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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
2025 Sustainability Report
Laporan Keberlanjutan
Berakar pada Nilai, Berkelanjutan dalam Aksi
PT Garuda Indonesia (Persero) Tbk
Sustainability Report 2025
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PT Garuda Indonesia (Persero) Tbk
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
TEMA DAN ARTI TEMA
THEME AND ITS MEANING
ROOTED IN VALUES,
SUSTAINABILITY IN ACTION
Berakar pada Nilai, Berkelanjutan dalam Aksi
Keberlanjutan PT Garuda Indonesia (Persero) Tbk (yang The sustainability of PT Garuda Indonesia (Persero) Tbk
selanjutnya disebut Garuda Indonesia atau Perseroan) (hereinafter referred to as Garuda Indonesia or the Company)
berlandaskan pada nilai-nilai yang menjadi pedoman dalam is grounded in values that guide every business and operational
setiap keputusan bisnis dan operasional. Melalui penguatan tata decision. Through strengthening governance, ensuring flight
kelola, perlindungan keselamatan penerbangan, pengelolaan safety, managing environmental impacts, and developing human
lingkungan, serta pengembangan sumber daya manusia, insan resources, Garuda Indonesia personnel continue to fulfill their
Garuda terus menjalankan perannya sebagai pejuang angkasa role as “pejuang angkasa” (aviation pioneers) and unifiers of
dan pemersatu Negara Kesatuan Republik Indonesia (NKRI) the Unitary State of the Republic of Indonesia (NKRI), acting
yang profesional, jujur, disiplin, dan berintegritas, sehingga professionally, honestly, with discipline, and integrity. As a result,
keberlanjutan tidak hanya menjadi komitmen, tetapi terwujud sustainability is not only a commitment but is also reflected in
dalam tindakan nyata di setiap lini operasional. tangible actions across all operational lines.
Laporan Keberlanjutan 2025
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PT Garuda Indonesia (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
SUSTAINABILITY ACHIEVEMENT OF 2025
SOCIAL
• Sertifikasi IOSA (IATA Operational Safety Audit)
• Sertifikasi Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3)
• Perolehan Stellar Workplace Award 2025 (kategori Recognition in Employee Commitment dan Recognition in Employee Satisfaction)
• Perolehan Investortrust CSR Awards 2025 (kategori Pendidikan)
• Freddie Awards 2025 untuk program loyalitas penumpang GarudaMiles (Kategori Program of the Year, Best Customer Service, dan Best
Redemption Ability untuk wilayah Middle East & Asia/Oceania)
• Sertifikasi Pharmaceutical Good Distribution Practice (GDP) untuk Pengiriman Kargo Farmasi.
• SkyTeam Joint Declaration on Anti-Human Trafficking
• Penandatanganan Nota Kesepahaman dengan Kementerian Hak Asasi Manusia Republik Indonesia dalam mendukung penegakan HAM
• Penandatanganan Kerja Sama Strategis dalam skema “Corporate Account” dengan Kementerian Perlindungan Pekerja Migran Indonesia
(KP2MI) untuk meningkatkan dukungan terhadap pelindungan serta mobilitas Pekerja Migran Indonesia (PMI)
• IOSA Certification (IATA Operational Safety Audit)
• Occupational Health and Safety Management System (SMK3) Certification
• 2025 Stellar Workplace Award Achievement (Categories: Recognition in Employee Commitment and Recognition in Employee Satisfaction)
• 2025 Investortrust CSR Awards Achievement (Education Category)
• 2025 Freddie Awards for GarudaMiles Passenger Loyalty Program (Categories: Program of the Year, Best Customer Service, and Best
Redemption Ability for the Middle East & Asia/Oceania Regions)
• Pharmaceutical Good Distribution Practice (GDP) Certification for Pharmaceutical Cargo Shipments
• SkyTeam Joint Declaration on Anti-Human Trafficking
• Signing of a Memorandum of Understanding with the Ministry of Human Rights of the Republic of Indonesia to Support Human Rights
Enforcement
• Signing of a Strategic Cooperation Agreement under the “Corporate Account” scheme with the Ministry for the Protection of Indonesian
Migrant Workers (KP2MI) to enhance support for the protection and mobility of Indonesian Migrant Workers (PMI)
ENVIRONMENTAL
• Verifikasi CORSIA (Carbon Offsetting and Reduction Scheme for International Aviation) atas Emisi Tahun 2024
• Persiapan implementasi Sistem Manajemen Lingkungan ISO 14001 (dalam proses)
• Sertifikasi IATA CEIV Live Animals
• CORSIA Verification (Carbon Offsetting and Reduction Scheme for International Aviation) for 2024 Emissions
• Preparation for ISO 14001 Environmental Management System Implementation (in progress)
• IATA CEIV Live Animals Certification
GOVERNANCE
• Peringkat Platinum pada Asia Sustainability Reporting Rating (ASRRAT)
• Peringkat kredit “idBBB” dari PT Pemeringkat Efek Indonesia (PEFINDO)
• Finalis Penganugerahan Annual Report Award (ARA) 2024
• Sertifikasi Sistem Manajemen Anti-Penyuapan (ISO 37001)
• Penghargaan Best ESG Reporting & Transparency (ESG Initiative Awards) serta Outstanding ESG Policy & Advocacy Institution dari Katadata
• Platinum Rating in the Asia Sustainability Reporting Rating (ASRRAT)
• “idBBB” Credit Rating from PT Pemeringkat Efek Indonesia (PEFINDO)
• Finalist of the 2024 Annual Report Award (ARA)
• Anti-Bribery Management System (ISO 37001) Certification
• Best ESG Reporting & Transparency Award (ESG Initiative Awards) and Outstanding ESG Policy & Advocacy Institution from Katadata
Sustainability Report 2025
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
DAFTAR ISI
TABLE OF CONTENTS
ROOTED IN VALUES, SUSTAINABILITY IN ACTION 2 KEANGGOTAAN ASOSIASI
68
MEMBERSHIP ASSOCIATIONS
SUSTAINABILITY ACHIEVEMENT OF 2025 3
DAFTAR ISI
TABLE OF CONTENTS 4 PENJELASAN DIREKSI
69
TENTANG LAPORAN EXPLANATION OF THE BOARD OF DIRECTORS
ABOUT THE REPORT 6
PROSES PENENTUAN TOPIK MATERIAL
PROCESS TO DETERMINE MATERIAL TOPICS 6 KEBIJAKAN UNTUK MERESPON TANTANGAN DALAM PEMENUHAN
STRATEGI KEBERLANJUTAN
PENGELOLAAN TOPIK MATERIAL POLICIES TO ADDRESS CHALLENGES IN IMPLEMENTING 71
MATERIAL TOPIC MANAGEMENT 11 SUSTAINABILITY STRATEGIES
PENERAPAN PEMBANGUNAN BERKELANJUTAN
IMPLEMENTATION OF SUSTAINABLE DEVELOPMENT 73
STRATEGI KEBERLANJUTAN
17 STRATEGI PENCAPAIAN TARGET
74
SUSTAINABILITY STRATEGY STRATEGIES FOR ACHIEVING TARGETS
TANGGUNG JAWAB LAPORAN KEBERLANJUTAN
RESPONSIBILITY FOR SUSTAINABILITY REPORTING 80
PENJELASAN STRATEGI KEBERLANJUTAN
EXPLANATION OF THE SUSTAINABILITY STRATEGY 18
POLICY COMMITMENT 30 TATA KELOLA KEBERLANJUTAN
82
PROSES UNTUK MEMULIHKAN DAMPAK NEGATIF SUSTAINABILITY GOVERNANCE
PROCESSES TO REMEDIATE NEGATIVE IMPACTS 34
STRUKTUR DAN KOMPOSISI GOVERNANCE
83
IKHTISAR KINERJA KEBERLANJ`UTAN GOVERNANCE STRUCTURE AND COMPOSITION
37
SUSTAINABILITY PERFORMANCE HIGHLIGHTS KODE ETIK
85
CODE OF CONDUCT
CONFLICT OF INTEREST 86
KINERJA ASPEK EKONOMI
ECONOMIC PERFORMANCE 39 NOMINASI DAN SELEKSI DEWAN KOMISARIS DAN DIREKSI
KINERJA ASPEK LINGKUNGAN HIDUP
NOMINATION AND SELECTION OF THE BOARD OF 88
ENVIRONMENTAL PERFORMANCE 40 COMMISSIONERS AND THE BOARD OF DIRECTORS
PENILAIAN KINERJA DEWAN KOMISARIS DAN DIREKSI
KINERJA ASPEK SOSIAL
SOCIAL PERFORMANCE 41 PERFORMANCE EVALUATION OF THE BOARD OF COMMISSIONERS 89
AND THE BOARD OF DIRECTORS
KEBIJAKAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI
PROFIL PERUSAHAAN
REMUNERATION POLICY FOR THE BOARD OF COMMISSIONERS 90
43 AND THE BOARD OF DIRECTORS
COMPANY PROFILE RAPAT DEWAN KOMISARIS DAN DIREKSI
MEETINGS OF THE BOARD OF COMMISSIONERS AND THE BOARD 93
OF DIRECTORS
VISI, MISI, DAN NILAI KEBERLANJUTAN
44 PENANGGUNG JAWAB PENERAPAN KEUANGAN BERKELANJUTAN
VISION, MISSION, AND CULTURE OF COMPANY
PERSON IN CHARGE OF SUSTAINABLE FINANCE IMPLEMENTATION 95
IDENTITAS PERUSAHAAN
COMPANY IDENTY 46 PENGEMBANGAN KOMPETENSI TERKAIT KEUANGAN
BERKELANJUTAN 99
SKALA PERUSAHAAN COMPETENCY DEVELOPMENT RELATED TO SUSTAINABLE FINANCE
COMPANY SCALE 48
PENILAIAN RISIKO ATAS PENERAPAN KEUANGAN BERKELANJUTAN
INFORMASI MENGENAI KARYAWAN RISK ASSESSMENT ON SUSTAINABLE FINANCE IMPLEMENTATION 104
EMPLOYEE INFORMATION 49
HUBUNGAN DENGAN PEMANGKU KEPENTINGAN
WILAYAH OPERASIONAL RELATIONSHIP WITH STAKEHOLDERS 106
OPERATIONAL AREA 54
PERMASALAHAN TERHADAP PENERAPAN KEUANGAN
KEGIATAN USAHA YANG DIJALANKAN
58
BERKELANJUTAN 108
BUSINESS ACTIVITIES CONDUCTED PROBLEMS ON SUSTAINABLE FINANCE IMPLEMENTATION
RANTAI NILAI DAN HUBUNGAN BISNIS LAINNYA
VALUE CHAIN AND OTHER BUSINESS RELATIONSHIPS 58
KINERJA KEBERLANJUTAN
RANTAI NILAI
58 109
VALUE CHAIN SUSTAINABILITY PERFORMANCE
HUBUNGAN BISNIS LAIN YANG RELEVAN
OTHER RELEVANT BUSINESS RELATIONSHIPS 60
KEGIATAN MEMBANGUN BUDAYA KEBERLANJUTAN
PERUBAHAN PERUSAHAAN YANG BERSIFAT SIGNIFIKAN PADA ACTIVITIES IN BUILDING SUSTAINABILITY CULTURE 110
ORGANISASI 66
SIGNIFICANT ORGANIZATIONAL CHANGES
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PT Garuda Indonesia (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
KINERJA EKONOMI KINERJA SOSIAL
114 156
ECONOMIC PERFORMANCE SOCIAL PERFORMANCE
KINERJA PRODUKSI, PORTOFOLIO, TARGET PEMBIAYAAN, ATAU KOMITMEN UNTUK MEMBERIKAN LAYANAN ATAS PRODUK DAN/
INVESTASI, PENDAPATAN DAN LABA RUGI ATAU JASA YANG SETARA KEPADA KONSUMEN
PERFORMANCE IN PRODUCTION, PORTFOLIO, FINANCING, 114 COMMITMENT OF LJK (FINANCIAL SERVICES INSTITUTION), 156
REVENUES, AND PROFIT & LOSS ISSUER, OR PUBLIC COMPANY TO PROVIDING EQUAL SERVICES OF
PRODUCTS AND/OR SERVICES TO CONSUMERS
PERBANDINGAN TARGET DAN KINERJA PORTOFOLIO, TARGET
PEMBIAYAAN, ATAU INVESTASI PADA INSTRUMEN KEUANGAN ASPEK KETENAGAKERJAAN
ATAU PROYEK YANG SEJALAN DENGAN KEUANGAN EMPLOYMENT ASPECT 156
BERKELANJUTAN
COMPARISON OF TARGET AND PERFORMANCE OF PORTFOLIO, 115 ASPEK MASYARAKAT
189
COMMUNITY ASPECT
FINANCING TARGET, OR INVESTMENT IN FINANCIAL INSTRUMENTS
OR PROJECTS IN LINE WITH THE SUSTAINABLE FINANCE PRIVASI PELANGGAN
IMPLEMENTATION CUSTOMER PRIVACY 203
NILAI EKONOMI LANGSUNG YANG DIHASILKAN DAN TANGGUNG JAWAB PENGEMBANGAN PRODUK DAN/ATAU JASA
DIDISTRIBUSIKAN 116 KEBERLANJUTAN
DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED RESPONSIBILITY FOR THE DEVELOPMENT OF SUSTAINABLE 205
PRODUCTS AND/OR SERVICES
KEWAJIBAN PROGRAM PENSIUN MANFAAT PASTI DAN PROGRAM
PENSIUN LAINNYA INOVASI DAN PENGEMBANGAN PRODUK/JASA KEUANGAN
DEFINED BENEFIT PLAN OBLIGATIONS AND OTHER RETIREMENT 117 BERKELANJUTAN
PLANS INNOVATION AND DEVELOPMENT OF SUSTAINABLE FINANCIAL 205
PRODUCTS AND SERVICES
BANTUAN FINANSIAL DARI PEMERINTAH
FINANCIAL ASSISTANCE FROM THE GOVERNMENT 119 PRODUK/JASA YANG SUDAH DIEVALUASI KEAMANANNYA BAGI
DAMPAK EKONOMI TIDAK LANGSUNG
NASABAH 206
INDIRECT ECONOMIC IMPACTS 120 EVALUATED PRODUCTS/SERVICES FOR CUSTOMER SAFETY
DAMPAK PRODUK/JASA
PRAKTIK PENGADAAN BARANG DAN JASA
122 IMPACT OF PRODUCTS AND SERVICES 212
PRACTICES IN THE PROCUREMENT OF GOODS AND SERVICES
JUMLAH PRODUK YANG DITARIK KEMBALI
ANTI KORUPSI
126 NUMBER OF RECALLED PRODUCTS 212
ANTI-CORRUPTION
SURVEI KEPUASAN NASABAH TERHADAP PRODUK DAN/ATAU
PAJAK
TAX 129 JASA
212
CUSTOMER SATISFACTION SURVEY ON SUSTAINABLE FINANCE
PRODUCTS AND/OR SERVICES
VERIFIKASI TERTULIS DARI PIHAK INDEPENDEN
KINERJA LINGKUNGAN HIDUP 215
133 WRITTEN VERIFICATION FROM INDEPENDENT PARTY
ENVIRONMENTAL PERFORMANCE
LEMBAR UMPAN BALIK
FEEDBACK SHEET 216
ASPEK UMUM TANGGAPAN TERHADAP UMPAN BALIK LAPORAN
GENERAL ASPECTS 133 KEBERLANJUTAN TAHUN 2023 218
RESPONSE TO FEEDBACK ON THE 2023 SUSTAINABILITY REPORT
ASPEK MATERIAL
MATERIAL ASPECTS 134 DAFTAR PENGUNGKAPAN SESUAI PERATURAN OTORITAS JASA
KEUANGAN NOMOR 51/POJK.03/2017
ASPEK ENERGI
ENERGY ASPECTS 136 LIST OF DISCLOSURE ACCORDING TO FINANCIAL SERVICES
219
AUTHORITY REGULATION (POJK) NO. 51 OF 2017 ON THE
ASPEK AIR IMPLEMENTATION OF SUSTAINABLE FINANCE FOR FINANCIAL
WATER ASPECTS 139 SERVICES INSTITUTIONS, ISSUERS, AND PUBLIC COMPANIES
ASPEK KEANEKARAGAMAN HAYATI INDEKS ISI CONSOLIDATED GRI STANDARD 2021
BIODIVERSITY ASPECTS 141 GRI STANDARD 2021 CONTENT INDEX 222
ASPEK EMISI INDEKS SUSTAINABILITY ACCOUNTING STANDARD BOARD (SASB)
EMISSIONS ASPECTS 142 STANDARDS AIRLINES
SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB) INDEX 226
ASPEK LIMBAH DAN EFLUEN
WASTE AND EFFLUENT ASPECTS 148 AIRLINES STANDARDS
INDEKS SUSTAINABILITY ACCOUNTING STANDARD BOARD (SASB)
ASPEK PENGADUAN TERKAIT LINGKUNGAN HIDUP
ENVIRONMENTAL COMPLAINTS ASPECTS 154 STANDARDS AIR FREIGHT AND LOGISTICS
228
SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB) INDEX
STANDARDS FOR AIR FREIGHT AND LOGISTICS
TAUTAN STANDAR GRI DENGAN TPB
LINK BETWEEN GRI STANDARDS AND SDGS 230
Sustainability Report 2025
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
TENTANG LAPORAN [GRI 2-2, 2-3, 2-4]
ABOUT THE REPORT [GRI 2-2, 2-3, 2-4]
Laporan keberlanjutan PT Garuda Indonesia (Persero) Tbk The Sustainability Report of PT Garuda Indonesia (Persero) Tbk
(Garuda Indonesia) tahun 2024 disusun dengan mengacu pada of 2024 is compiled in accordance with the Financial Services
Peraturan Otoritas Jasa Keuangan (POJK) No. 51/POJK.03/2017 Authority Regulation (POJK) No. 51/POJK.03/2017 on the
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Implementation of Sustainable Finance for Financial Services
Keuangan, Emiten dan Perusahaan Publik, Surat Edaran Otoritas Institutions, Issuers, and Public Companies, Circular Letter of
Jasa Keuangan Nomor 16/SEOJK.04/2021 Tentang Bentuk dan Isi the Financial Services Authority No. 16/SEOJK.04/2021 on the
Laporan Tahunan Emiten atau Perusahaan Publik, serta Standar Form and Content of the Annual Report for Issuers or Public
Pengungkapan Keberlanjutan 1 dan 2 (IFRS S1 dan S2). Laporan Companies, and Sustainability Disclosure Standards 1 and 2
keberlanjutan ini juga disusun sesuai dengan (“in accordance (IFRS S1 and S2). This Sustainability Report was also prepared
with ”) Consolidated Set of GRI Standards. Laporan Keberlanjutan in accordance with the Consolidated Set of GRI Standards. This
ini juga disusun dengan mengacu pada Sustainability Accounting Sustainability Report was also prepared with reference to the
Standards Board (SASB) Standard Airlines dan Air Freight & Sustainability Accounting Standards Board (SASB) Standards
Logistics. for Airlines and Air Freight & Logistics.
Entitas yang termasuk ke dalam Laporan Keberlanjutan Garuda Entities included in the Sustainability Report of PT Garuda
Indonesia tahun 2025 yaitu informasi yang berasal dari seluruh Indonesia of 2025 are information from all operational areas
wilayah operasional Garuda Indonesia dan seluruh entitas of Garuda Indonesia and its subsidiaries in accordance with the
anak sesuai dengan Laporan Keuangan Konsolidasian Garuda Consolidated Financial Statement of Garuda Indonesia audited by
Indonesia yang diaudit oleh Kantor Akuntan Publik, kecuali pada a public accounting firm, except for specific sections as indicated in
bagian tertentu sesuai keterangan pada masing-masing bagian. each section. Therefore, there is no difference between the entities
Oleh karenanya, tidak terdapat perbedaan antara entitas yang reported in this Sustainability Report and the Consolidated
disampaikan dalam Laporan Keberlanjutan ini dengan entitas yang Financial Statement. Garuda Indonesia combines all information
dilaporkan dalam Laporan Keuangan Konsolidasian. Metode yang from its subsidiaries along with ones within the scope of Garuda
digunakan Garuda Indonesia dalam mengumpulkan informasi yaitu Indonesia.
dengan menggabungkan seluruh informasi yang disampaikan
oleh entitas anak dengan informasi di lingkup Garuda Indonesia.
Laporan Keberlanjutan ini mencakup periode sejak 1 Januari This Sustainability Report covers the period from January 1 to
sampai 31 Desember 2025 sesuai dengan periode Laporan December 31, 2025, in accordance with the Consolidated Financial
Keuangan Konsolidasian. Laporan ini disampaikan secara tahunan Statements period. This report is published annually alongside
bersamaan dengan Laporan Tahunan Garuda Indonesia tahun the 2025 Garuda Indonesia Annual Report. This Sustainability
2025. Pada Laporan Keberlanjutan ini, tidak terdapat informasi Report does not contain any restated information. This report
yang disajikan kembali. Laporan ini dipublikasikan pada tanggal was published on April 25, 2026.
25 April 2026.
Informasi lebih lanjut terkait Laporan Keberlanjutan ini, dapat For further information related to this report, please contact:
menghubungi:
Harsya Denny Suryo Harsya Denny Suryo
Corporate communication & Investor Relations Group Head Corporate communication & Investor Relations Group Head
Gedung Manajemen Garuda Indonesia Garuda Indonesia's Management Office
Lantai Dasar Garuda City, Bandar Udara Internasional Ground Floor, Garuda City, Soekarno-Hatta International Airport,
Soekarno-Hatta, Tangerang, 15111, Indonesia. Tangerang, 15111, Indonesia.
Telp : (+62 21)2560 1001 Phone : (+62 21)2560 1001
Email : investor@garuda-indonesia.com Email : investor@garuda-indonesia.com
Website: www.garuda-indonesia.com Website: www.garuda-indonesia.com
PROSES PENENTUAN TOPIK PROCESS TO DETERMINE MATERIAL
MATERIAL [GRI 3-1, 3-2, 2-14] TOPICS [GRI 3-1, 3-2, 2-14]
Perseroan secara berkala melaksanakan proses penentuan topik The Company periodically conducts a process to identify material
material dengan melakukan serangkaian tahapan yang mencakup topics through a series of steps, including the identification and
identifikasi serta analisis terhadap aktivitas operasional dan analysis of its operational activities and business relationships,
hubungan bisnis yang dimiliki, dengan mempertimbangkan taking into account the relevant sustainability context. The
konteks keberlanjutan yang relevan. Selain itu, Perseroan juga Company also analyzes its stakeholders affected by its activities,
melakukan analisis terhadap para pemangku kepentingan both from the perspective of the impact the Company has on
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
yang terdampak oleh aktivitas Perseroan, baik dari perspektif stakeholders (inside-out) and from the perspective of the impact
dampak yang ditimbulkan oleh Perseroan kepada para pemangku stakeholders have on the Company’s condition and performance,
kepentingan (inside out), maupun dari perspektif dampak yang particularly regarding financial materiality (outside-in). All these
diberikan oleh para pemangku kepentingan terhadap kondisi dan processes are conducted in alignment with the risk identification
kinerja Perseroan, khususnya dalam aspek materialitas finansial mechanisms implemented by the Company. In the process
(outside in). Seluruh proses tersebut dilaksanakan secara of determining and identifying risks, the Company involves
selaras dengan mekanisme identifikasi risiko yang diterapkan various internal units and engages external stakeholders to
oleh Perseroan. Dalam proses penentuan dan identifikasi risiko gain comprehensive insights and ensure that the identified risks
tersebut, Perseroan melibatkan berbagai unit kerja internal reflect all relevant perspectives.
serta turut melibatkan pemangku kepentingan eksternal guna
memperoleh pandangan yang komprehensif serta memastikan
bahwa risiko yang diidentifikasi telah mempertimbangkan
berbagai perspektif yang relevan.
Unit kerja dilibatkan melalui kegiatan Focus Group Discussion Work units were engaged through Focus Group Discussions
(FGD). Adapun unit kerja yang terlibat dalam penentuan risiko (FGDs). The units involved in the Company’s risk determination
Perseroan di antaranya BOD-BOC, Human Capital Management, process include the BOD-BOC, Enterprise Risk Management,
Enterprise Risk Management, Enterprise Risk Management, Corporate Secretary & TJSL, Business Support & General Affairs,
Corporate Secretary & TJSL, Business Support & General Affairs, Corporate Quality, Safety & Sustainability, Financial Accounting,
Corporate Quality, Safety & Sustainability, Financial Accounting, Marketing, Learning & Development, Corporate Strategy & Service
Marketing, Learning & Development, Corporate Strategy & Service Standards, and Cargo. Meanwhile, the external stakeholders
Standards, dan Cargo. Sedangkan, stakeholder eksternal yang involved in the Company’s risk identification process include
terlibat dalam identifikasi risiko Perseroan yaitu Pemerintah, the Government, Danantara, BP BUMN, Customers/Passengers,
Danantara, BP BUMN, Pelanggan/Penumpang, Lessor, Kreditur, Lessors, Creditors, Investors/Shareholders, the Indonesia Stock
Pemegang Saham, Bursa Efek Indonesia, GMF, Gapura, PT Aviasi Exchange (IDX), GMF, Gapura, PT Aviasi Pariwisata Indonesia
Pariwisata Indonesia (Injourney), Ditjen Perhubungan Udara, Investor, (Injourney), the Directorate General of Civil Aviation, the Financial
Otoritas Jasa Keuangan, Produsen Pesawat (Airbus/Boeing), Mitra Services Authority (OJK), Aircraft Manufacturers (Airbus/Boeing),
Bisnis, dan Pertamina. Business Partners, and Pertamina.
Perseroan selanjutnya melakukan analisis terhadap dampak The Company then analyzes the actual and potential impacts
yang bersifat aktual maupun potensial untuk setiap risiko yang of each identified risk across all operational activities and
teridentifikasi di seluruh aktivitas operasional serta hubungan business relationships. This analysis is conducted to gain a more
bisnis Perseroan. Analisis tersebut dilakukan sebagai upaya untuk comprehensive understanding of the potential impacts that may
memahami secara lebih komprehensif berbagai kemungkinan arise, enabling the Company to prepare appropriate mitigation
dampak yang dapat timbul, sehingga Perseroan dapat menyiapkan measures to minimize possible future risks. In analyzing these
langkah-langkah mitigasi yang tepat dalam rangka meminimalkan impacts, the Company utilizes and considers information from
potensi dampak yang mungkin terjadi di kemudian hari. Dalam various relevant sources, ensuring that the analysis provides a
proses menganalisis dampak tersebut, Perseroan memanfaatkan comprehensive overview and supports more informed decision-
serta mempertimbangkan informasi yang diperoleh dari berbagai making in risk management.
sumber yang relevan, sehingga hasil analisis yang dilakukan dapat
memberikan gambaran yang lebih menyeluruh dan mendukung
pengambilan keputusan yang lebih tepat dalam pengelolaan risiko.
Setelah menyelesaikan analisis terhadap dampak yang bersifat After completing the analysis of actual and potential impacts,
aktual maupun potensial, Perseroan kemudian melakukan the Company then assesses the significance of those impacts.
asesmen terhadap signifikansi dampak. Perseroan menilai The Company evaluates the significance of the identified
signifikansi dampak yang sudah teridentifikasi dalam risiko impacts to prioritize sustainability issues. This process enables
Perseroan untuk dilakukan prioritasi isu keberlanjutan. Proses ini the Company to determine appropriate measures and actions
dilakukan agar Perseroan dapat menentukan langkah-langkah to address emerging impacts, while ensuring that the material
dan tindakan yang tepat dalam menangani dampak yang muncul, topics selected for the reporting year are truly relevant and
sekaligus memastikan bahwa topik material yang dipilih untuk reflect the issues most important to the Company’s sustainability
tahun pelaporan benar-benar relevan dan mencerminkan isu- and its stakeholders.
isu yang paling penting bagi keberlanjutan Perseroan serta para
pemangku kepentingannya.
Langkah selanjutnya yaitu Perseroan melakukan prioritasi topik The next step is for the Company to prioritize material topics
material berdasarkan tingkat scale and scope/severity dan based on their scale and scope/severity as well as their likelihood.
likelihood. Threshold yang ditetapkan oleh Perseroan yaitu High, The thresholds established by the Company are High, Moderate
Moderate to High, dan Moderate. Risiko atau isu keberlanjutan to High, and Moderate. Priority sustainability risks or issues were
yang menjadi prioritas kemudian diselaraskan dengan topik then aligned with material topics in accordance with the GRI
material sesuai dengan GRI Standard, SASB Standards Airlines, Standards, SASB Standards for Airlines, and SASB Standards for
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
dan SASB Stadard Air Freight and Logistics. Perseroan kemudian Air Freight and Logistics. The Company subsequently engaged
melibatkan pemangku kepentingan eksternal serta ahli/expert external stakeholders and experts to validate the selected topics
untuk melakukan konfirmasi terhadap topik yang telah dipilih, and gather input and feedback to ensure their relevance and
menerima masukan dan feedback guna memastikan relevansi significance, through the distribution of questionnaires starting
dan kepentingannya dengan menyebarkan kuesioner sejak 16 from February 16 to March 9, 2026.. External stakeholders
Februari sampai 9 Maret 2026. Pemangku kepentingan eksternal provided input identifying energy as a material topic, and this
memberikan masukkan topik material energi dan topik tersebut topic was prioritized for inclusion as a material topic in 2025.
diprioritaskan untuk menjadi topik material 2025. Selanjutnya topik The selected material topics were then presented to the Board of
material yang terpilih disampaikan kepada Direksi untuk dibahas di Directors for discussion at the highest management level and to
tingkat manajemen tertinggi hingga memperoleh persetujuan resmi obtain formal approval for disclosure in the 2025 Sustainability
agar dapat dicantumkan dalam Laporan Keberlanjutan tahun 2025. Report.
Topik material yang telah diidentifikasi oleh Garuda The material topics identified by Garuda Indonesia serve as the
Indonesia digunakan sebagai landasan dalam merancang dan foundation for designing and developing sustainability programs,
mengembangkan program keberlanjutan, baik untuk jangka both short-term and long-term. This ensures that sustainability
pendek maupun jangka panjang. Hal ini memastikan bahwa disclosures reflect priority issues and support risk management,
pengungkapan keberlanjutan mencerminkan isu prioritas strategic decision-making, and the achievement of measurable
serta mendukung pengelolaan risiko, pengambilan keputusan sustainability performance.
strategis, dan pencapaian kinerja keberlanjutan secara terukur.
Proses penentuan topik material telah melewati tahapan-tahapan The process of determining material topics has gone through
yaitu: the following stages:
Identifikasi dampak aktual dan
potensial (ekonomi, lingkungan,
sosial termasuk hak asasi manusia)
Penelaahan isu keberlanjutan terkait aktivitas dan relasi bisnis
(ekonomi, lingkungan, sosial Perseroan (inside out), maupun
termasuk hak asasi manusia) dampak yang ditimbulkan oleh
Melakukan prioritasi dampak
terhadap aktivitas dan relasi bisnis eksternal terhadap Perseroan
Penilaian signifikansi dampak. signifikan yang akan dilaporkan
Perseroan (outside in).
Assess the significance of the dalam laporan keberlanjutan
An assessment of sustainability Identify actual and potential impacts
impacts Prioritize the most significant
issues (economic, environmental, (economic, environmental, and
impacts for reporting
and social, including human rights) social, including human rights)
related to the Company’s business related to the Company’s business
activities and relationships activities and relationships (inside-
out), as well as the impacts caused
by external factors on the Company
(outside-in).
Pemangku
Topik Kepentingan
Material Isu Utama yang Alasan Bersifat Material TPB
Material Main Issues Terdampak Material Reasons SDGs
Topics Affected
Stakeholders
• Nilai ekonomi langsung yang
dihasilkan dan didistribusikan oleh
Kinerja ekonomi mencerminkan
Perusahaan
komitmen Garuda Indonesia dalam
• Implikasi finansial serta risiko dan
• Pemegang mengelola dan menjaga aspek
peluang lain akibat dari perubahan
Saham dan ekonomi Perseroan. Komitmen
iklim
Investor Perseroan dalam mengelola aspek
• Kewajiban program pensiun manfaat
• Pemerintah ekonomi memberikan dampak
pasti dan program pensiun lainnya
• Pegawai positif berupa peningkatan reputasi
Kinerja • Bantuan keuangan yang diterima
• Mitra Kerja Perseroan.
Ekonomi Perusahaan dari Pemerintah
Economic
• Shareholders The economic performance reflects
Performance • Direct economic value generated and
and Investors Garuda Indonesia's commitment
distributed by the Company
• Government in managing and maintaining the
• Financial implications and other risks
• Employees economic aspects of the Company. The
and opportunities resulting from
• Working Company's commitment in managing
climate change
Partners the economic aspects has a positive
• Obligations of defined benefit
impact in the form of improving the
pension and other retirement plans
Company's reputation.
• Financial assistance received by the
Company from the Government
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Pemangku
Topik Kepentingan
Material Isu Utama yang Alasan Bersifat Material TPB
Material Main Issues Terdampak Material Reasons SDGs
Topics Affected
Stakeholders
Di tahun 2025 terdapat peningkatan
penggunaan energi Perseroan. Hal
• Konsumsi energi Perseroan • Karyawan ini menjadikan energi isu yang
• Upaya Perseroan dalam melakukan • Masyarakat signifikan dalam aspek environmental
efisiensi energi dan penggunaan • Pemerintah (ESG), karena berpengaruh terhadap
energi baru terbarukan • Mitra kerja komitmen pengurangan emisi.
Energi
Energy
• The Company’s energy consumption • Employees In 2025, the Company recorded an
• The Company’s efforts to improve • Community increase in energy consumption. This
energy efficiency and utilize • Government makes energy a significant issue within
renewable energy • Partners the environmental (ESG) aspect, as
it affects the Company’s emissions
reduction commitments.
Penggunaan energi yang tidak
• Emisi GRK Langsung (Cakupan 1)
efektif akan berdampak negatif pada
• Emisi GRK Tidak Langsung (Cakupan
peningkatan emisi yang dihasilkan.
2)
Di tahun 2025, emisi GRK yang
• Emisi GRK tidak langsung lainnya
dihasilkan meningkat dibandingkan
(Cakupan 3)
tahun 2024. Oleh karenanya,
• Intensitas Emisi GRK
Perseroan senantiasa melakukan
• Pengurangan Emisi GRK
upaya reduksi emisi di antaranya
• Pengendalian Emisi Penipis Lapisan
• Karyawan melalui Program Fuel Conservation.
Ozon
• Masyarakat Melalui program tersebut, Perseroan
• Nitrogen Oksida (NOx), Sulfur
• Pemerintah telah menurunkan emisi GRK yang
Oksida (SOx), dan Emisi Udara
• Mitra kerja yang dihasilkan dari penggunaan avtur
Emisi Signifikan Lainnya
di 2025.
Emission
• Employees
• Direct GHG Emissions (Scope 1)
• Community Ineffective energy use can have
• Indirect GHG emissions (Scope 2)
• Government a negative impact by increasing
• Other indirect GHG emissions (Scope
• Partners emissions. In 2025, the Company’s
3)
GHG emissions increased compared
• GHG Emission Intensity
to 2024. Therefore, the Company
• GHG Emission Reduction
continues to implement emission
• Control of Ozone Layer Depleting
reduction initiatives, including the Fuel
Emissions
Conservation Program. Through this
• Nitrogen Oxides (NOx), Sulfur
program, the Company has reduced
Oxides (SOx), and Other Significant
GHG emissions generated from jet fuel
Air Emissions
consumption in 2025.
• Sistem manajemen keselamatan dan
kesehatan kerja
• Pengidentifikasian bahaya, penilaian
risiko, dan investigasi insiden
• Layanan kesehatan yang dimiliki
Perseroan
• Partisipasi, konsultasi, dan
komunikasi pekerja pada kesehatan Perseroan senantiasa memastikan
dan keselamatan kerja • Pemegang bahwa seluruh karyawan memiliki
• Pelatihan pekerja tentang kesehatan Saham dan rasa aman dan nyaman dalam bekerja.
Kesehatan dan keselamatan kerja Investor Perseroan juga memastikan bahwa
dan • Peningkatan kualitas kesehatan • Pegawai karyawan dapat mengidentifikasi
Keselamatan pekerja • Penumpang bahaya yang akan terjadi, sehingga
Kerja • Pencegahan dan mitigasi dampak- • Mitra Kerja terhindar dari bahaya kecelakaan kerja.
dampak keselamatan dan kesehatan • Masyarakat pengelolaan aspek K3 yang efektif
kerja yang secara langsung terkait • Pemerintah akan berdampak pada peningkatan
hubungan bisnis produktivitas karyawan Perseroan.
• Pekerja yang tercakup dalam sistem
manajemen keselamatan dan
kesehatan kerja
• Kecelakaan kerja yang terjadi pada
periode pelaporan
• Penyakit akibat kerja yang dialami
oleh karyawan Perseroan
Sustainability Report 2025
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Pemangku
Topik Kepentingan
Material Isu Utama yang Alasan Bersifat Material TPB
Material Main Issues Terdampak Material Reasons SDGs
Topics Affected
Stakeholders
• Occupational safety and health
management system
• Hazard identification, risk
assessment, and incident
investigation
• Company-owned health services
• Worker participation, consultation,
The Company always ensures that all
and communication on occupational
employees have a sense of security
health and safety • Shareholders
and comfort at work. The Company
• Worker training on occupational and Investors
also ensures that employees are
Occupational health and safety • Employees
able to identify potential hazards,
Health and • Worker health quality improvement • Passengers
thereby avoiding the risk of workplace
Safety • Prevention and mitigation of • Work Partners
accidents. Effective management
occupational health and safety • Community
of OHS aspects will contribute to
impacts directly related to business • Government
improving the productivity of the
relationships
Company’s employees.
• Workers covered by the occupational
health and safety management
system
• Occupational accidents that occurred
in the reporting period
• Occupational diseases experienced
by the Company's employees
Penurunan tingkat kepuasan
pelanggan pada Garuda Indonesia
menjadi perhatian penting karena
Kepuasan dapat berdampak langsung pada
Pelanggan menurunnya loyalitas, kepercayaan,
Terhadap serta minat penggunaan ulang
• Pemegang
Produk dan/ layanan, terutama terkait produk dan/
Saham dan
atau Jasa atau jasa keuangan berkelanjutan.
Informasi mengenai nilai kepuasan Investor
Pembangunan Kondisi ini juga berpotensi
pelanggan • Karyawan
Berkelanjutan memengaruhi reputasi perusahaan
• Pelanggan
Customer dan kinerja bisnis secara keseluruhan
Information on customer satisfaction
Satisfaction
levels • Shareholder
on The decline in customer satisfaction
and Investors
Sustainable at Garuda Indonesia is a key concern,
• Employees
Development as it can directly affect loyalty, trust,
• Customers
Products and the intention to reuse services,
and/or particularly in relation to sustainable
Services financial products and/or services.
This condition also has the potential to
impact the Company’s reputation and
overall business performance.
Beberapa topik material tahun 2024 yang tidak diprioritaskan Some of the material topics in 2024 that are not prioritized to
untuk dilaporkan pada Laporan Keberlanjutan tahun 2025 beserta be reported in the 2025 Sustainability Report and the reasons
alasannya dijelaskan sebagai berikut. are explained below.
Topik Material Alasan
Material Topics Reasons
Perseroan telah melakukan pengukuran Social Return on Investment (SROI) atas aktivitas TJSL yang telah
dilaksanakan. Hasil pengukuran SROI menunjukkan bahwa Perseroan telah memberikan manfaat yang tinggi
Dampak Ekonomi Tidak
kepada masyarakat.
Langsung
The Company has conducted a Social Return on Investment (SROI) measurement of the TJSL activities that
Indirect Economic Impacts
have been implemented. The SROI measurement results show that the Company has provided high benefits
to the community.
Perseroan telah memberikan kesempatan yang setara bagi seluruh karyawan untuk mengikuti pelatihan dan
pendidikan guna meningkatkan kompetensi, sebagaimana diatur dalam Human Capital Manual pasal 3.2.4.3.
Oleh karenanya, pelatihan dan pendidikan bagi karyawan senantiasa dikelola secara memadai dan tidak
Pelatihan dan Pendidikan menimbulkan risiko signifikan terhadap keberlanjutan atau kinerja utama Perseroan.
Training and Education The Company has provided equal opportunities for all employees to participate in training and education to
enhance their competencies, as stipulated in the Human Capital Manual Article 3.2.4.3. Therefore, employee
training and education are consistently managed adequately and do not pose a significant risk to the Company’s
sustainability or core performance.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Topik Material Alasan
Material Topics Reasons
Garuda Indonesia senantiasa memenuhi tanggung jawab kepada konsumen sebagai bentuk kepatuhan dan
pemenuhan hak konsumen sebagaimana diatur dalam Undang-Undang Republik Indonesia Nomor 1 Tahun
2009 tentang Penerbangan, Undang-Undang No. 8 Tahun 1999 tentang Perlindungan Konsumen, serta dalam
Etika Bisnis & Etika Kerja PT Garuda Indonesia (Persero) Tbk. Garuda Indonesia telah menetapkan sasaran
Kesehatan dan Keselamatan dan indikator kinerja keselamatan yang terukur, serta secara berkala mengevaluasi hasil operasional untuk
Penumpang menetapkan target-target keselamatan di masa mendatang.
Customer Health and Safety Garuda Indonesia also consistently fulfils its responsibilities to consumers as a form of compliance with and
fulfilment of consumer rights, as stipulated in Law of the Republic of Indonesia Number 1 of 2009 concerning
Aviation, Law No. 8 of 1999 concerning Consumer Protection, as well as in the Business Ethics & Work Ethics
of PT Garuda Indonesia (Persero) Tbk. Garuda Indonesia has established measurable safety performance
objectives and indicators, and periodically evaluates operational outcomes to set safety targets for the future.
Perseroan secara konsisten mematuhi ketentuan pasal 127 ayat 2 Undang-Undang Penerbangan Republik
Indonesia tentang Perlindungan Konsumen, yang menegaskan bahwa perlindungan konsumen mencakup upaya
melindungi konsumen dari penerapan tarif tinggi oleh badan usaha angkutan udara niaga, serta melindungi
konsumen dari informasi atau iklan tarif penerbangan yang berpotensi merugikan atau menyesatkan, dengan
menetapkan tarif batas atas. Perseroan juga telah menetapkan Kebijakan Niaga dan Layanan Nomor MKS.06
Pemasaran dan Pelabelan Tahun 2024 yang mengatur secara menyeluruh kegiatan pemasaran, marketing, dan penjualan di Perusahaan.
Marketing and Labelling The Company consistently complies with Article 127 paragraph (2) of the Aviation Law of the Republic of
Indonesia concerning Consumer Protection, which stipulates that consumer protection includes efforts to protect
consumers from the imposition of high fares by commercial air transport operators, as well as from airfare
information or advertising that may be misleading or detrimental, through the establishment of fare ceilings.
The Company has also established Commercial and Service Policy No. MKS.06 of 2024, which comprehensively
governs marketing and sales activities within the Company.
Perseroan menghormati dan menjamin hak kebebasan berserikat serta perundingan kolektif bagi seluruh
karyawan sesuai dengan peraturan perundang-undangan yang berlaku. Ketentuan tersebut telah diatur
secara jelas dalam Manual Kebijakan Human Capital (MKH) serta Perjanjian Kerja Bersama (PKB) yang
menjadi acuan dalam hubungan industrial di Perseroan. Melalui pengaturan tersebut, Perseroan memastikan
Kebebasan Berserikat dan terciptanya hubungan kerja yang harmonis, adil, dan transparan antara manajemen dan karyawan, sehingga
Perundingan Kolektif tidak menimbulkan risiko signifikan terhadap keberlangsungan operasional maupun kinerja Perseroan.
Freedom of Association and The Company respects and guarantees the rights to freedom of association and collective bargaining for all
Collective Bargaining employees in accordance with applicable laws and regulations. These provisions are clearly outlined in the
Human Capital Policy Manual (MKH) and the Collective Labor Agreement (PKB), which serve as the framework
for industrial relations within the Company. Through these provisions, the Company ensures the establishment
of harmonious, fair, and transparent working relationships between management and employees, thereby
preventing significant risks to the Company’s operational continuity and performance.
Garuda Indonesia telah melakukan proses pengadaan berkelanjutan secara konsisten. Garuda Indonesia telah
menyusun daftar kontraktor, pemasok atau pihak ketiga lainnya yang diklasifikasikan berdasarkan risiko dalam
Praktik Pengadaan mengelola pekerjaan, yaitu berisiko tinggi, menengah, dan rendah.
Procurement Practices Garuda Indonesia has consistently implemented sustainable procurement processes. Garuda Indonesia has
compiled a list of contractors, suppliers, and other third parties classified based on the risk involved in managing
tasks, which includes high, medium, and low-risk categories.
Penerapan keberagaman di Garuda Indonesia diwujudkan melalui Respectful Workplace Policy yang tertuang
dalam Surat Keputusan JKDZ/SKEP/50132/2024 tanggal 24 Juli 2024. Dalam kebijakan tersebut, ditegaskan
bahwa seluruh insan Garuda Indonesia dilarang melakukan diskriminasi atau perlakuan berbeda terhadap
perbedaan jenis kelamin, agama, etnis, ras, status sosial, status perkawinan, status ekonomi, usia, kebangsaan,
Keberagaman dan Kesempatan warna kulit, golongan, bahasa, maupun disabilitas, sehingga menciptakan lingkungan kerja yang inklusif dan
Setara setara bagi semua karyawan.
Diversity and Equal Opportunity The implementation of diversity at Garuda Indonesia is reflected in the Respectful Workplace Policy as stipulated
in Decree JKDZ/SKEP/50132/2024 dated July 24, 2024. The policy emphasizes that all Garuda Indonesia
personnel are prohibited from engaging in discrimination or differential treatment based on gender, religion,
ethnicity, race, social status, marital status, economic status, age, nationality, skin color, group, language, or
disability, thereby fostering an inclusive and equitable work environment for all employees.
MANAJEMEN TOPIK MATERIAL [GRI 3-3] MANAGEMENT OF MATERIAL TOPICS [GRI 3-3]
KINERJA EKONOMI ECONOMIC PERFORMANCE
Perseroan secara konsisten melaksanakan pengelolaan kinerja The Company consistently manages its economic performance in
ekonomi secara optimal dan terarah, karena kinerja ekonomi memiliki an optimal and well-directed manner, as economic performance
peran penting dalam merepresentasikan berbagai capaian yang plays a crucial role in representing various achievements related
berkaitan dengan operasional maupun kondisi keuangan Perseroan. to the Company’s operations and financial condition. Effective
Pengelolaan kinerja ekonomi yang dilakukan secara efektif tersebut management of economic performance has a positive impact,
memberikan dampak positif, antara lain meningkatkan reputasi including enhancing the Company’s reputation, strengthening
perusahaan, memperkuat kepercayaan para pemangku kepentingan, stakeholder trust, and driving overall value creation.
serta mendorong peningkatan nilai Perseroan secara keseluruhan.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Komitmen Perseroan dalam mengelola kinerja ekonomi diwujudkan The Company’s commitment to managing economic performance
melalui penyusunan Rencana Keuangan dan Anggaran Perusahaan is reflected in the preparation of the Company’s Financial Plan
yang menjadi bagian integral dari Rencana Jangka Panjang Perseroan. and Budget, which forms an integral part of the Company’s Long-
Dalam dokumen tersebut, Perseroan menetapkan berbagai target Term Plan. Within this document, the Company has established
kinerja ekonomi yang direncanakan untuk dicapai sepanjang tahun various economic performance targets to be achieved throughout
2025. Adapun efektivitas pengelolaan kinerja ekonomi dievaluasi 2025. The effectiveness of economic performance management
dengan cara membandingkan antara realisasi kinerja yang dicapai is evaluated by comparing actual performance results with the
dengan target yang telah ditetapkan dalam RKAP. targets set in the RKAP.
Selain itu, Perseroan secara berkelanjutan melakukan evaluasi In addition, the Company continuously evaluates the effectiveness
terhadap efektivitas kinerja ekonomi dengan mengacu pada of its economic performance based on the level of RKAP
tingkat ketercapaian RKAP. Realisasi RKAP tersebut kemudian achievement. The realization of the Company’s RKAP is then
disampaikan kepada para pemegang saham sebagai bahan submitted to shareholders as a basis for consideration in
pertimbangan dalam penyusunan RKAP untuk tahun berikutnya. preparing the RKAP for the following year. The Company also
Di samping itu, Perseroan juga secara rutin melaksanakan audit conducts annual audits of its Financial Statements to ensure
atas Laporan Keuangan setiap tahunnya guna memastikan transparency and accountability.
transparansi dan akuntabilitas.
Selama tahun 2025, Garuda Indonesia berhasil mencapai target In 2025, Garuda Indonesia successfully achieved its cargo
kinerja produksi katergori kargo pada Garuda Indonesia Domestik production performance targets, reaching 100.6% for Garuda
sebesar 100,6% dan Garuda Indonesia Internasional sebesar Indonesia Domestic and 102.7% for Garuda Indonesia International.
102,7%.
ENERGI ENERGY
Di tahun 2025, penggunaan energi Perseroan mengalami In 2025, the Company’s energy consumption increased to
peningkatan menjadi sebesar 39.696.228,48 gigajoule, meningkat 39,696,228.48 gigajoules, compared to 35,873,580 gigajoules
dibandingkan tahun 2024 yang sebesar 35.873.580 gigajoule. in 2024. This has had a negative impact by contributing to higher
Hal ini tentunya berdampak negatif pada peningkatan emisi emissions. The actual impact is an increase in GHG emissions.
dihasilkan. Dampak aktual yang terjadi yaitu peningkatan emisi However, the Company continues to strive to improve energy
GRK yang dihasilkan. Namun demikian, Perseroan terus berupaya efficiency across all its operational activities. These efforts include
untuk melakukan upaya efisiensi penggunaan energi dari seluruh the use of alternative fuel, CGK runway optimization, compliance
aktivitas operasionalnya. upaya Perseroan dalam melakukan with flight plans, implementation of engine taxi procedures,
efisiensi penggunaan energi yaitu melalu pemanfaatan bahan optimal flap settings, and route optimization.
bakar alternatif (alternate fuel usage), optimalisasi landasan di
CGK (CGK runway optimization), kepatuhan terhadap rencana
penerbangan (compliance with flight plan), penerapan prosedur
engine taxi, pengaturan flap yang optimal (optimal flap setting),
serta optimalisasi rute penerbangan (route optimization).
Komitmen Perseroan dalam melakukan efisiensi penggunaan The Company’s commitment to improving energy efficiency is
energi tertuang dalam Occupational Safety, Health, and reflected in the Occupational Safety, Health, and Environment
Environment (OSHE) Policy yang menjadi pedoman utama dalam (OSHE) Policy, which serves as the primary guideline for
menjalankan operasional perusahaan secara berkelanjutan. conducting sustainable operations. The policy stipulates that
dalam kebijakan tersebut mengatur bahwa Garuda Indonesia Garuda Indonesia must actively and continuously reduce
harus senantiasa secara aktif mengurangi emisi dan dampak emissions and other environmental impacts arising from its
lingkungan lainnya yang timbul dari kegiatan operasional. Upaya operational activities. Efforts to improve energy efficiency are
efisiensi penggunaan energi juga merupakan tanggung jawab also the responsibility of all Company personnel, coordinated
dari seluruh insan Perseroan yang dikoordinir oleh unit kerja by the Safety & Sustainability work unit.
Safety & Sustainability.
Evaluasi efektivitas penerapan OSH&E Policy tercermin dari The effectiveness of the OSH&E Policy implementation is reflected
telah dimilikinya sertifikat IATA Operational Safety Audit. Di in the Company’s attainment of the IATA Operational Safety Audit
samping itu, evaluasi efektivitas efisiensi penggunaan energi certification. Furthermore, the effectiveness of energy efficiency
dapat dilakukan dengan membandingkan penggunaan energi efforts can be evaluated by comparing energy consumption
di tahun 2025 dengan tahun 2024. Di tahun 2025, Perseroan in 2025 with that of 2024. n 2025, the Company successfully
berhasil menurunkan penggunaan energi yang berasal dari reduced energy usage through its fuel optimization program
program fuel optimization yaitu sebesar 14.675.704 liter. by 14,675,704 liters.
Berdasarkan evaluasi pelaksanaan program efisiensi energi, Based on an evaluation of the energy efficiency program’s
Perseroan mengidentifikasi bahwa efektivitas pengurangan implementation, the Company has identified that the effectiveness
konsumsi bahan bakar sangat dipengaruhi oleh konsistensi of fuel consumption reduction is significantly influenced by
Laporan Keberlanjutan 2025
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
kepatuhan terhadap prosedur operasional penerbangan, consistent adherence to flight operational procedures, optimized
optimalisasi perencanaan rute, serta koordinasi lintas fungsi route planning, and cross-functional coordination in flight
dalam operasional penerbangan. Oleh karena itu, komitmen operations. Therefore, this commitment must be integrated into
tersebut harus diintegrasikan ke dalam kebijakan dan prosedur the Company’s policies and operational procedures through
operasional Perseroan melalui penguatan implementasi OSHE strengthened implementation of the OSHE Policy, enhanced
Policy, peningkatan pengawasan terhadap kepatuhan flight monitoring of flight plan compliance, and refinement of
plan, serta penyempurnaan standar operasional terkait fuel operational standards related to fuel optimization, engine taxi,
optimization, engine taxi, optimal flap setting, dan route optimal flap settings, and route optimization, supported by
optimization, yang didukung oleh penguatan peran unit Safety & strengthening the role of the Safety & Sustainability unit in
Sustainability dalam memastikan keberlanjutan praktik efisiensi ensuring the sustainability of energy efficiency practices across
energi di seluruh lini operasional. all operational lines.
EMISI EMISSION
Penggunaan energi yang berlebihan berpotensi menimbulkan Excessive energy use has the potential to generate negative
dampak negatif berupa peningkatan emisi yang dihasilkan, impacts in the form of increased emissions, thereby contributing
sehingga turut berkontribusi terhadap perubahan iklim. Dampak to climate change. The actual impact is an increase in Scope 1,
aktual yang timbul yaitu adanya peningkatan emisi GRK cakupan Scope 2, and Scope 3 GHG emissions. Therefore, the Company
1, cakupan 2, dan cakupan 3. Oleh karena itu, Perseroan secara consistently implements various emission reduction efforts in
konsisten melakukan berbagai upaya pengurangan emisi line with improving energy efficiency. These measures include
yang selaras dengan peningkatan efisiensi penggunaan the use of alternative fuel, CGK runway optimization, compliance
energi. Langkah-langkah yang dilakukan antara lain melalui with flight plans, implementation of engine taxi procedures,
pemanfaatan bahan bakar alternatif (alternate fuel usage), optimal flap settings, and route optimization. Moreover, Garuda
optimalisasi landasan di CGK (CGK runway optimization), Indonesia has implemented the Garuda Indonesia Green Airline
kepatuhan terhadap rencana penerbangan (compliance with concept, which aims to achieve airline operations that are aligned
flight plan), penerapan prosedur engine taxi, pengaturan flap with the community and the environment.
yang optimal (optimal flap setting), serta optimalisasi rute
penerbangan (route optimization). Selain itu, Garuda Indonesia
juga telah mengimplementasikan konsep Garuda Indonesia
Green Airline yang bertujuan untuk mewujudkan operasional
maskapai yang selaras dengan masyarakat dan lingkungan.
Garuda Indonesia menegaskan komitmennya dalam pengurangan Garuda Indonesia emphasizes its commitment to emission
emisi melalui penerapan Occupational Safety, Health, and reduction through the implementation of the Occupational
Environment (OSHE) Policy yang menjadi pedoman utama dalam Safety, Health, and Environment (OSHE) Policy, which serves
menjalankan operasional perusahaan secara berkelanjutan. as the main guideline for conducting the Company’s operations
Kebijakan ini mencerminkan tanggung jawab Garuda Indonesia in a sustainable manner. This policy reflects Garuda Indonesia’s
kepada para pemegang saham, pelanggan, karyawan, dan responsibility to shareholders, customers, employees, and the
lingkungan global untuk mengedepankan aspek kesehatan global environment by prioritizing occupational health and
kerja dan perlindungan lingkungan sebagai nilai utama. Dalam environmental protection as core values. In practice, Garuda
implementasinya, Garuda Indonesia berupaya menciptakan Indonesia strives to create a safe and healthy working environment,
lingkungan kerja yang aman dan sehat, mencegah kecelakaan prevent work accidents and occupational diseases, control noise
kerja dan penyakit akibat kerja, mengendalikan tingkat kebisingan levels at acceptable limits, and actively reduce emissions and
pada level yang dapat diterima, serta secara aktif mengurangi other environmental impacts arising from operational activities.
emisi dan dampak lingkungan lainnya yang timbul dari kegiatan Emission reduction efforts are the responsibility of all Company
operasional. Upaya reduksi emisi merupakan tanggung jawab personnel, coordinated by the Safety & Sustainability work unit.
dari seluruh insan Perseroan yang dikoordinir oleh unit kerja
Safety & Sustainability
Sebagai wujud komitmen manajemen puncak, Presiden Direktur As a demonstration of top management’s commitment, the
& CEO Garuda Indonesia memastikan ketersediaan sumber President Director & CEO of Garuda Indonesia ensures the
daya yang memadai guna mendukung pencapaian berbagai availability of adequate resources to support the achievement
target sesuai dengan peraturan perundang-undangan, kebijakan of various targets in accordance with laws and regulations,
internal, serta praktik terbaik di industri penerbangan. Meskipun internal policies, and best practices in the aviation industry.
demikian, kebijakan ini menegaskan bahwa pencapaian tujuan However, this policy emphasizes that achieving the objectives of
Occupational Safety, Health, and Environment (OSHE) Policy the Occupational Safety, Health, and Environment (OSHE) Policy
tidak hanya menjadi tanggung jawab pimpinan, tetapi merupakan is not solely the responsibility of management but a shared
kewajiban bersama seluruh insan Garuda Indonesia. Setiap obligation of all Garuda Indonesia personnel. Every individual
individu di dalam perusahaan diharapkan berperan aktif dalam within the Company is expected to play an active role in fostering
membangun budaya kerja yang aman, sehat, dan berwawasan a safe, healthy, and environmentally conscious work culture.
lingkungan.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Selain itu, Garuda Indonesia mendorong partisipasi aktif karyawan In addition, Garuda Indonesia encourages the active participation
dalam pengawasan lingkungan kerja dan lingkungan hidup melalui of employees in monitoring the work environment and the
pelaporan menggunakan media yang telah disediakan. Kebijakan broader environment through reporting using the media
ini memberikan perlindungan kepada pelapor sebagai bagian dari provided. This policy offers protection to whistleblowers as part
komitmen terhadap transparansi dan perbaikan berkelanjutan, of the Company’s commitment to transparency and continuous
kecuali dalam hal terdapat tindakan yang melanggar hukum, improvement, except in cases where actions violate the law,
dilakukan secara sengaja dan sadar, atau merupakan kelalaian are committed intentionally and knowingly, or constitute gross
berat yang tidak dapat ditoleransi. Melalui kebijakan ini, Garuda negligence that cannot be tolerated. Through this policy, Garuda
Indonesia menegaskan bahwa keselamatan, kesehatan kerja, dan Indonesia emphasizes that occupational safety, health, and
perlindungan lingkungan hidup merupakan bagian tak terpisahkan environmental protection are integral to the Company’s long-
dari strategi keberlanjutan jangka panjang perusahaan. term sustainability strategy.
Evaluasi efektivitas pengelolaan emisi di Perseroan dilakukan Evaluation of the effectiveness of emission management in the
dengan membandingkan emisi yang dihasilkan dengan baseline Company is carried out by comparing the emissions produced
emisi GRK yang telah ditetapkan yaitu di tahun 2019. Di tahun with the GHG emission baseline established in 2019. In 2025,
2025, tidak terdapat penurunan emisi GRK dibandingkan there was no decrease in GHG emissions compared to the
dengan baseline. Namun demikian, Perseroan juga menjalankan baseline. However, the Company also implements the Fuel
Program Fuel Conservation untuk mengurangi penggunaan avtur. Conservation Program to reduce jet fuel consumption. Throughout
Sepanjang tahun 2025, Perseroan telah mereduksi emisi yang 2025, the Company reduced emissions from lower jet fuel usage
dihasilkan atas pengurangan avtur sebesar 1.805.846 kgCO2. by 1,805,846 kgCO2.
Berdasarkan evaluasi pelaksanaan program pengelolaan Based on an evaluation of the implementation of the emissions
emisi dan efisiensi energi, Perseroan mengidentifikasi bahwa management and energy efficiency program, the Company
keberhasilan pengurangan konsumsi bahan bakar sangat identified that the success of fuel consumption reduction is
dipengaruhi oleh konsistensi kepatuhan terhadap prosedur significantly influenced by consistent adherence to flight
operasional penerbangan, optimalisasi perencanaan rute, operational procedures, optimized route planning, and cross-
serta koordinasi lintas fungsi dalam operasional penerbangan; functional coordination in flight operations; these lessons were
pelajaran tersebut kemudian diintegrasikan ke dalam kebijakan subsequently integrated into policies and operational procedures
dan prosedur operasional melalui penguatan implementasi through the strengthened implementation of the OSHE Policy.
OSHE Policy.
KESEHATAN DAN KESELAMATAN KERJA OCCUPATIONAL HEALTH AND SAFETY
Garuda Indonesia menyadari bahwa kesehatan dan keselamatan Garuda Indonesia recognizes that occupational health and safety
kerja (K3) menempatkan terciptanya lingkungan kerja yang aman, (OHS), along with a safe and healthy working environment
sehat, serta perlindungan lingkungan berkelanjutan sebagai and sustainable environmental protection, is one of the
salah satu nilai utama Perseroan. Komitmen tersebut diwujudkan Company’s core values. This commitment is realized through the
melalui penerapan Occupational Safety, Health & Environment implementation of an Occupational Safety, Health & Environment
Management System (OSHE-MS) yang melibatkan seluruh Management System (OSHE-MS) that involves all employees,
karyawan, anak perusahaan, mitra usaha, kontraktor, dan pemasok. subsidiaries, business partners, contractors, and suppliers.
Manajemen perusahaan, melalui CEO selaku Accountable Company management, through the CEO as the Accountable
Executive, memastikan ketersediaan sumber daya yang diperlukan Executive, ensures the availability of the necessary resources to
guna mencapai target lingkungan kerja yang aman dan sehat achieve the targets for a safe and healthy working environment
serta perlindungan lingkungan yang berkelanjutan, dengan and sustainable environmental protection, in accordance with
tetap mengacu pada ketentuan hukum, regulasi, standar internal laws, regulations, internal company standards, and industry best
perusahaan, dan praktik terbaik di industri. Meskipun demikian, practices. However, responsibility for achieving this performance
tanggung jawab atas pencapaian kinerja tersebut merupakan is a shared obligation of all individuals within the organization.
kewajiban bersama seluruh individu dalam organisasi.
Dampak positif dari pengelolaan aspek K3 secara efektif The positive impact of effective OHS management is an increased
adalah meningkatnya rasa aman dan nyaman bagi karyawan sense of safety and comfort for employees while performing
saat melaksanakan tugas, yang pada gilirannya berkontribusi their duties, which in turn contributes to higher productivity.
pada peningkatan produktivitas. Sebaliknya, jika pengelolaan Conversely, if OHS management is not effective, there is a
K3 tidak berjalan efektif, terdapat potensi terjadinya insiden potential for work-related accidents involving Garuda Indonesia
kecelakaan kerja bagi karyawan Garuda Indonesia, yang dapat employees, which could harm the Company’s reputation. The
menurunkan reputasi perusahaan. Upaya Perseroan dalam Company’s efforts in implementing OHS include creating a
menerapkan K3 meliputi penciptaan lingkungan kerja yang conducive work environment, preventing work accidents and
kondusif, pencegahan kecelakaan dan penyakit akibat kerja, occupational diseases, reducing emissions, controlling noise,
pengurangan emisi, pengendalian kebisingan, serta mitigasi and mitigating other environmental impacts that may arise from
dampak lingkungan lainnya yang mungkin timbul dari aktivitas operational activities. Garuda Indonesia is also committed to
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
operasional. Selain itu, Garuda Indonesia berkomitmen untuk providing a safe working environment not only for employees
menyediakan lingkungan kerja yang aman tidak hanya bagi but also for visitors and other parties affected by the Company’s
karyawan, tetapi juga bagi pengunjung dan pihak lain yang operations.
terdampak oleh kegiatan operasional perusahaan.
Komitmen Perseroan dalam pengelolaan K3 tertuang dalam The Company’s commitment to OHS management is outlined in
OSHE Policy. Dalam kebijakan tersebut menyebutkan bahwa the OSHE Policy. The policy states that the Company encourages
Perseroan mendorong pelaporan segala isu terkait kesehatan, the reporting of all issues related to health, safety, and the
keselamatan kerja, dan lingkungan melalui jalur komunikasi yang environment through designated communication channels,
telah ditentukan, tanpa kekhawatiran akan adanya konsekuensi without fear of negative consequences. However, intentional
negatif. Namun, pelanggaran hukum yang disengaja, tindakan violations of the law, illegal actions, or gross negligence will not be
ilegal, maupun kelalaian berat tidak akan ditoleransi. Dalam tolerated. To achieve continuous improvement, the Company sets
rangka perbaikan berkelanjutan, perusahaan menetapkan sasaran measurable targets and performance indicators and evaluates
dan indikator kinerja yang terukur, serta mengevaluasi pencapaian their achievement to continuously enhance safety, health, and
untuk terus mendorong peningkatan standar keselamatan, environmental protection standards. These measures not only
kesehatan, dan perlindungan lingkungan. Pada Langkah-langkah ensure protection for employees but also have a positive impact
ini tidak hanya menjamin perlindungan bagi karyawan, tetapi juga on passenger safety through safer operations, a workforce more
memberikan dampak positif terhadap keselamatan penumpang aware of risks, and a work environment that fully supports safety.
melalui operasional yang lebih aman, tenaga kerja yang lebih The Company will continue to strengthen compliance processes in
sadar terhadap risiko, dan lingkungan kerja yang mendukung hazard identification, risk assessment and mitigation, assurance,
keselamatan secara menyeluruh. Perseroan akan terus berupaya and promotion of safety, health, and environmental protection.
untuk meningkatkan proses kepatuhan dalam melakukan
identifikasi bahaya, penilaian dan mitigasi risiko, jaminan, dan
promosi keselamatan, kesehatan & lingkungan kerja.
Perseroan telah membentuk Panitia Pembina Keselamatan dan The Company has also established the Occupational Safety and
Kesehatan Kerja (P2K3) sebagai penanggung jawab di bidang Health Advisory Committee (P2K3) as the body responsible for
K3. kedudukan P2K3 berada di bawah wewenang Group Head OHS. P2K3 operates under the authority of the Group Head of
Corporate Quality, Safety and Environment Management. Corporate Quality, Safety, and Environment Management. The
Keberadaan P2K3 diatur dalam Penetapan Keputusan Kepala Dinas establishment of P2K3 is regulated under the Decree of the
Tenaga dan Transmigrasi Provinsi Banten Nomor:566/2289- Head of the Banten Province Manpower and Transmigration
DTKT/BINWAS/P2K3/IX/2024 tentang Penetapan Panitia Office Number 566/2289-DTKT/BINWAS/P2K3/IX/2024
Pembina Keselamatan dan Kesehatan Kerja di Perusahaan PT concerning the Establishment of the Occupational Safety and
Garuda Indonesia (Persero) Tbk. Melalui P2K3, karyawan dan Health Advisory Committee at PT Garuda Indonesia (Persero)
manajemen dapat mengoptimalkan partisipasi, konsultasi, dan Tbk. Through P2K3, employees and management can optimize
komunikasi tentang keselamatan dan kesehatan kerja. Evaluasi participation, consultation, and communication regarding
efektivitas penerapan sistem manajemen K3 tercermin dari telah occupational safety and health. Evaluation of the effectiveness
dimilikinya sertifikat IATA Operational Safety Audit. of the OHS management system implementation is reflected
in the IATA Operational Safety Audit certificate.
KEPUASAN PELANGGAN TERHADAP CUSTOMER SATISFACTION ON
PRODUK DAN/ATAU JASA SUSTAINABLE DEVELOPMENT
PEMBANGUNAN BERKELANJUTAN PRODUCTS AND/OR SERVICES
Pada tahun 2025, Perseroan mencatat penurunan tingkat In 2025, the Company recorded a decline in customer satisfaction
kepuasan pelanggan, khususnya pada touchpoint Delay Handling, levels, particularly at the touchpoints of Delay Handling, In-Flight
In-Flight Entertainment (IFE) Seatback, dan Internet on Board. Entertainment (IFE) Seatback, and Internet on Board. The main
Tantangan utama yang dihadapi terkait ketiga touchpoint tersebut challenges faced regarding these three touchpoints are the need
adalah kebutuhan investasi dalam pembaruan armada serta for investment in fleet renewal and the modernization of in-flight
modernisasi sistem hiburan di dalam pesawat. Khusus pada aspek entertainment systems. Specifically regarding delay handling,
delay handling, Perseroan memahami bahwa keterlambatan the Company recognizes that delays are one of the factors that
merupakan salah satu hal yang paling berdampak pada most significantly impact customer comfort. Various conditions
kenyamanan pelanggan. Berbagai kondisi dapat memengaruhi can affect flight punctuality, including operational factors,
ketepatan waktu penerbangan, mencakup faktor operasional, fleet technical readiness, weather, and airport infrastructure
kesiapan teknis armada, cuaca, maupun kapabilitas infrastruktur capabilities. Therefore, the Company continues to strengthen
bandara. Oleh karena itu, Perseroan terus memperkuat kapabilitas internal capabilities and cross-stakeholder coordination as part
internal dan koordinasi lintas pemangku kepentingan sebagai of its efforts toward continuous service improvement, which is
bagian dari upaya peningkatan layanan yang berkelanjutan, also reflected in the gradual and sustained improvement of the
yang juga terepresentasi melalui perbaikan OTP Perseroan secara Company’s OTP.
bertahap dan berkesinambungan.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Perseroan memiliki komitmen menyelenggarakan survei The Company is committed to conducting regular customer
kepuasan pelanggan secara rutin. Survei yang diselenggarakan satisfaction surveys. The survey conducted by Garuda Indonesia
oleh Garuda Indonesia dikenal sebagai Post Flight Survey is known as the Post-Flight Survey (PFS). The PFS is an online
(PFS). PFS merupakan survei daring yang dikirimkan kepada survey sent to passengers immediately after arriving at the
penumpang sesaat setelah tiba di bandara tujuan dan destination airport and is fully managed internally by Garuda
sepenuhnya dikelola secara internal oleh Garuda Indonesia. Indonesia. The implementation of the PFS reflects the company’s
Pelaksanaan PFS mencerminkan komitmen perusahaan dalam commitment to driving continuous improvement processes across
menjalankan proses perbaikan berkelanjutan pada seluruh titik all customer touchpoints, while also supporting sustainability
interaksi pelanggan (touchpoints), sekaligus mendukung prinsip principles through the adoption of a paperless approach.
keberlanjutan melalui penerapan konsep paperless.
Pengelolaan serta analisis hasil PFS menjadi tanggung jawab The management and analysis of PFS results is the responsibility
JKTDBI sebagai sub-unit Consumer and Business Insight, sementara of JKTDBI, a sub-unit of Consumer and Business Insight, while
pengoperasian sistem survei didukung oleh unit JKTDX selaku unit the operation of the survey system is supported by JKTDX,
Teknologi Informasi. Pengelolaan PFS mengacu pada tujuan strategis the Information Technology unit. PFS management aligns with
perusahaan dalam mengukur Customer Satisfaction Index (CSI) dan the company’s strategic objectives to measure the Customer
Net Promoter Score (NPS), sebagaimana telah ditetapkan dalam Satisfaction Index (CSI) and Net Promoter Score (NPS), as
Rencana Kerja dan Anggaran Perusahaan (RKAP) serta Rencana established in the Company Work Plan and Budget (RKAP)
Jangka Panjang Perusahaan (RJPP). and the Company Long-Term Plan (RJPP).
Dalam melakukan evaluasi terhadap kualitas layanan, Perseroan In evaluating service quality, the Company uses the Customer
menggunakan parameter Customer Satisfaction Index (CSI) Satisfaction Index (CSI) parameter, measured on a one-to-five
yang diukur melalui skala Likert satu hingga lima, di mana Likert scale, where a score of one represents “very dissatisfied”
nilai satu merepresentasikan tingkat kepuasan “sangat tidak and a score of five indicates “very satisfied.” Passengers are
puas” dan nilai lima menunjukkan “sangat puas”. Penumpang asked to rate 22 touchpoints that reflect all stages of the
diminta memberikan penilaian terhadap 22 touchpoint yang journey, ranging from pre-journey, pre-flight, in-flight, to
mencerminkan seluruh tahapan perjalanan, mulai dari pre- post-flight. JKTDBI routinely conducts monthly evaluations of
journey, pre-flight, in-flight, hingga post-flight. JKTDBI the CSI assessment results for all these touchpoints. In addition
secara rutin melakukan evaluasi bulanan atas hasil penilaian to CSI, Garuda Indonesia also uses the Net Promoter Score
CSI untuk seluruh touchpoint tersebut. Selain CSI, Garuda (NPS) as an additional indicator to measure customer loyalty,
Indonesia juga menggunakan Net Promoter Score (NPS) sebagai which represents the extent to which customers are willing to
indikator tambahan untuk mengukur loyalitas pelanggan, recommend the Company’s products and services to family,
yang merepresentasikan tingkat kesediaan pelanggan dalam colleagues, or peers.
merekomendasikan produk dan layanan Perseroan kepada
keluarga, kolega, maupun rekan.
Pada tahun 2025, nilai CSI tercatat sebesar 83,9, mengalami In 2025, the CSI score stood at 83.9, marking a decline compared
penurunan dibandingkan capaian tahun 2024 sebesar 84,1. to the 2024 figure of 84.1. A similar decline occurred in the
Penurunan serupa juga terjadi pada indikator NPS, yang tercatat NPS indicator, which stood at 54.7% in 2025, lower than the
sebesar 54,7% pada tahun 2025, lebih rendah dibandingkan 65,2% 65.2% recorded the previous year. These results indicate that
pada tahun sebelumnya. Capaian tersebut mengindikasikan the Company still faces significant challenges in its efforts to
bahwa Perseroan masih menghadapi tantangan signifikan dalam continuously improve and enhance service quality.
upaya peningkatan dan penyempurnaan mutu layanan secara
berkelanjutan.
Berdasarkan hasil evaluasi penurunan CSI dan NPS pada tahun Based on the evaluation of the decline in CSI and NPS in 2025,
2025, Perseroan mengidentifikasi bahwa penurunan tingkat the Company identified that the decline in customer satisfaction
kepuasan pelanggan terutama dipengaruhi oleh keterbatasan levels was primarily influenced by fleet capacity constraints,
kapasitas armada, kebutuhan pembaruan sistem IFE, serta the need to update the IFE system, and challenges in managing
tantangan dalam penanganan keterlambatan penerbangan; flight delays; these lessons were subsequently integrated into
pelajaran tersebut kemudian diintegrasikan ke dalam kebijakan policies and operational procedures through a strengthened
dan prosedur operasional melalui penguatan fokus perbaikan focus on improvements at priority touchpoints in Customer
pada touchpoints prioritas dalam Customer Experience Experience Management, enhanced cross-unit coordination in
Management, peningkatan koordinasi lintas unit dalam managing operational delays, and the development of a phased
penanganan operasional delay, serta pengembangan rencana improvement plan for service infrastructure such as the fleet and
peningkatan bertahap terhadap infrastruktur layanan seperti in-flight entertainment systems, all of which were incorporated
armada dan sistem hiburan dalam pesawat, yang seluruhnya into the Company’s strategic planning process through the
dimasukkan dalam proses perencanaan strategis Perseroan Annual Work Plan and Budget (RKAP) and the Medium-Term
melalui RKAP dan RJPP serta dimonitor secara berkelanjutan Business Plan (RJPP) and are continuously monitored through
melalui hasil PFS.. PFS results.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
STRATEGI DAN KEBIJAKAN
KEBERLANJUTAN
SUSTAINABILITY STRATEGY AND POLICY
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
PENJELASAN STRATEGI KEBERLANJUTAN [OJK A.1, GRI 2-22]
EXPLANATION OF SUSTAINABILITY STRATEGY [OJK A.1, GRI 2-22]
Strategi keberlanjutan Garuda Indonesia mengacu pada Garuda Indonesia’s sustainability strategy refers to the global
komitmen global industri penerbangan melalui International Civil aviation industry’s commitment through the International Civil
Aviation Organization (ICAO) dalam mendukung pencapaian net Aviation Organization (ICAO) to support the achievement of net
zero emissions pada tahun 2050. Strategi ini diimplementasikan zero emissions by 2050. This strategy is implemented through
melalui integrasi prinsip Environmental, Social, and Governance the integration of Environmental, Social, and Governance (ESG)
ke dalam proses bisnis, manajemen risiko, serta pengambilan principles into business processes, risk management, and strategic
keputusan strategis. Dalam mengelola dampak lingkungan dari decision-making. In managing the environmental impacts of
operasional penerbangan yang berkelanjutan, Garuda Indonesia sustainable flight operations, Garuda Indonesia adopts an
mengadopsi pendekatan yang selaras dengan ICAO Four-Pillar approach aligned with the ICAO Four-Pillar Strategy. The four
Strategy. Empat pilar strategy tersebut antara lain: pillars of the strategy include:
1. Aircraft Technology and Standards 1. Aircraft Technology and Standards
Garuda Indonesia secara bertahap melaksanakan program Garuda Indonesia is gradually modernizing its fleet by
modernisasi armada dengan mengoptimalkan komposisi optimizing the composition of newer aircraft equipped with
pesawat yang berusia lebih muda dan dilengkapi dengan more efficient technology. As of 2025, the average age of
teknologi yang lebih efisien. Hingga tahun 2025, rata-rata Garuda Indonesia’s fleet is 12.98 years.
usia armada Garuda Indonesia tercatat sebesar 12,98 tahun
2. Operational Improvements 2. Operational Improvements
Garuda Indonesia terus mengoptimalkan operasional Garuda Indonesia continues to optimize flight operations
penerbangan guna meningkatkan efisiensi penggunaan to improve fuel efficiency and reduce emissions. These
bahan bakar serta menurunkan emisi. Upaya ini dilaksanakan efforts are implemented through various Fuel Optimization
melalui berbagai program Fuel Optimization, antara lain: programs, including optimizing the use of Alternate Fuel;
optimisasi penggunaan Alternate Fuel; optimisasi Soekarno- optimizing operations on Soekarno-Hatta Airport (CGK)
Hatta Airport (CGK) North Runway; kesesuaian dengan Flight North Runway; aligning with the Flight Plan (Altitude);
Plan (Altitude); Engine Taxi Procedure; Optimal Flap Setting Engine Taxi Procedures; Optimal Flap Settings; and Route
serta Route Optimization. Optimization.
3. Sustainable Aviation Fuels (SAF) 3. Sustainable Aviation Fuels (SAF)
Sustainable Aviation Fuel (SAF) memiliki peran strategis Sustainable Aviation Fuel (SAF) plays a strategic role in
dalam menurunkan emisi karbon dari sektor penerbangan reducing carbon emissions in the aviation sector, offering
melalui potensi pengurangan emisi siklus hidup yang the potential for significant life-cycle emission reductions
signifikan dibandingkan bahan bakar konvensional. compared to conventional fuels. Garuda Indonesia also
Garuda Indonesia juga mendukung penerapan mandat supports the implementation of SAF mandates in its
penggunaan SAF di berbagai negara tujuan operasionalnya destination countries by ensuring compliance with local
dengan memastikan kepatuhan terhadap regulasi otoritas regulatory authorities. Throughout 2025, Garuda Indonesia
setempat. Sepanjang tahun 2025 Garuda Indonesia telah has used SAF with a 2% blending rate on the Amsterdam–
menggunakan SAF dengan tingkat blending sebesar 2% Jakarta (AMS–CGK) route to comply with the ReFuelEU
pada rute Amsterdam–Jakarta (AMS–CGK) guna memenuhi Aviation mandate.
mandat ReFuelEU Aviation.
4. Market-Based Measures (MBMs) 4. Market-Based Measures (MBMs)
Garuda Indonesia senantiasa mematuhi ICAO Annex 16 Garuda Indonesia consistently complies with ICAO Annex
Environmental Protection Volume IV tentang Carbon 16 Environmental Protection Volume IV regarding the
Offsetting and Reduction Scheme for International Aviation Carbon Offsetting and Reduction Scheme for International
(CORSIA) dengan melaksanakan proses Monitoring, Aviation (CORSIA) by conducting Monitoring, Reporting,
Reporting, dan Verification untuk setiap emisi CO2 yang and Verification processes for all CO2 emissions from
dihasilkan dari operasional penerbangan internasional sejak international flight operations from 2019 through 2025.
tahun 2019 sampai dengan tahun 2025.
Selanjutnya, Garuda Indonesia menempatkan tanggung jawab Furthermore, Garuda Indonesia places social responsibility as a
sosial sebagai fondasi dalam menjaga keberlanjutan operasional. fundamental element in maintaining operational sustainability.
Komitmen ini diwujudkan melalui pengelolaan sistem This commitment is realized through the management of
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
keselamatan melalui implementasi Safety Management System safety systems by consistently implementing the Safety
(SMS) serta Sistem Manajemen Keselamatan dan Kesehatan Management System (SMS) and the Occupational Health and
Kerja secara konsisten. Sejalan dengan upaya tersebut, Garuda Safety Management System. Alongside these efforts, Garuda
Indonesia juga menciptakan lingkungan kerja yang inklusif, Indonesia also fosters an inclusive, supportive, and productive
kondusif, dan produktif dengan menjunjung tinggi hak asasi work environment by upholding human rights through the
manusia melalui penerapan kebijakan Respectful Workplace. implementation of the Respectful Workplace policy. Beyond
Selain berfokus pada internal organisasi, Garuda Indonesia focusing on the internal organization, Garuda Indonesia also
turut meningkatkan kontribusinya kepada masyarakat melalui enhances its contribution to society through the implementation
pelaksanaan program sosial dan pemberdayaan masyarakat. of social and community empowerment programs.
Garuda Indonesia juga menetapkan Sustainability Strategy Garuda Indonesia has also established the Sustainability
Onwards, sebagai kelanjutan kebijakan dan strategi keberlanjutan Strategy Onwards as a continuation of its previously developed
yang telah dibangun sebelumnya, dengan menekankan integrasi sustainability policies and strategies, emphasizing the integration
aspek Environmental, Social, and Governance (ESG) ke dalam of Environmental, Social, and Governance (ESG) aspects into
strategi korporasi. Sustainability Strategy Onwards Garuda corporate strategy. Garuda Indonesia’s Sustainability Strategy
Indonesia adalah sebagai berikut: Onwards is as follows:
Tahun Strategi
Year Strategies
• Aktivasi Komite Sustainability untuk memperkuat tata kelola keberlanjutan
• Penyusunan laporan keberlanjutan berbasis standar global guna membuka akses pembiayaan dari investor dan
meningkatkan ekuitas perusahaan
2025
• Activation of the Sustainability Committee to strengthen sustainability governance
• Preparation of a sustainability report based on global standards to facilitate access to investor financing and
enhance the Company’s equity
• Pembuatan ESG Roadmap
• Penyelarasan tujuan keberlanjutan dengan seluruh anak perusahaan dalam ekosistem Garuda Indonesia
• Pemanfaatan peluang pendanaan dan ancillary revenue dari inisiatif keberlanjutan
2026 • Development of an ESG Roadmap
• Preparation for formal ESG assessment
• Alignment of sustainability objectives across all subsidiaries within the Garuda Indonesia ecosystem
• Leveraging funding opportunities and ancillary revenue from sustainability initiatives
• Kontribusi aktif terhadap pencapaian target pengurangan emisi gas rumah kaca tingkat nasional dan global
• Perluasan cakupan dan dampak program keberlanjutan sesuai kerangka Sustainable Development Goals (SDGs)
2027-2030 • Active contribution to achieving national and global greenhouse gas reduction targets
• Expanding the scope and impact of sustainability programs in line with the Sustainable Development Goals
(SDGs) framework
• Penyesuaian roadmap menuju Net Zero Emission berdasarkan perkembangan terkini dari ICAO, target Nationally
Determined Contributions (NDC), dan komitmen global pasca-SDGs
• Integrasi tujuan keberlanjutan jangka panjang sebagai bagian dari transformasi bisnis perusahaan yang adaptif
dan berkelanjutan
2030-2060
• Adjustment of the roadmap toward Net Zero Emissions based on the latest developments from ICAO, Nationally
Determined Contributions (NDC) targets, and post-SDGs global commitments
• Integration of long-term sustainability goals as part of the Company’s adaptive and sustainable business
transformation
Di tahun 2025, Perseroan berhasil melakukan aktivasi Komite In 2025, the Company successfully established a Sustainability
Sustainability untuk memperkuat tata kelola keberlanjutan dan Committee to strengthen sustainability governance and the
penyusunan laporan keberlanjutan berbasis standar global. preparation of sustainability reports based on global standards.
Selain itu, Garuda Indonesia juga telah menetapkan inisiatif In addition, Garuda Indonesia has also established short-term
strategis jangka pendek (1 tahun) yang tertuang dalam Rencana (1-year) strategic initiatives outlined in the 2025 Corporate
Kerja dan Anggaran Perusahaan (RKAP) tahun 2025 yang telah Work Plan and Budget (RKAP), which has been approved by the
disahkan oleh Direksi Perseroan yang merupakan bagian dari Company’s Board of Directors and forms part of the 2025–2029
RJPP 2025-2029. Perseroan telah menetapkan inisiatif strategis Long-Term Strategic Plan (RJPP). The Company has established
yang meliputi nilai ekonomi dan sosial untuk Indonesia, inovasi strategic initiatives covering economic and social value for
model bisnis, kepemimpinan teknologi, peningkatan investasi, Indonesia, business model innovation, technological leadership,
dan pengembangan talenta. increased investment, and talent development.
Pada nilai ekonomi dan sosial untuk Indonesia, Perseroan telah Regarding economic and social value for Indonesia, the Company
menetapkan target finansial, operasional, dan sosial. Dalam has set financial, operational, and social targets. In terms of
target finansial, Perseroan berhasil mencapai target net income financial targets, the Company successfully achieved 91.6% of
sebesar 91,6% dan total operating revenue sebesar 98,6%. its net income target and 98.6% of its total operating revenue
Perseroan berhasil mencapai target total operating revenue target. The Company successfully achieved its total operating
sebesar 98,6%. Target operasional Perseroan mencakup target revenue target of 98.6%. The Company’s operational targets
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
revenue/employee dan on time performance. Perseroan berhasil include revenue per employee and on-time performance. The
mencapai target revenue/employee sebesar 103% dan target on Company achieved a revenue per employee target of 103% and
time performance sebesar 97,7%. Target sosial mencakup seat an on-time performance target of 97.7%. Social targets include
offered dengan pencapaian target 99,9%. seats offered, with a target achievement of 99.9%.
Pada inovasi model bisnis, Perseroan telah mencapai target In business model innovation, the Company achieved a risk
risk maturity index (RMI) sebesar 101,6%. Perseroan berhasil maturity index (RMI) of 101.6%. The Company successfully
mencapai target operating expense realization sebesar 100%. achieved its operating expense realization target of 100%. It also
Pada target margin per available seat kilometer (MASK) sebesar achieved a margin per available seat kilometer (MASK) of 31.1%
31,1% dan implementasi perbaikan manajemen risiko sebesar and implemented risk management improvements at 69.45%.
69,45%.
Pada kepemimpinan teknologi, Perseroan berhasil mencapai In terms of technological leadership, the Company successfully
target IT Maturity Level sebesar 104,9% dan aircraft serviceability achieved its IT Maturity Level target of 104.9% and an aircraft
ratio (exclude owned aircraft) sebesar 96,7%. Pada peningkatan serviceability ratio (excluding owned aircraft) of 96.7%. Regarding
investasi, Perseroan berhasil mencapai target kontribusi laba investment growth, the Company successfully achieved its target
perusahaan anak sebesar 121,5% dan perbaikan nilai ekuitas for subsidiary profit contribution of 121.5% and an equity value
dengan ketercapaian sebesar 97,5%. Pada pengembangan improvement of 97.5%. In talent development, the Company
talenta, Perseroan berhasil mencapai target rasio top talent successfully achieved a target ratio of young top talent (≤42
muda (<=42 tahun) dalam nominated talent sebesar 147,9% years old) among nominated talent of 147.9% and a ratio of
dan rasio perempuan dalam nominated talent sebesar 131,3%. women among nominated talent of 131.3%.
STRATEGI DALAM PENGELOLAAN RISIKO STRATEGIES IN MANAGING RISKS
DAN PELUANG TERKAIT KEBERLANJUTAN AND OPPORTUNITIES RELATED TO
[IFRS S1-STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC SUSTAINABILITY [IFRS S1-STRATEGY, IFRS S2-STRATEGY,
AND TARGET, IFRS S2-METRIC AND TARGET, IFRS S1-RISK IFRS S1-METRIC AND TARGET, IFRS S2-METRIC AND TARGET, IFRS
MANAGEMENT, IFRS S2-RISK MANAGEMENT, GRI 201-2] S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT, GRI 201-2]
Dalam menjalankan aktivitasnya operasionalnya, Garuda In performing its operational activities, Garuda Indonesia is aware
Indonesia menyadari bahwa terdapat beragam risiko yang that there are still various risks that could potentially affect the
berpotensi memengaruhi kelancaran aktivitas operasionalnya. flow of its operational activities. These risks include economic,
Risiko tersebut meliputi risiko pada aspek ekonomi, lingkungan environmental, and social risks, as well as climate change risks.
dan sosial, serta risiko perubahan iklim. Sebagai bagian dari As part of its efforts to mitigate these risks, Garuda Indonesia
upaya mitigasi atas berbagai risiko tersebut, Garuda Indonesia develops a risk profile to identify, monitor, and manage risks
menyusun profil risiko untuk mengidentifikasi, memantau, dan that could affect the achievement of the Company’s objectives.
mengelola risiko-risiko yang dapat memengaruhi pencapaian The identification of these risks is conducted using a strategic
tujuan perusahaan. Identifikasi risiko tersebut dilakukan objective–based approach and reflects potential challenges
berdasarkan pendekatan berbasis sasaran strategis Perusahaan the Company may face across strategic, operational, financial,
serta mencerminkan potensi tantangan yang akan dihadapi reputational, and ESG aspects.
Perusahaan, baik dari sisi strategis, operasional, finansial,
reputasi, hingga ESG.
Garuda Indonesia senantiasa mempertimbangkan risiko dan Garuda Indonesia always considers sustainability risks and
peluang keberlanjutan yang mencakup perubahan iklim opportunities, including climate change, in developing the
dalam mengembangkan strategi keberlanjutan Perseroan. Company’s sustainability strategy. The Company also has a
Garuda Indonesia telah memiliki pihak penanggungjawab sustainability finance officer, as presented in the Sustainability
keuangan berkelanjutan yang disajikan pada bagian Tata Kelola Governance section. In addition, Garuda Indonesia has established
Keberlanjutan. Perseroan juga telah menetapkan metrik dan sustainability metrics and targets, which are presented in the
target keberlanjutan yang disajikan dalam kinerja keberlanjutan. sustainability performance section.
Di samping itu, dalam mengantisipasi isu keberlanjutan termasuk In addition, to anticipate sustainability issues, including climate
perubahan iklim, Garuda Indonesia juga senantiasa melakukan change, Garuda Indonesia consistently selects and evaluates
pemilihan dan evaluasi pemasok yang ramah lingkungan environmentally friendly suppliers as part of its value chain
sebagai bagian dari pengelolaan rantai nilai (value chain). management. Procurement integrates sustainability criteria
Pengadaan telah mengintegrasikan aspek keberlanjutan ke into vendor selection, where suppliers are assessed based on
dalam kriteria pemilihan vendor, di mana pemasok dinilai environmental and social standards. To support sustainable
berdasarkan kriteria lingkungan dan sosial. Dalam mendukung business practices, Garuda Indonesia also encourages all suppliers
praktik bisnis berkelanjutan, Garuda Indonesia juga mendorong to comply with ethical and responsible labor standards, including
seluruh pemasok untuk memenuhi standar ketenagakerjaan the protection of workers’ rights, prevention of forced labor and
yang beretika dan bertanggung jawab, termasuk perlindungan child labor, and adherence to occupational health and safety
hak pekerja, pencegahan kerja paksa dan pekerja di bawah umur, (OHS) standards. Suppliers are also expected to implement
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
serta penerapan standar kesehatan dan keselamatan kerja (K3). proper waste management practices to prevent environmental
Pemasok juga diharapkan menerapkan pengelolaan limbah yang pollution.
baik guna mencegah pencemaran lingkungan.
Garuda Indonesia telah memiliki upaya dalam mengelola risiko yang Garuda Indonesia has established measures to manage the risks
dihadapi. Garuda Indonesia juga senantiasa memanfaatkan peluang it faces and consistently leverages sustainability opportunities,
keberlanjutan termasuk perubahan iklim. Namun demikian, Garuda including those related to climate change. However, the Company
Indonesia belum melakukan pengukuran implikasi finansial terkait has not yet measured the financial implications of climate-related
risiko dan peluang perubahan iklim. Adapun risiko dan peluang risks and opportunities. The risks and opportunities identified by
yang telah diidentifikasi Perseroan sebagai berikut. the Company are as follows.
Tabel Risiko Keberlanjutan
Table of Sustainability Risks
Potensi
Dampak
Risiko Deskripsi Finansial Dampak terhadap Prospek Bisnis Rentang Waktu Pengelolaan Risiko
Risks Description Potential Impact on Business Prospects Period Risk Management
Finance
Impacts
Ekonomi
Economic
Penurunan profitabilitas rute dan
potensi kerugian signifikan akibat
kenaikan biaya operasional (khususnya
avtur dan kurs USD) berpotensi
mendorong penyesuaian kapasitas,
pengurangan frekuensi penerbangan,
hingga penghentian rute yang tidak
menguntungkan. Garuda Indonesia telah
mengimplementasikan hedging terhadap
Kondisi ini dapat menghambat ekspansi fluktuasi mata uang sesuai Peraturan
bisnis, menurunkan daya saing Bank Indonesia Nomor 18/4/PBI/2016
perusahaan di pasar domestik maupun Tahun 2016 tentang Penerapan Prinsip
internasional, serta meningkatkan risiko Kehati-Hatian dalam Pengelolaan
tekanan likuiditas dan ketergantungan Utang Luar Negeri Korporasi Nonbank,
pada pendanaan eksternal. Dalam mengoptimalkan struktur pembiayaan
Risiko yang diakibatkan oleh Penurunan
jangka panjang, apabila tidak dikelola terutama pembiayaan perawatan pesawat
fluktuasi nilai tukar mata uang, pendapatan
secara optimal, dapat mempengaruhi dan mesin, serta meningkatkan efisiensi
fluktuasi bahan bakar avtur, Garuda
keberlanjutan operasional dan operasional guna memperkuat kondisi
Risiko Finansial serta likuiditas perusahaan. Indonesia
pertumbuhan usaha perusahaan. Long Term keuangan perusahaan.
Financial Risk Risks arising from currency A Decline
Garuda Indonesia has implemented
exchange rate fluctuations, in Garuda
Declining route profitability and the hedging against currency fluctuations in
aviation fuel price volatility, Indonesia's
potential for significant losses due to accordance with Bank Indonesia Regulation
and the Company's liquidity. revenue
increases in operating costs (particularly Number 18/4/PBI/2016 of 2016 on the
aviation fuel and USD exchange rates) Application of Prudential Principles in
may lead to capacity adjustments, the Management of External Debt of
reduced flight frequencies, and even the Non-Bank Corporations, optimized its
suspension of unprofitable routes. financing structure, particularly for aircraft
and engine maintenance, and enhanced
This condition may hinder business operational efficiency to strengthen the
expansion, reduce the Company’s Company’s financial position.
competitiveness in both domestic and
international markets, and increase
the risk of liquidity pressure and
reliance on external financing. In the
long term, if not managed optimally, it
may affect the Company’s operational
sustainability and business growth.
Lingkungan
Environmental
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Risiko Keberlanjutan
Table of Sustainability Risks
Potensi
Dampak
Risiko Deskripsi Finansial Dampak terhadap Prospek Bisnis Rentang Waktu Pengelolaan Risiko
Risks Description Potential Impact on Business Prospects Period Risk Management
Finance
Impacts
1. Gangguan operasional
penerbangan akibat cuaca
ekstrem yang berdampak pada 1. Perseroan terus melaksanakan
keterlambatan (delay) dan program efisiensi bahan bahar dan
pembatalan (cancelation). mulai menggunakan bahan bakar
2. Peningkatan biaya perawatan terbarukan seperti Sustainable
pesawat dan infrastruktur akibat Aviation Fuel (SAF)
paparan kondisi lingkungan 2. Melaksanakan program carbon
ekstrem. offset melalui penukaran mileage
3. Penurunan kepuasan pelanggan pelanggan dan serta penawaran
dan potensi kehilangan pembelian pohon bagi penumpang
Risiko yang berasal dari
Peningkatan pendapatan akibat ketidakstabilan melalui website Garuda Indonesia
terjadinya cuaca ekstrim,
biaya jadwal penerbangan. sebagai upaya carbon offsetting atas
bencana banjir dan angin
Risiko Fisik operasional 4. Disrupsi terhadap perencanaan Short to Medium jejak emisi dari perjalanan yang akan
kencang
Physical Risk Increase in jaringan dan efisiensi operasional. Term atau telah dilakukan.
Risks arising from extreme
operational 1. Operational disruptions to 1. The Company continues to implement
weather, such as floods and
cost flights caused by extreme fuel efficiency programs and has
strong winds
weather, resulting in delays and begun using renewable fuels, such
cancellations. as Sustainable Aviation Fuel (SAF).
2. Increased maintenance costs 2. Implementing a carbon offset program
for aircraft and infrastructure through the redemption of customer
due to exposure to extreme mileage and offering passengers
environmental conditions. the option to purchase trees via the
3. Decreased customer satisfaction Garuda Indonesia website as a means
and potential loss of revenue due of offsetting emissions from flights
to flight schedule instability. they have taken or will take.
4. Disruption to network planning and
operational efficiency.
Perseroan mengelola risiko ESG melalui
integrasi prinsip keberlanjutan ke
dalam strategi dan operasional bisnis,
termasuk penguatan tata kelola melalui
penyusunan kebijakan dan roadmap
sustainability yang selaras dengan standar
global, serta integrasi risiko ESG dalam
Risiko kerugian akibat dampak 1. Penurunan daya tarik investasi dan
kerangka Enterprise Risk Management
negatif yang timbul dari akses terhadap pendanaan akibat
(ERM). Selain itu, Perseroan menjalankan
faktor lingkungan, sosial rendahnya kinerja ESG.
inisiatif pengelolaan lingkungan seperti
dan tata kelola Perusahaan 2. Potensi penurunan reputasi
efisiensi operasional, pengurangan
yang mempengaruhi kinerja, perusahaan di mata stakeholder
emisi, pemanfaatan Sustainable Aviation
reputasi, atau keberlanjutan (investor, regulator, pelanggan,
Fuel (SAF), dan program carbon offset,
Perusahaan. Risiko ESG dan mitra bisnis).
disertai penguatan aspek sosial melalui
meliputi strategic risk, 3. Risiko peningkatan biaya
stakeholder engagement dan program
market risk, financial risk, kepatuhan terhadap regulasi ESG
TJSL. Seluruh upaya tersebut didukung
credit/counterparty risk, yang semakin ketat.
oleh komitmen terhadap kepatuhan regulasi
Risiko ESG operational risk, investment/ 4. Potensi kehilangan peluang
serta transparansi melalui penyusunan
(Environment, project risk, reputational risk, bisnis, termasuk kerja sama
Peningkatan sustainability report secara berkala, guna
Social, dan regulatory, legal and strategis dengan mitra global
biaya memastikan keberlanjutan bisnis dan
Governance) compliance risk yang mensyaratkan standar ESG
operasional Medium to Long peningkatan nilai jangka panjang.
ESG ESG (Environmental, Social, and tertentu.
Increase in Term The Company manages ESG risks by
(Environmental, Governance) risk refers to the 1. Reduced investment appeal and
operational integrating sustainability principles into
Social, and potential losses arising from access to funding due to poor ESG
cost its business strategies and operations,
Governance) negative impacts related to performance.
including strengthening governance
Risks the Company’s environmental, 2. Potential damage to the company’s
through the development of sustainability
social, and governance factors reputation among stakeholders
policies and roadmaps aligned with global
that may affect its performance, (investors, regulators, customers,
standards, as well as integrating ESG risks
reputation, or sustainability. and business partners).
into the Enterprise Risk Management (ERM)
ESG risks include strategic 3. Risk of increased compliance costs
framework. Additionally, the Company
risk, market risk, financial due to increasingly stringent ESG
implements environmental management
risk, credit/counterparty risk, regulations.
initiatives such as operational efficiency,
operational risk, investment/ 4. Potential loss of business
emissions reduction, the use of Sustainable
project risk, reputational risk, opportunities, including strategic
Aviation Fuel (SAF), and carbon offset
and regulatory, legal, and partnerships with global partners
programs, alongside strengthening social
compliance risk. that require specific ESG standards.
aspects through stakeholder engagement
and TJSL programs. All these efforts are
supported by a commitment to regulatory
compliance and transparency through the
regular preparation of sustainability reports,
to ensure business sustainability and long-
term value creation.
Sosial
Social
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Risiko Keberlanjutan
Table of Sustainability Risks
Potensi
Dampak
Risiko Deskripsi Finansial Dampak terhadap Prospek Bisnis Rentang Waktu Pengelolaan Risiko
Risks Description Potential Impact on Business Prospects Period Risk Management
Finance
Impacts
1. Potensi gangguan operasional Garuda Indonesia menerapkan standar
penerbangan yang berdampak keselamatan tinggi dengan memenuhi
pada penurunan on-time standar IATA Operational Safety Audit
performance dan reliability. (IOSA) dan regulasi Keselamatan dan
2. Penurunan tingkat kepercayaan Kesehatan Kerja (K3). Selain itu, Perseroan
pelanggan dan reputasi meningkatkan kapabilitas teknologi
Risiko terkait infrastruktur
Perusahaan apabila terjadi insiden keamanan siber guna melindungi data
sistem keselamatan dan
keselamatan atau keamanan pelanggan dan sistem operasional
keamanan (misalnya
3. Risiko sanksi regulator serta perusahaan dari ancaman digital melalui
pelanggaran kebijakan,
peningkatan biaya kepatuhan kerjasama dengan Badan Siber dan
pelanggaran pengukuran
terhadap standar keselamatan dan Sandi Negara (BSSN) dalam melakukan
keselamatan dan keamanan).
keamanan pengawasan dan perlindungan aset digital
Risiko dalam aspek ini meliputi
4. Potensi kehilangan peluang bisnis, Perseroan untuk menjaga keberlanjutan
potensi kecelakaan, insiden Peningkatan
Risiko termasuk pembatasan rute atau bisnis serta memastikan layanan
keamanan, serta ancaman biaya
Keselamatan kerja sama internasional akibat penerbangan yang aman, nyaman, dan
siber yang dapat mengganggu operasional Short to Long
dan Keamanan penurunan safety rating andal bagi seluruh pelanggan.
operasional penerbangan. Increase in Term
Safety and 1. Potential operational disruptions Garuda Indonesia has implemeted high
Risks related to safety and operational
Security Risks that could lead to a decline in on- safety standards by complying with the
security system infrastructure cost
time performance and reliability. IATA Operational Safety Audit (IOSA)
(e.g., policy violations,
2. A decline in customer trust and the standards and Occupational Health and
breaches of safety and security
Company’s reputation in the event Safety (OHS) regulations. In addition, the
measures). These risks include
of a safety or security incident Company has enhanced its cybersecurity
the potential for accidents,
3. The risk of regulatory sanctions capabilities to protect customer data and
security incidents, and cyber
and increased compliance costs operational systems from digital threats
threats that could disrupt flight
related to safety and security through collaboration with the National
operations.
standards Cyber and Crypto Agency (BSSN)
4. Potential loss of business in monitoring and safeguarding the
opportunities, including restrictions Company’s digital assets. These efforts
on routes or international aim to ensure business continuity and
partnerships due to a decline in provide safe, comfortable, and reliable
safety ratings flight services for all customers.
a. Penurunan Load Factor: Efisiensi
operasional terganggu karena
jumlah kursi terjual tidak optimal
akibat beralihnya penumpang ke Perseroan telah melakukan beberapa
kompetitor. program terobosan untuk meningkatkan
b. Disrupsi Yield Management: pendapatan dan keterisian penumpang,
Risiko yang terjadi akibat Proses penentuan harga (pricing salah satunya melalui kerja sama strategis
preferensi pelanggan terhadap strategy) menjadi tidak stabil bersama airline partners dengan skema
maskapai yang menawarkan karena harus terus menyesuaikan codeshare; serta menyelenggarakan
harga lebih kompetitif dan dengan harga pasar yang agresif. program-program penawaran seperti travel
fleksibilitas tinggi dalam Menurunkan c. Penurunan Loyalitas: Efektivitas fair dan ajang-ajang promosi seasonal
kebijakan tiket dapat pendapatan layanan premium menurun dalam lainnya. Selain itu, Perseroan juga secara
mengurangi daya tarik layanan Garuda mempertahankan segmen pasar berkala mengkaji serta mengintegrasikan
Risiko Strategis premium yang ditawarkan oleh Indonesia utama. Short to Medium rute dan jaringan penerbangannya
Strategic Risk Garuda Indonesia. A decline Term bersama anak usaha.
The risk arising from customer in Garuda The Company has implemented several
preferences for airlines offering Indonesia's a. Declining Load Factor: Operational breakthrough programs to increase
competitive prices and greater revenue efficiency is affected due to revenue and passenger load, including
flexibility in ticket policies suboptimal seat occupancy as strategic partnerships with airline partners
may reduce the appeal of the passengers shift to competitors. through codeshare schemes, as well as
premium services provided by b. Disruption in Yield Management: organizing promotional programs such as
Garuda Indonesia. Pricing strategy becomes unstable travel fairs and other seasonal campaigns.
as it continuously adjusts to Furthermore, the Company periodically
aggressive market pricing. reviews and integrates its flight routes and
c. Declining Loyalty: The network in coordination with its subsidiaries.
effectiveness of premium services
in retaining key market segments
decreases segments decreases.
Sustainability Report 2025
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Peluang Keberlanjutan dan Perubahan Iklim
Table of Sustainability Opportunities and Climate Change
Peluang Potensi Dampak Finansial
Type
Opportunities Potential Finance Impacts
Ekonomi
Economic
Produktivitas Peningkatan jumlah penumpang Peningkatan Pendapatan Perseroan
Productivity Increase in number of passengers Increase in company revenue
Garuda Indonesia telah memiliki kebijakan Sistem Manajemen Anti Minimalisasi risiko munculnya biaya pemulihan reputasi
Anti Bribery
Penyuapan serta Sertifikat ISO 37001 2016 Perusahaan
& Anti
Garuda Indonesia has an Anti-Bribery Management System policy and holds Minimizing the risk of incurring costs for restoring the
Corruption
the ISO 37001:2016 certification Company’s reputation
Lingkungan
Environmental
Adopsi Sustainable Aviation Fuel (SAF) dapat mengurangi emisi karbon hingga
80% dibandingkan bahan bakar konvensional, dan kemitraan dengan produsen
SAF lokal dapat mengurangi biaya bahan bakar jangka panjang hingga 15-20%.
Program carbon offset yang ditawarkan kepada
Pada aspek material pesawat, penggunaan material ringan dan daur ulang dalam
penumpang dapat menjadi sumber pendapatan ancillary
kabin dapat mengurangi berat pesawat hingga 1%, menghasilkan penghematan
Resource baru, dengan potensi partisipasi 5-10% penumpang.
bahan bakar tahunan sebesar 0,8%
Efficiency The carbon offset program offered to passengers can
The adoption of Sustainable Aviation Fuel (SAF) can reduce carbon emissions
serve as a new source of ancillary revenue, with a
by up to 80% compared to conventional fuels, and partnerships with local SAF
potential participation rate of 5-10% of passengers.
producers can lower long-term fuel costs by 15-20%. Regarding aircraft materials,
the use of lightweight and recycled materials in the cabin can reduce aircraft
weight by up to 1%, resulting in annual fuel savings of 0.8%.
Garuda Indonesia bekerja sama dengan pihak vendor dalam pengadaan material Terdapat pendapatan dari kerjasama dengan pihak ketiga
inflight yang ramah lingkungan (wooden cutleries, paper cup, dan reusable carpet). dalam penggunaan material ramah lingkungan
Garuda Indonesia cooperates with vendors in procuring environmentally friendly Revenue is generated from cooperation with third parties
inflight materials (wooden cutleries, paper cups, and reusable carpet). regarding the use of eco-friendly materials
Product and Inovasi Teknologi (Chatbot berbasis AI untuk layanan pelanggan dapat
Services mengurangi biaya customer service hingga 30%. Implementasi IoT pada bandara
untuk pelacakan bagasi dapat mengurangi kasus kehilangan bagasi hingga 70%) Peningkatan pendapatan Garuda Indonesia
Technology Innovation (AI-based chatbots for customer service can reduce Increase in Garuda Indonesia's revenue
customer service costs by up to 30%, and IoT implementation at airports for
baggage tracking can decrease lost baggage cases by up to 70%).
Peningkatan fungsionalitas aplikasi mobile dapat
Pengembangan digital marketplace yang menawarkan layanan travel terkait
mendorong 30% lebih banyak pembelian ancillary
(hotel, sewa mobil, tur) dapat pula dimanfaatkan untuk meningkatkan revenue
melalui saluran digital
ancillary
Improving mobile app functionality has the potential to
The development of a digital marketplace offering related travel services (hotels,
increase ancillary purchases via digital channels by more
car rentals, tours) can also be leveraged to increase ancillary revenue
than 30%
Kolaborasi Ekosistem Airlines melalui penguatan aliansi dan kemitraan strategis.
Strategi kolaborasi dapat meliputi peningkatan kerja sama codeshare dengan
maskapai mitra untuk memperluas jangkauan ke pasar Eropa dan Amerika, kerja Code-sharing dan interline agreements dapat
sama dalam program loyalitas bersama untuk meningkatkan retensi pelanggan, meningkatkan load factor hingga 15% pada rute-rute
sinergi operasional untuk optimalisasi biaya dan peningkatan layanan tertentu
Market
Kolaborasi Ekosistem Airlines melalui penguatan aliansi dan kemitraan strategis. Code-sharing and interline agreements can increase
Collaboration strategies may include expanding codeshare partnerships with load factor by up to 15% on certain routes
partner airlines to extend reach into European and American markets, cooperating
on joint loyalty programs to enhance customer retention, and operational
synergies to optimize costs and improve service
Penggunaan energi terbarukan dan penerapan langkah-langkah efisiensi energi Penurunan biaya operasional carbon offsetting
Resilience
Use of renewable energy and implementation of energy efficiency measures Decrease in operating costs of carbon offsetting
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PT Garuda Indonesia (Persero) Tbk
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Peluang Keberlanjutan dan Perubahan Iklim
Table of Sustainability Opportunities and Climate Change
Peluang Potensi Dampak Finansial
Type
Opportunities Potential Finance Impacts
Terdapat pendapatan dari pengelolaan lahan milik
Garuda Indonesia memiliki program pengelolaan sampah yang dihasilkan dari perusahaan dan/atau revenue sharing serta penurunan
aktivitas perkantoran di area Garuda City Center dan Garuda Indonesia Training biaya operasional dalam pengangkutan limbah padat
Waste Center (GITC) dengan menggunakan skema kolaborasi bersama pihak ketiga non-B3
Management Garuda Indonesia has a waste management program generated from office A revenue from the management of company owned
activities in the Garuda City Center and Garuda Indonesia Training Center (GITC) land and/or revenue sharing as well as a decrease in
areas based on collaboration with third parties operating costs in the transportation of non-B3 solid
waste
Sosial
Social
Safety and Garuda Indonesia memiliki program occupational safety, health, and environment
Security management dan security management system untuk mempersiapkan dan
Management merespon kecelakaan dari non-penerbangan dalam aspek safety dan security. Penurunan biaya operasional
for non- Garuda Indonesia has an occupational safety, health, and environment Decrease in operating costs
aviation management program and a security management system to prepare for and
aspect respond to non-aviation accidents in the aspects of safety and security
Garuda Indonesia memiliki program safety management system dan security
Safety and
management system untuk mempersiapkan dan merespon kecelakaan
Security
penerbangan dalam aspek safety dan security. Penurunan biaya operasional
Management
Garuda Indonesia has a safety management system and security management Decrease in operating costs
for aviation
system program to prepare for and respond to aviation accidents in the aspects
aspect
of safety and security.
Garuda Indonesia telah memiliki program keamanan informasi yang tersertifikasi
Data ISO 27001. Selain itu, Perseroan juga telah menerapkan kebijakan perlindungan Penurunan Biaya Operasional
Protection data pribadi. Reduction in Operating Costs
Garuda Indonesia has an ISO 27001-certified information security program. The
Company has also implemented a personal data protection policy.
STRATEGI KINERJA EKONOMI ECONOMIC PERFORMANCE STRATEGY
Garuda Indonesia terus memperkuat strategi kinerja ekonomi Garuda Indonesia continues to strengthen its economic performance
melalui penerapan manajemen risiko keuangan yang prudent, strategy through the implementation of prudent financial risk
termasuk implementasi lindung nilai (hedging) terhadap fluktuasi management, including the application of hedging against foreign
mata uang asing sesuai dengan Peraturan Bank Indonesia Nomor exchange fluctuations in accordance with Bank Indonesia Regulation
18/4/PBI/2016. Selain itu, Perseroan mengoptimalkan struktur No. 18/4/PBI/2016. In addition, the Company optimizes its financing
pembiayaan, khususnya pada pembiayaan perawatan pesawat dan structure, particularly for aircraft and engine maintenance, while
mesin, serta secara konsisten meningkatkan efisiensi operasional di consistently improving operational efficiency across all business
seluruh lini bisnis. Langkah-langkah ini dilakukan untuk memperkuat lines. These initiatives are implemented to strengthen the Company’s
kondisi keuangan Perseroan agar tetap resilien dalam menghadapi financial position and maintain resilience amid the dynamic and
dinamika industri penerbangan yang kompetitif dan penuh tantangan. highly competitive aviation industry.
Perseroan secara berkelanjutan melaksanakan pengelolaan kinerja The Company continuously manages its economic performance
ekonomi secara optimal dan terarah, mengingat peran strategisnya in an optimal and well-directed manner, considering its strategic
dalam merepresentasikan capaian operasional maupun kondisi role in reflecting both operational achievements and the
keuangan perusahaan. Pengelolaan yang efektif tidak hanya Company’s financial condition. Effective management not only
mendukung stabilitas finansial, tetapi juga memberikan dampak positif supports financial stability but also generates positive impacts,
berupa peningkatan reputasi perusahaan, penguatan kepercayaan including enhancing the Company’s reputation, strengthening
para pemangku kepentingan, serta penciptaan nilai jangka panjang stakeholder trust, and creating long-term value. As a result,
bagi Perseroan. Dengan demikian, kinerja ekonomi menjadi salah satu economic performance serves as one of the key pillars in
pilar utama dalam mendukung keberlanjutan usaha. supporting the Company’s business sustainability.
Komitmen tersebut diwujudkan melalui penyusunan Rencana That commitment is reflected in the preparation of the Company’s
Keuangan dan Anggaran Perusahaan (RKAP) yang terintegrasi Financial Plan and Budget (RKAP), which is integrated with the
dengan Rencana Jangka Panjang Perseroan, di mana berbagai Company’s Long-Term Plan. Within this framework, various
target kinerja ekonomi ditetapkan untuk dicapai sepanjang tahun economic performance targets are established to be achieved
2025. Efektivitas implementasinya dievaluasi secara berkala throughout 2025. The effectiveness of its implementation is
melalui perbandingan antara realisasi dan target yang telah evaluated periodically by comparing actual results against the
ditetapkan, serta pengukuran tingkat ketercapaian RKAP. Hasil predetermined targets, as well as by measuring the overall level
evaluasi ini kemudian dilaporkan kepada pemegang saham of RKAP achievement. The results of these evaluations are then
sebagai dasar dalam penyusunan RKAP tahun berikutnya. Di reported to shareholders as a basis for formulating the RKAP for
samping itu, Perseroan juga secara rutin melaksanakan audit the following year. Furthermore, the Company regularly conducts
atas laporan keuangan tahunan guna memastikan transparansi, audits of its annual financial statements to ensure transparency,
akuntabilitas, serta kepatuhan terhadap standar yang berlaku. accountability, and compliance with applicable standards.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
STRATEGI PERUBAHAN IKLIM CLIMATE CHANGE STRATEGY
Garuda Indonesia menetapkan strategi perubahan iklim sebagai Garuda Indonesia has established its climate change strategy
bagian integral dari arah bisnis berkelanjutan dengan merespons as an integral part of its sustainable business direction, in
risiko peningkatan emisi akibat kenaikan penggunaan energi pada response to the risk of increased emissions driven by higher
tahun 2025. Perseroan menyadari bahwa peningkatan konsumsi energy consumption in 2025. The Company recognizes that
energi tersebut berimplikasi langsung terhadap kenaikan emisi rising energy use has a direct impact on greenhouse gas
gas rumah kaca, sehingga diperlukan langkah mitigasi yang emissions, necessitating structured and sustainable mitigation
terstruktur dan berkelanjutan. Dalam merespons hal tersebut, measures. To address this, the Company has integrated climate
Perseroan mengintegrasikan pengelolaan perubahan iklim ke change management into its Occupational Safety, Health,
dalam kebijakan Occupational Safety, Health, and Environment and Environment (OSHE) policy, which emphasizes emissions
(OSHE) yang menekankan pengurangan emisi dan dampak reduction and environmental impact mitigation as strategic
lingkungan sebagai prioritas strategis. Selain itu, inisiatif priorities. Moreover, the Garuda Indonesia Green Airline
Garuda Indonesia Green Airline menjadi kerangka utama initiative serves as the primary framework for driving more
dalam mendorong transformasi operasional yang lebih ramah environmentally friendly operational transformation, while also
lingkungan sekaligus meningkatkan ketahanan perusahaan strengthening the Company’s resilience to transition risks in the
terhadap risiko transisi menuju ekonomi rendah karbon. shift toward a low-carbon economy.
Sebagai bagian dari implementasi strategi, Perseroan secara aktif As part of its strategic implementation, the Company actively
menjalankan berbagai program efisiensi energi dan pengurangan carries out various energy efficiency and emissions reduction
emisi, antara lain melalui penggunaan bahan bakar alternatif (alternate programs. These include the use of alternative fuels, runway
fuel usage), optimalisasi landasan di Bandara Internasional Soekarno- optimization at Soekarno-Hatta International Airport (CGK),
Hatta (CGK runway optimization), kepatuhan terhadap rencana compliance with flight plans, implementation of engine taxi
penerbangan (compliance with flight plan), penerapan prosedur procedures, optimal flap settings, and route optimization. These
engine taxi, pengaturan konfigurasi sayap yang optimal (optimal efforts have delivered positive results, including fuel savings of
flap setting), serta optimalisasi rute penerbangan (route optimization). 14,675,704 liters and a reduction of 1,805,846 kgCO2 in emissions
Upaya tersebut telah menunjukkan hasil positif, antara lain melalui from fuel conservation programs throughout 2025. All of these
penghematan bahan bakar sebesar 14.675.704 liter serta penurunan initiatives are coordinated by the Safety & Sustainability unit,
emisi sebesar 1.805.846 kgCO2 dari program fuel conservation with the active participation of all Company personnel, and
sepanjang tahun 2025. Seluruh inisiatif ini dikoordinasikan oleh unit are supported by top management’s commitment to ensuring
kerja Safety & Sustainability dengan melibatkan partisipasi aktif resource availability and compliance with industry standards
seluruh insan Perseroan, serta didukung oleh komitmen manajemen such as the IATA Operational Safety Audit (IOSA).
puncak dalam memastikan ketersediaan sumber daya dan kepatuhan
terhadap standar industri seperti IATA Operational Safety Audit (IOSA).
Evaluasi dan pengambilan keputusan strategis Perseroan The Company conducted periodic evaluations and strategic
secara berkala menilai efektivitas pengelolaan emisi dengan decision-making processes to assess the effectiveness of its
membandingkan realisasi kinerja terhadap baseline emisi gas emissions management by comparing actual performance against
rumah kaca tahun 2019. Meskipun pada tahun 2025 belum the 2019 greenhouse gas emissions baseline. Although emission
tercapai penurunan emisi dibandingkan baseline, Perseroan reductions relative to the baseline had not yet been achieved
tetap menunjukkan progres melalui berbagai inisiatif efisiensi in 2025, the Company has demonstrated progress through
energi yang terukur. Ke depan, strategi perubahan iklim akan various measurable energy efficiency initiatives. Going forward,
terus difokuskan pada peningkatan efisiensi operasional, the climate change strategy will continue to focus on enhancing
inovasi teknologi, serta penguatan budaya sadar lingkungan operational efficiency, advancing technological innovation, and
di seluruh lini organisasi. Pendekatan ini tidak hanya bertujuan strengthening an environmentally conscious culture across all
untuk menekan emisi, tetapi juga untuk menjaga keberlanjutan levels of the organization. This approach is aimed not only at
usaha, meningkatkan reputasi perusahaan, serta memenuhi reducing emissions, but also at ensuring business sustainability,
ekspektasi pemangku kepentingan terhadap kinerja lingkungan enhancing the Company’s reputation, and meeting stakeholder
yang bertanggung jawab. expectations for responsible environmental performance.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
STRATEGI KESEHATAN DAN KESELAMATAN KERJA OCCUPATIONAL HEALTH AND SAFETY STRATEGY
Garuda Indonesia menempatkan kesehatan dan keselamatan Garuda Indonesia places occupational health and safety (OHS) as
kerja (K3) sebagai bagian integral dari strategi keberlanjutan an integral part of its sustainability strategy, directly influencing
yang secara langsung memengaruhi pengambilan keputusan the Company’s decision-making and business direction, in line
dan arah bisnis Perseroan, sejalan dengan prinsip pengungkapan with the disclosure principles set out in the IFRS Sustainability
dalam IFRS Sustainability Disclosure Standards. Perseroan Disclosure Standards. The Company addresses OHS-related risks
merespons risiko dan peluang terkait K3 melalui penerapan and opportunities through the implementation of the Occupational
Occupational Safety, Health & Environment Management System Safety, Health & Environment Management System (OSHE-
(OSHE-MS) yang melibatkan seluruh pemangku kepentingan MS), which involves both internal and external stakeholders.
internal maupun eksternal. Implementasi ini diperkuat dengan This implementation is reinforced by the commitment of top
komitmen manajemen puncak melalui CEO selaku Accountable management, with the CEO serving as the Accountable Executive
Executive dalam memastikan kecukupan sumber daya, kepatuhan to ensure adequate resources, regulatory compliance, and the
terhadap regulasi, serta penerapan praktik terbaik industri. adoption of industry best practices. In addition, compliance with
Selain itu, pemenuhan standar keselamatan global seperti IATA global safety standards such as the IATA Operational Safety Audit
Operational Safety Audit (IOSA) serta penguatan keamanan (IOSA), as well as the strengthening of cybersecurity through
siber melalui kolaborasi dengan Badan Siber dan Sandi Negara collaboration with the National Cyber and Crypto Agency, form
menjadi bagian dari strategi mitigasi risiko operasional dan part of the Company’s strategy to mitigate operational risks
perlindungan aset digital, yang sekaligus membuka peluang and safeguard digital assets, while also creating opportunities
peningkatan kepercayaan pelanggan dan daya saing perusahaan. to enhance customer trust and the Company’s competitiveness.
Dalam aspek implementasi dan kemajuan, Perseroan secara In terms of implementation and progress, the Company
konsisten melakukan pengukuran dan evaluasi terhadap kinerja consistently measures and evaluates its OHS performance
K3 melalui indikator yang terukur, baik secara kuantitatif maupun using measurable indicators, both quantitative and qualitative.
kualitatif. Upaya tersebut mencakup pencegahan kecelakaan kerja These efforts include the prevention of workplace accidents and
dan penyakit akibat kerja, pengendalian dampak lingkungan seperti occupational illnesses, the control of environmental impacts
emisi dan kebisingan, serta peningkatan budaya keselamatan such as emissions and noise, and the strengthening of a safety
melalui pelaporan terbuka tanpa rasa takut (no-blame culture). culture through open, no-blame reporting. The establishment
Pembentukan Panitia Pembina Keselamatan dan Kesehatan Kerja of the Occupational Health and Safety Committee (P2K3) in
(P2K3) berdasarkan ketentuan regulator memperkuat tata kelola accordance with regulatory requirements further strengthens
K3 melalui peningkatan partisipasi, komunikasi, dan konsultasi OHS governance by enhancing participation, communication,
antara karyawan dan manajemen. Hasil evaluasi kinerja ini menjadi and consultation between employees and management. The
dasar dalam menilai progres atas rencana yang telah ditetapkan results of these performance evaluations serve as the basis for
pada periode sebelumnya, sekaligus menjadi acuan dalam assessing progress against plans set in previous periods, while
penyempurnaan strategi ke depan. Dengan demikian, pengelolaan also guiding the refinement of future strategies. Accordingly,
K3 tidak hanya berdampak pada perlindungan tenaga kerja, tetapi OHS management not only contributes to workforce protection,
juga meningkatkan produktivitas, keandalan operasional, serta but also enhances productivity, operational reliability, and the
kualitas layanan kepada penumpang. quality of services provided to passengers.
Perseroan juga senantiasa mempertimbangkan trade-off terkait The Company also consistently considers OHS-related trade-
dengan K3. Perseroan menyadari adanya keseimbangan yang perlu offs. It recognizes the need to balance investment in OHS with
dikelola antara investasi pada aspek K3 dan efisiensi biaya operasional. operational cost efficiency. Enhancing safety standards, procuring
Peningkatan standar keselamatan, pengadaan teknologi pendukung, supporting technologies, and implementing stricter monitoring
serta implementasi sistem pengawasan yang lebih ketat berpotensi systems may increase short-term costs. However, these strategic
meningkatkan beban biaya jangka pendek. Namun demikian, decisions are made with careful consideration of their long-term
keputusan strategis ini diambil dengan mempertimbangkan manfaat benefits, including reduced accident risks, avoidance of potential
jangka panjang berupa penurunan risiko kecelakaan, penghindaran financial losses from incidents, protection of the Company’s
potensi kerugian finansial akibat insiden, perlindungan reputasi reputation, and increased stakeholder trust. Furthermore, there is
perusahaan, serta peningkatan kepercayaan pemangku kepentingan. a trade-off between operational expansion and compliance with
Selain itu, terdapat trade-off antara ekspansi operasional dan stringent OHS standards. In this regard, the Company prioritizes
pemenuhan standar K3 yang ketat, di mana Perseroan memilih safety and operational sustainability over short-term growth
untuk memprioritaskan keselamatan dan keberlanjutan operasional that may pose higher risks.
dibandingkan pertumbuhan jangka pendek yang berisiko.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
STRATEGI KEPUASAN PELANGGAN CUSTOMER SATISFACTION STRATEGY
Garuda Indonesia berkomitmen untuk senantiasa meningkatkan Garuda Indonesia is committed to continuously improving service
standar layanan serta memastikan kepuasan dan pengalaman standards and ensuring passenger satisfaction and a positive
terbang bagi penumpang. Untuk tetap relevan dan kompetitif flying experience. To remain relevant and competitive in today’s
dalam industri penerbangan saat ini, Perseroan menerapkan 4 aviation industry, the Company has implemented four strategic
(empat) pilar strategi guna meningkatkan pengalaman terbang pillars to enhance the customer flying experience, including:
pelanggan, di antaranya:
1. Leveraging Customer Insights for Data-Driven Customer 1. Leveraging Customer Insights for a Data-Driven Customer
Experience Strategy Experience Strategy
Perseroan menekankan pentingnya analisis data pelanggan The Company emphasizes the importance of analyzing
untuk mengidentifikasi tren, ketidaknyamanan (pain points), customer data to identify trends, pain points, preferences,
preferensi, dan ekspektasi pelanggan. Melalui Post-Flights and customer expectations. Through Post-Flight Surveys, the
Survey, Perseroan mengumpulkan umpan balik (feedback) Company collects direct, real-time feedback from passengers
secara langsung dan real-time dari penumpang mengenai regarding their flying experience with Garuda Indonesia. This
pengalaman terbang bersama Garuda Indonesia. Hal ini enables the Company to formulate strategies and prioritize
bertujuan agar Perseroan agar dapat merumuskan strategi service improvement programs that align with passenger
serta prioritas program peningkatan layanan yang selaras needs.
dengan kebutuhan penumpang.
2. Service Products Innovations 2. Service Product Innovations
Garuda terus berupaya meningkatkan pengalaman Garuda continues to strive to enhance the passenger
penumpang selama dengan meluncurkan inovasi-inovasi experience by launching strategic innovations in its service
strategis pada produk layanan. Salah satunya adalah offerings. One such initiative is the implementation of the
dengan implementasi layanan gueridon pada beberapa gueridon service on several international routes (AMS,
rute internasional (AMS, HND, NRT), dengan pramugari HND, NRT), where flight attendants prepare and serve
menyiapkan dan menyajikan makanan langsung kepada meals directly to passengers using a cart to provide a more
penumpang menggunakan cart untuk memberikan exclusive and personalized dining experience. The Company
pengalaman bersantap yang lebih eksklusif dan personal. has also improved the quality of food and beverage menus
Perseroan juga melakukan peningkatan kualitas menu (meal improvement) in business and economy classes, using
makanan dan minuman (meal improvement) pada kelas bisnis the finest ingredients to serve delicious dishes that reflect
dan ekonomi, dengan menggunakan bahan-bahan terbaik Indonesia’s culinary heritage.
untuk menyuguhkan hidangan lezat yang mencerminkan
warisan kuliner Indonesia.
Selain itu, Garuda Indonesia juga telah meningkatkan layanan Additionally, Garuda Indonesia has enhanced its in-flight
sistem hiburan dalam penerbangan (in-flight entertainment) entertainment system, which now features a rotating content
yang saat ini akan menampilkan rotasi konten setiap dua lineup every two months. Through this initiative, the Company
bulan. Dengan inisiatif ini Perseroan berkomitmen untuk is committed to providing better entertainment content
menyediakan konten hiburan yang lebih baik sesuai dengan tailored to customer preferences. The Company has also
preferensi pelanggan. Perseroan juga melakukan peremajaan renovated the Garuda Executive Lounges at CGK (Jakarta)
Garuda Executive Lounge di station CGK (Jakarta) dan DPS and DPS (Bali) as part of Garuda Indonesia’s commitment
(Bali) sebagai bagian dari komitmen Garuda Indonesia untuk to ensuring customer satisfaction and a superior flying
memastikan kepuasan dan pengalaman terbang pelanggan. experience.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
3. Digital Experience Enhancement 3. Digital Experience Enhancement
Menjawab perkembangan kebutuhan dan perubahan In response to evolving customer needs and changing habits
kebiasaan pelanggan seiring dengan perubahan zaman, as times change, the Company continues to enhance the
Perseroan juga terus meningkatkan pengalaman pelanggan customer experience in the digital realm. One of the digital
pada aspek digital. Salah satu inovasi layanan digital service innovations launched is an update to the Garuda
yang diluncurkan yaitu pembaharuan sistem website Indonesia website system, aimed at providing a better user
Garuda Indonesia yang bertujuan untuk memberikan user interface (UI) and user experience (UX) for passengers
interface (UI) dan User Experience (UX) yang lebih baik wishing to purchase tickets online. Garuda Indonesia has
pada penumpang yang ingin melakukan pembelian tiket also revitalized its self-check-in kiosks to improve process
secara daring. Garuda Indonesia juga melakukan revitalisasi efficiency and reduce check-in wait times, thereby enhancing
mesin self-checkin kiosk yang bertujuan untuk meningkatkan the ground-level customer experience prior to the flight.
efisiensi proses serta mengurangi waktu antri check-in
sehingga meningkatkan pengalaman pelanggan di darat
sebelum penerbangan.
4. Sustainable Service Initiatives 4. Sustainable Service Initiatives
Perseroan konsisten menerapkan praktik ramah lingkungan The Company consistently implements eco-friendly practices
untuk menciptakan pengalaman penerbangan berkelanjutan, to create a sustainable flight experience, including the use of
di antaranya dengan penggunaan alat makan (cutlery) dari cutlery made from biodegradable materials on all Economy
material biodegradable untuk seluruh rute penerbangan Class flights and switching from plastic to paper sleeves for
kelas Economy dan mengganti penggunaan kemasan roti bread packaging.
dari sebelumnya menggunakan plastik menjadi kertas (paper
sleeve).
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
POLICY COMMITMENT [GRI 2-23, GRI 2-24]
Dalam menjalankan aktivitas bisnisnya, Garuda Indonesia In conducting its business activities, Garuda Indonesia consistently
senantiasa mematuhi berbagai regulasi nasional maupun complies with both national and international regulations,
internasional sebagai bentuk komitmen terhadap praktik reflecting its commitment to responsible and sustainable business
usaha yang bertanggung jawab dan berkelanjutan. Kepatuhan practices. This compliance includes standards and requirements
tersebut mencakup standar dan ketentuan yang ditetapkan oleh set by global aviation regulators such as the International Civil
regulator penerbangan global seperti International Civil Aviation Aviation Organization (ICAO) and the International Air Transport
Organization dan International Air Transport Association, serta Association (IATA), as well as the applicable laws and regulations
peraturan perundang-undangan yang berlaku di Indonesia. in Indonesia. Garuda Indonesia consistently complies with various
Garuda Indonesia senantiasa mematuhi berbagai aturan international regulations, including:
internasional yang meliputi:
1. ICAO Doc 7192-AN/857, tentang pedoman pelatihan 1. ICAO Doc 7192-AN/857, on training guidelines for airport
personel bandar udara. personnel.
2. ICAO Doc 11.3.12, tentang pedoman dan prosedur terkait 2. ICAO Doc 11.3.12, on guidelines and procedures for flight
pengelolaan data penerbangan yang meliputi penyimpanan, data management, including data storage, collection, and
pengumpulan, dan penggunaan data. utilization.
3. ICAO Doc 9481 dan ICAO Doc 9284, tentang pedoman 3. ICAO Doc 9481 and ICAO Doc 9284, on guidelines for the
pengangkutan barang-barang berbahaya (seperti bahan transportation of dangerous goods (such as chemicals,
kimia, bahan radioaktif, dan bahan beracun lainnya). radioactive materials, and other toxic substances).
4. ICAO Doc 9432, tentang Instruksi Teknis ICAO (International 4. ICAO Doc 9432, on the ICAO (International Civil Aviation
Civil Aviation Organization) untuk pengangkutan Barang Organization) Technical Instructions for the air transport of
Berbahaya melalui udara. dangerous goods.
5. ICAO Doc 10147, tentang pedoman persyaratan kecakapan 5. ICAO Doc 10147, on language proficiency requirements
Bahasa yang ditetapkan oleh ICAO untuk komunikasi udara. established by ICAO for air communication.
6. Annex 17, 18, 19, tentang pedoman yang mengatur berbagai 6. Annexes 17, 18, 19, concerning guidelines governing various
aspek penting didalam penerbangan, diantaranya Security, important aspects of aviation, including Security, Dangerous
Dangerous Goods, dan Safety. Goods, and Safety.
7. Annex 1, tentang pedoman dan standard international untuk 7. Annex 1, concerning guidelines and international standards
penerbitan lisensi dan sertifikasi bagi personel penerbangan. for the issuance of licenses and certification for aviation
personnel.
Selanjutnya, Garuda Indonesia juga mematuhi berbagai aturan Furthermore, Garuda Indonesia also complies with various
nasional yang meliputi: national regulations, including:
1. Undang-Undang Nomor 32 Tahun 2009 tentang 1. Law No. 32 of 2009 concerning Environmental Protection
Perlindungan dan Pengelolaan Lingkungan Hidup; and Management;
2. Undang-Undang Republik Indonesia Nomor 30 Tahun 2007 2. Law of the Republic of Indonesia No. 30 of 2007 concerning
tentang Energi; Energy;
3. Undang-undang (UU) Nomor 6 Tahun 2023 tentang 3. Law No. 6 of 2023 concerning the Stipulation of Government
Penetapan Peraturan Pemerintah Pengganti Undang-Undang Regulation in Lieu of Law No. 2 of 2022 concerning Job
Nomor 2 Tahun 2022 tentang Cipta Kerja menjadi Undang- Creation into Law;
Undang;
4. Undang-Undang No. 18 tahun 2008 tentang Pengelolaan 4. Law No. 18 of 2008 concerning Waste Management;
Sampah;
5. Undang-undang (UU) Nomor 1 Tahun 2009 tentang 5. Law No. 1 of 2009 concerning Aviation;
Penerbangan;
6. Peraturan Pemerintah No. 22 Tahun 2021 tentang 6. Government Regulation No. 22 of 2021 concerning
Penyelenggaraan Perlindungan Lingkungan Hidup; the Implementation of Environmental Protection and
Management;
7. Peraturan Pemerintah Republik Indonesia No. 5 Tahun 2021 7. Government Regulation of the Republic of Indonesia No.
tentang Penyelenggaraan Perizinan Berusaha Berbasis Risiko; 5 of 2021 concerning the Implementation of Risk-Based
Business Licensing;
8. Peraturan Pemerintah Republik Indonesia No. 27 Tahun 2020 8. Government Regulation of the Republic of Indonesia No. 27
tentang Pengelolaan Sampah Spesifik; of 2020 concerning Specific Waste Management;
9. Permenlhk No. P.14/MENLHK/SETJEN/KUM 1.7/2020 9. Minister of Environment and Forestry Regulation No. P.14/
tentang Indeks Standar Pencemaran Udara; MENLHK/SETJEN/KUM.1.7/2020 concerning the Air Pollution
Standard Index;
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
10. Permenlhk No. P38/MENLHK/SETJEN/KUM.1/7/2019 10. Minister of Environment and Forestry Regulation No. P.38/
tentang Rencana Usaha dan/atau Kegiatan yang Memiliki MENLHK/SETJEN/KUM.1/7/2019 concerning Business
Analisis Mengenai Dampak Lingkungan; and/or Activity Plans that Require an Environmental Impact
Analysis;
11. Permenlhk No. P.26/MENLHK/SETJEN/KUM.1/7/2018 11. Minister of Environment and Forestry Regulation No. P.26/
tentang Pedoman Penyusunan dan Penilaian Serta MENLHK/SETJEN/KUM.1/7/2018 concerning Guidelines for
Pemeriksaan Dokumen Lingkungan Hidup dalam Pelaksanaan the Preparation, Evaluation, and Examination of Environmental
Pelayanan Perizinan Berusaha Terintegrasi Secara Elektronik; Documents in the Implementation of Electronically Integrated
Business Licensing Services;
12. Permenlhk No. P.25/MENLHK/SETJEN/KUM.1/7/2018 12. Minister of Environment and Forestry Regulation No. P.25/
tentang Pedoman Penetapan Jenis Rencana Usaha dan/ MENLHK/SETJEN/KUM.1/7/2018 concerning Guidelines
atau Kegiatan yang Wajib Memiliki Upaya Pengelolaan for Determining Types of Business and/or Activity Plans
Lingkungan Hidup dan Upaya Pemantauan Lingkungan Required to Have Environmental Management and Monitoring
Hidup dan Surat Pernyataan Kesanggupan Pengelolaan Efforts, and a Statement of Commitment to Environmental
dan Pemantauan Lingkungan Hidup; Management and Monitoring;
13. Permenlhk No. P.23/MENLHK/SETJEN/KUM.1/7/2018 13. Minister of Environment and Forestry Regulation No. P.23/
tentang Kriteria Perubahan Usaha dan/atau Kegiatan dan MENLHK/SETJEN/KUM.1/7/2018 concerning Criteria for
Tata Cara Perubahan Izin Lingkungan; Changes in Business and/or Activity and Procedures for
Amending Environmental Permits;
14. Peraturan Menteri Lingkungan Hidup dan Kehutanan No. 14. Minister of Environment and Forestry Regulation No. 68 of
68 Tahun 2016 tentang Baku Mutu Air Limbah Domestik; 2016 concerning Domestic Wastewater Quality Standards;
15. Peraturan Menteri Lingkungan Hidup RI No. 5 Tahun 2014 15. Minister of Environment of the Republic of Indonesia
tentang Baku Mutu Air Limbah; Regulation No. 5 of 2014 concerning Wastewater Quality
Standards;
16. Peraturan Menteri Negara Lingkungan Hidup No. 3 Tahun 16. Regulation of the Minister of Environment No. 3 of 2008
2008 tentang Tata Cara Pemberian Simbol dan Label Bahan concerning Procedures for the Assignment of Symbols and
Berbahaya dan Beracun. Labels for Hazardous and Toxic Substances.
17. Civil Aviation Safety Regulations part 142, tentang 17. Civil Aviation Safety Regulations part 142, concerning
standarisasi dan persyaratan organisasi yang menyediakan standardization and requirements for organizations providing
pelatihan bagi personel penerbangan. training for aviation personnel.
18. Civil Aviation Safety Regulations part 61 dan 63 , tentang 18. Civil Aviation Safety Regulations part 61 and 63, concerning
sertifikasi dan kualifikasi untuk Pilot dan Instruktur certification and qualifications for pilots and flight instructors,
Penerbangan, serta kru penerbangan lainnya. as well as other flight crew members.
19. Civil Aviation Safety Regulations part 60, tentang pedoman 19. Civil Aviation Safety Regulations part 60, concerning
pengaturan Flight Simulation Training Devices (FTSDs) guidelines for the regulation of Flight Simulation Training
dan penggunaan perangkat simulasi penerbangan untuk Devices (FTSDs) and the use of flight simulation devices for
pelatihan personel penerbangan. the training of aviation personnel.
20. Peraturan Menteri Perhubungan Republik Indonesia Nomor 20. Regulation of the Minister of Transportation of the Republic of
38 Tahun 2015, tentang penyelenggaraan Pendidikan dan Indonesia Number 38 of 2015, concerning the implementation
Pelatihan Penerbangan SIpil. of Civil Aviation Education and Training.
21. Peraturan Menteri Perhubungan Republik Indonesia Nomor 21. Regulation of the Minister of Transportation of the Republic of
32 Tahun 2022, tentang penyelenggaraan Keamanan Indonesia Number 32 of 2022, concerning the implementation
Penerbangan Sipil. of Civil Aviation Security.
22. Keputusan Menteri Perhubungan Republik Indonesia Nomor 22. Decree of the Minister of Transportation of the Republic of
546 Tahun 2015, tentang Pedoman Penyelenggaraan Sistem Indonesia Number 546 of 2015, concerning Guidelines for
Manajemen Keselamatan Penerbangan. the Implementation of Aviation Safety Management Systems.
Garuda Indonesia juga senantiasa memastikan bahwa proses Garuda Indonesia also ensures that its business processes
bisnis yang dijalankan telah sesuai dengan standar internasional comply with international standards, as reflected in the following
yang tercermin dengan telah dimilikinya sertifikasi sebagai certifications.
berikut.
Tanggal
Berlaku
Nama Sertifikasi Regulasi/Standard Perolehan Badan Sertifikasi
No. Sampai
Name of Certification Regulations/Standard Date of Certification Body
Valid Until
Acquisition
11 Juni 2021 11 Juni 2026 Kementerian Perhubungan
1. Air Operator Certificate CASR 119
June 11, 2021 June 11, 2026 Ministry of Transportation
Sistem Manajemen Keselamatan
PP 50 Tahun 2012 Kementerian
dan Kesehatan Kerja
2. Government Regulation 2026 2029 Ketenagakerjaan
Occupational Health and Safety
No. 50 of 2012 Ministry of Manpower
Management System
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
Tanggal
Berlaku
Nama Sertifikasi Regulasi/Standard Perolehan Badan Sertifikasi
No. Sampai
Name of Certification Regulations/Standard Date of Certification Body
Valid Until
Acquisition
IATA Operational Safety Audit 22 Januari 2025 30 April 2027
3. IOSA Standards Manual IATA
(IOSA) January 22, 2025 April 30, 2027
17 September 17 September
2025 2026
4. IATA CEIV Live Animal IOSA Standards IATA
September 17, September 17,
2025 2026
Anti-Bribery Management 8 Maret 2024 7 Maret 2027
5. ISO 37001:2016 TUV NORD
System March 8, 2024 March 7, 2027
Information Security 17 Juli 2025 16 Juli 2028
6. ISO 27001:2022 TUV SUD
Management System July 17, 2025 July 16, 2028
Peraturan BPOM Nomor 6
Pharmaceutical Good
Tahun 2020 11 April 2025 10 April 2028 Sucofindo
7. Distribution
BPOM Regulation No. 6 of April 11, 2025 April 10, 2028
Practice (GDP)
2020
Peraturan dan standar yang relevan tersebut kemudian dijadikan These relevant regulations and standards are then used as a
acuan dalam merumuskan kebijakan internal Perusahaan. Setiap reference in formulating the Company’s internal policies. Each of
kebijakan internal tersebut senantiasa dilengkapi dengan these internal policies is always accompanied by a due diligence
mekanisme uji tuntas guna memastikan efektivitas penerapannya. mechanism to ensure their effective implementation. The internal
Adapun kebijakan internal beserta pelaksanaan uji tuntas yang policies and due diligence owned by Garuda Indonesia are as
dimiliki Perseroan adalah sebagai berikut. follows.
Kebijakan Uji Tuntas Penanggung Jawab
Policy Due Diligence Person in charge
Kebijakan Tata Kelola Perusahaan Asesmen Tata Kelola Perusahaan Unit Corporate Secretary
Corporate Governance Policies Corporate Governance Assessment Corporate Secretary Unit
Efektivitas pengelolaan risiko dievaluasi
Kebijakan Manajemen Risiko secara rutin (per kuartal) Unit Enterprise Risk Management
Risk Management Policy Risk management effectiveness is evaluated Enterprise Risk Management Unit
regularly (quarterly)
Kebijakan Sistem Manajemen Anti SNI ISO 37001:2016 Anti Bribery-
Unit Corporate Legal & Compliance
Penyuapan Management System
Corporate Legal & Compliance Unit
Anti-Bribery Management System Policy
Kebijakan Vendor SNI ISO 37001:2016 Anti Bribery- Unit Business Support & General Affairs
Vendor Policy Management System Business Support & General Affairs Unit
Unit Corporate Quality, Safety &
Sustainability
Safety Policy IATA Operational Safety Audit
Corporate Quality, Safety & Sustainability
Unit
Unit Corporate Quality, Safety &
Sustainability
Quality Policy IATA Operation Safety Audit
Corporate Quality, Safety & Sustainability
Unit
Unit Corporate Quality, Safety &
IATA Operation Safety Audit Sustainability
Security Policy
Corporate Quality, Safety & Sustainability
Unit
Unit Corporate Quality, Safety &
IATA Operation Safety Audit Sustainability
OSH&E Policy
Corporate Quality, Safety & Sustainability
Unit
Kebijakan Respectful Workplace (RWP) Survei Kepuasan Karyawan Unit Human Capital Management
Respectful Workplace (RWP) Policy Employee Satisfaction Survey Human Capital Management Unit
Kebijakan Career Management Survei Kepuasan Karyawan Unit Human Capital Management
Career Management Policy Employee Satisfaction Survey Human Capital Management Unit
Kebijakan Equal Employment Opportunity Survei Kepuasan Karyawan Unit Human Capital Management
Equal Employment Opportunity Policy Employee Satisfaction Survey Human Capital Management Unit
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Selain memiliki mekanisme uji tuntas, Garuda Indonesia juga In addition to having a due diligence mechanism, Garuda Indonesia
menerapkan prinsip kehati-hatian sebagai wujud komitmen also applies the precautionary principle as a demonstration of
dalam mengambil langkah pencegahan dan mitigasi terhadap its commitment to preventing and mitigating potential negative
potensi dampak negatif yang timbul dari aktivitas operasional impacts arising from the Company’s operational activities. If
Perseroan. Apabila terjadi kondisi kerja yang tidak aman, employees encounter unsafe working conditions, they are
karyawan dapat menyampaikan laporan melalui sistem encouraged to report them through the Integrated Electronic
Integrated Electronic Safety Database (IESD) maupun melalui Safety Database (IESD) system or the Hazard Reporting Form
Form Pelaporan Bahaya yang telah disediakan Perseroan. Laporan provided by the Company. These reports are then followed up
tersebut selanjutnya akan ditindaklanjuti oleh Unit Corporate by the Corporate Quality, Safety & Sustainability Unit and other
Quality, Safety & Sustainability bersama departemen terkait relevant departments. According to the Stop Working Authority
lainnya. Selain itu, karyawan didorong untuk meninggalkan atau policy, employees are also encouraged to stop or leave work if
menghentikan pekerjaan sesuai dengan kebijakan Stop Working they believe the activity poses a safety risk.
Authority apabila menilai bahwa aktivitas yang dilakukan
berpotensi menimbulkan risiko keselamatan.
Terkait dengan penghormatan terhadap hak asasi manusia telah Respect for human rights is enshrined in the Respectful Workplace
tertuang dalam Respectful Workplace Policy yang tertuang dalam Policy contained in JKTDZ/SKEP/50132/2024 dated July 24,
Surat Keputusan JKDZ/SKEP/50132/2024 pada tanggal 24 Juli 2024. The policy states that all operational activities of Garuda
2024. Dalam kebijakan tersebut menyatakan bahwa seluruh Indonesia shall always apply the following principles: No
aktivitas operasional Garuda Indonesia senantiasa menerapkan Discrimination, No Bullying, No Harassment, No Violence, and
prinsip-prinsip No Discrimination, No Bullying, No Harrasment, No Equality. In its effort to uphold its commitment to human rights,
Violence, dan Equality. Dalam upaya untuk mewujudkan komitmen Garuda Indonesia integrates human rights principles into various
terhadap penghormatan hak asasi manusia, Garuda Indonesia company policies, covering governance, employment, health,
mengintegrasikan prinsip-prinsip HAM ke dalam berbagai kebijakan safety, security, and consumer protection.
perusahaan yang mencakup aspek tata kelola, ketenagakerjaan,
kesehatan, keselamatan, keamanan, serta perlindungan konsumen.
Garuda Indonesia tidak memberikan toleransi terhadap segala Garuda Indonesia does not tolerate any form of discrimination,
bentuk diskriminasi, perundungan, pelecehan, maupun kekerasan bullying, harassment, or violence committed by employees
yang dilakukan oleh Insan Garuda Indonesia. Setiap Insan Garuda of Garuda Indonesia. All employees of Garuda Indonesia who
Indonesia yang mengalami, menyaksikan, mendengar, dan/atau experience, witness, hear, or become aware of any acts or
mengetahui adanya tindakan atau dugaan Pelanggaran RWP suspected acts of RWP violations are required to report them
wajib melaporkannya melalui sistem Penanganan Pengaduan through the Whistleblowing System. The Company provides
Dugaan Pelanggaran (Whistleblowing System). Perseroan protection and confidentiality for whistleblowers.
menjamin perlindungan serta kerahasiaan identitas pelapor.
Adapun dalam kategori hak konsumen dan masyarakat, In the category of consumer and community rights, the Company
Perusahaan memiliki Customer Care Policy menjadi pedoman has a Customer Care Policy that serves as a guideline for
dalam memberikan layanan yang aman, andal, serta menghormati providing safe, reliable services while respecting customers’
hak pelanggan atas informasi dan penanganan keluhan. Secara rights to information and complaint handling. Overall, these
keseluruhan, kebijakan-kebijakan tersebut berlaku bagi seluruh policies apply to all of the Company’s operational activities and
aktivitas operasional Perusahaan serta menjadi rujukan dalam serve as a reference in relationships with business partners,
hubungan dengan mitra usaha, sehingga penghormatan terhadap resulting in respect for human rights is fully integrated into
hak asasi manusia terintegrasi secara menyeluruh dalam sistem the Company’s management system and corporate culture. As
manajemen dan budaya kerja Perusahaan. Sebagai bentuk komitmen a demonstration of its commitment to upholding human rights
dalam menjunjung tinggi hak asasi manusia di seluruh aktivitas across all operational activities, the Company was not involved in
operasional, sepanjang tahun 2025 Perseroan tidak terlibat dalam any incidents related to human rights violations throughout 2025.
insiden yang berkaitan dengan pelanggaran hak asasi manusia.
Berbagai kebijakan yang dimiliki telah ditandatangani oleh Direksi Applied policies have been signed by the Board of Directors
dan berlaku untuk seluruh karyawan. Kebijakan internal Garuda and effective to all employees. Garuda Indonesia's internal
Indonesia telah disosialisasikan melalui website resmi Garuda policies have been disseminated through the official website
Indonesia yaitu www.garuda-Indonesia.com. Namun demikian, of Garuda Indonesia, www.Garuda-Indonesia.com. However,
masih terdapat beberapa kebijakan yang belum diunggah ke dalam there are still some policies that have not been uploaded to
website resmi Garuda Indonesia dikarenakan lingkup kebijakan the official website of Garuda Indonesia due to the internal
yang bersifat internal. Untuk kebijakan yang tidak diunggah, nature of their scope. For policies that are not uploaded, they
disosialisasikan kepada karyawan melalui Document Management are communicated to employees through the Garuda Indonesia
System Garuda Indonesia (DMSGA). Khusus untuk sosialisasi Document Management System (DMSGA). Policies for business
kebijakan bagi mitra bisnis dan pemangku kepentingan lainnya, juga partners and other stakeholders are disseminated through the
disosialiasikan melalui website Garuda Indonesia serta pertemuan Garuda Indonesia website, such as meetings with business
dengan mitra bisnis serta melalui dokumen kontrak kerja. partners and contractual documents.
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01. Sustainability Strategy and Policy Sustainability Performance Highlights
Kebijakan internal yang dimiliki oleh Garuda Indonesia digunakan The internal policies owned by Garuda Indonesia serve as the
sebagai landasan dalam Standar Operasional Prosedur foundation for the Standard Operating Procedures (SOP),
(SOP) yang telah terintegrasi dengan strategi perusahaan which are integrated with the company's strategy and act as
yang merupakan pedoman bagi seluruh karyawan Garuda guidelines for all Garuda Indonesia employees in conducting
Indonesia dalam menjalankan kegiatan operasionalnya. Dalam their operational activities In optimizing the implementation of
mengoptimalkan penerapan kebijakan internal, Garuda Indonesia internal policies, Garuda Indonesia has provided trainings to all
telah memberikan pelatihan kepada seluruh karyawan di employees, these include Anti-Bribery Management System
antaranya pelatihan Sistem Manajemen Anti Penyuapan (SMAP), (ABMS) training, leadership training (structural level), culture
pelatihan terkait leadership (struktural level), culture (termasuk (including diversity), compliance (all employees), data protection
diversity), compliance (semua pegawai), data protection (Semua (all employees), and inclusivity (women's development).
pegawai), dan inclusivity (women development).
Dalam mengoptimalkan penerapan kebijakan internal, Garuda In optimizing the implementation of internal policies, Garuda
Indonesia telah memberikan pelatihan kepada seluruh karyawan Indonesia has conducted 4,194 training sessions for all employees,
dengan total pelatihan 4.194 pelatihan yang diikuti 22.157 peserta with a total of 22,157 participants and 678,902 training hours.
dari Internal perusahaan dengan total jumlah pelatihan 678.902 The following is detailed information about the training program
Jam. Berikut adalah informasi detail tentang Program training of the Company:
dari yaitu :
Program Pelatihan Total Jumlah Pelatihan Total Jumlah Peserta Total Jam Pelatihan
No.
Training Program Total Training Total Participants Total Training Hours
1. Pilot 2.257 8.233 111.463
2 Flight Attendant 715 9.877 488.070
3 FOO & Ground Support 696 1.026 23.427
4 Maintenance and Engineering 28 408 7.304
5 Airline Business 353 1.620 18.219
6 Management and Development Training 145 993 30.419
TOTAL 4.194 22.157 678.902
Informasi pelatihan dan pengembangan kompetensi lainnya The Training and Competency Development section of this
disampaikan pada bagian Pelatihan dan Pengembangan Sustainability Report provides information on other training
Kompetensi pada Laporan Keberlanjutan ini. and competency development.
PROSES UNTUK MEMULIHKAN DAMPAK NEGATIF [GRI 2-25]
PROCESSES TO REMEDIATE NEGATIVE IMPACTS [GRI 2-25]
Garuda Indonesia memiliki komitmen untuk memberikan Garuda Indonesia is committed to positively impacting the
dampak positif bagi lingkungan dan masyarakat melalui aktivitas environment and society through its operational activities.
operasionalnya. namun demikian, aktivitas operasional Garuda However, its operations are not without potential negative
Indonesia tidak terlepas dari adanya potensi dampak negatif impacts, including air pollution. Garuda Indonesia's efforts to
berupa timbulnya polusi udara. Upaya Garuda Indonesia dalam mitigate potential negative impacts include switching from
memtigasi potensi dampak negatif yaitu dengan mengganti environmentally harmful fuels to Sustainable Aviation Fuels
bahan bakar yang tidak ramah lingkungan menjadi menggunakan (SAF), implementing carbon offset programs through mileage
Sustainable Aviation Fuels (SAF), mengadakan program carbon exchanges, corporate social and environmental responsibility
offset melalui penukaran, mileage pelanggan maupun melalui programs, and participating in the purchase of Greenhouse Gas
program tanggung jawab sosial dan lingkungan, dan ikut serta Emission Reduction Certificates (SPE-GRK) on the Indonesia
dalam pembelian Sertifikat Pengurangan Emisi Gas Rumah Kaca Carbon Exchange.
(SPE GRK) di Bursa Karbon Indonesia.
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Garuda Indonesia juga telah menyediakan saluran pengaduan Garuda Indonesia also provides complaint channels for affected
bagi pihak terdampak atas aktivitas operasional Garuda Indonesia. parties regarding its operational activities. There are 8 (eight)
Garuda Indonesia menyediakan 8 (delapan) saluran pengaduan complaint channels to accommodate aspirations, complaints,
untuk menampung aspirasi, pengaduan, pencarian informasi, and information inquiries, namely email, telephone service,
yaitu e-mail, layanan telfon, media sosial, whatsapp, live chat, social media, WhatsApp, live chats, customer feedback forms,
customer feedback form, eksternal (LAPOR Kemenhub, BPKN, external channels (LAPOR Kemenhub, BPKN, YLKI), and direct
YLKI), pelaporan di kantor penjualan Garuda Indonesia. reports to Garuda Indonesia sales offices.
Garuda Indonesia melibatkan Divisi Ground Service, In-flight Garuda Indonesia involves the Ground Service Division, In-flight
Service, Cabin Crew Management, Legal dan Corporate Secretary Service, Cabin Crew Management, and Legal and Corporate
dalam merancang, meninjau, melaksanakan, dan meningkatkan Secretary in designing, reviewing, implementing, and improving
kualitas mekanisme pengaduan. the quality of the complaint mechanisms.
Mekanisme penanganan pengaduan senantiasa dievaluasi The complaint handling mechanism is regularly evaluated
secara berkala melalui monitoring harian, pelaporan kinerja through daily monitoring and weekly and monthly performance
mingguan dan bulanan, selain itu penanganan pengaduan diukur reporting which then would be measured using case completion
menggunakan case completion rate, CSI & NPS. Diluar evaluasi rate, CSI, and NPS. Additionally, the customer care unit will hold
dan monitoring rutin, unit customer care akan mengadakan rapat coordination meetings with relevant units to expedite complaint
koordinasi penyelesaian pengaduan dengan unit terkait untuk resolution.
percepatan penyelesaian.
Potensi dampak negatif lainnya yaitu terkait dengan potensi Another potential negative impact is the risk of workplace
terjadinya kecelakaan kerja. upaya Garuda Indonesia dalam accidents. To prevent health and safety risks in the workplace,
mencegah potensi terjadinya dampak kesehatan dan keselamatan the company has established the Occupational Safety and
kerja yaitu dengan membentuk Panitia Pembina Keselamatan Health Advisory Committee (P2K3), which is responsible for
dan Kesehatan Kerja (P2K3) sebagai penanggung jawab di OHS sector. The establishment of P2K3 is regulated in the
bidang K3. Keberadaan P2K3 diatur dalam Penetapan Keputusan Decree of the Head of Manpower and Transmigration Office
Kepala Dinas Tenaga dan Transmigrasi Provinsi Banten of the Banten Province No. 560/1507-DTKT/BINWAS/P2K3/
Nomor:566/2289-DTKT/BINWAS/P2K3/IX/2024 tentang VII/2019 on the Establishment of the Occupational Safety and
Penetapan Panitia Pembina Keselamatan dan Kesehatan Kerja di Health Advisory Committee at PT Garuda Indonesia (Persero)
Perusahaan PT Garuda Indonesia (Persero) Tbk. Garuda Indonesia Tbk. Garuda Indonesia has also prepared for and responded to
juga telah mempersiapkan dan merespons keadaan darurat emergency situations such as aviation accidents, bomb threats,
berupa kecelakaan penerbangan, ancaman bom, pembajakan, hijackings, kidnappings, war/civil unrest, pandemics, and natural
penculikan, perang/kekacauan sipil, pandemik, dan bencana disasters/fires that may impact its flight operations.
alam/kebakaran yang dapat berpengaruh terhadap operasional
penerbangan Garuda Indonesia.
Dalam hal terjadi insiden kecelakaan kerja, Garuda Indonesia In the event of a workplace accident, Garuda Indonesia implements
memiliki upaya remediasi yaitu melalui pelaporan kepada remedial measures, including reporting the incident to the
internal unit yang membidangi fasilitas kesehatan, unit yang internal units responsible for healthcare facilities, quality and
membidangi quality & safety serta Unit Human Capital berkaitan safety, and Human Capital unit, particularly regarding workers’
dengan klaim asuransi kecelakaan kerja serta menerbitkan dan compensation claims, as well as issuing and publishing safety
mempublikasikan safety information terkait dengan situational information related to situational awareness, sharing lessons
awareness, menyampaikan sebagai lesson learn pada setiap learned during training sessions, and others.
akitivitas training dan sebagainya.
Garuda Indonesia juga telah memberikan pelatihan terkait K3 Garuda Indonesia has also provided occupational health and
kepada karyawan Perseroan untuk mewujudkan kecelakaan kerja safety (OHS) training to its employees to achieve zero workplace
nihil dan tidak adanya penyakit akibat kerja. Sepanjang tahun accidents and prevent work-related illnesses. Throughout
2025, kinerja Keselamatan dan Kesehatan Kerja (K3) Perseroan 2025, the Company’s Occupational Safety and Health (OSH)
menunjukkan hasil yang positif dan berada di bawah target yang performance showed positive results and remained below the
telah ditetapkan. di mana target Lost Time Injury Frequency Rate set targets. The Lost Time Injury Frequency Rate (LTIFR) target
(LTIFR) ditetapkan sebesar 3,0 per satu juta jam kerja, dengan was set at 3.0 per million working hours, with an actual rate of
realisasi sebesar 0,48. Sementara itu, target Lost Time Injury 0.48. Meanwhile, the target for the Lost Time Injury Severity
Severity Rate (LTISR) ditetapkan sebesar 50,0 dengan realisasi Rate (LTISR) was set at 50.0, with an actual rate of 14.83. On the
sebesar 14,83, Di sisi lain, Perseroan tidak menerima laporan other hand, the Company received no reports of work-related
adanya penyakit akibat kerja sepanjang tahun 2025. illnesses throughout 2025.
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PT Garuda Indonesia (Persero) Tbk
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
MEKANISME KONSULTASI DAN
PENYAMPAIAN MASUKAN [GRI 2-26]
CONSULTATION AND FEEDBACK MECHANISM [GRI 2-26]
Dalam membuat dan mengembangkan kebijakan, Perseroan In formulating and developing policies, the Company involves
melibatkan seluruh pemangku kepentingan internal sesuai all internal stakeholders in accordance with the relevant policies
dengan kebijakan yang relevan pada unit kerja. Perseroan juga of each business unit. The Company also involves external
melibatkan pemangku kepentingan eksternal melalui konsultasi stakeholders through consultations with other state-owned
dengan BUMN lain, KPK, PT Danantara, Kementerian BUMN, OJK, enterprises, the Corruption Eradication Commission (KPK), PT
IDX, dan Kementerian Investasi. Danantara, the Ministry of State-Owned Enterprises, the Financial
Services Authority (OJK), the Indonesia Stock Exchange (IDX),
and the Ministry of Investment.
Garuda Indonesia menyediakan berbagai mekanisme untuk Garuda Indonesia provides various mechanisms for passengers,
penumpang, calon penumpang, karyawan, mitra usaha, prospective passengers, employees, business partners, and other
serta pemangku kepentingan lainnya, untuk menyampaikan stakeholders to submit feedback or raise concerns regarding the
masukan maupun perhatian terkait penerapan kebijakan dan implementation of policies and responsible business practices.
praktik perilaku bisnis yang bertanggung jawab. Mekanisme This mechanism serves as a channel for stakeholders to provide
ini menjadi sarana bagi para pemangku kepentingan untuk feedback on the Company’s policies, as well as to raise concerns
memberikan umpan balik atas kebijakan perusahaan, sekaligus related to business conduct, ethics, and sustainability matters.
menyampaikan perhatian terhadap isu-isu yang berkaitan Through this mechanism, the Company ensures that every policy
dengan perilaku bisnis, etika, maupun aspek keberlanjutan. implemented undergoes a comprehensive review, takes into
Melalui mekanisme tersebut, Perseroan memastikan bahwa account input from stakeholders, and supports responsible and
setiap kebijakan yang diterapkan telah melalui proses kajian sustainable business practices.
yang komprehensif, mempertimbangkan berbagai masukan
dari pemangku kepentingan, serta mendukung praktik bisnis
yang bertanggung jawab dan berkelanjutan.
Selain itu, Garuda Indonesia juga menyediakan berbagai In addition, Garuda Indonesia provides various communication
saluran komunikasi yang dapat dimanfaatkan oleh masyarakat channels that can be used by the public and stakeholders
maupun pemangku kepentingan untuk memperoleh informasi, to obtain information, ask questions, and submit complaints
menyampaikan pertanyaan, serta mengajukan pengaduan related to the Company’s services or operations. These include
terkait layanan maupun operasional perusahaan, antara lain the Garuda Indonesia Contact Center at 021 2351 9999, which
melalui layanan Contact Center Garuda Indonesia di nomor 021 is accessible 24 hours a day for customers to obtain flight
2351 9999 yang dapat diakses 24 jam oleh pelanggan untuk information, customer service assistance, or to submit complaints
memperoleh informasi penerbangan, layanan pelanggan, maupun and feedback. Furthermore, the Company provides a reporting
menyampaikan keluhan dan masukan. Di samping itu, Perseroan mechanism through the Whistleblowing System (WBS), which
menyediakan mekanisme pelaporan melalui sistem Whistleblowing can be used by employees and other stakeholders to report
System (WBS) yang dapat dimanfaatkan oleh karyawan maupun suspected violations of the code of ethics, company regulations,
pemangku kepentingan lainnya untuk melaporkan dugaan or indications of fraudulent activity. All reports received through
pelanggaran terhadap kode etik, peraturan perusahaan, maupun this mechanism are followed up by the internal oversight function
indikasi tindakan kecurangan. Setiap laporan yang diterima melalui and communicated to management in accordance with applicable
mekanisme tersebut ditindaklanjuti oleh fungsi pengawasan internal procedures, while ensuring the confidentiality of the reporter’s
dan dikomunikasikan kepada manajemen sesuai dengan prosedur identity and providing protection for whistleblowers. To enhance
yang berlaku, dengan tetap menjamin kerahasiaan identitas serta the effectiveness of the WBS, the Company continuously
perlindungan bagi pelapor. Untuk meningkatkan efektivitas implements various dissemination methods to increase
penerapan WBS, Perseroan secara berkelanjutan melakukan understanding and awareness among all individuals, including
berbagai metode sosialisasi guna meningkatkan pemahaman dan employees and external parties collaborating with the Company.
kesadaran setiap individu, baik karyawan maupun pihak eksternal These efforts are implemented by refining internal regulations
yang bekerja sama dengan Perseroan. Upaya ini dilakukan melalui and policies and ensuring that the available WBS reporting
penyempurnaan ketentuan peraturan dan kebijakan internal serta channels are adequate and can be used optimally. All feedback,
memastikan bahwa saluran pelaporan WBS yang tersedia telah complaints, and reports received through these channels are
memadai dan dapat digunakan secara optimal. Setiap masukan, analyzed and followed up by the relevant units and reported to
keluhan, maupun laporan yang diterima melalui berbagai management as part of the process for policy evaluation, service
saluran tersebut dianalisis dan ditindaklanjuti oleh unit terkait, quality improvement, and strengthening the management of
serta dilaporkan kepada manajemen sebagai bagian dari proses environmental, social, and governance (ESG) issues.
evaluasi kebijakan, peningkatan kualitas layanan, serta penguatan
pengelolaan isu lingkungan, sosial, dan tata kelola (ESG).
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
IKHTISAR KINERJA
KEBERLANJUTAN [OJK B]
SUSTAINABILITY PERFORMANCE
HIGHLIGHTS [OJK B]
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
01. Sustainability Strategy and Policy Sustainability Performance Highlights
IKHTISAR KINERJA KEBERLANJUTAN [OJK B]
SUSTAINABILITY PERFORMANCE HIGHLIGHTS [OJK B]
Peringkat ASRRAT
ASRRAT Rating
2025 2024
93,68% 92,02%
PLATINUM GOLD
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
KINERJA ASPEK EKONOMI [OJK B.1, TR-AL- 000.A, TR-
AL-000.B, TR-AL-000.C, TR-AL-000.D, TR-AL-000.E, TR-AL-000.F, TR-
AF-000.A, TR-AF-000.B]
ECONOMIC PERFORMANCE [OJK B.1, TR-AL- 000.A, TR-AL-000.B, TR-
AL-000.C,TR-AL-000.D, TR-AL-000.E, TR-AL-000.F, TR-AF-000.A, TR-AF-000.B]
Uraian Satuan 2025 2024 2023
Description Unit
Kuantitas Produk Garuda
Indonesia Group Kegiatan Usaha
9 9 9
Product Quantity Garuda Business Activities
Indonesia Group
Jumlah Penumpang Garuda
Dalam Juta
Indonesia Group
Penumpang 21,2 23,7 20,0
Number of Passengers Garuda
In Million Passengers
Inonesia Group
Available seat kilometres
Dalam Miliar Rupiah
(ASK) Garuda Indonesia 38,9 39,6 32,8
In Billion Rupiah
Group
Seat load factor Garuda
% 79,7 78,9 72,4
Indonesia Group
Cargo Load Factor (CLF)
% 39,6 37,3 31,4
Garuda Indonesia Group
Revenue passenger kilometres Dalam Miliar USD
31,0 31,3 24,6
(RPK) Garuda Indonesia Group In Billion USD
Available Tonne Kilometers
Dalam Miliar Rupiah
Cargo (ATK) Garuda Indonesia 1.136,5 1.213,7 989,0
In Billion Rupiah
Group
Revenue Tonne Kilometers
Dalam Miliar Rupiah
Cargo (RTK) Garuda Indonesia 449,7 452,7 310,3
In Billion Rupiah
Group
Jumlah penerbangan
Number of departures Garuda (ref. RP)
147.648 163.269 145.500
Indonesia Group Number of flights
(ref. RP)
Average age of fleet
Tahun
Garuda Indonesia 13,5 12,9 11,8
Year
Tahun
Citilink 13,2 11,9 10,9
Year
Total Fleet 142
Armada
Garuda Indonesia 78 73 71
Fleet
Armada
Citilink 64 66 66
Fleet
119 (jumlah penerbangan
2 (recycle in-flight material &
menggunakan Sustainable
Produk ramah lingkungan Unit produk 6 (recycle in-flight uji coba bioavtur)
Aviation Fuel)
Eco-friendly products Product Unit material) 2 (recycle in-flight material
119 (total flights using
and bioavtur trial)
Sustainable Aviation Fuel)
Pendapatan Usaha Dalam Jutaan USD
3.216,6 3.416,5 2.936,6
Operating Revenue In Million USD
Laba/Rugi bersih Tahun
Berjalan Dalam Jutaan USD
(319,4) (69,8) 252,0
Net Profit/Loss for the Current In Million USD
Year
Pelibatan pemasok lokal 121 dari 176 125 dari 165
(barang dan jasa Perusahaan/ mitra 103 dari 142 (72,54%) (68,75%) (75,75%)
Involvement of Local (Products Companies/Partners 103 of 142 (72.54%) 121 of 176 125 of 165
and Services) Suppliers (68,75%) (75,75%)
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
02. Sustainability Strategy and Policy Sustainability Performance Highlights
KINERJA ASPEK LINGKUNGAN HIDUP [OJK B.2]
ENVIRONMENTAL PERFORMANCE [OJK B.2]
Uraian Satuan 2025 2024 2023
Description Unit
Penggunaan Listrik
Gigajoule 55.562,5 56.743,5 25.578,2*
Electricity Consumption
Penggunaan BBM
Oil Fuel Consumption
Avtur
Gigajoule 39.558.232 35.765.437 27.365.741
Jet fuel
Solar
Gigajoule 3.251,4 2.508,0 1.038,4
Diesel
Bensin
Gigajoule 79.182,7 105.635,0 77.733,4
Gasoline
Penggunaan Air (area Kantor Pusat Garuda City
Centre) Meter kubik
47.367 46.472 20.464
Water Consumption (Head Office of Garuda City Cubic Meter
Centre)
Pengurangan limbah elektronik, AC bekas, baterai/
accu bekas, lampu Ton
3,1 - 1.556
Reduction of electronics, used AC, used battery, and Tons
lamp wastes
Air Limbah dari Kantor Pusat
m3 37.894 37.398 13.932,16
Wastewater from Head Office
Pengurangan efluen
m3 - - -
Effluent reduction
Emisi GRK Cakupan 1
Ton CO2-eq 2.834.141,4 2.564.735,4 1.962.114,2
GHG Emission of Scope 1
Emisi GRK Cakupan 2
Ton CO2-eq 14.415,4 9.457,3 6.636,1
GHG Emission of Scope 2
Emisi GRK Cakupan 3
Ton CO2-eq 1.016,5 1.164,2 272,5
GHG Emission of Scope 3
Pengurangan emisi yang dihasilkan pada Program
Fuel Conservation
kgCO2 1.805.846 - 4.943.422
Reduction of produced emissions from the Fuel
Conservation Program
Pelestarian keanekaragaman hayati Batang pohon
2.000 7.800 6.059
Biodiversity conservation Trees
Repatriasi Tumbuhan dan Satwa Liar Tumbuhan/ Satwa Liar
83.749 2.450 -
Repatriation of Plants and Wildlife Plants/Wildlife
Keterangan:
*) Penggunaan listrik 2023 hanya berasal dari Kantor Pusat Garuda City Centre
Description:
*) Electricity consumption in 2023 was solely from the Garuda City Centre Headquarters
PELESTARIAN KEANEKARAGAMAN HAYATI BIODIVERSITY CONSERVATION
Sebagai bagian dari wujud komitmen terhadap upaya pelestarian As part of its commitment to biodiversity conservation, Garuda
keanekaragaman hayati, Garuda Indonesia turut ambil bagian Indonesia participates in a collaborative Mangrove Planting
dalam program kolaborasi Penanaman Mangrove yang program carried out together with several state-owned
direalisasikan bersama sejumlah BUMN. Program yang diinisiasi enterprises (SOEs). The program, initiated in December 2025,
sejak Desember 2025 tersebut berhasil menambah luas area successfully expanded the coastal green area in the Raja Ampat
hijau pesisir di wilayah Raja Ampat hingga 400 meter persegi. region by up to 400 square meters.
Bersama program tersebut, upaya kolaboratif juga diwujudkan dalam Alongside this program, collaborative efforts are also carried
program Rehabilitasi Terumbu Karang, yang hingga akhir tahun out through the Coral Reef Rehabilitation program, which by
2025 berhasil memulihkan area terumbu karang seluas 225 meter the end of 2025 successfully restored 225 square meters of
persegi di wilayah Raja Ampat. Tak hanya bertujuan memulihkan coral reef in the Raja Ampat region. In addition to restoring the
alam dari kerusakan, kedua program tersebut juga diharapkan environment from damage, both programs are also expected to
mampu mendukung keberlanjutan biota perairan dan pariwisata— support the sustainability of marine life and tourism, creating
yang mampu menjadi atraksi bagi wisatawan sekaligus menekan attractions for visitors while helping to reduce the risk of erosion
potensi abrasi di salah satu destinasi wisata super prioritas tersebut. in this super-priority tourist destination.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
KINERJA ASPEK SOSIAL [OJK B.3]
SOCIAL PERFORMANCE [OJK B.3]
Dalam menjalankan aktivitas operasionalnya, Perseroan In conducting its operational activities, the Company consistently
senantiasa berupaya memberikan dampak positif kepada strives to create a positive impact for its stakeholders. The positive
pemangku kepentingannya. Dampak positif yang diberikan impact on the community is achieved through the Company’s
kepada masyarakat yaitu dilakukan melalui berbagai aktivitas various social and environmental responsibility activities.
tanggung jawab sosial dan lingkungan Perseroan. Selain itu, Furthermore, the Company consistently provides a positive
Perseroan senantiasa memberikan dampak positif karyawan impact on employees by offering opportunities to develop their
berupa kesempatan dalam mengembangkan kompetensinya. competencies.
Uraian Satuan 2025 2024 2023
Description Unit
Pengelolaan Sumber Daya Manusia
Human Capital Management
Rata-Rata Jam Pelatihan Pegawai Jam/Pegawai
20 19 16
Average Employee Training Hours Hours/Employee
Biaya Pengembangan Kompetensi Per Tahun Dalam USD
10.875.845 8.241.159 6.715.333
Annual Competency Development Costs In USD
Biaya Pengembangan Kompetensi Per Pegawai Dalam USD
490,85 385 263
Employee Competency Development Cost In USD
Skala Likert
Employee Engagement 83 86 82
Likert Scale
Skala Likert
Employee Satisfaction 73 73 72
Likert Scale
Pengelolaan Pelanggan
Customer Management
Indeks Kepuasan Pelanggan Skala Likert
83,9 84,1 84,0
Customer Satisfaction Index Likert Scale
Net Promotor Score % 54,7 65,2 74,5
Pengelolaan Masyarakat
Community Management
Pengeluaran untuk masyarakat (CSR) Dalam USD
256.397 931.107 366.649
Community Expenditure (CSR) In USD
Keterangan:
*)Konversi dari Rupiah ke USD merujuk APBN 2024, kurs 1USD = Rp16.000
Description:
*)Conversion from Rupiah to USD according to APBN 2024, 1 USD = IDR 16,000
Namun demikian, aktivitas operasional Garuda Indonesia tidak Regardless, Garuda Indonesia’s operational activities are not
terlepas dari terjadinya dampak negatif berupa adanya potensi without negative impacts, including the potential occurrence
timbulnya kecelakaan kerja. Upaya mitigasi yang dilakukan of workplace accidents. Mitigation efforts include reporting
yaitu dengan melakukan pelaporan kepada internal unit yang incidents to the internal units responsible for health services, the
membidangi fasilitas Kesehatan, unit yang membidangi quality & Quality & Safety unit, and the Human Capital unit for workplace
safety serta Unit Human Capital berkaitan dengan klaim asuransi accident insurance claims, as well as issuing and publishing safety
kecelakaan kerja serta menerbitkan dan mempublikasikan safety information on situational awareness and integrating lessons
information terkait dengan situational awareness, menyampaikan learned into all training activities. During the reporting period,
sebagai lesson learn pada setiap akitivitas training dan sebagainya. the Company recorded 4 (four) workplace safety incidents. None
Sepanjang periode pelaporan, Perusahaan mencatat 4 (empat) of these incidents resulted in fatalities, but they were classified
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
02. Sustainability Strategy and Policy Sustainability Performance Highlights
kejadian insiden keselamatan kerja. Seluruh insiden tersebut tidak as Lost Time Injuries (LTI) because they temporarily prevented
mengakibatkan fatalitas, namun termasuk dalam kategori Lost the affected workers from performing their duties.
Time Injury (LTI) karena menyebabkan pekerja yang terdampak
tidak dapat melaksanakan tugasnya untuk sementara waktu.
Uraian Satuan 2025 2024 2023
Description Unit
Jumlah kecelakaan kerja Kejadian
4 3 11
Total Occupational Accidents Incident
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
PROFIL
PERUSAHAAN [OJK C]
COMPANY PROFILE [OJK C]
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
03. Sustainability Strategy and Policy Sustainability Performance Highlights
VISI, MISI, DAN NILAI KEBERLANJUTAN [OJK C.1]
VISION, MISSION, AND SUSTAINABILITY VALUES [OJK C.1]
Garuda Indonesia telah menetapkan visi dan misi yang selaras Garuda Indonesia has established a vision and mission aligned
dengan prinsip keberlanjutan. Dalam pernyataan visinya, with sustainability principles. In its vision statement, Garuda
tercermin bahwa Garuda Indonesia memiliki tujuan sebagai Indonesia expresses its goal of becoming a sustainable aviation
grup aviasi yang bekerlanjutan. Sejalan dengan itu, misi yang group. In line with this, its mission also reflects sustainability
diemban juga telah merepresentasikan nilai-nilai dan konsep values and concepts across all aspects of its operations.
keberlanjutan dalam setiap aspek operasionalnya.
Visi “TO BECOME A SUSTAINABLE AVIATION GROUP BY CONNECTING
INDONESIA ARCHIPELAGO AND BEYOND WHILE PASSIONATELY DELIVER
Vision
INDONESIAN HOSPITALITY TO THE WORLD”
“BUILDING A PROFITABLE AVIATION GROUP THROUGH STRONG BUSINESS
FUNDAMENTALS WHILE DELIVERING SERVICE EXCELLENCE AND FOCUSING ON Misi
HIGH STANDARD OF SAFETY AND SECURITY BY PROFESSIONAL AND PASSIONATE Mission
EMPLOYEES”
NILAI KEBERLANJUTAN SUSTAINABILITY VALUES
Sebagai bagian dari Badan Usaha Milik Negara, Perseroan memiliki As part of a State-Owned Enterprise, the Company bears a
tanggung jawab yang besar dalam mendukung pertumbuhan significant responsibility in supporting national economic growth,
ekonomi nasional, meningkatkan kesejahteraan sosial, serta enhancing social welfare, and creating extensive employment
menciptakan lapangan pekerjaan yang luas. Oleh karenanya, opportunities. Hence, strengthening the values of integrity and
penguatan nilai-nilai integritas dan profesionalisme menjadi sangat professionalism is crucial in driving excellent and sustainable
penting dalam mendorong kinerja yang unggul dan berkelanjutan. performance. The Company adheres to the core values of
Perseroan telah menganut dan menanamkan nilai-nilai utama SOEs human capital, the AKHLAK, an acronym for Trustworthy,
sumber daya manusia BUMN yang terdiri dari Amanah, Kompeten, Competent, Harmonious, Loyal, Adaptive, and Collaborative
Harmonis, Loyal, Adaptif dan Kolaboratif (AKHLAK). Dengan By implementing the AKHLAK values, the Company strives
menerapkan nilai AKHLAK, Perseroan berupaya memperkuat to strengthen the role of SOEs as the main driver of economic
peran BUMN sebagai penggerak utama pertumbuhan ekonomi, growth, the achievement of social welfare, job creation, and talent
pencapaian kesejahteraan sosial, penyedia lapangan pekerjaan, serta development. The AKHLAK values are not only the company’s
pengembang talenta. Nilai AKHLAK tidak hanya menjadi identitas identity but also a unifying work culture that drives a sustainable
perusahaan, tetapi juga pengikat budaya kerja yang mendorong and continuously evolving performance.
kinerja yang berkelanjutan dan terus berkembang.
Nilai-nilai utama AKHLAK selaras dengan nilai-nilai AKHLAK core values align with sustainability principles, as
keberlanjutan dengan penjelasan sebagai berikut. explained below.
1. Amanah 1. Amanah (Trustworthy)
Memiliki definisi “memegang teguh kepercayaan yang Defined as "holding firmly to the trust given," with behavioral
diberikan” dengan panduan perilaku: guidelines:
• Memenuhi janji dan komitmen; • Fulfilling promises and commitments;
• Bertanggungjawab atas tugas, keputusan, dan tindakan • Taking responsibility for tasks, decisions, and actions;
yang dilakukan;
• Berpegang teguh kepada nilai moral dan etika. • Holding steadfast to moral and ethical values.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
2. Kompeten 2. Kompeten (Competent)
Memiliki definisi “terus belajar dan mengembangkan Defined as “continuously learning and developing
kapabilitas” dengan panduan perilaku: capabilities” with the following behavioral guidelines:
• Meningkatkan kompetensi diri untuk menjawab tantangan • Enhancing personal competence to meet ever-changing
yang selalu berubah; challenges;
• Membantu orang lain belajar; • Helping others to learn;
• Menyelesaikan tugas dengan kualitas terbaik. • Completing tasks in the best quality.
3. Harmonis 3. Harmonis (Harmonious)
Memiliki definisi “saling peduli dan menghargai perbedaan” Defined as “caring and respecting differences” with the
dengan panduan perilaku: following behavioral guidelines:
• Menghargai setiap orang apapun latar belakangnya; • Respecting every person regardless of their background;
• Suka menolong orang lain; • Willing to help others;
• Membangun lingkungan kerja yang kondusif. • Creating a conducive work environment.
4. Loyal 4. Loyal
Memiliki definisi “berdedikasi dan mengutamakan Defined as “dedicated and prioritizing the interests of the
kepentingan bangsa dan negara” dengan panduan perilaku: nation and state” with the following behavioral guidelines:
• Menjaga nama baik sesama karyawan, pimpinan, BUMN, • Protecting the reputation of colleagues, leaders, SOEs,
dan Negara; and the country;
• Rela berkorban untuk mencapai tujuan yang lebih besar; • Willing to sacrifice for a greater goal;
• Patuh kepada pimpinan sepanjang tidak bertentangan • Obeying leaders as long as they do not conflict with
dengan hukum dan etika. law and ethics.
5. Adaptif 5. Adaptif (Adaptive)
Memiliki definisi “terus berinovasi dan antusias dalam Defined as “continuously innovating and being enthusiastic
menggerakkan ataupun menghadapi perubahan” dengan in driving or facing changes” with the following behavioral
panduan perilaku: guidelines:
• Cepat menyesuaikan diri untuk menjadi lebih baik; • Quickly adjusting to be better;
• Terus-menerus melakukan perbaikan mengikuti • Continuously improving in line with technological
perkembangan teknologi; developments;
• Bertindak proaktif. • Being proactive.
6. Kolaboratif 6. Kolaboratif (Collaborative)
Memiliki definisi “mendorong kerja sama yang sinergis” Defined as “encouraging synergistic cooperation” with the
dengan panduan perilaku: following behavioral guidelines:
• Memberi kesempatan kepada berbagai pihak untuk • Providing opportunities for various parties to contribute;
berkontribusi;
• Terbuka dalam bekerja sama untuk menghasilkan nilai • Being open to collaborate to generate added value;
tambah;
• Menggerakkan pemanfaatan berbagai sumber daya • Mobilizing the utilization of various resources for common
untuk tujuan bersama. goals.
Sebagai Core Values BUMN dan Garuda Indonesia
As The Core Values of Soes and Garuda Indonesia
SEBAGAI CORE VALUES BUMN DAN GARUDA Kami Berdedikasi dan Mengutamakan
AKHLAK INDONESIA LOYAL Kepentingan Bangsa dan Negara
AS THE CORE VALUES OF SOEs AND We Are Dedicated and Prioritize Mutual
GARUDA INDONESIA Interests
Kami Terus Berinovasi dan Antusias Dalam
Kami Memegang Teguh Kepercayaan yang ADAPTIF Menggerakkan ataupun Menghadapi
AMANAH Diberikan Perubahan
We Firmly Uphold the Trust Given We Continuously Innovate and are
Enthusiastic about Driving or Facing Changes
Kami Terus Belajar dan Mengembangkan Kami Membangun Kerja Sama yang Sinergis
KOMPETEN Kapabilitas KOLABORATIF We Build Synergistic Collaboration
We Continuously Learn and Develop
Capabilities
Kami Saling Peduli dan Menghargai
HARMONIS Perbedaan
We Care for Others and Respect Differences
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PT Garuda Indonesia (Persero) Tbk
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
03. Sustainability Strategy and Policy Sustainability Performance Highlights
IDENTITAS PERUSAHAAN [OJK C.2, GRI 2-1, GRI 2-6]
COMPANY IDENTITY [OJK C.2, GRI 2-1, GRI 2-6]
Nama Perusahaan [GRI 2-1]
Company Name [GRI 2-1] PT Garuda Indonesia (Persero) Tbk.
Nama Merek
Brand Name Garuda Indonesia
Jasa Angkutan Udara Niaga Tanggal Pendirian 31 Maret 1950
Bidang Usaha [GRI 2-6] March 31, 1950
Establishment Date
Business Line [GRI 2-6] Commercial Air Transportation
Services
Dasar Hukum Pendirian Akta No. 137 tanggal 31 Maret 1950 dibuat di hadapan Raden Kadiman, Notaris di Jakarta, yang
Legal Basis of Establishment telah disetujui oleh Menteri Kehakiman Republik Indonesia Serikat sebagaimana tertuang
dalam Keputusan No. J.A.5/12/10 tanggal 31 Maret 1950 dan diumumkan pada Berita Negara
Republik Indonesia Serikat No. 30 tanggal 12 Mei 1950, tambahan No. 136.
Deed No. 137, dated March 31, 1950, passed before Raden Kadiman, a Notary in Jakarta, which
was approved by the Minister of Justice of the Republic of Indonesia based on Decree No.
J.A.5/12/10, dated March 31, 1950, and announced in the State Gazette of the Republic of
Indonesia No. 30, dated May 12, 1950, Supplement No. 136
Status dan Bentuk Badan
Hukum Perusahaan Tercatat
Legal Status and Corporate Listed Company
Form
Kepemilikan [GRI 2-1] • Negara Republik Indonesia 1 lembar • Republic of Indonesia: 1 share of A
Ownership [GRI 2-1] saham A Dwiwarna (0,00%) Dwiwarna (0.00%)
• PT Danantara Asset Management • PT Danantara Asset Management
(Persero) (92,03%)
(Persero) (92.03%)
• Publik (7,92%)
• Public (7.92%)
Modal Dasar Modal Dasar Perseroan berjumlah Rp100.000.000.000.000 yang terbagi atas 907.382.928.511
Authorized Capital saham yang terdiri dari:
1. 1 lembar Saham Seri A Dwiwarna dengan nilai nominal sebesar Rp459
2. 25.886.576.253 Saham Seri B dengan nominal sebesar Rp459 dengan nilai nominal
seluruhnya sebesar Rp11.881.938.500.127
3. 181.866.405.621 Saham Seri C dengan nilai nominal saham sebesar Rp196 per lembar
saham dan nilai seluruhnya sebesar Rp35.645.815.501.716
4. 699.629.946.636 Saham Seri D dengan nilai nominal saham sebesar Rp75 per lembar
saham dan nilai seluruhnya sebesar Rp52.472.245.997.700
The Company’s authorized capital amounts to IDR100,000,000,000,000, divided into
907,382,928,511 shares, consisting of:
1. 1 Series A Dual-Class Share with a par value of IDR459
2. 25,886,576,253 Series B Shares with a par value of IDR459, totaling IDR11,881,938,500,127
3. 181,866,405,621 Series C Shares with a par value of IDR196 per share and a total par value
of Rp35,645,815,501,716
4. 699,629,946,636 Series D Shares with a par value of IDR75 per share and a total par value
of Rp52,472,245,997,700
Pencatatan di Bursa 11 Februari 2011 Kode Saham GIAA
Efek Indonesia February 11, 2011 Ticker Code
Listing on the Indonesia
Stock Exchange
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Modal Ditempatkan dan Dari modal tersebut telah ditempatkan dan disetor 44,86% atau sejumlah 407.091.703.837
Disetor Penuh saham dengan nilai nominal seluruhnya sebesar Rp48.409.222.186.854 yang terdiri dari:
Issued and Paid-up Capital 1. 1 Saham Seri A Dwiwarna, dengan nilai nominal sebesar Rp459
2. 25.886.576.253 Saham Seri B dengan nominal sebesar Rp459 dengan nilai nominal
seluruhnya sebesar Rp11.881.938.500.127
3. 65.594.207.583 Saham Seri C dengan nominal seluruhnya sebesar Rp12.856.464.686.286
4. 315.610.920.000 Saham Seri D dengan nilai nominal seluruhnya sebesar
Rp23.670.819.000.000
Of the authorized capital, 44.86% or 407,091,703,837 shares have been issued and fully paid,
with a total nominal value of IDR 48,409,222,186,854, consisting of:
1. 1 Series A Dwiwarna Share with a nominal value of IDR 459
2. 25,886,576,253 Series B Shares with a nominal value of IDR 459 per share, with a total
nominal value of IDR 11,881,938,500,127
3. 65,594,207,583 Series C Shares with a total nominal value of IDR 12,856,464,686,286
4. 315,610,920,000 Series D Shares with a total nominal value of IDR 23,670,819,000,000
Jumlah Armada 142 armada (78 armada dioperasikan oleh Garuda Indonesia Main Brand dan 64 armada
Total Fleets dioperasikan oleh Citilink)
142 fleets (78 were operated by Garuda Indonesia Main Brand and the other 64 were operated
by Citilink)
Jumlah Destinasi • 19 Internasional (41 Rute) • 19 International (41 routes)
Penerbangan • 38 Domestik (102 Rute) • 38 Domestic (102 routes)
Number of Flight Destinations
Entitas Anak • PT Aero Wisata • PT Aero Systems Indonesia
Subsidiaries • PT Sabre Travel Network Indonesia • PT Citilink Indonesia
• PT Garuda Maintenance Facility Aero • Garuda Indonesia Holiday France S.A.S.
Asia Tbk
Jumlah Pegawai [OJK C.3] 5.154 Pegawai per 31 Desember 2025 (Garuda Indonesia).
Total Employees [OJK C.3] 5,154 Employees as of December 31, 2025 (Garuda Indonesia).
Akses Informasi [GRI 2-1] Alamat Kantor Pusat Head Office Address
Contact Address [GRI 2-1] Gedung Garuda Indonesia Garuda Indonesia Building
Jl. Kebon Sirih No. 46A Jl. Kebon Sirih No. 46A
Jakarta – 10110, Indonesia Jakarta – 10110, Indonesia
Alamat Kantor Manajemen: Management Office Address:
Gedung Manajemen Garuda Garuda Management Building
Garuda City, Bandar Udara Internasional Garuda City, Soekarno Hatta International
Soekarno - Hatta Airport
Tangerang - 15111, Indonesia Tangerang - 15111, Indonesia
PO BOX 1004 TNG BUSH PO BOX 1004 TNG BUSH
Corporate Secretary & TJSL Group Head Corporate Secretary & TJSL Group Head
Andreas Tumpal H. Hutapea Andreas Tumpal H. Hutapea
Corporate Secretary & TJSL Group Head Corporate Secretary & TJSL Group Head
Email: andreas.hutapea@garuda-indonesia. Email: andreas.hutapea@garuda-indonesia.
com com
Telp: 021-25601935 Phone: 021-25601935
Corporate Communication & Investor Corporate Communication & Investor Relations
Relations Group Head Group Head
Harsya Denny Suryo Harsya Denny Suryo
Email: Denny.suryo@garuda-indonesia.com Email: Denny.suryo@garuda-indonesia.com
Telp: 021-25601201 Phone: 021-25601201
Contact Center: Contact Center:
0804 1 807 807/021 2351 9999 0804 1 807 807/021 2351 9999
Layanan Contact Center tersedia selama 24 Contact Center services are available 24 hours
jam sehari dan 7 hari seminggu serta dapat a day and 7 days a week and can be accessed
diakses dari seluruh dunia (International Toll from all over the world (International Toll-Free
Free Service/ITFS) Service/ITFS)
Email: Email:
customer@garuda-indonesia.com customer@garuda-indonesia.com
Situs Web: Website:
www.garuda-indonesia.com www.garuda-indonesia.com
Media Sosial Social Media
X (Twitter): @IndonesiaGaruda X (Twitter): @IndonesiaGaruda
Facebook: Garuda Indonesia Facebook: Garuda Indonesia
Instagram: garuda.indonesia Instagram: garuda.indonesia
YouTube Channel: Garuda Indonesia YouTube Channel: Garuda Indonesia
TikTok: garuda.indonesia TikTok: garuda.indonesia
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
03. Sustainability Strategy and Policy Sustainability Performance Highlights
SKALA PERUSAHAAN [OJK C.3]
COMPANY SCALE [OJK C.3]
Rincian terkait skala perusahaan disajikan pada tabel di bawah ini: Details regarding the company's scale are presented in the table
below: As of the end of the reporting period, Garuda
Uraian Satuan 2025 2024 2023
Description Unit
Pendapatan Usaha Dalam Juta USD
3.216,6 3.416,5 2.936,6
Operating revenues In Million USD
Total Aset Dalam Juta USD
7.431,6 6.618,6 6.727,6
Total Assets In Million USD
Total Liabilitas Dalam Juta USD
7.339,7 7.970,5 8.010,4
Total Liabilities In Million USD
Total Ekuitas Dalam Juta USD
91,9 (1.351,9) (1.282,7)
Total Equity In Million USD
• Negara Republik
Indonesia 1 lembar
saham A Dwiwarna • Pemerintah Negara • Pemerintah Negara
(0,00%) Republik Indonesia Republik Indonesia
• PT Danantara (64,54%) (64,54%)
Asset Management • PT Trans Airways • PT Trans Airways
(Persero) (92,03%) (8,00%) (8,00%)
Nama Pemegang Saham dan Persentase • Publik (7,97%) • Publik (27,46%) • Publik (27,46%)
Names of Shareholders and Their
Percentage • Republic of • Government of • Government of
Indonesia: 1 share the Republic of the Republic of
of A Dwiwarna Indonesia (64.54%) Indonesia (64.54%)
(0.00%) • PT Trans Airways • PT Trans Airways
• PT Danantara (8.00%) (8.00%)
Asset Management • Public (27.46%) • Public (27.46%)
(Persero) (92.03%)
• Public (7.97%)
Jumlah Pegawai (Garuda Indonesia) Orang
5.154 4.502 4.401
Total Employees (Garuda Indonesia Employees
Jumlah Anak Perusahaan (Garuda
Indonesia) Entitas Anak
6 6 6
Number of Subsidiaries (Garuda Subsidiaries
Indonesia)
Jumlah Strategic Business Unit
(Garuda Indonesia) Unit
2 2 2
Number of Strategic Business Units Units
(Garuda Indonesia)
Jumlah Kantor Perwakilan (Kantor
Cabang Domestik, Internasional, Sales
Office dan Airport Tickecting Office)
(Garuda Indonesia) Kantor Perwakilan
Number of Representative Offices Representative 82 121 115
(Domestic & International Branch Offices, Offices
Sales Offices, and Airport Ticketing
Offices)
(Garuda Indonesia)
Jumlah Armada
(Garuda Indonesia & Entitas anak
Armada
Indonesia) 142 139 137
Fleets
Total Fleets
(Garuda Indonesia & Subsidiaries)
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INFORMATION ON EMPLOYEES
INFORMASI MENGENAI PEGAWAI [OJK C.3, GRI 2-7, 2-8, TR-AF-000.C]
[OJK C.3, GRI 2-7, 2-8, TR-AF-000.C]
As of the end of the reporting period, Garuda Indonesia had a total
Hingga akhir periode pelaporan, jumlah pegawai Garuda Indonesia of 5,154 employees, consisting of 3,983 permanent employees,
sebanyak 5.154 orang pegawai yang terdiri dari 3.983 orang 835 contract employees (16.2%), and 336 interns (6.52%). A
pegawai tetap, 835 orang pegawai kontrak (16,2%) dan 336 orang permanent employee is an individual who has completed a
siswa (6,52%). Pegawai tetap merupakan seseorang yang telah probationary period, met the required job qualifications, and
melalui masa percobaan dan memenuhi persyaratan jabatan yang has been appointed through an official decision letter. A contract
ditentukan serta diangkat dalam suatu surat Keputusan, Pegawai employee is an individual who works under an employment
kontrak merupakan seseorang yang bekerja di dalam hubungan agreement for a specified period with the Company. Meanwhile,
kerja berdasarkan perjanjian kerja untuk waktu tertentu dengan a student refers to someone undergoing education and training
Perusahaan Sedangkan, siswa yang dimaksud adalah seseorang within the Company. Garuda Indonesia does not classify
yang menjalankan proses pendidikan dan pelatihan di Perusahaan. employees based on working hours, such as full-time and
Garuda Indonesia tidak membagi pegawai berdasarkan waktu kerja part-time employees, and does not have nonguaranteed hours
yaitu penuh waktu dan paruh waktu serta tidak memiliki pegawai employees. Therefore, all employees of the Company are full-
non-guaranteed hours employees, sehingga seluruh pegawai time employees
Perseroan merupakan karyawan penuh waktu.
In addition, Garuda Indonesia manages an internship program
Selain itu, Garuda Indonesia memiliki program magang sebagai as part of the Company's commitment to society, providing
salah satu komitmen Perseroan kepada masyarakat dalam opportunities for students or fresh graduates to build
memberikan kesempatan kepada mahasiswa ataupun lulusan baru competencies, expand their knowledge, and gain real-world
untuk dapat membangun kompetensi, memperluas wawasan dan work experience. The Company actively participates in the
mendapatkan pengalaman nyata di dunia kerja. Perseroan secara Certified Student Internship Program (PMMB) organized by
aktif berpartisipasi dalam Program Magang Mahasiswa Bersertifikat the Indonesian Human Capital Forum (FHCI) of State-Owned
(PMMB) dari FHCI BUMN serta program magang Garuda Indonesia. Enterprises and the Garuda Indonesia internship program. In
Pada tahun 2025, Garuda Indonesia telah menerima 336 orang 2025, Garuda Indonesia accepted 336 interns, most of whom
pekerja magang yang mayoritas di tempatkan Head Office. were placed at the Head Office.
This report used the headcount method as of December 31, 2023,
Metode penyusunan laporan ini menggunakan in head count per 31 2024, and 2025. There were no significant fluctuations in the
Desember 2023, 2024, dann 2025. Tidak terdapat fluktuasi jumlah number of employees during the reporting period or between
karyawan yang signifikan selama peiode pelaporan maupun antar reporting periods. The employee demographics are as follows:
periode pelaporan. Demografi karyawan adalah sebagai berikut.
EMPLOYEE COMPOSITION BY GENDER
KOMPOSISI PEGAWAI BERDASARKAN JENIS
KELAMIN
Tabel Komposisi Pegawai Berdasarkan Jenis Kelamin
Table of Employee Composition by Gender
(dalam satuan orang)
(in person)
Jenis Kelamin 2025 2024 2023
Gender
Pria
2.383 2.278 2.283
Male
Wanita
2.771 2.224 2.118
Female
Jumlah
5.154 4.502 4.401
Total
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
KOMPOSISI PEGAWAI BERDASARKAN LEVEL EMPLOYEE COMPOSITION BY ORGANIZATIONAL
ORGANISASI DAN JENIS KELAMIN LEVEL AND GENDER
Tabel Komposisi Pegawai Berdasarkan Level Organisasi dan Jenis Kelamin
Table of Employee Composition by Organizational Level and Gender
(dalam satuan orang)
(in person)
Level Organisasi 2025 2024 2023
Organizational Level
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Direksi
8 - 8 5 1 6 6 - 6
Board of Directors
Vice President 25 6 31 32 6 38 30 7 37
Senior Manager 138 61 199 144 58 202 138 52 190
Manager 115 114 229 279 226 505 307 226 533
Staf
2.097 2.590 4.687 1.818 1.933 3.751 1.802 1.833 3.635
Staff
Jumlah
2.383 2.771 5.154 2.278 2.224 4.502 2.283 2.118 4.401
Total
KOMPOSISI PEGAWAI BERDASARKAN USIA DAN EMPLOYEE COMPOSITION BY AGE AND GENDER
JENIS KELAMIN
Tabel Komposisi Pegawai Berdasarkan Usia dan Jenis Kelamin
Table of Employee Composition by Age and Gender
(dalam satuan orang)
(in person)
Usia 2025 2024 2023
Age
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
>50 tahun
392 300 692 412 295 707 454 289 743
>50 years old
41 – 50 tahun
398 157 555 368 137 505 355 163 518
41 - 50 years old
31 – 40 tahun
1.151 1.390 2.541 1.127 1.229 2.356 1.096 1.104 2.200
31 - 40 years old
21 – 30 tahun
442 924 1.366 371 563 934 378 562 940
21 – 30 years old
Jumlah
2.383 2.771 5.154 2.278 2.224 4.502 2.283 2.118 4.401
Total
KOMPOSISI PEGAWAI BERDASARKAN TINGKAT EMPLOYEE COMPOSITION BY EDUCATIONAL LEVEL
PENDIDIKAN DAN JENIS KELAMIN AND GENDER
Tabel Komposisi Pegawai Berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Table of Employee Composition by Educational Level and Gender
(dalam satuan orang)
(in person)
Tingkat Pendidikan 2025 2024 2023
Educational Level
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
S3
- 2 2 3 3 6 3 3 6
Doctorate Degree
S2
153 89 242 139 79 218 144 72 216
Master’s Degree
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Komposisi Pegawai Berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Table of Employee Composition by Educational Level and Gender
(dalam satuan orang)
(in person)
Tingkat Pendidikan 2025 2024 2023
Educational Level
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
S1
897 1.281 2.178 784 877 1661 714 741 1.455
Bachelor’s Degree
Sarjana Muda Diploma
714 263 977 711 192 903 737 193 930
Diploma
SMA
619 1.136 1.755 641 1073 1714 685 1.109 1.794
Senior High school
Jumlah
2.383 2.771 5.154 2.278 2.224 4.502 2.283 2.118 4.401
Total
KOMPOSISI PEGAWAI BERDASARKAN STATUS EMPLOYEE COMPOSITION BY EMPLOYMENT
KEPEGAWAIAN DAN JENIS KELAMIN STATUS AND GENDER
Tabel Komposisi Pegawai Berdasarkan Status Kepegawaian dan Jenis Kelamin
Table of Employee Composition by Employment Status and Gender
(dalam satuan orang)
(in person)
Status Kepegawaian 2025 2024 2023
Employment Status
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Pegawai Tetap
2.015 1.968 3.983 2.090 2.017 4.107 2.129 2.032 4.161
Permanent Employee
Pegawai Kontrak
270 565 835 171 154 325 59 45 104
Contract Employee
Siswa
98 238 336 17 53 70 95 41 136
Student
Jumlah
2.383 2.771 5.154 2.278 2.224 4.502 2.283 2.118 4.401
Total
KOMPOSISI PEGAWAI BERDASARKAN WILAYAH EMPLOYEE COMPOSITION BY WORKING AREAS
KERJA DAN JENIS KELAMIN AND GENDER
Tabel Komposisi Pegawai Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Employee Composition by Working Areas and Gender
(dalam satuan orang)
(in person)
Wilayah Kerja 2025 2024 2023
Work Area
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Dalam Negeri
2.292 2.681 4.973 2.195 2.143 4338 2216 2051 4267
Domestic
Luar Negeri
91 90 181 83 81 164 67 67 134
International
Jumlah
2.383 2.771 5.154 2.278 2.224 4.502 2.283 2.118 4.401
Total
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
KOMPOSISI PEGAWAI TETAP BERDASARKAN PERMANENT EMPLOYEE COMPOSITION BY
WILAYAH KERJA DAN JENIS KELAMIN WORKING AREAS AND GENDER
Tabel Komposisi Pegawai Tetap Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Permanent Employee Composition by Working Areas and Gender
(dalam satuan orang)
(in person)
Wilayah Kerja 2025 2024 2023
Work Area
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Dalam Negeri
1.938 1.890 3.828 2.015 1.944 3.959 2.068 1.968 4.036
Domestic
Luar Negeri
77 78 155 75 73 148 61 64 125
International
Jumlah
2.015 1.968 3.983 2.090 2.017 4.107 2.129 2.032 4.161
Total
KOMPOSISI PEGAWAI KONTRAK BERDASARKAN CONTRACT EMPLOYEE COMPOSITION BY WORKING
WILAYAH KERJA DAN JENIS KELAMIN AREAS AND GENDER
Tabel Komposisi Pegawai Kontrak Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Contract Employee Composition by Working Areas and Gender
(dalam satuan orang)
(in person)
Wilayah Kerja 2025 2024 2023
Work Area
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Dalam Negeri
256 553 809 163 146 309 59 45 104
Domestic
Luar Negeri
14 12 26 8 8 16 0 0 0
International
Jumlah
270 565 835 171 154 325 59 45 104
Total
KOMPOSISI SISWA BERDASARKAN WILAYAH INTERN COMPOSITION BY WORKING AREAS AND
KERJA DAN JENIS KELAMIN GENDER
Tabel Komposisi Siswa Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Intern Composition by Working Areas and Gender
(dalam satuan orang)
(in person)
Wilayah Kerja 2025 2024 2023
Work Area
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Dalam Negeri
98 238 336 17 53 70 89 38 127
Domestic
Luar Negeri
- - - 0 0 0 6 3 9
International
Jumlah
98 238 336 17 53 70 95 41 136
Total
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
KOMPOSISI PEKERJA NON PEGAWAI LANGSUNG ON-STAFF WORKERS COMPOSITION BY WORKING
BERDASARKAN WILAYAH KERJA DAN JENIS AREAS AND GENDER [GRI 2-8]
KELAMIN [GRI 2-8]
Tabel Komposisi Pekerja Non Pegawai Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Non-Staff Workers Composition by Working Areas and Gender
(dalam satuan orang)
(in person)
Pekerja 2025 2024 2023
Non Pegawai
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Pekerja Magang
98 238 336 33 36 69 37 24 61
Interns
Pekerja Alih Daya
- - - 851 560 1.411 866 512 1.378
Outsourced Employee
Jumlah
98 238 336 884 596 1.480 903 536 1.439
Total
WILAYAH OPERASIONAL [OJK C.2, C.3, GRI 2-1] OPERATIONAL AREAS [OJK C.2, C.3, GRI 2-1]
Sampai dengan akhir tahun 2025, Garuda Indonesia memiliki By the end of 2025, Garuda Indonesia will operate 41 branch
41 Kantor Cabang yang tersebar di seluruh wilayah Indonesia offices across Indonesia and internationally, along with various
dan Internasional serta memiliki berbagai Kantor Layanan other service offices. The number of Garuda Indonesia's
lainnya. Jumlah destinasi Garuda Indonesia per akhir tahun destinations by the end of 2025 was 102 flight routes to 38
2025 berjumlah 102 rute penerbangan ke 38 destinasi domestik domestic destinations and 41 flight routes to 19 international
serta 41 rute penerbangan ke 19 destinasi internasional. destinations.
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
Alamat lengkap kantor cabang domestik,
kantor cabang internasional, Passenger
Agent (PSA), Garuda Indonesia Cargo
Regional, dan Cargo Service Centre (CSC)
disampaikan di Laporan Tahunan Garuda
Indonesia Tahun 2025.
The addresses of domestic branch offices,
international branch offices, Passenger
Sales Agents (PSA), Garuda Indonesia
Cargo Regional offices, and Cargo Service
Centers (CSC) are presented in the
Destinasi Domestik Company's 2025 Annual Report.
Domestic Destinations
BTJ
MES
BTH
TNJ
PKU
PDG
PNK BPN
DJB PGK
SRI
PKY
PLM
BTJ
BKS
TKG
CGK
SRG
HLP
MLG
SOC
SUB
AMI
YIA
DPS
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Jenis Kantor Cabang Gerai General Sales Agent
Type Branch Office Branch
Domestik
45 15 -
Domestic
Sumatera
11 1 -
Sumatra
Jawa
13 10 -
Java
Bali, NTT dan NTB
Bali, East Nusa
5 - -
Tenggara, and West
Nusa Tenggara
Kalimantan 5 - -
Sulawesi 5 - -
Papua dan Maluku
6 4 -
Papua and Maluku
Internasional
17 - 18
International
Jumlah
62 15 18
Total
38 Destinasi Domestik
Domestic Destination 44 Rute Domestik
Domestic Route
MDC
GTO TTE
PLW SOQ
AMQ
DJJ
KDI
UPG
TIM
LBJ
MKQ
KOE
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
Destinasi Internasional
International Destinations
AMS
DOH
MED
JED
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
20 Rute Penerbangan
Flight Routes 15 Destinasi Internasional
Internasional Destination
ICN
HND
NRT
PVG
CAN
HKG
BKK
KUL
SIN
SYD
MEL
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
KEGIATAN USAHA YANG DIJALANKAN [OJK C.4, GRI 2-6]
BUSINESS ACTIVITIES PERFORMED [OJK C.4, GRI 2-6]
Garuda Indonesia menjalankan kegiatan operasionalnya sesuai Garuda Indonesia conducts its operations in accordance with
dengan Pasal 3 Anggaran Dasar Perseroan sebagaimana termuat Article 3 of the Company’s Articles of Association as set forth
dalam Akta No. 37 tanggal 20 Januari 2026 yang dibuat di in Deed No. 37 dated January 20, 2026, executed before Aulia
hadapan Aulia Taufani, S.H.,, Notaris di Kota Administrasi Jakarta Taufani, S.H., a Notary in the Administrative City of South Jakarta,
Selatan, yang penerimaan pemberitahuan perubahan anggaran whose notification of amendments to the Articles of Association
dasarnya telah diterima dan dicatat di dalam Sistem Administrasi has been received and recorded in the Legal Entity Administration
Badan Hukum Kementerian Hukum Republik Indonesia melalui System of the Ministry of Law of the Republic of Indonesia via
Surat No. AHU-AH.01.03-0035480 tanggal 9 Februari 2026, Letter No. AHU-AH.01.03-0035480 dated February 9, 2026;
ruang lingkup kegiatan usaha Perseroan mencakup kegiatan the scope of the Company’s business activities encompasses
usaha utama dan pendukung sesuai ketentuan dan peraturan primary and supporting business activities in accordance with
perundang-undangan yang berlaku. Penjelasan kegiatan usaha applicable laws and regulations. A detailed explanation of the
utama dan pendukung menurut Anggaran Dasar serta kegiatan primary and supporting business activities as stipulated in the
yang sudah dijalankan secara lengkap telah disampaikan pada Articles of Association, as well as the activities already carried
Laporan Tahunan bagian Profil Perusahaan tahun 2025. out, has been provided in the 2025 Annual Report under the
Company Profile section.
RANTAI NILAI DAN HUBUNGAN BISNIS LAINNYA
VALUE CHAIN AND OTHER BUSINESS RELATIONSHIPS
RANTAI NILAI VALUE CHAIN
AKTIVITAS ORGANISASI, PRODUK, LAYANAN DAN ORGANIZATIONAL ACTIVITIES, PRODUCTS,
PASAR YANG DILAYANI [C.4, GRI 2-6] SERVICES, AND SERVED MARKETS [C.4, GRI 2-6]
Penyediaan produk dan layanan Perseroan telah memenuhi standar The Company’s products and services have complied with
internasional yang dikemas dalam konsep Garuda Indonesia international standards, encapsulated in the Garuda Indonesia
Experience, yakni pengalaman perjalanan yang terintegrasi mulai Experience concept—an integrated travel experience spanning
dari tahap pre-flight, in-flight, hingga post-flight, yang dirancang the pre-flight, in-flight, and post-flight stages, designed to cater
untuk memanjakan kelima panca indra penumpang. to passengers’ five senses.
Slight Pengalaman visual yang memanjakan mata penumpang
A visually appealing experience for passengers
Sound Menghadirkan Garuda Indonesia Experience melalui perangkat mutakhir Audio & Video on Demand (AVOD).
Advanced Audio & Video on Demand (AVOD) technology to enhance immersive in-flight entertainment experience.
Membawa aroma yang menyegarkan sekaligus menenangkan di kantor
Scent penjualan dan lounge.
Refreshing and calming fragrances are present around sales offices
and lounges.
Taste Menyuguhkan cita rasa makanan dan minuman khas nusantara.
A culinary journey featuring authentic Indonesian flavors.
Touch Menghadirkan konsep touch yang tercermin dalam layanan tulus dan bersahabat.
Genuine and attentive service, reflecting the warmth and hospitality of Indonesia.
Produk dan jasa yang dimiliki oleh Perseroan antara lain Jasa The Company's portfolio includes Aviation Services, Aircraft
Penerbangan, Jasa Pemeliharaan Pesawat, Jasa Lainnya dan Maintenance Services, Other Services, and Fleet Development. A
Pengembangan Armada. Penjelasan lengkap terkait produk dan detailed description of these products and services is provided in
jasa telah disampaikan pada Laporan Tahunan Garuda Indonesia the Garuda Indonesia 2025 Annual Report under the Company
tahun 2025 bagian Profil Perusahaan. Profile section.
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RANTAI PASOK [GRI 2-6] SUPPLY CHAIN [GRI 2-6]
Dalam rangka menunjang aktivitas bisnisnya, Garuda Indonesia To support its business operations, Garuda Indonesia collaborates
telah melibatkan berbagai pemasok barang dan jasa yang with various suppliers, including providers of fuel, ground
meliputi pemasok penyedia fuel, ground handling, catering, handling, catering, consultancy, and other essential services.
konsultan, dan lainnya. Sepanjang tahun 2025, Garuda Throughout 2025, the Company has partnered with 126 local
Indonesia telah bekerja sama dengan 126 pemasok lokal dan and 42 international suppliers. Further details regarding utilizing
42 pemasok yang berasal dari luar negeri. Informasi penggunaan local suppliers are provided in the Procurement of Goods and
pemasok lokal lebih lengkap telah disampaikan pada Laporan Services section of the Sustainability Report.
Keberlanjutan ini bagian Pengadaan Barang dan Jasa.
Penerapan rantai pasokan terhadap penyediaan pesawat terbang The implementation of the supply chain to the provision of aircraft
berdasarkan Keputusan Fleet Plan yang terdapat dalam Rencana is based on the Fleet Plan Decision contained in the Basic Production
Pokok Produksi (RPP). Proses penyediaan pesawat telah terdapat Plan (RPP). The aircraft provisioning process is contained in the
di dalam Manual Penyediaan dan Pengelolaan Pesawat. Dalam hal Aircraft Supply and Management Manual. In terms of performance
peningkatan kualitas kinerja, Perseroan telah memperbarui prosedur quality improvement, the Company has updated the procedures
agar lebih sesuai dengan perkembangan terkini. Penetapan indikator to be more in line with the latest developments. The determination
keberhasilan dalam penerapan program penyediaan pesawat of success indicators in the implementation of the aircraft supply
terbang telah tercantum dalam Key Performance Indicator (KPI) program has been stated in the Key Performance Indicator (KPI),
yaitu perbandingan antara kebutuhan pesawat yang direncanakan namely the comparison between the planned aircraft requirements
dan jumlah pesawat yang berhasil didatangkan. Monitoring kinerja and the number of aircrafts successfully delivered. Monitoring of
rantai pasokan dilakukan secara berkala, seiring dengan pelaporan supply chain performance is done regularly, along with monthly
bulanan pencapaian KPI pemenuhan pesawat. reporting on the achievement of aircraft fulfillment KPIs.
Selain itu, Garuda Indonesia telah melakukan evaluasi atau Moreover, Garuda Indonesia has evaluated or assessed the
penilaian terhadap para lessor (pihak penyewa pesawat) yang lessors involved in Hajj flight operations through a lessor
terlibat dalam operasional penerbangan haji melalui proses assessment process. This assessment is conducted to ensure
lessor assessment. Penilaian ini dilakukan untuk memastikan that the services and cooperation of the lessors are in line with the
bahwa layanan dan kerja sama dari lessor sesuai dengan standar expected standards. The indicators used in the lessor assessment
yang diharapkan. Adapun indikator-indikator yang digunakan include: punctuality, quality of communication and cooperation
dalam lessor assessor antara lain: ketepatan waktu, kualitas of personnel and technical problems, cargo, accommodation,
komunikasi dan kerja sama personil dan technical problem, cargo, personnel capabilities, flexibility and proactive attitude, an
akomodasi, kemampuan personil, fleksibilitas dan sikap proaktif, exhaustive set of cabin equipment, as well as documentation
kelengkapan cabin equipment, serta dokumentasi dan pelaporan. and reporting.
ENTITAS HILIR [GRI 2-6] DOWNSTREAM ENTITIES [GRI 2-6]
Garuda Indonesia senantiasa meningkatkan sinergi bisnis dengan Garuda Indonesia continuously strengthens business synergies
Entitas Anak. Sinergi tersebut adalah sebagai berikut. with its subsidiaries, as detailed below:
ENTITAS ANAK SINERGI
SUBSIDIARIES SYNERGY
Perusahaan yang bergerak di bidang usaha jasa penyediaan barang dan/atau jasa yang bermutu tinggi
dan berdaya saling kuat di bidang usaha pariwisata dan jasa pendukung angkutan udara dengan tujuan
PT Aero Wisata menjadi penyedia layanan terdepan pada industri hospitality dan wisata nasional.
Provides high-quality and mutually reinforcing goods and/or services in tourism and air transportation
support industries to become a leading service provider in the national hospitality and tourism sector.
Perusahaan yang bergerak di bidang penyedia jasa sistem reservasi perjalanan.
PT Sabre Travel Network Indonesia
Specializes in travel reservation system services.
Perusahaan yang bergerak di bidang maintenance, repair, overhaul (MRO), pembuatan dan perawatan
sarana pendukung, jasa engineering, jasa layanan material, logistik, pergudangan dan konsinyasi serta
PT Garuda Maintenance Facility jasa konsultan, pelatihan dan penyediaan tenaga ahli di bidang perawatan pesawat, komponen dan mesin
Aero Asia Tbk pesawat udara.
Engages in maintenance, repair, and overhaul (MRO) services, including manufacturing and maintenance
of supporting facilities, engineering services, logistics, warehousing, and consultancy.
Perusahaan yang bergerak di bidang teknologi informasi untuk berbagai industri seperti transportasi,
travel dan industri terkait.
PT Aero Systems Indonesia
Operates in information technology, serving industries such as transportation, travel, and other related
sectors.
Perusahaan yang bergerak di bidang jasa angkutan udara.
PT Citilink Indonesia
Specializes in air transportation services.
Perusahaan yang bergerak di bidang Biro Perjalanan Wisata, Penjualan Tiket, dan Jasa Penyewaan
Garuda Indonesia Holiday France
Pesawat.
(GIH)
Engages in travel agency operations, ticket sales, and aircraft leasing services.
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
HUBUNGAN BISNIS LAIN OTHER RELEVANT BUSINESS
YANG RELEVAN [GRI 2-6] RELATIONSHIPS [GRI 2-6]
Garuda Indonesia menjalin kerja sama marketing berupa Garuda Indonesia has established a marketing partnership in
kemitraan Frequent Flyer Program (FFP) dengan Scandinavian the form of a Frequent Flyer Program (FFP) partnership with
Airlines (SAS). Anggota GarudaMiles dapat memperoleh Scandinavian Airlines (SAS). GarudaMiles members can earn
dan menukarkan miles pada penerbangan SAS. Kemitraan ini and redeem miles on SAS flights. This partnership enhances
meningkatkan aspek kepuasan anggota GarudaMiles dengan the member satisfaction aspect of GarudaMiles with more
semakin bertambahnya opsi penerbangan dan penggunaan flight options and miles usage. The Company also conducts the
miles. Di samping itu, Perseroan juga melaksanakan Kerja Sama following Operating Cooperation.
Operasi sebagai berikut.
Nama Perusahaan Kerja Sama Operasi
Company Name Operating Partnership
• Mengamankan pendapatan yang konsisten dan dapat diprediksi untuk Garuda Indonesia, mendukung keberlanjutan
keuangan jangka panjang.
• Memperkuat jejak Garuda Indonesia di Timur Tengah, Afrika, dan sekitarnya, sehingga meningkatkan daya
saing global.
• Meningkatkan konektivitas ke pasar Eropa melalui SPA di luar Doha (DOH) dan block space pada rute CGK-DOH
untuk meningkatkan statusnya sebagai pusat transit global utama
• Menghadirkan konektivitas global yang tak tertandingi dan meningkatkan pengalaman perjalanan bagi penumpang
Qatar Airways (QR)
di seluruh dunia
• Securing consistent and predictable revenue for Garuda Indonesia, supporting long-term financial sustainability.
• Strengthening Garuda Indonesia's footprint in the Middle East, Africa and beyond, thereby enhancing global
competitiveness.
• Enhancing connectivity to European markets through SPA beyond Doha (DOH), enhancing its status as a key
global transit hub.
• Delivering unrivaled global connectivity and an enhanced travel experience for passengers around the world.
• Mengamankan stabilitas pendapatan sepanjang tahun dengan memanfaatkan kerja sama strategis dengan
Korean Air untuk menyeimbangkan fluktuasi permintaan musiman
• Memperkuat kehadiran Garuda Indonesia di pasar Asia Timur
• Memaksimalkan keunggulan strategis aliansi SkyTeam untuk memperkuat kolaborasi dan meningkatkan
konektivitas global di seluruh jaringan kedua maskapai.
• Meningkatkan konektivitas ke pasar Korea melalui SPA domestic korea dan soft block pada rute DPS-ICN untuk
meningkatkan statusnya sebagai pusat transit global Utama
Korean Air (KE)
• Securing revenue stability throughout the year by leveraging strategic cooperation with Korean Air to balance
seasonal demand fluctuations.
• Strengthening Garuda Indonesia's presence in the East Asian market.
• Maximizing the strategic advantages of the SkyTeam alliance to strengthen collaboration and enhance global
connectivity across both airlines' networks.
• Enhancing connectivity to the Korean market through a domestic Korea SPA and soft block on the DPS–ICN
route, enhancing its status as a key global transit hub.
• Mengamankan stabilitas pendapatan sepanjang tahun dengan memanfaatkan kerja sama strategis dengan
Korean Air untuk menyeimbangkan fluktuasi permintaan musiman
• Memperkuat kehadiran garuda Indonesia di pasar Eropa
• Memaksimalkan keunggulan strategis aliasti SkyTeam untuk memperkuat kolaborasi dan meningkatkan
konektivitas global di seluruh jaringan kedua maskapai.
KLM Royal Dutch Airlines • Meningkatkan konektivitas ke pasar Eropa melalui kerjasama SPA dan seat swap.
(KLM) • Securing revenue stability throughout the year by leveraging strategic cooperation with Korean Air to balance
seasonal demand fluctuations.
• Strengthening Garuda Indonesia's presence in the European market.
• Maximizing the strategic advantages of the SkyTeam alliance to strengthen collaboration and enhance global
connectivity across both airlines' networks.
• Enhancing connectivity to European markets through SPA cooperation and seat swap arrangements.
• Mengamankan stabilitas pendapatan sepanjang tahun dengan memanfaatkan kerja sama strategis melalui
codeshare dengan Japan Airlines untuk menyeimbangkan fluktuasi permintaan musiman
• Meningkatkan fleksibilitas jaringan dengan memungkinkan GA menjangkau destinasi yang belum terlayani
dan memberikan opsi tambahan bagi penumpang melalui kerja sama Joint Venture
• Memaksimalkan keunggulan strategis aliansi SkyTeam untuk memperkuat kolaborasi dan meningkatkan
konektivitas global di seluruh jaringan kedua maskapai.
Singapore Airlines (SQ)
• Securing revenue stability throughout the year by leveraging strategic cooperation through a codeshare
partnership with Japan Airlines to balance seasonal demand fluctuations.
• Enhancing network flexibility by enabling Garuda Indonesia to reach unserved destinations and provide additional
options for passengers through Joint Venture cooperation.
• Maximizing the strategic advantages of the SkyTeam alliance to strengthen collaboration and enhance global
connectivity across both airlines' networks.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Nama Perusahaan Kerja Sama Operasi
Company Name Operating Partnership
• Mengamankan stabilitas pendapatan sepanjang tahun dengan memanfaatkan kerja sama strategis melalui
codeshare dengan Japan Airlines untuk menyeimbangkan fluktuasi permintaan musiman
• Meningkatkan fleksibilitas jaringan dengan memungkinkan GA menjangkau destinasi yang belum terlayani
dan memberikan opsi tambahan bagi penumpang melalui kerja sama Joint Business
• Memaksimalkan keunggulan strategis aliansi SkyTeam untuk memperkuat kolaborasi dan meningkatkan
konektivitas global di seluruh jaringan kedua maskapai.
Japan Airlines (JL)
• Securing revenue stability throughout the year by leveraging strategic cooperation through a codeshare
partnership with Japan Airlines to balance seasonal demand fluctuations.
• Enhancing network flexibility by enabling Garuda Indonesia to reach unserved destinations and provide additional
options for passengers through Joint Business cooperation.
• Maximizing the strategic advantages of the SkyTeam alliance to strengthen collaboration and enhance global
connectivity across both airlines' networks.
• Meningkatkan strategi jaringan yang sinergis di mana Garuda Indonesia dan QG saling memanfaatkan kekuatan
rute masing-masing untuk memaksimalkan cakupan keseluruhan
• Meningkatkan fleksibilitas jaringan dengan memungkinkan GA menjangkau destinasi yang belum terlayani
dan memberikan opsi tambahan bagi penumpang
• Memperkuat keberadaan merek dan pengalaman pelanggan di bawah identitas Garuda Indonesia Group yang
Citilink (QG) terpadu.
• Enhancing a synergistic network strategy where Garuda Indonesia and QG leverage each other's route strengths
to maximize overall coverage.
• Increasing network flexibility by enabling GA to reach underserved destinations and provide additional options
for passengers.
• Strengthening brand presence and customer experience under a unified Garuda Indonesia Group identity.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
AccesRail (9B) kerja sama antara maskapai dan rail.
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through airline and rail cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Aeromexico (AM) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air Astana (KC) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air Baltic (BT) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air Caledonie (SB) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air Canada (AC) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air China (CA) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air Europe (UX) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air France (AF) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
Nama Perusahaan Kerja Sama Operasi
Company Name Operating Partnership
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air India (AI) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air Mauritius (MK) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Air New Zealand (NZ) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
All Nippon Airways (NH) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
APG Airlines (GP) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Asiana Airlines (OZ) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Bangkok Airways (PG) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Biman Bangladesh kerja sama Codeshare dan SPA
Airlines (BG) Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through Codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
British Airways (BA) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Cathay Pacific (CX) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
China Airlines (CI)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
China Eastern Airlines kerja sama codeshare dan SPA
(MU) Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
China Southern Airlines
kerja sama SPA
(CZ)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Nama Perusahaan Kerja Sama Operasi
Company Name Operating Partnership
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Delta Airlines (DL) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Egypt Air (MS) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Emirates (EK)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Ethiopian Airlines (ET) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Etihad Airways (EY)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Eva Airways (BR) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Fiji Airways (FJ) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Finn Air (AY) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Gulf Air (GF) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama Multilateral Interline Traffic Agreement (MITA)
Hahn Airlines (HR)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through cooperation under the
Multilateral Interline Traffic Agreement (MITA).
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Hainan Airlines (HU) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Hong Kong Airlines (HX)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
IndiGo (6E)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Sustainability Report 2025
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
03. Sustainability Strategy and Policy Sustainability Performance Highlights
Nama Perusahaan Kerja Sama Operasi
Company Name Operating Partnership
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Jeju Air (7C) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Jetstar (JQ) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Jetstar Japan (GK) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Kenya Airways (KQ) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Kuwait Airways (KU) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Lao Airlines (QV) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Lot Polish (LO) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Lufthansa Group (LX, LH,
kerja sama SPA
OS, AZ)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Malaysian Airline (MH)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Myanmar Airways (8M) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Myanmar National
kerja sama SPA
Airlines (UB)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Nepal Airlines (RA) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Oman Air (WY) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Nama Perusahaan Kerja Sama Operasi
Company Name Operating Partnership
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Philipine Airlines (PR) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Qantas Airways (QF) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Royal Brunei Airlines (BI) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Royal Jordanian (RJ) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Saudi Arabian Airlines kerja sama codeshare dan SPA
(SV) Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Scandinavian Airlines
kerja sama SPA
(SK)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Srilankan Airlines (UL) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Starlux Airlines (JX) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Swiss International
kerja sama SPA
Airlines (LX)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Thai Airways (TG) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Turkish Airlines (TK)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
United Airlines (UA) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Uzbekistan Airways (HY) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Sustainability Report 2025
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
03. Sustainability Strategy and Policy Sustainability Performance Highlights
Nama Perusahaan Kerja Sama Operasi
Company Name Operating Partnership
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Vietnam Airlines (VN)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
Virgin Australia (VA) kerja sama SPA
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through SPA cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Xiamen Airlines (MF)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
ITA Airways (AZ)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Meningkatkan fleksibilitas jaringan dan potensi pendapatan dengan memungkinkan maskapai menjual rute beyond
melalui mitra kerja sama, serta memberikan kepastian pembagian prorate dan struktur tarif yang kompetitif melalui
kerja sama codeshare dan SPA
Air India (AI)
Enhancing network flexibility and revenue potential by enabling the airline to sell beyond routes through partner
airlines, while ensuring prorate sharing certainty and a competitive fare structure through codeshare and SPA
cooperation.
Sampai dengan 31 Desember 2025, Garuda Indonesia tidak As of December 31, 2025, Garuda Indonesia has no other
memiliki hubungan bisnis lainnya termasuk dengan Perusahaan business relationships, including partnerships with Joint Venture
Ventura Bersama. Companies.
PERUBAHAN PERUSAHAAN YANG BERSIFAT CHANGES IN THE COMPANY
SIGNIFIKAN PADA ORGANISASI [OJK C.6, GRI 2-6] THAT ARE SIGNIFICANT TO THE
ORGANIZATION [OJK C.6, GRI 2-6]
Sampai dengan 31 Desember 2025, Perseroan mengalami Through December 31, 2025, the Company underwent significant
perubahan signifikan sebagai bagian dari program restrukturisasi changes as part of a financial restructuring program through
keuangan melalui berbagai aksi korporasi strategis yang various strategic corporate actions aimed at strengthening its
bertujuan untuk memperkuat struktur ekuitas serta meningkatkan equity structure and improving its overall financial health.
kesehatan keuangan secara keseluruhan.
Inisiatif utama meliputi penyelesaian kewajiban pada entitas Key initiatives include settling liabilities with entities within
di dalam Garuda Indonesia Group untuk memperbaiki posisi the Garuda Indonesia Group to improve the financial position
keuangan dan meningkatkan efisiensi beban pendanaan, and enhance funding cost efficiency, as well as the contribution
serta pelaksanaan inbreng lahan kepada entitas GMF dalam of land to the GMF entity within the Garuda Indonesia Group
Garuda Indonesia Group guna memperkuat struktur ekuitas to strengthen the equity structure and support improved
dan mendukung peningkatan profitabilitas secara konsolidasi. consolidated profitability.
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Selain itu, Perseroan juga melakukan penguatan struktur Additionally, the Company is strengthening its capital structure
permodalan melalui penambahan modal dan penataan through capital increases and debt restructuring, which support
kewajiban, yang mendukung kebutuhan pendanaan operasional, operational funding needs, including fleet maintenance and the
termasuk pemeliharaan armada serta penyelesaian kewajiban settlement of obligations within the Garuda Indonesia Group. As
di lingkungan Garuda Indonesia Group. Sebagai Badan Usaha a State-Owned Enterprise, these steps are also accompanied by
Milik Negara, langkah-langkah tersebut juga diikuti dengan adjustments to the shareholding structure as part of an ongoing
penyesuaian struktur kepemilikan saham sebagai bagian dari transformation process.
proses transformasi yang berkelanjutan.
Di tahun 2025, terdapat penutupan 39 kantor perwakilan yang By 2025, there will be a reduction in the number of representative
semula ada 121 di tahun 2024, menjadi 82 di tahun 2025. offices from 121 in 2024 to 82 in 2025.
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03. Sustainability Strategy and Policy Sustainability Performance Highlights
KEANGGOTAAN ASOSIASI [OJK C.5, GRI 2-28]
ASSOCIATION MEMBERSHIP [OJK C.5, GRI 2-28]
Garuda Indonesia telah tergabung dalam keanggotaan asosiasi Garuda Indonesia actively participates in both national and
di lingkup nasional maupun internasional. Keterlibatan international associations. Garuda Indonesia’s involvement in
Garuda Indonesia di organisasi atau asosiasi bertujuan untuk these organizations or associations aims to foster Indonesia's
meningkatkan pertumbuhan ekonomi Indonesia dan mendorong economic growth and promote the advancement of the national
kemajuan industri penerbangan nasional. Hingga akhir tahun aviation industry. As of the end of 2025, Garuda Indonesia is
2025, Garuda Indonesia tercatat sebagai anggota maupun officially listed as a member or holds a position in the following
kepengurusan dalam organisasi atau asosiasi sebagai berikut. organizations and associations:
Nama Organisasi/Asosiasi Lingkup Jabatan di Organisasi/ Asosiasi
Name of Organization/Association Scope Position in Organization/Association
Asosiasi Perusahaan Penerbangan Nasional Indonesia (INACA) Nasional Anggota
Indonesian National Airlines Association (INACA) National Member
Indonesia Corporate Secretary Association (ICSA) Nasional Anggota
Indonesia Corporate Secretary Association (ICSA) National Member
Asosiasi Emiten Indonesia (AEI) Nasional Anggota
Indonesian Issuers Association (AEI) National Member
Kamar Dagang Indonesia (DGI) Nasional Anggota
Indonesian Chamber of Commerce and Industry (KADIN) National Member
International Air Transport Association (IATA) Internasional Anggota
International Air Transport Association (IATA) International Member
Aliansi Maskapai Penerbangan (SkyTeam) Internasional Anggota
Airline Alliance (SkyTeam) International Member
Association of Asia Pacific Airlines (AAPA) Internasional Anggota
Association of Asia Pacific Airlines (AAPA) International Member
ASEAN Airlines Sustainability Working Group (AASWG) Internasional Anggota
ASEAN Airlines Sustainability Working Group (AASWG) International Member
Internasional Anggota
The International Air Cargo Association (TIACA)
International Member
Skyteam The Aviation Challenge 2025
SkyTeam merupakan aliansi maskapai penerbangan global yang beranggotakan berbagai maskapai internasional terkemuka yang bekerja sama
untuk meningkatkan konektivitas, kualitas layanan, serta keunggulan operasional. Sebagai bagian dari SkyTeam, Garuda Indonesia secara aktif
berpartisipasi dalam berbagai inisiatif kolaboratif yang bertujuan memperkuat inovasi, efisiensi, dan kinerja keberlanjutan di industri penerbangan.
Salah satu inisiatif tersebut adalah The Aviation Challenge (TAC) 2025, sebuah program kolaboratif yang dirancang untuk mendorong implementasi
solusi nyata yang teruji dan menghasilkan dampak yang terukur dalam mendukung keberlanjutan sektor aviasi.
Melalui partisipasinya dalam TAC 2025, Garuda Indonesia menunjukkan komitmen untuk menerjemahkan prinsip keberlanjutan ke dalam aksi
konkret dan berdampak. Perusahaan melaksanakan sejumlah program unggulan, antara lain Program Plastic Recycle bekerja sama dengan PlasticPay
untuk mendukung praktik ekonomi sirkular melalui pengelolaan dan daur ulang sampah plastik, Program Carbon Offset berkolaborasi dengan
Jejakin yang memungkinkan penumpang menghitung dan mengimbangi emisi karbon dari penerbangan, serta pelaksanaan Showcase Flight yang
menampilkan berbagai praktik layanan penerbangan yang lebih ramah lingkungan, seperti penggunaan perlengkapan yang dapat digunakan kembali
dan material yang lebih berkelanjutan. Inisiatif-inisiatif tersebut mencerminkan upaya Garuda Indonesia dalam memperkuat kolaborasi lintas sektor,
meningkatkan partisipasi pemangku kepentingan, serta mendorong inovasi operasional menuju industri penerbangan yang lebih berkelanjutan.
SkyTeam is a global airline alliance comprising leading international carriers that collaborate to enhance connectivity, service quality, and operational
excellence. As a member of SkyTeam, Garuda Indonesia actively participates in various collaborative initiatives aimed at strengthening innovation,
efficiency, and sustainability performance in the aviation industry. One of these initiatives is The Aviation Challenge (TAC) 2025, a collaborative
program designed to promote the implementation of practical, tested solutions that deliver measurable impact in supporting the sustainability of
the aviation sector.
Through its participation in TAC 2025, Garuda Indonesia demonstrates its commitment to translating sustainability principles into concrete and
impactful actions. The Company implements several flagship programs, including the Plastic Recycle Program in collaboration with PlasticPay to
support circular economy practices through plastic waste management and recycling; the Carbon Offset Program in partnership with Jejakin, which
allows passengers to calculate and offset carbon emissions from their flights; and the Showcase Flight, which highlights environmentally friendly
aviation practices, such as the use of reusable equipment and more sustainable materials. These initiatives reflect Garuda Indonesia’s efforts to
strengthen cross-sector collaboration, enhance stakeholder engagement, and drive operational innovation toward a more sustainable aviation industry.
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PENJELASAN
DIREKSI [OJK D.1, 2-22]
EXPLANATION FROM
THE BOARD OF DIRECTORS [OJK D.1, 2-22]
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04. Sustainability Strategy and Policy Sustainability Performance Highlights
PENJELASAN
DIREKSI [OJK D.1, 2-22]
EXPLANATION FROM THE BOARD
OF DIRECTORS [OJK D.1, 2-22]
Puji syukur kami panjatkan ke hadirat Tuhan Yang Maha
Esa, karena berkat rahmat dan karunia-Nya, Perseroan
mampu menghadapi berbagai tantangan sepanjang
tahun 2025. Garuda Indonesia tetap berkomitmen untuk
mengintegrasikan nilai-nilai keberlanjutan ke dalam
seluruh proses bisnis, baik dari aspek lingkungan, sosial,
maupun tata kelola, dengan keyakinan bahwa penerapan
prinsip keberlanjutan akan memberikan dampak positif
jangka panjang bagi Perseroan.
Pada kesempatan ini, izinkan kami menyampaikan
kebijakan Garuda Indonesia dalam merespon tantangan
dalam pemenuhan strategi keberlanjutan, penerapan
pembangunan berkelanjutan, serta strategi pencapaian
target yang telah dijalankan selama tahun 2025.
We would like to express our deepest gratitude to
the Almighty God, whose grace and blessings have
enabled the Company to navigate various challenges
throughout 2025. Garuda Indonesia remains steadfast in
its commitment to integrating sustainability values across
all business processes, encompassing environmental,
social, and governance aspects, with the belief that the
implementation of sustainability principles will deliver
long-term positive impacts for the Company.
On this occasion, allow us to present Garuda Indonesia’s
policies in response to the challenges in fulfilling
sustainability strategies, implementing sustainable
development, and achieving the targets set for 2025.
Glenny Kairupan
Direktur Utama
President Director and CEO
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KEBIJAKAN UNTUK MERESPON TANTANGAN POLICY TO RESPOND TO CHALLENGES IN FULFILLING
DALAM PEMENUHAN STRATEGI KEBERLANJUTAN THE SUSTAINABILITY STRATEGY
Sebagai salah satu Badan Usaha Milik Negara (BUMN), Garuda As a State-Owned Enterprise (SOEs), Garuda Indonesia is
Indonesia memiliki tanggung jawab penting dalam mendorong responsible for supporting national economic growth, improving
pertumbuhan ekonomi nasional, meningkatkan kesejahteraan social welfare, and creating ample employment opportunities.
masyarakat, serta menyediakan kesempatan kerja yang luas. Garuda Indonesia has therefore established sustainability
Garuda Indonesia telah memiliki nilai-nilai keberlanjutan yang values that underpin all its business activities. The Company
mendasari seluruh aktivitas usahanya. Perseroan telah menganut has adopted and instilled the core values of SOEs human capital,
dan menanamkan nilai-nilai utama sumber daya manusia BUMN which comprise Trustworthy (Amanah), Competent (Kompeten),
yang terdiri dari Amanah, Kompeten, Harmonis, Loyal, Adaptif Harmonious (Harmonis), Loyal (Loyal), Adaptive (Adaptif), and
dan Kolaboratif (AKHLAK). Collaborative (Kolaboratif) — known as AKHLAK.
Dengan menginternalisasi nilai AKHLAK, Perseroan berkomitmen By integrating the AKHLAK values, the Company is committed to
untuk memperkuat peran Perseroan sebagai pendorong strengthening its role as a driver of economic growth, improvement
pertumbuhan ekonomi, peningkatan kesejahteraan sosial, of social welfare, provision of employment opportunities, and
penyediaan lapangan kerja, serta pengembangan talenta. talent development. The AKHLAK values are not merely the
Nilai AKHLAK tidak hanya menjadi identitas perusahaan, tetapi Company’s identity, but also serve as a binding force of a work
juga menjadi pengikat budaya kerja yang mendorong kinerja culture that encourages sustainable performance. This principle of
berkelanjutan. Prinsip keberlanjutan ini senantiasa menjadi sustainability consistently serves as a guideline for all employees
pedoman bagi seluruh pegawai dalam melaksanakan kegiatan in conducting operational activities in a sustainable manner
operasional secara berkelanjutan di seluruh tingkatan organisasi. across all levels of the organization.
Dalam menerapkan keberlanjutan, Perseroan masih menghadapi In implementing sustainability initiatives, the Company continues
isu keberlanjutan yang berdampak terhadap implementasi to face sustainability-related issues that impact the execution
keberlanjutan Perseroan. Sustainable Aviation Fuel (SAF) yang of its sustainability agenda. Sustainable Aviation Fuel (SAF),
masih lebih tinggi dibandingkan bahan bakar konvensional, which remains significantly more expensive than conventional
ditambah dengan perbedaan kebijakan dan mekanisme fuel, along with differences in policies and carbon cost allocation
pembebanan biaya dekarbonisasi di berbagai negara, juga mechanisms across countries, may also exert pressure on the
berpotensi menimbulkan tekanan terhadap struktur biaya Company’s operating cost structure and increase the complexity
operasional serta meningkatkan kompleksitas perencanaan of business planning. Variations in market characteristics and
bisnis. Variasi karakteristik pasar dan regulasi lintas yurisdiksi cross-jurisdictional regulations may further affect the consistency
juga berpotensi memengaruhi konsistensi pencapaian target of achieving decarbonization targets. To mitigate these risks,
dekarbonisasi. Untuk memitigasi risiko tersebut, Garuda Garuda Indonesia promotes the implementation of a measured
Indonesia mendorong penerapan skema cost-sharing yang and transparent cost-sharing scheme with stakeholders,
terukur dan transparan bersama para pemangku kepentingan, optimizes a gradual and adaptive carbon management strategy,
mengoptimalkan strategi manajemen karbon secara bertahap and strengthens collaboration with regulators and industry
dan adaptif, serta memperkuat kolaborasi dengan regulator partners. These efforts aim to support the development of a
dan mitra industri. Langkah ini ditujukan untuk mendukung conducive policy ecosystem, ensuring that the transition toward
terciptanya ekosistem kebijakan yang kondusif, sehingga transisi low-carbon aviation proceeds in alignment with the Company’s
menuju penerbangan rendah karbon dapat berjalan selaras business performance sustainability.
dengan keberlanjutan kinerja bisnis Perseroan.
Nilai-nilai AKHLAK juga mendorong Perseroan untuk terus The AKHLAK values also encourage the Company to remain
berkomitmen dalam menerapkan serta mengembangkan aktivitas committed to implementing and developing business activities
bisnis yang sejalan dengan prinsip pembangunan berkelanjutan. aligned with the principles of sustainable development. The
Perseroan memiliki komitmen untuk berkontribusi terhadap Tujuan Company is committed to contributing to the Sustainable
Pembangunan Berkelanjutan (TPB). Perseroan turut berkontribusi Development Goals (SDGs). The Company also contributes to
pada TPB 7 Affordable and Clean Energy melalui penggunaan SAF SDG 7 Affordable and Clean Energy through the use of SAF,
yang merupakan bagian dari komitmen Perseroan terhadap transisi which is part of the Company’s commitment to energy transition
energi dan pengurangan emisi karbon. and carbon emission reduction.
Perseroan senantiasa mendukung TPB 8 Decent Work and The Company consistently supports SDG 8 Decent Work and
Economic Growth melalui praktik pengadaan barang dan jasa Economic Growth through procurement practices that prioritize
yang mengedepankan pemasok lokal termasuk belanja kepada local suppliers, including spending with MSEs. This reflects
UMKM. Hal ini menunjukkan komitmen Garuda Indonesia dalam Garuda Indonesia’s commitment to supporting the growth of
mendukung pertumbuhan industri lokal dan memperkuat daya local industries and strengthening national competitiveness.
saing nasional.
Garuda Indonesia juga senantiasa mendukung TPB 3 Good Health Garuda Indonesia also consistently supports SDG 3 Good Health
and Wellbeing melalui penerapan K3 di Perseroan. Perseroan and Wellbeing through the implementation of Occupational
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telah mengimplementasikan Safety Management System (SMS) Safety and Health (OSH) within the Company. The Company
yang difokuskan pada keselamatan operasional penerbangan has implemented a Safety Management System (SMS) focused
yang mengacu pada ICAO (Annex 19, Safety Management) dan on flight operational safety, in accordance with ICAO (Annex
CASR Part 19. Selanjutnya, Perseroan juga menerapkan Sistem 19, Safety Management) and CASR Part 19. Furthermore, the
Manajemen Keselamatan dan Kesehatan Kerja (SMK3) yang Company also implements an Occupational Safety and Health
merupakan sistem terstruktur yang menjamin keselamatan dan Management System (SMK3), which is a structured system
kesehatan kerja di lingkungan kerja secara menyeluruh, tidak ensuring comprehensive workplace safety and health, not limited
terbatas pada operasional penerbangan saja, tapi juga mencakup to flight operations but also covering other working areas such
area kerja lainnya seperti hanggar, kantor, gudang, dan lainnya. as hangars, offices, warehouses, and others. The Company also
Perseroan juga turut berkontribusi terhadap TPB lainnya yang contributes to other SDGs that are aligned with its business
sejalan dengan aktivitas bisnis Perseroan. activities.
Selain kontribusi terhadap pencapaian TPB, komitmen In addition to contributing to the achievement of the SDGs, the
Perseroan dalam menerapkan nilai keberlanjutan memberikan Company’s commitment to implementing sustainability values
dampak positif pada pencapaian Perseroan di tahun 2025. has had a positive impact on the Company’s performance in
Pada aspek ekonomi, Perseroan telah meningkatkan produk 2025. In the economic aspect, the Company has increased its
ramah lingkungan menjadi sebesar 119 penerbangan yang eco-friendly operations to 119 flights using sustainable aviation
menggunakan sustainable aviation fuel (SAF), yang merupakan fuel (SAF), marking the first year the Company utilized a 2%
tahun pertama Perseroan menggunakan dengan tingkat blending blend on the Amsterdam–Jakarta (AMS–CGK) route to meet the
sebesar 2% pada rute Amsterdam–Jakarta (AMS–CGK) guna ReFuelEU Aviation mandate. There was an increase in the number
memenuhi mandat ReFuelEU Aviation. Terdapat peningkatan of Garuda International passengers to 2.9 million, up from 2.6
jumlah penumpang Garuda Internasional menjadi sebesar 2,9 million in 2024. The volume of Garuda Indonesia Domestic cargo
juta penumpang meningkat dibandingkan tahun 2024 yang increased to 87,915.8 tons, up from 81,347.5 tons in 2024.
sebesar 2,6 juta penumpang. Peningkatan jumlah kargo Garuda
Indonesia Domestik menjadi sebesar 87,915,8 ton meningkat
dibandingkan tahun 2024 yang sebesar 81.347,5 ton
Pada aspek lingkungan, Perseroan berhasil menurunkan penggunaan On the environmental aspect, the Company successfully reduced
listrik menjadi sebesar 55.562,5 gigajoule menurun dibandingkan electricity consumption to 55,562.5 gigajoules, a decrease
tahun 2024 yang sebesar 56.743,5 gigajoule. Perseroan berhasil compared to 2024 which amounted to 56,743.5 gigajoules.
menurunkan penggunaan emisi yang dihasilkan pada program The Company also succeeded in reducing emissions generated
fuel conservation sebesar 1.805.846 kgco2. Perseroan juga telah through the fuel conservation program by 1,805,846 kgCO2. In
meningkatkan repatriasi tumbuhan dan satwa liar menjadi sebesar addition, the Company increased the repatriation of flora and
83.749 tumbuhan/satwa liar, meningkat dibandingkan tahun 2024 fauna to 83,749, an increase compared to 2024 which amounted
yang sebesar 2.450. to 2,450.
Pada aspek sosial, Perseroan berhasil meningkatkan rata-rata jam On the social aspect, the Company successfully increased the
pelatihan pegawai menjadi sebesar 20 jam/pegawai meningkat average employee training hours to 20 hours per employee, an
dibandingkan tahun 2024 yang sebesa 19 jam/pegawai. increase from 19 hours per employee in 2024. The Company also
Perseroan juga telah meningkatkan biaya pengembangan increased competency development expenditure per employee
kompetensi per pegawai menjadi sebesar USD 490,85, meningkat to USD 490.85, compared to USD 385 in 2024.
dibandingkan tahun 2024 yang sebesar USD 385.
Perseroan menyadari bahwa berbagai pencapaian keberlanjutan The Company recognizes that the various sustainability
yang diraih tidak terlepas dari berbagai tantangan yang achievements attained cannot be separated from the challenges
dihadapi, baik dari sisi internal maupun eksternal. Dari sisi encountered, both internally and externally. On the external
eksternal, kewajiban pemenuhan skema Carbon Offsetting and side, the obligation to comply with the Carbon Offsetting and
Reduction Scheme for International Aviation (CORSIA). Selain Reduction Scheme for International Aviation (CORSIA). In addition,
itu, perbedaan kebijakan dan mekanisme pembebanan biaya differences in policies and carbon pricing mechanisms across
dekarbonisasi di berbagai negara juga menjadi tantangan dalam countries also pose challenges in maintaining the consistency
menjaga konsistensi pencapaian target dekarbonisasi Perseroan. of the Company’s decarbonization targets.
Dari sisi internal, penerapan standar pelaporan keberlanjutan On the internal side, the implementation of global sustainability
global seperti IFRS S1 dan IFRS S2 menuntut peningkatan reporting standards such as IFRS S1 and IFRS S2 requires
kualitas, konsistensi, serta keterlacakan data ESG, sekaligus improved quality, consistency, and traceability of ESG data, as
penyesuaian proses bisnis dan sistem pelaporan internal. Dalam well as adjustments to business processes and internal reporting
menghadapi tantangan tersebut, Perseroan terus memperkuat systems. In addressing these challenges, the Company continues
tata kelola data keberlanjutan, melakukan harmonisasi kebijakan to strengthen its sustainability data governance, harmonize
dan prosedur internal, serta mengintegrasikan risiko dan internal policies and procedures, and integrate climate-related
peluang terkait perubahan iklim ke dalam kerangka Enterprise risks and opportunities into the Enterprise Risk Management
Risk Management (ERM) guna mendukung pencapaian target (ERM) framework to support the achievement of Sustainable
Keuangan Berkelanjutan secara berkelanjutan. Finance targets in a sustainable manner.
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PENERAPAN PEMBANGUNAN BERKELANJUTAN IMPLEMENTATION OF SUSTAINABLE DEVELOPMENT
Komitmen Perseroan dalam menjalankan prinsip keberlanjutan The Company’s commitment to upholding sustainability principles
pada seluruh kegiatan operasional tercermin dari pencapaian across all operational activities is reflected in the achievement
target kinerja pada aspek ekonomi, lingkungan, sosial, serta of performance targets in economic, environmental, social, and
tata kelola. Perseroan berhasil mencapai target revenue/ governance aspects. The Company successfully achieved its
employee sebesar 103,0%. Perseroan berhasil mencapai target revenue-per-employee target of 103.0%. The Company successfully
Risk Maturity Index (RMI) sebesar 101,6%. Perseroan berhasil achieved its Risk Maturity Index (RMI) target of 101.6%. The Company
mencapai target IT Maturity Level 104,9%. Perseroan berhasil successfully achieved its IT Maturity Level target of 104.9%. The
mencapai target kontribusi laba perusahaan anak sebesar Company successfully achieved its target for the profit contribution
121,5%. Perseroan berhasil mencapai target rasio top talent of subsidiaries at 121.5%. The Company successfully achieved its target
muda sebesar 147,9. Perseroan berhasil mencapai target on for the ratio of young top talent at 147.9%. The Company successfully
time performance sebesar 101,5%. Perseroan berhasil mencapai achieved its on-time performance target of 101.5%. The Company
target operating expense realization sebesar 100%. Perseroan successfully achieved its operating expense realization target of 100%.
berhasil mencapai target rasio perempuan dalam nominated The Company successfully achieved its target for the ratio of women
talent sebesar 131,3%. Perseroan berhasil mencapai target dalam among nominated talent at 131.3%. The Company successfully met
melakukan aktivasi Komite Sustainability untuk memperkuat tata its target of activating the Sustainability Committee to strengthen
kelola keberlanjutan dan penyusunan laporan keberlanjutan sustainability governance and the preparation of sustainability reports
berbasis standar global. based on global standards.
Komitmen Perseroan dalam menerapkan keberlanjutan di The Company’s commitment to implementing sustainability
seluruh aktivitas operasionalnya memiliki dampak positif berupa across all its operational activities has had a positive impact, as
diperolehnya berbagai penghargaan baik secara nasional maupun reflected in the receipt of various awards at both national and
internasional sepanjang tahun 2025. Adapun penghargaan yang international levels throughout 2025. The sustainability-related
diperoleh terkait keberlanjutan meliputi: awards obtained include:
1. Best Frequent-Flyer Programs Readers Choice Awards 2025 1. Best Frequent-Flyer Programs, Readers’ Choice Awards 2025
2. Top Airlines by Absolute Passengers Growth kategori Asia 2. Top Airlines by Absolute Passenger Growth in Southeast
Tenggara pada acara Changi Airline Awards 2025 yang Asia at the Changi Airline Awards 2025 organized by Changi
diselenggarakan oleh Changi International Airport International Airport
3. Program of the Year kategori Middle East & Asia/Oceania 3. Program of the Year, Middle East & Asia/Oceania Region at
Area pada acara Freddie Awards yang diselenggarakan oleh the Freddie Awards organized by the Freddie Awards
Freddie Awards
4. Best Customer Service kategori Middle East & Asia/Oceania 4. Best Customer Service, Middle East & Asia/Oceania Region
Area pada acara Freddie Awards yang diselenggarakan oleh at the Freddie Awards organized by the Freddie Awards
Freddie Awards
5. Best Redemption Ability kategori Middle East & Asia/Oceania 5. Best Redemption Ability, Middle East & Asia/Oceania Region
Area pada acara Freddie Awards yang diselenggarakan oleh at the Freddie Awards organized by the Freddie Awards
Freddie Awards
6. Peringkat 104 pada acara Fortune Southeast Asia 500 yang 6. Ranked 104th in the Fortune Southeast Asia 500 organized
diselenggarakan oleh Fortune by Fortune
7. 3rd Place YouGov’s Most Recommended Brands 2025 in 7. 3rd Place, YouGov’s Most Recommended Brands 2025 in
Indonesia yang diselenggarakan oleh YouGov Indonesia organized by YouGov
8. Best Airline Earning and Redemption Ability – Asia Pacific 8. Best Airline Earning and Redemption Ability – Asia Pacific
(Garuda Miles) pada acara Frequent Traveler Awards yang (GarudaMiles) at the Frequent Traveler Awards organized
diselenggarakan oleh Frequent Traveler Events by Frequent Traveler Events
9. Social Winner Transportation & Logistics Sector pada acara 9. Social Winner, Transportation & Logistics Sector at the
Katadata ESG Index Awards 2025 yang diselenggarakan Katadata ESG Index Awards 2025 organized by Katadata
oleh Katadata
10. Stellar Workplace Recognition in Employee Commitment pada 10. Stellar Workplace Recognition in Employee Commitment
acara Stellar Workplace Award 2025 yang diselenggarakan at the Stellar Workplace Award 2025 organized by Kontan
oleh Kontan
11. Stellar Workplace Recognition in Employee Satisfaction pada 11. Stellar Workplace Recognition in Employee Satisfaction at
acara Stellar Workplace Award 2025 yang diselenggarakan the Stellar Workplace Award 2025 organized by Kontan
oleh Kontan
12. Gold Rating Best ESG Reporting & Transparency pada acara 12. Gold Rating, Best ESG Reporting & Transparency at the ESG
ESG Initiative Award 2025 yang diselenggarakan oleh Initiative Award 2025 organized by SustainLife Today (PT
SustainLife Today (PT Eftu Sarana Media) Eftu Sarana Media)
13. Platinum Rating pada acara Asia Sustainability Reporting 13. Platinum Rating at the Asia Sustainability Reporting Rating
Rating (ASRRAT) 2025 yang diselenggarakan oleh National (ASRRAT) 2025 organized by the National Center for
Center for Corporate Reporting (NCCR) dan Institute of Corporate Reporting (NCCR) and the Institute of Certified
Certified Sustainability Practitioners (ICSP) Sustainability Practitioners (ICSP)
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04. Sustainability Strategy and Policy Sustainability Performance Highlights
14. Finalis Annual Report Award (ARA) 2024 pada acara Annual 14. Finalist of the Annual Report Award (ARA) 2024 organized
Report Award yang diselenggarakan oleh Komite Nasional by the National Committee on Governance Policy (KNKG)
Kebijakan Gobernansi (KNKG).
STRATEGI PENCAPAIAN TARGET STRATEGY FOR ACHIEVING TARGETS
Seluruh pencapaian Garuda Indonesia sepanjang tahun 2025 Garuda Indonesia’s achievements throughout 2025 were
tidak terlepas dari penerapan pengelolaan risiko yang efektif. inseparable from the implementation of effective risk
Selama tahun tersebut, Perseroan menghadapi berbagai risiko management. Throughout the year, the Company faced various
yang mencakup aspek ekonomi, lingkungan, dan sosial. Namun, risks covering economic, environmental, and social aspects.
Perseroan telah menerapkan langkah-langkah mitigasi untuk However, the Company had implemented mitigation measures
mengelola risiko-risiko tersebut. to manage these risks.
Perseroan menegaskan bahwa pengelolaan risiko merupakan The Company affirms that risk management is a strategic
tanggung jawab strategis yang dilaksanakan secara terintegrasi responsibility implemented in an integrated manner to ensure
guna memastikan keberlangsungan usaha Perseroan. Direksi the continuity of its business operations. The Board of Directors
Perseroan telah menetapkan kebijakan dan strategi manajemen has established risk management policies and strategies that
risiko yang mengacu pada Peraturan Menteri BUMN Nomor PER- refer to the Minister of State-Owned Enterprises Regulation No.
2/MBU/03/2023 serta praktik terbaik industri, yang kemudian PER-2/MBU/03/2023 and industry best practices, which are then
diimplementasikan melalui Enterprise Risk Management Manual implemented through the Enterprise Risk Management (ERM)
(ERM Manual). Kerangka ini mencakup penetapan kapasitas risiko, Manual. This framework includes the establishment of risk capacity,
selera risiko, toleransi risiko, dan batasan risiko sebagai dasar risk appetite, risk tolerance, and risk limits as the basis for business
dalam pengambilan keputusan bisnis. Direksi juga memastikan decision-making. The Board of Directors also ensures the integration
integrasi aspek Environmental, Social, and Governance (ESG) ke of Environmental, Social, and Governance (ESG) aspects into the
dalam sistem manajemen risiko melalui risk register dan matriks risk management system through risk registers and risk matrices,
risiko, termasuk pelaksanaan penilaian risiko ESG secara berkala. including the conduct of periodic ESG risk assessments. In addition,
Selain itu, Direksi mengarahkan pelaksanaan risk profiling berbasis the Board of Directors directs the implementation of risk profiling
delapan taksonomi risiko utama yang dimonitor secara sistematis based on eight main risk taxonomies, which are systematically
untuk memastikan setiap potensi risiko dapat diidentifikasi, diukur, monitored to ensure that all potential risks can be identified,
dipantau, dan dikendalikan secara efektif. measured, monitored, and controlled effectively.
Dalam mengelola risiko finansial dan strategis, Direksi berperan In managing financial and strategic risks, the Board of Directors
aktif dalam menetapkan langkah mitigasi yang adaptif terhadap plays an active role in establishing mitigation measures that are
dinamika industri penerbangan. Perseroan menghadapi risiko adaptive to the dynamics of the aviation industry. The Company
fluktuasi nilai tukar, tekanan biaya operasional, serta tantangan faces risks related to foreign exchange fluctuations, operational
dalam meningkatkan pendapatan dan keterisian penumpang. cost pressures, as well as challenges in increasing revenue and
Untuk itu, Direksi menginstruksikan implementasi kebijakan passenger load factors. To address these, the Board of Directors has
lindung nilai (hedging) sesuai ketentuan regulator, optimalisasi instructed the implementation of hedging policies in accordance
struktur pembiayaan khususnya pada pembiayaan perawatan with regulatory requirements, the optimization of the financing
pesawat dan mesin, serta penguatan efisiensi operasional structure, particularly for aircraft and engine maintenance financing,
di seluruh lini bisnis. Di sisi strategis, Direksi mendorong and the strengthening of operational efficiency across all business
pengembangan kerja sama codeshare dengan mitra maskapai, lines. On the strategic side, the Board of Directors encourages the
pelaksanaan program pemasaran seperti travel fair dan promosi development of codeshare partnerships with airline partners, the
musiman, serta evaluasi dan integrasi jaringan rute penerbangan implementation of marketing programs such as travel fairs and
bersama entitas anak. Langkah-langkah tersebut dilakukan untuk seasonal promotions, as well as the evaluation and integration
menjaga daya saing Perseroan sekaligus memperkuat kinerja of flight route networks with subsidiaries. These measures are
keuangan secara berkelanjutan. undertaken to maintain the Company’s competitiveness while
strengthening its financial performance in a sustainable manner.
Direksi juga menekankan pentingnya pengelolaan risiko The Board of Directors also emphasizes the importance of
lingkungan dan sosial sebagai bagian dari komitmen terhadap environmental and social risk management as part of its commitment
pembangunan berkelanjutan. Dalam aspek lingkungan, Direksi to sustainable development. From an environmental perspective,
mengarahkan implementasi program efisiensi bahan bakar serta the Board of Directors directs the implementation of fuel efficiency
inisiatif penggunaan Sustainable Aviation Fuel (SAF), serta programs and initiatives on the use of Sustainable Aviation Fuel
pelaksanaan program carbon offset melalui penukaran mileage (SAF), as well as the execution of carbon offset programs through
dan penawaran penanaman pohon kepada pelanggan. Pada aspek mileage redemption schemes and tree-planting offerings to
sosial, Direksi memastikan penerapan standar keselamatan customers. On the social aspect, the Board of Directors ensures
penerbangan yang tinggi melalui pemenuhan standar IATA the implementation of high aviation safety standards through
Operational Safety Audit (IOSA) dan regulasi Keselamatan compliance with the IATA Operational Safety Audit (IOSA) standards
dan Kesehatan Kerja (K3). Selain itu, Direksi memperkuat and Occupational Safety and Health (OSH) regulations. In addition,
pengelolaan risiko teknologi dengan meningkatkan kapabilitas the Board of Directors strengthens technology risk management
keamanan siber melalui kerja sama dengan Badan Siber dan by enhancing cybersecurity capabilities in collaboration with the
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Sandi Negara untuk melindungi data dan sistem operasional National Cyber and Crypto Agency (BSSN) to protect the Company’s
Perseroan. Direksi secara konsisten melakukan evaluasi atas data and operational systems. The Board of Directors consistently
efektivitas sistem manajemen risiko melalui peninjauan berkala evaluates the effectiveness of the risk management system through
terhadap kebijakan, profil risiko, serta laporan yang disampaikan periodic reviews of policies, risk profiles, and reports submitted to
kepada Dewan Komisaris dan pemangku kepentingan, sehingga the Board of Commissioners and stakeholders, thereby ensuring
memastikan bahwa seluruh risiko yang berpotensi memengaruhi that all risks that may potentially affect business sustainability are
keberlanjutan usaha dapat dimitigasi secara tepat dan terukur. properly and measurably mitigated.
Di samping risiko yang dihadapi, Perseroan senantiasa In addition to the risks faced, the Company consistently leverages
memanfaatkan peluang dan prospek usaha melalui keunggulan business opportunities and prospects by utilizing its inherent
yang dimiliki Perseroan. Di samping risiko yang dihadapi, Perseroan strengths. These opportunities include the potential growth of
senantiasa memanfaatkan peluang dan prospek usaha melalui tourism and the business industry in domestic routes, the potential
keunggulan yang dimiliki Perseroan. Peluang yang dimiliki meliputi increase in international tourism and premium passengers, brand
potensi pertumbuhan pariwisata dan bisnis industri untuk rute collaborations to enhance brand positioning, expansion of the
domestik, potensi peningkatan wisata internasional dan premium GarudaMiles market and ancillary revenue, optimization of sales
passengers, brand kolaborasi untuk meningkatkan brand positioning, channels, potential growth in cargo and logistics, advancement
memperluas market garuda miles dan ancillary, optimalisasi channel in digitalization and technological innovation, airline ecosystem
penjualan, potensi peningkatan kargo dan logistik, peningkatan collaboration, the use of sustainable fuel, the competitive
digitalisasi dan inovasi teknologi, kolaborasi ekosistem airline, advantage of a full-service airline model, the development of
penggunaan sustainable fuel, keunggulan komparatif maskapai international airports in Indonesia, as well as synergy among
full service, pengembangan bandara internasional di Indonesia, State-Owned Enterprises (SOEs) and government institutions
serta sinergi BUMN dan instansi pemerintah dalam kolaborasi in aviation and tourism collaboration.
aviasi dan pariwisata.
Berbagai peluang tersebut akan mendorong prospek positif bagi These opportunities are expected to drive positive prospects for
Garuda Indonesia di masa depan. Hal ini semakin diperkuat oleh Garuda Indonesia in the future. This is further strengthened by the
berbagai kekuatan internal yang dimiliki oleh Garuda Indonesia, various internal strengths owned by Garuda Indonesia, including:
antara lain:
1. Brand Image yang Sangat Kuat 1. Strong Brand Image
Garuda Indonesia memiliki brand image yang sangat Garuda Indonesia has a very strong brand image, reflected in its
kuat yang tercermin dari kualitas layanan, prestasi, serta service quality, achievements, and effective branding strategies.
strategi branding mendukung. Garuda Indonesia merupakan Garuda Indonesia is an airline with exceptional service standards
maskapai yang memiliki standar pelayanan yang sangat and has received numerous prestigious awards at least 23
baik serta memperoleh banyak penghargaan bergengsi awards from various national and international institutions
setidaknya 23 penghargaan dari berbagai institusi baik throughout 2025. Additionally, collaborations with a wide range
nasional dan internasional sepanjang tahun 2025. Selain of brands and partners have further strengthened Garuda
itu, kolaborasi dengan berbagai macam brand dan partner Indonesia’s brand image within the industry.
mendukung brand image Garuda Indonesia menjadi semakin
kuat di industrinya.
2. Safety, Service and Secure 2. Safety, Service and Secure
Garuda Indonesia berhasil memperpanjang sertifikasi Garuda Indonesia has successfully extended its operational
keselamatan operasional dari IATA dengan memperoleh safety certification from IATA by obtaining IOSA Renewal
IOSA Renewal Certification untuk periode 2025-2027 yang Certification for the 2025–2027 period, demonstrating
menunjukan bahwa maskapai telah memenuhi standar that the airline has met the international aviation safety
keselamatan penerbangan internasional yang ditetapkan oleh standards set by the International Air Transport Association
International Air Transport Association (IATA). Hal tersebut (IATA). This is evidenced by an extremely low incident rate,
dibuktikan melalui tingkat insiden yang sangat rendah yang reflecting the implementation of strict and effective systems
mencerminkan implementasi sistem yang ketat dan efektif di across all operational aspects. This operational excellence is
seluruh aspek operasional. Keunggulan operasional ini didukung supported by a comprehensive monitoring and evaluation
oleh sistem pemantauan dan evaluasi yang komprehensif, system, covering pre-flight, in-flight, and post-flight aspects,
mencakup aspek pre-flight, in-flight, hingga post-flight serta as well as continuous training programs for all operational
program pelatihan berkelanjutan untuk seluruh personel personnel, ensuring consistency in the implementation of
operasional menjamin konsistensi dalam pelaksanaan standar standard operating procedures.
operasional prosedur.
Garuda Indonesia juga memberikan layanan full service dengan Garuda Indonesia also provides full-service with the
ciri khas “Indonesia Hospitality” kepada penumpang yang distinctive “Indonesia Hospitality” to passengers, which can be
dapat dirasakan melalui “Garuda Indonesia Experience” yang experienced through the “Garuda Indonesia Experience” that
mengedepankan Indonesian Hospitality didukung dengan prioritizes Indonesian Hospitality, supported by the 5 (five)
5 (five) Sense yang dimiliki Garuda Indonesia, terdiri dari Senses unique to Garuda Indonesia—Sight, Touch, Scent,
Sight, Touch, Scent, Sound and Taste, serta Garuda Indonesia Sound, and Taste. Additionally, Garuda Indonesia consistently
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04. Sustainability Strategy and Policy Sustainability Performance Highlights
juga konsisten melakukan survei kepuasan pelanggan conducts customer satisfaction surveys, demonstrating the
yang menunjukan bahwa komitmen Perseroan untuk dapat Company’s commitment to providing the best service to every
memberikan pelayanan terbaik kepada setiap penumpang, passenger, supported by On-Time Performance (OTP), which
didukung dengan On Time Performance (OTP) yang menjadi remains a key strength of Garuda Indonesia.
keunggulan Garuda Indonesia.
Sistem keamanan terus ditingkatkan melalui cyber security Security systems are continuously enhanced through
untuk melindungi data penumpang dan meningkatkan safety cybersecurity measures to protect passenger data and
management system maskapai. Sehingga penumpang merasa improve the airline’s safety management system. This
aman dan nyaman menggunakan maskapai Garuda Indonesia. ensures that passengers feel safe and comfortable flying
Ketiga hal tersebut (safety, service dan security) merupakan with Garuda Indonesia. These three elements (safety, service,
hal secara langsung akan menjamin keselamatan, kenyamanan and security) directly ensure the safety, comfort, and security
dan keamanan penumpang selama terbang bersama Garuda of passengers during their flights with Garuda Indonesia,
Indonesia dan akan menjadi pengalaman yang positif bagi creating a positive experience for passengers and, it is hoped,
penumpang dan diharapkan akan berdampak pada peningkatan contributing to an increase in Garuda Indonesia’s revenue.
pendapatan Garuda Indonesia.
3. Sumber Daya Manusia yang Kompeten dan Professional 3. Competent and Professional Human Capital
Garuda Indonesia memiliki kualitas sumber daya manusia Garuda Indonesia boasts a professional workforce with
yang profesional dengan kompetensi teknis dan keahlian strong technical competencies and expertise in the aviation
tinggi di industri penerbangan, didukung program industry, supported by comprehensive development
pengembangan menyeluruh yang mencakup pelatihan programs that include technical training, soft skills, and
teknis, soft skills, dan kepemimpinan. Budaya kerja yang leadership training. An innovative and high-performing
inovatif dan unggul menjadi kekuatan Perseroan, seperti work culture is a key strength of the Company, exemplified
program “Innovation Competition” yang dapat diikuti oleh by the “Innovation Competition” program, which is open to
semua pihak internal Perseroan untuk memberikan ide all internal employees to showcase their innovative ideas
inovatif dan kemampuan terbaik dari setiap insan. Selain and best capabilities. Additionally, the Company employs
itu, dengan sistem manajemen talenta yang efektif untuk an effective talent management system to develop future
mengembangkan pemimpin masa depan dan SDM yang leaders and high-quality human resources. Garuda Indonesia
berkualitas. Garuda Indonesia juga berinvestasi untuk also invests in employee development through coaching,
mengembangkan karyawan dilakukan melalui coaching, mentoring, challenging assignments, and practical knowledge
mentoring, challenging assignment dan practical knowledge training to support and ensure the sustained competence
training untuk mendukung dan menjamin kompetensi SDM of its workforce, thereby driving the growth of Garuda
secara berkelanjutan untuk meningkatkan pertumbuhan Indonesia’s business and enabling it to compete in a highly
bisnis Garuda Indonesia dan bersaing di industri yang competitive industry.
kompetitif.
4. Aliansi dengan SkyTeam 4. Alliance with SkyTeam
SkyTeam sebagai aliansi terbesar kedua didunia memperkuat As the world’s second-largest airline alliance, SkyTeam
posisi Garuda Indonesia sebagai maskapai kelas dunia reinforces Garuda Indonesia’s position as a world-class
dengan reputasi global yang baik, membantu memperluas airline with a strong global reputation, helping to expand its
jaringan penerbangan secara global dan memungkinkan global flight network and enabling Garuda Indonesia to offer
Garuda Indonesia untuk menawarkan kepada penumpang passengers premium-class service that meets international
layanan kelas premium dengan standar internasional. Aliansi standards. The SkyTeam alliance also helps Garuda develop
SkyTeam juga membantu Garuda untuk mengembangkan international markets and strengthens Garuda Indonesia’s
pasar di dunia internasional serta memperkuat posisi Garuda position as a premium-class airline in the eyes of global
Indonesia sebagai maskapai berkelas premium di mata customers.
pelanggan global.
5. Penghargaan Global Skytrax 4-Star Airline 5. Skytrax Global 4-Star Airline Award
Garuda Indonesia tersertifikasi sebagai 4 Star Airline untuk Garuda Indonesia is certified as a 4 Star Airline for airport
kualitas airport, onboard product dan staff services. Penilaian quality, onboard products, and staff services. Skytrax's
Skytrax meliputi first class, business class, economy class, assessment covers first class, business class, economy class,
airport services, lounge, onboard product dan cabin staff service airport services, lounges, onboard products, and cabin staff
membantu Garuda Indonesia untuk memperoleh pengakuan service, helping Garuda Indonesia gain international recognition
internasional atas kualitas layanan, reputasi maskapai yang for its service quality and airline reputation, which can increase
dapat meningkatkan kepercayaan pelanggan dan memperkuat customer trust and strengthen its positive image as a full-service
citra positif sebagai maskapai full services di pasar global. airline in the global market.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
6. Interkoneksi Rute Domestik dan Internasional 6. Domestic and International Route Interconnectivity
Garuda Indonesia memiliki rute yang cukup luas secara Garuda Indonesia operates an extensive global route network,
global dengan total 45 destinasi domestik yang terbagi serving a total of 45 domestic destinations, 25 in the western
menjadi 25 domestic west region dan 20 domestic east region region and 20 in the eastern region, as well as 20 international
serta 20 destinasi internasional. Interkoneksi rute yang luas destinations. This extensive route network plays a strategic role
berperan strategis dalam memperkuat konektivitas nasional in strengthening national connectivity while opening up greater
sekaligus membuka akses lebih ke pasar global salah satunya access to global markets, including through existing codeshare
melalui codeshare yang telah berjalan. Garuda Indonesia agreements. Garuda Indonesia also operates a Hub-and-Spoke
juga memiliki sistem Hub-and-Spoke yang berpusat di system centered at Soekarno-Hatta International Airport and
Bandara Soekarno-Hatta dan secara bersamaan sedang is simultaneously developing Secondary Hubs in major cities
mengembangkan Secondary Hubs di kota-kota besar di across Indonesia to optimize domestic and international flight
Indonesia yang bertujuan untuk optimalisasi koneksi connections.
penerbangan domestik dan internasional.
7. Peningkatan produktivitas operasional 7. Improved Operational Productivity
Aspek operasional Garuda Indonesia terus ditingkatkan secara Garuda Indonesia’s operational aspects continue to be
berkelanjutan, termasuk penambahan rute baru, optimalisasi improved on a sustainable basis, including the addition of
rute eksisting, dan peningkatan frekuensi penerbangan new routes, optimization of existing routes, and increased
domestik maupun internasional. Upaya ini berkontribusi flight frequencies on both domestic and international routes.
pada peningkatan pendapatan, jumlah penumpang naik 3,7 These efforts contribute to revenue growth and passenger
juta atau 19% pada 2024, serta peningkatan Available Seat volume, which increased by 3.7 million passengers or 19% in
Kilometer (ASK) dan Seat Load Factor (SLF) menjadi 78,90% 2024, as well as improvements in Available Seat Kilometers
dari 74,88% di 2023, menunjukkan produktivitas operasional (ASK) and Seat Load Factor (SLF) to 78.90% from 74.88% in
yang semakin optimal. 2023, reflecting increasingly optimal operational productivity.
8. Alliance and Partnership 8. Alliance and Partnership
Tercatat pada 2025 Garuda Indonesia memiliki sebanyak 70+ As of 2025, Garuda Indonesia recorded more than 70 Special
SPA (Special Prorate Agreements) termasuk 21 Codeshare Prorate Agreements (SPAs), including 21 codeshare partners,
partners, 2 Joint Venture (JV) Partners dan bergabung dalam 2 Joint Venture (JV) partners, and membership in a global
aliansi global. airline alliance.
9. Sinergi Entitas Anak 9. Subsidiary Synergy
Ekosistem terintegrasi Garuda Indonesia Group memberikan The integrated ecosystem of the Garuda Indonesia Group
kontribusi strategis melalui kinerja anak perusahaan yang provides a strategic contribution through the measurable
terukur. Citilink meningkatkan market share domestik dengan performance of its subsidiaries. Citilink increases domestic
strategi multi brand, GMF AeroAsia mendukung pemeliharaan market share through a multi-brand strategy, GMF AeroAsia
armada secara handal, dan Aerowisata Group memperkuat supports reliable fleet maintenance, and the Aerowisata Group
layanan pariwisata. Sinergi ini menciptakan competitive strengthens tourism services. This synergy creates a competitive
advantage melalui efisiensi biaya, diversifikasi pendapatan, advantage through cost efficiency, revenue diversification, and
dan peningkatan daya tawar di industri penerbangan. enhanced bargaining power in the aviation industry.
10. Corporate Social Responsibility yang Kuat 10. Strong Corporate Social Responsibility
Garuda Indonesia berkomitmen untuk memberikan dampak Garuda Indonesia is committed to making a positive impact,
positif terutama pada empat pilar utama, diantaranya: sosial, particularly across four key pillars: social, environmental,
lingkungan, ekonomi serta hukum dan tata kelola secara economic, and legal and governance—all in a sustainable
berkelanjutan. Sejalan dengan komitmen berkelanjutan manner. In line with its sustainability commitment, Garuda
Garuda Indonesia membuat program “More passengers Indonesia launched the “More Passengers, More Trees” program,
More Trees”, membantu renovasi 2 (dua) taman baca dan which helped renovate two reading gardens and donated 1,000
memberikan 1.000 buku, memberikan bantuan dana serta books, provided financial assistance, and offered skills training
memberikan pelatihan kompetensi dan bimbingan belajar. and academic tutoring. Garuda Indonesia actively collaborates
Garuda Indonesia aktif bekerja sama untuk mengurangi to reduce carbon footprints, including through the Waste
dampak karbon diantaranya Program Waste Management Management Program with Plasticpay, which successfully
dengan Plasticpay berhasil mengurangi 248 kg jejak karbon reduced 248 kg of carbon footprint during December 2024; the
selama bulan Desember 2024, Program Garuda Waste Garuda Waste Management Program, which reduced 12,926 kg
Management berhasil mengurangi 12.926 kg CO2 serta of CO2; and the Recycle Paper Program, which recycled 50 tons
Program Recycle Paper berhasil mendaur ulang 50 ton kertas of used paper. Garuda Indonesia also provided mentoring and
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bekas. Garuda Indonesia juga memberikan pembinaan dan distributed financial assistance to micro and small businesses,
menyalurkan bantuan dana untuk usaha mikro dan kecil with a total of 518 partners recorded by the end of 2024.
yang tercatat hingga akhir 2024 sebanyak 518 mitra. Hal This demonstrates that Garuda Indonesia’s commitment to
tersebut menunjukan bahwa komitmen Garuda Indonesia supporting Corporate Social Responsibility is significant and
untuk mendukung Corporate Social Responsibility sangat impactful.
besar dan berdampak.
Dalam menjalankan seluruh kegiatan operasionalnya secara In conducting all of its operational activities on a sustainable
berkesinambungan, Garuda Indonesia senantiasa berupaya basis, Garuda Indonesia consistently seeks to ensure business
menjaga keberlangsungan usahanya dengan memperhatikan continuity by taking into account current conditions as well as
berbagai kondisi yang dihadapi saat ini maupun potensi yang potential developments in the future. External factors that may
dapat terjadi di masa mendatang. Adapun faktor eksternal affect such sustainability include global and national economic
yang berpotensi memengaruhi keberlanjutan tersebut meliputi conditions, the dynamics of the aviation industry, as well as
kondisi perekonomian global, nasional, serta dinamika industri environmental and social aspects.
penerbangan, termasuk aspek lingkungan hidup dan sosial.
Analisis perekonomian global di sepanjang tahun 2025 masih The analysis of the global economy throughout 2025 continues
dihadapkan pada tingkat ketidakpastian yang tinggi akibat to be characterized by a high level of uncertainty due to ongoing
berlanjutnya dinamika geopolitik, termasuk konflik Rusia– geopolitical dynamics, including the Russia–Ukraine conflict and
Ukraina dan ketegangan di kawasan Timur Tengah, serta tensions in the Middle East, as well as increasing fragmentation in
meningkatnya fragmentasi perdagangan dan investasi global. global trade and investment. These conditions have contributed to
Kondisi tersebut berdampak pada perlambatan pertumbuhan a moderation in global economic growth and increased volatility
ekonomi dunia yang cenderung moderat dan meningkatnya in international financial markets. This situation may affect the
volatilitas pasar keuangan internasional. Situasi ini berpotensi Company’s performance, particularly through fluctuations in
memengaruhi kinerja perusahaan, terutama melalui fluktuasi exchange rates, fuel prices, and international travel demand,
nilai tukar, harga bahan bakar, serta permintaan perjalanan thereby requiring vigilance and adaptive responses to maintain
internasional, sehingga memerlukan kewaspadaan dan respons business sustainability.
yang adaptif dalam menjaga keberlanjutan usaha.
Namun demikian, di tingkat nasional, perekonomian Indonesia However, at the national level, Indonesia’s economy has
menunjukkan ketahanan yang solid dengan pertumbuhan sebesar demonstrated solid resilience, with growth of 5.11% in 2025,
5,11% pada tahun 2025, didukung oleh konsumsi domestik, supported by domestic consumption, government spending,
belanja pemerintah, serta investasi yang tetap terjaga. Stabilitas and sustained investment. This macroeconomic stability has
makroekonomi ini memberikan dampak positif terhadap industri had a positive impact on the aviation industry, particularly in
penerbangan, khususnya dalam menjaga permintaan perjalanan maintaining domestic travel demand. Nevertheless, the Company
domestik. Perseroan masih tetap perlu mencermati potensi risiko still needs to closely monitor potential risks arising from changes
yang berasal dari perubahan daya beli masyarakat, dinamika in purchasing power, price dynamics, and social factors that
harga, serta faktor sosial yang memengaruhi mobilitas dan influence mobility and travel preferences, which may ultimately
preferensi perjalanan, yang pada akhirnya dapat berdampak affect operational performance and business sustainability.
terhadap kinerja dan keberlanjutan operasional.
Dari sisi industri, sektor penerbangan menunjukkan tren From an industry perspective, the aviation sector shows signs
pemulihan yang ditandai dengan meningkatnya jumlah of recovery, reflected in the increasing number of international
penumpang internasional serta stabilnya kinerja domestik, passengers and stable domestic performance, although certain
meskipun masih terdapat tekanan pada segmen tertentu. segments remain under pressure. These developments present
Perkembangan ini menghadirkan peluang sekaligus tantangan both opportunities and challenges in maintaining competitiveness
dalam menjaga daya saing dan keberlanjutan usaha. Untuk and business sustainability. To address these dynamics, the
merespons dinamika tersebut, perusahaan memperkuat posisinya Company strengthens its position as a full-service carrier by
sebagai maskapai layanan penuh (full-service carrier) dengan optimizing its value-added route network and engaging in
mengoptimalkan jaringan rute yang memberikan nilai tambah strategic synergies with its subsidiaries to enhance efficiency
serta melakukan sinergi strategis bersama entitas anak guna and service reach.
meningkatkan efisiensi dan jangkauan layanan.
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Berdasarkan analisis komprehensif terhadap proyeksi makro Based on a comprehensive analysis of global and national
ekonomi global dan nasional, dinamika pasar serta pertumbuhan macroeconomic projections, market dynamics and air traffic
trafik penerbangan, dan evaluasi menyeluruh atas peluang growth, as well as a thorough evaluation of available external
eksternal yang tersedia serta kekuatan internal yang dimiliki opportunities and the Company’s internal strengths, Garuda
Perseroan, Garuda Indonesia menunjukkan optimisme yang Indonesia demonstrates strong optimism in improving its future
kuat dalam meningkatkan kinerja usaha ke depan. Indikator business performance. Indicators of economic recovery, increasing
pemulihan ekonomi, peningkatan mobilitas masyarakat, serta public mobility, and a more positive trend in air travel demand
tren permintaan perjalanan udara yang semakin positif menjadi provide a solid foundation for the Company to strengthen its
landasan yang kokoh bagi Perseroan untuk memperkuat daya competitiveness and expand its market share.
saing dan memperluas pangsa pasar.
APRESIASI APPRECIATION
Seluruh tantangan yang berhasil dilalui oleh Perseroan All challenges faced by the Company in 2025 were overcome
sepanjang tahun 2025 tidak terlepas dari kerja keras dan dedikasi through the hard work and dedication of all employees, and
seluruh insan perusahaan yang didukung oleh kepercayaan with the support of stakeholders. These achievements reflect the
dari para pemangku kepentingan. Capaian tersebut menjadi Company’s commitment to integrating sustainability principles
bukti komitmen Perseroan dalam mengintegrasikan prinsip into all of its business and operational activities.
keberlanjutan ke dalam setiap aktivitas bisnis dan operasionalnya.
Perseroan berharap dukungan dan kepercayaan dari seluruh The Company hopes that stakeholders will continue to support
pemangku kepentingan dapat terus terjalin dengan baik, and trust the Company, enabling Garuda to maintain positive
sehingga Perseroan mampu mempertahankan kinerja positif performance and achieve further accomplishments in the
serta meraih berbagai pencapaian di masa mendatang. Atas future. On behalf of Management, we would like to express our
nama Manajemen, kami menyampaikan apresiasi dan terima appreciation and gratitude to all parties who have supported
kasih kepada seluruh pihak yang telah memberikan dukungan the Company’s journey.
terhadap perjalanan Perseroan.
Jakarta, 25 April 2026
Jakarta, April 25, 2026
GLENNY KAIRUPAN
Direktur Utama
President Director & CEO
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TANGGUNG JAWAB LAPORAN
KEBERLANJUTAN [GRI 2-14]
RESPONSIBILITY FOR THE SUSTAINABILITY REPORT [GRI 2-14]
Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the undersigned, hereby declare that all information
semua informasi dalam Laporan Keberlanjutan PT Garuda disclosed in the 2025 Sustainability Report of PT Garuda
Indonesia (Persero) Tbk tahun 2025 termasuk di dalamnya Indonesia (Persero) Tbk, including material topic information,
mencakup informasi topik material telah dimuat secara is presented in its entirety. We bear full responsibility for the
lengkap dan bertanggung jawab penuh atas kebenaran isi accuracy of the contents of the Sustainability Report in accordance
Laporan Keberlanjutan perusahaan sesuai dengan POJK No. with POJK No. 51/POJK.03/2017 concerning the Implementation
51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan of Sustainable Finance for Financial Service Institutions, Issuers,
bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik. and Public Companies.
Jakarta, 25 April 2026
Jakarta, April 25, 2026
DIREKSI
Board of Directors
GLENNY KAIRUPAN
Direktur Utama
President Director & CEO
BALAGOPAL KUNDUVARA THOMAS OENTORO REZA AULIA HAKIM
Direktur Keuangan dan Wakil Direktur Utama Direktur Niaga
Manajemen Risiko Vice President Director Director of Commercial
Director of Finance and Risk
Management
DANI HAIKAL IRIAWAN MUKHTARIS EKSITARINO IRIANTO NEIL RAYMOND MILLS
Direktur Operasi Direktur Teknik Direktur Human Capital Direktur Transformasi
Director of Operation Director of Maintenance dan Corporate Service Director of Transformation
Director of Human Capital
and Corporate Service
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TANGGUNG JAWAB LAPORAN
KEBERLANJUTAN [GRI 2-14]
RESPONSIBILITY FOR THE SUSTAINABILITY REPORT [GRI 2-14]
Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the undersigned, hereby declare that all information
semua informasi dalam Laporan Keberlanjutan PT Garuda disclosed in the 2025 Sustainability Report of PT Garuda
Indonesia (Persero) Tbk tahun 2025 termasuk di dalamnya Indonesia (Persero) Tbk, including material topic information,
mencakup informasi topik material telah dimuat secara is presented in its entirety. We bear full responsibility for the
lengkap dan bertanggung jawab penuh atas kebenaran isi accuracy of the contents of the Sustainability Report in accordance
Laporan Keberlanjutan perusahaan sesuai dengan POJK No. with POJK No. 51/POJK.03/2017 concerning the Implementation
51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan of Sustainable Finance for Financial Service Institutions, Issuers,
bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik. and Public Companies.
Jakarta, 25 April 2026
Jakarta, April 25, 2026
DEWAN KOMISARIS
Board of Commissioners
FADJAR PRASETYO
Komisaris Utama merangkap Komisaris Independen
President Commissioner, concurrently Independent Commissioner
CHAIRAL TANJUNG MAWARDI YAHYA FRANS DICKY TAMARA
Komisaris Komisaris Independen Komisaris
Commissioner Independent Commissioner Commissioner
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TATA KELOLA
KEBERLANJUTAN
SUSTAINABILITY GOVERNANCE
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STRUKTUR DAN KOMPOSISI
TATA KELOLA [GRI 2-9, GRI 2-11]
GOVERNANCE STRUCTURE AND COMPOSITION [GRI 2-9, GRI 2-11]
Sesuai dengan Undang-Undang No. 40 Tahun 2007 tentang In accordance with Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas, struktur tata kelola Garuda Indonesia Companies, Garuda Indonesia's governance structure consists
terdiri dari organ utama, yaitu Rapat Umum Pemegang Saham of three main governing bodies: the General Meeting of
(RUPS), Dewan Komisaris, dan Direksi. Organ Perseroan tersebut Shareholders (GMS), the Board of Commissioners, and the Board
memainkan peran kunci dalam keberhasilan pelaksanaan Good of Directors. These entities play a crucial role in ensuring the
Corporate Governance (GCG). Di Garuda Indonesia, Direksi successful implementation of Good Corporate Governance (GCG).
sekaligus merupakan eksekutif senior yang dipilih langsung At Garuda Indonesia, the Board of Directors, elected directly
oleh RUPS dan memikul tanggung jawab terhadap jalannya by shareholders, assumes full responsibility for the overall
perusahaan secara keseluruhan. Dalam pelaksanaannya, masing- management and operations of the Company. Each governing
masing organ Perseroan tersebut menjalankan tugas, fungsi body performs its respective duties, functions, and responsibilities
dan tanggung jawabnya secara independen untuk kepentingan independently, prioritizing the Company’s best interests while
Perseroan sesuai dengan ketentuan perundang-undangan, adhering to prevailing laws, the Company’s Articles of Association,
Anggaran Dasar Perseroan, dan ketentuan lain yang berlaku. and other applicable regulations. Meanwhile, the Chairman of
Sedangkan, ketua badan tata kelola tertinggi yaitu Komisaris the highest governing body, the President Commissioner, is not
Utama bukan merupakan eksekutif senior. Komisaris Utama part of senior management. The President Commissioner of
Garuda Indonesia memiliki peran murni pengawasan dan Garuda Indonesia has a purely supervisory and strategic role,
strategis, sedangkan pelaksanaan operasional sehari-hari while day-to-day operations are handled by the President &
dijalankan oleh Direktur Utama dan anggota Direksi lainnya CEO and other members of the Board of Directors in accordance
sesuai dengan sesuai dengan Anggaran Dasar Perseroan. with the Company’s Articles of Association.
Dalam menjalankan tugas dan tanggung jawab Dewan Komisaris To support the duties and responsibilities of the Board of
dan Direksi, Perseroan telah membentuk organ-organ pendukung Commissioners and the Board of Directors, the Company
GCG di bawah Dewan Komisaris terdiri dari Komite Audit, Komite has established GCG supporting bodies. Under the Board of
Pengembangan Usaha dan Pemantauan Risiko, Komite Nominasi Commissioners, these include the Audit Committee, the Business
dan Remunerasi, Komite Tata Kelola Terintegrasi, dan Sekretaris Development and Risk Monitoring Committee, the Nomination
Dewan Komisaris. Sedangkan, organ pendukung GCG di bawah and Remuneration Committee, the Integrated Governance
Direksi terdiri dari Sekretaris Perusahaan, Satuan Pengawas Committee, and the Secretary of the Board of Commissioners
Internal (SPI), Manajemen Risiko, Kepatuhan, dan unit kerja Meanwhile, under the Board of Directors, the supporting bodies
lainnya. comprise the Corporate Secretary, Internal Audit Unit (SPI), Risk
Management, and other relevant work units.
Dalam pelaksanaannya, masing-masing organ Perseroan Each governing body performs its respective duties, functions,
tersebut menjalankan tugas, fungsi dan tanggung jawabnya and responsibilities independently, prioritizing the Company’s
secara independen untuk kepentingan Perseroan sesuai dengan best interests while adhering to prevailing laws, the Company’s
ketentuan perundang-undangan, Anggaran Dasar Perseroan, Articles of Association, and other applicable regulations.
dan ketentuan lain yang berlaku.
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Organ Utama
Main Organs
Dewan Komisaris RUPS Direksi
Board of Commissioners GMS Board of Directors
Organ Pendukung
Supporting Organs
Komite Audit
Sekretaris Dewan Komisaris Audit Committee • Corporate Secretary
The Secretary of the Board Corporate Secretary
of Commissioners
• Internal Audit
Komite Nominasi
Internal Audit
dan Remunerasi
Nomination and
• Manajemen Risiko
Remuneration Committee
Risk Management
• Kepatuhan
Work Unit Compliance
Komite Pengembangan Usaha
dan Pemantauan Risiko • Unit Kerja Lainnya
Business Development and Others
Risk Monitoring Committee
Komite Tata Kelola
Terintegrasi
Integrated
Governance Committee
Profil Dewan Komisaris dan Direksi termasuk Komisaris The profile of the Board of Commissioners and Board of
Independen, jenis kelamin, masa jabatan dan kompetensi Directors, including Independent Commissioners, gender, terms
yang dimiliki disajikan di dalam Laporan Tahunan bagian Profil of office, and competencies, are presented in the Company
Perusahaan. Di samping itu, profil komite di bawah Dewan Profile section of the Annual Report. Additionally, the profiles
Komisaris dan Direksi berserta tugas dan tanggung jawab Dewan of committees under the Board of Commissioners and Board of
Komisarisn dan Direksi juga telah disampaikan pada Laporan Directors, as well as their duties and responsibilities, have been
Tahunan Garuda Indonesia bagian Tata Kelola Perusahaan. included in the Corporate Governance Section of the Garuda
Indonesia Annual Report.
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KODE ETIK
CODE OF CONDUCT
Garuda Indonesia senantiasa mendukung kepatuhan terhadap Garuda Indonesia consistently upholds compliance with the
Etika Bisnis dan Etika Kerja Perseroan serta berkomitmen Company’s Business Ethics and Work Ethics and is committed
untuk mengimplementasikannya secara konsisten di seluruh to implementing them across all levels of the organization. All
lini organisasi. Seluruh Pejabat Eksekutif pada setiap jenjang executive officers at every level are required to ensure that the
diwajibkan bertanggung jawab dalam memastikan bahwa Kode Business Ethics and Work Ethics are understood, observed, and
Etik Bisnis dan Etika Kerja dipahami, dipatuhi, dan dijalankan properly implemented by all Company personnel. Furthermore,
dengan baik oleh seluruh insan Perseroan. Selain itu, setiap all employees are required to sign an annual statement
karyawan diwajibkan menandatangani pernyataan komitmen confirming their commitment to comply with the Business Ethics
kepatuhan terhadap Kode Etik Bisnis dan Etika Kerja secara and Work Ethics, as a way to reinforce integrity and accountability.
berkala setiap tahun sebagai bentuk penguatan integritas dan
akuntabilitas.
Kode Etik Bisnis dan Etika Kerja Perusahaan senantiasa ditinjau The Company’s Business Ethics and Work Ethics are regularly
dan disesuaikan dengan perkembangan hukum, sosial, norma, reviewed and updated in line with legal developments, social
regulasi, serta dinamika bisnis Perseroan. Pembaruan tersebut norms, regulations, and the Company’s evolving business
dikomunikasikan secara internal agar seluruh elemen organisasi dynamics. These updates are communicated internally to ensure
memahami dan secara aktif mendukung implementasi pedoman that all elements of the organization understand and actively
etika yang berlaku. Seluruh insan Perseroan berkewajiban support the implementation of the applicable ethical guidelines.
menerapkan Kode Etik Bisnis dan Etika Kerja sehingga nilai- All Company personnel are required to uphold the Business
nilai moral yang dianut Perusahaan tercermin dalam sikap, Ethics and Work Ethics so that the Company’s moral values
perilaku, dan tindakan sehari-hari. Untuk memperjelas are reflected in their daily attitudes, behavior, and actions. To
implementasinya, pedoman ini dilengkapi dengan contoh provide clearer guidance, this code is complemented by examples
perilaku yang diperbolehkan dan tidak diperbolehkan sebagai of acceptable and unacceptable behavior as a reference for
acuan dalam menjaga standar etika Perseroan. maintaining the Company’s ethical standards.
Informasi terkait Kode Etik Perseroan telah dibahas secara rinci Further information on the Company’s Code of Conduct is
pada Laporan Tahunan Garuda Indonesia tahun 2025 bagian presented in detail in Garuda Indonesia’s 2025 Annual Report,
Tata Kelola Perusahaan. under the Corporate Governance section.
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CONFLICT OF INTEREST [GRI 2-15]
CONFLICT OF INTEREST [GRI 2-15]
Sesuai ketentuan dalam Peraturan Otoritas Jasa Keuangan According to the provisions of the Financial Services Authority
Nomor 42/POJK.04/2020 tentang Transaksi Afiliasi dan Regulation Number 42/POJK.04/2020 concerning Affiliated
Transaksi Benturan Kepentingan (POJK 42/2020), benturan Transactions and Conflict of Interest Transactions, a conflict of
kepentingan adalah perbedaan antara kepentingan ekonomis interest refers to a divergence between the economic interests
Perusahaan Terbuka dengan kepentingan ekonomis pribadi of a public company and the personal economic interests of
Anggota Direksi, Anggota Dewan Komisaris, Pemegang Saham members of the Board of Directors, Board of Commissioners,
Utama, atau Pengendali yang dapat merugikan perusahaan Major or Controlling Shareholders, which could potentially harm
terbuka dimaksud. Garuda Indonesia senantiasa berkomitmen the Company. Garuda Indonesia is committed to preventing any
untuk menghindari segala bentuk benturan kepentingan yang form of conflict of interest that may arise. In managing the Board
mungkin terjadi. Dalam mengelola benturan kepentingan pada of Commissioners and Board of Directors' conflict of interest,
Dewan Komisaris dan Direksi, Perseroan telah memiliki Board Garuda Indonesia has prepared a Board manual that prohibits the
Manual yang di dalamnya telah mengatur tentang Anggota members of the Board of Commissioners and Board of Directors
Dewan Komisaris dan Direksi dilarang melakukan tindakan yang from taking actions that have elements of conflict of interest
mempunyai benturan kepentingan dan mengambil keuntungan and taking personal benefits from decision-making and/or the
pribadi dari pengambilan keputusan dan/atau pelaksanan implementation of the Company's related activities, other than
kegiatan Perseroan yang bersangkutan, selain penghasilan yang legal income. If all members of the Board of Directors have a
sah. Apabila seluruh anggota Direksi mempunyai benturan conflict of interest with the Company, the Board of Commissioners
kepentingan dengan Perseroan, maka Dewan Komisaris dapat can represent the Company. Furthermore, if any member of the
mewakili Perseroan. Lebih lanjut, dalam hal setiap anggota Direksi Board of Directors or the Board of Commissioners is involved
dan Dewan Komisaris terlibat dalam proses hukum tersebut dan/ in the legal process and/or has a conflict of interest with the
atau memiliki benturan kepentingan dengan Perseroan, maka Company, the General Meeting of Shareholders will appoint
Rapat Umum Pemegang Saham akan menunjuk pihak lain untuk another party to represent the Company.
mewakili Perseroan.
Setiap anggota Dewan Komisaris dan Direksi yang secara Each member of the Board of Commissioners and Board of
pribadi dengan cara apapun, baik secara langsung maupun Directors who personally in any way, directly or indirectly, has
secara tidak langsung, mempunyai kepentingan dalam suatu an interest in a proposed transaction or contract in which the
transaksi, kontrak atau kontrak yang diusulkan dalam mana Company serves as one of the parties, shall declare the nature
Perseroan menjadi salah satu pihaknya, harus dinyatakan sifat of their interest in the Board of Commissioners Meeting and
kepentingannya dalam suatu Rapat Dewan Komisaris dan tidak shall not reserve the right to participate in voting on matters
berhak untuk ikut dalam pengambilan suara mengenai hal yang concerning the transaction or contract. In addition, the Board
berhubungan dengan transaksi atau kontrak tersebut. Selain of Commissioners and Board of Directors must consider the
itu, Dewan Komisaris dan Direksi juga wajib memperhatikan Company's applicable provisions on the guidelines for handling
ketentuan terntang pedoman penanganan benturan kepentingan conflicts of interest.
yang berlaku di Perseroan.
Sebagai upaya pencegahan benturan kepentingan, Perseroan As an effort to prevent conflicts of interest, the Company has
telah menetapkan Pedoman Etika Bisnis dan Etika Kerja, yang established Business Ethics and Work Ethics, which includes
di dalamnya telah mengatur terkait kebijakan pencegahan dan policies on anti-fraud prevention and control, as well as a
pengendalian anti-fraud, termasuk komitmen untuk tetap bebas commitment to remain free from political involvement and
dari keterlibatan politik dan kegiatan lobi kebijakan. Kentuan policy lobbying activities. Provisions regarding the prohibition
terkait larangan benturan kepentingan sebagaimana diatur dalam of conflicts of interest are set out in the Conflict-of-Interest
Pedoman Penanganan Benturan Kepentingan yang tertuang Handling Guidelines as stipulated in Board of Directors Decree
dalam Surat Keputusan Direksi JKTDZ/SKEP/50150/2024. No. JKTDZ/SKEP/50150/2024. To reinforce compliance with
Sebagai bentuk komitmen kepatuhan atas Pedoman Etika Bisnis the Business Ethics and Work Ethics, including the conflict of
dan Etika Kerja, termasuk di dalamnya kebijakan benturan interest policy, all employees are required to periodically sign
kepentingan, seluruh pegawai Perseroan diwajibkan untuk a statement confirming their commitment to these policies.
menandatangani surat pernyataan sebagai komitmen untuk
mematuhi kebijakan tersebutsecara berkala.
Selama tahun 2025, tidak terdapat hubungan afiliasi (mencakup In 2025, there were no affiliations, whether financial, family,
hubungan keuangan, keluarga dan kepengurusan) anggota or management relationships, of members of the Board of
Dewan Komisaris dan Direksi dengan anggota Dewan Komisaris Commissioners and Board of Directors with other members of the
dan Direksi lainnya serta dengan pemegang saham utama dan Board of Commissioners and Board of Directors, as well as with
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pengendali. Pemegang Saham Pengendali Garuda Indonesia majority and controlling shareholders. The controlling shareholder
adalah PT Danantara Asset Management. Dalam hal kepemilikan of Garuda Indonesia is PT Danantara Asset Management. With
saham Dewan Komisaris dan Direksi, Anggota Direksi dan regard to share ownership, members of the Company’s Board
Dewan Komisaris Perseroan, secara berkala setiap tahunnya of Directors and Board of Commissioners annually submit
menyampaikan informasi mengenai kepemilikan saham atas information on their shareholdings in the Company, which is
saham Perseroan yang didokumentasikan dalam bentuk Daftar documented in a Special Register maintained by the Corporate
Khusus yang dikelola oleh Unit Corporate Secretary. Sampai Secretary Unit. Until the end of 2025, all members of the Board
dengan akhir tahun 2025, seluruh anggota Dewan Komisaris dan of Commissioners and Board of Directors do not own shares in
Direksi tidak memiliki saham perusahaan lain termasuk pemasok. other companies, including suppliers. Information related to the
Informasi terkait hubungan afiliasi Dewan Komisaris dan Direksi affiliations between the Board of Commissioners and the Board
telah disampaikan secara rinci pada Laporan Tahunan Garuda of Directors has been presented in detail in the Company Profile
Indonesia tahun 2025 bagian Profil Perusahaan. Informasi section of Garuda Indonesia’s 2025 Annual Report. Detailed
kepemilikan saham Garuda Indonesia oleh Dewan Komisaris information regarding the shareholdings of Garuda Indonesia’s
dan Direksi telah disampaikan secara rinci pada Laporan Board of Commissioners and Board of Directors is provided
Tahunan Garuda Indonesia tahun 2025 bagian Profil Perusahaan. in the “Company Profile” section of Garuda Indonesia’s 2025
Sedangkan, informasi kepemilikan saham Dewan Komisaris dan Annual Report. Meanwhile, detailed information regarding the
Direksi telah disampaikan secara rinci pada Laporan Tahunan shareholdings of the Board of Commissioners and Board of
Garuda Indonesia tahun 2025 bagian Tata Kelola Perusahaan. Directors is provided in the “Corporate Governance” section of
Garuda Indonesia’s 2025 Annual Report.
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NOMINASI DAN SELEKSI DEWAN
KOMISARIS DAN DIREKSI [GRI 2-10]
NOMINATION AND SELECTION OF THE BOARD OF
COMMISSIONERS AND THE BOARD OF DIRECTORS [GRI 2-10]
Proses nominasi dan seleksi Dewan Komisaris mengacu pada The nomination and selection process for the Board of
Peraturan Menteri BUMN No. PER-03/MBU/03/2023 tentang Commissioners adheres to the Regulation of the Minister of SOEs
Organ dan Sumber Daya Manusia BUMN dan Peraturan OJK Number PER-03/MBU/03/2023 on State-Owned Enterprise
No. 33/POJK.04.2014 tentang Direksi dan Dewan Komisaris Organs and Human Capital and Financial Services Authority
Emiten atau Perusahaan Publik di mana kandidat anggota Regulation No. 33/POJK.04.2014 on the Board of Directors and
Dewan Komisaris harus memenuhi sejumlah kriteria persyaratan Board of Commissioners of Issuers or Public Companies, under
formal, materiil, dan persyaratan lainnya. Calon anggota which candidates for the Board of Commissioners must meet a
Dewan Komisaris diangkat jika calon anggota telah memenuhi number of formal, substantive, and other requirements. Prospective
persyaratan formal, persyaratan materiil, dan persyaratan lain members of the Board of Commissioners are appointed if they
dengan prosedur berikut ini: meet the formal requirements, material requirements, and other
requirements under the following procedures:
1. Anggota Dewan Komisaris diangkat oleh RUPS; 1. The GMS appoints members of the Board of Commissioners;
2. Bagi BUMN tertentu yang berdasarkan peraturan perundang- 2. For certain SOEs, based on the prevailing laws and regulations,
undangan pengangkatan anggota Dewan Komisaris the appointment of members of the Board of Commissioners
memerlukan penilaian oleh regulator selaku pemangku requires assessment by the regulator as a stakeholder of
kepentingan Perseroan; the Company;
3. Anggota Dewan Komisaris wajib mengikuti uji kelayakan dan 3. Members of the Board of Commissioners must undergo the
kepatutan yang dilakukan oleh lembaga profesional yang fit and proper test conducted by a professional institution
ditunjuk oleh Menteri untuk melakukan uji kelayakan dan appointed by the Minister to conduct fit and proper tests on
kepatutan terhadap calon Direksi; candidates for the Directors;
4. Anggota Dewan Komisaris mulai menjabat secara efektif 4. Members of the Board of Commissioners start the position
terhitung sejak tanggal penyerahan keputusan atau tanggal effectively from the date of such resolution or the date set in
yang ditetapkan dalam keputusan Menteri/RUPS/seluruh the circular resolution of the Minister/GMS/all shareholders;
pemegang saham secara sirkuler;
5. Pengangkatan kembali anggota Dewan Komisaris dilakukan 5. The reappointment of members of the Board of Commissioners
berdasarkan penilaian Deputi Teknis dan Sekretaris atas is based on the assessment performed by the Technical Deputy
kemampuan yang bersangkutan melaksanakan tugasnya and the Secretary, evaluating the concerned members’ ability
dengan baik selama masa jabatannya. Penyajian hasil to fulfill their duties during their term of office. The assessment
penilaian dilakukan dalam bentuk narasi kualitatif. results are presented in the form of a qualitative narrative;
6. Anggota Dewan Komisaris yang jabatannya berakhir dapat 6. Members of the Board of Commissioners whose term of
diangkat kembali, dengan memperhatikan ketentuan office expires may be reappointed, with due regard to the
yang berlaku termasuk penilaian atas kemampuan yang applicable provisions, including an assessment of the ability
bersangkutan melaksanakan tugasnya dengan baik selama of the relevant members to fulfill their duties properly during
masa jabatannya. their term of office.
Seperti halnya, nominasi dan seleksi Direksi mengacu pada Similarly, the nomination and selection of the Board of
Peraturan Menteri BUMN RI Nomor: PER-3/MBU/03/2023 Directors are governed by Regulation of the Minister of State-
tentang Organ dan Sumber Daya Manusia BUMN. Untuk Owned Enterprises of the Republic of Indonesia No. PER-3/
diangkat sebagai Direksi Perseroan, maka calon anggota Direksi MBU/03/2023 concerning the Organizational Structure and
harus memenuhi persyaratan formal dan material. Informasi Human Resources of State-Owned Enterprises. To be appointed
mengenai nominasi Dewan Komisaris dan Direksi, kompetensi as a member of the Company’s Board of Directors, a candidate
serta Kebijakan Keberagaman Direksi dan Dewan Komisaris, must meet both formal and material requirements. Information
Independensi serta implementasinya telah disajikan pada Bab regarding the nomination of the Board of Commissioners and the
Tata Kelola Perusahaan dalam Laporan Tahunan Garuda Indonesia Board of Directors, their competencies, as well as the Diversity
tahun 2025. Policy for the Board of Directors and the Board of Commissioners,
Independence, and its implementation has been presented in
the Corporate Governance Chapter of Garuda Indonesia’s 2025
Annual Report.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
PENILAIAN KINERJA DEWAN
KOMISARIS DAN DIREKSI [GRI 2-18]
COMMISSIONERS AND THE BOARD OF DIRECTORS [GRI 2-18]
Penilaian kinerja Direksi secara kolegial maupun individu Performance assessment is conducted collectively and individually
dilakukan melalui Key Performance Indicator (KPI) yang evaluasi through Key Performance Indicators, which are then evaluated
oleh Dewan Komisaris dan disampaikan kepada Pemegang by the Board of Commissioners and submitted to Shareholders
Saham dalam RUPS. Setiap tahun, Direksi wajib menyusun at the GMS. Each year, the Board of Directors is required to
Kontrak Manajemen Tahunan yang memuat KPI Direksi prepare an Annual Management Contract outlining the Directors’
yang merupakan penjabaran dari RKAP. Kontrak Manajemen Key Performance Indicators (KPIs) derived from the RKAP.
memuat KPI Direksi secara kolegial dan Individu yang disetujui The Management Contract includes collective and individual
oleh Dewan Komisaris setelah terlebih dahulu berkonsultasi KPIs for the Directors and must be approved by the Board of
dengan Pemegang Saham Seri A Dwiwarna. Penilaian kinerja Commissioners following prior consultation with the Series A
Direksi telah mempertimbangkan aspek ESG yang ditunjukkan Dwiwarna Shareholders. The Board of Directors' performance
dalam pencapaian target kinerja yang terkait dengan topik assessment has considered the ESG aspect as demonstrated
ESG seluruhnya telah termasuk ke dalam indikator KPI Direksi. by the achievement of performance targets related to ESG, all
Perseroan telah memiliki kriteria dalam menghubungkan KPI of which are included in the Board of Directors' performance
manajemen ke topik ESG yang tertuang di kontrak manajemen. indicators. The Company has established criteria for linking
Perseroan juga memiliki fungsi monitoring terhadap kinerja dari management KPI to the ESG topic as outlined in the management
Direksi, baik kolegial ataupun perseorangan, serta Group Head contract. The Company also monitors the performance of the
juga melakukan pemantauan terhadap program strategis pada Board of Directors, both collectively and individually, while Group
setiap bulan. Penilaian kinerja Direksi dilakukan Dewan Komisaris Heads conduct monthly monitoring of strategic programs. The
dan dievaluasi oleh Pemegang Saham dalam RUPS setiap tahun. performance assessment of the Board of Directors is conducted by
the Board of Commissioners and evaluated by the Shareholders
at the GMS annually.
Sedangkan, penilaian kinerja Dewan Komisaris dilakukan Meanwhile, the Board of Commissioners’ performance assessment
sekali dalam 1 (satu) tahun, dengan menggunakan metode self is carried out once a year using the self-assessment method. The
assessment. Pengukuran keberhasilan kinerja Dewan Komisaris measurement of the Board of Commissioners’ performance
merupakan hasil kerja kolegial dari seluruh Dewan Komisaris success is the collegial work product of the entire Board, reflected
yang tercermin dalam satu kesatuan pada realisasi Rencana as a unified whole in the implementation of the Company’s
Bisnis Perseroan. Pengukuran keberhasilan kinerja Dewan Business Plan. The measurement of the Board of Commissioners’
Komisaris merupakan hasil kerja kolegial dari seluruh Dewan performance success is the collegial work product of the entire
Komisaris yang tercermin dalam satu kesatuan pada realisasi Board, reflected as a unified whole in the implementation of the
Rencana Bisnis Perseroan. Penilaian kinerja Dewan Komisaris Company’s Business Plan. The performance evaluation of the
juga mencakup pengawasan kinerja Direksi dalam pencapaian Board of Commissioners also includes oversight of the Board
target ESG. of Directors’ performance in achieving ESG targets.
Hasil penilaian kinerja Direksi dan Dewan Komisaris merupakan The results of the performance evaluations of the Board of
aspek yang tak terpisahkan dari skema remunerasi serta menjadi Directors and the Board of Commissioners are an integral
dasar pertimbangan untuk penunjukkan kembali. Informasi aspect of the remuneration scheme and serve as the basis for
lengkap terkait penilaian kinerja Direksi dan Dewan Komisaris consideration for reappointment. Detailed information on the
telah disampaikan pada Laporan Tahunan bagian Tata Kelola performance evaluations of the Board of Directors and the Board
Perusahaan. of Commissioners has been provided in the Corporate Governance
section of the Annual Report.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
05. Sustainability Strategy and Policy Sustainability Performance Highlights
KEBIJAKAN REMUNERASI [GRI 2-19, GRI 2-20, GRI 2-21]
REMUNERATION POLICY [GRI 2-19, GRI 2-20, GRI 2-21]
Dalam menerapkan remunerasi bagi Dewan Komisaris dan Direksi In implementing remuneration for the Board of Commissioners
Perseroan mengacu pada ketentuan ketentuan sebagaimana and the Board of Directors, the Company refers to the provisions
termuat dalam Peraturan Menteri Badan Usaha Milik Negara No. stipulated in the Regulation of the Minister of State-Owned
Per-3/MBU/03/2023 Organ dan Sumber Daya Manusia Badan Enterprises No. PER-3/MBU/03/2023 concerning the Organs
Usaha Milik Negara, serta ketentuan sesuai Surat Menteri Badan and Human Resources of State-Owned Enterprises, as well as
Usaha Milik Negara Republik Indonesia Nomor SR-52/MBU/ the provisions set out in the Letter of the Minister of State-
Wk.K/02/2024 tanggal 07 Februari 2024 perihal Penetapan Owned Enterprises of the Republic of Indonesia Number SR-52/
Penghasilan Direksi dan Dewan Komisaris PT Garuda Indonesia MBU/Wk.K/02/2024 dated February 7, 2024, concerning the
(Persero) Tbk Tahun 2024. Selanjutnya, Direksi Perseroan yang Determination of the Remuneration of the Board of Directors and
merupakan Direksi Ekspatriat yang diangkat pada RUPS tanggal Board of Commissioners of PT Garuda Indonesia (Persero) Tbk
15 Oktober 2025, pemberian remunerasi Direksi Ekspatriat for 2024. Furthermore, for members of the Board of Directors
mengacu pada surat PT Danantara Asset Management (Persero) who are expatriates and were appointed at the General Meeting
dengan nomor SR.029/DI-DAM/HC/2026 Perihal Informasi of Shareholders (GMS) on October 15, 2025, the remuneration
Penetapan Remunerasi Penugasan Direksi Dalam Rangka arrangement for expatriate directors refers to the letter of PT
Transformasi PT Garuda Indonesia (Persero) Tbk. Danantara Asset Management (Persero) Number SR.029/DI-
DAM/HC/2026 concerning the Information on the Determination
of Remuneration for Director Assignments in the Context of the
Transformation of PT Garuda Indonesia (Persero) Tbk.
Kebijakan dan prosedur penetapan remunerasi bagi Dewan The policy and procedure for setting remuneration for the Board
Komisaris dan Direksi terdiri dari beberapa tahapan yang of Commissioners and the Board of Directors include several
mencakup proses penyusunan, analisa, pengajuan, dan penetapan. stages: preparation, analysis, submission, and determination. The
Prosedur penetapan gaji bagi Direksi dan honorarium Dewan procedure for determining the salaries of the Board of Directors
komisaris diawali dengan pembahasan oleh Komite Nominasi dan and the honorarium of the Board of Commissioners begins with
Remunerasi mengenai ketentuan yang mengatur penghasilan discussions by the Nomination and Remuneration Committee
gaji bagi Direksi dan honorarium bagi Dewan Komisaris, kinerja regarding the provisions governing the remuneration of the Board
Perusahaan tahun berjalan, capaian Indikator Kinerja Utama of Directors and the honorarium of the Board of Commissioners,
Direksi dan Dewan Komisaris dan posisi gaji Direktur Utama the Company’s performance in the current year, the achievement
dibandingkan dengan data gaji Direktur Utama perusahaan of the Directors’ and Commissioners’ Key Performance Indicators
yang lainnya yang memiliki skala usaha yang sama dengan (KPI), and the salary position of the President & CEO compared to
Perusahaan. Dalam membahas posisi gaji Direktur Utama salary data of President & CEO of other companies with a similar
Perusahaan terhadap perusahaan pembanding lainnya dengan business scale to the Company. In discussing the salary position of
skala usaha yang sama (peer group), Komite Nominasi dan the Company’s President & CEO against comparable companies
Remunerasi dapat menggunakan konsultan independen yang with a similar business scale (peer group), the Nomination and
berkompeten di bidangnya. Remuneration Committee may engage an independent consultant
with relevant expertise in the field.
Komite Nominasi dan Remunerasi akan memberikan rekomendasi The Nomination and Remuneration Committee provides
gaji Direktur Utama kepada Dewan Komisaris untuk dibahas dan recommendations on the President & CEO’s salary to the Board
dimintakan persetujuan ke RUPS. Hasil kajian disampaikan oleh of Commissioners for review and for submission to the General
Dewan Komisaris sebagai bahan usulan penetapan remunerasi Meeting of Shareholders (GMS) for approval. The results of the
kepada Pemegang Saham, berdasarkan aturan remunerasi yang assessment are then presented by the Board of Commissioners as
berlaku di Kementerian BUMN. Dewan komisaris selanjutnya a proposal for remuneration determination to the Shareholders,
berkonsultasi dengan Menteri BUMN selaku pemegang saham in accordance with the remuneration regulations applicable within
mayoritas Perusahaan mengenai usulan gaji Direktur Utama. the Ministry of State-Owned Enterprises (SOEs). The Board
Hasil konsultasi akan dibawa ke RUPS untuk dibahas dan of Commissioners subsequently consults with the Minister of
mendapatkan persetujuan. Setelah mendapatkan persetujuan SOEs as the majority shareholder of the Company regarding
RUPS, selanjutnya Direksi melaksanakan keputusan RUPS the proposed salary of the President & CEO. The results of this
mengenai penetapan gaji Direksi dan honorarium Dewan consultation are then brought to the GMS for discussion and
Komisaris. Pelaksanaan gaji baru dilakukan sejak Januari tahun approval. Upon approval by the GMS, the Board of Directors
yang bersangkutan. implements the GMS resolution regarding the determination of
the salaries of the Board of Directors and the honorarium of the
Board of Commissioners. The implementation of the approved
remuneration takes effect starting in January of the relevant year.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Penetapan tantiem bagi Dewan Komisaris dan Direksi dapat The determination of performance bonus for the Board of
diberikan berdasarkan penetapan RUPS/ Menteri dalam Commissioners and the Board of Directors may be granted
pengesahan Laporan Tahunan apabila: based on the GMS/Minister’s approval of the Annual Report if:
1. Opini yang diterbitkan oleh auditor adalah paling sedikit 1. The opinion issued by the auditor is at least a “Qualified
Wajar Dengan Pengecualian (WDP); Opinion” (WDP);
2. Realisasi tingkat kesehatan paling rendah dengan nilai 70 2. The lowest health score was 70 (seventy). This score does not
(tujuh puluh). Pencapaian dimaksud tidak memperhitungkan take into account the impact of the Board of Directors’ prior
beban/keuntungan akibat tindakan direksi sebelumnya dan/ actions and/or factors beyond the Board’s control;
atau faktor di luar pengendalian Direksi;
3. Capaian KPI paling rendah sebesar 80% (delapan puluh 3. The minimum KPI achievement is 80% (eighty percent). The
persen). Pencapaian dimaksud tidak memperhitungkan faktor achievement in question does not take into account factors
di luar pengendalian Direksi; dan beyond the Board of Directors’ control; and
4. Kondisi Perseroan tidak semakin merugi dari tahun 4. The Company’s condition does not show further losses
sebelumnya untuk Perseroan dalam kondisi rugi, atau compared to the previous year if it was already in a loss
Perseroan tidak menjadi rugi dari sebelumnya dalam kondisi position, or the Company does not incur a loss if it was
untung. Kerugian tersebut tidak memperhitungkan faktor di previously profitable. Such losses do not take into account
luar pengendalian Direksi. factors beyond the Board of Directors’ control.
5. Hal-hal di luar pengendalian Direksi sebagaimana dimaksud 5. Matters beyond the Board of Directors’ control, as referred to
pada angka 2, angka 3, dan angka 4 di atas, dinyatakan dalam in points 2, 3, and 4 above, are disclosed in the SOE Annual
Laporan Tahunan BUMN dan disetujui oleh RUPS/Menteri. Report and approved by the GMS/Minister.
Struktur komponen remunerasi Dewan Komisaris dan Direksi The remuneration structure consists of the following components:
terdiri atas:
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
1. Gaji
1. Salary
1. Honorarium
2. Tunjangan yang terdiri atas
2. Tunjangan yang terdiri atas : I. Tunjangan Hari Raya (THR).
I. Tunjangan Hari Raya (THR). II. Asuransi Purna Jabatan.
II. Tunjangan Transportasi. III. Tunjangan Perumahan.
III. Asuransi Purna Jabatan. 2. Benefits, including:
2. Benefits, including: I. Religious Holiday Allowance (THR).
I. Religious Holiday Allowance (THR). II. Post-Service Insurance.
II. Transportation Allowance. III. Housing Allowance.
III. Post-Service Insurance.
3. Fasilitas yang terdiri atas;
3. Fasilitas yang terdiri atas I. Fasilitas Kendaraan.
I. Fasilitas Kesehatan; II. Fasilitas Kesehatan.
II. Fasilitas Bantuan Hukum. III. Fasilitas Bantuan Hukum.
III. Tantiem/Insentif 3. Facilities, including:
3. Facilities, including: I. Vehicle Facilities.
I. Health Facilities. II. Health Facilities.
II. Legal Aid Facilities. III. Legal Aid Facilities.
III. Bonus/ Incentives
4. Tantiem/Insentif Kinerja/Insentif Khusus
4. Performance Bonus/Incentive/Special Incentive
Penetapan remunerasi Dewan Komisaris dan Direksi The determination of remuneration for the Board of
mempertimbangkan hal – hal sebagai berikut: Commissioners and the Board of Directors takes into account
the following:
1. Faktor skala usaha, faktor kompleksitas usaha, tingkat inflasi, 1. Business scale factors, business complexity, inflation rate,
kondisi dan kemampuan keuangan perusahaan, dan faktor the Company’s financial condition and capability, and other
lain yang relevan, serta tidak boleh bertentangan dengan relevant factors, and must not conflict with applicable laws
peraturan perundang-undangan. and regulations.
2. Capaian kinerja Perusahaan ; 2. Company performance achievement.
3. Capaian indikator kinerja utama (key Performance Indicator) 3. Achievement of the Key Performance Indicators (KPIs) of
Direktur Utama ; the President & CEO.
4. Posisi gaji Direktur Utama terhadap gaji Direktur Utama 4. The salary position of the President & CEO compared to the
pada peer group ; President & CEO’s salary within the peer group.
5. Tingkat inflasi pada tahun berjalan ; dan 5. The inflation rate in the current year.
6. Kemampuan Perusahaan. 6. The Company’s financial capability.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
05. Sustainability Strategy and Policy Sustainability Performance Highlights
Perseroan tidak memberikan sign-on bonus atau insentif The Company does not provide sign-on bonuses or recruitment
perekrutan sebagai bagian dari kebijakan remunerasi bagi incentives as part of its remuneration policy for members of the
anggota Direksi dan Dewan Komisaris. Terkait dengan pembayaran Board of Directors and the Board of Commissioners. Regarding
pemutusan hubungan kerja dan manfaat pensiun, Perseroan severance payments and pension benefits, the Company provides
menyediakan manfaat dalam bentuk Asuransi Purna Jabatan benefits in the form of Post-Employment Insurance, which is paid
yang dibayarkan melalui premi tahunan dan dapat diklaim through annual premiums and can be claimed upon the end of the
pada saat berakhirnya masa jabatan atau apabila pejabat yang term of office or in the event of the relevant officer’s death, and is
bersangkutan meninggal dunia, sehingga dikategorikan sebagai therefore classified as a benefit. Meanwhile, the Company does
tunjangan. Sementara itu, Perseroan tidak menerapkan kebijakan not implement a clawback policy in its remuneration structure,
clawback dalam struktur remunerasi, mengingat penarikan as the recovery of previously paid bonuses is not included as
kembali tantiem yang telah dibayarkan tidak termasuk sebagai part of the applicable remuneration policy.
bagian dari kebijakan remunerasi yang berlaku.
Penetapan remunerasi Dewan Komisaris dan Direksi juga telah The determination of remuneration for the Board of
mempertimbangkan kinerja terkait pencapaian target kinerja Commissioners and Board of Directors has also considered
ESG yang terlihat dari KPI Direksi. performance related to ESG aspects, as reflected in the Directors’
KPIs.
Hasil pemungutan suara pemangku kepentingan dalam The results of the stakeholders’ vote on the remuneration
penetapan remunerasi menunjukkan bahwa 67.339.436.684 determination show that 67,339,436,684 votes, or 99.185% of
suara atau 99,185% bagian dari seluruh saham setuju, 91.522.021 total shares, were in favor, 91,522,021 votes, or 0.135% of total
suara atau 0,135% bagian dari seluruh saham tidak setuju, dan shares, were against, and 461,746,979 votes, or 0.68% of total
461.746.979 suara atau 0,68% bagian dari seluruh saham shares, abstained. The results of the stakeholders’ vote on the
abstain. Hasil pemungutan suara pemangku kepentingan dalam determination of remuneration (salary/honorarium, facilities,
penetapan remunerasi (gaji/honorarium, fasilitas, tunjangan dan allowances, and other incentives) for 2025 Fiscal Year, and the
insentif lainnya) untuk Tahun Buku 2025, dan Tantiem/Insentif Bonus/Performance Incentives for 2024 Fiscal Year for the
Kinerja Tahun Buku 2024 bagi Dewan Komisaris Perseroan telah Company’s Board of Commissioners, have been presented in
disampaikan pada Laporan Tahunan Garuda Indonesia bagian the Corporate Governance section of Garuda Indonesia’s Annual
Tata Kelola Perusahaan. Report.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
RAPAT DIREKSI DAN DEWAN KOMISARIS
BOARD OF DIRECTORS AND BOARD OF COMMISSIONERS MEETINGS
Dewan Komisaris juga wajib mengadakan rapat bersama Direksi The Board of Commissioners is also required to hold joint
secara berkala paling kurang 1 (satu) kali dalam 4 (empat) meetings with the Board of Directors regularly, at least once every
bulan. Sedangkan, rapat Direksi wajib diadakan secara berkala four months. Meanwhile, meetings of the Board of Directors are
sekurangnya sekali dalam setiap bulan. Selain itu, Rapat Direksi required to be held regularly, at least once a month. Furthermore,
bersama Dewan Komisaris juga wajib diadakan sekurangnya 1 a joint meeting between the Board of Directors and the Board of
(satu) kali dalam 4 (empat) bulan. Commissioners shall also be held at least once every four months.
Rapat Dewan Komisaris dengan
Direksi Bulanan
Rapat Dewan Komisaris RUPS
Monthly Meetings Between the
Board of Commissioners Meetings GMS
Board of Commissioners and the
Board of Directors
Jumlah dan Persentasi Kehadiran Jumlah dan Persentasi Kehadiran Jumlah dan Persentasi Kehadiran
Nama Jabatan
Number and Percentage of Number and Percentage of Number and Percentage of
Name Position
Attendance Attendance Attendance
Jumlah Jumlah Jumlah
Jumlah Jumlah Jumlah
Rapat Rapat Rapat
Kehadiran Persentase Kehadiran Persentase Kehadiran Persentase
Number Number Number
Total Percentage Total Percentage Total Percentage
of of of
Attendance Attendance Attendance
Meetings Meetings Meetings
Marsekal Komisaris
TNI (Purn) Utama/
Fadjar Komisaris
Prasetyo Independen
9 9 100% 12 12 100% 5 5 100%
Air Marshal President
(Ret.) TNI Commissioner/
Fadjar Independent
Prasetyo Commissioner
Chairal Komisaris
9 9 100% 12 10 83% 5 5 100%
Tanjung Commissioner
Komisaris
Timur Independen
5 5 100% 6 6 100% 2 1 50%
Sukirno Independent
Commissioner
Komisaris
Mawardi Independen
4 4 100% 6 6 100% 3 3 100%
Yahya* Independent
Commissioner
Letjen TNI
(Purn)
Glenny
Kairupan**
Komisaris
Lieutenant 7 7 100% 9 7 78% 3 3 100%
Commissioner
General
(Ret.) TNI
Glenny
Kairupan**
Brigjen
TNI (Purn)
Frans Dicky
Tamara***
Komisaris
Brigadier 2 2 100% 3 3 100% 2 2 100%
Commissioner
General
(Ret.) TNI
Frans Dicky
Tamara***
Keterangan:
*Menjabat sejak 30 Juni 2025
**Menjabat sejak 15 Agustus 2024 hingga 15 Oktober 2025
***Menjabat sejak 15 Oktober 2025
Description:
*Has served since June 30, 2025
**Has served since August 15, 2024, until October 15, 2025
***Has served since October 15, 2025
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
05. Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Frekuensi dan Kehadiran Rapat Direksi
Frequency and Attendance Table for Board of Directors Meetings
Rapat Dewan Komisaris dan Direksi
Rapat Direksi Meetings of the Board of
RUPS
Board of Directors Meetings Commissioners and the Board of
Directors
Jumlah dan Persentasi Kehadiran Jumlah dan Persentasi Kehadiran
Jumlah dan Persentasi Kehadiran
Nama Jabatan Number and Percentage of Number and Percentage of
Number and Percentage of Attendance
Name Position Attendance Attendance
Jumlah Jumlah Jumlah
Jumlah Jumlah Jumlah
Rapat Rapat Rapat
Kehadiran Persentase Kehadiran Persentase Kehadiran Persentase
Number Number Number
Total Percentage Total Percentage Total Percentage
of of of
Attendance Attendance Attendance
Meetings Meetings Meetings
Wamildan Direktur Utama
45 44 98% 9 8 89% 3 3 100%
Tsani * President & CEO
Glenny Direktur Utama
7 7 100% 3 3 100% 2 1 50%
Kairupan** President & CEO
Wakil Direktur
Thomas Utama
7 7 100% 3 3 100% 2 2 100%
Oentoro** Vice President
Director
Direktur Keuangan
dan Manajemen
Risiko
Prasetio*** 25 22 88% 6 6 100% 2 2 100%
Director of
Finance and Risk
Management
Tumpal Direktur Operasi
Manumpak Director of 25 19 76% 6 3 50% 2 2 100%
Hutapea*** Operations
Direktur Niaga
Ade R.
Director of 25 19 76% 6 6 100% 2 2 100%
Susardi***
Commercial
Direktur Teknik
Rahmat
Director of 25 24 96% 6 3 50% 2 2 100%
Hanafi***
Maintenance
Direktur Human
Capital & Corporate
Enny Service
25 24 96% 6 6 100% 2 2 100%
Kristiani*** Director of Human
Capital & Corporate
Service
Direktur Niaga
Reza Aulia
Director of 27 27 100% 6 5 83% 3 3 100%
Hakim****
Commercial
Direktur Operasi
Dani Haikal
Director of 27 22 81% 6 6 100% 3 3 100%
Iriawan****
Operations
Direktur Teknik
Mukhtaris**** Director of 27 27 100% 6 6 100% 3 3 100%
Maintenance
Direktur Human
Capital dan
Eksitarino Corporate Service
27 26 96% 6 6 100% 3 3 100%
Irianto**** Director of Human
Capital and
Corporate Service
Direktur Keuangan
dan Manajemen
Balagopal Risiko
7 7 100% 3 3 100% 2 2 100%
Kunduvara** Director of
Finance and Risk
Management
Direktur
Neil
Transformasi
Raymond 7 7 100% 3 2 67% 2 2 100%
Director of
Mills**
Transformation
Keterangan:
*Berhenti menjabat sejak tanggal 15 Oktober 2025
**Mulai menjabat sejak tanggal 15 Oktober 2025
***Berhenti menjabat sejak tanggal 30 Juni 2025
****Mulai menjabat sejak tanggal 30 Juni 2025
Description:
*No longer serving since October 15, 2025
**Started serving since October 15, 2025
*** No longer serving since June 30, 2025
****Started serving since June 30, 2025
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
PENANGGUNG JAWAB PENERAPAN
PEMBANGUNAN BERKELANJUTAN [OJK E.1, GRI 2-9,
GRI 2-12, GRI 2-13, GRI 2-14, IFRS S1-GOVERNANCE, IFRS S2- GOVERNANCE]
RESPONSIBILITY FOR IMPLEMENTING SUSTAINABLE DEVELOPMENT
[OJK E.1, GRI 2-9, GRI 2-12, GRI 2-13, GRI 2-14, IFRS S1-GOVERNANCE, IFRS S2- GOVERNANCE]
PERAN BADAN TATA KELOLA TERTINGGI ROLE OF THE HIGHEST GOVERNING
DALAM MENGAWASI MANAJEMEN BODY IN SUPERVISING IMPACT
DAMPAK [OJK E.1, GRI 2-9, 2-12, 2-14] MANAGEMENT [OJK E.1, GRI 2-9, 2-12, 2-14]
Sebagai bagian dari penguatan tata kelola, Perseroan telah To strengthen governance, the Company established a
membentuk Sustainability Committee berdasarkan Surat Sustainability Committee in 2025 based on Board of Directors
Keputusan Direksi Nomor SK JKTDZ-SKEP-50050-2025 Decree No. SK JKTDZ-SKEP-50050-2025. The Sustainability
pada tahun 2025. Sustainability Committee bertugas Committee is responsible for coordinating the planning,
mengoordinasikan perencanaan, implementasi, pemantauan, implementation, monitoring, and evaluation of sustainability
serta evaluasi inisiatif keberlanjutan secara lintas fungsi. Komite initiatives across functions. This committee operates under
ini berada di bawah koordinasi Direktur Utama dan dibentuk the coordination of the President & CEO and was established
untuk memastikan bahwa Program Keberlanjutan/Sustainability to guarantee that the Company's Sustainability Program is
Perusahaan dijalankan secara terarah dan terkoordinasi dengan implemented in a focused and coordinated manner, taking into
memperhatikan 4 (empat) aspek utama, yaitu aspek lingkungan account four key aspects: environmental, social, governance,
(Environmental), aspek sosial (Social), aspek tata kelola and financial, as outlined in the aforementioned Decree.
(Governance), dan aspek finansial (Financial), sebagaimana The establishment of this committee affirms management's
disebutkan dalam Surat Keputusan tersebut. Pembentukan komite commitment to integrating sustainability considerations into
ini menegaskan komitmen manajemen dalam mengintegrasikan decision-making processes and the management of business
pertimbangan keberlanjutan ke dalam proses pengambilan operations.
keputusan dan pengelolaan kegiatan usaha.
Dalam struktur yang ditetapkan melalui Surat Keputusan tersebut, Under the structure established by the Decree, the Sustainability
Sustainability Committee menjalankan fungsi koordinatif dan Committee executes and coordinates the implementation of
pengendalian atas implementasi program keberlanjutan di sustainability programs across the various work units. The
berbagai unit kerja. Komite bertanggung jawab untuk memastikan Committee is responsible for ensuring that the initiatives it
bahwa inisiatif yang dijalankan selaras dengan kebijakan dan arah implements align with the Company’s policies and strategic
strategis perusahaan, serta memperhatikan keseimbangan antara direction, while also balancing environmental, social, governance,
kepentingan lingkungan, sosial, tata kelola, dan keberlanjutan and financial sustainability considerations. The Board of Directors
finansial perusahaan. Direksi berperan dalam memberikan provides guidance and approves strategic policies related to
arahan dan persetujuan atas kebijakan strategis yang berkaitan sustainability, including reviewing and approving sustainability
dengan keberlanjutan termasuk meninjau dan menyetujui isu issues identified as the Company’s material topics. Meanwhile, the
keberlanjutan yang diangkat sebagai topik material Perseroan. Board of Commissioners monitors the implementation of these
Sedangkan, Dewan Komisaris menjalankan fungsi pengawasan policies, including sustainability-related risks and opportunities
atas pelaksanaan kebijakan tersebut, termasuk pengawasan within its authority. The Board of Directors and the Board of
terhadap risiko dan peluang keberlanjutan sesuai dengan Commissioners consistently engage stakeholders in the process
kewenangannya. Direksi dan Dewan Komisaris secara konsisten of managing impacts. The accountability of the Sustainability
melibatkan para pemangku kepentingan dalam pelaksanaan Committee includes:
proses pengelolaan dampak. Adapun akuntabilitas Sustainability
Committee meliputi:
1. Komite bertanggungjawab dalam menyusun dan 1. The Committee is responsible for formulating and
mengimplementasikan strategi keberlanjutan Perseroan serta implementing the Company’s sustainability strategy and
memastikan kepatuhan terhadap peraturan yang berlaku. ensuring compliance with applicable regulations.
2. Komite wajib menyampaikan laporan kinerja keberlanjutan 2. The Committee is required to submit periodic sustainability
secara berkala kepada Direksi Perseroan dan pemangku performance reports to the Company’s Board of Directors
kepentingan terkait. and relevant stakeholders.
3. Komite bertanggungjawab dalam mengevaluasi peluang 3. The Committee is responsible for evaluating green financing
pendanaan hijau, termasuk penerbitan instrument keuangan opportunities, including the issuance of sustainable financial
berkelanjutan seperti green bond, sustainability linked instruments such as green bonds, sustainability-linked loans,
loan, carbon credit financing, serta investasi dalam inisiatif carbon credit financing, and investments in sustainability
keberlanjutan seperti Sutainable Aviation Fuel (SAF). Evaluasi initiatives such as Sustainable Aviation Fuel (SAF). This
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
05. Sustainability Strategy and Policy Sustainability Performance Highlights
tersebut dilakukan untuk memastikan keselarasan antara evaluation is conducted to ensure alignment between the
strategi keberlanjutan dan kebijakan keuangan Perseroan. Company’s sustainability strategy and financial policies.
Program Keberlanjutan Perseroan dirancang untuk mengelola The Company’s Sustainability Program is designed to responsibly
dampak kegiatan usaha terhadap lingkungan dan sosial secara manage the environmental and social impacts of its business
bertanggung jawab, memperkuat praktik tata kelola perusahaan activities, strengthen good corporate governance practices, and
yang baik, serta menjaga ketahanan dan kinerja finansial maintain the Company’s financial resilience and performance in
perusahaan dalam jangka pendek maupun jangka panjang. both the short and long term. The environmental aspect includes
Aspek lingkungan mencakup pengelolaan dan pengendalian the management and control of operational impacts on the
dampak operasional terhadap lingkungan hidup. Aspek sosial natural environment. The social aspect focuses on the Company’s
berfokus pada hubungan dan kontribusi perusahaan terhadap relationships with and contributions to employees, customers, and
karyawan, pelanggan, serta masyarakat. Aspek tata kelola the community. The governance aspect emphasizes transparency,
menitikberatkan pada transparansi, akuntabilitas, dan kepatuhan accountability, and compliance with applicable regulations.
terhadap ketentuan yang berlaku. Sementara itu, aspek finansial Meanwhile, the financial aspect ensures that sustainability
memastikan bahwa inisiatif keberlanjutan dijalankan dengan initiatives are implemented with consideration for business
mempertimbangkan keberlanjutan usaha dan pengelolaan risiko continuity and risk management affecting the Company’s financial
yang berdampak pada kondisi keuangan perusahaan. condition.
Evaluasi efektivitas Pelaksanaan program keberlanjutan dilakukan The effectiveness of the Sustainability Program is periodically
secara berkala melalui mekanisme internal yang telah ditetapkan, evaluated through established internal mechanisms, and
dan hasil pelaksanaannya menjadi bagian dari proses pelaporan the results are incorporated into the reporting process to the
kepada Direktur Utama. Dengan pendekatan ini, keberlanjutan President & CEO. With this approach, sustainability is positioned
diposisikan sebagai bagian integral dari tata kelola dan strategi as an integral part of the Company’s governance and business
bisnis perusahaan, bukan sebagai program terpisah, sehingga strategy, rather than as a separate program, ensuring that every
setiap keputusan strategis mempertimbangkan implikasinya strategic decision takes into account its implications on the four
terhadap keempat aspek yang telah ditetapkan dalam Surat aspects established in the Board of Directors’ Decree.
Keputusan Direksi.
Direksi dan Dewan Komisaris juga senantiasa memastikan bahwa The Board of Directors and the Board of Commissioners also
hasil keterlibatan pemangku kepentingan, masukan karyawan, ensure that the outcomes of stakeholder engagement, employee
serta arahan regulator dan standar industri penerbangan, menjadi feedback, as well as regulatory guidance and aviation industry
bagian dari pertimbangan dalam pengambilan keputusan standards are taken into consideration in the Company’s strategic
strategis Perseroan, khususnya dalam penetapan prioritas decision-making process, particularly in setting sustainability
program keberlanjutan dan peningkatan kualitas layanan. program priorities and enhancing service quality. The effectiveness
Efektivitas Sustainability Committee akan dievaluasi sekurang- of the Sustainability Committee is evaluated at least twice a
kurangnya 2 (dua) kali dalam 1 (satu) tahun oleh Pembina dan year by the Supervisory and Advisory Body to assess target
Pengawas guna menilai pencapaian target, efektivitas peran, achievement, role effectiveness, and the Committee’s contribution
serta kontribusi Sustainability Committee dalam mendukung to supporting the Company’s sustainability strategy.
strategi keberlanjutan Perseroan.
DELEGASI TANGGUNG JAWAB UNTUK DELEGATION OF RESPONSIBILITY FOR
MENGELOLA DAMPAK [OJK E.1, GRI 2-13] MANAGING IMPACTS [OJK E.1, GRI 2-13]
Sebagai bagian dari tata kelola keberlanjutan, Perseroan As part of its sustainability governance, the Company delegates
mendelegasikan tanggung jawab pengelolaan dampak terhadap responsibility for managing economic, environmental, and social
ekonomi, lingkungan, dan manusia kepada Sustainability impacts to the Sustainability Committee, which operates under
Committee, yang berada di bawah koordinasi Direktur Utama the coordination of the President & CEO, based on Board of
berdasarkan Surat Keputusan Direksi Nomor SK JKTDZ/ Directors’ Decree No. SK JKTDZ/SKEP/50050/2025 issued
SKEP/50050/2025 pada tahun 2025. Komite Keberlanjutan in 2025. The Sustainability Committee is accountable to the
bertanggungjawab kepada Direktur Utama selaku eksekutif President & CEO, the senior executive directly responsible
senior yang bertanggung jawab langsung atas implementasi for the implementation of the Sustainability Program and the
program keberlanjutan dan pengelolaan dampak dari seluruh management of impacts from all of the Company’s operational
aktivitas operasional Perseroan. activities.
Sustainability Committeee senantiasa melakukan evaluasi The Sustainability Committee continuously evaluates the
penerapan keberlanjutan di seluruh aktivitas operasional implementation of sustainability across all of the Company’s
Perseroan yang kemudian disampaikan kepada Direktur Utama operational activities, and submits the results to the President
untuk pertimbangan dan pengambilan keputusan strategis. & CEO for consideration and strategic decision-making.
Selanjutnya, Direksi melaporkan kepada Dewan Komisaris melalui Furthermore, the Board of Directors reports to the Board of
rapat pengawasan secara rutin, termasuk isu keberlanjutan Commissioners through regular supervisory meetings, including
material dan risiko terkait ESG. Dengan dibentuknya Sustainability material sustainability issues and related ESG risks. With the
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Committee, Garuda Indonesia memastikan bahwa pengelolaan establishment of the Sustainability Committee, Garuda Indonesia
dampak terhadap ekonomi, lingkungan, dan manusia dijalankan ensures that the management of economic, environmental, and
secara terintegrasi, akuntabel, dan selaras dengan kebijakan social impacts is conducted in an integrated, accountable manner,
serta arah strategis Perseroan. Adapun keanggotaan dalam and aligned with the Company’s policies and strategic direction.
Sustainability Committee sebagai berikut: The composition of the Sustainability Committee is as follows:
1. Direktur Utama
Pembina 2. Direktur Keuangan dan Manajemen Risiko
Advisor 1. President & CEO
2. Director of Finance and Risk Management
1. Direktur Operasi
2. Direktur Niaga
3. Direktur Teknik
Pengawas 4. Direktur Human Capital & Corporate Service
Supervisor 1. Director of Operations
2. Director of Commercial
3. Director of Maintenance
4. Director of Human Capital & Corporate Service
Ketua Group Head yang membidangi fungsi Corporate Sustainability
Chairman Group Head in charge of Corporate Sustainability function
Sekretaris Group Head yang membidangi fungsi Investor Relations & Financial Analysis
Secretary Group Head in charge of Investor Relations & Financial Analysis function
Group Head yang membidangi fungsi:
1. HC Operation, Government relations & TJSL
2. Organization Transformation
3. Corporate Quality & Safety Management
4. Corporate Secretary
5. Corporate Legal & Compliance
6. Business Support & General Affairs
7. IT & Digital Transformation
8. Corporate Security
9. Entreprise Risk Management
10. Financial Accounting
11. Corporate Strategy
12. Internal Audit
Anggota 13. Treasury Management
Members Group Head in charge of the following functions:
1. HC Operation, Government relations & TJSL
2. Organization Transformation
3. Corporate Quality & Safety Management
4. Corporate Secretary
5. Corporate Legal & Compliance
6. Business Support & General Affairs
7. IT & Digital Transformation
8. Corporate Security
9. Entreprise Risk Management
10. Financial Accounting
11. Corporate Strategy
12. Internal Audit
13. Treasury Management
Sustainability Committee dibentuk berdasarkan peran dan The Sustainability Committee is established based on specific
fungsi khusus. Adapun tugas dan tanggung jawab Sustainability roles and functions. Its duties and responsibilities are as follows:
Committee sebagai berikut.
1. Pembina Komite: 1. Committee Advisor:
a. Memberikan arahan strategis terhadap kebijakan a. Providing strategic direction on the Company’s
keberlanjutan Perusahaan; sustainability policies;
b. Memastikan penerapan prinsip Environtmental, Social, b. Ensuring the implementation of Environmental, Social,
Governance (ESG) selaras dengan visi, misi, dan strategi and Governance (ESG) principles is aligned with the
bisnis Perusahaan; dan Company’s vision, mission, and business strategy; and
c. Mengawasi pelaksanaan kebijakan keberlanjutan dan c. Monitoring the implementation of sustainability policies
emberikan dukungan dalam pengambilan keputusan and providing support in the Company’s strategic
strategis perusahaan. decision-making process.
2. Pengawas Komite: 2. Committee Supervisor:
a. Memastikan kebijakan dan program keberlanjutan a. Ensuring that sustainability policies and programs are
dilaksanakan sesuai dengan regulasi yang berlaku serta implemented in accordance with applicable regulations
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
05. Sustainability Strategy and Policy Sustainability Performance Highlights
standar industri; and industry standards;
b. Mengawasi pencapaian target keberlanjutan, termasuk b. Monitoring the achievement of sustainability targets,
implementasi program lingkungan, social, tata Kelola, including the implementation of environmental, social,
dan finansial; governance, and financial programs;
c. Mengevaluasi efektivitas kebijakan dan inisiatif c. Evaluating the effectiveness of sustainability policies
keberlanjutan, serta memberikan rekomdasi perbaikan and initiatives, and providing recommendations for
kepada manajemen; dan improvement to management; and
d. Memberikan laporan berkala kepada Pembina Komite d. Providing periodic reports to the Committee’s Advisory
mengenai implementasi kebijakan keberlanjutan dan Body on the implementation of sustainability policies
tantangan yang dihadapi. and the challenges encountered.
3. Ketua Komite: 3. Committee Chairman
a. Memimpin dan mengoordinasikan pelaksanaan Program a. Leading and coordinating the implementation of the
Keberlanjutan/Sustainability Perusahaan; Company’s Sustainability Program;
b. Melakukan evaluasi berkala terhadap inisiatif b. Conducting periodic evaluations of sustainability
keberlanjutan dan memberikan rekomendasi kepada initiatives and providing recommendations to the
Pembina Komite dan Pengawas Komite; dan Committee’s Advisory Body and Supervisory Body; and
c. Menyusun laporan kinerja keberlanjutan Perusahaan c. Preparing the Company’s sustainability performance
serta mengomunikasikannya kepada pemangku reports and communicating them to internal and external
kepentingan internal dan eksternal. stakeholders.
4. Sekretaris Komite: 4. Committee Secretary:
a. Menyusun jadwal dan agenda rapat Komite Keberlanjutan a. Preparing the schedule and agenda of Sustainability
(Sustainability Committee); Committee meetings;
b. Mencatat dan mendokumentasikan keputusan serta hasil b. Recording and documenting the decisions and outcomes
rapat Komite Keberlanjutan (Sustainability Committee); of Sustainability Committee meetings;
c. Mengelola distribusi laporan serta komunikasi dengan c. Managing the distribution of reports and communications
pemangku kepentingan terkait Program Keberlanjutan/ with relevant stakeholders regarding the Company’s
Sustainability Perusahaan; dan Sustainability Program; and
d. Membantu tugas Ketua Komite dalam mengoordinasikan d. Assisting the Committee Chair in coordinating the
pelaksanaan Program Keberlanjutan/Sustainability implementation of the Company’s Sustainability Program.
Perusahaan.
5. Anggota Komite: 5. Committee Members:
a. Melaksanakan tugas sesuai dengan peran dan fungsi a. Performing duties in accordance with their roles and
dalam mendukung inisiatif Program Keberlanjutan/ functions in supporting the Company’s Sustainability
Sustainability Perusahaan; Program initiatives;
b. Berkontribusi dalam pengembangan dan implementasi b. Contributing to the development and implementation of
kebijakan serta Program Keberlanjutan/Sustainability the Company’s sustainability policies and programs; and
Perusahaan; dan
c. Mengusulkan perbaikan atau inovasi dalam Program c. Proposing improvements or innovations to the Company’s
Keberlanjutan/Sustainability Perusahaan sesuai dengan Sustainability Program in line with industry developments
perkembangan industri dan regulasi. and regulatory requirements.
Sustainability Committee senantiasa mengadakan rapat resmi The Sustainability Committee holds formal meetings regularly,
secara rutin minimal 2 (dua) kali dalam 1 (satu) tahun serta at least twice a year, and additional meetings may be convened
jika diperlukan karena suatu hal yang penting dan mendesak as needed in the event of important or urgent matters. The
dapat diadakan pertemuan tambahan. Efektivitas Sustainability effectiveness of the Sustainability Committee is evaluated at
Committee akan dievaluasi sekurang-kurangnya 1 (satu) kali least once a year by the Advisor and the Supervisor to assess
dalam 1 (satu) tahun oleh Pembina dan Pengawas guna menilai target achievement, role effectiveness, and the Committee’s
pencapaian target, efektivitas peran, serta kontribusi Sustainability contribution to supporting the Company’s sustainability strategy.
Committee dalam mendukung strategi keberlanjutan Perseroan.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
PENGEMBANGAN KOMPETENSI TERKAIT
PEMBANGUNAN BERKELANJUTAN [OJK E.2,
GRI 2-17, IFRS S1-GOVERNANCE, IFRS S2- GOVERNANCE]
DEVELOPMENT COMPETENCIES RELATED TO SUSTAINABLE
DEVELOPMENT [OJK E.2, GRI 2-17, IFRS S1-GOVERNANCE, IFRS S2- GOVERNANCE]
Perseroan berkomitmen untuk memastikan Dewan Komisaris dan The Company is committed to ensuring that the Board of
Direksi memiliki kompetensi yang relevan dan mutakhir dalam Commissioners and the Board of Directors possess relevant
menjalankan fungsi pengawasan dan pengelolaan perusahaan. and up-to-date competencies in carrying out their supervisory
Sejalan dengan komitmen tersebut, Perseroan menerapkan and management functions. In line with this commitment, the
kebijakan pengembangan kapasitas melalui program pelatihan Company implements a capacity-building policy through
yang dirancang secara berkelanjutan. continuously designed training programs.
Program pelatihan bagi Dewan Komisaris dan Direksi mencakup Training programs for the Board of Commissioners and the
berbagai aspek strategis, antara lain tata kelola perusahaan Board of Directors cover various strategic aspects, including
yang baik (Good Corporate Governance), manajemen risiko, Good Corporate Governance (GCG), risk management,
keberlanjutan (ESG), perkembangan industri penerbangan, sustainability (ESG), developments in the aviation industry, as
serta transformasi digital dan bisnis. Dalam pelaksanaannya, well as digital and business transformation. In implementing
Perseroan juga menjalin kerja sama dengan berbagai stakeholder, these programs, the Company also collaborates with various
antara lain Badan Pengaturan Badan Usaha Milik Negara (BP stakeholders, including the Ministry of State-Owned Enterprises
BUMN), Danantara, serta lembaga atau penyelenggara pelatihan (BP BUMN), Danantara, and professional training institutions or
profesional, guna memastikan kesesuaian dengan kebutuhan providers, to ensure alignment with strategic needs and industry
strategis dan perkembangan industri. Pelatihan bagi Dewan developments. Training for the Board of Commissioners and the
Komisaris dan Direksi telah diatur dalam Board Manual Perseroan Board of Directors is outlined in the Company’s Board Manual,
yang diterbitkan pada 9 Desember 2024. which was issued on December 9, 2024.
Sepanjang tahun 2025, Perseroan telah memberikan pelatihan Throughout 2025, the Company has provided training for the
kepada Dewan Komisaris dan Direksi terkait dengan keuangan Board of Commissioners and Board of Directors on sustainable
berkelanjutan. Pelatihan yang diikuti adalah sebagai berikut: finance. The following table outlines the training programs
attended:
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development/Training Time and Place of Organizer
Material Implementation
Jakarta,26-27 Februari 2025 BUMN School of
Onboarding Commssioner
Jakarta, February 26–27, 2025 Excellence
Komisaris Utama .Closing meeting dan Pemaparan
PT Garuda
merangkap Komisaris Laporan Hasil ACGS Jakarta,5 Maret 2025
Indonesia (Persero)
Independen Closing Meeting and Presentation of the Jakarta, March 5, 2025
Fadjar Tbk
President Commissioner, ACGS Results Report
Prasetyo
concurrently serving Townhall meeting BUMN dengan PT Danantara
as Independent Jakarta,28 April 2025
Danantara Asset Management
Commissioner Jakarta, April 28, 2025
SOE Town Hall Meeting with Danantara (Persero)
Executive Briefing Workshop- Network 25 September 2025
PT Hexa Daya Nalar
Planning & Scheduling Perspectives September 25, 2025
Jakarta,26-27 Februari 2025 BUMN School of
Onboarding Commssioner
Jakarta, February 26–27, 2025 Excellence
.Closing meeting dan Pemaparan
PT Garuda
Laporan Hasil ACGS Jakarta,5 Maret 2025
Indonesia (Persero)
Closing Meeting and Presentation of the Jakarta, March 5, 2025
Chairal Komisaris Tbk
ACGS Results Report
Tanjung Commissioner
Townhall meeting BUMN dengan PT Danantara
Jakarta,28 April 2025
Danantara Asset Management
Jakarta, April 28, 2025
SOE Town Hall Meeting with Danantara (Persero)
Executive Briefing Workshop- Network 25 September 2025
PT Hexa Daya Nalar
Planning & Scheduling Perspectives September 25, 2025
Komisaris Independen
Jakarta,26-27 Februari 2025 BUMN School of
Timur Sukirno* Independent Onboarding Commssioner
Jakarta, February 26–27, 2025 Excellence
Commissioner
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
05. Sustainability Strategy and Policy Sustainability Performance Highlights
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development/Training Time and Place of Organizer
Material Implementation
Glenny Komisaris Jakarta,26-27 Februari 2025 BUMN School of
Onboarding Commssioner
Kairupan** Commissioner Jakarta, February 26–27, 2025 Excellence
Keterangan: Description:
*Mulai Menjabat sejak 30 Juni 2025 *Started serving since June 30, 2025
**Berhenti Menjabat sejak 15 Oktober 2025 **No longer serving since October 15, 2025
Tabel Pengembangan Kompetensi Keuangan Berkelanjutan bagi Direksi
Table of Continuous Financial Competency Development for the Board of Directors
Jenis Pendidikan
Nama dan
dan Pelatihan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Jabatan Education and Training Materials Implementation Organizer
Types of Education
Name and Position
and Training
Eksternal
B777-300ER TR/PC Simulator 2025
Pilot Training External
Dani Haikal Internal
B777-300ER Recurrent Ground 2025
(Operation Director) Internal
Management Internal
Cyber Security Basic Knowledge Training 2025
Development Training Internal
Internal
Airworthiness Inspector Modul 1 2025
Internal
Mukhtaris
Maintenance & Internal
(Maintenance Airworthiness Inspector Modul 2 2025
Engineering Training Internal
Director)
Internal
Airworthiness Inspector Modul 3 2025
Internal
Enny Kristiani (Direktur Badan Nasional
Human Capital & Pelatihan dan Sertifikasi Profesi &
Pelatihan & Sertifikasi Konsultasi Hukum
Corporate Service) Sertifikasi: Keuangan Justitia Training Center
Perpajakan 2025
Enny Kristiani (Director Training and National Professional
Training & Certification: Tax Law Consulting
of Human Capital & Certification: Finance Certification Agency &
Corporate Services) Justitia Training Center
10 Januari 2025,
Gedung Nawasena
Mandiri Corporate
Pembicara dalam Business Essential
Pembicara University, Jakarta BUMN school of
Program
Speaker January 10, 2025, excellence
Speaker in the Business Essential Program
Nawasena Building,
Mandiri Corporate
University, Jakarta
Kepemimpinan Strategis dalam 8 Februari 2025,
MengelolaPerusahaan BUMN berdasarkan Universitas Mercu Universitas Mercu
Pembicara Prinsip Business Judgement Rule Buana, Jakarta Buana
Prasetio* (Direktur Speaker Strategic Leadership in Managing State- February 8, 2025, Mercu Buana
Keuangan dan Owned Enterprises Based on the Business Universitas Mercu University
Manajemen Risiko) Judgment Rule Principle Buana, Jakarta
Prasetio* (Director
Workshop Risk Register and Kick Off Risk 19 Februari 2025,
of Finance and Risk
2025 GITC Kosambi
Management) Workshop Garuda Indonesia
Risk Register Workshop and 2025 Risk February 19, 2025,
Kickoff GITC Kosambi
Pemateri Financial Fluency for Non- 23 Mei 2025,
Pembicara Financial Executives Batch 1 Auditorium 1, GMB
Garuda Indonesia
Speaker Speaker for the Financial Fluency for Non- May 23, 2025,
Financial Executives Batch 1 Auditorium 1, GMB
Pemateri Financial Fluency for Non- 20 Juni 2025,
Pembicara Financial Executives Batch 2 Auditorium 1, GMB
Garuda Indonesia
Speaker Speaker for the Financial Fluency for Non- June 20, 2025,
Financial Executives Batch 2 Auditorium 1, GMB
Mukhtaris (Direktur Pelatihan: Risiko
Teknik) Bisnis/Enterprise Risk Risk Based Business Strategic Planning and
2025 GMF AeroAsia
Mukhtaris (Director of Training: Business Budgeting
Maintenance) Risk/Enterprise Risk
Laporan Keberlanjutan 2025
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Pengembangan Kompetensi Keuangan Berkelanjutan bagi Direksi
Table of Continuous Financial Competency Development for the Board of Directors
Jenis Pendidikan
Nama dan
dan Pelatihan Materi Pendidikan dan Pelatihan Pelaksanaan Penyelenggara
Jabatan Education and Training Materials Implementation Organizer
Types of Education
Name and Position
and Training
Reza Aulia Hakim
Pelatihan: Bisnis/
(Direktur Niaga)
Niaga/Pemasaran BOD-1 Top Talent Program (TOP GUN) BUMN School of
Reza Aulia Hakim 2025
Training: Business/ Cohort III Excellence
(Director of
Commerce/Marketing
Commercial)
Glenny Kairupan Pelatihan: Komisaris Onboarding Comissioner Program Angkatan
(Direktur Utama) Training: 9 BUMN School of
2025
Glenny Kairupan Commissioners Onboarding Commissioner Program Cohort Excellence
(President & CEO) 9
Selain itu, Perseroan juga melibatkan karyawan yang bertanggung In addition, the Company also involves employees who are
jawab atas penerapan pembangunan berkelanjutan dalam responsible for the implementation of sustainable development
berbagai pelatihan terkait pembangunan berkelanjutan. Langkah in various trainings related to sustainable development. This step
ini bertujuan untuk meningkatkan kompetensi mereka dalam aims to improve their competence in supporting the effective
mendukung implementasi keuangan berkelanjutan secara efektif. implementation of sustainable finance.
Tabel Pengembangan Kompetensi Pembangunan Berkelanjutan bagi Unit Penanggungjawab
Table of Sustainable Development Competency Development for Responsible Units
Jenis Pendidikan/
Materi Pendidikan/
Nama & Jabatan Pelatihan Waktu Pelaksanaan Penyelenggara
Name & Position
Pelatihan Date Organizer
Types of Education/
Education/Training Materials
Training
IATA Design a Sustainability 16-19 Juni 2025
Training IATA
Strategy - Intermediate June 16 - 19, 2025
Muhammad Oki Zuheimi
12-14 Agustus 2025
(Environment Management Certified Training Certified GRI Standard NCCR
August 12 - 14, 2025
System Div. Head)
29 Agustus 2025
Training ISO 14001:2015 awareness GITC
August 29, 2025
Sustainable Aviation Fuels 14-15 April 2025
Training IATA
(SAF) April 14 - 15, 2025
Sustainability Communication 11 Agustus 2025
Training IATA
Strategies August 11, 2025
Carbon Offsetting and Kementerian
Reduction Scheme for 3-5 November 2025 Perhubungan
Kurniasiwi Rahmawati Training
International Aviation November 3 - 5, 2025 Ministry of
(Sustainability Operations Div.
(CORSIA) Transportation
Head)
Kementerian
State Action Plan on
6-7 November 2025 Perhubungan
Training Environmental on CO2
November 6 - 7, 2025 Ministry of
Emissions Reductions
Transportation
29 Agustus 2025
Training ISO 14001:2015 awareness GITC
August 29, 2025
17-19 Juni 2025
Certified Training Certified GRI Standard NCCR
June 17 - 19, 2025
Triananda Ufuk Agung
Sustainability Communication 11 Agustus 2025
Nugroho (Mgr. Environmental Training IATA
Strategies August 11, 2025
Sustainability)
29 Agustus 2025
Training ISO 14001:2015 awareness GITC
August 29, 2025
Jakarta, 20 – 08 s/d 22-
Vita Noer Qomaria/ Lead Introduction to Carbon 12- 2025
Training
Professional Emission Jakarta, August 20, 2025
– December 22, 2025
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05. Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Pengembangan Kompetensi Pembangunan Berkelanjutan bagi Unit Penanggungjawab
Table of Sustainable Development Competency Development for Responsible Units
Jenis Pendidikan/
Materi Pendidikan/
Nama & Jabatan Pelatihan Waktu Pelaksanaan Penyelenggara
Name & Position
Pelatihan Date Organizer
Types of Education/
Education/Training Materials
Training
Sosialisasi Draf Eksposur
Standar Pengungkapan
Keberlanjutan
21 April 2025
Training Public Consultation on AEI
April 21, 2025
the Exposure Draft of the
Sustainability Disclosure
Standards
Seminar IDX-GRI-AEI : GRI
102 & GRI 103 : Climate 3 September 2025
Seminar IDX
Change and Energy Topic September 3, 2025
Standards Confirmation
IFRS S2 Governance : The
19 September 2025
Training Strategic Role of ESG CESGS
September 19, 2025
Committees
Bersama Menuju Masa Depan
Ade Reizalina/ Capital Market Berkelanjutan : Investasi, Indonesia
Communication Division Head Inovasi, dan Inklusivitas 10-11 Oktober 2025 International
Training
Together Toward a Sustainable October 10-11, 2025 Sustainability
Future: Investment, Innovation, Forum (ISF)
and Inclusivity
Strategizing for a Sustainable Karisman
Future: IFRS Sustainability 14 Oktober 2025 Learning &
Training
Standards and Digital October 14, 2025 Consulting dan
Platforms PRESGO
Panel Rated for Growth:
Rating, Reputasi, dan
Daya Saing Emiten di Era
Keberlanjutan
7 November 2025
Seminar Panel on Growth Potential: AEI
November 7, 2025
Ratings, Reputation, and
Competitiveness of Listed
Companies in the Era of
Sustainability
Sosialisasi Draf Eksposur
Standar Pengungkapan
Keberlanjutan
21 April 2025
Training Public Consultation on AEI
April 21, 2025
the Exposure Draft of the
Sustainability Disclosure
Standards
IFRS S2 Governance : The
19 September 2025
Training Strategic Role of ESG CESGS
September 19, 2025
Dyah Madu Brancti/ Analyst Committees
Investor Relations Bersama Menuju Masa Depan
Berkelanjutan : Investasi, Indonesia
Inovasi, dan Inklusivitas 10-11 Oktober 2025 International
Training
Together Toward a Sustainable October 10-11, 2025 Sustainability
Future: Investment, Innovation, Forum (ISF)
and Inclusivity
Strategizing for a Sustainable Karisman
Future: IFRS Sustainability 14 Oktober 2025 Learning &
Training
Standards and Digital October 14, 2025 Consulting dan
Platforms PRESGO
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Pengembangan Kompetensi Pembangunan Berkelanjutan bagi Unit Penanggungjawab
Table of Sustainable Development Competency Development for Responsible Units
Jenis Pendidikan/
Materi Pendidikan/
Nama & Jabatan Pelatihan Waktu Pelaksanaan Penyelenggara
Name & Position
Pelatihan Date Organizer
Types of Education/
Education/Training Materials
Training
Sosialisasi Draf Eksposur
Standar Pengungkapan
Keberlanjutan
21 April 2025
Training Public Consultation on AEI
April 21, 2025
the Exposure Draft of the
Sustainability Disclosure
Standards
Josua Rolamdo/ Associate
Professional IFRS S2 Governance : The
19 September 2025
Training Strategic Role of ESG CESGS
September 19, 2025
Committees
Ready for Tomorrow: Copilot-
Powered Innovation in 10 September 2025 Microsoft
Tranining
Finance and Supply Chain September 10, 2025 Indonesia
Management
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05. Sustainability Strategy and Policy Sustainability Performance Highlights
MANAJEMEN RISIKO ATAS PENERAPAN
PEMBANGUNAN BERKELANJUTAN [OJK E.3, IFRS
S1, IFRS S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT]
RISK MANAGEMENT IN THE IMPLEMENTATION OF SUSTAINABLE
DEVELOPMENT [OJK E.3, IFRS S1, IFRS S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT]
Garuda Indonesia telah menerapkan sistem manajemen risiko Garuda Indonesia has implemented an integrated risk
yang terintegrasi di Perseroan dan Anak Perusahaan yang management system across the Company and its Subsidiaries
berpedoman pada Peraturan Menteri Badan Usaha Milik Negara based on the Regulation of the Minister of State-Owned
Nomor PER-2/MBU/03/2023 Tahun 2023 tentang Pedoman Enterprises No. PER-2/MBU/03/2023 Year 2023 on Guidelines
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Milik for Corporate Governance and Significant Corporate Activities
Negara dan Best Practice Industry. Perseroan telah menetapkan of State-Owned Enterprises and Industry Best Practices. The
Strategi Risiko yang terdiri dari pernyataan selera risiko dan nilai Company has established a Risk Strategy comprising risk appetite
ambang batas risiko (Risk capacity, Risk Appetite, Risk Tolerance, statements and risk threshold values (Risk Capacity, Risk Appetite,
Risk limit dan metrik strategi risiko). Melalui sistem manajemen Risk Tolerance, Risk Limit, and risk strategy metrics). Through the
risiko, Perseroan telah mengidentifikasi, mengukur, memantau risk management system, the Company has identified, measured,
dan mengendalikan risiko. Perseroan menetapkan kebijakan monitored, and controlled risks. The Company establishes
dan petunjuk umum sebagai acuan bagi unit kerja dan seluruh policies and general guidelines as references for all work units
karyawan dalam mengelola risiko yang dituangkan dalam and all employees in managing risks outlined in the Enterprise
dokumen Enterprise Risk Management Manual (ERM Manual). Risk Management Manual (ERM Manual). The ERM Manual
ERM Manual mengatur pengelompokan risiko Perseroan, peran regulates the categorization of the Company's risks, roles and
dan tanggung jawab organ pengelola risiko, kapasitas risiko, responsibilities of risk management organs, risk capacity, risk
selera risiko, toleransi risiko, batasan risiko dan proses ERM. appetite, risk tolerance, risk limits, and the ERM process.
Perseroan telah dimasukkan aspek ESG ke dalam ERM manual, The Company has integrated ESG aspects into the ERM Manual
dalam bentuk risk register yang berkaitan dengan lingkungan through an environmental risk register, in compliance with
(acuan PER.02/MBU/03/2023). Secara implementasi, Garuda PER.02/MBU/03/2023. In practice, Garuda Indonesia has
Indonesia telah memasukkan parameter yang berkaitan dengan included parameters linked to environmental risks in its risk
risiko lingkungan dalam matriks risiko (parameter "peningkatan matrix (e.g., the "improvement of corporate ESG" parameter
ESG perusahaan" pada aspek compliance). Perseroan juga telah under compliance aspects). The Company has also conducted
melakukan penilaian risiko atas faktor ESG. risk assessments on ESG factors.
Risiko ESG adalah risiko kerugian akibat dampak negatif yang ESG risk is the risk of loss arising from the negative impacts
timbul dari faktor lingkungan, sosial dan tata kelola Perusahaan of environmental, social, and governance factors that affect
yang mempengaruhi kinerja, reputasi, atau keberlanjutan a company’s performance, reputation, or sustainability.
Perusahaan. Selanjutnya pada tahun 2025, dengan terbentuknya Furthermore, in 2025, following the establishment of PT
PT Danantara Aset Management (Persero) (DAM) maka DAM Danantara Aset Management (Persero) (DAM), DAM issued a
menyampaikan Pedoman Strategis terkait manajemen risiko Strategic Guideline on risk management, as outlined in SR.122/
yang tercantum dalam SR.122/DI-DAM/DO/2025 terkait DI-DAM/DO/2025 concerning the Strategic Guidelines for the
Pedoman Strategis Penyusunan Rencana Kerja dan Anggaran Preparation of the 2026 Company Work Plan and Budget for
Perusahaan 2026 Anak Perusahaan DAM. Atas pedoman strategis DAM Subsidiaries. In response to these strategic guidelines,
yang disampaikan, Perusahaan sejak Agustus 2025 melakukan since August 2025 the Company has conducted risk profiling
profiling risiko dengan mendefinisikan parameter risiko sesuai by defining risk parameters based on eight (8) Risk Taxonomies.
dengan 8 (delapan) Taksonomi Risiko untuk dimonitor statusnya These risks are monitored according to threshold status,
berdasarkan threshold apakah dalam posisi Aman, Alert, atau categorized as Safe, Alert, or Critical, as follows:
Critical, sebagai berikut:
1. Strategic Risk 1. Strategic Risk
Parameter yang diukur dan dimonitor pada taksonomi ini The parameters measured and monitored under this taxonomy
antara lain namun tidak terbatas pada passenger yield, cargo include, but are not limited to, passenger yield, cargo yield, seat
yield, seat load factor (SLF), cargo load factor (CLF), average load factor (SLF), cargo load factor (CLF), average domestic
fare pax domestic, average fare pax international. passenger fare, and average international passenger fare.
2. Market Risk 2. Market Risk
Parameter yang diukur dan dimonitor pada taksonomi The parameters measured and monitored under this
ini antara lain namun tidak terbatas pada jetfuel, foreign taxonomy include, but are not limited to, jet fuel, foreign
exchange (USD/IDR), foreign exchange deficit. exchange (USD/IDR), and foreign exchange deficit.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
3. Financial Risk 3. Financial Risk
Parameter yang diukur dan dimonitor pada taksonomi ini The parameters measured and monitored under this
antara lain namun tidak terbatas pada net working capital, taxonomy include, but are not limited to, net working capital,
Revenue per ASK (RASK), Cost per ASK (CASK), Variable Revenue per Available Seat Kilometer (RASK), Cost per
Cost per ASK, Fixed Cost per ASK, Margin per ASK (MASK). Available Seat Kilometer (CASK), variable cost per ASK,
fixed cost per ASK, and Margin per ASK (MASK).
4. Credit/Counterparty Risk 4. Credit/Counterparty Risk
Parameter yang diukur dan dimonitor pada taksonomi ini antara The parameters measured and monitored under this taxonomy
lain namun tidak terbatas pada account receivable (aging > include, but are not limited to, accounts receivable (aging over 90
90 days), subsidiaries account receivable (aging > 90 days) days) and subsidiaries’ accounts receivable (aging over 90 days).
5. Operational Risk 5. Operational Risk
Parameter yang diukur dan dimonitor pada taksonomi ini The parameters measured and monitored under this taxonomy
antara lain namun tidak terbatas pada number of aircraft include, but are not limited to, number of aircraft in service,
ini service, aircraft utilization, flight completion factor, fleet aircraft utilization, flight completion factor, fleet serviceable
serviceable ratio, tactical flight cancellation, average daily ratio, tactical flight cancellations, average daily frequency per
frequency per aircraft, average stage length, available seat aircraft, average stage length, Available Seat Kilometers (ASK),
kilometer (ASK), revenue per kilometer (RPK), revenue Revenue Passenger Kilometers (RPK), Revenue Ton Kilometers
ton kilometer (RTK), ASK/aircraft A320, Departure OTP, (RTK), ASK per A320 aircraft, departure on-time performance
Arrival OTP, Incident Rate, Dispatch Reliability, Cockpit Crew (OTP), arrival OTP, incident rate, dispatch reliability, cockpit
Productivity, Cabin Crew Productivity. crew productivity, and cabin crew productivity
6. Investment/Project Risk 6. Investment/Project Risk
Parameter yang diukur dan dimonitor pada taksonomi ini antara The parameters measured and monitored under this taxonomy
lain namun tidak terbatas pada new aircraft delivery delay include, but are not limited to, new aircraft delivery delays.
7. Reputational Risk 7. Reputational Risk
Parameter yang diukur dan dimonitor pada taksonomi ini The parameters measured and monitored under this
antara lain namun tidak terbatas pada customer satisfaction taxonomy include, but are not limited to, customer satisfaction
index, net promoter score. index and net promoter score.
8. Regulatory, Legal and Compliance Risk 8. Regulatory, Legal and Compliance Risk
Parameter yang diukur dan dimonitor pada taksonomi The parameters measured and monitored under this
ini antara lain namun tidak terbatas pada internal audit taxonomy include, but are not limited to, internal audit
recommendation completion, external audit recommendation recommendation completion, external audit recommendation
completion, number of active legal case. completion, and number of active legal cases.
Direksi melakukan evaluasi atas efektivitas sistem manajemen The Board of Directors evaluates the effectiveness of the Company’s
risiko Perseroan melalui peninjauan secara berkala atas kebijakan risk management system through periodic reviews of risk policies
dan strategi risiko, proses penilaian risiko, proses penetapan and strategies, risk assessment processes, strategic planning
perencanaan strategis (RKAP dan RJPP), manual enterprise risk (RKAP and RJPP), the ERM Manual, and integrated monthly and
management dan laporan profil risiko terintegrasi secara bulanan quarterly risk profile reports. These reports are submitted to
dan triwulanan yang dilaporkan kepada Dewan Komisaris serta the Board of Commissioners and the Ministry of State-Owned
Kementrian Badan Usaha Milik Negara sesuai Keputusan Deputi Enterprises following the Decree of the Deputy for Finance and
Bidang Keuangan dan Manajemen Risiko Kementrian Badan Usaha Risk Management of the Ministry of State-Owned Enterprises
Milik Negara Republik Indonesia Nomor SK-7/DKU.MBU/10/2023 of the Republic of Indonesia No. SK-7/DKU.MBU/10/2023 on
tentang Petunjuk Teknis Pelaporan Manajemen Risiko Badan Usaha Technical Guidelines for Risk Management Reporting of State-
Milik Negara. Dewan Komisaris dibantu oleh Komite Pengembangan Owned Enterprises. The Board of Commissioners, assisted by the
Usaha dan Pemantau Risiko melakukan pengawasan serta evaluasi Business Development and Risk Monitoring Committee, oversees
terhadap penerapan sistem manajemen risiko yang telah dilakukan and evaluates the implementation of the risk management
oleh Direksi. Dalam pengelolaan sistem manajemen risiko, Perseroan system conducted by the Board of Directors. In managing the
memiliki acuan terkait prinsip dasar untuk mendukung implementasi risk management system, the Company has a reference related
praktik manajemen risiko yang baik dan berkelanjutan dalam to fundamental principles to support the implementation of good
bentuk Piagam Manajemen Risiko yang ditandatangani oleh and sustainable risk management practices in the form of a Risk
Komisaris dan Direksi terkait. Piagam Manajemen Risiko tersebut Management Charter signed by the relevant Commissioners and
menjadi pedoman bagi seluruh Unit Kerja di Perseroan agar dalam Directors. This Charter serves as a guideline for all Company work
pelaksanaan tugasnya mengacu pada Anggaran Dasar, semua units to ensure that their operations align with the Articles of
peraturan perundang-undangan yang berlaku dan prinsip-prinsip Association, all applicable laws and regulations, and the principles
tata kelola Perusahaan yang baik (Good Corporate Governance/ of Good Corporate Governance (GCG). A comprehensive discussion
GCG). Pembahasan sistem manajemen risiko telah disajikan secara of the risk management system is provided in the Annual Report’s
lengkap pada Laporan Tahunan bagian Tata Kelola Perusahaan. Corporate Governance section.
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05. Sustainability Strategy and Policy Sustainability Performance Highlights
HUBUNGAN DENGAN PEMANGKU
KEPENTINGAN [OJK E.4, GRI 2-29]
STAKEHOLDER ENGAGEMENT [OJK E.4, GRI 2-29]
Pemangku kepentingan adalah pihak-pihak yang terlibat atau Stakeholders are parties involved in or affected by the Company’s
terdampak oleh kegiatan perusahaan, sekaligus berperan activities, and they play a critical role in determining the success
penting dalam menentukan keberhasilan strategi dan pencapaian of Garuda Indonesia’s strategy and in achieving its objectives.
tujuan Garuda Indonesia. Oleh karena itu, Garuda Indonesia Therefore, Garuda Indonesia is committed to fostering close
berkomitmen untuk membangun hubungan yang erat dan and mutually beneficial relationships with its stakeholders. The
saling menguntungkan dengan para pemangku kepentingan. Company also emphasizes sustained communication and active
Perseroan juga menekankan komunikasi yang berkelanjutan engagement with stakeholder groups in accordance with their
serta keterlibatan kelompok-kelompok pemangku kepentingan needs and expectations.
sesuai dengan kebutuhan dan harapan mereka.
Pemangku kepentingan Garuda Indonesia mencakup penumpang, Garuda Indonesia’s stakeholders include passengers, shareholders
pemegang saham dan investor, pegawai, pemerintah, mitra and investors, employees, the government, business partners,
kerja dan lembaga swadaya masyarakat. Pemetaan pemangku and non-governmental organizations (NGOs). Stakeholder
kepentingan perusahaan dilakukan berdasarkan hubungan mapping is conducted based on established relationships
yang telah terjalin, yang bersifat saling memengaruhi, aktif, characterized by mutual influence, active collaboration, and
dan responsif. Garuda Indonesia telah mengidentifikasi dengan responsiveness. The Company has meticulously identified
cermat kelompok-kelompok pemangku kepentingan utama, its primary stakeholder groups, considering their significant
berdasarkan pengaruh signifikan mereka terhadap kelangsungan impact on operational sustainability across economic, social, and
operasional perusahaan, baik dalam aspek ekonomi, sosial, environmental dimensions. In addressing existing issues and
maupun lingkungan. Dalam menghadapi isu-isu dan tantangan challenges, Garuda Indonesia prioritizes a consultative approach
yang ada, Garuda Indonesia mengedepankan pendekatan to reach mutually agreed solutions.
musyawarah untuk mencapai kesepakatan bersama.
Pelibatan Pemangku Kepentingan, Topik Utama, dan Respon Perseroan
Stakeholder Engagement, Key Topics, and Company Responses
Pemangku
Metode Pelibatan Frekuensi Topik Utama
Kepentingan Engagement Methods Frequency Key Topics
Stakeholders
Penumpang Ajang Komersial Sewaktu-waktu Hubungan Komersial
Passengers Commercial Events As needed Commercial Relations
Laporan Tahunan, Usulan
Penggunaan Laba Bersih/
Tahunan (RUPS Tahunan)/
Pembagian Dividen, Penetapan
Sewaktu-waktu Jika Diperlukan
Kantor Akuntan Publik, Penetapan
(RUPS Luar Biasa)
• RUPS (Baik RUPS Tahunan maupun Remunerasi Pengurus, Perubahan
Luar Biasa) Pengurus, Perubahan Anggaran
Pemegang Saham Earnings Call/Investor Call (Satu
• Earnings Call/Investor Call Dasar, Aksi Korporasi
dan Investor tahun 4 (empat) kali)
Annual Report, Net Profit
Shareholders and
• General Meetings of Shareholders Allocation/Dividend Distribution,
Investors Annually (Annual GMS)/As
(Annual and Extraordinary) Appointment of Public Accounting
needed (Extraordinary GMS)
• Earnings Call/Investor Call Firm, Management Remuneration,
Management Changes, Articles
Earnings Calls/Investor Calls (4
of Association Amendments,
(four) times per year)
Corporate Actions, Sustainability
Material Issue
• Ketenagakerjaan
• Kesejahteraan
• Kinerja Perseroan
Pegawai Rapat Kerja dengan Serikat Pegawai 6 sampai 12 kali dalam satu tahun • Isi-Isu Terkini
Employees Meetings with Employee’s Union 6 to 12 times per year • Employment
• Welfare
• Corporate Performance
• Current Issues
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Pelibatan Pemangku Kepentingan, Topik Utama, dan Respon Perseroan
Stakeholder Engagement, Key Topics, and Company Responses
Pemangku
Metode Pelibatan Frekuensi Topik Utama
Kepentingan Engagement Methods Frequency Key Topics
Stakeholders
• Pelaporan Kinerja atau Isu-isu
• Pengembangan Masyarakat
• Penting Lainnya
• Investasi Lokal
• Koordinasi dan Pelaporan
• Kepatuhan GCG
• Kepatuhan Peraturan Perundang-
• Pelaporan dan Koordinasi
undangan
Pemerintah Setiap saat jika diperlukan Pelaksanaan Program TJSL
• Program TJSL
Government As needed • Community Development
• Performance Reporting and Other
• Local Investment
• Critical Issues
• GCG Compliance
• Coordination
• TJSL Program Reporting and
• Compliance with Laws and Regulations
Coordination
• TJSL Program
• Media komunikasi dua arah
dalam rangka penyampaian
strategi & kebijakan perseroan
termasuk dalam hal pengadaan
• Vendor Gathering barang dan jasa
• Koordinasi Operasional • Hubungan Komersial
Mitra Kerja • Survei Kepuasan Pemasok Setiap saat jika diperlukan • Evaluasi Kinerja
Business Partners • Vendor Gatherings As needed • Two-way communication for
• Operational Coordination corporate strategy & policy
• Supplier Satisfaction Surveys dissemination, including in
the procurement of goods and
services
• Commercial Relations
• Performance Evaluation
• Informasi pelaksanaan TJSL
• Informasi terkait penerbangan
Masyarakat Pelaksanaan TJSL Setiap Tahun Bila Diperlukan
• Information on the
Community Implementation of TJSL Annually As needed
implementation of TJSL
• Flight related information
Pengembangan sosial
Lembaga Swadaya
kemasyarakatan dan program
Masyarakat Program TJSL Setiap tahun bila diperlukan
lingkungan
Non-Governmental TJSL Program Annually As needed
Development of social community
Organizations
and environmental programs
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05. Sustainability Strategy and Policy Sustainability Performance Highlights
PERMASALAHAN TERHADAP PENERAPAN
PEMBANGUNAN BERKELANJUTAN [OJK E.5]
CHALLENGES IN THE IMPLEMENTATION OF SUSTAINABLE DEVELOPMENT [OJK E.5]
Dalam mengimplementasikan Keuangan Berkelanjutan di seluruh In implementing sustainable finance across its operational
aktivitas operasional, Garuda Indonesia menghadapi sejumlah activities, Garuda Indonesia faces several challenges, both internal
tantangan baik yang bersifat internal maupun eksternal. Dari and external. On the external side, fulfilling the requirements of
sisi eksternal, kewajiban pemenuhan skema Carbon Offsetting the Carbon Offsetting and Reduction Scheme for International
and Reduction Scheme for International Aviation (CORSIA) Aviation (CORSIA) may pose several challenges. These challenges
yang berpotensi menimbulkan tantangan berupa potensi include potential non-compliance with international obligations,
ketidakpatuhan terhadap kewajiban internasional, peningkatan increased operational costs due to the need to purchase carbon
biaya operasional akibat kebutuhan pembelian carbon credits, credits, and uncertainty over medium- and long-term cost
serta ketidakpastian beban biaya jangka menengah dan panjang burdens resulting from price volatility and limited carbon credit
akibat volatilitas harga dan keterbatasan pasokan kredit karbon. supply. As a strategy to address these challenges, Garuda
Sebagai strategi untuk mengatasi hal tersebut, Garuda Indonesia Indonesia periodically projects its offset requirements and
melakukan proyeksi kebutuhan offset secara periodik dan develops a carbon credit procurement strategy that meets the
menyusun strategi pengadaan carbon credits yang memenuhi criteria for CORSIA Eligible Emissions Units (EEUs). The Company
kriteria CORSIA Eligible Emissions Units (EEUs); kemudian also actively coordinates with regulators and independent
melakukan koordinasi secara aktif dengan regulator dan lembaga verification bodies, and conducts financial feasibility studies
verifikator independen; serta melaksanakan kajian kelayakan on various compliance options in line with its decarbonization
finansial atas berbagai opsi pemenuhan kewajiban yang selaras roadmap.
dengan roadmap dekarbonisasi Perseroan.
Dari sisi internal, kesiapan penerapan standar pelaporan From the internal perspective, readiness to implement global
keberlanjutan global, termasuk IFRS S1 dan S2, menghadirkan sustainability reporting standards, including IFRS S1 and
tantangan dalam bentuk kebutuhan peningkatan kualitas, S2, presents challenges in terms of the need to improve the
konsistensi, dan keterlacakan data ESG, serta penyesuaian proses quality, consistency, and traceability of ESG data. It also requires
bisnis dan sistem pelaporan internal agar sejalan dengan praktik adjustments to business processes and internal reporting
terbaik internasional. Sebagai respons, Perseroan memperkuat systems to align with international best practices. In response, the
tata kelola data keberlanjutan, melakukan harmonisasi kebijakan Company strengthens sustainability data governance, harmonizes
dan prosedur internal, serta mengintegrasikan risiko dan peluang internal policies and procedures, and integrates climate-related
terkait iklim ke dalam kerangka Enterprise Risk Management risks and opportunities into the Enterprise Risk Management
(ERM) guna memastikan kesiapan organisasi dalam memenuhi (ERM) framework to ensure organizational readiness in meeting
tuntutan transparansi dan akuntabilitas. transparency and accountability requirements.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
KINERJA
KEBERLANJUTAN [OJK F]
SUSTAINABILITY PERFORMANCE [OJK F]
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
KEGIATAN MEMBANGUN BUDAYA
KEBERLANJUTAN [OJK F.1]
ACTIVITIES TO BUILD A CULTURE OF SUSTAINABILITY [OJK F.1]
Kegiatan membangun budaya keberlanjutan diwujudkan melalui Efforts to build a culture of sustainability are carried out through
berbagai program komunikasi, edukasi, dan engagement yang various communication, education, and engagement programs
bertujuan menumbuhkan budaya keberlanjutan di lingkungan aimed at fostering a sustainability-oriented mindset within
internal serta memperkuat pemahaman dan partisipasi pemangku the organization, while also strengthening the understanding
kepentingan eksternal, termasuk mitra dan vendor. Sepanjang and participation of external stakeholders, including partners
tahun pelaporan, Garuda Indonesia melaksanakan berbagai and vendors. Throughout the reporting year, Garuda Indonesia
inisiatif yang mendukung penguatan budaya keberlanjutan implemented a range of initiatives to reinforce a culture of
pada aspek lingkungan, sosial, dan tata kelola: sustainability across environmental, social, and governance (ESG)
aspects.
1. Surat Edaran Direktur JKTDI Nomor: JKTDI/SE/70001/2025 1. Circular Letter of the Director of JKTDI No. JKTDI/
tentang "Partisipasi Seluruh Karyawan Garuda Indonesia SE/70001/2025 on “Employee Participation Across
dalam Mendukung Program Sustainability yang Berdampak Garuda Indonesia in Supporting Sustainability Programs
Terhadap Efisiensi Perusahaan” that Contribute to Company Efficiency”
Surat Edaran ini mengimbau partisipasi aktif seluruh pegawai This Circular Letter calls for the active participation of all
Garuda Indonesia dalam mendukung program sustainability Garuda Indonesia employees in supporting sustainability
yang berdampak langsung terhadap peningkatan efisiensi programs that directly contribute to improving company
perusahaan. Melalui penghematan energi, optimalisasi efficiency. Through energy conservation, optimization of
penggunaan sumber daya, serta pengurangan sampah plastik, resource use, and reduction of plastic waste, employees
setiap pegawai diharapkan berkontribusi dalam menciptakan are encouraged to help foster a sustainable work culture in
budaya kerja yang berkelanjutan dalam keseharian. their daily activities.
2. SMK3 Awareness Training & Workshop 2. SMK3 Awareness Training & Workshop
Garuda Indonesia melaksanakan SMK3 Awareness Training Garuda Indonesia conducted an SMK3 Awareness Training
and Workshop pada tanggal 18 Februari 2025, yang bertujuan and Workshop on February 18, 2025, aimed at enhancing
untuk meningkatkan pemahaman dan kesadaran karyawan employees’ understanding and awareness, particularly
khususnya kepada core team dari perwakilan unit yang among the core team representing units involved in the
terlibat dalam persiapan sertifikasi SMK3. Kegiatan tersebut SMK3 certification preparation. The program was intended to
bertujuan untuk memperkuat peran aktif seluruh insan strengthen the active role of all personnel in risk management
perusahaan dalam pengendalian risiko dan pembangunan and in fostering a safe and sustainable workplace culture.
budaya kerja yang aman dan berkelanjutan.
3. Earth Hour Campaign 2025 “Satu Jam untuk Bumi” 3. Earth Hour Campaign 2025: “One Hour for the Earth”
Garuda Indonesia melaksanakan kampanye global Earth Hour Garuda Indonesia implemented the global Earth Hour
2025 yang dilaksanakan pada 22 Maret 2025 pukul 20.30 2025 campaign on March 22, 2025, at 20:30 local time as
waktu setempat sebagai bentuk komitmen dalam meningkatkan a demonstration of its commitment to raising awareness of
kesadaran terhadap perubahan iklim dan penghematan energi. climate change and promoting energy conservation. Under
Mengusung tema “Give an Hour for Earth Doing Something the theme “Give an Hour for Earth Doing Something You
You Love”, kegiatan ini juga melibatkan insan Garuda Indonesia Love”, the campaign involved all members of the Garuda
Group, seperti PT Citilink Indonesia, PT GMF AeroAsia, Group Indonesia Group, including PT Citilink Indonesia, PT GMF
dari PT Aerowisata, dan PT Aero System Indonesia untuk AeroAsia, the Aerowisata Group, and PT Aero Systems
berpartisipasi dengan mematikan lampu dan melakukan Indonesia, who took part by switching off lights and engaging
aktivitas ramah lingkungan selama satu jam. Dalam kegiatan in environmentally friendly activities for one hour. Through
ini, jumlah energi yang dihemat sejumlah 3,667.38 kWh atau this initiative, a total of 3,667.38 kWh of energy was saved,
setara penghematan emisi sebesar 3,425.33 KgCO2e. equivalent to an emissions reduction of 3,425.33 kgCO2e.
4. Training Petugas Damkar Kelas D Sertifikasi Kemnaker 4. Class D Firefighting Officer Training with Certification from
Sebagai bentuk komitmen Garuda Indonesia untuk memastikan the Ministry of Manpower
tersedianya personel yang kompeten dan tersertifikasi dalam As part of Garuda Indonesia’s commitment to ensuring the
pencegahan serta penanggulangan kebakaran di lingkungan availability of competent and certified personnel in fire
kerja, dilaksanakan Training Petugas Damkar Kelas D Sertifikasi prevention and response within the workplace, a Class D
Kemnaker yang melibatkan 18 Perwakilan pegawai Garuda Firefighting Officer Training with Ministry of Manpower
Indonesia dari 3 area (GCC, GITC & Cargo CGK) pada tanggal certification was conducted on May 14 – 16, 2025. The training
14 – 16 Mei 2025. Kegiatan ini bertujuan meningkatkan involved 18 Garuda Indonesia employee representatives from
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
kesiapsiagaan, kemampuan respons darurat, serta kepatuhan three areas (GCC, GITC, and Cargo CGK). The program aimed to
terhadap regulasi keselamatan kebakaran, guna mendukung enhance preparedness, emergency response capabilities, and
terciptanya lingkugan kerja yang aman dan terkendali. compliance with fire safety regulations, thereby supporting the
creation of a safe and well-controlled working environment.
5. Training Petugas Pertolongan Pertama Pada Kecelakaan 5. First Aid Officer Training (P3K) with Certification from the
(P3K) Sertifikasi Kemnaker Ministry of Manpower
Sebagai bentuk komitmen Garuda Indonesia untuk memastikan As part of Garuda Indonesia’s commitment to ensuring the
ketersediaan personel yang kompeten dan tersertifikasi dalam availability of competent and certified personnel capable of
memberikan pertolongan pertama secara cepat dan tepat di providing prompt and appropriate first aid in the workplace,
lingkungan kerja, dilaksanakan Training Petugas P3K Sertifikasi a First Aid Officer (P3K) Training with Ministry of Manpower
Kemnaker yang melibatkan 18 Perwakilan pegawai Garuda certification was conducted on May 19 – 21, 2025. The training
Indonesia dari 3 area (GCC, GITC & Cargo CGK) pada tanggal 19 – involved 18 Garuda Indonesia employee representatives from
21 Mei 2025. Kegiatan ini bertujuan meningkatkan kesiapsiagaan three areas (GCC, GITC, and Cargo CGK). The program aimed to
dalam penanganan keadaan darurat medis, meminimalkan enhance preparedness in responding to medical emergencies,
dampak cedera, serta mendukung kepatuhan terhadap peraturan minimize the impact of injuries, and support compliance with
keselamatan dan kesehatan kerja yang berlaku. applicable occupational safety and health regulations.
6. Emergency Response Plan (ERP) Training 6. Emergency Response Plan (ERP) Training
Garuda Indonesia menyelenggarakan Emergency Response Garuda Indonesia conducted Emergency Response Plan (ERP)
Plan (ERP) Training yang dilaksanakan secara beratahap Training in three phases: May 26 – 27, 2025 (Batch I), June 2 –
sebanyak 3 batch pada tanggal 26 – 27 Mei 2025 (Batch I), 3, 2025 (Batch II), and June 4 – 5, 2025 (Batch III), with a total
2 – 3 Juni 2025 (Batch II), 4 – 5 Juni 2025 (Batch III) dengan of 90 employee representatives participating. The training
total 90 perwakilan pegawai, training ini dilaksanakan untuk was designed to enhance employee preparedness and
meningkatkan kesiapsiagaan dan kompetensi karyawan, competencies, particularly among the Emergency Response
khususnya Emergency Response Team (ERT), dalam Team (ERT), in responding to emergency situations in a swift,
merespons kondisi darurat secara cepat, terkoordinasi, dan coordinated, and effective manner. The program aimed to
efektif. Kegiatan ini bertujuan memastikan pemahaman ensure a comprehensive understanding of emergency
yang komprehensif terhadap prosedur tanggap darurat, response procedures, strengthen team roles and coordination,
memperkuat peran dan koordinasi tim respons, serta and minimize potential risks to personnel, assets, and the
meminimalkan dampak risiko terhadap pekerja, aset, dan continuity of the Company’s operations.
keberlangsungan operasional perusahaan.
7. Talkshow & Workshop Plastic Waste Management 7. Talkshow & Workshop on Plastic Waste Management
Garuda Indonesia menyelenggarakan Plastic Waste Management Garuda Indonesia held the Plastic Waste Management
Talkshow & Workshop pada 29 Oktober 2025 bekerja sama Talkshow & Workshop on October 29, 2025, in collaboration
dengan PlasticPay untuk meningkatkan kesadaran dan kapasitas with PlasticPay to raise awareness and build employees’
karyawan dalam pengelolaan limbah plastik secara bertanggung capacity in responsible plastic waste management, as well
jawab serta mendorong penerapan praktik ekonomi sirkular di as to encourage the adoption of circular economy practices
lingkungan kerja. Acara talkshow interaktif tersebut dilanjutkan in the workplace. The interactive talkshow was followed by
dengan workshop pembuatan travel wallet dengan berbahan dasar a workshop on making travel wallets from plastic waste,
limbah plastik dari hasil pengumpulan botol plastik di Reverse using fabric produced from plastic bottles collected through
Vending Machine (RVM) Plasticpay, yang telah diolah menjadi kain. PlasticPay’s Reverse Vending Machines (RVMs).
8. Smart Farming Garuda Indonesia 8. Garuda Indonesia Smart Farming Program
Dalam semangat memperingati Hari Bumi 2025, Garuda In commemoration of 2025 Earth Day, Garuda Indonesia held
Indonesia menggelar acara Panen Perdana Hidroponik yang its inaugural hydroponic harvest event on April 25, 2025, at
dilaksanakan pada 25 April 2025 di rooftop Gedung Garuda the rooftop of the Garuda Operations Center building. The
Sentra Operasi. Acara ini menjadi tonggak penting dalam event marked an important milestone in the company’s efforts
upaya perusahaan mewujudkan tanggung jawab sosial dan to advance social and environmental responsibility, as well
lingkungan serta praktik keberlanjutan untuk memperkuat as sustainable practices, while strengthening a green culture
semangat green culture di lingkungan kerja. Berlokasi di within the workplace. Located on the rooftop of the Garuda
rooftop Gedung Garuda Sentra Operasi, fasilitas ini dibangun Operations Center building, the facility was developed on a
di area seluas 7 x 11 meter dengan instalasi pipa hidroponik 7 x 11 meter area and features a hydroponic piping system
yang mampu menampung hingga 900 bibit tanaman. capable of accommodating up to 900 plant seedlings.
9. Talkshow Srikandi Garuda Indonesia Wellness at Work 9. Srikandi Garuda Indonesia “Wellness at Work” Talk Show
Sebagai forum perempuan karyawan yang berperan dalam As a forum for female employees that promotes women’s
mendorong pemberdayaan Perempuan di lingkungan kerja, empowerment in the workplace, Srikandi Garuda Indonesia
Srikandi Garuda Indonesia menyelenggarakan kegiatan organized a 'Wellness at Work' Talkshow and Pilates session
Talkshow dan Pilates bertema Wellness at Work bekerja in collaboration with NPURE on July 21, 2025. The event aimed
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
sama dengan NPURE pada 21 Juli 2025 untuk meningkatkan to raise employees’ awareness of the importance of holistic
kesadaran karyawan terhadap pentingnya kesehatan holistik health through education on healthy lifestyles, self-care,
melalui edukasi gaya hidup sehat, perawatan diri, nutrisi, nutrition, and physical activity to support productivity and
dan aktivitas fisik guna mendukung produktivitas dan work-life balance.
keseimbangan kerja.
10. State Owned Enterprises (SOEs) Tumbler Donation 10. State Owned Enterprises (SOEs) Tumbler Donation
Sebagai bagian dari kegiatan BUMN Hijau, Garuda Indonesia As part of the Green SOEs initiative, Garuda Indonesia
menyelenggarakan kegiatan SOE’s Tumbler Donation 2025 organized the 2025 SOEs Tumbler Donation Program to
untuk menumbuhkan budaya keberlanjutan di lingkungan foster a culture of sustainability within the Company. The
perusahaan. Program ini mengajak insan Garuda Indonesia program encouraged Garuda Indonesia personnel to donate
mendonasikan tumbler layak pakai guna mendorong reusable tumblers in good condition, promoting reuse
kebiasaan penggunaan ulang (reuse) dan pengurangan practices and reducing single-use plastic consumption. The
plastik sekali pakai. Tumbler yang terkumpul kemudian collected tumblers were then distributed to school students,
disalurkan kepada siswa sekolah, santri di pesantren dan Islamic boarding school students, and orphanages, as well
panti asuhan, serta lembaga pendidikan dan komunitas sosial as educational institutions and social communities, serving
sebagai sarana edukasi gaya hidup ramah lingkungan sejak as a means to promote environmentally friendly lifestyles
dini. Kegiatan pengumpulan dilaksanakan pada 7 Juli–5 from an early age. The collection period was held from July
Agustus 2025 dan ditutup dengan aksi bersama pada 7 to August 5, 2025, and concluded with a joint action on
16 Agustus 2025 sebagai wujud kontribusi perusahaan August 16, 2025, as part of the Company’s contribution to
dalam meningkatkan kesadaran lingkungan di internal dan raising environmental awareness both internally and in the
masyarakat. wider community.
11. Occupational Safety and Health (OSH) Training 11. Occupational Safety and Health (OSH) Training (September
30, 2025)
Garuda Indonesia menyelenggarakan Occupational Safety Garuda Indonesia held an Occupational Safety and
and Health (OSH) Training pada 30 September 2025 yang Health (OSH) Training on September 30, 2025, attended
diikuti oleh karyawan dari berbagai unit kerja. Kegiatan by employees from various work units. The training was
ini dilaksanakan untuk meningkatkan kompetensi dan conducted to enhance employees’ competence and awareness
kesadaran karyawan dalam penerapan prinsip keselamatan in applying occupational safety and health principles, aiming
dan kesehatan kerja guna menciptakan lingkungan kerja to create a safe, healthy, and productive work environment.
yang aman, sehat, dan produktif. Pelatihan ini mencakup The training covers understanding the identification of
pemahaman terkait identifikasi potensi bahaya, penilaian dan potential hazards, as well as the assessment and control of
pengendalian risiko di tempat kerja. Selain itu, peserta juga workplace risks. In addition, participants were also provided
dibekali pengetahuan mengenai prosedur tanggap darurat with knowledge regarding emergency response procedures
dan pentingnya peran aktif karyawan dalam membangun and the importance of employees playing an active role in
budaya keselamatan kerja yang berkelanjutan. fostering a culture of sustainable workplace safety.
12. Safety Management System (SMS) Training (berkelanjutan 12. Safety Management System (SMS) Training (ongoing
sepanjang tahun) throughout the year)
Garuda Indonesia secara konsisten melaksanakan pelatihan Garuda Indonesia consistently conducts Safety Management
Safety Management System (SMS) sebagai bagian dari System (SMS) training as part of the Company’s commitment
komitmen perusahaan dalam memperkuat budaya to strengthening a safety culture across all operational lines.
keselamatan di seluruh lini operasional. Program ini bertujuan The program aims to enhance personnel competence in
meningkatkan kompetensi personel dalam identifikasi hazard identification, risk assessment, safety reporting, and
bahaya, penilaian risiko, pelaporan keselamatan, serta the proactive implementation of mitigation measures to
penerapan langkah mitigasi secara proaktif guna memastikan achieve flight operations that are safe, reliable, and compliant
operasional penerbangan yang aman, andal, dan sesuai with national and international safety standards. Throughout
dengan standar keselamatan nasional dan internasional. 2025, the SMS Training was attended by …………… cockpit
Sepanjang tahun 2025, pelatihan tersebut telah diikuti oleh personnel, …………… cabin personnel, …………… ground handling
6.862 personel, yang terdiri dari personel cockpit, personel personnel,…………… maintenance personnel, …………… cargo
cabin, personel FOO, personel ground handling, personel personnel, and ……………other ground personnel.
maintenance, personil cargo, dan personel darat.
13. Kickoff & Awareness Session ESG Roadmap Garuda 13. Garuda Indonesia ESG Roadmap Kickoff and Awareness
Indonesia Session
Garuda Indonesia menyelenggarakan Kickoff & Awareness Garuda Indonesia held the ESG Roadmap Kickoff & Awareness
Session ESG Roadmap Pada 20 November 2025 sebagai Session on November 20, 2025, marking the first step in
langkah awal dalam penyusunan peta jalan keberlanjutan developing an integrated corporate sustainability roadmap.
perusahaan yang terintegrasi. Kegiatan ini bertujuan untuk This activity aims to build understanding and awareness
membangun pemahaman dan kesadaran seluruh unit across all business units regarding the direction of ESG
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
kerja mengenai arah transformasi ESG, peran strategis transformation, the strategic role of each function, and
masing-masing fungsi, serta pentingnya integrasi aspek the importance of integrating environmental, social, and
lingkungan, sosial, dan tata kelola ke dalam strategi bisnis governance aspects into the company’s business strategy and
dan operasional perusahaan. Sesi ini menandai komitmen operations. This session marks management’s commitment
manajemen dalam memperkuat tata kelola keberlanjutan, to strengthening sustainability governance, enhancing
meningkatkan kesiapan organisasi terhadap tuntutan regulasi organizational readiness for regulatory requirements
dan ekspektasi pemangku kepentingan, serta mendorong and stakeholder expectations, and promoting cross-unit
kolaborasi lintas unit dalam penyusunan ESG Roadmap yang collaboration in developing an ESG Roadmap aligned with
selaras dengan tujuan bisnis jangka panjang dan praktik long-term business objectives and global best practices.
terbaik global.
14. Talkshow Building Sustainable Future through Responsible 14. Building a Sustainable Future through Responsible
Consumption pada Garuda Indonesia Culture Fest 2025 Consumption Talkshow at Garuda Indonesia Culture Fest
2025
Garuda Indonesia menyelenggarakan talkshow Building Garuda Indonesia held the Building a Sustainable Future
Sustainable Future through Responsible Consumption through Responsible Consumption talkshow as part of the
sebagai salah satu rangkaian acara Culture Fest pada 4 Culture Fest series on December 4, 2025. The event was
Desember 2025. Acara ini diselenggarakan sebagai upaya organized to raise employee awareness of the importance
meningkatkan kesadaran karyawan mengenai pentingnya of sustainable lifestyles through mindful and responsible
gaya hidup berkelanjutan melalui konsumsi yang bijak consumption. This activity aims to encourage behavioral
dan bertanggung jawab. Kegiatan ini bertujuan mendorong change toward more mindful, efficient, and environmentally
perubahan perilaku menuju pola hidup yang lebih mindful, friendly lifestyles, while strengthening the role of individuals
efisien, dan ramah lingkungan, serta memperkuat peran in supporting a culture of sustainability at work and in daily
individu dalam mendukung budaya keberlanjutan di life.
lingkungan kerja dan kehidupan sehari-hari.
15. Talkshow Financial Risk Building Financial Security Through 15. Building Financial Security Through Investment Talkshow
Investment pada Garuda Indonesia Culture Fest 2025 at Garuda Indonesia Culture Fest 2025
Dalam rangka meningkatkan kesejahteraan dan literasi To enhance employee well-being and financial literacy,
keuangan karyawan, Garuda Indonesia menyelenggarakan Garuda Indonesia held the Financial Risk: Building Financial
talkshow Financial Risk: Building Financial Security Through Security Through Investment talkshow as part of the Culture
Investment pada sebagai salah satu rangkaian acara Culture Fest series on December 4, 2025. The activity provides insights
Fest pada 4 Desember 2025. Kegiatan ini memberikan into personal financial risk management, long-term financial
pemahaman mengenai pengelolaan risiko keuangan pribadi, planning, and prudent investment strategies to support
perencanaan keuangan jangka panjang, serta strategi investasi employees’ financial resilience and promote sustainable
yang bijak guna mendukung ketahanan finansial karyawan dan well-being.
meningkatkan kesejahteraan secara berkelanjutan.
16. Vendor Gathering: Strengthening Vendor Governance 16. Vendor Gathering: Strengthening Vendor Governance
Partnerships for a Sustainable Future Partnerships for a Sustainable Future
Garuda Indonesia menyelenggarakan Vendor Gathering Garuda Indonesia held the Vendor Gathering with the
dengan tema Strengthening Vendor Governance Partnerships theme Strengthening Vendor Governance Partnerships
for a Sustainable Future pada 17 Desember 2025 sebagai for a Sustainable Future on December 17, 2025. The event
forum komunikasi dan kolaborasi dengan mitra usaha. served as a forum for communication and collaboration with
Kegiatan ini bertujuan memperkuat pemahaman vendor business partners. The activity aims to strengthen vendors’
terhadap prinsip tata kelola yang baik, kepatuhan, serta understanding of good governance principles, compliance,
penerapan aspek ESG dalam rantai pasok, sekaligus and the integration of ESG aspects in the supply chain. It
membangun kemitraan yang transparan, akuntabel, dan also seeks to build transparent, accountable, and sustainable
berkelanjutan guna mendukung kinerja operasional dan partnerships to support operational performance and create
penciptaan nilai jangka panjang bagi seluruh pemangku long-term value for all stakeholders.
kepentingan.
Melalui berbagai kegiatan tersebut, Garuda Indonesia Through these various activities, Garuda Indonesia continues
terus memperkuat internalisasi nilai-nilai keberlanjutan di to strengthen the internalization of sustainability values
seluruh lini organisasi, guna membangun budaya kerja yang across the organization, aiming to build a work culture
selaras dengan prinsip ESG serta mendorong partisipasi aktif aligned with ESG principles and to encourage active employee
insan perusahaan dalam mendukung transformasi menuju participation in supporting the transformation toward more
operasional yang lebih bertanggung jawab, tangguh, dan responsible, resilient, and sustainable operations.
berkelanjutan.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
KINERJA EKONOMI
ECONOMIC PERFORMANCE
KINERJA PRODUKSI, PORTOFOLIO, PERFORMANCE IN PRODUCTION,
TARGET PEMBIAYAAN, ATAU INVESTASI, PORTFOLIO, FINANCING, REVENUES, AND
PENDAPATAN DAN LABA RUGI [OJK F.2] PROFIT & LOSS [OJK F.2]
Tabel Kinerja Finansial, Operasional, dan Investasi
Table of Financial, Operational, and Investment Performance
2025 2024 2023
Uraian Satuan
Description Unit Realisasi Realisasi Realisasi
Realization Realization Realization
Finansial
Finance
Pendapatan usaha Dalam Juta USD
3.216,6 3.416,5 2.936,6
Operating revenue In million USD
Laba (Rugi) tahun berjalan Dalam Juta USD
(319,4) (69,78) 252,00
Profit (Loss) for the Year In million USD
Operasional
Operational
Available Seat Kilometers/ Dalam Miliar Rupiah
38,9 39,6 32,8
ASK (milliar) In Billion Rupiah
Revenue Pax-Kilometer/RPK Dalam Miliar Rupiah
31,0 31,3 24,6
(milliar) In Billion Rupiah
Jumlah penumpang Dalam Juta Penumpang
21,2 23,7 20,0
Number of passengers In Million Passengers
Jumlah kargo Ton
226.546 229.518 170.939
Total Cargo Tons
Investasi Flight dan NonFlight
Equipment Dalam Juta USD
523,7 233,6 169,7
Investment in Flight and Non- In million USD
Flight Equipment
Kinerja Produksi
Production Performance
2025 2024 2023
Uraian Satuan
Description Unit Realisasi Realisasi Realisasi
Realization Realization Realization
Jumlah Penumpang
Number of Passengers
Garuda Indonesia
Juta
Domestik 8,5 8,8 6,6
Garuda Indonesia Domestic Million
Garuda Indonesia
Juta
Internasional 2,9 2,6 1,7
Garuda Indonesia International Million
Juta
Citilink 9,7 12,3 11,7
Million
Juta
Garuda Indonesia Group 21,2 23,7 20,0
Million
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Kinerja Produksi
Production Performance
2025 2024 2023
Uraian Satuan
Description Unit Realisasi Realisasi Realisasi
Realization Realization Realization
Jumlah Kargo
Total Cargo
Garuda Indonesia Domestik Ton
87.915 81.347 64.404
Garuda Indonesia Domestic Tons
Garuda Indonesia
Ton
Internasional 52.887 61.775 41.101
Garuda Indonesia International Tons
Ton
Citilink 85.743 86.395 65.433
Tons
Garuda
Ton
Indonesia 226.546 229.518 170.939
Group Tons
PEMBIAYAAN, ATAU INVESTASI FINANCING, OR INVESTMENTS
PADA INSTRUMEN KEUANGAN ATAU IN FINANCIAL INSTRUMENTS
PROYEK YANG SEJALAN DENGAN OR PROJECTS ALIGNED WITH
PEMBANGUNAN BERKELANJUTAN [OJK F.3] SUSTAINABLE DEVELOPMENT [OJK F.3]
Tahun 2025 merupakan tahun kelima bagi Garuda Indonesia The year 2025 marks the fifth year of Garuda Indonesia’s
menerapkan POJK No.51/POJK.03/2017 tentang Penerapan implementation of POJK No. 51/POJK.03/2017 on the Application
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, of Sustainable Finance for Financial Service Institutions, Issuers,
dan Perusahaan Publik. Peraturan tersebut antara lain mengatur and Public Companies. This regulation stipulates that public
tentang perlunya perusahaan publik menyelenggarakan program companies must implement financing or investment programs
pembiayaan atau investasi pada instrumen atau proyek yang in instruments or projects consistent with sustainable finance/
sejalan dengan keuangan/kegiatan berkelanjutan. Sesuai activities. Following the regulation, such programs must meet
peraturan tersebut, kriteria program pembiayaan atau investasi the following criteria:
yang sejalan dengan keuangan/kegiatan berkelanjutan adalah
sebagai berikut:
1. mengutamakan upaya efisiensi dan efektivitas penggunaan 1. prioritizing sustainable efficiency and effectiveness in natural
sumber daya alam secara berkelanjutan; resource utilization;
2. mencegah/membatasi/mengurangi/memperbaiki kerusakan 2. preventing/limiting/reducing/repairing environmental
lingkungan hidup, peningkatan polusi, limbah, kerusakan damage, increased pollution, waste, ecosystem damage,
ekosistem, dan ketidakadilan/kesenjangan sosial; atau and social inequality/inequity; or
3. memberikan solusi bagi masyarakat yang menghadapi 3. providing solutions for communities affected by climate
dampak perubahan iklim. change.
Berdasarkan kriteria tersebut, Perseroan telah menyelenggarakan In line with these criteria, the Company has implemented
Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK). the Micro and Small Enterprises Funding Program (PUMK/
Program ini merupakan bagian dari Program Tanggung Jawab MSEs Funding), which forms part of its Corporate Social and
Sosial dan Lingkungan (TJSL). Program Pendanaan UMK adalah Environmental Responsibility (TJSL) Program. The MSEs Funding
program untuk meningkatkan kemampuan usaha mikro dan aims to enhance the capabilities of micro and small businesses/
usaha kecil agar menjadi tangguh dan mandiri. Perseroan telah enterprises to become resilient and independent. The Company
menetapkan target Program Pendanaan Usaha Mikro dan Usaha has set specific MSEs Funding targets within its Corporate Work
Kecil (PUMK) dalam Rencana Kerja dan Anggaran Perusahaan Plan and Budget (RKAP).
(RKAP).
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
2025 2024 2023
Uraian
Description Realisasi Realisasi Realisasi
Realization Realization Realization
Program Pendanaan Usaha
Mikro dan Usaha Kecil
750.000.000 800.000.0000 1.000.000.000
Micro and Small Enterprises
Funding Program
NILAI EKONOMI LANGSUNG YANG DIRECT ECONOMIC VALUE GENERATED
DIHASILKAN DAN DIDISTRIBUSIKAN [GRI 201-1] AND DISTRIBUTED [GRI 201-1]
Garuda Indonesia telah mendistribusikan nilai ekonomi yang Garuda Indonesia has distributed economic value derived from
berasal dari nilai ekonomi yang dihasilkan. Nilai ekonomi yang the value it generated. The generated economic value comes from
dihasilkan berasal dari pendapatan usaha, bagian atas hasil bersih operating revenue, share of profit from associates, finance income,
entitas asosiasi, pendapatan keuangan, dan manfaat/beban pajak. and tax benefits/expenses. Meanwhile, the distributed economic
Sedangkan nilai ekonomi yang didistribusikan, Garuda Indonesia value is tracked through budget line items submitted by each
memiliki penandaan untuk setiap mata anggaran yang diajukan Technical Division via cost elements. This distributed economic
oleh setiap Divisi Teknis melalui cost element. Nilai ekonomi yang value reflects Garuda Indonesia’s obligations to fulfill stakeholder
didistribusikan menggambarkan kewajiban Garuda Indonesia entitlements. The retained economic value is calculated as the
terhadap hak para pemangku kepentingan. Jumlah ekonomi yang generated economic value minus the distributed economic value.
ditahan berasal dari nilai ekonomi yang dihasilkan dikurangi
dengan nilai ekonomi yang ditahan.
Tabel Nilai Ekonomi yang Dihasilkan dan Didistribusikan
Table of Economic Value Generated and Distributed
(dalam USD penuh)
(in full USD)
Uraian 2025 2024 2023
Description
Nilai Ekonomi yang Dihasilkan
Economic Value Generated
Pendapatan Usaha
3.216.604.484 3.416.526.383 2.936.631.094
Operating Revenue
Pendapatan/(Beban) usaha lainnya
30.417.642 55.189.342 371.753.907
Other operating Incomes/(Expenses)
Bagian atas hasil bersih entitas asosiasi
5.642.040 7.377.798 3.690.203
Share of net income of associates
Pendapatan keuangan
22.726.087 9.207.260 6.068.038
Financial income
Manfaat/(Beban) pajak
34.950.728 11.687.426 17.407.435
Tax Benefits/(Expenses)
Jumlah Nilai Ekonomi Dihasilkan
3.310.340.981 3.499.988.209 3.335.550.677
Total Economic Value Generated
Nilai Ekonomi yang Didistribusikan
Distributed Economic Value
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Nilai Ekonomi yang Dihasilkan dan Didistribusikan
Table of Economic Value Generated and Distributed
(dalam USD penuh)
(in full USD)
Uraian 2025 2024 2023
Description
Beban Usaha (meliputi Beban
Operasional Penerbangan, Beban
Pemeliharaan dan Perbaikan, Beban
Bandara, Beban Tiket, Penjualan dan
Promosi, Beban Pelayanan Penumpang,
Beban Administrasi dan Umum, Beban
Operasional Hotel, Beban Operasional
Transportasi, serta Beban Operasional
Jaringan)
3.102.736.013 3.107.911.287 2.626.771.457
Operating Expenses (including Aviation
Operating Expenses, Maintenance
and Repair Expenses, Airport
Expenses, Ticketing Expenses, Sales
and Promotion, Passenger Service
Expenses, Administration and General
Expenses, Hotel Operating Expenses,
Transportation Operating Expenses, and
Network Operating Expenses)
Kerugian selisih kurs-bersih
1.206.291 - -
Net foreign exchange loss
Beban keuangan
525.790.126 479.897.933 456.782.640
Financial expenses
Pembayaran dividen
- - -
Payment of dividends
Pengeluaran untuk masyarakat (TJSL)
303.271 931.107 366.649
Cost for the Community (TJSL)
Jumlah Nilai Ekonomi Didistribusikan
3.630.035.701 3.588.740.327 3.083.920.746
Total Economic Value Distributed
Nilai Ekonomi yang Ditahan
(319.694.720) (85.752.118) 251.629.931
Retained Economic Value
KEWAJIBAN PROGRAM PENSIUN OBLIGATION OF DEFINED BENEFIT
MANFAAT PASTI DAN PROGRAM PENSION PROGRAM AND OTHER
PENSIUN LAINNYA [GRI 201-3] PENSION PROGRAMS [GRI 201-3]
Garuda Indonesia Grup menyelenggarakan program iuran The Garuda Indonesia Group provides a defined contribution
pasti, program imbalan pasti, dan imbalan kerja jangka panjang program, defined benefit program, and other long-term
lain untuk semua karyawan yang memenuhi persyaratan. employee benefits for all eligible employees, as outlined below:
sebagaimana uraian berikut:
A. Imbalan Pascakerja A. Post-Employment Benefits
1. Program Iuran Pasti 1. Defined Contribution Program
Garuda Indonesia dan entitas anak tertentu (GMFAA, Garuda Indonesia and certain subsidiaries (GMFAA,
ASI, dan CI) menyelenggarakan program pensiun iuran ASI, and CI) administer a defined contribution pension
pasti untuk seluruh karyawan tetapnya. Program pensiun program for all permanent employees. This pension
tersebut dikelola oleh Dana Pensiun Garuda Indonesia program is managed by the Garuda Indonesia Pension
(DPGA). yang akta pendiriannya telah disahkan oleh Fund (DPGA), established under a deed ratified by the
Menteri Keuangan Republik Indonesia dengan Surat Minister of Finance of the Republic of Indonesia through
Keputusan No. KEP-403/KM.17/1999 tanggal 15 Decree No. KEP 403/KM.17/1999 dated November 15,
November 1999. 1999.
Sesuai ketentuan yang tercantum di dalam Perjanjian Kerja As stated in the 2018 Collective Labor Agreement (PKB)
Bersama (PKB) tahun 2018 dan Peraturan Perusahaan and the 2016 Company Regulation (PP), the pension
(PP) tahun 2016, dinyatakan jika skema manfaat pensiun benefit scheme may take into account the balance of the
berdasarkan PKB dapat mempertimbangkan saldo Dana Garuda Indonesia Pension Fund (DPGA). To complement
Pensiun Garuda Indonesia (DPGA) dan sebagai penyeimbang these provisions, the Company enrolls employees in a
atas ketentuan tersebut Perusahaan mengikutsertakan defined contribution pension program, with contributions
pegawai dalam program pensiun iuran pasti yang iurannya fully covered by the Company through the DPLK BNI
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
sepenuhnya dibayarkan oleh Perusahaan melalui program and DPLK BRI programs. Payment of pension plan
DPLK BNI dan DPLK BRI. Pembayaran iuran program pensiun contributions is made proportionally, with a portion of 7%
dilakukan secara proporsional, dengan porsi 7% ditanggung borne by the Company and 4% by the Employee, based
oleh Perusahaan dan 4% oleh Karyawan, berdasarkan on income which is the basis for calculating contributions.
penghasilan yang menjadi dasar perhitungan iuran.
Adapun beban iuran pasti Garuda Indonesia yang Garuda Indonesia’s defined contribution expense
diakui dalam beban operasi tahun 2024 adalah sebesar recognized in 2024 operating expenses amounted to
USD11.378.240, meningkat dibandingkan tahun 2023 USD 11,378,240, an increase compared to the 2023 figure
yang mencapai USD10.732.232. of USD 10,732,232.
2. Program Imbalan Pasti 2. Defined Benefit Programi
Sementara itu, AWS menyelenggarakan program pensiun Meanwhile, AWS administers a defined benefit pension
imbalan pasti untuk seluruh karyawan tetap yang berhak program for all eligible permanent employees,
yang dikelola oleh Dana Pensiun Aero Wisata yang akta managed by the Aero Wisata Pension Fund. This fund
pendiriannya telah disahkan oleh Menteri Keuangan was established under a deed ratified by the Minister of
Republik Indonesia dengan Surat Keputusan No. KEP- Finance of the Republic of Indonesia through Decree No.
03/KM.10/2012 tanggal 3 Januari 2012. KEP-03/KM.10/2012 dated January 3, 2012.
Garuda Indonesia dan entitas anak tertentu (GMFAA, Garuda Indonesia and certain subsidiaries (GMFAA, STNI,
STNI, ASI, AWS dan CI) juga memberikan imbalan ASI, AWS, and CI) provide benefits to employees who
kepada karyawan yang memenuhi persyaratan sesuai meet eligibility criteria under the Company Regulations,
dengan Peraturan Perusahaan yang didasarkan pada which are based on Labor Law No. 13 of 2003. However,
Undang-Undang Ketenagakerjaan No. 13 Tahun 2003. there is no funding allocated for these employment
Tidak terdapat pendanaan terkait dengan imbalan kerja benefits. The Company, GMFAA, and ASI calculate the
ini. Perusahaan, GMFAA dan ASI memperhitungkan accumulated contributions paid to DPGA and DPLK as
akumulasi iuran yang dibayar kepada DPGA dan DPLK a reduction of liabilities for the accrued defined benefit
sebagai pengurang liabilitas program imbalan pasti yang plan, in accordance with the Government Regulations.
dicadangkan sesuai dengan PP. Garuda Indonesia, GMFAA Garuda Indonesia, GMFAA, and ASI only recognize the
dan ASI hanya mengakui kekurangan antara imbalan shortfall between the benefits available in DPGA and
yang tersedia dalam DPGA dan DPLK dan imbalan DPLK, and the post-employment benefits required under
pascakerja sesuai dengan PP. the Government Regulations.
3. Imbalan Kesehatan Pasca Kerja 3. Post-Employment Healthcare Benefits
Garuda Indonesia menyelenggarakan program kesehatan Garuda Indonesia administers a healthcare program
untuk karyawan yang sudah pensiun dan keluarganya sesuai for retired employees and their families following
dengan peraturan Perusahaan. Perusahaan telah menghentikan the Company Regulations. However, the Company
imbalan kesehatan atas karyawan yang pensiun setelah 31 discontinued healthcare benefits for employees who
Desember 2013. Program kesehatan Perusahaan dikelola retired after December 31, 2013 This healthcare program is
oleh Yayasan Kesehatan Garuda (“Yankesga”). managed by the Garuda Health Foundation (“Yankesga”).
B. Imbalan kerja jangka panjang lain B. Other Long-Term Employee Benefits
Garuda Indonesia, GMFAA, STNI, dan AWS memberikan Garuda Indonesia, GMFAA, STNI, and AWS grant longservice
penghargaan masa bakti kepada karyawan yang telah bekerja awards to employees who have completed 20 years of
selama 20 tahun sesuai dengan kebijakan perusahaan. Tidak service, as stipulated in the Company policy. These longterm
terdapat pendanaan terkait dengan imbalan kerja jangka employment benefits are unfunded. The calculation of benefits
panjang ini. Perhitungan imbalan kerja program imbalan under the defined benefit plan, along with other long-term
pasti dan imbalan kerja jangka panjang lain dihitung oleh employment benefits, is performed by the independent
aktuaris independen, KKA Riana & Rekan. actuarial firm KKA Riana & Rekan (Actuaries).
Jumlah Karyawan yang Diikutsertakan Dalam Program Pensiun
Number of Employees Participating In The Pension Program
Program 2025 2024 2023
Program
Program Pensiun Iuran Pasti
1.788 1.917 2,036
Defined Contribution Pension Program
Program Jaminan Hari Tua
4.875 4.382 4.034
Old-Age Security Program
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
BANTUAN FINANSIAL DARI FINANCIAL ASSISTANCE FROM
PEMERINTAH [GRI 201-4] THE GOVERNMENT [GRI 201-4]
Pada Tahun 2025, Garuda Indonesia berhasil melakukan In 2025, Garuda Indonesia successfully completed a Financial
Restrukturisasi Penyehatan Keuangan. Garuda Indonesia Restructuring and Recovery. On June 24, 2025, Garuda
menandatangani Perjanjian Pinjaman Pemegang Saham (SHL) Indonesia signed a Shareholder Loan Agreement (SHL) with PT
antara PT Garuda Indonesia (Persero) sebagai Debitur, PT Garuda Indonesia (Persero) as the Debtor, PT Danantara Asset
Danantara Asset Management (Persero) sebagai Kreditur, dan PT Management (Persero) as the Creditor, and PT Citilink Indonesia
Citilink Indonesia sebagai Obligor pada 24 Juni 2025. Kemudian as the Obligor. By September 2025, all funds had been fully
per bulan September 2025, seluruh dana telah berhasil dicairkan disbursed and paid to the MRO to support aircraft maintenance
dan dibayarkan kepada MRO untuk kebutuhan perawatan pesawat. requirements.
Sejalan dengan restrukturisasi tersebut dan melalui dukungan In line with the restructuring and with the support of Danantara,
Danantara, Garuda Indonesia memperoleh Penambahan Garuda Indonesia received an Additional Capital Injection (PPM)
Penyertaan Modal (PPM) yakni sebesar Rp23.670.819.000.000 amounting to IDR 23,670,819,000,000 (equivalent to USD 1,431
(atau setara dengan USD 1.431 juta) yang terdiri dari: million), consisting of:
1. Konversi Jumlah Pokok yang sudah dicairkan berdasarkan 1. Conversion of Principal Amount already disbursed under the
Perjanjian SHL sebesar Rp6,6 triliun (atau setara dengan SHL Agreement, totaling IDR 6.6 trillion (equivalent to USD 405
USD 405 juta) atas Perjanjian SHL tanggal 24 Juni 2025. million) based on the SHL Agreement dated June 24, 2025.
2. Penambahan Modal Tunai sebesar Rp17,0 triliun (atau setara 2. Cash Capital Injection of IDR 17.0 trillion (equivalent to USD
dengan US$ 1.026 juta) melalui mekanisme penerbitan 1,026 million) through the issuance of new shares in Garuda
saham baru di Garuda Indonesia yang digunakan untuk: Indonesia, which was used for:
• Kebutuhan pendanaan maintenance untuk Garuda • Maintenance funding for Garuda Indonesia and Citilink
Indonesia dan Citilink sebesar Rp13,3 triliun (atau setara amounting to IDR 13.3 trillion (equivalent to USD 801
dengan US$ 801 juta); million);
• Kebutuhan pendanaan penyelesaian hutang Citilink • Settlement of Citilink’s debt to PT Pertamina (Persero)
kepada PT Pertamina (Persero) sebesar Rp3,7 triliun amounting to IDR 3.7 trillion (equivalent to USD 225
(atau setara dengan US$ 225 juta). million).
Selain itu, pada Oktober 2025 telah disepakati skema penguatan In addition, in October 2025, the Company agreed on a capital
permodalan melalui penyertaan modal non-kas berupa lahan strengthening scheme through a non-cash capital contribution
milik PT Angkasa Pura Indonesia (API) kepada PT Garuda in the form of land owned by PT Angkasa Pura Indonesia (API) to
Maintenance Facility Aero Asia Tbk (GMF AeroAsia). Penyertaan PT Garuda Maintenance Facility Aero Asia Tbk (GMF AeroAsia).
tersebut dilakukan melalui pemanfaatan hak atas tanah dalam The contribution is structured through the utilization of land
bentuk Hak Guna Bangunan (HGB) yang akan di-inbreng-kan rights in the form of a Right to Build (Hak Guna Bangunan/HGB),
oleh API kepada GMF AeroAsia. Aksi korporasi ini bertujuan untuk which will be contributed (inbreng) by API to GMF AeroAsia.
memperkuat struktur ekuitas serta meningkatkan profitabilitas This corporate action aims to strengthen the equity structure
GMF AeroAsia dan Garuda Indonesia secara konsolidasi. and enhance the profitability of GMF AeroAsia and Garuda
Indonesia on a consolidated basis.
Sebagai bagian dari rangkaian proses tersebut, Perseroan As part of this process, the Company also conducted an
juga telah melaksanakan Rapat Umum Pemegang Saham Luar Extraordinary General Meeting of Shareholders (EGMS) of
Biasa (RUPSLB) GMF AeroAsia pada 24 Oktober 2025 guna GMF AeroAsia on 24 October 2025 to obtain approval for the
memperoleh persetujuan atas transaksi dimaksud. Selanjutnya, transaction. The subsequent stages of this corporate action are
tahapan lanjutan dari aksi korporasi ini direncanakan akan planned to be completed in 2026.
diselesaikan pada tahun 2026.
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Sustainability Strategy and Policy Sustainability Performance Highlights
DAMPAK EKONOMI TIDAK LANGSUNG INDIRECT ECONOMIC IMPACTS
INVESTASI INFRASTRUKTUR DAN DUKUNGAN INFRASTRUCTURE INVESTMENT AND SERVICE
LAYANAN SUPPORT
Pada tahun 2025, Perseroan tidak melakukan investasi infrastruktur. In 2025, the Company did not make any infrastructure
Namun melalui penambahan modal yang diterima oleh Perseroan investments. However, through the capital injection received
dari DAM, yang digunakan untuk memenuhi kebutuhan biaya by the Company from DAM, which was used to cover the
pesawat Garuda Indonesia dan Citilink, terdapat peningkatan jumlah aircraft costs of Garuda Indonesia and Citilink, the number of
pesawat serviceable menjadi sebanyak 58 pesawat untuk Garuda serviceable aircraft increased to 58 for Garuda and 40 for Citilink
dan 40 pesawat untuk Citilink, sampai dengan periode Desember by December 2025. The infrastructure investments made are
2025. Investasi infrastruktur yang dilakukan bersifat komersial, commercial in nature, aimed at supporting revenue growth and
dengan tujuan untuk mendukung peningkatan pendapatan serta strengthening the Company’s competitiveness in the aviation
memperkuat daya saing Perseroan di industri penerbangan. industry.
Hal ini memberikan dampak kepada masyarakat berupa This benefits the public by increasing the availability of air
penambahan ketersediaan moda transportasi udara, guna transportation, thereby supporting connectivity between
mendukung konektivitas antar daerah baik domestik maupun regions—both domestically and internationally. Additionally,
internasional. Selain itu terdapat peningkatan frekuensi jumlah there is an increase in flight frequency, in line with the growing
penerbangan, seiring dengan bertambahnya jumlah pesawat yang number of aircraft in operation. Furthermore, as flight frequency
beroperasi. Lebih lanjut dengan bertambahnya frekuensi dan rute and the number of routes served increase, the dominance of
yang dijangkau, maka dominasi maskapai tertentu di pasar dapat certain airlines in the market can be reduced, leading to more
ditekan, dan harga jual tiket pesawat menjadi lebih bersaing, dan competitive ticket prices that are more affordable for the public.
lebih terjangkau bagi masyarakat.
Disamping itu, dengan perawatan pesawat yang sebagian besar Furthermore, since aircraft maintenance is largely carried out
dilaksanakan di GMF AeroAsia, aksi korporasi ini juga berdampak at GMF AeroAsia, this corporate initiative also contributes to
terhadap peningkatan ekosistem aviasi dan MRO nasional melalui the enhancement of the national aviation and MRO ecosystem
peningkatan daya saing dari sisi keselamatan dan kinerja layanan by improving competitiveness in terms of safety and service
dikarenakan perawatan pesawat meningkatkan keselamatan performance; this is because aircraft maintenance enhances the
operator, crew, dan penumpang, memperpanjang umur pakai safety of operators, crew, and passengers, extends the service
fasilitas, serta menjaga keefektifan fasilitas ketika dioperasikan life of aircraft, and ensures their operational effectiveness
(Pradnyandari & Purnawati, 2019) dan perawatan pesawat sangat (Pradnyandari & Purnawati, 2019), and aircraft maintenance is
terkait dengan kejadian kecelakaan: Landing Gear, Tail Strike, Loss closely linked to accident occurrences: Landing Gear, Tail Strike,
of Control Inflight, Controlled Flight into Terrain, In-flight Damage, Loss of Control In-flight, Controlled Flight into Terrain, In-flight
Human Factor (IATA, 2024). Damage, and Human Factors (IATA, 2024).
Secara tidak langsung peningkatan jumlah serviceable pesawat ini Indirectly, an increase in the number of serviceable aircraft
juga meningkatkan traffic dan pendapatan dari sektor pariwisata, also boosts traffic and revenue from the tourism sector, both
baik domestik maupun internasional. Pendapatan yang diterima domestically and internationally. The revenue generated can take
dapat berupa peningkatan pendapatan negara melalui pajak dan the form of increased state revenue through taxes and revenue
pendapatan pelaku sektor pariwisata domestik. for domestic tourism sector operators.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
DAMPAK EKONOMI TIDAK LANGSUNG YANG SIGNIFICANT INDIRECT ECONOMIC IMPACT
SIGNIFIKAN
Pemangku
Hasil Evaluasi SROI
Kepentingan yang Dampak Signifikansi Dampak
Program SROI Evaluation
Terdampak Impact Impact Significance
Results
Affected Stakeholders
• Melalui pengumpulan
sampah botol plastik oleh
pegawai di lingkungan
kerja PT Garuda Indonesia,
maka pegawai tersebut
akan memperoleh
rewards secara digital dari
Plasticpay
• Memberikan dampak
ekonomi kepada pelaku Menciptakan ekonomi
UMKM untuk dapat sirkuler dan perlahan-
mendaur ulang sampah lahan dapat mengubah
botol plastik tersebut perilaku masyarakat akan
menjadi produk upcycle pentingnya penggunaan
yang lebih bernilai produk plastik secara
• Memberikan dampak lebih bertanggungjawab.
ekonomi bagi masyarakat Program ini memberikan
Melalui program
karena melalui program signifikansi dampak
kolaborasi antara PT
ini tercipta lapangan yang besar terhadap
Garuda Indonesia
pekerjaan bagi tim lingkungan, sosial –
dengan Plasticpay
penjemputan sampah, tim ekonomi berkelanjutan.
menghasilkan nilai
pemilahan sampah, dan
SROI 1 : 5.31 yang
tim pemeliharaan Reverse Program ini mendukung
dapat diterjemahkan
Vending Machine (RVM) keberlanjutan pada:
bahwa setiap Rp 1,-
• Pegawai Perseroan • Memberikan dampak SDGs no. 12
Program Plastic Waste yang diinvestasikan
• Mitra pelaku usaha lingkungan yang positif SDGs no. 14
Management Bersama pada program ini maka
• Masyarakat karena dapat mengurangi SDGs no. 17
Plasticpay menghasilkan dampak
• Company employees produksi limbah yang
Plastic Waste Rp 5.31,-.
• Business partners dapat mencemari Creating a circular
Management Program
• Public lingkungan. economy can gradually
in Partnership with Through a collaborative
change public behavior
Plasticpay program between PT
• By collecting plastic bottle regarding the importance
Garuda Indonesia and
waste in the workplace of using plastic products
Plasticpay, an SROI of
at PT Garuda Indonesia, more responsibly. This
1:5.31 was achieved,
employees will receive program has a significant
meaning that every
digital rewards from impact on environmental,
Rp 1 invested in this
Plasticpay social, and economic
program generates an
• Generating economic sustainability.
impact of IDR5.31.
benefits for small and
medium-sized enterprises This program supports
(SMEs) by enabling them sustainability in relation
to recycle plastic bottle to:
waste into higher-value - SDG 12
upcycled products - SDG 14
• Generating economic - SDG 17
benefits for the community
by creating jobs for waste
collection teams, waste
sorting teams, and Reverse
Vending Machine (RVM)
maintenance teams (RVM)
• Generating a positive
environmental impact by
reducing the production of
waste that can pollute the
environment.
Selain itu, Garuda Indonesia juga telah melakukan pengukuran In addition, Garuda Indonesia has also assessed the economic
atas dampak dan manfaat ekonomi atas dana PMN yang impacts and benefits of the PMN funds received by the Company
diterima oleh Perseroan pada tahun 2022. Pengukuran dan in 2022. The measurement and calculation of the realization
perhitungan realisasi dampak dan manfaat ekonomi dibantu oleh of economic impacts and benefits is assisted by a third-party
asesor pihak ketiga yaitu Pusat Studi Transportasi dan Logistik, assessor, namely the Center for Transportation and Logistics
Universitas Gadjah Mada (Pustral UGM). Berdasarkan laporan Studies, Universitas Gadjah Mada (Pustral UGM). Based on the
Pustral UGM tersebut, dampak dari investasi sektor riil seperti Pustral UGM report, the impact of real sector investments, such
layanan penerbangan dapat berpengaruh pada sektor-sektor as flight services, can influence related sectors, including tourism,
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Sustainability Strategy and Policy Sustainability Performance Highlights
terkait, seperti sektor pariwisata, jasa, perdagangan, hotel dan services, trade, hotels, and restaurants. On the production side,
restoran. Di sisi faktor produksi, layanan penerbangan juga flight services also drive aircraft leasing services, maintenance,
menggerakkan layanan persewaan pesawat, perawatan, catering catering, and fuel supply. Activities in these other sectors will
dan bahan bakar. Dari adanya kegiatan pada sektor lain tersebut increase household income, which in turn boosts the output of
akan meningkatkan pendapatan rumah tangga yang akhirnya those sectors. This increased sector output will also drive broader
meningkatkan output sektor tersebut. Peningkatan output sektor economic growth.
akan meningkatkan pula perekonomian secara luas.
Pustral UGM mengawali alur kegiatan dengan identifikasi Pustral UGM started the process by identifying the input, which
input, yaitu besaran restrukturisasi PMN Garuda sebesar Rp7,5 was the amount of Garuda's PMN restructuring funds of IDR
trilyun. Selanjutnya diidentifikasi manfaat penyelamatan yang 7.5 trillion. The next step was to determine the benefits of the
ditunjukkan oleh pendapatan operasional yang bersumber dari rescue, reflected in operating income derived from the Company's
laporan keuangan perusahaan. Berdasarkan hasil pengolahan, financial statements. Based on the results of the processing,
dihitung besaran multiplier effect yang mencerminkan the multiplier effect was calculated to reflect its impact on the
dampaknya terhadap perekonomian secara luas melalui entire economy through an increase in GDP. By considering
peningkatan PDB. Dengan memperhatikan besaran Biaya the development costs (Capex) and operating costs (Opex)
Pengembangan (Capex) dan Biaya Operasional (Opex) pada over a 5-year period (2022-2026), the economic benefits
rentang waktu 5 tahun (2022-2026), selanjutnya manfaat were combined with financial benefits to generate an economic
ekonomi dikombinasikan dengan manfaat finansial menghasilkan feasibility level, represented by the Economic Net Present Value
tingkat kelayakan ekonomi yang ditunjukkan dengan besaran (ENPV) and Economic Internal Rate of Return (EIRR).
Economic Net Present Value (ENPV) dan Economic Internal Rate
of Return (EIRR).
Analisis manfaat dan dampak ekonomi pada periode tahun 2025 The economic benefits and impacts analysis for 2025, conducted
yang dilakukan oleh Pustral UGM menghasilkan pencapaian by Pustral UGM, resulted in an economic impact performance
kinerja dampak ekonomi sebesar 119,7% dari target, capaian of 119.7% of the target. The ENPV achievement reached 115.2%
ENPV adalah sebesar 115,2% dibanding target, sementara capaian of the target, while the EIRR achievement reached 106.5% of the
EIRR sebesar 106,5% dibanding target. Hasil perhitungan ini target. These calculations indicate that Garuda Indonesia had a
menunjukkan bahwa Garuda Indonesia memiliki kinerja yang relatively good performance in 2025, successfully achieving the
relatif baik pada tahun 2025 sehingga mampu mencapai target KPI targets set for macroeconomic indicators.
KPI yang ditetapkan pada indikator ekonomi secara makro.
PRAKTIK PENGADAAN BARANG DAN JASA PROCUREMENT PRACTICES OF
GOODS AND SERVICES
Dalam rangka mendukung penerapan Good Corporate To support the implementation of Good Corporate Governance
Governance (GCG), proses pengadaan barang dan jasa di PT (GCG), the procurement of goods and services at PT Garuda
Garuda Indonesia (Persero) Tbk dilaksanakan berdasarkan Indonesia (Persero) Tbk is conducted in accordance with the
Surat Keputusan Direktur Utama tentang Pedoman Pelaksanaan President & CEO’s Decree concerning the Guidelines for the
Pengadaan Barang dan Jasa di Lingkungan Perusahaan serta Implementation of Goods and Services Procurement within the
Procurement Manual. Kebijakan dan pedoman tersebut menjadi Company and the Procurement Manual. These policies and
landasan bagi Perseroan dalam memastikan bahwa seluruh guidelines serve as the foundation for the Company to ensure
aktivitas pengadaan dilaksanakan secara transparan, akuntabel, that all procurement activities are conducted transparently,
adil, kompetitif, dan bertanggung jawab sesuai dengan prinsip- accountably, fairly, competitively, and responsibly, in accordance
prinsip pengadaan yang baik, serta senantiasa mematuhi with good procurement principles. They also comply with
ketentuan peraturan perundang-undangan yang berlaku, applicable laws and regulations, including adherence to quality
termasuk pemenuhan standar sistem manajemen mutu dan management and anti-bribery standards.
anti-penyuapan sesuai dengan ketentuan yang berlaku.
Garuda Indonesia melakukan pengadaan barang dan jasa secara Garuda Indonesia conducts its procurement of goods and services
efisien, efektif, kompetitif, transparan, adil dan wajar, terbuka dan efficiently, effectively, competitively, transparently, fairly, and
ekonomis. Hal ini berarti memastikan bahwa setiap pengadaan economically. This means ensuring that each procurement
yang dijalankan memberikan Value for Money bagi Perusahaan, provides Value for Money for the Company, where procurement
pelaksanaan Pengadaan bukan hanya sekedar mengenai harga is not just about the lowest price but also includes the social,
terendah namun juga mencakup manfaat sosial, lingkungan, environmental, and economic benefits of selected products or
dan ekonomi yang dihasilkan dari produk atau layanan yang services. With this approach, Garuda Indonesia not only ensures
dipilih. Dengan pendekatan ini, Garuda Indonesia tidak hanya cost efficiency but also contributes to sustainability and the
memastikan efisiensi biaya, tetapi juga berkontribusi pada well-being of society as a whole.
keberlanjutan dan kesejahteraan masyarakat secara keseluruhan.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Garuda Indonesia terus berinovasi dalam proses pengadaan Garuda Indonesia continues to innovate in its procurement
dengan menerapkan digitalisasi pengadaan, yang bertujuan process by implementing a digital procurement system to
untuk meningkatkan efisiensi, transparansi, dan akuntabilitas improve efficiency, transparency, and accountability at every
dalam setiap tahapan. Melalui penerapan sistem berbasis stage. Implementing the digital-based system has made the
digital, proses pengadaan kini menjadi lebih cepat, akurat, dan procurement process faster, more accurate, and well-documented
terdokumentasi dengan baik, sekaligus memastikan kepatuhan while achieving compliance with good governance principles.
terhadap prinsip tata kelola yang baik. Dalam Pengadaan di tahun In procurement for 2025, the Company successfully achieved
2025 telah berhasil mendapatkan saving senilai Rp3,46 triliun. savings amounting to IDR 3.46 trillion.
Garuda Indonesia berkomitmen untuk mendukung pertumbuhan Garuda Indonesia is committed to supporting national economic
ekonomi nasional dengan mengutamakan praktik pengadaan growth by prioritizing procurement practices that involve local
yang melibatkan pemasok lokal serta meningkatkan penggunaan suppliers and increasing the use of Domestic Products (PDN).
Produk Dalam Negeri (PDN). Langkah ini sejalan dengan These steps align with the government’s policy to encourage the
kebijakan pemerintah dalam mendorong Tingkat Komponen Domestic Component Level (TKDN), aiming to support the growth
Dalam Negeri (TKDN), yang bertujuan untuk upaya mendukung of local industries and strengthen national competitiveness.
pertumbuhan industri lokal dan memperkuat daya saing Additionally, Garuda Indonesia actively encourages the
nasional. Selain itu, Garuda Indonesia juga berperan aktif dalam participation of national business actors, including Micro and
mendorong partisipasi pelaku usaha nasional, termasuk Usaha Small Enterprises, to help them grow and compete in broader
Mikro dan Usaha Kecil, agar semakin berkembang dan mampu markets. In 2025, the realization of Domestic Product spending
bersaing di pasar yang lebih luas. Untuk tahun 2025, Realisasi (PDN) reached IDR 10.859 trillion, including IDR 67.44 billion
belanja Produk Dalam Negeri (PDN) mencapai Rp10,859 miliar spent on MSMEs, or 74.7% of the total procurement of IDR 14.529
termasuk belanja kepada UMKM sebesar Rp 67.44 miliar atau trillion. In the future, Garuda Indonesia will continue to strengthen
74.7% dari total Pengadaan Rp14,529 miliar. Ke depan, Garuda collaborations with local suppliers and expand the use of PDN
Indonesia akan terus memperkuat kolaborasi dengan pemasok in every aspect of procurement as part of its strategy to build a
lokal dan memperluas penggunaan PDN dalam setiap aspek high-competitiveness business ecosystem.
pengadaan, sebagai bagian dari strategi untuk membangun
ekosistem bisnis yang berdaya saing tinggi.
Proporsi Pelibatan Pemasok, Jumlah Produk, Anggaran dan Realisasi Nilai Pengadaan untuk Pemasok Tahun 2025
Proportion of Supplier Involvement, Product Quantity, Budget, and Procurement Value Realization for Suppliers in 2025
Proporsi Pelibatan Pemasok
dan Jumlah Produk Proporsi Anggaran dan Realisasi Nilai Pengadaan
Proportion of Supplier Involvement Proportion of Budget and Procurement Value Realization
and Product Quantity
Keterangan
Description Realisasi Saving
Jumlah Jumlah Anggaran (Rp Pencapaian
(Rp Juta) (Rp Juta)
Pemasok Produk Juta) (%)
% % % Realization % Saving
Number of Product Budget (in Achievement
(in Million (in Million
Suppliers Quantity Million IDR) (%)
IDR) IDR)
Pemasok Barang
Supplier
Nasional
27 100% 35 100% 198.933 100% 144.232 100% 138% 54.701
National
Internasional
- - - - - - - - - -
International
Total 27 100% 35 100% 198.933 100% 144.232 100% 138% 54.701
Pemasok Jasa
Service Provider
Nasional
76 66% 91 68% 10,680.832 60% 8.752.361 61% 122% 1.928.472
National
Internasional
39 34% 42 32% 7.113.746 40% 5.633.262 39% 126% 1.480.484
International
Total 115 100% 133 100% 17.794.578 100% 14.385.623 100% 124% 3.408.956
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Proporsi Pelibatan Pemasok, Jumlah Produk, Anggaran dan Realisasi Nilai Pengadaan untuk Pemasok Tahun 2024
Proportion of Supplier Involvement, Product Quantity, Budget, and Procurement Value Realization for Suppliers in 2024
Proporsi Pelibatan Pemasok
dan Jumlah Produk Proporsi Anggaran dan Realisasi Nilai Pengadaan
Proportion of Supplier Involvement Proportion of Budget and Procurement Value Realization
and Product Quantity
Keterangan
Description Realisasi Saving
Jumlah Jumlah Anggaran (Rp Pencapaian
(Rp Juta) (Rp Juta)
Pemasok Produk Juta) (%)
% % % Realization % Saving
Number of Product Budget (in Achievement
(in Million (in Million
Suppliers Quantity Million IDR) (%)
IDR) IDR)
Pemasok Barang
Supplier
Nasional
34 100% 42 100% 215.979 100% 171.004 100% 79% 44.975
National
Internasional
- - - - - - - 100% -
International
Total 34 100% 42 100% 215.979 100% 171.004 100% 79% 44.975
Pemasok Jasa
Service Provider
Nasional
87 61% 115 67% 10.268.733 59% 9.968.058 18% 97% 300.675
National
Internasional
55 39% 56 33% 7.206.719 41% 4.311.866 82% 60% 2.894.853
International
Total 142 100% 171 100% 17.475.452 100% 14.279.924 100% 82% 3.195.528
Proporsi Pelibatan Pemasok, Jumlah Produk, Anggaran dan Realisasi Nilai Pengadaan untuk Pemasok Tahun 2023
Proportion of Supplier Involvement, Product Quantity, Budget, and Procurement Value Realization for Suppliers in 2023
Proporsi Pelibatan Pemasok
dan Jumlah Produk Proporsi Anggaran dan Realisasi Nilai Pengadaan
Proportion of Supplier Involvement Proportion of Budget and Procurement Value Realization
and Product Quantity
Keterangan
Description Saving
Jumlah Jumlah Anggaran (Rp Realisasi
Pencapaian (%) (Rp Juta)
Pemasok Produk Juta) (Rp Juta)
% % % % Achievement Saving
Number of Product Budget (in Realization
(%) (in Million
Suppliers Quantity Million IDR) (in Million IDR)
IDR)
Pemasok
Barang
Nasional
34 100% 38 100% 112.358 100% 107.008 100% 95% 5.350
National
Internasional
- - - - - - - - -
International
Total 34 100% 38 100% 112.358 100% 107.008 100% 95% 5.350
Pemasok
Jasa
Nasional
91 69% 129 76% 13.833.271 72% 12.063.329 74% 87% 1.769.942
National
Internasional
40 31% 41 24% 5.342.878 28% 4.334.922 26% 81% 1.007.956
International
Total 131 100% 170 100% 19.176.149 100% 16.398.251 100% 86% 2.777.898
PENGADAAN BERKELANJUTAN SUSTAINABLE PROCUREMENT
Pengadaan Garuda Indonesia telah mengintegrasikan aspek Garuda Indonesia's procurement process integrates sustainability
keberlanjutan ke dalam kriteria pemilihan vendor, memastikan aspects into the vendor selection criteria, ensuring that suppliers
bahwa pemasok dinilai berdasarkan kriteria lingkungan dan sosial. are evaluated based on environmental and social criteria. In
Dalam mendukung praktik bisnis yang berkelanjutan tersebut, support of sustainable business practices, Garuda Indonesia
Garuda Indonesia mendorong seluruh pemasok untuk memenuhi encourages all suppliers to adhere to ethical and responsible
standar ketenagakerjaan yang beretika dan bertanggung jawab, labor standards, guaranteeing the protection of workers’ rights
dengan menjamin perlindungan hak-hak pekerja, mencegah praktik and preventing forced labor and child labor. Suppliers are
kerja paksa dan pekerja dibawah umur. Pemasok juga diharapkan also expected to implement adequate occupational health and
menerapkan standar kesehatan dan keselamatan kerja (K3) yang safety (OHS) standards in accordance with applicable laws and
memadai sesuai dengan peraturan perundang-undangan guna regulations to minimize workplace accident risks, as well as proper
meminimalkan risiko kecelakaan kerja, serta pengelolaan limbah waste management practices to prevent environmental pollution.
guna mencegah pencemaran lingkungan.
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Dalam rangka peningkatan kapabilitas dan kesadaran tata To enhance supplier governance capabilities and awareness,
kelola pemasok, Garuda Indonesia secara berkelanjutan Garuda Indonesia continuously conducts virtual vendor gatherings
menyelenggarakan kegiatan virtual vendor gathering sebagai as a platform to strengthen competencies, integrity, and strategic
sarana penguatan kompetensi, integritas, dan kemitraan partnerships. The event featured speakers from the Corruption
strategis. Kegiatan ini menghadirkan narasumber dari Komisi Eradication Commission (KPK) on the topic “Implementing
Pemberantasan Korupsi (KPK) dengan topik “Penerapan Integritas Integrity in the Procurement Process by Strengthening the Role of
dalam Proses Pengadaan melalui Penguatan Peran Vendor Vendors as Anti-Corruption Partners to Prevent Fraud,” as well as
sebagai Mitra Antikorupsi untuk Mencegah Terjadinya Fraud”, speakers from the Indonesian ESG Professional Association with
serta pembicara dari Indonesian ESG Professional Association the theme “Strengthening Vendor Governance Partnerships for
dengan tema “Strengthening Vendor Governance Partnerships a Sustainable Future.” In addition, internal representatives from
for a Sustainable Future”. Selain itu, perwakilan internal Garuda Garuda Indonesia conveyed information on the 2026 procurement
Indonesia turut menyampaikan informasi terkait rencana plans and the use of Garuda Indonesia’s e-Procurement system to
pengadaan tahun 2026 serta pemanfaatan sistem e-Procurement enhance transparency, efficiency, and accessibility for suppliers.
Garuda Indonesia guna meningkatkan transparansi, efisiensi,
dan kemudahan akses bagi para pemasok
Berkaitan dengan pengelolaan rantai pasok dalam pengadaan Regarding supply chain management in the procurement of
barang dan jasa, pada tahun 2024, Garuda Indonesia telah goods and services, in 2024, Garuda Indonesia compiled a list
menyusun daftar kontraktor, pemasok atau pihak ketiga lainnya of contractors, suppliers, and other third parties classified based
yang diklasifikasikan berdasarkan risiko dalam mengelola on the risk involved in managing tasks, which includes high,
pekerjaan, yaitu berisiko tinggi, menengah, dan rendah. medium, and low-risk categories.
Selain itu, untuk mengukuhkan transparansi dan menghindari Furthermore, to uphold transparency and avoid conflicts of
benturan kepentingan, Perseroan menghindari pemasok yang interest, the Company avoids suppliers whose owners and/
memiliki benturan kepentingan antara pemasok yang pemilik or management have relations with Garuda Indonesia's
dan atau pengurusnya memiliki hubungan dengan pegawai employees and management. Additionally, all parties involved
dan manajemen Garuda Indonesia. Selain itu, setiap pihak must avoid corruption, collusion, nepotism, and any form of
diwajibkan untuk menghindari korupsi, kolusi dan nepotisme, gratuity during the procurement process of goods and services.
serta gratifikasi dalam bentuk apapun pada proses pengadaan The requirements for partners/suppliers involved in Garuda
barang dan jasa. Adapun persyaratan yang harus dipenuhi mitra/ Indonesia’s procurement process of goods and services are as
pemasok yang terlibat dalam proses pengadaan barang/jasa di follows:
Garuda Indonesia adalah sebagai berikut:
• Diutamakan memiliki badan hukum; • Preferably being registered as a legal entity;
• Memenuhi aspek legalitas sesuai dengan bidang usahanya; • Complying with legal aspects in accordance with their
business sector;
• Memiliki keahlian, pengalaman dan kemampuan teknis dan • Possessing the expertise, experience, and technical and
manajemen sesuai bidang usahanya; management capabilities in accordance with their business
sector;
• Memiliki sumber daya yang diperlukan sesuai dengan bidang • Having the necessary resources in accordance with their
usaha untuk menunjang kegiatan operasional Perusahaan; business sector to support the operational activities of the
Company;
• Tidak terlibat atau sedang menjalani sanksi pidana, serta • Not being involved in or undergoing criminal sanctions,
tidak merupakan vendor yang masuk dalam kategori Black nor being included in the blacklist of other institutions or
List oleh Lembaga dan/atau Perusahaan lainnya. companies.
Di sisi lain, Perseroan juga memastikan bahwa mitra kerja wajib On the other hand, the Company also ensures that business
memenuhi standar K3 yang setara dengan standar internal partners are required to comply with Occupational Safety
perusahaan serta regulasi yang berlaku dalam proses pengadaan, and Health (OSH) standards equivalent to the Company’s
kontrak kerja, dan evaluasi kinerja mitra. Sebelum penunjukan, internal standards and applicable regulations throughout the
mitra/kontraktor melalui proses evaluasi K3. Hanya mitra procurement, contracting, and partner performance evaluation
yang memenuhi kriteria K3 yang diperkenankan untuk bekerja. processes. Prior to appointment, partners/contractors undergo an
Kemudian selama pelaksanaan pekerjaan, dilakukan penerapan OSH evaluation process, and only those who meet the required
Penerapan Permit to Work untuk pekerjaan berisiko tinggi dan OSH criteria are permitted to perform work. During the execution
melakukan pengawasan langsung oleh personel terkait. of work, a Permit to Work system is implemented for high-risk
activities, along with direct supervision by designated personnel.
SUPPLIER FEEDBACK SURVEY SUPPLIER FEEDBACK SURVEY
Dalam rangka mewujudkan hubungan rasa saling percaya, To build relations based on mutual trust, Garuda Indonesia acts
Garuda Indonesia bertindak terbuka, adil, dan transparan serta openly, fairly, and transparently, providing equal opportunities
memberikan kesempatan dan informasi yang sama kepada and information to all suppliers. Additionally, the Company
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Sustainability Strategy and Policy Sustainability Performance Highlights
seluruh pemasok. Selain itu, Perseroan berkomitmen untuk is committed to fulfilling the agreements made with its
memenuhi kesepakatan yang dibuat dengan mitra/pemasok. partners/suppliers. To measure supplier satisfaction regarding
Dalam rangka mengukur tingkat kepuasan pemasok terkait transparency and fairness in the procurement of goods and
transparansi, dan fairness pengadaan barang dan jasa, Perseroan services, the Company conducts periodic Supplier Feedback
melalui Supplier Feedback Survey secara berkala. Hasil survei Surveys. In 2025, the survey indicates that the procurement
tahun 2025 menunjukkan proses pengadaan serta kerja sama process and collaboration between Garuda Indonesia and its
antara Garuda Indonesia dengan pemasok sudah berjalan secara suppliers have been carried out transparently, fairly, seamlessly,
transparan dan fairness dengan baik dan lancar. and efficiently.
External Satisfaction Level 2025
Very Dissatisfied 0%
Satisfied 30%
Very Satisfied 65%
Dissatisfied 5%
Garuda Indonesia menetapkan Sistem Penilaian Kinerja Garuda Indonesia has established a Supplier Performance
Pemasok untuk memastikan mutu dan perbaikan berkelanjutan Evaluation System to ensure quality and continuous improvement
dalam hubungan antara pemasok dengan Perseroan. Untuk in the relations between suppliers and the Company. Thus, the
itu, Perseroan secara periodik mengevaluasi kinerja pemasok Company periodically evaluates supplier performance based
berdasarkan kriteria yang ditetapkan, meliputi aspek kualitas, on established criteria, including quality, service, and delivery,
service dan delivery termasuk penilaian atas Service Level as well as assessments of Service Level Agreements (SLA)
Agreement (SLA) sesuai dengan pemenuhan kewajiban Pemasok in line with the suppliers' fulfillment of obligations based on
berdasarkan Perjanjian Kerja Sama yang merujuk pada ketentuan Cooperation Agreements, referencing Internal Management
Internal Manajemen atau badan regulator/pemerintah. Hasil or regulatory/government institution provisions. Performance
evaluasi kinerja akan menjadi dasar dalam penetapan reward evaluation results form the basis for determining rewards and
dan consequences bagi pemasok, serta menjadi dasar dalam consequences for the suppliers and serve as the foundation
evaluasi Daftar Rekanan Garuda (AVL). for evaluating Garuda Indonesia's Approved Vendor List (AVL).
ANTI KORUPSI ANTI-CORRUPTION
OPERASI-OPERASI YANG DINILAI MEMILIKI RISIKO OPERATIONS CONSIDERED TO HAVE CORRUPTION-
TERKAIT KORUPSI RELATED RISKS
Garuda Indonesia meyakini bahwa korupsi merupakan Garuda Indonesia believes that corruption is a common
musuh bersama, sekaligus menjadi penghambat bagi lajunya enemy and a barrier to the progress of development, which is
pembangunan yang saat ini sedang dilakukan secara sungguh- currently being conducted thoughtfully and sustainably. This
sungguh dan berkelanjutan. Sikap dan komitmen Perseroan stance and commitment of the Company reflect its support for
tersebut merupakan dukungan dan implementasi Undang- and implementation of Law No. 20 of 2001 on Amendments
Undang No. 20 Tahun 2001 tentang Perubahan atas Undang- to Law No. 31 of 1999 on the Eradication of the Criminal Act
Undang No. 31 Tahun 1999 tentang Pemberantasan Tindak Pidana of Corruption, the Letter of the Ministry of SOEs No. S-35/
Korupsi, Surat Menteri Badan Usaha Milik Negara Nomor S-35/ MBU/01/2020, dated January 10, 2020, on the Implementation
MBU/01/2020 tanggal 10 Januari 2020 tentang Implementasi of an Anti-Bribery Management System in SOEs as the executor
Sistem Manajemen Anti Suap di BUMN sebagai Pelaksana of Presidential Regulation No. 54 of 2018 on the National
Peraturan Presiden Nomor 54 Tahun 2018 tentang Strategi Strategy for Corruption Prevention, and the Secretary Letter of
Nasional Pencegahan Korupsi, serta Surat Sekretaris Kementerian the Ministry of SOEs No. S-17/S.MBU/02/2020, dated February
BUMN Nomor S-17/S.MBU/02/2020 tanggal 17 Februari 2020 17, 2020, on ISO 37001:2016 Anti-Bribery Management System
tentang Sertifikasi ISO 37001:2016 perihal Sistem Manajemen (SMAP) Certification in SOEs. Anticorruption, anti-fraud, and
Anti Penyuapan (SMAP) di BUMN. Pengelolaan anti korupsi, dan ethics enforcement initiatives are coordinated by the Corporate
penegakkan etika dikoordinasikan oleh Unit yang membidangi Secretary and Governance Division.
yaitu Corporate Secretary dan Governance.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Untuk mengukuhkan komitmen antikorupsi dan mengantisipasi To reinforce its anti-corruption commitment and timely
secara tepat, Garuda Indonesia telah melakukan pemetaan anticipation, Garuda Indonesia has conducted a mapping and
dan mitigasi terhadap proses bisnis yang berisiko besar terjadi mitigation of business processes that are at high risk of corruption/
korupsi/penyuapan antara lain dalam proses pengadaan barang bribery, including the processes of general procurement of
dan jasa umum, proses pengadaan pesawat, proses rekrutmen goods and services, aircraft procurement, employee recruitment,
karyawan, pengelolaan keuangan, dan proses penyediaan layanan financial management, and customer service provision. Regarding
kepada pelanggan. Adapun terhadap potensi terjadinya tindakan the potential for corruption/bribery, the Company has prepared
korupsi/penyuapan, Perseroan telah mempersiapkan mitigasi the necessary mitigation measures, including the implementation
yang diperlukan di antaranya menerapkan program pengendalian of a gratuity control program, the obligation for reporting
gratifikasi, kewajiban penyampaian Laporan Harta Kekayaan State Officials’ Wealth Reports (LHKPN) for Garuda Indonesia
Penyelenggara Negara (LHKPN oleh insan Garuda Indonesia personnel classified as mandatory reporters, and ISO 37001:2016
yang diklasifikasikan sebagai wajib lapor), dan sertifikasi Sistem Anti-Bribery Management System (SMAP) certification.
Manajemen Anti Penyuapan (SMAP) ISO 37001:2016.
Pengelolaan risiko penyuapan di Perseroan dilakukan melalui The Company manages bribery risk through a process of
proses identifikasi, penilaian, dan penetapan pengendalian dalam identification, assessment, and control determination within
Bribery Risk & Opportunities Identifications, Risk Assessment and the Bribery Risk & Opportunities Identification, Risk Assessment,
Determining Control (BRIRADC). Saat ini telah teridentifikasi 33 risiko and Control Determination (BRIRADC) framework. Currently,
penyuapan dari 10 unit lingkup SMAP dengan profil Risiko Awal 33 bribery risks have been identified across 10 units within the
berdasarkan matriks risiko yakni Tinggi 22 risiko, Sedang 3 risiko, SMAP scope, with an Initial Risk Profile based on the risk matrix
dan Rendah 8 risiko. Setelah mempertimbangkan pengendalian as follows: High (22 risks), Medium (3 risks), and Low (8 risks).
yang ada, Risiko Sisa yang telah ditetapkan menunjukkan Tinggi After considering existing controls, the Residual Risks identified
8 risiko dan Sedang 17 risiko, sementara 8 risiko tidak memerlukan show 8 High risks and 17 Medium risks, while 8 risks do not
pengendalian lebih lanjut dikarenakan risiko awal telah rendah. require further controls because the initial risk was already low.
Secara umum, pengendalian dinilai masih berjalan efektif karena In general, controls are assessed as still effective because the risk
profil risiko menunjukkan penurunan/tidak meningkat setelah profile shows a decrease or no increase after considering controls.
mempertimbangkan pengendalian.
Dalam memperkuat praktik tata kelola yang transparan dan To strengthen transparent and accountable governance practices,
akuntabel, Perseroan juga mengimplementasikan Whistleblowing the Company also implements a Whistleblowing System as a
System sebagai sarana pelaporan pelanggaran yang menjamin channel for reporting violations, ensuring confidentiality and
kerahasiaan dan perlindungan pelapor. Komitmen terhadap protection for whistleblowers. The commitment to business
integritas bisnis juga diwujudkan melalui penerapan Sistem integrity is also demonstrated through the implementation
Manajemen Anti Penyuapan ISO 37001, serta penguatan of the ISO 37001 Anti-Bribery Management System and the
perlindungan informasi melalui Sistem Manajemen Keamanan strengthening of information protection through the ISO 27001
Informasi ISO 27001. Information Security Management System.
Perseroan telah memiliki instrument sistem penanganan The Company has established a system for handling complaints of
pengaduan dugaan pelanggaran (WBS) melalui Surat Keputusan alleged violations (Whistleblowing System) through the President
Direktur Utama nomor JKTDZ/SKEP/50004/2024. Kebijakan ini & CEO’s Decree No. JKTDZ/SKEP/50004/2024. This policy covers
mencakup pelaporan mengenai pengungkapan pelanggaran kode the reporting of disclosures of ethical violations received through
etik yang diterima melalui WBS, yang akan dilaporkan setiap 3 the WBS, which will be reported every 3 (three) months to the
(tiga) bulan kepada Direktur GCG, Dewan Komisaris (termasuk Director of GCG, the Board of Commissioners (including the type and
jenis dan jumlah pelanggaran), dan Tim Fungsi Kepatuhan Anti number of violations), and the Anti-Bribery Compliance Function
Penyuapan (FKAP) (khusus untuk kasus penyuapan). Selain itu, Team (FKAP) specifically for bribery cases. Furthermore, reports
laporan jumlah pelanggaran akan disampaikan setiap 6 (enam) on the number of violations will be submitted every 6 (six) months
bulan kepada Bapan Pengaturan BUMN (BP BUMN). to the SOE Regulatory Agency (BP BUMN).
KOMUNIKASI DAN PELATIHAN TENTANG COMMUNICATION AND TRAINING ON ANTI-
KEBIJAKAN DAN PROSEDUR ANTI-KORUPSI CORRUPTION POLICIES AND PROCEDURES
Dalam rangka menanamkan budaya anti korupsi di seluruh To instill an anti-corruption culture across all levels of the
tingkatan organisasi, Garuda Indonesia telah melaksanakan organization, Garuda Indonesia has conducted dissemination and
sosialisasi dan pelatihan anti korupsi kepada Dewan Komisaris, training on anti-corruption for the Board of Commissioners, the
Direksi, mitra bisnis, serta karyawan di seluruh wilayah Board of Directors, business partners, and employees across all
operasional. Sosialisasi kepada mitra bisnis dilakukan melalui operational areas. Dissemination for business partners is conducted
acara vendor/customer gathering atau kegiatan serupa lainnya. through vendor/customer gatherings or other similar activities.
Perseroan melibatkan pemangku kepentingan dalam program The Company engages stakeholders in its anti-corruption
anti korupsi, termasuk program pengendalian gratifikasi, yang programs, including the gratuity control program, covering
mencakup mitra usaha, pelaku usaha/rekanan, dan masyarakat business partners, contractors, and other members of the public.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
lainnya. Keterlibatan ini dilakukan melalui penerapan ketentuan This engagement is conducted through the implementation
anti gratifikasi dalam proses pemilihan vendor atau mitra kerja, of anti-gratuity provisions in the vendor or partner selection
pencantuman klausul anti bribery & corruption dalam kontrak process, the inclusion of anti-bribery and corruption clauses in
atau perjanjian, serta sosialisasi terkait pengendalian gratifikasi contracts or agreements, and dissemination related to gratuity
melalui acara vendor/customer gathering atau kegiatan serupa. control through vendor/customer gatherings or similar activities.
Perseroan telah melaksanakan sosialisasi anti korupsi dalam On November 17, 2025, the Company disseminated an
acara vendor gathering pada tanggal 17 November 2025. Dalam anti-corruption campaign at a vendor gathering. During this
sosialisasi tersebut, Perseroan menyampaikan informasi terkait dissemination, the Company shared information on the gratuity
ketentuan pengendalian gratifikasi dan sistem manajemen anti control provisions and the Anti-Bribery Management System
penyuapan yang berlaku di Perseroan. Pada kesempatan ini, applied within the Company. Vendors also signed a Statement
vendor menandatangani Pernyataan Komitmen Penerapan of Commitment to Implementing Anti-Corruption and Anti-
Program Anti Korupsi dan Anti Penyuapan sebagai komitmen Bribery Programs, affirming their dedication to ethical business
untuk menjalankan proses bisnis yang bersih dari tindakan practices free from corruption. Furthermore, business partners
korupsi. Selanjutnya, bagi mitra bisnis juga disampaikan were provided with explanations of the procurement process,
penjelasan proses pengadaan yang di dalamnya juga mengatur which also includes measures to prevent corrupt practices.
penghindaran tindakan korupsi.
Tabel Jumlah Dewan Komisaris dan Direksi yang telah mengikuti sosialisasi tentang Kebijakan dan Prosedur Anti-Korupsi
Table of Number of the Board of Commissioners and the Board of Directors who have attended dissemination on Anti-Corruption Policies and
Procedures
Wilayah Jumlah Persentase
Work Area Total Percentage
9 orang
Garuda Head Office 90%
9 people
Tabel Sosialisasi Kebijakan Anti Korupsi Bagi Karyawan
Table of Anti-Corruption Policy Dissemination for Employees
Kategori Karyawan Persentase
Employee Category Percentage
Seluruh pegawai di Head Office
100%
All employees at the Head Office
Tabel Sosialisasi Kebijakan Anti Korupsi/Pengendalian Gratifikasi Secara Langsung Berdasarkan Unit Kerja
Table of Direct Anti-Corruption/Gratuity Control Policy Dissemination Based on Work Unit
Unit Kerja Wilayah Kerja Jumlah Karyawan Persentase
Work Unit Work Area Total Employees Percentage
Unit Operational Support 32 orang
Garuda Head Office 42%
Operational Support Unit 32 people
Tabel Sosialisasi Kebijakan Anti Korupsi Bagi Mitra Kerja
Table of Anti-Corruption Policy Dissemination for Business Partners
Relasi Bisnis Jumlah Persentase
Business Relation Total Percentage
Pemasok Barang dan Jasa
222 100%
Suppliers of Goods and Services
Keterangan:
Proses pengadaan barang dan jasa dilakukan secara terpusat, sehingga seluruhnya berasal dari Kantor Pusat.
Notes:
The procurement of goods and services is conducted centrally, with all processes managed entirely by the Head Office.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Pelatihan Anti Korupsi untuk Karyawan
Table of Anti-Corruption Training for Employees
Keterangan UiC Tim SMAP* (Orang) Persentase
Description UiC of the SMAP Team* (people) Percentage
Pelatihan Sistem Manajemen Anti Penyuapan
(SMAP)
17 100%
Anti-Bribery Management System (SMAP)
Training
Keterangan:
*UiC Tim SMAP terdiri dari Unit Pengadaan Barang & Jasa Umum, Unit Pengadaan Pesawat, Unit Corporate Secretary, Unit Corporate Security, Unit Internal Audit, Unit HC Management,
Government Relations & TJSL, Unit Training & Development, Unit Enterprise Risk Management, Unit Treasury Management dan Unit Legal & Compliance.
Notes:
*The UiC of the SMAP Team consists of the General Goods & Services Procurement Unit, Aircraft Procurement Unit, Corporate Secretary Unit, Corporate Security Unit, Internal Audit Unit, HC
Management, Government Relations & TJSL Unit, Training & Development Unit, Enterprise Risk Management Unit, Treasury Management Unit, and Legal & Compliance Unit
Tabel Pelatihan Kebijakan Anti Korupsi Berdasarkan Wilayah Kerja
Table of Anti-Corruption Policy Training by Work Area
Wilayah Kerja Jumlah Karyawan Persentase
Work Area Total Employees Percentage
32 orang
Garuda Head Office 42%
32 people
Pelatihan Anti Korupsi untuk Direksi dan Dewan Komisaris pada Program Induksi
Anti-Corruption Training for the Board of Directors and the Board of Commissioners at the Induction Program
Tanggal Wilayah Jumlah Persentase
Date Work Area Total Percentage
15 Juni 2025
Garuda Head Office 1 100%
June 15, 2025
20 Oktober 2025
Garuda Head Office 1 100%
Ocober 20, 2025
31 Oktober 2025
Garuda Head Office 1 100%
Ocober 31, 2025
5 November 2025
Garuda Head Office 6 100%
November 5, 2025
INSIDEN KORUPSI YANG TERBUKTI DAN TINDAKAN PROVEN CORRUPTION INCIDENTS AND ACTIONS
YANG DIAMBIL TAKEN
Atas komitmen dan kesungguhan Garuda Indonesia dalam Garuda Indonesia’s commitment and determination to implement
menerapkan budaya anti korupsi di seluruh lini bisnisnya, an anti-corruption culture throughout its business operations
memberikan dampak positif berupa tidak terdapat insiden korupsi resulted in no corruption incidents in 2025. As a result, no
yang terbukti selama tahun 2025. Dengan demikian, tidak terdapat employees were terminated or penalized for corruption, no
karyawan yang diberhentikan atau dihukum karena korupsi, kontrak business partner contracts were terminated due to corruption,
mitra bisnis diakhiri karena korupsi, serta tidak terdapat kasus hukum and no legal cases related to corruption were filed by the public
terkait korupsi yang diajukan oleh publik terhadap Garuda Indonesia. against Garuda Indonesia.
PAJAK TAX
PENDEKATAN PAJAK TAX APPROACH
Sebagai bagian dari komitmen Perseroan terhadap pembangunan As part of the Company's commitment to sustainable
berkelanjutan, Perseroan senantiasa memastikan bahwa praktik development, the Company always ensures that its tax practices
perpajakan selalu sesuai dengan ketentuan perundang-undangan are in accordance with the prevailing tax laws and regulations. The
perpajakan yang berlaku. Strategi dalam pengelolaan dan Company internally handles strategies for tax management and
pengendalian pajak telah dilakukan secara internal oleh Perseroan. control. The Company has developed tax policies and strategies
Perseroan telah membangun kebijakan dan strategi pajak yang approved and reviewed by the Director of Finance. Several tax
disetujui dan ditinjau oleh Direktur Keuangan. Beberapa strategi strategies have been implemented, including the submission of
pajak telah dijalankan, diantaranya pengajuan Surat Keterangan an Income Tax Exemption Certificate (SKB PPh) to improve the
Bebas Pajak Penghasilan (SKB PPh) sehingga Perseroan dapat Company’s cash control. Additionally, the Company has created
lebih baik dalam mengontrol kas. Selain itu Perseroan juga telah monthly tax payment projections as part of its financial planning
membuat proyeksi pembayaran setiap bulannya sebagai analisis analysis. The Company has also established tax procedures to
dalam perencanaan keuangan Perseroan. Selanjutnya Perseroan support compliance with applicable tax provisions.
telah membuat prosedur perpajakan guna mendukung kepatuhan
dalam penerapan ketentuan perpajakan yang berlaku.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Strategi perpajakan disetujui dan ditinjau secara berkala oleh The tax strategy is approved and reviewed regularly by the
Direktur Keuangan, termasuk terkait penyetoran dan pelaporan Director of Finance, including in relation to tax remittance and
pajak. Peninjauan dilakukan setiap tahun pada saat pelaporan SPT reporting. The review is conducted annually at the time of filing
PPh Badan tahunan. Sementara itu, terkait dengan penyetoran pajak the annual Corporate Income Tax Return. Meanwhile, related to
bulanan, akan ditinjau oleh Direktur Keuangan melalui pemantauan monthly tax deposits, it will be reviewed by the Director of Finance
aliran kas (cash flow) yang tercermin dalam Manajemen Report, through cash flow monitoring as reflected in the Management
yang kemudian disampaikan dalam Rapat Direksi. Report, which is then presented at the Board of Directors Meeting.
TATA KELOLA, KONTROL, DAN RISIKO PENGELOLAAN TAX GOVERNANCE, CONTROL, AND RISK
PAJAK MANAGEMENT
Dalam menjalankan aktivitas bisnisnya, Perseroan senantiasa In conducting its business activities, the Company consistently
mematuhi seluruh peraturan yang relevan bagi aktivitas adheres to all relevant regulations, especially in taxation. The
bisnisnya, khususnya dalam aspek perpajakan. Pendekatan approach taken by the Company is based on compliance with
yang dilakukan oleh Perseroan didasarkan dengan kepatuhan all applicable tax regulations. In managing its tax activities, the
Perseroan terhadap seluruh peraturan perpajakan yang berlaku. Company has established the following.
Dalam pengelolaan pelaksanaan kegiatan perpajakan, Perseroan
telah menetapkan sebagai berikut.
Pengelolaan pajak di Garuda Indonesia dilakukan oleh Divisi The Tax & Customs Compliance Division conducts tax management
Tax & Customs Compliance, di bawah Direktur Keuangan dan at Garuda Indonesia under the Director of Finance and Risk
Manajemen Risiko yang sekaligus merupakan badan tata kelola Management, the highest governance body that officially reviews
tertinggi yang secara resmi meninjau dan menyetujui strategi and approves the Company’s tax strategy. As a taxpayer, the
pajak Perusahaan. Sebagai wajib pajak, Perseroan berkomitmen Company is committed to avoiding violations of tax regulations
untuk menghindari pelanggaran peraturan perpajakan agar tidak to prevent administrative penalties, including fines, interest,
terkena saksi administrasi, baik berupa sanksi denda administrasi, surcharges, and criminal sanctions or imprisonment.
sanksi bunga, sanksi kenaikan, serta sanksi pidana atau kurungan.
Penerapan strategi pajak tidak lepas dari proses monitoring dan The implementation of tax strategies is continuously monitored
reviu. Perseroan melakukan pengelolaan risiko pajak melalui and reviewed. The Company manages tax risks through
monitoring dan rekonsiliasi yang dilakukan oleh Accounting monitoring and reconciliation conducted by the Accounting
Group dan unit kerja terkait serta reviu berkala oleh Internal Group and relevant work units, along with periodic reviews by the
Auditor dan Eksternal Auditor (Kantor Akuntan Publik). Internal Auditor and External Auditor (Public Accounting Firm).
Perseroan telah memiliki pedoman perpajakan yang digunakan The Company has established tax guidelines to fulfill its tax
untuk pemenuhan kewajiban perpajakan. Kebijakan perpajakan obligations. The tax policy refers to the Company’s tax procedures,
mengacu pada prosedur perpajakan di Perseroan yang dibuat which are established under current tax laws and regulations.
sesuai dengan ketentuan perundang-undangan perpajakan yang These tax procedures are implemented to enhance tax compliance.
berlaku saat ini. Adapun prosedur perpajakan dibuat untuk dapat
meningkatkan kepatuhan perpajakan.
Di samping itu, sebagai salah satu bagian dari perencanaan pajak, Additionally, as part of tax planning, the Tax & Customs
Divisi Tax & Customs Compliance melakukan sosialisasi tentang Compliance Division conducted a dissemination about tax risk
manajemen risiko pajak kepada seluruh insan Garuda Indonesia. management to all Garuda Indonesia personnel. In 2025, the
Pada tahun 2025, sosialisasi dilakukan melalui melalui sarana email dissemination was delivered via the Company’s email system. A
Perusahaan. Terdapat kebijakan perpajakan baru yang akan diterapkan new tax policy would be implemented in 2025, and employees
pada tahun 2025, sehingga pegawai yang menangani pajak Perseroan responsible for the Company’s tax matters would be required
diikutsertakan dalam training atau sosialisasi yang diselenggarakan to participate in training or dissemination organized by the
oleh Direktorat Jenderal Pajak. Namun demikian, Perseroan belum Directorate General of Taxes. However, the Company had not
memiliki skema remunerasi dan insentif khusus yang ditujukan untuk yet established specific remuneration or incentive schemes for
orang-orang yang bertanggung jawab menerapkan strategi pajak. individuals tasked with implementing tax strategies.
Pada awal tahun 2025, terdapat ketentuan implementasi Core At the beginning of 2025, the Core Tax Administration System
Tax Administration System (CTAS) yang merupakan sistem (CTAS) was introduced as a new integrated tax administration
administrasi perpajakan baru yang terintegrasi di Indonesia untuk system in Indonesia to modernize tax services. Tax administration
memodernisasi layanan. Proses pelayanan pajak dilaksanakan processes are conducted digitally through a dedicated application
dalam bentuk digital melalui aplikasi khusus yang dikeluarkan issued by the Directorate General of Taxes. This system aims to
oleh Direktorat Jenderal Pajak. Sistem ini bertujuan untuk improve efficiency, voluntary compliance, and fairness in tax
meningkatkan efisiensi, kepatuhan sukarela, dan keadilan dalam administration in Indonesia. The Company has implemented
administrasi perpajakan di Indonesia. Saat ini, Perseroan telah CTAS starting from the January 2025 tax period.
menerapkan implementasi CTAS sejak masa pajak Januari 2025.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
KETERLIBATAN PEMANGKU KEPENTINGAN DALAM STAKEHOLDER ENGAGEMENT IN ADDRESSING TAX
MENGATASI PERMASALAHAN TERKAIT PAJAK ISSUES
Stakeholder utama Perseroan dalam aspek perpajakan adalah The Company's main stakeholder in the taxation aspect is
Otoritas Pajak. Garuda Indonesia senantiasa membina hubungan the Tax Authority. Garuda Indonesia always maintains a good
baik dengan Otoritas Pajak, yang ditunjukkan dengan penerapan relationship with the Tax Authority, which is demonstrated by the
kepatuhan pada seluruh peraturan perpajakan yang berlaku termasuk implementation of compliance with all applicable tax regulations
dalam hal pembayaran dan pelaporan pajak. Dalam keterlibatannya including tax payments and reporting. In its engagement with
dengan Otoritas Pajak, Perseroan tidak memiliki pendekatan advokasi the Tax Authority, the Company does not have an advocacy
dalam bidang perpajakan. Garuda Indonesia menjalankan proses approach in taxation. Garuda Indonesia implements a process
pengumpulan dan evaluasi masukan dari pemangku kepentingan of collecting and evaluating input from stakeholders on taxation
terkait isu perpajakan, termasuk melalui keterlibatan dalam seminar issues, including through involvement in seminars and training
dan pelatihan yang melibatkan pihak eksternal. involving external parties.
PELAPORAN PAJAK TAX REPORTING
Berkaitan dengan laporan pajak, Perseroan hanya beroperasi Regarding tax reporting, the Company operates solely in
di Indonesia dan tidak memiliki cabang atau kantor operasional Indonesia and does not have branches or operational offices
di luar negeri, Dengan demikian, laporan perpajakan hanya abroad. Therefore, tax reporting is only conducted in Indonesia.
dilakukan untuk Indonesia. Adapun pajak yang dibayarkan The taxes paid by the Company in 2025 are as follows:
Perseroan tahun 2025 selengkapnya adalah sebagai berikut:
Tabel Pembayaran dan Pelaporan Pajak
Table of Tax Payments and Reporting
(dalam USD)
(in USD)
Uraian Pajak 2025 2024 2023
Tax Description
PPh Pasal 25
- - 203.551
Article 25 Income Tax
PPh Pasal 21
43.364.915 58.272.964 30.767.762
Article 21 Income Tax
PPh Pasal 22
101.051 114.247 139.696
Article 22 Income Tax
PPh Pasal 23
5.904.580 6.427.669 15.390.527
Article 23 Income Tax
PPh Pasal 26
7.207.024 18.551.339 206.598
Article 26 Income Tax
PPh Pasal 4 ayat 2
1.073.654 446.838 1.893.640
Article 4, paragraph 2 Income Tax
PPh Pasal 15
3.525 691 69.124
Article 15 Income Tax
PPh Pasal 29
- - 939.451
Article 29 Income Tax
PPN
86.624.420 135.181.237 172.350.654
VAT
Pajak Daerah, Bea Cukai dan Pajak Lainnya
448.350 422.214 12.413.382
Local Taxes, Customs, and Other Taxes
Total 144.727.519 219.417.199 234.374.386
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Dasar Pehitungan Pajak
Table of Tax Calculation Basis
(dalam Jutaan USD)
(in million USD)
Keterangan 2025 2024 2023
Description
Pendapatan
3.216,6 3.416,5 2.936,6
Revenue
Laba/Rugi Sebelum Pajak
(354,3) (81,5) 234,6
Profit/Loss Before Tax
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
KINERJA LINGKUNGAN HIDUP
ENVIRONMENTAL PERFORMANCE
ASPEK UMUM GENERAL ASPECT
BIAYA LINGKUNGAN HIDUP [OJK F.4] ENVIRONMENTAL COSTS [OJK F.4]
Garuda Indonesia memiliki komitmen yang kuat dalam menjaga Garuda Indonesia is strongly committed to protecting and
dan melestarikan lingkungan hidup. Sepanjang tahun 2025, preserving the environment. Throughout 2025, the Company
Perseroan telah mengalokasikan biaya lingkungan hidup dengan has allocated a total of IDR15,860,897,850 for environmental
total sebesar Rp15.860.897.850. Pengeluaran tersebut merupakan expenses. These expenditures represent the Company’s tangible
bentuk kontribusi nyata Perseroan terhadap lingkungan, yang contribution to the environment, realized through various social
diwujudkan melalui berbagai program dan kegiatan tanggung and environmental responsibility programs and activities carried
jawab sosial serta lingkungan yang dilaksanakan selama tahun out during 2025. The breakdown of these environmental expenses
2025. Adapun rincian dari biaya lingkungan hidup tersebut is as follows.
adalah sebagai berikut.
Tabel Rincian Biaya Lingkungan
Table of Details of the Environmental Costs
(Dalam Rupiah Penuh)
(In Full Rupiah)
Keterangan Biaya
Description Cost
Biaya Verifikasi Emisi Penerbangan Internasional skema ICAO CORSIA
85.000.000
International Flight Emissions Verification Costs under the ICAO CORSIA Scheme
Biaya Jasa Pendampingan Implementasi ISO 14001
46.950.000
ISO 14001 Implementation Support Service Costs
Environmental Fee SAF Reguler Flight (AMS-CGK)*
15.554.896.500
Environmental Fee for SAF on Regular Flights (AMS-CGK)*
Program River Cleanup dan Pembangunan MCK di Bantaran Sungai Ciliwung bersama Alkesa Bumi Belajar
River Cleanup Program and Construction of Communal Sanitation Facilities along the Ciliwung Riverbank in 60.000.000
collaboration with Alkesa Bumi Belajar
Bantuan Sarana Pra sarana Pembangunan Sumur Bor Wilayah Kodim 0101/KBA Tahun 2025 Banda Aceh
Assistance for Infrastructure Development for Bore Well Construction in the Kodim 0101/KBA Area, Banda 40.000.000
Aceh, 2025
Talkshow & Workshop Plastic Waste Management with Plasticpay & Pandawara Group
24.051.350
Talk Show and Workshop on Plastic Waste Management with Plasticpay and Pandawara Group
Program Kolaborasi Bersama 14 BUMN TJSL - Konservasi Kepulauan Raja Ampat
50.000.000
Joint TJSL Collaboration Program of 14 State-Owned Enterprises (SOEs) – Raja Ampat Islands Conservation
TOTAL 15.860.897.850
Note: *Conversion rate USD 1 yakni IDR 16.500
Note: *The conversion rate for USD 1 is IDR 16,500
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ASPEK MATERIAL MATERIAL ASPECT
PENGGUNAAN MATERIAL YANG RAMAH USE OF ENVIRONMENTALLY FRIENDLY MATERIALS
LINGKUNGAN [OJK F.5] [OJK F.5]
Dalam menjalankan kegiatan operasionalnya, Garuda Indonesia In conducting its operational activities, Garuda Indonesia has
telah memanfaatkan SAF atau Bioavtur sebagai bahan bakar utilized SAF (Sustainable Aviation Fuel) or bio aviation turbine
pendukung operasional penerbangan. Selain itu, Perseroan secara fuel as a supporting fuel for flight operations. In addition, the
konsisten mengoptimalkan penggunaan teknologi digital sebagai Company consistently optimizes the use of digital technology
sarana pertukaran informasi di seluruh lokasi operasional. Selain as a means of information exchange across all operational
itu, Perseroan juga menerapkan penggunaan berbagai material sites. Furthermore, the Company also implements the use of
yang ramah lingkungan sebagai berikut: the following environmentally friendly materials:
1. Sustainable Aviation Fuel (SAF) pada Rute Amsterdam – 1. Sustainable Aviation Fuel (SAF) on the Amsterdam–Jakarta
Jakarta Route
Sejak 1 Januari 2025, Garuda Indonesia mengimplementasikan Since January 1, 2025, Garuda Indonesia has been regularly
penggunaan Sustainable Aviation Fuel (SAF) secara reguler using Sustainable Aviation Fuel (SAF) on the Amsterdam–
pada rute Amsterdam – Jakarta (AMS – CGK), dengan Jakarta (AMS–CGK) route, with a blending ratio of 2 percent.
blended ratio sebesar 2 persen. Sepanjang periode pelaporan, During the reporting period, the Company operated 119 flights
Perusahaan mengoperasikan 119 penerbangan pada rute on this route, with total SAF usage reaching approximately
tersebut dengan total penggunaan SAF mencapai ±903.583 903,583 liters. In addition to serving as a key pillar in
liter. Selain menjadi pilar penting integrasi bahan bakar integrating low-emission fuel into long-haul flight operations,
rendah emisi ke dalam operasional penerbangan jarak jauh, this step demonstrates Garuda Indonesia’s commitment and
langkah ini menunjukkan komitmen dan kesiapan Garuda readiness to adopt the use of more environmentally friendly
Indonesia dalam mengadopsi penggunaan energi terbarukan renewable energy in a gradual and measured manner.
yang lebih ramah lingkungan secara bertahap dan terukur.
2. Headrest Cover Multiuse (on specific aircraft) 2. Multi-Purpose Headrest Covers (on select aircraft)
Garuda Indonesia menerapkan prinsip sirkularitas dalam Garuda Indonesia applies the principle of circularity in its
desain interior kabin dengan menggunakan sarung kursi cabin interior design by using seat covers made from recycled
dari bahan daur ulang, berupa kombinasi virgin wool dan materials—a blend of virgin wool and recycled wool. This
recycled wool. Langkah ini tidak hanya mengurangi limbah initiative not only reduces textile waste but also lowers the
tekstil, namun juga menurunkan konsumsi bahan mentah consumption of new raw materials. These seat covers have
baru. Sarung kursi ini terbukti mampu menghemat konsumsi been proven to save 7.722 kg of fuel per 200 flight hours
bahan bakar sebesar 7,722 kg per 200 jam terbang serta and reduce carbon emissions by approximately 24.4 kgCO2e.
menurunkan emisi karbon sekitar 24,4 kgCO2e. Inisiatif yang Launched in 2024, this initiative has been implemented on
diinisiasi sejak tahun 2024 ini telah diaplikasikan pada 150 150 economy class seats and 12 business class seats on one
kursi kelas ekonomi dan 12 kursi bisnis di salah satu pesawat of Garuda Indonesia’s B737-800 NG aircraft..
B737-800 NG Garuda Indonesia.
3. Wooden Cutleries and Paper cup (only on several flight) 3. Wooden Cutleries and Paper cup (only on several flight)
Dalam upaya mengurangi penggunaan plastik sekali pakai In an effort to reduce the use of single-use plastics in the
di kabin, Garuda Indonesia memperkenalkan alat makan cabin, Garuda Indonesia introduced halal-certified, foodgrade,
kayu dan wadah makanan/minuman berbasis kertas yang compostable and PFAS-free wooden cutlery and paper-
bersertifikasi halal, food grade, compostable, dan bebas PFAS. based food containers. This initiative is proven to accelerate
Inisiatif ini terbukti mempercepat proses penguraian limbah the decomposition process of inflight catering waste; wood
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catering inflight; material kayu terurai dalam 3 (tiga) bulan decomposes in 3 (three) months and paper containers in 2
dan wadah kertas dalam 2 (dua) hingga 5 (lima) bulan, jauh (two) to 5 (five) months, much faster than plastic.
lebih cepat dibanding plastik.
• Eco-friendly Cutleries Domestic • Eco-friendly Cutleries Domestic
Sudah diimplementasikan di kelas ekonomi pada seluruh This has been implemented in Economy Class on all
rute Domestik yang menyajikan hot meals (airtime ≥ domestic routes serving hot meals (flight duration ≥
1.30’) dan di kelas bisnis yang menyajikan warm snack 1 hour and 30 minutes) and in Business Class serving
(airtime ≤ 1.29’). Eco-friendly Cutleries yang digunakan warm snacks (flight duration ≤ 1 hour and 29 minutes).
dalam penerbangan Domestik terdiri dari wooden spoon, The eco-friendly cutlery used on domestic flights consists
dan wooden fork. of a wooden spoon and a wooden fork.
• Eco-friendly Cutleries International • Eco-friendly Cutleries International
Sudah diimplementasikan di kelas ekonomi pada seluruh Already implemented in Economy Class on all
rute Internasional. Eco-friendly Cutleries International international routes. The Eco-friendly Cutlery Set for
terdiri dari wooden spoon, wooden fork, wooden knife, International Flights includes a wooden spoon, a wooden
dan wooden dessert spoon. fork, a wooden knife, and a wooden dessert spoon.
• Eco-friendly Paper Cup • Eco-friendly Paper Cup
Dipakai di kelas ekonomi pada semua rute (domestik dan Used in economy class on all routes (domestic and
internasional) penyajian hot meals international) serving hot meals.
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ASPEK ENERGI ENERGY ASPECT
JUMLAH DAN INTENSITAS ENERGI YANG TOTAL ENERGY CONSUMPTION AND INTENSITY
DIGUNAKAN [OJK F.6, GRI 302-1, 302-2, 302-3, TR-AL-110a.3, [OJK F.6, GRI 302-1, 302-2, 302-3, TR-AL-110a.3, TR-AF-110a.3]
TR-AF-110a.3]
Dalam laporan ini, penggunaan listrik merujuk pada penggunaan In this report, electricity usage refers to consumption at Garuda
di area perkantoran milik Garuda Indonesia yang tersebar di Indonesia’s office locations across the Greater Jakarta area,
area Jabodetabek, yakni area perkantoran Garuda City, area namely Garuda City offices, Garuda Indonesia Training Center
perkantoran Garuda Indonesia Training Center, area perkantoran offices, Gunung Sahari offices, Management Building Kebon
Gunung Sahari, area perkantoran Gedung Management Kebon Sirih offices, Garuda Sentra Medika offices, and Garuda Cargo
Sirih, area perkantoran Garuda Sentra Medika, dan Area Warehouse offices. The data is sourced from kWh meter readings
perkantoran Garuda Cargo Warehouse. Data penggunaannya provided by PT PLN (Persero).
bersumber dari pencatatan kWh meter yang dikeluarkan oleh
PT PLN (Persero).
Garuda Indonesia memerlukan avtur sebagai energi dan sumber Garuda Indonesia requires aviation turbine fuel (avtur) as
penggerak mesin pesawat. Avtur adalah bahan bakar jenis khusus the energy source and engine power for its aircraft. Avtur is a
berbasis dari minyak bumi, yang kualitasnya lebih tinggi dari specialized petroleum-based fuel with a quality higher than
bahan bakar yang digunakan dalam moda transportasi lain. that used in other modes of transportation. Since it is derived
Oleh karena bersumber dari minyak bumi, maka avtur termasuk from petroleum, avtur is classified as a non-renewable energy
dalam kategori energi tak terbarukan, yang ketersediaannya kian source, with increasingly limited availability. As of the end of
terbatas. Sampai dengan akhir 2025, Garuda Indonesia tidak 2025, Garuda Indonesia neither consumed nor sold heating
mengonsumsi dan menjual energi pemanas, pending dan uap energy, cooling energy, or steam, and did not sell electricity.
serta tidak menjual energi listrik.
Tabel Intensitas Pemakaian Energi
Table of Energy Consumption Intensity
Energi Satuan 2025 2024 2023
Energy Unit
Listrik
Electricity
Listrik
kWh 15.434.016 15.762.094,4 7.105.068
Electricity
Gigajoules 55.562,5 56.743,6 25.578,2
BBM
Fuel Oil
Dalam Juta Liter
Avtur 984,1 889,7 680,8
In Million Liters
Gigajoules 39.558.232 35.765.437 27.365.741
Solar
Liter 80.884,6 62.391,2 28.844
Diesel
Gigajoules 3.251,4 2.508,0 1.038,38
Bensin
Liter 1.969.834 2.627.891 2.355.558
Gasoline
Gigajoules 79.182,7 105.635,0 77.733,4
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Tabel Intensitas Pemakaian Energi
Table of Energy Consumption Intensity
Energi Satuan 2025 2024 2023
Energy Unit
Total Penggunaan BBM
Gigajoules 39.640.666,0 35.873.580 27.470.091,0
Total Fuel Oil Consumption
Total Penggunaan Energi
Gigajoules 39.696.228,5 35.930.323,5 27.495.669,3
Total Energy Consumption
Total Pendapatan Dalam Juta USD
3.216,6 3.416,5 2.936,6
Total Revenue In Million USD
Total Penumpang Dalam Juta Penumpang
21,2 23,7 24,8
Total Revenue In Million Passengers
Total Karyawan Dalam Orang
5.154 4.502 4.401
Total Employees In People
Intensitas Pemakaian Energi
BBM / Pendapatan
Gigajoule/ USD 0,012 0,011 0,009
Fuel Oil Energy Consumption
Intensity/Revenue
Intensitas Pemakaian Energi/ Gigajoules /Juta
Produksi penumpang
1,9 1,5 1,1
Energy Consumption Intensity/ Gigajoule/Million
Production Passengers
Intensitas Pemakaian Energi/
Karyawan Gigajoules / Orang
7.702,0 7.981,0 6.247,6
Energy Consumption per Gigajoules / People
Employee
keterangan:
Konversi kWh ke Gigajoule: https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule
Konversi liter/kiloliter ke Gigajoule merujuk pada https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-gigajoule.htm
Nilai kalor atau faktor energi berdasarkan Pedoman Penyelenggaraan Inventarisasi Gas Rumah Kaca Nasional, Buku II – Volume 1, KemenLH Tahun 2012
Description:
Conversion from kWh to Gigajoules: https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule
Conversion from liter/kiloliter to Gigajoule: https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-gigajoule.htm
Calorific value or energy factor based on the National Greenhouse Gas Inventory Guidelines, Book II – Volume 1, Ministry of Environment and Forestry, 2012
Garuda Indonesia melakukan pengukuran konsumsi energi di luar Garuda Indonesia measures energy consumption outside the
organisasi yang digunakan pemasok atau mitra, karena dalam organization used by suppliers or partners, as the cooperation
perjanjian kerja sama dengan pemasok tidak terdapat ketentuan agreements with suppliers do not include provisions regarding
mengenai pencatatan volume energi yang digunakan oleh mitra. the recording of energy consumption volumes used by partners.
Namun demikian, sesuai dengan Standar Akuntansi dan Pelaporan However, in accordance with the Corporate Value Chain (Scope
Rantai Nilai Korporat (Cakupan 3) Protokol GRK (Gas Rumah Kaca), 3) Accounting and Reporting Standard of the GHG Protocol,
Garuda Indonesia melakukan identifikasi konsumsi energi yang Garuda Indonesia identifies relevant out-of-organization energy
relevan di luar organisasi, yaitu kategori hulu berupa perjalanan consumption, specifically upstream categories in the form of
bisnis, terkhusus perjalanan dengan menggunakan pesawat terbang. business travel, particularly travel by aircraft.
Dalam laporan ini, perjalanan dinas dengan pesawat terbang In this report, business travel by aircraft refers to flights for
untuk tahun 2024 dan 2023 merujuk pada penerbangan Dewan the Board of Commissioners, the Board of Directors, and all
Komisaris, Direksi dan seluruh karyawan, sedangkan tahun 2022 employees. The volume of energy or fuel consumed from
hanya merujuk pada penerbangan Dewan Komisaris dan Direksi. business travel by aircraft is as follows:
Volume energi atau bahan bakar yang dikonsumsi dari perjalanan
dinas dengan pesawat terbang.
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Keterangan Satuan 2025 2024 2023
Description Unit
Total Perjalanan Perjalanan
3.579 4.432 1.358
Total Travel Travel
Total Jarak
Kilometer 10.465.004 12.306.982 4.104.361
Total Distance
Total BBM
Liter 75.597.352 91.535.754 41.026.294
Total Fuel Oil
Total Energi
Gigajoule 2.585.429 3.130.522 1.649.188
Total Energy
Keterangan:
Konversi liter ke Gigajoules: https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-gigajoule.htm
Description:
Conversion from liter to Gigajoule: https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-gigajoule.htm
UPAYA DAN PENCAPAIAN EFISIENSI ENERGI DAN EFFORTS AND ACHIEVEMENTS IN ENERGY
PENGGUNAAN ENERGI TERBARUKAN [OJK F.7, F.12, EFFICIENCY AND RENEWABLE ENERGY
GRI 302-4, 302-5] CONSUMPTION [OJK F.7, F.12, GRI 302-4, 302-5]
Garuda Indonesia berkomitmen untuk senantiasa melakukan Garuda Indonesia is committed to continuously pursuing energy
upaya efisiensi energi sebagaimana tertuang dalam OSH&E efficiency efforts, as outlined in its OSH&E Policy. In achieving
Policy. Dalam mencapai efisiensi energi, Garuda Indonesia energy efficiency, Garuda Indonesia has adopted a policy to
mengambil kebijakan untuk melakukan penghematan optimize the use of avtur without disrupting flight operations
penggunaan avtur tanpa mengganggu operasional dan layanan and services. In achieving energy efficiency, Garuda Indonesia
penerbangan. Program tersebut yaitu program fuel optimization. has implemented policies to optimize the use of aviation turbine
Melalui program ini, selama tahun 2025, Perseroan berhasil fuel (avtur) without compromising flight operations and service
menghemat penggunaan avtur sebanyak 14.675.704 liter atau quality. This program is called the fuel optimization program.
setara dengan pengurangan emisi sebesar 37.100.180 kgCO2. Through this program, in 2025, the Company successfully saved
Pengurangan energi per kuantitas produksi Garuda Indonesia 14,675,704 liters of avtur, equivalent to a reduction of 37,100,180
yaitu sebesar 2,5 gigajoule/juta penumpang. Penghematan avtur kgCO2 in emissions. The energy reduction per quantity produced
melalui program fuel optimization dilakukan Garuda Indonesia by Garuda Indonesia is 2.5 gigajoules per million passengers.
melalui berbagai langkah dan Perseroan terus berupaya agar The saving in avtur usage through the fuel optimization program
pencapaiannya terus meningkat. Langkah-langkah tersebut is achieved through several efforts, and the Company continues
adalah sebagai berikut: to strive for further improvements. The efforts are as follows:
1. Alternate Fuel Usage 1. Alternate Fuel Usage
Garuda Indonesia meningkatkan pemanfaatan penerbangan Garuda Indonesia is increasing the use of alternate flights
alternatif dari Palembang (PLM) ke Kertajati (KJT) untuk from Palembang (PLM) to Kertajati (KJT) for all aircraft types
semua tipe pesawat, sebagai alternatif yang lebih efisien as a more fuel-efficient alternative to Soekarno-Hatta (CGK).
bahan bakar dibanding ke Soekarno-Hatta (CGK).
2. CGK Runway Optimization (North Runway only) 2. CGK Runway Optimization (North Runway only)
Perusahaan melakukan optimalisasi keberangkatan ataupun The company is optimizing departures and landings using the
pendaratan menggunakan landasan utara di CGK yang north runway at CGK in order to streamline traffic flow and
bertujuan memperlancar pergerakan dan mengurangi reduce fuel consumption during taxiing and takeoff queues.
konsumsi bahan bakar saat taxi in/out dan antrian take-off.
3. Compliance with Flight Plan (Altitude) 3. Compliance with Flight Plan (Altitude)
Perencanaan penerbangan yang lebih akurat—terutama More accurate flight planning—particularly in determining
dalam penentuan zero fuel weight (ZFW), beban bahan zero fuel weight (ZFW), fuel load, and optimal cruising
bakar, dan ketinggian jelajah optimal—dapat menghasilkan altitude—can result in fuel efficiency and cost savings.
efisiensi konsumsi bahan bakar dan penghematan biaya
4. Engine Taxi Procedure (Airbus only) 4. Engine Taxi Procedure (Airbus only)
Kami memperkuat penerapan prosedur taxi menggunakan We are strengthening the implementation of single-engine
satu mesin untuk pesawat Airbus guna mengurangi konsumsi taxi procedures for Airbus aircraft to reduce fuel consumption
bahan bakar saat pergerakan di darat. during ground movements.
5. Optimal Flap Setting (Airbus only) 5. Optimal Flap Setting (Airbus only)
Penerapan prosedur pendaratan dengan flap yang dikurangi The implementation of landing procedures with reduced
membantu mengurangi hambatan udara, sehingga flaps helps reduce air resistance, thereby improving fuel
meningkatkan efisiensi bahan bakar saat pendekatan dan efficiency during approach and landing.
pendaratan.
6. Route Optimization (Flight to/from Korea Region, Japan 6. Route Optimization (Flights to/from Korea Region, Japan
Region, Australia Region, Saudi of Arabia Region, and Europe Region, Australia Region, Saudi Arabia Region, and Europe
Region) Region)
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Sistem perencanaan penerbangan kami ditingkatkan agar Our flight planning system has been enhanced to dynamically
dapat secara dinamis mengidentifikasi dan menggunakan jalur identify and utilize the most efficient routes, particularly for
rute paling efisien, terutama untuk penerbangan internasional international flights.
Upaya pengurangan emisi yang dihasilkan lainnya telah sejalan Other efforts to reduce emissions are also aligned with the energy
dengan upaya efisiensi penggunaan energi yang telah disampaikan efficiency efforts outlined in the Energy Aspect section of this
pada bagian Aspek Energi pada Laporan Keberlanjutan ini. Sustainability Report.
Hingga akhir tahun 2025, Garuda Indonesia belum menetapkan As of the end of 2025, Garuda Indonesia has not yet established
baseline pengukuran emisi GRK. Namun demikian, dalam a baseline for GHG emissions measurement. However, to assess
mengukur efektivitas upaya reduksi emisi yang dihasilkan, the effectiveness of its emission reduction efforts, the Company
Garuda Indonesia membandingkan emisi yang dihasilkan pada compares the emissions generated in 2025 with those in 2024.
tahun 2025 dengan tahun 2024. Adapun hasil penghematan The results of aviation turbine fuel savings from the fuel
penggunaan avtur dari program fuel optimization sampai dengan optimization program until 2025 are as follows:
tahun 2025 adalah sebagai berikut.
Tahun Liter
Year
2025 14.675.704
2024 15.390.042
2023 8.643.389
Pengurangan Penggunaan Avtur
Reduction in Aviation Turbine Fuel Consumption
(Dalam Gigajoule)
(In Gigajoule)
Uraian 2025 2024 2023
Description
Avtur 507.779 533.043 10.112.919
ASPEK AIR WATER ASPECT
PENGGUNAAN AIR [OJK F.8] WATER USAGE [OJK F.8]
Garuda Indonesia memahami bahwa sumber daya air memiliki Garuda Indonesia recognizes that access to clean water is vital
peranan yang sangat penting bagi kehidupan serta kesejahteraan for human life and well-being, and is recognized by the United
manusia. Hal ini juga telah diakui oleh Perserikatan Bangsa-Bangsa Nations (UN) as a fundamental human right. In line with this
(PBB) sebagai bagian dari hak asasi manusia. Sejalan dengan recognition, Sustainable Development Goal (SDG) 6 emphasizes
pengakuan tersebut, Tujuan Pembangunan Berkelanjutan (TPB) the importance of ensuring the availability and sustainable
ke-6 menegaskan pentingnya menjamin ketersediaan serta management of water and sanitation for all. In alignment with the
pengelolaan air dan sanitasi yang berkelanjutan bagi seluruh global commitments established by the UN and the SDGs, Garuda
masyarakat. Berdasarkan komitmen global yang dicanangkan Indonesia strives to manage water consumption optimally to avoid
oleh PBB dan TPB tersebut, Garuda Indonesia berupaya mengelola adverse impacts on both the environment and the communities
penggunaan air secara optimal agar tidak menimbulkan dampak surrounding the Company’s operational areas.
negatif terhadap lingkungan maupun masyarakat di sekitar wilayah
operasional perusahaan.
Dalam menjalankan aktivitas operasionalnya, Garuda Indonesia In its operational activities, Garuda Indonesia utilizes clean/
menggunakan air bersih atau air tawar (≤1.000 mg/l Total freshwater (≤1,000 mg/l Total Dissolved Solids [TDS]) supplied
Padatan Terlarut) yang dipasok oleh pihak ketiga yaitu Perusahaan by a third party, the Regional Drinking Water Company (PDAM).
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Daerah Air Minum (PDAM). Selain air tawar, dalam menjalankan Beyond freshwater, the Company does not source other types
usaha, Perseroan tidak mengambil air lainnya (>1.000 mg/l of water (>1,000 mg/l TDS) for its operations.
Total Padatan Terlarut).
Air tersebut dialokasikan untuk keperluan wudhu, dapur, toilet, This water is allocated for ablutions (wudhu), kitchen, restroom,
dan penyiram tanaman. Selain itu, air tersebut juga digunakan and plant watering. In addition, the water is also used to satisfy
untuk mencukupi kebutuhan penumpang dan awak kabin dalam passenger and cabin crew needs during flights. The Company is
setiap penerbangan. Perseroan berkomitmen untuk senantiasa committed to efficiency in water usage and implementing sound
melakukan efisiensi penggunaan air. Perseroan juga berkomitmen water management practices.
untuk melakukan pengelolaan air dengan baik.
Dalam laporan ini, penggunaan air merujuk pada penggunaan In this report, water usage refers to the consumption at the Garuda
di Gedung Manajemen Garuda Indonesia, Garuda City, Bandar Indonesia Management Building, Garuda City, Soekarno-Hatta
Udara Internasional Soekarno-Hatta, Tangerang, Banten. Saat ini, International Airport, Tangerang, Banten. Currently, the Company
Perseroan mendapatkan pasokan air bersih dari PDAM. Dengan obtains its clean water supply from PDAM. Therefore, the volume
demikian, volume penggunaan air diperoleh dari pencatatan of water usage is recorded from PDAM’s water meter readings,
meter air milik PDAM sehingga akurasinya terjaga. Adapun ensuring accuracy. The water usage for the past three years is
penggunaan air selama 3 (tiga) tahun terakhir, sebagai berikut. as follows.
Tabel Konsumsi Air
Table of Water Consumption
Pemakaian Air (M3)
Water Consumption (M3)
Sumber 2025 2024 2023
Source
Air dari Pihak Ketiga 47.367 46.472 20.464
Total 47.367 46.472 20.464
Pengelolaan air di pesawat dilakukan melalui Water Service Onboard water management is performed through Water
(WST) dan Lavatory Service (LST) berdasarkan ruang lingkup Service (WST) and Lavatory Service (LST) based on our scope
kami di CGX3 yaitu memastikan secara kontraktual ruang in CGX3, which is to contractually confirm the scope of work
lingkup pekerjaan yang dibutuhkan dari pihak GHA. Terdapat 2 required from the GHA. There are 2 (two) service providers in
(dua) penyedia jasa dalam memasukkan air ke pesawat (airport entering water into the aircraft (airport & ground handling). In the
& ground handling). Pada perjanjian kerjasama dengan pihak cooperation agreement with the ground handling party, where
ground handling, dimana saat ini GA menggunakan Standard GA currently uses the Standard Ground Handling Agreement
Ground Handling Agreement (Perjanjian SGHA) dari IATA, ruang (SGHA Agreement) from IATA, the scope of work of Water Service
lingkup pekerjaan Water Service (WST) dan Lavatory Service (LST) (WST) and Lavatory Service (LST) is contained in SECTION 3/
tertuang di dalam SECTION 3/RAMP SERVICES Perjanjian IATA RAMP SERVICES of the IATA SGHA Agreement. The details of
SGHA. Adapun detail dari klausulnya adalah, sebagai berikut: the clause are as follows:
1. Toilet service 1. Toilet service
Provide for servicing (empty, clean, flush toilets and replenish Provide for servicing (empty, clean, flush toilets and replenish
fluids) dan trituator/disposal service. fluids) dan trituator/disposal service.
2. Water Service 2. Water Service
Provide for draining water tanks dan replenish of water tanks Provide for draining water tanks and replenish of water tanks
with drinking water. with drinking water.
Upaya Garuda Indonesia dalam melakukan penghematan Garuda Indonesia’s efforts to conserve water resources across all
penggunaan sumber daya air di seluruh area kerjanya yaitu dengan its operational areas include issuing appeals about the importance
menerbitkan himbauan tentang pentingnya menggunakan air of using water wisely and not wastefully, as well as regulating
secara bijaksana/tidak boros dan mengatur debit air keran. Garuda the water flow from taps. The Company also optimizes the use of
Indonesia juga mengoptimalkan pemanfaatan hand wash detector hand wash detectors in toilets and conducts regular maintenance
di toilet, pipa-pipa air bersih di seluruh perkantoran juga dilakukan of clean water pipes across all office areas. Furthermore, potable
pemeliharaan secara rutin, serta menggunakan uplift potable water water uplift is managed based on souls on board and flight
berdasarkan soul on board dan flight time GOM/OM-A. Pada setiap time in accordance with GOM/OM-A. The office building asset
tahunnya, pihak pengelola aset gedung perkantoran melakukan management team annually inspects the clean water pipes to
pemeriksaan pada pipa-pipa air bersih sehingga kebocoran- minimize leaks. Hand wash detectors are automatic sensors that
kebocoran air di pipa tersebut dapat diminimalkan. Handwash detect the presence of a person's hands in a specific area. Upon
detector merupakan sensor otomatis yang mendeteksi keberadaan detection, the sensor activates the water dispenser and regulates
tangan seseorang di area tertentu. Setelah mendeteksi tangan, the time for handwashing according to proper procedures.
sensor ini dapat mengaktifkan dispenser air, serta mengatur waktu
untuk mencuci tangan sesuai dengan prosedur yang benar.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
BIOPORI BIOPORE
Sejak tahun 2012, Garuda Indonesia telah membuat lubang resapan Since 2012, Garuda Indonesia has created biopore infiltration
biopori sebagai upaya mengurangi bencana banjir, meningkatkan holes to reduce flood disasters, increase groundwater reserves,
cadangan air tanah, serta mempercepat terjadinya penyerapan air and accelerate rainwater absorption. Biopore holes are naturally
hujan. Secara alami lubang biopori merupakan lubang-lubang di occurring in the soil due to the activity of organisms such as
dalam tanah yang terbentuk akibat adanya aktivitas organisme di earthworms, plant roots, ants, termites, and other soil organisms.
dalamnya, seperti cacing, pengakaran tanaman, semut, rayap, dan These holes fill with air and allow water to pass through the soil.
organisme tanah lainnya. Lubang-lubang yang terbentuk akan When a large number of these holes are created, the ability of
terisi udara dan menjadi tempat berlalunya air di dalam tanah. the soil to absorb water increases, reducing the likelihood of
Apabila lubang-lubang seperti ini dibuat dalam jumlah banyak maka surface runoff. This helps reduce the risk of flooding.
kemampuan sebidang batang untuk meresap air akan meningkat
yang akan memperkecil peluang terjadinya aliran air di permukaan
tanah. Hal ini akan mengurangi bahaya banjir yang mungkin terjadi.
Untuk mendapatkan manfaat yang lebih optimal, lubang biopori For more optimal benefits, biopore holes can be filled with organic
dapat diisi dengan sampah organik yang berasal dari dedaunan waste, such as leaf litter, grass clippings from lawns, or kitchen
pangkasan rumput dari halaman, ataupun sampah dapur yang waste, which functions as compost. By creating biopore holes
berfungsi sebagai kompos. Dengan pembuatan lubang biopori in the office areas, Garuda Indonesia hopes the employees will
di area perkantoran, hal ini diharapkan akan turut mendorong also be encouraged to create biopore holes in their homes as a
para karyawan Garuda Indonesia untuk dapat turut membuat simple step in environmental protection.
lubang biopori di rumahnya masing-masing sebagai salah satu
langkah sederhana dalam perlindungan lingkungan.
Per 31 Desember 2025, Garuda Indonesia memiliki sebanyak 783 As of December 31, 2025, Garuda Indonesia has created 783
titik biopori di Area Garuda City Tangerang, Garuda Indonesia biopore points in the Garuda City Tangerang area, Garuda
Training Centre (GITC) Duri Kosambi, Garuda Sentra Medika Indonesia Training Centre (GITC) Duri Kosambi, Garuda Sentra
Kemayoran dan beberapa aset lainnya yang terletak di Jakarta. Pada Medika Kemayoran, and several other assets in Jakarta. In the
tahun pelaporan, Perseroan menambah lubang biopori sebanyak reporting year, the Company has added 47 new biopore points.
47 titik. Selain membuat biopori baru, Perseroan juga melakukan In addition to creating new biopores, the Company also conducts
perawatan secara rutin titik-titik biopori yang sudah ada. routine maintenance on the existing biopore points.
ASPEK KEANEKARAGAMAN HAYATI BIODIVERSITY ASPECT
DAMPAK DARI WILAYAH OPERASIONAL YANG IMPACT OF OPERATIONAL AREAS THAT ARE IN THE
DEKAT ATAU BERADA DI DAERAH KONSERVASI VICINITY OF OR IN A CONSERVATION AREA OR
ATAU MEMILIKI KEANEKARAGAMAN HAYATI DAN AREAS WITH BIODIVERSITY AND BIODIVERSITY
USAHA KONSERVASI KEANEKARAGAMAN HAYATI CONSERVATION EFFORTS [OJK F.9, F.10]
[OJK F.9, F.10]
Sepanjang tahun 2025, tidak terdapat wilayah operasional Throughout 2025, there were no Garuda Indonesia operational
Garuda Indonesia yang berada di daerah konservasi atau memiliki areas located in conservation areas or areas with high biodiversity.
keanekaragaman hayati. Namun demikian, Garuda Indonesia However, Garuda Indonesia is committed to making a positive
berkomitmen untuk memberikan dampak positif dengan impact by consistently preserving and conserving biodiversity
senantiasa menjaga dan melestarikan keanekaragaman hayati as outlined in its OSH&E Policy.
sebagaimana tertuang dalam OSH&E Policy.
Garuda Indonesia turut ambil bagian dalam program kolaborasi Garuda Indonesia also participates in a collaborative mangrove
Penanaman Mangrove yang direalisasikan bersama sejumlah planting program conducted in collaboration with several state-
BUMN. Program yang diinisiasi sejak Desember 2025 tersebut owned enterprises (SOEs). The program, initiated in December
berhasil menambah luas area hijau pesisir di wilayah Raja Ampat 2025, successfully expanded the coastal green area in the Raja
hingga 400 meter persegi. Ampat region by up to 400 square meters.
Bersama program tersebut, upaya kolaboratif juga diwujudkan Alongside this program, collaborative efforts are also carried
dalam program Rehabilitasi Terumbu Karang, yang hingga akhir out through the Coral Reef Rehabilitation program, which, by
tahun 2025 berhasil memulihkan area terumbu karang seluas the end of 2025, successfully restored 225 square meters of
225 meter persegi di wilayah Raja Ampat. Tak hanya bertujuan coral reef in the Raja Ampat region. In addition to restoring the
memulihkan alam dari kerusakan, kedua program tersebut juga environment from damage, both programs are also expected to
diharapkan mampu mendukung keberlanjutan biota perairan support the sustainability of marine life and tourism, creating
dan pariwisata—yang mampu menjadi atraksi bagi wisatawan attractions for visitors while helping to reduce the risk of erosion
sekaligus menekan potensi abrasi di salah satu destinasi wisata in this super-priority tourist destination.
super prioritas tersebut.
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Sustainability Strategy and Policy Sustainability Performance Highlights
ASPEK EMISI EMISSION ASPECT
JUMLAH DAN INTENSITAS EMISI YANG DIHASILKAN THE TYPE-BASED AMOUNT AND INTENSITY OF
BERDASARKAN JENISNYA [OJK F.11, GRI 305-1, 305-2, 305-3, EMISSIONS PRODUCED [OJK F.11, GRI 305-1, 305-2, 305-3,
305-4, TR-AF-110a.1, TR-AL-110a.1, TR-AF-430a.2] 305-4, TR-AF-110a.1, TR-AL-110a.1, TR-AF-430a.2]
Sebagai Perseroan yang bergerak dalam industri aviasi, As a company operating in the aviation industry, Garuda
Garuda Indonesia menyadari bahwa aktivitas operasionalnya Indonesia acknowledges that its operational activities generate
menghasilkan emisi gas rumah kaca (GRK), terutama dari greenhouse gas (GHG) emissions, primarily from the use of
penggunaan avtur dalam kegiatan penerbangan. Selain itu, aviation turbine fuel (avtur) in flight operations. Furthermore,
emisi juga timbul dari penggunaan listrik untuk mendukung emissions also arise from electricity usage to support office
operasional perkantoran serta konsumsi bahan bakar minyak operations, as well as fuel consumption in the form of gasoline
berupa bensin dan solar bagi kendaraan operasional. Dalam and diesel for operational vehicles. In this report, the Company
laporan ini, Perseroan menyampaikan emisi GRK langsung presents emissions data covering direct GHG emissions (Scope 1)
(Cakupan 1) yang berasal dari penggunaan bahan bakar fosil from the consumption of fossil fuels (avtur, gasoline, and diesel),
(avtur, bensin, dan solar), serta emisi GRK tidak langsung as well as indirect GHG emissions (Scope 2) from electricity
(Cakupan 2) yang bersumber dari penggunaan listrik. Sementara consumption. Meanwhile, for Scope 3 GHG emissions, Garuda
itu, untuk emisi GRK Cakupan 3, Garuda Indonesia saat ini masih Indonesia is currently in the inventory stage as part of its efforts
berada dalam tahap inventarisasi sebagai bagian dari upaya to enhance emissions measurement across the entire value chain.
penyempurnaan pengukuran emisi di seluruh rantai nilai.
Perhitungan emisi yang dilakukan oleh Garuda Indonesia hanya atas The emissions calculation conducted by Garuda Indonesia
operasional entitas PT Garuda Indonesia (Persero) Tbk. Perhitungan covers only the operations of PT Garuda Indonesia (Persero) Tbk.
emisi pada anak dan/atau cucu perusahaan menjadi tanggung Emissions calculations for subsidiaries and/or sub-subsidiaries
jawab masing-masing perusahaan. Emisi GRK dominan yang are the responsibility of each respective entity. Across Scopes 1
dihasilkan, baik cakupan 1 dan 2 adalah karbon dioksida (CO2). Emisi and 2, the dominant GHG emissions produced are carbon dioxide
dari penggunaan avtur dihitung sesuai dengan penggunaan fuel (CO2). Emissions from the use of avtur are calculated based
burn setiap penerbangan. Standar, metodologi, dan asumsi yang on fuel burn for each flight. The standards, methodology, and
digunakan Perseroan dalam menghitung emisi GRK merujuk kepada assumptions used by the Company in calculating GHG emissions
The Monitoring and Reporting Regulation – Guidance Document refer to The Monitoring and Reporting Regulation – Guidance
No. 1 versi 27 November 2017. Dokumen ini merupakan bagian dari Document No. 1, November 27, 2017 version. This document
serangkaian dokumen dari rancangan undang-undang (Commission is part of a series of documents from the Commission services
services) untuk mendukung pelaksanaan peraturan Komisi (UE) supporting the implementation of Commission Regulation (EU)
No. 601/2012 tanggal 21 Juni 2012 tentang pemantauan dan No. 601/2012 of June 21, 2012, on the monitoring and reporting of
pelaporan emisi gas rumah kaca sesuai dengan petunjuk 2003/87/ greenhouse gas emissions in accordance with Directive 2003/87/
EC parlemen Eropa dan Dewan. EC of the European Parliament and of the Council.
Sementara itu, untuk menghitung emisi GRK [Cakupan 1] langsung Meanwhile, to calculate direct GHG emissions [Scope 1] straight
dari penggunaan solar dan bensin, metode yang dipakai di from the use of diesel and gasoline, the method used in Indonesia
Indonesia dan negara-negara non-Annex 1 (negara berkembang) and non-Annex 1 countries (developing countries) is Tier-1. It is
adalah Tier-1, yaitu berdasarkan data konsumsi energi dikalikan based on energy consumption data multiplied by the IPCC 2019
faktor emisi default IPCC 2019 (Intergovernmental Panel on (Intergovernmental Panel on Climate Change) default emission
Climate Change/Panel Antarpemerintah tentang Perubahan factor by the following formula:
Iklim) dengan rumus sebagai berikut:
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Emisi GRK Cakupan 1 (BBM) yang digunakan
Table of Used GHG Emissions (Fuel) of Scope 1
Sumber Total Emisi CO2 yang Dihasilkan
Konsumsi Energi (Terajoule) FE Default
Emisi GRK Energy Consumption (Terajoule)
(TonCO2eq)
GHG IPCC 2006 Total CO2 Emissions Generated (TonCO2eq)
Emission CtO2 (Kg/TJ)
Source 2025 2024 2023 2025 2024 2023
Solar
3,3 2,5 1,0 74.100 240,8 186,0 77,1
Diesel
Bensin
79,2 105,6 77,7 69.300 5.487,2 7.320,4 3.868,3
Gasoline
Avtur
Aviation 39.558,2 35.765,4 27.365,7 71.500 2.828.413,4 2.557.229,0 1.956.650,4
Turbine Fuel
Total 39.640,7 35.873,6 27.444,5 2.834.141,4 2.564.735,4 1.962.114,2
Emisi gas rumah kaca tidak langsung (cakupan 2) yaitu yang Indirect greenhouse gas emissions (scope 2, those originating
bersumber dari energi dari luar berupa listrik) diperoleh dengan from external energy in the form of electricity) are obtained by
mengalikan konsumsi listrik (dalam Kwh per tahun) dengan multiplying electricity consumption (in Kwh per year) by the
average grid emission factor yang dikeluarkan Kementerian average grid emission factor, issued by the Ministry of Energy
ESDM merujuk RUPTL PLN 2015-2024 yaitu sebesar 0,934 and Mineral Resources referring to the 2015–2024 PLN RUPTL,
kgCO2/Kwh (2017). Berdasarkan perhitungan itu, emisi gas which is 0.934 kgCO2/Kwh (2017). Based on these calculations,
rumah kaca tidak langsung (cakupan 2) adalah sebagai berikut: indirect greenhouse gas emissions (scope 2) are as follows:
Tabel Emisi GRK Cakupan 2 (Listrik) yang dihasilkan
Table of Generated GHG Emissions (Electricity) of Scope 2
Sumber Emisi GRK Satuan 2025 2024 2023
GHG Emission Source Unit
Listrik
kWh 15.434.016 15.762.094 7.105.068
Electricity
Ton Co2eq 14.415,4 9.457,3 6.636,1
Emisi GRK (Cakupan 3) tidak langsung lainnya dari perjalanan The Company calculates other indirect GHG emissions (Scope
dinas dengan pesawat terbang, Perseroan menghitung dengan 3) from business travel by aircraft using the carbon calculator
menggunakan kalkulator karbon dari ICAO (International Civil provided by the International Civil Aviation Organization (ICAO).
Aviation Organization/Organisasi Penerbangan Sipil Internasional). In this report, business travel by aircraft refers to flights for
Dalam laporan ini, perjalanan dinas dengan pesawat terbang the Board of Commissioners, the Board of Directors, and all
untuk tahun 2024 dan 2023 merujuk pada penerbangan Dewan employees. Based on business travel data with this scope, GHG
Komisaris, Direksi dan seluruh karyawan, sedangkan tahun 2022 emissions from business travel by aircraft are presented in the
hanya merujuk pada penerbangan Dewan Komisaris dan Direksi. following table:
Berdasarkan data perjalanan dinas dengan cakupan tersebut emisi
GRK dari perjalanan dinas dengan pesawat terbang disampaikan
dalam tabel berikut:
Tabel Emisi GRK Cakupan 3 (Perjalanan Dinas)
Table of GHG Emissions (Business Travel) of Scope 3
Sumber Emisi GRK Satuan 2025 2024 2023
GHG Emission Source Unit
Perjalanan 3.579 4.432 1.358
Jumlah Penggunaan Pesawat Terbang
Ton CO2-eq 1.016,5 1.164,2 272,5
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Tabel Intensitas Emisi GRK Cakupan 1 dan Cakupan 2
Table of GHG Emission Intensity of Scope 1 and Scope 2
Keterangan Satuan 2025 2024 2023
Description Unit
Emisi GRK Cakupan 1
Ton CO2-eq 2.834.141,4 2.564.735,4 1.962.114,2
GHG Emission of Scope 1
Emisi GRK Cakupan 2
Ton CO2-eq 14.415,4 9.457,3 6.636,1
GHG Emission of Scope 2
Total Emisi GRK Cakupan 1 dan 2
Total Scope 1 and Scope 2 GHG Ton CO2-eq 2.848.556,8 2.574.192,6 1.968.750,3
Emissions
Jumlah Pendapatan Dalam Juta USD
3.216,6 3.416,5 2.936,6
Total Revenue In Million USD
Jumlah Penumpang Dalam Juta Penumpang
21,2 23,7 24,8
Number of Passengers In Million Passengers
Ton CO2-eq/Ribu USD
Intensitas Emisi GRK/Pendapatan
Ton CO2-eq/Thousand 0,9 0,8 0,7
GHG Emission Intensity/Revenue
USD
Intensitas Emisi GRK/Produksi Ton CO2-eq/Penumpang
0,13 0,11 0,08
GHG Emission Intensity/Production Ton CO2-eq/Passenger
Tabel Intensitas Emisi GRK dan Cakupan 3
Table of GHG Emission Intensity of Scope 3
Keterangan Satuan 2025 2024 2023
Description Unit
Emisi GRK Cakupan 3
Ton CO2-eq 1.016,45 1.164,23 272,45
GHG Emission of Scope 3
Total Karyawan di Kantor Pusat Orang
1.053 1.082 1.072
Total Employees at Head Office People
Intensitas Emisi GRK/Orang Ton CO2-eq/Orang
1,0 1,1 0,3
GHG Emission Intensity/Person Ton CO2-eq/Person
Tabel Intensitas Emisi GRK Cakupan 1,2, dan 3
Table of GHG Emissions Intensity of Scope 1, 2, and 3
Keterangan Satuan 2025 2024 2023
Description Unit
Emisi GRK Cakupan 1
Ton CO2-eq 2.834.141,4 2.564.735,4 1.962.114,2
GHG Emission of Scope 1
Emisi GRK Cakupan 2
Ton CO2-eq 14.415,3 9.457,3 6.636,1
GHG Emission of Scope 2
Emisi GRK Cakupan 3
Ton CO2-eq 1.016,5 1.164,2 272,5
GHG Emission of Scope 3
Total Emisi GRK
Ton CO2-eq 2.849.573,3 2.575.356,9 1.968.750,3
Total GHG Emissions
Jumlah Pendapatan Dalam Juta USD
3.216,6 3.416,5 2.936,6
Total Revenue In Million USD
Jumlah Penumpang Dalam Juta Penumpang
21,2 23,7 24,8
Number of Passengers In Million Passengers
Intensitas Emisi GRK/
Pendapatan Ton CO2-eq/Ribu USD
0,9 0,8 0,7
GHG Emission Intensity/ Ton CO2-eq/Thousand USD
Revenue
Intensitas Emisi GRK/Produksi
Ton CO2-eq/Penumpang
GHG Emission Intensity/ 0,1 0,1 0,1
Ton CO2-eq/Passenger
Production
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UPAYA DAN PENCAPAIAN PENGURANGAN EMISI EFFORTS AND ACHIEVEMENTS OF EMISSION
YANG DILAKUKAN [OJK F.12, GRI 305-5, TR-AF-110a.2, TR- REDUCTION [OJK F.12, GRI 305-5, TR-AF-110a.2, TR-AL-110a.2]
AL-110a.2]
Perseroan telah mengidentifikasi perubahan iklim sebagai suatu isu The Company has identified climate change as a key issue within
di Perusahaan. Dalam upaya mendukung pengendalian perubahan the organization. In an effort to support global climate change
iklim global, Garuda Indonesia menetapkan target penurunan control, Garuda Indonesia sets Greenhouse Gas (GHG) emission
emisi Gas Rumah Kaca (GRK) yang selaras dengan pendekatan reduction targets in line with the approach and provisions of the
dan ketentuan ICAO Carbon Offsetting and Reduction Scheme for ICAO Carbon Offsetting and Reduction Scheme for International
International Aviation (CORSIA). Berdasarkan ketetapan ICAO, tahun Aviation (CORSIA). Based on ICAO provisions, the baseline year
dasar (baseline year) untuk penghitungan emisi CORSIA adalah for calculating CORSIA emissions is the average emissions from
rata-rata emisi dari tahun 2019 dan 2020. Namun, sehubungan 2019 and 2020. However, due to the significant impact of the
dengan dampak pandemi COVID-19 yang signifikan terhadap COVID-19 pandemic on global aviation volumes in 2020, ICAO
volume penerbangan global pada tahun 2020, ICAO melalui resolusi through a recent resolution set 2019 as the only baseline used in
terkini menetapkan tahun 2019 sebagai satu-satunya baseline the initial phase of CORSIA (pilot phase and first phase) 2021-
yang digunakan dalam fase awal CORSIA (pilot phase dan first 2026.
phase) 2021-2026.
Mengacu pada baseline emisi tahun 2019 tersebut, Garuda Indonesia Referring to the 2019 emissions baseline, Garuda Indonesia is
secara bertahap berkomitmen untuk menurunkan tingkat emisi gradually committed to reducing the level of GHG emissions
GRK dari operasional penerbangan internasional melalui berbagai from international flight operations through various efficiency
strategi efisiensi, optimalisasi bahan bakar, dan penggunaan strategies, fuel optimization, and the use of more environmentally
teknologi yang lebih ramah lingkungan. Target pengurangan emisi friendly technology. This emission reduction target is directed
ini diarahkan untuk mencapai stabilisasi emisi pada tingkat baseline to achieve stabilization of emissions at the baseline level by
hingga 2035, serta mendorong pencapaian net zero emissions pada 2035, and encourage the achievement of net zero emissions
tahun 2050 sesuai dengan peta jalan Fly Net Zero yang digariskan by 2050 in accordance with the Fly Net Zero roadmap outlined
oleh IATA dan didukung ICAO. Penerapan offsetting terhadap emisi by IATA and supported by ICAO. Offsetting of emissions that
yang melebihi baseline dilakukan sesuai skema CORSIA yang exceed the baseline will be carried out in accordance with the
berlaku, termasuk melalui mekanisme pengadaan kredit karbon applicable CORSIA scheme, including through a carbon credit
yang diakui oleh ICAO. procurement mechanism recognized by ICAO.
Sementara itu, untuk sektor domestik dan aktivitas non- Meanwhile, for the domestic sector and non-operational flight
operasional penerbangan, Garuda Indonesia mengadopsi activities, Garuda Indonesia adopts an approach that refers to
pendekatan yang mengacu pada standar nasional dan praktik national standards and best practices as outlined in Indonesia’s
terbaik yang tertuang dalam dokumen Nationally Determined Nationally Determined Contributions (NDC) document. The
Contributions (NDC) Indonesia. NDC sendiri merupakan bentuk NDC itself represents Indonesia’s commitment adopted from
komitmen Indonesia yang diadopsi dari Paris Agreement, the Paris Agreement, an international agreement that aims
sebuah kesepakatan internasional yang bertujuan untuk to limit the global temperature increase to below 2°C and to
membatasi kenaikan suhu global di bawah 2°C dan berupaya pursue efforts to restrict it to 1.5°C compared to pre-industrial
menekannya hingga 1,5°C dibandingkan era pra-industri. levels. In this context, Garuda Indonesia integrates sustainability
Dalam konteks tersebut, Garuda Indonesia mengintegrasikan aspects into various operational support activities, such as energy
aspek keberlanjutan ke dalam berbagai kegiatan penunjang management, waste reduction, and strengthening other efficiency
operasional, seperti pengelolaan energi, pengurangan limbah, and environmental conservation programs. These efforts not only
serta penguatan program efisiensi dan konservasi lingkungan support the achievement of the national emission reduction target
lainnya. Upaya ini tidak hanya mendukung pencapaian target of 31.89% independently and up to 43.20% with international
penurunan emisi nasional sebesar 31,89% secara mandiri dan support by 2030, but also emphasize Garuda Indonesia's position
hingga 43,20% dengan dukungan internasional pada tahun 2030, as an industry player that actively contributes to the energy
tetapi juga mempertegas posisi Garuda Indonesia sebagai pelaku transition and low carbon development as mandated by the
industri yang aktif berkontribusi terhadap transisi energi dan Paris Agreement.
pembangunan rendah karbon sesuai amanat Paris Agreement.
Upaya reduksi emisi yang dilakukan Perseroan sejalan dengan The Company’s emission reduction efforts are aligned with its
upaya efisiensi penggunanan energi. Sepanjang tahun 2025, energy efficiency initiatives. Throughout 2025, the Company
Perseroan berhasil menurunkan emisi GRK cakupan 3 menjadi successfully reduced Scope 3 GHG emissions to 1,016.5 metric
sebesar 1.016,5 Ton CO2-eq dibandingkan dengan tahun tons of CO2-eq compared to 1,164.2 metric tons of CO2-eq in
2024 yang sebesar 1.164,2 Ton CO2-eq. Selain itu Perseroan 2024. Additionally, the Company also successfully reduced GHG
juga berhasil menurunkan emisi GRK melalui program Fuel emissions through the Fuel Conservation program by 1,805,846
Conservation sebesar 1.805.846 kgCO2. kgCO2.
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Pengurangan Avtur pada Program Fuel Conservation
Avtur Reduction Through Fuel Conservation Program
Tahun Emisi GRK (kgCO2) Reduksi Emisi GRK (kgCO2)
Year GHG Emissions (kgCO2) GHG Emission Reduction (kgCO2)
2025 37.100.180 1.805.846
2024 38.906.026 -
2023 21.850.740 4.943.422
2022 26.794.162 5.274.935
2021 32.069.097 17.427.106
2020 49.496.203 40.482.826
2019 89.979.029 -
2018 86.589.000 12.951.000
2017 99.540.000 4.670.000
STRATEGI PENANGANAN PERUBAHAN IKLIM CLIMATE CHANGE MANAGEMENT STRATEGY
Perusahaan menyadari bahwa perubahan iklim merupakan The Company recognizes that climate change is a critical issue that
isu penting yang dapat mempengaruhi keberlanjutan usaha can impact the sustainability of the aviation industry, particularly
industri penerbangan, khususnya terkait dengan emisi gas rumah in relation to greenhouse gas emissions, operational efficiency,
kaca, efisiensi operasional, kepatuhan regulasi, serta ekspektasi regulatory compliance, and stakeholder expectations. Therefore,
pemangku kepentingan. Oleh karena itu, perubahan iklim telah climate change has been identified as one of the sustainability
diidentifikasi sebagai salah satu isu keberlanjutan yang relevan issues relevant to the Company.
bagi Perusahaan.
Dalam mengidentifikasi dan mengelola isu perubahan iklim, In identifying and managing climate change issues, the Company
Perusahaan mengacu pada panduan dan kerangka kerja yang refers to guidelines and frameworks issued by the International
dikeluarkan oleh International Civil Aviation Organization (ICAO), Civil Aviation Organization (ICAO), including the principles
termasuk prinsip pengembangan penerbangan berkelanjutan of sustainable aviation development and efforts to reduce the
dan upaya pengurangan dampak lingkungan dari kegiatan environmental impact of aviation activities. These references serve
penerbangan. Acuan tersebut digunakan sebagai dasar dalam as the basis for the development of the Company’s environmental
penyusunan kebijakan dan program operasional Perusahaan di policies and operational programs.
bidang lingkungan.
Lebih lanjut, secara kebijakan, Perusahaan menetapkan Furthermore, as a matter of policy, the Company has established
komitmen untuk mendukung upaya mitigasi perubahan iklim a commitment to support climate change mitigation efforts
melalui pengelolaan dampak lingkungan operasional, antara through the management of operational environmental impacts,
lain dengan meningkatkan efisiensi penggunaan bahan bakar, including by improving fuel efficiency, optimizing flight planning,
mengoptimalkan perencanaan penerbangan, dan mematuhi and complying with applicable environmental regulations, as well
ketentuan lingkungan yang berlaku, serta mengacu pada ICAOS’s as referring to ICAO’s Basket of Measures in efforts supporting
Basket of Measures dalam upaya-upaya yang mendukung the achievement of the Net Zero Emission target.
pencapaian target Net Zero Emission.
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Penggunaan SAF Garuda Indonesia
Usage of SAF by Garuda Indonesia
Tahun Penggunaan SAF (liter)
Year Usage of SAF (liters)
2025 903.583
Sustainable Aviation Fuels
Sebagai bagian dari komitmen terhadap transisi energi dan pengurangan emisi karbon, Garuda Indonesia telah mengimplementasikan penggunaan
Sustainable Aviation Fuel (SAF) secara reguler pada rute Amsterdam menuju Jakarta (AMS-CGK). Penggunaan SAF dilakukan dengan blended ratio
sebesar 2% dan sepanjang periode pelaporan telah terealisasi sebesar kurang lebih 903.583 liter. Implementasi ini menjadi pilar penting dalam integrasi
bahan bakar rendah emisi ke dalam operasional penerbangan jarak jauh sekaligus mendukung upaya penurunan emisi penerbangan internasional di
sektor airlines. Penerapan ini juga menunjukkan komitmen dan kesiapan operasional perusahaan dalam mengadopsi penggunaan energi terbarukan
secara bertahap dan terukur.
Garuda Indonesia memandang pemanfaatan SAF sebagai bagian integral dari strategi dekarbonisasi jangka panjang dan penguatan ketahanan bisnis di
tengah dinamika regulasi sustainability global. Perusahaan secara aktif memantau perkembangan kebijakan di berbagai negara yang mulai memberlakukan
mandat penggunaan SAF untuk rute reguler, termasuk rencana implementasi penggunaan SAF pada penerbangan dari Singapura dengan blended
ratio 1% pada tahun Semester-II 2026. Pendekatan proaktif ini memastikan kesiapan perusahaan dalam memenuhi ketentuan internasional sekaligus
menjaga daya saing pada pasar global. Ke depan, Garuda Indonesia akan terus mengeksplorasi peluang peningkatan pemanfaatan SAF sejalan dengan
ketersediaan pasokan, dampak ekonomi, dan perkembangan regulasi yang berlaku.
As part of its commitment to energy transition and carbon emissions reduction, Garuda Indonesia has implemented the regular use of Sustainable
Aviation Fuel (SAF) on the Amsterdam–Jakarta (AMS–CGK) route. SAF is used at a blended ratio of 2%, with approximately 903,583 liters realized
throughout the reporting period. This implementation represents a key pillar in integrating low-emission fuels into long-haul flight operations,
while also supporting efforts to reduce emissions from international aviation in the airline sector. This initiative also demonstrates the Company’s
commitment and operational readiness to gradually and systematically adopt the use of renewable energy.
Garuda Indonesia views the utilization of SAF as an integral part of its long-term decarbonization strategy and efforts to strengthen business
resilience amid evolving global sustainability regulations. The Company actively monitors policy developments in various countries that have begun
implementing SAF usage mandates for scheduled routes, including the planned implementation of SAF usage on flights from Singapore with a
1% blended ratio in the second half of 2026. This proactive approach ensures the Company’s readiness to comply with international requirements
while maintaining its competitiveness in the global market. Going forward, Garuda Indonesia will continue to explore opportunities to increase the
utilization of SAF in line with supply availability, economic considerations, and evolving regulatory developments.
PENGENDALIAN EMISI PENIPIS LAPISAN OZON OZONE DEPLETION EMISSION CONTROL [GRI 305-6]
[GRI 305-6]
Garuda Indonesia senantiasa memerhatikan penggunaan Garuda Indonesia consistently monitors the use of materials
berbagai material yang digunakan sebagai penunjang aktivitas supporting its operational activities. The Company strictly avoids
operasionalnya. Perseroan menghindari penggunaan Bahan the use of Ozone-Depleting Substances (ODS), which include
Perusak Ozon (BPO) yang meliputi senyawa kimia yang potensial chemical compounds that potentially react with ozone molecules
dapat bereaksi dengan molekul ozon di lapisan stratosfer. in the stratospheric ozone layer.
Garuda Indonesia menyadari adanya berbagai risiko lingkungan Garuda Indonesia is aware of the various environmental risks
akibat penggunaan BPO. Garuda Indonesia mendukung penuh associated with the use of Ozone-Depleting Substances (ODS).
kebijakan pemerintah untuk memperketat, melarang, dan The Company fully supports government policies to tighten
penggunaan BPO. Garuda Indonesia telah melakukan pemetaan regulations, prohibit, and phase out ODS. The Company conducts
untuk mengetahui ada atau tidaknya penggunaan zat perusak a mapping exercise to identify any potential ODS usage in its
ozon. Hasil pemetaan menunjukkan bahwa tidak ada penggunaan operations. The results of the mapping show that there is no
BPO pada seluruh aktivitas operasional Garuda Indonesia. Garuda use of ODS in any of Garuda Indonesia's operational activities.
Indonesia juga tidak memproduksi, mengimpor dan mengekspor Garuda Indonesia also does not manufacture, import, or export
bahan perusak ozon. ozone-depleting substances.
BEBAN EMISI NON GRK [GRI 305-7, TR-AF-120a.1] NON-GHG EMISSION LOAD [GRI 305-7, TR-AF-120a.1]
Sampai dengan akhir 2025, Perseroan belum melakukan As of the end of 2025, the Company has not measured its non-
pengukuran beban emisi non GRK. Namun demikian, sebagai GHG emissions. However, as part of compliance with safety and
bagian dari pemenuhan ketentuan keselamatan dan perlindungan environmental protection requirements in flight operations,
lingkungan dalam operasional penerbangan, setiap tipe pesawat every type of aircraft operating in the territory of the Republic
udara yang beroperasi di wilayah Republik Indonesia wajib of Indonesia must meet noise certification requirements as
memenuhi persyaratan sertifikasi kebisingan (aircraft noise stipulated in Civil Aviation Safety Regulation (CASR) Part 36.
certification) sebagaimana diatur dalam Civil Aviation Safety These regulations refer to international standards set out in
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Regulation (CASR) Part 36. Regulasi ini mengacu pada standar ICAO Annex 16 Volume 1 on noise control, specifically Stage 3
internasional yang ditetapkan dalam ICAO Annex 16 Volume Noise Standard or equivalent.
1 mengenai pengendalian kebisingan, khususnya persyaratan
Tahap 3 (Stage 3 Noise Standard) atau yang setara.
Proses sertifikasi kebisingan dilakukan bersamaan dengan The noise certification process is conducted concurrently with
sertifikasi tipe (type certification) pesawat udara. Sertifikat the aircraft type certification. The noise certificate has no specific
kebisingan ini tidak memiliki masa berlaku tertentu dan tetap validity period and remains valid as long as there are no changes
sah selama tidak ada perubahan pada desain, konfigurasi, to the aircraft's design, configuration, or systems that could affect
atau sistem pesawat yang dapat mempengaruhi karakteristik its noise characteristics. If modifications are made that impact
kebisingannya. Apabila terjadi modifikasi yang berdampak pada noise levels, a recertification process is required to comply with
tingkat kebisingan, maka diperlukan proses sertifikasi ulang applicable standards.
untuk memastikan kepatuhan terhadap standar yang berlaku.
Informasi mengenai tingkat kebisingan pesawat dicantumkan Information regarding aircraft noise levels is included in official
dalam dokumen resmi seperti Type Certificate Data Sheet (TC documents such as the Type Certificate Data Sheet (TC Data
Data Sheet) dan Airplane Flight Manual (AFM). Sesuai dengan Sheet) and the Airplane Flight Manual (AFM). In accordance with
ketentuan dalam CASR Part 91, salinan dokumen ini wajib dibawa the provisions of CASR Part 91, copies of these documents must
dan disimpan di dalam pesawat setiap saat sebagai bagian dari be carried and stored on board the aircraft at all times as part of
dokumen penerbangan yang harus tersedia untuk keperluan the flight documents that must be available for inspection and
pemeriksaan dan verifikasi oleh otoritas yang berwenang. verification by the competent authority.
Dalam hal ini, seluruh armada pesawat Garuda Indonesia telah In this regard, the entire fleet of Garuda Indonesia aircraft has
memenuhi ketentuan tersebut dan telah memiliki sertifikat met these requirements and holds valid noise certificates in
kebisingan yang sah dan berlaku, sesuai standar nasional accordance with both national and international standards.
maupun internasional. Pemenuhan persyaratan ini merupakan Compliance with these requirements is part of Garuda Indonesia's
bagian dari komitmen Garuda Indonesia dalam menjamin commitment to achieving safe, reliable, and environmentally
operasional yang aman, andal, dan ramah lingkungan. friendly operations.
ASPEK LIMBAH DAN EFLUEN WASTE AND EFFLUENT ASPECTS
JUMLAH LIMBAH DAN EFLUEN YANG DIHASILKAN AMOUNT OF WASTE AND EFFLUENT PRODUCED
BERDASARKAN JENIS [OJK F.13] BASED ON THEIR TYPES [OJK F.13]
Kegiatan operasional Garuda Indonesia menghasilkan beragam jenis Garuda Indonesia’s operations generate various types of waste,
limbah, baik dalam bentuk padat maupun cair, serta mencakup limbah both solid and liquid, including hazardous and toxic waste (B3) as
B3 (Bahan Beracun dan Berbahaya) maupun non-B3. Jenis serta well as non-hazardous waste. The types and sources of this waste
sumber limbah tersebut dapat dipetakan, antara lain berasal dari include waste from office activities such as paper, bottles, and plastic;
aktivitas perkantoran seperti kertas, botol, dan plastik; limbah domestik domestic waste such as toilet waste, rainwater, and similar items;
seperti buangan dari toilet, air hujan, dan sejenisnya; limbah kantin cafeteria waste in the form of food scraps; plant waste from pruning
berupa sisa makanan; limbah tanaman dari kegiatan pemangkasan; activities; and medical waste such as syringes and medications.
serta limbah klinik seperti jarum suntik dan obat-obatan. Sementara The hazardous waste generated from the Company’s operational
itu, limbah B3 yang dihasilkan dari kegiatan operasional Perseroan activities includes electronic waste, used air conditioning units,
meliputi limbah elektronik, unit AC bekas, baterai atau accu bekas, used batteries, used lamps, and used oil. Non-hazardous waste
lampu, serta oli bekas. Adapun limbah non-B3 mencakup sampah includes domestic trash, plastic, cans, food scraps, and liquid waste
domestik, plastik, kaleng, sisa makanan, serta limbah cair yang berasal from restroom and office kitchen facilities. The details of the waste
dari fasilitas toilet maupun dapur kantor. Rincian jumlah limbah yang generated are as follows.
dihasilkan adalah sebagai berikut.
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Jumlah Limbah B3
Amount of Hazardous Waste
Jenis Metode Pengelolaan Satuan 2025 2024 2023
Type Management Method Unit
Limbah elektronik, AC bekas,
baterai/accu bekas, lampu
Bekerja sama dengan pihak ketiga Ton
Electronic waste, used air 3,1 988 522
In collaboration with third parties Tons
conditioners, used batteries, used
lamps
Diangkut dan ditampung oleh
pihak ketiga yang berizin dan
Oli Bekas
bersertifikat Kg 257 433.5 0
Used oil
Transported and collected by
licensed and certified third parties
Diserahkan kepada otoritas
Aerosol, oli, lavatory bandara tujuan Pcs (kaleng)
5.654 15.609 13.069
Aerosols, oil, lavatory waste Handed over to the destination Pcs (cans)
airport authorities
Diserahkan kepada pihak ketiga
yang bekerjasama dengan
Medis Pengelola Gedung
Kg 245 2.398 988
Medical Handed over to a third party
cooperating with the Building
Manager
Jumlah Limbah Non-B3
Total Non-Hazardous Waste
Jenis Metode Pengelolaan Satuan 2025 2024 2023
Type Management Method Unit
Sampah domestik, plastik, kaleng, Bekerja sama dengan pihak
sisa makanan ketiga
Kg 247.211 1.080 2.825
Household waste, plastic, cans, food In collaboration with third
scraps parties
Air Limbah dari Kantor Pusat Sewage Treatment Plant (STP)
M3 37.894 37.398 13.932,2
Wastewater from Headquarters
MEKANISME PENGELOLAAN LIMBAH DAN EFLUEN WASTE AND EFFLUENT MANAGEMENT
[OJK F.14] MECHANISM [OJK F.14]
Pengelolaan limbah menjadi salah satu fokus utama Garuda Indonesia Waste management is one of Garuda Indonesia’s key priorities
dalam upaya meminimalkan potensi dampak negatif terhadap in its efforts to minimize potential negative impacts on the
lingkungan. Dalam pelaksanaannya, limbah padat yang dihasilkan environment. In its implementation, solid waste generated is
terlebih dahulu ditempatkan di Tempat Pembuangan Sementara (TPS), first placed in a Temporary Waste Storage Site (TPS) before being
sebelum selanjutnya diangkut dan dibuang ke Tempat Pembuangan transported and disposed of at a Final Disposal Site (TPA) with
Akhir (TPA) dengan dukungan pihak ketiga, yaitu Pemerintah Daerah. the support of a third party, namely the local government. On the
Sementara itu, limbah cair diolah melalui sistem Sewage Treatment other hand, liquid waste is treated through a Sewage Treatment
Plant (STP) yang berlokasi di Garuda Sentra Operasi (GSO), kemudian Plant (STP) located at Garuda Sentra Operasi (GSO), and the
hasil olahan tersebut dialirkan ke saluran kota. treated effluent is then discharged into the city's sewage system.
Perseroan juga telah memiliki standar minim terkait kualitas The Company has also established minimum standards regarding
pembuangan air limbah. Standar minimum untuk kualitas wastewater discharge quality. These minimum standards ensure
pembuangan air limbah ditentukan agar air limbah yang dibuang that wastewater discharged into the environment does not pollute
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ke lingkungan tidak mencemari dan merusak ekosistem serta or damage ecosystems and does not endanger human health.
tidak membahayakan kesehatan manusia. Di Indonesia, standar In Indonesia, these standards are regulated by the Minister of
ini diatur dalam Peraturan Menteri Lingkungan Hidup dan Environment and Forestry Regulation (Permen LHK), based on
Kehutanan (Permen LHK), dengan dasar hukum sebagai berikut: the following legal framework:
• Peraturan Pemerintah (PP) No. 22 Tahun 2021 tentang • Government Regulation (PP) No. 22 of 2021 concerning
Penyelenggaraan Perlindungan dan Pengelolaan Lingkungan the Implementation of Environmental Protection and
Hidup. Management.
• Permen LHK No. P.68/MENLHK/SETJEN/KUM.1/8/2016 • Minister of Environment and Forestry Regulation No. P.68/
tentang Baku Mutu Air Limbah. MENLHK/SETJEN/KUM.1/8/2016 on Wastewater Quality
Standards.
Dampak dari limbah perusahaan bisa sangat luas dan serius, The impacts of industrial waste can be extensive and serious,
tergantung pada jenis limbahnya (cair, padat, gas, B3, dan depending on the type of waste (liquid, solid, gas, hazardous,
lainnya). Berikut ini adalah beberapa dampak utama yang and others). The following are some of the main impacts resulting
dihasilkan dari limbah perusahaan: from industrial waste:
1. Dampak Terhadap Lingkungan: 1. Environmental Impact:
a. Pencemaran Air a. Water Pollution
• Limbah cair yang dibuang ke sungai atau laut tanpa • Liquid waste discharged into rivers or the ocean
pengolahan dapat mencemari air. without treatment can pollute the water.
• Mengurangi kadar oksigen terlarut, mematikan ikan • Reduces dissolved oxygen levels, killing fish and
dan biota air lainnya. other aquatic life.
• Meningkatkan kadar logam berat, menyebabkan • Increases heavy metal levels, causing bioaccumulation
bioakumulasi dalam rantai makanan. in the food chain.
b. Pencemaran Udara b. Air Pollution
• Emisi gas beracun (CO2, SO2, NOx, VOC, dan lainnya) • Emissions of toxic gases (CO2, SO2, NOx, VOCs, and
menyebabkan polusi udara. others) cause air pollution.
• Berkontribusi pada efek rumah kaca dan perubahan • Contribute to the greenhouse effect and climate
iklim. change.
• Menimbulkan bau tidak sedap, mengganggu • Causes unpleasant odors, disturbing the comfort of
kenyamanan warga sekitar. nearby residents.
c. Pencemaran Tanah c. Soil Pollution
• Limbah padat atau cair yang dibuang sembarangan • Improperly disposed of solid or liquid waste can
dapat merusak struktur dan kesuburan tanah. damage soil structure and fertility.
• Menghambat pertumbuhan tanaman. • Inhibits plant growth.
• Dapat menyebabkan keracunan pada organisme • May cause poisoning in soil organisms.
tanah.
d. Kerusakan Ekosistem d. Ecosystem Damage
• Kehilangan keanekaragaman hayati. • Loss of biodiversity.
• Gangguan pada rantai makanan. • Disruption of the food chain.
• Eutrofikasi (ledakan alga) akibat limbah kaya nutrisi • Eutrophication (algal blooms) caused by nutrient-rich
seperti nitrogen dan fosfor. waste such as nitrogen and phosphorus.
2. Dampak Terhadap Kesehatan Manusia: 2. Impacts on Human Health:
a. Penyakit kulit, saluran pernapasan, dan pencernaan akibat a. Skin, respiratory, and digestive diseases resulting from
kontak atau konsumsi air yang tercemar. contact with or consumption of contaminated water.
b. Keracunan logam berat (seperti merkuri, timbal) dapat b. Heavy metal poisoning (such as mercury and lead) can
menyebabkan gangguan sistem saraf dan kerusakan cause nervous system disorders and organ damage.
organ.
c. Penyakit kronis dan kanker karena paparan zat kimia c. Chronic diseases and cancer due to exposure to hazardous
berbahaya. chemicals.
d. Wabah penyakit dari limbah organik yang tidak terkelola d. Disease outbreaks from unmanaged organic waste
(menjadi tempat berkembang biaknya binatang (which becomes a breeding ground for pests such as
pengganggu seperti lalat, nyamuk, tikus). flies, mosquitoes, and rats).
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3. Dampak Sosial-Ekonomi: 3. Socio-Economic Impacts:
a. Menurunnya kualitas hidup masyarakat sekitar. a. Decline in the quality of life for surrounding communities.
b. Menurunnya nilai properti dan tanah di daerah terdampak. b. Declining property and land values in affected areas.
c. Biaya besar untuk perbaikan lingkungan dan pengobatan c. Significant costs for environmental remediation and
kesehatan. healthcare.
d. Potensi konflik sosial antara masyarakat dan perusahaan. d. Potential for social conflict between the community and
the company.
Oleh karena itu, Garuda Indonesia secara berkelanjutan Therefore, Garuda Indonesia continuously monitors the waste it
melakukan pemantauan terhadap limbah yang dihasilkan. generates. Waste monitoring is a critical activity to guarantee that
Kegiatan pemantauan limbah merupakan aktivitas penting untuk Garuda Indonesia’s waste disposal does not exceed the quality
memastikan bahwa proses pembuangan limbah oleh Garuda standards established by the government. This monitoring is
Indonesia tidak melampaui baku mutu yang telah ditetapkan conducted on a routine, systematic, and well-documented basis.
oleh pemerintah. Pemantauan tersebut umumnya dilaksanakan
secara rutin, sistematis, serta terdokumentasi dengan baik.
Berikut adalah poin-poin penting terkait pemantauan limbah The following are key points regarding the waste monitoring
yang dilakukan oleh Perusahaan: conducted by the Company:
a. Pemantauan Limbah Cair a. Liquid Waste Monitoring
• Pengukuran PH dan logam berat menggunakan TDS • Measurement of pH and heavy metals using TDS (Total
(Total Dissolved Solids) atau alat ukur untuk menghitung Dissolved Solids) or measuring instruments to calculate
jumlah zat yang terlarut dalam air. the amount of substances dissolved in water.
b. Pemantauan Limbah Padat b. Solid Waste Monitoring
• Volume limbah yang dihasilkan (organik, anorganik, B3). • Volume of waste generated (organic, inorganic,
hazardous).
• Cara penyimpanan, pengangkutan, dan pembuangan • Methods of storage, transportation, and final disposal.
akhir.
• Dokumentasi pengelolaan limbah B3 (manifest limbah). • Documentation of Hazardous waste management (waste
manifest).
Garuda Indonesia juga secara konsisten melaksanakan Garuda Indonesia also consistently manages waste in accordance
pengelolaan limbah sebagaimana diatur dalam Prosedur with the Medical and Non-Medical Hazardous Waste Management
Pengelolaan Limbah B3 Medis dan Non Medis Revisi 00 yang Procedure Revision 00, effective as of February 1, 2023. The
mulai berlaku sejak 1 Februari 2023. Dalam implementasinya, Company stores Medical Hazardous Waste in the available
Perseroan melakukan penyimpanan limbah B3 medis pada freezer waste storage points (TPS) and Non-Medical Hazardous
TPS freezer yang telah disediakan, sedangkan limbah B3 non Waste in the Hazardous Waste Warehouse (TPS Gudang B3)
medis disimpan di TPS Gudang B3 secara harian. Selanjutnya, on a daily basis. Furthermore, the Company arranges for the
pengangkutan limbah B3 medis maupun non medis dilakukan transportation of medical and non-medical hazardous waste
oleh PT Jalan Hijau dengan jangka waktu maksimal setiap 3 by PT Jalan Hijau at intervals of no more than 3 (three) months.
(tiga) bulan.
Terkait limbah B3 medis, petugas sanitarian menerima limbah Regarding medical hazardous waste, sanitation officers receive
medis dari masing masing penghasil limbah yaitu Ruang medical waste from each waste generator, namely the Laboratory,
Laboratorium, Ruang IGD, Ruang Tindakan dan Ruang Gigi: Emergency Room, Procedure Room, and Dental Room:
1. Menerima limbah medis dari penghasil limbah 1. Receiving medical waste from waste generators
2. Petugas melakukan pemilahan sampah medis yang sudah 2. Staff sort the medical waste, which is then placed in yellow
dilakukan ditempatkan dalam kantong plastik kuning plastic bags
3. Limbah medis berupa jarum suntik dimasukan ke dalam 3. Medical waste in the form of syringes is placed in a safety box.
safety box.
4. Limbah medis berupa perban bekas, kapas bekas dimasukan 4. Medical waste such as used bandages and cotton is placed
ke kantong plastik berwarna kuning. in yellow plastic bags.
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5. Limbah medis yang sudah dipilah lalu disimpan pada freezer 5. The sorted medical waste is then stored in a freezer as a
sebagai TPS limbah medis dan setelah 3 (tiga) bulan paling temporary medical waste storage site and, after a maximum
lama diambil oleh PT JALAN HIJAU yang merupakan pihak of 3 (three) months, is collected by PT JALAN HIJAU, a
ke 2 yang nantinya diserahkan ke pihak pemusnah yaitu PT second-party contractor, which subsequently handed
WASTEC INTERNASIONAL. over to a licensed waste disposal company, PT WASTEC
INTERNASIONAL.
Terkait limbah B3 non medis adalah limbah padat dan cair yang Non-medical hazardous waste (B3) consists of solid and liquid
dihasilkan oleh bagian engineering seperti oli, lampu TL, battery waste generated by the engineering department, such as oil,
dan elektronik. Prosedur pengelolaan limbah B3 non medis fluorescent lamps, batteries, and electronics. The procedure
sebagai berikut: for managing non-medical hazardous waste (B3) is as follows:
1. Menerima limbah non medis dari penghasil limbah 1. Receiving non-medical waste from waste generators
2. Petugas melakukan pemilahan limbah padat non medis 2. Staff sort the non-medical solid waste, such as fluorescent
seperti lampu TL, battery dan elektronik yang sudah dilakukan lamps, batteries, and electronics, and place them in plastic
ditempatkan dalam wadah plastik atau kardus. containers or cardboard boxes.
3. Limbah cair non medis berupa oli ditempatkan pada derigen 3. Liquid non-medical waste, such as oil, is placed in plastic
plastik. drums.
4. Limbah Non Medis yang sudah dipilah lalu disimpan di 4. The sorted non-medical waste is then stored in the Hazardous
Gudang limbah B3 TPS limbah Non Medis dan setelah 3 Waste (B3) Warehouse at the Non-Medical Waste Transfer
(tiga) bulan paling lama diambil oleh PT Jalan Hijau yang Station (TPS), and after a maximum of 3 (three) months, it
merupakan pihak ke 2 (dua) yang nantinya diserahkan ke is collected by PT Jalan Hijau, the second-party contractor,
pihak pemusnah yaitu PT Wastec Internasional. which subsequently transfers it to the disposal contractor,
PT Wastec International.
Adapun proses pengelolaan limbah B3 dan non B3 di Perseroan The waste management process for hazardous and non-
dapat disimpulkan sebagai berikut. hazardous waste at the Company is summarized as follows.
Jenis Limbah Metode Pengelolaan
Waste Type Management Method
Limbah elektronik, AC bekas, baterai/accu bekas,
lampu Bekerja sama dengan pihak ketiga
Electronic waste, used air conditioners, used batteries, In collaboration with third parties
lamps
Diangkut dan ditampung oleh pihak ketiga yang berizin dan
Oli Bekas
bersertifikat
Used Oil
Transported and collected by licensed and certified third parties
Pembuangan limbah aerosol (B3) setelah digunakan untuk
operasional penerbangan internasional kemudian diserahkan
B3 Aerosol, oli, lavatory kepada Authority setempat
Hazardous Aerosols, oil, lavatory waste Disposal of aerosol waste (Hazardous waste) after use in
international flight operations is subsequently handed over to the
local authority
Perusahaan mengidentifikasi jenis limbah B3 yaitu
oli & medis di GSM (Garuda Sentra Medika), GITC
Pengelolaan dengan vendor yang bekerjasama dengan Pengelola
(Garuda Indonesia Training Center), dan GSO (Garuda
Gedung
Setra Operasi)
Management handled by vendors in collaboration with the
The Company identifies hazardous waste types,
Building Manager
namely oil and medical waste, at GSM (Garuda Sentra
Medika), GITC (Garuda Indonesia Training Center), and
GSO (Garuda Setra Operasi)
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Jenis Limbah Metode Pengelolaan
Waste Type Management Method
Sampah domestik, plastik, kaleng, sisa makanan Bekerja sama dengan pihak ketiga
Domestic waste, plastic, cans, and food waste In collaboration with third parties
Air Limbah dari Kantor Pusat
Non B3 Sewage Treatment Plant (STP)
Effluent from the Head Office
Non-Hazardous
Pengelolaan dengan vendor yang bekerjasama dengan Pengelola
Limbah non-B3 di GSM, GITC, GSO
Gedung
Non-Hazardous waste at GSM, GITC, GSO
In collaboration with third parties
Program Reuse & Recycle Bersama Plasticpay
Reuse & Recycle Program in Partnership with Plasticpay
Sebagai bentuk implementasi dari ISO 26000:2010 Guidance on As part of the implementation of ISO 26000:2010 Guidance on Social
Social Responsibility, dimana salah satu subject intinya adalah The Responsibility, where one of the core subjects is The Environment, which
Environment yang memiliki isu Mitigate and Adapt to Climate Change addresses the issue of Mitigating and Adapting to Climate Change,
meliputi pengurangan limbah, penggunaan ulang produk, dan recycle. including waste reduction, product reuse, and recycling. This is also
Hal tersebut juga sejalan dengan pencapaian Net Zero Emission (NZE) in line with the 2060 Net Zero Emission (NZE) target and serves as
tahun 2060 dan sebagai implementasi Sustainable Development Goals an implementation of Sustainable Development Goal 12: Responsible
nomor 12, yaitu Responsible Consumption and Production. Consumption and Production.
Sejak tahun 2024, Garuda Indonesia bekerjasama dengan Plasticpay Since 2024, Garuda Indonesia has partnered with Plasticpay to install
merealisasikan penempatan Reverse Vending Machine (RVM) di Reverse Vending Machines (RVMs) in office environments, aiming to
lingkungan perkantoran yang bertujuan mengurangi limbah penggunaan reduce plastic bottle waste and increase employee participation, thereby
botol plastik dan meningkatkan partisipasi karyawan sehingga terbentuk fostering a habit of using plastic materials more wisely. Under this
habit dalam penggunaan material plastik dengan lebih bijak. Adapun program, plastic bottle waste disposed of in the RVMs will be processed
pada program ini, sampah botol plastik yang dibuang pada RVM nantinya into economically valuable items that can be reused by the public, thereby
akan diolah kembali menjadi barang-barang bernilai ekonomis yang boosting the economy of small and medium-sized enterprises (SMEs).
dapat dipergunakan kembali oleh masyarakat, dan kemudian dapat
meningkatkan perekonomian UMKM.
Pada Oktober 2025, Perseroan mengadakan Talkshow dan Workshop In October 2025, the Company held a talk show and workshop for
bagi para pegawai yang bertajuk “Every Bottle Recycled is a Step employees titled “Every Bottle Recycled is a Step Toward a Cleaner
toward Cleaner Skies”. Selain bertujuan untuk salah satu campaign Sky and a Cleaner Environment.” In addition to serving as a campaign
terkait plastic waste management kepada pegawai, pada kegiatan on plastic waste management for employees, the event also announced
tersebut juga diumumkan pemenang kompetisi Plastic Hero yang telah the winners of the Plastic Hero competition, which was held during the
dilaksanakan pada periode triwulan sebelumnya untuk meningkatkan previous quarter to encourage employee participation in addressing
peran serta pegawai dalam menanggulangi sampah botol plastic melalui plastic bottle waste through the use of RVMs. Each Plastic Hero winner
pemanfaatan RVM. Adapun masing-masing pemenang Plastic Hero received upcycled products made from recycled plastic bottles collected
memperoleh produk upcycle dari daur ulang sampah botol plastik yang via RVMs at Garuda Indonesia.
telah dikumpulkan pada RVM di Garuda Indonesia.
Selama tahun 2025, Garuda Indonesia telah berhasil mengurangi jejak Throughout 2025, Garuda Indonesia has successfully reduced its carbon
karbon sebesar 4.915,15 Kg Co2 dengan jumlah pengguna mencapai footprint by 4,915.15 kg of CO2, with the number of users reaching 258.
258 user. Adapun rincian pemanfaatan RVM Plasticpay di perkantoran The details of Plasticpay RVM usage at Garuda Indonesia’s offices are
Garuda Indonesia adalah sebagai berikut: as follows:
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Botol Plastik Terkumpul (kg) Botol Plastik Terkumpul (pcs)
Collection Points Plastic Bottles Collected (kg) Plastic Bottles Collected (pcs)
2 928,42 49.648
Jumlah Masyarakat Partisipasi Jumlah Transaksi Jumlah Poin Terkirim’
Number of Participants Number of Transactions Total Points Sent
258 4.413 2.780.291
Jejak Karbon yang berhasil dikurangi (gram) Lahan yang terselamatkan (m3)
Carbon Footprint Reduced (grams) Land Preserved (m³)
4.915.152 784,44
Botol Plastik (pcs) / Bulan Transaksi / Hari
Plastic Bottles (pcs) / Month Transactions / Day
8k
768
842
840
766
5.774 5.749
748
6k 5.404 7.073 7.304
3.873
192
257
4k 3.243
2.506 2.292 2.176
1.652 1.835
2k 747
0
Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
M ay
W ues y
ne y
ur y
Fr y
tu y
ay
Th sda
a
T da
ed da
Sa ida
2024 2025 2025 2025 2025 2025 2025 2025 2025 2025 2025 2025 2025
sd
nd
rd
on
Su
User / Bulan Transaksi / Bulan
Transactions / Day Transactions / Month
100 100
84 499
77 76 98 468
73 92 93 446 448 400
70 70 411
62 373
55 58
50 50 287
50 44 50 274
229
173 202 203
20 20
0 0
Dec Feb Apr Jun Aug Oct Dec Dec Feb Apr Jun Aug Oct Dec
2024 2025 2025 2025 2025 2025 2025 2024 2025 2025 2025 2025 2025 2025
Gambar 4. Overview Pemanfaatan Reverse Vending Machine (RVM) Plasticpay periode hingga Desember 2025
Image4 . Overview of Plasticpay Reverse Vending Machine (RVM) Usage through December 2025
TUMPAHAN YANG TERJADI [OJK F.15] SPILLS INCIDENT [OJK F.15]
Garuda Indonesia melakukan pengelolaan berbagai bahan atau Garuda Indonesia carefully manages various materials or
zat seperti bahan kimia, minyak, dan bahan bakar, atau zat-zat substances such as chemicals, oil, and fuel, or other substances
lainnya berpotensi memengaruhi kualitas tanah, air, udara, that have the potential to affect the quality of soil, water, air,
keragaman hayati, dan kesehatan manusia yang memiliki risiko biodiversity, and human health and pose a risk of spillage.
untuk tumpah dengan hati-hati.
Sepanjang tahun 2025, tidak terdapat tumpahan atau kebocoran Throughout 2025, there were no spills or leaks of chemicals, oil,
bahan kimia, minyak, dan bahan bakar di lingkungan area or fuel in the vicinity of Garuda Indonesia’s office areas.
perkantoran Garuda Indonesia.
ASPEK PENGADUAN TERKAIT ENVIRONMENT-RELATED
LINGKUNGAN HIDUP COMPLAINTS ASPECT
JUMLAH DAN MATERI PENGADUAN LINGKUNGAN NUMBER AND CONTENT OF ENVIRONMENTAL
HIDUP YANG DITERIMA DAN DISELESAIKAN [OJK F.16] COMPLAINTS RECEIVED AND RESOLVED [OJK F.16]
Garuda Indonesia senantiasa mematuhi seluruh regulasi di bidang Garuda Indonesia consistently complies with all environmental
lingkungan hidup. Hal ini bertujuan untuk meminimalkan dampak regulations. This is aimed at minimizing the negative impact of
negatif atas aktivitas bisnis yang dijalankan. Namun demikian, its business operations. Nevertheless, Garuda Indonesia provides
Garuda Indonesia menyediakan sarana bagi masyarakat untuk a mechanism for the public to submit environmental complaints
menyampaikan pengaduan terkait lingkungan hidup melalui through the Whistleblowing System. Throughout 2025, there
Whistleblowing System. Sepanjang tahun 2025, tidak terdapat were no environmental complaints.
pengaduan lingkungan hidup.
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Sustainability Strategy and Policy Sustainability Performance Highlights
KINERJA SOSIAL
SOCIAL PERFORMANCE
KOMITMEN UNTUK MEMBERIKAN COMMITMENT TO PROVIDING EQUAL
LAYANAN ATAS PRODUK DAN/ATAU JASA SERVICE FOR PRODUCTS AND/OR
YANG SETARA KEPADA KONSUMEN [OJK F.17] SERVICES TO CONSUMERS [OJK F.17]
Dalam perspektif pemasaran, Garuda Indonesia berkomitmen untuk From a marketing perspective, Garuda Indonesia is committed
memastikan bahwa setiap produk dan layanan yang ditawarkan to ensuring that all products and services offered are accessible
dapat diakses serta dinikmati secara setara oleh seluruh konsumen. and can be enjoyed equally by all consumers. This commitment is
Komitmen ini diwujudkan melalui strategi komunikasi yang inklusif, realized through an inclusive, transparent, and customer-centric
transparan, dan berbasis kebutuhan pelanggan, sehingga setiap communication strategy, ensuring that every market segment
segmen pasar memperoleh informasi, akses, dan manfaat yang receives the same information, access, and benefits without
sama tanpa diskriminasi (tidak membedakan suku, agama, ras, warna discrimination (regardless of ethnicity, religion, race, skin color,
kulit, dan status sosial). Komitmen Perseroan dalam memberikan or social status). The Company’s commitment to providing equal
layanan setara pada pelanggan merupakan kepatuhan Perseroan service to customers reflects its compliance with Article 7(c) of
terhadap Undang-Undang Perlindungan Konsumen pasal 7, huruf the Consumer Protection Law, which requires businesses to treat
c, yang mewajibkan pelaku usaha memperlakukan atau melayani or serve consumers fairly, honestly, and without discrimination.
konsumen secara benar dan jujur serta tidak diskriminatif. Dalam The explanation of that article states, “Business entities are
penjelasan pasal tersebut disebutkan, “Pelaku usaha dilarang prohibited from discriminating against consumers in the provision
membedabedakan konsumen dalam memberikan pelayanan. of services. Business entities are prohibited from differentiating
Pelaku usaha dilarang membeda-bedakan mutu pelayanan kepada the quality of service provided to consumers.”
konsumen."
Melalui pendekatan berbasis insight dan segmentasi yang tepat, Through an insight-driven approach and precise segmentation,
produk dan layanan dirancang untuk menjawab beragam kebutuhan products and services are designed to meet a wide range of
pelanggan mulai dari perjalanan bisnis, leisure, umrah hajj, hingga customer needs—from business travel, leisure, and Umrah and
kebutuhan korporasi dengan standar kualitas yang konsisten. Hajj to corporate requirements—while maintaining consistent
Fungsi marketing berperan dalam memastikan bahwa proposisi quality standards. The marketing function plays a role in ensuring
nilai yang dikomunikasikan mencerminkan prinsip kesetaraan that the communicated value proposition reflects the principle of
layanan, sekaligus memperkuat positioning Garuda Indonesia service equality, while reinforcing Garuda Indonesia’s positioning
sebagai maskapai full-service premium yang responsif terhadap as a premium full-service airline that is responsive to the diversity
keberagaman preferensi dan ekspektasi konsumen. Implementasi of consumer preferences and expectations. The implementation
layanan yang setara juga diwujudkan melalui penyediaan berbagai of equitable service is also realized through the provision of
akses layanan yang dapat digunakan oleh seluruh pelanggan various service access points available to all customers, including
termasuk penumpang dengan berkebutuhan tertentu seperti lansia passengers with specific needs such as the elderly and people
dan penyandang disabilitas. with disabilities.
ASPEK KETENAGAKERJAAN EMPLOYMENT ASPECT
KESETARAAN KESEMPATAN BEKERJA [OJK F.18] EQUAL EMPLOYMENT OPPORTUNITIES [OJK F.18]
Garuda Indonesia secara konsisten menjunjung tinggi nilai kesetaraan Garuda Indonesia consistently upholds the principle of equality
serta prinsip non-diskriminasi terhadap seluruh karyawan, mulai and non-discrimination toward its employees throughout the
dari tahap proses rekrutmen, pengembangan kompetensi dan recruitment process, in competency and career development,
jenjang karier, pemberian remunerasi, hingga aspek lainnya. remuneration, and other areas. Based on this principle, the
Berlandaskan prinsip tersebut, Perseroan memastikan bahwa setiap Company provides equal opportunities for employees to work
karyawan memperoleh kesempatan yang setara untuk bekerja serta and fill positions or roles in accordance with their capabilities
menempati posisi atau jabatan yang sesuai dengan kapasitas dan and competencies. The principle of equality applied by the
kompetensi yang dimiliki. Prinsip kesetaraan yang diterapkan oleh Company reflects compliance with Law No. 13 of 2003 and Law
Perseroan merupakan wujud kepatuhan terhadap Undang-Undang No. 6 of 2023, and upholds equal opportunity in employment
No. 13 tahun 2003 dan Undang-Undang Nomor 6 Tahun 2023, in accordance with Law No. 21 of 1999 on the Ratification of ILO
penghormatan terhadap kesetaraan kesempatan dalam bekerja Convention No. 111 Concerning Discrimination in Respect of
selaras dengan Undang-Undang Nomor 21 Tahun 1999 tentang Employment and Occupation (ILO Convention on Discrimination
Pengesahan ILO Convention No. 111 Concerning Discrimination in in Employment and Occupation), Presidential Instruction of the
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Respect of Employment and Occupation (Konvensi ILO Mengenai Republic of Indonesia No. 9 of 2000 on Gender Mainstreaming
Diskriminasi dalam Pekerjaan dan Jabatan), Instruksi Presiden in National Development, and the Guidelines on Equality and
Republik Indonesia No. 9 Tahun 2000 tentang Pengarusutamaan Non-Discrimination in the Workplace in Indonesia (Ministry of
Gender dalam Pembangunan Nasional, serta Panduan Kesetaraan Manpower and Transmigration of the Republic of Indonesia).
dan Non Diskriminasi di Tempat Kerja di Indonesia (Kementerian Specifically, this principle of equality is also regulated in Garuda
Tenaga Kerja dan Transmigrasi RI). Secara spesifik, kesetaraan itu Indonesia’s Business Ethics.
juga telah diatur dalam Etika Bisnis Garuda Indonesia.
Komitmen Garuda Indonesia untuk menciptakan kesetaraan dan Garuda Indonesia’s commitment to promoting equality and
menghindari diskriminasi dengan memberikan kesempatan preventing discrimination by providing equal opportunities to
yang setara kepada seluruh pegawai baik pria maupun Wanita all employees, both male and female, to work and hold various
untuk bekerja dan menduduki berbagai posisi, termasuk posisi positions, including top management roles, has yielded positive
manajemen puncak, telah membuahkan hasil tanpa adanya results, with no incidents of discrimination reported during the
insiden diskriminasi selama tahun pelaporan. Oleh karena itu, reporting year. Therefore, Garuda Indonesia does not need to take
Garuda Indonesia tidak perlu mengambil langkah perbaikan corrective actions regarding these equality or non-discrimination
terkait kebijakan kesetaraan atau non-diskriminasi tersebut. policies.
Adapun komposisi keberagaman manajemen dan pegawai adalah The composition of management and employee diversity is as
sebagai berikut. follows.
Tabel Keberagaman Manajemen dan Pegawai berdasarkan Level Organisasi
Table of Management and Employee Diversity by Organizational Level
(Dalam Orang)
(In People)
Level Jenis Kelamin Kelompok Usia
Jabatan Gender Age Range
Position Pria Wanita
Level % % Total <30 % 30-50 % >51 % Total
Male Female
Manajemen
Management
Direktur
8 0,3% 0 0,0% 8 0 0,0% 4 0,1% 4 0,6% 8
Director
Pegawai
Employee
Vice
President
25 1,1% 6 0,2% 31 0 0,0% 27 0,9% 4 0,6% 31
Vice
President
Senior
138 5,8% 61 2,2% 199 3 0,2% 175 5,7% 21 3,0% 199
Manager
Manager 115 4,8% 114 4,1% 229 7 0,5% 200 6,5% 22 3,2% 229
Staf
2097 88,0% 2590 93,5% 4687 1356 99,3% 2690 86,8% 641 92,6% 4687
Staff
Jumlah
2.383 100% 2.771 100% 5.154 1.366 100% 3.096 100% 692 100% 5.154
Total
Selain itu, Perseroan turut membuka peluang kerja bagi calon The Company also offers employment opportunities to
pegawai penyandang disabilitas melalui proses rekrutmen prospective employees with disabilities through its ground staff
pegawai darat. Adapun persyaratan yang wajib dipenuhi oleh recruitment process. The requirements that must be met by
calon pegawai disabilitas adalah melampirkan surat keterangan prospective employees with disabilities are to attach an official
resmi yang diterbitkan oleh Rumah Sakit Pemerintah, yang certificate issued by a Government Hospital, which explains
menjelaskan jenis serta tingkat disabilitas dengan batas maksimal the type and level of disability with a maximum degree of 2, in
derajat 2, sesuai dengan ketentuan dalam Peraturan Menteri accordance with the provisions of Regulation of the Minister of
Kesehatan Republik Indonesia Nomor 104/MENKES/PER/II/1999 Health of the Republic of Indonesia Number 104/MENKES/PER/
tentang Rehabilitasi Medik, khususnya pada Pasal 7. II/1999 concerning Medical Rehabilitation, specifically Article 7.
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REKRUTMEN DAN TURNOVER PEGAWAI EMPLOYEE RECRUITMENT AND TURNOVER
Pada tahun 2025, Perseroan berusaha untuk memenuhi kebutuhan In 2025, the Company aimed to meet its business needs and maintain
bisnis Perseroan dan mempertahankan posisi Perseroan sebagai its position as a profitable enterprise. In response to the post-COVID-19
Perusahaan yang profitable. Menghadapi kondisi pasca pandemi global pandemic environment, and in line with the Company’s growth
global COVID-19, seiring dengan pertumbuhan Perusahaan serta and production plans, the Company is recruiting cabin crew for
rencana produksi Perusahaan Perseroan melakukan rekrutmen bagi scheduled airline services as well as for Hajj flights.
awak kabin penerbangan berjadwal serta awak kabin penerbangan haji.
Perseroan berkomitmen untuk melakukan perekrutan secara transparan The Company is committed to conducting recruitment transparently
dan memberikan kesempatan yang sama bagi pelamar terlepas dari and providing equal opportunities to applicants regardless of gender
jenis kelamin dan SARA. Beberapa upaya dilakukan baik dengan as well as ethnicity, religion, race, and inter-group differences (SARA).
pengembangan IT sebagai sarana dalam melakukan proses seleksi Several initiatives have been implemented, including the use of IT as a
terhadap pegawai baru, melakukan evaluasi terhadap alat tes yang tool for the selection process of new employees, the evaluation of the
digunakan, serta memastikan asesor internal memiliki kualifikasi yang assessment tools used, and ensuring that internal assessors possess
baik dan professional. Proses rekrutmen dilakukan secara transparan the necessary qualifications and professionalism. The recruitment
dan independen melalui website karir Perseroan http://career.garuda- process is conducted transparently and independently through the
indonesia.com & Corporate Information dan juga secara aktif mencegah Company’s career website at http://career. garuda-indonesia.com
terjadinya penipuan-penipuan rekrutmen yang mengatasnamakan & Corporate Information, and the Company also actively prevents
Garuda Indonesia dengan melakukan sosialisasi infografis Waspada recruitment scams perpetrated in the name of Garuda Indonesia by
Penipuan melalui media sosial Instagram (@garuda.indonesia), sharing the “Beware of Scams” infographic via social media platforms
Facebook (Garuda Indonesia), LinkedIn (Garuda Indonesia). such as Instagram (@garuda.indonesia), Facebook (Garuda Indonesia),
and LinkedIn (Garuda Indonesia).
Selain pelaksanaan rekrutmen di lingkungan Perseroan, program In addition to its internal recruitment efforts, the internship program
pemagangan merupakan salah satu komitmen Perseroan kepada is part of the Company’s commitment to the community to provide
masyarakat dalam memberikan kesempatan kepada mahasiswa students and recent graduates with opportunities to build their skills,
ataupun lulusan baru untuk dapat membangun kompetensi, expand their knowledge, and gain real-world work experience. The
memperluas wawasan dan mendapatkan pengalaman nyata di dunia Company actively participates in the National Internship Program
kerja. Perseroan secara aktif berpartisipasi dalam, Program Pemagangan (Maganghub) organized by the Ministry of Manpower of the Republic
Nasional (Maganghub) dari Kementerian Ketenagakerjaan Republik of Indonesia, as well as Garuda Indonesia’s regular internship programs.
Indonesia, serta program magang reguler Garuda Indonesia. eiring With the advancement of technology, the demand for outstanding,
dengan perkembangan teknologi, tuntutan akan sumber daya skilled, and competent human capital continues to rise. Therefore,
manusia yang unggul, terampil, dan kompeten semakin meningkat. to address the need for human capital, the Company conducts
Oleh karenanya, dalam rangka memenuhi kebutuhan sumber daya recruitment for ground staff through the Management Development
manusia, Perseroan melakukan rekrutmen bagi pegawai darat melalui Program (MDP). The Company is committed to conducting recruitment
Management Development Program (MDP). Perseroan berkomitmen transparently and providing equal opportunities to applicants
untuk melakukan perekrutan secara transparan dan memberikan regardless of gender and ethnicity, religion, race, and inter-group
kesempatan yang sama bagi pelamar terlepas dari jenis kelamin differences (SARA). The recruitment process is conducted in accordance
dan SARA. Pelaksanaan rekrutmen mengacu pada Manual Kebijakan with the Human Capital Policy Manual, Edition 9, Amendment 0, dated
Human Capital Terbitan 9 Amandemen 0 Tanggal 21 Mei 2024. May 21, 2024.
Pada tahun 2025, proses rekrutmen aktif dalam pemenuhan In 2025, active recruitment efforts focused on meeting the workforce
kekuatan manpower untuk pegawai udara. Selama tahun 2025, requirements for flight crew. Throughout 2025, recruitment was
rekrutmen dilakukan sebanyak 7 kali yang meliputi Rekrutmen conducted seven times, including Phase I in February 2025, Phase II
Fase I pada bulan Februari 2025, Fase II pada bulan Juli 2025, in July 2025, roadshows in Bali, Bandung, and Medan in October 2025,
Roadshow di Kota Bali, Bandung, dan Medan pada Oktober 2025, Phase III in October 2025, and the fulfillment of cabin crew needs for
Fase III pada Oktober 2025, dan pemenuhan kebutuhan awak kabin the Hajj season in December 2025. As a result of these recruitment
haji pada Desember 2025. Dari hasil rekrutmen yang dijalankan, efforts, a total of 562 new cabin crew members were recruited and
didapatkan sejumlah 562 Awak Kabin Initial telah direkrut dan underwent in-class and in-flight training.
mengikuti pelatihan in-class training dan in-flight training.
Rekrutmen Karyawan Baru Berdasarkan Kelompok Usia
New Employee Recruitment by Age Group
(Dalam Orang)
Kelompok Usia 2025 2024 2023
Age Group
18-20 tahun
0 0 0
18-20 years old
21-30 tahun
537 229 113
21-30 years old
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Rekrutmen Karyawan Baru Berdasarkan Kelompok Usia
New Employee Recruitment by Age Group
(Dalam Orang)
Kelompok Usia 2025 2024 2023
Age Group
31-40 tahun
12 55 0
31-40 years old
41-50 tahun
2 10 0
41-50 years old
>50 tahun
11 8 2
>50 years old
Total 562 302 115
Komposisi Karyawan Baru Berdasarkan Jenis Kelamin
Composition of New Employees by Gender
(Dalam Orang)
(In People)
Uraian 2025 2024 2023
Description
Pria
171 125 43
Male
Wanita
391 177 72
Female
Total 562 302 115
Rekrutmen Karyawan Baru Berdasarkan Wilayah Kerja
New Employee Recruitment by Work Region
(Dalam Orang)
(In People)
Wilayah 2025 2024 2023
Work Area
Jakarta (Kantor Pusat)
561 302 115
Jakarta (Head Office)
Di Luar Jakarta
1 0 0
Outside Jakarta
Total 562 302 115
Karyawan yang berhenti bekerja merupakan hal yang wajar Employee turnover is a natural part of a company’s dynamics,
dalam dinamika sebuah perusahaan, namun tetap menjadi yet it remains a challenge for organizations. An employee’s
tantangan bagi organisasi. Keputusan seorang karyawan untuk decision to resign can be influenced by various factors, ranging
mengundurkan diri dapat dipengaruhi oleh berbagai faktor, mulai from personal reasons and career changes to dissatisfaction
dari alasan pribadi, perubahan karier, hingga ketidakpuasan with working conditions. In 2025, a total of 203 employees left
terhadap kondisi kerja. Pada tahun 2025, terdapat 203 orang the company.
karyawan berhenti bekerja.
Komposisi Karyawan Berhenti Bekerja Berdasarkan Kelompok Usia
Composition of Employees Leaving the Company Based on Age Group
(Dalam Orang)
(In People)
Kelompok Usia 2025 2024 2023
Age Group
18-20 tahun
0 0 0
18-20 years old
21-30 tahun
33 57 36
21-30 years old
31-40 tahun
41 86 58
31-40 years old
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Komposisi Karyawan Berhenti Bekerja Berdasarkan Kelompok Usia
Composition of Employees Leaving the Company Based on Age Group
(Dalam Orang)
(In People)
Kelompok Usia 2025 2024 2023
Age Group
41-50 tahun
9 22 23
41-50 years old
>50 tahun
120 114 73
>50 years old
Total 203 279 190
Komposisi Karyawan Berhenti Bekerja Berdasarkan Jenis Kelamin
Composition of Employees Leaving the Company by Gender
(Dalam Orang)
(In People)
Uraian 2025 2024 2023
Description
Pria
120 133 96
Male
Wanita
83 146 94
Female
Total 203 279 190
Komposisi Karyawan Berhenti Bekerja Berdasarkan Wilayah Kerja
Composition of Employees Leaving the Company by Work Region
(Dalam Orang)
(In People)
Wilayah 2025 2024 2023
Work Area
Jakarta (Kantor Pusat)
181 223 20
Jakarta (Head Office)
Di Luar Jakarta
22 56 170
Outside Jakarta
Total 203 279 190
Berbagai alasan karyawan karyawan meninggalkan Perseroan Various reasons why employees leave the Company include
di antaranya sebagai berikut. the following.
Tabel Penyebab Karyawan Meninggalkan Perseroan dan Tingkat Turnover
Table of Reasons Employees Leave the Company and Turnover Rates
(Dalam Orang)
(In People)
Wilayah 2025 2024 2023
Work Area
Pensiun
104 87 42
Retirement
Pensiun Dini
6 55 89
Early Retirement
Meninggal
9 1 5
Death
Mengundurkan Diri
46 14 13
Resignation
Diberhentikan
38 122 41
Dismissal
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Penyebab Karyawan Meninggalkan Perseroan dan Tingkat Turnover
Table of Reasons Employees Leave the Company and Turnover Rates
(Dalam Orang)
(In People)
Wilayah 2025 2024 2023
Work Area
Jumlah karyawan meninggalkan Perseroan (mengundurkan diri dan
alasan lainnya)
203 279 42
Number of employees leaving the Company (resignation and other
reasons)
Jumlah karyawan awal tahun
4.535 4502 4.459
Number of employees at the start of the year
Jumlah karyawan akhir tahun
5.154 4413 4.401
Number of employees at the end of the year
(Jumlah karyawan awal tahun + akhir tahun) x 1/2
(Number of employees at the start of the year + at the end of the 4.844 4458 4.430
year) x 1/2
Tingkat Turnover
4% 6% 4%
Turnover Rate
Tabel Turnover Karyawan yang Berhenti Bekerja Karena Mengundurkan Diri Berdasarkan Usia
Table of Employee Turnover Due to Resignation by Age
Keterangan 2025 2024 2023
Description
18-20 tahun
0,0% 0 0
18-20 years old
21-30 tahun
10,8% 6% 4%
21-30 years old
31-40 tahun
11,3% 4% 3%
31-40 years old
41-50 tahun
0,0% 4% 4%
41-50 years old
>50 tahun
0,5% 16% 10%
>50 years old
Tabel Turnover Karyawan yang Berhenti Bekerja Karena Mengundurkan Diri Berdasarkan Jenis Kelamin
Table of Employee Turnover Due to Resignation by Gender
Keterangan 2025 2024 2023
Description
Pria
10% 6% 4%
Male
Wanita
12% 7% 4%
Female
Tabel Turnover Karyawan yang Berhenti Bekerja Karena Mengundurkan Diri Berdasarkan Wilayah Kerja
Table of Employee Turnover Due to Resignation by Work Region
Keterangan 2025 2024 2023
Description
Jakarta (Kantor Pusat)
21% 5% 4%
Jakarta (Head Office)
Di Luar Jakarta
2% 34% 15%
Outside Jakarta
PELATIHAN DAN PENGEMBANGAN KOMPETENSI TRAINING AND COMPETENCY DEVELOPMENT [OJK
[OJK F.22] F.22]
Sebagai perusahaan penerbangan nasional yang terus As a continuously growing national airline, Garuda Indonesia
berkembang, Garuda Indonesia menghadapi berbagai tantangan faces various challenges in maintaining its position as a market
untuk mempertahankan posisinya sebagai pemimpin pasar leader in the highly dynamic and competitive aviation industry.
dalam industri penerbangan yang sangat dinamis dan kompetitif. To ensure operational sustainability and the company’s long-
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Untuk memastikan keberlanjutan operasional serta keberhasilan term success, Garuda Indonesia recognizes that managing a
perusahaan dalam jangka panjang, Garuda Indonesia menyadari high-quality workforce with competencies aligned with the
bahwa pengelolaan sumber daya manusia (SDM) yang berkualitas times is a critical factor. Therefore, the company has launched
dan memiliki kompetensi yang sesuai dengan perkembangan zaman a competency development program aimed at enhancing
merupakan faktor yang sangat penting. Oleh karena itu, perusahaan the quality of its human capital in line with rapid changes in
meluncurkan program pengembangan kompetensi yang bertujuan technological advancements, aviation industry policies, and rising
untuk meningkatkan kualitas SDM yang dimiliki, sejalan dengan customer expectations regarding the quality of service provided.
perubahan yang berlangsung cepat dalam perkembangan teknologi, As part of its efforts to realize the company’s vision of becoming
kebijakan di industri penerbangan, serta meningkatnya harapan a leading airline, Garuda Indonesia is also committed to creating
pelanggan terhadap kualitas layanan yang diberikan. Sebagai a work environment that supports the continuous development
bagian dari upaya mewujudkan visi perusahaan untuk menjadi of employees’ capabilities and skills, both in technical and non-
maskapai penerbangan yang terdepan, Garuda Indonesia juga technical aspects. This development encompasses various key
berkomitmen untuk menciptakan lingkungan kerja yang mendukung competencies such as managerial skills, leadership, effective
pengembangan kemampuan dan keterampilan karyawan secara communication, and technical skills specifically required in
berkelanjutan, baik dalam aspek teknis maupun non-teknis. the aviation industry, so that employees are expected to adapt
Pengembangan tersebut mencakup berbagai kompetensi penting to changes and make optimal contributions to the company’s
seperti kemampuan manajerial, kepemimpinan, komunikasi yang progress.
efektif, serta keterampilan teknis yang secara khusus dibutuhkan
dalam industri penerbangan, sehingga para karyawan diharapkan
mampu beradaptasi dengan perubahan yang terjadi dan
memberikan kontribusi optimal bagi kemajuan perusahaan.
Dalam memberikan program pengembangan kompetensi, Garuda In delivering competency development programs, Garuda
Indonesia menjunjung tinggi prinsip kesetaraan dengan memastikan Indonesia upholds the principle of equality by ensuring that every
bahwa setiap pegawai, tanpa memandang latar belakang, posisi, atau employee, regardless of background, position, or gender, has
gender, memiliki kesempatan yang sama untuk mengikuti pelatihan equal opportunities to participate in training and development
dan pengembangan yang dapat meningkatkan keterampilan serta that can enhance their skills and capabilities. Training program
kemampuan pegawai. Pengelolaan program pelatihan dibagi management is divided into 8 (eight) categories: Pilot Training,
menjadi 8 (delapan) kategori, yaitu Pilot Training Flight Attendant Flight Attendant Training, Flight Operations Officer and Ground
Training, Flight Operation Officer dan Ground Operational Support Operational Support Training, Sales and Marketing Training,
Training, Sales and Marketing Training, Maintenance and Engineering Maintenance and Engineering Training, Ground-Service Training,
Training, Ground Service Training, Cargo Training, Leadership Cargo Training, Leadership Training, and General Training.
Training, dan General Training.
Perseroan telah melakukan program pengembangan kompetensi The Company has implemented competency development
di tahun 2025, terkait leadership (struktural level), culture programs in 2025, such as leadership (structural level), culture
(termasuk diversity), compliance (semua pegawai), data protection (including diversity), compliance (all employees), data protection
(Semua pegawai), dan inclusivity (women development). Pada (all employees), and inclusivity (women’s development). In 2025,
tahun 2025, Perseroan telah menyelenggarakan 4.194 pelatihan the Company conducted 4,194 training sessions attended by
yang diikuti 22.157 peserta dari Internal perusahaan. Berikut 22,157 participants from within the company. The following is
adalah informasi detail tentang Program training dari yaitu: detailed information about the training programs:
Tabel Realisasi Program Pengembangan Kompetensi Tahun 2025
Table of Competency Development Program Implementation in 2025
Realisasi 2025
2025 Realization Tempat
Nama Pelatihan Penyelenggara
Training Name Jumlah Jumlah Jam Pelatihan Organizer
Jumlah Peserta Training Place
Pelatihan Total Participants
Pelatihan
Total Training Total Training Hours
GITC
Boeing (SIN)
Pilot 2.257 8.233 111.463 Internal
CAE (SIN)
ANA (HND)
Flight Attendant 715 9.877 488.070 GITC Internal
FOO & Ground Support 696 1.026 23.427 GITC Internal
GITC
Maintenance and Engineering 28 408 7.304 Internal
GMF
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Realisasi Program Pengembangan Kompetensi Tahun 2025
Table of Competency Development Program Implementation in 2025
Realisasi 2025
2025 Realization Tempat
Nama Pelatihan Penyelenggara
Training Name Jumlah Jumlah Jam Pelatihan Organizer
Jumlah Peserta Training Place
Pelatihan Total Participants
Pelatihan
Total Training Total Training Hours
GITC
Airline Business 353 1.620 18.219 Internal
Terminal Cargo
Management and Development
145 993 30.419 GITC Internal
Training
TOTAL 4.194 22.157 678.902
Tabel Realisasi Program Pengembangan Kompetensi Tahun 2024
Table of Competency Development Program Realization in 2024
Realisasi 2024
2024 Realization Tempat
Nama Pelatihan Penyelenggara
Jumlah Jumlah Jam Pelatihan
Training Name Jumlah Peserta Organizer
Pelatihan Pelatihan Training Place
Total Participants
Total Training Total Training Hours
GITC
Boeing (SIN)
Pilot 2.166 10.322 98.758 Internal
CAE (SIN)
ANA (HND)
Flight Attendant 596 7.761 240.813 GITC Internal
FOO & Ground Support 160 917 16.054 GITC Internal
GITC
Maintenance and Engineering 38 393 7.736 Internal
GMF
GITC
Airline Business 136 863 10.412 Internal
Terminal Cargo
Management and Development
116 1142 28.605 GITC Internal
Training
TOTAL 3.212 21.398 402.378
Tabel Perkembangan Jumlah Peserta Pengembangan Kompetensi
Table of Competency Development Program Realization in 2024
Keterangan 2025 2024 2023
Description
Peserta Pelatihan (orang)
22.157 21.398 21.415
Training Participants (people)
Selama tahun 2025, jumlah peserta yang memperoleh pelatihan During 2025, the number of employees who received training was
adalah 22.157 orang dengan jumlah jam pelatihan 678.902 jam. 22,157 people with a total of 678,902 training hours. The average
Rata-rata jam pelatihan setiap karyawan adalah 20 jam per training hours per employee were 20 hours per employees. The
karyawan. Perseroan telah mengikutsertakan seluruh karyawan Company has involved all employees (100%) in training and
(100%) dalam pelatihan dan pengembangan kompetensi. competency development.
Tabel Rata-Rata Jam Pelatihan Pegawai [OJK F.22]
Table of Average Employee Training Hours [OJK F.22]
Jumlah Karyawan yang Rata-rata Jam Pelatihan Setiap
Memperoleh Pelatihan (Orang) Jam Pelatihan (Jam) Karyawan (Jam/Orang)
Uraian Number of Employees Receiving Training Hours (Hours) Average Training Hours Per Employee
Description Training (People) (Hours/Person)
2025 2024 2023 2025 2024 2023 2025 2024 2023
Keseluruhan
22.157 21.398 21.415 678.902 402.378 332.981 20 19 16
Overall
Berdasarkan Jenis Kelamin
Based on Gender
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Rata-Rata Jam Pelatihan Pegawai [OJK F.22]
Table of Average Employee Training Hours [OJK F.22]
Jumlah Karyawan yang Rata-rata Jam Pelatihan Setiap
Memperoleh Pelatihan (Orang) Jam Pelatihan (Jam) Karyawan (Jam/Orang)
Uraian Number of Employees Receiving Training Hours (Hours) Average Training Hours Per Employee
Description Training (People) (Hours/Person)
2025 2024 2023 2025 2024 2023 2025 2024 2023
Pria
12.173 14.052 11.109 245.242 180.380 146.255 11 13 13
Male
Wanita
9.984 7.346 10.306 433.660 221.998 186.726 14 30 18
Female
Berdasarkan Kategori Jabatan
Based on Position Category
Vice President 100 194 102 1.099 2.662 998 11 14 10
Senior
341 621 339 4.636 9.735 4.440 14 16 13
Manager
Manager 791 1.617 2.529 13.955 26.015 32.103 18 16 13
Duty Manager/
4 9 134 16 206 1.697 4 23 13
Supervisor
Staff 1.854 18.957 18.311 52.688 363.760 293.743 28 19 16
Untuk menunjang peningkatan karir pegawai, Perseroan telah To support employee career advancement, the Company has
melakukan pelatihan-pelatihan sebagai berikut. conducted the following training programs
Pelatihan Program Bantuan Peralihan Tahun 2025
2025 Transition Assistance Program Training
Waktu dan Jumlah
Materi Pelatihan Tujuan Tempat Peserta
Training Materials Objectives Date and Number of
Location Participants
Membekali para Department Head Perusahaan dengan:
A. Leadership Foundation
Memahami dasar-dasar kepemimpinan serta memperoleh wawasan langsung
dari pimpinan untuk memperkuat peran sebagai pemimpin.
B. Personal Capacity 15-17 Jan 25 –
Basic Leadership Meningkatkan kemampuan dalam menyelesaikan masalah serta mengelola GITC
for Junior Officer waktu secara efektif untuk mendukung produktivitas. 20
January 15–17,
Batch 1 C. Giving Assignment 2025 – GITC
Menguasai cara memberikan tugas secara tepat dan menyelenggarakan rapat
yang efisien serta berorientasi pada hasil.
D. Developing Others
Mengembangkan keterampilan membimbing dan melatih orang lain guna
mendukung pertumbuhan individu dan tim.
E. Interpersonal Skills
Membangun hubungan kerja yang positif dan meningkatkan citra diri sebagai
pemimpin melalui penampilan dan sikap yang profesional
Equipping the Company’s Department Heads with:
A. Leadership Foundation
Understanding the fundamentals of leadership and gaining direct insights from
senior leaders to strengthen their role as leaders.
Basic Leadership B. Personal Capacity 29 – 31 Okt 25
for Junior Officer Improving problem-solving skills and effectively managing time to support – GITC
19
Batch 2 productivity. October 29–31,
C. Delegating Tasks 2025 – GITC
Mastering how to assign tasks appropriately and conduct efficient, results-
oriented meetings.
D. Developing Others
Developing skills in mentoring and coaching others to support individual and
team growth.
E. Interpersonal Skills
Building positive working relationships and enhancing one’s image as a leader
through professional appearance and demeanor
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Pelatihan Program Bantuan Peralihan Tahun 2025
2025 Transition Assistance Program Training
Waktu dan Jumlah
Materi Pelatihan Tujuan Tempat Peserta
Training Materials Objectives Date and Number of
Location Participants
Membekali para Division Head Perusahaan dengan:
1. Memberikan pemahaman dan keterampilan memimpin dan membangun kinerja
terbaik dalam organisasi
2. Memberikan keterampilan cara mengelola orang dan organisasi secara tepat dan
adaptif
3. Memberikan pemahaman tentang pentingnya inovasi dalam menghadapi bisnis
yang semakin dinamis
4. Memberikan pemahaman pengetahuan dan keterampilan kepada para pemimpin
dalam hal pemecahan masalah yang kreatif dan pengambilan keputusan yang
tepat dengan berbagai teknik dan pendekatan
5. Memberikan pengetahuan dan keterampilan praktis untuk dapat
22 – 24
Garuda Emerging mengembangkan kemampuan berpikir secara kritis dalam merumuskan masalah,
Jan 25
Leadership Program menemukan akar permasalahan, hingga menghasilkan alternatif solusi dan
GITC 21
Batch memilih solusi terbaik untuk dilakukan
January 22–24,
2025 – GITC
Equipping the Company’s Division Heads with:
1. Providing understanding and skills to lead and build optimal performance within
the organization
2. Providing skills for managing people and organizations effectively and adaptively
3. Providing an understanding of the importance of innovation in dealing with an
increasingly dynamic business environment
4. Providing leaders with the knowledge and skills for creative problem-solving and
sound decision-making using various techniques and approaches
5. Providing practical knowledge and skills to develop critical thinking abilities in
formulating problems, identifying root causes, generating alternative solutions,
and selecting the best solution to implement
Perseroan juga memberikan program pelatihan prapensiun The Company also provides pre-retirement training programs to
kepada karyawan yang akan memasuki masa prapensiun. employees approaching retirement. This training aims to prepare
Pelatihan ini bertujuan untuk menyiapkan pegawai yang akan employees for retirement so that upon retirement, they possess
memasuki masa pensiun sehingga pada saat pensiun memiliki the mindset and concepts needed to start their own businesses
pola pikir dan konsep untuk membuka usaha secara mandiri and maintain their well-being. However, following the pandemic,
dan tetap sejahtera. Namun sejak pasca pandemi program ini this program has been temporarily suspended until further notice.
dihentikan sementara hingga pemberitahuan selanjutnya.
Dalam upaya pencapian kinerja Perseroan, program In pursuit of the Company’s performance goals, career
pengembangan karir dilandasi prinsip equality dan fairness development programs are based on the principles of equality
dengan tetap memperhatikan kinerja atau pemenuhan KPI pegawai, and fairness, while taking into account employee performance
tingkat pendidikan, serta kompetensi tiap individu. Seluruh pegawai or KPI fulfillment, educational background, and individual
didukung untuk seluruh memberikan kinerja terbaiknya agar dapat competencies. All employees are encouraged to give their best
menduduki posisi yang lebih tinggi. Segala bentuk pengembangan performance so they can advance to higher positions. All forms
yang dilakukan oleh pegawai direncanakan, dimonitor, dan of employee development are planned, monitored, and evaluated
dievaluasi menggunakan Individual Development Plan (IDP). using an Individual Development Plan (IDP). Forms of human
Bentuk pengembangan SDM dapat disesuaikan dengan kebutuhan capital development are tailored to employee development
pengembangan pegawai melalui coaching dan mentoring antara needs through coaching and mentoring between supervisors and
atasan dan subordinat, challenging assignment, maupun practical subordinates, challenging assignments, and practical knowledge
knowledge training. Kebutuhan pengembangan pegawai dilakukan training. Employee development needs are determined based on
berdasarkan kompetensi/persyaratan jabatan, aspirasi pegawai job competencies/requirements, employee aspirations validated
yang telah divalidasi oleh atasan dan yang utama didasarkan by supervisors, and primarily based on the Company’s priorities
pada prioritas dan kebutuhan Perseroan. and needs.
Guna mendukung transformasi bisnis dan/atau restrukturisasi To support the increasingly urgent business transformation and/
dan revitalisasi/peningkatan skala usaha yang semakin or restructuring and revitalization/scaling up of operations, as
mendesak, serta sebagai salah satu bentuk experientcial learning well as serving as a form of experiential learning in employee
dalam pengembangan pegawai adalah mengikuti program Talent development, the Company implements the Talent Mobility
Mobility. Tahun 2025, Perseroan telah melaksanakan Program Program. In 2025, the Company implemented the Talent Mobility
Talent Mobility tercatat terdapat 252 pegawai dari level Junior Program, with 252 employees from Junior Officer to Senior
Officer sampai dengan level Senior Officer yang mengikuti Officer levels participating in the program, which was conducted
program dimaksud, yang dilakukan baik dalam Group Perseroan, within the Company’s Group, the Ministry of State-Owned
Kementerian BUMN, Intra Klaster maupun lintas klaster BUMN. Enterprises, intra-cluster, and across SOE clusters.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Perseroan juga memetakan kandidat suksesor untuk posisi The Company also maps out successor candidates for structural
struktural di masing-masing direktorat untuk melihat tingkat positions within each directorate to assess their readiness levels
kesiapan dan kebutuhan pengembangan dari kandidat suksesor. and development needs. This Succession Planning mapping also
Pemetaan dari Perencanaan Suksesi ini juga memudahkan untuk facilitates the identification of positions that have a direct impact
melihat posisi-posisi yang memiliki dampak langsung kepada on the Company’s business continuity or positions requiring
kelangsungan bisnis Perseroan ataupun posisi dengan kualifikasi specialized qualifications that necessitate a lengthy preparation
khusus yang memerlukan waktu lama untuk menyiapkan period for successor candidates. Through both assessments and
kandidat suksesor. Baik melalui asesmen maupun perencanaan succession planning, 130 individuals were promoted.
suksesi tercatat 130 orang yang mengalami promosi jabatan.
Pada tahun 2025, telah dilakukan proses asesmen kompetensi In 2025, a competency assessment process was conducted to
untuk melihat kesesuaian kompetensi pegawai tersebut terhadap evaluate the alignment of employees’ competencies with the
posisi yang akan dituju. Pelaksanaan asesmen kompetensi positions to which they were being promoted. The implementation
internal naik sebesar 6,5% dengan total peserta sejumlah 246 of internal competency assessments increased by 6.5%, with
pegawai. Selain kegiatan assessment internal, untuk mengisi a total of 246 employees participating. In addition to internal
posisi lowong di jajaran Direksi Entitas Anak, telah dilaksanakan assessment activities, to fill vacant positions on the Boards
fit and proper test dan asesmen dengan standar yang ditetapkan of Directors of Subsidiary Entities, fit and proper tests and
oleh Kementerian BUMN kepada kandidat internal dan eksternal assessments were conducted in accordance with standards set
Perseroan. by the Ministry of State-Owned Enterprises for both internal
and external candidates of the Company.
Tabel Tinjauan Rutin Pegawai Tetap dan Jenjang Karir
Table of Regular Reviews of Permanent Employees and Career Paths
Hasil Penilaian dan Relevansi Pengembangan
Karier
Tahun Jumlah Pegawai yang Mendapatkan Peninjauan Assessment Results and Career Development
Year Number of Employees Receiving Reviews Relevance
Promosi Mutasi/Rotasi Demosi
Promotions Transfer/Rotation Demotion
4.014 (100% dari total karyawan tetap)
2025 235 3.779 -
4,014 (100% of total permanent employees)
4.107 (100% dari total karyawan tetap)
2024 523 3.575 -
4,107 (100% of total permanent employees)
4.161 (100% dari total karyawan tetap)
2023 194 718 -
4,161 (100% of total permanent employees)
KEBEBASAN BERSERIKAT [GRI 2-30, TR-AL-310a.1, TR-AL- FREEDOM OF ASSOCIATION [GRI 2-30, TR-AL-310a.1, TR-
310a.2] AL-310a.2]
Perseroan senantiasa membangun hubungan industrial The Company consistently fosters harmonious industrial relations.
yang harmonis. Hubungan industrial yang harmonis antara Harmonious industrial relations between the company and its
perusahaan dengan pegawai merupakan faktor penting untuk employees are a key factor in ensuring sustainable business
terselenggaranya operasional usaha yang berkelanjutan. operations. The Company consistently guarantees the right to
Perseroan senantiasa menjamin hak kebebasan berserikat freedom of association for all employees across all operational
seluruh pegawai di seluruh wilayah operasional. Sesuai dengan regions. In accordance with Law No. 13 of 2003 on Manpower, as
Undang-Undang No.13 Tahun 2003 tentang Ketenagakerjaan, well as the Decree of the Minister of Manpower and Transmigration
serta Keputusan Menteri Tenaga Kerja dan Transmigrasi No. Kep No. Kep 255/Men/2003 on Procedures for the Formation and
255/Men/2003 tentang Tatacara Pembentukan dan Susunan Composition of Membership of the Bipartite Labor Relations
Keanggotaan LKS Bipartit, Garuda Indonesia telah memiliki Committee (LKS Bipartit), Garuda Indonesia has a Collective Labor
Perjanjian Kerja Bersama (PKB) yang disusun manajemen Agreement (CLA) drafted by management in collaboration with the
bersama dengan Serikat Pekerja. Dalam hal ini, Perseroan Labor Union. In this regard, the Company states that 100% of its
menyampaikan bahwa 100% karyawan telah tercakup dalam employees are covered by the current Collective Labor Agreement
Perjanjian Kerja Bersama (PKB) yang berlaku. Cakupan penuh ini (PKB) . This full coverage reflects the Company’s commitment
mencerminkan komitmen Perseroan dalam memastikan seluruh to ensuring that all employment relationships are managed
hubungan kerja diatur secara transparan, adil, dan selaras dengan transparently, fairly, and in accordance with applicable laws and
ketentuan peraturan perundang-undangan yang berlaku. regulations.
Pengelolaan hubungan industrial dilakukan Perseroan dengan The Company manages industrial relations by committing to
berkomitmen menjalankan ketentuan-ketentuan dalam implement the provisions of the Collective Labor Agreement
Perjanjian Kerja Bersama (PKB) periode 2018-2020 beserta (CLA) for the 2018–2020 period and its extensions to ensure
perpanjangannya agar tetap diimplementasikan dengan baik they are properly implemented in coordination with the Labor
dengan berkoordinasi bersama Serikat Pekerja sampai dengan Union until the latest CLA is established, as the Company is
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PKB terbaru ditetapkan mengingat hingga saat ini Perseroan currently still in the process of negotiating the renewal of the
masih dalam proses perundingan pembaharuan PKB bersama CLA with the Labor Union. The Company maintains open channels
Serikat Pekerja. Perseroan membuka ruang komunikasi baik of communication with both the Labor Union and employees
kepada Serikat Pekerja maupun pekerja sebagai sarana untuk as a means for conveying rights, obligations, grievances, and
menyampaikan hak, kewajiban, keluh-kesah, dan ide-ide yang ideas aimed at fostering a harmonious working relationship
bertujuan untuk menciptakan suasana hubungan kerja yang between employees and Company management. The Company
harmonis antara pekerja dan manajemen Perseroan. Perseroan actively undertakes efforts to resolve any industrial disputes in
secara aktif melakukan upaya-upaya dalam rangka penyelesaian accordance with the CLA and applicable laws.
setiap perselisihan industrial dengan mengacu kepada PKB dan
Undang-undang yang berlaku.
Seiring dengan kebijakan manajemen untuk tetap menjaga In line with management’s policy to maintain communication
komunikasi antara manajemen dan pekerja, Perseroan tetap between management and employees, the Company continues
meningkatkan intensitas komunikasi dengan serikat pekerja, to enhance the intensity of communication with the labor union,
termasuk dengan pekerja secara langsung sebagai sarana untuk including direct communication with employees, as a means for
menyampaikan hak, kewajiban, keluh kesah, termasuk ide-ide employees to express their rights, obligations, grievances, and
dari pegawai yang bertujuan untuk menciptakan hubungan kerja ideas aimed at fostering harmonious labor relations and achieving
yang harmonis serta tercapainya tujuan Perseroan. Berkaca pada the Company’s objectives. Reflecting on the various activities
berbagai kegiatan antara manajemen dan serikat pekerja di atas between management and labor unions as described above
membuktikan bahwa Garuda Indonesia menjamin kebebasan demonstrates that Garuda Indonesia guarantees its employees’
karyawannya untuk berserikat, sebagaimana diatur dalam freedom of association, as stipulated in Law of the Republic of
Undang-Undang Republik Indonesia Nomor 21 Tahun 2000 Indonesia No. 21 of 2000 on Labor Unions, Law of the Republic
tentang Serikat Pekerja/Serikat Buruh, Undang-Undang Republik of Indonesia No. 13 of 2003 on Manpower, and ILO Convention
Indonesia Nomor 13 Tahun 2003 tentang Ketenagakerjaan, serta No. 87/1948 on Freedom of Association and Protection of the
Konvensi ILO No.: 87/1948 tentang Kebebasan Berserikat dan Right to Organize. During 2025, there were no work strikes by
Perlindungan atas Hak Berorganisasi (Freedom of Association employees. Consequently, no workdays were lost due to strikes
and Protection of Right to Organize). Selama tahun 2025, tidak during that period.
terdapat penghentian kerja (pemogokan kerja) yang dilakukan
oleh pegawai. Dengan demikian, tidak terdapat hari kerja yang
hilang akibat aksi mogok selama periode tersebut.
TENAGA KERJA ANAK DAN TENAGA KERJA PAKSA CHILD LABOR AND FORCED LABOR [OJK F.19]
[OJK F.19]
Garuda Indonesia berkomitmen untuk mendukung penuh Garuda Indonesia is fully committed to supporting the elimination
penghapusan pekerja anak dan praktik kerja paksa. Upaya of child labor and forced labor practices. A concrete effort to
nyata untuk mengukuhkan dukungan tersebut adalah Perseroan reinforce this commitment is that the Company has clear policies
memiliki kebijakan yang jelas tentang usia minimal karyawan regarding the minimum age of employees and their working
maupun jam kerja karyawan. Usia minimal karyawan adalah 18 hours. The minimum age for employees is 18 years, while the
tahun, sedangkan jam kerja yang disepakati adalah 8 (delapan) agreed working hours are 8 (eight) hours per day and 40 (forty)
jam 1 (satu) hari dan 40 (empat puluh) jam 1 (satu) minggu untuk hours per week for a 5 (five)-day workweek, in accordance with
5 (five) hari kerja dalam 1 (satu) minggu, sesuai dengan pasal 77 Article 77 of Law No. 13 of 2003 on Manpower.
Undang-Undang No. 13 tahun 2003 tentang Ketenagakerjaan.
Selain itu, Garuda Indonesia juga memberlakukan sistem sistem Additionally, Garuda Indonesia implements a shift work system,
kerja bergiliran (shift work), yang pengaturannya disesuaikan the arrangements for which are tailored to the operational
dengan kondisi lapangan pekerjaan pada beberapa unit kerja dan conditions of specific work units and employee levels. Under
level karyawan tertentu. Dengan pengaturan tersebut, apabila these arrangements, any excess working hours are counted as
terdapat kelebihan waktu kerja, hal itu akan diperhitungkan overtime, and the compensation rates have been established
sebagai kerja lembur yang besaran kompensasinya telah by the Company to ensure employees are not disadvantaged.
ditetapkan Perseroan sehingga tidak merugikan karyawan. Tak Furthermore, Garuda Indonesia provides employees with
hanya itu, Garuda Indonesia juga memberikan kesempatan opportunities to rest during specific hours.
kepada karyawan untuk beristirahat pada jam-jam tertentu.
Penetapan batasan yang jelas tentang usia dan jam kerja karyawan The establishment of clear limits on the age and working hours
merupakan implementasi undang-undang ketenagakerjaan dan of employees constitutes the implementation of labor laws and
beberapa regulasi yang lain, seperti Undang-Undang Republik several other regulations, such as Law of the Republic of Indonesia
Indonesia No. 20 Tahun 1999 tentang Pengesahan ILO Convention No. 20 of 1999 on the Ratification of ILO Convention No. 138
No. 138 Concerning Minimum Age for Admission to Employment Concerning the Minimum Age for Admission to Employment,
(Konvensi ILO Mengenai Usia Minimum untuk Diperbolehkan and the Law of the Republic of Indonesia No. 1 of 2000 on the
Bekerja), dan Undang-Undang Republik Indonesia No. 1 Tahun Ratification of ILO Convention No. 182 Concerning the Prohibition
2000 tentang Pengesahan ILO Convention No. 182 Concerning and Immediate Action for the Elimination of the Worst Forms of
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The Prohibition And Immediate Action for The Elimination of The Child Labor. Furthermore, clear policies regarding working hours,
Worst Forms of Child Labour (Konvensi ILO No. 182 mengenai including regulations on overtime to prevent forced labor, are in
Pelarangan dan Tindakan Segera Penghapusan Bentuk-Bentuk line with Law of the Republic of Indonesia No. 19 of 1999 on the
Pekerjaan Terburuk untuk Anak). Adapun kebijakan tentang jam Ratification of ILO Convention No. 105 Concerning the Abolition
kerja yang jelas, termasuk pengaturan tentang lembur sehingga of Forced Labor.
tidak terjadi kerja paksa, sejalan dengan Undang-Undang
Republik Indonesia No. 19 Tahun 1999 tentang Pengesahan ILO
Convention No. 105 Concerning The Abolition of Forced Labour
(Konvensi ILO Mengenai Penghapusan Kerja Paksa).
UPAH MINIMUM REGIONAL [OJK F.20] REGIONAL MINIMUM WAGE [OJK F.20]
Jumlah dan besaran remunerasi Perseroan ditentukan The amount and level of the Company’s remuneration are
berdasarkan prinsip keadilan internal (internal equity) dan daya determined based on the principles of internal equity and
saing (external competitiveness) dengan mempertimbangkan external competitiveness, considering the position, competencies,
posisi jabatan, kompetensi, tingkat tanggung jawab, serta level of responsibility, and accountability of each employee.
akuntabilitas masing-masing pegawai. Penetapan remunerasi Remuneration is determined based on objective, measurable, and
dilakukan berdasarkan kriteria yang objektif, terukur, dan transparent criteria, and is adjusted to the Company’s financial
transparan, serta disesuaikan dengan kemampuan keuangan capacity and position in the labor market.
dan posisi Perseroan di pasar tenaga kerja.
Struktur penggajian di Perseroan dikelompokkan berdasarkan The Company’s pay structure is categorized by profession,
kategori profesi, yaitu penerbang, awak kabin, dan pegawai darat namely pilots, cabin crew, and ground staff, which includes the
(ground staff) yang mencakup unit Head Office dan Branch Head Office and Branch Office (HOBO) units. Remuneration
Office (HOBO). Komponen remunerasi terdiri atas fixed pay dan components consist of fixed pay and variable pay in accordance
variable pay sesuai dengan ketentuan yang berlaku. with applicable regulations.
Peninjauan dan penyesuaian penggajian bagi seluruh pegawai Reviews and adjustments to salaries for all employees are
dilakukan secara berkala berdasarkan ketentuan dalam Perjanjian conducted periodically in accordance with the provisions of the
Kerja Bersama (PKB) dengan memperhatikan tingkat inflasi, Collective Labor Agreement (PKB) while paying attention to
kemampuan finansial Perseroan dan pencapaian kinerja individu the inflation rate, the Company’s financial capacity, and the
dan Perusahaan performance achievements of both the individual and the
Company
Strategi remunerasi Perseroan disusun dengan mengacu pada The Company’s remuneration strategy is formulated based
prinsip MMC (Market, Meritocracy, dan Company Capability), on the MMC principles (Market, Meritocracy, and Company
yaitu: Capability), namely:
1. Market, dengan memperhatikan standar remunerasi yang 1. Market, by considering prevailing remuneration standards
berlaku di industri dan pasar tenaga kerja; in the industry and the labor market;
2. Meritocracy, dengan mengaitkan remunerasi pada kinerja, 2. Meritocracy, by correlating remuneration with employee
kontribusi, dan produktivitas pegawai; performance, contributions, and productivity;
3. Company Capability, dengan mempertimbangkan 3. Company Capability, by considering the Company’s financial
keberlanjutan dan kemampuan keuangan Perseroan, baik sustainability and capacity, both for the current year and
pada tahun berjalan maupun proyeksi masa mendatang. future projections.
Perseroan memberikan penghargaan kepada Pegawai yang telah The Company recognizes employees who have contributed and
berkontribusi dan memberikan loyalitas selama masa kerja demonstrated loyalty over specific tenure periods—specifically
tertentu yaitu untuk masa kerja 10 tahun, 20 tahun, 30 tahun, for 10, 20, 30, and 35 years of service—in accordance with
dan 35 tahun sesuai dengan ketentuan yang berlaku. applicable regulations.
Pada tahun 2025, Perseroan berkomitmen untuk terus In 2025, the Company is committed to continuing to optimize
mengoptimalkan kinerja pegawai melalui penerapan kebijakan employee performance through the implementation of a
remunerasi yang kompetitif dan berkeadilan, meliputi besaran gaji competitive and equitable remuneration policy, including basic
pokok, tunjangan, FATA (Flight Allowance & Travel Allowance), fasilitas salary amounts, allowances, FATA (Flight Allowance & Travel
perangkat kerja, fasilitas Kesehatan, dan benefit lainnya dengan Allowance), work equipment, healthcare, and other benefits
tetap memperhatikan prinsip kehati-hatian, tata kelola perusahaan while adhering to the principles of prudence, good corporate
yang baik (Good Corporate Governance), dan keberlanjutan usaha. governance, and business sustainability.
Berkaitan dengan kebijakan remunerasi, Garuda Indonesia Regarding its compensation policy, Garuda Indonesia has also
juga telah menerapkan standar penggajian berdasarkan implemented a pay scale based on employee rankings and job
pemeringkatan pegawai dan jenjang jabatan. Untuk levels. To ensure competitive compensation, Garuda Indonesia
memberikan remunerasi yang kompetitif, Garuda Indonesia conducts compensation surveys within the industry while
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mengikuti remuneration survey pada industri sejenis dengan adhering to labor laws and Regional Minimum Wage (UMR)
memperhatikan dan mematuhi undang-undang ketenagakerjaan regulations. All permanent and non-permanent employees
dan peraturan Upah Minimum Regional (UMR). Seluruh pegawai (excluding outsourced staff) at the lowest level of Garuda
tetap maupun tidak tetap (selain outsource) level terendah Indonesia receive remuneration above the Regional Minimum
Garuda Indonesia menerima remunerasi di atas ketentuan Upah Wage (UMR) applicable at the Head Office in DKI Jakarta, with
Minimum Regional (UMR) yang berlaku di Head Office yaitu di the lowest wage ratio received by employees in 2025 compared
DKI Jakarta dengan Rasio terendah upah yang diterima karyawan to the UMR being 1:1.25. Furthermore, for fixed-term contract
pada tahun 2025 dibandingkan dengan UMR adalah 1 : 1,25. (PKWT) employees in the outsourced category (contract workers)
Selanjutnya bagi pegawai PKWT kategori Outsource (Tenaga Alih at the lowest level, remuneration is set at the same value as the
Daya) untuk level terendah menerima remunerasi dengan nilai applicable Regional Minimum Wage (UMR) in each respective
sama dengan ketentuan Upah Minimum Regional (UMR) yang region, with the following details:
berlaku di masing-masing daerah dengan rincian sebagai berikut:
Imbal Jasa Karyawan
Persentase
Kota/Provinsi/ Daerah Branch Office Upah Minimum Provinsi (Rp) Tingkat Terendah (Rp)
City/Province/Region of Branch Office Provincial Minimum Wage (IDR)
(%)
Compensation of Lowest-Level
Percentage (%)
Employee (Rp)
DKI Jakarta
Rp5.396.761 Rp5.396.761 100
Special Capital Region of Jakarta
Kota Medan
Rp4.014.072 Rp4.014.072 100
City of Medan
Kota Bengkulu
Rp2.930.669 Rp2.930.669 100
City of Bengkulu
Kota Batam
Rp4.989.600 Rp4.989.600 100
City of Batam
Kota Banda Aceh
Rp3.898.856 Rp3.898.856 100
City of Banda Aceh
Kota Jambi
Rp3.607.223 Rp3.607.223 100
City of Jambi
Kota Padang
Rp2.994.193 Rp2.994.193 100
City of Padang
Kota Pangkalpinang
Rp3.876.600 Rp3.876.600 100
City of Pangkalpinang
Kota Pekanbaru
Rp3.675.938 Rp3.675.938 100
City of Pekanbaru
Kota Palembang
Rp3.916.635 Rp3.916.635 100
City of Palembang
Kabupaten Belitung
Rp3.867.600 Rp3.867.600 100
Belitung Regency
Kota Bandar Lampung
Rp3.305.367 Rp3.305.367 100
City of Bandar Lampung
Kota Tanjung Pinang
Rp3.623.654 Rp3.623.654 100
City of Tanjung Pinang
Kota Bandung
Rp4.482.914 Rp4.482.914 100
City of Bandung
Kabupaten Bima
Rp2.637.147 Rp2.637.147 100
Bima Regency
Kabupaten Banyuwangi
Rp2.810.139 Rp2.810.139 100
Banyuwangi Regency
Kota Yogyakarta
Rp2.655.024 Rp2.655.024 100
City of Yogyakarta
Kabupaten Malang
Rp3.553.530 Rp3.553.530 100
Malang Regency
Kota Surakarta
Rp2.416.560 Rp2.416.560 100
City of Surakarta
Kota Semarang
Rp3.454.827 Rp3.454.827 100
City of Semarang
Kota Surabaya
Rp4.961.753 Rp4.961.753 100
City of Surabaya
Kabupaten Badung
Rp3.534.339 Rp3.534.339 100
Badung Regency
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Imbal Jasa Karyawan
Persentase
Kota/Provinsi/ Daerah Branch Office Upah Minimum Provinsi (Rp) Tingkat Terendah (Rp)
City/Province/Region of Branch Office Provincial Minimum Wage (IDR)
(%)
Compensation of Lowest-Level
Percentage (%)
Employee (Rp)
Kabupaten Jember
Rp2.838.642 Rp2.838.642 100
Jember Regency
Kota Kupang
Rp2.396.696 Rp2.396.696 100
City of Kupang
Kota Mataram
Rp2.859.620 Rp2.859.620 100
City of Mataram
Kabupaten Manokwari
Rp3.615.000 Rp3.615.000 100
Manokwari Regency
Kota Samarinda
Rp3.724.437 Rp3.724.437 100
City of Samarinda
Kabupaten Manggarai Barat
Rp2.328.969 Rp2.328.969 100
West Manggarai Regency
Kota Ambon
Rp3.185.733 Rp3.185.733 100
City of Ambon
Kota Banjarmasin
Rp3.599.182 Rp3.599.182 100
City of Banjarmasin
Kabupaten Berau
Rp4.081.396 Rp4.081.396 100
Berau Regency
Kabupaten Biak Numfor
Rp4.285.850 Rp4.285.850 100
Biak Numfor Regency
Kota Balikpapan
Rp3.701.509 Rp3.701.509 100
City of Balikpapan
Kota Jayapura
Rp4.285.850 Rp4.285.850 100
City of Jayapura
Kota Gorontalo
Rp3.405.144 Rp3.405.144 100
City of Gorontalo
Kota Kendari
Rp3.314.389 Rp3.314.389 100
City of Kendari
Kota Manado
Rp3.775.425 Rp3.775.425 100
City of Manado
Kabupaten Mamuju
Rp3.122.680 Rp3.122.680 100
Mamuju Regency
Kabupaten Merauke
Rp4.285.850 Rp4.285.850 100
Merauke Regency
Kabupaten Nabire
Rp4.285.850 Rp4.285.850 100
Nabire Regency
Kota Palangka Raya
Rp3.525.154 Rp3.525.154 100
City of Palangka Raya
Kota Palu
Rp3.386.588 Rp3.386.588 100
City of Palu
Kota Pontianak
Rp3.205.220 Rp3.205.220 100
City of Pontianak
Kota Sorong
Rp3.614.000 Rp3.614.000 100
City of Sorong
Kabupaten Mimika
Rp5.005.678 Rp5.005.678 100
Mimika Regency
Kota Tarakan
Rp4.460.405 Rp4.460.405 100
City of Tarakan
Kota Ternate
Rp3.461.250 Rp3.461.250 100
City of Ternate
Kota Makassar
Rp3.880.137 Rp3.880.137 100
City of Makassar
Selain memberikan remunerasi kepada karyawan, Garuda In addition to providing compensation to employees, Garuda
Indonesia juga memberikan penyediaan berbagai fasilitas Indonesia also offers various support facilities to enhance
penunjang guna meningkatkan motivasi serta produktivitas motivation and work productivity. The facilities provided include:
kerja. Adapun fasilitas yang diberikan di antaranya:
1. Penghargaan kinerja, sesuai dengan kinerja dan kontribusi 1. Performance awards, based on the performance and
dari masing-masing pegawai; contributions of each employee;
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2. Insentif Sales untuk memastikan pencapaian revenue dan 2. Sales incentives to ensure the company’s revenue and sales
sales perseroan; targets are achieved;
3. Jaminan kesehatan pegawai dan keluarganya termasuk 3. Health insurance for employees and their families, including
fasilitas kacamata dan persalinan; eyewear and maternity benefits;
4. Jaminan sosial tenaga kerja (BPJS); 4. Social security for employees (BPJS);
5. Asuransi Personal Accident; 5. Personal Accident Insurance;
6. Tunjangan Hari Raya (THR); 6. Holiday Allowance (THR);
7. Tunjangan cuti tahunan; 7. Annual leave allowance;
8. Tunjangan Tengah Tahun; 8. Mid-Year Allowance;
9. Tunjangan Shift; 9. Shift Allowance;
10. Fasilitas pindah bagi pegawai yang mutasi; 10. Relocation benefits for transferred employees;
11. Fasilitas Konsesi; 11. Concession benefits;
12. Program pensiun; 12. Pension program;
13. Fasilitas kegiatan seni dan olahraga bagi Pegawai. 13. Arts and sports activity benefits for employees.
Selain itu, Perseroan juga memberikan hak cuti melahirkan kepada In addition, the Company also provides maternity leave benefits to
karyawan. Garuda Indonesia telah memiliki program cuti melahirkan employees. Garuda Indonesia has a maternity leave program for
baik bagi karyawan laki-laki maupun perempuan yang tercantum both male and female employees, as stipulated in the Collective
dalam Perjanjian Kerja Bersama untuk karyawan tetap dan Kontrak Labor Agreement for permanent employees and the Employment
Kepegawaian dengan Pihak Ketiga untuk karyawan outsource. Contract with Third Parties for outsourced employees.
Terkait dengan program pensiun, Perseroan telah memiliki Regarding the pension program, the Company has provisions
ketentuan yang mengatur pemberian hak kesejahteraan governing the provision of employee welfare benefits upon the
karyawan setelah berakhirnya masa kerja (usia pensiun) baik end of employment (retirement age), whether mandatory or
yang bersifat mandatory ataupun ketentuan internal perusahaan, internal company regulations, as set forth in the Human Capital
yang tertuang dalam Human Capital Manual chapter 8.3.5.8 dan Manual, Chapter 8.3.5.8, and the Cooperation Agreement (PKS)
Perjanjian Kerjasama (PKS) antara Perusahaan dan Pihak Ketiga. between the Company and Third Parties.
LINGKUNGAN BEKERJA YANG LAYAK DAN AMAN A DECENT AND SAFE WORKING ENVIRONMENT
[OJK F.21, TR-AL-540a.1, TR-AF-540a.1] [OJK F.21, TR-AL-540a.1, TR-AF-540a.1]
Perseroan menyadari bahwa lingkungan kerja yang layak dan The Company recognizes that a safe and decent work environment
aman sesuai kaidah Kesehatan dan Keselamatan Kerja (K3) akan in accordance with Occupational Safety and Health (OSH)
memberikan dampak positif pada meningkatkan produktivitas standards will have a positive impact on increasing employee
karyawan yang pada akhirnya akan meningkatkan kinerja productivity, which will ultimately improve the Company’s
perusahaan. Oleh karenanya, Perseroan senantiasa berkomitmen performance. Therefore, the Company remains committed to
untuk mewujudkan lingkungan kerja terbaik dengan mematuhi creating the best possible work environment by complying with
regulasi yang berlaku, baik yang berkaitan dengan keselamatan applicable regulations, including those related to workplace
kerja, kesehatan, maupun penyakit akibat kerja. safety, health, and work-related illnesses.
Kesehatan Kerja menjadi perhatian utama Perseroan sebagai Occupational Health is a primary concern for the Company
bentuk kepatuhan terhadap Pasal 98, Undang-Undang Republik as a form of compliance with Article 98 of Law of the Republic
Indonesia Nomor 17 Tahun 2023 tentang Kesehatan, yang mengatur of Indonesia Number 17 of 2023 on Health, which stipulates
bahwa pemberi kerja bertanggung jawab melaksanakan upaya that employers are responsible for implementing occupational
kesehatan kerja yang terintegrasi dengan sistem keselamatan dan health efforts integrated with the Occupational Safety and Health
kesehatan kerja. Sejalan dengan itu, Perseroan juga berkomitmen system. As a result, the Company is also committed to complying
untuk mematuhi peraturan terkait Keselamatan Kerja yaitu with regulations related to Occupational Safety, namely Law of
Undang-Undang Republik Indonesia Nomor 1 Tahun 1970 tentang the Republic of Indonesia No. 1 of 1970 on Occupational Safety,
Keselamatan Kerja, yaitu setiap tenaga kerja berhak mendapat which states that every worker has the right to protection of their
perlindungan atas keselamatannya dalam melakukan pekerjaan safety while performing work for the sake of their well-being
untuk kesejahteraan hidup dan meningkatkan produksi serta and to enhance national production and productivity, and that
produktivitas nasional, dan setiap orang lainnya yang berada di the safety of every other person present at the workplace must
tempat kerja perlu terjamin pula keselamatannya. also be ensured.
Dalam upaya untuk menciptakan lingkungan kerja yang layak dan In an effort to create a decent and safe work environment, the
aman, Perusahaan mengelola dan menerapkan Sistem Manajemen Company manages and implements the Occupational Health and
Keselamatan dan Kesehatan Kerja (SMK3) dan Safety Management Safety Management System (SMK3) and the Safety Management
System (SMS). Penerapan prinsip keselamatan dan kesehatan kerja System (SMS). The application of Occupational Safety and Health
tidak hanya berfokus pada kepatuhan terhadap regulasi, tetapi principles is not only focused on regulatory compliance but also
juga mencerminkan komitmen manajemen dan seluruh karyawan reflects the commitment of Garuda Indonesia’s management and
Garuda Indonesia untuk bekerja sama dalam mengimplementasikan all employees to collaborate in implementing these provisions
ketentuan tersebut secara disiplin dan berkelanjutan. in a disciplined and sustainable manner.
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Terciptanya lingkungan yang layak juga didukung oleh penyediaan The creation of a decent environment is also supported by the
fasilitas kerja yang aman, bersih dan nyaman. Perseroan telah provision of safe, clean, and comfortable work facilities. The
menyediakan fasilitas seperti toilet, ruang makan, ruang menyusui, Company has provided facilities such as restrooms, dining areas,
penitipan anak, alat deteksi asap, fasilitas pemadam kebakaran, nursing rooms, childcare facilities, smoke detectors, fire safety
tempat ibadah, tempat parkir, fasilitas kesehatan berupa klinik dan equipment, places of worship, parking lots, healthcare facilities
ruang Pertolongan Pertama pada Kecelakaan (P3K), serta fasilitas including clinics and First Aid stations, as well as other amenities
lainnya untuk mendukung kenyamanan dan keselamatan karyawan to support employee comfort and safety while performing their
dalam menjalankan pekerjaannya. duties.
Garuda Indonesia KidsLounge
Operated by PlayTime Daycare
Sebagai upaya Garuda Indonesia untuk meningkatkan produktivitas karyawan serta untuk memberikan rasa tenang dan nyaman bagi karyawan,
khususnya yang memiliki anak berusia balita, Perseroan telah menghadirkan fasilitas “Garuda Indonesia Kids Lounge” (Operated by PlayTime
Daycare), yang berlokasi di Gedung Manajemen Garuda Indonesia. Fasilitas daycare bertujuan untuk mendukung kesejahteraan karyawan dengan
menyediakan tempat yang aman dan nyaman untuk anak-anak karyawan selama jam kerja, sehingga karyawan dapat lebih fokus dan produktif,
sambil menjaga keseimbangan kehidupan kerja dan keluarga. Hal ini tidak hanya menguntungkan karyawan tetapi juga perusahaan, dalam bentuk
kepuasan, loyalitas, dan peningkatan kinerja.
As part of Garuda Indonesia’s efforts to enhance employee productivity and provide peace of mind and comfort for employees—particularly
those with toddlers—the Company has introduced the “Garuda Indonesia Kids Lounge” (Operated by PlayTime Daycare), located in the Garuda
Indonesia Management Building. The daycare facility aims to support employee well-being by providing a safe and comfortable place for
employees’ children during working hours, so that employees can be more focused and productive, while maintaining a work-life balance. This
benefits not only employees but also the company, in the form of satisfaction, loyalty, and improved performance.
SISTEM KESELAMATAN DAN KESEHATAN KERJA [GRI OCCUPATIONAL SAFETY AND HEALTH SYSTEM [GRI
403-1,403-8, TR-AL-540a.1] 403-1, 403-8, TR-AL-540a.1]
Garuda Indonesia berkomitmen untuk menciptakan lingkungan Garuda Indonesia is committed to creating a safe, healthy, and
kerja yang aman, sehat, dan kondusif bagi seluruh pekerja conducive work environment for all employees through the
melalui penerapan sistem manajemen keselamatan dan implementation of an integrated Occupational Safety and Health
kesehatan kerja (K3) yang terintegrasi. Penerapan sistem K3 (OSH) management system. The implementation of this OHS
tersebut dilaksanakan dengan mengacu pada berbagai ketentuan system is done in accordance with various applicable laws and
peraturan perundang-undangan yang berlaku di Indonesia regulations in Indonesia as well as international safety standards
serta standar keselamatan internasional yang relevan dengan relevant to the aviation industry.
industri penerbangan.
Secara regulatif, penerapan K3 di lingkungan Perseroan In terms of regulatory, the implementation of OHS within
berpedoman pada sejumlah peraturan perundang-undangan, the Company is guided by a number of laws and regulations,
antara lain: including:
1. Undang-Undang No. 1 Tahun 1970 tentang Keselamatan 1. Law No. 1 of 1970 on Occupational Safety;
Kerja;
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2. Undang-Undang No. 23 tahun 1992 tentang Kesehatan; 2. Law No. 23 of 1992 on Health;
3. Undang-Undang No. 36 Tahun 2009 tentang Kesehatan; 3. Law No. 36 of 2009 on Health;
4. Undang-undang No. 13 Tahun 2003 tentang Ketenagakerjaan; 4. Law No. 13 of 2003 on Labor;
5. Undang-Undang Republik Indonesia Nomor 1 Tahun 2009 5. Law of the Republic of Indonesia No. 1 of 2009 on Aviation;
tentang Penerbangan;
6. Undang-Undang Republik Indonesia Nomor 24 Tahun 2011 6. Law of the Republic of Indonesia No. 24 of 2011 on the Social
tentang Badan Penyelenggara Jaminan Sosial; Security Administration Agency;
7. Undang-Undang Republik Indonesia Nomor 17 Tahun 2023 7. Law of the Republic of Indonesia No. 17 of 2023 on Health;
tentang Kesehatan;
8. Undang-Undang Nomor 6 Tahun 2023 tentang Penetapan 8. Law No. 6 of 2023 on the Enactment of Government Regulation
Peraturan Pemerintah Pengganti Undang-Undang Nomor 2 in Lieu of Law No. 2 of 2022 on Job Creation into Law
Tahun 2022 tentang Cipta Kerja menjadi Undang-Undang
9. Keputusan Presiden No. 22 Tahun 1993 tentang Penyakit 9. Presidential Decree No. 22 of 1993 on Occupational Diseases;
yang Timbul Akibat Hubungan Kerja;
10. Peraturan Presiden Republik Indonesia Nomor 7 Tahun 2019 10. Presidential Regulation of the Republic of Indonesia No. 7 of
tentang Penyakit Akibat Kerja; 2019 on Occupational Diseases;
11. Peraturan Pemerintah No. 50 Tahun 2012 tentang Penerapan 11. Government Regulation No. 50 of 2012 on the Implementation
Sistem Manajemen K3; of the Occupational Safety and Health (OSH) Management
System;
12. Permenaker RI No. PER.02/MEN/1992 tentang Tata Cara 12. Ministry of Manpower Regulation No. PER.02/MEN/1992
Penunjukan Kewajiban dan Wewenang Ahli K3; on Procedures for Designating the Duties and Authorities
of Occupational Safety and Health Experts;
13. Peraturan Menteri Tenaga Kerja Nomor 4 Tahun 1987 tentang 13. Regulation of the Minister of Manpower No. 4 of 1987
Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3); concerning the Occupational Safety and Health Advisory
Committee (P2K3);
14. Peraturan Menteri Tenaga Kerja No. 5 tahun 1996 tentang 14. Regulation of the Minister of Manpower No. 5 of 1996
Sistem Manajemen Keselamatan dan Kesehatan Kerja concerning the Occupational Safety and Health Management
(SMK3); System (SMK3);
15. Peraturan Menteri Ketenagakerjaan Nomor 26 Tahun 2014 15. Regulation of the Minister of Manpower No. 26 of 2014
tentang Penyelenggaraan Penilaian Penerapan Sistem concerning the Implementation of the Assessment of
Manajemen Keselamatan dan Kesehatan Kerja; the Application of the Occupational Safety and Health
Management System;
16. Etika Bisnis & Etika Kerja PT Garuda Indonesia (Persero) Tbk 16. PT Garuda Indonesia (Persero) Tbk Business Ethics & Work
Tahun 2017. Ethics 2017.
Dalam implementasinya, Perseroan menerapkan dua sistem In its implementation, the Company applies two complementary
manajemen keselamatan yang saling melengkapi, yaitu Safety safety management systems, namely the Safety Management
Management System (SMS) dan Sistem Manajemen Keselamatan System (SMS) and the Occupational Safety and Health
dan Kesehatan Kerja (SMK3). Keduanya memiliki peran yang Management System (SMK3). Both play complementary roles.
saling melengkapi. Berikut penjabaran masing-masing: The following is a description of each:
Safety Management System (SMS) adalah pendekatan sistematis The Safety Management System (SMS) is a systematic approach
untuk mengelola keselamatan penerbangan, termasuk struktur to managing aviation safety, including organizational structure,
organisasi, tanggung jawab, kebijakan, dan prosedur. SMS responsibilities, policies, and procedures. The SMS focuses on
difokuskan pada keselamatan operasional penerbangan yang aviation operational safety in accordance with the ICAO (Annex
mengacu pada ICAO (Annex 19, Safety Management) dan CASR 19, Safety Management) and CASR Part 19. The management
Part 19. Pengelolaan SMS diawasi oleh otoritas penerbangan sipil of the SMS is overseen by the national civil aviation authority
nasional (Direktorat Jenderal Perhubungan Udara). Terdapat 4 (Directorate General of Civil Aviation). There are 4 (four) Main
(empat) Pilar Utama SMS: Safety Policy (Kebijakan Keselamatan), Pillars of the SMS: Safety Policy, Safety Risk Management, Safety
Safety Risk Management (Manajemen Risiko Keselamatan), Assurance, and Safety Promotion.
Safety Assurance (Penjaminan Keselamatan), Safety Promotion
(Promosi Keselamatan).
Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) The Occupational Safety and Health Management System (SMK3)
adalah sistem terstruktur yang menjamin keselamatan dan is a structured system that ensures Occupational Safety and
kesehatan kerja di lingkungan kerja secara menyeluruh, tidak Health throughout the workplace, not limited to flight operations
terbatas pada operasional penerbangan saja, tapi juga mencakup alone, but also covering other work areas such as hangars, offices,
area kerja lainnya seperti hanggar, kantor, gudang, dan lainnya. warehouses and others. The management of the SMK3 is based
Pengelolaan SMK3 mengacu pada ketentuan PP No. 50 Tahun 2012 on the provisions of Government Regulation No. 50 of 2012 on the
tentang SMK3 dan berdasarkan standar internasional seperti ISO SMK3 and international standards such as ISO 45001:2018. The
45001:2018. SMK3 diawasi oleh Kementerian Ketenagakerjaan. SMK3 is supervised by the Ministry of Manpower.
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Elemen Utama SMK3 meliputi Kebijakan, Perencanaan, The key elements of SMK3 include Policy, Planning,
Implementasi dan Operasi, Evaluasi dan Tindakan Perbaikan, Implementation and Operations, Evaluation and Corrective
Tinjauan Manajemen. Perusahaan penerbangan yang baik akan Actions, and Management Review. A responsible airline will
senantriasa mengintegrasikan SMS dan SMK3 agar tidak hanya consistently integrate the Safety Management System (SMS)
aman dalam penerbangan, tetapi juga menjamin kesejahteraan and the Occupational Safety and Health Management System
seluruh pegawainya. Misalnya, seorang teknisi pesawat tidak (SMK3) to ensure not only flight safety but also the well-being of
hanya dilindungi dari kesalahan operasional (SMS) tapi juga all its employees. For example, an aircraft technician is protected
dari bahaya kerja seperti bahan kimia berbahaya (SMK3). not only from operational errors (SMS) but also from workplace
hazards such as hazardous chemicals (SMK3).
Pada tahun 2025, untuk mendukung komitmen Garuda Indonesia In 2025, to support Garuda Indonesia’s commitment to
dalam penguatan tata kelola keselamatan semakin diperkuat strengthening safety governance, efforts were further reinforced
melalui perolehan sertifikasi Sistem Manajemen Keselamatan through the attainment of Occupational Safety and Health
dan Kesehatan Kerja (SMK3), dibuktikan dengan pelaksanaan Audit Management System (SMK3) certification, evidenced by
Eksternal Sistem Manajemen Keselamatan dan Kesehatan Kerja the conduct of an External Audit of the Occupational Safety
(SMK3) sesuai dengan Peraturan Pemerintah Nomor 50 Tahun 2012, and Health Management System (SMK3) in accordance with
dengan ruang lingkup evaluasi terhadap 166 kriteria penilaian. Audit Government Regulation No. 50 of 2012, with an evaluation scope
tersebut memperoleh capaian sebesar 93,37%, sehingga Perseroan including 166 criteria. The audit achieved a score of 93.37%,
berhak mendapatkan Sertifikat dan Bendera Emas SMK3 oleh thereby entitling the Company to receive the SMK3 Certificate
Kementerian Ketenagekerjaan Republik Indonesia. Hal ini sebagai and Gold Flag from the Ministry of Manpower of the Republic
bentuk pengakuan bahwa sistem pengelolaan K3 Perusahaan telah of Indonesia. This serves as recognition that the Company’s
memenuhi ketentuan regulasi nasional dan diterapkan secara efektif OHS management system has fulfilled national regulatory
di lingkungan kerja. requirements and is effectively implemented in the workplace.
Perseroan memberlakukan OSH&EMS yang memuat satu set The Company has implemented an OSH& EMS that sets forth
ekspektasi dan persyaratan yang harus dipatuhi atau dijadikan a set of expectations and requirements that must be complied
persyaratan minimum oleh seluruh (100%) insan Garuda with or adopted as minimum requirements by all (100%) Garuda
Indonesia, rekan bisnis, kontraktor, pemasok, dan seluruh Indonesia personnel, business partners, contractors, suppliers,
(100%) pihak lain yang terlibat dalam proses bisnis Garuda and all (100%) other parties involved in Garuda Indonesia’s
Indonesia termasuk di dalamnya semua karyawan dan pekerja business processes, including all employees and non-employee
yang bukan karyawan tetapi pekerjaannya dan/atau tempat workers whose work and/or workplace is controlled by Garuda
kerjanya dikendalikan oleh Garuda Indonesia. Indonesia.
Selain itu, pada tahun yang sama Garuda Indonesia juga Additionally, in the same year, Garuda Indonesia successfully
berhasil mempertahankan sertifikasi IATA Operational Safety maintained its IATA Operational Safety Audit (IOSA) certification
Audit (IOSA) yang diterbitkan oleh International Air Transport issued by the International Air Transport Association (IATA). This
Association (IATA). Sertifikasi IOSA tersebut menegaskan bahwa IOSA certification confirms that the Company’s aviation safety
sistem manajemen dan operasional keselamatan penerbangan management and operational systems have fulfilled stringent
Perseroan telah memenuhi standar keselamatan internasional international safety standards recognized globally.
yang ketat dan diakui secara global.
PEMETAAN RISIKO KERJA [GRI 403-2, TR-AF-430a.3] OCCUPATIONAL RISK ASSESSMENT [GRI 403-2, TR-AF-
430a.3]
IDENTIFIKASI BAHAYA DAN MANAJEMEN RISIKO HAZARD IDENTIFICATION AND SAFETY RISK MANAGEMENT
KESELAMATAN
Garuda Indonesia melaksanakan proses identifikasi bahaya secara Garuda Indonesia conducts a comprehensive hazard identification
menyeluruh pada seluruh aktivitas baik operasional penerbangan process across all activities, including both flight operations and
maupun lingkungan kerja. Identifikasi bahaya merupakan tanggung the work environment. Hazard identification is the responsibility
jawab setiap insan Perusahaan sesuai ruang lingkup tugasnya of every employee within the scope of their respective duties. The
masing-masing. Proses identifikasi bahaya dilakukan secara hazard identification process is conducted continuously through
berkelanjutan melalui pendekatan reaktif dan proaktif serta untuk both reactive and proactive approaches, covering both regular
aktivitas penerbangan reguler maupun non-reguler. Proses ini and non-regular flight operations. This process is carried out via
dijalankan melalui mekanisme pelaporan yang bersifat non-punitif a non-punitive and confidential reporting mechanism managed
dan confidential yang dikelola oleh Unit yang membidangi fungsi by the unit responsible for safety functions. Hazard identification
keselamatan. Laporan identifikasi bahaya akan menjadi perhatian reports are reviewed by management as a reference for the
manajemen sebagai acuan dalam proses perbaikan berkelanjutan. continuous improvement process.
Garuda Indonesia mendorong dan memfasilitasi seluruh karyawan Garuda Indonesia encourages and facilitates all employees at
di semua tingkat organisasi untuk menyampaikan laporan terkait all organizational levels to submit reports related to hazard
identifikasi bahaya. Perseroan memfasilitasi pelaporan identifikasi identification. The Company facilitates the reporting of potential
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potensi bahaya melalui platform electronic report (e-report) yang hazards through an electronic reporting (e-report) platform
dapat diakses melalui website https://safety.garuda-indonesia.com. accessible via the website https://safety.garuda-indonesia.com.
Setiap laporan identifikasi bahaya dianalisis untuk menentukan Each hazard identification report is analyzed to determine the
tingkat risiko kemudian langkah mitigasi dilaksanakan oleh Unit risk level, after which mitigation measures are implemented by
terkait untuk memastikan risiko tersebut dikendalikan hingga the relevant unit to ensure the risk is controlled to an acceptable
tingkat risiko yang diterima atau As Low as Reasonably Practicable level or As Low as Reasonably Practicable (ALARP). The reporter
(ALARP). Adapun pelapor akan memperoleh umpan balik mengenai will receive feedback regarding the progress of follow-up actions
perkembangan tindak lanjut atas laporan tersebut. on the report.
Sepanjang tahun 2025, tercatat sebanyak 3.136 laporan Throughout 2025, a total of 3,136 hazard identification reports
identifikasi bahaya yang diterima, dengan rate 38,5 per 1.000 were received, at a rate of 38.5 per 1,000 departures. This is a
departures. Hal ini merupakan indikasi positif atas kontribusi positive sign of employees’ contributions to identifying hazards
pegawai dalam mengidentifikasi bahaya untuk kemudian dapat so that they can be mitigated quickly and effectively.
dimitigasi secara cepat dan tepat.
INVESTIGASI INVESTIGATION
Garuda Indonesia melaksanakan investigasi insiden untuk Garuda Indonesia conducts incident investigations to identify
mengidentifikasi akar masalah (root cause) yang berkontribusi the root causes contributing to the incident, to prevent similar
terhadap insiden tersebut, guna mencegah terulangnya kejadian occurrences from recurring. The investigation process adheres
serupa. Pelaksanaan investigasi mengacu pada ketentuan baik to both international and national regulations, including ICAO
internasional dan nasional, antara lain ICAO Annex 13 tentang Annex 13 on Aircraft Accident and Incident Investigation, as well
Aircraft Accident and Incident Investigation, serta regulasi as national regulations such as CASR 830. All personnel involved
nasional seperti CASR 830. Seluruh personel yang terlibat dalam in the investigation are required to understand these standards
investigasi wajib memahami standar dan pedoman tersebut and guidelines as a minimum reference. The investigation results
sebagai acuan minimum. Hasil investigasi menjadi dasar untuk serve as the basis for risk management and mitigation, as well as
pengelolaan risiko dan mitigasi serta perbaikan berkelanjutan continuous improvement in the Occupational Safety and Health
dalam sistem manajemen keselamatan dan kesehatan kerja Management System and flight operational safety.
serta keselamatan operasional penerbangan.
Investigasi dari sisi SMK3 mengacu pada Permenaker No.03 From the OHS perspective, investigations are guided by Ministry
Tahun 1998 tentang Tata Cara Pelaporan dan Pemeriksaan of Manpower Regulation No. 03 of 1998 on Procedures for
Kecelakaan serta SK Kpedirjen Binwasnaker No. KEP.84/bw/1998 Reporting and Investigating Accidents, as well as Director General
tentang Cara Pengisian Formulir Laporan dan Analisis Statistik of Occupational Safety and Health Decision Letter No. KEP.84/
K3, regulasi tersebut telah disadur ke dalam prosedur internal bw/1998 on the Method for Filling Out OHS Report Forms and
perusahaan. Dalam implementasinya, pelaksanaan investigasi Statistical Analysis; these regulations have been incorporated
dilakukan oleh personel yang kompeten. into the company’s internal procedures. In practice, investigations
are conducted by competent personnel.
Garuda Indonesia melakukan identifikasi risiko kerja untuk menilai Garuda Indonesia conducts workplace risk assessments to evaluate
potensi terjadinya kecelakaan kerja di lingkungan Perseroan. the potential for workplace accidents within the Company. These
Identifikasi risiko kerja dilakukan karena kegiatan usaha di assessments are conducted because the company’s business
Perseroan memiliki risiko terjadinya kecelakaan kerja. Meskipun operations carry a risk of workplace accidents. Although this risk
risiko tersebut kecil, setiap potensi kecelakaan kerja harus is low, every potential workplace accident must be anticipated. In
diantisipasi. Selain menimbulkan kerugian secara langsung bagi addition to causing direct harm to the victim, workplace accidents
korban, kecelakaan kerja juga berpotensi menimbulkan dampak also have the potential to cause far greater impacts, such as
yang jauh lebih besar, seperti menurunnya reputasi perusahaan, damage to the company’s reputation, loss of work hours and days,
hilangnya jam dan hari kerja, menimbulkan tuntutan hukum legal claims, and so on. Based on the results of this identification,
dan sebagainya. Berdasarkan hasil identifikasi tersebut, Garuda Garuda Indonesia takes steps to minimize risks, as well as follows
Indonesia mengambil langkah-langkah untuk meminimalkan up and implements improvements if such risks occur, as outlined
risiko, serta melakukan tindak lanjut dan perbaikan apabila risiko in the following table:
tersebut terjadi sebagaimana disampaikan dalam tabel berikut:
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Tabel Pemetaan Risiko Kecelakaan Kerja Garuda Indonesia Tahun 2025
Table of Garuda Indonesia Workplace Accident Risk Mapping in 2025
Risiko Kecelakaan/ Upaya Insiden
Jenis
Penyakit yang Meminimalkan Tahun
Pekerjaan Upaya yang Dilakukan Atas Insiden
Type of
Timbul Akibat Kerja Risiko 2025 Actions Taken Regarding the Incident
Work-Related Measures to Incidents in
Work
InjuriesIllness Risks Minimize Risks 2025
Pemeriksaan paska
KLL di RS dan • Investigasi mendalam oleh investigator PT Aerotrans
dilakukan penanganan • Permintaan keterangan inves
emergensi. Diberikan • Me-refresh kembali training DDT kepada seluruh
penatalaksanaan pengemudi dan menambahkan materi observasi dan trik
sesuai dengan kondisi berkendara yang aman
dan konsultasi dokter • Perlu lebih intense dalam meningkatkan kewaspadaan
spesialis. pengemudi melalui safety campaign, leasson learn, dan
Injury on ground due to
Cabin Crew Post-accident 1 safety meeting/P5H
transport crew incident
examination at the • In-depth investigation by PT Aerotrans investigators
hospital, followed • Request for information from the investigator
by emergency • Refresh DDT training for all drivers and adding material on
treatment. Treatment observation and safe driving techniques
is provided based on • Need to be more proactive in enhancing driver awareness
the patient’s condition through safety campaigns, lessons learned, and safety
and consultation with meetings/P5H
a specialist.
Pertolongan pertama • Mengeluarkan Safety Advisory No: SA 032025 -
pada kecelakaan, Waspada Tuberlensi dan Prosedur Penanganan dalam
Rawat jalan dan Long Penerbangan (SA di distribusi ke all Pilot & Cabin crew)
sick diberikan sebagai • Koordinasi Departemental Quality Safety Manager
Injury in flight due to langkah pemulihan. (DQSM) Meeting
Cabin Crew 1
aircraft bumping First aid for accidents, • Issue Safety Advisory No. SA 032025 - Be Aware of
outpatient care, and Turbulence and In-Flight Procedures (SA distributed to all
long-term sick leave pilots and cabin crew)
are provided as • Departmental Coordination Meeting of Quality and Safety
recovery measures. Managers (DQSM)
• Meninjau kebijakan operasional untuk mewajibkan bahwa
tanda sabuk pengaman (seat belt sign) diaktifkan setiap
kali pesawat memasuki lapisan awan yang terkait dengan
pantulan radar, termasuk indikasi cuaca primer dan
sekunder di sepanjang jalur penerbangan.
• Menegakkan protokol standar bagi awak penerbangan
untuk memberikan briefing kepada awak kabin sebelum
dan selama setiap deviasi cuaca, serta memastikan bahwa
layanan kabin dihentikan ketika turbulensi diperkirakan
atau ketika tanda sabuk pengaman menyala.
• Menerapkan pengendalian yang lebih ketat untuk
memastikan bahwa setiap kejadian turbulensi berat dicatat
Pertolongan pertama
dengan benar dalam Aircraft Maintenance Log (AML),
pada kecelakaan,
sesuai dengan Boeing FCTM Bagian 1.4.
Rawat jalan dan Long
• Memperkuat kepatuhan terhadap OM-A Bab 23.4.12,
sick diberikan sebagai
yang mewajibkan awak untuk melaporkan cedera serius
Injury in flight due to langkah pemulihan.
Cabin Crew 1 pada penumpang atau awak kepada Operations Control
turbulunce First aid for accidents,
Center (OCC), mencari nasihat medis, dan menilai
outpatient care, and
kebutuhan untuk melakukan pengalihan penerbangan
long-term sick leave
dengan menggunakan semua sumber daya yang tersedia.
are provided as
• Menggunakan bagan kondisi turbulensi selama briefing
recovery measures
gabungan (Awak Penerbangan dan FOO), yang merinci
kondisi turbulensi yang diharapkan berdasarkan waypoint
atau sektor untuk membantu pengambilan keputusan
terkait aktivasi tanda sabuk pengaman dan keselamatan
kabin.
• Menetapkan dan menegakkan protokol dalam saluran
komunikasi perusahaan untuk memastikan bahwa
setiap laporan kejadian signifikan—termasuk namun
tidak terbatas pada cedera awak, masalah medis
penumpang, gangguan operasional, atau kejadian terkait
keselamatan—segera diekskalasi ke Operations Control
Center (OCC).
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Tabel Pemetaan Risiko Kecelakaan Kerja Garuda Indonesia Tahun 2025
Table of Garuda Indonesia Workplace Accident Risk Mapping in 2025
Risiko Kecelakaan/ Upaya Insiden
Jenis
Penyakit yang Meminimalkan Tahun
Pekerjaan Upaya yang Dilakukan Atas Insiden
Type of
Timbul Akibat Kerja Risiko 2025 Actions Taken Regarding the Incident
Work-Related Measures to Incidents in
Work
InjuriesIllness Risks Minimize Risks 2025
• Review operational policies to require that the seat belt
sign be activated whenever an aircraft enters a cloud layer
associated with radar reflections, including primary and
secondary weather indications along the flight path.
• Enforce standard protocols for flight crew to brief cabin
crew before and during any weather deviation, and ensure
that cabin service is paused when turbulence is anticipated
or when the seat belt sign is turned on.
• Implement stricter controls to ensure that every
occurrence of severe turbulence is properly recorded in
the Aircraft Maintenance Log (AML), in accordance with
Boeing FCTM Section 1.4.
• Strengthen compliance with OM-A Chapter 23.4.12, which
requires crew to report serious injuries to passengers
or crew to the Operations Control Center (OCC), seek
medical advice, and assess the need to divert the flight
using all available resources.
• Use turbulence condition charts during joint briefings
(Flight Crew and FOO), which detail expected turbulence
conditions based on waypoints or sectors to aid decision-
making regarding seatbelt sign activation and cabin
safety. Establish and enforce protocols within company
communication channels to ensure that any significant
incident report—including but not limited to crew injuries,
passenger medical issues, operational disruptions, or
safety-related incidents—is immediately escalated to the
Operations Control Center (OCC).
• Investigasi Korporat Awal Dan Tindakan Keselamatan
• Mandatory Occurrence Report disampaikan kepada KNKT
dan DKUPPU.
• Koordinasi dengan Pilot in Command (PIC) untuk
memperoleh kronologi awal kejadian, termasuk kondisi
penerbangan, tindakan awak pesawat, dan situasi kabin.
• Koordinasi dengan Station Manager Sydney dilakukan
untuk mendukung penanganan pasca penerbangan,
kesejahteraan awak, bantuan medis, serta tindak lanjut
operasional.
• Pemberitahuan dan koordinasi telah dilakukan dengan
Pertolongan pertama Komite Nasional Keselamatan Transportasi (KNKT) sesuai
pada kecelakaan, dengan ketentuan pelaporan yang berlaku.
Rawat jalan dan Long • Koordinasi dengan Australian Transport Safety Bureau
sick diberikan sebagai (ATSB) dilakukan untuk memastikan kepatuhan terhadap
Injury in flight due to langkah pemulihan. • Prosedur investigasi dan pelaporan internasional.
Cabin Crew 1
turbulunce First aid for accidents, • Initial Corporate Investigation and Safety Measures
outpatient care, and • A Mandatory Occurrence Report was submitted to the
long-term sick leave National Transportation Safety Committee (KNKT) and the
are provided as Directorate General of Civil Aviation (DKUPPU).
recovery measures. • Coordination with the Pilot in Command (PIC) to obtain
an initial chronology of the incident, including flight
conditions, crew actions, and the cabin situation.
• Coordination with the Sydney Station Manager was
conducted to support post-flight handling, crew welfare,
medical assistance, and operational follow-up.
• Notification and coordination have been carried out with
the National Transportation Safety Committee (KNKT) in
accordance with applicable reporting regulations.
• Coordination with the Australian Transport Safety
Bureau (ATSB) was conducted to ensure compliance with
international investigation and reporting procedures.
Dalam pelaksanaan kegiatan operasional di lapangan, sesuai In the course of their field operations, in accordance with the
SMK3 dan SMS, karyawan dapat melapor kondisi kerja yang tidak Occupational Health, Safety, and Environmental Management
aman maupun tindakan tidak aman pada saat bekerja melalui System (SMK3) and the Safety Management System (SMS),
sistem Integrated Electronic Safety Database (IESD) maupun Form employees may report unsafe working conditions or unsafe
Pelaporan Bahaya yang telah disediakan oleh Perseroan, yang acts while on the job through the Integrated Electronic Safety
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Sustainability Strategy and Policy Sustainability Performance Highlights
selanjutnya akan ditindaklanjuti oleh Unit Corporate Quality, Database (IESD) or the Hazard Reporting Form provided
Safety & Sustainability serta departemen terkait lainnya. Perseroan by the Company, which will then be followed up by the
senantiasa memberikan perlindungan kepada karyawan yang Corporate Quality, Safety & Sustainability Unit and other
melaporkan kejadian bahaya. relevant departments. The Company consistently provides
protection to employees who report hazardous incidents.
Selain itu, Perseroan telah mempersiapkan dan merespons Furthermore, the Company has prepared for and responds
keadaan darurat berupa kecelakaan penerbangan, ancaman to emergency situations such as aviation accidents, bomb
bom, pembajakan, penculikan, perang/kekacauan sipil, pandemik, threats, hijackings, kidnappings, war/civil unrest, pandemics,
dan bencana alam/kebakaran yang dapat berpengaruh terhadap and natural disasters/fires that may impact Garuda Indonesia’s
operasional penerbangan Garuda Indonesia. Kebijakan untuk flight operations. These policies for emergency preparedness
persiapan dan tanggap darurat ini tertuang dalam Emergency and response are outlined in the Emergency Response Plan
Response Plan (ERP) Manual. Untuk menjaga aspek kesiapsiagaan (ERP) Manual. To maintain the readiness of all personnel and
seluruh personil dan fasilitas yang digunakan untuk merespons facilities used to respond to emergencies that may occur at any
keadaan darurat yang bisa terjadi kapanpun, Garuda Indonesia. time, Garuda Indonesia conducted an ERP tabletop exercise in
telah melakukan ERP table top exercise yang dilaksanakan pada December 2024.
Desember 2024.
Perseroan juga memiliki program contigency plan, khusus The Company also has a contingency plan program specifically
untuk tindakan melawan hukum terhadap penerbangan sipil for illegal acts against civil aviation, such as hijacking, bomb
seperti Hijacking, Bomb Threat, Sabotage, dan lainnya. Program threats, sabotage, and others. These programs are also outlined
tersebut juga tertuang dalam AOSP dan SeMS. Untuk menjaga in the AOSP and SeMS. To maintain personnel competence
kompetensi dan ketanggapan personil saat menghadapi keadaan and responsiveness when facing emergencies, the Company
darurat, Perusahaan melakukan security exercise baik table top conducts security exercises, both tabletop (exercises conducted
(pelaksanaan exercise dilakukan secara parsial per case) maupun in phases per scenario) and full-scale (exercises conducted
full scale (pelaksanaan exercise dilakukan secara keseluruhan comprehensively involving all stakeholders and company assets,
dengan melibatkan seluruh stakeholder dan asset perusahaan, such as aircraft, aircrew, stations, and others).
seperti pesawat, aircrew, station, dan lainnya).
INSPEKSI DAN PENGAWASAN [GRI 403-7] INSPECTION AND SUPERVISION [GRI 403-7]
Garuda Indonesia menerapkan pendekatan sistematis untuk Garuda Indonesia implements a systematic approach to prevent
mencegah dan memitigasi dampak keselamatan dan kesehatan and mitigate Occupational Safety and Health impacts directly
kerja yang secara langsung terkait dengan hubungan bisnis related to business relationships through the implementation of
melalui pelaksanaan program quality assurance yang a quality assurance program conducted on a regular basis. This
dilaksanakan secara berkala. Program ini mencakup kegiatan program includes audit, surveillance, and inspection activities
audit, surveillance dan inspeksi sebagai evaluasi terhadap as evaluations of business partners, contractors, and service
mitra kerja, kontraktor, dan penyedia jasa yang terlibat dalam providers involved in flight operations, such as ground handling,
operasional penerbangan, seperti ground handling, maintenance, maintenance, cargo handling, catering, and other operational
cargo handling, catering dan fungsi operasional lainnya. functions.
Audit, surveillance dan inspeksi dilakukan untuk memastikan Audits, surveillance, and inspections are conducted to ensure
kepatuhan terhadap regulasi yang berlaku, standar operation compliance with applicable regulations, internal standard operating
procedure internal, serta penerapan SMS dan SMK3. Audit, procedures, and the implementation of the Safety Management
surveillance dan inspeksi kepada mitra bisnis dilaksanakan baik System (SMS) and Occupational Safety and Health Management
di Head Office ataupun Area Operasional di Stasiun Bandar System (SMK3). Audits, surveillance, and inspections of business
Udara. Pada tahun 2025, Garuda telah melaksanakan kegiatan partners are conducted both at the Head Office and at Operational
audit, surveillance dan inspeksi sebagai berikut: Areas at Airport Stations. In 2025, Garuda has carried out the
following audit, surveillance, and inspection activities:
Tabel Audit dan Surveillance Area Usaha Tahun 2025
Table of Audits and Surveillance by Business Area in 2025
Jenis Kegiatan Jumlah Kegiatan
No.
Type of Activity Number of Activities
28 Audit mencakup Audit di:
• 5 International Station
• 23 Domestic Station
1. Station Safety and OSH&E Audit
28 audits covering audits at:
• 5 International Stations
• 23 Domestic Stations
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Audit dan Surveillance Area Usaha Tahun 2025
Table of Audits and Surveillance by Business Area in 2025
Jenis Kegiatan Jumlah Kegiatan
No.
Type of Activity Number of Activities
5 Audit ke Head Office Service Provider:
• Gapura Angkasa (Ground Handling Provider)
• Aerofood ACS (Catering Provider)
• Integrasi Aviasi Solusi IAS (Cargo Provider)
• Pertamina Patra Niaga (Fuel Provider)
• Garuda Maintenance Facility (Maintenance Provider)
External Service Provider Audit
2.
External Service Provider Audit
5 Audits of Service Provider Head Offices:
• Gapura Angkasa (Ground Handling Provider)
• Aerofood ACS (Catering Provider)
• Integrasi Aviasi Solusi IAS (Cargo Provider)
• Pertamina Patra Niaga (Fuel Provider)
• Garuda Maintenance Facility (Maintenance Provider)
2 Surveillance telah dilaksanakan pada area:
• Ground Support Equipment Surveillance
• Maintenance Surveillance
3. Surveillance
2 Surveillance has been conducted in the following areas:
• Ground Support Equipment Surveillance
• Maintenance Surveillance
2 Inspeksi telah dilaksanakan pada:
• Security Operation Center (SOC) Room (Aero System Indonesia)
• Inspeksi armada bus dalam rangka mudik bersama GA Group (PT Aerotrans Services
Indonesia)
4. OSH&E Inspection
2 inspections were conducted at:
• Security Operations Center (SOC) Room (Aero System Indonesia)
• Bus fleet inspection in conjunction with the GA Group’s annual homecoming program (PT
Aerotrans Services Indonesia)
Selain itu, Perseroan memberikan safety induction kepada pihak In addition, the Company provides safety induction to both
internal maupun eksternal melalui berbagai metode, seperti internal and external parties through various methods, such
penayangan safety video untuk penumpang di pesawat, program as showing safety videos to passengers on aircraft, conducting
basic indoctrination untuk pegawai baru Perseroan, serta safety basic indoctrination programs for new employees, and providing
briefing bagi tamu atau pengunjung di kantor, guna memastikan safety briefings for guests or visitors at the office, to ensure a
pemahaman yang optimal tentang prosedur keselamatan di thorough understanding of safety procedures at every level.
setiap level.
PENGELOLA KESELAMATAN DAN KESEHATAN KERJA OCCUPATIONAL SAFETY AND HEALTH
[GRI 403-4] MANAGEMENT [GRI 403-4]
Pengelolaan keselamatan dan kesehatan kerja di Perseroan Occupational Safety and Health management at the Company
dilaksanakan oleh unit yang membidangi fungsi keselamatan is conducted by the unit responsible for safety functions by
dengan menerapkan Sistem Manajemen Keselamatan dan implementing the Occupational Safety and Health Management
Kesehatan Kerja (SMK3) dan Safety Management System (SMS). System (SMK3) and the Safety Management System (SMS).
Dalam penerapan SMS, Garuda Indonesia menyelenggarakan In implementing the SMS, Garuda Indonesia conducts periodic
safety management review secara berkala melalui berbagai forum safety management reviews through various coordination forums
koordinasi yang melibatkan unsur manajemen serta perwakilan involving management and representatives from operational units.
unit operasional. Forum tersebut berfungsi untuk meninjau These forums serve to review the company’s safety performance,
kinerja keselamatan perusahaan, mengevaluasi efektivitas evaluate the effectiveness of the safety management system,
sistem manajemen keselamatan, serta membahas berbagai isu and discuss various safety issues arising in operations. Through
keselamatan yang muncul dalam operasional. Melalui mekanisme this mechanism, employees and representatives of operational
ini, pekerja dan perwakilan unit operasional turut berpartisipasi units participate in the process of developing, implementing, and
dalam proses pengembangan, implementasi, dan evaluasi sistem evaluating the safety management system within the Company.
manajemen keselamatan di lingkungan Perseroan.
Proses safety management review dilaksanakan melalui beberapa The safety management review process is conducted through
forum berjenjang, yaitu Corporate Safety Committee (CSC) several tiered forums, namely the Corporate Safety Committee
sebagai forum tertinggi yang beranggotakan Board of Directors (CSC) as the highest-level forum comprising the Board of
dan dipimpin oleh President & CEO sebagai Accountable Directors and chaired by the President & CEO as the Accountable
Executive. Forum ini kemudian diikuti oleh Joint Safety Board Executive. This forum is followed by the Joint Safety Board (JSB),
(JSB) yang beranggotakan Group Head Unit Operasional dan which consists of Group Heads of Operational Units and is led by
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
dipimpin oleh Group Head yang membidangi fungsi keselamatan. the Group Head responsible for safety functions. Additionally,
Selain itu terdapat Departmental Quality & Safety Manager there is the Departmental Quality & Safety Manager (DQSM)
(DQSM) Meeting sebagai forum diskusi di tingkat manajerial Meeting as a discussion forum at the managerial level, as well
serta Business Unit Safety Meeting sebagai forum koordinasi as the Business Unit Safety Meeting as a safety coordination
keselamatan dengan anak usaha. forum with subsidiaries.
Pertemuan-pertemuan tersebut dilaksanakan secara berkala These meetings are held periodically as needed by the
sesuai dengan kebutuhan organisasi untuk membahas hasil organization to discuss safety analysis results, identify
analisis keselamatan, mengidentifikasi peluang perbaikan, serta opportunities for improvement, and establish mitigation measures
menetapkan langkah mitigasi terhadap risiko keselamatan. for safety risks. Through this mechanism, safety information flows
Melalui mekanisme ini, arus informasi keselamatan mengalir in both directions, that is from top management to operational
secara dua arah, baik dari tingkat manajemen puncak ke unit units and vice versa. It is ensuring that safety issues arising at
operasional maupun sebaliknya, sehingga isu keselamatan yang the operational level can be raised, discussed, and addressed at
muncul pada tingkat operasional dapat diangkat, didiskusikan, higher management levels as part of ongoing efforts to improve
dan ditindaklanjuti pada tingkat manajemen yang lebih tinggi safety performance.
sebagai bagian dari upaya peningkatan kinerja keselamatan
secara berkelanjutan.
Corporate Safety Committee (Annually)
Joint Safety Board (Twice a year)
Department Quality % Safety Meeting
(Schedule or Non-Schedule)
Business Unit Safety Meeting
(Schedule or Non-Schedule)
Dari sisi SMK3, Garuda Indonesia telah membentuk Panitia From an SMK3 perspective, Garuda Indonesia has established
Pembina Keselamatan dan Kesehatan Kerja (P2K3) sebagai the Occupational Safety and Health Advisory Committee (P2K3)
penanggung jawab di bidang K3. P2K3 adalah badan pembantu as the body responsible for OSH matters. P2K3 is an auxiliary
di Perseroan yang merupakan wadah kerja sama antara pengusaha body within the Company that serves as a forum for cooperation
dan tenaga kerja atau pekerja/buruh untuk mengembangkan kerja between employers and employees or workers to foster mutual
sama saling pengertian dan partisipasi efektif dalam penerapan understanding and effective participation in the implementation
keselamatan dan kesehatan kerja. Keberadaan P2K3 diatur dalam of Occupational Safety and Health. The existence of the P2K3
Penetapan Keputusan Kepala Dinas Tenaga dan Transmigrasi is regulated by the Decree of the Head of the Banten Province
Provinsi Banten Nomor: 566/0157-DTKT/BINWAS/P2K3/II/2025 Manpower and Transmigration Office No. 566/0157-DTKT/
tentang Penetapan Panitia Pembina Keselamatan dan Kesehatan BINWAS/P2K3/II/2025 regarding the Establishment of the
Kerja di Perusahaan PT Garuda Indonesia (Persero) Tbk. Occupational Safety and Health Advisory Committee at PT
Garuda Indonesia (Persero) Tbk.
Keanggotaan P2K3 terdiri dari unsur pengusaha dan karyawan The P2K3 membership consists of representatives from both
yang susunannya terdiri dari Ketua, Sekretaris dan Anggota. management and employees, comprising a Chairperson, Secretary,
Organisasi ini mempunyai tugas memberikan saran dan and Members. This organization is tasked with providing advice and
pertimbangan baik diminta maupun tidak kepada pengusaha atau recommendations, whether solicited or unsolicited, to management
pengurus mengenai masalah keselamatan dan kesehatan kerja. regarding Occupational Safety and Health issues. Through the
Melalui P2K3, karyawan dan manajemen dapat mengoptimalkan P2K3, employees and management can optimize participation,
partisipasi, konsultasi, dan komunikasi tentang keselamatan dan consultation, and communication regarding Occupational Safety
kesehatan kerja. and Health.
Sesuai dengan Safety Policy Garuda Indonesia, keselamatan In accordance with Garuda Indonesia’s Safety Policy, safety is
merupakan tanggung jawab seluruh karyawan Garuda Indonesia. the responsibility of all Garuda Indonesia employees. Therefore,
Oleh karena itu, Perseroan mendorong dan memfasilitasi seluruh the Company encourages and facilitates all employees at
karyawan di semua tingkat organisasi untuk menyampaikan all organizational levels to submit reports regarding hazard
laporan terkait identifikasi bahaya melalui platform electronic identification through the electronic reporting (e-report)
report (e-report) yang dapat diakses melalui https://safety. platform, accessible via https://safety.garuda-indonesia.com.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
garuda-indonesia.com. Selain itu, Perseroan mengkomunikasikan In addition, the Company communicates relevant information
informasi yang relevan mengenai keselamatan melalui Publikasi regarding safety through Safety Publications. Throughout 2025,
Keselamatan. Sepanjang 2025, publikasi keselamatan yang telah the safety publications issued were as follows:
dilakukan adalah sebagai berikut:
Publikasi Keselamatan 2025
Safety Publications 2025
Jumlah
No. Program
Number
14 Publikasi
1. Quality & Safety Insight (QSI) Info
14 Publications
8 Publikasi
2. Safety Advisory (SA)
8 Publications
31 Publikasi
3. Safety Poster (SP)
31 Publications
2 Majalah
4. Flight Safety Publication (FSP) Magazine
2 Magazines
1 Banner
5. Safety Banner
1 Banner
11 Video
6. Safety Video
11 Videos
Melalui berbagai mekanisme partisipasi, konsultasi, dan Through these various mechanisms for participation, consultation,
komunikasi tersebut, Perseroan memastikan bahwa pekerja and communication, the Company ensures that employees have
memiliki akses terhadap informasi keselamatan yang relevan access to relevant safety information and can actively contribute
serta dapat berkontribusi secara aktif dalam pengembangan, to the development, implementation, and evaluation of the
implementasi, dan evaluasi sistem manajemen keselamatan Occupational Safety and Health Management System within
dan kesehatan kerja di lingkungan Garuda Indonesia. Garuda Indonesia.
PELATIHAN K3 [GRI 403-5] OHS TRAINING [GRI 403-5]
Sebagai bagian dari penerapan sistem manajemen keselamatan As part of the implementation of the Occupational Safety and
dan kesehatan kerja, Garuda Indonesia menyelenggarakan berbagai Health Management System, Garuda Indonesia conducts various
program pelatihan keselamatan. Di sisi operasional penerbangan, safety training programs. In terms of the flight operations, Safety
pelatihan Safety Management System (SMS) mencakup pelatihan Management System (SMS) training includes basic safety
keselamatan dasar bagi seluruh karyawan, termasuk karyawan training for all employees, including new hires and contract
baru dan tenaga kerja kontrak atau alih daya. Adapun utamanya, or outsourced workers. Primarily, SMS training is intended for
pelatihan SMS diperuntukkan kepada personel operasional yang operational personnel with critical functions related to aircraft
memiliki fungsi kritikal terhadap keselamatan pesawat udara, seperti safety, such as cockpit personnel, cabin crew, operational
personil cockpit, personil kabin, personil operasional, personil personnel, ground handling personnel, cargo handling personnel,
ground handling, personil cargo handling, teknisi pemeliharaan aircraft maintenance technicians, and personnel in units managing
pesawat, serta personil di Unit yang mengelola fungsi keselamatan. safety functions.
Materi pelatihan mencakup berbagai aspek penting dalam The training material includes various important aspects of
pengelolaan keselamatan, antara lain konsep dan elemen SMS, safety management, including SMS concepts and elements,
kebijakan dan tujuan keselamatan, manajemen risiko keselamatan, safety policies and objectives, safety risk management, safety
safety assurance, promosi budaya keselamatan, pelaporan isu assurance, promotion of a safety culture, reporting of safety
keselamatan, serta cara pelaporan identifikasi bahaya yang issues, and methods for reporting hazard identifications related
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
berkaitan dengan aktivitas operasional penerbangan. Pada to aviation operational activities. Essentially, this SMS training
intinya, pada pelatihan SMS ini menekankan peran dan tanggung emphasizes the roles and responsibilities of each personnel
jawab masing-masing personel dalam menjaga keselamatan member in maintaining safety by implementing SMS in their
dengan menerapkan SMS di area operasional kerja. operational work areas.
Dalam rangka mempersiapkan penanganan keadaan darurat To prepare for emergency response in aviation operations, the
pada operasional penerbangan, Perseroan menerapkan program Company implements an Emergency Response Plan (ERP)
Emergency Response Plan (ERP) yang mencakup kegiatan ERP program, which includes ERP Training, ERP Exercises, and ERP
Training, ERP Exercise, dan ERP Table Top. Program ini bertujuan Table-Top exercises. This program aims to provide personnel with
untuk memberikan pemahaman kepada personel terkait dalam the necessary understanding to handle emergency situations,
menghadapi situasi darurat, baik secara teori maupun praktik. ERP both theoretically and practically. ERP Training is conducted
Training dilaksanakan untuk membekali personel yang memiliki to equip personnel with critical roles in emergency response
peran penting dalam penanganan keadaan darurat dengan with foundational knowledge regarding emergency procedures.
pengetahuan dasar terkait prosedur tanggap darurat. Sementara Meanwhile, ERP Exercises are conducted at airport stations
itu, ERP Exercise dilaksanakan di stasiun bandar udara guna to prepare operational personnel to respond to emergency
mempersiapkan personil operasional dalam merespons kondisi conditions on the ground. Additionally, ERP Table-Top exercises
darurat di lapangan. Kemudian, ERP Table Top diselenggarakan di are held at the Head Office to train management personnel in
Kantor Pusat untuk melatih kesiapsiagaan personel manajemen decision-making and coordination during emergency situations.
dalam pengambilan keputusan dan koordinasi selama situasi
darurat.
Di sisi keselamatan dan kesehatan lingkungan kerja, Garuda In terms of workplace safety and health, Garuda Indonesia
Indonesia senantiasa meningkatkan kompetensi dan keahlian continuously enhances its employees’ competencies and
karyawan melalui pelatihan K3. Kegiatan yang diadakan Perseroan expertise through Occupational Safety and Health (OSH)
terkait pelatihan K3 antara lain SMK3 Awareness training kepada training. The Company’s OHS training initiatives include SMK3
semua anggota P2K3, HIRADC Workshop, Occupational Safety Awareness training for all members of the P2K3 committee,
& Health (OSH) and Drugs & Alcohol Management Program the HIRADC Workshop, and the Occupational Safety & Health
(DAMP) Training, Pelatihan Kesiapsiagaan Tanggap Darurat (OSH) and Drugs & Alcohol Management Program (DAMP)
untuk petugas evakuasi darurat atau Emergency Response Team Training, and Emergency Response Readiness Training for
(ERT), yang terdiri dari petugas Floor Warden, Fire Fighter, First emergency evacuation personnel or the Emergency Response
Aider, Security, Team Facility & Communication. Pelatihan yang Team (ERT), which consists of Floor Wardens, Firefighters, First
sudah diselenggarakan sejak tahun 2013 ini bertujuan untuk Aiders, Security personnel, and the Facility & Communication
membekali ERT dengan pengetahuan dan keterampilan terkait Team. This training, which has been conducted since 2013, aims to
prosedur tanggap darurat di perkantoran Garuda Indonesia. equip the ERT with the knowledge and skills related to emergency
response procedures at Garuda Indonesia’s offices.
Selain itu, Perseroan juga memberikan pelatihan pemadaman Additionally, the Company conducts annual firefighting drills to
kebakaran (Firefighting Drill) yang dilakukan setiap tahunnya prepare firefighters, employee representatives, housekeeping
untuk mempersiapkan petugas pemadam kebakaran serta staff, cafeteria employees, and tenants to handle fire situations.
perwakilan karyawan, house keeping, karyawan kantin dan tenant Furthermore, training is extended to all employees to ensure they
dalam menghadapi situasi kebakaran. Selanjutnya, pelatihan understand their respective procedures and responsibilities so
diteruskan kepada seluruh karyawan untuk memahami prosedur that, in the event of an emergency, emergency evacuation can
dan tanggung jawabnya masing-masing sehingga apabila terjadi be executed in accordance with established procedures.
satu kondisi darurat, evakuasi darurat dapat dijalankan sesuai
dengan prosedur sebagaimana mestinya.
Daftar Pelatihan Keselamatan 2025
Safety Training Schedule in 2025
Kegiatan Lokasi Jumlah
No.
Activity Location Total
Pelatihan Safety Management System (SMS) 2.689 Peserta
1. Garuda Indonesia Training Center (GITC)
Safety Management System (SMS) Training 2,689 Participants
Pelatihan Emergency Response Plan (ERP) 33 Peserta
2. Garuda Indonesia Training Center (GITC)
Emergency Response Plan (ERP) Training 33 Participants
Stasiun Bandar Udara 34 Stasiun
3. Emergency Response Plan (ERP) Exercise
Airport Station 34 Stations
1 Kegiatan
4. Emergency Response Plan (ERP) Table Top Garuda Management Building (GMB)
1 Activity
SMK3 Awareness Training & Workshop 30 Peserta
5. Garuda Indonesia Training Center (GITC)
SMK3 Awareness Training & Workshop 30 Participants
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Daftar Pelatihan Keselamatan 2025
Safety Training Schedule in 2025
Kegiatan Lokasi Jumlah
No.
Activity Location Total
Gedung Sistem Informasi 10 Peserta
6. HIRADC Workshop
Information Systems Building 10 Participants
Petugas Peran Kebakaran (Kelas D) Sertifikasi Kemnaker 18 Peserta
7. Garuda Indonesia Training Center (GITC)
Fire Safety Officer (Class D) Certification by the Ministry of Manpower 18 Participants
Petugas P3K Sertifikasi Kemnaker 18 Peserta
8. Garuda Management Building (GMB)
First Aid Officer, Ministry of Manpower Certification 18 Participants
Pelatihan Kesiapsiagaan Tanggap Darurat Batch 1 & 3 60 Peserta
9. Garuda Indonesia Training Center (GITC)
Emergency Response Preparedness Training Batches 1 & 3 60 Participants
Pelatihan Kesiapsiagaan Tanggap Darurat Batch 2 30 Peserta
10. Garuda Management Building (GMB)
Emergency Response Preparedness Training Batch 2 30 Participants
45 Peserta
11. Occupational Safety & Health & DAMP Training for ERT Personnel Garuda Management Building (GMB)
45 Participants
Ahli K3 Umum Sertifikasi Kemnaker 6 Peserta
12. Online Training
General OSH Expert Certification by the Ministry of Manpower 6 Participants
Pelatihan pemadaman api menggunakan APAR (fire fighting drill) 56 Peserta
13. Garuda Indonesia Training Center (GITC)
Fire Extinguisher Training (Fire Fighting Drill) 56 Participants
Pelatihan pemadaman api menggunakan APAR (fire fighting drill) 61 Peserta
14 Garuda City Center
Fire Extinguisher Training (Fire Fighting Drill) 61 Participants
Pada 30 Oktober 2025, Tim Emergency Response Plan (ERP) Garuda Indonesia menyelenggarakan Corporate ERP Table Top
Exercise dengan skenario pesawat mengalami Ditching di Bandara Internasional I Gusti Ngurah Rai, Bali. Ditching merupakan
kondisi darurat ketika pesawat harus melakukan pendaratan di permukaan air akibat situasi tertentu karena tidak memungkinkan
pesawat mendarat di darat. Skenario ini dipilih untuk menguji kesiapsiagaan Perusahaan dalam menghadapi situasi darurat
berisiko tinggi yang memerlukan koordinasi cepat antara berbagai fungsi operasional, keselamatan, dan manajemen. Kegiatan
ini dilaksanakan sesuai dengan prosedur yang ditetapkan dalam Garuda Indonesia ERP Manual serta dihadiri oleh para Group
Head dari unit-unit terkait sebagai representasi manajemen lintas fungsi.
Dalam pelaksanaan table top exercise, para peserta melakukan simulasi terstruktur berdasarkan alur skenario keadaan darurat.
Setiap tahap skenario mengharuskan peserta untuk mengidentifikasi langkah respons yang tepat, termasuk proses pengambilan
keputusan, koordinasi antarunit, komunikasi krisis, serta aktivasi prosedur tanggap darurat sesuai peran dan tanggung jawab
masing-masing. Melalui simulasi ini, Garuda Indonesia dapat mengevaluasi efektivitas koordinasi organisasi, kesiapan prosedur,
serta memperkuat kapasitas manajemen dalam merespons situasi darurat secara cepat, tepat, dan terkoordinasi. Latihan ini
menjadi bagian dari upaya berkelanjutan Perusahaan dalam meningkatkan kesiapsiagaan darurat dan menjaga keselamatan
operasional penerbangan.
On October 30, 2025, Garuda Indonesia’s Emergency Response Plan (ERP) Team conducted a Corporate ERP Table Top Exercise with a scenario
involving an aircraft performing a ditching at I Gusti Ngurah Rai International Airport, Bali. Ditching is an emergency situation where an aircraft must
land on water due to specific circumstances that prevent it from landing on land. This scenario was chosen to test the Company’s preparedness in
handling high-risk emergency situations requiring rapid coordination among various operational, safety, and management functions. The activity
was conducted in accordance with the procedures outlined in the Garuda Indonesia ERP Manual and was attended by Group Heads from relevant
units representing cross-functional management.
During the table-top exercise, participants conducted a structured simulation based on the emergency scenario flowchart. Each stage of the scenario
required participants to identify appropriate response steps, including decision-making processes, inter-unit coordination, crisis communication,
and the activation of emergency response procedures in accordance with their respective roles and responsibilities. Through this simulation, Garuda
Indonesia can evaluate the effectiveness of organizational coordination and procedural readiness, as well as strengthen management’s capacity
to respond to emergency situations quickly, accurately, and in a coordinated manner. This exercise is part of the Company’s ongoing efforts to
enhance emergency preparedness and maintain flight operational safety.
FASILITAS KESEHATAN YANG DITERIMA [GRI 403-3, 403- HEALTHCARE FACILITIES RECEIVED [GRI 403-3, 403-6,
6, 403-10, TR-AL-540a.3] 403-10, TR-AL-540a.3]
Selaras dengan komitmen Garuda Indonesia dalam menjamin In line with Garuda Indonesia’s commitment to ensuring safety,
keselamatan, kesehatan, serta perlindungan kerja, Perseroan telah health, and workplace protection, the Company has introduced
menghadirkan berbagai program dan fasilitas kesehatan bagi para various health programs and benefits for its employees as a
pegawai sebagai wujud kepedulian dan dukungan perusahaan demonstration of the company’s care and support for their well-
terhadap kesejahteraan karyawan. Adapun program pemberian being. The health benefit programs are as follows.
fasilitas Kesehatan adalah sebagai berikut.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
1. Program Jaminan Sosial dengan mendaftarkan seluruh 1. Social Security Program: Enrolling all eligible employees as
karyawan yang memenuhi persyaratan sebagai peserta participants in Administration Agency for Health (BPJS Kesehatan)
BPJS Kesehatan dan BPJS Ketenagakerjaan untuk Jaminan and Social Security Administration Agency for Employment (BPJS
Hari Tua (JHT), Jaminan Kecelakaan (JKK), Jaminan Kematian Ketenagakerjaan) for Old Age Security (JHT), Accident Security
(JKM), dan Jaminan Pensiun (JP); (JKK), Death Security (JKM), and Pension Security (JP)
2. Selain BPJS yang merupakan program wajib diberikan 2. In addition to BPJS, which is a mandatory program provided
kepada pegawai sesuai peraturan pemerintah, Perusahaan to employees in accordance with government regulations,
juga memberikan program jaminan asuransi kesehatan the Company also provides a health insurance program
yang memberikan jaminan kesehatan kepada karyawan that offers health coverage to employees and their families,
dan keluarga yang mencakup manfaat utama berupa layanan comprising key benefits such as outpatient and inpatient
rawat jalan, rawat inap, serta sejumlah manfaat tambahan care, as well as additional benefits including reimbursement
berupa penggantian biaya kacamata, alat bantu dengar, for eyeglasses, hearing aids, primary infertility treatment,
infertility primer, bantuan Special Need Children (SNC), assistance for Special Needs Children (SNC), prosthetics
protesa anggota gerak, perawatan gigi, alat bantu kesehatan, for limbs, dental care, medical devices, immunizations for
Imunisasi bagi anak dan vaksin tertentu bagi dewasa. children, and certain vaccines for adults.
3. Program Mental Health yang bertujuan untuk mendukung 3. The Mental Health program, aimed at supporting employees’
Kesehatan mental pegawai, seperti konseling offline maupun mental health, such as offline and online counseling, as
online serta sejumlah kegiatan webinar dan seminar untuk well as various webinar and seminar activities to help
membantu pegawai mengelola kesehatan mental yang employees manage their mental health, which may impact
mungkin akan mempengaruhi kinerja dan Kesehatan pegawai. their performance and overall well-being.
4. Program Keselamatan, Kesehatan Kerja dan Lingkungan, 4. Occupational Safety, Health, and Environment Program, which
dengan menyediakan fasilitas dan alat proteksi/pelindung provides safety equipment and personal protective gear,
diri, pembentukan Panitia Pembinaan Keselamatan dan establishes an Occupational Safety and Health Committee,
Kesehatan Kerja, dan penyediaan perlengkapan kerja; and supplies work equipment;
5. Program Asuransi Personel Accident (PA) bagi karyawan 5. Personnel Accident (PA) Insurance Program for employees,
yang diberikan sebagai asuransi kecelakaan diri pada saat providing personal accident coverage both on duty and off
on duty maupun offduty dengan nilai pertanggungan sesuai duty, with coverage amounts based on employee category.
dengan kategori pegawai.
Untuk memastikan kesehatan yang optimal bagi karyawan Garuda To optimize the health of Garuda Indonesia employees, the
Indonesia, Perseroan mengadakan berbagai program kesehatan Company implements various health programs focused on
yang berfokus pada isu-isu kesehatan terkini. Selain itu, Perseroan current health issues. Furthermore, the Company provides
juga menyediakan perlindungan kesehatan melalui pemeriksaan health coverage through annual health checkups and health
kesehatan tahunan dan fasilitas pemeliharaan kesehatan bagi maintenance facilities for employees and their families. The
karyawan beserta keluarganya. Tak hanya itu, Perseroan mengelola Company also manages Garuda Sentra Medika to support the
Garuda Sentra Medika untuk mendukung kelayakan personel fitness of flight personnel and ensure adequate healthcare
penerbangan serta ketersediaan layanan kesehatan yang services. This management contributes to the Company’s efforts
memadai. Pengelolaan ini juga berkontribusi pada upaya Perseroan to achieve established productivity targets, in accordance with
untuk mencapai sasaran produktivitas yang telah ditetapkan, applicable laws and regulations, internal company policies, and
dengan mengacu pada peraturan perundang-undangan yang the principles of Good Corporate Governance.
berlaku, peraturan internal perusahaan, dan prinsip-prinsip tata
kelola perusahaan yang baik (Good Corporate Governance).
Selain itu, komitmen Garuda Indonesia terkait K3 juga diwujudkan Additionally, Garuda Indonesia’s commitment to Occupational
melalui pemberian tunjangan bahaya radiasi sesuai dengan Safety and Health (OSH) is demonstrated through the provision
tingkat risiko bahaya radiasi yang diterima oleh pekerja. Mengacu of radiation hazard allowances based on the level of radiation risk
Peraturan Menteri Kesehatan RI No. HK.03.03. MENKES/604/2015 faced by workers. This is in accordance with Indonesian Ministry
tanggal 30 November 2015 Tentang Tunjangan Bahaya Radiasi of Health Regulation No. HK.03.03. MENKES/604/2015 dated
Bagi Pekerja Radiasi di Bidang Kesehatan. Besarnya Tunjangan November 30, 2015, regarding Radiation Hazard Allowances
Bahaya Radiasi sesuai dengan tingkat risiko bahaya radiasi yang for Radiation Workers in the Health Sector. The amount of the
diterima oleh pekerja radiasi tersebut. Radiation Hazard Allowance corresponds to the level of radiation
hazard risk faced by the radiation worker.
KINERJA K3 [GRI 403-9, 403-10, TR-AF-320a.1, TR-AL-540a.2, OHS PERFORMANCE [GRI 403-9, 403-10, TR-AF-320a.1, TR-
TR-AF-540a.2, TR-AF-540a.3] AL-540a.2, TR-AF-540a.2, TR-AF-540a.3]
Sepanjang tahun 2025, kinerja Keselamatan dan Kesehatan Throughout 2025, the Company’s Occupational Safety and
Kerja (K3) Perseroan menunjukkan hasil yang positif dan berada Health (OSH) performance showed positive results and remained
di bawah target yang telah ditetapkan. Target Lost Time Injury below the established targets. The Lost Time Injury Frequency
Frequency Rate (LTIFR) ditetapkan sebesar 3,0 per satu juta jam Rate (LTIFR) target was set at 3.0 per million working hours,
kerja, dengan realisasi sebesar 0,48. Sementara itu, target Lost with an actual rate of 0.48. Meanwhile, the Lost Time Injury
Time Injury Severity Rate (LTISR) ditetapkan sebesar 50,0 dengan Severity Rate (LTISR) target was set at 50.0, with an actual rate
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
realisasi sebesar 14,83, Di sisi lain, Perseroan tidak menerima of 14.83. On the other hand, the Company received no reports
laporan adanya penyakit akibat kerja pada tahun pelaporan. of work-related illnesses during the reporting year. These
Capaian tersebut mencerminkan efektivitas implementasi achievements reflect the effectiveness of the implementation
Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) of the Occupational Safety and Health Management System
serta konsistensi Perseroan dalam melakukan pengendalian (SMK3) as well as the Company’s consistency in managing the
risiko kecelakaan kerja dan penyakit akibat kerja. Hasil ini risks of workplace accidents and work-related illnesses. These
sekaligus menunjukkan komitmen berkelanjutan Perseroan results also demonstrate the Company’s ongoing commitment
dalam menciptakan lingkungan kerja yang aman, sehat, dan to creating a safe, healthy, and sustainable work environment
berkelanjutan bagi seluruh pekerja. for all employees.
Selain itu, Garuda Indonesia juga menghitung tingkat insiden Additionally, Garuda Indonesia calculates the incident rate as
(incident rate) sebagai salah satu indikator kinerja keselamatan one of the aviation safety performance indicators, which reflects
penerbangan yang menunjukkan tingkat keselamatan yang dicapai the safety level achieved by commercial flights. In 2025, the
oleh penerbangan komersial. Pada tahun 2025, tingkat insiden per incident rate per 1,000 departures was recorded at 0.210. This
1.000 keberangkatan tercatat sebesar 0,210. Angka ini dibawah figure is below the maximum allowable rate of 0.375. Overall,
maximum allowance rate sebesar 0.375. Secara umum, pada tahun the Company’s safety performance in 2025 was at an acceptable
2025 safety performance Perseroan berada pada acceptable level. level.
Garuda Indonesia memastikan implementasi SMS secara efektif Garuda Indonesia ensures the effective implementation of the
di seluruh lini organisasi, secara khusus di aktivitas operasional Safety Management System (SMS) across all organizational
penerbangan, dengan mengacu pada rencana pelaksanaan SMS levels, particularly in-flight operations, in accordance with the
yang telah disusun, meliputi: established SMS implementation plan, which includes:
1. Melakukan pengelolaan risiko proaktif dari potensi bahaya 1. Conducting proactive risk management of potential hazards
yang ditemukenali melalui setiap laporan potensi bahaya identified through every hazard report received, and
atau hazard report yang diterima, dan melakukan analisis analyzing aircraft data downloaded from the black box via
terhadap rekam-data-pesawat yang diunduh dari black box the Flight Data Monitoring (FDM) program
dalam program Flight Data Monitoring (FDM)
2. Melakukan pengelolaan risiko prediktif dari potensi bahaya 2. Conducting predictive risk management of potential hazards
yang teridentifikasi dalam kokpit pesawat melalui program identified in the aircraft cockpit through the Line Operations
Line Operations Assessment System (LOAS). Untuk mengelola Assessment System (LOAS) program. To manage these risks,
risiko ini, seorang observer dengan kualifikasi tertentu a qualified observer is scheduled to sit in the aircraft cockpit
dijadwalkan duduk di dalam kokpit pesawat di penerbangan during specific flights, observe the behavior of both cockpit
tertentu, mengamati perilaku kedua awak kokpit pesawat terkait crew members regarding human factors, record the results
human factors, menuliskan hasil pengamatan dalam checklist of their observations in the provided checklist items, and
item yang tersedia, dan melaporkan hasil pengamatan untuk reporting the results for analysis, as well as identifying
dianalisis, serta identifikasi potensi bahaya dan pengelolaan potential hazards and managing risks for new processes,
risiko untuk proses/alat kerja/sistem baru atau manajemen tools, or systems—or change management initiatives—to
perubahan yang akan diimplementasikan di Garuda Indonesia be implemented at Garuda Indonesia in relation to safety
dalam kaitannya dengan aspek keselamatan. aspects.
3. Melakukan pengelolaan risiko reaktif dari potensi bahaya 3. Implementing reactive risk management of identified
yang teridentifikasi dari kejadian incident (kecelakaan) potential hazards arising from incidents (accidents) or serious
maupun serious incident (kecelakaan serius) melalui incidents (major accidents) through investigation, reporting,
investigasi, pelaporan, hingga memberikan rekomendasi untuk and providing recommendations to identify root causes to
menemukenali akar masalah/penyebab untuk menghindari prevent similar occurrences from recurring in the future.
kejadian serupa terulang kembali di kemudian hari.
4. Melaksanakan SMS records and documentation dengan 4. Implementing SMS records and documentation by developing
mengembangkan dan memelihara sistem pelaporan and maintaining Garuda Indonesia’s Integrated Electronic
terintegrasi basis data keselamatan Garuda Indonesia Safety Database (IESD) to store all identified potential
atau Integrated Electronic Safety Database (IESD) untuk hazards and risk management activities, analyze data, monitor
menyimpan setiap identifikasi potensi bahaya dan trends, and generate periodic safety performance reports.
pengelolaan risiko, menganalisa, memonitor tren, dan
menghasilkan pelaporan kinerja keselamatan secara periodik.
5. Melakukan pengawasan pelaksanaan keselamatan dalam 5. Conducting safety oversight to maintain safety assurance
rangka memelihara jaminan keselamatan dan juga sebagai and as a proactive risk management effort through the
upaya pengelolaan risiko proaktif melalui pelaksanaan dan implementation and management of safety audits in
pengelolaan audit keselamatan di departemen atau unit kerja departments or operational units directly involved, as well as
operasional yang terkait langsung dan seluruh kantor cabang all Garuda Indonesia operational branches both domestically
operasional Garuda Indonesia dalam maupun luar negeri. and internationally.
6. Meningkatkan dan memelihara kesadaran keselamatan (safety 6. Enhancing and maintaining safety awareness among all
awareness) seluruh pegawai Garuda Indonesia maupun pihak Garuda Indonesia employees and external parties involved in
luar yang terlibat dalam aktivitas operasional melalui program operational activities through safety communication, training,
komunikasi, pelatihan, dan edukasi keselamatan. and education programs.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
7. Mengelola Corporate Safety Committee (CSC) Review dan 7. Managing the Corporate Safety Committee (CSC) Review and
Joint Safety Board (JSB) Review sebagai bentuk management Joint Safety Board (JSB) Review as forms of management
review terhadap pelaksanaan SMS yang dilakukan secara review of the SMS implementation conducted periodically.
periodik. CSC dan JSB merupakan alat kontrol manajemen The CSC and JSB are the highest-level management
tertinggi yang memfasilitasi evaluasi terhadap pelaksanaan control bodies that facilitate periodic evaluations of the
SMS Garuda Indonesia secara berkala, seperti menetapkan implementation of Garuda Indonesia’s SMS, such as setting
target tingkat keselamatan setiap tahun, melakukan review annual safety targets, reviewing efficiency and effectiveness,
atas efisiensi dan efektivitas, isu-isu terbaru, kemungkinan addressing current issues, assessing the likelihood of meeting
pencapaian target, kebutuhan tambahan sumber daya, dsb. targets, identifying additional resource needs, and more.
CSC terdiri atas CEO sebagai pimpinan umum (chairman), The CSC consists of the CEO as the chairperson, the Group
Group Head CQSS sebagai sekretaris, dan seluruh Direktur Head of CQSS as the secretary, and all Company Directors
Perusahaan sebagai anggota. Sedangkan JSB terdiri atas Group as members. Meanwhile, the JSB consists of the Group Head
Head CQSS sebagai pimpinan umum (chairman), Division of CQSS as the chairperson, the Division Head of Safety
Head Safety Information Management sebagai sekretaris, dan Information Management as the secretary, and several
beberapa pejabat setingkat Group Head yang terkait langsung officials at the Group Head level who are directly involved
dengan aspek keselamatan dan keamanan penerbangan in aviation safety and security aspects.
8. Mengelola Corporate Safety Committee (CSC) Review dan 8. Managing the Corporate Safety Committee (CSC) Review and
Joint Safety Board (JSB) Review sebagai bentuk management Joint Safety Board (JSB) Review as forms of management
review terhadap pelaksanaan SMS yang dilakukan secara review of the SMS implementation conducted periodically.
periodik. CSC dan JSB merupakan alat kontrol manajemen The CSC and JSB are the highest-level management
tertinggi yang memfasilitasi evaluasi terhadap pelaksanaan control bodies that facilitate periodic evaluations of the
SMS Garuda Indonesia secara berkala, seperti menetapkan implementation of Garuda Indonesia’s SMS, such as setting
target tingkat keselamatan setiap tahun, melakukan review annual safety targets, reviewing efficiency and effectiveness,
atas efisiensi dan efektivitas, isu-isu terbaru, kemungkinan addressing current issues, assessing the likelihood of meeting
pencapaian target, kebutuhan tambahan sumber daya, dsb. targets, identifying additional resource needs, and more.
CSC terdiri atas CEO sebagai pimpinan umum (chairman), The CSC consists of the CEO as the chairperson, the Group
Group Head CQSS sebagai sekretaris, dan seluruh Direktur Head of CQSS as the secretary, and all Company Directors
Perusahaan sebagai anggota. Sedangkan JSB terdiri atas as members. Meanwhile, the JSB consists of the Group Head
Group Head CQSS sebagai pimpinan umum (chairman), of CQSS as the chairperson, the Division Head of Safety
Division Head Safety Information Management sebagai Information Management as the secretary, and several
sekretaris, dan beberapa pejabat setingkat Group Head yang officials at the Group Head level who are directly involved
terkait langsung dengan aspek keselamatan dan keamanan in aviation safety and security aspects.
penerbangan.
9. Melakukan pengelolaan risiko reaktif dari kejadian 9. Implementing reactive risk management for fatal accidents
kecelakaan fatal (accident) dan/ atau kejadian darurat and/or emergencies through emergency response planning
melalui perencanaan penanganan tanggap darurat atau (ERP), including periodic ERP drills/exercises, to ensure the
Emergency Response Planning (ERP) berupa ERP drill/ readiness of all personnel and relevant work units in the
exercise secara berkala untuk memastikan kesiapan seluruh event of an accident and/or emergency. This emergency
personel dan unit kerja terkait jika accident dan/atau kejadian management planning is intended to minimize risks that
darurat terjadi. Perencanaan pengelolaan situasi darurat ini may arise when an unexpected accident occurs, while Garuda
dimaksudkan untuk meminimalkan risiko yang mungkin Indonesia must continue its business and operational activities
timbul saat accident yang tidak diharapkan terjadi, sementara safely at the same time.
Garuda Indonesia tetap harus melanjutkan bisnis dan aktivitas
operasional secara aman di saat yang bersamaan.
Adapun kinerja K3 selama tahun 2025 sebagai berikut. The OHS performance for the year 2025 is as follows.
Tabel Lost Time Injury Frequency Rate (LTIFR)
Table of Lost Time Injury Frequency Rate (LTIFR)
Tahun
LTIFR
Year
2025 0,48
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Di tahun 2025, perhitungan kinerja kesehatan dan keselamatan In 2025, occupational health and safety performance metrics will
kerja menggunakan Lost Time Injury Frequency Rate dan tidak be calculated using the Lost Time Injury Frequency Rate (LTIFR)
lagi berdasarkan Man-hour Without Lost Time Injury. Hal ini and will no longer be based on the Man-hour Without Lost Time
merupakan langkah strategis untuk meningkatkan kualitas, Injury (MWLTI) metric. This is a strategic step to improve the
akurasi, dan kredibilitas pelaporan K3 yang selaras dengan quality, accuracy, and credibility of OHS reporting in alignment
standar internasional dan praktik terbaik ESG. Dengan with international standards and ESG best practices. By adopting
mengadopsi LTIFR dan LTISR, Perseroan dapat menyajikan data LTIFR and LTISR, the Company can present data that is more
yang lebih terukur, objektif, dan dapat dibandingkan secara measurable, objective, and globally comparable, while supporting
global, sekaligus mendukung evaluasi kinerja K3 yang lebih more effective OSH performance evaluation in accordance with
efektif sesuai prinsip continuous improvement dalam SMK3 the principle of continuous improvement in SMK3 and ISO 45001.
dan ISO 45001.
Tabel Man-Hour Without Lost Time Injury Frequency Rate (MWLTI)
Table Man-Hour Without Lost Time Injury Frequency Rate (MWLTI)
Tahun Air Crew
Ground Staff Total
Tahun Cockpit Cabin
2025 503.344 1.765.976 1.746.387 4.015.707
2024 453.628 1.620.506 1.594.127 3.668.261
2023 374.816 1.244.622 1.069.880 2.689.318
Keterangan:
Man-Hour without Lost Time Injury merupakan jumlah kumulatif jam kerja seluruh karyawan tanpa adanya cedera akibat kerja yang mengakibatkan kehilangan waktu kerja, yang berfungsi
sebagai salah satu indikator utama kinerja keselamatan kerja.
Keterangan:
Man-Hour without Lost Time Injury merupakan jumlah kumulatif jam kerja seluruh karyawan tanpa adanya cedera akibat kerja yang mengakibatkan kehilangan waktu kerja, yang berfungsi
sebagai salah satu indikator utama kinerja keselamatan kerja.
Lost Time Injury Frequency Rate (LTIFR)
Lost Time Injury Frequency Rate (LTIFR)
LTIFR 2025
(PER MILLION WORKING HOUR)
3,5
3,0
2,5
2,0 1,4 1,5
1,4
RATE
1,5 1,1
1,0
0,5 0,0 0,0 0,0 0,0
0,0 0,0 0,0 0,0
0,0
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Keterangan: Keterangan:
Lost Time Injury Frequency Rate (LTIFR) merupakan indikator Lost Time Injury Frequency Rate (LTIFR) merupakan indikator
kinerja keselamatan kerja yang diakui secara internasional untuk kinerja keselamatan kerja yang diakui secara internasional untuk
mengukur frekuensi cedera akibat kerja yang mengakibatkan mengukur frekuensi cedera akibat kerja yang mengakibatkan
kehilangan waktu kerja, yang dinyatakan per satu juta jam kerja. kehilangan waktu kerja, yang dinyatakan per satu juta jam kerja.
Target kinerja keselamatan dan kesehatan kerja pada tahun 2025 Target kinerja keselamatan dan kesehatan kerja pada tahun 2025
ditetapkan sebesar 3,0, dengan realisasi LTIFR sebesar 0,48. ditetapkan sebesar 3,0, dengan realisasi LTIFR sebesar 0,48.
Hal ini menunjukkan bahwa kinerja K3 PT Garuda Indonesia Hal ini menunjukkan bahwa kinerja K3 PT Garuda Indonesia
(Persero) Tbk berada di bawah target yang telah ditetapkan serta (Persero) Tbk berada di bawah target yang telah ditetapkan serta
mencerminkan implementasi Sistem Manajemen Keselamatan mencerminkan implementasi Sistem Manajemen Keselamatan
dan Kesehatan Kerja (SMK3) yang efektif, serta pengendalian dan Kesehatan Kerja (SMK3) yang efektif, serta pengendalian
yang baik terhadap kecelakaan kerja dan penyakit akibat kerja. yang baik terhadap kecelakaan kerja dan penyakit akibat kerja.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Lost Time Injury Severity Rate (LTISR)
Lost Time Injury Severity Rate (LTISR)
LTISR 2025
100,0
90,0
78,6
PER MILLION WORKING HOUR
80,0
70,0
60,0 52,3
RATE
50,0
40,0
30,0
13,7 18,4
20,0
10,0 0,0
0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0
…
…
…
ne
m
te
y
m
ly
y
t
ri l
ch
er
ay
us
ar
ar
Ju
ve
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Se
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YTD LTISR MAX LTISR
Oc
Ja
Fe
Keterangan: Keterangan:
Lost Time Injury Severity Rate (LTISR) merupakan indikator Lost Time Injury Severity Rate (LTISR) merupakan indikator
formal yang digunakan untuk mengukur tingkat keparahan formal yang digunakan untuk mengukur tingkat keparahan
kecelakaan kerja dengan menghitung jumlah hari kerja yang kecelakaan kerja dengan menghitung jumlah hari kerja yang
hilang akibat cedera yang menyebabkan karyawan tidak dapat hilang akibat cedera yang menyebabkan karyawan tidak dapat
bekerja, dibandingkan dengan total jam kerja karyawan yang bekerja, dibandingkan dengan total jam kerja karyawan yang
terpapar risiko dalam periode tertentu. Target kinerja keselamatan terpapar risiko dalam periode tertentu. Target kinerja keselamatan
dan kesehatan kerja pada tahun 2025 ditetapkan sebesar 50,0, dan kesehatan kerja pada tahun 2025 ditetapkan sebesar 50,0,
dengan realisasi LTISR sebesar 14,83. Hal ini menunjukkan bahwa dengan realisasi LTISR sebesar 14,83. Hal ini menunjukkan bahwa
kinerja K3 PT Garuda Indonesia (Persero) Tbk berada di bawah kinerja K3 PT Garuda Indonesia (Persero) Tbk berada di bawah
target yang telah ditetapkan serta mencerminkan implementasi target yang telah ditetapkan serta mencerminkan implementasi
Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3)
yang efektif, serta pengendalian yang baik terhadap kecelakaan yang efektif, serta pengendalian yang baik terhadap kecelakaan
kerja dan penyakit akibat kerja. kerja dan penyakit akibat kerja.
Sepanjang periode pelaporan, Perusahaan mencatat 4 (empat) During the reporting period, the Company recorded 4 (four)
kejadian insiden keselamatan kerja. Seluruh insiden tersebut tidak workplace safety incidents. None of these incidents resulted
mengakibatkan fatalitas, namun termasuk dalam kategori Lost in fatalities, but they were classified as Lost Time Injuries (LTI)
Time Injury (LTI) karena menyebabkan pekerja yang terdampak because they temporarily prevented the affected workers from
tidak dapat melaksanakan tugasnya untuk sementara waktu. performing their duties.
Tabel Perkembangan Kasus Kecelakaan Tiga Tahun Terakhir
Table of Development of Accident Cases in the Last Three Years:
Keterangan 2025 2024 2023
Description
Kecelakaan Kerja
4 3 11
Occupational Accident
SURVEI KETERIKATAN PEGAWAI EMPLOYEE ENGAGEMENT SURVEY
Garuda Indonesia senantiasa berupaya menciptakan suasana Garuda Indonesia consistently strives to create a comfortable work
dan lingkungan kerja yang nyaman bagi pegawai. Secara rutin, atmosphere and environment for its employees. On a regular
Perseroan melakukan survei keterikatan pegawai (employee basis, the Company conducts an employee engagement survey
engagement) dan survei kepuasan pegawai (employee satisfaction) and an employee satisfaction survey, both of which are conducted
yang dilakukan setiap satu tahun sekali. Pengukuran employee once a year. The employee engagement survey aims to determine
engagement bertujuan untuk untuk mengetahui seberapa besar the extent to which employees feel involved, enthusiastic, and
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
pegawai merasa dilibatkan, antusias dan memiliki komitmen dalam committed to their work. Meanwhile, the employee satisfaction
pekerjaannya. Sedangkan, pengukuran employee satisfaction adalah survey is designed to measure employees’ level of satisfaction
untuk mengetahui tingkat kepuasan pegawai terhadap Perseroan. with the Company.
Pada tahun 2025, nilai employee engagement sebesar 83 dengan In 2025, the employee engagement score was 83, categorized
kategori engagement “Engaged” Nilai dari employee satisfaction as “Engaged.” The employee satisfaction score was 73, which
adalah 73 yang dapat dikategorikan “satisfied”. would be categorized as “satisfied.”
Tabel Hasil Survei Keterikatan dan Kepuasan Pegawai
Table of Employee Engagement and Satisfaction Survey Results
Uraian Satuan 2025 2024 2023
Description Unit
Employee Engagement Skala Likert 83 86 82
Employee Satisfaction Skala Likert 73 73 72
Sebagai bagian dari komitmen perusahaan dalam memperkuat As part of the company’s commitment to strengthening its work
budaya kerja dan meningkatkan pengalaman karyawan, Perseroan culture and enhancing the employee experience, the Company
melaksanakan siklus survei tahunan yang terstruktur dan conducts a structured and ongoing annual survey cycle. In the
berkelanjutan. Pada tahap awal, Perseroan menyusun kerangka initial phase, the Company develops a comprehensive survey
survei secara komprehensif yang mencakup metodologi pengukuran, framework that includes measurement methodology, rating
skala penilaian, rentang skor, metode pengambilan sampel, serta scales, score ranges, sampling methods, and questionnaire
penyusunan kuesioner. Seluruh materi komunikasi dan publikasi survei design. All survey communication materials and publications
dipersiapkan dan diluncurkan pada minggu pertama Desember 2025 are prepared and launched during the first week of December
guna memastikan kesiapan pelaksanaan yang optimal. 2025 to optimize implementation readiness.
Survei kemudian dilaksanakan selama periode tiga minggu The survey is then conducted over a three-week period via the
melalui platform internal korporasi yaitu email blast corporate company’s internal platform, specifically through corporate
information serta pengiriman undangan partisipasi secara information email blasts and direct invitations to participate
langsung kepada Group Head di unit kerja masing-masing, guna sent to Group Heads in their respective work units, to ensure a
memastikan cakupan responden yang luas dan representatif. broad and representative respondent pool. Survey results were
Hasil survei selanjutnya diolah dan dianalisis secara menyeluruh, subsequently processed and analyzed comprehensively, focusing
dengan fokus pada perhitungan skor favorable, skor rata-rata, on calculating favorable scores, average scores, and correlation
serta analisis korelasi antar dimensi penilaian. Laporan disusun analysis across evaluation dimensions. Reports were compiled
dalam bentuk gambaran umum perusahaan serta analisis rinci in the form of an overview of the company and detailed analysis
per unit untuk mendukung pengambilan keputusan berbasis data. by unit to support data-driven decision-making.
Sebagai tindak lanjut, laporan didistribusikan kepada unit As a follow-up, the report is distributed to relevant units and all
terkait dan seluruh Group Head sebagai dasar penyusunan Group Heads as the basis for developing improvement action
rencana aksi perbaikan. Perseroan juga melakukan monitoring plans. The Company also conducts monthly monitoring and
dan tindak lanjut bulanan terhadap implementasi rencana aksi follow-up on the implementation of action plans until the next
hingga memasuki siklus survei berikutnya, guna memastikan survey cycle begins, to ensure continuous improvement and
perbaikan berkelanjutan dan peningkatan kinerja organisasi consistent organizational performance enhancement.
secara konsisten.
ASPEK MASYARAKAT COMMUNITY ASPECTS
DAMPAK OPERASI TERHADAP MASYARAKAT IMPACT OF OPERATIONS ON THE SURROUNDING
SEKITAR [OJK F.23] COMMUNITY [OJK F.23]
Dalam menjalankan aktivitas operasionalnya, Garuda Indonesia In conducting its operational activities, Garuda Indonesia remains
senantiasa berkomitmen untuk memberikan dampak positif bagi committed to creating a positive impact for all its stakeholders,
seluruh pemangku kepentingannya termasuk masyarakat adat. including indigenous communities. This positive impact is
Dampak positif diberikan melalui berbagai program pelibatan achieved through various community engagement programs,
masyarakat termasuk masyarakat adat. Oleh karenanya, including those involving indigenous communities. Consequently,
sepanjang tahun 2025 tidak terdapat insiden pelanggaran terkait throughout 2025, no reported incidents of violations related to
hak-hak masyarakat adat yang dilaporkan. the rights of indigenous communities occurred.
Pada tahun 2025, Garuda Indonesia telah melaksanakan berbagai In 2025, Garuda Indonesia implemented various Social and
program Tanggung Jawab Sosial dan Lingkungan didasarkan pada Environmental Responsibility programs based on four main
4 (empat) Pilar Utama yaitu Pilar Sosial, Lingkungan, Ekonomi, pillars: Social, Environmental, Economic, and Legal & Governance,
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
dan Hukum & Tata Kelola sesuai dengan Tujuan Pembangunan in accordance with the Sustainable Development Goals (SDGs).
Berkelanjutan (TPB). Program Tanggung Jawab Sosial dan State-Owned Enterprise (SOE) Social and Environmental
Lingkungan BUMN atau Program TJSL BUMN adalah kegiatan Responsibility Programs, or SOE SER Programs, are initiatives that
yang merupakan komitmen perusahaan terhadap pembangunan reflect the company’s commitment to sustainable development
yang berkelanjutan dengan memberikan manfaat pada ekonomi, by delivering benefits to the economy, society, the environment,
sosial, lingkungan serta hukum dan tata kelola dengan prinsip as well as legal and governance aspects, guided by principles
yang lebih terintegrasi, terarah, terukur dampaknya serta dapat that are more integrated, targeted, measurable in impact, and
dipertanggungjawabkan dan merupakan bagian dari pendekatan accountable, and form part of the company’s business approach.
bisnis perusahaan. Program TJSL BUMN dilaksanakan dengan The SOE TJSL Program is implemented by applying the principles
menerapkan prinsip: terintegrasi, terarah, terukur dampaknya, of integration, focus, measurable impact, and accountability.
dan akuntabilitas.
Adapun program-program TJSL yang telah dilaksanakan adalah The TJSL programs that have been implemented are as follows.
sebagai berikut.
PROGRAM GARUDA PEDULI PEREKONOMIAN MASYARAKAT GARUDA PEDULI FOR THE COMMUNITY’S ECONOMY
PROGRAM
Kemajuan perekonomian masyarakat menjadi salah satu The advancement of the community’s economy is one of the
indikator keberhasilan sebuah program Tanggung Jawab indicators of the success of a Corporate Social and Environmental
Sosial Lingkungan (TJSL). Melalui Program Pendanaan Usaha Responsibility (TJSL) program. Through the Micro and Small
Mikro dan Kecil (PUMK) dan Program Pembinaan UMK, Garuda Enterprises Funding Program (MSEs Funding) and the MSEs
Indonesia menyalurkan pinjaman modal untuk Usaha Mikro Development Program, Garuda Indonesia provides capital loans to
dan Kecil (UMK) yang tersebar di seluruh Indonesia. Bantuan Micro and Small Enterprises (MSEs) across Indonesia. This capital
permodalan itu diberikan kepada UMK binaan untuk mendukung assistance is provided to supported MSEs to support their growth
potensi berkembang dan mengelola usaha mereka dengan baik. potential and help them manage their businesses effectively.
Penyaluran dana bisa diberikan melalui sinergi antar BUMN, Funding disbursement can be facilitated through collaboration
Non Govermental Organization dan Lembaga Penyalur lain. among state-owned enterprises (SOEs), non-governmental
organizations (NGOs), and other disbursing institutions.
PROGRAM PENDANAAN USAHA MIKRO DAN KECIL MICRO AND SMALL BUSINESS FINANCING PROGRAM
Hingga tahun 2025, Garuda Indonesia memiliki 774 mitra binaan As of 2025, Garuda Indonesia has 774 partner MSEs, consisting
yang terdiri dari 669 UMK binaan Garuda Indonesia dan 105 of 669 MSEs directly supported by Garuda Indonesia and 105
UMK binaan hasil sinergi dengan BUMN/Lembaga penyalur MSEs supported through collaborations with other state-owned
lain yang tersebar di 15 provinsi di seluruh Indonesia. Jumlah enterprises (SOEs) and distribution agencies, spread across 15
dan sebaran UKM mitra binaan itu akan terus bertambah seiring provinces throughout Indonesia. The number and distribution
tumbuh kembangnya sektor usaha informal di masyarakat. of these partner MSEs will continue to grow alongside the
Selama tahun 2025, Garuda Indonesia menyalurkan bantuan growth and development of the informal business sector in the
PUMK melalui sinergi dengan Bank Rakyat Indonesia (BRI) yang community. Throughout 2025, Garuda Indonesia has distributed
telah disalurkan kepada beberapa UMK binaan yang tersebar di MSEs Funding assistance through a partnership with Bank Rakyat
wilayah Bali, Jawa Barat, Jawa Tengah, Jawa Timur, Kalimantan Indonesia (BRI), which has been disbursed to several supported
Barat, Maluku, dan Yogyakarta. MSEs located in Bali, West Java, Central Java, East Java, West
Kalimantan, Maluku, and Yogyakarta.
Fisheries 3,74%
Livestock 1,28%
Service 4,45%
Plantation 8,21%
Others 1,03%
Industrial 31,60%
Agricultural 40,96%
Trade 8,74%
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Hingga 2025, secara akumulasi penyaluran PUMK pada As of 2025, Cumulatively, MSEs Funding disbursements to the
sektor pertanian mendapat porsi terbesar, yaitu mencapai agricultural sector accounted for the largest share, reaching
40,96%. Diikuti dengan bidang industri (31,6%), perkebunan 40.96%. This is followed by the industrial sector (31.6%),
(8,21%), perdagangan (8,74%), jasa (4,45%), perikanan (3,74%), plantations (8.21%), trade (8.74%), services (4.45%), fisheries
peternakan (1,28%), dan lainnya (1,03%). Hal tersebut sejalan (3.74%), livestock (1.28%), and others (1.03%). This aligns with
dengan komitmen Garuda Indonesia untuk turut mensukseskan Garuda Indonesia’s commitment to supporting the success of
program pemerintah, khususnya pengembangan UMKM. government programs, particularly the development of MSEs.
PROMOSI PRODUK UMK PROMOTION OF MSEs PRODUCTS
Tidak sekadar membantu permodalan, upaya pemberdayaan In addition to providing financial assistance, these efforts to empower
UMK itu juga diiringi dengan program pendidikan dan pelatihan MSEs are complemented by education and training programs as well as
hingga kegiatan promosi demi mengoptimalkan hasil karya dan promotional activities aimed at maximizing the value of their products
meningkatkan pangsa pasar produk UMK binaan. Pada tahun and increasing the market share of the supported MSEs’ products. In
2025, Garuda Indonesia mempromosikan produk UMK binaan di 2025, Garuda Indonesia promoted the products of the supported MSEs
melalui keikutsertaan pada Pameran Pangan Kasih di DKI Jakarta. through its participation in the Pangan Kasih food exhibition in Jakarta.
Penyaluran PUMK ke UMK Binaan per Sektor
Distribution of PUMK to Supported SMEs by Sector
(Dalam Rupiah Penuh)
(In Full Rupiah)
Sektor Jumlah Penyaluran
Sector Total Disbursement
Sektor Industri
15.732.413.199
Industrial Sector
Sektor Jasa
1.843.458.583
Service Sector
Sektor Perdagangan
3.877.569.762
Trade Sector
Sektor Perikanan
1.812.151.043
Fisheries Sector
Sektor Perkebunan
623.180.000
Plantation Sector
Sektor Pertanian
17.240.093.471
Agriculture Sector
Sektor Peternakan
3.118.662.886
Livestock Sector
Sektor Lainnya
319.070.664
Other Sectors
TOTAL 44.566.599.608
Penyaluran PUMK ke UMK Binaan per Wilayah dan per Sektor
Distribution of MSEs Funding to Fostered MSEs by Region and Sector
Jumlah
Wilayah/
Jumlah per Mitra
Sektor Industri Jasa Lainnya Perdagangan Perikanan Perkebunan Pertanian Perternakan
wilayah Number
Region/ Industry Services Others Trade Fisheries Plantation Agriculture Livestock
Total by region of
Sector
Partners
Bali 72
1.677.092.808 77.873.600 25.999.036 667.875.307 - - 97.338.477 - 2.546.179.228
Bangka
- - - - - 6
Belitung 20.000.000 10.000.000 125.000.000 155.000.000
Banten - - - - 23
365.000.000 50.000.000 684.000.000 645.581.625 1.744.581.625
DI
Yogyakarta
Special - - 58
800.704.319 184.891.802 215.465.568 18.972.479 59.493.440 53.662.886 1.333.190.494
Region of
Yogyakarta
DKI Jakarta - - - - - 14
558.000.000 207.000.000 29.000.000 794.000.000
Jawa Barat
Special
407.378.454 1.165.455.330 158.680.000 1.049.093.375 - 82
Region of 6.180.500.000 50.000.000 454.955.180 9.466.062.339
Yogyakarta
Jawa Tengah
160.000.000 243.071.628 - 60.000.000 8.878.011 1.000.000.000 2.842.308.218 91
Central Java 1.034.500.000 335.858.579
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Penyaluran PUMK ke UMK Binaan per Wilayah dan per Sektor
Distribution of MSEs Funding to Fostered MSEs by Region and Sector
Jumlah
Wilayah/
Jumlah per Mitra
Sektor Industri Jasa Lainnya Perdagangan Perikanan Perkebunan Pertanian Perternakan
wilayah Number
Region/ Industry Services Others Trade Fisheries Plantation Agriculture Livestock
Total by region of
Sector
Partners
Jawa Timur
639.741.072 157.500.000 - 313.902.091 - 2.035.000.000 4.211.143.163 81
East Java 65.000.000 1.000.000.000
Kalimantan
Barat
1.150.000.000 20.314.727 - 47.013.037 97.723.234 9.208.656.543 10.523.707.541 51
West
Kalimantan
Kalimantan
Selatan
- - - 39.000.000 - - - - 39.000.000 3
South
Kalimantan
Nanggroe
Aceh 83.275.000 48.000.000 - 57.500.000 - - - - 188.775.000 18
Darussalam
Nusa
Tenggara
Barat 443.500.000 - 706.500.000 220.500.000 3.500.000 3.481.000.000 155
2.107.000.000
West Nusa
Tenggara
Nusa
Tenggara
Timur 277.100.000 27.000.000 - 145.000.000 - - - - 449.100.000 26
East Nusa
Tenggara
Sulawesi
Selatan
155.000.000 - - - 500.000.000 - - - 655.000.000 7
South
Sulawesi
Sulawesi
Utara
25.000.000 - - 50.000.000 - - 3.031.552.000 - 3.106.552.000 4
North
Sulawesi
Sumatera
Barat
679.500.000 40.000.000 121.500.000 30.000.000 119.000.000 2.011.000.000 30.000.000 3.031.000.000 71
West
Sumatra
Maluku - - - 118.779.360 - - - 163.702.366 12
44.923.006
Total 15.732.413.199 1.843.458.583 319.070.664 3.877.569.762 1.812.151.043 623.180.000 17.240.093.471 3.118.662.886 44.566.599.608 774
PROGRAM KOLABORASI TJSL TJSL COLLABORATION PROGRAM
PROGRAM REUSE RECYCLE BERSAMA PLASTICPAY REUSE RECYCLE PROGRAM IN PARTNERSHIP WITH PLASTICPAY
Sebagai bentuk implementasi dari ISO 26000:2010 Guidance As part of the implementation of ISO 26000:2010 Guidance on
on Social Responsibility, salah satu subject intinya adalah The Social Responsibility, one of its core subjects is The Environment,
Environment yang memiliki isu Mitigate and Adapt to Climate which addresses the issue of Mitigate and Adapt to Climate
Change meliputi pengurangan limbah, penggunaan ulang produk, Change, including waste reduction, product reuse, and recycling.
dan recycle. Hal tersebut juga sejalan dengan pencapaian Net This is also in line with the achievement of Net Zero Emissions
Zero Emmission (NZE) tahun 2060 dan sebagai implementasi (NZE) by 2060 and as an implementation of Sustainable
Sustainable Development Goals nomor 12, yaitu Responsible Development Goal number 12, namely Responsible Consumption
Consumption and Production. and Production.
Sejak tahun 2024, Garuda Indonesia bekerjasama dengan Since 2024, Garuda Indonesia partnered with Plasticpay to install
Plasticpay merealisasikan penempatan Reverse Vending Machine Reverse Vending Machines (RVMs) in office environments, with
(RVM) di lingkungan perkantoran yang bertujuan mengurangi the aim of reducing plastic bottle waste and increasing employee
limbah penggunaan botol plastik dan meningkatkan partisipasi participation to foster a habit of using plastic more wisely. Under
karyawan sehingga terbentuk habit dalam penggunaan material this program, plastic bottle waste disposed of in the RVMs will
plastik dengan lebih bijak. Adapun pada program ini, sampah be recycled into economically valuable items that can be reused
botol plastik yang dibuang pada RVM nantinya akan diolah by the community, thereby boosting the economy of micro and
kembali menjadi barang-barang bernilai ekonomis yang dapat small enterprises (MSEs).
dipergunakan kembali oleh masyarakat, dan kemudian dapat
meningkatkan perekonomian UMKM.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
PROGRAM KOLABORASI BUMN: KONSERVASI LINGKUNGAN SOE COLLABORATION PROGRAM: ENVIRONMENTAL
DAN PEMBERDAYAAN MASYARAKAT DI KEPULAUAN RAJA CONSERVATION AND COMMUNITY EMPOWERMENT IN THE
AMPAT, PAPUA BARAT DAYA RAJA AMPAT ISLANDS, SOUTHWEST PAPUA
Pada tahun 2025, Garuda Indonesia bersama dengan 15 BUMN In 2025, Garuda Indonesia, in collaboration with 15 state-
melaksanakan program kolaborasi konservasi lingkungan dan owned enterprises, implemented a program for environmental
pemberdayaan masyarakat di wilayah kepulauan Raja Ampat, conservation and community empowerment in the Raja Ampat
Papua Barat Daya. Hal ini sebagai bentuk kepedulian Perseroan Islands, South West Papua. This initiative reflects the Company’s
terhadap lingkungan dan kemajuan ekonomi masyarakat di commitment to environmental protection and the economic
wilayah pesisir sesuai dengan Tujuan Pembangunan Berkelanjutan advancement of coastal communities, in alignment with the
(TPB) pilar social, ekonomi, dan lingkungan. Sustainable Development Goals (SDGs) across the social,
economic, and environmental pillars.
Adapun program yang dilaksanakan adalah rehabilitasi terumbu The programs implemented include coral reef rehabilitation,
karang, penanaman mangrove, bantuan daya listrik, renovasi mangrove planting, electricity assistance, school renovations
sekolah dan bantuan koneksi internet, pendampingan kelompok and internet connectivity support, mentoring for conservation
konservasi, pendampingan BUMDes, dan renovasi gereja. groups, mentoring for Village-Owned Enterprises (BUMDes),
Program ini dilaksanakan di 2 (dua) desa yaitu Desa Mutus and church renovations. These programs are being implemented
dan Desa Manyaifun, distrik Waigeo Barat. in two villages: Mutus Village and Manyaifun Village, in the
West Waigeo District.
Melalui program ini harapannya dapat meningkatkan pendidikan It is hoped that through this program, education and the economy
dan perekonomian masyarakat di wilayah tersebut, serta dapat of the local community in the area will improve, and the coastal
melestarikan lingkungan pesisir sebagai Kawasan pariwisata. environment can be preserved as a tourism area.
Adapun realisasi Program Tanggung Jawab Sosial dan Lingkungan The overall implementation of the Social and Environmental
(TJSL) secara keseluruhan sampai dengan 31 Desember 2025 Responsibility Program (TJSL) through December 31, 2025, is
sebagai berikut: as follows:
Keterangan 2025 2024 2023
Description
TJSL (Non Pendanaan UMK)
4.102.347.219 5.624.109.247 4.591.405.275
TJSL (Non-MSEs Funding)
Pinjaman Kemitraan (Pendanaan UMK)
750.000.000 800.000.000 1.000.000.000
Partnership Loans (MSEs Funding)
Pembinaan Kemitraan
- - -
Partnership Development
Jumlah
4.852.347.219 6.424.109.247 5.591.405.275
Total
Atas berbagai program yang dilaksanakan, Garuda Indonesia Through various programs implemented, Garuda Indonesia
memastikan bahwa kegiatan operasionalnya tidak memberikan ensures that its operational activities do not have a negative
dampak negatif terhadap masyarakat di sekitar wilayah operasional. impact on communities in the areas surrounding its operations.
KEGIATAN TANGGUNG JAWAB SOSIAL ENVIRONMENTAL AND SOCIAL RESPONSIBILITY
LINGKUNGAN (TJSL) [OJK F.25] ACTIVITIES (TJSL) [OJK F.25]
Tuntutan atas implementasi TJSL bagi emiten dan perusahaan The requirements for TJSL implementation by issuers and
publik semakin kuat dengan terbitnya Peraturan Otoritas Jasa public companies have become increasingly stringent with the
Keuangan (POJK) No.51/POJK.03/2017 tentang Penerapan issuance of Financial Services Authority Regulation (POJK) No.
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten dan 51/POJK.03/2017 on the Application of Sustainable Finance for
Perusahaan Publik atau POJK Keuangan/Kegiatan Berkelanjutan, Financial Services Institutions, Issuers, and Public Companies,
per 1 Januari 2021. Pasal 8 peraturan ini menyatakan perusahaan or the POJK on Sustainable Finance/Activities, effective
publik yang diwajibkan melaksanakan TJSL dapat mengalokasikan January 1, 2021. Article 8 of this regulation states that public
sebagian dana TJSL untuk mendukung kegiatan penerapan keuangan companies required to implement TJSL may allocate a portion
berkelanjutan. Sesuai dengan pedoman teknis peraturan ini, dalam of their TJSL funds to support sustainable finance activities.
arti luas, keuangan berkelanjutan bagi emiten dan perusahaan In accordance with the technical guidelines of this regulation,
publik dapat dimaknai sebagai kegiatan berkelanjutan (sustainable in a broad sense, sustainable finance for issuers and public
operation), yaitu kegiatan operasi perusahaan yang dijalankan companies can be interpreted as sustainable operations—that is,
dengan memperhatikan aspek ekonomi, lingkungan hidup, dan sosial. company operations conducted with consideration for economic,
environmental, and social aspects.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Program TJSL BUMN PT. Garuda Indonesia (Persero) pada tahun PT Garuda Indonesia (Persero)’s TJSL program for 2025 focused
2025 lebih diprioritaskan kepada program yang sejalan dengan on programs that align with the Sustainable Development Goals
program Tujuan Pembangunan Berkelanjutan (TPB) dan sejalan (SDGs) and the Company’s core business, specifically addressing
dengan Core Bisnis Perusahaan, yaitu sesuai dengan prioritas sosial, social, environmental, and economic priorities, as well as legal
lingkungan, ekonomi, serta hukum dan tata kelola. Pelaksanaan TJSL and governance issues. The implementation of TJSL at Garuda
di Garuda Indonesia merujuk pada sejumlah regulasi antara lain Indonesia is governed by a number of regulations, including the
Undang-Undang Perseroan Terbatas, Undang-Undang No.25 Tahun Limited Liability Companies Act, Law No. 25 of 2007 on Investment,
2007 tentang Penanaman Modal, serta Surat Edaran Otoritas Jasa and the Circular Letter of the Financial Services Authority of the
Keuangan Republik Indonesia Nomor 16/SEOJK.04/2021 tentang Republic of Indonesia No. 16/SEOJK.04/2021 regarding the Form
Bentuk dan Isi Laporan Tahunan Emiten atau Perusahaan Publik and Content of Annual Reports of Issuers or Public Companies as
sebagai pedoman teknis pelaksanaan POJK Keuangan Berkelanjutan. technical guidelines for the implementation of the Financial Services
Secara spesifik, SEOJK menegaskan perlunya kegiatan TJSL dikaitkan Authority’s Regulation on Sustainable Finance. Specifically, the
dengan 17 (tujuh belas) Tujuan Pembangunan Berkelanjutan/ SEOJK emphasizes the need for TJSL activities to be aligned with
TPB (Sustainable Development Goals/SDGs) di Indonesia. Tautan the 17 (seventeen) Sustainable Development Goals (SDGs) in
implementasi program tersebut disampaikan melalui Laporan Indonesia. The link between the implementation of these programs
Keberlanjutan. and the SDGs is communicated through the Sustainability Report.
Sesuai dengan Peraturan Menteri Badan Usaha Milik Negara In accordance with Regulation of the Minister of State-Owned
Republik Indonesia Nomor PER-1/MBU/03/2023, Garuda Enterprises of the Republic of Indonesia Number PER-1/
Indonesia melaksanakan TJSL melalui Program Pendanaan Usaha MBU/03/2023, Garuda Indonesia implements TJSL through
Mikro dan Usaha Kecil (Program Pendanaan UMK, serta Program the Micro and Small Enterprises Funding Program (MSEs Funding
Pemberian Bantuan dan/atau Kegiatan lainnya, termasuk Program), as well as the Grant Assistance Program and/or other
Pembinaan. Pelaksanaan Program TJSL BUMN berorientasi pada activities, including capacity building. The implementation of the
pencapaian Tujuan Pembangunan Berkelanjutan (TPB) serta SOE TJSL Program is oriented toward achieving the Sustainable
berpedoman kepada ISO 26000 sebagai panduan pelaksanaan Development Goals (SDGs) and guided by ISO 26000 as a
program, dengan harapan pelaksanaan Program TJSL BUMN framework for program implementation, with the aim of ensuring
yang lebih terukur, berdampak dan berkelanjutan. Adapun that the SOE TJSL Program is more measurable, impactful, and
program TJSL BUMN bertujuan untuk: sustainable. The objectives of the SOE TJSL Program are to:
1. memberikan kemanfaatan bagi pembangunan ekonomi, 1. provide benefits for economic development, social
pembangunan sosial, pembangunan lingkungan serta development, environmental development, as well as legal
pembangunan hukum dan tata kelola bagi perusahaan; and governance development for the company;
2. memberikan kontribusi pada penciptaan nilai tambah bagi 2. contribute to the creation of added value for the company
perusahaan dengan prinsip yang terintegrasi, terarah dan based on principles that are integrated, targeted, measurable
terukur dampaknya serta akuntabel; dan in their impact, and accountable; and
3. membina usaha mikro dan usaha kecil agar lebih tangguh 3. foster micro and small enterprises to become more resilient
dan mandiri, serta masyarakat sekitar perusahaan. and self-reliant, as well as the communities surrounding
the company.
Realisasi Program Tanggung Jawab Sosial dan Lingkungan (TJSL) The overall implementation of the Social and Environmental
secara keseluruhan sampai dengan 31 Desember 2025 sebagai Responsibility Program (TJSL) through December 31, 2025, is
berikut: as follows:
a. Hingga Triwulan IV tahun 2025, realisasi Program Pendanaan a. As of the fourth quarter of 2025, the implementation of
Usaha Mikro dan Usaha Kecil (PUMK) melalui sinergi dengan the Micro and Small Enterprise Funding Program (PUMK)
BRI adalah sebesar Rp750 juta atau 75% dari RKA PUMK through collaboration with BRI amounts to IDR 750 million,
tahun 2025 yaitu Rp1 miliar dan 32,4% dari dana tersedia representing 75% of the 2025 PUMK Budget Allocation (RKA)
PUMK tahun 2025. of IDR 1 billion and 32.4% of the available 2025 PUMK funds.
b. Realisasi Program TJSL BUMN Community Involved b. The realization of the SOE TJSL Community Involved
Development (CID) sebesar Rp1,1 miliar atau 17,5% dari Development (CID) Program amounted to IDR 1.1 billion, or
anggaran TJSL CID tahun 2025 yaitu Rp6,2 Miliar. Namun 17.5% of the 2025 CID TJSL budget of IDR 6.2 billion. However,
dikarenakan adanya penyesuaian anggaran tahun 2025, due to budget adjustments for 2025, the implementation of
maka realisasi TJSL BUMN CID adalah sebesar 56,7% dari the BUMN CID TJSL program has been revised to 56,7% of
anggaran TJSL CID tahun 2025 setelah penyesuaian yaitu the adjusted 2025 CID TJSL budget, which is equivalent to
Rp1,9 Miliar. IDR 1.9 billion.
c. Realisasi Program TJSL BUMN Non Community Involved c. The realization of the SOE TJSL Non-Community Involved
Development (Non CID) sebesar Rp3,4 miliar atau 28,1% Development (Non-CID) program amounted to IDR 3.4 billion,
dari anggaran TJSL Non CID tahun 2025 yaitu Rp12,0 Miliar. or 28.1% of the 2025 Non-CID TJSL budget of IDR 12.0 billion.
Namun dikarenakan adanya penyesuaian anggaran tahun However, due to the 2025 budget adjustment, the realization
2025, maka realisasi TJSL BUMN Non CID adalah sebesar of the non-CID TJSL program for SOEs is 73.7% of the 2025
73,7% dari anggaran TJSL Non CID tahun 2025 setelah Non-CID TJSL budget after reallocation, amounting to IDR
realokasi yaitu Rp4,6 Miliar. Adapun anggaran Program 4.6 billion. The budget for the Non-CID TJSL program is not
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
TJSL Non CID tidak hanya bersumber dari unit pengelola TJSL only sourced from the TJSL Management unit but also from
Management saja, namun juga unit Corporate Secretary & the Corporate Secretary & Governance unit, specifically under
Governance yaitu pada Pilar Hukum dan Tata Kelola. the Legal and Governance Pillar.
Sehingga realisasi keseluruhan Program Tanggung Jawab Sosial Thus, the total budget for the Social and Environmental Responsibility
dan Lingkungan (TJSL), termasuk Program Community Involved Program (TJSL), including the Community Involved Development
Development (CID), Program Non CID, dan Program Pendanaan (CID) Program, non-CID programs, and the Micro and Small
Usaha Mikro dan Usaha Kecil (PUMK) adalah sebesar Rp5.192 juta Enterprise Funding Program (PUMK) amounted to IDR 5.192 billion,
atau 69,6% dari anggaran keseluruhan TJSL tahun 2025 setelah or 69.6% of the total 2025 TJSL budget after adjustments—which
penyesuaian yaitu Rp7,5 Miliar dengan rincian sebagai berikut: totaled IDR 7.5 billion—with the following details:
a) Realisasi program yang dikelola oleh unit TJSL Management: a) Program implementation managed by the TJSL
Management unit:
•Program TJSL BUMN: Rp4,1 Miliar • SOE TJSL Program: IDR 4.1 billion
•Program Pendanaan Usaha Mikro dan Kecil (PUMK): • Micro and Small Enterprise Funding Program (PUMK):
Rp750 Juta IDR 750 million
b) Realisasi program yang dikelola oleh unit Non-TJSL b) The realization of programs managed by non-TJSL
Management adalah sebesar Rp340,6 Juta Management units amounted to IDR 340.6 million.
Adapun kegiatan TJSL yang dilaksanakan sepanjang tahun 2025 The TJSL activities conducted throughout 2025 are as follows:
sebagai berikut:
Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
Table of TJSL Activities and Sustainable Development Goals
Provinsi/
Nama Program Pilar Kota Negara Capaian
No SDGs
Program Name Pillar Cities Provinces/ Achievement
Country
TOTAL REALISASI SDGs 1
TOTAL ACHIEVEMENT OF SDG 1
Penyaluran kebutuhan pokok
sejumlah 405 paket berupa makanan,
perlengkapan pakaian bayi dan dewasa,
Garuda Indonesia Peduli Korban
perlengkapan mandi, dan perlengkapan
Bencana Kebakaran DKI Jakarta Sosial Jakarta Pusat
1 1 DKI Jakarta sholat.
Garuda Indonesia Peduli Supports Social Central Jakarta
Victims of the Jakarta Fire Disaster Distribution of 405 packages of basic
necessities, including food, baby and
adult clothing, toiletries, and prayer
supplies.
Penyaluran sembako sejumlah 335 paket
Penyaluran Sembako HUT GA ke- berupa beras, gula pasir dan minyak
76 bagi TAD Non Skill PT Garuda
goreng kepada TAD non skill PT Garuda
Indonesia Kab. Tangerang
Sosial Indonesia
2 Distribution of Food Packages 1 Tangerang Banten
Social Distribution of 335 food packages
for Garuda Indonesia’s 76th Regency
Anniversary to Non-Skilled TAD containing rice, granulated sugar, and
Employees of PT Garuda Indonesia cooking oil to non-skilled TAD employees
at PT Garuda Indonesia
Bantuan Sosial kepada 3 Panti • Kota
Asuhan: Tangerang Pemberian bantuan sosiak kepada 3 panti
• Panti Asuhan Sahabat Yatim • Kab. asuhan di Kab. Tangerang berupa 22
• Yayasan Majelis Silahturahmi Tangerang paket sembako (beras, minyak, gula, mie
• Panti Asuhan Amanah As • Kab. kering, tehh dan kopi) dan bantuan tunai
Sodiqiyah Sosial Tangerang masing-masing senilai Rp 5.000.000,-
3 1 Banten
Social Assistance to 3 Orphanages: Social • Tangerang Social assistance was provided to three
• Sahabat Yatim Orphanage Regency orphanages in Tangerang Regency in the
• Majelis Silahturahmi • Tangerang form of 22 food packages (rice, cooking
Foundation Regency oil, sugar, dried noodles, tea, and coffee)
• Amanah As Sodiqiyah • Tangerang and cash assistance of Rp 5,000,000 each
Orphanage Regency
Bantuan penyediaan makanan sahur,
ta'jil, dan buka puasa oleh ROHIS GA di
Bantuan Kegiatan Ramadhan 1446 lingkungan perkantoran bagi pegawai
H di lingkungan Garuda Indonesia
Kab. Tangerang (pegawai tetap dan TAD).
bersama ROHIS GA Sosial
4 1 Tangerang Banten Assistance with the provision of pre-dawn
Support for Ramadan 1446 H Social
Regency meals, pre-sunset snacks, and breaking-
Activities at Garuda Indonesia in
Collaboration with ROHIS GA of-fast meals by ROHIS GA in the office
environment for employees (permanent
staff and temporary staff).
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
Table of TJSL Activities and Sustainable Development Goals
Provinsi/
Nama Program Pilar Kota Negara Capaian
No SDGs
Program Name Pillar Cities Provinces/ Achievement
Country
Bantuan 25 paket sembako, peralatan
GA Peduli Tanggap Darurat Banjir
kebersihan dan obat-obatan kepada
di Bekasi
Sosial Kota Bekasi Jawa Barat pegawai terdampak banjir di Bekasi.
5 Garuda Indonesia Peduli: 1
Social Bekasi City West Java Donation of 25 food packages, hygiene
Emergency Flood Response in
Bekasi supplies, and medications to employees
affected by the flood in Bekasi.
Penyediaan 5 bus mudik yang diikuti
Mudik Gratis BUMN: Mudik Aman oleh 220 orang pemudik ke wilayah Jawa
Sampai Tujuan Timur, Jawa Tengah, DIY, dan Lampung.
Sosial Jakarta Barat
6 Free Homecoming Trip Program 1 DKI Jakarta The provision of 5 buses for the annual
Social West Jakarta
by SOEs: Safe Travel to Your homecoming season, carrying 220
Destination travelers to East Java, Central Java,
Yogyakarta, and Lampung
Partisipasi pada acara Falcons Cup 2025,
Dukungan Sosial Acara Falcons dalam mendukung Program Charity
Cup 2025 Sosial Jakarta Timur senilai Rp 50 Juta.
7 1 DKI Jakarta
Social Support for the 2025 Falcons Social East Jakarta Participation in the 2025 Falcons Cup, in
Cup Event support of a charity program worth Rp 50
million.
Bantuan sedekah 2 ekor sapi untuk
Dukungan Program Kegiatan Idul
kurban bagi masyarakat di wilayah
Adha 1446 H / 2025 Garuda Group Sosial Kota Tangerang
8 1 Banten perkantoran.
Garuda Group’s Support for Eid al- Social Tangerang City
Adha 1446 H / 2025 Activities Donation of two cows for the Eid al-Adha
sacrifice for residents in the office district.
Bantuan Kurban kepada Sahabat Bantuan sedekah kurban kambing untuk
Yatim Sosial Kota Tangerang anak-anak yatim di Sahabat Yatim.
9 1 Banten
Donations for Qurbani to Sahabat Social Tangerang City Goat sacrifice donations for orphans at
Yatim Sahabat Yatim
Bantuan 500 paket sembako dalam
rangka HUT TNI yang diberikan kepada
HUT TNI: Bantuan 500 paket
masyarakat.
Sembako Sosial Jakarta Pusat
10 1 DKI Jakarta Distribution of 500 food packages to
TNI Anniversary: Donation of 500 Social Central Jakarta
packages of basic food the community in celebration of the
Indonesian National Armed Forces’
anniversary
Bantuan berupa kebutuhan pokok dan
rumah tangga kepada 20 pegawai dan
200 masyarkat terdampak bencana, serta
bantuan peralatan usaha bagi UKM yang
GA Peduli: Bantuan Bencana Banjir terdampak banjir.
Sosial
11 di Bali 1 Denpasar Bali Aid in the form of basic necessities and
Social
GA Peduli: Flood Relief in Bali household supplies was provided to 20
employees and 200 disaster-affected
residents, as well as business equipment
for flood-affected small and medium-
sized enterprises.
Dukungan Kegiatan Sosial Pada
Perayaan Natal PT Garuda
Bantuan kebutuhan pokok bagi 14 panti di
Indonesia (Persero) Tbk Tahun
Sosial 8 (delapan) wilayah branch office.
12 2025 1 8 BO 8 BO
Social Basic necessities assistance for 14 shelters
Support for Social Activities During
PT Garuda Indonesia (Persero) Tbk’s in 8 (eight) branch office regions
2025 Christmas Celebration
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
Table of TJSL Activities and Sustainable Development Goals
Provinsi/
Nama Program Pilar Kota Negara Capaian
No SDGs
Program Name Pillar Cities Provinces/ Achievement
Country
GA Peduli: Pemberian Sembako, Penyaluran bantuan sembako, peralatan
• Aceh • Aceh
Peralatan Kebersihan Peralatan kebersihan, peralatan mandi, dan selimut
• Sumatera • Sumatera
Mandi, dan Selimut Untuk Bantuan bagi korban bencana banjir di Aceh,
Barat Barat
Bencana Alam di Provinsi Aceh,
• Sumatera • Sumatera Sumatera Barat, dan Sumatera Utara
Sumatera Barat & Sumatera Utara
Sosial Utara Utara dengan total bantuan sebesar Rp 134,2
13 GA Peduli: Distribution of Basic 1
Social • Aceh • Aceh Juta.
Food Packages, Hygiene and
• West • West Distribution of food aid, cleaning supplies,
Toiletries, and Blankets for Natural
Sumatra Sumatra toiletries, and blankets to flood victims in
Disaster Relief in Aceh, West
• North • North Aceh, West Sumatra, and North Sumatra,
Sumatra, and North Sumatra
Sumatra Sumatra with a total value of Rp 134.2 million.
Provinces
• Aceh • Aceh
• Sumatera • Sumatera Bantuan pengiriman cargo untuk bantuan
Bantuan Pengiriman Logistik Barat Barat bencana alam dari BUMN lain dan
Bencana Alam di Padang, Medan • Sumatera • Sumatera
pegawai senilai Rp 608,7 Juta.
dan Aceh Tahap 1 Sosial Utara Utara
14 1 Cargo shipping assistance for natural
Phase 1 of Natural Disaster Logistics Social • Aceh • Aceh
Aid Distribution in Padang, Medan, • West • West disaster relief from other state-owned
and Aceh Sumatra Sumatra enterprises and employees totaling Rp
• North • North 608.7 million.
Sumatra Sumatra
• Aceh • Aceh
• Sumatera • Sumatera
Bantuan Pengiriman Logistik Barat Barat Bantuan pengiriman cargo untuk bantuan
Bencana Alam di Padang, Medan • Sumatera • Sumatera bencana alam dari BUMN lain senilai Rp
dan Aceh Tahap 2 Sosial Utara Utara 319,03 Juta.
15 1
Phase 2 of Natural Disaster Social • Aceh • Aceh Cargo shipping assistance for natural
Logistics Aid Distribution in Padang, • West • West disaster relief from other state-owned
Medan, and Aceh Sumatra Sumatra enterprises totaling Rp 319.03 million.
• North • North
Sumatra Sumatra
TOTAL REALISASI SDGs 3
TOTAL ACHIEVEMENT OF SDG 3
Melalui program ini telah berhasil
Sosialisasi/ Penyuluhan melakukan penyuluhan terkait
Penyalahgunaan Narkoba pada Penyalahgunaan Narkoba kepada 240
Remaja di SMA Negeri 70 Jakarta Sosial Jakarta Selatan orang siswa/i SMA.
1 3 DKI Jakarta
Awareness Campaign/Education on Social South Jakarta Through this program, we have
Drug Abuse Among Teenagers at successfully conducted drug abuse
State High School 70 Jakarta prevention education for 240 high school
students.
Partisipasi dalam Peluncuran Program
Peluncuran Program Makanan Makan Bergizi GA Group di Tangerang,
Bergizi GA Group Sosial Tangerang Banten.
2 3 Banten
Launch of GA Group’s Nutritious Social Tangerang Participation in the Launch of the GA
Food Program Group’s Nutritious Meals Program in
Tangerang, Banten.
Penyediaan jasa khitan bagi anak-anak
TAD & anak-anak kurang mampu di
sekitar lingkungan perkantoran dengan
Garuda Peduli: Khitan Massal 2025 jumlah peserta 150 anak.
Sosial Jakarta Pusat
3 Garuda Peduli: Mass Circumcision 3 DKI Jakarta Provision of circumcision services for
Social Central Jakarta
2025 children from the TAD community and
underprivileged children in the vicinity
of the office complex, with a total of 150
participants.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
Table of TJSL Activities and Sustainable Development Goals
Provinsi/
Nama Program Pilar Kota Negara Capaian
No SDGs
Program Name Pillar Cities Provinces/ Achievement
Country
Bantuan Sosial kepada Panti Werda
Joglosemar:
• Rumah Pelayanan Sosial
Wening Wardoyo, Semarang Bantuan sosial berupa kebutuhan pokok
• Panti Wreda Aisyiyah, Solo kepada 3 panti wreda di Semarang, Solo,
• Panti Wreda Hanna, Jogja dan Yogyakarta masing-masing senilai
Jogja
Social Assistance to Joglosemar Sosial Jawa Tengah Rp 50 Juta.
4 3 Solo
Senior Care Home: Social Central Java Social assistance in the form of basic
Semarang
• Wening Wardoyo Social necessities was provided to three
Service Center, Semarang nursing homes in Semarang, Solo, and
• Aisyiyah Senior Care Home, Yogyakarta, each receiving Rp 50 million.
Solo
• Hanna Senior Care Home,
Yogyakarta
• Aceh • Aceh Penyaluran bantuan obat-obatan dan
GA Peduli: Pemberian Bantuan Sumatera • Sumatera kebutuhan pokok bagi korban bencana
Obat-Obatan Untuk Bencana Alam Barat Barat banjir di Aceh, Sumatera Barat, dan
di Provinsi Aceh, Sumatera Barat & Sumatera • Sumatera
Sumatera Utara dengan total bantuan
Sumatera Utara Sosial Utara Utara
5 3 sebesar Rp 65,6 Juta.
Social Community GA Peduli: Social • Aceh • Aceh
Providing Medicines for Natural • West • West Distribution of medical supplies and basic
Disasters in the Provinces of Aceh, Sumatra Sumatra necessities to flood victims in Aceh, West
West Sumatra, and North Sumatra • North • North Sumatra, and North Sumatra, with a total
Sumatra Sumatra value of Rp 65.6 million.
TOTAL REALISASI SDGs 4
TOTAL ACHIEVEMENT OF SDG 4
Pembangunan Ruang Sidang Pembangunan 1 ruang sidang program
Program Doktor Ilmu Hukum doktor Ilmu Hukum di Universitas
Universitas Borobudur Jakarta Sosial Jakarta Timur Borobudur.
1 4 DKI Jakarta
Construction of the Lecture Hall Social East Jakarta Construction of one classroom for the
for the Doctoral Program in Law at Doctor of Law program at Borobudur
Borobudur University, Jakarta University.
Dukungan Pendidikan bagi Siswa/i Bantuan dana pendidikan bagi siswa/I
SMK Farmasi Putra Bangsa,
SMK Farmasi Putra Bangsa sebanyak 18
Salatiga, Jawa Tengah
Sosial Kab. Salatiga Jawa Tengah orang.
2 Educational Support for Students 4
Social Salatiga Regency Central Java Educational grants for 18 students at
at Putra Bangsa Vocational High
School of Pharmacy, Salatiga, Putra Bangsa Vocational High School of
Central Java Pharmacy.
Pemberdayaan Anak Jalanan Pemberdayaan terhadap 20 anak
Menuju Indonesia Emas 2045 mendapatkan alat pendukung proses
Bersama Garuda Indonesia dan belajar dan inspirasi karir di dunia
Ikatan Istri Karyawan Garuda penerbang melalui kunjungan education
Indonesia ("IIKGA") Sosial Jakarta Pusat trip aviasi ke Hanggar GMF AeroAsia.
3 4 DKI Jakarta
Empowering Street Children Toward Social Central Jakarta Twenty children were empowered
Indonesia Emas 2045 in Partnership by receiving learning aids and career
with Garuda Indonesia and the inspiration in the aviation industry
Association of Garuda Indonesia through an educational aviation trip to the
Employees’ Wives (“IIKGA”) GMF AeroAsia hangar.
Pemberian beasiswa sarjana terapan di
Bantuan Dana Pendidikan Siswa/I Universitas Nurtanio Bandung kepada 4
SMA Taruna Nusantara Magelang orang siswa siswi SMA Taruna Nusantara
di Universitas Nurtanio Magelang.
Sosial Jawa Barat
4 Educational Funding Assistance for 4 Bandung The awarding of applied bachelor’s
Social West Java
Students of Taruna Nusantara High degree scholarships at Nurtanio
School in Magelang at Nurtanio University in Bandung to four students
University from Taruna Nusantara High School in
Magelang.
TOTAL REALISASI SDGs 6
TOTAL ACHIEVEMENT OF SDG 6
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Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
Table of TJSL Activities and Sustainable Development Goals
Provinsi/
Nama Program Pilar Kota Negara Capaian
No SDGs
Program Name Pillar Cities Provinces/ Achievement
Country
Pembangunan 3 unit MCK umum
di bantaran sungai Ciliwing dan
Program River Cleanup Ciliwung
pelaksanaan kegiatan bersih-bersih
bersama Alkesa Bumi Belajar
Lingkungan Jawa Barat sungai.
1 Ciliwung River Cleanup Program 6 Bogor
Environmental West Java Construction of three public restrooms
in Collaboration with Alkesa Bumi
Belajar along the Ciliwing River and the
implementation of a river cleanup
campaign.
Bantuan Sarana Pra sarana
Pembangunan Sumur Bor Wilayah
Kodim 0101/KBA Tahun 2025 Pembangunan 1 sumur bor di wilayah
DI Aceh
Banda Aceh Lingkungan Banda Aceh.
2 6 Banda Aceh Aceh Special
Assistance for Facilities and Environmental Construction of 1 borehole in the Banda
Region
Infrastructure for the Construction Aceh area.
of Drilled Wells in the Kodim 0101/
KBA Area in 2025, Banda Aceh
TOTAL REALISASI SDGs 8
TOTAL ACHIEVEMENT OF SDG 8
Keikutsertaan 2 mitra binaan GA: tenun
Program Pengembangan UMK: sambas & mutiara lombok pada Pameran
Pameran Pangan Kasih Bazar 2025 Pangan Kasih Bazar 2025.
Ekonomi Jakarta Pusat
1 MSEs Business Development 8 DKI Jakarta Participation of two GA-supported
Economy Central Jakarta
Program Assistance: Kasih Pangan partners—Sambas Weaving and Lombok
Bazzar 2025 Pearls—in the Kasih Bazar Food Fair
2025.
Dukungan Pelestarian Budaya
Orkestra Indonesia pada Perayaan Dukungan operasional 50 tiket pesawat
HUT RI ke-80 di IKN Kalimantan
pulang pergi anggota Twilite Orkestra.
Support for Cultural Preservation: Ekonomi Kutai Timur
2 8 Operational support for 50 round-trip
Indonesian Orchestra at the 80th Economy Kartanegara East
Indonesian Independence Day Kalimantan airline tickets for members of the Twilite
Celebration in the Nusantara Orchestra.
Capital City (IKN)
Dukungan Pelestarian Budaya - Dukungan pada Festival Pacu Jalur dan
Festival Pacu Jalur Tradisional Ekonomi pengecatan 10 perahu dari 10 desa.
3 Kuantan Singingi Riau
Support for Cultural Preservation - Economy 8 Support for the Pacu Jalur Festival and the
Traditional Pacu Jalur Festival painting of 10 boats from 10 villages.
TOTAL REALISASI SDGs 12
TOTAL ACHIEVEMENT OF SDG 12
Campaign Plasic Waste Management
Talkshow & Workshop Plastic melalui Challenge Plastic hero kepada
Waste Management with Plasticpay pegawai, dan pelaksanaan Talkshow &
& Pandawara Group Lingkungan Tangerang Workshop tentang sampah plastik.
1 12 Banten
Talkshow & Workshop on Plastic Environmental Tangerang A plastic waste management campaign
Waste Management with Plasticpay through the “Plastic Hero Challenge” for
& Pandawara Group employees, and the organization of a talk
show and workshop on plastic waste.
TOTAL REALISASI SDGs 14
TOTAL ACHIEVEMENT OF SDG 14
• Renovasi sarana pendidikan untuk
1 sekolah
• Penanaman 2.000 bibit mangrove
• Kampung pada 400m2 area hijau pesisir
Program Kolaborasi Bersama 14
Manyaifun • Pemulihan ekosisitem terumbu
BUMN TJSL - Konservasi Kepulauan
Kampung
Raja Ampat Papua Barat karang pada 3 lokasi utama seluas
Mutus
Joint Collaboration Program Lingkungan Daya 225m2
1 14
Involving 14 State-Owned Environmental Southwest • Renovation of educational facilities
• Manyaifun
Enterprises (SOEs) in TJSL - Papua at 1 school
Village
Conservation of the Raja Ampat • Planting of 2,000 mangrove
• Mutus
Islands seedlings in a 400 m2 coastal green
Village
area
• Restoration of coral reef ecosystems
at 3 main locations covering 225 m2
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KEPATUHAN TERHADAP HUKUM DAN PERATURAN COMPLIANCE WITH LAWS AND REGULATIONS [GRI
[GRI 2-27, TR-AL-520a.1, TR-AF-310a.2] 2-27, TR-AL-520a.1, TR-AF-310a.2]
Dalam menjalankan aktivitas bisnisnya, Garuda Indonesia In conducting its business activities, Garuda Indonesia always
senantiasa mematuhi peraturan perundang-undangan yang complies with applicable laws and regulations. As a result of this
berlaku. Atas komitmen tersebut, sepanjang tahun 2025, tidak commitment, there were no cases of non-compliance throughout
terdapat kasus ketidakpatuhan terhadap hukum dan peraturan. 2025.
PENGADUAN PELANGGAN DAN MASYARAKAT CUSTOMER AND PUBLIC COMPLAINTS [OJK F.24, GRI
[OJK F.24, GRI 2-16, GRI 2-26] 2-16, GRI 2-26]
Dalam rangka memberikan pelayanan yang optimal, Garuda To Provide optimal service, Garuda Indonesia continuously strives
Indonesia senantiasa berupaya meningkatkan kualitas produk dan to improve the quality of its products and services by providing
layanan melalui penyediaan berbagai saluran pengaduan yang dapat various complaint channels accessible to customers. These
diakses oleh pelanggan. Fasilitas ini memberikan kesempatan bagi channels give customers the opportunity to share feedback,
pelanggan untuk menyampaikan masukan, keluhan, maupun saran complaints, or suggestions regarding their flight experience
terkait pengalaman penerbangan bersama Garuda Indonesia. Dengan with Garuda Indonesia. With the availability of easily accessible
tersedianya kanal pengaduan yang mudah dijangkau, perusahaan complaint channels, the company can respond to issues more
dapat merespons permasalahan secara lebih cepat, melakukan quickly, make improvements to service aspects that still need
perbaikan terhadap aspek layanan yang masih perlu ditingkatkan, enhancement, and maintain customer satisfaction levels on an
serta menjaga tingkat kepuasan pelanggan secara berkelanjutan. Selain ongoing basis. Additionally, this complaint mechanism serves
itu, mekanisme pengaduan ini juga menjadi sarana bagi perusahaan as a means for the company to gain a deeper understanding
untuk memahami kebutuhan dan harapan pelanggan secara lebih of customers’ needs and expectations, while strengthening the
mendalam, sekaligus memperkuat hubungan antara maskapai dan relationship between the airline and its passengers. Through
pengguna jasa. Melalui proses tersebut, Garuda Indonesia berkomitmen this process, Garuda Indonesia is committed to continuous
untuk terus melakukan perbaikan berkelanjutan, menghadirkan improvement, delivering a better flight experience, and ensuring
pengalaman penerbangan yang lebih baik, serta memastikan setiap every customer feels heard, valued, and that their needs are
pelanggan merasa didengar, dihargai, dan terpenuhi kebutuhannya. met. Customer complaints can be submitted through various
Pengaduan pelanggan dapat disampaikan melalui berbagai kanal, channels, including the Call Center, email, website, Facebook,
antara lain Call Center, email, website, Facebook, Twitter, suggestion Twitter, suggestion forms, customer service, and customer
form, customer service, serta customer feedback form yang tersedia feedback forms available at airports and sales offices.
di bandara maupun kantor penjualan.
Garuda Indonesia juga secara aktif memantau saluran Garuda Indonesia also actively monitors consumer complaint
pengaduan konsumen yang disediakan oleh lembaga atau channels provided by government agencies or institutions in
instansi pemerintah yang sesuai dengan fungsi dan perannya accordance with its functions and role as part of public service.
sebagai bagian dari layanan publik. Sejalan dengan itu, Perseroan Accordingly, the Company also optimizes its Global Contact
juga mengoptimalkan fasilitas Global Contact Center guna Center facilities to make it easier for passengers both domestically
memudahkan penumpang di dalam negeri maupun luar negeri and internationally to receive better service, including social
untuk memperoleh pelayanan yang lebih baik, termasuk layanan media support, handling complaints, and answering passenger
untuk media sosial hingga menangani keluhan dan menjawab inquiries. This service operates 24 hours a day at 0804 1 807 807
pertanyaan penumpang. Layanan ini beroperasi selama 24 jam or 021 2351 9999. Through this service, passengers can easily
di nomor 0804 1 807 807 atau 021 2351 9999. Melalui layanan and quickly obtain services tailored to their needs, ranging from
ini, penumpang dapat dengan mudah dan cepat memperoleh product information and ticket purchasing services to handling
layanan sesuai kebutuhan, mulai dari informasi terkait produk, customer complaints.
layanan pembelian tiket hingga penanganan keluhan pelanggan.
Merujuk data dari berbagai kanal yang tersedia, periode Januari Based on data from various available channels for the period
- Desember 2025, jumlah customer feedback yang masuk ke January–December 2025, the breakdown of customer feedback
Customer Care dan Contact Centre Garuda Indonesia terdiri received by Garuda Indonesia’s Customer Care and Contact
dari 0,2%% Compliment, 0,02% Suggestion, 10,5% complaint, Center consists of 0.2% compliments, 0.02% suggestions, 10.5%
25,5% inquiry, 62,8% information. Dari semua customer feedback complaints, 25.5% inquiries, and 62.8% requests for information.
telah ditangani sesuai dengan Tingkat Layanan (Service Level All customer feedback has been handled in accordance with the
Agreement atau SLA) yang ditentukan oleh Perseroan dan Service Level Agreement (SLA) established by the Company,
pelanggan telah memperoleh tanggapan yang akurat dan cepat and customers have received accurate and prompt responses as
sesuai dengan yang diharapkan. Terkhusus berkaitan dengan expected. Specifically regarding complaints, the topics or issues
complaint, topik atau bahasan yang disampaikan konsumen raised by customers include Schedule Change Experience, Off-
antara lain terkait Schedule Change Experience, Off Airport Check Airport Check-in Experience, Process & Handling Experience,
in Experience, Process & Handling Experience, Delay Handling Delay Handling Experience, and Baggage Irregularity.
Experience and Bagagge Irregularity.
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Tabel Pengaduan Masyarakat Tahun 2025
Table of Public Complaints in 2025
Jenis Pengaduan Jumlah Keluhan yang Diterima Status
Type of Complaint Number of Complaints Received
Schedule Change Experience 106.140 On Progress
Off Airport Check in Experience 30.077 On Progress
Process and Handling Time Experience 13.978 On Progress
Delay Handling Experience 7.643 On Progress
Baggage Irregularity 6.830 On Progress
Total 164.668
Selain itu, Perseroan memiliki pencatatan melalui customer Additionally, the Company maintains records through a customer
voice management system (omni-x) yang digunakan untuk voice management system (Omni-X) used to record, follow up
mencatat, menindaklanjuti, dan monitoring setiap keluhan yang on, and monitor every complaint received by Garuda from all
masuk ke Garuda dari semua kanal pelaporan yang disediakan. available reporting channels. Through this system, in 2025,
Melalui sistem ini, pada tahun 2025, Garuda Indonesia menerima Garuda Indonesia received 2,052,411 (complaints, suggestions,
2.052.411 (complain, suggestion, compliment, information, and compliments, information, and inquiries) regarding the use of
enquiry) pertanyaan dan keluhan konsumen atas penggunaan its products and services. The ratio of customer feedback to total
produk dan jasa. Rasio voice terhadap total penumpang sebesar passengers was 18.5% and the completion rate for handling
18,5% dan nilai completion rate penanganan voice yang masuk incoming feedback was 99.0%.
sebesar 99,0%.
Perseroan memiliki sistem pelaporan Whistleblowing yang The Company has a whistleblowing reporting system called
bernama Speak Up Bravely for Better Garuda Indonesia (yang Speak Up Bravely for Better Garuda Indonesia (known as SKY
dikenal dengan SKY Garuda). SKY Garuda merupakan sistem Garuda). SKY Garuda is a reporting system for violations that
pelaporan pelanggaran yang memungkinkan setiap orang allows any individual and/or entity within the Company, including
dan/atau unsur Perseroan, termasuk Dewan Komisaris, Dewan the Board of Commissioners, the Board of Directors, employees,
Direksi, maupun pegawai serta pihak ketiga untuk melaporkan and third parties, to report suspected fraud, legal and ethical
adanya dugaan kecurangan, pelanggaran hukum dan etika, violations, and other misconduct known to have occurred and
serta misconduct lainnya yang diketahui terjadi dan dilakukan been committed by Garuda Indonesia personnel within the
oleh Insan Garuda Indonesia di lingkungan Perusahaan. Adanya Company. Any conduct that appears to be a violation can be
perbuatan yang berindikasi pelanggaran dapat dilaporkan reported via: the website https://whistleblowing.tips/wbs/@
melalui: website https://whistleblowing.tips/wbs/@skygaruda; skygaruda; emailskywbsgaruda@rsm.id ; SMS and WhatsApp
e-mail skywbsgaruda@rsm.id; SMS dan aplikasi Whatsapp at +628111397807; or PO BOX 1020 JKS 10210.
+628111397807; atau PO BOX 1020 JKS 10210.
Dalam penerapan WBS, Perseroan memiliki kebijakan yang In implementing the WBS, the Company has a policy that
menjamin perlindungan dan kerahasiaan pelapor yang guarantees the protection and confidentiality of whistleblowers
berasaskan pada penghargaan atas harkat dan martabat manusia, based on respect for human dignity, a sense of security, justice,
rasa aman, keadilan, tidak diskriminatif, dan kepastian hukum. non-discrimination, and legal certainty. The Company also
Perseroan juga menjamin perlindungan atas identitas pelapor dan guarantees the protection of the reporter’s identity and employs
menggunakan berbagai cara untuk menjaga kerahasiaan identitas various methods to maintain the confidentiality of the reporter’s
pelapor. Perseroan juga mengakomodir kebutuhan bagi pelapor identity. The Company also accommodates the needs of reporters
yang ingin menyampaikan laporan secara anonim melalui SKY who wish to submit reports anonymously through SKY Garuda,
Garuda dan pelaporan ditindaklanjuti sesuai ketentuan yang and such reports are followed up in accordance with applicable
berlaku. regulations.
Jenis-jenis pelanggaran yang dapat dilaporkan melalui sistem The types of violations that can be reported through the WBS
WBS diantaranya sebagai berikut: system include the following:
1. Korupsi, Kolusi, Nepotisme; 1. Corruption, Collusion, Nepotism;
2. Kecurangan (Fraud); 2. Fraud;
3. Penyuapan namun tidak terbatas pada percobaan, kecurigaan 3. Bribery, including but not limited to attempts, suspicions,
dan penyuapan aktual, atau setiap pelanggaran kebijakan and actual bribery, or any violation of anti-bribery policies
anti penyuapan atau sistem manajemen anti penyuapan; or the anti-bribery management system;
4. Perbuatan melanggar hukum (termasuk pencurian, 4. Illegal acts (including theft, use of violence against employees
penggunaan kekerasan terhadap karyawan atau pimpinan, or management, extortion, drug use, harassment, and other
pemerasan, penggunaan narkoba, pelecehan, perbuatan criminal acts);
kriminal lainnya);
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5. Pelanggaran etika Perseroan (termasuk dalam hal ini 5. Violations of the Company’s ethics (including, in this context,
penerimaan gratifikasi sebagaimana dilarang oleh the acceptance of gratuities as prohibited by the Company)
Perusahaan) atau pelanggaran norma-norma kesopanan or violations of general standards of decency;
pada umumnya;
6. Perbuatan yang membahayakan keamanan dan keselamatan 6. Acts that endanger aviation safety and security, Occupational
penerbangan, keamanan dan kesehatan kerja, atau Safety and Health, or endanger the Company’s security;
membahayakan keamanan Perseroan; dan/atau and/or
7. Pelanggaran prosedur operasi standar (SOP) Perseroan, 7. Violations of the Company’s standard operating procedures
diantaranya namun tidak terbatas pada prosedur pengadaan (SOPs), including but not limited to procurement procedures
barang dan jasa. for goods and services.
Pengelolaan sistem WBS di Perseroan dilakukan sesuai tata cara The Company manages its WBS system in accordance with
dan prosedur pelaporan yang telah ditetapkan. Pengelolaan established reporting procedures and guidelines. WBS
WBS meliputi kegiatan penanganan laporan, investigasi laporan, management encompasses activities ranging from report
hingga penindakan terhadap terlapor apabila terbukti terjadi handling and investigation to disciplinary action against the
pelanggaran etika bisnis dan etika kerja. reported party if a violation of business ethics or workplace
ethics is proven.
Update Hasil Investigasi
Terbukti kepada WBS Officer dan
Proven
Penyampaian informasi
Dugaan status laporan kepada
Investigasi
pelanggaran pelapor
Investigation Update the investigation result
Laporan Alleged Violation
Tidak Terbukti
Report Ringkasan for the WBS Officer and notify
Not Proven the case status to the informant
Laporan dan
Lengkap Rekomendasi
Complete Summary and
Information Recommendation
Bukan Laporan
Analisa Pelanggaran ditutup
Analysis Non-Violation Case Closed
Laporan Tidak
Lengkap
Incomplete Pelapor diminta
Information melengkapi
informasi
The informant has
to complete the
information
WBS Officer Garuda Indonesia
Pengelolaan SKY Garuda dilakukan oleh pihak independen yang The management of SKY Garuda is conducted by an independent
ditunjuk oleh Perseroan. Pihak independen sebagai WBS Officer party appointed by the Company. The independent party, acting
melakukan pengelolaan laporan WBS yang masuk ke sistem WBS, as the WBS Officer, manages WBS reports submitted to the
termasuk untuk menerima dan menanggapi setiap laporan yang WBS system, including receiving and responding to every report
masuk ke sistem WBS, untuk kemudian ditelaah dan dilakukan submitted to the WBS system, which is then reviewed and analyzed
analisis untuk menilai suatu laporan memuat dugaan pelanggaran. to assess whether a report contains allegations of violations.
Selanjutnya, WBS Officer menyampaikan laporan tersebut kepada Subsequently, the WBS Officer forwards the report to the unit
unit yang membidangi fungsi Corporate Legal & Compliance untuk responsible for Corporate Legal & Compliance for follow-up. If a
ditindaklanjuti. Apabila terdapat dugaan pelanggaran, maka unit suspected violation is identified, the unit responsible for Corporate
yang membidangi fungsi Corporate Legal & Compliance akan Legal & Compliance will notify the unit responsible for Internal
menyampaikan kepada unit yang membidangi fungsi Internal Audit and/or the unit responsible for Corporate Security to conduct
Audit dan/atau unit yang membidangi fungsi Corporate Security an investigation in accordance with the Company’s applicable
untuk dilakukan investigasi sesuai dengan prosedur yang berlaku di procedures. The WBS Officer updates the status of each report
Perseroan. WBS Officer menyampaikan perkembangan status dari so that the whistleblower can track its progress through the WBS
setiap laporan sehingga dapat diketahui oleh pelapor melalui sistem system. WBS reports at Garuda Indonesia are periodically submitted
WBS. Laporan WBS di Garuda Indonesia secara berkala dilaporkan to the Director responsible for GCG, the Board of Commissioners,
kepada Direktur yang membidangi GCG, Dewan Komisaris, tim the Anti-Bribery Compliance Function (FKAP) team, and the State-
Fungsi Kepatuhan Anti Penyuapan (FKAP), dan BP BUMN. Owned Enterprises Regulatory Body (BP BUMN).
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Perseroan terus berupaya untuk membenahi dan memperbaiki The Company continues to strive to improve and refine the WBS
sistem WBS agar dapat berjalan dengan efektif dan efisien. system so that it can operate effectively and efficiently. Various
Berbagai metode sosialisasi terus digaungkan guna meningkatkan dissemination methods are continuously promoted to enhance
pemahaman dan kesadaran setiap individu, baik karyawan understanding and awareness among all individuals, including
Perseroan maupun pihak eksternal yang bekerja sama dengan both Company employees and external parties collaborating
Perseroan. Upaya ini dilakukan dengan menyempurnakan with the Company. These efforts involve refining the Company’s
ketentuan peraturan dan kebijakan Perseroan serta memastikan regulations and policies, as well as ensuring that the reporting
saluran pelaporan yang digunakan untuk WBS telah memadai channels used for the WBS are adequate and function smoothly.
dan dapat dipergunakan dengan lancar.
Selama tahun 2025 terdapat 75 (tujuh puluh lima) pengaduan During 2025, there were 75 (seventy-five) complaints regarding
atas WBS. Adapun dari 75 (tujuh puluh lima) pengaduan WBS. Out of the 75 (seventy-five) complaints, 36 (thirty-six)
tersebut, terdapat 36 (tiga puluh enam) laporan yang berindikasi reports indicated violations, while 39 (thirty-nine) reports did
pelanggaran dan 39 (tiga puluh sembilan) laporan yang tidak not indicate violations. From the 36 (thirty-six) reports indicating
berindikasi pelanggaran. Dari 36 (tiga puluh enam) laporan violations, 17 (seventeen) reports were followed up on and
yang berindikasi pelanggaran tersebut, sejumlah 17 (tujuh belas) have been closed, while 19 (nineteen) reports are still under
laporan ditindaklanjuti dan sudah ditutup (closed), sedangkan investigation (open).
19 (sembilan belas) laporan masih berstatus dalam proses
investigasi (open).
PRIVASI PELANGGAN CUSTOMER PRIVACY
Garuda Indonesia menegaskan komitmennya dalam menjaga Garuda Indonesia reaffirms its commitment to maintaining
kerahasiaan serta melindungi data pelanggan dengan confidentiality and protecting customer data by issuing a Decree
menerbitkan Surat Keputusan mengenai Pedoman Perlindungan regarding Guidelines for Personal Data Protection within PT
Data Pribadi di lingkungan PT Garuda Indonesia (Persero) Tbk Garuda Indonesia (Persero) Tbk in 2020, as well as Procedures
pada tahun 2020, serta Prosedur Penghapusan Data Pribadi yang for the Deletion of Personal Data issued in 2024. In its efforts
dikeluarkan pada tahun 2024. Dalam upayanya melindungi data to protect customer data, the Company has established the
pelanggan, Perseroan menerapkan Perseroan telah menetapkan Information Technology Governance Manual (MTI) as the primary
Manual Tata Kelola Teknologi Informasi (MTI) sebagai pedoman guideline for IT governance and has implemented the Information
utama dalam pengelolaan tata kelola TI serta menerapkan Security Manual (MKI), which governs the principles, policies, and
Manual Keamanan Informasi (MKI) yang mengatur prinsip, mechanisms for information protection. The MKI is reviewed every
kebijakan, serta mekanisme perlindungan informasi. MKI direviu two years to ensure alignment with the dynamics of cybersecurity
setiap dua tahun untuk memastikan kesesuaian dengan dinamika threats, changes in organizational structure, and technological
ancaman keamanan siber, perubahan struktur organisasi, serta advancements.
perkembangan teknologi.
Selain MTI dan MKI, Perseroan juga memiliki kebijakan terkait In addition to the MTI and MKI, the Company also has policies
pemulihan bencana TI yang dituangkan dalam IT Disaster regarding IT disaster recovery, which are outlined in the IT Disaster
Recovery Plan (IT DRP) dan Emergency Response Plan (ERP). Recovery Plan (IT DRP) and the Emergency Response Plan (ERP).
Kebijakan ini mengatur prosedur penanganan gangguan atau These policies govern procedures for handling IT disruptions or
bencana TI, termasuk mekanisme pemulihan layanan kritis disasters, including mechanisms for restoring critical services
serta alur pelaporan insiden hingga kepada Direksi dan Dewan and incident reporting procedures up to the Board of Directors
Komisaris. Melalui kebijakan tersebut, Perseroan memastikan and the Board of Commissioners. Through these policies, the
bahwa respons terhadap insiden atau bencana TI dapat dilakukan Company ensures that responses to IT incidents or disasters can
secara cepat, terstruktur, dan terkoordinasi. be carried out quickly, in a structured and coordinated manner.
Perseroan telah melakukan Identifikasi risiko teknologi informasi The Company has conducted an identification of information
(TI) yang dilakukan sesuai kebijakan manajemen risiko Perseroan. technology (IT) risks in accordance with the Company’s risk
Berdasarkan hasil identifikasi, register risiko TI menyoroti management policies. Based on the identification results, the IT
beberapa risiko utama, yaitu: risk register highlights several key risks, namely:
• Risiko pemenuhan proyek TI, • IT project delivery risk,
• Risiko kepatuhan terhadap tata kelola TI, • IT governance compliance risk,
• Risiko gangguan sistem termasuk ancaman keamanan siber • System disruption risk, including cybersecurity threats and
dan pemulihan bencana. disaster recovery.
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Seluruh risiko tersebut dikelola dan diintegrasikan ke dalam All of these risks are managed and integrated into the Enterprise
kerangka Enterprise Risk Management (ERM). Proses registrasi, Risk Management (ERM) framework. The risk registration,
pelaporan, dan pemantauan risiko dilakukan melalui Enterprise reporting, and monitoring processes are carried out through the
Risk Management Portal, sehingga pelaksanaannya menjadi Enterprise Risk Management Portal, making their implementation
lebih terstruktur, transparan, dan terdokumentasi. more structured, transparent, and well-documented.
Adapun pendekatan komprehensif dalam pengelolaan insiden A comprehensive approach to cybersecurity incident
keamanan siber. Insiden dapat berasal dari gangguan layanan TI management. Incidents may stem from IT service disruptions or
maupun temuan kelemahan (weakness) dalam sistem keamanan. the identification of weaknesses in security systems. Information
Pengelolaan Insiden Keamanan Informasi dilakukan melalui Security Incident Management is carried out through incident
pelaporan insiden, analisis penyebab, tindakan perbaikan dan reporting, root cause analysis, corrective and preventive actions,
pencegahan, dan pemantauan tindak lanjut hingga penyelesaian. and monitoring of follow-up measures until resolution.
Pengelolaan Teknologi Informasi (TI) PT Garuda Indonesia Information Technology (IT) management at PT Garuda Indonesia
(Persero) Tbk dijalankan oleh unit kerja Digital Transformation (Persero) Tbk is carried out by the Digital Transformation unit,
yang disupervisi oleh Direktur Transformasi. Unit Digital supervised by the Director of Transformation. The Digital
Transformation menyusun rencana strategis hingga tersedianya Transformation unit develops strategic plans to ensure the
solusi TI yang selaras dengan kebutuhan di sisi bisnis. Tren availability of IT solutions aligned with business needs. Technology
teknologi dan prinsip GCG juga diperhatikan dalam membuat trends and GCG principles are also considered when developing
rencana solusi TI. Penerapan transformasi digital di seluruh aspek IT solution plans. Digital transformation is implemented across
bisnis guna mempercepat proses khususnya yang berhubungan all business aspects to accelerate processes, particularly those
dengan layanan terhadap customer serta monitoring day to day related to customer service, as well as to monitor day-to-day
operation untuk memastikan seluruh layanan IT dapat ter-deliver operations to ensure all IT services are delivered effectively. This
dengan baik. Uraian ini mengacu dan disampaikan lebih rinci description is referenced and detailed further in the Information
pada bagian Teknologi Informasi di laporan Tahunan Perseroan Technology section of the Company’s 2025 Annual Report.
tahun 2025.
Efektivitas pengelolaan tata kelola TI dan keamanan siber, pada Regarding the effectiveness of IT governance and cybersecurity
tahun 2025, perusahaan berhasil memperoleh Sertifikasi ISO management, in 2025, the company successfully obtained ISO
27001:2022 dari TUV‑SUD dengan akreditasi Nasional (KAN) 27001:2022 certification from TÜV SÜD with national (KAN)
dan Internasional (SAC) yang menunjukkan pengakuan resmi atas and international (SAC) accreditation, demonstrating official
efektivitas penerapan Sistem Manajemen Keamanan Informasi recognition of the effectiveness of the Information Security
(SMKI) yang diimplementasikan di perusahaan. Perseroan Management System (ISMS) implemented within the company.
memperoleh Level 4.26 – Implementasi Terkelola, yang berada The company achieved Level 4.26 – Managed Implementation,
pada rentang indeks 3.51 hingga <4.50 yang menunjukkan falling within the index range of 3.51 to <4.50, indicating that
keamanan siber telah terorganisir dan terdokumentasi dengan cybersecurity is well-organized and documented, formalized
baik, diformalkan dan dijalankan secara konsisten, dan dilengkapi and consistently executed, and supported by mechanisms for
dengan mekanisme review, pemantauan, dan peningkatan review, monitoring, and continuous improvement. IT Maturity
berkelanjutan. Self‑Assessment IT Maturity – Nilai 3.67 Self-Assessment – Score 3.67 (Defined Level), indicating that the
(Level Defined) yang menunjukkan bahwa proses dan perilaku processes and behaviors of the IT organization have been defined,
organisasi TI telah terdefinisikan, distandarkan, dan diterapkan standardized, and consistently applied, thereby minimizing
secara konsisten, sehingga mampu meminimalkan potensi potential issues in IT governance.
permasalahan dalam tata kelola TI.
Atas upaya Garuda Indonesia dalam menjaga kerahasiaan data Garuda Indonesia’s efforts to maintain customer data
pelanggan memberikan dampak positif yaitu tidak terdapat confidentiality have had a positive impact, as there were no
laporan pelanggaran privasi pelanggan terkait kebocoran, reports of customer privacy breaches related to leaks, theft, or
pencurian, atau kehilangan data pelanggan selama tahun 2025. loss of customer data during 2025.
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
TANGGUNG JAWAB PENGEMBANGAN PRODUK
DAN/ATAU JASA KEBERLANJUTAN
RESPONSIBILITY FOR THE DEVELOPMENT OF SUSTAINABLE
PRODUCTS AND/OR SERVICES
INOVASI DAN PENGEMBANGAN PRODUK/ INNOVATIONS AND DEVELOPMENT
JASA KEUANGAN BERKELANJUTAN [OJK F.26] OF SUSTAINABLE FINANCE
PRODUCTS/SERVICES [OJK F.26]
Sebagai bagian dari komitmen terhadap keberlanjutan, Perseroan As part of its commitment to sustainability, the Company
terus mengembangkan strategi pemasaran yang lebih ramah continues to develop marketing strategies that are more
lingkungan, efisien, dan berbasis digital. Salah satu inisiatif environmentally friendly, efficient, and digital-based. One of
utama yang dijalankan adalah percepatan digitalisasi komunikasi the key initiatives being implemented is the acceleration of the
pemasaran, dengan mengurangi ketergantungan pada media cetak digitalization of marketing communications, by reducing reliance
serta memaksimalkan pemanfaatan platform digital seperti media on print media and maximizing the use of digital platforms such
sosial, email marketing, dan digital advertising. Langkah ini bertujuan as social media, email marketing, and digital advertising. This
untuk meningkatkan efektivitas komunikasi sekaligus menekan step aims to improve communication effectiveness while reducing
jejak karbon yang dihasilkan dari aktivitas promosi konvensional. the carbon footprint generated by conventional promotional
Adapun inovasi dan pengembangan yang dilakukan oleh Garuda activities. The innovations and developments implemented by
Indonesia pada tahun 2025 adalah sebagai berikut: Garuda Indonesia in 2025 are as follows:
Paperless Marketing/Promotion Paperless Marketing/Promotion
SEO Optimization yang dilakukan dengan mengintegrasikan SEO Optimization achieved by integrating informative articles
artikel informatif pada setiap halaman rute di website resmi. on every route page of the official website. This strategy not
Strategi ini tidak hanya meningkatkan visibilitas pencarian dan only boosts organic search visibility and customer engagement
engagement pelanggan secara organik, tetapi juga mengurangi but also reduces reliance on brochures, flyers, and paper-based
ketergantungan pada brosur, flyer, dan materi promosi berbasis promotional materials. By strengthening digital channels as the
kertas. Dengan memperkuat kanal digital sebagai sumber primary information source, the Company can minimize the
informasi utama, Perseroan mampu menekan produksi materi production of physical communication materials while enhancing
komunikasi fisik sekaligus meningkatkan efisiensi distribusi the efficiency of real-time information distribution.
informasi secara real-time.
Sementara itu, optimalisasi EDM (Electronic Direct Mail) Meanwhile, optimizing EDM (Electronic Direct Mail) results in
menghasilkan kampanye email yang lebih personal dan menarik, more personalized and engaging email campaigns; this step also
langkah ini juga mendukung praktik paperless marketing. supports paperless marketing practices. This approach contributes
Pendekatan ini berkontribusi pada pengurangan jejak karbon dari to reducing the carbon footprint from the production, distribution,
proses produksi, distribusi, dan logistik materi promosi konvensional. and logistics of conventional promotional materials.
Melalui penguatan SEO dan EDM sebagai kanal komunikasi, By strengthening SEO and EDM as communication channels,
Garuda Indonesia tidak hanya meningkatkan efektivitas Garuda Indonesia not only enhances the effectiveness of data-
pemasaran berbasis data, tetapi juga secara nyata mendukung driven marketing but also tangibly supports sustainability
agenda sustainability dengan mengurangi konsumsi kertas, initiatives by reducing paper consumption, promotional waste,
limbah promosi, serta dampak lingkungan dari aktivitas and the environmental impact of the company’s communication
komunikasi perusahaan. activities.
SkyTeam The Aviation Challenge (Sustainable Aviation) SkyTeam The Aviation Challenge (Sustainable Aviation)
Garuda Indonesia juga secara konsisten mengintegrasikan Garuda Indonesia also consistently integrates Environmental,
prinsip Environmental, Social, and Governance (ESG) ke dalam Social, and Governance (ESG) principles into its operational
proses operasional dan budaya perusahaan. Upaya tersebut processes and corporate culture. These efforts have garnered
memperoleh pengakuan di tingkat global melalui partisipasi aktif global recognition through active participation in SkyTeam The
dalam SkyTeam The Aviation Challenge (TAC), di mana Perseroan Aviation Challenge (TAC), where the Company received the
meraih penghargaan Best Team Collaboration atas implementasi Best Team Collaboration award for the implementation of a
program keberlanjutan yang kolaboratif dan berdampak nyata. collaborative and impactful sustainability program.
Partisipasi dalam TAC menjadi wujud komitmen Perseroan dalam Participation in TAC demonstrates the Company’s commitment
mendukung percepatan transformasi industri penerbangan to supporting the acceleration of the aviation industry’s
menuju operasional yang lebih ramah lingkungan. Melalui transformation toward more environmentally friendly operations.
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
inisiatif bertajuk “Zero Waste to Zero Emissions”, Perseroan Through the initiative titled “Zero Waste to Zero Emissions,” the
mengedepankan pendekatan kolaboratif lintas fungsi dalam Company prioritizes a cross-functional, collaborative approach
pengelolaan limbah operasional dan perkantoran. Program ini to managing operational and office waste. This program includes
mencakup optimalisasi pemilahan limbah, peningkatan tingkat optimizing waste sorting, increasing recycling rates, and raising
daur ulang, serta penguatan kesadaran karyawan terhadap employee awareness of carbon emission reduction practices.
praktik pengurangan emisi karbon.
Sepanjang periode implementasi, program tersebut berhasil Throughout the implementation period, the program successfully
mengelola lebih dari 14.600 kilogram limbah dengan tingkat daur managed over 14,600 kilograms of waste with a recycling rate
ulang mencapai 99 persen. Capaian ini berkontribusi terhadap of 99 percent. This achievement contributed to a reduction in
pengurangan emisi karbon hampir 13 ton CO₂, yang setara carbon emissions of nearly 13 tons of CO₂, equivalent to the
dengan manfaat penyerapan karbon dari ratusan pohon dalam long-term carbon absorption benefits of hundreds of trees. These
jangka panjang. Hasil ini mencerminkan efektivitas integrasi results reflect the effectiveness of integrating internal policies,
kebijakan internal, partisipasi aktif karyawan, serta penerapan active employee participation, and the implementation of more
praktik operasional yang lebih efisien dan berkelanjutan. efficient and sustainable operational practices.
Penghargaan Best Team Collaboration yang diraih tidak hanya The Best Team Collaboration award not only represents the
merepresentasikan keberhasilan teknis program, tetapi juga program’s technical success but also demonstrates the strength
menunjukkan kuatnya budaya kolaborasi internal sebagai fondasi of the internal collaboration culture as the foundation of the
transformasi keberlanjutan Perseroan. Inisiatif ini menegaskan Company’s sustainability transformation. This initiative affirms
bahwa pencapaian target lingkungan tidak dapat dilepaskan dari that achieving environmental targets requires the involvement
keterlibatan seluruh insan perusahaan, mulai dari perumusan of everyone in the company, from policy formulation to on-the-
kebijakan hingga implementasi di lapangan. ground implementation.
Pengolahan Limbah bersama Plasticpay Waste Management with Plasticpay
Melalui kolaborasi bersama dengan Plasticpay, Garuda Indonesia Through collaboration with Plasticpay, Garuda Indonesia not only
tidak hanya mengelola limbah internal secara lebih efisien, tetapi manages internal waste more efficiently but also drives positive
juga mendorong dampak positif terhadap lingkungan melalui environmental impact through a structured and measurable
pendekatan yang terstruktur dan terukur. approach.
Dalam kerja sama tersebut, Plasticpay bertindak sebagai mitra In this partnership, Plasticpay acts as a strategic partner in the
strategis dalam pengembangan dan implementasi mekanisme development and implementation of a systematic plastic waste
pengelolaan limbah plastik yang sistematis. Garuda Indonesia management mechanism. Garuda Indonesia integrates this
mengintegrasikan program ini dalam aktivitas operasional program into the operational activities of its offices and support
kantor dan fasilitas pendukung, dengan fokus pada pemilahan, facilities, with a focus on the sustainable sorting, collection, and
pengumpulan, dan pengolahan limbah plastik secara processing of plastic waste. Plasticpay assists the Company in
berkelanjutan. Plasticpay membantu Perseroan dalam mengukur, measuring, monitoring, and maximizing the plastic recycling rate
memantau, dan memaksimalkan tingkat daur ulang plastik yang generated from Garuda Indonesia’s work environment
dihasilkan dari lingkungan kerja Garuda Indonesia.
Kolaborasi ini tidak hanya mencakup aspek teknis pengelolaan This collaboration encompasses not only the technical aspects
limbah plastik, tetapi juga edukasi dan kesadaran terkait of plastic waste management but also education and awareness
pentingnya praktik daur ulang dan pengurangan sampah plastik. regarding the importance of recycling practices and reducing
Plasticpay memberikan dukungan berupa sistem, teknologi, plastic waste. Plasticpay provides support in the form of
serta pelatihan untuk meningkatkan kapasitas internal dalam systems, technology, and training to enhance internal capacity
menjalankan program zero waste secara efektif. Program bersama in effectively implementing the zero-waste program. This joint
ini memperkuat posisi Perseroan sebagai maskapai yang tidak program strengthens the Company’s position as an airline that
hanya berfokus pada layanan pelanggan, tetapi juga pada focuses not only on customer service but also on environmental
pelestarian lingkungan dan kontribusi terhadap pembangunan conservation and contributing to sustainable development.
berkelanjutan.
PRODUK/JASA YANG SUDAH DIEVALUASI EVALUATED PRODUCTS/SERVICES
KEAMANANNYA BAGI PELANGGAN [OJK F.27] FOR CUSTOMER SAFETY [OJK F.27]
Garuda Indonesia menempatkan keselamatan dan kesehatan Garuda Indonesia places the safety and health of its customers
konsumen atau penumpang sebagai prioritas utama, sehingga and passengers as its top priority; therefore, the Company has
Perseroan menerapkan langkah-langkah mitigasi khusus melalui implemented specific mitigation measures through the adoption
implementasi Sistem Manajemen Keselamatan (SMS – Safety of a Safety Management System (SMS) that aligns with best
Management System) yang mengacu pada praktik terbaik practices in the aviation industry. In addition, the Company also
dalam industri penerbangan. Selain itu, Perseroan juga memiliki has a Safety Policy that encourages all employees to actively
kebijakan keselamatan (Safety Policy) yang mendorong seluruh report potential hazards and incidents related to safety, while
pegawai untuk secara aktif melaporkan potensi bahaya maupun upholding the principle of propriety. These various systems,
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
kejadian yang berkaitan dengan aspek keselamatan, dengan tetap programs, and policies serve as the foundation for Garuda
menjunjung tinggi asas kepatutan. Berbagai sistem, program, Indonesia in ensuring passenger health and safety, as follows:
dan kebijakan tersebut menjadi landasan bagi Garuda Indonesia
dalam mewujudkan kesehatan dan keselamatan penumpang,
sebagai berikut:
Safety Management System (SMS) Safety Management System (SMS)
Safety Management System (SMS) atau Sistem Manajemen The Safety Management System (SMS) is a systematic and
Keselamatan merupakan langkah pendekatan sistematis dan comprehensive approach to managing safety aspects. The SMS is
komprehensif untuk mengelola aspek keselamatan. SMS an integral part of the organization’s overall management system,
merupakan bagian dari sistem manajemen organisasi secara designed to assess, develop, implement, achieve, and maintain the
keseluruhan yang dibutuhkan untuk mengkaji, mengembangkan, Occupational Safety and Health of all employees and all external
menerapkan, mencapai, dan memelihara keselamatan dan personnel involved in the Company’s business activities. Through
kesehatan kerja seluruh pegawai dan seluruh personel di the SMS, Garuda Indonesia strives to control risks associated with
luar organisasi yang terlibat dalam aktivitas usaha Perseroan. work activities to create a safe work environment that supports
Melalui SMS, Garuda Indonesia berupaya untuk mengendalikan efficient and productive work performance. Through the safety
risiko yang berkaitan dengan aktivitas kerja guna terciptanya management system, the safety of all products and services
lingkungan kerja yang aman dan mendukung pencapaian offered by the Company has been evaluated.
kerja yang efisien dan produktif. Melalui sistem manajemen
keselamatan, seluruh produk dan jasa yang ditawarkan Perseroan
telah dievaluasi keamanannya.
Perseroan menerapkan 2 (dua) sistem manajemen keselamatan The Company implements 2 (two) safety management systems
berdasarkan regulasi dan standar yang berlaku baik di negara based on applicable national and international regulations and
dan internasional, yaitu: standards, namely:
1. Safety Management System (SMS) 1. Safety Management System (SMS)
2. Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) 2. Occupational Safety and Health Management System
(SMK3)
Keduanya memiliki peran yang saling melengkapi. Berikut The two have complementary roles. The following is a description
penjabaran masing-masing: of each safety management systems:
Safety Management System (SMS) adalah pendekatan sistematis A Safety Management System (SMS) is a systematic approach
untuk mengelola keselamatan penerbangan, termasuk struktur to managing aviation safety, including organizational structure,
organisasi, tanggung jawab, kebijakan, dan prosedur. SMS difokuskan responsibilities, policies, and procedures. The SMS focuses on
pada keselamatan operasional penerbangan. Direkomendasikan operational aviation safety. It is recommended by ICAO (Annex
oleh ICAO (Annex 19, Safety Management) dan Diterapkan melalui 19, Safety Management) and implemented through regulations
peraturan otoritas penerbangan sipil nasional (Direktorat Jenderal issued by the national civil aviation authority (Directorate General
Perhubungan Udara). Terdapat 4 (empat) Pilar Utama SMS: of Civil Aviation). There are 4 (four) Main Pillars of SMS: Safety
Safety Policy (Kebijakan Keselamatan), Safety Risk Management Policy, Safety Risk Management, Safety Assurance, and Safety
(Manajemen Risiko Keselamatan), Safety Assurance (Penjaminan Promotion.
Keselamatan), Safety Promotion (Promosi Keselamatan).
Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) The Occupational Safety and Health Management System
adalah sistem terstruktur yang menjamin keselamatan dan (SMK3) is a structured system that ensures Occupational Safety
kesehatan kerja di lingkungan kerja secara menyeluruh, tidak and Health in the workplace comprehensively, not limited to
terbatas pada operasional penerbangan saja, tapi juga mencakup flight operations alone, but also covering other work areas
area kerja lainnya seperti hanggar, kantor, gudang, dll. Di such as hangars, offices, warehouses, and others. In Indonesia:
Indonesia: PP No. 50 Tahun 2012 tentang SMK3, Berdasarkan Government Regulation No. 50 of 2012 on SMK3, based on
standar internasional seperti ISO 45001:2018. Diawasi oleh international standards such as ISO 45001:2018. Supervised
Kementerian Ketenagakerjaan. by the Ministry of Manpower.
Elemen Utama SMK3 meliputi Kebijakan K3, Perencanaan, Key elements of SMK3 include OSH Policy, Planning,
Implementasi dan Operasi, Evaluasi dan Tindakan Perbaikan, Implementation and Operations, Evaluation and Corrective
Tinjauan Manajemen. Perusahaan penerbangan yang baik akan Actions, and Management Review. A good aviation company will
senantriasa mengintegrasikan SMS dan SMK3 agar tidak hanya consistently integrate SMS and SMK3 to ensure not only flight
aman dalam penerbangan, tetapi juga menjamin kesejahteraan safety but also the well-being of all its employees. For example,
seluruh pegawainya. Misalnya, seorang teknisi pesawat tidak an aircraft technician is not only protected from operational
hanya dilindungi dari kesalahan operasional (SMS) tapi juga errors (SMS) but also from workplace hazards such as hazardous
dari bahaya kerja seperti bahan kimia berbahaya (SMK3). chemicals (SMK3).
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
Safety Policy Safety Policy
SMS dibangun berlandaskan kebijakan keselamatan (Safety The SMS is built upon a Safety Policy established by the highest
Policy) yang ditetapkan oleh pimpinan tertinggi Garuda Indonesia leadership of Garuda Indonesia (the CEO). In this regard,
(CEO). Dalam hal ini, CEO Garuda Indonesia melalui Corporate the CEO of Garuda Indonesia, through the Corporate Safety
Safety Policy menyatakan komitmen tertinggi manajemen Policy, expresses the organization’s management’s highest
organisasi terhadap keselamatan sebagai core element business commitment to safety as a core business element, expecting all
yang mengharapkan seluruh pegawai, mitra kerja, kontraktor, employees, business partners, contractors, and all stakeholders
dan seluruh pihak ikut berpartisipasi dalam pencapaian SMS to participate in achieving an effective SMS. This commitment
yang efektif. Komitmen tersebut memperlihatkan dukungan demonstrates the full support of the CEO, who also serves as
penuh CEO. yang sekaligus sebagai Accountable Executive, the Accountable Executive, to provide all necessary resources
untuk menyediakan segala sumber daya yang dibutuhkan guna to achieve the desired safety targets, encourage all employees
mencapai target keselamatan yang diinginkan, mendorong to report potential hazards and safety issues, and establish
seluruh pegawai untuk melaporkan potensi bahaya dan isu- clear standards for acceptable behavior as well as actions to be
isu keselamatan, pembentukan standar jelas untuk tingkah laku taken against violations. The commitment to set specific targets,
yang dapat diterima maupun tindakan terhadap pelanggaran. measure safety performance indicators, and conduct reviews is
Komitmen untuk menetapkan target spesifik, pengukuran explicitly communicated to Garuda Indonesia employees across
terhadap indikator-indikator kinerja keselamatan, serta all organizational levels, reviewed, and updated at least once
melakukan tinjauan secara eksplisit disampaikan kepada every two years.
pegawai Garuda Indonesia di seluruh lini organisasi, ditinjau
dan diperbaharui sedikitnya setiap dua tahun sekali.
Sebagai bentuk konsistensi terhadap pemenuhan hak konsumen, As a demonstration of consistency in fulfilling consumer
Garuda Indonesia memastikan implementasi SMS secara efektif rights, Garuda Indonesia ensures the effective implementation
di seluruh lini organisasi, secara khusus di aktivitas operasional of the SMS across all levels of the organization, particularly
penerbangan, dengan mengacu pada rencana pelaksanaan SMS in flight operations, in accordance with the established SMS
yang telah disusun, yang meliputi: implementation plan, which includes:
1. Melakukan pengelolaan risiko proaktif dari potensi bahaya 1. Conducting proactive risk management of potential hazards
yang ditemukenali melalui setiap laporan potensi bahaya identified through every hazard report received, and
atau hazard report yang diterima, dan melakukan analisis analyzing aircraft data records downloaded from the black
terhadap rekam-data-pesawat yang diunduh dari black box box via the Flight Data Monitoring (FDM) program
dalam program Flight Data Monitoring (FDM)
2. Melakukan pengelolaan risiko prediktif dari potensi bahaya 2. Conducting predictive risk management of potential hazards
yang teridentifikasi dalam kokpit pesawat melalui program identified in the aircraft cockpit through the Line Operations
Line Operations Assessment System (LOAS). Untuk Assessment System (LOAS) program. To manage these risks,
mengelola risiko ini, seorang observer dengan kualifikasi a qualified observer is scheduled to sit in the aircraft cockpit
tertentu dijadwalkan duduk di dalam kokpit pesawat di on specific flights, observe the behavior of both cockpit crew
penerbangan tertentu, mengamati perilaku kedua awak kokpit members regarding human factors, record the observation
pesawat terkait human factors, menuliskan hasil pengamatan results in the available checklist items, and reporting the
dalam checklist item yang tersedia, dan melaporkan hasil observation results for analysis, as well as identifying
pengamatan untuk dianalisis, serta identifikasi potensi potential hazards and managing risks for new processes/
bahaya dan pengelolaan risiko untuk proses/alat kerja/ tools/systems or change management to be implemented
sistem baru atau manajemen perubahan yang akan at Garuda Indonesia in relation to safety aspects.
diimplementasikan di Garuda Indonesia dalam kaitannya
dengan aspek keselamatan.
3. Melakukan pengelolaan risiko reaktif dari potensi bahaya 3. Conducting reactive risk management of identified potential
yang teridentifikasi dari kejadian incident (kecelakaan) hazards arising from incidents (accidents) or serious incidents
maupun serious incident (kecelakaan serius) melalui (major accidents) through investigation, reporting, and
investigasi, pelaporan, hingga memberikan rekomendasi providing recommendations to identify root causes to prevent
untuk menemukenali akar masalah/penyebab untuk similar occurrences from recurring in the future.
menghindari kejadian serupa terulang kembali di kemudian
hari.
4. Melaksanakan SMS records and documentation dengan 4. Implementing SMS records and documentation by developing
mengembangkan dan memelihara sistem pelaporan and maintaining Garuda Indonesia’s Integrated Electronic
terintegrasi basis data keselamatan Garuda Indonesia Safety Database (IESD) to store all identified potential
atau Integrated Electronic Safety Database (IESD) untuk hazards and risk management activities, analyze data, monitor
menyimpan setiap identifikasi potensi bahaya dan trends, and generate periodic safety performance reports.
pengelolaan risiko, menganalisa, memonitor tren, dan
menghasilkan pelaporan kinerja keselamatan secara periodik.
5. Melakukan pengawasan pelaksanaan keselamatan dalam 5. Conducting safety supervision to maintain safety assurance
rangka memelihara jaminan keselamatan dan juga sebagai and as a proactive risk management effort through the
upaya pengelolaan risiko proaktif melalui pelaksanaan dan implementation and management of safety audits in
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
pengelolaan audit keselamatan di departemen atau unit kerja departments or operational units directly involved, as well as
operasional yang terkait langsung dan seluruh kantor cabang all Garuda Indonesia operational branches both domestically
operasional Garuda Indonesia dalam maupun luar negeri. and internationally.
6. Meningkatkan dan memelihara kesadaran keselamatan 6. Enhancing and maintaining safety awareness among all
(safety awareness) seluruh pegawai Garuda Indonesia Garuda Indonesia employees and external parties involved in
maupun pihak luar yang terlibat dalam aktivitas operasional operational activities through safety communication, training,
melalui program komunikasi, pelatihan, dan edukasi and education programs.
keselamatan.
7. Mengelola Corporate Safety Committee (CSC) Review dan 7. Managing the Corporate Safety Committee (CSC) Review and
Joint Safety Board (JSB) Review sebagai bentuk management Joint Safety Board (JSB) Review as forms of management
review terhadap pelaksanaan SMS yang dilakukan secara review of the SMS implementation conducted periodically.
periodik. CSC dan JSB merupakan alat kontrol manajemen CSC and JSB are the highest-level management control tools
tertinggi yang memfasilitasi evaluasi terhadap pelaksanaan that facilitate periodic evaluations of the implementation of
SMS Garuda Indonesia secara berkala, seperti menetapkan Garuda Indonesia’s SMS on a regular basis, such as setting
target tingkat keselamatan setiap tahun, melakukan review annual safety targets, reviewing efficiency and effectiveness,
atas efisiensi dan efektivitas, isu-isu terbaru, kemungkinan addressing current issues, assessing target achievement
pencapaian target, kebutuhan tambahan sumber daya, dsb. potential, identifying additional resource needs, and others.
CSC terdiri atas CEO sebagai pimpinan umum (chairman), Vice The CSC consists of the CEO as the chairperson, the Vice
President (VP) CQSEM sebagai sekretaris, dan seluruh Direktur President (VP) of CQSEM as the secretary, and all Company
Perusahaan sebagai anggota. Sedangkan JSB terdiri atas VP Directors as members. Meanwhile, the JSB consists of the
CQSM sebagai pimpinan umum (chairman), Senior Manager VP of CQSM as the chairperson, the Senior Manager (SM)
(SM) Safety Information Management sebagai sekretaris, dan of Safety Information Management as the secretary, and
beberapa pejabat setingkat VP yang terkait langsung dengan several VP-level officials directly involved in aviation safety
aspek keselamatan dan keamanan penerbangan. and security aspects.
8. Melakukan pengelolaan risiko reaktif dari kejadian 8. Conducting reactive risk management for fatal accidents
kecelakaan fatal (accident) dan/ atau kejadian darurat and/or emergencies through Emergency Response Planning
melalui perencanaan penanganan tanggap darurat atau (ERP), including periodic ERP drills and exercises, to ensure
Emergency Response Planning (ERP) berupa ERP drill/ the readiness of all personnel and relevant work units
exercise secara berkala untuk memastikan kesiapan seluruh should an accident and/or emergency occur. This emergency
personel dan unit kerja terkait jika accident dan/atau kejadian management planning is intended to minimize risks that
darurat terjadi. Perencanaan pengelolaan situasi darurat ini may arise when unexpected accidents occur, while Garuda
dimaksudkan untuk meminimalkan risiko yang mungkin Indonesia must continue its business and operational activities
timbul saat accident yang tidak diharapkan terjadi, sementara safely at the same time.
Garuda Indonesia tetap harus melanjutkan bisnis dan aktivitas
operasional secara aman di saat yang bersamaan.
Quality Policies Quality Policies
PT Garuda Indonesia (Persero) Tbk. senantiasa menjaga komitmen PT Garuda Indonesia (Persero) Tbk. consistently upholds its
kepada para pemegang saham, pelanggan, karyawan, dan commitment to shareholders, customers, employees, and the
lingkungan global, serta mengutamakan mutu sebagai inti global community, and prioritizes quality as the core of our
dari bisnis kami. Seluruh personel Garuda Indonesia, mitra business. All Garuda Indonesia personnel, business partners,
bisnis, kontraktor, dan pemasok dituntut untuk turut serta contractors, and suppliers are required to participate in prioritizing
memprioritaskan hal ini melalui partisipasi mereka dalam Sistem this through their involvement in an effective Company Quality
Manajemen Mutu Perusahaan yang efektif guna mencapai visi Management System to achieve our vision of delivering the
kami untuk memberikan kinerja mutu setinggi-tingginya. highest possible quality performance.
Sebagai Accountable Executive dan President & Chief Executive As the Accountable Executive and President & Chief Executive
Officer (CEO), saya akan senantiasa memastikan ketersediaan Officer (CEO), I will consistently ensure the availability of
sumber daya yang dibutuhkan untuk mencapai tujuan mutu the necessary resources to achieve our quality objectives in
kami sesuai dengan hukum, peraturan, standar perusahaan, dan accordance with applicable laws, regulations, company standards,
praktik terbaik industri yang berlaku. Namun, tanggung jawab and industry best practices. However, the responsibility for quality
atas hasil mutu berada di tangan kita semua. outcomes rests with all of us.
Tindakan ini akan menghasilkan personel yang kompeten, These actions will foster competent personnel, optimize the
mengoptimalkan lingkungan operasional dan kerja, serta operational and work environment, and enable our employees
memungkinkan karyawan kami untuk sepenuhnya mengembangkan to fully develop their quality system awareness. We will further
kesadaran sistem mutu mereka. Kami selanjutnya akan memastikan ensure that the quality system is reviewed periodically to ensure
bahwa sistem mutu ditinjau secara berkala untuk memastikan continuous improvement, safe and reliable operations, and the
peningkatan berkelanjutan, operasi yang aman dan terjamin, dan airworthiness of Garuda Indonesia aircraft.
kelaikan udara pesawat Garuda Indonesia.
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Sustainability Strategy and Policy Sustainability Performance Highlights
Untuk memastikan peningkatan berkelanjutan dari sistem To ensure the continuous improvement of our quality management
manajemen mutu kami, kami akan menetapkan tujuan dan system, we will establish measurable goals and objectives, define
sasaran yang terukur, menetapkan indikator kinerja mutu tertentu, specific quality performance indicators, analyze any undesirable
menganalisis setiap hasil operasional yang tidak diinginkan, dan operational outcomes, and measure our success against these
mengukur keberhasilan kami terhadap target tersebut. Ketika kami targets. Once we have achieved these targets, we will review them
telah mencapai target tersebut, kami akan meninjaunya untuk to set more challenging targets for the future.
menetapkan target yang lebih menantang di masa mendatang.
Perseroan berkomitmen dalam penerapan safety dan quality yang The Company is committed to implementing safety and quality
diimplementasikan dalam safety policies dan quality policies. standards, which are incorporated into our safety policies and
Selain menerapkan safety policies, setiap tahun, Perseroan quality policies. In addition to implementing safety policies, the
juga melakukan proses quality assurance terhadap internal dan Company conducts annual quality assurance processes for both
eksternal. Pelaksanaan proses quality assurance mengacu pada internal and external operations. The implementation of the
peraturan nasional seperti CASR 119, CASR 121, CASR 91, serta quality assurance process adheres to national regulations such
peraturan internasional yang meliputi regulasi global, regulasi as CASR 119, CASR 121, and CASR 91, as well as international
regional, dan International Civil Aviation Authority (ICAO) regulations—which include global regulations, regional
Regulations. Selain itu, standar IATA (International Air Transport regulations, and International Civil Aviation Organization (ICAO)
Association) yang diakui secara internasional juga dijadikan regulations. Additionally, the internationally recognized IATA
acuan untuk memastikan bahwa seluruh proses quality assurance (International Air Transport Association) standards are used as
berjalan sesuai dengan best practices di industri penerbangan. a reference to ensure that all quality assurance processes align
with best practices in the aviation industry.
Kinerja Kesehatan dan Keselamatan Konsumen Consumer Health and Safety Performance
Dalam upaya memantau dan mengevaluasi kinerja keselamatan In an effort to monitor and evaluate customer safety performance,
pelanggan, Garuda Indonesia menggunakan indikator incident Garuda Indonesia uses the incident rate as one of the key
rate sebagai salah satu parameter utama dalam mengukur parameters for measuring the safety level of commercial flight
tingkat keselamatan operasional penerbangan komersial. operations. Based on the company’s data, the incident rate per
Berdasarkan data yang dimiliki perusahaan, tingkat insiden 1,000 departures in 2025 was recorded at 0.210, compared to
per 1.000 keberangkatan pada tahun 2025 tercatat sebesar 0.127 per 1,000 departures in 2024. Overall, the Company’s
0,210, dibandingkan dengan 0,127 per 1.000 keberangkatan safety performance in 2025 remains within the acceptable level
pada tahun 2024. Secara umum, kinerja keselamatan (safety category. The Company remains committed to continuously
performance) Perseroan pada tahun 2025 masih berada dalam evaluating and strengthening its safety management system to
kategori acceptable level. Perusahaan tetap berkomitmen untuk maintain and improve safety performance on an ongoing basis.
terus melakukan evaluasi dan penguatan sistem manajemen
keselamatan guna menjaga dan meningkatkan kinerja
keselamatan secara berkelanjutan.
Adapun data Incident Rate Garuda Indonesia selama tiga tahun The following are Garuda Indonesia’s incident rate data for the
terakhir adalah sebagai berikut: past three years:
Tabel Incident Rate Garuda Indonesia
Table of Garuda Indonesia Incident Rate
Uraian 2025 2024 2023
Description
Incident Rate (%) 0,21 0,13 0,23
Adapun hazard report pada tahun 2025 tercatat sebanyak 3.136 In 2025, a total of 3,136 hazard reports were recorded, with a
laporan, dengan rate 38,5 per 1.000 departures yang meliputi rate of 38.5 per 1,000 departures, comprising 1,794 occurrences,
1.794 Occurrence, 1.733 hazard report, 152 Safety info dan 17 1,733 hazard reports, 152 safety information reports, and 17
incident or mandatory occurrence report. Tingkat hazard report incident or mandatory occurrence reports. The rate of hazard
yang terkumpul pada tahun 2025 mengalami penurunan sebesar reports collected in 2025 decreased by 13% from 44.4 per
13% dari 44,4 per 1.000 departure,dan sebesar 5% dari 3.315 1,000 departures and by 5% from 3,315 reports in 2024. The
laporan pada tahun 2024. Total penyampaian hazard report pada total number of hazard reports submitted in 2025 remains 15%
tahun 2025 masih berada 15% di bawah target dibandingkan below the target compared to the established minimum target
dengan target minimal yang ditetapkan, yaitu sebesar 45 per 1.000 of 45 per 1,000 departures. The decrease in hazard reports in
departures. Penurunan hazard report pada tahun 2025 antara lain 2025 may indicate improvements in the implementation of risk
dapat mengindikasikan adanya perbaikan dalam implementasi mitigation measures as well as enhanced operational stability.
mitigasi risiko serta peningkatan stabilitas operasional. Peningkatan The number of departures increased to 80,989, representing a
jumlah keberangkatan menjadi 80.989 keberangkatan, atau naik
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sebesar 2,7% dibandingkan tahun 2024 yang tercatat sebanyak 2.7% rise compared to 2024, which recorded 78,885 departures.
78.885 keberangkatan. Selain itu,Data hazard report diperoleh Additionally, the hazard report data is obtained from Garuda
dari Unit Safety Information Management Garuda Indonesia, yang Indonesia’s Safety Information Management Unit, which operates
berada di bawah Divisi Corporate Quality, Safety & Sustainability. under the Corporate Quality, Safety & Sustainability Division. In
Selain hazard report, unit yang sama menangani seluruh laporan addition to the hazard report, the same unit handles all incident
incident and accident yang terjadi di lingkungan Perusahaan, baik and accident reports occurring within the Company’s environment,
secara internal maupun eksternal. both internally and externally.
Atas komitmen Garuda Indonesia dalam mengupayakan Garuda Indonesia’s commitment to ensuring the health and safety
kesehatan dan keselamatan konsumen membawa hasil dengan of its customers has resulted in no incidents of non-compliance
tidak adanya insiden ketidakpatuhan sehubungan dengan related to the health and safety impacts of its products and
dampak kesehatan dan keselamatan dari produk dan jasa. Oleh services. Consequently, during the reporting year, the Company
karenanya, selama tahun pelaporan, Perseroan tidak mendapat did not receive any warnings, fines, or penalties resulting from
peringatan, denda, atau hukuman akibat ketidakpatuhan tersebut. such non-compliance.
INFORMASI PRODUK DAN LAYANAN PRODUCT AND SERVICE INFORMATION
Garuda Indonesia menjamin pemenuhan hak konsumen untuk Garuda Indonesia guarantees the fulfillment of consumers’ rights
memperoleh informasi yang benar, jelas, dan jujur sebagaimana to receive accurate, clear, and truthful information as mandated
diamanatkan dalam Pasal 4 Undang-Undang No. 8 Tahun 1999 by Article 4 of Law No. 8 of 1999 on Consumer Protection. This
tentang Perlindungan Konsumen. Komitmen tersebut juga commitment is also in line with Garuda Indonesia’s Business
sejalan dengan Etika Bisnis Garuda Indonesia, yang menekankan Ethics, which emphasizes the provision of relevant, transparent,
penyampaian informasi produk dan layanan secara relevan, and accurate product and service information to customers.
transparan, dan akurat kepada pelanggan.
Untuk meningkatkan aksesibilitas dan kemudahan dalam To improve accessibility and make it easier to obtain the
memperoleh informasi terkini, Perseroan mengoptimalkan latest information, the Company is optimizing various digital
berbagai kanal komunikasi digital, antara lain: communication channels, including:
1. Website resmi (www.garuda-indonesia.com) yang 1. The official website (www.garuda-indonesia.com), which
menyediakan informasi terbaru terkait jadwal penerbangan, provides the latest information on flight schedules, additional
layanan tambahan, program loyalitas GarudaMiles, hingga services, the GarudaMiles loyalty program, and travel policies
kebijakan perjalanan yang mendukung keberlanjutan. that support sustainability.
2. Garuda Indonesia Mobile App yang tersedia di Apple App 2. The Garuda Indonesia Mobile App, available on the Apple
Store dan Google Play, menghadirkan pengalaman digital App Store and Google Play, offers a more seamless digital
yang lebih seamless melalui fitur e-boarding pass, digital experience through features such as e-boarding passes,
ticketing, pembaruan status penerbangan secara langsung, digital ticketing, real-time flight status updates, and paperless
serta layanan paperless guna mendukung perjalanan yang services to support more eco-friendly travel.
lebih ramah lingkungan.
3. Akun media sosial resmi di platform seperti YouTube, 3. Official social media accounts on platforms such as YouTube,
Facebook, X (Twitter), Instagram, LinkedIn, dan TikTok, yang Facebook, X (Twitter), Instagram, LinkedIn, and TikTok, used
dimanfaatkan untuk menyampaikan informasi promosi, to share promotional information, service updates, and
pembaruan layanan, serta kampanye edukasi terkait educational campaigns related to sustainability.
keberlanjutan.
4. WhatsApp Communication Center, sebagai kanal layanan 4. The WhatsApp Communication Center, as the latest service
terbaru yang memungkinkan pelanggan memperoleh informasi channel, enables customers to obtain information and
dan bantuan secara cepat dan efisien, sekaligus mengurangi assistance quickly and efficiently, while reducing reliance
ketergantungan pada tiket maupun materi cetak fisik. on physical tickets and printed materials.
Melalui optimalisasi kanal-kanal komunikasi tersebut, Garuda Through the optimization of these communication channels,
Indonesia memastikan pelanggan memperoleh akses informasi Garuda Indonesia ensures customers have access to
yang komprehensif, terpercaya, dan mudah dijangkau, sejalan comprehensive, reliable, and easily accessible information, in
dengan komitmen Perseroan dalam meningkatkan transparansi, line with the Company’s commitment to enhancing transparency,
kualitas layanan, dan kenyamanan pelanggan. service quality, and customer comfort.
Selama tahun 2025, tidak terdapat insiden ketidakpatuhan During 2025, there were no incidents of non-compliance
terhadap regulasi terkait dengan pelabelan dan informasi produk with regulations regarding product and service labeling and
dan jasa. Tidak terdapat pula insiden ketidakpatuhan terhadap information. There were also no incidents of non-compliance
regulasi terkait komunikasi pemasaran, termasuk periklanan, with regulations regarding marketing communications, including
promosi, dan pensponsoran. advertising, promotions, and sponsorships.
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Sustainability Strategy and Policy Sustainability Performance Highlights
DAMPAK PRODUK/JASA [OJK F.28] IMPACT OF PRODUCTS/SERVICES [OJK F.28]
Sebagai maskapai penerbangan nasional, Garuda Indonesia As the national airline, Garuda Indonesia plays a strategic
memiliki peran yang strategis dalam meningkatkan konektivitas role in enhancing connectivity and mobility for the public,
serta mobilitas masyarakat, sekaligus berkontribusi terhadap while contributing to economic growth, the development of
pertumbuhan ekonomi, pengembangan sektor pariwisata, dan the tourism sector, and trade activities—both domestically
aktivitas perdagangan, baik di tingkat nasional maupun internasional, and internationally—including supporting efficient logistics
termasuk mendukung efisiensi distribusi logistik serta mendorong distribution and promoting the adoption of environmentally
penerapan inovasi yang ramah lingkungan seperti pemanfaatan friendly innovations such as the use of biofuel and more eco-
bioavtur dan penggunaan kemasan in-flight yang lebih eco-friendly; friendly in-flight packaging; on the other hand, aviation operations
di sisi lain, kegiatan operasional penerbangan juga menghadapi also face various challenges, including carbon emissions, noise
berbagai tantangan, antara lain emisi karbon, tingkat kebisingan, levels, and the use of natural resources that have the potential
serta penggunaan sumber daya alam yang berpotensi memberikan to impact the environment; therefore, Garuda Indonesia is
dampak terhadap lingkungan, sehingga Garuda Indonesia committed to consistently complying with applicable regulations
berkomitmen untuk senantiasa mematuhi regulasi yang berlaku and global sustainability standards, while implementing various
serta standar keberlanjutan global, sekaligus mengimplementasikan mitigation measures to minimize the negative impacts resulting
berbagai langkah mitigasi untuk meminimalkan dampak negatif from these operational activities.
yang ditimbulkan dari aktivitas operasional tersebut.
Untuk memitigasi dampak tersebut, Garuda Indonesia menerapkan To mitigate these impacts, Garuda Indonesia implements
berbagai strategi keberlanjutan, termasuk penggunaan bioavtur, various sustainability strategies, including the use of biofuel,
optimalisasi rute penerbangan untuk efisiensi bahan bakar, serta flight route optimization for fuel efficiency, and regular fleet
perawatan berkala armada guna mengurangi kebisingan. Selain itu, maintenance to reduce noise. Additionally, initiatives such as eco-
inisiatif seperti in-flight eco-friendly packaging, digital ticketing, friendly in-flight packaging, digital ticketing, and the WhatsApp
serta WhatsApp Communication Center juga dikembangkan untuk Communication Center have been developed to reduce waste
mengurangi limbah dan meningkatkan efisiensi layanan. Garuda and enhance service efficiency. Garuda Indonesia is committed
Indonesia berkomitmen untuk mematuhi regulasi lingkungan serta to complying with environmental regulations and conducting
menjalankan bisnis yang bertanggung jawab guna memastikan responsible business operations to ensure a balance between the
keseimbangan antara pertumbuhan industri penerbangan dan growth of the aviation industry and environmental sustainability.
keberlanjutan lingkungan.
Selain itu, Perseroan juga telah melakukan pemetaan terhadap risiko Furthermore, the Company has conducted a risk assessment
atas dampak negatif yang dapat ditimbulkan dari produk dan jasa regarding the potential negative impacts arising from the
yang diberikan kepada konsumen, yakni risiko pemberitaan negatif products and services provided to consumers, specifically the
(reputasi). Pada tahun 2025, telah diidentifikasi potensi-potensi risk of negative publicity (reputation). In 2025, potential issues
yang dapat menimbulkan risiko terhadap reputasi perusahaan, that could pose risks to the company’s reputation were identified,
terutama yang berkaitan dengan produk dan jasa yang diberikan particularly those related to products and services provided
kepada konsumen, seperti penerbangan haji dan lainnya. Atas to consumers, such as Hajj flights and others. In response to
potensi tersebut, Perseroan telah melakukan langkah mitigasi these potential risks, the Company has implemented mitigation
dengan melakukan kerjasama dengan pihak ketiga, melakukan measures by collaborating with third parties, conducting public
edukasi publik mengenai industri penerbangan, dan lainnya. education on the aviation industry, and other initiatives.
JUMLAH PRODUK YANG NUMBER OF RECALLED PRODUCTS [OJK F.29]
DITARIK KEMBALI [OJK F.29]
Sepanjang tahun 2025, Garuda Indonesia tidak melakukan Throughout 2025, Garuda Indonesia did not issue any recalls
penarikan kembali (recall) terhadap produk atau layanan yang for the products or services it offered.
ditawarkan.
SURVEI KEPUASAN PELANGGAN TERHADAP CUSTOMER SATISFACTION SURVEY
PRODUK DAN/ATAU JASA [OJK F.30] ON SUSTAINABLE FINANCE PRODUCTS
AND/OR SERVICES [OJK F.30]
Garuda Indonesia, sebagai maskapai penerbangan nasional, As the national airline, Garuda Indonesia plays a vital role in
memegang peranan penting dalam memastikan kenyamanan ensuring passenger comfort and safety during travel. In its
dan keselamatan penumpang selama perjalanan. Dalam upaya efforts to continuously improve service and the quality of the
untuk terus meningkatkan layanan serta kualitas pengalaman flight experience, Garuda Indonesia relies heavily on customer
penerbangan, Garuda Indonesia sangat mengandalkan umpan feedback. Customer satisfaction surveys serve as one of the
balik yang diberikan oleh pelanggan. Survei kepuasan pelanggan primary tools for evaluating the company’s performance while
menjadi salah satu instrumen utama dalam mengevaluasi gaining insight into consumer needs and expectations. Garuda
kinerja perusahaan sekaligus memahami kebutuhan dan Indonesia has also conducted risk mapping related to customer
ekspektasi konsumen. Garuda Indonesia juga telah melakukan satisfaction levels, including potential increases or decreases in
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
pemetaan risiko terkait tingkat kepuasan pelanggan, termasuk the Customer Satisfaction Index (CSI) scores for service aspects,
potensi peningkatan maupun penurunan nilai indeks Customer both on the ground and in-flight. These risks have been identified
Satisfaction Index (CSI) pada aspek layanan, baik di area ground as part of the Company’s risks and are monitored on a regular
maupun inflight. Risiko tersebut telah diidentifikasi sebagai basis. Therefore, the Company consistently conducts routine
bagian dari risiko Perseroan yang dipantau secara berkala. Oleh customer satisfaction surveys.
karena itu, Perseroan secara konsisten melaksanakan survei
kepuasan pelanggan secara rutin.
Garuda Indonesia telah melakukan survei kepuasan pelanggan Garuda Indonesia has conducted customer satisfaction surveys
dengan metode Achievement Customer Satisfaction Index using the Customer Satisfaction Index (CSI) and Net Promoter
(CSI) dan Net Promoter Score (NPS). Survei dilakukan dengan Score (NPS) methods. The surveys were conducted by inviting
mengundang penumpang Garuda Indonesia mengisi survei Garuda Indonesia passengers to complete an online survey sent
online yang dikirimkan melalui email setelah menyelesaikan via email after completing their flight, with a total of 55,443
penerbangan dengan total responden pada periode Januari passengers responding during the period from January to
sampai dengan Desember 2025 sebanyak 55.443 penumpang. December 2025.
Berdasarkan survei yang telah dilakukan, tingkat kepuasan Based on the survey results, the customer satisfaction level
pelanggan (Customer Satisfaction Index atau CSI) mencapai 83,9. (Customer Satisfaction Index or CSI) reached 83.9. These results
Hasil survei tersebut menunjukkan bahwa tingkat kepuasan 2025 indicate that the 2025 satisfaction level decreased compared
turun dibandingkan dengan 2024. Namun dibalik penurunan nilai to 2024. However, despite the decline in the satisfaction score,
kepuasan, masih ada tiga atribut yang mencapai nilai tertinggi there were still three attributes that achieved the highest scores
pada 2025, ketiga atribut tersebut adalah Flight Attendant in 2025: Flight Attendant Service, Ticket Purchase Experience,
Service, Purchasing Ticket Experience dan Check-in Service. and Check-in Service.
Tabel Indeks Kepuasan Pelanggan
Table of Customer Satisfaction Index
Kepuasan Pelanggan (Skala Likert)
Keterangan Customer Satisfaction (Likert Scale)
Description
2025 2024 2023
Indeks Kepuasan Pelanggan
83,9 84,1 84,0
Customer Satisfaction Index
Tabel Tingkat Kepuasan Penumpang Garuda Indonesia
Table of Garuda Indonesia Passenger Satisfaction Levels
Mean Satisfaction
Touch Point Attributes
FY 2025 FY 2024 FY 2023
Website Service - 81,6 86,1
Mobile App Service - 79,9 84,5
Sales Office Service - 86,6 87,1
Pre Journey Purchasing Ticket 88,6 - -
Managing Booking 86,9 - -
Loyalty Program 85,2 83,3 81,6
Contact Centre Service 84,2 81,2 85,0
Check-in Service 88,5 88,4 88,9
Customer Service 88,2 88,2 88,2
Garuda Indonesia Lounge 77,5 79,4 84,4
Pre Flight
Boarding Management 85,8 86,2 86,2
On Time Performance 86,3 87,3 89,1
Delay Management 71,2 80,6 82,1
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Tabel Tingkat Kepuasan Penumpang Garuda Indonesia
Table of Garuda Indonesia Passenger Satisfaction Levels
Mean Satisfaction
Touch Point Attributes
FY 2025 FY 2024 FY 2023
Flight Attendant Services 91,2 93,9 93,8
Passenger Announcement 86,6 - -
Cabin Interior 86,0 89,1 89,5
Seat Comfort 83,6 86,2 87,5
Lavatory (Cleanliness & Function) 86,2 88,3 88,9
In Flight
Food & Beverages (Quality & Quantity) 80,6 83,5 83,5
In Flight Entertainment – Seatback 74,6 75,6 77,8
In Flight Entertainment – Wireless 80,0 - -
Internet on Board 75,5 - -
Ancillaries Products 83,3 82,5 82,7
Baggage Service 85,2 85,6 86,7
Post Flight Journey
Service Recovery 84,0 83,4 83,5
Selain angka kepuasan konsumen/penumpang, Garuda Indonesia In addition to customer/passenger satisfaction scores, Garuda
juga mengukur Net Promotor Score (NPS) sebagai indikator lain Indonesia also measures the Net Promoter Score (NPS) as another
mengenai kepuasan pelanggan. Angka NPS tersebut mewakili indicator of customer satisfaction. The NPS score represents the
seberapa besar pelanggan akan merekomendasikan produk atau extent to which customers would recommend the Company’s
layanan Perseroan kepada keluarga, kolega, atau teman. Pada products or services to family, colleagues, or friends. In 2024,
tahun 2024, Perseroan berhasil meraih nilai NPS sebesar 65,2 the Company achieved an NPS score of 65.2 The 2024 NPS score
Nilai NPS tahun 2024 menandakan bahwa jumlah promotor indicates that the number of customer promoters still exceeds
customer masih lebih banyak dari detractor customer. the number of customer detractors.
Tabel Net Promotor Score
Table of Net Promoter Score
Nilai NPS (Dalam Persentase)
Keterangan NPS Score (Percentage)
Description
2025 2024 2023
Net Promotor Score 54,7% 65,2% 74,5%
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Profil Perusahaan Penjelasan Direksi Tata Kelola Kinerja Keberlanjutan
Company Profile Explanation from the Board of Directors Governance Sustainability Performance
VERIFIKASI TERTULIS DARI PIHAK
INDEPENDEN [OJK G.1, GRI 2-5]
WRITTEN VERIFICATION FROM INDEPENDENT PARTY [OJK G.1, GRI 2-5]
Laporan Keberlanjutan PT Garuda Indonesia (Persero) Tbk PT Garuda Indonesia (Persero) Tbk’s 2025 Sustainability Report
Tahun 2025 saat ini sedang dalam proses verifikasi oleh pihak is currently undergoing verification by an independent party with
independen yang kompeten di bidangnya. Perseroan telah expertise in the field. The Company has appointed PT Kharisma
menunjuk PT Kharisma Integrasi Manajemen (KIM Consult) untuk Integrasi Manajemen (KIM Consult) to verify this sustainability
melakukan verifikasi laporan keberlanjutan ini. Penunjukkan pihak report. The appointment of an independent party prioritizes
independen mengutamakan penggunaan produk lokal/dalam the use of local/domestic products. The Company consistently
negeri. Perseroan senantiasa memastikan bahwa tidak terdapat ensures that there are no conflicts of interest in the verification
benturan kepentingan dalam proses verifikasi laporan ini. Proses process of this report. The verification process is conducted using
verifikasi dilakukan dengan menggunakan tipe 2 Moderate Level Type 2 Moderate Level in accordance with the AA1000 Assurance
berdasarkan standar AA1000 Assurance Standard v.3. Standard v.3.
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Sustainability Strategy and Policy Sustainability Performance Highlights
LEMBAR UMPAN BALIK [OJK G.2 GRI 2-26]
FEEDBACK SHEET [OJK G.2 GRI 2-26]
Setelah membaca Laporan Keberlanjutan PT Garuda Indonesia After reading the PT Garuda Indonesia (Persero) Tbk Sustainability
(Persero) Tbk Tahun Buku 2025, kami mohon kesediaan para Report for Fiscal Year 2025, we kindly request that stakeholders
pemangku kepentingan untuk memberikan umpan balik dengan provide feedback by sending an email or submitting this form
mengirim email atau mengirim formulir ini melalui fax/pos. via fax or mail.
1. Mohon beri tanda ceklis (√) pada kolom setuju atau tidak 1. Please check the box (√) in the “Agree” or “Disagree”
setuju column
1
4
(Sangat Tidak 2 3
Pertanyaan (Sangat
Setuju) (Tidak Setuju) (Setuju)
Question
(Disagree) (Agree)
Setuju)
(Strongly
(Agree)
Disagree)
Laporan ini telah memberikan informasi yang
bermanfaat mengenai kinerja ekonomi, sosial, dan
lingkungan Perusahaan.
This report has provided useful information
regarding the Company’s economic, social, and
environmental performance.
Data dan informasi yang diungkapkan mudah
dipahami, lengkap, transparan, dan berimbang.
The data and information disclosed are easy to
understand, comprehensive, transparent, and
balanced.
Data dan informasi yang disajikan berguna dalam
pengambilan keputusan.
The data and information presented are useful for
decision-making.
Laporan ini menarik dan mudah dibaca.
This report is engaging and easy to read.
2. Mohon berikan nilai mengenai topik material yang terdapat 2. Please rate the material topics included in this Sustainability
dalam laporan Keberlanjutan ini (nilai 1 = sangat tidak Report (1 = very unimportant, 2 = not important, 3
penting, 2 = tidak penting, 3 = penting, 4 = sangat penting). =important, 4 = most important).
Kinerja Ekonomi
(…..)
Economic Performance
Energi
(…..)
Energy
Emisi
(…..)
Emissions
Kesehatan dan Keselamatan Kerja
(…..)
Occupational Health and Safety
Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Pembangunan Berkelanjutan
(…..)
Customer Satisfaction on Sustainable Development Products and/or Services
3. Mohon berikan komentar/saran/usulan bagi laporan ini. 3. Please provide comments, suggestions, or feedback on
this report.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Identitas Pemangku Kepentingan Stakeholder Identity
Nama
:
Name
Pekerjaan
:
Occupation
Institusi/Perusahaan
:
Institution/Company
Kontak (telepon, email)
:
Contact (phone, email)
Kategori Pemangku Kepentingan
o Penumpang
Passengers
o Pemegang Saham dan Investor
Shareholders and Investors
o Pegawai
Employees
o Pemerintah
Government
o Mitra Kerja
Business Partners
o Lainnya..................
Others..................
Saran dan tanggapan yang Anda berikan atas informasi yang Please send any suggestions or feedback regarding the
disajikan dalam laporan ini mohon dikirimkan kepada: information presented in this report to:
Investor Relations Investor Relations
PT Garuda Indonesia (Persero) Tbk. PT Garuda Indonesia (Persero) Tbk.
Gedung Manajemen Garuda Indonesia Garuda Indonesia Management Building
Lantai Dasar Garuda City, Bandar Udara Internasional Ground Floor, Garuda City, Soekarno-Hatta International Airport
Soekarno-Hatta, Tangerang, 15111, Indonesia. Soekarno-Hatta, Tangerang, 15111, Indonesia.
Telp : (+62 21)2560 1001 Phone : (+62 21) 2560 1001
Email : investor@garuda-indonesia.com Email : investor@garuda-indonesia.com
Website: www.garuda-indonesia.com Website: www.garuda-indonesia.com
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Strategi dan Kebijakan Keberlanjutan Ikhtisar Kinerja Keberlanjutan
Sustainability Strategy and Policy Sustainability Performance Highlights
TANGGAPAN TERHADAP UMPAN BALIK
LAPORAN KEBERLANJUTAN TAHUN 2024 [OJK G.3]
RESPONSES TO FEEDBACK OF PREVIOUS YEAR'S SUSTAINABILITY REPORT [OJK G.3]
Sepanjang tahun 2025, Perseroan tidak menerima umpan balik Throughout 2025, the Company did not receive any feedback
atas Laporan Keberlanjutan tahun 2024 sehingga tidak terdapat on the 2024 Sustainability Report; therefore, no follow-up
tindak lanjut yang dilakukan dalam laporan keberlanjutan tahun actions were taken in this year’s sustainability report. However,
ini. Namun demikian, Garuda Indonesia senantiasa berupaya Garuda Indonesia continuously strives to improve its reporting
untuk meningkatkan pelaporan sesuai dengan peraturan yang in accordance with applicable regulations, including meeting the
berlaku, termasuk memenuhi standar yang ditetapkan oleh standards set by relevant authorities and adhering to principles
otoritas terkait dan prinsip-prinsip pelaporan yang transparan of transparent and sustainable reporting. The Company continues
serta berkelanjutan. Perseroan terus melakukan evaluasi dan to evaluate and improve every step of the process to ensure that
perbaikan dalam setiap tahapan untuk memastikan laporan yang the reports submitted reflect our performance and commitment
disampaikan mencerminkan kinerja dan komitmen kami terhadap to sustainability, as well as to meet stakeholder expectations.
keberlanjutan, serta untuk memenuhi ekspektasi pemangku
kepentingan.
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
DAFTAR PENGUNGKAPAN SESUAI
PERATURAN OTORITAS JASA KEUANGAN
NOMOR 51/POJK.03/2017 [OJK G.4]
LIST OF DISCLOSURE ACCORDING TO FINANCIAL SERVICES AUTHORITY REGULATION
(POJK) NO. 51 OF 2017 ON THE IMPLEMENTATION OF SUSTAINABLE FINANCE FOR
FINANCIAL SERVICES INSTITUTIONS, ISSUERS, AND PUBLIC COMPANIES [OJK G.4]
No Indeks
Nama Indeks Halaman
Index
Index Name Page
Number
STRATEGI KEBERLANJUTAN
A
Sustainability Strategy
Penjelasan Strategi Keberlanjutan
A.1 18-20
Explanation of Sustainability Strategy
IKHTISAR KINERJA ASPEK KEBERLANJUTAN
B
Performance Highlights of Sustainability Aspects
Aspek Ekonomi
B.1 39
Economic Aspect
Aspek Lingkungan Hidup
B.2 40
Environmental Aspects
Aspek Sosial
B.3 41-42
Social Aspect
PROFIL PERUSAHAAN
C
Company Profile
Visi, Misi, dan Nilai Keberlanjutan
C.1 44-45
18-20 Vision, Mission, and Sustainability Values
Alamat Perusahaan
C.2 46-47, 53-57
Company Address
Skala Usaha 48, 49-53,
C.3
Business Scale 53-57
Produk, Layanan dan Kegiatan Usaha yang Dijalankan
C.4 58
Products, Services, and Business Activities Performed
Keanggotaan Asosiasi
C.5 68
Membership Associations
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 66-67
Significant Changes of Issuer and Public Company
PENJELASAN DIREKSI
D
Explanation from the Board of Directors
Penjelasan Direksi
D.1 69-79
Explanation from the Board of Directors
TATA KELOLA KEBERLANJUTAN
E
Sustainability Governance
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1 95-98
Person in Charge of Sustainable Finance Implementation
Pengembangan Kompetensi terkait Keuangan Berkelanjutan
E.2 99-103
Competency Development Related to Sustainable Finance
Penilaian Risiko atas Penerapan Keuangan Berkelanjutan
E.3 104-105
Risk Assessment on Sustainable Finance Implementation
Hubungan dengan Pemangku Kepentingan
E.4 106-107
Relationship with Stakeholders
Permasalahan terhadap Penerapan Keuangan Berkelanjutan
E.5 108
Problems on Sustainable Finance Implementation
KINERJA KEBERLANJUTAN
F
Sustainability Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 110-113
Activities In Building Sustainability Culture
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Sustainability Strategy and Policy Sustainability Performance Highlights
No Indeks
Nama Indeks Halaman
Index
Index Name Page
Number
KINERJA EKONOMI
ECONOMIC PERFORMANCE
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan Laba
Rugi
F.2 114-115
Comparison of Target and Performance of Production, Portfolio, Financing Target, or Investment, Revenues, and
Profit or Loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan atau
Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 115-116
Comparison of Target and Performance of Portfolio, Financing Target, or Investment in Financial Instruments or
Projects in line with the Sustainable Finance Implementation
KINERJA LINGKUNGAN HIDUP
Environmental Performance
Aspek Umum
General Aspect
Biaya Lingkungan Hidup
F.4 133
Environmental Costs
Aspek Material
Material Aspect
Penggunaan Material yang Ramah Lingkungan
F.5 134-135
Use of Environmentally-Friendly Materials
Aspek Energi
Energy Aspect
Jumlah dan Intensitas Energi yang Digunakan
F.6 136-138
Amount and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 138-139
Efforts and Achievements of Energy Efficiency and the Use of Renewable energy
Aspek Air
Water Aspect
Penggunaan Air
F.8 139-141
Water Usage
Aspek Keanekaragaman Hayati
Biodiversity Aspect
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki
F.9 Keanekaragaman Hayati 141
Impact of Operational Areas that are Near or In a Conservation Area or Areas with Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 141
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 142-144
Amount and Intensity of Emissions Produced Based on Their Types
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan 138-139, 145-
F.12
Efforts and Achievement of Emission Reduction Efforts Performed 147
Aspek Limbah dan Efluen
Waste And Effluent Aspects
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 148-149
Amount of Waste and Effluent Produced Based on Their Types
Mekanisme Pengelolaan Limbah dan Efluen
F.14 149-154
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15 154
Spills Incident (If Any)
Aspek Pengaduan Terkait Lingkungan Hidup
Environment-Related Complaints Aspect
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 154
Number and Content of Environmental Complaints Received and Resolved
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
No Indeks
Nama Indeks Halaman
Index
Index Name Page
Number
KINERJA SOSIAL
Social Performance
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen
F.17 156
Commitment to providing equal service for products and/or services to consumers
Aspek Ketenagakerjaan
Employment Aspect
Kesetaraan Kesempatan Bekerja
F.18 156-157
Equal Employment Opportunity
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 167-168
Child Labor and Forced Labor
Upah Minimum Regional
F.20 168-171
Regional Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21 171-172
Decent and Safe Working Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 161-166
Employee Skill Training and Development
Aspek Masyarakat
Community Aspect
Dampak Operasi Terhadap Masyarakat Sekitar
F.23 189-193
Impact of Operations on Surrounding Communities
Pengaduan Masyarakat
F.24 200-203
Community Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 193-199
Activities of Environmental Social Responsibility (TJSL)
TANGGUNG JAWAB PENGEMBANGAN PRODUK/JASA BERKELANJUTAN
Responsibility for Sustainable Product/Service Development
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 205-206
Innovations and Development of Sustainable Finance Products/Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27 206-211
Evaluated Products/Services for Customer Safety
Dampak Produk/Jasa
F.28 212
Impact of Products/Services
Jumlah Produk yang Ditarik Kembali
F.29 212
Number of Recalled Products
Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 212-214
Customer Satisfaction Survey on Sustainable Finance Products and/or Services
LAIN-LAIN:
G
Others:
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 215
Written Verification from Independent Party (if any)
Lembar Umpan Balik
G.2 216-217
Feedback Sheet
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 218
Responses to Feedback of Previous Year's Sustainability Report
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang Penerapan
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik.
G.4 219-221
List of Disclosure According to Financial Services Authority Regulation (POJK) No. 51 of 2017 on the
Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies
*) N/A : Not Applicable
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INDEKS ISI CONSOLIDATED GRI STANDARD 2021
GRI STANDARD 2021 CONTENT INDEX
YANG TIDAK DICANTUMKAN NO.
OMISSION RUJUKAN
STANDAR
INDEKS ISI SEKTOR
STANDAR GRI PENGUNGKAPAN HAL PERSYARATAN GRI
GRI STANDARD DISCLOSURE PAGE YANG TIDAK ALASAN PENJELASAN GRI
CONTENT INDEX Reason Explanation SECTOR
DICANTUMKAN
STANDARD
Requirements
REFERENCE
NO.
PT Garuda Indonesia (Persero) Tbk telah melaporkan informasi yang dikutip dalam indeks konten GRI untuk periode 1 Januari 2025 hingga
Pernyataan
31 Desember 2025 sesuai dengan (“in accordance”) pada Consolidated GRI Standard 2021.
Penggunaan
PT Garuda Indonesia (Persero) Tbk has reported the information cited in the GRI content index for the period from January 1, 2025, to
Statement of Use
December 31, 2025, in accordance with the Consolidated GRI Standard 2021.
GRI 1: LANDASAN 2021
GRI
GRI 1: FOUNDATION 2021
Organisasi dan Praktik Pelaporan
Organization and Reporting Practices
Detail organisasi 46-47,
GRI 2-1
Organizational Details 53-57
Entitas yang termasuk dalam pelaporan
keberlanjutan
GRI 2-2 6
Entities included in the Organization’s
Sustainability Reporting
Periode pelaporan, frekuensi dan titik kontak
GRI 2-3 Reporting period, frequency, and contact 6
points
Informasi tentang penyajian Kembali
GRI 2-4 6
Restatement of Information
Jaminan Eksternal
GRI 2-5 215
External Assurance
Aktivitas dan Pekerja
Activities and Workers
Aktivitas, rantai pasok, dan relasi bisnis
lainnya 46-47,
GRI 2-6
Activities, value chain and other business 58-67
relationships
GRI 2:
Karyawan
PENGUNGKAPAN GRI 2-7 49-53
Employees
UMUM 2021
GRI 2: GENERAL Pekerja yang bukan karyawan
GRI 2-8 49-53
DISCLOSURES Workers who are not employees
2021
Tata Kelola
Governance
Struktur dan komposisi tata Kelola 83-84,
GRI 2-9
Governance structure and composition 95-96
Nominasi dan pemilihan badan tata kelola
tertinggi
GRI 2-10 88
Nomination and selection of the highest
governance body
Ketua badan tata kelola tertinggi
GRI 2-11 83-84
Chair of the highest governance body
Peran badan tata kelola tertinggi dalam
mengawasi pengelolaan dampak
GRI 2-12 95-96
Role of the highest governance body in
overseeing impact management
Pendelegasian tanggung jawab untuk
mengelola dampak
GRI 2-13 96-98
Delegation of responsibility for managing
impacts
Peran badan tata kelola tertinggi dalan
6-11,
pelaporan keberlanjutan
GRI 2-14 80-81,
Role of the highest governance body in
95-96
sustainability reporting
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YANG TIDAK DICANTUMKAN NO.
OMISSION RUJUKAN
STANDAR
INDEKS ISI SEKTOR
STANDAR GRI PENGUNGKAPAN HAL PERSYARATAN GRI
GRI STANDARD DISCLOSURE PAGE YANG TIDAK ALASAN PENJELASAN GRI
CONTENT INDEX Reason Explanation SECTOR
DICANTUMKAN
STANDARD
Requirements
REFERENCE
NO.
Benturan kepentingan
GRI 2-15 86-87
Conflict of interest
Komunikasi hal-hal penting 200-
GRI 2-16
Communication of critical concerns 203
Pengetahuan kolektif dari badan tata kelola
tertinggi
GRI 2-17 99-103
Collective knowledge of the highest
governance body
Evaluasi kinerja badan tata kelola tertinggi
GRI 2-18 Evaluation of the performance of the highest 89
governance body
Kebijakan remunerasi
GRI 2-19 90-92
Remuneration policies
Proses untuk menentukan remunerasi
GRI 2-20 90-92
Process for determining remuneration
Rasio kompensasi total tahunan
GRI 2-21 90-92
Annual total compensation ratio
Strategi, Kebijakan dan Praktik
Strategy, Policy, and Practice
Pernyataan tentang strategi pembangunan
berkelanjutan 18-20,
GRI 2-22
Statement on sustainable development 69-79
strategy
Komitmen kebijakan
GRI 2-23 30-34
Policy commitments^
Menanamkan komitmen kebijakan
GRI 2-24 30-34
Embedding policy commitments
Proses untuk memulihkan dampak negative
GRI 2-25 Processes to remediate negative 34-35
impacts
Mekanisme pemberian umpan balik/saran
36,
dan menyampaikan kekhawatiran
GRI 2-26 200-
Mechanisms for seeking advice and
203
raising concerns
Kepatuhan terhadap hukum dan peraturan
GRI 2-27 200
Compliance with laws and regulations
Keanggotaan asosiasi
GRI 2-28 Membership associations 68
Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
Pendekatan keterlibatan pemangku
GRI 2-29 kepentingan 106-107
Approach to stakeholder engagement
Perjanjian kerja Bersama
GRI 2-30 166-167
Collective bargaining agreements
Proses menentukan topik material
GRI 3-1 6-11
Process to determine material topics
GRI 3: TOPIK
MATERIAL 2021 Daftar topik material
GRI 3-2 6-11
GRI 3: MATERIAL List of material topics
TOPICS 2021
Manajemen topik material
GRI 3-3 11-16
Management of material topics
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Sustainability Strategy and Policy Sustainability Performance Highlights
YANG TIDAK DICANTUMKAN NO.
OMISSION RUJUKAN
STANDAR
INDEKS ISI SEKTOR
STANDAR GRI PENGUNGKAPAN HAL PERSYARATAN GRI
GRI STANDARD DISCLOSURE PAGE YANG TIDAK ALASAN PENJELASAN GRI
CONTENT INDEX Reason Explanation SECTOR
DICANTUMKAN
STANDARD
Requirements
REFERENCE
NO.
TOPIK EKONOMI
ECONOMIC TOPIC
KINERJA EKONOMI
ECONOMIC PERFORMANCE
Nilai ekonomi langsung yang dihasilkan dan
didistribusikan
GRI 201-1 116-117
Direct economic value generated and
distributed
Implikasi finansial serta risiko dan peluang
lain akibat perubahan iklim
GRI 201-2 20-29
GRI 201: Kinerja Financial implications and other risks and
Ekonomi 2016 opportunities due to climate change
GRI 201: Economic Kewajiban program pensiun manfaat pasti
Performance 2016 dan program pensiun lainnya
GRI 201-3 117-118
Defined benefit plan obligations and other
retirement plans
Bantuan finansial yang diberikan dari
pemerintah
GRI 201-4 119
Financial assistance received from the
government
TOPIK LINGKUNGAN
ENVIRONMENTAL TOPIC
ENERGI
ENERGY
Konsumsi energi di dalam organisasi
GRI 302-1 136-138
Energy consumption within the organization
Konsumsi energi di luar organisasi
GRI 302-2 136-138
Energy consumption outside the organization
GRI 302: Energi Intensitas energi
GRI 302-3 136-138
2016 Energy intensity
GRI 302: Energy
Reduksi konsumsi energi
2016 GRI 302-4 138-139
Reduction of energy consumption
Pengurangan kebutuhan energi dari produk
dan jasa
GRI 302-5 138-139
Reduction in energy requirements of products
and services
EMISI
EMISSIONS
Emisi GRK Langsung (Cakupan 1)
GRI 305-1 142-144
Direct (Scope 1) GHG emissions
Energi tidak langsung (Cakupan 2) Emisi GRK
GRI 305-2 142-144
Energy indirect (scope 2) GHG emissions
Emisi GRK (Cakupan 3) tidak langsung
GRI 305-3 lainnya 142-144
Other indirect (scope 3) GHG emissions
GRI 305: Emisi
Intensitas Emisi GRK
2016 GRI 305-4 142-144
GHG Emissions Intensity
GRI 305: Emissions
2016 Pengurangan emisi GRK
GRI 305-5 145-147
Reduction of GHG emissions
Emisi zat perusak ozon (BPO)
GRI 305-6 147
Ozone-depleting substance (ODS) emissions
Nitrogen oksida (NOx), sulfur oksida (SOx),
dan emisi udara signifikan lainnya
GRI 305-7 147-148
Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
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YANG TIDAK DICANTUMKAN NO.
OMISSION RUJUKAN
STANDAR
INDEKS ISI SEKTOR
STANDAR GRI PENGUNGKAPAN HAL PERSYARATAN GRI
GRI STANDARD DISCLOSURE PAGE YANG TIDAK ALASAN PENJELASAN GRI
CONTENT INDEX Reason Explanation SECTOR
DICANTUMKAN
STANDARD
Requirements
REFERENCE
NO.
TOPIK SOSIAL
SOCIAL TOPICS
KESEHATAN DAN KESELAMATAN KERJA
OCCUPATIONAL HEALTH AND SAFETY
Sistem manajemen kesehatan dan
keselamatan kerja
GRI 403-1 172-174
Occupational health and safety management
system
Identifikasi bahaya, penilaian risiko, dan
investigasi insiden
GRI 403-2 174-178
Hazard identification, risk assessment, and
incident investigation
Layanan kesehatan kerja
GRI 403-3 183-184
GRI 403: Kesehatan Occupational health services
dan Keselamatan
Partisipasi pekerja, konsultasi, dan komunikasi
Kerja 2018
tentang kesehatan dan keselamatan kerja
GRI 403:
GRI 403-4 Worker participation, consultation, and 179-181
Occupational
communication regarding occupational health
Health and Safety
and safety
2018
Pelatihan pekerja tentang kesehatan dan
keselamatan kerja
GRI 403-5 181-185
Worker training on occupational health and
safety
Peningkatan kualitas kesehatan kerja
GRI 403-6 181-185
Promotion of worker health
Pencegahan dan mitigasi dampak-dampak
keselamatan dan kesehatan kerja yang secara
langsung terkait dengan hubungan bisnis
GRI 403-7 178-179
Prevention and mitigation of occupational
health and safety impacts directly linked by
business relationships
Pekerja yang tercakup dalam sistem
manajemen keselamatan dan kesehatan kerja
GRI 403-8 172-174
Workers covered by an occupational health
and safety management system
Kecelakaan kerja
GRI 403-9 184-188
Work-related injuries
GRI 403- Penyakit akibat kerja
184-188
10 Work-related ill health
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Sustainability Strategy and Policy Sustainability Performance Highlights
INDEKS SUSTAINABILITY ACCOUNTING STANDARD
BOARD (SASB) STANDARDS AIRLINES
SUSTAINABILITY ACCOUNTING STANDARDS BOARD
(SASB) INDEX AIRLINES STANDARDS
JAWABAN HALAMAN
TOPIC METRIC INDEX
ANSWER PAGE
SUSTAINABILITY DISCLOSURE TOPICS & METRICS
Gross global Scope 1 emissions TR-AL-110a.1 2.834.141,43 TonCO2eq 142-144
Garuda Indonesia menetapkan target penurunan
emisi Gas Rumah Kaca (GRK) yang selaras dengan
pendekatan dan ketentuan ICAO Carbon Offsetting
and Reduction Scheme for International Aviation
(CORSIA). Target pengurangan emisi yaitu terhadap
baseline 2019. Garuda Indonesia secara bertahap
berkomitmen untuk menurunkan tingkat emisi GRK
dari operasional penerbangan internasional melalui
berbagai strategi efisiensi, optimalisasi bahan
bakar, dan penggunaan teknologi yang lebih ramah
lingkungan.
Discussion of long- and short-term
strategy or plan to manage Scope 1
Informasi lebih lanjut telah disampaikan pada Aspek
emissions, emissions reduction targets, TR-AL-110a.2 145-147
Emisi.
and an analysis of performance against
those targets
Garuda Indonesia has set greenhouse gas (GHG)
emission reduction targets aligned with the approach and
provisions of the ICAO Carbon Offsetting and Reduction
Greenhouse Scheme for International Aviation (CORSIA). The emission
Gas reduction target is based on the 2019 baseline. Garuda
Emissions Indonesia is gradually committed to reducing GHG
emissions from international flight operations through
various efficiency strategies, fuel optimization, and the
use of more environmentally friendly technologies.
Further information is provided in the Emissions section.
Total fuel consumed: 39.640.666,0 gigajoule
Percentage alternative: Penggunaan SAF dilakukan
dengan blended ratio sebesar 2% dan sepanjang periode
pelaporan telah terealisasi sebesar kurang lebih 903.583
liter
Informasi lebih lanjut telah disampaikan pada Aspek
(1) Total fuel consumed, (2) percentage
Energi dan Aspek Emisi.
alternative and (3) percentage TR-AL-110a.3 136-138
sustainable
Total fuel consumed: 39,640,666.0 gigajoules
Percentage of alternative: SAF was used at a blended ratio
of 2%, and approximately 903,583 liters were utilized
during the reporting period
Further information has been provided in the Energy
and Emissions sections.
100% karyawan telah tercakup dalam Perjanjian Kerja
Percentage of active workforce employed Bersama (PKB)
TR- AL-310a.1 166-167
under collective agreements 100% of employees are covered by the Collective
Bargaining Agreement (CBA)
Labour Selama tahun 2025, tidak terdapat penghentian kerja
Practices (pemogokan kerja) yang dilakukan oleh pegawai. Dengan
demikian, tidak terdapat hari kerja yang hilang akibat
(1) Number of work stoppages and (2)
TR- AL-310a.2 aksi mogok selama periode tersebut 166-167
total days idle
During 2025, there were no work strikes initiated by
employees. Consequently, no workdays were lost due
to strikes during that period
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JAWABAN HALAMAN
TOPIC METRIC INDEX
ANSWER PAGE
Sepanjang tahun 2025, tidak terdapat kasus
Total amount of monetary losses as a ketidakpatuhan terhadap undang-undang dan peraturan.
Competitive result of legal proceedings associated During 2025, there were no work stoppages (strikes)
TR-AL-520a.1 200
Behaviour with anti-competitive behaviour initiated by employees. Consequently, no workdays were
regulations lost due to strikes during that period
DIsampaikan secara rinci pada bagian Sistem Keselamatan
Description of implementation and
dan Kesehatan Kerja 171-172, 172-
outcomes of a Safety Management TR-AL-540a.1
Detailed in the Occupational Health and Safety System 174
System
section
Accident 4 kejadian
Number of aviation accidents TR-AL-540a.2 184-188
& Safety 4 incidents
Management
Tidak terdapat tindakan penegakan hukum oleh
pemerintah terkait peraturan keselamatan penerbangan
Number of governmental enforcement
TR-AL-540a.3 selama periode pelaporan. 181-185
actions of aviation safety regulations
There were no government enforcement actions regarding
aviation safety regulations during the reporting period.
ACTIVITY METRIC
Rp38,9 miliar
Available seat kilometres (ASK) TR-AL-000.A 39
IDR38.9 billion
Passenger load factor TR-AL-000.B 79,7% 39
Rp31,0 miliar
Revenue passenger kilometres (RPK) TR-AL-000.C 39
IDR31.0 billion
Rp449,7 Miliar
Revenue tonne-kilometres (RTK) TR-AL-000.D 39
IDR449.7 billion
Number of departures TR-AL-000.E 147.648 39
Garuda Indonesia: 13,5 Tahun
Average age of fleet TR-AL-000.F Citilink: 13,2 Tahun 39
Garuda Indonesia: 13,5 Years
Citilink: 13,2 Years
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Sustainability Strategy and Policy Sustainability Performance Highlights
INDEKS SUSTAINABILITY ACCOUNTING
STANDARD BOARD (SASB) STANDARDS
AIR FREIGHT AND LOGISTICS
SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB)
INDEX STANDARDS FOR AIR FREIGHT AND LOGISTICS
JAWABAN HALAMAN
TOPIC METRIC INDEX
ANSWER PAGE
SUSTAINABILITY DISCLOSURE TOPICS & METRICS
Gross global Scope 1 emissions TR-AF-110a.1 2.834.141,4 TonCO2eq 142-144
Garuda Indonesia menetapkan target penurunan emisi Gas Rumah
Kaca (GRK) yang selaras dengan pendekatan dan ketentuan ICAO
Carbon Offsetting and Reduction Scheme for International Aviation
(CORSIA). Target pengurangan emisi yaitu terhadap baseline 2019.
Garuda Indonesia secara bertahap berkomitmen untuk menurunkan
tingkat emisi GRK dari operasional penerbangan internasional
melalui berbagai strategi efisiensi, optimalisasi bahan bakar, dan
penggunaan teknologi yang lebih ramah lingkungan.
Discussion of long- and short-
term strategy or plan to manage
Informasi lebih lanjut telah disampaikan pada Aspek Emisi.
Scope 1 emissions, emissions
TR-AF-110a.2 145-147
reduction targets, and an analysis
Garuda Indonesia has set greenhouse gas (GHG) emission
of performance against those
reduction targets aligned with the approach and provisions of the
targets
ICAO Carbon Offsetting and Reduction Scheme for International
Aviation (CORSIA). The emission reduction target is based on
the 2019 baseline. Garuda Indonesia is gradually committed to
reducing GHG emissions from international flight operations through
various efficiency strategies, fuel optimization, and the use of more
environmentally friendly technologies.
Greenhouse Further information is provided in the Emissions section.
Gas Emissions
(1) road transport, percentage:
(a) natural gas: -
(b) renewable: -
(2) air transport, percentage
(a) alternative: Penggunaan SAF dilakukan dengan blended ratio
sebesar 2% dan sepanjang periode pelaporan telah terealisasi
sebesar kurang lebih 903.583 liter
(b) sustainable: Penggunaan SAF dilakukan dengan blended ratio
Fuel consumed by (1) road
sebesar 2% dan sepanjang periode pelaporan telah terealisasi
transport, percentage (a) natural
sebesar kurang lebih 903.583 liter
gas and (b) renewable, and (2) TR-AF-110a.3 136-138
air transport, percentage (a)
(1) road transport, percentage:
alternative and (b) sustainable
(a) natural gas: -
(b) renewable: -
(2) air transport, percentage
(a) alternative: SAF is used at a blended ratio of 2% and, throughout
the reporting period, approximately 903,583 liters have been utilized
(b) sustainable: SAF is used at a blending ratio of 2%, and
approximately 903,583 liters have been utilized during the reporting
period
Air emissions of the following Sampai dengan akhir 2025, Perseroan belum melakukan pengukuran
pollutants: (1) NOx (excluding beban emisi non GRK.
Air Quality TR-AF-120a.1 147-148
N2O), (2) SOx, and (3) particulate As of the end of 2025, the Company has not yet measured its non-
matter (PM10) GHG emissions.
Perseroan melibatkan 2 (dua) pemasok sebagai driver Perseroan.
Percentage of drivers classified as Adapun besaran presentasenya 0,17% dari pemasok jasa.
TR-AF-310a.1 -
independent contractors The Company has engaged two suppliers as its drivers. These account
for 0.17% of its service providers.
Labour Practices
Total amount of monetary losses Sepanjang tahun 2025, tidak terdapat kasus ketidakpatuhan
as a result of legal proceedings terhadap undang-undang dan peraturan.
TR-AF-310a.2 200
associated with labour law Throughout 2025, there were no cases of non-compliance with
violations laws and regulations.
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JAWABAN HALAMAN
TOPIC METRIC INDEX
ANSWER PAGE
(1) Total recordable incident rate
Workforce (TRIR) and (2) fatality rate for (a) Disampaikan pada bagian Kinerja K3
TR-AF-320a.1 147-148
Health & Safety direct employees and (b) contract Reported in the OHS Performance section
employees
Total greenhouse gas (GHG)
TR-AF-430a.2 2.834.141,4 TonCO2eq 142-144
footprint across transport modes
Supply Chain Discussion of policies and
Management strategies to identify, assess and DIsampaikan secara rinci pada bagian Sistem Keselamatan dan
manage business disruption risks TR-AF-430a.3 Kesehatan Kerja 174-178
associated with contract carrier Detailed in the Occupational Safety and Health section
safety
Description of implementation and DIsampaikan secara rinci pada bagian Sistem Keselamatan dan
outcomes of a Safety Management TR-AF-540a.1 Kesehatan Kerja 171-172
System Detailed in the Occupational Safety and Health System section
Accident
4 kejadian
& Safety Number of aviation accidents TR-AF-540a.2 184-188
4 incidents
Management
DIsampaikan secara rinci pada bagian Sistem Keselamatan dan
Number of road accidents and
TR-AF-540a.3 Kesehatan Kerja 184-188
incidents
Detailed in the Occupational Safety and Health section
ACTIVITY METRIC
(Revenue tonne-kilometres (RTK)
Revenue passenger kilometres (RPK): 31
for: (1) road transport and (2) air TR-AF-000.A 39
Revenue Tonne Kilometers Cargo (RTK): 449,7
transport
Load factor for: (1) road transport Seat load factor: 79,7%
TR-AF-000.B 39
and (2) air transport Cargo Load Factor: 39,6%
Number of employees: 5.154 orang
number of truck drivers:
Number of employees, number of
TR-AF-000.C Branch office: 134 driver 49
truck drivers
Home office: 185 driver
Garuda Crew: 518 driver
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Sustainability Strategy and Policy Sustainability Performance Highlights
TAUTAN STANDAR GRI DENGAN TPB
LINK BETWEEN GRI STANDARDS AND SDGS
PT Garuda Indonesia (Persero) Tbk berkomitmen untuk PT Garuda Indonesia (Persero) Tbk is committed to supporting
berkontribusi dalam pencapaian TPB/SDGs di Indonesia. the achievement of the Sustainable Development Goals (SDGs)
Dukungan disampaikan melalui tautan antara program/ in Indonesia. This commitment is demonstrated through the
kegiatan yang dilakukan PT Garuda Indonesia (Persero) Tbk alignment of the company’s programs and activities with the
dengan GRI Standard dan SDGs, sesuai panduan SDG Compass GRI Standards and relevant SDGs. The linkage follows the
yang diterbitkan oleh GRI, United Nations Global Compact, dan SDG Compass guidelines published by the Global Reporting
World Business Council for Sustainable Development (WBCSD), Initiative (GRI), the United Nations Global Compact, and the
sebagaimana tabel di bawah ini: World Business Council for Sustainable Development (WBCSD),
as shown in the table below:
Tujuan Relevansi GRI Standard Judul Indikator
Logo Disclosure
Objectives Relevant GRI Standards Indicator Title
Mengakhiri kemiskinan dalam
segala bentuk di mana pun.
Eradicating poverty in all its forms
everywhere
Mengakhiri kelaparan, mencapai
ketahanan pangan, memperbaiki
nutrisi dan mempromosikan
pertanian yang berkelanjutan.
Eliminating hunger, achieving food
security, improving nutrition, and
promoting sustainable agriculture
Emisi GRK (Cakupan 1) langsung
305-1
Direct (Scope 1) GHG emissions
Emisi Energi GRK (Cakupan 2) Tidak Langsung
305-2
Energy indirect (scope 2) GHG emissions
Emisi GRK (Scope 3) tidak langsung lainnya
305-3
GRI 305: Emisi 2016 Other indirect (scope 3) GHG emissions
GRI 305: Emissions 2016
Menjamin kehidupan yang sehat Emisi zat perusak ozon (ODS)
305-6
dan mendorong kesejahteraan bagi Ozone-depleting substance (ODS) emissions
semua orang di segala usia. Nitrogen oksida (NOx), sulfur oksida (SOX), dan emisi
Ensuring a healthy life and udara yang signifikan lainnya
promoting the welfare of people of 305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other
all ages significant air emissions
Peningkatan kualitas kesehatan kerja
403-6
Promotion of worker health
GRI 403: Kesehatan dan
Keselamatan Kerja 2018 Kecelakaan kerja
403-9
GRI 403: Occupational Work-related injuries
Health and Safety 2018
Penyakit akibat kerja
403-10
Work-related ill health
Menjamin kualitas pendidikan
yang inklusif dan merata serta
meningkatkan kesempatan belajar
sepanjang hayat untuk semua pada
tahun 2030.
Ensuring the quality of inclusive
and equitable education and
promoting lifelong learning
opportunities for all by 2030
Struktur dan komposisi tata kelola
2-9
Governance structure and composition
Mencapai kesetaraan gender
GRI 2: Pengungkapan Umum
dan memberdayakan semua
2021
perempuan dan anak perempuan. Nominasi dan pemilihan badan tata kelola tertinggi
GRI 2: General Disclosures
Achieving gender equality and 2-10 Nomination and selection of the highest governance
2021
empowering all women and girls body
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Tujuan Relevansi GRI Standard Judul Indikator
Logo Disclosure
Objectives Relevant GRI Standards Indicator Title
Memastikan masyarakat mencapai
akses universal air bersih dan
sanitasi.
Ensuring universal access to clean
water and sanitation for all
Konsumsi energi di dalam organisasi
302-1
Energy consumption within the organization
Konsumsi energi di luar organisasi
Menjamin akses energi yang 302-2
Energy consumption within the organization
terjangkau, andal, berkelanjutan,
dan modern untuk semua lapisan Intensitas energi
GRI 302: Energi 2016 302-3
masyarakat. Energy intensity
GRI 302: Energy 2016
Ensuring access to affordable,
Reduksi konsumsi energi
reliable, sustainable, and modern 302-4
Reduction of energy consumption
energy for all
Pengurangan kebutuhan energi dari produk dan jasa
302-5 Reduction in energy requirements of products and
services
Karyawan
2-7
Employees
GRI 2: Pengungkapan Umum
2021 Pekerja yang bukan karyawan
2-8
GRI 2: General Disclosures Workers who are not employees
2021
Perjanjian kerja bersama
2-30
Collective bargaining agreements
Berusaha meningkatkan
GRI 201: Kinerja Ekonomi
pertumbuhan ekonomi yang Nilai ekonomi langsung yang dihasilkan dan
2016
inklusif dan berkelanjutan, 201-1 didistribusikan
GRI 201: Economic
kesempatan kerja yang produktif Direct economic value generated and distributed
Performance 2016
dan menyeluruh serta pekerjaan
yang layak untuk semua. Konsumsi energi di dalam organisasi
302-1
Promoting inclusive and sustainable Energy consumption within the organization
economic growth, productive and
Konsumsi energi di luar organisasi
comprehensive employment 302-2
Energy consumption within the organization
opportunities, and decent work
for all Intensitas energi
GRI 302: Energi 2016 302-3
Energy intensity
GRI 302: Energy 2016
Reduksi konsumsi energi
302-4
Reduction of energy consumption
Pengurangan kebutuhan energi dari produk dan jasa
302-5 Reduction in energy requirements of products and
services
Membangun infrastruktur yang
tangguh, meningkatkan industri
GRI 201: Kinerja Ekonomi
inklusif dan berkelanjutan, serta Nilai ekonomi langsung yang dihasilkan dan
2016
mendorong inovasi. 201-1 didistribusikan
GRI 201: Economic
Building resilient infrastructure, Direct economic value generated and distributed
Performance 2016
promoting inclusive and sustainable
industry, and fostering innovation
Mengurangi Kesenjangan Intra dan GRI 2: Pengungkapan Umum
Antar Negara 2021 Karyawan
2-7
Reducing intra-country and inter- GRI 2: General Disclosures Employees
country disparities 2021
Menjadikan kota dan pemukiman
inklusif, aman, tangguh dan
berkelanjutan
Making cities and settlements
inclusive, safe, resilient, and
sustainable
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Sustainability Strategy and Policy Sustainability Performance Highlights
Tujuan Relevansi GRI Standard Judul Indikator
Logo Disclosure
Objectives Relevant GRI Standards Indicator Title
Konsumsi energi di dalam organisasi
302-1
Energy consumption within the organization
Konsumsi energi di luar organisasi
302-2
Energy consumption within the organization
Menjamin pola produksi dan
Intensitas energi
konsumsi yang bertanggungjawab GRI 302: Energi 2016 302-3
Energy intensity
Ensuring responsible production GRI 302: Energy 2016
and consumption patterns Reduksi konsumsi energi
302-4
Reduction of energy consumption
Pengurangan kebutuhan energi dari produk dan jasa
302-5 Reduction in energy requirements of products and
services
GRI 201: Kinerja Ekonomi Implikasi finansial serta risiko dan peluang lain akibat
2016 perubahan iklim
201-2
GRI 201: Economic Financial implications and other risks and
Performance 2016 opportunities due to climate change
Mengambil aksi segera untuk Konsumsi energi di dalam organisasi
memerangi perubahan iklim dan 302-1
Energy consumption within the organization
dampaknya karena perubahan
iklim adalah tantangan global yang Konsumsi energi di luar organisasi
302-2
memengaruhi setiap orang. Energy consumption within the organization
Taking urgent actions to address Intensitas energi
climate change and its impacts GRI 302: Energi 2016 302-3
Energy intensity
as climate change is a global GRI 302: Energy 2016
challenge that affects everyone Reduksi konsumsi energi
302-4
Reduction of energy consumption
Pengurangan kebutuhan energi dari produk dan jasa
302-5 Reduction in energy requirements of products and
services
Emisi GRK Langsung (Cakupan 1)
305-1
Direct (Scope 1) GHG emissions
Energi tidak langsung (Cakupan 2) Emisi GRK
305-2
Energy Indirect GHG Emissions (Scope 2)
Melestarikan dan memanfaatkan Emisi GRK (Cakupan 3) tidak langsung lainnya
secara berkelanjutan sumber daya 305-3
Other indirect (scope 3) GHG emissions
kelautan dan samudera untuk
GRI 305: Emisi 2016 Intensitas Emisi GRK
pembangunan berkelanjutan 305-4
GRI 305: Emissions 2016 GHG Emissions Intensity
Sustainably preserving and utilizing
marine and oceanic resources for Pengurangan emisi GRK
sustainable development 305-5
Reduction of GHG emissions
Nitrogen oksida (NOx), sulfur oksida (SOx), dan emisi
udara signifikan lainnya
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other
significant air emissions
Emisi GRK Langsung (Cakupan 1)
305-1
Melindungi, Merestorasi dan Direct (Scope 1) GHG emissions
Meningkatkan Pemanfaatan
Berkelanjutan Ekosistem Daratan, Energi tidak langsung (Cakupan 2) Emisi GRK
305-2
Mengelola Hutan Secara Lestari, Energy indirect ( scope 2) GHG emissions
Menghentikan Penggurunan, Emisi GRK (Cakupan 3) tidak langsung lainnya
Memulihkan Degradasi lahan, 305-3
Other Indirect GHG Emissions (Scope 3)
serta Menghentikan Kehilangan
GRI 305: Emisi 2016 Intensitas Emisi GRK
Keanekaragaman Hayati 305-4
GRI 305: Emissions 2016 GHG Emissions Intensity
Protecting, restoring, and promoting
the sustainable utilization of Pengurangan emisi GRK
terrestrial ecosystems, managing 305-5
Reduction of GHG emissions
forests sustainably, halting
desertification, reversing land Nitrogen oksida (NOx), sulfur oksida (SOx), dan emisi
degradation, and stopping udara signifikan lainnya
305-7
biodiversity loss Nitrogen oxides (NOx), sulfur oxides (SOx), and other
significant air emissions
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Company Profile Explanation from the Board of Directors Governance Sustainability Performance
Tujuan Relevansi GRI Standard Judul Indikator
Logo Disclosure
Objectives Relevant GRI Standards Indicator Title
Struktur dan komposisi tata kelola
2-9
Governance structure and composition
Nominasi dan pemilihan badan tata kelola tertinggi
2-10 Nomination and selection of the highest governance
body
Ketua badan tata kelola tertinggi
2-11
Chair of the highest governance body
Peran badan tata kelola tertinggi dalam mengawasi
pengelolaan dampak
2-12
Role of the highest governance body in overseeing
impact management
Menguatkan Masyarakat yang GRI 2: Pengungkapan Umum Benturan kepentingan
2021 2-15
Inklusif dan Damai untuk Conflict of interest
Pembangunan Berkelanjutan, GRI 2: General Disclosures
2021 Komunikasi hal-hal penting
Menyediakan Akses Keadilan 2-16
Communication of critical concerns
untuk Semua, dan Membangun
Kelembagaan yang Efektif, Komitmen kebijakan
2-23
Akuntabel, dan Inklusif di Semua Policy commitments
Tingkatan
Proses untuk memulihkan dampak negative
Enhancing inclusive and
2-25 Processes to remediate negative
peaceful society for sustainable
impacts
development, providing access
to justice for all, and building Mekanisme pemberian umpan balik/saran dan
effective, accountable, and inclusive 2-26 menyampaikan kekhawatiran
institutions at all levels Mechanisms for seeking advice and raising concerns
Pendekatan keterlibatan pemangku kepentingan
2-29
Approach to stakeholder engagement
Partisipasi pekerja, konsultasi, dan komunikasi
tentang kesehatan dan keselamatan kerja
403-4 Worker participation, consultation, and
GRI 403: Kesehatan dan communication regarding occupational health and
Keselamatan Kerja 2018 safety
GRI 403: Occupational
Kecelakaan kerja
Health and Safety 2018 403-9
Work-related injuries
Penyakit akibat kerja
403-10
Work-related ill health
Menguatkan Sarana Pelaksanaan
dan Merevitalisasi Kemitraan
Global untuk Pembangunan
Berkelanjutan
Improving implementation facilities
and revitalizing global partnerships
for sustainable development
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2025 Sustainability Report
LaporanKeberlanjutan
Rooted In Values,
Sustainability In Action
Berakar pada Nilai, Berkelanjutan dalam Aksi
PT Garuda Indonesia (Persero) Tbk
Management Building, Garuda City
Soekarno-Hatta International Airport
Tangerang 15111, Indonesia
www.garuda-indonesia.com
Names mentioned 78 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Kementerian Hak Asasi Manusia Republik Indonesia
p.3
unresolved
org
Kementerian Perlindungan Pekerja Migran Indonesia
p.3
unresolved
org
Ministry of Human Rights
p.3
unresolved
org
PT Pemeringkat Efek Indonesia
p.3 ×2
unresolved
person
NOMINASI DAN SELEKSI
· KOMISARIS
p.4
unresolved
org
Financial Services Authority
p.6 ×4
unresolved
org
PT Aviasi
p.7
unresolved
org
PT Aviasi Pariwisata Indonesia Pariwisata Indonesia
p.7
unresolved
org
Directorate General of Civil Aviation
p.7
unresolved
org
Bank Indonesia
p.21 ×4
unresolved
org
Bank Indonesia Regulation
p.21 ×2
unresolved
org
Bank Corporations
p.21
unresolved
org
Siber
p.23 ×2
unresolved
org
Siber dan Sandi Negara
p.27
unresolved
org
Menteri Lingkungan Hidup dan Kehutanan
p.31
unresolved
org
Minister of Environment and Forestry Regulation
p.31
unresolved
org
Menteri Lingkungan Hidup RI
p.31
unresolved
org
Minister of Environment
p.31 ×2
unresolved
org
Menteri Negara Lingkungan Hidup
p.31
unresolved
org
Menteri Perhubungan Republik Indonesia
p.31 ×3
unresolved
org
Minister of Transportation
p.31 ×3
unresolved
org
Sertifikasi
p.31 ×2
unresolved
org
Kementerian Perhubungan
p.31
unresolved
org
Ministry of Transportation Sistem Manajemen Keselamatan PP
p.31
unresolved
org
Ministry of Manpower Management System Sustainability
p.31
unresolved
org
Kementerian BUMN
p.36
unresolved
org
Kementerian Investasi.
p.36
unresolved
org
Ministry of State-Owned Enterprises
p.36
unresolved
org
Indonesia Stock Exchange
p.36 ×2
unresolved
org
Ministry of Investment. Garuda Indonesia
p.36
unresolved
org
Milik Negara
p.44 ×2
unresolved
person
Raden Kadiman
· Notaris
p.46 ×2
unresolved
org
Menteri Kehakiman Republik Indonesia Serikat
p.46
unresolved
org
Minister of Justice
p.46
unresolved
org
PT Aero Systems Indonesia Subsidiaries
p.47
unresolved
org
PT Sabre Travel Network Indonesia
p.47
unresolved
org
PT Citilink Indonesia
p.47
unresolved
org
PT Garuda Maintenance Facility Aero
p.47
unresolved
org
Garuda Indonesia Holiday France S.A.S. Asia Tbk
p.47
unresolved
person
H. Hutapea
p.47 ×2
unresolved
org
Danantara | (8.00%) | (8.00%)
Asset Management
p.48
unresolved
person
Aulia Taufani
p.58
unresolved
person
Taufani
p.58
unresolved
org
Kementerian Hukum Republik Indonesia
p.58
unresolved
org
Ministry of Law
p.58
unresolved
org
PT Sabre Travel Network Indonesia Specializes
p.59
unresolved
org
PT Garuda Maintenance Facility
p.59
unresolved
org
Aero Asia Tbk
p.59
unresolved
org
PT Aero Systems Indonesia Operates
p.59
unresolved
org
PT Citilink Indonesia Specializes
p.59
unresolved
org
PT SustainLife Today
p.73
unresolved
org
PT Eftu Sarana Media
p.73
unresolved
org
Menteri BUMN Nomor PER-
p.74
unresolved
org
Minister of State-Owned Enterprises Regulation
p.74
unresolved
org
PT Garuda
p.81
unresolved
org
Indonesia (Persero) Tbk
p.81
unresolved
person
Committee
· Komisaris
p.84
unresolved
org
PT Danantara Asset Management. With
p.87
unresolved
org
Menteri BUMN No. PER-
p.88
unresolved
org
Minister of SOEs Organ dan Sumber Daya Manusia BUMN
p.88
unresolved
person
Organs
· Komisaris
p.88
unresolved
org
Menteri BUMN RI
p.88
unresolved
org
Minister of State-tentang Organ dan Sumber Daya Manusia BUMN.
p.88
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