Supreme Newsletter Special Edition 17tastic

SPECIAL EDITION NEWSLETTER

supreme energy

17 years

moving forward for Indonesia

Table of Content

PAGE 05

Cover Story

Supramu Santosa

PAGE 09

Supreme Stories

Sweet 17 of SE: Your Thought?

PAGE 11

Gallery

Office Events

PAGE 25

Site Update

SEML Unit 2 SEML Unit 1 SERD SERB

PAGE 45

New Board on The Block

Boy Gemino Osamu Shimbara

PAGE 49

CSR

Highlight CSR within 17 Years

PAGE 55

Young Generation

SPARK Apprenticeship

PAGE 63

Renewable Energy Article

Renewable Energy - Geothermal Hoax

PAGE 65

Knowledge Hub

Financial Close

PAGE 75

Lifestyle: Forever Movie

The Boy Who Harnessed The Wind

PAGE 81

Message

Editor in Chief Editors & Contributors

COVER STORY

17-YEAR JOURNEY:

Rising Through Challenges.

“GREAT DREAMS ARE NEVER BORN IN COMFORT. THEY ARE FORGED IN CHALLENGES.”

Seventeen years ago, Supreme Energy was born out of a dream. To harness Indonesia’s vast geothermal potential and build a company that not only delivers clean energy but also uplifts people and communities. The timing could not be better: Indonesia’s oil and gas production was declining, rising energy demand, and growing concerns over global warming were driving the world toward green energy development.

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Looking back, the first five years were the toughest for us. Survival felt uncertain. Yet we endured, and that endurance gave us confidence: if we could get through that, we could get through anything. At that time, I was so optimistic. I thought, based on the result of our preliminary G&G study, once we secured the license and signed the PPA, success would be a nobrainer. But the journey proved far more challenging than I imagined. The hurdles kept coming: navigating complex regulations, facing the unpredictable risks of exploration, and securing a tariff structure that would ensure the economic viability of our projects.

What kept me moving forward in those difficult times was never just the dream. It was the people around me. I could not have done it alone.

Supportive and committed partners, dedicated colleagues, and most importantly, a shared belief in the opportunities ahead. That collective strength is what carried us forward.

Today, one of my greatest sources of pride is not just the megawatts we’ve built, but the culture we’ve grown. Supreme Energy is now a place where people are not only capable and professional, but also proud and genuinely happy to contribute. That, to me, means more than any milestone. Being surrounded by happy and motivated people gives me energy, strength, and joy.

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Of course, the challenges were real and relentless.

Exploration risk was the hardest to face, because it is nature-given. Beyond our control. Our dream was to build a 1,000 MW geothermal company. Reality struck when, after one successful well, others turned out dry, and the final resources were far less than expected. Those were humbling lessons.

But that is life. Giving up was never an option. Success never comes easy. I always tell people: do your best, work hard, give everything you have, even though sometimes your best may still not be enough. After seven years of struggle, we finally began to see light at the end of the tunnel. Perhaps not as bright as we planned, but light nonetheless. Enough to prove that perseverance pays off.

In life, we must always see opportunities but never ignore the risks. We must learn to optimize opportunities and find ways to overcome risks. That mindset has helped Supreme Energy grow into what it is today, leaving behind legacies at Muara Laboh, Rantau Dedap and hopefully, later, in Rajabasa. Transforming untouched jungle into operating geothermal plants generating electricity to thousands homes and bringing benefit to local government and surrounding communities is something we must always cherish. This is the legacy that we should be proud of.

My guiding values throughout this journey have always been clear. Never stop learning, be a student for life.

Challenge the status quo through innovation and collaboration. Never settle for what we already know, because there is always room for improvement. Go beyond yourself: think of what you can contribute to others, to the environment, and to the nation. Have confidence in what we do, but stay humble. This is what I call confidence without attitude, the balance between strength and humility. Above all, live with strong values, because character matters most: honesty, integrity, hard work, and innovation. Without these, success is meaningless.

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A Legacy Beyond Energy

I BELIEVE LIFE IS DESTINY. AND IF YOU BELIEVE THAT, YOU WILL NOT DESPAIR, NOR WILL YOU BECOME ARROGANT.

As I look ahead, my hope is for Supreme Energy to grow faster and bigger. Creating more opportunities, empowering more communities, and nurturing more people to reach their potential.

Because at the end of the day, this journey has never been only about energy. It has always been about people. Respect them, care for them, make them happy. Even in the smallest ways. That is the essence of life and leadership.

As the Prophet once said: “Love the creatures of this world, and the One in the heavens will love you.”

That, to me, is the true legacy worth leaving behind.

Supramu Santosa Founder & Chairman, Supreme Energy

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SUPREME STORIES

Sweet 17 years of Supreme Energy

Your

Thoughts?

-- by Afdhal Baravanni, Zavira Maharani

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Prijandaru Effendi “Like a child who grows and learns through 17 years, Supreme Energy has gone through years of challenges and growth to reach maturity. Now, it is time for us to soar higher — to stand as a pillar and benchmark for Indonesia’s geothermal industry.

For me, life always offers an opportunity to take risk — to leave the comfort zone with the belief that I can contribute more to the energy industry. The experience of starting something from zero until it grows into reality is truly priceless, for not everyone gets the chance to live it.”

Ketut Murniata “For me, the sense of togetherness in Supreme Energy is incredibly strong, just look at how our leaders mingle and connect with everyone. That’s what makes us feel comfortable and happy at work. So when it’s time to part ways with a colleague, it feels really heavy, because they’ve become like family to me.”

Sonny Santana “If I were to describe Supreme Energy as a 17-year-old celebrating their coming of age, the journey so far shows a young spirit eager to grow and mature. It’s a company that thirsts for knowledge, embraces innovation and emerging technologies — and all of that is well supported. Every step toward maturity is something we should be grateful for and pursue with the passionate spirit of youth.”

GALLERY

It started with a few of us,

walking on new adventure with our own feet.

2008

Geochemistry Fieldwork

2008

Geophysics Data Acquisition

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Testing, constructing, and constructing 2012

ML-A1 Spud-In

2012

Community Leaders from Muara Laboh Site Benchmarking Study to Wayang Windu GPP

2012

ML-A1 First well in Muara Laboh

2013

Rantau Dedap Shortcut to Pad E

2013

SERD Construction

A lot of signing and meeting toward the path of evolving.

2013

Community Leaders from Rajabasa Site Benchmarking Study to Kamojang GPP

2013

Coordination Meeting with Community Leader

2013

Community Leaders from Rantau Dedap Site Benchmarking Study to Kamojang GPP

2014

RD-B1 Spud-In

2014

RD-B1 First well in Rantau Dedap

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Progress only encouraged us

to push the way forward

2015

IIGCE VVIP Booth Visit

2015

Rajabasa Jetty Construction

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Together with everyone, we gained acknowledgement and built stronger foundation,

2017

Gatra Award

2017

PPA Rantau Dedap Signing

2017

Subroto Award

2017

Syukuran New Logo

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Despite the challenges we face, nothing could stop us.

2018

EPC Rantau Dedap Contract Signing

2018

Tsunami Hits Lampung

2019

COD Muara Laboh Unit 1 (85 MW)

2019

IIGW

2020

COD Muara Laboh Unit 1 Inauguration

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Even when pandemic hits. we didn’t back down.

2020

Restoration of The SERB’s Jetty After Sunda Strait Tsunami

2021

Covid Breakout at Rantau Dedap Site

2021

SERB Office Riverside

2021

Commercial Operation Date Rantau Dedap 91.2 MW

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We thrived.

Continued where we left off, tougher.

2022

COD Rantau Dedap Launching at IIGCE

2022

EBTKE Visit to Rajabasa

2022

IIGCE

2022

Inpex Signing

2022

Inpex Opening Office

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Without forgetting to have fun,

2022

Outing

2022

Outing

2023

17 Agustus-an

2023

Tonwhall

2023

Rantau Dedap Family Gathering

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we worked hard, 2023

Subroto Award

2023

UI Company Visit

2024

IIGCE

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we played better.

2024

Outing

2024

17 Agustus-an

2024

Muara Laboh Team Outing

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Believing that people power are the fuel of our forces...

2024

Bukber

2025

Supreme Energy as host of IIGCE 2025

2025

IIGCE

2025

Muara Laboh Unit 2 Financial Close Dinner

2025

Spud in ML

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...which kept us standing tall,

2025

Batik Day

2025

IIGCE

2025

Mass Recruitment SPARK

2025

Muara Laboh Team Outing

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for the mighty 17 years.

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SITE UPDATE

MUARA LABOH UNIT 2:

Steady Steps Toward a Greener Future -- by Arie Sufiantoro, Zavira Maharani

The journey toward expanding clean energy in West Sumatra just reached another exciting chapter! PT Supreme Energy Muara Laboh (SEML), a joint venture between PT Supreme Energy Sumatera, Sumitomo Corporation, and INPEX Geothermal Ltd., continues to advance the Muara Laboh Geothermal Power Plant Units 2 & 3 (140 MW) in Solok Selatan, West Sumatra. It’s been a year of great momentum for SEMLfollowing the signing of the PPA Amendment with PT PLN (Persero) in December 2024, SEML achieved financial close in April 2025 with a total loan of USD 370 million from international lenders. This accomplishment not only marks strong global confidence in Indonesia’s geothermal potential but also brings SEML one step closer to delivering more sustainable energy to the nation.

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Looking ahead, Unit 2, with a target COD in early 2027, will add 80 MW of clean power to Sumatra’s grid, enough to supply 760,000 households and reduce 900,000 tons of CO₂ emissions annually.

The project will also create 1,500 job opportunities and stimulate the local economy.

Throughout early 2025, SEML actively engaged stakeholders through a series of socialization and consultation sessions such as media gathering, meetings with the Nagari Committee and local government, public consultation, and supplier engagement to ensure collaboration and transparency during project development.

As of October 2025, the overall project progress has reached 12%, with key activities including civil enabling works, earthworks at the power plant area, and construction of a new access road to Wellpad ML-A. CBP works have been ongoing since August, while Wellpad ML-F is targeted for handover by mid-October.

On the engineering side, the team completed 30% of the 3D model review and the HAZOP study in September–October, ensuring safety and operability across the system. Despite minor variances from the plan, mitigation measures are in place to recover progress in Q4 2025.

And most recently, a major highlight: on 16 October 2025, SEML successfully conducted the first well spud in, officially marking the start of drilling for Unit 2. This achievement is a proud moment for everyone involved, signaling the beginning of a new chapter for the project team and for Supreme Energy’s continued commitment to delivering reliable, renewable power for Indonesia.

WITH TEAMWORK, DEDICATION, AND SHARED PURPOSE, THE SEML UNIT 2 TEAM IS READY TO KEEP THE MOMENTUM GOING — DRIVING PROGRESS ONE MILESTONE AT A TIME.

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SEML U1 SITE UPDA Q3-2024 UNTIL Q2-2025

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ATE

-- by Zakaria Zamrudioko S., Erwin Patrisa Floris, Fikry Rhidany

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IN TERMS OF MANAGEMENT SYSTEM, SEML SUCCESSFULLY RETAINED ITS CERTIFICATIONS FOR ISO 14001 (ENVIRONMENTAL MANAGEMENT SYSTEM) AND ISO 50001 (ENERGY MANAGEMENT SYSTEM) FOLLOWING THE MOST RECENT EXTERNAL AUDIT. During the Q3 2024 – Q2 2025 period, SEML Site successfully upheld outstanding Safety, Health, and Environment (SHE) performance. No fatalities nor Lost Time Incidents (LTIs) were recorded, contributing to a total of 1,681,919 safe man-hours as of July 2025 where the last recorded LTI occurred in 12 June 2018. This achievement was made possible through various SHE initiatives and strong engagement from all parties involved.

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Nonetheless, continuous improvement remain a priority. SEML site also received several accolades during this time, including The PROPER Hijau award from The Ministry of Environment (KLHK) and The Subroto Award for Safety with an Aditama Rating from The Ministry of Energy and Mineral Resources (ESDM).

In 2025, Supreme Energy Muara Laboh successfully completed the renewal certification process for the Occupational Safety and Health Management System (SMK3). SMK3 serves as a benchmark for an organization’s capability in managing occupational safety and health.

This year, SEML achieved a score of 92.77% in the advanced category (166 criteria). As a result, SEML was awarded the Gold Certificate and Gold Flag from the Ministry of Manpower of the Republic of Indonesia (Kemenaker RI).

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WITHIN THE SAME YEAR, SEML ALSO SUCCESSFULLY IMPROVED ITS SCORE IN THE ELECTRICAL POWER MANAGEMENT AND SAFETY SYSTEM AUDIT (SMK2).

THIS YEAR, SEML ACHIEVED A SCORE OF 84.95%, AN INCREASE FROM LAST YEAR’S PERFORMANCE OF 73.15%.

Reliable and Safe for Installation

This refers to conditions where: + Electrical installations operate continuously within the planned timeframe; and + Electrical installations are capable of anticipating the risk of damage due to operational abnormalities and disturbances.

Safe from Hazards to Humans and Other Living Beings

This refers to conditions where electrical installations are free from electrical hazards, mechanical hazards, thermal hazards, and/or chemical hazards.

Environmentally Friendly

This refers to conditions where electrical installations comply with the requirements of environmental legislation and regulations.

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From an operational standpoint, SEML concluded 2024 with a strong performance. The total net electricity generated and delivered to PLN reached 685,835 MWh, surpassing the TOP target by 100.22%. This result met the set performance goals.

The Plant Equivalent Availability Factor (EAF) for the year was 95.50%, and it is worth noting that SEML conducted a planned Major Outage lasting 13.59 days, which affected both the EAF and the plant’s ability to dispatch power. The Major Outage 2024 was successfully carried out from 23 November to 6 December 2024, to conduct critical inspections of key equipment and the protection system. During this period, necessary repairs, replacements, and corrective actions were performed on major equipment to restore optimal plant performance.

REGARDING THE WELL CONFIGURATION, THERE WERE NO CHANGES COMPARED TO PREVIOUS YEARS, AS THE CURRENT SETUP CONTINUES TO PROVIDE OPTIMAL STEAM SUPPLY FOR PLANT GENERATION.

Another routine annual task is the Plant Rated Capacity (PRC) Test, which was conducted on 15 November 2024 from 04:00 to 12:00 AM. As a result of the test, the plant’s newly declared net capacity was revised to 86.55 MW, remaining nearly the same as the previous value of 86.56 MW. This updated capacity was officially implemented at 00:00 AM of November 16, 2024, and the yearly generation plan with PLN (AFpM) was adjusted accordingly to reflect the revised PRC.

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The Muara Laboh Geothermal Power Plant began 2025 better better prepared, with improved plant conditions following the 2024 Major Outage, though a few issues remain to be addressed. By the end of July 2025, the total energy exported reached 415,295 MWh, or 102.86% of the generation plan, contributing to 60.86% of the 2025 annual target. The plant’s technical availability factor stands at 99.61%, despite two maintenance outages on February and July 2025 totaling 20.05 hours for Pressure Relief Valve (PRV) and turbine control oil replacement, where the latest Maintenance Outage has solved the high temperature issue of the turbine control oil.

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During the first half of 2025, SEML also faced a 2.25-hour grid-forced outage due to issues with PLN’s equipment.

Additionally, PLN also requested SEML to conduct a house load test, which was recorded as grid maintenance outage for 0.72 hours.

In recognition to successfully completing the house load test on February 15, 2025, SEML was awarded by PT PLN. This test is a requirement under the Grid Code and must be conducted every two years.

While the performance in the first half of the year can be considered strong, with high availability and reliability, we aim for even better results and achievements by the end of 2025. To reach this goal, it is essential to foster and sustain collaboration across departments to ensure the success of the Muara Laboh Geothermal Power Plant.

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In terms of Land Certifications, Field Relations team successfully obtained all certificates for The Stage-2 Development.

CSR Programs within the last year, carried on in delivering educational assistance in the form of scholarships to 44 outstanding South Solok students, increasing teacher and school capacity and blood donation, including delivering full scholarships for 3 outstanding student from Solok Selatan, who passed the State University Test through Tunas Madya scholarship program, 2 of which were female, who started their education at University of Diponegoro, Bogor Agricultural Institute and Andalas University.

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We are also proud to inform that, from the year 2022, The SEML Scholarship Award has been awarded to 69 students, consisting of: 6 students from Bung Hatta University; 10 Outstanding Students who are studying at Andalas University, University of Indonesia, Sepuluh November Institute, Padang State Polytechnic, etc.50 12th grade high school students; Full scholarship award for 3 Outstanding Students who have just entered University Level. By the end of 2025, to increase the knowledge of Geothermal Power Plant Operation, SEML welcomed 30 students from SMA #1 Solok Selatan for an Industrial Visit.

In Q2 2025, the team also prepared to award scholarships for undergraduate students namely Tunas Cendekia (rebranding from Tunas Cerdas). Relations Team also successfully conducted SEML Socio Economic Study and Vulnerability Assessment in Q4 2024. The team has also started to implement CSR Program for Stage-2 Project for 2025 as means to gain community support. Relations Team also continues to deliver other CSR Program such as supporting shallot and chili plantations for the Nagari Community around the PLTP by Utilizing Unused Land and Increasing the Capacity of Local Contractors in Managing Financial Reports according to applicable standards.

SEML obtained 3rd place in National CSR Recognition from EBTKE. Not to mention, SEML Top Management supported Moslem Groups and Business Partners Sacrificial Cow Program for The Haj Festive by delivering 20 cows to surrounding community in Q2 2025. The Security Team continues to implementat security patrol by using innovative technology such as Drone Security Patrol to secure unmanned surface facilities. SEML Biodiversity Team during the period was also successful in issuing the revised Biodiversity Action Plan (BAP) and Biodiversity Offset Management Plan (BOMP) to ADB and its consultants as part of Stage-2 Due Diligence & Environmental Social Impact Assessment.

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SERD Updates Q2-2024 until Q2-2025

RANTAU DEDAP GPP OPERATION & MAINTENANCE

-- by Meilvan Triansyah, Dedy Setiawan, Jhanson Parliatan

Continuing operations and generating electricity since achieving COD on 26 December 2021, the Rantau Dedap Geothermal Power Plant faced more challenging conditions starting in Q2 2024. After completing a Planned Outage–Major Overhaul in Q1 2024, SERD had to prepare for its next project, namely the Steam Recovery Program (SRP). The SRP aims to restore the power station’s steam supply by drilling several production wells.

The SRP began with a preliminary survey conducted by the drilling team, external relations, and operations & maintenance (O&M). The survey covered aspects such as road access, community engagement, drilling camp, drilling locations, and water supply. In May 2024, the drilling team started mobilization, and the first spud-in took place on 31 July 2024 with production well RD-L2ST.

A total of five (5) production wells were drilled during the SRP: RD-L2ST, RD-L6 (new well), RD-L4ST, RD-M1ST2, and RD-I4ST2. The final drilling was completed on 10 April 2025, and the drilling team finalized demobilization on 22 May 2025.

Below is a summary of the SRP during 2024–2025: WELL

SPUD IN

DRILLING FINISH

INITIAL FLOW TEST

INITIAL DIVERTED TO SYSTEM

RD-L2ST

31 Jul 2024

3 Sep 2024

25 Sep 2025

4 Oct 2024

RD-L6

14 Sep 2024

29 Oct 2024

21 Nov 2024

30 Jan 2025

RD-L4ST

9 Nov 2024

3 Dec 2024

4 Jan 2025

22 Jan 2025

RD-M1ST2 & Forking

18 Dec 2024

5 Feb 2025

6 Mar 2025

23 Mar 2025

RD-I4ST2 & Forking

19 Feb 2025

10 Apr 2025

8 May 2025

21 Jul 2025

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From an operational perspective, the total net generation delivered to PLN’s grid in 2024 was 437,418 MWh, or 97.2% of the annual guaranteed Take-Or-Pay (TOP) target required by the PPA. The average annual availability factor reached 93.5%, with a 100% technical availability factor achieved in several months.

RANTAU DEDAP GEOTHERMAL POWER PLANT PLN TOP 2024 vs ACTUAL

GENERATION 2024

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In Q1 and Q2 of 2025, SERD continued normal operations while also carrying out well testing on several production wells to support generation recovery. By the end of Q2 2025, the total net generation delivered to PLN’s grid reached 233,541 MWh, or 56.4% of the annual guaranteed Take-Or-Pay (TOP) target required by the PPA. The availability factor during this period was 99.7%.

RANTAU DEDAP GEOTHERMAL POWER PLANT PLN TOP 2025 vs ACTUAL

GENERATION Q2-2025

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SERD RECEIVED THE GOLD PREDICATE TITLE AT THE 2024 LAHAT REGENCY CSR AWARDS AND SECURED 4TH PLACE IN THE GEOTHERMAL COMMUNITY DEVELOPMENT AND EMPOWERMENT PERFORMANCE CATEGORY FROM THE DIRECTORATE GENERAL OF NEW RENEWABLE ENERGY AND ENERGY CONSERVATION (EBTKE), MINISTRY OF ENERGY AND MINERAL RESOURCES (ESDM).

These awards recognized CSR programs carried out throughout 2024, which included community economic empowerment initiatives such as coffee farmer training, honey bee cultivation, and potato farmer coaching. In addition, infrastructure development, education and health initiatives, and community relations programs were also acknowledged as successful by both the Lahat Regency CSR Awards jury and EBTKE.

During this period, our site received several recognitions, including the Subroto Award – Pratama Level from the Directorate General of Energy Conservation, New and Renewable Energy, and recognition from the Ministry of Environment for the PROPER program with a Blue (Compliance) rating. We also received acknowledgment from the Directorate General of Electricity (Ditjen Ketenagalistrikan) for the Electrical Safety Management System (SMK2K), also with a Blue (Compliance) rating.

In 2025, SERD is also participating in the Electrical Safety Management System assessment by the Directorate General of Electricity, the Geothermal Innovation Program organized by EBTKE, and the PROPER program for 2025.

The most valuable achievement during this period was maintaining zero fatalities and zero Lost Time Injury (LTI) incidents.

We are proud to have completed this challenging period—especially the Steam Recovery Program, which was categorized as a high-risk activity—without any major safety incidents

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Rajabasa Update: 2024-2025

-- by Meidina Dwisavira

After receiving the extension of the Exploration Duration Replacement Permit in early 2024, SERB continues to work on finalizing the pending Power Purchase Agreement (PPA) with PT PLN and completing the planned exploration program.

Since last year, SERB has also been processing the Protected Forest Permit and is now awaiting its issuance from the Ministry of Environment and Forestry.

In parallel, SERB has completed further studies with consultants to identify the most effective and optimal development scenario for the project.

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LET US CONTINUE TO PRAY AND GIVE OUR BEST EFFORTS SO THAT THE LONGAWAITED RAJABASA PROJECT CAN FINALLY MOVE FORWARD contributing to Indonesia’s energy transformation and paving the way for the full exploration program to begin next year. Your full support and commitment to this project are greatly needed!

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NEW BOARD ON THE BLOCK

EARLY CORPORATE YEARS AT ASTRA Boy joined Astra Group in 1996, just before the Asian financial crisis. Initially assigned to United Tractors’ HR division, he quickly found himself in the eye of the storm when the crisis hit.

Companies were defaulting, and subsidiaries across Europe and Australia had to be shut down. With no formal team or precedent, Boy then in his mid20s, was tasked with winding down international operations.

“It was terrifying,” he recalls.

“I had no roadmap. I went to embassies for legal documents.

I wrote to foreign governments.

Everything was self-taught.”

But those hard years turned into his steepest learning curve.

“I wasn’t the smartest. But I showed up. I persisted. I asked for help. And that made all the difference.”

BREAKING THE LEGAL CEILING Despite climbing the ranks in legal, Boy felt constrained.

“There was an unspoken ceiling, Chief Legal Officer was often the end of the road.” In 2008, after nearly resigning for a role at Triputra Group, he made a bold request: let me switch to business development. Astra said yes.

That move marked his transition into operations—leading tenders, structuring power projects, and eventually managing Astra’s energy diversification strategy. His most notable role? Leading the massive 2x1,000 MW Tanjung Jati B expansion project from 2015 to 2021. “It was tough, but it showed me the scale and responsibility I could handle.”

A NEW CHAPTER: EMBRACING GEOTHERMAL In 2022, Boy stepped into a new challenge as Vice President Director of SERD, marking his full transition into the geothermal energy space.

Why geothermal? “Because it’s the future. Among all renewables, geothermal offers reliability and scalability,” he explains. “It’s not just about decarbonization, it’s about staying relevant in a post-coal world.” For Astra, a company with deep roots in coal, this was more than a business pivot.

It was a mental transformation.

“We had to accept lower IRRs, longer paybacks, and more uncertainty. But that’s the cost of leadership in energy transition.”

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ACROSS INDUSTRIES, ACROSS BORDERS:

Boy Gemino’s Path to Geothermal Leadership

FIRST IMPRESSION OF SERD Boy’s entry into SERD came with high praise for the company’s culture and technical depth. “The first time I visited Rantau Dedap, I saw how Mr. Supramo greeted everyone. It was warm. Genuine. It reminded me of Astra’s own values.”

What stood out most was the technical team. “I trust the team here. In every peer review, every drilling plan, I see confidence and clarity.

That’s rare.” He also highlights the seamless integration between local and international staff. “There’s no ‘us and them’ mindset. It’s one team.

One vision.”

VISION FOR RANTAU DEDAP Looking ahead, Boy sees immense potential for SERD. “Our PPA allows up to 220 MW. We’re currently at 90 MW. There’s room to grow, whether through in-field drilling ormake-up wells.” But it’s not just about expansion. It’s about endurance. “This isn’t a sprint.

It’s a 20-year game. My role is to make sure the organization has the stamina, not just technically, but mentally, to play that long game.”

-- by Andy Rosman

CLOSING THOUGHTS: A PHILOSOPHY OF GROWTH When asked what’s kept him going for nearly three decades, Boy pauses. “It’s two things: the ability to learn, and the ability to adapt.” He believes that knowledge, not comfort, is the true reward. “Even if you don’t get a big salary or title, if you’re growing, you’re winning.”

As for his message to the Supreme family?

“Never stop being curious.

Stay disciplined, stay grateful.

And always be ready to shift, because the world won’t wait.”

LEADING WITH QUIET CONFIDENCE

Osamu Shimbara-san’s: Journey in Energy -- by Andy Rosman

FROM YAMAGUCHI TO JAKARTA: A GLOBAL PERSPECTIVE Born in Yamaguchi Prefecture, western tip of Honshu island in Japan, Osamu Shimbara-san’s journey has always been one of movement, geographically and professionally. He only spent a few months there before relocating to Yokohama, and later to Yokkaichi, near Nagoya, where he completed his high school education.

He went on to study economics at Keio University

A CAREER BUILT ON DEVELPMENT AND DISCOVERY After graduating in 1998, Shimbarasan began his professional journey at IHI Corporation, a major Japanese heavy industry company. For nearly a decade, he focused on business development, primarily in markets like China and Taiwan until he joined .

Marubeni Corporation in 2007, where he continued his track in business development, this time across Southeast Asia in power sector.

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FIRST ENCOUNTER WITH INDONESIA In 2010, Shimbara-san was assigned to Cirebon Electric Power in Indonesia, part of Marubeni’s early independent power producer (IPP) ventures in the country. The transition was smooth, he had already been traveling between Tokyo and Jakarta since 2009. “I had a good sense of Jakarta’s rhythm even before moving here,” he says.

He was the person who visited Supreme Energy office before Marubeni joined us when Supreme Energy was in Stock Exchange Building. After he returned to Tokyo in April 2016, he kept being involved in power projects management for whole Southeast Asian and Southwest Asian countries before he moved to Singapore in April 2023.

His time in Singapore, though brief, left a lasting impression. “From Singapore, I could observe the entire Southeast Asian power landscape, Philippines, Vietnam, Malaysia, Thailand, Singapore itself. Each market is so different.”

This vantage point deepened his appreciation for Indonesia’s complexities and opportunities. “Compared to liberalized markets like Singapore, Indonesia’s regulatory environment is more rigid.

But the long-term potential is very strong.”

RANTAU DEDAP CALM AMIDST CHALLENGES Now serving as CFO of Supreme Energy Rantau Dedap (SERD), Shimbara-san brings that regional insight to the front lines of geothermal development. The project isn’t without its challenges. Fluctuating steam production, remote site conditions, and financial strain have tested the resilience of everyone involved.

Yet Shimbara-san remains optimistic.

“Geothermal is full of uncertainties. But this project has always survived at critical moments,” he reflects. “Before the COD of the project, the last two wells were decisive.

Without them, we wouldn’t have reached 90MW. But we did.”

He believes the project has a unique energy of its own. “We’ve had our share of difficulties, but somehow, each time, there’s a breakthrough. That’s the history of this project. I choose to believe in that pattern.”

LEADERSHIP STYLE: QUIET TRUST, STRATEGIC PATIENCE When asked about his leadership philosophy, Shimbara-san is quick to dismiss micromanagement.

“I prefer to let people work with autonomy. If mistakes happen, they should be recoverable beforehand.

Problems never arrive suddenly, there are always signals. We just have to pay attention.”

Behind his calm presence lies a sharp observation “If we maintain proper communication and teamwork, we can detect small issues before they become big ones.” He also appreciates SERD’s team spirit.

“I’ve seen strong collaboration here, like Supramu-san hosting gatherings or early morning walking events.

Those moments matter.”

FUTURE OUTLOOK: EXPANSION WITH CAUTION Looking ahead, Shimbara-san is pragmatic about reaching full capacity. “Going back to 90 MW is uncertain, but we hope to stabilize around the mid80s by early next year,” he says. He notes that future development of geothermal projects in general depends on more than subsurface potential. It will also require proper risk allocation among the stakeholders, especially given the unpredictable nature of geothermal drilling. “If the government truly wants to expand geothermal, they must be willing to help and take the risk which they should.”

HANDLING STRESS: ON THE GOLF COURSE When asked about his hobby, after some consideration, Shimbara-san said “I usually play once a week, sometimes both Saturday and Sunday,” he smiles. “Golf can be relaxing, but also stressful,” he adds, laughing.

He frequents courses like Damai Indah, Pantai Indah Kapuk, and BSD, and occasionally plays with business colleagues and friends. “I’m okay, not bad,” he says modestly. “But I think Taguchi-san is better.”

CLOSING WORDS: A STEADY OPTIMIST Through economic cycles, technology shifts, and regulatory upheaval, Shimbara-san has remained a steady presence in Marubeni’s energy expansion. His optimism is measured, but unwavering.

“This project has always found a way forward,” he says.

“There’s risk, yes. But there’s also resilience. I believe we’ll find a path, as we always have.”

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CSR

H I G H L I G H T

C S R

2012

SEML Computer Donation

SEML Computer Donation

2013

SEML Mass Circumcision Program

SEML Mass Circumcision Program

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W I T H I N

SERB Scholarship Program

1 7

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Y E A R S

SERB Scholarship Program

Landslide Handling with Gabion Protection

2014

SEML Traditional Market (Before)

SEML Traditional Market (After)

SERB Mass Scholarship Program

SERB Mass Scholarship Program

SERB-KPHL Seedling Donation Program

SERB Clean Water Supply Program

SERD Road Program

SERD Road Program

2016

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2019

SERD Semende Coffee Program SPECIAL EDITION |

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2021

SERD Segamit Coffee Program

SERD Segamit Coffee Program

SERD Infrastructure Support Program

SERD Onion Planting Assistance Support

2023

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SUPREME ENERGY

SEML UMKM Program

SEML UMKM Program

SEML Blood Donation

SERD Potato Harvest Program

2024

SERD Education Outreach Program

2025

SEML Blood Donation

SEML Mass Circumcision Program

SEML World Water Day Program

SEML World Water Day Program SPECIAL EDITION |

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YOUNG GENERATION

Empoweri Tomorrow Energy Le

The SPARK Apprentices In an era where renewable energy drives global sustainability efforts, the SPARK (Supreme Energy Academy for Renewable Energy Knowledge) Apprenticeship program emerges as an innovative workforce development initiative, bridging the critical gap between educational theory and practical industry application.

SPECIAL EDITION |

ing w’s eaders:

ship Program -- by Rory Rossenthal

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A Strategic Investment | SUPREME ENERGY NEWSLETTER

in Local Talent

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THE SPARK APPRENTICESHIP PROGRAM REPRESENTS A SIGNIFICANT COMMITMENT TO NURTURING HOMEGROWN EXPERTISE IN THE RENEWABLE ENERGY SECTOR. The selection of the final 22 apprentices reflects the program’s commitment to excellence, emerging from an exceptionally rigorous recruitment process that’s attracted over 3,000 applicants from universities across the region.

This competitive selection involves comprehensive technical assessments, psychological evaluations, and in-depth interviews, ensuring only the most capable and motivated candidates advance to the program.

The carefully curated cohort were drawn from diverse university backgrounds and has been strategically distributed across four essential operational areas: Engineering, Production, Operations & Maintenance, and Safety, Health, and Environment (SHE). This comprehensive coverage ensures all critical functions within renewable energy operations are addressed while providing the apprentices with diverse career pathways within the renewable energy ecosystem.

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A Comprehe Training Fram

The Foundation Building Phase begins with a Corporate Induction, introducing apprentices to our company’s values, code of conduct, and communication skills. This is followed by a unique “Pendidikan Dasar Kedisiplinan” (Basic Discipline Education) component conducted in partnership with TNI AD (Indonesian Army) at Secata Padang Panjang, emphasizing mental fortitude, leadership principles, and national awareness.

The Technical Development Phase includes comprehensive General Technical Training covering everything from basic business English and technical reporting to advanced concepts in thermodynamics, fluid mechanics, and energy conversion. The program dedicates significant attention to Safety, Health, and Environment (SHE) training with 16 days of intensive coursework covering environmental management, biodiversity, and workplace safety protocols.

THE SPARK PROGRAM FOLLOWS A CURRICULUM SPANNING NEARLY 1 FEBRUARY 2026. THE TRAINING FR EIGHT CORE MODULES THAT PROG FOUNDATIONAL AND SPECIALIZED 59

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ensive mework

Specialized Geothermal Training provides targeted education in geothermal systems, drilling operations, surface facilities, and reservoir management, directly aligned with SEML’s (Supreme Energy Muara Laboh) operational focus. Company-Specific Integration through SEML Specific Training ensures apprentices understand internal systems, from document management and asset registration to detailed knowledge of steam turbines, generators, and control system.

The training delivery combines classroom lectures at UNP (Universitas Negeri Padang), on-site practical experience at SEML facilities, and expert-led sessions by internal subject matter experts, creating a wellrounded educational experience that bridges theoretical knowledge with real-world application.

METICULOUSLY STRUCTURED 10 MONTHS, FROM MAY 2025 TO RAMEWORK IS BUILT AROUND GRESSIVELY DEVELOP BOTH D COMPETENCIES. SPECIAL EDITION |

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Creating Lasting Impact

Looking Toward The Future

The SPARK Apprenticeship program extends beyond individual career development to create meaningful economic and social impact within the local community.

As the renewable energy industry continues to rapidly grow, programs like SPARK become increasingly vital for ensuring sustainable growth. The 22 apprentices represent more than individual career opportunities, they embody the future leadership of the renewable energy sector, carrying with them technical xpertise and a deep understanding of the industry’s commitment to sustainability, innovation, and community development.

By investing in local talent, the program reduces brain drain, strengthens the local economy, builds industry clusters, and promotes knowledge transfer and community empowerment within the region.

The program serves as a model for other organizations seeking to develop local talent pools, demonstrating the effectiveness of targeted apprenticeship programs that integrate real-world experience with structured learning objectives.

This methodology ensures that apprentices develop both the technical competencies and professional skills necessary for long-term success in the renewable energy industry.

Through initiatives like The SPARK Program, the renewable energy sector demonstrates that its commitment to sustainability extends beyond environmental considerations to encompass social and economic responsibility, creating a truly holistic approach to energy development for the future.

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RENEWABLE ENERGY ARTICLE

Cautionary Spotlight:

Hoax Issues Surrounding Geothermal Energy

-- by Bima A. Yudhistiranto

Geothermal energy is increasingly recognized as a clean, renewable, and reliable source of energy. Yet, with its rising popularity, misinformation and hoaxes have also spread— often through social media, community rumours, or misleading online content.

These false claims can mislead the public, create unnecessary fear, and slow the transition toward sustainable energy.

SPECIAL EDITION |

Common hoaxes floating around the social sphere surrounding geothermal energy development revolves around its project operation leading to environment, biodiversity, hydrological and geotechnical issues.

These articles are often malicious in accusation and intent and often are published in hopes to bring attention to a specific topic.

One common hoax alleges that geothermal power plants trigger large and destructive earthquakes. In reality, while geothermal operations can cause micro-seismic activity, these tremors are usually too small to be felt and are carefully monitored under strict safety protocols. Another frequent myth claims that drilling and steam extraction release harmful gases in dangerous amounts. Modern geothermal plants are equipped with gas capture and abatement systems, keeping emissions far below those of fossil fuel plants.

Environmental and biodiversity hoaxes are also common. Some social media posts falsely suggest that geothermal projects cause mass wildlife deaths or irreparable ecosystem loss. In truth, geothermal projects are subject to comprehensive environmental impact assessments (EIAs) that evaluate potential effects on soil, water, vegetation, and wildlife. Project designs often include biodiversity management plans to protect sensitive species and habitats, alongside continuous environmental monitoring. Where impacts occur, mitigation and rehabilitation programs are implemented. Moreover, geothermal energy development strives and benefits more from a balanced ecosystem.

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How to Stay Informed and Combat Misinformation!

Verify information through credible sources such as scholars, government agencies, research institutions, environmental NGOs as well as internally through Relations & SHE department.

Beware of sensational claims or dramatic images without context and concrete data.

Join public consultations or information sessions to hear directly from scientists, engineers, and environmental experts.

Geothermal energy, when responsibly developed, can coexist with thriving ecosystems and biodiversity.

By identifying and challenging hoaxes, we can keep discussions factual, enabling communities to make informed choices that balance clean energy needs with environmental stewardship.

KNOWLEDGE HUB

Financial

Close

in

Project

Financing -- by Boy Washington

SPECIAL EDITION |

Breath a sigh of relief, The SEML Unit 2 Geothermal Power Project has successfully achieved Financial Close on April 18, 2025, a significant milestone that marks a major step forward for the project. This achievement is widely celebrated, with a sense of accomplishment shared by the entire organization. Some of us may still be unaware of what Financial Close truly means and why this achievement holds such importance for the project.

If you’re curious to learn more about this key milestone and its impact, read ahead.

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What is financial close?

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Financial close is a key milestone in project financing.

It marks the point when all financing arrangements are finalized, contracts are signed, and funding is officially made available. Once financial close is achieved, the project can move forward with construction.

It confirms that all requirements to access the funds have been met and the borrower can start using the loan per agreement.

Finan from c comm agree financ capita mean releas and fi been

ncial close is different commercial close. While mercial close involves eing on contract terms, cial close ensures the al is fully committed. This ns the lenders are ready to se the funds, and all legal financial conditions have fulfilled.

The timing of financial close varies by region. In some instances, it happens soon after commercial close; in others, it may take longer depending on the financing setup. Legal and financial aspects are closely linked here. Legal contracts provide security for the lenders, and financing is often conditional on those legal agreements.

IN SHORT, FINANCIAL CLOSE TRANSITIONS THE PROJECT FROM PLANNING TO ACTUAL CONSTRUCTION, WITH ALL FUNDING AND AGREEMENTS IN PLACE.

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Why is financial close important?

Reaching financial close serves several important purposes: It confirms that all funds needed for the project (loans, equity, etc.) are secured + and committed.

It ensures all required approvals, permits, and insurance policies are in place. + Legal and financial documents, such as loan and security + agreements, are signed.

The full financial structure and cash flow plans for the project + are finalized.

Risks are identified, assessed, and allocated to the right + parties, with mitigation plans in place.

Financial close also gives confidence to contractors, suppliers, and regulators that the project is financially viable and ready to proceed.

It reduces the risk of disputes or funding issues during the implementation.

Bottom-line is, financial close ensures the project starts on solid financial and legal ground, with risks managed and responsibilities clearly defined.

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C O N DI TI O N S P R EC ED E N T:

The Checklist Before Financial Close Financial close also gives confidence to contractors, suppliers, and regulators that the project is financially viable and ready to proceed. It reduces the risk of disputes or funding issues during implementation. Bottom-line is, financial close ensures the project starts on solid financial and legal ground, with risks managed and responsibilities clearly defined.

CORPORATE DOCUMENTS Proof of legal status and authority for all parties involved, including shareholder agreements.

PROJECT CONTRACTS Signed agreements for land use, construction, and operations. These must be active and conditions must be fulfilled.

FINANCE DOCUMENTS Signed loan agreements, direct agreements with contractors, and any required shareholder commitments.

SECURITY DOCUMENTS Legal security over project assets and bank accounts to protect the lenders.

DUE DILIGENTS Independent expert reports covering legal, technical, financial, and insurance aspects.

FINANCIAL MODEL A validated financial plan showing the project is viable over time.

REGULATORY APPROVALS All permits and licenses must be secured.

EQUITY CONTRIBUTIONS Project sponsors often must invest their equity before or alongside financial close.

INSURANCE -T Proof of appropriate insurance coverage for construction and operation phases.

Lenders (depending on lending entity) may also require additional documents or proof of project readiness. Each of these CPs ensures that both legal and financial aspects of the project are in place. These requirements help lenders reduce risks and confirm project’s viability before releasing funds. Lenders won’t release funds until all conditions are satisfied or formally waived. Delays in meeting these conditions can postpone financial close.

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Challenge

& Delays POLITICAL AND ECONOMIC RISKS Instability or changing policies can deter lenders.

COMPLEX AGREEMENTS Negotiating final terms can be time consuming, especially if the lenders require variations.

WEAK PROJECT TEAMS Lack of technical, financial, or managerial skills can slow progress.

PERMITS AND LAND ACQUISITION Government approvals and land issues often take time.

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STAKEHOLDER COORDINATION Poor communication among project parties can slow decision-making.

MARKET CONDITIONS Changes in interest rates or currency can affect financing terms.

REGULATORY HURDLES Complicated or unclear regulations may cause delays.

CONTRACT DISPUTES Disagreements during negotiation can delay finalization.

UNFORESEEN EVENTS Unexpected issues can also arise and impact the process.

SEVERAL FACTORS CAN DELAY FINANCIAL CLOSE. UNDERSTANDING AND MANAGING THESE RISKS IS ESSENTIAL. DELAYS MAY INCREASE PROJECT COSTS, CAUSE INVESTORS TO BACK OUT, AND HARM THE PROJECT’S CREDIBILITY. PROACTIVE PLANNING AND STRONG COORDINATION ARE CRUCIAL FOR REACHING FINANCIAL CLOSE ON TIME.

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Conclusion 73

Financial Close is more than just a legal formality. It is a crucial milestone that signals a project is fully prepared—legally, financially, and operationally— to proceed into the construction phase. It reflects the culmination of intense coordination among lenders, sponsors, legal teams, and government agencies.

For SEML Unit 2, achieving Financial Close on April 18, 2025, was not just a date—it was proof that all foundational work was complete, risks were addressed, and the project financially secure.

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Understanding the process behind Financial Close helps us appreciate the work it takes to turn a project from concept into reality. With Financial Close achieved, SEML Unit 2 can now progress with confidence, backed by committed financing and a strong contractual framework that supports its success throughout construction and into operation.

FURTHER READING

Identifying and managing project fInance risks : overvIew (UK) - Milbank LLP, https://www.milbank.com/en/news/identifying-and-managing-project-finance-risks-overview-uk.html

Financial Close: Understanding Its Importance in Financial Management, accessed May 13, 2025, https://inspiredeconomist.com/articles/financial-close/

Financial close | Practical Law - Westlaw, accessed May 13, 2025, https://content.next.westlaw.com/practical-law/document/If23a397b209411e89bf099c0ee06c731/Financial-close?vie wType=FullText&transitionType=Default&contextData=(sc.Default)

What is the Difference Between Commercial Close and Financial Close, accessed May 13, 2025, https://constructionfront.com/commercial-close-vs-financial-close/

Financial close to construction - PPP Contract Management - Global Infrastructure Hub, accessed May 13, 2025, https://managingppp.gihub.org/report/construction-and-operations-routine-contract-management/managingtransitions/financial-close-to-construction/

FINANCIAL CLOSE CONDITIONS PRECEDENT - GlobalSpec, accessed May 13, 2025, https://www.globalspec.com/reference/38633/203279/13-8-financial-close-conditions-precedent

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LIFESTYLE: FOREVER MOVIE

Harnessing the Wind, Lighting the Hills

Empowering Change, One Idea at a Time – 17 Years of Supreme Energy in Rantau Dedap

A STORY OF RESILIENCE AND INGENUITY -- by Ajeng Mawarni Putri

SPECIAL EDITION |

THE BOY WHO HARNESSED THE WIND

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I STILL REMEMBER THE FIRST TIME I WATCHED THE BOY WHO HARNESSED THE WIND. IT IS NOT THE KIND OF MOVIE THAT LEAVES YOU WITH A PASSING SENSE OF INSPIRATION; IT LINGERS, DRAWING YOU DEEPER INTO ITS QUIET YET POWERFUL STORYTELLING.

Directed by Chiwetel Ejiofor and based on the true story of William Kamkwamba, it opens in the rural fields of Malawi, where the rhythm of life is dictated by the planting and harvesting seasons. William, played with moving sincerity by Maxwell Simba, is a curious and determined boy whose love for learning is as strong as his bond with his family. His village depends entirely on corn farming, a livelihood as vulnerable as it is essential. When drought strikes, the soil cracks, the crops fail, and the air grows heavy with fear. The camera captures these moments with unflinching honesty long shots of barren fields, the thin line of desperation in the villagers’ eyes, and the heartbreaking tension in family conversations about food and survival.

As the story unfolds, William’s life takes a turn that mirrors the struggles of so many rural children around the world. His family can no longer afford his school fees, and he is forced to leave formal education. Yet his hunger for knowledge does not fade; instead, it grows. Sneaking into the school library, he discovers a book that eventually becomes his lifeline, a book about wind power. The idea of building a windmill begins as a spark of curiosity, but as the drought deepens, it becomes a necessity. The scenes of him scavenging for parts of an old bicycle frame, broken machinery, scraps of wire are some of the most poignant in the film. They show the messy, determined process of innovation born from scarcity. In the end, the windmill stands not just as a machine, but as a testament to what vision, persistence, and courage can achieve. The emotional weight of the final scenes, where the first drops of pumped water fall into the dry earth, is overwhelming. It’s not just about saving the crops; it’s about restoring hope to a community that had nearly lost it.

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Rantau Dedap: Our Own Windmill Stories Watching William’s journey, I couldn’t help but think of Rantau Dedap. While our hills are lined with coffee trees instead of cornfields, the lifeblood of the community flows in much the same way through the hands of farmers whose work is tied to the land and weather. The people here have inherited generations of agricultural knowledge, but like William’s family, they face challenges beyond their control: unpredictable climate, market fluctuations, and limited access to resources. And just like William’s Malawi, education in Rantau Dedap comes with its own hurdles.

Schools are scattered far from urban centers, and for many children, reaching them means long journeys on roads that are sometimes rough or impassable.

This distance has made education feel exclusive in a way, with fewer facilities and learning materials compared to schools in the city. I’ve met children here whose curiosity rivals William’s bright minds eager to learn but limited by what’s within their reach.

The disparity is real, and it shapes futures in ways that numbers and statistics cannot fully capture.

Over the past 17 years, I’ve seen how ideas much like William’s windmill can change the course of daily life in Rantau Dedap when given the right support. One clear example is the improvement of the road between Dusun Yayasan and Segamit in 2024. On paper, it’s a stretch of road connecting two points. In reality, it’s the difference between a farmer being able to get coffee beans to market before they spoil, a child reaching school safely during the rainy season, or a family getting urgent medical care in time.

A study by the Pusat Studi Pembangunan Masyarakat Kawasan (PSPMK) shows that the benefits of this project has reached 51.4% of its investment value, equivalent to Rp 3,191,760,000. But beyond the figures, I’ve seen the way people talk about it with a mixture of relief and pride because it has made their daily struggles just a little lighter. It reminds me of the way William’s father looked at the first flow of water from the windmill, a silent acknowledgment of how something tangible can lift the weight from an entire community’s shoulders.

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In another corner of Rantau Dedap, I’ve seen our own version of William’s windmill through the Micro Hydro Power Plant (PLMH) at SDN 14 Rantau Dedap. This small but impactful renewable energy project has brought electricity not only to the school but also to the surrounding community.

For the students, it means classrooms can be lit during cloudy days, enabling longer study hours and the use of basic learning technology.

For the nearby residents, it has brought light to homes that once relied solely on kerosene lamps, improving safety and quality of life. Like the windmill in the film, the PLMH is a symbol of what is possible when innovation meets local needs a solution rooted in the community’s environment, providing long-term benefits without depleting the resources which they depend on.

The resonance between the film and Rantau Dedap lies not only in the challenges but in the spirit of the people. William’s story is not one of charity, but of empowerment. He didn’t wait for someone to hand him a solution; he sought out the knowledge, took risks, and built something with his own hands, supported by those who believed in him.

In Rantau Dedap, I’ve seen farmers experiment with new coffee processing techniques after attending training sessions, young people start small businesses after skill workshops, and entire villages come together to maintain shared infrastructure. Change here is rarely about one person alone; it’s about collaboration, shared effort, and the belief that even in the most remote corners, innovation is possible.

MOTIVATIONAL QUOTES FROM THE MOVIE:

“When you believe in something with all your heart, the universe conspires to make it happen.” - William “The only power we have is to say no.” – Albert Mofat “Don’t insult me today just because I’m poor, you don’t know what my future holds!” – William 79

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“LIKE WILLIAM’S WINDMILL, CHANGE IN RANTAU DEDAP OFTEN BEGINS WITH A BOLD IDEA AND GROWS THROUGH THE HANDS OF THOSE WHO BELIEVE IN IT.” AJENG MAWARNI PUTRI

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FROM THE EDITORIAL TEAM As we close this Special Edition Newsletter, we celebrate 17 years of Supreme Energy, a journey shaped by resilience, innovation, and the unwavering dedication of our people.

This edition reflects the milestones that define our progress: SEML Unit 2 reaching Financial Close and beginning drilling, strong updates from SERD and SERB, and the arrival of new Board members who strengthen our leadership.

We also highlight our long-standing CSR commitment and the SPARK Apprenticeship Program, investing in the next generation of geothermal talent.

You’ll find clarifications on key geothermal concepts and a reminder, through our Forever Movie feature, of the spirit of perseverance that mirrors our own journey.

May this anniversary inspire us to keep moving with purpose as we build the legacy of Supreme Energy together.

See you in next year’s edition, 18 years of Supreme Energy: Rising Stronger, Growing Faster.

ISMOYO ARGO

editor in chief

MEIDINA DWISAVIRA

deputy editor in chief

SPECIAL EDITION |

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editors

BIMA A. YUDHISTIRANTO

DAYINTA ADI DYAKSA

ZAVIRA P. MAHARANI

RORY ROSSENTHAL

AFDHAL BARAVANNI

ZAKARIA Z. SUMANTORO

ERWIN PATRISA FLORIS

FIKRY RIDHANY

MEILVAN TRIANSYAH

ANDY ROSMAN

contributors

ARIE SUFIANTORO BOY WASHINGTON DEDDY SETIAWAN

SENDHIKA M. SETIADJI

AJENG MAWARNI PUTRI

JHANSON PARLIATAN

© 2025 Supreme Energy Group of Companies. All rights reserved.

All articles and documentation are the property of Supreme Energy Group of Companies.

Unauthorized use, reproduction, or distribution is strictly prohibited.