PLN serta kegiatan perencanaan
korporat
2 kali times
261
6 kali times
12 kali times
19 kali times
Routine meeting
Frekuensi dan Tingkat Kehadiran Rapat
Frequency and Meeting Attendance
Nama Name
Jabatan Position
Syahrial Loetan
Ketua/Komisaris Chairman/Commissioner
Andin Hadiyanto1)
Anggota/Komisaris Member/Commissioner
Santosa Gitosusastro
100%
ERL Tobing
100%
100%
14%
Rahmat Waluyanto
Anggota/Komisaris Member/Commissioner
11%
Wimpy S. Tjetjep
Anggota/Komisaris Member/Commissioner
11%
Abdul Aziz
Anggota/Komisaris Member/Commissioner
11%
Jarman4)
Anggota/Komisaris Member/Commissioner
2%
2)
3)
262
263
264
Lutfi Hamid
: Ketua
Lutfi Hamid
: Chairman
Adang Firman
: Wakil Ketua
Adang Firman
: Vice of Chairman
Adang Firman
: Ketua
Adang Firman
: Chairman
Abdul Aziz
: Anggota
Abdul Aziz
: Member
Elok Tresnaningsih
: Anggota
Elok Tresnaningsih
: Member
Agenda Rapat
Points of Discussion
Agenda/Pokok Bahasan Agenda/Points of Discussion
Jumlah Rapat
Meeting Frequency
Telaah atas keandalan informasi yang akan disampaikan Perseroan dalam Laporan Manajemen (LM) dan RKAP.
Review the reliability of information that the Company will present in the Management Report and the Work
Plan and Budget.
10 kali times
Telah atas laporan Keuangan Perusahaan dan Efektivitas Kegiatan dan hasil audit oleh Kantor Audit Publik.
Review the Company Financial Statements and Activity Effectiveness as well as audit results from Public Accountant Firm.
4 kali times
Telah untuk meyakini secara reasonable efektivitas sistem pengendalian internal Perseroan.
Review for reasonable assurance of effectiveness of Company internal control system.
9 kali times
Telah untuk memperoleh reasonable assurance atas efektivitas pelaksanaan kegiatan dan hasil audit yang dilaksanakan oleh
Satuan Pengawas Intern (SPI) PLN dan efektivitas sistem pengendalian internal Perusahaan.
Review for reasonable assurance of activity effectiveness and results of audit conducted by PLN Internal Audit Unit and
effectiveness of Company internal control system.
6 kali times
8 kali times
12 kali times
Rapat Rutin
Routine Meeting
19 kali times
Jabatan Position
Lutfi Hamid*)
Ketua/Komisaris Chairman/Commissioner
83%
Adang Firman
Anggota/Komisaris Member/Commissioner
96%
Elok Tresnaningsih
100%
Lilik Safrudin
99%
265
3.
4.
5.
6.
266
3.
4.
5.
6.
Komite-Komite Direksi
Energi Primer
Primary Energy
Investasi dan
Pendanaan
Investment and Funding
Niaga
Commerce
SDM
Human Resources
DIRDAN
Director of Strategic
Procurement
DIRKON
Director of Construction
DIRKEU
Director of Finance
DIRREN
Director of Planning and
Technology
DIROPS terkait
Related Director of Operation
DIRDAN
Director of Strategic
Procurement
DIRKEU
Director of Finance
DIRREN
Director of Planning and
Technology
DIROPS terkait
Related Director of
Operation
DIRDAN
Director of Strategic
Procurement
DIRKON
Director of Construction
DIRKEU
Director of Finance
DIRREN
Director of Planning and
Technology
DIROPS terkait
Related Director of
Operation
DIRREN
Director of Planning and
Technology
DIRKEU
Director of Finance
DIROPS terkait
Related Director of
Operation
DIRSDM
Director of HR
DIRKEU
Director of Finance
DIROPS terkait
Related Director of
Operation
267
SEKRETARIS PERUSAHAAN
CORPORATE SECRETARY
Sekretaris
Perusahaan
mempertanggungjawabkan
pelaksanaan tugasnya kepada Direksi.
2 kali times
7 kali times
10 kali times
150 kali times
1 kali times
Press Release
50 kali times
Press Briefing
12 kali times
Press Tour
8 kali times
Press Conference
6 kali times
268
Jumlah Frequency
Bulan
Month
Januari
January
Tanggal
Date
8
9
9
11
16
23
24
31
31
Februari
February
2
5
6
7
8
13
17
22
24
27
29
Maret
March
2
5
6
8
9
20
22
26
Media
Website
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269
Bulan
Month
Maret
March
April
April
Tanggal
Date
30
2
2
8
12
15
18
20
23
27
27
Mei
May
1
2
4
10
16
16
Juni
June
8
18
25
28
Juli
July
10
10
24
31
270
Media
Website
Website
Website
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Website
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Bulan
Month
Agustus
August
Tanggal
Date
1
6
14
17
September 3
September 4
4
13
17
20
20
26
28
Oktober
October
10
15
24
28
November 9
November
12
14
28
Desember
December
3
7
9
13
14
20
20
21
26
Media
Website
LAPORAN KEUANGAN PLN SEMESTER 1 TAHUN 2012 PLN FINANCIAL STATEMENT OF 1ST QUARTER OF 2012
968 KK di Kabupaten Biak Nikmati Penerangan dengan PLTS SEHEN Mandiri
968 Houses in Biak Regency Enjoy Electricity Due to Solar Power Plant SEHEN Mandiri
BERSINERGI, PLN DAN PELINDO II BENTUK PERUSAHAAN PATUNGAN
PLN and PELINDO II form Joint Ventures in Synergy
Sejumlah Investor Inggris Tertarik Berinvestasi Kelistrikan di Indonesia
British Investors Eye on Investment in Electricity in Indonesia
Lagi, PLN tandatangani PPA Proyek PLTU IPP tanpa Jaminan Pemerintah
Again, PLN Signs Steam Power Plant Project IPP Power Purchase Agreement without Govts Guarantee
PLN Rangkai 4 Pulau Tujuan Wisata Utama Dunia di NTB dengan Jaringan Kabel Bawah Laut
PLN Connects 4 Main Worlds Touristic Islands in West Nusa Tenggara with Undersea Cable Network
Pelanggan PLTS SEHEN Mandiri di Indonesia Timur Capai 100.000 Pelanggan
PLTS SEHEN Mandiri Customers in East Indonesia Reach 100,000
CSR PLN Bantu Dana Operasi Jantung PLNs CSR Aid for Heart Surgery Funds
PLN Gelar Workshop Nasional Pelayanan Kelistrikan yang Bebas Korupsi
PLN Holds National Workshop on Corruption-Free Electricity Service
KNIFE 2012 Knowledge, Norm discussion forum, Innovation contest, Festival and Exhibition
KNIFE 2012 Knowledge, Norm discussion forum, Innovation contest, Festival and Exhibition
PLN Dan GE Kembangkan Pembangkit Listrik Biomass PLN, GE Develop Biomass Power Plant
Website
Website
PLN Menyumbang 11 Poin pada Survei Bank Dunia untuk Kemudahan Berbisnis di Indonesia
PLN Contributes 11 Points to World Banks Survey of Doing Business in Indonesia
PLN BUKA KANTOR PELAYANAN DI KECAMATAN KRAYAN, NUNUKAN
PLN Opens Customer Care Office in Krayan District, Nunukan
PLN Miliki 1000 Anggota Pasukan Khusus untuk Pekerjaan Dalam Keadaan Bertegangan
PLN Owns 1,000 Special Force Members for High Voltage Works
PLN Tandatangani Power Purchase Agreement (PPA) PLTP Rantau Dedap
PLN Signs Geothermal Power Plant Rantau Dedap Power Purchase Agreement (PPA)
PT PLN (Persero) Implementasikan PLN Corporate University
PT PLN (Persero) Runs PLN Corporate University
PLN Beli Excess Power untuk Tingkatkan Pasokan Listrik di Kalsel
PLN Buys Excess Power to Up Electricity Supply in South Kalimantan
Community Empowering PLN Menjadi Terang di Tempat Gelap
PLNs Community Empowerment Program A Light in the Dark
PLN Dan ANZ Tanda Tangani Kontrak Konsultan Transaksi Pengembangan Proyek PLTA
PLN, ANZ Sign Hydropower Plant Project Development Transaction Consultant Contract
PLN Peringati Hari Anti Korupsi Se-Dunia PLN Commemorates World Anti-Corruption Day
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271
272
Pedoman Perilaku
Code of Conduct
1. Perilaku Pemimpin
Memberikan gambaran ringkas mengenai sikap perilaku
pemimpin yang harus dikedepankan dalam menjalankan tugastugas sehari-hari. Sikap pemimpin tersebut harus:
Menginspirasi dan memberikan keteladanan perilaku Saling
Percaya, Integritas, Peduli dan Pembelajar.
Mempelopori pembaharuan dan modernisasi perusahaan
melalui pemikiran yang out of the box.
Memastikan semua unsur Perseroan bekerjasama secara
sinergis guna mendapatkan kinerja unggul dan meningkatkan
pelayanan publik.
Membina kader melalui proses CMC (coaching, mentoring dan
counseling).
Mengantisipasi kondisi turbulence dan lingkungan yang selalu
berubah dengan gesit (agility) dan fleksibel.
Perilaku Pemimpin sangat diharapkan tidak bertentangan dengan
sikap-sikap tersebut diatas.
1. Leadership Behavior
Provides an overview on leadership behavior stances that
must be actualized in doing daily tasks. The leadership
behavior must:
Inspire and give example of mutual trust, integrity, care and
learning.
Pioneer the modernization in the Company through out-ofthe-box thinking.
Assure that all the Companys elements with synergic
cooperation to achieve excellent performance and improve
public service.
Build the cadres through coaching, mentoring and counselling
process (CMC).
Anticipate turbulence conditions and ever-changing
environment with agility and flexibility.
It is highly expected that leadership not be against any of the
above behaviors.
273
274
Partner/Supplier Relations
-- Maintains and prioritizes Companys interests
-- Deems objectively, transparently and accountably
-- Creates mutually beneficial working agreements
-- Conducts honest and effective communication by taking
data and information confidentiality
-- Passes penalties on the infringement of contracts
Competitor Relations
-- Competes fairly and relies on excellency of products and
services
-- Regards competitors insomuch for self motivation
-- Keeps data and information confidentiality
Investor Relations
-- Selects reliable, credible and responsible investor
-- Creates mutually beneficial working agreements
-- Conducts honest and effective communication by taking
data and information confidentiality into account
-- Provides actual, accurate and prospective information
-- Upholds investors trust
Government/House of Representatives Relations
-- Supports the programs and keeps Government/Houses
trust
-- Develops harmonious and constructive relationship
-- Provides correct and accurate data reports
Public Relations
-- Expands and maintains good relationships
-- Carries out Corporate Social Responsibility programs and
helps people affected by disasters
-- Appreciates regional value systems
-- Keeps the environment preserved and clean.
Mass Media Relations
-- Maintains and prioritizes the Companys image
-- Provides actual, relevant and balanced information
-- Accepts and follows up buliding critiques by observing risk
and cost aspects.
Professional Organization/Educational Institution Relations
-- Conducts continuous cooperation to gather information
on the latest science and technology
-- Applies the consented standards and certifications
-- Opens opportunities in education, research and community
development.
275
Budaya Perusahaan
Corporate Culture
Nilai-nilai perusahaan sebagaimana disederhanakan dalam tagline SIPP, yakni Saling percaya, Integritas, Peduli dan Pembelajar,
dan dijabarkan dengan singkat dan jelas pada uraian Profil
Perusahaan terus diusahakan untuk disosialisasikan kepada
seluruh pegawai Perseroan.
Saling percaya
Suasana saling menghargai dan terbuka diantara sesama anggota
perusahaan yang dilandasi oleh keyakinan akan integritas, itikad
baik, dan kompetensi dari pihak-pihak yang saling berhubungan
dalam penyelenggaraan praktik bisnis yang bersih dan etis.
Mutual Trust
An atmosphere of mutual trust and openness between fellow
members of the company based on a belief in integrity, good faith
and competence from parties connected in the implementation of
clean and ethical business practice.
Integritas
Wujud dari sikap anggota perusahaan yang secara konsisten
menunjukkan kejujuran, keselarasan antara perkataan dan perbuatan,
dan rasa tanggung jawab terhadap pengelolaan perusahaan dan
pemanfaatan kekayaan perusahaan untuk kepentingan baik jangka
pendek maupun jangka panjang, serta rasa tanggung jawab terhadap
semua pihak yang berkepentingan.
Integrity
The manifestation of an attitude shown by members of the
company in which they consistently show honesty, harmony
between words and deeds, and a sense of responsibility toward
company management and use of corporate property short and
long-term benefit, as well as a sense of responsibilities toward
all stakeholders.
Peduli
Cerminan dari suatu niat untuk menjaga dan memelihara kualitas
kehidupan kerja yang dirasakan anggota perusahaan, pihak-pihak
yang berkepentingan dalam rangka bertumbuh kembang bersama,
dengan dijiwai kepekaan setiap permasalahan yang dihadapi
Perusahaan serta mencari solusi yang tepat.
Care
A reflection of the intention to protect and care for the work-life
quality felt by company members and stakeholders growing together
imbued with sensitivity toward problems faced by the Company and
the desire to find the right solution.
Pembelajar
Sikap anggota perusahaan untuk selalu berani mempertanyakan
kembali sistem dan praktik pembangunan, manajemen dan operasi,
serta berusaha menguasai perkembangan ilmu dan teknologi
mutakhir demi pembaharuan Perusahaan secara berkelanjutan.
Learning
The attitude of company members who always have the courage to
question the system and practices of development, management
and operations, as well as mastering cutting-edge science and
technology for the renewal and sustainability of the Company
Perseroan telah menerbitkan Pedoman Perilaku PLN (Code of Conduct) sebagai bentuk
implementasi peningkatan dan penyempurnaan penerapan budaya perusahaan dan
tata kelola perusahaan yang baik dan menjadi panduan serta harus dianut oleh seluruh
pegawai di lingkungan PT PLN (Persero).
The Company has issued PLN Code of Conduct as a reflection of its implementation
program to enhance and improve the application of company culture and good
corporate governance. The CoC must become a guideline adhered to by every employee
within PT PLN (Persero).
276
Manajemen Risiko
Risk Management
277
278
Risk management infrastructure including risk register, lossevent database (LED) and software application, will be developed
according to the stage and necessity so as to support risk
management implementation in accordance with the maturity
level. As for the capacity building and continuous improvement,
these will be simultaneous programs in order to support application
maturity, which include early-wins (pilot project) in one of the
business units or processes.
Terkelola
(Managed)
Implementasi Model RBA 70%
Berkembang
(Established)
Pengembangan
Model
RBA 30%
Peduli (Aware)
RBA 50%
MATURITY LEVEL
Temporer (Adhoc)
Temporer (Adhoc)
Risk Awareness
FOKUS
RISK BASED AUDIT
(RBA)
Fundamental
Risk Awareness
RBA 20%
RBA Awal
Uraian Description
2010
2011
2012
2013
2014
2015
Deskripsi Maturity
Sebagian kecil
unsur perusahaan
telah memahami
MR sebagai konsep
dan paradigma
dalam pengelolaan
perusahaan
A small part of the
companys elements
has comprehended
MR as a concept
and paradigm
in company
management
Sebagian besar
unsur perusahaan
telah memahami
MR sebagai konsep
dan paradigma
dalam pengelolaan
perusahaan
Most of the
companys elements
have comprehended
MR as a concept
and paradigm
in company
management
Segenap unsur
perusahaan telah
memahami MR
sebagai konsep
dan paradigma
dalam pengelolaan
perusahaan
All the companys
elements have
comprehended
MR as a concept
and paradigm
in company
management
Defining beberapa
proses bisnis
korporat dan
Unit Induk untuk
pemodelan
Beberapa proses
Bisnis Korporate
berbasis RM
RM terintegarasi
pada proses bisnis
korporat & Unit
Induk
Defining some
Corporate and
Main Unit business
processes to be the
models
Some Corporate
business processes
are based on RM
RM is integrated
with Corporate and
Main Unit business
process
Maturity Level
Description
279
Fase Implementasi
Fase Continuous Improvement
RISK INFRASTRUKTUR
INFRASTRUCTURE RISK
ASSESSMENT
risiko
Perseroan
280
PENETAPAN RISIKO
EvAluASI RISIKO
Risk Evaluation
ANAlISIS RISIKO
Risk Analysis
IdENTIfIKASI RISIKO
Risk Identification
PENIlAIAN RISIKO
RISK ASSESSMENT
Risk Assessment
PENgENdAlIAN RISIKO
Risk Handling
The operational work unit as the risk owner is responsible for risk
management in relation to all activities. The operational work unit
chairperson is responsible to identify risks, assess the risk occurring in
his/her work unit and assess risks including mitigating extreme risks,
and then report the risk profile and the mitigation follow-ups that
have been taken.
RISIKO-RISIKO PERSEROAN
COMPANY RISKS
281
282
The financial risks are, among others, risk of exchange rate change,
interest rate risk, credit risk and liquidity risk. In managing risks, the
Company takes the risk mitigation priority scale into account, based
on the respective risk level. The risk level is determined based on the
possibility of occurrence and potential impacts.
The total of the first stage of the Fast Track Program (FTP-1) power
plant capacity is 9,975 MW. Up to late 2012, the capacity of the
power plants that were in operation was 4,510 MW; while that in
the commissioning stage was 2,428 MW; and that in construction
stage was 2,989 MW.
Of the 37 steam power plant projects, three have not been secured
by the government, i.e. East Kalimantan Balikpapan Steam
Power Plant, Riau Tenayan Steam Power Plant 1, and Maluku
Ambon Steam Power Plant. This is due to the capacity difference
between the contract and the President Regulation No. 59/2009,
however, the construction process of the three power plants was
still ongoing with the PLNs internal bridging funds.
not reached the COD in 2012 are Tarahan Steam Power Plant,
Nanggroe Aceh Darussalam (NAD) Steam Power Plant, Tj Balai
Karimun Steam Power Plant, Asam Asam Steam Power Plant,
Barru Steam Power Plant and Ende Steam Power Plant.
Tingkat Risiko
Tingkat risiko keterlambatan operasi pembangkit dan transmisi
masih tinggi, yang terlihat dari masih banyaknya pembangkit PLTU
FTP-1 yang belum dapat diselesaikan di tahun 2012, serta masih
adanya keterlambatan penyelesaian proyek transmisi terkait.
Risk Level
The risk level of power generation and transmission operation
delay is still high, as shown in the many steam power plant FTP-1
projects that are not yet completed in 2012 and the delay in
completing the respective transmission projects.
Mitigasi
Mitigasi yang telah dilakukan adalah dengan: a) mempercepat
pembayaran variation order dan ikut mengontrol pembayaran
kontraktor utama ke supplier dan sub-kontraktor; b) meminta
kontraktor untuk mengganti peralatan yang rusak / tidak sesuai
spesifikasi pada kontrak dan melakukan kajian enjiniring terhadap
peralatan yang rusak berulang kali; c) mengkaji kontrak dengan
melibatkan Satuan Hukum Korporat dan menghitung nilai variasi
yang disepakati bersama; d) memberikan peringatan kepada
kontraktor agar memperbaiki kinerjanya dan meminta kontraktor
untuk menambah tenaga kerja; e) mengurus perijinan dengan
pihak terkait dan membangun breakwater dengan metode khusus
untuk mengatasi ombak tinggi; f) membentuk tim perijinan
kehutanan dan tim pertanahan secara terpusat yang akan
memantau dan membantu penyelesaian permasalahan kehutanan
dan pertanahan pada seluruh proyek pembangkit dan transmisi.
Mitigation
The mitigation that has been conducted include: a) accelerating
variation order payment and joining in the control over the main
contractors payment to suppliers and sub-contractors; b) asking
the contractors to replace the equipment that is damaged or not
meeting the contract specifications and conducting engineering
assessment into the damaged equipment repeatedly; c) reviewing
contracts by involving the Corporate Legal Unit and calculating
the variation value by common consent; d) issuing warning to
contractors so as to improve their performance and asking them
to increase the manpower; e) administering license with the
related parties and building breakwater with special method in
order to overcome high waves; f ) establishing centralized forestry
licensing team and land team that will monitor and aid the
solution to forestry and land problems in all the power plant and
transmission projects.
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Batubara
Perusahaan telah membuat kontrak jangka panjang pembelian
batubara dengan perusahaan tambang batubara, sehingga
penentuan harga menggunakan mekanisme penjualan batubara
jangka panjang, dan tidak mempengaruhi secara langsung
terhadap fluktuasi harga spot.
Coal
the Company has made long-term contract of coal purchase with
coal mining companies, thus the price is determined through
long-term coal sales mechanism and does not directly influence
the spot price fluctuation.
Gas Alam
Harga gas alam pada titik penyerahan berkisar antara US$2,52
sampai dengan US$15,25 per MMBtu. Perusahaan juga
mendapatkan fasilitas Stand-by Letter of Credit (SBLC) maksimum
US$39,9 juta untuk jangka waktu 13 tahun yaitu sampai dengan
31 Desember 2016 dari bank BNI untuk menjamin kewajiban
pembayaran pembelian gas untuk sektor Muara Karang.
Natural Gas
the natural gas price at custody transfer point ranges between
US$2.52 and US$15.25 per MMBtu. The Company is also granted
with Stand-by Letter of Credit (SBLC) facility from BNI amounting
to maximum US$33.9 million for a period of 13 years, that is up to
December 31, 2016 to assure the gas purchase payment liabilities
for Muara Karang sector.
Panas Bumi
dengan telah diberlakukannya permen ESDM No 22 tahun 2012,
maka harga beli listrik dari panas bumi meningkat menjadi sen US$/
kWh 10 untuk tegangan tinggi wilayah Sumatera, sampai sen US$/
kWh 18,5 untuk tegangan menengah di wilayah Maluku dan Papua.
Geothermal
As the Energy and Mineral Resources Ministry Regulation No. 22 of
2012 has been put into effect, the purchase price of electricity from
geothermal rose to cent US$/kWh 10 for high voltage in Papua, and
cent US$/kWh 18.5 for medium voltage in Maluku and Papua.
BBM
Perusahaan telah memperpanjang perjanjian jual beli dengan
Pertamina sampai dengan tahun 2015 dengan harga 105% sampai
dengan 109,5% dari MOPS. Fluktuasi harga BBM dipasar spot
akan langsung berpengaruh terhadap keuangan perusahaan.
Fuel Oil
The Company has extended the purchase agreement with
Pertamina to 2015 with the price of 105 to 109.5% of the MOPS.
The fuel oil price fluctuation in the spot market will directly
influence the Companys finance.
Tingkat Risiko
Risiko kenaikan harga energi primer masih tetap di level ekstrem,
dengan tingkat kemungkinan terjadinya risiko masih besar, dan
cenderung uncontrollable, sedangkan dampak yang ditimbulkan
masih signifikan.
Risk Level
The risk of primary energy price hike is still at the extreme level,
with high level of risk possibility and uncontrollable characteristic,
while the potential effects are significant.
Mitigasi
Mitigasi yang dilaksanakan antara lain : i) memperbaiki heatrate dan pola operasi pembangkit; ii) mempercepat konversi
BBM ke Gas; iii) memastikan penyelesaian FTP-1 sesuai
jadwal; iv) membuat usulan yang mempengaruhi kebijakan
pemerintah terhadap harga energi primer (DMO).
Mitigation
The mitigation that has been conducted include: i) fixing the heatrate and operation pattern of power plant; ii) accelerating fuel oilto-gas conversion, iii) assuring the FTP-1 completion according to
schedule; iv) proposing ideas that affect the governments policy
on primary energy price (DMO).
284
Up to late 2012, the realization of fuel oil usage was 8,215 million
kilolitres. For electricity operational security, PLN has requested
additional fuel oil quota of 1.2 million kilolitres from the Revised
State Budgets target of 7.2 million kilolitres.
put efforts so as the gas supply volume as per the Gas Purchase
Agreement can be realized and the government can support the
additional gas supply.
Tingkat Risiko
Tingkat risiko pasokan gas pada tahun 2013 adalah tinggi
dengan tingkat risiko kejadian yang besar dan dampak yang
ditimbulkan mencapai malapetaka. Dilihat dari realisasi sampai
dengan akhir tahun 2012 ini dimana penyelesaian pembangunan
fasilitas penerima di darat Floating Storage Regasification
Unit (FSRU) Jawa Barat mundur menjadi bulan Oktober 2013,
terdapat 5 kontrak yang berakhir tahun 2013 dan ada 11 lokasi
yang pasokan gasnya tidak sesuai dengan kontrak.
Risk Level
The level of gas supply risk in 2013 is high as the risk occurrence
possibility is high and the potential impact is catastrophic. From
the realization up to late 2012, where the Floating Storage
Regasification Unit (FSRU) West Java being delayed to October
2015, five contracts would end in 2013 and gas supply which is
not in accordance with the contract occur in 11 locations.
Mitigasi
Mitigasi yang terus dilakukan adalah : (i) melakukan rapat
koordinasi, meminta BP Migas dan pemasok untuk memenuhi
komitmen pasokan gas sesuai dengan PJBG, (ii) mencari
kesepakatan harga jual gas pada PJBG yang pemasoknya
melakukan tuntutan kenaikan harga jual gas.
Mitigation
The mitigation that is still ongoing comprises: (i) coordinating
meeting, asking the oil & gas regulator (BP Migas) and the
suppliers to meet the gas supply commitments in accordance
with the Gas Purchase Agreement, (ii) seeking to settle on gas
sales price for the agreements of which the suppliers demanded
higher gas sales price.
Tingkat Risiko
Risiko kinerja pembangkit FTP-1 berada pada tingkat ekstrem
dengan kemungkinan terjadi masih tetap besar dan dampak
yang ditimbulkannya juga tetap signifikan.
Risk Level
The risk of FTP-1 performance is at an extreme level, with
possibility of occurrence is still high and the potential impacts
are significant.
Mitigasi
Mitigasi yang telah dilakukan adalah :
mengadakan kontrak batubara dengan perusahaan yang
masuk dalam PKP2B,
memberikan surat peringatan, pembatalan Letter of Intent
(LOI) dan pemutusan kontrak bagi pemasok yang tidak dapat
memenuhi kontrak,
menambah capital expenditure untuk pembangunan coalshelter
dan perbaikan sistem drainase di coal yard, membangun coal
dryer dan melakukan coal blending,
membangun laboratorium untuk menguji kualitas batubara
yang diterima di PLTU,
melengkapi buku manual Operation and Maintenance
menyiapkan material pemeliharaan secara memadai,
mengimplementasikan reverse engineering.
Mitigation
The mitigation that has been carried out is:
making coal contracts with companies included in Coal Mining
Agreement,
issuing warning letter, annulling Letter of Intent (LoI) and
contract termination for suppliers that breach the contract,
adding capital expenditure for building coal shelter and
repairing the drainage in coal yard, making coal dryer and coal
blending,
building a laboratory for testing the quality of coal received by
steam power plant,
completing the Operation and Maintenance manual,
preparing maintenance material well,
implementing reverse engineering.
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5. Risiko Subsidi
286
5. Subsidy Risk
The Law No. 4/2012 on Revised 2012 State Budget article 8 says
that estimated electricity subsidy in the fiscal year 2012 was
Rp64.97 trillion including the payment of electricity subsidy
2010 (audited) shortfall of Rp4.5 trillion. Article 8A says that
reserved risk energy was set to Rp23 trillion, which can be used
in the case the subsidy of certain types of fuel oil and 3-kg LPG
tube and or electricity subsidy are insufficient until the end of
fiscal year 2012.
Tingkat Risiko
Pada tahun 2013 potensi terlampauinya pagu subsidi masih
sangat besar dan dampak yang ditimbulkannya juga malapetaka,
dan dapat terjadi default.
Risk Level
In 2013 the possibility of exceeding the subsidy limit is still high,
the potential impacts are catastrophic and default is possible.
Structurally, the Internal supervisory unit is led by the unit Head who
reports directly and is responsible to the President Director. The Head
is elected by the President Director.
The Head of the Internal Supervisory Unit has the duty to ensure the
realization of internal audit based on the good corporate governance,
with main duties as follows:
1. Developing and ensuring the realization of internal audit
development:
Developing audit policy and standard in line with good
corporate governance.
Developing and performing internal audit policy, system and
standardization.
2. Ensuring the realization of internal audit program:
Developing and performing internal audit plan.
Managing internal audit and special audit (investigation/
fraud) management.
Presenting the audit report and recommendation to the
president Director and other related parties.
3. Develop and perform the internal audit guidance policy:
Providing audit guidance to all business units and subsidiaries.
Managing relationship with external auditor.
287
The Internal Supervisory Charter was also created to regulate the work
of the Internal Supervisory unit in carrying out its assurance role, as well
as its independent, objective and unprejudiced consultative activities
for the audite, as well as demonstrating the auditor code of conduct.
288
Dari formasi tersebut, saat ini telah terisi 178 orang, dan sebagian
besar tenaga auditor telah memiliki sertifikat Qualified Internal
Auditor (QIA).
4%
7%
14%
Kepatuhan Compliance
2%
29%
44%
In general, the 2012 Special Audit was performed upon the request of
the board of directors and the board of commissioners as well as the
information from general public or non-governmental organizations
(NGOs). The audit is aimed to obtain facts regarding issues and report
them to the President Director.
The special audit has resulted 10 (ten) reports that have been handed
to the President Director, i.e.:
1. Generator lease contract efficiency.
2. Vehicle lease procurement realization.
3. Development of 150 kV ground cable of Tanjung Bunga substation to Bontoala sub-station.
4. Realization of land procurement and ROW T/L and GI 150 kV of GI
Gorontalo, Lolak-Buroko, Lopana-Teling, Tanjung Bunga.
5. Realization of boot procurement of Gas Power Plant Payo Selincah 10 MW.
6. Renovation work of PLN office building and official residence in
Pamekasan area.
7. Payroll parallel run (PRR) activities realization.
8. Office room renovation work realization.
9. Spare-part procurement work realization.
10. Health cost efficiency.
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290
Rekomendasi
Recommendations
Status
per 31 Desember 2011
Status
As of 31 December 2011
Status
per Desember 2012
Status
As of December 2012
Subsidi TA 2009
Subsidy of budget year 2009
26
19
18
Subsidi TA 2010
Subsidy of budget year 2010
23
23
15
26
26
13
13
56
56
25
31
N/A
299
58
232
177
122
46
23
23
37
53
50
37
16
Subsidi/BPP TA 2006
Subsidi/Basic Production Cost of budget year 2006
14
10
Subsidi TA 2007
Subsidy of budget year 2007
15
Subsidi TA 2008
Subsidy of budget year 2008
20
10
10
18
AKUNTAN PERSEROAN
Biaya dan Jasa
COMPANY ACCOUNTANT
Cost and Service
Selain jasa audit umum laporan keuangan, KAP Osman Bing Satrio
& Eny juga memberikan jasa Audit Kepatuhan terhadap Peraturan
Perundang-undangan dan Pengendalian Intern untuk tahun yang
berakhir 31 Desember 2012, Audit Atas Laporan Pekerjaan Dalam
Pelaksanaan, Audit Atas Laporan Proyek Percepatan 10.000 MW,
Audit Atas Laporan Penerusan Pinjaman, Review Atas Laporan
Evaluasi Kinerja, Audit Atas Program Kemitraan dan Bina Lingkungan
(PKBL), Review Laporan Keuangan Proforma Konsolidasian dan Induk
Perusahaan tanpa Penerapan ISAK 8, Review Laporan Keuangan
Proforma PT PLN (Persero) Distribusi Bali.
Periode Penunjukan
Appointment Period
The appointment of Public Accountant Osman Bing Satrio and Eny for
Company Financial Statement 2012 was the 6th time consecutively.
Earlier the company accountants conducting financial statement
audit were Public Accountant Hans Tuanakotta Mustofa & Halim,
followed by Osman Ramli Satrio & Partner for two consecutive years,
as follows.
INTERNAL CONTROL
AND SUPERVISION SYSTEM
291
292
WHISTLEBLOWING SYSTEM
WHISTLEBLOWING SYSTEM
all PLNs business lines. The decision letter that comes with
the system application succinctly and clearly describes all the
definitions, purposes, objectives and reporting mechanisms,
rapporteur protection and follow-up measures.
Mekanisme Pelaporan
The Mechanism
293
294
Tindak Lanjut
Follow-up
No later than 1 (one) month, the report that has come with
sufficient evidence and been qualified to be followed up by the
Board of Directors will be forwarded to the law enforcement bodies
including to the Corruption Eradication Commission (KPK) for
further processing.
Full report of handling legal cases during the year 2012 as follows:
1.
Unlawful act suit in the South Jakarta District Court Case No.
639/Pdt.G/2011/PN.Jkt.Sel dated December 2, 2011 filed by PT
Citra Buana Unggul against PT PLN (Persero). The lawsuit was
filed as there was PT PLN (Persero) overhead transmission cable
located above Tower 12 and 13 on the plaintiffs land. Plaintiff
requests the removal of the cable to an area other than the
Plaintiffs land. The amount of compensation demanded is
Rp1,936,800,000, Non-material damage Rp1,000,000,000, and
2.
2.
Unlawful act suit in the South Jakarta District Court Case No.
640/Pdt.G/2011/PN.Jkt.Sel dated December 2, 2011 filed by PT
Citra Buana Unggul against PT PLN (Persero). The lawsuit was
filed as there was PT PLN (Persero) overhead transmission cable
located above Tower 12 and 13 on the plaintiffs land. Plaintiff
requests the removal of the cable to an area other than the
Plaintiffs land. The amount of compensation demanded is
Rp1.562.400.000, Non-material damage Rp3 billion, and penalty
Rp5,000,000/day. The lawsuit was decided on October 18, 2012
in which PLN lost. PLN has filed an appeal on October 22, 2012.
In appeal process.
3.
3.
4.
4.
Unlawful act suit at the Bandung District Court Case No. 194/
Pdt.G/2011/PN.Bdg dated March 31, 2011 filed by Mr. Dindin
and associates against PT PLN (Persero) as Defendant I. The
Plaintiffs are demanding damages due to the construction of a
high voltage network (SUTET 500 kV) crossing Bogor Regency,
Cianjur, Bandung, Sumedang, Majalengka, and Cilegon Regency.
Damages claimed are: Rp15,655,100,000 Non-material losses:
Rp82,000,000,000, penalty: Rp10,000,000/day. This case was
decided on February 29, 2012 and PLN lost. PLN has stated
Appeal on March 7, 2012 and PLN has submitted an Appeal on
June 8, 2012. In appeal process.
5.
5.
Unlawful act suit in the South Jakarta District Court Case No.
290/Pdt.G/2012/PN.Jkt.Sel dated May 9, 2012 filed by Didik
Suprijadi as chairman of the Electricity Meter Reader Officers
Alliance (AP2ML) against the President Director of PT PLN
(Persero). Plaintiff filed this lawsuit as the representative
of the alliance and claimed for damages amounting to
Rp200.000.000 per officer, totalled 930 (Rp186 billion) on
the basis of officers terms of service payroll, and demanded
295
296
6.
6.
7.
7.
Unlawful act suit in the South Jakarta District Court Case No.
75/Pdt.G/2012/PN.Jkt.Sel dated February 8, 2012 filed by PT
Nincec Multi Dimensi against PT PLN (Persero) as Defendant
I. The lawsuit was filed because of PT PLN (Persero) as the
Plaintiff alleges that Defendant I had claimed that Plaintiff
did not fulfilled its obligations and ordered Defendant II
to disburse the Performance Security (Performance Bond)
Number 773 amounting to Rp59,667,419,037.00 and Number
774/J.Pel / 10/Jkt/2008 of amounting to US$2,688,708 to
the account of PT PLN (Persero) in the of Bank BNI Melawai
Raya Kebayoran Baru Main Branch. The case was decided on
November 22, 2012, won by PLN in the District Court. Plaintiff
did not appeal.
8.
8.
9.
9.
10. Unlawful act suit in the South Jakarta District Court Case No.
15/Pdt.G/2012/PN.Jkt.Sel dated January 10, 2012 filed by
Acset Indonusa against PT PLN. The Defendant was considered
having ill-treated the Plaintiff as regards the findings found
by the Elecrical Power Consumption (P2TL) team of Jakarta
and Tangerang Distribution. The values demanded are
Rp1,180,856,880 Rp2,361,713,760. The case was decided on
August 15, 2012, which PLN lost. PLN has submitted Appeal on
August 16, 2012. In Appeal process.
11. Unlawful act suit in the Bojonegoro District Court Case No.
38/Pdt.G/2011/PN.Bjn dated December 29, 2011 filed by
Sri Indaini as the proxy of Ni Luh Supheni against PT PLN
(Persero) Headquarters as Defendant III. The lawsuit was filed
on the basis of the electrical substations construction on the
Plaintiffs land without consent from the Plaintiff. Plaintiff
demanded compensation amounting Rp1.404.000.000
immaterial loss Rp3 billion. The case was decided on May 26,
2012, PLN won. Plaintiffs submitted Appeal. PLN has filed a
Counter Appeal at Bojonegoro District Court on August 9,
2012. In Appeal process.
12. Unlawful act suit in Surabaya District Court Case No. 698/
Pdt.G/2010/PN.Sby dated August 30, 2010 filed by PT PLN
(Persero) PT Dharma Ocean on Main (Defendant I), PT Dharma
Lautan Surabaya Branch (Defendant II), and Subyantoro, KM
Kirana III Ship Helmsman (Defendant III). Action by the Defendant
who dropped anchor in an area where anchoring is prohibited
and which action damaged the PLN undersea cable, circuit 1
Java-Madura. PLN is demanding damages of Rp25,675,453,000.
PLN won the case in the First Level but lost in Appeal level. The
case is still in the legal process.
13. Unlawful act suit over advocacy rights in the payment of land
compensation to the unlawful in Palangkaraya District Court
Case Number: 20/Pdt.G/2012/PN.PL.R dated February 8, 2012
filed by Wikarya F. Dirun against PT PLN (Persero) (Defendant
II). Plaintiff claimed for right of Defendant, who handled a case,
plus advocacy rights under the agreement of 15% as Plaintiff
objected PLNs refusal to discount the attorney fees directly
by 15% of the PLNs land compensation payments to the heirs
297
298
14. Unlawful act suit in Medan District Court Case No. 32/
PDT.G/2012/PN.Mdn dated January 20, 2012 filed by PT Subur
Sari Lastderich against PLN. Plaintiff being put into loss over
Hydroelectric power plant Asahan III development project
undertaken by PLN. Plaintiff claimed having the right to build
it, having obtained permission from the Tobasa Regent. Lawsuit
value of Rp10 billion for material losses and Rp1 trillion for
immaterial losses. PLN lost in the district court level, the verdict
was passed on December 26, 2012. PLN has appealed. The case
is still in the appeal process.
16. Unlawful act suit in the South Jakarta District Court Case No.
187/Pdt.G/2012/PN.Jkt.Sel filed by PT Meta Epsi against PT PLN
(Persero) as the Defendant II. The Plaintiff considers Defendant I
has sought a Bank Guarantee on the Instructions of Defendant II.
Damages sought: US$3,444,523 and Rp34,271,143,460. The case
is still in proceedings at district court level.
17. Unlawful acts lawsuit in the Denpasar District Court Case No.
504/Pdt/G/2012/PN.Dps dated August 7, 2012 filed by Mr.
Rusmin against PT PLN (Persero) as Defendant I. Lawsuit was filed
because Plaintiffs wife died due to electrocuted by high voltage
electrical wire that broke off. Claims for compensation amounts
to Rp2,484,000,000, immaterial losses Rp5.000.000.000. The case
is still under trial in the District Court.
18. Unlawful act suit in the South Jakarta District Court Case No.
510/Pdt.G/2012/PN.Jkt.Sel dated September 12, 2012 filed
by LPKSM Adamsco against PT PLN (Persero) as Defendant
I. Plaintiff objected the administrative costs charged for the
Bank Payment Point Online system to be borne by electricity
customers. Plaintiff demanded return of all administrative
costs incurred by all PLN electricity customers. The case is still
in proceedings of district court level. No claims demanded,
except only that PLN returned back to electricity consumers
all administrative costs already incurred by the electricity
consumers since the start of levy imposition.
19. Unlawful act suit in the South Jakarta District Court Case No.
692/Pdt.G/2012/PN.Jkt.Sel dated November 29, 2012 filed
by Lydia Manurung against PT PLN (Persero) as Defendant.
Plaintiff claimed her land located in Koperapoka village, Mimika
Baru district, Mimika, Papua Province, of 15,000 m2 has been
unlawfully controlled by Defendant and PLN Ranting Timika office
building has stood on the land. Claims for damages amounting
to Rp5,200,000,000; immaterial losses Rp15,000,000,000, and
penalty of Rp1,000,000 per day. The case is still proceeding at
the District Court.
The Company believes that all these cases do not cause serious
financial impact, therefore management does not set aside a certain
amount of funds. All members of the Board of Directors and the
Board of Commissioners, including its subsidiaries also not subject
to administrative fines from the competent authority during the
reporting year.
299
TANGGUNG JAWAB
SOSIAL PERUSAHAAN
CORPORATE SOCIAL
RESPONSIBILITY
300
301
302
Bagi PLN, pelaksanaan kegiatan CSR tidak hanya kegiatan donasi (charity),
tetapi lebih luas lagi mencakup kepedulian secara berkelanjutan
terhadap lingkungan hidup, penghormatan terhadap Hak Asasi Manusia,
kewajiban untuk menyediakan tempat yang nyaman dan hubungan
kerja yang baik dengan karyawan, mengutamakan terjaganya kesehatan
dan keselamatan kerja, dan ikut serta mengembangkan ekonomi dan
303
304
is also overlaid with the fact that currently PLN has been developing
power plants, transmission and distribution systems that are directly
connected to the public interest.
CSR Policy
ENVIRONMENTAL RESPONSIBILITY
Kebijakan Lingkungan
Environment Policy
305
306
Environmental Certification
Pada tahun 2012, PLN, melalui unit-unit bisnis dan entitas anak,
mendapatkan 19 sertifikasi bidang lingkungan hidup.
Selain dari sisi imbal jasa yang sepadan dengan kinerja pegawai,
PLN menjaga kesehatan dan keselamatan kerja pegawai dengan
menerapkan serangkaian program kesehatan dan keselamatan kerja
yang mampu menjamin peningkatan produktivitas pekerja karena
terjaganya kondisi lingkungan kerja yang sehat dan aman.
307
308
KETENAGAKERJAAN
WORKFORCE
Kebijakan
Policy
Kegiatan
Activities
Kebijakan
Policy
2. Menaati peraturan perundang-undangan dan ketentuanketentuan lain dengan mengontrol resiko keselamatan dan
kesehatan kerja karyawan, serta mengendalikan aspek dan
dampak penting lingkungan setiap kegiatan, proses dan produk
dari berbagai unit kerja dan anak perusahaan.
3. Mendokumentasikan,
mengimplementasikan,
memelihara
dan mengkaji ulang secara periodik Kebijakan Lingkungan,
Keselamatan dan Kesehatan Kerja ini sehingga senantisasa
relevan, sesuai dan menjadi pedoman dasar bagi manajemen
lingkungan, keselamatan dan kesehatan kerja yang diterapkan
secara spesifik disetiap unit kerja dan anak perusahaan.
4. Menjadikan kebijakan ini sebagai landasan untuk penetapan
dan evaluasi pencapaian tujuan dan sasaran manajemen
lingkungan, keselamatan dan kesehatan kerja.
5. Mendorong setiap unit kerja dan anak perusahaan terus menerus
melakukan perbaikan kinerja sistem manajemen lingkungan,
keselamatan dan kesehatan kerja.
6. Menyediakan dan memfasilitasi sumber daya yang dibutuhkan
untuk mengimplementasikan dan memelihara kebijakan LK3,
sehingga setiap unit kerja, anak perusahaan, dan mitra kerja dapat
menerapkan kebijakan ini secara bertahap dengan memperhatikan
kemampuan perusahaan dan kondisi lingkungan setempat.
7. Menjadikan pengelolaan lingkungan hidup dan perlindungan
keselamatan dan kesehatan kerja sebagai sikap dan perilaku
setiap lini manajemen dan individu karyawan perusahaan.
Sertifikasi K3
K3 Certification
309
310
In addition, the Company hopes that the public will develop a sense
of ownership towards PLN, thus participating in safeguarding and
caring for PLN installations.
Kebijakan
Policy
KEGIATAN
ACTIVITIES
Pengembangan Masyarakat
Community Development
Program Kemitraan
Partnership Programs
311
312
As of end 2011, PLN worked with 35,672 foster partners, and the
additional partners by the third quarter of 2012 were 8,200 partners.
Thus the accumulation up to the end of 2012 of PLNs foster partners
totals 43,872 partners.
Rupiah
8.093
45.990.693.750
107
6.796.149.303
8.200
52.786.843.053
Referring to SOE Minister Regulation No. 100 No. 100 of 2012, PKBL
performance based on the 2012 prognosis is as follows:
Realisasi Tahun 2012 2012 Realization
Nilai Value
Skor Score
Kolektibilitas Collectibility
40,40%
91,65%
1. Natural disasters;
Natural disaster aid for landslide in Bali.
Natural disaster aid for flash flood in Maluku
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314
3. Bantuan Kesehatan
Bantuan kesehatan untuk lansia di Surabaya.
Pemeriksaan gratis di Bali.
Perbaikan gizi balita, ibu hamil, lansia di Sumatera Selatan
dan Bengkulu Pelaksanaan operasi mata katarak di Riau, Jawa
Barat dan Aceh.
Kegiatan Posyandu di sekitar SUTET.
Kegiatan pengobatan gratis dan donor darah di Lampung.
Bantuan pembangunan rumah sakit untuk masyarakat miskin
di Bogor.
Sumbangan 16.000 kantung darah ke PMI.
2012
Rupiah
4.042.918.850
7.406.239.864
939.148.000
5.791.042.752
15.200.716.885
790.910.000
5.951.373.933
34.493.907.000
74.616.257.284
Funds for the SOEs Care Program in 2012 were utilized for:
1. Bazaar in Maluku and North Maluku Rp4,444,740,933
2. Bazaar in West Java Rp551.993.000
3. Bazaar in Jakarta Rp860.140.000
4. Reforestation through planting mangroves in Morotai Rp94,500,000.
315
316
Program Partisipasi
Pemberdayaan Lingkungan
Environmental Empowerment
Participation Program
1. Community Relations
yaitu kegiatan yang menyangkut pengembangan kesepahaman
melalui komunikasi dan informasi kepada para pihak yang
terkait. Beberapa kegiatan yang dilakukan PLN antara lain:
sosialisasi menanam pohon dengan mempublikasikan kepada
pengguna jalan raya di Jakarta dan Bandung, Pembuatan buku
mengenai teknologi pembuatan listrik, membantu penelitian
untuk manfaat kemajuan ilmu bagi masyarakat banyak kepada
UGM, UI dan ITB
1. Community Relations
activities are those pertaining to developing understanding
through communication with related parties. PLN conducted
several of these programs, including: socialization of planting
trees by publishing to highway users in Jakarta and Bandung,
publishing book on electrical power generation technology,
assisting research for science enhancement for the general public
with UGM, UI and ITB.
2. Community Services
yaitu program bantuan yang diberikan berkaitan dengan
pelayanan masyarakat atau kepentingan umum. Kegiatan yang
dilakukan selama tahun 2012, antara lain memberikan :
Bantuan bencana alam
Kegiatan bimbingan belajar untuk pemuda/pemudi Papua.
yang dipersiapkan agar dapat masuk dalam seleksi UMPTN
(Universitas Negeri).
Pasar murah BUMN kerjasama dengan Pegadaian, untuk
Kelurahan Manggarai, Jakarta Selatan.
Bantuan Perlengkapan Audio Visual dan perlengkapan Cinema
Universitas Indonesia.
Bantuan laboratorium Universitas Sumatera Utara.
Bantuan 150 sumur gali di Kabupaten Grobogan dan
Kabupaten Blora, Jawa Tengah.
2. Community Services
are those aid programs related to public interest services to
the community. Activities conducted during 2012 included the
provision of:
Natural disaster aid.
Aid for education of Papuan youth for preparation of public
university entrance selection.
3. Community Empowering
merupakan program-program yang memberikan akses yang
lebih luas kepada masyarakat untuk menunjang kemandiriannya.
Kegiatan yang dilakukan antara lain:
Bantuan kepada Lazis untuk Beasiswa Santri PETIK (Pesantren
Teknologi Informatika).
Bantuan Sahabat PLN Goes to School dalam pembuatan
sepeda listrik dan video publikasi program di Provinsi
DKI Jakarta.
Bantuan Upgrading Kompetensi 1000 guru-guru SMK Negeri
di seluruh Indonesia.
Bantuan untuk kaum Disable di Makasar Sulawesi Selatan.
Pemberdayaan lapas Sukamiskin di Jawa Barat.
3. Community Empowerment
are programs that provide greater access to the public to develop
independence.
Activities included:
Aid to Lazis for scholarship of Islamic Boarding School of
Informatics Technology (PETIK).
Aid of Sahabat PLN Goes to School program in assembling
electric bicycle and publication video of program in
Jakarta Province.
Assistance of Competency Upgrading of 1,000 public
vocational school teachers across Indonesia.
Aid for the disabled people in Makassar West Sulawesi.
Empowerment of Sukamiskin Penitentiary in West Java.
4. Pelestarian Alam
Penanaman dan kegiatan pemeliharaan pohon yang selama ini
rutin dilakukan untuk membantu lingkungan dalam pemulihan
dampak aktivitas manusia. Pada tahun 2012 PLN telah menanam
pohon sebanyak 250.000 pohon.
4. Nature Conservation
Routine ongoing tree planting and maintenance has been
conducted to assist in recovery from the environmental impact of
human activities. During 2012 PLN planted 250,000 trees.
Community services
8.191.720.725
Community empowering
7.540.855.500
108.400.000
16.763.024.225
317
318
Responsibility to Consumer
Kebijakan
Policy
Program
Program
319
INFORMASI PERSEROAN
MATION
CORPORATE INFOR
320
321
Menjabat sebagai Komisaris Utama sejak Desember 2009. Beliau juga pernah menduduki posisi Ketua Koordinasi
Harian untuk Tim Program Percepatan (sesuai peraturan presiden no.72/2006 mengatur proyek-proyek Kelistrikan
10.000 MW) sejak 2006. Beliau pernah menjabat sebagai Direktur Jenderal Listrik dan Pemanfaatan Energi (20032006), Staf Ahli Kementerian Departemen Energi dan Sumber Daya Mineral (1999-2003), Kepala Biro Perencanaan
di Departemen Energi dan Sumber Daya Mineral (1998-1999), Direktur Bina Program Tenaga Listrik di Departemen
Energi dan Sumber Daya Mineral (1995-1998), Kepala Sub-Direktorat Program Tenaga Listrik (1993-1995), Kepala
Seksi Program Formulasi Kelistrikan (1992-1993), dan Staf Direktorat Pengembangan Energi (1988-1992).
Beliau meraih gelar Sarjana bidang Teknik Elektro dari Institut Teknologi Bandung di tahun 1980; kemudian gelar
Pasca Sarjana, Master of Science bidang Ekonomi dan Kebijakan Energi dari University of Wisconsin, Madison,
Amerika Serikat (1984) dan Ph.D bidang Ekonomi dan Kebijakan Energi dari University of Wisconsin.
Yogo Pratomo has served as President Commissioner since 2009. He has also served as Daily Coordination Chairman
for the Acceleration Program Team (in accordance with Presidential Regulation No. 72/2006 regulating 10,000 MW
Electricity projects) since 2006. He served as Director General of Electricity and Energy use (2003-2006), Expert Staff
at the Ministry of Energy and Mineral Resources (1999-2003), Head of Planning Bureau of the Ministry of Energy
and Mineral Resources (1998-1999), Director of Electricity Program Management at the Ministry of Energy and
Mineral Resources (1995-1998), Head of the Electrical power Sub-Directorate (1993-1995), Section Head of Electricity
Formulation Programs (1992-1993) and staff member at the Directorate for Energy Development (1988-1992).
He holds a Bachelors degree in Electrical Engineering from Bandung Institute of Technology (1980); he was then
awarded a Master of Science degree in Economics and Energy Policies from University of Wisconsin, Madison, USA
(1984) and a PhD in Economics and Energy Policies from University of Wisconsin, Madison, USA (1988).
322
Komisaris
Commissioner
Komisaris
Commissioner
Beliau meraih gelar Sarjana bidang Teknik Sipil dari Institut Teknologi
Bandung di tahun 1976, dilanjutkan dengan gelar Master bidang
Perencanaan Kota dari University of California, Berkeley pada 1991.
323
Komisaris
Commissioner
Komisaris
Commissioner
Menjabat sebagai Komisaris Independen mulai 3 Oktober 2012. Saat ini juga
menjabat sebagai Staf Ahli Menteri Keuangan Bidang Makro Ekonomi dan
Keuangan International (2012-sekarang), Sekretaris Badan Kebijakan Fiskal
Kementerian Keuangan (2012), setelah sebelumnya menjabat sebagai Kepala
Pusat Kebijakan Regional dan Bilateral Badan Kebijakan Fiskal Kementerian
Keuangan (2011-2012). Pernah menjabat sebagai Kepala Pusat Kebijakan
Kerja Sama Internasional Badan Kebijakan Fiskal Kementerian Keuangan
(2009-2011), Kepala Pusat Penelitian dan Pengembangan, Kementerian
Perdagangan(2006-2009), Kepala Bidang Analisa Sektor Riil Pusat Analisa
Ekonomi Makro Badan Analisa Fiskal (2001-2005) dan Asisten Peneliti dan
Pengajar pada Graduate School of International Development, Nagoya
University, Nagoya, Japan (1997-1999).
324
Komisaris Independen
Independent Commissioner
Komisaris Independen
Independent Commissioner
Beliau meraih gelar Sarjana dari IPB (Institut Pertanian Bogor) pada
1987, dan juga gelar Master dari Institut Pengembangan Pendidikan
Dan Agribisnis (1993).
325
Profil Direksi
Ditetapkan sebagai Direktur Utama sejak November 2011. Mantan Direktur Energi Primer dari Desember 2009
sampai Oktober 2011 ini memulai karirnya di PLN sejak 1985. Jabatan yang pernah diembannya adalah General
Manager PLN P3B Jawa-Bali pada april 2008-2009, Manajer Sistem operasi pembangkit Jawa-Bali (2005-2008), Ketua
Tim pengembangan Sistem Kompetensi SDM PLN (2004-2005), Manajer Transmisi untuk area Sulawesi Selatan
(2001-2002), dan Enjinir Sistem Operasi Pembangkit (1985-2001).
Beliau meraih gelar Sarjana Teknik Elektro dari Institut Teknologi Bandung (1985), kemudian melanjutkan
pendidikan pascasarjana di Fakultas Teknik University of New South Wales, Australia pada 1995, dan meraih gelar
Master of Public Management dari National University of Singapore pada 2003.
Since November 2011Nur Pamudji was inaugurated President Director in November 2011. The Former Director of
Primary Energy from December 2009 to October 2011 started his career in PLN in 1985. He has served as General
Manager of PLN P3B Java-Bali from April 2008 to 2009, Manager of Java-Bali Plant Operations System (2005-2008),
Head of PLN HR Competency System Development team (2004-2005), Transmission Manager for South Sulawesi
(2001- 2002), and Plant Operations System Engineer (1985-2001).
He holds a Bachelors Degree in Electrical Engineering from Bandung Institute of Technology (1985), he continued
his post- graduate education at the Faculty of Engineering, University of New South Wales, Australia, 1995, and was
awarded a Masters degree in Public Management from the National University of Singapore in 2003.
326
327
Direktur Konstruksi
Director of Construction
Beliau meraih gelar Sarjana Teknik Sipil dari Universitas Sumatera Utara
pada 1979 dan gelar Master Bisnis Administrasi dari Erasmus University &
Center for Global Leadership pada 2007.
328
Beliau meraih gelar Sarjana Teknik Elektro dari Universitas Indonesia pada
tahun 1981 dan Gelar MBA Bidang Keuangan perusahaan dari Universitas
Oregon pada tahun 2003.
329
Direktur Keuangan
Director of Finance
330
Sekretaris Perusahaan
dan Sekretaris Dewan Komisaris
ADI SUPRIONO
Agus pranoto
Sekretaris Perusahaan
Corporate Secretary
Meraih gelar Sarjana Teknik Elektro dari ITB tahun 1984, Master di bidang
Manajemen Bisnis di Universitas Hasanuddin Makasar tahun 2000 dan
Master di bidang Administrasi Bisnis di University of Missouri St Louis,
USA tahun 2006.
Meraih gelar Sarjana Teknik Tenaga Listrik dari ITB, Bandung, 1985
serta Magister Manajemen Universitas Airlangga bidang Keuangan,
tahun 2007.
331
332
SANTOSO GITOSUSATRO
Elok Tresnaningsih
Lilik safrudin
Sebagai Anggota Komite Audit PT PLN (Persero) sejak 1 Juli 2008 sampai
saat ini. Sebelumnya karyawan PT PLN (Persero) sejak tahun 1975 dan
telah menjalani berbagai posisi Manajemen, diantaranya tahun 1976
1986 sebagai kepala Cabang PLN. Sejak tahun 1993 hingga pensiun
pada tahun 2005 menduduki posisi sebagai Ahli Pemeriksa pada Satuan
Pengawas Intern PT PLN (Persero). Tahun 20072008 sebagai Counsellor
pada Kantor Hukum Amanah.
Menyandang gelar
Teknologi Bandung.
Member of the PLN Audit Committee since 1 August 2006. Also lectures
in accountancy at the Faculty of Economics, University of Indonesia (FEUI)
and is FEUI Ventura Manager. Previously served as Deputy Head of the
Accounting Development Center, FEUI and from 1983-1998 worked as
consultant and auditor at a Public Accountants Office.
Sarjana Tehnik
Elektro
dari
Institut
333
iRYANTO HUTAGAOL
Menjabat sebagai Kepala Satuan Pengawasan Intern sejak tahun 2012. Memiliki pengalaman profesional sampai 24 tahun diberbagai
perusahaan skala global dan jabatan ditingkat manajemen. Sebelumnya menjabat sebagai Direktur Human Capital, Legal & General
Administration dari PT Samudera Indonesia, Tbk (2010-2011), setelah sebelumnya menjabat sebagai Senior Vice President Audit
Executive PT Bank Internasional Indonesia, Tbk (2004-2010) Direktur Risk Management Group PricewaterhouseCoopers Indonesia
(2001-2004).
Sarjana Akuntansi dari Universitas Diponegoro pada tahun 1987. Diploma Institute of Banking & Trade Finance Services, Singapore,
tahun 1990 Executive Development Program, Corp Financial Management & Strategy, University of California Berkeley USA, Haas Scool of
Business, 1991. Executive Development Program (Accelerated Development Program / ADP), 1992 Diploma in Business and Economics,
The Economic Institute, University of Colorady Boulder, USA, 1993) Master of Business Administration (MBA) in Strategic Management,
The Claremont Graduate University, The Peter F. Drucker & M Ito Business School, USA, 1994-1996).
Serves as Head of Internal Supervisory Unit since 2012. Has 24 years of professional experience in various global-scaled companies, and
for management level positions. He previously served as Director of Human Capital, Legal & General Administration of PT. Samudera
Indonesia, Tbk (2010-2011), having previously served as Senior Vice President Audit Executive for PT Bank Internasional Indonesia, Tbk
(2004-2010) and Director of Risk Management Group for PricewaterhouseCoopers Indonesia (2001-2004).
Holds Bachelors degree in Accountancy from Diponegoro University (1987); Diploma from Institute of Banking & Trade Finance Services,
Singapore (1990); Executive Development Program, Financial Management & Strategy Corp, USA University of California Berkeley; Haas
School of Business (1991); Executive Development Program (Accelerated Development Program/ADP) (1992); Diploma in Business
and Economics from the Economics Institute, University of Colorado Boulder, USA (1993); Master of Business Administration (MBA) in
Strategic Management, The Claremont Graduate University, The Peter F Drucker & M Ito Business School, USA (1994-1996).
334
Alamat Address
Telepon Telephone
(031) 8283183
(021) 525 0695
PT PLN Batam
Jl. Engku Putri No. 3, Batam Center, (0778) 463 150, 463 151, 52, 53
Batam 29432
PT PLN Enjiniring
PLN E
Jl. KS Tubun I No. 2, Lt. 2, Jakarta (021) 560 8918, 560 8432, 9044
11420
PT PLN Tarakan
( 0551) 34158
(0551) 21928
(021) 724 3783
PT PLN Batubara
Gedung 1 Lantai 8
(021) 7206837
PT PLN Geothermal
PT Bahtera Adhiguna
PT Haleyora Power
(021) 29401681
No
Alamat Address
Telepon Telephone
0651-22188
061-6615155;
6615456
0751-3344; 33447
0761-855480
0721-774868
0711-358355
0717-439300
0561-722037
542-871840
10
0511-4772520;
4772633; 4772564
11
0380-8554005
335
No
Alamat Address
Telepon Telephone
12
0911-311810;
345744
13
0370-643123;
634348
14
0967-533891;
533981; 532-121
15
PT PLN (Persero) Wilayah Sulawesi Selatan, Tenggara dan Barat Jl. LetJen. Hertasning Blok B
PT PLN (Persero) Region of South, Southeast and West Sulawesi Panakukang - Makassar-90222
0411-444488
16
PT PLN (Persero) Wilayah Sulawesi Utara, Tengah dan Gorontalo Jl. Betesda No. 32
PT PLN (Persero) Region of North & Central Sulawesi, and
Manado - 95116
Gorontalo
0431-863644
DISTRIBUSI DISTRIBUTION
17
021-345-4000;
3455000
18
022-423-0747
19
024-841-1991
20
031-534-0651;
5340657
21
0361-221-960;
221963
061-414451;
4144152; 4149406
23
024-831-0060
24
0711-719103;
719104
25
0542-871559
26
PT PLN (Persero) UIP Pembangkit & Jaringan Nusa Tenggara Jl. Pendidikan No. 56 Mataram, NTB - 83125
0370-621734
27
0411-444339
336
28
061-786-9025
29
0711-374955
30
021-726-5850
31
0291-772121;
772122; 772123
32
0274-582-912;
582922
No
Alamat Address
Telepon Telephone
061-6639885
34
0711-721228
35
0411-853711
36
022-732-0595
37
031-8291377
PENYALURAN DAN PUSAT PENGATUR BEBAN (P3B) TRANSMISSION AND LOAD DISPATCHING CENTER
38
PT PLN (Persero) Penyaluran dan Pusat Pengatur Beban Jawa Bali Jl Krukut Limo, Cinere - Depok -16514
PT PLN (Persero) Transmission and Load Dispatching
Kotak Pos 159 Cinere
Center for Java Bali Area
021-754-3566;
7542646
39
PT PLN (Persero) Penyaluran dan Pusat Pengatur Beban Sumatera Jl S. Parman No. 221 Padang- Sumatera Barat- 2515
PT PLN (Persero) Transmission and Load Dispatching
Center for Sumatera Area
0751-7054688
JASA SERVICES
40
021-7811292;
7811293; 7800832
41
021-5640141;
5638642; 5638644
42
PT PLN (Persero) Pemeliharaan Ketenaga Listrikan (JasProd) Jl. Raya Dayeuh Kolot Km.09
PT PLN (Persero) Electricity Maintenance
Bandung - 40257
022-5202929;
5223860; 5230679
43
021-7973774;
7980190; 7989982
44
024-8310060;
45
021-7900034
UNIT INDUK PEMBANGUNAN TEGANGAN EKSTRA TINGGI INTERKONEKSI EXTRA HIGH VOLTAGE TRANSMISSION DEVELOPMENT UNIT
46
021-726-5158
Keterangan: Daftar unit bisnis tersebut berlaku sampai dengan tanggal 31 Desember 2012
Notes: The list of unit business is valid up to December 31, 2012
337
Kriteria Criteria
Penjelasan Description
Halaman Page
I. Umum General
1. Laporan tahunan disajikan dalam bahasa Indonesia
yang baik dan benar dan dianjurkan menyajikan juga
dalam bahasa Inggris.
Written in good and correct Indonesian, and it is
recommended to present the report in English as well
338
16
16
Kriteria Criteria
Penjelasan Description
Halaman Page
Informasi memuat:
1. Jumlah obligasi/sukuk/obligasi konversi yang beredar
(outstanding)
2. Tingkat bunga/imbalan
3. Tanggal jatuh tempo
4. Peringkat obligasi/sukuk
Information describes:
1. Total outstanding bonds/sukuk/convertible bonds
2. Coupon rate
3. Maturity date
4. Bond/sukuk rating
16
20
III. Laporan Dewan Komisaris dan Direksi Board of Commissioners and Directors Report
1. Laporan Dewan Komisaris
Board of Commissioners Report
36
38-39
40-41
339
Kriteria Criteria
2. Laporan Direksi
Board of Directors Report
Penjelasan Description
Memuat hal-hal sebagai berikut:
1. Analisis atas kinerja perusahaan, yang mencakup antara
lain kebijakan strategis, perbandingan antara hasil yang
dicapai dengan yang ditargetkan, dan kendala-kendala yang
dihadapi perusahaan
2. Gambaran tentang prospek usaha
3. Penerapan tata kelola perusahaan
4. Perubahan komposisi anggota Direksi dan alasan
perubahannya (jika ada)
Contains the following information:
1. Analysis of company performance: strategic policy,
comparison of result and target, problems facing the
company
2. Business prospects
3. Good corporate governance practice
4. Changes in Board of Directors composition (if any)
Memuat hal-hal sebagai berikut:
1. Tanda tangan dituangkan pada lembaran tersendiri
2. Pernyataan bahwa Direksi dan Dewan Komisaris
bertanggung jawab penuh atas kebenaran isi laporan
tahunan
3. Ditandatangani seluruh anggota Dewan Komisaris dan
anggota Direksi dengan menyebutkan nama dan jabatannya
4. Penjelasan tertulis dalam surat tersendiri dari yang
bersangkutan dalam hal terdapat anggota Dewan Komisaris
atau Direksi yang tidak menandatangani laporan tahunan,
atau:
penjelasan tertulis dalam surat tersendiri dari anggota yang
lain dalam hal tidak terdapat penjelasan tertulis dari yang
bersangkutan
Provides the following information:
1. Signatures are printed on a separate sheet
2. Statement of Board of Commissioners and Board of Directors
that they are fully responsible for the validity of annual
report
3. Signatures, names and positions of all members of Board of
Commissioners and Board of Directors
4. Separate written statement of any member of Board of
Commissioners or Board of Directors not signing the report,
or separate written statement of other members in case
there is no explanation from the member who does not sign
the report.
Halaman Page
44-48
50-51
49
Tidak ada
356-357
340
Informasi memuat antara lain nama dan alamat, kode pos, no.
Telp, no. Fax, email, dan website
Information includes name, address, postal code,
telephone and/or fax number (s), e-mail and website
3. Bidang usaha
Line of business
54
55-57
58-59
Kriteria Criteria
Penjelasan Description
Halaman Page
4. Struktur organisasi
Organization structure
Mencakup:
1. visi perusahaan;
2. misi perusahaan; dan
3. keterangan bahwa visi dan misi tersebut telah disetujui oleh
Direksi/Dewan Komisaris
Elaborates on:
1. Corporate vision and mission
2. Statement that corporate vision and mission are
approved by Board of Directors/Board of Commissioners
66
60-61
242
322-325
256
326-330
105
105
110, 111
111
341
Kriteria Criteria
9. Komposisi pemegang saham
Shareholding composition
Penjelasan Description
Mencakup antara lain:
1. Nama pemegang saham yang memiliki 5% atau lebih saham
2. Nama direktur dan komisaris yang memiliki saham
3. Kelompok pemegang saham masyarakat dengan
kepemilikan saham masing-masing kurang dari 5%, dan
persentase kepemilikannya
Information includes amongother things:
1. Name of shareholders owning 5% or more ownership
2. Directors and Commissioners owning shares
3. Public shareholders each owning less than 5% and the
percentage of their ownership
342
Halaman Page
62
Perusahaan Non Tbk
Non Listed Company
Perusahaan Non Tbk
Non Listed Company
62
62
62
62
63
147-148
148
148-149
148
20
Kriteria Criteria
Penjelasan Description
Halaman Page
67--68
31
335-337
V. Analisa dan Pembahasan Manajamen atas Kinerja Perusahaan Management Discussion And Analysis
1. Tinjauan operasi per segmen usaha
Review of business operations per business segment
156-212
(Segmen listrik)
213 (Segmen
lain)
182-189
189-194
194-195
197
201-202
343
Kriteria Criteria
344
Penjelasan Description
Penjelasan tentang:
1. Kemampuan membayar hutang, baik jangka pendek
maupun jangka panjang
2. Tingkat kolektibilitas piutang
Explanation on:
1. Ratio solvability
2. Account receivable collectability ratio
Penjelasan atas:
1. Struktur modal (capital structure), dan
2. Kebijakan manajemen atas struktur modal (capital structure
policies)
Explanation on:
1. Capital structure
2. Capital structure policies
Penjelasan tentang:
1. Tujuan dari ikatan tersebut
2. Sumber dana yang diharapkan untuk memenuhi ikatanikatan tersebut
3. Mata uang yang menjadi denominasi
4. Langkah-langkah yang direncanakan perusahaan untuk
melindungi risiko dari posisi mata uang asing yang terkait
Catatan: apabila perusahaan tidak mempunyai ikatan terkait
investasi barang modal, agar
diungkapkan
Description of:
1. Purpose of commitment
2. Funding sources to honor commitment
3. Currency
4. Action plans to hedge foreigncurrency risks
Note: if company has no commitment in capital expenditure, it
should be stated
Penjelasan mengenai:
1. Besaran peningkatan/penurunan penjualan atau
pendapatan bersih
2. Faktor penyebab peningkatan/penurunan material dari
penjualan atau pendapatan bersih yang dikaitkan dengan
jumlah barang atau jasa yang dijual, dan/atau adanya produk
atau jasa baru
Explanation on:
1. Amount of increase/decrease of net sales/income
2. Causes of material increase/decrease of net sales/income
related to total goods/services sold
Halaman Page
202-203
203
195
195
146
146-147
146-147
Tidak Ada
197
157-158, 160
204
204
Kriteria Criteria
Penjelasan Description
Halaman Page
210-211
155-156
157-159
126-140
Tidak ada
restrukturisasi utang
145-151
179
345
Kriteria Criteria
14. Informasi transaksi material yang mengandung
benturan kepentingan dan/atau transaksi dengan
pihak afiliasi.
Information on material transaction involving conflict
of interest and/or transaction with affiliated parties
Penjelasan Description
Memuat uraian mengenai:
1. Nama pihak yang bertransaksi dan sifat hubungan afiliasi;
2. Penjelasan mengenai kewajaran transaksi;
3. Alasan dilakukannya transaksi;
4. Realisasi transaksi pada periode berjalan;
5. Kebijakan perusahaan terkait dengan mekanisme review atas
transaksi; dan
6. Pemenuhan peraturan dan ketentuan terkait.
Catatan: apabila tidak mempunyai transaksi dimaksud, agar
diungkapkan
Description of the following:
1. name of party making transaction and nature of affiliation
2. Explanation on transaction fairness
3. Reason for making transaction
4. Realized transaction in current period
5. Company policy in relation to mechanism of transaction
review
6. Compliance with related rules and regulations
Note: if there is no such transaction, state so
15. Uraian mengenai perubahan peraturan perundangundangan yang berpengaruh signifikan terhadap
perusahaan
Description of changes in laws and
regulations significantly affecting the company
Uraian memuat antara lain: perubahan peraturan perundangundangan dan dampaknya terhadap perusahaan
Catatan: apabila tidak terdapat perubahan peraturan
perundang-undangan yang berpengaruh signifikan, agar
diungkapkan
Describe changes in government policy and the effects on
the company
Note: if there are no significant changes in laws and
regulations, state so
Halaman Page
209
210
210
470-472
209
209
211
204-206
346
236-238
244-245
245-246
243
246
239
Kriteria Criteria
2. Uraian Direksi
Description of Board of Directors
Penjelasan Description
Halaman Page
248-249
252
252
259
250-251
243-244
(Komisaris)
256-257 (Direksi)
243 (Komisaris)
256 (Direksi)
254-255
255-256
257-258
62
347
Kriteria Criteria
6. Pengungkapan hubungan afiliasi antara anggota
Direksi, Dewan Komisaris, dan Pemegang Saham
Utama dan/atau Pengendali
Disclosure of affiliate relation between Board of
Commissioners, Directors, and principal shareholders
and/or controlling shareholders
7. Komite Audit
Audit Committee
348
Penjelasan Description
Halaman Page
254
264, 333
333
263-264
262-263
265-266
265
261, 332
260-261
260
262
261-262
Kriteria Criteria
9. Komite-komite lain di bawah Dewan Komisaris yang
dimiliki oleh perusahaan
Other Committees under Board of Commissioners
Penjelasan Description
Halaman Page
Tidak ada
Komite lain
331
268-271
331
288-289
289
288
289-290
287
291
292
290
291
349
Kriteria Criteria
13. Uraian mengenai manajemen risiko perusahaan
Description of companys risk management
350
Penjelasan Description
Mencakup antara lain:
1. Penjelasan mengenai sistem manajemen risiko
2. Penjelasan mengenai evaluasi yang dilakukan atas efektivitas
sistem manajemen risiko
3. Penjelasan mengenai risiko-risiko yang dihadapi perusahaan
4. Upaya untuk mengelola risiko tersebut
Description includes:
1. Risk management system
2. Evaluation of effectiveness of risk management system
3. Risks facing the company
4. Efforts to manage such risks
Mencakup antara lain:
1. Penjelasan singkat mengenai sistem pengendalian intern,
antara lain mencakup pengendalian keuangan dan
operasional
2. Penjelasan kesesuaian sistem pengendalian intern dengan
kerangka yang diakui secara internasional/COSO (control
environment, risk assessment, control activities, information
and communication, and monitoring activities)
3. Penjelasan mengenai evaluasi yang dilakukan atas efektivitas
sistem pengendalian intern
Information includes:
1. Brief report on internal control system, including financial
and operational control
2. Explanation on internal control system suitability with
internationally acknowledged frameworks/COSO (control
environment, risk assessment, control activities, information
and communication, and monitoring activities)
3. Evaluation of effectiveness of internal control system
Mencakup antara lain informasi tentang:
1. Kebijakan,
2. Kegiatan yang dilakukan, dan
3. Dampak keuangan dari kegiatan terkait program lingkungan
hidup yang berhubungan dengan kegiatan operasional
perusahaan, seperti penggunaan material dan energi yang
ramah lingkungan dan dapat didaur ulang, sistem pengolahan
limbah perusahaan, dan lain-lain
4. Sertifikasi di bidang lingkungan yang dimiliki
Description includes information on:
1. Policy
2. Activities
3. Financial effect of environmental program activities, such as
usage of recyclable material and ecofriendly energy, waste
treatment system, etc.
4. Environmental certification owned by the Company
Mencakup antara lain informasi tentang:
1. Kebijakan,
2. Kegiatan yang dilakukan, dan
3. Dampak keuangan dari kegiatan terkait praktik
ketenagakerjaan, kesehatan, dan keselamatan kerja,
seperti kesetaraan gender dan kesempatan kerja, sarana
dan keselamatan kerja, tingkat turnover karyawan, tingkat
kecelakaan kerja, dan lain-lain
Information includes:
1. Policy
2. Activities
3. Financial effect of these activities in relation to employment,
work safety and health, gender equality and equal
opportunity, working facilities, employee turnover, workrelated accident rate, training, etc.
Halaman Page
277
281
281-282
282-287
291
292
292
304
306, 365
306
306
307
307, 100-116
116 (turn-over)
307
308-309 (K3)
Kriteria Criteria
Penjelasan Description
Halaman Page
302-304, 309
303-305
309-312
312-317
318
318-320
308-310 (K3)
223
46-47
296-299
299
299
69
351
Kriteria Criteria
21. Bahasan mengenai kode etik
Discussion of code of conduct
Penjelasan Description
Memuat uraian antara lain:
1. Isi kode etik
2. Pengungkapan bahwa kode etik berlaku bagi seluruh level
organisasi
3. Upaya dalam penerapan dan penegakannya
4. Pernyataan mengenai budaya perusahaan (corporate culture)
yang dimiliki perusahaan
Discussion includes:
1. Content of code of conduct
2. Statement that code of conduct is applicable to
all organization levels
3. Efforts to implement and enforce code of conduct
4. Statement of corporate culture
Memuat uraian tentang mekanisme whistleblowing system
antara lain:
1. Penyampaian laporan pelanggaran
2. Perlindungan bagi whistleblower
3. Penanganan pengaduan
4. Pihak yang mengelola pengaduan
5. Hasil dari penanganan pengaduan
Elaboration on whistle-blowing mechanism:
1. Method of reporting
2. Protection of whistle-blower
3. Handling of reports
4. Party that handles reports
5. Output of reports handled
Halaman Page
272-275
275
275
276
293
294
294
294
294
352
361
362-363
Deskripsi memuat tentang:
1. Nama & tanda tangan
2. Tanggal Laporan Audit
3. Nomor ijin KAP dan nomor ijin Akuntan Publik
Description contains:
1. Name and signature
2. Date of audited report
3. License number of Public Accountant office and
license number of Public Accountant
363
363
363
Kriteria Criteria
4. Laporan keuangan yang lengkap
Full financial statement
Penjelasan Description
Halaman Page
5. Pengungkapan dalam catatan atas laporan keuangan Ada atau tidak ada pengungkapan sesuai dengan PSAK
ketika entitas menerapkan suatu kebijakan akuntansi State whether or not there is disclosure according to SFAS
secara retrospektif atau membuat penyajian kembali
pos-pos laporan keuangan, atau ketika entitas
mereklasifikasi pos-pos dalam laporan keuangannya
Disclosure in notes to financial statement when
the company implements accounting policy
retrospectively or restates financial statement
accounts, or reclassifies financial statement accounts
6. Perbandingan tingkat profitabilitas
Comparison of profitability ratio
364-365
366
367
368
369-513
499-501
374-375
499-501
16, 366
368
368
368
469
353
Kriteria Criteria
Penjelasan Description
Meliputi sekurang-kurangnya:
1. Pernyataan kepatuhan terhadap SAK
2. Dasar pengukuran dan penyusunan laporan keuangan
3. Pengakuan pendapatan dan beban
4. Aset tetap
5. Instrumen keuangan
Description contains at least:
1. Statement of compliance with SFAS
2. Basis of financial statement measurement and presentation
3. Recognition of income and expense
4. Fixed assets
5. Financial instruments
354
Halaman Page
372, 375
376-380
391
385-386
380-383
379-380, 470-472
470-471
471
458-459
459
462-463
460-461
Tidak ada
sengketa Pajak
Kriteria Criteria
11. Pengungkapan yang berhubungan dengan aset
tetap
Disclosure of fixed assets
Penjelasan Description
Halaman Page
385-386
396-398
397-398
400-403
464-465
372, 398-393
464-469
373-374,
380-384
380-383, 502
511-513
503-504
505-511
505-511
513
513
355
Surat Pernyataan Anggota Dewan Komisaris dan Direksi tentang Tanggung Jawab
Atas Laporan Tahunan 2012 PT PLN (persero)
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT PLN (Persero) tahun 2012
telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan Perusahaan.
Demikian pernyataan ini dibuat dengan sebenarnya.
Dewan Komisaris
Board of Commissioners
Yogo Pratomo
Komisaris Utama
President Commissioner
Syahrial Loetan
Jarman
Komisaris Commissioner
Komisaris Commissioner
Wimpy S. Tjetjep
Andin Hadiyanto
Komisaris Commissioner
Komisaris Commissioner
Abdul Aziz
Adang Firman
Komisaris Independen
Independent Commissioner
Komisaris Independen
Independent Commissioner
356
Direksi
Board of Directors
Nur Pamudji
Direktur Utama
President Director
Vickner Sinaga
Bagiyo Riawan
Murtaqi Syamsuddin
Nasri Sebayang
Eddy D. Erningpraja
Direktur Konstruksi
Director of Construction
Direktur Keuangan
Director of Finance
357
an
g
n
a
u
e
K
n
a
r
o
p
a
L
Konsolidasian
Financial
Consolidated n
Stateme ts
358
359
LAPORAN KEUANGAN KONSOLIDASIAN - Pada tanggal 31 Desember 2012 dan 2011, dan
1 Januari 2011/31 Desember 2010 dan untuk tahun-tahun yang berakhir 31 Desember
2012 dan 2011/
CONSOLIDATED FINANCIAL STATEMENTS As of December 31, 2012 and 2011, and
January 1, 2011/December 31, 2010 and for the years ended December 31, 2012 and 2011
Laporan Posisi Keuangan Konsolidasian/Consolidated Statements of Financial Position
Laporan Laba Rugi Komprehensif
Comprehensive Income
360
Konsolidasian/Consolidated
Statements
3
of
361
362
363
Catatan/
Notes
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011 *)
1 Januari/
January 1,
2011/
31 Desember/
December 31,
2010 *)
ASET
ASSETS
NONCURRENT ASSETS
Property, plant and equipment net of accumulated depreciation of
150,988,899 million as of December 31, 2012,
Rp 132,978,177 million as of December 31, 2011
and Rp 117,645,247 million as of January 1, 2011
Construction in progress
Investment properties
Investments in associates and joint ventures
Deferred tax assets
Assets not used in operations
Receivables from related parties
Restricted cash in banks and
time deposits
Other receivables
Other noncurrent assets
6
7
8
9
49
10
11,54
358.024.484
102.810.172
158.280
1.625.439
200.713
1.483.089
22.329
302.489.947
98.057.296
152.796
1.142.850
18.018
1.713.669
212.709
247.561.715
106.839.853
145.020
883.012
11.278
1.299.503
232.250
4.792.736
303.058
2.645.508
3.889.763
355.270
1.497.943
2.407.587
319.567
1.627.358
472.065.808
409.530.261
361.327.143
14
15
22.639.853
378.208
22.088.093
636.264
19.716.798
828.739
16
17,39
18
19
20
21
11,54
3.851.920
20.565.784
849.120
16.738.446
2.562.075
1.026.080
28.470
3.504.823
12.101.668
598.750
15.654.105
2.396.990
1.204.393
67.256
2.875.168
9.358.747
623.506
9.927.314
550.880
826.907
65.227
68.639.956
58.252.342
44.773.286
540.705.764
467.782.603
406.100.429
12
18
13
ASET LANCAR
Kas dan setara kas
Investasi jangka pendek
Piutang usaha - setelah dikurangi sebesar
cadangan kerugian penurunan nilai
Rp 388.227 juta tanggal 31 Desember 2012,
Rp 356.147 juta tanggal 31 Desember 2011 dan
Rp 330.451 juta tanggal 1 Januari 2011
Piutang subsidi listrik
Piutang lain-lain
Persediaan - bersih
Pajak dibayar dimuka
Biaya dibayar dimuka dan uang muka
Piutang pihak berelasi
Jumlah Aset Lancar
JUMLAH ASET
*) Disajikan kembali - Catatan 58
-3-
CURRENT ASSETS
Cash and cash equivalents
Short-term investments
Trade accounts receivable - net of allowance
for impairment lossess of
Rp 388,227 million as of December 31, 2012,
Rp 356,147 million as of December 31, 2011 and
Rp 330,451 million as of January 1, 2011
Receivables on electricity subsidy
Other receivables
Inventories - net
Prepaid taxes
Prepaid expenses and advances
Receivables from related parties
*) As restated - Note 58
364
Catatan/
Notes
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011 *)
1 Januari/
January 1,
2011/
31 Desember/
December 31,
2010 *)
EKUITAS
Ekuitas yang dapat diatribusikan kepada
pemilik entitas induk
Modal saham - nilai nominal Rp 1 juta per saham
Modal dasar - 63.000.000 saham
Modal ditempatkan dan disetor penuh 46.197.380 saham tahun 2012 dan 2011
46.107.154 saham tahun 2010
Tambahan modal disetor
Saldo laba
Ditentukan penggunaannya
Tidak ditentukan penggunaannya
Ekuitas yang dapat diatribusikan kepada
pemilik Entitas Induk
Kepentingan nonpengendali
Jumlah Ekuitas
EQUITY
22
23
46.197.380
44.930.345
46.197.380
40.050.208
46.107.154
37.122.096
17.343.884
42.033.417
13.720.014
45.948.843
8.248.328
50.539.170
150.505.026
94.644
150.599.670
145.916.445
96.391
146.012.836
142.016.748
97.027
142.113.775
24
49
19.228.694
3.304.671
14.587.906
6.384.701
10.126.136
7.284.638
25
26
27
28
29
30
31
52
33
27.294.132
8.707.826
107.609.232
54.271.679
67.250.977
5.582.143
9.675
22.090.632
153.530
315.503.191
27.036.690
6.016.818
77.690.486
46.003.191
55.908.388
5.413.311
13.991
18.967.344
196.508
258.219.334
22.803.597
2.016.668
61.406.202
36.400.362
46.656.045
5.536.202
16.358.885
1.368
208.590.103
32,54
32,57
34
35
36
37
14.894.376
10.861.230
1.146.104
7.580.945
6.455.405
1.226.238
14.070.569
7.875.637
955.509
6.060.347
6.511.261
2.467.142
5.712.663
5.698.660
905.656
6.309.999
6.544.422
3.689.316
25
26
27
28
29
30
31,54
52
33
2.309.841
334.010
3.699.829
7.808.344
206.013
741.654
1.680.688
15.658.226
74.602.903
2.236.422
346.372
2.803.911
4.694.652
184.130
663.384
1.611.500
13.069.597
63.550.433
2.088.093
344.065
1.901.397
3.343.493
4.045.950
174.006
577.478
1.438.655
12.622.698
55.396.551
JUMLAH LIABILITAS
390.106.094
321.769.767
263.986.654
TOTAL LIABILITIES
540.705.764
467.782.603
406.100.429
*) As restated - Note 58
-4-
365
2012
Catatan/
Notes
2011 *)
PENDAPATAN USAHA
Penjualan tenaga listrik
Subsidi listrik Pemerintah
Penyambungan pelanggan
Lain-lain
126.721.647
103.331.285
1.306.463
1.297.061
38
39
24
40
112.844.853
93.177.740
1.008.730
986.500
REVENUES
Sale of electricity
Government's electricity subsidy
Customer connection fees
Others
232.656.456
208.017.823
Total Revenues
BEBAN USAHA
Bahan bakar dan pelumas
Pembelian tenaga listrik
Sewa
Pemeliharaan
Kepegawaian
Penyusutan
Lain-lain
136.535.495
2.939.624
6.963.983
17.567.375
14.400.976
19.499.221
5.208.776
131.157.604
1.256.713
5.775.859
13.592.563
13.197.075
16.254.552
4.405.234
OPERATING EXPENSES
Fuel and lubricants
Purchased electricity
Lease
Maintenance
Personnel
Depreciation
Others
203.115.450
185.639.600
29.541.006
22.378.223
384.043
(5.938.482)
(24.612.091)
1.657.252
503.983
(1.833.390)
(17.361.067)
1.827.246
(28.509.278)
(16.863.228)
1.031.728
5.514.995
2.173.796
3.205.524
41
42
43
44
45
6
46
55
47
48
49
3.208.444
(2.920)
3.205.524
69.451
50
5.426.115
5.426.359
(244)
5.426.115
117.594
-5-
*) As restated - Note 58
366
(88.880)
367
23
51
51
22,23
51
51
58
Catatan/
Notes
46.197.380
46.197.380
-
46.107.154
90.226
-
46.107.154
Modal ditempatkan
dan disetor penuh/
Subscribed and
paid-up capital
stock
44.930.345
40.050.208
4.880.137
-
37.122.096
2.928.112
-
37.122.096
Tambahan modal
disetor/
Additional
paid-in capital
-6-
17.343.884
13.720.014
3.623.870
-
8.248.328
5.471.686
8.248.328
42.033.417
45.948.843
(3.623.870)
(3.500.000)
3.208.444
50.539.170
(5.471.686)
(4.545.000)
5.426.359
(7.568.820)
58.107.990
Saldo laba/
Retained earnings
Ditentukan
Tidak ditentukan
penggunaannya/
penggunaannya/
Appropriated
Unappropriated
150.505.026
145.916.445
4.880.137
(3.500.000)
3.208.444
142.016.748
3.018.338
(4.545.000)
5.426.359
(7.568.820)
149.585.568
Ekuitas yang
dapat diatribusikan
kepada pemilik
entitas induk/
Equity attributable
to owners
of the Company
94.644
(2.212)
(2.920)
96.391
3.385
(392)
(244)
97.027
150.599.670
146.012.836
4.883.522
(3.502.212)
3.205.524
142.113.775
3.018.338
(4.545.392)
5.426.115
(7.568.820)
149.682.595
Jumlah ekuitas/
Total equity
97.027
Kepentingan
nonpengendali/
Non-controlling
interest
2012
ARUS KAS DARI AKTIVITAS OPERASI
Penerimaan kas dari pelanggan
Pembayaran kas kepada pemasok
Pembayaran kas kepada karyawan
Kas digunakan untuk aktivitas operasi
Penerimaan subsidi listrik
Pembayaran bunga
Penerimaan bunga
Penerimaan restitusi pajak penghasilan
Pembayaran pajak penghasilan
2011 *)
CASH FLOWS FROM OPERATING ACTIVITIES
Cash receipts from customers
Cash paid to suppliers
Cash paid to employees
Cash used in operations
Government subsidy received
Interest expense paid
Interest received
Income tax restitution received
Income tax paid
137.486.222
(167.365.322)
(11.120.577)
(40.999.677)
94.867.169
(22.568.006)
583.908
13.974
(1.433.106)
123.313.808
(153.601.871)
(10.457.035)
(40.745.098)
90.434.819
(17.774.973)
519.395
109.756
(921.971)
30.464.262
31.621.928
76.805
(6.403.137)
(34.491.980)
29.300
(109.200)
34.345
(7.301.505)
(31.856.413)
8.032
-
(120.321)
98.343
(139.259)
2.940
(1.117.505)
277.689
(1.703.775)
196.787
(41.760.006)
(40.758.848)
9.615.000
(172.719)
(892.000)
(2.286.711)
3.000.023
(293.793)
(3.500.000)
69.833.045
(60.185.808)
(169.623)
(3.099.923)
9.035.000
(97.531)
(3.980.250)
(2.279.438)
4.499.977
(293.793)
(4.545.000)
58.712.266
(47.502.177)
(155.823)
(1.916.219)
11.847.491
11.477.012
551.747
2.340.092
22.088.093
19.716.798
13
31.203
22.639.853
22.088.093
-7-
*) As restated - Note 58
368
UMUM
1.
GENERAL
a. Establishment and General Information
Perusahaan
Perseroan
(Persero)
PT Perusahaan Listrik Negara (Perusahaan)
didirikan pada tahun 1961 dalam bentuk
Jawatan di dalam lingkungan Kementerian
Pekerjaan Umum dan Tenaga. Perusahaan
merupakan kelanjutan usaha beberapa
perusahaan listrik Belanda yang diambil alih
oleh
Pemerintah
Republik
Indonesia
(Pemerintah). Perusahaan listrik Belanda
tersebut meliputi NV ANIEM, NV SEM,
NV OJEM, NV EMS, NV EMBALOM,
NV GEBEO, NV OGEM dan NV WEMI.
Berdasarkan Peraturan Pemerintah No. 19
tahun 1965, status Perusahaan berubah
menjadi perusahaan yang berbadan hukum.
Selanjutnya ditetapkan menjadi Perusahaan
Umum (Perum) berdasarkan Peraturan
Pemerintah No. 30 tahun 1970 yang
dipertegas dengan Peraturan Pemerintah
No. 18 tahun 1972. Kemudian berdasarkan
akta No. 169 tanggal 30 Juli 1994 dari Sutjipto
S.H., notaris di Jakarta, status badan hukum
Perusahaan berubah menjadi Perseroan
Terbatas
dengan
nama
Perusahaan
Perseroan PT Perusahaan Listrik Negara
disingkat PT PLN (Persero). Akta perubahan
ini disahkan dengan Keputusan Menteri
Kehakiman No. C2-11.519.HT.01.01.Th.94
tanggal 1 Agustus 1994, serta diumumkan
dalam Berita Negara Republik Indonesia
No. 73
tanggal
13 September
1994,
Tambahan No. 6731.
Perusahaan
Perseroan
(Persero)
PT Perusahaan
Listrik
Negara
(the
Company) was established in 1961 as a unit
of the Ministry of Energy and Public Works.
The Company is a business continuation of
several Dutch electricity companies taken
over by the Government of the Republic of
Indonesia
(Government).
The
Dutch
electricity companies include among others:
NV ANIEM, NV SEM, NV OJEM, NV EMS,
NV EMBALOM, NV GEBEO, NV OGEM and
NV WEMI. Based on Government Regulation
No. 19 year 1965, the Companys status was
changed to that of a legal entity.
Subsequently,
based
on
Government
Regulation No. 30 year 1970, as amended by
Government Regulation No. 18 year 1972,
the Company became a Perusahaan Umum
(Perum). Based on notarial deed of
Sutjipto, S.H., notary in Jakarta, No. 169
dated July 30, 1994, the Companys status
was changed to a limited liability company
and was named Perusahaan Perseroan
PT Perusahaan Listrik Negara or PT PLN
(Persero). This change was approved by the
Minister of Justice in his decision letter
No.
C2-11.519.HT.01.01.Th.94
dated
August 1, 1994 and was published in State
Gazette of the Republic of Indonesia No. 73
dated September 13, 1994, Supplement
No. 6731.
369
b.
-9-
370
2012
2011
Komisaris Utama
Komisaris
Yogo Pratomo
Wimpy S.Tjetjep
Syahrial Loetan
Jarman
Andin Hadiyanto
Yogo Pratomo
Wimpy S.Tjetjep
Syahrial Loetan
Rahmat Waluyanto
Abdul Azis
President Commissioner
Commissioners
Komisaris Independen
Abdul Azis
Adang Firman
Lutfi Hamid
Adang Firman
Independent Commissioners
Direktur Utama
Direktur Operasi Jawa-Bali
Direktur Operasi Indonesia Barat
Direktur Operasi Indonesia Timur
Direktur Pengadaan Strategis
Direktur Konstruksi
Direktur Perencanaan dan Manajemen
Risiko
Direktur SDM dan Umum
Direktur Keuangan
Nur Pamudji
I.G.A Ngurah Adnyana
Moch. Harry Jaya Pahlawan
Vickner Sinaga
Bagiyo Riawan
Nasri Sebayang
Nur Pamudji
I.G.A Ngurah Adnyana
Moch. Harry Jaya Pahlawan
Vickner Sinaga
Bagiyo Riawan
Nasri Sebayang
President Director
Director of Java-Bali Operations
Director of West Indonesia Operations
Director of East Indonesia Operations
Director of Strategic Procurement
Director of Construction
Murtaqi Syamsuddin
Eddy D. Erningpraja
Setio Anggoro Dewo
Murtaqi Syamsuddin
Eddy D. Erningpraja
Setio Anggoro Dewo
Adang Firman
Abdul Azis
Elok Tresnaningsih
Lilik Safrudin Ismail
Lutfi Hamid
Adang Firman
Elok Tresnaningsih
Sugianto
Sugeng Rochadi
Lilik Safrudin Ismail
Djuprianto
Komite Audit
Ketua
Wakil Ketua
Anggota
Audit Committee
Chairman
Vice Chairman
Members
Dewan
Komisaris
Perusahaan
diangkat
berdasarkan Surat Keputusan Menteri Negara
Badan Usaha Milik Negara Republik Indonesia
No. KEP-253/MBU/2009 tanggal 22 Desember
2009 sebagaimana tercantum dalam akta No. 31
tanggal 28 Desember 2009 dari notaris Devi
Yunanda S.H., Mkn, sebagai pengganti dari
Lenny Janis Ishak S.H.
371
2.
PSAK
60,
Pengungkapan
Instrumen
Keuangan :
372
PSAK
60,
Disclosures
Financial
Instruments:
Standar
baru
ini
mengakibatkan
pengungkapan mengenai (a) signifikansi
instrumen keuangan terhadap posisi dan
kinerja keuangan Perusahaan dan entitas
anak, dan (b) sifat dan luasnya risiko yang
timbul dari instrumen keuangan yang mana
Perusahaan dan entitas anak terekspos
selama periode dan pada akhir periode
pelaporan, dan bagaimana Perusahaan
dan entitas anak mengelola risiko-risiko
tersebut (Catatan 60).
373
b. Standar telah
Diterapkan
Diterbitkan
tapi
Belum
c.
an
- 13 -
374
3.
KEBIJAKAN AKUNTANSI
a.
3.
Pernyataan Kepatuhan
375
c.
Financial
Statement
Dasar
penyusunan
laporan
keuangan
konsolidasian, kecuali untuk laporan arus kas
konsolidasian adalah dasar akrual. Mata uang
pelaporan (penyajian) yang digunakan untuk
penyusunan laporan keuangan konsolidasian
adalah mata uang Rupiah (Rp) dan laporan
keuangan konsolidasian tersebut disusun
berdasarkan nilai historis, kecuali beberapa akun
tertentu disusun berdasarkan pengukuran lain
sebagaimana
diuraikan
dalam
kebijakan
akuntansi masing-masing akun tersebut.
Prinsip Konsolidasian
c. Principles of Consolidation
Laporan
keuangan
konsolidasian
menggabungkan laporan keuangan Perusahaan
dan entitas yang dikendalikan oleh Perusahaan
(entitas anak). Pengendalian dianggap ada
apabila Perusahaan mempunyai hak untuk
mengatur kebijakan keuangan dan operasional
suatu entitas untuk memperoleh manfaat dari
aktivitasnya.
- 15 -
376
Perubahan
dalam
bagian
kepemilikan
Perusahaan dan entitas anak pada entitas anak
yang
tidak
mengakibatkan
hilangnya
pengendalian dicatat sebagai transaksi ekuitas.
Nilai tercatat kepentingan Perusahaan dan
entitas anak dan kepentingan nonpengendali
disesuaikan untuk mencerminkan perubahan
bagian kepemilikannya atas entitas anak. Setiap
perbedaan
antara
jumlah
kepentingan
nonpengendali disesuaikan dan nilai wajar
imbalan yang diberikan atau diterima diakui
secara langsung dalam ekuitas dan diatribusikan
pada pemilik Entitas Induk.
377
Kombinasi Bisnis
- 17 -
378
f.
Transactions
and
a.
a.
b.
b.
379
g.
vi. Entitas
yang
dikendalikan
atau
dikendalikan bersama oleh orang yang
diidentifikasi dalam huruf (a).
Seluruh transaksi yang dilakukan dengan pihakpihak berelasi, baik yang dilakukan dengan atau
tidak dengan persyaratan dan kondisi yang
sama sebagaimana dilakukan dengan pihak
ketiga, diungkapkan dalam laporan keuangan
konsolidasian.
Aset Keuangan
g. Financial Assets
- 19 -
380
381
terdapat
kemungkinan
bahwa
pihak
peminjam akan dinyatakan pailit atau
melakukan reorganisasi keuangan.
- 21 -
382
h.
The
Company
and
its
subsidiaries
derecognize a financial asset only when the
contractual rights to the cash flows from the
asset expire, or when it transfers the financial
asset and substantially all the risks and
rewards of ownership of the asset to another
entity. If the Company and its subsidiaries
neither transfers nor retains substantially all
the risks and rewards of ownership and
continues to control the transferred asset, the
Company and its subsidiaries recognises its
retained interest in the asset and an
associated liability for amounts it may have to
pay. If the Company and its subsidiaries
retains substantially all the risks and rewards
of ownership of a transferred financial asset,
the Company and its subsidiaries continues
to recognise the financial asset and also
recognises a collateralised borrowing for the
proceeds received.
h. Financial
Liabilities
Instruments
and
Equity
383
i.
Instrumen Ekuitas
Equity Instruments
Liabilitas Keuangan
Financial Liabilities
The
Company
and
its
subsidiaries
derecognize financial liabilities when, and
only when, the Companys and its
subsidiaries obligations are discharged,
cancelled or they expire.
- 23 -
384
Tahun/
Years
Bangunan umum, waduk dan prasarana
Instalasi dan mesin pembangkit
Perlengkapan transmisi
Perlengkapan distribusi
Perlengkapan umum
Kendaraan bermotor
Material cadangan
Perlengkapan pengolahan data dan
telekomunikasi
Kapal dan perlengkapan
10 47
13 30
37
15 37
48
35
10 25
5 10
10 15
385
l.
Sewa
l.
Leases
- 25 -
386
The
Company
and
its
subsidiaries
determined that certain power purchase
agreements and energy sales contracts with
Independent Power Producers (IPPs) qualify
as leases on the basis that the Company and
its subsidiaries and the IPPs have take or
pay arrangements where the Company and
its subsidiaries is taking more than an
insignificant amount of electricity and energy
output from the power plants. This type of
arrangement is determined to be a finance
lease where a significant portion of the risks
and rewards of ownership of certain power
plants have been transferred to the Company
and its subsidiaries on the basis that the
lease term is for the major part of the
economic life of the assets and there is
bargain purchase option at the end of the
lease term.
387
o.
Biaya Pinjaman
n.
Borrowing Costs
Properti Investasi
o. Investment Properties
- 27 -
388
in
Associates
and
Joint
Investments in Associates
389
r.
Penyesuaian
dibentuk
terhadap
laporan
keuangan konsolidasian untuk mengeliminasi
bagian Perusahaan dan entitas anak atas
keuntungan dan kerugian yang belum direalisasi
atas transaksi antara Perusahaan dan entitas
anak dan entitas yang dikendalikan bersama.
Ventura bersama dicatat dengan menggunakan
metode ekuitas sampai dengan tanggal dimana
Perusahaan dan entitas anak kehilangan
pengendalian bersama atas entitas yang
dikendalikan bersama.
Berjangka
- 29 -
390
r. Restricted
Deposits
Cash
in
Banks
and
Time
Beban Ditangguhkan
Persediaan
Penerusan
pinjaman
diakui
berdasarkan
otorisasi penarikan (Withdrawal Authorization)
atau dokumen lain sejenis.
Pendapatan Ditangguhkan
x. Deferred Revenue
x.
391
Governments
electricity
subsidy
is
recognized as revenue on accrual basis
which is computed in accordance with the
provisions stipulated in the Decree of Ministry
of Finance of the Republic of Indonesia.
bb. Employee Benefits
Imbalan Pasca-Kerja
Post-employment Benefits
Perusahaan
dan
entitas
anak
menyelenggarakan program pensiun imbalan
pasti untuk semua karyawan tetap. Perusahaan
dan entitas anak juga memberikan imbalan
pasca-kerja lain tanpa pendanaan kepada
karyawan yang memenuhi persyaratan sesuai
dengan kebijakan Perusahaan dan entitas anak.
The
Company
and
its
subsidiaries
established a defined benefit pension plan
covering all of their permanent employees.
The Company and its subsidiaries also
provide other unfunded defined postemployment benefit plans for their qualifying
employees based on the Company and its
subsidiaries policies.
- 31 -
392
Long-term Benefits
cc. Provisi
cc. Provisions
393
- 33 -
394
ff.
Informasi Segmen
ff.
Segment Information
a)
a)
b)
b)
c)
c)
395
DAN
Meskipun
diyakini
bahwa
asumsi
tersebut
didasarkan pada dasar memadai, perubahan
signifikan dalam asumsi tersebut berdampak
material jumlah tercatat aset dan utang sewa
pembiayaan yang berdampak pada operasi
Perusahaan dan entitas anak.
- 35 -
396
397
Asset Impairment
Walaupun
asumsi
yang
digunakan
dalam
mengestimasi nilai pakai aset yang tercermin dalam
laporan keuangan konsolidasian dianggap telah
sesuai dan wajar, namun perubahan signifikan atas
asumsi ini akan berdampak material terhadap
penentuan jumlah yang dapat dipulihkan dan
akibatnya kerugian penurunan nilai yang timbul
akan berdampak terhadap hasil usaha.
tidak
tetap
aset
telah
atas
Imbalan Kerja
Employee Benefits
Post-employment
benefit
disclosed in Note 52.
- 37 -
398
obligations
are
ENTITAS ANAK
5.
SUBSIDIARIES
Entitas anak/
Subsidiaries
Domisili/
Domicile
Jenis Usaha/
Nature of Business
Jakarta
PT Cogindo Dayabersama
(CDB) *)
Jakarta
Jakarta
Persentase Pemilikan/
Percentage of Ownership
31 Desember/
31 Desember/
December 31,
December 31,
1 Januari 2011/
2012
2011
January 1, 2011/
%
%
%
Tahun
Operasi
Komersial/
Year of
Operation
Jumlah Aset
Sebelum Eliminasi **)/
Total Assets Before
Elimination **)
31 Desember/
31 Desember/
December 31,
December 31,
1 Januari 2011/
2012
2011
January 1, 2011/
100,0
100,0
100,0
1995
53.557
53.925
52.338
99,9
99,9
99,9
1999
713
665
641
60,0
60,0
60,0
1999
109
35
94
Berau
46,8
46,8
46,8
2005
211
197
188
Kutai
55,0
55,0
55,0
****)
95,2
****)
71
PT Pembangkitan Jawa-Bali
(PJB) dan entitas anak/
and its subsidiaries
PT PJB Services (PJBS) *)
PT Rekadaya Elektrika (RDE) *)
dan entitas anak/
and its subsidiary
PT Rekadaya
Elektrika Consult *)
PT Navigat Innovative Indonesia (NII) *)
Jakarta
Surabaya
Surabaya
Jakarta
Jakarta
Palembang
100,0
100,0
100,0
1995
40.024
41.319
39.394
Jasa/Service
98,0
98,0
98,0
2001
283
204
166
98,4
97,7
92,1
2004
195
145
199
99,8
99,8
2011
27
14
10
****)
102
73,0
99,8
Batam
100,0
100,0
100,0
2000
4.406
2.956
2.828
Jakarta
100,0
100,0
100,0
2000
1.846
1.662
1.253
Jakarta
99,9
99,9
99,9
2003
320
276
166
100,0
100,0
100,0
2004
215
236
238
Belanda/
The Netherlands
Lembaga keuangan/
Finance
100,0
100,0
100,0
2006
35.413
33.112
36.880
Belanda/
The Netherlands
Lembaga keuangan/
Finance
100,0
100,0
100,0
2006
35.149
36.835
37.983
Jakarta
100,0
100,0
100,0
2009
1.223
427
206
Jakarta
100,0
100,0
100,0
2010
79
66
44
Jakarta
Pelayaran/
Shipping
100,0
100,0
2011
764
589
2011
126
120
****)
26
25
Tarakan
PT Adhiguna Putera *)
Jakarta
Jasa perkapalan/
Shipping services
100,0
100,0
Jakarta
100,0
100,0
*)
Pemilikan tidak langsung/Indirect ownership
**) Dalam miliaran Rupiah/Stated in billions of Rupiah
***) IP mempunyai hak mengatur dan menentukan kebijakan keuangan dan operasi IPB, sehingga laporan keuangan IPB dikonsolidasikan/
IP has the power to govern IPB's financial and operating policies, hence its financial statements have been consolidated
****) Dalam tahap pengembangan/Under development stage
399
6.
ASET TETAP
6.
1 Januari/
January 1,
2012 *)
Biaya perolehan
Pemilikan langsung
Tanah
Bangunan umum, waduk
dan prasarana
Instalasi dan mesin
pembangkit
Perlengkapan transmisi
Perlengkapan distribusi
Perlengkapan umum
Kendaraan bermotor
Material cadang
Perlengkapan pengolahan
data dan telekomunikasi
Kapal dan perlengkapan
Sub jumlah
Aset sewaan
Instalasi dan mesin
pembangkit
Tanah
Sub jumlah
Jumlah
Penambahan/
Additions
8.346.234
60.777
Pengurangan/
Deductions
26.663
Reklasifikasi/
Reclassifications
383.586
31 Desember/
December 31,
2012
8.763.934
40.287.413
155.774
168.444
9.265.796
49.540.539
140.824.350
63.650.299
82.838.314
5.453.945
804.510
1.000.190
992.663
115.417
2.026.185
235.089
15.310
135.934
1.734.472
165.980
424.360
72.887
38.482
68.790
16.368.455
3.816.626
9.829.775
917.451
59.745
-
156.450.996
67.416.362
94.269.914
6.533.598
841.083
1.067.334
4.242.112
313.192
347.760.559
52.564
191.518
3.981.231
119.629
15.488
2.835.195
302.646
40.944.080
4.477.693
489.222
389.850.675
87.648.974
58.591
87.707.565
435.468.124
31.455.143
31.455.143
35.436.374
2.835.195
40.944.080
119.104.117
58.591
119.162.708
509.013.383
Akumulasi penyusutan
Pemilikan langsung
Bangunan umum, waduk
dan prasarana
Instalasi dan mesin
pembangkit
Perlengkapan transmisi
Perlengkapan distribusi
Perlengkapan umum
Kendaraan bermotor
Material cadang
Perlengkapan pengolahan
data dan telekomunikasi
Kapal dan perlengkapan
Sub jumlah
Aset sewaan
Instalasi dan mesin
pembangkit
Jumlah
Jumlah Tercatat
302.489.947
At cost
Direct acquisitions
Land
Buildings, reservoir and
infrastructure
Installation and power
plant
Transmission equipment
Distribution equipment
General equipment
Motor vehicles
Spare parts
Telecommunication and
data processing equipment
Vessels and equipment
Subtotal
Leased assets
Installation and power
plant
Land
Subtotal
Total
9.795.369
1.609.647
76.135
48.295.978
16.720.484
28.478.842
3.864.293
581.457
226.273
7.141.550
2.211.167
3.180.973
607.157
71.377
48.020
948.885
60.991
237.732
54.152
38.063
60.961
2.466.932
46.161
110.475.789
354.517
19.562
15.243.970
108.141
15.015
1.600.075
101.935
2.713.308
50.708
124.221.619
22.502.388
132.978.177
4.264.892
19.508.862
1.600.075
101.935
26.767.280
150.988.899
Accumulated depreciation
Direct acquisitions
Buildings, reservoir and
infrastructure
Installation and power
plant
Transmission equipment
Distribution equipment
General equipment
Motor vehicles
Spare parts
Telecommunication and
data processing equipment
Vessels and equipment
Subtotal
Leased assets
Installation and power
plant
Total
358.024.484
41.328
-
11.902
33.361
15.344
11.370.209
54.488.643
18.882.562
31.455.444
4.417.298
630.115
213.332
*) As restated - Note 58
- 39 -
400
Penambahan/
Additions
Pengurangan/
Deductions
Reklasifikasi/
Reclassifications
31 Desember/
December 31,
2011 *)
7.849.117
293.444
76.905
280.578
8.346.234
32.181.123
92.849
22.441
8.035.882
40.287.413
112.337.901
59.234.257
74.180.579
4.389.819
636.978
947.069
251.356
54.918
1.286.153
212.404
33.681
581.179
404.519
512.177
304.389
39.920
23.326
528.058
28.639.612
4.873.301
7.675.971
891.642
157.177
-
140.824.350
63.650.299
82.838.314
5.453.945
804.510
1.000.190
3.638.654
295.395.497
42.366
313.192
3.161.542
9.737
1.921.472
570.829
51.124.992
4.242.112
313.192
347.760.559
69.752.874
58.591
69.811.465
365.206.962
17.896.100
17.896.100
21.057.642
1.921.472
51.124.992
87.648.974
58.591
87.707.565
435.468.124
Akumulasi penyusutan
Pemilikan langsung
Bangunan umum, waduk
dan prasarana
Instalasi dan mesin
pembangkit
Perlengkapan transmisi
Perlengkapan distribusi
Perlengkapan umum
Kendaraan bermotor
Material cadang
Perlengkapan pengolahan
data dan telekomunikasi
Kapal dan perlengkapan
Sub jumlah
Aset sewaan
Instalasi dan mesin
pembangkit
Jumlah
Jumlah Tercatat
247.561.715
At cost
Direct acquisitions
Land
Buildings, reservoir and
infrastructure
Installation and power
plant
Transmission equipment
Distribution equipment
General equipment
Motor vehicles
Spare parts
Telecommunication and
data processing equipment
Vessels and equipment
Subtotal
Leased assets
Installation and power
plant
Land
Subtotal
Total
8.584.841
1.213.533
12.656
9.651
9.795.369
42.714.534
14.821.075
25.726.842
3.406.207
542.184
202.132
6.315.175
2.050.908
2.829.187
442.023
56.095
51.503
779.211
177.003
165.158
42.103
27.021
27.362
45.480
25.504
87.971
58.166
10.199
48.295.978
16.720.484
28.478.842
3.864.293
581.457
226.273
2.114.047
98.111.862
349.134
46.161
13.353.719
7.128
1.237.642
10.879
247.850
2.466.932
46.161
110.475.789
19.533.385
117.645.247
2.969.003
16.322.722
1.237.642
247.850
22.502.388
132.978.177
Accumulated depreciation
Direct acquisitions
Buildings, reservoir and
infrastructure
Installation and power
plant
Transmission equipment
Distribution equipment
General equipment
Motor vehicles
Spare parts
Telecommunication and
data processing equipment
Vessels and equipment
Subtotal
Leased assets
Installation and power
plant
Total
302.489.947
*) As restated - Note 58
Beban usaha
Pekerjaan dalam pelaksanaan
Jumlah
19.499.221
9.641
19.508.862
2011
16.254.552
8.883
16.263.435
Operating expenses
Construction in progress
Total
401
Building,
installation
and
power
plant,
transmission equipment and vessels with net
carrying value of Rp 127,467,769 million were
insured to several insurance companies, with
PT Tugu Kresna Pratama, a related party, acting
as the lead underwriter, PT Asuransi Jasa
Indonesia, related party, acting as the lead
underwriter, PT Asuransi Videi and PT Asuransi
Wahana Tata against fire and other possible risks
with insurance coverage of US$ 19,881 million
and Rp 1,380,731 million as of December 31,
2012 and US$ 17,455 million and Rp 1,077,801
million as of December 31, 2011. Leased assets
PLTU Tanjung Jati B 4 x 660 MW were insured to
PT Asuransi Mitsui Sumitomo Indonesia against
fire and other possible risks with insurance
coverage of JPY 320,562 million as of
December 31, 2012 and JPY 300,484 million as
of December 31, 2011. Management believes that
the insurance coverage is adequate to cover
possible losses on the assets insured. The
Company and its subsidiaries do not cover
insurance protection for assets other than
building,
installation
and
power
plant,
transmission equipment and vessels and
equipment.
- 41 -
402
7.
7.
CONSTRUCTION IN PROGRESS
This account represents costs incurred in
relation
to
the
construction
and
renovation/betterment of power supply facilities,
as follows :
31 Desember/
December 31
2011
1 Januari/
January 1, 2011
54.694.654
8.017.177
62.711.831
54.123.611
6.354.536
60.478.147
66.939.888
5.271.611
72.211.499
Konstruksi rutin
Pembangkitan
Transmisi
Distribusi
Perlengkapan
Jumlah
10.828.851
26.291.632
2.878.408
99.450
40.098.341
16.860.578
18.761.718
1.878.722
78.131
37.579.149
19.511.118
14.421.413
658.047
37.776
34.628.354
Regular constructions
Power plants
Transmission
Distribution
Equipment
Total
102.810.172
98.057.296
106.839.853
Jumlah
(i)
Program percepatan
Total
Pembangkitan
Power Plants
403
Transmisi
Transmission
Distribusi
Distribution
2012
2011
Program percepatan
Bunga pinjaman
Kerugian kurs mata asing
Amortisasi emisi obligasi
Jumlah
2.622.906
1.227.099
17.898
3.867.903
4.005.253
315.914
31.412
4.352.579
Konstruksi rutin
Bunga pinjaman
Kerugian kurs mata asing
Amortisasi emisi obligasi
Jumlah
458.495
178.705
5.915
643.115
514.590
897.175
3.985
1.415.750
Regular constructions
Interest expense
Loss on foreign exchange
Amortization of debt issuance cost
Total
4.511.018
5.768.329
Total
Jumlah
PROPERTI INVESTASI
8.
- 43 -
404
INVESTMENT PROPERTIES
9.
9.
Domisili/
Domicile
Investasi pada entitas asosiasi/
Investment in associates
PT Geo Dipa Energi
Jakarta
PT Unelec Indonesia
Jakarta
Batam
Cilacap
Batam
PT Bajradaya Sentranusa
Asahan
Palembang
Jepara
Jakarta
Jakarta
IP-NTP Consortium
Bandung
Jenis usaha/
Nature of business
Tahun
operasi
komersial/
Commercial
operations
Persentase penyertaan/
Percentage of ownership
31 Desember/ 31 Desember/
1 Januari/
December 31, December 31,
January 1,
2012
2011
2011
%
%
%
2002
33,00
33,00
33,00
1988
32,35
32,35
32,35
2004
30,00
30,00
30,00
2006
49,00
49,00
49,00
2006
20,00
20,00
20,00
2010
26,06
26,06
26,06
*)
40,25
29,15
29,15
2010
49,00
49,00
49,00
*)
51,00
*)
35,00
*)
80,00
80,00
405
Penambahan
(pengurangan)/
Additions
(deduction)
110.496
47.306
529.613
48.487
168.052
193.994
43.750
1.152
Bagian atas
laba (rugi)
bersih entitas/
Equity in net
income (loss)
(62.545)
(17.946)
194.872
(17.852)
8.750
45.839
(1.152)
118.309
(1.101)
93.694
12.262
77.600
18.191
14.002
(531)
197
-
149.966
332.623
Penambahan
(pengurangan)/
Additions
(deduction)
Bagian atas
laba (rugi)
bersih entitas/
Equity in net
income (loss)
1.142.850
Jumlah
tercatat
1 Januari 2011/
Carrying
amount
January 1, 2011
PT Unelec Indonesia
PT Mitra Energi Batam
PT Sumber Segara Primadaya
PT Dalle Energy Batam
PT Bajradaya Sentranusa
PT Bukit Pembangkit Innovative
PT Komipo PJB
IP-NTP
83.210
43.962
438.804
46.239
185.321
56.097
28.227
1.152
139.259
(2.940)
-
27.286
3.344
90.809
2.248
(17.269)
(1.362)
18.463
-
Jumlah
883.012
136.319
123.519
166.260
46.205
605.361
60.749
245.652
407.057
39.900
8.219
46.036
1.625.439
Total
Jumlah
tercatat
31 Desember 2011/
Carrying
amount
December 31, 2011
31 Desember/
December 31,
2011
110.496
47.306
529.613
48.487
168.052
193.994
43.750
1.152
1.142.850
PT Unelec Indonesia
PT Mitra Energi Batam
PT Sumber Segara Primadaya
PT Dalle Energy Batam
PT Bajradaya Sentranusa
PT Bukit Pembangkit Innovative
PT Komipo PJB
IP-NTP
Total
1 Januari/
January 1,
2011
12.471.642
(7.353.630)
5.118.012
12.321.472
(7.955.739)
4.365.733
11.148.107
(6.883.312)
4.264.795
4.959.248
5.111.862
3.384.515
708.240
431.064
300.018
Total assets
Total liabilities
Net assets
Total revenue for the year
Net income for the year
PT Unelec Indonesia
PT Mitra Energi Batam
PT Sumber Segara Primadaya
PT Dalle Energy Batam
PT Bajradaya Sentranusa
PT Bukit Pembangkit Innovative
PT Komipo PJB
PT Perta Daya Gas
PT Rajamandala Electric Power
IP-NTP
406
Jumlah
tercatat
31 Desember 2012
Carrying
amount
December 31, 2012
407
10.
10.
31 Desember/
December 31,
2011
1 Januari/
January 1,
2011
1.126.359
3.107.896
1.436.783
165.128
1.591.778
2.629.462
775.042
132.261
1.141.354
2.546.234
697.130
132.453
3.146
5.839.312
3.146
5.131.689
4.733
4.521.904
362.564
3.095.313
737.252
160.536
301.285
2.578.266
415.291
122.620
211.223
2.525.165
362.002
121.866
558
4.356.223
558
3.418.020
2.145
3.222.401
1.483.089
1.713.669
1.299.503
Kerugian
penurunan
nilai
aset
sebesar
Rp 383.196 juta tahun 2012 dan Rp 394.436 juta
tahun 2011 dicatat sebagai beban lain-lain
(Catatan 48).
- 47 -
408
11.
11.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
199.470
208.937
40.806
40.472
33.350
6.127
212
279.965
67.256
212.709
33.067
11.469
3.532
297.477
65.227
232.250
29.048
12.211
8.922
618
50.799
28.470
22.329
409
PT
Metaepsi
(Meppogen)
PT Metaepsi
(Meppogen)
Pejebe
Power
Generation
Pejebe
Power
Generation
- 49 -
410
411
REKENING
BANK
DAN
DEPOSITO
BERJANGKA DIBATASI PENGGUNAANNYA
31 Desember/
December 31,
2012
Angsuran sewa pembiayaan dan
jaminan operasi (Catatan 27)
Rekening bank
Sumitomo Mitsui Banking Corporation,
Singapura
JPY
US$
Bank Bukopin - JPY
Jaminan pembelian gas (Catatan 57)
Deposito berjangka
Bank Mandiri - pihak berelasi - Rupiah
Bank Mandiri - pihak berelasi - US$
Jaminan pembelian tenaga listrik
(Catatan 57)
Rekening bank - Bank Central Asia Rupiah
Deposito berjangka - Bank Mandiri pihak berelasi - Rupiah
Jaminan pinjaman bank (Catatan 28)
Deposito berjangka - Bank Bukopin Rupiah
Jaminan bank garansi
Rekening bank
Bank Rakyat Indonesia - pihak berelasi Rupiah
Bank Mandiri - pihak berelasi - Rupiah
Bank Negara Indonesia - pihak berelasi Rupiah
Deposito berjangka
Bank Mandiri - pihak berelasi - Rupiah
Bank Niaga
Rupiah
US$
Jaminan letter of credit
Rekening bank
Bank Negara Indonesia - pihak berelasi
US$
Deposito berjangka
Bank Rakyat Indonesia - pihak berelasi Rupiah
Jumlah
Tingkat bunga deposito berjangka per tahun
Rupiah
US$
12.
31 Desember/
December 31,
2011
1 Januari/
January 1,
2011
4.362.942
307.178
-
3.554.145
257.734
-
369
5.738
269
4.746
5.391
4.981
4.648
1.500
1.500
5.000
5.000
4.848
600
42.654
46.628
1.420
35.723
3.600
389
112
5.477
7.751
56.475
6.000
4.792.736
0,10% - 6%
0,84% - 2%
3.889.763
2.407.587
2,59% - 8,25%
0,84% - 1,84%
6,65% - 13%
-
2.105.397
138.372
113.499
412
1 Januari/January 1, 2011
Dalam mata
uang asing/
In foreign
Ekuivalen Rp/
currencies *)
Rp equivalent
38.199.725
38.966.409.302
29.800.483
30.428.504.732
US$
JPY
Jumlah
*)
13.
369.391
4.362.942
4.732.333
*)
270.231
3.554.145
3.824.376
15.390.074
20.119.535.262
138.372
2.218.888
2.357.260
In full amount
13.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
129.511
41.611
281.203
452.325
186.739
43.682
265.023
495.444
319.621
43.603
198.436
561.660
363.611
84.478
448.089
329.466
9.349
338.815
360.805
126.557
487.362
Prepaid expenses
Gas purchased
Others
Total
919.098
809.810
1.728.908
467.827
158.000
625.827
541.479
541.479
Advances
Project development
Purchase of coal (Note 57)
Total
16.186
37.857
36.857
2.645.508
1.497.943
1.627.358
Uang muka
Pengembangan proyek
Pembelian batubara (Catatan 57)
Jumlah
Investasi saham tidak terdaftar di Bursa
Jumlah
US$
JPY
Total
1 Januari/
January 1,
2011
413
14.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
9.614
23.179
Kas
Bank
Pihak berelasi
Bank Rakyat Indonesia
Rupiah
US$
JPY
EUR
Bank Mandiri
Rupiah
US$
EUR
JPY
Bank Negara Indonesia
Rupiah
US$
CHF
EUR
Jumlah pihak berelasi
Pihak ketiga
Bank Bukopin
Rupiah
US$
JPY
EUR
Bank Internasional Indonesia
Rupiah
US$
EUR
Bank Danamon
Rupiah
US$
Bank Central Asia
Rupiah
US$
JPY
Lain-lain (masing-masing
dibawah 5% dari jumlah)
Rupiah
US$
JPY
Jumlah pihak ketiga
Jumlah kas dan bank
1 Januari/
January 1,
2011
9.234.166
526.153
3.626
14.993
4.543.798
2.671.235
31.667
33.959
2.414.038
660.124
4.472
1.862
3.338.290
104.907
2.673
261
4.264.032
1.530.719
3.770
56
1.853.320
135.779
287
4
2.687.523
110.716
5.863
28.224
16.057.395
2.413.041
659.700
4.497
3.661
16.160.135
2.702.976
137.903
4.628
6.175
7.921.568
3.287.076
52.770
3.508
29
3.299.201
144.699
3.777
27
3.908.828
766.660
29.192
-
161.320
38.412
-
26.564
35.571
-
118.513
34.923
183
94.926
2.015
126.549
1.890
316.344
1.873
75.782
2.381
97
31.064
3.437
102
480.757
468
97
849.666
121.253
421
4.689.656
1.311.940
179.734
296
5.164.851
1.397.959
395.692
25
7.451.514
20.756.665
21.348.165
- 53 -
414
Cash in banks
Related parties
Bank Rakyat Indonesia
Rupiah
US$
JPY
EUR
Bank Mandiri
Rupiah
US$
EUR
JPY
Bank Negara Indonesia
Rupiah
US$
CHF
EUR
Total related parties
Third parties
Bank Bukopin
Rupiah
US$
JPY
Bank Internasional Indonesia
Rupiah
US$
EUR
Bank Danamon
Rupiah
US$
Bank Central Asia
Rupiah
US$
JPY
Others (each below 5% of total)
Rupiah
US$
JPY
Total third parties
31 Desember/
December 31,
2011
1 Januari/
January 1,
2011
239.784
483.977
330.000
-
1.936.000
-
108.719
110.100
535.100
74.743
828
908.051
60.041
680
500.821
350.153
674
2.821.927
187.500
672.701
72.600
67.882
902.600
66.106
6.826
108.110
975.137
24.617
74.008
239.107
490.207
18.242
1.477.155
1.883.188
739.928
4.299.082
22.639.853
22.088.093
2,5% - 8,25%
0,5% - 2,0%
5,5% - 8,25%
0,5% - 1,84%
1 Januari/January 1, 2011
Dalam mata
uang asing/
In foreign
Ekuivalen Rp/
currencies *)
Rp equivalent
US$
JPY
EUR
Lain-lain **)
Jumlah
*)
**)
230.012.720
70.672.767
3.584.661
606.308
2.224.223
7.913
45.919
5.863
2.283.918
*)
**)
5.369.556
35.893
41.417
4.497
5.451.363
246.740.479
307.181.542
711.523
514.706
2.218.444
39.790
8.507
4.628
2.271.369
US$
JPY
EUR
Others **)
Total
In full amount
Cash and cash equivalents denominated in other foreign currencies
are presented as US$ equivalents using the exchange rates prevailing
at reporting date.
415
15.
31 Desember/
December 31
2012
Rekening bank
Bank Rakyat Indonesia
Rupiah
Bank Negara Indonesia
Rupiah
Jumlah rekening bank
Deposito berjangka
Pihak berelasi
Bank Rakyat Indonesia
Rupiah
Bank Negara Indonesia
Rupiah
Bank Mandiri
Rupiah
Jumlah pihak berelasi
Pihak ketiga
Bank Bukopin
Rupiah
US$
Lain-lain (masing-masing
dibawah 5% dari jumlah)
Rupiah
Jumlah pihak ketiga
251.694
64.031
315.725
44.721
56.000
6.301
37.009
1.900
52.922
1.000
94.009
Cash in banks
Bank Rakyat Indonesia
Rupiah
Bank Negara Indonesia
Rupiah
Total cash in banks
Time deposits
Related parties
Bank Rakyat Indonesia
116.000
Rupiah
Bank Negara Indonesia
Rupiah
Bank Mandiri
Rupiah
116.000
Total related parties
25.000
507.808
691.977
1.393
1.393
532.808
8.266
700.243
8.168
9.447
12.496
378.208
636.264
828.739
6,5% - 7,25%
-
5,19% - 7,7%
2,25%
7% - 7,5%
1% - 3%
Other investments
Rupiah
Total short-term investments
Interest rate per annum on time deposits
Rupiah
US$
- 55 -
416
1 Januari/
January 1
2011
Third parties
Bank Bukopin
Rupiah
US$
Investasi lain-lain
Rupiah
31 Desember/
December 31
2011
SHORT-TERM INVESTMENTS
PIUTANG USAHA
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
a. Berdasarkan langganan
Pihak berelasi
Badan Usaha Milik Negara
TNI dan Polri
Pemerintah
Sub jumlah
a. By Debtor
Related parties
State-owned companies
Indonesian Armed Forces
Government
Subtotal
51.565
366.502
194.287
612.354
8.418
909.177
259.189
1.176.784
39.619
515.380
170.014
725.013
Pihak ketiga
Umum
3.627.793
2.684.186
2.480.606
Third parties
Public
Jumlah
Cadangan kerugian penurunan nilai
4.240.147
(388.227)
3.860.970
(356.147)
3.205.619
(330.451)
Total
Allowance for impairment losses
Bersih
3.851.920
3.504.823
2.875.168
Net
1.885.230
1.328.773
1.079.971
1.461.638
246.615
258.437
1.417.273
511.972
246.805
1.577.265
85.446
132.486
Jumlah
3.851.920
3.504.823
2.875.168
Total
(356.147)
(146.295)
114.215
(388.227)
(330.451)
(116.820)
91.124
(356.147)
(341.204)
(89.062)
99.815
(330.451)
Allowance
for
impairment
losses
made
collectively for all trade receivables which are
past due.
417
Tahun anggaran
2009
2010
2011
2012 (Catatan 39)
Jumlah
18.
17.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
7.310.729
13.255.055
20.565.784
4.506.798
7.594.870
12.101.668
1 Januari/
January 1,
2011
4.580.474
4.778.273
9.358.747
Budget years
2009
2010
2011
2012 (Note 39)
Total
PIUTANG LAIN-LAIN
Karyawan
Lain-lain
Jumlah
Dikurangi bagian jangka pendek
Bagian jangka panjang
18.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
362.968
789.210
1.152.178
849.120
303.058
418.951
535.069
954.020
598.750
355.270
OTHER RECEIVABLES
1 Januari/
January 1,
2011
511.080
431.993
943.073
623.506
319.567
Employees
Others
Total
Less current portion
Long-term portion
Karyawan
Employees
Piutang
karyawan
merupakan
pinjaman
kepemilikan rumah. Pelunasan piutang dilakukan
melalui pemotongan gaji.
- 57 -
418
PERSEDIAAN
19.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
INVENTORIES
1 Januari/
January 1,
2011
9.957.330
3.226.053
1.676.485
1.014.913
476.262
547.406
16.898.449
(160.003)
9.826.674
2.480.457
1.215.829
1.157.669
648.125
456.128
15.784.882
(130.777)
6.066.765
1.664.065
1.024.687
757.622
296.731
216.342
10.026.212
(98.898)
Bersih
16.738.446
15.654.105
9.927.314
(130.777)
(29.226)
(160.003)
(98.898)
(31.879)
(130.777)
(94.557)
(4.341)
(98.898)
20.
Perusahaan
dan
entitas
anak
tidak
mengasuransikan persediaan untuk menutup
risiko atas kemungkinan kerugian yang timbul
pada persediaan.
20.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
PREPAID TAXES
1 Januari/
January 1,
2011
130.775
102.635
95.370
-
102.635
95.370
-
95.370
96.629
19.751
2.742
79.353
13.398
474
376
117.365
88.245
501
1.032
48
38.537
2.131.449
2.562.075
2.067.372
2.396.990
230.518
550.880
419
22.
21.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
72.485
5.794
344.684
72.458
495.421
98.613
16.554
378.939
154.244
648.350
80.118
14.902
354.937
84.336
534.293
Prepaid expenses
Insurance
Lease
Salaries and allowances
Others
Subtotal
Uang muka
Pembelian barang
Lain-lain
Sub jumlah
Jumlah
108.449
422.210
530.659
1.026.080
12.100
543.943
556.043
1.204.393
3.376
289.238
292.614
826.907
Advances
Purchases
Others
Subtotal
Total
MODAL SAHAM
Seluruh saham Perusahaan
Pemerintah Republik Indonesia.
22.
dimiliki
1 Januari/
January 1,
2011
CAPITAL STOCK
oleh
Convert
the
Companys
payable to
Government of Rp 28,781,355 million, which
arose from overdue interest and penalty on
two-step loans, into Government Equity
Participation. The conversion was approved
by the Minister of Finance of the Republic
of Indonesia in its decision letter
No. S-352/MK.06/2001 dated June 20, 2001.
- 59 -
420
23.
23.
Bantuan proyek
Daftar Isian Pelaksanaan Anggaran
Bantuan Pemerintah Daerah dan lainnya
Jumlah
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
16.706.712
27.002.509
1.221.124
44.930.345
16.706.712
22.141.480
1.202.016
40.050.208
1 Januari/
January 1,
2011
16.706.712
19.322.310
1.093.074
37.122.096
Project aid
List of Project Fund
Regional Government participation and others
Total
421
24.
PENDAPATAN DITANGGUHKAN
24.
25.
31 Desember/
December 31,
2011
14.587.906
5.947.251
(1.306.463)
19.228.694
10.126.136
5.470.500
(1.008.730)
14.587.906
PENERUSAN PINJAMAN
25.
1 Januari/
January 1,
2011
8.297.478
2.589.495
(760.837)
10.126.136
TWO-STEP LOANS
This account represents overseas, collateral-free
loans of the Government of the Republic of
Indonesia which are re-loaned to the Company
to finance its projects. The details of two-step
loans are as follows :
- 61 -
422
DEFERRED REVENUE
Jumlah/
Amount
Periode/
Period **)
Tahun/Year
30.530
30.530
IBRD + APRS + 1%
1994 - 2013
380.408
379.308
387.350
838.708
112.582
8.380
19.862
183.405
151.723
129.117
83.012
-
197.003
227.585
258.233
755.696
112.582
8.380
19.862
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
1995 - 2014
1995 - 2015
1996 - 2015
2004 - 2023
2010 - 2034
2011 - 2034
2012 - 2035
298.066
119.451
36.700
63.989
29.863
36.700
234.078
89.588
-
ADB + 2,75%
ADB + 3,75%
ADB + APRS + 1%
1991 - 2016
1991 - 2016
1994 - 2013
308.782
364.169
1.151.067
738.154
14.266
146.864
109.756
35.589
22.823
-
161.918
254.413
1.115.478
715.331
14.266
ADB + 0,5%
ADB + 0,5%
ADB + 0,5%
ADB + 0,5%
ADB + 0,5%
1996 - 2014
1995 - 2015
2004 - 2027
2004 - 2027
2010 - 2035
3.839
14.185
20.469
3.419
3.839
9.457
13.646
2.279
4.728
6.823
1.140
7,2% + APRS + 1%
6,8% + APRS + 1%
7,2% + APRS + 1%
6,9% + APRS + 1%
1993 - 2013
1993 - 2014
1993 - 2014
1993 - 2014
8.655.550
11.999.742
12.954.647
110.877
153.715
165.947
13.860
38.429
30.172
97.017
115.286
135.775
1996 - 2020
2002 - 2016
2003 - 2018
9.893.078
95.666
21.259
74.407
4,75% + 0,5%
2004 - 2017
53.309.559.742
16.189.598.046
55.356.557.847
4.517.356.107
1.626.865.918
746.107.733
10.188.305.225
529.071.189
14.763.270.256
677.399.208
6.725.524.842
855.587.272
7.696.715.524
5.793.720.599
2.800.537.104
189.997.240
3.653.833.948
216.084.710
746.544.286
1.089.695.794
2.656.340.222
5.968.901
1.812.697
6.198.097
505.794
182.155
83.539
1.140.752
59.238
1.652.996
75.846
753.035
95.797
861.777
648.704
313.567
21.273
409.108
24.194
83.588
122.010
297.422
145.583
44.212
28.024
13.923
207.409
118.173
81.702
53.030
18.246
58.866
5.823.318
1.768.485
6.198.097
505.794
154.131
69.616
933.342
59.238
1.652.996
75.846
753.035
95.797
743.604
567.002
260.537
21.273
409.108
24.194
83.588
103.764
238.556
1,8% + 0,5%
1,8% + 0,5%
1,3% + 0,5%
0,75% + 0,5%
4% + 0,5%
4,02% + 0,5 %
4,47%+0,5%
0,75% + 0,5%
0,75% + 0,5%
0,75% + 0,5%
1,8%
1,25%
4,46%
4,03%
3,95%
2,00%
1,25%
2,00%
0,012%
3,96%
3,79%
2004 - 2033
2004 - 2033
2004 - 2034
2004 - 2044
2004 - 2019
2005 - 2018
2005 - 2018
2005 - 2044
2005 - 2045
2005 - 2045
2007 - 2037
2006 - 2047
2008 - 2020
2008 - 2020
2008 - 2018
2009 - 2037
2009 - 2047
2009 - 2037
2010 - 2039
2010 - 2020
2010 - 2020
119.491
10.289
14.936
1.372
104.555
8.917
SBI + 1%
SBI + 1%
1995 - 2020
1995 - 2020
10.121.163
157.676
15.767
141.909
3,343% + 0,5%
1998 - 2022
22.385.703
9.545.875
38.571.281
4.026.062
286.758
122.281
494.093
51.573
51.444
22.233
65.863
8.595
235.314
100.048
428.230
42.978
5,26% - 6,39%
4,76% + 0,5%
4,46% + 0,5%
5,32% + 0,5%
2002 - 2018
2004 - 2018
2006 - 2020
2004 - 2018
111.449.637
3.449.072
13.704.185
1.406.855
2.259.177
1.077.718
33.353
137.390
18.022
28.940
29.603.974
179.620
6.064
14.462
4.005
2.309.841
898.098
27.288
122.928
14.017
28.940
27.294.132
3% + 0,5%
4,81% + 0,5%
3,5% + 0,5%
4,82% + 0,5%
0% + 0,5%
2003 - 2018
2005 - 2018
1997 - 2022
2005 - 2017
2005 - 2033
39.338.952
39.225.211
40.056.843
86.732.971
11.642.362
866.596
2.053.967
31.931.944
37.659.654
119.034.861
76.334.458
1.475.298
423
Jumlah/
Amount
Bagian
jangka
panjang/
Long-term
portion
Periode/
Period **)
Tahun/Year
103.468
58.935
103.468
28.405
30.530
1992 - 2012
1994 - 2013
56.999.893
54.915.295
53.409.124
95.073.558
516.875
497.972
484.314
862.127
160.149
142.278
121.078
76.455
356.726
355.694
363.235
785.672
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
1995 - 2014
1995 - 2015
1996 - 2015
2004 - 2023
356.106
149.313
132.313
69.988
58.040
29.863
132.313
69.988
298.066
119.450
-
ADB + 2,75%
ADB + 3,75%
ADB + APRS+ 1%
ADB + APRS+ 1%
1991 - 2016
1991 - 2016
1993 - 2012
1994 - 2013
414.477
434.850
1.004.076
647.992
124.918
93.353
27.258
17.591
289.559
341.498
976.818
630.400
ADB + 0,5%
ADB + 0,5%
ADB + 0,5%
ADB + 0,5%
1996 - 2014
1995 - 2015
2004 - 2027
2004 - 2027
9.975
7.679
23.642
34.115
5.698
9.975
3.839
9.457
13.646
2.279
3.840
14.185
20.469
3.419
9%
7,2% + APRS + 1%
6,8% + APRS + 1%
7,2% + APRS + 1%
6,9% + APRS + 1%
1991 - 2012
1993 - 2013
1993 - 2014
1993 - 2014
1993 - 2014
15.310.038
9.737.490
14.999.677
179.724
114.308
176.081
27.650
12.701
35.216
152.074
101.607
140.865
4,86% + 0,5%
1,25% - 2,5% dan/and KFW + 0,5%
4,43+0,5 dan/and KFW + 0,5%
2003 - 2018
1996 - 2020
2002 - 2016
12.091.540
109.646
19.936
89.710
4,75% + 0,5%
2004 - 2017
51.115.098.684
15.427.280.771
51.950.313.812
4.517.356.107
1.877.152.982
870.459.023
12.040.724.355
529.071.189
8.817.055.575
677.399.208
2.882.192.635
674.473.888
8.752.141.524
6.185.646.260
2.995.777.249
150.524.230
2.403.734.456
140.696.705
520.949.802
7.687.217
20.602.249
5.970.408
1.801.956
6.067.963
527.642
219.257
101.672
1.406.395
61.797
1.029.860
79.122
336.649
78.781
1.022.278
722.503
349.916
17.582
280.764
16.434
60.849
898
2.406
29.234
14.525
216.369
123.277
110.330
55.321
56
150
5.970.408
1.801.956
6.067.963
527.642
190.023
87.148
1.190.027
61.797
1.029.860
79.122
336.649
78.781
899.001
612.173
294.596
17.582
280.764
16.434
60.849
842
2.256
1,8% + 0,5%
1,8% + 0,5%
1,3% + 0,5%
0,75% + 0,5%
4% + 0,5%
4,02% + 0,5 %
4,47%+0,5%
0,75% + 0,5%
0,75% + 0,5%
0,75% + 0,5%
1,8%
1,25%
4,46%
4,03%
3,95%
2,00%
1,25%
2,00%
0,012%
3,96%
3,79%
2004 - 2033
2004 - 2033
2004 - 2034
2004 - 2044
2004 - 2019
2005 - 2018
2005 - 2018
2005 - 2044
2005 - 2045
2005 - 2045
2007 - 2037
2006 - 2047
2008 - 2020
2008 - 2020
2008 - 2018
2009 - 2037
2009 - 2047
2009 - 2037
2010 - 2039
2010 - 2020
2010 - 2020
134.428
11.661
14.936
1.372
119.491
10.289
SBI + 1%
SBI + 1%
1995 - 2020
1995 - 2020
11.133.279
155.524
14.139
141.385
3,343% + 0,5%
1998 - 2022
26.401.651
11.281.488
4.697.072
43.703.419
309.929
132.433
55.139
513.034
47.143
20.374
7.877
60.357
262.786
112.059
47.262
452.677
5,26% - 6,39%
4,76% + 0,5%
5,32% + 0,5%
4,46% + 0,5%
2002 - 2018
2004 - 2018
2004 - 2018
2006 - 2020
527.491
284.350
6.192
3.338
6.192
3.338
3.5 + 0.5 %
3.5 + 0.5 %
1995 - 2012
1996 - 2012
130.024.577
55.833
4.076.176
15.146.731
1.719.490
2.259.177
1.179.063
506
36.963
139.391
20.185
26.520
29.273.112
168.438
506
5.687
13.275
3.670
2.236.422
3% + 0,5%
8%+0.5%
4,81% + 0,5%
3,5% + 0,5%
4,82% + 0,5%
0% + 0,5%
2003 - 2018
2004 - 2012
2005 - 2018
1997 - 2022
2005 - 2017
2005 - 2033
45.707.603
47.954.395
110.727.407
71.459.162
- 63 -
424
Bagian jatuh
tempo dalam
satu tahun/
Current
maturities
1.010.625
31.276
126.115
16.515
26.520
27.036.690
Jumlah/
Amount
1 Januari/January 1, 2011
Bagian jatuh
Bagian
tempo dalam
jangka
satu tahun/
panjang/
Current
Long-term
maturities
portion
Periode/
Period **)
Tahun/Year
39.185
199.376
85.340
39.185
95.908
26.405
103.468
58.935
IBRD+3,25%
IBRD + APRS+ 0,75%
IBRD + APRS+ 1%
1991 - 2011
1992 - 2012
1994 - 2013
660.343
634.813
600.252
944.897
147.857
70.535
120.050
74.515
512.486
564.278
480.201
870.382
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
IBRD + 0,5%
1995 - 2014
1995 - 2015
1996 - 2015
2004 - 2023
408.750
179.175
252.325
209.964
52.644
29.863
120.012
139.976
356.106
149.313
132.313
69.988
ADB + 2,75%
ADB + 3,75%
ADB + APRS+ 1%
ADB + APRS+ 1%
1991 - 2016
1991 - 2016
1993 - 2012
1994 - 2013
523.298
515.114
661.326
304.304
112.341
83.956
13.808
7.321
410.957
431.158
647.518
296.983
ADB + 0,5%
ADB + 0,5%
ADB + 0,5%
ADB + 0,5%
1996 - 2014
1995 - 2015
2004 - 2027
2004 - 2027
47.760
4.535
29.925
11.517
7.978
33.099
13.646
4.535
19.950
3.839
2.279
9.457
34.115
9.975
7.678
5.698
23.642
7,2% + APRS + 1%
9%
9%
7,2% + APRS + 1%
6,9% + APRS + 1%
6,8% + APRS + 1%
1993 - 2014
1991 - 2011
1991 - 2012
1993 - 2013
1993 - 2014
1993 - 2014
17.665.428
10.819.437
17.999.613
211.204
129.355
215.200
28.161
12.935
35.867
183.044
116.419
179.333
4,86% + 0,5%
1,25% - 2,5% dan/and KFW + 0,5%
4,43+0,5 dan/and KFW + 0,5%
2003 - 2018
1996 - 2020
2002 - 2016
14.290.001
128.481
19.766
108.715
4,75% + 0,5%
2004 - 2017
33.386.911.291
4.495.666.683
13.893.735.565
2.127.530.711
994.810.313
47.502.706.871
14.153.556.069
473.160.391
2.580.522.318
677.428.077
372.654.428
4.203.578.520
83.200.939
885.388.230
491.792.197
6.866.973.276
1.494.714.476
74.079.128
3.682.242
495.827
1.532.340
234.645
109.718
5.239.074
1.560.996
52.185
284.606
74.714
41.100
463.613
9.176
97.649
54.240
757.358
164.852
8.170
204.312
27.605
13.715
80.483
36.228
19.242
-
3.682.242
495.827
1.328.028
207.040
96.003
5.239.074
1.560.996
52.185
284.606
74.714
41.100
383.130
9.176
97.649
54.240
721.130
145.610
8.170
1,3% + 0,5%
0,75% + 0,5%
4,47%+0,5%
4% + 0,5%
4,02% + 0,5 %
1,8% + 0,5%
1,8% + 0,5%
0,75% + 0,5%
0,75% + 0,5%
0,75% + 0,5%
1,8%
4,03%
2,00%
1,25%
1,25%
4,46%
3,95%
2,00%
2004 - 2034
2004 - 2044
2005 - 2018
2004 - 2019
2005 - 2018
2004 - 2033
2004 - 2033
2005 - 2044
2005 - 2045
2005 - 2045
2007 - 2037
2008 - 2020
2009 - 2037
2009 - 2047
2006 - 2047
2008 - 2020
2008 - 2018
2009 - 2037
8.054.616
72.419
72.419
LIBOR + 0,5%
2005 - 2011
149.364
13.032
14.936
1.372
134.428
11.661
SBI + 1%
SBI + 1%
1995 - 2020
1995 - 2020
12.145.395
168.746
14.062
154.683
3,343% + 0,5%
1998 - 2022
30.403.883
13.017.102
5.368.083
41.689.960
363.502
155.630
64.180
498.436
47.812
20.751
8.022
52.467
315.691
134.879
56.157
445.969
5,26% - 6,39%
4,76% + 0,5%
5,32% + 0,5%
4,46% + 0,5%
2002 - 2018
2004 - 2018
2004 - 2018
2006 - 2020
1.582.464
853.047
18.920
10.199
12.613
6.799
6.307
3.400
3.5 + 0.5 %
3.5 + 0.5 %
1995 - 2012
1996 - 2012
136.856.129
167.498
4.703.280
16.589.276
2.032.125
2.259.177
1.230.473
1.506
42.287
151.668
24.296
27.010
24.891.690
146.874
1.004
5.638
13.188
3.738
2.088.093
1.083.599
502
36.649
138.479
20.558
27.010
22.803.597
3% + 0,5%
8%+0.5%
4,81% + 0,5%
3,5% + 0,5%
4,82% + 0,5%
0% + 0,5%
2003 - 2018
2004 - 2012
2005 - 2018
1997 - 2022
2005 - 2017
2005 - 2033
73.444.895
70.605.380
66.761.405
105.093.670
58.202.455
57.292.201
73.554.236
33.845.398
425
1 Januari/January 1, 2011
Dalam mata
uang asing/
In foreign
Ekuivalen Rp/
currencies *)
Rp equivalent
611.144.904
190.328.672.812
111.804.893
30.513.537
682.494.562
172.556.337.921
130.921.343
32.522.530
US$
JPY
EUR
Lain-lain **)
Jumlah
*)
**)
26.
5.909.771
21.310.492
1.432.205
295.066
28.947.535
6.188.861
20.155.132
1.536.884
294.915
28.175.792
426
26.
GOVERNMENT LOANS
1 Januari /
January 1,
2011
2.168.501
4.194.689
6.363.190
2.360.733
2.360.733
334.010
346.372
344.065
8.707.826
6.016.818
2.016.668
US$
JPY
EUR
Others **)
Total
In full amount
Two-step loans denominated in other foreign
currencies are presented as US$ equivalents
using the exchange rates prevailing at reporting
date
1.969.249
7.072.587
9.041.836
- 65 -
6.319.515
14.862.489
1.717.948
320.413
23.220.365
*)
**)
31 Desember/ 31 Desember/
December 31, December 31,
2012
2011
Rekening Dana Investasi
No. RDI-393/DP3/2001
Pusat Investasi Pemerintah
Jumlah
Dikurangi bagian jatuh tempo dalam
satu tahun
702.871.164
134.763.884.331
143.691.678
35.637.117
2.350.341
40.217
(421.309)
1.969.249
2.644.134
45.244
(520.877)
2.168.501
Account
No.
RDI-
1 Januari /
January 1,
2011
2.937.927
50.271
(627.465)
2.360.733
Principal
Accrued interest
Fair value difference - net
Total
31 Desember/ 31 Desember/
December 31, December 31,
2012
2011
Pokok pinjaman
Bunga masih harus dibayar
Perbedaan nilai wajar - bersih
Jumlah
2011
7.500.000
(41.351)
(386.062)
7.072.587
4.499.977
(27.000)
7.335
(285.623)
4.194.689
Principal
Unamortized transaction cost
Accrued interest
Fair value difference - net
Total
427
27.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
Dibayarkan:
Dalam satu tahun
Pada tahun kedua
Pada tahun ketiga
Pada tahun keempat
Setelah lima tahun
293.793
293.793
293.793
293.793
8.675.169
293.793
293.793
293.793
293.793
5.968.939
293.793
293.793
293.793
293.793
1.762.755
Payable to:
Within one year
In the second year
In the third year
In the fourth year
After five years
Jumlah
9.850.341
7.144.111
2.937.927
Total
27.
1 Januari /
January 1,
2011
LEASE LIABILITIES
Pembayaran
minimum
atas utang sewa
pembiayaan tersebut pada tanggal 31 Desember
2012 dan 2011 dan 1 Januari 2011 adalah
sebagai berikut:
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011 *)
1 Januari /
January 1,
2011 *)
a. By due date
14.448.606
11.180.201
86.639.804
252.381.736
60.165.696
187.150.602
46.772.025
166.455.854
359.420.172
248.111.111
261.764.904
181.270.507
224.408.080
161.100.481
111.309.061
80.494.397
63.307.599
3.699.829
107.609.232
2.803.911
77.690.486
1.901.397
61.406.202
*) As restated - Note 58
- 67 -
428
20.398.632
31 Desember/
December 31,
2011 *)
1 Januari /
January 1,
2011 *)
b. Berdasarkan lessor:
Nilai tunai pembayaran minimum
sewa pembiayaan masa datang
Pihak berelasi
PT Sumber Segara Primadaya US$
PT Bajradaya Sentranusa Asahan US$
PT Tanjung Kasam Power Rupiah
PT Dalle Energy Batam - Rupiah
PT Wijaya Karya - Navigat Rupiah
PT Pertamina Geothermal Energi
(The Kamojang) - US$
PT Wijaya Karya - Mirlindo Pandu
Kencana
US$
Rupiah
PT Mitra Energi Batam - Rupiah
Jumlah pihak berelasi
Pihak ketiga
PT Central Java Power - JPY
PT Paiton Energy - US$
PT Jawa Power - US$
PT Cirebon Electric Power US$
Lain-lain (masing-masing
dibawah 5% dari jumlah)
Jumlah pihak ketiga
Nilai tunai pembayaran minimum
sewa pembiayaan masa datang
Dikurangi bagian jatuh tempo dalam
satu tahun
Bagian jangka panjang
b. By lessor
5.168.889
4.851.246
3.367.260
3.166.941
1.212.730
752.967
859.683
724.902
4.814.180
917.563
-
687.991
651.655
647.660
289.417
157.091
144.549
12.505.796
298.330
171.326
152.147
10.151.328
173.913
6.553.316
33.137.439
27.388.273
15.598.248
26.041.923
17.311.869
14.723.451
15.575.256
17.187.171
14.678.216
6.044.132
16.635.173
98.803.265
12.265.826
70.343.069
9.313.640
56.754.283
111.309.061
80.494.397
63.307.599
3.699.829
2.803.911
1.901.397
107.609.232
77.690.486
61.406.202
429
- 69 -
430
431
Jumlah
Biaya transaksi belum diamortisasi
Jumlah bersih
Dikurangi bagian jatuh tempo dalam satu tahun
Pihak berelasi (Catatan 54)
Bank Rakyat Indonesia
Bank Negara Indonesia
Pertamina - Surat Utang Jangka Menengah
Bank DKI
Bank Mandiri
Jumlah pihak berelasi
Pihak ketiga
Bank of China Limited
The Export-Import Bank of China
Bank Mega
Barclays Bank Plc and China
Development Bank
Bank Central Asia
Bank Bukopin
Jumlah pihak ketiga
Jumlah bagian jatuh tempo dalam satu tahun
Bagian jangka panjang
31 Desember/
December 31,
2011
1 Januari/
January 1,
2011
Loans related to fast track program
Related parties (Note 54)
Bank Negara Indonesia
Bank Rakyat Indonesia
Bank Mandiri
Bank DKI
Total related parties
5.653.648
5.097.520
3.481.999
2.245.573
16.478.740
4.964.847
3.504.943
3.321.681
1.330.180
13.121.651
12.312.991
11.078.074
10.685.374
10.105.846
8.446.015
7.698.835
7.461.219
4.004.298
2.404.253
1.312.764
38.573.599
4.031.165
3.422.648
2.044.944
1.190.053
31.480.030
2.350.910
2.542.366
1.630.936
1.098.268
23.767.330
Third parties
The Export-Import Bank of China
Bank of China Limited
Barclays Bank Plc and China
Development Bank
Bank Mega
Bank Bukopin
Bank Central Asia
Total third parties
54.746.888
47.958.770
36.888.981
Subtotal
7.000.000
1.024.656
2.000.000
416.500
1.249.900
1.000.000
9.024.656
2.000.000
4.416.500
3.000.000
4.249.900
534
6.485
11.680
9.025.190
4.422.985
4.261.580
63.772.078
(1.692.055)
62.080.023
52.381.755
(1.683.912)
50.697.843
41.150.561
(1.406.706)
39.743.855
1.023.931
1.014.233
1.000.000
676.000
646.356
4.360.520
714.870
635.463
1.000.000
240.597
273.069
2.863.999
833.400
532.424
1.000.000
242.503
2.608.327
1.277.457
727.265
498.722
677.645
431.952
103.417
210.333
148.792
386.932
378.402
179.046
3.447.824
7.808.344
237.400
169.793
210.446
1.830.653
4.694.652
221.308
149.539
5.194
735.166
3.343.493
54.271.679
46.003.191
36.400.362
- 71 -
432
5.405.148
5.391.743
3.283.135
2.093.263
16.173.289
Pihak ketiga
Bank Bukopin
Sub jumlah
28.
No.
Fasilitas maksimum/
Maximum facility
US$ *)
Rp *)
Tingkat bunga
per tahun/
Interest rate
per annum
Premi
Asuransi/
Insurance
Premium
US$ *)
Tanggal
jatuh tempo/
Date of
maturity **)
592
0,785% + LIBOR
6 bulanan/
6 months
55
27 Mei 2021/
May 27, 2021
331
0,84% + LIBOR
6 bulanan/
6 months
32
30 Januari 2023/
January 30, 2023
284
0,84% + LIBOR
6 bulanan/
6 months
262
3,25% + LIBOR
6 bulanan/
6 months
3 Desember 2021/
December 3, 2021
Bank DKI/
PLTU Naganraya
PLTU 2 Nusa Tenggara Timur/East Nusa Tenggara
PLTU 1 Nusa Tenggara Barat/West Nusa Tenggara
PLTU Sumatera Barat/West Sumatera
PLTU 2 Kalimantan Barat/West Kalimantan
PLTU 4 Bangka Belitung
PLTU Maluku Utara/North Maluku
PLTU Sulawesi Tenggara/Southeast Sulawesi
PLTU 1 Nusa Tenggara Timur/East Nusa Tenggara
PLTU 2 Sulawesi Utara/North Sulawesi
PLTU Gorontalo
PLTU 2 Nusa Tenggara Barat/West Nusa Tenggara
PLTU 1 Kalimantan Tengah/Central Kalimantan
Jumlah dipindahkan/Total carry forward
1% + JIBOR
3 bulanan/
3 months
24 April 2019/
April 24, 2019
*)
**)
1.469
2.741.298
4.732.000
7.473.298
0,825% + JIBOR
3 bulanan/
3 months
23 Juli 2018/
July 23, 2018
27
30 Januari 2023/
January 30, 2023
114
433
No.
Fasilitas maksimum/
Maximum facility
US$ *)
Rp *)
1.469
7.473.298
Tingkat bunga
per tahun/
Interest rate
per annum
Premi
Asuransi/
Insurance
Premium
US$ *)
Tanggal
jatuh tempo/
Date of
maturity **)
114
2.074.739
1% + JIBOR
3 bulanan/
3 months
30 Januari 2019/
January 30, 2019
1.911.480
1,11% + JIBOR
3 bulanan/
3 months
23 Maret 2018/
March 23, 2018
Bank Mega/
PLTU 2 Pelabuhan Ratu, Jawa Barat/West Java
1.874.315
1,10% + JIBOR
6 bulanan/
6 months
29 Juli 2018/
July 29, 2018
10
Bank Bukopin/
PLTU 3 Teluk Naga, Banten
1.606.612
0,71% + JIBOR
6 bulanan/
6 months
29 Juli 2021/
July 29, 2021
11
Bank Mega/
PLTU 2 Nusa Tenggara Barat/West Nusa Tenggara
PLTU Gorontalo
PLTU 2 Manado, Sulawesi Utara/North Sulawesi
PLTU Tanjung Balai Karimun, Kepulauan Riau/Riau
Island
PLTU 1 Ende, Nusa Tenggara Timur/East Nusa
Tenggara
PLTU Sulawesi Tenggara/Southeast Sulawesi
PLTU 1 Kalimantan Tengah/Central Kalimantan
1.498.513
1,10% + JIBOR
6 bulanan/
6 months
29 Juli 2018/
July 29, 2018
12
1.272.914
1,10% + JIBOR
3 bulanan/
3 months
23 Pebruari 2018/
February 23, 2018
13
Bank Mega/
PLTU Lampung, Lampung
PLTU Sumatera Utara/North Sumatera , Medan
1.240.661
1,10% + JIBOR
6 bulanan/
6 months
29 Juli 2018/
July 29, 2018
14
1.188.548
1,12% + JIBOR
3 bulanan/
3 months
18 April 2018/
April 18, 2018
15
1.151.005
1% + JIBOR
3 bulanan/
3 months
30 Januari 2019/
January 30, 2019
16
Bank Bukopin/
PLTU 1 Pacitan, Jawa Timur/East Java
1.045.924
0,71% + JIBOR
6 bulanan/
6 months
29 Juli 2021/
July 29, 2021
1.469
22.338.009
*)
**)
- 73 -
434
114
No.
Fasilitas maksimum/
Maximum facility
US$ *)
Rp *)
1.469
Tingkat bunga
per tahun/
Interest rate
per annum
Premi
Asuransi/
Insurance
Premium
US$ *)
22.338.009
Tanggal
jatuh tempo/
Date of
maturity **)
114
17
Bank Mega/
PLTU 1 Suralaya, Banten
735.387
1,10% + JIBOR
6 bulanan/
6 months
18 April 2018/
April 18, 2018
18
Bank Mega/
PLTU 2 Jawa Timur/East Java, Paiton
600.635
1,10% + JIBOR
6 bulanan/
6 months
18 April 2018/
April 18, 2018
19
606
2,8% + LIBOR
6 bulanan/
6 months
56
4 Mei 2024/
May 4, 2024
20
455
2,30% + LIBOR
6 bulanan/
6 months
46
4 Mei 2022/
May 4, 2022
21
22
293
23
24
25
1.155.352
1% + JIBOR
3 bulanan/
3 months
30 Januari 2019/
January 30, 2019
2,8% + LIBOR
6 bulanan/
6 months
29 17 Juli 2024/
July 17, 2024
3.941.772
1,5% + JIBOR
3 bulanan/
3 months
34 14 Oktober 2019/
October 14, 2019
2.613.012
1,5% + JIBOR
3 bulanan/
3 months
14 Desember 2019/
December 14, 2019
327.195
1,5% + JIBOR
3 bulanan/
3 months
14 Desember 2019/
December 14, 2019
**)
2.823
31.711.362
279
435
No.
Fasilitas maksimum/
Maximum facility
US$ *)
Rp *)
2.823
Tingkat bunga
per tahun/
Interest rate
per annum
Premi
Asuransi/
Insurance
Premium
US$ *)
31.711.362
Tanggal
jatuh tempo/
Date of
maturity **)
279
26
625
3,85% + LIBOR
6 bulanan/
6 months
14 Oktober 2022/
October 14, 2022
27
138
3,85% + LIBOR
6 bulanan/
6 months
14 Oktober 2022/
October 14, 2022
28
Bank of China/
PLTU Tanjung Awar-Awar
372
2,30% + LIBOR
6 bulanan/
6 months
14 Desember 2022/
December 14, 2022
1,50% + JIBOR
14 Desember 2019/
29
1.930.063
3 bulanan/
3 months
1.507.851
1,50% + JIBOR
3 bulanan/
3 months
14 Desember 2019/
December 14, 2019
31
1.067.684
1,05% + JIBOR
3 bulanan/
3 months
27 Desember 2020/
December 27, 2020
Jumlah/Total
*)
**)
3.958
279
Bank Mandiri
Bank Mandiri
- 75 -
436
36.216.960
Bank Bukopin
Bank Bukopin
437
31 Desember/
December 31,
2011
Obligasi Rupiah
Obligasi PLN XII Tahun 2010
Sukuk Ijarah PLN V Tahun 2010
Obligasi PLN XI Tahun 2010
Sukuk Ijarah PLN IV Tahun 2010
Obligasi PLN X Tahun 2009
Sukuk Ijarah PLN III Tahun 2009
Obligasi PLN IX Tahun 2007
Sukuk Ijarah PLN II Tahun 2007
Obligasi PLN VIII Tahun 2006
Obligasi Syariah Ijarah PLN I Tahun 2006
Obligasi PLN VII Tahun 2004
2.500.000
500.000
2.703.000
297.000
1.015.000
293.000
2.700.000
300.000
2.200.100
200.000
1.500.000
2.500.000
500.000
2.703.000
297.000
1.440.000
760.000
2.700.000
300.000
2.200.100
200.000
1.500.000
9.670.000
9.670.000
9.068.000
19.340.000
9.670.000
5.318.500
67.876.600
(625.623)
18.136.000
9.068.000
4.987.400
56.359.500
(451.112)
17.982.000
8.991.000
8.991.000
51.064.100
(362.105)
Jumlah
67.250.977
55.908.388
50.701.995
Total
4.045.950
46.656.045
50.701.995
67.250.977
67.250.977
55.908.388
55.908.388
- 77 -
438
1 Januari/
January 1,
2011
2.500.000
500.000
2.703.000
297.000
1.440.000
760.000
2.700.000
300.000
2.200.100
200.000
1.500.000
-
Rupiah Bonds
PLN XII Bonds Year 2010
Sukuk Ijarah PLN V Year 2010
PLN XI Bonds Year 2010
Sukuk Ijarah PLN IV Year 2010
PLN X Bonds Year 2009
Sukuk Ijarah PLN III Year 2009
PLN IX Bonds Year 2007
Sukuk Ijarah PLN II Year 2007
PLN VIII Bonds Year 2006
Syariah Ijarah PLN I Bonds Year 2006
PLN VII Bonds Year 2004
Global Medium Term Notes - US$
Issued in 2012
Issued in 2011
Obligasi Rupiah
Rupiah Bonds
Tingkat
bunga/
Interest rate
645.000
1.855.000
9,7%
10,4%
160.000
340.000
920.000
1.783.000
11,95%
12,55%
130.000
167.000
1.015.000
14,75%
293.000
1.500.000
1.200.000
300.000
10,4%
10,9%
-
1.335.100
865.000
200.000
13,60%
13,75%
-
1.500.000
14.208.100
12,25%
Pokok/
Principal
Obligasi PLN XII Tahun 2010
Seri A
Seri B
Sukuk Ijarah PLN V Tahun 2010
Seri A
Seri B
Obligasi PLN XI Tahun 2010
Seri A
Seri B
Sukuk Ijarah PLN IV Tahun 2010
Seri A
Seri B
Obligasi PLN X Tahun 2009
Seri A
Sukuk Ijarah PLN III Tahun 2009
Seri A
Obligasi PLN IX Tahun 2007
Seri A
Seri B
Sukuk Ijarah PLN II Tahun 2007
Obligasi PLN VIII Tahun 2006
Seri A
Seri B
Obligasi Syariah Ijarah PLN I
Tahun 2006
Obligasi PLN VII Tahun 2004
Jumlah
439
- 79 -
440
441
- 81 -
442
443
Perusahaan
tidak
disyaratkan
untuk
membentuk penyisihan dana pelunasan
obligasi.
Perusahaan
memenuhi
pembatasanpembatasan yang ditentukan dalam perjanjian
Wali Amanat masing-masing obligasi.
- 83 -
444
Pokok/
Principal *)
US$
Harga
penerbitan/
Issuing price
24 Oktober 2042/
October 24, 2042
5,25%
1.000.000.000
99,054%
22 Nopember 2021/
November 22, 2021
5,5%
20 Januari 2020/
January 20, 2020
7 Agustus 2019/
August 7, 2019
7,750%
28 Juni 2017/
June 28, 2017
29 Juni 2037/
June 29, 2037
7,250%
Issued in 2007
Due in 2017
7,875%
Due in 2037
17 Oktober 2016/
October 17, 2016
7,75%
1.250.000.000
99,152%
750.000.000
99,155%
2.000.000.000
99,127%
500.000.000
98,586%
Sub jumlah
Jumlah
98,514%
500.000.000
Tingkat
bunga/
Interest rate
1.000.000.000
Sub jumlah
Tanggal jatuh
tempo/
Maturity date
1.000.000.000
550.000.000
98,976%
550.000.000
5.550.000.000
Issued in 2011
Due in 2021
Guaranteed Notes
Issued in 2009
Due in 2020
8,000%
Due in 2019
Subtotal
Subtotal
Issued in 2006
Due in 2016
Subtotal
Total
445
Obligasi Terjamin
Guaranteed Notes
Issued in 2009
Issued in 2007
Issued in 2006
- 85 -
446
30.
30.
a.
a.
Berdasarkan pemasok
31 Desember/
December 31,
2012
PT Paiton Energy (US$ 598.568.336
tahun 2012, US$ 617.274.032
tahun 2011 dan
US$ 635.102.637 tahun 2010)
Dikurangi bagian yang jatuh tempo
dalam satu tahun
Bagian jangka panjang
31 Desember/
December 31,
2011 *)
By creditor
1 Januari/
January 1,
2011 *)
5.788.156
5.597.441
5.710.208
206.013
184.130
174.006
5.582.143
5.413.311
5.536.202
447
Dibayarkan:
Dalam satu tahun
Pada tahun kedua
Pada tahun ketiga
Pada tahun keempat
Setelah lima tahun
Jumlah pembayaran
b.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011 *)
15.469
190.544
199.918
209.753
5.172.472
5.788.156
13.826
170.303
178.682
187.472
5.047.158
5.597.441
13.066
160.940
168.857
177.164
5.190.181
5.710.208
*) As restated - Note 58
Pemerintah Daerah
PT Mitra Energy Batam
PT Dalle Energy Batam
Yayasan Pendidikan dan
Kesejahteraan - PLN
Jumlah
Dikurangi bagian jangka panjang
Bagian jangka pendek
31.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
737.581
7.867
5.881
661.953
9.174
6.248
559.052
10.266
7.844
751.329
9.675
741.654
677.375
13.991
663.384
316
577.478
577.478
1 Januari/
January 1,
2011
Local Government
PT Mitra Energy Batam
PT Dalle Energy Batam
Yayasan Pendidikan dan
Kesejahteraan - PLN
Total
Less long-term portion
Current portion
Pemerintah Daerah
Local Government
- 87 -
448
Payable in:
Within one year
In the second year
In the third year
In the fourth year
Aftar five years
Total payments
UTANG USAHA
32.
Berdasarkan pemasok
a.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011 *)
By creditor
1 Januari/
January 1,
2011 *)
161.406
3.080
16.289
-
85.129
-
24.846
18.602
6.225
19.810
17.989
5.956
2.622
45.745
12.908
3.320
1.736
2.724
2.755
14.581
872
10.134
9.338
12.783
96.071
8.468
5.779
11.607
60.056
-
11.749.757
1.246.597
12.668.900
240.256
4.216.157
291.093
1.017.158
768.398
530.808
67.984
339.941
37.625
98.503
61.621
175.117
2.852
47.569
130.342
239.027
46.295
40.777
14.894.376
14.070.569
5.712.663
998.157
110.302
317.591
-
589.280
80.557
660.972
51.284
109
148.017
200.675
450.736
7.106
173.269
69.820
165.489
485.461
20.662
159.079
122.090
156.829
1.152.558
204.471
3.526.545
415.393
268.921
1.868.325
145.323
222.847
1.982.128
6.572.179
694.782
67.237
487
7.334.685
5.571.770
402.574
32.968
6.007.312
10.861.230
7.875.637
25.755.606
21.946.206
3.086.541
586.762
32.889
7.072
3.268
3.716.532
5.698.660
449
Berdasarkan umur
b.
1 - 180 hari
181 - 360 hari
Lebih dari 360 hari
Jumlah
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011 *)
24.888.058
823.563
43.985
25.755.606
21.719.472
80.865
145.869
21.946.206
By age category
1 Januari/
January 1,
2011 *)
10.775.922
192.660
442.741
11.411.323
*) As restated - Note 58
*)
33.
323.623.520
5.248.831
4.342.359
-
3.129.439
67.237
486
3.197.162
171.864.138
2.808.420
-
*)
UTANG LAIN-LAIN
33.
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
211.543.543
2.750.885
64.291.044
363.436
1.901.988
32.889
7.072
3.268
1.945.217
US$
EUR
JPY
Others
Total
In full amount
OTHER PAYABLES
1 Januari/
January 1,
2011
11.807.184
8.687.076
6.983.210
2.644.865
2.960.686
4.731.146
129.789
543.346
99.893
241.918
296.820
80.955
196.880
402
235.805
148.983
2.257
403.673
15.811.756
153.530
144.131
2.107
177.166
151.298
2.038
301.437
13.266.105
196.508
65.847
73.365
260.690
3.203
325.757
12.624.066
1.368
15.658.226
13.069.597
12.622.698
Current portion
- 89 -
450
1.558.464
32.968
1.591.432
1 - 180 days
181 - 360 days
More than 360 days
Total
34.
Karyawan
Employees
Koperasi karyawan
Employee cooperative
UTANG PAJAK
35.
31 Desember/
December 31,
2011
417.825
491.662
302.044
57.845
99
28.350
171.916
424.678
30
10.467
51.460
69
53.684
115.742
13.173
184.673
3.997
6.155
59.204
1.437
152.577
286.211
64.292
4.997
34.894
1.146.104
34.894
955.509
34.894
905.656
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011 *)
1 Januari/
January 1,
2011
35.
ACCRUED EXPENSES
1 Januari/
January 1,
2011 *)
Interest and financing charges
Related parties
Trade accounts payable on purchases
351.387
of fuel (Note 54)
36.181
68.646
211.954
264.493
512.628
142.976
263.378
475.000
89.220
271.932
712.539
331.083
1.207.459
2.087.798
41.077
3.667.417
278.630
1.093.305
1.295.228
35.911
2.703.074
233.708
1.094.469
1.390.297
38.830
2.757.304
Sub jumlah
Biaya operasional
4.180.045
3.400.900
3.178.074
2.882.273
3.469.843
Subtotal
2.840.156 Operational charges
Jumlah
7.580.945
6.060.347
6.309.999 Total
Pihak ketiga
Utang bank
Utang obligasi
Utang sewa pembiayaan
Utang listrik swasta
Jumlah pihak ketiga
*) As restated - Note 58
451
36.
125.718.469
20.234.731.093
1.017.716
345.764
1.215.698
2.265.618
13.037
3.344
3.497.697
200.659.859
5.361.966.084
1.175.918
357.645
1.819.584
626.278
13.804
3.243
2.462.909
Saldo awal
Penambahan (pengembalian) - bersih
Saldo akhir
2.170.761
338.046
15.141
3.527
2.527.475
US$
JPY
EUR
Others **)
Total
36.
6.544.422
(33.161)
6.511.261
37.
1 Januari/
January 1,
2011
5.961.009
583.413
6.544.422
Beginning balance
Additions (refund) - net
Ending balance
241.437.090
3.065.196.331
1.266.416
392.232
452
1 Januari/January 1, 2011
Dalam mata
uang asing/
In foreign
Ekuivalen Rp/
currencies *)
Rp equivalent
In full amount
Accrued expenses denominated in other foreign currencies are
presented as US$ equivalents using the exchange rates
prevailing at reporting date.
31 Desember/
December 31,
2011
6.511.261
(55.856)
6.455.405
foreign
*)
**)
in
menurut
pelanggan
SALE OF ELECTRICITY
Sale of electricity by customers are as follows :
2012
Pihak berelasi
Pemerintah
Badan Usaha Milik Negara
TNI dan Polri
Jumlah pihak berelasi
2011
Related parties
Government
State-owned enterprises
Indonesian Armed Forces
Total related parties
5.386.654
3.096.990
866.411
9.350.055
4.737.563
3.493.538
660.592
8.891.693
Pihak ketiga
Umum
117.371.592
103.953.160
Jumlah
126.721.647
112.844.853 Total
Third parties
Public
453
2012
Realisasi penerimaan subsidi tahun
anggaran berjalan
Piutang subsidi listrik tahun anggaran
berjalan (Catatan 17)
Jumlah pendapatan subsidi listrik
2011
90.076.230
85.582.870
13.255.055
103.331.285
7.594.870
93.177.740
- 93 -
454
41.
2012
Jaringan dan jasa telekomunikasi
Perubahan daya tersambung dan
administrasi
Sewa transformator
Jasa-jasa dan lainnya
Jumlah
OTHER REVENUES
2011
544.393
393.327
51.957
61.821
638.890
1.297.061
55.326
50.379
487.468
986.500
41.
2012
2011 *)
59.205.542
12.101.023
22.504
72.863
71.401.932
70.554.829
16.892.043
110.871
61.022
87.618.765
Fuel
Solar High Speed Diesel
Residue
Solar Industrial Diesel
Others
Subtotal
37.281.547
23.755.659
3.611.778
207.452
64.856.436
27.053.972
12.493.012
3.496.325
215.553
43.258.862
Nonfuel
Coal
Natural gas
Geothermal
Water
Subtotal
277.127
279.977
136.535.495
131.157.604
Minyak pelumas
Jumlah
*) Disajikan kembali - Catatan 58
Total
42.
PT Cikarang Listrindo
PT Paiton Energy
PT Cirebon Electric Power
PT Bosowa Energi
Lain-lain (dibawah 5% dari jumlah)
Jumlah
Lubricants
*) As restated - Note 58
PURCHASED ELECTRICITY
This account includes purchase of electricity
from IPPs during commissioning stage and
purchase of excess electricity generated by
certain IPPs. The details are as follows:
2012
2011 *)
1.171.291
395.774
275.234
257.370
839.955
2.939.624
844.820
411.893
1.256.713
PT Cikarang Listrindo
PT Paiton Energy
PT Cirebon Electric Power
PT Bosowa Energi
Others (each below 5% of total)
Total
*) As restated - Note 58
455
BEBAN SEWA
BEBAN PEMELIHARAAN
44.
MAINTENANCE EXPENSES
This account represents spare parts used and
contractor fees for maintenance purposes, as
follows:
2012
Jasa borongan
Pemakaian material
Jumlah
LEASE EXPENSES
2011 *)
11.436.547
6.130.828
17.567.375
8.567.960
5.024.603
13.592.563
45.
*) As restated - Note 58
BEBAN KEPEGAWAIAN
45.
2012
Gaji
Imbalan kerja (Catatan 52)
Jasa produksi dan insentif prestasi kerja
Tunjangan
Lain-lain
Jumlah
46.
PERSONNEL EXPENSES
2011
3.251.930
4.892.160
3.143.922
1.126.295
1.986.669
14.400.976
3.189.108
4.412.253
2.669.586
1.169.763
1.756.365
13.197.075
46.
2012
Salaries
Employee benefits (Note 52)
Bonus and performance incentives
Allowances
Others
Total
2011
Honorarium
Perjalanan dinas
Baca meter
Pengelolaan pelanggan
Penagihan rekening dan penertiban
pemakaian tenaga listrik
Asuransi
Teknologi informasi
Pos, telepon dan telegram
Lain-lain (dibawah 5% dari jumlah)
704.866
623.078
588.375
452.770
746.395
512.195
499.008
66.717
434.961
370.846
311.883
166.250
1.555.747
416.888
210.123
121.181
140.466
1.692.261
Honorarium
Travel
Meter reading
Customer maintenance
Billing collection and orderliness
of electricity used
Insurance
Technological information
Postage, telephone and telegraph
Others (each below 5% of total)
Jumlah
5.208.776
4.405.234
Total
- 95 -
456
Contractor fees
Spare parts used
Total
BEBAN KEUANGAN
Pihak berelasi
Utang sewa pembiayaan
Utang bank dan surat utang jangka
menengah
Penerusan pinjaman
Utang kepada Pemerintah
Utang usaha atas pembelian BBM
Jumlah pihak berelasi
Pihak ketiga
Utang sewa pembiayaan
Utang obligasi
Utang bank dan surat utang jangka
menengah
Utang listrik swasta
Lain-lain
Jumlah pihak ketiga
Sub jumlah
Penyesuaian nilai wajar
Pihak berelasi
Utang kepada Pemerintah (Catatan 26)
Pihak ketiga
Rekening bank dan deposito
berjangka dibatasi penggunaannya
(Catatan 12)
Sub jumlah
Jumlah
FINANCIAL COST
2012
2011 *)
1.994.601
1.700.802
1.453.321
917.551
630.062
101.301
5.096.836
1.133.652
562.058
225.861
463.278
4.085.651
14.263.614
4.470.363
9.362.220
3.249.975
527.474
375.803
11.467
19.648.721
152.853
354.755
16.065
13.135.868
Third parties
Lease liabilities
Bonds payable
Bank loans and medium term
notes
Electricity purchase payable
Others
Total third parties
24.745.557
17.221.519
Subtotal
(133.466)
(286.392)
(133.466)
24.612.091
425.940
139.548
Subtotal
17.361.067
Total
*) As restated - Note 58
48.
2012
Penghasilan denda administrasi
Bagian laba bersih entitas asosiasi
(Catatan 9)
Penghasilan jasa dan klaim
Keuntungan penjualan aset tidak
digunakan dalam operasi (Catatan 10)
Program Kemitraan dan Bina
Lingkungan
Beban penelitian
Program pemberdayaan lingkungan
Kerugian penurunan nilai aset tetap
(Catatan 10)
Lain-lain
Jumlah
Related parties
Lease liabilities
2011
1.280.630
1.086.502
332.623
115.902
123.519
434.931
76.805
34.345
(70.000)
(13.259)
(45.797)
(70.000)
(1.944)
(37.273)
(383.196)
363.544
1.657.252
(394.436)
651.602
1.827.246
457
PAJAK PENGHASILAN
49.
2012
Pajak kini
Pajak tangguhan
Jumlah beban (manfaat) pajak
INCOME TAX
2011 *)
1.088.930
(3.262.726)
(2.173.796)
995.557
(906.677)
88.880
*) As restated - Note 58
Pajak Kini
Current Tax
2012
2011
1.031.728
5.514.995
(3.501.721)
(3.616.759)
(2.469.993)
1.898.236
8.092.418
4.623.117
(7.194.754)
2.763.625
1.590.800
4.422.565
(3.499.263)
2.427.959
162.679
(1.171)
135.998
(98)
551.144
10.715
545.205
8.662
(298.923)
1.519.192
(386.294)
956.198
7.758.049
8.099.968
(8.445.860)
-
(15.514.019)
(4.032.301)
(687.811)
(11.446.352)
- 97 -
458
Current tax
Deferred tax
Total tax expense (benefit)
2012
Beban pajak kini
Perusahaan
Entitas anak
Jumlah
2011
1.088.930
1.088.930
130.111
664
130.775
690.856
821.631
100.416
2.219
102.635
517.293
619.928
Prepayment of taxes
The Company
Income tax
Article 22
Article 23
Subtotal
Subsidiaries
Total
267.299
375.629
417.825
417.825
Consist of
Current tax payable
The Company
491.662
Subsidiaries
491.662
Total current tax payable
Terdiri dari
Utang pajak kini
Perusahaan
Entitas anak
Jumlah utang pajak kini
Pajak penghasilan lebih bayar
Perusahaan
Entitas anak
Jumlah pajak penghasilan lebih bayar
(130.775)
(19.751)
(150.526)
(102.635)
(13.398)
(116.033)
459
Pajak Tangguhan
Deferred Tax
1 Januari/
January 1,
2012 *)
Aset pajak tangguhan Perusahaan
Akumulasi rugi fiskal
Entitas anak - bersih
Jumlah
Liabilitas pajak tangguhan
Perusahaan
Aset pajak tangguhan
Liabilitas imbalan kerja
Pendapatan ditangguhkan
Sewa pembiayaan
Jumlah
Liabilitas pajak tangguhan
Aset tetap
Lainnya
Jumlah
Bersih
Entitas anak - bersih
Liabilitas pajak tangguhan - bersih
18.018
18.018
4.598.685
3.576.599
2.561.955
10.737.239
(13.078.516)
(962)
(13.079.478)
(874.184)
(293)
(874.477)
5.289.592
4.732.378
4.585.060
14.607.030
(13.952.700)
(1.255)
(13.953.955)
84.717
(3.957.746)
(6.384.701)
3.080.031
(3.304.671)
653.075
3.262.726
11.278
31 Desember/
December 31,
2011 *)
6.740
18.018
606.989
1.105.642
392.557
2.105.188
4.598.685
3.576.599
2.561.955
10.737.239
(11.829.967)
(937)
(11.830.904)
(1.248.549)
(25)
(1.248.574)
(13.078.516)
(962)
(13.079.478)
(3.198.854)
856.614
(2.342.240)
(4.085.784)
43.323
(4.042.461)
(7.284.638)
899.937
(6.384.701)
Net
Subsidiaries - net
Deferred tax liabilities - net
*) As restated - Note 58
Dikreditkan
(dibebankan)
ke laba rugi/
Credited
(charged) to
income for
the period *)
906.677
3.991.696
2.470.957
2.169.397
8.632.050
460
171.954
28.759
200.713
(4.042.462)
1 Januari/
January 1,
2011 *)
Bersih
690.907
1.155.779
2.023.105
3.869.791
2012
2.995.314
171.954
10.741
182.695
31 Desember/
December 31,
(2.342.239)
Dikreditkan
(dibebankan)
ke laba rugi/
Credited
(charged) to
income for
the period
2012
Laba sebelum pajak menurut laporan
laba rugi komprehensif konsolidasian
Laba sebelum pajak entitas anak
Laba (rugi) sebelum pajak - Perusahaan
2011
1.031.728
(3.501.721)
(2.469.993)
5.514.995
(3.616.759)
1.898.236
(617.498)
474.559
(74.731)
379.798
(3.167.266)
993.470
(96.574)
239.049
(862.307)
951.187
Jumlah
(2.173.796)
88.880
(2.111.465)
(2.024.992)
40.670
34.000
(924.505)
373.185
137.786
2.679
136.301
2.165
Tax effect on
Unrecognized deferred tax on
Fiscal losses
Allowance for impairment losses
of account receivable and
decline in value of inventories
Recognition of prior year's
deferred tax assets
Nondeductible expenses
(nontaxable income)
Employee welfare
Depreciation of guest house
Interest income subjected to
final tax
Other nondeductible expenses
Tax expense - the Company
Tax expense - Subsidiaries
Total
31 Desember/ 31 Desember/
December 31, December 31,
2012
2011
1 Januari 2011/
January 1, 2011
Perusahaan
Rugi fiskal
Lainnya
Jumlah
106.140
106.140
2.861.588
94.269
2.955.857
5.435.493
69.158
5.504.651
The Company
Fiscal losses
Others
Total
Entitas anak
Rugi fiskal
Jumlah
28.720
134.860
31.438
2.987.295
61.992
5.566.643
Subsidiaries
Fiscal losses
Total
461
Perusahaan
The Company
- 101 -
462
50.
Subsidiary PJB
50.
Laba
Profit
Jumlah saham
Number of shares
51.
463
IMBALAN KERJA
EMPLOYEE BENEFITS
Imbalan Pasca-Kerja
Post-employment Benefits
Selain program pensiun yang dikelola oleh DPPLN dan imbalan pasca kerja lain, Perusahaan
dan entitas anak menyediakan imbalan program
kesehatan tanpa pendanaan bagi pensiunan dan
keluarganya yang memenuhi persyaratan.
Long-term Benefits
- 103 -
464
56 tahun/years
10% tahun/year 2012 dan/and
11% tahun/year 2011
5,98% tahun/year 2012 dan/and
6,69% tahun/year 2011
8%
9%
2012
Imbalan pasca-kerja/
Post-employment benefit
Program
Pasca-kerja
Pemeliharaan
pensiun/
lain/
kesehatan/
Pension
Other postHealth
plan
employment
care benefits
124.517
(600.583)
368.124
781
240.305
133.144
657.703
25.748
833.230
127.502
1.644.183
650.935
1.505.801
678.506
2.835.242
2011
Imbalan pasca-kerja/
Post-employment benefit
Program
Pasca-kerja
Pemeliharaan
pensiun/
lain/
kesehatan/
Pension
Other postHealth
plan
employment
care benefits
Biaya jasa kini
Biaya jasa lalu
Hasil aset program diharapkan
Beban bunga
Kerugian aktuaria
Dampak pembatasan aset
Jumlah
5%
108.847
(577.972)
405.870
1.038
199.173
136.956
530.466
25.748
955.304
95.665
1.607.183
397.166
1.432.109
478.232
2.307.507
Imbalan kerja
jangka
panjang/
Long-term
benefits
248.530
74.442
(43.381)
279.591
Imbalan kerja
jangka
panjang/
Long-term
benefits
227.632
80.608
52.367
360.607
Jumlah/
Total
1.681.685
25.748
(600.583)
2.781.597
763.408
240.305
4.892.160
Jumlah/
Total
1.264.111
25.748
(577.972)
2.873.891
627.302
199.173
4.412.253
465
5.503.573
124.517
368.124
(295.877)
(416.875)
12.441.418
657.703
833.230
66.272
(937.036)
22.504.925
650.935
1.505.801
2.194.814
(435.237)
1.111.136
248.530
74.442
(42.986)
(194.490)
41.561.052
1.681.685
2.781.597
1.922.223
(1.983.638)
5.283.462
13.061.587
26.421.238
1.196.632
45.962.919
Program
pensiun/
Pension
plan
4.716.074
108.847
405.870
668.348
(395.566)
11.093.421
530.466
955.304
774.154
(911.927)
16.640.457
397.166
1.432.109
4.432.448
(397.255)
5.503.573
12.441.418
22.504.925
935.120
227.632
80.608
52.180
(184.404)
1.111.136
5.283.462
104.430
1.268.950
(6.656.842)
-
13.061.587
(121.905)
Jumlah/
Total
33.385.072
1.264.111
2.873.891
5.927.130
(1.889.152)
41.561.052
26.421.238
-
1.196.632
-
Jumlah/
Total
45.962.919
(121.905)
(3.056.284)
9.883.398
(13.729.948)
12.691.290
1.196.632
(16.681.802)
1.268.950
(6.656.842)
23.771.320
(936.988)
8.946.410
(550.300)
12.140.990
(193.400)
1.003.232
(1.680.688)
22.090.632
- 105 -
466
Jumlah/
Total
5.503.573
(102.625)
383.981
(5.784.929)
-
Program
pensiun/
Pension
plan
Nilai kini liabilitas
Biaya jasa lalu belum diakui
Keuntungan (kerugian) aktuaria
belum diakui
Kekayaan yang tidak diakui
Nilai wajar aset program
Liabilitas imbalan kerja
Bagian jatuh tempo dalam
satu tahun
Bagian jangka panjang
4.716.074
283.356
402.350
(5.401.780)
-
22.504.925
(146.607)
(3.118.388)
9.176.423
(12.213.640)
10.291.285
(996.787)
8.179.636
(425.364)
9.865.921
1.111.136
(189.349)
921.787
1 Januari/January 1, 2011
Pasca-kerja
Pemeliharaan
lain/
kesehatan/
Jangka
Other postHealth
panjang/
employment
care benefits
Long-term
11.096.551
16.640.457
(172.735)
935.120
41.561.052
(146.607)
(15.434.653)
383.981
(5.784.929)
20.578.844
(1.611.500)
18.967.344
Jumlah/
Total
33.388.202
(172.735)
(2.438.345)
8.485.471
(8.263.508)
8.376.949
935.120
(10.418.497)
402.350
(5.401.780)
17.797.540
(824.894)
7.660.577
(380.891)
7.996.058
(232.870)
702.250
(1.438.655)
16.358.885
1.111.136
Jumlah/
Total
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
1 Januari/
January 1,
2011
5.784.929
5.401.780
4.818.094
600.583
546.881
141.324
(416.875)
6.656.842
577.972
63.787
136.956
(395.566)
5.784.929
775.223
15.226
110.950
(317.713)
5.401.780
467
10
10
10
10
11
11
11
11
11
11
11
11
10
11
11
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
1 Januari/
January 1,
2011
Instrumen ekuitas
Instrumen utang
Properti
Lain-lain
300.471
3.307.168
1.067.117
1.982.086
379.339
3.280.984
495.528
1.629.078
50.652
3.150.632
463.311
1.737.185
Equity instruments
Debt instruments
Property
Others
Jumlah
6.656.842
5.784.929
5.401.780
Total
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
31 Desember/
December 31,
2010
31 Desember/
December 31,
2009
31 Desember/
December 31,
2008
45.962.546
6.656.842
52.619.388
41.561.052
5.784.929
47.345.981
33.388.204
5.401.780
38.789.984
28.239.134
4.818.094
33.057.228
14.347.333
4.214.616
18.561.949
- 107 -
468
Equity instruments
Debt instruments
Property
Others
Weighted average
expected return
2.540.133
2.086.661
1.666.978
30.843.985
25.461.209
18.505.592
1.859.337
1.622.365
1.349.502
24.031.401
20.079.578
15.073.925
53.
2012
1 Januari/
January 1, 2011
Increase 1%
Aggregate service and interest cost
Accumulated post retirement
obligation for healthcare
Decrease 1%
Aggregate service and interest cost
Accumulated post retirement
obligation for healthcare
NON-CASH TRANSACTIONS
2011
Non-cash investing and financing activities :
39.797.454
48.145.246
705.148
503.810
31.455.143
17.896.100
1.763.525
4.880.137
1.429.617
9.641
1.975.431
2.647.681
2.928.112
1.248.486
8.883
673.115
1.235.119
683.830
90.226
469
TRANSAKSI
DENGAN
PIHAK
54.
NATURE
OF
RELATIONSHIP
AND
TRANSACTIONS WITH RELATED PARTIES
a.
a.
b.
b.
c.
Pengurus
Koperasi
merupakan karyawan
entitas anak.
Karyawan
juga
Perusahaan dan
c.
d.
d.
e.
e.
f.
f.
11
12
14
15
Piutang usaha
TNI dan Polri
Pemerintah
Badan Usaha Milik Negara
Sub jumlah
16
17
Jumlah
31 Desember/
December 31,
2012
Rp
% *)
31 Desember/
December 31,
2011
Rp
% *)
29.048
12.211
8.922
618
50.799
0,00%
0,00%
0,01%
0,00%
0,00%
0,00%
0,01%
199.470
40.806
33.350
212
6.127
279.965
0,04%
0,01%
0,01%
0,00%
0,00%
0,06%
208.937
40.472
33.067
3.532
11.469
297.477
6.600
48.761
56.864
112.225
0,00%
0,01%
0,01%
0,02%
46.628
8.047
54.675
0,01%
0,00%
0,00%
0,01%
35.723
5.100
40.823
0,01%
0,00%
0,01%
10.502.699
2.941.045
3.521.702
16.965.446
1,94%
0,54%
0,65%
3,13%
7.610.659
3.190.999
5.859.298
16.660.956
1,63%
0,68%
1,25%
3,56%
5.016.496
3.386.782
2.340.217
10.743.495
1,24%
0,83%
0,58%
2,65%
296.415
70.332
1.900
368.647
0,05%
0,01%
0,00%
0,07%
56.000
37.009
1.000
94.009
0,01%
0,01%
0,00%
0,02%
116.000
116.000
0,03%
0,03%
Short-term investment
Bank Rakyat Indonesia
Bank Negara Indonesia
Bank Mandiri
Subtotal
366.502
194.287
51.565
612.354
0,07%
0,04%
0,01%
0,11%
909.177
259.189
8.418
1.176.784
0,19%
0,06%
0,00%
0,25%
515.380
170.014
39.619
725.013
0,13%
0,04%
0,01%
0,18%
20.565.784
3,80%
12.101.668
2,59%
9.358.747
38.675.255
7,14%
30.368.057
6,49%
21.281.555
- 109 -
470
1 Januari/
January 1,
2011
Rp
% *)
0,05%
0,01%
0,01%
Catatan/
Notes
1 Januari/
January 1,
2011
Rp
% *)
Penerusan pinjaman
25
29.603.974
7,59%
29.273.112
9,10%
24.891.690
26
9.041.836
2,32%
6.363.190
1,98%
2.360.733
27
724.902
5.168.889
3.367.260
687.991
446.508
752.967
144.549
1.212.730
12.505.796
0,19%
1,32%
0,86%
0,18%
0,11%
0,19%
0,04%
0,31%
3,20%
4.851.246
3.166.941
651.655
469.656
859.683
152.147
429.489
10.580.817
1,51%
0,98%
0,20%
0,15%
0,27%
0,05%
0,13%
3,28%
4.814.180
647.660
917.563
173.913
449.262
7.002.578
1,82%
0,25%
0,35%
0,07%
0,17%
2,65%
Lease liabilities
PT Wijaya Karya - Navigat
PT Sumber Segara Primadaya
PT Bajradaya Sentranusa Asahan
PT Pertamina Geothermal Energi
PT Wijaya Karya - Mirlindo Padu Kencana
PT Dalle Energy Batam
PT Mitra Energi Batam
PT Tanjung Kasam Power
PT Metaepsi Pejebe Power Generation
Subtotal
28
6.416.399
5.405.148
10.283.135
2.093.263
1.000.000
25.197.945
1,64%
1,39%
2,64%
0,54%
0,26%
6,47%
5.514.020
5.653.648
5.481.999
2.245.573
2.000.000
20.895.240
1,71%
1,76%
1,70%
0,70%
0,62%
6,49%
4.754.843
4.964.847
3.321.681
1.330.180
3.000.000
17.371.551
1,80%
1,88%
1,26%
0,50%
1,14%
6,58%
31
737.581
7.867
5.881
751.329
0,19%
0,00%
0,00%
0,19%
661.953
9.174
6.248
677.375
0,21%
0,00%
0,00%
0,21%
559.052
10.266
7.844
316
577.478
0,21%
0,00%
0,00%
0,00%
0,21%
Utang usaha
Pertamina
PT Tambang Batubara Bukit Asam
PT Perusahaan Gas Negara
PT Sumber Segara Primadaya
Koperasi karyawan
PT Metaepsi Pejebe Power Generation
PT Dalle Energy Batam
PT Bajradaya Sentranusa
PT Pertamina Geothermal Energy
PT Mitra Energy Batam
PT Geo Dipa Energi
PT PAL Indonesia
PT Wijaya Karya
Sub jumlah
32
12.996.354
1.017.158
407.925
164.486
98.503
4.460
43.448
22.121
96.071
6.225
37.625
14.894.376
3,33%
0,26%
0,10%
0,04%
0,03%
0,00%
0,01%
0,01%
0,02%
0,00%
0,00%
0,00%
0,01%
3,81%
12.909.156
768.398
236.738
16.289
47.569
17.336
37.799
14.247
11.607
2.622
5.956
2.852
14.070.569
4,01%
0,24%
0,07%
0,01%
0,01%
0,01%
0,01%
0,00%
0,00%
0,00%
0,00%
0,00%
4,36%
4.507.250
530.808
369.369
85.129
40.777
11.006
45.745
60.056
3.320
12.908
46.295
5.712.663
1,71%
0,20%
0,14%
0,03%
0,02%
0,00%
0,02%
0,02%
0,00%
0,00%
0,02%
2,16%
35
264.493
211.954
36.181
512.628
92.507.884
0,07%
0,05%
0,01%
0,13%
23,71%
263.378
142.976
68.646
475.000
82.335.303
0,08%
0,04%
0,02%
0,14%
25,56%
271.932
89.220
351.387
712.539
58.629.232
Catatan/
Notes
Penjualan tenaga listrik
Pemerintah
Badan Usaha Milik Negara
TNI dan Polri
Jumlah
38
39
41
31 Desember/
December 31,
2012
Rp
% *)
Accrued expenses
0,10%
Two-step loans
0,03%
Bank loans and medium term notes
0,13%
Trade accounts payable on purchase of fuel
0,26%
Subtotal
22,18% Total
31 Desember/
December 31,
2011
Rp
% *)
5.386.654
3.096.990
866.411
9.350.055
4,25%
2,44%
0,68%
7,38%
3.493.538
4.737.563
660.592
8.891.693
3,10%
4,20%
0,59%
7,89%
103.331.285
100,00%
93.177.740
100,00%
63.834.672
3.750.359
2.855.166
70.440.197
46,75%
2,75%
2,09%
51,59%
80.448.907
3.130.676
5.621.552
89.201.135
61,34%
4,29%
2,39%
68,02%
46
186.788
3,59%
210.123
5,05%
46
57.274
1,10%
36.953
0,89%
1.453.321
917.551
101.301
496.596
1.994.601
4.963.370
5,90%
3,73%
0,41%
2,02%
8,10%
20,16%
1.133.652
562.058
463.278
(60.531)
1.700.802
3.799.259
6,53%
3,24%
2,67%
-0,35%
9,80%
21,89%
Asuransi
PT Tugu Kresna Pratama
Beban keuangan
Utang bank dan surat utang jangka menengah
Penerusan pinjaman
Utang usaha pembelian bahan bakar
Utang kepada Pemerintah
Utang sewa pembiayaan
Jumlah
Sewa gedung
Yayasan Pendidikan dan Kesejahteraan PLN
Sale of electricity
Government
State-owned enterprises
Indonesia Armed Forces
Total
47
471
Jumlah
kompensasi
Dewan
Komisaris
Perusahaan untuk tahun 2012 dan 2011 masingmasing sebesar Rp 12.803 juta dan Rp 15.189
juta.
MONETER DALAM
55.
US$ *)
Lain-lain/
Others **)
Aset moneter
Rekening bank dan deposito berjangka
dibatasi penggunaannya
Kas dan setara kas
38.966.409.302
70.672.767
38.199.725
230.012.720
3.584.661
606.308
Monetary assets
Restricted cash in banks and
time deposits
Cash and cash equivalents
39.037.082.069
268.212.445
3.584.661
606.308
190.328.672.812
295.957.854.354
611.144.904
7.738.274.619
111.804.893
-
30.513.537
-
1.758.374.974
3.234.766.486
4.342.359
20.234.731.093
511.518.742.078
(472.481.660.009)
(52.902.236)
3.190.515.447
5.550.000.000
598.568.336
273.512.428
43.694.904
323.623.520
125.718.469
18.455.052.627
(18.186.840.182)
(175.866.745)
10.131.991
14.860.190
5.248.831
1.017.716
143.063.621
(139.478.960)
(1.786.706)
25.058.945
345.764
55.918.246
(55.311.938)
(534.866)
Liabilitas moneter
Penerusan pinjaman
Utang sewa pembiayaan
Utang bank dan surat utang
jangka menengah
Utang obligasi
Utang listrik swasta
Utang lain-lain
Utang biaya proyek
Utang usaha
Biaya masih harus dibayar
Jumlah liabilitas moneter
Liabilitas moneter bersih
Ekuivalen Rupiah (dalam jutaan)
Jumlah dalam Rupiah - bersih
(dalam jutaan)
*)
**)
Monetary liabilities
Two-step loans
Lease liabilities
Bank loans and medium
term notes
Bonds payable
Electricity purchase payable
Other payables
Project cost payable
Trade accounts payable
Accrued expenses
Total monetary liabilities
Net monetary liabilities
Rupiah equivalent (in millions)
Total in Rupiah - net
(in millions)
(231.090.553)
- 111 -
472
EUR *)
*)
**)
In full amount
Assets and liabilities denominated in other foreign currencies
are presented as US$ equivalent using the exchange rate
prevailing at reporting date
US$ *)
EUR *)
Lain-lain/
Others **)
Aset moneter
Piutang pihak berelasi
Rekening bank dan deposito berjangka
dibatasi penggunaannya
Kas dan setara kas
Investasi jangka pendek
30.428.504.732
307.297.054
-
29.800.483
592.143.400
56.000.000
3.528.201
-
495.954
-
Monetary assets
Receivables from related parties
Restricted cash in banks and
time deposits
Cash and cash equivalents
Short term investment
30.735.801.786
708.118.784
3.528.201
495.954
172.556.337.921
222.955.652.060
682.494.562
5.823.971.112
130.921.343
-
32.522.530
-
1.233.966.315
7.345.888.676
5.361.966.084
409.453.811.056
(378.718.009.270)
(44.310.007)
2.737.360.602
4.550.000.000
617.274.032
326.498.191
102.939.080
171.864.138
200.659.859
15.213.061.576
(14.504.942.792)
(131.530.821)
46.285.639
2.093.560
2.808.420
1.175.918
183.284.880
(179.756.679)
(2.110.164)
32.965.042
3.681.154
357.645
69.526.371
(69.030.417)
(625.968)
Liabilitas moneter
Penerusan pinjaman
Utang sewa pembiayaan
Utang bank dan surat utang
jangka menengah
Utang obligasi
Utang listrik swasta
Utang lain-lain
Utang biaya proyek
Utang usaha
Biaya masih harus dibayar
Jumlah liabilitas moneter
Liabilitas moneter bersih
Ekuivalen Rupiah (dalam jutaan)
Jumlah dalam Rupiah - bersih
(dalam jutaan)
30.174.901
Monetary liabilities
Two-step loans
Lease liabilities
Bank loans and medium
term notes
Bonds payable
Electricity purchase payable
Other payables
Project cost payable
Trade accounts payable
Accrued expenses
Total monetary liabilities
Net monetary liabilities
Rupiah equivalent (in millions)
Total in Rupiah - net
(in millions)
(178.576.960)
1 Januari/January 1, 2011
JPY *)
US$ *)
EUR *)
Lain-lain/
Others **)
Aset moneter
Piutang pihak berelasi
Rekening bank dan deposito berjangka
dibatasi penggunaannya
Kas dan setara kas
Investasi jangka pendek
20.119.535.262
307.181.542
-
15.390.074
246.740.479
76.963.300
711.523
-
514.706
-
Monetary assets
Receivables from related parties
Restricted cash in banks and
time deposits
Cash and cash equivalents
Short-term investments
20.426.716.804
370.511.442
711.523
514.706
134.763.884.331
141.226.631.465
702.871.164
5.168.993.795
143.691.678
-
35.637.117
-
597.056.335
19.972.402.797
64.291.044
3.065.196.331
299.689.462.303
(279.262.745.499)
(30.718.902)
2.057.141.695
4.000.000.000
635.102.637
529.652.047
87.788.504
211.543.543
241.437.090
13.634.530.475
(13.264.019.033)
(119.256.795)
8.373.544
37.739.103
2.750.885
1.266.416
193.821.626
(193.110.103)
(2.308.824)
9.004.004
187.207
363.436
392.232
45.583.996
(45.069.290)
(405.218)
Liabilitas moneter
Penerusan pinjaman
Utang sewa pembiayaan
Utang bank dan surat hutang
jangka menengah
Utang obligasi
Utang listrik swasta
Utang lain-lain
Utang biaya proyek
Utang usaha
Biaya masih harus dibayar
Jumlah liabilitas moneter
Liabilitas moneter bersih
Ekuivalen Rupiah (dalam jutaan)
Jumlah dalam Rupiah - bersih
(dalam jutaan)
*)
**)
31.417.589
Monetary liabilities
Two-step loans
Lease liabilities
Bank loans and medium
term notes
Bonds payable
Electricity purchase payable
Other payables
Project cost payable
Trade accounts payable
Accrued expenses
Total monetary liabilities
Net monetary liabilities
Rupiah equivalent (in millions)
Total in Rupiah - net
(in millions)
(152.689.740)
*)
**)
In full amount
Assets and liabilities denominated in other foreign currencies are
presented as US$ equivalent using the exchange rate prevailing
at reporting date
473
Mata uang
JPY
US$
EUR
9 April 2013/
April 9, 2013
Kurs tengah/
Middle rate
Rp *)
31 Desember 2012/
December 31, 2012
Kurs tengah/
Middle rate
Rp *)
98
9.743
12.724
31 Desember 2011/
December 31, 2011
Kurs tengah/
Middle rate
Rp *)
112
9.670
12.810
1 Januari 2011/
January 1,2011
Kurs tengah/
Middle rate
Rp *)
117
9.068
11.739
Currency
JPY
US$
EUR
*) In full amount
56.
SEGMENT INFORMATION
Geographical Information
- 113 -
474
110
8.991
11.956
Jumlah/
Total
65.142.845
65.142.845
20.217.550
20.217.550
147.296.061
147.296.061
232.656.456
232.656.456
Revenue
External revenue
Inter-segment revenue
Total
(12.223.275)
(15.730.432)
214.282.214
186.328.507
(156.787.501)
29.541.006
Segment results
Unallocated expenses
Operating Income
(28.509.278)
2.173.796
3.205.524
Aset segmen
Aset tidak dapat dialokasikan
Jumlah aset konsolidasi
87.037.309
45.651.547
275.872.781
(100.338.049)
308.223.588
232.482.176
540.705.764
Segment Assets
Unallocated assets
Total consolidated assets
Kewajiban segmen
Kewajiban tidak dapat dialokasikan
Jumlah kewajiban konsolidasi
98.660.601
61.235.901
137.643.882
(3.586.226)
293.954.158
96.151.936
390.106.094
Segment Liabilities
Unallocated liabilities
Total consolidated liabilities
Indonesia Barat/
West Indonesia
Pendapatan usaha
Pendapatan eksternal
Pendapatan antar segmen
Jumlah
Jumlah/
Total
51.431.580
51.431.580
16.471.608
16.471.608
140.114.635
140.114.635
208.017.823
208.017.823
Revenue
External revenue
Inter-segment revenue
Total
Hasil segmen
Beban tidak dapat dialokasikan
Laba usaha
Penghasilan (beban) lain-lain tidak
dapat dialokasikan
Beban pajak
Laba bersih
(7.560.451)
(12.698.026)
178.002.918
157.744.441
(135.366.218)
22.378.223
Segment results
Unallocated expenses
Operating Income
Aset segmen
Aset tidak dapat dialokasikan
Jumlah aset konsolidasi
81.923.074
42.817.936
291.882.716
Kewajiban segmen
Kewajiban tidak dapat dialokasikan
Jumlah kewajiban konsolidasi
89.757.116
55.886.842
177.552.391
(16.863.228)
(88.880)
5.426.115
(154.077.545)
262.546.181
205.236.422
467.782.603
Segment Assets
Unallocated assets
Total consolidated assets
(71.356.568)
251.839.781
69.929.986
321.769.767
Segment Liabilities
Unallocated liabilities
Total consolidated liabilities
475
a.
a.
i.
Sektor/
Sector
Pemasok/
Supplier
Gas
Periode/
Period
Satuan/
Unit
Kuantitas/
Quantity e)
Cilegon
Cilegon
Muara Karang - Priok
Muara Tawar
Muara Tawar, Payo
Selincah, Rengat, Duri
a)
PT Perusahaan Gas Negara (Persero) Tbk
b)
PT Perusahaan Gas Negara (Persero) Tbk
c)
2006-2018
2009-2019
2004-2017
2008-2013
2009-2020
bbtu
bbtu
bbtu
bbtu
bbtu
356.300
109.500
679.000
255.500
182.585
Muara Tawar
Gresik
Gresik
2009-2018
2010-2027
2002-2013
bbtu
bbtu
bbtu
129.136
368.700
482.560
2006-2026
2010-2018
2010-2027
2009-2017
mmscf
bbtu
bbtu
mmscf
330.200
44.160
85.000
65.650
2005-2020
2009-2013
2010-2015
2003-2014
2002-2013
2009-2018
2005-2015
2012-2015
2009-2017
2004-2019
2012-2013
2009-2016
2009-2019
2008-2013
2011-2017
2013-2023
2012-2022
2010-2015
2010-2022
2012-2018
2009-2020
2008-2013
2011-2022
bbtu
bbtu
bbtu
bbtu
bbtu
bbtu
bbtu
mmscf
bbtu
bbtu
bbtu
bbtu
bbtu
mmscf
bbtu
bbtu
bbtu
bbtu
bbtu
bbtu
mmscf
bbtu
bbtu
146.036
32.680
27.735
36.780
56.182
65.700
79.026
2.558
681
72.270
9.545
116.070
21.000
7.875
4.990
104.000
51.945
61.281
219.000
55.827
280.000
23.980
98.035
2012-2019
2012-2019
2012-2020
2014-2026
2012-2020
2012-2018
2012-2017
2012-2014
2012-2022
bbtu
bbtu
bbtu
bbtu
bbtu
mmscf
mmscf
mmscf
mt
31.793
5.911
8.340
487.200
831
4.200
3.500
366
11
2013-2024
bbtu
11.550
Gresik
Gresik
Aceh
Belawan
Pekanbaru
Keramasan
Keramasan
Borang
Inderalaya
Payo Selincah
Tanjung Batu
Tarakan
Bontang
Batam
Tanjung Priok
Grati
Talang Duku
Sunyaragi
Sungai Gelam
Bangkanai
Sengkang
Muara Tawar
Tambak Lorok
Grati
Grati
Gresik
Batam
Grati
Grati
Jakabaring (CNG)
Tambak Lorok
Melibur
Nunukan
Sungai Gelam
Sanga Sanga (CBM)
Muara Karang - Priok
(LNG)
Tanjung Selor
- 115 -
476
CNOOC SES LTD.; PT Pertamina Hulu Energi Oses; KNOC Sumatra Ltd.; Salamander Energy Sumatra BV.; Fortuna
Resources (Sunda) Ltd.; Talisman UK (Southeast Sumatra) Ltd.; Talisman Resources (Bahamas) Ltd.
Pertamina Hulu Energi ONWJ Ltd.; Itochu Oil Exploration Co. Ltd., Orchard Energy Java BV.; Inpex Jawa Ltd., CNOOC ONWJ
Ltd. dan Talisman Resources (North West Java) Ltd.
PT Pertamina Hulu Energi Jambi Merang; Talisman (Jambi Merang) Limited dan Pacific Oil & Gas (Jambi Merang) Limited
Santos (Sampang) Pty Ltd., Singapore Petroleum Sampang Ltd. (formerly Coastal Indonesia Sampang Ltd.) and Cue Sampang
Pty Ltd.
Dalam jumlah penuh/In full amount
PLN
Batam
mengadakan
perjanjian
kerjasama dengan PGN untuk mengadakan
gas alam. Perjanjian ini berlaku untuk jangka
waktu 15 tahun dengan jumlah volume gas
sebesar 72.270 BBTU, sejak gas pertama
disalurkan ketitik penyerahan, yaitu tanggal
7 Agustus 2004. Sesuai dengan perjanjian,
PLN Batam harus menyerahkan jaminan
pembayaran berupa SBLC yang dikeluarkan
oleh Bank Mandiri (Catatan 12).
477
Batubara
ii. Coal
Jumlah
metrik ton
per tahun /
Quantity
per year in
metric ton *)
Pemasok/Suppliers
Rutin /Regular
PT Tambang Batubara Bukit Asam
PT Adaro Indonesia
PT Kaltim Prima Coal
PT Kideco Jaya Agung
PT Berau Coal
PT Indominco Mandiri
PT Natuna Energi Indonesia
PT Oktasan Baruna Persada
PT Central Corporindo
Kerjasama Konsorsium/Consortium
PT Kasih Industri Indonesia dan PT Senamas Energindo Mulia
PT Arutmin Indonesia dan PT Darma Henwa
PT Oktasan Baruna Persada dan PT Insani Perkasa
PT Prima Multi Mineral dan PT Baratama
Program Percepatan/Fast Track Program
PT Kaltim Prima Coal
PT Tambang Batubara Bukit Asam
PT Kideco Jaya Agung
PT Titan Mining Energy
PT Hanson Energy
PT Lanna Narita
PT Dwi Guna Laksana
Kerjasama konsorsium/Consortium
PT Arutmin Indonesia dan PT Darma Henwa
PT Multi Bara Persada dan PT Eksploitasi Energi Indonesia
PT Kasih Industri Indonesia dan PT Senamas Energindo Mulia
PT Golden Great Borneo, PT Oktasan Baruna Persada dan
PT Satui Baratama
PT Risna Karya Whardana Mandiri dan Rizki Anugrah Pratama
PT Oktasan Baruna Persada dan PT Baramega Citra Mulia
Persada
Periode/
Period
7.430.000
3.575.000
5.000.000
1.297.500
2.000.000
2.100.000
400.000
400.000
457.500
2002-2013/2031
2011-2021
2009-2014/2015
2000-2020
2008-2018
2010-2015
2006-2015
2006-2013
2006-2013
378.000
1.501.000
1.620.000
1.152.000
2009-2029
2007-2027
2012-2015
2012-2015
3.000.000
2.300.000
1.500.000
1.490.000
1.069.000
215.000
1.284.000
2012-2031
2011-2031
2011-2031
2011-2031
2011-2031
2011-2016
2011-2030
6.128.000
1.208.000
2.860.000
2010-2030
2010-2015
2009-2029
576.000
974.000
2011-2016
2010-2015
724.000
2011-2031
- 117 -
478
Pemasok/
Suppliers
PT Tansri Madjid Energi
PT Bima Putra Abadi Citranusa
PT Bangun Persada Jambi Energi
PT Megapura Industri
PT Awang Sejahtera
PT Lumbung Resources
PT Andhika Yoga Pratama
PT Delapan Inti Power
Jumlah
metrik ton/
Quantity in metric
ton
Lokasi/
Locations
Muara Enim, Sumatera Selatan/South Sumatera
Lahat, Sumatera Selatan/South Sumatera
Sorolangun, Jambi
Sorong, Papua Barat/West Papua
Parenggean, Kalimantan Tengah/Central Kalimantan
Aimas, Sorong, Papua Barat/West Papua
Sorolangun, Jambi
Rambang Kuang, Ogan Ilir, Sumatera Selatan/South Sumatera
40.669.049
19.800.000
16.822.430
10.000.000
3.000.000
2.000.000
1.000.000
1.000.000
iii. Fuel
479
1.
HSD
Harga pembelian HSD sampai
dengan 2.537.161 kl di 18 titik
penyerahan Pertamina adalah
105% dari MOPS.
Harga pembelian HSD sampai
dengan 480.487 kl di titik
penyerahan
Pertamina
TT
Manggis adalah 108% dari MOPS.
Harga pembelian HSD sampai
dengan 2.978.360 kl di titik
penyerahan ITP Priok dan ISG
Surabaya adalah 108,5% dari
MOPS.
Harga pembelian HSD diatas
5.996.008 kl atau yang diserahkan
diluar 21 titik penyerahan yang
ditetapkan
Pertamina
adalah
109,5% dari MOPS.
1.
HSD
The price of HSD for purchase
of up to 2,537,161 kl in of 18
supply points of Pertamina is
105% from MOPS.
The price of HSD for purchase
of up to 480,487 kl in supply
points of Pertamina TT Manggis
is 108% from MOPS.
The price of HSD for purchase
of up to 2,978,360 kl in supply
points ITP Priok and ISG
Surabaya is 108.5% from
MOPS.
The price of HSD in excess of
5,996,008 kl or supplied from
suppy points other than the 21
supply points specified by
Pertamina is 109.5% from
MOPS.
2.
2.
3.
3.
4.
4.
- 119 -
480
481
b.
Sebelum
tahun
1997,
Perusahaan
mengadakan perjanjian jual beli tenaga listrik
(PPA) dan Kontrak Penjualan Energi (ESC)
dengan penyedia dan pengembang tenaga
listrik swasta (IPP) skala besar. Pada tahun
1999, Perusahaan telah melaksanakan
renegosiasi terhadap PPA dan ESC melalui
Kelompok Kerja Renegosiasi Kontrak Khusus
PLN
dibawah
arahan
Pemerintah.
Renegosiasi tersebut meliputi antara lain
keseimbangan kondisi kontrak, kewajaran
harga dan disparitas harga jual listrik swasta
dan harga jual Perusahaan.
- 121 -
482
i. Sudah Beroperasi
i. In Operations
No.
Perusahaan/Company
Power purchase
finance lease
Bahan bakar/
Fuel
Proyek/Project
1.
PT Energi Sengkang
2.
3.
PT Makassar Power
MFO
4.
PT Paiton Energy
5.
PT Jawa Power
6.
7.
8.
9.
Kapasitas/
Capacity
(MW)
AF b)
(%)
agreements
Periode/
Period a)
under
Tanggal operasi
komersial/
Commercial
Operation Date
Gas
195
85
1999-2028
1 Maret 1999/
March 1, 1999
16 Nopember 2008/
November 16, 2008
Panas bumi/
Geothermal
165
90
1997-2027
60
80
1998-2013
Batubara/Coal
1230
85
2000-2040
Batubara/Coal
1220
83
2000-2030
Panas bumi/
Geothermal
180
95
2000-2030
Panas bumi/
Geothermal
Gas
220
90
2000-2042
150
85
2004-2024
Batubara/Coal
562
80
2007-2037
10.
Gas
55
80
2005-2016
11.
Gas
55
84
2005-2016
12.
Gas
17
90
2005-2017
13.
Gas
80
80
2005-2025
Batubara/Coal
27
80
2007-2032
1 Oktober 1997/
October 1, 1997
1 Mei 1998/
May 1, 1998
1 Juli 2000/
July 1, 2000
1 Nopember 2000/
November 1, 2000
1 Pebruari 2000/
February 1, 2000
1 Agustus 2007/
August 1, 2007
1 Desember 2005/
December 1, 2005
1 September 2004/
September 1, 2004
1 Pebruari 2007/
February 1, 2007
31 Desember 2005/
December 31, 2005
30 April 2006/
April 30, 2006
25 Maret 2010/
March 25, 2010
29 Oktober 2004/
October 29, 2004
11 September 2005/
September 11, 2005
1 April 2006/
April 1, 2006
10 Nopember 2007/
November 10, 2007
1 Nopember 2007/
November 1, 2007
14.
4.216
483
No.
Perusahaan/Company
Kapasitas/
Capacity
(MW)
Bahan bakar/
Fuel
Proyek/Project
Periode/
Period a)
Batubara/Coal
11
80
2011-2036
24.
Batubara/Coal
815
85
2012-2042
25.
Batubara/Coal
660
80
2012-2042
15.
16.
17.
18.
19.
20.
21.
22.
23.
26.
PT Bosowa Energi
27.
28.
29.
30.
31.
4216
60
90
2008-2038
Batubara/Coal
45
72
2008-2038
10
90
2008-2038
Tenaga air/Hydro
180
90
2010-2040
Tenaga air/Hydro
80
2007-2027
Tenaga air/Hydro
2010-2035
Tenaga air/Hydro
10
2011-2036
227
80
2011-2041
Batubara/Coal
26 Januari 2008/
January 26, 2008
20 Desember 2008/
December 20, 2008
19 Desember 2008/
December 19, 2008
18 Januari 2011/
January 18, 2011
31 Juli 2007/
July 31, 2007
10 Mei 2010/
May 10, 2010
12 Pebruari 2011/
February 12, 2011
11 Nopember 2011/
November 11, 2011
14 Oktober 2011/
October 14, 2011
1 Maret 2012/
March 1, 2012
3 Agustus 2012/
August 3, 2012
31 Oktober 2012/
October 31, 2012
25 Oktober 2012/
October 25, 2012
1 Nopember 2012/
November 1, 2012
10 Mei 2012/
May 10, 2012
1 Maret 2011/
March 1, 2011
Batubara/Coal
200
80
2012-2042
Batubara/Coal
110
85
2012-2042
Hydro
65
2012-2037
Diesel
50
85
2009-2017
Gas
60
80
2012-2019
31 Juli 2012/
July 31, 2012
Gas
100
60
2012-2019
8 Mei 2012/
May 8, 2012
Jumlah/Total
6.764
No.
Perusahaan/Company
Proyek/Project
1.
2.
3.
4.
PT Jembo Energindo
Perum Jasa Tirta
5.
- 123 -
484
AF b)
(%)
Tanggal operasi
komersial/
Commercial
Operation Date
Bahan bakar/
Fuel
Kapasitas/
Capacity
(MW)
AF
(%)
Periode/
Period
Panas bumi/
Geothermal
Gas
60
85
2002-2044
14
60
2011-2013
Gas
Tenaga air/
Hydro
Gas
24
150
65
50
2012-2013
2012-2016
19
267
90
2009-2014
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
136.286
240.222
115.329
192.594
444.209
325.882
31 Desember/
December 31,
2012
31 Desember/
December 31,
2011
374.133
46.437
22.254
1.385
-
69.334
81.328
37.150
26.372
88.579
23.119
444.209
325.882
ii.
Belum
Beroperasi
Pengembangan)
No.
Perusahaan/
Company
(Dalam
Tahap
ii.
Bahan
bakar/
Fuel
Proyek/Projects
AF b)
(%)
Periode/
Period a)
Status
Batubara/Coal
1900
86,21
2018-2043
PLTU Banten
Batubara/Coal
625
80
2017-2042
Batubara/Coal
380
85
2014-2044
Panas Bumi/
Geothermal
330
90
2016-2046
Renegosiasi/Renegotiation
PLTU Sumsel 5
Batubara/Coal
300
80
2015-2045
Panas Bumi/
Geothermal
220
90
2015-2045
Star Energy
Panas Bumi/
Geothermal
220
85
2015-2035
Renegosiasi/Renegotiation
Jumlah dipindahkan/
Balance carryforward
3.975
485
No.
Perusahaan/
Company
Proyek/Projects
Jumlah pindahan/
Balance carryforward
AF b)
(%)
Periode/
Period a)
Status
3.975
Panas Bumi/
Geothermal
Panas Bumi/
Geothermal
PLTP Muaralaboh, Sumatera Barat/ West Panas Bumi/
Sumatera
Geothermal
Banjarsari, Sumatera Selatan/South
Batubara/Coal
Sumatra
10
11
12
PT Poso Energy
PLTA Poso
Tenaga Air/Hydro
195
13
Panas Bumi/
Geothermal
180
75
2015-2035
14
PT Energi Sengkang
Gas
120
85
2013-2024
15
Panas Bumi/
Geothermal
110
90
2015-2045
16
Gas
82
85
2013-2038
17
18
Panas Bumi/
Geothermal
Batubara/Coal
60
50
85
87
2015-2035
2014-2039
Renegosiasi/Renegotiation
Dalam tahap pembangunan/
Under construction
19
Kons. Madhucon
Batubara/Coal
300
80
2014-2039
20
PT Ranyza Energi
Batubara/Coal
225
84
2016-2046
21
Batubara/Coal
225
80
2015-2045
22
Bedugul, Bali
Panas Bumi/
Geothermal
175
95
2016-2046
23
Panas Bumi/
Geothermal
140
90
2015-2045
24
Batubara/Coal
55
80
2014-2034
25
Batubara/Coal
54
85
2010-2035
26
Batubara/Coal
50
80
2014-2039
27
Lainnya/Others c)
793
60 - 95
South Sumatera
Sumatera
220
90
2016-2046
220
90
2016-2046
220
90
2016-2046
200
80
2014-2044
7.649
Jumlah/Total
486
Kapasitas/
Capacity
(MW)
a)
a)
b)
b)
c)
c)
487
488
c. Capital expenditures
Mata uang/
Currencies
Program percepatan
Kontrak pembangkitan
Jumlah
Kontrak transmisi
Jumlah
Kontrak konstruksi rutin
US$
Rupiah
US$
EUR
Rupiah
US$
EUR
JPY
Rupiah
Lain-lain/Others **)
Jumlah
Setara Rupiah/
Rupiah equivalent *)
681
6.582.960
4.563.877
11.146.837
10
4
97.150
55.933
628.732
781.815
54
8
3.151
522.346
106.790
352.806
13.034.272
18.257
14.034.471
Total
*)
Dalam jutaan
*)
In million
**)
**)
489
Program Percepatan
Kontrak Pembangkitan
Kontrak Transmisi
Transmission Contracts
- 129 -
490
Penerusan pinjaman
Mata uang
Two-step loans
Dalam
mata uang asing/
In foreign
currencies *)
US$
JPY
Jumlah
1.083
95.649
*) Dalam jutaan
Ekuivalen Rp/
Rp equivalent *)
10.473.495
10.709.554
21.183.049
Currency
US$
JPY
Total
*) In millions
491
No.
Fasilitas
maksimum/
Maximum
facility *)
Fasilitas
pinjaman
belum
digunakan/
Unused loan
facilities *)
Tingkat bunga
per tahun/
Interest rate
per annum
Premi
Asuransi/
Insurance
premium *)
Tanggal
perjanjian/
Date of
agreement
Periode/
Period **)
Tahun/Year
284
0,84% + LIBOR
6 bulanan/
6 months
27
30 Januari 2008/
January 30, 2008
15
331
0,84% + LIBOR
6 bulanan/
6 months
32
30 Januari 2008/
January 30, 2008
15
262
3,25% + LIBOR
6 bulanan/
6 months
3 Desember 2008/
December 3, 2008
13
592
0,785% + LIBOR
6 bulanan/
6 months
55
27 Mei 2008/
May 27, 2008
13
124
27
2.80% + LIBOR
6 bulanan/
6 months
12
4 Mei 2009/
May 4, 2009
15
482
78
2.80% + LIBOR
6 bulanan/
6 months
44
4 Mei 2009/
May 4, 2009
15
455
51
2,3% + LIBOR
1 tahun/
1 year
46
4 Mei 2009/
May 4, 2009
13
293
45
2.80% + LIBOR
6 bulanan/
6 months
29
17 Juli 2009/
July 17, 2009
15
372
73
2.30% + LIBOR
6 bulanan/
6 months
34
14 Desember 2009/
December 14, 2009
13
10
625
197
3.85% + LIBOR
6 bulanan/
6 months
14 Oktober 2009/
October 14, 2009
13
11
138
18
3.85% + LIBOR
6 bulanan/
6 months
14 Oktober 2009/
October 14, 2009
13
3.958
489
- 131 -
492
279
No.
Fasilitas
maksimum/
Maximum
facility *)
Fasilitas
pinjaman
belum
digunakan/
Unused loan
facilities *)
Tingkat bunga
per tahun/
Interest rate
per annum
Tanggal
perjanjian/
Date of
agreement
Periode/
Period **)
Tahun/Year
600.636
1,10% + JIBOR
6 bulanan/
6 months
18 April 2008/
April 18, 2008
10
735.388
1,10% + JIBOR
6 bulanan/
6 months
18 April 2008/
April 18, 2008
10
1.874.315
493.421
1,10% + JIBOR
6 bulanan/
6 months
29 Juli 2008/
July 29, 2008
10
1.498.513
709.497
1,10% + JIBOR
6 bulanan/
6 months
29 Juli 2008/
July 29, 2008
10
10
1.240.661
549.735
1,10% + JIBOR
6 bulanan/
6 months
29 Juli 2008/
July 29, 2008
1.911.480
109.886
1,11% + JIBOR
3 bulanan/
3 months
18 April 2008/
April 18, 2008
1.272.914
1,10% + JIBOR
3 bulanan/
3 months
18 April 2008/
April 18, 2008
10
1.188.549
1,12% + JIBOR
3 bulanan/
3 months
18 April 2008/
April 18, 2008
10
2.741.298
0,825% + JIBOR
3 bulanan/
3 months
29 Juli 2008/
July 29, 2008
10
10
1.045.924
144.745
0,71% + JIBOR
6 bulanan/
6 months
29 Juli 2008/
July 29, 2008
13
11
1.606.612
103.539
0,71% + JIBOR
6 bulanan/
6 months
29 Juli 2008/
July 29, 2008
13
12
2.074.740
641.445
1% + JIBOR
3 bulanan/
3 months
30 Januari 2009/
January 30, 2009
10
17.791.030
2.752.268
10
493
No.
Fasilitas
maksimum/
Maximum
facility *)
Fasilitas
pinjaman
belum
digunakan/
Unused loan
facilities *)
Tingkat bunga
per tahun/
Interest rate
per annum
Tanggal
perjanjian/
Date of
agreement
Periode/
Period **)
Tahun/Year
17.791.030
2.752.268
13
1.151.005
200.427
1% + JIBOR
3 bulanan/
3 months
30 Januari 2009/
January 30, 2009
10
14
4.732.000
2.142.840
1% + JIBOR
3 bulanan/
3 months
24 April 2009/
April 24, 2009
10
15
1.155.352
260.227
1% + JIBOR
3 bulanan/
3 months
30 Januari 2009/
January 30, 2009
10
16
3.941.772
1.277.162
1.50% + JIBOR
14 Oktober 2009/
10
6 bulanan/
6 months
18
*)
**)
1.50% + JIBOR
14 Desember 2009/
3 bulanan/
3 months
1.930.063
2.613.012
653.601
33.314.234
7.608.583
- 133 -
494
322.058
1.50% + JIBOR
6 bulanan/
6 months
14 Desember 2009/
December 14, 2009
10
10
No.
Fasilitas
maksimum/
Maximum
facility *)
Fasilitas
pinjaman
belum
digunakan/
Unused loan
facilities *)
Tingkat bunga
per tahun/
Interest rate
per annum
Tanggal
perjanjian/
Date of
agreement
Periode/
Period **)
Tahun/Year
33.314.234
7.608.583
327.195
194.913
1.50% + JIBOR
6 bulanan/
6 months
14 Desember 2009/
December 14, 2009
10
1.507.851
731.087
1.50% + JIBOR
6 bulanan/
6 months
14 Desember 2009/
December 14, 2009
10
21
1.067.684
304.710
1.05% + JIBOR
3 bulanan/
3 months
27 Desember 2010/
December 27, 2010
10
36.216.964
8.839.293
495
Kontraktor/
Contractors
Nilai kontrak/
Contract amount
Setara Rupiah/
Rupiah equivalent
Periode/
Period
3.418.472
2010-2032
1.878.908
348.829
2005-2030
2004-2014
5.646.209
f. Litigasi
f. Litigations
(i)
(i)
(ii)
(ii)
- 135 -
496
(iii)
Pada
tahun
2011,
Perusahaan
menghadapi gugatan ganti rugi dari
Dindin dan kawan-kawan sebesar
Rp 15,6 miliar untuk kerugian material
dan Rp 85 miliar untuk kerugian
immaterial
sehubungan
dengan
pembangunan saluran udara tegangan
tinggi 500 kV yang melalui tempat tinggal
penggugat. Berdasarkan surat keputusan
tanggal 29 Pebruari 2012, Pengadilan
Negeri
Bandung
memutuskan
mengabulkan sebagian gugatan dari
penggugat. Pada tanggal 7 Maret 2012,
Perusahaan mengajukan banding ke
Pengadilan Tinggi Bandung. Sampai
dengan tanggal penerbitan laporan
keuangan konsolidasian, perkara ini
masih dalam proses di Pengadilan Tinggi
Bandung.
(iii)
(iv)
(iv)
(v)
(v)
497
58.
(vi)
58.
- 137 -
498
261.226.207
41.263.740
Setelah Penyajian
Kembali / After
Restatement
302.489.947
ASSETS
Property, plant and equipment net of accumulated depreciation
EKUITAS
Saldo laba - tidak ditentukan penggunaannya
55.285.174
(9.336.331)
45.948.843
EQUITY
Retained earnings - Unappropriated
9.669.360
23.922.731
5.927.807
(3.284.659)
53.767.755
(514.496)
6.384.701
77.690.486
5.413.311
NONCURRENT LIABILITIES
Deferred tax liabilities - net
Lease liabilities
Electricity purchase payable
14.194.723
8.629.474
5.232.453
(124.154)
(753.837)
827.894
14.070.569
7.875.637
6.060.347
2.119.192
187.280
684.719
(3.150)
2.803.911
184.130
Sebelum Penyajian
Kembali / Before
Restatement
PENDAPATAN USAHA
208.017.823
BEBAN USAHA
Bahan bakar dan pelumas
Pembelian tenaga listrik
Sewa
Pemeliharaan
Kepegawaian
Penyusutan
Lain-lain
120.553.008
29.717.769
11.607.490
13.197.075
13.916.723
4.405.234
2011
CURRENT LIABILITIES
Trade accounts payable
Related parties
Third parties
Accrued expenses
Current maturities of long-term
liabilities
Lease liabilities
Electricity purchase payable
Setelah Penyajian
Kembali / After
Restatement
Penyesuaian /
Adjustments
208.017.823
REVENUES
10.604.596
(28.461.056)
5.775.859
1.985.073
2.337.829
-
131.157.604
1.256.713
5.775.859
13.592.563
13.197.075
16.254.552
4.405.234
OPERATING EXPENSES
Fuel and lubricants
Purchased electricity
Lease
Maintenance
Personnel
Depreciation
Others
193.397.299
(7.757.699)
185.639.600
14.620.524
7.757.699
22.378.223
503.983
(1.325.217)
(7.754.126)
1.827.246
(508.173)
(9.606.941)
-
503.983
(1.833.390)
(17.361.067)
1.827.246
(6.748.114)
(10.115.114)
(16.863.228)
7.872.410
(2.357.415)
5.514.995
(678.784)
589.904
(88.880)
5.426.115
7.193.870
(244)
7.193.626
5.426.359
(244)
5.426.115
155.898
117.594
7.193.626
(1.767.511)
499
123.313.808
(164.061.002)
(10.457.035)
(51.204.229)
90.434.819
(7.797.710)
519.395
109.756
(921.971)
31.140.060
10.459.131
10.459.131
(9.977.263)
481.868
31.621.928
34.345
(7.301.505)
(31.856.413)
8.032
34.345
(7.301.505)
(31.856.413)
8.032
(139.259)
2.940
(139.259)
2.940
(1.703.775)
196.787
(1.703.775)
196.787
(40.758.848)
(40.758.848)
9.035.000
(97.531)
(3.980.250)
(2.279.438)
4.499.977
(293.793)
(4.545.000)
58.712.266
(47.502.177)
(158.424)
(1.431.750)
2.601
(484.469)
9.035.000
(97.531)
(3.980.250)
(2.279.438)
4.499.977
(293.793)
(4.545.000)
58.712.266
(47.502.177)
(155.823)
(1.916.219)
11.958.880
(481.868)
11.477.012
2.340.092
2.340.092
19.716.798
19.716.798
31.203
31.203
22.088.093
22.088.093
- 139 -
500
123.313.808
(153.601.871)
(10.457.035)
(40.745.098)
90.434.819
(17.774.973)
519.395
109.756
(921.971)
210.651.868
36.909.847
Setelah Penyajian
Kembali / After
Restatement
247.561.715
ASSETS
Property, plant and equipment net of accumulated depreciation
EKUITAS
Saldo laba - tidak ditentukan penggunaannya
58.107.990
(7.568.820)
50.539.170
EQUITY
Retained earnings - Unappropriated
9.979.393
14.166.649
6.049.046
(2.694.755)
47.239.553
(512.844)
7.284.638
61.406.202
5.536.202
NONCURRENT LIABILITIES
Deferred tax liabilities - net
Lease liabilities
Electricity purchase payable
59.
5.938.951
6.714.064
5.111.783
(226.288)
(1.015.404)
1.198.216
5.712.663
5.698.660
6.309.999
1.408.607
176.607
492.790
(2.601)
1.901.397
174.006
59.
CURRENT LIABILITIES
Trade accounts payable
Related parties
Third parties
Accrued expenses
Current maturities of long-term
liabilities
Lease liabilities
Electricity purchase payable
Direktur Utama/
President Director
Direktur/Director
Direktur/Director
Direktur/Director
Direktur/Director
Direktur/Director
Direktur/Director
Direktur/Director
Direktur/Director
Nur Pamudji
501
Kategori
keuangan
dan
klasifikasi
60.
instrumen
Dimiliki hingga
jatuh tempo /
Held to Maturity
Aset
Aset tidak lancar
Piutang pihak berelasi
Rekening bank dan deposito berjangka
dibatasi penggunannya
Piutang lain-lain
Aset tidak lancar lain
Jumlah aset tidak lancar
Tersedia untuk
dijual / Availablefor-Sale
22.329
4.792.736
303.058
43.606
5.161.729
22.639.853
378.208
3.851.920
20.565.784
849.120
28.470
48.313.355
Current assets
Cash and cash equivalents
Short-term investments
Trade accounts receivable
Receivables on electricity subsidy
Other receivables
Receivables from related parties
Total current assets
53.475.084
4.792.736
303.058
5.118.123
Aset lancar
Kas dan setara kas
Investasi jangka pendek
Piutang usaha
Piutang subsidi listrik
Piutang lain-lain
Piutang pihak berelasi
Jumlah aset lancar
22.639.853
378.208
3.851.920
20.565.784
849.120
28.470
48.313.355
53.431.478
43.606
43.606
43.606
Assets
Noncurrent assets
Receivable from related parties
Restricted cash in banks and
time deposits
Other receivables
Other noncurrent assets
Total noncurrent assets
Liabilities
Noncurrent liabilities
27.294.132
8.707.826
107.609.232
27.294.132
8.707.826
107.609.232
54.271.679
67.250.977
5.582.143
9.675
153.530
270.879.194
54.271.679
67.250.977
5.582.143
9.675
153.530
270.879.194
25.755.606
6.455.405
1.226.239
25.755.606
6.455.405
1.226.239
2.309.841
334.010
3.699.829
2.309.841
334.010
3.699.829
7.808.344
206.013
741.654
15.658.226
64.195.167
7.808.344
206.013
741.654
15.658.226
64.195.167
335.074.361
335.074.361
- 141 -
502
Liabilitas keuangan
diukur pada biaya
perolehan diamortisasi /
Financial Liabilities at
Amortized Cost
22.329
financial
Nilai wajar
melalui laba rugi
/ Fair Value
Through Profit or
Loss
Liabilitas
Liabilitas jangka panjang
Utang jangka panjang - setelah dikurangi
bagian jatuh tempo dalam satu
tahun
Penerusan pinjaman
Utang kepada Pemerintah
Utang sewa pembiayaan
Utang bank dan surat utang
jangka menengah
Utang obligasi
Utang listrik swasta
Utang pihak berelasi
Utang lain-lain
Jumlah liabilitas jangka panjang
of
classes
Current liabilities
Trade accounts payable
Customers' security deposits
Project cost payable
Current maturities of long-term
liabilities
Two-step loans
Government loans
Lease liabilities
Bank loans and medium term notes
Electricity purchase payable
Payable to related parties
Other payables
Total financial liabilities
Total financial liabilities
c.
c.
503
Dalam pengelolaan
risiko, Perusahaan
membentuk Divisi Manajemen Risiko (Divisi
MRO) yang bertanggung jawab terhadap
penyusunan kebijakan, kerangka kerja,
pedoman penerapan manajemen risiko dan
infrastruktur
pengelolaan
risiko,
serta
memastikan implementasi manajemen risiko
tersebut di lingkungan Perusahaan dan entitas
anak. Divisi ini juga bertugas untuk menyusun
profil risiko yang bersifat strategis sebagai
himbauan
awal
kepada
manajemen
Perusahaan dan entitas anak. Divisi MRO
bertanggung jawab kepada Direktur (Niaga,
Manajemen Risiko dan Kepatuhan).
- 143 -
504
i.
10%
Aset Keuangan
Rekening bank dan deposito berjangka
dibatasi penggunaannya
Kas dan setara kas
Sub jumlah laba (rugi)
Liabilitas Keuangan
Penerusan pinjaman
Utang sewa pembiayaan
Utang bank dan surat hutang
jangka menengah
Utang obligasi
Utang listrik swasta
Utang usaha
Biaya yang masih harus dibayar
Utang biaya proyek
Utang lain-lain
Sub jumlah laba (rugi)
Jumlah laba (rugi)
JPY
-10%
Lain-lain/ Others
10%
-10%
Financial Assets
Restricted cash in banks and
time deposits
Cash and cash equivalents
Subtotal income (loss)
327.221
593
327.814
(327.221)
(593)
(327.814)
27.704
166.817
194.521
(27.704)
(166.817)
(194.521)
3.444
3.444
(3.444)
(3.444)
440
440
(440)
(440)
(1.598.286)
(2.485.308)
1.598.286
2.485.308
(443.233)
(5.612.184)
443.233
5.612.184
(107.415)
-
107.415
-
(22.130)
-
22.130
-
2.313.921
4.025.138
434.112
234.708
91.177
31.690
198.365
13.384.528
(5.043)
(978)
(14.277)
(9.734)
(137.447)
5.043
978
14.277
9.734
137.447
(251)
(18.174)
(40.555)
251
18.174
40.555
Financial Liabilities
Two-step loans
Lease liabilities
Bank loans and medium
term notes
Bonds payable
Electricity purchase payable
Trade accounts payable
Accrued expenses
Project cost payable
Other payables
Subtotal income (loss)
13.190.007
(134.003)
134.003
(40.115)
40.115
(36)
(169.921)
(27.164)
(14.766)
(4.295.481)
36
169.921
27.164
14.766
4.295.481
(2.313.921)
(4.025.138)
(434.112)
(234.708)
(91.177)
(31.690)
(198.365)
(13.384.528)
(3.967.667)
3.967.667
(13.190.007)
505
ii.
Jumlah/
Total
29.028
21.771
50.799
4.775.629
20.747.051
315.725
-
17.107
1.883.188
54.315
-
43.606
9.614
8.168
3.851.920
20.565.784
1.152.178
4.792.736
43.606
22.639.853
378.208
3.851.920
20.565.784
1.152.178
Financial Assets:
Receivable from related parties
Restricted cash in banks and
time deposits
Other noncurrent assets
Cash and cash equivalents
Short-term investments
Trade accounts receivable
Receivable on electricity subsidy
Other receivables
25.838.405
1.983.638
25.653.041
53.475.084
Liabilitas keuangan:
Penerusan pinjaman
Utang kepada pemerintah
Utang sewa pembiayaan
Utang bank dan surat utang jangka
menengah
Utang obligasi
Utang listrik swasta
Utang pihak berelasi
Utang lain-lain
Utang usaha
Uang jaminan pelanggan
Utang biaya proyek
5.513.189
-
24.090.784
9.041.836
111.309.061
62.080.023
-
67.250.977
5.788.156
7.867
-
743.462
15.811.756
25.755.606
6.455.405
1.226.239
62.080.023
67.250.977
5.788.156
751.329
15.811.756
25.755.606
6.455.405
1.226.239
67.593.212
217.488.681
49.992.468
335.074.360
- 145 -
506
29.603.973
9.041.836
111.309.061
Financial Liabilities:
Two-step loan
Government loans
Lease liabilities
Bank loans and medium term
notes
Bonds payable
Electricity purchase payable
Payable to related parties
Other payables
Trade accounts payable
Customer security deposits
Project cost payable
Total Financial Liabilities
Analisis
sensitivitas
berikut
telah
ditentukan
berdasarkan
eksposur
Perusahaan dan entitas anak terhadap
tingkat suku bunga untuk saldo instrumen
keuangan terutang setelah pajak pada
tanggal pelaporan. Analisis ini disusun
dengan mengasumsikan jumlah saldo
aset dan liabilitas terutang pada akhir
periode pelaporan, terutang sepanjang
tahun.
Analisis
sensitivitas
ini
menggunakan asumsi kenaikan dan
penurunan sebesar 50 basis poin pada
tingkat bunga yang relevan dengan
variabel lain dianggap konstan. Kenaikan
dan penurunan sebesar 50 basis poin
merupakan penilaian manajemen atas
kemungkinan perubahan yang rasional
terhadap
tingkat
bunga
setelah
mempertimbangkan kondisi ekonomi saat
ini.
iii.
17.909
77.801
1.184
96.894
(17.909)
(77.801)
(1.184)
(96.894)
Financial Assets
Restricted cash in banks and
time deposits
Cash in bank
Short term investment
Subtotal income (loss)
Liabilitas Keuangan
Penerusan pinjaman
Utang bank dan surat utang
jangka menengah
Sub jumlah laba (rugi)
(20.674)
20.674
(232.800)
(253.474)
232.800
253.474
Financial Liabilities
Two-step loans
Bank loan and medium
term notes
Subtotal income (loss)
(156.580)
156.580
iii.
507
418.738
844.980
2.588.202
3.851.920
50.799
4.792.736
43.606
22.639.853
378.208
1.885.230
20.565.784
1.152.178
51.508.394
2.354.917
2.354.917
Jumlah/
Total
50.799
4.792.736
43.606
22.639.853
378.208
4.240.147
20.565.784
1.152.178
53.863.311
508
East Indonesia
West Indonesia
Java and Bali
Total Trade Receivables
Kualitas
kredit
aset
keuangan
Perusahaan dan entitas anak dinilai dan
dikelola berdasarkan peringkat internal.
Kualitas
kredit
dimonitor
dengan
menggunakan
Sistem
Peringkat
Perusahaan dan entitas anak. Sistem
peringkat dinilai dan diperbarui secara
berkala untuk menjaga akurasi dan
konsistensi peringkat risiko. Kualitas
kredit dan Sistem Peringkat Perusahaan
dan entitas anak dinilai sebagai berikut:
Tingkat tinggi
Aset keuangan tingkat tinggi meliputi
kas dan setara kas, investasi jangka
pendek, rekening dan deposito
berjangka
yang
dibatasi
penggunaannya dan investasi dalam
saham yang tidak tercatat di bursa,
dimana transaksi tersebut dilakukan
kepada pihak ketiga atau bank yang
memiliki kualitas kredit yang baik.
Oleh karena itu, risiko kredit adalah
minimal. Pihak ketiga yang dimaksud
termasuk institusi keuangan utama,
perusahaan dan institusi Pemerintah.
Untuk piutang usaha, pelanggan
dapat diberi peringkat tingkat tinggi
jika memiliki kapasitas pembayaran
utang yang sangat kuat. Pelanggan
tingkat tinggi dinilai dapat memiliki
sebuah kualitas outlook kredit yang
tinggi dalam segala kondisi ekonomi.
Tingkat tinggi adalah peringkat paling
tinggi
yang
diberikan
kepada
pelanggan
berdasarkan
Sistem
Penilaian Perusahaan dan entitas
anak.
High grade
High grade financial assets include
cash and cash equivalents, short
term investment, restricted cash in
banks and time deposits, and
investments in non listed shares,
which the transaction are conducted
with counterparties with good credit
rating
or
bank
standing.
Consequently, credit risk is minimal.
These counterparties include large
prime
financial
institutions,
government
companies
and
agencies.
For
trade
account
receivables, a customer is given a
high grade rating if it has an
extremely strong debt service
capacity. High grade customers are
viewed to possess a high credit
quality outlook under all economic
conditions. High grade is the highest
rating provided to a customer under
the Company and its subsidiaries
Rating System.
Tingkat standar
Aset keuangan peringkat standar
termasuk piutang usaha yang tidak
diklasifikasikan sebagai tingkat tinggi.
Untuk piutang usaha, pelanggan
dapat diberi peringkat standar jika
pelanggan
memiliki
kapasitas
pembayaran utang yang kuat.
Walaupun probabilitas gagal bayar
rendah, pelanggan dengan peringkat
tingkat standar dinilai lebih rentan
terhadap
efek
samping
dari
perubahan kondisi ekonomi.
Standard grade
Standard grade financial assts
include trade account receivables
that are not classified as high grade.
For trade receivable, a customer
given a standard grade rating if it is
deemed to have a strong debt
service
capacity.
While
the
probability of default is low, standard
grade
customers
are
more
susceptible to the adverse effects of
changes in economic conditions.
509
Sub-standard grade
Sub-standard grade financial assets
include trade account receivables
where the credit exposures for a
customer is deemed to be not at risk
for temporary but the customers
performance has already weakened
and unless present trends are
reverse, could lead to losses. This
includes receivables from accounts
that have been terminated.
iv.
Tingkat standar/
Standard grade
50.799
4.792.736
22.639.853
43.606
378.208
1.874.748
20.565.784
1.152.178
51.497.912
9.900
9.900
582
582
iv.
Jumlah/
Total
50.799
4.792.736
22.639.853
43.606
378.208
1.885.230
20.565.784
1.152.178
51.508.394
510
d.
Jumlah/
Total
3.096.126
785.377
21.296.137
6.984.326
1.535.008
27.223.004
6.102.618
2.228.581
48.646.209
41.069.575
9.401.529
466.106.694
57.252.645
13.950.495
563.272.044
9.616.225
2.507.281
518.641
746.558
25.755.606
6.455.405
1.226.239
15.811.755
87.815.350
19.895.391
8.696.647
1.030.035
5.717
65.370.128
20.310.097
21.686.375
1.129.676
2.144
100.105.700
37.827.021
96.875.606
10.255.114
661.535.539
87.648.734
129.765.909
12.933.466
754.419
25.755.606
6.455.405
1.226.239
15.811.755
914.826.717
d.
Liabilities
Two-step loans
Government loans
Lease liabilities
Bank loans and medium
term notes
Bonds payable
Electricity purchase payable
Related parties payable
Trade accounts payable
Customer's security deposits
Project cost payable
Other payables
Total
511
50.799
4.792.736
53.148
4.852.742
29.603.973
9.041.836
111.309.061
67.250.977
5.788.156
751.329
30.816.109
9.881.194
128.069.290
81.374.537
7.002.953
751.370
225.111
3.889.763
4.000.950
29.273.112
6.363.190
80.494.397
55.908.388
5.597.441
677.375
30.938.110
6.788.550
93.653.048
58.601.378
6.649.501
689.833
512
MANAGEMENTS
RESPONSIBILITY
AND
APPROVAL OF CONSOLIDATED FINANCIAL
STATEMENTS
The preparation and fair presentation of the
consolidated financial statements on pages 3 to
152 were the responsibilities of the management,
and were approved by the Directors and
authorized for issue on April 9, 2013.
********
513
514
515
PT PLN (Persero)
Jl. Trunojoyo Blok M I No. 135
Kebayoran Baru, Jakarta 12160
Indonesia
T. 62 21 725 0550
F. 62 21 722 2328
www.pln.co.id