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LAPORAN TAHUNAN DAN KEBERLANJUTAN
ANNUAL AND SUSTAINABILITY REPORT
2025
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TENTANG LAPORAN TAHUNAN
About Annual Report
Laporan Tahunan tahun buku 2025 PT Krakatau Steel (Persero) The 2025 Annual Report of PT Krakatau Steel (Persero) Tbk
Tbk disusun berdasarkan Peraturan Otoritas Jasa Keuangan was prepared in accordance with Financial Services Authority
(POJK) No. 29/POJK.04/2016 tentang Laporan Tahunan Emiten Regulation (POJK) No. 29/POJK.04/2016 concerning Annual
atau Perusahaan Publik, Surat Edaran Otoritas Jasa Keuangan Reports of Issuers or Public Companies, Financial Services
(SEOJK) No. 16/SEOJK.04/2021 tentang Bentuk dan Isi Laporan Authority Circular Letter (SEOJK) No. 16/SEOJK.04/2021
Tahunan Emiten atau Perusahaan Publik dan POJK Nomor 51/ concerning Form and Content of Annual Reports of Issuers
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi or Public Companies, POJK No. 51/POJK.03/2017 concerning
Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik serta Implementation of Sustainable Finance for Financial Services
indeks GRI tahun 2021. Institutions, Issuers, and Public Companies, and the 2021 GRI
index.
Dalam laporan ini digunakan kata “Perseroan” dan “Krakatau This report the terms “Company” and “Krakatau Steel” which
Steel” yang merujuk pada PT Krakatau Steel (Persero) Tbk. refer to PT Krakatau Steel (Persero) Tbk. The theme of this
Laporan Tahunan ini memiliki tema “Driving Performance annual report is “Driving Performance through Transformation“.
through Transformation”. Tema tersebut telah disesuaikan The theme has been adjusted to the Company’s business
dengan perkembangan bisnis Perseroan pada tahun 2025. development in 2025.
DRIVING PERFORMANCE
THROUGH TRANSFORMATION
SANGGAHAN DAN BATASAN TANGGUNG JAWAB
Disclaimer
Dalam Laporan Tahunan tahun buku 2025 memuat informasi The 2025 Annual Report contains information on the Company’s
mengenai kinerja operasional dan keuangan Perseroan periode operational and financial performance from January to December
Januari hingga Desember 2025. Laporan Tahunan ini juga 2025, as well as details on governance, approach, strategic
memuat informasi mengenai tata kelola, strategi dan kebijakan policies, and future projections. This information may serve as a
strategis serta proyeksi Perseroan di tahun mendatang. Informasi reference for shareholders and stakeholders in decision-making
tersebut dapat digunakan sebagai dasar pertimbangan bagi para processes related to the Company’s operations.
pemegang saham ataupun pemangku kepentingan lainnya dalam
proses pengambilan keputusan terkait operasional Perseroan.
Seluruh pernyataan-pernyataan prospektif dalam Laporan All forward-looking statements in this Annual Report are based
Tahunan ini dibuat berdasarkan berbagai asumsi mengenai on assumptions regarding the Company’s current and future
kondisi terkini dan mendatang Perseroan. Informasi yang conditions. While the accuracy of the information has been
telah dipastikan keabsahannya diharapkan dapat memberikan verified to the best of the Company’s ability, it is intended to
gambaran mengenai kinerja operasional dan keuangan kepada provide an overview of operational and financial performance for
para pemegang saham ataupun pemangku kepentingan lainnya. shareholders and other stakeholders.
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TEMA 2025
2025 Theme
Tahun 2025 merupakan momentum kebangkitan PT Krakatau The year 2025 marked a pivotal moment in the resurgence
Steel (Persero) Tbk melalui transformasi menyeluruh. Setelah of PT Krakatau Steel (Persero) Tbk through a comprehensive
menghadapi tekanan finansial dan tantangan terhadap transformation. After facing financial pressures and challenges
kepercayaan pasar pada periode sebelumnya, Perseroan to market confidence in the previous period, the Company
meneguhkan komitmen untuk berubah melalui penguatan reaffirmed its commitment to change by strengthening
restrukturisasi, perbaikan tata kelola, serta pembenahan its restructuring efforts, enhancing governance practices,
budaya kerja yang lebih profesional dan berorientasi kinerja. and fostering a more professional, performance-oriented
Dukungan bermakna dari Danantara melalui shareholder loan work culture. Meaningful support from Danantara through
menjadi katalis penting yang menegaskan keyakinan pemegang a shareholder loan served as a key catalyst, reinforcing
saham terhadap kesiapan Perseroan untuk bangkit dan kembali shareholders’ confidence in the Company’s readiness to recover
memperkuat posisinya di industri baja nasional. and reestablish its position in the national steel industry.
Sepanjang 2025, transformasi dijalankan sebagai upaya kolektif Throughout 2025, the transformation was carried out as a
seluruh insan perusahaan, khususnya pada semester kedua yang collective effort by all employees, particularly during the second
penuh proses dan konsolidasi. Dengan terealisasinya pendanaan half of the year, which was marked by intensive processes and
di akhir tahun, Perseroan mulai mengamankan bahan baku dan consolidation. With the realization of funding at year-end, the
memulihkan aktivitas produksi secara bertahap. Langkah ini Company began securing raw materials and gradually restoring
menjadi fondasi untuk mengakselerasi produksi yang lebih production activities. These initiatives laid the foundation for
optimal, efisien, dan berdaya saing pada 2026, sehingga accelerating more optimal, efficient, and competitive production
mendorong kinerja yang lebih sehat dan berkelanjutan. in 2026, ultimately driving healthier and more sustainable
performance.
PT Krakatau Steel Tbk
Laporan Tahunan dan Keberlanjutan
Annual and Sustainability Report
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KESINAMBUNGAN TEMA
Theme Continuity
DRIVING PERFORMANCE THROUGH
20 TRANSFORMATION
Driving Performance Through Transformation
25 Tahun 2025 merupakan momentum kebangkitan PT Krakatau Steel (Persero)
Tbk (“Perseroan”) melalui transformasi menyeluruh. Setelah menghadapi
tekanan finansial dan tantangan terhadap kepercayaan pasar pada periode
sebelumnya, Perseroan meneguhkan komitmen untuk berubah melalui penguatan
restrukturisasi, perbaikan tata kelola, serta pembenahan budaya kerja yang lebih
profesional dan berorientasi kinerja. Dukungan bermakna dari Danantara melalui
shareholder loan menjadi katalis penting yang menegaskan keyakinan pemegang
saham terhadap kesiapan Perseroan untuk bangkit dan kembali memperkuat
posisinya di industri baja nasional.
Sepanjang 2025, transformasi dijalankan sebagai upaya kolektif seluruh insan
perusahaan, khususnya pada semester kedua yang penuh proses dan konsolidasi.
Dengan terealisasinya pendanaan di akhir tahun, Perseroan mulai mengamankan
bahan baku dan memulihkan aktivitas produksi secara bertahap. Langkah ini
menjadi fondasi untuk mengakselerasi produksi yang lebih optimal, efisien,
dan berdaya saing pada 2026, sehingga mendorong kinerja yang lebih sehat dan
berkelanjutan.
The year 2025 marked a pivotal moment in the resurgence of PT Krakatau Steel (Persero) Tbk (the “Company”) through a comprehensive
transformation. After facing financial pressures and challenges to market confidence in the previous period, the Company reaffirmed its
commitment to change by strengthening its restructuring efforts, enhancing governance practices, and fostering a more professional,
performance-oriented work culture. Meaningful support from Danantara through a shareholder loan served as a key catalyst, reinforcing
shareholders’ confidence in the Company’s readiness to recover and reestablish its position in the national steel industry.
Throughout 2025, the transformation was carried out as a collective effort by all employees, particularly during the second half of the year,
which was marked by intensive processes and consolidation. With the realization of funding at year-end, the Company began securing raw
materials and gradually restoring production activities. These initiatives laid the foundation for accelerating more optimal, efficient, and
competitive production in 2026, ultimately driving healthier and more sustainable performance.
COLLABORATION AND TRANSFORMATION TO
20 STRENGTHEN SUSTAINABILITY
24 Kolaborasi dan Transformasi Perkuat Keberlanjutan
Di tahun 2024, Krakatau Steel mampu bertahan di tengah kondisi perekonomian
yang penuh dengan tantangan. Perseroan berhasil menjalankan operasional
dengan baik, dan melakukan perbaikan pada pabrik Hot Strip Mill (“HSM”).
Perbaikan ini dilakukan untuk kembali memproduksi dan memasok baja di dalam
ataupun luar negeri. Selain itu, Perseroan telah melaksanakan town hall dengan
tema Committed to Transform dengan tujuan untuk menciptakan nilai Trustworthy
kepada pemangku kepentingan.
Dalam mewujudkan transformasi yang dilakukan, Krakatau Steel senantiasa
menjaga komunikasi dan koordinasi baik dengan berbagai pihak di antaranya
Kementerian Perindustrian, Kementerian Perdagangan, dan Kementerian
Keuangan. Upaya ini dilakukan sebagai langkah strategis bagi Perseroan untuk
tumbuh dan berkontribusi positif bagi pertumbuhan ekonomi Indonesia di tahun
mendatang.
In 2024, Krakatau Steel successfully navigated a challenging economic environment while maintaining solid operational performance. The
Company completed crucial upgrades to its Hot Strip Mill (HSM), restoring its capacity to produce and supply steel both domestically and
internationally. Moreover, Krakatau Steel held a Townhall meeting under the theme “Committed to Transform,” demonstrating its dedication
to building trust and creating value for all stakeholders.
To support its transformation efforts, the Company maintained strong communication and coordination with key government institutions
including the Ministry of Industry, Ministry of Trade, and Ministry of Finance. These strategic collaborations represent Krakatau Steel’s
commitment to sustainable growth and its ongoing contribution to Indonesia’s economic development in the coming years.
PT Krakatau Steel Tbk
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Annual and Sustainability Report
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MENGATASI TANTANGAN DAN SIAP BANGKIT KEMBALI
20 Navigating Challenges, Ready to Recover
23
PT Krakatau Steel (Persero) Tbk (KRAS) menghadapi sejumlah tantangan
dalam upayanya menjaga volume produksi baja pada tahun 2023 tetap berada
pada tingkat optimal. Kerusakan pada salah satu bagian di Hot Strip Mill 1
dan volatilitas nilai Rupiah terhadap US Dollar, telah memberi tekanan pada
kinerja Perseroan. Akan tetapi melalui penerapan strategi bisnis yang tepat
dan konsisten, Perseroan akhirnya mampu mengatasi berbagai tantangan
yang datang silih berganti dan kini telah kembali berada di jalur pemulihan
yang benar dan siap untuk mewujudkan keberlanjutan bisnis di masa depan.
In 2023, PT Krakatau Steel (Persero) Tbk (KRAS) encountered several hurdles
in their efforts to maintain optimal steel production volumes. Damage to
a section of Hot Strip Mill 1 and currency fluctuations between the Rupiah
and US dollar have put pressure on the Company’s performance. Yet, by
implementing appropriate and consistent business strategies, the Company
has successfully tackled various challenges that have come one after another
and is now back on the right path to the trajectory of recovery and is ready to
realize business sustainability in the future.
MENGOPTIMALKAN KOLABORASI, MEMACU
20 PERTUMBUHAN
22 Optimizing Collaboration, Accelerating Growth
Berangkat dari landasan usaha yang sehat yang telah dibangun sejak tahun
2019, Krakatau Steel terus menggalang sinergi dan kolaborasi dalam rangka
mengoptimalkan kapasitas dan kapabilitas yang dimiliki. Hasilnya terlihat dari
peningkatan kinerja yang mengesankan di tahun 2022, dengan optimisme
untuk pertumbuhan lebih tinggi ke depan.
Krakatau Steel continues to encourage synergy and collaboration in order to
optimize its capacity and capabilities, building on a solid business foundation
established since 2019. The results are visible in a remarkable improvement
in performance in 2022, with expectations for even higher growth in the
future.
PENINGKATAN PERFORMA
20 Improving Performance
21 Krakatau Steel kembali memperoleh pencapaian kinerja positif selama tahun
2021. Capaian positif Krakatau Steel selama tahun 2021 merupakan hasil dari
Program Transformasi “Krakatau Steel Bangkit” yang diinisiasi pada tahun
2019.
Krakatau Steel obtained another positive performance achievements during
2021. Krakatau Steel’s positive achievements during 2021 were the result of
the “Krakatau Steel Bangkit” Transformation Program which was initiated in
2019.
PT Krakatau Steel Tbk
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DAFTAR ISI 03 05
PROFIL PERUSAHAAN ANALISIS DAN
Company Profile PEMBAHASAN
MANAJEMEN
Contents
60 Identitas Perusahaan
Corporate Identity Management Discussion
and Analysis
62 Skala Usaha Tahun Buku 2025
Business Scale in Fiscal Year 2025 144 Tinjauan Kondisi Eksternal
63 Riwayat Singkat External Conditions Review
Brief History 144 Dinamika Makroekonomi Global dan
66 Jejak Langkah Nasional
Milestones Global and National Macroeconomic
1 Tema 2025 Dynamics
2025 Theme 72 Visi dan Misi
Vision and Mission 145 Perkembangan Industri Baja Global
2 Kesinambungan Tema dan Nasional
Theme Continuity 73 Nilai Budaya Perusahaan Global and National Steel Industry
4 Daftar Isi Corporate Values Developments
Contents 74 Bidang Usaha 148 Tantangan dan Peluang Industri Baja
6 Strategi Korporasi 2025 Line of Business Challenges and Opportunities in the
2025 Corporate Strategies 75 Produk dan Jasa yang Dihasilkan Steel Industry
8 Kinerja Tahun 2025 Products and Services Offered 149 Respons Strategis Perseroan
2025 Performance 78 Jasa Non Core & Side Product Strategic Response of The Company
Non-Core Services & Side Products 151 Inisiatif Strategis Tahun 2025
79 Aktivitas dan Rantai Nilai Strategic Initiatives in 2025
01 KILAS KINERJA Activities and Value Chain 153 Tinjauan Operasi per Segmen Usaha
Performance Highlights Operational Review by Business
82 Wilayah Operasional
12 Ikhtisar Keuangan Operational Area Segment
Financial Highlights 84 Struktur Organisasi 157 Tinjauan Kinerja Keuangan
14 Ikhtisar Operasional Organization Structure Financial Performance Review
Operational Highlights 86 Keanggotaan dalam Asosiasi 158 Aset
15 Ikhtisar Saham Membership in Associations Assets
Share Highlights 87 Profil Dewan Komisaris 158 Liabilitas
18 Peristiwa Penting 2025 Profile of the Board of Liabilities
2025 Event Highlights Commissioners 159 Ekuitas
22 Penghargaan dan Sertifikasi 96 Perubahan Komposisi Dewan Equity
Awards and Certifications Komisaris pada Tahun 2025 160 Pendapatan Usaha
Changes in the Composition of The Revenue
Board of Commissioners in 2025
160 Beban Pokok Pendapatan
02 LAPORAN MANAJEMEN 97 Profil Direksi Cost of Revenue
Management Report Profile of the Board of Directors
160 Laba Bruto
105 Perubahan Komposisi Dewan Gross Profit
28 Laporan Dewan Komisaris
Komisaris pada Tahun 2025
Board of Commissioners Report 160 Beban Usaha
Changes in the Composition of
40 Laporan Direksi the Board of Commissioners in 2025 Operating Expenses
Board of Directors Report 161 Laba/(Rugi) Tahun Berjalan
107 Demografi Karyawan
56 Surat Pernyataan Anggota Dewan Employee Demographics Profit/(Loss) for the Period
Komisaris tentang Tanggung Jawab 161 Pendapatan (Rugi) Komprehensif
109 Informasi Pemegang Saham
atas Laporan Tahunan 2025 Lain dan Total Laba (Rugi)
Shareholder Information
PT Krakatau Steel (Persero) Tbk Komprehensif Tahun Berjalan
Board of Commissioners Statement 114 Struktur Grup Perusahaan Other Comprehensive Income (Loss)
for The 2025 Annual Report of Company Group Structure and Total Comprehensive Income
PT Krakatau Steel (Persero) Tbk (Loss) for the Year
116 Entitas Anak, Perusahaan Asosiasi,
57 Surat Pernyataan Anggota Direksi Dan Ventura Bersama 162 Arus Kas dari Aktivitas Operasi
tentang Tanggung Jawab atas Subsidiaries, Associates, And Joint Cash Flows from Operating Activities
Laporan Tahunan 2025 PT Krakatau Venture
Steel (Persero) Tbk 163 Arus Kas dari Aktivitas Investasi
123 Informasi Situs Web Perusahaan Cash Flows from Investing Activities
Board of Directors Statement for
Information on Company Website
The 2025 Annual Report of 163 Arus Kas dari Aktivitas Pendanaan
PT Krakatau Steel (Persero) Tbk Cash Flows from Financing Activities
04 TINJAUAN UNIT 164 Profitabilitas
PENDUKUNG BISNIS Profitability
Overview on Business 165 Kemampuan Membayar Utang
Support Unit Ability to Pay Debt
128 Teknologi Informasi (TI)
Information Technology (IT)
PT Krakatau Steel Tbk
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165 Rasio Likuiditas: Kemampuan
Membayar Utang Jangka Pendek
06 TATA KELOLA 370 Tata Kelola Keberlanjutan
Sustainable Governance
Liquidity Ratios: Ability to Meet
PERUSAHAAN
Short-Term Obligations Corporate Governance 379 Hubungan dengan Pemangku
Kepentingan
166 Rasio Solvabilitas: Kemampuan 194 “Transformasi Perseroan Hanya Akan Stakeholder Engagement
Memenuhi Kewajiban Jangka Pendek Bermakna Apabila Dibangun di Atas
382 Permasalahan dalam Penerapan
dan Jangka Panjang Tata Kelola yang Kuat, Transparan,
Keuangan Berkelanjutan
Solvency Ratios: Ability to Meet dan berintegritas.”
Challenges in the Implementation of
Short-Term and Long-Term “The Company’s Transformation is
Sustainable Finance
Obligations Meaningful Only When It is Built Upon
Strong, Transparent, and Integrity- 383 Kegiatan Membangun Budaya
168 Kebijakan Manajemen atas
Driven Governance.” Keberlanjutan
Struktur Modal
Activities To Build A Sustainability
Capital Structure Management 194 Komitmen Penerapan GCG
Culture
Policy GCG Implementation Commitment
384 Kontribusi Kami terhadap Tujuan
169 Struktur Modal 204 Rapat Umum Pemegang Saham
Pembangunan Berkelanjutan
Capital Structure General Meeting of Shareholders
Our Contribution to the Sustainable
170 Dasar Pemilihan Kebijakan 219 Dewan Komisaris Development Goals
Perseroan atas Struktur Modal Board of Commissioners
387 Kinerja Ekonomi
Basis for The Company’s Capital
238 Direksi Economic Performance
Structure Policy
Board of Directors
394 AntiKorupsi
170 Jenis Investasi Barang Modal
255 Komite Audit Anti-Corruption
Type of Capital Expenditure
Audit Committee
398 Kinerja Lingkungan
171 Tujuan Investasi Barang Modal
275 Komite Nominasi dan Remunerasi Environmental Performance
Purpose of Capital Expenditure
Nomination and Remuneration
423 Pengelolaan Sumber Daya Manusia
171 Nilai Investasi Barang Modal Committee
Human Capital Management
Value of Capital Expenditure
287 Komite Pengembangan Usaha Dan
435 Keselamatan dan Kesehatan Kerja
176 Aspek Pemasaran Pemantau Manajemen Risiko
Occupational Health and Safety
Marketing Aspect Business Development and Risk
Management Monitoring Committee 445 Kinerja Sosial
176 Strategi Pemasaran
Community Development
Marketing Strategy 306 Sekretaris Perusahaan
Corporate Secretary 460 Tanggung Jawab Produk
178 Pangsa Pasar
Product Responsibility
Market Share 310 Divisi Audit Internal
Internal Audit Division 466 Tentang Laporan
178 Dividen
About the Report
Dividends 325 Sistem Pengendalian Internal
Internal Control System 475 Lembar Umpan Balik
178 Kebijakan Dividen
Feedback Form
Dividend Policy 330 Manajemen Risiko
Risk Management 477 Referensi Seojk Nomor 16/
178 Pembagian Dividen
SEOJK.04/2021: Laporan Tahunan
Dividend Distribution 340 Pedoman Etika Bisnis dan
Emiten atau Perusahaan Publik
Etika Kerja
179 Transaksi yang Mengandung SEOJK No. 16/SEOJK.04/2021:
Code of Business Ethics and
Benturan Kepentingan Annual Report ff Public Company
Work Ethics
Transactions Involving Conflict
497 Daftar Pengungkapan Sesuai
of Interest 344 Sistem Pelaporan Pelanggaran
Peraturan Otoritas Jasa Keuangan
Whistleblowing System
179 Transaksi Afiliasi/Pihak Berelasi Nomor 51/POJK.03/2017
Affiliated/Related Party 348 Kebijakan AntiKorupsi dan List of Disclosure Based on POJK
Transactions AntiGratifikasi No.51/POJK.03/2017
Anti-Corruption and Anti-Gratuity
180 Pernyataan Direksi atas Pelaksanaan
Policy
Transaksi Afiliasi
Statement of The Board of Directors 08 LAPORAN KEUANGAN
on The Implementation of KONSOLIDASIAN
Affiliated Transactions 07 LAPORAN Consolidated Financial
180 Peran Dewan Komisaris dan
KEBERLANJUTAN Statements
Komite Audit Sustainability Report
Role of The Board of Commissioners
360 Tanggung Jawab Sosial dan
and The Audit Committee
Lingkungan
180 Transaksi Material Social and Environmental
Material Transaction Responsibility
184 Kinerja Entitas Anak 361 Ikhtisar Kinerja Keberlanjutan
Performance of Subsidiaries Sustainability Performance
Highlights
364 Strategi Keberlanjutan
Sustainability Strategy
366 Penjelasan Direksi
Board of Directors’ Statement
PT Krakatau Steel Tbk
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STRATEGI KORPORASI 2025
2025 Corporate Strategies
Committed to Transform
Perseroan menjalankan strategi korporasi bertajuk “Committed The Company is implementing its corporate strategy titled
to Transform”, sebagai kelanjutan transformasi fundamental “Committed to Transform” as a continuation of its fundamental
untuk memperkuat daya saing, memperbaiki struktur keuangan, transformation agenda aimed at strengthening competitiveness,
dan menciptakan nilai tambah berkelanjutan. Strategi yang improving its financial structure, and creating sustainable long-
difokuskan pada lima pilar ini dirancang untuk mengokohkan term value. Centered on five key pillars, this strategy is designed
posisi Perseroan sebagai tulang punggung industri baja nasional to reinforce the Company’s position as the backbone of the
sekaligus pemain regional yang kompetitif. national steel industry while establishing it as a competitive
regional player.
Business Turnaround: Penguatan Business Turnaround: Operational
Operasional dan Ekspansi Global Strengthening and Global Expansion
Perseroan menargetkan stabilitas dan The Company is targeting stable and
peningkatan volume produksi melalui increased production volumes through
optimalisasi pabrik Hot Strip Mill (HSM) the optimization of Hot Strip Mill (HSM) #1
#1 serta penguatan model bisnis dari operations, alongside the transformation
produsen komoditas menjadi penyedia of its business model from a commodity-
solusi baja bernilai tambah (value-added based producer into a provider of value-
products). added steel solutions.
Di sisi pasar, Perseroan melakukan From a market perspective, the Company
ekspansi agresif ke Amerika Serikat dan is undertaking aggressive expansion into
Eropa, termasuk ekspor Cold Rolled Coil the United States and European markets,
(CRC) terbesar dalam sejarah perusahaan. including the largest Cold Rolled Coil (CRC)
Sinergi strategis diperkuat melalui export in its history. Strategic synergies
kolaborasi nasional dan regional, serta are further strengthened through national
partisipasi aktif dalam forum ekonomi and regional collaborations, as well as
internasional guna memperluas akses active participation in international
investasi dan teknologi. Strategi ini economic forums to expand access to
menegaskan posisi Perseroan sebagai investment and technology. This strategy
pemain baja global yang semakin adaptif reinforces the Company’s position as an
dan kompetitif. increasingly adaptive and competitive
global steel player.
Organizational Empowerment: Organizational Empowerment:
Penguatan SDM dan Budaya Transformasi Strengthening Human Capital and
Transformation Culture
Transformasi dijalankan melalui The transformation is implemented
restrukturisasi organisasi yang lebih through organizational restructuring to
lean dan agile untuk mempercepat create a leaner and more agile structure,
pengambilan keputusan. Perseroan enabling faster decision-making
memperkuat kapabilitas kepemimpinan processes. The Company enhances
dan disiplin organisasi melalui program leadership capabilities and organizational
pengembangan strategis serta alignment discipline through strategic development
rutin di seluruh entitas Krakatau Steel programs and regular alignment initiatives
Group. across all entities within the Krakatau
Steel Group.
Akselerasi digitalisasi, literasi teknologi, Acceleration of digitalization,
dan otomatisasi menjadi fokus dalam technological literacy, and automation
menjawab tantangan Industri 4.0. Seluruh forms a key focus in responding to the
transformasi budaya ditopang oleh challenges of Industry 4.0. The overall
internalisasi nilai AKHLAK sebagai fondasi cultural transformation is supported
integritas dan profesionalisme. by the internalization of AKHLAK core
values as the foundation of integrity and
professionalism.
PT Krakatau Steel Tbk
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Corporate Restructuring: Penyehatan Corporate Restructuring: Financial
Keuangan dan Optimalisasi Portofolio Strengthening and Portfolio Optimization
Perseroan melanjutkan agenda The Company continues its restructuring
restrukturisasi untuk memperkuat agenda to reinforce its capital structure
struktur permodalan dan likuiditas. and liquidity position. Improvements in
Peningkatan modal kerja non-perbankan non-bank working capital facilities and the
serta strategi hair cut utang (Penyelesaian implementation of a debt haircut (Early
Kewajiban Dipercepat dengan keringanan) Settlement of Liabilities with a Haircut)
secara signifikan memperbaiki posisi strategy have significantly strengthened
ekuitas dan menurunkan beban bunga. equity and reduced interest burdens.
Optimalisasi anak usaha dan monetisasi Optimization of subsidiaries and
aset non-core dilakukan untuk monetization of non-core assets are
memperkuat arus kas dan menciptakan undertaken to strengthen cash flow
sumber pendapatan yang lebih beragam. and diversify revenue streams. These
Langkah ini memberikan fondasi keuangan measures provide a healthier financial
yang lebih sehat guna mendukung foundation to support sustainable
ekspansi berkelanjutan. expansion.
Kontribusi terhadap Asta Cita dan Contribution to Asta Cita and National
Pembangunan Nasional Development
Sebagai BUMN strategis, Perseroan As a strategic state-owned enterprise,
berperan aktif dalam mendukung the Company plays an active role in
pembangunan nasional melalui supporting national development through
penyediaan baja untuk program the provision of steel for public housing
perumahan rakyat, penguatan programs, strengthening multimodal
infrastruktur logistik multimoda, serta logistics infrastructure, and developing
pengembangan distribusi berbasis kereta rail-based distribution systems to support
api guna mendukung kebijakan Zero ODOL. the Zero Over Dimension Over Loading
(Zero ODOL) policy.
Optimalisasi aset pelabuhan dan jaringan Optimization of port assets and integrated
distribusi terintegrasi memperkuat distribution networks enhances
konektivitas Barat–Timur Indonesia, connectivity between Western and
menurunkan biaya logistik nasional, dan Eastern Indonesia, reduces national
meningkatkan daya saing industri dalam logistics costs, and strengthens the
negeri. competitiveness of domestic industries.
Tanggung Jawab Sosial dan Lingkungan Social and Environmental Responsibility
(TJSL) (TJSL)
Program TJSL diarahkan pada The Company’s TJSL programs are
pembangunan sosial-ekonomi yang directed toward inclusive socio-economic
inklusif di sekitar wilayah operasional, development in areas surrounding its
melalui penyediaan infrastruktur dasar, operations, through the provision of basic
akses air bersih, pemberdayaan UMKM, infrastructure, access to clean water,
serta program pelestarian lingkungan. MSME empowerment, and environmental
Perseroan meyakini bahwa keberlanjutan preservation initiatives. The Company
bisnis hanya dapat dicapai melalui believes that sustainable business can
keseimbangan antara kinerja ekonomi, only be achieved through a balanced
dampak sosial, dan tanggung jawab integration of economic performance,
lingkungan. social impact, and environmental
responsibility.
Melalui implementasi kelima pilar tersebut, Perseroan memasuki Through the implementation of these five pillars, Krakatau Steel
fase pertumbuhan yang lebih sehat dan berkelanjutan. Perbaikan is entering a healthier and more sustainable growth phase.
fundamental operasional dan finansial telah memperkuat Fundamental operational and financial improvements have
kepercayaan investor dan meningkatkan reputasi Perseroan strengthened investor confidence and enhanced the Company’s
sebagai entitas industri baja yang resilien, bankable, dan reputation as a resilient, bankable steel industry entity that is
siap bertumbuh dalam lanskap industri global yang semakin well-positioned to grow within an increasingly competitive global
kompetitif. industrial landscape.
PT Krakatau Steel Tbk
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KINERJA TAHUN 2025
2025 Performance VOLUME PENJUALAN
Sales Volume
944,56
944,56
ribu ton | thousand tons
ribu ton | thousand tons
Volume penjualan tahun 2025 naik 29,02%
dari 732,11 ribu ton pada tahun 2024.
Sales volume in 2025 increased by 29.02%
from 732.11 thousand tons in 2024.
732,11 2024
ribu ton | thousand tons 2025
PENDAPATAN
Revenue USD
959,84
959,84
juta | million
USD
juta | million
Pendapatan usaha Perseroan pada tahun 2025, naik
0,55% dibandingkan USD954,60 juta pada tahun 2024.
The Company’s revenues in 2025 increased by 0.55%
compared to USD954.60 million in 2024.
2024
2025
USD
954,60
juta | million
PT Krakatau Steel Tbk
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JUMLAH LIABILITAS LABA BERSIH
Total Liabilities Net profit
USD
2.040,30 USD
339,64
juta | million juta | million
Jumlah liabilitas Perseroan pada Laba bersih tahun 2025, mencerminkan
31 Desember 2025, turun 17,04% turnaround dibandingkan rugi bersih
dibandingkan periode yang sama tahun tahun 2024 sebesar USD148,42 juta.
2024 karena adanya haircut atas utang turun Net profit in 2025, reflects a
restrukturisasi. decrease
turnaround compared to the net loss in
Total liabilities as of December 31, 2025, 17,04% 2024 of USD148.42 million.
decreased by 17.04% compared to the
same period in 2024, primarily due to
the haircut on restructured debt.
TOTAL ASET JUMLAH EKUITAS
Total Assets Total equity
USD
2.765,81 USD
725,51
juta | million juta | million
Jumlah aset Perseroan tahun 2025, Jumlah ekuitas per 31 Desember 2025,
terdiri dari 21% aset lancar dan 79% naik 66,71% dari USD435,18 juta pada naik
aset tidak lancar. tahun 2024. increase
The Company’s total assets in 2025 Total equity as of December 31, 2025, 66,71%
consisted of 21% current assets and increased by 66.71% from USD435.18
79% non-current assets. million in 2024.
PT Krakatau Steel Tbk
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Page 13
KILAS KINERJA Performance Highlights
Page 14
Kilas Kinerja
Performance Highlights
IKHTISAR KEUANGAN
Financial Highlights
Dalam ribuan USD in thousands of USD
2025 2024 2023
kecuali disebutkan lain unless otherwise stated
LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN CONSOLIDATED STATEMENT OF PROFIT AND LOSS
KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Pendapatan Usaha 959.839 954.597 1.453.968 Revenues
Beban Pokok Penjualan (909.094) (847.653) (1.341.061) Cost of Revenue
Laba Bruto 50.745 106.944 112.907 Gross Profit
Laba (Rugi) Operasi (82.707) 26.687 (8.043) Operating Profit (Loss)
Laba (Rugi) Sebelum Beban Pajak 458.943 (140.474) (102.756) Profit (Loss) Before Tax Expense
Beban Pajak (119.303) (7.948) (29.968) Tax Expense
Laba (Rugi) Tahun Berjalan 339.640 (148.422) (131.653) Profit (Loss) for the Year
Penghasilan Komprehensif Lain (44.494) 19.848 63.673 Other Comprehensive Income
Total Penghasilan (Kerugian) 295.146 (128.574) (67.980) Total Comprehensive Income
Komprehensif Tahun Berjalan (Loss) for the Current Year
Total Penghasilan Komprehensif Other Comprehensive Income for
Lain Tahun Berjalan yang Dapat the Current Year Attributable to:
Diatribusikan Kepada:
Pemilik Entitas Induk 325.459 (154.712) (130.210) Owners of Parent Company
Kepentingan Non-pengendali 14.181 6.290 (1.443) Non-Controlling Interest
Jumlah 339.640 (148.422) (131.653) Total
Laba (Rugi) Komprehensif Tahun Berjalan yang Comprehensive Profit (Loss) for the Year
Dapat Diatribusikan kepada: Attributable to:
Pemilik Entitas Induk 280.965 (134.864) (66.537) Owners of Parent Company
Kepentingan Non-pengendali 14.181 6.290 (1.443) Non-Controlling Interest
Jumlah 295.146 (128.574) (67.980) Total
Laba (Rugi) per Saham Dasar yang 0,0176 (0,0080) (0,0068) Basic Earnings (Loss) per Share
Dapat Diatribusikan kepada Pemilik and Diluted Attributable to The
Entitas Induk Parent Entity (In Full US Dollar
(dalam dolar penuh) amount)
Jumlah Saham Beredar (dalam juta 19.346 19.346 19.346 Outstanding Shares (in millions of
lembar) shares)
LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENT OF FINANCIAL POSITION
Aset Lancar 585.870 641.541 671.351 Current Assets
Aset Tidak Lancar 2.179.943 2.253.075 2.177.838 Non-Current Assets
Jumlah Aset 2,765.813 2.894.616 2.849.189 Total Assets
Liabilitas Jangka Pendek 800.529 2.214.770 2.161.904 Current Liabilities
Liabilitas Jangka Panjang 1.239.775 244.663 190.484 Non-Current Liabilities
Jumlah Liabilitas 2.040.304 2.459.433 2.352.388 Total Liabilities
Ekuitas yang Dapat Diatribusikan Equity Attributable to:
kepada:
Pemilik Entitas Induk 673.929 392.964 527.828 Owners of Parent Company
Kepentingan Non-pengendali 51.580 42.219 (31.027) Non-Controlling Interest
Jumlah Ekuitas 725.509 435.183 496.801 Total Equity
Total Liabilitas dan Ekuitas 2.765.813 2.894.616 2.849.189 Liabilities and Equity
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Kilas Kinerja
Performance Highlights
Dalam ribuan USD in thousands of USD
2025 2024 2023
kecuali disebutkan lain unless otherwise stated
RASIO-RASIO KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL RATIOS
Laba Bruto terhadap Penjualan (%) 5,29 11,20 7,77 Gross Profit to Sales
Laba Bruto terhadap Ekuitas (%) 6,99 24,57 22,73 Gross Profit to Equity
Laba Bruto terhadap Jumlah Aset (%) 1,83 3,69 3,96 Gross Profit to Assets
Laba (Rugi) Bersih terhadap Penjualan 35,39 (15,55) (9,05) Net Profit (Loss) Margin (%)
(%)
Laba (Rugi) Bersih terhadap Ekuitas 46,81 (34,11) (26,50) Return on Equity (ROE) (%)
(%)
Laba (Rugi) Bersih terhadap Aset (%) 12,28 (5,13) (4,38) Return on Assets (ROA) (%)
Rasio Lancar (%) 73,19 28,97 31,05 Current Ratio (%)
Liabilitas terhadap Ekuitas (x) 2,81 5,65 4,74 Debt to Equity Ratio (DER) (x)
Liabilitas terhadap Jumlah Aset (x) 0,74 0,85 0,83 Debt to Assets Ratio (DAR) (x)
EBITDA (juta USD) (60,65) 6,63 11,71 EBITDA (million USD)
PENDAPATAN USAHA LABA BRUTO LABA (RUGI) TAHUN JUMLAH ASET
Revenue Gross Profit BERJALAN Total Assets
USD ribu | USD thousand USD ribu | USD thousand Profit (Loss) for the Year USD ribu | USD thousand
USD ribu | USD thousand
2.238.533
202.468
2.116.752
3.773.676
202.021
339.640
43.742
3.162.434
22.644
1.453.968
2.849.189
2.765.813
2.894.616
112.907
959.839
106.944
954.597
(131.653)
(148.422)
50.745
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
JUMLAH LIABILITAS EKUITAS LABA (RUGI) TERHADAP RASIO LANCAR
Total Liabilities Equity PENJUALAN Current Ratio
USD ribu | USD thousand USD ribu | USD thousand Net Profit (Loss) Margin %
%
35,39
3.186.482
725.509
73,19
2.609.848
2.352.388
587.194
2.459.433
552.586
2.040.304
2,07
1,01
65,45
435.183
496.801
44,70
(9,05)
(15,55)
31,05
28,97
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
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IKHTISAR OPERASIONAL
Operational Highlights
Dalam ribuan USD in thousands of USD
2025 2024 2023
kecuali disebutkan lain unless otherwise stated
TREN PENJUALAN SALES TREND
Penjualan Domestik Domestic Sales
Baja Lembaran Panas 166.366 121.658 576.055 Hot Rolled Coil
Baja Lembaran Dingin 249.683 278.008 324.447 Cold Rolled Coil
Batang Kawat - - 85 Wire Rod
Baja Tulangan 14.796 11.287 6.108 Steel Bar
Baja Profil 50.315 58.429 72.670 Steel Section
Pipa Baja 87.339 128.551 91.889 Steel Pipe
Lain-lain 63.816 161.361 123.798 Others
Sub Total 632.315 759.294 1.195.054 Subtotal
Penjualan Ekspor Export Sales
Baja Lembaran Panas 6.824 - 54.387 Hot Rolled Coil
Baja Lembaran Dingin 41.538 97 - Cold Rolled Coil
Sub Total 48.362 97 54.387 Subtotal
Total Penjualan Baja 680.677 759.391 1.249.441 Total Steel Sales
Pendapatan Jasa Services Revenue
Sarana Infrastruktur 236.666 167.992 182.792 Infrastructure Facilities
Rekayasa & Konstruksi 11.347 5.740 7.075 Engineering & Construction
Jasa Lainnya 31.149 20.794 14.660 Other Services
Sub Total 279.162 195.206 204.527 Subtotal
TOTAL PENDAPATAN 959.839 954.597 1.453.968 TOTAL REVENUES
Dalam ton 2025 2024 2023 In tons
VOLUME PENJUALAN SALES VOLUME
Volume Penjualan Produk Baja 944.562 732.108 1.668.127 Sales Volume of Steel
Dalam ton 2025 2024 2023 In tons
VOLUME PRODUKSI PRODUCTION VOLUME
Volume Produksi Produk Baja 963.118 569.096 834.368 Production Volume of
Steel Products
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IKHTISAR SAHAM
Share Highlights
KINERJA SAHAM KRAKATAU STEEL
PERFORMANCE OF KRAKATAU STEEL SHARE
Harga Saham | Share Price
Jumlah Saham Beredar Kapitalisasi Pasar Volume | Volume
Periode Tertinggi | Terendah Penutupan | Number of Outstanding Market Capitalization (juta lembar) |
Period Highest Lowest Closing Shares (Rp juta | million) (million shares)
(Rp) (Rp) (Rp)
2024
Triwulan I | 1st Quarter 179 134 143 19.346.396.900 2.766.535 821,48
Triwulan II | 2nd Quarter 147 79 94 19.346.396.900 1.818.561 10,68
Triwulan III | 3rd Quarter 138 91 127 19.346.396.900 2.456.992 951,44
Triwulan IV | 4th Quarter 179 97 101 19.346.396.900 1.953.986 1.507,65
2025
Triwulan I | 1st Quarter 142 94 119 19.346.396.900 2.302.221 470,51
Triwulan II | 2nd Quarter 258 102 246 19.346.396.900 4.759.214 2.908,82
Triwulan III | 3rd Quarter 344 230 312 19.346.396.900 6.036.076 3.314,55
Triwulan IV | 4th Quarter 436 304 342 19.346.396.900 6.616.468 4.453,35
PERGERAKAN KINERJA SAHAM “KRAS”
“KRAS“ SHARE PERFORMANCE
600.000.000 450
400
500.000.000
Harga (Penutupan) | Price (Close) 350
Volume | Volume
400.000.000 300
250
300.000.000
200
200.000.000 150
100
100.000.00
50
0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2024 2025
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Aksi Korporasi Saham Stock Corporate Action
Hingga 31 Desember 2025, tidak terdapat aksi korporasi terkait As of December 31, 2025, there were no corporate actions related
saham yang meliputi pemecahan saham (stock split), penggabungan to stocks including stock splits, reverse stock, stock dividends,
saham (reverse stock), dividen saham, saham bonus, dan penurunan bonus shares, and decrease in nominal value of shares in the last
nilai nominal saham dalam dua tahun terakhir. two years.
Informasi Penghentian Saham Sementara Temporary Suspension of Shares
Pada tahun 2025 terdapat penghentian sementara (suspensi) In 2025, trading of PT Krakatau Steel (Persero) Tbk shares, listed
saham PT Krakatau Steel (Persero) Tbk dengan kode saham KRAS under the ticker code KRAS, was temporarily suspended by the
di Bursa Efek Indonesia pada tanggal 1 Juli 2025 dikarenakan Indonesia Stock Exchange on July 1, 2025, due to a significant
terdapat peningkatan harga kumulatif yang signifikan pada saham cumulative increase in the share price. The suspension was lifted
KRAS dimana suspensi tersebut dibuka tanggal 2 Juli 2025. on July 2, 2025.
Saham KRAS disuspensi kembali pada tanggal 7 Juli 2025 KRAS shares were subsequently suspended again on July 7,
dikarenakan terdapat peningkatan harga kumulatif yang 2025, following another significant cumulative price increase,
signifikan dimana suspensi tersebut dibuka kembali tanggal and trading was resumed on July 16, 2025.
16 Juli 2025.
Informasi Efek Lainnya Other Securities Information
Hingga 31 Desember 2025, Perseroan tidak menerbitkan obligasi, As of December 31, 2025, the Company has not issued bonds,
sukuk, obligasi konversi dan/atau bentuk efek lainnya. sukuk, convertible bonds and/or other forms of securities.
PT Krakatau Steel Tbk
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Performance Highlights
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PERISTIWA PENTING 2025
2025 Event Highlights
1 2
4
3
5 6
7
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1 2 3
17 Januari
January 24 February
Februari
25 Maret
March
Pengiriman perdana 41,58 MT produk Kunjungan Grupo Enhol Spanyol untuk Pelepasan ekspor produk HRC sebanyak
Hot Roller Plate (HRP) untuk konsumen membahas pengembangan energi 11.600 ton ke Eropa.
domestik setelah hampir 1,5 tahun terbarukan yang dilakukan KS Group.
The Company marked the export of
Pabrik HSM mengalami perbaikan akibat Perseroan telah membangun PLTS
11,600 tons of Hot Rolled Coil (HRC)
kahar. atap di sejumlah bangunan pabrik dan
products to Europe.
gedung kantor KS Group dan selanjutnya
The inaugural shipment of 41.58 MT
akan mengembangkan PLTS Terapung
of Hot Rolled Plate (HRP) products
dengan memanfaatkan area reservoir
was delivered to domestic customers
PT KTI seluas 22,8 ha.
following nearly 1.5 years of Hot Strip Mill 4
(HSM) plant repairs due to force majeure
conditions.
A visit by Grupo Enhol of Spain was
conducted to discuss renewable energy
25 April
April
development initiatives undertaken Perseroan turut hadir dalam kegiatan
by the KS Group. The Company has Coffee Morning dengan tema “Sinergi
installed rooftop solar power systems Pemerintah dan Dunia Usaha untuk
(PLTS) across several plant buildings and Meningkatkan Investasi dan Daya Saing
office facilities within the KS Group and Provinsi Banten” bersama Gubernur
plans to further develop a Floating Solar Banten dan para pengusaha di Banten.
Power Plant (PLTS Terapung) by utilizing The Company participated in a Coffee
a 22.8-hectare reservoir area owned by Morning event themed “Synergy
PT KTI. Between Government and the Business
Sector to Enhance Investment and
Competitiveness in Banten Province,”
attended by the Governor of Banten and
business leaders in the region.
5 6 7
22 May Mei
03 JuneJuni
28 Juni
June
Penandatanganan MoU antara Kunjungan Delong Steel Group bersama Penandatanganan MoU antara
Perseroan dengan Vietnam Steel PT Dexin Steel Indonesia sebagai tindak Perseroan dengan Xiamien ITG Group
Corporation dalam rangkaian acara Iron lanjut MoU pengadaan bahan baku dan Co., Ltd. (International Trade Group/ITG)
Steel Summit & Exhibition Indonesia potensi kerja sama lainya antara KS dan PT Dexin Steel Indonesia di ajang
(ISSEI) 2025. Perseroan akan memasok Group dan Delong Steel Group China BRICS Innovation Base Industry Project
Hot Rolled Coil (HRC) sebanyak 120.000 yang telah di tandatangani pada bulan Matchmaking Meeting di Beijing, China.
ton selama satu tahun ke depan kepada Mei 2025.
The Company signed a Memorandum
Vietnam Steel Corporation.
A visit by Delong Steel Group together of Understanding (MoU) with Xiamen
The Company signed a Memorandum with PT Dexin Steel Indonesia was ITG Group Co., Ltd. (International Trade
of Understanding (MoU) with Vietnam conducted as a follow-up to the raw Group/ITG) and PT Dexin Steel Indonesia
Steel Corporation during the Iron material procurement MoU and other during the BRICS Innovation Base
Steel Summit & Exhibition Indonesia potential cooperation initiatives Industry Project Matchmaking Meeting
(ISSEI) 2025. Under the agreement, the between the KS Group and Delong Steel held in Beijing, China.
Company will supply 120,000 tons of Group China, which was signed in May
Hot Rolled Coil (HRC) to Vietnam Steel 2025.
Corporation over the next year.
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8 9
10 11
12 13
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8 9 10
18 Juli
July 05 August
Agustus
15 September
September
PT Tata Metal Lestari berkolaborasi Perseroan melalui salah satu anak Peresmian dapur Makan Bergizi Gratis
dengan Perseroan melakukan ekspor usahanya yang bergerak di bidang (MBG) yang menggunakan struktur baja
tiga produk ke Amerika Serikat yakni manufakturing pipa baja dan jasa modular hasil produksi KS Group, yakni
BJLAS (Baja Lapis Aluminium Seng) aplikasi pelapisan anti korosi yaitu PT PT Krakatau Baja Konstruksi. Pemilihan
bermerek Nexalume, BJLS (Baja Lapis Krakatau Pipe Industries (Krakatau struktur baja modular karena sistem
Seng) bermerek Nexium, BJLS Warna Pipe) memasok pipa gas untuk Proyek modular memungkinkan pembangunan
bermerek Nexcolor dengan total volume Penyediaan Jasa Pipanisasi BBM dapur dilakukan secara cepat, efisien,
10.000 ton. Cikampek – Plumpang sepanjang dan presisi sehingga dapat segera
100.000 meter. digunakan untuk melayani masyarakat.
PT Tata Metal Lestari, in collaboration
with the Company, exported three Through one of its subsidiaries engaged The Company inaugurated a Free
products to the United States: BJLAS in steel pipe manufacturing and anti- Nutritious Meal (MBG) kitchen facility
(Aluminum-Zinc Coated Steel) under the corrosion coating services, PT Krakatau constructed using modular steel
Nexalume brand, BJLS (Zinc-Coated Pipe Industries (Krakatau Pipe), the structures produced by KS Group
Steel) under the Nexium brand, and pre- Company supplied gas pipes for the subsidiary, PT Krakatau Baja Konstruksi.
painted BJLS under the Nexcolor brand, Cikampek–Plumpang Fuel Pipeline The modular steel structure system
with a total export volume of 10,000 tons. Project, covering a total length of was selected due to its ability to
100,000 meters. enable rapid, efficient, and precise
construction, allowing the facility to
be promptly operational to serve the
community.
11 12 13
30 September
September
18 November
November 11 Desember
December
Jajaran Direksi Perseroan menghadiri Peresmian peluncuran Jalur Logistik Pengoperasian perdana (kick off) pabrik
Rapat Dengar Pendapat (RDP) bersama Multimoda yang mengintegrasikan Hot Strip Mill (HSM) dan Cold Rolling Mill
Komisi VI DPR RI bertempat di Gedung Kereta Api Barang dan Kapal Ro-Ro di (CRM) oleh anak usaha, PT Krakatau
DPR RI, Jakarta. Dalam kesempatan ini, Dermaga 7.3 milik anak perusahaan Baja Industri (KBI). Langkah korporasi
Direktur Utama Perseroan memaparkan PT Krakatau Bandar Samudera di ini merupakan wujud nyata dari strategi
langkah-langkah strategis penyehatan Kota Cilegon. Peresmian dilakukan jangka panjang perusahaan untuk
perusahaan sebagai bagian penting oleh Menteri Koordinator Bidang menciptakan nilai tambah yang optimal
dalam menjaga kedaulatan industri baja Infrastruktur dan Pembangunan sekaligus mendukung misi Danantara
nasional. Kewilayahan, Agus Harimurti Yudhoyono dalam melakukan transformasi dan
dan antara lain dihadiri oleh Kepala optimalisasi struktur bisnis Perseroan.
The Company’s Board of Directors
LKPP Sarah Sadiqa, Gubernur Banten
attended a Hearing Meeting (RDP) The Company commenced initial
Andra Soni, Kapolda Banten Irjen Pol
with Commission VI of the House operations (kick-off) of the Hot Strip
Hengki, serta Direktur Utama Perseroan
of Representatives of the Republic Mill (HSM) and Cold Rolling Mill (CRM)
Akbar Johan dan jajarannya.
of Indonesia (DPR RI) at the DPR RI facilities through its subsidiary, PT
Building in Jakarta. During the meeting, The Company launched a Multimodal Krakatau Baja Industri (KBI). This
the President Director presented the Logistics Corridor integrating freight corporate milestone represents
Company’s strategic restructuring railway services and Ro-Ro vessels at a tangible implementation of the
measures as a key initiative to safeguard Pier 7.3, owned by its subsidiary PT Company’s long-term strategy to create
the sovereignty of the national steel Krakatau Bandar Samudera in Cilegon. optimal value-added products while
industry. The inauguration was officiated by the supporting Danantara’s mission to
Coordinating Minister for Infrastructure transform and optimize the Company’s
and Regional Development, Agus business structure.
Harimurti Yudhoyono, and was attended
by, among others, the Head of LKPP
Sarah Sadiqa, the Governor of Banten
Andra Soni, the Banten Regional Police
Chief Inspector General Hengki, as well
as the Company’s President Director
Akbar Johan and his management team.
PT Krakatau Steel Tbk
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PENGHARGAAN DAN SERTIFIKASI
Awards and Certifications
PENGHARGAAN
AWARDS
Tanggal Penerima
No Penghargaan | Awards Pemberi | Awarded by
Awarding Date
1 Leadership Excellence Award 2025 kategori Excellence Badan Pengurus Pusat Himpunan Pengusaha 20 Oktober 2025 |
in Steel Industry & Industrial Competitiveness Award Muda Indonesia (BPP HIPMI) dan Danantara October 20, 2025
2025 | Leadership Excellence Award 2025 kategori Indonesia Business Forum | Central Executive
Excellence in Steel Industry & Industrial Competitiveness Board of the Indonesian Young Entrepreneurs
Award 2025 Association (BPP HIPMI) and Danantara Indonesia
Business Forum
2 La Tofi ESG Rating & Sustainability Communication La Tofi School of Social Responsibility 25 November 2025 |
Awards 2025 November 25, 2025
3 Kualifikasi Informatif pada Anugrah Keterbukaan Komisi Informasi Pusat RI | Central Information 16 Desember 2025 |
Informasi Publik Tahun 2025 | “Informatif” Qualification Commission of the Republic of Indonesia December 16, 2025
at the 2025 Public Information Disclosure Award
PT Krakatau Steel Tbk
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SERTIFIKASI
CERTIFICATIONS
1 2 3
4 5 6
Sertifikat Nama Badan Sertifikasi Masa Berlaku |
No
Certificate Name Certification Body Validity Period
1 Indonesia Indeks Kesiapan Industri di Indonesia untuk Kementerian Perindustrian 29 Desember 2022 –
Industry 4.0 Bertransformasi Menuju Industri 4.0 | Industrial Republik Indonesia | Ministry 29 Desember 2025 |
Readiness Index Readiness Index in Indonesia to Transform Towards of Industry of the Republic of December 29, 2022 –
(Indi 4.0) Industry 4.0 Indonesia December 29, 2025
2 SMK3 Sistem Manajemen Keselamatan dan Kesehatan Kerja Depnaker | Department of 14 Agustus 2023 - 09
Occupational Health and Safety Management System Manpower Juni 2026 | August
14, 2023 – June 09,
2026
3 SNI-07-0601- Baja Lembaran, Pelat dan Gulungan Canai Panas BSPJI LSPro Surabaya 19 Januari 2024
2006 Hot Rolled Steel Sheet, Plate and Coil – 18 Januari 2028
| January 19, 2024 –
January 18, 2028
4 SNI-07-3567- Baja Lembaran dan Gulungan Canai Dingin | Cold BSPJI LSPro Surabaya 19 Januari 2024
2006 Rolled Steel Sheet and Coil – 18 Januari 2028
| January 19, 2024 –
January 18, 2028
5 LLOYD’S Register Steelmaking, Semi-Finished Products, Hot Rolled Coil LLOYD’S Register 31 Januari 2024 – 30
and Plates from Coils Januari 2027 | 31
January 2024 – 30
January 2027
PT Krakatau Steel Tbk
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7 8 9
10 11 12
Sertifikat Nama Badan Sertifikasi Masa Berlaku |
No
Certificate Name Certification Body Validity Period
6 ISO 14001:2015 Sistem Manajemen Lingkungan - Persyaratan Dengan SICS 01 Februari 2024 - 10
Panduan Penggunaan. Agustus 2026 | 01
February 2024 - 10
August 2026
7 ISO 27001:2022 Sistem Manajemen Keamanan Informasi SICS 26 Maret 2024 - 25
Maret 2027 | 26 March
2024 - 25 March 2027
8 ISO 45001:2018 Sistem Manajemen Kesehatan dan Keselamatan Kerja SICS 01 Februari 2024 – 10
- Persyaratan Dengan Panduan Penggunaan Agustus 2026 | 01
February 2024 – 10
Augus 2026
9 ISO 9001:2015 Sistem Manajemen Mutu – Persyaratan SICS 01 Februari 2024 – 10
Agustus 2026 | 01
February 2024 – 10
August 2026
10 ISO 37001:2016 Sistem Manajemen Anti Penyuapan SICS 01 Februari 2024 – 10
Agustus 2026 | 01
February 2024 – 10
August 2026
PT Krakatau Steel Tbk
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Sertifikat Nama Badan Sertifikasi Masa Berlaku |
No
Certificate Name Certification Body Validity Period
11 ISO 17025:2017 Laboratorium Kalibrasi KAN 24 April 2024 -23
April 2029 | April 24,
2024 - April 23, 2029
12 CE Marking Hot Rolled Structural Steels - Section. Standar EN LRQA 26 April 2024 – 22
10025-2:2019. Grades: S235JR, S235J0, S235J2, Juni 2026 | April 26,
S235JR, S275J0, S275J2, S355JR, S355J0, S355J2 2024 – June 22, 2026
Size: 25mm max. Thickness
13 ISO 50001: 2018 Sistem Management Energi KAN 14 April 2025 – 13
April 2028 | April 14,
2025 – April 13, 2028
14 ISO 17025:2017 Laboratorium Uji Lingkungan KAN 17 Desember 2024
- 16 Desember 2029
| December 17, 2024 -
December 16, 2029
15 ISO 17025:2017 Laboratorium Uji Kimia & Mekanik KAN 20 Januari 2025
- 19 Januari 2030
| January 20, 2025 -
January 19, 2030
PT Krakatau Steel Tbk
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LAPORAN MANAJEMEN Management Report
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LAPORAN DEWAN KOMISARIS
Board of Commissioners Report
HENDRO MARTOWARDOJO
Komisaris Utama
President Commissioner
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“DEWAN KOMISARIS MENILAI BAHWA DIREKSI TELAH
MENUNJUKKAN KOMITMEN YANG KUAT DALAM MELANJUTKAN
BERBAGAI LANGKAH TRANSFORMASI MELALUI PENGUATAN
EFISIENSI OPERASIONAL, PENATAAN STRUKTUR KEUANGAN, SERTA
PENINGKATAN TATA KELOLA PERUSAHAAN. BERBAGAI UPAYA
TERSEBUT MENJADI FONDASI PENTING BAGI PERSEROAN UNTUK
MELANJUTKAN PROSES PEMULIHAN KINERJA SECARA BERTAHAP
DAN BERKELANJUTAN.”
“The Board of Commissioners is of the view that the Board of Directors has
demonstrated a strong commitment in continuing the Company’s transformation
initiatives through strengthened operational efficiency, restructuring of the financial
framework, and enhancement of corporate governance. These efforts have become
an important foundation for the Company to continue its performance recovery
process in a gradual and sustainable manner.”
Para Pemegang Saham yang Terhormat,
Dear Respected Shareholders,
Tahun 2025 merupakan periode penting bagi Perseroan dalam The year 2025 marked an important period for the Company in
melanjutkan agenda penyehatan dan transformasi usaha setelah continuing its recovery and business transformation agenda
proses restrukturisasi yang dijalankan pada periode sebelumnya. following the restructuring process undertaken in the previous
Di tengah dinamika industri baja global yang masih menantang period. Amid the still challenging dynamics of the global steel
serta kondisi pasar yang belum sepenuhnya stabil, Perseroan industry and market conditions that had not yet fully stabilized,
terus berupaya memperkuat fundamental bisnis, menjaga the Company continued to strengthen its business fundamentals,
keberlangsungan operasional, serta meningkatkan daya saing maintain operational continuity, and enhance competitiveness
melalui berbagai langkah perbaikan kinerja dan penguatan tata through various performance improvement measures and the
kelola perusahaan. strengthening of corporate governance.
Atas nama Dewan Komisaris, izinkan saya menyampaikan laporan On behalf of the Board of Commissioners, allow me to present
mengenai pelaksanaan tugas pengawasan Dewan Komisaris the report on the implementation of the Board of Commissioners’
terhadap pengelolaan dan perkembangan Perseroan oleh Direksi supervisory duties over the management and development of the
untuk tahun buku yang berakhir pada 31 Desember 2025. Laporan Company by the Board of Directors for the financial year ended
ini memuat pandangan Dewan Komisaris atas kinerja Perseroan December 31, 2025. This report sets out the views of the Board
sepanjang tahun berjalan, pelaksanaan fungsi pengawasan, serta of Commissioners on the Company’s performance throughout
berbagai langkah strategis yang ditempuh Perseroan dalam the year, the implementation of its supervisory function, and the
menghadapi dinamika usaha ke depan. various strategic measures taken by the Company in responding
to future business dynamics.
PT Krakatau Steel Tbk
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PANDANGAN ATAS KONDISI EKSTERNAL DAN VIEWS ON EXTERNAL AND INTERNAL
INTERNAL YANG MENJADI PERHATIAN DEWAN CONDITIONS THAT BECAME THE FOCUS OF THE
KOMISARIS BOARD OF COMMISSIONERS
Dewan Komisaris memandang bahwa industri baja nasional The Board of Commissioners views that the national steel
pada tahun 2025 masih menghadapi berbagai tantangan yang industry in 2025 continued to face significant challenges,
signifikan, terutama terkait tingginya aktivitas impor baja. particularly in relation to the high volume of steel imports. This
Kondisi ini dipengaruhi oleh surplus produksi baja global, condition was driven by the global steel production surplus,
khususnya dari Tiongkok, yang menyebabkan harga baja impor particularly from China, which caused imported steel prices to
menjadi sangat kompetitif. Dalam beberapa kasus, harga produk become highly competitive. In several cases, imported products
impor bahkan berada di bawah nilai wajar sehingga menimbulkan were even sold below fair value, thereby placing pressure on the
tekanan terhadap daya saing industri baja domestik baik dari sisi competitiveness of the domestic steel industry in terms of both
harga maupun kualitas. price and quality.
Di lingkungan Perseroan, sejumlah kendala operasional masih Within the Company, a number of operational constraints
mempengaruhi kinerja usaha. Perseroan masih menghadapi continued to affect business performance. The Company
keterbatasan modal kerja untuk mendukung pengadaan bahan still faced limited working capital to support raw material
baku, sementara fasilitas Hot Strip Mill (HSM) belum sepenuhnya procurement, while the Hot Strip Mill (HSM) facility had not yet
mencapai tingkat operasi optimal hingga pertengahan tahun fully reached its optimal operating level until mid-2025 following
2025 setelah proses pemulihan pasca kejadian kahar. Kondisi ini the post-force majeure recovery process. This condition
berdampak pada efisiensi proses produksi serta struktur biaya affected production efficiency and resulted in a relatively high
yang masih relatif tinggi. cost structure.
Di tengah tantangan tersebut, Dewan Komisaris melihat bahwa Amid these challenges, the Board of Commissioners sees
prospek permintaan baja nasional tetap menunjukkan potensi that the outlook for domestic steel demand continues to
pertumbuhan yang positif. Konsumsi baja nasional diproyeksikan show positive growth potential. National steel consumption
mencapai sekitar 19,6 juta ton pada tahun 2025, seiring dengan is projected to reach approximately 19.6 million tons in 2025,
pelaksanaan Proyek Strategis Nasional (PSN) 2025–2029 yang in line with the implementation of the 2025–2029 National
mencakup berbagai sektor prioritas seperti energi, hilirisasi Strategic Projects (PSN), which cover priority sectors such as
industri, kawasan industri, serta pembangunan infrastruktur energy, downstream industrial development, industrial estates,
dan konektivitas. Program tersebut berpotensi menjadi katalis as well as infrastructure and connectivity development. These
penting bagi peningkatan permintaan baja domestik. programs have the potential to become an important catalyst for
increasing domestic steel demand.
Sehubungan dengan kondisi tersebut, Dewan Komisaris In this regard, the Board of Commissioners is of the view that
berpandangan bahwa dukungan kebijakan Pemerintah menjadi government policy support is a key factor in strengthening the
faktor penting dalam memperkuat daya saing industri baja competitiveness of the national steel industry. This includes,
nasional. Hal ini antara lain melalui penerapan kebijakan Bea among others, the implementation of Anti-Dumping Import
Masuk Anti-Dumping (BMAD) terhadap produk baja impor Duty (BMAD) policies on imported steel products sold below
yang dijual di bawah nilai wajar serta penguatan implementasi fair value, as well as stronger enforcement of product quality
standar mutu baja sesuai Standar Nasional Indonesia (SNI). Di standards in accordance with Indonesian National Standards
saat yang sama, Perseroan diharapkan terus mempercepat (SNI). At the same time, the Company is expected to continue
langkah perbaikan kinerja melalui optimalisasi fasilitas produksi, accelerating its performance improvement efforts through the
peningkatan efisiensi operasional, penyelesaian program optimization of production facilities, increased operational
restrukturisasi utang, serta penguatan penjualan dan hilirisasi efficiency, completion of the debt restructuring program, and
produk dengan memanfaatkan peluang dari proyek-proyek the strengthening of sales and downstream steel products by
strategis nasional. leveraging opportunities arising from national strategic projects.
PENILAIAN ATAS KINERJA DIREKSI ASSESSMENT OF THE PERFORMANCE OF THE
BOARD OF DIRECTORS
Dewan Komisaris menilai bahwa capaian kinerja Perseroan pada The Board of Commissioners assesses that the Company’s
tahun 2025 masih belum sepenuhnya memenuhi target yang performance achievements in 2025 had not yet fully met the
ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan targets set out in the Company’s Work Plan and Budget (RKAP) as
(RKAP) maupun Key Performance Indicator (KPI) yang ditetapkan well as the Key Performance Indicators (KPI) determined by the
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oleh Kementerian BUMN. Secara keseluruhan, tingkat pencapaian Ministry of State-Owned Enterprises. Overall, the Company’s KPI
KPI Perseroan tercatat sebesar 61,36%, yang dipengaruhi oleh achievement level was recorded at 61.36%, influenced by various
berbagai tantangan eksternal maupun internal yang dihadapi external and internal challenges encountered throughout the
sepanjang tahun berjalan. Kondisi perekonomian global yang year. Global economic conditions that had not yet fully stabilized,
belum sepenuhnya stabil, dinamika perdagangan internasional, dynamics in international trade, as well as fluctuations in prices
serta fluktuasi harga dan permintaan di industri baja nasional and demand in the national steel industry, all contributed
turut memberikan tekanan terhadap kinerja usaha Perseroan. pressure to the Company’s business performance.
Dari sisi operasional, aktivitas produksi dan penjualan Perseroan From an operational perspective, the Company’s production and
pada tahun 2025 menunjukkan perbaikan dibandingkan tahun sales activities in 2025 showed improvement compared with the
sebelumnya. Perseroan membukukan volume produksi baja previous year. The Company recorded steel production volume
sebesar 963.118 ton, meningkat signifikan dari 569.096 ton of 963,118 tons, a significant increase from 569,096 tons in 2024,
pada tahun 2024, sementara volume penjualan mencapai while sales volume reached 944,562 tons, higher than 732,108
944.562 ton, lebih tinggi dibandingkan 732.108 ton pada tahun tons in the previous year. This increase in activity also drove
sebelumnya. Peningkatan aktivitas tersebut turut mendorong production capacity utilization up to 23.38%, compared with
kenaikan tingkat utilisasi kapasitas produksi menjadi 23,38%, 13.81% in 2024, in line with the Company’s efforts to optimize
dibandingkan 13,81% pada tahun 2024, seiring dengan upaya production facilities and expand market penetration.
optimalisasi fasilitas produksi serta peningkatan penetrasi pasar
yang dilakukan Perseroan.
Dari sisi kinerja keuangan, Perseroan mencatatkan pendapatan From a financial perspective, the Company recorded operating
usaha sekitar USD959,84 juta, atau sekitar 63% dari target revenue of approximately USD959.84 million, or around 63% of
RKAP sebesar USD1,52 miliar. Realisasi tersebut terutama the RKAP target of USD1.52 billion. This realization was primarily
dipengaruhi oleh rendahnya volume penjualan pada entitas induk affected by the low sales volume of the parent entity and the
serta penurunan harga jual domestik dengan rata-rata sekitar decline in domestic selling prices to an average of around
USD522 per ton, lebih rendah dibandingkan target RKAP sebesar USD522 per ton, lower than the RKAP target of USD614 per
USD614 per ton. Sejalan dengan kondisi tersebut, Perseroan ton. In line with these conditions, the Company recorded gross
mencatatkan laba bruto sebesar USD51 juta serta EBITDA negatif profit of USD51 million and negative EBITDA of approximately
sekitar USD60 juta, yang menunjukkan masih adanya tekanan USD60 million, indicating continued margin pressure in the steel
margin pada segmen usaha baja. business segment.
Di sisi lain, kinerja non-operasional Perseroan pada tahun 2025 On the other hand, the Company’s non-operational performance
menunjukkan perkembangan yang jauh lebih baik dibandingkan in 2025 showed far better development than in the previous
periode sebelumnya. Perseroan berhasil membukukan laba bersih period. The Company succeeded in recording net profit of
sebesar USD339,64 juta, terutama didorong oleh pengakuan USD339.64 million, mainly driven by the recognition of gains
keuntungan atas penyelesaian restrukturisasi utang dan haircut from debt restructuring settlement and haircut arrangements
kepada sejumlah kreditur sebagai bagian dari implementasi with a number of creditors as part of the implementation of the
Master Restructuring Agreement (MRA) 2024. Sejalan dengan 2024 Master Restructuring Agreement (MRA). In line with this
perkembangan tersebut, struktur permodalan Perseroan juga development, the Company’s capital structure also strengthened,
mengalami penguatan, dengan ekuitas meningkat menjadi with equity increasing to USD725.51 million and improvement in
USD725,51 juta serta perbaikan rasio utang terhadap ekuitas. the debt-to-equity ratio. The Company also recorded cash and
Perseroan juga mencatatkan posisi kas dan setara kas sebesar cash equivalents of USD66 million at year-end.
USD66 juta pada akhir tahun buku.
Dewan Komisaris mengapresiasi kerja keras Direksi dan seluruh The Board of Commissioners appreciates the hard work of the
jajaran Perseroan dalam menjalani proses restrukturisasi Board of Directors and all levels of the Company in undergoing
yang menuntut disiplin manajerial, konsistensi kebijakan, a restructuring process that required managerial discipline,
serta koordinasi yang intensif dengan berbagai pemangku policy consistency, and intensive coordination with various
kepentingan. Di tengah tantangan industri baja global dan stakeholders. Amid challenges in the global steel industry and
keterbatasan operasional yang masih dihadapi, Direksi dinilai the operational limitations still faced, the Board of Directors
mampu menjaga kesinambungan operasional Perseroan serta was considered capable of maintaining the continuity of the
menyelesaikan proses haircut atas restrukturisasi utang yang Company’s operations and completing the haircut process
menjadi bagian penting dari program penyehatan Perseroan. on restructured debt, which formed an important part of the
Company’s recovery program.
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Dalam konteks tersebut, Dewan Komisaris menilai bahwa In this context, the Board of Commissioners is of the view
keberhasilan Perseroan memperoleh dukungan pendanaan dari that the Company’s success in obtaining funding support
pemegang saham melalui PT Danantara Asset Management from shareholders through PT Danantara Asset Management
merupakan langkah strategis dalam memperkuat likuiditas constituted a strategic step in strengthening the Company’s
serta struktur permodalan Perseroan. Dukungan dalam bentuk liquidity and capital structure. This support in the form of a
pinjaman pemegang saham (shareholder loan) ini memberikan shareholder loan provided greater room for the Company to
ruang yang lebih memadai bagi Perseroan untuk melanjutkan continue its business transformation process and maintain
proses transformasi usaha dan menjaga stabilitas operasional. operational stability.
Ke depan, Dewan Komisaris berharap Direksi dapat terus Going forward, the Board of Commissioners expects the Board of
meningkatkan kinerja operasional dan keuangan Perseroan Directors to continue improving the Company’s operational and
melalui penguatan efisiensi, optimalisasi pemanfaatan fasilitas financial performance through stronger efficiency measures,
produksi, serta peningkatan daya saing produk baja nasional. optimized utilization of production facilities, and enhanced
Dewan Komisaris juga memandang bahwa tren perbaikan yang competitiveness of national steel products. The Board of
mulai terlihat pada tahun 2025 perlu dijaga secara konsisten Commissioners also considers that the improvement trend that
agar Perseroan dapat melanjutkan proses pemulihan kinerja began to emerge in 2025 needs to be maintained consistently
dan kembali mencatat pertumbuhan yang lebih sehat dan so that the Company can continue its performance recovery
berkelanjutan pada periode mendatang. process and return to healthier and more sustainable growth in
the coming period.
PENGAWASAN DALAM PERUMUSAN DAN SUPERVISION OVER THE FORMULATION AND
IMPLEMENTASI STRATEGI PERUSAHAAN IMPLEMENTATION OF CORPORATE STRATEGY
Dalam menjalankan fungsi pengawasan dan pemberian nasihat In carrying out its supervisory and advisory functions toward
kepada Direksi, Dewan Komisaris secara aktif mendorong Direksi the Board of Directors, the Board of Commissioners actively
untuk memperkuat disiplin pelaksanaan strategi transformasi encouraged the Board of Directors to strengthen discipline
serta memastikan konsistensi implementasi berbagai program in implementing the transformation strategy and to ensure
perbaikan kinerja. Dalam proses penyusunan RKAP 2025, Dewan consistency in carrying out various performance improvement
Komisaris memberikan berbagai nasihat dan rekomendasi agar programs. In the process of preparing the 2025 RKAP,
Direksi berfokus pada pencapaian seluruh pilar dan parameter the Board of Commissioners provided various advice and
KPI Perseroan. Dewan Komisaris juga menekankan pentingnya recommendations so that the Board of Directors would focus on
sinergi antara KS induk dan seluruh entitas dalam kelompok achieving all pillars and parameters of the Company’s KPI. The
usaha guna mendukung pencapaian target RKAP secara Board of Commissioners also emphasized the importance of
terintegrasi. synergy between the parent company KS and all entities within
the business group to support the integrated achievement of
RKAP targets.
Pelaksanaan fungsi pengawasan tersebut dilakukan melalui forum The implementation of this supervisory function was carried out
rapat Dewan Komisaris maupun rapat gabungan dengan Direksi through meetings of the Board of Commissioners as well as joint
yang secara berkala membahas berbagai isu strategis Perseroan. meetings with the Board of Directors, which regularly discussed
Pada tahun 2025, Dewan Komisaris menyelenggarakan 10 rapat various strategic issues of the Company. In 2025, the Board of
internal serta 11 rapat gabungan dengan Direksi yang antara lain Commissioners held 10 internal meetings and 11 joint meetings
membahas perkembangan restrukturisasi utang, pemulihan with the Board of Directors, which among others discussed the
dan optimalisasi fasilitas produksi HSM, program efisiensi progress of debt restructuring, recovery and optimization of
di lingkungan PT Krakatau Steel Group, evaluasi kinerja dan HSM production facilities, efficiency programs within the PT
sinergi joint venture, serta berbagai dinamika industri baja yang Krakatau Steel Group, evaluation of joint venture performance
berpotensi mempengaruhi kinerja Perseroan. and synergy, and various developments in the steel industry that
could affect the Company’s performance.
Selain melalui forum rapat, Dewan Komisaris juga menjalankan In addition to meetings, the Board of Commissioners also carried
fungsi pengawasan dan penasihatan melalui penerbitan berbagai out its supervisory and advisory function through the issuance
persetujuan, tanggapan, dan rekomendasi kepada Direksi dan of various approvals, responses, and recommendations to the
Pemegang Saham atas isu strategis Perseroan. Sepanjang Board of Directors and Shareholders on strategic issues of the
tahun 2025, Dewan Komisaris menerbitkan 50 surat Dewan Company. Throughout 2025, the Board of Commissioners issued
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Komisaris serta melakukan 8 kunjungan kerja guna memperoleh 50 Board of Commissioners’ letters and conducted 8 working
pemahaman yang lebih komprehensif mengenai kondisi visits to obtain a more comprehensive understanding of the
operasional Perseroan, perkembangan proyek, serta berbagai Company’s operational conditions, project developments, and
tantangan yang dihadapi di lapangan. various challenges faced in the field.
Dalam konteks transformasi dan penyehatan Perseroan, Dewan In the context of the Company’s transformation and recovery,
Komisaris juga memberikan dukungan dan pengawasan yang the Board of Commissioners also provided intensive support
intensif terhadap proses perolehan pendanaan dari pemegang and oversight over the process of obtaining funding from
saham melalui PT Danantara Asset Management sebagai bagian shareholders through PT Danantara Asset Management as part of
dari upaya penguatan struktur permodalan Perseroan. Dewan efforts to strengthen the Company’s capital structure. The Board
Komisaris memandang bahwa berbagai langkah tersebut of Commissioners views these measures as part of a joint effort
merupakan bagian dari upaya bersama untuk memastikan to ensure the sustainability of the Company’s transformation and
keberlanjutan transformasi Perseroan serta memperkuat to strengthen the foundation for more sustainable performance
fondasi bagi peningkatan kinerja yang lebih berkelanjutan pada improvement in the coming period.
periode mendatang.
PANDANGAN ATAS PROSPEK USAHA YANG VIEWS ON THE BUSINESS PROSPECTS PREPARED
DISUSUN DIREKSI BY THE BOARD OF DIRECTORS
Dewan Komisaris memandang bahwa prospek usaha Perseroan The Board of Commissioners views that the Company’s future
ke depan masih akan dipengaruhi oleh dinamika perekonomian business prospects will still be influenced by global economic
global yang belum sepenuhnya stabil. Berdasarkan proyeksi Bank dynamics that have not yet fully stabilized. Based on Bank
Indonesia, pertumbuhan ekonomi dunia diperkirakan melambat Indonesia’s projections, global economic growth is expected
dari sekitar 3,3% pada tahun 2024 menjadi sekitar 3,0% to slow from around 3.3% in 2024 to around 3.0% in 2025 and
pada tahun 2025 dan 2026. Perlambatan tersebut berpotensi 2026. This slowdown may affect global trade activity and the
mempengaruhi aktivitas perdagangan global dan kinerja performance of Indonesia’s key trading partners, such as the
negara-negara mitra dagang utama Indonesia, seperti Amerika United States, China, Europe, and Japan, which in turn may place
Serikat, Tiongkok, Eropa, dan Jepang, yang pada akhirnya dapat pressure on national export performance.
memberikan tekanan terhadap kinerja ekspor nasional.
Di sisi domestik, Pemerintah menargetkan pertumbuhan ekonomi On the domestic side, the Government is targeting Indonesia’s
Indonesia sekitar 5,4% pada tahun 2026 sebagai upaya menjaga economic growth at around 5.4% in 2026 as part of efforts to
momentum pertumbuhan yang berkelanjutan. Komitmen maintain sustainable growth momentum. The Government’s
Pemerintah untuk menjaga stabilitas ekonomi, mendorong commitment to preserving economic stability, encouraging
investasi, serta memperkuat pembiayaan bagi sektor-sektor investment, and strengthening financing for priority sectors is
prioritas diharapkan dapat menjadi faktor penopang aktivitas expected to support national industrial activity, including the
industri nasional, termasuk industri baja. steel industry.
Dalam konteks industri baja, Dewan Komisaris menilai bahwa In the context of the steel industry, the Board of Commissioners
permintaan baja nasional menunjukkan tren pertumbuhan considers that domestic steel demand shows a positive long-
jangka panjang yang positif. Konsumsi baja nasional meningkat term growth trend. National steel consumption increased from
dari sekitar 15,1 juta ton pada tahun 2018 menjadi 17,6 juta ton around 15.1 million tons in 2018 to 17.6 million tons in 2023 and is
pada tahun 2023 dan diperkirakan akan terus meningkat seiring expected to continue increasing in line with the implementation
dengan pelaksanaan PSN 2025–2029. Program pembangunan of the 2025–2029 National Strategic Projects. Infrastructure
infrastruktur dan kawasan industri yang menjadi bagian dari and industrial estate development programs within the PSN are
PSN diperkirakan akan meningkatkan kebutuhan baja secara expected to significantly increase steel demand, particularly for
signifikan, khususnya untuk proyek konektivitas, pengembangan connectivity projects, industrial estate and special economic
kawasan industri dan kawasan ekonomi khusus, serta berbagai zone development, and various strategic projects that serve as
proyek strategis lain yang menjadi fondasi pertumbuhan sektor the foundation for the growth of the national manufacturing and
manufaktur dan logistik nasional. logistics sectors.
Memperhatikan dinamika tersebut, Dewan Komisaris menilai Taking these dynamics into account, the Board of Commissioners
bahwa arah strategi yang dirumuskan Direksi dalam RKAP 2026 assesses that the strategic direction formulated by the Board
telah mempertimbangkan secara memadai kondisi eksternal of Directors in the 2026 RKAP has adequately considered the
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dan internal Perseroan. Strategi Perseroan ke depan diarahkan Company’s external and internal conditions. The Company’s
pada optimalisasi operasi fasilitas eksisting, reaktivasi fasilitas future strategy is directed toward optimizing existing facilities,
produksi hulu, serta pengembangan sumber pertumbuhan reactivating upstream production facilities, and developing new
baru melalui hilirisasi produk baja dan pengembangan kawasan growth drivers through downstream steel products and industrial
industri. estate development.
Penyusunan RKAP 2026 juga tidak terlepas dari perkembangan The preparation of the 2026 RKAP is also closely linked to
kinerja Perseroan pada tahun 2025 serta keberlanjutan program the Company’s 2025 performance developments and the
restrukturisasi utang dalam kerangka MRA 2024 yang telah continuation of the debt restructuring program under the 2024
efektif pada tahun 2025. Dengan selesainya masa pemulihan MRA, which became effective in 2025. With the completion of the
fasilitas HSM, dukungan modal kerja yang lebih memadai, serta HSM recovery period, more adequate working capital support,
penurunan beban bunga dari utang restrukturisasi, Perseroan and lower interest expenses on restructured debt, the Company
memiliki landasan yang lebih kuat untuk melakukan perbaikan now has a stronger foundation to improve performance and
kinerja serta penataan model bisnis yang lebih efisien dan reshape its business model toward greater efficiency and long-
berkelanjutan. term sustainability.
Dalam jangka pendek, Direksi menetapkan sejumlah sasaran In the short term, the Board of Directors has set several key
utama yang meliputi peningkatan arus kas dan kinerja keuangan objectives, including improving the Company’s cash flow and
Perseroan, pemenuhan kewajiban pembayaran bunga dan financial performance, meeting interest payment obligations
kewajiban restrukturisasi, peningkatan kontribusi anak and restructuring commitments, increasing the contribution of
perusahaan dan entitas afiliasi terhadap kinerja konsolidasi, subsidiaries and affiliated entities to consolidated performance,
serta penguatan kualitas sumber daya manusia yang profesional and strengthening the quality of professional and competitive
dan berdaya saing. human resources.
Untuk mendukung pencapaian sasaran tersebut, Perseroan To support the achievement of these objectives, the Company
menerapkan strategi “Optimization” yang antara lain mencakup has adopted an “Optimization” strategy, which includes product
penataan portofolio produk, perbaikan model bisnis, peningkatan portfolio restructuring, business model improvement, greater
efisiensi biaya operasional, optimalisasi pengadaan bahan operating cost efficiency, optimized raw material procurement,
baku, penguatan kinerja anak perusahaan dan entitas afiliasi, stronger performance of subsidiaries and affiliated entities,
optimalisasi pemanfaatan aset non-produktif, pengembangan optimization of non-productive assets, downstream steel
hilirisasi produk baja, serta penguatan sinergi antar entitas product development, and stronger synergy among entities
dalam kelompok usaha. within the business group.
Dewan Komisaris menilai bahwa RKAP 2026 telah disusun The Board of Commissioners assesses that the 2026 RKAP has
dengan mempertimbangkan secara seimbang antara peluang been prepared by balancing growth opportunities with the various
pertumbuhan usaha dan berbagai tantangan yang masih challenges still faced by the Company. Going forward, the Board
dihadapi Perseroan. Ke depan, Dewan Komisaris akan terus of Commissioners will continue to monitor the implementation
memantau implementasi strategi dan pencapaian target RKAP of strategy and the achievement of RKAP targets periodically
secara berkala serta memberikan arahan dan rekomendasi yang and will provide the necessary direction and recommendations
diperlukan guna memastikan bahwa seluruh inisiatif perbaikan to ensure that all performance improvement and transformation
kinerja dan transformasi Perseroan dapat berjalan secara initiatives can be carried out consistently, with discipline, and
konsisten, disiplin, dan memberikan hasil yang berkelanjutan. deliver sustainable results.
PANDANGAN ATAS PENERAPAN TATA KELOLA VIEWS ON THE IMPLEMENTATION OF CORPORATE
PERUSAHAAN GOVERNANCE
Dewan Komisaris senantiasa mendorong penerapan tata kelola The Board of Commissioners consistently encourages the
perusahaan yang baik (Good Corporate Governance/GCG) di implementation of Good Corporate Governance (GCG) within the
lingkungan Perseroan melalui sistem manajemen yang efektif serta Company through an effective management system supported
didukung oleh mekanisme pengawasan, evaluasi, dan perbaikan by ongoing monitoring, evaluation, and continuous improvement
yang berkelanjutan. Dewan Komisaris berpandangan bahwa mechanisms. The Board of Commissioners is of the view that GCG
praktik GCG di Perseroan terus menunjukkan perkembangan practices within the Company have continued to show positive
yang positif dari tahun ke tahun seiring dengan upaya manajemen progress from year to year, in line with management’s efforts to
untuk memperkuat transparansi, akuntabilitas, serta kepatuhan strengthen transparency, accountability, and compliance with
terhadap peraturan perundang-undangan yang berlaku. prevailing laws and regulations.
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Pada tahun 2025, Perseroan melaksanakan assessment penerapan In 2025, the Company conducted an assessment of GCG
GCG untuk periode tahun buku 2024 dengan mengacu pada implementation for the 2024 financial year by referring to the 2021
Pedoman Umum Governansi Korporat Indonesia (PUG-KI) Tahun Indonesian Corporate Governance Code (PUG-KI), carried out by an
2021 yang dilakukan oleh Assessor Independen. Penilaian tersebut Independent Assessor. The assessment covered the implementation
mencakup implementasi delapan prinsip utama governansi of the eight core principles of corporate governance that serve as
korporat yang menjadi acuan dalam pengelolaan perusahaan. the reference framework for managing the Company.
Berdasarkan hasil assessment tersebut, Perseroan memperoleh Based on the assessment results, the Company obtained a score
skor sebesar 92,50, yang menempatkan penerapan GCG of 92.50, placing its GCG implementation in the “Very Good”
Perseroan pada kategori “Sangat Baik”. Secara umum, Perseroan category. In general, the Company has implemented 74 of the
telah mengimplementasikan 74 dari 81 rekomendasi yang 81 recommendations contained in the eight PUG-KI principles.
terdapat dalam delapan prinsip PUG-KI. Dewan Komisaris The Board of Commissioners considers this achievement to
memandang capaian ini menunjukkan komitmen Perseroan demonstrate the Company’s commitment in strengthening
dalam memperkuat praktik tata kelola yang transparan, transparent, accountable, and sustainable governance practices.
akuntabel, dan berkelanjutan.
Meskipun demikian, Dewan Komisaris juga mencermati beberapa Nevertheless, the Board of Commissioners also observed
aspek yang masih dapat terus ditingkatkan untuk memperkuat several aspects that can still be further improved to strengthen
kualitas penerapan GCG di Perseroan. Beberapa area yang the quality of GCG implementation within the Company. Areas
menjadi perhatian antara lain penguatan peran dan tanggung that require continued attention include strengthening the
jawab Direksi dan Dewan Komisaris melalui peninjauan berkala roles and responsibilities of the Board of Directors and the
terhadap Board Manual, peningkatan kualitas pengungkapan Board of Commissioners through periodic reviews of the
informasi dan transparansi, penerapan GCG pada situs web Board Manual, improving the quality of information disclosure
Perseroan, serta penguatan perlindungan terhadap hak-hak and transparency, strengthening the implementation of GCG
pemegang saham berupa penyampaian informasi yang lebih through the Company’s website, and enhancing the protection
lengkap dan tepat waktu terkait penyelenggaraan Rapat Umum of shareholders’ rights through more comprehensive and timely
Pemegang Saham (RUPS). disclosure of information related to the convening of the General
Meeting of Shareholders (GMS).
Dewan Komisaris memandang bahwa penerapan tata kelola The Board of Commissioners views that good corporate
perusahaan yang baik tidak hanya diwujudkan melalui governance is not only reflected through compliance with
pemenuhan prinsip, pedoman, dan ketentuan yang berlaku, applicable principles, guidelines, and regulations, but also
tetapi juga melalui pembentukan budaya tata kelola (governance through the establishment of a strong governance culture
culture) yang kuat di seluruh jenjang organisasi. Oleh karena itu, at all levels of the organization. Accordingly, the Board of
Dewan Komisaris terus mendorong Direksi untuk memastikan Commissioners continues to encourage the Board of Directors to
bahwa nilai-nilai integritas, akuntabilitas, transparansi, serta ensure that the values of integrity, accountability, transparency,
pengelolaan risiko yang prudent menjadi bagian integral dari and prudent risk management become an integral part of
proses pengambilan keputusan dan praktik bisnis sehari-hari decision-making processes and day-to-day business practices
di lingkungan Perseroan. Dewan Komisaris juga menilai bahwa within the Company. The Board of Commissioners also believes
penguatan praktik tata kelola perusahaan merupakan fondasi that strengthening corporate governance practices is an
penting dalam mendukung keberlanjutan agenda transformasi essential foundation for supporting the sustainability of the
dan penyehatan Perseroan yang tengah dijalankan. Company’s ongoing transformation and recovery agenda.
PANDANGAN ATAS EFEKTIVITAS SISTEM VIEWS ON THE EFFECTIVENESS OF RISK
MANAJEMEN RISIKO DAN PENGENDALIAN MANAGEMENT AND INTERNAL CONTROL
INTERNAL SYSTEMS
Dewan Komisaris juga menilai bahwa Perseroan telah berupaya The Board of Commissioners also considers that the Company
memperkuat penerapan sistem manajemen risiko dan has made efforts to strengthen the implementation of its risk
pengendalian internal melalui mekanisme pemantauan yang management and internal control systems through periodic
dilakukan secara berkala baik di tingkat induk perusahaan monitoring mechanisms at both the parent company and
maupun anak perusahaan. Implementasi tersebut antara lain subsidiary levels. Such implementation is reflected, among
tercermin dalam penyusunan Laporan Tata Kelola Terintegrasi others, in the preparation of the Integrated Governance Report
yang disampaikan secara triwulanan sebagai bagian dari upaya submitted on a quarterly basis as part of efforts to ensure
untuk memastikan konsistensi penerapan prinsip tata kelola, consistency in the application of governance, risk management,
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manajemen risiko, dan pengendalian internal di seluruh entitas and internal control principles throughout all entities within the
dalam kelompok usaha Perseroan. Company’s business group.
Atas laporan yang disampaikan Direksi tersebut, Dewan Based on the reports submitted by the Board of Directors,
Komisaris baik secara langsung maupun melalui komite-komite the Board of Commissioners, whether directly or through its
di bawah Dewan Komisaris secara aktif melakukan pengawasan supporting committees, actively supervises the effectiveness
terhadap efektivitas implementasi manajemen risiko dan of risk management and internal control implementation.
pengendalian internal. Dewan Komisaris juga memberikan The Board of Commissioners also provides the direction and
arahan serta rekomendasi yang diperlukan guna memastikan recommendations necessary to ensure that the systems in
bahwa sistem yang diterapkan mampu mendukung pengelolaan place are able to support business risk management in a more
risiko usaha secara lebih terstruktur, terukur, dan terintegrasi. structured, measurable, and integrated manner.
Dewan Komisaris memandang bahwa koordinasi dan kolaborasi The Board of Commissioners views that coordination and
antara Perseroan sebagai induk perusahaan dengan seluruh collaboration between the Company as the parent and all
anak perusahaan dalam penerapan manajemen risiko dan subsidiaries in implementing risk management and internal
pengendalian internal perlu terus diperkuat. Dengan sinergi control systems need to be further strengthened. With such
tersebut, Dewan Komisaris meyakini bahwa sistem manajemen synergy, the Board of Commissioners believes that the risk
risiko dan pengendalian internal yang telah berjalan saat ini dapat management and internal control systems currently in place
semakin efektif dalam mendukung pengelolaan usaha Perseroan can become even more effective in supporting the prudent and
secara prudent dan berkelanjutan. sustainable management of the Company’s business.
PENILAIAN ATAS KINERJA KOMITE DEWAN ASSESSMENT OF THE PERFORMANCE OF THE
KOMISARIS BOARD OF COMMISSIONERS’ COMMITTEES
Untuk mendukung pelaksanaan tugas dan fungsi pengawasan, To support the implementation of its supervisory duties and
Dewan Komisaris memiliki Komite Audit, Komite Nominasi functions, the Board of Commissioners is supported by the Audit
dan Remunerasi, serta Komite Pengembangan Usaha dan Committee, the Nomination and Remuneration Committee, and
Pemantau Manajemen Risiko (PU & PMR). Ketiga komite tersebut the Business Development and Risk Management Oversight
dibentuk untuk membantu Dewan Komisaris dalam melakukan Committee (PU & PMR). These three committees were
pendalaman atas berbagai isu strategis Perseroan, memberikan established to assist the Board of Commissioners in carrying out
telaah yang komprehensif, serta menyampaikan rekomendasi in-depth reviews of the Company’s strategic issues, providing
kepada Dewan Komisaris sebagai bahan pertimbangan dalam comprehensive analysis, and submitting recommendations to
pengambilan keputusan. the Board of Commissioners as a basis for decision-making.
Sepanjang tahun 2025, Dewan Komisaris menilai bahwa komite- Throughout 2025, the Board of Commissioners assessed
komite di bawah Dewan Komisaris telah menjalankan fungsi dan that the committees under its oversight had carried out their
tanggung jawabnya secara efektif sesuai dengan piagam komite functions and responsibilities effectively in accordance with
masing-masing serta memberikan dukungan yang signifikan their respective charters and had provided significant support in
bagi Dewan Komisaris dalam menjalankan fungsi pengawasan enabling the Board of Commissioners to perform its supervisory
dan pemberian nasihat kepada Direksi. Melalui berbagai rapat, and advisory functions toward the Board of Directors. Through
pembahasan, dan telaah atas isu-isu strategis Perseroan, various meetings, discussions, and reviews of the Company’s
komite-komite tersebut memberikan dukungan yang penting strategic issues, these committees provided important support
bagi Dewan Komisaris dalam menjalankan fungsi pengawasan to the Board of Commissioners in carrying out its supervisory
dan pemberian nasihat kepada Direksi. and advisory roles.
Komite Audit secara aktif melaksanakan fungsi pengawasan The Audit Committee actively performed its oversight function
terhadap proses pelaporan keuangan, efektivitas sistem over the financial reporting process, the effectiveness of
pengendalian internal, pelaksanaan audit internal maupun audit the internal control system, the implementation of internal
eksternal, pelaporan kinerja Perseroan, kegiatan operasional and external audits, the Company’s performance reporting,
Perseroan, penunjukan Kantor Akuntan Publik untuk audit operational activities, the appointment of the Public Accounting
laporan keuangan, dan pembahasan rencana aksi korporasi, Firm for the audit of the financial statements, the discussion
serta kepatuhan terhadap peraturan yang berlaku. Sepanjang of corporate action plans, as well as compliance with
tahun 2025, Komite Audit menyelenggarakan 62 rapat yang applicable regulations. Throughout 2025, the Audit Committee
membahas berbagai hal dalam fungsi pengawasan sebagaimana held 62 meetings to discuss various matters related to the
tersebut di atas. aforementioned oversight functions.
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Komite Nominasi dan Remunerasi berperan dalam memastikan The Nomination and Remuneration Committee contributes to
bahwa kebijakan pengelolaan sumber daya manusia pada tingkat ensuring that human capital management policies at the level of the
Direksi dan Dewan Komisaris dilaksanakan secara objektif, Board of Directors and the Board of Commissioners are implemented
transparan, dan selaras dengan kebutuhan strategis Perseroan. objectively, transparently, and in alignment with the Company’s
Komite ini juga melakukan evaluasi terhadap kinerja Direksi strategic needs. The Committee also evaluates the performance
serta memberikan rekomendasi terkait kebijakan nominasi of the Board of Directors and provides recommendations
dan remunerasi guna mendukung penerapan tata kelola regarding nomination and remuneration policies to support the
perusahaan yang baik. Sepanjang tahun 2025, Komite Nominasi implementation of good corporate governance. Throughout 2025,
dan Remunerasi menyelenggarakan 23 rapat untuk membahas the Nomination and Remuneration Committee held 23 meetings to
berbagai agenda terkait fungsi tersebut. discuss various matters related to these functions.
Sementara itu, Komite PU & PMR menjalankan peran penting Meanwhile, the PU & PMR Committee played an important role
dalam melakukan pendalaman terhadap berbagai inisiatif in reviewing the Company’s strategic initiatives and business
strategis Perseroan serta aspek pengelolaan risiko usaha. risk management aspects. Throughout 2025, the PU & PMR
Sepanjang tahun 2025, Komite PU & PMR menyelenggarakan 55 Committee held 55 meetings discussing various strategic
rapat yang membahas berbagai isu strategis antara lain evaluasi matters, including the evaluation of joint venture performance
kinerja dan roadmap joint venture, restrukturisasi utang, and roadmaps, debt restructuring, Group efficiency programs,
program efisiensi Grup, rencana aksi korporasi, serta penguatan corporate action plans, and the strengthening of risk
implementasi manajemen risiko di lingkungan Perseroan. management implementation within the Company.
Berdasarkan evaluasi yang dilakukan, Dewan Komisaris menilai Based on the evaluation conducted, the Board of Commissioners
bahwa seluruh komite telah menjalankan fungsi dan perannya considers that all committees have effectively carried out their
secara efektif dalam memberikan dukungan analisis, telaah, functions and roles in providing analytical support, reviews, and
serta rekomendasi kepada Dewan Komisaris. Kontribusi komite- recommendations to the Board of Commissioners. The contribution
komite tersebut menjadi bagian penting dalam memperkuat of these committees forms an important part of strengthening the
kualitas pengawasan Dewan Komisaris, khususnya dalam quality of the Board of Commissioners’ oversight, particularly in
mengawal agenda restrukturisasi, penguatan tata kelola, serta overseeing the restructuring agenda, strengthening governance,
upaya perbaikan kinerja Perseroan. and supporting efforts to improve the Company’s performance.
Dewan Komisaris berpandangan bahwa keberadaan dan kinerja The Board of Commissioners believes that the existence
komite-komite di bawah Dewan Komisaris telah memberikan and performance of the committees under the Board of
dukungan yang signifikan dalam meningkatkan kualitas fungsi Commissioners have made a significant contribution toward
pengawasan dan pemberian nasihat kepada Direksi. Ke depan, improving the quality of its supervisory and advisory functions
Dewan Komisaris akan terus mendorong penguatan peran to the Board of Directors. Going forward, the Board of
komite-komite tersebut agar mampu memberikan analisis yang Commissioners will continue to encourage the strengthening
semakin mendalam, independen, dan bernilai tambah dalam of these committees’ roles so that they may provide deeper,
mengawal implementasi strategi, pengelolaan risiko, serta more independent, and value-added analysis in overseeing
penguatan tata kelola perusahaan secara berkelanjutan. the implementation of strategy, risk management, and the
strengthening of corporate governance on a sustainable basis.
PERUBAHAN KOMPOSISI DEWAN KOMISARIS CHANGES IN THE COMPOSITION OF THE BOARD
OF COMMISSIONERS
Pada tahun 2025 terjadi perubahan komposisi Dewan Komisaris In 2025, there was a change in the composition of the Company’s
Perseroan berdasarkan keputusan RUPS Tahunan Tahun Buku Board of Commissioners based on the resolution of the Annual
2024 yang diselenggarakan pada 25 Juni 2025. Dalam keputusan GMS for Financial Year 2024, held on June 25, 2025. Under
Mata Acara V RUPS Tahunan tersebut, Pemegang Saham Agenda Item V of the Annual GMS, the Shareholders resolved to
memutuskan untuk memberhentikan dengan hormat beberapa honorably dismiss several members of the Board of Directors and
anggota Direksi dan Dewan Komisaris Perseroan terhitung the Board of Commissioners effective as of the closing of the
sejak ditutupnya RUPS, dengan menyampaikan terima kasih Meeting, while expressing appreciation for their contributions
atas kontribusi dan pengabdian yang telah diberikan selama and dedication during their tenure with the Company.
menjalankan tugas di Perseroan.
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Sehubungan dengan keputusan tersebut, Pemegang Saham Pursuant to that resolution, the Shareholders honorably
memberhentikan dengan hormat Suhanto dari jabatan Komisaris dismissed Suhanto from his position as President Commissioner,
Utama, David Pajung dan Isfan Fajar Satryo dari jabatan David Pajung and Isfan Fajar Satryo from their positions as
Komisaris Independen, serta I Gusti Putu Suryawirawan dan Independent Commissioners, and I Gusti Putu Suryawirawan and
Yudha Mediawan dari jabatan Komisaris Perseroan. Pada saat Yudha Mediawan from their positions as Commissioners of the
yang sama, RUPS Tahunan juga menetapkan pengangkatan Company. At the same time, the Annual GMS appointed Hendro
Hendro Martowardojo sebagai Komisaris Utama, David Pajung Martowardojo as President Commissioner, David Pajung as
sebagai Komisaris Independen, serta Setia Diarta dan Adityo Independent Commissioner, and Setia Diarta and Adityo Haryo
Haryo Bimo sebagai Komisaris Perseroan. Bimo as Commissioners of the Company.
Dengan perubahan tersebut, susunan Dewan Komisaris Accordingly, the composition of the Company’s Board of
Perseroan per 25 Juni 2025 adalah sebagai berikut: Commissioners as of June 25, 2025, was as follows:
Nama Jabatan Periode Jabatan
Name Position Term of Office
Hendro Martowardojo Komisaris Utama | President Commissioner 2025 - 2030
David Pajung Komisaris Independen | Independent Commissioner 2025 - 2030
Willgo Zainar Komisaris Independen | Independent Commissioner 2024 - 2029
Setia Diarta Komisaris | Commissioner 2025 - 2030
Adityo Haryo Bimo Komisaris | Commissioner 2025 - 2030
APRESIASI APPRECIATION
Dewan Komisaris menyampaikan apresiasi kepada Direksi, jajaran The Board of Commissioners extends its appreciation to the
manajemen, serta seluruh insan Perseroan beserta entitas anak Board of Directors, management, and all personnel of the
dan entitas asosiasi atas dedikasi, kerja keras, dan komitmen Company together with its subsidiaries and associated entities
yang telah ditunjukkan sepanjang tahun 2025 dalam menghadapi for the dedication, hard work, and commitment demonstrated
berbagai tantangan dan menjalankan agenda perbaikan serta throughout 2025 in facing various challenges and in carrying out
transformasi Perseroan. Dewan Komisaris berharap Perseroan the Company’s improvement and transformation agenda. The
dapat terus memperkuat fondasi usaha, meningkatkan kinerja Board of Commissioners hopes that the Company will continue
secara berkelanjutan, serta memberikan nilai tambah yang to strengthen its business fundamentals, improve performance
optimal bagi para pemegang saham, karyawan, pelanggan, mitra on a sustainable basis, and create optimal added value for
usaha, dan seluruh pemangku kepentingan. Semoga Tuhan Yang shareholders, employees, customers, business partners, and all
Maha Esa senantiasa memberikan bimbingan dan keberkahan stakeholders. May Almighty God continue to bestow guidance
bagi setiap langkah dan upaya Perseroan dalam mewujudkan and blessings upon every step and effort of the Company in
pertumbuhan yang berkelanjutan di masa mendatang. realizing sustainable growth in the years ahead.
Jakarta, 10 April 2026
Atas nama Dewan Komisaris, Komisaris Utama
On behalf of the Board of Commissioners, President Commissioner
Hendro Martowardojo
Komisaris Utama
President Commissioner
PT Krakatau Steel Tbk
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DEWAN KOMISARIS
Board of Commissioners
HENDRO MARTOWARDOJO WILLGO ZAINAR
Komisaris Utama Komisaris Independen
President Commissioner Independent Commissioner
SETIA DIARTA ADITYO HARYO BIMO DAVID PAJUNG
Komisaris Komisaris Komisaris Independen
Commissioner Commissioner Independent Commissioner
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LAPORAN DIREKSI
Board of Directors Report
Dr. MUHAMAD AKBAR
Direktur Utama
President Director
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“TAHUN 2025 MENJADI MOMENTUM PENTING BAGI PERSEROAN
DALAM MEMPERKUAT FONDASI OPERASIONAL DAN KEUANGAN
MELALUI PEMULIHAN FASILITAS PRODUKSI STRATEGIS,
RESTRUKTURISASI KEUANGAN, SERTA TRANSFORMASI BISNIS
UNTUK MENINGKATKAN DAYA SAING DAN KEBERLANJUTAN
USAHA.”
“The year 2025 marked an important milestone for the Company in
strengthening its operational and financial foundations through the
recovery of strategic production facilities, financial restructuring, and
business transformation aimed at enhancing competitiveness and long-
term sustainability.”
Para Pemegang Saham dan pemangku kepentingan yang
terhormat,
Dear Shareholders and Distinguished Stakeholders,
Direksi memanjatkan puji syukur ke hadirat Tuhan Yang The Board of Directors expresses its gratitude to Almighty God
Maha Esa karena PT Krakatau Steel (Persero) Tbk dapat that PT Krakatau Steel (Persero) Tbk was able to navigate 2025
melalui tahun 2025 dengan berbagai langkah pemulihan through various operational recovery initiatives and performance
operasional dan penguatan kinerja. Tahun ini menjadi momentum improvement efforts. This year marked an important milestone
penting bagi Perseroan untuk melanjutkan transformasi bisnis for the Company as it continued its business transformation
sekaligus memperkuat fondasi operasional dan keuangan. while strengthening its operational and financial foundations.
Mewakili Direksi, kami menyampaikan laporan mengenai On behalf of the Board of Directors, we hereby present the
perkembangan kinerja dan langkah strategis Perseroan untuk Company’s performance and strategic developments for the
tahun buku yang berakhir pada 31 Desember 2025. financial year ended 31 December 2025.
ANALISIS LINGKUNGAN EKSTERNAL ANALYSIS OF THE EXTERNAL ENVIRONMENT
Tahun 2025 ditandai dinamika tinggi pada industri baja global The year 2025 was characterized by heightened dynamics in
dan domestik yang dipengaruhi volatilitas pasar, perubahan both the global and domestic steel industries, driven by market
permintaan, serta meningkatnya persaingan perdagangan volatility, shifts in demand, and intensifying international trade
internasional. Dalam kondisi tersebut, Perseroan terus competition. In this environment, the Company continuously
memantau perkembangan lingkungan eksternal sebagai dasar monitored external developments as the basis for formulating
perumusan strategi bisnis yang adaptif. adaptive business strategies.
Dinamika Makroekonomi Macroeconomic Developments
Perekonomian global masih menghadapi ketidakpastian akibat The global economy continued to face uncertainty due to
dinamika geopolitik, perlambatan ekonomi di sejumlah negara geopolitical tensions, economic slowdown in several developed
maju, serta penyesuaian kebijakan moneter global. Kondisi ini countries, and adjustments in global monetary policies. These
turut memengaruhi kinerja sektor industri, termasuk industri conditions affected various industrial sectors, including the
baja yang sangat bergantung pada aktivitas pembangunan dan steel industry, which is highly dependent on construction and
investasi. investment activities.
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Di tengah kondisi global tersebut, perekonomian Indonesia Amid global uncertainty, Indonesia’s economy demonstrated
tetap menunjukkan ketahanan dengan pertumbuhan yang relatif resilience with relatively stable growth. Infrastructure
terjaga. Aktivitas pembangunan infrastruktur, konstruksi, serta development, construction activities, and the manufacturing
sektor manufaktur menjadi penggerak utama permintaan baja sector remained key drivers of domestic steel demand, supported
domestik, termasuk melalui berbagai proyek strategis nasional by various national strategic projects as well as expansion in the
serta ekspansi sektor properti dan industri. property and industrial sectors.
Bagi Perseroan, stabilitas pertumbuhan ekonomi domestik For the Company, the stability of domestic economic growth
menjadi faktor penting yang menopang permintaan baja remains a critical factor supporting national steel demand.
nasional. Namun demikian, Direksi tetap mencermati dampak Nevertheless, the Board of Directors continues to closely
dinamika ekonomi global terhadap perdagangan internasional, monitor the potential impact of global economic dynamics on
harga komoditas industri, serta struktur biaya produksi yang international trade, industrial commodity prices, and production
dapat memengaruhi kinerja industri baja. cost structures that may affect the steel industry.
Perkembangan Industri Baja Developments in the Steel Industry
Pada tahun 2025, industri baja global masih berada dalam In 2025, the global steel industry remained in a phase of
fase penyesuaian. Berdasarkan data World Steel Association adjustment. According to the World Steel Association
(worldsteel), permintaan baja dunia diperkirakan relatif stagnan (worldsteel), global steel demand was estimated to remain
pada kisaran 1,75 miliar ton dan diproyeksikan baru tumbuh relatively stagnant at around 1.75 billion tons and is projected to
moderat mulai tahun 2026. grow moderately starting in 2026.
Tiongkok sebagai produsen baja terbesar dunia mencatat China, the world’s largest steel producer, recorded a decline in
penurunan produksi menjadi sekitar 960,8 juta ton, yang production to approximately 960.8 million tons, the lowest level
merupakan tingkat terendah sejak 2018 akibat melemahnya since 2018, mainly due to weakening demand from the domestic
permintaan sektor konstruksi domestik. Di negara maju, construction sector. In developed economies, steel demand
permintaan baja juga menurun sekitar 0,5%, melanjutkan tren also declined by around 0.5%, continuing the downward trend
penurunan sejak 2021. since 2021.
Sebaliknya, permintaan baja di negara berkembang di luar Conversely, steel demand in developing countries outside
Tiongkok menunjukkan pertumbuhan lebih positif, terutama China showed more positive growth, driven by infrastructure
didorong oleh pembangunan infrastruktur dan industrialisasi di development and industrialization in countries such as India as
negara seperti India serta beberapa negara ASEAN dan Timur well as several ASEAN and Middle Eastern countries.
Tengah.
Di Indonesia, pasar baja pada tahun 2025 tetap menunjukkan In Indonesia, the steel market continued to show growth in
pertumbuhan permintaan yang didorong sektor konstruksi, 2025, supported by demand from construction, infrastructure,
infrastruktur, dan manufaktur. Konsumsi baja domestik and manufacturing sectors. Domestic steel consumption
diperkirakan meningkat menjadi sekitar 19,3 juta ton dari sekitar was estimated to increase to around 19.3 million tons from
18,6 juta ton pada tahun sebelumnya. approximately 18.6 million tons in the previous year.
Namun demikian, peningkatan permintaan tersebut belum However, the increase in demand has not fully reflected
sepenuhnya mencerminkan kondisi fundamental industri baja the fundamental condition of the national steel industry.
nasional. Meskipun sektor besi dan baja mencatat surplus Although the iron and steel sector recorded a trade surplus of
perdagangan sekitar USD18,44 miliar, kinerja ekspor tersebut approximately USD18.44 billion, export performance was largely
sebagian besar berasal dari produk stainless steel, sementara driven by stainless steel products, while the domestic carbon
industri baja karbon domestik masih menghadapi tekanan steel industry continued to face pressure in terms of capacity
utilisasi kapasitas, margin, serta daya saing global. utilization, margins, and global competitiveness.
Tekanan kompetitif dari produk impor berharga rendah masih Competitive pressure from low-priced imported steel products
menjadi tantangan utama bagi industri baja nasional. Selain itu, remains a major challenge for the national steel industry. In
tingkat utilisasi pabrik baja domestik masih berada di bawah addition, domestic steel plant utilization rates remain below 60%,
60%, jauh dari tingkat ideal di atas 80%, sehingga memengaruhi significantly lower than the ideal level of above 80%, affecting
efisiensi industri. overall industry efficiency.
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Tekanan harga juga terjadi pada sejumlah segmen produk baja Price pressure has also occurred across several steel product
akibat tingginya pasokan serta masuknya produk impor dalam segments due to high supply levels and the influx of imported
bentuk barang jadi seperti struktur bangunan baja, kendaraan finished goods such as steel structures, automotive products,
otomotif, dan alat berat yang secara tidak langsung menekan and heavy equipment, which indirectly suppress demand for
permintaan produk baja domestik. domestically produced steel.
Menyikapi kondisi tersebut, Direksi memandang penguatan In response to these conditions, the Board of Directors views
struktur industri baja nasional menjadi sangat penting agar the strengthening of the national steel industry structure as
industri domestik tidak hanya menjadi konsumen di pasar sendiri, essential so that domestic industry does not merely become a
tetapi mampu menjadi pilar penting pembangunan nasional. consumer in its own market but can instead serve as a key pillar
of national development.
Dalam konteks tersebut, Perseroan mendorong kolaborasi In this context, the Company encourages collaboration with the
dengan pemerintah dan pelaku industri guna memperkuat Government and industry players to strengthen the national
ekosistem industri baja nasional, termasuk melalui penguatan steel ecosystem, including through the enhancement of trade
instrumen perlindungan pasar seperti bea masuk antidumping protection instruments such as anti-dumping duties, safeguard
(BMAD), safeguard, serta pengawasan HS Code guna menciptakan measures, and stricter HS Code supervision to create a more
persaingan usaha yang lebih sehat. level playing field.
Sejalan dengan dinamika tersebut, Perseroan memperkuat In line with these developments, the Company continues to
transformasi bisnis melalui peningkatan efisiensi operasional, strengthen its business transformation through operational
pengembangan hilirisasi, serta penguatan ekosistem industri efficiency improvements, downstream product development,
baja guna meningkatkan daya saing jangka panjang. and the strengthening of the steel industry ecosystem to
enhance long-term competitiveness.
STRATEGI DAN INISIATIF STRATEGY AND INITIATIVES
Pada tahun 2025, Direksi menetapkan strategi yang difokuskan In 2025, the Board of Directors established strategies focused
pada penguatan fundamental operasional, stabilisasi keuangan, on strengthening operational fundamentals, stabilizing
serta peningkatan daya saing industri baja nasional. Strategi the Company’s financial condition, and improving the
ini diarahkan untuk memastikan keberlanjutan operasional competitiveness of the national steel industry. These strategies
sekaligus memperkuat posisi Perseroan dalam industri baja were designed to ensure operational sustainability while
domestik. reinforcing the Company’s position within the domestic steel
industry.
Secara umum, arah strategi Perseroan mencakup penguatan Overall, the Company’s strategic direction encompasses
bisnis inti baja, pengembangan hilirisasi produk, serta penguatan strengthening the core steel business, expanding downstream
ekosistem industri melalui pengembangan kawasan industri steel products, and developing an integrated industrial
terintegrasi. ecosystem through the development of industrial estates.
Penguatan Core Steel Business Strengthening the Core Steel Business
Sebagai produsen baja terintegrasi, Perseroan menempatkan As an integrated steel producer, the Company places
penguatan bisnis inti sebagai prioritas utama melalui stabilisasi strengthening its core steel business as a top priority through the
dan optimalisasi fasilitas produksi strategis, khususnya Hot Strip stabilization and optimization of strategic production facilities,
Mill #1 (HSM#1). particularly the Hot Strip Mill #1 (HSM#1).
Setelah melalui proses pemulihan operasional, Perseroan Following its operational recovery process, the Company ensured
memastikan fasilitas HSM#1 dapat beroperasi stabil dan that the HSM#1 facility could operate stably and gradually reach
secara bertahap mencapai kapasitas optimal untuk memenuhi optimal capacity to meet domestic steel demand.
kebutuhan pasar baja domestik.
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Perseroan juga menjalankan berbagai inisiatif efisiensi The Company also implemented various operational efficiency
operasional melalui optimalisasi proses produksi, pengendalian initiatives, including production process optimization, cost
biaya, serta peningkatan keandalan fasilitas industri guna control, and improved reliability of industrial facilities, to
memperkuat daya saing produk baja Perseroan. enhance the competitiveness of its steel products.
Penguatan Struktur Keuangan dan Dukungan Pendanaan Strengthening the Financial Structure and Funding Support
Stabilisasi kondisi keuangan menjadi prioritas strategis Stabilizing the Company’s financial condition remains a strategic
dalam mendukung keberlanjutan usaha Perseroan. Dalam hal priority to support business sustainability. In this regard, funding
ini, dukungan pendanaan dari pemegang saham melalui BPI support from shareholders through BPI Danantara has played
Danantara menjadi faktor penting dalam memperkuat likuiditas an important role in strengthening the Company’s liquidity and
serta fleksibilitas keuangan Perseroan. financial flexibility.
Pendanaan tersebut dimanfaatkan untuk mendukung operasional The funding has been utilized to support core operations as well
inti serta program peningkatan kinerja, termasuk optimalisasi as performance improvement programs, including production
kapasitas produksi dan efisiensi operasional. capacity optimization and operational efficiency initiatives.
Perseroan juga melanjutkan langkah restrukturisasi The Company also continued its financial restructuring efforts
keuangan melalui penyelesaian kewajiban dipercepat dengan through accelerated settlement of obligations by utilizing relief
memanfaatkan keringanan atas utang restrukturisasi guna on restructured debt, thereby improving its capital structure and
memperbaiki struktur permodalan dan kesehatan finansial long-term financial health.
dalam jangka panjang.
Pengembangan Hilirisasi dan Ekosistem Industri Baja Development of Downstream Steel Products and Industrial
Ecosystem
Perseroan terus mengembangkan strategi hilirisasi untuk The Company continues to develop downstream strategies to
meningkatkan nilai tambah produk baja nasional melalui increase the value added of national steel products through
penguatan peran Anak Usaha serta pengembangan produk strengthening the role of Subsidiaries and developing higher
baja bernilai tambah bagi sektor konstruksi, manufaktur, dan value-added steel products for the construction, manufacturing,
infrastruktur. and infrastructure sectors.
Selain itu, Perseroan memperkuat pengembangan kawasan In addition, the Company is strengthening the development of
industri terintegrasi guna menciptakan sinergi antar pelaku integrated industrial areas to create synergies among industry
industri, meningkatkan efisiensi rantai pasok, serta memperkuat players, improve supply chain efficiency, and reinforce Indonesia’s
posisi Indonesia dalam rantai nilai industri baja regional. position within the regional steel industry value chain.
Melalui berbagai strategi tersebut, Perseroan berupaya Through these strategies, the Company seeks to enhance its
memperkuat ketahanan bisnis di tengah dinamika industri baja business resilience amid the dynamic global steel industry.
global.
PERANAN DIREKSI DALAM PERUMUSAN STRATEGI DAN ROLE OF THE BOARD OF DIRECTORS IN FORMULATING
KEBIJAKAN STRATEGIS STRATEGIES AND STRATEGIC POLICIES
Direksi memegang peranan strategis dalam merumuskan arah The Board of Directors plays a strategic role in determining the
kebijakan dan strategi Perseroan guna memastikan keberlanjutan Company’s policy direction and business strategy to ensure
usaha dan pencapaian target kinerja. Dalam menjalankan fungsi business sustainability and the achievement of performance
tersebut, Direksi mempertimbangkan dinamika lingkungan targets. In carrying out this role, the Board of Directors considers
usaha, termasuk ketidakpastian ekonomi global dan tantangan developments in the business environment, including global
industri baja nasional. economic uncertainty and challenges within the national steel
industry.
Menjelang tahun buku 2025, Direksi menetapkan Rencana Ahead of the 2025 financial year, the Board of Directors
Kerja dan Anggaran Perusahaan (RKAP) yang memuat tujuan, formulated the Company’s Work Plan and Budget (RKAP), which
sasaran, dan strategi Perseroan untuk satu tahun ke depan. outlines the Company’s objectives, targets, and strategic
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Penyusunannya mengacu pada Rencana Jangka Panjang priorities for the year. The RKAP was prepared with reference to
Perusahaan (RJPP) dan dilakukan secara kolegial sesuai Board the Company’s Long-Term Corporate Plan (RJPP) and developed
Manual. collectively in accordance with the Board Manual.
Dalam prosesnya, Direksi melibatkan fungsi operasional, In the process, the Board of Directors involved operational,
pemasaran, dan fungsi pendukung lainnya untuk memastikan marketing, and supporting functions to ensure that the strategic
perencanaan strategis tersusun secara komprehensif dan planning was comprehensive and aligned with the Company’s
mencerminkan kebutuhan operasional Perseroan. operational needs.
Direksi juga berkoordinasi intensif dengan Dewan Komisaris The Board of Directors also coordinated closely with the Board
melalui rapat bersama untuk membahas proyeksi industri, of Commissioners through joint meetings to discuss industry
asumsi strategis, serta penyempurnaan RKAP. Masukan Dewan projections, strategic assumptions, and the refinement of
Komisaris menjadi bagian penting dalam finalisasi RKAP sebelum the RKAP. Input from the Board of Commissioners formed an
memperoleh persetujuan. important part of the RKAP finalization prior to its approval.
Dalam merumuskan strategi bisnis, Direksi turut In formulating the Company’s business strategy, the Board of
mempertimbangkan faktor operasional, termasuk pemulihan Directors also considered operational factors, including the
fasilitas produksi utama, khususnya HSM. Direksi bersama recovery of the Company’s key production facility, particularly
manajemen mengambil langkah perbaikan dan inovasi the HSM. Together with management, the Board of Directors
operasional guna memastikan fasilitas tersebut kembali implemented operational improvements and innovations to
beroperasi optimal. ensure that the facility could resume optimal operations.
Selain itu, Direksi menempatkan penguatan tata kelola dan In addition, the Board of Directors placed strong emphasis on
sinergi Krakatau Steel Group sebagai bagian penting dalam strengthening corporate governance and enhancing synergy
perumusan strategi, guna meningkatkan efisiensi operasional within the Krakatau Steel Group as an integral part of the
dan memperkuat daya saing Perseroan. Company’s strategic formulation, with the aim of improving
operational efficiency and reinforcing the Company’s
competitiveness.
Dengan perencanaan yang komprehensif serta kolaborasi erat Through comprehensive planning and close collaboration
antara Direksi, manajemen, dan Dewan Komisaris, Perseroan between the Board of Directors, management, and the
berupaya memastikan bahwa strategi yang ditetapkan mampu Board of Commissioners, the Company strives to ensure that
mendorong peningkatan kinerja secara berkelanjutan. the strategies adopted are capable of driving sustainable
performance improvement.
PROSES YANG DILAKUKAN DIREKSI UNTUK MEMASTIKAN THE BOARD OF DIRECTORS’ PROCESS IN ENSURING STRATEGY
IMPLEMENTASI STRATEGI IMPLEMENTATION
Direksi bertanggung jawab memastikan bahwa strategi The Board of Directors is responsible for ensuring that the
dan kebijakan strategis yang telah ditetapkan dapat strategies and strategic policies established by the Company
diimplementasikan secara efektif di seluruh lini organisasi. are implemented effectively across all organizational levels.
Setelah RKAP disetujui, rencana tersebut menjadi acuan bagi Once the RKAP is approved, it becomes the primary reference
seluruh direktorat, Anak Perusahaan, divisi, dan unit kerja untuk for all directorates, Subsidiaries, divisions, and business units in
menjabarkan sasaran strategis ke dalam program kerja yang translating strategic objectives into measurable work programs.
terukur.
Sebagai bagian dari implementasi strategi, Perseroan As part of the strategy implementation process, the Company
menetapkan indikator kinerja utama (KPI) secara berjenjang di establishes Key Performance Indicators (KPIs) across various
berbagai tingkat organisasi. Penetapan KPI ini memungkinkan organizational levels. These KPIs enable the Board of Directors to
Direksi memantau pencapaian kinerja secara sistematis dan systematically monitor performance achievements and evaluate
mengevaluasi efektivitas pelaksanaan strategi pada masing- the effectiveness of strategy execution within each business
masing unit kerja. unit.
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Direksi melakukan pemantauan dan evaluasi secara aktif melalui The Board of Directors actively conducts monitoring and
rapat Direksi dan forum koordinasi manajemen, termasuk evaluation through Board meetings and management
bersama jajaran manajemen Anak Perusahaan. Forum tersebut coordination forums, including regular engagements with the
menjadi sarana untuk memonitor perkembangan operasional, management of Subsidiaries. These forums serve as platforms
mengevaluasi pencapaian kinerja, dan memastikan setiap to review operational developments, evaluate performance
inisiatif strategis berjalan sesuai rencana. achievements, and ensure that strategic initiatives are
implemented as planned.
Direksi juga secara berkala melaporkan perkembangan kinerja The Board of Directors also periodically reports operational
operasional dan keuangan kepada Dewan Komisaris melalui and financial performance developments to the Board of
rapat bersama. Dalam forum tersebut, Direksi menyampaikan Commissioners through joint meetings. During these sessions,
implementasi strategi, pencapaian target, serta tantangan yang the Board of Directors presents the progress of strategy
dihadapi, sementara Dewan Komisaris memberikan masukan implementation, performance achievements, and challenges
dan arahan strategis. faced, while the Board of Commissioners provides strategic
guidance and recommendations.
Melalui mekanisme koordinasi tersebut, Direksi berupaya Through these coordination mechanisms, the Board of Directors
memastikan bahwa kebijakan strategis di tingkat korporasi seeks to ensure that corporate-level strategic policies are
dapat dijalankan secara konsisten hingga ke tingkat operasional. implemented consistently down to the operational level. Amid
Di tengah tantangan industri baja nasional, Direksi tetap the ongoing challenges faced by the national steel industry,
berkomitmen menjaga keberlangsungan operasional Perseroan the Board of Directors remains committed to safeguarding
melalui pengelolaan yang disiplin, transparan, dan berbasis tata the Company’s operational sustainability through disciplined,
kelola yang baik. transparent, and governance-based management practices.
PENCAPAIAN TAHUN 2025 2025 ACHIEVEMENTS
Sepanjang tahun 2025, Perseroan menunjukkan perkembangan Throughout 2025, the Company demonstrated positive
kinerja yang positif, baik dari sisi operasional maupun struktur performance developments in both operational activities and
keuangan. Tahun ini menjadi momentum penting bagi Perseroan financial structure. The year marked an important milestone
untuk memperkuat fondasi operasional sekaligus melanjutkan as the Company strengthened its operational foundation while
transformasi dan restrukturisasi yang telah dijalankan dalam continuing the transformation and restructuring initiatives
beberapa tahun terakhir. undertaken over the past several years.
Pemulihan Kinerja Operasional Operational Performance Recovery
Salah satu pencapaian utama pada tahun 2025 adalah kembali One of the key achievements in 2025 was the resumption
beroperasinya fasilitas HSM sebagai tulang punggung produksi of operations of the Company’s HSM, which serves as the
baja Perseroan. Beroperasinya kembali fasilitas strategis backbone of the Company’s steel production. The reactivation
tersebut berdampak signifikan terhadap peningkatan aktivitas of this strategic facility significantly contributed to increased
produksi dan penguatan kinerja operasional. production activity and strengthened operational performance.
Total produksi baja mencapai sekitar 963 ribu ton, meningkat Total steel production reached approximately 963 thousand
69,24% dibandingkan tahun 2024. Peningkatan ini mencerminkan tons, representing a 69.24% increase compared to 2024. This
keberhasilan Perseroan dalam memulihkan kapasitas produksi improvement reflects the Company’s success in restoring
sekaligus memperkuat kontribusinya terhadap kebutuhan baja production capacity while reinforcing its contribution to
domestik. domestic steel supply.
Perbaikan Kinerja Keuangan Improvement in Financial Performance
Dari sisi keuangan, Perseroan membukukan pendapatan sebesar From a financial perspective, the Company recorded revenue
USD959,84 juta, relatif stabil dibandingkan tahun 2024 sebesar of USD959.84 million, relatively stable compared to USD954.60
USD954,60 juta. million in 2024.
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Pada tingkat profitabilitas, Perseroan mencatat perbaikan In terms of profitability, the Company recorded a significant
signifikan dengan membukukan laba bersih sebesar USD339,64 turnaround, posting a net profit of USD339.64 million,
juta, berbalik dari rugi bersih USD148,42 juta pada tahun compared to a net loss of USD148.42 million in the previous
sebelumnya. Perbaikan ini terutama didorong oleh keberhasilan year. This improvement was primarily driven by the successful
pelaksanaan restrukturisasi utang yang menghasilkan implementation of debt restructuring, which generated financial
pendapatan keuangan sebesar USD519,92 juta serta laba dari income of USD519.92 million and gains from debt haircut
haircut utang restrukturisasi sebesar USD156,74 juta. amounting to USD156.74 million.
Penguatan Struktur Keuangan Strengthening of Financial Structure
Perbaikan kinerja juga tercermin pada struktur neraca. Pada Performance improvements were also reflected in the Company’s
akhir tahun 2025, total aset Perseroan tercatat sebesar USD2,77 balance sheet structure. As of the end of 2025, total assets stood
miliar, sementara total liabilitas turun 17% menjadi USD2,04 at USD2.77 billion, while total liabilities declined by approximately
miliar. 17% to USD2.04 billion.
Penurunan liabilitas tersebut terutama berasal dari penyelesaian The reduction in liabilities mainly resulted from the accelerated
kewajiban secara dipercepat melalui mekanisme haircut atas settlement of obligations through the debt haircut mechanism
utang restrukturisasi. Sejalan dengan itu, ekuitas meningkat under the restructuring program. Consequently, total equity
signifikan menjadi USD725,51 juta, atau meningkat 66,71% increased significantly to USD725.51 million, representing a
dibandingkan tahun sebelumnya. 66.71% increase compared to the previous year.
Pengelolaan Likuiditas dan Arus Kas Liquidity and Cash Flow Management
Posisi kas Perseroan pada akhir tahun 2025 tercatat sebesar The Company’s cash position at the end of 2025 stood at USD61.96
USD61,96 juta, menurun dibandingkan tahun sebelumnya million, lower than the previous year primarily due to accelerated
terutama akibat pembayaran kewajiban dipercepat dalam rangka debt repayment as part of the restructuring settlement.
penyelesaian utang restrukturisasi.
Meski demikian, langkah tersebut merupakan bagian dari Nevertheless, this measure forms part of the Company’s long-
strategi perbaikan struktur keuangan jangka panjang. Dengan term financial restructuring strategy. With the reduction of
menurunnya outstanding utang restrukturisasi, Perseroan outstanding restructured debt, the Company expects to reduce
diharapkan dapat menurunkan beban bunga dan memperbaiki interest expenses and improve its future cash flow profile.
profil arus kas ke depan.
Secara keseluruhan, pencapaian tahun 2025 tidak hanya Overall, the Company’s achievements in 2025 not only
menunjukkan perbaikan kinerja jangka pendek, tetapi juga demonstrate short-term performance improvements but also
menegaskan berjalannya transformasi Perseroan melalui confirm the continued progress of the Company’s transformation
pemulihan fasilitas produksi utama, restrukturisasi utang, dan through the recovery of key production facilities, debt
penguatan fundamental bisnis. restructuring, and the strengthening of business fundamentals.
PERBANDINGAN ANTARA HASIL YANG DICAPAI COMPARISON BETWEEN ACHIEVED RESULTS AND
DENGAN YANG DITARGETKAN TARGETS
Dari sisi operasional, Perseroan mencatat volume produksi From an operational perspective, the Company recorded steel
baja sebesar 963,12 ribu ton atau sekitar 49% dari target RKAP. production of 963.12 thousand tons, equivalent to approximately
Realisasi penjualan produk baja mencapai USD680,73 juta atau 49% of the RKAP target. Sales of steel products reached
57% dari target, sedangkan penjualan produk non baja mencapai USD680.73 million, representing 57% of the target, while sales
USD279,16 juta atau 88% dari target. Secara keseluruhan, total of non-steel products reached USD279.16 million, or 88% of
pendapatan Perseroan mencapai USD959,84 juta atau sekitar the target. Overall, the Company recorded total revenue of
63% dari target RKAP. USD959.84 million, equivalent to 63% of the RKAP target.
Capaian tersebut terutama dipengaruhi keterbatasan modal These achievements were primarily influenced by limited
kerja untuk pengadaan bahan baku serta faktor eksternal, working capital for raw material procurement as well as
termasuk pelemahan harga baja global dan meningkatnya external factors, including the decline in global steel prices and
tekanan produk impor di pasar domestik. Meski demikian, increasing pressure from imported products in the domestic
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Perseroan terus melakukan langkah perbaikan operasional market. Nevertheless, the Company continued to implement
dan memperoleh dukungan modal kerja dari Danantara untuk operational improvements and obtained working capital support
menjaga keberlangsungan usaha. from Danantara to sustain business operations.
Dari sisi posisi keuangan, Perseroan mencatat kinerja yang lebih From a financial position standpoint, the Company’s performance
baik dibandingkan target. Per 31 Desember 2025, total aset exceeded its targets. As of 31 December 2025, total assets
tercatat sebesar USD2,77 miliar atau 104% dari target RKAP, total reached USD2.77 billion, equivalent to 104% of the RKAP target,
liabilitas sebesar USD2,04 miliar atau 88% dari target, sedangkan while total liabilities amounted to USD2.04 billion, or 88% of the
ekuitas mencapai USD725,51 juta atau 210% dari target. target, and total equity reached USD725.51 million, equivalent to
210% of the target.
Perbaikan struktur permodalan juga tercermin pada membaiknya Improvements in the Company’s capital structure were also
Debt to Asset Ratio (DAR) dan Debt to Equity Ratio (DER), seiring reflected in the strengthening of the Debt-to-Asset Ratio (DAR)
menurunnya liabilitas dan meningkatnya ekuitas. Komposisi and Debt-to-Equity Ratio (DER), driven by the reduction in
liabilitas terhadap ekuitas yang semakin sehat menunjukkan liabilities and the increase in equity. The healthier composition
keberhasilan restrukturisasi utang dan penguatan fundamental of liabilities relative to equity demonstrates the success of
keuangan Perseroan. the Company’s debt restructuring and the strengthening of its
financial fundamentals.
Rincian perbandingan antara target dan realisasi kinerja Details of the comparison between the Company’s 2025
Perseroan tahun 2025 disajikan pada tabel berikut. performance targets and realizations are presented in the
following table.
Pencapaian
Satuan Target Realisasi
Uraian Achievement Description
Unit RKAP Realization
(%)
Pendapatan Neto Ribuan USD 1.515.920 959.839 63,32 Net Income
Thousands
Beban Pokok Pendapatan 1.323.488 909.094 68,69 Cost of Revenue
of USD
Laba Kotor 192.432 50.745 26,37 Gross Profit
Laba (Rugi) Operasi 58.922 (82.707) N/A Operating Profit (Loss)
Laba (Rugi) Tahun Berjalan (76.491) 339.640 N/A Profit (Loss) for the Year
Aset 2.658.131 2.765.813 104,05 Assets
Liabilitas 2.312.071 2.040.304 88,25 Liabilities
Ekuitas 346.060 725.509 209,65 Equity
Debt to Asset Ratio Kali 0,87 0,74 0,85 Debt to Asset Ratio (DAR)
Times
Debt to Equity Ratio 6,68 2,81 0,42 Debt to Equity Ratio (DER)
Komposisi Liabilitas terhadap Ekuitas % 87:13 74:26 Composition of Liabilities to Equity
Direksi menyadari bahwa realisasi kinerja tahun 2025 belum The Board of Directors acknowledges that the Company’s
sepenuhnya mencapai target RKAP. Namun demikian, berbagai 2025 performance has not yet fully met the RKAP targets.
indikator fundamental menunjukkan perbaikan yang signifikan Nevertheless, various fundamental indicators demonstrate
seiring berjalannya transformasi dan restrukturisasi Perseroan. significant improvement as the Company’s transformation and
restructuring initiatives continue to progress.
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TANTANGAN DAN PELUANG CHALLENGES AND OPPORTUNITIES
Direksi memandang bahwa dinamika industri baja menuntut The Board of Directors believes that the dynamics of the steel
Perseroan untuk beradaptasi cepat terhadap perubahan pasar industry require the Company to adapt quickly to changes
global sekaligus memanfaatkan peluang pertumbuhan domestik. in the global market while simultaneously capturing growth
opportunities in the domestic market.
Dari sisi eksternal, tantangan utama yang dihadapi industri baja From an external perspective, the primary challenge faced by
nasional adalah tingginya arus masuk produk baja impor berharga the national steel industry is the influx of highly competitive
sangat kompetitif, khususnya dari Tiongkok, yang dalam banyak imported steel products, particularly from China, which in many
kasus berada pada tingkat dumping. Selain itu, fluktuasi harga cases are sold at dumping prices. In addition, fluctuations in
bahan baku global turut memengaruhi struktur biaya produksi global raw material prices continue to affect production cost
dan stabilitas margin industri. structures and industry margin stability.
Dari sisi internal, Perseroan masih menghadapi tantangan Internally, the Company continues to face challenges in improving
peningkatan efisiensi operasional pasca-recovery HSM#1. operational efficiency following the recovery of HSM#1.
Optimalisasi operasi fasilitas tersebut menjadi faktor penting Optimizing the operations of this facility remains a critical
dalam memperkuat kapasitas produksi dan efisiensi biaya. factor in strengthening production capacity and improving cost
efficiency.
Di tengah tantangan tersebut, Direksi melihat peluang Despite these challenges, the Board of Directors sees significant
pertumbuhan yang signifikan dari pembangunan infrastruktur growth opportunities arising from national infrastructure
nasional, pengembangan Ibu Kota Nusantara (IKN), serta development, the development of the new capital city (IKN), and
meningkatnya kebutuhan baja berkualitas untuk sektor otomotif increasing demand for high-quality steel in the automotive and
dan energi terbarukan. renewable energy sectors.
Untuk merespons dinamika tersebut, Perseroan secara aktif In response to these dynamics, the Company actively advocates
mendorong penguatan kebijakan tata niaga baja nasional guna for stronger national steel trade policies to create a level playing
menciptakan level playing field, antara lain melalui instrumen field, including through trade remedy instruments such as anti-
trade remedy seperti anti-dumping dan safeguard. dumping and safeguard measures.
Dari sisi internal, Perseroan terus memperkuat efisiensi Internally, the Company continues to enhance operational
operasional melalui optimalisasi struktur biaya, peningkatan efficiency through cost structure optimization, improved
keandalan fasilitas produksi, serta penerapan transformasi reliability of production facilities, and the implementation of
digital dalam rantai pasok. Upaya tersebut juga didukung digital transformation across the supply chain. These initiatives
penguatan likuiditas melalui dukungan mitra strategis guna are also supported by strengthened liquidity through strategic
memastikan keberlanjutan pasokan baja bagi industri domestik. partnerships to ensure the sustainable supply of steel for
domestic industries.
PROSPEK USAHA DAN RENCANA KE DEPAN BUSINESS PROSPECTS AND FUTURE PLANS
Direksi memandang bahwa prospek industri baja pada tahun The Board of Directors believes that the outlook for the steel
2026 masih diwarnai berbagai tantangan global, namun tetap industry in 2026 will remain influenced by global challenges, yet
membuka peluang pertumbuhan, terutama di pasar domestik. still present growth opportunities, particularly in the domestic
Di tengah dinamika tersebut, Perseroan optimistis bahwa market. Amid these dynamics, the Company remains optimistic
restrukturisasi dan transformasi yang telah dijalankan akan that the restructuring and transformation initiatives undertaken
menjadi fondasi yang lebih kuat bagi peningkatan kinerja ke will provide a stronger foundation for improved performance
depan. going forward.
Dari perspektif global, pasar baja masih menghadapi tekanan From a global perspective, the steel market continues to
struktural berupa kelebihan kapasitas produksi, khususnya di face structural pressures from excess production capacity,
Tiongkok, yang dapat menekan harga baja dunia. Fluktuasi harga particularly in China, which may suppress global steel prices.
bahan baku seperti bijih besi dan batu bara juga berpotensi Fluctuations in raw material prices such as iron ore and coal also
memengaruhi stabilitas harga dan margin industri. pose potential risks to price stability and industry margins.
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Selain itu, meningkatnya kebijakan proteksionisme perdagangan, In addition, rising trade protectionism policies, including import
termasuk tarif impor, anti-dumping, dan safeguard, dapat tariffs, anti-dumping measures, and safeguards, may affect
memengaruhi arus perdagangan baja internasional. Industri baja international steel trade flows. The global steel industry also
global juga menghadapi tantangan dari kebijakan lingkungan faces increasing environmental policy pressures, including the
yang semakin ketat, termasuk Carbon Border Adjustment Carbon Border Adjustment Mechanism (CBAM) implemented by
Mechanism (CBAM) di Uni Eropa. the European Union.
Meski demikian, prospek usaha Perseroan pada tahun 2026 Despite these challenges, the Company’s business prospects for
tetap menjanjikan. Pertumbuhan pembangunan infrastruktur 2026 remain promising. Continued infrastructure development,
nasional, pengembangan IKN, serta meningkatnya kebutuhan the construction of the IKN, and increasing demand for high-
baja berkualitas untuk sektor otomotif, konstruksi, dan energi quality steel for automotive, construction, and renewable energy
terbarukan diperkirakan terus mendorong permintaan baja sectors are expected to further support domestic steel demand.
domestik.
Perseroan menargetkan peningkatan produksi baja sekitar 38%, The Company targets an increase in steel production of
sehingga total produksi diproyeksikan mencapai 1,2–1,3 juta ton. approximately 38%, with total production projected to reach
Target ini akan didorong melalui optimalisasi fasilitas produksi, 1.2–1.3 million tons. This target will be supported by optimizing
peningkatan efisiensi operasional, serta penguatan rantai pasok. existing production facilities, improving operational efficiency,
and strengthening the supply chain.
Perseroan juga telah menjalin Long Term Supply Agreement The Company has also established Long-Term Supply
(LTSA) dengan sejumlah mitra industri untuk memperkuat Agreements (LTSA) with several industrial partners to strengthen
stabilitas penjualan dan mendukung optimalisasi kapasitas sales stability and support sustainable production capacity
produksi secara berkelanjutan. optimization.
Dalam mendukung implementasi strategi tersebut, peran In supporting the implementation of these strategies, Danantara
Danantara menjadi elemen penting dalam menopang plays an important role in supporting the Company’s core
operasional inti Perseroan, khususnya fasilitas HSM dan CRM, operations, particularly the HSM and CRM facilities, while also
sekaligus memperkuat likuiditas serta mendukung peningkatan strengthening liquidity and supporting production growth in
produksi pada tahun 2026. Dukungan tersebut juga berperan 2026. This support also contributes to improving the Company’s
dalam penyehatan struktur keuangan, pengelolaan utang financial structure, managing restructured debt, financing
restrukturisasi, pembiayaan modal kerja, dan penguatan working capital, and strengthening risk management.
manajemen risiko.
Dalam jangka pendek, Perseroan menetapkan sasaran menjaga In the short term, the Company aims to maintain positive cash
arus kas dan kinerja usaha yang positif, memenuhi kewajiban flow and business performance, fulfill its restructured debt
pembayaran utang restrukturisasi, meningkatkan kontribusi obligations, increase the contribution of Subsidiaries and
Anak Perusahaan dan afiliasi, serta memperkuat pengembangan affiliates, and strengthen the development of professional and
SDM yang unggul dan profesional. high-quality human capital.
Untuk mendukung sasaran tersebut, Perseroan menjalankan To support these objectives, the Company is implementing
berbagai kebijakan korporasi yang mencakup peningkatan various corporate policies, including improving the reliability
keandalan fasilitas produksi, optimalisasi portofolio produk of production facilities, optimizing the steel product portfolio,
baja, penguatan rantai pasok dan pengadaan bahan baku, strengthening supply chain and raw material procurement,
pengembangan distribusi dan pemasaran, serta penguatan expanding sales and distribution infrastructure, and developing
kawasan industri. industrial areas.
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Dalam jangka panjang, Krakatau Steel berkomitmen melanjutkan In the long term, Krakatau Steel remains committed to continuing
transformasi melalui tiga pilar utama, yaitu penguatan bisnis inti its transformation through three key pillars: strengthening the
baja, pengembangan hilirisasi produk baja, dan pengembangan core steel business, expanding downstream steel products, and
kawasan industri terintegrasi. developing integrated industrial areas.
Melalui penguatan bisnis inti, Perseroan akan terus Through the strengthening of its core business, the Company
mengoptimalkan kinerja fasilitas produksi utama seperti HSM will continue to optimize the performance of its key production
dan CRM. Di sisi lain, pengembangan hilirisasi diarahkan untuk facilities, including HSM and CRM. Meanwhile, downstream
meningkatkan nilai tambah dan memperluas penetrasi pasar, development will focus on increasing value-added products
sedangkan pengembangan kawasan industri terintegrasi and expanding market penetration, while the development
diharapkan menciptakan sinergi antar pelaku industri dan of integrated industrial areas is expected to create synergies
memperkuat ekosistem industri baja nasional. among industry players and strengthen the national steel
industry ecosystem.
Dengan langkah tersebut, Direksi optimistis Perseroan dapat Through these initiatives, the Board of Directors is confident that
terus memperkuat daya saing usaha dan berperan sebagai salah the Company will continue to strengthen its competitiveness and
satu pilar utama industri baja nasional. play a key role as one of the pillars of the national steel industry.
PERKEMBANGAN PENERAPAN TATA KELOLA DEVELOPMENT OF GOOD CORPORATE GOVERNANCE
PERUSAHAAN YANG BAIK IMPLEMENTATION
Direksi memandang bahwa penerapan tata kelola perusahaan The Board of Directors views the implementation of Good
yang baik (Good Corporate Governance/GCG) merupakan fondasi Corporate Governance (GCG) as a fundamental pillar in ensuring
utama dalam memastikan keberlanjutan usaha dan keberhasilan business sustainability and the success of the Company’s
transformasi Perseroan. Sebagai BUMN yang juga berstatus transformation. As a State-Owned Enterprise and a publicly
Perusahaan Terbuka, Perseroan berkomitmen menjalankan listed company, the Company is committed to conducting all
seluruh aktivitas usaha secara transparan, akuntabel, business activities in a transparent, accountable, responsible,
bertanggung jawab, independen, serta menjunjung tinggi prinsip independent, and fair manner.
kewajaran dan kesetaraan.
Komitmen tersebut semakin diperkuat seiring posisi Perseroan This commitment has been further strengthened by the
sebagai bagian dari ekosistem BPI Danantara. Dalam konteks Company’s position as part of the BPI Danantara ecosystem. In
tersebut, Perseroan terus meningkatkan kualitas implementasi this context, the Company continues to enhance the quality of
tata kelola agar selaras dengan standar tinggi dan praktik terbaik its governance implementation to align with high standards and
di tingkat nasional maupun internasional. best practices at both national and international levels.
Sebagai bagian dari penguatan tata kelola, Perseroan As part of strengthening governance, the Company continues
melanjutkan berbagai inisiatif transformasi dalam strategi to implement various transformation initiatives under the
Committed to Transform, yang salah satu fokus utamanya adalah Committed to Transform strategy, with one of its key focuses
penguatan tata kelola perusahaan. Melalui strategi ini, Perseroan being the enhancement of corporate governance. Through
berupaya memperkuat integritas organisasi, meningkatkan this strategy, the Company seeks to strengthen organizational
transparansi pengambilan keputusan, serta memastikan integrity, increase transparency in decision-making, and ensure
konsistensi penerapan prinsip-prinsip tata kelola di seluruh lini consistent implementation of governance principles across all
organisasi. levels of the organization.
Dalam membangun budaya integritas, Perseroan juga To foster a culture of integrity, the Company also implements
menjalankan program Krakatau Bersih sebagai inisiatif strategis the Krakatau Bersih program as a strategic initiative aimed at
untuk mendorong praktik bisnis yang berlandaskan integritas dan promoting ethical business practices and preventing corruption.
pencegahan korupsi. Program ini diarahkan untuk memperkuat This program is designed to strengthen internal controls, raise
pengendalian internal, meningkatkan kesadaran anti-korupsi, anti-corruption awareness, and embed integrity as part of the
serta menanamkan nilai integritas sebagai bagian dari budaya Company’s corporate culture.
kerja.
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Komitmen terhadap transparansi juga diwujudkan melalui The Company’s commitment to transparency is also reflected in
praktik keterbukaan informasi publik yang konsisten. Perseroan its consistent implementation of public information disclosure
memastikan bahwa setiap informasi material dan relevan practices. The Company ensures that all material and relevant
disampaikan kepada para pemangku kepentingan sesuai information is disclosed to stakeholders in accordance with
ketentuan yang berlaku. Atas komitmen tersebut, pada tahun applicable regulations. In recognition of this commitment,
2025 Perseroan memperoleh penghargaan di bidang keterbukaan the Company received an award in 2025 for public information
informasi publik. transparency.
Perseroan juga memastikan kepatuhan terhadap kewajiban The Company also ensures compliance with the State Officials’
pelaporan Laporan Harta Kekayaan Penyelenggara Negara Wealth Report (LHKPN) reporting requirements. As part of its
(LHKPN). Sebagai bagian dari kebijakan Anti-Korupsi dan Anti-Corruption and Anti-Gratuity policy, the Company requires
Anti-Gratifikasi, Perseroan mewajibkan pelaporan LHKPN certain officials within the Company and its Group to submit
bagi pejabat tertentu di lingkungan Perseroan dan Grup guna LHKPN reports to strengthen transparency, accountability, and
memperkuat transparansi, akuntabilitas, serta pencegahan the prevention of conflicts of interest and corruption practices.
benturan kepentingan dan praktik korupsi.
Komitmen ini ditegaskan melalui Surat Keputusan Direksi No. 114/ This commitment is reinforced through Board of Directors
DU-KS/Kpts/2025 tanggal 22 Oktober 2025 tentang Kewajiban Decree No. 114/DU-KS/Kpts/2025 dated 22 October 2025
LHKPN di PT Krakatau Steel (Persero) Tbk dan Grup. Kebijakan regarding LHKPN reporting obligations within PT Krakatau Steel
tersebut mencakup Direksi dan Dewan Komisaris Perseroan, (Persero) Tbk and its Group. The policy applies to the Company’s
Direksi dan Dewan Komisaris pada entitas terkonsolidasi, Board of Directors and Board of Commissioners, directors and
pengurus dan pengawas dana pensiun serta yayasan, Vice commissioners of consolidated entities, administrators and
President, Manajer, serta pejabat yang terlibat dalam panitia supervisors of pension funds and foundations, Vice Presidents,
pengadaan barang/jasa dan jasa pembangunan. Managers, as well as officials involved in procurement and
construction committees.
Implementasi kebijakan tersebut menunjukkan tingkat The implementation of this policy demonstrates a high level of
kepatuhan yang sangat baik. Dalam pelaporan periodik per 31 compliance. As of the periodic reporting as of 31 March 2025 for
Maret 2025 atas Tahun Buku 2024, tingkat kepatuhan pelaporan the 2024 financial year, the LHKPN reporting compliance rate
LHKPN mencapai 99,33% dari total 149 pejabat wajib lapor. reached 99.33% of 149 reporting officials. This achievement
Capaian ini mencerminkan komitmen kuat jajaran pimpinan dan reflects the strong commitment of the Company’s leadership and
manajemen dalam menjunjung budaya integritas dan tata kelola management in upholding a culture of integrity and transparent
yang transparan dan akuntabel. governance.
Komitmen Perseroan dalam memperkuat tata kelola juga The Company’s commitment to strengthening governance
tercermin dari hasil penilaian penerapan GCG tahun 2025 yang is also reflected in the results of the 2025 GCG assessment,
menunjukkan peningkatan kualitas implementasi dibandingkan which showed improvements in the quality of governance
periode sebelumnya. Hasil tersebut menjadi indikator bahwa implementation compared to previous periods. These results
berbagai upaya penguatan tata kelola berjalan efektif dan indicate that the Company’s governance strengthening initiatives
berkelanjutan. have been implemented effectively and sustainably.
Direksi meyakini bahwa penguatan GCG yang konsisten akan The Board of Directors believes that consistent strengthening
meningkatkan kepercayaan para pemangku kepentingan, of GCG will enhance stakeholder trust, improve the Company’s
memperkuat daya saing Perseroan, dan mendukung keberhasilan competitiveness, and support the long-term success of the
transformasi dalam jangka panjang. Company’s transformation.
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PERUBAHAN KOMPOSISI DIREKSI CHANGES IN THE COMPOSITION OF THE BOARD OF
DIRECTORS
Sepanjang tahun buku 2025, terdapat perubahan susunan Direksi Throughout the 2025 financial year, changes occurred in the
Perseroan yang diputuskan melalui Rapat Umum Pemegang composition of the Company’s Board of Directors as decided
Saham (RUPS). Perubahan ini merupakan bagian dari upaya through the General Meeting of Shareholders (GMS). These
Perseroan untuk memperkuat kepemimpinan dan meningkatkan changes form part of the Company’s efforts to strengthen
efektivitas pengelolaan perusahaan dalam menghadapi dinamika leadership and improve management effectiveness in addressing
industri baja serta mendukung transformasi bisnis yang tengah the dynamics of the steel industry while supporting the ongoing
dijalankan. business transformation.
Perubahan pertama ditetapkan melalui RUPS Tahunan Tahun The first change was approved at the Annual GMS for the 2024
Buku 2024 pada 25 Juni 2025. Selanjutnya, perubahan komposisi Financial Year held on 25 June 2025. Subsequently, further
Direksi kembali ditetapkan melalui RUPS Luar Biasa pada 23 changes to the composition of the Board of Directors were
Desember 2025. approved at the Extraordinary GMS held on 23 December 2025.
Susunan Direksi Perseroan per 23 Desember 2025 adalah sebagai The composition of the Company’s Board of Directors as of 31
berikut: December is as follows:
Nama Jabatan Periode Jabatan
Name Position Term of Office
Dr. Muhamad Akbar Direktur Utama | President Director 2024 - 2029
Sidik Darusulistyo Direktur Infrastruktur dan Operasi | Director of Infrastructure and Operations 2025 – 2030
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen Risiko | Director of Finance and Risk Management 2025 – 2030
Suryantoro Waluyo Direktur Sumber Daya Manusia | Director of Human Capital 2025 – 2030
Hernowo Direktur Komersial, Pengembangan Usaha, dan Portofolio | 2024 - 2029
Director of Commerce, Business Development and Portfolio
APRESIASI APPRECIATION
Direksi menyampaikan apresiasi dan terima kasih kepada seluruh The Board of Directors extends its appreciation and gratitude
pemegang saham, khususnya Pemerintah Republik Indonesia, to all shareholders, particularly the Government of the Republic
atas dukungan dan kepercayaan yang terus diberikan kepada of Indonesia, for the continued support and trust given to the
Perseroan dalam menjalankan transformasi dan penguatan Company in carrying out its transformation and strengthening its
fundamental perusahaan. business fundamentals.
Direksi juga menyampaikan penghargaan kepada Dewan The Board of Directors also expresses its sincere appreciation
Komisaris atas arahan, nasihat, dan pengawasan yang konstruktif to the Board of Commissioners for their guidance, advice, and
sepanjang tahun 2025. Sinergi yang erat antara Direksi dan constructive oversight throughout 2025. The close synergy
Dewan Komisaris menjadi faktor penting dalam memastikan between the Board of Directors and the Board of Commissioners
setiap langkah strategis Perseroan berjalan secara terarah dan has been instrumental in ensuring that the Company’s strategic
akuntabel. initiatives are implemented in a focused and accountable
manner.
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Ucapan terima kasih juga disampaikan kepada seluruh Our gratitude is also extended to customers, business partners,
pelanggan, mitra usaha, lembaga keuangan, regulator, dan financial institutions, regulators, and all stakeholders for their
seluruh pemangku kepentingan atas dukungan yang diberikan continued support in sustaining the Company’s operations amid
bagi keberlangsungan usaha Perseroan di tengah dinamika the dynamic conditions of the steel industry.
industri baja.
Secara khusus, Direksi menyampaikan apresiasi kepada In particular, the Board of Directors would like to express its
seluruh karyawan dan insan Krakatau Steel Group atas dedikasi, appreciation to all employees and members of the Krakatau Steel
profesionalisme, dan komitmen yang telah ditunjukkan dalam Group for their dedication, professionalism, and commitment
mendukung pemulihan operasional dan transformasi Perseroan in supporting the Company’s operational recovery and
sepanjang tahun 2025. transformation throughout 2025.
Dengan semangat kolaborasi, integritas, dan profesionalisme, With a spirit of collaboration, integrity, and professionalism, the
Direksi meyakini bahwa Perseroan memiliki fondasi yang semakin Board of Directors is confident that the Company now stands
kokoh untuk melanjutkan transformasi dan menciptakan nilai on a stronger foundation to continue its transformation and
tambah yang berkelanjutan bagi pemegang saham, pemangku create sustainable value for shareholders, stakeholders, and the
kepentingan, dan perekonomian nasional. national economy.
Jakarta, 10 April 2026
Atas Nama Direksi
On behalf of the Board of Directors
Dr. Muhamad Akbar
Direktur Utama
President DIrector
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DIREKSI
Board of Directors
SURYANTORO WALUYO Dr. MUHAMAD AKBAR DANIEL FITZGERALD LIMAN
Direktur Sumber Daya Manusia Direktur Utama Direktur Keuangan dan Manajemen Risiko
Director of Human Resources President Director Director of Finance and Risk Management
SIDIK DARUSULISTYO HERNOWO
Direktur Infrastruktur dan Operasi Direktur Komersial, Pengembangan Usaha dan Portofolio
Director of Infrastructure and Operation Director of Commercial, Business Development, and Portfolio
PT Krakatau Steel Tbk
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Laporan Manajemen
Management Report
SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS TENTANG
TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2025
PT KRAKATAU STEEL (PERSERO) Tbk
Board of Commissioners Statement for the 2025 Annual Report
of PT Krakatau Steel (Persero) Tbk
Kami, yang bertanda tangan di bawah ini menyatakan bahwa We, the undersigned below declare that all information contained
semua informasi dalam Laporan Tahunan PT Krakatau Steel in 2025 Annual Report of PT Krakatau Steel (Persero) Tbk is
(Persero) Tbk tahun 2025 telah dibuat secara lengkap dan completed, and take full responsibility for the validity of this
bertanggung jawab penuh atas kebenaran isi Laporan Tahunan Annual Report.
Perusahaan.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 10 April 2026 Jakarta, April 10, 2026
HENDRO MARTOWARDOJO
Komisaris Utama
President Commissioner
ADITYO HARYO BIMO SETIA DIARTA
Komisaris Komisaris
Commissioner Commissioner
WILLGO ZAINAR DAVID PAJUNG
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
PT Krakatau Steel Tbk
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Laporan Manajemen
Management Report
SURAT PERNYATAAN ANGGOTA DIREKSI TENTANG
TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2025
PT KRAKATAU STEEL (PERSERO) Tbk
Board of Directors Statement for the 2025 Annual Report
of PT Krakatau Steel (Persero) Tbk
Kami, yang bertanda tangan di bawah ini menyatakan bahwa We, the undersigned below declare that all information contained
semua informasi dalam Laporan Tahunan PT Krakatau Steel in 2025 Annual Report of PT Krakatau Steel (Persero) Tbk is
(Persero) Tbk tahun 2025 telah dibuat secara lengkap dan completed, and take full responsibility for the validity of this
bertanggung jawab penuh atas kebenaran isi Laporan Tahunan Annual Report.
Perusahaan.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 10 April 2026 Jakarta, April 10, 2026
Dr. MUHAMAD AKBAR
Direktur Utama
President Director
SIDIK DARUSULISTYO HERNOWO
Direktur Infrastruktur dan Operasi Direktur Komersial, Pengembangan Usaha dan Portofolio
Director of Infrastructure and Operation Director of Commercial, Business Development, and Portfolio
DANIEL FITZGERALD LIMAN SURYANTORO WALUYO
Direktur Keuangan dan Manajemen Risiko Direktur Sumber Daya Manusia
Director of Finance and Risk Management Director of Human Resources
PT Krakatau Steel Tbk
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PROFIL PERUSAHAAN
Company Profile
Page 62
Profil Perusahaan
Company Profile
IDENTITAS PERUSAHAAN [GRI 2-1]
Corporate Identity
Nama Perusahaan
Company’s Name
PT Krakatau Steel (Persero) Tbk
Tanggal Pendirian
Date of Establishment
31 Agustus 1970
August 31, 1970
Bidang Usaha
Line of Business
[OJK C.4]
• Industri baja terpadu yang memproduksi Besi Spons, Slab Baja,
Billet Baja, Baja Lembaran Panas, Baja Lembaran Dingin dan Baja
Batang Kawat;
Integrated steel industry producing Sponge Iron, Steel Slabs, Steel
Billets, Hot Rolled Steel, Cold Rolled Steel, and Wire Rod Steel;
• Perdagangan, yang meliputi kegiatan pemasaran, distribusi dan
keagenan, baik dalam maupun luar negeri;
Trading, including marketing, distribution, and agency activities,
both domestically and internationally;
• Penyedia jasa seperti jasa desain, rekayasa dan konstruksi,
pemeliharaan mesin, konsultasi teknis maupun penyediaan sarana
dan prasarana yang menunjang kegiatan usaha Perusahaan;
Service providers such as design services, engineering and
construction, machine maintenance, technical consultancy, as
well as the provision of facilities and infrastructure supporting the
Company’s business activities;
• Kegiatan usaha penunjang seperti pergudangan, perbengkelan,
properti, pelabuhan, pendidikan dan pelatihan, limbah produk
dan limbah industri, pembangkit listrik, pengelolaan air dan jasa
teknologi informasi.
Supporting activities such as warehousing, workshops, real
estate, ports, education and training, product waste and industrial
waste, power generation, water management, and information
technology services.
Wilayah Operasi
Operational Area
[POJK C.3] [GRI 2-1]
Indonesia
Modal Dasar
Authorized Capital
Rp20.000.000.000.000
Modal Ditempatkan dan Disetor Penuh
Issued and Fully Paid-up Capital
Rp9.673.198.450.000
Pencatatan Saham di Bursa Efek Indonesia (“BEI”)
Listing on the Indonesia Stock Exchange (“IDX”)
10 November 2010
November 10, 2010
PT Krakatau Steel Tbk
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Profil Perusahaan
Company Profile
Kode Saham
Stock Code
KRAS
Komposisi Pemegang Saham
Shareholder Composition
[OJK C.3]
• Pemerintah Republik Indonesia (80%)
Government of the Republic of Indonesia (80%)
• Masyarakat (20%)
Public (20%)
Alamat Kantor
Office Address
[OJK C.2]
Kantor Jakarta
Jakarta Office
Gedung Krakatau Steel
Jl. Jend. Gatot Subroto Kav. 54 Jakarta Selatan 12950 Indonesia
Tel : (+62)-21 5221255 (Hunting)
Fax : (+62)-21 5200876 / 5204208 / 5200793
Head Office
Wisma Krakatau Steel
JL. Asia Raya Kav. O.3 Cilegon, 42435
Telp : (+62) 254 372900
Kantor Perwakilan Surabaya
Surabaya Representative Office
Jl. KH. Mas Mansyur No. 229, Surabaya 60162, Indonesia
Tel : (+62)-31 3534057
Fax: (+62)-31 3534058
Pabrik
Plant
Cilegon-Cigading Plant Site, Banten 42435, Indonesia
Kontak
Contact
Sekretaris Perusahaan
Corporate Secretary
Mr. Fedaus
Tel : (+62)-21 5221255
Fax : (+62)-254 395178
E-mail : corsec@krakatausteel.com
Situs Web dan Media Sosial
Website and Social Media
Website: www.krakatausteel.com
Facebook: Krakatau Steel Official
Youtube: Krakatau Steel Official
X: @_KRAKATAUSTEEL
Instagram: krakatau.steel
PT Krakatau Steel Tbk
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SKALA USAHA TAHUN BUKU 2025 [OJK C.3]
Business Scale in Fiscal Year 2025
JUMLAH ASET
Total Assets
USD
2.765,81
juta | million
JUMLAH KEWAJIBAN
Total Liabilities
USD
2.040,30
juta | million
PENDAPATAN USAHA LABA BERSIH EKUITAS
Revenues Net Income Equity
USD
959,84 USD
339,64 USD
725,51
juta | million juta | million juta | million
JUMLAH KARYAWAN KINERJA OPERASIONAL
Total Employees Operational Performance
868
Volume Penjualan Produk Baja Volume Produksi Produk Baja
Sales Volume of Steel Production Volume of Steel Product
944.562 963.118
Karyawan | Employees
*parent ton | tons ton | tons
PT Krakatau Steel Tbk
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RIWAYAT SINGKAT
Brief History
Sebagai industri strategis nasional, Perseroan terus beradaptasi menghadapi dinamika industri baja global.
Transformasi menyeluruh yang dicanangkan pada tahun 2025 menjadi landasan menuju fase pertumbuhan yang
lebih solid di masa mendatang.
As a national strategic industry, the Company continues to adapt to the dynamics of the global steel industry.
The comprehensive transformation launched in 2025 serves as a foundation for a more solid phase of growth in
the years ahead.
PT Krakatau Steel (Persero) Tbk (“Perseroan”) adalah Badan PT Krakatau Steel (Persero) Tbk (the “Company”) is a State-
Usaha Milik Negara (BUMN) yang bergerak di bidang industri Owned Enterprise (SOE) engaged in the integrated steel industry
baja terpadu dan beroperasi di Kota Cilegon, Provinsi Banten. and operates in Cilegon City, Banten Province. The Company
Perseroan didirikan pada tahun 1970 sebagai realisasi Proyek was established in 1970 as the realization of the Trikora Iron and
Besi Baja Trikora yang digagas Presiden Soekarno, dengan tujuan Steel Project initiated by President Soekarno, with the objective
membangun fondasi industri baja nasional yang mandiri dan of building a self-reliant and high value-added national steel
bernilai tambah tinggi bagi pembangunan Indonesia. industry to support Indonesia’s development.
PT Krakatau Steel Tbk
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Company Profile
Sejak mulai beroperasi secara komersial pada tahun 1971, Since commencing commercial operations in 1971, the Company
Perseroan mengembangkan fasilitas produksi terpadu, termasuk has developed integrated production facilities, including the Hot
Hot Strip Mill, Cold Rolling Mill, Pabrik Besi Spons, Pabrik Billet Strip Mill, Cold Rolling Mill, Sponge Iron Plant, Steel Billet Plant,
Baja, dan Pabrik Baja Batang Kawat, yang didukung infrastruktur and Wire Rod Mill, supported by strategic infrastructure such as
strategis seperti pembangkit listrik, sistem penyediaan air power plants, industrial water supply systems, and port facilities.
industri, serta pelabuhan. Kapabilitas tersebut menempatkan These capabilities position the Company as one of Indonesia’s
Perseroan sebagai salah satu produsen baja lembaran panas leading producers of Hot Rolled Coil (HRC), Cold Rolled Coil (CRC),
(HRC), baja lembaran dingin (CRC), dan batang kawat (WR) utama and Wire Rod (WR). [OJK C.4]
di Indonesia. [OJK C.4]
Komitmen terhadap mutu tercermin dari berbagai sertifikasi The Company’s commitment to quality is reflected in the
nasional dan internasional yang diperoleh, antara lain ISO 9001, various national and international certifications it has obtained,
ISO 14001, ISO 17025, SMK3, API 5L, JIS Marking, serta SNI wajib including ISO 9001, ISO 14001, ISO 17025, Occupational Health
untuk produk HRC dan CRC. Standar tersebut menjadi landasan and Safety Management System (SMK3), API 5L, JIS Marking, as
dalam menjaga kualitas, keselamatan, dan kepercayaan well as mandatory Indonesian National Standards (SNI) for HRC
pelanggan. and CRC products. These standards serve as the foundation for
maintaining product quality, safety, and customer trust.
Pada tahun 1971, Perseroan resmi beroperasi secara komersial In 1971, the Company officially began commercial operations, and
dan di tahun 1973, Perseroan mulai memproduksi pipa spiral in 1973, the Company started producing spiral pipes for the first
untuk pertama kalinya dengan spesifikasi ASTM A252 dan AWWA time with ASTM A252 and AWWA C200 specifications.
C200.
PENAWARAN UMUM SAHAM PERDANA
Initial Public Offering
Pada 10 November 2010, Perseroan melaksanakan Penawaran
Umum Saham Perdana dan mencatatkan sahamnya di BEI
dengan kode saham “KRAS”. Sejak saat itu, nama Perseroan
resmi menjadi PT Krakatau Steel (Persero) Tbk sebagai
perusahaan terbuka yang berkomitmen untuk menjunjung
prinsip transparansi dan akuntabilitas.
On November 10, 2010, the Company conducted its Initial
Public Offering and listed its shares on the Indonesia Stock
Exchange (IDX) under the ticker code “KRAS”. Since then,
the Company has officially been known as PT Krakatau
Steel (Persero) Tbk, a publicly listed company committed to
upholding the principles of transparency and accountability.
PT Krakatau Steel Tbk
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Company Profile
Komitmen untuk Bertransformasi Committed to Transform
Menghadapi dinamika industri baja global dan tekanan finansial Facing the global steel industry dynamics and financial pressures
beberapa tahun terakhir, Perseroan melakukan penataan in recent years, the Company undertook a comprehensive
menyeluruh atas struktur keuangan dan model operasional. restructuring of its financial structure and operating model.
Langkah ini mencakup penyehatan kewajiban, penyesuaian These measures included liability restructuring, production
kapasitas produksi, serta perbaikan sistem kerja untuk capacity adjustments, and improvements in work systems to
menciptakan struktur usaha yang lebih sehat dan adaptif. establish a healthier and more adaptive business structure.
Sepanjang 2025, Perseroan menegaskan arah transformasi Throughout 2025, the Company reaffirmed its transformation
dengan fokus pada pemulihan kinerja produksi dan stabilisasi agenda by focusing on restoring production performance and
arus pasokan bahan baku. Dukungan pemegang saham, stabilizing raw material supply flows. Support from shareholders,
termasuk melalui Danantara Indonesia, memberikan ruang bagi including through Danantara Indonesia, provided the Company
Perseroan untuk meningkatkan utilisasi fasilitas secara bertahap with greater flexibility to gradually increase facility utilization and
dan memperbaiki kesinambungan operasi. enhance operational continuity.
Transformasi yang dijalankan tidak hanya berorientasi pada The transformation implemented extends beyond financial
aspek finansial, tetapi juga pada pembenahan proses bisnis aspects to encompass business process improvements and
dan peningkatan disiplin organisasi. Sebagai industri strategis strengthened organizational discipline. As a national strategic
nasional, Perseroan terus menempatkan perannya dalam industry, the Company continues to play its role in safeguarding
menjaga ketahanan industri baja domestik sebagai bagian dari the resilience of the domestic steel industry as a cornerstone of
fondasi pembangunan Indonesia. Indonesia’s development.
Memasuki tahun 2026, Perseroan memproyeksikan fase Entering 2026, the Company projects a phase of production
akselerasi produksi dan peningkatan daya saing, seiring dengan acceleration and enhanced competitiveness, following the
selesainya tahapan konsolidasi utama restrukturisasi dan completion of key consolidation stages in its restructuring
penguatan struktur permodalan. Dengan strategi transformasi program and the strengthening of its capital structure. Through
yang terarah, optimalisasi aset produksi, serta kolaborasi a focused transformation strategy, optimization of production
dengan para pemangku kepentingan, Perseroan optimistis dapat assets, and collaboration with stakeholders, the Company
memperkuat posisinya sebagai tulang punggung industri baja remains optimistic about reinforcing its position as a sustainable
nasional yang berkelanjutan. backbone of the national steel industry.
Perubahan Nama pada Tahun Buku 2025 Name Change in Fiscal Year 2025
Tidak terdapat perubahan nama Perseroan pada tahun buku There was no change to the Company’s name in fiscal year 2025.
2025. [OJK C.6] [OJK C.6]
PT Krakatau Steel Tbk
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JEJAK LANGKAH
Milestones
1970
Pengumuman resmi untuk
mendirikan PT Krakatau
Steel (Persero) berdasarkan 1980
Peraturan Pemerintah (PP)
No. 35 tanggal 31 Agustus Peletakan batu pertama proyek ekspansi dan modernisasi PT
1970. PT Krakatau Steel Krakatau Steel oleh Menteri Muda Perindustrian Tunki Ariwibowo
(Persero) diberikan mandat 1977 untuk:
yang luas untuk membangun • Meningkatkan kapasitas produksi baja kasar dari 1,5 juta ton
industri baja di Indonesia. Peresmian pabrik menjadi 2,5 juta ton/tahun;
Reinforcing Bar, Section • Meningkatkan kualitas dan variasi produk baja Perusahaan;
The Government Steel dan Pelabuhan Khusus • Meningkatkan efisiensi produksi.
encouraged the change Cigading PT Krakatau Steel
of status of the Trikora (Persero). The inauguration of the PT Krakatau Steel expansion project by
Iron Steel Project to a President Soeharto, including:
Limited Liability Company Inauguration of the • Increase crude steel production capacity from 1.5 million tons
(PT) in accordance with Reinforcing Bar, Section to 2.5 million tons per year;
Presidential Decree (Inpres) Steel, and Cigading Special • Improve the quality and variety of the company’s steel
No. 17 dated December 28, Port of PT Krakatau Steel products;
1967. (Persero). • Increase production efficiency.
1975 1979 1983
Pembangunan PT Krakatau Peresmian Pabrik Besi Spons PT Krakatau Proyek SSP 1 dan HSM
Steel (Persero) Tahap I Steel (Persero) yang memanfaatkan teknologi 1,2 juta ton selesai dan
dengan kapasitas produksi Direct Reduction dari Hylsa, Pabrik Billet beroperasi.
500 ribu ton per tahun. Steel (Electric Arc Furnace), Pabrik Wire Rod
Mill, Pembangkit Listrik Tenaga Uap (PLTU) Completion and operation
Construction of PT Krakatau 400 MW, dan Fasilitas Pengolahan Air (2.000 of SSP 1 and HSM 1.2 million
Steel (Persero) Phase I with liter/detik) serta PT KHI Pipe oleh Presiden tons projects.
a production capacity of Soeharto.
500 thousand tons per year.
Inauguration of the Sponge Iron Plant of
PT Krakatau Steel (Persero) utilizing Direct
Reduction technology from Hylsa, Billet Steel
Plant (Electric Arc Furnace), Wire Rod Mill
Plant, 400 MW Steam Power Plant (PLTU),
and Water Processing Facilities (2,000
liters/ second) and PT KHI Pipe by President
Soeharto.
PT Krakatau Steel Tbk
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1996
1993 Pemisahan dari unit pendukung otonom
menjadi anak perusahaan PT Krakatau Steel:
Peresmian proyek perluasan PT Krakatau • PLTU 400 MW menjadi PT Krakatau Daya
Steel oleh Presiden Listrik;
Soeharto, termasuk: • Pusat Pengolahan Air di Krenceng menjadi
• Modernisasi dan perluasan produksi HSM dari PT Krakatau Tirta Industri;
1,2 juta ton menjadi 2,0 juta ton/tahun; • Pelabuhan Khusus Cigading menjadi
• Peningkatan kualitas dan efisiensi HSM; PT Krakatau Bandar Samudera;
• Perluasan pelabuhan bijih besi dari kapasitas • Rumah Sakit Krakatau Steel menjadi
bongkar tahunan 3 juta ton menjadi 6 juta ton PT Krakatau Medika.
1991
The inauguration of the PT Krakatau Steel Spin-off autonomous supporting units into
Pemisahan pabrik expansion project PT Krakatau Steel subsidiaries:
Reinforcing Bar, Section by President Soeharto, including: • 400 MW Steam Generated Power Plant
Steel dan Wire Rod menjadi • Modernization and expansion of HSM becomes PT Krakatau Daya Listrik;
PT Krakatau Wajatama. production from 1.2 million tons to 2.0 million • Water Treatment Center in Krenceng
tons per year; becomes PT Krakatau Tirta Industri;
Spin-off of Reinforcing Bar, • Improvement of HSM quality and efficiency; • Cigading Special Port becomes PT Krakatau
Section Steel, and Wire Rod • Expansion of the iron ore port from an annual Bandar Samudera;
plants unloading capacity of 3 million tons to 6 • Krakatau Steel Hospital becomes
into PT Krakatau Wajatama. million tons. PT Krakatau Medika.
2011
1992 1995 2010
Penggabungan PT Cold Penyelesaian proyek ekspansi dan • Perubahan nama PT Krakatau Steel (Persero)
Rolling Mill Indonesia Utama modernisasi PT Krakatau Steel oleh Menteri menjadi PT Krakatau Steel (Persero) Tbk
(CRMIU) dan PT Krakatau Muda Perindustrian Tungki Ariwibowo, terkait dengan kesuksesan Penawaran
Baja Permata ke dalam PT meliputi: Saham Perdana pada 10 November 2010;
Krakatau Steel (Persero). • Pabrik Direct Reduction Hyl III; • Peletakan batu pertama dari fase I proyek
• Pabrik Slab Steel Plant 2; konstruksi PT Krakatau Posco pada tanggal
Merger of PT Cold Rolling • Sizing Press HSM; 28 Oktober 2010. PT Krakatau Posco adalah
Mill Indonesia Utama joint-venture antara PT Krakatau Steel
(CRMIU) and PT Krakatau Completion of the PT Krakatau Steel (Persero) Tbk dengan Posco dari Korea
Baja Permata into PT expansion and modernization project by Selatan untuk membangun pabrik baja
Krakatau Steel (Persero). Junior Minister of Industry Tungki Ariwibowo, terintegrasi berkapasitas 3 juta ton per tahun
including: pada fase I.
• Direct Reduction Hyl III Plant;
• Slab Steel Plant 2; • Change of name of PT Krakatau Steel
• Sizing Press HSM; (Persero) to PT Krakatau Steel (Persero) Tbk
related to the success of the Initial Public
Offering on November 10, 2010;
• Groundbreaking of phase I of the PT Krakatau
Posco construction project on October 28,
2010. PT Krakatau Posco is a joint venture
between PT Krakatau Steel (Persero) Tbk
and Posco from South Korea to build an
integrated steel plant with a capacity of 3
million tons per year in phase I.
PT Krakatau Steel Tbk
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2013
• Pabrik baja PT Krakatau Posco, perusahaan ventura bersama antara
Perseroan dengan POSCO dengan kapasitas produksi 3 juta ton per tahun
pada tahap pertama diresmikan oleh Presiden RI Susilo Bambang Yudhoyono.
Peresmian ini juga menandakan beroperasinya PT Krakatau Posco.
• Pembangunan fasilitas coil center dan distribution channel PT Indo Japan
2011 Steel Center berkapasitas 120.000 ton per tahun sebagai saluran distribusi
bagi produk HRC dan CRC PTKS untuk industri otomotif. PT Indo Japan Steel
• Penyelenggaraan Rapat Umum Pemegang Saham Center merupakan perusahaan patungan PTKS dan Nippon Steel Trading
yang pertama kali dihadiri pemegang saham publik • Pengoperasian Jaringan Pipa Distribusi - PT Krakatau Tirta Industri untuk
pada tanggal 6 Juni 2011 setelah Perseroan menjadi meningkatkan suplai air bersih dari 1.200 liter/detik menjadi 1.800 liter/detik
perusahaan terbuka
• Penyelesaian revitalisasi Pabrik Hot Strip Mill yang • The PT Krakatau Posco steel plant, a joint venture between the Company
meningkatkan kapasitas produksi menjadi 2,4 juta and POSCO with a Phase I production capacity of 3 million tons per year, was
ton dari sebelumnya sebesar 2 juta ton per tahun inaugurated by the President of the Republic of Indonesia, Susilo Bambang
Yudhoyono, marking the commencement of its operations.
• The holding of the first General Meeting of • The development of a coil center facility and distribution channel by PT Indo
Shareholders attended by public shareholders on Japan Steel Center, with a capacity of 120,000 tons per year, serving as a
June 6, 2011, following the Company’s transition distribution channel for PTKS’s HRC and CRC products for the automotive
into a publicly listed company industry. PT Indo Japan Steel Center is a joint venture between PTKS and
• The completion of the revitalization of the Hot Strip Nippon Steel Trading
Mill Plant, which increased its production capacity • The commencement of operations of the Distribution Pipeline Network by
to 2.4 million tons from the previous 2 million tons PT Krakatau Tirta Industri, increasing clean water supply capacity from 1,200
per year liters per second to 1,800 liters per second
2012 2014
• Perluasan Waduk Krenceng milik PT Krakatau Tirta Industri sehingga Produksi pipa baja perdana Pabrik ERW #2
kapasitas waduk meningkat dari 3 juta m3 menjadi 5 juta m3 (Electric Resistance Welding) PT KHI Pipe
• Proyek ekspansi iron making melalui pembangunan Pabrik Meratus Jaya Industries (“PT KHI”) pada 14 Oktober 2014.
Iron & Steel (MJIS) kerja sama Perseroan dengan PT Aneka Tambang Pabrik ERW #2 ini memiliki kapasitas 115.000
(Persero) Tbk di Batulicin, Kalimantan Selatan telah beroperasi ton per tahun sehingga mampu meningkatkan
kapasitas produksi Pipa Baja PT KHI menjadi
• The expansion of the Krenceng Reservoir owned by PT Krakatau Tirta 233.000 ton per tahun
Industri, increasing its capacity from 3 million cubic meters to 5 million
cubic meters The first steel pipe production of the ERW #2
• The iron-making expansion project through the development of the Meratus (Electric Resistance Welding) Plant of
Jaya Iron & Steel (MJIS) Plant, a joint venture between the Company and PT PT KHI Pipe Industries (“PT KHI”) on October
Aneka Tambang (Persero) Tbk in Batulicin, South Kalimantan, commenced 14, 2014. The ERW #2 Plant has a production
operations capacity of 115,000 tons per year, increasing
PT KHI’s total steel pipe production capacity
to 233,000 tons per year
PT Krakatau Steel Tbk
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2015
• Penandatanganan Perjanjian Pinjaman
Jangka Panjang Perseroan untuk 2019
proyek Pembangunan Hot StripMillke-
2(HSM #2) senilai USD260,05 juta • Penandatanganan program
• Upacara peletakan batu pertama PT restrukturisasi keuangan dengan
Krakatau Osaka Steel (PT KOS) bank
• Upacara peletakan batu pertama PT • Peresmian PT Krakatau Niaga
Krakatau Nippon Steel Sumikin (PT Indonesia
KNSS) • HSM mencatat rekor produksi
• Peletakan bata terakhir Coke Oven sebesar 203.000 ton
Plant (COP) Blast Furnace • CRM mencatat rekor produksi
sebesar 70.911 ton
• The signing of the Company’s long-
term loan agreement amounting
to USD 260.05 million for the • The signing of the financial
development of the Hot Strip Mill #2
(HSM #2) project 2017 restructuring program agreement
with banks
• The Groundbreaking Ceremony of PT • The inauguration of PT Krakatau
Krakatau Osaka Steel (PT KOS) PT Krakatau Nippon Steel Sumikin (KNSS) Niaga Indonesia
• The Groundbreaking Ceremony of PT mulai beroperasi • The HSM recorded a production
Krakatau Nippon Steel Sumikin (PT record of 203,000 tons
KNSS) The commencement of operations of PT • The CRM recorded a production
• The laying of the final brick of the Krakatau Nippon Steel Sumikin (KNSS) record of 70,911 tons
Coke Oven Plant (COP) Blast Furnace
2021
2016 2018 2020
• Upacara peletakan • Heating-up Hot Blast • Penandatanganan perjanjian restrukturisasi utang dengan seluruh kreditur
batu pertama fasilitas Stove • Peluncuran Digital Control Tower
produksi HSM #2 • Penyalaan Perdana • Perseroan meraih laba bersih sebesar USD74,1 juta pada kuartal pertama 2020.
• Pelaksanaan penambahan Pabrik Blast Furnace • Peresmian fasilitas Integrated Warehouse (IWH) PT KBS
modal Perseroan dengan • Peresmian proyek • Penandatanganan perjanjian pasokan gas dengan harga USD6,00/MMBTU dengan
Hak Memesan Efek Bendung Cipasauran PT Perusahaan Gas Negara Tbk (PGN)
Terlebih Dahulu (HMETD) PT Krakatau Tirta • Peluncuran produk-produk hilirisasi Krakatau Steel: Kanal C, Reng Asimetris, and
sebanyak 3.571.396.900 Industri Plat Talang - Tower – Customized Plate
lembar saham • Peresmian logo baru Krakatau Steel
• PT Krakatau Osaka Steel • The heating-up of the • Ekspor produk baja ke Australia
(KOS) resmi beroperasi Hot Blast Stove • Peluncuran Krasmart Connect
• The first ignition of the • Penandatanganan Perjanjian Investasi Pemerintah dalam rangka Pemulihan
• The groundbreaking Blast Furnace Plant Ekonomi Nasional (PEN)
ceremony for the HSM #2 • The inauguration of the • Pencairan dana PEN tahap I sebesar Rp2,2 triliun
production facility Cipasauran Weir project
• The implementation of by PT Krakatau Tirta • The signing of the debt restructuring agreement with all creditors
the Company’s capital Industri • The launch of the Digital Control Tower
increase through a Rights • The Company recorded a net profit of USD 74.1 million in the first quarter of 2020.
Issue (Pre-emptive • The inauguration of the Integrated Warehouse (IWH) facility of PT KBS
Rights/HMETD) totaling • The signing of a gas supply agreement with PT Perusahaan Gas Negara Tbk (PGN)
3,571,396,900 shares at a price of USD 6.00/MMBTU
• The commencement of • The launch of Krakatau Steel’s downstream products: C Channel, Asymmetric
operations of PT Krakatau Purlin, and Gutter Plate – Tower – Customized Plate
Osaka Steel (KOS) • The inauguration of Krakatau Steel’s new logo
• The export of steel products to Australia
• The launch of Krasmart Connect
• The signing of the Government Investment Agreement under the National
Economic Recovery (PEN) program.
• The disbursement of Phase I PEN funds amounting to Rp 2.2 trillion.
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2023
• Penandatanganan akta jual beli untuk penutupan transaksi atas
Conditional Shares and Purchase Agreement (CSPA) dengan
PT Chandra Asri Petrochemical Tbk untuk pengalihan saham
PT Krakatau Daya Listrik (KDL) sebesar 70% dan PT Krakatau Tirta
2021 Industri (KTI) sebesar 49% dari PT Krakatau Sarana Infrastruktur
(KSI) ke PT Chandra Asri Petrochemical Tbk.
• Produksi pertama (first coil) pabrik Hot Strip Mill #2 (HSM#2) • Penghargaan Badan Publik dengan kategori Informatif dalam
• Pembentukan subholding Krakatau Sarana Infrastruktur Anugerah Keterbukaan Informasi Publik oleh Komisi Informasi
(KSI) Pusat (KIP).
• Peresmian pabrik HSM#2 oleh Presiden Republik Indonesia • Penandatanganan nota kesepemahaman kerja sama reaktivasi
Joko Widodo. fasilitas hulu Iron and Steel Making (ISM) dalam rangka
• Pembentukan subholding Krakatau Baja Konstruksi (KBK) pengembangan steel long product bersama Baowu Group
• Penyelesaian utang Tranche B sebesar Rp2,7 triliun Zhongnan.
• Rekor produksi CRC sebesar 81.342 ton.
• Peluncuran KRASmart Marketplace • The signing of the deed of sale and purchase to complete
the transaction under the Conditional Shares and Purchase
• The first production (first coil) of the Hot Strip Mill #2 Agreement (CSPA) with PT Chandra Asri Petrochemical Tbk for
(HSM#2) plant the transfer of 70% share ownership in PT Krakatau Daya Listrik
• The establishment of the Krakatau Sarana Infrastruktur (KSI) (KDL) and 49% share ownership in PT Krakatau Tirta Industri (KTI)
subholding from PT Krakatau Sarana Infrastruktur (KSI) to PT Chandra Asri
• The inauguration of the HSM#2 plant by the President of the Petrochemical Tbk.
Republic of Indonesia, Joko Widodo. • The receipt of the “Informative” Public Institution Award at the
• The establishment of the Krakatau Baja Konstruksi (KBK) Public Information Disclosure Awards presented by the Central
subholding Information Commission (KIP).
• The settlement of Tranche B debt amounting to Rp2.7 trillion • The signing of a Memorandum of Understanding on cooperation for
• A record CRC production of 81,342 tons the reactivation of upstream Iron and Steel Making (ISM) facilities
• The launch of the KRASmart Marketplace in the development of steel long products with Baowu Group
Zhongnan.
2022
• Peningkatan kepemilikan saham Perseroan di PT Krakatau Posco menjadi
50%
• Penandatanganan nota kesepahaman antara Perseroan dengan Baowu Group
Zhongnan Co., Ltd. untuk reaktivasi Pabrik Blast Furnace
• Penandatanganan nota kesepahaman kerja sama investasi antara Perseoran
dan Kementerian Investasi RI dengan POSCO sebesar USD3,5 miliar
• Pelunasan utang Commerzbank senilai total USD216 juta atau setara dengan
Rp3,3 triliun
• Terbitnya Peraturan Menteri Keuangan No. 15 Tahun 2022 tentang terkait
kebijakan pengenaan bea masuk anti-dumping atas impor produk baja jenis
HRC Alloy asal Tiongkok
• The increase of the Company’s share ownership in PT Krakatau Posco to 50%
• The signing of a Memorandum of Understanding between the Company and
Baowu Group Zhongnan Co., Ltd for the reactivation of the Blast Furnace Plant
• The signing of an investment cooperation Memorandum of Understanding
between the Company and the Ministry of Investment of the Republic of
Indonesia with POSCO, valued at USD 3.5 billion
• The full repayment of Commerzbank debt amounting to USD216 million or
equivalent to Rp 3.3 trillion
• The issuance of Minister of Finance Regulation No. 15 of 2022 concerning
the imposition of anti-dumping import duties on HRC Alloy steel products
originating from China
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2024
• Peluncuran program percepatan penerapan prinsip-prinsip
Environmental, Social, and Governance (ESG) di lingkungan KS
Group (ESG-KSG). Dengan mengusung tema “Sustainability-
Measurable-Value Creation”, penerapan ESG-KSG akan berfokus
pada bentuk komitmen nyata KS Group terhadap keberlanjutan
lingkungan, sosial dan transparansi bisnis dengan berfokus pada
terciptanya green business.
• Persetujuan RUPS atas usulan restrukturisasi dalam rangka
penyehatan Perseroan sebagai langkah strategis untuk
memperbaiki kondisi internal dan kinerja Perseroan
• The launch of the acceleration program for the implementation
of Environmental, Social, and Governance (ESG) principles
within the KS Group (ESG-KSG). Under the theme “Sustainability–
Measurable–Value Creation”, the ESG-KSG initiative focuses
on demonstrating the KS Group’s tangible commitment to
environmental sustainability, social responsibility, and business
transparency, with an emphasis on developing green business.
• The approval by the General Meeting of Shareholders of the
proposed restructuring plan aimed at restoring the Company’s
financial health as a strategic step to improve internal conditions
and performance
2025
• Perubahan Pemegang Saham Pengendali (Saham Seri B) PT Krakatau Steel (Persero)
Tbk menjadi PT Danantara Asset Management
• Persetujuan tertulis dari seluruh bank restrukturisasi kepada Perseroan untuk
melakukan Penyelesaian Kewajiban Dipercepat dengan Keringanan atas utang
restrukturisasi PT KrakatauSteel (Persero) Tbk kepada 4 Bank Swasta
• Penerimaan shareholder loan dari PT Danantara Asset Management untuk Perseroan
dengan Nilai transaksi maksimal sebesar Rp4.935.055.000.000
• The change in the Controlling Shareholder (Series B Shares) of PT Krakatau Steel
(Persero) Tbk to PT Danantara Asset Management
• The receipt of written approval from all restructuring banks for the Company to
implement an Accelerated Settlement with Relief on its restructured debt to four private
banks
• The receipt of a shareholder loan by the Company from PT Danantara Asset Management
with a maximum transaction value of Rp4,935,055,000,000
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VISI DAN MISI [OJK C1]
Vision and Mission
VISI | Vision
Menjadi korporasi yang kompetitif,
untung, dan terpercaya
To become a competitive, profitable, and trusted corporation
1. Korporasi yang Kompetitif 1. Competitive Corporation
a. Perseroan sebagai penyedia solusi baja dari hulu hingga hilir a. The Company as a provider of steel solutions from upstream
melalui kerja sama bisnis strategis. to downstream through strategic business cooperation.
b. Produk Perseroan harus mampu bersaing dengan produk b. The Company’s products must be able to compete with
pesaing domestik dan impor dalam hal kualitas, harga, waktu domestic and imported competitors in terms of quality, price,
penyerahan, dan kualitas pelayanan. delivery time, and service quality.
c. Keunggulan kompetitif untuk menciptakan daya saing c. Competitive advantage to create the Company’s
Perseroan dilakukan melalui penggunaan bahan baku dan competitiveness is done through the use of more competitive
energi yang lebih kompetitif serta teknologi yang tepat. raw materials and energy as well as the right technology.
2. Untung dan Terpercaya 2. Profitable and Reliable
a. Dengan keunggulan kompetitif yang dimiliki, Perseroan a. With its competitive advantages, the Company is the first
menjadi pilihan utama pengguna di Indonesia dan kawasan choice of users in Indonesia and the region.
regional. b. With superior performance, the Company earns the trust of
b. Dengan kinerja unggul, Perseroan mendapatkan kepercayaan shareholders and other stakeholders.
dari pemegang saham dan stakeholders lainnya. c. The Company can grow and develop into a company with the
c. Perseroan dapat tumbuh dan berkembang menjadi best performance of the top 10 Indonesian SOEs.
perusahaan dengan kinerja 10 besar BUMN Indonesia terbaik.
MISI | Mission
1. Mewujudkan kinerja operasional yang produktif 1. To realize productive and efficient operational
dan efisien untuk menghasilkan produk dan jasa performance to produce quality products and
berkualitas yang menguntungkan. services that are profitable.
2. Mengembangkan bisnis baja melalui kerja sama 2. Develop steel business through mutually
yang saling menguntungkan dengan mitra beneficial cooperation with strategic partners.
strategis.
3. Mengembangkan aplikasi solusi baja dan produk 3. Develop steel solution applications and
baja hilir untuk meningkatkan nilai tambah serta downstream steel products to increase added
kepuasan pelanggan. value and customer satisfaction.
4. Meningkatkan nilai bisnis group untuk 4. Enhance group business value to make positive
memberikan kontribusi positif dan contributions and optimize the supply chain.
mengoptimalkan rantai pasokan.
5. Mengembangkan talenta terbaik untuk dapat 5. Develop the best talents to contribute optimally
berkontribusi optimal dalam seluruh proses in all business processes.
bisnis.
TINJAUAN ATAS VISI DAN MISI | REVIEW OF VISION AND MISSION
Secara berkala, Dewan Komisaris dan Direksi melakukan review terhadap Visi dan Misi Perseroan. Hal ini dilakukan untuk memastikan bahwa
adanya relevansi dengan perkembangan lingkungan bisnis serta tantangan yang dihadapi oleh Perseroan. Diharapkan seluruh aktivitas bisnis
dapat dijalankan secara terintegrasi dan komprehensif.
The Board of Commissioners and Board of Directors periodically review of the Company’s Vision and Mission to ensure that the vision and
mission are relevant to the development of the business environment and the challenges faced by the Company. It is expected that all business
activities can be carried out in an integrated and comprehensive manner.
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NILAI BUDAYA PERUSAHAAN
Corporate Values
Amanah berarti memegang teguh kepercayaan yang diberikan, dengan perilaku yang diharapkan sebagai berikut:
• Memenuhi janji dan komitmen;
• Bertanggung jawab atas tugas, keputusan, dan tindakan yang dilakukan;
• Berpegang teguh kepada nilai moral dan etika.
Trustworthy means upholding the trust that have been given with expected behaviors including:
• Fulfilling promises and commitments;
• Taking responsibility for tasks, decisions, and actions;
Amanah • Adhering to moral and ethical values.
Trust
Kompeten berarti terus belajar dan mengembangkan kapabilitas, dengan perilaku yang diharapkan sebagai berikut:
• Meningkatkan kompetensi diri untuk menjawab tantangan yang selalu berubah;
• Membantu orang lain belajar;
• Menyelesaikan tugas dengan kualitas terbaik.
Competence means continuously learning and developing capacity, with expected behaviors including:
• Improving self-competence to respond to everchanging challenges;
• Helping others learn;
Kompeten • Completing tasks with the best quality.
Competent
Harmonis berarti saling peduli dan menghargai perbedaan, dengan perilaku yang diharapkan sebagai berikut:
• Menghargai setiap orang apapun latar belakangnya:
• Suka menolong orang lain;
• Membangun lingkungan kerja yang kondusif.
Harmonious means caring for each other and respecting differences, with expected behaviors including:
• Respecting every individual regardless of their background;
• Willingness to help others;
Harmonis • Building a conducive work environment.
Harmonious
Loyal berarti berdedikasi dan mengutamakan kepentingan Bangsa dan Negara, dengan perilaku yang diharapkan
sebagai berikut:
• Menjaga nama baik sesama karyawan, pimpinan, BUMN dan Negara;
• Rela berkorban untuk mencapai tujuan yang lebih besar;
• Patuh pada pimpinan sepanjang tidak bertentangan dengan hukum dan etika.
Loyal means dedicated and prioritizing the interests of the Nation and State, with expected behaviors including:
• Maintaining the reputation of fellow employees, leaders, SOEs, and the Nation;
Loyal • Willing to sacrifice to achieve greater goals;
Loyal • Obedience to leadership provided that it does not contradict the law and ethics.
Adaptif berarti terus berinovasi dan antusias dalam menggerakkan ataupun menghadapi perubahan, dengan perilaku
yang diharapkan sebagai berikut:
• Cepat menyesuaikan diri untuk menjadi lebih baik;
• Terus-menerus melakukan perbaikan mengikuti perkembangan teknologi;
• Bertindak proaktif.
Adaptive means continuously innovating and being enthusiastic in driving or facing changes, with expected
behaviors including:
Adaptif • Readily adapt to changes for selfimprovement;
Adaptive • Continuously making improvements to keep up with technological advancements;
• Acting proactively.
Kolaboratif berarti membangun kerja sama yang sinergis dengan perilaku yang diharapkan sebagai berikut:
• Memberi kesempatan kepada berbagai pihak untuk berkontribusi;
• Terbuka bekerja sama menghasilkan nilai tambah;
• Menggerakkan pemanfaatan berbagai sumber daya untuk tujuan Bersama.
Collaborative means building synergistic collaborations, with expected behaviors including:
• Providing opportunities for various parties to contribute;
• Being open to collaboration to create added value;
Kolaboratif • Encouraging the use of various resources for common goals.
Collaborative
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BIDANG USAHA [OJK C4][GRI 2-6]
Line of Business
Kegiatan Usaha Menurut Anggaran Dasar Terakhir Business Activities According to the Latest Company’s
Perseroan Articles of Association
Berdasarkan pasal 3 Anggaran Dasar Perseroan tahun 2021, Pursuant to Article 3 of the Company’s Articles of Association
adapun maksud dan tujuan pelaksanaan kegiatan usaha (2021), the purpose and objective of conducting business
perusahaan di bidang industri besi dan baja adalah untuk activities in the iron and steel industry are to produce high-
menghasilkan barang dan/atau jasa yang bermutu tinggi quality and highly competitive goods and/ or services and to
dan berdaya saing kuat serta mengejar keuntungan guna generate profit in order to enhance the Company’s value, while
meningkatkan nilai Perseroan dengan menerapkan prinsip- applying the principles of a Limited Liability Company.
prinsip Perseroan Terbatas.
Menurut Anggaran Dasar, Perseroan menjalankan kegiatan According to its Articles of Association, the Company conducts
usaha utama sebagai berikut: the following principal business activities:
1. Memiliki dan mengusahakan kegiatan pertambangan bijih 1. Owning and managing mining activities for iron ore/ iron ore,
besi/iron ore, batu bara dan/atau mineral dan/atau bahan coal, and/ or other minerals and/ or mining materials.
tambang lainnya.
2. Mengolah bahan mentah, bahan lain atau hasil tambang 2. Processing raw materials, other materials, or mineral mining
mineral menjadi bahan baku besi dan baja. results into iron and steel raw materials.
3. Mengolah bahan baku besi dan baja menjadi produk besi dan 3. Processing iron and steel raw materials into iron and steel
baja sebagai bahan baku industri. products as industrial raw materials.
4. Mengolah bahan baku industri besi dan baja menjadi barang- 4. Processing iron and steel industrial raw materials into
barang jadi dan/atau setengah jadi. finished and/ or semifinished goods.
5. Membuat mesin dan peralatan dari besi dan baja atau 5. Manufacturing machinery and equipment from iron and steel
membuat suatu hasil produk atau barang yang lebih or producing a more beneficial product or item from existing
bermanfaat dari bahan baku yang ada serta merakit mesin raw materials and assembling machinery or equipment for
atau peralatan untuk keperluan industri hulu dan hilir. upstream and downstream industrial purposes.
6. Menyelenggarakan kegiatan pemasaran, perdagangan, 6. Organizing marketing, trade, distribution, and agency
distribusi dan keagenan, baik produksi sendiri maupun activities, both for own production and third-party
produksi pihak lain, atau jenis-jenis produk besi dan baja production, or other types of iron and steel products, both
lainnya, baik dalam maupun luar negeri. domestically and internationally.
7. Melakukan pengadaan bahan baku/penolong, barang- 7. Procuring raw materials/ auxiliaries, goods, or spare
barang atau suku cadang, mesin peralatan beserta parts, machinery, equipment, and their components both
komponen-komponennya baik dari dalam maupun domestically and internationally.
luar negeri.
8. Melakukan pekerjaan desain engineering, perencanaan 8. Conducting design engineering work, construction planning,
konstruksi, manajemen konstruksi, studi penelitian, construction management, research studies, machine and
perbaikan dan pemeliharaan mesin dan peralatan, equipment repairs and maintenance, factory operation,
pengoperasian pabrik, latihan keterampilan, konsultansi dan skills training, consulting, and other technical services in
jasa teknis lainnya dalam sektor industri besi dan baja dan the iron and steel industry sector and other supporting
fasilitas pendukung industri baja lainnya. facilities for the steel industry.
Selain melaksanakan kegiatan usaha utama di atas, Perseroan In addition to carrying out the above main business activities,
juga menjalankan kegiatan usaha penunjang dalam rangka the Company also conducts supporting business activities to
optimalisasi pemanfaatan sumber daya yang dimiliki Perseroan, optimize the utilization of the Company’s resources, including
di antaranya kegiatan pergudangan, perbengkelan, properti, warehousing, workshops, property, ports, education and
pelabuhan, pendidikan dan pelatihan, limbah produk dan limbah training, product waste and waste from power plant industries,
industri pembangkit listrik, pengelolaan air, dan jasa teknologi water management, and information technology services.
informasi.
Kegiatan Usaha yang Dijalankan pada Tahun Buku Business Activities Undertaken in Fiscal Year 2025
2025
Pada tahun 2025, Perseroan menjalankan seluruh kegiatan In 2025, the Company carried out all of its business activities as
usahanya sesuai dengan yang tertuang dalam Anggaran Dasar. stipulated in its latest Articles of Association.
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PRODUK DAN JASA YANG DIHASILKAN [OJK C.4][GRI 2-6]
Products and Services Offered
PRODUK UTAMA MAIN PRODUCTS
Hot Rolled Coil/Plate Hot Rolled Coil/Plate
Produk baja lembaran panas ini berupa coil dan pelat yang This hot-rolled steel product comes in coils and plates produced
dihasilkan dari proses pengelolaan panas. Pabrikan dan para through a hot rolling process. Manufacturers and users of this
pengguna jenis baja ini umumnya menyebut produk ini dengan type of steel generally refer to it as “black steel” to distinguish it
sebutan “baja hitam” sebagai pembeda terhadap produk baja from cold-rolled steel product, also known as “white steel.”
lembaran dingin yang juga dikenal sebagai “baja putih”.
Perseroan juga memproduksi baja plain carbon dan baja micro- The Company also produces plain carbon steel and micro-alloyed
alloyed yang dapat dipakai untuk berbagai penggunaan, mulai steel that can be used for various purposes, ranging from general
dari kualitas umum atau komersial hingga kualitas khusus, or commercial quality to special quality, such as structural steel
seperti struktur rangka baja, komponen dan rangka kendaraan frameworks, motor vehicle components and frames, piling, heavy
bermotor, tiang pancang, komponen alat berat, fabrikasi umum, equipment components, general fabrication, general pipes and
pipa dan tabung umum, pipa dan tabung untuk jalur pipa dan tubes, pipeline and casing pipes, gas tubes, weathering steel,
casing, tabung gas, baja tahan korosi cuaca, bejana bertekanan, pressure vessels, boilers, and shipbuilding.
boilers, dan konstruksi kapal.
Ketebalan pelat baja lembaran panas berkisar antara 0,18 mm - 25 The thickness of hot-rolled steel plate ranges from 0.18 mm to 25
mm, sedangkan lebarnya antara 600 mm - 2.060 mm. Kondisinya mm, while its width ranges from 600 mm to 2,060 mm. It can be in
dapat berupa gulungan atau sebagai produk yang melalui proses the form of coils or as products that have undergone pickling and
pickling dan oiling (hot rolled coilpickled oiled atau HRC-PO). oiling processes (hot rolled coil pickled oiled or HRC-PO).
Perseroan mampu menghasilkan baja lembaran panas berkualitas The Company is capable of producing high-quality hotrolled
tinggi untuk penggunaan khusus karena telah menjalankan steel sheet for special applications because it has implemented
proses kontrol thermomekanik dan proses desulfurisasi thermomechanical control processing and desulfurization
menggunakan ladle furnace. Adapun penggunaan baja lembaran processes using a ladle furnace. The use of hot-rolled sheet steel
panas meliputi aplikasi-aplikasi seperti: includes applications such as listed below:
• Konstruksi Umum dan Las • General Construction and Welding
• Pipa dan Tabung • Pipes and Tubes
• Komponen dan Rangka Otomotif • Automotive Components and Frames
• Jalur Pipa untuk Minyak dan Gas • Oil and Gas Pipeline
• Casing & Tubing Pipa Sumur Minyak • Pipe Casing & Tubing for Oil Wells
• Tabung Gas • Gas Tubing
• Baja Tahan Korosi Cuaca • Weather Corrosion Resistant Steel
• Rerolling • Rerolling
• Konstruksi Kapal • Ship construction
• Boiled & Pressurized Container. • Boiled & Pressurized Containers.
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Cold Rolled Coil/Sheet Cold Rolled Coil/Sheet
Produk baja lembaran dingin ini juga dikenal dengan nama “baja This cold-rolled steel sheet product, also known as “white
putih” (white steel) yang dihasilkan dari proses pengelolaan steel,” is produced through a cold rolling process. The typical
dingin. Perbedaan sifat tipikal antara “Baja putih” dan “baja properties difference between “white steel” and “black steel”
hitam” cukup signifikan. Baja lembaran dingin memiliki kualitas is quite significant. Cold-rolled sheet steel has better surface
permukaan yang lebih baik, lebih tipis, dan dengan ukuran yang quality, thinner thickness, more precise dimensions, and good
lebih presisi, serta mempunyai sifat mekanis yang baik dan mechanical properties and formability.
formability yang sangat bagus.
Baja putih umumnya dimanfaatkan dalam proses pembentukan White steel is generally used in forming processes because it has
karena material ini memiliki formability, weldability, dan better formability, weldability, and surface roughness quality. It is
kualitas roughness yang lebih baik. Baja putih ini juga dipakai also used for applications in galvanizing (zinccoating) industries,
untuk aplikasi dalam industri galvanizing (zinc-coating), enamelware (porcelain-coating), and as raw material for tin-
enamelware (porcelaincoating), dan digunakan sebagai bahan plated food cans (tin mill-black plate) in the food and beverage
baku pembuatan kaleng makanan berlapis timah (tin mill-black industry. For annealed sheet steel, the thickness range produced
plate) dalam industri makanan dan minuman. Untuk lembaran by the Company is 0.20 mm to 3.00 mm, while for unannealed (in
baja yang dikuatkan (annealed sheet), kisaran ketebalan baja coil form), the maximum thickness is 2.00 mm.
putih yang dihasilkan Perseroan adalah 0,20 mm - 3,00 mm,
sedangkan untuk unannealed (dalam bentuk gulungan) ketebalan
maksimumnya adalah 2,00 mm.
Perseroan memiliki fasilitas vacuum degasser dan ladle The Company has vacuum degasser and ladle metallurgy
metallurgy untuk menghasilkan baja dengan kualitas khusus, facilities to produce specialty steel, such as very low carbon
seperti baja karbon sangat rendah dan Interstitial Free Steel (IF steel and Interstitial Free Steel (IF Steel), suitable for producing
Steel) yang cocok digunakan untuk menghasilkan produk dengan products with extra deep drawing quality. To meet the needs of
kualitas extra deep drawing. Untuk dapat memenuhi kebutuhan cold-rolled sheet steel with high formability and surface quality,
baja lembaran dingin dengan formability dan kualitas permukaan the Company uses special batch annealing furnace facilities with
yang tinggi, Perseroan menggunakan fasilitas batch annealing pure hydrogen atmosphere. The applications of cold-rolled sheet
furnance khusus dengan atmosfer hidrogen murni. Adapun steel produced by the Company include the following fields:
aplikasi baja lembaran dingin yang diproduksi Perseroan antara
lain dalam bidang-bidang berikut:
• Penggunaan Umum • General Use
• Otomotif • Automotive
• Galvanized Sheet • Galvanized Sheet
• Pipa & Tabung • Pipes & Tubes
• Porcelain Enamelware • Porcelain Enamelware
• Tin Mill Black Plate • Tin Mill Black Plate
PT Krakatau Steel Tbk
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H-Beam dan WF-Beam H-Beam and WF-Beam
Subholding PT Krakatau Steel (Persero) Tbk, yaitu PT Krakatau As a subholding of PT Krakatau Steel (Persero) Tbk, PT Krakatau
Baja Konstruksi, memproduksi H-Beam baja dengan kualitas Baja Konstruksi (PT KBK) produces high-quality H-Beam steel,
tinggi, berbentuk huruf “H” yang dirancang untuk mendukung shaped in the form of the letter “H”, designed to support heavy
beban berat dalam berbagai aplikasi konstruksi besar. loads across various large-scale construction applications.
Dikenal dengan kekuatan dan kestabilannya, H-Beam ini Renowned for its strength and stability, H-Beam features
memiliki flanges yang lebar dan web yang tebal, menjadikannya wide flanges and a thick web, making it a preferred choice for
pilihan utama untuk kolom gedung, jembatan, dan fondasi tiang building columns, bridges, and pile foundations. Manufactured in
pancang. Diproduksi dengan standar SNI 2610:2011 dan material accordance with SNI 2610:2011 and using SS400 material grade,
grade SS400, H-Beam Krakatau Baja Konstruksi menawarkan Krakatau Baja Konstruksi’s H-Beam offers excellent durability and
ketahanan luar biasa serta dimensi yang presisi, menjadikannya precise dimensions, ensuring reliable structural performance for
solusi struktural yang handal untuk proyek-proyek berat. heavy-duty projects.
Sementara itu, WF-Beam Krakatau Baja Konstruksi adalah Meanwhile, WF-Beam (Wide Flange Beam) by PT Krakatau Baja
profil baja struktural berbentuk huruf ‘I’ dengan sayap lebar Konstruksi is a structural steel profile shaped like the letter “I”
yang dirancang untuk menahan beban tarik dan tekan with wide flanges, designed to effectively withstand both tensile
dengan efektif. Dengan memenuhi standar SNI 07-7178-2006, and compressive loads. Compliant with SNI 07-7178-2006, this
WF-Beam ini sangat ideal digunakan sebagai kolom utama, balok, product is well-suited for use as main columns, beams, pile
tiang pancang, hingga rangka atap pada bangunan bertingkat. foundations, and roof structures in multi-story buildings.
Keunggulan utama dari WF-Beam adalah kemampuannya untuk One of the key advantages of WF-Beam is its ability to withstand
menahan beban vertikal dan lateral, menjadikannya pilihan yang both vertical and lateral loads, making it highly suitable for
sangat cocok untuk konstruksi infrastruktur, gedung-gedung infrastructure development, high-rise buildings, and other
tinggi, dan berbagai proyek lainnya yang membutuhkan kekuatan projects requiring superior structural strength.
struktural yang superior.
Kedua produk H-Beam dan WF-Beam PT Krakatau Baja Konstruksi Both H-Beam and WF-Beam products from PT KBK offer flexibility
juga menawarkan fleksibilitas dan kekuatan di berbagai and strength across a wide range of applications. From large
aplikasi. Dari jembatan besar yang memerlukan penopang bridges requiring strong primary supports to the construction of
utama yang kuat, hingga pembangunan pabrik dan gudang yang factories and warehouses with long-span roof structures, these
membutuhkan struktur penopang atap panjang, H-Beam dan WF- products provide durable and reliable structural solutions.
Beam memberikan solusi yang tahan lama dan dapat diandalkan.
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JASA NON CORE & SIDE PRODUCT
Non-Core Services & Side Products
Bidang Usaha Industrial Estate dan Perhotelan Industrial Estate and Hospitality Business
Perseroan menyediakan lahan industri, jasa pengelolaan kawasan The Company provides industrial land, industrial area
industri, dan pengembangan kawasan berikut infrastruktur management services, and development of areas with supporting
pendukungnya seperti perkantoran, perhotelan, sarana olahraga, infrastructuresuch as offices, hotels, sports facilities, and
dan perumahan. housing.
Bidang Usaha Rekayasa dan Konstruksi Engineering and Construction Business
Perseroan menyediakan Jasa Perekayasaan, Pengadaan dan The Company provides Engineering, Procurement, Construction
Konstruksi (Engineering, Procurement, Construction/ EPC) (EPC) services as well as Project Management and Maintenance
serta Manajemen Proyek dan Perawatan yang meliputi sektor covering development, construction, and maintenance sectors
pembangunan, pengembangan dan perawatan di bidang industri in the metal, energy, chemical, petrochemical, and infrastructure
logam, energi, kimia, petrokimia dan infrastruktur. Di samping industries. Additionally, the Company engages in the export and
itu, Perseroan juga melakukan kegiatan ekspor dan impor barang, import of goods, services, and software related to the Company’s
jasa dan perangkat lunak yang berkaitan dengan kegiatan usaha business activities.
Perseroan.
Jasa Pengelolaan Pelabuhan Port Management Services
Perseroan menyediakan pelayanan jasa dermaga, jasa The Company provides dock services, warehousing services,
pergudangan, jasa pengurusan transportasi, dan jasa angkutan. transportation management services, and transportation
services.
Jasa Lainnya Other Services
• Jasa Penyedia Air Industri (produksi dan distribusi air untuk • Industrial Water Provider Services (production and
kebutuhan industri dan perumahan di kawasan Kota Cilegon, distribution of water for industrial and residential needs in
Banten). the Cilegon City area, Banten).
• Jasa Teknologi Informasi (penyediaan jasa konsultasi dan • Information Technology Services (provision of information
manajemen teknologi informasi, integrasi aplikasi bisnis, technology consulting and management services, business
managed service, data center, SAP Consulting, termasuk application integration, managed services, data centers,
komunikasi dan pengadaan perangkat lunak). SAP Consulting, including communication and procurement
of software).
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AKTIVITAS DAN RANTAI NILAI [GRI 2-6]
Activities and Value Chain
Sebagai produsen baja terintegrasi nasional, Perseroan As a national integrated steel producer, the Company conducts
menjalankan kegiatan usaha yang mencakup pengadaan bahan business activities covering raw material procurement, steel
baku, proses produksi baja, serta distribusi produk kepada production processes, and product distribution to industrial
pelanggan industri. Rantai nilai Perseroan secara umum terdiri customers. The Company’s value chain generally consists of
atas tiga tahapan utama: three main stages:
1. Tahap Hulu (Upstream Procurement) 1. Upstream Stage (Upstream Procurement)
2. Tahap Operasi (Manufacturing & Processing) 2. Operational Stage (Manufacturing & Processing)
3. Tahap Hilir (Distribution & End-Use Industries) 3. Downstream Stage (Distribution & End-Use Industries)
Struktur ini juga melibatkan hubungan bisnis dengan anak This structure also involves business relationships with
perusahaan, entitas ventura bersama, pemasok strategis, subsidiaries, joint venture entities, strategic suppliers, logistics
penyedia jasa logistik, serta pelanggan industri utama. service providers, and key industrial customers.
Tahap Hulu – Pengadaan Bahan Baku Upstream Stage – Raw Material Procurement
Perseroan memperoleh bahan baku utama berupa iron ore pellet, The Company sources its primary raw materials, including iron
scrap, slab, coal/coke, dan bahan paduan dari pemasok domestik ore pellet, scrap, slab, coal/coke, and alloy materials, from both
maupun internasional. Sebagian pasokan slab diperoleh melalui domestic and international suppliers. A portion of slab supply
kerja sama strategis dengan entitas ventura bersama, yaitu is secured through a strategic partnership with its joint venture
PT Krakatau Posco, yang beroperasi di kawasan industri Cilegon. entity, PT Krakatau Posco, which operates within the Cilegon
industrial area.
Tahap Operasi – Proses Produksi Operational Stage – Production Process
Kegiatan produksi dilakukan di fasilitas baja terintegrasi yang Production activities are carried out at integrated steel facilities
mencakup proses peleburan, hot rolling, cold rolling, pelapisan, encompassing melting, hot rolling, cold rolling, coating, and
dan finishing. Proses ini menghasilkan berbagai produk finishing processes. These processes generate various flat steel
baja lembaran dan baja olahan sesuai kebutuhan pelanggan. and processed steel products tailored to customer specifications.
Operasional Perseroan juga didukung oleh anak perusahaan dan The Company’s operations are further supported by subsidiaries
entitas afiliasi di bidang energi, logistik, dan kawasan industri. and affiliated entities engaged in energy, logistics, and industrial
estate management.
Tahap Hilir – Distribusi dan Pengguna Akhir Downstream Stage – Distribution and End Users
Produk baja Perseroan dipasarkan kepada berbagai sektor The Company’s steel products are marketed to various industrial
industri seperti konstruksi dan infrastruktur, otomotif, sectors, including construction and infrastructure, automotive,
manufaktur, energi dan perkapalan. Distribusi dilakukan melalui manufacturing, energy, and shipbuilding. Distribution is
kontrak langsung dengan pelanggan industri dan distributor conducted through direct contracts with industrial customers as
nasional. well as through national distributors.
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Tahap Hulu Tahap Operasi Tahap Hilir
PENGADAAN BAHAN BAKU PROSES PRODUKSI DISTRIBUSI & PENGGUNA AKHIR
Iron Ore Pellet | Slab & Scrap
Konstruksi & Otomotif Energi &
Infrastruktur Manufaktur Perkapalan
Coal & Alloy
Pemasok Domestik & Internasional Pelanggan Industri
PT Krakatau Posco Distribusi Nasional
Upstream Downstream
Iron Making Steel Making Continuous Casting Rolling Main Products
Pellet Rail
Coke
Sheet Pile
Shape
Section Mill
Iron Ore Sintered Limestone
Ore Bar
Wire Rod
Wire Rod Mill
Basic Oxygen Furnace
(BOF) Plate
Hot Plate Mill
Billet
Direct
Blast Furnace Rolling
Hot Rolled Coil
(BF) (HDR)
and Sheet
Bloom Hot Strip Mill
Cold Rolled Coil
Scrap Electric Arc Furnace and Sheet
(EAF) Slab
(also for plating)
Cold Rolling Tandem Mill
Welded Pipe
Butt Welded Pipe
Welded Pipe Mill
Seamless Pipe
Seamless Pipe Mill
Reheating Furnace
Steel Casting
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Hubungan Bisnis Signifikan Significant Business Relationships
Dalam menjalankan kegiatan usaha, Perseroan memiliki In conducting its business activities, the Company maintains
hubungan bisnis dengan: business relationships with:
• Pemasok bahan baku domestik dan internasional • Domestic and international raw material suppliers
• Entitas ventura bersama dan anak perusahaan • Joint venture entities and subsidiaries
• Penyedia jasa logistik dan transportasi • Logistics and transportation service providers
• Pelanggan industri dan distributor • Industrial customers and distributors
Hubungan bisnis tersebut dijalankan berdasarkan perjanjian These business relationships are carried out based on
komersial sesuai ketentuan hukum yang berlaku. commercial agreements in compliance with applicable laws and
regulations.
Ketergantungan Material dalam Rantai Pasokan Material Dependencies within the Supply Chain
Sebagai industri baja yang padat bahan baku dan energi, kegiatan As a raw material- and energy-intensive steel industry player, the
usaha Perseroan memiliki ketergantungan terhadap: Company’s operations are dependent upon:
• Ketersediaan bahan baku tertentu • The availability of certain strategic raw materials
• Stabilitas harga komoditas global • The stability of global commodity prices
• Kelancaran distribusi dan logistik • The reliability of distribution and logistics channels
• Ketersediaan pasokan energi • The availability of energy supply
Perseroan melakukan pengelolaan pasokan melalui kerja sama The Company manages its supply chain through collaboration
dengan berbagai pemasok dan pengaturan kontrak komersial with multiple suppliers and the establishment of commercial
untuk menjaga keberlangsungan operasional. contractual arrangements to ensure operational continuity.
Penguatan Rantai Pasokan dalam Konteks Transformasi 2025 Strengthening the Supply Chain in the Context of the 2025
Transformation
Tahun 2025 menjadi periode konsolidasi dan pemulihan bertahap The year 2025 marked a period of consolidation and gradual
rantai pasokan Perseroan. Seiring dengan dukungan pendanaan recovery of the Company’s supply chain. Following financial
dan restrukturisasi keuangan, Perseroan mulai mengamankan support and restructuring initiatives, the Company progressively
kembali pasokan bahan baku utama dan meningkatkan utilisasi secured key raw material supplies and increased the utilization
fasilitas produksi secara bertahap. Penguatan rantai pasokan of its production facilities. This strengthening of the supply chain
ini menjadi fondasi penting bagi strategi peningkatan kapasitas serves as a critical foundation for enhancing production capacity,
produksi, efisiensi biaya, serta daya saing industri baja nasional improving cost efficiency, and reinforcing the competitiveness
pada periode mendatang. of the national steel industry in the years ahead.
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WILAYAH OPERASIONAL [OJK C.3][GRI 2-1]
Operational Area
Kantor Perwakilan Surabaya | Surabaya
Representative Office
Jl. KH. Mas Mansyur No. 229,
Surabaya 60162, Indonesia
Telp : (+62)31-3534057
Fax : (+62)31-3534058
Kantor Jakarta | Jakarta Office
Gedung Krakatau Steel, lantai 4
Jl. Jend. Gatot Subroto Kav. 54
Jakarta Selatan 12950 Indonesia
Telp : (+62)21 - 5221255 (Hunting)
Fax : (+62)21-5200876 / 5204208 / 5200793
Kantor Cilegon | Cilegon Office
Head Office
Wisma Krakatau Steel
Jl. Asia Raya Kav. O.3, Cilegon 42435
Telp : (+62) 254 372900
Pabrik | Plant
Cilegon - Cigading Plant Site, Banten
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PT Krakatau Steel Tbk
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STRUKTUR ORGANISASI [GRI 2-1]
Organization Structure
Dewan Komisaris
Board of Commissioners
Komisaris Utama
Hendro Martowardojo
President Commissioner
Komisaris Independen • David Pajung
Independent Commissioner • Willgo Zainar
Komisaris • Setia Diarta
Commissioner • Adityo Haryo Bimo
DIREKTUR UTAMA
President Director
Dr. Muhamad Akbar
DIREKTUR KOMERSIAL, PENGEMBANGAN
USAHA & PORTOFOLIO DIREKTUR INFRASTRUKTUR & OPERASI
Director of Commercial, Business Director of Infrastructure & Operation
Development & Portfolio
Hernowo Sidik Darusulistyo
VICE PRESIDENT OF
CORPORATE SECRETARY VICE PRESIDENT OF SALES
OPERATION EXCELLENCE
Fedaus Baron Utama Arif Tumpal Hamonangan Simatupang
VICE PRESIDENT OF VICE PRESIDENT OF
HEAD OF INTERNAL AUDIT
MARKETING & COMM. EXCELLENCE ISM & BLAST FURNACE COMPLEX
Rama Thesana Setiawan Ibnu Kukuh Laksmana Tumpal Hamonangan Simatupang (Plt)
VICE PRESIDENT OF VICE PRESIDENT OF
VICE PRESIDENT OF LEGAL OFFICE
STRATEGIC MAT. & SERVICE PROC. ROLLING MILL & PROCUREMENT
Dida Nugraha Ridho Indra Permana Rizky Usman
VICE PRESIDENT OF VICE PRESIDENT OF
CORPORATE & BUSINESS DEV. RESEARCH & TECHNOLOGY
- Fathurrahmi Dasril
VICE PRESIDENT OF
SUBSIDIARIES & AFFILIATES BUS MGT
Mita Himawati
HEALTH,SAFETY &
ENVIRONMENT MANAGER
Freddy Cahyo Nugroho
PT Krakatau Steel Tbk
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Komite Audit
Audit Committee
Ketua | Chairman Willgo Zainar
• David Pajung
Anggota | Members • Djadja Sukirman
• Bea Rejeki Tirtadewi
Komite Pengembangan Usaha &
Pemantau Manajemen Risiko (PU & PMR)
Business Development & Risk Management Monitoring Committee
Ketua | Chairman Setia Diarta
• Adityo Haryo Bimo
Anggota | Members • Evans Suryatmaji
• Mas Dharmawan Suryadi
Komite Nominasi & Remunerasi
Nomination & Remuneration Committee
Ketua | Chairman David Pajung
Sekretaris | Secretary Adityo Haryo Bimo
Anggota | Members Deden Muhammad Fajar Shiddiq
DIREKTUR KEUANGAN &
DIREKTUR SDM
MANAJEMEN RISIKO
Director of HR
Director of Finance & Risk Management
Daniel Liman Fitzgerald Suryantoro Waluyo
VICE PRESIDENT OF VICE PRESIDENT OF
CORPORATE FINANCE & TREASURY HUMAN CAPITAL MANAGEMENT
Roni Suhendi Emirda Eka Deanita
VICE PRESIDENT OF VICE PRESIDENT OF
ACCOUNTING & RISK MANAGEMENT SECURITY & GENERAL AFFAIR
Rodeano Agasta Achmad Budi Handoyo
PT Krakatau Steel Tbk
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KEANGGOTAAN DALAM ASOSIASI [OJK C.5][GRI 2-28]
Membership in Associations
Asosiasi | Association Status | Status
Indonesian Iron & Steel Industry Association (IISIA) Anggota Platinum | Platinum Member
South East Asia Iron and Steel Institute (SEAISI) Anggota | Member
Kamar Dagang dan Industri (KADIN) Anggota | Member
Chamber of Commerce and Industry (KADIN)
Forum Human Capital Indonesia (FHCI) Anggota | Member
Indonesian Human Capital Forum (FHCI)
Forum Humas Indonesia (FH BUMN) Anggota | Member
Indonesian Public Relations Forum (FH BUMN)
Asosiasi Emiten Indonesia (AEI) Anggota | Member
Indonesian Issuers Association (AEI)
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PROFIL DEWAN KOMISARIS [GRI 405-1]
Profile of the Board of Commissioners
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Beliau ditunjuk dan diangkat sebagai Komisaris Utama berdasarkan RUPST
Tahun Buku 2024 yang diselenggarakan 25 Juni 2025
He was appointed as President Commissioner based on the 2024 Fiscal Year GMS
held on June 25, 2025.
Periode
Period
2025 – 2030
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
71 tahun
71 years old
Riwayat Pendidikan
Education
• Master of Business Administration in International Management dari Brussel European
University (1986)
• Sarjana Ekonomi dari Universitas Indonesia (1982)
• Master of Business Administration in International Management from Brussels
European University (1986)
• Bachelor of Economics from the University of Indonesia (1982)
Riwayat Pekerjaan HENDRO MARTOWARDOJO
Career History Komisaris Utama
• Komisaris Utama PT Krakatau Baja Konstruksi (2019 – 2025) President Commissioner
• Komisaris Utama PT Asia Multi Dana (2002 – 2003)
• Komisaris Utama PT Niaga Sekuritas (2002 – 2003)
• Direktur Utama PT Citra Dana Asia (Fund Asia) (2000 – 2011)
• Direktur Utama PT Aerowisata (1998-2000)
• Direktur Grup PT Maharani Paramitra (1992-1998)
• Asisten Wakil Presiden Grup Perbankan Konsumen Citibank NA (1989-1992)
• Manajer Pemasaran Sime Darby Eastren (1988-1989)
• Manajer Produk PT Unilever Indonesia (1983-1988)
• Staf Direktorat Jenderal Neraca Pembayaran dan Pinjaman Luar Negeri Departemen
Keuangan RI (1982-1983)
• President Commissioner of PT Krakatau Baja Konstruksi (2019 – 2025)
• President Commissioner of PT Asia Multi Dana (2002 – 2003)
• President Commissioner of PT Niaga Sekuritas (2002 – 2003)
• President Director of PT Citra Dana Asia (Fund Asia) (2000 – 2011)
• President Director of PT Aerowisata (1998–2000)
• Group Director of PT Maharani Paramitra (1992–1998)
• Assistant Vice President of Citibank NA’s Consumer Banking Group (1989–1992)
• Marketing Manager at Sime Darby Eastren (1988–1989)
• Product Manager at PT Unilever Indonesia (1983–1988)
• Staff Member at the Directorate General of Balance of Payments and Foreign Loans,
Ministry of Finance of the Republic of Indonesia (1982–1983)
Rangkap Jabatan
Concurrent Position
• Komisaris Utama PT Resource Alam Indonesia Tbk (2007 – Sekarang)
• Komisaris Independen PT Bentoel Internasional Investama Tbk (2011 – Sekarang)
• Komisaris Utama PT Nusa Konstruksi Enjiniring Tbk (2021 – Sekarang)
• President Commissioner of PT Resource Alam Indonesia Tbk (2007 – Present)
• Independent Commissioner of PT Bentoel Internasional Investama Tbk (2011 – Present)
• President Commissioner of PT Nusa Konstruksi Enjiniring Tbk (2021 – Present)
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
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PROFIL DEWAN KOMISARIS
Profile of the Board of Commissioners
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPST tahun buku 2024 tanggal 25 Juni 2025
Resolution of the Fiscal Year 2024 AGMS dated June 25, 2025
Periode
Period
2025 – 2030 (masa jabatan kedua | second term)
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Bekasi, Jawa Barat
Bekasi, West Java
Usia
Age
54 tahun
54 years old
Riwayat Pendidikan
Education
• Pathway to Chartered Accountant (CA) Indonesia BSE-IAI (2024)
• Program Pendidikan Reguler (PPRA) Angkatan 64 Lemhanas RI (2022)
• Magister Pengembangan Wilayah dan Perkotaan dari Universitas Indonesia (2003)
DAVID PAJUNG • Sarjana Teknik Arsitektur dari Universitas Hasanuddin Makassar (1997)
Komisaris Independen • Pathway to Chartered Accountant (CA) Indonesia BSE-IAI (2024)
Independent Commissioner • Regular Education Program (PPRA) Class 64 National Resilience Institute of Indonesia
(2022)
• Master of Regional and Urban Development from Universitas Indonesia (2003)
• Bachelor of architectural engineering from Universitas Hasanuddin Makassar (1997)
Riwayat Pekerjaan
Career History
• Komisaris PT Mitra Lintas Technology (2017 – 2020)
• General Manager PT Bumi Kharisma L (2015 – 2020)
• Project Manager PT Bumi Kharisma L (2010 – 2015)
• Training Soil StabilizationTechnology di Jerman (2010)
• Commissioner of PT Mitra Lintas Technology (2017 – 2020)
• General Manager at PT Bumi Kharisma L (2015 – 2020)
• Project Manager at PT Bumi Kharisma L (2010 – 2015)
• Training on Soil Stabilization Technology in Germany (2010)
Rangkap Jabatan
Concurrent Position
Koordinator Konsultan Teknologi Novocrete Jerman (2010 – sekarang)
Coordinator of Novocrete Technology Consultants, Germany (2010 – present)
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Profil Perusahaan
Company Profile
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 16 Desember 2024
Resolution of EGMS dated December 16, 2024
Periode
Period
2024 – 2029 (masa jabatan pertama | first term)
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
57 tahun
57 years old
Riwayat Pendidikan
Education
• MBA of Marketing International Business dari Armstrong University USA (1995)
• Sarjana Manajemen Pemasaran dari Universitas Mataram (1992)
• MBA of Marketing International Business from Armstrong University USA (1995)
• Bachelor of Marketing Management from Universitas Mataram (1992)
WILLGO ZAINAR
Riwayat Pekerjaan Komisaris Independen
Career History Independent Commissioner
• Plt. Direktur Utama PT PAL Indonesia (2024)
• Direktur Pemasaran PT PAL Indonesia (2021 - 2024)
• Wakil Ketua Badan Akuntabilitas Keuangan Negara DPR RI (2017 - 2019)
• Anggota DPR RI Komisi XI (2014 - 2019)
• Act. President Director of PT PAL Indonesia (2024)
• Marketing Director of PT PAL Indonesia (2021- 2024)
• Deputy Chairman of the State Financial Accountability
• Agency of the Indonesian House of Representatives (2017 - 2019)
• Member of the Indonesian House of Representatives Commission XI (2014 - 2019)
Rangkap Jabatan
Concurrent Position
Tidak memiliki rangkap jabatan
He does not hold concurrent positions.
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Profil Perusahaan
Company Profile
PROFIL DEWAN KOMISARIS
Profile of the Board of Commissioners
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPST tahun buku 2024 tanggal 25 Juni 2025
Resolution of the Fiscal Year 2024 AGMS dated June 25, 2025
Periode
Period
2025 - 2030
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Bogor
Usia
Age
45 tahun
45 years old
Riwayat Pendidikan
Education
• Doktor Economi dari Kyoto University (East Asia Sustainable Economic Development Studies) (2018)
• Master dari Kyoto University Economics (East Asia Sustainable Economic Development Studies)
(2015)
• Magister Teknik Industri dari Institut Teknologi Bandung (2006)
• Doctor (Ph.D.) in Economics from Kyoto University (East Asia Sustainable Economic Development
Studies) (2018)
• Master from Kyoto University Economics (East Asia Sustainable Economic Development Studies)
SETIA DIARTA (2015)
Komisaris • Master of Industrial Engineering from Institut Teknologi Bandung (2006)
Commissioner Riwayat Pekerjaan
Career History
• Kepala Bidang Pengembangan Infrastruktur Kompetensi dan Fasilitasi Sertifikasi Kompetensi
Badan Pengembangan SDM Industri, Kementerian Perindustrian (2018 – 2019)
• Kepala Bidang Pengembangan Pendidikan Kejuruan dan Vokasi Industri Badan Pengembangan SDM
Industri, Kementerian Perindustrian (2019 – 2021)
• Kepala Balai Besar Industri Hasil Perkebunan – Makassar Badan Standardisasi dan Kebijakan Jasa
Industri, Kementerian Perindustrian (2021 – 2022)
• Sekretaris Direktorat Jenderal Industri Agro Direktorat Jenderal Industri Agro, Kementerian
Perindustrian (2022 – 2023)
• Direktur Industri Hasil Hutan dan Perkebunan Direktorat Jenderal Industri Agro, Kementerian
Perindustrian (2024)
• Head of the Competency Infrastructure Development and Competency Certification Facilitation
Division, Human Resources Development Agency for Industry, Ministry of Industry (2018 – 2019)
• Head of the Industrial Vocational and Education Development Division, Human Resources
Development Agency for Industry, Ministry of Industry (2019 – 2021)
• Head of the Center for Plantation Products Industry (Makassar), Agency for Industrial
Standardization and Service Policy, Ministry of Industry (2021 – 2022)
• Secretary to the Directorate General of Agro Industry, Directorate General of Agro Industry, Ministry
of Industry (2022 – 2023)
• Director of Forest and Plantation Products Industry, Directorate General of Agro Industry, Ministry
of Industry (2024)
Rangkap Jabatan
Concurrent Position
Direktur Jenderal Industri Logam, Mesin, Alat Transportasi dan Elektronika, Kementerian
Perindustrian (2024 – Sekarang)
Director General of Metal, Machinery, Transportation Equipment and Electronics Industry, Ministry of
Industry (2024 – Present)
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun dengan
pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the Board of
Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Company Profile
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPST tahun buku 2024 tanggal 25 Juni 2025
Resolution of the Fiscal Year 2024 AGMS dated June 25, 2025
Periode
Period
2025 – 2030
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Bandung
Usia
Age
40 tahun
40 years old
Riwayat Pendidikan
Education
Sarjana Ilmu Komunikasi dari Universitas Prof. Dr. Moestopo
Bachelor of Communication Studies from Universitas Prof. Dr. Moestopo
Riwayat Pekerjaan ADITYO HARYO BIMO
Career History Komisaris
• Marketing Priority Banking (Relationship Officer) Bank Bukopin Commissioner
• General Affair PT Argawastu (Mining Company)
• Head of Marketing Division PT Bali Mukti
• Marketing Priority Banking (Relationship Officer), Bank Bukopin
• General Affairs, PT Argawastu (Mining Company)
• Head of Marketing Division, PT Bali Mukti
Rangkap Jabatan
Concurrent Position
Tidak memiliki rangkap jabatan
He does not hold concurrent positions.
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members
of the Board of Directors, or the Company’s main/controlling shareholders.
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Profil Perusahaan
Company Profile
DEWAN KOMISARIS SEBELUMNYA
Previous Board of Commissioners
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPST tahun buku 2021 tanggal 8 Juli 2022
Resolution of the Fiscal Year 2021 AGMS dated July 8, 2022
Periode
Period
2025 – 2025
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
62 tahun
62 years old
Riwayat Pendidikan
Education
• Magister Manajemen dari STIE IPWI Jakarta (1998)
• Sarjana dari Universitas Krisnadwipayana (1987)
• Master of Management from STIE IPWI Jakarta (1998)
SUHANTO • Bachelor’s Degree from Universitas Krisnadwipayana (1987)
Komisaris Utama
(menjabat hingga 25 Juli 2025) Riwayat Pekerjaan
President Commissioner Career History
(served until July 25, 2025) • Sekretaris Jenderal Kementerian Perdagangan (2020 - 2024)
• Direktur Jenderal Perdagangan Dalam Negeri, Kementerian Perdagangan
(2019 - 2020)
• Staf Ahli Menteri Perdagangan Bidang Iklim Usaha dan Hubungan Antar Lembaga
(2016 - 2019)
• Secretary General of the Ministry of Trade (2020 – 2024)
• Director General of Domestic Trade, Ministry of Trade (2019 – 2020)
• Expert Staff to the Minister of Trade in Business Climate and Inter-Institutional
Relations (2016 – 2019)
Rangkap Jabatan
Concurrent Position
Staf Khusus Menteri Koordinator Bidang Pangan dan Analis Perdagangan Ahli Utama
Kementerian Perdagangan (2024 – sekarang)
Special Staff to the Coordinating Minister for Food and Trade Analyst Main Expert at
the Ministry of Trade (2024 – present)
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members
of the Board of Directors, or the Company’s main/controlling shareholders.
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Company Profile
DEWAN KOMISARIS SEBELUMNYA
Previous Board of Commissioners
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPST tahun buku 2021 tanggal 8 Juli 2022
Resolution of the Fiscal Year 2021 AGMS dated July 8, 2022
Periode
Period
2023 – 2028
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Tangerang, Banten
Usia
Age
67 tahun
67 years old
Riwayat Pendidikan
Education
Sarjana Teknik Industri dari Institut Teknologi Bandung (1982)
Bachelor of Industrial Engineering from Institut Teknologi Bandung (1982)
Riwayat Pekerjaan
Career History I GUSTI PUTU SURYAWIRAWAN
• Staf Khusus Menteri Perindustrian Bidang Investasi dan Hubungan Antar Lembaga Komisaris
(2018 – 2019) (menjabat hingga 25 Juli 2025)
• Direktur Jenderal Ketahanan dan Pengembangan Akses Industri Internasional Commissioner
merangkap Dirjen Pengembangan Perwilayahan Industri (2017 – 2018) (served until July 25, 2025)
• Direktur Jenderal Industri Logam Mesin Alat Transportasi dan Elektronika (2015 – 2017)
• Direktur Pengembangan Fasilitasi Industri Wilayah I (2012 – 2015)
• Direktur Industri Material Dasar Logam (2010 – 2012)
• Direktur Industri Logam (2005 – 2010)
• Direktur Industri Elektronika dan Telematika (2000 – 2004)
• Special Staff to the Minister of Industry for Investment and Interinstitutional Relations
(2018 – 2019)
• Director General of Resilience and Development of International Industrial Access
concurrently Director General of Regional Industrial Development (2017 – 2018)
• Director General of Metal Machinery Transportation and Electronics Industry (2015 –
2017)
• Director of Industrial Facilitation Development in Region I (2012 – 2015)
• Director of Basic Metal Material Industry (2010 – 2012)
• Director of Metal Industry (2005 – 2010)
• Director of Electronic and Telematics Industry (2000 – 2004)
Rangkap Jabatan
Concurrent Position
Staf Khusus Menteri Koordinator Perekonomian Bidang Pengembangan Industri dan
Kawasan (2020 - Sekarang)
Special Staff to the Coordinating Minister for Economic Affairs for Industrial and Regional
Development (2020 - Present)
Kepemilikan Saham
Share Ownership
Memiliki 51.500 lembar saham Perseroan
Holds 51,500 shares of the Company
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
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Company Profile
DEWAN KOMISARIS SEBELUMNYA
Previous Board of Commissioners
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPST tahun buku 2021 tanggal 8 Juli 2022
Resolution of the Fiscal Year 2021 AGMS dated July 8, 2022
Periode
Period
2023 – 2028
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Depok, Jawa Barat
Depok, West Java
Usia
Age
59 tahun
59 years old
Riwayat Pendidikan
Education
• Doktor Teknik Sumber Daya Air dari Universitas Brawijaya (2021)
• Doctor of Water Resources Engineering from Universitas Brawijaya (2021)
• Master of Development Planning dari University of Queensland Australia (2002)
YUDHA MEDIAWAN • Sarjana Teknik Sipil dari Universitas Parahyangan (1991)
Komisaris • Doctor of Water Resources Engineering from Universitas Brawijaya (2021)
(menjabat hingga 25 Juli 2025) • Master of Development Planning from the University of Queensland, Australia (2002)
Commissioner • Bachelor of Civil Engineering from Universitas Parahyangan (1991)
(served until July 25, 2025)
Riwayat Pekerjaan
Career History
• Kepala Badan Pengembangan Infrastruktur Wilayah, Kementerian Pekerjaan Umum dan
Perumahan Rakyat/PUPR (2023 - 2025)
• Direktur Jenderal Bina Konstruksi Kementerian PUPR (2021 – 2023)
• Direktur Air Minum, Ditjen Cipta Karya, Kementerian PUPR (2020 – 2021)
• Direktur Pengembangan Sistem Penyediaan Air Minum, Ditjen Cipta Karya, Kementerian
PUPR (2019 – 2020)
• Kepala Pusat Pendidikan dan Pelatihan SDA dan Konstruksi, BPSDM, Kementerian PUPR
(2018 – 2019)
• Head of Regional Infrastructure Development Agency,
• Ministry of Public Works and Public Housing/PUPR (2023 – 2025)
• Director General of Construction Development, Ministry of PUPR (2021 – 2023)
• Director of Drinking Water, Directorate General of Human Settlement, Ministry of PUPR
(2020 – 2021)
• Director of Drinking Water Supply System Development, Directorate General of Human
Settlement, Ministry of PUPR (2019 – 2020)
• Head of Water Resources and Construction Education and Training Center, BPSDM,
Ministry of PUPR (2018 – 2019)
Rangkap Jabatan
Concurrent Position
Staf Ahli Menteri PUPR Bidang Teknologi, Industri dan Lingkungan (2025 - sekarang)
Expert Staff to the Ministry of PUPR for Technology, Industry, and Environment (2025 -
present)
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
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Company Profile
DEWAN KOMISARIS SEBELUMNYA
Previous Board of Commissioners
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 18 Januari 2023
Resolution of the EGMS dated January 18, 2023
Periode
Period
2023 – 2028
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
56 tahun
56 years old
Riwayat Pendidikan
Education
• Program Pendidikan Reguler Angkatan 51 Lemhanas RI (2014)
• Sarjana dari Universitas Krisnadwipayana (2006)
• Regular Education Program Batch 51 of the Indonesian National Defense Institute (2014)
• Bachelor’s Degree from Universitas Krisnadwipayana (2006)
ISFAN FAJAR SATRYO
Riwayat Pekerjaan Komisaris Independen
Career History (menjabat hingga 25 Juli 2025)
• Komisaris Utama PT Matra Tur Antarnusa (2015) Independent Commissioner
• Komisaris Independen PT Dirgantara Indonesia (2013) (served until July 25, 2025)
• Komisaris Utama PT Sindulang Hondot Pariama (1998)
• Komisaris Utama PT Insani Bina Perkasa (1996)
• Direktur Utama PT Segoro Fajar Satryo (1995)
• Komisaris Utama PT Ades Alfindo Putra Setia Tbk (1993)
• President Commissioner of PT Matra Tur Antarnusa (2015)
• Independent Commissioner of PT Dirgantara Indonesia (2013)
• President Commissioner of PT Sindulang Hondot Pariama (1998)
• President Commissioner of PT Insani Bina Perkasa (1996)
• President Director of PT Segoro Fajar Satryo (1995)
• President Commissioner of PT Ades Alfindo Putra Setia Tbk (1993)
Rangkap Jabatan
Concurrent Position
Tidak memiliki rangkap jabatan
He does not hold concurrent positions.
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
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PERUBAHAN KOMPOSISI DEWAN KOMISARIS
PADA TAHUN 2025
Changes in the Composition of The Board of Commissioners in 2025
Sampai dengan 25 Juni 2025, komposisi Dewan Komisaris As of June 25, 2025, the composition of the Company’s Board of
Perseroan adalah sebagai berikut: Commissioners was as follows:
Nama | Name Jabatan | Position Periode Jabatan | Term of Office
Suhanto Komisaris Utama 2020 - 2025
President Commissioner
I Gusti Putu Suryawirawan Komisaris 2022 - 2027
Commissioner
Yudha Mediawan Komisaris 2023 - 2028
Commissioner
Isfan Fajar Satryo Komisaris Independen 2023 - 2028
Independent Commissioner
David Pajung Komisaris Independen 2020 - 2025
Independent Commissioner
Willgo Zainar Komisaris Independen 2024 - 2029
Independent Commissioner
Berdasarkan Keputusan RUPST Tahun Buku 2024 tanggal 25 Juni Based on the resolution of the AGMS for Fiscal Year 2024 held
2025 tentang Perubahan Susunan Pengurus Perseroan, maka on June 25, 2025, concerning Changes in the Composition of
komposisi Dewan Komisaris Perseroan mengalami perubahan the Company’s Management, the composition of the Company’s
sebagai berikut: Board of Commissioners has changed as follows:
Nama | Name Jabatan | Position Periode Jabatan | Term of Office
Hendro Martowardojo Komisaris Utama 2025 - 2030
President Commissioner
David Pajung Komisaris Independen 2025 - 2030
Independent Commissioner
Willgo Zainar Komisaris Independen 2024 - 2029
Independent Commissioner
Setia Diarta Komisaris 2025 - 2030
Commissioner
Adityo Haryo Bimo Komisaris 2023 - 2028
Commissioner
PERNYATAAN INDEPENDENSI KOMISARIS STATEMENT OF INDEPENDENCE OF INDEPENDENT
INDEPENDEN COMMISSIONER
Perseroan memastikan bahwa seluruh Komisaris Independen The Company ensures that all Independent Commissioners have
Perseroan telah memenuhi persyaratan independensi fulfilled the independence requirements as stipulated under
sebagaimana diatur dalam Pasal 25 ayat (1) POJK No. 33/ Article 25 paragraph (1) of POJK No. 33/POJK.04/2014 concerning
POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten atau the Board of Directors and Board of Commissioners of Issuers
Perusahaan Publik. Semua Komisaris Independen telah membuat or Public Companies. All Independent Commissioners have
surat pernyataan independensi pada saat pengangkatannya yang submitted statements of independence upon their appointment,
telah disampaikan kepada OJK. which have been duly reported to the OJK.
Per 31 Desember 2025, Perseroan memiliki dua Komisaris As of December 31, 2025, the Company has two Independent
Independen, yakni David Pajung yang menjabat untuk periode Commissioners, namely David Pajung, who is serving his second
kedua dan Willgo Zainar yang menjabat untuk periode pertama. term, and Willgo Zainar, who is serving his first term.
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PROFIL DIREKSI [GRI 405-1]
Profile of the Board of Directors
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 16 Desember 2024
Resolution of the EGMS dated December 16, 2024
Periode
Period
2023 – 2028
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
57 tahun
57 years old
Riwayat Pendidikan
Education
• Doktor Ilmu Hukum di Universitas Hasanuddin, Makassar (2025)
• Magister Manajemen Sumber Daya Manusia dari Universitas Pancasila, Jakarta (2006)
• Sarjana Hukum dari Universitas Hasanuddin, Makassar (1992)
• Doctoral of Laws at Universitas Hasanuddin, Makassar (2025)
• Master of Human Resources Management from Universitas Pancasila, Jakarta Dr. MUHAMAD AKBAR
• Bachelor of Laws from Universitas Hasanuddin, Makassar Direktur Utama
President Director
Riwayat Pekerjaan
Career History
• Direktur Komersial PT Krakatau Steel (Persero) Tbk (2023 - 2024)
• Direktur Utama PT Krakatau Bandar Samudera (2021 – 2023)
• Direktur Utama Krakatau National Resources (2020 – 2021)
• Direktur Utama PT Krakatau Niaga Indonesia (2019 - 2020)
• Director of Commerce of PT Krakatau Steel (Persero) Tbk (2023 - 2024)
• President Director of PT Krakatau Bandar Samudera (2021 – 2023)
• President Director of Krakatau National Resources (2020 – 2021)
• President Director at PT Krakatau Niaga Indonesia (2019 - 2020)
Rangkap Jabatan
Concurrent Position
• Ketua Umum ALFI (Asosiasi Logistik & Forwarder Indonesia)
• Kepala Badan Logistik & Rantai Pasok Kamar Dagang dan Industri (KADIN) Indonesia
• Chairman of ALFI (Indonesian Logistics & Forwarder Association)
• Head of Logistics & Supply Chain Agency of Indonesian Chamber of Commerce and
Industry (KADIN)
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
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Company Profile
PROFIL DIREKSI
Profile of the Board of Directors
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 23 Desember 2025
Resolution of the EGMS dated December 23, 2025
Periode
Period
2025 – 2030
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
57 tahun
57 years old
Riwayat Pendidikan
Education
• Doktor Sekolah Kepemimpinan dan Inovasi Kebijakan dari Universtitas Gajah Mada
(2019)
• Master Managemen Publik dari Carnegie Mellon University (1994)
• Sarjana Hukum dari Universitas Gadjah Mada (1992)
SURYANTORO WALUYO • Doctor of Leadership and Public Policy Innovation from Universitas Gadjah Mada (2019)
Direktur Sumber Daya Manusia • Master of Public Management, Carnegie Mellon University (1994)
Director of Human Resources • Bachelor of Law from Universitas Gadjah Mada (1992)
Riwayat Pekerjaan
Career History
• Senior Human Resources Advisor Standar - Chartered Bank Indonesia (2025)
• Country Head of Human Resources - Standar Chartered Bank Indonesia (2012 - 2025)
• Head of HR GTO, Support & Employee Relations - Standar Chartered Bank Indonesia
(2006 - 2012)
• Senior Manager-Industrial Relations & Outsourcing Management - Nestle Indonesia
(2004 - 2006)
• Senior Manager, Corporate Personnel Administration - Siemens Indonesia (2002-2004)
• Senior Human Resources Advisor - Standard Chartered Bank Indonesia (2025)
• Country Head of Human Resources - Standard Chartered Bank Indonesia (2012 - 2025)
• Head of HR GTO, Support & Employee Relations - Standard Chartered Bank Indonesia
(2006 – 2012)
• Senior Manager, Industrial Relations & Outsourcing Management - Nestlé Indonesia
(2004 - 2006)
• Senior Manager, Corporate Personnel Administration - Siemens Indonesia (2002 - 2004)
Rangkap Jabatan
Concurrent Position
Tidak memiliki rangkap jabatan
He does not hold concurrent positions.
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Company Profile
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPST tahun buku 2024 tanggal 25 Juni 2025
Resolution of the Fiscal Year 2024 AGMS dated June 25, 2025
Periode
Period
2025 – 2030
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
37 tahun
37 years old
Riwayat Pendidikan
Education
• Master of Science (MSc), Logistics, Materials, and Supply Chain Management dari
Malaysia Institute for Supply Chain Innovation (2014)
• Sarjana Teknik Kelautan dari Institut Teknologi Bandung (2011)
• Master of Science (MSc), Logistics, Materials, and Supply Chain Management from DANIEL FITZGERALD LIMAN
Malaysia Institute for Supply Chain Innovation (2014) Direktur Keuangan dan Manajemen Risiko
• Bachelor of Ocean Engineering from Institut Teknologi Bandung (2011) Director of Finance and Risk Management
Riwayat Pekerjaan
Career History
• Direktur Utama PT Waskita Toll Rorad (2023 - 2025)
• Direktur Portfolio PT Waskita Toll Road (2022 - 2023)
• GM Portofolio Management & Strategy PT Waskita Toll Road (2021)
• SVP Business Strategy Division PT Waskita Toll Road (2020 - 2021)
• President Director of PT Waskita Toll Road (2023–2025)
• Portfolio Director of PT Waskita Toll Road (2022–2023)
• GM Portfolio Management & Strategy at PT Waskita Toll Road (2021)
• SVP Business Strategy Division at PT Waskita Toll Road (2020–2021)
Rangkap Jabatan
Concurrent Position
Tidak memiliki rangkap jabatan
None
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members
of the Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Profil Perusahaan
Company Profile
PROFIL DIREKSI
Profile of the Board of Directors
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 16 Desember 2024
Resolution of the EGMS dated December 16, 2024
Periode
Period
2024 – 2029
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
55 tahun
55 years old
Riwayat Pendidikan
Education
• Magister Manajemen dari Universitas Prasetya Mulya (2007)
• Sarjana Teknik Informatika dari Institut Teknologi Bandung (1997)
• Master of Management from Universitas Prasetya Mulya (2007)
HERNOWO • Bachelor of Information Technology from Institut Teknologi Bandung (1997)
Direktur Komersial, Pengembangan
Usaha dan Portofolio Riwayat Pekerjaan
Director of Commercial, Business Career History
Development, and Portfolio • Komisaris Utama PT Krakatau Niaga Indonesia (Maret 2022 - Desember 2024)
• Komisaris PT Krakatau Wajatama Osaka Steel Marketing (Agustus 2019 – 1 Maret
2022)
• Direktur Utama PT Krakatau Baja Konstruksi (Juli 2019 – Desember 2024)
• Head of Corporate and Regulatory Affair PT Bentoel Investama Tbk (September
2014 – September 2017)
• President Commissioner of PT Krakatau Niaga Indonesia (March 2022 – December
2024)
• Commissioner of PT Krakatau Wajatama Osaka Steel Marketing (August 2019 –
March1, 2022)
• President Director of PT Krakatau Baja Konstruksi (July 2019 – December 2024)
• Head of Corporate and Regulatory Affair at PT Bentoel Investama Tbk (September
2014 – September 2017)
Rangkap Jabatan
Concurrent Position
Instruktur Nasional Pendidikan Kader Nahdlatul Ulama
National Instructor of Nahdlatul Ulama Cadre Education
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members
of the Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Profil Perusahaan
Company Profile
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 23 Desember 2025
Resolution of the EGMS dated December 23, 2025
Periode
Period
2025 – 2030
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Jakarta
Usia
Age
53 tahun
53 years old
Riwayat Pendidikan
Education
• Doktor Sains Manajemen dari Institut Teknologi Bandung (2025)
• Doktor of Philosophy (Ph.D.) di bidang Data Science and Business Analytics dari Texas
University (2022)
• Master Administrasi Bisnis dari National University of Singapore (2009)
• Sarjana Teknik Elektro dari Universitas Gadjah Mada (1996) SIDIK DARUSULISTYO
• Doctor of Management Science from Institut Teknologi Bandung (2025) Direktur Infrastruktur dan Operasi
• Doctor of Philosophy (Ph.D.) in Data Science and Business Analytics from Texas Director of Infrastructure and Operation
University (2022)
• Master of Business Administration from National University of Singapore (2009)
• Bachelor of Electrical Engineering from Universitas Gadjah Mada (1996)
Riwayat Pekerjaan
Career History
• Senior Production & Operation Leadership BP Exploration (Caspian Sea) Ltd.
(2024 - 2025)
• Area Production Manager BP Berau Ltd. (2024)
• General Manager Tuban Plant PT Holcim Indonesia Tbk (2013)
• Instrumentation Team Leader PT Semen Cibinong (1996 - 2001)
• Senior Production & Operations Leadership, BP Exploration (Caspian Sea) Ltd.
(2024 - 2025)
• Area Production Manager, BP Berau Ltd. (2024)
• General Manager, Tuban Plant, PT Holcim Indonesia Tbk (2013)
• Instrumentation Team Leader, PT Semen Cibinong (1996 - 2001)
Rangkap Jabatan
Concurrent Position
Tidak memiliki rangkap jabatan
He does not hold concurrent positions.
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Profil Perusahaan
Company Profile
DIREKSI SEBELUMNYA
Previous Board of Directors
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 16 Desember 2024
Resolution of the EGMS dated December 16, 2024
Periode
Period
2024 – 2029
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Cilegon, Banten
Usia
Age
57 tahun
57 years old
Riwayat Pendidikan
Education
• Magister Administrasi Bisnis dari Institut Teknologi Bandung (2011 – 2013)
• Magister Material Sains dari Universitas Indonesia (1999 – 2001)
• Sarjana Tenik Mesin dari Institut Teknologi Bandung (1987 – 1993)
• Master of Business Administration from Institut Teknologi Bandung (2011 – 2013)
UTOMO NUGROHO • Master of Material Science from Universitas Indonesia (1999 – 2001)
Direktur Infrastruktur dan Operasi • Bachelor of Mechanical Engineering from Institut Teknologi Bandung (1987 – 1993)
(menjabat hingga 23 Desember 2025)
Director of Infrastructure and Operations Riwayat Pekerjaan
(served until December 23, 2025) Career History
• Komisaris Utama PT Krakatau Osaka Steel (01 Juli 2021 – Sekarang)
• Direktur Utama PT Krakatau Pipe Industries (2 Juni 2020 – 13 Desember 2024)
• Komisaris Utama PT Krakatau Engineering (1 Juni 2020 – 1 Juli 2021)
• Direktur Utama PT Krakatau Engineering (16 November 2018 – 2 Juni 2020)
• President Commissioner of PT Krakatau Osaka Steel (1 Juli 2021 – Present)
• President Director of PT Krakatau Pipe Industries (June 2, 2020 – December 13, 2024)
• President Commissioner of PT Krakatau Engineering (June 1, 2020 – July 1, 2021)
• President Director of PT Krakatau Engineering (November 16, 2018 – June 2, 2020)
Rangkap Jabatan
Concurrent Position
• Member of Department of Steel Application and Construction IISIA
• Ketua Bidang Pendidikan Yayasan Al Hanif Cilegon
• Member of Department of Steel Application and Construction IISIA
• Head of Education Division of Al Hanif Cilegon Foundation
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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DIREKSI SEBELUMNYA
Previous Board of Directors
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 18 Januari 2023
Resolution of the EGMS dated January 18, 2023
Periode
Period
2023 – 2028
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Depok, Jawa Barat
Depok, West Java
Usia
Age
61 tahun
61 years old
Riwayat Pendidikan
Education
• Magister Manajemen Keuangan dari Universitas Padjadjaran (1999)
• Sarjana Pertanian dari Universitas Sebelas Maret (1987)
• Master of Financial Management from Universitas Padjadjaran (1999)
• Bachelor of Agriculture from Universitas Sebelas Maret (1987) TARDI
Direktur Keuangan dan Manajemen Risiko
Riwayat Pekerjaan (menjabat hingga 25 Juni 2025)
Career History Director of Finance and Risk Management
• Direktur Keuangan PT Krakatau Steel (Persero) Tbk (2018 - 2023) (served until June 25, 2025)
• Direktur Retail Banking PT Bank Mandiri (Persero) Tbk (2016 – 2018)
• Direktur Micro and Business Banking PT Bank Mandiri (Persero) Tbk (2015 – 2016)
• Senior Executive Vice President PT Bank Mandiri (Persero) Tbk (2013 - 2015)
• Komisaris PT Bank Syariah Mandiri (2008 – 2013)
• Komisaris PT Pengelola Investama Mandiri (2007 – 2009)
• Director of Finance of PT Krakatau Steel (Persero) Tbk (2018 - 2023)
• Director of Retail Banking of PT Bank Mandiri (Persero) Tbk (2016 – 2018)
• Director of Micro and Business Banking of PT Bank Mandiri (Persero) Tbk (2015 – 2016)
• Senior Executive Vice President at PT Bank Mandiri (Persero) Tbk (2013 - 2015)
• Commissioner of PT Bank Syariah Mandiri (2008 – 2013)
• Commissioner of PT Pengelola Investama Mandiri (2007 – 2009)
Rangkap Jabatan
Concurrent Position
• Pengawas Yayasan Pendidikan Krakatau Steel
• Anggota Pembina Badan Pengelola Kesejahteraan Krakatau Steel (Bapelkes)
• Supervisor of Krakatau Steel Education Foundation
• Member of the Board of Trustees of the Krakatau Steel Welfare Management Agency
(Bapelkes)
Kepemilikan Saham
Share Ownership
Tidak memiliki saham Perseroan.
He does not own any shares in the Company.
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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Profil Perusahaan
Company Profile
DIREKSI SEBELUMNYA
Previous Board of Directors
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan RUPSLB tanggal 16 Desember 2024
Resolution of the EGMS dated December 16, 2024
Periode
Period
2023 – 2028
Kewarganegaraan
Citizenship
Indonesia
Indonesian
Domisili
Domicile
Cilegon, Banten
Usia
Age
58 tahun
58 years old
Riwayat Pendidikan
Education
• Magister Ilmu Komputer dari Universitas Indonesia (2002)
• Sarjana Matematika dari Universitas Indonesia (1993)
• Sarjana Teknik Informatika dari Universitas Gunadarma (1992)
• Master of Computer Science from Universitas Indonesia (2002)
AGUS NIZAR VIDIANSYAH • Bachelor of Mathematics from Universitas Indonesia (1993)
Direktur Infrastruktur dan Operasi • Bachelor of Computer Engineering from Universitas Gunadarma (1992)
(menjabat hingga 23 Desember 2025)
Director of Infrastructure and Operations Riwayat Pekerjaan
(served until December 23, 2025) Career History
• Direktur Utama PT Krakatau Sarana Infrastruktur (2021 - 2023)
• Direktur Utama PT Krakatau Daya Listrik (2020 - 2021)
• Direktur Utama PT Krakatau Tirta Industri (2017 - 2020)
• President Director of PT Krakatau Sarana Infrastruktur (2021 - 2023)
• President Director of PT Krakatau Daya Listrik (2020 - 2021)
• President Director of PT Krakatau Tirta Industri (2017 - 2020)
Rangkap Jabatan
Concurrent Position
Tidak memiliki rangkap jabatan
He does not hold concurrent positions.
Kepemilikan Saham
Share Ownership
Memiliki 25.000 lembar saham Perseroan
Holds 25,000 shares of the Company
Hubungan Afiliasi
Affiliation
Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi lain, maupun
dengan pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, other members of the
Board of Directors, or the Company’s main/controlling shareholders.
PT Krakatau Steel Tbk
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PERUBAHAN KOMPOSISI DIREKSI PADA TAHUN 2025
Changes in The Composition of The Board of Directors in 2025
Sampai dengan 25 Juni 2025, komposisi Direksi Perseroan As of June 25, 2025, the composition of the Company’s Board of
adalah sebagai berikut: Directors was as follows:
Nama | Name Jabatan | Position Periode Jabatan | Term of Office
Muhamad Akbar Direktur Utama 2023 - 2028
President Director
Utomo Nugroho Direktur Infrastruktur dan Operasi 2024 - 2029
Director of Infrastructure and Operations
Tardi Direktur Keuangan dan Manajemen Risiko 2023 - 2028
Director of Finance and Risk Management
Agus Nizar Vidiansyah Direktur Sumber Daya Manusia 2023 - 2028
Director of Human Capital
Hernowo Direktur Komersial, Pengembangan Usaha, dan 2024 - 2029
Portofolio
Director of Commerce, Business Development
and Portfolio
Berdasarkan Keputusan RUPST Tahun Buku 2024 tanggal 25 Based on the resolution of the AGMS for Fiscal Year 2024 held
Juni 2025 tentang Perubahan Susunan Pengurus Perseroan, on June 25, 2025, concerning Changes in the Composition of
maka komposisi Dewan Direksi Perseroan mengalami perubahan the Company’s Management, the composition of the Company’s
sebagai berikut: Board of Directors has changed as follows:
Nama | Name Jabatan | Position Periode Jabatan | Term of Office
Muhamad Akbar Direktur Utama 2024 - 2029
President Director
Utomo Nugroho Direktur Infrastruktur dan Operasi 2024 - 2029
Director of Infrastructure and Operations
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen Risiko 2025 – 2030
Director of Finance and
Agus Nizar Vidiansyah Direktur Sumber Daya Manusia 2023 – 2028
Director of Human Capital
Hernowo Direktur Komersial, Pengembangan Usaha, dan 2024 - 2029
Portofolio
Director of Commerce, Business Development
and Portfolio
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Berdasarkan Keputusan RUPSLB tanggal 23 Desember 2025 Based on the resolution of the EGMS on December 23, 2025,
tentang Perubahan Susunan Pengurus Perseroan, maka concerning Changes in the Composition of the Company’s
komposisi Dewan Direksi Perseroan mengalami perubahan Management, the composition of the Company’s Board of
sebagai berikut: Directors has changed as follows:
Nama | Name Jabatan | Position Periode Jabatan | Term of Office
Muhamad Akbar Direktur Utama 2024 - 2029
President Director
Utomo Nugroho Direktur Infrastruktur dan Operasi 2024 - 2029
Director of Infrastructure and Operations
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen Risiko 2025 – 2030
Director of Finance and
Agus Nizar Vidiansyah Direktur Sumber Daya Manusia 2023 – 2028
Director of Human Capital
Hernowo Direktur Komersial, Pengembangan Usaha, dan 2024 - 2029
Portofolio
Director of Commerce, Business Development
and Portfolio
PERUBAHAN SUSUNAN DIREKSI, DAN/ATAU DEWAN CHANGES IN THE COMPOSITION OF THE BOARD OF
KOMISARIS SETELAH 31 MARET 2026 SAMPAI DENGAN DIRECTORS AND THE BOARD OF COMMISSIONERS
TANGGAL PENYAMPAIAN LAPORAN TAHUNAN 2025 AFTER MARCH 31, 2026, TO SUBMISSION DATE OF
2025 ANNUAL REPORT
Tidak ada perubahan susunan anggota Dewan Komisaris, dan/ There were no changes in the Composition of members of the
atau anggota Direksi setelah 31 Maret 2026 sampai dengan Board of Commissioners and members of the Board of Directors
tanggal penyampaian Laporan Tahunan 2025. after March 31, 2026, until the submission date of the 2025
Annual Report.
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DEMOGRAFI KARYAWAN [POJK C3] [GRI 2-7] [GRI 405-1]
Employee Demographics
Jumlah Karyawan berdasarkan Jenis Kelamin
Employees by Gender
2025 2024 2023
Deskripsi | Description Jumlah Jumlah Jumlah
% % %
Total Total Total
Laki-laki | Male 806 93,0 1.193 93,6 1.263 94,0
Perempuan | Female 62 7,0 81 6,4 80 6,0
Jumlah | Total 868 100,0 1.274 100,0 1.343 100,0
Jumlah Karyawan berdasarkan Usia
Employees by Age
2025 2024 2023
Deskripsi | Description Jumlah Jumlah Jumlah
% % %
Total Total Total
> 50 tahun | years old 131 15,1 196 15,4 174 13,0
40 – 50 tahun | years old 146 16,8 217 17,0 250 18,6
<40 tahun | years old 591 68,1 861 67,6 919 68,4
Jumlah | Total 868 100,0 1.274 100,0 1.343 100,0
Jumlah Karyawan Berdasarkan Jenjang Pendidikan
Employees by Education
2025 2024 2023
Deskripsi
Description Jumlah Jumlah Jumlah
% % %
Total Total Total
S3 | Doctoral Degree 2 0,2 0 0 0 0
S2 | Master’s Degree 43 5,0 51 4,0 52 3,9
S1 | Bachelor’s Degree 281 32,4 352 27,6 368 27,4
Diploma 60 6,9 85 6,7 96 7,1
SLTA | Senior High School 482 55,5 786 61,7 824 61,4
Di bawah SLTA | Below Senior High School 0 0 0 0 3 0,2
Jumlah | Total 868 100,0 1.274 100,0 1.343 100,0
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Jumlah Karyawan Berdasarkan Level Organisasi
Employees by Organization Level
2025 2024 2023
Deskripsi | Description Jumlah Jumlah Jumlah
% % %
Total Total Total
Vice President 19 2,2 17 1,3 23 1,7
Manajer | Manager 42 4,8 38 3,0 46 3,4
Superintendent 95 10,9 123 9,7 137 10,2
Supervisor 180 20,7 226 17,7 236 17,6
Foreman 291 33,5 416 32,6 431 32,1
Operator 241 27,8 454 35,7 470 35,0
Jumlah | Total 868 100,0 1.274 100,0 1.343 100,0
Jumlah Karyawan Berdasarkan Status Ketenagakerjaan
Employees by Employment Status
2025 2024 2023
Deskripsi | Description Jumlah Jumlah Jumlah
% % %
Total Total Total
Tetap | Permanent 836 97,2 1238 97,2 1.301 96,9
Kontrak | Contract 21 2,3 30 2,3 35 2,6
Karyawan Anak Perusahaan Penugasan ke KS | 11 0,5 6 0,5 7 0,5
Subsidiaries Employees Assigned to KS
Jumlah | Total 868 100,0 1.274 100,0 1.343 100,0
Jumlah Karyawan Berdasarkan Lokasi
Employees by Location
Deskripsi | Description 2025 2024 2023
Jumlah Jumlah Jumlah
% % %
Total Total Total
DKI Jakarta 797 91,8 78 6,1 49 3,6
Banten 63 7,3 1.188 93,2 1.286 95,8
Surabaya 8 0,9 8 0,6 8 0,6
Jumlah | Total 868 100,0 1.274 100,0 1.343 100,0
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INFORMASI PEMEGANG SAHAM [GRI 2-1]
Shareholder Information
STRUKTUR DAN KOMPOSISI PEMEGANG SAHAM SHAREHOLDER COMPOSITION AND STRUCTURE
Badan Pengawasan BUMN PT Danantara Asset Management Masyarakat
State-Owned Enterprises Supervisory Agency The Government of Republic of Indonesia Public
1% 79% 20%
Nilai Nominal Persentase Kepemilikan
Pemegang Saham Jumlah Saham
Nominal Value Ownership Percentage
Shareholder Total Shares
(Rp) (%)
Negara Republik Indonesia, melalui:
The Government of the Republic of Indonesia, through:
Badan Pengawasan BUMN 154.771.175 77.385.587.500 1,00
State-Owned Enterprises Supervisory Agency
PT Danantara Asset Management 15.322.346.345 7.661.173.172.500 79,00
Masyarakat | Public 3.869.279.380 1.934.639.690.000 20,00
Jumlah | Total 19.346.396.900 9.673.198.450.000 100,00
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Komposisi Kepemilikan Saham dengan Kepemilikan Kurang dari 5% dan/atau Lebih per 31 Desember 2025
Composition of Share Ownership with Ownership of Less Than 5% and/or More as of December 31, 2025
Persentase
Nilai Nominal Kepemilikan
Pemegang Saham Jabatan Jumlah Saham
Nominal Value Ownership
Shareholder Position Total Share
(Rp) Percentage
(%)
Pemegang Saham yang Memiliki 5% atau Lebih
Shareholders Owning5% or More
Negara Republik Indonesia, melalui:
The Government of the Republic of
Indonesia, through:
Badan Pengawasan BUMN 154.771.175 77.385.587.500 1,00
State-Owned Enterprises Supervisory
Agency
PT Danantara Asset Management 15.322.346.345 7.661.173.172.500 79,00
Pemegang Saham yang Memiliki Kurang Dari 5%
Shareholders Owning Less Than 5% Shares
Masyarakat | Public 3.869.279.380 1.934.639.690.000 20,00
Jumlah | Total 19.346.396.900 9.673.198.450.000 100,00
Kepemilikan Saham Dewan Komisaris dan Direksi
Share Ownership of Board of Commissioners and Board of Directors
2025 2024
Jumlah Jumlah
Nama Jabatan Persentase Persentase
Saham Saham
Name Position Kepemilikan Kepemilikan
(Lembar (Lembar
Ownership Ownership
Saham) Saham)
Percentage Percentage
Total Shares Total Shares
(%) (%)
(Shares) (Shares)
Dewan Komisaris | Board of Commissioners
Hendro Martowardojo Komisaris Utama 0 0 0 0
President Commissioner
Setia Diarta Komisaris 0 0 0 0
Commissioner
Adityo Haryo Bimo Komisaris 0 0 0 0
Commissioner
David Pajung Komisaris Independen 0 0 0 0
Independent Commissioner
Willgo Zainar Komisaris Independen 0 0 0 0
Independent Commissioner
Suhanto1) Komisaris Utama 0 0 0 0
President Commissioner
I Gusti Putu Suryawirawan1) Komisaris 51.500 0 51.500 0
Commissioner
Yudha Mediawan1) Komisaris 0 0 0 0
Commissioner
Isfan Fajar Satryo1) Komisaris Independen 0 0 0 0
Independent Commissioner
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2025 2024
Jumlah Jumlah
Nama Jabatan Persentase Persentase
Saham Saham
Name Position Kepemilikan Kepemilikan
(Lembar (Lembar
Ownership Ownership
Saham) Saham)
Percentage Percentage
Total Shares Total Shares
(%) (%)
(Shares) (Shares)
Direksi | Board of Directors
Muhamad Akbar Direktur Utama 0 0 0 0
President Director
Suryantoro Waluyo Direktur SDM 0 0 0 0
Director of Human Capital
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen 0 0 0 0
Risiko
Director of Finance and Risk
Management
Hernowo Direktur Komersial, Pengembangan 0 0 0 0
Usaha, dan Portofolio
Director of Commerce, Business
Development, and Porfolio
Sidik Darusulistyo Direktur Infrastruktur dan Operasi 0 0 0 0
Director of Infrastructure and
Operations
Tardi1) Direktur Keuangan dan Manajemen 0 0 0 0
Risiko
Director of Finance and Risk
Management
Agus Nizar Vidiansyah2) Direktur SDM 25.000 0 25.000 0
Director of Human Capital
Utomo Nugroho2) Direktur Infrastruktur dan Operasi 0 0 0 0
Director of Infrastructure and
Operations
1. Tidak lagi menjabat sebagai anggota Dewan Komisaris/Direksi Perseroan berdasarkan keputusan RUPST tanggal 25 Juni 2025
No longer serves as a member of the Company’s Board of Commissioners/Directors based on the resolution of the AGMS dated June 25, 2025
2. Tidak lagi menjabat sebagai anggota Direksi Perseroan berdasarkan keputusan RUPSLB tanggal 23 Desember 2025
No longer serves as a member of the Company’s Board of Directors based on the resolution of the EGMS dated December 23, 2025
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Kepemilikan Tidak Langsung atas Saham Perseroan Indirect Ownership of The Company’s Share by
oleh Anggota Dewan Komisaris dan Direksi pada Awal Members of The Board of Commissioners and the
dan Akhir Tahun Buku 2025 Board of Directors at the Beginning and end of The
Fiscal Year 2025
Seluruh anggota Dewan Komisaris dan Direksi Perseroan tidak All members of the Board of Commissioners and the Board of
memiliki kepemilikan tidak langsung atas saham Perseroan pada Directors do not have indirect ownership of the Company’s share
awal dan akhir tahun buku 2025. at the beginning and end of the fiscal year 2025.
Komposisi Pemegang Saham Berdasarkan Kepemilikan Lokal Shareholders Composition Based on Local and Foreign
dan Asing Ownership
Jumlah Saham
Persentase Kepemilikan
Pemegang Saham Jumlah Pemilik (Lembar Saham)
Ownership Percentage
Shareholder Total Ownership Total Shares
(%)
(Shares)
Kepemilikan Lokal | Local Ownership
Individu | Individual 33.038 2.580.361.138 13,34
Institusi | Institution
a. Yayasan Dana Pensiun | Pension Fund 17 139.616.630 0,72
b. Yayasan | Foundation 4 6.719.024 0,03
c. Asuransi | Insurance 7 103.299.669 0,53
d. Perseroan Terbatas | Limited Liability Company 77 218.867.459 1
e. Lain-lain | Others 26 15.735.834.631 81,34
Sub Total 33.169 18.784.698.551 97,10
Kepemilikan Asing | Foreign Ownership
Individu | Individual 181 22.549.897 0,12
Institusi | Institution 57 539.148.452 2,79
Sub Total | Subtotal 238 561.698.349 2,90
Jumlah | Total 33.407 19.346.396.900 100
Informasi Pemegang Saham Utama dan/atau Pengendali Information on Major and/or Controlling Shareholders
Hingga 31 Desember 2025, pemegang saham Perseroan terdiri As of December 31, 2025, the Company’s shareholders consisted
dari Pemerintah Republik Indonesia sebagai pemegang saham of the Government of the Republic of Indonesia as the controlling
pengendali melalui Badan Pengaturan BUMN sebanyak 154.771.175 shareholder through the State-Owned Enterprises Regulatory
lembar saham atau 1% dan PT Danantara Asset Management Agency, holding 154,771,175 shares or 1%, and PT Danantara
sebanyak 15.322.346.345 lembar saham atau 79% kepemilikan Asset Management holding 15,322,346,345 shares or 79% of
saham Perseroan, serta masyarakat sebanyak 3.869.279.380 the Company’s total shares, while the public held 3,869,279,380
lembar saham atau 20%. shares or 20%.
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PT Krakatau Steel Tbk
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STRUKTUR GRUP PERUSAHAAN
Company Group Structure
PT Krakatau PT Meratus Jaya
PT Krakatau Baja Industri
Sarana Infrastruktur Iron & Steel
100% 66% 100%
Penyedia Jasa Kawasan Industri Terintegrasi Iron Ore Smelter Manufaktur Baja Lembaran Dingin
Provider of Integrated Industrial Area Services Iron Ore Smelter Cold Rolled Steel Manufacturing
PT Krakatau Bandar PT Krakatau Sarana
PT Krakatau Tirta Industri
Samudera Properti
100% 51% 100%
Jasa Pengelolaan Kepelabuhanan Pengelolaan Air Industri Penyedia Properti dan Perumahan
Port Management Services Industrial Water Treatment Property and Housing Provider
PT Krakatau Information
PT Krakatau Jasa Industri
Technology
100% 100%
Perdagangan Umum dan Jasa Penyedia Jasa Teknologi Informasi
General Trading and Services Information Technology Service Provider
PT Krakatau Steel Tbk
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Company Profile
PT Krakatau Baja
PT Krakatau Engineering
Konstruksi
100% 100%
Rekayasa & Konstruksi Manufaktur & Penyediaan Baja Kualitas Tinggi
Engineering & Construction untuk Konstruksi
Manufacturing & Provider of High Quality
Steel for Construction
PT Krakatau Konsultan
100%
Jasa Konsultansi Engineering
Engineering Consulting Services
PT Krakatau Pipe
Industries
100%
Manufaktur Pipa Baja
Steel Pipe Manufacturing
PT Krakatau Global Trading
100%
Perdagangan Baja & Bahan Baku Besi Baja
Steel Iron Trading & Raw Material
PT Krakatau Perbengkelan
dan Perawatan
90%
Jasa Perawatan Industri
Industrial Maintenance Service
PT Krakatau Steel Tbk
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ENTITAS ANAK, PERUSAHAAN ASOSIASI, DAN
VENTURA BERSAMA
Subsidiaries, Associates, and Joint Venture
Daftar Entitas Anak dan Cucu
List of Subsidiary and Second-tier Subsidiary
Tahun Usaha Jumlah
Total Aset
Komersial Setelah
(Ribu USD) Persentase
Nama Entitas Bidang Usaha Alamat Dimulai Pencatatan
Total Assets Kepemilikan
Name of Entity Line of Business Address Commercial Saham
(thousands Owneship
Operation Total Post-
USD)
Date Listing
Entitas Anak melalui Kepemilikan Langsung | Direct Owned Subsidiaries
PT Krakatau Baja Manufaktur & Kantor Jakarta 1992 188.560 100,00% Beroperasi
Konstruksi Penyediaan Baja Jakarta Office Operating
(“PT KBK”) Kualitas Tinggi untuk Gedung Krakatau Steel,
(Subholding) Konstruksi, seperti Lt. 2
Baja Profil, Baja Jl. Jend. Gatot Subroto
Tulangan, Pipa Baja, Kav. 54, Jakarta Selatan
serta Perdagangan – 12950
Hasil Tambang dan Telp: (021) 5221248 /
Produk Besi dan Baja 5221267
Manufacture of Steel
Profiles, Reinforcing Pabrik
Steel, Steel Pipes, Plant
and Trading of Mining Jl. Industri No 5, Cilegon,
Products and Iron and Banten – 42435
Steel Products Telp: (0254) 391485 /
391137 / 385224 / 372080
/ 372085
PT Krakatau Sarana Properti Industri, Kantor Cilegon 1982 615.148 100,00% Beroperasi
Infrastruktur Komersial dan Hunian Cilegon Office Operating
(“PT KSI”) Industrial, Wisma Krakatau Lt. 2
(Subholding) Commercial, and Jl. KH Yasin Beji No. 6,
Residential Properties Cilegon Banten – 42435
Telp: (0254) 393232 /
393234
Kantor Jakarta
Jakarta Office
Gedung Krakatau Steel
Lt. 8
Jl. Jend. Gatot Subroto
Kav. 54, Jakarta Selatan
- 12950
Telp : (021) 5200679
PT Krakatau Rekayasa dan Kantor Cilegon 1988 12.389 100,00% Beroperasi
Engineering Konstruksi Cilegon Office Operating
(“PT KE”) Engineering and Gedung KE
Construction Jl. Asia Raya Kav. O.3
Kawasan Industri
Krakatau Cilegon, Banten
Telp : (0254) 394100
Kantor Jakarta
Jakarta Office
Gedung Krakatau Steel,
Lt. 7, Jl. Jend. Gatot
Subroto Kav. 54,
Jakarta Selatan - 12950
PT Krakatau Steel Tbk
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Tahun Usaha Jumlah
Total Aset
Komersial Setelah
(Ribu USD) Persentase
Nama Entitas Bidang Usaha Alamat Dimulai Pencatatan
Total Assets Kepemilikan
Name of Entity Line of Business Address Commercial Saham
(thousands Owneship
Operation Total Post-
USD)
Date Listing
PT Meratus Jaya Industri dan Produksi Kantor Cilegon 2012 262 66,00% Beroperasi
Iron & Steel Besi Sponge serta Cilegon Office Operating
(“PT MJIS”) Perdagangan Gedung ADB Krakatau
Sponge Iron Industry Steel, Jl. Industri Nomor
and Trading 5, Cilegon-Banten
Telp : (0254) 372 069 /
372 198
Pabrik
Plant
Jl. Kodeco Km. 10,5 Desa
Sarigadung, Kec. Simpang
Empat Batu Licin, Kab.
Tanah Bumbu,
Kalimantan Selatan
PT Krakatau Baja Manufaktur Baja Jalan Kawasan Industri 2023 50.802 100,00% Beroperasi
Industri (“PT KBI”) Lembaran Dingin Krakatau Steel, Operating
Cold Rolled Steel Jl Amerika, Citangkil,
Manufacturing Cilegon, Banten
Telp: (0254) 372127
Entitas Anak melalui Kepemilikan Tidak Langsung | Indirect Owned Subsidiaries
PT Krakatau Pipe Manufaktur Pipa Baja Kantor Jakarta 1973 148.178 100,00% Beroperasi
Industries (“PT KPI”) Steel Pipe Jakarta Office Operating
Manufacturing Gedung Krakatau Steel,
Lt. 7, Jl. Jend. Gatot
Subroto Kav. 54, Jakarta
Selatan - 12950
Telp: (021)
5254140/5212761
Pabrik
Plant
Kawasan Industri
Krakatau Cilegon
Jl. Amerika I, Cilegon,
Banten - 42435
Telp: (0254) 392438
PT Krakatau Global Perdagangan Baja Kantor Jakarta 2013 30.917 100,00% Beroperasi
Trading “PT KGT”) dan Bahan Baku Besi Jakarta Office Operating
& Baja Gedung Krakatau Steel,
Steel and Iron Raw Lt 2, Jl. Jend. Gatot
Material Trading Subroto Kav. 54, Jakarta
Selatan – 12950
Telp: (021) 29675135
PT Krakatau Perawatan Industri Jl. Raya Anyer Kav. A-0/1, 2013 15.096 90,00% Beroperasi
Perbengkelan dan Industrial Kawasan Industri Cilegon Operating
Perawatan Maintenance Telp: (0254) 386464 /
(“PT KPDP”) 2540099
Fax: (0254) 393030
PT Krakatau Jasa Konsultansi Kantor Cilegon 2013 291 100,00% Beroperasi
Konsultan (“PT KK”) Engineering Cilegon Office Operating
Engineering Jl. Industri No 5, Cilegon,
Consultancy Services Banten
Telp : (0254) 3202202
PT Krakatau Steel Tbk
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Tahun Usaha Jumlah
Total Aset
Komersial Setelah
(Ribu USD) Persentase
Nama Entitas Bidang Usaha Alamat Dimulai Pencatatan
Total Assets Kepemilikan
Name of Entity Line of Business Address Commercial Saham
(thousands Owneship
Operation Total Post-
USD)
Date Listing
PT Krakatau Bandar Jasa Pengelolaan Kantor Jakarta 1996 197.951 100,00% Beroperasi
Samudera (“PT KBS”) Kepelabuhanan Jakarta Office Operating
Port Management Gedung Krakatau Steel,
Services Lt 9, Jl. Jend. Gatot
Subroto Kav. 54, Jakarta
Selatan - 12950
Telp: (021) 5221249
Kantor Cilegon Cilegon
Office
Jl. Raya Anyer Km. 13
Cigading, Cilegon-Banten
Telp: (0254) 311121
PT Krakatau Tirta Pengelolaan dan Kantor Cilegon 1996 139.856 51,00% Beroperasi
Industri (“PT KTI”) Penyedia Air Bersih Cilegon Office Operating
Clean Water Jl. Ir. Sutami Krenceng
Management and Citangkil,
Provision Cilegon 42442.
Telp: (0254) 311206
Kantor Jakarta
Jakarta Office
Gedung Krakatau Steel
Lantai 8,
Jl. Jend. Gatot Subroto
Kav 54, Jakarta Selatan
- 12950
PT Krakatau Sarana Real Estate Kantor Cilegon 2021 39.867 100,00% Beroperasi
Properti (“KSP“) Cilegon Office (menjadi Operating
Wisma Krakatau anggota
Jl. KH Yasin Beji No 6, subholding
Cilegon Banten dan berubah
Telp: (0254) 393232 / nama)
393234 (became
a member
Kantor Jakarta of the
Jakarta Office subholding
Gedung Krakatau Steel and changed
Lt.7, Jakarta Selatan its name)
Telp: (021)
5200700/5200820
PT Krakatau Jasa Teknologi Kantor Cilegon 1993 6.262 100,00% Beroperasi
Information Informasi Cilegon Office Operating
Technology Information Jl. Raya Anyer KM 3,
(“PT KITech”) Technology Service Cilegon
Telp: (0254) 8317021
Kantor Jakarta
Jakarta Office
Gedung Krakatau Steel,
Lt. 9, Jl. Jend. Gatot
Subroto Kav 54, Jakarta
Selatan - 12950
PT Krakatau Jasa Transportasi Cilegon 2018 26.079 100,00% Beroperasi
JasaLogistik Transportation Operating
(“PT KJL”) Services
PT Krakatau Jasa Jasa Pengangkutan Cilegon 1986 7.482 100,00% Beroperasi
Samudera (“PT KJS”) dan Pergudangan Operating
Freight and
Warehousing Services
PT Krakatau Steel Tbk
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Tahun Usaha Jumlah
Total Aset
Komersial Setelah
(Ribu USD) Persentase
Nama Entitas Bidang Usaha Alamat Dimulai Pencatatan
Total Assets Kepemilikan
Name of Entity Line of Business Address Commercial Saham
(thousands Owneship
Operation Total Post-
USD)
Date Listing
PT Krakatau Jasa Jasa Pengangkutan Cilegon 1984 6.990 100,00% Beroperasi
Solusi (“PT KSS”) dan Pergudangan Operating
Freight and
Warehousing Services
PT Krakatau Jasa Pedagangan Umum, Kantor Cilegon 1996 19.017 99,99% Beroperasi
Industri (“PT KJI”) Jasa Penyewaan Cilegon Office Operating
Kendaraan & Jl. Sulawesi No. 1 Cilegon
Peralatan Banten
General Trade, Vehicle Telp: (0254) 392433 /
and Equipment Rental 388677
Services
PT Krakatau Pengadaan Air Cilegon 2019 4.150 99,99% Beroperasi
Tirta Operasi dan Demineralisasi dan Operating
Pemeliharaan Jasa Operasi dan
(“KTOP”) Pemeliharaan
Demineralized Water
Supply and Operation
and Maintenance
Services
PT Krakatau Niaga Perdagangan Baja Cilegon 1984 43,864 100,00% Beroperasi
Indonesia (“KNI”) Steel Trading Operating
PT Sigma Mitra Penyedia Jasa Jakarta 1996 2.131 100,00% Beroperasi
Sejati (‘SMS”) Perawatan Pabrik Operating
Plant Maintenance
Service Provider
Entitas Asosiasi dan Ventura Bersama
Associate Entities and Joint Ventures
Tahun Usaha Jumlah Setelah
Komersial Persentase Pencatatan
Nama Entitas Bidang Usaha Alamat
Dimulai Kepemilikan Saham
Name of Entity Line of Business Address
Commercial Owneship Total Post-
Operation Date Listing
Ventura Bersama | Joint Ventures
Dimiliki Langsung oleh Perseroan | Held Directly by the Company
PT Krakatau Semen Manufaktur slag Kawasan Krakatau Bandar Samudera 2018 50,00% Beroperasi
Indonesia powder Jl. May. Jend. S. Parman km 13 Operating
(“PT KSMI”) Slag powder Cilegon, Banten - 42445
manufacturing Telp: (0254) 7960092
Dimiliki Melalui PT KBK | Held Through PT KBK
PT Krakatau Pemasaran dan Kantor Jakarta 2016 67,00% Beroperasi
Wajatama Osaka Penjualan Produk Baja Jakarta Office Operating
Steel Marketing Profil dan Tulangan Gedung Krakatau Steel, Lt. 7
(“PT KWOSM”) Marketing and Sales Jl. Jend. Gatot Subroto Kav 54
of Steel Profile and Jakarta Selatan 12950
Rebar Products Telp: (021) 5221248 / 5221267 /
5200676
Dimiliki Melalui PT KBS | Held Through PT KBS
PT Krakatau Argo Jasa Transportasi Kawasan Industri Krakatau Cilegon 2014 51,00% Beroperasi
Logistics “PT KAL”) Transportation Jl. Afrika 2, Cilegon, Banten - 42443 Operating
Services
PT Krakatau Steel Tbk
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Tahun Usaha Jumlah Setelah
Komersial Persentase Pencatatan
Nama Entitas Bidang Usaha Alamat
Dimulai Kepemilikan Saham
Name of Entity Line of Business Address
Commercial Owneship Total Post-
Operation Date Listing
Entitas Asosiasi | Associate Entities
Dimiliki Langsung oleh Perseroan | Held Directly by the Company
PT Krakatau Posco Manufaktur Besi Kawasan Industri Krakatau Cilegon 2014 50,00% Beroperasi
(“PT KP”) dan Baja Jl. Afrika No. 2, Cilegon, Banten - Operating
Iron and steel 42443
manufacturing Telp: (0254) 369700
PT Pelat Timah Manufaktur Baja Kantor Cilegon 1986 20,10% Beroperasi
Nusantara Tbk Berlapis Timah Cilegon Office Operating
(“Latinusa”) Tin Plated Steel Kawasan Industri Krakatau Cilegon
Manufacturing Jl. Australia I, Kav. E-1, Banten,
PO Box 134 Cilegon - 42443
Telp: (0254) 392353 / 393570
Kantor Jakarta
Jakarta Office
Krakatau Steel, Lt. 3
Jl. Jend. Gatot Subroto Kav. 54,
Jakarta Selatan - 12950
Telp: (021) 5209883
PT Kerismas Witikco Manufaktur Seng Jl. Raya Cakung Cilincing 1980 29,31% Beroperasi
Makmur (“Kerismas”) Zinc manufacturing PO Box 4009/ JKTF 11040, Operating
Jakarta - 14130
Telp: (021) 4401358
PT Indo Japan Steel Manufaktur baja plat Kawasan Industri Mitra Karawang 2014 20,00% Beroperasi
Center (PT IJSC”) dan Lembaran Jl. Mitra Timur IV/Lot K4 Karawang Operating
Steel Plate and sheet Timur - 41361
steel manufacturing
PT Krakatau Nippon Manufaktur Baja Plant 2017 15,18% Beroperasi
Steel Synergy Galvanized dan Kawasan Industri Krakatau Cilegon Operating
(“PT KNSS”) Annealing untuk Jl. Eropa I, Cilegon, Banten - 42443
Otomotif Telp: (0254) 386141
Automotive
Galvanized and
Annealed Steel
Manufacturing
PT Krakatau Osaka Manufaktur Baja Profil Jl. Amerika II Kav. D5 2017 14,00% Beroperasi
Steel (“PT KOS”) dan Tulangan Kawasan Industri Krakatau I, Operating
Steel Profile and Cilegon, Banten - 42443
Rebar Manufacturing Telp: (0254) 386727
Dimiliki Melalui PT KSI | Held Through PT KSI
PT Krakatau Penyedia Jasa Kantor Cilegon 1996 30,00% Beroperasi
Chandra Energi Kelistrikan Cilegon Office Operating
(“PT KCE”) Electrical Service Jl. Amerika I,
Provider Kawasan Industri Krakatau
Cilegon, Banten
Telp: (0254) 315001 / 371330
Kantor Jakarta
Jakarta Office
Wisma Barito Lt 3B
Jl. Letjen S. Parman Blok G
Kav. 62-63, Jakarta
PT Krakatau Steel Tbk
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Tahun Usaha Jumlah Setelah
Komersial Persentase Pencatatan
Nama Entitas Bidang Usaha Alamat
Dimulai Kepemilikan Saham
Name of Entity Line of Business Address
Commercial Owneship Total Post-
Operation Date Listing
PT Krakatau Posco Pabrik Kapur Bakar Kawasan Industri Krakatau Cilegon 2014 20,00% Beroperasi
Futurem (“PT KPFM”) Fuel Lime Plant Jl. Afrika 2, Cilegon, Banten - 42443 Operating
PT Krakatau Pos- Manufaktur Limbah Kawasan Industri Krakatau Cilegon 2014 24,00% Beroperasi
Chem Dong-suh Batu Bara Jl. Afrika No.02 Cilegon – 42443 Operating
Chemical Coal Waste Telp: (0254) 369872
(“PT KPDC”) Manufacture
Dimiliki Melalui PT KE | Held Through PT KE
PT Krakatau Jasa Reparasi Mesin Cilegon 2013 30,00% Beroperasi
Daedong Machinery Machine Repairment Operating
(“PT KDM”) Services
PT Krakatau Perdagangan, Cilegon 2016 10.81% Beroperasi
Samator (“Krakatau Pembangunan dan Operating
Samator”) Jasa
Trade, Development
and Services
Dimiliki Melalui PT KBK | Held Through PT KBK
PT Wijaya Karya Produksi Beton Jl. Biru Laut X No. 20-21, 2016 30,00% Beroperasi
Krakatau Beton Pracetak, Beton Cipinang Cempedak, Jatinegara, Operating
(“PT WKKB”) Ready Mix Jakarta Timur 13340
Production of Precast
Concrete, Ready Mix
Concrete
Dimiliki Melalui PT KGT | Held Through PT KGT
PT Krakatau Pos- Manufaktur Limbah Kawasan Industri Krakatau Cilegon 2014 6,00% Beroperasi
Chem Dong-suh Batu Bara Jl. Afrika No.02 Cilegon – 42443 Operating
Chemical (“PT Coal Waste Telp: (0254) 369872
KPDC”) Manufacture
Dimiliki Melalui PT KTI | Held Through PT KTI
PT Krakatau Blue Jasa Pengelolaan Air Cilegon 2013 33,00% Beroperasi
Water (“PT KBW”) Limbah Operating
Waste Water
Treatment Services
PT Pembangunan Pengelolaan Air Jakarta 2022 25.00% Beroperasi
Perumahan Water Treatment Operating
Krakatau Tirta
(“PT PPKT”)
PT Krakatau Medika Jasa Pelayanan Cilegon 2014 19,72% Beroperasi
(“PT KM”) Kesehatan Operating
Medical Services
Provider
PT Krakatau Steel Tbk
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KRONOLOGIS PENCATATAN SAHAM
SHARE LISTING CHRONOLOGY
Tambahan Modal
Jumlah Saham
Harga Saham Disetor Jumlah Setelah
Tanggal Deskripsi (Lembar Saham)
Share Price Additional Paid-in Pencatatan Saham
Date Description Total Shares
(Rp) Capital Total Post-Listing
(Shares)
(Rp)
Penawaran Umum Perdana (IPO) | Initial Public Offering (IPO)
29 Oktober 2010 Pernyataan Efektif dari - - - -
October 29, 2010 Bapepam-LK
Effective
Statement from
Bapepam-
LK
10 November 2010 Pencatatan Perdana di 850 2.681.750.000.000 3.155.000.000 15.775.000.000
November 10, 2010 Bursa Efek Indonesia
Initial Listing on the
Indonesia Stock
Exchange
Penawaran Umum Terbatas untuk Penambahan Modal dengan Memberikan Hak Memesan Efek Terlebih Dahulu (PMHMETD I)
Limited Public Offering for Capital Increase with Pre-emptive Rights (PMHMETD I)
10 November 2016 Pernyataan Efektif dari - - - -
November 10, 2016 Otoritas Jasa Keuangan
Effective Statement
from
the Financial Services
Authority
24 November 2016 Pencatatan Saham di 525 1.874.983.372.500 3.571.396.900 19.346.396.900
November 24, 2016 Bursa
Efek Indonesia
Listing of
Shares on the Indonesia
Stock Exchange
KRONOLOGIS PENERBITAN EFEK LAINNYA CHRONOLOGY OF OTHER SECURITIES ISSUANCE
Hingga 31 Desember 2025, tidak menerbitkan efek lain dalam As of December 31, 2025, the Company has not issued any other
bentuk apapun selain yang telah dijelaskan pada Kronologis securities other than those described in the Chronology of Share
Penerbitan dan Pencatatan Saham di atas. Oleh karena itu, Issuance and Listing above. Therefore, there is no information
tidak terdapat informasi mengenai kronologis pencatatan efek, regarding the chronology of securities listing, corporate actions,
corporate action, perubahan jumlah efek, nama bursa di mana changes in the number of securities, the name of the exchange
efek lainnya dicatatkan, serta peringkat efek. where other securities are listed, and securities rating.
PT Krakatau Steel Tbk
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INFORMASI SITUS WEB PERUSAHAAN
Information on Company Website
Situs web resmi Perseroan merupakan kanal komunikasi The Company’s official website serves as a strategic
strategis yang mengintegrasikan fungsi keterbukaan informasi, communication channel that integrates information disclosure,
hubungan investor, serta penguatan reputasi korporasi. investor relations, and corporate reputation enhancement.
Perseroan menyediakan situs web resmi perusahaan yang The Company provides an official corporate website accessible
dapat diakses melalui www.krakatausteel.com sebagai sarana at www.krakatausteel.com as a communication and information
komunikasi dan keterbukaan informasi bagi seluruh pemangku disclosure platform for all stakeholders, including shareholders,
kepentingan, termasuk pemegang saham, investor, mitra usaha, investors, business partners, government authorities, media,
pemerintah, media, serta masyarakat umum. and the public.
Di tengah dinamika transformasi dan pemulihan kinerja Amid the dynamics of transformation and performance
Perseroan pada tahun 2025, keberadaan situs web tidak recovery in 2025, the website functions not merely as a
hanya berfungsi sebagai media penyampaian informasi, tetapi medium for disseminating information, but also as a digital
juga sebagai digital corporate interface yang mencerminkan corporate interface that reflects the Company’s commitment to
komitmen Perseroan terhadap transparansi, akuntabilitas, dan transparency, accountability, and good corporate governance.
tata kelola yang baik.
Sebagai Emiten dan Perusahaan Publik, Perseroan memastikan As an Issuer and Public Company, the Company ensures that all
bahwa informasi yang disampaikan melalui situs web dikelola information presented on its website is managed in a structured
secara terstruktur, akurat, dan diperbarui secara berkala. Seluruh manner, maintained with accuracy, and updated on a regular
konten tersedia dalam dua bahasa, yaitu Bahasa Indonesia basis. All content is available in two languages, Bahasa Indonesia
dan Bahasa Inggris, guna menjangkau pemangku kepentingan and English, to effectively reach both domestic and international
domestik maupun internasional. stakeholders.
Pengelolaan dan pemuatan informasi pada situs web Perseroan The management and publication of information on the
telah disesuaikan dengan ketentuan Otoritas Jasa Keuangan, Company’s website have been aligned with the regulations of
khususnya POJK No. 8/POJK.04/2015 tentang Situs Web Emiten the Financial Services Authority (Otoritas Jasa Keuangan),
atau Perusahaan Publik, sehingga memenuhi standar minimum particularly POJK No. 8/POJK.04/2015 concerning the Website
keterbukaan informasi yang dipersyaratkan regulator. of Issuers or Public Companies, thereby fulfilling the minimum
disclosure standards required by the regulator.
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Profil Perusahaan
Company Profile
Peran Strategis Situs Web pada 2025 Strategic Role of the Website in 2025
Seiring dengan agenda transformasi dan penguatan fundamental In line with the Company’s transformation agenda and efforts to
bisnis, situs web Perseroan pada tahun 2025 difungsikan untuk: strengthen its business fundamentals, the Company’s website in
2025 serves to:
• Mendukung komunikasi restrukturisasi dan perkembangan • Support transparent communication regarding restructuring
strategis Perseroan secara terbuka kepada investor dan initiatives and strategic developments to investors and the
publik. public.
• Menyediakan akses cepat terhadap laporan keuangan • Provide timely access to quarterly financial statements,
triwulanan, laporan tahunan, serta paparan publik. annual reports, and public expose materials.
• Menjadi pusat informasi tata kelola perusahaan, termasuk • Serve as a central hub for corporate governance information,
kebijakan, pedoman, dan piagam organ Perseroan. including policies, guidelines, and charters of the Company’s
governing bodies.
• Menyajikan informasi keberlanjutan dan tanggung jawab • Present sustainability and social responsibility information
sosial sebagai bagian dari integrasi ESG dalam strategi as part of ESG integration within the corporate strategy.
korporasi.
Cakupan Informasi Utama Scope of Key Information
Situs web Perseroan memuat berbagai kategori informasi utama The Company’s website contains the following main categories
sebagai berikut: of information:
1. Informasi Umum Perusahaan 1. General Corporate Information
Memuat profil Perseroan, sejarah dan jejak langkah, struktur Includes the Company’s profile, history and milestones,
grup usaha, visi dan misi, hingga arah strategi pengembangan group structure, vision and mission, as well as the strategic
bisnis. direction of business development.
2. Informasi Pemegang Saham dan Investor 2. Shareholder and Investor Information
Tersedia pada menu Investor Relations, meliputi: Available under the Investor Relations menu, including:
• Komposisi pemegang saham hingga pemilik akhir • Shareholding composition up to the ultimate individual
individu beneficial owner
• Informasi Rapat Umum Pemegang Saham (RUPS) • Information on the General Meeting of Shareholders
(GMS)
• Laporan keuangan tahunan dan interim (diperbarui • Annual and interim financial statements (updated
setiap triwulan) quarterly)
• Laporan Tahunan dan Laporan Keberlanjutan • Annual Reports and Sustainability Reports
• Paparan publik dan keterbukaan informasi lainnya • Public exposes and other information disclosures
Seluruh dokumen dapat diunduh guna memudahkan All documents are downloadable to facilitate stakeholders in
pemangku kepentingan memperoleh data secara cepat dan accessing corporate data efficiently.
efisien.
3. Informasi Tata Kelola Perusahaan 3. Corporate Governance Information
Pada menu Corporate Governance, Perseroan menyediakan Under the Corporate Governance menu, the Company
antara lain: provides, among others:
• Kode Etik dan Pedoman Perilaku • Code of Conduct and Business Ethics Guidelines
• Profil Dewan Komisaris dan Direksi • Profiles of the Board of Commissioners and Board of
Directors
• Piagam Dewan Komisaris, Direksi, dan Komite Audit • Charters of the Board of Commissioners, Board of
Directors, and Audit Committee
• Struktur dan kebijakan tata kelola • Governance structure and related policies
Penyajian informasi ini bertujuan untuk memperkuat The presentation of this information aims to strengthen
kepercayaan pemegang saham dan memastikan akuntabilitas shareholder confidence and ensure the accountability of the
organ Perseroan. Company’s governing bodies.
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Profil Perusahaan
Company Profile
4. Informasi Tanggung Jawab Sosial dan Keberlanjutan 4. Social Responsibility and Sustainability Information
Memuat kebijakan dan program tanggung jawab sosial Includes policies and programs on social and environmental
dan lingkungan, inisiatif keberlanjutan, serta laporan yang responsibility, sustainability initiatives, and relevant reports
relevan sebagai bagian dari komitmen Perseroan terhadap as part of the Company’s commitment to sustainable
praktik bisnis berkelanjutan. business practices.
Dengan pengelolaan yang terintegrasi dan pembaruan informasi Through integrated management and consistent information
secara konsisten, situs web Perseroan menjadi instrumen updates, the Company’s website has become an important
penting dalam membangun hubungan jangka panjang dengan instrument in fostering long-term relationships with
pemangku kepentingan. Ke depan, Perseroan akan terus stakeholders. Going forward, the Company will continue to
meningkatkan kualitas konten, navigasi, serta aksesibilitas enhance content quality, navigation, and digital accessibility to
digital guna memastikan bahwa situs web tidak hanya memenuhi ensure that the website not only fulfills regulatory obligations
kewajiban regulasi, tetapi juga menjadi sarana komunikasi but also serves as an adaptive and value-adding corporate
korporasi yang adaptif dan bernilai tambah. communication platform.
INFORMASI PENGGUNAAN JASA KANTOR AKUNTAN PUBLIK INFORMATION ON THE USE OF PUBLIC ACCOUNTING FIRM AND
DAN AKUNTAN PUBLIK PUBLIC ACCOUNTANT SERVICES
Nama Kantor Akuntan Publik KANTOR AKUNTAN PUBLIK (KAP) AMIR ABADI
Public Accounting Firm JUSUF, ARYANTO, MAWAR & REKAN
Nama Akuntan Publik (Signing Partner) Eishennoraz
Public Accountant Name (Signing Partner)
Alamat Plaza Asia, Level 10
Address Jl. Jenderal Sudirman No. 59, RT.5/RW.3 Senayan, Jakarta 12190
Jasa yang diberikan Jasa Audit | Audit Service:
Service Rendered Audit Laporan Keuangan Tahunan untuk Tahun Buku 2025
Audit of Annual Financial Statements for Fiscal Year 2025
Jasa Non-audit | Non-audit Services:
Periode Penugasan 31 Desember 2025 | December 31, 2025
Assignment Period
Biaya Jasa Audit Laporan Keuangan Tahunan Rp1.335.200.000
Annual Financial Report Audit Service Fee
LEMBAGA PROFESI PENUNJANG SUPPORTING PROFESSIONS AND INSTITUTIONS
Lembaga Nama Periode
atau Profesi Lembaga Alamat Penunjukkan Jasa yang Diberikan Biaya Jasa
Institution or Name of Address Appointment Service Rendered Service Fee
Profession Institution Period
Pencatatan dan Bursa Efek Gedung Bursa Efek Indonesia, 2025 Jasa Perdagangan Saham Rp250.000.000
Perdagangan Indonesia (BEI) Menara 1 Stock Trading Services
Saham Jl. Jend. Sudirman Kav 52- 53,
Listing and Jakarta 12190, Indonesia
Trading of Shares Telp: (021) 5150515
Kustodian PT Kustodian Gedung Bursa Efek Indonesia, 2025 Jasa Kustodian Rp10.000.000
Custodian Sentral Efek Tower I, Lt. 5 Custodian Services
Indonesia Jl. Jend. Sudirman, Kav 52- 53,
(KSEI) Jakarta 12190, Indonesia
Biro Administrasi PT BSR Komplek Perkantoran ITC Roxy 2025 Administrasi kepemilikan Rp43.000.000
Efek Indonesia Mas Blok E1 No. 10-11 saham perusahaan dan
Share Registrar Jl. KH. Hasyim Ashari, registrasi peserta RUPS
Jakarta 10150. Administration of company
Telp: (021) 6317828 share ownership and
Fax : (021) 6317827 registration of GMS participants
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TINJAUAN UNIT
PENDUKUNG BISNIS
Overview on
Business Support Unit
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Overview on Business Support Unit
TEKNOLOGI INFORMASI (TI)
INFORMATION TECHNOLOGY (IT)
Di tengah dinamika era transformasi digital, PT Krakatau Steel Amid the dynamics of the digital transformation era, PT Krakatau
(Persero) Tbk (“Perseroan”) secara konsisten menempatkan Steel (Persero) Tbk (the “Company”) consistently positions
Teknologi Informasi (TI) sebagai enabler utama dalam Information Technology (IT) as a key enabler in accelerating
mendorong percepatan transformasi dan pencapaian tujuan transformation and achieving the Company’s strategic
strategis perusahaan. Perseroan terus berkomitmen untuk objectives. The Company remains committed to continuously
mengembangkan infrastruktur dan aplikasi digital secara developing digital infrastructure and applications to enhance
berkelanjutan guna mendongkrak efisiensi, produktivitas, serta efficiency, productivity, and operational excellence across all
keunggulan operasional di seluruh lini bisnis. Langkah penguatan business lines. This strengthening of IT reflects the Company’s
TI ini merupakan perwujudan visi untuk mentransformasikan TI vision to transform IT into a strategic function that supports the
ke posisi strategis guna mendukung terciptanya Business Agility. creation of Business Agility. Through robust IT governance and
Melalui tata kelola TI yang unggul dan integrasi sistem yang comprehensive system integration, the Company reinforces its
komprehensif Perseroan memantapkan langkah untuk menjadi position as a competitive, profitable, and trusted manufacturing
korporasi manufaktur yang kompetitif, untung, dan terpercaya. corporation. Integrated digitalization ensures that every
Digitalisasi yang terintegrasi ini memastikan setiap proses business process operates effectively and adaptively, enabling
bisnis berjalan secara efektif dan adaptif, sehingga Perseroan the Company to deliver high-quality products and services that
mampu menghasilkan produk dan jasa berkualitas tinggi yang generate maximum added value and sustainable returns for all
memberikan nilai tambah maksimal serta keuntungan yang stakeholders.
berkelanjutan bagi seluruh pemangku kepentingan.
KEBIJAKAN DAN KOMITMEN PENGELOLAAN TI IT GOVERNANCE POLICY AND COMMITMENT
Sebagai wujud komitmen terhadap tata kelola perusahaan yang As part of its commitment to Good Corporate Governance, the
baik (Good Corporate Governance), Perseroan menjalankan Company implements IT practices based on a framework aligned
praktik TI berdasarkan kerangka kerja (framework) yang mengacu with Minister of SOEs Regulation No. PER-2/MBU/03/2023. This
pada Peraturan Menteri BUMN Nomor PER-2/MBU/03/2023. policy ensures that every IT investment delivers measurable value
Kebijakan ini memastikan bahwa setiap investasi TI harus and tangible contributions to organizational effectiveness. The
memberikan nilai tambah yang terukur serta kontribusi nyata Company adopts the following key principles in IT management
terhadap efektivitas organisasi. Perseroan mengadopsi prinsip- to ensure business sustainability:
prinsip utama dalam penyelenggaraan TI untuk menjamin
keberlanjutan bisnis:
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1. Keselarasan Strategi (Strategic Alignment): Menyelaraskan 1. Strategic Alignment: Aligning IT initiatives with the
inisiatif TI dengan strategi bisnis perusahaan agar setiap Company’s business strategy so that each IT initiative
langkah TI secara langsung mendukung pencapaian tujuan directly supports the achievement of business objectives.
bisnis.
2. Nilai Tambah (Value Creation): Memastikan investasi TI 2. Value Creation: Ensuring that IT investments contribute
memberikan kontribusi nyata terhadap efisiensi, efektivitas, measurable efficiency, effectiveness, and business benefits.
dan manfaat bisnis yang terukur.
3. Manajemen Risiko (Risk Management): Mengidentifikasi dan 3. Risk Management: Identifying and managing technology
mengelola risiko teknologi untuk meminimalkan dampak risks to minimize negative impacts on business operations
negatif terhadap operasional bisnis melalui penetapan through structured risk management frameworks and
kerangka kerja manajemen risiko dan kontrol berkala. periodic controls.
4. Manajemen Sumber Daya (Resource Management): 4. Resource Management: Optimizing the management of
Mengoptimalkan pengelolaan aset TI (infrastruktur, aplikasi, IT assets (infrastructure, applications, information, and
informasi, dan SDM) agar selaras dengan kebutuhan bisnis human resources) to align with business needs and service
dan keberlanjutan layanan. sustainability.
5. Pengukuran Kinerja (Performance Measurement): 5. Performance Measurement: Establishing Key Performance
Menetapkan indikator kinerja utama (KPI) untuk memastikan Indicators (KPIs) to ensure IT services and projects meet
layanan dan proyek TI memenuhi ekspektasi serta mendorong expectations and drive continuous improvement.
perbaikan berkelanjutan (continuous improvement)
Perseroan juga berkomitmen menempatkan keamanan siber The Company also places cybersecurity as a key pillar of business
sebagai pilar utama keberlangsungan bisnis melalui penerapan continuity through the implementation of ISO 27001:2022
ISO 27001:2022 (Sistem Manajemen Keamanan Informasi) untuk (Information Security Management System) to ensure the
menjamin kerahasiaan, keutuhan, dan ketersediaan informasi. confidentiality, integrity, and availability of information.
Perlindungan aset digital diperkuat dengan implementasi Protection of digital assets is strengthened through the
15 Kontrol Prioritas Keamanan Siber BUMN, pemantauan implementation of the 15 Priority Cybersecurity Controls for
berkelanjutan oleh Security Operation Center (SOC), serta SOEs, continuous monitoring by the Security Operation Center
penanganan insiden terstruktur oleh Computer Security Incident (SOC), and structured incident handling by the Computer Security
Response Team (KS-CSIRT). Incident Response Team (KS-CSIRT).
Dalam aspek operasional, Perseroan mengadopsi skema From an operational perspective, the Company adopts a Managed
Managed Services dan menjalin sinergi strategis dengan entitas Services scheme and establishes strategic synergies with
anak serta mitra kompeten untuk menjamin layanan yang stabil, subsidiaries and competent partners to ensure stable, efficient
efisien, dan memenuhi SLA. services in compliance with SLA.
Melalui kebijakan dan komitmen yang kuat ini, Perseroan Through these policies and strong commitments, the
memastikan bahwa transformasi digital berjalan secara Company ensures that digital transformation is implemented
berkelanjutan, memberikan nilai tambah bagi pemegang saham, sustainably, delivers added value to shareholders, and supports
serta mendukung pencapaian kinerja organisasi yang produktif the achievement of productive and efficient organizational
dan efisien. performance.
VISI DAN MISI TI IT VISION AND MISSION
VISI VISION
Menjadi pendorong Business Agility dengan mentransformasikan To drive Business Agility by transforming IT into a strategic
TI ke posisi strategis untuk mendukung visi Perusahaan. function that supports the Company’s vision.
MISI MISSION
1. Menyediakan layanan serta informasi operasional dan 1. To provide operational and strategic IT services and
strategis Teknologi Informasi sesuai kebutuhan bisnis information aligned with the Company’s business needs to
Perusahaan untuk meningkatkan daya saing; enhance competitiveness;
2. Mengelola Sumber Daya Teknologi Informasi dengan 2. To manage Information Technology resources with trusted
keandalan terpercaya. reliability.
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FUNGSI DAN TANGGUNG JAWAB DEPARTEMEN TI ROLES AND RESPONSIBILITIES OF THE IT
DEPARTMENT
Fungsi TI di Perseroan dikelola oleh Departemen Business The IT function within the Company is managed by the Business
Enabler & ICT (BE & ICT) yang bertanggung jawab menyusun dan Enabler & ICT (BE & ICT) Department, which is responsible for
mengimplementasikan rencana strategis, menjamin ketersediaan formulating and implementing strategic plans, ensuring IT service
layanan TI, serta menjaga kepatuhan terhadap regulasi dan hasil availability, and maintaining compliance with applicable regulations
audit. Departemen ini mengelola dan mengembangkan TI dan Sistem and audit requirements. The department manages and develops IT
Informasi secara terintegrasi dan berkelanjutan, termasuk menyusun and Information Systems in an integrated and sustainable manner,
dan melaksanakan Rencana Strategis Teknologi Informasi (RSTI) including the preparation and execution of the 2025–2029 Information
2025–2029 sebagai cetak biru arsitektur aplikasi, infrastruktur, dan Technology Strategic Plan (RSTI) as a blueprint for application
keamanan informasi yang selaras dengan strategi bisnis dan standar architecture, infrastructure, and information security aligned with
atau regulasi. business strategy and applicable standards or regulations.
Selain perencanaan, Departemen BE & ICT juga mengelola In addition to planning, the BE & ICT Department manages the
pengembangan dan pemutakhiran aplikasi korporat, infrastruktur, development and enhancement of corporate applications and
serta integrasinya untuk menjamin konsistensi informasi di seluruh infrastructure, as well as their integration, to ensure data consistency
lini bisnis. Operasional TI dijalankan melalui skema Managed Services across all business lines. IT operations are carried out under a Managed
guna memastikan layanan yang stabil, aman, dan andal. Services scheme to ensure stable, secure, and reliable service delivery.
Dalam aspek tata kelola dan keamanan, Departemen BE & ICT From a governance and security perspective, the BE & ICT
memastikan kepatuhan terhadap standar dan regulasi, mengelola IT Department ensures compliance with standards and regulations,
Disaster Recovery Center (IT DRC), serta melaksanakan manajemen manages the IT Disaster Recovery Center (IT DRC), and implements
keamanan informasi dan pengamanan siber melalui pengawasan 24/7 information security and cybersecurity management through 24/7
oleh SOC, penanganan insiden siber oleh KS-CSIRT, dan pelaksanaan monitoring by the SOC, cyber incident handling by KS-CSIRT, and
Vulnerability Assessment dan Penetration Testing (VAPT) secara berkala. periodic Vulnerability Assessment and Penetration Testing (VAPT).
Tabel Struktur Organisasi & Tenaga Kerja Organizational Structure & Workforce Table
Business Enabler & 0
ICT 1
Manager 0
Sr. Specialist 0
ICT Governance 1
0
Sr. Specialist 0 Sr. Specialist 0 Sr. Specialist 0 Sr. Specialist 0 Sr. Specialist 0 Superintendent 0
OTC & FTS 2 Analytical Application 1 IT System 1 End User Device & 1 Data Centre 1 ICT Operation & 1
Business Process 0 0 Administration 0 Network 0 Management 0 Support 0
Sr. Specialist 0 Specialist 0 Specialist 0 Specialist 0 Specialist 0
RTP 1 Analytical Application 2 IT System 1 End User Device & 1 ICT Operation & 2
Business Process 0 0 Administration 0 Network 0 Support 0
Sr. Specialist 0
MES 1
Business Process 0
Sr. Specialist 0
BPPM 1
Business Process 0
Non
Sr. Specialist 0 GOL A B C D E F Total Shift
Shift
LGP 1
Posisi 0 1 12 7 0 0 20 20 0
Business Process 0
Terisi 0 1 6 2 0 0 9 9 0
Specialist 0
Business Process 1
0
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TATA KELOLA TI IT GOVERNANCE
Perseroan memandang Tata Kelola Teknologi Informasi (TI) bukan The Company views Information Technology (IT) Governance not
sekadar aspek kepatuhan teknis, melainkan fondasi strategis merely as a matter of technical compliance, but as a strategic
yang memastikan TI berfungsi sebagai enabler utama dalam foundation that ensures IT serves as a key enabler in accelerating
akselerasi transformasi digital dan pencapaian tujuan bisnis. digital transformation and achieving business objectives. As part
Sebagai bentuk komitmen terhadap tata kelola perusahaan of its commitment to strong corporate governance, the Company
yang unggul, Perseroan telah menyelaraskan seluruh praktik TI has aligned all IT practices with Minister of SOEs Regulation No.
dengan Peraturan Menteri BUMN Nomor PER-2/MBU/03/2023. PER-2/MBU/03/2023. The Company has formally established
Perseroan secara resmi telah menetapkan Pedoman Tata Kelola the latest IT Governance Guidelines as a strategic reference for
Teknologi Informasi terbaru sebagai acuan strategis dalam the planning, implementation, and performance evaluation of IT
perencanaan, penyelenggaraan, dan penilaian kinerja TI di across all business units.
seluruh unit kerja.
Sesuai dengan Peraturan Menteri tersebut pengelolaan In accordance with the Regulation, IT management within
TI di Perseroan dijalankan dengan mengadopsi dan the Company is conducted by adopting and implementing
mengimplementasikan kerangka kerja internasional COBIT the internationally recognized COBIT 2019 framework, which
2019, yang mencakup 5 domain dan 40 proses tata kelola guna encompasses 5 domains and 40 governance processes to ensure
menjamin keselarasan strategi (strategic alignment) serta strategic alignment and measurable value creation.
penciptaan nilai (value creation) yang terukur.
Tabel Tata Kelola TI IT Governance Table
Evaluasi, Arahan, dan Pemantauan
Evaluate, Direct, and Monitoring
Penyelarasan, Perencanaan, dan
Pengaturan
Align, Plan, and Organize
Pembangunan, Perolehan, dan
Pelaksanaan Pantauan, Evaluasi, dan
Build, Acquire, and Implement Penilaian
Monitor, Evaluate, and
Penyampaian, Pelayanan, dan
Dukungan
Assess
Deliver, Service, and Support
Guna memastikan efektivitas implementasi, Perseroan secara To ensure the effectiveness of implementation, the Company
berkala melakukan penilaian kapabilitas TI (IT Capability periodically conducts an IT Capability Assessment in collaboration
Assessment) bekerja sama dengan pihak independen. with an independent party. Based on the latest assessment, the
Berdasarkan asesmen terbaru, Perseroan berhasil meraih Company achieved a capability score of 4.33 out of a maximum
skor kapabilitas sebesar 4,33 dari skala maksimum 5. Hasil ini scale of 5. This result indicates that the Company’s IT Governance
mencerminkan bahwa Tata Kelola TI Perseroan telah berada has reached a highly effective level, where all processes are well-
pada tingkat yang sangat efektif, di mana seluruh proses telah defined with strong standards and consistently implemented
terdefinisi dengan standar yang kuat dan diimplementasikan across the organization.
secara konsisten di seluruh organisasi.
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Perseroan juga mengintegrasikan standar global lainnya seperti The Company also integrates other global standards, including
ISO 27001 untuk keamanan informasi, ITIL untuk manajemen ISO 27001 for information security, ITIL for service management,
layanan, serta NIST Cyber Security Framework untuk memperkuat and the NIST Cybersecurity Framework to strengthen cyber
ketahanan siber. resilience.
KEBERLANGSUNGAN BISNIS (BUSINESS CONTINUITY) BUSINESS CONTINUITY
Perseroan menyadari sepenuhnya bahwa ketergantungan The Company fully recognizes its high dependence on Information
terhadap sistem Teknologi Informasi (TI) sangat tinggi, di Technology (IT) systems, where any system failure could pose
mana setiap kegagalan sistem berpotensi menimbulkan risiko significant operational, financial, and reputational risks. IT
signifikan terhadap operasional, finansial, maupun reputasi. services must remain continuously available to support the
Layanan TI harus selalu tersedia untuk mendukung seluruh entire core value chain, from inquiry and sales order processing
lini rantai pasok utama, mulai dari proses inquiry, sales order, to product delivery, as well as supporting functions such as
hingga pengiriman produk ke pelanggan, serta fungsi pendukung financial reporting and human capital management. Therefore,
seperti laporan keuangan dan pengelolaan SDM. Oleh karena itu, the Company is fully committed to ensuring service continuity
Perseroan berkomitmen penuh untuk menjamin keberlangsungan through the implementation of proactive and measurable
layanan melalui implementasi strategi mitigasi risiko bencana disaster risk mitigation strategies.
yang proaktif dan terukur.
Sebagai salah satu pilar utama keberlangsungan bisnis, As one of the key pillars of business continuity, the Company
Perseroan mengoperasikan Information Technology Disaster operates an Information Technology Disaster Recovery Center
Recovery Center (IT DRC) yang berfungsi sebagai pusat (IT DRC), which serves as a data and application recovery center
pemulihan data dan aplikasi untuk memitigasi risiko kehilangan to mitigate the risk of business data loss. The IT DRC service is
data bisnis. Layanan IT DRC ini dikelola melalui skema managed managed under a managed services scheme in collaboration
service bekerja sama dengan penyedia layanan telekomunikasi with a national telecommunications provider. Through this
nasional. Dengan strategi keberlangsungan bisnis yang proaktif, proactive business continuity strategy, the Company ensures
Perseroan memastikan bahwa seluruh aset digital dan sistem that all digital assets and information systems remain secure and
informasi tetap aman serta siap mendukung pertumbuhan bisnis ready to support sustainable business growth.
yang berkelanjutan.
PENCAPAIAN PENGEMBANGAN TI 2025 IT DEVELOPMENT ACHIEVEMENTS 2025
Sepanjang tahun 2025, Perseroan secara konsisten Throughout 2025, the Company consistently accelerated the
mengakselerasi pengembangan Teknologi Informasi dan development of Information and Communication Technology
Komunikasi (TIK) sebagai tulang punggung efisiensi operasional, (ICT) as the backbone of operational efficiency, productivity, and
produktivitas, dan daya saing bisnis. Dengan semangat business competitiveness. In line with its digital transformation
transformasi digital, Perseroan berhasil merealisasikan berbagai agenda, the Company successfully implemented various strategic
inisiatif strategis yang mencakup penguatan tata kelola, initiatives covering governance strengthening, modernization
modernisasi aplikasi bisnis, hingga peningkatan ketahanan of business applications, and comprehensive enhancement of
infrastruktur dan keamanan siber secara menyeluruh. infrastructure and cybersecurity resilience.
Berikut adalah rincian capaian utama pengembangan TI The key IT development achievements in 2025 are as follows:
Perseroan selama tahun 2025:
1. Penguatan Tata Kelola TI dan Kepatuhan Regulasi 1. Strengthening IT Governance and Regulatory Compliance
Sebagai wujud kepatuhan terhadap mandat Peraturan In compliance with Minister of SOEs Regulation No. PER-
Menteri BUMN No. PER-02/MBU/03/2023, Perseroan 02/MBU/03/2023, the Company successfully formulated
telah berhasil menyusun dan menetapkan Pedoman Tata and established new IT Governance Guidelines. These
Kelola TI yang baru. Pedoman ini menjadi acuan resmi dan guidelines serve as a comprehensive and official reference
komprehensif dalam penyelenggaraan TI yang transparan for transparent and accountable IT management, covering
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serta akuntabel, mencakup prinsip pengelolaan, arsitektur governance principles, technology architecture, and
teknologi, hingga kerangka penilaian kapabilitas yang capability assessment frameworks aligned with international
selaras dengan standar internasional. Selain itu, Perseroan standards. In addition, the Company consistently
secara disiplin merealisasikan program Rencana Strategis implemented the Information Technology Strategic Plan
Teknologi Informasi (RSTI) yang memberikan dampak nyata (RSTI), which delivered tangible improvements in business
pada perbaikan proses bisnis, pemenuhan regulasi, dan processes, regulatory compliance, and organizational value
peningkatan nilai tambah bagi organisasi. creation.
2. Penyempurnaan Sistem E-Procurement 2. Enhancement of the E-Procurement System
Perseroan melakukan optimalisasi Sistem E-Procurement The Company optimized the E-Procurement System to
guna mempercepat siklus transaksi pengadaan dan accelerate procurement transaction cycles and enhance
memperkuat transparansi operasional melalui digitalisasi operational transparency through full digitalization of
proses yang menyeluruh. Melalui digitalisasi penuh dokumen processes, including Purchase Order and Good Receipt
Purchase Order dan Good Receipt, serta penyempurnaan documentation, as well as improvements in vendor
sistem registrasi vendor dan pengadaan material strategis. registration and strategic material procurement. This
Inisiatif ini berperan strategis dalam meminimalkan kontak initiative plays a strategic role in minimizing physical contact
fisik serta meningkatkan efisiensi administrasi, sehingga and enhancing administrative efficiency, thereby ensuring
memastikan proses pengadaan barang dan jasa perusahaan that the Company’s procurement process for goods and
berjalan lebih gesit, akuntabel, dan mendukung keunggulan services operates in a more agile and accountable manner,
operasional di seluruh lini bisnis. while supporting operational excellence across all business
lines.
3. Penerapan Digital Workflow Transformation – KRASign 3. Digital Workflow Transformation – KRASign
Perseroan mengakselerasi Digital Workflow Transformation The Company accelerated digital workflow transformation
melalui implementasi platform KRASign sebagai pilar through the implementation of KRASign as a key platform
utama dalam mewujudkan ekosistem kerja nirkertas for establishing a secure and legally compliant paperless
(paperless organization) yang aman dan legal. Platform organization. This centralized platform provides certified
terpusat ini menyediakan layanan dokumen tersertifikasi document services integrating digital signatures (e-sign) and
yang mengintegrasikan fitur tanda tangan digital (e-sign) e-stamp features, enabling legally valid electronic document
dan e-meterai, sehingga memungkinkan seluruh proses processing. With the successful realization of the program in
administrasi dan pengesahan dokumen dilakukan secara 2025, KRASign plays a strategic role in improving workflow
elektronik dengan jaminan keabsahan hukum yang kuat. efficiency, reducing reliance on physical documents, and
Dengan keberhasilan realisasi program di tahun 2025, supporting the Company’s operational continuity in a
KRASign berperan strategis dalam meningkatkan efisiensi sustainable manner.
alur kerja, mengurangi ketergantungan pada dokumen fisik,
serta mendukung kelancaran operasional perusahaan secara
berkelanjutan.
4. Penerapan Supply Chain Integration - KRAShipment 4. Supply Chain Integration – KRAShipment
Perseroan memperkuat kapabilitas Supply Chain Integration The Company strengthened its supply chain capabilities
melalui implementasi sistem KRAShipment yang dirancang through the implementation of KRAShipment, designed
untuk mengoptimalkan pengawasan distribusi produk to optimize end-to-end distribution monitoring. The
secara menyeluruh. Sistem ini memungkinkan pemantauan system enables real-time tracking of shipment status from
status pengiriman secara real-time mulai dari saat produk warehouse dispatch to customer delivery, ensuring timely and
meninggalkan gudang hingga diterima oleh pelanggan, guna intact order fulfillment. KRAShipment serves as a strategic
memastikan setiap pesanan sampai tepat waktu dan dalam instrument in enhancing logistics transparency, operational
kondisi fisik yang prima. KRAShipment menjadi instrumen efficiency, and service quality for all stakeholders.
strategis dalam meningkatkan transparansi logistik, efisiensi
operasional, serta kualitas layanan bagi seluruh pemangku
kepentingan.
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5. Penerapan Smart Energy Efficiency 5. Smart Energy Efficiency
Perseroan mengakselerasi transformasi digital melalui The Company advanced digital transformation through
implementasi inisiatif Smart Energy Efficiency, sebuah the Smart Energy Efficiency initiative, a technology-based
solusi berbasis teknologi pemantauan energi yang dirancang energy monitoring solution designed to optimize power
untuk mengoptimalkan konsumsi daya di lini produksi. consumption in production lines. This program aims to
Program ini bertujuan untuk memberikan transparansi provide real-time transparency of energy consumption
data penggunaan energi secara real-time, sehingga data, enabling the Company to implement measurable and
memungkinkan perusahaan melakukan langkah-langkah sustainable operational cost-efficiency measures. The
efisiensi biaya operasional yang terukur dan berkelanjutan. system serves as a strategic instrument for the Company
Sistem ini menjadi instrumen strategis bagi Perseroan dalam in strengthening its competitiveness through smart and
memperkuat daya saing melalui pengelolaan sumber daya efficient energy resource management.
energi yang cerdas dan efisien.
6. Sentralisasi Master Data Karyawan KSG 6. Centralization of KSG Employee Master Data
Perseroan memperkuat fondasi tata kelola data modal insani The Company reinforced human capital data governance
melalui implementasi platform Sentralisasi Master Data through the implementation of the KSG Employee Master
Karyawan KSG yang merupakan bagian integral dari inisiatif Data Centralization platform, part of the Holding Business
Portal Pengelolaan Bisnis Holding. Sistem ini dikembangkan Management Portal initiative. This system was developed as
sebagai single source of truth untuk mengintegrasikan data a single source of truth to integrate employee demographic
demografi karyawan yang sebelumnya tersebar di berbagai data that was previously dispersed across various
aplikasi, guna menjamin konsistensi serta akurasi informasi applications, in order to ensure consistency and accuracy
di seluruh aplikasi pendukung bisnis. Platform ini berperan of information across all business-supporting systems. The
strategis dalam meningkatkan efisiensi manajemen data platform plays a strategic role in improving the efficiency
sumber daya manusia serta memastikan seluruh data SDM of human capital data management and ensuring that all
perusahaan dapat terpantau dengan baik secara terpusat. employee data can be centrally monitored effectively.
7. Implementasi Skema Operation & Maintenance Pabrik HSM 7. Implementation of the Operation & Maintenance Scheme for
dan CRM oleh PT Krakatau Baja Industri HSM and CRM Plants by PT Krakatau Baja Industri
Skema Operasional dan Maintenance pabrik Hot Strip Mill The operation and maintenance scheme for the Hot Strip
(HSM) dan Cold Rolling Mill (CRM) oleh PT Krakatau Baja Mill (HSM) and Cold Rolling Mill (CRM) plants managed by
Industri (PT KBI) menuntut kesiapan sistem SAP dan MES PT Krakatau Baja Industri (PT KBI) required SAP and MES
untuk mendukung model bisnis baru. Cakupan utamanya system readiness to support the new business model. The
meliputi sinkronisasi rantai pasok (penjualan dan bahan baku) scope included synchronization of supply chain processes
oleh Perseroan dan operasional pabrik dilakukan oleh PT KBI. (sales and raw materials) managed by the Company and plant
Model bisnis baru ini membutuhkan perubahan sistem pada operations conducted by PT KBI. This new model required
masing-masing perusahaan. system adjustments within each company.
8. Pendayagunaan Infrastruktur TI dengan Entitas Perseroan 8. Optimization of IT Infrastructure Utilization Across Group
Group Entities
Perseroan mengoptimalkan efisiensi operasional The Company enhanced operational efficiency and digital
dan memperkuat resiliensi digital melalui inisiatif resilience through IT infrastructure optimization across
Pendayagunaan Infrastruktur TI dengan Entitas Perseroan Group entities, leveraging a synergy and shared services
Group yang mengedepankan strategi sinergi dan shared approach. Through strategic cooperation agreements, the
services. Melalui perjanjian kerja sama strategis, Perseroan Company integrates the utilization of critical infrastructure
mengintegrasikan pemanfaatan aset infrastruktur kritikal assets such as the Data Center, Information Technology
seperti Data Center, Information Technology Disaster Disaster Recovery Center (IT DRC), network devices, servers,
Recovery Center (IT DRC), perangkat jaringan, server, hingga and data storage in a centralized manner to support the
penyimpanan data secara terpusat untuk mendukung operations of its subsidiaries, including PT Krakatau Baja
operasional entitas anak perusahaan, termasuk PT Krakatau Industri and PT Krakatau Perbengkelan dan Perawatan. This
Baja Industri dan PT Krakatau Perbengkelan dan Perawatan. initiative not only ensures the Group’s business continuity
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Inisiatif ini tidak hanya menjamin keberlanjutan bisnis grup di amid disaster risks but also delivers added value through
tengah risiko bencana, namun juga memberikan nilai tambah significant optimization of IT investment and operational
berupa optimalisasi biaya investasi dan operasional TI yang costs across the entire corporate ecosystem.
signifikan bagi seluruh ekosistem korporasi.
9. Peningkatan Keamanan Infrastruktur TI 9. Enhancement of IT Infrastructure Security
Perseroan memperkuat ketahanan aset digital melalui The Company strengthens the resilience of its digital
inisiatif Peningkatan Keamanan Infrastruktur TI yang assets through the IT Infrastructure Security Enhancement
difokuskan pada modernisasi sistem pertahanan jaringan initiative, which focuses on modernizing its core network
utama. Program ini mencakup implementasi dan refreshment defense systems. This program includes the implementation
perangkat firewall generasi terbaru di Data Center yang telah and refreshment of next-generation firewall devices at the
dilengkapi fitur advanced threat protection, content filtering, Data Center, equipped with advanced threat protection,
serta integrasi penuh dengan SIEM dan SOC guna mendeteksi content filtering features, and full integration with SIEM and
serta mencegah ancaman siber secara real-time. Inisiatif ini SOC to detect and prevent cyber threats in real time. This
berperan krusial dalam melindungi data sensitif perusahaan, initiative plays a crucial role in protecting the Company’s
memitigasi risiko downtime akibat serangan siber, serta sensitive data, mitigating the risk of downtime due to
memastikan kepatuhan terhadap standar keamanan cyberattacks, and ensuring compliance with international
internasional demi mendukung kelangsungan bisnis yang security standards to support secure and reliable business
aman dan andal continuity.
10. Tindak Lanjut Surveillance ISO 27001:2022 10. Follow-Up on ISO 27001:2022 Surveillance
Perseroan menjaga integritas kedaulatan digital melalui The Company maintains the integrity of its digital sovereignty
pemeliharaan standar keamanan informasi global dengan by upholding global information security standards through
menindaklanjuti dan menyelesaikan seluruh temuan hasil following up on and resolving all findings from the ISO
kegiatan Surveillance ISO 27001:2022 yang dilaksanakan 27001:2022 Surveillance conducted by PT Sucofindo. This
oleh PT Sucofindo. Kegiatan ini bertujuan untuk memastikan activity aims to ensure the effective implementation of
efektivitas penerapan Sistem Manajemen Keamanan the Information Security Management System (ISMS) in
Informasi (SMKI) dalam melindungi kerahasiaan, keutuhan, safeguarding the confidentiality, integrity, and availability
dan ketersediaan aset data perusahaan dari ancaman siber of the Company’s data assets against increasingly complex
yang semakin kompleks, sekaligus menjadi fondasi strategis cyber threats, while also serving as a strategic foundation
dalam mempertahankan kepatuhan terhadap standar for maintaining compliance with international standards
internasional serta mempersiapkan proses resertifikasi ISO and preparing for the next ISO 27001:2022 re-certification
27001:2022 pada periode berikutnya. Melalui langkah ini, process. Through this measure, the Company reaffirms its
Perseroan menegaskan komitmennya dalam mengelola risiko commitment to managing information security risks in a
keamanan informasi secara sistematis dan berkelanjutan systematic and sustainable manner to ensure operational
guna menjamin ketahanan operasional di seluruh lini bisnis. resilience across all business lines.
11. Partisipasi Aktif pada Industrial Cyberdrill Exercise (ICE 4.0) 11. Participation in Industrial Cyberdrill Exercise (ICE 4.0)
Perseroan memperkokoh resiliensi siber di level nasional The Company strengthened its cyber resilience at the
melalui partisipasi aktif dalam ajang Industrial Cyberdrill national level through active participation in the Industrial
Exercise (ICE 4.0) yang diselenggarakan oleh Badan Siber dan Cyberdrill Exercise (ICE 4.0) organized by the National
Sandi Negara (BSSN). Dalam kompetisi simulasi penanganan Cyber and Crypto Agency (BSSN). In the cyber incident
insiden siber tersebut, Perseroan sukses meraih prestasi response simulation competition, the Company achieved
membanggakan sebagai Juara 2, sebuah pencapaian an outstanding accomplishment by securing 2nd place—an
signifikan yang memvalidasi kematangan teknis, koordinasi achievement that validates the technical maturity, tactical
taktis tim tanggap insiden KS-CSIRT, serta keandalan coordination of the KS-CSIRT incident response team, and
SOC dalam memitigasi ancaman digital yang kompleks di the reliability of the SOC in mitigating complex digital threats
lingkungan industri. within the industrial environment.
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12. Pelaksanaan IT DRC Drill Test 12. IT DRC Drill Test
Guna memastikan infrastruktur selalu dalam kondisi siap To ensure infrastructure readiness, the Company conducted
siaga, Perseroan telah melaksanakan kegiatan Drill Test its annual Drill Test to validate that the Disaster Recovery
tahunan untuk memvalidasi bahwa skenario Disaster Plan (DRP) can be executed effectively within business-
Recovery Plan (DRP) dapat berjalan efektif dalam waktu tolerable timeframes. This simulation used a fire disaster
yang masih dapat ditoleransi oleh bisnis. Simulasi ini scenario at the primary Data Center, requiring the transfer
menggunakan skenario bencana kebakaran pada Data of all critical services to the IT Disaster Recovery Center
Center utama yang mengharuskan pengalihan seluruh (DRC) system. The test results demonstrated highly effective
layanan kritikal ke sistem IT Disaster Recovery Center (DRC). performance, with all core systems successfully restored
Hasil pengujian menunjukkan performa yang sangat efektif within the defined Recovery Time Objective (RTO), indicating
dengan seluruh sistem utama berhasil dipulihkan di bawah that team coordination and system readiness were at a very
batas waktu RTO (Recovery Time Objective) yang ditetapkan, strong and efficient level.
yang menandakan bahwa koordinasi antar tim dan kesiapan
sistem berada pada level yang sangat baik dan efisien.
Melalui seluruh pencapaian di tahun 2025 ini, Perseroan Through these 2025 achievements, the Company reaffirms its
menegaskan posisinya sebagai organisasi yang adaptif position as a technology-adaptive organization with a strong
terhadap perkembangan teknologi, dengan fondasi TI yang kuat IT foundation to support profitable and sustainable long-term
untuk mendukung pertumbuhan bisnis jangka panjang yang business growth.
menguntungkan dan terpercaya.
BIAYA PENGEMBANGAN TI 2025 IT DEVELOPMENT EXPENDITURE 2025
Di tahun 2025, Perseroan telah merealisasikan biaya untuk In 2025, the Company realized IT development expenditure
pengembangan TI sejumlah Rp33,83 miliar. Nilai tersebut amounting to Rp33.83 billion. This represents a 13.88% decrease
mengalami penurunan sebesar 13,88% jika dibandingkan realisasi compared to the IT development expenditure realized in 2024 of
biaya pengembangan TI di tahun 2024 sejumlah Rp 39,29 miliar. Rp39.29 billion.
Informasi rincian biaya pengembangan TI pada tahun 2025 The detailed breakdown of IT development expenditure in 2025 is
adalah sebagai berikut: presented in the following table.
Tabel Biaya Pengembangan TI
IT Development Expenditure Table
Uraian Anggaran Realisasi Persentase (%)
Description Budget Realization Percentage (%)
Perawatan Rp 1.623.551.970 Rp 99.000.000 6.10%
Maintenance
Overhead Rp 41.725.000.000 Rp 33.699.511.721 80.77%
Aktiva dan Non Aktiva Rp 1.448.000.000 Rp 35.404.504 2.45%
Assets and Non Assets
Pembangunan - - -
Development
Jumlah Rp 44.796.551.970 Rp 33.833.916.225 75.53%
Total
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PENGEMBANGAN SDM TI 2025 IT HUMAN CAPITAL DEVELOPMENT 2025
TI menjadi faktor penting untuk meningkatkan operasional IT plays a critical role in enhancing the Company’s operational
Perseroan di masa mendatang. Lebih lanjut, langkah performance in the future. Accordingly, IT development
pengembangan TI juga diselaraskan dengan kompetensi initiatives are aligned with the advancement of highly competent
SDM yang unggul. Dengan demikian, Perseroan senantiasa human resources. The Company continuously enhances IT
mengembangkan kompetensi SDM di bidang TI dengan personnel capabilities by involving them in various competency
mengikutsertakan SDM-nya ke dalam program pengembangan development programs, including training sessions, seminars,
kompetensi dalam bentuk pelatihan, seminar, workshop, dan workshops, and other learning initiatives.
lain-lain.
Pengembangan kompetensi SDM di bidang TI pada tahun 2025 The IT human capital competency development programs
adalah sebagai berikut: implemented in 2025 are presented in the following table:
Tabel Pengembangan Kompetensi SDM TI
IT Human Capital Competency Development Table
Program Pengembangan SDM TI Bulan
Webinar Implementasi SIEM untuk Penguatan Operasional Tim CSIRT Januari 2025
Webinar on SIEM Implementation to Strengthen CSIRT Operational Capabilities January 2025
Webinar Wazuh: Deteksi Ancaman Endpoint Januari 2025
Webinar Wazuh: Endpoint Threat Detection January 2025
Sharing session Implementasi ICoFR Risk Management Februari 2025
Sharing Session on ICoFR Risk Management Implementation February 2025
Webinar COBIT 2019 Decoded: The Key to Sustainable IT Governance Success Februari 2025
February 2025
Webinar Peningkatan Kapasitas Keamanan Siber Sektor Industri Maret 2025
Webinar on Enhancing Cybersecurity Capacity in the Industrial Sector March 2025
Webinar Best Practice Security Awareness April 2025
Webinar on Security Awareness Best Practices April 2025
Webinar Solusi Low-Code April 2025
Webinar on Low-Code Solutions April 2025
Webinar Framework Keamanan Siber sesuai regulasi BUMN dan regulasi tingkat Nasional April 2025
Webinar on Cybersecurity Framework in Compliance with SOE and National Regulations April 2025
Pelatihan COBIT 2019 Foundation April 2025
COBIT 2019 Foundation Training April 2025
Webinar Agentic AI Mei 2025
May 2025
Webinar Strengthening Cyber Resilience with NIST CSF 2.0 Mei 2025
May 2025
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ARAH STRATEGI TI 2026 IT STRATEGIC DIRECTION 2026
APLIKASI APPLICATIONS
Strategi pengembangan aplikasi TI yang akan dilakukan The Company’s IT application development strategy for 2026
Perseroan di tahun 2026 adalah sebagai berikut: includes the following initiatives:
1. Portal Pengelolaan Bisnis Holding yaitu implementasi portal 1. Holding Business Management Portal – Implementation of a
terpusat yang mengintegrasikan layanan bisnis, termasuk centralized portal integrating business services, including
sentralisasi data karyawan, program inovasi, sistem employee data centralization, innovation programs,
manajemen kinerja, sistem manajemen risiko, dan sistem performance management systems, risk management
audit di holding systems, and audit systems at the holding level.
2. Digital Workflow Transformation melalui Workplace 2. Digital Workflow Transformation through a Workplace
Collaboration Application dan Paperless Organization Collaboration Application and Paperless Organization
initiatives.
3. Implementasi teknologi terkini meliputi Big Data Infrastruktur 3. Implementation of advanced technologies, including Big
dan Artificial Intelligence (AI) Data Infrastructure and Artificial Intelligence (AI).
4. Implementasi keamanan informasi di dalam pengembangan 4. Integration of information security within application
aplikasi development processes.
INFRASTRUKTUR INFRASTRUCTURE
Strategi pengembangan infrastruktur TI yang akan dilakukan The Company’s IT infrastructure development strategy for 2026
Perseroan di tahun 2026 adalah sebagai berikut: includes the following:
1. Penggunaan infrastruktur yang cost-effective tanpa 1. Utilization of cost-effective infrastructure without
mengurangi faktor keamanan dan kenyamanan dalam compromising security and ease of access to IT services.
mengakses layanan TI
2. Implementasi pola manajemen managed services untuk 2. Implementation of a managed services model for IT
infrastruktur TI infrastructure.
3. Meningkatkan system availability dan jaminan business 3. Enhancement of system availability and assurance of IT
continuity dalam bidang TI, melalui: business continuity through:
• Penyediaan redundant infrastructure TI • Provision of redundant IT infrastructure
• Peningkatan keamanan aplikasi, infrastruktur dan • Strengthening application, infrastructure, and IT
environment TI environment security
• Peningkatan compliancy Data Center • Improving Data Center compliance
• Memastikan life time dan perawatan perangkat TI • Ensuring proper lifecycle management and maintenance
of IT assets
• Memastikan fungsi backup dan IT DRC berfungsi dengan • Ensuring effective backup functions and IT Disaster
baik Recovery Center (IT DRC) readiness
4. Implementation of cybersecurity measures across IT
4. Implementasi keamanan siber pada infrastruktur TI infrastructure.
KEAMANAN INFORMASI INFORMATION SECURITY
Strategi keamanan informasi yang akan dilakukan Perseroan di The Company’s information security strategy for 2026 includes
tahun 2026 adalah sebagai berikut: the following initiatives:
1. Penguatan Kerangka Keamanan Siber 1. Strengthening the Cybersecurity Framework
• Menerapkan 15 Kontrol Keamanan Siber sesuai Prioritas • Implementing the 15 Cybersecurity Controls
Penerapan Keamanan Siber di Lingkungan Badan Usaha in accordance with the Priority Cybersecurity
Milik Negara. Implementation Guidelines for State-Owned Enterprises
• Tindak lanjut hasil asesmen Cyber Security Maturity (CSM) • Following up on the Cyber Security Maturity (CSM)
untuk meningkatkan tingkat kematangan keamanan assessment results to enhance cybersecurity maturity
siber.
• Resertifikasi ISO 27001:2022 (Sistem Manajemen • ISO 27001:2022 re-certification (Information Security
Keamanan Informasi). Management System)
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2. Peningkatan Deteksi dan Respons Insiden Siber 2. Enhancing Cyber Incident Detection and Response
• Pengelolaan insiden siber melalui KS-CSIRT. • Managing cyber incidents through KS-CSIRT
• Peningkatan area Cyber Security Monitoring melalui SOC • Expanding Cyber Security Monitoring coverage through
terintegrasi. an integrated SOC
• Optimalisasi Teknologi Endpoint Detection & Response • Optimizing Endpoint Detection & Response (EDR)
(EDR) untuk memperkuat deteksi ancaman pada technology to strengthen endpoint threat detection
endpoint.
3. Evaluasi dan Penguatan Keamanan Infrastruktur IT 3. Evaluation and Strengthening of IT Infrastructure Security
• Melaksanakan Vulnerability Assessment dan Penetration • Conducting periodic Vulnerability Assessment and
Testing (VAPT) secara berkala. Penetration Testing (VAPT)
• Penguatan Teknologi Keamanan Jaringan untuk • Strengthening network security technologies to protect
melindungi infrastruktur IT dari ancaman eksternal dan IT infrastructure from internal and external threats
internal.
• Implementasi Sistem Manajemen Akses Terintegrasi • Implementing an Integrated Access Management System
guna mengelola hak akses dengan lebih efektif dan aman. to manage user access rights more effectively and
securely
4. Peningkatan Kesadaran dan Kepatuhan Keamanan Siber 4. Enhancing Cybersecurity Awareness and Compliance
• Mengembangkan program awareness keamanan siber • Developing cybersecurity and information security
dan keamanan informasi bagi seluruh karyawan. awareness programs for all employees
• Meningkatkan budaya keamanan informasi dengan • Strengthening the information security culture through
pelatihan dan simulasi ancaman siber secara berkala. regular training and cyber threat simulations
RENCANA PENGEMBANGAN TI 2026 IT DEVELOPMENT PLAN 2026
Perseroan telah menyusun roadmap dalam mengembangkan The Company has developed a roadmap for advancing IT systems
sistem TI di seluruh lini bisnis. Roadmap pengembangan TI across all business lines. The IT development roadmap is
Perseroan adalah sebagai berikut: presented in the following table:
Tabel Roadmap Pengembangan TI
IT Development Roadmap Table
Group 2025 2026
Tata Kelola TI • Penguatan Sistem Manajemen Keamanan Informasi • Re-sertifikasi ISO 27001:2022 Sistem Manajemen
IT Governance (SMKI) berbasis ISO 27001:2022 Keamanan Informasi
• Peningkatan kerangka kerja dan penerapan Tata Kelola • Peningkatan Kapabilitas Teknologi Informasi dalam
Teknologi Informasi melalui penyusunan Pedoman mendukung kebutuhan bisnis melalui evaluasi tingkat
Tata Kelola TI berdasarkan Permen BUMN 02/2023 kematangan TI berdasarkan kerangka kerja COBIT
• Strengthening Information Security Management (IT Maturity Assessment)
System (ISMS) based on ISO 27001:2022 • Pengembangan Tata Kelola Data perusahaan
• Enhancement of IT governance framework through melalui penerapan Perlindungan Data Pribadi (PDP)
issuance of IT Governance Guidelines based on SOE berdasarkan UU 27/2022
Regulation No. 02/2023 • Re-certification of the ISO 27001 Information Security
Management System
• Enhancement of Information Technology capabilities
in supporting business needs through evaluation of
IT maturity levels based on the COBIT framework (IT
Maturity Assessment)
• Development of corporate Data Governance through
the implementation of Personal Data Protection (PDP)
in accordance with Law No. 27/2022
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Group 2025 2026
Aplikasi TI • Financial Management System - Integrasi DCT • Penyiapan Sistem Inisiatif Perubahan Proses Bisnis
IT Applications Dashboard KSG pada Plant HSM&CRM
• Digital Workflow Transformation - Paperless • Implementasi Aplikasi Pusat Logistik Berikat (PLB)
Organization (Digital Signature dan Document untuk bahan baku produksi.
Management) • Redesign Website Perusahaan
• Smart Energy Efficiency - Energy Monitoring • Sistem Manajemen Risiko Terintegrasi
• Shipment Tracking • Implementasi Artificial Intelligence Pair Programmer
• Portal Pengelolaan Bisnis Holding - Sentralisasi Master • Reaktivasi Digital Control Tower
Data Karyawan KSG • Preparation of a Business Process Change Initiative
• Enhanchement Application - Reimplementasi PPID System at the HSM&CRM Plants
• Financial Management System – Integration of DCT • Implementation of the Bonded Logistics Center (PLB)
Dashboard KSG Application for production raw materials.
• Digital Workflow Transformation – Paperless • Corporate Website Redesign
Organization (Digital Signature and Document • Integrated Risk Management System
Management) • Implementation of an Artificial Intelligence Pair
• Smart Energy Ffficiency – Energy Monitoring Programmer
• Shipment Tracking • Reactivation of the Digital Control Tower
• Holding Business Management Portal – Centralized
Employee Master Data KSG
Infrastruktur TI • Compliance Data Center: Retrofit kelistrikan, • Penyesuaian ruang lingkup layanan Managed Services
IT Infrastructure Perawatan Elektrik Gd. EDP. TI seiring dengan proses transformasi dan efisiensi
• Upgrade email system. perusahaan.
• Peningkatan kapasitas resource server dan storage. • Peningkatan kapabilitas layanan ICT dan komunikasi
• Perawatan perangkat TI di Data Center dan DRC. Korporasi.
• Penyediaan lisensi software untuk kebutuhan bisnis • Perawatan perangkat TI di Data Center dan DRC.
dan produktivitas perusahaan. • Penyediaan lisensi software untuk kebutuhan bisnis
• Data Center Compliance: Electrical Retrofit and dan produktivitas perusahaan.
Maintenance of the EDP Building Electrical System • Adjustment of the scope of IT Managed Services in
• Email system upgrade. line with the Company’s transformation and efficiency
• Enhancement of server and storage resource initiatives.
capacity. • Enhancement of ICT and corporate communication
• Maintenance of IT equipment at the Data Center and service capabilities.
DRC. • Maintenance of IT equipment at the Data Center and
• Provision of software licenses to support business DRC.
needs and corporate productivity. • Provision of software licenses to support business
needs and corporate productivity.
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Overview on Business Support Unit
Group 2025 2026
Keamanan TI • Implementasi Endpoint Detection & Response • Registrasi Ulang KS-CSIRT
IT Security • Implementasi Sistem Manajemen Akses Terintegrasi • Re-sertifikasi ISO 27001:2022
• Penguatan Teknologi Keamanan Jaringan • Pengembangan Arsitektur Pengamanan Data &
• Vulnerability Assessment dan Penetration Testing Informasi Perusahaan
• Pengelolaan insiden siber melalui KS-CSIRT • Optimalisasi Endpoint Detection & Response
• Peningkatan Area Cyber Security Monitoring melalui • Optimalisasi Sistem Manajemen Akses Terintegrasi
SOC terintegrasi • Implementasi Sistem Pemantauan dan Analitik
• Implementation of Endpoint Detection & Response Keamanan Siber berbasis AI (Threat Intelligence
• Implementation of an Integrated Access Management Platform, Behaviour Analytic, Security Event Log &
System Monitoring)
• Strengthening of Network Security Technology • Pengembangan awareness dan budaya keamanan
• Vulnerability Assessment and Penetration Testing informasi
• Cyber incident management through KS-CSIRT • Re-registration of KS-CSIRT
• Enhancement of Cyber Security Monitoring through an • Re-certification of ISO 27001:2022
integrated SOC • Development of the Company’s Data & Information
Security Architecture
• Optimization of Endpoint Detection & Response
• Optimization of the Integrated Access Management
System
• Implementation of an AI-based Cybersecurity
Monitoring and Analytics System (Threat Intelligence
Platform, Behavioral Analytics, Security Event Log &
Monitoring)
• Development of cybersecurity awareness and
information security culture
Roadmap ini dirancang untuk memastikan TI berperan strategis This roadmap is designed to ensure that IT plays a strategic
sebagai enabler utama dalam mendukung target jangka panjang role as a key enabler in supporting the Company’s long-term
Perseroan menuju transformasi digital. objectives toward digital transformation.
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ANALISIS DAN
PEMBAHASAN
MANAJEMEN
Management Discussion
and Analysis
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Management Discussion and Analysis
TINJAUAN KONDISI EKSTERNAL
External Conditions Review
DINAMIKA MAKROEKONOMI GLOBAL DAN GLOBAL AND NATIONAL MACROECONOMIC
NASIONAL DYNAMICS
Pada tahun 2025, perekonomian global tetap menunjukkan In 2025, the global economy continued to demonstrate resilience
ketahanan meskipun menghadapi berbagai tekanan struktural despite facing various structural pressures and ongoing
dan ketidakpastian geopolitik yang berlanjut. Organisasi untuk geopolitical uncertainties. The Organisation for Economic Co-
Kerja Sama dan Pembangunan Ekonomi (OECD) memperkirakan operation and Development (OECD) estimated global economic
pertumbuhan ekonomi global berada di kisaran 3,2%, sedikit growth at around 3.2%, slightly slower than the previous
melambat dibandingkan tahun sebelumnya seiring berlanjutnya year, reflecting continued geopolitical tensions, increasing
ketegangan geopolitik, fragmentasi perdagangan global, serta fragmentation in global trade, and a growing tendency toward
meningkatnya kecenderungan kebijakan industri yang lebih more protectionist industrial policies in many countries.
proteksionis di berbagai negara.
Amerika Serikat dan negara-negara Eropa semakin menekankan The United States and several European economies have
penguatan basis produksi domestik melalui insentif investasi, increasingly emphasized strengthening their domestic
persyaratan kandungan lokal, serta dukungan terhadap production bases through investment incentives, local content
pembangunan fasilitas manufaktur strategis. Pergeseran requirements, and support for the development of strategic
strategi tersebut mencerminkan upaya banyak negara untuk manufacturing facilities. This strategic shift reflects the efforts
memperkuat ketahanan rantai pasok nasional, terutama of many countries to reinforce national supply chain resilience,
pada sektor industri dasar dan material strategis. Kondisi ini particularly in basic industries and strategic materials. These
turut mempengaruhi pola perdagangan global, arus investasi developments have also influenced global trade patterns,
lintas negara, serta dinamika rantai pasok komoditas industri, cross-border investment flows, and the dynamics of industrial
termasuk industri baja. commodity supply chains, including the steel industry.
Selain faktor geopolitik dan perubahan kebijakan industri di In addition to geopolitical factors and evolving industrial policies
berbagai negara, pasar komoditas global juga masih menghadapi across countries, global commodity markets continue to face
tantangan berupa ketidakseimbangan kapasitas produksi pada challenges related to imbalances in production capacity across
sejumlah sektor industri dasar. Dalam beberapa tahun terakhir, several basic industrial sectors. In recent years, capacity
peningkatan kapasitas produksi di sejumlah negara produsen expansion in a number of major producing countries has not
utama tidak selalu diikuti oleh pertumbuhan permintaan yang always been matched by proportional growth in demand, thereby
seimbang, sehingga menciptakan tekanan kompetisi di pasar intensifying competition in global markets.
global.
Kondisi tersebut mendorong banyak negara untuk memperkuat These conditions have prompted many countries to strengthen
kebijakan perlindungan industri domestik melalui berbagai protection policies for their domestic industries through various
instrumen perdagangan seperti tarif, anti-dumping, maupun trade instruments such as tariffs, anti-dumping measures, and
safeguard. Fenomena ini mencerminkan meningkatnya perhatian safeguards. This phenomenon reflects the growing attention
pemerintah di berbagai negara terhadap ketahanan rantai pasok of governments worldwide to supply chain resilience and the
serta pentingnya penguatan industri strategis sebagai fondasi importance of strengthening strategic industries as a foundation
pembangunan ekonomi dan stabilitas industri nasional. for economic development and national industrial stability.
Di tengah dinamika global tersebut, perekonomian Indonesia Amid these global dynamics, Indonesia’s economy demonstrated
menunjukkan kinerja yang relatif solid. Badan Pusat Statistik relatively solid performance. Statistics Indonesia (BPS) recorded
(BPS) mencatat pertumbuhan ekonomi Indonesia sepanjang 5.11% economic growth in 2025, exceeding the initial projections
tahun 2025 mencapai 5,11%, lebih tinggi dibandingkan proyeksi of several international institutions, which had estimated growth
awal sejumlah lembaga internasional yang memperkirakan at around 4.8%. This performance was supported by stable
pertumbuhan berada di kisaran sekitar 4,8%. Kinerja ini household consumption, increased investment activity, and
didukung oleh stabilitas konsumsi rumah tangga, peningkatan stronger performance in the manufacturing and trade sectors.
aktivitas investasi, serta penguatan sektor industri pengolahan
dan perdagangan.
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Ketahanan ekonomi domestik tersebut memberikan landasan This domestic economic resilience provides a stronger foundation
yang lebih kuat bagi perkembangan sektor industri nasional, for the development of national industries, including the steel
termasuk industri baja, yang memiliki keterkaitan erat dengan industry, which has strong linkages with the construction,
sektor konstruksi, infrastruktur, manufaktur, dan pengembangan infrastructure, manufacturing, and industrial estate development
kawasan industri. Dengan permintaan domestik yang tetap sectors. With domestic demand remaining robust and supported
terjaga serta dukungan program pembangunan nasional, industri by national development programs, Indonesia’s steel industry
baja Indonesia memiliki peluang untuk terus memperkuat has the opportunity to further strengthen its role as a key pillar of
perannya sebagai penopang utama pembangunan ekonomi dan economic development and national industrialization.
industrialisasi nasional.
Perkembangan Industri Baja Global dan Nasional Global and National Steel Industry Developments
GAMBARAN UMUM INDUSTRI BAJA TAHUN 2025 OVERVIEW OF THE STEEL INDUSTRY IN 2025
Industri baja global pada tahun 2025 berada dalam dinamika The global steel industry in 2025 continued to operate within
yang kompleks, dipengaruhi oleh perubahan lanskap a complex landscape shaped by geopolitical developments,
geopolitik, kebijakan industri nasional di berbagai negara, serta evolving national industrial policies, and persistent imbalances in
ketidakseimbangan kapasitas produksi global. Dalam beberapa global production capacity. Over the past decades, several major
dekade terakhir, sejumlah negara produsen utama terus producing countries have significantly expanded their production
meningkatkan kapasitas produksi, sementara pertumbuhan capacities, while global demand growth has not always kept pace
permintaan global tidak selalu bergerak seiring dengan with such increases. This imbalance has resulted in structural
peningkatan tersebut. Kondisi ini memicu fenomena kelebihan overcapacity, placing pressure on global steel prices and
kapasitas yang memberikan tekanan terhadap harga baja dunia intensifying competition in international markets.
serta meningkatkan intensitas persaingan di pasar internasional.
Dalam merespons kondisi tersebut, banyak negara memperkuat In response to these conditions, many countries have
kebijakan perlindungan terhadap industri baja domestik. strengthened protective measures for their domestic steel
Praktik ini telah menjadi pendekatan yang lazim diterapkan industries. Such policies have become increasingly common
secara global, mengingat baja merupakan material strategis worldwide, given that steel is a strategic material that forms
yang menjadi fondasi bagi pembangunan infrastruktur, industri the backbone of infrastructure development, manufacturing
manufaktur, serta ketahanan ekonomi suatu negara. Dalam industries, and national economic resilience. In many
berbagai forum industri internasional, kebijakan perlindungan international industry forums, protective policies for national
industri baja nasional juga dipandang sebagai bagian dari steel industries are also viewed as part of broader strategies
upaya menjaga kemandirian industri dan stabilitas rantai pasok to maintain industrial independence and ensure the stability of
material strategis. strategic material supply chains.
Perubahan lanskap kebijakan industri global juga menunjukkan The evolving global industrial policy landscape also reflects a
semakin kuatnya kecenderungan negara-negara untuk growing tendency among countries to develop more integrated
membangun struktur industri baja yang terintegrasi, mulai dari steel industry structures, ranging from securing raw material
pengamanan pasokan bahan baku hingga penguatan kapasitas supplies to strengthening production capacity and downstream
produksi dan hilirisasi. Sejumlah negara bahkan secara aktif processing. In several countries, the steel industry is actively
menempatkan industri baja sebagai salah satu pilar penting positioned as a key pillar within broader national industrialization
dalam strategi industrialisasi nasional melalui berbagai dukungan strategies, supported by comprehensive policy frameworks
kebijakan yang komprehensif. aimed at strengthening domestic production capabilities.
Industri baja memiliki peran penting sebagai industri dasar Steel industry plays an important role as a basic industry
yang menopang berbagai sektor pembangunan, termasuk supporting various development sectors, including construction,
konstruksi, infrastruktur, manufaktur, energi, dan pertahanan. infrastructure, manufacturing, energy, and defense. Domestic
Permintaan baja nasional menunjukkan tren peningkatan seiring steel demand has continued to grow alongside the acceleration
dengan percepatan pembangunan infrastruktur, pengembangan of infrastructure development, the expansion of industrial
kawasan industri, serta ekspansi sektor manufaktur yang estates, and the growth of the manufacturing sector as part of
menjadi bagian dari agenda industrialisasi nasional. the country’s broader industrialization agenda.
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Meskipun demikian, industri baja nasional masih menghadapi Nevertheless, the national steel industry still faces challenges
tantangan berupa ketergantungan terhadap produk impor related to reliance on imported steel products for certain
untuk beberapa jenis produk tertentu. Kondisi ini menjadikan product categories. This condition highlights the importance
penguatan industri baja domestik sebagai agenda strategis of strengthening the domestic steel industry to enhance
guna meningkatkan kemandirian industri nasional sekaligus national industrial independence while reducing vulnerability to
mengurangi kerentanan terhadap dinamika pasokan global. fluctuations in global supply.
Dalam konteks tersebut, penguatan struktur industri baja In this context, strengthening the structure of the national
nasional memerlukan sinergi kebijakan antara pemerintah, steel industry requires policy synergy between the government,
pelaku industri, serta pemangku kepentingan lainnya guna industry players, and other stakeholders to build a more
menciptakan sistem industri yang lebih kuat dan berdaya competitive and resilient industrial system. Measures such as
saing. Langkah-langkah seperti penataan tata niaga impor, improving import governance, increasing domestic production
peningkatan kapasitas produksi domestik, serta pengembangan capacity, and advancing downstream steel processing are key
hilirisasi industri baja menjadi bagian penting dalam menjaga elements in ensuring the long-term sustainability of Indonesia’s
keberlanjutan industri baja nasional di tengah dinamika pasar steel industry amid the dynamics of global markets.
global.
Seiring dengan meningkatnya kebutuhan baja dalam With increasing steel demand driven by national development
pembangunan nasional dan transformasi industri, sektor ini and industrial transformation, the sector holds significant
memiliki peluang untuk memperkuat kontribusinya sebagai salah potential to strengthen its contribution as one of the key
satu penggerak industrialisasi nasional sekaligus mendukung drivers of Indonesia’s industrialization and long-term economic
pembangunan ekonomi jangka panjang. development.
ANALISIS INDUSTRI BAJA GLOBAL GLOBAL STEEL INDUSTRY ANALYSIS
Secara global, industri baja masih didominasi oleh sejumlah Globally, the steel industry remains dominated by several major
produsen utama dengan kapasitas produksi yang sangat besar. producers with very large production capacities. According to
Berdasarkan laporan World Steel Association, produksi baja the World Steel Association, global steel production reached
dunia pada tahun 2024 tercatat sekitar 1,89 miliar ton, dengan approximately 1.89 billion tons in 2024, with China accounting for
Tiongkok menyumbang lebih dari 50% dari total produksi global. more than 50% of total global output. This high concentration of
Konsentrasi produksi yang tinggi tersebut menjadikan dinamika production means that global steel market dynamics are strongly
industri baja dunia sangat dipengaruhi oleh kebijakan industri influenced by industrial policies and production levels in major
dan tingkat produksi negara-negara produsen utama. producing countries.
Selain dominasi produksi, industri baja global juga menghadapi In addition to production concentration, the global steel industry
tantangan kelebihan kapasitas (global steel overcapacity) yang continues to face structural challenges related to global steel
telah menjadi isu struktural selama dua dekade terakhir. OECD overcapacity, an issue that has persisted for more than two decades.
Steel Committee mencatat bahwa kapasitas produksi baja The OECD Steel Committee notes that global steelmaking capacity
dunia secara konsisten melampaui tingkat permintaan global, consistently exceeds global demand, leading to heightened price
sehingga meningkatkan kompetisi harga dan potensi distorsi competition and increasing risks of international trade distortions.
perdagangan internasional. Kondisi ini mendorong banyak These conditions have prompted many countries to strengthen
negara memperkuat instrumen perlindungan perdagangan guna trade protection instruments in order to safeguard the sustainability
menjaga keberlanjutan industri baja domestik. of their domestic steel industries.
Di sisi lain, transformasi menuju produksi baja rendah karbon At the same time, the transition toward low-carbon steel
(green steel) mulai menjadi agenda penting di berbagai negara. production (green steel) has become an increasingly important
Sejumlah produsen baja global telah berinvestasi dalam teknologi agenda worldwide. Several global steel producers have begun
produksi berbasis electric arc furnace (EAF), penggunaan investing in production technologies based on electric arc
energi terbarukan, serta pengembangan teknologi berbasis furnaces (EAF), renewable energy utilization, and hydrogen-
hidrogen untuk mengurangi emisi karbon dalam proses produksi. based steelmaking technologies aimed at reducing carbon
Perkembangan ini diperkirakan akan menjadi salah satu faktor emissions in the production process. These developments are
yang membentuk lanskap industri baja global dalam jangka expected to play a significant role in shaping the long-term
panjang. landscape of the global steel industry.
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Selain faktor overcapacity dan transformasi teknologi produksi, Beyond the challenges of overcapacity and technological
struktur industri baja global juga sangat dipengaruhi oleh transformation, the structure of the global steel industry is
dominasi produksi dari Tiongkok. Dalam beberapa tahun also strongly influenced by China’s dominance in global steel
terakhir, negara tersebut secara konsisten menjadi produsen production. In recent years, China has consistently remained
baja terbesar di dunia dengan kontribusi lebih dari setengah the world’s largest steel producer, contributing more than half
total produksi global. Skala produksi yang sangat besar tersebut of total global output. The scale of this production significantly
menjadikan dinamika industri baja global sangat dipengaruhi oleh influences global steel market dynamics, including price
kebijakan industri, tingkat permintaan domestik, dan kebijakan movements, trade flows, and competitive pressures across
ekspor dari Tiongkok. Pengaruh ini meliputi pergerakan harga, markets. As a result, changes in China’s industrial policies,
arus perdagangan, serta tingkat kompetisi pasar. Kondisi ini turut domestic demand conditions, and export policies have a
memperkuat sensitivitas pasar baja global terhadap perubahan substantial impact on the global steel market. This situation
kebijakan industri di negara tersebut, sekaligus mendorong has also encouraged many countries to strengthen domestic
berbagai negara lain untuk memperkuat kebijakan perlindungan protection policies and enhance the competitiveness of their
industri baja domestik serta meningkatkan daya saing industri national steel industries.
nasional mereka.
KONDISI INDUSTRI BAJA INDONESIA INDONESIA’S STEEL INDUSTRY CONDITIONS
Di tingkat nasional, konsumsi baja Indonesia menunjukkan At the national level, Indonesia’s steel consumption has shown
tren peningkatan seiring dengan pertumbuhan pembangunan an upward trend in line with the expansion of infrastructure
infrastruktur dan industri manufaktur. Berbagai estimasi industri development and the growth of the manufacturing sector.
menunjukkan bahwa kebutuhan baja nasional berada pada Various industry estimates indicate that national steel demand
kisaran 15–16 juta ton per tahun, sementara kapasitas produksi currently stands at around 15–16 million tons per year, while
domestik belum sepenuhnya mampu memenuhi seluruh domestic production capacity has not yet fully met this demand.
kebutuhan tersebut.
Kondisi ini menyebabkan sebagian kebutuhan baja nasional As a result, part of Indonesia’s steel demand continues to
masih dipenuhi melalui impor, terutama untuk produk tertentu be fulfilled through imports, particularly for certain product
yang belum sepenuhnya diproduksi secara optimal di dalam categories that are not yet optimally produced domestically.
negeri.
Permintaan baja domestik diperkirakan akan terus meningkat Domestic steel demand is expected to continue growing
seiring dengan berbagai program pembangunan nasional, alongside various national development programs, including
termasuk pembangunan infrastruktur strategis, pengembangan strategic infrastructure projects, industrial estate development,
kawasan industri, serta program perumahan nasional. Selain itu, and national housing programs. In addition, the expansion of
ekspansi sektor manufaktur, energi, transportasi, dan konstruksi manufacturing, energy, transportation, and construction sectors
juga menjadi faktor yang mendorong pertumbuhan konsumsi is expected to further support the growth of domestic steel
baja dalam negeri. consumption.
Dalam konteks tersebut, penguatan industri baja nasional menjadi In this context, strengthening the national steel industry has
semakin penting sebagai bagian dari strategi industrialisasi dan become increasingly important as part of Indonesia’s broader
peningkatan ketahanan ekonomi nasional. Upaya memperkuat industrialization strategy and efforts to enhance economic
kapasitas produksi domestik, meningkatkan daya saing industri resilience. Expanding domestic production capacity, improving
baja, serta memperdalam rantai nilai industri menjadi langkah the competitiveness of the steel industry, and deepening the
strategis untuk mengurangi ketergantungan impor sekaligus industry value chain are key strategic measures to reduce import
meningkatkan nilai tambah industri di dalam negeri. dependence while increasing domestic value creation.
Dengan dukungan kebijakan yang tepat serta penguatan With appropriate policy support and the strengthening of
ekosistem industri, sektor baja nasional diharapkan dapat the national industrial ecosystem, Indonesia’s steel sector is
memainkan peran yang semakin signifikan dalam mendukung expected to play an increasingly significant role in supporting
pembangunan ekonomi serta memperkuat kemandirian industri economic development while reinforcing the country’s strategic
strategis Indonesia. industrial independence.
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Tantangan dan Peluang Industri Baja Challenges and Opportunities in the Steel Industry
Pada tahun 2025, industri baja berada pada persimpangan In 2025, the steel industry stood at a crossroads between
antara tekanan struktural pasar global dan meningkatnya structural pressures in the global market and increasing domestic
kebutuhan domestik. Di satu sisi, pasar baja dunia masih demand. On one hand, the global steel market continued to be
dibayangi fragmentasi perdagangan, perubahan kebijakan shaped by trade fragmentation, shifting industrial policies among
industri negara-negara besar, serta meningkatnya tindakan major economies, and the growing use of protectionist measures,
proteksi yang membuat perdagangan baja semakin dipengaruhi making steel trade increasingly influenced by government policies.
oleh kebijakan pemerintah. Di sisi lain, permintaan baja domestik On the other hand, domestic steel demand continued to show
tetap menunjukkan prospek positif seiring dengan agenda positive prospects, supported by Indonesia’s long-term national
pembangunan nasional menuju Indonesia Emas 2045. development agenda toward Indonesia Emas 2045.
Dalam konteks tersebut, industri baja menghadapi sejumlah Within this context, the steel industry faces a number of key
tantangan sekaligus peluang strategis. challenges as well as strategic opportunities.
A. TANTANGAN UTAMA A. KEY CHALLENGES
1. Gelombang proteksionisme global dan perang tarif 1. Rising global protectionism and tariff disputes
Baja merupakan komoditas strategis yang sering menjadi Steel is a strategic commodity that frequently becomes
objek kebijakan proteksi di berbagai negara. Eskalasi perang the subject of protectionist policies in many countries.
tarif serta penerapan berbagai instrumen trade remedy The escalation of tariff disputes and the implementation
seperti tarif, anti-dumping, dan safeguard menjadikan of various trade remedy instruments such as tariffs, anti-
perdagangan baja global semakin kompetitif dan Volatile. dumping measures, and safeguards have made global steel
trade increasingly competitive and volatile.
2. Tekanan impor pada pasar domestik 2. Import pressures in the domestic market
Di pasar domestik, salah satu tantangan utama adalah In the domestic market, one of the key challenges lies
menjaga level playing field terhadap masuknya produk impor. in maintaining a level playing field against the influx of
Penguatan tata niaga impor serta kebijakan industri yang imported steel products. Strengthening import governance
mendukung daya saing produsen domestik menjadi faktor and implementing industrial policies that support the
penting dalam menjaga keberlanjutan industri baja nasional. competitiveness of domestic producers are crucial for
sustaining the national steel industry.
3. Overcapacity dan tekanan harga global 3. Global overcapacity and price pressure
Kelebihan pasokan global berpotensi menekan margin Global oversupply continues to put pressure on industry
industri, terutama pada segmen produk yang semakin margins, particularly in product segments that are
bersifat komoditas. Dalam kondisi ini, produsen baja perlu increasingly commoditized. In this environment, steel
bertransformasi dari sekadar berorientasi pada volume producers need to shift from volume-oriented strategies
menuju penciptaan nilai tambah melalui produk dengan toward value creation through higher-specification products,
spesifikasi lebih tinggi, layanan yang lebih baik, serta improved services, and more reliable supply.
keandalan pasokan.
4. Transisi menuju ekonomi hijau 4. Transition toward a green economy
Transformasi menuju ekonomi rendah karbon menempatkan The transition toward a low-carbon economy requires
industri baja sebagai salah satu sektor yang perlu melakukan significant adjustments within the steel industry. Going
penyesuaian signifikan. Ke depan, permintaan pasar akan forward, market demand is expected to increasingly favor
semakin mengarah pada produk dan proses produksi yang products and production processes that are more energy-
lebih efisien energi serta memenuhi standar keberlanjutan. efficient and aligned with sustainability standards.
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B. PELUANG STRATEGIS B. STRATEGIC OPPORTUNITIES
1. Penguatan industri baja nasional sebagai agenda 1. Strengthening the national steel industry as a strategic
strategis negara policy priority
Di tengah dinamika perdagangan global, penguatan Amid evolving global trade dynamics, strengthening the
industri baja domestik menjadi bagian penting dari agenda domestic steel industry has become an important component
pembangunan nasional. Hal ini membuka peluang bagi of Indonesia’s national development agenda. This creates
pengembangan kapasitas industri, substitusi impor, serta opportunities for industrial capacity expansion, import
perluasan basis permintaan domestik. substitution, and the broadening of domestic demand.
2. Hilirisasi dan peningkatan nilai tambah 2. Downstream development and value-added
Pengembangan hilirisasi industri baja memberikan peluang enhancement
untuk memperdalam rantai nilai industri, memperluas The development of downstream steel industries presents
portofolio produk bernilai tambah, serta meningkatkan opportunities to deepen the industrial value chain, expand
daya saing produk baja nasional di pasar domestik maupun the portfolio of value-added products, and enhance the
regional. competitiveness of Indonesian steel products in both
domestic and regional markets.
3. Momentum pembenahan daya saing 3. Momentum for improving industry competitiveness
Perubahan kebijakan perdagangan global juga menjadi Changes in global trade policies also provide momentum
momentum bagi industri untuk memperkuat fundamental for industry players to strengthen business fundamentals
bisnis melalui peningkatan efisiensi biaya, penguatan rantai through cost efficiency improvements, supply chain
pasok, peningkatan kualitas produk, serta diversifikasi pasar. optimization, product quality enhancement, and market
diversification.
4. Prospek pertumbuhan konsumsi domestik 4. Prospects for domestic demand growth
Dengan meningkatnya kebutuhan baja dalam pembangunan With increasing steel demand driven by national development
nasional, terdapat peluang pertumbuhan permintaan yang programs, there are opportunities for higher production
dapat mendukung peningkatan utilisasi kapasitas produksi capacity utilization and selective product expansion.
serta ekspansi produk secara selektif.
Kombinasi tantangan dan peluang tersebut menegaskan The combination of these challenges and opportunities
bahwa daya saing industri baja tidak lagi ditentukan semata highlights that the competitiveness of the steel industry is
oleh dinamika harga, melainkan juga oleh kekuatan ekosistem no longer determined solely by price dynamics. Instead, it
industri, ketahanan rantai pasok, efisiensi operasional, serta increasingly depends on the strength of industrial ecosystems,
dukungan kebijakan yang menciptakan iklim usaha yang sehat. supply chain resilience, operational efficiency, and supportive
Dalam konteks ini, penguatan fundamental operasional dan policies that foster a healthy business environment. In this
transformasi berkelanjutan menjadi faktor penting bagi pelaku context, strengthening operational fundamentals and pursuing
industri untuk memperkuat posisi di pasar domestik maupun sustainable transformation will be key factors for industry
global. players seeking to reinforce their position in both domestic and
global markets.
RESPONS STRATEGIS PERSEROAN STRATEGIC RESPONSE OF THE COMPANY
Menghadapi dinamika industri baja global yang semakin In responding to the increasingly competitive dynamics of
kompetitif serta meningkatnya kebutuhan baja domestik, the global steel industry and the growing demand for steel in
Perseroan terus memperkuat langkah transformasi bisnis secara the domestic market, the Company continues to strengthen
menyeluruh. Transformasi ini diarahkan untuk memastikan its comprehensive business transformation initiatives. This
bahwa Perseroan tidak hanya mampu beradaptasi terhadap transformation is designed to ensure that the Company is not only
perubahan struktur industri, tetapi juga mampu memperkuat able to adapt to evolving industry structures, but also capable of
daya saing dan menciptakan nilai tambah yang berkelanjutan enhancing its competitiveness and generating sustainable value
bagi pemangku kepentingan. for stakeholders.
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Sejalan dengan upaya pemulihan kinerja dan penguatan In line with the ongoing performance recovery and the
fundamental perusahaan yang telah dijalankan dalam beberapa strengthening of the Company’s fundamental capabilities in
tahun terakhir, Pada tahun 2025, Perseroan menegaskan recent years, in 2025 the Company reaffirmed its commitment
komitmennya untuk melanjutkan transformasi melalui kerangka to continuing its transformation through the “Committed to
strategi “Committed to Transform.” Strategi ini menekankan Transform” strategic framework. This strategy emphasizes the
penguatan fundamental operasional, restrukturisasi keuangan strengthening of operational fundamentals, sustainable financial
yang berkelanjutan, peningkatan kapabilitas organisasi, serta restructuring, enhancement of organizational capabilities,
penguatan peran Perseroan dalam mendukung pengembangan and the reinforcement of the Company’s role in supporting the
ekosistem industri baja nasional. development of the national steel industry ecosystem.
Melalui kerangka strategi tersebut, Perseroan berupaya Through this strategic framework, the Company aims to
memperkuat posisinya sebagai produsen baja nasional yang strengthen its position as a reliable and competitive national
andal dan kompetitif, sekaligus sebagai bagian penting dalam steel producer, while also contributing to the development of
pembangunan industri strategis Indonesia. Implementasi Indonesia’s strategic industries. The implementation of this
strategi transformasi ini juga diarahkan untuk meningkatkan transformation strategy is also directed toward improving
efisiensi operasional, memperluas pasar, memperkuat sinergi operational efficiency, expanding market reach, strengthening
industri, serta menciptakan fondasi pertumbuhan jangka panjang industrial synergies, and establishing a more sustainable
yang lebih berkelanjutan. foundation for long-term growth.
Strategi Committed to Transform Committed to Transform Strategy
Strategi “Committed to Transform” mencerminkan komitmen The “Committed to Transform” strategy reflects the Company’s
Perseroan untuk melakukan pembenahan fundamental secara commitment to undertaking comprehensive fundamental
menyeluruh, mencakup aspek operasional, organisasi, keuangan, improvements across operational, organizational, and financial
serta penguatan kontribusi terhadap pembangunan industri aspects, while strengthening its contribution to national
nasional. Transformasi tersebut diarahkan untuk memperkuat industrial development. This transformation is intended to
fondasi bisnis Perseroan sehingga mampu menciptakan nilai reinforce the Company’s business foundation in order to create
tambah jangka panjang bagi pemangku kepentingan sekaligus long-term value for stakeholders and strengthen the Company’s
memperkuat peran Perseroan sebagai bagian penting dalam role within Indonesia’s steel industry ecosystem.
ekosistem industri baja nasional.
Dalam implementasinya, strategi transformasi Perseroan pada In its implementation, the Company’s transformation strategy in
tahun 2025 difokuskan pada beberapa pilar utama sebagai 2025 focuses on several key pillars as follows:
berikut:
1. Business Turnaround 1. Business Turnaround
Perseroan menjalankan strategi pemulihan kinerja The Company implements operational recovery strategies
operasional melalui optimalisasi fasilitas produksi serta through the optimization of production facilities and
peningkatan efisiensi operasional. Langkah ini mencakup improvements in operational efficiency. These initiatives
upaya peningkatan utilisasi pabrik, penguatan pengelolaan include increasing plant utilization, strengthening supply
rantai pasok, serta pengembangan portofolio produk baja chain management, and developing higher value-added
yang memiliki nilai tambah lebih tinggi untuk memperkuat steel product portfolios in order to enhance operational
daya saing operasional sekaligus memperluas peluang pasar competitiveness while expanding market opportunities both
di dalam maupun luar negeri. domestically and internationally.
2. Organizational Empowerment 2. Organizational Empowerment
Perseroan melakukan penguatan kapabilitas organisasi The Company continues to strengthen organizational
guna memastikan kesiapan sumber daya manusia dalam capabilities to ensure that human capital is well prepared
mendukung agenda transformasi perusahaan. Penguatan to support the transformation agenda. This initiative
ini dilakukan mencakup optimalisasi struktur organisasi, includes optimizing the organizational structure, enhancing
peningkatan kompetensi SDM, serta penguatan budaya kerja workforce competencies, and reinforcing a corporate culture
yang adaptif, kolaboratif, dan berorientasi pada kinerja. that is adaptive, collaborative, and performance oriented.
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3. Corporate Restructuring 3. Corporate Restructuring
Sebagai bagian dari upaya penyehatan keuangan, Perseroan As part of its financial recovery efforts, the Company
terus melanjutkan program restrukturisasi korporasi yang continues to implement corporate restructuring programs
mencakup penguatan struktur permodalan, peningkatan aimed at strengthening capital structure, improving liquidity,
likuiditas, serta optimalisasi portofolio bisnis. Langkah ini and optimizing the business portfolio. These initiatives are
bertujuan menciptakan struktur keuangan yang lebih sehat intended to create a healthier and more sustainable financial
dan berkelanjutan sehingga Perseroan memiliki ruang yang structure, enabling the Company to support future business
lebih luas untuk mendukung pertumbuhan usaha ke depan. growth.
4. Dukungan terhadap Pembangunan Nasional 4. Support for National Development
Sejalan dengan peran industri baja sebagai industri In line with the strategic role of the steel industry, the Company
strategis, Perseroan berkomitmen untuk mendukung agenda remains committed to supporting national development
pembangunan nasional melalui penyediaan produk baja yang through the provision of high-quality steel products and
berkualitas serta penguatan ekosistem industri nasional. the strengthening of the national industrial ecosystem.
Perseroan juga terus memperkuat sinergi dengan berbagai The Company also continues to enhance collaboration with
pemangku kepentingan guna mendukung pengembangan various stakeholders in supporting the development of
sektor industri, infrastruktur, serta berbagai program industrial sectors, infrastructure, and national development
pembangunan nasional. programs.
5. Keberlanjutan dan Tanggung Jawab Sosial 5. Sustainability and Social Responsibility
Perseroan menempatkan aspek keberlanjutan sebagai bagian The Company places sustainability as an integral part of its
penting dalam strategi transformasi perusahaan. Melalui transformation strategy. Through various environmental
berbagai program tanggung jawab sosial dan lingkungan, and social responsibility programs, the Company seeks to
Perseroan berupaya memastikan bahwa pertumbuhan usaha ensure that business growth aligns with efforts to improve
berjalan selaras dengan upaya peningkatan kesejahteraan community welfare and preserve the environment in areas
masyarakat serta pelestarian lingkungan di sekitar wilayah surrounding its operational activities.
operasional.
INISIATIF STRATEGIS TAHUN 2025 STRATEGIC INITIATIVES IN 2025
Sebagai implementasi dari strategi transformasi yang telah As part of the implementation of its transformation strategy,
ditetapkan, sepanjang tahun 2025, Perseroan menjalankan throughout 2025 the Company carried out a number of strategic
berbagai inisiatif strategis yang difokuskan pada penguatan initiatives focused on strengthening operational fundamentals,
fundamental operasional, peningkatan daya saing produk, serta enhancing product competitiveness, and reinforcing synergies
penguatan sinergi dalam ekosistem industri baja nasional. within the national steel industry ecosystem. These initiatives
Inisiatif tersebut juga diarahkan untuk memperkuat ketahanan were also designed to strengthen the Company’s business
bisnis Perseroan di tengah dinamika industri baja global yang resilience amid increasingly competitive global steel industry
semakin kompetitif. dynamics.
Langkah-langkah strategis tersebut antara lain adalah: The key strategic initiatives undertaken include the following:
1. Optimalisasi Kapasitas Produksi dan Operasional Pabrik 1. Optimization of Production Capacity and Plant Operations
Perseroan terus mendorong peningkatan utilisasi fasilitas The Company continued to drive higher utilization of its
produksi guna memperkuat kinerja operasional dan production facilities in order to strengthen operational
memastikan ketersediaan pasokan baja bagi pasar domestik. performance and ensure the availability of steel supply for
Upaya ini dilakukan melalui optimalisasi pengoperasian the domestic market. These efforts were carried out through
fasilitas produksi utama, termasuk peningkatan efisiensi the optimization of key production facilities, improvements
operasional serta penguatan koordinasi dalam pengelolaan in operational efficiency, and strengthened coordination in
rantai pasok bahan baku dan distribusi produk. Optimalisasi the management of raw material supply chains and product
operasional ini menjadi bagian penting dalam upaya distribution. Operational optimization remains a critical
Perseroan untuk meningkatkan produktivitas, menjaga component of the Company’s efforts to improve productivity,
konsistensi kualitas produk, serta memperkuat posisi maintain product quality consistency, and reinforce its
Perseroan sebagai pemasok baja nasional yang andal. position as a reliable national steel supplier.
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2. Penguatan Pasar Ekspor dan Diversifikasi Pasar 2. Strengthening Export Markets and Market Diversification
Selain memperkuat pasar domestik, Perseroan juga In addition to reinforcing its domestic market presence,
terus memperluas jangkauan pasar internasional melalui the Company also continued to expand its international
peningkatan aktivitas ekspor produk baja. Upaya ini market reach through increased steel export activities. This
dilakukan dengan memanfaatkan peluang pasar di berbagai initiative was carried out by leveraging market opportunities
kawasan serta meningkatkan daya saing produk Perseroan in various regions while enhancing the competitiveness
melalui pemenuhan standar kualitas internasional. Langkah of the Company’s products through compliance with
diversifikasi pasar ini diharapkan dapat meningkatkan international quality standards. Market diversification is
resilien bisnis Perseroan terhadap fluktuasi permintaan di expected to improve the Company’s business resilience
pasar domestik sekaligus membuka peluang pertumbuhan against fluctuations in domestic demand while opening new
baru di pasar global. growth opportunities in global markets.
3. Penguatan Sinergi Industri dan Kemitraan Strategis 3. Strengthening Industrial Synergies and Strategic
Partnerships
Perseroan terus memperkuat kolaborasi dengan berbagai The Company continued to strengthen collaboration with
pemangku kepentingan dalam rangka membangun various stakeholders in order to build a stronger and more
ekosistem industri baja yang lebih kuat dan terintegrasi. integrated steel industry ecosystem. These efforts include
Sinergi ini mencakup kerja sama dengan pelaku industri, partnerships with industry players, government institutions,
lembaga pemerintah, serta berbagai mitra strategis lainnya and other strategic partners aimed at reinforcing the national
untuk memperkuat rantai pasok industri baja nasional. steel supply chain. Through these strategic collaborations,
Melalui penguatan kemitraan strategis tersebut, Perseroan the Company seeks to create greater value across the
berupaya menciptakan nilai tambah yang lebih besar dalam industrial value chain while supporting the development of a
rantai nilai industri sekaligus mendukung pengembangan more independent and competitive national industry.
industri nasional yang lebih mandiri dan berdaya saing.
4. Penguatan Integrasi Rantai Pasok dan Digitalisasi 4. Strengthening Supply Chain Integration and Operational
Operasional Digitalization
Sejalan dengan upaya meningkatkan efisiensi operasional, In line with efforts to enhance operational efficiency, the
Perseroan juga terus mendorong penguatan integrasi rantai Company continued to strengthen supply chain integration
pasok melalui penerapan sistem digital dan peningkatan through the implementation of digital systems and improved
koordinasi antarunit bisnis. Digitalisasi proses operasional coordination across business units. The digitalization of
diharapkan dapat meningkatkan transparansi, mempercepat operational processes is expected to increase transparency,
pengambilan keputusan, serta meningkatkan efisiensi dalam accelerate decision-making, and improve efficiency in
pengelolaan logistik dan distribusi produk. logistics management and product distribution.
5. Dukungan terhadap Pengembangan Industri Baja Nasional 5. Supporting the Development of the National Steel Industry
Perseroan juga berperan aktif dalam berbagai inisiatif The Company also plays an active role in initiatives aimed
yang bertujuan memperkuat industri baja nasional sebagai at strengthening the national steel industry as one of
salah satu sektor strategis dalam pembangunan ekonomi the strategic sectors supporting Indonesia’s economic
Indonesia. Melalui berbagai forum industri dan kolaborasi development. Through various industry forums and
dengan pemangku kepentingan, Perseroan terus mendorong collaborations with stakeholders, the Company continues
penguatan kebijakan industri yang dapat menciptakan to advocate for industrial policies that promote a healthy
iklim usaha yang sehat, meningkatkan daya saing industri business environment, enhance the competitiveness of the
baja domestik, serta memperkuat ketahanan rantai pasok domestic steel industry, and strengthen the resilience of the
nasional. national supply chain.
Berbagai inisiatif strategis tersebut menjadi bagian dari These strategic initiatives form part of the Company’s broader
upaya Perseroan untuk memperkuat kinerja operasional dan efforts to strengthen operational performance and enhance
meningkatkan daya saing usaha secara berkelanjutan. Hasil business competitiveness in a sustainable manner. The results of
dari implementasi strategi tersebut tercermin dalam berbagai these initiatives are reflected in various operational performance
indikator kinerja operasional Perseroan yang menunjukkan upaya indicators that demonstrate improvements in the Company’s
perbaikan fundamental dan peningkatan efisiensi operasional. fundamentals and operational efficiency.
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TINJAUAN OPERASI PER SEGMEN USAHA OPERATIONAL REVIEW BY BUSINESS SEGMENT
SEGMEN PRODUK BAJA STEEL PRODUCTS SEGMENT
Perseroan menjalankan kegiatan usaha utama di bidang produksi The Company’s core business activities include the production
dan penjualan baja, meliputi Hot Rolled Coil (HRC), Cold Rolled and sale of steel products, such as Hot Rolled Coil (HRC), Cold
Coil (CRC), batang kawat, pipa baja, baja profil dan tulangan, serta Rolled Coil (CRC), wire rods, steel pipes, steel sections, and
jasa terkait seperti coating dan tolling. reinforcing bars, as well as related services including coating and
tolling.
Volume Produksi 2025 Production Volume in 2025
Sepanjang tahun 2025, Perseroan mencatatkan total volume Throughout 2025, the Company recorded total finished steel
produksi baja jadi sebesar 963.118 ton, meningkat signifikan production of 963,118 tons, a significant increase compared to
dibandingkan 569.096 ton pada tahun 2024. 569,096 tons in 2024.
Pendapatan Usaha Revenue
Perseroan mencatatkan nilai penjualan baja sebesar USD905,33 The Company recorded steel sales revenue USD905,33 million, an
juta, meningkat 5,17% dibandingkan USD860,85 juta pada tahun increase of 5.17% compared to USD 860.85 million in 2024. This
2024. Peningkatan tersebut turutama karena meningkatnya increase was primarily due to higher steel sales volumes.
volume penjualan baja.
(dalam ribuan USD | In thousands of USD)
Pertumbuhan
Pendapatan Usaha
2025 2024 Growth
Revenue
(%)
Penjualan Domestik | Domestic Sales 856.965 860.748 (0,44)
Penjualan Ekspor | Export Sales 48.362 97 49.757,94
Jumlah Penjualan Baja | Total Steel Sales 905.327 860.845 5,17
SEGMEN SARANA INFRASTRUKTUR INFRASTRUCTURE SEGMENT
Perseroan melalui PT KSI menjalankan kegiatan usaha di bidang The Company, through PT Krakatau Sarana Infrastruktur (PT
penyediaan lahan industri serta pengembangan dan pengelolaan KSI), operates in the provision of industrial land as well as the
kawasan industri. Dalam menjalankan operasionalnya, PT KSI development and management of industrial estates. In carrying
didukung oleh berbagai lini bisnis penunjang kawasan industri out its operations, PT KSI is supported by various industrial
yang dikelola oleh anak perusahaan, antara lain jasa perhotelan estate support businesses managed by its subsidiaries, including
dan real estat, jasa pengelolaan kawasan dan pergudangan, hospitality and real estate services, estate and warehouse
jasa pengelolaan pelabuhan yang mencakup penyediaan dan management services, port management services covering the
pelayanan jasa dermaga, jasa pengurusan transportasi serta jasa provision and operation of jetty facilities, freight forwarding
angkutan, jasa kelistrikan, serta jasa penyediaan dan pengelolaan and transportation services, power supply services, as well as
air industri. Selain itu, operasional PT KSI juga didukung oleh industrial water supply and management services. In addition,
anak perusahaan yang bergerak di bidang perdagangan besar PT KSI’s operations are also supported by subsidiaries engaged
serta penyediaan layanan teknologi informasi. in wholesale trading and information technology services.
Melalui berbagai entitas usaha tersebut, PT KSI menjalankan Through these business entities, PT KSI carries out integrated
aktivitas bisnis yang terkait dengan pengelolaan kawasan industrial estate management activities. These activities include
industri secara terpadu. Aktivitas tersebut meliputi pengelolaan warehouse management, provision of supporting facilities
pergudangan, penyediaan fasilitas dan sarana penunjang and infrastructure within the industrial estate, maintenance
kawasan, pemeliharaan dan peningkatan sarana serta prasarana and improvement of estate infrastructure, including greening
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kawasan, termasuk upaya penghijauan dan pengembangan initiatives and technological development to support sustainable
teknologi untuk mendukung operasional kawasan industri yang industrial estate operations.
berkelanjutan.
Kapasitas Operasional Operational Capacity
Pada tahun 2025, kapasitas operasional segmen sarana In 2025, the operational capacity of the infrastructure facilities
infrastruktur meliputi fasilitas pergudangan dengan luas total segment included warehouse facilities with a total area of
1.187.152 m2, fasilitas perhotelan dengan tingkat keterisian 1,187,152 m², hotel facilities with an average occupancy rate of
rata-rata 66%, pengelolaan Gedung Krakatau Steel dengan 66%, the management of the Krakatau Steel Building with a total
luas 148.938 m2, serta jasa bongkar muat dengan kapasitas area of 148,938 m², and stevedoring services with a handling
18.972.255 ton. capacity of 18,972,255 tons.
Pertumbuhan
Uraian Unit
2025 2024 Growth
Description Unit
(%)
Pergudangan | Warehousing m2 1.187.152 1.007.276 17,86
Perhotelan | Hospitality Business Keterisian 66% 77% (14,29)
Occupancy
Pengelolaan Krakatau Steel | Management of Krakatau Steel m2 148.938 188.035 (20,79)
Jasa Bongkar Muat | Loading and Unloading Services Ton | Tons 18.972.255 19.515.272 (2,79)
Kinerja 2025 Performance in 2025
Pada tahun 2025, PT KSI mencatatkan peningkatan aktivitas In 2025, PT KSI recorded increased operational activity, driven
operasional seiring meningkatnya aktivitas logistik dan distribusi by higher logistics and distribution activities within the industrial
di kawasan industri serta optimalisasi pemanfaatan fasilitas estate as well as the optimization of port facilities under its
pelabuhan yang dikelola. management.
Sejalan dengan peningkatan aktivitas operasional tersebut, In line with this improvement, the Company recorded
Perseroan mencatatkan pendapatan segmen sarana infrastruktur infrastructure segment revenue of USD254.16 million,
sebesar USD254,16 juta, meningkat 22,04% dibandingkan tahun representing an increase of 22.04% compared to USD208.25
2024 sebesar USD208,25 juta. million in 2024.
Pertumbuhan
Uraian Unit
2025 2024 Growth
Description Unit
(%)
Bongkar/Muat | Loading/Unloading Ton | Tons 18.972.255 19.515.272 3
Pendapatan Usaha | Revenue Ribuan USD 254.162 208.254 22,04
Thousands of USD
SEGMEN REKAYASA DAN KONSTRUKSI ENGINEERING AND CONSTRUCTION SEGMENT
Perseroan melalui PT KE menjalankan kegiatan usaha di bidang The Company, through PT Krakatau Engineering (PT KE),
jasa perekayasaan, pengadaan, dan konstruksi (Engineering, operates in the provision of engineering, procurement, and
Procurement, and Construction/EPC), serta layanan manajemen construction (EPC) services, as well as project management
proyek dan perawatan. Layanan tersebut mencakup berbagai and maintenance services. These services cover various
sektor strategis, antara lain pembangunan, pengembangan, dan strategic sectors, including the construction, development,
pemeliharaan fasilitas industri pada sektor logam, energi, kimia, and maintenance of industrial facilities in the metals, energy,
petrokimia, serta infrastruktur. chemical, petrochemical, and infrastructure sectors.
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Kinerja Tahun 2025 Performance in 2025
Pada tahun 2025, Perseroan mencatatkan pendapatan segmen In 2025, the Company recorded revenue from the engineering
rekayasa dan konstruksi sebesar USD22,03 juta, meningkat and construction segment of USD22.03 million, representing
82,13% dibandingkan tahun 2024 yang sebesar USD12,10 an 82.13% increase compared to USD12.10 million in 2024. The
juta. Peningkatan pendapatan ini terutama didorong oleh growth in revenue was primarily driven by increased engineering
meningkatnya aktivitas proyek rekayasa dan konstruksi yang and construction project activities handled by PT KE during
ditangani oleh PT KE selama tahun berjalan, seiring dengan the year, in line with the Company’s efforts to strengthen the
upaya Perseroan untuk memperkuat kontribusi segmen jasa contribution of its engineering and construction services
teknik dan konstruksi dalam mendukung pengembangan industri segment in supporting industrial development and infrastructure
serta proyek-proyek infrastruktur. projects.
(Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian
2025 2024 Growth
Description
(%)
Pendapatan Usaha | Revenue 22.032 12.097 82,13
PROFITABILITAS SEGMEN OPERASI SEGMENT OPERATING PROFITABILITY
Kinerja usaha Perseroan dikelola melalui tiga segmen operasi The Company’s business performance is managed through three
utama, yaitu Produk Baja, Sarana Infrastruktur, serta Rekayasa main operating segments, namely Steel Products, Infrastructure,
dan Konstruksi. Pada tahun 2025, segmen Produk Baja masih and Engineering and Construction. In 2025, the Steel Products
menjadi kontributor terbesar terhadap total penjualan Perseroan, segment remained the largest contributor to the Company’s
diikuti oleh segmen Sarana Infrastruktur dan Rekayasa dan total revenue, followed by the Infrastructure segment and the
Konstruksi. Engineering and Construction segment.
Secara keseluruhan, masing-masing segmen usaha menunjukkan Overall, each business segment recorded different performance
dinamika kinerja yang berbeda sepanjang tahun 2025. Segmen dynamics throughout 2025. The Infrastructure segment posted
Sarana Infrastruktur mencatatkan pertumbuhan penjualan yang significant sales growth and improved operating profit compared
signifikan serta peningkatan laba operasi dibandingkan tahun to the previous year, reflecting increased activity in infrastructure
sebelumnya, mencerminkan meningkatnya aktivitas layanan services and industrial estate logistics. Meanwhile, the Steel
infrastruktur dan logistik kawasan industri. Sementara itu, Products segment continued to face operational pressures amid
segmen Produk Baja masih menghadapi tekanan operasional the dynamics of the global steel industry, which affected its
seiring dengan dinamika industri baja global yang berdampak profitability performance.
pada kinerja profitabilitas.
Di sisi lain, segmen Rekayasa dan Konstruksi menunjukkan On the other hand, the Engineering and Construction segment
peningkatan nilai penjualan dibandingkan tahun sebelumnya, recorded higher sales value compared to the previous year but
namun masih mencatatkan rugi operasi pada tahun 2025 sejalan still reported an operating loss in 2025, reflecting the dynamics
dengan dinamika pelaksanaan proyek dan struktur biaya pada of project execution and the cost structure associated with this
segmen tersebut. segment.
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Perkembangan kinerja pada masing-masing segmen usaha The performance of each of the Company’s business segments is
Perseroan disajikan pada tabel berikut. presented in the following table.
Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian
2025 2024 Growth
Description
(%)
Penjualan | Sales
Produk Baja | Steel Products 905.327 860.845 5,17
Sarana Infrastruktur | Infrastructure 254.162 208.254 22,04
Rekayasa & Konstruksi | Engineering & Construction 22.032 12.097 82,13
Laba (Rugi) Bruto | Gross Profit (Loss)
Produk Baja | Steel Products (5.758) 47.481 (12,13)
Sarana Infrastruktur | Infrastructure 79.504 66.483 19,59
Rekayasa & Konstruksi | Engineering & Construction 2.769 2.164 27,96
Laba (Rugi) Operasi | Operating Profit (Loss)
Produk Baja | Steel Products (102.457) (40.785) (251,21)
Sarana Infrastruktur | Infrastructure 61.014 67.541 9,66
Rekayasa & Konstruksi | Engineering & Construction 1.044 (6.560) (115,91)
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TINJAUAN KINERJA KEUANGAN
Financial Performance Review
“Tahun 2025 menjadi momentum penting pemulihan kinerja keuangan Perseroan setelah melalui proses
restrukturisasi yang komprehensif dalam beberapa tahun terakhir. Perseroan berhasil membukukan laba
bersih sebesar USD339,64 juta, berbalik dari rugi pada tahun sebelumnya, sekaligus mendorong peningkatan
signifikan pada rasio profitabilitas. Perbaikan kinerja diikuti oleh penguatan likuiditas dan struktur permodalan.
Rasio lancar meningkat menjadi 0,73x, sementara rasio utang terhadap ekuitas (DER) menurun signifikan
menjadi 2,81x dari 5,65x pada tahun 2024. Perkembangan ini mencerminkan kemajuan nyata dalam memperkuat
fundamental keuangan Perseroan serta efektivitas langkah-langkah restrukturisasi yang dijalankan.
Dengan fondasi keuangan yang semakin solid, Perseroan terus memperkuat disiplin pengelolaan keuangan,
meningkatkan efisiensi operasional, serta menjaga struktur permodalan yang sehat guna mendukung
keberlanjutan kinerja di tengah dinamika industri baja global.”
“2025 marked an important milestone in the Company’s financial recovery following the comprehensive
restructuring process undertaken in recent years. The Company recorded a net profit of USD339.64 million,
reversing the loss recorded in the previous year and significantly improving its profitability ratios. This
performance improvement was accompanied by stronger liquidity and capital structure. The current ratio
increased to 0.73x, while the Debt to Equity Ratio (DER) declined significantly to 2.81x from 5.65x in 2024.
These developments reflect meaningful progress in strengthening the Company’s financial fundamentals and
demonstrate the effectiveness of the restructuring measures implemented.
With a stronger financial foundation, the Company continues to reinforce disciplined financial management,
enhance operational efficiency, and maintain a healthy capital structure to support sustainable performance
amid the dynamics of the global steel industry.”
Pembahasan keuangan berikut ini harus dibaca bersama-sama The following financial discussion should be read in conjunction
dengan data keuangan dan operasional tertentu serta laporan with the selected financial and operational data as well as the
keuangan konsolidasian dan catatan atas laporan keuangannya consolidated financial statements and the related notes thereto
yang terdapat di dalam laporan tahunan ini. Pembahasan ini included in this Annual Report. This discussion is based on
berdasarkan Laporan Keuangan Konsolidasian PT Krakatau Steel the Consolidated Financial Statements of PT Krakatau Steel
(Persero) Tbk dan Entitas Anak untuk tahun yang berakhir pada (Persero) Tbk and its Subsidiaries for the years ended December
tanggal 31 Desember 2025 dan 2024, yang telah diaudit oleh 31, 2025, and 2024, which have been audited by Amir Abadi Jusuf,
Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan Aryanto, Mawar & Rekan (RSM Indonesia). The independent
(RSM Indonesia) dengan opini laporan keuangan konsolidasian auditor has expressed an opinion that the consolidated financial
tersebut menyajikan secara wajar, dalam semua hal yang statements present fairly, in all material respects.
material.
Mata uang penyajian dari laporan keuangan konsolidasian The reporting currency of the Company’s consolidated financial
Perseroan adalah dolar Amerika Serikat (”USD”), yang juga statements is U.S. dollar (“USD”), which also serves as the
merupakan mata uang fungsional Perseroan dan entitas anak. functional currency of the Company and its subsidiaries.
Sistem penulisan angka pada semua tabel menggunakan Numbers are written in Bahasa Indonesia across all tables.
penulisan angka dalam sistem Bahasa Indonesia.
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Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial Position
(Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian 2025 2024 % Description
Growth
Aset Lancar 585.870 641.541 (55.671) (8,68) Current Assets
Aset Tidak Lancar 2.179.943 2.253.075 (73.132) (3,25) Non-current Assets
Jumlah Aset 2.765.813 2.894.616 (128.803) (4,45) Total Assets
Liabilitas Jangka Pendek 800.529 2.214.770 (1.414.241) (63,85) Current Liabilities
Liabilitas Jangka Panjang 1.239.775 244.663 995.112 406,73 Non-current Liabilities
Jumlah Liabilitas 2.040.304 2.459.433 (419.129) (17,04) Total Liabilities
Ekuitas, Neto 725.509 435.183 290.326 66,71 Equity, Net
Jumlah Liabilitas dan Ekuitas 2.765.813 2.894.616 (128.803) (4,45) Total Liabilities and Equity
ASET ASSETS
Per 31 Desember 2025, jumlah aset Perseroan sebesar As of December 31, 2025, the Company’s total assets amounted to
USD2.765,81 juta, turun 4,45% dibandingkan USD2.894,62 juta USD2,765.81 million, a 4.45% decrease compared to USD2,894.62
pada periode yang sama tahun 2024. Penurunan jumlah aset million as of December 31, 2024. The decline in total assets was
terutama karena penurunan aset lancar sebesar 8,68% dan aset primarily attributable to a 8.68% decrease in current assets and
tidak lancar sebesar 3,25%. a decline of 3.25% in non-current assets.
Aset Lancar Current Assets
Aset lancar sebesar USD585,87 juta, turun 8,68% dari USD641,54 Current assets totaled USD585.87 million, down 8.68% from
juta. Penurunan aset lancar terutama disebabkan oleh penurunan USD641.54 million. The decrease in current assets was mainly
kas dan dan setara kas serta Deposito Berjangka yang dibatasi due to lower cash and cash equivalents as well as restricted
penggunaannya untuk pembayaran kewajiban dipercepat time deposits, which were utilized for accelerated settlement
(haircut) atas utang restrukturisasi. Selain itu terdapat penurunan (haircut) of restructured debt obligations. In addition, there was
pada bagian piutang lain-lain. a decrease in other receivables.
Aset Tidak Lancar Non-Current Assets
Aset tidak lancar sebesar USD2.179,94 juta, turun 3,25% dari Non-current assets amounted to USD2,179.94 million, a slight
USD2.253,08 juta. Penurunan aset tidak lancar terutama increase of 3.25% from USD2,253.08 million. The decrease in
disebabkan oleh penurunan pajak dibayar di muka (bagian tidak non-current assets was primarily attributable to declines in
lancar), aset pajak tangguhan, piutang jangka panjang, dan aset prepaid taxes (non-current portion), deferred tax assets, long-
tidak lancar lain-lain. term receivables, and other non-current assets.
LIABILITAS LIABILITIES
Per 31 Desember 2025, jumlah liabilitas Perseroan sebesar As of December 31, 2025, the Company’s total liabilities stood at
USD2.040,30 juta, turun 17,04% dibandingkan USD2.459,43 juta USD2,040.30 million, representing a 17.04% decrease compared
pada periode yang sama tahun 2024. Penurunan nilai liabilitas to USD2,459.43 million in the same period of 2024. The decline in
disebabkan adanya pembayaran kewajiban dipercepat (haircut) liabilities was mainly due to accelerated settlement (haircut) of
atas utang restrukturisasi. restructured debt obligations.
Liabilitas Jangka Pendek Current Liabilities
Liabilitas jangka pendek sebesar USD800,53 juta, turun 63,85% Current liabilities amounted to USD800.53 million, a 63.85%
dari USD2.214,77 juta. Penurunan liabilitas jangka pendek decrease from USD2,214.77 million. The decline was primarily
terutama disebabkan oleh penurunan bagian pinjaman jangka attributable to the reduction in the current portion of long-
panjang yang jatuh tempo dalam waktu satu tahun setelah term borrowings following the effectiveness of the 2024 Master
efektifnya MRA 2024 pada tanggal 13 Oktober 2025. Restructuring Agreement (MRA) on October 13, 2025.
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Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas jangka panjang sebesar USD1.239,77 juta, naik 406,73% Non-current liabilities totaled USD1,239.77 million, representing
dari USD244,66 juta. Kenaikan liabilitas jangka panjang terutama a 460.73% increase from USD244.66 million. The increase was
disebabkan oleh adanya reklasifikasi bagian pinjaman jangka mainly due to the reclassification of the current portion of long-
panjang yang jatuh tempo dalam waktu satu tahun ke bagian term borrowings into long-term borrowings.
pinjaman jangka panjang.
EKUITAS EQUITY
Jumlah ekuitas Perseroan pada akhir tahun 2025 sebesar Total equity at the end of 2025 amounted to USD725,51 million,
USD725,51 juta, naik 66,71% dari USD435,18 juta pada periode a 66.71% increase compared to USD435.18 million in the same
yang sama tahun 2024, terutama disebabkan oleh perolehan laba period of 2024. This was primarily due to net income in 2025,
bersih pada 2025 sehingga akumulasi kerugian menurun dari resulting in a decrease in accumulated losses from USD 2,473.29
USD2.473,29 juta pada tahun 2024 menjadi USD2.157,34 juta. million in 2024 to USD 2,157.34 million.
Laporan Laba (Rugi) dan Penghasilan Komprehensif Consolidated Statements of Profit (Loss) and Other
Lain Konsolidasian Comprehensive Income
(Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian 2025 2024 % Description
Growth
Pendapatan Usaha 959.839 954.597 5.242 0,55 Revenue
Beban Pokok Pendapatan (909.094) (847.653) (61.441) 7,25 Cost of Revenue
Laba Bruto 50.745 106.944 (56.199) (52,55) Gross Profit
Beban Penjualan (24.106) (21.583) (2.523) 11,69 Selling Expense
Beban Umum & Administrasi (112.351) (101.627) (10.724) 10,55 General and Administrative
Expenses
Pendapatan Operasi Lainnya, 3.005 42.953 (39.948) (93,00) Other Operating Income, net
bersih
Laba (Rugi) Operasi (82.707) 26.687 (109.394) (409,91) Operating Profit (Loss)
Pendapatan Keuangan 519.923 3.707 516.216 13.925.44 Finance Income
Laba atas Penyelesaian Kewajiban 156.743 - 156.743 100,00 Gain on Accelerated Settlement of
Dipercepat dengan Keringanan Liabilities With Relief in terms of
atas Utang Restrukturisasi Restructured Debts
Bagian Rugi Bersih dari Entitas (9.345) (49.679) 40.334 (81,19) Share in Net Loss of Associates
Asosiasi dan Ventura Bersama and Joint Ventures
Laba Selisih Kurs, Bersih 33.124 33.859 (735) (2,17) Gain on Foreign Exchange, Net
Biaya Keuangan (157.155) (153.654) (3.501) 2,28 Finance Cost
Laba/(Rugi) Sebelum Pajak Final 460.583 (139.080) 599.663 (431,16) Profit/(Loss) Before Final Tax and
dan Beban Pajak Penghasilan Income Tax Expense
Pajak Final (1.640) (1.394) (246) 17,65 Final Tax
LABA/(RUGI) SEBELUM PAJAK 458.943 (140.474) 599.417 (426,71) Profit/(Loss) Before Income Tax
PENGHASILAN
Beban Pajak Penghasilan (119.303) (7.948) (111.355) 1.401,04 Income Tax Expense
Laba (Rugi) Tahun Berjalan 339.640 (148.422) 488.062 (328,83) Profit (Loss) for the Year
Pendapatan Komprehensif lain (44.494) 19.848 (64.342) (324,17) Other Comprehensive Income
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Pertumbuhan
Uraian 2025 2024 % Description
Growth
Total Penghasilan (Kerugian) 295.146 (128.574) 423.720 (329,55) Total Comprehensive Income
Komprehensif Tahun Berjalan (Loss) for the Current Year
Laba/(Rugi) Tahun Berjalan yang Profit/(Loss) for the Period
Dapat Diatribusikan kepada: Attributable to:
Pemilik Entitas Induk 325.459 (154.712) 480.171 (310,36) Owners of the Parent Entity
Kepentingan Non-Pengendali 14.181 6.290 7.891 125,45 Non-Controlling Interest
Jumlah 339.640 (148.422) 488.062 (328,83) Total
Total Penghasilan Komprehensif Lain Tahun Other Comprehensive Income for
Berjalan yang Dapat Diatribusikan kepada: the Current Year Attributable to:
Pemilik Entitas Induk 280.965 (134.864) 415.829 (308,33) Owners of the Parent Entity
Kepentingan Non-Pengendali 14.181 6.290 7.891 125,45 Non-Controlling Interest
Jumlah 295.146 (128.574) 423.720 (329,55) Total
Laba/(Rugi) Per Saham Dasar 0,0176 (0,008) 0,0256 (320,00) Basic Profit/(Loss) per Share
yang Dapat Diatribusikan kepada Attributable to Owners of the
Pemilik Entitas Induk (Dalam Dolar Parent Entity (In Full US Dollar
AS Penuh) amount)
PENDAPATAN USAHA REVENUE
Perseroan membukukan penjualan dan pendapatan usaha The Company recorded sales and operating revenue of
sebesar USD959,84 juta, naik 0,55% dari USD954,60 juta pada USD959.84 million, representing a slight increase of 0.55%
tahun 2024. Perubahan nilai tersebut disebabkan oleh lebih compared to USD954.60 million in 2024. The change in value was
tingginya capaian volume penjualan produk baja dan nilai due to higher sales volumes of steel products and higher sales
penjualan produk non baja. revenue from non-steel products.
BEBAN POKOK PENDAPATAN COST OF REVENUE
Beban pokok pendapatan sebesar USD909,09 juta, naik 7,25% Cost of revenue amounted to USD909.09 million, an increase of
dari USD847,65 juta pada tahun sebelumnya. Kenaikan tersebut 7.25% from USD847.65 million in the previous year. The increase
disebabkan oleh naiknya beban pokok pendapatan untuk jasa was mainly attributable to higher cost of revenue related to other
lainnya. services.
LABA BRUTO GROSS PROFIT
Laba bruto sebesar USD50,75 juta, turun 52,55% dari USD106,94 Gross profit totaled USD50.75 juta million, representing a 52.55%
juta pada tahun 2024. Perubahan nilai tersebut disebabkan oleh decline from USD106.94 million in 2024. This change in value was
kenaikan pendapatan yang lebih kecil dibandingkan dengan due to a smaller increase in revenue compared to the increase in
kenaikan beban pokok pendapatannya. cost of revenue.
BEBAN USAHA OPERATING EXPENSES
Beban usaha sebesar USD136,46 juta, turun 10,75% dari Operating expenses amounted to USD136.46 million, a 10.75%
USD123.21 juta. Perubahan nilai tersebut disebabkan penurunan decrease compared to USD123.21 million in the previous year. The
beban administrasi umum. change in value was due to a decrease in general administrative
expenses.
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LABA/(RUGI) TAHUN BERJALAN PROFIT/(LOSS) FOR THE PERIOD
Perseroan mencatat laba tahun berjalan sebesar USD339,64 The Company recorded profit for the year of USD339.64 million,
juta, berbalik signifikan dari tahun 2024 ketika Perseroan a significant turnaround from a net loss of USD148.42 million
masih membukukan rugi tahun berjalan sebesar USD148.42 in 2024. The improvement in net profit was primarily driven by
juta. Perbaikan laba bersih ini terutama didorong oleh adanya financial income of USD519.92 million, gain on restructuring
pendapatan keuangan sebesar USD519,92 juta dan laba atas debt haircut of USD156.74 million. and foreign exchange gains of
haircut utang restrukturisasi sebesar USD156,74 juta, serta laba USD33.12 million.
selisih kurs sebesar USD33,12 juta.
PENDAPATAN (RUGI) KOMPREHENSIF LAIN DAN OTHER COMPREHENSIVE INCOME (LOSS) AND
TOTAL LABA (RUGI) KOMPREHENSIF TAHUN TOTAL COMPREHENSIVE INCOME (LOSS) FOR
BERJALAN THE YEAR
Perseroan mencatat penghasilan (rugi) komprehensif lain The Company recorded other comprehensive income (loss) of
sebesar negatif USD44,49 juta, berbalik dari posisi penghasilan negative USD44.49 million, reversing from other comprehensive
komprehensif lain sebesar USD19,85 juta pada tahun 2024. income of USD19.85 million in 2024. This change was primarily
Perubahan ini terutama dipengaruhi oleh beberapa komponen influenced by several components of other comprehensive
penghasilan komprehensif lain, antara lain penurunan surplus income, including a decrease in the revaluation surplus of fixed
revaluasi aset tetap, pengukuran kembali liabilitas imbalan assets, remeasurement of post-employment benefit liabilities,
pascakerja, serta selisih kurs dari penjabaran laporan keuangan and foreign exchange differences arising from the translation
entitas anak, entitas asosiasi, dan ventura bersama of the financial statements of subsidiaries, associates, and joint
ventures.
Meskipun demikian, Perseroan tetap mencatat total laba Nevertheless, the Company recorded total comprehensive
komprehensif tahun berjalan sebesar USD295,15 juta, meningkat income for the year of USD295.15 million, a significant
signifikan dibandingkan dengan rugi komprehensif sebesar improvement compared to a total comprehensive loss of
USD128,57 juta pada tahun 2024. Peningkatan ini terutama USD128.57 million in 2024. This increase was mainly driven by the
didorong oleh perbaikan kinerja laba bersih Perseroan substantial improvement in the Company’s net profit, which was
yang mampu mengimbangi dampak negatif dari komponen able to offset the negative impact from other comprehensive
penghasilan komprehensif lain. income components.
Secara keseluruhan, capaian tersebut mencerminkan bahwa Overall, this achievement reflects that despite pressures from
meskipun terdapat tekanan dari faktor non-operasional yang non-operational factors as reflected in other comprehensive
tercermin dalam penghasilan komprehensif lain, Perseroan income, the Company successfully delivered a strong
berhasil membukukan pemulihan kinerja yang kuat pada tahun performance recovery in 2025, as evidenced by the significant
2025, yang tercermin dari peningkatan total laba komprehensif increase in total comprehensive income compared to the
secara signifikan dibandingkan tahun sebelumnya. previous year.
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Laporan Arus Kas Konsolidasian Consolidated Statements of Cash Flow
(Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian 2025 2024 % Description
Growth
Arus Kas dari Aktivitas Operasi Cash Flows from Operating Activities
Penerimaan 1.151.217 1.021.867 129.350 12,66 Receipts
Pengeluaran (1.152.970) (933.720) (219.250) 23,48 Payments
Arus Kas Bersih yang Diperoleh/ (1.753) 88.147 (89.900) (101,99) Net Cash Flows Provided/ (Used) for
(Digunakan) untuk Aktivitas Operasi Operating Activities
Arus Kas dari Aktivitas Investasi Cash Flow from Investing Activities
Penerimaan 19.847 30.790 (10.943) (35,54) Receipts
Pengeluaran (39.960) (96.216) 56.256 (58,47) Payments
Arus Kas Bersih yang Diperoleh/ (20.113) (65.426) 45.313 (69,26) Net Cash Flows Provided/ (Used) for
(Digunakan) untuk Aktivitas Investasi Investing Activities
Arus Kas dari Aktivitas Pendanaan Cash Flows from Financing Activities
Penerimaan 90,825 16,990 73,835 434,58 Receipts
Pengeluaran (103,656) (39.456) (64,200) 162,71 Payments
Arus Kas Bersih yang Diperoleh untuk (12.831) (22.466) 9.635 (42,89) Net Cash Flows Provided
Aktivitas Pendanaan for Financing Activities
Kenaikan (Penurunan) Bersih Kas dan (34.697) 255 (34.952) (13.706,67) Net Increase (Decrease) in Cash and
Setara Kas Cash Equivalents
Efek Perubahan Selisih Kurs pada Kas (3.650) (2.655) (995) 37,48 Effect of Foreign Exchange Rate
dan Setara Kas Changes on Cash and Cash Equivalents
Kas Setara Kas pada Awal Periode 100.304 102.704 (2.400) (2,34) Cash and Cash Equivalents at the
Beginning of the Period
Kas Setara Kas pada Akhir Periode 61.957 100.304 (38.347) (38,23) Cash and Cash Equivalents at the End
of the Period
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Kas dari aktivitas operasi berasal dari penerimaan kas dari Cash generated from operating activities mainly consisted of
pelanggan, penerimaan atas restitusi pajak, serta penerimaan cash receipts from customers, tax restitution receipts, and
pendapatan keuangan, dengan total sebesar USD1.151,22 juta financial income, totaling USD1,151.22 million (2024: USD1,021.87
(2024: USD1.021,87 juta). million).
Kas tersebut digunakan untuk pembayaran kepada pemasok, These funds were used for payments to suppliers, payments
pembayaran kepada karyawan, pembayaran beban operasional to employees, payments for other operating expenses (net),
lainnya (bersih), pembayaran Pajak Penghasilan Badan, serta corporate income tax payments, and banking charges, amounting
pembayaran beban perbankan, dengan total sebesar USD1.152,97 to USD1,152.97 million (2024: USD933.72 million).
juta (2024: USD933,72 juta).
Dengan demikian, pada akhir tahun 2025 Perseroan mencatat As a result, by the end of 2025 the Company recorded net
arus kas bersih yang digunakan untuk aktivitas operasi sebesar cash used in operating activities of negative USD1.75 million.
negatif USD1,75 juta. Sebagai perbandingan, pada tahun 2024 In comparison, in 2024 the Company still recorded net cash
Perseroan masih membukukan arus kas bersih yang diperoleh generated from operating activities of USD88.15 million.
dari aktivitas operasi sebesar USD88,15 juta.
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ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES
Kas dari aktivitas investasi berasal dari pencairan kas dan Cash from investing activities was mainly derived from
deposito berjangka yang dibatasi penggunaannya, penerimaan withdrawals of restricted cash and time deposits, cash dividend
dividen kas, penerimaan pinjaman dari entitas afiliasi, serta receipts, loan receipts from affiliated entities, and proceeds
hasil penjualan dan pelepasan aset tetap, dengan total sebesar from the sale and disposal of fixed assets, totaling USD19.85
USD19,85 juta (2024: USD30,79 juta). million (2024: USD30.79 million).
Kas tersebut digunakan untuk penempatan kas dan deposito These funds were used for placements of restricted cash and time
berjangka yang dibatasi penggunaannya, serta pembelian aset deposits, as well as the purchase of fixed assets and investment
tetap dan properti investasi, dengan total sebesar USD39,96 juta properties, totaling USD39.96 million (2024: USD96.22 million).
(2024: USD96,22 juta).
Dengan demikian, pada akhir tahun 2025 Perseroan mencatat As a result, by the end of 2025 the Company recorded net cash
arus kas bersih yang digunakan untuk aktivitas investasi sebesar used in investing activities of USD20.11 million, lower than
USD20,11 juta, lebih rendah dibandingkan tahun 2024 yang USD65.43 million in 2024.
sebesar USD65,43 juta.
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOWS FROM FINANCING ACTIVITIES
Kas dari aktivitas pendanaan berasal dari penerimaan pinjaman Cash from financing activities mainly consisted of net proceeds
jangka pendek (bersih) sebesar USD78,09 juta (2024: USD218 from short-term borrowings amounting to USD78.09 million
ribu) dan penerimaan pinjaman bank jangka panjang sebesar (2024: USD218 thousand) and proceeds from long-term bank
USD12,73 juta (2024: USD16,77 juta). loans of USD12.73 million (2024: USD16.77 million).
Kas tersebut digunakan untuk pembayaran dividen tunai untuk These funds were used for cash dividend payments to non-
kepentingan nonpengendali di Entitas Anak sebesar USD4,82 controlling interests in subsidiaries amounting to USD4.82
juta (2024: USD6,72 juta), pembayaran beban bunga sebesar million (2024: USD6.72 million), interest payments of USD5.99
USD5,99 juta (2024: USD4,42 juta), pembayaran liabilitas sewa million (2024: USD4.42 million), lease liability payments of
sebesar USD5,49 juta (2024: USD2,66 juta), serta pembayaran USD5.49 million (2024: USD2.66 million), and repayments of long-
pinjaman jangka panjang sebesar USD87,35 juta (2024: USD25,66 term borrowings amounting to USD87.35 million (2024: USD25.66
juta). million).
Dengan demikian, pada akhir tahun 2025 Perseroan mencatat As a result. by the end of 2025 the Company recorded net cash
arus kas bersih yang digunakan untuk aktivitas pendanaan used in financing activities of USD12.83 million, lower than the
sebesar USD12,83 juta, lebih rendah dibandingkan penggunaan net cash used in financing activities of USD22.47 million in 2024.
arus kas untuk aktivitas pendanaan pada tahun 2024 sebesar
USD22,47 juta.
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PROFITABILITAS PROFITABILITY
Kemampuan Perseroan dalam mencetak laba diukur dari besaran The Company’s ability to generate profit is measured through its
rasio profitabilitasnya. Perhitungan rasio tersebut digunakan profitability ratios. These ratios are used to assess a company’s
untuk mengetahui kemampuan sebuah perusahaan dalam capacity to earn profit from its revenue in relation to its assets
memperolah laba (profit) dari pendapatan terhadap nilai, aset, and equity based on specific measurement parameters.
dan ekuitas berdasarkan dasar pengukuran tertentu.
Selisih
2025 2024
Rasio Profitabilitas Deviation Profitability Ratio
(%) (%)
(%)
Laba Bersih terhadap Jumlah Aset 12,00 (4,58) 16,58 Net Profit to Total Assets
Laba Bersih terhadap Ekuitas 46,81 (34,11) 80,92 Net Profit to Equity
Laba Bersih terhadap Pendapatan 35,39 (15,55) 50,93 Net Profit to Revenue
Rasio profitabilitas Perseroan pada tahun 2025 menunjukkan The Company’s profitability ratios in 2025 demonstrate a
pemulihan yang signifikan dibandingkan tahun sebelumnya. significant recovery compared to the previous year. Net Profit
Laba Bersih terhadap Jumlah Aset meningkat menjadi 12,00% to Total Assets increased to 12.00% from negative 4.58%,
dari negatif 4,58%, mencerminkan kembali produktifnya aset reflecting the restored productivity of the Company’s assets in
Perseroan dalam menghasilkan laba. Laba Bersih terhadap generating profit. Net Profit to Equity surged to 46.81%, in line
Ekuitas melonjak menjadi 46,81%, sejalan dengan peningkatan with the substantial increase in net profit. Meanwhile, Net Profit
laba bersih yang substansial. Sementara itu, Laba Bersih terhadap to Revenue reached 35.29%, reversing from a negative margin in
Pendapatan mencapai 35,39%, berbalik dari margin negatif pada 2024. This improvement reflects the success of the Company’s
tahun 2024. Peningkatan ini mencerminkan keberhasilan strategi strategy to strengthen its fundamentals, enhance operational
penguatan fundamental, efisiensi operasional, serta dampak efficiency, and capture the positive impact of the restructuring
positif langkah restrukturisasi yang dilakukan Perseroan. measures undertaken.
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KEMAMPUAN MEMBAYAR UTANG ABILITY TO PAY DEBT
MANAJEMEN RISIKO LIKUIDITAS LIQUIDITY RISK MANAGEMENT
Perseroan secara aktif mengelola risiko likuiditas melalui The Company actively manages liquidity risk by monitoring
pemantauan profil jatuh tempo liabilitas, pemeliharaan saldo the maturity profile of its liabilities, maintaining adequate
kas yang memadai, serta penyediaan sumber pendanaan yang cash balances, and ensuring the availability of flexible funding
fleksibel guna memastikan seluruh kewajiban keuangan dapat sources to meet all financial obligations in a timely manner.
dipenuhi secara tepat waktu. Pendekatan ini dilakukan secara This approach is implemented in an integrated manner with
terintegrasi dengan strategi pengelolaan modal kerja dan the Company’s working capital management strategy and the
restrukturisasi keuangan yang telah dijalankan Perseroan. financial restructuring initiatives undertaken by the Company.
Kemampuan Perseroan dalam memenuhi kewajiban jangka The Company’s ability to meet both short-term and long-term
pendek maupun jangka panjang tercermin dalam kinerja rasio obligations is reflected in the performance of its liquidity and
likuiditas dan rasio solvabilitas selama tahun berjalan. solvency ratios during the year.
RASIO LIKUIDITAS: KEMAMPUAN MEMBAYAR UTANG LIQUIDITY RATIOS: ABILITY TO MEET SHORT-TERM
JANGKA PENDEK OBLIGATIONS
Rasio likuiditas digunakan untuk mengukur kemampuan Liquidity ratios are used to measure the Company’s ability to
Perseroan dalam memenuhi kewajiban jangka pendeknya meet its short-term obligations using available current assets.
menggunakan aset lancar yang tersedia. Indikator yang The indicators used include the current ratio, quick ratio, and
digunakan meliputi rasio lancar, rasio cepat, dan rasio kas. cash ratio.
2025 2024
Rasio Likuiditas Liquidity Ratio
(x) (x)
Rasio Lancar 0,73 0,29 Current Ratio
Rasio Cepat 0,47 0,18 Quick Ratio
Rasio Kas 0,08 0,05 Cash Ratio
Rasio Lancar Current Ratio
Rasio lancar Perseroan meningkat signifikan menjadi 0,73x pada The Company’s current ratio improved significantly to 0.73x in
tahun 2025 dibandingkan 0,29x pada tahun 2024. Artinya, pada 2025 compared to 0.29x in 2024. This indicates that in 2025,
tahun 2025 setiap USD1 kewajiban jangka pendek telah didukung every USD1 of short-term liabilities was supported by USD0.73 of
oleh USD0,73 aset lancar. current assets.
Perbaikan ini menunjukkan adanya pemulihan posisi likuiditas This improvement reflects a recovery in the Company’s liquidity
Perseroan dibandingkan tahun sebelumnya yang berada dalam position compared to the previous year, which was under
tekanan cukup tinggi. Peningkatan rasio lancar terutama considerable liquidity pressure. The increase was primarily
didorong oleh penurunan signifikan liabilitas jangka pendek driven by a significant reduction in current liabilities as a result of
sebagai dampak dari implementasi restrukturisasi keuangan, financial restructuring, including the reclassification of certain
termasuk reklasifikasi sebagian utang menjadi liabilitas jangka debts into long-term liabilities.
panjang.
Meskipun demikian, rasio lancar yang masih berada di bawah However, as the ratio remains below 1.0x, the Company’s liquidity
1,0x menunjukkan bahwa likuiditas Perseroan masih dalam position is still in a recovery phase and requires disciplined
tahap pemulihan dan memerlukan pengelolaan modal kerja yang working capital management to maintain stability going forward.
disiplin untuk menjaga stabilitas ke depan.
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Rasio Cepat Quick Ratio
Rasio cepat meningkat menjadi 0,47x pada tahun 2025 The quick ratio increased to 0.47x in 2025 from 0.18x in 2024.
dibandingkan 0,18x pada tahun 2024. Rasio ini mencerminkan This ratio measures the Company’s ability to meet its short-
kemampuan Perseroan dalam memenuhi kewajiban jangka term obligations using its most liquid assets, namely cash, cash
pendek menggunakan aset yang paling likuid, yaitu kas, setara equivalents, and receivables, excluding inventories.
kas, dan piutang, tanpa memperhitungkan persediaan.
Peningkatan rasio cepat ini didukung oleh membaiknya kualitas The improvement was supported by better quality of current
aset lancar serta penurunan kewajiban jangka pendek, sejalan assets and a reduction in short-term liabilities, in line with the
dengan implementasi program restrukturisasi dan penguatan implementation of restructuring initiatives and strengthened
likuiditas Perseroan. Selain itu, dukungan pendanaan melalui liquidity management. In addition, funding support through the
fasilitas Pinjaman Pemegang Saham (Shareholder Loan) juga Shareholder Loan facility also contributed to enhancing the
turut memperkuat fleksibilitas keuangan Perseroan selama Company’s financial flexibility during the reporting period.
periode pelaporan.
Namun demikian, karena rasio cepat masih berada di bawah 1,0x, Nevertheless, as the ratio remains below 1.0x, the Company
Perseroan tetap perlu menjaga efektivitas pengelolaan piutang continues to focus on effective receivables and cash
dan kas untuk memitigasi potensi tekanan likuiditas jangka management to mitigate short-term liquidity pressures.
pendek.
Rasio Kas Cash Ratio
Rasio kas meningkat menjadi 0,08x pada tahun 2025 dibandingkan The cash ratio increased to 0.08x in 2025 compared to 0.05x
0,05x pada tahun 2024. Peningkatan ini mencerminkan adanya in 2024. This improvement reflects a strengthening of the
perbaikan posisi kas dan setara kas Perseroan, meskipun masih Company’s cash and cash equivalent position, although it
berada pada level yang relatif rendah. remains at a relatively low level.
Perbaikan rasio kas ini sejalan dengan upaya Perseroan dalam The increase is in line with the Company’s efforts to enhance
memperkuat likuiditas melalui pengelolaan kas yang lebih disiplin liquidity through disciplined cash management and funding
serta dukungan pendanaan, termasuk melalui fasilitas Pinjaman support, including the realization of the Shareholder Loan facility
Pemegang Saham (Shareholder Loan) yang mulai direalisasikan during the reporting period.
pada periode pelaporan.
Rasio kas yang masih terbatas merupakan kondisi yang relatif A relatively low cash ratio is common in capital-intensive
umum bagi perusahaan di industri padat modal, khususnya industries, particularly for companies that actively manage
yang mengelola modal kerja secara aktif dan memiliki akses working capital and have access to short-term financing facilities.
terhadap fasilitas pendanaan jangka pendek. Oleh karena itu, Accordingly, the Company continues to rely on a combination
Perseroan tetap mengandalkan kombinasi pengelolaan kas, of cash management, operating cash flow optimization, and
optimalisasi arus kas operasional, serta dukungan pendanaan funding support to ensure the timely settlement of its short-term
untuk memastikan pemenuhan kewajiban jangka pendek secara obligations.
tepat waktu.
RASIO SOLVABILITAS: KEMAMPUAN MEMENUHI SOLVENCY RATIOS: ABILITY TO MEET SHORT-TERM
KEWAJIBAN JANGKA PENDEK DAN JANGKA PANJANG AND LONG-TERM OBLIGATIONS
Kemampuan Perseroan dalam memenuhi seluruh kewajiban The Company’s ability to meet all of its financial obligations, both
keuangannya, baik jangka pendek maupun jangka panjang, short-term and long-term, is reflected in its solvency ratios.
tercermin dalam rasio solvabilitas. Rasio ini menggambarkan These ratios illustrate the Company’s capital structure and its
struktur permodalan serta tingkat ketergantungan Perseroan level of dependence on debt financing.
terhadap pendanaan berbasis utang.
Indikator utama yang digunakan dalam pengukuran solvabilitas The primary indicators used to measure solvency include the
meliputi Rasio Liabilitas terhadap Ekuitas (Debt to Equity Ratio/ Debt to Equity Ratio (DER) and the Debt to Asset Ratio (DAR).
DER) dan Rasio Liabilitas terhadap Aset (Debt to Asset Ratio/DAR).
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2025 2024
Rasio Solvabilitas Solvency Ratio
(x) (x)
Rasio Liabilitas terhadap Ekuitas (DER) 2,81 5,65 Debt to Equity RAtio (DER)
Rasio Liabilitas terhadap Aset (DAR) 0,74 0,85 Liabilities to Assets Ratio (DAR)
Rasio Liabilitas terhadap Ekuitas (DER) Debt to Equity Ratio (DER)
DER menurun signifikan menjadi 2,81x pada tahun 2025 DER decreased significantly to 2.81x in 2025 from 5.65x in 2024.
dibandingkan 5,65x pada tahun 2024. Penurunan ini menunjukkan This decline reflects a substantial improvement in the Company’s
adanya perbaikan yang sangat material pada struktur permodalan capital structure. In 2024, the Company’s leverage level was
Perseroan. Pada tahun 2024, tingkat leverage Perseroan berada considerably high, indicating financial pressure and a strong
pada level yang sangat tinggi, mencerminkan tekanan keuangan reliance on debt financing relative to equity.
serta dominasi pendanaan berbasis utang terhadap ekuitas.
Perbaikan DER pada tahun 2025 terutama didorong oleh The improvement in DER in 2025 was primarily driven by the
penguatan ekuitas sebagai hasil dari peningkatan kinerja strengthening of the Company’s equity as a result of improved
keuangan Perseroan. Perseroan membukukan laba non- financial performance. The Company recorded significant
operasional yang signifikan, antara lain dari keuntungan atas non-operating income, including a gain on early settlement of
penyelesaian kewajiban dipercepat dengan diskon (haircut) liabilities with a haircut of USD156.7 million, as well as finance
sebesar USD156,7 juta, serta pendapatan keuangan terkait income related to restructuring of USD519.9 million, both of
restrukturisasi lanjutan sebesar USD519,9 juta, yang turut which contributed to a substantial increase in equity.
meningkatkan posisi ekuitas secara substansial.
Meskipun DER sebesar 2,81x masih tergolong relatif tinggi Although the DER of 2.81x remains relatively high compared to
dibandingkan rata-rata industri, penurunan yang signifikan ini industry averages, the significant reduction reflects a positive
mencerminkan arah deleveraging yang positif serta perbaikan deleveraging trend and an improvement in the Company’s
profil risiko keuangan Perseroan. financial risk profile.
Rasio Liabilitas terhadap Aset (DAR) Debt to Asset Ratio (DAR)
DAR menurun menjadi 0,74x pada tahun 2025 dibandingkan DAR decreased to 0.74x in 2025 from 0.85x in 2024. This indicates
0,85x pada tahun 2024. Hal ini menunjukkan bahwa sekitar 74% that approximately 74% of the Company’s assets were financed
aset Perseroan masih dibiayai oleh liabilitas, namun tingkat by liabilities in 2025, reflecting a reduced dependence on debt
ketergantungan terhadap utang telah menurun dibandingkan compared to the previous year.
tahun sebelumnya.
Penurunan DAR ini sejalan dengan penguatan struktur The decline in DAR is in line with the strengthening of the
permodalan Perseroan, yang didorong oleh peningkatan ekuitas Company’s capital structure, supported by improved equity
serta pengelolaan liabilitas melalui program restrukturisasi yang and the continued implementation of financial restructuring
berkelanjutan. initiatives.
Meskipun demikian, level DAR tersebut masih mencerminkan Nevertheless, the DAR level still indicates a leveraged capital
struktur permodalan yang leveraged, namun berada dalam tren structure, albeit with a clear and improving trend.
perbaikan yang signifikan.
Secara keseluruhan, rasio solvabilitas Perseroan pada tahun 2025 Overall, the Company’s solvency ratios in 2025 demonstrate
menunjukkan perbaikan yang substansial dibandingkan tahun a substantial improvement compared to 2024. The reduction
2024. Penurunan DER dan DAR mencerminkan keberhasilan in both DER and DAR reflects the success of the Company’s
langkah restrukturisasi keuangan, peningkatan profitabilitas, financial restructuring efforts, improved profitability, and the
serta penguatan basis ekuitas yang secara kolektif memperbaiki strengthening of its equity base, all of which have contributed to
ketahanan keuangan Perseroan. enhancing the Company’s financial resilience.
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Tingkat Kolektabilitas Piutang Collectability of Receivables
Pada tahun 2025, periode rata-rata pengumpulan piutang In 2025, the Company’s average collection period was recorded
Perseroan tercatat sebesar 50,37 hari, lebih cepat dibandingkan at 50.37 days, faster than 60.76 days in 2024. This reflects an
60,76 hari pada tahun 2024. Hal ini menunjukkan adanya improvement in the effectiveness of receivables management
perbaikan dalam efektivitas pengelolaan piutang dan percepatan and an acceleration in the collection process.
proses penagihan.
Untuk terus meningkatkan efektivitas pengelolaan piutang, To further enhance the effectiveness of receivables
Perseroan melaksanakan berbagai langkah strategis sebagai management, the Company implemented several strategic
berikut: measures as follows:
1. Melakukan penagihan secara aktif dan terstruktur melalui 1. Conducting active and structured collection efforts through
komunikasi intensif kepada pelanggan melalui email, surat, intensive communication with customers via email, letters,
telepon, dan kunjungan langsung. Perseroan juga secara rutin telephone, and direct visits. The Company also regularly
mengirimkan Statement of Account (SOA) yang memuat rincian sends Statements of Account (SOA) detailing outstanding
piutang jatuh tempo dan belum jatuh tempo kepada pelanggan and not-yet-due receivables to customers and banks, while
dan bank, serta meminta konfirmasi jadwal pembayaran. requesting confirmation of payment schedules.
2. Melakukan restrukturisasi piutang bagi pelanggan yang 2. Implementing receivables restructuring for customers
mengalami kendala likuiditas berdasarkan analisis experiencing liquidity constraints based on analysis by the
Departemen Credit & Collection dan persetujuan Direksi, Credit & Collection Department and approval from the Board
dengan tetap memastikan kepatuhan terhadap jadwal of Directors, while ensuring compliance with the agreed
pembayaran yang telah disepakati. payment schedules.
3. Menerapkan kebijakan khusus pengelolaan piutang atas 3. Applying specific receivables management policies for
pelanggan afiliasi guna menjaga agar piutang tidak melewati affiliated customers to ensure that receivables do not exceed
batas jatuh tempo. their due dates.
4. Mengirimkan surat teguran kepada pelanggan atas piutang 4. Issuing reminder letters to customers with overdue
yang telah jatuh tempo sebagai bagian dari prosedur receivables as part of the Company’s phased collection
penagihan bertahap. procedures.
5. Mengalihkan sebagian transaksi pelanggan dengan jaminan 5. Redirecting certain customer transactions without SKBDN
non-SKBDN melalui lembaga pembiayaan (financier) untuk guarantees through financing institutions (financiers) to
mempercepat penerimaan kas. accelerate cash inflows.
6. Melakukan koordinasi intensif dengan pihak internal maupun 6. Maintaining intensive coordination with both internal and
eksternal terkait apabila terdapat kendala dalam proses external parties when collection issues arise, to ensure
penagihan, guna memastikan penyelesaian yang cepat dan timely and effective resolution.
tepat.
Langkah-langkah tersebut berkontribusi terhadap perbaikan These measures contributed to improvements in the Company’s
siklus kas dan penguatan likuiditas Perseroan pada tahun 2025. cash cycle and liquidity position in 2025.
Secara keseluruhan pengelolaan piutang 2025 menunjukkan Overall, receivables management in 2025 showed improvement
perbaikan dibanding tahun 2024 dikarenakan penyelesaian compared to 2024, supported by the settlement of several
beberapa piutang atas proyek besar dan trading, pengalihan receivables related to large projects and trading activities, the
piutang jangka pendek ke jangka Panjang, serta peningkatan reclassification of certain short-term receivables into long-term
monitoring penagihan piutang. receivables, and enhanced monitoring of receivables collection.
Struktur Modal dan Kebijakan Manajemen atas Capital Structure and Management Policy on
Struktur Modal Capital Structure
KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODAL CAPITAL STRUCTURE MANAGEMENT POLICY
Perseroan mengelola struktur permodalan secara hati-hati The Company manages its capital structure prudently to
untuk memastikan keberlanjutan usaha sekaligus menciptakan ensure business sustainability while creating long-term value
nilai jangka panjang bagi pemegang saham dan para pemangku for shareholders and other stakeholders. Capital structure
kepentingan. Pengelolaan struktur permodalan dilakukan management is carried out by maintaining a balanced mix of debt
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dengan menjaga keseimbangan antara penggunaan utang and equity in order to achieve an efficient cost of capital while
dan ekuitas guna memperoleh biaya modal yang efisien serta preserving financial flexibility to support operational activities
mempertahankan fleksibilitas keuangan dalam mendukung and business development.
kegiatan operasional dan pengembangan usaha.
Dalam mengelola struktur permodalan, Perseroan secara berkala In managing its capital structure, the Company regularly monitors
memantau berbagai indikator leverage keuangan, termasuk various financial leverage indicators, including the Debt to
rasio utang terhadap ekuitas (Debt to Equity Ratio/DER), sebagai Equity Ratio (DER), as a basis for evaluating the soundness of its
dasar dalam mengevaluasi kesehatan struktur permodalan serta capital structure and the Company’s ability to meet its financial
kemampuan Perseroan dalam memenuhi kewajiban keuangannya. obligations.
STRUKTUR MODAL CAPITAL STRUCTURE
Pada tahun 2025, struktur permodalan Perseroan terdiri dari In 2025, the Company’s capital structure consisted of 74%
liabilitas sebesar 74% dan ekuitas sebesar 26% dari total liabilities and 26% equity of total capitalization. This composition
permodalan. Komposisi ini menunjukkan perbaikan yang reflects a significant improvement compared to 2024, when
signifikan dibandingkan tahun 2024, di mana liabilitas masih liabilities still dominated at 85%, while equity accounted for 15%.
mendominasi sebesar 85% dan ekuitas sebesar 15%.
Peningkatan porsi ekuitas pada tahun 2025 terutama didorong The increase in the proportion of equity in 2025 was mainly driven
oleh perbaikan kinerja keuangan Perseroan yang menghasilkan by the improvement in the Company’s financial performance,
laba bersih signifikan selama tahun berjalan, sehingga which generated a significant net profit during the year and
memperkuat basis permodalan Perseroan. consequently strengthened the Company’s capital base.
Penurunan proporsi liabilitas sekaligus peningkatan kontribusi The decline in the proportion of liabilities along with the increase
ekuitas tersebut mencerminkan penguatan kualitas struktur in equity contribution reflects an improvement in the quality of
permodalan serta penurunan tingkat leverage Perseroan, sejalan the Company’s capital structure and a reduction in its leverage
dengan implementasi langkah-langkah restrukturisasi keuangan level, in line with the implementation of financial restructuring
dan penguatan fundamental bisnis yang dilakukan dalam initiatives and the strengthening of business fundamentals
beberapa tahun terakhir. undertaken over the past few years.
Komposisi struktur modal Perseroan adalah sebagai berikut: The composition of the Company’s capital structure is as follows:
(Dalam ribuan USD | In thousands of USD)
Uraian 2025 2024 Description
Liabilitas Jangka Pendek 800.529 29% 2.214.770 77% Current Liabilities
Liabilitas Jangka Panjang 1.239.775 45% 244.663 8% Non-current Liabilities
Jumlah Liabilitas 2.040.304 74% 2.459.433 85% Total Liabilities
Ekuitas 725.509 26% 435.183 15% Equity
Jumlah Liabilitas dan Ekuitas 2.765.813 100% 2.894.616 100% Total Liabilities and Equity
Peningkatan kontribusi ekuitas dari 15% pada tahun 2024 The increase in equity contribution from 15% in 2024 to 26% in
menjadi 26% pada tahun 2025 menunjukkan penguatan kualitas 2025 reflects a strengthening of the Company’s capital structure
struktur permodalan Perseroan serta penurunan tingkat leverage and a significant reduction in its leverage level.
secara signifikan.
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DASAR PEMILIHAN KEBIJAKAN PERSEROAN ATAS BASIS FOR THE COMPANY’S CAPITAL STRUCTURE
STRUKTUR MODAL POLICY
Perseroan secara konsisten memantau struktur permodalannya The Company consistently monitors its capital structure using
dengan menggunakan indikator leverage keuangan, antara lain financial leverage indicators, including the Debt to Equity Ratio
rasio utang terhadap ekuitas (DER). Secara kebijakan, Perseroan (DER). As a matter of policy, the Company targets maintaining
menargetkan rasio DER berada pada tingkat yang sehat dengan the DER at a healthy level with an indicative threshold of
batas indikatif sekitar 2,00 kali. approximately 2.00 times.
Pada tahun 2025, rasio DER Perseroan tercatat sebesar 2,81x, In 2025, the Company’s DER was recorded at 2.81x, representing
mengalami penurunan yang sangat signifikan dibandingkan a significant decline compared to 5.65x in 2024. This decrease
5,65x pada tahun 2024. Penurunan ini mencerminkan perbaikan reflects a substantial improvement in the Company’s capital
yang substansial pada struktur permodalan Perseroan, yang structure, supported by increased net profit, a stronger
didukung oleh peningkatan laba bersih, penguatan basis ekuitas, equity base, and the implementation of financial restructuring
serta implementasi langkah-langkah restrukturisasi keuangan measures undertaken by the Company in recent years.
yang dilakukan Perseroan dalam beberapa tahun terakhir.
Ke depan, Perseroan akan terus memperkuat struktur Going forward, the Company will continue to strengthen its
permodalannya melalui pengelolaan liabilitas secara disiplin, capital structure through disciplined liability management,
peningkatan profitabilitas, serta dukungan pendanaan dari improved profitability, and funding support from shareholders
pemegang saham guna memastikan keberlanjutan usaha dan to ensure business sustainability and enhance the Company’s
memperkuat ketahanan Perseroan dalam menghadapi dinamika resilience amid the dynamics of the global steel industry.
industri baja global.
Ikatan Material untuk Investasi Barang Modal Material Commitments for the Capital Goods
Investment
Sepanjang Tahun 2025, Perseroan tidak memiliki ikatan material Throughout 2025, the Company did not have any material
untuk investasi barang modal. commitments for capital goods investment.
Realisasi Investasi Barang Modal Realization of Capital Expenditure
Pada tahun buku 2025, Perseroan dan Entitas Anak In the 2025 financial year, the Company and its Subsidiaries
merealisasikan investasi barang modal yang terutama tercermin realized capital expenditures primarily reflected in additions
pada penambahan aset tetap dan properti investasi sebagai to fixed assets and investment properties, as part of efforts to
bagian dari upaya menjaga keberlangsungan operasional serta maintain operational continuity and support increased capacity
mendukung peningkatan kapasitas dan efisiensi kegiatan and operational efficiency. The following outlines the realization
usaha. Berikut penjelasan mengenai realisasi investasi barang of the Company’s capital expenditures based on the audited
modal Perseroan berdasarkan Laporan Keuangan Konsolidasian Consolidated Financial Statements.
audited.
JENIS INVESTASI BARANG MODAL TYPE OF CAPITAL EXPENDITURE
Investasi barang modal Perseroan pada tahun 2025 terutama The Company’s capital expenditures in 2025 mainly consisted of:
berupa:
• Tanah; • Land;
• Bangunan; • Buildings;
• Mesin dan peralatan produksi; • Machinery and production equipment;
• Peralatan pabrik dan proyek; • Plant and project equipment;
• Aset dalam penyelesaian (construction in progress); dan • Construction in progress (CIP); and
• Properti investasi (tanah, bangunan, dan CIP terkait). • Investment properties (land, buildings, and related CIP).
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TUJUAN INVESTASI BARANG MODAL PURPOSE OF CAPITAL EXPENDITURE
Investasi tersebut dilakukan dengan tujuan untuk: These investments were undertaken with the following
objectives:
a. Mendukung peningkatan kapasitas dan keandalan fasilitas a. To support the enhancement of production capacity and the
produksi, khususnya melalui penambahan mesin dan reliability of production facilities, particularly through the
peralatan; addition of machinery and equipment;
b. Menjaga keberlangsungan operasional dan efisiensi proses b. To maintain operational continuity and improve production
produksi, termasuk melalui penguatan fasilitas pabrik dan efficiency, including through strengthening plant and project
proyek; facilities;
c. Pengembangan dan optimalisasi aset properti, termasuk c. To develop and optimize property assets, including the
pemanfaatan aset menjadi properti investasi guna reclassification and utilization of assets as investment
meningkatkan nilai ekonomi aset; properties to enhance their economic value; and
d. Mendukung kegiatan pengembangan usaha dan proyek yang d. To support business development activities and projects
masih dalam tahap konstruksi, sebagaimana tercermin pada that are still under construction, as reflected in construction
aset dalam penyelesaian. in progress.
NILAI INVESTASI BARANG MODAL VALUE OF CAPITAL EXPENDITURE
Nilai realisasi investasi barang modal pada tahun 2025 antara lain The realized capital expenditures in 2025 include:
meliputi:
1. Penambahan aset tetap, antara lain: 1. Additions to fixed assets, among others:
• Tanah: sekitar USD266 ribu • Land: approximately USD266 thousand
• Bangunan: sekitar USD153 ribu • Buildings: approximately USD153 thousand
• Mesin dan peralatan: sekitar USD2.022 ribu • Machinery and equipment: approximately USD2,022
thousand
• Peralatan pabrik dan proyek: sekitar USD34 ribu • Plant and project equipment: approximately USD34
thousand
2. Penambahan properti investasi (harga perolehan): 2. Additions to investment properties (at acquisition cost):
• Tanah: USD284 ribu • Land: USD284 thousand
• Bangunan:USD 3.365 ribu • Buildings: USD3,365 thousand
• Aset dalam penyelesaian: USD39 ribu • Construction in progress: USD39 thousand
Dengan demikian, total investasi barang modal yang Accordingly, the total capital expenditure realized by the
direalisasikan Perseroan pada tahun 2025 mencapai sekitar Company in 2025 amounted to approximately USD 5.9 million,
USD5,9 juta yang merupakan gabungan penambahan aset tetap representing the combined additions to fixed assets and
dan properti investasi, sebelum mempertimbangkan reklasifikasi investment properties, prior to considering reclassifications and
dan penyesuaian lainnya. other adjustments.
Informasi dan fakta material yang terjadi setelah Material Information and Facts Subsequent to
tanggal laporan akuntan the Accountant’s Report Date
Pada tanggal 6 Januari 2026, Perseroan menerima surat dari On January 6, 2026, the Company received a letter from the Head
Kepala Badan Pengaturan Badan Usaha Milik Negara (“BP BUMN”) of the State-Owned Enterprises Regulatory Agency (“BP BUMN”),
selaku Pemegang Saham Perseroan No. S-28/BPU/01/2026 as the Company’s shareholder, No. S-28/BPU/01/2026, as well as
serta surat dari PT Danantara Asset Management (Persero) a letter from PT Danantara Asset Management (Persero) (“DAM”),
(“DAM”) selaku Holding Operasional No. SR.002/DI-DAM/DO/2026, as the Operational Holding, No. SR.002/DI-DAM/DO/2026,
masing-masing terkait pemberitahuan penandatanganan respectively regarding the notification of the signing of a share
perjanjian pengalihan saham PT Krakatau Steel (Persero) Tbk. transfer agreement of PT Krakatau Steel (Persero) Tbk.
Sehubungan dengan telah ditetapkannya Undang-Undang In connection with the enactment of Law No. 16 of 2025
Nomor 16 Tahun 2025 tentang Perubahan Keempat atas Undang- concerning the Fourth Amendment to Law No. 19 of 2003 on
Undang Nomor 19 Tahun 2003 tentang Badan Usaha Milik Negara, State-Owned Enterprises, which, among others, regulates
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yang antara lain mengatur kepemilikan saham Negara Republik the ownership of 1% shares of the Government of the Republic
Indonesia sebesar 1% pada BUMN dalam bentuk saham Seri of Indonesia in SOEs in the form of Series A Dwiwarna shares
A Dwiwarna melalui Kepala BP BUMN dan DAM, disampaikan through the Head of BP BUMN and DAM, it is hereby conveyed
bahwa: that:
• BP BUMN selaku pemegang saham Perseroan menyetujui • BP BUMN, as a shareholder of the Company, has agreed to
untuk menerima pengalihan saham; dan receive the share transfer; and
• DAM selaku pemegang saham Perseroan menyetujui • DAM, as a shareholder of the Company, has agreed to transfer
untuk mengalihkan sebagian saham Seri B miliknya dalam a portion of its Series B shares in the Company amounting to
Perseroan sebanyak 154.771.174 lembar saham. 154,771,174 shares.
Nilai definitif atas pengalihan saham tersebut akan ditetapkan The definitive value of the share transfer will be determined
setelah diterbitkannya penetapan dari Kepala BP BUMN. upon the issuance of an official determination by the Head of BP
BUMN.
Prospek Usaha dan Strategi Perseroan Business Prospect and the Company’s Strategy
Permintaan baja dunia cenderung stagnan pada ~1,5% per tahun Global steel demand is expected to remain flat at ~1.5% per year
menuju tahun 2030, disebabkan oleh penurunan permintaan di through 2030, driven by a decline in demand in China. China is
Tiongkok. Tiongkok diperkirakan akan melambat dan beralih dari projected to slow down and shift from aggressive investment to
investasi agresif ke mode pengisian ulang stok baja dalam dekade steel inventory restocking over the next decade, as its economy
berikutnya, karena pergeseran ekonomi dari pembangunan transitions from infrastructure development to demand driven
infrastruktur ke permintaan yang lebih didorong oleh konsumen. more by consumers. These conditions will lead to falling prices
Kondisi ini menyebabkan penurunan harga dan oversupply pada and an oversupply in the global steel market. However, domestic
pasokan baja global. Namun demikian, konsumsi baja domestik steel consumption is projected to continue rising to ~34.6 mtpa
diproyeksikan terus meningkat mencapai ~34,6 mtpa pada tahun by 2030 in line with the government’s economic growth targets
2030 seiring dengan target pertumbuhan ekonomi Pemerintah reflected in the National Strategic Projects Program.
yang tercermin dalam Program Proyek Strategis Nasional.
Untuk produk HRC, permintaan meningkat ~5% yang didominasi For HRC products, demand is increasing by ~5%, driven primarily
industri General Structure dan Re-Rollers. Untuk produk HRPO, by the General Structure and Re-Rollers industries. For HRPO
diproyeksikan meningkat ~5% p.a. yang didominasi sektor products, demand is projected to grow by ~5% annually, driven
otomotif, namun mayoritas masih dipenuhi dari impor. Dan untuk primarily by the automotive sector, though the majority is still met
produk CRC juga diproyeksikan tumbuh ~5% p.a. yang didominasi through imports. As for CRC products, demand is also projected
sektor re-rollers. to grow by ~5% annually, driven primarily by the re-rollers sector.
Prospek pertumbuhan permintaan baja domestik yang positif di The positive outlook for domestic steel demand in 2025 presents
tahun 2025 menjadi peluang dan juga momentum bagi Perseroan an opportunity and momentum for the Company, as it will be
karena dapat kembali menyediakan produk bajanya ke pasar able to resume supplying its steel products to the market after
setelah sekitar 1,5 tahun berhenti beroperasi. Target penjualan approximately 1.5 years of suspended operations. The Company’s
Perseroan di tahun 2026 yaitu sebesar 1,2 hingga 1,3 juta ton baja sales target for 2026 is 1.2 to 1.3 million tons of HRC steel.
HRC. Namun demikian, tantangan Perseroan cukup besar untuk However, the Company faces significant challenges in regaining
dapat kembali menjadi market leader produk HRC di Indonesia its position as the market leader for HRC products in Indonesia,
seiring dengan persaingan pasar yang semakin ketat dari impor given the increasingly intense market competition from both
maupun produsen domestik. imports and domestic producers.
Di tahun 2025, Perseroan menetapkan strategi Optimization atau In 2025, the Company has established an Optimization strategy
Optimasi yang mencakup beberapa program atau that encompasses the following programs and policies:
kebijakan sebagai berikut:
1. Optimalisasi kinerja pabrik HSM dan CRM. 1. Optimizing the performance of the HSM and CRM plants.
2. Meminimalkan biaya operasional (OPEX) melalui berbagai 2. Minimizing operating expenses (OPEX) through various cost-
inisiatif penghematan serta kontrol atas realisasi anggaran. saving initiatives and strict budget control.
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3. Mengupayakan proteksi dari baja impor sampai dengan 3. Striving to protect the market from imported steel up to
produk hilir melalui penerapan import quota, pembatasan ijin downstream products through the implementation of import
untuk spesifikasi yang dapat disuplai domestik, perpanjangan quotas, restrictions on permits for specifications that can
AD HRC Korea & Malaysia; CRC/S Jepang, Korea, RRT, be supplied domestically, extensions of AD HRC for Korea
Taiwan, Vietnam; dan HRP RRT, Singapura, Ukraina, serta & Malaysia; CRC/S for Japan, Korea, PRC, Taiwan, Vietnam;
resertifikasi SNI HRC/CRC. and HRP for PRC, Singapore, Ukraine, as well as SNI HRC/CRC
recertification.
4. Mengoptimalkan kinerja anak perusahaan dan afiliasi agar 4. Optimizing the performance of subsidiaries and affiliates to
dapat memberikan kontribusi positif terhadap kinerja ensure they make a positive contribution to the Company’s
Perseroan, baik dalam bentuk dividen maupun kontribusi performance, whether in the form of dividends or other
lainnya. contributions.
5. Melakukan optimalisasi aset non-produktif dalam rangka 5. Optimizing non-productive assets to support the fulfillment
mendukung pemenuhan utang restrukturisasi. of restructuring debt obligations.
6. Melakukan pengembangan produk baja hilir, pengembangan 6. Developing downstream steel products, expanding non-steel
bisnis non-baja, serta optimalisasi sinergi antar anak businesses, and optimizing synergies among subsidiaries.
perusahaan.
7. Melakukan implementasi teknologi dalam rangka 7. Implementing technology to enhance the efficiency and
meningkatkan efisiensi dan efektifitas proses. effectiveness of processes.
8. Meningkatkan SDM/talent muda dalam nominated talent. 8. Developing young talent within the nominated talent pool.
Perbandingan antara Target dan Realisasi Tahun 2025 Comparison between Targets and Realizations
In 2025
Pada awal tahun buku 2025, Perseroan menetapkan target kinerja At the beginning of the 2025 financial year, the Company
keuangan dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) established performance targets in its Corporate Work Plan
yang mencakup pendapatan, profitabilitas, serta perbaikan and Budget (RKAP), covering revenue, profitability, and capital
struktur permodalan. Hingga akhir tahun 2025, realisasi kinerja structure improvement. By the end of 2025, the Company’s
Perseroan menunjukkan dinamika yang berbeda dibandingkan realized performance showed dynamics that differed from the
dengan target yang telah ditetapkan. targets initially set.
Realisasi pendapatan neto tercatat sebesar USD959,84 juta, Net revenues were recorded at USD959.84 million, lower than the
lebih rendah dibandingkan target RKAP sebesar USD1.515,92 RKAP target of USD1,515.92 million, in line with market demand
juta, sejalan dengan dinamika permintaan pasar dan kondisi dynamics and the still challenging conditions in the steel industry.
industri baja yang masih menantang. Hal ini turut mempengaruhi This also affected the Company’s operating performance, which
kinerja laba operasional Perseroan yang mencatat rugi operasi recorded an operating loss of USD82.71 million, compared with
sebesar USD82,71 juta, dibandingkan target laba operasi sebesar the targeted operating profit of USD58.92 million
USD58,92 juta.
Meskipun demikian, Perseroan berhasil membukukan laba tahun Nevertheless, the Company successfully recorded a profit for
berjalan sebesar USD339,64 juta, berbalik dari proyeksi rugi dalam the year of USD339.64 million, reversing the RKAP projection of a
RKAP sebesar USD76,49 juta. Pencapaian ini mencerminkan loss of USD76.49 million. This achievement reflects the success
keberhasilan langkah-langkah restrukturisasi keuangan serta of the financial restructuring measures and various strategic
berbagai inisiatif strategis yang dilakukan Perseroan sepanjang initiatives undertaken by the Company during the year.
tahun berjalan.
Sejalan dengan perbaikan tersebut, struktur permodalan In line with this improvement, the Company’s capital structure
Perseroan juga menunjukkan hasil yang lebih baik dibandingkan also performed better than the RKAP target. The proportion
target RKAP. Porsi liabilitas tercatat sebesar 73,77%, lebih rendah of liabilities was recorded at 73.77%, lower than the target
dibandingkan target 86,98%, sementara kontribusi ekuitas of 86.98%, while equity contribution increased to 26.23%,
meningkat menjadi 26,23%, jauh melampaui target sebesar significantly exceeding the target of 13.02%. This development
13,02%. Hal ini turut mendorong penurunan rasio utang terhadap also led to a reduction in the Debt to Equity Ratio (DER) to 2.81x,
ekuitas (DER) menjadi 2,81x, jauh lebih rendah dibandingkan far below the RKAP target of 6.68x.
target RKAP sebesar 6,68x.
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Secara keseluruhan, meskipun realisasi pendapatan belum Overall, although revenue realization did not reach the RKAP
mencapai target RKAP, Perseroan berhasil mencatat perbaikan target, the Company succeeded in delivering significant
signifikan pada profitabilitas dan struktur permodalan, yang improvements in profitability and capital structure, reflecting
mencerminkan efektivitas langkah-langkah transformasi dan the effectiveness of the transformation and restructuring
restrukturisasi yang dijalankan Perseroan dalam memperkuat initiatives implemented to strengthen the Company’s financial
fundamental keuangan. fundamentals.
Pencapaian
Satuan Target Realisasi
Uraian Achievement Description
Unit RKAP Realization
(%)
Pendapatan Neto Ribuan USD 1,515,920 959.839 63,32 Net Income
Thousands of USD
Beban Pokok Pendapatan 1,323,488 909.094 68,69 Cost of Revenue
Laba Kotor 192,432 50.745 26,37 Gross Profit
Laba (Rugi) Operasi 58,922 (82.707) (140,37) Operating Profit (Loss)
Laba (Rugi) Tahun Berjalan (76,491) 339.640 444,03 Profit (Loss) for the Year
Aset 2,658,131 2.765.813 104,05 Assets
Liabilitas 2,312,071 2.040.304 88,25 Liabilities
Ekuitas 346,060 725.509 209,65 Equity
Debt to Asset Ratio Kali 0.87 0,74 117,94 Debt to Asset Ratio (DAR)
Times
Debt to Equity Ratio 6.68 2,81 237.57 Debt to Equity Ratio (DER)
Komposisi Liabilitas terhadap % 87:13 74:26 Composition of Liabilities to
Ekuitas Equity
Proyeksi Kinerja Tahun 2026 2026 Performance Projections
Memasuki tahun 2026, Perseroan menetapkan target kinerja Entering 2026, the Company has set performance targets that
yang mencerminkan optimisme terhadap pemulihan permintaan reflect optimism regarding the recovery in market demand as
pasar serta efektivitas langkah-langkah transformasi dan well as the effectiveness of the transformation and restructuring
restrukturisasi yang telah dijalankan dalam beberapa tahun measures implemented over the past few years. These
terakhir. Target tersebut juga mempertimbangkan peningkatan targets also consider improvements in operational efficiency,
efisiensi operasional, optimalisasi kapasitas produksi, serta optimization of production capacity, and strengthened synergies
penguatan sinergi dalam ekosistem industri baja nasional. within the national steel industry ecosystem.
Pada tahun 2026, Perseroan menargetkan pendapatan neto In 2026, the Company targets net revenues of USD1,578.33
sebesar USD1.578,33 juta, meningkat 64,44% dibandingkan million, representing an increase of 64.44% compared to the
realisasi tahun 2025 sebesar USD959,84 juta. Peningkatan 2025 realization of USD959.84 million. This growth is driven
ini didorong oleh proyeksi pertumbuhan volume penjualan, by projected increases in sales volume, improved utilization
perbaikan utilisasi fasilitas produksi, serta penguatan of production facilities, and stronger demand from key steel-
permintaan dari sektor-sektor utama pengguna baja seperti consuming sectors such as construction, Infrastructure, and
konstruksi, Infrastruktur, dan manufaktur manufacturing.
Sejalan dengan peningkatan pendapatan, beban pokok In line with the expected revenue growth, cost of goods sold is
pendapatan diproyeksikan sebesar USD1.380,30 juta, meningkat projected to reach USD1,380.30 million, an increase of 51.83%
51,83% dibandingkan tahun sebelumnya. Meskipun demikian, compared to the previous year. Nevertheless, with revenue
pertumbuhan pendapatan yang lebih tinggi dibandingkan beban expected to grow at a faster pace than the cost of goods sold,
pokok pendapatan diharapkan dapat mendorong peningkatan the Company anticipates an improvement in its gross margin.
marjin kotor Perseroan.
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Hal tersebut tercermin dari target laba kotor sebesar USD198,03 This is reflected in the target gross profit of USD198.03 million,
juta, meningkat signifikan 290,24% dibandingkan realisasi tahun representing a significant increase of 290.24% compared to the
2025 sebesar USD50,75 juta. Peningkatan ini menunjukkan 2025 realization of USD50.75 million. This improvement reflects
ekspektasi Perseroan terhadap perbaikan efisiensi produksi, the Company’s expectations of enhanced production efficiency.
pengendalian biaya bahan baku, serta optimalisasi rantai pasok. better raw material cost control. and optimization of the supply
chain.
Perseroan juga menargetkan laba operasi sebesar USD100,45 The Company also targets an operating profit of USD100.45
juta, berbalik dari rugi operasi sebesar USD82,71 juta pada tahun million, reversing the operating loss of USD81.71 million recorded
2025. Perbaikan kinerja operasional ini diharapkan dapat dicapai in 2025. This operational improvement is expected to be achieved
melalui peningkatan produktivitas, efisiensi biaya operasional, through increased productivity, improved cost efficiency, and
serta optimalisasi struktur biaya. optimization of the Company’s cost structure.
Sementara itu, laba tahun berjalan ditargetkan sebesar USD129.05 Meanwhile, the profit for the year is projected at USD129.05
juta pada tahun 2026. Meskipun lebih rendah dibandingkan million in 2026. Although lower than the profit for the year
laba tahun berjalan pada tahun 2025 sebesar USD339,64 juta, recorded in 2025 of USD339.64 million, partly influenced by
yang sebagian dipengaruhi oleh faktor non-operasional terkait non-operational factors related to restructuring, the target
restrukturisasi, target tersebut mencerminkan ekspektasi reflects expectations of more sustainable profitability from the
terhadap profitabilitas yang lebih berkelanjutan dari kegiatan Company’s core operations.
operasional inti Perseroan.
Dari sisi struktur keuangan, Perseroan menargetkan total aset From a financial structure perspective, the Company targets
sebesar USD2.916,89 juta, meningkat 5,46% dibandingkan tahun total assets of USD2,916.89 million, representing an increase of
sebelumnya. Liabilitas diproyeksikan sebesar USD2.055,87 juta. 5.46% compared to the previous year. Liabilities are projected at
sementara ekuitas diperkirakan berada pada level USD861,03 USD2,055.87 million, while equity is expected to reach USD861.03
juta. million.
Dalam menjaga stabilitas struktur permodalan, Perseroan In maintaining a stable capital structure, the Company targets
menargetkan DAR sebesar 0,70 kali dan DER sebesar 2,39 kali, a DAR of 0.70 times and a DER of 2.39 times, with the capital
dengan komposisi struktur modal tetap berada pada kisaran composition maintained at approximately 70% liabilities and
70% liabilitas dan 30% ekuitas. Target tersebut mencerminkan 30% equity. These targets reflect the Company’s commitment
komitmen Perseroan untuk mempertahankan struktur to maintaining a sound capital structure while supporting
permodalan yang sehat sekaligus mendukung kebutuhan operational and investment financing needs.
pendanaan operasional dan investasi.
Secara keseluruhan, target kinerja tahun 2026 menunjukkan Overall, the 2026 performance targets reflect the Company’s
optimisme Perseroan terhadap penguatan kinerja operasional optimism regarding stronger operational performance and
dan keberlanjutan proses transformasi bisnis. Dengan the continued progress of its business transformation. With
fundamental keuangan yang semakin membaik serta strategi improving financial fundamentals and more disciplined
operasional yang lebih disiplin, Perseroan optimis dapat operational strategies, the Company remains confident in
memperkuat posisi kompetitifnya di industri baja nasional. strengthening its competitive position within the national steel
industry.
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Realisasi Target Pertumbuhan
Satuan
Uraian Realization RKAP Growth Description
Unit
2025 2026 (%)
Pendapatan Neto Ribuan USD 959.839 1.578.327 64,44 Net Income
Thousands of USD
Beban Pokok Pendapatan 909.094 1.380.300 51,83 Cost of Revenue
Laba Kotor 50.745 198.027 290,24 Gross Profit
Laba (Rugi) Operasi (82.707) 100.452 221,45 Operating Profit (Loss)
Laba (Rugi) Tahun Berjalan 339.640 129.052 (62,00) Profit (Loss) for the Year
Aset 2.765.813 2.916.892 5,46 Assets
Liabilitas 2.040.304 2.055.866 0,76 Liabilities
Ekuitas 725.509 861.025 18,68 Equity
Debt to Asset Ratio Kali 0,74 0,70 (5,11) Debt to Asset Ratio (DAR)
Times
Debt to Equity Ratio 2,81 2,39 (15,01) Debt to Equity Ratio (DER)
Komposisi Liabilitas % 74:26 70:30 Composition of Liabilities to
terhadap Ekuitas Equity
ASPEK PEMASARAN MARKETING ASPECT
STRATEGI PEMASARAN MARKETING STRATEGY
Perseroan memahami bahwa kegiatan pemasaran memegang The Company recognizes that marketing activities play a
peranan yang sangat penting di dalam proses bisnis sehari-hari crucial role in its day-to-day business operations, particularly
terutama dalam merealisasikan target pendapatan, memperluas in achieving revenue targets, expanding market share, and
pangsa pasar dan optimalisasi pemanfaatan produk domestik optimizing the use of domestic products to meet national needs.
untuk kebutuhan nasional. Adapun strategi pemasaran yang The marketing strategies implemented by the Company each year
diterapkan Perseroan setiap tahunnya ditentukan setelah are determined after management conducts in-depth research
manajemen melakukan riset atau analisa yang mendalam or analysis regarding market needs and gathers the latest
mengenai kebutuhan pasar serta mengetahui informasi terkini information on external conditions, such as economic aspects,
terkait kondisi eksternal, seperti aspek ekonomi, pasar baja the international steel market and the domestic industry, supply
internasional dan industri dalam negeri, supply/demand, harga and demand, prices, and the level of business competition.
dan tingkat persaingan usaha.
Perseroan lebih menyusun strategi pemasaran sebagai berikut: The Company formulates its marketing strategies as follows:
1. Joint Business Planning dan perbaikan service level dalam 1. Joint Business Planning and service level improvements to
rangka meningkatkan Share of Wallet (SOW) konsumen increase the Share of Wallet (SOW) of domestic consumers
domestik melalui program Key Account Management through Key Account Management (KAM), Distributor
(KAM), Distributor Management Program (DMP) & Customer Management Program (DMP), and Customer Engagement
Engagement dan penambahan negara tujuan export. initiatives, as well as expanding export destinations.
2. Meningkatkan pangsa pasar melalui penetrasi segmen 2. Increasing market share through penetration of new market
pasar baru dan skema bisnis baru seperti skema tolling dan segments and new business models such as tolling schemes
penjualan trading HRC dengan mitra strategis baik dengan and HRC trading sales with strategic partners, both within
Grup maupun dengan pihak eksternal. the Group and with external parties.
3. Mengatur product mix dan menerapkan harga jual yang 3. Managing the product mix and implementing market-based
mengacu pada harga pasar (Market Based Pricing) pricing.
4. Menjaga margin optimal antara harga beli bahan baku (slab) 4. Maintaining an optimal margin between the purchase price of
dan harga jual produk. raw materials (slabs) and the selling price of products.
5. Melakukan koordinasi dengan PT Krakatau POSCO (PTKP) 5. Coordinate with PT Krakatau POSCO (PTKP) regarding
terkait requirement konsumen yang melalui penjualan trading customer requirements related to trading sales and KP
dan Tolling KP. tolling.
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6. Renewal LTSA dengan konsumen KAM dan DSA untuk 6. Renew LTSA agreements with KAM and DSA customers to
memperoleh base load produksi dan kepastian supply secure a base production load and ensure a reliable supply to
terhadap konsumen. customers.
7. Bekerja sama dengan produsen lokal hilir dengan 7. Collaborate with local downstream producers, emphasizing
mengedepankan semangat nasional untuk meningkatkan a national spirit to increase product value-added, industrial
nilai tambah produk, utilisasi industri dan menurunkan utilization, and reduce reliance on imported raw materials
ketergantungan bahan baku impor melalui program hilirisasi. through downstream processing programs.
8. Koordinasi lintas Direktorat untuk strategic partnership 8. Cross-directorate coordination for strategic partnerships
dengan partner di antaranya dalam hal penyediaan slab dan with partners, including in the provision of slabs and HRC
buy back HRC, financing, tolling untuk de-bottlenecking WIP, buybacks, financing, tolling to de-bottleneck WIP, and
serta hilirisasi. downstreaming.
9. Memanfaatkan jaringan yang dimiliki konsumen untuk 9. Leveraging the consumer network for market penetration
penetrasi pasar dan meningkatkan penjualan ke luar pulau and increasing sales outside of Java.
Jawa.
10. Pemanfaatan gudang kantor cabang Surabaya sebagai hub 10. Utilizing the Surabaya branch office warehouse as a hub and
dan penyimpanan sementara sebelum diproses lanjut, selain temporary storage facility prior to further processing, not
untuk memperlancar shipment juga untuk persiapan suplai only to facilitate shipments but also to prepare supplies for
ke proyek IKN. the IKN project.
11. Efisiensi freight cost dalam rangka mengurangi biaya OPEX. 11. Optimizing freight costs to reduce OPEX expenses.
12. Support penyelesaian klaim & pembuatan Technical Protocol 12. Supporting claim resolution and the development of Technical
(TP) sebagai bagian dari program Key Account Management Protocols (TP) as part of the Key Account Management (KAM),
(KAM), Distribution Management Program (DMP) dan Customer Distribution Management Program (DMP), and Customer
Enggagement. Engagement initiatives.
13. Menerapkan transformasi digital pada core business dan 13. Implementing digital transformation in core business
pelayanan melalui implementasi program Salesforce operations and services through the implementation of the
digitalization, Digital Control Tower, KRASmart Connect Salesforce digitalization program, Digital Control Tower,
dan KRASoptima sehingga dapat meningkatkan penjualan, KRASmart Connect, and KRASoptima to enhance sales,
produktivitas dan efisiensi masing-masing sales force, productivity, and efficiency of each sales force, collaboration
kolaborasi stakeholder yang terlibat dan customer among stakeholders, and the customer experience.
experience.
14. Bekerja sama dengan Kementerian PUPR, BUMN-BUMN 14. Collaborate with the Ministry of Public Works and Public
Karya maupun EPC swasta dalam rangka mendukung proyek Housing, state-owned construction companies, and private
- proyek strategis nasional. EPC firms to support national strategic projects.
15. Mempertahankan dan mengoptimalkan Customer 15. Maintain and optimize customer engagement through
Enggagement melalui regular customer visit oleh sales, regular customer visits by sales staff, unit managers, and the
pimpinan unit hingga Direksi. Board of Directors.
16. Melakukan komunikasi bisnis dengan asosiasi industri terkait 16. Engage in business communication with steel-related
baja, misal ISSC, ASPATINDO, IISIA & aktif dalam dalam forum industry associations, such as ISSC, ASPATINDO, and IISIA,
nasional salah satunya Forum IBF. and actively participate in national forums, including the IBF
Forum.
17. Bekerja sama dengan Asosiasi Besi dan Baja Indonesia (IISIA) 17. Collaborate with the Indonesian Iron and Steel Association
dan Pemerintah untuk memproteksi pasar baja domestik (IISIA) and the Government to protect the domestic steel
dari membanjirnya barang impor yang terindikasi unfair market from a flood of imported goods suspected of unfair
trade (Anti Dumping, Circumvention), serta pemberlakuan trade practices (Anti-Dumping, Circumvention), as well as
SNI secara wajib untuk produk baja hulu hingga hilir dalam enforce mandatory SNI standards for steel products from
rangka menjaga keselamatan dan keamanan bagi pengguna upstream to downstream to ensure the safety and security of
baja serta persaingan bisnis yang sehat. steel users and foster healthy business competition.
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PANGSA PASAR MARKET SHARE
Perseroan merupakan produsen baja di Indonesia yang secara The Company is a steel producer in Indonesia that consistently
konsisten menghasilkan berbagai produk baja unggulan, manufactures a variety of premium steel products, such as hot-
seperti baja lembaran panas, baja lembaran dingin, pipa baja, rolled steel sheets, cold-rolled steel sheets, steel pipes, and
baja tulangan, dengan pasar mayoritas di domestik. Perseroan reinforcing bars, with the majority of its market being domestic.
berkomitmen menghasilkan baja dengan kualitas terbaik. The Company is committed to producing steel of the highest
quality.
Selama terjadinya proses recovery pasca Force Majeure HSM#1 During the recovery process following the Force Majeure HSM#1
di Tahun 2023, Market Share PT KS untuk Produk HR mengalami in 2023, PT KS’s market share for HR products declined to 4% and
penurunan menjadi 4% dan sampai saat ini stabil pada angka has remained stable at 4% to date; however, amid rising demand,
4%, namun di tengah peningkatan permintaan, penjualan PTKS PT KS’s sales in 2025 increased by 43.93% compared to 2024.
pada 2025 meningkat sebesar 43,93% dibandingkan dengan
tahun 2024.
DIVIDEN DIVIDENDS
KEBIJAKAN DIVIDEN DIVIDEND POLICY
Pembagian dividen Perseroan ditetapkan berdasarkan The distribution of dividends is determined based on the
keputusan RUPS dengan mempertimbangkan kinerja keuangan, resolution of the GMS, taking into consideration the Company’s
posisi keuangan, kebutuhan pendanaan usaha, serta ketentuan financial performance, financial position, business funding
peraturan perundang-undangan yang berlaku. Dalam kondisi requirements, and applicable laws and regulations. Under certain
tertentu, Perseroan dapat membagikan dividen interim sesuai circumstances, the Company may distribute interim dividends
dengan ketentuan Anggaran Dasar dan peraturan yang berlaku, in accordance with the provisions of the Company’s Articles
sepanjang tidak mengganggu kondisi keuangan Perseroan. of Association and prevailing regulations, provided that such
distribution does not adversely affect the Company’s financial
condition.
Keputusan pembagian dividen di masa mendatang akan Future dividend distributions will depend on various factors,
mempertimbangkan berbagai faktor, antara lain hasil usaha including the Company’s financial performance, funding
Perseroan, kebutuhan pendanaan untuk pengembangan usaha, requirements for business development, financial condition, and
kondisi keuangan, serta kebijakan strategis Perseroan. the Company’s strategic policies.
PEMBAGIAN DIVIDEN DIVIDEND DISTRIBUTION
Berdasarkan keputusan RUPS Tahunan Tahun Buku 2025 Based on the resolution of the Annual GMS for Fiscal Year 2025
yang diselenggarakan pada 28 April 2026, Perseroan tidak held on April 28, 2026, the Company did not distribute dividends
membagikan dividen kepada pemegang saham. Keputusan ini to shareholders. The decision was made after considering the
mempertimbangkan kondisi keuangan Perseroan serta prioritas Company’s financial condition and the priority to strengthen its
penguatan struktur permodalan dan keberlanjutan usaha capital structure and ensure business sustainability.
Perseroan.
Realisasi Penggunaan Dana Hasil Penawaran Umum Realization of Use of Proceeds From the Public
Offering
Di tahun 2025 Perseroan tidak memiliki kewajiban untuk In 2025, the Company was not obligated to submit a report on the
menyampaikan laporan realisasi penggunaan dana hasil realization of the use of proceeds from the public offering as per
penawaran umum sesuai dengan Peraturan OJK No. 30/ OJK Regulation No. 30/POJK.04/2015 regarding Reports on the
POJK.04/2015 tentang Laporan Realisasi Penggunaan Dana Hasil Realization of Use of Public Offering Proceeds.
Penawaran Umum.
Seluruh dana yang diperoleh Perseroan dari hasil Penawaran All proceeds obtained by the Company from the results of the
Umum Terbatas I Penambahan Modal dengan Hak Memesan Efek Limited Public Offering I Capital Increase with Pre-emptive
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Terlebih Dahulu (PMHMETD I) sudah sepenuhnya digunakan sesuai Rights (PMHMETD I) have been fully used in accordance with the
dengan maksud dan tujuan sebagaimana sudah dicantumkan intent and purpose as stated in the prospectus.
dalam prospektus.
Informasi Material Mengenai Investasi, Ekspansi, Material Information on Investment, Expansion,
Divestasi, Penggabungan/ Peleburan Usaha, Akuisisi, Divestment, Merger, Acquisitions, and Debt/Capital
dan Restrukturisasi Utang/ Modal Restructuring
Hingga 31 Desember 2025, Perseroan tidak melakukan The Company did not carry out expansion, divestment,
ekspansi, divestasi, penggabungan/peleburan usaha, akuisisi, merger, acquisitions, debt/capital restructuring, and affiliated
restrukturisasi utang/modal, dan transaksi afiliasi. transactions as of December 31, 2025.
Informasi Transaksi Material yang Mengandung Information on Material Transactions Containing
Benturan Kepentingan dan/atau Transaksi Conflicts of Interest and/or Transactions with
dengan Pihak Afiliasi/Pihak Berelasi Affiliated Parties/Related Parties
TRANSAKSI YANG MENGANDUNG BENTURAN TRANSACTIONS INVOLVING CONFLICT OF INTEREST
KEPENTINGAN
Selama tahun buku 2025, Perseroan tidak melakukan transaksi During the 2025 financial year, the Company did not conduct any
yang mengandung benturan kepentingan sebagaimana dimaksud transactions involving conflicts of interest as regulated under
dalam ketentuan peraturan perundang-undangan di bidang pasar the prevailing laws and regulations in the capital market sector.
modal.
TRANSAKSI AFILIASI/PIHAK BERELASI AFFILIATED/RELATED PARTY TRANSACTIONS
Dalam menjalankan kegiatan usahanya, Perseroan melakukan In conducting its business activities, the Company engages in
transaksi usaha maupun non-usaha dengan pihak-pihak berelasi. both operational and non-operational transactions with related
Pihak berelasi tersebut merupakan entitas yang memiliki parties. These related parties are entities that have relationships
hubungan dengan Perseroan baik melalui kepemilikan langsung with the Company either through direct or indirect ownership,
maupun tidak langsung, hubungan pengendalian, maupun berada control relationships, or entities under common control.
di bawah pengendalian pihak yang sama.
Transaksi dengan pihak berelasi dilakukan dalam kegiatan usaha Transactions with related parties are carried out in the normal
normal Perseroan dan bertujuan untuk mendukung kelancaran course of the Company’s business and are intended to support
operasional serta kegiatan usaha Perseroan. Penetapan harga the smooth execution of operational activities and business
dan persyaratan transaksi antara Perseroan dengan pihak-pihak operations. The pricing and terms of transactions between the
berelasi dilakukan berdasarkan kesepakatan para pihak dengan Company and related parties are determined based on mutual
mempertimbangkan prinsip kewajaran dan praktik usaha yang agreement between the parties, taking into account fairness
berlaku. principles and prevailing business practices.
Seluruh transaksi afiliasi yang dilakukan Perseroan merupakan All affiliated transactions conducted by the Company are routine,
transaksi yang bersifat rutin, berulang, dan/atau berkelanjutan recurring, and/or ongoing transactions carried out to support the
dalam rangka mendukung kegiatan usaha Perseroan serta Company’s business activities and generate operating revenues.
menghasilkan pendapatan usaha.
Pelaksanaan transaksi afiliasi Perseroan dilakukan dengan tetap The implementation of affiliated transactions is carried out in
memperhatikan ketentuan peraturan perundang-undangan compliance with the prevailing laws and regulations in the capital
yang berlaku di bidang pasar modal, termasuk ketentuan market sector, including the provisions governing affiliated
mengenai transaksi afiliasi dan transaksi benturan kepentingan transactions and conflict of interest transactions as stipulated in
sebagaimana diatur dalam POJK No. 42/POJK.04/2020 tentang POJK No. 42/POJK.04/2020 concerning Affiliated Transactions
Transaksi Afiliasi dan Transaksi Benturan Kepentingan. and Conflict of Interest Transactions.
Informasi mengenai nama pihak berelasi, sifat hubungan, saldo Information regarding name of related parties, the nature of
dan transaksi signifikan telah diungkapkan dalam Laporan the relationships, balances and type of significant transactions
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Keuangan Konsolidasian PT Krakatau Steel (Persero) Tbk untuk with related parties in 2025 and 2024 has been disclosed in
tahun yang berakhir pada 31 Desember 2025 pada Catatan 40 the Consolidated Financial Statements of PT Krakatau Steel
(Saldo dan Transaksi Signifikan dengan Pihak-pihak Berelasi). (Persero) Tbk for the year ended December 31, 2025, Note 40
(Balances and Significant Transactions with Related Parties).
PERNYATAAN DIREKSI ATAS PELAKSANAAN STATEMENT OF THE BOARD OF DIRECTORS ON THE
TRANSAKSI AFILIASI IMPLEMENTATION OF AFFILIATED TRANSACTIONS
Direksi menyatakan bahwa seluruh transaksi afiliasi yang The Board of Directors states that all affiliated transactions
dilakukan Perseroan selama tahun buku 2025 telah melalui conducted by the Company during the 2025 financial year
prosedur dan mekanisme pengendalian internal yang memadai. have gone through adequate procedures and internal control
Prosedur tersebut dilaksanakan untuk memastikan bahwa mechanisms. These procedures are implemented to ensure
transaksi afiliasi dilakukan sesuai dengan praktik bisnis yang that affiliated transactions are conducted in accordance with
berlaku umum serta memenuhi prinsip kewajaran (arm’s generally accepted business practices and comply with the
length principle), sehingga tidak merugikan Perseroan maupun arm’s length principle, so as not to harm the Company or minority
pemegang saham minoritas. shareholders.
PERAN DEWAN KOMISARIS DAN KOMITE AUDIT ROLE OF THE BOARD OF COMMISSIONERS AND THE
AUDIT COMMITTEE
Dewan Komisaris melalui fungsi pengawasannya, dengan The Board of Commissioners, through its supervisory function
dukungan Komite Audit, melakukan penelaahan terhadap and with the support of the Audit Committee, reviews the
pelaksanaan transaksi afiliasi Perseroan. Penelaahan tersebut implementation of the Company’s affiliated transactions. This
dilakukan untuk memastikan bahwa transaksi afiliasi telah review is conducted to ensure that such transactions have
dilaksanakan sesuai dengan ketentuan peraturan perundang- been carried out in accordance with the applicable laws and
undangan yang berlaku serta memenuhi prinsip arm’s length regulations and comply with the arm’s length principle.
principle.
Komite Audit membantu Dewan Komisaris dalam melakukan The Audit Committee assists the Board of Commissioners in
evaluasi atas kewajaran transaksi serta memastikan bahwa evaluating the fairness of such transactions and ensuring that
mekanisme pengendalian internal dan prosedur yang diterapkan the internal control mechanisms and procedures implemented
Perseroan telah memadai untuk menjaga transparansi dan by the Company are adequate to maintain transparency and
akuntabilitas dalam pelaksanaan transaksi afiliasi. accountability in the execution of affiliated transactions.
TRANSAKSI MATERIAL MATERIAL TRANSACTION
Pada tahun 2025, Perseroan melakukan transaksi material In 2025, the Company carried out a material transaction in the
berupa penerimaan pendanaan dalam bentuk Pinjaman form of financing received through a Shareholder Loan from PT
Pemegang Saham (Shareholder Loan) dari PT Danantara Asset Danantara Asset Management (DAM) as part of the Company’s
Management (DAM) sebagai bagian dari program restrukturisasi restructuring and recovery program. This transaction was
dan penyehatan Perseroan. Transaksi ini sudah dilaporkan ke reported to the Financial Services Authority (OJK) through a
OJK sebagai keterbukaan informasi tanggal 23 Desember 2025. disclosure of information dated 23 December 2025.
a. Latar Belakang dan Tujuan Transaksi a. Background and Purpose of the Transaction
Transaksi ini dilakukan dalam rangka memperkuat kondisi This transaction was undertaken to strengthen the
likuiditas Perseroan serta mendukung keberlangsungan Company’s liquidity position and to support the continuity
kegiatan operasional di tengah proses pemulihan kinerja of its operational activities amid the ongoing recovery
Perseroan. Dukungan pendanaan dari pemegang saham of the Company’s performance. Financial support from
tersebut diharapkan dapat meningkatkan fleksibilitas the shareholder is expected to enhance the Company’s
keuangan Perseroan serta mendukung implementasi financial flexibility and facilitate the implementation of the
program restrukturisasi yang tengah dijalankan. restructuring program currently being carried out.
b. Nilai Transaksi b. Transaction Value
Nilai transaksi pinjaman pemegang saham tersebut adalah The maximum value of the shareholder loan transaction
sebesar maksimal Rp4.935.055.000.000 atau setara dengan amounts to Rp4,935,055,000,000, or approximately USD295
sekitar USD295 juta, yang terdiri dari: million, consisting of:
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1) Pinjaman dana kerja sebesar Rp4.182.250.000.000 1) A working capital loan of Rp4,182,250,000,000 with a
dengan tenor minimal 5 tahun; dan minimum tenor of 5 years; and
2) Pinjaman sebesar Rp752.805.000.000 untuk pendanaan 2) A loan of Rp752,805,000,000 to finance efficiency
program efisiensi melalui Program Golden Handshake programs through the Golden Handshake Program and
serta program penyehatan Dana Pensiun Krakatau Steel the restructuring of the Krakatau Steel Pension Fund
melalui mekanisme Lump Sum Window, dengan tenor through the Lump Sum Window mechanism, with a
minimal 6 tahun. minimum tenor of 6 years.
Berdasarkan Laporan Keuangan Konsolidasian Perseroan tahun Based on the Company’s Consolidated Financial Statements
buku 2024, nilai transaksi tersebut melebihi 20% dari ekuitas for the fiscal year 2024, the transaction value exceeds 20% of
Perseroan, sehingga dikategorikan sebagai Transaksi Material the Company’s equity, thus qualifying as a Material Transaction
sesuai ketentuan POJK No. 17/POJK.04/2020 tentang Transaksi in accordance with OJK Regulation No. 17/POJK.04/2020 on
Material dan Perubahan Kegiatan Usaha. Material Transactions and Changes in Business Activities.
c. Sifat Hubungan Afiliasi c. Nature of the Affiliated Relationship
PT Danantara Asset Management merupakan pemegang PT Danantara Asset Management is the majority shareholder
saham utama Perseroan, sehingga transaksi ini juga of the Company therefore this transaction also constitutes
termasuk Transaksi Afiliasi sebagaimana dimaksud dalam an Affiliated Transaction as defined in OJK Regulation No.
POJK No. 42/POJK.04/2020 tentang Transaksi Afiliasi dan 42/POJK.04/2020 on Affiliated Transactions and Conflict of
Transaksi Benturan Kepentingan. Interest Transactions.
Namun demikian, karena nilai transaksi memenuhi kriteria However, since the value of the transaction meets the criteria of
Transaksi Material, maka pelaksanaan transaksi ini tunduk pada a Material Transaction, the implementation of this transaction is
ketentuan yang diatur dalam POJK 17/2020. governed by the provisions stipulated under POJK 17/2020.
d. Prosedur dan Persetujuan Transaksi d. Transaction Procedures and Approvals
Transaksi ini telah memperoleh persetujuan dari pihak- The transaction has obtained approvals from the relevant
pihak yang berwenang sesuai dengan ketentuan peraturan authorities in accordance with the applicable laws and
perundang-undangan dan Anggaran Dasar Perseroan, antara regulations and the Company’s Articles of Association,
lain: including:
• Persetujuan Pemegang Saham Seri A Dwiwarna selaku • Approval from the Series A Dwiwarna Shareholder
wakil Pemerintah Republik Indonesia; representing the Government of the Republic of
Indonesia;
• Persetujuan Dewan Komisaris Perseroan; serta • Approval from the Board of Commissioners of the
Company; and
• Penyampaian keterbukaan informasi kepada Otoritas • Submission of the disclosure of information to the
Jasa Keuangan (OJK) sesuai ketentuan yang berlaku. Financial Services Authority (OJK) in accordance with
prevailing regulations.
Transaksi ini termasuk dalam kategori transaksi material yang This transaction falls under the category of material transactions
dikecualikan dari kewajiban memperoleh persetujuan RUPS, that are exempt from the requirement to obtain approval from
karena merupakan transaksi restrukturisasi yang dilakukan oleh GMS, as it constitutes a restructuring transaction conducted by a
perusahaan terbuka yang dikendalikan oleh Pemerintah. public company controlled by the Government.
e. Manfaat Transaksi bagi Perseroan e. Benefits of the Transaction for the Company
Pendanaan melalui pinjaman pemegang saham ini The financing through the shareholder loan provides several
memberikan sejumlah manfaat strategis bagi Perseroan, strategic benefits for the Company, including:
antara lain:
• memperkuat likuiditas dan modal kerja untuk mendukung • strengthening liquidity and working capital to support
kegiatan operasional pabrik; plant operations;
• mendukung pemulihan kinerja operasional, khususnya • supporting the recovery of operational performance,
optimalisasi operasional pabrik Hot Strip Mill (HSM) dan particularly the optimization of the Hot Strip Mill (HSM)
fasilitas produksi lainnya; plant and other production facilities;
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• mendukung program efisiensi dan penyehatan organisasi, • supporting efficiency and organizational restructuring
termasuk melalui Program Golden Handshake; serta programs, including through the Golden Handshake
Program; and
• meningkatkan kemampuan Perseroan dalam • enhancing the Company’s capacity to implement its
menjalankan program restrukturisasi serta memperkuat restructuring program and strengthen its long-term
ketahanan usaha dalam jangka panjang. business resilience.
f. Pernyataan Direksi dan Dewan Komisaris f. Statement of the Board of Directors and the Board of
Commissioners
Berdasarkan pemeriksaan secara wajar dan analisa yang Based on reasonable examination and analysis conducted in
dilakukan sehubungan dengan Transaksi Afiliasi yang relation to the disclosed Affiliated Transaction, the Board of
diungkapkan, dengan ini Dewan Komisaris dan Direksi Commissioners and the Board of Directors state that, to the
Perseroan sepanjang pengetahuan serta keyakinan mereka, best of their knowledge and belief, all material information
seluruh informasi material telah diungkapkan dalam has been fully disclosed in the Disclosure of Information.
Keterbukaan Informasi. Lebih lanjut, Direksi dan Dewan Furthermore, the Board of Directors and the Board of
Komisaris Perseroan baik secara sendiri-sendiri maupun Commissioners of the Company, individually and collectively,
bersama-sama menyatakan bahwa Transaksi ini tidak declare that this transaction does not contain any conflict of
mengandung benturan kepentingan sebagaimana diatur interest as stipulated under POJK 42/2020.
pada POJK 42/2020.
Perubahan Ketentuan Perundang-Undangan yang Changes in Laws and Regulations that Have Significant
Berpengaruh Signifikan Impact
UNDANG-UNDANG NOMOR 16 TAHUN 2025 TENTANG BUMN LAW NO. 16 OF 2025 ON STATE-OWNED ENTERPRISES
Pada tanggal 24 Februari 2025, Pemerintah mengundangkan On February 24, 2025, the Government enacted Law No. 16 of 2025
Undang-Undang Nomor 16 Tahun 2025 sebagai Perubahan as the Fourth Amendment to Law No. 19 of 2003 on State-Owned
Keempat atas Undang-Undang Nomor 19 Tahun 2003 tentang Enterprises. This amendment forms part of broader efforts to
Badan Usaha Milik Negara. Perubahan ini merupakan bagian strengthen governance and institutional transformation within
dari upaya penguatan tata kelola dan transformasi kelembagaan Indonesia’s SOE sector.
BUMN secara nasional.
Beberapa perubahan utama dalam regulasi ini antara lain Key changes introduced under this regulation include, among
mencakup pembentukan Badan Pengelola Investasi Danantara, others, the establishment of the Danantara Investment
pembentukan Badan Pengaturan BUMN (BP BUMN) sebagai Management Agency, the formation of the State-Owned
lembaga yang menjalankan fungsi pengaturan sektor BUMN, Enterprises Regulatory Agency (BP BUMN) as the authority
penyesuaian kewenangan Menteri BUMN, serta penataan struktur responsible for regulatory functions in the SOE sector,
kepemilikan saham, termasuk penegasan kepemilikan saham adjustments to the authority of the Minister of SOEs, as well as
Seri A Dwiwarna oleh negara melalui BP BUMN dan pengaturan the restructuring of shareholding arrangements. This includes
struktur holding investasi dan holding operasional. the affirmation of the State’s ownership of Series A Dwiwarna
shares through BP BUMN and the reorganization of investment
and operational holding structures under the Danantara
investment framework.
Sehubungan dengan berlakunya perubahan tersebut, PT Krakatau In response to these regulatory changes, PT Krakatau Steel
Steel (Persero) Tbk telah melakukan berbagai penyesuaian yang (Persero) Tbk has undertaken the necessary adjustments to
diperlukan guna memastikan bahwa kebijakan, tata kelola, serta ensure that its policies, governance practices, and business
kegiatan usaha Perseroan tetap selaras dengan ketentuan activities remain fully aligned with applicable laws and
peraturan perundang-undangan yang berlaku. regulations.
PERATURAN OTORITAS JASA KEUANGAN NOMOR 9 TAHUN 2025 FINANCIAL SERVICES AUTHORITY REGULATION NO. 9 OF 2025
Pada tanggal 6 Mei 2025, Peraturan Otoritas Jasa Keuangan On May 6, 2025, Financial Services Authority Regulation (POJK)
(POJK) Nomor 9 Tahun 2025 tentang Dematerialisasi Efek Bersifat No. 9 of 2025 concerning the Dematerialization of Equity
Ekuitas dan Pengelolaan Aset yang Tidak Diklaim di Pasar Modal Securities and the Management of Unclaimed Assets in the
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mulai berlaku. Regulasi ini mengatur penerbitan efek bersifat Capital Market came into effect. This regulation governs the
ekuitas tanpa warkat, pelaksanaan proses dematerialisasi, issuance of scripless equity securities, the implementation of
pengelolaan aset yang tidak diklaim, serta aspek perlindungan dematerialization processes, the management of unclaimed
hak pemegang saham. assets, as well as the protection of shareholders’ rights.
Pemberlakuan peraturan ini mendorong transformasi menuju The implementation of this regulation encourages a
sistem efek tanpa warkat secara menyeluruh di pasar modal comprehensive transition toward a fully scripless securities
Indonesia. Dalam konteks tersebut, Perseroan sebagai Emiten system in Indonesia’s capital market. In this context, the Company,
dan Perusahaan Terbuka melakukan penyesuaian terhadap as an issuer and publicly listed company, has undertaken
proses penerbitan, pencatatan, serta administrasi saham yang adjustments to its processes for share issuance, recording, and
kini dilaksanakan secara elektronik. administration, which are now conducted electronically.
Perubahan Kebijakan Akuntansi Changes In Accounting Policy
Perseroan senantiasa memantau perkembangan standar The Company continuously monitors developments in financial
akuntansi keuangan yang berlaku di Indonesia sebagai bagian accounting standards in Indonesia as part of its efforts to
dari upaya menjaga kualitas pelaporan keuangan serta maintain the quality of financial reporting and ensure compliance
kepatuhan terhadap ketentuan peraturan perundang-undangan with applicable laws and regulations.
yang berlaku.
Sehubungan dengan hal tersebut, terdapat sejumlah standar In this regard, several new standards, revisions, amendments,
baru, revisi, amandemen, serta penyesuaian tahunan atas and annual improvements to the Statements of Financial
Pernyataan Standar Akuntansi Keuangan (PSAK) yang akan Accounting Standards (PSAK) will become effective in upcoming
berlaku efektif pada periode mendatang. reporting periods.
Untuk periode yang dimulai pada atau setelah 1 Januari 2026, For periods beginning on or after January 1, 2026, with early
dengan penerapan dini diperkenankan, perubahan standar adoption permitted, the changes include, among others:
meliputi antara lain:
• Amandemen PSAK 109: Instrumen Keuangan dan PSAK 107: • Amendments to PSAK 109: Financial Instruments and PSAK
Instrumen Keuangan: Pengungkapan terkait klasifikasi dan 107: Financial Instruments: Disclosures related to the
pengukuran instrumen keuangan; classification and measurement of financial instruments;
• Penyesuaian tahunan atas PSAK 107, PSAK 109, PSAK 110, dan • Annual improvements to PSAK 107, PSAK 109, PSAK 110, and
PSAK 207; serta PSAK 207; and
• Revisi PSAK 338: Kombinasi Bisnis Entitas Sepengendali • Revisions to PSAK 338: Business Combinations under
terkait ruang lingkup dan penerapan metode penyatuan Common Control related to scope and the application of the
kepemilikan. pooling of interests method.
Selanjutnya, untuk periode yang dimulai pada atau setelah 1 Furthermore, for periods beginning on or after January 1, 2027,
Januari 2027, dengan penerapan dini diperkenankan, perubahan with early adoption permitted, the changes include, among
standar meliputi antara lain: others:
• PSAK 118: Penyajian dan Pengungkapan dalam Laporan • PSAK 118: Presentation and Disclosures in Financial
Keuangan; Statements;
• PSAK 119: Entitas Anak tanpa Akuntabilitas Publik: • PSAK 119: Subsidiaries without Public Accountability:
Pengungkapan beserta amandemennya; Disclosures, including its amendments;
• Revisi PSAK 401: Penyajian dan Pengungkapan dalam • Revised PSAK 401: Presentation and Disclosures in Sharia
Laporan Keuangan Syariah; Financial Statements;
• ISAK 403: Komponen Laporan Keuangan Entitas Syariah • ISAK 403: Components of Financial Statements for Sharia
yang menerapkan SAK Indonesia untuk Entitas Privat dan Entities applying Indonesian Accounting Standards for
Entitas Mikro, Kecil, dan Menengah; Private Entities and for Micro, Small, and Medium Entities;
• PSAK 413: Penurunan Nilai; serta • PSAK 413: Impairment; and
• PSAK 414: Penurunan Nilai Aset Keuangan Syariah bagi • PSAK 414: Impairment of Sharia Financial Assets for entities
entitas yang menerapkan SAK Indonesia untuk Entitas Privat. applying Indonesian Accounting Standards for Private
Entities.
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Hingga tanggal penerbitan laporan tahunan ini, Perseroan masih As of the issuance date of this Annual Report, the Company is
melakukan evaluasi atas potensi dampak penerapan standar- still evaluating the potential impact of the implementation of
standar tersebut terhadap laporan keuangan Perseroan di masa these new standards, amendments, and interpretations on its
mendatang. Perseroan akan memastikan kesiapan implementasi future financial statements. The Company will ensure readiness
melalui penyesuaian kebijakan akuntansi, sistem pelaporan, for implementation through adjustments to accounting policies,
serta peningkatan kapasitas sumber daya yang diperlukan. reporting systems, and the enhancement of relevant human
resource capabilities.
KINERJA ENTITAS ANAK PERFORMANCE OF SUBSIDIARIES
Alamat Pabrik | Factory Address
Jl. Industri No. 5, Ramanuju, Kec. Purwakarta, Kota Cilegon,
Banten 42435.
PT KRAKATAU BAJA KONSTRUKSI
PT Krakatau Baja Konstruksi (“PT KBK”) pertama kali didirikan PT Krakatau Baja Konstruksi (“PT KBK”) was originally established on
pada 24 Juli 1992 dengan nama PT Krakatau Wajatama (“PT July 24, 1992, under the name PT Krakatau Wajatama (“PT KWT”). The
KWT”). Perubahan nama dari PT KWT menjadi PT KBK dilakukan change of name from PT KWT to PT KBK was effected on September
pada 1 September 2021 seiring dengan transformasi Perseroan 1, 2021, in line with the Company’s transformation through the
melalui pembentukan Subholding Krakatau Baja Konstruksi. establishment of the Krakatau Baja Konstruksi Subholding.
Pembentukan Subholding Krakatau Baja Konstruksi merupakan The establishment of the Krakatau Baja Konstruksi Subholding
bagian dari upaya restrukturisasi dan penguatan portofolio bisnis forms part of the Company’s restructuring and portfolio
Perseroan yang bertujuan untuk meningkatkan nilai perusahaan, strengthening initiatives aimed at enhancing corporate value,
mengoptimalkan kinerja operasional, serta membangun model optimizing operational performance, and developing a more
bisnis yang lebih terintegrasi dalam penyediaan solusi baja integrated business model in the provision of steel construction
konstruksi. solutions.
Dalam struktur subholding tersebut, PT KBK membawahi Within the subholding structure, PT KBK oversees several
sejumlah entitas anak yang bergerak pada berbagai segmen subsidiaries operating in various supporting segments of
usaha pendukung industri baja, yaitu bisnis pipa baja melalui PT the steel industry, namely the steel pipe business through PT
Krakatau Pipe Industries (“PT KPI”), perdagangan bahan baku dan Krakatau Pipe Industries (“PT KPI”), raw material and steel product
produk baja melalui PT Krakatau Global Trading (“PT KGT”), jasa trading through PT Krakatau Global Trading (“PT KGT”), workshop
workshop dan maintenance melalui PT Krakatau Perbengkelan and maintenance services through PT Krakatau Perbengkelan
dan Perawatan (“PT KPDP”), serta jasa konsultansi engineering dan Perawatan (“PT KPDP”), and engineering and management
dan manajemen melalui PT Krakatau Konsultan (“PT KK”). consulting services through PT Krakatau Konsultan (“PT KK”).
Berdasarkan Anggaran Dasar, PT KBK menjalankan kegiatan Based on its Articles of Association, PT KBK conducts business
usaha di bidang industri penggilingan baja (steel rolling), industri activities in the steel rolling industry, heavy steel construction
konstruksi berat berbasis baja siap pasang untuk bangunan, manufacturing for prefabricated building structures, wholesale
perdagangan besar dan eceran logam untuk bahan konstruksi, and retail trading of metal products for construction materials,
serta jasa konsultasi manajemen. as well as management consulting services.
Hingga 31 Desember 2025, PT KBK memiliki penyertaan saham As of December 31, 2025, PT KBK held share ownership in the
pada beberapa entitas sebagai berikut: following entities:
1. 99,498% pada PT Krakatau Pipe Industries (PT KPI); 1. 99.498% in PT Krakatau Pipe Industries (PT KPI);
2. 99,998% pada PT Krakatau Global Trading (PT KGT); 2. 99.998% in PT Krakatau Global Trading (PT KGT);
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3. 90,0% pada PT Krakatau Perbengkelan dan Perawatan (PT 3. 90.0% in PT Krakatau Perbengkelan dan Perawatan (PT
KPDP); KPDP);
4. 99,9% pada PT Krakatau Konsultan (PT KK); 4. 99.9% in PT Krakatau Konsultan (PT KK);
5. 67,0% pada PT Krakatau Wajatama Osaka Steel Marketing (PT 5. 67.0% in PT Krakatau Wajatama Osaka Steel Marketing (PT
KWOSM); dan KWOSM); and
6. 30,0% pada PT Wijaya Karya Krakatau Beton (PT WKKB). 6. 30.0% in PT Wijaya Karya Krakatau Beton (PT WKKB).
KEPENGURUSAN PERUSAHAAN MANAGEMENT
Susunan Dewan Komisaris dan Direksi PT KBK per 31 Desember The composition of the Board of Commissioners and the Board
2025 adalah sebagai berikut: of Directors of PT KBK as of December 31, 2025, was as follows:
Jabatan | Position Nama | Name
Dewan Komisaris | Board of Commissioners
Komisaris Utama | President Commissioner Edward Sihombing
Komisaris | Commissioner Jhohannes Marbun
Komisaris | Commissioner KRAy Intan Dewi Rumbinang
Komisaris | Commissioner Endang Fauzi Ardiansyah
Komisaris | Commissioner Heri Jerman
Direksi | Board of Directors
Plt. Direktur Utama | Act. President Director Bobby Sumardiat Atmosudirjo
Plt. Direktur Komersial merangkap Plt. Direktur Keuangan & Umum | Act. Makmun
Director of Commerce concurrent Act. Director of Finance and General Affairs
Plt. Direktur Operasi | Act. Director of Operations Deidin Agung Sapta Noviawan
AKTIVITAS USAHA BUSINESS ACTIVITIES
Sepanjang tahun 2025, Subholding PT KBK menjalankan Throughout 2025, the PT KBK Subholding carried out various
berbagai aktivitas usaha yang mencakup produksi dan penjualan business activities including the production and sales of
produk baja konstruksi serta pipa baja, pengembangan construction steel products and steel pipes, expansion of
penjualan produk baja hilir dan jasa fabrikasi, pengolahan produk downstream steel product and fabrication sales, by-product
samping (by-product), perdagangan bahan baku dan produk processing, trading of raw materials and steel products,
baja, layanan workshop dan maintenance, serta penyediaan workshop and maintenance services, as well as engineering
jasa konsultansi engineering dan manajemen. Seluruh aktivitas and management consulting services. These activities were
tersebut dilaksanakan dengan fokus pada peningkatan efisiensi carried out with a focus on improving operational efficiency and
operasional serta penguatan margin usaha. strengthening business margins.
KINERJA USAHA BUSINESS PERFORMANCE
Pada tahun 2025, Subholding PT KBK mencatatkan pendapatan In 2025, the PT KBK Subholding recorded operating revenues of
usaha sebesar USD349,78 juta, meningkat 3,41% dibandingkan USD349.78 million, an increase of 3.41% compared to USD338.23
USD338,23 juta pada tahun 2024. Sementara itu, laba tahun million in 2024. Meanwhile, profit for the year amounted to
berjalan tercatat sebesar USD3,80 juta, menurun 18,23% USD3.80 million, representing a decrease of 18.23% from
dibandingkan USD12,06 juta pada tahun sebelumnya, yang antara USD12.06 million in the previous year, mainly influenced by
lain dipengaruhi oleh dinamika biaya operasional dan kondisi operational cost dynamics and steel market conditions during
pasar baja sepanjang tahun pelaporan. the reporting year.
PT Krakatau Steel Tbk
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(Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian 2025 2024 % Description
Growth
Pendapatan Neto 349.776 338.229 11.546 3,41 Net Revenue
Laba Bruto 10.346 37.859 (27.513) (72,67) Gross Profit
Laba Tahun Berjalan 3.801 12.064 (8.263) (68,49) Profit for the Year
Alamat Pabrik | Factory Address
Kawasan Industri Krakatau Steel Jl. Amerika, Samangraya, Kec.
Citangkil, Kota Cilegon, Banten – 42435, Indonesia.
PT KRAKATAU BAJA INDUSTRI
PT Krakatau Baja Industri (“PT KBI”) didirikan pada 5 Desember PT Krakatau Baja Industri (“PT KBI”) was established on December
2022 dan berfokus pada penyediaan produk baja lembaran dingin 5, 2022 and focuses on providing high-quality cold-rolled
berkualitas bagi industri hilir. Dalam menjalankan kegiatan steel products for downstream industries. In carrying out its
usahanya, PT KBI mengoperasikan fasilitas Cold Rolling Mill milik business activities, PT KBI operates the Cold Rolling Mill facility
PT Krakatau Steel (Persero) Tbk secara efisien guna mendukung of PT Krakatau Steel (Persero) Tbk efficiently to support the
pengembangan bisnis core steel yang lebih kompetitif dan development of a more competitive and sustainable core steel
berkelanjutan. business.
KEPENGURUSAN PERUSAHAAN MANAGEMENT
Susunan Dewan Komisaris dan Direksi PT KBI per 31 Desember The composition of the Board of Commissioners and the Board
2025 adalah sebagai berikut: of Directors of PT KBI as of December 31, 2025, was as follows:
Jabatan | Position Nama | Name
Dewan Komisaris | Board of Commissioners
Komisaris | Commissioner Djoko Muljono
Direksi | Board of Directors
Plt. Direktur Utama | Act. President Director Arief Purnomo
Direktur SDM & Keuangan | Director of HC & Finance Aditya Chandra Wirawan
Direktur Operasi | Director of Operations Muhamad Andi Wicaksono
AKTIVITAS USAHA BUSINESS ACTIVITIES
Pada tahun 2025, kegiatan usaha PT KBI berfokus pada produksi In 2025, PT KBI’s business activities focused on the production
dan penjualan produk baja lembaran, yaitu Cold Rolled Coil (CRC), and sale of flat steel products, namely Cold Rolled Coil (CRC),
Cold Rolled Sheet (CRS), serta Hot Rolled Pickled and Oiled (HRPO) Cold Rolled Sheet (CRS), and Hot Rolled Pickled and Oiled (HRPO)
dengan berbagai spesifikasi dan ukuran yang disesuaikan dengan in various specifications and sizes tailored to meet the needs of
kebutuhan pelanggan dari sektor industri hilir. downstream industrial customers.
KINERJA USAHA BUSINESS PERFORMANCE
Pada tahun 2025, PT KBI mencatatkan pendapatan usaha sebesar In 2025, PT KBI recorded operating revenues of USD320.79
USD320,79 juta, meningkat 5,31% dibandingkan USD304,62 juta million, representing an increase of 5.31% compared to
pada tahun sebelumnya. USD304.62 million in the previous year.
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Namun demikian, Perseroan masih mencatatkan rugi tahun However, the Company still recorded a loss for the year amounting
berjalan sebesar USD29,45 juta, meningkat 82,70% dibandingkan to USD29.45 million, an increase of 82,70% compared to a loss of
rugi sebesar USD16,12 juta pada tahun sebelumnya. USD16.12 million in the previous year.
Kinerja tersebut antara lain dipengaruhi oleh tingginya The performance was mainly affected by intensifying
persaingan dengan produk impor beserta produk turunannya, competition from imported products and their derivatives,
yang berdampak pada pencapaian volume penjualan serta which impacted sales volume and reduced the Company’s pricing
tingkat harga yang kurang kompetitif. Selain itu, tekanan pada competitiveness. In addition, performance was also pressured by
kinerja juga dipengaruhi oleh penurunan rata-rata harga jual a decline in the average selling price compared to the previous
dibandingkan tahun sebelumnya, yang berdampak pada nilai year, which affected the Company’s overall sales value during the
penjualan Perseroan selama periode pelaporan. reporting period.
(Dalam ribuan USD | In thousands of USD)
Uraian 2025 2024 Pertumbuhan % Description
Growth
Pendapatan Neto 320.786 304.615 16.170 5,31 Net Revenue
Laba (Rugi) Bruto (11.592) 457 (12.050) (2.634,60) Gross Profit (Loss)
Rugi Tahun Berjalan (29.449) (16.118) (13.331) 82,70 Profit (Loss) for the Year
Alamat Pabrik | Factory Address Kantor Jakarta | Jakarta Office
Kantor Cilegon: Gedung Krakatau Steel Lt.8
Wisma Krakatau Lt.2 Jl. Jend. Gatot Subroto Kav 54, Jakarta Selatan - 12950,
Jl. KH. Yasin Beji No 6 Cilegon, Banten - 42435, Indonesia. Indonesia
PT KRAKATAU SARANA INFRASTRUKTUR
Cikal bakal pembentukan PT Krakatau Sarana Infrastruktur (“PT The establishment of PT Krakatau Sarana Infrastruktur (“PT KSI”)
KSI”) diawali dengan pendirian PT Krakatau Industrial Estate originated from the founding of PT Krakatau Industrial Estate
Cilegon (“PT KIEC”) pada 16 Juni 1982. Selanjutnya, pada 30 Juni Cilegon (“PT KIEC”) on June 16, 1982. Subsequently, on June 30,
2021 Perseroan membentuk Subholding Sarana Infrastruktur 2021, the Company established the Infrastructure Subholding
sebagai bagian dari transformasi bisnis. Seiring dengan as part of its business transformation initiative. In line with the
pembentukan subholding tersebut, pada 2 Juli 2021 dilakukan formation of this subholding, on July 2, 2021, the name of PT KIEC
perubahan nama dari PT KIEC menjadi PT Krakatau Sarana was officially changed to PT Krakatau Sarana Infrastruktur (PT
Infrastruktur (PT KSI) yang berfokus menjalankan usaha di bidang KSI), which focuses on operating an integrated industrial estate
penyediaan kawasan industri terintegrasi. business.
Sebagai induk subholding Sarana Infrastruktur, PT KSI As the parent entity of the Infrastructure Subholding, PT KSI
membawahi sejumlah entitas anak yang bergerak di berbagai oversees several subsidiaries operating in various industrial
bidang usaha pendukung kawasan industri, antara lain bisnis estate supporting businesses, including port services through
kepelabuhanan melalui PT Krakatau Bandar Samudera (“PT PT Krakatau Bandar Samudera (“PT KBS”), industrial water supply
KBS”), penyediaan air industri melalui PT Krakatau Tirta Industri through PT Krakatau Tirta Industri (“PT KTI”), industrial estate
(“PT KTI”), pengelolaan kawasan industri dan properti melalui and property management through PT Krakatau Sarana Properti
PT Krakatau Sarana Properti (“PT KSP”), layanan teknologi (“PT KSP”), information technology services through PT Krakatau
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informasi melalui PT Krakatau Information Technology (“PT Information Technology (“PT KIT”), as well as vehicle rental
KIT”), serta jasa penyewaan kendaraan dan perdagangan lainnya and other trading services through PT Krakatau Jasa Industri
melalui PT Krakatau Jasa Industri (“PT KJI”). (“PT KJI”).
KEPENGURUSAN PERUSAHAAN MANAGEMENT
Susunan Dewan Komisaris dan Direksi PT KSI per 31 Desember The composition of the Board of Commissioners and the Board
2025 adalah sebagai berikut: of Directors of PT KSI as of December 31, 2025, was as follows:
Jabatan | Position Nama | Name
Dewan Komisaris | Board of Commissioners
Nur Hidayat
Plt. Komisaris Utama | Act. President Commissioner
Komisaris | Commissioner Sonny Magranta Silaban
Plt. Komisaris | Act. Commissioner Thomas Albert Pantouw
Plt. Komisaris | Act. Commissioner Nur Hidayat
Direksi | Board of Directors
Plt. Direktur Utama | Act. President Director Dazul Herman
Direktur SDM & Keuangan | Director of HC & Finance Shirley Shinta
Plt. Direktur Pengembangan Usaha | Act. Director of Business Development Rachman Hidayat
AKTIVITAS USAHA BUSINESS ACTIVITIES
Pada tahun 2025, PT KSI menjalankan kegiatan usaha utama In 2025, PT KSI carried out its main business activities in the
berupa pengelolaan dan pengembangan kawasan industri di management and development of the industrial estate in Cilegon.
Cilegon. Sebagai kawasan industri terintegrasi, PT KSI didukung As an integrated industrial estate, PT KSI is supported by a range
oleh berbagai layanan penunjang yang disediakan oleh entitas of complementary services provided by its subsidiaries, including
anak, meliputi layanan kepelabuhanan, penyediaan air industri, port services, industrial water supply, property and residential
pengelolaan properti dan kawasan hunian, layanan teknologi estate management, information technology services, vehicle
informasi, jasa penyewaan kendaraan, serta berbagai layanan rental services, and other supporting services that strengthen
pendukung lainnya yang memperkuat ekosistem kawasan industri. the industrial estate ecosystem.
KINERJA USAHA BUSINESS PERFORMANCE
Pada tahun 2025, PT KSI mencatatkan pendapatan usaha sebesar In 2025, PT KSI recorded operating revenues of USD252.50
USD252,50 juta, meningkat 15,06% dibandingkan USD219,44 juta million, representing an increase of 15.06% compared to
pada tahun 2024. Laba tahun berjalan tercatat sebesar USD36,31 USD219.44 million in 2024. Profit for the year amounted to
juta, menurun 34,35% dibandingkan USD56,43 juta pada tahun USD36.31 million, reflecting a decrease of 34.35% compared to
sebelumnya. USD56.43 million in the previous year.
(Dalam ribuan USD | In thousands of USD)
Uraian 2025 2024 Pertumbuhan | Growth % Description
Pendapatan Neto 252.497 219.443 33.054 15,06 Net Revenue
Laba Bruto 79.468 79.302 166 0,21 Gross Profit (Loss)
Laba Tahun Berjalan 37.047 56.427 (19.381) (34,35) Profit (Loss) for the Year
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Kantor Cilegon | Cilegon Office Kantor Jakarta | Jakarta Office
Gedung KE Gedung Krakatau Steel, Lt. 7
Jl. Asia Raya Kav. O.3 Kawasan Industri Krakatau Cilegon, Banten Jl. Jend. Gatot Subroto Kav. 54, Jakarta Selatan – 12950, Indonesia.
Telp : (0254) 394100
PT KRAKATAU ENGINEERING
PT Krakatau Engineering (“PT KE”) didirikan pada 12 Oktober PT Krakatau Engineering (“PT KE”) was established on October 12,
1988 dan berfokus untuk menjalankan kegiatan usaha di bidang 1988, and focuses on carrying out business activities in industrial
rancang bangun dan perekayasaan industri, perencanaan dan engineering and design, planning and construction contracting
pemborongan/kontraktor segala jenis bangunan, ekspor dan for various types of buildings, as well as the export and import
impor barang/jasa serta perangkat lunak yang berkaitan dengan of goods, services, and software related to these business
kegiatan usaha tersebut. activities.
KEPENGURUSAN PERUSAHAAN MANAGEMENT
Susunan Dewan Komisaris dan Direksi PT KE per 31 Desember The composition of the Board of Commissioners and the Board
2025 adalah sebagai berikut: of Directors of PT KE as of December 31, 2025, was as follows:
Jabatan | Position Nama | Name
Dewan Komisaris | Board of Commissioners
Plt. Komisaris Utama | Act. President Commissioner Agus Sutomo
Komisaris | Commissioner Adri Muluk
Direksi | Board of Directors
Plt. Direktur Utama merangkap Plt. Direktur Bisnis & Operasi | Act. President Ahmad Hafidz Saubari
Director and Act. Director of Business & Operations
Direktur SDM & Keuangan | Director of HC & Finance Nazwandi
AKTIVITAS USAHA BUSINESS ACTIVITIES
Kegiatan usaha yang dijalankan PT KE di tahun 2025, antara lain In 2025, PT KE carried out business activities including
Jasa Perekayasaan, Pengadaan dan Konstruksi (Engineering, Engineering, Procurement, and Construction (EPC) services, as
Procurement, Construction/”EPC”) serta Manajemen Proyek dan well as project management and maintenance services. These
Perawatan yang meliputi sektor pembangunan, pengembangan activities covered development, expansion, and maintenance
dan perawatan di bidang industri logam, energi, kimia, petrokimia, projects in the metal industry, energy, chemical, petrochemical,
dan infrastruktur. and infrastructure sectors.
KINERJA UTAMA KEY PERFORMANCE
Pada tahun 2025, PT KE mencatatkan pendapatan usaha sebesar In 2025, PT KE recorded operating revenues of USD22.03 million,
USD22,03 juta, meningkat 82,13% dibandingkan USD12,10 juta representing an increase of 82,13% compared to USD12.10 million
pada tahun 2024. in 2024.
Seiring dengan peningkatan pendapatan tersebut, Perseroan In line with the revenue growth, the Company recorded a profit
berhasil mencatatkan laba tahun berjalan sebesar USD5,87 juta, for the year of USD5.87 million, reversing from a loss of USD8.53
berbalik dari rugi sebesar USD8,53 juta pada tahun sebelumnya. million in the previous year.
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(Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian 2025 2024 % Description
Growth
Pendapatan Neto 22.032 12.097 9.936 82,13 Net Revenue
Laba Bruto 2.770 2.164 605 27,97 Gross Profit (Loss)
Laba (Rugi) Tahun Berjalan 5.873 (8.532) 14.405 N/A Profit (Loss) for the Year
Alamat Pabrik | Factory Address
Gedung ADB Krakatau Steel
Jl. Industri No. 5 Ramanuju, Kec. Purwakarta, Kota Cilegon, Banten -
42435, Indonesia.
PT MERATUS JAYA IRON & STEEL
PT Meratus Jaya Iron & Steel (“PT MJIS”) didirikan pada tahun 2008 PT Meratus Jaya Iron & Steel (“PT MJIS”) was established in 2008
dan berfokus menjalankan kegiatan usaha di bidang industri besi and focuses on carrying out business activities in the iron and
dan baja. Kegiatan usaha tersebut meliputi pembangunan dan steel industry. These activities include the construction and
pengoperasian pabrik besi dan baja serta pembangkit tenaga operation of iron and steel plants and power plants, marketing and
listrik, pemasaran dan distribusi produk besi dan baja, konstruksi distribution of iron and steel products, steel-based construction,
berbasis baja, serta kegiatan ekspor, impor, dan perdagangan as well as the export, import, and trading of steel and aluminum
logam baja dan aluminium. PT MJIS memiliki fasilitas pabrik metals. PT MJIS operates a plant located in Batulicin, Tanah
yang berlokasi di Batulicin, Kabupaten Tanah Bumbu, Kalimantan Bumbu Regency, South Kalimantan.
Selatan.
KEPENGURUSAN PERUSAHAAN MANAGEMENT
Susunan Dewan Komisaris dan Direksi PT MJIS per 31 Desember The composition of the Board of Commissioners and the Board
2025 adalah sebagai berikut: of Directors of PT MJIS as of December 31, 2025, was as follows:
Jabatan | Position Nama | Name
Dewan Komisaris | Board of Commissioners
Komisaris | Commissioner Wisnu Wahyudin Pettalolo
Direksi | Board of Directors
Plt. Direktur | Act. Director Dicky Mardiana
AKTIVITAS USAHA BUSINESS ACTIVITIES
Pada tahun 2025, kegiatan usaha PT MJIS berfokus pada aktivitas In 2025, PT MJIS’s business activities focused on trading
perdagangan (trading), khususnya perdagangan scrap melalui activities, particularly scrap trading through sales and purchase
kerja sama jual beli dengan PT Kereta Api Indonesia (Persero), cooperation with PT Kereta Api Indonesia (Persero), as well as
serta perdagangan coke breeze milik Perseroan. trading of the Company’s coke breeze.
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KINERJA USAHA BUSINESS PERFORMANCE
Pada tahun 2025, PT MJIS mencatatkan pendapatan usaha In 2025, PT MJIS recorded operating revenues of USD1.67 million,
sebesar USD1,67 juta, relatif stabil dibandingkan USD1,67 juta relatively stable compared to USD1.67 million in 2024. Profit for
pada tahun 2024. Laba tahun berjalan tercatat sebesar USD19,15 the year amounted to USD19.15 million, representing a significant
juta, meningkat signifikan dibandingkan USD2,00 juta pada increase compared to USD2.00 million in the previous year.
tahun sebelumnya.
Peningkatan laba tersebut antara lain disebabkan karena dampak The increase in profit was partly attributable to the interest
bunga utang restrukturisasi PT KS dan Group. impact arising from the restructured debt of PT KS and its Group.
(Dalam ribuan USD | In thousands of USD)
Pertumbuhan
Uraian 2025 2024 % Description
Growth
Pendapatan Neto 1.665 1.674 (9) (0,53) Net Revenue
Laba Bruto 36 43 (7) (16,63) Gross Profit
Laba Tahun Berjalan 19.151 2.004 17.146 855,44 Profit for the Year
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TATA KELOLA PERUSAHAAN Corporate Governance
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Tata Kelola Perusahaan
Corporate Governance
“TRANSFORMASI PERSEROAN HANYA AKAN
BERMAKNA APABILA DIBANGUN DI ATAS TATA KELOLA
YANG KUAT, TRANSPARAN, DAN BERINTEGRITAS.”
“The Company’s transformation is meaningful only when it is built upon
strong, transparent, and integrity-driven governance.”
KOMITMEN PENERAPAN GCG
GCG Implementation Commitment
Tahun 2025 merupakan fase krusial bagi Perseroan dalam The year 2025 marked a critical phase for the Company in
meneguhkan arah transformasi korporasi melalui strategi reaffirming its corporate transformation agenda through the
Committed to Transform. Transformasi tersebut tidak hanya Committed to Transform strategy. This transformation was
dimaknai sebagai perbaikan kinerja finansial dan operasional, not merely defined as financial and operational improvement,
tetapi juga sebagai pembaruan menyeluruh terhadap fondasi but as a comprehensive renewal of the Company’s governance
tata kelola perusahaan. Bagi Perseroan, Tata Kelola Perusahaan foundation. For the Company, Good Corporate Governance
yang Baik atau Good Corporate Governance (“GCG”) bukan (“GCG”) is not merely a compliance framework, but the principal
sekadar kerangka kepatuhan, melainkan arsitektur utama yang architecture that ensures every restructuring initiative, business
memastikan setiap langkah restrukturisasi, konsolidasi bisnis, consolidation effort, and business model strengthening process
serta penguatan model usaha berjalan secara transparan, is conducted in a transparent, measurable, and accountable
terukur, dan akuntabel. manner.
Dalam konteks transformasi 2025, penerapan GCG difokuskan Within the context of the 2025 transformation, GCG
pada tiga agenda strategis. Pertama, memperkuat integritas implementation was focused on three strategic priorities.
proses pengambilan keputusan melalui penguatan peran dan First, strengthening the integrity of decision-making
fungsi organ Perseroan, termasuk efektivitas pengawasan processes through enhancing the roles and functions of the
Dewan Komisaris serta optimalisasi peran komite-komite Company’s organs, including the effectiveness of the Board of
pendukung. Kedua, meningkatkan disiplin Manajemen Risiko Commissioners’ oversight and the optimization of supporting
dan Pengendalian Internal guna menjaga stabilitas operasional committees. Second, reinforcing Risk Management discipline
di tengah dinamika industri baja global yang semakin and Internal Control Systems to safeguard operational stability
kompetitif. Ketiga, memastikan keterbukaan informasi dan amid the increasingly competitive global steel industry.
kepatuhan terhadap regulasi sebagai wujud perlindungan Third, ensuring transparency and regulatory compliance as a
terhadap kepentingan pemegang saham dan seluruh pemangku manifestation of the Company’s commitment to protecting the
kepentingan. interests of shareholders and all stakeholders.
Perseroan menyadari bahwa keberhasilan transformasi sangat The Company recognizes that the success of its transformation
bergantung pada konsistensi penerapan prinsip transparansi, is highly dependent on the consistent implementation of the
akuntabilitas, responsibilitas, independensi, dan kewajaran principles of transparency, accountability, responsibility,
(TARIF) di seluruh lini organisasi. Oleh karena itu, implementasi independence, and fairness (TARIF) across all levels of the
GCG tidak ditempatkan sebagai fungsi administratif, melainkan organization. Accordingly, GCG implementation is not positioned
sebagai governance discipline yang terintegrasi dengan strategi merely as an administrative function, but as a governance
korporasi, manajemen kinerja, serta budaya kerja berbasis discipline integrated with corporate strategy, performance
integritas dan profesionalisme. Pendekatan ini menjadi fondasi management, and a work culture grounded in integrity and
untuk membangun kembali kepercayaan pasar, memperkuat professionalism. This approach serves as the foundation
reputasi korporasi, dan memastikan keberlanjutan usaha jangka for rebuilding market confidence, strengthening corporate
panjang. reputation, and ensuring long-term business sustainability.
Dalam menjalankan komitmen tersebut, Perseroan mengacu In implementing this commitment, the Company refers to the
pada Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2021 Indonesian Corporate Governance Code (PUGKI) issued by
2021 yang diterbitkan oleh Komite Nasional Kebijakan Governansi the National Committee on Governance Policy, as well as the GCG
serta standar penerapan GCG untuk Badan Usaha Milik Negara implementation standards for State-Owned Enterprises (“SOEs”)
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(“BUMN”) yang ditetapkan oleh Badan Pengaturan BUMN yakni stipulated by the SOE regulatory authority under Minister of SOEs
Peraturan Menteri BUMN No. PER-02/MBU/03/2023 tentang Regulation No. PER-02/MBU/03/2023 concerning Guidelines on
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Governance and Significant Corporate Activities of State-Owned
Badan Usaha Milik Negara (“Permen BUMN 2/2023”). Selain itu, Enterprises (“Permen BUMN 2/2023”). In addition, since 2018,
sejak tahun 2018 Perseroan juga mengadopsi standar ASEAN the Company has adopted the ASEAN Corporate Governance
Corporate Governance Scorecard yang diterbitkan oleh ASEAN Scorecard issued by the ASEAN Capital Markets Forum (ACMF)
Capital Markets Forum (ACMF) dan Asian Development Bank and the Asian Development Bank as a reference for regional best
sebagai referensi praktik tata kelola berstandar regional. governance practices.
Penerapan ASEAN CG Scorecard mencakup penilaian atas The implementation of the ASEAN CG Scorecard covers the
hak dan perlakuan setara pemegang saham, peran pemangku assessment of shareholders’ rights and equitable treatment,
kepentingan, pengungkapan dan transparansi, serta tanggung the role of stakeholders, disclosure and transparency, and
jawab Dewan, termasuk mekanisme penilaian bonus and penalty the responsibilities of the Board, including the Level 2 bonus
pada Level 2. Perseroan telah melakukan self-assessment and penalty mechanism. The Company has conducted a self-
sebagai bagian dari upaya peningkatan kualitas tata kelola assessment as part of its ongoing efforts to enhance governance
secara berkelanjutan. quality.
Penyelarasan terhadap regulasi nasional dan standar regional Alignment with national regulations and regional standards
tersebut merupakan bagian dari langkah sistematis Perseroan forms part of the Company’s systematic efforts to strengthen
dalam memperkuat struktur tata kelola yang adaptif, kredibel, an adaptive and credible governance structure in support
dan selaras dengan tuntutan transformasi. Dengan fondasi tata of its transformation agenda. With an increasingly robust
kelola yang semakin kokoh, Perseroan optimistis bahwa agenda governance foundation, the Company remains optimistic that
transformasi 2025 tidak hanya menghasilkan perbaikan kinerja the 2025 transformation agenda will not only deliver short-term
jangka pendek, tetapi juga membangun sistem perusahaan yang performance improvements but also build a more resilient and
lebih resilien, berdaya saing, dan siap menciptakan nilai tambah competitive organization capable of creating sustainable long-
berkelanjutan bagi seluruh pemangku kepentingan. term value for all stakeholders.
PROGRAM KRAKATAU STEEL BERSIH (KS BERSIH) KRAKATAU STEEL BERSIH (KS BERSIH) PROGRAM
Sebagai bagian dari transformasi menyeluruh yang dijalankan As part of the comprehensive transformation undertaken in 2025,
pada 2025, Perseroan menegaskan kembali komitmennya the Company reaffirmed its commitment to integrity through
terhadap integritas melalui penguatan Program Krakatau Bersih the strengthening of the Krakatau Bersih (KS Bersih) Program.
(KS Bersih). Program ini selaras dengan arahan BP BUMN beserta This program is aligned with the directives of BP BUMN and BPI
BPI Danantara untuk mewujudkan praktik bisnis yang bebas dari Danantara to promote business practices free from Corruption,
korupsi, kolusi, dan nepotisme (KKN), sekaligus menempatkan BP Collusion, and Nepotism (KKN), while positioning BP BUMN and
BUMN dan BPI Danantara sebagai role model dalam pencegahan BPI Danantara as role models in the prevention and eradication
dan pemberantasan korupsi, kolusi, dan nepotisme. of corruption, collusion, and nepotism.
KS Bersih tidak hanya diposisikan sebagai program kepatuhan, KS Bersih is not merely positioned as a compliance initiative, but
tetapi sebagai gerakan budaya perusahaan yang memperkuat as a corporate cultural movement that reinforces governance
disiplin tata kelola dan akuntabilitas di seluruh lini organisasi. discipline and accountability across all levels of the organization.
Dalam kerangka tersebut, Perseroan menetapkan kebijakan- Within this framework, the Company has established the
kebijakan pokok sebagai berikut: following key policies:
1. Penguatan Tata Kelola Berbasis Prinsip GCG 1. Strengthening Governance Based on GCG Principles
Menjalankan tata kelola perusahaan secara konsisten Consistently implementing corporate governance in
berdasarkan prinsip-prinsip GCG guna membangun accordance with GCG principles to foster healthy, transparent,
hubungan yang sehat, transparan, dan saling percaya dengan and trust-based relationships with all stakeholders.
seluruh pemangku kepentingan.
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2. Sistem Pengendalian dan Manajemen Terintegrasi 2. Integrated Control and Management Systems
Menerapkan Sistem Pengendalian Internal, Manajemen Implementing effective Internal Control Systems, Risk
Risiko, serta Sistem Manajemen Pengamanan dan Management Systems, as well as Industrial Security and
Lingkungan Industri secara efektif untuk melindungi investasi Environmental Management Systems to safeguard the
dan aset Perseroan, serta menjamin keberlangsungan usaha, Company’s investments and assets, while ensuring business
profitabilitas, dan pertumbuhan yang selaras dengan visi dan continuity, profitability, and sustainable growth in line with
misi perusahaan. the Company’s vision and mission.
3. Penguatan Mekanisme Pelaporan Pelanggaran 3. Enhancement of the Whistleblowing Mechanism
Mengembangkan dan menyempurnakan Sistem Pelaporan Continuously improving the Whistleblowing System as an
Pelanggaran (Whistleblowing System) sebagai instrumen early detection mechanism for potential violations and
deteksi dini atas potensi pelanggaran, serta bekerja sama collaborating with the Komisi Pemberantasan Korupsi in
dengan Komisi Pemberantasan Korupsi dalam penanganan handling complaints as part of broader anti-corruption
pengaduan sebagai bagian dari upaya pemberantasan tindak efforts.
pidana korupsi.
4. Pengelolaan dan Pengendalian Gratifikasi 4. Gratuity Management and Control
Melaksanakan program pengendalian gratifikasi secara Systematically implementing gratuity control programs and
sistematis dan berkoordinasi dengan Komisi Pemberantasan coordinating with the Komisi Pemberantasan Korupsi (KPK)
Korupsi (KPK) guna memastikan kepatuhan terhadap to ensure compliance with prevailing laws and regulations.
ketentuan perundang-undangan yang berlaku.
5. Internalisasi Etika Bisnis dan Etika Kerja 5. Internalization of Business and Work Ethics
Menumbuhkan budaya integritas melalui penerapan dan Promoting a culture of integrity through the implementation
penegakan Etika Bisnis dan Etika Kerja bagi seluruh insan and enforcement of the Company’s Code of Business Ethics
Perseroan, sehingga setiap aktivitas operasional dan and Code of Conduct, ensuring that all operational and
komersial dijalankan secara profesional dan beretika. commercial activities are carried out professionally and
ethically.
6. Kewajiban Pelaporan Harta Kekayaan 6. Mandatory Asset Declaration Reporting
Mewajibkan pengisian dan penyampaian Laporan Harta Requiring the submission of State Officials’ Asset
Kekayaan Penyelenggara Negara (LHKPN) di lingkungan Declarations (LHKPN) within the Company in accordance
Perseroan sesuai dengan ketentuan yang ditetapkan melalui with the applicable Board of Directors’ Decree, as a
Surat Keputusan Direksi, sebagai bentuk transparansi dan demonstration of transparency and accountability among
akuntabilitas pejabat yang termasuk kategori wajib lapor. officials categorized as mandatory reporters.
7. Implementasi Sistem Manajemen Anti Penyuapan 7. Implementation of Anti-Bribery Management System
Menerapkan standar internasional ISO 37001:2016 Sistem Implementing the ISO 37001:2016 Anti-Bribery Management
Manajemen Anti Penyuapan, yang telah tersertifikasi sejak System, certified since 2020 and consistently maintained
2020 dan secara konsisten dipertahankan melalui proses through periodic recertification, as tangible evidence of
resertifikasi berkala, sebagai bukti komitmen Perseroan the Company’s commitment to clean and corruption-free
terhadap praktik bisnis yang bersih dan bebas suap. business practices.
Melalui Program KS Bersih, Perseroan menegaskan bahwa Through the KS Bersih Program, the Company affirms that
integritas merupakan fondasi utama dalam mewujudkan integrity remains the fundamental pillar in realizing sustainable
transformasi berkelanjutan dan membangun kepercayaan jangka transformation and building long-term trust among all
panjang dari seluruh pemangku kepentingan. stakeholders.
PETA JALAN PENGUATAN TATA KELOLA GOVERNANCE STRENGTHENING ROADMAP
Sejalan dengan pelaksanaan strategi korporasi dan Manajemen In line with the implementation of its corporate strategy and
Risiko secara berkelanjutan, Perseroan terus memperkuat sustainable Risk Management, the Company continues to
praktik GCG sebagai fondasi pengelolaan usaha yang sehat dan strengthen the practice of GCG as a foundation for sound and
akuntabel. Mengacu pada Permen BUMN 2/2023, Perseroan accountable business management. Referring to Permen BUMN
sebagai BUMN Konglomerasi berkewajiban menerapkan 2/2023, the Company, as a State-Owned Enterprise Conglomerate,
Tata Kelola Terintegrasi yang memastikan keselarasan is required to implement Integrated Governance to ensure the
kebijakan, pengawasan, dan Manajemen Risiko antara Induk alignment of policies, oversight, and Risk Management between
dan Anak Perusahaan. Dalam konteks tersebut, Perseroan the Parent and its Subsidiaries. In this context, the Company
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telah menerbitkan Pedoman Tata Kelola Terintegrasi serta has issued Tntegrated Governance Guidelines and remains
berkomitmen untuk melaksanakan dan mengevaluasinya secara committed to implementing and periodically evaluating them in
berkala guna meningkatkan kualitas penerapan tata kelola di order to enhance the quality of governance practices across the
seluruh entitas grup. Group.
Penguatan tata kelola tersebut dilaksanakan secara bertahap This governance strengthening effort is carried out progressively
melalui penyempurnaan struktur pengendalian, harmonisasi through the enhancement of control structures, harmonization
kebijakan di tingkat grup, serta peningkatan peran tata kelola of group-level policies, and the reinforcement of governance’s
dalam mendukung penciptaan nilai dan keberlanjutan usaha. role in supporting value creation and business sustainability.
Dengan pendekatan ini, Perseroan menempatkan tata kelola Through this approach, the Company positions governance as a
sebagai elemen penting dalam mendukung kinerja, ketahanan key element in supporting performance improvement, business
usaha, dan kepercayaan para pemangku kepentingan. resilience, and stakeholder trust.
Peta Jalan Penguatan Tata Kelola | Governance Strengthening Roadmap
Berbasis | Based on
PER-2/MBU/03/2023
FASE 2 FASE 3
FASE 1
INTEGRASI | INTEGRATION MATURITAS | MATURITY
FUNDAMENTAL
(1 – 3 tahun | year) (>3 tahun | year)
Penguatan Struktur dan Kepatuhan Inti Governance sebagai Penggerak Nilai dan
Tata Kelola Terintegrasi Grup
Strengthening Governance Structure and Core Keberlanjutan
Integrated Group Governance
Compliance Governance as a Driver of Value and Sustainability
• Penyelarasan pedoman GCG, Board Manual, • Harmonisasi kebijakan GCG dan Manajemen • Integrasi GCG–ESG–Strategi Korporasi
Pedoman Etika Bisnis dan Etika Kerja, dan Risiko antara induk dan anak usaha • ESG menjadi bagian dari RJP, KPI Direksi, dan
kebijakan benturan kepentingan • Konsolidasi profil risiko grup Krakatau Steel kontrak manajemen
• Penerapan Three Lines Model dalam manajemen • Standardisasi tata kelola aksi korporasi • Digitalisasi tata kelola dan penguatan arsitektur
risiko signifikan (restrukturisasi, PMN, kerja sama TI
• Penguatan fungsi Audit Internal, Manajemen strategis) • Benchmark tata kelola dengan praktik terbaik
Risiko, dan Kepatuhan • Penguatan peran pembinaan induk terhadap nasional dan global
• Peningkatan transparansi dan keterbukaan anak usaha
informasi kepada pemegang saham • Integration of GCG–ESG–Corporate Strategy
• Harmonization of GCG and Risk Management • Embedding ESG into the Long-Term Plan (RJP),
• Alignment of GCG guidelines, Board Manual, policies between the parent company and Directors’ KPIs, and management contracts
Business and Work Ethics Guidelines, and subsidiaries • Digitalization of governance processes and
conflict of interest policies • Consolidation of the Krakatau Steel Group’s risk strengthening of IT architecture
• Implementation of the Three Lines Model in profile • Benchmarking governance practices against
Risk Management • Standardization of governance for significant national and global best practices
• Strengthening of Internal Audit, Risk corporate actions (restructuring, PMN,
Management, and Compliance functions strategic partnerships)
• Enhancement of transparency and disclosure • Strengthening the parent company’s
to shareholders supervisory and guidance role over subsidiaries
Output: Output: Output:
• Struktur GCG solid & comply • Tata kelola grup terintegrasi • Tata kelola berbasis value creation
• Pengendalian internal efektif • Pengambilan keputusan strategis lebih • Ketahanan dan keberlanjutan jangka panjang
terkendali
• Robust and compliant GCG structure • Robust and compliant GCG structure
• Effective internal control • Integrated group governance • Effective internal control
• More controlled strategic decision-making
Prinsip Utama | Core Principles
Transparansi | Transparency • Akuntabilitas | Accountability • Tanggung Jawab | Responsibility • Independensi | Independence • Kewajaran | Fairness
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PENILAIAN GCG GCG ASSESSMENT
Perseroan memiliki kewajiban untuk melakukan pengukuran The Company is obliged to evaluate its the GCG implementation,
terhadap penerapan GCG, yang dilakukan melalui suatu program which is carried out through an assessment. The GCG
penilaian (asesmen). Tujuan penilaian GCG untuk mengidentifikasi assessment aims to identify the extent of GCG implementation
sejauh mana GCG telah diimplementasikan di dalam Perseroan. in the Company.
Pengukuran pelaksanaan dan penerapan GCG ini dilakukan The measurement of the implementation and application of
secara berkala penilaian dilakukan setiap dua tahun (assessment) GCG is carried out by an independent assessor and every year
oleh penilai (assessor) independen dan setiap tahun di antaranya an evaluation (review) is carried out by the Company itself (self-
dilakukan evaluasi (review) oleh Perseroan sendiri (self- assessment), in accordance with the provisions of the Regulation
assessment), sesuai dengan ketentuan dalam Peraturan Menteri of the Minister of SOEs of the Republic of Indonesia No. PER-
BUMN RI No. PER-2/MBU/03/2023 tentang Pedoman Tata Kelola 2/MBU/03/2023 concerning Guidelines for Governance and
dan Kegiatan Korporasi Signifikan Badan Usaha Milik Negara, Significant Corporate Activities of State-Owned Enterprises,
pasal 44. article 44.
Pada tahun 2025, Perseroan melakukan evaluasi implementasi In 2025, the Company conducted an evaluation of the
GCG Tahun Buku 2024 yang dilakukan oleh pihak independen dan implementation of GCG for Financial Year 2024, which was
mengacu kepada kriteria penilaian penerapan GCG berdasarkan carried out by an independent party and referred to the
Pedoman Umum Governansi Korporat Indonesia (PUG-KI) tahun assessment criteria based on the 2021 Indonesian Corporate
2021. Hasil assessment penerapan GCG periode tahun 2024 Governance Code (PUG-KI). The assessment results for the 2024
memperoleh total skor sebesar 92,50 dengan kualifikasi “SANGAT period recorded a total score of 92.50, with a qualification of
BAIK”. “VERY GOOD.”
Rekomendasi dan Tindak Lanjut Penilaian GCG Recommendations and Follow-Up on the GCG Assessment
Rekomendasi dan tindak lanjut dari hasil penilaian implementasi The recommendations and follow-up actions arising from the
GCG tahun 2024 adalah sebagai berikut: 2024 GCG implementation assessment are as follows:
Aspek Penilaian Rekomendasi Hasil Penilaian Tindak lanjut
No.
Assessment Aspects Recommendations for Assessment Results Follow-up
1 Peran dan Tanggung Jawab Piagam Direksi secara periodik ditinjau. Piagam mencakup Pada tahun 2025 sedang dilakukan
Direksi antara lain pembagian peran Direktur secara individual yang proses perubahan Board Manual
Roles and Responsibilities of dapat diatur di Piagam Direksi atau dengan surat keputusan sejalan dengan proses perubahan
the Board of Directors Direksi. Anggaran Dasar perseroan.
The Board of Directors Charter is reviewed periodically. The In 2025, amendments to the Board
Charter, among others, stipulates the division of roles and Manual are underway in alignment
responsibilities of each Director individually, which may be with the process of amending the
regulated within the Board of Directors Charter or through a Company’s Articles of Association.
Board of Directors’ resolution.
Direksi mempunyai kebijakan terkait pengunduran diri Pada tahun 2025 sedang dilakukan
anggota Direksi apabila terlibat dalam kejahatan keuangan proses perubahan Anggaran Dasar
dan terbukti melakukan kesalahan. perseroan.
The Board of Directors has a policy regarding the resignation In 2025, the process of amending
of a Director in the event that the Director is involved in a the Company’s Articles of
financial crime and is proven to have committed wrongdoing. Association is ongoing.
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Aspek Penilaian Rekomendasi Hasil Penilaian Tindak lanjut
No.
Assessment Aspects Recommendations for Assessment Results Follow-up
2 Peran dan Tanggung Jawab Piagam Dewan Komisaris secara periodik ditinjau. Pada tahun 2025 sedang dilakukan
Dewan Komisaris The Board of Commissioners Charter is reviewed proses perubahan Board Manual
Roles and Responsibilities of periodically. sejalan dengan proses perubahan
the Board of Commissioners Anggaran Dasar perseroan.
In 2025, amendments to the Board
Manual are underway in alignment
with the process of amending the
Company’s Articles of Association.
Dewan Komisaris mempunyai kebijakan terkait pengunduran Pada tahun 2025 sedang dilakukan
diri anggota Dewan Komisaris apabila terlibat dalam proses perubahan Anggaran Dasar
kejahatan keuangan dan terbukti melakukan kesalahan. perseroan.
The Board of Commissioners also has a policy regarding In 2025, the process of amending
the resignation of a Commissioner in the event that the the Company’s Articles of
Commissioner is involved in a financial crime and is proven to Association is ongoing.
have committed wrongdoing.
3 Pengungkapan dan Korporasi memastikan bahwa pernyataan tahunan terhadap Pernyataan tahunan terhadap
Transparansi penerapan Pedoman Umum Governansi Korporat Indonesia, penerapan Pedoman Umum
Disclosure and Transparency termasuk penjelasan atas penerapan atas masing-masing Governansi Korporat Indonesia
Rekomendasi dan Panduan tersedia di situs web selama dalam proses persiapan untuk
jangka waktu minimal lima tahun. tersedia di situs web Perusahaan.
The Company ensures that the annual statement on the The annual statement on the
implementation of the Indonesian Corporate Governance implementation of the Indonesian
Code, including explanations on the application of each Corporate Governance Code is
Recommendation and Guideline, is made available on the currently in preparation to be
Company’s website for a minimum period of five years. made available on the Company’s
website.
4 Perlindungan terhadap Hak- Korporasi melakukan panggilan RUPS dengan agenda dan Pelaksanaan RUPS telah
hak Pemegang Saham materi RUPS selengkap dan sedini mungkin (paling lambat memenuhi ketentuan Anggaran
28 hari sebelum RUPS) untuk memberikan waktu dan materi Dasar serta POJK terkait
Protection of Shareholders’ yang cukup bagi pemegang saham untuk mempelajari mengingat PT Krakatau Steel
Rights dengan baik agenda rapat. Undangan rapat dan seluruh (Persero) Tbk merupakan
informasi RUPS diungkapkan melalui sarana elektronik Perusahaan publik.
seperti melalui situs web korporasi. The implementation of the General
The Company convenes the General Meeting of Shareholders Meeting of Shareholders (GMS)
(GMS) by providing a comprehensive agenda and supporting has complied with the provisions
materials as early as possible (no later than 28 days prior to of the Company’s Articles of
the GMS) to allow shareholders sufficient time to properly Association and the relevant FSA
review the meeting agenda. The meeting notice and all GMS- Regulations, considering that PT
related information are disclosed through electronic means, Krakatau Steel (Persero) Tbk is a
including the Company’s website. publicly listed company.
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PENGAKUAN EKSTERNAL ATAS KOMITMEN TATA KELOLA DAN TRANSPARANSI
External Recognition for Governance and Transparency Commitment
PT Krakatau Steel (Persero) Tbk berhasil mempertahankan
prestasi tertinggi dalam keterbukaan informasi publik
dengan meraih predikat Badan Publik “Informatif” pada
Anugerah Keterbukaan Informasi Publik (KIP) 2025, yang
diselenggarakan oleh Komisi Informasi Pusat Republik
Indonesia. Capaian ini diraih dengan skor 97,79, jauh
melampaui ambang minimal kategori Informatif, dan
menandai keberhasilan Perseroan dalam mempertahankan
predikat tertinggi tersebut selama tiga tahun berturut-turut
pada 2023, 2024, dan 2025. Penghargaan ini mencerminkan
komitmen kuat manajemen dalam menerapkan prinsip GCG
secara berkelanjutan, khususnya dalam hal keterbukaan
informasi, termasuk pengembangan platform digital Pejabat
Pengelola Informasi dan Dokumentasi (PPID) serta strategi
komunikasi terintegrasi yang meningkatkan aksesibilitas
data bagi publik dan pemangku kepentingan.
PT Krakatau Steel (Persero) Tbk successfully maintained its highest achievement in public information disclosure by earning
the “Informative” Public Agency predicate at the 2025 Public Information Disclosure Award (Anugerah Keterbukaan Informasi
Publik/KIP) organized by the Central Information Commission of the Republic of Indonesia. The Company achieved a score of
97.79, significantly exceeding the minimum threshold for the Informative category, and marking its success in maintaining
the highest predicate for three consecutive years (2023–2025). This recognition reflects the strong commitment of the
management in consistently implementing the principles of GCG, particularly in the area of information transparency. The
achievement is supported by the continuous development of the Company’s Information and Documentation Management
Officer (PPID) digital platform and integrated communication strategy, which enhance data accessibility for the public and
stakeholders.
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PEDOMAN DAN KEBIJAKAN GCG GCG SOFT STRUCTURE
Perseroan menetapkan dan mengimplementasikan berbagai The Company establishes and implements various GCG
pedoman serta kebijakan GCG sebagai bentuk kepatuhan guidelines and policies as a form of compliance with applicable
terhadap peraturan perundang-undangan serta untuk laws and regulations and to ensure sound, transparent, and
memastikan praktik bisnis yang sehat, transparan, dan accountable business practices. These guidelines and policies
akuntabel. Pedoman dan kebijakan tersebut menjadi acuan bagi serve as references for all Company organs and personnel in
seluruh organ dan insan Perseroan dalam menjalankan tugas dan carrying out their duties and responsibilities in accordance with
tanggung jawabnya sesuai prinsip-prinsip GCG. GCG principles.
Penyusunan dan penerapan kebijakan tersebut selaras dengan The formulation and implementation of these policies are
Permen BUMN 2/2023, sekaligus mendukung penguatan aligned with Permen BUMN 2/2023, while also supporting
Pengendalian Internal, Manajemen Risiko, dan Tata Kelola the strengthening of Internal Control, Risk Management, and
Terintegrasi di lingkungan Perseroan. Integrated Governance within the Company.
Pedoman GCG, ditetapkan Kebijakan dan Prosedur
pada 14 November 2025 Pengadaan Barang dan Jasa
GCG Guidelines, enacted on Procurement of Goods and
14 November 2025 Services Policy and Procedures
Pedoman Etika Bisnis dan Pedoman Sistem Pelaporan
Etika Kerja, ditetapkan Pelanggaran (Whistle Blowing
pada 30 Desember 2020 System/WBS) Nomor: 069/DU-
Code of Business and KS/2024 tanggal 23 April 2024
Work Ethic, enacted on 30 Whistle Blowing System (WBS)
December 2020 Guidelines No. 069/DU-
KS/2024 dated 24 April 2024
Board Manual Dewan
GCG
Komisaris dan Direksi, Soft Structure Pedoman Pengelolaan &
ditetapkan pada 3 Agustus Pengendalian Gratifikasi No.
2020 103/DU-KS/2025 tanggal 23
Board Manual of the Board Mei 2025
of Commissioners and Gratification Management and
the Board of Directors, Control Guidelines No. 103/DU-
enacted on 3 August 2020 KS/2025 dated 23 May 2025
Piagam Komite Audit, Pedoman Benturan
Piagam Komite Piagam Komite
ditetapkan pada 20 Kepentingan, ditetapkan pada
Nominasi dan Pengembangan
Desember 2022, diperbarui Juni 2024
Remunerasi, Usaha dan Pemantau
pada 20 Oktober 2023 Conflict of Interesting
ditetapkan pada 19 Manajemen Risiko,
Audit Committee Charter, Guidelines, enacted in June
Oktober 2020 ditetapkan pada 1
enacted on 20 December 2024
Nomination and November 2024
2022, updated on 20
Remuneration Business Development
October 2023
Committee Charter, and Risk Management Piagam Audit Internal
enacted on 19 October Monitoring Committee Internal Audit Charter
2020 Charter, enacted on 1
November 2024
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STRUKTUR DAN MEKANISME ORGAN GCG GCG STRUCTURE AND ORGAN MECHANISM
Struktur GCG GCG Structure
Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang Pursuant to Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas, struktur tata kelola Perseroan terdiri Companies, the Company’s governance structure consists
atas tiga organ utama yang masing-masing memiliki fungsi of three main organs, each of which has functions and
dan tanggung jawab sesuai ketentuan peraturan perundang- responsibilities in accordance with the prevailing laws and
undangan. Ketiga organ tersebut bekerja secara sinergis untuk regulations. These three organs work synergistically to achieve
mencapai tujuan dan kepentingan terbaik Perseroan. Struktur the Company’s objectives and best interests. The Company’s
organ Perseroan terdiri dari: governance organs consist of:
1. Rapat Umum Pemegang Saham (RUPS); 1. The General Meeting of Shareholders (GMS);
2. Dewan Komisaris; dan 2. The Board of Commissioners; and
3. Direksi. 3. The Board of Directors.
Dalam menjalankan fungsi dan tanggung jawabnya, organ utama In carrying out their functions and responsibilities, the main
didukung oleh perangkat pendukung sebagai berikut: organs are supported by the following supporting bodies:
Perangkat Pendukung Dewan Komisaris: Supporting Bodies of the Board of Commissioners:
a. Sekretaris Dewan Komisaris; a. Secretary to the Board of Commissioners;
b. Komite Audit; b. Audit Committee;
c. Komite Nominasi dan Remunerasi; c. Nomination and Remuneration Committee;
d. Komite Pengembangan Usaha dan Pemantau Manajemen d. Business Development and Risk Management Oversight
Risiko (“PU & PMR”); dan Committee (“PU & PMR”; and
e. Komite Tata Kelola Terintegrasi. e. Integrated Governance Committee.
Perangkat Pendukung Direksi: Supporting Bodies of the Board of Directors:
a. Sekretaris Perusahaan; dan a. Corporate Secretary; and
b. Divisi Audit Internal. b. Internal Audit Division.
MEKANISME ORGAN GCG GCG Organ Mechanism
Keberhasilan penerapan GCG di Perseroan tercermin dari The successful implementation of GCG within the Company
hubungan kerja yang sehat, efektif, dan profesional antar organ is reflected in the establishment of healthy, effective, and
Perseroan sesuai dengan ketentuan peraturan perundang- professional working relationships among the Company’s organs
undangan dan Anggaran Dasar. Hubungan tersebut dilandasi in accordance with applicable laws and regulations and the
prinsip kesetaraan, saling menghormati, serta pemahaman yang Articles of Association. Such relationships are founded on the
jelas atas fungsi, kewenangan, dan tanggung jawab masing- principles of equality, mutual respect, and a clear understanding
masing organ. of each organ’s functions, authorities, and responsibilities.
Perseroan memastikan setiap organ melaksanakan tugas dan The Company ensures that each organ performs its duties and
mengambil keputusan dengan itikad baik, penuh tanggung makes decisions in good faith, with full responsibility, and in the
jawab, serta senantiasa mengutamakan kepentingan Perseroan best interests of the Company and its stakeholders. Commitment
dan pemangku kepentingan. Komitmen terhadap kepatuhan to legal compliance, protection of shareholders’ rights, and social
hukum, perlindungan kepentingan pemegang saham, serta and environmental responsibility constitutes an integral part of
tanggung jawab sosial dan lingkungan menjadi bagian yang tidak the governance mechanism.
terpisahkan dari mekanisme tata kelola.
Efektivitas implementasi GCG sangat bergantung pada kejelasan The effectiveness of GCG implementation depends greatly on
mekanisme hubungan kerja, pola koordinasi, serta proses the clarity of working relationship mechanisms, coordination
pengambilan keputusan antar organ Perseroan. Mekanisme patterns, and decision-making processes among the Company’s
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tersebut menjadi fondasi dalam memastikan tercapainya tujuan organs. These mechanisms serve as the foundation for achieving
strategis dan keberlanjutan usaha Perseroan. Pola hubungan dan strategic objectives and ensuring the Company’s business
mekanisme organ GCG digambarkan pada bagan berikut. sustainability. The relationship patterns and governance
mechanisms among the Company’s organs are illustrated in the
following diagram.
Kewajaran
Fairness
Pemegang Saham Pemangku Kepentingan
Shareholders Stakeholders
Transparansi
Transparency
RUPS
AGM
Pertanggungjawaban
Responsibility
DEWAN KOMISARIS DIREKSI
BOARD OF COMMISSIONERS BOARD OF DIRECTORS
Akuntabilitas
Accountability
Komite-komite Sistem Manajemen
Committees Management System
Kemandirian
Independence
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RAPAT UMUM PEMEGANG SAHAM
General Meeting of Shareholders
“Rapat Umum Pemegang Saham, yang selanjutnya
disebut RUPS, adalah Organ Perseroan yang memegang
kekuasaan tertinggi dalam Perseroan dan memegang
segala wewenang yang tidak diserahkan kepada Direksi
atau Dewan Komisaris.”
“The General Meeting of Shareholders, hereinafter referred to as the GMS,
is the Company’s organ that holds the highest authority within the Company
and exercises all powers not delegated to the Board of Directors or the
Board of Commissioners.”
Pada tahun 2025, Perseroan menyelenggarakan 2 (dua) kali In 2025, the Company convened two (2) GMS, namely the
RUPS, yakni RUPS Tahunan (RUPST) untuk pertanggungjawaban Annual GMS (AGMS) for accountability of Financial Year 2024
kinerja Tahun Buku 2024 pada tanggal 25 Juni 2025 dan RUPS performance on June 25, 2025, and the Extraordinary GMS
Luar Biasa (RUPSLB) tanggal 23 Desember 2025. (EGMS) on December 23, 2025.
Kedua RUPS diselenggarakan secara fisik dan elektronik dengan Both GMS were conducted physically and electronically using
menggunakan fasilitas Electronic General Meeting System KSEI the Electronic General Meeting System KSEI (eASY.KSEI) facility
(eASY.KSEI) yang akan disediakan oleh PT Kustodian Sentral Efek provided by PT Kustodian Sentral Efek Indonesia (KSEI).
Indonesia (KSEI).
RUPST Tahun Buku 2024 2024 Financial Year AGMS
KEPATUHAN TERHADAP POJK NO. 15/2020 COMPLIANCE WITH POJK NO. 15/2020
Pemberitahuan Penyelenggaraan RUPST kepada Regulator 19 Mei 2025
Notification of the AGMS to Regulators May 19, 2025
Pengumuman RUPST 19 Mei 2025
AGMS Announcement May 19, 2025
Pemanggilan RUPST 3 Juni 2025
AGMS Invitation June 3, 2025
Penyelenggaraan RUPST 25 Juni 2025
AGMS Organization June 25, 2025
Pihak Independen untuk melakukan proses penghitungan suara dan PT BSR Indonesia sebagai Biro Administrasi Efek yang ditunjuk
validasinya Perseroan dengan mekanisme pemungutan suara dan divalidasi
Independent Party to carry out the process of counting and validating serta dihitung di hadapan Jose Dima Satria, S.H., M.Kn., Notaris
votes di Jakarta.
PT BSR Indonesia as a Share Registrar appointed by the Company
with a pooling mechanism and validated and calculated before
Jose Dima Satria, S.H., M.Kn., Notary in Jakarta.
Pengumuman Ringkasan Risalah RUPST 30 Juni 2025, melalui situs web Perseroan dan situs web BEI.
AGMS Minutes Summary Announcement 30 June 2025, thorugh the Company website and the IDX website.
Penyampaian Risalah RUPST kepada Otoritas Jasa Keuangan (“OJK”) 30 Juni 2025
AGMS Minutes Submission to Financial Services Authority (“FSA”) June 30, 2025
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PELAKSANAAN RUPST TAHUN BUKU 2024 IMPLEMENTATION OF THE 2024 FINANCIAL YEAR
AGMS
Hari/Tanggal Rabu, 25 Juni 2025 Wednesday, June 25, 2025
Day/Date
Waktu 14.30 WIB – 18.05 WIB 02.30 PM – 06.05 PM
Time
Tempat Financial Hall, Financial Hall,
Venue Graha CIMB Niaga Lantai 2, Graha CIMB Niaga 2nd Floor,
Jl. Jend. Sudirman Kav. 58 Jl. Jend. Sudirman Kav. 58
Jakarta Jakarta
Mata Acara Rapat 1. Persetujuan Laporan Tahunan dan 1. Approval of the Company’s Annual
Meeting Agenda Pengesahan Laporan Keuangan Report and Ratification of the Company’s
Konsolidasian Perseroan, Persetujuan Consolidated Financial Statements,
Laporan Tugas Pengawasan Dewan Approval of the Board of Commissioners’
Komisaris serta Pengesahan Laporan Supervisory Report, and Ratification of
Keuangan Program Pendanaan Usaha Mikro the Financial Statements of the Micro and
dan Usaha Kecil (PUMK) untuk Tahun Buku Small Business Funding Program (PUMK)
2024, sekaligus Pemberian Pelunasan dan for Financial Year 2024, including the
Pembebasan Tanggung Jawab Sepenuhnya Granting of Full Release and Discharge
(volledig acquit et de charge) kepada Direksi (volledig acquit et de charge) to the Board
atas Tindakan Pengurusan Perseroan dan of Directors for the Management Actions
Dewan Komisaris atas Tindakan Pengawasan and to the Board of Commissioners for the
Perseroan yang Telah Dijalankan Selama Supervisory Actions carried out during
Tahun Buku 2024. Financial Year 2024.
2. Penetapan Gaji untuk Direksi dan 2. Determination of Salaries for the Board of
Honorarium untuk Dewan Komisaris berikut Directors and Honoraria for the Board of
Fasilitas dan Tunjangan Lainnya untuk Tahun Commissioners, including Other Facilities
2025. and Allowances for the Year 2025.
3. Penunjukkan Kantor Akuntan Publik untuk 3. Appointment of a Public Accounting Firm to
Mengaudit Laporan Keuangan Konsolidasian Audit the Company’s Consolidated Financial
Perseroan dan Laporan Keuangan Program Statements and the Financial Statements
Pendanaan Usaha Mikro dan Usaha Kecil of the Company’s Micro and Small Business
(PUMK) Perseroan untuk Tahun Buku 2025. Funding Program (PUMK) for Financial Year
2025.
4. Persetujuan Perpanjangan Pelimpahan 4. Approval of the Extension of Delegation of
Kewenangan Kepada Dewan Komisaris Authority to the Board of Commissioners
untuk Menyatakan Kepastian Jumlah Modal to Confirm the Final Amount of Issued
dan Jumlah Saham Baru Hasil Pelaksanaan Capital and New Shares Resulting from the
Konversi Obligasi Wajib Konversi (“OWK”) Conversion of the Mandatory Convertible
serta untuk Melakukan Segala Tindakan Bonds (“OWK”) and to Undertake All
yang Diperlukan Termasuk Menentukan Necessary Actions, Including Determining
Waktu, Cara dan Jumlah Penambahan Modal the Timing, Method, and Amount of Capital
Penerbit OWK Dalam Rangka Konversi OWK Increase in Relation to the Conversion of the
Menjadi Saham Hasil Konversi. OWK into Conversion Shares.
5. Perubahan Susunan Pengurus Perseroan. 5. Changes in the Composition of the
Company’s Management.
Kehadiran Pemegang Saham RUPST telah dinyatakan memenuhi The AGMS was declared duly convened and
Attendance of Shareholders kuorum kehadiran karena dihadiri sejumlah quorate as it was attended by shareholders
18.460.805.641 saham yang memiliki hak representing 18,460,805,641 shares with valid
suara yang sah atau 95,422% dari seluruh voting rights, constituting 95.422% of the total
saham dengan hak suara yang sah yang telah issued shares with valid voting rights of the
dikeluarkan oleh Perseroan. Company.
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Kehadiran Direksi dan Dewan Direksi Board of Directors
Komisaris Direktur Utama: Muhamad Akbar President Director: Muhamad Akbar
Attendance of the Board of Directors
and the Board of Commissioners Direktur Keuangan dan Manajemen Risiko: Director of Finance and Risk Management:
Tardi Tardi
Direktur Sumber Daya Manusia: Agus Nizar Director of Human capital: Agus Nizar
Vidiansyah Vidiansyah
Direktur Infrastruktur dan Operasi: Utomo Director of Infrastructure and Operations:
Nugroho Utomo Nugroho
Direktur Komersial, Pengembangan Usaha dan Director of Commerce, Business Development
Portofolio: Hernowo and Portfolio: Hernowo
Dewan Komisaris Board of Commissioners
Komisaris Utama: Suhanto President Commissioner: Suhanto
Komisaris: I Gusti Putu Suryawirawan Commissioner: I Gusti Putu Suryawirawan
Komisaris: Yudha Mediawan Commissioner: Yudha Mediawan
Komisaris Independen: David Pajung Independent Commissioner: David Pajung
Komisaris Independen: Willgo Zainar Independent Commissioner: Willgo Zainar
HASIL PENGAMBILAN KEPUTUSAN VOTING RESULTS
Abstain Tidak Setuju Setuju Total Setuju
Mata Acara
Abstain Against Agree Total of Agree
Meeting Agenda
(suara | vote) (suara | vote) (suara | vote) (suara | vote)
Pertama 1.349.845 309.700 18.459.146.096 18.460.495.941
First
0.007% 0.002% 99.991% 100.00%
Kedua 3.745 309.700 18.460.492.196 18.460.495.941
Second
0.000% 0.002% 99.998% 100.00%
Ketiga 113.745 1.921.400 18.458.770.496 18.458.884.241
Third
0.001% 0.010% 99.989% 99.99%
Keempat 113.745 1.921.400 18.458.770.496 18.458.884.241
Fourth
0.001% 0.010% 99.989% 99.99%
Kelima 3.745 1.746.400 18.459.055.496 18.459.059.241
Fifth
0.000% 0.009% 99.991% 99.99%
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KEPUTUSAN RUPST TAHUN BUKU 2024 DAN RESOLUTIONS OF THE AGMS FOR FINANCIAL YEAR
REALISASI 2024 AND THEIR REALIZATION
Mata Acara Realisasi
Keputusan Rapat Meeting Resolution
Meeting Agenda Realization
Pertama 1. Menyetujui Laporan Tahunan Perseroan 1. To approve the Company’s Annual Report, Selesai
First termasuk Laporan Tugas Pengawasan Dewan including the Board of Commissioners’ Settled
Komisaris Perseroan untuk Tahun Buku 2024 Supervisory Report for the Financial Year
yang berakhir pada 31 Desember 2024. 2024 ended December 31, 2024.
2. Mengesahkan: 2. To ratify:
a. Laporan Keuangan Konsolidasian a. The Company’s Consolidated Financial
Perseroan yang berakhir pada 31 Desember Statements for the year ended December
2024 dan telah diaudit oleh Kantor Akuntan 31, 2024, which have been audited by
Publik Amir Abadi Jusuf, Aryanto, Mawar Public Accounting Firm Amir Abadi Jusuf,
dan Rekan (RSM Indonesia) sebagaimana Aryanto, Mawar and Rekan (RSM Indonesia)
dimuat dalam laporannya Nomor: as stated in its Report No. 00710/2.1030/
00710/2.1030/AU.1/04/11552/1/IV/2025 AU.1/04/11552/1/IV/2025 dated April 30,
tanggal 30 April 2025 dengan opini “wajar, 2025, expressing an opinion of “fairly
dalam semua hal yang material”; dan presented, in all material respects”; and
b. Laporan Keuangan Program Pendanaan b. The Financial Statements of the Micro
Usaha Mikro dan Usaha Kecil untuk and Small Business Funding Program for
buku yang berakhir pada tanggal 31 the year ended December 31, 2024, which
Desember 2024 yang telah diaudit oleh have been audited by Public Accounting
Kantor Akuntan Publik Amir Abadi Jusuf, Firm Amir Abadi Jusuf, Aryanto, Mawar and
Aryanto, Mawar dan Rekan (RSM Indonesia) Rekan (RSM Indonesia) (RSM Indonesia)
sebagaimana dimuat dalam laporannya as stated in its Report No. 00347/2.1030/
Nomor: 00347/2.1030/AU.2/12/11552/0/ AU.2/12/11552/0/III/2025 dated March
III/2025 tanggal 17 Maret 2025 dengan 17, 2025, expressing an opinion of “fairly
pendapat “wajar, dalam semua hal yang presented, in all material respects”.
material”.
3. Direksi dan Dewan Komisaris diminta 3. To instruct the Board of Directors and the
menyelesaikan dengan tuntas hal-hal yang Board of Commissioners to thoroughly
menjadi penyebab pencatatan kerugian pada resolve the matters that led to the recognition
Laporan Keuangan Konsolidasian Perseroan of losses in the Company’s Consolidated
Tahun Buku 2024 dan senantiasa konsisten Financial Statements for Financial Year 2024,
menjalankan tugas dan fungsinya dengan and to consistently perform their duties and
cermat dan hati-hati untuk mengoptimalkan functions prudently and carefully in order
seluruh sumber daya yang dimiliki Grup to optimize all resources of the PT Krakatau
Perusahaan PT Krakatau Steel (Persero) Tbk Steel (Persero) Tbk Group in completing the
dalam rangka penyelesaian secara tuntas Company’s restructuring process, improving
restrukturisasi perusahaan, perbaikan dan and enhancing performance, and restoring
peningkatan kinerja, serta penyehatan the financial health of the PT Krakatau Steel
keuangan Grup Perusahaan PT Krakatau Steel (Persero) Tbk Group, in order to safeguard the
(Persero) Tbk, guna menjaga keberlangsungan sustainability of the Group’s business.
usaha Grup Perusahaan.
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Mata Acara Realisasi
Keputusan Rapat Meeting Resolution
Meeting Agenda Realization
4. Dengan telah disetujuinya Laporan 4. With the approval of the Company’s Annual
Tahunan Perseroan, termasuk Laporan Report, including the Board of Commissioners’
Tugas Pengawasan Dewan Komisaris, dan Supervisory Report, and the ratification of
disahkannya Laporan Keuangan Konsolidasian the Consolidated Financial Statements as
serta Laporan Keuangan Program Pendanaan well as the Financial Statements of the Micro
Usaha Mikro dan Usaha Kecil (PUMK), and Small Business Funding Program (PUMK),
seluruhnya untuk Tahun Buku yang berakhir all for the Financial Year ended December
pada 31 Desember 2024, maka RUPS 31, 2024, the GMS grants full release and
memberikan pelunasan dan pembebasan discharge (volledig acquit et de charge) to
tanggung jawab sepenuhnya (volledig acquit all members of the Board of Directors for
et de charge) kepada seluruh anggota Direksi their management of the Company and to all
atas pengurusan Perseroan dan kepada members of the Board of Commissioners for
seluruh anggota Dewan Komisaris atas their supervisory actions carried out during
tindakan pengawasan Perseroan yang telah the Financial Year ended December 31, 2024,
dijalankan selama Tahun Buku yang berakhir provided that such actions do not constitute
pada tanggal 31 Desember 2024, sepanjang criminal acts and/ or violations of prevailing
tindakan tersebut bukan merupakan tindak laws and regulations and legal procedures,
pidana dan/atau melanggar ketentuan and are reflected in the Company’s books and
peraturan perundang-undangan dan prosedur reports as referred to above.
hukum yang berlaku, dan tercermin dalam
buku-buku Laporan Perseroan tersebut di
atas.
Kedua Penetapan tantiem/insentif kinerja/insentif The determination of tantiem/ performance Selesai
Second khusus atas kinerja Tahun Buku 2024, serta incentives/ special incentives for Financial Year Settled
gaji/honorarium berikut fasilitas dan tunjangan 2024, as well as the salaries/honoraria including
untuk Tahun Buku 2025 bagi Direksi dan Dewan facilities and allowances for Financial Year 2025
Komisaris, akan ditetapkan secara tersendiri for the Board of Directors and the Board of
oleh Pemegang Saham Seri B terbanyak. Commissioners, shall be determined separately
by the holder of the majority Series B shares.
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Mata Acara Realisasi
Keputusan Rapat Meeting Resolution
Meeting Agenda Realization
Ketiga 1. Menetapkan Kantor Akuntan Publik (KAP) 1. To appoint Public Accounting Firm Amir Selesai
Third Amir Abadi Jusuf, Aryanto, Mawar & Rekan Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Settled
(RSM Indonesia) sebagai Kantor Akuntan Indonesia) as the Public Accounting Firm to
Publik yang akan melaksanakan audit Laporan audit the Company’s Consolidated Financial
Keuangan Konsolidasian Perseroan, Audit Statements, conduct the PSA 62 Compliance
Kepatuhan PSA 62, Audit Laporan Keuangan Audit, audit the Financial Statements of the
Program Pendanaan Usaha Mikro dan Usaha Micro and Small Business Funding Program
Kecil (PUMK) terkait Program Tanggung (PUMK) related to the Corporate Social and
Jawab Sosial dan Lingkungan, dan penerapan Environmental Responsibility Program, and
prosedur yang disepakati atas Laporan Hasil perform agreed-upon procedures on the
Evaluasi Kinerja KPI Korporat dan KPI Direksi Corporate KPI and Individual Directors’ KPI
Individual serta Laporan Komposit Risiko Performance Evaluation Report as well as the
Tahun Buku 2025. Composite Risk Report for Financial
Year 2025.
2. Melimpahkan wewenang kepada Dewan 2. To delegate authority to the Board of
Komisaris Perseroan untuk menetapkan Commissioners to determine the audit
besaran imbalan jasa audit KAP yang telah service fee of the Public Accounting Firm as
disetujui pada keputusan angka 1 di atas dan referred to in item 1 above and any necessary
penambahan ruang lingkup pekerjaan yang expansion of scope of work and other
diperlukan dan persyaratan lainnya yang wajar reasonable requirements for such Public
bagi KAP tersebut. Accounting Firm.
3. Melimpahkan wewenang kepada Dewan 3. To delegate authority to the Board of
Komisaris Perseroan setelah terlebih dahulu Commissioners, after obtaining prior written
mendapatkan persetujuan tertulis dari approval from the holder of the majority
Pemegang Saham Seri B Terbanyak untuk: Series B shares, to:
a. Menetapkan KAP pengganti apabila yang a. Appoint a substitute Public Accounting
telah ditetapkan tersebut tidak dapat Firm should the appointed firm be unable
melanjutkan atau melaksanakan tugas to continue or perform its duties for any
karena sebab apapun; dan reason; and
b. Menetapkan kondisi persyaratan penetapan b. Determine the terms and conditions of
dan honorarium KAP pengganti. appointment and remuneration of the
substitute Public Accounting Firm.
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Keputusan Rapat Meeting Resolution
Meeting Agenda Realization
Keempat 1. Memberi wewenang dan kuasa kepada Dewan 1. To grant authority and power to the Board of Selesai
Fourth Komisaris Perseroan untuk menyatakan Commissioners to confirm the final amount of Settled
kepastian jumlah modal dan jumlah saham issued capital and new shares resulting from
baru hasil pelaksanaan konversi OWK serta the conversion of the Mandatory Convertible
untuk melakukan segala tindakan yang Bonds (OWK) and to undertake all necessary
diperlukan, termasuk menentukan waktu, cara actions, including determining the timing,
dan jumlah peningkatan modal Perseroan. method, and amount of the Company’s capital
increase.
2. Memberikan wewenang dan kuasa dengan hak 2. To grant authority and power, with
substitusi kepada Direksi Perseroan dengan substitution rights, to the Board of
persetujuan Dewan Komisaris Perseroan Directors, with the approval of the Board of
untuk membuat, menegosiasikan dan Commissioners, to prepare, negotiate, and
menandatangani setiap dan seluruh dokumen execute any and all documents relating to
penerbitan OWK dan pelaksanaan konversi the issuance of the OWK and the conversion
OWK menjadi modal Perseroan dengan thereof into the Company’s capital through the
mekanisme Penambahan Modal tersebut di aforementioned Capital Increase mechanism,
atas, termasuk tetapi tidak terbatas dalam including but not limited to determining
menentukan harga konversi OWK menjadi the conversion price deemed appropriate
modal Perseroan yang dianggap baik oleh by the Board of Directors, undertaking all
Direksi, melakukan semua dan setiap tindakan necessary actions in connection with the
yang diperlukan sehubungan dengan hal-hal Capital Increase, executing or causing to
yang berkaitan dengan Penambahan Modal, be executed any required deeds, letters, or
membuat atau meminta dibuatkan segala documents, appearing before the competent
akta-akta, surat-surat maupun dokumen- authorities including a Notary, and reporting
dokumen yang diperlukan, hadir di hadapan and registering as required with the relevant
pihak/pejabat yang berwenang termasuk authorities in connection with the issuance of
Notaris dan/atau melaporkan serta melakukan the OWK and the increase of the Company’s
pendaftaran yang diperlukan kepada pihak capital pursuant to the Capital Increase
yang berwenang berkaitan dengan penerbitan mechanism, submitting applications to
OWK dan peningkatan modal Perseroan the competent authorities as required
dengan mekanisme Penambahan Modal under prevailing laws and regulations. Such
tersebut, mengajukan permohonan kepada authority and power are granted without
pihak/pejabat yang berwenang sebagaimana exception, subject to compliance with
dimaksud dalam peraturan perundang- applicable laws and regulations, including
undangan yang berlaku, pemberian kuasa dan those in the Capital Market sector.
kewenangan tersebut diberikan tanpa ada
pengecualian dengan tetap memperhatikan
ketentuan peraturan perundang-undangan
yang berlaku termasuk peraturan di bidang
Pasar Modal.
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Keputusan Rapat Meeting Resolution
Meeting Agenda Realization
Kelima 1. Memberhentikan dengan hormat nama-nama 1. To honorably dismiss the following individuals Selesai
Fifth tersebut di bawah ini sebagai Pengurus as members of the Company’s Management: Settled
Perseroan:
1) Direktur Keuangan dan Manajemen Risiko: 1) Director of Finance and Risk Management:
Tardi; Tardi;
2) Komisaris Utama: Suhanto; 2) President Commissioner: Suhanto;
3) Komisaris Independen: David Pajung; 3) Independent Commissioner: David Pajung;
4) Komisaris Independen: Isfan Fajar Satryo; 4) Independent Commissioner: Isfan Fajar
Satryo;
5) Komisaris: I Gusti Putu Suryawirawan; 5) Commissioner: I Gusti Putu Suryawirawan;
6) Komisaris: Yudha Mediawan. 6) Commissioner: Yudha Mediawan.
yang diangkat masing-masing berdasarkan each of whom was appointed pursuant to
Keputusan RUPS Luar Biasa Tahun 2023 the resolutions of the Extraordinary GMS
tanggal 18 Januari 2023, Keputusan RUPS of 2023 dated January 18, 2023; the Annual
Tahunan Tahun Buku 2019 tanggal 29 Juli GMS for Financial Year 2019 dated July 29,
2020 Jo. RUPS Tahunan Tahun Buku 2021, 2020 in conjunction with the Annual GMS for
tanggal 8 Juli 2022, Keputusan RUPS Tahunan Financial Year 2021 dated July 8, 2022; the
Tahun Buku 2019 tanggal 29 Juli 2020, Annual GMS for Financial Year 2019 dated
Keputusan RUPS Luar Biasa Tahun 2023 July 29, 2020; the Extraordinary GMS of 2023
tanggal 18 Januari 2023, Keputusan RUPS dated January 18, 2023; the Annual GMS for
Tahunan Tahun Buku 2021 tanggal 8 Juli Financial Year 2021 dated July 8, 2022; and
2022, dan Keputusan RUPS Luar Biasa Tahun the Extraordinary GMS of 2023 dated January
2023 tanggal 18 Januari 2023, terhitung sejak 18, 2023, respectively, effective as of the
ditutupnya RUPS ini, dengan ucapan terima closing of this GMS, with appreciation for their
kasih atas sumbangan tenaga dan pikiran dedication and contributions rendered during
yang diberikan selama menjabat sebagai their tenure as members of the Company’s
Pengurus Perseroan. Management.
2. Mengangkat nama-nama tersebut di bawah ini 2. To appoint the following individuals as
sebagai Pengurus Perseroan: members of the Company’s Management:
1) Direktur Keuangan dan Manajemen Risiko: 1) Director of Finance and Risk Management:
Daniel Fitzgerald Liman; Daniel Fitzgerald Liman;
2) President Commissioner: Hendro
2) Komisaris Utama: Hendro Martowardojo; Martowardojo;
3) Komisaris Independen: David Pajung; 3) Independent Commissioner: David Pajung;
4) Komisaris: Setia Diarta; 4) Commissioner: Setia Diarta;
5) Komisaris: Adityo Haryo Bimo. 5) Commissioner: Adityo Haryo Bimo.
3. Masa jabatan anggota-anggota Direksi dan 3. The term of office of the members of
Dewan Komisaris yang diangkat sebagaimana the Board of Directors and the Board of
dimaksud pada angka 2, sesuai dengan Commissioners appointed as referred to
ketentuan Anggaran Dasar Perseroan, dengan in item 2 shall be in accordance with the
memperhatikan peraturan perundang- Company’s Articles of Association, subject
undangan di bidang Pasar Modal dan tanpa to prevailing Capital Market regulations and
mengurangi hak RUPS untuk memberhentikan without prejudice to the right of the GMS to
sewaktu-waktu. dismiss them at any time.
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Keputusan Rapat Meeting Resolution
Meeting Agenda Realization
4. Dengan adanya pemberhentian dan 4. Following the dismissal and appointment
pengangkatan Pengurusan Perseroan as referred to in items 1 and 2 above, the
sebagaimana dimaksud pada angka 1 dan composition of the Company’s Management
angka 2, maka susunan Pengurus Perseroan shall be as follows:
menjadi sebagai berikut:
a. Direksi a. Board of Directors
1) Direktur Utama: Muhamad Akbar; 1) President Director: Muhamad Akbar;
2) Direktur Keuangan dan Manajemen 2) Director of Finance and Risk
Risiko: Daniel Fitzgerald Liman; Management: Daniel Fitzgerald Liman;
3) Direktur SDM: Agus Nizar Vidiansyah; 3) Director of Human Capital: Agus Nizar
Vidiansyah;
4) Direktur Komersial, Pengembangan 4) Director of Commerce, Business
Usaha dan Portofolio: Hernowo; Development and Portfolio: Hernowo;
5) Direktur Infrastruktur dan Operasi: 5) Director of Infrastructure and
Utomo Nugroho. Operations: Utomo Nugroho.
b. Dewan Komisaris b. Board of Commissioners
1) Komisaris Utama: Hendro Martowardojo; 1) President Commissioner: Hendro
Martowardojo;
2) Komisaris Independen: David Pajung; 2) Independent Commissioner: David
Pajung;
3) Komisaris Independen: Willgo Zainar; 3) Independent Commissioner: Willgo
Zainar;
4) Komisaris: Setia Diarta; 4) Commissioner: Setia Diarta;
5) Komisaris: Adityo Haryo Bimo. 5) Commissioner: Adityo Haryo Bimo.
5. Anggota-anggota Direksi dan Dewan 5. Members of the Board of Directors and
Komisaris yang diangkat sebagaimana the Board of Commissioners appointed as
dimaksud pada angka 2 yang masih menjabat referred to in item 2 who still hold positions
pada jabatan lain yang dilarang oleh peraturan prohibited by laws and regulations from being
perundang-undangan untuk dirangkap dengan concurrently held with positions in the Board
jabatan Direksi dan Dewan Komisaris Badan of Directors and Board of Commissioners of
Usaha Milik Negara, maka yang bersangkutan State-Owned Enterprises must resign from or
harus mengundurkan diri atau diberhentikan be dismissed from such positions.
dari jabatan-jabatan tersebut.
6. Memberikan kuasa dengan hak substitusi 6. To grant authority with substitution rights
kepada Direksi Perseroan untuk menyatakan to the Board of Directors to formalize the
yang diputuskan RUPS ini dalam bentuk Akta resolutions of this GMS in the form of a
Notaris serta menghadap Notaris atau pejabat Notarial Deed and to appear before a Notary
yang berwenang, dan melakukan penyesuaian or competent authority, and to make any
atau perbaikan-perbaikan yang diperlukan necessary adjustments or amendments as
apabila dipersyaratkan oleh pihak yang required by the competent authorities for the
berwenang untuk keperluan pelaksanaan isi implementation of the Meeting’s resolutions.
keputusan Rapat.
RUPSLB TAHUN 2025 2025 EGMS
KEPATUHAN TERHADAP POJK NO. 15/2020 COMPLIANCE WITH POJK NO. 15/2020
Pemberitahuan Penyelenggaraan RUPST kepada Regulator 6 November 2025
Notification of the AGMS to Regulators November 6, 2025
Pengumuman RUPST 14 November 2025
AGMS Announcement November 14, 2025
Pemanggilan RUPST 1 Desember 2025
AGMS Invitation December 1, 2025
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Tata Kelola Perusahaan
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Penyelenggaraan RUPST 23 Desember 2025
AGMS Organization December 23, 2025
Pihak Independen untuk melakukan proses penghitungan suara dan PT BSR Indonesia sebagai Biro Administrasi Efek yang ditunjuk
validasinya Perseroan dengan mekanisme pemungutan suara dan divalidasi
Independent Party to carry out the process of counting and validating serta dihitung di hadapan Jose Dima Satria, S.H., M.Kn., Notaris
votes di Jakarta.
PT BSR Indonesia as a Share Registrar appointed by the
Company with a pooling mechanism and validated and
calculated before Jose Dima Satria, S.H., M.Kn., Notary in
Jakarta.
Pengumuman Ringkasan Risalah RUPST 29 Desember 2025, melalui situs web Perseroan dan situs web
AGMS Minutes Summary Announcement BEI.
December 29, 2025, thorugh the Company website and the IDX
website.
Penyampaian Risalah RUPST kepada OJK 29 Desember 2025
AGMS Minutes Submission to FSA December 29, 2025
PELAKSANAAN RUPSLB TAHUN 2025
IMPLEMENTATION OF 2025 EGMS
Hari/Tanggal Selasa, 23 Desember 2025 Wednesday, 25 June 2025
Day/Date
Waktu 15.07 WIB – 15.57 WIB 03.07 PM – 03.57 PM
Time
Tempat Financial Hall, Financial Hall,
Venue Graha CIMB Niaga Lantai 2, Graha CIMB Niaga 2nd Floor,
Jl. Jend. Sudirman Kav. 58 Jl. Jend. Sudirman Kav. 58
Jakarta Jakarta
Mata Acara Rapat 1. Persetujuan Pengukuhan Pembaruan 1. Approval of the Confirmation of the Updated
Meeting Agenda Restrukturisasi dalam rangka Penyehatan Restructuring in the Context of the Company’s
Perseroan berdasarkan Undang-Undang Nomor Financial Recovery pursuant to Law Number 16
16 Tahun 2025 tentang Perubahan Keempat atas of 2025 concerning the Fourth Amendment to
Undang-Undang Nomor 19 Tahun 2003 tentang Law Number 19 of 2003 concerning State-Owned
Badan Usaha Milik Negara. Enterprises.
2. Persetujuan atas Rencana Penjaminan 2. Approval of the Plan to Encumber the Company’s
Kekayaan Perseroan yang Merupakan Lebih Assets Representing More than 50% of the
dari 50% Jumlah Kekayaan Bersih Perseroan, Company’s Net Assets, in connection with the
sehubungan dengan Restrukturisasi dalam Restructuring in the Context of the Company’s
rangka Penyehatan Perseroan berdasarkan Financial Recovery pursuant to Law Number 16
Undang-Undang Nomor 16 Tahun 2025 tentang of 2025 concerning the Fourth Amendment to
Perubahan Keempat atas Undang-Undang Law Number 19 of 2003 concerning State-Owned
Nomor 19 Tahun 2003 tentang Badan Usaha Milik Enterprises.
Negara.
3. Persetujuan Perubahan Anggaran Dasar. 3. Approval of Amendments to the Company’s
Articles of Association.
4. Pendelegasian Kewenangan Persetujuan 4. Delegation of Authority for the Approval of the
Rencana Kerja dan Anggaran Perusahaan Tahun Company’s Work Plan and Budget for the Year
2026. 2026.
5. Perubahan Susunan Pengurus Perseroan. 5. Changes in the Composition of the Company’s
Management.
Kehadiran Pemegang Saham RUPSLB telah dinyatakan memenuhi kuorum The EGMS was declared duly convened and quorate
Attendance of Shareholders kehadiran karena dihadiri sejumlah 15.515.256.071 as it was attended by shareholders representing
saham yang memiliki hak suara yang sah atau 15,515,256,071 shares with valid voting rights,
80,197% dari seluruh saham dengan hak suara yang constituting 80.197% of the total issued shares
sah yang telah dikeluarkan oleh Perseroan. with valid voting rights of the Company.
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Kehadiran Direksi dan Dewan Direksi Board of Directors
Komisaris Direktur Utama: Muhamad Akbar President Director: Muhamad Akbar
Attendance of the Board of Direktur Keuangan dan Manajemen Risiko: Daniel Director of Finance and Risk Management: Daniel
Directors and the Board of Fitzgerald Liman; Fitzgerald Liman;
Commissioners Direktur Sumber Daya Manusia: Agus Nizar Director of Human capital: Agus Nizar Vidiansyah
Vidiansyah
Direktur Komersial, Pengembangan Usaha dan Director of Commerce, Business Development and
Portofolio: Hernowo Portfolio: Hernowo
Direktur Infrastruktur dan Operasi: Utomo Director of Infrastructure and Operations: Utomo
Nugroho. Nugroho.
Dewan Komisaris Board of Commissioners
Komisaris Utama: Hendro Martowardojo President Commissioner: Hendro Martowardojo
Komisaris Independen: David Pajung Independent Commissioner: David Pajung
Komisaris Independen: Willgo Zainar Independent Commissioner: Willgo Zainar
Komisaris: Setia Diarta Commissioner: Setia Diarta
Komisaris: Adityo Haryo Bimo Commissioner: Adityo Haryo Bimo
HASIL PENGAMBILAN KEPUTUSAN
VOTING RESULTS
Abstain Tidak Setuju Setuju Total Setuju
Mata Acara
Abstain Against Agree Total of Agree
Meeting Agenda
(suara | vote) (suara | vote) (suara | vote) (suara | vote)
Pertama - 33.208.825 15.482.047.246 15.482.047.246
First
0,000% 0,214% 99,786% 99,786%
Kedua - 33.238.704 15.482.017.367 15.482.017.367
Second
0,000% 0,214% 99,786% 99,786%
Ketiga - 33.209.825 15.482.046.246 15.482.046.246
Third
0,000% 0,214% 99,786% 99,786%
Keempat - 33.209.825 15.482.046.246 15.482.046.246
Fourth
0,000% 0,214% 99,786% 99,786%
Kelima - 33.209.825 15.482.046.246 15.482.046.246
Fifth
0,000% 0,214% 99,786% 99,786%
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KEPUTUSAN RUPSLB TAHUN 2025 DAN REALISASI
RESOLUTIONS OF THE 2025 EGMS AND THEIR REALIZATION
Mata Acara
Realisasi
Meeting Keputusan Rapat Meeting Resolution
Realization
Agenda
Pertama 1. Mengukuhkan Persetujuan atas Pembaruan 1. To ratify the Approval of the Updated Selesai
First Restrukturisasi dalam rangka Penyehatan Restructuring in the context of the Company’s Settled
Perseroan yang telah memperoleh penetapan Financial Recovery, which has obtained
dari Kepala Badan Pengaturan Badan Usaha Milik stipulation from the Head of the State-Owned
Negara sesuai surat Nomor: S-102/BPU/12/2025 Enterprises Regulatory Agency pursuant to
tanggal 2 Desember 2025 sebagai langkah Letter No. S-102/BPU/12/2025 dated December
strategis untuk memperbaiki kondisi internal dan 2, 2025, as a strategic measure to improve the
kinerja Perseroan dengan metode restrukturisasi Company’s internal condition and performance
sebagaimana yang telah dipaparkan yang through the restructuring methods as presented,
pelaksanaannya dilakukan secara cermat dan the implementation of which shall be carried out
hati-hati sesuai dengan ketentuan anggaran dasar prudently and carefully in accordance with the
Perseroan serta peraturan perundang-undangan Company’s Articles of Association and prevailing
yang berlaku dan memperhatikan kajian yang laws and regulations, and with due consideration
menjadi dasar rencana restrukturisasi tersebut to the studies forming the basis of such
agar mampu mencapai maksud dan tujuan serta restructuring plan, in order to achieve its intended
manfaat yang direncanakan. purposes, objectives, and planned benefits.
2. Memberikan wewenang dan kuasa kepada Dewan 2. To grant authority and power to the Board of
Komisaris dengan terlebih dahulu mendapatkan Commissioners, subject to prior written approval
persetujuan tertulis dari Pemegang Saham Seri A from the holder of the Series A Dwiwarna shares,
Dwiwarna untuk memberikan persetujuan dalam to approve any changes to the restructuring
hal terdapat perubahan metode restrukturisasi. method.
Kedua 1. Menyetujui rencana penjaminan kekayaan 1. To approve the plan to encumber the Company’s Selesai
Second Perseroan yang merupakan lebih dari 50% assets representing more than 50% of the Settled
jumlah kekayaan bersih Perseroan, sehubungan Company’s net assets, in connection with the
dengan Restrukturisasi dalam rangka Penyehatan Restructuring in the context of the Company’s
Perseroan berdasarkan Undang-Undang Nomor Financial Recovery pursuant to Law Number 16
16 Tahun 2025 tentang Perubahan Keempat atas of 2025 concerning the Fourth Amendment to
Undang-Undang Nomor 19 Tahun 2003 tentang Law Number 19 of 2003 concerning State-Owned
Badan Usaha Milik Negara. Enterprises.
2. Memberikan kewenangan kepada Direksi untuk 2. To grant authority to the Board of Directors to
melakukan tindakan-tindakan yang diperlukan undertake the necessary actions in connection
sehubungan dengan pelaksanaan penjaminan aset with the implementation of such asset
tersebut termasuk pembuatan akta-akta jaminan encumbrance, including the execution of related
terkait, dengan tetap memperhatikan perjanjian security documents, while taking into account
dengan pihak ketiga, peraturan perundang- agreements with third parties and prevailing laws
undangan, termasuk ketentuan di bidang Pasar and regulations, including those in the Capital
Modal. Market sector.
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Mata Acara
Realisasi
Meeting Keputusan Rapat Meeting Resolution
Realization
Agenda
Ketiga 1. Menyetujui perubahan Anggaran Dasar Perseroan 1. To approve amendments to the Company’s Selesai
Third antara lain dalam rangka penyesuaian dengan Articles of Association, inter alia, in order to align Settled
peraturan perundangan dan kebijakan, termasuk with prevailing laws and regulations and policies,
Undang-Undang Nomor 16 Tahun 2025 tentang including Law Number 16 of 2025 concerning the
Perubahan Keempat atas Undang-Undang Nomor Fourth Amendment to Law Number 19 of 2003
19 Tahun 2003 tentang Badan Usaha Milik Negara concerning State-Owned Enterprises, including
termasuk menyetujui perubahan Pasal 5 Anggaran the approval of amendments to Article 5 of the
Dasar Perseroan mengenai penyesuaian hak-hak Company’s Articles of Association regarding the
istimewa atas Saham Seri A Dwiwarna milik adjustment of the special rights attached to the
Negara Republik Indonesia; Series A Dwiwarna shares owned by the Republic
of Indonesia;
2. Menyetujui untuk menyusun kembali seluruh 2. To approve the restatement of all provisions
ketentuan dalam Anggaran Dasar Perseroan of the Company’s Articles of Association into a
dalam suatu kodifikasi utuh sehubungan dengan consolidated codification in connection with the
perubahan sebagaimana dimaksud pada butir 1 amendments as referred to in item 1 above;
keputusan tersebut di atas;
3. Memberikan kuasa dan wewenang kepada 3. To grant authority and power to the Board of
Direksi Perseroan dengan hak substitusi untuk Directors of the Company, with substitution
melakukan segala tindakan yang diperlukan rights, to undertake all necessary actions in
berkaitan dengan keputusan mata acara Rapat relation to this Meeting agenda item, including
ini, termasuk menyusun dan menyatakan kembali restating the entire Articles of Association of the
seluruh Anggaran Dasar Perseroan dalam suatu Company in a Notarial Deed and granting power
Akta Notaris dan memberikan kuasa dengan hak with substitution rights to submit the same to the
substitusi untuk menyampaikan kepada instansi competent authorities in order to obtain receipt
yang berwenang untuk mendapatkan tanda of notification and approval of the amendments to
penerimaan pemberitahuan dan persetujuan the Company’s Articles of Association, and to take
perubahan Anggaran Dasar Perseroan, melakukan all actions deemed necessary and appropriate
segala sesuatu yang dipandang perlu dan berguna for such purposes without exception, including
untuk keperluan tersebut dengan tidak ada making additions and/or amendments to the
satu pun yang dikecualikan, termasuk untuk amendments of the Articles of Association if
mengadakan penambahan dan/atau perubahan required by the competent authorities.
dalam perubahan Anggaran Dasar tersebut, jika
hal tersebut dipersyaratkan oleh instansi yang
berwenang.
Keempat Memberikan wewenang dan kuasa kepada Dewan To grant authority and power to the Board of Selesai
Fourth Komisaris dengan terlebih dahulu mendapatkan Commissioners, subject to prior written approval Settled
persetujuan tertulis dari Pemegang Saham Seri B from the holder of the majority Series B shares,
Terbanyak untuk menyetujui Rencana Kerja dan to approve the Company’s Work Plan and Budget
Anggaran Perusahaan (RKAP) Perseroan Tahun 2026 (RKAP) for the Year 2026, including any amendments
termasuk dengan perubahannya. thereto.
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Mata Acara
Realisasi
Meeting Keputusan Rapat Meeting Resolution
Realization
Agenda
Kelima 1. Memberhentikan dengan hormat nama- 1. To honorably dismiss the following individuals as Selesai
Fifth nama tersebut di bawah ini sebagai Pengurus members of the Company’s Management: Settled
Perseroan: 1) Director of Human Resources: Agus Nizar
1) Direktur SDM: Agus Nizar Vidiansyah Vidiansyah
2) Direktur Infrastruktur dan Operasi: Utomo 2) Director of Infrastructure and Operations:
Nugroho Utomo Nugroho
yang diangkat masing-masing berdasarkan Each of whom was appointed pursuant to the
Keputusan RUPS Luar Biasa Tahun 2023 tanggal resolutions of the Extraordinary GMS of 2023
18 Januari 2023 jo. Keputusan RUPS Luar Biasa dated January 18, 2023 in conjunction with the
Tahun 2024 tanggal 16 Desember 2024 dan Extraordinary GMS of 2024 dated December 16,
Keputusan RUPS Luar Biasa Tahun 2024 tanggal 2024, and the Extraordinary GMS of 2024 dated
16 Desember 2024, terhitung sejak ditutupnya December 16, 2024, respectively, effective as
RUPS ini, dengan ucapan terima kasih atas of the closing of this GMS, with appreciation
sumbangan tenaga dan pikiran yang diberikan for their dedication and contributions rendered
selama menjabat sebagai Pengurus Perseroan. during their tenure as members of the Company’s
Management.
2. Mengangkat nama-nama tersebut di bawah ini 2. To appoint the following individuals as members of
sebagai Pengurus Perseroan: the Company’s Management:
1) Direktur SDM: Suryantoro Waluyo 1) Director of Human Resources: Suryantoro
2) Direktur Infrastruktur dan Operasi: Sidik Waluyo
Darusulistyo 2) Director of Infrastructure and Operations: Sidik
Darusulistyo
3. Masa jabatan anggota-anggota Direksi yang 3. The term of office of the members of the Board of
diangkat sebagaimana dimaksud pada angka Directors appointed as referred to in item 2 above
2, paling lama sampai dengan penutupan shall be no later than the closing of the fifth (5th)
RUPS Tahunan ke-5 (lima) sejak ditetapkannya Annual General Meeting of Shareholders following
Keputusan ini, dengan memperhatikan the adoption of this resolution, subject to
peraturan perundang-undangan di bidang Pasar prevailing Capital Market regulations and without
Modal dan tanpa mengurangi hak RUPS untuk prejudice to the right of the GMS to dismiss them
memberhentikan sewaktu-waktu. at any time.
4. Dengan adanya pemberhentian dan pengangkatan 4. Following the dismissal and appointment of the
Pengurus Perseroan sebagaimana dimaksud pada Company’s Management as referred to in items 1
angka 1 dan angka 2, maka susunan Pengurus and 2 above, the composition of the Company’s
Perseroan menjadi sebagai berikut: Management shall be as follows:
a. Direksi a. Board of Directors
1) Direktur Utama: Muhamad Akbar 1) President Director: Muhamad Akbar
2) Direktur SDM: Suryantoro Waluyo 2) Director of Human Capital: Suryantoro
Waluyo
3) Direktur Keuangan dan Manajemen Risiko: 3) Director of Finance and Risk Management:
Daniel Fitzgerald Liman Daniel Fitzgerald Liman
4) Direktur Komersial, Pengembangan Usaha, 4) Director of Commerce, Business
dan Portofolio: Hernowo Development, and Portfolio: Hernowo
5) Direktur Infrastruktur dan Operasi: Sidik 5) Director of Infrastructure and Operations:
Darusulistyo Sidik Darusulistyo
b. Dewan Komisaris b. Board of Commissioners
1) Komisaris Utama: Hendro Martowardojo 1) President Commissioner: Hendro
Martowardojo
2) Komisaris: Setia Diarta 2) Commissioner: Setia Diarta
3) Komisaris: Adityo Haryo Bimo 3) Commissioner: Adityo Haryo Bimo
4) Komisaris Independen: David Pajung 4) Independent Commissioner: David Pajung
5) Komisaris Independen: Willgo Zainar 5) Independent Commissioner: Willgo Zainar
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Mata Acara
Realisasi
Meeting Keputusan Rapat Meeting Resolution
Realization
Agenda
5. Anggota-anggota Direksi yang diangkat 5. Members of the Board of Directors appointed as
sebagaimana dimaksud pada angka 2 yang masih referred to in item 2 above who still hold other
menjabat pada jabatan lain yang dilarang oleh positions prohibited by laws and regulations
peraturan perundang-undangan untuk dirangkap from being concurrently held with positions as
dengan jabatan Direksi Badan Usaha Milik Negara, Directors of State-Owned Enterprises must resign
maka yang bersangkutan harus mengundurkan diri from or be dismissed from such positions.
atau diberhentikan dari jabatan-jabatan tersebut.
6. Memberikan kuasa dengan hak substitusi kepada 6. To grant authority with substitution rights to the
Direksi Perseroan untuk menyatakan yang Board of Directors to formalize the resolutions
diputuskan RUPS ini dalam bentuk Akta Notaris of this GMS in the form of a Notarial Deed, to
serta menghadap Notaris atau pejabat yang appear before a Notary or other competent
berwenang, dan melakukan penyesuaian atau authority, and to make any necessary adjustments
perbaikan-perbaikan yang diperlukan apabila or amendments if required by the competent
dipersyaratkan oleh pihak yang berwenang untuk authorities for the implementation of the
keperluan pelaksanaan isi keputusan rapat. resolutions of the Meeting.
Informasi mengenai Keputusan RUPS 1 (Satu) Tahun Information on GMS Resolutions Adopted One (1) Year
Sebelum Tahun Buku yang Direalisasikan pada Tahun Prior to the Financial Year That Were Realized During
Buku atau Belum Direalisasikan the Financial Year or Remain Unrealized
Pada tahun 2024, Perseroan menyelenggarakan 2 (dua) kali RUPS In 2024, the Company convened two (2) GMS, namely the AGMS on
yakni RUPST pada tangggal 5 September 2024 dan RUPSLB pada September 5, 2024, and the EGMS on December 16, 2024.
tanggal 16 Desember 2024.
Seluruh keputusan RUPST maupun RUPSLB tersebut telah All resolutions adopted at the AGMS and EGMS have been fully
direalisasikan pada Tahun Buku 2024. Tidak ada keputusan RUPS implemented within Financial Year 2024. There were no GMS
tahun 2024 yang direalisasikan pada tahun 2025 atau belum resolutions adopted in 2024 that were implemented in 2025 or
direalisasikan. that remain unimplemented.
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DEWAN KOMISARIS
Board of Commissioners
“Dewan Komisaris merupakan organ Perseroan yang bertugas melakukan pengawasan secara umum dan/atau
khusus sesuai dengan Anggaran Dasar serta memberikan nasihat kepada Direksi dalam menjalankan kegiatan
pengurusan Perseroan. Dalam melaksanakan fungsinya, Dewan Komisaris memastikan bahwa kebijakan dan
pengelolaan Perseroan dijalankan sesuai dengan prinsip tata kelola yang baik, peraturan perundang-undangan
yang berlaku, serta kepentingan Perseroan dan para pemangku kepentingan. Dewan Komisaris terdiri atas
Komisaris dan Komisaris Independen, dengan jumlah Komisaris Independen paling sedikit 30% dari seluruh
anggota Dewan Komisaris dalam hal Dewan Komisaris berjumlah lebih dari dua orang, sesuai dengan ketentuan
peraturan perundang-undangan yang berlaku.”
“The Board of Commissioners is a corporate organ of the Company entrusted with the duty to conduct general
and/or specific supervision in accordance with the Articles of Association and to provide advice to the Board of
Directors in carrying out the management of the Company. In performing its functions, the Board of Commissioners
ensures that the Company’s policies and management are implemented in compliance with the principles of good
corporate governance, prevailing laws and regulations, and the interests of the Company and its stakeholders.
The Board of Commissioners consists of Commissioners and Independent Commissioners, with the number of
Independent Commissioners constituting at least 30% of the total members of the Board of Commissioners if the
Board comprises more than two members, in accordance with applicable laws and regulations.”
KOMPOSISI DEWAN KOMISARIS COMPOSITION OF THE BOARD OF COMMISSIONERS
Sampai dengan 25 Juni 2025, komposisi Dewan Komisaris As of June 25, 2025, the composition of the Company's Board of
Perseroan adalah sebagai berikut: Commissioners was as follows:
Nama Jabatan Periode Dasar Hukum Pengangkatan
Name Position Term of Office Legal Basis of Appointment
Suhanto Komisaris Utama 2020 - 2025 Keputusan RUPST Tahun Buku 2021
President Commissioner tanggal 8 Juli 2022
Resolution of the 2021 Financial Year AGMS
I Gusti Putu Suryawirawan Komisaris dated July 8, 2022
Commissioner
Yudha Mediawan Komisaris 2023 - 2028 Keputusan RUPSLB tanggal 18 Januari
Commissioner 2023
Resolution of the EGMS dated January 18,
Isfan Fajar Satryo Komisaris Independen 2023
Independent Commissioner
David Pajung Komisaris Independen 2020 - 2025 RUPST Tahun Buku 2019 tanggal 29 Juli
Independent Commissioner 2020
2019 Financial Year AGMS dated July 29,
2020
Willgo Zainar Komisaris Independen 2024 - 2029 Keputusan RUPSLB tanggal 16 Desember
Independent Commissioner 2024
Resolution of EGMS dated December 16,
2024
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Selanjutnya, berdasarkan Keputusan RUPST Tahun Buku 2024 Furthermore, based on the resolution of the AGMS for Financial
tanggal 25 Juni 2025 tentang Perubahan Susunan Pengurus Year 2024 dated June 25, 2025, regarding Changes in the
Perseroan, maka komposisi Dewan Komisaris Perseroan hingga Composition of the Company’s Management, the composition of
31 Desember 2025 adalah sebagai berikut: the Company’s Board of Commissioners as of December 31, 2025,
was as follows:
Nama Jabatan Periode Dasar Hukum Pengangkatan
Name Position Term of Office Legal Basis of Appointment
Hendro Martowardojo Komisaris Utama 2025 - 2030 Keputusan RUPST Tahun Buku 2024
President Commissioner tanggal 25 Juni 2025
Resolution of the Financial Year 2024
David Pajung Komisaris Independen AGMS dated June 25, 2025
Independent Commissioner
Setia Diarta Komisaris
Commissioner
Adityo Haryo Bimo Komisaris
Commissioner
Willgo Zainar Komisaris Independen 2024 - 2029 Keputusan RUPSLB tanggal 16 Desember
Independent Commissioner 2024
Resolution of EGMS dated December 16,
2024
TUGAS, WEWENANG, DAN KEWAJIBAN DUTIES, AUTHORITIES, AND OBLIGATIONS
Tugas, wewenang, dan kewajiban Dewan Komisaris diatur dalam The duties, authorities, and obligations of the Board of
Anggaran Dasar Perseroan Pasal 15 ayat (1) dan dijelaskan lebih Commissioners are stipulated in Article 15 paragraph (1) of the
lanjut dalam Board Manual. Company’s Articles of Association and are further set out in the
Board Manual.
TUGAS DEWAN KOMISARIS DUTIES OF THE BOARD OF COMMISSIONERS
Dewan Komisaris bertugas melakukan pengawasan secara umum The Board of Commissioners is tasked with conducting general
dan/atau khusus terhadap kebijakan pengurusan serta jalannya and/or specific supervision over the management policies and
pengelolaan Perseroan yang dilaksanakan oleh Direksi, termasuk the course of the Company’s management carried out by the
memberikan nasihat kepada Direksi dalam menjalankan kegiatan Board of Directors, including providing advice to the Board of
usaha Perseroan. Dalam pelaksanaan tugasnya, Dewan Komisaris Directors in conducting the Company’s business activities. In
memastikan bahwa pengelolaan Perseroan telah sejalan dengan performing its duties, the Board of Commissioners ensures that
Anggaran Dasar, peraturan perundang-undangan, prinsip- the management of the Company is aligned with the Articles of
prinsip GCG, serta kepentingan Perseroan dan para pemangku Association, prevailing laws and regulations, the GCG principles,
kepentingan. Dewan Komisaris juga melakukan penelaahan atas and the interests of the Company and its stakeholders. The
Rencana Jangka Panjang Perusahaan (“RJPP”), Rencana Kerja Board of Commissioners also reviews the Long-Term Corporate
dan Anggaran Perusahaan (“RKAP”), laporan kinerja, Manajemen Plan (“RJPP”), the Company’s Work Plan and Budget (“RKAP”),
Risiko, serta memastikan efektivitas sistem pengendalian performance reports, Risk Management, and ensures the
internal dan fungsi kepatuhan. effectiveness of the internal control system and compliance
function.
WEWENANG DEWAN KOMISARIS AUTHORITIES OF THE BOARD OF COMMISSIONERS
Dalam melaksanakan fungsi pengawasan, Dewan Komisaris In carrying out its supervisory function, the Board of
berwenang antara lain untuk meminta keterangan dan Commissioners is authorized, among others, to request
penjelasan dari Direksi mengenai segala hal yang berkaitan information and explanations from the Board of Directors
dengan pengurusan Perseroan, memeriksa dokumen dan aset regarding all matters relating to the management of the
Perseroan, serta mengakses informasi yang relevan secara Company, to examine the Company’s documents and assets,
penuh dan tepat waktu. Dewan Komisaris juga berwenang and to obtain relevant information in a complete and timely
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untuk memberikan persetujuan atau rekomendasi atas tindakan manner. The Board of Commissioners is also authorized to grant
tertentu Direksi sesuai ketentuan Anggaran Dasar dan peraturan approvals or recommendations for certain actions of the Board
yang berlaku, membentuk komite-komite pendukung, serta of Directors in accordance with the Articles of Association and
dalam kondisi tertentu memberhentikan sementara anggota applicable regulations, to establish supporting committees, and
Direksi sesuai ketentuan yang berlaku. under certain circumstances to temporarily suspend members of
the Board of Directors in accordance with prevailing provisions.
KEWAJIBAN DEWAN KOMISARIS OBLIGATIONS OF THE BOARD OF COMMISSIONERS
Dewan Komisaris berkewajiban menjalankan tugas pengawasan The Board of Commissioners is obliged to perform its supervisory
dan pemberian nasihat dengan itikad baik, penuh tanggung and advisory duties in good faith, with full responsibility and
jawab, dan kehati-hatian untuk kepentingan Perseroan. Dewan prudence, in the best interests of the Company. The Board of
Komisaris wajib memastikan penerapan prinsip transparansi, Commissioners must ensure the implementation of the principles
akuntabilitas, responsibilitas, independensi, dan kewajaran of transparency, accountability, responsibility, independence,
dalam seluruh aspek tata kelola Perseroan. Selain itu, Dewan and fairness in all aspects of the Company’s governance. In
Komisaris wajib melaporkan pelaksanaan tugas pengawasannya addition, the Board of Commissioners is required to report the
kepada RUPS, menjaga kerahasiaan informasi Perseroan, implementation of its supervisory duties to the GMS, maintain
menghindari benturan kepentingan, serta mematuhi ketentuan the confidentiality of the Company’s information, avoid conflicts
peraturan perundang-undangan yang berlaku. of interest, and comply with prevailing laws and regulations.
BOARD MANUAL DEWAN KOMISARIS DAN DIREKSI
BOARD MANUAL OF THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
Sebagai bagian dari penguatan praktik GCG, Perseroan telah memiliki Board Manual bagi Dewan Komisaris dan Direksi yang
ditetapkan sebagai pedoman kerja resmi dalam menjalankan fungsi pengawasan dan pengurusan Perseroan. Board Manual ditetapkan
berdasarkan keputusan organ Perseroan pada 3 Agustus 2020.
Board Manual memuat antara lain prinsip-prinsip dasar hubungan kerja antara Dewan Komisaris
dan Direksi, pembagian tugas dan tanggung jawab masing-masing organ, mekanisme rapat dan
pengambilan keputusan, pengaturan mengenai etika jabatan, benturan kepentingan, keterbukaan
informasi, serta pola komunikasi dan koordinasi antarorgan Perseroan. Pedoman ini juga mengatur
tata cara pelaksanaan fungsi pengawasan, pemberian nasihat, serta mekanisme evaluasi kinerja
organ Perseroan. Dengan keberadaan Board Manual, Perseroan memastikan adanya kejelasan peran,
batas kewenangan, dan akuntabilitas masing-masing organ, sehingga tercipta hubungan kerja yang
profesional, transparan, dan selaras dengan Anggaran Dasar serta peraturan perundang-undangan
yang berlaku.
As part of strengthening the GCG implementation, the Company has established a Board Manual for
the Board of Commissioners and the Board of Directors as an official working guideline in carrying
out their supervisory and management functions. The Board Manual was adopted pursuant to a
resolution of the Company’s governing organs on August 3, 2020.
The Board Manual sets out, among others, the fundamental principles governing the working relationship between the Board of
Commissioners and the Board of Directors, the division of duties and responsibilities of each organ, meeting and decision-making
mechanisms, provisions concerning code of conduct, conflicts of interest, information disclosure, as well as communication and
coordination procedures among the Company’s governing organs. It also regulates the procedures for carrying out supervisory and
advisory functions, as well as the performance evaluation mechanisms of the Company’s organs. Through the implementation of
the Board Manual, the Company ensures clarity of roles, limits of authority, and accountability of each organ, thereby fostering a
professional and transparent working relationship in alignment with the Articles of Association and prevailing laws and regulations.
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Rapat Dewan Komisaris Meetings of the Board of Commissioners
KEBIJAKAN RAPAT MEETING POLICY
Mengacu pada Board Manual, Dewan Komisaris menyelenggarakan Referring to the Board Manual, The Board of Commissioners
rapat secara berkala maupun sewaktu-waktu apabila diperlukan convenes meetings on a regular basis and at any time as necessary
dalam rangka melaksanakan fungsi pengawasan dan pemberian in order to carry out its supervisory and advisory functions
nasihat kepada Direksi. Dewan Komisaris mengadakan rapat toward the Board of Directors. The Board of Commissioners
internal sekurang-kurangnya 1 (satu) kali dalam 2 (dua) bulan serta holds internal meetings at least once every two (2) months and
rapat bersama Direksi (rapat gabungan) sekurang-kurangnya 1 joint meetings with the Board of Directors at least once every
(satu) kali dalam 4 (empat) bulan sesuai ketentuan yang berlaku. four (4) months, in accordance with prevailing regulations.
Setiap rapat dilaksanakan berdasarkan tata cara yang telah Each meeting is conducted in accordance with established
ditetapkan, termasuk ketentuan mengenai pemanggilan, procedures, including provisions on meeting notices, quorum
kuorum kehadiran, pengambilan keputusan secara musyawarah requirements, decision-making by deliberation for consensus or
untuk mufakat atau pemungutan suara, serta pembuatan dan voting, as well as the proper preparation and documentation of
pendokumentasian risalah rapat secara tertib dan akuntabel. meeting minutes in an orderly and accountable manner.
FREKUENSI, TINGKAT KEHADIRAN RAPAT DAN AGENDA MEETING FREQUENCY, ATTENDANCE RATE AND AGENDA
RAPAT
Pada tahun 2025, Dewan Komisaris menyelenggarakan rapat In 2025, the Board of Commissioners convened ten (10) internal
internal Dewan Komisaris sebanyak 10 (sepuluh) kali. Informasi meetings. The information on the frequency of meetings and
frekuensi dan kehadiran rapat Dewan Komisaris adalah sebagai attendance of the Board of Commissioners is as follows:
berikut:
Frekuensi dan Tingkat Kehadiran Rapat Dewan Frequency and Attendance Rate of the Board of
Komisaris Commissioners Meetings
Tingkat Kehadiran
Nama Jabatan Jumlah Rapat Jumlah Kehadiran
Attendance Rate
Name Position Total Meeting Total Attendance
(%)
Hendro Martowardojo Komisaris Utama 4 4 100
President Commissioner
David Pajung Komisaris Independen 10 10 100
Independent Commissioner
Willgo Zainar Komisaris Independen 10 9 90
Independent Commissioner
Setia Diarta Komisaris 4 2 50
Commissioner
Adityo Haryo Bimo Komisaris 4 4 100
Commissioner
Suhanto*) Komisaris Utama 6 6 100
President Commissioner
Yudha Mediawan*) Komisaris 6 6 100
Commissioner
I Gusti Putu Suryawirawan*) Komisaris 6 5 83
Commissioner
Isfan Fajar Satryo*) Komisaris Independen 6 3 50
Independent Commissioner
*) Selesai masa jabatan berdasarkan keputusan RUPST tanggal 25 Juni 2025 | The term of office has ended based on the decision of the AGMS dated June 25, 2025
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Agenda Rapat Meeting Agenda
Tanggal Rapat Agenda Rapat
No.
Meeting Date Meeting Agenda
1 2 Januari Kesekretariatan Dewan Komisaris.
Januari 2 Secretariat of the Board of Commissioners.
2 26 Februari 1. Pembahasan bersama Komite Dewan Komisaris mengenai hasil rapat gabungan dengan Direksi tanggal
February 2 18 Februari 2025 atas arahan Wakil Menteri BUMN perihal audit dan evaluasi performa JV PT KS.
2. Lain-lain.
1. Joint discussion with the Committees of the Board of Commissioners regarding the outcome of the
joint meeting with the Board of Directors on February 18, 2025, concerning the directive of the Deputy
Minister of SOEs on the audit and performance evaluation of the PT KS joint ventures.
2. Others.
3 19 Maret 1. Evaluasi atas kinerja Direksi yang saat ini menjabat.
March 19 2. Pembahasan usulan selected talent dan nominated talent.
3. Lain-lain.
1. Evaluation of the performance of the incumbent Board of Directors.
2. Discussion on the proposed selected talent and nominated talent.
3. Others.
4 9 April 1. Halal bihalal Dewan Komisaris dan organ pendukung.
April 9 2. Perkembangan restrukturisasi utang.
3. Perkembangan HSM#1.
4. Isu-isu terbaru terkait dengan Perseroan.
5. Dampak kebijakan penetapan tarif impor AS terhadap Indonesia (sektor industri baja).
1. Halal bihalal gathering of the Board of Commissioners and its supporting organs.
2. Progress of debt restructuring.
3. Development of HSM#1.
4. Latest issues related to the Company.
5. Impact of the United States’ import tariff policy on Indonesia (steel industry sector).
5 24 April Pembahasan atas keterlambatan penyelesaian audit Laporan Keuangan PT KS Tahun Buku 2024.
April 24 Discussion on the delay in the completion of the audit of PT KS Financial Statements for Financial Year
2024.
6 24 Juni Pembahasan mengenai hasil rapat gabungan dengan Direksi tanggal 17 Juni 2025.
June 24 Discussion on the outcome of the joint meeting with the Board of Directors on June 17, 2025.
7 2 Juli 1. Pertemuan/perkenalan Dewan Komisaris baru dengan organ pendukung Dewan Komisaris.
July 2 2. Pembagian tugas Dewan Komisaris.
1. Meeting/introduction session of the new Board of Commissioners with the supporting organs of the
Board of Commissioners.
2. Assignment of duties of the Board of Commissioners.
8 5 Agustus 1. Restrukturisasi utang.
August 5 2. Program efisiensi di PT KS Group.
3. Evaluasi terhadap joint venture PT KS.
1. Debt restructuring.
2. Efficiency program within PT KS Group.
3. Evaluation of PT KS joint ventures.
9 15 Oktober 1. Restrukturisasi utang.
Octobert 15 2. Program efisiensi di PT KS Group.
3. Evaluasi terhadap joint venture PT KS.
1. Debt restructuring.
2. Efficiency program within the PT KS Group.
3. Evaluation of PT KS joint ventures.
10 29 Oktober Eksplorasi bisnis PT KBS.
October 29 Business exploration of PT KBS.
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RAPAT GABUNGAN DEWAN KOMISARIS DAN DIREKSI JOINT MEETINGS OF THE BOARD OF COMMISSIONERS
AND THE BOARD OF DIRECTORS
Pada tahun 2025, Dewan Komisaris dan Direksi menyelenggarakan In 2025, the Board of Commissioners and the Board of Directors
rapat gabungan sebanyak 11 (sebelas) kali. Informasi frekuensi convened eleven (11) joint meetings. The information regarding
dan kehadiran anggota Dewan Komisaris dan Direksi dan agenda the frequency of meetings, attendance of members of the Board
rapat gabungan adalah sebagai berikut: of Commissioners and the Board of Directors, as well as the
agenda of the joint meetings, is as follows:
Frekuensi dan Tingkat Kehadiran Rapat Gabungan Dewan Frequency and Attendance Rate of Joint Meetings of the Board
Komisaris dan Direksi of Commissioners and the Board of Directors
Tingkat
Nama Jabatan Jumlah Rapat Jumlah Kehadiran Kehadiran
Name Position Total Meeting Total Attendance Attendance Rate
(%)
Dewan Komisaris | Board of Commissioners
Hendro Martowardojo Komisaris Utama 4 4 100
President Commissioner
David Pajung Komisaris Independen 11 11 100
Independent Commissioner
Willgo Zainar Komisaris Independen 11 11 100
Independent Commissioner
Setia Diarta Komisaris 4 1 25
Commissioner
Adityo Haryo Bimo Komisaris 4 4 100
Commissioner
Suhanto*) Komisaris Utama 7 7 100
President Commissioner
I Gusti Putu Suryawirawan*) Komisaris 7 6 86
Commissioner
Yudha Mediawan*) Komisaris 7 7 100
Commissioner
Isfan Fajar Satryo*) Komisaris Independen 7 1 14
Independent Commissioner
Direksi | Board of Directors
Muhamad Akbar Direktur Utama 11 8 73
President Director
Utomo Nugroho Direktur Infrastruktur dan Operasi 11 10 91
Director of Infrastructure and Operation
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen Risiko 4 4 100
Director of Finance and Risk Management
Agus Nizar Vidiansyah Direktur Sumber Daya Manusia 11 11 100%
Director of Human Capital
Hernowo Direktur Komersial, Pengembangan 11 10 91%
Usaha, dan Portofolio
Director of Commerce, Business
Development, and Portfolio
Tardi*) Direktur Keuangan dan Manajemen Risiko 7 6 86%
Director of Finance and Risk Management
*) Selesai masa jabatan berdasarkan keputusan RUPST tanggal 25 Juni 2025 | The term of office has ended based on the decision of the AGMS dated June 25, 2025
PT Krakatau Steel Tbk
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Tata Kelola Perusahaan
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Agenda Rapat Meeting Agenda
Tanggal Rapat Agenda Rapat
No.
Meeting Date Meeting Agenda
1 30 Januari 1. Kerugian konsolidasi PT KS dalam JV PT Krakatau Posco (“PT KP”).
January 30 2. Aksi korporasi terhadap ISM-BF yang telah lama tidak beroperasi.
3. Progres Recovery HSM#1.
4. Progres restrukturisasi utang.
1. Consolidated losses of PT KS in the PT Krakatau Posco (“PT KP”) joint venture.
2. Corporate action concerning ISM-BF, which has long ceased operations.
3. Progress of HSM#1 recovery.
4. Progress of debt restructuring.
2 18 Februari Pembahasan atas arahan Wakil Menteri BUMN perihal audit dan evaluasi terhadap performa Joint Venture
February 18 PT KS.
Discussion on the directive of the Deputy Minister of State-Owned Enterprises regarding the audit and
performance evaluation of PT KS joint ventures.
3 12 Maret 1. Hasil kunjungan kerja Wakil Ketua Komisi VI DPR.
March 12 2. Aspek hukum proyek Blast Furnace.
3. Kendala investasi terkait status aset tanah.
4. Join research PT KS dengan PT PINDAD.
1. Results of the working visit of the Deputy Chair of Commission VI of the House of Representatives (DPR).
2. Legal aspects of the Blast Furnace project.
3. Investment constraints related to land asset status.
4. Joint research between PT KS and PT PINDAD.
4 9 April 1. Dampak kebijakan penetapan tarif impor AS terhadap Indonesia (sektor industri baja).
April 9 2. Update isu terkait Perseroan (HSM#1, Audit PTKP, dll).
1. Impact of the United States’ import tariff policy on Indonesia (steel industry sector).
2. Update on issues related to the Company (HSM#1, PT KP audit, etc.).
5 24 April Pembahasan update progress audit Laporan Tahunan PT KS Tahun Buku 2024 sebagai persiapan atas
April 24 undangan rapat dari Asisten Deputi Bidang Industri Mineral dan Batubara Kementerian BUMN.
Discussion on the progress update of the audit of PT KS Annual Report for Financial Year 2024 in
preparation for a meeting invitation from the Assistant Deputy for Mineral and Coal Industry at the Ministry
of State-Owned Enterprises.
6 6 Mei 1. Peninjauan pergudangan dan pengelolaan scrap dan by-product.
May 6 2. Peninjauan penyelesaian Performance Test Recovery Pabrik HSM#1 dan peninjauan persediaan bahan
baku, WIP, dan finished goods.
3. Peninjauan situasi tenaga kerja di lapangan.
4. Peninjauan lokasi aset-aset non produktif.
1. Review of warehousing and scrap and by-product management.
2. Review of the completion of the Performance Test Recovery of HSM#1 plant and review of raw materials,
work-in-progress (WIP), and finished goods inventories.
3. Review of workforce conditions at operational sites.
4. Review of non-productive asset locations.
7 17 Juni 1. Update restrukturisasi utang.
June 17 2. Progres audit PT KP dan progres sinergi bisnis PT KS Group dengan PT KP.
3. Hasil perjalanan dinas luar negeri Direksi ke Vietnam dan China.
1. Update on debt restructuring.
2. Progress of the PT KP audit and progress of business synergy between PT KS Group and PT KP.
3. Results of the Board of Directors’ overseas business trips to Vietnam and China.
8 6 Agustus 1. Restrukturisasi utang.
August 6 2. Program efisiensi di PT KS Group.
3. Evaluasi terhadap joint venture PT KS.
1. Debt restructuring.
2. Efficiency program within the PT KS Group.
3. Evaluation of PT KS joint ventures.
9 29 Agustus Laporan hasil pertemuan Direksi dengan BPI Danantara pada 22 Agustus 2025.
August 29 Report on the outcome of the Board of Directors’ meeting with BPI Danantara on August 22, 2025.
PT Krakatau Steel Tbk
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Tata Kelola Perusahaan
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Tanggal Rapat Agenda Rapat
No.
Meeting Date Meeting Agenda
10 20 Oktober 1. Restrukturisasi utang.
October 20 2. Program efisiensi di PT KS Group.
3. Evaluasi terhadap joint venture PT KS.
1. Debt restructuring.
2. Efficiency program within the PT KS Group.
3. Evaluation of PT KS joint ventures.
11 28 November 1. Update perolehan pinjaman dana dari Danantara.
November 28 2. Update proses penggabungan HSM ke PT KBI.
3. Update laporan kinerja PT KP dan sinergi PT KS Group pada proses bisnis PT KP.
1. Update on loan facility disbursement from Danantara.
2. Update on the merger process of HSM into PT KBI.
3. Update on PT KP performance report and PT KS Group synergy in PT KP’s business processes.
KEHADIRAN ANGGOTA DEWAN KOMISARIS DALAM ATTENDANCE OF MEMBER OF THE BOARD OF
RUPS TAHUN 2025 COMMISSIONERS IN 2025 GMS
Informasi kehadiran anggota Dewan Komisaris dalam RUPS Information regarding the attendance of members of the Board
tahun 2025 disajikan di bagian “Rapat Umum Pemegang Saham”. of Commissioners at GMS in 2025 is presented in the “General
Meeting of Shareholders” section.
Pelaksanaan Tugas dan Tanggung Jawab Dewan Board of Commissioners Implementation of Duties
Komisaris and Responsibilities
Dalam rangka pelaksanaan fungsi pengawasan dan pemberian In carrying out its supervisory and advisory functions
nasihat kepada Direksi, sepanjang tahun 2025 Dewan Komisaris toward the Board of Directors, throughout 2025 the Board of
secara aktif menjalankan perannya melalui penerbitan 51 (lima Commissioners actively exercised its role through the issuance
puluh satu) surat Dewan Komisaris yang memuat persetujuan, of 51 (fifty one) Board of Commissioners’ letters containing
tanggapan, dan rekomendasi kepada Pemegang Saham maupun approvals, responses, and recommendations addressed to the
Direksi atas berbagai isu strategis dan operasional Perseroan. Shareholders and the Board of Directors on various strategic
Selain itu, Dewan Komisaris juga melaksanakan 8 (delapan) and operational matters of the Company. In addition, the Board
kali kunjungan kerja guna memperoleh pemahaman yang lebih of Commissioners conducted 8 (eight) working visits to obtain
komprehensif mengenai kondisi aktual, perkembangan proyek, a more comprehensive understanding of the Company’s actual
serta permasalahan yang dihadapi Perseroan di lapangan. conditions, project developments, and operational challenges in
the field.
Adapun rincian surat Dewan Komisaris dan kegiatan kunjungan The details of the letters issued by the Board of Commissioners
kerja tersebut adalah sebagai berikut: and the work visits are presented as follows:
SURAT DEWAN KOMISARIS BOARD OF COMMISSIONERS’ LETTERS
Nomor Surat Perihal
No
Letter Number Subject
1 4/KOM-KS/I/2025 Penunjukan Perusahaan Pemeringkat (Corporate Rating) untuk Menilai Tingkat Kesehatan Perusahaan Tahun
Buku 2024
Appointment of a Rating Agency (Corporate Rating) to Assess the Company’s Health Level for Financial Year
2024
2 5/KOM-KS/I/2025 Permohonan Persetujuan Revisi Key Performance Indicator (KPI) Direksi Kolegial dan Individual PT Krakatau
Steel (Persero) Tbk Tahun 2025
Request for Approval of the Revision of Collective and Individual Key Performance Indicators (KPI) of the
Board of Directors of PT Krakatau Steel (Persero) Tbk for 2025
3 7/KOM-KS/I/2025 Persetujuan Rencana Kerja dan Anggaran Perusahaan (RKAP) Konsolidasi PT Krakatau Steel (Persero) Tbk
Approval of the Consolidated Work Plan and Budget (RKAP) of PT Krakatau Steel (Persero) Tbk
PT Krakatau Steel Tbk
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Nomor Surat Perihal
No
Letter Number Subject
4 8/KOM-KS/I/2025 Rekomendasi Permohonan Persetujuan Organisasi PT Krakatau Steel (Persero) Tbk
Recommendation for Approval of the Organizational Structure of PT Krakatau Steel (Persero) Tbk
5 9/KOM-KS/I/2025 Persetujuan Cuti Ibadah Umroh Direktur Keuangan & Manajemen Risiko PT Krakatau Steel (Persero) Tbk
Approval of Umrah Leave for the Director of Finance & Risk Management of PT Krakatau Steel (Persero) Tbk
6 10/KOM-KS/I/2025 Persetujuan Pemohonan Penempatan Corporate Secretary
Approval of the Appointment of the Corporate Secretary
7 13/KOM-KS/II/2025 Persetujuan Cuti Ibadah Umroh Direktur Infrastruktur & Operasi PT Krakatau Steel (Persero) Tbk
Approval of Umrah Leave for the Director of Infrastructure & Operations of PT Krakatau Steel (Persero) Tbk
8 14/KOM-KS/II/2025 Tindak Lanjut Rapat Dewan Komisaris dan Direksi Tanggal 18 Februari 2025
Follow-Up to the Joint Meeting of the Board of Commissioners and the Board of Directors dated February 18,
2025
9 19/KOM-KS/III/2025 Validasi Selected Talent Tahun 2025 PT Krakatau Steel (Persero) Tbk
Validation of Selected Talent for 2025 of PT Krakatau Steel (Persero) Tbk
10 20/KOM-KS/III/2025 Penyampaian Nominated Talent Tahun 2025 PT Krakatau Steel (Persero) Tbk
Submission of Nominated Talent for 2025 of PT Krakatau Steel (Persero) Tbk
11 23/KOM-KS/IV/2025 Persetujuan Permohonan Perubahan Organisasi PT Krakatau Steel (Persero) Tbk
Approval of the Proposed Organizational Changes of PT Krakatau Steel (Persero) Tbk
12 27/KOM-KS/IV/2025 Persetujuan Penempatan Direksi Anak Perusahaan PT Krakatau Steel (Persero) Tbk yaitu PT Krakatau
Sarana Infrastruktur
Approval of the Appointment of a Director of a Subsidiary of PT Krakatau Steel (Persero) Tbk, namely PT
Krakatau Sarana Infrastruktur
13 28/KOM-KS/IV/2025 Persetujuan Penempatan Direktur Utama Anak Perusahaan yaitu PT Krakatau Baja Konstruksi, PT Krakatau
Sarana Infrastruktur, dan PT Meratus Jaya Iron & Steel
Approval of the Appointment of the President Director of Subsidiaries, namely PT Krakatau Baja Konstruksi,
PT Krakatau Sarana Infrastruktur, and PT Meratus Jaya Iron & Steel
14 29/KOM-KS/IV/2025 Permohonan Persetujuan Penempatan Direktur Utama Anak Perusahaan yaitu PT Krakatau Baja Konstruksi,
PT Krakatau Sarana Infrastruktur, dan PT Meratus Jaya Iron & Steel
Request for Approval of the Appointment of the President Director of Subsidiaries, namely PT Krakatau Baja
Konstruksi, PT Krakatau Sarana Infrastruktur, and PT Meratus Jaya Iron & Steel
15 30/KOM-KS/IV/2025 Persetujuan Penempatan Head of Internal Audit
Approval of the Appointment of the Head of Internal Audit
16 31/KOM-KS/V/2025 Evaluasi Kantor Akuntan Publik (KAP) untuk Audit Laporan Keuangan Konsolidasian PT Krakatau Steel
(Persero) Tbk Tahun Buku 2024
Evaluation of the Public Accounting Firm (KAP) for the Audit of the Consolidated Financial Statements of PT
Krakatau Steel (Persero) Tbk for Financial Year 2024
17 32/KOM-KS/V/2025 Pengadaan Kantor Akuntan Publik yang Akan Memberikan Jasa Audit atas Informasi Keuangan PT Krakatau
Steel (Persero) Tbk Tahun Buku 2025
Procurement of a Public Accounting Firm to Provide Audit Services for the Financial Information of PT
Krakatau Steel (Persero) Tbk for Financial Year 2025
18 33/KOM-KS/V/2025 Penunjukan Assessor Independen untuk Melakukan Penilaian Terhadap Penerapan Tata Kelola yang Baik
Appointment of an Independent Assessor to Conduct an Assessment of the Implementation of Good
Corporate Governance
19 34/KOM-KS/V/2025 Tanggapan atas Laporan Keuangan PT Krakatau Steel (Persero) Tbk dan Entitas Anaknya Tahun Buku 2024
(Audited)
Response to the Audited Financial Statements of PT Krakatau Steel (Persero) Tbk and Its Subsidiaries for
Financial Year 2024
20 35/KOM-KS/VI/2025 Usulan Remunerasi Direksi dan Dewan Komisaris PT Krakatau Steel (Persero) Tbk Tahun 2025
Proposed Remuneration of the Board of Directors and Board of Commissioners of PT Krakatau Steel
(Persero) Tbk for 2025
PT Krakatau Steel Tbk
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No
Letter Number Subject
21 37/KOM-KS/VI/2025 Usulan Kantor Akuntan Publik untuk Audit Laporan Keuangan Konsolidasian PT Krakatau Steel (Persero) Tbk
Tahun Buku 2025
Proposal for the Appointment of a Public Accounting Firm to Audit the Consolidated Financial Statements of
PT Krakatau Steel (Persero) Tbk for Financial Year 2025
22 40/KOM-KS/VI/2025 Persetujuan Cuti Direktur Utama PT Krakatau Steel (Persero) Tbk
Approval of Leave for the President Director of PT Krakatau Steel (Persero) Tbk
23 42/KOM-KS/ Dukungan Dewan Komisaris Dalam Rangka Permohonan Pendanaan PT Krakatau Steel Perero) Tbk kepada
VII/2025 PT Danantara Asset Management (Persero)
Support of the Board of Commissioners in Relation to the Funding Request of PT Krakatau Steel (Persero)
Tbk to PT Danantara Asset Management (Persero)
24 43/KOM-KS/ Penetapan Assessor Independen untuk Melakukan Penilaian Terhadap Penerapan Tata Kelola Perusahaan
VII/2025 yang Baik
Determination of an Independent Assessor to Conduct an Assessment of the Implementation of Good
Corporate Governance
25 44/KOM-KS/ Penetapan Imbal Jasa Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia)
VII/2025 untuk Audit Laporan Keuangan Konsolidasian PT Krakatau Steel (Persero) Tbk Tahun Buku 2025
Determination of the Audit Fee of Public Accounting Firm Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM
Indonesia) for the Audit of the Consolidated Financial Statements of PT Krakatau Steel (Persero) Tbk for
Financial Year 2025
26 50/KOM-KS/ Persetujuan tertulis atas tindakan Direksi berupa Penghentian Terencana Fasilitas COP yang belum
VIII/2025 ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan PT Krakatau Steel (Persero) Tbk Tahun 2025
Written approval of the Board of Commissioners for the action of the Board of Directors in the form of the
Planned Suspension of the COP Facility, which was not stipulated in the 2025 Work Plan and Budget (RKAP)
of PT Krakatau Steel (Persero) Tbk
27 51/KOM-KS/ Tanggapan Dewan Komisaris atas Fraud Risk Assessement yang telah dilakukan Manajemen PT Krakatau
VIII/2025 Steel (Persero) Tbk
Response of the Board of Commissioners to the Fraud Risk Assessment conducted by the Management of
PT Krakatau Steel (Persero) Tbk
28 52/KOM-KS/ Persetujuan Penempatan Direksi Anak Perusahaan PT Krakatau Steel (Persero) Tbk yaitu PT Krakatau Baja
VIII/2025 Konstruksi
Approval of the Appointment of a Director of a Subsidiary of PT Krakatau Steel (Persero) Tbk, namely PT
Krakatau Baja Konstruksi
29 54/KOM-KS/IX/2025 Persetujuan Permohnan Penempatan Corporate Secretary
Approval of the Appointment of the Corporate Secretary
30 55/KOM-KS/IX/2025 Dukungan Dewan Komisaris Dalam Rangka Perolehan Pinjaman Pemegang Saham dari PT Danantara Asset
Management (Persero)
Support from the Board of Commissioners in relation to the Shareholder Loan Facility obtained from PT
Danantara Asset Management (Persero)
31 56/KOM-KS/IX/2025 Pakta Integritas Dewan Komisaris PT Krakatau Steel (Persero) Tbk Tentang Penerimaan Pinjaman Pemegang
Saham PT Krakatau Steel (Persero) Tbk
Integrity Pact of the Board of Commissioners of PT Krakatau Steel (Persero) Tbk concerning the Acceptance
of a Shareholder Loan by PT Krakatau Steel (Persero) Tbk
32 57/KOM-KS/IX/2025 Persetujuan atas Tindakan Direksi yang Belum Ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan
PT Krakatau Steel (Pesero) Tbk Tahun 2025
Approval of Actions of the Board of Directors Not Yet Stipulated in the 2025 Work Plan and Budget (RKAP) of
PT Krakatau Steel (Persero) Tbk
33 58/KOM-KS/X/2025 Persetujuan Cuti Direktur Utama PT Krakatau Steel (Persero) Tbk
Approval of Leave for the President Director of PT Krakatau Steel (Persero) Tbk
PT Krakatau Steel Tbk
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Nomor Surat Perihal
No
Letter Number Subject
34 61/KOM-KS/X/2025 Persetujuan atas Tindakan Direksi yang Belum Ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan
PT Krakatau Steel (Persero) Tbk Tahun 2025
Approval of Actions of the Board of Directors Not Yet Stipulated in the 2025 Work Plan and Budget (RKAP) of
PT Krakatau Steel (Persero) Tbk
35 63/KOM-KS/X/2025 Dukungan dan Tanggapan Dewan Komisaris atas Rencana Perolehan Pinjaman dari PT Danantara Asset
Management (Persero) dan Penjaminan Aset Tetap sebagai suatu Restrukturisasi dalam Rangka Penyehatan
Support and Response of the Board of Commissioners to the Plan to Obtain a Loan from PT Danantara Asset
Management (Persero) and the Encumbrance of Fixed Assets as Part of a Restructuring in the Context of
Financial Recovery
36 63A/KOM- Pakta Integritas Dewan Komisaris PT Krakatau Steel (Persero) Tbk Tentang Penerimaan Pinjaman Pemegang
KS/X/2025 Saham PT Krakatau Steel (Persero) Tbk
Integrity Pact of the Board of Commissioners of PT Krakatau Steel (Persero) Tbk concerning the Acceptance
of a Shareholder Loan
37 64/KOM-KS/X/2025 Penetapan Penambahan Imbal Jasa Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM
Indonesia) untuk Penambahan Lingkup Audit Laporan Komposit Risiko PT Krakatau Steel (Persero) Tbk
Tahun Buku 2025
Determination of Additional Audit Fees for Public Accounting Firm Amir Abadi Jusuf, Aryanto, Mawar &
Rekan (RSM Indonesia) for the Expanded Scope of Audit of the Composite Risk Report of PT Krakatau Steel
(Persero) Tbk for Financial Year 2025
38 65/KOM-KS/XI/2025 Persetujuan Penempatan Komisaris dan Direksi Anak Perusahaan PT Krakatau Steel (Persero) Tbk
Approval of the Appointment of Commissioners and Directors of Subsidiaries of PT Krakatau Steel (Persero)
Tbk
39 66/KOM-KS/XI/2025 Persetujuan Penempatan Direktur Utama Anak Perusahaan (PT Meratus Jaya Iron & Steel)
Approval of the Appointment of the President Director of a Subsidiary (PT Meratus Jaya Iron & Steel)
40 67/KOM-KS/XI/2025 Permohonan Persetujuan Penempatan Direktur Utama Anak Perusahaan (PT Meratus Jaya Iron & Steel)
Request for Approval of the Appointment of the President Director of a Subsidiary (PT Meratus Jaya Iron &
Steel)
41 70/KOM-KS/XI/2025 Permohonan Persetujuan Perolehan Pinjaman dari PT Danantara Asset Management (Persero) sebagai
Pembaruan Restrukturisasi dalam Rangka Penyehatan dan Persetujuan atas Rencana Penjaminan yang
Timbul dari Pelaksanaan Restrukturisasi
Request for Approval of the Loan Facility from PT Danantara Asset Management (Persero) as an Update to
the Restructuring in the Context of Financial Recovery and Approval of the Security Plan Arising from the
Implementation of the Restructuring
42 71/KOM-KS/XI/2025 Pakta Integritas Dewan Komisaris Tentang Penerimaan Pinjaman dan Penjaminan Aset PT Krakatau Steel
(Persero) Tbk dalam Rangka Perolehan Pendanaan dari PT Danantara Asset Management (Persero)
Integrity Pact of the Board of Commissioners concerning the Acceptance of a Loan and the Encumbrance
of Assets of PT Krakatau Steel (Persero) Tbk in relation to the Financing Facility from PT Danantara Asset
Management (Persero)
43 72/KOM-KS/XI/2025 Dukungan dan Tanggapan Dewan Komisaris atas Pembaruan Penetapan Restrukturisasi Dalam Rangka
Penyehatan PT Krakatau Steel (Persero) Tbk
Support and Response of the Board of Commissioners to the Update of the Restructuring Determination in
the Context of the Financial Recovery of PT Krakatau Steel (Persero) Tbk
44 73/KOM-KS/XI/2025 Pakta Integritas Dewan Komisaris PT Krakatau Steel (Persero) Tbk Tentang Pembaruan Penetapan
Restrukturisasi Penyehatan PT Krakatau Steel (Persero) Tbk
Integrity Pact of the Board of Commissioners of PT Krakatau Steel (Persero) Tbk concerning the Update of
the Restructuring Determination for Financial Recovery
45 76/KOM-KS/XI/2025 Persetujuan Penempatan Direksi Anak Perusahaan PT Krakatau Steel (Persero) Tbk
Approval of the Appointment of Directors of a Subsidiary of PT Krakatau Steel (Persero) Tbk
46 77/KOM-KS/XI/2025 Persetujuan Penempatan Direksi Cucu Perusahaan PT Krakatau Steel (Persero) Tbk
Approval of the Appointment of Directors of a Sub-Subsidiary of PT Krakatau Steel (Persero) Tbk
PT Krakatau Steel Tbk
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Letter Number Subject
47 78/KOM-KS/ Persetujuan atas Tindakan Direksi yang Belum Ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan
XII/2025 PT KS Tahun 2025 berupa Pelepasan Saham PT MMS
Approval of Actions of the Board of Directors Not Yet Stipulated in the 2025 Work Plan and Budget (RKAP) of
PT KS in the form of the Divestment of Shares in PT MMS
48 79/KOM-KS/ Persetujuan Transaksi Pinjaman dan Penjaminan Aset PT Krakatau Steel (Persero) Tbk atas Penerimaan
XII/2025 Pinjaman Baru berupa Pinjaman Pemegang Saham (Shareholder Loan)
Approval of the Loan Transaction and Asset Encumbrance of PT Krakatau Steel (Persero) Tbk in relation to
the Receipt of a New Loan in the form of a Shareholder Loan
49 81/KOM-KS/XII/2025 Rencana Kerja dan Anggaran Dewan Komisaris Tahun 2026
Work Plan and Budget of the Board of Commissioners for 2026
50 82/KOM-KS/ Persetujuan Cuti Ibadah Umroh Direktur Utama PT Krakatau Steel (Persero) Tbk
XII/2025 Approval of Umrah Leave for the President Director of PT Krakatau Steel (Persero) Tbk
51 84/KOM-KS/ Permohonan Persetujuan Rencana Perubahan Struktur Modal dan Persentase Kepemilikan Saham PT KS di
XII/2025 PT KE yang Disebabkan oleh DES Pihak Ketiga pada PT KE
Request for Approval of the Plan to Amend the Capital Structure and Shareholding Percentage of PT KS in PT
KE Resulting from Third-Party Debt-to-Equity Swap (DES) in PT KE
KUNJUNGAN KERJA DEWAN KOMISARIS WORK VISIT OF THE BOARD OF COMMISSIONERS
Tanggal Nama Lokasi Kunjungan Kerja
No.
Date Name Work Visit Location
1 16 Januari | January 16 Willgo Zainar Cilegon
2 6 Mei | May 6 1. Suhanto Cilegon
2. I Gusti Putu Suryawirawan
3. David Pajung
4. Yudha Mediawan
5. Willgo Zainar
3 1 Juli | July 1 Hendro Martowardojo Cilegon
4 22 Juli | July 22 Hendro Martowardojo Cilegon
5 7 Agustus | August 7 Adityo Haryo Bimo Cilegon
6 14 Agustus | August 14 Hendro Martowardojo Cilegon
7 11 September | September 11 1. David Pajung Cilegon
2. Willgo Zainar
3. Adityo Haryo Bimo
8 11 November | November 11 1. David Pajung Jakarta
2. Willgo Zainar
PENGEMBANGAN KOMPETENSI DAN PROGRAM COMPETENCE DEVELOPMENT AND INDUCTION
ORIENTASI DEWAN KOMISARIS PROGRAM OF THE BOARD OF COMMISSIONERS
KEBIJAKAN POLICY
Berdasarkan Board Manual Perseroan bagian 3.1.8.2, anggota Pursuant to Section 3.1.8.2 of the Company’s Board Manual,
Dewan Komisaris wajib mengikuti program peningkatan members of the Board of Commissioners are required to
kapabilitas agar dapat selalu memperbaharui informasi tentang participate in capability enhancement programs to continuously
perkembangan terkini dari aktivitas bisnis Perseroan dan update themselves on the latest developments in the Company’s
pengetahuan lainnya yang terkait dengan pelaksanaan tugas business activities and other knowledge relevant to the
Dewan Komisaris. performance of the Board of Commissioners’ duties.
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Ketentuan-ketentuan tentang program peningkatan kapabilitas The provisions concerning the capability enhancement program
bagi anggota Dewan Komisaris adalah sebagai berikut: for members of the Board of Commissioners are as follows:
1. Program peningkatan kapabilitas dilaksanakan dalam rangka 1. The capability enhancement program is conducted to
meningkatkan efektivitas kerja Dewan Komisaris. improve the effectiveness of the Board of Commissioners’
performance.
2. Rencana untuk melaksanakan program peningkatan 2. The plan to implement the capability enhancement program
kapabilitas harus dimasukkan dalam RKAP yang dibuat oleh must be included in the RKAP prepared by the Nomination
Komite Nominasi dan Remunerasi. and Remuneration Committee.
3. Anggota Dewan Komisaris yang bersangkutan harus 3. The relevant member of the Board of Commissioners must
membuat laporan tentang pelaksanaan program peningkatan prepare a report on the implementation of the capability
kapabilitas dan disampaikan kepada Dewan Komisaris. enhancement program and submit it to the Board of
Commissioners.
4. Setiap anggota Dewan Komisaris yang mengikuti program 4. Any member of the Board of Commissioners who participates
peningkatan kapabilitas seperti seminar dan/atau pelatihan, in capability enhancement programs such as seminars and/
studi banding, serta upaya peningkatan kapabilitas lainnya or training, benchmarking visits, and other capacity-building
dapat menyajikan presentasi kepada anggota Dewan initiatives may deliver a presentation to other members
Komisaris lainnya dalam rangka berbagi informasi dan of the Board of Commissioners for the purpose of sharing
pengetahuan (sharing knowledge). information and knowledge (knowledge sharing).
Selain program pengembangan kompetensi, bagi anggota Dewan In addition to competency development programs, members
Komisaris yang diangkat untuk pertama kalinya, wajib diberikan of the Board of Commissioner appointed for the first time are
program pengenalan (program orientasi) mengenai Perseroan. required to participate in an induction (orientation) program
Program pengenalan Perseroan dapat berupa presentasi, regarding the Company. The orientation program may include
pertemuan, kunjungan ke Perseroan dan pengkajian dokumen presentations, meetings, visits to the Company, and review
atau program lainnya yang dianggap sesuai dengan pelaksanaan of documents or other activities deemed appropriate for the
program tersebut. implementation of such program.
PROGRAM PENGEMBANGAN KOMPETENSI YANG COMPETENCY DEVELOPMENT PROGRAMS ATTENDED
DIIKUTI DEWAN KOMISARIS PADA TAHUN 2025 BY THE BOARD OF COMMISSIONERS IN 2025
Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
1 Hendro Martowardojo 18 Juli Program Orientasi bagi Komisaris Baru PT KS
July 18 Orientation Program for Newly Appointed Commissioners
2 David Pajung 27-28 Mei Workshop tatap muka “Analisis Laporan Keuangan” IAI
May 27-28 In-person Workshop on “Financial Statement Analysis”
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan MIND ID
November 11 Komisaris dan Komite
Benchmarking Visit to MIND ID on Board of Commissioners and
Committee Governance Practices
29-31 Desember Training Penyusunan Sistem Remunerasi Perusahaan MSDM
December 29-31 Training on the Development of a Corporate Remuneration System
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Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
3 Willgo Zainar 21 Januari Seminar “Peran Dewan Komisaris Dalam Aspek Hukum Laporan IKAI
January 21 Keuangan dan Laporan Tahunan Perusahaan”
Seminar on “The Role of the Board of Commissioners in the Legal
Aspects of Financial Statements and Annual Reports”
27-28 Mei Workshop tatap muka “Analisis Laporan Keuangan” IAI
May 27-28 In-person Workshop on “Financial Statement Analysis”
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan MIND ID
November 11 Komisaris dan Komite
Benchmarking Visit to MIND ID on Board of Commissioners and
Committee Governance Practices
4. Setia Diarta 18 Juli Program Orientasi bagi Komisaris Baru
July 18 Orientation Program for Newly Appointed Commissioners
12 Oktober Webinar Implementasi Governance, Risk, and Compliance (GRC) MSDM
October 12 untuk Auditor, Manajer, dan Direktur
Webinar on the Implementation of Governance, Risk, and
Compliance (GRC) for Auditors, Managers, and Directors
5. Adityo Haryo Bimo 18 Juli Program Orientasi bagi Komisaris Baru PT KS
July 18 Orientation Program for Newly Appointed Commissioners
12 Oktober Webinar Implementasi Governance, Risk, and Compliance (GRC) MSDM
October 12 untuk Auditor, Manajer, dan Direktur
Webinar on the Implementation of Governance, Risk, and
Compliance (GRC) for Auditors, Managers, and Directors
6. Suhanto*) 13 Februari Pemaparan Progres Belanja Produk Dalam Negeri (PDN) dan Kementerian
February 13 Implementasi PaDi UMKM Tahun 2024 BUMN
Presentation on the Progress of Domestic Product Procurement
(PDN) and the Implementation of PaDi UMKM in 2024
28 April Townhall Meeting BPI Danantara
April 28
7. I Gusti Putu 7 Januari Webinar "Determining the Risk Strategy in the Challenges of LSPMR
Suryawirawan*) January 7 Environmental, Social and Macro Economic Changes”
Webinar on “Determining the Risk Strategy in the Challenges of
Environmental, Social, and Macroeconomic Changes”
8. Yudha Mediawan*) 7 Januari Webinar "Determining Risk Strategy in the Challenges of LSPMR
January 7 Environmental, Social and Macro Economic Changes"
Webinar on “Determining Risk Strategy in the Challenges of
Environmental, Social, and Macroeconomic Changes”
9. Isfan Fajar Satryo*) - -
*) Selesai masa jabatan berdasarkan keputusan RUPST tanggal 25 Juni 2025 | The term of office has ended based on the decision of the AGMS dated June 25, 2025
PT KS : PT Krakatau Steel (Persero) Tbk.
IAI : Ikatan Akuntan Indonesia | Institute of Indonesia Chartered Accountants
MIND ID : Mining Industry Indonesia
MSDM : PT Media SDM Indonesia
IKAI : Ikatan Komite Audit Indonesia | Indonesian Institute of Audit Committee
LSPMR : Lembaga Sertifikasi Profesi Manajemen Risiko | Risk Management Professional Certification Institute
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PENILAIAN DEWAN KOMISARIS ATAS KINERJA BOARD OF COMMISSIONERS’ EVALUATION ON THE
KOMITE PENDUKUNG PELAKSANAAN TUGAS DEWAN PERFORMANCE OF THE BOARD OF COMMISSIONERS’
KOMISARIS DUTIES SUPPORTING COMMITTEES
Secara berkala, Dewan Komisaris melakukan penilaian atas The Board of Commissioners periodically conducts performance
kinerja komite pendukung Dewan Komisaris yang bertugas evaluations of its supporting committees, which assist in carrying
membantu pelaksanaan kegiatan, tugas, dan tanggung jawab out the Board’s activities, duties, and responsibilities. As of the
Dewan Komisaris. Hingga akhir tahun 2025, Dewan Komisaris end of 2025, the Board of Commissioners has established an
memiliki Komite Audit, Komite Nominasi dan Remunerasi, dan Audit Committee, a Nomination and Remuneration Committee,
Komite Pengembangan Usaha dan Pemantau Manajemen Risiko and a Business Development and Risk Management Oversight
(PU dan PMR). Committee (PU and PMR).
Penilaian atas Kinerja Komite Audit Evaluation of the Audit Committee’s Performance
Dewan Komisaris telah melakukan penilaian atas kinerja Komite The Board of Commissioners has conducted an evaluation of
Audit Tahun Buku 2025 sebagai bagian dari pelaksanaan fungsi the Audit Committee’s performance for Financial Year 2025 as
pengawasan Dewan Komisaris. Penilaian ini dilaksanakan sesuai part of its supervisory function. The evaluation was carried out
dengan Piagam Komite Audit dan Keputusan Dewan Komisaris in accordance with the Audit Committee Charter and the Board
mengenai sistem evaluasi kinerja Komite Audit. of Commissioners’ Decree concerning the Audit Committee
performance evaluation system.
PROSEDUR DAN KRITERIA PENILAIAN EVALUATION PROCEDURES AND CRITERIA
Penilaian dilakukan melalui mekanisme self-assessment yang The evaluation was conducted through a self-assessment
dilengkapi dengan reviu dan validasi oleh Dewan Komisaris, mechanism, complemented by a review and validation by the
dengan menggunakan indikator sebagai berikut: Board of Commissioners, using the following indicators:
1. Tingkat kehadiran dalam rapat Komite; 1. Attendance rate at Committee meetings;
2. Penguasaan materi yang dibahas; 2. Mastery of the materials discussed;
3. Kesediaan menyediakan waktu dan upaya dalam menjalankan 3. Willingness to devote time and effort in carrying out duties
tugas dan tanggung jawab; and responsibilities;
4. Partisipasi dalam kegiatan di luar kantor, termasuk kunjungan 4. Participation in activities outside the office, including visits
ke unit bisnis; serta to business units; and
5. Kualitas saran dan rekomendasi yang diberikan dalam rapat. 5. Quality of advice and recommendations provided during
meetings.
HASIL PENILAIAN EVALUATION RESULTS
Berdasarkan laporan pelaksanaan tugas Komite Audit, Based on the Audit Committee’s report on the implementation
Dewan Komisaris mencatat bahwa Komite Audit telah of its duties, the Board of Commissioners noted that the Audit
menyelenggarakan 62 kali rapat sepanjang tahun 2025 dengan Committee convened 62 meetings throughout 2025, with
tingkat kehadiran yang sangat baik, yaitu berkisar antara 89% excellent attendance rates ranging from 89% to 98% for each
hingga 98% untuk masing-masing anggota. Frekuensi rapat yang member. The high frequency of meetings reflects the intensity
tinggi mencerminkan intensitas pengawasan yang dilakukan, of oversight carried out, particularly in discussions on financial
khususnya dalam pembahasan laporan keuangan, restrukturisasi statements, debt restructuring, evaluation of subsidiary and
utang, evaluasi kinerja entitas anak dan ventura bersama, joint venture performance, effectiveness of internal controls,
efektivitas pengendalian internal, tindak lanjut hasil audit follow-up on internal and external audit findings, and monitoring
internal maupun eksternal, serta pemantauan implementasi tata of integrated governance implementation.
kelola terintegrasi.
Dewan Komisaris juga menilai bahwa Komite Audit menunjukkan The Board of Commissioners also assessed that the Audit
penguasaan materi yang memadai atas isu-isu strategis dan Committee demonstrated adequate mastery of both strategic
teknis, termasuk evaluasi atas Laporan Keuangan Tahun Buku and technical issues, including evaluation of the 2024 and
2024 dan 2025, pemantauan proses audit oleh Kantor Akuntan 2025 Financial Statements, monitoring of the audit process
Publik, pembahasan Internal Control over Financial Reporting conducted by the Public Accounting Firm, discussions on
(ICoFR), tindak lanjut rekomendasi BPK RI dan BPKP, serta Internal Control over Financial Reporting (ICoFR), follow-up on
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pengawasan terhadap program restrukturisasi dan efisiensi recommendations from BPK RI and BPKP, and oversight of the
Perseroan. Diskusi yang berlangsung dalam rapat-rapat Komite Company’s restructuring and efficiency programs. Discussions
Audit menghasilkan notulen, hasil telaah, surat tanggapan, dan in the Committee’s meetings resulted in minutes of meetings,
surat rekomendasi yang menjadi dasar pertimbangan Dewan review reports, response letters, and recommendation letters
Komisaris dalam memberikan arahan kepada Direksi. that served as the basis for the Board of Commissioners in
providing direction to the Board of Directors.
Dalam aspek komitmen waktu dan partisipasi aktif, Dewan In terms of time commitment and active participation, the Board
Komisaris mencermati keterlibatan anggota Komite Audit tidak of Commissioners observed that Audit Committee members
hanya dalam rapat formal, tetapi juga dalam kegiatan plant were involved not only in formal meetings but also in plant visits,
visit, studi banding, audiensi dengan auditor dan regulator, benchmarking activities, hearings with auditors and regulators,
serta berbagai program peningkatan kompetensi yang relevan and various competency development programs relevant to
dengan bidang audit, Manajemen Risiko, dan Tata Kelola. Hal ini audit, Risk Management, and Governance. This demonstrates
menunjukkan kesediaan anggota Komite untuk menyediakan the members’ willingness to devote additional time and effort
waktu dan upaya tambahan guna memperdalam pemahaman to deepen their understanding of the Company’s business
atas proses bisnis dan risiko Perseroan. processes and risks.
Dari sisi kualitas kontribusi, Dewan Komisaris menilai bahwa In terms of the quality of contributions, the Board of
saran dan rekomendasi yang diberikan Komite Audit bersifat Commissioners assessed that the advice and recommendations
konstruktif, berbasis data, serta berorientasi pada penguatan provided by the Audit Committee were constructive, data-
Sistem Pengendalian Internal, peningkatan kualitas pelaporan driven, and focused on strengthening Internal Control Systems,
keuangan, Manajemen Risiko, dan kepatuhan terhadap peraturan improving the quality of financial reporting, enhancing Risk
perundang-undangan. Komite Audit juga berperan aktif dalam Management, and ensuring compliance with applicable laws and
mendorong penyelesaian tindak lanjut atas temuan audit dan regulations. The Audit Committee also played an active role in
dalam memastikan koordinasi yang efektif dengan unit Internal encouraging the completion of follow-ups on audit findings and
Audit dan auditor eksternal. in ensuring effective coordination with the Internal Audit unit and
external auditors.
Berdasarkan keseluruhan hasil evaluasi tersebut, Dewan Based on the overall evaluation results, the Board of
Komisaris menyimpulkan bahwa kinerja Komite Audit Tahun Commissioners concluded that the Audit Committee’s
2025 telah dilaksanakan secara efektif dan sesuai dengan performance in 2025 was carried out effectively and in
Piagam Komite Audit serta peraturan perundang-undangan accordance with the Audit Committee Charter and applicable
yang berlaku. Komite Audit dinilai telah mendukung pelaksanaan laws and regulations. The Audit Committee was deemed to have
fungsi pengawasan Dewan Komisaris secara optimal, khususnya optimally supported the Board of Commissioners’ supervisory
dalam memastikan integritas laporan keuangan, efektivitas function, particularly in ensuring the integrity of financial
pengendalian internal, dan penerapan prinsip-prinsip GCG di statements, the effectiveness of internal controls, and the
lingkungan Perseroan. implementation of GCG principles within the Company.
Hasil penilaian ini menjadi salah satu dasar pertimbangan The results of this evaluation serve as one of the considerations
Dewan Komisaris dalam mengevaluasi kelanjutan masa jabatan for the Board of Commissioners in assessing the continuation of
anggota Komite Audit untuk periode berikutnya, dengan the tenure of Audit Committee members for the following period,
tetap memperhatikan aspek independensi, kompetensi, dan while considering aspects of independence, competence, and
kebutuhan strategis Perseroan. the Company’s strategic needs.
Penilaian atas Kinerja Komite Nominasi dan Evaluation of the Nomination and Remuneration
Remunerasi Committee’s Performance
Dewan Komisaris telah melakukan penilaian atas kinerja Komite The Board of Commissioners has conducted an evaluation of
Nominasi dan Remunerasi Tahun Buku 2025 sebagai bagian dari the Nomination and Remuneration Committee’s performance
pelaksanaan fungsi pengawasan Dewan Komisaris. Penilaian for Financial Year 2025 as part of its supervisory function. The
ini dilaksanakan sesuai dengan Piagam Komite Nominasi dan evaluation was conducted in accordance with the Nomination
Remunerasi serta sistem evaluasi yang ditetapkan melalui and Remuneration Committee Charter and the evaluation system
Keputusan Dewan Komisaris. established through a Board of Commissioners’ Decree.
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PROSEDUR DAN KRITERIA PENILAIAN EVALUATION PROCEDURES AND CRITERIA
Evaluasi dilakukan melalui mekanisme self-assessment yang The evaluation was conducted through a self-assessment
direviu oleh Dewan Komisaris dengan mengacu pada indikator mechanism reviewed by the Board of Commissioners, referring
antara lain: to the following indicators:
1. Tingkat kehadiran dalam rapat Komite; 1. Attendance rate at Committee meetings;
2. Penguasaan materi yang dibahas; 2. Mastery of the materials discussed;
3. Kesediaan menyediakan waktu dan upaya dalam menjalankan 3. Willingness to devote time and effort in carrying out duties
tugas dan tanggung jawab; and responsibilities;
4. Partisipasi dalam kegiatan yang relevan dengan fungsi 4. Participation in activities relevant to nomination and
nominasi dan remunerasi; serta remuneration functions; and
5. Kualitas telaah, rekomendasi, dan pertimbangan yang 5. Quality of reviews, recommendations, and considerations
diberikan kepada Dewan Komisaris. provided to the Board of Commissioners.
HASIL PENILAIAN EVALUATION RESULTS
Berdasarkan laporan pelaksanaan tugas Komite Nominasi dan Based on the report on the implementation of duties of the
Remunerasi, Dewan Komisaris mencatat bahwa Komite telah Nomination and Remuneration Committee, the Board of
menyelenggarakan 23 kali rapat sepanjang tahun 2025. Tingkat Commissioners noted that the Committee held 23 meetings
kehadiran Ketua Komite mencapai 100%, sementara tingkat throughout 2025. The attendance rate of the Committee
kehadiran anggota lainnya berada pada kisaran 75% hingga Chairman reached 100%, while other members’ attendance
87%, dengan satu anggota menjabat hanya sampai Juni 2025 ranged between 75% and 87%, with one member serving only
sehubungan dengan perubahan komposisi Komite. Secara until June 2025 due to changes in the Committee’s composition.
umum, Dewan Komisaris menilai bahwa frekuensi rapat dan In general, the Board of Commissioners assessed that the
tingkat partisipasi tersebut mencerminkan komitmen Komite frequency of meetings and participation levels reflected the
dalam menjalankan mandatnya. Committee’s commitment in carrying out its mandate.
Dari sisi substansi, Dewan Komisaris menilai bahwa Komite Substantively, the Board of Commissioners assessed that the
Nominasi dan Remunerasi telah melaksanakan tugasnya secara Nomination and Remuneration Committee performed its duties
aktif dan strategis, antara lain melalui: actively and strategically, including through:
• Proses review dan wawancara terhadap kandidat Direksi, • Review and interview processes for candidates for Directors,
Komisaris, dan pejabat kunci, termasuk Kepala SPI (Head of Commissioners, and key officials, including the Head of
Internal Audit) dan Corporate Secretary; Internal Audit and the Corporate Secretary;
• Evaluasi kinerja Direksi yang sedang menjabat serta • Evaluation of the performance of incumbent Directors and
pembahasan selected talent dan nominated talent; discussion of selected and nominated talents;
• Pembahasan usulan perubahan struktur organisasi dan • Discussion of proposed organizational structure changes
integrasi fungsi; and functional integration;
• Penyusunan dan pemberian rekomendasi terkait remunerasi • Formulation and provision of recommendations regarding
Direksi dan Dewan Komisaris Tahun 2025; serta the remuneration of the Board of Directors and the Board of
Commissioners for 2025; and
• Keterlibatan dalam proses restrukturisasi dan efisiensi SDM • Involvement in restructuring and human capital efficiency
di lingkungan Perseroan dan entitas anak. processes within the Company and its subsidiaries.
Dewan Komisaris juga mencermati bahwa Komite memberikan The Board of Commissioners also observed that the Committee
perhatian yang memadai terhadap aspek kesesuaian kompetensi, paid adequate attention to competency alignment, integrity, and
integritas, serta kebutuhan strategis Perseroan dalam setiap the Company’s strategic needs in every nomination process.
proses nominasi. Rekomendasi yang disampaikan Komite dinilai The Committee’s recommendations were based on professional
berbasis pada pertimbangan profesional, prinsip kewajaran, judgment, fairness principles, and alignment with the Company’s
serta keselarasan dengan kondisi keuangan dan transformasi financial condition and business transformation.
bisnis Perseroan.
Dalam aspek pengembangan kompetensi, anggota Komite In terms of competency development, members of the Nomination
Nominasi dan Remunerasi telah mengikuti berbagai program and Remuneration Committee participated in various capacity-
peningkatan kapasitas, termasuk workshop analisis laporan building programs, including financial statement analysis
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keuangan, training penyusunan sistem remunerasi, serta workshops, remuneration system development training, and
studi banding eksternal. Partisipasi ini mendukung penguatan external benchmarking activities. This participation supported
kapasitas Komite dalam merumuskan kebijakan nominasi dan the strengthening of the Committee’s capacity in formulating
remunerasi yang adaptif terhadap dinamika bisnis dan regulasi. nomination and remuneration policies that are adaptive to
business and regulatory dynamics.
Berdasarkan keseluruhan hasil evaluasi tersebut, Dewan Based on the overall evaluation results, the Board of
Komisaris menyimpulkan bahwa kinerja Komite Nominasi dan Commissioners concluded that the performance of the
Remunerasi Tahun 2025 telah berjalan secara efektif dan sesuai Nomination and Remuneration Committee in 2025 was carried
dengan Piagam Komite serta ketentuan peraturan perundang- out effectively and in accordance with the Committee Charter and
undangan yang berlaku. Komite dinilai telah memberikan applicable laws and regulations. The Committee was deemed to
dukungan yang memadai kepada Dewan Komisaris dalam have provided adequate support to the Board of Commissioners
memastikan tersedianya struktur kepemimpinan yang kompeten, in ensuring the availability of a competent leadership structure,
sistem remunerasi yang wajar dan kompetitif, serta proses a fair and competitive remuneration system, and a well-managed
suksesi yang terkelola dengan baik di lingkungan Perseroan. succession process within the Company.
Hasil penilaian ini menjadi salah satu dasar pertimbangan Dewan The results of this evaluation serve as one of the considerations
Komisaris dalam mengevaluasi keberlanjutan masa jabatan for the Board of Commissioners in assessing the continuation
anggota Komite Nominasi dan Remunerasi untuk periode of the tenure of the Nomination and Remuneration Committee
berikutnya, dengan tetap memperhatikan aspek independensi, members for the following period, while considering
kompetensi, dan kebutuhan strategis Perseroan. independence, competence, and the Company’s strategic needs.
Penilaian atas Kinerja Komite PU & PMR Evaluation of the PU & PMR Committee
Dewan Komisaris telah melakukan penilaian atas kinerja Komite The Board of Commissioners has conducted an evaluation of the
PU & PMR Tahun Buku 2025 sebagai bagian dari pelaksanaan performance of the PU & PMR Committee for Financial Year 2025
fungsi pengawasan Dewan Komisaris. Penilaian ini dilaksanakan as part of its supervisory function. The evaluation was conducted
sesuai dengan Piagam Komite serta sistem evaluasi yang in accordance with the Committee Charter and the evaluation
ditetapkan melalui Keputusan Dewan Komisaris. system established through a Board of Commissioners’ Decree.
PROSEDUR DAN KRITERIA PENILAIAN EVALUATION PROCEDURES AND CRITERIA
Evaluasi dilakukan melalui mekanisme self-assessment yang The evaluation was conducted through a self-assessment
direviu oleh Dewan Komisaris dengan menggunakan indikator mechanism reviewed by the Board of Commissioners, using the
antara lain: following indicators:
1. Tingkat kehadiran dalam rapat Komite; 1. Attendance rate at Committee meetings;
2. Penguasaan materi pengembangan usaha dan Manajemen 2. Mastery of business development and Risk Management
Risiko yang dibahas; materials discussed;
3. Kesediaan menyediakan waktu dan upaya dalam menjalankan 3. Willingness to devote time and effort in carrying out duties
tugas dan tanggung jawab; and responsibilities;
4. Partisipasi aktif dalam pendalaman proyek strategis, 4. Active participation in in-depth reviews of strategic projects,
restrukturisasi, serta kunjungan lapangan; dan restructuring initiatives, and site visits; and
5. Kualitas telaah, analisis risiko, serta rekomendasi yang 5. Quality of reviews, risk analyses, and recommendations
diberikan kepada Dewan Komisaris. provided to the Board of Commissioners.
HASIL PENILAIAN EVALUATION RESULTS
Berdasarkan laporan pelaksanaan tugas Komite PU & PMR, Dewan Based on the report on the implementation of duties of the PU
Komisaris mencatat bahwa Komite telah menyelenggarakan 55 & PMR Committee, the Board of Commissioners noted that the
kali rapat sepanjang tahun 2025. Rapat-rapat tersebut membahas Committee held 55 meetings throughout 2025. These meetings
isu-isu strategis, antara lain evaluasi kinerja dan roadmap joint addressed strategic issues, including performance evaluation
venture, restrukturisasi utang, program efisiensi Grup, rencana and joint venture roadmaps, debt restructuring, Group efficiency
debt to equity swap, pelepasan saham dan tindakan Direksi di programs, debt-to-equity swap plans, share divestments and
luar RKAP, penyehatan keuangan melalui dukungan pemegang Directors’ actions outside the RKAP, financial recovery through
saham, serta penguatan penerapan Manajemen Risiko dan Tata shareholder support, and strengthening the implementation of
Kelola Terintegrasi. Risk Management and Integrated Governance.
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Dewan Komisaris menilai bahwa secara umum Komite PU & PMR The Board of Commissioners assessed that, in general, the PU &
telah menunjukkan komitmen yang baik dalam menjalankan PMR Committee demonstrated a strong commitment in carrying
fungsi pendalaman dan pemberian rekomendasi atas rencana out its in-depth review and recommendation functions on the
pengembangan usaha dan mitigasi risiko Perseroan. Tingkat Company’s business development plans and risk mitigation
kehadiran sebagian besar anggota berada pada kategori baik measures. The attendance rate of most members fell within
hingga sangat baik, khususnya anggota yang menjabat penuh good to excellent categories, particularly for those serving
selama tahun buku berjalan. Dewan Komisaris juga mencermati throughout the full financial year. The Board also noted changes
adanya perubahan komposisi pada pertengahan tahun 2025, in Committee composition in mid-2025, which affected the
yang memengaruhi proporsi kehadiran beberapa anggota pada proportion of attendance for certain members during specific
periode tertentu. periods.
Dari sisi substansi, Komite PU & PMR dinilai telah melaksanakan Substantively, the PU & PMR Committee was deemed to have
peran strategis dalam: performed a strategic role in:
• Melakukan analisis dan mitigasi risiko atas proyek dan aksi • Conducting analysis and risk mitigation for projects and
korporasi; corporate actions;
• Memberikan telaah atas rencana restrukturisasi dan efisiensi • Reviewing restructuring and operational efficiency plans;
operasional;
• Memantau implementasi Manajemen Risiko, termasuk • Monitoring the implementation of Risk Management,
penguatan pedoman, digitalisasi sistem, dan klasifikasi including strengthening guidelines, system digitalization,
risiko anak perusahaan; and risk classification of subsidiaries;
• Menyusun telaah dan surat rekomendasi kepada Dewan • Preparing review reports and recommendation letters to
Komisaris atas berbagai tindakan Direksi, termasuk yang the Board of Commissioners regarding various Directors’
berada di luar RKAP; serta actions, including those outside the RKAP; and
• Memantau perkembangan Tata Kelola Terintegrasi dan hasil • Monitoring the development of Integrated Governance and
asesmen GCG. the results of GCG assessments.
Dalam aspek peningkatan kompetensi, anggota Komite PU & PMR In terms of competency enhancement, members of the PU &
telah mengikuti berbagai seminar, pelatihan Governance, Risk PMR Committee participated in various seminars, Governance,
and Compliance (GRC), plant visit, serta studi banding eksternal. Risk and Compliance (GRC) training programs, plant visits, and
Dewan Komisaris menilai bahwa partisipasi ini mendukung external benchmarking activities. The Board of Commissioners
penguatan kapasitas Komite dalam melakukan evaluasi yang assessed that such participation supported the strengthening of
komprehensif atas risiko strategis, keuangan, operasional, dan the Committee’s capacity to conduct comprehensive evaluations
hukum yang dihadapi Perseroan. of strategic, financial, operational, and legal risks faced by the
Company.
Berdasarkan keseluruhan hasil evaluasi tersebut, Dewan Based on the overall evaluation results, the Board of
Komisaris menyimpulkan bahwa kinerja Komite PU & PMR Tahun Commissioners concluded that the performance of the PU & PMR
2025 telah dilaksanakan secara efektif dan sesuai dengan Piagam Committee in 2025 was carried out effectively and in accordance
Komite serta peraturan perundang-undangan yang berlaku. with the Committee Charter and applicable laws and regulations.
Komite dinilai telah memberikan kontribusi signifikan dalam The Committee was deemed to have made a significant
mendukung pengambilan keputusan Dewan Komisaris, khususnya contribution in supporting the Board of Commissioners’ decision-
dalam memastikan bahwa setiap rencana pengembangan usaha making process, particularly in ensuring that each business
dan aksi korporasi telah mempertimbangkan aspek kelayakan development plan and corporate action had considered business
bisnis, Manajemen Risiko, serta prinsip kehati-hatian (prudential feasibility, Risk Management aspects, and the prudential
principle). principle.
Hasil penilaian ini menjadi salah satu dasar pertimbangan The results of this evaluation serve as one of the considerations
Dewan Komisaris dalam mengevaluasi kelanjutan masa jabatan for the Board of Commissioners in assessing the continuation of
anggota Komite PU & PMR untuk periode berikutnya, dengan the tenure of PU & PMR Committee members for the following
tetap memperhatikan aspek kompetensi, independensi, serta period, while considering competence, independence, and the
kebutuhan strategis Perseroan dalam proses transformasi dan Company’s strategic needs in its ongoing transformation and
penyehatan berkelanjutan. financial recovery process.
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DIREKSI
Board of Directors
“Direksi merupakan organ Perseroan yang berwenang dan bertanggung jawab penuh atas pengurusan
Perseroan untuk kepentingan dan tujuan Perseroan, serta mewakili Perseroan baik di dalam maupun di luar
pengadilan sesuai dengan ketentuan Anggaran Dasar. Direksi menjalankan pengelolaan Perseroan secara
kolegial berdasarkan prinsip kehati-hatian, itikad baik, dan tanggung jawab, dengan tetap memperhatikan
peraturan perundang-undangan, prinsip tata kelola perusahaan yang baik, serta kebijakan Pemegang Saham.
Dalam melaksanakan tugasnya, Direksi memastikan strategi, operasional, Manajemen Risiko, dan Pengendalian
Internal Perseroan berjalan efektif guna mencapai kinerja yang berkelanjutan dan memberikan nilai tambah
bagi Perseroan.”
“The Board of Directors is a corporate organ of the Company vested with full authority and responsibility for the
management of the Company in the interest of and in accordance with the Company’s purposes and objectives,
and for representing the Company both inside and outside the court in accordance with the Articles of Association.
The Board of Directors manages the Company collectively based on the principles of prudence, good faith, and
accountability, while observing prevailing laws and regulations, the principles of Good Corporate Governance,
and the policies of the Shareholders. In performing its duties, the Board of Directors ensures that the Company’s
strategy, operations, Risk Management, and Internal Control Systems are effectively implemented to achieve
sustainable performance and create added value for the Company.”
KOMPOSISI DIREKSI COMPOSITION OF THE BOARD OF DIRECTORS
Sampai dengan 25 Juni 2025, komposisi Direksi Perseroan As of June 25, 2025, the composition of the Company’s Board of
adalah sebagai berikut: Directors was as follows:
Nama Jabatan Periode Dasar Hukum Pengangkatan
Name Position Term of Office Legal Basis of Appointment
Muhamad Akbar Direktur Utama 2024 – 2029 Keputusan RUPSLB tanggal 16 Desember
President Director 2024
Resolution of the EGMS dated December
Utomo Nugroho Direktur Infrastruktur dan Operasi 16, 2024
Director of Infrastructure and
Operations
Tardi Direktur Keuangan dan Manajemen 2023 - 2028 Keputusan RUPSLB tanggal 18 Januari
Risiko Director of Finance and Risk 2023
Management Resolution of the EGMS dated January 18,
2023
Agus Nizar Vidiansyah Direktur Sumber Daya Manusia 2024 – 2029 Keputusan RUPSLB tanggal 16 Desember
Director of Human Capital 2024
Resolution of the EGMS dated December
Hernowo Direktur Komersial, 16, 2024
Pengembangan Usaha, dan
Portofolio
Director of Commerce, Business
Development and Portfolio
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Berdasarkan Keputusan RUPST Tahun Buku 2024 tanggal 25 Based on the resolution of the AGMS for Financial Year 2024 held
Juni 2025 tentang Perubahan Susunan Pengurus Perseroan, on June 25, 2025, concerning Changes in the Composition of
maka komposisi Dewan Direksi Perseroan mengalami perubahan the Company’s Management, the composition of the Company’s
sebagai berikut: Board of Directors has changed as follows:
Nama Jabatan Periode Dasar Hukum Pengangkatan
Name Position Term of Office Legal Basis of Appointment
Muhamad Akbar Direktur Utama 2024 - 2029 Keputusan RUPSLB tanggal 16 Desember
President Director 2024
Resolution of the EGMS dated December
Utomo Nugroho Direktur Infrastruktur dan Operasi 16, 2024
Director of Infrastructure and
Operations
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen 2025 – 2030 Keputusan RUPST Tahun Buku 2024
Risiko tanggal 25 Juni 2025
Director of Finance and Risk Resolution of the Financial Year 2024
Management AGMS dated June 25, 2025
Agus Nizar Vidiansyah Direktur Sumber Daya Manusia 2024 – 2029 Keputusan RUPSLB tanggal 16 Desember
Director of Human Capital 2024
Resolution of the EGMS dated December
16, 2024
Hernowo Direktur Komersial, 2024 - 2029 Keputusan RUPSLB tanggal 16 Desember
Pengembangan Usaha, dan 2024
Portofolio Resolution of the EGMS dated December
Director of Commerce, Business 16, 2024
Development and Portfolio
Berdasarkan Keputusan RUPSLB tanggal 23 Desember 2025 Based on the resolution of the EGMS on December 23, 2025,
tentang Perubahan Susunan Pengurus Perseroan, maka concerning Changes in the Composition of the Company’s
komposisi Dewan Direksi Perseroan mengalami perubahan Management, the composition of the Company’s Board of
sebagai berikut: Directors has changed as follows:
Nama Jabatan Periode Dasar Hukum Pengangkatan
Name Position Term of Office Legal Basis of Appointment
Muhamad Akbar Direktur Utama 2024 - 2029 Keputusan RUPSLB tanggal 16 Desember
President Director 2024
Resolution of the EGMS dated December
16, 2024
Sidik Darusulistyo Direktur Infrastruktur dan Operasi 2025 – 2030 Keputusan RUPSLB tanggal 23 Desember
Director of Infrastructure and 2025
Operations Resolution of the EGMS dated December
23, 2025
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen 2025 – 2030 Keputusan RUPST Tahun Buku 2024
Risiko tanggal 25 Juni 2025
Director of Finance and Risk Resolution of the Financial Year 2024
Management AGMS dated June 25, 2025
Suryantoro Waluyo Direktur Sumber Daya Manusia 2025 – 2030 Keputusan RUPSLB tanggal 23 Desember
Director of Human Capital 2025
Resolution of the EGMS dated December
23, 2025
Hernowo Direktur Komersial, 2024 - 2029 Keputusan RUPSLB tanggal 16 Desember
Pengembangan Usaha, dan 2024
Portofolio Resolution of the EGMS dated December
Director of Commerce, Business 16, 2024
Development and Portfolio
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Tugas, Wewenang, dan Kewajiban Duties, Authorities, and Obligations
Tugas, wewenang, dan kewajiban Direksi diatur dalam Anggaran The duties, authorities, and obligations of the Board of Directors
Dasar Perseroan Pasal 12 ayat (1) dan dijelaskan lebih lanjut dalam are stipulated in Article 12 paragraph (1) of the Company’s Articles
Board Manual. of Association and are further set out in the Board Manual.
TUGAS DIREKSI DUTIES OF THE BOARD OF DIRECTORS
Direksi bertugas mengurus dan mengelola Perseroan untuk The Board of Directors is responsible for managing and
kepentingan dan tujuan Perseroan sesuai dengan Anggaran administering the Company in the interest of and in accordance
Dasar serta peraturan perundang-undangan yang berlaku. Dalam with the Company’s purposes and objectives, as stipulated in
menjalankan tugasnya, Direksi menyusun rencana strategis dan the Articles of Association and prevailing laws and regulations.
operasional Perseroan, termasuk RJPP dan RKAP, mengelola In carrying out its duties, the Board of Directors formulates the
sumber daya secara efektif dan efisien, serta memastikan Company’s strategic and operational plans, including the Long-
pelaksanaan Manajemen Risiko dan Sistem Pengendalian Term Corporate Plan (RJPP) and RKAP, manages resources
Internal berjalan dengan baik. Direksi juga bertanggung jawab effectively and efficiently, and ensures the proper implementation
untuk menjaga keberlangsungan usaha, meningkatkan kinerja of Risk Management and Internal Control Systems. The Board of
dan nilai Perseroan, serta memastikan kepatuhan terhadap Directors is also responsible for safeguarding business continuity,
prinsip-prinsip tata kelola perusahaan yang baik. enhancing the Company’s performance and value, and ensuring
compliance with the principles of Good Corporate Governance.
WEWENANG DIREKSI AUTHORITIES OF THE BOARD OF DIRECTORS
Direksi berwenang mewakili Perseroan di dalam maupun di luar The Board of Directors is authorized to represent the Company
pengadilan serta melakukan segala tindakan pengurusan dan both inside and outside the court and to undertake all
penguasaan aset Perseroan sesuai dengan ketentuan Anggaran management actions and control over the Company’s assets
Dasar. Direksi dapat mengambil keputusan dan tindakan yang in accordance with the Articles of Association. The Board
dianggap perlu dalam rangka pengelolaan Perseroan, termasuk of Directors may make decisions and take actions deemed
menetapkan kebijakan operasional, melakukan kerja sama necessary for the management of the Company, including
dengan pihak ketiga, serta melaksanakan aksi korporasi sesuai establishing operational policies, entering into cooperation with
dengan batas kewenangan yang ditetapkan. Dalam pelaksanaan third parties, and executing corporate actions within the limits
kewenangannya, Direksi tetap memperhatikan ketentuan yang of its authority. In exercising its authority, the Board of Directors
mensyaratkan persetujuan Dewan Komisaris dan/atau RUPS shall observe provisions requiring the approval of the Board of
sesuai dengan peraturan yang berlaku. Commissioners and/or the GMS in accordance with applicable
regulations.
KEWAJIBAN DIREKSI OBLIGATIONS OF THE BOARD OF DIRECTORS
Direksi berkewajiban menjalankan pengurusan Perseroan The Board of Directors is obligated to manage the Company in
dengan itikad baik, penuh tanggung jawab, dan kehati-hatian good faith, with full responsibility and prudence, in the best
untuk kepentingan Perseroan. Direksi wajib memastikan interest of the Company. The Board of Directors must ensure
terselenggaranya Sistem Pengendalian Internal, Manajemen the implementation of effective Internal Control Systems,
Risiko, dan kepatuhan terhadap peraturan perundang-undangan. Risk Management, and compliance with prevailing laws and
Selain itu, Direksi wajib menyusun dan menyampaikan laporan regulations. In addition, the Board of Directors is required
berkala, termasuk laporan keuangan dan laporan tahunan, to prepare and submit periodic reports, including financial
kepada Dewan Komisaris dan RUPS, menjaga kerahasiaan statements and annual reports, to the Board of Commissioners
informasi Perseroan, menghindari benturan kepentingan, serta and the GMS, maintain the confidentiality of the Company’s
mempertanggungjawabkan pelaksanaan tugasnya kepada RUPS information, avoid conflicts of interest, and be accountable for
sesuai ketentuan yang berlaku. the performance of its duties to the GMS in accordance with
applicable provisions.
Rincian lebih lanjut mengenai tugas, wewenang, dan kewajiban Further details regarding the duties, authorities, and obligations
Direksi dapat dilihat dalam Board Manual Perseroan yang tersedia of the Board of Directors can be found in the Company’s Board
pada situs web resmi Perseroan di www.krakatausteel.com pada Manual, which is available on the Company’s official website
laman Tata Kelola Perusahaan. at www.krakatausteel.com under the Corporate Governance
section.
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Ruang Lingkup Tugas Anggota Direksi
Scope of Duties of members of the Board of Directors
Dalam rangka meningkatkan efektivitas pelaksanaan
kegiatan operasional Perseroan, Direksi telah
menetapkan pembagian tugas dan tanggung jawab di
antara anggotanya. Pembagian tugas dan tanggung
jawab setiap anggota Direksi diatur sesuai dengan
Surat Keputusan Direksi No. 01/DUKS/Kpts/2025
tanggal 31 Januari 2025 tentang Struktur Organisasi
PT Krakatau Steel (Persero) Tbk.
In order to improve the effectiveness of the Company’s operations, the Board of Directors has determined division of duties
and responsibilities among members. The division of duties and responsibilities of each member of the Board of Directors
is regulated in accordance with the Decree of the Board of Directors No. 01/DU-KS/Kpts/2025 dated January 31, 2025, on
the Organizational Structure of PT Krakatau Steel (Persero) Tbk.
Nama Jabatan Tugas dan Fungsi Pokok
No.
Name Position Main Duties and Functions
1 Muhamad Akbar Direktur Utama Mengelola dan merumuskan kebijakan Perseroan secara menyeluruh dan
President Director terintegrasi sesuai kebijakan yang digariskan Pemerintah c.q. Menteri Negara
BUMN dan Pemegang Saham serta menetapkan kebijakan Perseroan dan sasaran
RJPP dan RKAP serta mengkoordinasikan dan mengintegrasikan fungsi logistik,
produksi, teknologi, pemasaran, keuangan, SDM, pengembangan usaha, kebijakan
pengaturan anak Perseroan, Perseroan afiliasi, pengembangan sistem informasi
dan fungsi pendukung lainnya, bertanggung jawab terhadap Sistem Manajemen
serta program implementasi GCG dan Manajemen Risiko di Perseroan dan
anak perusahaan untuk menjamin tercapainya misi dan tujuan Perseroan serta
memperoleh laba yang optimal bagi kemajuan Perseroan.
To manage and formulate the Company’s policies in a comprehensive and
integrated manner in accordance with the policies stipulated by the Government,
c.q. the Minister of State-Owned Enterprises and the Shareholders, as well as
to determine the Company’s policies and the targets set forth in the Long-Term
Corporate Plan (RJPP) and the Annual Work Plan and Budget (RKAP), and to
coordinate and integrate the functions of logistics, production, technology,
marketing, finance, human resources, business development, regulatory policies
of subsidiaries and affiliated companies, information system development,
and other supporting functions. The Board of Directors is responsible for
the Management System as well as the implementation of Good Corporate
Governance (GCG) and Risk Management programs within the Company and its
subsidiaries to ensure the achievement of the Company’s mission and objectives
and to generate optimal profit for the Company’s advancement.
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Nama Jabatan Tugas dan Fungsi Pokok
No.
Name Position Main Duties and Functions
2 Sidik Darusulistyo Direktur Infrastruktur dan Merencanakan, merumuskan, mengendalikan dan mengembangkan kebijakan
Operasi strategi penyediaan produk baja bermutu, proses produksi produk baja atau
Director of Infrastructure sumber lain, perencanaan dan pengembangan produk baja, teknologi produksi
and Operations baja dan energi, pengendalian kehandalan fasilitas produksi, efisiensi proses
produksi, penjaminan kualitas untuk memenuhi kebutuhan konsumen maupun
pasar secara tepat waktu, serta kebijakan strategi pengelolaan, perencanaan,
pengadaan material MRO (Maintenance Repair & Operation) dengan harga yang
kompetitif serta bertanggung jawab terhadap implementasi Sistem Manajemen
dan HSE Perusahaan, kepatuhan terhadap perjanjian dan komitmen Perseroan
dengan pihak ketiga untuk memastikan seluruh proses sesuai dengan prinsip-
prinsip GCG dan peraturan yang berlaku.
To plan, formulate, control, and develop strategic policies for the provision of
quality steel products, steel production processes or alternative sources, steel
product planning and development, steel production and energy technologies,
control of production facility reliability, production process efficiency, and quality
assurance to meet customer and market needs in a timely manner. The Board of
Directors is also responsible for strategic policies relating to the management,
planning, and procurement of MRO (Maintenance, Repair & Operation) materials
at competitive prices, as well as for the implementation of the Company’s
Management System and HSE (Health, Safety, and Environment), and compliance
with the Company’s agreements and commitments with third parties to ensure
that all processes are conducted in accordance with the GCG principles and
applicable regulations.
3 Daniel Fitzgerald Direktur Keuangan dan Merencanakan, merumuskan, mengendalikan dan mengembangkan strategi,
Liman Manajemen Risiko kebijakan dan manajemen keuangan yang andal dan adaptif sesuai tuntutan
Director of Finance and perkembangan bisnis dan kelancaran operasional perusahaan melalui
Risk Management pengelolaan sistem akuntansi dan sistem perbendaharaan keuangan yang
transparan, efektif dan efisien serta bertanggung jawab terhadap implementasi
Sistem Manajemen dan bertindak sebagai penanggung jawab dalam penerapan
dan pemantauan GCG dan Manajemen RIsiko yang baik serta memantau dan
menjaga agar perjanjian dan komitmen Perseroan dengan pihak ketiga tidak
menyimpang dari ketentuan yang berlaku.
To plan, formulate, control, and develop reliable and adaptive financial strategies,
policies, and management in line with evolving business demands and the
Company’s operational continuity, through the management of transparent,
effective, and efficient accounting and treasury systems. The Board of Directors
is also responsible for the implementation of the Management System and acts
as the party accountable for the implementation and monitoring of GCG and
sound Risk Management practices, as well as for overseeing and ensuring that the
Company’s agreements and commitments with third parties remain in compliance
with applicable regulations.
4 Suryantoro Direktur Sumber Daya Merencanakan, merumuskan, mengendalikan dan mengembangkan kebijakan
Waluyo Manusia pengelolaan Human Capital Management, pengelolaan keamanan dan aset
Director of Human Capital Perseroan untuk menciptakan modal insani dengan kinerja & produktivitas
yang tinggi, memberikan nilai tambah bagi Perseroan serta bertanggung jawab
terhadap implementasi Sistem Manajemen, kepatuhan terhadap perjanjian dan
komitmen Perseroan dengan pihak ketiga untuk memastikan seluruh proses
sesuai dengan prinsip-prinsip GCG dan peraturan yang berlaku.
To plan, formulate, control, and develop policies on Human Capital Management,
as well as the management of the Company’s security and assets, in order to
cultivate human capital with high performance and productivity that delivers
added value to the Company. The Board of Directors is also responsible for the
implementation of the Management System and for ensuring compliance with
the Company’s agreements and commitments with third parties, to ensure that
all processes are carried out in accordance with GCG principles and applicable
regulations.
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Nama Jabatan Tugas dan Fungsi Pokok
No.
Name Position Main Duties and Functions
5 Hernowo Direktur Komersial, Merencanakan, merumuskan, mengendalikan dan mengembangkan:
Pengembangan Usaha, • Strategi, kebijakan dan manajemen pemasaran yang adaptif terhadap
dan Portofolio perkembangan pasar; kebijakan strategi pemasaran produk, by product dan
Director of Commerce, jasa non core di dalam negeri maupun luar negeri untuk mengoptimalkan
Business Development utilisasi kapasitas produksi dalam menghasilkan laba optimal bagi kemanjuan
and Portfolio Perseroan; Merumuskan dan mengendalikan kebijakan strategi pengelolaan,
perencanaan, pengadaan material strategic dan jasa;
• Kebijakan dan strategi jangka panjang bisnis Perseroan dan pengelolaan
portofolio investasi Perseroan & Group; evaluasi, perencanaan dan
pengembangan bisnis baja Perseroan, penanganan terhadap proyek strategis
perusahaan dan mengintegrasikan pengembangan bisnis Perseroan dan Group,
monitoring dan evaluasi anak perusahaan dan perusahaan afiliasi Perseroan
untuk meningkatkan daya saing Perseroan dan memastikan seluruh proses
berjalan secara efektif, efisien;
• Serta bertanggung jawab terhadap implementasi Sistem Manajemen,
kepatuhan terhadap perjanjian dan komitmen Perseroan dengan pihak ketiga
untuk memastikan seluruh proses sesuai dengan prinsip-prinsip GCG serta
peraturan yang berlaku.
To plan, formulate, control, and develop:
• Adaptive marketing strategies, policies, and management in response to
market developments; strategic policies for the marketing of products,
by-products, and non-core services both domestically and internationally to
optimize production capacity utilization in generating optimal profit for the
advancement of the Company; and to formulate and control strategic policies
relating to the management, planning, and procurement of strategic materials
and services;
• The Company’s long-term business policies and strategies, as well as the
management of the Company’s and the Group’s investment portfolio; the
evaluation, planning, and development of the Company’s steel business;
the management of strategic corporate projects; and the integration of the
Company’s and the Group’s business development, including monitoring and
evaluating subsidiaries and affiliated companies to enhance competitiveness
and ensure that all processes are carried out effectively and efficiently;
• And to be responsible for the implementation of the Management System and
for ensuring compliance with the Company’s agreements and commitments
with third parties, to ensure that all processes are conducted in accordance
with GCG principles and applicable regulations.
Board Manual Board Manual
Dewan Komisaris dan Direksi memiliki Board Manual sebagai The Board of Commissioners and the Board of Directors have
pedoman kerja resmi dalam menjalankan fungsi pengawasan dan a Board Manual as an official working guideline in carrying out
pengurusan Perseroan. Board Manual ditetapkan berdasarkan their supervisory and management functions of the Company.
keputusan organ Perseroan pada 3 Agustus 2020. Informasi The Board Manual was adopted pursuant to a resolution of the
mengenai Board Manual disajikan pada bagian Dewan Komisaris. Company’s governing organs on August 3, 2020. Information
regarding the Board Manual is presented in the section on the
Board of Commissioners.
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RAPAT DIREKSI MEETINGS OF THE BOARD OF DIRECTORS
KEBIJAKAN RAPAT MEETING POLICY
Mengacu pada Board Manual, Direksi menyelenggarakan rapat Pursuant to the Board Manual, the Board of Directors convenes
secara berkala maupun sewaktu-waktu apabila diperlukan meetings on a regular basis or at any time as necessary in carrying
dalam rangka menjalankan fungsi pengurusan Perseroan dan out its management functions and ensuring smooth operations
memastikan kelancaran operasional serta pencapaian target and the achievement of performance targets. The Board of
kinerja. Direksi mengadakan rapat internal Direksi sekurang- Directors holds internal meetings at least once every month in
kurangnya 1 (satu) kali dalam setiap bulan ketentuan yang berlaku accordance with prevailing provisions or more frequently as
atau lebih berdasarkan kebutuhan manajemen serta dapat required by management needs and may convene joint meetings
menyelenggarakan rapat gabungan dengan Dewan Komisaris with the Board of Commissioners at least once every four (4)
paling kurang 1 (satu) kali dalam 4 (empat) bulan untuk membahas months to discuss strategic and material matters.
isu-isu strategis dan material.
Setiap rapat dilaksanakan berdasarkan tata cara yang telah Each meeting is conducted in accordance with established
ditetapkan, termasuk ketentuan mengenai pemanggilan rapat, procedures, including provisions regarding meeting notices,
kuorum kehadiran, pengambilan keputusan secara musyawarah quorum requirements, decision-making by deliberation for
untuk mufakat atau pemungutan suara, serta pembuatan dan consensus or voting, as well as the proper preparation and
pendokumentasian risalah rapat secara tertib dan akuntabel. documentation of meeting minutes in an orderly and accountable
manner.
FREKUENSI, TINGKAT KEHADIRAN RAPAT DAN FREQUENCY, ATTENDANCE RATE, AND MEETING
AGENDA RAPAT AGENDA
Pada tahun 2025, Direksi menyelenggarakan rapat internal Direksi In 2025, the Board of Directors held 44 (forty-four) internal
sebanyak 44 (empat puluh empat) kali. Informasi frekuensi dan meetings. Information regarding the frequency and attendance
kehadiran rapat Direksi adalah sebagai berikut: of the Board of Directors’ meetings is as follows:
Frekuensi dan Tingkat Kehadiran Rapat Direksi Frequency and Attendance Rate of the Board of
Directors’ Meetings
Tingkat Kehadiran
Nama Jabatan Jumlah Rapat Jumlah Kehadiran
Attendance Rate
Name Position Total Meeting Total Attendance
(%)
Muhamad Akbar Direktur Utama 44 36 82%
President Director
Utomo Nugroho2) Direktur Infrastruktur dan Operasi 44 42 95
Director of Infrastructure and Operation
Sidik Darusulistyo3) Direktur Infrastruktur dan Operasi - - -
Director of Infrastructure and Operations
Daniel Fitzgerald Liman Direktur Keuangan dan Manajemen Risiko 25 24 96
Director of Finance and Risk Management
Tardi1) Direktur Keuangan dan Manajemen Risiko 19 18 95
Director of Finance and Risk Management
Agus Nizar Vidiansyah2) Direktur Sumber Daya Manusia 44 43 98
Director of Human Capital
Suryantoro Waluyo3) Direktur Sumber Daya Manusia - - -
Director of Human Capital
Hernowo Direktur Komersial, Pengembangan Usaha, dan 44 43 98
Portofolio
Director of Commerce, Business Development,
and Portfolio
1)
Selesai masa jabatan berdasarkan keputusan RUPST tanggal 25 Juni 2025
The term of office has ended based on the decision of the AGMS dated June 25, 2025
2)
Selesai masa jabatan berdasarkan keputusan RUPSLB tanggal 23 Desember 2025
The term of office has ended based on the decision of the AGMS dated December 23, 2025
3)
Mulai menjabat tanggal 23 Desember 2025 | Effective as of 23 December 2025
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Agenda Rapat Meeting Agenda
Tanggal Rapat Agenda Rapat
No.
Meeting Date Meeting Agenda
1 7 Januari | January 7 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
2 14 Januari | January 14 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
3 21 Januari | January 21 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
4 4 Februari | February 4 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
5 11 Februari | February 11 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
6 18 Februari | February 18 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
7 25 Februari | February 25 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
8 4 Maret | March 4 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
9 11 Maret | March 11 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
10 18 Maret | March 18 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
11 25 Maret | March 25 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
12 8 April | April 8 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
13 15 April | April 15 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
14 22 April | April 22 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
15 29 April | April 29 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
16 20 Mei | May 20 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
17 27 Mei | May 27 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
18 10 Juni | June 10 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
19 24 Juni | June 24 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
20 1 Juli | July 1 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
21 8 Juli | July 8 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
22 15 Juli | July 15 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
23 22 Juli | July 22 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
24 29 Juli | July 29 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
25 5 Agustus | August 5 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
26 12 Agustus | August 12 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
27 19 Agustus | August 19 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
28 26 Agustus | August 29 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
29 2 September | September 2 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
30 9 September | September 9 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
31 17 September | September 17 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
32 23 September | September 23 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
33 30 September | September 30 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
34 8 Oktober | October 8 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
35 14 Oktober | October 14 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
36 21 Oktober | October 21 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
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Tanggal Rapat Agenda Rapat
No.
Meeting Date Meeting Agenda
37 28 Oktober | October 28 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
38 4 November | November 4 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
39 11 November | November 11 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
40 18 November | November 18 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
41 25 November | November 25 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
42 2 Desember | December 2 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
43 9 Desember | December 9 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
44 16 Desember | December 16 Diskusi Strategis Direksi | Board of Directors’ Strategic Discussion
KEHADIRAN ANGGOTA DIREKSI DALAM RUPS TAHUN ATTENDANCE OF MEMBER OF THE BOARD OF
2025 DIRECTORS IN 2025 GMS
Informasi kehadiran anggota Direksi dalam RUPS tahun 2025 Information regarding the attendance of members of the Board
disajikan di bagian “Rapat Umum Pemegang Saham”. of Directors at GMS in 2025 is presented in the “General Meeting
of Shareholders” section.
PENGEMBANGAN KOMPETENSI DAN PROGRAM COMPETENCY DEVELOPMENT AND ORIENTATION
ORIENTASI DIREKSI PROGRAM OF THE BOARD OF DIRECTORS
KEBIJAKAN POLICY
Berdasarkan Board Manual Perseroan bagian 3.2.7.2, Direksi wajib Pursuant to Section 3.2.7.2 of the Company’s Board Manual,
mengikuti program peningkatan kapabilitas guna memastikan members of the Board of Directors are required to participate
kompetensi, profesionalisme, dan efektivitas pelaksanaan in capability enhancement programs to ensure that their
tugas pengurusan Perseroan tetap terjaga dan selaras dengan competence, professionalism, and effectiveness in performing
dinamika bisnis, perkembangan regulasi, serta praktik tata kelola the Company’s management functions are maintained and
yang baik. aligned with business dynamics, regulatory developments, and
good governance practices.
Ketentuan-ketentuan tentang program peningkatan kapabilitas The provisions regarding the capability enhancement program
bagi anggota Direksi adalah sebagai berikut: for members of the Board of Directors are as follows:
1. Program peningkatan kapabilitas dilaksanakan dalam rangka 1. The capability enhancement program is conducted to
meningkatkan efektivitas kerja Direksi. improve the effectiveness of the Board of Directors’
performance.
2. Rencana untuk melaksanakan program peningkatan 2. The plan to implement the capability enhancement program
kapabilitas harus dimasukkan dalam RKAP. must be included in the RKAP.
3. Anggota Direksi yang bersangkutan harus membuat laporan 3. The relevant member of the Board of Directors must prepare a
tentang pelaksanaan Program Peningkatan Kapabilitas dan report on the implementation of the Capability Enhancement
disampaikan kepada Direksi. Program and submit it to the Board of Directors.
4. Setiap Anggota Direksi yang mengikuti program peningkatan 4. Any member of the Board of Directors who participates in
kapabilitas seperti seminar dan/atau pelatihan, studi capability enhancement programs such as seminars and/or
banding, serta upaya peningkatan kapabilitas lainnya dapat training, benchmarking visits, and other capacity-building
menyajikan presentasi kepada Anggota Direksi lainnya initiatives may deliver a presentation to other members of
dalam rangka berbagi informasi dan pengetahuan (sharing the Board of Directors for the purpose of sharing information
knowledge). and knowledge (knowledge sharing).
Selain program pengembangan kompetensi, bagi anggota Direksi In addition to competency development programs, members of
yang diangkat untuk pertama kalinya, wajib diberikan program the Board of Directors appointed for the first time are required
pengenalan (program orientasi) mengenai Perseroan. Program to participate in an induction (orientation) program regarding the
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pengenalan Perseroan dapat berupa presentasi, pertemuan, Company. The orientation program may include presentations,
kunjungan ke Perseroan dan pengkajian dokumen atau program meetings, visits to the Company, and review of documents or
lainnya yang dianggap sesuai dengan pelaksanaan program other activities deemed appropriate for the implementation of
tersebut. such program.
PROGRAM PENGEMBANGAN KOMPETENSI YANG COMPETENCY DEVELOPMENT PROGRAMS ATTENDED
DIIKUTI DIREKSI PADA TAHUN 2025 BY THE BOARD OF DIRECTORS IN 2025
Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
1. Muhamad Akbar 9-11 Januari 2025 Pelatihan Kepemimpinan Krakatau Steel di Group 1 PT Krakatau Steel dan
January 9-11, 2025 Kopassus Kopassus
Krakatau Steel Leadership Training at Kopassus PT Krakatau Steel and
Group 1 Kopassus
2. Hernowo 9-11 Januari 2025 Pelatihan Kepemimpinan Krakatau Steel di Group 1 PT Krakatau Steel dan
January 9-11, 2025 Kopassus Kopassus
Krakatau Steel Leadership Training at Kopassus PT Krakatau Steel and
Group 1 Kopassus
3. Utomo Nugroho*) 9-11 Januari 2025 Pelatihan Kepemimpinan Krakatau Steel di Group 1 PT Krakatau Steel dan
January 9-11, 2025 Kopassus Kopassus
Krakatau Steel Leadership Training at Kopassus PT Krakatau Steel and
Group 1 Kopassus
4. Agus Nizar 9-11 Januari 2025 1. Pelatihan Kepemimpinan Krakatau Steel di Group 1 PT Krakatau Steel dan
Vidiansyah *) January 9-11, 2025 Kopassus Kopassus
Krakatau Steel Leadership Training at Kopassus PT Krakatau Steel and
Group 1 Kopassus
18-19 Februari 2025 2. Pelatihan Kepemimpinan Krakatau Steel di Group 1 Kementrian BUMN
February 18-19, 2025 Kopassus Ministry of State-
Krakatau Steel Leadership Training at Kopassus Owned Enterprises
Group 1
14 Mei 2025 3. Sosialisasi dan demo aplikasi serta Rekonsilasi Data Kementrian BUMN
May 14, 2025 Talenta 2025 Ministry of State-
Training and demo of the application, as well as data Owned Enterprises
Reconciliation for Talenta 2025
8 Oktober 2025 4. Workshop evaluasi dukungan pendanaan PT Danantara
October 8, 2025 Krakatau Steel Danantara
Workshop on the Evaluation of Funding Support
from PT Krakatau Steel
24 Oktober 2025 5. Santri Berdikari: Membangun Ekonomi Santri Banten Lembaga
October 24, 2025 Berperadaban Perekonomian
Santri Berdikari: Building a Civilized Economy for Nahdlatul Ulama (LPNU)
Students in Banten Provinsi Banten
Nahdlatul Ulama
Economic Institute
(LPNU) of Banten
Province
14 November 2025 6. Workshop Human Capital Transformation PT Danantara Asset
November 14, 2025 Management
5. Tardi **) 9-11 Januari 2025 Pelatihan Kepemimpinan Krakatau Steel di Group 1 PT Krakatau Steel dan
January 9-11, 2025 Kopassus Kopassus
Krakatau Steel Leadership Training at Kopassus PT Krakatau Steel and
Group 1 Kopassus
Catatan | Notes:
*)
Selesai masa jabatan berdasarkan keputusan RUPSLB tanggal 25 Desember 2025
Term of office expires pursuant to the resolution of the Extraordinary General Meeting of Shareholders dated December 25, 2025
**)
Selesai masa jabatan berdasarkan keputusan RUPST tanggal 25 Juni 2025
Term of office expires pursuant to the resolution of the Annual General Meeting of Shareholders dated June 25, 2025
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PENILAIAN DIREKSI TERHADAP KINERJA KOMITE THE BOARD OF DIRECTORS’ EVALUATION OF THE
YANG MENDUKUNG PELAKSANAAN TUGAS DIREKSI PERFORMANCE OF THE COMMITTEES SUPPORTING
THE BOARD’S DUTIES
Hingga 31 Desember 2025, Direksi tidak memiliki komite As of December 31, 2025, the Board of Directors did not have any
pendukung tugas Direksi. committees to support the execution of its duties.
PENILAIAN KINERJA DEWAN KOMISARIS DAN PERFORMANCE EVALUATION OF THE BOARD OF
DIREKSI COMMISSIONERS AND THE BOARD OF DIRECTORS
Prosedur Pelaksanaan Penilaian Kinerja Performance Evaluation Procedures
Dewan Komisaris dan Direksi Perseroan melaksanakan The Board of Commissioners and the Board of Directors of
penilaian kinerja berdasarkan pencapaian indikator kinerja the Company conduct performance evaluations based on
Key Performance Indicators (KPI) dan indikator penilaian GCG the achievement of Key Performance Indicators (KPI) and the
Perseroan. Company’s GCG assessment indicators.
Sebelum awal tahun buku, Dewan Komisaris dan Direksi Prior to the beginning of each financial year, the Board of
menyusun target-target KPI yang disetujui oleh Pemegang Saham Commissioners and the Board of Directors formulate KPI targets,
Pengendali. Indikator KPI ini digunakan sebagai standar evaluasi which are subject to approval by the Controlling Shareholder.
atas keberhasilan pelaksanaan tugas dan tanggung jawab Dewan These KPI indicators serve as the standard for evaluating the
Komisaris dalam pengawasan dan pemberian nasihat dan effectiveness of the Board of Commissioners in performing
pelaksanaan tugas pengurusan Perseroan oleh Direksi. its supervisory and advisory functions, as well as the Board of
Directors in carrying out the management of the Company.
Pihak Penilai dan Kriteria Penilaian Evaluating Party and Assessment Criteria
Penilaian kinerja Direksi dilakukan secara mandiri (self- The performance evaluation of the Board of Directors is
assessment) yaitu oleh masing-masing anggota Direksi untuk conducted through a self-assessment mechanism, whereby
menilai pelaksanaan kinerja Direksi secara kolegial. each member of the Board of Directors evaluates the collective
performance of the Board.
Pada tahun 2025, penilaian aspek GCG Dewan Komisaris In 2025, the assessment of the GCG aspects of the Board of
dan Direksi untuk Tahun Buku 2024 dilakukan oleh pihak Commissioners and the Board of Directors for Financial Year
independen dengan kriteria penilaian mengacu pada Pedoman 2024 was conducted by an independent party, with the evaluation
Umum Governansi Korporat Indonesia (PUGKI) 2021. Penilaian criteria referring to the 2021 Indonesian Corporate Governance
ini merupakan bagian dari upaya untuk memastikan bahwa Code (PUGKI). This assessment forms part of the Company’s
Perseroan mematuhi standar GCG yang telah ditetapkan efforts to ensure compliance with the GCG standards established
oleh pemerintah, serta untuk meningkatkan transparansi, by the government, as well as to enhance overall transparency,
akuntabilitas, dan kinerja perusahaan secara keseluruhan. accountability, and corporate performance.
Hasil Penilaian Kinerja Dewan Komisaris dan Direksi Results of the 2025 Performance Evaluation of the
Tahun 2025 Board of Commissioners and Board of Directors
Hasil penilaian indikator GCG Tahun Buku 2024 yang dilakukan Based on the GCG assessment indicators for Financial Year 2024,
pada tahun 2025, Dewan Komisaris memperoleh nilai 32,50 atau conducted in 2025, the Board of Commissioners achieved a
86,67%, sedangkan Direksi memperoleh nilai 32,50 atau 86,67%. score of 32.50 or 86.67%, while the Board of Directors achieved a
score of 32.50 or 86.67%.
Sedangkan pencapaian KPI Dewan Komisaris dan Direksi tahun Meanwhile, the achievement of the 2025 KPI targets of the Board of
2025 disajikan pada tabel berikut dimana secara total Dewan Commissioners and the Board of Directors is presented in the following
Komisaris mencapai skor 101,7 dan Direksi mencapai skor 61,36. table, in which the Board of Commissioners achieved a total score of
101.7 and the Board of Directors achieved a total score of 61.36.
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PENCAPAIAN KPI DEWAN KOMISARIS 2025 2025 KPI ACHIEVEMENTS OF THE BOARD OF
COMMISSIONERS
Program Kerja Periode Satuan Bobot Rencana Realisasi Skor
%
Work Program Period Unit Weight Plan Realization Score
I. Aspek Perencanaan | Planning Aspect
1. Penyusunan RKA dan KPI Dewan Komisaris Tahunan Kali 10 1 1 100 10
Preparation of the Work Plan and Budget (RKA) and KPI of Annual Time
the Board of Commissioners
Sub Total I 10 10
II. Aspek Pengawasan dan Pengarahan | Supervision and Direction Aspect
1. Pemberian tanggapan, rekomendasi, persetujuan kepada Pemegang Saham Seri A Dwiwarna terhadap:
Provision of responses, recommendations, and approvals to the Series A Dwiwarna Shareholder concerning:
a. Persetujuan RKAP Tahunan Kali 6 1 1 100 6
Approval of the RKAP Annual Time
b. Laporan Tahunan Tahunan Kali 6 1 1 100 6
Annual Report Annual Time
c. Kinerja Triwulanan Triwulan Kali 6 3 3 100 6
Quarterly Performance Quarterly Time
2. Pemberian persetujuan atau pendapat atas usulan Direksi Tahunan Kali 5 4 27 110 5,5
yang merupakan wewenang Dewan Komisaris. Annual Time
Granting approval or opinions on proposals of the Board
of Directors that fall under the authority of the Board of
Commissioners
Program Kerja Periode Satuan Bobot Rencana Realisasi Skor
%
Work Program Period Unit Weight Plan Realization Score
I. Aspek Perencanaan | Planning Aspect
1. Penyusunan RKA dan KPI Dewan Komisaris Tahunan Kali 10 1 1 100 10
Preparation of the Work Plan and Budget (RKA) and KPI Annual Time
of the Board of Commissioners
Sub Total I 10 10
II. Aspek Pengawasan dan Pengarahan | Supervision and Direction Aspect
1. Pemberian tanggapan, rekomendasi, persetujuan kepada Pemegang Saham Seri A Dwiwarna terhadap:
Provision of responses, recommendations, and approvals to the Series A Dwiwarna Shareholder concerning:
a. Persetujuan RKAP Tahunan Kali 6 1 1 100 6
Approval of the RKAP Annual Time
b. Laporan Tahunan Tahunan Kali 6 1 1 100 6
Annual Report Annual Time
c. Kinerja Triwulanan Triwulan Kali 6 3 3 100 6
Quarterly Performance Quarterly Time
2. Pemberian persetujuan atau pendapat atas usulan Tahunan Kali 5 4 27 110 5,5
Direksi yang merupakan wewenang Dewan Komisaris. Annual Time
Granting approval or opinions on proposals of the Board
of Directors that fall under the authority of the Board of
Commissioners
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Program Kerja Periode Satuan Bobot Rencana Realisasi Skor
%
Work Program Period Unit Weight Plan Realization Score
3. Rapat Dewan Komisaris
Board of Commissioners Meetings
a. Jumlah Rapat Bulanan Kali 4 12 21 110 4,4
Number of Meetings Monthly Time
b. Kehadiran Rapat Bulanan % 3 100 83 83 2,5
Meeting Attendance Monthly
4. Pemberian nasihat kepada Direksi sesuai bidang tugas Setahun Surat/ 5 6 11 110 5,5
Dewan Komisaris Annual Risalah
Provision of advice to the Board of Directors in Letter/
accordance with the scope of duties of the Board of Minutes
Commissioners
5. Monitoring tindak lanjut temuan SPI dan Eksternal Audit Triwulan Surat 3 4 4 100 3
serta Assessment GCG Quarterly Letter
Monitoring of follow-up actions on findings from the
Internal Audit Unit (SPI) and External Audit, as well as
GCG Assessment
6. Realisasi Rencana Kerja Komite Dewan Komisaris Setahun % 2 100 100 100 2
Realization of the Work Plan of the Committees under Annual
the Board of Commissioners
Sub Total II 40 41
III. Aspek Pelaporan | Reporting Aspect
1. Laporan Pelaksanaan Tugas Tahunan Laporan 12 1 1 100 12
Report on the Implementation of Dutie Annual Report
2. Pendapat dan Saran Dewan Komisaris kepada Pemegang Setahun Surat 9 3 8 110 9,9
Saham Seri A Dwiwarna Annual Letter
Opinions and Recommendations of the Board of
Commissioners to the Series A Dwiwarna Shareholder
3. Laporan Pelaksanaan KPI Dewan Komisaris Triwulan Laporan 12 3 3 100 12
Report on the Implementation of KPI of the Board of Quarterly Report
Commissioners
Sub Total 33 33,9
IV. Aspek Dinamis | Dynamic Aspect
1. Hasil Self Assessment GCG Dewan Komisaris Tahunan Skor 6 33 32,50 98.5 5,9
Results of the GCG Self-Assessment of the Board of Annual Score
Commissioners
2. Peningkatan Kompetensi melalui Seminar, Workshop, Tahunan Kali 3 2 9 110 3,3
Pelatihan dan lain-lain Annual Time
Competency Enhancement through Seminars,
Workshops, Training, and other programs
3. Pengusulan Eksternal Auditor kepada Pemegang Saham Tahunan Surat 4 1 1 100 4
Proposal of External Auditor to the Shareholder Annual Letter
4. Tindak Lanjut Rekomendasi Hasil Assessment GCG Setahun % 4 100 90 90 3,6
Dewan Komisaris Annual
Follow-Up on Recommendations from the GCG
Assessment of the Board of Commissioners
Sub Total IV 17 16,8
TOTAL (I+II+III+IV) 100 101,7
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PENCAPAIAN KPI DIREKSI 2025 2025 KPI ACHIEVEMENTS OF THE BOARD OF
DIRECTORS
Bobot Satuan Target Realisasi 2025 Capaian Skor
KPI
Weight Unit 2025 2025 Realization Achievement Score
Nilai Ekonomi dan Sosial untuk Indonesia 70 39,56
Economic and Social Value for Indonesia
1 Adjusted EBITDA 7,5 USD Juta 43,43 -36,88 0,00 0,00
Milion USD
2 Debt Service Coverage Ratio (DSCR) 5 Kali (x) 0,36 -0,35 0,00 0,00
Times (x)
3 Interest Coverage Ratio (ICR) 5 Kali (x) 0,2 -0,39 0,00 0,00
Times (x)
4 Menjaga Opex ISM-BF dan HQ PTKS Induk 7,5 USD Juta 60,00 37,96 110,00 8,25
Maintaining Opex of ISM-BF and PTKS Milion USD
Holding Headquarters
5 Revenue PT KSI Group, PT KBI, dan 7.5 USD Juta 1.076 923,06 85,79 6,43
PT KBK Group Milion USD
Revenue of PT KSI Group, PT KBI, and
PT KBK Group
6 EBITDA PT KSI Group, PT KBI, dan 7,5 USD Juta 105 26,69 25,42 1,91
PT KBK Group Milion USD
EBITDA of PT KSI Group, PT KBI, and
PT KBK Group
7 Shipment HRC minimum 1.195 KT 10 Tonase 1.195.000 402.111 33,65 3,36
(tolling, net-off & financier support) Tonnage
8 Optimalisasi bisnis, evaluasi kinerja dan 10 Waktu Desember Progress s.d 100,00 10,00
penataan Anak Perusahaan PT Krakatau Penyelesaian 2025 Desember
Steel (Persero) Tbk Completion December 2025
Business optimization, performance Time 2025 sebesar
evaluation, and restructuring of 100%
subsidiaries of PT Krakatau Steel Progress as
(Persero) Tbk of December
2025
reached
100%
9 Penyelesaian Laporan Audit PT KS Group 10 Waktu 15 April 30 April 96,05 9,61
Tahun Buku 2024 Penyelesaian 2025 2025
Completion of the 2024 audited financial Completion April 15, April 30,
statements of PT KS Group Time 2025 2025
Inovasi Model Bisnis 15 8,40
Business Model Innovation
1 Mencapai Equipment Availability (EA) pada 5 % 99,8 99,92 100,12 5,01
Recovery HSM 1 sesuai target
Achieving Equipment Availability (EA) of
HSM 1 Recovery in line with the target
2 Definitif kerja sama operasi fasilitas 5 Waktu September Progress s.d 65,00 3,25
HSM#1 melalui joint operation atau KSO Penyelesaian 2025 Desember
dengan mitra Completion September 2025
Finalization of the HSM#1 facility Time 2025 sebesar 65%
operational partnership through a joint Progress as
operation scheme (KSO) with a strategic of December
partner 2025
reached
65%
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Bobot Satuan Target Realisasi 2025 Capaian Skor
KPI
Weight Unit 2025 2025 Realization Achievement Score
3 Optimalisasi lahan untuk pelunasan utang 5 Rp Miliar 920 25,00 2,72 0,14
restrukturisasi Billion Rp
Land optimization to support the
settlement of restructured debt
Peningkatan Investasi 5 2,90
Increased Investment
1 Efisiensi biaya melalui reaktivasi fasilitas 5 USD Juta 7,5 4,35 57,98 2,90
1SM-BF dengan mitra strategis Million USD
Cost efficiency through the reactivation
of ISM-BF facilities in collaboration with
strategic partners
Pengembangan Talenta 10 10,50
Talent Development
1 Talent diversity in nominated talent 5 % 15 25,00 110 5,50
(talenta milenial dan rasio perempuan)
Talent diversity in nominated talent
(millennial talent and female ratio)
2 Pemetaan struktur organisasi PT KS induk 5 Waktu Juni 2025 Juni 2025 100 5,00
(termasuk manning analysis) ketika HSM#1 Penyelesaian June 2025 June 2025
dikerjasamakan Completion
Organizational structure mapping of PT Time
KS Holding (including manning analysis)
in relation to the HSM#1 operational
partnership
JUMLAH | TOTAL 100 61,36
NOMINASI DAN REMUNERASI DEWAN KOMISARIS NOMINATION AND REMUNERATION OF THE
DAN DIREKSI [GRI 2-10][GRI 2-19][GRI 2-20] BOARD OF COMMISSIONERS AND THE BOARD OF
DIRECTORS [GRI 2-10][GRI 2-19][GRI 2-20]
Prosedur Nominasi Nomination Procedure
Sebagai perusahaan perseroan terbuka yang 80% sahamnya As a publicly listed company with 80% of its shares owned by
dimiliki Pemerintah Republik Indonesia, nominasi calon anggota the Government of the Republic of Indonesia, the nomination
Dewan Komisaris dan Direksi Perseroan merupakan kewenangan of candidates for members of the Board of Commissioners and
Pemegang Saham Seri A Dwiwarna. Prosedur nominasi mengacu the Board of Directors is the authority of the holder of the Series
pada Peraturan Menteri BUMN No. PER-3/MBU/03/2023 tentang A Dwiwarna shares. The nomination procedure refers to the
Organ dan Sumber Daya Manusia Badan Usaha Milik Negara Regulation of the Minister of State-Owned Enterprises No. PER-
(“Permen BUMN 3/2023”). Mohon koreksi sehubungan dengan 3/MBU/03/2023 concerning Organs and Human Resources of
masuknya Danantara State-Owned Enterprises (“Permen BUMN 3/2023”).
Dewan Komisaris, melalui Komite Nominasi dan Remunerasi, The Board of Commissioners, through the Nomination and
bertanggung jawab atas penerimaan usulan bakal calon Dewan Remuneration Committee, is responsible for receiving proposals
Komisaris dan Direksi. Calon yang akan ditetapkan sebagai for prospective candidates for the Board of Commissioners and
anggota Dewan Komisaris dan Direksi harus memenuhi the Board of Directors. Candidates to be appointed as members
persyaratan formal, persyaratan materiil, serta persyaratan of the Board of Commissioners and the Board of Directors must
lain yang ditetapkan. Selain itu, calon tersebut harus lulus fulfill formal requirements, substantive requirements, and other
Uji Kelayakan dan Kepatutan (UKK). Pengangkatan anggota stipulated requirements. In addition, candidates must pass a Fit
Direksi dan Dewan ditetapkan oleh pemegang saham melalui and Proper Test. The appointment of members of the Board of
Keputusan RUPS. Directors and the Board of Commissioners is determined by the
shareholders through a resolution of the GMS.
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Prosedur Remunerasi Remuneration Procedure
Prosedur penetapan remunerasi Dewan Komisaris dan Direksi The procedure for determining the remuneration of the Board of
mengacu pada Permen BUMN 3/2023. Dewan Komisaris Commissioners and the Board of Directors refers to the Permen
mengusulkan besaran remunerasi kepada Pemegang Saham BUMN 3/2023. The Board of Commissioners proposes the amount
Seri A Dwiwarna berdasarkan hasil kajian dan memperhatikan of remuneration to the holder of the Series A Dwiwarna shares
realisasi pencapaian KPI dan keadaan keuangan Perseroan. based on assessment results, considering the achievement of
Persetujuan remunerasi Dewan Komisaris dan Direksi ditetapkan KPI targets and the Company’s financial condition. The approval
melalui keputusan RUPS. of remuneration for the Board of Commissioners and the Board
of Directors is stipulated through a resolution of the GMS.
RUPST Tahun Buku 2024 tanggal 25 Juni 2025 memutuskan The AGMS for Financial Year 2024 dated June 25, 2025, resolved
penetapan tantiem/insentif kinerja/insentif khusus atas kinerja that the determination of tantiem/performance incentives/
Tahun Buku 2024, serta gaji/honorarium berikut fasilitas dan special incentives for Financial Year 2024, as well as salaries/
tunjangan untuk Tahun Buku 2025 bagi Direksi dan Dewan honoraria along with facilities and allowances for 2025 for the
Komisaris akan ditetapkan secara tersendiri oleh Pemegang Board of Directors and the Board of Commissioners, shall be
Saham Seri B terbanyak. determined separately by the holder of the majority Series B
shares.
Sebagai tindak lanjut, Dewan Komisaris berdasarkan kajian dan As a follow-up, the Board of Commissioners, based on the
rekomendasi Komite Nominasi dan Remunerasi menyampaikan assessment and recommendation of the Nomination and
surat usulan remunerasi Direksi dan Dewan Komisaris kepada Remuneration Committee, submitted a proposal letter on
Pemegang Saham Pengendali untuk mendapat persetujuan the remuneration of the Board of Directors and the Board
Penetapan Gaji/Honorarium, Tunjangan, dan Fasilitas bagi of Commissioners to the Controlling Shareholder to obtain
Direksi dan Dewan Komisaris untuk Tahun 2025. approval for the determination of salaries/honoraria, allowances,
and facilities for the Board of Directors and the Board of
Commissioners for 2025.
Struktur Remunerasi Remuneration Structure
Struktur dan besaran remunerasi bagi Dewan Komisaris dan The structure and amount of remuneration for the Board of
Direksi ditetapkan berdasarkan persetujuan dari BPI Danantara Commissioners and the Board of Directors are determined based
selaku Pemegang Saham Seri B terbanyak. on the approval of BPI Danantara as the holder of the majority
Series B shares.
STRUKTUR REMUNERASI DEWAN KOMISARIS DAN BOARD OF COMMISSIONERS AND BOARD OF
DIREKSI TAHUN 2025 DIRECTORS REMUNERATION STRUCTURE IN 2025
Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi
Board of Commissioners Remuneration Structure Board of Directors Remuneration Structure
1. Honorarium 1. Gaji | Salary
2. Tunjangan | Allowance 2. Tunjangan | Allowance
a. Tunjangan Hari Raya Keagamaan | Religious Holiday Allowance a. Tunjangan Hari Raya Keagamaan | Religious Holiday Allowance
b. Tunjangan Transportasi | Transportation Allowance b. Asuransi Purna Jabatan | Retirement Insurance
c. Tunjangan Purna Jabatan | Retirement Allowance c. Tunjangan Perumahan | Housing Allowance
3. Fasilitas | Facilities 3. Fasilitas | Facilities
a. Kesehatan | Healthcare a. Kendaraan | Vehicle
b. Bantuan Hukum | Legal Aid b. Kesehatan | Healthcare
c. Bantuan hukum | Legal Aid
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Besaran Remunerasi Dewan Komisaris dan Direksi Remuneration of the Board of Commissioners and the
Board of Directors
Perseroan memutuskan untuk tidak mengungkapkan rincian The Company has decided not to disclose the individual
remunerasi masing-masing anggota Dewan Komisaris dan Direksi remuneration details of each member of the Board of
secara individual. Hal ini mempertimbangkan kategori informasi Commissioners and the Board of Directors. This consideration
yang bersifat rahasia serta posisi strategis Dewan Komisaris is based on the confidential nature of such information and the
dan Direksi sebagai aset utama Perseroan. Pengungkapan strategic position of the Board of Commissioners and the Board
tersebut berpotensi menimbulkan risiko persaingan yang tidak of Directors as key assets of the Company. Such disclosure
sehat, termasuk kemungkinan perekrutan yang tidak wajar dari may give rise to risks of unhealthy competition, including
perusahaan sejenis. the possibility of unreasonable recruitment efforts by peer
companies.
Kendati demikian, Perseroan tetap menjunjung prinsip Nevertheless, the Company upholds the principle of transparency
transparansi dengan menyampaikan besaran remunerasi yang by disclosing the total remuneration received by the Board
diterima oleh Dewan Komisaris dan Direksi secara kolegial, of Commissioners and the Board of Directors on a collective
sebagaimana telah diungkapkan dalam Laporan Keuangan basis, as presented in the Company’s Consolidated Financial
Konsolidasian Perseroan. Statements.
STRUKTUR REMUNERASI DEWAN KOMISARIS DAN BOARD OF COMMISSIONERS AND BOARD OF
DIREKSI TAHUN 2025 DIRECTORS REMUNERATION STRUCTURE IN 2025
Jumlah
Uraian Total
Description 2024 2025
(Rp) (Rp)
Dewan Komisaris | Board of Commissioners
Honorarium 5.764.334.516 5.290.380.000
Tunjangan Hari Raya Keagamaan | Religious Holiday Allowance 480.150.000 401.580.000
Tunjangan Lain-lain | Other Allowances 1.152.866.904 1.058.076.000
Tabungan Purna Tugas | Retirement Savings 1.408.162.500 1.526.975.565
Insentif Khusus (gross) | Special Incentives (gross) 474.511.419
Jumlah | Total 9.280.025.339 8.277.011.565
Direksi | Board of Directors
Gaji + Tunjangan (Hari Raya Keagamaan, Transportasi, Lain-Lain) 17.219.272.408 13.777.740.000
Salary + Allowances (Religious Holiday, Transportation, Others)
Tabungan Purna Tugas /Include BPJS Ketenagakerjaan 3.170.575.000 2.282.159.677
Retirement Savings/Include BPJS Ketenagakerjaan
Tantiem (atas kinerja 2023) Gross 980.488.579
Tantiem (for 2023 performance) Gross
Jumlah | Total 21.370.575.000 16.059.899.677
Pengungkapan Bonus Kinerja, Non-kinerja, dan/atau Disclosure of Performance Bonus, Non-performance
Opsi Saham Bonuses, and/or Stock Options
Remunerasi Dewan Komisaris dan Direksi pada tahun 2025 The aforementioned remuneration for the Board of
sebagaimana disebut di atas sudah termasuk bonus/tantiem. Commissioners and the Board of Directors in 2025 includes
Perseroan tidak memberikan kompensasi kinerja berupa bonus bonuses/Tantiem. The Company did not provide performance
opsi saham kepada Dewan Komisaris dan Direksi. compensation in the form of stock options to the the Board of
Commissioners and the Board of Directors.
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KOMITE AUDIT
Audit Committee
“Komite Audit merupakan komite yang dibentuk oleh dan bertanggung jawab kepada Dewan Komisaris dalam
rangka membantu pelaksanaan tugas dan fungsi pengawasan Dewan Komisaris, khususnya terkait proses
pelaporan keuangan, efektivitas sistem pengendalian internal, pelaksanaan audit internal dan eksternal, serta
kepatuhan terhadap peraturan perundang-undangan yang berlaku.”
“The Audit Committee is a committee established by and accountable to the Board of Commissioners to assist
in carrying out the Board’s supervisory duties and functions, particularly in relation to the financial reporting
process, the effectiveness of the internal control system, the implementation of internal and external audits, and
compliance with prevailing laws and regulations.”
Komposisi Komite Audit Composition of the Audit Committee
Komite Audit terdiri atas paling sedikit satu Komisaris The Audit Committee consists of at least one Independent
Independen dan dua anggota ahli independen yang tidak berasal Commissioner and two independent expert members who are not
dari Dewan Komisaris maupun pihak terafiliasi, dengan Komisaris members of the Board of Commissioners nor affiliated with the
Independen bertindak sebagai Ketua Komite. Komposisi Company, with the Independent Commissioner serving as Chair
keanggotaan mensyaratkan sekurang-kurangnya satu anggota of the Audit Committee. The composition requires that at least
memiliki latar belakang dan keahlian di bidang akuntansi dan/ one member possesses educational background and expertise
atau keuangan, serta menjamin independensi melalui larangan in accounting and/or finance and ensures independence through
rangkap jabatan pada komite lain bagi anggota non-Komisaris. a prohibition on concurrent appointments to other committees
Dalam hal Ketua Komite Audit berhenti dari jabatannya sebagai for non-Commissioner members. In the event that the Chair
Komisaris, penggantian wajib dilakukan oleh Komisaris of the Audit Committee ceases to serve as a Commissioner, a
Independen lainnya paling lambat 30 hari. replacement from among the other Independent Commissioners
must be appointed no later than 30 days.
Hingga 31 Desember 2025, komposisi Komite Audit Perseroan As of December 31, 2025, the Company’s Audit Committee
adalah sebagai berikut: composition is as follows:
Nama Jabatan Dasar Pengangkatan Periode
Name Position Basis of Appointment Term of Office
Willgo Zainar Ketua/Komisaris Independen Surat Keputusan Dewan Komisaris: 20 Desember 2024 – Sekarang
Chairman/Independent Commissioner Board of Commissioners Decree: December 20, 2024 – Present
• No. KEP-105/KOM-KS/XII/2024
David Pajung Anggota/Komisaris Independen Surat Keputusan Dewan Komisaris:
Member/Independent Commissioner Board of Commissioners Decree:
• No. KEP-105/KOM-KS/XII/2024
Djadja Sukirman Anggota Surat Keputusan Dewan Komisaris: 20 Desember 2024 – Sekarang
Member Board of Commissioners Decree: December 20, 2024 – Present
• No. KEP-25/KOM-KS/III/2023
• No. KEP-32/KOM-KS/III/2023
• No. KEP-105/KOM-KS/XII/2024
Bea Rejeki Anggota Surat Keputusan Dewan Komisaris:
Tirtadewi Member Board of Commissioners Decree:
• No. KEP-26/KOM-KS/III/2023
• No. KEP-32/KOM-KS/III/2023
• No. KEP-105/KOM-KS/XII/2024
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Profil Anggota Komite Audit Profile of Audit Committee Members
WILLGO ZAINAR
Ketua Komite Audit
Chairman of the Audit Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-105/KOM-KS/XII/2024
Legal Basis of Appointment Board of Commissioners Decree No. KEP-105/KOM-KS/XII/2024
Periode 20 Desember 2024 – Sekarang
Term of Office December 20, 2024 - Present
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
DAVID PAJUNG
Anggota Komite Audit
Member of the Audit Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-105/KOM-KS/XII/2024
Legal Basis of Appointment Board of Commissioners Decree No. KEP-105/KOM-KS/XII/2024
Periode 20 Desember 2024 – Sekarang
Term of Office December 20, 2024 - Present
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
DJADJA SUKIRMAN
Anggota Komite Audit
Member of the Audit Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-105/KOM-KS/XII/2024
Terakhir Board of Commissioners Decree No. KEP-105/KOM-KS/XII/2024
Latest Legal Basis of
Appointment
Periode 20 Desember 2024 – Sekarang
Term of Office December 20, 2024 - Present
Kewarganegaraan Indonesia
Citizenship
Domisili Bekasi
Domicile
Usia 72 tahun
Age 72 years old
Riwayat Pendidikan • Doktor Manajemen Bisnis konsentrasi Manajemen Stratejik dari Universitas Padjadjaran (UNPAD)
Education Background Bandung (2014)
• Master of Business Administration (MBA) dari University of Miami Amerika Serikat (1988)
• Diploma IV Spesialisasi Akuntansi dari Sekolah Tinggi Akuntansi Negara (STAN) Jakarta (1984)
• Doctorate in Business Management with a concentration in Strategic Management from Universitas
Padjadjaran (UNPAD), Bandung (2014)
• Master of Business Administration (MBA) from University of Miami, United States (1988)
• Diploma IV in Accounting Specialization from Sekolah Tinggi Akuntansi Negara (STAN), Jakarta (1984)
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Riwayat Pekerjaan • Staf Ahli Ketua Umum Komite Olahraga Nasional Indonesia (KONI) Pusat Bidang Pengawasan Keuangan
Professional Background (2022 - 2023) dan Bidang Organisasi, Pembinaan Hukum dan Litbang (2023 - Sekarang)
• Instruktur Yayasan Pendidikan Internal Audit (YPIA) (2019 - Sekarang)
• Vice Deputy II Games Administration, Indonesia Asian Games Organizing Committee (INASGOC) Asian
Games XVIII - 2018 di Jakarta
• Komisaris (Ketua Komite Audit) PT Pindad (Persero) (2013 - 2017)
• Anggota Dewan Konsultatif IAI Kompartemen Akuntan Sektor Publik (KASP) (2014 - 2016)
• Ketua IAI KASP Ex Officio Anggota Dewan Pengurus Nasional IAI (2011 - 2014)
• Deputi Sekretaris Wakil Presiden Bidang Administrasi pada Kementerian Sekretariat Negara Republik
Indonesia (2010 - 2013).
• Deputi Pengawasan Bidang Penyelenggaraan Keuangan Daerah BPKP (2007 - 2010)
• Kepala Perwakilan BPKP pada 3 (tiga) Provinsi (Riau, Jawa Timur dan DKI Jakarta II) dan Direktur pada
2 (dua) Direktorat Pengawasan pada Deputi Akuntan Negara (2002 - 2007)
• Ketua Ikatan Akuntan Indonesia (IAI) Cabang Sumatera Barat (1999 - 2000)
• Advisor to the of the Indonesian National Sports Committee (KONI) Central Board for Financial
Oversight (2022 – 2023) and for Organization, Legal Development and Research
• Instructor, Yayasan Pendidikan Internal Audit (YPIA) (2019 – Present)
• Vice Deputy II for Games Administration, Indonesia Asian Games Organizing Committee (INASGOC),
18th Asian Games 2018, Jakarta
• Commissioner (Chair of the Audit Committee), PT Pindad (Persero) (2013 – 2017)
• Member of the Advisory Board, Indonesian Institute of Accountants (IAI) – Public Sector Accountants
Compartment (KASP) (2014 – 2016)
• Chair of IAI KASP, Ex Officio Member of the National Board of Management of IAI (2011 – 2014)
• Deputy Secretary to the Vice President for Administration, Ministry of State Secretariat of the
Republic of Indonesia (2010 – 2013)
• Deputy for Regional Financial Administration Oversight, BPKP (2007 – 2010)
• Head of BPKP Representative Offices in three provinces (Riau, East Java, and Jakarta II) and Director
in two Supervisory Directorates under the Deputy for State Accountants (2002 – 2007)
• Chair, Indonesian Institute of Accountants (IAI) West Sumatra Branch (1999 – 2000)
Rangkap Jabatan Tidak memiliki rangkap jabatan
Concurrent Position He does not hold concurrent positions.
Kepemilikan Saham Tidak memiliki saham Perseroan.
Shareholding He does not own any shares in the Company.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi, maupun dengan pemegang
Affiliation saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, members of the Board of Directors,
or the Company’s main/controlling shareholders.
Sertifikasi dan Afiliasi • Certified Risk Management Professional (CRMP) sejak 2024
Profesional • Certification in Audit Committee Practices (CACP) sejak 2023
Certifications and • Qualified Internal Auditor (QIA) sejak 2019
Professional Affiliations • Certified Forensic Auditor (CFrA) sejak 2014
• Register Negara Akuntan (RNA) No. RNA 18 sejak 2014
• Chartered Accountant (CA Indonesia) No. 11.D3875 sejak 2013
• Register Negara untuk Akuntan No.D-3875 sejak 1985
• Certified Risk Management Professional (CRMP) since 2024
• Certification in Audit Committee Practices (CACP) since 2023
• Qualified Internal Auditor (QIA) since 2019
• Certified Forensic Auditor (CFrA) since 2014
• State Registered Accountant (RNA) No. RNA 18 since 2014
• Chartered Accountant (CA Indonesia) No. 11.D3875 since 2013
• State Registered Accountant No. D-3875 since 1985
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BEA REJEKI TIRTADEWI
Anggota Komite Audit
Member of the Audit Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-105/KOM-KS/XII/2024
Terakhir Board of Commissioners Decree No. KEP-105/KOM-KS/XII/2024
Legal Basis of Appointment
Periode 20 Desember 2024 – Sekarang
Term of Office December 20, 2024 - Present
Kewarganegaraan Indonesia
Citizenship
Domisili Tangerang Selatan
Domicile South Tangerang
Usia 63 tahun
Age 63 years old
Riwayat Pendidikan • Magister Manajemen konsentrasi Manajemen Pemasaran dari Universitas Satyagama, Jakarta
Education Background (1996)
• Sarjana Akuntansi dari Universitas Airlangga, Surabaya (1986)
• Master of Management with a concentration in Marketing Management, Universitas
Satyagama, Jakarta (1996)
• Bachelor of Accounting, Universitas Airlangga, Surabaya (1986)
Riwayat Pekerjaan • Fasilitasi SPIP (Sistim Pengendalian Intern Pemerintah) Terintegrasi di Kementerian ATR/BPN
Professional Background (22 April 2024 - 22 Agustus 2024)
• Fasilitasi Manajemen Risiko Pemda DKI (Januari 2023 - Maret 2023)
• Fasilitasi SPIP Terintegrasi di Kementerian ATR/BPN (Juli 2023 - Oktober 2023)
• Fasilitasi Manajemen Risiko di Kementerian ATR/BPN (Agustus 2022 - Desember 2022)
• Menguji Certified Risk Management Proffessional (CRMP) (2022 - saat ini)
• Direktur Pengawasan Tata Kelola Pemerintah Daerah, BPKP (Maret 2019 - 31 Mei 2022)
• Direktur Pengawasan Penyelenggaraan Keuangan Daerah Wilayah II (Juli 2017 - Maret 2019)
• Direktur Pengawasan Lembaga Pemerintah Bidang Pertahanan dan Keamanan (01 Februari
2013 - 7 Juli 2017)
• Kepala Sub Direktorat Pengawasan Lembaga Pemerintah Bidang Pertahanan dan Keamanan I
(21 September 2010 - 1 Februari 2013)
• Kepala Sub Direktorat Pengawasan Industri dan Distribusi I pada Deputi Was Perekonomian
(17 Juni 2010 - 21 September 2010)
• Facilitator for Integrated SPIP (Government Internal Control System) at the Ministry of Agrarian
Affairs and Spatial Planning/National Land Agency (ATR/BPN) (22 April 2024 – 22 August 2024)
• Risk Management Facilitator for the Jakarta Provincial Government (January 2023 – March
2023)
• Facilitator for Integrated SPIP at the Ministry of ATR/BPN (July 2023 – October 2023)
• Risk Management Facilitator at the Ministry of ATR/BPN (August 2022 – December 2022)
• Examiner for Certified Risk Management Professional (CRMP) (2022 – Present)
• Director of Regional Government Governance Oversight, BPKP (March 2019 – 31 May 2022)
• Director of Regional Financial Administration Oversight Region II, BPKP (July 2017 – March
2019)
• Director of Oversight for Government Institutions in the Defense and Security Sector (1
February 2013 – 7 July 2017)
• Head of Sub-Directorate for Oversight of Government Institutions in the Defense and Security
Sector I (21 September 2010 – 1 February 2013)
• Head of Sub-Directorate for Industry and Distribution Oversight I under the Deputy for
Economic Supervision (17 June 2010 – 21 September 2010)
Rangkap Jabatan Tidak memiliki rangkap jabatan
Concurrent Position She does not hold concurrent positions.
Kepemilikan Saham Tidak memiliki saham Perseroan.
Shareholding She does not own any shares in the Company.
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Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi, maupun dengan
Affiliation pemegang saham utama/pengendali.
She has no affiliation with members of the Board of Commissioners, members of the Board of
Directors, or the Company’s main/controlling shareholders.
Sertifikasi dan Afiliasi • Diklat Adum IV/Pim IV BPKP
Profesional • Diklat Pimpinan III BPKP
Certifications and • Diklat Pimpinan II LAN
Professional Affiliations • Certified Risk Public Professional (CRPP)
• Certified Risk Manager Professional (CRMP)
• Chartered Accountant (CA).
• Certified Fraud Auditor (CFrA)
• Certified Qualified Internal Auditor (QIA)
• Certified Government Chief Auditor Executive (CGCAE)
• COSO Training di IIA Global Head Quarter Orlando, Florida, USA
• BPKP Customised Risk and Controls Training, Washington DC, USA
• Benchmarking Innovation di Manila Philippines
• Overseas Training Organization Integrity, The Hague Belanda
• Narasumber Seminar Association Government Internal Auditor Philippine di Cebu City
Philippines
• Pembinaan SPIP Terintegrasi/GRC (Manajemen Risiko, SPIP) Kementerian Dalam Negeri,
KemendesPDTT dan Pemerintah Daerah
• Pembinaan Kapabilitas APIP Kementerian Dalam Negeri, KemendesPDTT dan Pemerintah
Daerah
• Certified in Audit Committee Practises (CACP)
• Asesor Manajemen Risiko
• Anggota Dewan Pengawas IKAI (Ikatan Komite Audit Indonesia)
• Anggota Utama IAI (Ikatan Akuntan Indonesia)
• Anggota GIRMA (Global Integrated Risk Management Association)
• Leadership Training Level IV (Adum IV/Pim IV), BPKP
• Leadership Training Level III, BPKP
• Leadership Training Level II, National Institute of Public Administration (LAN)
• Certified Risk Public Professional (CRPP)
• Certified Risk Management Professional (CRMP)
• Chartered Accountant (CA)
• Certified Fraud Auditor (CFrA)
• Qualified Internal Auditor (QIA)
• Certified Government Chief Audit Executive (CGCAE)
• COSO Training at The IIA Global Headquarters, Orlando, Florida, USA
• BPKP Customized Risk and Controls Training, Washington DC, USA
• Innovation Benchmarking Program, Manila, Philippines
• Overseas Training on Organizational Integrity, The Hague, Netherlands
• Speaker at the Association of Government Internal Auditors Philippines Seminar, Cebu City,
Philippines
• Integrated SPIP/GRC (Risk Management, SPIP) Advisory for the Ministry of Home Affairs,
Ministry of Villages, Development of Disadvantaged Regions and Transmigration (Kemendes
PDTT), and Regional Governments
• APIP Capability Development Advisory for the Ministry of Home Affairs, Kemendes PDTT, and
Regional Governments
• Certified in Audit Committee Practices (CACP)
• Risk Management Assessor
• Member of the Supervisory Board, Indonesian Audit Committee Association (IKAI)
• Principal Member, Indonesian Institute of Accountants (IAI)
• Member, Global Integrated Risk Management Association (GIRMA)
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Pernyataan Independensi
Statement of Independency
Seluruh anggota Komite Audit berkomitmen untuk:
• Menjunjung tinggi prinsip GCG dengan bersikap objektif, profesional,
dan independen dalam menjalankan tugasnya.
• Tidak mengambil keputusan di bawah tekanan dan intervensi dari
pihak manapun dan menghindari setiap potensi benturan kepentingan.
• Seluruh anggota Komite Audit tidak memiliki hubungan afiliasi baik
secara kekeluargaan maupun hubungan bisnis dengan anggota Dewan
Komisaris, Direksi dan Pemegang Saham Utama dan/atau Pengendali.
All members of the Audit Committee are committed to:
• Upholding GCG principles by being objective, professional and independent in carrying out their duties and
responsibilities.
• Never make decisions under pressure and intervention of any party and avoid any potential conflict of interest.
• Not all members of the Audit Committee have affiliate relationships both in a family and business relationship with
members of Board of Commissioners, Board of Directors and Major and/or Controlling Shareholders.
Aspek Independensi Djadja Bea Rejeki
Willgo Zainar David Pajung
Independence Aspects Sukirman Tirtadewi
Bukan merupakan orang dalam di Kantor Akuntan Publik, Kantor √ √ √ √
Konsultan Hukum, atau pihak lain yang memberi jasa audit, jasa non-
audit, dan/atau jasa konsultasi lain kepada Perseroan dalam waktu
enam bulan terakhir.
Not a person in a Public Accounting Firm, Legal Consulting Firm, or
other parties who have provided audit services, non-audit services,
and/or other consulting services to the Company within the last six
months.
Bukan merupakan orang yang memiliki wewenang dan tanggung √ √ √ √
jawab untuk merencanakan, memimpin, atau mengendalikan kegiatan
Perseroan dalam waktu enam bulan terakhir.
Not a person who has the authority and responsibility to plan, lead, or
control the Company’s activities within the last six months.
Tidak memiliki saham Perseroan baik secara langsung maupun tidak √ √ √ √
langsung (kode saham: KRAS).
Does not have Company’s shares either directly or indirectly (shares
code: KRAS).
Tidak terdapat hubungan pekerjaan atau usaha dengan Perseroan baik √ √ √ √
langsung atau tidak langsung dalam 6 bulan terakhir.
Does not have work or business relationship with the Company either
directly or indirectly within the last 6 months.
Tidak terdapat hubungan kekeluargaan dengan Pemegang Saham √ √ √ √
Utama/Pengendali, anggota Dewan Komisaris, atau anggota Direksi
Perseroan yang berpotensi menimbulkan benturan kepentingan.
Does not have family relationship with the Major/Controlling
Shareholder, members of the Board of Commissioners, or members of
the Board of Director which may cause conflict of interest.
PT Krakatau Steel Tbk
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Program Pengembangan Kompetensi Competence Development Program
Pada tahun 2025, anggota Komite Audit mengikuti program In 2025, members of the Audit Committee participated in the
pelatihan dan peningkatan kompetensi sebagai berikut: following training and professional development programs:
Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
1 Willgo Zainar 21 Januari Seminar “Peran Dewan Komisaris Dalam Aspek Hukum Laporan Keuangan dan IKAI
January 21 Laporan Tahunan Perusahaan.”
Seminar on “The Role of the Board of Commissioners in the Legal Aspects of
Financial Statements and Annual Reports.”
20 Januari Audiensi Badan Pemeriksa Keuangan RI (BPK RI)
January 20 Meeting with the Audit Board of Indonesia (BPK)
27-28 Mei Workshop tatap muka “Analisis Laporan Keuangan” IAI
May 27-28 In-person Workshop on “Financial Statement Analysis”
6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan scrap/by- PT KS Group
May 6 product, progres Performance Test Recovery HSM#1 serta persediaan bahan
baku, WIP, dan finished goods, kondisi tenaga kerja di lapangan, serta aset-aset
nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery, as well as raw
material, WIP, and finished goods inventories, on-site workforce conditions, and
non-productive assets.
11 September Plant Visit PT KS Group: paparan manajemen PT KE, PT KP, PT KBK, dan PT KBS, PT KS Group
September 11 serta peninjauan lokasi PT KP, PT KOS, HSM#1, dan Dapur Modular MBG.
PTKS Group Plant Visit: management presentations from PT KE, PT KP, PT KBK,
and PT KBS, as well as site visits to PT KP, PT KOS, HSM#1, and the MBG Modular
Kitchen.
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan Komisaris MIND ID
November 11 dan Komite.
Benchmarking Visit to MIND ID on Board of Commissioners and Committee
Governance Practices.
2 David Pajung 21 Januari Seminar “Peran Dewan Komisaris Dalam Aspek Hukum Laporan Keuangan dan IKAI
January 21 Laporan Tahunan Perusahaan.”
Seminar on “The Role of the Board of Commissioners in the Legal Aspects of
Financial Statements and Annual Reports.”
20 Januari Audiensi Badan Pemeriksa Keuangan RI (BPK RI)
January 20 Meeting with the Audit Board of Indonesia (BPK)
27-28 Mei Workshop tatap muka “Analisis Laporan Keuangan” IAI
May 27-28 In-person Workshop on “Financial Statement Analysis”
6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan scrap/by- PT KS Group
May 6 product, progres Performance Test Recovery HSM#1 serta persediaan bahan
baku, WIP, dan finished goods, kondisi tenaga kerja di lapangan, serta aset-aset
nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery, as well as raw
material, WIP, and finished goods inventories, on-site workforce conditions, and
non-productive assets.
11 September Plant Visit PT KS Group: paparan manajemen PT KE, PT KP, PT KBK, dan PT KBS, PT KS Group
September 11 serta peninjauan lokasi PT KP, PT KOS, HSM#1, dan Dapur Modular MBG.
PTKS Group Plant Visit: management presentations from PT KE, PT KP, PT KBK,
and PT KBS, as well as site visits to PT KP, PT KOS, HSM#1, and the MBG Modular
Kitchen.
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan Komisaris MIND-ID
November 11 dan Komite
Benchmarking Visit to MIND ID on Board of Commissioners and Committee
Governance Practices
PT Krakatau Steel Tbk
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Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
3 Djadja 1 Januari Sertifikasi Certified Risk Management Professional (CRMP) GIRMA (Global LSPMR
Sukirman January 1 Integrated Risk Management Association).
Certified Risk Management Professional (CRMP) Certification by GIRMA (Global
Integrated Risk Management Association).
20 Januari Audiensi Badan Pemeriksa Keuangan RI (BPK RI)
January 20 Meeting with the Audit Board of Indonesia (BPK)
21 Januari Seminar “Peran Dewan Komisaris Dalam Aspek Hukum Laporan Keuangan dan IKAI
January 21 Laporan Tahunan Perusahaan.”
Seminar on “The Role of the Board of Commissioners in the Legal Aspects of
Financial Statements and Annual Reports.”
31 Januari Webinar “Manajemen Risiko sebagai Integrator Implementasi POJK 12/2024.” IRMAPA
January 31 Webinar “Risk Management as an Integrator for the Implementation of POJK
12/2024.”
17 Maret Webinar “Data Science, Machine Learning, and Artificial Intelligence for Risk IRMAPA
March 17 Management Application”
6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan scrap/by- PT KS Group
May 6 product, progres Performance Test Recovery HSM#1 serta persediaan bahan
baku, WIP, dan finished goods, kondisi tenaga kerja di lapangan, serta aset-aset
nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery, as well as raw
material, WIP, and finished goods inventories, on-site workforce conditions, and
non-productive assets.
23 Mei Seminar internasional “Future-Proofing Economies: The Strategic Role of IAI, IFAC, BEI
May 23 Accountants in Turbulent Times.”
International seminar “Future-Proofing Economies: The Strategic Role of
Accountants in Turbulent Times.”
24 Mei Seminar "Apakah Kerugian BUMN Bukan Lagi Kerugian Negara? (Pembahasan IAI
May 24 Perubahan Status BUMN sebagai Dampak Pemberlakuan UU BUMN Baru)."
Seminar “Are SOE Losses No Longer State Losses? (Discussion on the Change in
SOE Status as an Impact of the Enactment of the New SOE Law).”
11 Juli Webinar “Melampaui Ketidakpastian: Peran Strategis K/L, Pemda, dan BUMN BPKP
July 11 dalam Menentukan Batas Risiko Pembangunan.”
Webinar “Beyond Uncertainty: The Strategic Role of Ministries/Institutions,
Regional Governments, and SOEs in Defining Development Risk Appetite.”
11 September Plant Visit PT KS Group: paparan manajemen PT KE, PT KP, PT KBK, dan PT KBS, PT KS Group
September 11 serta peninjauan lokasi PT KP, PT KOS, HSM#1, dan Dapur Modular MBG.
PT KS Group Plant Visit: management presentations from PT KE, PT KP, PT KBK,
and PT KBS, as well as site visits to PT KP, PT KOS, HSM#1, and the MBG Modular
Kitchen.
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan Komisaris MIND-ID
November 11 dan Komite.
Benchmarking Visit to MIND ID on Board of Commissioners and Committee
Governance Practices.
PT Krakatau Steel Tbk
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Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
4 Bea Rejeki 7 Januari Webinar "Determining Risk Strategy in the Challenges of Environmental, Social LSPMR
Tirtadewi January 7 and Macro Economic Changes."
Webinar on “Determining Risk Strategy in the Challenges of Environmental,
Social, and Macroeconomic Changes.”
20 Januari Audiensi Badan Pemeriksa Keuangan RI (BPK RI)
January 20 Meeting with the Audit Board of Indonesia (BPK)
21 Januari Seminar “Peran Dewan Komisaris Dalam Aspek Hukum Laporan Keuangan dan IKAI
January 21 Laporan Tahunan Perusahaan”
Seminar on “The Role of the Board of Commissioners in the Legal Aspects of
Financial Statements and Annual Reports”
6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan scrap/by- PT KS Group
May 6 product, progres Performance Test Recovery HSM#1 serta persediaan bahan
baku, WIP, dan finished goods, kondisi tenaga kerja di lapangan, serta aset-aset
nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery, as well as raw
material, WIP, and finished goods inventories, on-site workforce conditions, and
non-productive assets.
24 Mei Seminar "Apakah Kerugian BUMN Bukan Lagi Kerugian Negara? (Pembahasan IAI
May 24 Perubahan Status BUMN sebagai Dampak Pemberlakuan UU BUMN Baru)."
Seminar “Are SOE Losses No Longer State Losses? (Discussion on the Change in
SOE Status as an Impact of the Enactment of the New SOE Law).”
11 September Plant Visit PT KS Group: paparan manajemen PT KE, PT KP, PT KBK, dan PT KBS, PT KS Group
September 11 serta peninjauan lokasi PT KP, PT KOS, HSM#1, dan Dapur Modular MBG.
PT KS Group Plant Visit: management presentations from PT KE, PT KP, PT KBK,
and PT KBS, as well as site visits to PT KP, PT KOS, HSM#1, and the MBG Modular
Kitchen.
22 Oktober Webinar “Good Corporate Governance in Action: Integrating ICoFR, Investigative, IGCN , UNODC
October 22 Audits and Digital Forensic Accounting.” Indonesia,
IIAC–GRC
Community
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan Komisaris MIND ID
November 11 dan Komite.
Benchmarking Visit to MIND ID on Board of Commissioners and Committee
Governance Practices.
IKAI : Ikatan Komite Audit Indonesia | Indonesian Institute of Audit Committee
IAI : Ikatan Akuntan Indonesia | Institute of Indonesia Chartered Accountants
PT KS Group : PT Krakatau Steel (Persero) Tbk Group
MIND ID : Mining Industry Indonesia
LSPMR : Lembaga Sertifikasi Profesi Manajemen Risiko | Risk Management Professional Certification Institute
MSDM : PT Media SDM Indonesia
IRMAPA : Indonesia Risk Management Professional Association
IFAC : International Federation of Accountant
BEI : Bursa Efek Indonesia | Indonesia Stick Exchange (IDX)
BPKP : Badan Pengawas Keuangan dan Pembangunan | Financial and Development Supervisory Agency
IGCN : UN Global Compact Network Indonesia
UNODC : United Nations Office on Drugs and Crime
IIAC-GRC : Internal Audit & Corporate Governance - Governance, Risk, and Compliance
PT Krakatau Steel Tbk
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Piagam Komite Audit
Audit Committee Charter
Komite Audit memiliki Piagam Komite Audit sebagai pedoman kerja
yang menjadi landasan bagi Komite Audit dalam melaksanakan tugas,
tanggung jawab, dan wewenangnya untuk mendukung fungsi pengawasan
Dewan Komisaris. Piagam ini mengatur secara komprehensif tujuan
pembentukan, ruang lingkup kerja, fungsi, tugas, kewenangan, serta
tata cara kerja Komite Audit, termasuk aspek independensi, kompetensi,
mekanisme rapat, sistem pelaporan, hingga pelaksanaan self-assessment
kinerja. Piagam Komite Audit PT Krakatau Steel (Persero) Tbk telah dibuat
dan disetujui oleh Dewan Komisaris pada tanggal 20 Desember 2022
sebagai bentuk komitmen Perseroan dalam memperkuat GCG. PIAGAM KOMITE AUDIT
PT KRAKATAU STEEL (PERSERO) Tbk.
Secara substansi, Piagam ini menegaskan peran Komite Audit dalam
melakukan penelaahan atas proses pelaporan keuangan, efektivitas
sistem pengendalian internal, pelaksanaan audit internal dan eksternal,
serta kepatuhan terhadap peraturan perundang-undangan yang berlaku.
Selain itu, Piagam juga mengatur komposisi dan persyaratan keanggotaan,
kebijakan penyelenggaraan rapat, mekanisme pelaporan kepada Dewan 2022
Komisaris dan OJK, serta penanganan pengaduan yang berkaitan dengan
proses akuntansi dan pelaporan keuangan. Dengan adanya Piagam ini,
pelaksanaan tugas Komite Audit diharapkan berjalan secara profesional,
transparan, objektif, dan akuntabel.
The Audit Committee has an Audit Committee Charter which serves as a working guideline and foundation for the
Committee in carrying out its duties, responsibilities, and authorities in supporting the supervisory function of the Board
of Commissioners. The Charter comprehensively regulates the purpose of establishment, scope of work, functions, duties,
authorities, and working procedures of the Audit Committee, including aspects of independence, competence, meeting
mechanisms, reporting systems, and the implementation of performance self-assessments. The Audit Committee Charter
of PT Krakatau Steel (Persero) Tbk. was drafted and approved by the Board of Commissioners on 20 December 2022 as a
manifestation of the Company’s commitment to strengthening GCG.
Substantively, the Charter affirms the role of the Audit Committee in reviewing the financial reporting process, the
effectiveness of the internal control system, the implementation of internal and external audits, and compliance with
prevailing laws and regulations. In addition, the Charter governs the composition and membership requirements, meeting
policies, reporting mechanisms to the Board of Commissioners and the FSA, as well as the handling of complaints related
to accounting and financial reporting processes. Through this Charter, the Audit Committee is expected to carry out its
duties in a professional, transparent, objective, and accountable manner.
Fungsi, Tugas, dan Kewenangan Functions, Duties, and Authorities
Sebagaimana dijabarkan di dalam Piagam Komite Audit, pokok- As stipulated in the Audit Committee Charter, the principal
pokok dari fungsi, tugas, dan kewenangan Komite Audit mengacu functions, duties, and authorities of the Audit Committee refer
pada Peraturan Menteri BUMN Nomor PER-12/MBU/2012, to Minister of SOEs Regulation No. PER-12/MBU/2012, FSA
Peraturan OJK Nomor 55/POJK.04/2015 tentang Pembentukan Regulation No. 55/POJK.04/2015 concerning the Establishment
dan Pedoman Pelaksanaan Kerja Komite Audit, serta Peraturan and Guidelines for the Implementation of the Audit Committee’s
Menteri BUMN Nomor PER-5/MBU/09/2022 tentang Penerapan Work, and Minister of SOEs Regulation No. PER-5/MBU/09/2022
Manajemen Risiko pada BUMN. concerning the Implementation of Risk Management in SOEs.
PT Krakatau Steel Tbk
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Dalam kerangka regulasi tersebut, Komite Audit bertugas Within this regulatory framework, the Audit Committee assists
membantu Dewan Komisaris dalam memastikan efektivitas the Board of Commissioners in ensuring the effectiveness of
sistem pengendalian internal, pelaksanaan audit internal dan the internal control system, the implementation of internal
eksternal, serta keandalan dan integritas proses pelaporan and external audits, and the reliability and integrity of the
keuangan Perseroan. Komite Audit juga melakukan penelaahan Company’s financial reporting process. The Audit Committee
atas informasi keuangan yang akan dipublikasikan, kepatuhan also reviews financial information to be disclosed, compliance
terhadap peraturan perundang-undangan, serta pelaksanaan with prevailing laws and regulations, and the implementation of
manajemen risiko. risk management.
Selain itu, Komite Audit berwenang mengakses informasi yang In addition, the Audit Committee is authorized to access relevant
relevan, memantau dan mengevaluasi pelaksanaan serta tindak information, monitor and evaluate the implementation and
lanjut hasil audit oleh Satuan Pengawasan Intern dan Auditor follow-up of audit findings by the Internal Audit Unit and External
Eksternal, memastikan objektivitas dan independensi auditor, Auditors, ensure the objectivity and independence of auditors,
serta memberikan rekomendasi kepada Dewan Komisaris, and provide recommendations to the Board of Commissioners,
termasuk terkait penunjukan Akuntan Publik dan Kantor including those related to the appointment of Public Accountants
Akuntan Publik. Komite Audit juga menelaah potensi benturan and Public Accounting Firms. The Audit Committee also
kepentingan dan pengaduan yang berkaitan dengan proses reviews potential conflicts of interest and complaints related
akuntansi dan pelaporan keuangan, sehingga turut memperkuat to accounting and financial reporting processes, thereby
penerapan tata kelola, pengelolaan risiko, dan akuntabilitas strengthening the implementation of corporate governance, risk
Perseroan. management, and the Company’s accountability.
Rincian lebih lanjut mengenai fungsi, tugas, dan kewenangan Komite Audit dapat dilihat
dalam Piagam Komite Audit Perseroan yang tersedia pada situs web resmi Perseroan di www.
krakatausteel.com pada laman Tata Kelola Perusahaan.
Further details regarding the functions, duties, and authorities of the Audit Committee can be
found in the Company’s Audit Committee Charter, which is available on the Company’s official
website at www.krakatausteel.com under the Corporate Governance section.
Rapat Komite Audit Meetings of the Audit Committee
KEBIJAKAN POLICY
Kebijakan rapat Komite Audit mengatur bahwa rapat The Audit Committee meeting policy stipulates that meetings
diselenggarakan secara berkala sekurang-kurangnya satu kali are held regularly at least once every three months, as well as
dalam tiga bulan, serta secara periodik dengan Auditor Internal periodically with the Internal Auditor at least once every quarter
minimal satu kali setiap triwulan dan dengan Akuntan Publik and with the Public Accountant or Public Accounting Firm as
atau KAP sesuai kebutuhan. Rapat dapat pula menghadirkan needed. Meetings may also invite relevant parties or the audit
pihak terkait atau Komite Audit entitas anak apabila diperlukan. committees of subsidiaries when necessary. Meetings are
Rapat dinyatakan sah apabila dihadiri sekurang-kurangnya dua deemed valid if attended by at least two-thirds of the members,
pertiga dari jumlah anggota dan keputusan diambil berdasarkan and resolutions are adopted based on deliberation for consensus
musyawarah untuk mufakat atau disetujui lebih dari setengah or by approval of more than half of the members present.
jumlah anggota yang hadir.
Setiap rapat wajib dituangkan dalam risalah rapat yang Each meeting must be documented in minutes signed by all
ditandatangani oleh seluruh anggota yang hadir, termasuk members in attendance, including the recording of any dissenting
pencatatan perbedaan pendapat (dissenting opinions), dan opinions, and submitted to the Board of Commissioners.
disampaikan kepada Dewan Komisaris. Kehadiran anggota Members’ attendance and the conduct of meetings are reported
serta pelaksanaan rapat dilaporkan dalam laporan triwulanan in the Audit Committee’s quarterly and annual reports as part of
dan tahunan Komite Audit sebagai bagian dari mekanisme the accountability mechanism.
akuntabilitas.
PT Krakatau Steel Tbk
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FREKUENSI, TINGKAT KEHADIRAN, DAN AGENDA RAPAT MEETING FREQUENCY, ATTENDANCE RATE, AND AGENDA
Pada tahun 2025, Komite Audit telah menyelenggarakan rapat In 2025, the Audit Committee convened a total of 62 (sixty-two)
sebanyak 62 (enam puluh dua) kali. Rapat dilaksanakan baik meetings. Meetings were held both internally and jointly with
secara internal maupun bersama Dewan Komisaris dan organ the Board of Commissioners and its supporting committees,
pendukung lainnya, seperti Komite PU & PMR, Komite Nominasi including the PU & PMR Committee, the Nomination and
dan Remunerasi, serta Sekretariat Dewan Komisaris. Selain itu, Remuneration Committee, and the Board Secretariat. In addition,
rapat juga melibatkan Direksi dan manajemen Perseroan serta meetings involved the Board of Directors and management
entitas anak, Satuan Pengawasan Intern (SPI), Kantor Akuntan of the Company and its subsidiaries, the Internal Audit Unit
Publik, lembaga pemeringkat, assessor independen GCG, serta (SPI), Public Accounting Firms, rating agencies, independent
pihak eksternal lainnya sesuai dengan agenda pembahasan. GCG assessors, as well as other external parties relevant to the
matters discussed.
Pelaksanaan rapat bersama berbagai counterpart internal dan The conduct of meetings with various internal and external
eksternal tersebut merupakan bagian dari fungsi pengawasan counterparts formed part of the Audit Committee’s supervisory
Komite Audit, khususnya dalam melakukan penelaahan atas function, particularly in reviewing financial statements,
laporan keuangan, memantau pelaksanaan audit internal dan monitoring the implementation of internal and external audits,
eksternal, mengevaluasi efektivitas Pengendalian Internal dan evaluating the effectiveness of Internal Control and Risk
Manajemen Risiko, serta memastikan tindak lanjut atas hasil Management, and ensuring proper follow-up on audit findings
pemeriksaan dan rekomendasi audit. and recommendations.
Frekuensi dan tingkat kehadiran rapat Komite Audit adalah Information on the frequency and attendance of Audit Committee
sebagai berikut: meetings is as follows:
Frekuensi dan Tingkat Kehadiran Rapat Komite Audit Frequency and Attendance Rate of the Audit
Committee Meetings
Tingkat Kehadiran
Nama Jabatan Jumlah Rapat Jumlah Kehadiran
Attendance Rate
Name Position Total Meeting Total Attendance
(%)
Willgo Zainar Ketua 44 41 93
Chairman
David Pajung Anggota 44 39 89
Member
Djadja Sukirman Anggota 62 61 98
Member
Bea Rejeki Tirtadewi Anggota 62 59 95
Member
Agenda Rapat Meeting Agenda
Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
1 2 Januari Kesekretariatan Dewan Komisaris Dewan Komisaris, Komite Audit, Komite PU & PMR,
January 2 Board of Commissioners Secretariat Komite Nominasi dan Remunerasi, staf Dewan
Komisaris, Sekretaris Dewan Komisaris, Sekretariat
Dewan Komisaris
Board of Commissioners, Audit Committee, PU & MR
Committee, Nomination and Remuneration Committee,
staff of the Board of Commissioners, Corporate
Secretary to the Board of Commissioners, Secretariat of
the Board of Commissioners
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Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
2 8 Januari Capaian kinerja PT KP dalam 5 tahun terakhir Komite Audit, Komite PU & PMR, Dewan Komisaris, staf
January 8 Performance achievements of PT PT KP over the Dewan Komisaris, manajemen PT KS, manajemen PT KP
past five years Audit Committee, PU & PMR Committee, Board of
Commissioners, staff of the Board of Commissioners,
PT KS management, PT KP management
3 8 Januari RKAP PT KP Tahun 2025 Komite Audit, Komite PU & PMR, Dewan Komisaris, staf
January 8 PT KP 2025 Work Plan and Budget (RKAP) Dewan Komisaris, manajemen PT KS, manajemen PT KP
Audit Committee, PU & PMR Committee, Board of
Commissioners, Staff of the Board of Commissioners,
PT KS management, PT KP management
4 9 Januari Diskusi dan pembahasan awal pembentukan Komite Komite TKT, Komite Audit, Komite PU & PMR, Komisaris
January 9 Tata Kelola Terintegrasi PT KSI, Komisaris PT KBK, Komisaris PT KBI, Komisaris
Initial discussion on the establishment of the PT KE, RMC Manager
Integrated Governance Committee Integrated Governance Committee (TKT), Audit
Committee, PU & PMR Committee, Commissioners of
PT KSI, PT KBK, PT KBI, PT KE, RMC Manager
5 22 Januari Potensi sinergi bisnis di PT KP dan roadmap PT KP Komite Audit, Komite PU & PMR, staf Dewan Komisaris,
January 22 Potential business synergies at PT KP and its manajemen PT KS, manajemen PT KP
roadmap Audit Committee, PU & PMR Committee, Staff of the
Board of Commissioners, PT KS management,
PT KP management
6 22 Januari Pembahasan tugas pokok dan fungsi Direktorat Komite Audit, Komite PU & PMR, staf Dewan Komisaris,
January 22 Sumber Daya Manusia PT KS manajemen SDM PT KS
Discussion on the main duties and functions of the Audit Committee, PU & PMR Committee, Staff of
PT KS Human Resources Directorate the Board of Commissioners, PT KS Human Capital
Management
7 30 Januari Pembahasan Laporan Keuangan Tahun 2024 Komite Audit, Komite PU & PMR, staf Dewan Komisaris,
January 30 (unaudited) manajemen PT KS
Discussion of the 2024 Financial Statements Audit Committee, PU & PMR Committee, staff of the
(unaudited) Board of Commissioners, PT KS management
8 30 Januari Kerugian konsolidasi PT KS dalam JV PT KP Dewan Komisaris, Komite Audit, Komite PU & PMR, staf
January 30 PT KS consolidated losses in the PT KP joint venture Dewan Komisaris, manajemen PT KS
Board of Commissioners, Audit Committee, PU & PMR
Committee, Staff of the Board of Commissioners,
PT KS Management
9 4 Februari Progres audit Laporan Keuangan PT KS Group Tahun Komite Audit, Manajemen PT KS, Direksi & Manajemen
Feberuary 4 Buku 2024 Anak Perusahaan, KAP Eksternal
Progress of the audit of PT KS Group Financial Audit Committee, PT KS Management, Board of Directors
Statements for FY 2024 & Subsidiaries’ Management, External Public Accounting
Firm
10 10 Februari Pembahasan Laporan Hasil Audit (LHA) atas kegiatan Komite Audit, Komite PU & PMR, Dewan Komisaris,
February 10 sales dan recovery HSM#1 Manajemen PT KS
Discussion of the Audit Findings Report (LHA) on Audit Committee, PU & PMR Committee, Board of
sales activities and HSM#1 recovery Commissioners, PT KS Management
11 14 Februari Laporan implementasi GCG & Risk Management Komite Audit, Komite PU & PMR, staf Dewan Komisaris,
February 14 Triwulan IV 2024 manajemen PT KS
Report on the implementation of GCG & Risk Audit Committee, PU & PMR Committee, Staff of the
Management for Q4 2024 Board of Commissioners, PT KS management
12 14 Februari Analisis dan mitigasi risiko terhadap potensi sinergi Komite Audit, Komite PU & PMR, staf Dewan Komisaris,
February 14 bisnis di PT KP manajemen PT KS
Risk analysis and mitigation related to potential Audit Committee, PU & PMR Committee, Staff of the
business synergies at PT KP Board of Commissioners, PT KS management
PT Krakatau Steel Tbk
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13 25 Februari Tindak lanjut progres Audit Laporan Keuangan PT KS Komite Audit, Manajemen PT KS, Direksi & Manajemen
February 25 Group Tahun Buku 2024 oleh KAP Anak Perusahaan
Follow-up on the progress of the FY 2024 PT KS Audit Committee, PT KS Management, Board of Directors
Group Financial Statements audit by the Public & Subsidiaries’ Management
Accounting Firm (KAP)
14 26 Februari Pembahasan dengan Komite terhadap hasil rapat Dewan Komisaris, Komite Audit, Komite PU & PMR,
February 26 gabungan Direksi dan Dewan Komisaris tanggal Komite Nominasi dan Remunerasi, staf Dewan
18 Februari 2025 atas arahan Wakil Menteri BUMN Komisaris, Sekretaris Dewan Komisaris, Sekretariat
perihal Audit dan Evaluasi Performa JV PT KS Dewan Komisaris
Committee discussion on the outcome of the joint Board of Commissioners, Audit Committee, PU & PMR
Board of Directors and Board of Commissioners Committee, Nomination and Remuneration Committee,
meeting dated 18 February 2025 regarding the Staff of the Board of Commissioners, Corporate
Deputy Minister of SOEs’ directive on the audit and Secretary to the Board of Commissioners, Secretariat of
performance evaluation of the PT KS JV the Board of Commissioners
15 3 Maret Progres roadmap milestone potensi sinergi bisnis di Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
March 3 PT KP Manajemen PT KS, Manajemen PT KP
Progress of roadmap milestones for potential Audit Committee, PU & PMR Committee, Staff of the
business synergies at PT KP Board of Commissioners, PT KS Management, PT KP
Management
16 6 Maret Aktivitas Internal Audit tahun 2024, draft Program Komite Audit, Internal Audit PT KS
March 6 Kerja Audit Tahunan (PKAT), dan monitoring tindak Audit Committee, PT KS Internal Audit
lanjut rekomendasi audit
Internal Audit activities for 2024, draft Annual
Internal Audit Work Plan (PKAT), and monitoring of
audit recommendation follow-ups
17 12 Maret Progress pelaksanaan pekerjaan Perusahaan Komite Audit, Manajemen PT KS, Lembaga Pemeringkat
March 12 Pemeringkat (Corporate Rating) Audit Committee, PT KS Management, Rating Agency
Progress of the Corporate Rating process
18 12 Maret Pemantauan penyerahan hasil audit atas Laporan Komite Audit, Manajemen PT KS, KAP Eksternal (RSM
March 12 Keuangan Konsolidasian PT KS dan Anak Perusahaan Indonesia)
Tahun Buku 2024 Audit Committee, PT KS Management, External Public
Monitoring the submission of the audited Accounting Firm (RSM Indonesia)
Consolidated Financial Statements of PT KS and its
subsidiaries for FY 2024
19 19 Maret 1. Pembahasan evaluasi atas Direksi yang saat ini Dewan Komisaris, Komite Audit, Komite PU & PMR,
March 19 menjabat (Direksi eksisting) Komite Nominasi dan Remunerasi, Staf Dewan
2. Pembahasan usulan selected talent dan Komisaris, Sekretaris Dewan Komisaris, Sekretariat
nominated talent Dewan Komisaris
3. Lain-lain Board of Commissioners, Audit Committee, PU & PMR
1. Discussion on the evaluation of the currently Committee, Nomination and Remuneration Committee,
serving Board of Directors (incumbent BOD) Staff of the Board of Commissioners, Corporate
2. Discussion on proposals for selected talent and Secretary to the Board of Commissioners, Secretariat of
nominated talent the Board of Commissioners
3. Others
20 24 Maret Kapasitas produksi dan penjualan produk HSM#1 Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
March 24 pasca recovery Manajemen PT KS
Production capacity and sales of HSM#1 products Audit Committee, PU & PMR Committee, Staff of the
post-recovery Board of Commissioners, PT KS Management
PT Krakatau Steel Tbk
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21 9 April 1. Halal bihalal Dewan Komisaris dan Organ Dewan Komisaris, Komite Audit, Komite PU & PMR,
April 9 Pendukung Komite Nominasi dan Remunerasi, Staf Dewan
2. Perkembangan restrukturisasi utang Komisaris, Sekretaris Dewan Komisaris, Sekretariat
3. Perkembangan HSM#1 Dewan Komisaris
4. Isu-isu terbari berkaitan dengan PT KS Board of Commissioners, Audit Committee, PU & PMR
5. Dampak kebijakan penetapan tarih impor AS Committee, Nomination and Remuneration Committee,
terhadap Indonesia (sektor industri baja) Staff of the Board of Commissioners, Corporate
1. Halal Bihalal gathering of the Board of Secretary to the Board of Commissioners, Secretariat of
Commissioners and Supporting Committees the Board of Commissioners
2. Progress of debt restructuring
Progress of HSM#1
3. Latest issues related to PT KS
4. Impact of U.S. import tariff policies on Indonesia
(steel industry sector)
22 14 April Paparan jobdesk perusahaan serta alur proses Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
April 14 hubungan internal dan hubungan dengan pihak Manajemen PT KS, Manajemen PT KJI, Manajemen
ketiga PT KGT, Manajemen PT KNI
Presentation on company job descriptions and Audit Committee, PU & PMR Committee, Staff of the
internal and third-party process flows Board of Commissioners, PT KS Management, PT KJI
Management, PT KGT Management, PT KNI Management
23 24 April Pembahasan atas keterlambatan penyelesaian audit Dewan Komisaris, Komite Audit, Komite PU & PMR,
April 24 Laporan Keuangan PT KS Tahun Buku 2024 Komite Nominasi dan Remunerasi, Staf Dewan
Discussion on delays in completing the FY 2024 PT Komisaris, Sekretaris Dewan Komisaris, Sekretariat
KS Financial Statements audit Dewan Komisaris
Board of Commissioners, Audit Committee, PU & PMR
Committee, Nomination and Remuneration Committee,
Staff of the Board of Commissioners, Corporate
Secretary to the Board of Commissioners, Secretariat of
the Board of Commissioners
24 24 April Summary Laporan Hasil Audit Nomor 08 Tahun 2024, Komite Audit, Internal Audit PT KS
April 24 Nomor 09 Tahun 2024, Nomor 01 Tahun 2025 serta Audit Committee, PT KS Internal Audit
monitoring tindak lanjut rekomendasi
Summary of Audit Findings Reports No. 08/2024,
No. 09/2024, and No. 01/2025 and monitoring of
follow-up actions
25 19 Mei Pembahasan ketaatan terhadap peraturan Komite Audit, Manajemen PT KS, KAP Eksternal
May 19 perundang-undangan terkait kegiatan perusahaan Audit Committee, PT KS Management, External Public
(PSA 62) dan Internal Control Memorandum (ICM) Accounting Firm
Discussion on compliance with laws and regulations
related to company activities (PSA 62) and the
Internal Control Memorandum (ICM)
26 19 Mei Pembahasan hasil pemeringkatan perusahaan oleh Komite Audit, Manajemen PT KS, Lembaga Pemeringkat
May 19 Lembaga Pemeringkat Audit Committee, PT KS Management, Rating Agency
Discussion of corporate rating results by the Rating
Agency
27 21 Mei Alur/skema produk HRC; dasar pengadaan slab; Dewan Komisaris, Komite Audit, Komite PU & PMR, Staf
May 21 pengelolaan risiko; kondisi working capital (slab, Dewan Komisaris, Manajemen PTK S
WIP, finished goods) Board of Commissioners, Audit Committee, PU & PMR
HRC product flow/scheme; basis for slab Committee, Staff of the Board of Commissioners,
procurement; risk management; working capital PT KS Management
condition (slab, WIP, finished goods)
PT Krakatau Steel Tbk
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28 2 Juni Tata kelola dan optimalisasi manajemen aset PTKS Komite Audit, Manajemen PT KS
June 2 dan grup serta optimalisasi penempatan SDM Audit Committee, PT KS Management
Governance and optimization of asset management
at PTKS and the Group, as well as optimization of
human capital placement
29 5 Juni Evaluasi efektivitas Sistem Pengendalian Internal Komite Audit, Internal Audit PT KS
June 5 dan efektivitas pelaksanaan tugas Internal Audit Audit Committee, PT KS Internal Audit
Evaluation of the effectiveness of the Internal
Control System and the performance of Internal
Audit
30 13 Juni Pembahasan terhadap rekomendasi hasil Komite Audit, Manajemen PT KS
June 13 pemeriksaan BPK RI yang belum ditindaklanjuti oleh Audit Committee, PT KS Management
auditee
Discussion of outstanding recommendations from
BPK RI audit findings not yet followed up by the
auditee
31 13 Juni Progress pelaksanaan audit atas kegiatan Komite Audit, Manajemen PT KS, Dewan Komisaris,
June 13 operasional dan komersial PT KP Komite PU & PMR
Progress of the audit on PT KP’s operational and Audit Committee, PT KS Management, Board of
commercial activities Commissioners, PU & PMR Committee
32 18 Juni Pembahasan historis proses pemberian pinjaman PT Komite Audit, Komite PU & PMR, Manajemen PT KS
June 18 KS kepada PT KE sehingga mencapai Rp1,4 triliun Audit Committee, PU & PMR Committee, PT KS
Discussion of the historical process of PT KS loans Management
to PT KE amounting to Rp1.4 trillion
33 24 Juni Pembahasan hasil rapat gabungan Direksi dan Dewan Komisaris, Komite Audit, Komite PU & PMR,
June 24 Dewan Komisaris tanggal 17 Juni 2025 Komite Nominasi dan Remunerasi, Staf Dewan
Discussion of the results of the joint Board of Komisaris, Sekretaris Dewan Komisaris, Sekretariat
Directors and Board of Commissioners meeting Dewan Komisaris
dated 17 June 2025 Board of Commissioners, Audit Committee, PU & PMR
Committee, Nomination and Remuneration Committee,
Staff of the Board of Commissioners, Corporate
Secretary to the Board of Commissioners, Secretariat of
the Board of Commissioners
34 2 Juli Expose perjanjian usaha patungan (joint venture Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
July 2 agreement) PT KP Manajemen PT KS, Manajemen PT KP
Presentation of the Joint Venture Agreement (JVA) Audit Committee, PU & PMR Committee, Staff of the
of PT KP Board of Commissioners, PT KS Management, PT KP
Management
35 2 Juli 1. Pertemuan awal Dewan Komisaris baru dan Organ Dewan Komisaris, Komite Audit, Komite PU & PMR,
July 2 Pendukung Dewan Komisaris Komite Nominasi dan Remunerasi, Staf Dewan
2. Pembagian tugas Dewan Komisaris Komisaris, Sekretaris Dewan Komisaris, Sekretariat
1. Initial meeting of the newly appointed Board of Dewan Komisaris
Commissioners and its Supporting Committees Board of Commissioners, Audit Committee, PU & PMR
2. Division of Duties of the Board of Commissioners Committee, Nomination and Remuneration Committee,
Staff of the Board of Commissioners, Corporate
Secretary to the Board of Commissioners, Secretariat of
the Board of Commissioners
36 10 Juli Kajian kinerja PT KP tahun 2025 dan evaluasi Komite Audit, Manajemen PTKS, Manajemen PT KP
July 10 penyebab kerugian tahun 2024 Audit Committee, PT KS Management, PT KP
Performance review of PT KP in 2025 and evaluation Management
of the causes of losses in 2024
PT Krakatau Steel Tbk
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37 11 Juli Kajian keuangan dan pengembangan bisnis pada Komite Audit, Manajemen PT KS dan Anak Usaha
July 11 Amendment & Restated JVA PT KP tahun 2022 Audit Committee, PT KS and Subsidiaries’ Management
Financial and business development review of the
Amendment & Restated JVA of PT KP 2022
38 23 Juli Pembahasan pelaksanaan Internal Control over Komite Audit, Manajemen PT KS
July 23 Financial Reporting (ICoFR) Audit Committee, PT KS Management
Discussion on the implementation of Internal Control
over Financial Reporting (ICoFR)
39 23 Juli Pembahasan tindak lanjut laporan penyelesaian Komite Audit, Komite PU & PMR, Manajemen PT KS dan
July 23 divestasi PT KTI dan PT KDL kepada Kementerian Anak Usaha
BUMN Audit Committee, PU & PMR Committee, PT KS and
Discussion on the follow-up of the divestment Subsidiaries’ Management
completion report of PT KTI and PT KDL to the
Ministry of SOE
40 25 Juli Kondisi PT MJIS saat ini, history PT MJIS, dan Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
July 25 rencana PT MJIS ke depan Manajemen PT KS, Manajemen PT MJIS
Current condition, history, and future plans of PT Audit Committee, PU & PMR Committee, Staff of the
MJIS Board of Commissioners, PT KS Management, PT MJIS
Management
41 5 Agustus 1. Restrukturisasi utang Dewan Komisaris, Komite Audit, Komite PU & PMR,
August 5 2. Program efisiensi PT KS & grup Komite Nominasi dan Remunerasi, Staf Dewan
3. Evaluasi joint venture PT KS Komisaris, Sekretaris Dewan Komisaris, Sekretariat
1. Debt restructuring Dewan Komisaris
2. PT KS & Group efficiency programs Board of Commissioners, Audit Committee, PU & PMR
3. Evaluation of the PT KS joint venture Committee, Nomination and Remuneration Committee,
Staff of the Board of Commissioners, Corporate
Secretary to the Board of Commissioners, Secretariat of
the Board of Commissioners
42 5 Agustus Pembahasan kedua historis proses pemberian Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
August 5 pinjaman PT KS kepada PT KE Manajemen PT KS, Manajemen PT KE
Second discussion on the historical process of PT KS Audit Committee, PU & PMR Committee, Staff of the
loans to PT KE Board of Commissioners, PT KS Management,
PT KE Management
43 8 Agustus Kick-off meeting KAP RSM Indonesia untuk audit Komite Audit, Direksi & Manajemen PT KS Group, Kantor
August 8 Laporan Keuangan Konsolidasian Tahun Buku 2025 Akuntan Publik
Kick-off meeting with KAP RSM Indonesia for Audit Committee, Board of Directors & PT KS Group
the audit of the FY 2025 Consolidated Financial Management, Public Accounting Firm
Statements
44 15 Agustus Penjelasan tindakan shutdown terencana COP dan Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
August 15 estimasi biaya shutdown Manajemen PT KS
Explanation of the planned COP shutdown and Audit Committee, PU & PMR Committee, Staff of the
estimated shutdown costs Board of Commissioners, PT KS Management
45 25 Agustus Management review Sistem Manajemen Krakatau Komite Audit, Komite PU & PMR, Manajemen PT KS
August 25 Steel (SMKS) tahun 2025 Audit Committee, PU & PMR Committee,
2025 Krakatau Steel Management System (KSMS) PT KS Management
management review
46 27 Agustus Permohonan persetujuan pelaksanaan debt to equity Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
August 27 swap pihak ketiga PT KE Manajemen PT KS, Manajemen PT KE
Request for approval of a third-party debt-to-equity Audit Committee, PU & PMR Committee, Staff of the
swap for PT KE Board of Commissioners, PT KS Management,
PT KE Management
PT Krakatau Steel Tbk
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47 28 Agustus Pembahasan realisasi atas program/inisiatif Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
August 28 efisiensi di PT KS Group Manajemen dari PT KS, PT KBK, PT KPI, PT KSI, PT KTI,
Discussion on the realization of efficiency programs/ PT KBS, PT KJS, dan PT KSP
initiatives within the PT KS Group Audit Committee, PU & PMR Committee, Staff of the
Board of Commissioners, Management of PT KS, PT KBK,
PT KPI, PT KSI, PT KTI, PT KBS, PT KJS, nd PT KSP
48 28 Agustus Pembahasan progres realisasi RKAP 2025 sampai Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
August 28 dengan Semester I Manajemen PT KS
Discussion on the realization progress of the 2025 Audit Committee, PU & PMR Committee, Staff of the
RKAP up to Semester I Board of Commissioners, PT KS Management
49 3 September Pembahasan permohonan tindakan Direksi di luar Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
September 3 RKAP (PBM IHC, Damai Indah Golf, OSC Pullout PT Manajemen PT KS
KOS) Audit Committee, PU & PMR Committee, Staff of the
Discussion on requests for Board of Directors’ Board of Commissioners, PT KS Management
actions outside the RKAP (PBM IHC, Damai Indah
Golf, OSC Pullout PT KOS)
50 9 September Exit meeting pemaparan hasil asesmen GCG PT KS Komite Audit, Komite PU & PMR, Manajemen PT KS,
September 9 Tahun Buku 2024 Assesor Independen GCG
Exit meeting for the presentation of the PT KS FY Audit Committee, PU & PMR Committee, PT KS
2024 GCG assessment results Management, Independent GCG Assessor
51 18 September Pembahasan Laporan Tata Kelola Terintegrasi PT Komite TKT, Komite Audit, Komite PU & PMR, Manajemen
September 18 Krakatau Steel (Persero) Tbk & Group Triwulan II PT KS, Komisaris dan Manajemen dari PT KSI, PT KBK, PT
2025 KBI, PT KE
Discussion of the Integrated Governance Report of Integrated Governance Committee (TKT), Audit
PT Krakatau Steel (Persero) Tbk & Group for Q2 2025 Committee, PU & PMR Committee, PT KS Management,
Commissioners and Management of PT KSI, PT KBK, PT
KBI, PT KE
52 24 September Pembahasan rencana OSC pullout dari PT KOS Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
September 24 Discussion on the plan for OSC pullout from PT KOS Manajemen PT KS
Audit Committee, PU & PMR Committee, Staff of the
Board of Commissioners, PT KS Management
53 2 Oktober Penjelasan penyehatan keuangan PT KS melalui Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
October 2 dukungan Danantara Manajemen PT KS
Explanation of PT KS financial restructuring through Audit Committee, PU & PMR Committee, Staff of the
Danantara support Board of Commissioners, PT KS Management
54 13 Oktober Pembahasan flow of inventory PT KS Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
October 13 Discussion on PT KS inventory flow Manajemen PT KS
Audit Committee, PU & PMR Committee, Staff of the
Board of Commissioners, PT KS Management
55 15 Oktober 1. Restrukturisasi utang Dewan Komisaris, Komite Audit, Komite PU & PMR,
October 15 2. Program efisiensi di PT KS Group Komite Nominasi dan Remunerasi, Staf Dewan
3. Evaluasi joint venture PT KS Komisaris, Sekretaris Dewan Komisaris, Sekretariat
1. Debt restructuring Dewan Komisaris
2. Efficiency programs within the PT KS Group Board of Commissioners, Audit Committee, PU & PMR
3. Evaluation of PT KS joint ventures Committee, Nomination and Remuneration Committee,
Staff of the Board of Commissioners, Corporate
Secretary to the Board of Commissioners, Secretariat of
the Board of Commissioners
PT Krakatau Steel Tbk
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56 23 Oktober Tindak lanjut laporan hasil reviu BPKP atas planned Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
October 23 shutdown COP Manajemen PT KS
Follow-up on BPKP review findings regarding the Audit Committee, PU & PMR Committee, Staff of the
planned COP shutdown Board of Commissioners, PT KS Management
57 17 November Pendalaman RKAP 2026 Komite Audit, Komite PU & PMR
November 17 In-depth review of the 2026 RKAP Audit Committee, PU & PMR Committee
58 2 Desember Penyusunan telaah dan surat persetujuan Dewan Komite Audit, Komite PU & PMR, Staf Dewan Komisaris
December 2 Komisaris atas pelepasan saham MMS Audit Committee, PU & PMR Committee, Staff of the
Preparation of review and approval letter from the Board of Commissioners
Board of Commissioners for the divestment of MMS
shares
59 10 Desember Pembahasan Laporan Tata Kelola Terintegrasi PT Komite TKT, Komite Audit, Komite PU & PMR, Manajemen
December 10 Krakatau Steel (Persero) Tbk & Group Triwulan III PT KS, Komisaris dan Manajemen PT KSI, PT KBK, PT KBI,
2025 PT KE
Discussion of the Integrated Governance Report of Integrated Governance Committee (TKT), Audit
PT Krakatau Steel (Persero) Tbk & Group for Q3 2025 Committee, PU & PMR Committee, PT KS Management,
Commissioners and Management of PT KSI, PT KBK,
PT KBI, PT KE
60 18 Desember Penyusunan telaah dan surat persetujuan atas Komite Audit, Komite PU & PMR, Staf Dewan Komisaris
December 18 perubahan struktur modal PT KE (DES pihak ketiga) Audit Committee, PU & PMR Committee, Staff of the
Preparation of review and approval letter regarding Board of Commissioners
the capital restructuring of PT KE (third-party DES)
61 18 Desember Paparan manajemen perihal pembaruan Komite Audit, Komite PU & PMR, Staf Dewan Komisaris,
December 18 restrukturisasi dalam rangka penyehatan PT KS Manajemen PT KS
Management presentation on restructuring updates Audit Committee, PU & PMR Committee, Staff of the
for PT KS recovery Board of Commissioners, PT KS Management
62 31 Desember Pembahasan progres pelaksanaan audit Laporan Komite Audit, Head of Internal Audit, Vice President
December 31 Keuangan PT Krakatau Steel (Persero) Tbk Accounting & Risk Management, Vice President
Discussion on the progress of the audit of PT Strategic Asset & Business Management, Auditor
Krakatau Steel (Persero) Tbk Financial Statements Eksternal (KAP RSM Indonesia)
Audit Committee, Head of Internal Audit, Vice President
Accounting & Risk Management, Vice President
Strategic Asset & Business Management, External
Auditor (KAP RSM Indonesia)
PT Krakatau Steel Tbk
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RINGKASAN PELAKSANAAN TUGAS KOMITE AUDIT TAHUN 2025
Summary of the Implementation of the Audit Committee’s Duties in 2025
Sepanjang tahun 2025, Komite Audit telah
menyelenggarakan 62 (enam puluh dua) kali rapat
sebagai bagian dari pelaksanaan fungsi pengawasan
terhadap pengelolaan Perseroan dan entitas anak.
Rapat dilaksanakan secara internal maupun bersama
Dewan Komisaris, komite pendukung lainnya, Direksi
dan manajemen Perseroan serta entitas anak, Satuan
Pengawasan Intern (SPI), Kantor Akuntan Publik (KAP),
lembaga pemeringkat, assessor independen GCG,
serta pihak eksternal lainnya sesuai dengan agenda
pembahasan.
Dalam aspek pelaporan keuangan dan audit eksternal,
Komite Audit melakukan penelaahan atas Laporan
Keuangan Tahun Buku 2024 (unaudited dan audited),
memantau progres audit oleh KAP, termasuk pelaksanaan kick-off meeting audit Tahun Buku 2025, serta memastikan tindak lanjut
atas temuan audit. Komite Audit juga melakukan evaluasi atas independensi, ruang lingkup, dan kinerja KAP, serta memberikan
rekomendasi dan pertimbangan kepada Dewan Komisaris terkait penunjukan KAP untuk pelaksanaan audit laporan keuangan
Perseroan.
Selain itu, Komite Audit secara aktif mengevaluasi efektivitas sistem pengendalian internal dan implementasi Internal Control over
Financial Reporting (ICoFR), memantau pelaksanaan audit internal dan tindak lanjut rekomendasi, serta menelaah hasil pemeriksaan
BPK RI dan BPKP. Pengawasan juga mencakup implementasi Manajemen Risiko dan GCG, pembahasan Laporan Tata Kelola
Terintegrasi, serta berbagai isu strategis dan keuangan Perseroan, antara lain restrukturisasi utang, program efisiensi, evaluasi
joint venture, recovery dan kinerja HSM#1, pengelolaan working capital dan inventory, serta langkah-langkah penyehatan keuangan
Perseroan.
Melalui pelaksanaan kegiatan tersebut, Komite Audit menjalankan perannya dalam memastikan integritas pelaporan keuangan,
efektivitas pengendalian internal, kepatuhan terhadap peraturan perundang-undangan, serta penguatan Tata Kelola dan Manajemen
Risiko Perseroan secara berkelanjutan.
Throughout 2025, the Audit Committee convened 62 (sixty-two) meetings as part of its supervisory function over the management
of the Company and its subsidiaries. Meetings were conducted both internally and jointly with the Board of Commissioners, other
supporting committees, the Board of Directors and management of the Company and its subsidiaries, the Internal Audit Unit (SPI),
Public Accounting Firms (KAP), rating agencies, independent GCG assessors, and other external parties in accordance with the
matters discussed.
With respect to financial reporting and external audit oversight, the Audit Committee reviewed the Financial Statements for Financial
Year 2024 (unaudited and audited), monitored the progress of the audit conducted by the Public Accounting Firm, including the
kick-off meeting for the Financial Year 2025 audit, and ensured follow-up on audit findings. The Audit Committee also evaluated the
independence, scope, and performance of the Public Accounting Firm and provided recommendations and considerations to the
Board of Commissioners regarding the appointment of the Public Accounting Firm to audit the Company’s financial statements.
In addition, the Audit Committee actively evaluated the effectiveness of the internal control system and the implementation
of Internal Control over Financial Reporting (ICoFR), monitored the execution of internal audit activities and the follow-up of
audit recommendations, and reviewed the findings of examinations conducted by BPK RI and BPKP. Oversight also covered the
implementation of Risk Management and GCG, discussions on the Integrated Governance Report, as well as various strategic and
financial issues of the Company, including debt restructuring, efficiency programs, joint venture evaluations, the recovery and
performance of HSM#1, working capital and inventory management, and the Company’s financial restructuring initiatives.
Through these activities, the Audit Committee carried out its role in ensuring the integrity of financial reporting, the effectiveness
of internal controls, compliance with applicable laws and regulations, and the strengthening of Corporate Governance and Risk
Management on a sustainable basis.
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KOMITE NOMINASI DAN REMUNERASI
Nomination and Remuneration Committee
“Komite Nominasi dan Remunerasi merupakan komite yang dibentuk oleh dan bertanggung jawab kepada
Dewan Komisaris untuk membantu pelaksanaan fungsi pengawasan dan pemberian nasihat terkait kebijakan
nominasi, pengembangan talenta dan succession management Direksi, serta sistem remunerasi bagi Direksi
dan Dewan Komisaris. Pelaksanaan fungsi Komite ini mengacu antara lain pada Surat Menteri BUMN No.
S-254/MBU/04/2020 tentang Talent dan Succession Management Direksi serta Permen BUMN 2/2023 dan
Permen BUMN 3/2023, sebagai bagian dari penguatan tata kelola dan pengelolaan sumber daya manusia yang
profesional, objektif, dan berbasis kinerja.”
“The Nomination and Remuneration Committee is a committee established by and accountable to the Board of
Commissioners to assist in carrying out its supervisory and advisory functions concerning nomination policies,
talent development and succession management of the Board of Directors, as well as the remuneration system for
the Board of Directors and the Board of Commissioners. The Committee’s functions are carried out in reference
to, among others, the Minister of SOEs Letter No. S-254/MBU/04/2020 regarding Talent and Succession
Management of Directors, Permen BUMN 2/2023 and Permen BUMN 3/2023, as part of strengthening governance
and ensuring professional, objective, and performance-based human resource management.”
Komposisi Komite Nominasi dan Remunerasi Composition of the Nomination and Remuneration
Committee
Komposisi keanggotaan Komite Nominasi dan Remunerasi The composition of the Nomination and Remuneration
terdiri paling sedikit dari tiga orang, yang salah satunya menjabat Committee consists of at least three members, one of whom
sebagai Ketua sekaligus merupakan Komisaris Independen serves as the Chairperson and is concurrently an Independent
Perseroan. Anggota Komite Nominasi dan Remunerasi dapat Commissioner of the Company. Members of the Nomination and
berasal dari anggota Dewan Komisaris, atau jika diperlukan, Remuneration Committee may be drawn from members of the
dari pihak eksternal Perseroan. Masa jabatan anggota Komite Board of Commissioners or, if necessary, from external parties
Nominasi dan Remunerasi yang juga merupakan Anggota Dewan to the Company. The term of office of a Committee member who
Komisaris akan berakhir bersamaan dengan masa jabatannya di concurrently serves as a member of the Board of Commissioners
Dewan Komisaris. shall end simultaneously with his or her term of office on the
Board of Commissioners.
Pada tahun 2025, komposisi Komite Nominasi dan Remunerasi In 2025, the composition of the Nomination and Remuneration
mengalami perubahan sehubungan dengan perubahan susunan Committee changed following changes in the composition of the
Dewan Komisaris Perseroan sesuai keputusan RUPS Tahunan Company’s Board of Commissioners pursuant to the resolution
tanggal 25 Juni 2025. of the Annual General Meeting of Shareholders held on 25 June
2025.
Komposisi Komite Nominasi dan Remunerasi berikut periode The composition of the Nomination and Remuneration
jabatannya adalah sebagai berikut: Committee and their respective terms of office are as follows:
Nama Jabatan Dasar Pengangkatan Periode
Name Position Basis of Appointment Term of Office
David Pajung Ketua Komite/Komisaris Independen Surat Keputusan Dewan Komisaris: 18 Juli 2025 – Sekarang
Cairman/Independent Commissioner Board of Commissioners Decree: July 18, 2025 - Present
• No. KEP-46/KOM-KS/VII/2025
Isfan Fajar Satryo Sekretaris /Komisaris Independen Surat Keputusan Dewan Komisaris: 26 Januari 2023 - 25 Juni
Secretary/Independent Commissioner Board of Commissioners Decree: 2025
• No. KEP-12/KOM-KS/I/2023 January 26, 2025 – June
• No. KEP-15/KOM-KS/I/2023 25, 2025
• No. KEP-66/KOM-KS/X/2024
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Nama Jabatan Dasar Pengangkatan Periode
Name Position Basis of Appointment Term of Office
Adityo Haryo Sekretaris /Komisaris Independen Surat Keputusan Dewan Komisaris: 18 Juli 2025 – Sekarang
Bimo Secretary/Independent Commissioner Board of Commissioners Decree: July 18, 2025 - Present
• No. KEP-46/KOM-KS/VII/2025
Deden Anggota Surat Keputusan Dewan Komisaris: 1 Oktober 2024 – Sekarang
Muhammad Fajar Member Board of Commissioners Decree: October 1, 2024 - Present
Shiddiq • No. KEP-66/KOM-KS/X/2024
• No. KEP-46/KOM-KS/VII/2025
PROFIL ANGGOTA KOMITE NOMINASI DAN PROFILE OF NOMINATION AND REMUNERATION
REMUNERASI COMMITTEE MEMBERS
DAVID PAJUNG
Ketua Komite Nominasi dan Remunerasi
Chairman of the Nomination and Remuneration Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-46/KOM-KS/VII/2025
Legal Basis of Appointment Board of Commissioners Decree No. KEP-46/KOM-KS/VII/2025
Periode 18 Juli 2025 – Sekarang
Term of Office July 18, 2025 - Present
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
ISFAN FAJAR SATRYO
Sekretaris Komite Nominasi dan Remunerasi
Secretary of the Nomination and Remuneration Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-12/KOM-KS/I/2023
Legal Basis of Appointment Board of Commissioners Decree No. KEP-12/KOM-KS/I/2023
Periode 26 Januari 2023 - 25 Juni 2025
Term of Office January 26, 2023 - June 25, 2025
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
ADITYO HARYO BIMO
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-46/KOM-KS/VII/2025
Legal Basis of Appointment Board of Commissioners Decree No. KEP-46/KOM-KS/VII/2025
Periode 18 Juli 2025 – Sekarang
Term of Office July 18, 2025 - Present
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
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DEDEN MUHAMMAD FAJAR SHIDDIQ
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-66/KOM-KS/X/2024
Terakhir Board of Commissioners Decree No. KEP-66/KOM-KS/X/2024
Latest Legal Basis of Appointment
Periode 1 Oktober 2024 – Sekarang
Term of Office October 1, 2024 - Present
Kewarganegaraan Indonesia
Citizenship
Domisili Bandung
Domicile
Usia 50 tahun
Age 50 years old
Riwayat Pendidikan • Ph.D. Candidate Universiti Kuala Lumpur Business School (September 2024 - Sekarang)
Education Background • Magister Instrumentasi dan Kontrol dari Institut Teknologi Bandung (2003)
• Sarjana Teknik Fisika dari Institut Teknologi Bandung (2000)
• Ph.D. Candidate, Universiti Kuala Lumpur Business School (September 2024 – Present)
• Master of Instrumentation and Control, Institut Teknologi Bandung (2003)
• Bachelor of Engineering in Engineering Physics, Institut Teknologi Bandung (2000)
Riwayat Pekerjaan • Kepala Pusat Penanganan Isu Strategis, Setjen Kementerian Perdagangan (November 2023 -
Professional Background Februari 2025)
• Atase Perdagangan Kuala Lumpur (Februari 2021 - Februari 2024)
• Kepala Bagian Hubungan Antar Lembaga, Biro Humas Kementerian Perdagangan (2020 - 2021)
• Kepala Bagian Strategi Komunikasi, Biro Humas Kementerian Perdagangan (2020)
• Kepala Bagian Layanan Informasi Publik, Biro Humas Kementerian Perdagangan (2019 - 2020)
• Kepala ITPC Barcelona (Desember 2015 - Desember 2018)
• Kepala Sub Bagian Perencanaan dan Keuangan, PPSDK Kementerian Perdagangan (2012 -2015)
• Kepala Seksi Program Diklat, Balai Diklat Metrologi Kementerian Perdagangan (2009 - 2012)
• Staf Balai Diklat Metrologi Kementerian Perdagangan (2005 - 2009)
• Head of the Strategic Issues Management Center, Secretariat General, Ministry of Trade
(November 2023 – February 2025)
• Trade Attaché, Kuala Lumpur (February 2021 – February 2024)
• Head of Inter-Institutional Relations Division, Bureau of Public Relations, Ministry of Trade (2020 –
2021)
• Head of Communication Strategy Division, Bureau of Public Relations, Ministry of Trade (2020)
• Head of Public Information Services Division, Bureau of Public Relations, Ministry of Trade (2019 –
2020)
• Head of ITPC Barcelona (December 2015 – December 2018)
• Head of Planning and Finance Subdivision, PPSDK, Ministry of Trade (2012 – 2015)
• Head of Training Program Section, Metrology Training Center, Ministry of Trade (2009 – 2012)
• Staff Member, Metrology Training Center, Ministry of Trade (2005 – 2009)
Rangkap Jabatan Direktur Pengembangan Ekspor Produk Manufaktur, DJPEN Kementerian Perdagangan (Februari
Concurrent Position 2025 - Sekarang)
Director of Export Development for Manufactured Products, Directorate General of National Export
Development (DJPEN), Ministry of Trade (February 2025 – Present)
Kepemilikan Saham Tidak memiliki saham Perseroan.
Shareholding He does not own any shares in the Company.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi, maupun dengan pemegang
Affiliation saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, members of the Board of
Directors, or the Company’s main/controlling shareholders.
Sertifikasi dan Afiliasi Profesional Sertifikasi Profesi Insinyur
Certifications and Professional Professional Engineer Certification
Affiliations
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PERNYATAAN INDEPENDENSI
STATEMENT OF INDEPENDENCY
Seluruh anggota Komite Nominasi dan Remunerasi berkomitmen untuk menjalankan
tugas secara independen, objektif, dan profesional dalam melaksanakan fungsi
nominasi dan perumusan kebijakan remunerasi:
• Mengambil keputusan secara bebas dari tekanan, intervensi, maupun pengaruh
pihak manapun.
• Menghindari dan mengelola setiap potensi benturan kepentingan dalam proses
pengambilan keputusan.
• Tidak memiliki hubungan afiliasi, baik kekeluargaan maupun bisnis, dengan Dewan
Komisaris, Direksi, maupun Pemegang Saham Utama dan/atau Pengendali yang
dapat memengaruhi independensi.
All members of the Nomination and Remuneration Committee are committed to carrying out their duties independently,
objectively, and professionally in performing nomination functions and formulating remuneration policies:
• Makes decisions free from pressure, intervention, or influence from any party.
• Avoids and manages any potential conflicts of interest in the decision-making process.
• Has no affiliation, whether familial or business-related, with the Board of Commissioners, the Board of Directors, or the
Main and/or Controlling Shareholders that could impair its independence.
Program Pengembangan Kompetensi Competence Development Program
Pada tahun 2025, anggota Komite Nominasi dan Remunerasi In 2025, members of the Nomination and Remuneration
mengikuti program pelatihan dan peningkatan kompetensi Committee participated in the following training and competence
sebagai berikut: development programs:
Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
1 David Pajung 6 Mei Plant Visit PT KS: peninjauan pergudangan dan pengelolaan scrap/ PT KS
May 6 by-product, progres Performance Test Recovery HSM#1 serta
persediaan bahan baku, WIP, dan finished goods, kondisi tenaga
kerja di lapangan, serta aset-aset nonproduktif.
PT KS Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery,
as well as raw material, WIP, and finished goods inventories, on-site
workforce conditions, and non-productive assets.
27-28 Mei Workshop tatap muka “Analisis Laporan Keuangan” IAI
May 27-28 In-person Workshop on “Financial Statement Analysis”
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Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
11 September Plant Visit PT KS Group dengan agenda: PT KS Group
September 11 • PT KE: Proyek yang sedang berjalan, kondisi keuangan, dan
proyeksi ke depan
• HSM#1: Data capaian produksi bulanan, jumlah tenaga kerja, dan
stok barang produksi
• COP: Update progres Planned Shutdown dan optimalisasi tenaga
kerja
• PT KOS: Perkembangan bisnis dan kondisi terkini
• PT KBS: Progres capaian kinerja dan kondisi terkini
• PT KBK: Perkembangan bisnis dan kondisi terkini,
• PT KP: Progres capaian kinerja dan kondisi terkini
Plant Visit to PT KS Group with the Following Agenda:
• PT KE: Ongoing projects, financial condition, and forward
projections.
• HSM#1: Monthly production achievement data, workforce
numbers, and finished goods inventory levels.
• COP: Update on Planned Shutdown progress and workforce
optimization.
• PT KOS: Business developments and current condition.
• PT KBS: Performance achievement progress and current
condition.
• PT KBK: Business developments and current condition.
• PT KP: Performance achievement progress and current
condition.
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan MIND-ID
November 11 Komisaris dan Komite
Benchmarking Visit to MIND ID on Board of Commissioners and
Committee Governance Practices
29-31 Desember Training Penyusunan Sistem Remunerasi Perusahaan MSDM
December 29-31 Training on the Development of a Corporate Remuneration System
2 Adityo Haryo Bimo 11 September Plant Visit PT KS Group dengan agenda: PT KS Group
September 11 • PT KE: Proyek yang sedang berjalan, kondisi keuangan, dan
proyeksi ke depan
• HSM#1: Data capaian produksi bulanan, jumlah tenaga kerja, dan
stok barang produksi
• COP: Update progres Planned Shutdown dan optimalisasi tenaga
kerja
• PT KOS: Perkembangan bisnis dan kondisi terkini
• PT KBS: Progres capaian kinerja dan kondisi terkini
• PT KBK: Perkembangan bisnis dan kondisi terkini
• PT KP: Progres capaian kinerja dan kondisi terkini
Plant Visit to PT KS Group with the Following Agenda:
• PT KE: Ongoing projects, financial condition, and forward
projections.
• HSM#1: Monthly production achievement data, workforce
numbers, and finished goods inventory levels.
• COP: Update on Planned Shutdown progress and workforce
optimization.
• PT KOS: Business developments and current condition.
• PT KBS: Performance achievement progress and current
condition.
• PT KBK: Business developments and current condition.
• PT KP: Performance achievement progress and current
condition.
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Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
12 Oktober Webinar Implementasi Governance, Risk, and Compliance (GRC) MSDM
October 12 untuk Auditor, Manajer, dan Direktur
Webinar on the Implementation of Governance, Risk, and
Compliance (GRC) for Auditors, Managers, and Directors
3 Deden Muhammad 29-31 Desember Training Penyusunan Sistem Remunerasi Perusahaan MSDM
Fajar Shiddiq December 29-31 Training on the Development of a Corporate Remuneration System
IAI : Ikatan Akuntan Indonesia | Institute of Indonesia Chartered Accountants
PT KS Group : PT Krakatau Steel (Persero) Tbk Group
MIND ID : Mining Industry Indonesia
MSDM : PT Media SDM Indonesia
PIAGAM KOMITE NOMINASI DAN REMUNERASI
CHARTER OF THE NOMINATION AND REMUNERATION COMMITTEE
Komite Nominasi dan Remunerasi telah memiliki Piagam yang ditetapkan dan disahkan oleh Dewan Komisaris pada
tanggal 19 Oktober 2020 sebagai pedoman dalam menjalankan fungsi nominasi dan remunerasi secara independen,
objektif, dan akuntabel. Piagam tersebut memuat ketentuan
mengenai tujuan dan sasaran pembentukan Komite, dasar dan
landasan hukum, mekanisme pengangkatan dan pemberhentian
anggota, serta tugas, kewenangan, dan tanggung jawab Komite
dalam memberikan rekomendasi kepada Dewan Komisaris.
Selain itu, Piagam juga mengatur persyaratan keanggotaan,
tata cara penyelenggaraan rapat, mekanisme pelaporan, akses
terhadap informasi dan aspek kerahasiaan, rencana kerja dan
anggaran, serta ketentuan mengenai penghasilan, pendidikan
dan pelatihan, penilaian kinerja, dan kode etik. Dengan adanya
Piagam tersebut, Komite Nominasi dan Remunerasi memiliki
kerangka kerja yang jelas dan terstruktur untuk memastikan
proses nominasi dan kebijakan remunerasi dilaksanakan secara
profesional, transparan, dan selaras dengan prinsip GCG.
The Nomination and Remuneration Committee has established a Charter, which was approved and enacted by the
Board of Commissioners on 19 October 2020, as a guideline in carrying out its nomination and remuneration functions
independently, objectively, and accountably. The Charter sets out the objectives and purposes of the Committee’s
establishment, its legal basis, the procedures for appointment and dismissal of members, as well as the Committee’s
duties, authorities, and responsibilities in providing recommendations to the Board of Commissioners.
In addition, the Charter regulates membership requirements, meeting procedures, reporting mechanisms, access
to information and confidentiality aspects, work plans and budgets, as well as provisions concerning remuneration,
education and training, performance evaluation, and the code of ethics. Through this Charter, the Nomination
and Remuneration Committee has a clear and structured framework to ensure that nomination processes and
remuneration policies are implemented professionally, transparently, and in alignment with the GCG principles.
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TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES
Pembentukan dan pelaksanaan fungsi Komite Nominasi dan The establishment and implementation of the functions of the
Remunerasi mengacu pada Permen BUMN 2/2023, Permen Nomination and Remuneration Committee refer to the Permen
BUMN 3/2023, dan Surat Menteri BUMN No. S-254/MBU/04/2020 BUMN 2/2023, Permen BUMN 3/2023, and the Letter of the
tentang Talent dan Succession Management Direksi. Sejalan Minister of SOEs No. S-254/MBU/04/2020 concerning Talent
dengan ketentuan tersebut, Komite bertugas membantu Dewan and Succession Management of the Board of Directors. In line
Komisaris dalam memastikan terselenggaranya proses nominasi with these regulatory frameworks, the Committee assists the
dan kebijakan remunerasi yang transparan, objektif, dan berbasis Board of Commissioners in ensuring that nomination processes,
kinerja. succession planning, and remuneration policies are conducted in
a transparent, objective, and performance-based manner.
Dalam menjalankan fungsinya, Komite memberikan rekomendasi In carrying out its duties, the Committee provides
kepada Dewan Komisaris mengenai komposisi jabatan anggota recommendations to the Board of Commissioners regarding the
Direksi dan/atau Dewan Komisaris di seluruh lingkup Perseroan, composition of positions of members of the Board of Directors
kebijakan dan kriteria yang digunakan dalam proses nominasi, and/or the Board of Commissioners throughout the Company,
serta kebijakan evaluasi kinerja anggota Direksi dan/atau Dewan the policies and criteria applied in the nomination process, as
Komisaris. Komite juga melakukan penelaahan dan mengusulkan well as the performance evaluation policies for members of the
calon yang memenuhi persyaratan kompetensi, integritas, Board of Directors and/or the Board of Commissioners. The
dan pengalaman untuk disampaikan kepada Dewan Komisaris Committee also reviews and proposes qualified candidates who
dan selanjutnya diajukan kepada RUPS. Selain itu, Komite meet competency, integrity, and experience requirements to the
membantu Dewan Komisaris dalam melakukan penilaian kinerja Board of Commissioners for subsequent submission to the GMS.
serta mengevaluasi kesesuaian remunerasi dengan tanggung In addition, the Committee assists the Board of Commissioners
jawab, capaian kinerja, dan kondisi Perseroan, serta menyusun in conducting performance evaluations and assessing the
kebijakan remunerasi yang selaras dengan prinsip kewajaran, appropriateness of remuneration in relation to responsibilities,
daya saing, dan praktik GCG. performance achievements, and the Company’s condition, as well
as in formulating remuneration policies aligned with principles of
fairness, competitiveness, and GCG practices.
RAPAT KOMITE NOMINASI DAN REMUNERASI MEETINGS OF THE NOMINATION AND
REMUNERATION COMMITTEE
KEBIJAKAN POLICY
Komite Nominasi dan Remunerasi menyelenggarakan rapat The Nomination and Remuneration Committee convenes
secara berkala paling sedikit satu kali dalam tiga bulan atau meetings on a regular basis at least once every three months or
sekurang-kurangnya empat kali dalam satu tahun buku. Selain a minimum of four times in a financial year. In addition to these
rapat berkala tersebut, Komite dapat menyelenggarakan rapat regular meetings, the Committee may hold additional meetings
tambahan apabila diperlukan sesuai dengan kebutuhan dan as necessary in accordance with its needs and the dynamics of
dinamika pembahasan. Ketentuan ini telah sesuai dengan discussions. This provision is in line with the Nomination and
Piagam Komite Nominasi dan Remunerasi. Remuneration Committee Charter.
Setiap rapat dituangkan dalam risalah rapat yang ditandatangani Each meeting is documented in minutes of meeting signed by
oleh seluruh anggota yang hadir dan memuat hasil pembahasan, all members present, containing the discussions, resolutions
keputusan yang diambil, serta pencatatan perbedaan pendapat adopted, and any dissenting opinions, if any. The minutes
(dissenting opinion) apabila ada. Risalah rapat tersebut are submitted to the Board of Commissioners as a form of
disampaikan kepada Dewan Komisaris sebagai bentuk pelaporan reporting and accountability for the Committee’s performance
dan pertanggungjawaban pelaksanaan tugas Komite. Informasi of its duties. Information regarding meeting implementation and
mengenai pelaksanaan rapat dan tingkat kehadiran anggota attendance rates is also disclosed in the Committee’s quarterly
juga diungkapkan dalam laporan triwulanan dan tahunan Komite and annual reports as part of its accountability and transparency
sebagai bagian dari mekanisme akuntabilitas dan transparansi. mechanism.
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FREKUENSI DAN TINGKAT KEHADIRAN RAPAT MEETING FREQUENCY AND ATTENDANCE RATE
Sepanjang tahun 2025, Komite Nominasi dan Remunerasi Throughout 2025, the Nomination and Remuneration Committee
telah menyelenggarakan 23 (dua puluh tiga) kali rapat. Rapat convened 23 (twenty-three) meetings. Meetings were held
dilaksanakan baik secara internal Komite maupun bersama internally within the Committee as well as jointly with the Board
Dewan Komisaris serta organ pendukung lainnya, antara lain of Commissioners and other supporting committees, including
Komite PU & PMR dan Komite Audit. the Business Development and PU & PMR Committee and the
Audit Committee.
Dalam pelaksanaannya, rapat juga melibatkan Direksi dan In its implementation, meetings also involved members of the
manajemen yang membidangi fungsi sumber daya manusia, Board of Directors and management responsible for human
antara lain Direktur yang membawahi Human Capital serta Vice capital functions, including the Director overseeing Human
President of Human Capital Management (VP of HCM), khususnya Capital and the Vice President of Human Capital Management
dalam pembahasan terkait kebijakan SDM, evaluasi kinerja, (VP of HCM), particularly in discussions relating to HR policies,
dan remunerasi. Selain itu, Komite juga melakukan wawancara performance evaluations, and remuneration matters. In addition,
terhadap kandidat calon anggota Direksi dan/atau Dewan the Committee conducted interviews with candidates for
Komisaris sebagai bagian dari proses nominasi. prospective members of the Board of Directors and/or the Board
of Commissioners as part of the nomination process.
Frekuensi penyelenggaraan rapat dan tingkat kehadiran anggota The frequency of meetings and attendance rate of the Nomination
Komite Nominasi dan Remunerasi pada tahun 2025 adalah and Remuneration Committee members in 2025 are as follows:
sebagai berikut:
Frekuensi dan Tingkat Kehadiran Rapat Komite Frequency and Attendance Rate of the Nomination
Nominasi dan Remunerasi and Remuneration Committee Meetings
Jumlah Tingkat Kehadiran
Nama Jabatan Jumlah Rapat
Kehadiran Attendance Rate
Name Position Total Meeting
Total Attendance (%)
David Pajung Ketua/Komisaris Independen 23 23 100
Chairman/Independent Commissioner
Isfan Fajar Satryo Sekretaris/Komisaris Independen 15 6 40
Secretary/Independent Commissioner
Adityo Haryo Bimo Sekretaris/Komisaris 8 6 75
Secretary/Commissioner
Deden Muhammad Fajar Shiddiq Anggota 23 20 87
Member
Agenda Rapat Meeting Agenda
Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
1 2 Januari Kesekretariatan Dewan Komisaris Dewan Komisaris, Komite Nominasi dan Remunerasi,
January 2 Board of Commissioners Secretariat Komite Audit, Komite PU & PMR
Board of Commissioners, Nomination and Remuneration
Committee, Audit Committee, PU & PMR Committee
2 14 Januari Pembahasan usulan perubahan organisasi (tahap 1) Komite Nominasi dan Remunerasi, Direktur SDM,
January 14 Discussion on proposed organizational changes Plt. Vice Presiden of Human Capital Management (“VP of
(Phase 1) HCM”)
Nomination and Remuneration Committee, Director of
Human Capital, Acting VP of Human Capital Management
(“VP of HCM”)
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Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
3 16 Januari Pembahasan updating selected talent BOD-1 Komite Nominasi dan Remunerasi
January 16 Discussion on updating selected BOD-1 talent Nomination and Remuneration Committee
4 30 Januari 1. Kerugian konsolidasi PT KS dalam JV PT KP Dewan Komisaris, Direksi, Komite Nominasi dan
January 30 2. Aksi korporasi terhadap ISM-BF yang telah lama Remunerasi, Komite Audit, Komite PU & PMR
tidak beroperasi Board of Commissioners, Board of Directors, Nomination
3. Kemajuan proses recovery HSM#1 and Remuneration Committee, Audit Committee, PU &
4. Kemajuan proses restrukturisasi utang PMR Committee
1. Consolidated loss of PT KS in the PT KP joint
venture
2. Corporate action regarding ISM-BF, which has
been long inactive
3. Progress of the HSM#1 recovery process
4. Progress of the debt restructuring process
5 3 Februari Wawancara calon Corporate Secretary Komite Nominasi dan Remunerasi, Direktur SDM,
February 3 Interview with Corporate Secretary candidate Calon Corporate Secretary
Nomination and Remuneration Committee, Director of
Human Capital, Corporate Secretary Candidate
6 26 Februari 1. Pembahasan Dewan Komisaris dengan Komite Dewan Komisaris, Komite Nominasi dan Remunerasi,
February 26 mengenai hasil rapat Dewan Komisaris dan Komite Audit, Komite PU & PMR
Direksi tanggal 18 Februari 2025 atas arahan Board of Commissioners, Nomination and Remuneration
Wakil Menteri BUMN perihal audit dan evaluasi Committee, Audit Committee, PU & PMR Committee
performa joint venture PT KS
2. Lain-lain
1. Discussion between the Board of
Commissioners and its Committees regarding
the results of the joint meeting of the Board of
Commissioners and the Board of Directors on
18 February 2025 following the directive of the
Vice Minister of SOEs concerning the audit and
performance evaluation of PT KS joint ventures
2. Others
7 10 -11 Maret Review dan wawancara 24 nama selected talent Komite Nominasi dan Remunerasi, Direktur SDM
March 10-11 BOD-1 Nomination and Remuneration Committee, Director of
Review and interviews of 24 selected BOD-1 talents Human Capital
8 19 Maret 1. Pembahasan evaluasi atas Direksi yang saat ini Dewan Komisaris, Komite Nominasi dan Remunerasi,
March 19 menjabat (BOD existing) Komite Audit, Komite PU & PMR
2. Pembahasan usulan selected talent dan Board of Commissioners, Nomination and Remuneration
nominated talent Committee, Audit Committee, PU & PMR Committee
3. Lain-Lain
1. Discussion on the evaluation of the incumbent
Board of Directors (existing BOD)
2. Discussion on proposed selected talents and
nominated talents
3. Others
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Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
9 9 April 1. Halal bihalal Dewan Komisaris dan organ Dewan Komisaris, Komite Nominasi dan Remunerasi,
April 9 pendukung Komite Audit, Komite PU & PMR
2. Perkembangan restrukturisasi utang Board of Commissioners, Nomination and Remuneration
3. Perkembangan HSM#1 Committee, Audit Committee, PU & PMR Committee
4. Isu-isu terbaru berkaitan dengan PT KS
5. Dampak kebijakan penetapan tarif impor AS
terhadap Indonesia (sektor industri baja)
1. Halal bihalal gathering of the Board of
Commissioners and supporting organs
2. Progress of debt restructuring
3. Progress of HSM#1
4. Latest issues related to PT KS
5. Impact of the U.S. import tariff policy on
Indonesia (steel industry sector)
10 16 April Pembahasan perubahan organisasi (integrasi Komite Nominasi dan Remunerasi, Direktur SDM, VP HCM
April 16 Fungsi Corporate Secretary) Nomination and Remuneration Committee, Director of
Discussion on organizational changes (integration Human Capital, VP of HCM
of the Corporate Secretary function)
11 24 April Pembahasan atas keterlambatan penyelesaian Dewan Komisaris, Komite Nominasi dan Remunerasi,
April 24 audit Laporan Keuangan PT Krakatau Steel Komite Audit, Komite PU & PMR
(Persero) Tbk Tahun Buku 2024 Board of Commissioners, Nomination and Remuneration
Discussion on the delay in the completion of the Committee, Audit Committee, PU & PMR Committee
audit of PT Krakatau Steel (Persero) Tbk Financial
Statements for Financial Year 2024
12 30 April Wawancara calon Direksi anak perusahaan (PT KSI, Komite Nominasi dan Remunerasi, Direktur SDM, calon
April 30 PT KBK, PT MJIS) Direksi anak perusahaan (PT KSI, PT KBK, PT MJIS)
Interview with candidates for Directors of Nomination and Remuneration Committee, Director of
subsidiaries (PT KSI, PT KBK, PT MJIS) Human Capital, candidates for Directors of subsidiaries
(PT KSI, PT KBK, PT MJIS)
13 30 April Wawancara calon Kepala SPI (Head of Internal Komite Nominasi dan Remunerasi, Direktur SDM, calon
April 30 Audit) Kepala SPI (Head of Internal Audit)
Interview with candidate for Head of Internal Audit Nomination and Remuneration Committee, Director
(Head of SPI) of Human Capital, candidate for Head of Internal Audit
(Head of SPI)
14 2 Juni Pembahasan usulan remunerasi Direksi dan Dewan Komite Nominasi dan Remunerasi, Direktur SDM
June 2 Komisaris tahun 2025 Nomination and Remuneration Committee, Director of
Discussion on the proposed remuneration for the Human Capital
Board of Directors and Board of Commissioners
for 2025
15 24 Juni Pembahasan mengenai hasil rapat gabungan Dewan Komisaris, Komite Nominasi dan Remunerasi,
June 24 Dewan Komisaris dan Direksi tanggal 17 Juni 2025 Komite Audit, Komite PU & PMR
Discussion on the results of the joint meeting Board of Commissioners, Nomination and Remuneration
between the Board of Commissioners and the Committee, Audit Committee, PU & PMR Committee
Board of Directors on 17 June 2025
16 2 Juli 1. Pertemuan awal Dewan Komisaris baru dan Dewan Komisaris, Komite Nominasi dan Remunerasi,
July 2 organ pendukung Dewan Komisaris Komite Audit, Komite PU & PMR
2. Pembagian tugas Dewan Komisaris Board of Commissioners, Nomination and Remuneration
1. Initial meeting of the new Board of Committee, Audit Committee, PU & PMR Committee
Commissioners and supporting organs
2. Assignment of duties among members of the
Board of Commissioners
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Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
17 5 Agustus 1. Restrukturisasi utang Dewan Komisaris, Komite Nominasi dan Remunerasi,
August 5 2. Program efisiensi di PT KS Group Komite Audit, Komite PU & PMR
3. Evaluasi joint venture PT KS Board of Commissioners, Nomination and Remuneration
1. Debt restructuring Committee, Audit Committee, PU & PMR Committee
2. Efficiency program within PT KS Group
3. Evaluation of PT KS joint ventures
18 30 Agustus Wawancara calon Direksi PT KBK Komite Nominasi dan Remunerasi, Direktur SDM, calon
August 30 Interview with candidate for Director of PT KBK Direksi PT KBK
Nomination and Remuneration Committee, Director of
Human Capital, candidate for Director of PT KBK
19 15 September Wawancara calon Corporate Secretary Komite Nominasi dan Remunerasi, Direktur SDM, calon
September 15 Interview with Corporate Secretary candidate Corporate Secretary
Nomination and Remuneration Committee, Director of
Human Capital, Corporate Secretary candidate
20 15 Oktober 1. Restrukturisasi utang Dewan Komisaris, Komite Nominasi dan Remunerasi,
October 15 2. Program efisiensi Di PT KS Group Komite Audit, Komite PU & PMR
3. Evaluasi joint venture PT KS Board of Commissioners, Nomination and Remuneration
1. Debt restructuring Committee, Audit Committee, PU & PMR Committee
2. Efficiency program within PT KS Group
3. Evaluation of PT KS joint ventures
21 23 Oktober Program dan langkah strategis Direktorat SDM Komite Nominasi dan Remunerasi, Komite Audit,
October 23 dalam rangka percepatan efisiensi SDM PT KS Direktur SDM dan tim Direktorat SDM
Group Nomination and Remuneration Committee, Audit
Programs and strategic initiatives of the Human Committee, Director of Human Capital and the Human
Capital Directorate in accelerating HR efficiency Capital Directorate team
within PT KS Group
22 3 November 2025 Wawancara restrukturisasi anak perusahaan tahap Komite Nominasi dan Remunerasi, Direktur SDM, calon
1 (PT KE, PT KBI, PT KBK, PT MJIS) Komisaris dan Direksi anak perusahaan (PT KE, PT KBI,
Interview on subsidiary restructuring – Phase 1 (PT PT KBK, PT MJIS)
KE, PT KBI, PT KBK, PT MJIS) Nomination and Remuneration Committee, Director
of Human Capital, candidates for Commissioners and
Directors of subsidiaries (PT KE, PT KBI, PT KBK,
PT MJIS)
23 24 November Wawancara restrukturisasi anak perusahaan dan Komite Nominasi dan Remunerasi, Direktur SDM, calon
2025 cucu perusahaan tahap 2 (PT KBK, PT KBS, PT KSP, Direksi anak perusahaan (PTKBK) dan cucu perusahaan
PT KJI) (PT KBS, PT KSP, PT KJI)
Interview on subsidiary and sub-subsidiary Nomination and Remuneration Committee, Director of
restructuring – Phase 2 (PT KBK, PT KBS, PT KSP, Human Capital, candidates for Directors of subsidiaries
PT KJI) (PT KBK) and sub-subsidiaries (PT KBS, PT KSP, PT KJI)
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RINGKASAN PELAKSANAAN TUGAS KOMITE NOMINASI DAN REMUNERASI TAHUN 2025
Summary of the Implementation of the Nomination and Remuneration Committee's Duties in 2025
Sepanjang tahun 2025, Komite Nominasi dan Remunerasi
menjalankan fungsinya secara aktif dan terstruktur
dalam mendukung Dewan Komisaris memastikan
terselenggaranya proses nominasi, pengelolaan talenta,
succession management, serta kebijakan remunerasi
yang objektif dan berbasis kinerja. Pelaksanaan tugas
Komite mengacu pada Piagam Komite serta ketentuan
Kementerian BUMN terkait tata kelola dan pengelolaan
sumber daya manusia BUMN.
Dalam Tahun Buku 2025, Komite telah menyelenggarakan
23 kali rapat dengan tingkat kehadiran anggota yang
tinggi, membahas antara lain evaluasi Direksi yang sedang menjabat, review dan wawancara selected talent dan
nominated talent BOD-1, proses wawancara calon Direksi dan Komisaris anak perusahaan, calon Kepala SPI, serta calon
Corporate Secretary. Komite juga memberikan rekomendasi atas kebijakan remunerasi Direksi dan Dewan Komisaris
tahun 2025 serta melakukan penelaahan atas program strategis Direktorat SDM dalam rangka percepatan efisiensi SDM
PT KS Group.
Selain aspek nominasi dan remunerasi, Komite turut membahas isu-isu strategis yang berdampak pada struktur
organisasi dan kepemimpinan, termasuk restrukturisasi utang, evaluasi joint venture, program efisiensi grup, perubahan
organisasi termasuk integrasi fungsi Corporate Secretary, serta perkembangan kinerja operasional seperti recovery
HSM#1. Rangkaian kegiatan tersebut mencerminkan peran aktif Komite dalam memastikan kesiapan kepemimpinan dan
keselarasan kebijakan remunerasi dengan agenda transformasi dan penguatan fundamental Perseroan.
Throughout 2025, the Nomination and Remuneration Committee carried out its functions actively and in a structured
manner in supporting the Board of Commissioners to ensure the effective implementation of nomination processes,
talent management, succession planning, and performance-based remuneration policies. The Committee’s duties were
performed in accordance with its Charter and the applicable SOE regulations governing corporate governance and
human resource management.
During the 2025 Financial Year, the Committee convened 23 meetings with a high level of attendance, addressing, among
others, the evaluation of incumbent Directors, the review and interviews of selected and nominated BOD-1 talents,
interviews of candidates for Directors and Commissioners of subsidiaries, candidates for Head of Internal Audit, and
candidates for Corporate Secretary. The Committee also provided recommendations on the 2025 remuneration policy
for the Board of Directors and the Board of Commissioners and reviewed the strategic programs of the Human Capital
Directorate aimed at accelerating HR efficiency across the PT KS Group.
Beyond nomination and remuneration matters, the Committee also discussed strategic issues impacting organizational
structure and leadership, including debt restructuring, joint venture evaluations, group-wide efficiency programs,
organizational changes including the integration of the Corporate Secretary function, and operational performance
developments such as the HSM#1 recovery process. These activities reflect the Committee’s active role in ensuring
leadership readiness and aligning remuneration policies with the Company’s transformation agenda and strengthening
of its core fundamentals.
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KOMITE PENGEMBANGAN USAHA DAN PEMANTAU
MANAJEMEN RISIKO
Business Development and Risk Management Monitoring Committee
“Komite Pengembangan Usaha dan Pemantau Manajemen Risiko (PU & PMR) merupakan komite yang dibentuk
oleh dan bertanggung jawab kepada Dewan Komisaris untuk membantu pelaksanaan fungsi pengawasan dan
pemberian nasihat terkait rencana pengembangan usaha, investasi, aksi korporasi signifikan, serta penerapan
Manajemen Risiko Perseroan. Pelaksanaan fungsi Komite ini mengacu antara lain pada Permen BUMN 2/2023
dan Permen BUMN 3/2023, sebagai bagian dari penguatan Tata Kelola, pengambilan keputusan yang prudent,
serta Manajemen Risiko yang efektif dan terintegrasi.”
“The Business Development and Risk Management Monitoring Committee (PU & PMR Committee) is a committee
established by and accountable to the Board of Commissioners to assist in carrying out the supervisory and
advisory functions related to business development plans, investments, significant corporate actions, and the
implementation of the Company’s Risk Management. The Committee performs its functions with reference,
among others, to the Permen BUMN 2/2023 dan Permen BUMN 3/2023, as part of strengthening Governance
practices, prudent decision-making, and effective and integrated Risk Management.”
Komposisi Komite PU & PMR Composition of the PU & PMR Committee
Komposisi keanggotaan Komite PU & PMR terdiri paling sedikit The composition of the PU & PMR Committee consists of at least
dari seorang Komisaris Independen atau Komisaris yang dapat one Independent Commissioner or a Commissioner who can act
bertindak independen sebagai Ketua dan seorang anggota yang independently as Chair, and one member from an independent
berasal dari pihak eksternal yang bersifat independen serta external party with expertise in Risk Management. Members
memiliki kompetensi di bidang Manajemen Risiko. Anggota of the PU & PMR Committee may be drawn from the Board of
Komite PU & PMR dapat berasal dari anggota Dewan Komisaris Commissioners and/or from external parties of the Company in
dan/atau pihak eksternal Perseroan sesuai kebutuhan dan accordance with prevailing regulations and the Company’s needs.
ketentuan yang berlaku. Masa jabatan anggota Komite PU & PMR The term of office of any PU & PMR Committee member who
yang juga merupakan anggota Dewan Komisaris akan berakhir concurrently serves as a member of the Board of Commissioners
bersamaan dengan berakhirnya masa jabatan yang bersangkutan shall end simultaneously with the expiration of his/her term as a
sebagai anggota Dewan Komisaris. member of the Board of Commissioners.
Pada tahun 2025, komposisi Komite PU & PMR mengalami In 2025, the composition of the PU & PMR Committee changed
perubahan sehubungan dengan perubahan susunan Dewan following changes in the composition of the Company’s Board of
Komisaris Perseroan sesuai keputusan RUPS Tahunan tanggal Commissioners in accordance with the resolution of the Annual
25 Juni 2025. GMS dated June 25, 2025.
Komposisi Komite PU & PMR berikut periode jabatannya adalah The composition of the PU & PMR Committee and their respective
sebagai berikut: terms of office are as follows:
Nama Jabatan Dasar Pengangkatan Periode
Name Position Basis of Appointment Term of Office
I Gusti Putu Ketua/Komisaris Surat Keputusan Dewan Komisaris: 26 Januari 2023 - 25 Juni 2025
Suryawirawan Chairman/Commissioner Board of Commissioners Decree: January 26, 2023 – June 25, 2025
• No. KEP-12/KOM-KS/I/2023
• No. KEP-13/KOM-KS/I/2023
• No. KEP-31/KOM-KS/III/2023
Setia Diarta Ketua/Komisaris Surat Keputusan Dewan Komisaris: 18 Juli 2025-sekarang
Chairman/Commissioner Board of Commissioners Decree: July 18, 2025 - present
No. KEP-45/KOM-KS/VII/2025
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Nama Jabatan Dasar Pengangkatan Periode
Name Position Basis of Appointment Term of Office
Isfan Fajar Satryo Anggota/Komisaris Surat Keputusan Dewan Komisaris: 26 Januari 2023 - 25 Juni 2025
Independen Board of Commissioners Decree: January 26, 2023 – June 25, 2025
Member/Independent • No. KEP-12/KOM-KS/I/2023
Commissioner • No. KEP-13/KOM-KS/I/2023
• No. KEP-31/KOM-KS/III/2023
Yudha Mediawan Anggota/Komisaris Surat Keputusan Dewan Komisaris: 26 Januari 2023 - 25 Juni 2025
Member/Commissioner Board of Commissioners Decree: January 26, 2023 – June 25, 2025
• No. KEP-12/KOM-KS/I/2023
• No. KEP-13/KOM-KS/I/2023
• No. KEP-31/KOM-KS/III/2023
Adityo Haryo Anggota/Komisaris Surat Keputusan Dewan Komisaris: 18 Juli 2025-sekarang
Bimo Member/Commissioner Board of Commissioners Decree: July 18, 2025 - present
No. KEP-45/KOM-KS/VII/2025
Evans Suryatmaji Anggota/Member Surat Keputusan Dewan Komisaris: 27 Maret 2023 – sekarang
Board of Commissioners Decree: March 27, 2023 - present
• No. KEP-27/KOM-KS/III/2023
• No. KEP-31/KOM-KS/III/2023
Mas Dharmawan Anggota/Member Surat Keputusan Dewan Komisaris: 27 Maret 2023 – sekarang
Suryadi Board of Commissioners Decree: March 27, 2023 - present
• No. KEP-27/KOM-KS/III/2023
• No. KEP-31/KOM-KS/III/2023
PROFIL ANGGOTA KOMITE PU & PMR PROFILE OF PU & PMR COMMITTEE MEMBERS
I GUSTI PUTU SURYAWIRAWAN
Ketua Komite PU & PMR
Chairman of the PU & PMR Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-31/KOM-KS/III/2023
Legal Basis of Appointment Board of Commissioners Decree No. KEP-31/KOM-KS/III/2023
Periode 26 Januari 2023 – 25 Juni 2025
Term of Office January 26, 2023 – June 25, 2025
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
SETIA DIARTA
Ketua Komite PU & PMR
Chairman of the PU & PMR Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-45/KOM-KS/VII/2025
Terakhir Board of Commissioners Decree No. KEP-45/KOM-KS/VII/2025
Latest Legal Basis of Appointment
Periode 18 Juli 2025 – Sekarang
Term of Office July 18, 2025 - Present
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
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ISFAN FAJAR SATRYO
Anggota Komite PU & PMR
Member of the PU & PMR Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-31/KOM-KS/III/2023
Legal Basis of Appointment Board of Commissioners Decree No. KEP-31/KOM-KS/III/2023
Periode 26 Januari 2023 – 25 Juni 2025
Term of Office January 26, 2023 – June 25, 2025
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
YUDHA MEDIAWAN
Anggota Komite PU & PMR
Member of the PU & PMR Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-31/KOM-KS/III/2023
Legal Basis of Appointment Board of Commissioners Decree No. KEP-31/KOM-KS/III/2023
Periode 26 Januari 2023 – 25 Juni 2025
Term of Office January 26, 2023 – June 25, 2025
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
ADITYO HARYO BIMO
Anggota Komite PU & PMR
Member of the PU & PMR Committee
Dasar Hukum Pengangkatan yang Surat Keputusan Dewan Komisaris No. KEP-45/KOM-KS/VII/2025
Terakhir Board of Commissioners Decree No. KEP-45/KOM-KS/VII/2025
Latest Legal Basis of Appointment
Periode 18 Juli 2025 – Sekarang
Term of Office July 18, 2025 - Present
Profil Profil beliau disajikan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
Profile His profile is presented in the profile of the Board of Commissioners section in this Annual Report.
EVANS SURYATMAJI
Anggota Komite PU & PMR
Member of the PU & PMR Committee
Dasar Hukum Pengangkatan yang Surat Keputusan Dewan Komisaris No. KEP-31/KOM-KS/III/2023
Terakhir Board of Commissioners Decree No. KEP-31/KOM-KS/III/2023
Latest Legal Basis of Appointment
Periode 27 Maret 2023 – Sekarang
Term of Office March 27, 2023 - Present
Kewarganegaraan Indonesia
Citizenship
Domisili Bandung
Domicile
Usia 66 tahun
Age 66 years old
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Riwayat Pendidikan Magister Manajemen dari Universitas Krisnadwipayana Jakarta (2010)
Education Background Sarjana Ekonomi Jurusan Akuntansi dari STIE INABA Bandung (1995)
Program Diploma III Keuangan Spesialisasi Akuntansi dari Sekolah Tinggi Akuntansi Negara (STAN)
Jakarta (1980)
Master of Management from Universitas Krisnadwipayana, Jakarta (2010)
Bachelor of Economics, majoring in Accounting, from STIE INABA, Bandung (1995)
Diploma III Program in Finance, specializing in Accounting, from Sekolah Tinggi Akuntansi Negara
(STAN), Jakarta (1980)
Riwayat Pekerjaan Pengusaha Penginapan/Hotel (sampai dengan sekarang)
Professional Background Distributor Ban Mobil (sampai dengan sekarang)
Konsultan Sistem Akuntansi Pajak dan Pengembangan Bisnis (1982 - Sekarang)
Konsultan Penyidikan Pajak dan Keuangan di Jawa dan Sumatera (2009 - Sekarang)
Pemeriksa Pajak Madya pada KPP Sumedang, Direktorat Jendral Pajak (DJP) (2016 – 2019)
Pemeriksa Pajak Madya Merangkap Penyidik Pajak pada Kanwil DJP, Direktorat Jendral Pajak (2008
- 2016)
Pegawai Negeri Sipil pada Departemen Keuangan RI (1980 - 2019)
Hospitality/Hotel Entrepreneur (present)
Automotive Tire Distributor (present)
Consultant in Tax Accounting Systems and Business Development (1982 – present)
Tax and Financial Investigation Consultant in Java and Sumatra (2009 – present)
Senior Tax Auditor at KPP Sumedang, Directorate General of Taxes (DJP) (2016 – 2019)
Senior Tax Auditor concurrently serving as Tax Investigator at Regional Office of DGT, Directorate
General of Taxes (2008 – 2016)
Civil Servant at the Ministry of Finance of the Republic of Indonesia (1980 – 2019)
Rangkap Jabatan Tidak memiliki rangkap jabatan.
Concurrent Position She does not hold concurrent positions.
Kepemilikan Saham Tidak memiliki saham Perseroan.
Shareholding He does not own any shares in the Company.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi, maupun dengan pemegang
Affiliation saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, members of the Board of
Directors, or the Company’s main/controlling shareholders.
Sertifikasi dan Afiliasi Profesional Certified Risk Governance Professional (CRGP) (2023)
Certifications and Professional
Affiliations
MAS DHARMAWAN SURYADI
Anggota Komite PU & PMR
Member of the PU & PMR Committee
Dasar Hukum Pengangkatan Surat Keputusan Dewan Komisaris No. KEP-31/KOM-KS/III/2023
yang Terakhir Board of Commissioners Decree No. KEP-31/KOM-KS/III/2023
Latest Legal Basis of
Appointment
Periode 27 Maret 2023 – Sekarang
Term of Office March 27, 2023 - Present
Kewarganegaraan Indonesia
Citizenship
Domisili Bogor
Domicile
Usia 59 tahun
Age 59 years old
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Riwayat Pendidikan Manajemen Keuangan dari Pascasarjana Manajemen dan Bisnis Institut Pertanian Bogor (MB-
Education Background IPB) (2013)
Diploma IV (Akuntan) dari Sekolah Tinggi Akuntansi Negara (STAN) (1994)
Master’s Degree in Financial Management from the Graduate School of Management and
Business, Institut Pertanian Bogor (MB-IPB) (2013)
Diploma IV (Accountant) Program from Sekolah Tinggi Akuntansi Negara (STAN) (1994)
Riwayat Pekerjaan Direktur Keuangan PT Jakarta Utilitas Propertindo (2022)
Professional Background General Manager Keuangan dan Akuntansi di PT Jakarta Propertindo (Perseroda)Jakpro (2018)
Anggota Komite Audit pada Perum Perumnas (2016 - 2019 dan 2019 - 2021)
Associate Partner di KAP HMR (2015 - 2018)
Direktur Perencanaan dan Transformasi PT Sang Hyang Seri (Persero) (2015)
Direktur Keuangan PT Sang Hyang Seri (Persero) (2012)
Kepala Bagian pada Satuan Pengawasan Intern (SPI) PT Sang Hyang Seri (Persero) (2002)
Auditor Badan Pengawasan Keuangan dan Pembangunan (BPKP) (1988 – 2002)
Finance Director of PT Jakarta Utilitas Propertindo (2022)
General Manager of Finance and Accounting at PT Jakarta Propertindo (Perseroda) (Jakpro)
(2018)
Audit Committee Member at Perum Perumnas (2016–2019 and 2019 - 2021)
Associate Partner at KAP HMR (2015 - 2018)
Director of Planning and Transformation at PT Sang Hyang Seri (Persero) (2015)
Finance Director at PT Sang Hyang Seri (Persero) (2012)
Head of Internal Audit Unit (SPI) at PT Sang Hyang Seri (Persero) (2002)
Auditor at the Financial and Development Supervisory Agency (BPKP) (1988 - 2002)
Rangkap Jabatan Tidak memiliki rangkap jabatan.
Concurrent Position She does not hold concurrent positions.
Kepemilikan Saham Tidak memiliki saham Perseroan.
Shareholding He does not own any shares in the Company.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi, maupun dengan
Affiliation pemegang saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, members of the Board of
Directors, or the Company’s main/controlling shareholders.
Sertifikasi dan Afiliasi Chartered Accountant (CA) Indonesia
Profesional Certification in Audit Committee Practices (CACP)
Certifications and Sertifikasi Nasional Pelatihan Certified Risk Management Professional AMROT (Level III)
Professional Affiliations Sertifikasi Kompetensi Certified Risk Management Professional (CRMP)
Chartered Accountant (CA) Indonesia
Certification in Audit Committee Practices (CACP)
National Training Certification for Certified Risk Management Professional (CRMP) – AMROT
(Level III)
Competency Certification for Certified Risk Management Professional (CRMP)
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Pernyataan Independensi
Statement of Independency
Seluruh anggota Komite PU & PMR berkomitmen untuk menjalankan tugas
dan tanggung jawabnya secara independen, objektif, dan profesional dalam
melaksanakan fungsi pengawasan pengembangan usaha dan pemantauan
Manajemen Risiko Perseroan:
• Mengambil keputusan dan memberikan rekomendasi secara bebas dari
tekanan, intervensi, maupun pengaruh pihak manapun.
• Menghindari serta mengelola setiap potensi benturan kepentingan dalam
proses evaluasi rencana investasi, aksi korporasi, dan kajian risiko.
• Tidak memiliki hubungan afiliasi, baik kekeluargaan maupun bisnis, dengan
Dewan Komisaris, Direksi, maupun Pemegang Saham Utama dan/atau
Pengendali yang dapat memengaruhi independensi dalam menjalankan
tugasnya.
All members of the PU & PMR Committee are committed to carrying out their duties and responsibilities independently,
objectively, and professionally in performing their oversight functions over business development and Risk Management
monitoring of the Company:
• Making decisions and providing recommendations free from any pressure, intervention, or influence from any party.
• Avoiding and managing any potential conflicts of interest in the evaluation of investment plans, corporate actions, and
risk assessments.
• Having no affiliation, whether familial or business-related, with the Board of Commissioners, the Board of Directors, or
the Main and/or Controlling Shareholders that could compromise their independence in performing their duties.
Program Pengembangan Kompetensi Competence Development Program
Pada tahun 2025, anggota Komite PU & PMR mengikuti program In 2025, members of the PU & PMR Committee participated in the
pelatihan dan peningkatan kompetensi sebagai berikut: following training and competence development programs:
Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
1 I Gusti Putu 6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan PT KS Group
Suryawirawan May 6 scrap/by-product, progres Performance Test Recovery HSM#1 serta
(Periode I | 1st Period) persediaan bahan baku, WIP, dan finished goods, kondisi tenaga kerja
di lapangan, serta aset-aset nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery,
as well as raw material, WIP, and finished goods inventories, on-site
workforce conditions, and non-productive assets.
2 Setia Diarta 12 Oktober Webinar Implementasi Governance, Risk, and Compliance (GRC) MSDM
(Periode II | 2nd Period) October 12 untuk Auditor, Manajer, dan Direktur
Webinar on the Implementation of Governance, Risk, and Compliance
(GRC) for Auditors, Managers, and Directors
3 Yudha Mediawan 6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan PT KS Group
(Periode I | 1st Period) May 6 scrap/by-product, progres Performance Test Recovery HSM#1 serta
persediaan bahan baku, WIP, dan finished goods, kondisi tenaga kerja
di lapangan, serta aset-aset nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery,
as well as raw material, WIP, and finished goods inventories, on-site
workforce conditions, and non-productive assets.
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Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
4 Isfan Fajar Satryo 6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan PT KS Group
(Periode I | 1st Period) May 6 scrap/by-product, progres Performance Test Recovery HSM#1 serta
persediaan bahan baku, WIP, dan finished goods, kondisi tenaga kerja
di lapangan, serta aset-aset nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery,
as well as raw material, WIP, and finished goods inventories, on-site
workforce conditions, and non-productive assets.
5 Aditya Haryo Bimo 11 September Plant Visit PT KS Group: paparan manajemen PT KE, PT KP, PT KBK, PT KS Group
(Periode II | 2nd Period) September 11 dan PT KBS, serta peninjauan lokasi PT KP, PT KOS, HSM#1, dan
Dapur Modular MBG.
PT KS Group Plant Visit: management presentations from PT KE,
PT KP, PT KBK, and PT KBS, as well as site visits to PT KP, PT KOS,
HSM#1, and the MBG Modular Kitchen.
12 Oktober Webinar Implementasi Governance, Risk, and Compliance (GRC) MSDM
October 12 untuk Auditor, Manajer, dan Direktur
Webinar on the Implementation of Governance, Risk, and Compliance
(GRC) for Auditors, Managers, and Directors
6 Evan Suryatmaji 21 Januari Seminar “Peran Dewan Komisaris Dalam Aspek Hukum Laporan IKAI
January 21 Keuangan dan Laporan Tahunan Perusahaan”
Seminar on “The Role of the Board of Commissioners in the Legal
Aspects of Financial Statements and Annual Reports”
6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan PT KS Group
May 6 scrap/by-product, progres Performance Test Recovery HSM#1 serta
persediaan bahan baku, WIP, dan finished goods, kondisi tenaga kerja
di lapangan, serta aset-aset nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery,
as well as raw material, WIP, and finished goods inventories, on-site
workforce conditions, and non-productive assets.
24 Mei Seminar "Apakah Kerugian BUMN Bukan Lagi Kerugian Negara? IAI
May 24 (Pembahasan Perubahan Status BUMN sebagai Dampak
Pemberlakuan UU BUMN Baru)."
Seminar “Are SOE Losses No Longer State Losses? (Discussion on
the Change in SOE Status as an Impact of the Enactment of the New
SOE Law).”
11 September Plant Visit PT KS Group: paparan manajemen PT KE, PT KP, PT KBK, PT KS Group
September 11 dan PT KBS, serta peninjauan lokasi PT KP, PT KOS, HSM#1, dan
Dapur Modular MBG.
PTKS Group Plant Visit: management presentations from PT KE,
PT KP, PT KBK, and PT KBS, as well as site visits to PT KP, PT KOS,
HSM#1, and the MBG Modular Kitchen.
12 Oktober Webinar Implementasi Governance, Risk, and Compliance (GRC) MSDM
October 12 untuk Auditor, Manajer, dan Direktur
Webinar on the Implementation of Governance, Risk, and Compliance
(GRC) for Auditors, Managers, and Directors
22 Oktober Webinar “Good Corporate Governance in Action: Integrating ICoFR, IGCN , UNODC
October 22 Investigative, Audits and Digital Forensic Accounting.” Indonesia, IIAC–
GRC Community
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan MIND ID
November 11 Komisaris dan Komite.
Benchmarking Visit to MIND ID on Board of Commissioners and
Committee Governance Practices.
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Nama Tanggal Program Penyelenggara
No.
Name Date Program Organizer
7 Mas Dharmawan 6 Mei Plant Visit PT KS Group: peninjauan pergudangan dan pengelolaan PT KS Group
Suryadi May 6 scrap/by-product, progres Performance Test Recovery HSM#1 serta
persediaan bahan baku, WIP, dan finished goods, kondisi tenaga kerja
di lapangan, serta aset-aset nonproduktif.
PT KS Group Plant Visit: review of warehousing and scrap/by-product
management, progress of the HSM#1 Performance Test Recovery,
as well as raw material, WIP, and finished goods inventories, on-site
workforce conditions, and non-productive assets.
24 Mei Seminar "Apakah Kerugian BUMN Bukan Lagi Kerugian Negara? IAI
May 24 (Pembahasan Perubahan Status BUMN sebagai Dampak
Pemberlakuan UU BUMN Baru)."
Seminar “Are SOE Losses No Longer State Losses? (Discussion on
the Change in SOE Status as an Impact of the Enactment of the New
SOE Law).”
8 Juli Seminar “The 7th Indonesia Financial Sector Outlook (IFSO) 2025” LPPI, Majalah
July 8 Stabilitas
7 Agustus Webinar “Mid-Year Capital Market Review 2025: Evaluasi Kinerja OJK Institute
August 7 Pasar dan Strategi Investasi ke Depan
Webinar “Mid-Year Capital Market Review 2025: Market Performance
Evaluation and Forward-Looking Investment Strategies”
19 Agustus Webinar “Risk & Governance Summit 2025” OJK
August 19
11 September Plant Visit PT KS Group: paparan manajemen PT KE, PT KP, PT KBK, PT KS Group
September 11 dan PT KBS, serta peninjauan lokasi PT KP, PT KOS, HSM#1, dan
Dapur Modular MBG.
PT KS Group Plant Visit: management presentations from PT KE,
PT KP, PT KBK, and PT KBS, as well as site visits to PT KP, PT KOS,
HSM#1, and the MBG Modular Kitchen.
12 Oktober Webinar Implementasi Governance, Risk, and Compliance (GRC) MSDM
October 12 untuk Auditor, Manajer, dan Direktur
Webinar on the Implementation of Governance, Risk, and Compliance
(GRC) for Auditors, Managers, and Directors
22 Oktober Webinar “Good Corporate Governance in Action: Integrating ICoFR, IGCN , UNODC
October 22 Investigative, Audits and Digital Forensic Accounting.” Indonesia, IIAC–
GRC Community
11 November Studi banding ke MIND ID untuk mengkaji praktik tata kelola Dewan MIND ID
November 11 Komisaris dan Komite.
Benchmarking Visit to MIND ID on Board of Commissioners and
Committee Governance Practices.
IKAI : Ikatan Komite Audit Indonesia | Indonesian Institute of Audit Committee
IAI : Ikatan Akuntan Indonesia | Institute of Indonesia Chartered Accountants
PT KS Group : PT Krakatau Steel (Persero) Tbk Group
MIND ID : Mining Industry Indonesia
MSDM : PT Media SDM Indonesia
IGCN : UN Global Compact Network Indonesia
UNODC : United Nations Office on Drugs and Crime
IIAC-GRC : Internal Audit & Corporate Governance - Governance, Risk, and Compliance
LPPI : Lembaga Pengembangan Perbankan Indonesia | Indonesian Banking Development Institute
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Piagam Komite PU & PMR
Charter of the PU & PMR Committee
Komite PU & PMR telah memiliki Piagam Komite yang ditetapkan
dan disahkan oleh Dewan Komisaris pada 11 November 2024.
Piagam tersebut menjadi landasan kerja formal bagi Komite dalam
menjalankan fungsi, tugas, dan kewenangannya secara terstruktur,
akuntabel, dan selaras dengan ketentuan peraturan perundang-
undangan yang berlaku.
PIAGAM
KOMITE PENGEMBANGAN USAHA DAN
Piagam Komite PU & PMR mengatur antara lain mengenai ketentuan
PEMANTAU MANAJEMEN RISIKO pendahuluan, struktur organisasi dan keanggotaan, tugas dan
PT KRAKATAU STEEL (PERSERO) Tbk. tanggung jawab serta kewenangan Komite, mekanisme kerja dan
prosedur pelaksanaan rapat, hingga ketentuan penutup. Dengan
adanya Piagam ini, pelaksanaan fungsi pengawasan dan pemberian
rekomendasi kepada Dewan Komisaris terkait pengembangan usaha
dan Manajemen Risiko dilaksanakan secara konsisten, independen,
2024 dan profesional.
The PU & PMR Committee has established a Committee Charter,
which was approved and enacted by the Board of Commissioners
on November 11, 2024. The Charter serves as a formal framework
guiding the Committee in carrying out its functions, duties, and authorities in a structured and accountable manner, in
alignment with prevailing laws and regulations.
The PU & PMR Committee Charter governs, among others, the introductory provisions, organizational structure and
membership, duties and responsibilities as well as authorities of the Committee, working mechanisms and meeting
procedures, and closing provisions. With the establishment of this Charter, the Committee’s oversight function and advisory
role to the Board of Commissioners regarding business development and Risk Management are conducted consistently,
independently, and professionally.
Tugas dan Tanggung Jawab Duties and Responsibilities
Komite PU & PMR bertugas membantu Dewan Komisaris dalam The PU & PMR Committee assists the Board of Commissioners in
melaksanakan fungsi pengawasan dan pemberian nasihat, carrying out its supervisory and advisory functions, particularly in
khususnya terkait rencana pengembangan usaha, investasi, aksi relation to business development plans, investments, significant
korporasi signifikan, serta efektivitas penerapan Manajemen corporate actions, and the effectiveness of Risk Management
Risiko di lingkungan Perseroan dan entitas anak. implementation within the Company and its subsidiaries.
Dalam menjalankan perannya, Komite PU & PMR memiliki In performing its role, the PU & PMR Committee is responsible,
tanggung jawab antara lain: among others, for:
• Melakukan evaluasi atas rencana investasi dan/atau aksi • Evaluating proposed investment plans and/or corporate
korporasi yang diajukan Direksi, termasuk melakukan analisis actions submitted by the Board of Directors, including
atas aspek kelayakan, proyeksi manfaat (cost and benefit), assessing feasibility aspects, projected benefits (cost and
serta potensi risiko yang menyertainya. benefit analysis), and associated risks.
• Mengidentifikasi dan menelaah risiko-risiko strategis, • Identifying and reviewing strategic, operational, financial,
operasional, keuangan, hukum, dan risiko relevan lainnya legal, and other relevant risks that may affect the Company’s
yang dapat memengaruhi keberlanjutan usaha Perseroan. business sustainability.
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• Memantau implementasi kebijakan dan Sistem Manajemen • Monitoring the implementation of Risk Management policies
Risiko guna memastikan penerapan Manajemen Risiko and systems to ensure that Risk Management is carried out
berjalan secara efektif, terintegrasi, dan selaras dengan effectively, in an integrated manner, and aligned with the
strategi korporasi. corporate strategy.
• Menyampaikan hasil telaah, rekomendasi, dan/atau • Submitting review results, recommendations, and/or
pertimbangan profesional kepada Dewan Komisaris sebagai professional considerations to the Board of Commissioners
bahan dalam pengambilan keputusan. as a basis for decision-making.
• Melaksanakan tugas lain yang diberikan oleh Dewan • Performing other duties assigned by the Board of
Komisaris sepanjang masih dalam lingkup kewenangan Commissioners, insofar as they fall within the authority of
Dewan Komisaris sesuai ketentuan peraturan perundang- the Board of Commissioners in accordance with prevailing
undangan yang berlaku. laws and regulations.
Melalui pelaksanaan tugas dan tanggung jawab tersebut, Komite Through the execution of these duties and responsibilities, the
PU & PMR berperan dalam menjaga keseimbangan antara PU & PMR Committee plays a vital role in maintaining a balance
pertumbuhan usaha dan Manajemen Risiko yang prudent, guna between business growth and prudent Risk Management to
mendukung keberlanjutan dan ketahanan bisnis Perseroan. support the Company’s sustainability and resilience.
RAPAT KOMITE PU & PMR MEETINGS OF THE PU & PMR COMMITTEE
KEBIJAKAN POLICY
Kebijakan rapat Komite PU & PMR mengatur bahwa rapat internal The meeting policy of the PU & PMR Committee stipulates that
Komite diselenggarakan secara berkala sekurang-kurangnya internal Committee meetings are convened regularly at least once
satu kali dalam satu bulan serta rapat periodik bersama Dewan a month, and periodic meetings with the Board of Commissioners
Komisaris sekurang-kurangnya satu kali dalam tiga bulan. are held at least once every three months. The Committee may also
Komite juga dapat menyelenggarakan rapat tambahan atau convene additional meetings or special sessions as necessary,
pertemuan khusus apabila diperlukan sesuai dengan dinamika in accordance with the dynamics of the Company’s business
agenda pengembangan usaha dan pemantauan risiko Perseroan. development agenda and risk monitoring activities.
Rapat dinyatakan sah apabila dihadiri oleh mayoritas anggota A meeting is deemed valid if attended by a majority of Committee
Komite dan keputusan diambil berdasarkan musyawarah untuk members, and resolutions are adopted based on deliberation
mufakat atau berdasarkan suara terbanyak apabila musyawarah to reach consensus or, where consensus cannot be achieved,
tidak tercapai. Setiap rapat dituangkan dalam risalah rapat yang by a majority vote of the members present. Each meeting is
ditandatangani oleh anggota yang hadir dan didokumentasikan documented in minutes signed by the attending members and
sebagai bagian dari mekanisme akuntabilitas kepada Dewan recorded as part of the accountability mechanism to the Board
Komisaris. of Commissioners.
FREKUENSI, TINGKAT KEHADIRAN, DAN AGENDA FREQUENCY, ATTENDANCE RATE, AND MEETING
RAPAT AGENDA
Pada tahun 2025, Komite PU & PMR telah menyelenggarakan In 2025, the PU & PMR Committee held a total of 55 (fifty-
rapat sebanyak 55 (lima puluh lima) kali. Rapat dilaksanakan five) meetings. Meetings were conducted both internally and
baik secara internal maupun bersama Dewan Komisaris dan jointly with the Board of Commissioners and other supporting
organ pendukung lainnya, antara lain Komite Audit dan Komite organs, including the Audit Committee and the Nomination and
Nominasi dan Remunerasi. Selain itu, rapat juga melibatkan Remuneration Committee. In addition, meetings involved the
Direksi, manajemen Perseroan dan entitas anak, serta fungsi Board of Directors, Company and subsidiary management, as
terkait seperti Satuan Pengawasan Intern (SPI) dan Unit well as relevant functions such as the Internal Audit Unit (IAU) and
Manajemen Risiko sesuai dengan agenda pembahasan. the Risk Management Unit, depending on the agenda discussed.
Pelaksanaan rapat tersebut merupakan bagian dari fungsi These meetings form part of the PU & PMR Committee’s
pengawasan Komite PU & PMR dalam melakukan evaluasi atas supervisory function in evaluating proposed investments and
rencana investasi dan aksi korporasi, menelaah inisiatif strategis corporate actions, reviewing strategic initiatives and efficiency
dan program efisiensi, memantau pelaksanaan restrukturisasi programs, monitoring restructuring and business transformation
dan transformasi usaha, serta memastikan efektivitas penerapan efforts, and ensuring the effective implementation of integrated
Manajemen Risiko yang terintegrasi di lingkungan Perseroan dan Risk Management across the Company and its Group.
Grup.
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Frekuensi dan tingkat kehadiran rapat Komite PU & PMR adalah The frequency and attendance rate of the PU & PMR Committee
sebagai berikut: meetings are as follows:
Frekuensi dan Tingkat Kehadiran Rapat Komite PU & Frequency and Attendance Rate of the PU & PMR
PMR Committee Meetings
Jumlah Tingkat Kehadiran
Nama Jabatan Jumlah Rapat
Kehadiran Attendance Rate
Name Position Total Meeting
Total Attendance (%)
I Gusti Putu Suryawirawan Ketua/Komisaris 22 18 82
(Periode I | 1st Period) Chairman/Commissioner
Setia Diarta Ketua 19 9 47
(Periode II | 2nd Period) Chairman
Isfan Fajar Satryo Anggota/Komisaris Independen 21 7 33
(Periode I | 1st Period) Member/Independent Commissioner
Yudha Mediawan Anggota/Komisaris 21 15 71
(Periode I | 1st Period) Member/Commissioner
Aditya Haryo Bimo Anggota/Komisaris 18 16 89
(Periode II | 2nd Period) Member/Commissioner
Evans Suryatmaji Anggota 54 53 98
Member
Mas Dharmawan Suryadi Anggota 55 49 89
Member
Agenda Rapat Meeting Agenda
Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
1 2 Januari Kesekretariatan Dewan Komisaris Dewan Komisaris, Komite Audit, Komite PU &
January 2 Board of Commissioners Secretariat PMR, Komite Nominasi dan Remunerasi, Staf
Dewan Komisaris, Sekretaris Dewan Komisaris,
Sekretariat Dewan Komisaris
Board of Commissioners, Audit Committee,
PU & PMR Committee, Nomination and
Remuneration Committee, Board of
Commissioners Staff, Secretary to the Board
of Commissioners, Board of Commissioners
Secretariat
2 8 Januari 1. Capaian Kinerja PT KP dalam 5 tahun terakhir Komite Audit, Komite PU & PMR, Staf Dewan
January 8 2. RKAP PT KP tahun 2025 Komisaris, Manajemen PT KS, Manajemen PT
3. Riwayat audit yang telah dilaksanakan oleh PT KP KP
1. Performance achievements of PT KP over the past five Audit Committee, PU & PMR Committee, Board
years of Commissioners Staff, PT KS Management,
2. PT KP RKAP (Annual Work Plan and Budget) for 2025 PT KP Management
3. Audit history conducted by PT KP
3 9 Januari Diskusi dan pembahasan awal pembentukan Komite Tata Komite TKT, Komite Audit, Komite PU & PMR,
January 9 Kelola Terintegrasi (TKT) Komisaris PTKSI, Komisaris PT KBK, Komisaris
Initial discussion and deliberation on the establishment of PTKBI, Komisaris PT KE, RMC Manager
the Integrated Governance Committee (TKT) TKT Committee, Audit Committee, PU &
PMR Committee, Commissioners of PT KSI,
Commissioners of PT KBK, Commissioners of
PT KBI, Commissioners of PT KE, RMC Manager
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Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Meeting Date Meeting Agenda Participant
4 22 Januari Laporan hasil tindak lanjut keputusan rapat tanggal 8 Januari Komite Audit, Komite PU & PMR, Staf Dewan
January 22 2025 perihal PT KP Komisaris, Manajemen PT KS, Manajemen PT
Follow-up report on the resolutions of the meeting dated KP
January 8, 2025, regarding PT KP Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management,
PT KP Management
5 30 Januari Pembahasan Laporan Keuangan 2024 (unaudited) Komite Audit, Komite PU & PMR, staf Dewan
January 30 Discussion of the 2024 Financial Statements (unaudited) Komisaris, Manajemen PT KS
Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management
6 30 Januari 1. Kerugian Konsolidasi PT KS dalam JV PT KP Dewan Komisaris, Komite Audit, Komite PU &
January 30 2. Aksi korporasi terhadap ISM-BF yang telah lama tidak PMR, staf Dewan Komisaris, Manajemen PT KS
beroperasi Board of Commissioners, Audit Committee, PU
3. Kemajuan proses recovery HSM#1 & PMR Committee, Board of Commissioners
4. Kemajuan proses restrukturisasi utang Staff, PT KS Management
1. PT KS consolidated loss in the PT KP joint venture
2. Corporate action regarding ISM-BF, which has long been
inactive
3. Progress of the HSM#1 recovery process
4. Progress of the debt restructuring process
7 10 Februari Pembahasan Laporan Hasil Audit (LHA) atas kegiatan sales Komite Audit, Komite PU & PMR, Staf Dewan
February 10 dan recovery HSM#1 Komisaris, Manajemen PT KS
Discussion of the Audit Report (LHA) on sales activities and Audit Committee, PU & PMR Committee, Board
HSM#1 recovery of Commissioners Staff, PT KS Management
8 14 Februari 1. Laporan implementasi GCG dan Risk Management Triwulan Komite Audit, Komite PU & PMR, Staf Dewan
February 14 IV 2024 Komisaris, Manajemen PT KS
2. Analisis dan mitigasi risiko terhadap potensi sinergi bisnis Audit Committee, PU & PMR Committee, Board
di PT KP of Commissioners Staff, PT KS Management
3. Lain-lain
1. Report on the implementation of GCG and Risk
Management for Q4 2024
2. Risk analysis and mitigation related to potential business
synergies at PT KP
3. Others
9 26 Februari 1. Pembahasan dengan komite mengenai hasil rapat Dewan Komisaris, Komite Audit, Komite PU &
February 26 gabungan Dewan Komisaris dan Direksi tanggal 18 Februari PMR, Komite Nominasi dan Remunerasi, Staf
2025 atas arahan Wakil Menteri BUMN perihal audit dan Dewan Komisaris, Sekretaris Dewan Komisaris,
evaluasi performa JV PT KS Sekretariat Dewan Komisaris
2. Lain-lain Board of Commissioners, Audit Committee,
1. Committee discussion on the results of the joint meeting PU & PMR Committee, Nomination and
of the Board of Commissioners and Board of Directors Remuneration Committee, Board of
dated February 18, 2025, following the directive of Commissioners Staff, Secretary to the Board
the Deputy Minister of SOEs regarding the audit and of Commissioners, Board of Commissioners
performance evaluation of the PT KS joint venture Secretariat
2. Others
10 3 Maret Kemajuan proses roadmap milestone potensi sinergi bisnis Komite Audit, Komite PU & PMR, Staf Dewan
March 3 di PT KP Komisaris, manajemen PTKS, Manajemen
Progress on the roadmap milestones for potential business PTKP
synergies at PT KP Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PTKS Management,
PTKP Management
PT Krakatau Steel Tbk
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11 19 Maret 1. Pembahasan evaluasi atas Direksi yang saat ini menjabat Dewan Komisaris, Komite Audit, Komite PU &
March 19 (BOD existing) PMR, Komite Nominasi dan Remunerasi, Staf
2. Pembahasan usulan selected talent dan nominated talent Dewan Komisaris, Sekretaris Dewan Komisaris,
3. Lain-lain Sekretariat Dewan Komisaris
1. Discussion on the evaluation of the incumbent Board of Board of Commissioners, Audit Committee,
Directors (existing BOD) PU & PMR Committee, Nomination and
2. Discussion on proposed selected talent and nominated Remuneration Committee, Board of
talent Commissioners Staff, Secretary to the Board
3. Others of Commissioners, Board of Commissioners
Secretariat
12 24 Maret 1. Kendala dalam penyelesaian recovery HSM#1 Komite Audit, Komite PU & PMR, Staf Dewan
March 24 2. Kapasitas produksi dan penjualan produk HSM#1 pasca Komisaris, Manajemen PT KS
recovery Audit Committee, PU & PMR Committee, Board
1. Obstacles in completing the HSM#1 recovery of Commissioners Staff, PT KS Management
2. Production capacity and sales of HSM#1 products post-
recovery
13 9 Maret 1. Halal bihalal Dewan Komisaris dan organ pendukung Dewan Komisaris, Komite Audit, Komite PU &
March 9 2. Perkembangan restrukturisasi utang PMR, Komite Nominasi dan Remunerasi, Staf
3. Perkembangan HSM#1 Dewan Komisaris, Sekretaris Dewan Komisaris,
4. Isu-isu terbaru berkaitan dengan PT KS Sekretariat Dewan Komisaris
5. Dampak kebijakan penetapan tarif impor AS terhadap Board of Commissioners, Audit Committee,
Indonesia (sektor industri baja) PU & PMR Committee, Nomination and
1. Halal bihalal gathering of the Board of Commissioners and Remuneration Committee, Board of
supporting organs Commissioners Staff, Secretary to the Board
2. Progress of debt restructuring of Commissioners, Board of Commissioners
3. Progress of HSM#1 Secretariat
4. Latest issues related to PT KS
5. Impact of U.S. import tariff policy on Indonesia (steel
industry sector)
14 14 April Paparan jobdesk perusahaan serta alur proses hubungan Komite Audit, Komite PU & PMR, Staf Dewan
April 14 internal dan hubungan dengan pihak ketiga Komisaris, Manajemen PT KS, Manajemen
Presentation on the Company’s job descriptions and PT KJI, Manajemen PT KGT, Manajemen PT KNI
workflow of internal processes and relations with third Audit Committee, PU & PMR Committee, Board
parties of Commissioners Staff, PT KS Management,
PT KJI Management, PT KGT Management,
PT KNI Management
15 15 April Rapat internal Komite PU & PMR dengan agenda evaluasi Komite PU & PMR
April 15 program kerja Komite PU & PMR tahun 2024 PU & PMR Committee
Internal PU & PMR Committee meeting with the agenda of
evaluating the 2024 PU & PMR Committee work program
16 24 April Pembahasan keterlambatan penyelesaian audit Laporan Dewan Komisaris, Komite Audit, Komite PU &
April 24 Keuangan PT KS Tahun Buku 2024 PMR, Komite Nominasi dan Remunerasi, Staf
Discussion on the delay in the completion of the audit of PT Dewan Komisaris, Sekretaris Dewan Komisaris,
KS Financial Statements for Financial Year 2024 Sekretariat Dewan Komisaris
Board of Commissioners, Audit Committee,
PU & PMR Committee, Nomination and
Remuneration Committee, Board of
Commissioners Staff, Secretary to the Board
of Commissioners, Board of Commissioners
Secretariat
17 30 April Rencana pelaksanaan debt to rquity swap (DES) PT KE Komite Audit, Komite PU & PMR, Staf Dewan
April 30 Plan for the implementation of a Debt-to-Equity Swap (DES) Komisaris, Manajemen PT KS, Manajemen
at PT KE PT KE
Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management,
PT KE Management
PT Krakatau Steel Tbk
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18 21 Mei 1. Alur/skema produk HRC (perencanaan pengadaan slab, Dewan Komisaris, Komite Audit, Komite PU &
May 21 proses produksi slab menjadi HRC, dan penjualan produk PMR, Staf Dewan Komisaris, Manajemen P TKS
HRC) Board of Commissioners, Audit Committee, PU
2. Dasar pengadaan slab dan pengelolaan risiko perencanaan & PMR Committee, Board of Commissioners
pengadaan slab Staff, PT KS Management
3. Rincian kondisi working capital saat ini yang terdiri dari
slab, WIP, dan finished goods
1. Flow/scheme of HRC products (slab procurement
planning, slab production process into HRC, and HRC
sales)
2. Basis for slab procurement and risk management of slab
procurement planning
3. Details of current working capital conditions consisting of
slabs, WIP, and finished goods
19 23 Mei Pembahasan Laporan Tata Kelola Terintegrasi PT KS Group Komite TKT, Komite Audit, Komite PU & PMR,
May 23 Triwulan I 2025 Manajemen PT KS, Komisaris dan Manajemen
Discussion of the Integrated Governance Report of PT KS PT KSI, Komisaris dan Manajemen PT KBK,
Group for Q1 2025 Komisaris dan Manajemen PT KBI, Komisaris
dan Manajemen PT KE
TKT Committee, Audit Committee, PU
& PMR Committee, PT KS Management,
Commissioners and Management of PT KSI,
Commissioners and Management of PT KBK,
Commissioners and Management of PT KBI,
Commissioners and Management of PT KE
20 11 Juni 1. Pembahasan Pedoman Penerapan Manajemen Risiko Komite PU & PMR, Manajemen PT KS
June 11 2. Pembahasan penguatan digitalisasi Sistem Manajemen PU & PMR Committee, PT KS Management
Risiko Audit Committee, PU & PMR Committee, PT KS
3. Pembahasan klasifikasi risiko anak perusahaan beserta Internal Audit
organ pengelola risikonya
1. Discussion of the Risk Management Implementation
Guidelines
2. Discussion on strengthening the digitalization of the Risk
Management System
3. Discussion on the classification of subsidiary risks and
their respective risk management organs
21 13 Juni Pembahasan kemajuan audit PT KP Komite Audit, Komite PU & PMR, Internal Audit
June 13 Discussion on the progress of the PT KP audit PT KS
Audit Committee, PU & PMR Committee,
PT KS Internal Audit
22 18 Juni Pembahasan riwayat pemberian pinjaman PT KS kepada Komite Audit, Komite PU & PMR, Manajemen
June 18 PT KE sehingga mencapai Rp1,4 triliun PT KS
Discussion on the history of loans granted by PT KS to Audit Committee, PU & PMR Committee,
PT KE amounting to Rp1.4 trillion PT KS Management
23 24 Juni Pembahasan mengenai hasil rapat gabungan Direksi dan Dewan Komisaris, Komite Audit, Komite PU &
June 24 Dewan Komisaris yang telah dilaksanakan pada tanggal PMR, Komite Nominasi dan Remunerasi, Staf
17 Juni 2025 Dewan Komisaris, Sekretaris Dewan Komisaris,
Discussion on the results of the joint meeting of the Board of Sekretariat Dewan Komisaris
Directors and Board of Commissioners held on June 17, 2025 Board of Commissioners, Audit Committee,
PU & PMR Committee, Nomination and
Remuneration Committee, Board of
Commissioners Staff, Secretary to the Board
of Commissioners, Board of Commissioners
Secretariat
PT Krakatau Steel Tbk
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24 2 Juli Paparan perjanjian usaha patungan PT KP Komite Audit, Komite PU & PMR, Staf Dewan
July 2 Presentation on the Joint Venture Agreement (JVA) of PT KP Komisaris, Manajemen PT KS
Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management
25 2 Juli 1. Pertemuan awal Dewan Komisaris baru dan organ Dewan Komisaris, Komite Audit, Komite PU &
July 2 pendukung Dewan Komisaris PMR, Komite Nominasi dan Remunerasi, Staf
2. Pembagian tugas Dewan Komisaris Dewan Komisaris, Sekretaris Dewan Komisaris,
1. Initial meeting of the newly appointed Board of Sekretariat Dewan Komisaris
Commissioners and its supporting organs Board of Commissioners, Audit Committee,
2. Allocation of duties of the Board of Commissioners PU & PMR Committee, Nomination and
Remuneration Committee, Board of
Commissionrs Staff, Secretary to the Board
of Commissioners, Board of Commissioners
Secretariat
26 23 Juli Pembahasan pelaksanaan IcoFR Komite Audit, Komite PU & PMR, Staf Dewan
July 23 Discussion on the implementation of ICoFR Komisaris, Manajemen PT KS
Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management
27 23 Juli Pembahasan tindak lanjut laporan penyelesaian divestasi Komite Audit, Komite PU & PMR, Staf Dewan
July 23 PT KTI dan PT KDL kepada Kementerian BUMN Komisaris, Manajemen PT KS, Manajemen
Discussion on the follow-up to the report on the completion PT KSI
of the divestment of PT KTI and PT KDL to the Ministry of Audit Committee, PU & PMR Committee, Board
SOEs of Commissioners Staff, PT KS Management,
PT KSI Management
28 25 Juli 1. Kondisi PT MJIS saat ini (pabrik, keuangan, SDM, dll) Komite Audit, Komite PU & PMR, Staf Dewan
July 25 2. Riwayat PT MJIS (kronologi mulai didirikan hingga saat ini) Komisaris, manajemen PT KS, manajemen
3. Rencana PT MJIS ke depan PT MJIS
1. Current condition of PT MJIS (plant, financials, human Audit Committee, PU & PMR Committee, Board
resources, etc.) of Commissioners Staff, PT KS Management,
2. History of PT MJIS (chronology from establishment to PT MJIS Management
present)
3. Future plans of PT MJIS
29 5 Agustus 1. Restrukturisasi utang Dewan Komisaris, Komite Audit, Komite PU &
August 5 2. Program efisiensi di PT KS Group PMR, Komite Nominasi dan Remunerasi, Staf
3. Evaluasi terhadap joint venture P TKS Dewan Komisaris, Sekretaris Dewan Komisaris,
1. Debt restructuring Sekretariat Dewan Komisaris
2. Efficiency programs within PT KS Group Board of Commissioners, Audit Committee,
3. Evaluation of PT KS joint ventures PU & PMR Committee, Nomination and
Remuneration Committee, Board of
Commissioners Staff, Secretary to the Board
of Commissioners, Board of Commissioners
Secretariat
30 5 Agustus Pembahasan kedua mengenai riwayat pemberian pinjaman Komite Audit, Komite PU & PMR, Staf Dewan
August 5 dari PT KS kepada PT KE sehingga mencapai Rp1,4 triliun Komisaris, Manajemen PT KS, Manajemen
Second discussion on the history of loans granted by PT KS PT KE
to PT KE amounting to Rp1.4 trillion Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management,
PT KE Management
31 8 Agustus Rapat internal dengan agenda evaluasi dan rencana program Komite PU & PMR
August 8 kerja Komite PU & PMR PU & PMR Committee
Internal meeting with the agenda of evaluating and planning
the PU & PMR Committee’s work program
PT Krakatau Steel Tbk
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32 15 Agustus 1. Penjelasan tindakan shutdown terencana COP berdasarkan Komite Audit, Komite PU & PMR, Staf Dewan
August 15 kajian teknis, bisnis dan hukum Komisaris, Manajemen PT KS
2. Penjelasan perkiraan biaya shutdown terencana COP dari Audit Committee, PU & PMR Committee, Board
mulai persiapan hingga setelah shutdown of Commissioners Staff, PT KS Management
1. Explanation of the COP planned shutdown based on
technical, business, and legal assessments
2. Explanation of the estimated cost of the COP planned
shutdown from preparation to post-shutdown
33 21 Agustus Penyusunan draft telaah dan surat ke Komisaris Utama Komite PU & PMR, Staf Dewan Komisaris
August 21 perihal tindakan shutdown COP PU & PMR Committee, Board of Commissioners
Preparation of draft review and letter to the President Staff
Commissioner regarding the COP shutdown action
34 25 Agustus Management review Sistem Manajemen Krakatau Steel Komite Audit, Komite PU & PMR, manajemen
August 25 (SMKS) tahun 2025 PT KS
Management review of the Krakatau Steel Management Audit Committee, PU & PMR Committee, PT KS
System (KSMS) in 2025 Management
35 27 Agustus Pembahasan ketiga mengenai riwayat pemberian pinjaman Komite Audit, Komite PU & PMR, staf Dewan
August 27 PT KS kepada PT KE sehingga mencapai Rp1,4 triliun Komisaris, Manajemen PT KS, Manajemen
Third discussion on the history of loans granted by PT KS to PT KE
PT KE amounting to Rp1.4 trillion Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management,
PT KE Management
36 27 Agustus Pembahasan permohonan persetujuan pelaksanaan debt to Komite Audit, Komite PU & PMR, Staf Dewan
August 27 equity swab pihak ketiga PT KE Komisaris, Manajemen PT KS, Manajemen
Discussion on the request for approval to implement a third- PT KE
party Debt-to-Equity Swap (DES) at PT KE Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management,
PT KE Management
37 28 Agustus Pembahasan realisasi program/inisiatif efisiensi di PT KS Komite Audit, Komite PU & PMR, Staf Dewan
August 28 Group (PT KBK, PT KPI, PT KSI, PT KTI, PT KBS, PT KJS, Komisaris, Manajemen PT KS, Manajemen
PT KSP) PT KBK, Manajemen PT KPI, Manajemen PT
Discussion on the realization of efficiency programs/ KSI, Manajemen PT KTI, Manajemen PT KBS,
initiatives within PT KS Group (PT KBK, PT KPI, PT KSI, Manajemen PT KJS, Manajemen PT KSP
PT KTI, PT KBS, PT KJS, PT KSP) Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management,
PT KBK Management, PT KPI Management, PT
KSI Management, PT KTI Management, PT KBS
Management, PT KJS Management, PT KSP
Management
38 28 Agustus Pembahasan kemajuan realisasi RKAP 2025 sampai dengan Komite Audit, Komite PU & PMR, staf Dewan
August 28 Semester I 2025 Komisaris, manajemen PT KS
Discussion on the progress of the realization of the 2025 Audit Committee, PU & PMR Committee, Board
RKAP up to Semester I 2025 of Commissioners Staff, PT KS Management
39 3 September Pembahasan permohonan tindakan Direksi di luar RKAP Komite Audit, Komite PU & PMR, staf Dewan
September 3 (pelepasan saham di PBM IHC, pelepasan saham di Damai Komisaris, manajemen PT KS
Indah Golf, dan OSC pullout dari PT KOS) Audit Committee, PU & PMR Committee, Board
Discussion on the request for approval of the Board of of Commissioners Staff, PT KS Management
Directors’ actions outside the RKAP (divestment of shares in
PBM IHC, divestment of shares in Damai Indah Golf, and OSC
pullout from PT KOS)
PT Krakatau Steel Tbk
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40 9 September Exit meeting pemaparan hasil assessment GCG PT KS Tahun Komite Audit, Komite PU & PMR, Manajemen
September 9 Buku 2024 oleh assessor independen (Pratama Indomitra) PT KS, Assesor Independen GCG
Exit meeting presentation of the results of the PT KS GCG Audit Committee, PU & PMR Committee, PT KS
assessment for Financial Year 2024 by the independent Management, Independent GCG Assessor
assessor (Pratama Indomitra)
41 9 September Penyusunan draft telaah dan surat ke Komisaris Utama Komite PU & PMR, Staf Dewan Komisaris
September 9 perihal tindakan pelepasan saham di PBM IHC, pelepasan PU & PMR Committee, Board of Commissioners
saham di Damai Indah Golf, dan OSC pullout dari PT KOS Staff
Preparation of draft review and letter to the President
Commissioner regarding the divestment of shares in PBM
IHC, divestment of shares in Damai Indah Golf, and OSC
pullout from PT KOS
42 18 September Pembahasan Laporan Tata Kelola Terintegrasi PT Krakatau Komite TKT, Komite Audit, Komite PU & PMR,
September 18 Steel (Persero) Tbk Group Triwulan II 2025 Manajemen PT KS, Komisaris dan Manajemen
Discussion of the Integrated Governance Report of PT PT KSI, Komisaris dan Manajemen PT KBK,
Krakatau Steel (Persero) Tbk Group for Q2 2025 Komisaris dan Manajemen PT KBI, Komisaris
dan Manajemen PT KE
TKT Committee, Audit Committee, PU
& PMR Committee, PT KS Management,
Commissioners and Management of PT KSI,
Commissioners and Management of PT KBK,
Commissioners and Management of PT KBI,
Commissioners and Management of PT KE
43 24 September Pembahasan rencana OSC pullout dari PT KOS Komite Audit, Komite PU & PMR, Staf Dewan
September 24 Discussion on the planned OSC pullout from PT KOS Komisaris, manajemen PT KS
Audit Committee, PU & PMR Committee, Board
of Commissioners Staff, PT KS Management
44 24 September Pemaparan hasil asesmen Risk Maturity Index (RMI) 2024 Komite PU & PMR, Manajemen PT KS
September 24 Presentation of the 2024 Risk Maturity Index (RMI) PU & PMR Committee, PT KS Management
assessment results
45 2 Oktober Penjelasan penyehatan keuangan PT KS melalui dukungan Komite Audit, Komite PU & PMR, Staf Dewan
October 2 Danantara Komisaris, Manajemen PT KS
Explanation of PT KS’s financial restructuring through Audit Committee, PU & PMR Committee, Board
support from Danantara of Commissioners Staff, PT KS Management
46 13 Oktober Diskusi legal OSC pullout dari PT KOS perlu atau tidak masuk Komite PU & PMR, Staf Dewan Komisaris, Legal
October 13 ke RKAP Office PT KS
Legal discussion on whether the OSC pullout from PT KOS PU & PMR Committee, Board of Commissioners
should be included in the RKAP Staff, PT KS Legal Office
47 13 Oktober Pembahasan flow of inventory (persediaan bahan baku, work Komite Audit, Komite PU & PMR, Staf Dewan
October 13 in process, dan finished goods) PT KS Komisaris, Manajemen PT KS
Discussion on PT KS inventory flow (raw materials, work in Audit Committee, PU & PMR Committee, Board
process, and finished goods) of Commissioners Staff, PT KS Management
48 15 Oktober 1. Restrukturisasi utang Dewan Komisaris, Komite Audit, Komite PU &
October 15 2. Program efisiensi di PT KS Group PMR, Komite Nominasi dan Remunerasi, staf
3. Evaluasi terhadap joint venture PT KS Dewan Komisaris, Sekretaris Dewan Komisaris,
1. Debt restructuring Sekretariat Dewan Komisaris
2. Efficiency programs within PT KS Group Board of Commissioners, Audit Committee,
3. Evaluation of PT KS joint ventures PU & PMR Committee, Nomination and
Remuneration Committee, Board of
Commissioners Staff, Secretary to the Board
of Commissioners, Board of Commissioners
Secretariat
PT Krakatau Steel Tbk
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49 15 Oktober Penyusunan draft telaah dan surat ke Komisaris Utama Komite PU & PMR, Staf Dewan Komisaris
October 15 perihal tindakan pinjaman ke Danantara PU & PMR Committee, Board of Commissioners
Preparation of draft review and letter to the President Staff
Commissioner regarding the loan action to Danantara
50 23 Oktober Tindak lanjut laporan hasil reviu BPKP atas rencana planned Komite Audit, Komite PU & PMR, Staf Dewan
October 23 shutdown fasilitas COP PT KS Komisaris, Manajemen PT KS
Follow-up on the BPKP review report concerning the planned Audit Committee, PU & PMR Committee, Board
shutdown of the COP facility at PT KS of Commissioners Staff, PT KS Management
51 17 November Pendalaman RKAP 2026 Komite Audit, Komite PU & PMR
November 17 In-depth discussion of the 2026 RKAP Audit Committee, PU & PMR Committee
52 2 Desember Penyusunan telaah dan surat persetujuan Dewan Komisaris Komite Audit, Komite PU & PMR, Staf Dewan
December 2 kepada Direksi atas tindakan Direksi di luar RKAP yakni Komisaris
pelepasan saham MMS Audit Committee, PU & PMR Committee, Board
Preparation of review and approval letter from the Board of of Commissioners Staff
Commissioners to the Board of Directors regarding Directors’
actions outside the RKAP, namely the divestment of MMS
shares
53 10 Desember Pembahasan Laporan Tata Kelola Terintegrasi (TKT) Komite TKT, Komite Audit, Komite PU & PMR,
December 10 PT Krakatau Steel (Persero) Tbk Group Triwulan III 2025 Manajemen PT KS, Komisaris dan manajemen
Discussion of the Integrated Governance (TKT) Report of PT KSI, Komisaris dan Manajemen PT KBK,
PT Krakatau Steel (Persero) Tbk Group for Q3 2025 Komisaris dan Manajemen PT KBI, Komisaris
dan Manajemen PTKE
TKT Committee, Audit Committee, PU
& PMR Committee, PT KS Management,
Commissioners and Management of PT KSI,
Commissioners and Management of PT KBK,
Commissioners and Management of PT KBI,
Commissioners and Management of PT KE
54 18 Desember Penyusunan telaah dan surat persetujuan Dewan Komisaris Komite Audit, Komite PU & PMR, Staf Dewan
December 18 kepada BP BUMN Atas perubahan struktur modal PT KE atas Komisaris
pelaksanaan DES pihak ketiga Audit Committee, PU & PMR Committee, Board
Preparation of review and approval letter from the Board of of Commissioners Staff
Commissioners to the Ministry of SOEs regarding changes to
PT KE’s capital structure in relation to the implementation of
a third-party DES
55 18 Desember Paparan manajemen perihal pembaruan restrukturisasi Komite Audit, Komite PU & PMR, Staf Dewan
December 18 dalam rangka penyehatan PT KS Komisaris, Manajemen PT KS
Management presentation on the restructuring updates as Audit Committee, PU & PMR Committee, Board
part of PT KS’s financial recovery efforts of Commissioners Staff, PT KS Management
PT Krakatau Steel Tbk
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Ringkasan Pelaksanaan Tugas Komite PU & PMR Tahun 2025
Summary of the PU & PMR Committee’s Implementation of Duties in 2025
Sepanjang tahun 2025, Komite PU & PMR telah melaksanakan fungsi
pengawasan dan pemberian nasihat kepada Dewan Komisaris secara
aktif dan terstruktur sesuai dengan Piagam Komite PU & PMR.
Pelaksanaan tugas difokuskan pada evaluasi rencana pengembangan
usaha, aksi korporasi signifikan, restrukturisasi keuangan, serta
penguatan implementasi manajemen risiko secara terintegrasi di
lingkungan Perseroan dan Grup.
Dalam aspek pengembangan usaha dan investasi, Komite melakukan
telaah atas rencana dan realisasi aksi korporasi, termasuk evaluasi joint
venture, rencana debt to equity swap (DES), pelepasan saham, serta
tindakan Direksi di luar RKAP. Komite juga menelaah histori transaksi
material dan memberikan rekomendasi kepada Dewan Komisaris
berdasarkan analisis kelayakan, proyeksi manfaat, dan identifikasi risiko
yang relevan.
Dalam aspek pemantauan Manajemen Risiko, Komite melakukan
pembahasan atas laporan implementasi Manajemen Risiko dan tata kelola terintegrasi, klasifikasi risiko anak perusahaan, penguatan
digitalisasi Sistem Manajemen Risiko, serta hasil asesmen Risk Maturity Index (RMI). Komite turut memantau risiko strategis terkait
restrukturisasi utang, efisiensi operasional, planned shutdown fasilitas produksi, serta dampak kebijakan eksternal terhadap industri
baja.
Komite PU & PMR juga secara berkala melakukan koordinasi dengan Komite Audit, Komite Nominasi dan Remunerasi, serta manajemen
Perseroan dan entitas anak dalam rangka memastikan sinergi pengawasan, konsistensi pengambilan keputusan, dan tindak lanjut
atas rekomendasi yang telah diberikan.
Sebagai output pelaksanaan tugas, Komite menghasilkan notulen rapat, hasil telaah, surat tanggapan, dan surat rekomendasi kepada
Dewan Komisaris sebagai dasar pertimbangan dalam pengambilan keputusan strategis. Berdasarkan hasil self-assessment atas
program kerja tahun 2025, Komite PU & PMR telah melaksanakan tugas dan tanggung jawabnya sesuai dengan rencana kerja yang
ditetapkan.
Throughout 2025, the PU & PMR Committee actively and systematically carried out its supervisory and advisory functions to the Board
of Commissioners in accordance with the PU & PMR Committee Charter. The implementation of its duties focused on the evaluation
of business development plans, significant corporate actions, financial restructuring initiatives, and the strengthening of integrated
Risk Management practices across the Company and its Group.
In the area of business development and investment, the Committee reviewed proposed and realized corporate actions, including joint
venture evaluations, debt-to-equity swap (DES) plans, share divestments, and Directors’ actions outside the RKAP. The Committee
also examined the history of material transactions and provided recommendations to the Board of Commissioners based on feasibility
analysis, projected benefits, and identification of relevant risks.
In terms of Risk Management oversight, the Committee discussed reports on the implementation of Risk Management and integrated
governance, risk classification of subsidiaries, enhancement of the digitalization of the Risk Management System, and the results of
the Risk Maturity Index (RMI) assessment. The Committee also monitored strategic risks related to debt restructuring, operational
efficiency programs, planned shutdowns of production facilities, and the impact of external policies on the steel industry.
The PU & PMR Committee regularly coordinated with the Audit Committee, the Nomination and Remuneration Committee, as well as
the Company’s management and subsidiaries to ensure supervisory synergy, consistency in decision-making, and proper follow-up on
recommendations provided.
As outputs of its duties, the Committee produced meeting minutes, review reports, response letters, and recommendation letters to
the Board of Commissioners as a basis for strategic decision-making. Based on the self-assessment of its 2025 work program, the PU
& PMR Committee fulfilled its duties and responsibilities in accordance with the established work plan.
KOMITE PENDUKUNG FUNGSI DAN TUGAS DIREKSI COMMITTEES SUPPORTING THE FUNCTIONS AND
DUTIES OF THE BOARD OF DIRECTORS
Hingga akhir tahun 2025, Direksi Perseroan tidak/belum memiliki As of the end of 2025, the Company’s Board of Directors does not/
komite pendukung fungsi dan tugas Direksi. has not yet established any committees to support the functions
and duties of the Board of Directors.
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SEKRETARIS PERUSAHAAN
CORPORATE SECRETARY
“Sebagai organ pendukung Direksi, Sekretaris Perusahaan (Corporate Secretary) memegang peran strategis
dalam memastikan terlaksananya prinsip keterbukaan, kepatuhan terhadap peraturan perundang-undangan
di bidang Pasar Modal, serta penguatan praktik GCG. Sejalan dengan ketentuan POJK No. 35/POJK.04/2014
tentang Sekretaris Perusahaan Emiten atau Perusahaan Publik, Perseroan menunjuk Corporate Secretary
sebagai penghubung antara Perseroan dengan OJK, BEI, pemegang saham, investor, serta pemangku
kepentingan lainnya. Melalui fungsi koordinasi, pengelolaan keterbukaan informasi, penyelenggaraan RUPS,
serta dukungan terhadap efektivitas komunikasi korporat, Corporate Secretary berkontribusi dalam menjaga
reputasi, kredibilitas, dan akuntabilitas Perseroan secara berkelanjutan.”
As a supporting organ of the Board of Directors, the Corporate Secretary plays a strategic role in ensuring
transparency, compliance with capital market regulations, and the strengthening of GCG practices. In
accordance with POJK No. 35/POJK.04/2014 concerning Corporate Secretaries of Issuers or Public
Companies, the Company appoints a Corporate Secretary to act as a liaison between the Company and the FSA,
the IDX, shareholders, investors, and other stakeholders. Through its coordination function, management of
information disclosure, organization of General Meetings of Shareholders, and support for effective corporate
communication, the Corporate Secretary contributes to safeguarding the Company’s reputation, credibility,
and accountability on a sustainable basis.
Corporate Secretary Perseroan saat ini dijabat oleh Fedaus, yang The position of Corporate Secretary of the Company is currently
diputuskan dan ditetapkan berdasarkan Surat Keputusan Direksi held by Fedaus, as resolved and determined pursuant to the
PT Krakatau Steel (Persero) Tbk No. 109/DU-KS/Kpts/2025 Board of Directors Decree of PT Krakatau Steel (Persero) Tbk
tanggal 22 September 2025. Penunjukan ini telah disetujui oleh No. 109/DU-KS/Kpts/2025 dated 22 September 2025. This
Dewan Komisaris dan telah dilaporkan kepada OJK melalui surat appointment has been approved by the Board of Commissioners
No. 023/Corsec-KS/2025 tanggal 24 September 2025. and has been duly reported to the FSA through Letter No. 023/
Corsec-KS/2025 dated 24 September 2025.
PROFIL CORPORATE SECRETARY PROFILE OF THE CORPORATE SECRETARY
FEDAUS
Corporate Secretary
Dasar Hukum Pengangkatan Surat Keputusan Direksi No. 109/DU-KS/Kpts/2025 tanggal 22 September 2025
Legal Basis of Appointment Board of Directors Decree No. 109/DU-KS/Kpts/2025 dated September 22, 2025
Kewarganegaraan Indonesia
Citizenship
Domisili Tanggerang
Domicile
Usia 57 tahun
Age 57 years old
Riwayat Pendidikan Sarjana Ekonomi Manajemen dari Universitas Tarumanegara Jakarta (1992)
Education Background Bachelor of Economy Management from Universitas Tarumanegara Jakarta (1992)
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Riwayat Pekerjaan Direktur Utama PT Gunung Raja Paksi Tbk (GRP) – Gunung Garuda Group (2023 -2025)
Professional Background Director Corporate Affairs PT Gunung Raja Paksi Tbk (2020 - 2023)
Senior Manager Regulatory & External Engagement PT Bentoel International Investama Tbk (British
American Tobacco) (2016 – 2020)
Manager Regulatory Affairs PT Bentoel International Investama Tbk (2013 – 2015)
Sebelumnya, pernah menempati berbagai posisi di PT Multi Bintang Indonesia Tbk, PT Jakarta
Cakratunggal Steel Mills Co, PT Imexindo Oriental Shoes, PT Uni Makmur Electrica dan Percomp
Micro System (Apple Macintosh Agent).
President Director of PT Gunung Raja Paksi Tbk (GRP) – Gunung Garuda Group (2023 - 2025)
Director of Corporate Affairs of PT Gunung Raja Paksi Tbk (2020-2023)
Senior Regulatory & External Engagement Manager at PT Bentoel International Investama Tbk
(British American Tobacco) (2016 – 2020)
Regulatory Affairs Manager at PT Bentoel International Investama Tbk (2013 – 2015)
Previously, he served in various positions at PT Multi Bintang Indonesia Tbk, PT Jakarta Cakratunggal
Steel Mills Co, PT Imexindo Oriental Shoes, PT Uni Makmur Electrica, and Percomp Micro System
(Apple Macintosh Agent).
Rangkap Jabatan Tidak memiliki rangkap jabatan
Concurrent Position He does not hold concurrent positions.
Kepemilikan Saham Tidak memiliki saham Perseroan.
Shareholding He does not own any shares in the Company.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi, maupun dengan pemegang
Affiliation saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, members of the Board of
Directors, or the Company’s main/controlling shareholders.
Tugas dan Tanggung Jawab
Duties and Responsibilities
1. Mengikuti perkembangan pasar modal khususnya peraturan perundang-
undangan yang berlaku di bidang pasar modal.
2. Memberikan masukan kepada Direksi dan Dewan Komisaris mengenai
kepatuhan Perseroan terhadap ketentuan peraturan perundang-undangan di
bidang pasar modal.
3. Membantu Direksi dan Dewan Komisaris dalam pelaksanaan tata kelola
perusahaan yang meliputi:
• Keterbukaan informasi kepada masyarakat, termasuk ketersediaan
informasi terkini pada situs web Perseroan.
• Penyampaian laporan kepada OJK dan BEI tepat waktu.
• Penyelenggaraan dan dokumentasi RUPS.
• Penyelenggaraan dan dokumentasi rapat Direksi dan rapat gabungan
Direksi dan Dewan Komisaris, serta
• Pelaksanaan program orientasi bagi anggota Direksi dan/atau Dewan Komisaris baru.
4. Sebagai penghubung antara Perseroan dengan pemegang saham, OJK, dan pemangku kepentingan lainnya.
5. Menjaga kerahasiaan dokumen, data, dan informasi yang bersifat rahasia kecuali dalam rangka memenuhi kewajiban sesuai dengan
peraturan perundang-undangan.
6. Menginformasikan kepada Direksi dan Dewan Komisaris dalam hal terdapat peraturan perundang-undangan baru.
7. Membuat laporan berkala atas pelaksanaan tugasnya sekurang-kurangnya 1 (satu) kali dalam 1 (satu) tahun buku.
1. To follow the capital market update, especially laws and regulations applicable in the capital market.
2. To provide recommendations to the Board of Directors and Board of Commissioners regarding the Company’s compliance with the
provisions of laws and regulations in the capital market sector.
3. To assist the Board of Directors and Board of Commissioners in corporate governance implementation, including:
• Public information disclosure, including latest information availability on the Company’s official website.
• Submission of reports to the FSA and IDX in a timely manner.
• Organization and documentation of the GMS.
• Organization and documentation of the Board of Directors meetings and the Board of Directors and the Board of Commissioners
joint meetings, and
• Implementation of orientation program for the newly members of the Board of Directors and the Board of Commissioners.
4. To act as the contact person between the Company and the Shareholders, FSA, and other stakeholders.
5. To safeguard the confidentiality of documents, data, and information classified as confidential, except where disclosure is required
to fulfill obligations in accordance with prevailing laws and regulations.
6. To inform the Board of Directors and the Board of Commissioners of any newly enacted laws and regulations.
7. To prepare periodic reports on the implementation of his duties at least once in each financial year.
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Ringkasan Pelaksanaan Tugas Corporate secretary Tahun 2025
Summary of Corporate Secretary Activities in 2025
Sepanjang tahun 2025, Corporate Secretary telah melaksanakan
fungsi dan tanggung jawabnya secara efektif dalam mendukung
penerapan prinsip keterbukaan, kepatuhan regulasi, serta
penguatan praktik GCG. Dalam aspek kepatuhan Pasar Modal,
Corporate Secretary memastikan terselenggarana RUPS Tahunan
pada 25 Juni 2025 dan RUPS Luar Biasa pada 23 Desember 2025
sesuai ketentuan yang berlaku, termasuk pemenuhan kewajiban
keterbukaan informasi kepada OJK dan BEI. Corporate Secretary
juga menyelenggarakan Public Expose Insidentil pada 11 Juli 2025
serta Public Expose Tahunan pada 25 November 2025 sebagai
bentuk transparansi kinerja dan strategi Perseroan kepada
investor dan publik.
Dalam menjalankan peran sebagai liaison officer, Corporate Secretary secara aktif menjalin komunikasi dan koordinasi dengan
regulator dan pemangku kepentingan strategis, antara lain OJK, BEI, KSEI, KPEI, Kementerian BUMN, Danantara, serta instansi
terkait lainnya. Selain itu, Corporate Secretary mendukung efektivitas pengambilan keputusan melalui partisipasi dalam rapat
Direksi dan rapat gabungan Direksi dan Dewan Komisaris, termasuk penyusunan dan dokumentasi risalah rapat secara tertib
dan akuntabel.
Pada aspek pengelolaan informasi, Corporate Secretary memastikan ketepatan waktu penyampaian laporan berkala dan laporan
insidentil, melakukan pengkinian informasi pada situs web Perseroan, serta mengelola komunikasi korporat melalui berbagai
media publikasi. Corporate Secretary juga mengoordinasikan pelaporan kepemilikan saham Direksi dan Dewan Komisaris
sesuai ketentuan yang berlaku. Secara keseluruhan, pelaksanaan tugas Corporate Secretary tahun 2025 berkontribusi dalam
menjaga reputasi, kredibilitas, dan kepatuhan Perseroan terhadap regulasi Pasar Modal secara berkelanjutan.
Throughout 2025, the Corporate Secretary effectively carried out his functions and responsibilities in supporting the
implementation of transparency principles, regulatory compliance, and the strengthening of GCG practices. In terms of
capital market compliance, the Corporate Secretary ensured the proper convening of the Annual GMS on 25 June 2025 and
the Extraordinary GMS on 23 December 2025 in accordance with prevailing regulations, including the fulfillment of information
disclosure obligations to the FSA and IDX. The Corporate Secretary also organized an Incidental Public Expose on 11 July 2025
and the Annual Public Expose on 25 November 2025 as part of the Company’s commitment to transparency regarding its
performance and strategic direction to investors and the public.
In performing his role as liaison officer, the Corporate Secretary actively maintained communication and coordination with
regulators and key stakeholders, including FSA, IDX, KSEI, KPEI, the Ministry of State-Owned Enterprises, Danantara, and
other relevant institutions. In addition, the Corporate Secretary supported effective decision-making processes through
participation in Board of Directors meetings and joint meetings of the Board of Directors and the Board of Commissioners,
including the proper preparation and documentation of meeting minutes in an orderly and accountable manner.
With respect to information management, the Corporate Secretary ensured the timely submission of periodic and incidental
reports, updated information on the Company’s website, and managed corporate communications through various publication
channels. The Corporate Secretary also coordinated the reporting of share ownership by members of the Board of Directors
and the Board of Commissioners in accordance with applicable regulations. Overall, the implementation of the Corporate
Secretary’s duties in 2025 contributed to maintaining the Company’s reputation, credibility, and compliance with capital
market regulations on a sustainable basis.
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Program Pengembangan kompetensi Competence Development Program
Pada tahun 2025, Corporate Secretary mengikuti program In 2025, the Corporate Secretary participated in training/seminar
pelatihan/seminar dalam rangka meningkatkan kompetensi dan programs to develop his competency and knowledge to support
pengetahuannya untuk menunjang pelaksanaan tugas-tugasnya the implementation of his duties as follows:
sebagai berikut:
Pengembangan Kompetensi Sekretaris Perusahaan Corporate Secretary Competency Development in
Tahun 2025 2025
Tanggal Program Penyelenggara
No.
Date Program Organizer
1 4 November ACMF-ISSB Technical Joint Training Workshop for Corporate Preparers ACMF-ISSB - OJK
November 4
2 4 November ACMF-ICAEW Joint Workshop for Corporate Preparers ACMF-ICAEW - OJK
November 4
3 19 Desember Sosialisasi Regulasi dan system Pelaporan Perubahan Kepemilikan Saham OJK
December 19
ACMF : ASEAN Capital Markets Forum
ISSB : International Sustainability Standards Board
ICAEW : Institute of Chartered Accountants in England and Wales
OJK : Otoritas Jasa Keuangan | Financial Services Authority
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DIVISI AUDIT INTERNAL
INTERNAL AUDIT DIVISION
“Divisi Audit Internal memiliki peran strategis sebagai lini ketiga dalam sistem pengendalian internal dan
manajemen risiko Perseroan yang menjalankan fungsi independent assurance atas efektivitas tata kelola,
Manajemen Risiko, dan Pengendalian Internal. Divisi Audit Internal memiliki tugas utama merencanakan,
mengorganisasikan, mengoordinasikan, dan mengendalikan proses perumusan sasaran serta rencana
strategis audit, melaksanakan audit pada seluruh unit bisnis, memonitor tindak lanjut hasil audit internal
maupun eksternal, serta memberikan rekomendasi perbaikan sebagai konsultan internal bagi manajemen.
Dengan dukungan struktur organisasi yang terdiri atas fungsi RC&D Audit, Operational Audit, dan Commercial
Audit, Divisi Audit Internal memastikan pelaksanaan Program Kerja Audit Tahunan (PKAT), audit non-PKAT,
serta pendampingan atas pemeriksaan eksternal dapat berjalan efektif guna mendukung pencapaian tujuan
Perseroan secara akuntabel dan berkelanjutan.”
“The Internal Audit Division plays a strategic role as the third line within the Company’s Internal Control and Risk
Management System, performing an independent assurance function over the effectiveness of governance,
Risk management, and Internal Control. The Internal Audit Division’s primary duties include planning, organizing,
coordinating, and controlling the formulation of audit objectives and strategic plans; conducting audits
across all business units; monitoring the follow-up of both internal and external audit findings; and providing
improvement recommendations as an internal consultant to management. Supported by an organizational
structure comprising the RC&D Audit, Operational Audit, and Commercial Audit functions, the Internal Audit
Division ensures the effective implementation of the Annual Audit Work Program (PKAT), non-PKAT audits, as
well as assistance in external audit processes, in order to support the achievement of the Company’s objectives
in an accountable and sustainable manner.”
Divisi Audit Internal dipimpin oleh seorang Head of Internal Audit The Internal Audit Division is led by a Head of Internal Audit who
yang diangkat dan diberhentikan oleh Direksi dengan persetujuan is appointed and dismissed by the Board of Directors with the
Dewan Komisaris, sesuai dengan ketentuan peraturan approval of the Board of Commissioners, in accordance with the
perundang-undangan yang berlaku di bidang pasar modal dan prevailing capital market regulations and corporate governance
tata kelola perusahaan. Head of Internal Audit bertanggung requirements. The Head of Internal Audit reports directly to the
jawab langsung kepada Direktur Utama serta memiliki akses President Director and has independent communication access
komunikasi yang independen kepada Dewan Komisaris dan/atau to the Board of Commissioners and/or the Audit Committee in
Komite Audit dalam pelaksanaan tugasnya. carrying out his/her duties.
Setiap pengangkatan, pemberhentian, atau penggantian Any appointment, dismissal, or replacement of the Head of
Head of Internal Audit dilaporkan kepada OJK dan diumumkan Internal Audit is reported to the FSA and disclosed to the public
kepada publik sesuai ketentuan yang berlaku, guna memastikan in accordance with applicable regulations, in order to ensure
akuntabilitas, transparansi, dan independensi fungsi Audit accountability, transparency, and the independence of the
Internal dalam mendukung penerapan GCG. Internal Audit function in supporting the GCG implementation.
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PROFIL HEAD OF INTERNAL AUDIT PROFILE OF THE HEAD OF INTERNAL AUDIT
RAMA THESANA SETIAWAN
Head of Internal Audit
Dasar Hukum Pengangkatan • Surat Persetujuan Dewan Komisaris PT KS Nomor 30/KOM-KS/IV/2025 tanggal 30 April 2025
Legal Basis of Appointmet • Surat Keputusan Direksi No. 63/DU-KS/Kpts/2025 tanggal 30 April 2025
• Approval Letter of the Board of Commissioners No. 30/KOM-KS/IV/2025 dated April 30, 2025
• Board of Directors Decree No. 63/DU-KS/Kpts/2025 dated April 30, 2025
Kewarganegaraan Indonesia
Citizenship
Domisili Cilegon
Domicile
Usia 38 tahun
Age 38 years old
Riwayat Pendidikan • Magister Manajemen Konsentrasi Manajemen Keuangan dari Universitas Padjadjaran (2008-2010).
Education Background • Sarjana Pertanian dari Universitas Padjadjaran (2004-2008).
• Master of Management, with a concentration in Financial Management from Universitas
Padjadjaran (2008–2010).
• Bachelor of Agriculture from Universitas Padjadjaran (2004–2008).
Riwayat Pekerjaan Berkarir di PT Krakatau Steel (Persero) Tbk sejak 2012 dengan posisi sebagai berikut:
Professional Background • Head of Internal Audit (2025 - saat ini)
• Operational Audit Manager (2022 - 2025)
• Sr Auditor Operational (2020 - 2022)
• Sr Auditor Commercial (2017 - 2020)
• Auditor Commercial (2013 - 2017)
• Auditor Komersial (Ors) (2012 - 2013)
Career History at PT Krakatau Steel (Persero) Tbk since 2012 with the following positions:
• Head of Internal Audit (2025 – present)
• Operational Audit Manager (2022 – 2025)
• Senior Operational Auditor (2020 – 2022)
• Senior Commercial Auditor (2017 – 2020)
• Commercial Auditor (2013 – 2017)
• Commercial Auditor (Ors) (2012 – 2013)
Rangkap Jabatan Tidak memiliki rangkap jabatan
Concurrent Position He does not hold concurrent positions.
Kepemilikan Saham Tidak memiliki saham Perseroan.
Shareholding He does not own any shares in the Company.
Hubungan Afiliasi Tidak memiliki hubungan afiliasi baik dengan Dewan Komisaris, Direksi, maupun dengan pemegang
Affiliation saham utama/pengendali.
He has no affiliation with members of the Board of Commissioners, members of the Board of
Directors, or the Company’s main/controlling shareholders.
Sertifikasi dan Afiliasi Profesional • Qualified Internal Auditor (QIA) Certification dari Dewan Sertifikasi QIA (2019)
Certifications and Professional • Certified Corporate Risk Analyst (CCRA) dari Government Internal Audit Corporate University BPKP
Affiliations (2024)
• Qualified Internal Auditor (QIA) Certification from the QIA Certification Board (2019)
• Certified Corporate Risk Analyst (CCRA), Government Internal Audit Corporate University – BPKP
(2024)
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Kedudukan dan Struktur Organisasi Divisi Audit Position and Organizational Structure of the Internal
Internal Audit Division
Secara struktural, Divisi Audit Internal berada di bawah Structurally, the Internal Audit Division operates under the direct
langsung pengawasan dan bertanggung jawab kepada Direktur supervision of and is accountable to the President Director.
Utama. Struktur organisasi Divisi Audit Internal disusun untuk The organizational structure of the Internal Audit Division is
memastikan pelaksanaan fungsi assurance dan konsultasi designed to ensure that its assurance and consulting functions
berjalan secara efektif, independen, dan selaras dengan are carried out effectively, independently, and in alignment with
kompleksitas kegiatan usaha Perseroan. the complexity of the Company’s business activities.
Struktur organisasi Internal Audit Division sesuai dengan SK The organizational structure of the Internal Audit Division, in
Direksi Nomor 449/Dir.SDM-KS/Kpts/2021 yang masih berlaku accordance with the Board of Directors Decree No. 449/Dir.
sampai tahun 2025 dapat dijelaskan melalui bagan berikut: SDM-KS/Kpts/2021, which remained in effect through 2025, is
illustrated in the following diagram:
Struktur Organisasi Internal Audit Division Organizational Structure of the Internal Audit Division
Board of Commissioners
Dewan Komisaris
Head of Internal Audit
Group Leader
Research, Controlling
& Dev. Audit
Sr Auditor
Research, Controlling
& Dev. Audit
Auditor
Research, Controlling
& Dev. Audit
Officer
Internal Audit
Database
Operational
Audit Commercial Audit Manager
Manager
Sr Auditor Sr Auditor
Operational Commercial
Auditor Auditor Commercial
Operational
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Sesuai dengan struktur organisasi tersebut, Divisi Audit Internal In accordance with the organizational structure, the Internal
di Perseroan terdiri atas 3 (tiga) unit/departemen, yaitu: Audit Division of the Company consists of 3 (three) units/
departments, namely:
1. Group RC&D Audit, 1. Group RC&D Audit,
2. Operational Audit Department, dan 2. Operational Audit Department, and
3. Commercial Audit Department. 3. Commercial Audit Department.
Struktur ini dirancang untuk memastikan cakupan audit yang This structure is designed to ensure comprehensive audit
komprehensif, baik atas aspek operasional, komersial, maupun coverage across operational and commercial aspects, as well as
pengembangan sistem dan metodologi audit internal. the development of internal audit systems and methodologies.
Profil Karyawan Divisi Audit Internal Internal Audit Division Employee Profile
Tabel Kebutuhan dan Realisasi SDM Divisi Audit Internal Manning Table of Internal Audit Division
Manning Pendidikan Usia (tahun)
Education Age (years old)
No. Posisi (%) Sertifikasi
Position Certification
Tabel Aktual S2 S1 <36 36- 41-45
Table Actual Master Bachelor 40
1 Head of Internal Audit 1 1 (0) 100 1 - 2 - 1 -
Officer IA Database 1 1 (0) 100 - 1 11) 1 - -
Staf IA Division2) 1 1 (0) 100 - 1 - 1 - -
2 Operational Audit Mgr. 1 1 (0) 100 - 1 2 - - 1
Sr. Auditor Operational 5 2 (3) 40 1 1 3 - 2 -
Auditor Operational 2 2 (0) 100 - 2 1 - 2 -
3 Commercial Audit Mgr. 1 1 (0) 100 - 1 2 - 1 -
Sr. Auditor Commercial 5 1 (3) 20 - 1 - - 1 -
Auditor Commercial 2 2 (0) 100 - 2 2 1 - 1
4 Group Leader RC&D 1 0 (1) 0 - - - - - -
Sr. Auditor RC&D 1 1 (0) 100 - 1 1 - 1 -
Auditor RCD 1 0 (1) 0 - - - - - -
TOTAL 22 13 (9) 59 2 11 14 3 8 2
1) Telah mendapatkan sertifikasi audit tingkat dasar (Program QIA - Qualified Internal Auditor)
Has obtained a basic-level audit certification (QIA – Qualified Internal Auditor Program)
2) Kotak temporary
Temporary box
Berdasarkan formasi organisasi (manning table), Divisi Audit Based on the organizational formation (manning table), the
Internal dirancang untuk didukung oleh 21 (dua puluh satu) Internal Audit Division is designed to be supported by 21 (twenty-
karyawan yang terdiri atas 1 (satu) Head of Internal Audit, 2 (dua) one) employees consisting of 1 (one) Head of Internal Audit, 2
Manager Audit, dan 1 (satu) posisi setingkat Manager yaitu Group (two) Audit Managers, and 1 (one) Manager-level position, namely
Leader. Masing-masing Manager Audit mengoordinasikan tim the Group Leader. Each Audit Manager coordinates an audit
audit yang terdiri atas 5 (lima) Senior Auditor dan 2 (dua) Auditor. team comprising 5 (five) Senior Auditors and 2 (two) Auditors.
Selain itu, Head of Internal Audit juga membawahi 1 (satu) Group In addition, the Head of Internal Audit oversees 1 (one) Group
Leader Research, Controlling & Development (RC&D) Audit yang Leader Research, Controlling & Development (RC&D) Audit who
mengoordinasikan 1 (satu) Senior Auditor RC&D Audit, 1 (satu) coordinates 1 (one) Senior RC&D Auditor, 1 (one) RC&D Auditor,
Auditor RC&D Audit, serta 1 (satu) Officer Internal Audit Database. and 1 (one) Internal Audit Database Officer.
Pada tahun 2025, Divisi Audit Internal didukung oleh 13 (tiga In 2025, the Internal Audit Division was supported by 13 (thirteen)
belas) karyawan yang terdiri atas 1 (satu) Head of Internal Audit, employees consisting of 1 (one) Head of Internal Audit, 2 (two)
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2 (dua) Manager, 1 (satu) Senior RC&D Audit, 3 (tiga) Senior Managers, 1 (one) Senior RC&D Auditor, 3 (three) Senior Auditors,
Auditor, 4 (empat) Auditor, 1 (satu) Officer Database Internal Audit 4 (four) Auditors, 1 (one) Internal Audit Database Officer, and 1
dan 1 (satu) Staf Divisi Internal Audit. (one) IA Division Staff.
Komposisi SDM tersebut mencerminkan kombinasi kompetensi This human resource composition reflects a combination
teknis audit, Pengendalian Internal, Manajemen Risiko, serta of competencies in technical auditing, Internal Control,
penguasaan sistem dan database audit. Dari sisi tingkat Risk Management, as well as audit systems and database
pendidikan, karyawan Divisi Audit Internal didominasi oleh lulusan management. In terms of educational background, the majority
Strata 1 (S1) dan Strata 2 (S2), yang didukung dengan kepemilikan of employees in the Internal Audit Division hold Bachelor’s (S1) and
sertifikasi profesional seperti Qualified Internal Auditor (QIA). Master’s (S2) degrees, supported by professional certifications
such as Qualified Internal Auditor (QIA).
Dari aspek demografis, profil usia karyawan menunjukkan distribusi From a demographic perspective, the age profile of employees
yang seimbang antara auditor senior yang berpengalaman shows a balanced distribution between experienced senior
dan auditor yang lebih muda, sehingga memungkinkan auditors and younger auditors, enabling knowledge transfer,
terjadinya transfer pengetahuan, keberlanjutan kompetensi, sustainability of competencies, and continuous strengthening of
serta penguatan kapabilitas audit secara berkesinambungan. audit capabilities.
Pengembangan Kompetensi dan Sertifikasi Profesi Professional Development and Certification Program
Auditor Internal for Internal Auditors
Dalam rangka memastikan terpenuhinya standar kompetensi To ensure compliance with auditor competency standards and
auditor serta menjawab dinamika perkembangan bisnis dan to respond to the dynamics of business development and system
perubahan sistem yang memengaruhi operasional Perseroan, changes affecting the Company’s operations, the Internal Audit
Divisi Audit Internal secara konsisten melaksanakan program Division consistently implements continuous professional
pengembangan kompetensi dan sertifikasi profesi secara development and certification programs. These initiatives are
berkelanjutan. Program ini selaras dengan ketentuan Peraturan aligned with the Regulation of the Minister of SOEs No. PER-
Menteri BUMN No. PER-2/MBU/03/2023 serta Surat Keputusan 2/MBU/03/2023 and the Decree of the Deputy for Finance
Deputi Bidang Keuangan dan Manajemen Risiko Kementerian and Risk Management of the Ministry of SOEs No. SK-3/DKU.
BUMN No. SK-3/DKU.MBU/05/2023 mengenai komposisi dan MBU/05/2023 concerning the composition and qualifications of
kualifikasi organ pengelola risiko di lingkungan BUMN. risk management organs within SOEs.
Upaya peningkatan kompetensi dilakukan melalui pengembangan Competency enhancement efforts are carried out through
profesional berkelanjutan guna memastikan auditor memiliki continuous professional development to ensure that auditors
pengetahuan, keterampilan, dan kapabilitas yang memadai untuk possess adequate knowledge, skills, and capabilities to optimally
menjalankan fungsi assurance dan konsultasi secara optimal. perform assurance and consulting functions. In addition to
Selain mengikuti program sertifikasi, auditor juga berpartisipasi certification programs, auditors also participate in various
dalam berbagai kegiatan pelatihan, seminar, workshop, training programs, seminars, workshops, knowledge-sharing
knowledge sharing, benchmarking, dan Focus Group Discussion sessions, benchmarking activities, and Focus Group Discussions
(FGD). (FGD).
Program sertifikasi dilaksanakan melalui kerja sama dan Certification programs are conducted through collaboration
partisipasi pada lembaga profesional seperti Yayasan Pendidikan and participation with professional institutions such as the
Internal Audit (YPIA), forum FKSPI, IIA Indonesia, Komite Audit SPI Internal Audit Education Foundation (YPIA), FKSPI forums,
KS Group, serta program masterclass BUMN School of Excellence IIA Indonesia, the SPI KS Group Audit Committee, and the SOE
(BSE). Selain itu, auditor juga mengikuti sertifikasi profesional School of Excellence (BSE) masterclass program. In addition,
seperti CA (Chartered Accountant) yang diselenggarakan oleh IAI auditors pursue professional certifications such as CA
serta CCRA (Certified Corporate Risk Analyst) oleh BPKP. (Chartered Accountant) organized by the Indonesian Institute of
Accountants (IAI) and CCRA (Certified Corporate Risk Analyst)
organized by BPKP.
Divisi Audit Internal Perseroan juga aktif memperluas networking The Company’s Internal Audit Division also actively expands its
melalui Sinergi SPI KS Group dalam bentuk Internal Audit networking through the KS Group SPI Synergy initiative in the
Terintegrasi. Selain itu, Divisi Audit Internal kerap menjadi form of Integrated Internal Audit. In addition, the Internal Audit
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tempat studi banding dan benchmark dari fungsi Audit Internal Division frequently serves as a reference for comparative studies
Anak Perusahaan. Salah satu kegiatan sharing knowledge and benchmarking by the Internal Audit functions of Subsidiaries.
dilaksanakan pada 12 November 2025 dengan fungsi Audit One knowledge-sharing activity was conducted on 12 November
Internal dan manajemen PT Krakatau Pipe Industries (PT KPI). 2025 with the Internal Audit function and management of PT
Krakatau Pipe Industries (PT KPI).
Melalui penguatan kompetensi, sertifikasi, dan sinergi tersebut, Through strengthening competencies, professional
Divisi Audit Internal berkomitmen untuk terus meningkatkan certifications and synergy, the Internal Audit Division remains
profesionalisme, menjaga independensi, serta memperkuat committed to continuously enhancing professionalism,
kualitas pengawasan internal guna mendukung tata kelola maintaining independence, and reinforcing the quality of internal
perusahaan yang efektif dan berkelanjutan. oversight in support of effective and sustainable corporate
governance.
Program pengembangan kompetensi yang diikuti personel Divisi The competency development programs attended by Internal
Audit Internal tahun 2025 adalah sebagai berikut: Audit Division personnel in 2025 are as follows:
Program peningkatan kompetensi dan sertifikasi Internal Audit Internal Audit Competency Development and Certification
tahun 2025 Program in 2025
Tanggal Program Penyelenggara
No.
Date Program Organizer
1 11 Januari Pelatihan Kepemimpinan Krakatau Steel Group Grup 1 Kopassus
January 11 Krakatau Steel Group Leadership Training
2 21 Januari Seminar “Peran Dewan Komisaris dalam Aspek Hukum Laporan Keuangan dan IKAI
January 21 Laporan Tahunan Perusahaan”
Seminar “The Role of the Board of Commissioners in the Legal Aspects of Corporate
Financial Statements and Annual Reports”
3 3 Maret Penerapan ICOFR dalam rangka penguatan sektor jasa keuangan OJK
March 3 Implementation of ICOFR to Strengthen the Financial Services Sector
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Tanggal Program Penyelenggara
No.
Date Program Organizer
4 24 April Sertifikasi Qualified Internal Auditor Tingkat Lanjutan YPIA
April 24 Qualified Internal Auditor Certification – Advanced Level
5 15 Mei Seminar Implementasi GRC melalui penerapan Three Lines Models menuju kinerja FKSPI Jawa Barat - Banten
May 15 optimal
Seminar on GRC Implementation through the Three Lines Model toward Optimal
Performance
6 19 Mei Sertifikasi Qualified Internal Auditor Tingkat Manajerial YPIA
May 19 Qualified Internal Auditor Certification – Managerial Level
7 26 Juni E-Learning Peningkatan Pemahaman Gratifikasi Pusat Edukasi Antikorupsi
June 26 E-Learning on Enhancing Understanding of Gratification KPK
8 29 Juli Knowledge Sharing Library Café BPKP: Kepemimpinan Risiko: Katalisator BPKP
July 29 Suksesnya Pembangunan Nasional
BPKP Library Café Knowledge Sharing: Risk Leadership as a Catalyst for Successful
National Development
9 27 Agustus Webinar Transformasi Organisasi melalui Budaya Organisasi Trisakti School of
August 27 Webinar on Organizational Transformation through Organizational Culture Management
10 4 Oktober Webinar Mitigasi Risiko PPh dalam PMK 2025 IAMI Banten
October 4 Webinar on PPh Risk Mitigation under the 2025 Minister of Finance Regulation (PMK)
11 17 Oktober Artificial Intelligence dalam Perencanaan Audit FKSPI Komisariat Asuransi
October 17 Artificial Intelligence in Audit Planning Negara dan Jasa Keuangan
12 23 Oktober Sertifikasi Qualified Internal Auditor Tingkat Dasar YPIA
October 23 Qualified Internal Auditor Certification – Basic Level
13 31 Oktober Webinar Digital Forensics in Internal Audit From Data To Evidence Pusdiklatwas BPKP
October 31 Webinar on Digital Forensics in Internal Audit: From Data to Evidence
14 12 November Knowledge Sharing Bersama PT KPI Internal Audit PT KPI
November 12 Knowledge Sharing with PT KPI
15 18 Desember Certified Corporate Risk Analyst (CCRA) Pusdiklatwas BPKP
December 18 Certified Corporate Risk Analyst (CCRA)
Kopassus : Komando Pasukan Khusus TNI AD | Indonesian Army Special Forces Command
IKAI : Ikatan Komite Audit Indonesia | Indonesian Audit Committee Association
OJK : Otoritas Jasa Keuangan | Financial Services Authority
YPIA : Yayasan Pendidikan Internal Audit | Internal Audit Education Foundation
FKSPI : Forum Komunikasi Satuan Pengawasan Internal | Internal Audit Communication Forum
KPK : Komisi Pemberantasan Korupsi | Corruption Eradication Commission
BPKP : Badan Pengawas Keuangan dan Pembangunan | Financial and Development Supervisory Agency
IAMI : Institut Akuntan Manajemen Indonesia | Indonesian Institute of Management Accountants
Pusdiklatwas BPKP : Pusat Pendidikan dan Pelatihan Pengawasan Badan Pengawasan Keuangan dan Pembangunan |
Education and Training Center for Supervision – Financial and Development Supervisory Agency
Tugas dan Fungsi Duties and Functions
Tugas dan fungsi Divisi Audit Internal adalah sebagai berikut: The duties and functions of the Internal Audit Division are as
follows:
1. Merencanakan, mengorganisasikan, mengkoordinasikan dan 1. To plan, organize, coordinate, and control the formulation of
mengendalikan aktivitas perumusan sasaran dan rencana internal audit objectives and strategic plans.
strategis internal audit.
2. Pelaksanaan audit pada seluruh unit bisnis Perseroan. 2. To conduct audits across all business units of the Company.
3. Monitoring tindaklanjut rekomendasi hasil audit dari internal 3. To monitor the follow-up of audit recommendations issued
maupun eksternal auditor. by both internal and external auditors.
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4. Konsultan internal bagi manajemen Perseroan dengan 4. To act as an internal consultant to management by producing
menghasilkan laporan yang memuat rekomendasi atau audit reports containing recommendations or alternative
alternatif solusi mengenai keandalan sistem pengendalian solutions regarding the reliability of the internal control
internal, kepatuhan terhadap peraturan dan perundangan system, compliance with applicable laws and regulations,
yang berlaku dan kecukupan pelaksanaan Manajemen and the adequacy of Risk Management implementation in
Risiko guna peningkatan efisiensi, efektivitas dan kinerja order to enhance efficiency, effectiveness, and corporate
perusahaan. performance.
5. Menentukan strategi pelaksanaan audit internal anak 5. To determine the strategy for the implementation of internal
perusahaan PT KS, merumuskan prinsip audit internal audits within PT KS subsidiaries, formulate internal audit
yang mencakup metodologi audit dan langkah pelaksanaan principles including audit methodologies and quality control
pengendalian mutu serta memantau pelaksanaan audit procedures, and monitor the implementation of internal
internal pada masing-masing anak perusahaan PT KS. audits in each PT KS subsidiary.
Informasi lebih rinci tentang tugas dan fungsi dari masing- More detailed information regarding the duties and functions of
masing departemen Divisi Audit Internal adalah sebagai berikut: each department within the Internal Audit Division is as follows:
Group RC&D Audit Group RC&D Audit
Merencanakan, mengorganisasikan, mengkoordinasikan dan Responsible for planning, organizing, coordinating, and controlling
mengendalikan aktivitas penelitian dan pengembangan sistem research and development activities related to internal audit
dan program audit internal, pembuatan Rencana Jangka Panjang systems and programs, including the preparation of the Internal
(RJP) Audit Internal, pembuatan PKAT, penyusunan anggaran Audit Long-Term Plan (RJP), the Annual Audit Work Program (PKAT),
audit internal, mengevaluasi Sistem Pengendalian Internal and the internal audit budget. The unit also evaluates the Company’s
Perseroan, evaluasi dan update WI serta pengembangan database Internal Control System, reviews and updates Work Instructions
Internal Audit, penelitian kebenaran/kelayakan informasi (WI), develops the Internal Audit database, verifies the validity
whistleblower, pengendalian tindak lanjut hasil audit eksternal and feasibility of whistleblower information, controls the follow-
dan internal, pengendalian permintaan asistensi/ konsultasi up of internal and external audit findings, manages assistance/
auditee, counterpart external auditor, pelaporan aktivitas internal consultation requests from auditees, acts as counterpart to
audit, pelaporan SMKS, peningkatan kompetensi internal auditor external auditors, prepares internal audit activity reports and
serta pengukuran kinerja dan hasil audit dari internal auditor, SMKS reports, enhances internal auditor competencies, measures
kerumahtanggaan audit internal, serta networking kelembagaan internal auditor performance and audit results, manages internal
audit, secara efektif dan efisien untuk peningkatan kinerja audit administration, and conducts institutional networking to
internal audit dalam menunjang kinerja Perseroan. improve the effectiveness and performance of the Internal Audit
function in supporting the Company’s performance.
Operational Audit Operational Audit
Merencanakan, mengorganisasikan, mengkoordinasikan Responsible for planning, organizing, coordinating, and
dan mengendalikan aktivitas pelaksanaan audit pada obyek controlling the implementation of audits covering operational,
operasional, strategis dan fraud audit di bidang operasional dan strategic, and fraud audit objects in the areas of operations,
informasi teknologi serta proyek, mengevaluasi dan menetapkan information technology, and projects. This unit evaluates and
status tindak lanjut rekomendasi, konsultan internal bagi determines the status of follow-up on recommendations and
manajemen Perseroan, dengan menghasilkan laporan hasil acts as an internal consultant to management by producing
audit yang memuat rekomendasi atau alternatif solusi mengenai audit reports containing recommendations or alternative
keandalan sistem pengendalian intern, kepatuhan terhadap solutions regarding the reliability of the internal control system,
peraturan dan perundangan yang berlaku serta kecukupan compliance with applicable laws and regulations, and the
pelaksanaan Manajemen Risiko guna peningkatan efisiensi, adequacy of Risk Management implementation to enhance
efektivitas, dan kinerja Perseroan. efficiency, effectiveness, and overall Company performance.
Commercial Audit Commercial Audit
Merencanakan, mengorganisasikan, mengkoordinasikan Responsible for planning, organizing, coordinating, and
dan mengendalikan aktivitas pelaksanaan audit pada objek controlling the implementation of audits covering operational,
operasional, strategis dan fraud audit di bidang komersial strategic, and fraud audit objects in commercial areas
(pemasaran, logistik, keuangan dan HRD), mengevaluasi dan (marketing, logistics, finance, and HR). The unit evaluates and
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menetapkan status tindak lanjut rekomendasi, konsultan internal determines the status of follow-up on recommendations and
bagi manajemen Perseroan, dengan menghasilkan laporan hasil serves as an internal consultant to management by issuing audit
audit yang memuat rekomendasi atau alternatif Solusi mengenai reports containing recommendations or alternative solutions
keandalan sistem pengendalian intern, kepatuhan terhadap regarding the reliability of internal control systems, compliance
peraturan dan perundangan yang berlaku serta kecukupan with applicable laws and regulations, and the adequacy of Risk
pelaksanaan Manajemen Risiko guna peningkatan efisiensi, Management implementation in order to improve efficiency,
efektivitas, dan kinerja Perseroan. effectiveness, and Company performance.
Piagam Audit Internal Internal Audit Charter
Divisi Audit Internal telah memiliki Piagam Audit Internal (Internal The Internal Audit Division has established an Internal Audit
Audit Charter) yang disusun mengacu pada ketentuan Pasal 70 Charter prepared in accordance with Article 70 paragraph (1) of
ayat (1) Permen BUMN 2/2023. the Permen BUMN 2/2023.
Secara garis besar Piagam Audit Internal memuat visi, misi, In general, the Internal Audit Charter sets forth the vision
struktur dan kedudukan, wewenang, tugas dan tanggung jawab, and mission, structure and position, authority, duties and
persyaratan dan profesionalisme auditor, pertanggungjawaban, responsibilities of the internal audit unit, auditor qualifications
larangan perangkapan tugas dan jabatan, standar pelaksanaan and professionalism requirements, accountability, prohibition of
pekerjaan, tata cara pelaksanaan audit serta kode etik auditor dual roles and positions, work implementation standards, audit
internal. procedures, and the internal auditor code of ethics.
Digitalisasi Pengawasan melalui Sistem Informasi Audit Internal “New e-Iamas”
Digitalization of Oversight through the “New e-Iamas” Internal Audit Information System
Sebagai bagian dari penguatan fungsi assurance dan
transformasi tata kelola, Divisi Audit Internal telah
memanfaatkan aplikasi New E-IAMAS (Electronic - Internal
Audit Management System), yaitu Sistem Informasi Internal
Audit berbasis internet yang mendukung proses audit secara
terintegrasi dan real-time.
Melalui sistem ini, seluruh temuan dan rekomendasi audit
dikodifikasi sehingga memungkinkan proses mapping dan
tracing dilakukan secara akurat, terdokumentasi, dan mudah
dipantau. “New E-IAMAS” mendukung seluruh siklus audit,
mulai dari perencanaan, pelaksanaan audit dan consulting,
hingga pemantauan tindak lanjut hasil audit.
Digitalisasi ini memperkuat peran Internal Audit tidak hanya sebagai assurance provider, tetapi juga sebagai trusted advisor
yang memberikan early warning, nilai tambah, serta mendukung pengambilan keputusan manajemen secara lebih komprehensif
dan tepat waktu.
As part of strengthening the assurance function and governance transformation, the Internal Audit Division has utilized the
New E-IAMAS (Electronic Internal Audit Management System), an internet-based Internal Audit Information System that
supports an integrated and real-time audit process.
Through this system, all audit findings and recommendations are codified, enabling accurate mapping and tracing that are
well-documented and easily monitored. “New E-IAMAS” supports the entire audit cycle, from audit planning and execution
(assurance and consulting) to the monitoring of follow-up actions.
This digitalization initiative reinforces the role of Internal Audit not only as an assurance provider, but also as a trusted advisor
that delivers early warning, value-added insights, and supports more comprehensive and timely management decision-
making.
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Tampilan dashboard aplikasi New E-IAMAS
New E-IAMAS Application Dashboard Interface
Laporan Pelaksanaan Tugas dan Tanggung Jawab Report on the Implementation of Duties and
Divisi Audit Internal Tahun 2025 Responsibilities of the Internal Audit Division in 2025
Pelaksanaan kegiatan audit internal tahun 2025 dilaksanakan The implementation of internal audit activities in 2025 was
berdasarkan Program Kerja Audit Tahunan (PKAT) 2025 yang carried out based on the 2025 Annual Audit Work Program
disusun secara komprehensif dan berbasis risiko. PKAT (PKAT), which was prepared comprehensively using a risk-based
mencakup audit pada area komersial dan operasional, serta approach. The PKAT covers audits in both commercial and
dirancang untuk mengakomodasi kebutuhan dan arahan Dewan operational areas and is designed to accommodate the needs
Komisaris dan/atau Direksi. Program ini juga memberikan and directives of the Board of Commissioners and/or the Board
fleksibilitas dalam mengantisipasi kondisi khusus dan isu of Directors. The program also provides flexibility to anticipate
strategis yang memerlukan perhatian manajemen. specific conditions and strategic issues requiring management
attention.
Pelaksanaan audit dilakukan oleh Divisi Audit Internal dengan Audit activities were conducted by the Internal Audit
pendekatan Risk Based Audit (RBA), dengan mempertimbangkan Division using a Risk Based Audit (RBA) approach, taking into
profil risiko korporasi (Corporate Risk), RJPP, RKAP 2025, consideration the Corporate Risk profile, the RJPP, the 2025
masukan dari Direktur Utama dan Direksi, serta permintaan Annual Work Plan and Budget (RKAP), inputs from the President
Dewan Komisaris melalui Komite Audit. Selain audit reguler, Divisi Director and the Board of Directors, as well as requests from
Audit Internal juga melaksanakan audit yang bersifat mandatory, the Board of Commissioners through the Audit Committee.
antara lain audit pengelolaan persediaan, audit atas pelaksanaan In addition to regular audits, the Internal Audit Division also
program PEN terkait penerbitan OWK, audit Peningkatan performed mandatory audits, including inventory management
Penggunaan Produk Dalam Negeri (P3DN), serta evaluasi atas audits, audits of the PEN program related to OWK issuance,
efektivitas Sistem Pengendalian Internal, Manajemen Risiko, dan audits on the Increased Use of Domestic Products (P3DN), and
proses Tata Kelola Perusahaan sebagai bagian dari pemenuhan evaluations of the effectiveness of the Internal Control System,
ketentuan peraturan perundang-undangan. Risk Management, and Corporate Governance processes as part
of compliance with applicable laws and regulations.
Penetapan prioritas objek audit dilakukan melalui perencanaan The prioritization of audit objects was determined through Risk
berbasis risiko (Risk Based Planning) dengan mempertimbangkan Based Planning by considering risk levels, operational complexity,
tingkat risiko, kompleksitas kegiatan, serta ketersediaan and the availability of resources, particularly the capacity and
sumber daya, khususnya kapasitas dan jumlah auditor internal. number of internal auditors. This approach aims to ensure that
Pendekatan ini bertujuan untuk memastikan bahwa setiap unit each work unit has identified and managed inherent risks within
kerja telah mengidentifikasi dan mengelola risiko yang melekat its activities, including appropriate mitigation measures to
pada aktivitasnya, termasuk langkah mitigasi yang diperlukan minimize potential losses.
guna meminimalkan potensi kerugian.
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Sebelum Laporan Hasil Audit (LHA) diterbitkan, Divisi Audit Prior to the issuance of the Audit Report (LHA), the Internal
Internal terlebih dahulu melakukan pembahasan dengan auditee Audit Division conducted discussions with the auditee to obtain
untuk memperoleh klarifikasi dan tanggapan atas temuan audit. clarification and responses to audit findings. The LHA was
LHA selanjutnya disampaikan kepada Direktur Utama, Direktur subsequently submitted to the President Director, the relevant
terkait, serta Komite Audit. Tindak lanjut atas rekomendasi Directors, and the Audit Committee. Follow-up actions on
audit internal maupun eksternal dipantau secara berkala oleh recommendations from both internal and external audits were
Divisi Audit Internal, khususnya melalui fungsi RC&D Group, monitored periodically by the Internal Audit Division, particularly
yang berkoordinasi dengan koordinator tindak lanjut di masing- through the Group RC&D function, which coordinates with
masing Direktorat guna memastikan penyelesaian rekomendasi designated follow-up coordinators in each Directorate to ensure
secara tepat waktu dan efektif. timely and effective implementation of recommendations.
Pada tahun 2025, Divisi Audit Internal telah melaksanakan tugas In 2025, the Internal Audit Division carried out its duties and
dan tanggung jawabnya sesuai dengan PKAT 2025, dengan responsibilities in accordance with the 2025 PKAT, achieving
capaian kinerja yang mencerminkan komitmen terhadap performance results that reflect its commitment to strengthening
penguatan Pengendalian Internal, Manajemen Risiko, dan Tata Internal Controls, Risk Management, and Corporate Governance.
Kelola Perusahaan.
Sejalan dengan tema transformasi dan penguatan fundamental In line with the Company’s transformation agenda and efforts to
Perseroan, peran Divisi Audit Internal menjadi semakin strategis strengthen its fundamentals, the role of the Internal Audit Division
dalam memastikan setiap inisiatif perbaikan, efisiensi, dan has become increasingly strategic in ensuring that improvement
optimalisasi berjalan dalam koridor tata kelola yang sehat. initiatives, efficiency measures, and optimization programs are
Melalui pendekatan berbasis risiko dan pengawasan yang adaptif, implemented within a sound governance framework. Through its
Divisi Audit Internal turut berkontribusi dalam memperkuat risk-based and adaptive oversight approach, the Internal Audit
fondasi operasional dan finansial Perseroan guna mendukung Division contributes to reinforcing the Company’s operational
keberlanjutan usaha jangka panjang. and financial foundations to support long-term business
sustainability.
Hasil Sasaran Kerja Unit Divisi Audit Internal Tahun Internal Audit Division Work Unit Performance Targets
2025 Achievement in 2025
Capaian
Capaian
No. KPM1) KPI2) Target Achievement
Achievement
(%)
1 Mandatory Adjusted EBITDA (USD juta) -20,75 -57,38 0
Adjusted EBTDA (USD million)
2 Meminimalkan pengeluaran operating expense di 492,0 360,00 110
lingkungan Division (USD ribu)
Minimizing operating expenses within the Division
(USD thousand)
3 Peningkatan kompetensi melalui sertifikasi/ 100 100 100
pelatihan/workshop/sharing dalam rangka
pengembangan profesional berkelanjutan (%)
Competency enhancement through certification,
training, workshops, and knowledge sharing as part
of continuous professional development (%)
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Capaian
Capaian
No. KPM1) KPI2) Target Achievement
Achievement
(%)
4 Melaksanakan Audit Jumlah penyelesaian Laporan Hasil Audit (LHA/LHE/ 8 9 110
Perusahaan LHK)
Execution of Corporate Audits Number of completed Audit Result Reports (LHA/
LHE/LHK)
5 Pendampingan penyelesaian LHA/LHK Audit 2 18 110
Eksternal
Assistance in the completion of External Audit
Findings (LHA/LHK)
6 Evaluasi efektivitas pengendalian internal 1 1 100
perusahaan, Manajemen Risiko dan proses tata kelola
perusahaan
Evaluation of the effectiveness of the Company’s
internal control system, risk management, and
corporate governance processes
7 Laporan Konsultasi, Menjalankan Fungsi Asistensi, Konsultasi, dan 30 54 110
Pendampingan Early Warning Katalisator
& Informasi Manajemen Implementation of Assistance, Consultation, and
Consultation Reports, Catalyst functions
Early Warning Assistance &
Management Information
8 Pelaporan/ Progres Tindak Terselesaikannya Tindak Lanjut Audit Eksternal dan 100 100 100
Lanjut Audit Internal (%)
Audit Follow-up Reporting / Completion rate of follow-up actions on External and
Progress Internal Audit findings (%)
9 Efektivitas Audit Internal Efektivitas pelaksanaan Internal Audit (%) 100 165,92 110
Internal Audit Effectiveness Effectiveness of Internal Audit implementation (%)
10 Peningkatan Kompetensi Peningkatan kompetensi melalui sertifikasi/ 100 100 100
Competency Development pelatihan/workshop/seminar dalam rangka
pengembangan profesional bekelanjutan
Competency enhancement through certification,
training, workshops, and seminars as part of
continuous professional development
11 Penerapan Internal Control Monitoring dan evaluasi atas Penerapan ICoFR 100 100 100
over Financial Report (ICoFR) Monitoring and evaluation of the implementation of
Implementation of Internal Internal Control over Financial Reporting (ICoFR)
Control over Financial
Reporting (ICoFR)
12 Strategi Pelaksanaan Audit Melakukan penyusunan Program Kerja Audit Tahunan 2 2 100
Internal (PKAT) dan sinergi Pengawasan Intern KS Group
Internal Audit Execution Preparation of the Annual Internal Audit Work
Strategy Program (PKAT) and strengthening Internal Audit
synergy within the KS Group
1) KPM : Key Performance Metrics | Metrik Kinerja Utama
2) KPI : Key Performance Indicators | Indikator Kinerja Utama
Selama tahun 2025 Divisi Audit Internal menerbitkan Laporan Throughout 2025, the Internal Audit Division issued Internal
Audit Intern/Laporan Pelaksanaan dan Pokok Hasil Audit Audit Reports / Reports on the Implementation and Key Results
Intern pada Triwulan I, Triwulan II (Semester 1), Triwulan III dan of Internal Audits for Quarter I, Quarter II (Semester I), Quarter
Triwulan IV (tahunan) sesuai dengan Petunjuk Teknis Pelaporan III, and Quarter IV (annual), in accordance with the Technical
Manajemen Risiko Badan Usaha Milik Negara Nomor SK-7/ Guidelines for Risk Management Reporting for State-Owned
DKU.MBU/10/2023 tanggal 26 Oktober 2023 dan secara rutin Enterprises as stipulated in Decree No. SK-7/DKU.MBU/10/2023
melakukan penyampaian laporan tersebut melalui situs web dated 26 October 2023. These reports were regularly submitted
https://satu.bumn.go.id/egrc. through the website https://satu.bumn.go.id/egrc.
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Tampilan pelaporan melalui website Satu BUMN
Reporting Interface through the Satu BUMN Website
Selain itu, Divisi Audit Internal juga telah menyampaikan Laporan In addition, the Internal Audit Division has also submitted the
Pelaksanaan dan Pokok Hasil Audit Intern sesuai dengan Report on the Implementation and Key Results of Internal Audits
Pedoman Strategis Penyusunan Rencana Kerja dan Anggaran in accordance with the Strategic Guidelines for the Preparation of
Perusahaan (RKAP) 2026 Anak Perusahaan PT Danantara Asset the 2026 Corporate Work Plan and Budget (RKAP) of Subsidiaries
Management (Persero) Nomor SR.122/DI-DAM/DO/2025 tanggal of PT Danantara Asset Management (Persero) No. SR.122/DI-
19 September 2025. Dalam pedoman tersebut, format pelaporan DAM/DO/2025 dated 19 September 2025. Under these guidelines,
Audit Internal telah diatur dengan mencantumkan antara lain: the Internal Audit reporting format is required to include, among
others:
1. Laporan Pokok hasil Audit dan pemantauan tindak lanjut 1. Reports on key audit findings and the monitoring of audit
audit; follow-up actions;
2. Laporan khusus temuan audit internal yang berpotensi 2. Special reports on internal audit findings that may endanger
membahayakan kelangsungan usaha; business continuity;
3. Hasil pengujian pengendalian internal (Internal Control 3. Internal Control Testing; and
Testing); dan
4. Loss Event Database. 4. Loss Event Database.
Terkait dengan peran Divisi Audit Internal dalam pendampingan In relation to the role of the Internal Audit Division in assisting
dan tindak lanjut hasil audit eksternal oleh Badan Pemeriksa and following up on external audit results conducted by the
Keuangan Republik Indonesia (BPK RI), Divisi Audit Internal Audit Board of the Republic of Indonesia (BPK RI), the Internal
berperan sebagai koordinator dan katalisator dalam kegiatan Audit Division acts as a coordinator and catalyst in monitoring
monitoring tindak lanjut rekomendasi audit. Hingga 31 Desember the follow-up of audit recommendations. As of 31 December
2025, PT Krakatau Steel (Persero) Tbk telah menyampaikan dan 2025, PT Krakatau Steel (Persero) Tbk had submitted and
memenuhi penyelesaian tindak lanjut melalui Sistem Informasi completed the follow-up actions through the BPK RI Follow-up
Pemantauan Tindak Lanjut (SIPTL) BPK RI pada 19 Desember Monitoring Information System (SIPTL) on 19 December 2025,
2025, serta melalui media penyimpanan data digital (Google as well as through digital data storage media (Google Drive),
Drive), atas Laporan Hasil Pemeriksaan (LHP) Kepatuhan atas for the Audit Report on Compliance with the Management and
Pengelolaan dan Pertanggungjawaban Keuangan Tahun 2018– Accountability of Financial Management for the 2018–2020
2020 pada PT Krakatau Steel (Persero) Tbk dan Anak Perusahaan period at PT Krakatau Steel (Persero) Tbk and its Subsidiaries
serta Instansi Terkait lainnya di DKI Jakarta, Banten, dan and other related institutions in DKI Jakarta, Banten, and South
Kalimantan Selatan, sebanyak 24 (dua puluh empat) rekomendasi Kalimantan, covering 24 (twenty-four) audit recommendations.
temuan.
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Selain itu, pada waktu yang sama Perseroan juga menyampaikan At the same time, the Company also submitted the completion
penyelesaian tindak lanjut atas LHP Pemeriksaan BPK RI atas of follow-up actions related to the BPK RI Audit Report on the
Pengelolaan Beban Pokok Pendapatan dan Investasi pada PT Management of Cost of Revenue and Investments at PT Krakatau
Krakatau Steel (Persero) Tbk Tahun Buku 2015 dan 2016 di Cilegon Steel (Persero) Tbk for Fiscal Years 2015 and 2016 in Cilegon and
dan Badan Usaha Terkait, sebanyak 2 (dua) rekomendasi temuan. related business entities, covering 2 (two) audit recommendations.
Penyampaian penyelesaian tindak lanjut tersebut juga telah The completion of these follow-up actions was also submitted
dilakukan secara langsung kepada BPK RI pada 22 Desember directly to BPK RI on 22 December 2025. Accordingly, the
2025. Dengan demikian, Perseroan saat ini menunggu hasil Company is currently awaiting the results of the follow-up
pemantauan tindak lanjut Semester I dan/atau Semester II Tahun monitoring for Semester I and/or Semester II of 2025 from
2025 dari BPK RI. BPK RI.
Selain dengan BPK RI, Divisi Audit Internal juga melaksanakan In addition to BPK RI, the Internal Audit Division also provided
pendampingan terhadap auditor eksternal lainnya, yaitu Badan assistance to other external auditors, namely the Financial and
Pengawasan Keuangan dan Pembangunan (BPKP) serta Kantor Development Supervisory Agency (BPKP) and Public Accounting
Akuntan Publik (KAP) RSM. Firm (KAP) RSM.
Berikut disampaikan rincian kegiatan pendampingan terhadap The following section presents the details of assistance provided
auditor eksternal yang dilakukan oleh Divisi Audit Internal. by the Internal Audit Division to external auditors.
Tim Auditor Eksternal Perihal
No.
External Auditor Team Subject
1 Badan Pemeriksa Keuangan Republik Laporan Hasil Pemeriksaan Nomor 40/AUDITAMA VII/PDTT/12/2017
Indonesia (BPK RI) Audit Report No. 40/AUDITAMA VII/PDTT/12/2017
Audit Board of the Republic of Indonesia (BPK
Laporan Hasil Pemeriksaan Nomor 19/AUDITAMA VII/PDTT/04/2021 di
RI)
Kementerian BUMN yang terkait PT KS
Audit Report No. 19/AUDITAMA VII/PDTT/04/2021 at the Ministry of State-Owned
Enterprises related to PT KS
Laporan Hasil Pemeriksaan Nomor 6/AUDITAMA VII/PDTT/02/2023
Audit Report No. 6/AUDITAMA VII/PDTT/02/2023
2 Badan Pengawasan Keuangan dan Nomor PE.12.03/LHP-6/D4032/2/2024 tanggal 29 Januari 2024
Pembangunan (BPKP) No. PE.12.03/LHP-6/D4032/2/2024 dated 29 January 2024
Financial and Development Supervisory
Nomor PE.05.03/LHP-113/D4032/2/2024 tanggal 8 Oktober 2024
Agency (BPKP)
No. PE.05.03/LHP-113/D4032/2/2024 dated 8 October 2024
Nomor PE.09.03/LHP-201/D4032/2/2024 tanggal 27 Desember 2024
No. PE.09.03/LHP-201/D4032/2/2024 dated 27 December 2024
Nomor PE.12.03/LHP-95/D5032/2/2025 Tanggal 24 September 2025
No. PE.12.03/LHP-95/D5032/2/2025 dated 24 September 2025
3 KAP (RSM Indonesia) Audit Laporan Keuangan PT Krakatau Steel (Persero) Tbk Group periode 31
blic Accounting Firm (RSM Indonesia) Desember 2025
Audit of the Financial Statements of PT Krakatau Steel (Persero) Tbk Group as of
31 December 2025
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Pendampingan terhadap Auditor Eksternal tahun 2025 Assistance to External Auditors in 2025
Fungsi Konsultansi oleh Divisi Audit Internal Consulting Function of the Internal Audit Division
Selain menjalankan fungsi assurance, Divisi Audit Internal pada In addition to performing its assurance function, the Internal
tahun 2025 juga melaksanakan fungsi konsultansi sebagai Audit Division in 2025 also carried out consulting activities
bagian dari peran strategis dalam mendukung peningkatan as part of its strategic role in supporting the enhancement
efektivitas manajemen risiko, pengendalian internal, dan tata of risk management effectiveness, internal control, and
kelola perusahaan. Fungsi konsultansi tersebut dilaksanakan corporate governance. The consulting function is conducted
secara independen dan objektif, tanpa mengambil alih tanggung in an independent and objective manner, without assuming
jawab manajemen serta tetap menjaga prinsip non-intervensi management responsibilities and while maintaining the principle
terhadap proses operasional. of non-intervention in operational processes.
Pelaksanaan fungsi konsultansi dilakukan baik berdasarkan The implementation of the consulting function is carried out
permintaan manajemen maupun atas inisiatif Divisi Audit either based on management requests or on the initiative of the
Internal dengan mempertimbangkan hasil pemetaan risiko Internal Audit Division, taking into account risk mapping results
serta kebutuhan organisasi. Kegiatan konsultansi mencakup and organizational needs. Consulting activities include providing
pemberian masukan dalam penyusunan dan penyempurnaan input on the development and improvement of policies and
kebijakan dan prosedur, reviu atas rancangan sistem dan proses procedures, reviewing system designs and business processes,
bisnis, pendampingan dalam penguatan pengendalian internal, assisting in strengthening internal controls, and facilitating
serta fasilitasi identifikasi dan penilaian risiko pada berbagai risk identification and assessment for various programs and
program maupun proyek strategis. strategic projects.
Sepanjang tahun 2025, Divisi Audit Internal juga berperan aktif Throughout 2025, the Internal Audit Division also played an active
memberikan advisory terkait implementasi manajemen risiko role in providing advisory services related to the implementation
terintegrasi, peningkatan maturitas pengendalian internal, serta of integrated risk management, improving internal control
harmonisasi praktik tata kelola di lingkungan Perseroan dan maturity, and harmonizing governance practices across the
entitas anak. Melalui pendekatan kolaboratif, fungsi konsultansi Company and its subsidiaries. Through a collaborative approach,
diarahkan untuk menghasilkan solusi yang aplikatif dan bernilai the consulting function is aimed at delivering practical and value-
tambah sekaligus mendorong terbentuknya budaya sadar risiko added solutions while fostering a risk awareness culture across
(risk awareness culture) di seluruh lini organisasi. all levels of the organization.
Untuk memastikan kualitas dan akuntabilitas pelaksanaan To ensure the quality and accountability of consulting
fungsi konsultansi, setiap penugasan didokumentasikan secara engagements, each assignment is properly documented in
memadai sesuai dengan mekanisme yang berlaku. Dengan accordance with the applicable mechanisms. While maintaining
tetap menjaga independensi dan integritas, Divisi Audit Internal independence and integrity, the Internal Audit Division remains
berkomitmen untuk terus meningkatkan kualitas layanan committed to continuously improving the quality of its consulting
konsultansi guna mendukung pencapaian tujuan strategis services in order to support the achievement of the Company’s
Perseroan secara efektif, efisien, dan berkelanjutan. strategic objectives in an effective, efficient, and sustainable
manner.
Sepanjang tahun 2025, Divisi Audit Internal telah memberikan 54 Throughout 2025, the Internal Audit Division provided 54 (fifty-
(lima puluh empat) layanan konsultansi kepada manajemen. four) consulting services to management.
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SISTEM PENGENDALIAN INTERNAL
INTERNAL CONTROL SYSTEM
“Sistem pengendalian pnternal Perseroan merupakan suatu kerangka pengendalian yang dirancang dan
diterapkan secara terintegrasi dalam seluruh aktivitas organisasi, serta menjadi bagian yang melekat dalam
setiap tindakan manajemen dan karyawan. Sistem ini berfungsi sebagai mekanisme pengendalian yang
memastikan seluruh kegiatan usaha berjalan secara tertib, terukur, dan sesuai dengan prinsip GCG.”
“The Company’s internal control system constitutes a control framework designed and implemented in
an integrated manner across all organizational activities and is embedded in every action undertaken by
management and employees. This system functions as a control mechanism to ensure that all business activities
are conducted in an orderly, measurable manner and in accordance with the GCG principles.”
Perseroan memandang bahwa sistem pengendalian internal yang The Company views a robust internal control system as a critical
kuat merupakan fondasi penting dalam menjaga kesinambungan foundation for maintaining operational continuity and achieving
operasional dan pencapaian target strategis. Implementasi its strategic targets. The implementation of internal control is
pengendalian internal tidak hanya berorientasi pada kepatuhan, not solely compliance-oriented but also aims to enhance the
tetapi juga pada efektivitas proses bisnis, perlindungan aset, effectiveness of business processes, safeguard assets, and
serta keandalan informasi yang digunakan dalam pengambilan ensure the reliability of information used in decision-making.
keputusan.
Pengendalian Internal atas Pelaporan Keuangan Internal Control over Financial Reporting (ICoFR)
(ICoFR)
Berdasarkan Peraturan Menteri BUMN Nomor PER-2/ Based on the Regulation of the Minister of SOEs No. PER-2/
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan MBU/03/2023 concerning Guidelines for Governance and
Korporasi Signifikan Badan Usaha Milik Negara, khususnya Significant Corporate Activities of State-Owned Enterprises,
Pasal 69, disebutkan bahwa sistem pengendalian intern particularly Article 69, it is stipulated that the internal control
dalam implementasi manajemen risiko mencakup antara system in the implementation of risk management includes,
lain pengendalian atas pelaporan keuangan serta kegiatan among others, controls over financial reporting and operational
operasional yang akurat dan tepat waktu. activities that are accurate and timely.
Sejalan dengan ketentuan tersebut, Internal Control over In line with this regulation, Internal Control over Financial
Financial Reporting (ICoFR) menjadi salah satu elemen penting Reporting (ICoFR) constitutes an important component of the
dalam sistem pengendalian internal Perseroan yang bertujuan Company’s internal control system, aimed at providing reasonable
untuk memberikan keyakinan memadai (reasonable assurance) assurance that the financial statements are prepared reliably
bahwa laporan keuangan telah disusun secara andal dan bebas and are free from material misstatement, thereby enhancing the
dari salah saji material, sehingga dapat meningkatkan tingkat level of confidence among users of the financial statements.
kepercayaan para pengguna laporan keuangan.
Implementasi ICoFR di lingkungan BUMN mengacu pada Petunjuk The implementation of ICoFR within SOEs refers to the Technical
Teknis Pengendalian Internal atas Pelaporan Keuangan (ICoFR) Guidelines for Internal Control over Financial Reporting (ICoFR)
BUMN Nomor SK-5/DKU.MBU/11/2024 tanggal 11 November 2024. for State-Owned Enterprises No. SK-5/DKU.MBU/11/2024 dated
Dalam kerangka tersebut, pemantauan kinerja BUMN antara lain 11 November 2024. Within this framework, the performance
dilakukan melalui pengkajian kinerja keuangan yang tercermin monitoring of SOEs is carried out, among others, through the
dalam laporan keuangan. Penerapan Three Lines Model menjadi assessment of financial performance as reflected in the financial
pendekatan yang membantu memperjelas struktur dan proses statements. The application of the Three Lines Model serves
pengendalian dalam organisasi guna mendukung pencapaian as an approach that helps clarify organizational structures and
tujuan perusahaan serta memperkuat praktik tata kelola dan processes in supporting the achievement of corporate objectives
manajemen risiko. and strengthening governance and risk management practices.
Secara umum, implementasi ICoFR terdiri atas enam tahapan In general, the implementation of ICoFR follows six lifecycle
siklus (lifecycle), yaitu: stages, namely:
1. Perancangan (design), 1. Design,
2. Implementasi dan pemantauan berkelanjutan, 2. Implementation and continuous monitoring,
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3. Evaluasi, 3. Evaluation,
4. Remediasi, 4. Remediation,
5. Pelaporan, dan 5. Reporting, and
6. Asurans ICoFR oleh praktisi eksternal. 6. ICoFR assurance by external practitioners.
Dalam kerangka Three Lines Model, Divisi Audit Internal sebagai Within the Three Lines Model, the Internal Audit Division acts as
lini ketiga berperan dalam memberikan jasa asurans dan the third line, providing independent and objective assurance and
konsultasi yang independen dan objektif. Objektivitas merupakan consulting services. Objectivity represents an impartial mental
sikap mental yang tidak memihak, yang memungkinkan auditor attitude that enables internal auditors to make professional
internal memberikan penilaian profesional dalam menjalankan judgments in fulfilling their responsibilities and achieving the
tanggung jawabnya serta mencapai tujuan fungsi audit internal. objectives of the internal audit function.
Peran Divisi Audit Internal dalam tahapan implementasi ICoFR The role of the Internal Audit Division in the implementation
antara lain sebagai berikut: stages of ICoFR includes the following:
1. Tahap Perancangan 1. Design Stage
Divisi Audit Internal memberikan masukan dan konsultasi The Internal Audit Division provides input and consultation in
dalam penentuan ruang lingkup implementasi ICoFR. determining the scope of ICoFR implementation.
2. Tahap Evaluasi 2. Evaluation Stage
Divisi Audit Internal mengevaluasi efektivitas implementasi The Internal Audit Division evaluates the effectiveness of
ICoFR melalui Test of Design (TOD) dan Test of Operating ICoFR implementation through Test of Design (TOD) and Test
Effectiveness (TOE). of Operating Effectiveness (TOE).
3. Tahap Remediasi 3. Remediation Stage
Divisi Audit Internal memberikan konsultasi secara The Internal Audit Division provides independent and
independen dan objektif terkait perbaikan rancangan objective consultation regarding improvements to control
pengendalian serta melakukan evaluasi ulang atas hasil design and re-evaluates the results of remediation through
remediasi melalui pengujian TOD dan TOE. TOD and TOE testing.
4. Tahap Pelaporan 4. Reporting Stage
Divisi Audit Internal menyusun laporan hasil evaluasi atas The Internal Audit Division prepares reports on the evaluation
efektivitas implementasi ICoFR. results of the effectiveness of ICoFR implementation.
5. Tahap Asurans oleh Praktisi Eksternal 5. External Assurance Stage
Divisi Audit Internal menyampaikan laporan hasil evaluasi The Internal Audit Division submits the evaluation report to
kepada praktisi eksternal sebagai bagian dari proses external practitioners as part of the independent assurance
pemberian asurans independen. process.
Pengendalian Keuangan dan Operasional Financial and Operational Controls
Pengendalian keuangan dan operasional Perseroan merupakan The Company’s financial and operational controls refer to a
serangkaian tindakan dan prosedur yang dirancang dan series of actions and procedures designed and implemented to
diimplementasikan untuk memastikan pengelolaan sumber ensure the effective management of financial and operational
daya keuangan dan operasional secara efektif. Pengendalian resources. These controls aim to safeguard the Company’s
ini bertujuan untuk melindungi aset perusahaan, menjamin assets, ensure the reliability of financial information, and support
keandalan informasi keuangan, serta mendukung pencapaian the achievement of established operational objectives.
tujuan operasional yang telah ditetapkan.
Perseroan telah menerapkan berbagai mekanisme pengendalian The Company has implemented various financial control
keuangan yang mencakup kebijakan, prosedur, dan praktik measures consisting of policies, procedures, and practices
yang dirancang untuk menjamin integritas, keandalan, serta designed to ensure the integrity, reliability, and availability of
ketersediaan informasi keuangan. Penerapan pengendalian financial information. These controls include, among others,
tersebut antara lain meliputi pemisahan fungsi (segregation of segregation of duties, transaction authorization, accurate
duties), persetujuan transaksi, pencatatan dan pelaporan yang recording and reporting, the implementation of internal audits,
akurat, pelaksanaan audit internal, serta pemantauan kepatuhan and monitoring compliance with applicable financial policies and
terhadap kebijakan dan peraturan keuangan yang berlaku. regulations.
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Selain itu, Perseroan juga menerapkan berbagai inisiatif Furthermore, the Company has also implemented various
pengendalian operasional yang bertujuan untuk mengelola risiko operational control initiatives aimed at managing risks and
serta memastikan efisiensi dan efektivitas kegiatan operasional. ensuring operational efficiency and effectiveness. These
Langkah-langkah pengendalian tersebut mencakup identifikasi control measures include risk identification and management,
dan pengelolaan risiko, pengukuran kinerja, penetapan performance measurement, the establishment of operational
kebijakan dan prosedur operasional, pengendalian inventaris policies and procedures, inventory and stock control, production
dan persediaan, pengelolaan produksi dan logistik, serta and logistics management, as well as quality control.
pengendalian kualitas.
Kesesuaian Sistem Pengendalian Internal dengan Compliance of the Internal Control System with the
COSO Framework COSO Framework
Perseroan menerapkan sistem pengendalian internal yang The Company implements an internal control system that refers
mengacu pada kerangka kerja The Committee of Sponsoring to the framework of the Committee of Sponsoring Organizations
Organizations of the Treadway Commission (COSO). Dalam of the Treadway Commission (COSO). Under the COSO framework,
kerangka COSO, pengendalian keuangan dan operasional financial and operational controls fall within the Control Activities
merupakan bagian dari komponen Kegiatan Pengendalian component, which constitutes one of the five core components
(Control Activities), yang menjadi salah satu dari lima komponen of the internal control system.
utama sistem pengendalian internal.
Implementasi sistem pengendalian internal Perseroan telah The implementation of the Company’s internal control system
diselaraskan dengan lima komponen COSO, yaitu: has been aligned with the five COSO components, namely:
1. Lingkungan Pengendalian (Control Environment) 1. Control Environment
Perseroan menegaskan komitmen terhadap integritas dan The Company affirms its commitment to integrity and ethical
nilai etika melalui penerapan kebijakan dan standar perilaku, values through the implementation of policies and codes
struktur organisasi yang jelas, pembagian kewenangan dan of conduct, a clear organizational structure, well-defined
tanggung jawab yang tegas, serta penegakan akuntabilitas di authority and responsibilities, and the enforcement of
seluruh jenjang organisasi. accountability at all organizational levels.
2. Penilaian Risiko (Risk Assessment) 2. Risk Assessment
Perseroan menetapkan tujuan yang terukur, melakukan The Company establishes measurable objectives, conducts
identifikasi dan analisis risiko termasuk risiko kecurangan risk identification and analysis, including fraud risk, and
(fraud), serta mengevaluasi dampak perubahan signifikan evaluates the impact of significant changes in the business
dalam lingkungan bisnis. environment.
3. Aktivitas Pengendalian (Control Activities) 3. Control Activities
Pengendalian dirancang dan dikembangkan secara Controls are systematically designed and developed,
sistematis, termasuk pengendalian atas pemanfaatan including controls over the use of information technology,
teknologi informasi, serta diimplementasikan melalui and are implemented through documented policies and
kebijakan dan prosedur yang terdokumentasi. procedures.
4. Informasi dan Komunikasi (Information and Communication) 4. Information and Communication
Perseroan memastikan tersedianya informasi yang relevan The Company ensures the availability of relevant and reliable
dan andal untuk mendukung pengambilan keputusan, serta information to support decision-making and establishes
membangun mekanisme komunikasi internal dan eksternal effective internal and external communication mechanisms.
yang efektif.
5. Pemantauan (Monitoring) 5. Monitoring
Evaluasi atas efektivitas sistem pengendalian dilakukan The effectiveness of the internal control system is evaluated
secara berkelanjutan dan melalui penilaian terpisah, on an ongoing basis and through separate assessments,
termasuk identifikasi dan pelaporan atas kelemahan including the identification and reporting of control
pengendalian (deficiencies) untuk segera ditindaklanjuti. deficiencies for prompt follow-up.
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Selain mengacu pada COSO 2013 dan COSO ERM 2017, In addition to referring to COSO 2013 and COSO ERM 2017, the
implementasi Sistem Pengendalian Internal dan Manajemen implementation of the Company’s Internal Control and Risk
Risiko Perseroan juga diselaraskan dengan Permen BUMN Management Systems is also aligned with the Permen BUMN
2/2023. 2/2023.
STRUKTUR SISTEM PENGENDALIAN INTERN COSO COSO 2013 AND COSO ERM 2017 INTERNAL CONTROL
2013 DAN COSO ERM 2017 SYSTEM STRUCTURE
Komponen Prinsip Penerapan
Components Principles of Implementation
Lingkungan Pengendalian 1. Menunjukkan komitmen terhadap integritas dan nilai-nilai etika
Control Environment 2. Melakukan pengawasan yang bertanggung jawab
3. Menetapkan struktur, wewenang, dan tanggung jawab
4. Menunjukkan komitmen terhadap kompetensi
5. Menegakkan akuntabilitas
1. Demonstrates commitment to integrity and ethical values
2. Exercises responsible oversight
3. Establishes structure, authority, and responsibilities
4. Demonstrates commitment to competence
5. Enforces accountability
Penilaian Risiko 1. Menentukan tujuan yang sesuai
Risk Assessment 2. Identifikasi dan analisis risiko
3. Penilaian risiko atas fraud
4. Identifikasi dan analisis perubahan yang signifikan
1. Specifies suitable objectives
2. Identifies and analyzes risks
3. Assesses fraud risk
4. Identifies and analyzes significant changes
Aktivitas Pengendalian 1. Pemilihan dan pengembangan kegiatan pengendalian
Control Activities 2. Pemilihan dan pengembangan pengendalian terhadap teknologi
3. Implementasi melalui kebijakan dan prosedur
1. Selects and develops control activities
2. Selects and develops technology controls
3. Deploys through policies and procedures
Informasi dan Komunikasi 1. Menggunakan informasi yang relevan
Information and Communication 2. Komunikasi secara internal
3. Komunikasi secara eksternal
1. Uses relevant information
2. Communicates internally
3. Communicates externally
Pemantauan 1. Melakukan evaluasi berkelanjutan dan/atau terpisah
Monitoring 2. Mengevaluasi dan mengkomunikasikan “deficiencies” (kelemahan)
1. Conducts ongoing and/or separate evaluations
2. Evaluates and communicates deficiencies
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Evaluasi Efektivitas Sistem Pengendalian Internal Evaluation of the Effectiveness of the Internal Control
System
Sepanjang tahun 2025, sistem pengendalian internal Perseroan Throughout 2025, the Company’s internal control system was
dinilai telah berjalan secara memadai dan efektif. Divisi Audit assessed as having operated adequately and effectively. The
Internal melaksanakan penilaian atas Pengendalian Internal, Internal Audit Division conducted assessments of Internal
Manajemen Risiko, dan proses Tata Kelola Perusahaan sesuai Control, Risk Management, and Corporate Governance processes
dengan ketentuan peraturan perundang-undangan dan kebijakan in accordance with applicable laws and regulations as well as
internal berbasis COSO Internal Control – Integrated Framework. internal policies based on the COSO Internal Control – Integrated
Framework.
Evaluasi dilakukan pada tingkat entitas (entity level) dengan The evaluation was carried out at the entity level by assessing
menilai seluruh komponen Pengendalian Internal dan Manajemen all components of the Internal Control and Risk Management
Risiko beserta atribut dan fokus pengendaliannya. Penilaian systems, including their respective attributes and focus areas.
ini bertujuan untuk memastikan bahwa sistem pengendalian This assessment aims to ensure that the internal control system
internal mampu mendukung: is capable of supporting:
1. Efektivitas dan efisiensi operasional; 1. Operational effectiveness and efficiency;
2. Pencapaian strategi dan tujuan bisnis; 2. The achievement of strategic objectives and business goals;
3. Keandalan pelaporan keuangan; dan 3. The reliability of financial reporting; and
4. Kepatuhan terhadap hukum dan peraturan yang berlaku. 4. Compliance with applicable laws and regulations.
Hasil evaluasi menjadi dasar bagi manajemen dalam melakukan The evaluation results serve as the basis for management in
perbaikan berkelanjutan (continuous improvement) terhadap undertaking continuous improvement of the Internal Control and
Sistem Pengendalian Internal dan Manajemen Risiko. Risk Management Systems.
Pernyataan Direksi dan Dewan Komisaris atas Statement of the Board of Directors and Board of
Kecukupan Sistem Pengendalian Internal Commissioners on the Adequacy of the Internal
Control System
Berdasarkan hasil evaluasi yang telah dilakukan, Dewan Komisaris Based on the evaluation conducted, the Board of Commissioners
dan Direksi menyatakan bahwa sistem pengendalian internal and the Board of Directors stated that the Company’s internal
Perseroan pada tahun 2025 telah memadai. Sistem tersebut control system in 2025 was adequate. The system is considered
diyakini mampu memberikan tingkat keyakinan yang memadai capable of providing reasonable assurance regarding the
(reasonable assurance) atas perlindungan aset, efektivitas safeguarding of assets, the effectiveness of Risk Management,
Manajemen Risiko, serta kepatuhan terhadap ketentuan yang and compliance with applicable regulations.
berlaku.
Dewan Komisaris dan Direksi secara berkala melakukan The Board of Commissioners and the Board of Directors
peninjauan atas efektivitas sistem pengendalian internal dan periodically review the effectiveness of the internal control
melakukan penyesuaian apabila diperlukan, sejalan dengan system and make necessary adjustments in line with changes
dinamika lingkungan bisnis dan perkembangan regulasi. in the business environment and regulatory developments. This
Komitmen ini menunjukkan keseriusan Perseroan dalam commitment reflects the Company’s dedication to maintaining
menjaga kualitas tata kelola dan memperkuat pengendalian sound governance practices and continuously strengthening its
internal secara berkelanjutan. internal control framework.
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MANAJEMEN RISIKO
RISK MANAGEMENT
“Dalam fase konsolidasi dan stabilisasi operasional Tahun Buku 2025, Perseroan menempatkan Manajemen Risiko
sebagai instrumen strategis untuk menjaga ketahanan usaha dan memastikan keberlanjutan kinerja. Di tengah
dinamika industri baja global, tekanan likuiditas, kewajiban restrukturisasi, serta meningkatnya ekspektasi
terhadap aspek ESG, Perseroan mengelola risiko secara terintegrasi dan disiplin guna menyeimbangkan peluang
pertumbuhan dengan pengendalian eksposur risiko, sehingga mampu menciptakan nilai jangka panjang bagi
pemegang saham dan pemangku kepentingan.”
“During the consolidation and operational stabilization phase of the 2025 Financial Year, the Company
positioned Risk Management as a strategic instrument to safeguard business resilience and ensure sustainable
performance. Amid the dynamics of the global steel industry, liquidity pressures, restructuring obligations,
and rising expectations regarding ESG aspects, the Company manages risks in an integrated and disciplined
manner to balance growth opportunities with controlled risk exposure, thereby creating long-term value for
shareholders and stakeholders.”
Pada Tahun Buku 2025, Perseroan terus memperkuat penerapan During the 2025 Financial Year, the Company continued to
Manajemen Risiko sebagai bagian integral dari GCG serta sebagai strengthen the implementation of Risk Management as an
pilar dalam menjaga keberlanjutan usaha. integral part of GCG and as a pillar in safeguarding business
sustainability.
Tahun 2025 merupakan periode konsolidasi dan stabilisasi The year 2025 marked a period of consolidation and operational
operasional pasca penyelesaian recovery fasilitas Finishing stabilization following the completion of the recovery of the
Mill Pabrik HSM#1 yang telah memasuki fase operasi normal. Finishing Mill facility at the HSM#1 Plant, which has entered
Pemulihan tersebut menjadi tonggak penting dalam peningkatan its normal operational phase. This recovery represented an
utilisasi kapasitas produksi dan penguatan struktur biaya. important milestone in improving production capacity utilization
and strengthening the Company’s cost structure.
Di tengah perbaikan kinerja operasional, Perseroan tetap Amid improving operational performance, the Company
menghadapi tantangan eksternal dan internal berupa fluktuasi continued to face both external and internal challenges,
harga baja global, volatilitas nilai tukar, tekanan likuiditas, including global steel price fluctuations, foreign exchange
serta kewajiban restrukturisasi utang. Selain itu, meningkatnya volatility, liquidity pressures, and restructuring obligations. In
ekspektasi terhadap aspek keberlanjutan turut menjadi addition, rising expectations regarding sustainability aspects
perhatian strategis. have become a strategic consideration.
Sejalan dengan komitmen transformasi Perseroan, cakupan In line with the Company’s transformation commitment, the scope
Manajemen Risiko pada Tahun Buku 2025 diperluas dengan of Risk Management in the 2025 Financial Year was expanded to
mengintegrasikan risiko lingkungan, sosial, dan tata kelola integrate Environmental, Social, and Governance (ESG) risks into
(Environmental, Social, and Governance/ESG) sebagai bagian dari the corporate risk profile. This integration reflects a shift from
profil risiko korporasi. Integrasi ini mencerminkan pergeseran a risk management approach primarily focused on financial and
pendekatan dari pengelolaan risiko yang berfokus pada aspek operational aspects toward a more comprehensive framework
finansial dan operasional menuju pengelolaan risiko yang lebih encompassing environmental, social, and governance factors as
komprehensif, mencakup faktor lingkungan, sosial, dan tata key determinants of long-term business resilience.
kelola sebagai determinan utama ketahanan usaha jangka
panjang.
Sebagai bagian dari penerapan GCG, Perseroan As part of the implementation of GCG, the Company applies
mengimplementasikan Sistem Manajemen Risiko yang an integrated Risk Management System to ensure business
terintegrasi untuk memastikan kesinambungan usaha dan continuity and long-term value creation for stakeholders.
penciptaan nilai jangka panjang bagi pemangku kepentingan.
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Penerapan Manajemen Risiko mengacu pada: The implementation of Risk Management refers to:
• Permen BUMN 2/2023 • Permen BUMN 2/2023
• ISO 31000:2018 Risk Management Guideline • ISO 31000:2018 Risk Management Guideline
• ISO 37001:2025 Anti-Bribery Management Systems • ISO 37001:2025 Anti-Bribery Management Systems
• SK Direksi No. 86/DU-KS/KPTS/2023 • Board of Directors Decree No. 86/DU-KS/KPTS/2023
• Pedoman Manajemen Risiko No. 188B/DU-KS/2024 • Risk Management Guidelines No. 188B/DU-KS/2024
Penerapan Manajemen Risiko Risk Management Implementation
Perseroan menerapkan model pertahanan tiga lini (Three Lines The Company applies the Three Lines Model:
Model):
Lini Pertama (Risk Owner) First Line (Risk Owner)
Pimpinan Unit Kerja/Proyek atau Ketua Tim bertanggung jawab Heads of Work Units/Projects or Team Leaders are responsible
atas identifikasi dan pengendalian risiko pada area masing- for identifying and managing risks within their respective areas.
masing.
Lini Kedua (Unit Pengelola Manajemen Risiko/UPMR) Second Line (Risk Management Unit/UPMR)
Risk Management & Compliance Department bertugas The Risk Management & Compliance Department coordinates
mengoordinasikan implementasi Manajemen Risiko, melakukan the implementation of Risk Management, conducts monitoring,
pemantauan, serta menyusun laporan berkala kepada Direksi dan and prepares periodic reports to the Board of Directors and the
Dewan Komisaris. Board of Commissioners.
Lini Ketiga (Independent Assurance) Third Line (Independent Assurance)
Divisi Audit Internal melakukan evaluasi independen atas Internal Audit Division performs independent evaluations
efektivitas Sistem Pengendalian Internal dan Manajemen Risiko. of the effectiveness of the Internal Control System and Risk
Pada tahun berjalan, Perseroan meningkatkan kompetensi Organ Management. During the year, the Company enhanced the
Pengelola Risiko melalui pelatihan, workshop, dan sertifikasi competencies of its Risk Management function through training,
bekerja sama dengan lembaga terakreditasi, termasuk BPKP. workshops, and certification programs in collaboration with
accredited institutions, including BPKP.
Integrasi Manajemen Risiko juga diperkuat dalam proses Risk Management integration was further strengthened in the
penyusunan RKAP serta melalui digitalisasi pelaporan Risk preparation of the RKAP, as well as through the digitalization of
Register untuk meningkatkan akurasi dan ketepatan waktu Risk Register reporting to improve accuracy and timeliness.
pelaporan.
Risk Register dan Upaya Mitigasi Risk Register and Mitigation Efforts
Dalam fase stabilisasi operasional, perbaikan utilisasi fasilitas During the operational stabilization phase, improvements in
produksi berkontribusi terhadap efisiensi biaya dan penguatan production facility utilization contributed to cost efficiency and
margin. Meskipun demikian, Perseroan tetap mengelola sejumlah margin enhancement. Nevertheless, the Company continued to
risiko utama sebagai berikut: manage several key risks as outlined below:
Profil Risiko Upaya Mitigasi
Risk Profile Mitigation Effort
Risiko Strategis per ton, serta pengembangan produk bernilai tambah guna memperkuat
Fluktuasi harga baja global, kelebihan kapasitas produksi, margin hilir.
serta perlambatan ekonomi memengaruhi dinamika pasar.
Strategic Risk Focusing on the domestic market, optimizing HSM#1 utilization to reduce
Global steel price fluctuations, excess production capacity, fixed costs per ton, and developing value-added products to strengthen
and economic slowdowns have affected market dynamics. downstream margins.
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Profil Risiko Upaya Mitigasi
Risk Profile Mitigation Effort
Risiko Keuangan Pengelolaan kas yang disiplin, restrukturisasi utang untuk memperbaiki
Tekanan likuiditas, kewajiban restrukturisasi utang, serta profil jatuh tempo dan beban bunga, penerapan natural hedging, serta
volatilitas nilai tukar berdampak pada biaya dan kewajiban penguatan manajemen modal kerja.
keuangan.
Financial Risk Disciplined cash management, debt restructuring to improve maturity
Liquidity pressures, restructuring obligations, and foreign profiles and interest burden, implementation of natural hedging strategies,
exchange volatility have impacted costs and financial and strengthening working capital management.
liabilities.
Risiko Operasional Preventive & predictive maintenance, penguatan monitoring operasional,
Risiko performa mesin, konsistensi kualitas produk, dan serta program pelatihan teknis untuk menjaga produktivitas dan kualitas.
kesiapan SDM pada masa stabilisasi operasi.
Operational Risk Implementation of preventive and predictive maintenance, enhanced
Risks related to machine performance, product quality operational monitoring systems, and technical training programs to
consistency, and workforce readiness during the maintain productivity and quality levels.
operational stabilization phase.
Risiko Kepatuhan dan Regulasi Monitoring regulasi oleh fungsi Legal & Compliance, audit internal berkala,
Perubahan kebijakan impor dan standar lingkungan serta serta penyelesaian tindak lanjut audit secara disiplin. Tidak terdapat sanksi
kewajiban tata kelola BUMN. material yang berdampak signifikan.
Compliance and Regulatory Risk Active regulatory monitoring by the Legal & Compliance function, periodic
Changes in import policies and environmental standards, internal audits, and disciplined follow-up on audit recommendations. No
as well as governance obligations applicable to State- material sanctions with significant impact were recorded.
Owned Enterprises.
Risiko ESG Program efisiensi energi yang menurunkan intensitas energi per ton
Risiko energi sebagai komponen biaya dominan, tuntutan produksi, optimalisasi proses untuk pengendalian emisi, hubungan
pengurangan emisi, dan penguatan tata kelola. industrial yang kondusif, serta implementasi Whistleblowing System yang
efektif tanpa kasus material.
ESG Risk Energy efficiency programs that reduce energy intensity per ton of
Energy risk as a dominant cost component, emission production, process optimization for emission control, harmonious
reduction requirements, and strengthened governance industrial relations, and effective implementation of the Whistleblowing
expectations. System with no material cases recorded.
Keterkaitan dengan Tinjauan Kinerja Keuangan 2025 Linkage with the 2025 Financial Performance Review
Optimalisasi fasilitas produksi dan efisiensi energi mendorong The optimization of production facilities and energy efficiency
peningkatan volume dan pertumbuhan EBITDA secara tahunan. initiatives contributed to increased production volumes and year-
Restrukturisasi utang dan penguatan manajemen likuiditas turut on-year EBITDA growth. Debt restructuring and strengthened
memperbaiki struktur keuangan. liquidity management further improved the Company’s financial
structure.
Program efisiensi energi sebagai bagian dari mitigasi risiko Energy efficiency programs, as part of ESG risk mitigation,
ESG turut mendukung strategi penurunan biaya operasional supported the strategy to reduce operating costs and maintain
dan menjaga margin usaha di tengah fluktuasi harga baja margins amid global steel price fluctuations. Meanwhile,
global. Sementara itu, keberhasilan restrukturisasi utang dan the successful execution of debt restructuring and liquidity
penguatan manajemen likuiditas memberikan ruang stabilisasi management initiatives provided greater stability to the
struktur keuangan Perseroan. Company’s financial structure.
Pengelolaan Risiko yang disiplin dan terintegrasi memberikan Disciplined and integrated Risk Management has made a tangible
kontribusi nyata terhadap stabilitas operasional dan perbaikan contribution to operational stability and improved financial
kinerja keuangan dalam fase konsolidasi. performance during the consolidation phase.
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Pemetaan Risiko Anti-Penyuapan [GRI 205-1] Anti-Bribery Risk Mapping [GRI 205-1]
Perseroan telah tersertifikasi SNI ISO 37001 dari Sucofindo The Company has been certified under SNI ISO 37001 from
International Certification Services sejak 2020 dan terus Sucofindo International Certification Services since 2020 and
memperkuat implementasinya melalui: continues to strengthen its implementation through:
• Pemutakhiran pemetaan risiko penyuapan • Updating bribery risk mapping
• Integrasi risiko antipenyuapan dalam Risk Register • Integrating anti-bribery risk into the corporate Risk Register
• Sosialisasi kebijakan antigratifikasi • Socialization of anti-gratification policies
• Penguatan Sistem Pelaporan Pelanggaran • Strengthening the Whistleblowing System (WBS)
• Audit kepatuhan berkala • Periodic compliance audits
Pemetaan dilakukan pada area pengadaan, penjualan, perizinan, Risk mapping covers procurement, sales, licensing, and human
dan SDM. Hingga akhir tahun 2025, seluruh pejabat struktural resources. As of the end of 2025, all structural officials had
telah menandatangani Pakta Integritas. Tidak terdapat signed the Integrity Pact. No material bribery cases with financial
kasus penyuapan material yang berdampak finansial maupun or reputational impact were recorded.
reputasional.
Tinjauan atas Efektivitas Sistem Manajemen Risiko Review of the Effectiveness of the Risk Management
System
Perseroan secara berkala mengukur Risk Maturity Index (RMI) The Company periodically measures its Risk Maturity Index
setiap tiga tahun oleh penilai independen dan setiap tahun (RMI) every three years through an independent assessment and
melalui self-assessment. annually through a self-assessment.
Pada 2025, hasil self-assessment atas Tahun Buku 2024 In 2025, the self-assessment for the 2024 Financial Year resulted
menunjukkan skor 2,36 (kategori “Fase Berkembang”). in a score of 2.36, categorized as “Developing Phase.” The
Evaluasi telah disampaikan kepada Komite PU & PMR dengan evaluation results were submitted to the PU & PMR Committee,
mempertimbangkan tindak lanjut rekomendasi penilaian taking into account follow-up actions on prior baseline
sebelumnya oleh BPKP. recommendations issued by BPKP.
Peningkatan terlihat pada dokumentasi Risk Register, integrasi Improvements were observed in Risk Register documentation,
risiko dalam pengambilan keputusan, serta penguatan budaya integration of risk considerations into decision-making
sadar risiko. Perseroan berkomitmen meningkatkan tingkat processes, and the strengthening of risk awareness culture. The
kematangan Manajemen Risiko menuju fase yang lebih Company remains committed to gradually enhancing its Risk
terintegrasi dan proaktif. Management maturity toward a more integrated and proactive
phase.
Pernyataan Direksi dan Dewan Komisaris atas Statement of the Board of Directors and Board
Kecukupan Sistem Manajemen Risiko of Commissioners on the Adequacy of the Risk
Management System
Direksi dan Dewan Komisaris menyatakan bahwa Sistem The Board of Directors and the Board of Commissioners stated that
Manajemen Risiko telah dijalankan secara memadai dan efektif the Risk Management System has been implemented adequately
sesuai peraturan dan prinsip GCG. Sistem ini didukung kebijakan and effectively in accordance with applicable regulations and
yang diperbarui, pelaporan triwulanan kepada Dewan Komisaris, GCG principles. The system is supported by updated policies,
serta pengawasan aktif melalui Komite Audit dan Komite PU & quarterly reporting to the Board of Commissioners, and active
PMR. oversight through the Audit Committee and the PU & PMR
Committee.
Direksi secara berkala menyampaikan laporan Manajemen Risiko The Board of Directors periodically submits Risk Management
kepada Dewan Komisaris sebagai bentuk akuntabilitas dan reports to the Board of Commissioners as part of its accountability
transparansi, sementara Dewan Komisaris memberikan evaluasi and transparency, while the Board of Commissioners provides
dan arahan dalam rapat bersama Manajemen. evaluation and guidance during joint meetings with Management.
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PERKARA HUKUM LEGAL CASE
Hingga akhir tahun 2025, perkara hukum yang dihadapi Perseroan As of the end of 2025, the legal cases faced by the Company and
dan status penyelesaiannya adalah sebagai berikut: their settlement status are as follows:
DAFTAR PERKARA HUKUM PERSEROAN LIST OF LEGAL CASES OF THE COMPANY
Dampak bagi
Pokok Perkara/Gugatan Status Penyelesaian Perseroan
No.
Cause of Action Settlement Status Impact on the
Company
1 Perseroan merupakan Tergugat II Intervensi dan Kepala Kantor Pertanahan Sampai akhir tahun 2025, Tidak ada
Cilegon sebagai Tergugat I dalam gugatan yang diajukan oleh H. Ali Musa Perseroan belum menerima
melalui Pengadilan Tata Usaha Negeri Serang yang terdaftar dalam perkara No. putusan salinan dari
69/G/2022/PTUN.SRG, tanggal 10 November 2022. Gugatan tersebut diajukan Mahkamah Agung
dengan alasan bahwa Sertifikat HGB 17/Samangraya seluas lebih kurang 88.253m2
yang dikeluarkan Tergugat I kepada Perusahaan cacat hukum administratif.
Penggugat menuntut Tergugat I menyatakan batal atau tidak sah Sertifikat HGB 17/
Samangraya milik Perusahaan, dan mencabut Sertifikat HGB 17/Samangraya milik
Perseroan.
Pada tanggal 2 Maret 2023, Pengadilan Tata Usaha Negara Serang telah
mengeluarkan putusan menolak gugatan penggugat. Atas putusan tersebut,
Penggugat melakukan upaya hukum banding ke Pengadilan Tinggi Tata Usaha
Negara Jakarta pada tanggal 24 Maret 2023. Perseroan telah memasukan kontra
memori banding ke Pengadilan Tinggi Tata Usaha Negara Jakarta pada tanggal
5 April 2023.
Pada tanggal 14 Juni 2023, Pengadilan Tinggi Tata Usaha Negara Jakarta telah
mengeluarkan putusan yang isinya menguatkan Putusan Pengadilan Tata
Usaha Negara Serang tanggal 2 Maret 2023. Atas putusan tersebut, Penggugat
melakukan upaya hukum ke Mahkamah Agung pada tanggal 23 Juni 2023.
Perseroan telah memasukan kontra memori kasasi ke Mahkamah Agung pada
tanggal 10 Juli 2023.
Berdasarkan situs web Mahkamah Agung, Mahkamah Agung telah menjatuhkan
putusan terhadap perkara No.532 K/TUN/2023, tanggal 12 Desember 2023, untuk
menolak upaya hukum kasasi Penggugat.
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Dampak bagi
Pokok Perkara/Gugatan Status Penyelesaian Perseroan
No.
Cause of Action Settlement Status Impact on the
Company
The Company is the Intervening Defendant II and the Head of the Cilegon Land As of the end of 2025, None
Office as the First Defendant in the lawsuit filed by H. Ali Musa through the Serang the Company has not yet
District Administrative Court registered in case No. 69/G/2022/PTUN.SRG, dated received the official copy
November 10, 2022. The lawsuit was filed on the grounds that the HGB Certificate of the decision from the
17/Samangraya covering an area of approximately 88,253m2 issued by Defendant Supreme Court.
I to the Company was legally administratively flawed. The Plaintiff demanded that
Defendant I declare the Company’s HGB Certificate 17/Samangraya null and void
and revoke the Company’s HGB Certificate 17/Samangraya.
On March 2, 2023, the Serang State Administrative Court issued a decision
rejecting the plaintiff’s lawsuit. Against this decision, the Plaintiff filed an appeal
to the Jakarta High State Administrative Court on March 24, 2023. The Company
has filed a counter-appeal memorandum to the Jakarta High State Administrative
Court on April 5, 2023.
On June 14, 2023, the Jakarta High State Administrative Court issued a decision
that upheld the Serang State Administrative Court Decision dated March 2, 2023.
Based on this decision, the Plaintiff took legal action to the Supreme Court on
June 23, 2023. The Company has submitted a counter cassation memorandum to
the Supreme Court on July 10, 2023.
Based on the Supreme Court website, the Supreme Court has issued a decision
on case No. 532 K/TUN/2023, dated December 12, 2023, to reject the Plaintiff’s
appeal.
2 Perseroan merupakan Tergugat II Intervensi dan Kepala Kantor Pertanahan Cilegon Sampai akhir tahun 2025, Tidak ada
sebagai Tergugat I dalam gugatan yang diajukan oleh Masdjati melalui Pengadilan Perseroan belum menerima
Tata Usaha Negeri Serang yang terdaftar dalam perkara No. 63/G/2022/PTUN. putusan salinan dari
SRG, tanggal 5 Oktober 2022. Gugatan tersebut diajukan dengan alasan bahwa Mahkamah Agung
Sertifikat HGB 15/Kubangsari dengan luas kurang lebih 3.550 m2 dan Sertifikat
HGB 17/Samangraya dengan luas lebih kurang 4.040 m2 yang dikeluarkan Tergugat
I kepada Perusahaan cacat hukum administratif. Penggugat menuntut Tergugat I
menyatakan batal atau tidak sah Sertifikat HGB 15/Kubangsari dan Sertifikat HGB
17/Samangraya milik Perusahaan, dan mencabut Sertifikat HGB Sertifikat HGB 15/
Kubangsari dan Sertifikat HGB 17/Samangraya milik Perusahaan.
Pada tanggal 2 Maret 2023, Pengadilan Tata Usaha Negara telah mengeluarkan
putusan menolak gugatan penggugat. Atas putusan tersebut, Penggugat
melakukan upaya hukum banding ke Pengadilan Tinggi Tata Usaha Negara Jakarta
pada tanggal 16 Maret 2023. Perseroan telah memasukan kontra memori banding
ke Pengadilan Tinggi Tata Usaha Negara Jakarta pada tanggal 28 Maret 2023.
Pada tanggal 19 Juni 2023, Pengadilan Tinggi Tata Usaha Negara Jakarta telah
mengeluarkan putusan yang isinya menguatkan Putusan Pengadilan Tata
Usaha Negara Serang tanggal 2 Maret 2023. Atas putusan tersebut, Penggugat
melakukan upaya hukum ke Mahkamah Agung pada tanggal 14 Juli 2023. Perseroan
telah memasukan kontra memori kasasi ke Mahkamah Agung pada tanggal
26 Juli 2023.
Berdasarkan situs web Mahkamah Agung, Mahkamah Agung telah menjatuhkan
putusan terhadap perkara No. 520 K/TUN/2023, tanggal 1 Desember 2023, untuk
menolak upaya hukum kasasi Penggugat.
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Dampak bagi
Pokok Perkara/Gugatan Status Penyelesaian Perseroan
No.
Cause of Action Settlement Status Impact on the
Company
The Company is the Intervening Defendant II and the Head of the Cilegon Land As of the end of 2025, None
Office as the First Defendant in the lawsuit filed by Masdjati through the Serang the Company has not yet
District Administrative Court registered in case No. 63/G/2022/PTUN.SRG, dated received the official copy
October 5, 2022. The lawsuit was filed on the grounds that the HGB Certificate 15/ of the decision from the
Kubangsari with an area of approximately 3,550 m2 and the HGB Certificate 17/ Supreme Court.
Samangraya with an area of approximately 4,040 m2 issued by Defendant I to the
Company are legally administratively flawed. The Plaintiff demands that Defendant
I declare the HGB Certificate 15/Kubangsari and HGB Certificate 17/Samangraya
belonging to the Company null and void and revoke the HGB Certificates HGB
Certificate 15/Kubangsari and HGB Certificate 17/Samangraya belonging to the
Company.
On March 2, 2023, the State Administrative Court has issued a decision rejecting
the plaintiff’s lawsuit. Against this decision, the Plaintiff filed an appeal to the
Jakarta High State Administrative Court on March 16, 2023. The Company has filed
a counter-appeal memorandum to the Jakarta High State Administrative Court on
March 28, 2023.
On June 19, 2023, the Jakarta High State Administrative Court issued a decision
that upheld the Serang State Administrative Court Decision dated March 2, 2023.
Based on this decision, the Plaintiff took legal action to the Supreme Court on July
14, 2023. The Company has submitted a counter cassation memorandum to the
Supreme Court on July 26, 2023.
Based on the Supreme Court website, the Supreme Court has issued a decision on
case No. 520 K/TUN/2023, dated December 1, 2023, to reject the Plaintiff’s appeal.
DAFTAR PERKARA HUKUM ANAK PERUSAHAAN LIST OF LEGAL CASES OF THE SUBSIDIARIES
Dampak bagi
Anak
Pokok Perkara/Gugatan Status Penyelesaian Perseroan
Perusahaan
Cause of Action Settlement Status Impact on the
Subsidiary
Company
PT KBS KBS dan PT Cigading International Bulk Terminal (“CIBT”) terikat Berdasarkan pendapat hukum Tidak ada
dalam Cooperation Agreement on Development, Running and dari kuasa hukum KBS, dapat
Operation of Coal Terminal in Cigading Port Area tanggal 13 Juli disimpulkan bahwa putusan
2007 beserta perubahan-perubahannya (“Perjanjian CIBT”). Dalam arbitrase berpotensi non-
pelaksanaan Perjanjian CIBT tersebut, merujuk Pasal 28 ayat (2) executable dikarenakan aset CIBT
dan (3), PT CIBT menggugat KBS melalui UNCITRAL berdasarkan yang harus diserahkan kepada
Notice of Arbitration tanggal 11 November 2016, antara lain terkait KBS sedang dijaminkan sehingga
pengenaan biaya dermaga, biaya stevedoring, sewa lahan, dan tidak dapat dialihkan kepada KBS.
pembayaran ke KBS.
Oleh karena itu, Perseroan
Pada tanggal 29 Agustus 2017, telah terbit putusan arbitrase yang berpendapat tidak ada provisi
pada pokoknya menerangkan bahwa CIBT diminta mengalihkan yang perlu dibukukan pada laporan
fasilitas kepada KBS setelah KBS memberikan penggantian atas keuangan konsolidasian.
biaya fasilitas, setelah penyusutan, yang dibangun di atas tanah
sewa kepada CIBT dikurangi nilai kewajiban CIBT kepada KBS
dengan nilai neto sebesar USD19.771 paling lambat tanggal 25
November 2017.
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Anak
Pokok Perkara/Gugatan Status Penyelesaian Perseroan
Perusahaan
Cause of Action Settlement Status Impact on the
Subsidiary
Company
Atas putusan tersebut, KBS melakukan upaya hukum permohonan
pembatalan putusan arbitrase yang dilakukan ke Pengadilan Negeri
Serang dengan perkara No. 82/Pdt.G.Arbt.2017/PN.Srg tanggal
18 Oktober 2017. Pengadilan Negeri Serang telah menerbitkan
keputusan pada tanggal 27 November 2017 yang pada pokoknya
menerangkan bahwa permohonan pembatalan putusan arbitrase
yang dimohonkan oleh KBS ditolak dengan pertimbangan majelis
hakim berpendapat KBS tidak dapat membuktikan dalil-dalil
permohonannya. Pada akhir proses persidangan di Pengadilan
Negeri Serang, CIBT diketahui menjaminkan hak-hak/fasilitas
berdasarkan Perjanjian CIBT yang dibuktikan dengan diterbitkannya
Sertifikat Fidusia No. W10.00271870.AH.05.01 Tahun 2016 tanggal
14 Juli 2016 oleh Kementerian Hukum dan Hak Asasi Manusia
(“Sertifikat Fidusia”). Atas hal tersebut, pada tanggal 5 Desember
2017, KBS membuat laporan dugaan tindak pidana yang dilakukan
CIBT kepada Markas Besar Polri karena CIBT menjaminkan hak-
hak/fasilitas dimana penjaminan aset ini bertentangan dengan
Perjanjian KBS dengan CIBT.
Berdasarkan pendapat hukum dari Kejaksaan Agung tanggal 20
Februari 2018, sepanjang KBS melakukan upaya hukum terhadap
putusan Arbitrase termasuk upaya laporan pidana serta belum
terdapat putusan terhadap bagaimana upaya tersebut akan
dihukum, maka KBS belum memiliki kewajiban pembayaran
berdasarkan putusan arbitrase.
Berdasarkan opini legal tanggal 29 Oktober 2021, disimpulkan
bahwa putusan arbitrase CIBT tersebut tidak dapat dieksekusi
karena sebagai berikut:
- CIBT tidak memindahkan grab dan aset lainnya yang menghalangi
jalan masuk KBS;
- CIBT mengalihkan dan menyerahkan seluruh fasilitas kepada
KBS bersama dengan seluruh sertifikat atas hak, kunci, kode,
tata cara penggunaan dan dokumen terkait lainnya.
- CIBT telah menjaminkan aset yang seharusnya diserahkan
kepada KBS tanpa persetujuan KBS. Berdasarkan Pasal 23 ayat
(2) UU Jaminan Fidusia dan Putusan MA No. 1055K/PDT/2012
terdapat halangan hukum bagi CIBT untuk menjalankan putusan
arbitrase karena fasilitas yang diperintahkan oleh Majelis
Arbitrase untuk dialihkan kepada KBS sedang dijaminkan dengan
fidusia, hal tersebut tentu juga berpengaruh terhadap KBS
dimana KBS juga belum dapat melaksanakan putusan Arbitrase
karena tidak dapat menerima pengalihan objek yang sedang
dijaminkan oleh CIBT.
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Anak
Pokok Perkara/Gugatan Status Penyelesaian Perseroan
Perusahaan
Cause of Action Settlement Status Impact on the
Subsidiary
Company
KBS and PT Cigading International Bulk Terminal (“CIBT”) are bound Based on the legal opinion of KBS’s None
by the Cooperation Agreement on Development, Running and attorney, it can be concluded that
Operation of Coal Terminal in Cigading Port Area dated 13 July 2007 the arbitration award has the
and its amendments (“CIBT Agreement”). In the implementation potential to be nonexecutable
of the CIBT Agreement, referring to Article 28 paragraphs (2) and because the CIBT assets that must
(3), PT CIBT sued KBS through UNCITRAL based on the Notice of be handed over to KBS are being
Arbitration dated November 11, 2016, among other things regarding pledged so that they cannot be
the imposition of dock fees, stevedoring fees, land rent, and transferred to KBS.
payments to KBS.
Therefore, the Company believes
On August 29, 2017, an arbitration decision was issued which in that no provision needs to be
essence stated that CIBT was required to transfer the facility to recorded in the consolidated
KBS after KBS provided reimbursement for the cost of the facility, financial statements.
after depreciation, built on the land leased to CIBT minus the value
of CIBT’s obligations to KBS with a net value of USD19,771 no later
than November 25, 2017.
In response to the decision, KBS took legal action to request
annulment of the arbitration decision to the Serang District Court
with case No. 82/Pdt.G.Arbt.2017/PN.Srg dated October 18, 2017.
The Serang District Court issued a decision on November 27, 2017,
which in essence stated that the request to annul the arbitration
decision requested by KBS was rejected on the grounds that the
panel of judges was of the opinion that KBS could not prove the
arguments for its request. At the end of the trial process at the
Serang District Court, CIBT was found to have pledged rights/
facilities based on the CIBT Agreement as evidenced by the
issuance of Fiduciary Certificate No. W10.00271870.AH.05.01 of
2016 dated July 14, 2016, by the Ministry of Law and Human Rights
(“Fiduciary Certificate”). Regarding this matter, on December 5,
2017, KBS made a report of alleged criminal acts committed by
CIBT to the National Police Headquarters because CIBT guaranteed
rights/facilities where this asset guarantee was contrary to the KBS
Agreement with CIBT.
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Anak
Pokok Perkara/Gugatan Status Penyelesaian Perseroan
Perusahaan
Cause of Action Settlement Status Impact on the
Subsidiary
Company
Based on the legal opinion of the Attorney General’s Office dated
February 20, 2018, as long as KBS takes legal action against the
Arbitration decision, including efforts to file a criminal report and
there has been no decision on how these efforts will be punished,
then KBS does not have any payment obligations based on the
arbitration decision.
Based on the legal opinion dated October 29, 2021, it was concluded
that the CIBT arbitration award could not be executed because of
the following reasons:
- CIBT did not move the grab and other assets that blocked the
KBS entrance;
- CIBT transferred and handed over all facilities to KBS along with
all certificates of rights, keys, codes, usage procedures and other
related documents.
- CIBT has pledged assets that should have been handed over to
KBS without KBS’s consent. Based on Article 23 paragraph (2) of
the Fiduciary Guarantee Law and Supreme Court Decision No.
1055K/PDT/2012, there is a legal obstacle for CIBT to enforce
the arbitration decision because the facilities ordered by the
Arbitration Panel to be transferred to KBS are being pledged with
fiduciary, this also affects KBS where KBS has not been able to
enforce the Arbitration decision because it cannot accept the
transfer of objects that are being pledged by CIBT.
Perkara Hukum yang Dihadapi Anggota Dewan Legal Cases Involving Members of the Board of
Komisaris dan Direksi Commissioners and the Board of Directors
Hingga akhir tahun 2025, tidak ada perkara hukum yang sedang As of the end of 2025, there were no legal cases involving
dihadapi oleh anggota Dewan Komisaris dan Direksi. any members of the Board of Commissioners or the Board of
Directors.
SANKSI ADMINISTRATIF/SANKSI YANG DIKENAKAN ADMINISTRATIVE SANCTIONS/SANCTIONS IMPOSED
KEPADA PERSEROAN, ANGGOTA DEWAN KOMISARIS ON THE COMPANY, MEMBERS OF THE BOARD OF
DAN/ATAU ANGGOTA DIREKSI OLEH REGULATOR COMMISSIONERS AND/OR MEMBERS OF THE BOARD OF
PADA TAHUN BUKU DIRECTORS BY REGULATORS DURING THE FINANCIAL
YEAR
Pada Tahun Buku 2025, tidak terdapat sanksi administratif baik During the 2025 Financial Year, there were no administrative
dari regulator atau pihak berwenang lainnya, sebagai akibat dari sanctions imposed by regulators or other competent authorities
perkara hukum atau pelanggaran aturan lainnya yang diterima as a result of legal cases or other regulatory violations against
oleh Perseroan dan Anak Perusahaan, maupun anggota Dewan the Company and its Subsidiaries, nor against members of the
Komisaris dan Direksi. Board of Commissioners or the Board of Directors.
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PEDOMAN ETIKA BISNIS DAN ETIKA KERJA [GRI 2-24] [ GRI 2-27]
CODE OF BUSINESS ETHICS AND WORK ETHICS
“Sebagai bagian dari penguatan tata kelola dan komitmen transformasi berkelanjutan, Perseroan menjadikan
Pedoman Etika Bisnis dan Etika Kerja sebagai landasan perilaku bagi seluruh insan perusahaan dalam
menjalankan aktivitas usaha. Pedoman ini mengatur standar integritas, profesionalisme, kepatuhan, serta
hubungan yang beretika dengan pemangku kepentingan, guna memastikan setiap keputusan dan tindakan
bisnis dilaksanakan secara bertanggung jawab, transparan, dan selaras dengan prinsip GCG.”
“As part of strengthening governance and its commitment to sustainable transformation, the Company upholds
the Code of Business Ethics and Work Ethics as the foundation of conduct for all Company personnel in
carrying out business activities. The Code sets standards of integrity, professionalism, compliance, and ethical
engagement with stakeholders to ensure that every business decision and action is undertaken responsibly,
transparently, and in alignment with the GCG principles.”
Pedoman Etika Bisnis dan Etika Kerja Perseroan ditandatangani The Company’s Code of Business Ethics and Work Ethics
bersama oleh Direksi dan Dewan Komisaris pada 30 Desember was jointly signed by the Board of Directors and the Board of
2020 sebagai wujud komitmen manajemen dalam mengelola Commissioners on December 30, 2020, as a manifestation of
Perseroan guna mencapai Visi dan Misi yang telah ditetapkan. management’s commitment to managing the Company in order
Pedoman ini merupakan manifestasi Nilai Utama Budaya to achieve its established Vision and Mission. The Code reflects
Perusahaan (Core Values) AKHLAK: Amanah, Kompeten, the Company’s Core Values (AKHLAK): Amanah (Trustworthy),
Harmonis, Loyal, Adaptif, dan Kolaboratif, serta Nilai Budaya Competent, Harmonious, Loyal, Adaptive, and Collaborative,
Perusahaan, yaitu Progresif, Kolaboratif, dan Tangguh (Robust). as well as the Company’s Cultural Values, namely Progressive,
Collaborative, and Robust.
Pedoman tersebut telah diselaraskan dengan ketentuan The Code has been aligned with applicable laws and regulations
peraturan perundang-undangan yang berlaku dan diperbarui and is periodically updated in line with legal developments, social
secara berkala sesuai perkembangan hukum, norma sosial, norms, regulatory changes, and the evolving business dynamics
regulasi, serta dinamika bisnis Perseroan. Dengan pendekatan of the Company. Through this adaptive approach, the Code of
adaptif tersebut, Pedoman Etika menjadi landasan yang kokoh Ethics serves as a solid foundation for responsible and integrity-
dalam mewujudkan tata kelola bisnis yang bertanggung jawab driven corporate governance.
dan berintegritas.
Pokok-Pokok Etika Bisnis dan Etika Kerja Key Principles of Business Ethics and Work Ethics
Pokok-pokok Etika Bisnis dan Etika Kerja Perseroan meliputi: The key principles of the Company’s Business Ethics and Work
Ethics include:
Etika Bisnis Business Ethics
Etika Bisnis menjadi acuan perilaku Perseroan dalam berinteraksi Business Ethics serves as the behavioral guideline for the
dengan para pemangku kepentingan. Standar etika ini mencakup Company in its interactions with stakeholders. These ethical
hubungan Perseroan dengan: standards govern the Company’s relationships with:
1. Karyawan dan Serikat Karyawan; 1. Employees and Labor Unions;
2. Anak Perusahaan dan Perusahaan Patungan; 2. Subsidiaries and Joint Ventures;
3. Pemasok, Konsumen, Prinsipal, dan Mitra Kerja; 3. Suppliers, Customers, Principals, and Business Partners;
4. Pesaing; 4. Competitors;
5. Media Massa; 5. Mass Media;
6. Lembaga Keuangan dan Perbankan; 6. Financial Institutions and Banks;
7. Pemegang Saham dan Investor; 7. Shareholders and Investors;
8. Masyarakat; 8. Communities;
9. Regulator, Lembaga Legislatif, dan Lembaga Yudikatif; serta 9. Regulators, Legislative Bodies, and Judicial Institutions; as
well as
10. Praktik Pasar Modal dan pengendalian Gratifikasi. 10. Capital Market practices and the control of gratuities.
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Etika Kerja Work Ethics
Etika Kerja mengatur standar perilaku, sistem nilai, dan norma Work Ethics governs the standards of conduct, value systems,
yang diterapkan oleh Dewan Komisaris, Direksi, dan Karyawan and norms applied by the Board of Commissioners, the Board
dalam menjalankan tugas serta berinteraksi dengan atasan, of Directors, and Employees in performing their duties and
bawahan, dan rekan kerja. interacting with superiors, subordinates, and colleagues.
Standar ini mencakup antara lain: These standards include, among others:
1. Etika sebagai Karyawan dan sebagai Pimpinan; 1. Ethics as an Employee and as a Leader;
2. Etika komunikasi antara pimpinan dan bawahan; 2. Communication ethics between leaders and subordinates;
3. Penjagaan kerahasiaan data dan informasi; 3. Safeguarding the confidentiality of data and information;
4. Pengelolaan aset dan anggaran; 4. Management of assets and budgets;
5. Keselamatan, kesehatan kerja, dan lingkungan; 5. Occupational health, safety, and environmental responsibility;
6. Penggunaan email dan internet; 6. Use of email and internet;
7. Pencegahan benturan kepentingan dan penyalahgunaan 7. Prevention of conflicts of interest and abuse of authority;
jabatan;
8. Aktivitas politik dan organisasi; 8. Political and organizational activities;
9. Integritas laporan keuangan; dan 9. Integrity of financial reporting; and
10. Pengendalian gratifikasi. 10. Control of gratuities.
Pemberlakuan Pedoman Etika Bisnis dan Etika Kerja Implementation of the Code of Business Ethics and
bagi Seluruh Level Manajemen Work Ethics Across All Management Levels
Pedoman Etika Bisnis dan Etika Kerja berlaku dan wajib dipatuhi The Code of Business Ethics and Work Ethics applies to and must
oleh: be adhered to by:
1. Seluruh Insan Krakatau Steel di semua level, termasuk Dewan 1. All Krakatau Steel personnel at every level, including the
Komisaris, Direksi, dan Karyawan, serta anggota keluarga inti Board of Commissioners, the Board of Directors, and
(suami/istri dan anak); Employees, as well as their immediate family members
(spouse and children);
2. Tenaga Kerja Waktu Tertentu (TKWT), tenaga alih dapa, 2. Fixed-Term Employees (TKWT), outsourced personnel, and
dan seluruh personel yang bekerja untuk dan atas nama all individuals working for and on behalf of the Company and
Perseroan dan Anak Perusahaan; its Subsidiaries;
3. Pemegang Saham; 3. Shareholders;
4. Mitra Kerja seperti kontraktor, konsultan, media, vendor, dan 4. Business Partners such as contractors, consultants, media,
rekan kerja lainnya; serta vendors, and other associates; and
5. Pemegang saham non-pengendali pada entitas anak dan 5. Non-controlling shareholders in the Company’s subsidiaries
cucu Perseroan. and sub-subsidiaries.
Dalam menjalankan aktivitas sehari-hari, seluruh jajaran In carrying out daily activities, all Company personnel are required
Perseroan wajib menjadikan Pedoman Etika sebagai rujukan to use the Code of Ethics as a behavioral reference to support
perilaku guna mendukung penerapan GCG dan membangun the GCG implementation and to foster a solid and integrity-based
organisasi yang solid serta berintegritas. organization.
Penyebarluasan dan Sosialisasi Etika Bisnis dan Etika Dissemination and Socialization of Business Ethics
Kerja and Work Ethics
Pada 2025, Perseroan melaksanakan sosialisasi kepada Dewan In 2025, the Company conducted socialization programs for the
Komisaris, organ pendukungnya, Direksi, serta seluruh Karyawan Board of Commissioners, its supporting organs, the Board of
melalui berbagai media, antara lain: Directors, and all Employees through various media, including:
1. Situs web Perseroan; 1. The Company’s website;
2. Aplikasi Good Corporate Governance pada web internal 2. The Good Corporate Governance application on the internal
yang memuat Pedoman Etika, LHKPN, Gratifikasi, WBS, web, which contains the Code of Ethics, LHKPN, Gratuities,
implementasi GCG, dan Manajemen Risiko; WBS, GCG implementation, and Risk Management information;
3. Edaran Direksi; serta 3. Circular letters issued by the Board of Directors; and
4. Sosialisasi langsung kepada unit kerja. 4. Direct socialization sessions to work units.
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Karyawan juga dapat mengajukan pertanyaan atau meminta Employees may also submit questions or seek clarification
klarifikasi kepada atasan langsung maupun Risk Management from their direct supervisors or from the Risk Management
& Compliance Department sebagai unit yang bertanggung & Compliance Department, which is responsible for GCG
jawab atas penerapan GCG. Mekanisme ini memberikan ruang implementation. This mechanism provides consultation
konsultasi untuk memastikan pemahaman dan penerapan etika channels to ensure consistent understanding and application of
berjalan secara konsisten. ethical standards.
Upaya Penerapan Dan Penegakan Etika Efforts to Implement and Enforce Ethics
Seluruh Karyawan diwajibkan memperbarui komitmen terhadap All Employees are required to renew their commitment to the
butir-butir Etika melalui aplikasi Good Corporate Governance principles outlined in the Code of Ethics through the internal
yang dapat diakses secara internal. Komitmen tersebut juga Good Corporate Governance application. This commitment
diperkuat melalui notifikasi (pop-up) pada sistem Single Sign On is further reinforced through pop-up notifications within the
(SSO) Perseroan. Company’s Single Sign On (SSO) system.
Optimalisasi platform digital ini bertujuan menjaga kesadaran The optimization of this digital platform aims to ensure that
etika agar tetap melekat dalam setiap aktivitas dan pengambilan ethical awareness remains embedded in every activity and
keputusan di lingkungan Perseroan. decision-making process within the Company.
Budaya Kerja Perusahaan Corporate Work Culture
Informasi lebih rinci mengenai nilai-nilai budaya kerja Perseroan More detailed information regarding the Company’s cultural
disajikan pada Bab Profil Perusahaan, Sub-bab Nilai-Nilai values is presented in the Company Profile Chapter, Sub-chapter
Perusahaan. on Corporate Values.
KEBIJAKAN PEMBERIAN KOMPENSASI JANGKA POLICY ON THE PROVISION OF PERFORMANCE-
PANJANG BERBASIS KINERJA KEPADA BASED LONG-TERM COMPENSATION TO
MANAJEMEN DAN/ATAU KARYAWAN MANAGEMENT AND/OR EMPLOYEES
Perseroan memiliki kebijakan pemberian kompensasi jangka The Company has a policy on performance-based long-term
panjang berbasis kinerja kepada manajemen dan/atau compensation for management and/or employees in the form of a
karyawan berupa Pemberian Alokasi Pembelian Saham kepada Management and Employee Stock Allocation (MESA), amounting
Manajemen dan Karyawan (Management and Employee Stock to a maximum of 5% of the shares offered to the public or up to
Allocation/MESA) paling banyak 5% dari saham yang ditawarkan 157,750,000 shares, as stated in the Company’s Prospectus dated
kepada publik atau paling banyak sebesar 157.750.000 saham October 11, 2010. This policy was established through Board of
sebagaimana dicantumkan dalam Prospektus Perseroan yang Directors Decree No. 89/C/DU-KS/Kpts/2010 dated September
dikeluarkan tanggal 11 Oktober 2010. Kebijakan ini ditetapkan 27, 2010, concerning the Implementation Guidelines for Company
melalui Surat Keputusan Direksi No. 89/C/DU-KS/kpts/2010 Share Ownership by Employees and Management through the
tanggal 27 September 2010 tentang Petunjuk Pelaksanaan MESA and MESOP programs.
Kepemilikan Saham Perusahaan oleh Karyawan dan Manajemen
melalui MESA dan MESOP.
Perseroan telah menyelenggarakan program MESA dimaksud The Company implemented the MESA program, with the
yang pendistribusiannya dilaksanakan sebelum Penawaran distribution conducted prior to the Initial Public Offering (IPO) on
Perdana Saham tanggal 10 November 2010. November 10, 2010.
Berdasarkan laporan Biro Administrasi Efek Perseroan yaitu BSR Based on the report of the Company’s Securities Administration
Indonesia No:343/BSR/DIR-BEI/11/2010 tanggal 9 November Bureau, BSR Indonesia No. 343/BSR/DIR-BEI/11/2010 dated
2010, program MESA diserap oleh 7.322 orang dengan total November 9, 2010, the MESA program was subscribed by 7,322
saham sebesar 112.202.500 saham. participants with a total allocation of 112,202,500 shares.
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Sejak berakhirnya pelaksanaan MESA pada tahun 2010 tersebut, Since the completion of the MESA program in 2010 up to 2025, the
sampai dengan tahun 2025 ini Perseroan belum ada lagi Company has not implemented any further management stock
program opsi kepemilikan saham Perseroan oleh manajemen ownership program (MSOP) and/or employee stock ownership
(management stock ownership program/MSOP) dan/atau program program (ESOP).
opsi kepemilikan saham Perseroan oleh karyawan (employee
stock ownership program/ESOP).
KEBIJAKAN PENGUNGKAPAN INFORMASI DISCLOSURE POLICY ON SHARE OWNERSHIP
MENGENAI KEPEMILIKAN SAHAM KRAS OLEH OF KRAS BY MEMBERS OF THE BOARD OF
ANGGOTA DEWAN KOMISARIS DAN DIREKSI COMMISSIONERS AND THE BOARD OF DIRECTORS
Kebijakan Pengungkapan Informasi Mengenai Kepemilikan Policy on Disclosure of Share Ownership by Members of the
Saham Anggota Dewan Komisaris dan Direksi Board of Commissioners and the Board of Directors
Perseroan memiliki kebijakan mengenai kewajiban anggota The Company has established a policy requiring members of the
Dewan Komisaris dan Direksi untuk melaporkan kepemilikan Board of Commissioners and the Board of Directors to report
sahamnya kepada OJK dan BEI dalam waktu maksimal 10 (sepuluh) their share ownership to the FSA and IDX within a maximum of 10
hari sejak terjadinya kepemilikan atau perubahan kepemilikan (ten) days from the date of acquisition or any change in ownership
atas saham KRAS. Kebijakan ini sesuai dengan Peraturan OJK of KRAS shares. This policy is in accordance with FSA Regulation
Nomor 4 Tahun 2024 tentang Laporan Kepemilikan atau Setiap No. 4 of 2024 concerning Reports on Share Ownership or Any
Perubahan Kepemilikan Saham Perusahaan Terbuka dan Laporan Changes in Share Ownership of Public Companies and Reports
Aktivitas Menjaminkan Saham Perusahaan Terbuka. on Share Pledging Activities of Public Companies.
Pelaksanaan atas Kebijakan Pengungkapan Informasi Implementation of the Disclosure Policy on Share
mengenai Kepemilikan Saham Anggota Dewan Ownership by Members of the Board of Commissioners
Komisaris dan Direksi pada Tahun Buku 2025 and the Board of Directors in Financial Year 2025
Pada tahun 2025 tidak terdapat laporan dari Anggota Direksi In 2025, there were no reports submitted by members of the
maupun Anggota Dewan Komisaris kepada OJK mengenai Board of Directors or the Board of Commissioners to FSA
terjadinya kepemilikan (baru) atau perubahan kepemilikannya regarding any new ownership or changes in their ownership of
atas Saham KRAS, baik langsung maupun tidak langsung. KRAS shares, whether direct or indirect.
Kepemilikan saham KRAS oleh anggota Dewan Komisaris dan The current KRAS shareholdings by members of the Board of
Direksi pada saat ini merupakan saham yang sudah dimiliki sejak Commissioners and the Board of Directors consist of shares
tahun-tahun sebelumnya yang telah diketahui oleh Perseroan acquired in previous years, which have been duly acknowledged
dan dilaporkan berkala setiap bulannya kepada otoritas melalui by the Company and reported on a monthly basis to the authority
SPE-IDXnet tentang Laporan Bulanan Registrasi Pemegang Efek. through SPE-IDXnet under the Monthly Securities Holder
Registration Report.
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SISTEM PELAPORAN PELANGGARAN [OJK F.24] [GRI 2-26]
Whistleblowing System
“Sebagai bagian dari komitmen penerapan GCG yang konsisten dan berkelanjutan, Perseroan
mengimplementasikan Sistem Pelaporan Pelanggaran (Whistleblowing System/WBS) sebagai mekanisme
deteksi dini dan pengendalian terhadap potensi pelanggaran. WBS memberikan ruang yang aman, transparan,
dan bertanggung jawab bagi seluruh pemangku kepentingan untuk melaporkan dugaan pelanggaran terhadap
peraturan perundang-undangan, prinsip GCG, etika bisnis dan etika kerja, maupun ketentuan internal Perseroan.
Sistem ini merupakan bagian integral dari penguatan pengendalian internal dan upaya menjaga integritas,
reputasi, serta kepercayaan publik terhadap Perseroan.”
“As part of its commitment to the consistent and sustainable GCG implementation, the Company has established
a Whistleblowing System (WBS) as an early detection and control mechanism for potential violations. The WBS
provides a secure, transparent, and accountable channel for stakeholders to report alleged violations of laws
and regulations, GCG principles, business and work ethics, as well as the Company’s internal policies. This
system constitutes an integral part of strengthening internal control and safeguarding the Company’s integrity,
reputation, and public trust.”
Kebijakan dan Landasan Hukum Policy and Legal Basis
Dalam upaya memastikan keberlanjutan dan konsistensi penerapan In ensuring the sustainability and consistent implementation
prinsip-prinsip GCG, Perseroan membangun mekanisme pelaporan of GCG principles, the Company has established an effective
yang efektif atas dugaan pelanggaran terhadap kebijakan, prosedur, reporting mechanism for alleged violations of the Company’s
etika, dan nilai-nilai Perseroan. Mekanisme tersebut dikenal sebagai policies, procedures, ethics, and values. This mechanism is
Whistleblowing System (WBS). known as the Whistleblowing System (WBS).
Pengembangan dan implementasi WBS terus diperkuat sebagai The development and implementation of the WBS continue to be
bagian dari upaya pencegahan dan deteksi dini atas potensi strengthened as part of preventive measures and early detection
pelanggaran di lingkungan Perseroan. Melalui WBS, Perseroan efforts against potential violations within the Company. Through
berupaya menciptakan iklim kerja yang bersih, transparan, dan the WBS, the Company seeks to foster a clean, transparent, and
bebas dari praktik penyimpangan maupun kecurangan. Langkah accountable working environment, free from misconduct and
ini sejalan dengan komitmen Perseroan dalam menegakkan fraudulent practices. This initiative aligns with the Company’s
etika bisnis dan etika kerja yang tinggi, serta mendukung upaya commitment to upholding high standards of business and work
pemberantasan Korupsi, Kolusi, dan Nepotisme (KKN). ethics, as well as supporting efforts to eradicate Corruption,
Collusion, and Nepotism (KKN).
Sejak tahun 2021, Perseroan telah menjalin kerja sama dengan Since 2021, the Company has collaborated with the Corruption
Komisi Pemberantasan Korupsi Republik Indonesia (“KPK”) Eradication Commission of the Republic of Indonesia (“KPK”)
melalui penandatanganan Perjanjian Kerja Sama tentang through the signing of a Cooperation Agreement on the Handling
Penanganan Pengaduan dalam Upaya Pemberantasan Tindak of Complaints in the Effort to Eradicate Corruption (“PKS KPK”)
Pidana Korupsi (“PKS KPK”) pada tanggal 2 Maret 2021. Melalui dated March 2, 2021. Through this cooperation, the Company’s
kerja sama tersebut, WBS Perseroan telah terintegrasi dengan WBS has been integrated with the KPK’s WBS, particularly in
WBS KPK, khususnya dalam penanganan laporan dugaan tindak handling reports related to alleged corruption offenses.
pidana korupsi.
Pada tahun 2024, Perseroan menyusun rencana kerja terperinci In 2024, the Company prepared a detailed work plan regarding
terkait implementasi WBS bersama KPK serta melaksanakan the implementation of the WBS in collaboration with the KPK
monitoring dan evaluasi secara berkala. Penguatan ini diharapkan and conducted periodic monitoring and evaluation. These
semakin meningkatkan efektivitas sistem pengendalian internal strengthening measures are expected to further enhance the
Perseroan. effectiveness of the Company’s internal control system.
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Pedoman WBS WBS Guidelines
Berdasarkan Pasal 45 Permen BUMN 2/2023, WBS merupakan Pursuant to Article 45 of Permen BUMN 2/2023, the WBS
sistem penanganan pengaduan yang mencakup karyawan constitutes a complaint-handling system covering Company
Perseroan, anggota Direksi, anggota Dewan Komisaris, anggota employees, members of the Board of Directors, members of the
Direksi Anak Perusahaan, dan anggota Dewan Komisaris Anak Board of Commissioners, members of the Boards of Directors of
Perusahaan. Subsidiaries, and members of the Boards of Commissioners of
Subsidiaries.
Sejalan dengan hasil monitoring dan evaluasi atas implementasi In line with the monitoring and evaluation results of the WBS
WBS serta dalam rangka memperkuat penerapan GCG, Perseroan implementation and to reinforce the application of GCG, the
telah menetapkan Pedoman Sistem Pelaporan Pelanggaran Company has issued the latest Whistleblowing System (WBS)
(Whistleblowing System/WBS) terbaru. Pedoman tersebut Guidelines. The Guidelines were established through the
ditetapkan melalui Surat Keputusan Direktur Utama No. 069/DU- President Director’s Decree No. 069/DU-KS/2024 dated April 23,
KS/2024 tanggal 23 April 2024. 2024.
Pedoman WBS juga telah dipublikasikan melalui situs web resmi The WBS Guidelines have also been published on the Company’s
Perseroan. Publikasi ini menegaskan komitmen Perseroan official website. This publication reaffirms the Company’s
untuk memastikan implementasi WBS berjalan efektif serta commitment to ensuring the effective implementation of the
memperkuat prinsip GCG dalam seluruh aktivitas operasional. WBS and strengthening GCG principles across all operational
Dengan adanya pedoman tersebut, seluruh pihak dalam lingkup activities. With the issuance of these Guidelines, all parties
bisnis Perseroan diharapkan memahami secara jelas prosedur within the Company’s business ecosystem are expected to
dan mekanisme pelaporan pelanggaran. clearly understand the procedures and mechanisms for reporting
violations.
Mekanisme Penyampaian Laporan Pelanggaran Mechanism for Submitting Violation Reports
Laporan pelanggaran dapat disampaikan melalui: Reports of violations may be submitted through:
1. Situs web: wbs.krakatausteel.com/wbs 1. Website: wbs.krakatausteel.com/wbs
2. Drop box/kotak pengaduan yang tersedia di beberapa lokasi 2. Drop boxes located at several work areas
kerja
3. Surat (PO BOX 007 Cilegon) 3. Mail (PO BOX 007 Cilegon)
4. WhatsApp: (+62) 811 1960 5106 4. WhatsApp: (+62) 811 1960 5106
5. E-mail: wbs@krakatausteel.com 5. E-mail: wbs@krakatausteel.com
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ALUR PENANGANAN LAPORAN WBS WBS REPORT HANDLING PROCESS FLOW
Menerima dan memeriksa laporan
Receives and verifies report
denied followed up
Pelapor menyampaikan laporan indikasi pelanggaran melalui:
The whistleblower may submit reports of alleged violations Tidak cukup bukti Memenuhi unsur pelanggaran
Not enough evidence Peraturan Perusahaan
through: Fullfilling element violations of
Company Regulations
• Situs Web | Website: www.krakatausteel.com/wbs
• Kotak Pengaduan (Drop Box) yang ditempatkan di Admin WBS menerima laporan,
berbagai lokasi atau area kerja | Complaint Boxes (Drop melakukan verifikasi, dan meneruskan
Boxes) located at various work areas laporan yang layak ke unit kerja terkait
• Kotak Pos PO Box 007 di Kantor Pos Cilegon | PO Box 007 untuk ditindaklanjuti.
at Cilegon Post Office The WBS Administrator receives the
• Whatsapp (+62) 81119605106 report, conducts verification, and
• Email: wbs@krakatausteel.com forwards eligible reports to the relevant
work unit for further follow-up.
TIM TINDAK LANJUT WBS
WBS FOLLOW TEAM
Penerbitan Berita Acara hasil investigasi dan
pengenaan sanksi atau proses hukum. Tim Tindak Lanjut WBS melakukan investigasi dan ditindaklanjuti dengan sanksi
Issuance of an official investigation report atau proses hukum (apabila terbukti).
and the imposition of sanctions or initiation The WBS Follow-Up Team investigates, and if the allegation is substantiated, it is
of legal proceedings. followed by the imposition of sanctions or legal proceedings, as applicable.
Penanganan Pengaduan dan Pihak Pengelola Complaint Handling and Management
Sesuai Pasal 45 Permen BUMN 3/2023, apabila terdapat In accordance with Article 45 of Permen BUMN 3/2023, if a
pengaduan yang melibatkan anggota Dewan Komisaris atau complaint involves a member of the Board of Commissioners
Direksi Perseroan, maka laporan tersebut wajib diteruskan or the Board of Directors of the Company, the report must be
kepada pengelola WBS Kementerian BUMN. forwarded to the WBS administrator at the Ministry of SOEs.
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Proses pengelolaan WBS dilaksanakan sesuai tata cara dan The WBS management process is carried out in accordance
prosedur yang telah ditetapkan, mulai dari penerimaan dan with established procedures, from receipt and verification of
verifikasi laporan hingga tindak lanjut atas pelanggaran yang reports to follow-up actions on proven violations. To support this
terbukti. Untuk mendukung proses tersebut, Perseroan process, the Company has established a WBS Management Team
membentuk Tim Pengelola WBS yang terdiri dari Administrator consisting of the WBS Administrator and the Risk Management &
WBS dan Risk Management & Compliance Department. Compliance Department.
Administrator WBS bertanggung jawab melakukan verifikasi awal The WBS Administrator is responsible for conducting the
atas laporan yang masuk. Laporan yang memenuhi kriteria akan initial verification of incoming reports. Reports that meet
diteruskan kepada unit kerja yang berwenang untuk dilakukan the required criteria will be forwarded to the relevant work
penanganan lebih lanjut. Mekanisme ini dirancang untuk units authorized to conduct further handling. This mechanism
memastikan setiap laporan diproses secara objektif, profesional, ensures that each report is processed objectively, professionally,
dan proporsional sesuai tingkat risiko dan materialitasnya. and proportionately, in accordance with its level of risk and
materiality.
Sistem Perlindungan Terhadap Pelapor Whistleblower Protection System
Melalui penerapan WBS, Perseroan mendorong partisipasi Through the implementation of the WBS, the Company
aktif karyawan dan pemangku kepentingan dalam melaporkan encourages active participation from employees and
dugaan pelanggaran tanpa rasa takut. Perseroan mengacu stakeholders in reporting alleged violations without fear. The
pada Pedoman WBS serta Undang-Undang No. 13 Tahun 2006 Company refers to the WBS Guidelines and Law No. 13 of 2006
sebagaimana telah diubah dengan Undang-Undang No. 31 Tahun as amended by Law No. 31 of 2014 concerning the Protection of
2014 tentang Perlindungan Saksi dan Korban. Witnesses and Victims.
Perlindungan terhadap pelapor mencakup: Protection for whistleblowers includes:
1. Jaminan kerahasiaan identitas dan isi laporan; 1. Confidentiality of the whistleblower’s identity and report
contents;
2. Jaminan keamanan bagi pelapor dan keluarganya; 2. Security protection for the whistleblower and their family;
3. Perlindungan terhadap tindakan yang merugikan, termasuk 3. Protection against retaliatory actions, including unfair
pemutusan hubungan kerja yang tidak adil, penurunan termination of employment, demotion, physical threats,
jabatan, ancaman fisik, pelecehan, diskriminasi, maupun harassment, discrimination, and criminal and/or civil legal
tuntutan hukum pidana dan/atau perdata; claims;
4. Perlindungan bagi pengelola WBS, pelaksana investigasi, 4. Protection for WBS administrators, investigators, and
serta pihak yang memberikan informasi. individuals providing information.
Ketentuan perlindungan juga diatur dalam Perjanjian Kerja Protection provisions are also regulated under the Collective
Bersama (PKB), khususnya Pasal 92 tentang Perlindungan Labor Agreement (PKB), particularly Article 92 concerning
Saksi dan Pelayanan Hukum, serta dalam Bab IV Pedoman WBS Witness Protection and Legal Assistance, as well as Chapter
mengenai Perlindungan Pelapor dan Saksi. IV of the WBS Guidelines regarding Whistleblower and Witness
Protection.
Jumlah Pengaduan dan Tindak Lanjut Tahun 2025 Number of Reports and Follow-Up in 2025
Pada tahun 2025, Perseroan menerima 3 (tiga) laporan In 2025, the Company received 3 (three) reports through the
melalui mekanisme WBS dan seluruh laporan tersebut telah WBS mechanism, and all reports have been duly followed up in
ditindaklanjuti sesuai prosedur yang berlaku. accordance with the applicable procedures.
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KEBIJAKAN ANTIKORUPSI DAN ANTIGRATIFIKASI
[GRI 2-27]
Anti-Corruption And Anti-Gratuity Policy
“Sebagai bagian dari komitmen penerapan GCG dan integritas bisnis yang berkelanjutan, Perseroan menegaskan
sikap tegas terhadap segala bentuk Korupsi, Kolusi, dan Nepotisme (KKN), termasuk praktik gratifikasi dalam
hubungan usaha. Kebijakan AntiKorupsi dan AntiGratifikasi dirancang untuk memastikan setiap aktivitas
operasional dan kerja sama dengan pihak ketiga dilaksanakan secara transparan, akuntabel, dan bebas dari
benturan kepentingan. Melalui penguatan Sistem Manajemen Anti Penyuapan (SMAP), pembentukan Unit
Pengendali Gratifikasi (UPG), serta sosialisasi berkelanjutan kepada seluruh insan dan pemangku kepentingan,
Perseroan berupaya membangun budaya kepatuhan dan menjaga kepercayaan publik terhadap integritasnya.”
“As part of its commitment to implementing GCG and upholding sustainable business integrity, the Company
maintains a firm stance against all forms of Corruption, Collusion, and Nepotism (KKN), including gratuity-
related practices in business relationships. The Anti-Corruption and Anti-Gratuity Policy is designed to ensure
that all operational activities and engagements with third parties are conducted transparently, accountably, and
free from conflicts of interest. Through the strengthening of the Anti-Bribery Management System (ABMS), the
establishment of a Gratuity Control Unit (UPG), and continuous dissemination to all personnel and stakeholders,
the Company strives to foster a culture of compliance and safeguard public trust in its integrity.”
Dengan menjunjung tinggi prinsip GCG dalam pengelolaan By upholding the GCG principles in managing its business, the
bisnis, Perseroan sebagai perusahaan terbuka menegaskan Company, as a publicly listed entity, reaffirms its commitment
komitmennya untuk menciptakan lingkungan kerja yang bersih to creating a clean working environment free from practices of
dan bebas dari praktik Korupsi, Kolusi, dan Nepotisme (KKN). Corruption, Collusion, and Nepotism (KKN). This commitment is
Komitmen ini selaras dengan amanat Undang-Undang Nomor aligned with the mandate of Law No. 31 of 1999 concerning the
31 Tahun 1999 tentang Pemberantasan Tindak Pidana Korupsi Eradication of Corruption, as amended.
beserta perubahannya.
Dalam pelaksanaan kerja sama dengan pihak ketiga, Perseroan In conducting cooperation with third parties, the Company
menyadari adanya potensi risiko gratifikasi. Oleh karena itu, recognizes the potential risks associated with gratuities.
Perseroan menetapkan kebijakan pengelolaan dan pengendalian Therefore, the Company has established a gratuity management
gratifikasi yang disosialisasikan secara berkala kepada seluruh and control policy, which is periodically disseminated to
Insan Krakatau Steel. Kebijakan ini bertujuan memastikan all Krakatau Steel personnel. This policy aims to ensure a
pemahaman yang komprehensif terhadap prinsip anti-korupsi comprehensive understanding of anti-corruption and anti-
dan anti-gratifikasi, sekaligus memperkuat budaya integritas gratuity principles, while strengthening a culture of integrity and
serta mencegah praktik yang tidak etis dalam hubungan usaha. preventing unethical practices in business relationships. [GRI
[GRI 205-1] 205-1]
Prosedur Pengendalian Gratifikasi dan Sosialisasi Gratuity Control Procedures and Dissemination of the
Program AntiGratifikasi Anti-Gratuity Program
Perseroan secara konsisten menerapkan pengelolaan dan The Company consistently implements gratuity management and
pengendalian gratifikasi melalui pembentukan Unit Pengendali control through the establishment of a Gratuity Control Unit (UPG)
Gratifikasi (UPG) yang berada di bawah koordinasi Accounting and under the coordination of the Accounting and Risk Management
Risk Management Division cq Risk Management & Compliance Division cq Risk Management & Compliance Department. As
Department. Sebagai panduan bagi Dewan Komisaris, Direksi, guidance for the Board of Commissioners, Board of Directors,
dan seluruh karyawan, Perseroan telah menyusun Pedoman and all employees, the Company has developed a Gratuity
Pengelolaan dan Pengendalian Gratifikasi yang dipublikasikan Management and Control Guideline, which has been published on
melalui portal internal dan situs web resmi Perseroan. the internal portal and the Company’s official website.
Perseroan juga secara aktif melakukan diseminasi dan The Company also actively conducts dissemination and
sosialisasi Sistem Manajemen Anti Penyuapan (SMAP), termasuk socialization of the Anti-Bribery Management System (ABMS),
pengendalian gratifikasi, kepada seluruh unit kerja guna including gratuity control, across all work units to ensure
memastikan pemahaman dan penerapan kebijakan berjalan effective and consistent understanding and implementation of
secara efektif dan konsisten. the policy.
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Direksi secara rutin menerbitkan surat edaran kepada seluruh The Board of Directors regularly issues circular letters to all
Insan Krakatau Steel dan para pemangku kepentingan, termasuk Krakatau Steel personnel and stakeholders, including vendors,
vendor, pelanggan, dan mitra usaha, yang menegaskan larangan customers, and business partners, reaffirming the prohibition
menerima hadiah atau pemberian dalam bentuk apa pun. Pada against accepting gifts or any form of benefit. In 2025, the Board
tahun 2025, Direksi menerbitkan: of Directors issued:
1. Edaran Pencegahan Korupsi dan Larangan Gratifikasi Terkait 1. Circular on Corruption Prevention and Prohibition of
Hari Raya Idul Fitri; Gratuities in relation to Eid al-Fitr;
2. Edaran Pencegahan Korupsi dan Larangan Gratifikasi Terkait 2. Circular on Corruption Prevention and Prohibition of
Hari Raya Natal dan Tahun Baru. Gratuities in relation to Christmas and New Year.
Implementasi Pengendalian Gratifikasi Implementation of Gratuity Control
Setiap hadiah atau pemberian yang diterima oleh Insan Any gift or benefit received by Krakatau Steel personnel must
Krakatau Steel wajib dilaporkan kepada Accounting and Risk be reported to the Accounting and Risk Management Division
Management Division paling lambat 5 (lima) hari kerja sejak no later than 5 (five) working days from the date of receipt.
tanggal penerimaan. Pelaporan dilakukan melalui formulir yang Reporting is conducted through a form submitted to the UPG or
disampaikan kepada UPG atau melalui aplikasi pada portal via the application available on the Company’s internal portal.
internal Perseroan. Mekanisme ini dirancang untuk memudahkan This mechanism is designed to facilitate online reporting
pelaporan secara daring sekaligus memperkuat transparansi dan while reinforcing transparency and compliance with the anti-
kepatuhan terhadap kebijakan anti-korupsi. corruption policy.
Pelatihan Program AntiGratifikasi [GRI 205-2] Anti-Gratuity Training Program [GRI 205-2]
Perseroan berpartisipasi dalam berbagai program pelatihan The Company participated in various training programs and
dan bimbingan teknis yang diselenggarakan oleh Unit Pengelola technical guidance sessions organized by the KPK’s Gratuity
Gratifikasi (UPG) KPK, di antaranya adalah E-Learning Gratifikasi Management Unit (UPG), including the KPK E-Learning on
KPK pada bulan Juni 2025. Gratuities held in June 2025.
Laporan Pengendalian Gratifikasi Tahun 2025 Gratuity Control Report in 2025
Pada tahun 2025, Unit Pengendali Gratifikasi mencatat 1 (satu) In 2025, the Gratuity Control Unit recorded 1 (one) report, which
laporan yang telah ditangani sesuai prosedur yang berlaku. was handled in accordance with the applicable procedures.
Uraian Nilai | Value Jumlah
Description QI Q II Q III Q IV Total
Barang | In Kind Benefit - Rp 300.000 - - Rp300.000
Uang | Cash - - - - -
Jumlah | Total - Rp 300.000 - - Rp300.000
LAPORAN HARTA KEKAYAAN PENYELENGGARA STATE OFFICIALS’ ASSET DECLARATION REPORT
NEGARA (LHKPN) (LHKPN)
Sebagai bagian integral dari kebijakan AntiKorupsi dan As an integral part of the Company’s Anti-Corruption and
AntiGratifikasi, Perseroan mewajibkan pelaporan Laporan Harta Anti-Gratuity policy, the Company requires certain officials
Kekayaan Penyelenggara Negara (LHKPN) bagi pejabat tertentu within the Company and the Group to submit State Officials’
di lingkungan Perseroan dan Grup. Kewajiban ini merupakan Asset Declaration Reports (LHKPN). This obligation reflects
bentuk komitmen nyata dalam memperkuat transparansi, the Company’s concrete commitment to strengthening
akuntabilitas, serta pencegahan potensi benturan kepentingan transparency, accountability, and the prevention of potential
dan praktik korupsi. conflicts of interest and corrupt practices.
Komitmen tersebut ditegaskan melalui Surat Keputusan Direksi This commitment is formalized through Board of Directors
No. 114/DU-KS/Kpts/2025 tanggal 22 Oktober 2025 tentang Decree No. 114/DU-KS/Kpts/2025 dated October 22, 2025,
concerning the Mandatory LHKPN Reporting at PT Krakatau
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Kewajiban LHKPN di PT Krakatau Steel (Persero) Tbk dan Grup. Steel (Persero) Tbk and its Group. Officials required to submit
Pejabat yang wajib menyampaikan laporan meliputi: asset declarations include:
1. Anggota Direksi dan Dewan Komisaris Perseroan; 1. Members of the Board of Directors and the Board of
Commissioners of the Company;
2. Anggota Direksi dan Dewan Komisaris pada Anak Perusahaan 2. Members of the Boards of Directors and Boards of
dan Perusahaan Terafiliasi yang terkonsolidasi; Commissioners of Subsidiaries and Consolidated Affiliated
Companies;
3. Pengurus dan Pengawas pada Dana Pensiun dan Yayasan; 3. Management and Supervisory Board members of Pension
Funds and Foundations;
4. Vice President; 4. Vice Presidents;
5. Manajer; serta 5. Managers; and
6. Panitia Pengadaan Barang/Jasa dan Panitia Jasa 6. Procurement Committees and Construction Services
Pembangunan. Committees.
Tingkat Kepatuhan Pelaporan Reporting Compliance Rate
Dalam pelaporan periodik per 31 Maret 2025 (atas Tahun Buku In the periodic reporting as of March 31, 2025 (for Financial Year
2024), tingkat kepatuhan pelaporan LHKPN mencapai 99,33% 2024), the LHKPN reporting compliance rate reached 99.33%
dari total 149 pejabat wajib lapor. Capaian ini mencerminkan of the total 149 reporting officials. This achievement reflects a
kesadaran dan komitmen yang tinggi terhadap budaya integritas strong awareness and commitment to a culture of integrity and
dan kepatuhan. compliance.
Penerapan e-LHKPN Implementation of e-LHKPN
Penerapan LHKPN di Perseroan mengacu pada peraturan The implementation of LHKPN within the Company refers to the
perundang-undangan yang berlaku sebagai berikut: following prevailing regulations:
1. Undang-Undang No. 28 Tahun 1999 tentang Penyelenggara 1. Law No. 28 of 1999 concerning State Officials Who Are Free
Negara yang Bersih dan Bebas dari Korupsi, Kolusi, dan from Corruption, Collusion, and Nepotism;
Nepotisme;
2. Undang-Undang No. 30 Tahun 2002 tentang Komisi 2. Law No. 30 of 2002 concerning the Corruption Eradication
Pemberantasan Tindak Pidana Korupsi sebagaimana telah Commission, as amended several times, most recently by
beberapa kali diubah, terakhir dengan Undang-Undang No. 19 Law No. 19 of 2019;
Tahun 2019;
3. Peraturan Komisi Pemberantasan Korupsi No. 07 Tahun 3. Corruption Eradication Commission Regulation No. 07 of 2016
2016 tentang Tata Cara Pendaftaran, Pengumuman, dan concerning the Procedures for Registration, Announcement,
Pemeriksaan Harta Kekayaan Penyelenggara Negara and Examination of State Officials’ Asset Declarations, as
sebagaimana telah diubah dengan Peraturan Komisi amended by Corruption Eradication Commission Regulation
Pemberantasan Korupsi No. 03 Tahun 2024; No. 03 of 2024;
4. Permen BUMN 2/2023. 4. Permen BUMN 2/2023.
Perseroan telah menerapkan sistem e-LHKPN kepada seluruh The Company has implemented the e-LHKPN system for all
Wajib LHKPN. Pelaporan dilakukan setiap tahun dan disampaikan designated reporting officials. Asset declarations are submitted
secara daring paling lambat 31 Maret, serta maksimal 2 bulan annually and must be filed online no later than March 31, and within
setelah awal atau akhir masa jabatan melalui aplikasi e-LHKPN a maximum of 2 months after assuming or ending office, through
KPK pada laman https://elhkpn.kpk.go.id. the KPK’s e-LHKPN application at https://elhkpn.kpk.go.id.
Implementasi e-LHKPN tidak hanya memenuhi kewajiban The implementation of e-LHKPN not only fulfills regulatory
regulasi, tetapi juga memperkuat sistem pengendalian requirements but also strengthens the Company’s internal
internal dan kebijakan anti-korupsi Perseroan. Transparansi control system and anti-corruption framework. Transparency
atas kepemilikan dan perubahan harta kekayaan pejabat regarding officials’ asset ownership and changes thereto
menjadi instrumen penting dalam mendeteksi potensi risiko serves as an important instrument in detecting potential abuse
penyalahgunaan wewenang, memperkuat pencegahan of authority, enhancing gratuity prevention, and maintaining
gratifikasi, serta menjaga kepercayaan pemangku kepentingan stakeholder trust in the Company’s integrity.
terhadap integritas Perseroan.
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Tata Kelola Perusahaan
Corporate Governance
KEBIJAKAN INSIDER TRADING INSIDER TRADING POLICY
Perseroan telah menetapkan kebijakan terkait praktik Insider The Company has established a policy on Insider Trading to
Trading guna mencegah terjadinya benturan kepentingan antara prevent conflicts of interest between the Company and certain
Perseroan dan pihak tertentu, memastikan perdagangan efek parties, ensure fair trading of the Company’s securities, and
Perseroan berlangsung secara adil, serta melindungi Perseroan safeguard the Company in the implementation of corporate
dalam pelaksanaan aksi korporasi. Kebijakan ini mengatur secara actions. This policy strictly regulates the use of material
ketat penggunaan informasi material yang belum tersedia bagi non-public information (inside information) or confidential
publik (informasi orang dalam) atau informasi rahasia oleh pihak information by parties who have access to such information.
yang memiliki akses terhadap informasi tersebut. Ketentuan The provisions are formally stipulated in the Company’s Code of
tersebut dituangkan secara tertulis dalam Pedoman Etika Bisnis Business Ethics and Work Ethics and are consistently enforced.
dan Etika Kerja Perseroan dan diterapkan secara konsisten.
Perseroan juga melakukan klasifikasi dokumen dan informasi The Company also classifies documents and information
ke dalam kategori rahasia dan publik. Pengungkapan informasi into confidential and public categories. Disclosure of public
publik dilaksanakan melalui satu pintu, yaitu fungsi Corporate information is conducted through a single gate, namely the
Secretary, guna memastikan konsistensi, akurasi, dan kepatuhan Corporate Secretary function, to ensure consistency, accuracy,
terhadap ketentuan peraturan perundang-undangan di bidang and compliance with prevailing capital market regulations.
pasar modal.
Larangan atas pemanfaatan Informasi Orang Dalam (insider The prohibition against the misuse of Inside Information (insider
trading) ditetapkan untuk mencegah perolehan keuntungan trading) is established to prevent unlawful gains in the capital
yang tidak sah di pasar modal. Larangan tersebut antara lain market. Such prohibition includes, among others:
mencakup:
1. Mempengaruhi pihak lain untuk melakukan pembelian atau 1. Influencing other parties to purchase or sell the Company’s
penjualan efek Perseroan; atau securities; or
2. Mengungkapkan Informasi Orang Dalam kepada pihak lain 2. Disclosing Inside Information to other parties who may
yang patut diduga akan memanfaatkannya untuk melakukan reasonably be suspected of using such information to trade
transaksi atas efek Perseroan. in the Company’s securities.
Kebijakan ini tidak hanya bertujuan menjaga stabilitas dan This policy aims not only to safeguard the Company’s financial
keberlanjutan finansial Perseroan, tetapi juga memperkuat stability and sustainability but also to strengthen investor and
kepercayaan investor dan publik terhadap integritas serta tata public confidence in the Company’s integrity and governance.
kelola Perseroan. Dengan demikian, Perseroan berkomitmen Accordingly, the Company is committed to ensuring that all
memastikan seluruh kegiatan usahanya dilaksanakan secara business activities are conducted with a high standard of
transparan, akuntabel, dan berintegritas tinggi. transparency, accountability, and integrity.
PENERAPAN PEDOMAN TATA KELOLA IMPLEMENTATION OF PUBLIC COMPANY
PERUSAHAAN TERBUKA CORPORATE GOVERNANCE GUIDELINES
Sesuai dengan Peraturan OJK No. 21/POJK.04/2015 tentang Pursuant to FSA Regulation No. 21/POJK.04/2015 regarding
Penerapan Pedoman Tata Kelola Perusahaan Terbuka dan the Implementation of Corporate Governance Guideline for
Surat Edaran OJK No. 32/SEOJK.04/2015 tentang Pedoman Listed Company and FSA Circular Letter No. 32/SEOJK.04/2015
Tata Kelola Perusahaan Terbuka, penerapan 5 (lima) aspek, 8 regarding Corporate Governance Guidelines for Listed Company,
(delapan) prinsip, dan 25 (dua puluh lima) rekomendasi tata kelola the implementation of 5 (five) aspects, 8 (eight) principles, and
perusahaan yang baik adalah berdasarkan pendekatan “comply or 25 (twenty five) recommendations of good corporate governance
explain”. Penerapan Pedoman Tata Kelola oleh Perseroan adalah is based on “comply or explain” approach. The implementation of
sebagai berikut: corporate governance guidelines by the Company is as follow:
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Tata Kelola Perusahaan
Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
A. Hubungan Prinsip 1: 1.1. Perusahaan terbuka memiliki cara Terpenuhi
perusahaan Meningkatkan nilai atau prosedur teknis pengumpulan Perseroan telah memenuhi rekomendasi
terbuka dengan penyelenggaraan suara (voting) baik secara ini. Tata cara mengenai pengambilan suara
pemegang saham RUPS terbuka maupun tertutup yang baik secara terbuka maupun secara tertutup
dalam menjamin mengedepankan independensi diatur di dalam Anggaran Dasar Perseroan.
hak-hak dan kepentingan pemegang Dalam pelaksanaan setiap RUPS, mekanisme
pemegang saham saham. pengambilan suara merupakan bagian dari tata
tertib rapat yang diinformasikan kepada para
pemegang saham di awal rapat.
A. Relationship 1st Principle: 1.1. The public company has the Comply
between public Increasing the value options or technical procedures of The Company has complied with this
companies and of GMS. open and closed voting, observing recommendation. The procedures for voting,
shareholders independence and the interests of whether open or closed voting, are regulated
in assuring shareholders. under the Company’s Articles of Association.
the rights of The voting mechanism is part of the meeting
shareholders procedures informed to the shareholders at
the beginning of any Annual GMS.
1.2. Seluruh anggota Direksi dan Terpenuhi
anggota Dewan Komisaris Pada RUPS Tahunan tanggal 25 Juni 2025,
perusahaan terbuka hadir dalam Seluruh anggota Direksi dan Dewan Komisaris
RUPS Tahunan. Perseroan hadir.
1.2. All members of the Board of Comply
Directors (“BOD”) and the Board of At the Annual GMS on May 25, 2025, all
Commissioners (“BOC”) of public members of the BOD and the BOC of the
company attend the Annual GMS. Company were present.
1.3. Ringkasan risalah RUPS tersedia Terpenuhi
di situs web perusahaan terbuka
paling singkat selama 1 (satu)
tahun.
1.3. GMS minutes available on the Comply
website of a public company for at
least 1 (one) year.
Prinsip 2: 1.1. Perusahaan terbuka memiliki Terpenuhi
Meningkatkan suatu kebijakan komunikasi Kebijakan dimaksud diatur di dalam Pedoman
kualitas komunikasi dengan pemegang saham atau Etika Bisnis dan Etika Kerja.
perusahaan terbuka investor.
dengan pemegang
saham atau investor
2nd Principles: 1.1. The public company has a Comply
Enhancing quality communication policy concerning The said policy is stipulated in the Code of
of communication its interaction with shareholders Business Ethics and Work Ethics.
between the public or investors.
company with
shareholders or
investors
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Tata Kelola Perusahaan
Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
1.2. Perusahaan terbuka Terpenuhi
mengungkapkan kebijakan Pedoman Etika Bisnis dan Etika Kerja
komunikasi perusahaan terbuka diungkapkan di dalam situs web Perseroan
dengan pemegang saham atau www.krakatausteel.com.
investor dalam situs web.
1.2. The public company discloses Comply
its communications policy with The Code of Business Ethics and Work Ethics
shareholders or investors via is disclosed on the Company’s website at www.
website. krakatausteel.com.
B. Fungsi dan peran Prinsip 3: 1.1. Penentuan jumlah anggota Dewan Terpenuhi
Dewan Komisaris Memperkuat Komisaris mempertimbangkan Perseroan telah memenuhi rekomendasi ini
keanggotaan dan kondisi perusahaan terbuka. dengan mengacu pada Peraturan Menteri
komposisi Dewan BUMN terkait dan Anggaran Dasar Perseroan.
Komisaris
B. Function and role 3rd Principle: 1.1. The determination of members of Comply
of the Board of Strengthening the the BOC considers the condition The Company has complied with this
Commissioners BOC membership and of the public company. recommendation by referring to the related
(BOC) composition Minister of SOEs Regulation and the Company’s
Articles of Association.
1.2. Penentuan komposisi anggota Terpenuhi
Dewan Komisaris memperhatikan Perseroan telah memenuhi rekomendasi ini
keberagaman keahlian, dengan mengacu pada Peraturan Menteri
pengetahuan dan pengalaman BUMN terkait dan Anggaran Dasar Perseroan.
yang dibutuhkan.
1.2. The BOC composition considers Comply
the diversity of skills and The Company has complied with this
knowledge. recommendation by referring to the related
Minister of SOEs Regulation and the Company’s
Articles of Association.
Prinsip 4: 1.1. Dewan Komisaris mempunyai Terpenuhi
Meningkatkan kualitas kebijakan penilaian sendiri (self-
pelaksanaan tugas assessment) untuk menilai kinerja
dan tanggung jawab Dewan Komisaris.
Dewan Komisaris
4th Principle: 1.1. The BOC has a self-assessment Comply
Enhancing the quality policy to measure the BOC
of the BOC duties performance.
and responsibilities
performance
1.2. Kebijakan penilaian sendiri (self- Terpenuhi
assessment) untuk menilai kinerja
Dewan Komisaris diungkapkan
dalam laporan tahunan
perusahaan terbuka.
1.2. Self-assessment policy to Comply
appraise the BOC performance is
disclosed in the annual report of a
public company.
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Tata Kelola Perusahaan
Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
1.3. Dewan Komisaris mempunyai Terpenuhi
kebijakan terkait pengunduran Kebijakan dimaksud diatur di dalam Board
diri anggota Dewan Komisaris Manual
apabila terlibat dalam kejahatan
keuangan.
1.3. The BOC has a policy concerning Comply
members’ resignation in the The said policy is stipulated in the Board
event of a member is involved in Manual.
financial crimes.
1.4. Dewan Komisaris atau Komite Terpenuhi
yang menjalankan fungsi nominasi Perseroan memiliki Komite Nominasi dan
dan remunerasi menyusun Remunerasi yang telah menyusun kebijakan
kebijakan suksesi dalam proses dan kriteria yang digunakan dalam proses
nominasi anggota Direksi. nominasi anggota Direksi dan/atau Dewan
Komisaris.
1.4. The BOC or the Committee that Comply
performs the nomination and The Company has a Nomination and
remuneration function arrange Remuneration Committee that has established
the succession policy in the policies and criteria used in the nomination
nomination process of the BOD. process for members of the Board of Directors
and/or the Board of Commissioners.
C. Fungsi dan peran Prinsip 5: 1.1. Penentuan jumlah anggota Terpenuhi
Direksi Memperkuat Direksi mempertimbangkan Perseroan telah memenuhi rekomendasi ini
keanggotaan dan kondisi perusahaan terbuka serta dengan mengacu pada Peraturan Menteri
komposisi Direksi efektivitas dalam pengambilan BUMN terkait dan Anggaran Dasar Perseroan.
keputusan.
C. Function and role 5th Principle: 1.1. In determining the number of BOD Comply
of the Board of Strengthening the members, the public company The Company has complied with this
Directors (BOD) BOD membership and considers its condition and recommendation by referring to the related
composition decision-making effectiveness. Minister of SOEs Regulation and the Company’s
Articles of Association.
1.2. Penentuan komposisi anggota Terpenuhi
Direksi memperhatikan Perseroan telah memenuhi rekomendasi ini
keberagaman, keahlian, dengan mengacu pada Peraturan Menteri
pengetahuan, dan pengalaman BUMN terkait dan Anggaran Dasar Perseroan.
yang dibutuhkan.
1.2. The BOD composition considers Comply
the diversity of skills, knowledge, The Company has complied with this
and experience. recommendation by referring to the related
Minister of SOEs Regulation and the Company’s
Articles of Association.
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Tata Kelola Perusahaan
Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
1.3. Anggota Direksi yang membawahi Terpenuhi
bidang akuntansi atau keuangan
memiliki keahlian dan/atau
pengetahuan di bidang akuntansi.
1.3. The Director, who is responsible Comply
for accounting or finance, has
relevant expertise and knowledge
in accounting.
Prinsip 6: 1.1. Direksi mempunyai kebijakan Terpenuhi
Meningkatkan kualitas penilaian sendiri (self-assessment)
pelaksanaan tugas untuk menilai kinerja Direksi.
dan tanggung Jawab
Direksi
6th Principle: 1.1. The BOD has a self-assessment Comply
Enhance the quality policy in place to measure their
of the BOD duties performance.
and responsibilities
performance
1.2. Kebijakan penilaian sendiri (self- Terpenuhi
assessment) untuk menilai kinerja
Direksi diungkapkan di dalam
laporan tahunan perusahaan
terbuka.
1.2. Self-assessment policy to assess Comply
the BOD performance is disclosed
in the annual report of the public
company.
1.3. Direksi mempunyai kebijakan Terpenuhi
terkait pengunduran diri anggota Kebijakan dimaksud diatur di dalam Board
Direksi apabila terlibat dalam Manual
kejahatan keuangan.
1.3. The BOD has a policy for member Comply
resignation if involved in financial The said policy is stipulated in the Board
crimes. Manual.
D. Partisipasi Prinsip 7: 1.1. Perusahaan terbuka memiliki Terpenuhi
pemangku Meningkatkan kebijakan untuk mencegah Perseroan memiliki Kebijakan Insider Trading.
kepentingan aspek tata kelola terjadinya insider trading.
perusahaan melalui
partisipasi pemangku
kepentingan
D. Stakeholders’ 7th Principle: 1.1. The public company has a policy to Comply
participation Improving corporate prevent insider trading. The Company has an Insider Trading Policy.
governance through
stakeholders’
participation
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Tata Kelola Perusahaan
Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
1.2. Perusahaan terbuka memiliki Terpenuhi
kebijakan antikorupsi dan anti- Perseroan memiliki Kebijakan AntiKorupsi dan
fraud. AntiGratifikasi.
1.2. The public company has anti- Comply
corruption and anti-fraud policies. The Company has an Anti-Corruption and Anti-
Gratuity Policy.
1.3. Perusahaan terbuka memiliki Terpenuhi
kebijakan tentang seleksi Perseroan memiliki kebijakan dan prosedur
dan peningkatan kemampuan pengadaan barang dan jasa.
pemasok atau vendor.
1.3. The public company has a policy Comply
on suppliers or vendors selection The Company has policies and procedures
and capability. governing the procurement of goods and
services.
1.4. Perusahaan terbuka memiliki Terpenuhi
kebijakan untuk pemenuhan hak- Kebijakan dimaksud diatur di dalam Pedoman
hak kreditur. Etika Bisnis dan Etika Kerja.
1.4. The public company has a policy to Comply
fulfill the rights of creditors. The said policy is stipulated in the Code of
Business Ethics and Work Ethics.
1.5. Perusahaan terbuka memiliki Terpenuhi
kebijakan whistleblowing system.
1.5. The public company has a Comply
whistleblowing system policy.
1.6. Perusahaan terbuka memiliki Terpenuhi
kebijakan pemberian insentif
jangka panjang kepada Direksi dan
karyawan.
1.6. The public company has a policy of Comply
long-term incentives for the BOD
and employees.
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Tata Kelola Perusahaan
Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
E. Keterbukaan Prinsip 8: 1.1. Perusahaan terbuka Terpenuhi
informasi Meningkatkan memanfaatkan penggunaan Perseroan juga memanfaatkan media sosial
pelaksanaan teknologi informasi secara lebih sebagai media komunikasi dan penyebaran
keterbukaan luas selain situs web sebagai informasi seputar perusahaan, produk dan jasa
informasi media keterbukaan informasi. maupun informasi lainnya yang berhubungan
dengan kegiatan Perseroan. Akun media sosial
yang dimiliki adalah Facebook: Krakatau Steel
Official, Youtube: Krakatau Steel Official, X:
@_KRAKATAUSTEEL, dan Instagram: krakatau.
steel
E. Information 8th Principle: 1.1. The public company utilizes a Comply
disclosure Enhancing range of information technology The Company also utilizes social media as a
information platforms other than the website communication channel and a platform for
disclosure as channels of information disseminating information regarding the
implementation disclosure. Company, its products and services, as well
as other information related to its activities.
The Company’s official social media accounts
are as follows: Facebook: Krakatau Steel
Official; YouTube: Krakatau Steel Official;
X: @_KRAKATAUSTEEL; and Instagram:
krakatau.steel.
1.2. Laporan tahunan perusahaan Terpenuhi
terbuka mengungkapkan pemilik
manfaat akhir dalam kepemilikan
saham perusahaan terbuka paling
sedikit 5%, selain pengungkapan
pemilik manfaat akhir dalam
kepemilikan saham perusahaan
terbuka melalui pemegang saham
utama dan pengendali.
1.2. The annual report of the Comply
public company discloses the
ultimate beneficiaries of at
least 5% shareholding in the
public company, in addition
to the disclosures of ultimate
beneficiaries of shareholding
in the public company through
majority and controlling
shareholders.
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LAPORAN KEBERLANJUTAN Sustainability Report
Page 362
Laporan Keberlanjutan
Sustainability Report
TANGGUNG JAWAB SOSIAL DAN LINGKUNGAN
Social and Environmental Responsibility
Bagian Tanggung Jawab Sosial dan Lingkungan (“TJSL”) ini The Social and Environmental Responsibility (“TJSL”) section
merupakan Laporan Keberlanjutan PT Krakatau Steel (Persero) constitutes the Sustainability Report of PT Krakatau Steel
Tbk (“KS Group” atau “kami”) yang disusun sesuai dengan (Persero) Tbk (“KS Group” or “we”), which is prepared in
Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 accordance with Financial Services Authority Regulation No. 51/
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa POJK.03/2017 concerning the Implementation of Sustainable
Keuangan, Emiten, dan Perusahaan Publik. Selain itu, kami juga Finance for Financial Institutions, Issuers, and Public Companies.
menyatakan bahwa Laporan Keberlanjutan ini disajikan sesuai In addition, we declare that this Sustainability Report has been
dengan (in accordance with) Standar Pelaporan Keberlanjutan prepared in accordance with the Global Reporting Initiative (GRI)
GRI (Standar GRI) yang diterbitkan oleh Global Sustainability Standards issued by the Global Sustainability Standards Board
Standards Board (GSSB). Seiring meningkatnya perhatian global (GSSB). Amid increasing global awareness of the importance of
terhadap pembangunan berkelanjutan, KS Group memandang sustainable development, KS Group views the implementation
pelaksanaan TJSL tidak hanya sebagai kewajiban kepatuhan, of TJSL not merely as a compliance obligation, but as an
tetapi juga sebagai bagian integral dari komitmen KS Group integral part of the Company’s commitment to the principles of
dalam menerapkan prinsip Environmental, Social, and Governance Environmental, Social, and Governance (ESG).
(“ESG”).
Melalui berbagai program dan inisiatif TJSL, KS Group berupaya Through various TJSL programs and initiatives, KS Group strives
menciptakan dampak positif bagi lingkungan dan masyarakat, to create positive impacts for the environment and communities
sekaligus memperkuat praktik tata kelola yang transparan while strengthening transparent and accountable governance
dan bertanggung jawab. Pendekatan ini menjadi landasan practices. This approach serves as the foundation for building
dalam membangun bisnis yang tidak hanya bertumbuh secara a business that not only grows sustainably but also contributes
berkelanjutan, tetapi juga memberikan kontribusi jangka panjang to inclusive long-term development. This report also presents
bagi pembangunan yang inklusif. Laporan ini juga memuat information on KS Group’s contribution to supporting the
informasi mengenai kontribusi KS Group dalam mendukung achievement of the Sustainable Development Goals (SDGs).
pencapaian Tujuan Pembangunan Berkelanjutan (Sustainable
Development Goals/”SDG”).
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Laporan Keberlanjutan
Sustainability Report
IKHTISAR KINERJA KEBERLANJUTAN
Sustainability Performance Highlights
KINERJA EKONOMI | ECONOMIC PERFORMANCE [OJK B.1]
“Pertumbuhan volume penjualan baja pada tahun 2025 menjadi indikasi
penguatan fundamental operasional di tengah proses transformasi KS Group.”
“The growth in steel sales volume in 2025 indicates the strengthening of operational fundamentals amid KS
Group’s ongoing transformation.”
ton | tons ribu USD | thousand USD ribu USD | thousand USD
2025 2025 2025
944,562
2024 2023
959.839
2024 2023
339.640
2024 2023
732,108 1.374.060 954.597 1,453,968 (148.422) (131,653)
Volume Penjualan Baja Pendapatan Usaha Laba (Rugi) Tahun Berjalan
Steel Sales Volume Revenue Income (Loss) for the Year
150 Jumlah Pemasok Lokal tahun 2025
Number of Local Vendor in 2025 Rp
1.609,56 miliar | billion
Total nilai kontrak
pemasok lokal
pada tahun 2025
Total value of
contracts with
local vendor in
2025
100 kWp
PLTS Atap di Gedung Teknologi KS Cilegon, menghasilkan 152.500
kWh daya listrik yang berpotensi mengurangi emisi karbon hingga
96,92 ton CO2 per tahun.
The rooftop solar power plant (PLTS) at the KS Technology
Building in Cilegon generates 152,500 kWh of electricity, with the
potential to reduce carbon emissions by up to 96.92 tons of CO2
per year.
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KINERJA LINGKUNGAN | ENVIRONMENTAL PERFORMANCE [OJK B.2]
“Inisiatif pengelolaan lingkungan yang dijalankan sepanjang tahun 2025
mencerminkan upaya KS Group dalam mengembangkan operasional yang lebih
berkelanjutan.”
“Environmental management initiatives carried out throughout 2025 reflect KS Group’s efforts to advance more
sustainable operations.”
GJ | GJ GJ | GJ Liter | Litre
2025 2025 2025
406.227
2024 2023
200,45
2024 2023
36.532
2024 2023
213.540 815.893 455 473 580.8171) 4.273.715
Konsumsi Listrik Listrik dari Sumber Energi Terbarukan Konsumsi BBM
Electricity Consumption Electricity from Renewable Energy Source Fuel Consumption
Catatan / Note:
GJ | GJ m3 | m3 1)
Konsumsi BBM 2024 hanya memasukkan pemakaian
2025 2025 bahan bakar kendaraan utility yang dimiliki dan/atau
1.258.756 1.141.226
dikendalikan langsung oleh KS Group.
Fuel consumption in 2024 only includes fuel
consumption of utility units owned and/or directly
controlled by the KS Group.
2024 2023 2024 2023 2)
Konsumsi natural gas Reheating Furnace HSM
535.706 2.238.843
2)
1.339.638 3.128.891 (Jan-Feb) dan Coke Oven Plant (COP)
Natural gas consumption of Reheating Furnace HSM
(Jan-Feb) and Coke Oven Plant (COP)
Konsumsi Gas Alam Penggunaan air
Natural Gas Consuption Water usage
0,468 ton CO2/t steel 7.189 ton | tons
Intensitas emisi yang dihasilkan per ton steel HRC pada Total limbah padat dihasilkan pada tahun 2025, meningkat
tahun 2025, turun + 1% dari baseline 0,473 Co2qe/ton dibandingkan 3.427 ton pada tahun 2024 karena
steel HRC. peningkatan aktivitas produksi.
The emission intensity generated per ton of HRC steel in Total solid waste generated in 2025 increased compared
2025 decreased by approximately 1% from the baseline of to 3,427 tons in 2024, driven by
0.473 CO2e/ton of HRC steel. higher production activities.
29.191 pohon | trees
Jumlah pohon penghijauan yang ditanam sepanjang tahun 2025 di DAS Cidanau dan
Cipasauran, Cagar Alam Rawa Danau, dan Kawasan Industri Cilegon.
The number of trees planted for greening throughout 2025 in the Cidanau and Cipasauran
watersheds, the Rawa Danau Nature Reserve, and the Cilegon Industrial Area.
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KINERJA SOSIAL | SOCIAL PERFORMANCE [OJK B.2]
“Pelaksanaan berbagai program TJSL pada tahun 2025 mempertegas peran KS
Group dalam mendorong pemberdayaan masyarakat dan peningkatan kesejahteraan
sosial di sekitar wilayah operasional.”
“The implementation of various TJSL programs in 2025 reinforces KS Group’s role in promoting community
empowerment and improving social welfare in areas surrounding its operations.”
Orang | Person Orang | Person Rp miliar | billion Rp
2025 2025 2025
868
2024 2023
62
2024 2023
7,65
2024 2023
1.274 1.343 81 80 7,10 11,26
Jumlah karyawan Jumlah karyawan perempuan Dana Program TJSL1)
Number of employees Number of female employees TJSL Program Funds
Catatan / Note:
1)
Sumber dana berasal dari cost center Induk, cost sharing dengan Anak Perusahaan dan sharing kegiatan Anak Perusahaan.
Fund was sourced from the parent cost center, cost sharing with subsidiaries and sharing of subsidiary activities.
Rp3,5 1.105
miliar | billion karyawan | employees
Investasi pengembangan kompetensi sumber Jumlah peserta program pelatihan dan
daya manusia (SDM) tahun 2025, meningkat 51% pengembangan kompetensi tahun 2025,
dibandingkan Rp1,70 miliar pada tahun 2024. meningkat dibandingkan 800 peserta pada
Investment in human capital (HC) competency tahun 2024.
development in 2025 increased by 51% compared The number of participants in training and
to Rp1.70 billion in 2024. competency development programs in 2025
increased compared to 800 participants in 2024.
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STRATEGI KEBERLANJUTAN [OJK A.1][GRI 2-22]
Sustainability Strategy
Sejalan dengan strategi transformasi KS Group yang dirangkum In line with the KS Group’s transformation strategy encapsulated
dalam tema “Committed to Transform”, kami mengintegrasikan in the theme “Committed to Transform,” we integrate ESG
prinsip ESG ke dalam arah pengembangan bisnis dan operasional principles into the direction of KS Group’s business development
KS Group. Pendekatan ini menempatkan keberlanjutan sebagai and operations. This approach positions sustainability as an
bagian penting dari transformasi perusahaan menuju industri essential part of the Company’s transformation toward a more
baja nasional yang lebih efisien, berdaya saing, dan bertanggung efficient, competitive national steel industry that is responsible
jawab terhadap lingkungan serta masyarakat. Melalui pendekatan toward the environment and society. Through the Sustainable
Sustainable Green Business, kami berupaya menciptakan nilai Green Business approach, we strive to create long-term value
jangka panjang dengan menjaga keseimbangan antara kinerja by maintaining a balance between economic performance,
ekonomi, perlindungan lingkungan, serta kontribusi sosial bagi environmental protection, and social contributions to
para pemangku kepentingan. stakeholders.
Untuk mewujudkan komitmen tersebut, KS Group menjalankan To realize this commitment, KS Group implements a structured
strategi keberlanjutan yang terstruktur melalui tiga pilar utama, sustainability strategy through three main pillars, namely
yaitu Sustainability Journey, Revolutionary CSR, dan Regulatory Sustainability Journey, Revolutionary CSR, and Regulatory
Relief. Ketiga pilar ini menjadi kerangka implementasi Relief. These pillars serve as the KS Group’s sustainability
keberlanjutan KS Group dalam memperkuat efisiensi operasional implementation framework in strengthening operational
dan pengelolaan lingkungan, mendorong pemberdayaan efficiency and environmental management, promoting
masyarakat serta pengembangan sumber daya manusia, serta community empowerment and human capital development, and
memastikan penerapan tata kelola yang transparan, akuntabel, ensuring the implementation of transparent and accountable
dan selaras dengan ketentuan peraturan yang berlaku. governance practices in compliance with applicable regulations.
KERANGKA STRATEGI KEBERLANJUTAN KAMI OUR SUSTAINABILITY STRATEGY FRAMEWORK
Sebagai bagian dari strategi transformasi KS Group dalam As part of the KS Group’s transformation strategy under the
kerangka “Committed to Transform”, KS Group mengembangkan “Committed to Transform” framework, KS Group has developed a
kerangka strategi keberlanjutan yang mengintegrasikan aspek sustainability strategy framework that integrates environmental,
lingkungan, sosial, dan tata kelola ke dalam kegiatan usaha. social, and governance aspects into its business activities.
Kerangka ini menjadi panduan dalam memastikan bahwa setiap This framework serves as a guide to ensure that every business
inisiatif bisnis tidak hanya menciptakan nilai ekonomi, tetapi juga initiative not only creates economic value but also contributes
memberikan kontribusi positif bagi lingkungan, masyarakat, dan positively to the environment, society, and the long-term
keberlanjutan usaha dalam jangka panjang. sustainability of the business.
Implementasi strategi keberlanjutan KS Group dijalankan melalui The implementation of KS Group’s sustainability strategy is
tiga pilar utama yang menjadi landasan dalam mengintegrasikan carried out through three main pillars that serve as the foundation
praktik keberlanjutan ke dalam operasional dan proses for integrating sustainability practices into the Company’s
pengambilan keputusan. operations and decision-making processes.
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Committed to Transform
Sustainable Green Business
Sustainability Journey Revolutionary CSR Regulatory Relief
Pilar ini berfokus pada penguatan kinerja Pilar ini menitikberatkan pada penguatan Pilar ini menekankan penerapan
lingkungan dan efisiensi operasional dampak sosial melalui integrasi program GCG melalui penguatan prinsip
melalui penerapan praktik bisnis yang TJSL dengan kebutuhan strategis bisnis transparansi, akuntabilitas, dan
lebih ramah lingkungan, khususnya KS Group. Inisiatif yang dijalankan kepatuhan terhadap peraturan yang
dalam pengelolaan energi, pengendalian mencakup pengembangan SDM, berlaku. Dengan memperkuat sistem
emisi, serta optimalisasi penggunaan pemberdayaan masyarakat, kesetaraan tata kelola dan Manajemen Risiko, KS
sumber daya. Melalui pilar ini, KS Group kesempatan, serta penguatan praktik Group berupaya meningkatkan kualitas
berupaya meningkatkan efisiensi proses keberlanjutan di sepanjang rantai pasok. pengambilan keputusan strategis
produksi sekaligus mendukung transisi Pendekatan ini bertujuan memperkuat sekaligus memastikan bahwa seluruh
menuju praktik industri baja yang lebih social license to operate sekaligus inisiatif keberlanjutan dijalankan secara
berkelanjutan. menciptakan manfaat sosial yang konsisten, terukur, dan selaras dengan
berkelanjutan bagi masyarakat di sekitar ketentuan peraturan perundang-
wilayah operasional. undangan.
This pillar focuses on strengthening This pillar emphasizes strengthening This pillar emphasizes the GCG
environmental performance and social impact through the integration implementation through the
operational efficiency through the of TJSL programs with the strategic strengthening of the principles of
implementation of more environmentally business needs of KS Group. The transparency, accountability, and
friendly business practices, particularly initiatives undertaken include human compliance with applicable regulations.
in energy management, emission capital development, community By reinforcing governance and Risk
control, and the optimization of resource empowerment, equal opportunity, and Management systems, KS Group seeks
utilization. Through this pillar, KS Group the reinforcement of sustainability to improve the quality of strategic
seeks to enhance production process practices throughout the supply chain. decision-making while ensuring
efficiency while supporting the transition This approach aims to strengthen the that all sustainability initiatives are
toward more sustainable steel industry Company’s social license to operate while implemented consistently, measurably,
practices. creating sustainable social benefits for and in alignment with prevailing laws and
communities surrounding its operational regulations.
areas.
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PENJELASAN DIREKSI [OJK D.1]
Board of Directors’ Statement
“Kami memahami bahwa keberlanjutan bisnis hanya dapat dicapai dengan
menjadikan aspek ESG sebagai landasan dalam mengelola risiko sekaligus
menciptakan nilai jangka panjang. Oleh karena itu, keberlanjutan usaha KS
Group sangat ditentukan oleh kemampuan kami dalam mengelola risiko
lingkungan dan sosial yang berkaitan dengan kegiatan operasional dan
potensi dampaknya terhadap pertumbuhan KS Group di masa depan.”
“We recognize that sustainable business can only be achieved by incorporating ESG considerations
as the foundation for managing risks and creating long-term value. Therefore, the sustainability of KS
Group’s business largely depends on our ability to manage environmental and social risks associated
with our operational activities and their potential impact on the KS Group’s future growth.”
Pemangku Kepentingan yang Terhormat,
Distinguished Stakeholders,
Selama lebih dari 55 tahun berkiprah di industri baja nasional, KS For more than 55 years of contributing to Indonesia’s national steel
Group telah membangun reputasi sebagai salah satu produsen industry, KS Group has built a reputation as one of the country’s
baja terpercaya dengan pangsa pasar yang kuat serta basis trusted steel producers with a strong market share and a broad
pelanggan yang luas. Kepercayaan tersebut tidak terbentuk customer base. This trust was not built overnight, but through a
secara instan, melainkan melalui perjalanan panjang yang long journey supported by hard work, consistency in maintaining
ditopang oleh kerja keras, konsistensi dalam menjaga kualitas, product quality, and the commitment of all employees in
serta komitmen seluruh insan perusahaan dalam memperkuat strengthening operational reliability. Throughout this journey,
keandalan operasional. Dalam perjalanan tersebut, nilai-nilai the Company’s cultural values: Amanah (Trustworthy), Harmonis
budaya perusahaan: Amanah, Harmonis, dan Adaptif, menjadi (Harmonious), and Adaptif (Adaptive), have served as the
fondasi yang membimbing KS Group untuk menjalankan bisnis foundation guiding KS Group to conduct its business responsibly
secara bertanggung jawab sekaligus memastikan bahwa setiap while ensuring that every step of the KS Group’s growth remains
langkah pertumbuhan KS Group senantiasa selaras dengan aligned with the principles of sustainability and contributions to
prinsip keberlanjutan serta kontribusi bagi pembangunan national development.
nasional.
Di tengah dinamika industri baja global yang semakin kompleks, Amid increasingly complex dynamics in the global steel industry,
kami menyadari bahwa keberlanjutan usaha tidak lagi ditentukan we recognize that business sustainability is no longer determined
semata oleh kinerja finansial, tetapi juga oleh kemampuan solely by financial performance, but also by a company’s
perusahaan dalam mengelola dampak lingkungan, memperkuat ability to manage environmental impacts, strengthen social
kontribusi sosial, serta menerapkan tata kelola yang baik. Oleh contributions, and implement sound governance. Therefore, KS
karena itu, KS Group terus mengintegrasikan prinsip ESG ke dalam Group continues to integrate ESG principles into its corporate
strategi dan operasional perusahaan sebagai bagian dari agenda strategy and operations as part of the transformation agenda
transformasi yang tengah dijalankan. Melalui pendekatan ini, currently being pursued. Through this approach, we seek to
kami berupaya memastikan bahwa setiap langkah transformasi ensure that every step of transformation not only strengthens
tidak hanya memperkuat daya saing perusahaan, tetapi juga the Company’s competitiveness but also creates sustainable
menciptakan nilai tambah yang berkelanjutan bagi lingkungan, value for the environment, society, and all stakeholders.
masyarakat, dan seluruh pemangku kepentingan.
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“KS Group memperkuat penerapan keberlanjutan melalui sistem
manajemen yang terintegrasi, memastikan setiap aktivitas operasional
berjalan selaras dengan prinsip efisiensi sumber daya, perlindungan
lingkungan, dan keselamatan kerja.”
“KS Group strengthens the implementation of sustainability through an integrated management
system, ensuring that every operational activity aligns with the principles of resource efficiency,
environmental protection, and occupational health and safety.”
KEBIJAKAN UNTUK MERESPONS POLICIES TO RESPOND TO CHALLENGES IN
TANTANGAN DALAM PEMENUHAN STRATEGI IMPLEMENTING THE SUSTAINABILITY STRATEGY
KEBERLANJUTAN [GRI 2-23] [GRI 2-23]
Untuk memastikan implementasi strategi keberlanjutan To ensure that the implementation of the Sustainability
berjalan secara efektif dan terukur, KS Group terus memperkuat Strategy is carried out effectively and measurably, KS Group
kebijakan dan pendekatan strategis yang mengintegrasikan continues to strengthen policies and strategic approaches
prinsip keberlanjutan ke dalam kebijakan, sistem manajemen, that integrate sustainability principles into the Company’s
serta praktik operasional perusahaan. Pendekatan ini dirancang policies, management systems, and operational practices. This
agar keberlanjutan tidak hanya menjadi komitmen pada tingkat approach is designed to ensure that sustainability is not merely
kebijakan, tetapi juga terinternalisasi dalam proses bisnis sehari- a commitment at the policy level but is also embedded in daily
hari serta budaya kerja yang melibatkan seluruh karyawan dan business processes and corporate culture involving all employees
mitra usaha. and business partners.
Pelaksanaan strategi keberlanjutan diarahkan untuk mendukung The implementation of the Sustainability Strategy is directed
penciptaan nilai jangka panjang dengan tetap menjaga toward supporting long-term value creation while maintaining a
keseimbangan antara kinerja ekonomi, tanggung jawab sosial, balance between economic performance, social responsibility,
dan perlindungan lingkungan. Dalam konteks ini, KS Group and environmental protection. In this context, KS Group
menerapkan berbagai kebijakan dan sistem manajemen yang implements various policies and management systems
mendukung praktik bisnis berkelanjutan, antara lain melalui that support sustainable business practices, including the
penerapan Sistem Manajemen Lingkungan ISO 14001 yang telah Environmental Management System ISO 14001, which has
dijalankan sejak tahun 1997, Sistem Manajemen Laboratorium been implemented since 1997, the Environmental Laboratory
Lingkungan SNI ISO/IEC 17025, serta penerapan prinsip Sistem Management System SNI ISO/IEC 17025, and the application
Manajemen Energi ISO 50001 untuk mendorong peningkatan of the Energy Management System ISO 50001 principles to
kinerja energi secara berkelanjutan. Implementasi kebijakan promote continuous improvement in energy performance.
tersebut juga diperkuat melalui Sistem Manajemen Krakatau The implementation of these policies is further strengthened
Steel (SMKS) yang menegaskan komitmen perusahaan dalam through the Krakatau Steel Management System (SMKS), which
melaksanakan perlindungan lingkungan, keselamatan dan emphasizes the Company’s commitment to environmental
kesehatan kerja, serta efisiensi dan konservasi sumber daya protection, occupational health and safety, as well as efficiency
alam sesuai dengan ketentuan peraturan perundang-undangan and conservation of natural resources in accordance with
yang berlaku. applicable laws and regulations.
Strategi keberlanjutan dilaksanakan secara bertahap dan The Sustainability Strategy is implemented gradually and
terintegrasi dengan strategi korporasi serta kerangka integrated with the corporate strategy and the Risk Management
Manajemen Risiko. Direksi bertanggung jawab atas perumusan framework. The Board of Directors is responsible for formulating
dan pelaksanaan strategi tersebut, sementara Dewan Komisaris and implementing the strategy, while the Board of Commissioners
menjalankan fungsi pengawasan untuk memastikan efektivitas performs oversight to ensure its effective implementation and
implementasi serta keselarasan dengan tujuan jangka panjang alignment with KS Group’s long-term objectives. In practice,
KS Group. Dalam pelaksanaannya, pengelolaan aspek lingkungan environmental management is coordinated by the Production
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dikoordinasikan oleh Direktorat Produksi melalui fungsi Health, Directorate through the Health, Safety, and Environment (HSE)
Safety, and Environment (HSE), khususnya Dinas Environmental function, particularly the Environmental Control Division,
Control yang bertanggung jawab atas pengendalian pencemaran which is responsible for water and air pollution control as well
air dan udara serta pengelolaan limbah bahan berbahaya dan as the management of hazardous and toxic waste. In addition,
beracun. Selain itu, kami secara rutin melakukan pemantauan We regularly conduct environmental quality monitoring and
kualitas lingkungan serta berpartisipasi dalam Program Penilaian participates in the Corporate Performance Rating Assessment
Peringkat Kinerja Perusahaan (PROPER) yang diselenggarakan Program (PROPER) organized by the Ministry of Environment and
oleh Kementerian Lingkungan Hidup dan Kehutanan. Forestry.
Ke depan, KS Group akan terus menyempurnakan pengukuran Going forward, KS Group will continue to refine the measurement
kinerja keberlanjutan melalui penetapan indikator dan target of sustainability performance through the establishment of
yang relevan serta penguatan sistem manajemen yang telah relevant indicators and targets, as well as by strengthening the
diterapkan, guna memastikan bahwa strategi keberlanjutan management systems that have been implemented, to ensure
memberikan kontribusi nyata terhadap penciptaan nilai dan that the Sustainability Strategy contributes meaningfully to long-
ketahanan bisnis KS Group dalam jangka panjang. term value creation and the resilience of the KS Group’s business.
“KS Group memperkuat penerapan keberlanjutan melalui sistem
manajemen yang terintegrasi, memastikan setiap aktivitas operasional
berjalan selaras dengan prinsip efisiensi sumber daya, perlindungan
lingkungan, dan keselamatan kerja.”
“KS Group strengthens the implementation of sustainability through an integrated management
system, ensuring that every operational activity aligns with the principles of resource efficiency,
environmental protection, and occupational health and safety.”
PENERAPAN KEUANGAN BERKELANJUTAN IMPLEMENTATION OF SUSTAINABLE FINANCE
[GRI 2-24] [GRI 2-24]
Dalam menjalankan transformasi bisnis menuju praktik usaha In pursuing business transformation toward more sustainable
yang lebih berkelanjutan, KS Group terus mengintegrasikan business practices, KS Group continues to integrate ESG
prinsip ESG ke dalam strategi bisnis, pengambilan keputusan principles into its business strategy, investment decision-
investasi, serta pengelolaan operasional perusahaan. Pada making processes, and operational management. In 2025, we
tahun 2025, kami memperkuat arah implementasi ESG melalui strengthened the direction of ESG implementation through the
penyusunan Roadmap ESG KS Group yang menjadi panduan development of the KS Group ESG Roadmap, which serves as a
dalam menentukan prioritas program, tahapan implementasi, guideline for determining program priorities, implementation
serta target keberlanjutan secara lebih terstruktur. Kerangka stages, and measurable sustainability targets. This framework
ini memastikan bahwa pengembangan usaha tidak hanya ensures that business development is not only oriented toward
berorientasi pada penciptaan nilai ekonomi, tetapi juga economic value creation but also considers environmental and
memperhatikan dampak lingkungan dan sosial secara social impacts in a sustainable manner.
berkelanjutan.
Penerapan keuangan berkelanjutan juga tercermin melalui The implementation of sustainable finance is also reflected in
pengalokasian sumber daya perusahaan untuk mendukung the allocation of corporate resources to support improvements
peningkatan kinerja keberlanjutan, antara lain melalui penguatan in sustainability performance, including strengthening energy
efisiensi energi, pengembangan kompetensi sumber daya efficiency, developing human capital competencies, and
manusia, serta pelaksanaan berbagai program TJSL yang implementing various Social and Environmental Responsibility
memberikan manfaat bagi masyarakat. Kami juga mendorong programs that benefit surrounding communities. We also
inovasi internal melalui program Innovation Olympic yang encourage internal innovation through the Innovation Olympic
bertujuan meningkatkan efisiensi proses, produktivitas program, which aims to improve process efficiency, operational
operasional, serta optimalisasi penggunaan sumber daya. productivity, and the optimization of resource utilization.
Komitmen tersebut turut diperkuat melalui peningkatan kualitas This commitment is further strengthened through improvements
penerapan tata kelola perusahaan. Pada tahun 2025, penerapan in corporate governance practices. In 2025, the KS Group’s
GCG di KS Group memperoleh penilaian “Sangat Baik” berdasarkan GCG implementation received a “Very Good” rating based on
Pedoman Umum Governansi Korporat Indonesia (PUG-KI). the Indonesian Corporate Governance Guidelines (PUG-KI). In
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Di samping itu, berbagai program TJSL yang dilaksanakan addition, various TJSL programs implemented contribute to
turut berkontribusi dalam mendukung pencapaian Tujuan supporting the achievement of the Sustainable Development
Pembangunan Berkelanjutan (SDG), khususnya dalam bidang Goals (SDGs), particularly in the areas of education, community
pendidikan, pengembangan ekonomi masyarakat, perlindungan economic development, environmental protection, and the
lingkungan, serta peningkatan kesejahteraan sosial masyarakat improvement of social welfare in communities surrounding the
di sekitar wilayah operasional. Company’s operational areas.
“Melalui strategi yang terukur dan terintegrasi, kami memastikan bahwa
keberlanjutan menjadi fondasi bagi ketahanan bisnis dan penciptaan nilai
jangka panjang KS Group.”
“Through a measured and integrated strategy, we ensure that sustainability serves as a foundation for
KS Group’s business resilience and long-term value creation.”
STRATEGI PENCAPAIAN TARGET STRATEGY FOR ACHIEVING TARGETS
Untuk memastikan implementasi strategi keberlanjutan berjalan To ensure the consistent and measurable implementation of the
secara konsisten dan terukur, KS Group terus memperkuat Sustainability Strategy, KS Group continues to strengthen the
kerangka perencanaan dan pengelolaan kinerja keberlanjutan planning framework and sustainability performance management
yang selaras dengan strategi transformasi perusahaan. that align with the Company’s transformation strategy. The
Penyusunan Roadmap ESG KS Group menjadi langkah strategis development of the KS Group ESG Roadmap represents a
dalam memetakan arah pengembangan keberlanjutan secara strategic step in mapping a more structured direction for
lebih terstruktur, termasuk dalam menetapkan prioritas program, sustainability development, including setting program priorities,
tahapan implementasi, serta target jangka menengah dan jangka implementation phases, and medium- and long-term targets
panjang yang relevan dengan karakteristik industri baja. relevant to the characteristics of the steel industry.
Melalui roadmap tersebut, kami berupaya mengintegrasikan aspek Through this roadmap, we seek to integrate ESG aspects into
ESG ke dalam berbagai inisiatif operasional dan pengembangan various operational initiatives and business development efforts.
bisnis. Implementasi strategi pencapaian target keberlanjutan The implementation of sustainability targets is directed, among
diarahkan antara lain melalui peningkatan efisiensi energi dan others, toward improving energy efficiency and emissions
pengelolaan emisi, penguatan kompetensi SDM, pengembangan management, strengthening HC competencies, fostering
inovasi operasional, serta peningkatan kontribusi sosial bagi operational innovation, and enhancing social contributions to
masyarakat di sekitar wilayah operasional. Pendekatan ini communities surrounding operational areas. This approach is
dilakukan secara bertahap dengan mempertimbangkan kesiapan implemented gradually while considering operational readiness,
operasional, perkembangan teknologi, serta dinamika industri technological developments, and the evolving dynamics of the
baja yang terus berkembang. steel industry.
KS Group akan terus memperkuat mekanisme pemantauan dan KS Group will continue to strengthen monitoring and evaluation
evaluasi terhadap pelaksanaan Roadmap ESG guna memastikan mechanisms for the implementation of the ESG Roadmap to
bahwa setiap inisiatif keberlanjutan dapat diukur secara ensure that each sustainability initiative can be measured
transparan dan memberikan dampak nyata bagi peningkatan transparently and deliver tangible impacts on the Company’s
kinerja perusahaan. Melalui pendekatan tersebut, kami optimistis performance improvement. Through this approach, we remain
bahwa implementasi strategi keberlanjutan tidak hanya akan confident that the implementation of the Sustainability Strategy
memperkuat ketahanan bisnis dalam jangka panjang, tetapi will not only strengthen long-term business resilience but also
juga meningkatkan kontribusi KS Group terhadap pembangunan enhance KS Group’s contribution to the development of a more
industri nasional yang lebih berkelanjutan. sustainable national steel industry.
Melalui berbagai langkah strategis tersebut, KS Group Through these strategic initiatives, KS Group remains committed
berkomitmen untuk terus memperkuat implementasi to strengthening the implementation of sustainability as an
keberlanjutan sebagai bagian integral dari transformasi integral part of the Company’s transformation. We believe that
perusahaan. Kami meyakini bahwa penerapan prinsip the consistent application of sustainability principles will not
keberlanjutan secara konsisten tidak hanya akan memperkuat only enhance long-term resilience and competitiveness but also
ketahanan dan daya saing dalam jangka panjang, tetapi contribute meaningfully to the development of a more sustainable
juga memberikan kontribusi nyata bagi pembangunan national industry and to the improvement of community welfare.
industri nasional yang lebih berkelanjutan serta peningkatan
kesejahteraan masyarakat.
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TATA KELOLA KEBERLANJUTAN
Sustainable Governance
“Sebagai perusahaan industri baja yang memiliki dampak ekonomi,
lingkungan, dan sosial yang signifikan, KS Group menempatkan tata
kelola keberlanjutan sebagai bagian integral dari sistem GCG. Melalui
struktur tata kelola yang jelas serta pengawasan yang efektif dari
Dewan Komisaris dan Direksi, kami memastikan bahwa prinsip ESG
terintegrasi dalam strategi, pengelolaan operasional, serta proses
pengambilan keputusan perusahaan.”
“As a steel industry company with significant economic, environmental, and social impacts, KS
Group places sustainability governance as an integral part of its Good Corporate Governance
(GCG) framework. Through a clear governance structure and effective oversight from the Board
of Commissioners and the Board of Directors, we ensure that ESG principles are integrated
into the Company’s strategy, operational management, and decision-making processes.”
KS Group menerapkan tata kelola keberlanjutan sebagai bagian KS Group implements sustainability governance as an integral
integral dari sistem GCG. Kami mengintegrasikan prinsip component of its GCG framework. We integrate sustainability
keberlanjutan dan keuangan berkelanjutan ke dalam strategi and sustainable finance principles into the corporate strategy,
korporasi, sistem manajemen, dan kerangka Manajemen Risiko management systems, and Risk Management framework across
di seluruh aktivitas operasional. all operational activities.
Pengelolaan aspek keberlanjutan dilakukan secara lintas The management of sustainability aspects is carried out through
fungsi dengan melibatkan Direksi, unit operasional, dan fungsi cross-functional coordination involving the Board of Directors,
pendukung yang berperan dalam pengelolaan dampak ekonomi, operational units, and supporting functions responsible for
lingkungan, dan sosial. Dengan pendekatan ini, prinsip ESG managing economic, environmental, and social impacts.
menjadi bagian dari pengambilan keputusan bisnis, pengelolaan Through this approach, ESG principles are embedded in business
sumber daya, dan pengembangan program keberlanjutan yang decision-making, resource management, and the development
sesuai dengan karakteristik industri baja of sustainability programs aligned with the characteristics of the
steel industry.
Kami mengacu pada berbagai kerangka dan standar yang We refer to various relevant frameworks and standards, including
relevan, antara lain Pedoman Asesmen Penerapan Faktor ESG the Guidelines for the Assessment of ESG Implementation in
pada BUMN dari BPKP, penilaian ESG oleh Sustainalytics, serta SOEs issued by the Financial and Development Supervisory
benchmarking dengan perusahaan global di industri baja dan Agency (BPKP), ESG assessments conducted by Sustainalytics,
BUMN lainnya. Acuan tersebut mendukung penerapan tata kelola as well as benchmarking against global companies in the steel
keberlanjutan yang sistematis, terukur, dan selaras dengan industry and other state-owned enterprises. These references
praktik terbaik nasional maupun global. support the implementation of sustainability governance in a
systematic and measurable manner and in line with national and
global best practices.
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PENANGGUNG JAWAB PENERAPAN KEUANGAN RESPONSIBILITY FOR THE IMPLEMENTATION OF
BERKELANJUTAN [OJK E.1] [GRI 2-9] SUSTAINABLE FINANCE [OJK E.1] [GRI 2-9]
Penerapan keuangan berkelanjutan di KS Group dikoordinasikan The implementation of sustainable finance within KS Group
oleh Direksi dengan dukungan fungsi organisasi yang mengelola is coordinated by the Board of Directors with the support of
aspek lingkungan, sosial, dan tata kelola. Direksi menetapkan organizational functions responsible for environmental, social,
arah kebijakan dan memastikan integrasi prinsip keberlanjutan and governance aspects. The Board of Directors sets the policy
ke dalam strategi dan operasional, sedangkan unit operasional direction and ensures the integration of sustainability principles
dan fungsi pendukung menjalankan implementasinya. into the Company’s strategy and operations, while operational
units and supporting functions carry out the technical
implementation.
Direktur Infrastruktur dan Operasi bertanggung jawab The Director of Infrastructure and Operations is responsible for
atas penerapan SMKS serta pengelolaan Health, Safety, the implementation of the SMKS as well as the management of
and Environment (HSE). Direktur Sumber Daya Manusia Health, Safety, and Environment (HSE). Meanwhile, the Director
bertanggung jawab atas kebijakan Human Capital Management, of Human Capital is responsible for Human Capital Management
pengembangan kompetensi, dan program TJSL. policies, competency development, and TJSL programs.
Pada aspek lingkungan, Direktorat Produksi melalui HSE From an environmental perspective, the Production Directorate,
Department – Dinas Environmental Control bertanggung jawab through the HSE Department – Environmental Control Section,
atas pengendalian pencemaran air dan udara serta pengelolaan is responsible for water and air pollution control as well as
limbah B3, dengan dukungan Sasaran Kerja Unit Departemen hazardous and toxic waste (B3) management, supported by the
HSE. KS Group telah menetapkan target-target keberlanjutan HSE Department’s Unit Performance Targets. KS Group has also
yang terintegrasi dalam sistem manajemen kinerja, termasuk established sustainability targets integrated into the corporate
target penurunan intensitas emisi karbon per ton Hot Rolled performance management system, including a 1.5% reduction
Coil (HRC) sebesar 1,5% pada tahun 2025 yang dipantau melalui in carbon emission intensity per ton of Hot Rolled Coil (HRC)
sistem e-performance oleh Departemen Technology & Energy product in 2025, monitored through the e-performance system
Development. by the Technology & Energy Development Department.
Kebutuhan air industri dipasok oleh PT Krakatau Tirta Industri Industrial water supply is provided by PT Krakatau Tirta Industri
(KTI) berdasarkan kajian Neraca Air Baku dan Neraca Water (KTI) based on assessments of the Raw Water Balance and Water
Treatment Plant (WTP) untuk memastikan keseimbangan Treatment Plant (WTP) Balance to ensure equilibrium between
antara ketersediaan sumber air dan proyeksi kebutuhan jangka water resource availability and long-term demand projections.
panjang. Sedangkan pengelolaan energi mengacu pada PP No. Energy management refers to Government Regulation No. 70 of
70 Tahun 2009 tentang Konservasi Energi dan Permen ESDM 2009 on Energy Conservation and Minister of ESDM Regulation
No. 8 Tahun 2025 tentang Manajemen Energi. Untuk mendukung No. 8 of 2025 on Energy Management. To support effective
efektivitasnya, kami menunjuk Manajer Energi dan Auditor Energi implementation, the Company appoints certified Energy
bersertifikasi SKKNI. Managers and Energy Auditors in accordance with the Indonesian
National Work Competency Standards (SKKNI).
Melalui Keputusan Direksi No.108/DU-KS/Kpts/2023, KS Group Through Board of Directors Decree No.108/DU-KS/Kpts/2023,
telah membentuk Tim Task Force ESG untuk mengembangkan KS Group has established an ESG Task Force responsible for
program ESG, melakukan sosialisasi internal, benchmarking, developing ESG programs, conducting internal socialization,
serta menyiapkan data dan laporan untuk audit dan pelaporan performing benchmarking, and preparing data and reports
ESG. Dengan struktur ini, penerapan keuangan berkelanjutan required for ESG audits and reporting. Through this governance
menjadi bagian dari proses operasional dan pengambilan structure, sustainable finance implementation becomes an
keputusan perusahaan. integral part of the Company’s operational processes and
decision-making.
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Badan Tata Kelola Tertinggi [GRI 2-9]
Highest Governance Body
Dalam struktur tata kelola perusahaan, Dewan Komisaris
merupakan badan tata kelola tertinggi yang menjalankan
fungsi pengawasan atas pengelolaan perusahaan oleh
Direksi. Dewan Komisaris memastikan bahwa pengelolaan
perusahaan berlangsung secara efektif, transparan,
akuntabel, dan selaras dengan kepentingan pemegang
saham serta pemangku kepentingan lainnya. Dalam
konteks keberlanjutan, Dewan Komisaris mengawasi
integrasi prinsip ESG dan keuangan berkelanjutan ke dalam
strategi, Manajemen Risiko, dan kebijakan perusahaan.
Fungsi tersebut dijalankan melalui rapat Dewan Komisaris,
koordinasi dengan Direksi, serta dukungan komite-komite di
bawah Dewan Komisaris.
Within the Company’s governance structure, the Board of Commissioners serves as the highest governance body responsible
for overseeing the management of the Company by the Board of Directors. The Board of Commissioners ensures that the
Company is managed effectively, transparently, and accountably, while aligning with the interests of shareholders and other
stakeholders. In the context of sustainability, the Board of Commissioners oversees the integration of ESG and sustainable
finance principles into the Company’s strategy, Risk Management, and policies. This oversight is carried out through meetings
of the Board of Commissioners, coordination with the Board of Directors, and the support of committees under the Board of
Commissioners.
PENCALONAN DAN PEMILIHAN BADAN TATA NOMINATION AND SELECTION OF THE HIGHEST
KELOLA TERTINGGI [GRI 2-10] GOVERNANCE BODY [GRI 2-10]
Anggota Dewan Komisaris diangkat dan diberhentikan oleh RUPS Members of the Board of Commissioners are appointed and
sesuai Anggaran Dasar dan peraturan perundang-undangan yang dismissed by the GMS in accordance with the Company’s Articles
berlaku. Proses pencalonan dan pemilihan mempertimbangkan of Association and applicable regulations. The nomination and
integritas, kompetensi, pengalaman profesional, independensi, selection process considers integrity, competence, professional
dan kemampuan menjalankan fungsi pengawasan. experience, independence, and the ability to perform supervisory
functions.
Proses ini turut memperhatikan keberagaman keahlian dan The process also takes into account diversity of expertise
pengalaman yang relevan dengan kebutuhan perusahaan, and experience relevant to the Company’s needs, including an
termasuk pemahaman atas tata kelola, Manajemen Risiko, understanding of corporate governance, Risk Management,
strategi bisnis, dan perkembangan industri baja. Kami business strategy, and developments in the steel industry. We
memastikan bahwa seluruh anggota Dewan Komisaris memenuhi ensure that all members of the Board of Commissioners meet the
persyaratan yang berlaku, termasuk ketentuan independensi applicable requirements, including independence requirements
bagi Komisaris Independen. for Independent Commissioners.
Informasi lebih rinci mengenai struktur dan praktik tata kelola perusahaan, termasuk
evaluasi kinerja badan tata kelola tertinggi, kebijakan nominasi dan remunerasi,
proses penetapan remunerasi, serta profil anggota Dewan Komisaris dan Direksi,
dapat dilihat pada bagian “Tata Kelola Perusahaan” dan “Profil Perusahaan” dalam
buku laporan ini.
Further information regarding the structure and practices of corporate governance,
including the evaluation of the highest governance body, nomination and
remuneration policies, remuneration determination processes, and profiles of the
Board of Commissioners and Board of Directors, can be found in the “Corporate
Governance” and “Company Profile” sections of this report.
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Ketua Badan Tata Kelola Tertinggi [OJK E.1] [GRI 2-11]
Chair of The Highest Governance Body
Ketua badan tata kelola tertinggi dijabat oleh Komisaris Utama yang
memimpin Dewan Komisaris dalam menjalankan fungsi pengawasan atas
pengelolaan perusahaan oleh Direksi. Komisaris Utama memastikan fungsi
pengawasan berjalan efektif, objektif, dan independen sesuai Anggaran
Dasar dan peraturan yang berlaku. Komisaris Utama memimpin rapat
Dewan Komisaris, mengoordinasikan pelaksanaan tugas pengawasan, dan
memastikan komunikasi yang efektif dengan Direksi, termasuk terkait
strategi perusahaan, Manajemen Risiko, dan aspek keberlanjutan
The Chair of the highest governance body is held by the President
Commissioner, who leads the Board of Commissioners in overseeing the
management of the Company by the Board of Directors. The President
Commissioner ensures that the oversight function is carried out effectively,
objectively, and independently in accordance with the Articles of Association
and applicable regulations. The President Commissioner presides over meetings of the Board of Commissioners, coordinates
the execution of supervisory duties, and ensures effective communication with the Board of Directors, including on matters
related to corporate strategy, Risk Management, and sustainability.
Informasi lebih rinci mengenai komposisi dan profil Dewan Komisaris disajikan pada bagian “Profil
Perusahaan” serta “Tata Kelola Perusahaan” dalam buku laporan ini.
More detailed information regarding the composition and profiles of the Board of Commissioners is
presented in the “Company Profile” and “Corporate Governance” sections of this report.
TUGAS DAN TANGGUNG JAWAB KETUA BADAN RESPONSIBILITIES OF THE CHAIR OF THE
TATA KELOLA TERTINGGI HIGHEST GOVERNANCE BODY
Komisaris Utama memimpin Dewan Komisaris dalam mengawasi The President Commissioner leads the Board of Commissioners
kebijakan pengelolaan perusahaan serta memberikan nasihat in overseeing the Company’s management policies and
kepada Direksi. Dalam konteks keberlanjutan, Komisaris providing advice to the Board of Directors. In the context of
Utama memastikan pengawasan atas implementasi strategi sustainability, the President Commissioner ensures oversight
keberlanjutan, keuangan berkelanjutan, serta pengelolaan of the implementation of sustainability strategies, sustainable
dampak ekonomi, lingkungan, dan sosial. Komisaris Utama finance, and the management of economic, environmental,
memastikan bahwa isu strategis, termasuk isu keberlanjutan, and social impacts. The President Commissioner ensures that
menjadi bagian dari agenda pengawasan Dewan Komisaris strategic issues, including sustainability matters, are included in
dengan dukungan komite-komite di bawah Dewan Komisaris. the supervisory agenda of the Board of Commissioners with the
support of the committees under the Board.
PERAN BADAN TATA KELOLA TERTINGGI DALAM ROLE OF THE HIGHEST GOVERNANCE BODY IN
MENGAWASI MANAJEMEN DAMPAK [GRI 2-12] OVERSEEING IMPACT MANAGEMENT [GRI 2-12]
Dewan Komisaris mengawasi pengelolaan dampak ekonomi, The Board of Commissioners oversees the management of
lingkungan, dan sosial dari kegiatan operasional KS Group. economic, environmental, and social impacts arising from
Pengawasan ini memastikan bahwa strategi dan kebijakan KS Group’s operational activities. This oversight ensures that
perusahaan telah mempertimbangkan aspek keberlanjutan dan the Company’s strategies and policies consider sustainability
kepentingan pemangku kepentingan. Pengawasan dilakukan aspects and stakeholder interests. Oversight is conducted
melalui rapat Dewan Komisaris, penelaahan laporan kinerja through meetings of the Board of Commissioners, review of
dari Direksi, serta dukungan komite Dewan Komisaris. Dengan performance reports submitted by the Board of Directors, and
mekanisme tersebut, pengelolaan dampak keberlanjutan support from the committees under the Board of Commissioners.
dijalankan secara bertanggung jawab dan selaras dengan prinsip Through these mechanisms, sustainability impact management
GCG. is carried out responsibly and in line with GCG principles.
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DELEGASI TANGGUNG JAWAB UNTUK DELEGATION OF RESPONSIBILITY FOR MANAGING
MENGELOLA DAMPAK [GRI 2-13] IMPACTS [GRI 2-13]
Pengelolaan dampak ekonomi, lingkungan, dan sosial KS Group The management of economic, environmental, and social
dilaksanakan oleh Direksi dengan dukungan unit operasional dan impacts within KS Group is carried out by the Board of Directors
fungsi pendukung. Tanggung jawab ini didelegasikan kepada with the support of operational units and supporting functions.
direktorat dan unit kerja sesuai fungsi masing-masing. These responsibilities are delegated to directorates and work
units according to their respective functions.
Direktorat Produksi melalui fungsi HSE bertanggung jawab The Production Directorate, through the HSE function, is
atas pengelolaan aspek lingkungan, termasuk pengendalian responsible for environmental management, including water and
pencemaran air dan udara serta pengelolaan limbah B3 melalui air pollution control as well as hazardous and toxic waste (B3)
Dinas Environmental Control. Direktorat Sumber Daya Manusia management through the Environmental Control Division. The
bertanggung jawab atas Human Capital Management dan Human Resources Directorate is responsible for Human Capital
pelaksanaan program TJSL. Management and the implementation of TJSL programs.
Task Force ESG yang dibentuk berdasarkan Keputusan Direksi The ESG Task Force established under Board of Directors
No.108/DU-KS/Kpts/2023 mengoordinasikan penyusunan Decree No.108/DU-KS/Kpts/2023 coordinates ESG program
program ESG, pelatihan dan sosialisasi, benchmarking, development, training and socialization, benchmarking activities,
serta penyiapan data dan laporan ESG. Pembagian peran ini and the preparation of ESG data and reports. This structure
memastikan pengelolaan keberlanjutan terkoordinasi dan ensures that sustainability management is coordinated and
terintegrasi dalam proses operasional serta pengambilan integrated into operational processes and decision-making.
keputusan.
PERAN BADAN TATA KELOLA TERTINGGI DALAM ROLE OF THE HIGHEST GOVERNANCE BODY IN
PELAPORAN KEBERLANJUTAN [GRI 2-14] SUSTAINABILITY REPORTING [GRI 2-14]
Dewan Komisaris mengawasi proses pelaporan keberlanjutan The Board of Commissioners oversees the sustainability
untuk memastikan informasi yang disampaikan kepada reporting process to ensure that information disclosed to
pemangku kepentingan tersusun secara transparan, akurat, stakeholders is prepared transparently, accurately, and in
dan sesuai dengan ketentuan yang berlaku. Direksi bertanggung accordance with applicable regulations. The Board of Directors
jawab atas penyusunan dan penyampaian Laporan Keberlanjutan is responsible for preparing and delivering the KS Group
KS Group dengan melibatkan unit-unit yang terkait dengan Sustainability Report, involving units responsible for economic,
pengelolaan aspek ekonomi, lingkungan, dan sosial. Pelaporan environmental, and social aspects. Sustainability reporting
keberlanjutan tidak hanya berfungsi sebagai sarana komunikasi, serves not only as a communication tool for stakeholders but
tetapi sekaligus sebagai bagian dari evaluasi internal untuk also as part of the Company’s internal evaluation to continuously
meningkatkan kinerja keberlanjutan perusahaan. improve sustainability performance.
KONFLIK KEPENTINGAN [GRI 2-15] CONFLICT OF INTEREST [GRI 2-15]
KS Group menerapkan kebijakan dan mekanisme pengelolaan KS Group implements policies and mechanisms for managing
konflik kepentingan sebagai bagian dari komitmen terhadap conflicts of interest as part of its commitment to Good Corporate
GCG. Kebijakan ini memastikan bahwa setiap keputusan bisnis Governance. These policies ensure that business decisions
diambil secara objektif, profesional, dan bebas dari kepentingan are made objectively, professionally, and free from personal
pribadi maupun pihak tertentu yang dapat merugikan interests or external influences that could harm the Company.
perusahaan. Anggota Dewan Komisaris, Direksi, dan karyawan Members of the Board of Commissioners, Board of Directors,
wajib menghindari serta mengungkapkan setiap potensi konflik and employees are required to avoid and disclose any potential
kepentingan. Ketentuan tersebut diatur dalam Pedoman Etika conflicts of interest. These provisions are regulated in the Code
Bisnis dan Etika Kerja, kebijakan benturan kepentingan, dan of Business Ethics and Conduct, conflict of interest policies, and
peraturan internal lainnya. other internal regulations.
Informasi lebih rinci mengenai kebijakan dan implementasi pengelolaan konflik kepentingan disajikan
pada bagian “Tata Kelola Perusahaan” dalam buku laporan ini.
Further information regarding conflict of interest policies and their implementation is presented in
the “Corporate Governance” section of this report.
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KOMUNIKASI MASALAH PENTING [GRI 2-16] COMMUNICATION OF CRITICAL CONCERNS
[GRI 2-26] [GRI 2-16] [GRI 2-26]
KS Group menyediakan berbagai mekanisme komunikasi agar KS Group provides various communication mechanisms to
isu penting yang berkaitan dengan kegiatan usaha, termasuk isu ensure that critical issues related to business activities, including
lingkungan, sosial, tata kelola, dan kepatuhan, dapat disampaikan environmental, social, governance, and compliance matters, can
dan ditindaklanjuti secara tepat. be reported and addressed appropriately.
Setiap masalah penting yang terjadi dalam kegiatan usaha Significant issues arising in the Company’s business activities
perusahaan dibahas di dalam forum internal seperti rapat are discussed in internal forums such as management meetings,
manajemen, rapat Direksi, rapat Dewan Komisaris, maupun rapat Board of Directors meetings, Board of Commissioners meetings,
bersama Dewan Komisaris dan Direksi, Masalah penting termasuk and joint meetings between the Board of Commissioners and the
masalah terkait dampak negatif potensial dan aktual terhadap Board of Directors. These issues may include potential or actual
pemangku kepentingan yang dikemukakan melalui mekanisme negative impacts on stakeholders raised through grievance
pengaduan atau proses lainnya. Masalah penting juga dapat mechanisms or other reporting channels, as well as matters
meliputi masalah yang diidentifikasi melalui mekanisme lain related to the Company’s business conduct in its operations.
tentang perilaku bisnis perusahaan dalam kegiatan operasinya.
KS Group memiliki mekanisme Whistleblowing System (WBS) KS Group operates a Whistleblowing System (WBS) that allows
yang dapat digunakan oleh karyawan maupun pemangku employees and stakeholders to report suspected violations of
kepentingan untuk melaporkan dugaan pelanggaran terhadap company regulations, legal provisions, or ethical standards. All
peraturan perusahaan, ketentuan hukum, maupun standar reports are followed up independently while maintaining the
etika. Setiap laporan ditindaklanjuti secara independen dengan confidentiality of the whistleblower’s identity.
menjaga kerahasiaan identitas pelapor.
Informasi lebih lanjut mengenai mekanisme pelaporan pelanggaran dan sistem pengendalian internal
disajikan pada bagian “Tata Kelola Perusahaan” dalam buku laporan ini.
Further information regarding the whistleblowing mechanism and internal control system is presented
in the “Corporate Governance” section of this report
Pengetahuan Kolektif Badan Tata Kelola Tertinggi [GRI 2-17]
Collective Knowledge of the Highest Governance Body
KS Group memastikan bahwa anggota Dewan Komisaris, Direksi, dan fungsi-fungsi terkait memiliki kompetensi kolektif yang
memadai untuk menjalankan fungsi pengawasan dan pengelolaan perusahaan, termasuk dalam memahami isu keberlanjutan
yang relevan dengan kegiatan usaha. Kompetensi tersebut diperoleh dari latar belakang pendidikan, pengalaman profesional,
dan partisipasi dalam berbagai program pengembangan kompetensi.
Secara berkala, KS Group menyelenggarakan atau memfasilitasi pelatihan, workshop, seminar, dan forum diskusi terkait ESG,
tata kelola, Manajemen Risiko, dan praktik bisnis berkelanjutan. KS Group pun menyelenggarakan kegiatan internal, termasuk
workshop penyusunan Roadmap ESG KS Group dan sosialisasi implementasi ESG.
KS Group ensures that members of the Board of Commissioners, the Board of Directors, and relevant functions possess
adequate collective competence to perform oversight and management responsibilities effectively, including in understanding
sustainability issues relevant to the Company’s business activities.
Such competencies are developed through educational backgrounds,
professional experience, and participation in various competency
development programs.
On a regular basis, KS Group organizes or facilitates training programs,
workshops, seminars, and discussion forums related to ESG, corporate
governance, Risk Management, and sustainable business practices. The
Company also conducts internal initiatives, including workshops on the
development of the KS Group ESG Roadmap and socialization programs
on ESG implementation.
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PROGRAM PENGEMBANGAN KOMPETENSI COMPETENCE DEVELOPMENT PROGRAMS ON
TERKAIT KEUANGAN BERKELANJUTAN TAHUN SUSTAINABLE FINANCE IN 2025 [OJK E2]
2025 [OJK E2]
Tanggal Penyelenggara Peserta
Program
Date Organizer Participant
7 Januari Webinar " Penetapan Strategi Risiko Perusahaan dalam LSPMR Bea Rejeki Tirtadewi,
January 7 Menghadapi Perubahan Lingkungan, Sosial dan Macro anggota Komite Audit
Ekonomi" Member of the Audit Committee
Webinar "Determining the Risk Strategy in the Challenges
of Environmental, Social and Macro Economic Changes”
9-11 Januari, Pelatihan Kepemimpinan Krakatau Steel Group Group 1 Kopassus Seluruh Manager KS Group
13-15 Februari Krakatau Steel Group Leadership Training All Managers of KS Group
January 9-11
February 13-15
21 Januari Seminar “Peran Dewan Komisaris dalam Aspek Hukum IKAI Anggota Dewan Komisaris, Komite
January 21 Laporan Keuangan dan Laporan Tahunan Perusahaan” Audit, dan Komite PU & PMR
Seminar “The Role of the Board of Commissioners in the Members of the Board of
Legal Aspects of Corporate Financial Statements and Commissioners, Audit Committee,
Annual Reports” and Business Development & Risk
Monitoring Committee
18-19 Februari Pelatihan Internal Control Over Financial Reporting PMLI Karyawan KS Group
February 18-19 (ICOFR) KS Group Employees
Training on Internal Control Over Financial Reporting
(ICOFR)
20-22 Februari Short Course on Strategic Management & Leadership UNHAN Direksi, Vice President & Direktur
February 20-22 Anak Perusahaan KS Group
Members of the Board of Directors,
Vice Presidents, and Directors of
KS Group Subsidiaries
25-27 Februari Awareness dan Audit Internal Sistem Manajemen Rumah Mutu Karyawan KS Group
February 25-27 Laboratorium ISO/IEC 17025 KS Group Employees
14-16 April Awareness dan Audit Internal ISO 9001, ISO 45001 dan ISO PT DMS Karyawan KS Group
April 14-16 14001 KS Group Employees
20-23 Mei Sertifikasi: Petugas Pengambil Contoh Air, Penanggung PT Samudera Karyawan KS Group - HSE Dept.
May 20-23 Jawab Pengendalian Pencemaran Air, dan Operasional Karya Mustika Karyawan KS Group
Pengolahan Air Limbah KS Group Employees – HSE Dept.
Juli – Oktober Pelatihan Profesi Ahli Kepabeanan HIS Consulting Karyawan KS Group - MRO Dept.
July-October Karyawan KS Group
KS Group Employees – MRO Dept.
31 Oktober Webinar: “Good Corporate Governance in Action: Pusdiklatwas Karyawan KS Group – Divisi Audit
October 31 Integrating ICoFR, Investigative Audits, and Digital BPKP Internal
Forensic Accounting” Karyawan KS Group
KS Group Employees – Internal
Audit Division
10-11 Desember Pelatihan & Sertifikasi Life Cycle Assessment (LCA) PT Safex Solusi Karyawan KS Group – HSE, QA, &
December 10-11 Indonesia TED Dept.
Karyawan KS Group
KS Group Employees – HSE, QA, &
TED Dept.
26 Desember Peningkatan Pemahaman Gratifikasi Pusat Edukasi Anti Karyawan KS Group
December 26 Korupsi KPK KS Group Employees
LSPMR : Lembaga Sertifikasi Profesi Manajemen Risiko | Risk Management Professional Certification Institute
Kopassus : Komando Pasukan Khusus TNI AD | Indonesian Army Special Forces Command
IKAI : Ikatan Komite Audit Indonesia | Indonesian Audit Committee Association
PMLI : PT Pendidikan Maritim & Logistik Indonesia
UNHAN : Universitas Pertahanan | Indonesia Defense University
Rumah Mutu : Rumah Mutu Indonesia
PT DMS : PT Dharma Mitra Solusi
PT SKM : PT Samudera Karya Mustika
HIS Consulting : PT Hikma Integritas Sandika
Pusdiklatwas BPKP : Pusat Pendidikan dan Pelatihan Pengawasan Badan Pengawasan Keuangan dan Pembangunan
Education and Training Center for Supervision – Financial and Development Supervisory Agency
PT SFI : PT Safex Solusi Indonesia
KPK : Komisi Pemberantasan Korupsi | Corruption Eradication Commission
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EVALUASI KINERJA BADAN TATA KELOLA EVALUATION OF THE PERFORMANCE OF THE
TERTINGGI [GRI 2-18] HIGHEST GOVERNANCE BODY [GRI 2-18]
Evaluasi terhadap kinerja badan tata kelola tertinggi dilaksanakan The performance of the highest governance body is evaluated
secara berkala untuk memastikan efektivitas pelaksanaan fungsi periodically to ensure the effectiveness of its oversight function
pengawasan atas pengelolaan perusahaan. Evaluasi tersebut over the management of the Company. The evaluation assesses
menilai sejauh mana Dewan Komisaris menjalankan tugas the extent to which the Board of Commissioners performs its
dan tanggung jawabnya, termasuk dalam mengawasi strategi duties and responsibilities, including overseeing the Company’s
perusahaan, Manajemen Risiko, dan penerapan GCG. strategy, Risk Management, and the GCG implementation.
Informasi lebih rinci mengenai mekanisme dan hasil evaluasi kinerja Dewan Komisaris disajikan pada
bagian “Tata Kelola Perusahaan” dalam buku laporan ini.
Further information regarding the mechanisms and results of the Board of Commissioners’
performance evaluation is presented in the “Corporate Governance” section of thi report.
KEBIJAKAN PROSES PENETAPAN REMUNERASI REMUNERATION POLICY AND REMUNERATION
[GRI 2-19] [GRI 2-20] DETERMINATION PROCESS [GRI 2-19] [GRI 2-20]
KS Group menerapkan kebijakan remunerasi yang dirancang agar KS Group implements a remuneration policy designed to ensure
sistem penghargaan bagi Dewan Komisaris dan Direksi bersifat that the compensation system for the Board of Commissioners
adil, kompetitif, dan selaras dengan tanggung jawab serta kinerja and the Board of Directors is fair, competitive, and aligned with
yang diemban. Kebijakan ini mempertimbangkan tanggung jawab their responsibilities and performance. The policy takes into
jabatan, kompleksitas usaha, kinerja perusahaan, serta prinsip account the responsibilities of each position, the complexity of
kewajaran dan kepatutan. the Company’s business activities, corporate performance, as
well as principles of fairness and reasonableness.
Penetapan remunerasi bagi Dewan Komisaris dan Direksi The determination of remuneration for members of the Board
dilakukan melalui mekanisme yang transparan sesuai ketentuan of Commissioners and the Board of Directors is carried out
yang berlaku. Proses ini mempertimbangkan rekomendasi through a transparent mechanism in accordance with applicable
Komite Nominasi dan Remunerasi mengenai struktur dan regulations. The process considers recommendations from
besaran remunerasi yang sesuai dengan tanggung jawab dan the Nomination and Remuneration Committee regarding
kinerja masing-masing jabatan. Usulan remunerasi yang telah the structure and amount of remuneration appropriate to
dibahas Dewan Komisaris selanjutnya disampaikan kepada RUPS the responsibilities and performance of each position. The
untuk memperoleh persetujuan sesuai Anggaran Dasar dan remuneration proposal reviewed by the Board of Commissioners
peraturan yang berlaku. is subsequently submitted to the GMS for approval in accordance
with the Articles of Association and applicable regulations.
Informasi lebih rinci mengenai kebijakan dan proses penetapan remunerasi disajikan pada bagian
“Tata Kelola Perusahaan” dalam buku laporan ini.
Further information regarding remuneration policies and the remuneration determination process is
presented in the “Corporate Governance” section of thi report.
PENILAIAN RISIKO ATAS PENERAPAN KEUANGAN RISK ASSESSMENT RELATED TO THE
BERKELANJUTAN [OJK E.3] [GRI 2-25] IMPLEMENTATION OF SUSTAINABLE FINANCE
[OJK E.3] [GRI 2-25]
KS Group mengintegrasikan aspek keberlanjutan ke dalam KS Group integrates sustainability aspects into its Enterprise
kerangka Enterprise Risk Management untuk memastikan bahwa Risk Management framework to ensure that environmental,
risiko lingkungan, sosial, dan tata kelola dapat diidentifikasi, social, and governance risks can be identified, analyzed, and
dianalisis, dan dikelola secara sistematis. managed systematically.
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Proses ini mencakup identifikasi risiko yang berkaitan dengan This process includes identifying risks related to operational
kegiatan operasional, termasuk pengelolaan lingkungan, activities, including environmental management, energy
efisiensi energi, kepatuhan terhadap regulasi, dan dampak sosial efficiency, regulatory compliance, and the social impacts
dari kegiatan usaha. Hasil identifikasi kemudian dianalisis untuk of business activities. Identified risks are then analyzed to
menentukan tingkat kemungkinan dan dampaknya terhadap determine their likelihood and potential impact on the Company’s
kelangsungan usaha perusahaan. business continuity.
Informasi lebih rinci mengenai penerapan Manajemen Risiko disajikan pada bagian “Manajemen
Risiko” dalam buku laporan ini.
Further information regarding the implementation of Risk Management is presented in the “Risk
Management” section of this report.
KEPATUHAN TERHADAP HUKUM DAN COMPLIANCE WITH LAWS AND REGULATIONS
PERATURAN [GRI 2-27] [GRI 2-27]
KS Group berkomitmen menjalankan kegiatan usaha dengan KS Group is committed to conducting its business activities in
mematuhi seluruh ketentuan hukum dan peraturan yang berlaku, compliance with all applicable laws and regulations, including
baik terkait operasional perusahaan maupun aspek lingkungan, those related to operational activities as well as environmental,
ketenagakerjaan, dan tata kelola. labor, and corporate governance aspects.
Untuk mendukung kepatuhan tersebut, KS Group menerapkan To support compliance, KS Group implements policies and
kebijakan dan sistem pengendalian internal serta melakukan internal control systems and conducts periodic monitoring
pemantauan berkala atas kepatuhan terhadap regulasi, perizinan, of compliance with regulatory requirements, permits, and
dan standar yang ditetapkan regulator. Pendekatan ini ditujukan standards established by regulators. This approach aims to
untuk meminimalkan risiko hukum dan memastikan kegiatan minimize legal risks and ensure that business activities are
usaha berjalan secara bertanggung jawab dan berkelanjutan. carried out responsibly and sustainably.
Informasi lebih rinci mengenai aspek kepatuhan terhadap hukum dan peraturan disajikan pada bagian
“Tata Kelola Perusahaan” dalam buku laporan ini.
Further information regarding compliance with laws and regulations is presented in the “Corporate
Governance” section of this report.
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HUBUNGAN DENGAN PEMANGKU KEPENTINGAN
Stakeholder Engagement [OJK E.4] [GRI 2-29]
“Pelibatan yang konstruktif dengan pemangku kepentingan
memungkinkan KS Group menyelaraskan pengambilan keputusan
bisnis dengan harapan pemangku kepentingan serta tujuan
keberlanjutan jangka panjang.”
“Constructive engagement with stakeholders enables KS Group to align business
decisions with stakeholder expectations and long-term sustainability objectives.”
KS Group memandang pemangku kepentingan sebagai mitra KS Group views stakeholders as key partners in supporting the
penting dalam mendukung keberhasilan penerapan praktik bisnis successful implementation of sustainable business practices.
berkelanjutan. Oleh karena itu, kami membangun hubungan yang Therefore, we strive to build constructive and sustainable
konstruktif dan berkelanjutan melalui proses pelibatan yang relationships through open engagement and responsiveness to
terbuka serta responsif terhadap harapan dan kepentingan para stakeholders’ expectations and interests.
pemangku kepentingan.
Identifikasi dan pengelompokan pemangku kepentingan The identification and classification of stakeholders are carried
dilakukan dengan mempertimbangkan tingkat kedekatan out by considering the level of proximity, influence on the
hubungan, pengaruh terhadap kegiatan usaha perusahaan, Company’s business activities, and the degree of their interest
serta tingkat kepentingan dan urgensinya. Melalui interaksi yang and urgency. Through continuous interaction, KS Group gains
berkelanjutan, KS Group memperoleh masukan yang relevan relevant insights to better understand stakeholder expectations
untuk memahami ekspektasi pemangku kepentingan serta and support transparent and accountable decision-making.
mendukung pengambilan keputusan secara transparan dan
bertanggung jawab.
Pengelolaan hubungan dengan pemangku kepentingan juga Stakeholder management is also directed toward supporting
diarahkan untuk mendukung keberlanjutan usaha perusahaan business sustainability by maintaining a balance between
dengan menjaga keseimbangan antara penciptaan nilai ekonomi, economic value creation, social responsibility toward employees
tanggung jawab sosial kepada karyawan dan masyarakat, serta and communities, and environmental protection.
perlindungan lingkungan hidup.
Pada bulan Juli 2025, dalam rangka penyusunan Roadmap ESG In July 2025, as part of the preparation of the KS Group ESG
KS Group 2025, kami melaksanakan survei kepada pemangku Roadmap 2025, we conducted a survey involving both internal
kepentingan internal dan eksternal untuk memperbarui pemetaan and external stakeholders to update the stakeholder mapping
pemangku kepentingan KS Group. Survei ini juga bertujuan untuk of KS Group. The survey also aimed to identify material issues
mengidentifikasi isu-isu material terkait aspek lingkungan, related to environmental, social, and governance aspects that
sosial, dan tata kelola yang memiliki dampak signifikan terhadap have significant impacts on the Company’s performance and
kinerja dan reputasi perusahaan, serta yang dipandang penting reputation, as well as issues considered important from the
oleh para pemangku kepentingan. stakeholders’ perspective.
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Persentase Responden dari Setiap Pemangku Kepentingan KS Group
Percentage of Respondents from Each KS Group Stakeholder
Direksi dan pejabat satu tingkat di bawa Direksi
Board of Directors and one level below the Board of Directors
8% 8%
Karyawan atau Serikat Pekerja
16% Employees or Labor Unions
28%
Pemasok, Distributor, atau Konsumen
Suppliers, Distributors, or Customers
8%
Pemegang Saham, Investor, atau Pemodal Kerja
Shareholders, Investors, or Capital Providers
16% 4% Pemerintah atau Regulator
8% 4% Goverment or Regulators
Komunitas atau Masyarakat Lokal
Local Communities
DAFTAR PEMANGKU KEPENTINGAN LIST OF STAKEHOLDERS
Dalam proses survei pemangku kepentingan, KS Group In the stakeholder survey process, KS Group identified nine
mengidentifikasi sembilan kelompok pemangku kepentingan. stakeholder groups. For the purposes of presentation and
Untuk tujuan penyajian dan analisis dalam laporan ini, kelompok analysis in this report, these groups have been reclassified into
tersebut kemudian diklasifikasikan kembali menjadi tujuh seven main categories.
kategori utama.
Kelompok Pemangku
Bentuk Pelibatan Isu Utama yang Disampaikan Rsepons KS Group
Kepentingan
Engagement Methods Key Issues Raised KS Group’s Response
Stakeholder Group
Pemegang Saham, Investor, RUPS, public expose, Kinerja keuangan, strategi Penyampaian laporan kinerja secara
Lembaga Keuangan, dan pertemuan investor, bisnis, manajemen risiko, transparan, penguatan tata kelola, serta
Pemodal Kerja keterbukaan informasi, implementasi ESG pengembangan strategi bisnis dan
laporan berkala keberlanjutan
Shareholders, Investors, GMS, public expose, investor Financial performance, Transparent disclosure of company
Financial Institutions, and meetings, disclosure of business strategy, risk performance, strengthening corporate
Capital Providers information, periodic management, ESG governance, and development of business
reporting implementation and sustainability strategies
Direksi, Manajemen, Rapat manajemen, Kinerja perusahaan, Penguatan program K3, pengembangan
Karyawan, dan Serikat komunikasi internal, forum keselamatan kerja, Human Capital, serta peningkatan
Pekerja serikat pekerja, program pengembangan kompetensi, komunikasi internal
pengembangan SDM kesejahteraan karyawan
Board of Directors, Management meetings, Company performance, Strengthening OHS programs, human
Management, Employees, internal communications, occupational health capital development, and improvement of
and Labor Unions labor union forums, HC and safety, competency internal communication
development programs development, employee
welfare
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Kelompok Pemangku
Bentuk Pelibatan Isu Utama yang Disampaikan Rsepons KS Group
Kepentingan
Engagement Methods Key Issues Raised KS Group’s Response
Stakeholder Group
Pemerintah dan Regulator Pelaporan regulasi, Kepatuhan terhadap regulasi, Kepatuhan terhadap peraturan,
koordinasi kebijakan, kontribusi terhadap industri partisipasi dalam program pemerintah,
partisipasi dalam program nasional, pengelolaan serta penguatan tata kelola
pemerintah lingkungan
Government and Regulators Regulatory reporting, policy Regulatory compliance, Compliance with applicable regulations,
coordination, participation in contribution to national participation in government programs,
government programs industry development, and strengthening governance practices
environmental management
Pemasok, Distributor, dan Kontrak kerja sama, Kualitas produk, keandalan Peningkatan kualitas produk, penguatan
Pelanggan komunikasi bisnis, evaluasi pasokan, praktik bisnis yang rantai pasok, serta penerapan praktik
kinerja pemasok, layanan adil bisnis yang transparan
pelanggan
Suppliers, Distributors, and Business partnerships, Product quality, supply Improvement of product quality,
Customers contractual agreements, reliability, fair business strengthening supply chain management,
supplier evaluation, customer practices and implementation of transparent
communication business practices
Media dan Publik Siaran pers, konferensi Informasi perusahaan, kinerja Penyampaian informasi yang transparan
pers, publikasi perusahaan, bisnis, tanggung jawab sosial dan komunikasi publik yang terbuka
komunikasi publik perusahaan
Media and the Public Press releases, media Corporate information, Transparent information disclosure and
briefings, corporate business performance, open public communication
publications, public corporate social responsibility
communications
Masyarakat Lokal Program TJSL, dialog Dampak operasional, Pelaksanaan program TJSL,
komunitas, kegiatan kesempatan kerja, pemberdayaan masyarakat, serta
sosial dan pemberdayaan pengembangan ekonomi lokal pengelolaan dampak lingkungan
masyarakat
Local Communities TJSL programs, community Operational impacts, Implementation of TJSL programs,
dialogue, social and employment opportunities, community empowerment initiatives, and
community empowerment local economic development environmental impact management
activities
Akademisi, Pakar, dan Seminar, forum industri, Pengembangan industri, Kolaborasi penelitian, pertukaran
Asosiasi Industri kerja sama penelitian, inovasi teknologi, praktik pengetahuan, serta pengembangan
benchmarking keberlanjutan inovasi industri
Academics, Experts, and Seminars, industry forums, Industry development, Research collaboration, knowledge
Associations research collaboration, technological innovation, exchange, and development of industrial
benchmarking sustainability practices innovation
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PERMASALAHAN DALAM PENERAPAN
KEUANGAN BERKELANJUTAN [OJK E.5]
Challenges in the Implementation of Sustainable Finance
“Sebagai perusahaan industri baja yang tengah menjalani
transformasi, penerapan keuangan berkelanjutan di KS Group
tidak terlepas dari sejumlah tantangan struktural yang berkaitan
dengan karakteristik industri, kesiapan organisasi, serta dinamika
standar keberlanjutan global.”
“As a steel industry company undergoing transformation, the implementation of
sustainable finance at KS Group inevitably faces structural challenges related to
industry characteristics, organizational readiness, and the evolving landscape of
global sustainability standards.”
Sebagai perusahaan industri baja yang tengah menjalani As a steel industry company undergoing transformation, the
transformasi, penerapan keuangan berkelanjutan di KS Group implementation of sustainable finance at KS Group faces
menghadapi sejumlah tantangan yang berkaitan dengan several challenges associated with the energy-intensive
karakteristik industri yang padat energi dan membutuhkan nature of the industry and its significant capital investment
investasi modal yang besar. Upaya untuk meningkatkan efisiensi requirements. Efforts to improve energy efficiency, reduce
energi, menurunkan intensitas emisi, serta memperkuat emission intensity, and strengthen environmental management
pengelolaan lingkungan memerlukan penyesuaian teknologi dan require technological adjustments and the gradual allocation of
pengalokasian investasi yang dilakukan secara bertahap. investment.
Selain itu, integrasi prinsip ESG ke dalam seluruh proses bisnis In addition, integrating ESG principles into all business
juga menuntut penguatan koordinasi lintas fungsi di dalam processes requires stronger cross-functional coordination
organisasi serta peningkatan kualitas data dan pelaporan within the organization as well as improvements in the quality
keberlanjutan. Perkembangan standar dan regulasi ESG yang of sustainability data and reporting. The increasingly dynamic
semakin dinamis turut mendorong Perseroan untuk terus development of ESG standards and regulations also encourages
menyesuaikan kebijakan, sistem manajemen, dan praktik the Company to continuously adjust its policies, management
operasional agar selaras dengan praktik keberlanjutan di industri systems, and operational practices to align with evolving
baja. sustainability practices in the steel industry.
Untuk merespons tantangan tersebut, KS Group memperkuat To address these challenges, KS Group continues to strengthen
implementasi ESG melalui penyusunan Roadmap ESG KS ESG implementation through the development of the KS
Group, pembentukan ESG Task Force, serta integrasi indikator Group ESG Roadmap, the establishment of an ESG Task
keberlanjutan ke dalam sistem manajemen kinerja perusahaan Force, and the integration of sustainability indicators into the
guna memastikan penerapan keuangan berkelanjutan berjalan Company’s performance management system to ensure that the
secara lebih terstruktur dan terukur. implementation of sustainable finance is carried out in a more
structured and measurable manner.
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KEGIATAN MEMBANGUN BUDAYA KEBERLANJUTAN
Activities to Build a Sustainability Culture [OJK F.1]
“KS Group membangun budaya keberlanjutan dengan
mengintegrasikan prinsip ESG ke dalam nilai perusahaan, sistem
manajemen, serta praktik kerja sehari-hari di seluruh organisasi.”
“KS Group builds a culture of sustainability by integrating ESG principles into the
Company’s values, management systems, and daily work practices across the
organization.”
KS Group berupaya menanamkan budaya keberlanjutan sebagai KS Group strives to instill a culture of sustainability as part of
bagian dari nilai dan praktik kerja di seluruh organisasi. Upaya the values and working practices throughout the organization.
ini dilakukan melalui berbagai program internal yang bertujuan These efforts are carried out through various internal programs
meningkatkan pemahaman karyawan terhadap prinsip aimed at enhancing employees’ understanding of sustainability
keberlanjutan, pengelolaan lingkungan, serta keselamatan dan principles, environmental management, as well as occupational
kesehatan kerja dalam kegiatan operasional perusahaan. health and safety in the Company’s operational activities.
Sepanjang tahun 2025, kami melaksanakan berbagai kegiatan Throughout 2025, we carried out various initiatives to strengthen
untuk memperkuat internalisasi prinsip ESG, antara lain melalui the internalization of ESG principles, including workshops for the
workshop penyusunan Roadmap ESG KS Group, sosialisasi preparation of the KS Group ESG Roadmap, ESG implementation
implementasi ESG kepada unit-unit kerja, serta berbagai socialization across business units, and various competency
program pengembangan kompetensi yang berkaitan dengan tata development programs related to governance, risk management,
kelola, manajemen risiko, dan pengelolaan lingkungan. Kami juga and environmental management. We also encourage employee
mendorong partisipasi karyawan melalui program Innovation participation through the Innovation Olympic program, which
Olympic yang berfokus pada peningkatan efisiensi operasional, focuses on improving operational efficiency, optimizing resource
optimalisasi penggunaan sumber daya, serta pengembangan utilization, and fostering innovation in production processes.
inovasi proses produksi.
Selain itu, budaya keberlanjutan juga diperkuat melalui penerapan In addition, the sustainability culture is reinforced through the
SMKS serta berbagai program HSE yang menekankan pentingnya implementation of the SMKS as well as various HSE programs
keselamatan kerja, efisiensi energi, dan pengelolaan lingkungan that emphasize the importance of workplace safety, energy
secara bertanggung jawab. Melalui berbagai inisiatif tersebut, efficiency, and responsible environmental management. Through
KS Group berupaya memastikan bahwa prinsip keberlanjutan these initiatives, KS Group seeks to ensure that sustainability
tidak hanya menjadi komitmen di tingkat kebijakan, tetapi juga principles are not only reflected in corporate policies but are also
terinternalisasi dalam budaya kerja dan perilaku seluruh insan embedded in the work culture and behavior of all employees.
perusahaan.
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KONTRIBUSI KAMI TERHADAP TUJUAN
PEMBANGUNAN BERKELANJUTAN (SDG)
Our Contribution to the Sustainable Development Goals (SDGs)
“Sebagai produsen baja nasional, KS Group berkontribusi terhadap
pembangunan berkelanjutan melalui efisiensi sumber daya,
pengurangan emisi, serta penguatan tata kelola yang selaras
dengan Tujuan Pembangunan Berkelanjutan (SDGs).”
“As a national steel producer, KS Group contributes to sustainable development through
resource efficiency, emissions reduction, and strengthened governance aligned with
the Sustainable Development Goals (SDGs).”
KS Group menyadari bahwa industri baja memiliki peran strategis KS Group recognizes that the steel industry plays a strategic
dalam mendukung pembangunan ekonomi sekaligus menghadapi role in supporting economic development while also facing
berbagai tantangan keberlanjutan global. Baja merupakan various global sustainability challenges. Steel is a fundamental
material fundamental bagi pembangunan infrastruktur, material for infrastructure development, transportation, energy,
transportasi, energi, serta berbagai sektor industri lainnya. Oleh and numerous other industrial sectors. Therefore, sustainability
karena itu, pengelolaan keberlanjutan dalam industri baja tidak management in the steel industry is not only related to improving
hanya berkaitan dengan peningkatan efisiensi operasional, operational efficiency, but also to contributing to broader
tetapi juga dengan kontribusi terhadap pembangunan yang sustainable development.
berkelanjutan secara lebih luas.
Untuk memastikan keberlanjutan menjadi bagian dari arah To ensure sustainability becomes an integral part of the
strategis perusahaan, kami mengintegrasikan prinsip ESG ke Company’s strategic direction, we integrate ESG principles into its
dalam strategi bisnis melalui penyusunan Roadmap ESG KS business strategy through the development of the KS Group ESG
Group. Roadmap ini mengidentifikasi sepuluh prioritas ESG Roadmap. This roadmap identifies ten ESG priorities that serve
yang menjadi fokus implementasi keberlanjutan perusahaan as the focus of the Company’s sustainability implementation
pada aspek lingkungan, sosial, dan tata kelola. Prioritas tersebut across environmental, social, and governance aspects. These
disusun berdasarkan proses identifikasi isu ESG, analisis priorities were developed based on ESG issue identification,
materialitas, serta pertimbangan terhadap dampak kegiatan materiality analysis, and consideration of the Company’s
usaha dan ekspektasi pemangku kepentingan. operational impacts as well as stakeholder expectations.
Pada aspek lingkungan, KS Group berupaya meningkatkan On the environmental front, KS Group strives to improve
efisiensi penggunaan energi dan sumber daya dalam proses energy and resource efficiency in its production processes,
produksi, menurunkan intensitas emisi gas rumah kaca, serta reduce greenhouse gas emissions intensity, and optimize
mengoptimalkan pengelolaan limbah dan air dalam kegiatan waste and water management in operational activities. We also
operasional. Kami juga mendorong penerapan teknologi produksi promote the adoption of environmentally friendly production
yang lebih ramah lingkungan serta pengembangan energi technologies and the development of renewable energy as part
terbarukan sebagai bagian dari transformasi menuju industri of its transformation toward a lower-carbon steel industry.
baja yang lebih rendah karbon.
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Pada aspek sosial, KS Group berkomitmen menciptakan On the social aspect, KS Group is committed to creating a
lingkungan kerja yang aman dan sehat melalui penguatan sistem safe and healthy working environment through strengthening
manajemen keselamatan dan kesehatan kerja. Selain itu, kami occupational health and safety management systems. In
terus mendorong pemberdayaan ekonomi masyarakat di sekitar addition, we continue to promote economic empowerment
wilayah operasional melalui program tanggung jawab sosial for communities surrounding its operational areas through
perusahaan yang diselaraskan dengan kebutuhan masyarakat corporate social responsibility programs aligned with community
dan agenda pembangunan berkelanjutan. needs and sustainable development objectives.
Sementara itu, pada aspek tata kelola, KS Group menempatkan Meanwhile, on the governance aspect, KS Group places
integritas, transparansi, dan akuntabilitas sebagai fondasi dalam integrity, transparency, and accountability as the foundation for
menjalankan praktik bisnis yang berkelanjutan. Komitmen ini conducting sustainable business practices. This commitment
diwujudkan melalui penerapan kebijakan antikorupsi, penguatan is reflected through the implementation of anti-corruption
sistem pengendalian internal, serta peningkatan kualitas policies, strengthening internal control systems, and improving
pelaporan keberlanjutan dan tata kelola perusahaan. the quality of sustainability and corporate governance reporting.
Melalui implementasi Roadmap ESG tersebut, KS Group Through the implementation of the ESG Roadmap, KS Group
berupaya memastikan bahwa setiap inisiatif keberlanjutan seeks to ensure that every sustainability initiative not only
tidak hanya meningkatkan kinerja operasional perusahaan, enhances the Company’s operational performance but also
tetapi juga memberikan kontribusi nyata terhadap pencapaian contributes meaningfully to the achievement of the SDGs,
SDG, khususnya dalam mendorong pembangunan industri particularly in supporting sustainable industrial development,
yang berkelanjutan, penguatan tata kelola yang baik, serta strengthening good governance, and improving community
peningkatan kesejahteraan masyarakat. welfare.
PENYELARASAN PRIORITAS ESG KS GROUP ALIGNMENT OF KS GROUP ESG PRIORITIES WITH
DENGAN SDG THE SDGs
Sebagai bagian dari implementasi Roadmap ESG, KS Group As part of the ESG Roadmap implementation, KS Group maps
melakukan pemetaan antara prioritas keberlanjutan perusahaan its sustainability priorities to relevant SDGs. This mapping
dengan SDG. Pemetaan ini menunjukkan bagaimana inisiatif demonstrates how KS Group’s ESG initiatives contribute to the
ESG KS Group berkontribusi terhadap agenda pembangunan global sustainable development agenda, particularly in resource
berkelanjutan, khususnya pada aspek efisiensi sumber daya, efficiency, emissions reduction, governance strengthening, and
pengurangan emisi, penguatan tata kelola, serta pemberdayaan community empowerment.
masyarakat.
Prioritas ESG KS Group Fokus Implementasi Penyelarasan SDG
No.
KS Group ESG Priorities Implementation Focus SDGs’ Alignment
1 Antikorupsi Implementasi sistem manajemen anti penyuapan
Anti-Corruption dan kebijakan pengendalian korupsi
Implementation of an anti-bribery management
system and anti-corruption control policies
2 Manajemen Energi & Efisiensi Audit energi, smart energy monitoring system,
Energi dalam Proses Produksi peningkatan efisiensi energi produksi
Energy Management and Energy audits, smart energy monitoring systems,
Energy Efficiency in Production and improvement of production energy efficiency
Processes
3 Emisi Karbon dan Gas Rumah Inventarisasi emisi GRK, roadmap dekarbonisasi,
Kaca (GRK) pengembangan energi terbarukan
Carbon Emissions and GHG emissions inventory, decarbonization
Greenhouse Gas (GHG) roadmap, and development of renewable energy
Emissions
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4 Kesehatan dan Keselamatan Implementasi sistem manajemen K3, peningkatan
Kerja (K3) kesehatan karyawan, program keselamatan kerja
Occupational Health and Implementation of occupational health and safety
Safety (OHS) (OHS) management systems, employee health
improvement, and workplace safety programs
5 CSR untuk Masyarakat Sekitar Program pemberdayaan ekonomi masyarakat dan
CSR for Local Communities penguatan kesejahteraan sosial
Community economic empowerment programs and
initiatives to enhance social welfare
6 Manajemen Limbah B3 Reduksi limbah, penerapan prinsip 4R, pengolahan
dan Non-B3 limbah melalui co-processing
Hazardous and Non-Hazardous Waste reduction, implementation of the 4R
Waste Management principles, and waste treatment through co-
processing
7 Tata Kelola Penguatan tata kelola perusahaan, transparansi,
Governance dan pelaporan keberlanjutan
Strengthening corporate governance, transparency,
and sustainability reporting
8 Efisiensi dan Manajemen Air Pengurangan intensitas penggunaan air dan
dalam Proses Produksi optimalisasi pemanfaatan air olahan
Water Efficiency and Water Reduction of water use intensity and optimization
Management in Production of treated water utilization
Processes
9 Transisi ke Energi Bersih Peningkatan bauran energi bersih dan
Clean Energy Transition pengembangan PLTS
Increasing the share of clean energy and
development of solar power plants
10 Adopsi Teknologi Hijau Implementasi teknologi rendah karbon dan inovasi
Green Technology Adoption teknologi produksi
Implementation of low-carbon technologies and
innovation in production technology
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KINERJA EKONOMI
Economic Performance
“KS Group mengelola kinerja ekonomi dengan
menyeimbangkan pertumbuhan bisnis, efisiensi
operasional, serta pengelolaan dampak lingkungan
sebagai bagian dari komitmen menuju industri baja yang
lebih berkelanjutan.”
“KS Group manages its economic performance by balancing business
growth, operational efficiency, and environmental impact management as
part of its commitment to a more sustainable steel industry.”
963,12 USD
959,84 USD
339,64
ribu ton | thousand tons juta | million juta | million
Volume produksi Total pendapatan Laba tahun berjalan, berbalik dari
baja tahun 2025 neto tahun 2025 proyeksi rugi dalam RKAP
Steel production Net revenues Profit for the year,
volume in 2025 in 2025 reversing the loss
projected
in the RKAP
KS Group memandang keberlanjutan bisnis sebagai kemampuan KS Group views business sustainability as the ability to maintain a
untuk menjaga keseimbangan antara kinerja ekonomi, efisiensi balance between economic performance, operational efficiency,
operasional, serta pengelolaan dampak lingkungan dalam jangka and the management of environmental impacts over the long
panjang. Sebagai produsen baja nasional, kami terus memperkuat term. As a national steel producer, we continue to strengthen
fondasi bisnis melalui transformasi operasional dan keuangan guna our business foundations through operational and financial
meningkatkan daya saing sekaligus memastikan keberlangsungan transformation aimed at enhancing competitiveness while
usaha. ensuring business continuity.
Transformasi tersebut difokuskan pada penguatan bisnis inti baja This transformation is focused on strengthening the core steel
melalui optimalisasi fasilitas produksi strategis, khususnya Hot business through the optimization of strategic production
Strip Mill (HSM) dan Cold Rolling Mill (CRM), pengembangan hilirisasi facilities, particularly the Hot Strip Mill (HSM) and Cold Rolling
produk baja bernilai tambah, serta penguatan integrasi rantai pasok Mill (CRM), the development of value-added downstream steel
industri baja nasional. Langkah ini diharapkan dapat meningkatkan products, and the strengthening of integration within the national
efisiensi produksi, memperluas pasar, serta menciptakan steel industry supply chain. These initiatives are expected to
nilai tambah ekonomi yang berkelanjutan bagi para pemangku improve production efficiency, expand market reach, and create
kepentingan. sustainable economic value for stakeholders.
Sejalan dengan agenda keberlanjutan, KS Group juga mendorong In line with our sustainability agenda, KS Group also promotes
peningkatan efisiensi energi, pengurangan intensitas emisi dalam improvements in energy efficiency, the reduction of emissions
proses produksi, serta pengembangan teknologi produksi yang intensity in production processes, and the development of more
lebih ramah lingkungan sebagai bagian dari transformasi menuju environmentally friendly production technologies as part of the
industri green steel. transformation toward a green steel industry.
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Kinerja Ekonomi Tahun 2025 Economic Performance in 2025
Tahun 2025 menjadi periode penting bagi KS Group dalam The year 2025 marked an important period for KS Group in
melanjutkan proses transformasi bisnis dan pemulihan kinerja continuing its business transformation and operational recovery.
operasional. Sepanjang tahun, kami berhasil meningkatkan Throughout the year, we increased production activities and
aktivitas produksi serta memperbaiki struktur keuangan sebagai improved the Company’s financial structure as a result of various
hasil dari berbagai langkah perbaikan yang dijalankan dalam improvement measures implemented over the past several years.
beberapa tahun terakhir.
Dari sisi operasional, KS Group mencatat volume produksi baja From an operational perspective, KS Group recorded a steel
sebesar 963,12 ribu ton atau 49,53% dari target RKAP. Realisasi production volume of 963.12 thousand tons, or approximately
penjualan produk baja mencapai USD680,68 juta atau 56,80% 49.53% of the RKAP target. Steel product sales reached
dari target, sedangkan penjualan produk non-baja mencapai USD680.68 million, or 56.80% of the target, while non-steel
USD279,16 juta atau 87,92% dari target. product sales amounted to USD279.16 million, or 87.92% of the
target.
Dari sisi keuangan, KS Group mencatatkan pendapatan neto From a financial perspective, KS Group recorded net revenue of
sebesar USD959,84 juta, lebih rendah dibandingkan target RKAP USD959.84 million, lower than the RKAP target of USD1,515.92
sebesar USD1.515,92 juta, sejalan dengan dinamika permintaan million, in line with market demand dynamics and the still
pasar dan kondisi industri baja global yang masih menantang. challenging conditions of the global steel industry. This situation
Kondisi ini turut mempengaruhi kinerja operasional yang also affected the Company’s operational performance, which
mencatat rugi operasi sebesar USD82,71 juta, dibandingkan recorded an operating loss of USD82.71 million, compared to the
target laba operasi sebesar USD58,92 juta. RKAP target of operating profit of USD58.92 million.
Meskipun demikian, KS Group berhasil membukukan laba tahun Nevertheless, KS Group succeeded in recording profit for the
berjalan sebesar USD339,64 juta, berbalik dari proyeksi rugi dalam year of USD339.64 million, reversing the RKAP projection of a
RKAP sebesar USD76,49 juta. Pencapaian ini mencerminkan loss of USD76.49 million. This achievement reflects the success
keberhasilan langkah restrukturisasi keuangan serta berbagai of the Company’s financial restructuring efforts and various
inisiatif strategis yang dijalankan sepanjang tahun. strategic initiatives implemented throughout the year.
PERBANDINGAN TARGET DAN KINERJA [OJK F.2] COMPARISON OF TARGETS AND ACTUAL
PERFORMANCE [OJK F.2]
Pencapaian
Satuan Target Realisasi
Uraian Achievement Description
Unit RKAP Realization
(%)
Volume Produksi Baja Ribu ton 1.944,35 963,12 49,53 Steel Production Volume
Thousands of tons
Volume Penjualan Baja 1.740,33 944,56 54,27 Steel Sales Volume
Penjualan Baja Ribuan USD 1.198.394 680.677 56,80 Steel Sales
Thousands of USD
Penjualan non-Baja 317.526 279.162 87,92 Non-Steel Sales
Pendapatan Neto 1,515,920 959.839 63.32 Net Revenue
Laba Kotor 192,432 50,745 26.37 Gross Profit
Laba (Rugi) Operasi 58,922 (82.707) (140,37) Operating Profit (Loss)
Laba (Rugi) Tahun Berjalan (76,491) 339.640 444,03 Profit (Loss) for the Year
Keberlanjutan Usaha dan Business Continuity Business Sustainability and Continuity
Perbaikan kinerja ekonomi KS Group pada tahun 2025 menjadi The improvement in KS Group’s economic performance in 2025
bagian dari upaya jangka panjang untuk memperkuat ketahanan forms part of long-term efforts to strengthen business resilience
usaha di tengah dinamika industri baja global. Kami terus amid the dynamics of the global steel industry. We continue to
meningkatkan efisiensi operasional, mengoptimalkan fasilitas enhance operational efficiency, optimize production facilities,
produksi, serta memperkuat tata kelola dan manajemen risiko and strengthen governance and risk management to support
guna mendukung keberlanjutan usaha. sustainable business operations.
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Selain itu, KS Group juga menempatkan transisi menuju industri In addition, KS Group places the transition toward a more
baja yang lebih berkelanjutan sebagai bagian dari agenda sustainable steel industry as part of its long-term strategic
strategis jangka panjang, antara lain melalui peningkatan agenda, including initiatives to improve energy efficiency,
efisiensi energi, pengurangan emisi proses produksi, serta reduce emissions from production processes, and develop more
pengembangan teknologi produksi yang lebih ramah lingkungan. environmentally friendly steel production technologies.
Baja sebagai Enabler Pembangunan Berkelanjutan Steel as an Enabler of Sustainable Development
Baja merupakan material strategis yang berperan penting dalam Steel is a strategic material that plays an important role in
mendukung pembangunan ekonomi dan transisi menuju masa supporting economic development and the transition toward
depan yang lebih berkelanjutan. Dengan karakteristik yang kuat, a more sustainable future. With its characteristics of strength,
tahan lama, dan dapat didaur ulang, baja menjadi komponen durability, and recyclability, steel serves as a key component in
utama dalam berbagai sektor pembangunan, termasuk various sectors, including infrastructure, transportation, energy,
infrastruktur, transportasi, energi, dan industri manufaktur. and manufacturing.
Produk baja KS Group digunakan dalam berbagai proyek KS Group’s steel products are widely used in infrastructure
pembangunan infrastruktur, kawasan industri, serta proyek development projects, industrial estates, and national strategic
strategis nasional yang mendukung pertumbuhan ekonomi projects that support Indonesia’s economic growth. Steel also
Indonesia. Selain itu, baja juga memainkan peran penting dalam plays an important role in supporting clean energy technologies,
pengembangan teknologi energi bersih, termasuk pembangunan including renewable power generation facilities, electricity
pembangkit energi terbarukan, jaringan transmisi listrik, serta transmission networks, and more efficient transportation
infrastruktur transportasi yang lebih efisien. infrastructure.
Sebagai material yang dapat didaur ulang tanpa kehilangan As a material that can be recycled repeatedly without losing
kualitas, baja juga mendukung penerapan prinsip ekonomi its quality, steel also supports the implementation of circular
sirkular, melalui pemanfaatan kembali material baja dalam siklus economy principles, through the reuse of steel materials in
produksi serta pengelolaan limbah industri secara bertanggung production cycles and the responsible management of industrial
jawab. waste.
Peta Rantai Nilai Krakatau Steel dalam Perspektif Krakatau Steel Value Chain in a Sustainability
Keberlanjutan Perspective
KS Group beroperasi dalam ekosistem industri yang melibatkan KS Group operates within an industrial ecosystem involving
berbagai pemangku kepentingan, mulai dari pemasok bahan various stakeholders, ranging from raw material suppliers
baku, proses produksi, hingga pelanggan di sektor industri and production processes to customers in the industrial and
dan infrastruktur. Setiap tahapan dalam rantai nilai tersebut infrastructure sectors. Each stage within this value chain
berkontribusi pada penciptaan nilai ekonomi sekaligus contributes to economic value creation while also requiring
memerlukan pengelolaan aspek lingkungan dan sosial secara responsible management of environmental and social aspects.
bertanggung jawab.
Dalam perspektif keberlanjutan, KS Group memandang rantai From a sustainability perspective, KS Group views the value chain
nilai sebagai sistem yang saling terhubung, di mana efisiensi as an interconnected system in which operational efficiency,
operasional, pengelolaan sumber daya, serta kolaborasi dengan resource management, and collaboration with business partners
mitra usaha menjadi faktor penting dalam menciptakan nilai are key factors in creating long-term value for stakeholders.
jangka panjang bagi para pemangku kepentingan.
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TAHAPAN RANTAI NILAI KS GROUP STAGES OF THE KS GROUP VALUE CHAIN
Pengadaan yang Pengadaan Bahan Baku dan Energi Raw Material and Energy Procurement
Bertanggung Jawab | Tahapan awal rantai nilai dimulai dari pengadaan The initial stage of the value chain begins with
bahan baku seperti slab baja dan material the procurement of raw materials, such as
Responsible Sourcing
pendukung produksi. KS Group bekerja steel slabs and other supporting materials for
sama dengan pemasok domestik maupun production. KS Group collaborates with both
internasional untuk memastikan ketersediaan domestic and international suppliers to ensure
bahan baku yang berkualitas serta mendorong the availability of high-quality raw materials
praktik pengadaan yang memperhatikan aspek while promoting procurement practices that
tata kelola dan keberlanjutan dalam rantai pasok. emphasize governance and sustainability across
the supply chain.
Efisiensi Energi & Proses Produksi Baja Steel Production Process
Pengurangan Emisi | Proses produksi dilaksanakan melalui berbagai The production process is carried out through
fasilitas produksi untuk menghasilkan produk various production facilities to produce steel
Energy Efficiency &
baja yang digunakan oleh sektor industri dan products used in the industrial and construction
Emission Reduction konstruksi. Pada tahap ini, KS Group terus sectors. At this stage, KS Group continues to
meningkatkan efisiensi operasional melalui enhance operational efficiency through the
optimalisasi penggunaan energi, pengendalian optimization of energy use, emission control,
emisi, serta pengelolaan limbah industri secara and responsible industrial waste management.
bertanggung jawab.
Ketahanan Rantai Distribusi dan Pemasaran Distribution and Marketing
Pasokan | Supply Chain Produk baja KS Group dipasarkan ke berbagai KS Group’s steel products are marketed to
sektor industri. Kami menjalin kerja sama dengan various industrial sectors. We collaborate with
Resilience
berbagai mitra distribusi untuk memperluas a network of distribution partners to expand
jangkauan pasar serta memastikan ketersediaan market reach and ensure the availability of
produk baja bagi kebutuhan pembangunan steel products to support national development
nasional. Upaya ini tidak hanya mendukung needs. These efforts not only support the growth
pertumbuhan industri domestik, tetapi juga of domestic industries but also contribute to
berkontribusi pada penguatan rantai pasok strengthening the national supply chain in the
nasional di sektor manufaktur dan konstruksi. manufacturing and construction sectors.
Infrastruktur Penggunaan Produk Baja oleh Pelanggan Customer Use of Steel Products
Berkelanjutan Produk baja yang dihasilkan KS Group digunakan Steel products produced by KS Group are
dalam berbagai sektor strategis yang memiliki utilized in various strategic sectors that play
| Sustainable
peran penting dalam pembangunan ekonomi. an important role in economic development.
Infrastructure Melalui produk baja yang berkualitas dan Through reliable and high-quality steel products,
andal, kami berkontribusi dalam mendukung we contribute to supporting infrastructure
pembangunan infrastruktur yang lebih efisien, development that is more efficient, safe, and
aman, dan berkelanjutan. sustainable.
Ekonomi Sirkular | Daur Ulang dan Ekonomi Sirkular Recycling and Circular Economy
Circular Ekonomy Sebagai material yang dapat didaur ulang secara As a material that can be recycled repeatedly
berulang tanpa kehilangan kualitas, baja memiliki without losing its quality, steel plays an important
peran penting dalam mendukung penerapan role in supporting the implementation of circular
prinsip ekonomi sirkular. Kami mendorong economy principles. We promote more efficient
pengelolaan material baja secara lebih efisien steel material management through the reuse of
melalui pemanfaatan kembali material baja steel materials within the production cycle and
dalam siklus produksi serta pengelolaan limbah responsible management of industrial waste.
industri secara bertanggung jawab. Pendekatan This approach not only helps reduce industrial
ini tidak hanya membantu mengurangi limbah waste but also contributes to reducing the long-
industri, tetapi juga berkontribusi pada term consumption of natural resources and
pengurangan konsumsi sumber daya alam dan energy.
energi dalam jangka panjang.
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Ekosistem Industri Baja Terintegrasi
Integrated Steel Industry Ecosystem
KS Group mengembangkan model bisnis yang tidak hanya berfokus pada produksi baja,
tetapi juga membangun ekosistem industri yang terintegrasi guna memperkuat rantai nilai
industri baja nasional.
Ekosistem tersebut dibangun melalui sinergi antara bisnis inti baja, pengembangan industri
hilir, serta penyediaan kawasan industri dan infrastruktur pendukung. Pendekatan ini
memungkinkan KS Group meningkatkan efisiensi operasional, memperkuat ketahanan
rantai pasok, serta menciptakan nilai tambah yang lebih besar bagi industri domestik.
Melalui integrasi tersebut, KS Group juga membuka peluang kolaborasi yang lebih luas dengan berbagai pelaku industri sehingga dapat
mendukung pertumbuhan sektor manufaktur nasional dan pembangunan industri yang berkelanjutan.
KS Group develops a business model that not only focuses on steel production but also builds an integrated industrial ecosystem to
strengthen the value chain of the national steel industry.
This ecosystem is developed through synergy between the core steel business, downstream industry development, and the provision of
industrial estates and supporting infrastructure. This approach enables KS Group to improve operational efficiency, strengthen supply
chain resilience, and create greater value for the domestic industry.
Through this integration, KS Group also opens broader opportunities for collaboration with various industry players, thereby supporting
the growth of the national manufacturing sector and sustainable industrial development.
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Risiko dan Peluang Keberlanjutan Sustainability Risks and Opportunities
KS Group menghadapi berbagai dinamika industri yang dapat KS Group faces various industry dynamics that may affect the
memengaruhi keberlanjutan usaha dalam jangka panjang, long-term sustainability of its business, including volatility in
termasuk volatilitas pasar baja global, perubahan kebijakan the global steel market, changes in environmental policies,
lingkungan, serta tantangan dalam pasokan bahan baku dan and challenges in the supply of raw materials and energy. We
energi. Kami memandang dinamika tersebut tidak hanya sebagai view these dynamics not only as risks but also as opportunities
risiko, tetapi juga sebagai peluang untuk memperkuat daya to strengthen competitiveness through improved operational
saing melalui peningkatan efisiensi operasional, pengembangan efficiency, the development of value-added steel products, and
produk bernilai tambah, serta transformasi menuju industri baja the transformation toward a more sustainable steel industry.
yang lebih berkelanjutan.
RISIKO KEBERLANJUTAN RESPONS STRATEGIS
SUSTAINABILITY RISK STRATEGIC RESPONSE
Volatilitas Pasar Baja Global Memperkuat daya saing melalui peningkatan efisiensi operasional,
Industri baja global sangat dipengaruhi oleh fluktuasi permintaan optimalisasi kapasitas produksi, serta pengembangan produk baja
dan harga komoditas di pasar internasional. Ketidakseimbangan bernilai tambah.
antara pasokan dan permintaan, serta masuknya produk baja impor
dengan harga kompetitif, dapat memengaruhi kinerja industri baja
domestik.
Volatility in the Global Steel Market Strengthening competitiveness through improved operational
The global steel industry is heavily influenced by fluctuations in efficiency, optimization of production capacity, and the
demand and commodity prices in international markets. Imbalances development of value-added steel products.
between supply and demand, as well as the influx of competitively
priced imported steel products, can impact the performance of the
domestic steel industry.
Risiko Transisi Menuju Industri Rendah Karbon Mengembangkan berbagai inisiatif efisiensi energi serta
Industri baja secara global menghadapi tekanan untuk menurunkan mengevaluasi peluang penerapan teknologi produksi yang lebih
intensitas emisi karbon seiring meningkatnya perhatian ramah lingkungan sebagai bagian dari transformasi menuju industri
terhadap isu perubahan iklim. Perubahan kebijakan lingkungan baja yang lebih berkelanjutan.
serta perkembangan standar industri yang lebih ketat dapat
memengaruhi operasional perusahaan.
Risks of the Transition to a Low-Carbon Industry Developing various energy efficiency initiatives and evaluating
The global steel industry is facing pressure to reduce its carbon opportunities to adopt more environmentally friendly production
intensity as concerns about climate change grow. Changes in technologies as part of the transition toward a more sustainable
environmental policies and the development of stricter industry steel industry.
standards could impact companies’ operations.
Risiko Pasokan Bahan Baku dan Energi Memperkuat manajemen rantai pasok serta meningkatkan efisiensi
Kegiatan produksi baja membutuhkan pasokan bahan baku dan penggunaan energi dalam proses produksi.
energi dalam jumlah besar. Gangguan pada rantai pasok atau
volatilitas harga energi dapat memengaruhi biaya produksi serta
stabilitas operasional perusahaan.
Risks Related to Raw Material and Energy Supply Strengthening supply chain management and improving energy
Steel production requires large quantities of raw materials and efficiency in the production process.
energy. Disruptions in the supply chain or volatility in energy prices
can affect production costs and the company’s operational stability.
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PELUANG KEBERLANJUTAN RESPONS STRATEGIS
SUSTAINABILITY OPPORTUNITIES STRATEGIC RESPONSE
Pertumbuhan Permintaan Infrastruktur KS Group memiliki peluang untuk berperan lebih besar dalam
Pembangunan infrastruktur nasional serta pengembangan sektor mendukung pembangunan infrastruktur dan industri di Indonesia.
manufaktur membuka peluang peningkatan permintaan produk baja
domestik.
Growth in Demand for Infrastructure
National infrastructure development and the expansion of the KS Group has the opportunity to play a greater role in supporting
manufacturing sector are creating opportunities for increased infrastructure and industrial development in Indonesia.
demand for domestic steel products.
Pengembangan Industri Baja Bernilai Tambah KS Group terus mengembangkan portofolio produk baja yang
Transformasi industri mendorong peningkatan permintaan dapat memenuhi kebutuhan berbagai sektor industri, termasuk
terhadap produk baja dengan spesifikasi dan nilai tambah yang konstruksi, otomotif, dan manufaktur.
lebih tinggi.
Development of the Value-Added Steel Industry KS Group continues to expand its portfolio of steel products
Industrial transformation is driving increased demand for steel to meet the needs of various industrial sectors, including
products with higher specifications and added value. construction, automotive, and manufacturing.
Transformasi menuju Green Steel KS Group berupaya memperkuat posisi dalam menghadapi
Perkembangan teknologi dan meningkatnya kesadaran terhadap transformasi industri baja global melalui peningkatan efisiensi
isu keberlanjutan membuka peluang bagi pengembangan industri energi, pengurangan intensitas emisi, serta pengembangan
baja rendah karbon. KS Group memandang transformasi menuju teknologi produksi yang lebih ramah lingkungan, sebagai praktik
green steel sebagai peluang strategis jangka panjang yang dapat produksi yang lebih berkelanjutan.
meningkatkan daya saing produk baja Indonesia di pasar global.
The Transition to Green Steel
Technological advancements and growing awareness of KS Group is working to strengthen its position in the face of
sustainability issues are creating opportunities for the development the global steel industry’s transformation by improving energy
of a low-carbon steel industry. KS Group views the transition to efficiency, reducing emissions intensity, and developing more
green steel as a long-term strategic opportunity that can enhance environmentally friendly production technologies as part of its
the competitiveness of Indonesian steel products in the global commitment to more sustainable production practices.
market.
Penguatan Ketahanan Bisnis KS Group berupaya memastikan keberlanjutan usaha serta
KS Group terus memperkuat ketahanan bisnis melalui berbagai memberikan nilai tambah jangka panjang bagi para pemangku
langkah strategis, termasuk peningkatan efisiensi operasional, kepentingan melalui pengelolaan risiko yang efektif serta
penguatan struktur keuangan, serta pengembangan ekosistem pengembangan strategi bisnis yang adaptif.
industri baja yang terintegrasi. Pendekatan ini diharapkan dapat
meningkatkan kemampuan KS Group dalam menghadapi dinamika
pasar sekaligus memanfaatkan peluang pertumbuhan industri di
masa depan.
Strengthening Business Resilience KS Group strives to ensure business sustainability and deliver long-
KS Group continues to strengthen its business resilience through term value to its stakeholders through effective risk management
various strategic measures, including improving operational and the development of adaptive business strategies.
efficiency, strengthening its financial structure, and developing
an integrated steel industry ecosystem. This approach is expected
to enhance KS Group’s ability to navigate market dynamics while
capitalizing on future industry growth opportunities.
Penguatan Ketahanan Bisnis Strengthening Business Resilience
KS Group terus memperkuat ketahanan bisnis melalui KS Group continues to strengthen its business resilience through
peningkatan efisiensi operasional, penguatan struktur keuangan, improvements in operational efficiency, the strengthening of its
serta pengembangan ekosistem industri baja yang terintegrasi. financial structure, and the development of an integrated steel
Pendekatan ini diharapkan dapat meningkatkan kemampuan industry ecosystem. This approach is expected to enhance the
KS Group dalam menghadapi dinamika pasar sekaligus Company’s ability to navigate market dynamics while capturing
memanfaatkan peluang pertumbuhan industri di masa depan. future industry growth opportunities.
Melalui pengelolaan risiko yang efektif dan strategi bisnis yang Through effective risk management and adaptive business
adaptif, KS Group berupaya memastikan keberlanjutan usaha strategies, KS Group strives to ensure business sustainability
serta memberikan nilai tambah jangka panjang bagi para while delivering long-term value to its stakeholders.
pemangku kepentingan.
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ANTIKORUPSI
ANTI-CORRUPTION
“Melalui penguatan sistem pengendalian, transparansi, serta
budaya integritas yang berkelanjutan, KS Group berkomitmen
untuk memastikan bahwa setiap kegiatan usaha dijalankan
secara bersih, etis, dan bertanggung jawab guna menjaga
kepercayaan pemangku kepentingan serta mendukung
keberlanjutan perusahaan.”
“Through the strengthening of control systems, transparency, and a sustainable
culture of integrity, KS Group is committed to ensuring that all business activities are
conducted in a clean, ethical, and responsible manner in order to maintain stakeholder
trust and support company’s long-term sustainability.”
99,33%
Tingkat kepatuhan pelaporan LHKPN dari 149 pejabat
wajib lapor pada periode pelaporan tahun 2025.
LHKPN reporting compliance rate of 149 reporting
officials in the 2025 reporting period.
PT Krakatau Steel (Persero) Tbk telah tersertifikasi ISO
37001:2016 Sistem Manajemen Anti Penyuapan (SMAP) sebagai
wujud komitmen kami dalam mencegah praktik korupsi,
suap, dan gratifikasi serta memperkuat budaya integritas,
transparansi, dan kepatuhan.
PT Krakatau Steel (Persero) Tbk has been certified under ISO
37001:2016 for the Anti-Bribery Management System (ABMS) as
a manifestation of our commitment to preventing corruption,
bribery, and gratuities, while strengthening a culture of integrity,
transparency, and compliance.
Komitmen terhadap Integritas dan Kepatuhan [GRI 3-3] Commitment to Integrity and Compliance [GRI 3-3]
KS Group menempatkan integritas dan kepatuhan sebagai KS Group places integrity and compliance as the fundamental
fondasi utama dalam menjalankan kegiatan usaha. Seluruh pillars in conducting its business activities. All operational
aktivitas operasional dijalankan secara transparan, akuntabel, activities are carried out in a transparent, accountable, and
dan bebas dari praktik Korupsi, Kolusi, dan Nepotisme (KKN) responsible manner, free from practices of Corruption, Collusion,
sebagai bagian dari komitmen penerapan tata kelola perusahaan and Nepotism (KKN), as part of the commitment to implementing
yang baik. Good Corporate Governance.
Di lingkungan KS Group, pengelolaan kepatuhan tidak hanya Within KS Group, compliance management is not solely the
menjadi tanggung jawab fungsi tertentu, tetapi merupakan responsibility of a specific function, but a collective responsibility
tanggung jawab kolektif seluruh insan perusahaan. Direksi dan shared by all Company personnel. The Board of Directors and
manajemen bertindak sebagai panutan dalam menjunjung tinggi management act as role models in upholding high ethical
standar etika yang tinggi serta secara aktif membangun budaya standards and actively fostering a culture of integrity throughout
integritas di seluruh organisasi. Upaya tersebut dilakukan melalui the organization. These efforts are supported through the
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penyediaan kebijakan yang jelas, penguatan sistem pengendalian establishment of clear policies, the strengthening of internal
internal, serta penyediaan sumber daya yang memadai untuk control systems, and the allocation of adequate resources to
memastikan implementasi kepatuhan berjalan secara efektif. ensure effective implementation of compliance.
Sebagai pedoman perilaku bagi seluruh insan perusahaan, KS As a behavioral guideline for all Company personnel, KS Group
Group menerapkan Pedoman Etika Bisnis dan Etika Kerja yang implements the Code of Business Ethics and Work Ethics, which
menjadi landasan dalam menjalankan hubungan usaha dengan serves as the foundation for conducting business relationships
seluruh pemangku kepentingan. Pedoman ini mengatur standar with all stakeholders. The Code regulates standards of integrity,
integritas, profesionalisme, kepatuhan, serta pencegahan professionalism, compliance, and the prevention of conflicts of
benturan kepentingan dalam setiap aktivitas bisnis KS Group. interest in all KS Group business activities.
Pedoman tersebut berlaku bagi seluruh jajaran organisasi, The Code applies to all levels of the organization, including
termasuk Dewan Komisaris, Direksi, karyawan, tenaga kerja the Board of Commissioners, Board of Directors, employees,
kontrak, serta mitra usaha. Melalui sosialisasi berkala, pelatihan contract workers, and business partners. Through periodic
kepatuhan, dan penguatan mekanisme pengendalian, kami socialization, compliance training, and strengthened control
berupaya memastikan bahwa nilai-nilai etika bisnis tertanam mechanisms, we seek to ensure that ethical business values are
secara konsisten dalam setiap proses pengambilan keputusan. consistently embedded in every decision-making process.
Untuk memperkuat budaya integritas, KS Group juga menerapkan To further strengthen the culture of integrity, KS Group also
berbagai mekanisme pencegahan dan pengendalian, antara lain: implements various preventive and control mechanisms,
including:
• Sistem Pelaporan Pelanggaran (Whistleblowing System/ • Whistleblowing System (WBS);
WBS);
• Pedoman Pengelolaan dan Pengendalian Gratifikasi; • Gratuity Management and Control Guidelines;
• Pedoman Benturan Kepentingan; • Conflict of Interest Guidelines;
• Kebijakan Anti-Korupsi dan AntiGratifikasi; • Anti-Corruption and Anti-Gratuity Policy;
• Kewajiban pelaporan LHKPN bagi pejabat tertentu; • Mandatory LHKPN reporting for designated officials;
• Kebijakan Insider Trading; • Insider Trading Policy;
• Penerapan Sistem Manajemen Anti Penyuapan (SMAP); dan • Implementation of the Anti-Bribery Management System
(ABMS); and
• Penandatanganan Pakta Integritas oleh pejabat struktural • Annual signing of Integrity Pacts by structural officials.
setiap tahun.
Melalui pendekatan yang terintegrasi tersebut, KS Group Through this integrated approach, KS Group builds a
membangun sistem pengendalian yang komprehensif untuk comprehensive control system to prevent, detect, and address
mencegah, mendeteksi, dan menindak potensi pelanggaran di potential violations within the Company.
lingkungan perusahaan.
Pencegahan Gratifikasi dan Penyuapan Prevention of Gratuities And Bribery
Sebagai bagian dari upaya pencegahan korupsi, KS Group As part of its efforts to prevent corruption, KS Group implements
menerapkan kebijakan pengelolaan dan pengendalian gratifikasi gratuity management and control policies applicable to all
yang berlaku bagi seluruh insan perusahaan dan mitra usaha. Company personnel and business partners. This policy aims
Kebijakan ini bertujuan memastikan bahwa setiap hubungan to ensure that all business relationships are conducted
bisnis dijalankan secara profesional dan bebas dari pemberian professionally and free from the giving or receiving of gratuities
maupun penerimaan gratifikasi yang bertentangan dengan that violate prevailing laws and regulations.
peraturan perundang-undangan.
Untuk mendukung implementasi kebijakan tersebut, KS Group To support the implementation of this policy, KS Group has
membentuk Unit Pengendalian Gratifikasi (UPG) yang bertugas established a Gratuity Control Unit (UPG) responsible for
melakukan pengelolaan pelaporan, analisis, serta pengendalian managing reporting, analysis, and control of potential gratuities
terhadap potensi gratifikasi di lingkungan perusahaan. Seluruh within the Company. Any gifts or benefits received by employees
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hadiah atau pemberian yang diterima oleh karyawan wajib must be reported to the UPG through designated forms or
dilaporkan kepada UPG melalui formulir maupun aplikasi through the reporting application available on the Company’s
pelaporan pada portal internal perusahaan. internal portal.
KS Group juga secara konsisten melakukan sosialisasi KS Group also consistently conducts socialization of anti-gratuity
program antigratifikasi kepada karyawan maupun pemangku programs to employees and stakeholders, including vendors,
kepentingan, termasuk vendor, pelanggan, dan mitra usaha. customers, and business partners. In procurement processes,
Dalam proses pengadaan barang dan jasa, vendor juga diwajibkan vendors are required to sign a declaration committing not to
menandatangani pernyataan komitmen untuk tidak melakukan engage in bribery in any form.
penyuapan dalam bentuk apa pun.
Sebagai bagian dari penguatan sistem pengendalian, KS Group As part of strengthening its control system, KS Group has
telah memperoleh sertifikasi SNI ISO 37001:2016 tentang been certified under SNI ISO 37001:2016 for the Anti-Bribery
Sistem Manajemen Anti Penyuapan sejak tahun 2020 dan terus Management System since 2020 and continues to enhance its
melakukan pemutakhiran implementasinya guna memastikan implementation to ensure effective control of bribery risks.
efektivitas pengendalian risiko penyuapan.
Sistem Pelaporan Pelanggaran (Whistleblowing Whistleblowing System
System)
KS Group menerapkan Whistleblowing System (WBS) sebagai KS Group implements a Whistleblowing System (WBS) as an early
mekanisme deteksi dini terhadap potensi pelanggaran hukum, detection mechanism for potential violations of laws, business
etika bisnis, maupun kebijakan internal perusahaan. Sistem ini ethics, or internal Company policies. The system provides a
menyediakan saluran yang aman dan transparan bagi karyawan secure and transparent channel for employees and stakeholders
maupun pemangku kepentingan untuk melaporkan dugaan to report alleged violations without fear of retaliation.
pelanggaran tanpa kekhawatiran terhadap tindakan pembalasan.
WBS KS Group juga terintegrasi dengan sistem pelaporan Komisi The KS Group WBS is also integrated with the reporting system
Pemberantasan Korupsi (KPK) melalui kerja sama yang telah of the Corruption Eradication Commission (KPK) through
ditandatangani sejak tahun 2021. Integrasi ini memperkuat a cooperation agreement signed in 2021. This integration
efektivitas pengelolaan laporan terkait dugaan tindak pidana strengthens the effectiveness of managing reports related to
korupsi serta meningkatkan kredibilitas sistem pengendalian alleged corruption and enhances the credibility of the Company’s
internal. internal control system.
Sepanjang tahun 2025, kami menerima 3 laporan melalui Throughout 2025, we received 3 reports through the WBS
mekanisme WBS, dan seluruh laporan tersebut telah mechanism, all of which were followed up in accordance with
ditindaklanjuti sesuai dengan prosedur yang berlaku. applicable procedures.
Transparansi Kekayaan Pejabat Perusahaan Transparency of Officials’ Assets
Sebagai bagian dari penguatan akuntabilitas, KS Group As part of strengthening accountability, KS Group requires
mewajibkan pejabat tertentu untuk menyampaikan Laporan certain officials to submit State Officials’ Asset Declaration
Harta Kekayaan Penyelenggara Negara (LHKPN) kepada KPK. Reports (LHKPN) to the Corruption Eradication Commission
Kewajiban ini mencakup anggota Direksi, Dewan Komisaris, (KPK). This obligation applies to members of the Board of
serta pejabat struktural tertentu di lingkungan KS Group. Directors, the Board of Commissioners, and certain structural
officials within KS Group.
Pada periode pelaporan tahun 2025, tingkat kepatuhan pelaporan In the 2025 reporting period, the LHKPN reporting compliance
LHKPN mencapai 99,33% dari total 149 pejabat wajib lapor, yang rate reached 99.33% of the total 149 reporting officials, reflecting
mencerminkan komitmen tinggi manajemen dalam mendukung management’s strong commitment to transparency and the
transparansi dan pencegahan benturan kepentingan. prevention of conflicts of interest.
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Pemetaan Risiko AntiPenyuapan [GRI 205-1] Anti-Bribery Risk Assessment [GRI 205-1]
KS Group secara berkala melakukan pemetaan dan penilaian KS Group periodically conducts mapping and assessment of
risiko terkait korupsi dan penyuapan pada seluruh proses bisnis. corruption and bribery risks across all business processes. This
Penilaian ini dilakukan untuk mengidentifikasi potensi risiko assessment aims to identify potential risks and ensure that
serta memastikan bahwa pengendalian yang memadai telah adequate control measures are in place.
diterapkan.
Penilaian risiko antipenyuapan dilakukan secara berkala sebagai Anti-bribery risk assessments are conducted regularly as part
bagian dari penerapan manajemen risiko korporasi. Pemetaan of the corporate risk management framework. Risk mapping
risiko difokuskan pada beberapa area operasional yang memiliki focuses on several operational areas with potential exposure to
potensi paparan korupsi, antara lain: corruption risks, including:
• Pengadaan barang dan jasa • Procurement of goods and services
• Penjualan dan hubungan dengan pelanggan • Sales and customer relations
• Perizinan dan hubungan dengan regulator • Licensing and regulatory relations
• Pengelolaan sumber daya manusia • Human resource management
Risiko anti-penyuapan tersebut telah diintegrasikan ke dalam These anti-bribery risks have been integrated into the corporate
risk register korporasi dan dipantau secara berkala melalui risk register and are monitored periodically through KS Group’s
mekanisme manajemen risiko KS Group. Selain itu, seluruh risk management mechanism. In addition, all structural officials
pejabat struktural diwajibkan menandatangani Pakta Integritas are required to sign an Integrity Pact as a commitment to
sebagai bentuk komitmen terhadap penerapan standar integritas upholding high standards of integrity in carrying out their duties
yang tinggi dalam menjalankan tugas dan tanggung jawabnya. and responsibilities.
Sepanjang tahun 2025, kami tidak mencatat adanya kasus Throughout 2025, we recorded no material bribery cases that
penyuapan yang material yang berdampak terhadap kondisi had an impact on company’s financial or reputation.
keuangan maupun reputasi perusahaan.
Membangun Budaya Integritas
Building a Culture of Integrity
Sebagai bagian dari transformasi korporasi yang dijalankan pada tahun 2025, KS Group
memperkuat komitmen terhadap integritas melalui Program Krakatau Steel Bersih (KS
Bersih). Program ini menjadi inisiatif strategis untuk memastikan seluruh aktivitas usaha
dijalankan secara transparan, akuntabel, dan bebas dari praktik KKN. KS Bersih tidak hanya
berfungsi sebagai program kepatuhan, tetapi juga sebagai gerakan budaya perusahaan yang
menanamkan nilai integritas di seluruh lini organisasi. Program ini memperkuat penerapan
GCG melalui penguatan sistem pengendalian internal, optimalisasi Whistleblowing System,
pengendalian gratifikasi, kewajiban pelaporan LHKPN, serta implementasi Sistem
Manajemen Anti Penyuapan ISO 37001. Melalui Program KS Bersih, KS Group menegaskan
bahwa integritas merupakan fondasi utama dalam membangun kepercayaan pemangku
kepentingan sekaligus mendukung keberlanjutan transformasi bisnis Perseroan.
As part of the corporate transformation undertaken in 2025, KS Group strengthened its commitment to integrity through the Krakatau
Steel Clean (KS Bersih) Program. This program serves as a strategic initiative to ensure that all business activities are conducted
transparently, accountably, and free from practices of corruption, collusion, and nepotism. KS Bersih is not only positioned as a
compliance program but also as a corporate cultural movement that embeds integrity values across all levels of the organization. The
program reinforces the GCG implementation through the strengthening of internal control systems, optimization of the Whistleblowing
System, gratuity control, mandatory LHKPN reporting, and the implementation of the ISO 37001 Anti-Bribery Management System.
Through the KS Bersih Program, KS Group affirms that integrity serves as the fundamental foundation for building stakeholder trust
while supporting the sustainable transformation of the Company’s business.
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KINERJA LINGKUNGAN
Environmental Performance
“KS Group menempatkan pengelolaan dampak
lingkungan serta transformasi menuju produksi baja
yang lebih berkelanjutan sebagai bagian penting dari
strategi bisnis jangka panjang Perseroan.”
“KS Group places environmental impact management and the
transformation toward more sustainable steel production as an integral
part of the Company’s long-term business strategy.”
4,85 Gigajoule per ton steel
Gigajoule per ton of HRC steel
Intensitas energi pada tahun 2025.*)
0,468 ton CO2/t steel
ton CO2 per ton of HRC steel
Intensitas emisi dari konsumsi energi dalam proses
Energy intensity in 2025. produksi pabrik HRC.*)
Emission
intensity
from energy
consumption
in the HRC
production
process.
*) Pada tahun 2024 perhitungan intensitas emisi tidak dilakukan karena pabrik HRC#1 sedang dalam proses perbaikan (recovery)
In 2024, emission intensity was not calculated as the HRC#1 plant was undergoing a recovery process.
Biaya Lingkungan [OJK F.4]
Environmental Costs
1,90
Kegiatan lingkungan yang kami laksanakan meliputi, namun tidak terbatas pada, kegiatan
Rp pengelolaan limbah, pemantauan dan pengujian lingkungan, housekeeping, perawatan
gedung, dan prasarana lingkungan. Total biaya lingkungan yang dikeluarkan pada tahun
buku 2025 sebesar Rp1.896.000.000.
miliar | billion
Environmental activities carried out by the Company include, but are not limited to, waste
management, environmental monitoring and testing, housekeeping, building maintenance,
and environmental infrastructure maintenance. The total environmental costs incurred in
the 2025 fiscal year amounted to Rp1,896,865,056,580.
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Kinerja lingkungan merupakan salah satu fokus utama KS Group Environmental performance is one of KS Group’s key priorities
dalam mendukung keberlanjutan industri baja. kami mengelola in supporting the sustainability of the steel industry. we manage
berbagai aspek lingkungan, mulai dari penggunaan energi dan air, various environmental aspects, including energy and water
pengendalian emisi, hingga pengelolaan limbah dan perlindungan use, emissions control, waste management, and environmental
lingkungan sekitar area operasional. protection in its operational areas.
Mengelola Topik Material [GRI 3-3] Managing Material Topics [GRI 3-3]
Sebagai perusahaan yang bergerak di industri baja dengan As a company operating in the steel industry with high energy
intensitas energi dan sumber daya yang tinggi, kegiatan and resource intensity, the operational activities of KS Group
operasional KS Group tentu memiliki keterkaitan erat are closely associated with various environmental impacts.
dengan berbagai dampak terhadap lingkungan. Oleh karena Therefore, environmental management constitutes an important
itu, pengelolaan aspek lingkungan menjadi bagian penting part of KS Group’s sustainability strategy while also supporting
dalam strategi keberlanjutan KS Group sekaligus mendukung the transformation toward a more efficient and sustainable steel
transformasi menuju industri baja yang lebih efisien dan industry.
berkelanjutan.
Melalui proses penilaian materialitas yang dilakukan dalam Through the materiality assessment process conducted during
Workshop Roadmap ESG dengan melibatkan manajemen dan the ESG Roadmap Workshop, which involved management and
pemangku kepentingan internal, kami telah mengidentifikasi internal stakeholders, we identified a number of environmental
sejumlah isu lingkungan yang paling relevan terhadap kegiatan issues that are most relevant to KS Group’s business activities
usaha KS Group serta kepentingan para pemangku kepentingan. and the interests of our stakeholders. The process resulted in
Hasil proses tersebut menetapkan enam topik material di bidang the identification of six material topics in the environmental
lingkungan yang mencerminkan tantangan sekaligus peluang area that reflect both the challenges and opportunities faced
bagi industri baja dalam meningkatkan efisiensi pemanfaatan by the steel industry in improving resource efficiency, reducing
sumber daya, mengurangi dampak lingkungan dari proses environmental impacts from production processes, and
produksi, serta mendukung upaya dekarbonisasi industri, yaitu: supporting industrial decarbonization efforts, namely:
1. Manajemen energi dan efisiensi energi dalam proses 1. Energy management and energy efficiency in the production
produksi; process;
2. Efisiensi dan manajemen air dalam proses produksi; 2. Water efficiency and water management in the production
process;
3. Emisi karbon dan gas rumah kaca; 3. Carbon and greenhouse gas emissions;
4. Manajemen limbah B3 dan non-B3; 4. Hazardous and non-hazardous waste management;
5. Transisi menuju energi bersih; serta 5. Transition to clean energy; and
6. Adopsi teknologi hijau. 6. Adoption of green technologies.
KS Group menerapkan berbagai upaya untuk mengelola topik- KS Group implements various initiatives to manage these material
topik material tersebut, yang mencakup peningkatan efisiensi topics, including improving energy and resource efficiency
energi dan sumber daya dalam proses produksi, pengelolaan in production processes, optimizing water management,
air secara lebih optimal, pengendalian dan pemantauan emisi controlling and monitoring emissions and greenhouse gases,
serta gas rumah kaca, pengelolaan limbah sesuai ketentuan yang managing waste in accordance with applicable regulations,
berlaku, serta eksplorasi penggunaan energi yang lebih bersih and exploring the use of cleaner energy as well as more
dan penerapan teknologi produksi yang lebih ramah lingkungan. environmentally friendly production technologies.
Sejalan dengan transformasi KS Group menuju konsep green In line with KS Group’s transformation toward the green steel
steel, berbagai inisiatif tersebut diarahkan untuk memperkuat concept, these initiatives are directed at strengthening
efisiensi operasional sekaligus mengurangi jejak lingkungan operational efficiency while reducing the environmental footprint
dari kegiatan usaha kami. Upaya ini juga merupakan bagian dari of our business activities. These efforts also form part of KS
komitmen KS Group dalam mendukung pembangunan industri Group’s commitment to supporting the development of a more
yang lebih berkelanjutan serta kontribusi terhadap agenda sustainable industry and contributing to the transition toward a
transisi menuju ekonomi rendah karbon. low-carbon economy.
Komitmen Pengelolaan Lingkungan Environmental Management Commitment
KS Group berkomitmen untuk menjaga kelestarian lingkungan KS Group is committed to preserving the environment as part of
sebagai bagian dari upaya mendukung SDG serta memastikan its efforts to support the Sustainable Development Goals (SDGs)
kegiatan operasional berjalan secara bertanggung jawab. and to ensure that its operational activities are conducted
Komitmen ini diwujudkan melalui penerapan Sistem Manajemen responsibly. This commitment is implemented through the ISO
Lingkungan ISO 14001:2015, yang telah dijalankan sejak tahun 14001:2015 Environmental Management System, which has been
1997 dan diaudit secara berkala oleh lembaga sertifikasi in place since 1997 and is regularly audited by an independent
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independen. Selain itu, kami juga menerapkan Sistem Manajemen certification body. In addition, we also implement the SNI ISO/IEC
Laboratorium Lingkungan SNI ISO/IEC 17025 untuk memastikan 17025 Environmental Laboratory Management System to ensure
keandalan pengukuran dan pemantauan kinerja pengelolaan the reliability of environmental monitoring and measurement.
lingkungan.
Dalam implementasinya, pengelolaan lingkungan di KS In its implementation, environmental management within
Group mengacu pada Kebijakan Sistem Manajemen Krakatau KS Group refers to the Krakatau Steel Management System
Steel (SMKS) yang menegaskan komitmen KS Group untuk Policy (SMKS), which emphasizes the Company’s commitment
melaksanakan perlindungan lingkungan, keselamatan dan to environmental protection, occupational health and safety,
kesehatan kerja, serta efisiensi dan konservasi sumber daya alam and the efficiency and conservation of natural resources in
sesuai dengan peraturan perundang-undangan yang berlaku. accordance with applicable laws and regulations.
Secara operasional, pengelolaan lingkungan dikoordinasikan oleh Operationally, environmental management is coordinated by
Direktorat Produksi melalui HSE Department – Environmental the Production Directorate through the HSE Department –
Control, yang bertanggung jawab atas pengendalian pencemaran Environmental Control, which is responsible for water and air
air dan udara serta pengelolaan limbah bahan berbahaya dan pollution control as well as the management of hazardous and
beracun. Pelaksanaan pengelolaan lingkungan juga didukung toxic waste. The implementation of environmental management
oleh penetapan Sasaran Kerja Unit (SKU) pada unit terkait guna is also supported by the establishment of Unit Work Targets
memastikan implementasi kebijakan lingkungan berjalan secara (SKU) within relevant units to ensure that environmental policies
konsisten dan berkelanjutan di seluruh kegiatan operasional KS are implemented consistently and sustainably across KS Group’s
Group. operations.
Sistem Manajemen Lingkungan ISO 14001:2015
ISO 14001:2015 Environmental Management System
Sebagai bagian dari komitmen dalam mengelola dampak lingkungan secara sistematis dan
berkelanjutan, KS Group telah memperoleh sertifikasi ISO 14001:2015 Sistem Manajemen
Lingkungan (Environmental Management System) dari SICS. Sertifikasi ini menunjukkan
bahwa Perseroan telah menerapkan standar internasional dalam pengelolaan aspek
lingkungan, termasuk pengendalian dampak operasional serta peningkatan kinerja
lingkungan secara berkelanjutan.
As part of its commitment to managing environmental impacts in a systematic and
sustainable manner, KS Group has obtained ISO 14001:2015 Environmental Management
System certification from SICS. The certification demonstrates that the Company has
implemented internationally recognized standards for environmental management and
continuous environmental performance improvement.
TRANSISI MENUJU ENERGI BERSIH TRANSITION TOWARD CLEAN ENERGY
Sebagai industri yang memiliki intensitas energi tinggi, sektor As an energy-intensive sector, the steel industry faces increasing
baja menghadapi tekanan global untuk menurunkan emisi karbon global pressure to reduce carbon emissions through improved
melalui peningkatan efisiensi energi dan pergeseran menuju energy efficiency and a shift toward cleaner energy sources. In
sumber energi yang lebih bersih. Sejalan dengan tren tersebut, line with this trend, KS Group has gradually begun directing its
KS Group secara bertahap mulai mengarahkan transformasi operational transformation to support the transition toward
operasionalnya untuk mendukung transisi menuju energi yang cleaner and more efficient energy as part of the Company’s
lebih bersih dan efisien sebagai bagian dari agenda keberlanjutan sustainability agenda.
perusahaan.
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Upaya ini tidak hanya dipengaruhi oleh komitmen internal KS These efforts are influenced not only by KS Group’s internal
Group, tetapi juga oleh dinamika global industri baja. Berbagai commitment but also by developments in the global steel
kebijakan internasional, termasuk Carbon Border Adjustment industry. Various international policies, including the European
Mechanism (CBAM) yang diterapkan Uni Eropa, semakin Union’s Carbon Border Adjustment Mechanism (CBAM), are
mendorong produsen baja untuk menurunkan intensitas emisi increasingly encouraging steel producers to reduce the emission
dalam proses produksi agar tetap kompetitif di pasar global. intensity of their production processes in order to remain
competitive in global markets.
Dalam konteks tersebut, KS Group terus mengevaluasi berbagai In this context, KS Group continues to evaluate various
peluang untuk meningkatkan efisiensi penggunaan energi dalam opportunities to improve energy efficiency in its production
proses produksi serta mengintegrasikan sumber energi yang processes while gradually integrating more environmentally
lebih ramah lingkungan secara bertahap dalam operasional friendly energy sources into its steel industry operations. One
industri baja. Salah satu inisiatif yang sempat direncanakan initiative that has been explored is the development of a floating
adalah pengembangan pembangkit listrik tenaga surya (PLTS) solar power plant (PLTS) at Krenceng Reservoir in Cilegon,
terapung di Waduk Krenceng, Cilegon, yang diinisiasi melalui initiated through a KS Group subsidiary as part of efforts to
anak usaha KS Group sebagai bagian dari upaya mendukung support the utilization of renewable energy within the Krakatau
pemanfaatan energi terbarukan di kawasan industri Krakatau Steel industrial area.
Steel.
Namun demikian, hingga saat ini realisasi proyek tersebut masih However, the realization of this project is currently facing several
menghadapi sejumlah kendala administratif, termasuk proses administrative challenges, particularly related to land-use
perizinan pemanfaatan lahan yang berada di bawah kewenangan permitting under the authority of the Ministry of Public Works
Kementerian PUPR. and Housing (PUPR).
Terlepas dari tantangan tersebut, kami tetap memandang Despite these challenges, we continue to view energy transition
transisi energi sebagai bagian penting dalam mendukung as an important component in supporting the transformation
transformasi industri baja menuju proses produksi yang lebih of the steel industry toward more efficient and lower-carbon
efisien dan rendah karbon. production processes.
Selain itu, KS Group juga telah menunjukkan langkah awal dalam In addition, KS Group has taken initial steps to support the clean
mendukung ekosistem energi bersih melalui penyediaan Stasiun energy ecosystem through the provision of public electric vehicle
Pengisian Kendaraan Listrik Umum (SPKLU) di kawasan industri charging stations (SPKLU) in the Cilegon industrial area as part of
Cilegon sebagai bagian dari dukungan terhadap pengembangan its support for the development of electric vehicles in Indonesia.
kendaraan listrik di Indonesia.
ADOPSI TEKNOLOGI HIJAU ADOPTION OF GREEN TECHNOLOGIES
Selain aspek energi, transformasi menuju industri baja yang lebih Beyond the energy aspect, the transformation toward a more
berkelanjutan juga memerlukan penerapan teknologi produksi sustainable steel industry also requires the adoption of more
yang lebih efisien dan rendah emisi. Dalam hal ini, KS Group efficient and lower-emission production technologies. In this
terus mengeksplorasi berbagai pendekatan teknologi yang dapat regard, KS Group continues to explore various technological
mendukung pengurangan jejak lingkungan dari proses produksi approaches that can support the reduction of the environmental
baja. footprint of steel production processes.
Dalam diskursus global mengenai dekarbonisasi industri In global discussions on steel industry decarbonization, several
baja, beberapa teknologi dinilai memiliki potensi signifikan technologies are considered to have significant potential to
untuk menurunkan emisi sektor ini. Studi mengenai prospek reduce emissions in the sector. Studies on the prospects of
dekarbonisasi industri baja Indonesia menunjukkan bahwa decarbonizing Indonesia’s steel industry indicate that Electric
Electric Arc Furnace (EAF) dan pemanfaatan green hydrogen Arc Furnace (EAF) and the utilization of green hydrogen are
merupakan teknologi utama yang diproyeksikan dapat among the key technologies projected to drive the transformation
mendorong transformasi industri baja menuju produksi baja toward low-carbon steel production.
rendah karbon.
Dalam konteks tersebut, KS Group telah mulai mengambil In this context, KS Group has begun taking initial steps through
langkah awal melalui investasi pada fasilitas produksi berbasis investments in EAF-based production facilities, which generally
EAF, yang secara umum memiliki intensitas emisi lebih rendah have lower emission intensity compared to conventional blast
dibandingkan teknologi blast furnace konvensional, khususnya furnace technology, particularly when supported by cleaner
apabila didukung oleh sumber energi listrik yang lebih bersih. sources of electricity.
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Transformasi teknologi ini juga didorong oleh meningkatnya This technological transformation is also driven by the growing
permintaan global terhadap green steel, yaitu produk baja yang global demand for green steel, referring to steel products
diproduksi dengan proses yang menghasilkan emisi karbon lebih produced through processes that generate lower carbon
rendah dibandingkan metode konvensional. emissions compared to conventional methods.
Sejalan dengan perkembangan tersebut, KS Group mulai In line with these developments, KS Group has begun integrating
mengintegrasikan berbagai pendekatan inovatif dalam innovative approaches in the development of its industrial areas
pengembangan kawasan industri dan ekosistem bisnisnya. Salah and business ecosystem. One such initiative is the development
satunya adalah pengembangan konsep green infrastructure of green infrastructure through the Krakatau Urban Valley
melalui inisiatif Krakatau Urban Valley, yang diarahkan untuk initiative, which aims to create more environmentally friendly
menciptakan kawasan industri dan perkotaan yang lebih ramah and sustainable industrial and urban areas.
lingkungan dan berkelanjutan.
Selain itu, KS Group juga mendorong berbagai inisiatif lingkungan In addition, KS Group also promotes various environmental
yang mendukung praktik ekonomi sirkular dan pengelolaan initiatives that support circular economy practices and more
sumber daya secara lebih berkelanjutan, termasuk penguatan sustainable resource management, including strengthening
sistem pengelolaan sampah serta kegiatan kampanye lingkungan waste management systems and conducting environmental
di lingkungan perusahaan. awareness campaigns within the company.
Melalui berbagai upaya tersebut, Perseroan berupaya Through these efforts, the Company seeks to build a foundation
membangun fondasi menuju industri baja yang lebih ramah toward a more environmentally friendly and competitive steel
lingkungan dan berdaya saing, sejalan dengan perkembangan industry, in line with global technological developments and the
teknologi global serta tuntutan pasar terhadap produk baja yang increasing market demand for more sustainable steel products.
semakin berkelanjutan.
Green Steel dan Daya Saing Industri Baja
Green Steel and the Competitiveness of the Steel Industry
Industri baja global tengah bergerak menuju produksi baja rendah karbon (green steel)
seiring meningkatnya tuntutan dekarbonisasi industri. Kebijakan seperti Carbon Border
Adjustment Mechanism (CBAM) yang diterapkan Uni Eropa mendorong produsen baja untuk
menurunkan intensitas emisi agar tetap kompetitif di pasar internasional. Dalam konteks
ini, transformasi menuju produksi baja yang lebih efisien dan rendah karbon menjadi faktor
penting untuk memperkuat daya saing industri baja Indonesia di pasar global.
The global steel industry is moving toward low-carbon steel production (green steel)
in response to increasing demands for industrial decarbonization. Policies such as the
Carbon Border Adjustment Mechanism (CBAM) implemented by the European Union
encourage steel producers to reduce emission intensity in order to remain competitive in
international markets. In this context, the transition toward more efficient and low-carbon
steel production has become an important factor in strengthening the competitiveness of
Indonesia’s steel industry in the global market.
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Perjalanan Kami Menuju Industri Baja Rendah Karbon Our Journey Toward a Low-Carbon Steel Industry
Transformasi menuju industri baja yang lebih berkelanjutan The transformation toward a more sustainable steel industry
memerlukan pendekatan yang terintegrasi antara efisiensi requires an integrated approach that combines energy efficiency,
energi, penerapan teknologi rendah karbon, serta penguatan the adoption of low-carbon technologies, and the strengthening
ekosistem industri yang mendukung produksi baja ramah of an industrial ecosystem that supports environmentally
lingkungan. Sejalan dengan arah tersebut, KS Group secara friendly steel production. In line with this direction, KS Group is
bertahap membangun fondasi menuju pengembangan green gradually building the foundation for the development of a green
steel ecosystem melalui berbagai inisiatif operasional dan steel ecosystem through various operational and technological
teknologi. initiatives.
Efisiensi Energi dan Sumber Daya Energy and Resource Efficiency
Perseroan meningkatkan efisiensi The Company improves energy and resource
penggunaan energi dan sumber daya efficiency through operational optimization
melalui optimalisasi proses produksi serta and more efficient production processes to
pengelolaan operasional yang lebih efisien reduce emission intensity.
untuk menekan intensitas emisi.
Transisi Energi Bersih Clean Energy Transition
Perseroan mengeksplorasi integrasi energi The Company explores renewable energy
terbarukan dalam operasional, termasuk integration, including the planned floating
rencana pengembangan PLTS terapung di solar project at Krenceng Reservoir which
Waduk Krenceng yang masih dalam proses remains under evaluation.
evaluasi.
Teknologi Produksi Rendah Emisi Low-Emission Production Technology
Perseroan mulai mengadopsi teknologi The Company begins adopting more efficient
produksi yang lebih efisien dan rendah emisi, and lower-emission production technologies,
termasuk pengembangan fasilitas berbasis including Electric Arc Furnace (EAF).
Electric Arc Furnace (EAF).
Ekosistem Green Steel Green Steel Ecosystem
Perseroan mendorong pengembangan The Company promotes sustainable industrial
kawasan industri yang lebih berkelanjutan development through green infrastructure
melalui integrasi konsep green infrastructure and environmental integration.
dan pengelolaan lingkungan.
Daya Saing Baja Berkelanjutan Sustainable Steel Competitiveness
Transformasi ini diarahkan untuk memperkuat This transformation aims to strengthen the
daya saing industri baja nasional di tengah competitiveness of Indonesian steel amid
meningkatnya tuntutan global terhadap growing global demand for low-carbon steel.
produk baja rendah karbon.
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Penggunaan Material yang Ramah Lingkungan Use of Environmentally Friendly Materials [OJK F.5]
[OJK F.5]
Dalam kegiatan operasionalnya, KS Group menggunakan bahan In its operational activities, KS Group uses steel slabs as the
baku utama berupa slab baja yang diperoleh dari pemasok primary raw material, which are sourced from external suppliers.
eksternal. Oleh karena itu, kami tidak secara langsung Therefore, the Company does not directly produce or determine
memproduksi atau menentukan komposisi material dasar the composition of these base materials, including whether they
tersebut, termasuk dalam hal penggunaan material yang qualify as environmentally friendly materials.
dikategorikan sebagai material ramah lingkungan.
Meskipun demikian, KS Group tetap berkomitmen untuk Nevertheless, KS Group remains committed to reducing
mengurangi dampak lingkungan dari kegiatan operasionalnya the environmental impact of its operations through various
melalui berbagai upaya peningkatan efisiensi energi dan initiatives aimed at improving energy efficiency and promoting
pengelolaan sumber daya secara lebih berkelanjutan. Dalam hal more sustainable resource management. In this regard, we have
ini, kami telah menerapkan Sistem Manajemen Energi ISO 50001 implemented the ISO 50001 Energy Management System as part
sebagai bagian dari pendekatan sistematis untuk meningkatkan of a systematic approach to enhancing energy performance
kinerja energi di fasilitas produksi. across our production facilities.
Selain itu, KS Group juga melakukan berbagai inisiatif untuk In addition, KS Group has undertaken several initiatives to reduce
menurunkan emisi dan polusi udara, antara lain melalui substitusi emissions and air pollution, including the substitution of fuel oil
penggunaan bahan bakar minyak (BBM) dengan bahan bakar gas (BBM) with natural gas (BBG) in certain production processes.
(BBG) dalam proses produksi. Langkah ini diharapkan dapat This initiative is expected to improve energy efficiency while
meningkatkan efisiensi energi sekaligus mendukung upaya supporting efforts to reduce operational emissions.
pengurangan emisi dari kegiatan operasional.
Pendekatan ini sejalan dengan hasil penilaian materialitas ESG This approach is aligned with the results of KS Group’s ESG
KS Group, yang menempatkan aspek manajemen energi dan materiality assessment, which identifies energy management
efisiensi energi, emisi karbon dan gas rumah kaca, serta transisi and energy efficiency, carbon and greenhouse gas emissions,
menuju energi bersih sebagai topik material dalam pengelolaan and the transition to clean energy as key material topics in the
keberlanjutan KS Group. Oleh karena itu, meskipun penggunaan Company’s sustainability management. Therefore, although
material ramah lingkungan pada bahan baku utama belum the use of environmentally friendly materials in primary raw
sepenuhnya berada dalam kendali langsung, KS Group tetap materials is not yet fully under the Company’s direct control, KS
berfokus pada peningkatan efisiensi energi dan penerapan Group continues to focus on improving energy efficiency and
teknologi produksi yang lebih bersih sebagai bagian dari upaya adopting cleaner production technologies as part of its efforts
mengurangi jejak lingkungan dari kegiatan industri baja. to reduce the environmental footprint of its steel manufacturing
activities.
Ke depan, kami akan terus mengevaluasi peluang untuk Looking ahead, we will continue to evaluate opportunities to
meningkatkan aspek keberlanjutan dalam rantai pasok, termasuk enhance sustainability across our supply chain, including through
melalui kerja sama dengan pemasok yang menerapkan praktik collaboration with suppliers that implement more efficient and
produksi yang lebih efisien dan ramah lingkungan sejalan dengan environmentally responsible production practices in line with
perkembangan teknologi serta standar keberlanjutan di industri evolving technologies and sustainability standards in the global
baja global. steel industry.
MANAJEMEN ENERGI DAN EFISIENSI ENERGI ENERGY MANAGEMENT AND ENERGY EFFICIENCY
DALAM PROSES PRODUKSI IN THE PRODUCTION PROCESS
Manajemen energi dan efisiensi energi dalam proses produksi Energy management and energy efficiency in the production
merupakan salah satu topik material lingkungan bagi KS Group. process are among the material environmental topics for KS
Pengelolaan energi yang efektif dan efisien menjadi faktor Group. Effective and efficient energy management is essential
penting tidak hanya untuk meningkatkan efisiensi operasional, not only for improving operational efficiency but also as a
tetapi juga sebagai upaya strategis dalam menurunkan emisi strategic effort to reduce carbon emissions generated from
karbon dari kegiatan produksi. production activities.
Dalam mengelola topik ini, KS Group menerapkan berbagai In managing this topic, KS Group implements various initiatives
upaya untuk meningkatkan efisiensi penggunaan energi melalui to enhance energy efficiency through the optimization of
optimalisasi proses produksi, pemantauan konsumsi energi, production processes, monitoring of energy consumption, and
serta penerapan praktik operasional yang lebih efisien di fasilitas the application of more efficient operational practices across
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produksi. Perseroan juga telah menerapkan Sistem Manajemen production facilities. The Company has also implemented the ISO
Energi ISO 50001 sebagai pendekatan sistematis yang mendorong 50001 Energy Management System as a systematic approach to
peningkatan kinerja energi secara berkelanjutan. continuously improve energy performance.
Komitmen pengelolaan energi KS Group juga sejalan dengan KS Group’s commitment to energy management is also
ketentuan Peraturan Pemerintah No. 70 Tahun 2009 tentang aligned with Government Regulation No. 70 of 2009 on Energy
Konservasi Energi serta Peraturan Menteri ESDM No. 8 Conservation and Minister of Energy and Mineral Resources
Tahun 2025 tentang Manajemen Energi. Untuk memastikan Regulation No. 8 of 2025 on Energy Management. To ensure
implementasi yang efektif, kami menunjuk Manajer Energi effective implementation, we have appointed certified Energy
dan Auditor Energi yang telah tersertifikasi sesuai Standar Managers and Energy Auditors in accordance with the Indonesian
Kompetensi Kerja Nasional Indonesia (SKKNI). Penunjukan ini National Work Competency Standards (SKKNI). Their roles
bertujuan untuk mengidentifikasi dan memantau konsumsi include identifying and monitoring overall energy consumption,
energi secara menyeluruh, menghitung potensi dan realisasi calculating potential and realized energy savings, identifying
penghematan energi, mengidentifikasi peluang peningkatan opportunities to improve efficiency in processes and equipment,
efisiensi pada proses dan peralatan, serta meningkatkan and increasing employee awareness and participation in energy
kesadaran dan partisipasi karyawan dalam program konservasi conservation programs.
energi.
Melalui pendekatan yang sistematis dan berkelanjutan tersebut, Through this systematic and continuous approach, KS Group
KS Group terus berupaya meningkatkan kinerja energi sekaligus strives to enhance energy performance while supporting
mendukung transformasi menuju industri baja yang lebih efisien, the transformation toward a more efficient, low-carbon, and
rendah karbon, dan berkelanjutan. sustainable steel industry.
Konsumsi Energi dan Intensitas Energi Energy Consumption and Intensity
[OJK F.6] [GRI 302-1] [GRI 302-3] [OJK F.6] [GRI 302-1] [GRI 302-3]
Pada tahun 2025, konsumsi energi KS Group menunjukkan In 2025, KS Group’s energy consumption increased compared
peningkatan dibandingkan tahun sebelumnya. Peningkatan ini to the previous year. This increase was primarily driven by the
terutama dipengaruhi oleh kembali beroperasinya pabrik Hot resumption of operations at the Hot Strip Mill (HSM) #1 plant
Strip Mill (HSM) #1 setelah proses pemulihan (recovery) yang following the recovery process carried out previously. With the
dilakukan sebelumnya. Dengan beroperasinya kembali fasilitas production facility returning to operation, production activities
produksi tersebut, aktivitas produksi meningkat sehingga increased, which in turn led to higher energy consumption in KS
berdampak pada kenaikan konsumsi energi dalam proses Group’s operational processes.
operasional KS Group.
Sumber Energi 2) Satuan
2025 2024
Energi Source Unit
Listrik dari PLN3) kWh 112.840.945 59.316.558
Electricity from PLN
GJ 1)
406.227 213.540
BBM Liter 36.5326 580.8174)
Fuel
GJ 1.2066 19.951
Natural Gas MMBTU 1.193.066 507.7515)
GJ 1.258.756 535.706
Solar Liter 319.3697)) 39.211
Diesel Fuel
GJ 11.498 1411,60
Sumber Energi Terbarukan kWh 55.682 126.443
Renewable Energy
GJ 200,45 455
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Sumber Energi 2) Satuan
2025 2024
Energi Source Unit
Jumlah Energi GJ 1.677.887,45 769.652
Total Energy
Intensitas Energi GJ/ton produk 4.856) -
Energy Intensity HRC
GJ/ ton HRC
product
Catatan | Notes :
1)
GJ: Gigajoule
2)
Faktor konversi mengacu pada standar dari International Energy Agency (IEA).
The conversion factors refer to standards from the International Energy Agency (IEA).
3)
Data konsumsi listrik berasal dari area produksi dan non-produksi.
Electricity consumption data includes both production and non-production areas.
4)
Konsumsi BBM tahun 2024 hanya memasukkan pemakaian bahan bakar kendaraan utility yang dimiliki dan/atau dikendalikan langsung oleh KS Group.
Fuel consumption in 2024 only includes fuel used by utility vehicles owned and/or directly controlled by KS Group.
5)
Konsumsi natural gas Reheating Furnace HSM (Jan-Feb) dan Coke Oven Plant (COP).
Natural gas consumption includes usage in the HSM Reheating Furnace (January–February) and the Coke Oven Plant (COP).
6)
Pada tahun 2024 tidak dilakukan perhitungan intensitas energi karena belum ada produksi HRC.
In 2024, energy intensity was not calculated as there was no HRC production.
7)
Konsumsi minyak diesel (solar) meningkat dibandingkan tahun 2024, seiring dengan meningkatnya aktivitas pengiriman produk dan kegiatan internal handling setelah pabrik HSM
kembali beroperasi.
Diesel fuel consumption increased compared to 2024, in line with higher product delivery activities and internal handling operations following the resumption of HSM plant
operations.
Dalam industri baja, nilai intensitas energi sangat dipengaruhi Energy intensity in the steel industry is highly influenced by
oleh tingkat utilisasi fasilitas produksi. Pada periode pemulihan the utilization rate of production facilities. During the recovery
operasional HSM#1, volume produksi HRC yang masih terbatas phase of HSM#1 operations, the relatively limited HRC production
dapat menyebabkan nilai intensitas energi relatif lebih tinggi volume may result in higher energy intensity values due to the
karena faktor pembagi dalam perhitungan masih kecil. smaller production base used in the calculation.
Upaya dan Pencapaian Efisiensi Energi Energy Efficiency Efforts and Achievements
[OJK F.7] [GRI 302-4] [OJK F.7] [GRI 302-4]
KS Group terus melakukan berbagai upaya untuk meningkatkan KS Group continues to undertake various initiatives to
efisiensi energi dalam kegiatan operasional sebagai bagian improve energy efficiency in its operational activities as
dari komitmen untuk menurunkan emisi karbon dari proses part of its commitment to reducing carbon emissions from
produksi. Upaya tersebut dilakukan melalui penerapan prinsip- production processes. These efforts are carried out through
prinsip Sistem Manajemen Energi ISO 50001, yang mendorong the implementation of the ISO 50001 Energy Management
penghematan energi secara berkelanjutan melalui pengukuran, System, which promotes continuous energy savings through the
pemantauan, dan evaluasi penggunaan energi di fasilitas measurement, monitoring, and evaluation of energy use across
produksi. production facilities.
Berbagai inisiatif efisiensi energi telah dilaksanakan di A number of energy efficiency initiatives have been implemented
lingkungan operasional KS Group. Namun demikian, perhitungan across KS Group’s operations. However, energy intensity was not
intensitas energi pada tahun 2024 sebagai pembanding tidak calculated in 2024 for comparison purposes because the Hot
dilakukan karena fasilitas produksi Hot Strip Mill (HSM)#1 belum Strip Mill (HSM)#1 production facility was not yet operational and
beroperasi sehingga tidak terdapat produksi Hot Rolled Coil (HRC) therefore there was no Hot Rolled Coil (HRC) production to serve
sebagai dasar perhitungan intensitas energi. as the basis for calculating energy intensity.
Pada tahun 2025, meskipun fasilitas produksi telah kembali In 2025, although the production facility has resumed operations,
beroperasi, tingkat produksi HRC masih berada dalam tahap HRC production is still in the recovery phase, resulting in relatively
pemulihan sehingga volume produksi yang digunakan sebagai limited production volumes used as the basis for calculating
dasar perhitungan intensitas energi masih relatif terbatas. energy intensity.
Seiring dengan meningkatnya tingkat utilisasi fasilitas produksi, As the utilization rate of production facilities continues to
kami akan terus melakukan pemantauan terhadap kinerja improve, we will continue monitoring energy performance to
energi guna memastikan peningkatan efisiensi energi secara ensure ongoing improvements in energy efficiency across our
berkelanjutan dalam kegiatan operasional. operations.
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Pengembangan atap transparan di Gudang
Pengembangan Komunitas Bike to Work di
Revitalisasi dan inovasi proses dan produk 17 untuk pencahayaan alami
lingkungan perusahaan
Revitalization and innovation of processes Use of transparent roofing at Warehouse
Development of the Bike to Work
and products 17 to maximize natural lighting
community within the Company
Pemanfaatan gas buang coke oven gas untuk Pemanfaatan Pembangkit Listrik Tenaga
proses produksi di HSM dan CRM Surya (PLTS) di Gedung Teknologi dengan
Utilization of coke oven gas waste for kapasitas 103kWp
production processes at HSM and CRM Utilization of Solar Power Generation (PLTS)
at the Technology Building with a capacity of
103 kWp
Penerapan Power Demand Control (PDC)
dan Energy Control Center (ECC) untuk
optimalisasi penggunaan energi
Implementation of Power Demand Control Pengaturan penggunaan pendingin udara
(PDC) and Energy Control Center (ECC) to untuk mendukung efisiensi energi
optimize energy use Optimization of air conditioning usage to
support energy efficiency
Penggantian kompresor udara di fasilitas
Penggunaan sepeda motor listrik di
BFC untuk meningkatkan efisiensi energi Substitusi bahan bakar dari BBM ke BBG dalam lingkungan pabrik
Replacement of air compressor at the BFC proses operasional Use of electric motorcycles within the
facility to improve energy efficiency Fuel substitution from fuel oil (BBM) to natural gas plan area
(BBG) in operational processes
Mendorong Budaya Hemat Energi
Encouraging an Energy-Saving Culture
KS Group mendorong terbentuknya budaya hemat energi dan sumber daya di
lingkungan kerja melalui berbagai kampanye internal kepada karyawan. Inisiatif ini
antara lain mengajak karyawan untuk mematikan lampu, komputer, dan peralatan
listrik saat tidak digunakan, menggunakan air secara bijak, serta menerapkan
penggunaan kendaraan bersama (carpooling) untuk perjalanan dinas tertentu.
Melalui langkah sederhana tersebut, KS Group berupaya menumbuhkan kesadaran
bersama dalam mendukung efisiensi energi dan pengelolaan lingkungan yang
berkelanjutan.
KS Group promotes an energy and resource-saving culture in the workplace through internal awareness campaigns among employees.
These initiatives encourage employees to switch off lights, computers, and electrical equipment when not in use, use water responsibly,
and apply carpooling for certain business trips. Through these simple actions, KS Group seeks to foster collective awareness in
supporting energy efficiency and sustainable environmental management.
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Pemanfaatan Energi Surya untuk Mendukung Transisi Energi Bersih [OJK F.7]
Solar Power Utilization to Support the Clean Energy Transition
Sebagai bagian dari upaya meningkatkan penggunaan energi ramah lingkungan, KS Group melalui anak usaha PT Krakatau Daya Listrik
(KDL) mengoperasikan Pembangkit Listrik Tenaga Surya (PLTS) Atap berkapasitas 100 kWp di Gedung Teknologi Krakatau Steel,
Cilegon. Fasilitas PLTS ini diproyeksikan menghasilkan sekitar 152.600 kWh energi listrik per tahun serta berpotensi mengurangi emisi
karbon hingga 95,92 ton CO2 per tahun.
Implementasi PLTS tersebut menjadi bagian dari inisiatif green energy di lingkungan KS Group, yang juga dilengkapi dengan program
efisiensi energi seperti konversi lampu konvensional menjadi LED. Upaya ini mencerminkan komitmen Perseroan dalam mendukung
transisi menuju energi baru terbarukan sekaligus meningkatkan efisiensi penggunaan energi di kawasan industri Krakatau Steel.
As part of its efforts to increase the use of environmentally friendly energy, KS Group, through its subsidiary PT Krakatau Daya Listrik
(KDL), has operated a 100 kWp rooftop Solar Power Plant (PLTS) at the Krakatau Steel Technology Building in Cilegon. The facility is
projected to generate approximately 152,600 kWh of electricity annually and has the potential to reduce carbon emissions by around
95.92 tons of CO2 per year.
The implementation of this rooftop solar system forms part of the KS Group’s green energy initiatives, which are also complemented
by energy efficiency programs such as the conversion of conventional lighting to LED systems. This initiative reflects the Company’s
commitment to supporting the transition toward renewable energy while improving energy efficiency within the Krakatau Steel
industrial area.
MANAJEMEN AIR DAN EFISIENSI PENGGUNAAN WATER MANAGEMENT AND WATER USE
AIR DALAM PROSES PRODUKSI EFFICIENCY IN THE PRODUCTION PROCESS
Pengelolaan air merupakan salah satu aspek penting dalam Water management is an important aspect of KS Group’s
operasional KS Group mengingat air menjadi sumber daya utama operations, as water serves as a key resource in steel production
dalam proses produksi industri baja. Oleh karena itu, KS Group processes. Therefore, KS Group is committed to using water
berkomitmen untuk menggunakan air secara bijak, efisien, wisely, efficiently, and responsibly to ensure the availability of
dan bertanggung jawab guna memastikan ketersediaan air water for operational activities without causing negative impacts
bagi kegiatan operasional tanpa menimbulkan dampak negatif on communities surrounding the operational areas.
terhadap masyarakat di sekitar wilayah operasional.
Dalam mengelola topik ini, KS Group menerapkan berbagai In managing this topic, KS Group implements various water
inisiatif pengelolaan air yang mencakup kebijakan penggunaan management initiatives that include water use policies,
air, pengendalian konsumsi, pemantauan, serta evaluasi consumption control, monitoring, and periodic evaluation
penggunaan air secara berkala. Pendekatan tersebut dilakukan of water usage. These efforts are carried out through water
melalui berbagai upaya konservasi air, peningkatan efisiensi conservation measures, improving water use efficiency in
penggunaan air dalam proses produksi, penerapan sistem production processes, implementing water recycling systems,
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daur ulang air, serta pemanfaatan sumber air alternatif guna and utilizing alternative water sources to reduce dependence on
mengurangi ketergantungan terhadap pasokan air eksternal. external water supplies.
Melalui pendekatan pengelolaan yang sistematis tersebut, KS Through this systematic management approach, KS Group
Group berupaya memastikan penggunaan air yang lebih efisien strives to ensure more efficient water use while supporting the
sekaligus mendukung keberlanjutan operasional industri baja long-term sustainability of steel industry operations.
dalam jangka panjang.
Sumber dan Pengelolaan Pasokan Air [GRI 303-1] Water Sources and Supply Management [GRI 303-1]
Kebutuhan air industri KS Group dipasok oleh anak perusahaan The industrial water needs of KS Group are supplied by the
Perseroan, yaitu PT Krakatau Tirta Industri (PT KTI). Air baku yang Company’s subsidiary, PT Krakatau Tirta Industri (PT KTI). The
digunakan terutama bersumber dari Daerah Aliran Sungai (DAS) raw water used primarily originates from the Cidanau Watershed
Cidanau dengan debit rata-rata sekitar 2.000 liter per detik. (DAS Cidanau) with an average flow rate of approximately 2,000
liters per second.
Apabila terjadi kekurangan pasokan air dari Sungai Cidanau, In the event of reduced water supply from the Cidanau River,
PT KTI memanfaatkan Waduk Nadra Krenceng sebagai sumber PT KTI utilizes Nadra Krenceng Reservoir as an alternative
air alternatif yang memiliki kapasitas desain sekitar 3.472.000 m³. water source, which has a design capacity of approximately
Air baku dari kedua sumber tersebut kemudian diolah di Instalasi 3,472,000 m³. Raw water from these sources is then treated at the
Pengolahan Air (IPA) Krenceng sebelum didistribusikan kepada Krenceng Water Treatment Plant (WTP) before being distributed
KS Group melalui sistem perpipaan. to KS Group through a pipeline network.
Dalam proses produksi, air tersebut digunakan terutama sebagai In the production process, the water is mainly used as External
External Cooling Water (ECW) dan Process Cooling Water (PCW) Cooling Water (ECW) and Process Cooling Water (PCW) to support
untuk mendukung kegiatan operasional di berbagai fasilitas operational activities across various production facilities.
produksi.
Analisis Keberlanjutan Pasokan Air Analysis of Water Supply Sustainability
Untuk memastikan keberlanjutan pasokan air dalam jangka To ensure the long-term sustainability of water supply, PT KTI
panjang, PT KTI secara berkala melakukan kajian Neraca Air Baku periodically conducts Raw Water Balance and Water Treatment
dan Neraca Water Treatment Plant (WTP) guna menganalisis Plant (WTP) Balance assessments to analyze the balance
keseimbangan antara ketersediaan sumber air dan proyeksi between the availability of raw water sources and projected
kebutuhan air di masa mendatang. future water demand.
Saat ini, total ketersediaan sumber air baku yang dikelola PT KTI Currently, the total raw water supply managed by PT KTI reaches
mencapai sekitar 2.400 liter per detik, yang berasal dari Sungai approximately 2,400 liters per second, sourced from the Cidanau
Cidanau, Waduk Krenceng, dan Sungai Cipasauran. Berdasarkan River, Krenceng Reservoir, and Cipasauran River. Based on the
hasil analisis tersebut, pasokan air diperkirakan masih dapat results of this analysis, the available water supply is expected to
memenuhi kebutuhan seluruh pelanggan hingga tahun 2029. be sufficient to meet the needs of all customers until 2029.
Namun demikian, dengan proyeksi peningkatan permintaan air However, with the projected increase in water demand in the
di masa depan, diperkirakan akan terjadi potensi defisit pasokan future, a potential supply deficit is expected to occur in 2030 if
pada tahun 2030 apabila tidak dilakukan pengembangan additional water sources are not developed. Therefore, PT KTI
sumber air tambahan. Oleh karena itu, PT KTI merencanakan plans to develop an additional water supply sourced from the
pengembangan pasokan air baru dari Bendungan Cidanau Cidanau Dam with a capacity of approximately 1,000 liters per
dengan kapasitas sekitar 1.000 liter per detik yang ditargetkan second, which is targeted to begin operations in 2030.
mulai beroperasi pada tahun 2030.
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Upaya Konservasi dan Efisiensi Air [OJK F.8] Water Conservation and Efficiency Initiatives
[OJK F.8]
KS Group secara berkelanjutan melakukan berbagai inisiatif KS Group continuously implements various initiatives to improve
untuk meningkatkan efisiensi penggunaan air dalam kegiatan water use efficiency in its operational activities. These efforts
operasional. Upaya tersebut dilakukan melalui pemantauan include periodic monitoring of water consumption, optimization
konsumsi air secara berkala, optimalisasi penggunaan air dalam of water use in production processes, and the implementation of
proses produksi, serta penerapan sistem daur ulang air industri. industrial water recycling systems.
Kami juga melakukan berbagai langkah teknis untuk mengurangi We have also undertaken several technical measures to reduce
kehilangan air dan meningkatkan efisiensi penggunaan air, water losses and enhance water efficiency, including:
antara lain melalui:
• Program re-route jaringan pipa untuk mengatasi kebocoran • Re-routing pipeline networks to address water leakages
air
• Perbaikan dan penggantian komponen peralatan produksi • Repair and replacement of production equipment
yang berpotensi menyebabkan kehilangan air components that may cause water losses
• Daur ulang air industri melalui instalasi pengolahan air limbah • Recycling industrial water through the wastewater treatment
(wastewater treatment plant) plant
Melalui berbagai inisiatif tersebut, KS Group berhasil menurunkan Through these initiatives, KS Group successfully reduced water
konsumsi air sebesar 14,8% dibandingkan tahun sebelumnya. consumption by 14.8% compared to the previous year.
Konsumsi Air [OJK F.8] Water Consumption [OJK F.8]
Konsumsi air produksi KS Group pada tahun 2025 berasal Water consumption for KS Group’s production activities in 2025
dari pasokan air industri yang disediakan oleh PT Krakatau was sourced from industrial water supplied by PT Krakatau Tirta
Tirta Industri (PT KTI). Air tersebut digunakan dalam kegiatan Industri (PT KTI). The water is utilized in operational processes
operasional pada fasilitas HSM, Blast Furnace Complex, serta at the HSM facility, the Blast Furnace Complex, as well as other
berbagai fasilitas pendukung lainnya. supporting facilities.
Pada tahun 2025, konsumsi air produksi tercatat sebesar 1,14 In 2025, production water consumption amounted to 1.14 million
juta m³, menurun sekitar 15% dibandingkan konsumsi pada tahun m³, representing a 15% decrease from 1.34 million m³ recorded
2024 yang mencapai 1,34 juta m³. Penurunan ini dipengaruhi oleh in 2024. This decline was mainly driven by the implementation
implementasi program efisiensi penggunaan air serta adanya of water efficiency programs and the temporary inactivity of
beberapa unit operasional yang tidak beroperasi selama periode several operational units during the reporting period.
pelaporan.
KONSUMSI AIR INDUSTRI
Industrial Water Consumption
(m2)
1.339.638
1.141.262
2024 2025
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Kolaborasi Menjaga Sumber Air DAS Cidanau*
Collaboration to Protect the Cidanau Watershed
Daerah Aliran Sungai (DAS) Cidanau di Provinsi Banten dikenal sebagai
salah satu contoh praktik pengelolaan sumber daya air berbasis kolaborasi
di Indonesia. Melalui skema pembayaran jasa lingkungan (Payment for
Environmental Services/PES), berbagai pemangku kepentingan, termasuk
pemerintah, masyarakat di wilayah hulu, dan sektor industri, bekerja sama
untuk menjaga kelestarian kawasan hutan dan daerah tangkapan air.
Pendekatan ini bertujuan memastikan keberlanjutan fungsi ekologis DAS
sekaligus menjaga ketersediaan air bagi masyarakat dan aktivitas ekonomi di wilayah Cilegon dan sekitarnya.
The Cidanau Watershed (DAS Cidanau) in Banten Province is recognized as one of the examples of collaborative water resource
management practices in Indonesia. Through the Payment for Environmental Services (PES) scheme, various stakeholders, including
the government, upstream communities, and the industrial sector, work together to preserve forest areas and water catchment
zones. This approach aims to ensure the sustainability of the watershed’s ecological functions while maintaining water availability for
communities and economic activities in the Cilegon area and its surroundings.
*) CIFOR – Payment for Environmental Services in Cidanau - https://www.cifor.org/knowledge/publication/2872
EMISI KARBON DAN GAS RUMAH KACA CARBON AND GREENHOUSE GAS EMISSIONS
Pengelolaan emisi gas rumah kaca (GRK) merupakan salah satu Greenhouse gas (GHG) emissions management is one of the
topik material lingkungan bagi KS Group. KS Group berkomitmen material environmental topics for KS Group. KS Group is
untuk secara bertahap menurunkan intensitas emisi karbon dari committed to gradually reducing the carbon emission intensity
kegiatan operasional sebagai bagian dari upaya mendukung from its operational activities as part of efforts to support the
transisi menuju industri baja yang lebih rendah karbon. transition toward a lower-carbon steel industry.
Sebagai bagian dari komitmen tersebut, KS Group menetapkan As part of this commitment, KS Group has set a target to reduce
target penurunan emisi karbon sebesar 1,5% per ton produk carbon emissions by 1.5% per ton of Hot Rolled Coil (HRC)
Hot Rolled Coil (HRC) pada tahun 2025. Target ini ditetapkan product in 2025. This target forms part of the corporate’s KPI and
sebagai bagian dari KPI perusahaan dan dipantau secara berkala is monitored periodically through the e-performance system,
melalui sistem e-performance yang dilaporkan setiap bulan oleh which is reported monthly by the Department of Technology &
Department of Technology & Energy Development. Energy Development.
Pada tahun 2025, operasional KS Group masih berada dalam In 2025, KS Group’s operations remained in a learning curve phase
tahap learning curve pasca proses commissioning recovery following the commissioning recovery process of the HSM#1
fasilitas HSM#1. Tahap ini ditandai dengan proses stabilisasi facility. This stage is characterized by operational stabilization,
operasi, penyesuaian parameter proses, serta optimalisasi adjustment of process parameters, and optimization of energy
konsumsi energi pada peralatan dengan kebutuhan energi consumption in equipment with significant energy requirements,
signifikan, termasuk reheating furnace. including the reheating furnace.
Sejalan dengan kondisi tersebut, intensitas emisi karbon tercatat In line with these conditions, the carbon emission intensity
sebesar 0,468 ton CO2 per ton HRC (rolling only). Nilai ini masih was recorded at 0.468 tons of CO2 per ton of HRC (rolling only).
mencerminkan kondisi operasional yang belum sepenuhnya This figure still reflects operating conditions that have not yet
mencapai tingkat efisiensi desain (design performance level). fully reached the design performance level. Nevertheless, the
Meskipun demikian, kami berhasil mencatatkan penurunan Company managed to record a reduction of approximately 1%
sekitar 1% dibandingkan baseline sebesar 0,473 ton CO2eq per compared to the baseline of 0.473 tons CO2eq per ton of HRC,
ton HRC, terutama melalui berbagai inisiatif efisiensi energi dan primarily through various energy efficiency initiatives and
optimalisasi konsumsi gas alam. optimization of natural gas consumption.
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KS Group memandang tahun 2025 sebagai fondasi penting KS Group views 2025 as an important foundation year for
dalam upaya peningkatan kinerja operasional dan pengurangan improving operational performance and gradually reducing
emisi karbon secara bertahap. Ke depan, KS Group akan terus carbon emissions. Going forward, the Company will continue
memperkuat program efisiensi energi serta pemantauan to strengthen energy efficiency programs and data-based
kinerja emisi berbasis data guna mendukung pencapaian target emissions monitoring to support the achievement of sustainable
dekarbonisasi secara berkelanjutan. decarbonization targets.
Perlu dicatat bahwa dalam industri baja, intensitas emisi karbon It should be noted that in the steel industry, carbon emission
sangat dipengaruhi oleh tingkat utilisasi fasilitas produksi. Pada intensity is significantly influenced by the utilization rate of
fase pemulihan operasional HSM#1, volume produksi HRC yang production facilities. During the recovery phase of HSM#1
masih terbatas menyebabkan rasio emisi per ton produk relatif operations, the relatively limited HRC production volume may
lebih tinggi karena faktor pembagi dalam perhitungan intensitas result in higher emission intensity per ton of product, as the
emisi masih belum mencerminkan tingkat produksi optimal. production base used in the calculation has not yet reached
optimal operating levels.
Emisi yang Dihasilkan [OJK F.11][GRI 305-1] Emissions Generated [OJK F.11][GRI 305-1]
[GRI 305-2][GRI 305-3][GRI 305-4] [GRI 305-2][GRI 305-3][GRI 305-4]
Emisi gas rumah kaca (GRK) KS Group terutama berasal dari Greenhouse gas (GHG) emissions within KS Group primarily arise
penggunaan energi dalam proses produksi di fasilitas HSM serta from energy consumption in the HSM production process and
aktivitas operasional lainnya yang menggunakan bahan bakar other operational activities involving fuel and electricity use.
dan listrik. Emisi tersebut mencakup emisi langsung (Scope These emissions include direct emissions (Scope 1) resulting
1) yang berasal dari pembakaran bahan bakar dalam kegiatan from fuel combustion in operational activities and indirect
operasional, serta emisi tidak langsung dari konsumsi listrik emissions from electricity consumption (Scope 2) used in
(Scope 2) yang digunakan dalam proses produksi. Selain itu, production processes. In addition, KS Group also identifies value
KS Group juga mengidentifikasi emisi dalam rantai nilai bisnis chain emissions (Scope 3) associated with activities beyond the
(Scope 3) yang terkait dengan aktivitas di luar kendali operasional company’s direct operational control.
langsung perusahaan.
Perhitungan emisi gas rumah kaca dilakukan dengan mengacu GHG emissions are calculated in accordance with the Greenhouse
pada metodologi Greenhouse Gas (GHG) Protocol, yang Gas (GHG) Protocol methodology, which is widely recognized
merupakan standar internasional yang umum digunakan as the international standard for measuring and reporting
dalam pengukuran dan pelaporan emisi GRK. Pendekatan ini greenhouse gas emissions. This approach enables KS Group to
memungkinkan KS Group untuk melakukan pemantauan kinerja systematically monitor emissions performance while supporting
emisi secara lebih sistematis sekaligus mendukung upaya continuous efforts to improve energy efficiency and reduce
peningkatan efisiensi energi dan pengurangan emisi secara emissions.
berkelanjutan.
Jenis Emisi Satuan
2025 2024
Emission Type Unit
Cakupan 1 dan 2 | Scope 1 and 2
Cakupan 1 Emisi Langsung | Scope 1 Direct Emission TonCO2eq 70,6 0,7
Cakupan 2 Emisi Tidak Langsung | Scope 2 Indirect Emission TonCO2eq 90,3 26,2
Total Emisi | Total Emission TonCO2eq 160,9 33,7
Intensitas Emisi | Emission Intensity TonCO2eq/HRC 0,468 0
Produk HRC | HRC Product kTon 343,5 0
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Jenis Emisi Satuan
2025 2024
Emission Type Unit
Cakupan 3 | Scope 3
Transportasi dan Distribusi Hilir, Perjalanan Dinas, Perjalanan Pergi TonCO2eq 0,947 1,48
Pulang Karyawan
Downstream Transportation and Distribution, Business Travel,
Employee Commuting
Catatan | Notes :
• Emisi GRK cakupan 1 berasal dari pembakaran bahan bakar fosil berupa natural gas pada proses produksi HRC di Reheating Furnace. Emisi dihitung dengan menggunakan faktor
emisi yang diterbitkan oleh Intergovermental Panel on Climate Change (IPCC) dalam 2006 IPCC Guidelines for National Greenhouse Gas Inventories.
Scope 1 GHG emissions originate from the combustion of fossil fuels, primarily natural gas used in the Reheating Furnace during the HRC production process. Emissions are
calculated using emission factors published by the Intergovernmental Panel on Climate Change (IPCC) in the 2006 IPCC Guidelines for National Greenhouse Gas Inventories.
• Emisi GRK cakupan 2 merupakan emisi berbasis pasar yang mencakup emisi dari pembangkit listrik yang dibeli atau diperoleh. Emisi ini dihitung dengan menggunakan faktor emisi
dari Kementerian Energi dan Sumber Daya Mineral RI.
Scope 2 GHG emissions represent market-based emissions that include emissions from purchased or acquired electricity. These emissions are calculated using emission factors
issued by the Ministry of Energy and Mineral Resources of the Republic of Indonesia (MEMR).
• Emisi cakupan 3 berasal dari penggunaan bahan bakar untuk aktivitas bisnis yang dikendalikan oleh perusahaan seperti transportasi karyawan dan material handling. Emisi ini
dihitung menggunakan faktor emisi yang diterbitkan oleh Department for Environment, Food and Rural Affairs (DEFRA) Inggris dan United States Environmental Protection Agency
(US EPA).
Scope 3 emissions arise from fuel use in company-controlled business activities, such as employee transportation and material handling operations. These emissions are calculated
using emission factors published by the United Kingdom’s Department for Environment, Food and Rural Affairs (DEFRA) and the United States Environmental Protection Agency (US
EPA).
Upaya dan Pencapaian Pengurangan Emisi Emission Reduction Efforts and Achievements
[GRI 305-5] [OJK F.12] [GRI 305-5] [OJK F.12]
KS Group terus melakukan berbagai inisiatif operasional untuk KS Group continues to implement various operational initiatives
mendukung pengurangan emisi gas rumah kaca sekaligus to support the reduction of greenhouse gas emissions while
meningkatkan efisiensi energi dalam proses produksi. Upaya improving energy efficiency in its production processes. These
tersebut dilakukan melalui optimalisasi penggunaan energi pada efforts are carried out through the optimization of energy use
fasilitas produksi serta penerapan berbagai langkah efisiensi in production facilities and the implementation of efficiency
pada peralatan dan fasilitas pendukung. measures across operational equipment and supporting
facilities.
Pada tahun 2025, beberapa inisiatif yang dilakukan antara In 2025, several initiatives were implemented, including the use
lain penggunaan lampu hemat energi di area operasional, of energy-efficient lighting in operational areas, the utilization of
pemanfaatan atap transparan untuk memaksimalkan transparent roofing to maximize natural lighting in production
pencahayaan alami di area produksi, serta penerapan scheduled areas, and the implementation of scheduled on/off controls for
on/off pada sistem penerangan untuk mengurangi konsumsi lighting systems to reduce unnecessary electricity consumption.
listrik yang tidak diperlukan. Selain itu, kami juga melakukan In addition, we optimized equipment operations by shutting
optimalisasi pengoperasian peralatan melalui penonaktifan down Pump P6 during idle conditions, allowing only three pumps
pompa P6 saat kondisi idle, sehingga hanya tiga pompa yang to remain in operation.
beroperasi.
Upaya pengurangan emisi juga dilakukan melalui optimalisasi Emission reduction efforts were also supported through the
proses pemanasan pada reheating furnace, yang berhasil optimization of the reheating furnace heating process, which
menurunkan konsumsi natural gas sekitar 5%, serta peningkatan reduced natural gas consumption by approximately 5%, as well
efisiensi penggunaan air conditioner pada fasilitas pendukung. as improvements in the efficiency of air conditioning systems in
Berbagai langkah tersebut berkontribusi terhadap peningkatan supporting facilities. These initiatives contributed to improved
efisiensi energi serta mendukung upaya pengurangan emisi energy efficiency and supported KS Group’s efforts to reduce
karbon dari kegiatan operasional KS Group. carbon emissions from its operational activities.
Emisi Udara Operasional Operational Air Emissions
Selain emisi gas rumah kaca, KS Group juga melakukan In addition to greenhouse gas emissions, KS Group also monitors
pemantauan terhadap emisi udara konvensional yang dihasilkan conventional air emissions generated from operational activities,
dari kegiatan operasional, termasuk partikulat, opasitas, including particulates, opacity, nitrogen dioxide (NO2), and sulfur
nitrogen dioksida (NO2), dan sulfur dioksida (SO2). Pemantauan ini dioxide (SO2). Monitoring is conducted periodically at several
dilakukan secara berkala pada beberapa sumber emisi utama di major emission sources within production facilities, such as the
fasilitas produksi, seperti HSM, Boiler CRM, dan unit pendukung HSM, CRM Boiler, and other supporting units.
lainnya.
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Hasil pengukuran pada tahun 2025 menunjukkan bahwa seluruh Measurement results in 2025 show that all air emission
parameter emisi udara masih berada di bawah baku mutu yang parameters remain below the applicable regulatory standards.
ditetapkan. Pada fasilitas HSM, konsentrasi partikulat tercatat At the HSM facility, particulate concentrations were recorded in
berada pada kisaran 7–11 mg/Nm³, jauh di bawah ambang batas the range of 7–11 mg/Nm³, significantly lower than the regulatory
230 mg/Nm³. Parameter lainnya seperti opasitas, NO2, dan SO2 limit of 230 mg/Nm³. Other parameters such as opacity, NO2, and
juga menunjukkan nilai yang masih berada dalam batas baku SO2 were also within the permitted regulatory thresholds.
mutu yang berlaku.
Pemantauan emisi udara tersebut merupakan bagian dari upaya This air emission monitoring forms part of KS Group’s efforts
KS Group untuk memastikan kegiatan operasional berjalan sesuai to ensure that operational activities comply with applicable
dengan ketentuan lingkungan yang berlaku sekaligus mendukung environmental regulations while supporting effective air quality
pengelolaan kualitas udara di lingkungan operasional. management within the operational area.
Hasil Pemantauan Emisi Udara Operasional Operational Air Emission Monitoring Results
[GRI 305-7] [OJK F.11] [GRI 305-7] [OJK F.11]
Sumber Emisi Satuan Baku Mutu
Parameter 2024 2025
Emission Source Unit Quality Standards
HSM-01 Partikulat | Particulate mg/Nm³ 230 – 11,3
Opasitas | Opacity % 20 – <20
HSM-02 Partikulat | Particulate mg/Nm³ 230 – 11,8
Opasitas | Opacity % 20 – <20
HSM-03 Partikulat | Particulate mg/Nm³ 230 – 7,84
Opasitas | Opacity % 20 – <20
HSM-04 Partikulat | Particulate mg/Nm³ 230 – 8,07
Opasitas | Opacity % 20 – <20
Boiler CRM Partikulat | Particulate mg/Nm³ 230 6,27 4,87
Opasitas | Opacity % 20 15 <20
NO2 mg/Nm³ 1.000 104 158
SO2 mg/Nm³ 800 23 40
ARP-CRM Partikulat | Particulate mg/Nm³ 230 1,4 30,6
Opasitas | Opacity % 20 15 <20
BAF-CRM Partikulat | Particulate mg/Nm³ 230 21,4 45,9
Opasitas | Opacity % 20 15 <20
Catatan | Notes :
1. Pengukuran emisi pada fasilitas HSM tidak dilakukan pada tahun 2024 karena fasilitas tersebut belum beroperasi selama periode pelaporan.
Emission measurements at the HSM facility were not conducted in 2024 as the facility was not in operation during the reporting period.
2. Parameter emisi yang dipantau meliputi partikulat, opasitas, nitrogen dioksida (NO2), dan sulfur dioksida (SO2) sesuai dengan ketentuan pengendalian pencemaran udara yang
berlaku.
The emission parameters monitored include particulates, opacity, nitrogen dioxide (NO2), and sulfur dioxide (SO2) in accordance with the applicable air pollution control regulations.
3. Seluruh hasil pemantauan emisi udara pada tahun 2025 masih berada di bawah baku mutu yang ditetapkan.
All air emission monitoring results in 2025 remained below the applicable regulatory standards.
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Emisi Partikulat Jauh di Bawah Baku Mutu
Particulate Emissions Significantly Below Regulatory Limits
Pemantauan emisi udara pada tahun 2025 menunjukkan bahwa konsentrasi partikulat dari
fasilitas HSM berada pada kisaran 7–11 mg/Nm³, jauh di bawah baku mutu yang ditetapkan
sebesar 230 mg/Nm³. Parameter emisi lainnya seperti opasitas, nitrogen dioksida (NO2), dan
sulfur dioksida (SO2) juga tercatat masih berada dalam batas baku mutu yang berlaku.
Hasil tersebut mencerminkan efektivitas sistem pengendalian emisi yang diterapkan pada
fasilitas produksi serta komitmen KS Group dalam menjaga kualitas udara di lingkungan
operasional..
Air emission monitoring in 2025 indicates that particulate concentrations from the HSM
facility ranged between 7–11 mg/Nm³, significantly lower than the regulatory limit of 230 mg/
Nm³. Other emission parameters, including opacity, nitrogen dioxide (NO2), and sulfur dioxide
(SO2), were also recorded within the permitted regulatory limits.
These results reflect the effectiveness of the emission control systems implemented at the production facilities and demonstrate KS
Group’s commitment to maintaining air quality in the operational environment.
MANAJEMEN LIMBAH DAN EFLUEN WASTE AND EFFLUENT MANAGEMENT
Pengelolaan limbah dan efluen merupakan salah satu aspek Waste and effluent management is an important aspect of KS
penting dalam operasional KS Group. Kegiatan industri Group’s operations. Industrial activities generate both liquid and
menghasilkan limbah cair maupun limbah padat yang perlu solid waste that must be managed responsibly to prevent adverse
dikelola secara bertanggung jawab untuk mencegah dampak environmental impacts. Therefore, KS Group is committed to
negatif terhadap lingkungan. Oleh karena itu, KS Group ensuring that all waste generated from its operational activities
berkomitmen untuk memastikan bahwa seluruh limbah yang is managed in accordance with applicable laws and regulations
dihasilkan dari kegiatan operasional dikelola sesuai dengan as well as sustainable environmental management principles.
ketentuan peraturan perundang-undangan yang berlaku serta
prinsip pengelolaan lingkungan yang berkelanjutan.
Dalam mengelola topik ini, KS Group menerapkan berbagai In managing this topic, KS Group implements various control
langkah pengendalian yang mencakup pengolahan air limbah measures, including wastewater treatment through Wastewater
melalui fasilitas Wastewater Treatment Plant (WWTP) dan Sewage Treatment Plant (WWTP) and Sewage Treatment Plant (STP)
Treatment Plant (STP), pemantauan kualitas efluen secara facilities, regular monitoring of effluent quality, and the
berkala, serta pengelolaan limbah padat baik yang tergolong management of solid waste classified as hazardous and toxic
Bahan Berbahaya dan Beracun (B3) maupun non-B3. Pengelolaan waste (B3) as well as non-hazardous waste. Waste management
limbah juga dilakukan dengan mengedepankan prinsip is also carried out by prioritizing the reduce, reuse, recycle,
reduce, reuse, recycle, dan recovery (4R) guna memaksimalkan and recovery (4R) principles to maximize material recovery and
pemanfaatan kembali material serta meminimalkan jumlah minimize the amount of waste disposed of to the environment.
limbah yang dibuang ke lingkungan.
Kami juga melakukan pemantauan dan pelaporan kinerja We also conduct regular monitoring and reporting of
pengelolaan limbah secara berkala kepada otoritas terkait waste management performance to relevant authorities
serta melakukan evaluasi berkelanjutan terhadap efektivitas and continuously evaluate the effectiveness of the waste
sistem pengelolaan limbah yang diterapkan. Melalui pendekatan management system implemented. Through this approach, KS
tersebut, KS Group berupaya memastikan bahwa pengelolaan Group seeks to ensure that waste and effluent are managed
limbah dan efluen dilaksanakan secara bertanggung jawab serta responsibly while supporting the long-term sustainability of steel
mendukung keberlanjutan operasional industri baja. industry operations.
Pengelolaan Efluen dan Air Limbah [GRI 306-1 | Effluent and Wastewater Management [GRI 306-1 |
[GRI 306-2] [GRI 306-2]
Air limbah yang dihasilkan dari kegiatan operasional KS Wastewater generated from KS Group’s operational activities
Group berasal dari proses produksi serta aktivitas domestik originates from production processes as well as domestic
di area operasional. Untuk memastikan kualitas efluen yang activities within the operational area. To ensure that effluent
dilepas ke lingkungan memenuhi baku mutu yang berlaku, discharge into the environment complies with applicable quality
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kami mengoperasikan WWTP yang berfungsi mengolah air standards, we operate WWTP that treats wastewater process
limbah proses sebelum dibuang ke badan air. Sebagian air hasil before it is released into receiving water bodies. A portion of the
pengolahan tersebut juga dimanfaatkan kembali dalam kegiatan treated water is also reused in plant operations.
operasional pabrik.
Selain itu, untuk pengolahan limbah cair domestik, KS Group In addition, for the treatment of domestic wastewater, KS Group
mengoperasikan STP yang mengolah air limbah dari fasilitas operates STP that processes wastewater from office facilities
perkantoran dan area operasional lainnya sebelum dilepas ke and other operational areas before it is discharged into the
lingkungan. environment.
Pemantauan kualitas air limbah dilakukan secara berkala oleh Wastewater quality is monitored regularly by laboratories
laboratorium yang terakreditasi Komite Akreditasi Nasional accredited by the National Accreditation Committee (Komite
(KAN). Hasil pemantauan tersebut dilaporkan secara rutin Akreditasi Nasional – KAN). The monitoring results are reported
kepada Kementerian Lingkungan Hidup dan Kehutanan (KLHK), periodically to the Ministry of Environment and Forestry (KLHK),
Dinas Lingkungan Hidup Kota Cilegon, serta Pemerintah the Cilegon Environmental Agency, and the Banten Provincial
Provinsi Banten untuk memastikan bahwa efluen yang dilepas ke Government to ensure that effluent discharged into the
lingkungan memenuhi standar kualitas yang berlaku. environment complies with applicable environmental quality
standards.
Pemantauan Kualitas Air Limbah [GRI 306-1] [GRI 306-2] Wastewater Quality Monitoring [GRI 306-1] [GRI 306-2]
[OJK F.13] [OJK F.14] [OJK F.13] [OJK F.14]
Untuk memastikan bahwa air limbah yang dilepas ke lingkungan To ensure that wastewater discharged into the environment
memenuhi ketentuan yang berlaku, KS Group melakukan complies with applicable regulations, KS Group conducts regular
pemantauan kualitas efluen secara berkala pada fasilitas effluent quality monitoring at its main production facilities,
produksi utama, termasuk HSM dan CRM. Parameter yang including the Hot Strip Mill (HSM) and Cold Rolling Mill (CRM). The
dipantau mencakup parameter fisik, kimia, serta kandungan monitored parameters include physical, chemical, and heavy
logam berat sesuai dengan ketentuan baku mutu air limbah metal indicators in accordance with the applicable industrial
industri yang berlaku. wastewater quality standards.
Hasil pemantauan pada tahun 2025 menunjukkan bahwa seluruh The monitoring results in 2025 indicate that all wastewater
parameter kualitas air limbah masih berada di bawah baku mutu quality parameters remained below the established regulatory
yang ditetapkan, termasuk parameter utama seperti suhu, limits, including key parameters such as temperature, pH, TSS,
pH, TSS, COD, BOD, serta berbagai parameter logam berat. Hal COD, BOD, and various heavy metal indicators. These results
ini menunjukkan bahwa sistem pengolahan air limbah yang demonstrate that the wastewater treatment system operated by
dioperasikan Perseroan melalui WWTP berfungsi secara efektif the Company through the Wastewater Treatment Plant (WWTP)
dalam menjaga kualitas efluen sebelum dilepas ke lingkungan. functions effectively in maintaining effluent quality prior to
discharge into the environment.
Hasil pemantauan kualitas air limbah pada fasilitas produksi The results of wastewater quality monitoring at the production
disajikan pada tabel berikut. facilities are presented in the following table.
Hasil Pemantauan Kualitas Air Limbah Operasional Operational Wastewater Quality Monitoring Results
HSM CRM
Satuan Baku Mutu
Parameter
Unit Quality Standards
2024 2025 2024 2025
Parameter Fisik & Umum | Physical & General Parameters
Suhu °C 40 34 28,3 29 28,8
pH - 6–9 8,9 7,6 8,3 7,6
TSS mg/L 400 764,4 5,9 10 5,50
TDS mg/L 4.000 285,0 204 678,0 274
Parameter Organik | Organic Parameters
BOD mg/L 150 14,0 <1,69 <6,0 <1,69
COD mg/L 300 294,4 <4 187,2 <4
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HSM CRM
Satuan Baku Mutu
Parameter
Unit Quality Standards
2024 2025 2024 2025
MBAS mg/L 10 0,6 <0,027 0,4 <0,027
Fenol mg/L 1 0,3 <0,001 0,3 <0,001
Oil & Grease mg/L 20 <2 <1,98 <2 <1,98
Logam Berat | Heavy Metals
Fe mg/L 10 0,2 0,069 <0,08 <0,030
Mn mg/L 5 <0,05 <0,031 <0,05 0,05
Ba mg/L 3 0,03 <0,076 0,02 2
Cu mg/L 3 <0,04 <0,015 <0,04 <0,015
Zn mg/L 10 <0,02 0,025 <0,02 0,034
Cr⁶ +
mg/L 0,5 <0,01 <0,015 <0,01 <0,015
Cr Total mg/L 1 <0,04 <0,029 <0,04 <0,029
Cd mg/L 0,1 <0,02 <0,016 <0,02 <0,016
Hg mg/L 0,005 <0,0008 <0,001 <0,0008 <0,001
Pb mg/L 1 0,5 <0,030 <0,08 <0,030
Sn (Stanum) mg/L 3 <0,1 <0,153 <0,1 <0,153
As mg/L 0,5 0,004 <0,001 0,007 <0,001
Se mg/L 0,5 <0,001 <0,007 <0,001 <0,007
Ni mg/L 0,5 <0,08 <0,037 <0,08 <0,037
Co mg/L 0,6 <0,08 <0,030 <0,08 <0,030
Parameter Nutrien & Lainnya | Nutrients and Other Parameters
CN mg/L 0,5 <0,01 <0,010 <0,01 <0,010
H2S mg/L 0,1 <0,03 <0,002 <0,03 <0,002
Fluoride mg/L 3 <0,01 0,4 0,2 0,4
Cl2 mg/L 2 <0,02 0,03 <0,02 0,02
NH2-N mg/L 5 2,9 0,36 <0,03 0,34
NO2-N mg/L 30 <0,27 0,68 <0,27 0,29
NO2-N mg/L 3 <0,004 0,2 <0,004 0,06
Total Nitrogen mg/L 60 <0,29 1,2 <0,29
Catatan | Notes :
1. Parameter kualitas air limbah yang dipantau mencakup parameter fisik, kimia, serta logam berat sesuai dengan ketentuan baku mutu air limbah yang
berlaku.
The wastewater quality parameters monitored include physical, chemical, and heavy metal parameters in accordance with applicable wastewater quality
standards.
2. Pemantauan dilakukan secara berkala pada fasilitas Hot Strip Mill (HSM) dan Cold Rolling Mill (CRM).
Monitoring is conducted on a regular basis at the Hot Strip Mill (HSM) and Cold Rolling Mill (CRM) facilities.
3. Nilai dengan tanda “<” menunjukkan bahwa hasil pengukuran berada di bawah batas deteksi metode pengujian.
Values marked with “<” indicate that the measurement results are below the detection limit of the test method.
4. Sebagian besar parameter kualitas air limbah yang dipantau berada jauh di bawah baku mutu yang ditetapkan, menunjukkan efektivitas sistem
pengolahan air limbah yang dioperasikan KS Group.
Most of the wastewater quality parameters being monitored are well below the established quality standards, demonstrating the effectiveness of the
wastewater treatment system operated by KS Group.
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Pengelolaan Limbah Padat [GRI 306-1] [OJK F.14] Solid Waste Management [GRI 306-1] [OJK F.14]
[OJK F.15] [OJK F.15]
Kegiatan operasional KS Group menghasilkan limbah padat yang KS Group’s operational activities generate solid waste consisting
terdiri dari limbah Bahan Berbahaya dan Beracun (B3) serta of hazardous and toxic waste (B3) as well as non-hazardous
non-B3. Limbah tersebut dikelola melalui fasilitas yang telah waste. Such waste is managed through facilities that comply
memenuhi ketentuan peraturan perundang-undangan, termasuk with applicable regulatory requirements, including licensed
Tempat Penyimpanan Sementara (TPS) limbah B3 yang telah Temporary Storage Facilities (TPS) for hazardous waste.
memiliki izin.
Untuk pengolahan lebih lanjut, kami bekerja sama dengan For further treatment, we collaborate with third parties that are
pihak ketiga yang memiliki izin dari KLHK. Jenis limbah B3 yang licensed by the Ministry of Environment and Forestry (KLHK).
dihasilkan antara lain meliputi iron concentrate sludge, mill scale, Types of hazardous waste generated include iron concentrate
pelumas bekas, waste pickle liquor, bahan kimia kadaluarsa, sludge, mill scale, used lubricants, waste pickle liquor, expired
kemasan bahan kimia, limbah laboratorium, aki bekas, katalis chemicals, chemical packaging, laboratory waste, used
bekas, carbon aktif, resin, silica gel, majun bekas, filter bekas, batteries, spent catalysts, activated carbon, resin, silica gel,
coal tar, refractory bekas, cartridge/toner, serta sludge oil. used rags, used filters, coal tar, refractory waste, cartridge/
toner, and sludge oil.
Sementara itu, limbah non-B3 yang dihasilkan antara lain Meanwhile, non-hazardous waste generated from operations
berupa steel slag, debu Electric Arc Furnace (EAF), serta limbah includes steel slag, Electric Arc Furnace (EAF) dust, as well as
domestik dari kegiatan perkantoran yang terdiri dari sampah domestic waste from office activities consisting of organic and
organik dan anorganik. inorganic waste.
Fasilitas Daur Ulang dan Pemanfaatan Limbah Waste Recycling and Recovery Facilities [GRI 306-2]
[GRI 306-2]
Untuk mendukung pengelolaan limbah yang berkelanjutan, To support sustainable waste management, KS Group operates
KS Group mengoperasikan berbagai fasilitas pengolahan dan various waste treatment and recovery facilities, including:
pemanfaatan limbah, antara lain:
• Tempat Penyimpanan Sementara (TPS) Limbah B3 yang telah • Licensed Temporary Storage Facilities (TPS) for hazardous
memiliki izin; waste (B3);
• Slag Atomizing Technology (SAT) untuk mengolah slag menjadi • Slag Atomizing Technology (SAT) to process slag into PS Ball
produk PS Ball yang memenuhi standar SNI; products that meet Indonesian National Standard (SNI);
• Metal Recovery Plant (MRP) untuk mengekstraksi logam dari • Metal Recovery Plant (MRP) to extract metals from steel slag
steel slag yang selanjutnya dimanfaatkan kembali; for further reuse;
• Acid Regeneration Plant (ARP) untuk mengolah limbah Waste • Acid Regeneration Plant (ARP) to process Waste Pickle
Pickle Liquor (WPL) menjadi HCl; Liquor (WPL) into hydrochloric acid (HCl);
• Fasilitas pemilahan sampah berdasarkan jenisnya; • Waste sorting facilities that separate waste based on type;
• Chemical Recovery Plant (CRP) yang mengekstraksi unsur • Chemical Recovery Plant (CRP) that extracts chemical
kimia dari coke oven gas, menghasilkan produk sampingan compounds from coke oven gas, producing by-products
seperti coal tar, ammonium sulfat, sulfur, dan benzol, serta such as coal tar, ammonium sulfate, sulfur, and benzol, while
memanfaatkan kembali gas yang telah dimurnikan sebagai utilizing purified gas as fuel for production processes.
bahan bakar proses.
Berbagai fasilitas tersebut mendukung upaya Perseroan These facilities support the Company’s efforts to maximize waste
dalam memaksimalkan pemanfaatan kembali limbah sekaligus recovery and reuse while reducing the amount of waste disposed
mengurangi jumlah limbah yang harus dibuang ke lingkungan. of to the environment.
Total Limbah yang Dihasilkan [GRI 306-3] [OJK F.13] Total Waste Generated [GRI 306-3] [OJK F.13]
Sepanjang tahun 2025, kegiatan operasional KS Group Throughout 2025, KS Group’s operational activities generated
menghasilkan limbah padat yang terdiri dari limbah Bahan solid waste consisting of hazardous and toxic waste (B3) as well
Berbahaya dan Beracun (B3) serta non-B3 yang berasal dari as non-hazardous waste originating from production processes
proses produksi maupun aktivitas pendukung di lingkungan and supporting operational activities. The management of such
operasional. Pengelolaan limbah tersebut dilakukan sesuai waste is carried out in accordance with applicable laws and
dengan ketentuan peraturan perundang-undangan yang berlaku. regulations.
Pada tahun 2025, total limbah yang dihasilkan tercatat sebesar In 2025, the total waste generated amounted to 7,188.84 tons,
7.188,84 ton, meningkat sekitar 109,7% dibandingkan tahun 2024 representing an increase of approximately 109.7% compared to
sebesar 3.427,39 ton. Peningkatan ini terutama dipengaruhi 3,427.39 tons in 2024. This increase was mainly driven by the
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oleh meningkatnya aktivitas operasional seiring dengan rise in operational activities following the resumption of several
kembali beroperasinya beberapa fasilitas produksi. Sejalan production facilities. In line with the increase in production
dengan peningkatan aktivitas produksi tersebut, KS Group activities, KS Group continues to strengthen its waste
terus memperkuat pengelolaan limbah melalui optimalisasi management practices through the optimization of process
pemanfaatan kembali limbah proses serta penerapan praktik waste recovery and the implementation of waste management
pengelolaan limbah yang sesuai dengan ketentuan lingkungan practices in accordance with applicable environmental
yang berlaku. regulations.
Total Limbah Padat yang Dihasilkan Total Solid Waste Generated
Jenis Limbah
Satuan
Type of Waste 2025 2024
Unit
B3 | Toxic and Harzadous Waste Ton 6.293,84 2.770,39
Non-B3 | Non-Toxic and Hazardous Waste Ton 895,00 657,00
Jumlah | Total Ton 7.188,84 3.427,39
Pemanfaatan dan Daur Ulang Limbah [GRI 306-4] Waste Recovery and Recycling [GRI 306-4]
Sebagian limbah yang dihasilkan dari kegiatan operasional A portion of the waste generated from operational activities is
dimanfaatkan kembali melalui berbagai proses pemulihan reused through various material recovery processes or reutilized
material maupun penggunaan kembali dalam kegiatan in operational activities. These efforts are supported by several
operasional. Upaya tersebut dilakukan melalui berbagai fasilitas waste treatment facilities operated by the Company.
pengolahan limbah yang dimiliki oleh Perseroan.
Beberapa fasilitas yang mendukung pemanfaatan kembali limbah Some of the facilities that support waste recovery include Slag
antara lain Slag Atomizing Technology (SAT) yang mengolah Atomizing Technology (SAT), which processes slag into PS Ball
slag menjadi produk PS Ball, Metal Recovery Plant (MRP) yang products; Metal Recovery Plant (MRP), which extracts metals
mengekstraksi logam dari steel slag, serta Acid Regeneration from steel slag; and Acid Regeneration Plant (ARP), which
Plant (ARP) yang mengolah limbah waste pickle liquor menjadi HCl processes waste pickle liquor into hydrochloric acid (HCl) for
untuk digunakan kembali dalam proses produksi. reuse in production processes.
Selain itu, Perseroan juga mengoperasikan Chemical Recovery In addition, the Company operates a Chemical Recovery Plant
Plant (CRP) yang mengekstraksi unsur kimia dari coke oven gas (CRP) that extracts chemical compounds from coke oven gas,
sehingga menghasilkan produk sampingan seperti coal tar, producing by-products such as coal tar, ammonium sulfate,
ammonium sulfat, sulfur, dan benzol yang dapat dimanfaatkan sulfur, and benzol, which can be reused. Through these facilities,
kembali. Melalui berbagai fasilitas tersebut, KS Group berupaya KS Group seeks to increase waste recovery and reuse while
meningkatkan pemanfaatan kembali limbah sekaligus reducing the amount of waste disposed of into the environment.
mengurangi jumlah limbah yang harus dibuang ke lingkungan.
Manajemen Pencegahan dan Penanganan Tumpahan Spill Prevention and Response Management [OJK F.15]
[OJK F.15]
Operasional KS Group melibatkan penggunaan bahan kimia dan KS Group’s operations involve the use of chemicals and liquid
material cair yang berpotensi menimbulkan risiko tumpahan. materials that may pose spill risks. To mitigate these risks, we
Untuk memitigasi risiko tersebut, kami menerapkan langkah- implement preventive measures through risk identification,
langkah pencegahan melalui identifikasi risiko, penerapan strict operational procedures, and reliable infrastructure
prosedur operasional yang ketat, serta pengelolaan infrastruktur management. Risk assessments are conducted in critical
yang andal. Penilaian risiko dilakukan pada area operasional operational areas, while activities related to the storage,
yang kritis, sementara aktivitas penyimpanan, penanganan, handling, and transportation of hazardous materials are governed
dan pengangkutan material berbahaya diatur melalui prosedur by established Occupational Health, Safety, and Environmental
Kesehatan, Keselamatan Kerja, dan Lingkungan (K3L) yang (HSE) procedures. In addition, regular maintenance of storage
berlaku. Selain itu, pemeliharaan rutin terhadap tangki tanks and pipelines is carried out to prevent leaks caused by
penyimpanan dan jaringan perpipaan juga dilakukan untuk corrosion or technical failures.
mencegah kebocoran akibat korosi maupun kerusakan teknis.
Untuk mengantisipasi potensi insiden tumpahan, KS Group To respond to potential spill incidents, KS Group has established
juga menyiapkan sistem tanggap darurat yang didukung oleh an emergency response system supported by wastewater
infrastruktur pengendalian air limbah serta ketersediaan containment infrastructure and the availability of spill response
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peralatan penanganan tumpahan (spill kits) di area operasional. equipment in operational areas. Personnel are also regularly
Personel secara berkala mendapatkan pelatihan guna trained to ensure effective handling of hazardous material spills.
memastikan kemampuan penanganan tumpahan bahan During the reporting period, no significant spills of hazardous
berbahaya secara cepat dan tepat. Selama periode pelaporan, materials or hazardous waste were recorded that caused major
tidak terdapat insiden tumpahan material berbahaya atau limbah environmental impacts or exceed regulatory thresholds. Any
B3 yang signifikan yang berdampak luas terhadap lingkungan atau minor spills occurring within operational areas are promptly
melampaui batas ambang yang ditetapkan dalam peraturan yang addressed, documented, and followed by root cause analysis to
berlaku. Setiap tumpahan kecil yang terjadi di area operasional prevent recurrence.
segera ditangani, didokumentasikan, dan dilakukan analisis akar
penyebab untuk mencegah terulangnya kejadian serupa.
KEANEKARAGAMAN HAYATI BIODIVERSITY
Dampak dari Wilayah Operasional terhadap Impacts of Operational Areas on Biodiversity [OJK F.9]
Keanekaragaman Hayati [OJK F.9]
Sebagian besar fasilitas operasional KS Group berlokasi di Most of KS Group’s operational facilities are located in an industrial
kawasan industri di Kota Cilegon, Provinsi Banten, yang telah area in Cilegon City, Banten Province, which has been designated
ditetapkan sebagai kawasan industri dan bukan merupakan area as an industrial zone and is not classified as a conservation area
konservasi maupun kawasan yang memiliki nilai keanekaragaman or a region with high biodiversity value. Based on regional spatial
hayati tinggi. Berdasarkan informasi tata ruang wilayah serta planning information and internal assessments, KS Group’s
evaluasi internal, area operasional KS Group tidak berada di operational areas are neither located within nor directly adjacent
dalam maupun berdekatan langsung dengan kawasan konservasi to protected conservation areas.
yang dilindungi.
Meskipun demikian, kami tetap berkomitmen untuk Nevertheless, we remain committed to minimizing potential
meminimalkan potensi dampak terhadap lingkungan dan impacts on the environment and surrounding ecosystems. These
ekosistem di sekitar wilayah operasional. Upaya tersebut efforts are carried out through air emission control, wastewater
dilakukan melalui pengendalian emisi udara, pengolahan air treatment, hazardous waste (B3) management, and regular
limbah, pengelolaan limbah B3, serta pemantauan kualitas environmental quality monitoring to ensure that operational
lingkungan secara berkala guna memastikan bahwa kegiatan activities do not adversely affect the surrounding environment.
operasional tidak menimbulkan dampak negatif terhadap
lingkungan sekitar.
Upaya Konservasi Keanekaragaman Hayati [OJK F.10] Biodiversity Conservation Efforts [OJK F.10]
Walaupun kegiatan operasional KS Group tidak berada di Although KS Group’s operational activities are not located
kawasan konservasi, kami tetap mendukung upaya pelestarian within conservation areas, we remain committed to supporting
lingkungan dan keanekaragaman hayati melalui penerapan environmental preservation and biodiversity conservation
pengelolaan lingkungan yang bertanggung jawab di seluruh through responsible environmental management across all
kegiatan operasional. Upaya tersebut antara lain dilakukan operational activities. These efforts include air emission control,
melalui pengendalian emisi udara, pengolahan air limbah melalui wastewater treatment through WWTP facilities, hazardous waste
fasilitas WWTP, pengelolaan limbah B3 sesuai dengan ketentuan (B3) management in accordance with applicable regulations, and
yang berlaku, serta pemantauan kualitas lingkungan secara regular environmental quality monitoring.
berkala.
Selain itu, kami juga melakukan pengelolaan ruang terbuka hijau In addition, we maintain green open spaces and plant
dan penanaman vegetasi di area operasional sebagai bagian dari vegetation within operational areas as part of efforts to
upaya menjaga keseimbangan lingkungan di kawasan industri. preserve environmental balance in the industrial zone. Beyond
Di luar kegiatan operasional, dukungan terhadap pelestarian operational activities, support for environmental preservation
lingkungan dan keanekaragaman hayati juga dilaksanakan and biodiversity conservation is also carried out through various
melalui berbagai program tanggung jawab sosial dan lingkungan social and environmental responsibility programs involving
yang melibatkan masyarakat di sekitar wilayah operasional. communities surrounding our operational areas. Further
Informasi lebih lanjut mengenai program tersebut diungkapkan information on these programs is presented in the section
pada bagian Masyarakat Setempat – Kegiatan Tanggung Jawab Local Communities – Social and Environmental Responsibility
Sosial dan Lingkungan. Activities.
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Menanam untuk Masa Depan: Inisiatif Penghijauan KS Group
Planting for the Future: KS Group’s Greening Initiative
KS Group menyadari pentingnya menjaga keseimbangan antara aktivitas industri dan kelestarian lingkungan. Salah satu upaya yang
dilakukan adalah melalui program penanaman pohon di berbagai area operasional serta wilayah ekosistem penyangga di sekitar
kawasan industri. Program penanaman pohon ini dilaksanakan secara bertahap sejak beberapa terakhir dengan melibatkan berbagai
pemangku kepentingan. Kegiatan penanaman pohon tidak hanya dilakukan di area operasional perusahaan seperti Coke Oven Plant dan
Kawasan Industri Krakatau, tetapi juga di wilayah yang memiliki peran penting dalam menjaga keseimbangan lingkungan seperti Daerah
Aliran Sungai (DAS) Cidanau dan Cipasauran serta kawasan Cagar Alam Rawa Danau. Program ini merupakan bagian dari komitmen kami
untuk mendukung rehabilitasi ekosistem, menjaga fungsi daerah tangkapan air, serta meningkatkan kualitas lingkungan di kawasan
industri dan wilayah sekitarnya.
KS Group recognizes the importance of maintaining a balance between industrial activities and environmental sustainability. One of the
initiatives undertaken is a tree-planting program across various operational areas as well as ecological buffer zones surrounding the
industrial estate. This tree-planting program has been implemented gradually over the past several years with the involvement of various
stakeholders. The planting activities are carried out not only within the Company’s operational areas such as the Coke Oven Plant and
the Krakatau Industrial Estate, but also in areas that play an important role in maintaining environmental balance, including the Cidanau
and Cipasauran Watersheds and the Rawa Danau Nature Reserve. This program forms part of our commitment to support ecosystem
rehabilitation, maintain watershed functions, and improve environmental quality within the industrial estate and surrounding areas.
Jumlah Pohon Ditanam |
Tahun Lokasi Number of Trees Planted
Year Location
Target Aktual | Actual
2021 Coke Oven Plant – KS - 30
2022 Coke Oven Plant – KS - 30
Kawasan Industri Krakatau, DAS Cidanau & Cipasauran,
Cagar Alam Rawa Danau
2023 1.000 72.540
Krakatau Industrial Area, the Cidanau & Cipasauran
Watersheds, and the Rawa Danau Nature Reserve
Kawasan Industri Krakatau, DAS Cidanau & Cipasauran,
Cagar Alam Rawa Danau
2024 1.000 65.350
Krakatau Industrial Area, the Cidanau & Cipasauran
Watersheds, and the Rawa Danau Nature Reserve
DAS Cidanau & Cipasauran, Cagar Alam Rawa Danau,
Kawasan Industri Cilegon
2025 1.000 29.191
The Cidanau & Cipasauran Watersheds, the Rawa Danau
Nature Reserve, and the Cilegon Industrial Area
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MEKANISME PENGADUAN MASALAH ENVIRONMENTAL COMPLAINT MECHANISM
LINGKUNGAN [OJK F.16] [OJK F.16]
KS Group berkomitmen untuk menjalankan kegiatan operasional KS Group is committed to conducting its operational activities in
yang mematuhi ketentuan peraturan perundang-undangan compliance with applicable environmental laws and regulations
di bidang lingkungan hidup serta menjaga hubungan yang while maintaining transparent relationships with stakeholders,
transparan dengan para pemangku kepentingan, termasuk including communities surrounding its operational areas.
masyarakat di sekitar wilayah operasional.
Sebagai bagian dari komitmen tersebut, kami menyediakan As part of this commitment, we provide a complaint mechanism
mekanisme pengaduan yang dapat digunakan oleh masyarakat that can be used by the public and other stakeholders to submit
maupun pemangku kepentingan lainnya untuk menyampaikan reports, complaints, or feedback related to environmental issues
laporan, keluhan, atau masukan terkait isu lingkungan yang that may arise from KS Group’s operational activities.
mungkin timbul dari kegiatan operasional KS Group.
Sepanjang tahun 2025, KS Group tidak mencatatkan adanya Throughout 2025, KS Group did not record any violations,
pelanggaran, denda, atau sanksi terkait ketidakpatuhan terhadap fines, or sanctions related to non-compliance with applicable
undang-undang atau peraturan lingkungan yang berlaku. Untuk environmental laws or regulations. To ensure that all complaints
memastikan bahwa setiap pengaduan dapat ditangani secara can be addressed properly and transparently, we provide a
tepat dan transparan, kami menyediakan saluran pengaduan reporting channel that can be contacted at the following address:
yang dapat dihubungi melalui alamat berikut:
PT Krakatau Steel (Persero) Tbk
Jl. Industri No. 5 P.O. Box 14 Cilegon - Banten 42435
Tel. : 0254-392159, 392003 (hunting)
Fax. : 0254-372246, 395178
E-mail : corsec@krakatausteel.com
Website : www.krakatausteel.com
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PENGELOLAAN SUMBER DAYA MANUSIA
Human Capital Management
“Sumber daya manusia menjadi fondasi utama transformasi KS Group dalam
membangun organisasi yang lebih tangguh, lincah, dan berdaya saing global.”
“Human capital serves as the primary foundation of KS Group’s transformation in building a more resilient, agile,
and globally competitive organization.”
Rp
3,5 miliar
billion 868 karyawan
employee 7,0%
Realisasi biaya pelatihan Jumlah karyawan tahun 2025, Komposisi karyawan
karyawan tahun 2025, naik 51% turun 32% 1.274 karyawan pada Perempuan dari total karyawan
dari Rp1,70 miliar pada tahun tahun 2024. pada tahun 2025, naik dari
2024. Total number of employees 6,4% pada tahun 2024.
Realization of employee in 2025 decreased by 32% The proportion of female
training expenses in 2025 compared to 1,274 employees employees in 2025 increased
increased by 51% from IDR 1.70 in 2024. from 6.4% in 2024.
billion in 2024.
Transformasi fundamental yang dijalankan KS Group tidak The fundamental transformation undertaken by KS Group is
hanya bergantung pada penguatan teknologi, proses bisnis, not only driven by the strengthening of technology, business
dan struktur keuangan, tetapi juga pada kesiapan sumber processes, and financial structure, but also by the readiness of
daya manusia (“SDM”) sebagai penggerak utama perubahan. human capital as the key driver of change. As a capital-intensive
Sebagai industri baja yang padat modal, padat teknologi, and technology-driven steel industry operating in a highly
dan menghadapi dinamika persaingan global, keberhasilan competitive global environment, the success of the Company’s
transformasi perusahaan sangat ditentukan oleh kemampuan transformation is largely determined by its ability to develop
organisasi dalam membangun talenta yang kompeten, adaptif, competent, adaptive talent with strong discipline and integrity.
serta memiliki disiplin dan integritas tinggi.
Sejalan dengan strategi transformasi “Committed to Transform”, In line with the “Committed to Transform” strategy, KS Group
KS Group menempatkan penguatan kapasitas SDM sebagai salah places human capital development as a key pillar through the
satu pilar penting melalui inisiatif Organizational Empowerment. Organizational Empowerment initiative. This pillar is aimed
Pilar ini diarahkan untuk membangun organisasi yang lebih at building a more resilient, agile, and globally competitive
tangguh, lincah, dan berdaya saing global melalui penguatan organization through organizational restructuring, leadership
struktur organisasi, pengembangan kepemimpinan, serta development, and employee competency enhancement. In
peningkatan kompetensi karyawan. Dalam implementasinya, KS its implementation, KS Group has undertaken organizational
Group melakukan restrukturisasi organisasi guna menciptakan restructuring to create a leaner and more agile structure,
struktur yang lebih lean dan agile, sehingga proses pengambilan enabling faster and more efficient decision-making processes.
keputusan dapat berlangsung lebih cepat dan efisien.
Pengembangan kepemimpinan juga menjadi fokus penting dalam Leadership development is also a key focus in this transformation
proses transformasi ini. KS Group menyelenggarakan berbagai journey. KS Group organizes various programs to strengthen
program penguatan mentalitas kepemimpinan, antara lain leadership mindset, including the Leadership Retreat conducted
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melalui kegiatan Leadership Retreat yang dilaksanakan bekerja in collaboration with Grup 1 Komando Pasukan Khusus (Kopassus)
sama dengan Grup 1 Komando Pasukan Khusus (Kopassus) dan and Universitas Pertahanan. This program aims to instill
Universitas Pertahanan. Program ini bertujuan menanamkan resilience, discipline, national insight, and strategic leadership
nilai-nilai ketangguhan, disiplin, wawasan kebangsaan, serta capabilities required to navigate the dynamics of the global steel
kepemimpinan strategis yang diperlukan dalam menghadapi industry.
dinamika industri baja global.
Selain itu, KS Group secara berkala menyelenggarakan Townhall In addition, KS Group regularly conducts the Krakatau Steel
Krakatau Steel Group Alignment sebagai sarana komunikasi Group Alignment Townhall as a strategic communication
strategis antara manajemen dan seluruh insan perusahaan. platform between management and all employees. This forum
Forum ini berfungsi untuk menyelaraskan visi transformasi serves to align the transformation vision across operational
hingga ke tingkat operasional, sehingga seluruh unit bisnis dan levels, ensuring that all business units and entities move in a
entitas dalam KS Group dapat bergerak secara terkoordinasi coordinated manner toward achieving the Company’s objectives.
dalam mencapai tujuan perusahaan.
KS Group juga terus mendorong peningkatan kapabilitas KS Group also continues to enhance employee capabilities
karyawan melalui berbagai program pengembangan kompetensi, through various competency development programs, including
termasuk penguatan literasi digital dan pemanfaatan teknologi strengthening digital literacy and the adoption of automation
otomasi guna mendukung kesiapan perusahaan menghadapi technologies to support readiness for Industry 4.0. These efforts
perkembangan Industri 4.0. Upaya ini diarahkan untuk are intended to ensure that the workforce remains relevant
memastikan bahwa tenaga kerja KS Group tetap relevan dengan to technological advancements and modern steel production
perkembangan teknologi dan proses produksi di industri baja processes.
modern.
Seluruh upaya tersebut diperkuat melalui internalisasi budaya All of these initiatives are reinforced through the internalization
kerja AKHLAK sebagai nilai inti BUMN yang menekankan of AKHLAK core values as the foundation of SOE work culture,
integritas, profesionalisme, kolaborasi, dan adaptabilitas. emphasizing integrity, professionalism, collaboration, and
Melalui penguatan organisasi, peningkatan kompetensi, serta adaptability. Through organizational strengthening, competency
pembentukan budaya kerja yang berorientasi kinerja, KS Group development, and the cultivation of a performance-driven
berupaya memastikan bahwa SDM menjadi fondasi utama culture, KS Group seeks to ensure that human capital remains
dalam mendukung keberhasilan transformasi perusahaan the key foundation in supporting the Company’s transformation
serta penciptaan nilai jangka panjang bagi para pemangku and long-term value creation for stakeholders.
kepentingan.
Penanggung Jawab Pengelolaan SDM Human Capital Management Responsibility
Pengelolaan SDM di Perusahaan berada di bawah koordinasi Human capital management within Company’s is coordinated
Direktorat SDM, yang bertanggung jawab dalam merumuskan under the Human Capital Directorate, which is responsible for
kebijakan, strategi, serta program pengembangan SDM di formulating policies, strategies, and development programs
seluruh entitas KS Group. Direktorat ini berperan memastikan across all KS Group entities. This Directorate ensures that human
bahwa pengelolaan SDM berjalan secara terarah, terintegrasi, capital management is conducted in a structured, integrated
dan selaras dengan strategi transformasi perusahaan. manner and aligned with the Company’s transformation strategy.
Melalui fungsi ini, KS Group berfokus pada penciptaan budaya Through this function, KS Group focuses on fostering a positive
kerja, lingkungan organisasi, serta hubungan industrial yang work culture, organizational environment, and industrial
positif bagi seluruh insan perusahaan. Kami menyadari bahwa relations. Employees are recognized as strategic assets who play
karyawan merupakan aset strategis yang memiliki peran penting a critical role in supporting the Company’s transformation and
dalam mendukung keberhasilan transformasi dan keberlanjutan long-term sustainability. Accordingly, KS Group is committed to
bisnis. Oleh karena itu, KS Group berkomitmen untuk menciptakan creating a meaningful employee experience while positioning the
pengalaman kerja yang bernilai sekaligus menjadikan perusahaan Company as an employer of choice that attracts, develops, and
sebagai tempat kerja yang mampu menarik, mengembangkan, retains top talent.
dan mempertahankan talenta terbaik.
Direktorat SDM juga berperan dalam memastikan terciptanya The Human Capital Directorate also ensures the implementation
lingkungan kerja yang menghargai hak asasi manusia, of a work environment that upholds human rights, diversity, and
keberagaman, serta prinsip kesetaraan, sekaligus menjaga equal opportunity principles, while maintaining occupational
kenyamanan, keamanan, dan kesehatan kerja bagi seluruh safety, health, and well-being for all employees. This inclusive
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karyawan. Lingkungan kerja yang inklusif dan suportif and supportive environment is expected to enable individuals
ini diharapkan mampu mendorong setiap individu untuk to fully develop their potential and contribute to organizational
mengembangkan potensi secara optimal serta berkontribusi performance.
terhadap kinerja perusahaan.
Untuk mewujudkan pengelolaan SDM yang efektif, KS Group To support effective human capital management, KS Group
membentuk berbagai fungsi dan unit kerja yang bertanggung has established dedicated functions responsible for planning
jawab dalam perencanaan dan implementasi kebijakan SDM. and implementing human capital policies, covering key areas
Unit-unit tersebut mengelola berbagai aspek penting, antara such as organizational structure planning, talent management,
lain perencanaan struktur organisasi, manajemen talenta, competency development, cultural transformation, and
pengembangan kompetensi karyawan, penguatan budaya kerja, employment administration. Through this structured approach,
serta administrasi ketenagakerjaan. Melalui pengelolaan yang KS Group aims to ensure the availability of a competent, adaptive
terstruktur dan terintegrasi ini, KS Group berupaya memastikan workforce capable of supporting the Company’s transformation.
tersedianya SDM yang kompeten, adaptif, dan siap mendukung
keberhasilan transformasi perusahaan.
Kesetaraan bagi Seluruh Karyawan Equal Opportunity for All Employees
KS Group menjunjung tinggi prinsip keberagaman dan kesetaraan KS Group upholds the principles of diversity and equality as a
sebagai fondasi dalam pengelolaan SDM. Prinsip ini tercermin foundation of its human capital management. These principles
dalam pemberian kesempatan yang adil tanpa memandang are reflected in the provision of equal opportunities regardless
gender, latar belakang, maupun identitas individu, baik dalam of gender, background, or individual identity, including in career
pengembangan karier, akses terhadap program peningkatan development, access to competency development programs,
kompetensi, maupun sistem remunerasi yang setara. Kami and equitable remuneration systems. The Company believes
meyakini bahwa lingkungan kerja yang inklusif dan berkeadilan that an inclusive and fair work environment fosters productivity,
mampu mendorong produktivitas, inovasi, serta memperkuat innovation, and strengthens a healthy and sustainable corporate
budaya perusahaan yang sehat dan berkelanjutan. culture.
KESETARAAN KESEMPATAN BEKERJA [OJK F.18]
Equal Employment Opportunity
KS Group memberikan kesempatan berkarier yang setara bagi setiap individu tanpa
membedakan jenis kelamin, agama, suku, maupun ras. Komitmen terhadap prinsip
keberagaman tercermin dari keberadaan pemimpin di berbagai tingkatan organisasi yang
berasal dari latar belakang yang beragam. KS Group juga mendorong peningkatan partisipasi
perempuan di lingkungan kerja, termasuk pada tingkat staf hingga jajaran manajemen
seperti Vice President. Namun demikian, sejalan dengan karakteristik industri baja yang
secara historis didominasi tenaga kerja laki-laki, komposisi karyawan perempuan saat ini
masih sekitar 7% dari total karyawan.
KS Group provides equal career opportunities for all individuals without discrimination based
on gender, religion, ethnicity, or race. The Company’s commitment to diversity is reflected
in the presence of leaders at various organizational levels from diverse backgrounds. KS
Group also promotes greater female participation across the workforce, from staff level to
management positions such as Vice President. However, in line with the characteristics of the steel industry, which has historically
been male-dominated, the proportion of female employees currently remains at approximately 7% of the total workforce.
Keberagaman dan Non-Diskriminasi Diversity and Non-Discrimination
KS Group memiliki karyawan yang berasal dari berbagai latar KS Group employs individuals from diverse backgrounds and
belakang dan meyakini bahwa keberagaman merupakan salah recognizes diversity as a key factor in supporting business
satu faktor penting dalam mendukung keberlanjutan dan sustainability and performance. The Company’s commitment
kinerja perusahaan. Komitmen terhadap penghormatan Hak to respecting human rights is reflected in policies that ensure
Asasi Manusia (HAM) tercermin dalam kebijakan perusahaan fair and open employment practices without discrimination
yang memberikan kesempatan kerja secara terbuka dan adil based on gender, ethnicity, religion, race, social status, or
tanpa membedakan jenis kelamin, etnis, agama, ras, status physical condition. All decisions related to recruitment, contract
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sosial, maupun kondisi fisik tertentu. Seluruh keputusan terkait renewal, and employee placement are based on evaluations of
proses rekrutmen, perpanjangan kontrak, maupun penempatan competence, performance, and organizational needs.
karyawan didasarkan pada evaluasi kompetensi, kinerja, dan
kebutuhan organisasi.
Dalam pengembangan karier, KS Group juga memberikan In terms of career development, KS Group provides equal
kesempatan yang setara bagi seluruh karyawan untuk opportunities for all employees to obtain promotions and job
memperoleh promosi maupun rotasi jabatan. Setiap keputusan rotations. All career-related decisions are based on performance
terkait pengembangan karier didasarkan pada penilaian kinerja, appraisal, work behavior, as well as each employee’s potential.
perilaku kerja, serta potensi masing-masing karyawan.
Untuk memperkuat penerapan prinsip keberagaman dan inklusi To strengthen the implementation of diversity and inclusion
di lingkungan kerja, KS Group menerapkan Respectful Workplace principles in the workplace, KS Group enforces a Respectful
Policy (RWP) yang mengharuskan seluruh pimpinan unit kerja Workplace Policy (RWP), requiring all leaders and employees to
dan karyawan menjunjung tinggi nilai saling menghormati, uphold mutual respect, equality, and inclusivity. This policy also
kesetaraan, dan inklusivitas. Kebijakan ini juga menegaskan reinforces the Company’s commitment to preventing all forms of
komitmen perusahaan dalam mencegah segala bentuk discrimination, violence, and harassment in the workplace. Any
diskriminasi, kekerasan, maupun pelecehan di tempat kerja. violations of these principles will be addressed in accordance
Apabila ditemukan tindakan yang bertentangan dengan prinsip with applicable regulations.
tersebut, manajemen akan mengambil langkah penanganan
sesuai ketentuan yang berlaku.
PEKERJA ANAK DAN KERJA PAKSA [OJK F.19]
Child Labor and Forced Labor
KS Group secara tegas melarang praktik pekerja anak dan kerja paksa dalam seluruh kegiatan
operasional maupun hubungan kerja dengan mitra usaha. Komitmen ini diwujudkan melalui
kebijakan rekrutmen yang memastikan tidak mempekerjakan tenaga kerja di bawah umur, serta
penerapan ketentuan jam kerja yang mengacu pada Undang-Undang Republik Indonesia Nomor
6 Tahun 2023 tentang Cipta Kerja dan peraturan Kementerian Ketenagakerjaan. Perseroan juga
mendorong seluruh entitas dalam KS Group serta mitra kerja untuk menjunjung tinggi prinsip
yang sama dalam praktik ketenagakerjaan. Sepanjang tahun 2025, tidak terdapat insiden yang
berkaitan dengan praktik pekerja anak maupun kerja paksa di lingkungan KS Group.
KS Group strictly prohibits the use of child labor and forced labor across all operational activities
and business relationships with partners. This commitment is implemented through recruitment
policies that ensure no underage workers are employed, as well as the application of working hour provisions in accordance with Law
of the Republic of Indonesia No. 6 of 2023 on Job Creation and regulations issued by the Ministry of Manpower. The Company also
encourages all KS Group entities and business partners to uphold the same principles in their employment practices. Throughout 2025,
there were no incidents related to child labor or forced labor within KS Group.
PERLINDUNGAN HAK PEREMPUAN DAN ANAK
Protection of Women’s and Children’s Rights
Sebagai bagian dari komitmen terhadap kesejahteraan karyawan dan keluarganya, KS Group mendorong
pemenuhan hak-hak perempuan dan anak dalam lingkungan kerja. Pada tahun 2025, KS Group menjalin
kerja sama dengan Pengadilan Agama Cilegon untuk memperkuat mekanisme pemenuhan kewajiban
karyawan terkait hak nafkah dan kesejahteraan keluarga. Melalui inisiatif ini, kami menegaskan
pentingnya tanggung jawab karyawan dalam memastikan terpenuhinya hak perempuan dan anak,
sekaligus memperkuat nilai keadilan, kepedulian sosial, dan penghormatan terhadap hak asasi manusia
dalam budaya perusahaan.
As part of its commitment to employee and family welfare, KS Group promotes the fulfillment of women’s
and children’s rights within the workplace. In 2025, KS Group established cooperation with the Cilegon Religious Court to strengthen
mechanisms for fulfilling employees’ obligations related to family support and welfare. Through this initiative, the
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Rekrutmen Recruitment
Proses rekrutmen KS Group diarahkan untuk menjaring talenta KS Group’s recruitment process is aimed at attracting top talent
terbaik yang mampu memberikan kontribusi bagi pengembangan capable of contributing to the development of the steel industry.
industri baja. Pemenuhan kebutuhan SDM dilakukan melalui dua Workforce fulfillment is carried out through two main channels,
jalur utama, yaitu optimalisasi internal dan rekrutmen eksternal. namely internal optimization and external recruitment.
Melalui optimalisasi internal, Perseroan memberikan Through internal optimization, the Company provides
kesempatan bagi karyawan untuk berkembang melalui program opportunities for employees to grow through competency
peningkatan kompetensi, promosi berjenjang, serta rotasi development programs, structured promotions, and job rotations
jabatan guna memperkaya pengalaman dan memperkuat to enrich experience and strengthen leadership readiness.
kesiapan kepemimpinan. Sementara itu, melalui jalur eksternal, Meanwhile, through external recruitment, the Company opens
Perseroan membuka peluang bagi lulusan baru (fresh graduates) opportunities for both fresh graduates and experienced
maupun tenaga profesional berpengalaman sesuai dengan professionals in line with the established competency standards.
standar kompetensi yang ditetapkan.
Bagi karyawan baru, KS Group menyediakan jalur pengembangan For new employees, KS Group provides structured career
karier yang terstruktur, antara lain melalui: development pathways, including:
• Management Trainee (MT), yaitu program akselerasi untuk • Management Trainee (MT), an accelerated program designed
menyiapkan calon pemimpin masa depan Perseroan; to prepare future leaders of the Company;
• Apprentice Program, yaitu program pelatihan berbasis • Apprentice Program, a practical training program that
praktik untuk memberikan pengalaman kerja langsung di provides hands-on experience in the steel industry.
industri baja.
Pada tahun 2025, KS Group tidak membuka rekrutmen untuk In 2025, KS Group did not open recruitment for the Management
program Management Trainee maupun Apprentice Program Trainee or Apprentice Program due to organizational
dikarenakan terjadinya restrukturisasi organisasi dan penataan restructuring and a reassessment of human resource needs.
ulang kebutuhan sumber daya manusia.
Tingkat Perputaran Karyawan Employee Turnover Rate
Pengelolaan SDM juga menghadapi tantangan dalam Human capital management also presents challenges in retaining
mempertahankan karyawan dan mengendalikan tingkat employees and managing turnover levels. The Company has
perputaran (turnover). Perseroan telah melakukan berbagai undertaken various initiatives, including evaluating workplace
upaya, antara lain evaluasi budaya dan sistem kerja untuk culture and systems to create a more conducive environment,
menciptakan lingkungan yang lebih kondusif, serta peninjauan as well as reviewing policies, particularly those related to
kebijakan, khususnya terkait remunerasi, guna meningkatkan remuneration, to enhance employee loyalty.
loyalitas karyawan.
Pada tahun 2025, Perseroan mencatat tingkat turnover sebesar In 2025, the Company recorded a turnover rate of 44.3%, which
44,3%, yang tergolong tinggi. Tingginya tingkat perputaran is considered high. This was primarily driven by 474 employee
tersebut dipengaruhi oleh keluarnya 474 karyawan sepanjang separations during the year, largely attributable to retirements
tahun, yang sebagian besar disebabkan oleh pensiun serta and voluntary resignations under the Golden Shakehand program.
pengunduran diri melalui program Golden Shakehand.
Karyawan Baru Karyawan Keluar
Keterangan New Employees Employees Leaving
Description
2025 2024 2025 2024
Berdasarkan Jenis Kelamin | By Gender
Laki-laki | Male 15 6 448 141
Perempuan | Female 14 7 26 10
JUMLAH | TOTAL 29 13 474 151
Berdasarkan Lokasi Operasional | By Operational Location
Jakarta 13 4 11 8
Banten 16 9 468 143
Surabaya 0 0 0 0
JUMLAH | TOTAL 29 13 474 151
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Pelatihan dan Pengembangan Kompetensi Training and Competency Development
[OJK F.22] [OJK F.22]
Pelatihan dan Pengembangan Kompetensi [OJK F.22]
Training and Competency Development
1.105 61 13.528 jam | hours
Peserta pelatihan Sesi Pelatihan Total jam pelatihan
Training participants Training Session Total training hour
Pengembangan kompetensi karyawan merupakan faktor Employee competency development is a key factor in supporting
penting dalam mendukung keberlanjutan operasional serta operational sustainability and enhancing the Company’s
peningkatan kinerja perusahaan. Oleh karena itu, KS Group performance. Accordingly, KS Group continuously implements
secara berkelanjutan menyelenggarakan berbagai program various training and development programs to strengthen
pelatihan dan pengembangan untuk memperkuat pengetahuan, employees’ knowledge, skills, and professional attitudes,
keterampilan, serta sikap profesional karyawan agar mampu enabling them to perform their roles effectively.
menjalankan tugas secara optimal.
Pelaksanaan program dilakukan melalui Krasdemy Krakatau These programs are delivered through Krasdemy Krakatau Steel,
Steel, baik secara internal maupun melalui kerja sama dengan both internally and in collaboration with external institutions.
lembaga eksternal. Program dirancang secara terencana dan They are designed in a structured and continuous manner,
berkesinambungan dengan mempertimbangkan kebutuhan taking into account organizational needs, workforce readiness,
organisasi, kesiapan sumber daya manusia, serta kualifikasi yang and qualifications aligned with the Company’s development
selaras dengan arah pengembangan perusahaan. direction.
Program pengembangan kompetensi dilaksanakan secara Competency development is implemented in a tiered approach,
berjenjang, mulai dari tingkat operasional yang bersifat teknis ranging from technical training at the operational level to
hingga penguatan kompetensi manajerial dan kepemimpinan. managerial and leadership development. All initiatives are
Seluruh kegiatan tersebut diselaraskan dengan strategi aligned with the Company’s strategic direction as outlined in the
pengembangan perusahaan sebagaimana tercantum dalam Long-Term Corporate Plan (RJPP) and the Annual Work Plan and
Rencana Jangka Panjang Perusahaan (RJPP) dan Rencana Kerja Budget (RKAP).
dan Anggaran Perusahaan (RKAP).
Program Pengembangan Kompetensi Tahun 2025 Competency Development Programs In 2025
Pada tahun 2025, KS Group menyelenggarakan berbagai program In 2025, KS Group implemented various training and competency
pelatihan dan pengembangan kompetensi bagi karyawan. development programs for employees. The majority of these
Sebagian besar pelatihan merupakan pelatihan mandatory programs were mandatory training aimed at fulfilling required
untuk memenuhi standar kompetensi teknis dan sertifikasi technical competency standards and certifications in accordance
yang dipersyaratkan sesuai kebutuhan operasional serta with operational needs and applicable regulations. In addition,
ketentuan yang berlaku. Selain itu, kami juga melaksanakan the Company also conducted other development initiatives,
berbagai program pengembangan lainnya, seperti pelatihan including leadership training, professional development
kepemimpinan, seminar peningkatan wawasan profesional, seminars, and training in compliance and corporate governance.
serta pelatihan di bidang kepatuhan dan tata kelola perusahaan.
Program pelatihan dan pengembangan yang dilaksanakan tahun The training and development programs implemented in 2025
2025 antara lain meliputi: include, among others:
• Pelatihan reguler untuk kompetensi umum dan spesifik • Regular training for general and specific competencies
• Program Pengembangan Supervisor (Supervisor • Supervisor Development Program (SDP)
Development Program/SDP)
• Program Pengembangan Foreman (Foreman Development • Foreman Development Program (FDP)
Program/FDP)
• Program sertifikasi sesuai ketentuan yang berlaku • Certification programs in accordance with applicable
requirements
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• Pelatihan pemenuhan kualifikasi bagi organ pengelola risiko • Training to fulfill qualifications for risk management
sesuai Permen BUMN (PER-2/MBU/03/2023) personnel in line with Minister of SOEs Regulation (PER-2/
MBU/03/2023)
• Pelatihan Kepemimpinan untuk Manajemen. • Leadership Training for Management.
Secara keseluruhan, Perseroan melaksanakan 61 program Overall, the Company conducted 61 training programs across
pelatihan dengan berbagai kategori. Program dengan jumlah various categories. The programs with the highest number of
peserta terbesar antara lain Pelatihan Refreshment K3 HSM & participants included HSM & MS HSM OHS Refreshment Training,
MS HSM, Workshop Penyusunan Risiko Bisnis Krakatau Steel Krakatau Steel Group Business Risk Assessment Workshop,
Group, Pelatihan Kepemimpinan untuk Level Manajemen, Sales Leadership Training for Management Level, Sales Development
Development Program, serta Communication Traps in the Digital Program, and Communication Traps in the Digital Era & Solutions
Era & Solutions for Leaders. for Leaders.
Rincian program pelatihan disajikan pada tabel berikut. Details of the training programs are presented in the following
table.
Program Pelatihan Tujuan
No.
Training Program Objective
1 Pelatihan Refreshment K3 Penyegaran pemahaman dan peningkatan kompetensi karyawan Operasi dan Perawatan HSM
HSM & MS HSM dalam penerapan Keselamatan dan Kesehatan Kerja (K3), guna memastikan kepatuhan terhadap
regulasi dan standar perusahaan serta mendukung terciptanya lingkungan kerja yang aman dan
sehat.
HSM & MS HSM OHS Enhancing employees’ understanding and competency in Occupational Health and Safety (OHS) for
Refreshment Trainin HSM Operations and Maintenance, ensuring compliance with regulations and company standards
while supporting a safe and healthy work environment.
2 Pelatihan Financial Planning Memberikan pemahaman terhadap karyawan agar memiliki kesiapan finansial yang lebih matang,
pengetahuan, wawasan, dan panduan praktis pengelolaan keuangan.
Financial Planning Training
Providing employees with the knowledge, insights, and practical guidance they need to achieve
greater financial readiness.
3 Workshop Penyusunan Peningkatan pemahaman manajemen risiko berdasarkan regulasi terkini (PER-2/MBU/03/2023)
Resiko Bisnis Krakatau Steel dalam rangka penyusunan dan analisis risiko proses bisnis bagi key person manajemen risiko di
Grup lingkungan Krakatau Steel Group.
Krakatau Steel Group Strengthening risk management understanding based on the latest regulations (PER-2/
Business Risk Assessment MBU/03/2023) to support the identification and analysis of business process risks among key risk
Workshop management personnel within Krakatau Steel Group.
4 Pelatihan Kepemimpinan Pengembangan kapabilitas kepemimpinan untuk membentuk pemimpin yang profesional,
untuk Level Manajemen berintegritas, dan tangguh, dengan semangat juang, ketahanan mental, serta tanggung jawab
dalam mendukung kemajuan perusahaan.
Leadership Training for Developing leadership capabilities to cultivate professional, resilient, and responsible leaders with
Management Level strong integrity, mental toughness, and commitment to advancing the Company.
5 Sales Development Program Peningkatan kompetensi tim penjualan yang mencakup dasar pemasaran, teknik penjualan,
kebijakan pembayaran, pengelolaan dokumen penjualan, hingga penanganan layanan pelanggan.
Sales Development Program Enhancing sales team competencies covering marketing fundamentals, sales techniques, payment
policies, sales documentation management, and customer service handling.
6 Communication Traps in Pemberian wawasan strategis dan solusi praktis bagi pimpinan dalam menghadapi tantangan
Digital Era & Solution for komunikasi di era digital.
Leaders
Communication Traps in the Providing strategic insights and practical solutions for leaders in addressing communication
Digital Era & Solutions for challenges in the digital era.
Leaders
7 Short Course on Strategic Meningkatkan pemahaman dan kapasitas peserta dalam bidang manajemen
Management & Leadership strategis dan kepemimpinan mendukung pengambilan keputusan yang efektif, adaptif, dan visioner
dalam menghadapi dinamika lingkungan strategis nasional, regional, dan global.
Short Course on Strategic
Management & Leadership Enhancing participants’ understanding and capabilities in the areas of strategic management and
leadership supports effective, adaptive, and visionary decision-making in addressing the dynamics
of the national, regional, and global strategic environments.
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JAM PELATIHAN KARYAWAN 2025 EMPLOYEE TRAINING HOURS IN 2025
Kelompok Pelatihan Jam Pelatihan Peserta
No.
Training Group Training Hours Participants
1 Vice President 821 36
2 Manajer 1.490 100
3 Superintendent 1.832 141
4 Supervisor 2.872 258
5 Foreman 3.128 245
BIAYA PENGEMBANGAN KOMPETENSI Competency Development Expenditure
KS Group merealisasikan investasi pengembangan kompetensi KS Group recorded competency development investment of IDR
tahun 2025 sebesar Rp3,5 miliar, naik 51% dari Rp1,70 miliar pada 3.5 billion in 2025, representing an increase of 51% compared to
tahin 2024 dengan rincian sebagai berikut: IDR 1.70 billion in 2024, with details as follows:
Waktu Program Jumlah Peserta Biaya
No.
Period Program Number of Participants Cost
1 Januari – Desember 2025 Pemenuhan Kompetensi 815 620.000
January – December 2025 Competency Achievement
2 Januari – Desember 2025 Pemenuhan Kualifikasi Organ Risiko 67 272.217.500
January – December 2025 Compliance with Risk Department
Qualifications
3 Januari – Oktober 2025 Leadership 139 2.987.651.815
January – October 2025
4 Februari – Desember 2025 Sertifikasi 84 251.207.030
January – December 2025 Certification
Jumlah | Total 1.105 3.511.696.345
RENCANA PROGRAM PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT PROGRAM PLAN FOR
TAHUN 2026 2026
KS Group telah menyusun rencana program pengembangan KS Group has prepared the following competency development
kompetensi tahun 2026 yaitu sebanyak 100 pelatihan sebagai program plan for 2026, consisting of 100 training sessions as
berikut: follows:
Waktu Jumlah Pelatihan Jumlah Peserta Keterangan
No.
Period Number of Trainings Number of Participants Description
1 Q1 (Januari – Maret 2026) 22 207 Pelatihan
Q1 (January–March 2026) Training
2 Q2 (April – Juni 2026) 39 204 Pelatihan
Q2 (April – June 2026) Training
3 Q3 (Juli – September 2026) 19 92 Pelatihan
Q3 (July – September 2026) Training
4 Q4 (Oktober – Desember 2026) 20 102 Pelatihan
Q4 (October – December 2026) Training
Jumlah | Total 100 605
PENILAIAN KINERJA KARYAWAN EMPLOYEE PERFORMANCE ASSESSMENT
Sebagai dasar dalam pengembangan karier karyawan, KS As a basis for employee career development, KS Group conducts
Group secara rutin melaksanakan evaluasi kinerja untuk menilai regular performance evaluations to assess individual potential,
potensi, kapasitas, dan kemampuan individu. Penilaian dilakukan capacity, and capabilities. The assessment is based on two
berdasarkan dua aspek utama, yaitu perilaku yang mengacu pada main aspects: behavior, measured against the Company’s core
nilai inti perusahaan “AKHLAK” serta kinerja yang diukur melalui values “AKHLAK,” and performance, evaluated based on the
pencapaian sasaran kerja sesuai tujuan unit dan deskripsi achievement of work targets aligned with unit objectives and job
jabatan. descriptions.
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Evaluasi kinerja dilaksanakan secara berkala setiap semester Performance evaluations are conducted periodically every
oleh atasan langsung, minimal pada level superintendent. semester by direct supervisors, at a minimum of superintendent
level.
KOMPENSASI DAN BENEFIT COMPENSATION AND BENEFITS
KS Group memberikan remunerasi yang kompetitif dan adil KS Group provides competitive and equitable remuneration by
dengan mempertimbangkan pengalaman, kinerja, serta tingkat considering experience, performance, and job responsibility,
tanggung jawab jabatan, tanpa membedakan gender. Struktur without gender discrimination. The remuneration structure
remunerasi terdiri atas upah pokok dan berbagai tunjangan yang consists of base salary and various allowances regulated under
diatur dalam Perjanjian Kerja Bersama (PKB) antara perusahaan the Collective Labor Agreement (PKB) between the Company and
dan serikat pekerja periode 2024–2026, khususnya pada Bab the labor union for the 2024–2026 period, particularly Chapter VI
VI mengenai Pengupahan dan Bab VII mengenai Fasilitas on Wages and Chapter VII on Welfare Benefits.
Kesejahteraan.
Penentuan upah pokok menggunakan sistem pengkategorian Base salary determination applies a job grading system based
jabatan berbasis metode grade yang mengacu pada Hay Method on the Hay Method or Korn Ferry Method. This approach ensures
atau Korn Ferry Method. Pendekatan ini memastikan keselarasan alignment between job responsibilities, competencies, and
antara tanggung jawab jabatan, kompetensi, dan kontribusi employee contributions, while supporting employee motivation
karyawan terhadap organisasi, sekaligus mendukung motivasi and talent retention.
kerja dan retensi talenta.
Program remunerasi bagi karyawan tetap mencakup berbagai Remuneration programs for permanent employees include a
fasilitas kesejahteraan, antara lain asuransi jiwa, layanan range of welfare benefits, such as life insurance, healthcare
kesehatan, tunjangan disabilitas, cuti melahirkan, program services, disability benefits, maternity leave, retirement
persiapan pensiun, serta fasilitas kepemilikan saham. preparation programs, and employee share ownership facilities.
Penyesuaian struktur upah mempertimbangkan Upah Minimum Adjustments to the salary structure take into account the
Kota (UMK), tingkat inflasi, hasil survei pasar tenaga kerja, Municipal Minimum Wage (UMK), inflation rate, labor market
serta kondisi keuangan perusahaan, dengan keputusan yang benchmarks, and the Company’s financial condition, with final
ditetapkan oleh Direksi. decisions determined by the Board of Directors.
Perusahaan juga memberikan jaminan kesehatan bagi karyawan The Company also provides healthcare coverage for employees
melalui program BPJS Kesehatan. Sepanjang tahun 2025, through the BPJS Kesehatan program. In 2025, the total BPJS
total kontribusi iuran BPJS Kesehatan yang dibayarkan oleh Kesehatan contributions paid by the Company for all employees
perusahaan bagi seluruh karyawan mencapai Rp5.705.191.919. amounted to IDR5.705.161.919.
Kepatuhan terhadap Peraturan Upah Minimum Regional [OJK F.20]
Compliance with Regional Minimum Wage Regulations
Dalam menetapkan kebijakan pengupahan, KS Group mengacu pada struktur dan skala upah yang
mempertimbangkan tanggung jawab jabatan, kompetensi, serta kinerja karyawan. Penetapan upah juga
dilakukan dengan memperhatikan ketentuan peraturan perundang-undangan yang berlaku, termasuk
ketentuan mengenai Upah Minimum Regional (UMR/UMK) yang ditetapkan oleh pemerintah.
Sepanjang tahun 2025, upah terendah yang diberikan kepada karyawan di lingkungan KS Group berada setara
atau lebih tinggi dari Upah Minimum Kota yang berlaku di wilayah operasional perusahaan. Dengan demikian,
kebijakan pengupahan yang diterapkan tidak hanya mendukung kesejahteraan karyawan, tetapi juga memastikan kepatuhan terhadap
ketentuan pengupahan nasional.
In establishing its wage policy, KS Group applies a salary structure and scale that take into account job responsibilities, competencies,
and employee performance. Wage determination also considers applicable laws and regulations, including provisions on Regional
Minimum Wage (UMR/UMK) set by the government.
Throughout 2025, the lowest wages provided to employees within KS Group were at or above the applicable Municipal Minimum Wage
in the Company’s operational areas. Accordingly, the Company’s wage policy not only supports employee welfare but also ensures
compliance with national wage regulations.
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Rasio Kompensasi Total Tahunan [GRI 2-21] Annual Total Compensation Ratio [GRI 2-21]
Sebagai bagian dari transparansi dalam pengelolaan remunerasi, As part of remuneration transparency, KS Group discloses
KS Group mengungkapkan rasio kompensasi total tahunan the ratio of total annual compensation between the Board
antara remunerasi Direksi dan median kompensasi karyawan. of Directors and the median employee compensation. This
Pengungkapan ini memberikan gambaran mengenai struktur disclosure provides an overview of the KS Group’s remuneration
remunerasi di lingkungan KS Group serta keselarasan antara structure and the alignment between management and employee
kompensasi manajemen dan karyawan. compensation.
Perhitungan rasio dilakukan dengan membandingkan total The ratio is calculated by comparing the total annual remuneration
remunerasi tahunan Direksi dengan median total kompensasi of the Board of Directors with the median total annual
tahunan seluruh karyawan tetap. Total kompensasi mencakup compensation of all permanent employees. Total compensation
gaji, tunjangan tetap, insentif kinerja, serta manfaat lainnya yang includes salary, fixed allowances, performance incentives, and
diterima selama periode pelaporan. other benefits received during the reporting period.
Tahun Rasio Kompensasi
2025 20 : 1
FASILITAS KARYAWAN EMPLOYEE FACILITIES
KS Group meyakini bahwa kesejahteraan dan kebahagiaan KS Group believes that employee well-being and happiness play
karyawan berperan penting dalam meningkatkan produktivitas an important role in enhancing productivity. Accordingly, the
kerja. Oleh karena itu, Perseroan secara rutin menyelenggarakan Company regularly organizes various engagement activities
berbagai kegiatan kebersamaan sebagai bagian dari upaya as part of its efforts to maintain work-life balance while
menjaga keseimbangan antara pekerjaan dan kehidupan pribadi strengthening relationships among employees.
(work-life balance), sekaligus mempererat hubungan antar
karyawan.
Untuk mendukung lingkungan kerja yang sehat dan seimbang, KS To support a healthy and balanced work environment, KS Group
Group menyediakan berbagai fasilitas dan program, antara lain: provides various facilities and programs, including:
• Fasilitas ibadah, olahraga, dan kegiatan seni • Facilities for worship, sports, and arts activities
• Pembentukan sanggar seni serta organisasi olahraga (BPOS • Establishment of arts communities and sports organizations
KS) (BPOS KS)
• Pengelolaan zakat dan infaq • Zakat and infaq management
• Kegiatan donor darah secara berkala • Regular blood donation programs
• Program vaksinasi bagi karyawan • Vaccination programs for employees
• Kegiatan sosial kemasyarakatan, seperti bantuan bencana • Social community activities, such as disaster relief and mass
dan sunatan massal circumcision programs
• Program TGIF (Thanks God It’s Friday) yang mencakup • TGIF (Thanks God It’s Friday) program, which includes sports,
kegiatan olahraga, 5R, voluntary hours, dan knowledge 5R, voluntary hours, and knowledge sharing activities every
sharing setiap Jumat pagi Friday morning
• Kegiatan talkshow dalam rangka Peringatan Hari Ibu yang • Talk show activities to commemorate National Mother’s
diselenggarakan oleh Komunitas Perempuan Srikandi Baja Day, organized by the Srikandi Baja Krakatau Steel & Group
Krakatau Steel & Group. Women’s Community
Selain itu, Perseroan juga mendukung keseimbangan antara In addition, the Company supports work-life balance through
pekerjaan dan kehidupan keluarga melalui penerapan kebijakan flexible working arrangements and ease of leave utilization.
kerja yang fleksibel serta kemudahan dalam pengambilan cuti. These policies include annual leave, special leave, sick leave, and
Kebijakan tersebut mencakup cuti tahunan, cuti khusus, cuti menstrual leave in accordance with applicable regulations.
sakit, dan cuti haid yang dilaksanakan sesuai dengan peraturan
perundang-undangan yang berlaku.
KEBIJAKAN PENSIUN RETIREMENT POLICY
KS Group menghargai kontribusi jangka panjang karyawan KS Group values employees’ long-term contributions by providing
dengan menyediakan program persiapan pensiun yang structured retirement preparation programs. For employees
terstruktur. Bagi karyawan yang memasuki usia pensiun, approaching retirement age, the Company implements a Transfer
Perseroan menyelenggarakan program Transfer Knowledge yang of Knowledge program for those aged 55 to 56.
diperuntukkan bagi karyawan berusia 55 hingga 56 tahun.
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Program ini dilaksanakan sekitar tiga bulan sebelum masa pensiun The program is conducted approximately three months prior
dan mencakup pembekalan terkait pengelolaan keuangan, to retirement and includes training on financial management,
kesiapan psikologis, serta pengembangan keterampilan lunak. psychological readiness, and the development of soft skills.
Selain itu, peserta juga diberikan wawasan mengenai peluang Participants are also provided with insights into potential
usaha sebagai alternatif sumber pendapatan setelah purnabakti. business opportunities as alternative sources of income after
retirement.
Di sisi lain, karyawan yang akan memasuki masa pensiun In addition, employees approaching retirement are required
diwajibkan untuk melakukan transfer pengetahuan guna to conduct knowledge transfer to ensure business continuity,
memastikan keberlanjutan operasional perusahaan, sehingga allowing their experience and expertise to be passed on to active
pengalaman dan kompetensi yang dimiliki dapat diwariskan employees.
kepada karyawan yang masih aktif.
HUBUNGAN INDUSTRIAL INDUSTRIAL RELATIONS
KS Group berkomitmen membangun hubungan industrial yang KS Group is committed to fostering harmonious industrial
harmonis antara manajemen dan karyawan guna menciptakan relations between management and employees to create a
lingkungan kerja yang kondusif serta mendukung pencapaian conducive work environment and support optimal performance.
kinerja yang optimal. KS Group menjamin kebebasan karyawan KS Group guarantees employees’ rights to freedom of association,
untuk berserikat, berkumpul, dan menyampaikan pendapat, assembly, and expression, including the right to form and join
termasuk hak untuk membentuk dan menjadi anggota serikat labor unions.
pekerja.
Pelaksanaan hubungan kerja di lingkungan KS Group diatur melalui Employment relations within KS Group are governed by various
berbagai ketentuan normatif yang memastikan terpenuhinya hak normative provisions that ensure the fair fulfillment of employees’
dan kewajiban karyawan secara adil. KS Group juga menyediakan rights and obligations. KS Group also provides communication
saluran komunikasi bagi karyawan untuk menyampaikan aspirasi channels for employees to convey aspirations through the Human
melalui Departemen SDM maupun melalui Serikat Pekerja Capital Department as well as through labor unions as partners in
sebagai mitra dialog dalam membangun hubungan industrial constructive industrial dialogue. The presence of labor unions is
yang konstruktif. Keberadaan Serikat Pekerja dilaksanakan in accordance with Law No. 21 of 2000 on Labor Unions and ILO
sesuai dengan Undang-Undang No. 21 Tahun 2000 tentang Convention 87 on freedom of association.
Serikat Pekerja/Serikat Buruh serta ILO Convention 87 mengenai
kebebasan berserikat.
KS Group memberikan perlindungan yang setara kepada seluruh KS Group provides equal protection to all employees in
karyawan sesuai dengan hak dan kewajiban yang diatur dalam accordance with the rights and obligations stipulated in the
Perjanjian Kerja Bersama (PKB). Seluruh karyawan KS Group Collective Labor Agreement (PKB). All employees have been
telah mengikuti sosialisasi mengenai kondisi dan syarat kerja socialized on working conditions and employment terms as
sebagaimana tercantum dalam PKB. KS Group juga secara outlined in the PKB. v also regularly evaluates and renegotiates
berkala melakukan evaluasi dan perundingan PKB untuk the PKB to ensure alignment with prevailing labor regulations
memastikan kesesuaiannya dengan ketentuan ketenagakerjaan and to prevent forced labor practices.
yang berlaku serta mencegah praktik kerja paksa.
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Perjanjian Kerja Bersama [GRI 2-30] Collective Labor Agreement [GRI 2-30]
Perjanjian Kerja Bersama (PKB) merupakan kesepakatan antara The Collective Labor Agreement (PKB) is an agreement between
perusahaan dan serikat pekerja yang mengatur syarat kerja the Company and the labor union that governs working conditions
serta hak dan kewajiban kedua belah pihak. PKB di KS Group as well as the rights and obligations of both parties. The PKB
mencakup berbagai aspek hubungan kerja, antara lain waktu of KS Group covers various aspects of employment, including
kerja dan cuti, pengupahan, fasilitas kesejahteraan, keselamatan working hours and leave, wages, welfare benefits, occupational
dan kesehatan kerja, disiplin kerja, penyelesaian perselisihan health and safety, work discipline, industrial dispute resolution,
hubungan industrial, serta pedoman pemutusan hubungan kerja. and termination of employment guidelines.
PKB Perseroan periode 2024–2026 telah disahkan oleh Dinas The Company’s PKB for the 2024–2026 period has been ratified
Tenaga Kerja Pemerintah Kota Cilegon melalui Surat Keputusan by the Cilegon City Manpower Office through Decree No.
Nomor 500.15.12.1/010/HI tanggal 29 Juli 2024, serta oleh 500.15.12.1/010/HI dated 29 July 2024, and by the Ministry of
Kementerian Ketenagakerjaan Republik Indonesia melalui Surat Manpower of the Republic of Indonesia through Decree No.
Keputusan Nomor Kep.4/HI.00.01/00.0000.240805008/B/ Kep.4/HI.00.01/00.0000.240805008/B/VIII/2024 dated 28
VIII/2024 tanggal 28 Agustus 2024. August 2024.
Proses Penyelesaian Hubungan Industrial [GRI 2-25] Industrial Dispute Resolution Process [Gri 2-25]
Dalam hal terjadi perselisihan hubungan industrial, KS Group In the event of industrial disputes, KS Group prioritizes bipartite
mengedepankan mekanisme penyelesaian secara bipartit antara resolution mechanisms between management and employees
perusahaan dan karyawan sesuai dengan Undang-Undang No. in accordance with Law No. 2 of 2004 on Industrial Relations
2 Tahun 2004 tentang Penyelesaian Perselisihan Hubungan Dispute Settlement, as well as the provisions set forth in the PKB.
Industrial serta ketentuan yang diatur dalam PKB.
Pemberitahuan terkait Perubahan Operasional Notification of Significant Operational Changes
Signifikan
Selain penyelesaian perselisihan hubungan industrial, Perseroan In addition to resolving industrial relations disputes, the Company
juga mengantisipasi potensi perubahan operasional yang also anticipates significant operational changes, such as plant
signifikan, seperti penutupan pabrik atau kondisi serupa. Dalam closures or similar conditions. In such situations, the Company
situasi tersebut, Perseroan melakukan komunikasi dua arah engages in two-way communication with labor unions to convey
dengan serikat pekerja untuk menyampaikan rencana perubahan planned changes that may impact employees.
yang berdampak terhadap karyawan.
Pemberitahuan atas perubahan operasional tersebut Notification of such operational changes is provided at least
disampaikan paling lambat 4 minggu sebelum pelaksanaan, four weeks prior to implementation, as part of the Company’s
sebagai bentuk transparansi dan upaya menjaga hubungan commitment to transparency and maintaining harmonious
industrial yang kondusif. industrial relations.
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KESELAMATAN DAN KESEHATAN KERJA
Occupational Health and Safety
“Setiap aktivitas operasional di KS Group berangkat dari satu prinsip utama:
memastikan setiap karyawan dapat bekerja dengan aman dan kembali ke rumah dengan
selamat. Dalam industri baja yang berisiko tinggi, komitmen terhadap Keselamatan
dan Kesehatan Kerja (K3) menjadi bagian dari budaya perusahaan yang kami jalankan
secara konsisten.”
“Every operational activity at KS Group is grounded in one fundamental principle: ensuring that every
employee can perform their duties safely and return home safely. In a high-risk steel industry environment, our
commitment to Occupational Health and Safety (OHS) has become an integral part of the corporate culture that
we consistently uphold.”
KS Group menargetkan pencapaian zero fatality dan zero Pada tahun 2025, KS Group mencatatkan kinerja
accident sebagai indikator keberhasilan penerapan K3. keselamatan kerja yang sangat baik dengan nihil
kecelakaan kerja fatal (zero fatality) serta tidak adanya
KS Group targets the achievement of zero fatality kejadian yang mengakibatkan kehilangan hari kerja (Lost
and zero accident as key indicators of the successful Time Injury) di seluruh area operasional.
implementation of OHS.
In 2025, KS Group recorded excellent occupational safety
performance, with zero fatality and no incidents resulting
in Lost Time Injury (LTI) across all operational areas.
Pendekatan Manajemen [GRI 3-3] [OJK F.21] Management Approach [GRI 3-3] [OJK F.21]
Sebagai perusahaan yang beroperasi di industri baja dengan tingkat As a company operating in the high-risk steel industry, KS Group
risiko tinggi, KS Group menempatkan Keselamatan dan Kesehatan places Occupational Health and Safety (OHS) as a top priority in
Kerja (K3) sebagai prioritas utama dalam memastikan keberlanjutan ensuring operational sustainability. We believe that protecting
operasional. Kami meyakini bahwa perlindungan terhadap tenaga our workforce is not only a legal obligation but also a reflection of
kerja bukan hanya kewajiban hukum, tetapi juga bagian dari respect for human rights and a foundation for achieving reliable
penghormatan terhadap hak asasi manusia serta fondasi dalam and sustainable operational performance.
menciptakan kinerja operasional yang andal dan berkelanjutan.
Pendekatan pengelolaan K3 dilakukan secara sistematis melalui Our OHS management approach is implemented systematically
penerapan sistem manajemen, penguatan budaya keselamatan through the application of management systems, the
(safety culture), serta pengendalian risiko. Hal ini bertujuan untuk: strengthening of safety culture, and effective risk control. These
efforts aim to:
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• Mencegah kecelakaan kerja dan penyakit akibat kerja (PAK), • Prevent workplace accidents and occupational diseases,
• Melindungi seluruh tenaga kerja, kontraktor, dan pemangku • Protect all employees, contractors, and stakeholders, and
kepentingan,
• Memastikan kondisi kerja yang aman, sehat, dan produktif. • Ensure safe, healthy, and productive working conditions.
Untuk memastikan implementasi pendekatan tersebut berjalan To ensure the effective implementation of this approach, KS
efektif, KS Group memperkuat tata kelola dan sistem manajemen Group strengthens its OHS governance and management system
K3 yang terstruktur di seluruh lini operasional. across all operational lines.
Tata Kelola dan Sistem Manajemen K3 [GRI 403-1] OHS Governance and Management System [GRI 403-1]
KS Group menerapkan tata kelola Keselamatan dan Kesehatan KS Group implements structured OHS governance as an integral
Kerja (K3) secara terstruktur sebagai bagian dari sistem manajemen part of its corporate management system. Responsibility for OHS
perusahaan. Tanggung jawab atas implementasi K3 berada pada implementation rests with the Board of Directors as the highest
Direksi sebagai pemegang akuntabilitas tertinggi, yang memastikan accountable body, ensuring that OHS policies, strategies, and
bahwa kebijakan, strategi, serta pengendalian risiko K3 dijalankan risk controls are consistently applied across all operations.
secara konsisten di seluruh lini operasional.
Dalam pelaksanaannya, KS Group didukung oleh organisasi In practice, KS Group is supported by the Occupational Health
Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3) yang and Safety Committee (P2K3), which has been formally endorsed
telah disahkan oleh Dinas Ketenagakerjaan, serta unit kerja by the Manpower Office, as well as the Health, Safety, and
Health, Safety, and Environment (HSE Department) yang berperan Environment (HSE) Department, which serves as the primary
sebagai koordinator utama dalam perencanaan, implementasi, coordinator for planning, implementation, monitoring, and
pemantauan, dan evaluasi program K3. Struktur ini memungkinkan evaluation of OHS programs. This structure enables OHS
pengelolaan K3 dilakukan secara sistematis, terukur, dan selaras management to be carried out systematically, measurably, and
dengan kompleksitas risiko di industri baja. in alignment with the complexity of risks inherent in the steel
industry.
Sistem manajemen K3 di KS Group mengacu pada standar nasional The OHS management system at KS Group refers to both national
dan internasional, antara lain Peraturan Pemerintah No. 50 Tahun and international standards, including Government Regulation
2012 tentang SMK3, Sistem Manajemen Keselamatan Pertambangan No. 50 of 2012 on SMK3, the Mining Safety Management System
(SMKP), serta ISO 45001. Penerapan standar tersebut memastikan (SMKP), and ISO 45001. The implementation of these standards
bahwa seluruh proses operasional telah dilengkapi dengan ensures that all operational processes are equipped with
mekanisme identifikasi bahaya, penilaian risiko, pengendalian hazard identification mechanisms, risk assessments, adequate
yang memadai, serta evaluasi secara menyeluruh untuk mencegah controls, and comprehensive evaluations to prevent workplace
terjadinya kecelakaan kerja dan penyakit akibat kerja. accidents and occupational diseases.
Sebagai bagian dari siklus manajemen, KS Group secara konsisten As part of the management cycle, KS Group consistently
melakukan perencanaan program K3 berbasis risiko, implementasi conducts risk-based OHS program planning, implements
prosedur dan instruksi kerja, pemantauan melalui audit dan procedures and work instructions, performs monitoring through
inspeksi rutin, serta evaluasi kinerja untuk memastikan efektivitas regular audits and inspections, and evaluates performance to
pengendalian yang telah diterapkan. Hasil evaluasi tersebut menjadi ensure the effectiveness of control measures. The results of
dasar dalam penyempurnaan kebijakan dan program K3 secara these evaluations serve as the basis for continuous improvement
menyeluruh. of OHS policies and programs.
Selain itu, kami juga mendorong keterlibatan aktif karyawan dalam In addition, we actively encourage employee participation in the
sistem manajemen K3, termasuk melalui partisipasi serikat pekerja OHS management system, including through the involvement of
dalam proses konsultasi, pengembangan, dan evaluasi kebijakan. labor unions in consultation, policy development, and evaluation
Pendekatan ini tidak hanya memperkuat budaya keselamatan di processes. This approach not only strengthens the safety culture
lingkungan kerja, tetapi juga memastikan bahwa setiap karyawan but also ensures that every employee plays a role in maintaining
memiliki peran dalam menjaga keselamatan operasional dan operational safety and a safe and healthy work environment.
lingkungan kerja yang aman dan sehat.
Dengan tata kelola dan sistem manajemen yang terintegrasi Through this integrated governance and management system,
tersebut, kami berupaya memastikan bahwa pengelolaan K3 tidak we strive to ensure that OHS management is not only a matter
hanya bersifat kepatuhan terhadap regulasi, tetapi juga menjadi of regulatory compliance but also a key driver of operational
bagian dari keunggulan operasional dan keberlanjutan bisnis KS excellence and business sustainability.
Group.
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Tugas dan Tanggung Jawab P2K3
P2K3 Duties and Responsibilities
P2K3 memiliki peran penting dalam mendukung implementasi K3 di lingkungan kerja sebagai bagian dari struktur tata kelola K3. Tugas
dan tanggung jawab P2K3 berdasarkan Peraturan Menteri Ketenagakerjaan No. PER-04/MEN/1987 meliputi:
1. Memberikan saran dan pertimbangan baik diminta maupun tidak kepada manajemen
mengenai masalah K3.
2. Membantu Direksi menyusun kebijakan manajemen dan pedoman kerja dalam rangka
meningkatkan keselamatan kerja, higiene perusahaan, kesehatan kerja, ergonomi dan
gizi tenaga kerja,
3. Mencegah dan mengurangi terjadinya kecelakaan kerja, kebakaran, ledakan, keracunan,
penyakit akibat kerja serta pencemaran lingkungan dalam rangka melancarkan jalannya
proses produksi sehingga akan meningkatkan efisiensi dan produktivitas kerja.
4. Membuat laporan kerja tahunan dan menyampaikan laporan kegiatan P2K3 setiap
3 (tiga) bulan kepada Dinas Tenaga Kerja dan Transmigrasi Provinsi Banten.
P2K3 plays a critical role in supporting the implementation of OHS within the workplace as part of the OHS governance structure.
The duties and responsibilities of P2K3, based on Minister of Manpower Regulation No. PER-04/MEN/1987, include:
1. Providing advice and recommendations to management on OHS matters, whether requested or not.
2. Assisting the Board of Directors in formulating management policies and work guidelines to improve workplace safety,
industrial hygiene, occupational health, ergonomics, and workforce nutrition.
3. Preventing and reducing workplace accidents, fires, explosions, poisoning, occupational diseases, and environmental
pollution in order to support smooth production processes and enhance efficiency and productivity.
4. Preparing annual work reports and submitting quarterly activity reports to the Manpower and Transmigration Office of
Banten Province.
Identifikasi Bahaya, Pengendalian Risiko, dan Hazard Identification, Risk Control, and Incident
Investigasi Insiden [GRI 403-2] Investigation [GRI 403-2]
Implementasi sistem manajemen K3 diwujudkan melalui proses The implementation of the OHS management system is realized
identifikasi bahaya, pengendalian risiko, dan investigasi insiden yang through systematic hazard identification, risk control, and
dilakukan secara sistematis. KS Group menerapkan pendekatan incident investigation processes. KS Group applies the Hazard
pengelolaan risiko K3 melalui metode Hazard Identification, Risk Identification, Risk Assessment, and Determining Control
Assessment, and Determining Control (HIRADC). Pendekatan ini (HIRADC) method to identify potential hazards across all
digunakan untuk mengidentifikasi potensi bahaya di seluruh operational activities, assess their risk levels, and determine
aktivitas operasional, menilai tingkat risikonya, serta menetapkan appropriate control measures based on the hierarchy of control
langkah pengendalian yang tepat sesuai dengan prinsip hierarchy of principles.
control.
Proses tersebut dilakukan secara konsisten dalam setiap tahapan This process is consistently carried out at every stage of
operasional, mulai dari perencanaan hingga evaluasi. Risiko utama operations, from planning to evaluation. Key risks identified
yang teridentifikasi antara lain paparan debu, penggunaan mesin include exposure to dust, machinery and materials, heat,
dan material, paparan panas, kebisingan, serta bahan kimia. Untuk noise, and hazardous substances. To manage these risks, we
mengendalikan risiko tersebut, kami mengedepankan rekayasa prioritize engineering controls, strengthened work procedures,
teknik, penguatan prosedur kerja, pengaturan administratif, serta administrative measures, and the use of appropriate personal
penggunaan alat pelindung diri yang sesuai. protective equipment.
Setiap insiden yang terjadi dianalisis secara menyeluruh untuk Every incident is thoroughly analyzed to identify root causes and
mengidentifikasi akar penyebab dan memastikan tindakan korektif ensure that corrective and preventive actions are effectively
dan preventif dapat diterapkan secara efektif, sehingga risiko implemented, thereby minimizing the likelihood of recurrence.
kejadian serupa dapat diminimalkan di masa mendatang.
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PROSES IDENTIFIKASI BAHAYA, PENILAIAN RISIKO, OHS HAZARD IDENTIFICATION, RISK ASSESSMENT,
DAN INVESTIGASI INSIDEN DI KS GROUP AND INCIDENT INVESTIGATION PROCESS
Persiapan Penilaian Risiko HIRADC Implementasi & Tinjauan Dokumentasi
Preparation HIRADC Risk Assessment Implementation & Overview Documentation
• Membentuk tim dan komite • Identifikasi bahaya • Persetujuan manajemen Pencatatan dan histori
K3 • Penilaian risiko • Mengkomunikasikan bahaya dan implementasi HIRADC dan
• Penugasan dan penentuan • Langkah-langkah metode pengendaliannya melalui pencapaian kinerja K3
proses kerja tim komite K3 pengendalian risiko (hirarki forum K3, safety briefing, morning
• Mengumpulkan informasi pengendalian) meetings, dan lain-lain
yang relevan. • OTP (Objective, Target, • Implementasikan langkah-langkah
Program) pengenian
• Audit dan inspeksi rutin
• Meninjau ulang HIRADC secara
berkala
• Establishing OHS teams and • Hazard identification • Management approval Recording and maintaining
committees • Risk assessment • Communicating hazards and control documentation of HIRADC
• Assigning roles and defining • Risk control measures measures through OHS forums, implementation and OHS
work processes (hierarchy of control) safety briefings, morning meetings, performance
• Collecting relevant • OTP (Objective, Target, and others
information Program) • Implementing control measures
• Conducting regular audits and
inspections
• Periodically reviewing HIRADC
Melalui proses tersebut, KS Group memperoleh gambaran Through this process, KS Group obtains a comprehensive
menyeluruh atas potensi bahaya yang perlu dikelola secara prioritas. understanding of priority hazards that must be effectively
managed.
JENIS PEKERJAAN BERISIKO TINGGI YANG BERPOTENSI HIGH-RISK JOB TYPES WITH POTENTIAL
MENYEBABKAN PAK OCCUPATIONAL DISEASES
Persiapan Penilaian Risiko HIRADC
Preparation HIRADC Risk Assessment
Analisa di laboratorium menggunakan bahan • Rekayasa teknik melalui pemasangan exhaust dan fume hood, pengkondisian suhu
kimia ruang dan kelembapan
• Rekayasa Administrasi melalui SOP/WI, batasan waktu paparan dan pengaturan
istirahat, penjadwalan analisa, dan pemberian extra fooding
• Penggunaan APD seperti mask, goggles, gloves, apron/jas lab, safety shoes/ boots, dan
hair cap
Laboratory analysis involving chemical • Engineering controls through the installation of exhaust systems and fume hoods, as
substances well as temperature and humidity control
• Administrative controls through SOP/Work Instructions, exposure time limitations,
rest period arrangements, scheduling of analysis activities, and provision of additional
nutrition
• Use of personal protective equipment (PPE) such as masks, goggles, gloves, lab coats/
aprons, safety shoes/boots, and hair caps
Bekerja di area yang terpapar tekanan panas • Isolasi dengan penyediaan ruang netral dan ruang istirahat ber-AC
• Rekayasa Administrasi dengan SOP/WI, batasan waktu paparan dan pengaturan
istirahat serta kecukupan air minum, pembagian jadwal, dan program aklimatisasi bagi
karyawan
• Penggunaan APD seperti baju anti panas/apron & kapucon, gloves, safety helmet, safety
shoes, dan goggles
Working in high heat exposure areas • Isolation through the provision of neutral zones and air-conditioned rest areas
• Administrative controls through SOP/Work Instructions, exposure time limitations,
rest period arrangements, adequate hydration, work scheduling, and employee
acclimatization programs
• Use of PPE such as heat-resistant clothing/aprons and hoods, gloves, safety helmets,
safety shoes, and goggles
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Persiapan Penilaian Risiko HIRADC
Preparation HIRADC Risk Assessment
Bekerja di area kebisingan • Isolasi dengan ruang khusus bagi mesin bising & batasan akses area tidak boleh
dimasuki kecuali oleh operator bertugas
• Rekayasa administrasi melalui SOP/WI dan batasan waktu paparan
• Penggunaan APD seperti ear muff/ear plug, safety helmet, safety shoes
Working in high-noise areas • Isolation through designated enclosures for noisy machinery and restricted access
limited to authorized operators
• Administrative controls through SOP/Work Instructions and exposure time limitations
• Use of PPE such as ear muffs/ear plugs, safety helmets, and safety shoes
Bekerja di area tank farm (paparan bahan • Rekayasa administrasi melalui SOP/WI, batasan waktu paparan dan pengaturan
kimia) istirahat, pemberian extra fooding
• Penggunaan APD seperti safety shoes, safety helmet, mask, goggles, gloves, gas
detector, HT
Working in tank farm areas (chemical • Administrative controls through SOP/Work Instructions, exposure time limitations, rest
exposure) period arrangements, and provision of additional nutrition
• Use of PPE such as safety shoes, safety helmets, masks, goggles, gloves, gas detectors,
and handheld radios (HT)
Dari hasil identifikasi bahaya, penilaian risiko, serta pemantauan dan Based on hazard identification, risk assessment, as well as
tindak lanjut yang dilakukan oleh tim K3 di setiap area operasional, monitoring and follow-up conducted by the OHS team across
kami telah mengklasifikasikan potensi bahaya dan risiko K3 yang operational areas, we have classified the most significant OHS
paling tinggi sepanjang tahun 2025, yang mencakup hal-hal berikut: hazards and risks in 2025 as follows:
Sumber Insiden K3 Dampak Lengkah Mitigasi
Sources of OHS Incidents Impact Mitigation Measures
Debu Luka pada mata, gangguan 1. Sosialisasi penegakkan disiplin K3
Pernapasan 2. Penggunaan APD seperti goggles, masker, gloves, safety
shoes dan safety helmet
Dust Eye injuries and respiratory disorders 1. Enforcement and awareness of OHS discipline
2. Use of personal protective equipment (PPE) such as
goggles, masks, gloves, safety shoes, and safety helmets
Mesin/Material Tergores atau tersayat alat kerja 1. Rekayasa teknik tool yang membantu pekerjaan untuk
mengurangi risiko
2. Sosialisasi penegakkan disiplin K3
3. Penggunaan APD seperti gloves, safety shoes dan safety
helmet
Machinery/Materials Scratches or cuts from work 1. Engineering controls through the use of tools designed to
equipment reduce operational risks
2. Enforcement and awareness of OHS discipline
3. Use of PPE such as gloves, safety shoes, and safety helmet
Layanan Kesehatan Kerja [GRI 403-3] Occupational Health Services [GRI 403-3]
Selain pengendalian risiko keselamatan kerja, KS Group juga In addition to managing occupational safety risks, KS Group
memperkuat aspek kesehatan kerja sebagai bagian integral dari also strengthens occupational health as an integral part of
perlindungan tenaga kerja. Kami menyediakan berbagai layanan workforce protection. We provide comprehensive occupational
kesehatan kerja sebagai bagian dari upaya menjaga kondisi fisik health services to maintain the physical and mental well-being of
dan mental tenaga kerja tetap optimal. Layanan ini didukung oleh our workforce. These services are supported by on-site clinics
fasilitas klinik di area operasional yang dilengkapi tenaga medis across operational areas, equipped with professional medical
profesional, serta program pemeriksaan kesehatan berkala yang personnel, as well as periodic medical examinations tailored to
disesuaikan dengan risiko pekerjaan masing-masing. job-specific risks.
Untuk memastikan kesiapsiagaan dalam penanganan kondisi To ensure emergency preparedness, we provide Occupational
darurat, kami juga menyediakan pos Unit Kesehatan Kerja (UKK) dan Health Units (UKK) and 24-hour ambulance services to deliver
layanan ambulans yang siaga 24 jam untuk memberikan penanganan prompt and appropriate first aid response. Supporting
medis pertama secara cepat dan tepat. Fasilitas pendukung lainnya, facilities such as shelters and first aid kits are also available
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seperti shelter dan kotak P3K, tersedia di berbagai titik operasional across operational areas to ensure immediate access to initial
guna memastikan akses pertolongan pertama dapat dilakukan treatment. Furthermore, KS Group collaborates with hospitals to
secara segera. Selain itu, KS Group menjalin kerja sama dengan provide advanced medical services and professional emergency
rumah sakit untuk memberikan layanan kesehatan lanjutan serta care.
penanganan gawat darurat secara profesional.
Pemeriksaan kesehatan tidak hanya bertujuan untuk mendeteksi Medical examinations are conducted not only to detect potential
dini potensi penyakit akibat kerja, tetapi juga menjadi dasar dalam occupational diseases at an early stage, but also to serve as
merancang langkah pencegahan yang lebih tepat sasaran. Selain a basis for designing more targeted preventive measures.
itu, kami memberikan perlindungan kesehatan melalui program In addition, we provide health protection through insurance
asuransi bagi karyawan dan keluarga yang terdaftar. programs for employees and their registered family members.
Peningkatan Kualitas Kesehatan Karyawan [GRI 403-6] Improving Employees’ Health Quality [GRI 403-6]
Sejalan dengan upaya perlindungan kesehatan, KS Group In line with our commitment to health protection, KS Group
mengembangkan berbagai inisiatif untuk meningkatkan kualitas continues to develop initiatives aimed at improving employees’
kesehatan karyawan. Kami berkomitmen untuk meningkatkan health quality through a comprehensive approach covering
kualitas kesehatan karyawan melalui pendekatan yang protection, prevention, and health promotion. These efforts
komprehensif, yang mencakup aspek perlindungan, pencegahan, reflect our responsibility to ensure employee well-being while
serta promosi gaya hidup sehat di lingkungan kerja. Upaya ini supporting sustainable productivity.
dilakukan sebagai bagian dari tanggung jawab perusahaan dalam
memastikan kesejahteraan tenaga kerja sekaligus mendukung
produktivitas kerja.
Dari sisi perlindungan, KS Group menyediakan berbagai manfaat From a protection perspective, KS Group provides various
kesehatan dan kesejahteraan yang diatur dalam Perjanjian Kerja health and welfare benefits regulated under the Collective Labor
Bersama (PKB), termasuk asuransi jiwa, layanan kesehatan, Agreement (CLA), including life insurance, healthcare services,
tunjangan disabilitas, serta hak cuti melahirkan bagi karyawan disability benefits, and maternity leave for permanent employees.
tetap. Selain itu, seluruh karyawan juga memperoleh perlindungan In addition, all employees are covered under the national health
melalui keanggotaan BPJS Kesehatan sebagai bagian dari jaminan insurance program (BPJS Kesehatan).
kesehatan nasional.
Kami juga memastikan ketersediaan layanan kesehatan kerja yang We also ensure the availability of adequate occupational health
memadai melalui klinik yang tersebar di setiap lokasi operasional dan services through clinics located across operational areas
didukung oleh tenaga medis profesional. Pemeriksaan kesehatan and supported by professional medical personnel. Regular
rutin dilakukan untuk memantau kondisi kesehatan karyawan yang health check-ups are conducted to monitor employees’ health
selanjutnya menjadi dasar dalam penguatan program pencegahan conditions and serve as a basis for strengthening occupational
penyakit akibat kerja. Program Medical Check Up (MCU) dilaksanakan disease prevention programs. Medical Check-Ups (MCU) are
baik pada tahap awal penerimaan karyawan maupun secara berkala conducted both during pre-employment and periodically
selama masa kerja, dengan penentuan jenis pemeriksaan yang throughout employment, with examination types tailored to job-
disesuaikan berdasarkan risiko pekerjaan di masing-masing unit. related risks. The results are used to develop more targeted and
Hasil pemeriksaan tersebut menjadi dasar dalam penyusunan effective preventive measures.
langkah-langkah pencegahan yang lebih tepat dan efektif.
Selain aspek kuratif dan preventif, KS Group juga mendorong Beyond curative and preventive efforts, KS Group also promotes
peningkatan kualitas kesehatan melalui berbagai program promotif employee well-being through various initiatives aimed at
yang bertujuan menciptakan keseimbangan antara pekerjaan fostering work-life balance. These include health programs such
dan kehidupan pribadi. Inisiatif ini antara lain diwujudkan melalui as vaccinations and routine activities under the TGIF (Thank
program kesehatan seperti vaksinasi, serta kegiatan rutin dalam God It’s Friday) program, which encourages participation in non-
program TGIF (Thanks God It’s Friday) yang mengajak karyawan work-related activities such as sports, 5R initiatives, voluntary
untuk berpartisipasi dalam aktivitas non-pekerjaan seperti olahraga, activities, and knowledge sharing. This program is designed
kegiatan 5R, voluntary hours, dan sharing knowledge. Program ini to enhance physical fitness, mental well-being, and social
diharapkan dapat meningkatkan kebugaran fisik, kesehatan mental, interaction in the workplace.
serta memperkuat interaksi sosial di lingkungan kerja.
Melalui pendekatan tersebut, kami berupaya menciptakan Through this comprehensive approach, we strive to create a
lingkungan kerja yang tidak hanya aman, tetapi juga mendukung work environment that is not only safe but also supports the
kualitas hidup karyawan secara menyeluruh. overall quality of life of our employees.
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Partisipasi, Konsultasi, dan Komunikasi [GRI 403-4] Participation, Consultation, and Communication
[GRI 403-4]
KS Group mendorong partisipasi aktif seluruh karyawan dalam KS Group encourages active participation from all employees in
penerapan K3 sebagai bagian dari penguatan budaya keselamatan the implementation of OHS as part of strengthening the safety
di lingkungan kerja. Keterlibatan ini diwujudkan melalui forum culture within the workplace. This involvement is facilitated
komunikasi K3, safety briefing, serta mekanisme pengaduan yang through OHS communication forums, safety briefings, and
memungkinkan karyawan menyampaikan aspirasi maupun potensi grievance mechanisms that enable employees to openly express
risiko secara terbuka. concerns and report potential risks.
Untuk meningkatkan kompetensi, KS Group menyelenggarakan To enhance competency, KS Group organizes various OHS training
berbagai program pelatihan dan sertifikasi K3, baik yang bersifat and certification programs, both general and job-specific, based
umum maupun khusus sesuai dengan tingkat risiko pekerjaan. on risk levels. These programs cover basic safety awareness,
Pelatihan tersebut mencakup aspek keselamatan dasar, pertolongan first aid, fire prevention, and professional OHS certification.
pertama, penanggulangan kebakaran, hingga sertifikasi profesi K3.
Melalui pendekatan ini, kami memastikan bahwa setiap karyawan Through this approach, we ensure that every employee not only
tidak hanya memahami prosedur keselamatan, tetapi juga memiliki understands safety procedures but also has the awareness
kesadaran dan kemampuan untuk berkontribusi dalam menciptakan and capability to contribute to a safe and healthy working
kondisi kerja yang aman dan sehat. environment.
Pelatihan K3 [GRI 403-5]
OHS Training
KS Group memberikan berbagai pelatihan terkait K3 untuk meningkatkan pemahaman dan kesadaran karyawan agar senantiasa
mematuhi kaidah keselamatan dalam melakukan pekerjaannya. Pelatihan K3 terdiri dari pelatihan sertifikasi wajib dan non
sertifikasi. Pelatihan K3 dikoordinasikan oleh Departemen HSE dan wajib diikuti oleh semua yang berada di lingkungan KS
Group. Beberapa sosialisasi dan pelatihan yang telah dilaksanakan pada tahun 2025 antara lain:
1. Sertifikasi dan Resertifikasi Ahli K3 Umum, Ahli K3 Lingkungan Kerja, Petugas P3K
2. Sertifikasi Auditor SMK3, Petugas Pengambil Contoh (PPC) Air, Petugas Pengambil Contoh Uji Udara, Penanggung Jawab
Operasional Pengolahan Air Limbah, Penanggung Jawab Pengendalian Pencemaran Air
3. Pelatihan Life Cycle Assessment, Estimasi Ketidakpastian Pengukuran Berdasarkan SNI ISO/IEC 17025:2017
4. Sosialisasi Sistem Manajemen Keselamatan dan Kesehatan Kerja
5. Awareness Basic Occupational Health and Safety, Basic First Aid, Basic Fire Fighting.
KS Group provides various OHS training programs to enhance
employees’ understanding and awareness of safety practices in
carrying out their work. OHS training consists of both mandatory
certification and non-certification programs and is coordinated by
the HSE Department. Participation is mandatory for all personnel
within KS Group.
Training and awareness programs conducted in 2025 include:
1. Certification and recertification of General OHS Experts,
Workplace OHS Experts, and First Aid Officers
2. Certification of SMK3 Auditors, Water Sampling Officers, Air
Sampling Officers, Wastewater Treatment Operators, and Water
Pollution Control Officers
3. Training on Life Cycle Assessment and Measurement
Uncertainty Estimation based on SNI ISO/IEC 17025:2017
4. Socialization of Occupational Health and Safety Management
Systems
5. Awareness of basic OHS, basic first aid, and basic firefighting training
Kinerja Keselamatan Kerja [GRI 403-9] Occupational Safety Performance [GRI 403-9]
Sepanjang tahun 2025, kami mencatatkan kinerja keselamatan kerja Throughout 2025, KS Group recorded positive occupational
yang positif dengan tidak adanya kecelakaan kerja fatal maupun safety performance, with zero fatal accidents and no incidents
kejadian yang mengakibatkan kehilangan hari kerja. Insiden yang resulting in lost workdays. Incidents that occurred were limited
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terjadi terbatas pada kategori ringan dan telah ditangani sesuai to minor cases and were handled in accordance with established
prosedur yang berlaku. procedures.
Pencapaian ini mencerminkan efektivitas penerapan sistem This achievement reflects the effectiveness of our OHS
manajemen K3 serta meningkatnya kesadaran dan disiplin seluruh management system and the increasing awareness and discipline
karyawan dalam mematuhi standar keselamatan. Meskipun of employees in complying with safety standards. Nevertheless,
demikian, setiap insiden tetap menjadi bahan evaluasi untuk every incident continues to serve as an evaluation point to
memperkuat langkah pencegahan dan meningkatkan kualitas further strengthen preventive measures and improve risk control
pengendalian risiko secara berkelanjutan. on an ongoing basis.
Data Kecelakaan Kerja yang Tercatat di KS Group Tahun Recorded Occupational Accident Data of KS Group In
2025 2025
Kategori dan Jumlah
Category and Total
Jenis Kecelakaan Menghilangkan Hari Kerja
Type of Accidents Ringan Sedang 2x24 Jam Kematian
Light Medium Lost Time Accident 2x24 Fatality
Hours
Kecelakaan Kerja 1 Nihil Nihil Nihil
Work Accident Nil Nil Nil
Lalu Lintas 3 Nihil Nihil Nihil
Traffic Nil Nil Nil
Kerusakan Properti Nihil Nihil Nihil Nihil
Property Damage Nil Nil Nil Nil
Behind Zero Fatality
Menjaga Nol Kecelakaan Fatal
Pencapaian zero fatality pada tahun 2025 merupakan hasil
dari konsistensi penerapan budaya keselamatan di seluruh lini
operasional KS Group. Keberhasilan ini tidak hanya didukung
oleh sistem dan prosedur yang kuat, tetapi juga oleh disiplin dan
kesadaran setiap karyawan dalam menjalankan standar K3 secara
konsisten.
Melalui safety briefing rutin, penerapan prosedur kerja yang ketat,
penggunaan alat pelindung diri, serta pengawasan dan evaluasi
berkelanjutan, kami memastikan bahwa setiap potensi risiko dapat
dikendalikan sejak dini. Lebih dari itu, budaya saling mengingatkan
antar karyawan menjadi fondasi penting dalam menjaga lingkungan
kerja tetap aman.
Bagi kami, zero fatality bukan sekadar capaian kinerja, tetapi merupakan komitmen bersama untuk memastikan setiap karyawan
dapat kembali ke rumah dengan selamat.
The achievement of zero fatality in 2025 reflects the consistent implementation of a safety culture across all operational
lines of KS Group. This accomplishment is supported not only by robust systems and procedures, but also by the discipline
and awareness of every employee in consistently adhering to OHS standards. Through regular safety briefings, strict work
procedures, the use of personal protective equipment, as well as continuous supervision and evaluation, we ensure that
potential risks are identified and controlled at an early stage. More importantly, a culture of mutual care and awareness among
e,ployees serves as a key foundation in maintaining a safe working environment.
For us, zero fatality is not merely a performance achievement, but a shared commitment to ensuring that every employee
returns home safely.
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Pencegahan Cedera dan Penyakit Akibat Kerja Injury and Occupational Disease Prevention [GRI 403-7]
[GRI 403-7]
KS Group terus melakukan upaya pencegahan terhadap cedera KS Group continuously implements preventive measures against
dan penyakit akibat kerja melalui pengelolaan risiko pada aktivitas injuries and occupational diseases by managing risks in high-
dengan tingkat paparan tinggi, seperti pekerjaan di area panas, exposure activities, such as work in hot environments, high-
kebisingan, bahan kimia, dan laboratorium. Pendekatan yang noise areas, chemical handling, and laboratory operations. Our
dilakukan mencakup rekayasa teknik untuk mengurangi paparan, approach includes engineering controls to reduce exposure,
pengaturan administratif seperti pembatasan waktu kerja dan administrative controls such as work time limitations and
pengaturan istirahat, serta penggunaan alat pelindung diri yang rest arrangements, as well as the use of personal protective
sesuai dengan karakteristik risiko. equipment tailored to specific risk characteristics.
Secara berkala, kami melakukan pemantauan kondisi lingkungan We also conduct regular monitoring of workplace conditions and
kerja dan kesehatan tenaga kerja guna memastikan bahwa setiap employees’ health to ensure that potential risks are identified
potensi risiko dapat diidentifikasi dan ditangani sejak dini. and addressed at an early stage.
Kami juga memastikan bahwa kontraktor dan tamu yang memasuki In addition, we ensure that contractors and visitors entering
area operasional telah mendapatkan pemahaman terkait aspek operational areas receive adequate understanding of safety
keselamatan dan kesehatan melalui program safety induction. and health aspects through safety induction programs. This
Pendekatan ini dilakukan sebagai bagian dari upaya kami untuk approach is part of our effort to minimize risks and ensure that
meminimalkan risiko dan memastikan bahwa seluruh pihak yang all individuals within the workplace understand and comply with
berada di lingkungan kerja memahami standar keselamatan yang applicable safety standards.
berlaku.
Safety for Everyone
Keselamatan untuk Setiap Individu di Area Operasional
KS Group memastikan bahwa setiap individu yang berada di lingkungan operasional, termasuk kontraktor dan pihak eksternal,
memahami dan mematuhi standar keselamatan yang berlaku. Hal ini didukung melalui penerapan prosedur dan work instruction
K3 yang terstruktur, serta pengawasan oleh tenaga kerja yang memiliki sertifikasi ahli di bidang K3.
Untuk memperkuat pengendalian risiko, kami menerapkan berbagai standar keselamatan, mulai dari penggunaan alat pelindung
diri, pemasangan rambu K3, hingga sistem Lock Out Tag Out (LOTO) dalam pengamanan peralatan. Selain itu, instalasi proteksi
kebakaran dan fasilitas kedaruratan juga disediakan untuk memastikan kesiapsiagaan dalam menghadapi situasi darurat.
Melalui pendekatan ini, kami berupaya menciptakan lingkungan kerja yang aman dan terkendali bagi setiap orang yang
beraktivitas di area operasional.
KS Group ensures that every individual within operational areas, including contractors and external parties, understands and
complies with applicable safety standards. This is supported by the implementation of structured OHS procedures and work
instructions, as well as supervision by certified OHS professionals.
To strengthen risk control, we implement various safety measures, including the use of personal protective equipment,
installation of safety signage, and the application of the Lock Out Tag Out (LOTO) system for equipment safety. In addition,
fire protection systems and emergency facilities are in place to ensure preparedness in emergency situations. Through this
approach, we strive to create a safe and controlled environment for everyone operating within our facilities.
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Sistem Pelaporan dan Tindak Lanjut Insiden Incident Reporting and Follow-Up System [GRI 403-2]
[GRI 403-2] [GRI 403-9] [GRI 403-9]
Untuk melengkapi upaya pencegahan, KS Group menerapkan To complement our preventive efforts, KS Group implements a
sistem pelaporan insiden yang transparan dan terintegrasi sebagai transparent and integrated incident reporting system as part
bagian dari upaya penguatan tata kelola K3. Setiap kejadian of strengthening OHS governance. Every incident is reported,
dilaporkan, diinvestigasi, dan dianalisis untuk mengidentifikasi investigated, and analyzed to identify its root causes, which then
akar penyebabnya, yang kemudian menjadi dasar dalam penetapan serve as the basis for determining corrective and preventive
tindakan korektif dan preventif. actions.
Proses ini dilengkapi dengan pemantauan terhadap implementasi This process is supported by continuous monitoring of
perbaikan untuk memastikan efektivitasnya, serta penerapan sanksi improvement implementation to ensure its effectiveness, as
terhadap pelanggaran prosedur sebagai bentuk penegakan disiplin. well as the enforcement of sanctions for procedural violations as
Dengan pendekatan ini, kami memastikan bahwa setiap insiden part of maintaining discipline. Through this approach, we ensure
menjadi pembelajaran untuk meningkatkan standar keselamatan that every incident becomes a valuable learning opportunity to
secara berkelanjutan. continuously enhance safety standards.
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KINERJA SOSIAL
Community Development
“Menghadirkan dampak nyata melalui pemberdayaan
masyarakat, penguatan ekonomi lokal, dan pelestarian
lingkungan secara berkelanjutan.”
“Delivering tangible impact through community empowerment, strengthening
local economies, and sustainable environmental stewardship.”
Rp
7,65 29.191 Rp
16,88
miliar | billion pohon | trees miliar | billion
Realisasi biaya TJSL tahun 2025 Jumlah pohon ditanam pada Jumlah pembiayaan untuk 3.742
Realization of TJSL costs in tahun 2025 dan tercapai target 1 UMK binaan KS Group tahun
2025 juta pohon ditanam sejak tahun 2025.
2007 tersebar di DAS, danau, Total financing allocated for
dan kawasan industri. 3,742 MSE partners of KS Group
Total number of trees planted in 2025
in 2025, contributing to the
achievement of 1 million
trees planted since 2007
across watersheds, lakes, and
industrial areas.
PENGELOLAAN DAMPAK KOMUNITAS [GRI 3-3] COMMUNITY IMPACT MANAGEMENT [GRI 3-3]
Secara historis dan ekonomis, perkembangan Kota Cilegon Historically and economically, the development of Cilegon
tidak dapat dipisahkan dari keberadaan KS Group sejak tahun City cannot be separated from the presence of KS Group since
1970-an. KS Group berperan sebagai katalis utama transformasi the 1970s. KS Group has served as a key catalyst for regional
wilayah, mengubah Cilegon dari kawasan agraris menjadi pusat transformation, turning Cilegon from an agrarian area into one
industri berat terkemuka di Indonesia. Kota Cilegon kemudian of Indonesia’s leading heavy industrial centers. The city has
juga dikenal sebagai “Kota Baja,” mencerminkan kontribusi since been widely recognized as the “Steel City,” reflecting KS
signifikan KS Group terhadap pertumbuhan ekonomi regional, Group’s significant contribution to regional economic growth,
pembangunan infrastruktur, serta peningkatan aktivitas industri infrastructure development, and increased industrial activity.
di wilayah tersebut. Peran ini tidak hanya menciptakan nilai This role not only creates economic value but also entails inherent
ekonomi, tetapi juga membawa konsekuensi tanggung jawab social responsibilities toward the surrounding communities.
sosial yang melekat terhadap masyarakat sekitar.
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Selama lebih dari empat dekade, kegiatan operasional KS For more than four decades, KS Group’s operations have coexisted
Group berjalan berdampingan dengan kehidupan masyarakat. alongside local communities. These close interactions position
Interaksi yang intens tersebut menempatkan komunitas lokal local communities as key stakeholders with expectations
sebagai pemangku kepentingan utama yang memiliki ekspektasi regarding the Company’s contributions and impacts. Therefore,
terhadap kontribusi dan dampak kehadiran KS Group. Oleh we position ourselves as a development partner committed to
karena itu, kami menempatkan diri sebagai mitra pembangunan creating sustainable shared value.
yang berkomitmen untuk menciptakan nilai bersama (shared
value) secara berkelanjutan.
Sebagai wujud komitmen tersebut, KS Group As part of this commitment, KS Group implements its Corporate
mengimplementasikan program Tanggung Jawab Sosial dan Social and Environmental Responsibility (TJSL) programs
Lingkungan (TJSL) yang dirancang berdasarkan pemetaan based on social mapping and impact analysis. This approach
sosial (social mapping) dan analisis tingkat dampak. Pendekatan is realized through a zonation system (ring-based approach),
ini diwujudkan melalui sistem zonasi wilayah (ring) yang which classifies communities based on geographical proximity
mengelompokkan masyarakat berdasarkan kedekatan geografis and exposure to operational impacts, ranging from Ring 1 as the
dan tingkat paparan dampak operasional, mulai dari Ring 1 priority area to regions outside Banten Province.
sebagai wilayah prioritas hingga wilayah di luar Provinsi Banten.
Zona Wilayah Area/Lokasi
Regional Zone Area/Location
Ring 1 Kelurahan Samangraya, Warnasari, Kubangsari, Kebonsari, Citangkil, Tegalratu, Rawaarum, Grogol, Kotabumi,
Kotasari, Kebondalem, dan Ramanuju (12 Kelurahan)
The sub-districts of Samangraya, Warnasari, Kubangsari, Kebonsari, Citangkil, Tegalratu, Rawaarum, Grogol,
Kotabumi, Kotasari, Kebondalem, and Ramanuju (12 subdistricts)
Ring 2 Masyarakat di wilayah Kota Cilegon lainnya sebanyak 43 Kelurahan
The community in other areas of Cilegon City, which consists of 43 sub-districts
Ring 3 Masyarakat di wilyah Kabupaten Serang dan Pandeglang
Communities in the Serang and Pandeglang Regency areas
Ring 4 Masyarakat di wilayah Provinsi Banten (Lebak dan Tangerang)
The community in the Banten Province (Lebak and Tangerang)
Di luar ring Masyarakat di luar Provinsi Banten
Outside the rings Out of Province Residents
Pengelolaan program TJSL dilaksanakan oleh Community The implementation of TJSL programs is managed by the
Development Department yang bertanggung jawab dalam Community Development Department, which is responsible
memastikan perencanaan, pelaksanaan, serta evaluasi program for ensuring effective planning, execution, and evaluation of all
berjalan secara efektif dan tepat sasaran. Penentuan wilayah initiatives. The determination of program priorities and areas is
dan prioritas program dilakukan secara terstruktur dengan carried out systematically by considering operational locations,
mempertimbangkan aspek lokasi operasional, tingkat dampak environmental impact levels, socio-economic characteristics
lingkungan, karakteristik sosial ekonomi masyarakat, serta skala of communities, as well as the scale and complexity of business
dan kompleksitas kegiatan usaha. Pendekatan ini memastikan activities. This approach ensures that all TJSL initiatives create
bahwa seluruh inisiatif TJSL menciptakan nilai yang terukur, measurable, inclusive, and sustainable value for communities
inklusif, dan berkelanjutan bagi masyarakat di sekitar wilayah surrounding KS Group’s operational areas.
operasional KS Group.
Seiring dengan perkembangan praktik keberlanjutan, KS In line with evolving sustainability practices, KS Group
Group terus menyelaraskan pelaksanaan TJSL dengan Tujuan continuously aligns its TJSL implementation with the
Pembangunan Berkelanjutan (Sustainable Development Goals/ Sustainable Development Goals (SDGs), particularly those related
SDGs), khususnya yang berkaitan dengan pemberdayaan to community empowerment, poverty alleviation, improved
masyarakat, pengentasan kemiskinan, peningkatan akses access to education and healthcare, and the strengthening of
pendidikan dan kesehatan, serta penguatan ekonomi lokal. local economies.
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KETERLIBATAN DAN PENGEMBANGAN COMMUNITY ENGAGEMENT AND DEVELOPMENT
MASYARAKAT [GRI 413-1] [OJK F.23] [GRI 413-1] [OJK F.23]
Perencanaan dan Fokus Program TJSL TJSL Program Planning and Focus
Program TJSL KS Group dirancang secara terintegrasi melalui KS Group’s TJSL programs are designed in an integrated manner
Rencana Kerja dan Anggaran Perusahaan (RKAP) sebagai through the Company’s Work Plan and Budget (RKAP) as part of
bagian dari strategi keberlanjutan. Pada tahun 2025, program its sustainability strategy. In 2025, TJSL programs are focused
TJSL difokuskan pada lima bidang utama, yaitu pendidikan, on five main areas: education, environment, micro and small
lingkungan, pengembangan usaha mikro dan kecil (UMK), sosial, enterprise (MSE) development, social initiatives, and health.
serta kesehatan. Pendekatan tematik ini memastikan bahwa This thematic approach ensures that programs go beyond short-
program tidak hanya bersifat bantuan jangka pendek, tetapi juga term assistance and instead foster long-term capacity building,
mendorong peningkatan kapasitas, kemandirian, dan kualitas independence, and improved quality of life for communities.
hidup masyarakat secara berkelanjutan.
FOKUS PROGRAM TJSL 2025 KS GROUP
KS Group’s 2025 CSR Program Focus
PENGEMBANGAN UMK
PENDIDIKAN LINGKUNGAN SOSIAL KESEHATAN
Micro and Small
Education Environment Social Health
Businesses Development
• Beasiswa | Scholarship • Bantuan rumah layak huni • Pembinaan UMKM | MSME • Bantuan sembako | Basic • Bantuan pengobatan dam
• Bantuan sarana dan | Housing improvement development and capacity food assistance pemeriksaan kesehatan |
prasarana pendidikan | assistance (liveable housing) building • Bantuan daging kurban | Medical treatment and health
Provision of education • Penanaman pohon | Tree • Pemodalan bergulir UMK | Kurban meat distribution check-up assistance
facilities and infrastructure planting Revolving fund financing for • Bantuan makanan bergizi | • Bantuan BPJS Kesehatan |
• Pelatihan | Training programs • Bantuan sarana dan MSMEs Nutritious meal program BPJS Health support
prasarana air bersih | • Perintisan usaha disabilitas • Bantuan kursi roda |
Provision of clean water | Disability entrepreneurship Provision of wheelchairs
facilities and infrastructure initiatives
• Bantuan jembatan gantung | • Perintisan agrobisnis |
Construction of suspension Agribusiness development
bridges initiatives
Klasifikasi Program TJSL 2025 dan Keterkaitan SDGs TJSL Program Classification 2025 and SDG Alignment
Sejalan dengan fokus program TJSL yang telah ditetapkan In line with the TJSL program focus established in the RKAP,
dalam RKAP, KS Group selanjutnya mengelompokkan berbagai KS Group further organizes its initiatives into a more structured
inisiatif tersebut ke dalam klasifikasi yang lebih terstruktur classification to support more effective program management
untuk mendukung pengelolaan dan pengukuran dampak yang and impact measurement. This classification provides a clear
lebih efektif. Pengelompokan ini memberikan kerangka yang framework for assessing each program’s contribution to broader
jelas dalam melihat kontribusi setiap program terhadap tujuan development objectives.
pembangunan yang lebih luas.
Dalam implementasinya, setiap kelompok program tersebut In implementation, each program category is mapped to the
dipetakan dengan Tujuan Pembangunan Berkelanjutan relevant Sustainable Development Goals (SDGs). This alignment
(SDGs) yang relevan. Penyelarasan ini memastikan bahwa ensures that TJSL initiatives not only deliver direct benefits to
pelaksanaan TJSL tidak hanya memberikan manfaat langsung communities but also contribute systematically and measurably
bagi masyarakat, tetapi juga berkontribusi terhadap agenda to the broader sustainable development agenda.
pembangunan berkelanjutan secara sistematis dan terukur.
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Program SDGs Terkait
Programs Related SDGs
Pendidikan dan Peningkatan Kapasitas SDM
Fokus: akses pendidikan, peningkatan kompetensi, dan literasi masa depan
Program: Pemberian beasiswa dan santunan pendidikan, KS Group Mengajar, Pelatihan
teknologi (AutoCAD, coding, TIK), Pelatihan bagi tunakarya, Peningkatan kualitas pendidikan
vokasi, Perpustakaan keliling, Bantuan sarana dan prasarana pendidikan
Education and Human Capital Development
Focus: access to education, competency enhancement, and future literacy
Programs: Scholarships and educational assistance, KS Group Teaching, Technology training
(AutoCAD, coding, ICT), Training for disadvantaged groups, Improvement of vocational
education quality, Mobile library services, Educational facilities and infrastructure support
Pengembangan Ekonomi Lokal dan UMK (PUMK)
Fokus: pemberdayaan ekonomi, kemandirian usaha, dan integrasi ke rantai pasok
Program: Pembinaan dan dukungan UMK, Bazaar UMK, Sertifikasi halal, UMK disabilitas,
Dukungan UMK lainnya, Pertanian hidroponik (green house)
Local Economic Development and MSMEs (PUMK)
Focus: economic empowerment, business independence, and supply chain integration
Programs: MSE development and support, MSE bazaars, Halal certification,MSEs for persons
with disabilities, Other MSE support programs, Hydroponic farming (greenhouse)
Infrastruktur Sosial dan Community Development
Fokus: peningkatan kualitas hidup melalui pembangunan fasilitas dasar
Program: Pembangunan/renovasi rumah layak huni, Pembangunan dan renovasi rumah
ibadah, Bantuan jembatan gantung, Pembangunan fasilitas umum (taman, olahraga, dll),
Sarana dan prasarana air bersih, Mudik gratis dan posko mudik
Social Infrastructure and Community Development
Focus: improving quality of life through basic infrastructure development
Programs: Construction/renovation of livable housing, Construction and renovation of places
of worship, Suspension bridge assistance, Development of public facilities (parks, sports
facilities, etc.), Clean water facilities and infrastructure, Free homecoming (mudik) program
and support posts
Lingkungan dan Konservasi
Fokus: perlindungan ekosistem, pengelolaan sumber daya alam, dan mitigasi dampak
Program: Penanaman dan pemeliharaan pohon, Penanaman mangrove, Normalisasi sungai,
Pengelolaan sampah
Environment and Conservation
Focus: ecosystem protection, natural resource management, and impact mitigation
Programs: Tree planting and maintenance, Mangrove planting, River normalization, Waste
management
Sosial dan Kemanusiaan
Fokus: bantuan langsung, ketahanan sosial, dan respons terhadap kebutuhan masyarakat
Program: Sembako murah dan bantuan sembako. Santunan yatim & dhuafa, Daging kurban,
Bantuan bencana alam, Bakti sosial lainnya
Social and Humanitarian Programs
Focus: direct assistance, social resilience, and community response
Programs: Affordable staple food programs and aid distribution, Support for orphans and
underprivileged communities, Qurban meat distribution, Disaster relief assistance, Other
social initiatives
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Kesehatan dan Kesejahteraan
Fokus: peningkatan akses layanan kesehatan dan kualitas hidup masyarakat
Program: BPJS Kesehatan (PBI),Pencegahan stunting, Donor darah, Posyandu, Khitanan
massal, Bantuan kursi roda dan layanan kesehatan lainnya
Health and Well-being
Focus: improving access to healthcare services and quality of life
Programs: National Health Insurance (BPJS) contribution assistance, Stunting prevention
programs, Blood donation, Community health services (posyandu), Mass circumcision
programs, Wheelchair assistance and other healthcare support
Budaya dan Sosial Kemasyarakatan
Fokus: pelestarian budaya dan penguatan kohesi sosial
Program: Kegiatan seni dan budaya
Culture and Social Cohesion
Focus: cultural preservation and strengthening social cohesion
Program: Arts and cultural activities
IMPLEMENTASI PROGRAM DAN DAMPAK NYATA PROGRAM IMPLEMENTATION AND TANGIBLE
IMPACT
Sepanjang tahun 2025, KS Group menjalankan berbagai program Throughout 2025, KS Group implemented various TJSL
Tanggung Jawab Sosial dan Lingkungan (TJSL) yang memberikan initiatives that delivered direct benefits to communities. One
manfaat langsung bagi masyarakat. Salah satu inisiatif utama of the key programs was the construction of two suspension
adalah pembangunan dua jembatan gantung di Kabupaten bridges in Lebak Regency, Banten, providing safer and more
Lebak, Banten, yang kini memberikan akses lebih aman dan efficient access for approximately ±1,350 households to support
efisien bagi sekitar ±1.350 kepala keluarga untuk menjalankan their economic activities, education, and healthcare access.
aktivitas ekonomi, pendidikan, dan layanan kesehatan.
Di bidang lingkungan, KS Group menanam 29.191 pohon di In the environmental sector, KS Group planted 29,191 trees in
kawasan strategis seperti DAS Cidanau dan wilayah konservasi, strategic areas such as the Cidanau watershed and conservation
sebagai bagian dari upaya pelestarian ekosistem dan mitigasi zones, contributing to ecosystem preservation and climate
perubahan iklim. Sementara itu, program pendidikan melalui change mitigation. In the education sector, scholarship
pemberian beasiswa serta berbagai pelatihan, termasuk bagi programs and various training initiatives, including those for
penyandang disabilitas, turut mendorong peningkatan kapasitas persons with disabilities, helped enhance community capacity
dan kemandirian masyarakat. and independence.
Berbagai inisiatif lainnya, seperti pembangunan rumah layak Other initiatives, including the construction of livable housing,
huni, pengembangan pertanian hidroponik, bantuan sosial, serta hydroponic farming development, social assistance, and
dukungan layanan kesehatan, semakin memperkuat kontribusi healthcare support, further strengthened KS Group’s contribution
KS Group dalam meningkatkan kualitas hidup masyarakat secara to improving the quality of life in a sustainable manner.
berkelanjutan.
Sejalan dengan upaya tersebut, melalui Program Pendanaan Complementing these efforts, through the Micro and Small
Usaha Mikro dan Kecil (PUMK), KS Group membina 70 mitra UMK Enterprise Funding Program (PUMK), KS Group supported 70 MSE
serta menyalurkan pembiayaan sebesar Rp16,88 miliar. Program partners and disbursed financing amounting to Rp16.88 billion.
ini tidak hanya memperluas akses permodalan, tetapi juga This program not only expands access to capital but also drives
mendorong transformasi UMK agar lebih mandiri, berdaya saing, the transformation of MSEs into more independent, competitive,
dan terintegrasi dalam ekosistem ekonomi lokal. and integrated participants within the local economic ecosystem.
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MEWUJUDKAN HUNIAN LAYAK, MEMBANGUN PROVIDING LIVABLE HOMES, BUILDING NEW
HARAPAN BARU - PROGRAM BEDAH RUMAH KS HOPE - KS GROUP’S HOME RENOVATION PROGRAM
GROUP
Sebagai salah satu bentuk perhatian terhadap kualitas hidup As part of its commitment to improving the quality of life of
masyarakat di sekitar wilayah operasional, KS Group terus communities surrounding its operational areas, KS Group
menjalankan program Bedah Rumah atau pembangunan continues to implement its Home Renovation Program, aimed
rumah layak huni bagi masyarakat prasejahtera. Program ini at providing decent housing for underprivileged families. This
tidak hanya berfokus pada perbaikan fisik bangunan, tetapi program goes beyond physical improvements, serving as a
juga menjadi upaya nyata dalam menghadirkan kehidupan tangible effort to create healthier, safer, and more dignified
yang lebih sehat, aman, dan bermartabat bagi penerima living conditions for its beneficiaries.
manfaat.
Pada tahun 2025, KS Group melalui PT KSI, yang bekerja In 2025, KS Group through PT KSI, in collaboration with the
sama dengan Komando Distrik Militer (Kodim) 0623 Cilegon District Military Command (Kodim) 0623 Cilegon, completed
merealisasikan pembangunan 6 unit rumah layak huni bagi the construction of 6 livable housing units for residents
masyarakat di Kecamatan Anyer, Kabupaten Serang. Rumah- in Anyer Subdistrict, Serang Regency. Houses that were
rumah yang sebelumnya berada dalam kondisi tidak layak previously in poor condition, affected by structural damage
karena mengalami kerusakan struktural seperti retakan dan such as cracks and roof leaks, have been transformed into
kebocoran, telah direnovasi menjadi hunian yang memenuhi homes that meet basic standards of safety, health, and
standar kelayakan dasar, baik dari aspek kesehatan, comfort. Over the past three years, KS Group has delivered a
keamanan, maupun kenyamanan. Dalam 3 tahun terakhir, total of 108 livable homes to communities in Cilegon.
KS Group sudah menyerahkan 108 rumah layak huni kepada
masyarakat Cilegon.
Program ini memberikan dampak langsung yang signifikan This program has generated a meaningful and direct impact
bagi penerima manfaat. Dengan hunian yang lebih layak, on beneficiaries. With improved living conditions, families are
masyarakat dapat menjalani kehidupan sehari-hari dengan able to carry out their daily activities in a healthier and more
lebih sehat dan nyaman. Kami meyakini bahwa hunian yang comfortable environment. We believe that access to proper
layak merupakan fondasi penting dalam meningkatkan housing is a fundamental foundation for enhancing well-being
kesejahteraan serta membuka peluang kehidupan yang lebih and creating better opportunities for the future.
baik di masa depan.
“Alhamdulillah… saya sangat bersyukur mendapat bantuan ini. Rumah saya sekarang
jauh lebih layak dan nyaman untuk ditinggali bersama keluarga.”
“Alhamdulillah… I am very grateful for this support. My home is now much more livable and comfortable for
my family.”
Bapak Rida, Penerima Manfaat dari Desa Kosambironyok
Mr. Rida, Beneficiary from Kosambironyok Village
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BERBAGI KEBERKAHAN - PENYALURAN HEWAN KURBAN KS GROUP
Sharing Blessings - Ks Group’s Qurban Distribution Program
Suasana Idul Adha selalu membawa makna kebersamaan dan
kepedulian. Di Kota Cilegon, momen tersebut kembali dirasakan
oleh ribuan masyarakat ketika KS Group menyalurkan bantuan
hewan kurban.
Pada tahun 2025, KS Group menyerahkan 189 hewan kurban
yang terdiri dari 45 ekor sapi dan 144 ekor kambing dengan
total nilai sekitar Rp2 miliar. Hewan kurban tersebut disembelih
dan didistribusikan kepada masyarakat di 8 kecamatan dan 43
kelurahan di Kota Cilegon, menjangkau ribuan penerima manfaat.
Bagi masyarakat, program ini memiliki makna yang lebih dari
sekadar distribusi bantuan. Di tengah kondisi ekonomi yang beragam, tidak semua keluarga memiliki kesempatan untuk
menikmati daging kurban setiap tahun. Kehadiran program ini menjadi momen yang dinantikan sekaligus menghadirkan
kebahagiaan tersendiri.
Selain memberikan manfaat langsung bagi masyarakat, program ini juga membawa dampak ekonomi melalui pemberdayaan
peternak lokal yang dilibatkan dalam penyediaan hewan kurban. Di sisi lain, pelaksanaannya turut memperkuat sinergi antara
KS Group, pemerintah daerah, serta masyarakat dalam membangun hubungan yang harmonis dan berkelanjutan.
The celebration of Eid al-Adha always carries the spirit of togetherness and compassion. In Cilegon City, this meaningful
moment was once again felt by thousands of residents as KS Group distributed qurban animals to the community.
In 2025, KS Group provided 189 qurban animals, consisting of 45 cattle and 144 goats, with a total value of approximately Rp2
billion. The animals were slaughtered and distributed across 8 districts and 43 sub-districts in Cilegon, reaching thousands of
beneficiaries.
For the community, this program represents more than just assistance. Amid varying economic conditions, not every family
has the opportunity to enjoy qurban meat each year. The presence of this initiative brings not only relief but also a sense of joy
and inclusion during a meaningful religious celebration.
Beyond its direct social impact, the program also contributes to the local economy by engaging local farmers in the procurement
of qurban animals. At the same time, it strengthens collaboration between KS Group, local government, and the community,
fostering harmonious and sustainable relationships.
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MENGHUBUNGKAN YANG TERPISAH, CONNECTING THE DISCONNECTED, MOVING LIVES
MENGGERAKKAN KEHIDUPAN – JEMBATAN DESA FORWARD - VILLAGE BRIDGES BY KS GROUP
DARI KS GROUP
Bagi sebagian masyarakat di pelosok negeri, jembatan adalah For many communities in remote areas, a bridge is more than
penghubung kehidupan. Ketika akses terputus, bukan hanya infrastructure. It is a lifeline. When access is cut off, not only
perjalanan yang terhenti, tetapi juga aktivitas ekonomi, does mobility stop, but economic activities, education, and
pendidikan, hingga layanan kesehatan. healthcare services are also disrupted.
Di tengah tantangan tersebut, KS Group hadir mengambil Amid these challenges, KS Group stepped in with a tangible
peran nyata melalui pembangunan dan perbaikan dua solution through the construction and rehabilitation of two
jembatan desa, jembatan Cimandiri dan Jembatan Citorek, village bridges, Cimandiri Bridge and Citorek Bridge, in line
sejalan dengan semangat pembangunan nasional untuk with the national aspiration to extend infrastructure access
menghadirkan akses hingga ke titik terjauh kehidupan to even the most remote communities.
masyarakat.
Di Desa Cimandiri, sekitar 178 kilometer dari Kota Cilegon, In Cimandiri Village, located approximately 178 kilometers
masyarakat sempat menghadapi kondisi yang sulit ketika from Cilegon City, residents faced severe difficulties when
jembatan utama yang menghubungkan desa mengalami the main connecting bridge became structurally unsafe and
kerusakan parah hingga tidak dapat digunakan. Akses menuju unusable. Access to schools, farms, markets, and healthcare
sekolah, ladang, pasar, hingga fasilitas kesehatan terputus facilities was completely cut off. Residents were forced to
total. Warga terpaksa memutar lebih dari lima kilometer, take detours of more than five kilometers, and during heavy
bahkan menghentikan aktivitas saat musim hujan karena rains, activities often came to a halt as the river became
sungai tidak dapat dilintasi dengan aman. impossible to cross safely.
KS Group bersama masyarakat membangun jembatan baru Together with the community, KS Group constructed a
dengan bentang 35 meter dan lebar 1,2 meter. Pembangunan new bridge spanning 35 meters in length and 1.2 meters in
ini bukan tanpa tantangan. Kontur tanah yang kompleks, width. The project involved significant technical challenges,
kebutuhan fondasi yang kuat, serta pemasangan struktur including complex soil conditions, the need for strong
penyangga berdiameter besar menjadikan proyek ini foundational structures, and the installation of large-
memiliki tingkat kesulitan teknis yang tinggi. Meski demikian, diameter support components. Despite these complexities,
pembangunan terus berjalan dan selesai pada akhir tahun construction progressed steadily and was completed by the
2025, sehingga akses vital masyarakat dapat kembali pulih. end of 2025, restoring vital access for the community.
Berbeda dengan Cimandiri, tantangan di Desa Citorek Kidul In contrast, the challenge in Citorek Kidul and Citorek Tengah
dan Citorek Tengah adalah kondisi jembatan yang sudah lay in the deteriorated condition of an existing bridge that
sangat tidak layak, namun tetap digunakan setiap hari oleh remained in daily use despite being unsafe. The fragile
masyarakat. Jembatan kayu yang rapuh menjadi satu-satunya wooden structure served as the only crossing point for
jalur bagi warga, termasuk anak-anak sekolah dan para petani residents, including schoolchildren and farmers. Each step
untuk melintasi sungai. Setiap langkah di atas jembatan carrying considerable safety risks.
tersebut mengandung risiko keselamatan.
KS Group melakukan perbaikan menyeluruh terhadap KS Group carried out a comprehensive rehabilitation of the
jembatan ini. Dengan bentang 32 meter dan lebar 1,5 meter, bridge. With a span of 32 meters and a width of 1.5 meters,
pekerjaan mencakup penguatan fondasi, pemasangan the work included strengthening the foundation, installing
struktur utama, penggantian sling, hingga penambahan the main structure, replacing suspension components, and
elemen keselamatan. adding safety features.
Tingkat kerusakan yang ditemukan di lapangan membuat Due to the extent of the damage, the rehabilitation
proses perbaikan berkembang menjadi hampir setara dengan effectively became a near-complete reconstruction. The
pembangunan ulang. Namun hasilnya membawa perubahan results, however, have been transformative. Access is now
nyata. Kini akses menjadi lebih aman, mobilitas meningkat, significantly safer, mobility has improved, and local economic
dan aktivitas ekonomi kembali bergerak. activities have resumed.
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Program pembangunan dan perbaikan kedua jembatan ini Overall, the development and rehabilitation of these two
memberikan manfaat langsung bagi sekitar ±1.350 kepala bridges have directly benefited approximately ±1,350
keluarga, yang kini memiliki akses yang lebih aman, cepat, households, who now enjoy safer, faster, and more reliable
dan andal untuk menjalankan aktivitas sehari-hari. access for their daily activities.
“Sekarang kita udah nggak was-was lagi kalo
anak-anak sekolah nyebrang pas air sungai
lagi tinggi.”
“Now we no longer feel anxious when our children
cross the river, even when the water level is high.”
Uday
Warga Desa Cimandiri
Resident of Cimandiri Village
MENANAM HARI INI, MENJAGA KEHIDUPAN ESOK - PLANTING TODAY, SUSTAINING TOMORROW - KS
GERAKAN PENANAMAN POHON KS GROUP GROUP’S TREE PLANTING MOVEMENT
Bagi KS Group, menanam pohon bukan sekadar kegiatan For KS Group, tree planting is not merely a ceremonial activity.
seremonial, melainkan investasi jangka panjang untuk It is a long-term investment in environmental sustainability
menjaga keberlanjutan lingkungan dan kehidupan and community well-being. In industrial regions such as
masyarakat. Di wilayah industri seperti Kota Cilegon dan Cilegon and its surrounding areas, the availability of water
sekitarnya, keberadaan sumber daya air dan keseimbangan resources and ecological balance are essential foundations
ekosistem menjadi fondasi penting bagi keberlangsungan for both economic activity and social life.
aktivitas ekonomi maupun kehidupan sosial.
Dalam rangka memperingati ulang tahun ke-55, KS Group In commemoration of its 55th anniversary, KS Group,
bersama subholding, anak perusahaan, karyawan, serta together with its subholdings, subsidiaries, employees,
pemangku kepentingan melaksanakan gerakan bertajuk and stakeholders, launched a collaborative initiative titled
“Penanaman Menuju Satu Juta Pohon”. Inisiatif ini “Towards One Million Trees.” This movement was implemented
dilaksanakan secara kolaboratif di berbagai wilayah strategis, across various strategic locations, including the Cidanau and
termasuk di kawasan Daerah Aliran Sungai (DAS) Cidanau dan Cipasauran watersheds, the Rawa Danau Nature Reserve, and
Cipasauran, Cagar Alam Rawa Danau, serta kawasan industri industrial areas in Cilegon.
di Cilegon.
Sepanjang tahun 2025, KS Group telah merealisasikan Throughout 2025, KS Group planted 29,191 trees, contributing
penanaman sebanyak 29.191 pohon, sebagai bagian dari to a long-term commitment that has been ongoing since 2007.
komitmen jangka panjang yang telah dimulai sejak tahun 2007. The program focuses not only on the number of trees planted,
Program ini tidak hanya berfokus pada jumlah pohon yang but also on areas of high ecological importance, particularly
ditanam, tetapi juga pada lokasi yang memiliki nilai ekologis water catchment zones and upstream river regions.
tinggi, terutama kawasan resapan air dan hulu sungai.
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Salah satu titik penting pelaksanaan program ini adalah One of the key locations for this initiative is the Rawa Danau
kawasan Rawa Danau, yang merupakan satu-satunya area, the only major natural water source in Banten Province.
sumber air alami utama di Provinsi Banten. Pelestarian Preserving this ecosystem is crucial to ensuring sustainable
kawasan ini menjadi krusial untuk menjaga ketersediaan water availability for communities with growing needs. In
air bagi masyarakat yang terus meningkat kebutuhannya. this area, KS Group collaborated with multiple stakeholders,
Di wilayah ini, KS Group bersama berbagai pihak, termasuk including the Cidanau Watershed Communication Forum
Forum Komunikasi DAS Cidanau (FKDC) dan pemerintah (FKDC) and local government, to carry out tree planting as well
daerah, tidak hanya melakukan penanaman pohon, tetapi as the release of songbirds as part of a broader ecosystem
juga pelepasan burung kutilang sebagai bagian dari upaya restoration effort.
pemulihan ekosistem secara menyeluruh.
Upaya serupa juga dilakukan di hulu Sungai Cikalumpang, Similar initiatives were also implemented in the upstream area
Padarincang, Kabupaten Serang. Wilayah ini memiliki peran of the Cikalumpang River in Padarincang, Serang Regency, an
penting dalam menjaga keseimbangan hidrologi. Penanaman area that plays a vital role in maintaining hydrological balance.
di kawasan ini menjadi bagian dari strategi konservasi Tree planting in this region forms part of a landscape-based
berbasis lanskap yang bertujuan memperkuat daya dukung conservation strategy aimed at strengthening environmental
lingkungan terhadap aktivitas masyarakat dan industri. resilience in support of both community livelihoods and
industrial activities.
Momentum penting dalam perjalanan program ini ditandai A significant milestone in this journey was marked by the
dengan pencapaian penanaman satu juta pohon oleh salah achievement of one million trees planted, accomplished
satu entitas dalam KS Group, yang dirayakan di Waduk by one of KS Group’s entities and commemorated at Waduk
Krenceng pada Desember 2025. Pencapaian ini merupakan Krenceng in December 2025. This milestone reflects nearly
hasil dari upaya berkelanjutan selama hampir dua dekade, two decades of sustained effort, driven by cross-sector
yang dilaksanakan melalui kolaborasi lintas sektor. collaboration.
Jenis pohon yang ditanam, seperti trembesi dan mahoni,
dipilih karena kemampuannya dalam menyerap karbon, The selected tree species, such as trembesi and mahogany,
memperbaiki kualitas tanah, serta meningkatkan kapasitas were chosen for their ability to absorb carbon, improve soil
resapan air. Dengan demikian, program ini tidak hanya quality, and enhance water retention capacity. As such, this
berkontribusi terhadap penghijauan, tetapi juga mendukung initiative contributes not only to reforestation efforts, but also
mitigasi perubahan iklim dan penguatan ketahanan to climate change mitigation and environmental resilience.
lingkungan.
Melalui gerakan ini, KS Group menegaskan komitmennya Through this movement, KS Group reaffirms its commitment
dalam menjaga keseimbangan antara aktivitas industri to maintaining a balance between industrial growth and
dan kelestarian lingkungan. Setiap pohon yang ditanam environmental preservation. Each tree planted stands as a
menjadi simbol kontribusi nyata dalam memastikan bahwa tangible symbol of ensuring that today’s progress does not
pertumbuhan hari ini tidak mengorbankan keberlanjutan di come at the expense of tomorrow’s sustainability.
masa depan.
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PROGRAM PENGEMBANGAN SOSIAL DAN OTHER SOCIAL DEVELOPMENT AND COMMUNITY
PEMBERDAYAAN MASYARAKAT LAINNYA EMPOWERMENT PROGRAMS
Program-program TJSL yang berfokus pada peningkatan kualitas The TJSL programs implemented in 2025 that focus on
sumber daya manusia, pemberdayaan ekonomi masyarakat, serta improving human capital quality, empowering local communities,
dukungan terhadap kesejahteraan sosial di wilayah operasional and supporting social welfare in other operational areas are as
lainnya yang dilaksanakan tahun 2025 adalah sebagai berikut. follows.
PROGRAM BEASISWA
SCHOLARSHIP PROGRAM
KS Group memberikan beasiswa pendidikan tingkat sarjana
kepada 20 penerima manfaat sebagai bagian dari upaya
meningkatkan kualitas sumber daya manusia sekaligus
mendorong pemerataan akses pendidikan.
KS Group provided undergraduate scholarships to 20
beneficiaries as part of its efforts to improve human capital
quality and promote equitable access to education.
BANTUAN PERALATAN DAN PELATIHAN HYDROPONIC FARMING EQUIPMENT ASSISTANCE
PERTANIAN HIDROPONIK (GREENHOUSE) AND TRAINING (GREENHOUSE)
Program ini bertujuan untuk meningkatkan kapasitas santri This program aims to enhance the capacity of students (santri)
dalam mengembangkan pertanian berbasis teknologi modern in adopting modern, efficient agricultural practices. KS Group
yang lebih efisien dan produktif. KS Group memberikan provided the construction of one greenhouse unit at Pondok
bantuan pembangunan 1 unit greenhouse di Pondok Pesantren Amalul Ummah in Cilegon, involving approximately
Pesantren Amalul Ummah, Cilegon, yang melibatkan sekitar 200 students. Through this initiative, participants are
200 santri. Melalui program ini, diharapkan para santri expected to produce high-quality agricultural products with
mampu menghasilkan produk pertanian berkualitas dengan greater economic value..
nilai ekonomi yang lebih tinggi.
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PELATIHAN DAN PENGEMBANGAN UMKM TRAINING AND DEVELOPMENT FOR MSMES FOR
DISABILITAS PERSONS WITH DISABILITIES
KS Group juga menjalankan program pemberdayaan bagi KS Group also implemented an empowerment program for
penyandang disabilitas melalui pelatihan keterampilan persons with disabilities through sewing skills training.
menjahit. Program ini diikuti oleh 10 peserta di wilayah Cilegon The program involved 10 participants in Cilegon and aims
dan bertujuan untuk mendorong kemandirian ekonomi, to promote economic independence, create business
membuka peluang usaha, serta mengurangi ketergantungan opportunities, and reduce dependency
terhadap pihak lain.
BANTUAN SEMBAKO
BASIC NEEDS ASSISTANCE PROGRAM
Sebagai bentuk dukungan terhadap masyarakat pra-
sejahtera, KS Group menyalurkan bantuan kebutuhan pokok
kepada sekitar 3.966 penerima manfaat yang tersebar di Kota
Cilegon, Kabupaten Serang, serta masyarakat terdampak
bencana alam di wilayah Sumatera. Program ini bertujuan
untuk membantu meringankan beban ekonomi masyarakat
dalam memenuhi kebutuhan dasar.
As part of its support for underprivileged communities, KS
Group distributed basic necessities to approximately 3,966
beneficiaries across Cilegon City, Serang Regency, and
communities affected by natural disasters in Sumatra. This
program aims to help ease the economic burden of meeting
essential needs.
PROGRAM PENERIMA BANTUAN IURAN (PBI) BPJS CONTRIBUTION ASSISTANCE RECIPIENT (PBI)
KESEHATAN FOR NATIONAL HEALTH INSURANCE (BPJS
KESEHATAN)
Untuk mendukung akses layanan kesehatan, KS Group To support access to healthcare services, KS Group provided
memberikan bantuan iuran BPJS Kesehatan kepada 147 BPJS Kesehatan contribution assistance to 147 beneficiaries
penerima manfaat di Kecamatan Ciwandan, Kota Cilegon. in Ciwandan District, Cilegon. This program is intended to
Program ini ditujukan untuk memberikan perlindungan provide health protection for underprivileged communities in
kesehatan bagi masyarakat kurang mampu di sekitar wilayah the Company’s operational areas.
operasional.
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PROGRAM PENDANAAN USAHA MIKRO DAN MICRO AND SMALL ENTERPRISE FUNDING
KECIL (PUMK) (PUMK) PROGRAM
KS Group secara konsisten menjalankan Program Pendanaan KS Group consistently implements the Micro and Small Enterprise
Usaha Mikro dan Kecil (PUMK) sebagai bagian dari komitmen Funding (PUMK) Program as part of its commitment as a state-
BUMN untuk memperkuat ekonomi masyarakat. Program ini owned enterprise to strengthen the community’s economic
dirancang tidak hanya untuk memberikan akses permodalan, resilience. This program is designed not only to provide access
tetapi juga untuk mendorong transformasi UMK agar mampu to financing, but also to support the transformation of MSEs into
naik kelas menjadi pelaku usaha yang mandiri, berdaya saing, dan independent, competitive, and sustainable business actors.
berkelanjutan.
Pendekatan yang diterapkan bersifat komprehensif, mencakup The approach is comprehensive, encompassing capacity
pembinaan usaha (capacity building), pelatihan manajemen dan building, management and entrepreneurship training, as well as
kewirausahaan, serta pendampingan dalam proses sertifikasi, assistance in certification processes, including the Domestic
termasuk Tingkat Komponen Dalam Negeri (TKDN). Melalui Component Level (TKDN). Through this support, KS Group
pendampingan ini, KS Group membuka peluang bagi UMK untuk enables MSEs to integrate into broader industrial value chains,
dapat masuk ke dalam rantai pasok industri yang lebih besar, including opportunities to become suppliers within the steel
termasuk sebagai pemasok dalam ekosistem industri baja. industry ecosystem.
Selain itu, program ini juga mendorong digitalisasi UMK serta In addition, the program promotes digitalization and expands
memperluas akses pasar melalui berbagai inisiatif seperti market access through initiatives such as product bazaars and
bazaar produk dan penguatan jejaring usaha. Dengan demikian, business networking. This ensures that MSEs are not only able to
UMK tidak hanya bertahan, tetapi juga mampu berkembang dan survive, but also to grow and adapt to evolving market dynamics.
beradaptasi dengan dinamika pasar.
Secara kumulatif, hingga akhir tahun 2025, KS Group telah As of the end of 2025, KS Group has supported a total of 3,742
membina sebanyak 3.742 UMK, yang terdiri dari 2.618 mitra MSEs, consisting of 2,618 independently assisted partners
binaan mandiri dan 1.124 mitra binaan melalui kerja sama and 1,124 partners supported through external collaboration,
eksternal, khususnya dengan Bank BRI. UMK binaan tersebut particularly with Bank BRI. These MSEs operate across various
tersebar di berbagai sektor usaha, dengan dominasi pada sektor sectors, predominantly trade, industry, and services, reflecting
perdagangan, industri, dan jasa, yang mencerminkan peran their strategic role in driving local economic activity.
strategis UMK dalam menggerakkan perekonomian lokal.
Pada tahun 2025, program PUMK difokuskan pada pembinaan In 2025, the PUMK program focused on intensive development
intensif bagi 70 UMK terpilih, yang terdiri dari 60 mitra binaan for 70 selected MSEs, comprising 60 independent partners and
mandiri dan 10 mitra binaan melalui Bank BRI. Program ini 10 partners supported through Bank BRI. The program included
mencakup pelatihan, fasilitasi sertifikasi halal, serta penguatan training, halal certification facilitation, and market access
akses pasar melalui kegiatan promosi dan bazaar. strengthening through promotional activities and bazaars.
Dari sisi pembiayaan, penyaluran dana bergulir dilakukan melalui From a financing perspective, revolving funds were distributed
kerja sama dengan pihak eksternal, dengan total realisasi through external partnerships, with total disbursement reaching
mencapai Rp16,88 miliar. Penyaluran terbesar tercatat pada Rp16.88 billion. The largest allocation was directed to the trade
sektor perdagangan, diikuti oleh sektor jasa dan industri, yang sector, followed by services and industry, indicating strong
menunjukkan tingginya aktivitas dan kebutuhan pengembangan demand and growth potential in these sectors.
pada sektor-sektor tersebut.
Melalui program PUMK, KS Group tidak hanya memberikan Through PUMK, KS Group not only provides economic support
dukungan ekonomi, tetapi juga membangun ekosistem usaha but also fosters a more inclusive and sustainable business
yang lebih inklusif dan berkelanjutan. Inisiatif ini menjadi bagian ecosystem. This initiative plays a key role in generating indirect
penting dari upaya Perseroan dalam menciptakan dampak economic impact for communities while strengthening the
ekonomi tidak langsung yang signifikan bagi masyarakat, relationship between industry and local stakeholders.
sekaligus memperkuat hubungan antara industri dan komunitas
lokal.
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DAMPAK PROGRAM DAN KEPUASAN PROGRAM IMPACT AND COMMUNITY
MASYARAKAT [OJK F.24] [OJK F.25] SATISFACTION [OJK F.24] [OJK F.25]
Pelaksanaan program TJSL sepanjang tahun 2025 memberikan The implementation of TJSL programs throughout 2025 has
dampak yang terukur bagi masyarakat di sekitar wilayah delivered measurable impacts on communities surrounding KS
operasional. Hal ini tercermin dari umpan balik positif serta Group’s operational areas. This is reflected in positive feedback
meningkatnya tingkat kepuasan penerima manfaat terhadap and increasing levels of beneficiary satisfaction.
program yang dijalankan.
Berbagai manfaat yang dirasakan masyarakat mencakup Key benefits include improved knowledge and skills through
peningkatan pengetahuan dan keterampilan melalui program training programs, enhanced social, economic, and educational
pelatihan, perbaikan fasilitas sosial, ekonomi, dan pendidikan, facilities, and the creation of a cleaner and healthier environment.
serta terciptanya lingkungan yang lebih bersih dan sehat. Di Economic empowerment initiatives have also contributed to
sisi lain, inisiatif pemberdayaan ekonomi turut berkontribusi increased household income and strengthened community self-
terhadap peningkatan pendapatan masyarakat sekaligus reliance.
mendorong kemandirian komunitas dalam memenuhi kebutuhan
hidup secara berkelanjutan.
Tingkat penerimaan yang baik dari masyarakat juga tercermin The positive reception from the community is further reflected
dari tumbuhnya rasa kepemilikan dan kebanggaan terhadap in a growing sense of ownership and pride in TJSL programs.
program TJSL yang dilaksanakan. Hal ini menjadi indikator This serves as an important indicator of program effectiveness
penting atas efektivitas program dalam menciptakan nilai sosial in creating social value and strengthening harmonious
sekaligus memperkuat hubungan yang harmonis antara KS relationships, as part of maintaining the Company’s social
Group dan masyarakat, sebagai bagian dari upaya menjaga social license to operate.
license to operate.
Ke depan, KS Group terus melakukan evaluasi dan penyempurnaan Going forward, KS Group will continue to evaluate and enhance
pelaksanaan program dengan meningkatkan partisipasi program implementation by increasing community participation
masyarakat serta keterlibatan pemangku kepentingan. Kami and stakeholder engagement. Communities are positioned not
menempatkan masyarakat tidak hanya sebagai penerima merely as beneficiaries, but as strategic partners in the planning,
manfaat, tetapi sebagai mitra strategis dalam perencanaan, implementation, and sustainability of TJSL initiatives, ensuring
pelaksanaan, dan keberlanjutan program TJSL, sehingga that the resulting impact remains relevant, inclusive, and
manfaat yang dihasilkan dapat semakin relevan, inklusif, dan sustainable.
berkelanjutan.
Realisasi Program dan Kontribusi TJSL [OJK F.25] TJSL Program Realization and Contribution [OJK F.25]
KS Group merealisasikan anggaran program TJSL sebesar In 2025, KS Group realized a total TJSL program budget of
Rp7.650.533.158 sepanjang tahun 2025. Alokasi dana tersebut Rp7,650,533,158. The funds were allocated to support various
disalurkan untuk mendukung berbagai program yang telah programs designed based on community needs and regional
dirancang berdasarkan kebutuhan masyarakat dan prioritas development priorities.
wilayah pengembangan.
KS Group berkomitmen untuk memastikan bahwa setiap KS Group remains committed to ensuring that each program
program tidak hanya memberikan manfaat jangka pendek, tetapi delivers not only short-term benefits but also contributes
juga berkontribusi terhadap peningkatan kualitas hidup dan to long-term improvements in quality of life and community
kemandirian masyarakat secara berkelanjutan. independence.
DAMPAK OPERASIONAL TERHADAP MASYARAKAT OPERATIONAL IMPACT ON COMMUNITIES [GRI 413-2]
[GRI 413-2] [OJK F.23] [OJK F.23]
Kami menyadari bahwa kegiatan operasional industri baja dan We recognize that industrial and industrial estate operations
kawasan industri memiliki potensi dampak terhadap masyarakat, may generate both positive and negative impacts on surrounding
baik positif maupun negatif. Oleh karena itu, KS Group secara communities. Therefore, the Company regularly identifies and
berkala melakukan identifikasi dan evaluasi terhadap potensi evaluates potential social and environmental impacts arising
dampak sosial dan lingkungan yang timbul dari kegiatan from its operations.
operasional.
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Potensi dampak negatif utama antara lain berkaitan dengan Key potential negative impacts include emissions from energy
emisi dari penggunaan energi, pengelolaan limbah, kualitas use, waste management, air quality, noise, and land utilization,
udara, kebisingan, serta pemanfaatan lahan. Selain itu, terdapat as well as potential disturbances to community well-being if not
potensi gangguan terhadap kenyamanan masyarakat apabila properly managed.
tidak dikelola secara optimal.
Untuk mengelola risiko tersebut, kami memastikan bahwa setiap To mitigate these risks, we ensure that all operational
kegiatan operasional dan proyek dilengkapi dengan dokumen activities and projects are supported by Environmental Impact
Analisis Mengenai Dampak Lingkungan (AMDAL) yang mencakup Assessments (AMDAL) that include social aspects. The Company
aspek sosial, serta menerapkan berbagai langkah mitigasi seperti also implements mitigation measures such as emission control,
pengendalian emisi, pengelolaan limbah terpadu, efisiensi integrated waste management, efficient use of energy and
penggunaan energi dan air, serta pengendalian kebisingan. water, and noise control.
Di sisi lain, KS Group juga terus memperkuat dampak positif At the same time, KS Group continues to strengthen positive
melalui penciptaan lapangan kerja, pengembangan ekonomi impacts through job creation, local economic development, and
lokal, serta pelaksanaan program TJSL yang berkontribusi TJSL programs that contribute to improving community welfare.
terhadap peningkatan kesejahteraan masyarakat.
MEKANISME PENGADUAN MASYARAKAT COMMUNITY GRIEVANCE MECHANISM [OJK F.24]
[OJK F.24]
Sebagai bagian dari komitmen terhadap transparansi dan As part of its commitment to transparency and accountability,
akuntabilitas, KS Group menyediakan mekanisme pengaduan KS Group provides grievance mechanisms for communities to
bagi masyarakat untuk menyampaikan aspirasi, keluhan, maupun submit feedback, complaints, or suggestions related to social
masukan terkait dampak sosial dan lingkungan. and environmental impacts.
Secara rutin, kami melakukan pertemuan dengan tokoh
masyarakat, pemerintah daerah, dan pemangku kepentingan We regularly engage with community leaders, local governments,
lainnya untuk membahas isu-isu yang berkembang serta and other stakeholders to discuss emerging issues and develop
mencari solusi secara bersama. Selain itu, masyarakat dapat joint solutions. In addition, communities can submit grievances
menyampaikan pengaduan secara langsung melalui kantor directly through the Community Development office or via
Community Development maupun melalui kanal komunikasi available digital communication channels.
digital yang telah disediakan.
PT Krakatau Steel (Persero) Tbk
Jl. Industri No. 5 P.O. Box 14 Cilegon - Banten 42435
Tel. : 0254-392159, 392003 (hunting)
Fax. : 0254-372246, 395178
E-mail : corsec@krakatausteel.com
Website : www.krakatausteel.com
Sepanjang tahun 2025, tidak terdapat pengaduan yang berkaitan Throughout 2025, there were no reported grievances related
dengan pelanggaran terhadap hak-hak masyarakat adat atau to violations of the rights of indigenous peoples or local
komunitas lokal, yang mencerminkan efektivitas pengelolaan communities, reflecting the effectiveness of KS Group’s
hubungan dengan masyarakat. community engagement and relationship management.
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TANGGUNG JAWAB PRODUK
Product Responsibility
“KS Group memandang tanggung jawab produk sebagai bagian integral
dari komitmen keberlanjutan, dengan memastikan bahwa setiap produk
baja yang dihasilkan aman, andal, dan memenuhi standar kualitas global.
Melalui penerapan prinsip kehati-hatian, inovasi berkelanjutan, serta
penguatan hubungan dengan pelanggan, KS Group berupaya menciptakan
nilai jangka panjang sekaligus menjaga kepercayaan pasar terhadap
industri baja nasional.”
“KS Group views product responsibility as an integral part of its sustainability commitment by
ensuring that every steel product produced is safe, reliable, and meets global quality standards.
Through the application of prudence principles, continuous innovation, and strengthened
customer engagement, KS Group strives to create long-term value while maintaining market
trust in the national steel industry.”
KOMITMEN TERHADAP KUALITAS DAN COMMITMENT TO PRODUCT QUALITY AND
KEAMANAN PRODUK [OJK F.17] [OJK F.26] SAFETY [OJK F.17] [OJK F.26]
KS Group menempatkan kualitas, keamanan, dan keandalan KS Group places product quality, safety, and reliability as top
produk sebagai prioritas utama dalam seluruh proses bisnis. priorities across all business processes. This commitment is
Komitmen ini diwujudkan melalui penerapan standar sistem implemented through the adoption of integrated management
manajemen yang terintegrasi, mencakup ISO 9001:2015 system standards, including ISO 9001:2015 (Quality Management),
(Manajemen Mutu), ISO 14001:2015 (Lingkungan), ISO 45001:2018 ISO 14001:2015 (Environmental Management), ISO 45001:2018
(K3), ISO 37001:2017 (Anti Penyuapan), ISO 17025:2017 (Occupational Health and Safety), ISO 37001:2017 (Anti-Bribery),
(Laboratorium), serta SMK3. ISO 17025:2017 (Laboratory), as well as SMK3.
Seluruh produk baja yang dihasilkan telah memenuhi berbagai All steel products manufactured by KS Group comply with various
sertifikasi nasional dan internasional, antara lain SNI, JIS, BIS, national and international certifications, including SNI, JIS, BIS,
CE Marking, serta sertifikasi khusus seperti ABS, LR, dan BKI CE Marking, as well as specific certifications such as ABS, LR,
untuk pelat kapal. Hal ini memastikan bahwa produk KS Group and BKI for ship plates. This ensures that KS Group’s products
tidak hanya memenuhi standar domestik, tetapi juga mampu not only meet domestic standards but are also competitive in the
bersaing di pasar global dengan tingkat keamanan dan kualitas global market with high levels of quality and safety.
yang tinggi.
Selain itu, KS Group juga mampu memproduksi baja dengan In addition, KS Group is capable of producing customized steel
spesifikasi khusus sesuai kebutuhan pelanggan di berbagai products tailored to customer requirements across strategic
sektor strategis, seperti otomotif, minyak dan gas, pertahanan, sectors, such as automotive, oil and gas, defense, and heavy
dan alat berat. Pemenuhan spesifikasi ini dilakukan secara equipment. The fulfillment of these specifications is carried
menyeluruh sejak tahap pengadaan bahan baku hingga out comprehensively, from raw material procurement to final
pengiriman produk jadi, guna menjamin kesesuaian dengan product delivery, ensuring compliance with customer technical
standar teknis pelanggan. standards.
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BAJA NASIONAL, MUTU GLOBAL NATIONAL STEEL, GLOBAL QUALITY
Di tengah derasnya arus baja impor, KS Group terus Amid the influx of imported steel, KS Group continues to
menegaskan posisinya sebagai produsen baja nasional dengan reinforce its position as a national steel producer with global-
kualitas dan layanan berstandar global. Hal ini dibuktikan standard quality and services. This is demonstrated by its
melalui kepemilikan berbagai sertifikasi internasional serta extensive international certifications and its capability to
kemampuan memenuhi kebutuhan pelanggan di berbagai meet the complex requirements of customers across various
sektor industri dengan spesifikasi yang kompleks. industrial sectors.
Strategi peningkatan kualitas dilakukan secara menyeluruh, Quality enhancement strategies are implemented
mulai dari pemilihan bahan baku, pengendalian proses comprehensively, from raw material selection and production
produksi, hingga pengujian produk akhir. Dengan pendekatan process control to final product testing. Through this
ini, KS Group mampu memastikan bahwa setiap produk yang approach, KS Group ensures that every product consistently
dihasilkan memenuhi standar kualitas yang konsisten dan meets reliable quality standards.
dapat diandalkan.
Selain itu, KS Group juga terus meningkatkan kepercayaan Furthermore, KS Group continues to strengthen market trust
pasar melalui inovasi produk dan layanan yang berorientasi through product and service innovations that are aligned with
pada kebutuhan pelanggan. Kolaborasi dengan pelanggan customer needs. Collaboration with customers in product
dalam pengembangan produk menjadi salah satu kunci dalam development has become a key factor in maintaining product
menjaga relevansi dan daya saing produk di pasar. relevance and competitiveness in the market.
Dengan mengusung semangat “baja nasional mutu global”, By embracing the spirit of “national steel with global quality,”
KS Group tidak hanya berfokus pada pemenuhan kebutuhan KS Group not only focuses on meeting domestic demand
domestik, tetapi juga memperluas penetrasi ke pasar but also expands its presence in international markets with
internasional dengan produk yang kompetitif dan berkualitas competitive, high-quality products.
tinggi.
PROSES PRODUKSI YANG BERTANGGUNG JAWAB RESPONSIBLE PRODUCTION PROCESS AND
DAN PENGENDALIAN MUTU [OJK F.26] [OJK F.27] QUALITY CONTROL [OJK F.26] [OJK F.27]
KS Group menerapkan sistem produksi berbasis make-to- KS Group implements a make-to-order production system,
order, sehingga setiap produk yang dihasilkan telah disesuaikan ensuring that every product is tailored to customer-defined
dengan spesifikasi, dimensi, jumlah, serta jadwal pengiriman specifications, dimensions, quantities, and delivery schedules.
yang ditetapkan pelanggan. Dalam prosesnya, pengendalian Throughout the process, strict quality control is applied, starting
kualitas dilakukan secara ketat mulai dari inspeksi bahan baku, from raw material inspection, in-process monitoring, to final
pengawasan proses produksi, hingga pemeriksaan akhir sebelum inspection prior to delivery.
pengiriman.
Untuk menjaga integritas produk hingga diterima pelanggan, To maintain product integrity until it reaches the customer,
kami juga menerapkan standar pengemasan yang memastikan we also apply standardized packaging procedures to ensure
perlindungan produk selama proses distribusi. Hal ini menjadi adequate protection during distribution. This forms part of KS
bagian dari upaya untuk menjaga konsistensi mutu dan Group’s commitment to maintaining consistent product quality
meminimalkan potensi kerusakan selama pengiriman. and minimizing the risk of damage during delivery.
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Sejak tahun 2021, KS Group juga menjalankan program hilirisasi Since 2021, KS Group has also implemented a product
produk melalui pendekatan kolaboratif (sharing economy) dengan downstreaming program through a collaborative (sharing
mitra industri. Program ini bertujuan untuk meningkatkan nilai economy) approach with industrial partners. This initiative aims
tambah produk baja domestik sekaligus mendukung agenda to enhance the added value of domestic steel products while
hilirisasi nasional. supporting the national downstreaming agenda.
KOMITMEN KUALITAS UNTUK KETAHANAN QUALITY COMMITMENT FOR NATIONAL
INFRASTRUKTUR NASIONAL INFRASTRUCTURE RESILIENCE KS
KS Group memandang kualitas baja sebagai faktor krusial Group recognizes steel quality as a critical factor in ensuring
dalam mendukung ketahanan dan keselamatan infrastruktur the resilience and safety of national infrastructure. Therefore,
nasional. Oleh karena itu, KS Group secara konsisten the Company consistently ensures that every steel product
memastikan bahwa setiap produk baja yang digunakan dalam used in infrastructure projects meets high and proven quality
proyek infrastruktur memiliki standar kualitas yang tinggi dan standards.
teruji.
Kami juga terus meningkatkan sistem pengendalian mutu We continuously strengthen its quality control systems and
serta pengujian produk untuk memastikan bahwa produk product testing processes to ensure that its products meet
yang dihasilkan mampu memenuhi kebutuhan proyek-proyek the requirements of national strategic projects, including
strategis nasional, termasuk infrastruktur transportasi, transportation, energy, and construction infrastructure.
energi, dan konstruksi.
In this context, KS Group also emphasizes the importance
Dalam konteks ini, KS Group juga menegaskan pentingnya of using high-quality steel and firmly rejects the use of
penggunaan baja berkualitas dan menolak praktik penggunaan substandard steel products (commonly referred to as “baja
baja yang tidak memenuhi standar (sering disebut sebagai banci”). The circulation of such substandard steel poses a
“baja banci”). Peredaran “baja banci” merupakan ancaman serious risk, while it may appear cost-effective, it carries
serius. Baja ini mungkin murah di harga, tetapi mahal dalam significant safety hazards that could endanger lives and
risiko, mengancam nyawa dan keamanan aset. critical assets.
Edukasi kepada pemangku kepentingan menjadi bagian dari Stakeholder education remains an integral part of KS Group’s
upaya meningkatkan kesadaran akan pentingnya kualitas efforts to raise awareness of the importance of quality in
dalam pembangunan infrastruktur. infrastructure development.
“Kami siap menjadi mitra terpercaya dalam memberikan pendampingan teknis terkait
pilihan material baja berkualitas untuk mendukung pembangunan Indonesia yang
berkelanjutan.” “
We are ready to be a trusted partner in providing technical assistance in selecting high-quality steel
materials to support sustainable development in Indonesia.”
Dr. Muhamad Akbar
Direktur Utama PT Krakatau Steel (Persero) Tbk
President Director of PT Krakatau Steel (Persero) Tbk
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TRANSPARANSI INFORMASI PRODUK DAN AKSES PRODUCT INFORMATION TRANSPARENCY AND
PELANGGAN [OJK F.28] CUSTOMER ACCESS [OJK F.28]
KS Group memastikan bahwa pelanggan memperoleh informasi KS Group ensures that customers have access to complete,
yang lengkap, akurat, dan mudah diakses terkait produk yang accurate, and easily accessible information regarding its
ditawarkan. Informasi spesifikasi produk, metode pemesanan, products. Product specifications, ordering procedures, and
serta kontak layanan tersedia secara terbuka melalui situs web service contact details are made available transparently through
perusahaan dan didukung oleh tim penjualan yang kompeten. the Company’s website and supported by a competent sales
team.
Selain itu, kami menyediakan berbagai saluran komunikasi In addition, we provide various customer communication
pelanggan (customer access mechanism), seperti telepon, email, channels (customer access mechanisms), including telephone,
situs web, kunjungan langsung, hingga forum temu pelanggan. email, website, direct visits, and customer gathering forums.
Inisiatif ini juga didukung oleh sistem digital seperti KRASmart These initiatives are further supported by digital systems such
Connect, yang memungkinkan pelanggan memantau status as KRASmart Connect, which enable customers to monitor order
pesanan dan estimasi waktu pengiriman secara real-time. status and estimated time of arrival (ETA) in real time.
PENGELOLAAN KEPUASAN DAN PENGADUAN CUSTOMER SATISFACTION AND COMPLAINT
PELANGGAN [OJK F.29] MANAGEMENT [OJK F.29]
KS Group memiliki mekanisme terstruktur dalam menangani KS Group has established a structured mechanism for handling
keluhan dan klaim pelanggan melalui Customer Technical Service customer complaints and claims through the Customer Technical
Department. Penanganan dilakukan melalui evaluasi berkala Service Department. The handling process is conducted through
seperti Corrective Action Review (CAR), Quality & Claim Review, periodic evaluations, including Corrective Action Review (CAR),
Quality Council, serta Management Review. Quality & Claim Review, Quality Council, and Management Review.
Dalam hal terjadi klaim, kami melakukan investigasi secara In the event of a claim, we conduct a comprehensive
menyeluruh, baik internal (analisis produksi dan inspeksi) investigation, both internally (through production data analysis
maupun eksternal (pemeriksaan di lokasi pelanggan). Hasil and inspection results) and externally (through on-site inspection
investigasi menjadi dasar dalam menentukan tindak lanjut, at the customer’s premises). The findings serve as the basis
termasuk kompensasi atau penarikan produk apabila diperlukan. for determining follow-up actions, including compensation or
product recall where necessary.
Setiap klaim yang diterima akan ditindaklanjuti melalui forum All accepted claims are followed up through regular Quality
Quality Review secara berkala dan dapat menghasilkan tindakan Review forums and may result in corrective actions such as
korektif seperti Problem Identification and Corrective Action Problem Identification and Corrective Action (PICA) or Corrective
(PICA) atau Corrective Action Request (CAR). Pendekatan ini Action Request (CAR). This approach ensures continuous
memastikan adanya perbaikan berkelanjutan terhadap kualitas improvement in both product quality and production processes.
produk dan proses produksi.
Kami memastikan bahwa seluruh klaim yang diterima pada We ensure that all claims received in 2025 were handled in
tahun 2025 telah ditindaklanjuti sesuai prosedur yang berlaku. accordance with established procedures. In addition, there
Selain itu, tidak terdapat penarikan produk (recall) selama tahun were no product recalls during the reporting year, indicating the
pelaporan, yang menunjukkan efektivitas sistem pengendalian effectiveness of the quality control system implemented.
kualitas yang diterapkan.
PENGUKURAN KEPUASAN DAN LOYALITAS CUSTOMER SATISFACTION AND LOYALTY
PELANGGAN [OJK F.30] MEASUREMENT [OJK F.30]
Untuk memastikan kualitas layanan yang berkelanjutan, KS To ensure continuous service quality, KS Group regularly
Group secara rutin melakukan survei kepuasan pelanggan conducts customer satisfaction surveys through an independent
melalui lembaga independen. Penilaian dilakukan menggunakan institution. The assessment is carried out using key indicators,
indikator Customer Satisfaction Index (CSI), Customer Loyalty namely the Customer Satisfaction Index (CSI), Customer Loyalty
Index (CLI), dan Net Promoter Score (NPS). Index (CLI), and Net Promoter Score (NPS).
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Pada tahun 2025, KS Group mencatatkan kinerja kepuasan In 2025, KS Group recorded solid customer satisfaction
pelanggan yang solid dengan nilai Customer Satisfaction Index performance, with a Customer Satisfaction Index (CSI) score
(CSI) sebesar 5,00 (kategori puas). Pencapaian ini berada di atas of 5.00 (satisfied category). This achievement is higher than
kompetitor yang mencatatkan nilai 4,63, serta melampaui rata- competitors, who recorded a score of 4.63, and exceeds the
rata industri sebesar 4,82, yang menunjukkan keunggulan relatif industry average of 4.82, indicating KS Group’s relative strength
KS Group dalam menjaga kualitas layanan dan hubungan dengan in maintaining service quality and customer relationships.
pelanggan.
Secara lebih rinci, aspek dengan tingkat kepuasan tertinggi Specifically, the aspect with the highest satisfaction rating
berasal dari kinerja petugas sales, yang memperoleh nilai CSI was the performance of sales representatives, who received
sebesar 5,55. Hal ini mencerminkan peran penting tim sales a CSI score of 5.55. This reflects the sales team’s crucial role
dalam memberikan pelayanan yang responsif, komunikasi yang in providing responsive service, effective communication, and
efektif, serta kemampuan memahami kebutuhan pelanggan, the ability to understand customer needs, thereby contributing
sehingga berkontribusi signifikan terhadap tingkat kepuasan significantly to overall satisfaction levels.
secara keseluruhan.
Hasil survei ini menjadi dasar bagi kami dalam menyusun strategi The results of this survey serve as the foundation for us in
peningkatan kualitas produk dan layanan, serta memperkuat developing strategies to improve product and service quality, as
hubungan jangka panjang dengan pelanggan. well as to strengthen long-term relationships with customers.
MANAJEMEN RISIKO PRODUK DAN TINDAKAN PRODUCT RISK MANAGEMENT AND CORRECTIVE
PERBAIKAN [OJK F.17] ACTIONS [OJK F.17]
KS Group telah mengidentifikasi risiko utama terkait tanggung KS Group has identified key risks related to product responsibility,
jawab produk, yaitu potensi ketidaksesuaian produk dengan particularly the potential mismatch between products
kebutuhan pelanggan yang dapat berdampak pada penurunan and customer requirements, which may impact customer
kepuasan dan reputasi perusahaan. Untuk mengelola risiko satisfaction and company’s reputation. To manage these risks,
tersebut, KS Group menerapkan langkah mitigasi antara lain: KS Group implements the following mitigation measures:
• Diskusi teknis intensif dengan pelanggan sebelum • Intensive technical discussions with customers prior to order
pemesanan placement
• Pengendalian kualitas berbasis SOP yang ketat • Strict SOP-based quality control
• Respons cepat terhadap keluhan pelanggan • Prompt and effective response to customer complaints
• Inovasi berkelanjutan terhadap produk • Continuous product innovation and improvement
• Penguatan hubungan dan keterlibatan pelanggan • Strengthening customer engagement and relationships
Pendekatan ini memastikan bahwa setiap potensi risiko dapat This approach ensures that potential risks are managed
dikelola secara proaktif dan berkelanjutan. proactively and sustainably.
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MEWUJUDKAN SWASEMBADA BAJA ADVANCING NATIONAL STEEL SELF-
NASIONAL SUFFICIENCY
KS Group terus memperkuat perannya sebagai tulang KS Group continues to strengthen its role as the backbone
punggung industri baja nasional dalam mendukung agenda of the national steel industry in supporting Indonesia’s
swasembada baja Indonesia. Upaya ini dilakukan melalui steel self-sufficiency agenda. These efforts are carried
peningkatan kapasitas produksi, optimalisasi fasilitas out through increasing production capacity, optimizing
industri, serta penguatan integrasi rantai pasok domestik. industrial facilities, and strengthening domestic supply chain
Dengan demikian, ketergantungan terhadap impor baja dapat integration. As a result, dependence on steel imports can be
dikurangi secara bertahap. gradually reduced.
Dalam mendukung kebijakan pemerintah, KS Group juga In supporting government policies, KS Group actively promotes
aktif mendorong penggunaan produk baja dalam negeri the use of domestically produced steel through synergies
melalui sinergi dengan berbagai sektor strategis, termasuk with various strategic sectors, including infrastructure,
infrastruktur, konstruksi, dan manufaktur. Hal ini sejalan construction, and manufacturing. This aligns with efforts to
dengan upaya meningkatkan Tingkat Komponen Dalam increase the Domestic Component Level (TKDN) and enhance
Negeri (TKDN) dan memperkuat daya saing industri nasional. the competitiveness of the national industry.
Selain aspek produksi, KS Group juga berperan dalam Beyond production, KS Group also contributes to the
pengembangan ekosistem industri baja melalui kolaborasi development of the steel industry ecosystem through
dengan mitra industri dan pelaku usaha hilir. Pendekatan collaboration with industrial partners and downstream
ini tidak hanya menciptakan nilai tambah ekonomi, tetapi business players. This approach not only creates economic
juga membuka peluang bagi pertumbuhan industri turunan added value but also opens opportunities for the growth of
berbasis baja di Indonesia. steel-based downstream industries in Indonesia.
Melalui berbagai inisiatif tersebut, KS Group menunjukkan Through these initiatives, KS Group demonstrates its strong
komitmen nyata dalam mendukung kemandirian industri commitment to supporting national industrial independence
nasional sekaligus berkontribusi terhadap pembangunan while contributing to sustainable economic development.
ekonomi yang berkelanjutan.
“Kemandirian industri baja adalah fondasi penting bagi kemajuan industri dan
infrastruktur Indonesia ke depan.”
“The independence of the steel industry is a vital foundation for the future advancement of Indonesia’s
industrial and infrastructure development.”
Dr. Muhamad Akbar
Direktur Utama PT Krakatau Steel (Persero) Tbk
President Director of PT Krakatau Steel (Persero) Tbk
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TENTANG LAPORAN
About the Report
“Laporan Keberlanjutan ini menggambarkan bagaimana KS Group
mengintegrasikan aspek keberlanjutan ke dalam strategi dan operasional
bisnis. Dengan menyoroti topik-topik material, laporan ini menunjukkan
langkah perusahaan dalam mengelola risiko, menangkap peluang, serta
memperkuat daya saing dan penciptaan nilai jangka panjang.”
“This Sustainability Report illustrates how KS Group integrates sustainability aspects into its
business strategy and operations. By highlighting material topics, the report demonstrates
the Company’s efforts in managing risks, capturing opportunities, and strengthening
competitiveness as well as long-term value creation.”
Laporan Keberlanjutan ini diterbitkan untuk memenuhi ketentuan This Sustainability Report is published to comply with the
Surat Edaran Otoritas Jasa Keuangan Nomor 16/SEOJK.04/2021 provisions of the Financial Services Authority Circular Letter
(SEOJK 16/2021) dan disusun berpedoman pada Peraturan No. 16/SEOJK.04/2021 (SEOJK 16/2021) and is prepared in
Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 (POJK 51/2017). accordance with Financial Services Authority Regulation No. 51/
Selain itu, kami menyatakan bahwa Laporan Keberlanjutan ini POJK.03/2017 (POJK 51/2017). In addition, we declare that this
disajikan sesuai dengan (in accordance with) Standar Pelaporan Sustainability Report has been prepared in accordance with the
Keberlanjutan GRI (Standar GRI) yang dikeluarkan oleh Global GRI Sustainability Reporting Standards (GRI Standards) issued
Sustainability Standards Board (GSSB). Cakupan dan periode by the Global Sustainability Standards Board (GSSB). The scope
pelaporan ini disesuaikan dengan laporan keuangan PT Krakatau and reporting period of this report are aligned with the financial
Steel (Persero) Tbk, yaitu untuk periode 1 Januari 2025 hingga 31 statements of PT Krakatau Steel (Persero) Tbk, covering the
Desember 2025. [GRI 2-3] period from January 1, 2025 to December 31, 2025. [GRI 2-3]
Data dan informasi keuangan bersumber pada Laporan Keuangan Financial data and information are derived from the Financial
PT Krakatau Steel (Persero) Tbk dan Entitas Anak untuk tahun Statements of PT Krakatau Steel (Persero) Tbk and its Subsidiaries
yang berakhir pada tanggal 31 Desember 2025 dan 31 Desember for the years ended December 31, 2025 and December 31, 2024.
2024. Sedangkan data yang berkaitan dengan aspek lingkungan Meanwhile, data related to environmental and social aspects
dan sosial, untuk saat ini difokuskan pada kegiatan di PT Krakatau currently focuses on the activities of PT Krakatau Steel (Persero)
Steel (Persero) Tbk sebagai perusahan induk [GRI 2-2] Tbk as the parent company. [GRI 2-2]
Topik-topik keberlanjutan yang diangkat dalam laporan ini adalah The sustainability topics presented in this report represent
isu-isu yang berpengaruh bagi KS Group dan para pemangku issues that significantly affect KS Group and its stakeholders
kepentingan yang terkait dengan aspek ekonomi, sosial, dan in economic, social, and environmental aspects, and are
lingkungan serta menjadi perhatian penting bagi pemangku considered important in stakeholders’ decision-making
kepentingan dalam pengambilan keputusan. Di samping itu, processes. In addition, we continue to enhance our capabilities
kami juga terus berupaya meningkatkan kapabilitas agar dapat to better measure the impacts of our operational activities on
melakukan pengukuran atas dampak kegiatan operasional the environment and surrounding communities.
terhadap lingkungan dan masyarakat sekitar.
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Data dan informasi yang disajikan dapat berupa data kualitatif, The data and information presented may be qualitative,
kuantitatif, atau keduanya, yang merupakan penjelasan kebijakan quantitative, or both, providing an explanation of policies,
serta upaya yang dilakukan dan pencapaian yang diperoleh. Data initiatives undertaken, and achievements attained. Numerical
numerik disajikan secara metrik, kecuali diindikasikan lain. data is presented in metric units unless otherwise stated.
Penyajian data sedapat mungkin menggunakan perbandingan Wherever possible, data is presented on a comparative basis
dua tahun berturut-turut, sehingga dapat dijelaskan bila terjadi for two consecutive years to enable the explanation of any
deviasi yang signifikan. Semua data yang disampaikan dapat significant deviations. All disclosed data is reliable, supported by
dipercaya karena didukung oleh dokumen yang ada dan telah available documentation, and has undergone internal verification
diverifikasi secara internal serta disetujui oleh Direksi KS Group. and approval by the Board of Directors of KS Group.
Karena Laporan ini disajikan dalam satu kesatuan dengan As this Report is presented as an integral part of the Annual
buku Laporan Tahunan, maka pengungkapan informasi yang Report, disclosures required under POJK 51/2017 that are
disyaratkan dalam POJK 51/2017 tetapi sudah tersedia pada already available in the Annual Report are not repeated. An index
bagian Laporan Tahunan tidak disajikan ulang. Kami melampirkan of POJK 51/2017 is provided at the end of this Report to guide
halaman indeks POJK 51/2017 di bagian akhir Laporan ini yang readers to the relevant sections in the Annual Report where such
mengarahkan pembaca dimana informasi tersebut dapat information can be found. [OJK G.4]
ditemukan di bagian Laporan Tahunan. [OJK G.4]
Tidak terdapat perubahan signifikan pada bentuk ataupun skala There have been no significant changes in the nature or scale
bisnis KS Group pada tahun buku 2025 dibandingkan tahun of KS Group’s business during the 2025 financial year compared
sebelumnya dan tidak terdapat penyajian kembali data atau to the previous year, and there are no restatements of data or
informasi yang berbeda dari laporan sebelumnya. [OJK C.6] [GRI information different from the previous report. [OJK C.6] [GRI
2-4] 2-4]
Hingga saat ini, KS Group belum menggunakan jasa assurance To date, KS Group has not engaged an independent assurance
dari pihak independen untuk Laporan Keberlanjutan ini. Meski provider for this Sustainability Report. Nevertheless, we ensure
demikian, kami memastikan bahwa seluruh penungkapan that all disclosures presented in this report have been prepared in
yang disajikan dalam laporan ini telah disusun sesuai dengan accordance with applicable OJK regulations and GRI Standards.
ketentuan OJK dan GRI. [OJK G.1] [GRI 2-5] [OJK G.1] [GRI 2-5]
Kami menyadari sepenuhnya bahwa Laporan Keberlanjutan ini We fully recognize that this Sustainability Report still requires
masih memerlukan perbaikan dan penyempurnaan lebih lanjut further improvement and refinement in order to provide
agar mampu memberikan informasi yang memungkinkan para information that enables both internal and external stakeholders
pemangku kepentingan internal dan eksternal untuk membentuk to form opinions and make informed decisions regarding KS
opini dan membuat keputusan terinformasi tentang kontribusi Group’s contribution to sustainable development goals.
KS Group pada tujuan pembangunan berkelanjutan.
Karena sebab itu, kami bersikap terbuka atas setiap saran/ Therefore, we welcome any constructive suggestions, feedback,
masukan/umpan balik yang membangun, yang diberikan oleh or input from stakeholders and readers to improve and enhance
para pemangku kepentingan dan para pembaca dalam rangka the quality of our reporting in the future. Stakeholders may
perbaikan serta penyempurnaan isi pelaporan pada periode submit their feedback through the feedback form provided at the
mendatang. Para pemangku kepentingan dapat mengisi lembar end of this report. As no feedback was received for the previous
umpan balik yang kami sediakan di bagian akhir dari laporan report published in April 2024, this report does not include
ini. Sehubungan dengan tidak adanya umpan balik atas laporan follow-up actions related to such feedback. [OJK G.2] [OJK G.3]
sebelumnya yang diterbitkan pada April 2024, maka laporan ini
tidak memuat tindak lanjut atas umpan balik tersebut. [OJK G.2]
[OJK G.3] [OJK G.3]
PT Krakatau Steel Tbk
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Kami sangat berterima kasih jika ada masukan ataupun saran We sincerely appreciate any suggestions or feedback from
dari para pembaca maupun pemangku kepentingan. Untuk readers and stakeholders. For requests, inquiries, feedback, or
permintaan, pertanyaan, masukan, atau komentar atas laporan comments regarding this report, please contact:
ini, dapat menghubungi:
PT Krakatau Steel (Persero) Tbk
Kantor Pusat | Head Office
Jl. Industri No. 5
Cilegon, Banten, Indonesia
Tel. : +62 (254) 392159, 392003 (hunting)
Fax. : +62 (254) 372246, 395178
E-mail : corsec@krakatausteel.com
Website : www.krakatausteel.com
krakatausteelofficial @_krakatausteel krakatau.steel
MENETAPKAN TOPIK MATERIAL DETERMINING MATERIAL SUSTAINABILITY
KEBERLANJUTAN TOPICS
Pendekatan Penentuan Materialitas [GRI 3-1] Materiality Assessment Approach [GRI 3-1]
Penentuan topik material merupakan fondasi utama dalam The determination of material topics serves as a fundamental
penyusunan Laporan Keberlanjutan KS Group, yang memastikan basis in the preparation of KS Group’s Sustainability Report,
bahwa isu-isu yang diungkapkan mencerminkan dampak paling ensuring that the issues disclosed reflect the most significant
signifikan dari aktivitas operasional perusahaan terhadap aspek impacts of the Company’s operational activities on economic,
ekonomi, sosial, dan lingkungan, serta relevan bagi pengambilan social, and environmental aspects, and are relevant to
keputusan para pemangku kepentingan. stakeholders’ decision-making processes.
Pada tahun 2025, KS Group memperkuat proses materialitas In 2025, KS Group strengthened its materiality process through
melalui pendekatan yang lebih terstruktur dan berbasis dampak a more structured and impact-based approach (impact-based
(impact-based materiality), sejalan dengan Standar GRI 2021. materiality), in line with the GRI 2021 Standards. The process
Proses ini diawali dengan identifikasi isu keberlanjutan yang began with the identification of relevant sustainability issues
relevan berdasarkan karakteristik industri baja, arah strategi based on the characteristics of the steel industry, the Company’s
perusahaan, serta perkembangan isu global seperti perubahan strategic direction, and emerging global issues such as climate
iklim, efisiensi energi, dan tata kelola perusahaan. change, energy efficiency, and corporate governance.
Selanjutnya, KS Group melibatkan pemangku kepentingan Subsequently, KS Group engaged both internal and external
internal dan eksternal melalui survei materialitas yang dilakukan stakeholders through a materiality survey distributed to
kepada perwakilan manajemen, karyawan, mitra usaha, serta representatives of management, employees, business partners,
pihak eksternal lainnya yang memiliki keterkaitan langsung and other external parties with direct or indirect relationships
maupun tidak langsung dengan aktivitas perusahaan. Pelibatan to the Company’s activities. This engagement aimed to obtain
ini bertujuan untuk memperoleh perspektif yang komprehensif a comprehensive perspective on the significance of each issue.
mengenai tingkat kepentingan setiap isu.
Sejalan dengan pelaksanaan workshop penyusunan Roadmap In conjunction with the ESG Roadmap Development Workshop
ESG KS Group pada bulan Juli 2025, seluruh isu yang held in July 2025, all identified issues were then analyzed by
teridentifikasi kemudian dianalisis dengan mempertimbangkan considering two key dimensions, namely the level of influence on
dua dimensi utama, yaitu tingkat pengaruh terhadap pemangku stakeholders and the level of impact on KS Group’s sustainability.
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kepentingan dan tingkat dampak terhadap keberlanjutan KS This assessment resulted in the prioritization of issues, which
Group. Penilaian ini menghasilkan pemetaan prioritas isu dalam were mapped into a materiality matrix.
bentuk matriks materialitas.
Dari hasil analisis tersebut, KS Group mengidentifikasi 17 topik Based on this analysis, KS Group identified 17 material topics,
material, yang kemudian diprioritaskan menjadi 10 topik utama which were subsequently prioritized into 10 key topics with the
dengan skor tertinggi. Topik-topik tersebut mencerminkan highest scores. These topics represent issues with significant
isu-isu yang memiliki dampak signifikan terhadap kinerja impacts on operational performance, business risks, and the
operasional, risiko bisnis, serta keberlanjutan jangka panjang Company’s long-term sustainability.
perusahaan.
Topik seperti antikorupsi dan tata kelola menjadi prioritas Topics such as anti-corruption and corporate governance are
utama dalam mendukung integritas dan kepercayaan pemangku prioritized to support integrity and stakeholder trust. Meanwhile,
kepentingan. Sementara itu, isu lingkungan seperti manajemen environmental issues such as energy management, greenhouse
energi, emisi gas rumah kaca, serta transisi menuju energi bersih gas emissions, and the transition to clean energy reflect the
mencerminkan karakteristik industri baja yang intensif energi energy-intensive nature of the steel industry and its significant
dan memiliki kontribusi signifikan terhadap emisi karbon. Di contribution to carbon emissions. From a social perspective,
sisi sosial, keselamatan dan kesehatan kerja serta pengelolaan occupational health and safety, as well as the management of
dampak terhadap masyarakat setempat menjadi fokus utama impacts on local communities, remain key priorities in ensuring
dalam menjaga keberlangsungan operasional yang bertanggung responsible and sustainable operations.
jawab.
Matriks materialitas yang dihasilkan tidak hanya menjadi dasar The resulting materiality matrix not only serves as the basis for
dalam menentukan fokus pengungkapan dalam laporan ini, determining the focus of disclosures in this report, but also acts
tetapi juga digunakan sebagai acuan dalam perumusan strategi as a reference for the formulation of sustainability strategies, risk
keberlanjutan, pengelolaan risiko, serta penetapan prioritas management, and the prioritization of KS Group’s ESG programs
program ESG KS Group ke depan. going forward.
KS Group akan terus melakukan penyempurnaan proses KS Group will continue to enhance its materiality process on a
materialitas secara berkala, termasuk memperluas cakupan regular basis, including expanding the scope of analysis to the
analisis hingga ke rantai pasok serta memperkuat pengukuran supply chain and strengthening impact measurement, to ensure
dampak, guna memastikan bahwa topik yang diidentifikasi that identified topics remain relevant to evolving business
tetap relevan dengan dinamika bisnis dan ekspektasi pemangku dynamics and stakeholder expectations.
kepentingan.
Nilai Rata-Rata Dampak
Pemangku tehadap
Topik material Kepentingan Proses Bisnis Hasil Peringkat
Material Topic Average Impact on Result Rank
Stakeholder Business
Score Processes
Antikorupsi 9,46 10 94,62 1
Anti-corruption
Manajemen Energi dan Efisiensi Energi dalam Proses Produksi 9,27 10 92,69 2
Energy Management and Efficiency in Production Processes
Emisi Karbon dan Gas Rumah Kaca 9,08 10 90,77 3
Carbon and Greenhouse Gas Emissions
Keselamatan dan Kesehatan Kerja 9,46 9 85,15 4
Occupational Health and Safety
Masyarakat Setempat 9,15 9 82,38 5
Local Communities
Manajemen Limbah B3 dan Non-B3 9,08 9 81,69 6
Hazardous and Non-Hazardous Waste Management
Tata Kelola 9,00 9 81,00 7
Corporate Governance
Efisiensi dan Manajemen Air dalam Proses Produksi 8,85 9 79,62 8
Water Efficiency and Management in Production Processes
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Nilai Rata-Rata Dampak
Pemangku tehadap
Topik material Kepentingan Proses Bisnis Hasil Peringkat
Material Topic Average Impact on Result Rank
Stakeholder Business
Score Processes
Transisi ke Energi Bersih 8,50 9 76,50 9
Transition to Clean Energy
Adopsi Teknologi Hijau 8,46 9 76,15 10
Green Technology Adoption
Privasi Pelanggan 9,00 8 72,00 11
Customer Privacy
Transparansi Laporan Publik 8,96 8 71,69 12
Public Reporting Transparency
Keberlanjutan Rantai Pasok Ramah Lingkungan 9,62 8 68,92 13
Environmentally Sustainable Supply Chain
Non-diskriminasi 9,08 7 63,54 14
Non-discrimination
Keberagaman dan Peluang Setara 9,04 7 63,17 15
Diversity and Equal Opportunity
Stabilitas Ekonomi terhadap Masyarakat 8,88 7 62,19 16
Economic Stability for Communities
Risiko dan Peluang Terkait Perubahan Iklim 8,42 7 56,92 17
Climate-Related Risks and Opportunities
Matriks Materialitas Materiality Matrix
1
2
1. AntiKorupsi | Anti-Corruption 3
Pengaruh pada Pemangku Kepentingan
2. Manajemen Energi | Energy Management
4
3. Emisi | Emissions 5 6
4. Keselamatan dan Kesehatan Kerja |
Occupational Health & Safety 7
8
5. Masyarakat Setempat | Local
Impact on Stakeholders
Communities 10 9
6. Manajemen Limbah | Waste Management
7. Tata Kelola | Corporate Governance
8. Manajemen Air | Water Management
9. Transisi ke Energi Bersih | Transition to
Clean Energy
10. Adopsi Teknologi Hijau | Green
Technology Adoption
Pengaruh pada Keberlanjutan KS Group
Impact on KS Group Sustainability
Daftar Topik Material [GRI 3-2] List of Material Topics [GRI 3-2]
Topik material yang ditetapkan mencerminkan dampak The established material topics reflect the significant impacts
signifikan aktivitas KS Group terhadap aspek ekonomi, sosial, of KS Group’s activities on economic, social, and environmental
dan lingkungan, serta menjadi dasar dalam penentuan strategi aspects, and serve as the basis for determining the Company’s
keberlanjutan dan pengungkapan kinerja perusahaan. sustainability strategy and performance disclosures.
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Pemangku Kepentingan
Terdampak
Affected Stakeholders
Topik Utama Dampak Utama Batasan Dampak Referensi GRI
Key Topics Key Impacts Boundaries Dalam Luar GRI Reference
Perusahaan Perusahaan
Within the Outside the
Company Company
AntiKorupsi Praktik korupsi berpotensi merusak Seluruh entitas KS Direksi, Mitra usaha, GRI 205
reputasi perusahaan, menimbulkan Group, termasuk manajemen, regulator,
sanksi hukum, serta menyebabkan hubungan dengan karyawan investor,
kerugian finansial akibat hilangnya mitra bisnis dan masyarakat
kepercayaan dan peluang bisnis. pemasok.
Sebaliknya, penerapan kebijakan anti-
korupsi yang konsisten memperkuat
integritas perusahaan, meningkatkan
kepercayaan pemangku kepentingan,
serta mendukung efisiensi operasional
dan daya saing.
Anti-Corruption Corruption practices may undermine All KS Group Board of Business GRI 205
the Company’s reputation, result in entities, including Directors, partners,
legal sanctions, and lead to financial relationships with management, regulators,
losses due to diminished trust and lost business partners employees investors,
business opportunities. Conversely, and suppliers. communities
the consistent implementation
of anti-corruption policies
strengthens corporate integrity,
enhances stakeholder trust, and
supports operational efficiency and
competitiveness.
Manajemen Energi Tingginya konsumsi energi dalam Operasional pabrik Manajemen Pemerintah, GRI 302
dan Efisiensi Energi proses produksi baja dapat (HSM & CRM), operasional, investor,
meningkatkan biaya operasional dan penggunaan listrik, karyawan masyarakat
berkontribusi terhadap perubahan serta rantai pasok produksi
iklim. Namun, upaya efisiensi energi energi.
dan pemanfaatan energi terbarukan
dapat menurunkan biaya jangka
panjang sekaligus mengurangi dampak
lingkungan.
Energy Management High energy consumption in steel Plant operations Operational Government GRI 302
& Efficiency production processes may increase (HSM & CRM), management authorities,
operational costs and contribute to electricity and production investors, and
climate change. However, energy consumption, and employees communities
efficiency initiatives and the use energy supply
of renewable energy can reduce chain.
long-term costs while minimizing
environmental impact.
Emisi Karbon dan Emisi karbon yang tinggi dari proses Operasional Manajemen Masyarakat, GRI 305
Gas Rumah Kaca produksi berpotensi meningkatkan langsung (Scope 1), ESG pemerintah,
biaya operasional melalui pajak karbon konsumsi energi investor
serta menimbulkan tekanan regulasi (Scope 2), serta global
dan reputasi. Di sisi lain, pengurangan sebagian rantai
emisi melalui teknologi yang lebih pasok (Scope 3).
ramah lingkungan dapat meningkatkan
daya tarik investasi dan membuka
peluang insentif hijau.
Carbon and High carbon emissions from Direct operations ESG Communities, GRI 305
Greenhouse Gas production processes may increase (Scope 1), energy management government
Emissions operational costs through carbon consumption team authorities,
pricing mechanisms and create (Scope 2), and parts and global
regulatory and reputational pressures. of the value chain investors
On the other hand, emission reduction (Scope 3).
through cleaner technologies can
enhance investment attractiveness
and unlock green incentives.
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Pemangku Kepentingan
Terdampak
Affected Stakeholders
Topik Utama Dampak Utama Batasan Dampak Referensi GRI
Key Topics Key Impacts Boundaries Dalam Luar GRI Reference
Perusahaan Perusahaan
Within the Outside the
Company Company
Keselamatan dan Kegiatan operasional di industri baja Seluruh area Karyawan, Keluarga GRI 403
Kesehatan Kerja memiliki risiko kecelakaan kerja yang operasional, kontraktor pekerja,
tinggi serta membutuhkan investasi termasuk regulator
besar dalam sistem keselamatan. pekerja tetap dan
Namun, penerapan sistem manajemen kontraktor.
K3 yang efektif mampu menciptakan
lingkungan kerja yang aman,
mengurangi insiden kecelakaan, serta
meningkatkan produktivitas tenaga
kerja.
Occupational Health Steel industry operations involve high All operational Employees, Employees’ GRI 403
and Safety safety risks and require significant areas, including contractors families and
investment in safety systems. permanent regulatory
However, the implementation employees and authorities
of effective OHS management contractors.
systems can create a safer working
environment, reduce accident rates,
and improve workforce productivity.
Masyarakat Setempat Program tanggung jawab sosial Wilayah sekitar Tim Masyarakat GRI 413
yang tidak tepat sasaran berpotensi operasional Commmunity lokal,
menimbulkan ketidakpuasan dan area Development pemerintah
atau konflik sosial di masyarakat. pengembangan daerah
Sebaliknya, pelaksanaan program proyek.
pemberdayaan yang tepat dapat
memperkuat hubungan harmonis
dengan masyarakat serta mendukung
kelancaran operasional perusahaan.
Local Communities Inadequately targeted social Surrounding Community ocal GRI 413
responsibility programs may lead to operational Development communities
dissatisfaction or social conflicts areas and project team and local
within communities. Conversely, well- development sites. government
designed community development authorities
initiatives can strengthen harmonious
relationships and support smooth
business operations.
Manajemen Limbah Pengelolaan limbah yang kurang Proses produksi, Operasional & Masyarakat, GRI 306
B3 dan Non-B3 optimal dapat menimbulkan pengelolaan lingkungan regulator
pencemaran lingkungan dan limbah internal,
meningkatkan tekanan dari pemangku serta pihak ketiga
kepentingan. Namun, penerapan pengelola limbah.
sistem pengelolaan limbah yang
efektif, termasuk pemanfaatan
kembali limbah seperti slag baja,
dapat mengurangi dampak lingkungan
sekaligus meningkatkan efisiensi
sumber daya.
Hazardous and Non- Ineffective waste management may Production Operations and Communities GRI 306
Hazardous Waste lead to environmental pollution and processes, environment and
Management increased stakeholder pressure. internal waste regulatory
However, robust waste management management, and authorities
systems, including the reuse of third-party waste
by-products such as steel slag, can handlers.
reduce environmental impacts while
improving resource efficiency.
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Topik Utama Dampak Utama Batasan Dampak Referensi GRI
Key Topics Key Impacts Boundaries Dalam Luar GRI Reference
Perusahaan Perusahaan
Within the Outside the
Company Company
Tata Kelola Kelemahan dalam tata kelola Seluruh struktur Direksi, Dewan Investor, GRI 2
berpotensi memicu praktik organisasi dan Komisaris regulator Pengungkapan
kecurangan, inefisiensi, serta pengambilan tata kelola
menurunkan kepercayaan investor keputusan.
dan mitra. Sebaliknya, penerapan
prinsip tata kelola perusahaan yang
baik (GCG) mendorong transparansi,
meningkatkan kualitas pengambilan
keputusan, serta memperkuat
kepercayaan pemangku kepentingan.
Corporate Weak governance may lead to Entire Board of Investors and GRI 2
Governance fraudulent practices, inefficiencies, organizational Directors, regulatory Governance
and reduced confidence from structure and Board of authorities disclosures
investors and business partners. decision-making Commissioners
Conversely, the implementation of processes.
good corporate governance (GCG)
principles promotes transparency,
improves decision-making quality, and
strengthens stakeholder trust.
Efisiensi dan Penggunaan air yang tinggi dalam Pengambilan air, Operasional Masyarakat, GRI 303
Manajemen Air proses produksi dapat meningkatkan penggunaan dalam regulator
tekanan terhadap sumber daya proses produksi,
air serta berpotensi mencemari dan pengolahan air
lingkungan jika tidak dikelola dengan limbah.
baik. Namun, pengelolaan air yang
efisien dan pengolahan limbah yang
optimal dapat menjaga keberlanjutan
sumber daya serta membuka peluang
pemanfaatan kembali air dan limbah.
Water Efficiency High water consumption in production Water withdrawal, Operations Communities GRI 303
and Management processes may put pressure on water usage in production and
in Production resources and pose environmental processes, and regulatory
Processes risks if not properly managed. wastewater authorities
However, efficient water management treatment.
and effective wastewater treatment
can support resource sustainability
and enable water reuse opportunities.
Transisi ke Energi Peralihan menuju energi bersih Strategi energi Manajemen Investor, Terhubung
Bersih membutuhkan investasi awal yang perusahaan dan strategis pemerintah dengan
besar, termasuk untuk teknologi sumber energi yang GRI 302 & 305
dan pengembangan sumber daya digunakan.
manusia. Meskipun demikian, langkah
ini memberikan manfaat jangka
panjang berupa efisiensi biaya energi,
pengurangan emisi, serta peningkatan
daya saing perusahaan.
Transition to Clean The transition to clean energy requires Company energy Strategic Investors and Linked to
Energy significant upfront investment, strategy and energy management government GRI 302 & 305
including in technology and human sources utilized. authorities
capital development. Nevertheless,
it offers long-term benefits in the
form of energy cost efficiency,
emission reduction, and enhanced
competitiveness.
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Terdampak
Affected Stakeholders
Topik Utama Dampak Utama Batasan Dampak Referensi GRI
Key Topics Key Impacts Boundaries Dalam Luar GRI Reference
Perusahaan Perusahaan
Within the Outside the
Company Company
Adopsi Teknologi Implementasi teknologi hijau Investasi teknologi, Manajemen, Investor, Lintas sektor
Hijau memerlukan biaya investasi yang proses produksi, operasional pelanggan, GRI 302, 305,
signifikan pada tahap awal. Namun, dan efisiensi pemerintah 306
dalam jangka panjang, teknologi operasional.
ini mampu meningkatkan efisiensi
operasional, menekan biaya energi,
serta mendukung transformasi menuju
industri baja yang lebih berkelanjutan.
Green Technology The adoption of green technologies Technology Management Investors, Cross-cutting:
Adoption involves substantial initial investment. investments, and operations customers, GRI 302, 305,
However, in the long term, such production and 306
technologies improve operational processes, and government
efficiency, reduce energy costs, and operational authorities
support the transition toward a more efficiency.
sustainable steel industry.
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LEMBAR UMPAN BALIK [OJK G.3]
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Keberlanjutan PT Krakatau Steel Tbk Tahun 2025. Untuk Krakatau Steel Tbk. To improve the quality of Sustainability
memperbaiki kualitas Laporan Keberlanjutan dan meningkatkan Report and transparency of sustainability performance of
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Describe the information in this report that is most useful for you:
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2. Jelaskan informasi dalam laporan ini yang Anda inginkan untuk diperdalam, dalam aspek
Describe the information in this report that should be explored more, in aspect:
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REFERENSI SEOJK NOMOR 16/SEOJK.04/2021: LAPORAN
TAHUNAN EMITEN ATAU PERUSAHAAN PUBLIK
SEOJK No. 16/SEOJK.04/2021: Annual Report of Public Company
Halaman
No. Keterangan Description
Page
I. Ketentuan Umum I. General Provision
1. Dalam Surat Edaran Otoritas Jasa Keuangan ini yang dimaksud 1. In this Financial Services Authority Circular Letter what is
dengan: meant by:
a. Laporan Tahunan adalah laporan pertanggungjawaban √ a. The Annual Report is a report on the Board
Direksi dan Dewan Komisaris dalam melakukan of Directors and Board of Commissioners
pengurusan dan pengawasan terhadap emiten atau accountability in managing and supervising issuers
perusahaan publik dalam kurun waktu 1 (satu) tahun or public companies within a period of 1 (one)
buku kepada rapat umum pemegang saham yang fiscal year to the general meeting of shareholders
disusun berdasarkan ketentuan dalam Peraturan prepared based on the provisions of the Financial
Otoritas Jasa Keuangan mengenai Laporan Tahunan Services Authority Regulation concerning the
emiten atau perusahaan publik. Annual Report of issuers or public companies
b. Emiten adalah pihak yang melakukan penawaran √ b. Issuers are parties who make public offerings
umum.
c. Perusahaan Publik adalah perseroan yang sahamnya √ c. A Public Company is a company whose shares
telah dimiliki paling sedikit oleh 300 (tiga ratus) are owned by at least 300 (three hundred)
pemegang saham dan memiliki modal disetor paling shareholders and has a paid-up capital of at least
sedikit Rp3.000.000.000,00 (tiga miliar rupiah) atau Rp3,000,000,000.00 (three billion rupiah) or a
suatu jumlah pemegang saham dan modal disetor yang number of shareholders and paid-up capital as
ditetapkan oleh Otoritas Jasa Keuangan. determined by the Financial Services Authority
d. Perusahaan Terbuka adalah Emiten yang telah √ d. A Public Company is an Issuer that has made a public
melakukan penawaran umum efek bersifat ekuitas offering of equity securities or a Publically- listed
atau Perusahaan Publik. Company
e. Laporan Keberlanjutan (Sustainability Report) adalah √ e. A Sustainability Report is a report published to the
laporan yang diumumkan kepada masyarakat yang public that contains the economic, financial, social,
memuat kinerja ekonomi, keuangan, sosial, dan and environmental performance of a financial
lingkungan hidup suatu lembaga jasa keuangan, service institution, Issuer, and Public Company in
Emiten, dan Perusahaan Publik dalam menjalankan running a sustainable business
bisnis berkelanjutan.
f Direksi: f Board of Directors:
1) bagi Emiten atau Perusahaan Publik berbentuk √ 1) For an Issuer or a Public Company in the form
badan hukum perseroan terbatas adalah Direksi of a limited liability company, it is the Board
sebagaimana dimaksud dalam Peraturan Otoritas of Directors as referred to in the Financial
Jasa Keuangan mengenai Direksi dan Dewan Services Authority Regulation concerning the
Komisaris Emiten atau Perusahaan Publik; dan Board of Directors and Board of Commissioners
of an Issuer or Public Company; and
2) bagi Emiten atau Perusahaan Publik berbentuk √ 2) For an Issuer or a Public Company in the form
badan hukum selain perseroan terbatas adalah of a legal entity other than a limited liability
organ yang melaksanakan pengurusan badan company, it is the body that carries out the
hukum tersebut sebagaimana dimaksud dalam management of the legal entity as referred to
peraturan perundang- undangan mengenai in the laws and regulations concerning the legal
badan hukum tersebut. entity.
g. Dewan Komisaris: g. Board of Commissioners:
1) bagi Emiten atau Perusahaan Publik berbentuk √ 1) For an Issuer or a Public Company in the form
badan hukum perseroan terbatas adalah Dewan of a limited liability company, the Board of
Komisaris sebagaimana dimaksud dalam Commissioners as referred to in the Financial
Peraturan Otoritas Jasa Keuangan mengenai Services Authority Regulation concerning the
Direksi dan Dewan Komisaris Emiten atau Board of Directors and Board of Commissioners
Perusahaan Publik; dan of an Issuer or Public Company; and
2) bagi Emiten atau Perusahaan Publik berbentuk - 2) For the Issuer or Public Company in the form
badan hukum selain perseroan terbatas adalah of a legal entity other than a limited liability
organ yang melakukan pengawasan badan company, it is the body that supervises the
hukum tersebut sebagaimana dimaksud dalam legal entity as referred to in the laws and
peraturan perundang- undangan mengenai regulations concerning the legal entity.
badan hukum tersebut.
h. Rapat Umum Pemegang Saham yang selanjutnya h. General Meeting of Shareholders hereinafter
disingkat RUPS: abbreviated as GMS:
PT Krakatau Steel Tbk
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Halaman
No. Keterangan Description
Page
1) bagi Emiten atau Perusahaan Publik berbentuk √ 1) For an Issuer or a Public Company in the
badan hukum perseroan terbatas adalah RUPS form of a limited liability company, it is the
sebagaimana dimaksud dalam Peraturan GMS as referred to in the Financial Services
Otoritas Jasa Keuangan mengenai Rencana dan Authority Regulation concerning the Planning
Penyelenggaraan Rapat Umum Pemegang Saham and Organizing of the General Meeting of
Perusahaan Terbuka; dan Shareholders of a Public Company; and
2) bagi Emiten atau Perusahaan Publik berbentuk - 2) For an Issuer or Public Company in the form
badan hukum selain perseroan terbatas adalah of a legal entity other than a limited liability
organ yang mempunyai wewenang yang tidak company, it is the body that has authority
diberikan kepada organ yang melaksanakan that is not given to any other body that carries
fungsi pengurusan dan fungsi pengawasan, out management and supervisory functions,
dalam batas yang ditentukan dalam peraturan within the limits specified in the legislation
perundang-undangan dan/atau anggaran dasar and/or articles of association governing the
yang mengatur badan hukum tersebut. legal entity.
2. Laporan Tahuna Emiten atau Perusahaan Publik merupakan √ 2. The Annual Report of Issuers or Public Companies is
sumber informasi penting bagi investor atau pemegang saham an important source of information for investors or
sebagai salah satu dasar pertimbangan dalam pengambilan shareholders as one of the basic considerations in making
keputusan investasi dan sarana pengawasan terhadap Emiten investment decisions and a means of supervision of
atau Perusahaan Publik. Issuers or Public Companies.
3. Seiring dengan perkembangan pasar modal dan meningkatnya √ 3. Along with the development of the capital market and the
kebutuhan investor atau pemegang saham atas keterbukaan increasing need for information disclosure by investors
informasi, Direksi dan Dewan Komisaris dituntut untuk or shareholders, the Board of Directors and the Board of
menyajikan informasi yang berkualitas, akurat, dan akuntabel Commissioners are required to present quality, accurate,
melalui Laporan Tahunan Emiten atau Perusahaan Publik. and accountable information through the Annual Reports
of Issuers or Public Companies.
4. Laporan Tahunan yang disusun secara teratur dan informatif √ 4. Annual Reports that are prepared regularly and
dapat memberikan kemudahan bagi investor atau pemegang informatively can provide convenience for investors or
saham dan pemangku kepentingan dalam memperoleh shareholders and stakeholders in obtaining the required
informasi yang dibutuhkan. information.
5 Surat Edaran Otoritas Jasa Keuangan ini merupakan √ 5 This Financial Services Authority Circular is a guideline
pedoman bagi Emiten atau Perusahaan Publik yang wajib for Issuers or Public Companies that must be applied in
diterapkan dalam menyusun Laporan Tahunan dan Laporan preparing Annual Reports and Sustainability Reports.
Keberlanjutan.
II. Bentuk Laporan Tahunan II. Format of Annual Report
1. Laporan Tahunan disajikan dalam bentuk dokumen cetak dan √ 1. Annual Report should be presented in the printed format
salinan dokumen elektronik. and in electronic document copy..
2. Laporan Tahunan yang disajikan dalam bentuk dokumen √ 2. The printed version of the Annual Report should be printed
cetak, dicetak pada kertas yang berwarna terang, berkualitas on light-colored paper of fine quality, in A4 size, bound and
baik, berukuran A4, dijilid, dan dapat diperbanyak dengan can be reproduced in good quality.
kualitas yang baik.
3. Laporan Tahunan dapat menyajikan informasi berupa gambar, √ 3. The Annual Report may present information in the form
grafik, tabel, dan/atau diagram dengan mencantumkan judul of pictures, graphs, tables, and/or diagrams by including
dan/atau keterangan yang jelas, sehingga mudah dibaca dan clear titles and/or descriptions, so that they are easy to
dipahami. read and understand.
4. Laporan Tahunan yang disajikan dalam bentuk salinan √ 4. The Annual Report presented in electronic document
dokumen elektronik merupakan Laporan Tahunan yang format is the Annual Report converted into pdf format.
dikonversi dalam format pdf.
III. Isi Laporan Tahunan III. Content Of Annual Report
1. Laporan Tahunan paling sedikit memuat informasi mengenai: 1. Annual Report should contain at least the following
information:
a. Ikhtisar data keuangan penting; √ a. Summary of key financial information;
b. Informasi saham (jika ada); √ b. Stock information (if any);
c. Laporan Direksi; √ c. The Board of Directors report;
d. Laporan Dewan Komisaris; √ d. The Board of Commissioners report;
e. Profil Emiten atau Perusahaan Publik; √ e. Profile of Issuer or Public Company;
f. Analisis dan pembahasan manajemen; √ f. Management discussion and analysis;
g. Tata kelola Emiten atau Perusahaan Publik; √ g. Corporate governance applied by the Issuer or Public
Company;
h. Tanggung jawab sosial dan lingkungan Emiten atau √ h. Corporate social and environmental responsibility of
Perusahaan Publik; the Issuer or Public Company;
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i. Laporan keuangan tahunan yang telah diaudit; dan √ i. Audited annual report; and
j. Surat pernyataan anggota Direksi dan anggota Dewan √ j. Statement that the Board of Directors and the Board
Komisaris tentang tanggung jawab atas Laporan of Commissioners are fully responsible for the Annual
Tahunan; Report;
2. Uraian Isi Laporan Tahunan 2. Description of Content of Annual Report
a. Ikhtisar Data Keuangan Penting 12 a. Summary of Key Financial Information
Ikhtisar Data Keuangan Penting memuat informasi Summary of Key Financial Information contains
keuangan yang disajikan dalam bentuk perbandingan financial information presented in comparison
selama 3 (tiga) tahun buku atau sejak memulai with previous 3 (three) fiscal years or since
usahanya jika Emiten atau Perusahaan Publik tersebut commencement of business if the Issuers or the
menjalankan kegiatan usahanya kurang dari 3 (tiga) Public Company commencing the business less than
tahun, paling sedikit memuat: 3 (three) years, at least contain:
1) pendapatan/penjualan; √ 1) income/sales;
2) laba bruto; √ 2) gross profit;
3) laba (rugi); √ 3) profit (loss);
4) jumlah laba (rugi) yang dapat diatribusikan √ 4) total profit (loss) attributable to equity holders
kepada pemilik entitas induk dan kepentingan of the parent entity and non-controlling
non pengendali; interest;
5) total laba (rugi) komprehensif; √ 5) total comprehensive profit (loss);
6) jumlah laba (rugi) komprehensif yang dapat √ 6) total comprehensive profit (loss) attributable
diatribusikan kepada pemilik entitas induk dan to equity holders of the parent entity and non
kepentingan non pengendali; controlling interest;
7) laba (rugi) per saham; √ 7) earning (loss) per share;
8) jumlah aset; √ 8) total assets;
9) jumlah liabilitas; √ 9) total liabilities;
10) jumlah ekuitas; √ 10) total equities;
11) rasio laba (rugi) terhadap jumlah aset; √ 11) profit (loss) to total assets ratio;
12) rasio laba (rugi) terhadap ekuitas; √ 12) profit (loss) to equities ratio;
13) rasio laba (rugi) terhadap pendapatan/penjualan; √ 13) profit (loss) to income ratio;
14) rasio lancar; √ 14) current ratio;
15) rasio liabilitas terhadap ekuitas; √ 15) liabilities to equities ratio;
16) rasio liabilitas terhadap jumlah aset; dan √ 16) liabilities to total assets ratio; and
17) informasi dan rasio keuangan lainnya yang √ 17) other information and financial ratios relevant
relevan dengan Emiten atau Perusahaan Publik to the Issuer or Public Company and type of
dan jenis industrinya; industry;
b. Informasi Saham b. Stock Information
Informasi Saham (jika ada) paling sedikit memuat: 15 Stock Information (if any) at least contains:
1) saham yang telah diterbitkan untuk setiap masa 1) shares issued for each three-month period
triwulan (jika ada) yang disajikan dalam bentuk in the last 2 (two) fiscal years (if any), at least
perbandingan selama 2 (dua) tahun buku terakhir, covering:
paling sedikit meliputi:
a) jumlah saham yang beredar; √ a) number of outstanding shares;
b) kapitalisasi pasar berdasarkan harga pada √ b) market capitalization based on the price
Bursa Efek tempat saham dicatatkan; at the Stock Exchange where the shares
listed on;
c) harga saham tertinggi, terendah, dan √ c) highest share price, lowest share price,
penutupan berdasarkan harga pada Bursa closing share price at the Stock Exchange
Efek tempat saham dicatatkan; dan where the shares listed on; and
d) volume perdagangan pada Bursa Efek √ d) share volume at the Stock Exchange
tempat saham dicatatkan; where the shares listed on;
Informasi pada huruf a) diungkap oleh Emiten √ Information in point a) should be disclosed by
yang merupakan Perusahaan Terbuka yang the Issuer, the public company whose shares is
sahamnya tercatat maupun tidak tercatat di listed or not listed in the Stock Exchange;
Bursa Efek;
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Informasi pada huruf b), c), dan huruf d) hanya √ Information in point b), point c), and point
diungkapkan jika Emiten merupakan Perusahaan d) only be disclosed if the Issuer is a public
Terbuka dan sahamnya tercatat di Bursa Efek; company whose shares is listed in the Stock
Exchange;
2) dalam hal terjadi aksi korporasi, seperti - 2) in the event of corporate actions, including
pemecahan saham (stock split), penggabungan stock split, reverse stock, dividend, bonus
saham (reverse stock), dividen saham, saham share, and change in par value of shares, then
bonus, dan perubahan nilai nominal saham, the share price referred to in point 1), should be
informasi saham sebagaimana dimaksud pada added with explanation on:
angka 1) ditambahkan penjelasan paling sedikit
mengenai:
a) tanggal pelaksanaan aksi korporasi; - a) date of corporate action;
b) rasio pemecahan saham (stock split), - b) stock split ratio, reverse stock, dividend,
penggabungan saham (reverse stock), bonus shares, and change in par value of
dividen saham, saham shares;
c) jumlah saham beredar sebelum dan - c) number of outstanding shares prior to
sesudah aksi korporasi; dan and after corporate action; and
d) jumlah efek konversi yang dilaksanakan (jika - d) The number of convertible securities
ada); dan exercised (if any); and
e) harga saham sebelum dan sesudah aksi - e) share price prior to and after corporate
korporasi; action;
3) dalam hal terjadi penghentian sementara - 3) in the event that the company’s shares were
perdagangan saham (suspension), dan/atau suspended and/or delisted from trading during
penghapusan pencatatan saham (delisting) the year under review, then the Issuers or
dalam tahun buku, Emiten atau Perusahaan Public Company should provide explanation on
Publik menjelaskan alasan penghentian the reason for the suspension and/or delisting;
sementara perdagangan saham (suspension) and
dan/atau penghapusan pencatatan saham
(delisting) tersebut; dan
4) dalam hal penghentian sementara perdagangan - 4) in the event that the suspension and/or
saham (suspension) dan/atau penghapusan delisting as referred to in point 3) was still
pencatatan saham (delisting) sebagaimana in effect until the date of the Annual Report,
dimaksud pada angka 3) masih berlangsung then the Issuer or the Public Company should
hingga akhir periode Laporan Tahunan, also explain the corporate actions taken by the
Emiten atau Perusahaan Publik menjelaskan company in resolving the suspension and/or
tindakan yang dilakukan untuk menyelesaikan delisting;
penghentian sementara perdagangan saham
(suspension) dan/atau penghapusan pencatatan
saham (delisting) tersebut;
c. Laporan Direksi 41-54 c. The Board of Directors Report
Laporan Direksi paling sedikit memuat: The Board of Directors Report should at least contain
the following items:
1) uraian singkat mengenai kinerja Emiten atau 1) the performance of the Issuer or Public
Perusahaan Publik, paling sedikit meliputi: Company, at least covering:
a) strategi dan kebijakan strategis Emiten 43 a) strategy and strategic policies of the
atau Perusahaan Publik; Issuer or Public Company;
b) peranan Direksi dalam perumusan strategi 44 b) Role of the Board of Directors in
dan kebijakan strategis Emiten atau formulating strategies and strategic
Perusahaan Publik; policies of Issuers or Public Companies;
c) proses yang dilakukan Direksi untuk 45 c) Process carried out by the Board of
memastikan implementasi strategi Emiten Directors to ensure the implementation
atau Perusahaan Publik; of the Issuer’s or Public Company’s
strategy;
d) perbandingan antara hasil yang dicapai 48 d) comparison between achievement of
dengan yang ditargetkan; dan results and targets; and
e) kendala yang dihadapi Emiten atau 49 e) challenges faced by the Issuer or Public
Perusahaan Publik; Company;
2) gambaran tentang prospek usaha; 49 2) description on business prospects;
3) penerapan tata kelola Emiten atau Perusahaan 51 3) implementation of good corporate governance
Publik; dan by Issuer or Public Company; and
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4) perubahan komposisi anggota Direksi dan alasan 53 4) changes in the composition of the Board of
perubahannya (jika ada); Directors and the reason behind (if any);
d. Laporan Dewan Komisaris 29-38 d. The Board of Commissioners Report
Laporan Dewan Komisaris paling sedikit memuat: The Board of Commissioners Report should at least
contain the following items:
1) Penilaian terhadap kinerja Direksi mengenai 30 1) Assessment on the performance of the Board
pengelolaan Emiten atau Perusahaan Publik; of Directors in managing the Issuer or the
Public Company;
2) Pengawasan terhadap implementasi strategi 32 2) Supervision on the implementation of the
Emiten atau Perusahaan Publik; strategy of the Issuer or Public Company;
3) Pandangan atas prospek usaha Emiten atau 33 3) View on the business prospects of the Issuer or
Perusahaan Publik yang disusun oleh Direksi; Public Company as established by the Board of
Directors;
4) Pandangan atas penerapan tata kelola Emiten 34 4) View on the implementation of the corporate
atau Perusahaan Publik; governance by the Issuer or Public Company;
5) Perubahan komposisi anggota Dewan Komisaris 37 5) Changes in the composition of the Board of
dan alasan perubahannya (jika ada); dan Commissioners and the reason behind (if any);
and
e. Profil Emiten atau Perusahaan Publik 59-125 e. Profile of the Issuer or Public Company
Profil Emiten atau Perusahaan Publik paling sedikit Profile of the Issuer or Public Company should cover
memuat: at least:
1) Nama Emiten atau Perusahaan Publik termasuk 60 1) Name of Issuer or Public Company, including
apabila terdapat perubahan nama, alasan change of name, reason of change, and the
perubahan, dan tanggal efektif perubahan nama effective date of the change of name during
pada tahun buku; the year under review;
2) Akses terhadap Emiten atau Perusahaan Publik 2) access to Issuer or Public Company, including
termasuk kantor cabang atau kantor perwakilan branch office or representative office, where
yang memungkinkan masyarakat dapat public can have access of information of the
memperoleh informasi mengenai Emiten atau Issuer or Public Company, which include:
Perusahaan Publik, meliputi:
a) Alamat; 61 a) Address;
b) Nomor telepon; 61 b) Telephone number;
c) Nomor faksimile; 61 c) Facsimile number;
d) Alamat surat elektronik; dan 61 d) E-mail address; and
e) Alamat Situs Web; 61 e) Website address;
3) Riwayat singkat Emiten atau Perusahaan Publik; 63 3) Brief history of the Issuer or Public Company;
4) Visi dan misi Emiten atau Perusahaan Publik; 72 4) Vision and mission of the Issuer or Public
Company;
5) Kegiatan usaha menurut anggaran dasar terakhir, 74 5) Line of business according to the latest
kegiatan usaha yang dijalankan pada tahun buku, Articles of Association, and types of products
serta jenis barang dan/atau jasa yang dihasilkan; and/or services produced;
6) Wilayah operasional Emiten atau Perusahaan 82 6) Operational area of the Issuer or Public
Publik; Company
7) Struktur organisasi Emiten atau Perusahaan 84 7) Structure of organization of the Issuer or
Publik dalam bentuk bagan, paling sedikit sampai Public Company in chart form, at least 1 (one)
dengan struktur 1 (satu) tingkat di bawah Direksi, level below the Board of Directors, with the
disertai dengan nama dan jabatan; names and titles;
8) daftar keanggotaan asosiasi industri baik 86 8) List of industry association memberships both
dalam skala nasional maupun internasional on a national and international scale related to
yang berkaitan dengan penerapan keuangan the implementation of sustainable finance;
berkelanjutan
9) Profil Direksi, paling sedikit memuat: 97-104 9) The Board of Directors profiles include:
a) Nama dan jabatan yang sesuai dengan √ a) Name and short description of duties and
tugas dan tanggung jawab; functions;
b) Foto terbaru; √ b) Latest photograph;
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c) Usia/tanggal lahir; √ c) Age/date of birth;
d) Kewarganegaraan; √ d) Citizenship;
e) Riwayat pendidikan; √ e) Education;
f) Riwayat jabatan, meliputi informasi: √ f) history position, covering information on:
(1) Dasar hukum penunjukan sebagai √ (1) Legal basis for appointment as
anggota Direksi pada Emiten member of the Board of Directors to
atau Perusahaan Publik yang the said Issuer or Public Company;
bersangkutan;
(2) Rangkap jabatan, baik sebagai √ (2) Dual position, as member of the
anggota Direksi, anggota Dewan Board of Directors, member of the
Komisaris, dan/atau anggota komite Board of Commissioners, and/or
serta jabatan lainnya (jika ada); dan member of committee, and other
position (if any); and
(3) Pengalaman kerja beserta periode √ (3) Working experience and period in
waktunya baik di dalam maupun di luar and outside the Issuer or Public
Emiten atau Perusahaan Publik; Company;
g) hubungan afiliasi dengan anggota Direksi √ g) Affiliation with other members of the
lainnya, anggota Dewan Komisaris, Board of Directors, members of the
pemegang saham utama, dan pengendali Board of Commissioners, majority and
baik langsung maupun tidak langsung controlling shareholders, either directly
sampai kepada pemilik individu, meliputi or indirectly to individual owners,
nama pihak yang terafiliasi; including names of affiliated parties. In
the event that a member of the Board
of Directors has no affiliation, the Issuer
or Public Company shall disclose this
matter; and
h) perubahan komposisi anggota Direksi 105 h) Changes in the composition of the
dan alasan perubahannya. Dalam hal tidak members of the Board of Directors and
terdapat perubahan komposisi anggota the reasons for the changes. In the event
Direksi, maka diungkapkan mengenai hal that there is no change in the composition
tersebut; of the members of the Board of Directors,
this matter shall be disclosed;
10) Profil Dewan Komisaris, paling sedikit memuat: 87-95 10) The Board of Commissioners profiles, at least
include:
a) Nama; √ a) Name;
b) Foto terbaru; √ b) Latest photograph;
c) Usia/tanggal lahir; √ c) Age/date of birth;
d) Kewarganegaraan; √ d) Citizenship;
e) Riwayat pendidikan; √ e) Education;
f) Riwayat jabatan, meliputi informasi: f) History position, covering information on:
(1) Dasar hukum penunjukan sebagai √ (1) Legal basis for the appointment
anggota Dewan Komisaris yang bukan as member of the Board of
merupakan Komisaris Independen Commissioners who is not
pada Emiten atau Perusahaan Publik Independent Commissioner at the
yang bersangkutan; said Issuer or Public Company;
(2) Dasar hukum penunjukan pertama √ (2) Legal bases for the first
kali sebagai anggota Dewan appointment as member of the
Komisaris yang merupakan Board of Commissioners who also
Komisaris Independen pada Emiten Independent Commissioner at the
atau Perusahaan Publik yang said Issuer or Public Company;
bersangkutan;
(3) Rangkap jabatan, baik sebagai √ (3) Dual position; as member of the
anggota Dewan Komisaris, anggota Board of Commissioners, member
Direksi, dan/atau anggota komite of the Board of Directors, and/or
serta jabatan lainnya (jika ada); dan member of committee and other
position (if any); and
(4) Pengalaman kerja beserta periode √ (4) Working experience and period in
waktunya baik di dalam maupun di luar and outside the Issuer or Public
Emiten atau Perusahaan Publik; Company;
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g) Hubungan afiliasi dengan anggota Dewan √ g) Affiliation with other members of
Komisaris lainnya, pemegang saham utama, the Board of Commissioners, major
dan pengendali baik langsung maupun tidak shareholders, and controllers either
langsung sampai kepada pemilik individu, directly or indirectly to individual owners,
meliputi nama pihak yang terafilias including names of affiliated parties; In
the event that a member of the Board
of Commissioners has no affiliation, the
Issuer or Public Company shall disclose
this matter;
h) Pernyataan independensi Komisaris - h) Statement of independence of
Independen dalam hal Komisaris Independent Commissioner in the event
Independen telah menjabat lebih dari 2 that the Independent Commissioner has
(dua) periode (jika ada); been appointed more than 2 (two) periods
(if any);
i) Perubahan komposisi anggota Dewan 96 i) Changes in the composition of the
Komisaris dan alasan perubahannya. members of the Board of Commissioners
Dalam hal tidak terdapat perubahan and the reasons for the changes. In the
komposisi anggota Dewan Komisaris, maka event that there is no change in the
diungkapkan mengenai hal tersebut; composition of the members of the Board
of Commissioners, this matter shall be
disclosed;
11) Dalam hal terdapat perubahan susunan anggota 106 11) In the event that there were changes in the
Direksi dan/atau anggota Dewan Komisaris composition of the Board of Commissioners
yang terjadi setelah tahun buku berakhir sampai and/or the Board of Directors occurring
dengan batas waktu penyampaian Laporan between the period after year-end until the
Tahunan, susunan yang dicantumkan dalam date the Annual Report submitted, then the
Laporan Tahunan adalah susunan anggota last and the previous composition of the
Direksi dan/atau anggota Dewan Komisaris yang Board of Commissioners and/or the Board of
terakhir dan sebelumnya; Directors shall be stated in the Annual Report;
12) Jumlah karyawan menurut jenis kelamin, 107 12) Number of employees by gender, position,
jabatan, usia, tingkat pendidikan, dan status age, education level, and employment status
ketenagakerjaan (tetap/kontrak) dalam tahun (permanent/contracted) in the fiscal year;
buku; Disclosure of information can be presented in
tabular form.
13) Nama pemegang saham dan persentase 13) Names of shareholders and ownership
kepemilikan pada akhir tahun buku, yang terdiri percentage at the end of the fiscal year,
dari: including:
a) Pemegang saham yang memiliki 5% (lima 109 a) Shareholders having 5% (five percent) or
persen) atau lebih saham Emiten atau more shares of Issuer or Public Company;
Perusahaan Publik;
b) Anggota Direksi dan anggota Dewan 110 b) Commissioners and Directors who own
Komisaris yang memiliki saham Emiten shares of the Issuers or Public Company;
atau Perusahaan Publik; dan and
c) Kelompok pemegang saham masyarakat, 110 c) Groups of public shareholders, or groups
yaitu kelompok pemegang saham yang of shareholders, each with less than 5%
masing-masing memiliki kurang dari (five percent) ownership shares of the
5% (lima persen) saham emiten atau Issuers or Public Company;
perusahaan publik;
14) Persentase kepemilikan tidak langsung atas 112 14) The percentage of indirect ownership of
saham Emiten atau Perusahaan Publik oleh the shares of the Issuer or Public Company
anggota Direksi dan anggota Dewan Komisaris by members of the Board of Directors and
pada awal dan akhir tahun buku, termasuk members of the Board of Commissioners at the
informasi mengenai pemegang saham yang beginning and end of the fiscal year, including
terdaftar dalam daftar pemegang saham untuk information on shareholders registered in
kepentingan kepemilikan tidak langsung anggota the shareholder register for the benefit of
Direksi dan anggota Dewan Komisaris; indirect ownership of members of the Board
of Directors and members of the Board of
Commissioners;
15) Jumlah pemegang saham dan persentase 112 15) Number of shareholders and ownership
kepemilikan per akhir tahun buku berdasarkan percentage at the end of the fiscal year, based
klasifikasi: on:
a) Kepemilikan institusi lokal; √ a) Ownership of local institutions;
b) Kepemilikan institusi asing; √ b) Ownership of foreign institutions;
c) Kepemilikan individu lokal; dan √ c) Ownership of local individual; and
d) Kepemilikan individu asing; √ d) Ownership of foreign individual;
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16) Informasi mengenai pemegang saham utama dan 112 16 Information on major shareholders and
pengendali Emiten atau Perusahaan Publik, baik controlling shareholders the Issuers of Public
langsung maupun tidak langsung, sampai kepada Company, directly or indirectly, and also
pemilik individu, yang disajikan dalam bentuk individual shareholder, presented in the form
skema atau bagan; of scheme or diagram;
17) Nama entitas anak, perusahaan asosiasi, 116-121 17) Name of subsidiaries, associated companies,
perusahaan ventura bersama dimana Emiten joint venture controlled by Issuers or Public
atau Perusahaan Publik memiliki pengendalian Company, with entity, percentage of stock
bersama entitas, beserta persentase kepemilikan ownership, line of business, total assets and
saham, bidang usaha, total aset, dan status operating status of the Issuers of Public
operasi Emiten atau Perusahaan Publik tersebut Company (if any);
(jika ada);
Untuk entitas anak, ditambahkan informasi √ For subsidiaries, include the addresses of the
mengenai alamat entitas anak tersebut; said subsidiaries;
18) Kronologi pencatatan saham, jumlah saham, 122 18) Chronology of share listing, number of shares,
nilai nominal, dan harga penawaran dari awal par value, and bid price from the beginning of
pencatatan hingga akhir tahun buku serta listing up to the end of the financial year, and
nama Bursa Efek dimana saham Emiten atau name of Stock Exchange where the Issuers of
Perusahaan Publik dicatatkan (jika ada); Public Company shares are listed;
19) Informasi pencatatan efek lainnya selain efek 122 19) Other securities listing information other than
sebagaimana dimaksud pada angka 18), yang the securities as referred to in number 18),
belum jatuh tempo pada tahun buku paling sedikit which have not yet matured in the fiscal year,
memuat nama efek, tahun penerbitan, tingkat at least contain the name of the securities,
suku bunga/imbal hasil, tanggal jatuh tempo, nilai year of issue, interest rate/yield, maturity date,
penawaran, dan peringkat efek (jika ada); offering value, and securities rating (if any);
20) Informasi penggunaan jasa akuntan publik (AP) 125 20) Information on the use of a Public Accountant
dan kantor akuntan publik (KAP) beserta jaringan/ (AP) and a Public Accounting firm (KAP)
asosiasi/aliansinya meliputi: services and their networks/associations/
alliances include:
a) nama dan alamat; √ a) name and address;
b) periode penugasan; √ b) period of assignment;
c) informasi jasa audit dan/atau non audit √ c) informasi jasa audit dan/atau non audit
yang diberikan; yang diberikan;
d) biaya jasa (fee) audit dan/atau non audit √ d) Audit and/or non-audit fees for each
untuk masing-masing penugasan yang assignment given during the fiscal year;
diberikan selama tahun buku; dan and
e) dalam hal AP dan KAP beserta jaringan/ √ e) In the event that AP and KAP and their
asosiasi/aliansinya, yang ditunjuk tidak network/association/alliance, which
memberikan jasa non audit, maka are appointed do not provide non-
diungkapkan mengenai informasi tersebut; audit services, then the information is
dan disclosed; and
21) Nama dan alamat lembaga dan/atau profesi 125 21) Name and address of capital market supporting
penunjang pasar modal selain AP dan KAP; institutions and/or professionals other than AP
and KAP
f. Analisis dan Pembahasan Manajemen 143-191 f. Management Discussion and Analysis
Analisis dan pembahasan manajemen memuat analisis Management Analysis and Discussion Annual
dan pembahasan mengenai laporan keuangan dan should contain discussion and analysis on financial
informasi penting lainnya dengan penekanan pada statements and other material information
perubahan material yang terjadi dalam tahun buku, yaitu emphasizing material changes that occurred during
paling sedikit memuat: the year under review, at least including:
1) Tinjauan operasi per segmen operasi sesuai 153 1) Operational review per business segment,
dengan jenis industri Emiten atau Perusahaan according to the type of industry of the Issuer
Publik, paling sedikit mengenai: or Public Company including:
a) Produksi, yang meliputi proses, kapasitas, √ a) Production, including process, capacity,
dan perkembangannya; and growth;
b) Pendapatan/penjualan; dan 160 b) Income/sales; and
c) Profitabilitas; 155, 164 c) Profitability;
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2) Kinerja keuangan komprehensif yang mencakup 2) comprehensive financial performance analysis
perbandingan kinerja keuangan dalam 2 (dua) which includes a comparison between the
tahun buku terakhir, penjelasan tentang financial performance of the last 2 (two)
penyebab adanya perubahan dan dampak fiscal years, and explanation on the causes
perubahan tersebut, paling sedikit mengenai: and effects of such changes, among others
concerning:
a) Aset lancar, aset tidak lancar, dan total 158 a) Current assets, non-current assets, and
aset; total assets;
b) Liabilitas jangka pendek, liabilitas jangka 158 b) Short term liabilities, long term liabilities,
panjang, dan total liabilitas; total liabilities;
c) Ekuitas; 159 c) Equities;
d) Pendapatan/penjualan, beban, laba (rugi), 159-161 d) Sales/operating revenues, expenses
penghasilan komprehensif lain, dan total and profit (loss), other comprehensive
laba (rugi) komprehensif; dan revenues, and total comprehensive profit
(loss); and
e) Arus kas 162 e) Cash flows
3) Kemampuan membayar utang dengan menyajikan 165 3) The capacity to pay debts by including the
perhitungan rasio yang relevan; computation of relevant ratios;
4) Tingkat kolektibilitas piutang emiten atau 168 4) Accounts receivable collectability of the Issuer
perusahaan publik dengan menyajikan or Public Company, including the computation
perhitungan rasio yang relevan; of the relevant ratios;
5) Struktur modal (capital structure) dan kebijakan 168 5) Capital structure and management policies
manajemen atas struktur modal (capital concerning capital structure, including the
structure) tersebut disertai dasar penentuan basis for determining the said policy;
kebijakan dimaksud;
6) Bahasan mengenai ikatan yang material untuk 170 6) discussion on material ties for the investment
investasi barang modal dengan penjelasan paling of capital goods, including the explanation on
sedikit meliputi: at least:
a) Tujuan dari ikatan tersebut; N/A a) The purpose of such ties;
b) Sumber dana yang diharapkan untuk N/A b) Source of funds expected to fulfill the
memenuhi ikatan tersebut; said ties;
c) Mata uang yang menjadi denominasi; dan N/A c) Currency of denomination; and
d) Langkah yang direncanakan emiten atau N/A d) Steps taken by the Issuer of Public
perusahaan publik untuk melindungi risiko Company to protect the position of a
dari posisi mata uang asing yang terkait; related foreign currency against risks;
7) Bahasan mengenai investasi barang modal yang 170 7) Discussion on investment of capital goods
direalisasikan dalam tahun buku terakhir, paling which was realized in the last fiscal year, at
sedikit meliputi: least include:
a) Jenis investasi barang modal; √ a) Type of investment of capital goods;
b) Tujuan investasi barang modal; dan √ b) Objective of the investment of capital
goods; and
c) Nilai investasi barang modal yang √ c) Value of the investment of capital goods;
dikeluarkan;
8) Informasi dan fakta material yang terjadi setelah 171 8) Material Information and facts that occurring
tanggal laporan akuntan (jika ada); after the date of the accountant’s report
(if any);
9) Prospek usaha dari emiten atau perusahaan 172 9) Information on the prospects of the
publik dikaitkan dengan kondisi industri, ekonomi Issuer or the Company in connection with
secara umum dan pasar internasional disertai industry,economy in general, accompanied
data pendukung kuantitatif dari sumber data with supporting quantitative data if there is a
yang layak dipercaya; reliable data source;
10) Perbandingan antara target/proyeksi pada awal 173-174 10) Comparison between target/projection at
tahun buku dengan hasil yang dicapai (realisasi), beginning of year and result (realization),
mengenai: concerning:
a) Pendapatan/penjualan; √ a) Income/sales;
b) Laba (rugi); √ b) Profit (loss);
c) Struktur modal (capital structure); √ c) Capital structure; or
d) Kebijakan dividen; atau √ d) Dividend policy; or
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e) Hal lainnya yang dianggap penting bagi √ e) Others that deemed necessary for the
Emiten atau Perusahaan Publik; Issuer or Public Company;
11) Target/proyeksi yang ingin dicapai Emiten 174 11) Target/projection at most for the next one year
atau Perusahaan Publik untuk 1 (satu) tahun of the Issuer or Public Company, concerning:
mendatang, mengenai:
a) Pendapatan/penjualan; √ a) Income/sales;
b) Laba (rugi); √ b) Profit (loss);
c) Struktur modal (capital structure); √ c) Capital structure; or
d) Kebijakan dividen; atau √ d) Dividend policy;
e) Hal lainnya yang dianggap penting bagi √ e) Or others that deemed necessary for the
Emiten atau Perusahaan Publik; Issuer or Public Company;
12) Aspek pemasaran atas barang dan/atau jasa 176 12) Marketing aspects of the company’s products
Emiten atau Perusahaan Publik, paling sedikit and/or services the Issuer or Public Company,
mengenai strategi pemasaran dan pangsa pasar; among others marketing strategy and market
share;
13) Uraian mengenai dividen selama 2 (dua) tahun 178 13) Description regarding the dividend policy
buku terakhir (jika ada), paling sedikit: during the last 2 (two) fiscal years, at least:
a) Kebijakan dividen; √ a) Dividend policy;
b) Tanggal pembayaran dividen kas dan/atau N/A b) The date of the payment of cash dividend
tanggal distribusi dividen non kas; and/or date of distribution of non-cash
dividend;
c) Jumlah dividen per saham (kas dan/atau N/A c) Amount of cash per share (cash and/or
non kas); dan non cash); and
d) Jumlah dividen per tahun yang dibayar; N/A d) Amount of dividend per year paid;
Dalam hal Emiten atau Perusahaan Publik tidak √ Disclosure of information can be presented
membagikan dividen dalam 2 (dua) tahun terakhir, in tabular form. In the event that the Issuer or
maka diungkapkan mengenai hal tersebut. Public Company does not distribute dividends
in the last 2 (two) years, this matter shall be
disclosed.
14) Realisasi penggunaan dana hasil Penawaran 178 14) Use of proceeds from Public Offerings, under
Umum, dengan ketentuan: the condition of:
a) Dalam hal selama tahun buku, Emiten N/A a) during the year under review, on which
memiliki kewajiban menyampaikan the Issuer has the obligation to report
laporan realisasi penggunaan dana, maka the realization of the use of proceeds,
diungkapkan realisasi penggunaan dana then the realization of the cumulative use
hasil Penawaran Umum secara kumulatif of proceeds until the year end should be
sampai dengan akhir tahun buku; dan disclosed; and
b) Dalam hal terdapat perubahan penggunaan N/A b) In the event that there were changes
dana sebagaimana diatur dalam Peraturan in the use of proceeds as stipulated in
Otoritas Jasa Keuangan tentang the Regulation of the Financial Services
Laporan Realisasi Penggunaan Dana Authority on the Report of the Utilization
Hasil Penawaran Umum, maka Emiten of Proceeds from Public Offering, then
menjelaskan perubahan tersebut; Issuer should explain the said changes;
15) Informasi material (jika ada), antara lain mengenai 179-182 15) Material information (if any), among
investasi, ekspansi, divestasi, penggabungan/ others concerning investment, expansion,
peleburan usaha, akuisisi, restrukturisasi utang/ divestment, acquisition, debt/capital
modal, transaksi Afiliasi, dan transaksi yang restructuring, transactions with related parties
mengandung benturan kepentingan, yang terjadi and transactions with conflict of interest that
pada tahun buku, antara lain memuat: occurred during the year under review, among
others include:
a) Tanggal, nilai, dan objek transaksi; √ a) Transaction date, value, and object;
b) Nama pihak yang melakukan transaksi; √ b) Name of transacting parties;
c) Sifat hubungan Afiliasi (jika ada); √ c) Nature of related parties (if any);
d) Penjelasan mengenai kewajaran transaksi; √ d) Description of the fairness of the
dan transaction; and
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e) Pemenuhan ketentuan terkait; √ e) Compliance with related rules and
regulations;
f) dalam hal terdapat hubungan afiliasi, selain f) In the event that there is an affiliation
mengungkapkan informasi sebagaimana relationship, apart from disclosing the
dimaksud dalam huruf a) sampai dengan information as referred to in letter a) to
huruf e), Emiten atau Perusahaan Publik letter e), the Issuer or Public Company
juga mengungkapkan informasi: also discloses information:
1) Pernyataan Direksi bahwa transaksi √ 1) A statement from the Board
afiliasi telah melalui prosedur yang of Directors that the affiliate
memadai untuk memastikan bahwa transaction has gone through
transaksi afiliasi dilaksanakan sesuai adequate procedures to ensure that
dengan praktik bisnis yang berlaku the affiliate transaction is carried
umum antara lain dilakukan dengan out in accordance with generally
memenuhi prinsip transaksi yang accepted business practices, by
wajar (arms- length principle); dan complying with the arms-length
principle; and
2) Peran Dewan Komisaris dan komite √ 2) The role of the Board of
audit dalam melakukan prosedur yang Commissioners and the audit
memadai untuk memastikan bahwa committee in carrying out adequate
transaksi afiliasi dilaksanakan sesuai procedures to ensure that affiliated
dengan praktik bisnis yang berlaku transactions are carried out in
umum antara lain dilakukan dengan accordance with generally accepted
memenuhi prinsip transaksi yang business practices, by complying
wajar (arms- length principle); with the arms-length principle;
g) Dalam hal transaksi afiliasi atau transaksi √ g) For affiliated transactions or material
material dimaksud telah diungkapkan dalam transactions which are business activities
laporan keuangan tahunan, ditambahkan carried out to generate business income
informasi mengenai rujukan pengungkapan and are carried out regularly, repeatedly,
dalam laporan keuangan tahunan tersebut. and/or continuously, an explanation is
added that the affiliated transactions
or material transactions are business
activities carried out to generate
operating income. and run regularly,
repeatedly, and/or continuously;
h) Untuk pengungkapan transaksi afiliasi dan/ N/A h) For disclosure of affiliated transactions
atau transaksi benturan kepentingan yang and/or conflict of interest transactions
merupakan hasil pelaksanaan transaksi resulting from the implementation of
afiliasi dan/atau transaksi benturan affiliated transactions and/or conflict
kepentingan yang telah disetujui pemegang of interest transactions that have been
saham independen, ditambahkan informasi approved by independent shareholders,
mengenai tanggal pelaksanaan RUPS yang additional information regarding the date
menyetujui transaksi afiliasi dan/atau of the GMS which approved the affiliated
transaksi benturan kepentingan tersebut; transactions and/or conflict of interest
transactions is added;
i) Dalam hal tidak terdapat transaksi afiliasi √ i) In the event that there is no affiliated
dan/atau transaksi benturan kepentingan, transaction and/or conflict of interest
maka diungkapkan mengenai hal tersebut; transaction, then this shall be disclosed;
16) Perubahan ketentuan peraturan perundang- 182 16) Changes in regulation which have a significant
undangan yang berpengaruh signifikan terhadap effect on the Issuer or Public Company and
Emiten atau Perusahaan Publik dan dampaknya impacts on the company (if any); and
terhadap laporan keuangan (jika ada); dan
17) Perubahan kebijakan akuntansi, alasan dan 183 17) Changes in the accounting policy, rationale and
dampaknya terhadap laporan keuangan (jika ada); impact on the financial statement (if any);
g. Tata Kelola Emiten atau Perusahaan Publik 193-357 g. Corporate Governance of the Issuer or Public
Company
Tata kelola Emiten atau Perusahaan Publik paling sedikit Corporate Governance of the Issuer or Public
memuat uraian singkat mengenai: Company contains at least:
1) RUPS, paling sedikit memuat: 1) GMS, at least contains:
a) Informasi mengenai keputusan RUPS pada a) Information regarding the resolutions of
tahun buku dan 1 (satu) tahun sebelum the GMS in the fiscal year and 1 (one) year
tahun buku meliputi: prior to the fiscal year include:
1) keputusan RUPS pada tahun buku dan 207, 218 1) Resolutions of the GMS in the fiscal
1 (satu) tahun sebelum tahun buku year and 1 (one) year before the
yang direalisasikan pada tahun buku; fiscal year realized in the fiscal year;
dan and
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2) keputusan RUPS pada tahun buku dan N/A 2) Resolutions of the GMS in the fiscal
1 (satu) tahun sebelum tahun buku (218) year and 1 (one) year before the fiscal
yang belum direalisasikan beserta year that have not been realized and
alasan belum direalisasikan; the reasons for not realizing them;
b) dalam hal Emiten atau Perusahaan Publik 205, 213 b) In the event that the Issuer or Public
menggunakan pihak independen dalam Company uses an independent party in
pelaksanaan RUPS untuk melakukan the conduct of the GMS to calculate the
perhitungan suara, maka diungkapkan votes, then this matter shall be disclosed;
mengenai hal tersebut;
2) Direksi, mencakup antara lain: 2) The Board of Directors, covering:
a) Tugas dan tanggung jawab masing-masing 241 a) The tasks and responsibilities of each
anggota Direksi; member of the Board of Directors;
b) Pernyataan bahwa Direksi memiliki 243 b) Statement that the Board of Directors has
pedoman atau piagam (charter) Direksi; already have board manual or charter;
c) Kebijakan dan pelaksanaan tentang 244 c) Policies and implementation of
frekuensi rapat Direksi, termasuk rapat the frequency of meetings of the
bersama Dewan Komisaris, dan tingkat Board of Directors, meetings of the
kehadiran anggota Direksi dalam rapat Board of Directors with the Board
tersebut termasuk tingkat kehadiran dalam of Commissioners, and the level of
RUPS; attendance of members of the Board
of Directors in the meeting including
attendance at the GMS;
d) pelatihan dan/atau peningkatan kompetensi d) Training and/or competency development
anggota Direksi: of members of the Board of Directors:
(1) kebijakan pelatihan dan/atau 246 (1) Policies for training and/or
peningkatan kompetensi anggota improving the competence of
Direksi, termasuk program orientasi members of the Board of Directors,
bagi anggota Direksi yang baru including an orientation program
diangkat (jika ada); dan for newly appointed members of the
Board of Directors (if any); and
(2) pelatihan dan/atau peningkatan 247 (2) Training and/or competency
kompetensi yang diikuti anggota improvement attended by members
Direksi dalam tahun buku (jika ada); of the Board of Directors in the
fiscal year (if any);
e) penilaian Direksi terhadap kinerja komite N/A e) The Board of Directors’ assessment of
yang mendukung pelaksanaan tugas Direksi 248 the performance of the committees that
pada tahun buku paling sedikit memuat: support the implementation of the Board
of Directors’ duties for the fiscal year shall
at least contain:
(1) prosedur penilaian kinerja; dan N/A (1) Performance appraisal procedures;
and
(2) kriteria yang digunakan seperti N/A (2) The criteria used are performance
capaian kinerja selama tahun buku, achievements during the fiscal year,
kompetensi dan kehadiran dalam are competence and attendance at
rapat; dan meetings; and
f) dalam hal Emiten atau Perusahaan Publik √ f) In the event that the Issuer or Public
tidak memiliki komite yang mendukung Company does not have a committee
pelaksanaan tugas Direksi, maka that supports the implementation of
diungkapkan mengenai hal tersebut. the duties of the Board of Directors, this
matter shall be disclosed.
3) Dewan Komisaris, mencakup antara lain: 3) The Board of Commissioners, among others
include:
a) Tugas dan tanggung jawab Dewan 220 a) Duties and responsibilities of the Board of
Komisaris; Commissioners;
b) Pernyataan bahwa Dewan Komisaris 221 b) Statement that the Board of
memiliki pedoman atau piagam (charter) Commissioners has already have the
Dewan Komisaris; board manual or charter;
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c) Kebijakan dan pelaksanaan tentang 222 c) Policies and implementation of the
frekuensi rapat Dewan Komisaris, termasuk frequency of meetings of the Board of
rapat bersama Direksi, dan tingkat Commissioners, meetings of the Board
kehadiran anggota Dewan Komisaris dalam of Commissioners with the Board of
rapat tersebut termasuk tingkat kehadiran Directors and the level of attendance of
dalam RUPS; members of the Board of Commissioners
in these meetings including attendance at
the GMS;
d) pelatihan dan/atau peningkatan kompetensi d) Training and/or competency
anggota Dewan Komisaris: improvement of members of the Board of
Commissioners:
(1) kebijakan pelatihan dan/atau 230 (1) Policy on competency training and/
peningkatan kompetensi anggota or development of members of the
Dewan Komisaris, termasuk program Board of Commissioners, including
orientasi bagi anggota Dewan orientation programs for newly
Komisaris yang baru diangkat (jika appointed members of the Board of
ada); dan Commissioners (if any); and
(2) pelatihan dan/atau peningkatan 231 (2) Competency training and/or
kompetensi yang diikuti anggota development attended by members
Dewan Komisaris dalam tahun buku of the Board of Commissioners in
(jika ada); the fiscal year (if any);
e) penilaian terhadap kinerja anggota 248-252 e) The assessment on the performance
Direksi dan anggota Dewan Komisaris dan of the Board of Directors and Board of
pelaksanaannya, paling sedikit memuat: Commissioners and the implementation,
at least covering:
(1) Prosedur pelaksanaan penilaian √ (1) procedure for the implementation
kinerja; of performance assessment;
(2) Kriteria yang digunakan seperti √ (2) Criteria used are performance
capaian kinerja selama tahun buku, achievements during the fiscal year,
kompetensi dan kehadiran dalam competency and attendance at
rapat; dan meetings; and
(3) Pihak yang melakukan penilaian; √ (3) Assessor;
f) penilaian Dewan Komisaris terhadap kinerja 233 f) Board of Commissioners’ assessment of
Komite yang mendukung pelaksanaan tugas the performance of the Committees that
Dewan Komisaris pada tahun buku meliputi: support the implementation of the duties
of the Board of Commissioners in the
fiscal year includes:
(1) prosedur penilaian kinerja; dan √ (1) Performance appraisal procedures;
and
(2) kriteria yang digunakan seperti √ (2) The criteria used are performance
capaian kinerja selama tahun buku, achievements during the fiscal
kompetensi dan kehadiran dalam year, competency and attendance
rapat; at meetings;
4) Nominasi dan remunerasi Direksi dan Dewan 252-254 4) The nomination and remuneration of the Board
Komisaris, paling sedikit memuat: of Directors and the Board of Commissioners
shall at least contain:
a) prosedur nominasi, meliputi uraian singkat √ a) Nomination procedure, including a brief
mengenai kebijakan dan proses nominasi description of the policies and process
anggota Direksi dan/atau anggota Dewan for nomination of members of the Board
Komisaris; dan of Directors and/or members of the Board
of Commissioners; and
b) prosedur dan pelaksanaan remunerasi √ b) Procedures and implementation of
Direksi dan Dewan Komisaris, antara lain: remuneration for the Board of Directors
and the Board of Commissioners, among
others:
(1) prosedur penetapan remunerasi √ (1) Procedures for determining
Direksi dan Dewan Komisaris; remuneration for the Board
of Directors and the Board of
Commissioners;
(2) struktur remunerasi Direksi dan √ (2) The remuneration structure of the
Dewan Komisaris seperti, gaji, Board of Directors and the Board
tunjangan, tantiem/bonus dan of Commissioners such as salary,
lainnya; dan allowances, tantiem/bonus and
others; and
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(3) besarnya remunerasi masing-masing √ (3) The amount of remuneration for
anggota Direksi dan anggota Dewan each member of the Board of
Komisaris; Directors and member of the Board
of Commissioners
5) Dewan Pengawas Syariah, bagi Emiten atau - 5) Sharia Supervisory Board, for Issuer or Public
Perusahaan Publik yang menjalankan kegiatan Company that conduct business based on
usaha berdasarkan prinsip syariah sebagaimana sharia law, as stipulated in the articles of
tertuang dalam anggaran dasar, paling sedikit association, at least containing:
memuat:
a) nama; - a) name;
b) dasar hukum pengangkatan dewan - b) Legal basis for the appointment of the
pengawas syariah; sharia supervisory board;
c) periode penugasan dewan pengawas - c) Period of assignment of the sharia
syariah; supervisory board;
d) tugas dan tanggung jawab Dewan Pengawas - d) duty and responsibility of Sharia
Syariah; dan Supervisory Board; and
e) frekuensi dan cara pemberian nasihat - e) frequency and procedure in providing
dan saran serta pengawasan pemenuhan advice and suggestion, as well as the
Prinsip Syariah di Pasar Modal terhadap compliance of Sharia Principles by the
Emiten atau Perusahaan Publik; Issuer or Public Company in the Capital
Market;
6) Komite Audit, mencakup antara lain: 6) Audit Committee, among others covering:
a) Nama dan jabatannya dalam keanggotaan 255-259 a) Name and position in the committee;
komite;
b) Usia/tanggal lahir; √ b) Age/date of birth;
c) Kewarganegaraan; √ c) Citizenship;
d) Riwayat pendidikan; √ d) Education background;
e) Riwayat jabatan, meliputi informasi: e) History of position; including:
(1) Dasar hukum untuk pengangkatan √ (1) Legal basis for appointment as
sebagai anggota komite; committee member;
(2) Rangkap jabatan, baik sebagai √ (2) Dual position, as member of Board
anggota Dewan Komisaris, anggota of Commissioners, member of
Direksi, dan/atau anggota komite Board of Directors, and/or member
serta jabatan lainnya (jika ada); dan of committee, and other position (if
any); and
(3) Pengalaman kerja beserta periode √ (3) working experience and period in
waktunya baik di dalam maupun di luar and outside the Issuer or Public
Emiten atau Perusahaan Publik; Company;
f) Periode dan masa jabatan anggota Komite √ f) Period and terms of office of the member
Audit; of Audit Committee;
g) Pernyataan independensi Komite Audit; 260 g) statement of independence of the Audit
Committee;
h) Pendidikan dan/atau pelatihan yang telah 261 h) Training and/or competency improvement
diikuti dalam tahun buku (jika ada); dan that have been followed in the fiscal year
(if any);
i) Kebijakan dan pelaksanaan tentang 265-273 i) Policies and implementation of the
frekuensi rapat Komite Audit dan tingkat frequency of audit committee meetings
kehadiran anggota Komite Audit dalam and the level of attendance of audit
rapat tersebut; committee members in those meetings;
and
j) Pelaksanaan kegiatan Komite Audit 274 j) the activities of the Audit Committee in
pada tahun buku sesuai dengan yang the year under review, in accordance with
dicantumkan dalam pedoman atau piagam the Audit Committee Charter;
(charter) Komite Audit;
7) Komite atau fungsi nominasi dan remunerasi 7) The nomination and remuneration committee
Emiten atau Perusahaan Publik, paling sedikit or function of the Issuer or Public Company, at
memuat: least containing:
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a) Nama dan jabatannya dalam keanggotaan 275-277 a) Name and position in committee
komite; membership;
b) Usia; √ b) Age;
c) Kewarganegaraan; √ c) Nationality;
d) Riwayat pendidikan; √ d) Educational history;
e) Riwayat jabatan, meliputi informasi: √ e) Position history, including information
on:
(1) Dasar hukum penunjukan sebagai - (1) Legal basis for appointment as
anggota komite; committee member;
(2) Rangkap jabatan, baik sebagai - (2) Concurrent positions, either
anggota Dewan Komisaris, anggota as a member of the Board of
Direksi, dan/atau anggota komite Commissioners, member of
serta jabatan lainnya (jika ada); dan the Board of Directors, and/or
committee member and other
positions (if any); and
(3) Pengalaman kerja beserta periode - (3) Work experience and period of time
waktunya baik di dalam maupun di luar both inside and outside the Issuer or
Emiten atau Perusahaan Publik; Public Company;
f) Periode dan masa jabatan anggota komite; √ f) Period and term of office of the
committee members;
g) Pernyataan independensi komite; 278 g) Statement of committee independence;
h) Pendidikan dan/atau pelatihan yang telah 278 h) Training and/or competency improvement
diikuti dalam tahun buku (jika ada); dan that have been followed in the fiscal year
(if any);
i) Uraian tugas dan tanggung jawab; 281 i) Description of duties and responsibilities;
j) Pernyataan bahwa telah memiliki pedoman 280 j) A statement that it has a guideline or
atau piagam (charter) komite; charter;
k) Kebijakan dan pelaksanaan tentang 281-285 k) Policies and implementation of the
frekuensi rapat komite dan tingkat frequency of meetings and the level of
kehadiran anggota komite dalam rapat attendance of members at the meeting;
tersebut;
l) uraian singkat pelaksanaan kegiatan pada 285 l) Brief description of the implementation
tahun buku; dan of activities in the fiscal year; and
m) dalam hal tidak dibentuk komite - m) In the event that no nomination and
nominasi dan remunerasi, Emiten atau remuneration committee is formed, the
Perusahaan Publik cukup mengungkapkan Issuer or Public Company is sufficient to
informasi sebagaimana dimaksud dalam disclose the information as referred to in
huruf i) sampai dengan huruf l) dan letter i) to letter l) and disclose:
mengungkapkan:
(1) alasan tidak dibentuknya komite; dan - (1) Reasons for not forming the
committee; and
(2) pihak yang melaksanakan fungsi - (2) The party carrying out the
nominasi dan remunerasi; nomination and remuneration
function;
8) Komite lain yang dimiliki Emiten atau Perusahaan 8) Other committees owned by Issuers or Public
Publik dalam rangka mendukung fungsi dan Companies in order to support the functions
tugas Direksi (jika ada) dan/atau komite yang and tasks of the Board of Directors (if any) and
mendukung fungsi dan tugas Dewan Komisaris, / or committees that support the functions
paling sedikit memuat: and duties of the Board of Commissioners, the
least contains:
a) Nama dan jabatannya dalam keanggotaan 187-291 a) Name and position in the Committee;
komite;
b) Usia; √ b) Age;
c) Kewarganegaraan; √ c) Citizenship;
d) Riwayat pendidikan; √ d) Education background;
e) Riwayat jabatan, meliputi informasi: √ e) History of position, including:
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(1) Dasar hukum penunjukan sebagai √ (1) Legal basis for the appointment as
anggota komite; member of the committee;
(2) Rangkap jabatan, baik sebagai √ (2) Dual position, as member of Board
anggota Dewan Komisaris, anggota of Commissioners, member of
Direksi, dan/atau anggota komite Board of Directors, and/or member
serta jabatan lainnya (jika ada); dan of committee, and other position (if
any); and
(3) Pengalaman kerja beserta periode - (3) Working experience and period in
waktunya baik di dalam maupun di luar and outside the Issuer or Public
Emiten atau Perusahaan Publik; Company;
f) Periode dan masa jabatan anggota komite; √ f) Period and terms of office of the member
of Audit Committee;
g) Pernyataan independensi komite; 292 g) Statement of committee independence;
h) Pendidikan dan/atau pelatihan yang telah 292 h) Training and/or competency improvement
diikuti dalam tahun buku (jika ada); dan that have been followed in the fiscal year
(if any); and
i) Uraian tugas dan tanggung jawab; 295 i) Description of duties and responsibilities;
j) Pernyataan bahwa telah memiliki pedoman 295 j) A statement that the committee has had
atau piagam (charter) komite; guidelines or charters;
k) Kebijakan dan pelaksanaan tentang 296-304 k) Policies and implementation of the
frekuensi rapat komite dan tingkat frequency of committee meetings and
kehadiran anggota komite dalam rapat the level of attendance of committee
tersebut; members at the meeting; and
l) uraian singkat pelaksanaan kegiatan pada 305 l) A brief description of the committee’s
tahun buku; dan activities for the fiscal year;
9) Sekretaris Perusahaan, mencakup antara lain: 9) Corporate Secretary, including:
a) nama; 306 a) name;
b) domisili; 306 b) domicile;
c) riwayat jabatan, meliputi informasi: c) history of position, including:
(1) dasar hukum penunjukan sebagai 306 (1) legal basis for the appointment as
Sekretaris Perusahaan; dan Corporate Secretary; and
(2) pengalaman kerja beserta periode 307 (2) working experience and period in
waktunya baik di dalam maupun di luar and outside the Issuer or Public
Emiten atau Perusahaan Publik; Company;
d) riwayat pendidikan; 306 d) education background;
e) pendidikan dan/atau pelatihan yang diikuti 309 e) education and/or training during the year
dalam tahun buku; dan under review; and
f) uraian singkat pelaksanaan tugas 308 f) brief description on the implementation
Sekretaris Perusahaan pada tahun buku; of duties of the Corporate Secretary in
the year under review;
10) Unit Audit Internal, mencakup antara lain: 10) Internal Audit Unit, among others including:
a) Nama kepala Unit Audit Internal; 311 a) Name of Head of Internal Audit Unit;
b) Riwayat jabatan, meliputi informasi: 311 b) History of position, including:
(1) Dasar hukum penunjukan sebagai 311 (1) Legal basis for the appointment as
Kepala Audit Internal; dan Head of Internal Audit Unit; and
(2) Pengalaman kerja beserta periode 311 (2) Working experience and period in
waktunya baik di dalam maupun di luar and outside the Issuer or Public
Emiten atau Perusahaan Publik; Company;
c) Kualifikasi atau sertifikasi sebagai profesi 311 c) Qualification or certification as internal
audit internal (jika ada); auditor (if any);
d) Pendidikan dan/atau pelatihan yang diikuti 314 d) Education and/or training during the year
dalam tahun buku; under review;
e) Struktur dan kedudukan Unit Audit Internal; 312 e) Structure and position of Internal Audit
Unit;
f) Uraian tugas dan tanggung jawab; 316 f) Description of duties and responsibilities;
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g) Pernyataan bahwa telah memiliki pedoman 318 g) Statement that the Internal Audit Unit has
atau piagam (charter) Unit Audit Internal; already have Internal Audit Unit charter;
dan and
h) Uraian singkat pelaksanaan tugas Unit 319 h) Brief description on the implementation
Audit Internal pada tahun buku; of duty of Internal Audit Unit during the
year under review;
11) Uraian mengenai sistem pengendalian internal 324-329 11) Description on internal control system adopted
(internal control) yang diterapkan oleh Emiten by the Issuer or Public Company, at least
atau Perusahaan Publik, paling sedikit mengenai: covering:
a) Pengendalian keuangan dan operasional, √ a) Financial and operational control, and
serta kepatuhan terhadap peraturan compliance to the other prevailing rules;
perundang-undangan lainnya; dan and
b) Tinjauan atas efektivitas sistem √ b) Review on the effectiveness of internal
pengendalian internal; control systems;
c) Pernyataan Direksi dan/atau Dewan √ c) Statement of the Board of Directors
Komisaris atas kecukupan sistem and/or Board of Commissioners on the
pengendalian internal; adequacy of the internal control system;
12) Sistem manajemen risiko yang diterapkan oleh 330-333 12) Risk management system implemented by the
Emiten atau Perusahaan Publik, paling sedikit company, at least includes:
mengenai:
a) Gambaran umum mengenai sistem √ a) General description about the company’s
manajemen risiko Emiten atau Perusahaan risk management system the Issuer or
Publik; Public Company;
b) Jenis risiko dan cara pengelolaannya; dan √ b) Types of risk and the management; and
c) Tinjauan atas efektivitas sistem manajemen √ c) Review the effectiveness of the risk
risiko Emiten atau Perusahaan Publik; management system applied by the
Issuer or Public Company;
d) Pernyataan Direksi dan/atau Dewan √ d) Statement of the Board of Directors and/
Komisaris atau komite audit atas kecukupan or the Board of Commissioners or the
sistem manajemen risiko; audit committee on the adequacy of the
risk management system;
13) Perkara hukum yang berdampak material yang 334-339 13) Legal cases that have a material impact faced
dihadapi oleh Emiten atau Perusahaan Publik, by Issuers or Public Companies, subsidiaries,
entitas anak, anggota Direksi dan anggota Dewan members of the Board of Directors and
Komisaris (jika ada), antara lain meliputi: members of the Board of Commissioners (if
any), at least contain:
a) Pokok perkara/gugatan; √ a) Substance of the case/claim;
b) Status penyelesaian perkara/gugatan; dan √ b) Status of settlement of case/claim; and
c) Pengaruhnya terhadap kondisi Emiten atau √ c) Potential impacts on the condition of the
Perusahaan Publik; Issuer or Public Company;
14) Informasi tentang sanksi administratif yang 339 14) information about administrative sanctions
dikenakan kepada Emiten atau Perusahaan imposed to Issuer or Public Company,
Publik, anggota Dewan Komisaris dan Direksi, members of the Board of Commissioners and
oleh otoritas Pasar Modal dan otoritas lainnya the Board of Directors, by the Capital Market
pada tahun buku (jika ada); Authority and other authorities during the last
fiscal year (if any);
15) Informasi mengenai kode etik Emiten atau 340-342 15) information about codes of conduct of the
Perusahaan Publik meliputi: Issuer or Public Company, includes:
a) Pokok-pokok kode etik; √ a) Key points of the code of conduct;
b) Bentuk sosialisasi kode etik dan upaya √ b) Socialization of the code of conduct and
penegakannya; dan enforcement; and
c) Pernyataan bahwa kode etik berlaku bagi √ c) Statement that the code of conduct
anggota Direksi, anggota Dewan Komisaris, is applicable for the Board of
dan karyawan Emiten atau Perusahaan Commissioners, the Board of Directors,
Publik; and employees of the Issuer of Public
Company;
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16) Uraian singkat mengenai kebijakan pemberian 342 16) A brief description of the policy of providing
kompensasi jangka panjang berbasis kinerja long-term performance-based compensation
kepada manajemen dan/atau karyawan yang to management and/or employees owned by
dimiliki oleh Emiten atau Perusahaan Publik (jika the Issuer or Public Company (if any), including
ada), antara lain berupa program kepemilikan the management stock ownership program
saham oleh manajemen (management (MSOP) and/or program employee stock
stock ownership program/MSOP) dan/atau ownership (ESOP);
program kepemilikan saham oleh karyawan
(employee stock ownership program/ESOP);
Dalam hal pemberian kompensasi berupa
program kepemilikan saham oleh manajemen
(management stock ownership program/MSOP)
dan/atau program kepemilikan saham oleh
karyawan (employee stock ownership program/
ESOP), informasi yang diungkapkan paling sedikit
memuat:
a) jumlah saham dan/atau opsi; N/A a) Number of shares and/or options;
b) jangka waktu pelaksanaan; N/A b) Implementation period;
c) persyaratan karyawan dan/atau manajemen N/A c) Requirements for eligible employees and/
yang berhak; dan or management; and
d) harga pelaksanaan atau penentuan harga N/A d) Exercise price or determination of
pelaksanaan; exercise price;
17) Uraian singkat mengenai kebijakan 17) A brief description of the information
pengungkapan informasi mengenai: disclosure policy regarding:
a) Kepemilikan saham anggota Direksi dan 343 a) Share ownership of members of the
anggota Dewan Komisaris paling lambat Board of Directors and members of the
3 (tiga) hari kerja setelah terjadinya Board of Commissioners no later than 3
kepemilikan atau setiap perubahan (three) working days after the occurrence
kepemilikan atas saham Perusahaan of ownership or any change in ownership
Terbuka; dan of shares of a Public Company; and
b) Pelaksanaan atas kebijakan dimaksud; 343 b) Implementation of the policy;
18) Uraian mengenai sistem pelaporan pelanggaran 344-347 18) Description of whistleblowing system at the
(whistleblowing system) di Emiten atau Issuer or Public Company (if any), among others
Perusahaan Publik (jika ada), antara lain meliputi: include:
a) Cara penyampaian laporan pelanggaran; √ a) Mechanism for violation reporting;
b) Perlindungan bagi pelapor; √ b) Protection for the whistleblower;
c) Penanganan pengaduan; √ c) Handling of violation reports;
d) Pihak yang mengelola pengaduan; dan √ d) Unit responsible for handling of violation
report; and
e) Hasil dari penanganan pengaduan, paling √ e) Results from violation report handling, at
sedikit meliputi: least includes:
(1) Jumlah pengaduan yang masuk dan √ (1) Number of complaints received and
diproses dalam tahun buku; dan processed during the fiscal year;
and
(2) Tindak lanjut pengaduan; √ (2) Follow up of complaints;
19) Uraian mengenai kebijakan anti korupsi Emiten 348-349 19) A description of the anti-corruption policy
atau Perusahaan Publik, paling sedikit memuat: of the Issuer or Public Company, at least
containing:
a) program dan prosedur yang dilakukan a) Programs and procedures implemented in
dalam mengatasi praktik korupsi, balas jasa overcoming corrupt practices, kickbacks,
(kickbacks), fraud, suap dan/atau gratifikasi fraud, bribery and/or gratification in
dalam Emiten atau Perusahaan Publik; dan Issuers or Public Companies; and
b) pelatihan/sosialisasi anti korupsi kepada √ b) Anti-corruption training/socialization
karyawan Emiten atau Perusahaan Publik; to employees of Issuers or Public
Companies;
20) Penerapan atas Pedoman Tata Kelola Perusahaan 351-357 20) Implementation of the Guidelines of Corporate
Terbuka bagi Emiten yang menerbitkan Efek Governance for Public Companies for Issuer
Bersifat Ekuitas atau Perusahaan Publik, issuing Equity-based Securities or Public
meliputi: Company, including:
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a) pernyataan mengenai rekomendasi yang √ a) statement regarding recommendation
telah dilaksanakan; dan/atau that have been implemented; and/or
b) penjelasan atas rekomendasi yang belum √ b) description of recommendation that
dilaksanakan, disertai alasan dan alternatif have not been implemented, along
pelaksanaannya (jika ada); with the reason and alternatives of
implementation (if any);
h. Tanggung Jawab Sosial dan Lingkungan Emiten atau Dalam h. Social and Environmental Responsibility of the Issuer
Perusahaan Publik laporan or Public Company
terpisah
In separated
report
1) Informasi yang diungkapkan dalam bagian √ 1) The information disclosed in the social and
tanggung jawab sosial dan lingkungan merupakan environmental responsibility section is a
Laporan Keberlanjutan (Sustainability Report) Sustainability Report as referred to in the
sebagaimana dimaksud dalam Peraturan Financial Services Authority Regulation
Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 Number 51/POJK.03/2017 concerning the
tentang Penerapan Keuangan Berkelanjutan Implementation of Sustainable Finance for
bagi Lembaga Jasa Keuangan, Emiten, dan Financial Services Institutions, Issuers, and
Perusahaan Publik, paling sedikit memuat: Public Companies, at at least includes:
a) penjelasan strategi keberlanjutan; √ a) Explanation of the sustainability strategy;
b) ikhtisar aspek keberlanjutan (ekonomi, √ b) Overview of sustainability aspects
sosial, dan lingkungan hidup); (economic, social, and environmental);
c) profil singkat Emiten atau Perusahaan √ c) Brief profile of the Issuer or Public
Publik; Company;
d) penjelasan Direksi; √ d) Explanation of the Board of Directors;
e) tata kelola keberlanjutan; √ e) Sustainability governance;
f) kinerja keberlanjutan; √ f) Sustainability performance;
g) verifikasi tertulis dari pihak independen, N/A g) Written verification from an independent
jika ada; party, if any;
h) lembar umpan balik (feedback) untuk √ h) Feedback sheet for readers, if any; and
pembaca, jika ada; dan
i) Tanggapan Emiten atau Perusahaan N/A i) The response of the Issuer or Public
Publik terhadap umpan balik laporan tahun Company to the previous year’s report
sebelumnya; feedback;
2) Laporan Keberlanjutan sebagaimana dimaksud √ 2) The Sustainability Report as referred to in
pada angka 1), harus disusun sesuai Pedoman number 1) must be prepared in accordance with
Teknis Penyusunan Laporan Keberlanjutan the Technical Guidelines for the Preparation of
(Sustainability Report) Bagi Emiten dan a Sustainability Report for Issuers and Public
Perusahaan Publik sebagaimana tercantum Companies as contained in Appendix II which
dalam Lampiran II yang merupakan bagian tidak is an integral part of this Financial Services
terpisahkan dari Surat Edaran Otoritas Jasa Authority Circular Letter;
Keuangan ini;
3) Informasi Laporan Keberlanjutan (Sustainability 3) Information on the Sustainability Report in
Report) pada angka 1) dapat: number 1) can:
a) diungkapkan pada bagian lain yang relevan √ a) Disclosed in other relevant sections
di luar bagian tanggung jawab sosial dan outside the Social and Environmental
lingkungan, seperti penjelasan Direksi Responsibility section, such as the
terkait Laporan Keberlanjutan diungkapkan Directors’ explanation regarding the
dalam bagian terkait Laporan Direksi; dan/ Sustainability Report disclosed in the
atau section related to the Directors’ Report;
and/or
b) merujuk pada bagian lain di luar bagian √ b) Refers to other sections outside the
tanggung jawab sosial dan lingkungan Social and Environmental Responsibility
dengan tetap mengacu pada Pedoman section by still referring to the Technical
Teknis Penyusunan Laporan Keberlanjutan Guidelines for the Preparation of
(Sustainability Report) Bagi Emiten dan Sustainability Reports for Issuers and
Perusahaan Publik sebagaimana tercantum Public Companies as listed in Appendix II
dalam Lampiran II yang merupakan bagian which is an integral part of this Financial
tidak terpisahkan dari Surat Edaran Services Authority Circular Letter, such
Otoritas Jasa Keuangan ini, seperti profil as the profile of the Issuer or Public
Emiten atau Perusahaan Publik; Company;
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4) Laporan Keberlanjutan (Sustainability Report) - 4) The Sustainability Report as referred to in
sebagaimana dimaksud pada angka 1) merupakan number 1) is an inseparable part of the Annual
bagian yang tidak terpisahkan dari Laporan Report but can be presented separately from
Tahunan namun dapat disajikan secara terpisah the Annual Report;
dengan Laporan Tahunan;
5) Dalam hal Laporan Keberlanjutan disajikan secara - 5) In the event that the Sustainability Report is
terpisah dengan Laporan Tahunan, informasi presented separately from the Annual Report,
yang diungkapkan dalam Laporan Keberlanjutan the information disclosed in the Sustainability
dimaksud harus: Report must:
a) memuat seluruh informasi sebagaimana - a) Contains all the information as referred to
dimaksud pada angka 1); dan in number 1); and
b) disusun sesuai Pedoman Teknis - b) Prepared in accordance with the
Penyusunan Laporan Keberlanjutan Technical Guidelines for the Preparation
(Sustainability Report) Bagi Emiten dan of a Sustainability Report for Issuers and
Perusahaan Publik sebagaimana tercantum Public Companies as listed in Appendix II
dalam Lampiran II yang merupakan bagian which is an integral part of this Financial
tidak terpisahkan dari Surat Edaran Otoritas Services Authority Circular Letter;
Jasa Keuangan ini;
6) Dalam hal Laporan Keberlanjutan disajikan - 6) In the event that the Sustainability Report
secara terpisah dengan Laporan Tahunan, is presented separately from the Annual
maka dalam bagian tanggung jawab sosial dan Report, then the Social and Environmental
lingkungan memuat informasi bahwa informasi Responsibility section contains information
mengenai tanggung jawab sosial dan lingkungan that information on Social and Environmental
telah diungkapkan dalam Laporan Keberlanjutan Responsibility has been disclosed in the
yang disajikan secara terpisah dari Laporan Sustainability Report which is presented
Tahunan; dan separately from the Annual Report; and
7) Penyampaian Laporan Keberlanjutan - 7) Submission of the Sustainability Report which
(Sustainability Report) yang disajikan secara is presented separately from the Annual
terpisah dengan Laporan Tahunan harus Report must be submitted together with the
disampaikan bersamaan dengan penyampaian Annual Report.
Laporan Tahunan.
i Laporan Keuangan Tahunan yang Telah Diaudit √ i Audited Annual Financial Statement
Laporan keuangan tahunan yang dimuat dalam Laporan √ Financial Statements included in Annual Report
Tahunan disusun sesuai dengan Standar Akuntansi should be prepared in accordance with the Financial
Keuangan di Indonesia dan telah diaudit oleh Akuntan. Accounting Standards in Indonesia and audited by an
Laporan keuangan dimaksud memuat pernyataan Accountant. The said financial statement should be
mengenai pertanggungjawaban atas laporan keuangan included with statement of responsibility for financial
sebagaimana diatur dalam peraturan perundang- report as stipulated in the legislations in the Capital
undangan di sektor Pasar Modal yang mengatur mengenai Markets sector governing the responsibility of the
tanggung jawab Direksi atas laporan keuangan atau Board of Directors on the financial report or the
peraturan perundang-undangan di sektor Pasar Modal legislations in the Capital Markets sector governing
yang mengatur mengenai laporan berkala Perusahaan the periodic reports of securities company in the
Efek dalam hal Emiten merupakan Perusahaan Efek; dan event the Issuer is a Securities Company; and
j Surat Pernyataan Anggota Direksi dan Anggota Dewan 56-57 j Letter of Statement of the Board of Directors and the
Komisaris tentang Tanggung Jawab atas Laporan Board of Commissioners regarding the Responsibility
Tahunan for Annual Reporting
Surat pernyataan anggota Direksi dan anggota Dewan √ Letter of statement of the Board of Directors and the
Komisaris tentang tanggung jawab atas Laporan Board of Commissioners regarding the responsibility
Tahunan disusun sesuai dengan format Surat Pernyataan for Annual Reporting should be prepared according
Anggota Direksi dan Anggota Dewan Komisaris tentang to the format of letter of statement of member of
Tanggung Jawab atas Laporan Tahunan sebagaimana Board of Directors and the Board of Commissioners
tercantum dalam Lampiran yang merupakan bagian regarding the responsibility for Annual Reporting as
tidak terpisahkan dari Surat Edaran Otoritas Jasa attached in the Attachment, which is an integral part
Keuangan ini. of this Circulation Letter of the Financial Services
Authority.
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Laporan Keberlanjutan
Sustainability Report
DAFTAR PENGUNGKAPAN SESUAI PERATURAN OTORITAS
JASA KEUANGAN NOMOR 51/POJK.03/2017
List of Disclosure Based on POJK No.51/POJK.03/2017 [Ojk G.4]
No. Indeks Nama Indeks Halaman
STRATEGI KEBERLANJUTAN | SUSTAINABILITY STRATEGY
A.1 Penjelasan Strategi Keberlanjutan 364
Explanation on Sustainability Strategies
IKHTISAR KINERJA ASPEK KEBERLANJUTAN | OVERVIEW OF SUSTAINABILITY ASPECTS PERFORMANCE
B.1 Aspek Ekonomi 361
Economy Aspects
B.2 Aspek Lingkungan Hidup 362
Environmental Aspects
B.3 Aspek Sosial 363
Social Aspects
PROFIL PERUSAHAAN | COMPANY PROFILE
C.1 Visi, Misi, dan Nilai Keberlanjutan 72
Vission, Mission, Sustainable Values
C.2 Alamat Perusahaan 61
Company Address
C.3 Skala Usaha:
Business Scale:
Total aset atau kapitalisasi dan total kewajiban; 62
Total assets or assets capitalizationm and total liabilities;
Jumlah karyawan menurut jenis kelamin, jabatan, usia, pendidikan, dan status 107
ketenagakerjaan;
Total employee based on gender, position, age, education and employment status;
Nama pemegang saham dan persentase kepemilikan saham; dan 61
Percentage of share ownership; and
Wilayah operasional 60, 82
Operational area.
C.4 Produk, Layanan, dan Kegiatan Usaha yang Dijalankan 75-78
Product, Service and Business Activities
C.5 Keanggotaan pada Asosiasi 86
Member Association
C.6 Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan 467
Significant Changes
PENJELASAN DIREKSI | DIRECTOR EXPLANATION
D.1 Penjelasan Direksi 367-369
Director Explanation
TATA KELOLA KEBERLANJUTAN | SUSTAINABLE CORPORATE GOVERNANCE
E.1 Penanggung Jawab Penerapan Keuangan Berkelanjutan 371, 373, 375
Person in Charge Responsibility for Sustainable Finance
E.2 Pengembangan Kompetensi Terkait Keuangan Berkelanjutan 376
Sustainable Finance Competency Development
E.3 Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan 377
Sustainable Finance Risk Assessment Implementation
E.4 Hubungan dengan Pemangku Kepentingan 379
Stakeholders Relations
E.5 Permasalahan Terhadap Penerapan Keuangan Berkelanjutan 382
Sustainable Finance Implementation Problems
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No. Indeks Nama Indeks Halaman
KINERJA KEBERLANJUTAN | SUSTAINABLE PERFORMANCE
F.1 Kegiatan Membangun Budaya Keberlanjutan 383
The Activities of Building a Culture of Sustainability
Kinerja Ekonomi
Economic Performance
F.2 Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, 388
Pendapatan dan Laba Rugi
Comparison of Production Targets and Performance, Portfolio, Financial Targets, or
Investment, Revenue and Profit
F.3 Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada N/A
Instrumen Keuangan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
Comparison of Portfolio Targets and Performance, Financing Targets, or Investments in
Financial Instruments or Projects in Line With the Implementation of Sustainable Finance
KINERJA LINGKUNGAN HIDUP | ENVIRONMENTAL PERFORMANCE
F.4 Biaya Lingkungan Hidup 398
Environment Cost Incurred
Aspek Material
Material Aspect
F.5 Penggunaan Material yang Ramah Lingkungan 404
Use of Environmentally Friendly Materials
Aspek Energi
F.6 Jumlah dan Intensitas Energi yang Digunakan 405
The Amount and Intensity of Energy Used
F.7 Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan 406
Efforts and Achievement of Energy Efficiency Including Use of Renewable Energy Sources
ASPEK AIR | WATER ASPECT
F.8 Penggunaan Air 410
Water Used
ASPEK KEANEKARAGAMAN HAYATI | BIODIVERSITY ASPECT
F.9 Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki 420
Keanekaragaman Hayati
Impacts from Operational Areas Close to or in Conservation Areas or Having Biodiversity
F.10 Usaha Konservasi Keanekaragaman Hayati 420
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspect
F.11 Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya 412
The Amount and Intensity of Emissions Produced by Type
F.12 Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan 413
Efforts and Achievement Emission Reduction Carried Out
ASPEK LIMBAH DAN EFLUEN | WASTE AND EFFLUENT ASPECT
F.13 Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis 416
The Amount of Waste and Effluent Produced by Type
F.14 Mekanisme Pengelolaan Limbah dan Efluen 416, 418
Mechanism of Waste and Effluent Management
F.15 Tumpahan yang Terjadi (jika ada) 419
Spills that Occur (if any)
ASPEK PENGADUAN TERKAIT LINGKUNGAN HIDUP ENVIRONMENTAL COMPLAINT ASPECT
F.16 Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan 422
The Amount and Material of Environmental Complaints Received and Resolved
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Sustainability Report
No. Indeks Nama Indeks Halaman
KINERJA SOSIAL | SOCIAL ASPECT
F.17 Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada 460, 464
Konsumen
Commitment to Provide Services for Equivalent Products and/or Services to Consumers
ASPEK KETENAGAKERJAAN | EMPLOYMENT ASPECT
F.18 Kesetaraan Kesempatan Bekerja 425
Equality of Employment Opportunities
F.19 Tenaga Kerja Anak dan Tenaga Kerja Paksa 426
Child Labor and Forced Labor
F.20 Upah Minimum Regional 431
The Regional Minimum Wage
F.21 Lingkungan Bekerja yang Layak dan Aman 435
Decent and Safe Working Environment
F.22 Pelatihan dan Pengembangan Kemampuan Pegawai 428
Training and Capacity Building of Employees
ASPEK MASYARAKAT | SOCIETY ASPECT
F.23 Dampak Operasi Terhadap Masyarakat Sekitar 447, 458
Operational Impacts to the Surrounding Community
F.24 Pengaduan Masyarakat 458, 459
Public Complaints
F.25 Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) 458
Environmental and Social Responsibility Activities
TANGGUNG JAWAB PENGEMBANGAN PRODUK/JASA BERKELANJUTAN
RESPONSIBILITIES FOR DEVELOPING SUSTAINABLE PRODUCTS/SERVICES
F.26 Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan 460, 461
Innovation and Development of Sustainable Financial Products and/or Services
F.27 Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan 461
Products/Services that have been Evaluated for Safety for Customers
F.28 Dampak Produk/Jasa 463
Products/Service Impacts
F.29 Jumlah Produk yang Ditarik Kembali 463
Number of Products Recalled
F.30 Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan 463
Customer Satisfaction Survey of Sustainable Finance and/or Services
Lain-lain
G.1 Verifikasi Tertulis dari Pihak Independen (jika ada) 467
Written Verification from an Independent Party (if any)
G.2 Lembar Umpan Balik 467
Feedback Form
G.3 Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya 467, 475
Feedback on Previous Year’s Sustainability Report
G.4 Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 497
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan
Perusahaan Publik
Disclosure List Based on POJK No.51/POJK.03/2017 regarding the Implementation of
Sustainable Finance for Financial Services Institutions, Listed Companies and Public
Companies
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Laporan Keberlanjutan
Sustainability Report
Daftar Indeks Standar GRI 2021
GRI 2021 Standard Index
No.
Standar GRI Indeks Pengungkapan | Disclosure Halaman
GRI Standard Indeks Judul | Title Page
No.
PENGUNGKAPAN UMUM | GENERAL DISCLOSURES
GRI 2: Organisasi dan Praktik Pelaporan Mereka |
Pengungkapan Umum 2021 The Organization and Its Reporting Practices
General Disclosures 2021
2-1 Rincian organisasi 60. 82, 84, 109
Organization details
2-2 Entitas yang dimasukkan dalam pelaporan keberlanjutan organisasi 466
Entities included in the organization’s sustainability reporting
2-3 Periode, frekuensi, dan titik kontak pelaporan 466
Reporting period, frequency and contact point
2-4 Penyajian kembali Informasi 467
Restatements of information
2-5 Penjaminan eksternal 467
External assurance
Aktivitas dan Pekerja
Activities and Workers
2-6 Aktivitas, rantai nilai, dan hubungan bisnis lainnya 74, 75, 79
Activities, value chain and other business relationships
2-7 Tenaga kerja 107
Employees
2-8 Pekerja yang bukan pekerja langsung 107
Workers who are not employees
Tata Kelola
Governance
2-9 Struktur dan komposisi tata kelola 371, 372
Governance structure and composition
2-10 Pencalonan dan pemilihan badan tata kelola tertinggi 252, 372
Nomination and selection of the highest governance body
2-11 Ketua badan tata kelola tertinggi 373, 375
Chair of the highest governance body
2-12 Peran badan tata kelola tertinggi dalam mengawasi manajemen dampak 373
Role of the highest governance body in overseeing the management of
impacts
2-13 Delegasi tanggung jawab untuk mengelola dampak 374
Delegation of responsibility for managing impacts
2-14 Peran badan tata kelola tertinggi dalam pelaporan keberlanjutan 374
Role of the highest governance body in sustainability reporting
2-15 Konflik kepentingan 374
Conflict of interest
2-16 Komunikasi masalah penting 375
Communication of critical concerns
2-17 Pengetahuan kolektif badan tata kelola tertinggi 375
Collective knowledge of the highest governance body
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Sustainability Report
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Standar GRI Indeks Pengungkapan | Disclosure Halaman
GRI Standard Indeks Judul | Title Page
No.
2-18 Evaluasi kinerja badan tata kelola tertinggi 377
Evaluation of the performance of the highest governance body
2-19 Kebijakan remunerasi | Remuneration policies 252, 377
2-20 Proses untuk menentukan remunerasi 252, 377
Process to determine remuneration
2-21 Rasio kompensasi total tahunan 432
Annual total compensation ratio
Strategi, Kebijakan, dan Praktik
Strategy, Policies and Practices
2-22 Pernyataan tentang strategi pembangunan keberlanjutan 364
Statement on sustainable development strategy
2-23 Komitmen kebijakan 367
Policy commitment
2-24 Menanamkan komitmen kebijakan 340, 368
Embedding policy commitments
2-25 Proses untuk memperbaiki dampak negatif 377,434
Process to remediate negative impacts
2-26 Mekanisme untuk mencari nasihat dan mengemukakan masalah 344, 375
Mechanisms for seeking advice and raising concerns
2-27 Kepatuhan terhadap hukum dan peraturan 340, 348, 378
Compliance with laws and regulations
2-28 Asosiasi keanggotaan 86
Membership associations
Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
2-29 Pendekatan untuk keterlibatan pemangku kepentingan 379
Aprroach to stakeholder engagement
2-30 Perjanjian perundingan kolektif 434
Collective bargaining agreements
PENGUNGKAPAN DALAM TOPIK MATERIAL | DISCLOSURE ON MATERIAL TOPICS
GRI 3: 3-1 Proses untuk menentukan topik material 468
Topik Material 2021 Process to determine material topics
Material Topics 2021
3-2 Daftar topik material
List of material topics
3-3 Manajemen topik material Di setiap
Management of material topics pembahasan
topik material
In each
discussion of
material topics
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Laporan Keberlanjutan
Sustainability Report
No.
Standar GRI Indeks Pengungkapan | Disclosure Halaman
GRI Standard Indeks Judul | Title Page
No.
PENGUNGKAPAN TOPIK SPESIFIK | DISCLOSURES OF SPECIFIC TOPICS
Dampak Ekonomi | Economic Impact
Anti Korupsi | Anti-Corruption
GRI 3: 3-3 Manajemen topik material
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 205: 205-1 Operasi-operasi yang dinilai memiliki risiko terkait korupsi 333, 348, 397
Antikorupsi 2016 Operations assessed for risks related to corruption
Anti-corruption 2016
205-2 Komunikasi dan pelatihan tentang kebijakan dan prosedur anti-korupsi 349
Communication and training about anti-corruption policies and procedures
Dampak Lingkungan | Environmental Impact
Energi | Energy
GRI 3: 3-3 Manajemen topik material 399
Topik Material 2021 Management of material topics
Material Topics 2021
302-1 Konsumsi energi dalam organisasi 405
GRI 302:
Energy consumption within the organization
Energi 2016
Energy 2016 302-3 Intensitas energi 405
Energy intensity
302-4 Pengurangan konsumsi energi 406
Reduction of energy consumption
Air dan Efluen | Water and Effluent
GRI 3: 3-3 Manajemen topik material 399
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 303: 303-1 Interaksi dengan air sebagai sumber 409
Air dan Efluen 2018 daya bersama
Water and Effluent 2018 Interactions with water as a shared resource
Emisi | Emissions
GRI 3: 3-3 Manajemen topik material 399
Topik Material 2021 Management of material topics
Material Topics 2021
305-1 Emisi GRK (Cakupan 1) langsung 412
Direct (Scope 1) GHG emissions
305-2 Emisi energi GRK (Cakupan 2) tidak langsung 412
Energy indirect (Scope 2) GHG emissions
305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya 412
Other indirect (Scope 3) GHG emissions
305-4 Intensitas emisi GRK 412
GHG emissions intensity
305-5 Pengurangan emisi GRK 413
Reduction of GHG emissions
305-7 Nitrogen oksida (NOX), sulfur oksida (SOX), dan emisi udara yang signifikan 414
lainnya
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air
emissions
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Sustainability Report
No.
Standar GRI Indeks Pengungkapan | Disclosure Halaman
GRI Standard Indeks Judul | Title Page
No.
Limbah | Waste
GRI 3: 3-3 Manajemen topik material 399
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 306: 306-1 Timbulan limbah dan dampak signifikan terkait limbah 416, 418
Limbah 2020 Waste generation and significant waste-related impacts
Waste 2020
306-2 Manajemen dampak signifikan terkait limbah 418, 415, 416
Management of significant waste-related impacts
306-3 Timbulan limbah 418
Waste generated
306-4 Limbah yang dialihkan dari pembuangan akhir 419
Waste diverted from disposal
Dampak Sosial | Social Impact
Keselamatan dan Kesehatan Kerja | Occupational Health and Safety
GRI 3: 3-3 Manajemen topik material 435
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 403: 403-1 Sistem manajemen keselamatan dan kesehatan kerja 436
Keselamatan dan Occupational health and safety management system
Kesehatan Kerja 2018
403-2 Pengidentifikasian bahaya, penilaian risiko, dan investigasi insiden 437, 444
Occupational Health and
Hazard identification, risk assessment, and incident investigation
Safety 2018
403-3 Layanan kesehatan kerja 439
Occupational health services
403-4 Partisipasi, konsultasi, dan komunikasi pekerja tentang keselamatan dan 441
kesehatan kerja
Worker participation, consultation, and communication on occupational
health and safety
403-5 Pelatihan pekerja mengenai keselamatan dan kesehatan kerja 441
Worker training on occupational health and safety
403-6 Peningkatan kualitas kesehatan pekerja 440
Promotion of worker health
403-7 Pencegahan dan mitigasi dampak-dampak keselamatan dan kesehatan kerja 443
yang secara langsung terkait hubungan bisnis
Prevention and mitigation of occupational health and safety impacts directly
linked by business relationships
403-9 Kecelakaan kerja 441, 444
Work-related injuries
Masyarakat Setempat | Local Community
GRI 3: 3-3 Manajemen topik material 445
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 413: 413-1 Operasi dengan keterlibatan masyarakat setempat, penilaian dampak, dan 447
Masyarakat Setempat 2016 program pengembangan
Local Communities 2016 Operations with local community engagement, impact assessments, and
development programs
413-2 Operasi yang secara aktual dan yang berpotensi memiliki dampak negatif 458
signifikan terhadap masyarakat lokal
Operations with significant actual and potential negative impacts on local
communities
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PT KRAKATAU STEEL (PERSERO) Tbk DAN ENTITAS ANAK PT KRAKATAU STEEL (PERSERO) Tbk AND SUBSIDIARIES Laporan Keuangan Konsolidasian Untuk Tahun-tahun yang Berakhir Pada Tanggal 31 Desember 2025 dan 2024 Consolidated Financial Statements For the Years Ended December 31, 2025 and 2024
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PT KRAKATAU STEEL (PERSERO) Tbk PT PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
Daftar Isi Halaman/ Table of Contents
Pages
Surat Pernyataan Direksi Directors’ Statement Letter
Laporan Auditor Independen Independent Auditor’s Report
Laporan Keuangan Konsolidasian Consolidated Financial Statements
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
Laporan Posisi Keuangan Konsolidasian 1 Consolidated Statements of Financial Position
Laporan Laba Rugi dan Penghasilan Consolidated Statements of Profit or Loss and
4
Komprehensif Lain Konsolidasian Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian 6 Consolidated Statements of Changes in Equity
Laporan Arus Kas Konsolidasian 7 Consolidated Statements of Cash Flows
Catatan atas Laporan Keuangan Konsolidasian 8 Notes to the Consolidated Financial Statements
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
Pada Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Catatan/ 2025 2024
Notes USD USD
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan Setara Kas 4, 42, 43 61,957 100,304 Cash and Cash Equivalents
Kas dan Deposito Berjangka yang Restricted Cash and Time
Dibatasi Penggunaannya - Bagian Lancar 5, 42, 43 87,569 91,913 Deposits - Current Portion
Piutang Usaha 6, 42, 43 Trade Receivables
Pihak Ketiga 120,644 106,075 Third Parties
Pihak Berelasi 41 8,225 33,637 Related Parties
Piutang Lain-lain 7, 42, 43 Other Receivables
Pihak Ketiga 7,054 8,114 Third Parties
Pihak Berelasi 41 1,553 15,951 Related Parties
Persediaan 8 213,376 241,904 Inventories
Uang Muka dan Beban Dibayar di Muka 9 62,183 26,587 Advances and Prepaid Expenses
Pajak Dibayar di Muka - Bagian Lancar 22.a, 42 23,309 17,056 Prepaid Taxes - Current Portion
Total Aset Lancar 585,870 641,541 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSETS
Pajak Dibayar di Muka - Prepaid Taxes - Non-Current
Bagian Tidak Lancar 22.a 8,719 14,793 Portion
Aset Keuangan Pada Nilai Wajar Financial Assets at Fair Value
melalui Penghasilan through Other
Komprehensif Lain 16, 41, 42, 43 12,052 13,254 Comprehensive Income
Investasi Pada Entitas Asosiasi dan Investments in Associates and
Ventura Bersama 10 395,556 412,599 Joint Ventures
Aset Pajak Tangguhan 22.f 19,147 43,372 Deferred Tax Assets
Aset Tetap 11 1,521,455 1,570,974 Fixed Assets
Properti Investasi 12 118,596 87,301 Investment Properties
Aset Takberwujud 13 39,914 40,265 Intangible Assets
Piutang Jangka Panjang 14, 41, 42, 43 17,945 21,575 Long-Term Receivables
Aset Real Estat 15 26,689 26,455 Real Estate Assets
Kas dan Deposito Berjangka yang
Dibatasi Penggunaannya - Restricted Cash and Time
Bagian Tidak Lancar 5, 42 8,116 8,459 Deposits - Non-Current Portion
Aset Tidak Lancar Lain-lain 17, 42, 43 11,754 14,028 Other Non-Current Assets
Total Aset Tidak Lancar 2,179,943 2,253,075 Total Non-Current Assets
TOTAL ASET 2,765,813 2,894,616 TOTAL ASSETS
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan financial consolidated statements
1
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
(Lanjutan) (Continued)
Pada Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Catatan/ 2025 2024
Notes USD USD
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Pinjaman Jangka Pendek 18, 42, 43 80,195 17,420 Short-Term Loans
Utang Usaha 20, 42, 43 Trade Payables
Pihak Ketiga 138,395 142,970 Third Parties
Pihak Berelasi 41 49,345 65,369 Related Parties
Utang Lain-lain 21, 42, 43 Other Payables
Pihak Ketiga 13,413 14,433 Third Parties
Pihak Berelasi 41 45,426 37,787 Related Parties
Utang Pajak 22.b, 42 17,530 14,178 Taxes Payable
Beban Akrual 23, 42, 43 69,715 55,557 Accrued Expenses
Liabilitas Imbalan Kerja Jangka Short-Term Employee Benefits
Pendek 27, 42 79,926 58,089 Liabilities
Pendapatan Diterima di Muka 24 84,215 54,387 Unearned Revenue
Obligasi Wajib Konversi 28, 42 -- 118,302 Mandatory Convertible Bond
Pinjaman Jangka Panjang
yang Jatuh Tempo dalam Waktu Current Maturities of Long-Term
Satu Tahun 25, 42, 43 166,997 1,363,560 Loans
Liabilitas Sewa yang Jatuh Tempo Current Maturities of Lease
dalam Waktu Satu Tahun 19, 42, 43 1,967 3,115 Liabilities
Liabilitas Jangka Panjang
Lain-lain yang Jatuh Tempo dalam Current Maturities of
Waktu Satu Tahun 26, 40, 41, 42, 43 53,405 269,603 Other Long-Term Liabilities
Total Liabilitas Jangka Pendek 800,529 2,214,770 Total Current Liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Liabilitas Pajak Tangguhan 22.f 86,218 3,337 Deferred Tax Liabilities
Pinjaman Jangka Panjang, Setelah
Dikurangi Bagian yang Jatuh Long-Term Loans, Net of Current
Tempo dalam Waktu Satu Tahun 25, 42, 43 718,063 62,419 Maturities
Liabilitas Sewa, Setelah Dikurangi
Bagian yang Jatuh Tempo dalam Lease Liabilities, Net of
Waktu Satu Tahun 19, 42, 43 2,707 3,034 Current Maturities
Liabilitas Imbalan Kerja Jangka Long-Term Employee Benefits
Panjang 27 62,185 75,659 Liabilities
Obligasi Wajib Konversi 28 120,848 -- Mandatory Convertible Bond
Liabilitas Jangka Panjang Lain-lain,
Setelah Dikurangi Bagian yang Jatuh Other Long-Term Liabilities,
Tempo dalam Waktu Satu Tahun 26, 40, 42, 43 249,754 100,214 Net of Current Maturities
Total Liabilitas Jangka Panjang 1,239,775 244,663 Total Non-Current Liabilities
TOTAL LIABILITAS 2,040,304 2,459,433 TOTAL LIABILITIES
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan financial consolidated statements
2
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
(Lanjutan) (Continued)
Pada Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Catatan/ 2025 2024
Notes USD USD
EKUITAS EQUITY
Ekuitas yang Dapat Diatribusikan Equity Attributable to Owners
kepada Pemilik Entitas Induk of the Parent Entity
Modal Saham Share Capital
Nilai Nominal Rp500 (Nilai Penuh) Par Value Rp500 (Full Amount)
Per Saham per Share
Modal Dasar - 40.000.000.000 Authorised Capital -
Saham yang terdiri dari 1 Saham 40,000,000,000 Shares
Seri A Dwiwarna dan which consist of 1
39.999.999.999 Series A Dwiwarna Share and
Saham Seri B 39,999,999,999 Series B Shares
Modal Ditempatkan dan Disetor Issued and Fully Paid -
Penuh - 19.346.396.900 Saham 19,346,396,900 Shares which
yang Terdiri dari 1 Saham Seri A Consist of 1 Series A Dwiwarna
Dwiwarna dan 19.346.396.899 Share and 19,346,396,899
Saham Seri B 30 987,573 987,573 Series B Shares
Tambahan Modal Disetor, Bersih 31 175,020 175,020 Additional Paid-in Capital, Net
Penghasilan Komprehensif Lain 1,521,839 1,556,828 Other Comprehensive Income
Saldo Laba/(Akumulasi Kerugian) Retained Earnings/(Accumulated Losses)
Saldo Laba Dicadangkan 32 146,834 146,834 Appropriated Retained Earnings
Akumulasi Kerugian (2,157,337) (2,473,291) Accumulated Losses
Total Ekuitas yang Dapat
Diatribusikan kepada Pemilik Total Equity Attributable to
Entitas Induk 673,929 392,964 Owners of the Parent Entity
Kepentingan Nonpengendali 29 51,580 42,219 Non-Controlling Interests
TOTAL EKUITAS 725,509 435,183 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 2,765,813 2,894,616 TOTAL LIABILITIES AND EQUITY
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan financial consolidated statements
3
Page 520
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Catatan/ 2025 2024
Notes USD USD
PENDAPATAN USAHA 33, 41 959,839 954,597 REVENUE
BEBAN POKOK PENDAPATAN 34 (909,094) (847,653) COST OF REVENUE
LABA BRUTO 50,745 106,944 GROSS PROFIT
Beban Penjualan 35 (24,106) (21,583) Selling Expenses
Beban Umum dan Administrasi 35 (112,351) (101,627) General and Administrative Expenses
Pendapatan Operasi Lainnya, Bersih 37 3,005 42,953 Other Operating Income, Net
LABA (RUGI) OPERASI (82,707) 26,687 OPERATING PROFIT (LOSS)
Bagian Rugi Bersih dari Entitas Share in Net Loss of
Asosiasi dan Ventura Bersama (9,345) (49,679) Associates and Joint Ventures
Pendapatan Keuangan 38.a 519,923 3,707 Finance Income
Laba atas Penyelesaian Kewajiban Dipercepat Gain on the Early Settlement of Liabilities
dengan Keringanan atas Utang Restrukturisasi 38.b 156,743 -- with a Haircut on the Restructured Debt
Biaya Keuangan 39 (157,155) (153,654) Finance Cost
Laba Selisih Kurs, Bersih 33,124 33,859 Gain on Foreign Exchange, Net
LABA (RUGI) SEBELUM PAJAK FINAL DAN PROFIT (LOSS) BEFORE FINAL TAX AND
BEBAN PAJAK PENGHASILAN 460,583 (139,080) INCOME TAX EXPENSE
Pajak Final 22.d (1,640) (1,394) Final Tax
LABA (RUGI) SEBELUM PAJAK PENGHASILAN 458,943 (140,474) PROFIT (LOSS) BEFORE INCOME TAX
Beban Pajak Penghasilan 22.c (119,303) (7,948) Income Tax Expense
LABA (RUGI) TAHUN BERJALAN 339,640 (148,422) PROFIT (LOSS) FOR THE YEAR
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan financial consolidated statements
4
Page 521
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
(Lanjutan) (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Catatan/ 2025 2024
Notes USD USD
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
Pos-pos yang Tidak akan Items that will not be Reclassified
Direklasifikasi ke Laba Rugi to Profit or Loss
Surplus (Defisit) Revaluasi Revaluation Surplus (Deficit) of
Aset Tetap 11 (12,202) 32,344 Fixed Assets
Cadangan Perubahan Nilai Wajar Reserve for Changes in Fair Value
Aset Keuangan (1,300) (699) of Financial Assets
Bagian atas Penghasilan Share of Other Comprehensive
Komprehensif Lain dari Entitas Income of Associates and
Asosiasi dan Ventura Bersama (257) (980) Joint Ventures
Pengukuran Kembali Liabilitas Imbalan Remeasurement of Post-Employment
Pascakerja 27 (8,841) 9,075 Benefits Liabilities
Pajak Penghasilan Terkait Pos-pos
yang Tidak akan Direklasifikasi Income Tax Relating to Items that will
ke Laba Rugi (664) (1,741) not be Reclassified to Profit or Loss
Pos-pos yang akan Direklasifikasi Item that will be Reclassified
ke Laba Rugi to Profit or Loss
Difference in Foreign Currency
Selisih Kurs karena Penjabaran Laporan Translation of The Financial
Keuangan Entitas Anak, Entitas Statements of Subsidiaries,
Asosiasi dan Ventura Bersama, Bersih (21,230) (18,151) Associates and Joint Ventures, Net
SUBTOTAL COMPREHENSIVE INCOME
SUBTOTAL LABA (RUGI) KOMPREHENSIF (LOSS) FOR CONTINUING
DARI OPERASI YANG DILANJUTKAN (44,494) 19,848 OPERATIONS
TOTAL PENGHASILAN (KERUGIAN) TOTAL COMPREHENSIVE INCOME
KOMPREHENSIF TAHUN BERJALAN 295,146 (128,574) (LOSS) FOR THE YEAR
Laba (Rugi) Tahun Berjalan yang Dapat Profit (Loss) for the Year
Diatribusikan kepada: Attributable to:
Pemilik Entitas Induk 325,459 (154,712) Owners of the Parent Entity
Kepentingan Nonpengendali 29 14,181 6,290 Non-Controlling Interests
Total 339,640 (148,422) Total
Total Penghasilan Komprehensif Lain
Tahun Berjalan yang Total Other Comprehensive Income
Dapat Diatribusikan kepada: for the Year Attributable to:
Pemilik Entitas Induk 280,965 (134,864) Owners of the Parent Entity
Kepentingan Nonpengendali 29 14,181 6,290 Non-Controlling Interests
Total 295,146 (128,574) Total
Laba (Rugi) Per Saham Dasar Basic Profit (Loss) per Share
yang Dapat Diatribusikan kepada Attributable to Owners
Pemilik Entitas Induk of the Parent Entity
(Dalam Dolar AS Penuh) 36 0.0176 (0.0080) (In Full US Dollar amount)
Laba (Rugi) per Saham Dilusian Diluted Profit (Loss) Per Share
yang Dapat Diatribusikan kepada Attributable to Owners
Pemilik Entitas Induk of The Parent Entity
(Dalam Dolar AS Penuh) 36 0.0878 (0.0038) (In Full US Dollar amount)
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan financial consolidated statements
5
Page 522
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS CHANGES IN OF EQUITY
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Ekuitas yang Dapat Diatribusikan Kepada Pemilik Entitas Induk/ Equity Attributable to Owners of the Parent Entity
Penghasilan Komprehensif Lain/
Other Comprehensive Income
Bagian atas
Penghasilan Selisih Kurs Aset Keuangan
Komprehensif karena Pada Nilai
Lain dari Penjabaran Wajar melalui
Entitas Asosiasi Laporan Surplus/ Penghasilan
dan Ventura Keuangan/ (Defisit) Komprehensif
Modal Saham Tambahan Saldo Laba/(Akumulasi Rugi)/ Bersama/ Difference in Revaluasi Lain/
Ditempatkan Modal Retained Earnings/ Share of Other Foreign Aset Tetap/ Financial Assets
dan Disetor Disetor, Bersih/ (Accumulated Losses) Comprehensive Currency Revaluation at Fair Value Kepentingan
Penuh/Issued Additional Tidak Income of Translation of Surplus/ through Other Nonpengendali/
and Fully Paid Paid-in Dicadangkan/ Dicadangkan/ Associates and The Financial (Deficit) of Comprehensive Total/ Non-Controlling Total Ekuitas/
*)
Catatan/ Capital Capital, Net Appropriated Unappropriated Joint Ventures Statements Fixed Assets Income Total Interests Total Equity
Notes USD USD USD USD USD USD USD USD USD USD USD
SALDO PADA TANGGAL 31 DESEMBER 2023 987,573 175,020 146,834 (2,325,913) 100,142 (119,003) 1,557,648 5,527 527,828 (31,027) 496,801 BALANCE AS AT DECEMBER 31, 2023
Bagian Kepentingan Nonpengendali dari Entitas Anak Portion of Non-Controlling Interests in Subsidiaries
atas Dampak Perolehan Kembali Pengendalian 40 -- -- -- -- -- -- -- -- -- 73,680 73,680 on the Impact of Regaining Control
Dividen Tunai Untuk Kepentingan Cash Dividend for Non-Controlling
Nonpengendali di Entitas Anak -- -- -- -- -- -- -- -- -- (6,724) (6,724) Interest on Subsidiary
Rugi Tahun Berjalan -- -- -- (154,712) -- -- -- -- (154,712) 6,290 (148,422) Loss for the Year
Penghasilan Komprehensif Lain -- -- -- 7,334 (980) (18,151) 32,344 (699) 19,848 -- 19,848 Total Comprehensive Loss
SALDO PADA TANGGAL 31 DESEMBER 2024 987,573 175,020 146,834 (2,473,291) 99,162 (137,154) 1,589,992 4,828 392,964 42,219 435,183 BALANCE AS AT DECEMBER 31, 2024
Dividen Tunai Untuk Kepentingan Cash Dividend for Non-Controlling
Nonpengendali di Entitas Anak -- -- -- -- -- -- -- -- -- (4,820) (4,820) Interest on Subsidiary
Laba Tahun Berjalan -- -- -- 325,459 -- -- -- -- 325,459 14,181 339,640 Profit for the Year
Rugi Komprehensif Lain -- -- -- (9,505) (257) (21,230) (12,202) (1,300) (44,494) -- (44,494) Other Comprehensive Loss
SALDO PADA TANGGAL 31 DESEMBER 2025 987,573 175,020 146,834 (2,157,337) 98,905 (158,384) 1,577,790 3,528 673,929 51,580 725,509 BALANCE AS AT DECEMBER 31, 2025
*) *)
Saldo Laba Termasuk Pengukuran Kembali Program Imbalan Pasti Retained Earnings Including Remeasurement of Defined Benefit Plan
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan financial consolidated statements
6
Page 523
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Catatan/ 2025 2024
Notes USD USD
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari Pelanggan 1,137,451 1,011,516 Receipts from Customers
Pembayaran kepada Pemasok (1,015,944) (817,540) Payments to Suppliers
Pembayaran kepada Karyawan (81,201) (74,692) Payments to Employees
Pembayaran Payments
Operasi Lainnya, Bersih (18,543) (10,428) from Other Operation, Net
Penerimaan dari Tagihan Receipts of Claims
Pengembalian Pajak 11,525 7,582 for Tax Refund
Penerimaan dari Pendapatan Keuangan 2,241 2,769 Receipts of Finance Income
Pembayaran untuk Pajak Payments for Corporate
Penghasilan Badan (32,484) (24,557) Income Tax
Pembayaran untuk Beban Bunga (4,798) (6,503) Payments for Bank Charges
Arus Kas Bersih yang Diperoleh dari Net Cash Flows Provided by
(Digunakan untuk) Aktivitas Operasi (1,753) 88,147 (Used in) Operating Activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS INVESTASI INVESTING ACTIVITIES
Penempatan Kas dan Deposito Placement of Restricted
Berjangka yang Dibatasi Restricted Cash and
Penggunaannya 5 (5,250) (71,114) Time Deposits
Penarikan Kas dan Deposito Berjangka Withdrawal of Restricted
yang Dibatasi Penggunaannya 5 9,594 15,772 Cash and Time Deposits
Penerimaan Dividen Kas 10, 16 8,578 6,847 Receipts from Cash Dividends
Penerimaan dari Penjualan Investasi 1,675 -- Proceeds from the Sale of Investment
Pembelian Aset Tetap dan Purchase of Fixed Assets
Properti Investasi 11, 12 (34,710) (25,102) and Investment Properties
Penerimaan Bersih dari Divestasi/ Net Receipts from Divestment/
Perolehan Kembali Entitas Anak -- 8,145 Regaining Control Over Subsidiaries
Hasil dari Penjualan dan Pelepasan Proceeds from Sale and Disposal
Aset Tetap 11 -- 26 of Fixed Assets
Arus Kas Bersih yang Digunakan untuk Net Cash Flows Used in
Aktivitas Investasi (20,113) (65,426) Investing Activities
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM FINANCING
PENDANAAN ACTIVITIES
Pembayaran Dividen Tunai untuk Kepentingan Payments of Cash Dividends
Nonpengendali di Entitas Anak (4,820) (6,724) for Non-Controlling Subsidiary
Penerimaan untuk Pinjaman Receipt for of Short-Term
Jangka Pendek, Bersih 18 78,092 218 Loans, Net
Pembayaran untuk Beban Bunga (5,990) (4,418) Payments of Interest
Pembayaran Liabilitas Sewa (5,495) (2,656) Payment of Lease Liabilities
Penerimaan Pinjaman Bank Jangka Panjang 12,733 16,772 Receipt of Long-Term Bank Loan
Pembayaran untuk Repayments for
Pinjaman Jangka Panjang 25 (87,351) (25,658) of Long -Term Loans
Arus Kas Bersih yang Digunakan untuk Net Cash Flows Used in
Aktivitas Pendanaan (12,831) (22,466) Financing Activities
KENAIKAN (PENURUNAN) BERSIH NET INCREASE (DECREASE) IN
KAS DAN SETARA KAS (34,697) 255 CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS AT
AWAL TAHUN 100,304 102,704 THE BEGINNING OF THE YEAR
Efek Perubahan Selisih Kurs Pada Rate Changes on Cash and
Kas dan Setara Kas (3,650) (2,655) Cash Equivalents
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS AT
PADA AKHIR TAHUN 4 61,957 100,304 THE END OF THE YEAR
Informasi transaksi yang tidak mempengaruhi arus kas Information of non-cash transactions is
disajikan dalam Catatan 47 presented in Note 47
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes form an integral part of these
laporan keuangan konsolidasian secara keseluruhan financial consolidated statements
7
Page 524
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
1. Umum 1. General
a. Pendirian Perusahaan a. The Company’s Establishment
PT Krakatau Steel (Persero) Tbk (“Perusahaan”) PT Krakatau Steel (Persero) Tbk (the
didirikan di Republik Indonesia pada tanggal 23 “Company”) was established in the Republic of
Oktober 1971 berdasarkan Akta Notaris No. 34 Indonesia dated October 23, 1971 based on
dari Notaris Tan Thong Kie, S.H. Perusahaan Notarial Deed No. 34 of Notary Tan Thong Kie,
didirikan untuk mengambil alih proyek pabrik baja S.H., The Company was established to take over
Trikora. Akta pendirian tersebut disahkan oleh the Trikora steel plant project. The deed of
Menteri Kehakiman Republik Indonesia dalam establishment was approved by the Ministry of
Surat Keputusannya No. J.A.5/224/4 tanggal 31 Justice of the Republic of Indonesia in its
Desember 1971 dan diumumkan dalam Decision Letter No. J.A.5/224/4 dated December
Lembaran Berita Negara Republik Indonesia No. 31, 1971 and was published in the State Gazette
44 tanggal 8 Februari 1972, Tambahan No. 19. of the Republic of Indonesia No. 44 dated
February 8, 1972, Supplement No. 19.
Anggaran Dasar Perusahaan telah mengalami The Company’s Articles of Association have
beberapa kali perubahan, yang terakhir been amended several times, the latest by
berdasarkan Akta Notaris No. 121 tanggal Notarial Deed No. 121 dated March 22, 2025 of
22 Maret 2025 yang dibuat oleh Notaris Jose Jose Dima Satria, S.H., M.Kn., and in
Dima Satria, S.H., M.Kn, dan sesuai dengan accordance with Government Regulation No. 15
Peraturan Pemerintah No. 15 Tahun 2025 Year 2025 regarding the additional in the capital
tentang Penambahan Penyertaan Modal Negara participation of the Government of the Republic
Republik Indonesia ke dalam modal saham of Indonesia in the share capital of PT Biro
PT Biro Klasifikasi Indonesia (“BKI”) (yang per Klasifikasi Indonesia (“BKI”) (which, as of June 5,
tanggal 5 Juni 2025 berganti nama menjadi 2025, changed its name to PT Danantara Asset
PT Danantara Asset Management (Persero) Management (Persero) (“DAM”) for the
(“DAM”) untuk pendirian holding operasional, establishment of an operational holding
negara Republik Indonesia melakukan company), whereby the Government of the
penambahan penyertaan modal negara ke dalam Republic of Indonesia increased its capital
DAM yang berasal dari pengalihan seluruh participation in DAM through the transfer of all
saham Seri B milik Negara Republik Indonesia Series B shares owned by the Government of
pada Perusahaan kepada DAM sebanyak the Republic of Indonesia in the Company to
15.477.117.519 lembar saham seri B. DAM, totaling 15,477,117,519 Series B shares.
Maksud dan tujuan Perusahaan adalah The Company’s purpose and objectives are
melakukan usaha di bidang Industri Logam Dasar conducting business in the field of Iron and Steel
Besi dan Baja serta optimalisasi pemanfaatan Industry, optimising the utilisation of the
sumber daya Perusahaan untuk menghasilkan Company’s resources to produce high-quality
barang dan/atau jasa yang bermutu tinggi dan and highly competitive goods and/or services,
berdaya saing kuat serta mengejar keuntungan and pursuing profits to increase the value of the
guna meningkatkan nilai Perusahaan dengan Company by applying the principles of a limited
menerapkan prinsip- prinsip Perseroan Terbatas. liability company.
Sesuai dengan Pasal 3 Anggaran Dasar In accordance with Article 3 of the Company’s
Perusahaan, untuk mencapai maksud dan tujuan Articles of Association, in order to achieve the
tersebut di atas, Perusahaan melakukan kegiatan above purpose and objectives, the Company
usaha utama sebagai berikut: carries out its main business activities as follows:
• Pertambangan bijih besi; • Iron ore mining activities;
• Pertambangan batu bara; • Coal mining activities;
• Pertambangan dan penggalian lainnya yang • Mining and other excavations that are not
tidak termasuk dalam lainnya; included in the others;
• Industri besi dan baja dasar; • Basic iron and steel-making industry;
• Industri penggilingan baja; • Steel rolling industry;
8 Paraf/ Sign
Page 525
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
• Industri konstruksi berat siap pasang dari baja • Heavy construction industry from steel for
untuk bangunan; building;
• Perdagangan besar barang logam untuk • Wholesale trade in metal goods for
bahan konstruksi; dan construction materials; and
• Aktivitas konsultasi manajemen lainnya. • Other management consulting activities.
Selain kegiatan usaha utama, Perusahaan dapat Other than the main business activities, the
melakukan kegiatan usaha penunjang dalam Company can carry out supporting business
rangka optimalisasi pemanfaatan sumber daya activities in order to optimise the utilization of the
yang dimiliki Perusahaan sebagai berikut: Company’s resources as follows:
• Aktivitas pelayanan kepelabuhan laut; • Sea port service activities;
• Pergudangan dan penyimpanan; • Warehousing and storage;
• Pengumpulan sampah berbahaya; • Hazardous waste collection;
• Pengelolaan dan pembuangan sampah; • Waste management and disposal;
• Pengelolaan dan pembuangan air limbah; • Wastewater management and disposal; and
dan
• Real estat yang dimiliki sendiri atau disewa. • Owned or leased real estate.
Perusahaan dan pabriknya berlokasi di Cilegon, The Company and its production facilities are
Banten. Perusahaan memulai operasi located in Cilegon, Banten. The Company started
komersialnya pada tahun 1971. its commercial operations in 1971.
Kantor pusat Perusahaan berkedudukan di Jalan The Company’s head office is located at Jalan
lndustri No. 5, Cilegon. Industri No. 5, Cilegon.
Perusahaan dimiliki oleh PT Danantara Asset The Company is majority owned by
Management (Persero) selaku pemegang saham PT Danantara Asset Management (Persero) as
mayoritas. the majority shareholder.
b. Penawaran Umum Efek Perusahaan b. Public Offering of the Company's Shares
Pada tanggal 29 Oktober 2010, Perusahaan On October 29, 2010, the Company obtained the
memperoleh pernyataan efektif dari Badan effective statement from the Capital Market and
Pengawas Pasar Modal dan Lembaga Keuangan Financial Institution Supervisory Agency
(“Bapepam-LK”), sekarang Otoritas Jasa (“Bapepam-LK”), currently known as Financial
Keuangan (“OJK”), No. S-9769/BL/2010 untuk Services Authority (“OJK”), No. S-9769/BL/2010
melakukan penawaran umum saham perdana to conduct an initial public offering (“IPO”) of its
(“IPO”) kepada masyarakat sebanyak 3,155,000,000 new shares with a nominal value
3.155.000.000 saham baru dengan nilai nominal of Rp500 (full amount) per share at a price of
Rp500 (nilai penuh) per saham dengan harga Rp850 (full amount) per share. The Company’s
Rp850 (nilai penuh) per saham. Saham shares were listed on the Indonesia Stock
Perusahaan telah dicatatkan di Bursa Efek Exchange on November 10, 2010.
Indonesia pada tanggal 10 November 2010.
Pada tanggal 10 November 2016, Perusahaan On November 10, 2016, the Company obtained
memperoleh pernyataan efektif dari OJK No. S- the effective statement from OJK
676/D.04/2016 untuk melakukan Penawaran No. S-676/D.04/2016 to conduct a Limited Public
Umum Terbatas Untuk Penambahan Modal Offering with Pre-emptive Rights (“PMHMETD I”)
Dengan Memberikan Hak Memesan Efek of its 3,571,396,900 Series B shares with a
Terlebih Dahulu I (“PMHMETD I”) sebanyak nominal value of Rp500 (full amount) per share
3.571.396.900 saham Seri B dengan nilai at a price of Rp525 (full amount) per share. On
nominal Rp500 (nilai penuh) per saham dengan December 6, 2016, all additional shares were
harga Rp525 (nilai penuh) per saham. Pada listed on the Indonesia Stock Exchange.
tanggal 6 Desember 2016, seluruh tambahan
saham tersebut telah dicatatkan di Bursa Efek
Indonesia.
Final Draft/31 Maret 2026 9
Page 526
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Dana yang diperoleh Perusahaan digunakan The funds obtained by the Company were used
untuk: for:
• sekitar 66% untuk memenuhi kebutuhan • approximately 66% for capital expenditure of
modal kerja proyek pembangunan pabrik Hot construction of Hot Strip Mill 2 (“HSM 2”)
Strip Mill 2 (“HSM 2”); dan plant; and
• sekitar 34% untuk memenuhi kebutuhan • approximately 34% for construction of a
proyek pembangunan Pembangkit Listrik 1x150 megawatts (“MW”) Coal Electric
Tenaga Uap Batubara 1x150 megawatt Steam Power Plant.
(“MW”).
Pada tanggal 2 Agustus 2019, Perusahaan On August 2, 2019, the Company obtained
memperoleh persetujuan perubahan peruntukan approval from the Minister of State-Owned
tambahan dana Penyertaan Modal Negara Enterprises to change the use of State Capital
(“PMN”) dari Menteri Badan Usaha Milik Negara Contribution (“PMN”) fund in letter
dengan surat No. S-535/MBU/08/2019. No. S-535/MBU/08/2019. The use of PMN was
Penggunaan dana PMN yang semula 34% untuk initially 34% to meet the needs of the
memenuhi kebutuhan proyek pembangunan construction project of a 1x150 MW Coal Steam
Pembangkit Listrik Tenaga Uap Batubara 1x150 Power Plant. Currently, it is used as working
MW, saat ini dana tersebut telah digunakan capital for the raw material (steel slabs)
menjadi modal kerja untuk pembelian bahan purchased for the HSM plant. Regarding PMN
baku (slab baja) pabrik HSM. Sehubungan dana funds are part of PMHEMTD, therefore this
PMN merupakan bagian dari pelaksanaan change has received approval from the General
PMHMETD, maka perubahan tersebut Meeting of Shareholders Year of 2019 on July
mendapatkan persetujuan Rapat Umum 29, 2020.
Pemegang Saham Tahun Buku 2019 pada
tanggal 29 Juli 2020.
c. Struktur Entitas Anak c. The Structure of Subsidiaries
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
persentase kepemilikan Perusahaan secara Company’s direct and indirect percentages and
langsung dan tidak langsung dan jumlah aset total assets of subsidiaries are as follows:
entitas anak adalah sebagai berikut:
Kedudukan dan Persentase Kepemilikan/ Jumlah Aset Sebelum Eliminasi/
Tahun Usaha Percentage of Ownership Total Assets Before Elimination
Komersial Dimulai/ 31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
Domicile and Year December 31, December 31, December 31, December 31,
Entitas Anak dan Kegiatan Usaha/ of Commercial 2025 2024 2025 2024
Subsidiaries and Business Activities Operations Started % % USD USD
Entitas Anak melalui Kepemilikan Langsung/ Directly Owned Subsidiaries
PT Krakatau Baja Konstruksi (“KBK”)
dan Entitas Anaknya/and Its Subsidiaries
Manufaktur Baja Profil dan Tulangan/
Reinforcing and Plain Bars Production Cilegon, 1992 100.00 100.00 188,560 195,814
PT Krakatau Sarana Infrastruktur
(“KSI”) dan Entitas Anaknya/
and Its Subsidiaries
Industri Real Estat dan Perhotelan/
Real Estate and Hotels Industry Cilegon, 1982 100.00 100.00 615,148 627,493
PT Krakatau Engineering (“KE”)
Rekayasa dan Konstruksi/
Engineering and Construction Cilegon, 1988 100.00 100.00 12,389 7,546
PT Meratus Jaya Iron & Steel (“MJIS”)
Manufaktur Besi dan Baja/
Iron and Steel Production Jakarta, 2012 66.00 66.00 262 65
PT Krakatau Baja Industri (“KBI”)
Manufaktur Baja Lembaran/
Sheet Plate Manufacturing Jakarta, 2023 100.00 100.00 50,802 108,286
Final Draft/31 Maret 2026 10
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Kedudukan dan Persentase Kepemilikan/ Jumlah Aset Sebelum Eliminasi/
Tahun Usaha Percentage of Ownership Total Assets Before Elimination
Komersial Dimulai/ 31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
Domicile and Year December 31, December 31, December 31, December 31,
Entitas Anak dan Kegiatan Usaha/ of Commercial 2025 2024 2025 2024
Subsidiaries and Business Activities Operations Started % % USD USD
Entitas Anak melalui Kepemilikan Tidak Langsung/ Indirectly Owned Subsidiaries
PT Krakatau Pipe Industries (“KPI”)
Manufaktur Pipa Baja/Steel Pipe Production Cilegon, 1973 100.00 100.00 148,178 173,905
PT Krakatau Global Trading (“KGT”)
dan Entitas Anaknya/and Its Subsidiary
Industri Pengolahan Hasil Tambang/
Coal and Mining Industry Jakarta, 2013 100.00 100.00 30,917 23,081
PT Krakatau Perbengkelan dan Perawatan
(“KPDP”) dan Entitas Anaknya/and
Its Subsidiary
Jasa Perawatan Mesin, Fabrikasi dan
Rancang Bangun/Machinery Maintenance,
Fabrication and Construction Services Cilegon, 2013 90.00 90.00 15,096 11,613
PT Krakatau Konsultan (“KK”)
Jasa Konsultan/Consulting Services Cilegon, 2013 100.00 100.00 291 897
PT Krakatau Bandar Samudera (“KBS”)
dan Entitas Anaknya/and Its Subsidiaries
Jasa Pengelolaan Pelabuhan/
Port Services Provider Cilegon, 1996 100.00 100.00 197,951 220,517
PT Krakatau Tirta Industri (“KTI”)
dan Entitas Anaknya/and Its Subsidiaries
Distributor dan Pengolahan Air/
Water Treatment and Distribution Cilegon, 1996 51.00 51.00 139,856 136,044
PT Krakatau Sarana Properti (“KSP”)
Real Estat/Real Estate Jakarta, 1979 100.00 100.00 39,867 39,114
PT Krakatau Information Technology
(“KITech”)
Penyedia Jasa Teknologi Informasi/
Information Technology
Service Provider Cilegon, 1993 100.00 100.00 6,262 7,029
PT Krakatau Jasa Logistik (“KJL”)
Jasa Transportasi/Transportation Services Cilegon, 2018 100.00 100.00 26,079 23,216
PT Krakatau Jasa Samudera (“KJS”)
Jasa Pengangkutan dan Pergudangan/
Freight and Warehousing Services Cilegon, 1986 100.00 100.00 7,482 6,282
PT Krakatau Samudera Solusi (“KSS”)
Jasa Pengangkutan dan Pergudangan/
Freight and Warehousing Services Cilegon, 1984 100.00 100.00 6,990 4,576
PT Krakatau Jasa Industri (“KJI”)
Jasa Penyewaan Kendaraan dan Peralatan/
Vehicle and Equipment Rental Services Cilegon, 1996 99.99 99.99 19,017 17,715
PT Krakatau Tirta Operasi dan Pemeliharaan
(“KTOP”)3)
Pengadaan Air Demineralisasi dan
Jasa Operasi dan Pemeliharaan/
Demineralised Water Supply and Operation
and Maintenance Services Cilegon, 2019 99.99 99.99 4,150 3,103
PT Krakatau Niaga Indonesia (“KNI”)
Perdagangan Baja/Steel Trading Cilegon, 1984 100.00 100.00 43,864 24,993
PT Sigma Mitra Sejati (“SMS”)
Penyedia Jasa Perawatan Pabrik/
Plant Maintenance Service Provider Jakarta, 1996 100.00 100.00 2,131 1,069
Informasi mengenai entitas asosiasi dan ventura Information about the associates and joint
bersama yang dimiliki oleh Perusahaan dan ventures owned by the Company and its
entitas anaknya (secara bersama-sama disebut subsidiaries (collectively referred to as the
sebagai “Grup”) pada tanggal 31 Desember 2025 “Group”) as of December 31, 2025 and 2024 is
dan 2024 adalah sebagai berikut: as follows:
Final Draft/31 Maret 2026 11
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Kedudukan dan Persentase Kepemilikan/
Tahun Usaha Percentage of Ownership
Komersial Dimulai/ 31 Desember/ 31 Desember/
Domicile and Year December 31, December 31,
Ventura Bersama/ Joint Ventures/ of ommercial Kegiatan Usaha/ 2025 2024
Entitas Asosiasi/ Associate Entities Operations Started Business Activities % %
Ventura Bersama/ Joint Ventures
Dimiliki Langsung oleh Perusahaan/Held Directly by the Company
PT Krakatau Semen Indonesia (“KSMI”) Cilegon, 2018 Manufaktur Slag Powder/
Slag Powder Production 50.00 50.00
Dimiliki melalui/Held Through KBK
PT Krakatau Wajatama Osaka Steel Cilegon, 2016 Penjualan Baja Profil dan Tulangan/
Marketing (“KWOSM”) Sales of Sections and Reinforcing Bars 67.00 67.00
Dimiliki melalui/Held Through KBS
PT Krakatau Argo Logistics (“KAL”) Cilegon, 2014 Jasa Transportasi/
Transportation Services 51.00 51.00
Entitas Asosiasi/ Associate Entities
Dimiliki Langsung oleh Perusahaan/Held Directly by the Company
PT Krakatau Posco (“KP”) Cilegon, 2014 Manufaktur Besi dan Baja/
Iron and Steel Production 50.00 50.00
PT Pelat Timah Nusantara Tbk (“Latinusa”) Cilegon, 1986 Manufaktur Baja Berlapis Timah/
Tin Plate Steel Production 20.10 20.10
PT Kerismas Witikco Makmur (“Kerismas”) Jakarta, 1980 Manufaktur Seng/
Zinc Production 29.31 29.31
PT Indo Japan Steel Center (“IJSC”) Cilegon, 2014 Manufaktur Baja Plat dan Lembaran/
Plate and Rolled Steel Production 20.00 20.00
PT Krakatau Nippon Steel Synergy (“KNSS”) Cilegon, 2017 Manufaktur Baja Galvanised dan Annealing/
Galvanised and Annealed Steel Production 15.18 15.18
PT Krakatau Osaka Steel (“KOS”) Cilegon, 2017 Manufaktur Baja Profil dan Tulangan/
Reinforcing and Plain Bars Production 14.00 14.00
Dimiliki melalui/Held Through KSI
PT Krakatau Chandra Energy (“KCE”)1) Cilegon, 1996 Distributor dan Penghasil Listrik/
dan Entitas Anaknya/and Its Subsidiary Distribution and Generation of Electricity 30.00 30.00
PT Krakatau Posco Futurem ("KPFM") Cilegon, 2014 Industri Burnt Lime dan Burnt Dolomite/
Burnt Lime and Burnt Dolomite Industry 20.00 20.00
PT Krakatau Pos-Chem Dong-suh Cilegon, 2014 Manufaktur Limbah Batu Bara/
Chemical (“KPDC”) Distilled Coal Tar Production 24.00 24.00
Dimiliki melalui/Held Through KE
PT Krakatau Daedong Machinery (“KDM”) Cilegon, 2013 Jasa Reparasi Mesin/
Machine Repairment Services 30.00 30.00
PT Krakatau Samator (“Krakatau Samator”) Cilegon, - Perdagangan, Pembangunan dan Jasa/
Trade, Development and Services 10.81 10.81
Dimiliki melalui/Held Through KBK
PT Wijaya Karya Krakatau Beton (“WKKB”) Cilegon, 2016 Manufaktur Beton Pracetak/
Pre-Cast Concrete Production 30.00 30.00
Dimiliki melalui/Held Through KGT
PT Krakatau Pos-Chem Dong-suh Cilegon, 2014 Manufaktur Limbah Batu Bara/
Chemical (“KPDC”) Distilled Coal Tar Production 6.00 6.00
Dimiliki melalui/Held Through KTI
PT Krakatau Blue Water (“KBW”) Cilegon, 2013 Jasa Pengelolaan Air Limbah/
Waste Water Treatment Services 33.00 33.00
PT Pembangunan Perumahan Jakarta, 2022 Pengelolaan Air/
Krakatau Tirta (“PPKT”) Water Treatment 25.00 25.00
PT Krakatau Medika (“PT KM”) Cilegon, 2014 Jasa Pelayanan Kesehatan/
Medical Services Provider 19.72 19.72
Final Draft/31 Maret 2026 12
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
d. Dewan Komisaris, Direksi dan Karyawan d. Boards of Commissioners, Directors and
Employees
Susunan Susunan Dewan Komisaris dan Direksi The Boards of Commissioners and Directors of
Perusahaan pada tanggal 31 Desember 2025 the Company as of December 31, 2025 and
dan 2024 adalah sebagai berikut: 2024 were as follows:
2025 2024
Dewan Komisaris Board of Commissioners
Komisaris Utama Hendro Martowardjojo Suhanto President Commissioner
Komisaris Setia Diarta Yudha Mediawan Commissioner
Komisaris Adityo Haryo Bimo I Gusti Putu Suryawirawan Commissioner
Komisaris Independen Willgo Zainar Willgo Zainar Independent Commissioner
Komisaris Independen David Pajung David Pajung Independent Commissioner
Komisaris Independen -- Isfan Fajar Satryo Independent Commissioner
Dewan Direksi Board of Directors
Direktur Utama Muhamad Akbar Muhamad Akbar President Director
Direktur Infrastruktur dan Infrastructure and Operation
Operasi Sidik Darusulistyo Utomo Nugroho Director
Direktur Sumber Daya Manusia Suryantoro Waluyo Agus Nizar Vidiansyah Human Resources Director
Direktur Keuangan dan Finance and Risk
Manajemen Risiko Daniel Fitzgerald Liman Tardi Management Director
Direktur Komersial, Pengembangan Commercial, Business
Usaha dan Portofolio Hernowo Hernowo Development and Portfolio Director
Grup memiliki sejumlah 3.272 dan 4.087 The Group”) had 3,272 and 4,087 employees as
karyawan masing-masing pada tanggal of December 31, 2025 and 2024, respectively
31 Desember 2025 dan 2024 (tidak diaudit). (unaudited).
e. Komite Audit e. Audit Committees
Susunan anggota Komite Audit Perusahaan pada The members of the Company’s Audit
tanggal 31 Desember 2025 dan 2024 adalah Committees as of December 31, 2025 and 2024
sebagai berikut: were as follows:
2025 2024
Ketua Willgo Zainar Willgo Zainar Chairman
Wakil Ketua David Pajung David Pajung Vice Chairman
Anggota Djadja Sukirman Djadja Sukirman Member
Anggota Bea Rejeki Tirtadewi Bea Rejeki Tirtadewi Member
Personil manajemen kunci Perusahaan dan The key management personnel of the Company
entitas anaknya terdiri dari anggota Dewan and its subsidiaries consist of the members of the
Komisaris dan Direksi Perusahaan dan entitas Boards of Commissioners and Directors of the
anaknya. Company and its subsidiaries.
2. Informasi Kebijakan Akuntansi Material 2. Material Accounting Policies Information
a. Kepatuhan terhadap Standar Akuntansi a. Compliance with the Financial Accounting
Keuangan (SAK) Standards (SAK)
Laporan keuangan konsolidasian telah disusun The consolidated financial statements were
dan disajikan sesuai dengan Standar Akuntansi prepared and presented in accordance with
Keuangan Indonesia yang meliputi Pernyataan Indonesian Financial Accounting Standards
Standar Akuntansi Keuangan (PSAK) dan which include the Statement of Financial
Interpretasi Standar Akuntansi Keuangan (ISAK) Accounting Standards (PSAK) and Interpretation
yang diterbitkan oleh Dewan Standar Akuntansi of Financial Accounting Standards (ISAK) issued
Keuangan – Ikatan Akuntan Indonesia (DSAK – by the Financial Accounting Standard Board –
IAI), serta peraturan Pasar Modal yang berlaku Indonesian Institute of Accountant (DSAK – IAI),
antara lain Peraturan Otoritas Jasa and regulations in the Capital Market include
Keuangan/Badan Pengawas Pasar Modal dan Regulations of Financial Sevices Authority/
Lembaga Keuangan (OJK/Bapepam-LK) Capital Market and Supervisory Board and
Final Draft/31 Maret 2026 13
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
No. VIII.G.7 tentang pedoman penyajian laporan Financial Institution (OJK/Bapepam-LK) No.
keuangan, Keputusan Ketua Bapepam-LK No. VIII.G.7 regarding guidelines for the presentation
KEP-347/BL/2012 tentang penyajian dan of financial statements, Decree of the Chairman
pengungkapan laporan keuangan emiten atau of Bapepam-LK No. KEP-347/BL/2012 regarding
perusahaan publik, sepanjang tidak bertentangan presentation and disclosure of financial
dengan suatu PSAK atau ISAK. statements of the issuer or public company, to
the extent it does not conflict with PSAK or ISAK.
b. Dasar Pengukuran dan Penyusunan Laporan b. The Basis of Measurement and Preparation of
Keuangan Konsolidasian Consolidated Financial Statements
Laporan keuangan konsolidasian disusun dan The consolidated financial statements have been
disajikan berdasarkan asumsi kelangsungan prepared and presented based on going concern
usaha serta atas dasar akrual, kecuali laporan assumption and accrual basis of accounting,
arus kas konsolidasian. Dasar pengukuran dalam except for the consolidated statements of cash
penyusunan laporan keuangan konsolidasian ini flows. Basis of measurement in preparation of
adalah konsep biaya perolehan, kecuali these consolidated financial statements is the
beberapa akun tertentu yang didasarkan historical costs concept, except for certain
pengukuran lain sebagaimana dijelaskan dalam accounts which have been prepared on the basis
kebijakan akuntansi masing-masing akun of other measurements as described in their
tersebut. Biaya perolehan umumnya didasarkan respective policies. Historical cost is generally
pada nilai wajar imbalan yang diserahkan dalam based on the fair value of the consideration given
pemerolehan aset. in exchange for assets.
Laporan arus kas konsolidasian disajikan dengan The consolidated statements of cash flows are
metode langsung (direct method) dengan prepared using the direct method by classifying
mengelompokkan arus kas dalam aktivitas cash flows into operating, investing and financing
operasi, investasi dan pendanaan. activities.
Mata uang penyajian yang digunakan dalam The presentation currency used in the
penyusunan laporan keuangan konsolidasian ini preparation of the consolidated financial
adalah Dolar yang merupakan mata uang statements is Dollar which is the functional
fungsional Grup. Setiap entitas di dalam Grup currency of the Group. Each entity in the Group
menetapkan mata uang fungsional sendiri dan determines its own functional currency and items
unsur-unsur dalam laporan keuangan dari setiap included in the financial statements of each entity
entitas diukur berdasarkan mata uang fungsional are measured using that functional currency.
tersebut.
c. Standar Baru dan Amendemen atas Standar c. New Accounting Standard and Amendment to
yang Berlaku Efektif pada Tahun Berjalan Standards which have been Effective in the
Current Year
Standar baru dan amendemen atas standar yang New Standard and amendment to standards
berlaku efektif untuk periode yang dimulai pada which effective for periods beginning on or after
atau setelah 1 Januari 2025, dengan penerapan January 1, 2025, with early adoption is permitted,
dini diperkenankan yaitu: are as follows:
• PSAK 117: Kontrak Asuransi; • PSAK 117: Insurance Contract;
• Amendemen PSAK 117: Kontrak Asuransi • Amendments PSAK 117: Insurance Contract
tentang Penerapan Awal PSAK 117 dan regarding Initial Application of PSAK 117 and
PSAK 109 – Informasi Komparatif; dan PSAK 109 – Comparative Information; and
• Amendemen PSAK 221: Pengaruh • Amendments PSAK 221: Foreign Exchange
Perubahan Kurs Valuta Asing tentang Rate regarding Lack of Exchangeability.
Kekurangan Ketertukaran.
Final Draft/31 Maret 2026 14
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Beberapa PSAK juga diamendemen yang Several PSAKs were also amended which were
merupakan amendemen konsekuensial karena consequential amendments due to the enactment
berlakunya PSAK 117: Kontrak Asuransi, yaitu: of PSAK 117: Insurance Contracts, as follows:
• PSAK 103: Kombinasi Bisnis; • PSAK 103: Business Combinations;
• PSAK 105: Aset Tidak Lancar yang Dikuasai • PSAK 105: Non-Current Assets Held for
untuk Dijual dan Operasi yang Dihentikan; Sale and Discontinued Operations;
• PSAK107: Instrumen Keuangan: • PSAK 107: Financial Instruments:
Pengungkapan; Disclosures;
• PSAK109: Instrumen Keuangan; • PSAK 109: Financial Instruments;
• PSAK 115: Pendapatan dari Kontrak dengan • PSAK 115: Income from Contracts with
Pelanggan; Customers;
• PSAK 201: Penyajian Laporan Keuangan; • PSAK 201; Presentation of Financial
Statements;
• PSAK 207: Laporan Arus Kas; • PSAK 207: Statement of Cash Flows;
• PSAK 216: Aset Tetap; • PSAK 216: Fixed Assets;
• PSAK 219: Imbalan Kerja; • PSAK 219: Employee Benefits;
• PSAK 228: Investasi pada Entitas Asosiasi • PSAK 228: Investment in Associated
dan Ventura Bersama; Entities and Joint Ventures;
• PSAK 232: Instrumen Keuangan Penyajian; • PSAK 232: Financial Instruments:
Presentation;
• PSAK 236: Penurunan Nilai Aset; • PSAK 236 Impairment of Asset;
• PSAK 237: Provisi, Liabilitas Kontijensi dan • PSAK 237: Provisions, Contingent
Aset Kontijensi; Liabilities and Contingent Assets;
• PSAK 238: Aset Takberwujud; dan • PSAK 238: Intangible Assets; and
• PSAK 240: Properti Investasi. • PSAK 240: Investment Property.
Implementasi amendemen standar tersebut tidak The implementation of the above amendment to
memiliki dampak yang material terhadap jumlah standards had no material on the amounts
yang dilaporkan di periode berjalan atau tahun reported for the current period or prior financial
sebelumnya. year.
d. Prinsip-prinsip Konsolidasian d. Principles of Consolidation
Laporan keuangan konsolidasian mencakup The consolidated financial statements in
laporan keuangan Perusahaan dan entitas- comprise the financial statements of the
entitas anaknya seperti disebutkan pada Catatan Company and its subsidiaries as described in
1.d. Note 1.d.
Entitas anak adalah entitas yang dikendalikan A subsidiary is an entity controlled by the Group,
oleh Grup, yakni Grup terekspos, atau memiliki i.e., the Group is exposed, or has rights, to
hak, atas imbal hasil variabel dari keterlibatannya variable returns from its involvement with the
dengan entitas dan memiliki kemampuan untuk entity and has the ability to affect those returns
mempengaruhi imbal hasil tersebut melalui through its current ability to direct the entity’s
kemampuan kini untuk mengarahkan aktivitas relevant activities (power over investee).
relevan dari entitas (kekuasaan atas investee).
Keberadaan dan dampak dari hak suara The existence and effect of substantive potential
potensial dimana Grup memiliki kemampuan voting rights that the Group has the practical
praktis untuk melaksanakan (yakni hak ability to exercise (i.e., substantive rights) are
substantif) dipertimbangkan saat menilai apakah considered when assessing whether the Group
Grup mengendalikan entitas lain. controls another entity.
Laporan keuangan konsolidasian Grup The Group’s consolidated financial statements
mencakup hasil usaha, arus kas, aset dan incorporate the results, cash flows, assets
liabilitas dari Perusahaan dan seluruh entitas and liabilities of the Company and all of its
anak yang, secara langsung dan tidak langsung, directly and indirectly controlled subsidiaries.
Final Draft/31 Maret 2026 15
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
dikendalikan oleh Perusahaan. Entitas anak Subsidiaries are consolidated from the effective
dikonsolidasikan sejak tanggal efektif akuisisi, date of acquisition, which is the date on which
yaitu tanggal dimana Grup secara efektif the Group effectively obtains control of the
memperoleh pengendalian atas bisnis yang acquired business, until that control ceases.
diakuisisi, sampai tanggal pengendalian berakhir.
Entitas induk menyusun laporan keuangan A parent prepares consolidated financial
konsolidasian dengan menggunakan kebijakan statements using uniform accounting policies for
akuntansi yang sama untuk transaksi dan like transactions and other events in similar
peristiwa lain dalam keadaan yang serupa. circumstances. All intragroup transactions,
Seluruh transaksi, saldo, penghasilan, beban, balances, income, expenses and cash flows
dan arus kas dalam Grup terkait dengan relating to transaction between entities of the
transaksi antar entitas dalam grup dieliminasi group are eliminated in full.
secara penuh.
Grup mengatribusikan laba rugi dan setiap The Group attributed the profit or loss each
komponen dari penghasilan komprehensif lain component of other comprehensive income to
kepada pemilik entitas induk dan kepentingan the owners of the parent and non-controlling
non-pengendali meskipun hal tersebut interest even though this results in the non-
mengakibatkan kepentingan non-pengendali controlling interests having a deficit balance. The
memiliki saldo defisit. Grup menyajikan Group presents non-controlling interest in equity
kepentingan non-pengendali di ekuitas dalam in the consolidated statement of financial
laporan posisi keuangan konsolidasian, terpisah position, separately from the equity owners of the
dari ekuitas pemilik entitas induk. parent.
Perubahan dalam bagian kepemilikan entitas Changes in the parent’s ownership interest in a
induk pada entitas anak yang tidak subsidiary that do not result in loss of control are
mengakibatkan hilangnya pengendalian adalah equity transactions (which transactions with
transaksi ekuitas (yaitu transaksi dengan pemilik owners in their capacity as owners). When the
dalam kapasitasnya sebagai pemilik). Ketika proportion of equity held by non-controlling
proporsi ekuitas yang dimiliki oleh kepentingan interest change, the Group adjusted the carrying
non-pengendali berubah, Grup menyesuaikan amounts of the controlling interest and non-
jumlah tercatat kepentingan pengendali dan controlling interest to reflect the changes in their
kepentingan non-pengendali untuk relative interest in the subsidiaries. Any
mencerminkan perubahan kepemilikan relatifnya difference between the amount by which the
dalam entitas anak. Selisih antara jumlah dimana non-controlling interests are adjusted and the fair
kepentingan non-pengendali disesuaikan value of the consideration received or paid is
dan nilai wajar dari jumlah yang diterima atau recognized directly in equity and attributed to the
dibayarkan diakui langsung dalam ekuitas dan owners of the parent.
diatribusikan pada pemilik dari entitas induk.
Jika Grup kehilangan pengendalian, maka Grup: If the Group loses control, the Group:
a. Menghentikan pengakuan aset (termasuk a. Derecognizes the assets (including goodwill)
goodwill) dan liabilitas entitas anak pada and liabilities of the subsidiary at their carrying
jumlah tercatatnya ketika pengendalian hilang; amounts at the date when control is lost;
b. Menghentikan pengakuan jumlah tercatat b. Derecognizes the carrying amount of any non-
setiap kepentingan nonpengendali pada controlling interests in the former subsidiary at
entitas anak terdahulu ketika pengendalian the date when control is lost (including any
hilang (termasuk setiap komponen components of other comprehensive income
penghasilan komprehensif lain yang attributable to them);
diatribusikan pada kepentingan non-
pengendali);
c. Mengakui nilai wajar pembayaran yang c. Recognizes the fair value of the
diterima (jika ada) dari transaksi, peristiwa, consideration received, (if any) from the
atau keadaan yang mengakibatkan transaction, event or circumstances that
hilangnya pengendalian; resulted in the loss of control;
Final Draft/31 Maret 2026 16
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
d. Mengakui sisa investasi pada entitas anak d. Recognizes any investment retained in the
terdahulu pada nilai wajarnya pada tanggal former subsidiary at fair value at the date
hilangnya pengendalian; when control is lost;
e. Mereklasifikasi ke laba rugi, atau e. Reclassifies to profit or loss, or transfer
mengalihkan secara langsung ke saldo laba directly to retained earnings if required by
jika disyaratkan oleh SAK lain, jumlah yang other FAS’s, the amount recognized in other
diakui dalam penghasilan komprehensif lain comprehensive income in relation to the
dalam kaitan dengan entitas anak; dan subsidiary; and
f. Mengakui perbedaan apapun yang f. Recognizes any resulting difference as a
dihasilkan sebagai keuntungan atau gain or loss attributable to the parent.
kerugian dalam laba rugi yang diatribusikan
kepada entitas induk.
e. Transaksi dan Saldo dengan Pihak Berelasi e. Related Parties Transactions and Balances
Pihak berelasi adalah orang atau entitas yang A related party is a person or an entity that is
terkait dengan entitas pelapor: related to the reporting entity:
a) Orang atau anggota keluarga dekatnya a) A person or a close member of that
mempunyai relasi dengan entitas pelapor person’s family is related to a reporting
jika orang tersebut: entity if that person:
i. Memiliki pengendalian atau i. Has control or joint control of the
pengendalian bersama atas entitas reporting entity;
pelapor;
ii. Memiliki pengaruh signifikan atas entitas ii. Has significant influence over the
pelapor; atau reporting entity; or
iii. Merupakan personil manajemen kunci iii. Is a member of the key management
entitas pelapor atau entitas induk dari personnel of the reporting entity or of a
entitas pelapor. parent of the reporting entity.
b) Suatu entitas berelasi dengan entitas b) An entity is related to the reporting entity if
pelapor jika memenuhi salah satu hal any of the following conditions applies:
berikut:
i. Entitas dan entitas pelapor adalah i. The entity and the reporting entity are
anggota dari kelompok usaha yang members of the same group (which
sama (artinya entitas induk, entitas means that each parent, subsidiary and
anak, dan sesama entitas anak saling fellow subsidiary is related to the other);
berelasi dengan entitas lainnya);
ii. Satu entitas adalah entitas asosiasi atau ii. One entity is an associate or joint
ventura bersama dari entitas lain (atau venture of the other entity (or an
entitas asosiasi atau ventura bersama associate or joint venture of a member
yang merupakan anggota suatu of a group of which the other entity is a
kelompok usaha, yang mana entitas lain member);
tersebut adalah anggotanya);
iii. Kedua entitas tersebut adalah ventura iii. Both entities are joint ventures of the
bersama dari pihak ketiga yang sama; same third party;
iv. Satu entitas adalah ventura bersama iv. One entity is a joint venture of a third
dari entitas ketiga dan entitas yang lain entity and the other entity is an
adalah entitas asosiasi dari entitas associate of the third entity;
ketiga;
v. Entitas tersebut adalah suatu program v. The entity is a post-employment benefit
imbalan pascakerja untuk imbalan kerja plan for the benefit of employees of
dari salah satu entitas pelapor atau either the reporting entity, or an entity
entitas yang terkait dengan entitas related to the reporting entity. If the
pelapor. Jika entitas pelapor adalah reporting entity is itself such a plan, the
entitas yang menyelenggarakan sponsoring employers are also related
program tersebut, maka entitas sponsor to the reporting entity;
juga berelasi dengan entitas pelapor;
Final Draft/31 Maret 2026 17
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
vi. Entitas yang dikendalikan atau vi. The entity is controlled or jointly
dikendalikan bersama oleh orang yang controlled by a person identified in (a);
diidentifikasi dalam huruf (a);
vii. Orang yang diidentifikasi dalam huruf vii. A person identified in (a) (i) has
(a) (i) memiliki pengaruh signifikan atas significant influence over the entity or is
entitas atau merupakan personil a member of the key management
manajemen kunci entitas (atau entitas personnel of the entity (or a parent of
induk dari entitas); the entity);
viii. Entitas, atau anggota dari kelompok viii. The entity, or any member of a group of
yang mana entitas merupakan bagian which it is a part, provides key
dari kelompok tersebut, menyediakan management personnel services to the
jasa personil manajemen kunci kepada reporting entity or to the parent of the
entitas pelapor atau kepada entitas reporting entity.
induk dari entitas pelapor.
Entitas yang berelasi dengan pemerintah A government-related entity is an entity that is
adalah entitas yang dikendalikan, dikendalikan controlled, jointly controlled or significant
bersama, atau dipengaruhi oleh pemerintah. influence by a government. Government refers
Pemerintah mengacu kepada pemerintah, to government, government agencies and
instansi pemerintah dan badan yang serupa similar bodies whether local, national or
baik lokal, nasional maupun internasional. international.
Seluruh transaksi dan saldo yang signifikan All significant transactions and balances with
dengan pihak berelasi diungkapkan dalam related parties are disclosed in the relevant
catatan yang relevan. notes.
f. Instrumen Keuangan f. Financial Instrument
Pengakuan dan Pengukuran Awal Initial Recognition and Measurement
Grup mengakui aset keuangan atau liabilitas The Group recognizes a financial asset or a
keuangan dalam laporan posisi keuangan financial liability in the consolidated statement
konsolidasian, jika dan hanya jika, Grup of financial position when, and only when, it
menjadi salah satu pihak dalam ketentuan becomes a party to the contractual provisions
pada kontrak instrumen tersebut. Pada saat of the instrument. At initial recognition, the
pengakuan awal aset keuangan atau liabilitas Group measures all financial assets and
keuangan, Grup mengukur pada nilai wajarnya. financial liabilites at its fair value. In the case of
Dalam hal aset keuangan atau liabilitas a financial asset or financial liability not at fair
keuangan tidak diukur pada nilai wajar melalui value through profit or loss, fair value plus or
laba rugi, nilai wajar tersebut ditambah atau minus with the transaction costs that are
dikurang dengan biaya transaksi yang dapat directly attributtable to the acquisition or issue
diatribusikan secara langsung dengan of the financial asset or financial liability.
perolehan atau penerbitan aset keuangan atau
liabilitas keuangan tersebut.
Biaya transaksi yang dikeluarkan sehubungan Transaction costs incurred on acquisition of a
dengan perolehan aset keuangan dan financial asset and issue of a financial liability
penerbitan liabilitas keuangan yang classified at fair value through profit or loss are
diklasifikasikan pada nilai wajar melalui laba expensed immediately.
rugi dibebankan segera.
Pengukuran Selanjutnya Aset Keuangan Subsequent Measurement of Financial Assets
Aset keuangan Grup diklasifikasikan sebagai The Group’s financial assets are classified into
berikut: aset keuangan yang diukur pada biaya the following specified categories: financial
perolehan yang diamortisasi, aset keuangan assets at amortized costs, financial assets at
yang diukur pada nilai wajar melalui fair value through other comprehensive
penghasilan komprehensif lain dan aset income, and financial assets at fair value
keuangan yang diukur pada nilai wajar melalui through profit or loss.
laba rugi.
Final Draft/31 Maret 2026 18
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Aset keuangan diklasifikasikan menjadi Financial assets are classified into these
kategori tersebut di atas dengan menggunakan categories on the basis of both: the Group’s
dua dasar yaitu: model bisnis Grup dalam business model for managing the financial
mengelola aset keuangan dan karakteristik assets and the contractual cash flow
arus kas kontraktual dari aset keuangan. characteristics of the financial assets.
i. Aset Keuangan yang Diukur pada Biaya i. Financial Assets Measured at Amortized Costs
Perolehan Diamortisasi
Aset keuangan diukur pada biaya perolehan Financial assets are measured at amortized
diamortisasi ketika kedua kondisi berikut costs if these conditions are met:
terpenuhi:
• Aset keuangan dikelola dalam model • The financial assets is held within a
bisnis yang bertujuan untuk memiliki aset business model whose objective is to hold
keuangan dalam rangka mendapatkan the financial assets in order to collect
arus kas kontraktual saja; dan contractual cash flows (held to collect); and
• Persyaratan kontraktual dari aset • The contractual terms of the financial asset
keuangan tersebut memberikan hak give rise on specified dates to cash flows
pada tanggal tertentu atas arus kas yang that are solely payments of principal and
semata dari pembayaran pokok dan interest (“SPPI”) on the principal amount
bunga (solely payments of principal and outstanding.
interest - SPPI) dari jumlah pokok
terutang.
Aset keuangan ini diukur pada jumlah yang The financial asset is measured at the
diakui pada awal pengakuan dikurangi amount recognized at initial recognition minus
dengan pembayaran pokok, kemudian principal repayments, plus or minus the
dikurangi atau ditambah dengan jumlah cumulative amortization of any difference
amortisasi kumulatif atas perbedaan jumlah between that initial amount and the maturity
pengakuan awal dengan jumlah pada saat amount and any loss allowance.
jatuh tempo, dan penurunan nilainya.
Pendapatan keuangan dihitung dengan Interest income is calculated using the
menggunakan metode suku bunga efektif dan effective interest method and is recognized in
diakui di laba rugi. Perubahan pada nilai wajar profit or loss. Changes in fair value are
diakui di laba rugi ketika aset dihentikan atau recognized in profit or loss when the asset is
direklasifikasi. derecognized or reclassified.
Aset keuangan yang diklasifikasikan menjadi Financial assets classified to amortized cost
aset keuangan yang diukur pada biaya may be sold where there is an increase in
perolehan diamortisasi dapat dijual ketika credit risk. Disposals for other reasons are
terdapat peningkatan risiko kredit. permitted but such sales should be
Penghentian untuk alasan lain diperbolehkan immaterial in value or infrequent in nature.
namun jumlah penjualan tersebut harus tidak
material jumlahnya atau tidak sering.
ii. Aset Keuangan yang Diukur pada Nilai Wajar ii. Financial Assets Measured at Fair Value
Melalui Penghasilan Komprehensif Lain Through Other Comprehensive Income
(”FVTOCI”) (“FVTOCI”)
Aset keuangan diukur pada FVTOCI jika The financial assets are measured at FVTOCI
kedua kondisi berikut terpenuhi: if these conditions are met:
• Aset keuangan dikelola dalam model • The financial asset is held within a
bisnis yang tujuannya akan terpenuhi business model whose objective is
dengan mendapatkan arus kas achieved by both collecting contractual
kontraktual dan menjual aset keuangan; cash flows and selling the financial assets;
dan and
Final Draft/31 Maret 2026 19
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
• Persyaratan kontraktual dari aset • The contractual term of the financial asset
keuangan tersebut memberikan hak give rise on specified dates to cash flows
pada tanggal tertentu atas arus kas yang that are solely payments of principal and
semata dari pembayaran pokok dan interest (“SPPI”) on the principal amount
bunga (solely payments of principal and outstanding.
interest - SPPI) dari jumlah pokok
terutang.
Aset keuangan tersebut diukur sebesar nilai The financial assets are measured at fair
wajar, dimana keuntungan atau kerugian value, where the changes in fair value are
diakui dalam penghasilan komprehensif lain, recognized initially in other comprehensive
kecuali untuk kerugian akibat penurunan nilai income (OCI), except for impairment losses,
dan keuntungan atau kerugian akibat and foreign exchange gains and losses, are
perubahan kurs, diakui pada laba rugi. Ketika recognized in profit or loss. When the asset is
aset keuangan tersebut dihentikan derecognized or reclassified, changes in fair
pengakuannya atau direklasifikasi, value previously recognized in other
keuntungan atau kerugian kumulatif yang comprehensive income and accumulated in
sebelumnya diakui dalam penghasilan equity are reclassified from equity to profit
komprehensif lain direklasifikasi dari ekuitas and loss as a reclassification adjustment.
ke laba rugi sebagai penyesuaian
reklasifikasi.
iii. Aset Keuangan yang Diukur pada Nilai Wajar iii. Financial Assets at Fair Value Through Profit
Melalui Laba Rugi (“FVTPL”) or Loss (“FVTPL”)
Aset keuangan yang diukur pada FVTPL Financial assets measured at FVTPL are
adalah aset keuangan yang tidak memenuhi those which do not meet both criteria for
kriteria untuk diukur pada biaya perolehan neither amortized costs nor FVTOCI.
diamortisasi atau untuk diukur FVTOCI.
Setelah pengakuan awal, aset keuangan After initial recognition, FVTPL financial
yang diukur pada FVTPL diukur pada nilai assets are measured at fair value. The
wajarnya. Keuntungan atau kerugian yang changes in fair value are recognized in profit
timbul dari perubahan nilai wajar aset or loss.
keuangan diakui dalam laba rugi.
Aset keuangan berupa derivatif dan investasi Financial assets in form of derivatives and
pada instrumen ekuitas tidak memenuhi investment in equity instrument are not
kriteria untuk diukur pada biaya perolehan eligible to meet both criteria for amortized
diamortisasi atau kriteria untuk diukur pada costs or FVTOCI. Hence, these are
FVTOCI, sehingga diukur pada FVTPL. measured at FVTPL. Nonetheless, the Group
Namun demikian, Grup dapat menetapkan may irrevocably designate an investment in
pilihan yang tidak dapat dibatalkan saat an equity instrument which is not held for
pengakuan awal atas investasi pada trading in any time soon as FVTOCI. This
instrumen ekuitas yang bukan untuk designation result in gains and losses to be
diperjualbelikan dalam waktu dekat (held for presented in other comprehensive income,
trading) untuk diukur pada FVTOCI. except for dividend income on a qualifying
Penetapan ini menyebabkan semua investment which is recognized in profit or
keuntungan atau kerugian disajikan di loss. Cumulative gains or losses previously
penghasilan komprehensif lain, kecuali recognized in other comprehensive income
pendapatan dividen tetap diakui di laba rugi. are reclassified to retained earnings, not to
Keuntungan atau kerugian kumulatif yang profit or loss.
sebelumnya diakui dalam penghasilan
komprehensif lain direklasifikasi ke saldo laba
tidak melalui laba rugi.
Final Draft/31 Maret 2026 20
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pengukuran Selanjutnya Liabilitas Keuangan Subsequent Measurement of Financial
Liabilities
Grup mengklasifikasikan seluruh liabilitas The Group shall classify all financial liabilities as
keuangan sehingga setelah pengakuan awal subsequently measured at amortised cost,
liabilitas keuangan diukur pada biaya perolehan except for:
diamortisasi, kecuali:
• Liabilitas keuangan pada nilai wajar melalui • Financial liabilities at fair value through profit
laba rugi. Liabilitas dimaksud, termasuk or loss. Such liabilities, including derivatives
derivatif yang merupakan liabilitas, that are liabilities, shall be subsequently
selanjutnya akan diukur pada nilai wajar. measured at fair value.
• Liabilitas keuangan yang timbul ketika • Financial liabilities that arise when a transfer
pengalihan aset keuangan yang tidak of a financial asset does not qualify for
memenuhi kualifikasi penghentian pengakuan derecognition or when the continuing
atau ketika pendekatan keterlibatan involvement approach applies.
berkelanjutan diterapkan.
• Kontrak jaminan keuangan dan komitmen • Financial guarantee contracts and
untuk menyediakan pinjaman dengan suku commitments to provide a loan at a
bunga di bawah pasar. Setelah pengakuan below‑market interest rate. After initial
awal, penerbit kontrak dan penerbit komitmen recognition, an issuer of such a contract and
selanjutnya mengukur kontrak tersebut an issuer of such a commitment shall
sebesar jumlah yang lebih tinggi antara: subsequently measure it at the higher of:
i. Jumlah penyisihan kerugian; dan i. The amount of the loss allowance; and
ii. Jumlah yang pertama kali diakui dikurangi ii. The amount initially recognised less,
dengan, jika sesuai, jumlah kumulatif dari when appropriate, the cumulative amount
penghasilan yang diakui sesuai dengan of income recognised in accordance with
prinsip PSAK 115. the principles of PSAK 115.
• Imbalan kontijensi yang diakui oleh pihak • Contingent consideration recognised by an
pengakusisi dalam kombinasi bisnis ketika acquirer in a business combination to which
PSAK 103 diterapkan. Imbalan kontijensi PSAK 103 applies. Such contingent
selanjutnya diukur pada nilai wajar dan consideration shall subsequently be
selisihnya dalam laba rugi. measured at fair value with changes
recognised in profit or loss.
Saat pengakuan awal, Grup dapat membuat The Group may, at initial recognition, irrevocably
penetapan yang takterbatalkan untuk mengukur designate a financial liability as measured at fair
liabilitas keuangan pada nilai wajar melalui laba value through profit or loss when permitted by the
rugi, jika diizinkan oleh standar atau jika standard or when doing so results in more
penetapan akan menghasilkan informasi yang relevant information, because either:
lebih relevan, karena:
• Mengeliminasi atau mengurangi secara • It eliminates or significantly reduces a
signifikan inkosistensi pengukuran atau measurement or recognition inconsistency
pengakuan (kadang disebut sebagai (sometimes referred to as “an accounting
“accounting mismatch”) yang dapat timbul mismatch”) that would otherwise arise from
dari pengukuran aset atau liabilitas atau measuring assets or liabilities or recognising
pengakuan keuntungan dan kerugian atas the gains and losses on them on different
aset atau liabilitas dengan dasar yang bases; or
berbeda beda; atau
• Sekelompok liabilitas keuangan atau aset • A group of financial liabilities or financial
keuangan dan liabilitas keuangan dikelola dan assets and financial liabilities is managed and
kinerjanya dievaluasi berdasarkan nilai wajar, its performance is evaluated on a fair value
sesuai manajemen risiko atau strategi basis, in accordance with a documented risk
investasi yang terdokumentasi, dan informasi management or investment strategy, and
dengan dasar nilai wajar dimaksud atas information about the group is provided
kelompok tersebut disediakan secara internal internally on that basis to the Group’s key
untuk personil manajemen kunci Grup. management personnel.
Final Draft/31 Maret 2026 21
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Penghentian Pengakuan Aset Keuangan Derecognition of Financial Assets
Saat penghentian pengakuan aset keuangan On derecognition of a financial asset in its
secara keseluruhan, selisih antara jumlah tercatat entirety, the difference between the assets
aset dan jumlah pembayaran dan piutang yang carrying amount and the sum of the
diterima dan keuntungan atau kerugian kumulatif consideration received and receivable and the
yang telah diakui dalam penghasilan cumulative gain or loss that had been recognized
komprehensif lain dan terakumulasi dalam in other comprehensive income and accumulated
ekuitas direklasifikasi ke laba rugi. in equity is reclassified to profit or loss.
Saat penghentian pengakuan aset keuangan On derecognition of a financial asset other
terhadap satu bagian saja (misalnya ketika than in its entirety (e.g., when the Group retain
Grup masih memiliki hak untuk membeli an option to repurchase part of a transferred
kembali bagian aset yang ditransfer), Grup asset), the Group allocate the previous
mengalokasikan jumlah tercatat sebelumnya carrying amount of the financial asset between
dari aset keuangan tersebut pada bagian yang the part they continue to recognize under
tetap diakui berdasarkan keterlibatan continuing involvement and the part they no
berkelanjutan dan bagian yang tidak lagi diakui longer recognize on the basis of the relative
berdasarkan nilai wajar relatif dari kedua fair values of those parts on the date of the
bagian tersebut pada tanggal transfer. Selisih transfer. The difference between the carrying
antara jumlah tercatat yang dialokasikan pada amount allocated to the part that is no longer
bagian yang tidak lagi diakui dan jumlah dari recognized and the sum of the consideration
pembayaran yang diterima untuk bagian yang received for the part no longer recognized and
tidak lagi diakui dan setiap keuntungan atau any cumulative gain or loss allocated to it that
kerugian kumulatif yang dialokasikan pada had been recognized in other comprehensive
bagian yang tidak lagi diakui tersebut yang income is recognized in profit or loss. A
sebelumnya telah diakui dalam penghasilan cumulative gain or loss that had been
komprehensif lain diakui pada laba rugi. recognized in other comprehensive income is
Keuntungan dan kerugian kumulatif yang allocated between the part that continues to be
sebelumnya diakui dalam penghasilan recognized and the part that is no longer
komprehensif lain dialokasikan pada bagian recognized on the basis of the relative fair
yang tetap diakui dan bagian yang dihentikan values of those parts.
pengakuannya, berdasarkan nilai wajar relatif
kedua bagian tersebut.
Penghentian Pengakuan Liabilitas Keuangan Derecognition of Financial Liabilities
Grup menghentikan pengakuan liabilitas The Group derecognizes financial liabilities, if
keuangan, jika dan hanya jika, liabilitas Grup and only if the Group obligations are
telah dilepaskan, dibatalkan atau kedaluarsa. discharged, cancelled or expired. The
Selisih antara jumlah tercatat liabilitas difference between the carrying amount of the
keuangan yang dihentikan pengakuannya dan financial liability derecognized and the
imbalan yang dibayarkan dan utang diakui considerations paid and payable is recognized
dalam laba rugi. in profit or loss.
Metode Suku Bunga Efektif The Effective Interest Method
Metode suku bunga efektif adalah metode yang The effective interest method is a method of
digunakan untuk menghitung biaya perolehan calculating the amortized cost of a financial
diamortisasi dari aset atau liabilitas keuangan asset or a financial liability (or group of
(atau kelompok aset atau liabilitas keuangan) financial assets or financial liabilities) and of
dan metode untuk mengalokasikan pendapatan allocating the interest income or interest
bunga atau beban bunga selama periode yang expense over the relevant period.
relevan.
Suku bunga efektif adalah suku bunga yang The effective interest rate is the rate that
secara tepat mendiskontokan estimasi exactly discount estimated future cash
pembayaran atau penerimaan kas masa depan payments or receipts through the expected life
selama perkiraan umur dari instrumen of the financial instrument or, when
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
keuangan, atau jika lebih tepat, digunakan appropriate, a shorter period to the net carrying
periode yang lebih singkat untuk memperoleh amount of the financial asset or financial
jumlah tercatat neto dari aset keuangan atau liability.
liabilitas keuangan.
Pada saat menghitung suku bunga efektif, Grup When calculating the effective interest rate, the
mengestimasi arus kas dengan Group estimates cash flows considering all
mempertimbangkan seluruh persyaratan contractual terms of the financial instrument, for
kontraktual dalam instrumen keuangan tersebut, example, prepayment, call and similar option, but
seperti pelunasan dipercepat, opsi beli dan opsi shall not consider future credit losses. The
serupa lain, tetapi tidak mempertimbangkan calculation includes all fees and points paid or
kerugian kredit masa depan. Perhitungan ini received between parties to the contract that are
mencakup seluruh komisi dan bentuk lain yang an integral part of the effective interest rate,
dibayarkan atau diterima oleh pihak-pihak dalam transaction costs, and all other premiums or
kontrak yang merupakan bagian takterpisahkan discounts.
dari suku bunga efektif, biaya transaksi, dan
seluruh premium atau diskonto lain.
Penurunan Nilai Aset Keuangan Impairment of Financial Assets
Grup mengakui kerugian kredit ekspektasian The Group recognized expected credit loss for its
untuk aset keuangan yang diukur pada biaya financial assets measured at amortized costs
perolehan diamortisasi, aset keuangan yang and financial assets measured at FVTOCI, lease
diukur pada FVTOCI, piutang sewa, aset kontrak receivables, contract assets or loan
atau komitmen pinjaman dan kontrak jaminan commitments and financial guarantee contracts.
keuangan. Aset keuangan yang berupa investasi Financial asset in form of investment in equity
pada instrumen ekuitas tidak dilakukan instrument is not impaired.
penurunan nilai.
Pada setiap tanggal pelaporan, Grup mengukur At the end of each reporting date, the Group
penyisihan kerugian instrumen keuangan calculates any impairment provision in financial
sejumlah kerugian kredit ekspektasian sepanjang instruments based on its lifetime expected credit
umurnya jika risiko kredit atas instrumen loss if the credit risk of the financial instruments
keuangan tersebut telah meningkat secara has increased significantly since its initial
signifikan sejak pengakuan awal. Namun, jika recognition. However, if credit risk has not
risiko kredit instrumen keuangan tersebut tidak increased significantly since initial recognition,
meningkat secara signifikan sejak pengakuan then 12 months expected credit loss is
awal, maka mengakui sejumlah kerugian kredit recognized.
ekspektasian 12 bulan.
Grup menerapkan metode yang disederhanakan The Group applied a simplified approach to
untuk mengukur kerugian kredit ekspektasian measure such expected credit loss for trade
tersebut terhadap piutang usaha dan aset kontrak receivables and contract assets without
tanpa komponen pendanaan yang signifikan. significant financing component.
Grup menganggap aset keuangan gagal bayar The Group considers a financial asset to be in
ketika pihak ketiga tidak mampu membayar default when the counterparty is unlikely to pay
kewajiban kreditnya kepada Grup secara penuh. its credit obligations to the Group in full. The
Periode maksimum yang dipertimbangkan ketika maximum period considered when estimating
memperkirakan kerugian kredit ekspektasian expected credit loss is the maximum contractual
adalah periode maksimum kontrak dimana Grup period over which the Group is exposed to credit
terekspos terhadap risiko kredit. risk.
Penyisihan kerugian diakui sebagai pengurang Impairment losses are recognized as a deduction
jumlah tercatat aset keuangan kecuali untuk aset in financial assets’ carrying amount, except for
keuangan yang diukur pada FVTOCI yang financial assets measured at FVTOCI where its
penyisihan kerugiannya diakui dalam penghasilan impairment is recognized in other comprehensive
komprehensif lain. Sedangkan jumlah kerugian income. The expected credit loss (or recovery of
Final Draft/31 Maret 2026 23
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
kredit ekspektasian (atau pemulihan kerugian credit loss) is recognized in profit or loss, as
kredit) diakui dalam laba rugi, sebagai keuntungan gains or losses of financial asset impairment.
atau kerugian penurunan nilai.
Pengukuran kerugian kredit ekspektasian dari The expected credit loss of financial intruments
instrumen keuangan dilakukan dengan suatu are conducted by a means which reflect:
cara yang mencerminkan:
i. Jumlah yang tidak bias dan rata-rata i. An unbiased and probability-weighted amount
probabilitas tertimbang yang ditentukan that reflects a range of possible outcomes;
dengan mengevaluasi serangkaian
kemungkinan yang dapat terjadi;
ii. Nilai waktu uang; dan ii. Time value of money; and
iii. Informasi yang wajar dan terdukung yang iii. Reasonable and supportable information that
tersedia tanpa biaya atau upaya berlebihan is available without undue cost or effort about
pada tanggal pelaporan mengenai peristiwa past events, current conditions and forecasts
masa lalu, kondisi kini, dan perkiraan kondisi of future conditions.
ekonomi masa depan.
Aset keuangan dapat dianggap tidak mengalami Financial assets may be considered to not
peningkatan risiko kredit secara signifikan sejak having significant increase in credit risk since
pengakuan awal jika aset keuangan memiliki initial recognition if the financial assets have a
risiko kredit yang rendah pada tanggal pelaporan. low credit risk at the reporting date. Credit risk on
Risiko kredit pada instrumen keuangan dianggap financial instrument may be considered be low if
rendah ketika aset keuangan tersebut memiliki there is a low risk of default, the borrower has a
risiko gagal bayar yang rendah, peminjam strong capacity to meet its contractual cash flow
memiliki kapasitas yang kuat untuk memenuhi obligations in the near term and adverse
kewajiban arus kas kontraktualnya dalam jangka changes in economic and business conditions in
waktu dekat dan memburuknya kondisi ekonomik the longer term may, but will not necessarily,
dan bisnis dalam jangka waktu panjang mungkin, reduce the ability of the borrower to fulfil its
namun tidak selalu, menurunkan kemampuan contractual cash flow obligations. To determine
peminjam untuk memenuhi kewajiban arus kas whether a financial asset has a low credit risk,
kontraktualnya. Untuk menentukan apakah aset the Group may use internal credit risk rating or
keuangan memiliki risiko kredit rendah, Grup external assessment.
dapat menggunakan peringkat risiko kredit
internal atau penilaian eksternal.
Misalnya, aset keuangan dengan peringkat For example, a financial asset with “investment
“investment grade” berdasarkan penilaian grade” according to external assessment has a
eksternal merupakan instrumen yang memiliki low credit risk rating, thus it does not experience
risiko kredit yang rendah, sehingga tidak an increase in significant credit risk since initial
mengalami peningkatan risiko kredit secara recognition.
signifikan sejak pengakuan awal.
Reklasifikasi Reclassification
Grup mereklasifikasi aset keuangan ketika Grup The Group reclassifies a financial asset if and
mengubah tujuan model bisnis untuk pengelolaan only if the Group’s business model objective for
aset keuangan sehingga penilaian sebelumnya its financial assets changes so its previous model
menjadi tidak dapat diterapkan. assessment would no longer apply.
Ketika Grup mereklasifikasi aset keuangan, maka If the Group reclassifies a financial asset, it is
Grup menerapkan reklasifikasi secara prospektif required the Group to apply the reclassification
dari tanggal reklasifikasi. Grup tidak menyajikan prospectively from the reclassification date. The
kembali keuntungan, kerugian (termasuk Group does not restate previously recognized
keuntungan atau kerugian penurunan nilai), atau gains, losses (including impairment gains or
bunga yang diakui sebelumnya. losses) or interest.
Final Draft/31 Maret 2026 24
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Ketika Grup mereklasifikasi aset keuangan keluar When the Group reclassifies its financial asset
dari kategori pengukuran biaya perolehan out of the amortized cost into FVTPL, then its fair
diamortisasi menjadi kategori FVTPL, nilai value is measured at reclassification date. Any
wajarnya diukur pada tanggal reklasifikasi. gains or losses resulted from the difference
Keuntungan atau kerugian yang timbul dari between previous amortized cost and its fair
selisih antara biaya perolehan diamortisasi value is recognized in profit or loss. Otherwise, if
sebelumnya dan nilai wajar aset keuangan diakui the Group reclassifies its financial asset from
dalam laba rugi. Pada saat Grup melakukan FVTPL into amortized cost, then its fair value at
reklasifikasi sebaliknya, yaitu dari aset keuangan the date of reclassification becomes new gross
kategori FVTPL menjadi kategori pengukuran carrying amount.
biaya perolehan diamortisasi, maka nilai wajar
pada tanggal reklasifikasi menjadi jumlah tercatat
bruto yang baru.
Pada saat Grup mereklasifikasi aset keuangan When the Group reclassifies its financial asset
keluar dari kategori pengukuran biaya perolehan out of the amortized cost into FVTOCI, its fair
diamortisasi menjadi kategori FVTOCI, nilai value is measured at the reclassification date.
wajarnya diukur pada tanggal reklasifikasi. Any gains or losses resulted from the difference
Keuntungan atau kerugian yang timbul dari selisih between previous amortized cost and fair value
antara biaya perolehan diamortisasi sebelumnya is recognized in other comprehensive income.
dan nilai wajar aset keuangan diakui dalam Effective interest rate and expected credit loss
penghasilan komprehensif lain. Suku bunga efektif measurement are not adjusted as a result of the
dan pengukuran kerugian kredit ekspektasian reclassification. Otherwise, when the Group
tidak disesuaikan sebagai akibat dari reklasifikasi. reclassifies its financial asset out of FVTOCI into
Ketika Grup mereklasifikasi aset keuangan amortized cost, the financial asset is reclassified
sebaliknya, yaitu keluar dari kategori FVTOCI by its fair value at the reclassification date.
menjadi kategori pengukuran biaya perolehan However, any cumulative gains or losses
diamortisasi, aset keuangan direklasifikasi pada previously recognized in other comprehensive
nilai wajarnya pada tanggal reklasifikasi. Akan income are omitted from equity and adjusted to
tetapi keuntungan atau kerugian kumulatif yang the financial asset’s fair value at the date of
sebelumnya diakui dalam penghasilan reclassification. Consequently, at the
komprehensif lain dihapus dari ekuitas dan reclassification date, the financial asset is
disesuaikan terhadap nilai wajar aset keuangan measured the same way as if it were amortized
pada tanggal reklasifikasi. Akibatnya, pada cost.
tanggal reklasifikasi aset keuangan diukur seperti
halnya jika aset keuangan tersebut selalu diukur
pada biaya perolehan diamortisasi.
Penyesuaian ini memengaruhi penghasilan This adjustment affects other comprehensive
komprehensif lain tetapi tidak memengaruhi laba income but not profit or loss, and hence it is not a
rugi, dan karenanya bukan merupakan reclassification adjustment. Effective interest rate
penyesuaian reklasifikasi. Suku bunga efektif dan and expected credit loss are no longer adjusted
pengukuran kerugian kredit ekspektasian tidak as a result of the reclassification.
disesuaikan sebagai akibat dari reklasifikasi.
Pada saat Grup mereklasifikasi aset keuangan When the Group reclassifies its financial asset
keluar dari kategori pengukuran FVTPL menjadi out of the FVTPL into FVTOCI, the financial
kategori pengukuran FVTOCI, aset keuangan asset is measured at its fair value. Similarly,
tetap diukur pada nilai wajarnya. Sama halnya, when the Group reclassifies its financial asset out
ketika Grup mereklasifikasi aset keuangan keluar of the FVTOCI into FVTPL, the financial asset is
dari kategori FVTOCI menjadi kategori measured at its fair value. Any gains or losses
pengukuran FVTPL, aset keuangan tetap diukur previously recognized in other comprehensive
pada nilai wajarnya. Keuntungan atau kerugian income are reclassified out of the equity to profit
kumulatif yang sebelumnya diakui di penghasilan or loss as a reclassification adjustment at the
komprehensif lain direklasifikasi dari ekuitas ke date of reclassification.
laba rugi sebagai penyesuaian reklasifikasi pada
tanggal reklasifikasi.
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Saling Hapus Aset Keuangan dan Liabilitas Offsetting a Financial Asset and a Financial
Keuangan Liability
Aset keuangan dan liabilitas keuangan A financial asset and financial liability shall be
disalinghapuskan, jika dan hanya jika, Grup saat offset when and only when, the Group currently
ini memiliki hak yang dapat dipaksakan secara has a legally enforceable right to set off the
hukum untuk melakukan saling hapus atas recognized amount; and intends either to settle
jumlah yang telah diakui tersebut; dan berintensi on a net basis, or to realize the asset and settle
untuk menyelesaikan secara neto atau untuk the liability simultaneously.
merealisasikan aset dan menyelesaikan
liabilitasnya secara simultan.
Pengukuran Nilai Wajar Fair Value Measurement
Nilai wajar adalah harga yang akan diterima Fair value is the price that would be received
untuk menjual suatu aset atau harga yang akan to sell an asset or paid to transfer a liability
dibayar untuk mengalihkan suatu liabilitas dalam in an orderly transaction between market
transaksi teratur antara pelaku pasar pada participants at the measurement date.
tanggal pengukuran.
Nilai wajar aset dan liabillitas keuangan The fair value of financial assets and financial
diestimasi untuk keperluan pengakuan dan liabilities must be estimated for recognition and
pengukuran atau untuk keperluan measurement or for disclosure purposes
pengungkapan.
Nilai wajar dikategorikan dalam level yang Fair values are categorized into different levels in
berbeda dalam suatu hirarki nilai wajar a fair value hierarchy based on the degree to
berdasarkan pada apakah input suatu which the inputs to the measurement are
pengukuran dapat diobservasi dan signifikansi observable and the significance of the inputs to
input terhadap keseluruhan pengukuran nilai the fair value measurement in its entirety:
wajar:
i. Harga kuotasian (tanpa penyesuaian) di i. Quoted prices (unadjusted) in active markets
pasar aktif untuk aset atau liabilitas yang for identical assets or liabilities that can be
identik yang dapat diakses pada tanggal accessed at the measurement date
pengukuran (Level 1); (Level 1);
ii. Input selain harga kuotasian yang termasuk ii. Inputs other than quoted prices included in
dalam Level 1 yang dapat diobservasi untuk Level 1 that are observable for the assets or
aset atau liabilitas, baik secara langsung liabilities, either directly or indirectly
maupun tidak langsung (Level 2); (Level 2);
iii. Input yang tidak dapat diobservasi untuk aset iii. Unobservable inputs for the assets or liabilities
atau liabilitas (Level 3). (Level 3).
Dalam mengukur nilai wajar aset atau liabilitas, When measuring the fair value of an asset or a
Grup sebisa mungkin menggunakan data pasar liability, the Group uses market observable
yang dapat diobservasi. Apabila nilai wajar aset data to the extent possible. If the fair value of
atau liabilitas tidak dapat diobservasi secara an asset or a liability is not directly observable,
langsung, Grup menggunakan teknik penilaian the Group uses valuation techniques that
yang sesuai dengan keadaannya dan appropriate in the circumstances and
memaksimalkan penggunaan input yang dapat maximizes the use of relevant observable
diobservasi yang relevan dan meminimalkan inputs and minimizes the use of unobservable
penggunaan input yang tidak dapat inputs.
diobservasi.
Perpindahan antara level hierarki nilai wajar Transfers between levels of the fair value
diakui oleh Grup pada akhir periode pelaporan hierarchy are recognized by the Group at the
dimana perpindahan terjadi. end of the reporting period during which the
change occurred.
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
g. Investasi pada Entitas Asosiasi g. Investments in Associates
Entitas asosiasi adalah entitas dimana Grup Associates are entities which the Group has
memiliki kekuasaan untuk berpartisipasi dalam the power to participate in the financial and
keputusan kebijakan keuangan dan operasional operating policy decisions of the investee but
investee, tetapi tidak mengendalikan atau is not control or joint control over those policies
mengendalikan bersama atas kebijakan (significant influence).
tersebut (pengaruh signifikan).
Investasi pada entitas asosiasi dicatat dengan Investment in associates accounted for using the
menggunakan metode ekuitas. Dalam metode equity method. Under the equity method, the
ekuitas, pengakuan awal investasi diakui investment in an associate is initially recognised
sebesar biaya perolehan, dan jumlah tercatat at cost and the carrying amount is increased or
ditambah atau dikurang untuk mengakui bagian decreased to recognise the investor’s share of
atas laba rugi investee setelah tanggal the profit or loss of the investee after the date of
perolehan. Bagian atas laba rugi investee acquisition. The investor’s share of the profit or
diakui dalam laba rugi. Penerimaan distribusi loss of the investee is recognised in profit or loss.
dari investee mengurangi nilai tercatat Distributions received from an investee reduce
investasi. Penyesuaian terhadap jumlah the carrying amount of the investment.
tercatat tersebut juga mungkin dibutuhkan Adjustments to the carrying amount may also be
untuk perubahan dalam proporsi bagian necessary for changes in the investor’s
investor atas investee yang timbul dari proportionate interest in the investee arising from
penghasilan komprehensif lain, termasuk changes in the investee’s other comprehensive
perubahan yang timbul dari revaluasi aset tetap income, including those arising from the
dan selisih penjabaran valuta asing. Bagian revaluation of fixed assets and from foreign
investor atas perubahan tersebut diakui dalam exchange translation differences. The investor’s
penghasilan komprehensif lain. share of those changes is recognized in other
comprehensive income.
Grup menghentikan penggunaan metode The Group discontinue the use of the equity
ekuitas sejak tanggal ketika investasinya method from the date when its investment
berhenti menjadi investasi pada entitas asosiasi ceases to be an associate as follows:
sebagai berikut:
a) jika investasi menjadi entitas anak; a) if the investment becomes a subsidiary;
b) jika sisa kepentingan dalam entitas asosiasi b) If the retained interest in the former
merupakan aset keuangan, maka Grup associate is a financial asset, the Group
mengukur sisa kepentingan tersebut pada measure the retained interest at fair value;
nilai wajar;
c) ketika Grup menghentikan penggunaan c) When the Group discontinue the use of
metode ekuitas, Grup mencatat seluruh the equity method, the Group account for
jumlah yang sebelumnya telah diakui dalam all amounts previously recognized in other
penghasilan komprehensif lain yang terkait comprehensive income in relation to that
dengan investasi tersebut menggunakan investment on the same basis as would
dasar perlakuan yang sama dengan yang have been required if the investee had
disyaratkan jika investee telah melepaskan directly disposed of the related assets or
secara langsung aset dan liabilitas terkait. liabilities.
h. Transaksi dan Saldo dalam Mata Uang h. Foreign Currency Transactions and
Asing Balances
Dalam menyiapkan laporan keuangan, setiap In preparing financial statements, each of the
entitas di dalam Grup mencatat dengan entities within the Group record by using the
menggunakan mata uang dari lingkungan currency of the primary economic environment
ekonomi utama di mana entitas beroperasi in which the entity operates (“the functional
(“mata uang fungsional”). Mata uang fungsional currency”). The functional currency of the
Perusahaan, KBI, dan KBK adalah Dolar AS Company, KBI, and KBK are United Dollar
(USD), sedangkan mata uang fungsional (USD), while the functional currency for other
entitas anak, asosiasi, ventura bersama dan the subsidiaries, associates, joint venture, and
operasi bersama lainnya adalah Rupiah joint operation are Indonesian Rupiah (Rp).
Indonesia (Rp).
Final Draft/31 Maret 2026 27
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Untuk tujuan penyajian laporan keuangan For the purposes of presenting consolidated
konsolidasian, mata uang fungsional Rupiah financial statements, the functional currency of
Indonesia (Rp), aset dan liabilitas pada tanggal the Indonesian Rupiah (Rp), assets and
laporan dijabarkan menggunakan kurs penutup liabilities at the reporting date are translated
yang berlaku pada tanggal laporan posisi using the closing exchange rate in effect at the
keuangan, sedangkan pendapatan dan beban date of the statement of financial position,
dijabarkan dengan menggunakan kurs rata- while income and expenses are translated
rata. Selisih kurs yang dihasilkan diakui dalam using the average exchange rate. The resulting
penghasilan komprehensif lain. exchange differences are recognized in other
comprehensive income.
Pada akhir periode pelaporan, pos moneter At the end of reporting period, foreign currency
dalam mata uang asing dijabarkan ke dalam monetary items are translated to USD using
USD menggunakan kurs penutup, yaitu kurs the closing rate, in Jakarta Interbank Spot
Jakarta Interbank Spot Dollar Rate dan tengah Dollar Rate and middle rate of Bank of
Bank Indonesia pada 31 Desember 2025 dan Indonesia as of December 31, 2025 and 2024
2024 sebagai berikut: as follows:
2025 2024
Jakarta Interbank Spot Dollar Jakarta Interbank Spot Dollar
Rate (“JISDOR”) Rate (“JISDOR”)
Rupiah (“Rp”)/1 Dolar AS 16,720 16,157 Rupiah (“Rp”)/US Dollars 1
Kurs Tengah Bank Indonesia Bank Indonesia Middle Rate
Euro (EUR)/1 Dolar AS 1.17 1.04 Euro (EUR)//US Dollars 1
Yen (JPY)/1 Dolar AS 0.01 0.01 Yen (JPY)/US Dollars 1
Dolar Singapura (SGD)/1 Dolar AS 0.78 0.74 Singapore Dollars (SGD)/US Dollars 1
Dolar Australia (AUD)/1 Dolar AS 0.67 0.62 Australian Dollars (AUD)/US Dollars 1
Pound Sterling (GBP)/1 Dolar AS 1.35 1.26 Pound Sterling (GBP)/US Dollars 1
Yuan China (CNY)/1 Dolar AS 0.14 0.14 Chinese Yuan (CNY)/US Dollars 1
Selisih kurs yang timbul dari penyelesaian pos Exchange differences arising on the settlement
moneter dan dari penjabaran pos moneter of monetary items or on translating monetary
dalam mata uang asing diakui dalam laba rugi. items in foreign currencies are recognized in
profit or loss.
i. Kas dan Setara Kas i. Cash and Cash Equivalents
Kas dan setara kas terdiri dari kas, bank dan Cash and cash equivalents consist of cash on
semua investasi yang jatuh tempo dalam waktu hand and in banks and all unrestricted
tiga bulan atau kurang dari tanggal investments with maturities of three months or
perolehannya dan yang tidak dijaminkan serta less from the date of placement and are not
tidak dibatasi penggunaannya. issued as collateral and are not restricted in
use.
j. Persediaan j. Inventories
Persediaan dinyatakan berdasarkan jumlah Inventories are carried at the lower of cost and
terendah antara biaya perolehan dan nilai net realizable value. The cost of inventories
realisasi neto. Biaya persediaan terdiri dari comprise all costs of purchase, costs of
seluruh biaya pembelian, biaya konversi, dan conversion and other costs incurred in bringing
biaya lain yang timbul sampai persediaan the inventories to their present location and
berada dalam kondisi dan lokasi saat ini. Biaya condition. Cost is determined using the
perolehan ditentukan dengan metode rata-rata weighted average method. Net realizable value
tertimbang. Nilai realisasi neto merupakan is the estimated selling price in the ordinary
taksiran harga jual dalam kegiatan usaha biasa course of business less the estimated costs of
dikurangi estimasi biaya penyelesaian dan completion and the estimated costs necessary
estimasi biaya yang diperlukan untuk membuat to make the sale.
penjualan.
Final Draft/31 Maret 2026 28
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Setiap penurunan nilai persediaan di bawah The amount of any write-down of inventories to
biaya perolehan menjadi nilai realisasi neto dan net realizable value and all losses of inventories
seluruh kerugian persediaan diakui sebagai shall be recognized as an expense in the period
beban pada periode terjadinya penurunan atau the write-down or loss occurs. The amount of any
kerugian tersebut. Setiap pemulihan kembali reversal of any write-down of inventories, arising
penurunan nilai persediaan karena peningkatan from an increase in net realizable value, is
kembali nilai realisasi neto, diakui sebagai recognized as a reduction in the amount of
pengurangan terhadap jumlah beban persediaan inventories recognized as an expense in the
pada periode terjadinya pemulihan tersebut. period in which the reversal occurs.
k. Aset Tetap k. Fixed Assets
Aset tetap pada awalnya diakui sebesar biaya Fixed assets are initially recognized at cost,
perolehan yang meliputi harga perolehannya dan which comprises its purchase price and any cost
setiap biaya yang dapat diatribusikan secara directly attributable in bringing the assets to the
langsung untuk membawa aset ke kondisi dan location and condition necessary for it to be
lokasi yang diperlukan agar aset siap digunakan capable of operating in the manner intended by
sesuai intensi Manajemen. Management.
Apabila relevan, biaya perolehan juga dapat When applicable, the cost may also comprises
mencakup estimasi awal biaya pembongkaran the initial estimate of the costs of dismantling and
dan pemindahan aset tetap dan restorasi lokasi removing the item and restoring the site on which
aset tetap, kewajiban tersebut timbul ketika aset it is located, the obligation for which an entity
tetap diperoleh atau sebagai konsekuensi incurs either when the item is acquired or as a
penggunaan aset tetap selama periode tertentu consequence of having used the item during a
untuk tujuan selain untuk memproduksi particular period for purposes other than to
persediaan selama periode tersebut. produce inventories during that period.
Setelah pengakuan awal aset tetap kecuali tanah After initial recognition, fixed assets, except land,
dinyatakan sebesar biaya perolehan setelah are carried at its cost less any accumulated
dikurangi akumulasi penyusutan dan estimasi depreciation, and any accumulated impairment
kerugian penurunan nilai. Tanah diakui sebesar losses. Lands are recognized at its cost and are
harga perolehannya dan tidak disusutkan. not depreciated.
Tanah diukur pada nilai wajar pada tanggal Land is measured at its fair value at the date
revaluasi dikurangi akumulasi rugi penurunan of the revaluation less any subsequent
nilai setelah tanggal revaluasi. Revaluasi accumulated impairment losses. Revaluations
dilakukan dengan keteraturan yang cukup reguler shall be made with sufficient regularity to ensure
untuk memastikan bahwa jumlah tercatat tanah that the carrying amount of land does not differ
tidak berbeda secara material dengan jumlah materially from that which would be determined
yang ditentukan dengan menggunakan nilai using fair value at the end of the reporting year.
wajarnya pada akhir tahun pelaporan.
Kenaikan nilai tercatat yang timbul dari revaluasi Increases in the carrying amount arising on
tanah dan bangunan dikreditkan pada revaluation of land and buildings are credited to
“surplus/(defisit) revaluasi aset tetap” sebagai “fixed asset revaluation surplus/(deficit)” as part
bagian dari pendapatan komprehensif lainnya. of other comprehensive income. Decreases that
Penurunan yang menghapus nilai kenaikan yang offset previous increases of the same asset are
sebelumnya atas aset yang sama dibebankan debited against “fixed asset revaluation
terhadap “surplus/(defisit) revaluasi aset tetap” surplus/(deficit)” as part of other comprehensive
sebagai bagian dari laba komprehensif; penurunan income; all other decreases are charged to the
lainnya dibebankan pada laporan laba rugi. profit or loss.
Surplus/(defisit) revaluasi aset tetap yang The revaluation surplus/(deficit) included in
termasuk dalam ekuitas dapat dipindahkan equity in respect of an item of fixed assets may
langsung ke saldo laba ketika aset tersebut be transferred directly to retained earnings when
dihentikan pengakuannya. the asset is derecognised.
Final Draft/31 Maret 2026 29
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Penyusutan aset tetap dimulai pada saat aset Depreciation of fixed assets starts when its
tersebut siap untuk digunakan sesuai maksud available for use and its computed by using
penggunaannya dan dihitung dengan straight-line method based on the estimated
menggunakan metode garis lurus berdasarkan useful lifes of asset, as follows:
estimasi masa manfaat ekonomis aset, sebagai
berikut:
Umur Manfaat (Tahun)/
Useful Lives (Years)
Tanah Konsesi 75 Concession Land
Bangunan 3 - 50 Buildings
Mesin dan Peralatan 5 - 30 Machinery and Equipment
Peralatan Pabrik dan Proyek 2 - 20 Plant and Project Equipment
Alat Pengangkutan 3 - 20 Transportation Equipment
Peralatan Kantor dan Rumah 3 - 10 Office and Housing Equipment
Aset dalam penyelesaian dinyatakan sebesar Construction in progress are stated at its cost. All
biaya perolehannya. Semua biaya, termasuk costs, including borrowing costs, incurred in
biaya pinjaman, yang terjadi sehubungan dengan relation with the construction of these assets are
konstruksi aset tersebut dikapitalisasi sebagai capitalized as part of the cost of assets in
bagian dari biaya perolehan aset tetap dalam construction. Cost of assets in construction shall
konstruksi. Biaya perolehan aset tetap dalam exclude any internal profits, cost of abnormal
konstruksi tidak termasuk setiap laba internal, amounts of wasted material, labor or other
jumlah tidak normal dari biaya pemborosan yang resources incurred.
terjadi dalam pemakaian bahan baku, tenaga
kerja atau sumber daya lain.
Akumulasi biaya perolehan yang akan The accumulated costs will be transferred to the
dipindahkan ke masing-masing pos aset tetap respective fixed assets items at the time the
yang sesuai pada saat aset tersebut selesai asset is completed or ready for use and are
dikerjakan atau siap digunakan dan disusutkan depreciated since the operation.
sejak beroperasi.
Nilai tercatat dari suatu aset tetap dihentikan The carrying amount of an item of fixed assets is
pengakuannya pada saat pelepasan atau ketika derecognized on disposal or when no future
tidak terdapat lagi manfaat ekonomik masa economic benefits are expected from its use or
depan yang diharapkan dari penggunaan atau disposal. Any gain or loss arrising from
pelepasannya. Keuntungan atau kerugian yang derecognition (that determined as the difference
timbul dari penghentian pengakuan tersebut between the net disposal proceeds, if any, and
(yang ditentukan sebesar selisih antara jumlah the carrying amount of the item) is included in
hasil pelepasan neto, jika ada, dan jumlah profit or loss when item is derecognized.
tercatatnya) dimasukkan dalam laba rugi pada
saat penghentian pengakuan tersebut dilakukan.
Pada akhir tahun pelaporan, Grup melakukan At the end of the reporting year, the Group made
penelaahan berkala atas masa manfaat regular review of the economic useful lives,
ekonomis, nilai residu dan metode penyusutan residual values and depreciation method based
berdasarkan kondisi teknis dan pengaruh dari on the technical conditions and the effect of any
setiap perubahan estimasi tersebut berlaku changes in estimate accounted for on a
prospektif. prospective basis.
Final Draft/31 Maret 2026 30
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
l. Properti Investasi l. Investment Properties
Properti investasi terdiri atas tanah dan bangunan Investment properties represents land and
yang dimiliki untuk sewa operasi atau kenaikan buildings held for operating lease or for capital
nilai, daripada untuk digunakan atau dijual dalam appreciation, rather than for use or sale in the
kegiatan operasi normal. ordinary course of business.
Properti investasi, kecuali tanah, diakui sebesar Investment properties, except land, are
biaya perolehan dan disusutkan sesuai dengan recognised at cost and depreciated over the
estimasi umur ekonomisnya. Penyusutan dihitung estimated economic life. Depreciation is
dengan menggunakan metode garis lurus computed using the straight-line method based
berdasarkan estimasi masa manfaat ekonomis on the estimated useful lives of the assets as
properti investasi sebagai berikut: follows:
Tahun/Years
Bangunan 8 - 20 Building
Biaya pemeliharaan dan perbaikan dibebankan The cost of repairs and maintenance is charged
pada laba rugi pada saat terjadinya. Pengeluaran to profit or loss as incurred. Expenditures which
yang memperpanjang masa manfaat atau extend the useful lives of the property or result in
memberi manfaat ekonomis di masa yang akan increasing future economic benefits, such as an
datang dalam bentuk peningkatan kapasitas, atau increase in capacity and improvement in the
peningkatan standar kinerja, dikapitalisasi. quality of output or standard of performance, are
Properti investasi yang tidak digunakan lagi atau capitalized. When the property is retired or
dijual dikeluarkan dari kelompok properti investasi otherwise disposed of, the carrying value and the
berikut akumulasi penyusutan dan penurunan related accumulated depreciation and
nilainya, jika ada. Keuntungan atau kerugian dari accumulated impairment losses, if any, are
penjualan properti investasi tersebut dibukukan removed from the account. Gains or losses from
dalam laba rugi pada tahun penjualan terjadi. the sale of investment property are recorded in
profit or loss in the year of sale.
Manajemen melakukan penilaian atas properti Management conducts an appraisal of
investasi secara berkala untuk memastikan ada investment property with sufficient regularity to
tidaknya penurunan nilai permanen yang ensure whether or not there is a material
material. permanent impairment.
Tanah dinyatakan pada biaya perolehan dan Land is presented at acquisition cost and not
tidak disusutkan. depreciated.
Biaya pengurusan legal hak atas tanah dalam Legal costs of land rights in the form of rights to
bentuk Hak Guna Bangunan (“HGB”) ketika build certificate (“HGB”) when the land was
tanah diperoleh pertama kali diakui sebagai acquired initially are recognised as part of the
bagian dari perolehan tanah dan tidak cost of the land and not amortised. The legal
diamortisasi. Biaya pengurusan perpanjangan costs incurred to extend or renew the land rights
atau pembaruan legal hak atas tanah diakui are recognised as intangible assets and
sebagai aset takberwujud dan diamortisasi amortised over the shorter of the rights’ legal life
sepanjang umur hukum hak atau umur ekonomis or the land’s economic life.
tanah, mana yang lebih pendek.
m. Aset Real Estat m. Real Estate Assets
Tanah yang dimiliki entitas anak yang bergerak Land held by subsidiaries operating in the real
pada segmen real estat untuk dijual dinyatakan estate segment for resale is valued at the lower
berdasarkan nilai terendah antara biaya of cost or net realisable value. Real estate
perolehan dan nilai realisasi bersih. Persediaan inventory which consists of land are stated at the
real estat berupa tanah dinyatakan sebesar nilai lower of cost or net realisable value. The cost is
yang lebih rendah antara harga perolehan dan determined based on the specific identification
Final Draft/31 Maret 2026 31
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
nilai realisasi bersih. Harga perolehan ditentukan method which consists of the acquisition and the
dengan metode identifikasi khusus yang terdiri development costs.
dari harga perolehan dan biaya pengembangan
tanah.
Biaya perolehan tanah yang sedang The acquisition cost of land under
dikembangkan meliputi biaya perolehan tanah development consists of the cost of land
yang belum dikembangkan ditambah dengan acquired but not yet developed, plus direct and
biaya pengembangan langsung dan tidak indirect cost of the development attributable to
langsung yang dapat diatribusikan pada the activities of the real estate development,
kegiatan pengembangan real estat serta biaya including borrowing cost. Land under
pinjaman. Tanah yang sedang dikembangkan development will be transferred to land
akan dipindahkan ke tanah yang siap dijual available for sale (or inventory) when the land
(atau persediaan) bila tanah tersebut siap dijual is ready for sale or is completely developed.
atau selesai dikembangkan.
Biaya pengembangan tanah, termasuk tanah The cost of land development, including land
yang digunakan sebagai jalan dan prasarana used for roads and public utilities or other
atau area yang tidak dijual lainnya, areas unavailable for sale, is allocated to the
dialokasikan ke proyek berdasarkan luas area project based on the area that is available for
yang dapat dijual. sale.
Aset real estat disajikan sebagai bagian dari Real estate assets are presented as part of
aset tidak lancar pada laporan posisi keuangan non-current assets in the consolidated
konsolidasian. statements of financial position.
n. Sewa n. Leases
Pada tanggal insepsi kontrak, Grup menilai At inception of a contract, the Group shall
apakah kontrak merupakan, atau mengandung assess whether the contract is, or contains, a
sewa. Suatu kontrak merupakan atau lease. A contract is, or contains, a lease if he
mengandung sewa jika kontrak tersebut contract conveys the right to control the use of
memberikan hak untuk mengendalikan an identified asset for a period of time in
penggunaan aset identifikasian selama suatu exchange for consideration.
jangka waktu untuk dipertukarkan dengan
imbalan.
Untuk menilai apakah kontrak memberikan hak To assess whether a contract conveys the right
untuk mengendalikan penggunaan aset to control the use of an identified asset for a
identifikasian selama suatu jangka waktu, Grup period of time, the Group shall assess whether,
menilai apakah selama periode penggunaan, throughout the period of use, the Group has both
Grup memiliki dua hal berikut: of the following:
a. Hak untuk mendapatkan secara substansial a. The right to obtain substantially all of the
seluruh manfaat ekonomi dari penggunaan economic benefits from use of the identified
aset identifikasian; dan asset; and
b. Hak untuk mengarahkan penggunaan aset b. The right to direct the use of the identified
identifikasian, yaitu hanya jika: asset, only if either:
(i) Grup memiliki hak untuk mengarahkan (i) The Group has the right to direct how
bagaimana dan untuk tujuan apa aset and for what purpose the asset is used
digunakan selama periode penggunaan; throughout the period of use; or
atau
(ii) Keputusan yang relevan tentang (ii) the relevant decisions about how and for
bagaimana dan untuk tujuan apa aset what purpose the asset is used are
digunakan telah ditentukan sebelumnya predetermined and:
dan:
Final Draft/31 Maret 2026 32
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
• Grup memiliki hak mengoperasikan • The Group has the right to operate
aset (atau mengarahkan pihak lain the asset (or to direct others to
untuk mengoperasikan aset dengan operate the asset in a manner that it
cara yang telah ditentukan) selama determines) throughout the period of
periode penggunaan, tanpa pemasok use, without the supplier having the
memiliki hak untuk mengubah right to change those operating
instruksi operasi tersebut; atau instructions; or
• Grup mendesain aset (atau • The Group designed the asset (or
aspek tertentu dari aset) dengan specific aspects of the asset) in a
cara menetapkan sebelumnya way that predetermines how and for
bagaimana dan untuk tujuan apa aset what purpose the asset will be used
akan digunakan selama periode throughout the period of use.
penggunaan.
Grup sebagai Penyewa The Group as Lessee
Grup menerapkan satu pendekatan pengakuan The Group applies a single recognition and
dan pengukuran bagi seluruh sewa, kecuali measurement approach for all leases, except
untuk sewa jangka pendek dan sewa aset for short-term leases and leases of low-value
bernilai rendah. Grup mengakui liabilitas sewa assets. The Group recognizes lease liabilities
untuk melakukan pembayaran sewa dan aset to make lease payments and right-of-use
hak-guna yang merupakan hak untuk assets representing the right to use the
menggunakan aset pendasar. underlying assets.
Grup mengakui aset hak-guna pada tanggal The Group recognizes right-of-use assets at
dimulainya sewa (yaitu tanggal aset tersedia the commencement date of the lease (i.e., the
untuk digunakan). Aset hak-guna diukur pada date underlying assets is available for use).
harga perolehan, dikurangi akumulasi Right-of-use assets are measure at cost, less
penyusutan dan penurunan nilai, dan any accumulated depreciation and impairment
disesuaikan untuk setiap pengukuran kembali losses, and adjusted for any remeasurement of
liabilitas sewa. Biaya perolehan aset hak-guna lease liabilities. The cost of right-of-use assets
mencakup jumlah liabilitas sewa yang diakui, includes the amount of lease liabilities
biaya langsung yang timbul di awal, dan recognized, intitial direct costs incurred, and
pembayaran sewa yang dilakukan pada atau lease payments made at or before the
sebelum tanggal mulai dikurangi setiap insentif commencement date less any lease incentives
sewa yang diterima. Aset hak-guna disusutkan received. Right-of-use assets are depreciated
dengan metode garis lurus selama periode on a straght-line basis over the shorter period
yang lebih pendek antara sewa dan estimasi of the lease term and the estimated useful lives
masa manfaat aset. of the assets.
Jika kepemilikan aset sewa beralih ke Grup If ownership of the leased assets transfers to
pada akhir masa sewa atau biaya perolehan the Group at the end of the lease term or the
mencerminkan pelaksanaan opsi beli, cost reflects to exercise of a purchase option,
penyusutan dihitung dengan menggunakan depreciation is calculated using the estimated
estimasi masa manfaat aset. useful life of the assets.
Pada tanggal dimulainya sewa, Grup mengakui At the commencement date of the lease, the
liabilitas sewa yang diukur pada nilai kini Group recognizes lease liabilities measured at
pembayaran sewa yang harus dilakukan the present value of lease payments to be
selama masa sewa. Pembayaran sewa made over the lease term. The lease payments
mencakup pembayaran tetap (termasuk include fixed payments (including in-substance
pembayaran tetap secara substansi) dikurangi fixed payments) less any lease incentives
piutang insentif sewa, pembayaran sewa receivable, variable lease payments that
variabel yang bergantung pada indeks atau depend on an index or a rate, and amounts
tarif, dan jumlah yang diharapkan akan dibayar expexted to be paid under residual value
dibawah jaminan nilai residu. Pembayaran guarantees. The lease payments also include
sewa juga mencakup harga pelaksanaan dari the exercise price of a purchase option
opsi beli yang cukup pasti akan dilaksanakan reasonably certain to be exercised by the
Final Draft/31 Maret 2026 33
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
oleh Perusahaan, dan pembayaran denda Company and payments of penalties for
untuk penghentian sewa, jika masa sewa terminating the lease, if the lease term reflects
merefleksikan Perusahaan melaksanakan opsi the Company exercising the option to
untuk menghentikan sewa. Pembayaran sewa terminate. Variable lease payments that do not
variabel yang tidak bergantung pada indeks depend on an index or a rate are recognized
atau tarif diakui sebagai beban (kecuali terjadi as expenses (unless they are incurred to
untuk menghasilkan persediaan) pada periode produce inventories) in the period in which the
dimana peristiwa atau kondisi yang memicu event or condition that triggers the payment
terjadinya pembayaran. occurs.
Dalam menghitung nilai kini pembayaran sewa, In calculating the present value of lease
Grup menggunakan suku bunga pinjaman payments, The Group uses its incremental
inkremental pada tanggal dimulainya sewa borrowing rate at the lease commencement
karena tingkat bunga implisit dalam sewa tidak date because the interest rate implicit in
dapat segera ditentukan. Setelah tanggal the lease is not readily determinable. After
permulaan, jumlah liabilitas sewa ditingkatkan the commencement date, the amount of lease
untuk merefleksikan penambahan bunga dan liabilities is increased to reflect the accretion
mengurangi pembayaran sewa yang dilakukan. of interest and reduced for the lease
Selain itu, nilai tercatat liabilitas sewa diukur payments made. In addition, the carrying
kembali jika ada modifikasi, perubahan masa amount of lease liabilities is remeasured if
sewa, perubahan pembayaran sewa (misalnya, there is a modification, a change in the
perubahan pembayaran masa depan akibat assessment of an option to purchase the
perubahan indeks atau kurs yang digunakan underlying asset.
untuk pembayaran sewa) atau perubahan
penilaian opsi untuk membeli aset pendasar.
Ketika liabilitas sewa diukur kembali dengan cara When the lease liability is remeasured in this
ini, penyesuaian terkait dilakukan terhadap way, a corresponding adjustment is made to the
jumlah tercatat aset hak-guna, atau dicatat dalam carrying amount of the right-of-use assets, or is
laba rugi jika jumlah tercatat aset hak guna telah recorded in profit or loss if the carrying amount of
berkurang menjadi nol. the right-of-use asset has been reduced to zero.
Grup menerapkan pengecualian pengakuan The Group applies the short-term lease
sewa jangka pendek untuk sewa bangunan recognition exemption to its short-term leases
(yaitu, sewa yang memiliki jangka waktu sewa of buildings and infrastructures (i.e., those
12 bulan atau kurang, dari tanggal permulaan leases that have a lease term of 12 months or
dan tidak mengandung opsi beli). Hal ini juga less from the commencement date and do not
berlaku untuk pengecualian pengakuan sewa contain a purchase option). It also applies the
aset bernilai rendah untuk sewa bangunan lease of low-values assets recognition
yang dianggap bernilai rendah. Pembayaran exemption to leases of buildings and
sewa untuk sewa jangka pendek dan sewa dari infrastructures that are considered to be low
aset bernilai rendah diakui sebagai beban value. Lease payments on short-term leases
dengan metode garis lurus selama masa sewa. and leases of low-value assets are recognized
as expense on a straight-line basis over the
lease term.
Grup mencatat modifikasi sewa sebagai sewa The Group accounts for a lease modification
terpisah jika: as a separate lease if both:
• Modifikasi meningkatkan ruang lingkup • The modification increases the scope of the
sewa dengan menambahkan hak untuk lease by adding the right to use one or
menggunakan satu aset pendasar atau more underlying assets; and
lebih; dan
• Imbalan sewa meningkat sebesar jumlah • The consideration for the lease increases
yang setara dengan harga tersendiri untuk by an amount commensurate with the
peningkatan dalam ruang lingkup dan stand-alone price for the increase in scope
penyesuaian yang tepat pada harga and any appropriate adjustments to that
tersendiri tersebut untuk merefleksikan stand-alone price to reflect the
kondisi kontrak tertentu. circumstances of the particular contract.
Final Draft/31 Maret 2026 34
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Untuk modifikasi sewa yang tidak dicatat For a lease modification that is not accounted
sebagai sewa terpisah, pada tanggal efektif for as a separate lease, at the effective date of
modifikasi sewa, Grup: the lease modification, the Group:
• Mengukur kembali dan mengalokasikan • Remeasure and allocate the consideration
imbalan kontrak modifikasian; in the modified contract;
• Menentukan masa sewa dari sewa • Determine the lease term of the modified
modifikasian; lease;
• Mengukur kembali liabilitas sewa dengan • Remeasure the lease liability by discounting
mendiskontokan pembayaran sewa revisian the revised lease payments using a revised
menggunakan tingkat diskonto revisian discount rate on the basis of the remaining
berdasarkan sisa umur sewa dan sisa lease term and the remaining lease
pembayaran sewa dengan melakukan payment with a corresponding adjustment
penyesuaian terhadap aset hak-guna. to the right-of-use assets. The revised
Tingkat diskonto revisian ditentukan discount rate is determined as The Group’s
sebagai suku bunga pinjaman inkremental incremental borrowing rate at the effective
Grup pada tanggal efektif modifikasi; date of the modification;
• Menurunkan jumlah tercatat aset hak-guna • Decrease the carrying amount of the right-
untuk merefleksikan penghentian sebagian of-use asset to reflect the partial or full
atau sepenuhnya sewa untuk modifikasi termination of the lease for lease
sewa yang menurunkan ruang lingkup modifications that decrease the scope of
sewa. Grup mengakui dalam laba rugi the lease. The Group recognize in profit or
setiap laba rugi yang terkait dengan loss any gain or loss relating to the partial
penghentian sebagian atau sepenuhnya or full termination of the lease; and
sewa tersebut; dan
• Membuat penyesuaian terkait dengan aset • Make a corresponding adjustment to the
hak-guna untuk seluruh modifikasi sewa right-of-use asset for all other lease
lainnya. modifications.
Grup sebagai Pesewa The Group as Lessor
Piutang sewa pembiayaan merupakan jumlah Finance lease receivables represent financing
piutang sewa pembiayaan ditambah nilai lease receivables plus the guaranteed residual
residu yang terjamin pada akhir masa sewa value at the end of the lease period and net of
pembiayaan dikurangi dengan pendapatan unearned finance lease income, security
sewa pembiayaan ditangguhkan, simpanan deposits and allowance for impairment losses.
jaminan dan cadangan kerugian penurunan The difference between the gross finance lease
nilai. Selisih antara nilai piutang sewa receivables and the present value of the
pembiayaan bruto dan nilai tunainya diakui finance lease receivable is recognized as
sebagai pendapatan sewa pembiayaan yang unearned finance lease income.
belum diakui.
Pendapatan sewa pembiayaan yang Unearned finance lease income is recognized
ditangguhkan diakui sebagai pendapatan sewa as finance lease income based on a constant
pembiayaan berdasarkan suatu tingkat rate on the net investment using effective
pengembalian yang konstan atas investasi interest rates.
neto dengan menggunakan suku bunga efektif.
Grup mengakui aset berupa piutang sewa The Group recognizes assets under a finance
pembiayaan di laporan keuangan sebesar lease as a receivable in the statement of
jumlah yang sama dengan investasi sewa neto. financial position at an amount equal to the net
Penerimaan piutang sewa diperlakukan investment in the lease. Collection of lease
sebagai pembayaran pokok dan pendapatan receivable is treated as principle payments and
keuangan. Pengakuan pendapatan keuangan finance income is based on a pattern reflecting
didasarkan pada suatu pola yang a constant periodic rate of return on Group’s
mencerminkan suatu tingkat pengembalian net investment in the finance lease as lessor.
periodik yang konstan atas investasi neto Grup
sebagai lessor dalam sewa pembiayaan.
Final Draft/31 Maret 2026 35
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Grup mengakui aset untuk sewa operasi di The Group presents assets subject to operating
laporan posisi keuangan sesuai sifat aset leases in the statement of financial position
tersebut. Biaya langsung awal sehubungan according to the nature of the asset. Initial direct
proses negosiasi sewa operasi ditambahkan costs incurred in negotiating and arranging an
ke jumlah tercatat dari aset sewaan dan diakui operating lease are added to the carrying
sebagai beban selama masa sewa dengan amount of the leased asset and recognized as
dasar yang sama dengan pendapatan sewa an expense over the lease term on the same
operasi. Sewa kontinjen, apabila ada, diakui basis as the lease income. Contingent rents, if
sebagai pendapatan pada periode terjadinya. any, are recognized as income in the period
Pendapatan sewa operasi diakui sebagai incurred. Lease income from operating leases is
pendapatan atas dasar garis lurus selama recognized as revenue on a straight-line basis
masa sewa. over the lease term.
Pendapatan sewa termasuk pendapatan sewa The rental income consists of land and building
tanah dan bangunan. Grup memperoleh rent. The Group earns revenue from acting as a
pendapatan dari bertindak sebagai pesewa lessor in operating leases which do not transfer
dalam sewa operasi yang tidak mengalihkan substantially all of the risks and rewards
secara substansial semua risiko dan manfaat incidental to ownership of an investment
yang terkait dengan kepemilikan properti property. Leases are classified as a finance lease
investasi. Sewa diklasifikasikan sebagai sewa or an operating lease by reference to the right-of-
pembiayaan atau sewa operasi dengan use asset arising from the head lease, rather
mengacu pada aset hak-guna yang timbul dari than by reference to the underlying investment
sewa awal, bukan dengan mengacu pada property. All of the Group’s subleases are
properti investasi yang mendasarinya. Semua classified as operating leases.
sewa guna usaha Grup diklasifikasikan sebagai
sewa operasi.
Pendapatan sewa yang timbul dari sewa operasi Rental income arising from operating leases on
atas properti investasi dicatat dengan metode investment property is accounted for on a
garis lurus selama masa sewa dan dimasukkan straight-line basis over the lease term and is
dalam pendapatan dalam laporan laba rugi included in revenue in the statements of profit or
karena sifat operasinya. Biaya langsung awal loss due to its operating nature. Initial direct costs
yang timbul dalam negosiasi dan pengaturan incurred in negotiating and arranging an
sewa operasi diakui sebagai beban selama masa operating lease are recognized as an expense
sewa dengan dasar yang sama dengan over the lease term on the same basis as the
pendapatan sewa. rental income.
o. Penurunan Nilai Aset Non Keuangan o. Impairment of Non Financial Assets
Pada setiap akhir periode pelaporan, Grup At the end of each reporting period, the Group
menilai apakah terdapat indikasi aset mengalami assess whether there is any indication that an
penurunan nilai. Jika terdapat indikasi tersebut, asset may be impaired. If any such indication
Grup mengestimasi jumlah terpulihkan aset exists, the Group shall estimate the recoverable
tersebut. Jumlah terpulihkan ditentukan atas amount of the asset. The recoverable amount is
suatu aset individual, dan jika tidak determined on an individual asset, and if this is
memungkinkan, Grup menentukan jumlah not possible, the Group determines the
terpulihkan dari unit penghasil kas dari aset recoverable amount on the cash generating unit
tersebut. of that asset.
Jumlah terpulihkan adalah jumlah yang lebih The recoverable amount is the higher of fair
tinggi antara nilai wajar dikurangi biaya pelepasan value less costs to sell and its value in use. Value
dengan nilai pakainya. Nilai pakai adalah nilai kini in use is the present value of the estimated future
dari arus kas yang diharapkan akan diterima dari cash flows of the asset or cash generating unit.
aset atau unit penghasil kas. Nilai kini dihitung Present values are computed using pre-tax
dengan menggunakan tingkat diskonto sebelum discount rates that reflect the time value of
pajak yang mencerminkan nilai waktu uang dan money and the risks specific to the asset or unit
risiko spesifik atas aset atau unit yang penurunan whose impairment is being measured.
nilainya diukur.
Final Draft/31 Maret 2026 36
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Jika, dan hanya jika, jumlah terpulihkan aset lebih If, and only if, the recoverable amount of an asset
kecil dari jumlah tercatatnya, maka jumlah is less than its carrying amount, the carrying
tercatat aset diturunkan menjadi sebesar jumlah amount of the asset shall be reduced to its
terpulihkan. Penurunan tersebut adalah rugi recoverable amount. The reduction is an
penurunan nilai dan segera diakui dalam laba impairment loss and is recognized immediately
rugi. in profit or loss.
Rugi penurunan nilai yang telah diakui dalam An impairment loss recognized in prior period for
periode sebelumnya untuk aset selain goodwill an asset other than goodwill is reversed if, and
dibalik jika, dan hanya jika, terdapat perubahan only if, there has been a change in the estimates
estimasi yang digunakan untuk menentukan used to determine the asset’s recoverable
jumlah terpulihkan aset tersebut sejak rugi amount since the last impairment loss was
penurunan nilai terakhir diakui. Jika demikian, recognized. If this is the case, the carrying
jumlah tercatat aset dinaikan ke jumlah amount of the asset shall be increased to its
terpulihkannya. Kenaikan ini merupakan suatu recoverable amount. That increase is a reversal
pembalikan rugi penurunan nilai. of an impairment loss.
p. Biaya Emisi Efek Ekuitas p. Stock Issuance Costs
Biaya emisi efek ekuitas disajikan sebagai Stock issuance costs are presented as a
pengurang “Tambahan modal disetor, bersih” deduction from “Additional paid-in capital, net” in
sebagai bagian dari ekuitas pada laporan posisi the equity section in the consolidated statements
keuangan konsolidasian. of financial position.
q. Pengakuan Pendapatan dan Beban q. Revenue and Expense Recognition
Dalam menentukan pengakuan pendapatan, In determining revenue recognition, the Group
Grup melakukan analisa transaksi melalui lima perform analysis transaction through the
langkah analisa berikut: following five steps of assessment:
a. Mengidentifikasi kontrak dengan pelanggan, a. Identify contracts with customers, with certain
dengan kriteria sebagai berikut: criteria as follows:
- Kontrak telah disetujui oleh pihak-pihak - The contract has been agreed by the
terkait dalam kontrak; parties involved in the contract;
- Grup bisa mengidentifikasi hak dari - The Group can identify the rights of
pihak-pihak terkait dan jangka waktu relevant parties and the term of payment
pembayaran dari barang atau jasa yang for the goods or services to be
akan dialihkan; transferred;
- Kontrak memiliki substansi komersial. - The contract has commercial substance.
b. Mengidentifikasi kewajiban pelaksanaan b. Identify the performance obligations in the
dalam kontrak, untuk menyerahkan barang contract, to transfer distinctive goods or
atau jasa yang memiliki karakteristik yang services to the customer.
berbeda ke pelanggan.
c. Menentukan harga transaksi, setelah c. Determine the transaction price, net of
dikurangi diskon, retur, insentif penjualan, discounts, returns, sales incentives, luxury
pajak penjualan barang mewah, pajak sales tax, value added tax and export duty,
pertambahan nilai dan pungutan ekspor, yang which an entity expects to be entitled in
berhak diperoleh suatu entitas sebagai exchange for transferring promised goods or
kompensasi atas diserahkannya barang atau services to a customer.
jasa yang dijanjikan ke pelanggan.
d. Mengalokasikan harga transaksi kepada d. Allocate the transaction price to each
setiap kewajiban pelaksanaan dengan performance obligation on the basis of the
menggunakan dasar harga jual dari setiap selling prices of each goods or services
barang atau jasa yang dijanjikan di kontrak. promised in the contract.
e. Mengakui pendapatan ketika kewajiban e. Recognise revenue when performance
pelaksanaan telah dipenuhi (sepanjang waktu obligation is satisfied (over time or at a point
atau pada suatu waktu tertentu). in time).
Final Draft/31 Maret 2026 37
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Kewajiban pelaksanaan dapat dipenuhi dengan A performance obligation may be satisfied at the
cara sebagai berikut: following:
a. Suatu waktu tertentu (umumnya janji untuk a. A point in time (typically for promises to
menyerahkan barang ke pelanggan); atau transfer goods to a customer); or
b. Sepanjang waktu (umumnya janji untuk b. Over time (typically for promises to transfer
menyerahkan jasa ke pelanggan). Untuk services to a customer). For a performance
kewajiban pelaksanaan yang dipenuhi obligation satisfied over time, the Group
sepanjang waktu waktu, Grup memilih ukuran selects an appropriate measure of progress
penyelesaian yang sesuai untuk penentuan to determine the amount of revenue that
jumlah pendapatan yang harus diakui karena should be recognized as the performance
telah terpenuhinya kewajiban pelaksanaan. obligation is satisfied.
Suatu kewajiban pelaksanaan dipenuhi pada A performance obligation is satisfied at a point
suatu waktu tertentu kecuali jika memenuhi in time unless it meets one of the following
salah satu kriteria berikut, dalam hal ini criteria, in which case it is satisfied over time:
dipenuhi dari sepanjang waktu:
a. Pelanggan secara bersamaan menerima a. The customer simultaneously receives and
dan menggunakan manfaat yang diberikan consumes the benefits provided by the
oleh pelaksanaan Grup sebagaimana yang Group’s performance as the Group
dilakukan Grup; performs;
b. Pelaksanaan Grup menciptakan atau b. The Group’s performance creates or
meningkatkan aset yang dikendalikan enhances an asset that the customer
pelanggan saat aset itu dibuat atau controls as the asset is created or
ditingkatkan; dan enhanced; and
c. Pelaksanaan Grup tidak menciptakan aset c. The Group’s performance does not create
dengan penggunaan alternatif untuk Grup dan an asset with an alternative use to the
Grup memiliki hak yang dapat diberlakukan Group and the Group has an enforceable
atas pembayaran untuk pelaksanaan yang right to payment for performance completed
diselesaikan hingga saat ini. to date.
Pendapatan kontrak terdiri dari jumlah Contract revenue comprises the initial amount
pendapatan semula yang disetujui dalam of revenue that agreed in the contract and
kontrak dan penyimpangan dalam pekerjaan variations in contract work, claims, and
kontrak, klaim, dan pembayaran insentif incentive payments to the extent that is
sepanjang hal ini memungkinkan untuk probable that it will result in revenue and can
menghasilkan pendapatan dan dapat diukur be realiably measured.
dengan andal.
Jika adanya kemungkinan bahwa kontrak akan If it is regarded as probable that a contract will
menghasilkan kerugian pada saat penyelesaian generate a loss on completion, a provision for
kontrak, penyisihan atas kerugian yang expected losses to completion is recognised as
diperkirakan hingga penyelesaian kontrak a current provision in the consolidated financial
diakui sebagai penyisihan kini pada laporan statements. The loss is provided for in full as
keuangan konsolidasian. Kerugian diakui soon as it is can be reliably measured,
secara penuh ketika dapat diukur secara andal, irrespective of the completion rate.
terlepas dari tingkat penyelesaian.
Biaya kontrak yang tidak mungkin dipulihkan Contract costs that are not probable of being
diakui segera sebagai beban tahun berjalan recovered are recognised as current year
pada laba rugi. expenses in profit or loss.
Pendapatan dari penjualan barang diakui pada Revenue from the sale of goods is recognised
saat pengendalian atas barang telah berpindah when the control of goods has been
kepada pelanggan. Pendapatan jasa diakui transferred to the customer. Revenue from the
pada saat pelanggan menerima dan rendering of services is recognised when the
mengonsumsi manfaat dari jasa tersebut. customer has received and consumed benefit
from the services.
Final Draft/31 Maret 2026 38
Page 555
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Beban diakui pada saat terjadinya (basis Expenses are recognised as incurred (accrual
akrual), kecuali merupakan aset yang terkait basis), unless they create an asset related to
dengan aktivitas kontrak masa depan. future contract activity.
r. Imbalan Kerja r. Employee Benefit
Imbalan Kerja Jangka Pendek Short-Term Employee Benefits
Imbalan kerja jangka pendek diakui ketika Short-term employee benefits are recognized
pekerja telah memberikan jasanya dalam suatu when an employee has rendered service
periode akuntansi, sebesar jumlah tidak during accounting period, at the undiscounted
terdiskonto dari imbalan kerja jangka pendek amount of short-term employee benefits
yang diharapkan akan dibayar sebagai imbalan expected to be paid in exchange for that
atas jasa tersebut. service.
Imbalan kerja jangka pendek mencakup antara Short-term employee benefits include such as
lain upah, gaji, bonus dan insentif. wages, salaries, bonus and incentive.
Imbalan Pascakerja Post-Employment Benefits
Imbalan pascakerja seperti uang pesangon, Post-employment benefits such as severance
uang penghargaan masa kerja dan uang pay, gratuity pay and compensation for rights
penggantian hak dihitung berdasarkan Undang- are calculated based on Law No. 6 of 2023
Undang No. 6 Tahun 2023 tentang Penetapan concerning Stipulation of Government
Peraturan Pemerintah Pengganti Undang- Regulations in Lieu of Law No. 2 of 2022
Undang No. 2 Tahun 2022 tentang Cipta Kerja concerning Job Creation Becoming Law and
Menjadi Undang-Undang dan Peraturan Government Regulation No. 35 of 2021.
Pemerintah No. 35 tahun 2021.
Grup mengakui jumlah liabilitas imbalan pasti The Group recognizes the amount of the net
neto sebesar nilai kini kewajiban imbalan pasti defined benefit liability at the present value of
pada akhir periode pelaporan dikurangi nilai the defined benefit obligation at the end of the
wajar aset program yang dihitung oleh aktuaris reporting period less the fair value of plan
independen dengan menggunakan metode assets which calculated by independent
Projected Unit Credit. Nilai kini kewajiban actuaries using the Projected Unit Credit
imbalan pasti ditentukan dengan method. Present value benefit obligation is
mendiskontokan imbalan tersebut. determined by discounting the benefit.
Grup mencatat tidak hanya kewajiban hukum The Group account not only for its legal
berdasarkan persyaratan formal program obligation under the formal terms of a defined
imbalan pasti, tetapi juga kewajiban konstruktif benefit plan, but also for any constructive
yang timbul dari praktik informal entitas. obligation that arises from the entity’s informal
practices.
Biaya jasa kini, biaya jasa lalu dan keuntungan Current service cost, past service cost and gain
atau kerugian atas penyelesaian, serta bunga or loss on settlement, and net interets on the net
neto atas liabilitas (aset) imbalan pasti neto diakui defined benefit liability (asset) are recognized in
dalam laba rugi. profit or loss.
Pengukuran kembali atas liabilitas (aset) imbalan The remeasurement of the net defined benefit
pasti neto yang terdiri dari keuntungan dan liability (assets) comprises actuarial gains and
kerugian aktuarial, imbal hasil atas aset program losses, the return on plan assets, and any
dan setiap perubahan dampak batas atas aset change in effect of the asset ceiling are
diakui sebagai penghasilan komprehensif lain. recognized in other comprehensive income.
Pesangon Termination Benefits
Grup mengakui pesangon sebagai liabilitas dan The Group recognizes a liability and expense for
beban pada tanggal yang lebih awal di antara: termination benefits at the earlier of the following
dates:
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
a. Ketika Grup tidak dapat lagi menarik tawaran a. When the Group can no longer withdraw the
atas imbalan tersebut; dan offer of those benefits; and
b. Ketika Grup mengakui biaya untuk b. When the Group recognizes costs for a
restrukturisasi yang berada dalam ruang restructuring that is within the scope of PSAK
lingkup PSAK 237 dan melibatkan 237 and involves payment of termination
pembayaran pesangon. benefits.
Grup mengukur pesangon pada saat pengakuan The Group measures termination benefits on
awal, dan mengukur dan mengakui perubahan initial recognition, and measures and recognizes
selanjutnya, sesuai dengan sifat imbalan kerja. subsequent changes, in accordance with the
nature of the employee benefits.
Imbalan Kerja Jangka Panjang Lainnya Other Long Term Employee Benefits
Grup memberikan imbalan kerja jangka panjang The Group provides other long-term employee
lainnya. Pengukuran liabilitas imbalan kerja benefits. The measurement of other long-term
jangka panjang lainnya konsisten dengan employee benefit liabilities is consistent with the
pengukuran liabilitas imbalan pascakerja kecuali measurement of post employment benefit
untuk keuntungan/kerugian aktuaria atas liabilitas liabilities except for actuarial gain/loss in other
imbalan kerja jangka panjang lainnya diakui pada long-term employee benefit liability is recognised
laba rugi. on profit or loss.
s. Perpajakan s. Taxation
Pajak Penghasilan Income Tax
Beban pajak adalah jumlah gabungan pajak kini Tax expense is the aggregate amount included in
dan pajak tangguhan yang diperhitungkan dalam the determinination of profit or loss for the period
menentukan laba rugi pada suatu periode. Pajak in respect of current tax and deferred tax. Current
kini dan pajak tangguhan diakui dalam laba rugi, tax and deferred tax is recognized in profit or
kecuali pajak penghasilan yang timbul dari loss, except for income tax arising from
transaksi atau peristiwa yang diakui dalam transactions or events that are recognized in
penghasilan komprehensif lain atau secara other comprehensive income or directly in equity.
langsung di ekuitas. Dalam hal ini, pajak tersebut In this case, the tax is recognized in other
masing-masing diakui dalam penghasilan comprehensive income or equity, respectively.
komprehensif lain atau ekuitas.
Manfaat terkait dengan rugi pajak yang dapat Tax benefits related to tax loss that can be
ditarik untuk memulihkan pajak kini dari periode carried back to recover current tax of prior
sebelumnya diakui sebagai aset. Aset pajak periods is recognized as an asset. Deferred tax
tangguhan diakui untuk akumulasi rugi pajak asset is recognized for the carryforward of
belum dikompensasi dan kredit pajak belum unused tax losses and unused tax credit to the
dimanfaatkan sepanjang kemungkinan besar extent that it is probable that future taxable profit
laba kena pajak masa depan akan tersedia untuk will be available against which the unused tax
dimanfaatkan dengan rugi pajak belum losses and unused tax credits can be utilized.
dikompensasi dan kredit pajak belum
dimanfaatkan.
Seluruh perbedaan temporer kena pajak diakui A deferred tax liability shall be recognized for all
sebagai liabilitas pajak tangguhan, kecuali taxable temporary differences, except to the
perbedaan temporer kena pajak yang berasal dari: extent that the deferred tax liability arises from:
a. pengakuan awal goodwill; atau a. the initial recognition of goodwill; or
b. pengakuan awal aset atau liabilitas dari b. the initial recognition of an asset or liability in a
transaksi yang bukan kombinasi bisnis, pada transaction which is not a business
saat transaksi tidak mempengaruhi laba combination, at the time of the transaction,
akuntansi atau laba kena pajak (rugi pajak) affects neither accounting profit nor taxable
dan pada saat transaksi tidak menimbulkan profit (tax loss) and at the time of the
perbedaan temporer kena pajak dan transaction, does not give rise to equal taxable
perbedaan temporer dapat dikurangkan and deductible temporary differences.
dalam jumlah yang sama.
Final Draft/31 Maret 2026 40
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Aset pajak tangguhan diakui untuk seluruh A deferred tax asset shall be recognized for all
perbedaan temporer dapat dikurangkan deductible temporary differences to the extent
sepanjang kemungkinan besar laba kena pajak that it is probable that taxable profit will be
akan tersedia sehingga perbedaan temporer available against which the deductible temporary
dapat dimanfaatkan untuk mengurangi laba difference can be utilized, unless the deferred tax
dimaksud, kecuali jika aset pajak tangguhan asset arises from the initial recognition of an
timbul dari pengakuan awal aset atau pengakuan asset or liability in a transaction that is not a
awal liabilitas dalam transaksi yang bukan business combination and at the time of the
kombinasi bisnis dan pada saat transaksi tidak transaction affects neither accounting profit nor
mempengaruhi laba akuntansi atau laba kena taxable profit (tax loss) and at the time of the
pajak (rugi pajak) dan pada saat transaksi tidak transaction, does not give rise to equal taxable
menimbulkan perbedaan temporer kena pajak and deductible temporary differences.
dan perbedaan temporer dapat dikurangkan
dalam jumlah yang sama.
Aset dan liabilitas pajak tangguhan diukur dengan Deferred tax assets and liabilities are measured
menggunakan tarif pajak yang diharapkan at the tax rates that are expected to apply to the
berlaku ketika aset dipulihkan atau liabilitas period when the asset is realized or the liability is
diselesaikan, berdasarkan tarif pajak (dan settled, based on tax rates (and tax laws) that
peraturan pajak) yang telah berlaku atau secara have been enacted or substantively enacted by
substantif telah berlaku pada akhir periode the end of the reporting period. The
pelaporan. Pengukuran aset dan liabilitas pajak measurement of deferred tax liabilities and
tangguhan mencerminkan konsekuensi pajak deferred tax assets shall reflect the tax
yang sesuai dengan cara Grup memperkirakan, consequences that would follow from the manner
pada akhir periode pelaporan, untuk memulihkan in which the Group expects, at the end of the
atau menyelesaikan jumlah tercatat aset dan reporting period, to recover or settle the carrying
liabilitasnya. amount of its assets and liabilities.
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset
ulang pada akhir periode pelaporan. Grup reviewed at the end of each reporting period. The
mengurangi jumlah tercatat aset pajak tangguhan Group shall reduce the carrying amount of a
jika kemungkinan besar laba kena pajak tidak lagi deferred tax asset to the extent that it is no longer
tersedia dalam jumlah yang memadai untuk probable that sufficient taxable profit will be
mengkompensasikan sebagian atau seluruh aset available to allow the benefit of part or all of that
pajak tangguhan tersebut. Setiap pengurangan deferred tax asset to be utilized. Any such
tersebut dilakukan pembalikan atas aset pajak reduction shall be reversed to the extent that it
tangguhan hingga kemungkinan besar laba kena becomes probable that sufficient taxable profit
pajak yang tersedia jumlahnya memadai. will be available.
Grup melakukan saling hapus aset pajak The Group offset deferred tax assets and
tangguhan dan liabilitas pajak tangguhan jika dan deferred tax liabilities if, and only if:
hanya jika:
a. Grup memiliki hak yang dapat dipaksakan a. The Group has a legally enforceable right to
secara hukum untuk melakukan saling hapus set off current tax assets against current tax
aset pajak kini terhadap liabilitas pajak kini; dan liabilities; and
b. Aset pajak tangguhan dan liabilitas pajak b. The deferred tax assets and the deferred tax
tangguhan terkait dengan pajak penghasilan liabilities relate to income taxes levied by the
yang dikenakan oleh otoritas perpajakan yang same taxation authority on either:
sama atas:
i. entitas kena pajak yang sama; atau i. the same taxable entity; or
ii. entitas kena pajak yang berbeda yang ii. different taxable entities which intend either
bermaksud untuk memulihkan aset dan to settle current tax liabilities and assets on
liabilitas pajak kini dengan dasar neto, atau a net basis, or to realize the assets and
merealisasikan aset dan menyelesaikan settle the liabilities simultaneously, in each
liabilitas secara bersamaan, pada setiap future period in which significant amounts
periode masa depan dimana jumlah of deferred tax liabilities or assets are
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
signifikan atas aset atau liabilitas pajak expected to be settled or recovered.
tangguhan diperkirakan untuk diselesaikan
atau dipulihkan.
Grup melakukan saling hapus atas aset pajak kini The Group offset current tax assets and current
dan liabilitas pajak kini jika dan hanya jika, Grup: tax liabilities if, and only if, the Group:
a. Memiliki hak yang dapat dipaksakan secara a. Has legally enforceable right to set off the
hukum untuk melakukan saling hapus atas recognized amounts; and
jumlah yang diakui; dan
b. Bermaksud untuk menyelesaikan dengan b. Intends either to settle on a net basis, or to
dasar neto atau merealisasikan aset dan realize the assets and settle liabilities
menyelesaikan liabilitas secara bersamaan. simultaneously.
t. Laba per Saham t. Earnings per Share
Laba per saham dasar dihitung dengan membagi Basic earnings per share amounts are computed
laba tahun berjalan yang dapat diatribusikan by dividing the profit for the year attributable to
kepada pemilik entitas induk dengan jumlah rata- owners of the parent entity by the weighted
rata tertimbang saham biasa yang beredar pada average number of ordinary shares outstanding
tahun berjalan. during the year.
Laba per saham dilusian dihitung dengan Diluted earnings per share are calculated by
menyesuaikan jumlah rata-rata tertimbang saham adjusting the weighted average number of
biasa yang beredar dengan dampak dari semua ordinary shares outstanding to assume
efek berpotensi saham biasa yang dilutif yang conversion of all dilutive potential ordinary shares
dimiliki Perusahaan, yaitu obligasi wajib konversi. owned by the Company, which is mandatory
convertible bond.
Untuk tujuan perhitungan laba per saham For the purposes of calculating diluted earnings
dilusian, entitas menyesuaikan laba atau rugi per share, profit or loss attributable to the
yang dapat diatribusikan kepada pemegang Company’s ordinary equity holders will be
saham biasa Perusahaan dengan efek setelah adjusted for the after-tax effects of interest
pajak bunga yang diakui dalam tahun tersebut recognised during the year on mandatory
terkait dengan obligasi wajib konversi. convertible bond.
u. Aset Tak berwujud u. Intangible Assets
Aset takberwujud Grup terdiri dari biaya Intangible assets of the Group consist of the cost
perpanjangan hak atas tanah dan sistem of the land right extension and the management
informasi manajemen. information system.
Aset takberwujud diukur sebesar nilai perolehan Intangible assets are measured on initial
pada pengakuan awal. Setelah pengakuan awal, recognition at cost. Following the initial
aset takberwujud dicatat pada nilai perolehan recognition, intangible assets are carried at cost
dikurangi akumulasi amortisasi dan penurunan less any accumulated amortisation and
nilai, jika ada. Aset takberwujud diamortisasi impairment loss, if any. An intangible asset is
selama umur manfaat ekonomi aset dan amortised over the asset’s useful economic life
dievaluasi apabila terdapat indikator adanya and assessed for impairment whenever there is
penurunan nilai untuk aset takberwujud. Periode an indication that the intangible asset may be
dan metode amortisasi untuk aset takberwujud impaired. The amortisation period and the
direviu setidaknya setiap akhir tahun buku. amortisation method for an intangible assets are
reviewed at least at each financial year-end.
Aset takberwujud dihentikan pengakuannya pada An intangible asset shall be derecognised:
saat:
• dilepaskan; atau • on disposal; or
• ketika tidak ada manfaat ekonomis di masa • when no future economic benefits are
depan yang dapat diharapkan dari expected from its use or disposal.
penggunaan atau penjualan aset tersebut.
Final Draft/31 Maret 2026 42
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Goodwill Goodwill
Goodwill merupakan selisih lebih biaya perolehan Goodwill represents the excess of the cost of a
atas kepemilikan Grup terhadap nilai wajar aset share of the identifiable net assets of the
bersih teridentifikasi entitas anak pada tanggal acquired subsidiary at the effective date of
akuisisi. Kepentingan non-pengendali diukur pada acquisition. Non-controlling interests are
proporsi kepemilikan kepentingan non-pengendali measured at their proportionate share of the
atas aset bersih teridentifikasi pada tanggal identifiable net assets at the acquisition date. If
akuisisi. Jika biaya perolehan lebih rendah dari the cost of acquisition is less than the fair value
nilai wajar aset bersih yang diperoleh, perbedaan of the net assets acquired, the difference is
tersebut diakui langsung dalam laba rugi. recognized directly in profit or loss.
Untuk pengujian penurunan nilai, goodwill yang For the purpose of impairment testing, goodwill
diperoleh dalam kombinasi bisnis dialokasikan acquired in a business combination is allocated
pada setiap unit penghasil kas, atau kelompok to each of the cash groups of cash generating
unit penghasil kas, yang diharapkan dapat unit (“CGU”) that are expected to benefit from the
memberikan manfaat dari sinergi kombinasi synergies of the combination. Each unit or the
bisnis tersebut. Setiap unit atau kelompok unit group of units to which the goodwill is allocated
yang memperoleh alokasi goodwill menunjukkan represents the lowest level within the entity at
tingkat terendah dalam entitas yang goodwill-nya which the goodwill is monitored for internal
dipantau untuk tujuan manajemen internal. management purposes. Goodwill is monitored at
Goodwill dipantau pada level segmen operasi. the operating segment level.
Peninjauan atas penurunan nilai pada goodwill Goodwill impairment reviews are undertaken
dilakukan setahun sekali atau dapat lebih sering annually or more frequently if events or changes
apabila terdapat peristiwa atau perubahan in circumstances indicate a potential impairment.
keadaan yang mengindikasikan adanya potensi The carrying value of goodwill is compared to the
penurunan nilai. Nilai tercatat dari goodwill recoverable amount, which is the higher of value
dibandingkan dengan jumlah yang terpulihkan, in value less costs of disposal. Any impairment is
yaitu jumlah yang lebih tinggi antara nilai pakai recognized immediately as an expense and is
dan nilai wajar dikurangi biaya pelepasan. Rugi not subsequently reversed.
penurunan nilai segera diakui sebagai beban dan
selanjutnya tidak dapat dibalik kembali.
v. Kombinasi Bisnis v. Business Combination
Kombinasi bisnis adalah suatu transaksi atau Business combination is a transaction or other
peristiwa lain dimana pihak pengakuisisi event in which an acquirer obtains control of one
memperoleh pengendalian atas satu atau lebih or more businesses. Business combination is
bisnis. Kombinasi bisnis dicatat dengan accounted for by applying the acquisition
menggunakan metode akuisisi. Imbalan yang method. The consideration transferred in a
dialihkan dalam suatu kombinasi bisnis diukur business combination is measured at fair value,
pada nilai wajar, yang dihitung sebagai hasil which is calculated as the sum of the acquisition-
penjumlahan dari nilai wajar tanggal akuisisi atas date fair values of the assets transferred by the
seluruh aset yang dialihkan oleh Grup, liabilitas Group, liabilities incurred by the Group to former
yang diakui oleh Grup kepada pemilik owners of the acquiree, and the equity interests
sebelumnya dari pihak yang diakuisisi dan issued by the Group in exchange for control of
kepentingan ekuitas yang diterbitkan oleh Grup the acquiree. Acquisition-related costs are
dalam pertukaran pengendalian dari pihak yang recognized as expenses in the years in which the
diakuisisi. Biaya-biaya terkait akuisisi diakui costs are incurred and the services are received.
sebagai beban pada periode saat biaya tersebut
terjadi dan jasa diterima.
Pada tanggal akuisisi, aset teridentifikasi yang At the acquisition date, the identifiable assets
diperoleh dan liabilitas yang diambil alih diakui acquired and the liabilities assumed are
pada nilai wajar kecuali untuk aset dan liabilitas recognized at their fair value except for certain
tertentu yang diukur sesuai dengan standar yang assets and liabilities that are measured in
relevan. accordance with the relevant standards.
Final Draft/31 Maret 2026 43
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Komponen kepentingan nonpengendali pada Component of non-controlling interests are
pihak diakuisisi diukur baik pada nilai wajar measured either at fair value or at the present
ataupun pada bagian proporsional instrumen ownership instrument’s proportionate share in
kepemilikan yang ada dalam jumlah yang diakui the recognized amounts of the acquiree’s
atas aset neto teridentifikasi dari pihak diakuisisi. identifiable net assets.
w. Obligasi Wajib Konversi w. Mandatory Convertible Bond
Komponen liabilitas pada obligasi wajib The liability component of the mandatory
konversi diakui pada awalnya sebesar nilai convertible bond is recognised initially at the fair
wajar liabilitas yang serupa. Komponen ekuitas value of a similar liability. The equity component
diakui pada awalnya sebesar selisih antara nilai is recognised initially as the difference between
wajar obligasi wajib konversi secara the fair value of the mandatory convertible bond
keseluruhan dan nilai wajar komponen as a whole and the fair value of the liability
liabilitas. Biaya transaksi yang dapat component. Any directly attributable transaction
diatribusikan secara langsung dialokasikan costs are allocated to the liability and equity
pada komponen liabilitas dan ekuitas sesuai components in proportion to their initial carrying
dengan proporsi nilai tercatat awalnya. amounts.
Setelah pengakuan awal, komponen liabilitas dari Subsequent to initial recognition, the liability
obligasi wajib konversi diukur pada biaya component of the mandatory convertible bond
perolehan diamortisasi dengan menggunakan instrument is measured at amortised cost using
metode bunga efektif. Komponen ekuitas dari the effective interest method. The equity
obligasi wajib konversi tidak diukur kembali component of the mandatory convertible bond is
setelah pengakuan awal. not remeasured subsequent to initial recognition.
x. Segmen Operasi x. Segment Information
Grup menyajikan segmen operasi berdasarkan Group presented operating segments based
informasi keuangan yang digunakan oleh on the financial information used by the chief
pengambil keputusan operasional dalam operating decision maker in assessing the
menilai kinerja segmen dan menentukan performance of segments and in the allocation
alokasi sumber daya yang dimilikinya. of resources. The segments are based on the
Segmentasi berdasarkan aktivitas dari setiap activities of each of the operating legal entities
kegiatan operasi entitas legal di dalam Grup. within the Group.
Segmen operasi adalah suatu komponen dari An operating segment is a component of the
entitas: entity:
• yang terlihat dalam aktivitas bisnis yang • that engages in business activities from
memperoleh pendapatan dan menimbulkan which it may earn revenues and incur
beban (termasuk pendapatan dan beban expenses (including revenues and
yang terkait dengan transaksi dengan expenses relating to the transactions with
komponen lain dari entitas yang sama); other components of the same entity);
• hasil operasinya dikaji ulang secara berkala • whose operating results are regularly
oleh kepala operasional untuk pembuatan reviewed by chief operating decision maker
keputusan tentang sumber daya yang to make decisions about resources to be
dialokasikan pada segmen tersebut dan allocated to the segment and assesses its
menilai kinerjanya; dan performance; and
• tersedia informasi keuangan yang dapat • for which separate financial information is
dipisahkan. available.
3. Sumber Ketidakpastian Estimasi dan 3. Source of Estimation Uncertainty and
Pertimbangan Akuntansi Accounting Judgment
Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial
Grup mengharuskan manajemen untuk statements requires management to make
membuat pertimbangan, estimasi dan asumsi judgment, estimates and assumptions that
yang mempengaruhi jumlah yang dilaporkan affect the reported amounts of revenues,
Final Draft/31 Maret 2026 44
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
dari pendapatan, beban, aset dan liabilitas, dan expenses, assets and liabilities, and disclosure
pengungkapan atas liabilitas kontinjensi, pada of contingent liabilities, at the end of the
akhir periode pelaporan. Ketidakpastian reporting period. Uncertainty regarding the
mengenai asumsi dan estimasi tersebut dapat assumptions and estimates could result in
mengakibatkan penyesuaian material terhadap material adjustments to the carrying value of
nilai tercatat pada aset dan liabilitas dalam the assets and liabilities within the next
periode pelaporan berikutnya. reporting period.
a. Estimasi dan Asumsi Akuntansi yang a. Critical Accounting Estimates and
Penting Assumptions
Asumsi utama masa depan dan sumber utama The key assumptions concerning the future and
ketidakpastian estimasi lain pada tanggal other key sources of estimation uncertainty at the
pelaporan yang memiliki risiko signifikan bagi reporting date that have a significant risk of
penyesuaian yang material terhadap nilai tercatat causing a material adjustment to the carrying
aset dan liabilitas untuk tahun berikutnya amounts of assets and liabilities within the next
diungkapkan di bawah ini. Grup mendasarkan financial year are disclosed below. The Company
asumsi dan estimasi pada parameter yang based its assumptions and estimates on
tersedia pada saat laporan keuangan disusun. parameters available when the financial
Asumsi dan situasi mengenai perkembangan statements were prepared. Existing
masa depan mungkin berubah akibat perubahan circumstances and assumptions about future
pasar atau situasi di luar kendali Grup. developments may change due to market
Perubahan tersebut dicerminkan dalam asumsi changes or circumstances arising beyond the
terkait pada saat terjadinya. control of the Group. Such changes are reflected
in the assumptions when they occur.
Cadangan Kerugian Penurunan Nilai Piutang Allowance for Impairment Losses on Trade
Usaha Receivables
Grup menilai penurunan nilai pada aset Group assesses their financial assets
keuangan dengan biaya perolehan yang measured at amortized cost for impairment at
diamortisasi pada setiap tanggal pelaporan. each reporting date. In determining whether an
Dalam menentukan apakah rugi penurunan impairment loss should be recorded in profit or
nilai harus dicatat dalam laba rugi, manajemen loss, management makes a judgement as to
harus mempertimbangkan informasi yang wajar whether there is reasonable and supportable
dan terdukung yang tersedia tanpa biaya atau information that is available without undue cost
upaya berlebihan pada tanggal pelaporan or effort about past events, current conditions
mengenai peristiwa masa lalu, kondisi kini, dan and forecasts of future conditions. Group
perkiraan kondisi ekonomi masa depan. Grup applies simplified approach using roll rate dan
menerapkan pendekatan yang disederhanakan discounted cash flow to measuring cash and
untuk mengukur kerugian kredit ekspektasian equivalents, restricted fund, account
yang menggunakan roll rate dan discounted receivables and other receivable. The carrying
cash flow untuk menilai kas dan setara kas, amounts of financial assets are disclosed in
dana yang dibatasi penggunaannya, piutang Notes 6, 7 and 14.
usaha dan piutang lain-lain. Nilai tercatat
aset keuangan telah diungkapkan dalam
Catatan 6, 7 dan 14.
Revaluasi Tanah Revaluation of Land
Grup mengukur tanah pada jumlah revaluasian The Group measures land at revalued amounts,
dengan perubahan pada nilai wajar diakui dalam with changes in fair value being recognised in
penghasilan komprehensif lain. Grup melibatkan other comprehensive income. The Group
penilai independen dalam menentukan nilai wajar engaged an independent valuation specialist to
tanah. Nilai wajar tanah ditentukan berdasarkan assess the fair value of land. The fair value of
bukti pasar dengan menggunakan harga yang land was valued with reference to market-based
dapat diperbandingkan dan disesuaikan terhadap evidence, using comparable prices adjusted for
faktor-faktor pasar spesifik seperti sifat, lokasi dan specific market factors such as nature, location
kondisi aset tersebut. and condition of the asset.
Final Draft/31 Maret 2026 45
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Asumsi utama masa depan dan sumber utama The key assumptions concerning the future and
estimasi ketidakpastian lain pada tanggal other key sources of estimation uncertainty at the
pelaporan yang memiliki risiko signifikan bagi reporting date that have a significant risk of
penyesuaian yang material terhadap nilai tercatat causing a material adjustment to the carrying
aset dan liabilitas untuk periode berikutnya amounts of assets and liabilities within the next
diungkapkan di bawah ini. Grup mendasarkan financial period are disclosed below. The Group
asumsi dan estimasi pada parameter yang based its assumptions and estimates on
tersedia pada saat laporan keuangan parameters available when the consolidated
konsolidasian disusun. Asumsi dan situasi financial statements were prepared. Existing
mengenai perkembangan masa depan mungkin circumstances and assumptions about future
berubah akibat perubahan pasar atau situasi di developments may change due to market
luar kontrol Grup. Perubahan tersebut changes or circumstances arising beyond the
dicerminkan dalam asumsi terkait pada saat Group’s control. Such changes are reflected in
terjadinya. Nilai tercatat revaluasi aset tetap the assumptions when they occur. The carrying
disajikan dalam Catatan 11. amount of revaluation of fixed assets is
presented in Note 11.
Cadangan Penurunan Nilai Pasar dan Allowance for a Decline in Market Values and
Keusangan Persediaan Obsolescence of Inventories
Cadangan penurunan nilai realisasi bersih dan Allowance for a decline in net realisable value
keusangan persediaan diestimasi berdasarkan and obsolescence of inventories is estimated
fakta dan situasi yang tersedia, termasuk namun based on the best available facts and
tidak terbatas kepada, kondisi fisik persediaan circumstances, including but not limited to, the
yang dimiliki, harga jual pasar, estimasi biaya owned inventories physical condition, their
penyelesaian dan estimasi biaya yang timbul market selling prices, estimated costs of
untuk penjualan. Cadangan dievaluasi kembali completion and estimated costs to be incurred for
dan disesuaikan jika terdapat tambahan informasi their sales. The allowance is re-evaluated and
yang mempengaruhi jumlah yang diestimasi. Nilai adjusted as additional information received
tercatat persediaan disajikan dalam Catatan 8. affects the amount estimated. The carrying
amount of inventories is presented in Note 8.
Estimasi Umur Manfaat Aset Tetap dan Properti Estimated Useful Lives of Fixed Assets and
Investasi Investment Properties
Grup melakukan penelahaan berkala atas masa The Group made periodic review of the useful
manfaat ekonomis aset tetap dan properti lives of fixed assets and investment properties
investasi berdasarkan faktor-faktor seperti kondisi based on factors such as technical conditions
teknis (estimasi daya pakai, pengoperasi, (power estimation using, operating,
pemeliharaan) dan perkembangan teknologi di maintenance) and development of technology in
masa depan. Hasil operasi di masa depan akan the future. The results of future operations will be
dipengaruhi secara material atas perubahan materially influenced the change in estimate is
estimasi ini yang diakibatkan oleh perubahan caused by changes in the factors mentioned
faktor yang telah disebutkan di atas. Nilai tercatat above. Carrying amount of fixed assets and
aset tetap dan properti investasi disajikan di investment property are stated in Notes 11 and
Catatan 11 dan 12. 12.
Penurunan Nilai Aset Non-Keuangan Impairment of Non-Financial Assets
Jumlah nilai yang dapat dipulihkan kembali dari The recoverable amount of a cash-generating
sebuah aset atau kelompok aset penghasil asset or group of assets is measured at the
kas diukur berdasarkan nilai yang lebih tinggi higher of its fair value less costs of disposal or
antara nilai wajar dikurangi biaya untuk menjual value in use. The determination of fair value less
atau nilai pakai. Penentuan nilai wajar costs of disposal or value in use requires
dikurangi biaya untuk menjual atau nilai pakai management to make estimates and
mewajibkan manajemen untuk membuat estimasi assumptions regarding expected production
dan asumsi atas tingkat produksi yang levels, sales volumes, raw material prices
diharapkan, volume penjualan, harga bahan baku (considering current and historical prices, price
(mempertimbangkan harga saat ini dan harga trends and related factors), operating costs,
Final Draft/31 Maret 2026 46
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
masa lalu, tren harga, dan faktor-faktor terkait), discount rate and future capital expenditure.
biaya operasi, tingkat diskonto dan belanja modal These estimates and assumptions are subject to
di masa depan. Estimasi dan asumsi ini terpapar risk and uncertainty, and hence there is a
risiko dan ketidakpastian, sehingga terdapat possibility that changes in circumstances will
kemungkinan perubahan situasi yang dapat alter these projections, which may have an
mengubah proyeksi ini, sehingga dapat impact on the recoverable amount of the assets.
mempengaruhi nilai aset yang dapat dipulihkan In such circumstances, some or all of the
kembali. Dalam keadaan seperti itu, sebagian carrying values of the assets may be further
atau seluruh nilai tercatat aset mungkin akan impaired or the impairment charges may be
mengalami penurunan nilai lebih lanjut atau reduced with the impact being recorded in profit
terjadi pengurangan rugi penurunan nilai yang or loss.
dampaknya akan dicatat dalam laba rugi.
Imbalan Pascakerja Post-Employee Benefits
Nilai kini liabilitas imbalan pascakerja yang masih The present value of post-employment benefits
harus dibayar tergantung pada beberapa faktor liability accrued depends on several factors that
yang ditentukan dengan dasar actuarial are determined by actuarial basis based on
berdasarkan beberapa asumsi. Asumsi yang several assumptions. Assumptions used to
digunakan untuk menentukan biaya determine the cost (income) includes discount
(penghasilan) mencakup tingkat diskonto. rate. Changes in these assumptions will affect
Perubahan asumsi ini akan mempengaruhi the carrying amount of post-employment
jumlah tercatat imbalan pascakerja. benefits.
Grup menentukan tingkat diskonto yang The Group determines the appropriate
sesuai pada akhir pelaporan, dengan discount rate at the final reporting, by
mempertimbangkan tingkat suku bunga obligasi considering the discount rate of government’s
pemerintah yang didenominasi dalam mata bond which denominated in benefit’s currency
uang imbalan yang akan dibayar dan memiliki that will be paid and have a similar terms with
jangka waktu yang serupa dengan jangka waktu the terms of the related liabilities (Note 27).
liabilitas yang terkait (Catatan 27).
Realisasi Aset Pajak Tangguhan Realization of Deferred Tax Assets
Aset pajak tangguhan diakui atas seluruh rugi Deferred tax assets are recognized for all
fiskal yang belum digunakan sepanjang besar unused tax losses to the extent that it is
kemungkinannya bahwa penghasilan kena probable that taxable income will be available
pajak akan tersedia sehingga rugi fiskal from which the tax losses can be used. The
tersebut dapat digunakan. Estimasi oleh estimate by management required to
manajemen yang disyaratkan untuk determine the amount of deferred tax assets
menentukan jumlah aset pajak tangguhan yang that can be recognized, based on the timing of
dapat diakui, berdasarkan saat penggunaan use and the level of taxable income and future
dan tingkat penghasilan kena pajak dan tax planning strategies. The carrying amount of
strategi perencanaan pajak masa depan. Nilai deferred tax assets has been presented in
tercatat aset pajak tangguhan telah disajikan Note 22.f.
pada Catatan 22.f.
Estimasi Nilai Wajar Fair Value Estimation
Ketika nilai wajar aset keuangan dan liabilitas When the fair values of financial assets and
keuangan dicatat dalam laporan posisi financial liabilities recorded in the consolidated
keuangan konsolidasian tidak dapat diukur statement of financial position cannot be
berdasarkan harga kuotasian dalam pasar aktif, measured based on quoted prices in active
nilai wajar ditentukan menggunakan teknik markets, their fair value is measured using
penilaian yang mencakup model Diskonto Arus valuation techniques including Discounted
Kas (“DAK”). Input untuk model ini diambil dari Cash Flow (“DCF”) models. The inputs to
pasar yang dapat diobservasi dimana these models are taken from observable
memungkinkan, tetapi tidak mudah dilakukan, markets where possible, but where this is not
membutuhkan tingkat pertimbangan dalam feasible, a degree of judgement is required in
Final Draft/31 Maret 2026 47
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
menentukan nilai wajar tersebut. Pertimbangan establishing fair values. Judgements include
mencakup pertimbangan atas input seperti risiko considerations of inputs such as liquidity risk,
likuiditas, risiko kredit dan volatilitas. Perubahan credit risk and volatility. Changes in
asumsi mengenai faktor-faktor tersebut dapat assumptions about these factors could affect
mempengaruhi nilai wajar instrumen keuangan the reported fair value of financial instruments.
yang dilaporkan. Nilai tercatat aset keuangan The carrying amount of financial assets at fair
pada nilai wajar melalui penghasilan value through other comprehensive income is
komprehensif lain disajikan dalam Catatan 16. presented in Note 16.
b. Pertimbangan Penting dalam Penentuan b. Critical Judgments in Applying the
Kebijakan Akuntansi Accounting Policies
Pertimbangan berikut ini dibuat oleh The following judgments are made by
manajemen dalam rangka penerapan management in the process of applying the
kebijakan akuntansi Grup yang memiliki Group’s accounting policies that have the
pengaruh signifikan atas jumlah yang diakui significant effects on the amounts recognized in
dalam laporan keuangan. the financial statements.
Klasifikasi Aset dan Liabilitas Keuangan Classification of Financial Assets and Liabilities
Grup menetapkan klasifikasi atas aset dan The Group determines the classifications of
liabilitas tertentu sebagai aset keuangan certain assets and liabilities as financial assets
dan liabilitas keuangan dengan and financial liabilities by judging if they meet
mempertimbangkan bila definisi yang ditetapkan the definition set forth in PSAK 109.
PSAK 109 dipenuhi. Dengan demikian, aset Accordingly, the financial assets and financial
keuangan dan liabilitas keuangan diakui sesuai liabilities are accounted for in accordance with
dengan kebijakan akuntansi Perusahaan seperti the Company’s accounting policies disclosed in
yang diungkapkan pada Catatan 2.f. Note 2.f.
Penentuan Mata Uang Fungsional Determination of Functional Currency
Grup menetapkan mata uang fungsional yang The Group determines the functional currency
digunakan dalam penyusunan laporan used in preparing financial reports by
keuangan dengan mempertimbangkan considering the Group's main economic
lingkungan ekonomi utama Grup yang paling environment which most influences the sales
mempengaruhi adalah harga penjualan barang price of goods and the cost of raw materials.
dan biaya bahan baku. Dengan demikian, Accordingly, the Group's functional currency
mata uang fungsional Grup yang digunakan used is in accordance with the Group's
sesuai dengan kebijakan akuntansi Grup accounting policy as disclosed in Note 2.g.
seperti yang diungkapkan pada Catatan 2.g.
Perolehan Kembali Pengendalian Regaining Control
Perusahaan menyadari bahwa ketentuan dalam The Company recognizes that the provisions in
Perjanjian Para Pemegang Saham (“SHA”) the SHA have the effect of limiting its control
berdampak pada pembatasan hak-hak rights over KTI, resulting in the loss of its
pengendalian terhadap KTI sehingga current ability to contractually direct the
menyebabkan hilangnya kemampuan kini secara relevant activities. Therefore, in 2024, the
kontraktual untuk mengarahkan aktivitas relevan. Company amended the SHA in relation to the
Oleh karena itu pada tahun 2024, Perusahaan relevant activity clauses and reaffirmed that the
telah melakukan amandemen SHA terkait pasal- Company's intention is to continue to have
pasal yang menyangkut aktivitas relevan dan control over KTI and for the Company to
menegaskan kembali bahwa intensi Perusahaan continue to consolidate KTI.
adalah untuk tetap memiliki pengendalian atas
KTI dan agar Perusahaan tetap bisa
mengkonsolidasikan KTI.
Penyesuaian atas proses pengambilan The adjustments to the decision-making
keputusan terkait aktivitas relevan Perusahaan process related to the Company's relevant
serta formalisasi perubahan SHA tersebut activities and the formalization of the SHA
Final Draft/31 Maret 2026 48
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
bertujuan untuk menegaskan kembali intensi amendment aim to reaffirm the Company's
Perusahaan untuk mengendalikan KTI dan intention to control KTI and ensure consistency
memastikan konsistensi antara hak kontraktual di between the contractual rights in the SHA
Amendemen SHA dengan dokumen legal dalam Amendment and the legal documents in
memberikan kepastian bagi Perusahaan atas providing certainty for the Company to control
pengendalian terhadap KTI. Perubahan dan KTI. The amendments and adjustments applied
penyesuaian yang diterapkan semata-mata are solely to clarify that the articles relating to
untuk memperjelas bahwa pasal-pasal terkait relevant activities in the SHA are protective
aktivitas relevan di SHA merupakan hak protektif rights (not substantive rights), for minority
(bukan hak substantif), bagi pemegang saham shareholders. Accordingly, the Company has
minoritas. Dengan demikian Perusahan reconsolidated the financial statements of KTI
melakukan konsolidasi kembali laporan for the year ended December 31, 2024.
keuangan KTI untuk tahun yang berakhir pada
31 Desember 2024.
4. Kas dan Setara Kas 4. Cash and Cash Equivalents
2025 2024
USD USD
Kas Cash on Hand
Rupiah 130 164 Rupiah
Bank Cash in Banks
Pihak Ketiga Third Parties
Rupiah Rupiah
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 1,031 905 Jawa Barat dan Banten Tbk
PT Bank Central Asia Tbk 1,015 4,833 PT Bank Central Asia Tbk
Lain-lain (dibawah USD1,000) 3,501 2,253 Others (below USD1,000)
Dolar AS US Dollar
Lain-lain (dibawah USD1,000) 286 305 Others (below USD1,000)
Subtotal 5,833 8,296 Subtotal
Entitas Berelasi dengan Pemerintah Government-Related Entities
Rupiah Rupiah
PT Bank Mandiri (Persero) Tbk 26,981 58,854 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 9,012 4,677 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Syariah Indonesia Tbk 2,270 6,875 PT Bank Syariah Indonesia Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 1,153 3,201 PT Bank Rakyat Indonesia (Persero) Tbk
Lain-lain (dibawah USD1,000) 107 306 Others (below USD1,000)
Dolar AS US Dollar
PT Bank Negara Indonesia (Persero) Tbk 1,561 82 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 1,143 1,859 PT Bank Mandiri (Persero) Tbk
Lain-lain (dibawah USD1,000) 28 94 Others (below USD1,000)
Euro Euro
PT Bank Mandiri (Persero) Tbk 1,961 3,234 PT Bank Mandiri (Persero) Tbk
Lain-lain (dibawah USD1,000) 41 37 Others (below USD1,000)
Subtotal 44,257 79,219 Subtotal
Total Bank 50,090 87,515 Total Cash in Banks
Deposito Berjangka Time Deposits
Pihak Ketiga Third Parties
Rupiah Rupiah
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 1,794 1,981 Jawa Barat dan Banten Tbk
Lain-lain (dibawah USD1,000) 2,280 1,285 Others (below USD1,000)
Subtotal 4,074 3,266 Subtotal
Final Draft/31 Maret 2026 49
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Entitas Berelasi dengan Pemerintah Government-Related Entities
Rupiah Rupiah
PT Bank Syariah Indonesia Tbk 7,111 5,995 PT Bank Syariah Indonesia Tbk
PT Bank Mandiri (Persero) Tbk 552 324 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk -- 3,040 PT Bank Negara Indonesia (Persero) Tbk
Subtotal 7,663 9,359 Subtotal
Total Deposito Berjangka 11,737 12,625 Total Time Deposits
Total 61,957 100,304 Total
Tingkat Suku Bunga Interest Rate
Rupiah Rupiah
Deposito Berjangka 2,25% - 6,15% 2.10 % - 6.00% Time Deposit
Jangka Waktu 5 Hari/Days - 1-3 Bulan/Months Maturity Period
3 Bulan/Months
Nisbah Profit Sharing
Rupiah Rupiah
Suku Bunga -- 2.10% - 6.00% Interest Rate
Jangka Waktu -- 1 Bulan/Month Maturity Period
5. Kas dan Deposito Berjangka yang Dibatasi 5. Restricted Cash and Time Deposits
Penggunaannya
2025 2024
USD USD
Bank Cash in Banks
Pihak Ketiga Third Parties
Rupiah Rupiah
PT Bank Permata Tbk 4,308 4,473 PT Bank Permata Tbk
PT Bank Jabar Banten Syariah 1,615 619 PT Bank Jabar Banten Syariah
Lain-lain (dibawah USD1,000) 55 1 Others (below USD1,000)
Subtotal 5,978 5,093 Subtotal
Dolar AS US Dollar
PT Bank Central Asia Tbk -- 7,653 PT Bank Central Asia Tbk
Standard Chartered Bank -- 4,137 Standard Chartered Bank
Subtotal -- 11,790 Subtotal
Subtotal Pihak Ketiga 5,978 16,883 Subtotal Third Parties
Entitas Berelasi dengan Pemerintah Government-Related Entities
Rupiah Rupiah
PT Bank Mandiri (Persero) Tbk 63,891 23,494 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 563 29,197 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Rakyat Indonesia (Persero) Tbk 542 599 PT Bank Rakyat Indonesia (Persero) Tbk
Lain-lain (dibawah USD1,000) 64 647 Others (below USD1,000)
Subtotal Rupiah 65,060 53,937 Subtotal
Dolar AS US Dollar
PT Bank Mandiri (Persero) Tbk 11,798 7,081 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 349 10,318 PT Bank Negara Indonesia (Persero) Tbk
Lain-lain (dibawah USD1,000) 54 78 Others (below USD1,000)
Subtotal 12,201 17,477 Subtotal
Subtotal Entitas Berelasi dengan Pemerintah 77,261 71,414 Subtotal Government-Related Entities
Total Bank 83,239 88,297 Total Cash in Banks
Final Draft/31 Maret 2026 50
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Deposito Berjangka Time Deposits
Pihak Ketiga Third Parties
Rupiah Rupiah
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 7,633 6,771 Jawa Barat dan Banten Tbk
PT Bank OCBC NISP Tbk 1,299 1,301 PT Bank OCBC NISP Tbk
Lain-lain (dibawah USD1,000) 2,912 934 Others (below USD1,000)
Subtotal 11,844 9,006 Subtotal
Entitas Berelasi dengan Pemerintah Government-Related Entities
Rupiah Rupiah
Lain-lain (dibawah USD1,000) 546 490 Others (below USD1,000)
Dolar AS US Dollar
PT Bank Mandiri (Persero) Tbk 56 2,579 PT Bank Mandiri (Persero) Tbk
Total Deposito Berjangka 12,446 12,075 Total Time Deposits
Total 95,685 100,372 Total
Dikurangi: Bagian Lancar (87,569) (91,913) Less: Current Portion
Bagian Tidak Lancar 8,116 8,459 Non-Current Portion
Tingkat Suku Bunga Interest Rate
Rupiah Rupiah
Deposito Berjangka 3,50% - 7,00% 2.10 % - 6.00% Time Deposit
Jangka Waktu 7 Hari/Days - 1-3 Bulan/Months Maturity Period
3 Bulan/Months
Nisbah Profit Sharing
Rupiah Rupiah
Suku Bunga -- 2.10% - 6.00% Interest Rate
Jangka Waktu -- 1 Bulan/Month Maturity Period
Kas yang dibatasi penggunaannya terutama Restricted cash mainly represent escrow
merupakan rekening escrow yang digunakan accounts that will be used for L/C payments and
untuk pembayaran L/C dan jaminan atas guarantee for short-term loans, long-term loans,
pinjaman jangka pendek, pinjaman jangka mandatory convertible bond, and escrow of
panjang, obligasi wajib konversi, dan escrow atas drawdown Perjanjian Pemegang Saham (PPS-1)
pencairan Perjanjian Pemegang Saham (PPS-1) (Notes 18, 25, and 28).
(Catatan 18, 25, dan 28).
6. Piutang Usaha 6. Trade Receivables
a. Berdasarkan Pelanggan a. By Customers
2025 2024
USD USD
Pihak Ketiga 143,504 134,166 Third Parties
Cadangan Kerugian Penurunan Nilai (22,860) (28,091) Allowance for Impairment Losses
Pihak Ketiga, Bersih 120,644 106,075 Third Parties, Net
Pihak Berelasi (Catatan 41) 44,182 53,830 Related Parties (Note 41)
Cadangan Kerugian Penurunan Nilai (35,957) (20,193) Allowance for Impairment Losses
Pihak Berelasi, Bersih 8,225 33,637 Related Parties, Net
Total, Bersih 128,869 139,712 Total, Net
Final Draft/31 Maret 2026 51
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
b. Berdasarkan Umur b. By Aging
2025 2024
USD USD
Belum Jatuh Tempo 75,193 84,191 Not Yet Due
Telah Jatuh Tempo: Overdue by:
1 - 30 hari 24,593 17,968 1 - 30 days
31 - 60 hari 14,184 7,684 31 - 60 days
61 - 90 hari 7,836 8,850 61 - 90 days
91 - 360 hari 19,225 12,733 91 - 360 days
361 - 720 hari 8,464 18,077 361 - 720 days
Lebih dari 720 hari 38,191 38,493 More than 720 days
Sub Total 187,686 187,996 Sub Total
Cadangan Kerugian Penurunan Nilai (58,817) (48,284) Allowance for Impairment Losses
Total 128,869 139,712 Total
c. Berdasarkan Mata Uang c. By Currencies
2025 2024
USD USD
Rupiah Rupiah
(Rp3.060 Juta pada tahun 2025 dan (Rp3,060 Million in 2025 and
Rp2.991 Juta pada tahun 2024) 183,046 184,560 Rp2,991 Million in 2024)
Dolar AS 4,640 3,436 US Dollars
Total 187,686 187,996 Total
d. Mutasi Cadangan Kerugian Penurunan d. Changes in the Allowance for Impairment
Nilai Losses
2025 2024
USD USD
Saldo Awal 48,284 46,044 Beginning Balance
Penambahan 16,009 6,693 Additions
Penghapusan (2,605) -- Written-Off
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak/ (Divestasi) -- 246 Subsidiary/ (Divestment)
Pemulihan (2,080) (2,776) Reversal
Perubahan Selisih Kurs (791) (1,923) Foreign Exchange Difference
Saldo Akhir 58,817 48,284 Ending Balance
Manajemen berpendapat bahwa cadangan Management believes that the above allowances
kerugian penurunan nilai piutang diatas cukup for impairment losses are adequate to cover any
untuk menutupi kerugian yang mungkin timbul possible losses that may arise from uncollectible
dari tidak tertagihnya piutang usaha dikemudian trade receivables in the future.
hari.
Piutang usaha digunakan sebagai jaminan atas Trade receivables have been pledged as
fasilitas kredit yang diperoleh dari pinjaman bank collateral to the loan facilities obtained from bank
(Catatan 18 dan 25) dan obligasi wajib konversi (Notes 18 and 25) and mandatory convertible
(Catatan 28). bond (Note 28).
Final Draft/31 Maret 2026 52
Page 569
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
7. Piutang Lain-lain 7. Other Receivables
a. Berdasarkan Pelanggan a. By Customers
2025 2024
USD USD
Pihak Ketiga 11,397 14,675 Third Parties
Cadangan Kerugian Penurunan Nilai (4,343) (6,561) Allowance for Impairment Losses
Pihak Ketiga, Bersih 7,054 8,114 Third Parties, Net
Pihak Berelasi (Catatan 41) 1,956 16,151 Related Parties (Note 41)
Cadangan Kerugian Penurunan Nilai (403) (200) Allowance for Impairment Losses
Pihak Berelasi, Bersih 1,553 15,951 Related Parties, Net
Total, Bersih 8,607 24,065 Total, Net
b. Mutasi Cadangan Kerugian Penurunan Nilai b. Changes in the Allowance for Impairment
Losses
Perubahan cadangan kerugian penurunan nilai The changes in the allowance for impairment
adalah sebagai berikut: losses were as follows:
2025 2024
USD USD
Saldo Awal 6,761 4,578 Beginning Balance
Penambahan 603 2,200 Additions
Penghapusan Cadangan -- (2) Allowance Written-Off
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak/ (Divestasi) -- 25 Subsidiary/ (Divestment)
Pemulihan (842) (7) Recovery
Perubahan Selisih Kurs (1,776) (33) Foreign Exchange Difference
Saldo Akhir 4,746 6,761 Ending Balance
c. Berdasarkan Mata Uang c. By Currencies
2025 2024
USD USD
Rupiah Rupiah
(Rp212.659 Juta pada Tahun 2025 dan (Rp212,659 Million in 2025 and
Rp468.659 Juta pada Tahun 2024) 12,790 30,209 Rp468,659 Million in 2024)
Dolar AS 563 617 US Dollars
Total 13,353 30,826 Total
Piutang lain-lain digunakan sebagai jaminan atas Other receivables have been pledged as
fasilitas pinjaman yang diperoleh dari kreditur collateral to the loan facilities obtained from
(Catatan 18 dan 25) dan obligasi wajib konversi creditors (Notes 18 and 25) and mandatory
(Catatan 28). convertible bonds (Note 28).
Manajemen berpendapat bahwa cadangan atas Management believes that the expected credit
kerugian kredit ekspektasian yang diharapkan loss reserve for the value of other receivables is
atas nilai piutang lain-lain adalah cukup untuk sufficient to cover possible losses due to
menutupi kemungkinan kerugian atas tidak uncollectible other receivables.
tertagihnya piutang lain-lain.
Final Draft/31 Maret 2026 53
Page 570
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
8. Persediaan 8. Inventories
Perubahan cadangan penurunan nilai persediaan The changes in the allowances for the decline in
dan persediaan usang adalah sebagai berikut: the value of inventory and inventory
obsolescence were as follows:
2025 2024
USD USD
Produk Baja Steel Products
Bahan Baku 59,565 88,687 Raw Materials
Barang Jadi 58,185 70,071 Finished Goods
Bahan Pembantu dan Suku Cadang 21,651 22,400 Supplies and Spare Parts
Barang dalam Perjalanan 32,404 3,777 Goods in Transit
Lain-lain 341 341 Others
Subtotal 172,146 185,276 Subtotal
Produk Non-Baja Non-Steel Products
Lain-lain 65,091 73,056 Others
Subtotal 237,237 258,332 Subtotal
Cadangan Penurunan Allowances for Decline
Nilai Persediaan in Value of Inventory and
dan Persediaan Usang (23,861) (16,428) Inventory Obsolescence
Total 213,376 241,904 Total
Perubahan cadangan penurunan nilai persediaan The changes in the allowances for the decline in
dan persediaan usang adalah sebagai beriku the value of inventory and inventory
obsolescence were as follows:
2025 2024
USD USD
Saldo Awal 16,428 14,878 Beginning Balance
Penambahan 8,960 2,644 Additions
Pemulihan Penyisihan (1,518) (1,088) Recovery of Allowance
Penyesuaian Translasi (9) (6) Translation Adjustment
Saldo Akhir 23,861 16,428 Ending Balance
Berdasarkan hasil penelaahan atas nilai realisasi Based on the review of the net realisable value of
bersih persediaan dan keadaan fisik persediaan inventories and the physical condition of
pada akhir tahun, manajemen Grup berpendapat inventories at the end of the year, management
bahwa cadangan atas penurunan nilai of the Group is of the opinion that the allowances
persediaan dan persediaan usang adalah cukup for a decline in the value of inventory and
untuk menutupi kerugian yang timbul dari kondisi- inventory obsolescence are adequate to cover
kondisi tersebut. losses arising from such conditions.
Persediaan digunakan sebagai jaminan atas Inventories are pledged as collateral to the loan
fasilitas pinjaman yang diperoleh dari kreditur facilities obtained from creditors (Notes 18
(Catatan 18 dan 25) dan atas obligasi wajib and 25) and to mandatory convertible bonds
konversi (Catatan 28). (Note 28).
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Group’s
persediaan Grup, kecuali steel scrap, steel billets, inventories, except for steel scrap, steel billets
dan steel slabs, diasuransikan terhadap risiko and steel slabs, are covered by insurance
kebakaran dan risiko lainnya berdasarkan suatu against fire risk and other risks according to
paket polis tertentu bersama-sama dengan aset certain policy packages along with the Group’s
tetap Grup (Catatan 11). fixed assets (Note 11).
Final Draft/31 Maret 2026 54
Page 571
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Manajemen Grup berpendapat bahwa nilai Management of the Group is of the opinion that
pertanggungan cukup untuk menutupi the sums insured are adequate to cover
kemungkinan kerugian yang timbul dari risiko- possible losses that may arise from such risks.
risiko tersebut.
9. Uang Muka dan Beban Dibayar Dimuka 9. Advances and Prepaid Expenses
2025 2024
USD USD
Uang Muka 51,647 23,525 Advance Payments
Beban Dibayar Dimuka 10,536 3,062 Prepaid Expenses
Total 62,183 26,587 Total
Uang muka terutama terdiri dari pembayaran Advance payments mainly represent advance
uang muka kepada pemasok atas pembelian payment to suppliers for the purchase of raw
bahan baku. materials.
10. Investasi pada Entitas Asosiasi dan 10. Investment in Associates and Joint Venture
Ventura Bersama
2025
Penghasilan
Persentase Penambahan/ Penyesuaian Bagian Komprehensif
Kepemilikan/ Saldo Awal/ (Pengurangan) Translasi/ Laba/(Rugi) Lain/ Other Dividen Kas/
Percentage Beginning Additions/ Translation Share in Comprehensive Cash Saldo Akhir/
Of Ownership Balance (Deductions) Adjustment Profit/(Loss) Income Dividends Ending Balance
% USD USD USD USD USD USD USD
Metode Ekuitas/Equity Method
Ventura Bersama/Joint Ventures
PT Krakatau Semen Indonesia 50.00% 982 -- -- (83) -- -- 899
PT Krakatau Argo Logistics 51.00% 2,956 -- -- 101 -- -- 3,057
Lain-lain/Others 50.00% 145 -- 5 -- -- -- 150
Subtotal/Subtotal 4,083 -- 5 19 -- -- 4,107
Entitas Asosiasi/Associates
PT Krakatau Posco 50.00% 274,462 -- -- (14,794) 1,269 -- 260,937
PT Krakatau Chandra Energi 30.00% 64,221 -- -- 2,511 -- (6,276) 60,455
PT Kerismas Witikco Makmur 29.31% 7,163 -- -- 641 -- (2,060) 5,744
PT Pelat Timah Nusantara Tbk 20.10% 11,197 -- 377 196 10 -- 11,779
PT Krakatau Posco Futurem 20.00% 4,981 -- -- 247 -- -- 5,228
PT Krakatau Nippon Steel Synergy 15.18% 33,813 -- -- 1,984 (355) -- 35,442
PT Krakatau Pos-Chem Dong-suh Chemical 30.00% 7,574 -- -- (673) (667) -- 6,233
PT Pembangunan Perumahan Krakatau Tirta 25.00% 7,790 -- -- 774 -- -- 8,564
PT Krakatau Samator 10.81% 591 -- -- (7) -- -- 584
Lain-lain/Others 20.00 - 33.00% 3,085 -- -- (241) -- -- 2,844
Subtotal/Subtotal 414,877 -- 377 (9,363) 257 (8,336) 397,811
Jumlah Metode Ekuitas/
Total Equity Method 418,960 -- 382 (9,345) 257 (8,336) 401,917
Cadangan Penurunan Nilai
Penyertaan/Allowance For
Decline In Value Of Investments (6,361) -- -- -- -- -- (6,361)
Total 412,599 -- 382 (9,345) 257 (8,336) 395,556
Final Draft/31 Maret 2026 55
Page 572
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
Penghasilan
Persentase Penambahan/ Penyesuaian Bagian Komprehensif
Kepemilikan/ Saldo Awal/ (Pengurangan) Translasi/ Laba/(Rugi) Lain/ Other Dividen Kas/
Percentage Beginning Additions/ Translation Share in Comprehensive Cash Saldo Akhir/
Of Ownership Balance (Deductions) Adjustment Profit/(Loss) Income Dividends Ending Balance
% USD USD USD USD USD USD USD
Metode Ekuitas/Equity Method
Ventura Bersama/Joint Ventures
PT Krakatau Semen Indonesia 50.00% 982 -- -- -- -- -- 982
PT Krakatau Argo Logistics 51.00% 3,005 -- -- 9 16 (74) 2,956
Lain-lain/Others 50.00% 577 -- 35 8 -- (475) 145
Subtotal/Subtotal 4,564 -- 35 17 16 (549) 4,083
Entitas Asosiasi/Associates
PT Krakatau Posco 50.00% 336,711 -- -- (62,313) 64 -- 274,462
PT Krakatau Chandra Energi 30.00% 67,696 -- -- 397 301 (4,173) 64,221
PT Krakatau Tirta Industri**) 50.99% 74,379 (71,075) (3,304) -- -- -- --
PT Kerismas Witikco Makmur 29.31% 4,787 -- -- 2,376 -- -- 7,163
PT Pelat Timah Nusantara Tbk 20.10% 10,989 -- 191 (4) 21 -- 11,197
PT Krakatau Posco Futurem 20.00% -- 6,174 -- 859 -- (2,052) 4,981
PT Krakatau Nippon Steel Synergy 15.18% 26,360 -- -- 6,659 794 -- 33,813
PT Krakatau Pos-Chem Dong-suh Chemical 30.00% -- 6,480 -- 1,189 (22) (73) 7,574
PT Pembangunan Perumahan Krakatau Tirta 25.00% -- 7,204 -- 586 -- -- 7,790
PT Krakatau Samator 10.81% 591 -- -- -- -- -- 591
Lain-lain/Others 20.00 - 33.00% 2,724 -- -- 555 (194) -- 3,085
Subtotal/Subtotal 524,237 (51,217) (3,113) (49,696) 964 (6,298) 414,877
Jumlah Metode Ekuitas/
Total Equity Method 528,801 (51,217) (3,078) (49,679) 980 (6,847) 418,960
Cadangan Penurunan Nilai
Penyertaan/Allowance For
Decline In Value Of Investments (6,361) -- -- -- -- -- (6,361)
Total 522,440 (51,217) (3,078) (49,679) 980 (6,847) 412,599
**)
Perolehan Kembali Pengendalian Entitas Anak (Catatan 40)/Regaining Control Over Subsidiaries (Note 40)
Tabel berikut menyajikan informasi keuangan The following table illustrates summarised
atas investasi Grup pada entitas asosiasi dan financial information of the Group’s
ventura bersama: investments in associates and joint ventures:
2025
Aset Liabilitas Liabilitas
Aset Lancar/ Tidak Lancar/ Jangka Pendek/ Jangka Panjang/
Current Non-Current Current Non-Current Ekuitas/
Assets Assets Liabilities Liabilities Equity
USD USD USD USD USD
Ventura Bersama/Joint Ventures
PT Krakatau Semen Indonesia 9,234 17,530 12,564 15,108 (263)
PT Krakatau Argo Logistics 3,787 6,850 3,140 2,359 5,139
Lain-lain/Others 34,120 88 33,890 -- 319
Entitas Asosiasi/Associates
PT Krakatau Posco 578,607 2,014,231 776,720 1,076,006 740,112
PT Kerismas Witikco Makmur 24,053 9,586 8,878 3,105 21,656
PT Pelat Timah Nusantara Tbk 91,426 28,834 61,001 2,388 56,870
PT Krakatau Posco Futurem 20,018 13,071 2,930 165 26,365
PT Krakatau Nippon Steel Synergy 118,203 180,639 91,803 267 206,773
PT Krakatau Pos-Chem Dong-suh Chemical 21,071 19,664 9,031 3,048 28,655
PT Krakatau Chandra Energi 61,080 215,013 22,365 50,718 203,009
PT Pembangunan Perumahan Krakatau Tirta 11,179 50,047 2,577 34,021 24,629
PT Krakatau Samator 150 7,176 2,061 227 5,038
Lain-lain/Others 136,342 132,203 204,555 93,548 (21,886)
Final Draft/31 Maret 2026 56
Page 573
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
Aset Liabilitas Liabilitas
Aset Lancar/ Tidak Lancar/ Jangka Pendek/ Jangka Panjang/
Current Non-Current Current Non-Current Ekuitas/
Assets Assets Liabilities Liabilities Equity
USD USD USD USD USD
Ventura Bersama/Joint Ventures
PT Krakatau Semen Indonesia 2,665 18,679 5,501 14,689 1,154
PT Krakatau Argo Logistics 3,861 8,403 3,858 3,293 5,113
Lain-lain/Others 56,038 55 55,610 2 481
Entitas Asosiasi/Associates
PT Krakatau Posco 523,146 2,219,915 866,700 1,090,880 785,481
PT Kerismas Witikco Makmur 28,104 10,465 12,741 3,357 22,471
PT Pelat Timah Nusantara Tbk 104,402 30,858 77,181 2,231 55,848
PT Krakatau Posco Futurem 17,187 15,394 2,171 145 30,265
PT Krakatau Nippon Steel Synergy 142,234 201,134 143,738 1,005 198,625
PT Krakatau Pos-Chem Dong-suh Chemical 33,170 18,275 18,890 5,661 26,894
PT Krakatau Chandra Energi 73,184 204,352 13,409 48,495 215,632
PT Pembangunan Perumahan Krakatau Tirta 9,403 49,894 6,231 30,782 22,284
PT Krakatau Samator 160 7,482 2,126 235 5,281
Lain-lain/Others 158,152 136,893 211,097 96,610 (12,662)
2025
Penghasilan/ Jumlah
(Kerugian) Penghasilan/
Komprehensif (Kerugian)
Pendapatan Lain/ Komprehensif /
Bersih/ Other Total
Net Laba/(Rugi)/ Comprehensive Comprehensive
Revenue Profit/(Loss) Income/(Loss) Income/(Loss)
USD USD USD USD
Metode Ekuitas/Equity Method
Ventura Bersama/Joint Ventures
PT Krakatau Semen Indonesia 3,123 (165) -- (165)
PT Krakatau Argo Logistics 14,388 199 -- 199
Lain-lain/Others 876 (148) -- (148)
Sub-Total
Entitas Asosiasi/Associates
PT Krakatau Posco 1,847,748 (39,804) (16,171) (55,975)
PT Kerismas Witikco Makmur 58,208 2,186 -- 2,186
PT Pelat Timah Nusantara Tbk 139,827 973 49 1,022
PT Krakatau Posco Futurem 24,153 1,236 -- 1,236
PT Krakatau Nippon Steel Synergy 262,051 9,920 (1,773) 8,147
PT Krakatau Pos-Chem Dong-suh Chemical 7,285 2,244 (20) 2,224
PT Krakatau Chandra Energi 105,773 8,369 -- 8,369
PT Pembangunan Perumahan Krakatau Tirta 7,745 3,094 -- 3,094
PT Krakatau Samator -- (67) -- (67)
Lain-lain/Others 167,814 (18,172) (2,216) (20,388)
Final Draft/31 Maret 2026 57
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
Penghasilan/ Jumlah
(Kerugian) Penghasilan/
Komprehensif (Kerugian)
Pendapatan Lain/ Komprehensif /
Bersih/ Other Total
Net Laba/(Rugi)/ Comprehensive Comprehensive
Revenue Profit/(Loss) Income/(Loss) Income/(Loss)
USD USD USD USD
Metode Ekuitas/Equity Method
Ventura Bersama/Joint Ventures
PT Krakatau Semen Indonesia 7,733 (1,704) -- (1,704)
PT Krakatau Argo Logistics 15,623 17 31 48
Lain-lain/Others 1,451 (88) 62,510 62,422
Entitas Asosiasi/Associates
PT Krakatau Posco 2,066,823 (124,454) 128 (124,326)
PT Kerismas Witikco Makmur 56,021 2,423 -- 2,423
PT Pelat Timah Nusantara Tbk 155,728 (19) 106 87
PT Krakatau Posco Futurem 25,101 4,294 2 4,296
PT Krakatau Nippon Steel Synergy 333,217 29,145 (3,971) 25,174
PT Krakatau Pos-Chem Dong-suh Chemical 84,720 4,860 -- 4,860
PT Pembangunan Perumahan Krakatau Tirta 7,845 2,345 -- 2,345
PT Krakatau Chandra Energi 91,861 2,831 1,004 3,835
Lain-lain/Others 234,194 (9,166) 7,836 (1,330)
Entitas asosiasi dan ventura bersama tidak The associates and joint ventures had no
memiliki liabilitas kontinjensi atau komitmen contingent liabilities or capital expenditure
pengeluaran modal pada tanggal commitments as of December 31, 2025 and
31 Desember 2025 dan 2024. 2024.
Tidak ada pembatasan signifikan atas There are no significant restrictions on the ability
kemampuan entitas asosiasi untuk mentransfer of associates to transfer funds to the Group.
dana kepada Grup.
PT Krakatau Tirta Industri (“KTI”) dan PT Krakatau Tirta Industri (“KTI”) and
PT Krakatau Chandra Energi (“KCE”) PT Krakatau Chandra Energi (“KCE”)
Pada tanggal 28 Februari 2023, sesuai dengan On February 28, 2023, in accordance with the
transaksi penjualan saham KTI dan KCE, share sale transactions of KTI and KCE, the
Grup telah kehilangan pengendalian melalui Group has lost control through the signing of
penandatanganan Akta Pengambilalihan Saham Deed of Share Acquisition (“APS”) No. 88 by
(“APS”) No. 88 oleh CAP (Catatan 40.a). CAP (Note 40.a).
Grup memperoleh pengendalian atas KTI The company obtained control over KTI based
berdasarkan amandemen Shareholders on an amendment to the Shareholders
Agreement (SHA) efektif pada 1 Januari 2024 Agreement (SHA) effective as of January 1,
(Catatan 40.a). 2024 (Note 40.a).
Pada tahun 2025 dan 2024, Grup menerima In 2025 and 2024, the Group received cash
dividen kas dari KCE sebesar Rp105.282 juta dividends from KCE amounting to Rp105,282
setara dengan USD6.276 dan Rp66.145 juta million equivalent to USD6,276 and Rp66,145
setara dengan USD4.336. million equivalent to USD4,336.
Lain – lain Others
Grup memiliki kepemilikan penyertaan kepada The Group has participation ownership in
PT Krakatau Osaka Steel (KOS), PT Indojapan PT Krakatau Osaka Steel (KOS),
Steel Center (IJSC), PT Krakatau Daedong PT Indojapan Steel Center (IJSC),
Machinery (KDM), PT Krakatau Blue Water PT Krakatau Daedong Machinery (KDM),
(KBW), PT Wijaya Karya Krakatau Beton PT Krakatau Blue Water (KBW), PT Wijaya
(WKKB) dan PT Krakatau Wajatama Osaka Karya Krakatau Beton (WKKB) and PT Krakatau
Steel Marketing (KWOSM) dengan persentase Wajatama Osaka Steel Marketing (KWOSM)
kepemilikan masing-masing sebesar 14,00% with ownership percentage of 14.00%, 20.00%,
20,00%, 30,00%, 33,00%, 30,00% dan 50,00%. 30.00%, 33.00%, 30.00% and 50.00%
respectively.
Final Draft/31 Maret 2026 58
Page 575
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, allowance
cadangan penurunan nilai penyertaan dibentuk for the decline in the value of investment is
atas penyertaan pada PT Krakatau Nippon provided for PT Krakatau Nippon Steel
Steel Synergy (KNSS) dan PT Krakatau Synergy (KNSS) and PT Krakatau Samator
Samator masing-masing adalah sebesar amounting to USD6,361, respectively.
USD6.361.
Manajemen Grup berkeyakinan bahwa Management of the Group believes that the
kerugian penurunan nilai atas investasi pada allowance for impairment losses on
entitas asosiasi dan ventura bersama adalah investments in associates and joint ventures is
cukup untuk menutupi penurunan potensial adequate to cover potential decline in the value
atas nilai investasi pada entitas asosiasi dan of investments in associates and joint
ventura bersama. ventures.
11. Aset Tetap 11. Fixed Assets
2025
Surplus (Defisit) Penyesuaian Perolehan Kembali
Saldo Awal/ Revaluasi/ Translasi/ Pengendalian/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Revaluation Translation Regaining Saldo Akhir/
Balance Additions Deductions Reclassification Surplus (Deficit) Adjustments Control Ending Balance
USD USD USD USD USD USD USD USD
Harga Perolehan Acquisition Costs
Kepemilikan Langsung Direct Ownership
Tanah 1,320,187 266 -- (21,743) (12,202) (16,060) -- 1,270,448 Land
Bangunan 375,844 153 -- 6,168 -- 10,571 -- 392,736 Buildings
Mesin dan Peralatan 1,208,091 2,022 (4,052) 52,889 -- (17,615) -- 1,241,335 Machinery and Equipment
Peralatan Pabrik Plant and Project
dan Proyek 16,980 34 -- (14,711) -- (1,091) -- 1,212 Equipment
Alat Pengangkutan 25,361 2,157 (1,882) 1 -- (680) -- 24,957 Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah 104,776 1,037 (37) 160 -- (420) -- 105,516 Equipment
Aset dalam Penyelesaian 463,348 23,671 (1,528) (44,507) -- (179) -- 440,805 Construction in Progress
Aset Hak-Guna Right-of-Use Assets
Tanah 702 55 (17) -- -- (18) -- 722 Land
Bangunan 6,960 15 (14,576) -- -- 15,426 -- 7,825 Buildings
Mesin dan Peralatan 305 -- -- -- -- (143) -- 162 Machinery and Equipment
Alat Pengangkutan 9,416 1,298 (1,844) -- -- (2,013) -- 6,857 Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah 293 314 (60) -- -- 1,107 -- 1,654 Equipment
Total Harga Perolehan 3,532,263 31,022 (23,996) (21,743) (12,202) (11,115) -- 3,494,229 Total Acquisition Costs
Akumulasi Penyusutan Accumulated Depreciation
Kepemilikan Langsung Direct Ownership
Bangunan (151,068) (5,346) -- (81) -- (3,521) -- (160,016) Buildings
Mesin dan Peralatan (716,758) (11,185) 4,052 (5,382) -- 6,970 -- (722,303) Machinery and Equipment
Peralatan Pabrik Plant and Project
dan Proyek (6,603) (37) -- 5,382 -- 511 -- (747) Equipment
Alat Pengangkutan (8,119) (1,548) 1,178 -- -- 542 -- (7,947) Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah (93,163) (2,109) 8 -- -- (339) -- (95,603) Equipment
Aset Hak-Guna Right-of-Use Assets
Tanah (554) (112) 12 -- -- 9 -- (645) Land
Bangunan (2,798) (1,336) 8,051 -- -- (7,468) -- (3,551) Buildings
Mesin dan Peralatan (92) (30) -- -- -- 34 -- (88) Machinery and Equipment
Alat Pengangkutan (4,639) (1,595) 1,343 -- -- 783 -- (4,108) Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah (221) (622) 60 -- -- 291 -- (492) Equipment
Total Akumulasi Total Accumulated
Penyusutan (984,015) (23,920) 14,704 (81) -- (2,188) -- (995,500) Depreciation
Akumulasi Accumulated
Penurunan Nilai (977,274) -- -- -- -- -- -- (977,274) Impairment
Total Nilai Tercatat 1,570,974 1,521,455 Total Carrying Amount
Final Draft/31 Maret 2026 59
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
Surplus Penyesuaian Perolehan Kembali
Saldo Awal/ Revaluasi/ Translasi/ Pengendalian/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Revaluation Translation Regaining Saldo Akhir/
Balance Additions Deductions Reclassification Surplus Adjustments Control Ending Balance
USD USD USD USD USD USD USD USD
Harga Perolehan Acquisition Costs
Kepemilikan Langsung Direct Ownership
Tanah 1,224,028 227 (5,926) (209) 32,344 (22,093) 91,816 1,320,187 Land
Bangunan 338,626 2,184 (2,352) 2,066 -- 18,906 16,414 375,844 Buildings
Mesin dan Peralatan 1,180,235 2,405 (6,510) 6,732 -- 7,080 18,149 1,208,091 Machinery and Equipment
Peralatan Pabrik Plant and Project
dan Proyek 9,817 933 -- 144 -- (9,614) 15,700 16,980 Equipment
Alat Pengangkutan 24,324 3,747 (824) -- -- (1,907) 21 25,361 Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah 90,779 1,597 (577) 648 -- 10,120 2,209 104,776 Equipment
Aset dalam Penyelesaian 433,511 37,952 -- (9,705) -- (39) 1,629 463,348 Construction in Progress
Aset Hak-Guna Right-of-Use Assets
Tanah 114 18 -- -- -- 118 452 702 Land
Bangunan 6,626 1,245 (280) -- -- (807) 176 6,960 Buildings and Machinery
Mesin dan Peralatan 2,572 521 (248) -- -- (2,540) -- 305 Equipment
Alat Pengangkutan 4,359 1,339 (382) -- -- 4,043 57 9,416 Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah 445 181 (799) -- -- (324) 790 293 Equipment
Total Harga Perolehan 3,315,436 52,349 (17,898) (324) 32,344 2,943 147,413 3,532,263 Total Acquisition Costs
Akumulasi Penyusutan Accumulated Depreciation
Kepemilikan Langsung Direct Ownership
Bangunan (148,711) (4,285) 2,352 104 -- 396 (924) (151,068) Buildings
Mesin dan Peralatan (691,892) (11,322) 3,216 -- -- (9,316) (7,444) (716,758) Machinery and Equipment
Peralatan Pabrik Plant and Project
dan Proyek (6,957) (124) -- -- -- 5,311 (4,833) (6,603) Equipment
Alat Pengangkutan (16,114) (1,360) 574 -- -- 8,794 (13) (8,119) Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah (79,222) (2,247) 577 -- -- (10,645) (1,626) (93,163) Equipment
Aset Hak-Guna Right-of-Use Assets
Tanah (50) (195) -- -- -- (52) (257) (554) Land
Bangunan (2,431) (365) 170 -- -- (15) (157) (2,798) Buildings
Mesin dan Peralatan (1,681) (72) 30 -- -- 1,660 (29) (92) Machinery and Equipment
Alat Pengangkutan (2,009) (1,093) 260 -- -- (1,510) (287) (4,639) Transportation Equipment
Peralatan Kantor dan Office and Housing
Rumah (166) (704) 798 -- -- (91) (58) (221) Equipment
Total Akumulasi Total Accumulated
Penyusutan (949,233) (21,767) 7,977 104 -- (5,468) (15,628) (984,015) Depreciation
Akumulasi Accumulated
Penurunan Nilai (978,272) -- 1,329 -- -- (331) -- (977,274) Impairment
Total Nilai Tercatat 1,387,931 1,570,974 Total Carrying Amount
Rincian akumulasi penurunan nilai aset tetap Details of accumulated impairment losses of
pada tanggal 31 Desember 2025 dan 2024 fixed assets as at December 31, 2025 and 2024
adalah sebagai berikut: were as follows:
2025 2024
USD USD
Pabrik Blast Furnace 467,103 467,103 Blast Furnace Plant
Pabrik Coke Oven Plant (“COP”) 289,948 289,948 Coke Oven Plant (“COP”)
Pabrik PT Meratus Jaya Iron & Steel 104,158 104,158 PT Meratus Jaya Iron & Steel Plant
Pabrik Direct Reduction (“DR”) 72,306 72,306 Direct Reduction (“DR”) Plant
Lain-lain 43,759 43,759 Others
Total 977,274 977,274 Total
Berdasarkan hasil penelaahan, manajemen Based on the review, management believe that
berkeyakinan bahwa cadangan atas penurunan the provision for impairment losses is adequate
nilai aset tetap adalah cukup untuk to cover losses as at December 31, 2025 and
menutupi kerugian yang timbul pada tanggal 2024.
31 Desember 2025 dan 2024.
Penyusutan aset tetap dialokasikan ke akun-akun Depreciation of fixed assets is allocated to the
sebagai berikut: following accounts:
2025 2024
USD USD
Beban Pokok Pendapatan 10,354 7,833 Cost of Revenue
Beban Penjualan 256 188 Selling Expenses
Beban Umum dan Administrasi General and Administrative Expenses
(Catatan 35) 13,310 13,746 (Note 35)
Total 23,920 21,767 Total
Final Draft/31 Maret 2026 60
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Grup melakukan reklasifikasi aset tetap yang The Group reclassified leased fixed assets to
disewakan ke properti investasi sebesar investment property in the amount of USD21,428
USD21.428 (Catatan 12) dan mereklasifikasi (Note 12) and reclassified as fixed assets land to
aset tetap tanah ke persediaan tanah land for development in the amount of USD315
untuk pengembangan sebesar USD315 (Note 15).
(Catatan 15).
Grup melakukan reklasifikasi bangunan aset The Group reclassified fixed assets buildings to
tetap ke properti investasi sebesar USD6.168 investment property amounting to USD6,168
(Catatan 12). (Note 12).
Pengurangan aset tetap dikarenakan adanya Deduction of fixed assets are due to write-offs for
penghapusan untuk tahun-tahun yang berakhir the years ended December 31, 2025 and 2024,
pada 31 Desember 2025 dan 2024 adalah as follows:
sebagai berikut:
2025 2024
USD USD
Pengurangan Aset Tetap Deduction of Fixed Assets
Harga Perolehan 23,996 17,898 Acquisition Cost
Akumulasi Penyusutan 14,704 7,977 Accumulated Depreciation
Total Pengurangan Aset Tetap 9,292 9,921 Total Deduction of Fixed Assets
Nilai wajar tanah ditentukan dengan The fair value of land is determined using the
menggunakan metode perbandingan harga market price comparison method. This means
pasar. Hal ini berarti penilaian yang dilakukan that the valuation carried out by the appraiser is
oleh penilai didasarkan pada harga pasar aktif, based on active market prices, which are
yang disesuaikan secara signifikan untuk adjusted significantly for differences in the
perbedaan pada sifat, lokasi dan kondisi dari nature, location and condition of the land being
tanah yang dinilai. Pada tahun 2025 dan 2024, valued. In 2025 and 2024, the assessment
penilaian dilakukan oleh penilai independen, carried out by independent appraisers, KJPP
KJPP Amin, Nirwan, Alfiantori dan Rekan tanggal Amin, Nirwan, Alfiantori and Partners with report
laporan 24 Februari 2026 dan KJPP Erick, date February 24, 2026 and KJPP Erick,
Rikamadi dan Rekan tanggal laporan 10 Februari Rikamadi and Partners with report date
2026. February 10, 2026.
Grup mencatat tanah, tanah konsesi dan The Group recorded the land, concession land
prasarana tanah, pengembangan dermaga dan and pier’s land improvement, pier improvement
peralatan handling berdasarkan model revaluasi. and handling equipment based on the
Jika diukur menggunakan model biaya, nilai revaluation model. If measured using the cost
tercatatnya akan menjadi sebesar USD56.385 model, the carrying amount would be
dan USD56.003 masing-masing pada tanggal 31 USD56,385 and USD56,003 as of December
Desember 2025 dan 2024. 31, 2025 and 2024, respectively.
Tidak ada beban pinjaman yang dikapitalisasi ke There was no borrowing cost capitalised to fixed
aset tetap pada tahun 2025 dan 2024. asset in 2025 and 2024.
Hak atas tanah seluas 10,6 Ha masih dalam The titles of land rights covering the total area of
proses pengalihan hak menjadi nama 10.6 Ha are in the process of being transferred
Perusahaan. to the Company’s name.
Rincian aset dalam penyelesaian pada tanggal Details of construction in progress as at
31 Desember 2025 dan 2024 adalah sebagai December 31, 2025 and 2024 were as follows:
berikut:
Final Draft/31 Maret 2026 61
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Pabrik Blast Furnace 417,147 417,147 Blast Furnace Plant
Lain-lain 23,658 46,201 Others
Total 440,805 463,348 Total
Aset tetap dan persediaan Grup, telah The Group’s fixed assets and inventories have
diasuransikan terhadap risiko kebakaran, Civil been insured against fire risk, Civil Engineering
Engineering Completed Risk, Motor Vehicle, dan Completed Risk, Motor Vehicle Risk, and other
risiko lainnya berdasarkan suatu paket polis risks based on a certain policy package which is
tertentu yang tergabung dalam polis asuransi included in the Group insurance policy with a
Grup dengan nilai pertanggungan adalah sebesar coverage value of USD1,554,147 and
USD1.554.147 dan USD97.022. USD97,022.
Tanah, bangunan, mesin dan peralatan pabrik Land, buildings, machinery and certain
tertentu milik Perusahaan dan entitas anak manufacturing equipment of the Company and
tertentu digunakan sebagai jaminan atas fasilitas certain subsidiaries are pledged as collateral for
pinjaman yang diperoleh dari kreditur (Catatan 18 loans obtained from creditors (Notes 18 and 25)
dan 25) dan obligasi wajib konversi (Catatan 28). and mandatory convertible bond (Note 28).
12. Properti Investasi 12. Investment Properties
2025
Penyesuaian
Saldo Awal/ Translasi/ Saldo Akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Translation Ending
Balance Additions Deductions Reclassification Adjustment Balance
USD USD USD USD USD USD
Kepemilikan Langsung Direct Ownership
Harga Perolehan Acquisition Costs
Tanah 70,426 284 -- 21,428 (7,283) 84,855 Land
Bangunan 24,724 3,365 -- (6,168) 20,490 42,411 Buildings
Aset Dalam Penyelesaian 119 39 -- -- (4) 154 Construction in Progress
Total Harga Perolehan 95,269 3,688 -- 15,260 13,203 127,420 Total Acquisition Costs
Akumulasi Penyusutan Accumulated Depreciation
Bangunan (7,968) (1,138) -- 81 201 (8,824) Buildings
Total 87,301 118,596 Total
2024
Penyesuaian
Saldo Awal/ Translasi/ Saldo Akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Translation Ending
Balance Additions Deductions Reclassification Adjustment Balance
USD USD USD USD USD USD
Kepemilikan Langsung Direct Ownership
Harga Perolehan Acquisition Costs
Tanah 71,413 297 -- 208 (1,492) 70,426 Land
Bangunan 22,579 154 -- 1,513 478 24,724 Buildings
Aset Dalam Penyelesaian 1,221 349 -- (1,397) (54) 119 Construction in Progress
Total Harga Perolehan 95,213 800 -- 324 (1,068) 95,269 Total Acquisition Costs
Akumulasi Penyusutan Accumulated Depreciation
Bangunan (6,945) (1,132) -- (104) 213 (7,968) Buildings
Total 88,268 87,301 Total
Grup melakukan reklasifikasi bangunan properti The Group reclassified investment property
investasi ke aset tetap sebesar USD6.168 buildings to fixed assets amounting to USD 6,168
(Catatan 11). (Note 11).
Beban penyusutan masing-masing sebesar Depreciation expenses amounting to USD1,138
USD1.138 dan USD1.132 untuk tahun-tahun and USD1,132 for the years ended December
yang berakhir pada tanggal 31 Desember 2025 31, 2025 and 2024, respectively, were recorded
dan 2024 dicatat sebagai beban pokok in cost of revenue.
pendapatan.
Final Draft/31 Maret 2026 62
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pendapatan properti investasi untuk tahun- Revenue from investment properties for the
tahun yang berakhir pada tanggal years ended December 31, 2025 and 2024
31 Desember 2025 dan 2024 masing-masing amounted to USD11,210 and USD10,613,
sebesar USD11.210 dan USD10.613. respectively.
Pada tanggal 31 Desember 2025, nilai wajar atas On December 31, 2025, the fair value of
properti investasi tanah dan bangunan adalah investment property land and buildings was
sebesar Rp4.365.252 juta (setara dengan Rp4,365,252 million (equivalent to USD261,080),
USD261.080), didasarkan pada nilai pasar pada based on the market value in the area.
kawasan tersebut.
Penilaian nilai wajar properti investasi dilakukan The fair value valuation of property investment
oleh KJPP dengan rincian sebagai berikut: were carried out by KJPP with details as follows:
Entitas/ Nama KJPP/ Nomor Laporan/ Tanggal Laporan/
Entity KJPP Name Report Number Report Date
Perusahaan/ KJPP Amin, Nirwan, Alfiantori dan Rekan 00221/2.0044-00/PI/05/0540/1/II/2026 24 Februari/February 2026
the Company
KSI KJPP Amin, Nirwan, Alfiantori dan Rekan 00223/2.0044-00/PI/04/0540/1/II/2026 24 Februari/February 2026
KSI KJPP Amin, Nirwan, Alfiantori dan Rekan 00222/2.0044-00/PI/04/0540/1/II/2026 24 Februari/February 2026
KSP KJPP Amin, Nirwan, Alfiantori dan Rekan 00224/2.0044-00/PI/04/0540/1/II/2026 24 Februari/February 2026
KSP KJPP Edi Andesta dan Rekan 00216/2.0053-00/PI/05/0095/1/IX/2025 16 September 2025
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
properti investasi diasuransikan terhadap risiko investment properties are covered by insurance
kebakaran dan risiko lainnya berdasarkan suatu against losses from fire and other risks under
paket polis tertentu yang digabung dengan aset certain insurance policies combined with those of
tetap (Catatan 11). Manajemen berpendapat fixed assets (Note 11). Management is of the
bahwa nilai pertanggungan tersebut memadai opinion that the insurance amount is adequate to
untuk menutup kemungkinan kerugian yang cover possible losses that may arise from the
dapat timbul dari risiko yang dipertanggungkan. insured risks.
Berdasarkan penilaian manajemen Grup, tidak Based on the assessment of the Group, there
ada kejadian-kejadian atau perubahan- are no events or changes in circumstances that
perubahan keadaan yang mengindikasikan indicate any impairment in the value of
adanya penurunan nilai properti investasi pada investment properties as at December 31, 2025
tanggal 31 Desember 2025 dan 2024. and 2024.
13. Aset Takberwujud 13. Intangible Assets
2025 2024
USD USD
Goodwill 38,412 38,412 Goodwill
Sistem Informasi Manajemen, Bersih 1,498 1,325 Management Information System, Net
Lain-lain 4 528 Others
Total 39,914 40,265 Total
Grup melakukan pengujian penurunan nilai The Group performs impairment testing of
Goodwill per tahun atau lebih sering jika terdapat Goodwill on an annual basis or more frequently if
kejadian atau perubahan dalam keadaan yang events or changes in circumstances indicate that
mengindikasikan bahwa nilai tercatat mungkin the carrying value may be impaired, This
menurun, Hal ini mensyaratkan suatu estimasi requires an estimation of the value-in- use of the
nilai yang digunakan pada unit penghasil kas cash-generating unit to which the Goodwill is
yang mana Goodwill dialokasikan, Nilai yang allocated, Value-in-use is determined by making
Final Draft/31 Maret 2026 63
Page 580
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
digunakan ditentukan dengan membuat suatu an estimate of the expected future cash flows
estimasi atas ekspektasi arus kas masa from the cash-generating unit and applies a
mendatang dari unit penghasil kas dan discount rate to calculate the present value of
penerapan tingkat diskonto untuk menghitung these cash flows.
nilai kini atas arus kas tersebut.
Goodwill diperoleh melalui kombinasi bisnis yang Goodwill acquired through business combination
telah dialokasikan ke salah satu unit penghasil has been allocated to one cash-generating unit
kas, yang juga kegiatan entitas, yang diperoleh which is also the operating entity acquired
melalui kombinasi bisnis dan yang terkait dengan through business combination and to which the
Goodwill, Jumlah terpulihkan Goodwill telah Goodwill relates, The recoverable amount of
ditentukan berdasarkan nilai yang digunakan Goodwill has been determined based on value-
yang dihitung menggunakan proyeksi arus kas. in-use calculation using cash flow projections.
Pada tanggal 31 Desember 2025 dan 2024, nilai As of December 31, 2025 and 2024, the carrying
tercatat Goodwill dialokasikan ke unit penghasil amount of Goodwill is allocated to the cash
kas sebagai berikut: generating units as follows:
2025 dan/and 2024
Entitas Pengakuisisi/ Entitas yang Diakuisisi/ Goodwill
Acquirer Entity Acquired Entity USD
Entitas Anak/ Subsidiaries
PT Krakatau Sarana Infrastruktur PT Krakatau Tirta Industri 38,029
PT Krakatau Bandar Samudera PT Krakatau Samudera Solusi 118
PT Krakatau
PT Krakatau Bandar
Bandar Samudera
Samudera PT
PT Krakatau
Krakatau Jasa Samudera
Samudera Solusi 265
Total 38,412
14. Piutang Jangka Panjang 14. Long-Term Receivables
2025 2024
USD USD
Pihak Ketiga 18,003 21,633 Third Parties
Cadangan Kerugian Penurunan Nilai (58) (58) Allowance for Impairment Losses
Pihak Ketiga, Bersih 17,945 21,575 Third Parties, Net
Pihak Berelasi (Catatan 41) 2,626 1,998 Related Parties (Note 41)
Cadangan Kerugian Penurunan Nilai (2,626) (1,998) Allowance for Impairment Losses
Pihak Berelasi, Bersih -- -- Related Parties, Net
Total 17,945 21,575 Total
Perubahan cadangan kerugian penurunan nilai Changes in the allowance for impairment losses
adalah sebagai berikut: are as follows:
2025 2024
USD USD
Saldo Awal 2,056 2,151 Beginning Balance
Penambahan 695 -- Additions
Perubahan Selisih Kurs (67) (95) Translation Adjustment
Saldo Akhir 2,684 2,056 Ending Balance
Manajemen Grup berpendapat bahwa cadangan The Group's management is of the opinion that
atas kerugian kredit ekspektasian atas nilai the reserve for expected credit losses on the
piutang jangka panjang adalah cukup untuk value of long-term receivables is sufficient to
menutupi kemungkinan kerugian atas tidak cover possible losses from uncollectible long-
tertagihnya piutang jangka panjang. term receivables.
Final Draft/31 Maret 2026 64
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
15. Aset Real Estat 15. Real Estate Assets
Rincian aset real estat yang dimiliki Grup Details of real estate assets owned by the Group
berdasarkan lokasi adalah sebagai berikut: based on locations are as follows:
2025 2024
USD USD
Tanah Untuk Pengembangan Land for Development
KIK III - Kosambironyok 18,758 18,268 KIK III - Kosambironyok
KIK III - Grogol Indah 7,630 7,875 KIK III - Grogol Indah
Kavling Bendungan 301 312 Kavling Bendungan
Total 26,689 26,455 Total
Total tanah untuk pengembangan yang dimiliki Total land held for development by the Group as
oleh Grup pada 31 Desember 2025 dan 2024 of December 31, 2025, and 2024 respectively
masing-masing adalah seluas 2.551.664 m2 dan amounted to 2,551,664 sqm and 2,533,743 sqm.
2.533.743 m2.
16. Aset Keuangan yang Diukur pada Nilai Wajar 16. Financial Assets at Fair Value through Other
melalui Penghasilan Komprehensif Lain Comprehensive Income
Aset keuangan pada nilai wajar melalui Financial assets at FVTOCI comprise equity
penghasilan komprehensif lain terdiri dari instruments which are not held for trading, and
instrumen ekuitas yang tidak dimiliki untuk for which the group has made an irrevocable
diperdagangkan, dan dimana Grup telah election at initial recognition to recognise
melakukan pemilihan yang tidak dapat dibatalkan changes in FVTOCI rather than through profit or
pada pengakuan awal untuk mengakui loss as these are strategic investments and the
perubahan nilai wajar melalui penghasilan Group considered this accounting policy to be
komprehensif lain daripada melalui laba atau rugi more relevant. These financial assets consist of
karena investasi ini adalah investasi strategis dan the following:
Grup menganggap kebijakan akuntansi ini lebih
relevan. Aset keuangan ini terdiri dari:
Persentase
Kepemilikan/
Percentage 2025 2024
of Ownership USD USD
PT Pertamina Bina Medika IHC 1.80% 7,179 7,166 PT Pertamina Bina Medika IHC
PT Krakatau Medika 19.72% 2,546 2,799 PT Krakatau Medika
PT Marga Mandala Sakti 0.47% 1,520 1,754 PT Marga Mandala Sakti
PT Sankyu Indonesia International 0.33% 85 837 PT Sankyu Indonesia International
PT Seamless Pipe Indonesia Jaya 1.05% 722 698 PT Seamless Pipe Indonesia Jaya
Total 12,052 13,254 Total
Mutasi nilai wajar aset keuangan yang diukur The movement in the Group’s fair value of
pada nilai wajar melalui penghasilan financial assets at FVTOCI during the year was
komprehensif lain selama tahun berjalan adalah as follows:
sebagai berikut:
Final Draft/31 Maret 2026 65
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Saldo Awal 13,254 11,271 Beginning Balance
Perubahan Nilai Wajar 10 (699) Changes in Fair Value
Perubahan Nilai Wajar Changes in Fair
Yang Terealisasi (1,310) -- Value Realized
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak/ (Divestasi) -- 2,967 Subsidiary/ (Divestment)
Penyesuaian 575 -- Adjustment
Perubahan Selisih Kurs (477) (285) Foreign Exchange Difference
Saldo Akhir 12,052 13,254 Ending Balance
Pengukuran nilai wajar dari aset keuangan yang The fair value measurement of financial assets
diukur pada nilai wajar melalui penghasilan measured at fair value through other
komprehensif lain tanggal 31 Desember 2025 comprehensive income as of December 31, 2025
dilakukan oleh KJPP sebagai berikut: is carried out by KJPP as follows:
Pihak yang
Diinvestasikan/ Nama KJPP/ Nomor Laporan/ Tanggal Laporan/
Investee KJPP Name Report Number Report Date
PBM-IHC KJPP Suwendho Rinaldy dan Rekan 00119/2.0059-02/BS/10/0242/1/II/2026 19 Februari/February 2026
MMS KJPP Edi Andesta dan Rekan 00116/2.0053-00/BS/04/0095/1/II/2026 25 Februari/February 2026
SPIJ KJPP Edi Andesta dan Rekan 00098/2.0053-00/BS/04/0095/1/II/2026 24 Februari/February 2026
SII KJPP Edi Andesta dan Rekan 00234/2.0053-00/BS/05/0095/1/X/2025 08 Oktober/October 2025
KM KJPP Benedictus Darmapuspita 00043/2.0103-00/BS/04/0121/1/II/2026 10 Februari/February 2026
dan Rekan
PT Pertamina Bina Medika IHC (“PBM-IHC”) PT Pertamina Bina Medika IHC (“PBM-IHC”)
Pengukuran nilai wajar dari investasi pada PBM The fair value measurement of the investment in
IHC menggunakan pendekatan pasar untuk PBM IHC uses a market approach to assess the
menilai nilai wajar penyertaan saham. Nilai wajar fair value of the equity participation. The fair
tersebut didapatkan dengan membandingkan value is determined by comparing it with publicly
perusahaan-perusahaan yang tercatat di bursa listed companies operating in the same industry
efek yang bergerak di bidang industri dan usaha and line of business, and is therefore categorized
yang sama, sehingga dikategorikan sebagai as Level 2 in the fair value hierarchy.
Tingkat 2 di hierarki nilai wajar.
Grup menerima pembayaran dividen dari PBM- The Group received dividend payment
IHC sebesar USD21 pada tanggal 5 Desember from PBM-IHC amounting to USD21 on
2024. December 5, 2024.
PT Marga Manda Sakti ("MMS") PT Marga Manda Sakti ("MMS")
Pengukuran nilai wajar dari investasi pada MMS The fair value measurement of the investment in
pada tanggal 31 Desember 2025, dilakukan oleh MMS as of December 31, 2025, was conducted
KJPP Edi Andesta & Rekan. KJPP menggunakan by KJPP Edi Andesta & Rekan. KJPP used the
pendekatan pendapatan dengan metode DCF income approach with the DCF (Discounted
(Discounted Cash Flow). Cash Flow) method.
Perusahaan menerima pembayaran dividen dari The Company received dividend payment
MMS sebesar USD221 pada tanggal from MMS amounting to USD221 on April 29,
29 April 2025. 2025.
PT Seamless Pipe Indonesia Jaya (“SPIJ”) PT Seamless Pipe Indonesia Jaya (“SPIJ”)
Pengukuran nilai wajar dari investasi pada SPIJ The fair value measurement of the investment in
pada tanggal 31 Desember 2025, dilakukan oleh SPIJ as of December 31, 2025, was conducted
KJPP Edi Andesta & Rekan. KJPP menggunakan by KJPP Edi Andesta & Rekan. KJPP used the
pendekatan pasar dengan membandingkan market approach by comparing companies listed
perusahaan- perusahaan yang tercatat di bursa on the stock exchange that operate in the same
efek yang bergerak dibidang industri dan usaha industry and line of business.
yang sama.
Final Draft/31 Maret 2026 66
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
PT Sankyu Indonesia International (“SII”) PT Sankyu Indonesia International (“SII”)
Pengukuran nilai wajar dari investasi pada SII The fair value measurement of the investment in
pada tanggal 31 Desember 2025, dilakukan oleh SII as of December 31, 2025 was conducted by
KJPP Edi Andesta & Rekan pada tanggal 8 KJPP Edi Andesta & Rekan on October 8, 2025.
Oktober 2025. Grup menggunakan pendekatan The Group used income approach to assess the
pendapatan untuk menilai nilai wajar penyertaan fair value of investment in shares. The fair value
saham. Nilai wajar tersebut menggunakan calculation used the discounted cash flows
metode diskonto arus kas dari input yang tidak method from unobservable input, hence
dapat diobservasi, sehingga dikategorikan categorized as Level 3 of the fair value hierarchy.
sebagai Tingkat 3 di hierarki nilai wajar.
Input yang paling signifikan dalam pendekatan The most significant input in this valuation
penilaian ini adalah tingkat diskonto sebesar approach is the discount rate of 9.80% (2024:
9,80% (2024: 9,79%). 9.79%).
Berdasarkan akta jual beli No. 2 tanggal Based on the sale and purchase deed No. 2
14 Desember 2025 oleh Notaris Indrajati dated December 14, 2025, by Notary Indrajati
Tandjung, SH, KJI menjual 90 lembar saham Tandjung, SH, KJI sold 90 of its shares
(equivalent 5,92%) kepemilikannya kepada (equivalent 5,92%) to the Consumer Cooperative
Koperasi Konsumen PT Sankyu Indonesia of PT Sankyu Indonesia International.
International.
PT Krakatau Medika (“KM”) PT Krakatau Medika (“KM”)
Pengukuran nilai wajar dari investasi pada KM The fair value measurement of the investment in
pada tanggal 31 Desember 2025 menggunakan KM as of December 31, 2025 used income
pendekatan pendapatan untuk menilai nilai wajar approach to assess the fair value of investment
penyertaan saham. Nilai wajar tersebut in shares. The fair value calculation used the
menggunakan metode diskonto arus kas dari discounted cash flows method from
input yang tidak dapat diobservasi, sehingga unobservable input, hence categorized as Level
dikategorikan sebagai Tingkat 3 di hierarki nilai 3 of the fair value hierarchy.
wajar.
Input yang paling signifikan dalam pendekatan The most significant input in this valuation
penilaian ini adalah tingkat diskonto sebesar approach is the discount rate of 12.25% (2024:
12,25% (2024: 12,43%). 12.43%).
17. Aset Tidak Lancar Lain-lain 17. Other Non-Current Assets
2025 2024
USD USD
Uang Jaminan 2,383 6,412 Guarantee Deposits
Lain-lain 9,371 7,616 Others
Total 11,754 14,028 Total
Aset tidak lancar lain-lain perseroan mayoritas The company's other non-current assets mostly
terdiri atas uang jaminan untuk gas, air, listrik dan consist of security deposits for gas, water,
jaminan bank. electricity and bank guarantees.
Final Draft/31 Maret 2026 67
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
18. Pinjaman Jangka Pendek 18. Short-Term Loans
2025 2024
USD USD
Perusahaan The Company
Entitas Berelasi dengan Pemerintah Government-Related Entities
PT Danantara Asset Management (Persero) PT Danantara Asset Management (Persero)
Pinjaman Pemegang Saham Shareholder Loan
(Rp1.116 Miliar pada Tahun 2025 dan (Rp1,116 Billion in 2025 and
Nihil pada Tahun 2024 ) 66,728 -- Nil in 2024)
PT Bank Mandiri (Persero)Tbk PT Bank Mandiri (Persero)Tbk
L/C L/C
(Nihil pada Tahun 2025 dan Rp30.440 Juta (Nil in 2025 and Rp30,440 Million
pada Tahun 2024) -- 1,884 in 2024
Entitas Anak Subsidiaries
KBI KBI
Entitas Berelasi dengan Pemerintah Government-Related Entity
PT Bank Mandiri (Persero) Tbk PT Bank Mandiri (Persero) Tbk
Anjak Piutang dengan Recourse Bill Discounted with Recourse
(Rp7.777 Juta pada Tahun 2025 dan (Rp7,777 Million in 2025 and
Rp13.253 Juta pada Tahun 2024 465 820 Rp13,253 Million in 2024)
Pihak Ketiga Third Parties
PT Bank CIMB Niaga PT Bank CIMB Niaga
Anjak Piutang dengan Recourse Bill Discounted with Recourse
(Nihil pada Tahun 2025 dan (Nil in 2025 and
Rp11.937 pada Tahun 2024) -- 739 Rp11,937 Million in 2024)
PT Bank Central Asia Tbk PT Bank Central Asia Tbk
Anjak Piutang dengan Recourse Bill Discounted with Recourse
(Rp3.796 Juta pada Tahun 2025 dan (Rp3.796 Million in 2025 and
Rp10.473 pada Tahun 2024) 227 648 Rp10,473 Million in 2024
KSI dan Entitas Anak KSI and Subsidiaries
PT Krakatau Jasa Industri PT Krakatau Jasa Industri
Entitas Berelasi dengan Pemerintah Government-Related Entity
PT Bank Negara Indonesia (Persero) Tbk PT Bank Negara Indonesia (Persero) Tbk
Kredit Modal Kerja dalam Rupiah Working Capital Loan in Rupiah
(Nihil pada Tahun 2025 dan (Nil in 2025 and
Rp7.500 Juta pada Tahun 2024) -- 465 Rp7,500 Million in 2024)
Pihak Ketiga Third Parties
PT Bank Pan Indonesia Tbk PT Bank Pan Indonesia Tbk
Kredit Modal Kerja dalam Rupiah Working Capital Loan in Rupiah
(Rp5.000 Juta pada Tahun 2025 dan (Rp5,000 Million in 2025 and
Rp6.000 Juta pada Tahun 2024) 299 371 Rp6,000 Million in 2024)
KBS dan Entitas Anak KBK and Subsidiary
Entitas Berelasi dengan Pemerintah Government-Related Entity
PT Sarana Multi Infrastruktur (Persero) PT Sarana Multi Infrastruktur (Persero)
Kredit Modal Kerja dalam Rupiah Working Capital Loan in Rupiah
(Rp50.00 Juta pada Tahun 2025 dan 2,990 4,332 (Rp50,000 Million in 2025 and
Rp70.000 Juta pada Tahun 2024 Rp70,000 Million in 2024)
Pihak Ketiga Third Parties
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk Jawa Barat dan Banten Tbk
Kredit Modal Kerja dalam Rupiah Working Capital Loan in Rupiah
(Rp68.442 Juta pada Tahun 2025) (Rp68,442 Million in 2025)
Rp24.900 Juta pada Tahun 2024) 4,093 1,021 Rp24,900 Million in 2024)
KJL
PT Bank Jabar Banten Syariah PT Bank Jabar Banten Syariah
Kredit Modal Kerja dalam Rupiah Cash Collateral Loan in Rupiah
(Nihil pada Tahun 2025 dan (Nil in 2025 and
Rp3.764 Juta pada Tahun 2024) -- 920 Rp3,764 Million in 2024)
PT Bank KB Bukopin Tbk PT Bank KB Bukopin Tbk
Kredit Modal Kerja dalam Rupiah Working Capital Loan in Rupiah
(Nihil pada Tahun 2025 dan (Nil in 2025 and)
Rp1.625 Juta pada Tahun 2024) -- 101 Rp1,625 Million in 2024)
Final Draft/31 Maret 2026 68
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
KIT KIT
Entitas Berelasi dengan Pemerintah Government-Related Entity
PT Bank Syariah Indonesia (Persero) PT Bank Syariah Indonesia (Persero)
Kredit Modal Kerja dalam Rupiah Working Capital Loan in Rupiah
(Nihil pada Tahun 2025 dan (Nil in 2025 and)
Rp3.879 Juta pada Tahun 2024) -- 240 Rp3,879 Million in 2024)
KNI KNI
Pihak Ketiga Third Parties
PT Bank Jabar Banten Syariah PT Bank Jabar Banten Syariah
Kredit Cash Collateral dalam Rupiah Cash Collateral Loan in Rupiah
(Rp80.000 Juta pada tahun 2025 (Rp80,000 Million in 2025
Rp90.000 Juta pada tahun 2024 5,064 5,570 Rp90,000 Million in 2024)
KPDP KPDP
Pihak Ketiga Third Parties
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk Jawa Barat dan Banten Tbk
Kredit Modal Kerja dalam Rupiah Working Capital Loan in Rupiah
(Rp5.500 Juta pada Tahun 2025 dan (Rp5,500 Million in 2025 and
Rp5.000 Juta pada Tahun 2024) 329 309 Rp5,000 Million in 2024)
Total 80,195 17,420 Total
Perusahaan The Company
Pada 19 Desember 2025, Perusahaan telah On December 19, 2025, the Company signed a
menandatangani Perjanjian Pinjaman Pemegang Shareholder Loan Agreement (“PPS”)
Saham (“PPS”) No. 18/DU-KS/KONTR/2025 No. 18/DU-KS/KONTR/2025 with PT Danantara
dengan PT Danantara Asset Mangement Asset Management (Persero). This loan consists
(Persero). Pinjaman ini terdiri dari dua fasilitas, of two facilities: (1) A revolving working capital
yaitu: (1) Fasilitas pinjaman kredit modal kerja loan facility (PPS-1) of up to Rp4,182,250 Million
revolving untuk pembelian slab maupun hot rolled that matures on December 19, 2030, and (2) a
coil (PPS-1) sebesar maksimal Rp4.182.250 Juta term loan facility for the payment of the Golden
yang jatuh tempo pada 19 Desember 2030 serta Handshake program and Lump Sum Window
(2) Fasilitas pinjaman berjangka untuk (PPS-2) of up to Rp752,805 Million that matures
pembayaran program Golden Handshake serta on December 19, 2031. This loan bears a fixed
Lump Sum Window (PPS-2) sebesar maksimal interest rate of 8% per annum.
Rp752.805 Juta yang jatuh tempo pada
19 Desember 2031. Pinjaman ini dikenakan
bunga tetap sebesar sebesar 8% per tahun.
Pinjaman ini dijamin dengan jaminan fidusia atas Loans are secured by a fiduciary pledge on
persediaan, piutang, gadai rekening dan hak inventory, accounts receivable, pledged
tanggungan. accounts, and mortgage rights.
Pada tanggal 31 Desember 2025, Perusahaan As of December 31, 2025, the Company had a
memiliki saldo terutang atas pencairan pertama outstanding balance from the first drawdown of
PPS-1 yang dicatat sebagai pinjaman jangka the PPS-1 facility which is recorded as a
pendek sebesar Rp1.116 Miliar setara dengan short-term loan amounting to Rp1,116 Billion
USD66.728 dan PPS-2 yang dicatat sebagai equivalent to USD66,728 and PPS-2, recorded
pinjaman jangka panjang sebesar Rp91.421 as long-term loans in the amount of Rp91,421
miliar setara dengan USD5.468 (Catatan 25). billion, equivalent to USD5,468 (Note 25).
Final Draft/31 Maret 2026 69
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Entitas Anak Subsidiaries
Rincian pinjaman entitas anak pada tanggal The details loan of the subsidiaries as at
31 Desember 2025 dan 2024 adalah sebagai December 31, 2025 and 2024 are as follows:
berikut:
Fasilitas Total Pinjaman/
Maksimum/ Outstanding Balance Suku Bunga
Maximum Facility Dalam Ribuan Dolar AS per Tahun/
Kreditur dan Jenis Pinjaman/ (Nilai Penuh Rupiah/ (in Thousand US Dollars) Jatuh Tempo Fasilitas/ Interest Rate
Creditor and Type of Loan in Full Amount Rupiah) 2025 2024 Maturity of Facility per Annum
Entitas Anak/Subsidiaries
KBI
PT Bank Central Asia Tbk
Anjak Piutang dengan Recourse 3,795,694,950 227 648 17 Januari/January 2026 4.70%
PT Bank Mandiri (Persero) Tbk
Anjak Piutang dengan Recourse 7,777,424,235 465 820 29 Januari/January 2026 5,8%
PT Bank CIMB Niaga Tbk
Anjak Piutang dengan Recourse 11,937,389,409 -- 739 15 Januari/January 2025 6,50%
KSI dan Entitas Anak/and Subsidiaries
PT Bank Negara Indonesia (Persero) Tbk
Kredit Modal Kerja/Working Capital Loan - KJI 7,500,000,000 -- 464 26 September/September 2025 10.00%
PT Bank Pan Indonesia Tbk
Kredit Modal Kerja/Working Capital Loan - KJI 6,000,000,000 299 371 3 Agustus/August 2026 8.50%
PT Sarana Multi Infrastruktur (Persero)
Kredit Modal Kerja/Working Capital Loan - KBS 50,000,000,000 2,990 4,332 10 Agustus/August 2026 8.50%
PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk
Kredit Modal Kerja/Working Capital Loan - KSS 68,441,941,623 4,093 1,021 17 Oktober/ October 2026 0,8% dari suku
bunga agunan
deposit/of the deposit
interest rate
PT Bank Jabar Banten Syariah
Kredit Modal Kerja/Working Capital Loan - KJL 7,500,000,000 -- 920 27 Maret/March 2025 12.00%
PT Bank KB Bukopin Tbk
Kredit Modal Kerja/Working Capital Loan - KJL 20,000,000,000 -- 101 23 November/November 2025 9.5%
PT Bank Syariah Indonesia Tbk
Kredit Modal Kerja/Working Capital Loan - KIT 6,650,000,000 -- 240 10 Juli/July 2025 2.50%
KBK dan Entitas Anak/and Subsidiaries
PT Bank Jabar Banten Syariah
Kredit Cash Collateral dalam Rupiah - KNI 80,000,000,000 5,064 5,570 30 Juni/June 2027 9.25%
PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk
Kredit Modal Kerja/Working Capital Loan - KPDP 5,500,000,000 329 310 13 Februari/February 2027 4,5%
Pinjaman PT Krakatau Baja Industri pada BCA, The loans of PT Krakatau Baja Industri from
Bank Mandiri, dan CIMB Niaga masing-masing BCA, Bank Mandiri, and CIMB Niaga were fully
telah dilunasi pada 17 Januari 2026, 29 Januari settled on January 17, 2025, January 29, 2025,
2026, dan 31 Januari 2025. and January 13, 2025, respectively.
Jaminan Pinjaman Loan Collateral
PT Krakatau Bandar Samudera (“KBS”) PT Krakatau Bandar Samudera (“KBS”)
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
Jaminan dari perjanjian bank ini adalah jaminan Collateral from this bank agreement are fiduciary
fidusia atas piutang usaha KBS dengan nilai guarantee for KBS's trade receivables amounting
Rp46.759 juta, tanah yang terletak di kelurahan to Rp46,759 million, land located in Tegal Ratu
Tegal Ratu, Cilegon dengan sertifikat HGB district, Cilegon with HGB No. 471 covering an
No. 471 seluas 72.068 m2 dan sertifikat HGB No. area of 72,068 sqm and HGB No. 469 covering
469 seluas 96.638 m2, bangunan Dermaga 7.1 an area of 96,638 sqm, Pier 7.1 and 7.2, crane,
dan 7.2, crane, ship unloader, dan peralatan ship unloader and other port equipment which
pelabuhan lainnya yang diikat secara fidusia are tied in a fiduciary (Notes 6 and 11).
(Catatan 6 dan 11).
PT Krakatau Jasa Logistik (“KJL”) PT Krakatau Jasa Logistik (“KJL”)
PT Bank Pembangunan Daerah Jawa Barat dan PT Bank Pembangunan Daerah Jawa Barat dan
Banten Tbk (“BJB”) Banten Tbk (“BJB”)
Jaminan dari perjanjian bank ini adalah bilyet Collateral from this bank agreement is time
deposito atas nama KBS sebesar Rp55.700 juta deposit amounting to Rp55,700 million in the
pada BJB (Catatan 5). name of KBS at BJB (Note 5).
Final Draft/31 Maret 2026 70
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pada tahun 2025 KJL telah melunasi seluruh In 2025, KJL repaid all short-term loans from PT
fasilitas pinjaman jangka pendek dari PT Bank Bank KB Bukopin Tbk and PT Bank Jabar
KB Bukopin Tbk dan PT Bank Jabar Banten Banten Syariah. Following the repayment, all
Syariah, sehubungan dengan pelunasan collateral previously pledged to the banks was
tersebut. Seluruh jaminan yang sebelumnya released.
diagunkan kepada bank telah dilepaskan.
PT Krakatau Samudera Solusi (“KSS”) PT Krakatau Samudera Solusi (“KSS”)
PT Bank Pembangunan Daerah Jawa Barat dan PT Bank Pembangunan Daerah Jawa Barat dan
Banten Tbk (“BJB”) Banten Tbk (“BJB”)
Jaminan dari perjanjian bank BJB adalah bilyet The collateral of the BJB bank agreement is a
deposito atas nama KBS sebesar Rp16.500 juta bilyet deposit in the name of KBS amounting to
pada BJB (Catatan 5). Rp16,500 million with BJB (Note 5).
PT Krakatau Jasa Industri (“KJI”) PT Krakatau Jasa Industri (“KJI”)
PT Bank Negara Indonesia (Persero) Tbk PT Bank Negara Indonesia (Persero) Tbk
Jaminan dari perjanjian bank ini adalah beberapa Collateral from this bank agreement are several
bangunan dan tanah dengan sertifikat HGB No. buildings and lands with HGB No. 193 and 194
193 dan 194 milik KJI seluas 77 m2 dan 75 m2 by KJI covering an area of 77 sqm and 75 sqm
(Catatan 11 dan 12). (Notes 11 and 12).
PT Bank Pan Indonesia Tbk PT Bank Pan Indonesia Tbk
Jaminan dari perjanjian bank ini adalah tanah dan Collateral from this bank agreement are lands
bangunan di area Cilegon milik KJI dengan total and buildings in Cilegon owned by KJI with a
area lahan seluas 2.550 m2 dan bangunan total land area of 2,550 sqm and building area of
seluas 1.106 m2 (Catatan 11). 1,106 sqm (Note 11).
PT Krakatau Information Technology (“KIT”) PT Krakatau Information Technology (“KIT”)
PT Bank Syariah Indonesia Tbk PT Bank Syariah Indonesia Tbk
Jaminan dari perjanjian bank BSI adalah bilyet The collateral of the BSI bank agreement is a
deposito atas nama KIT sebesar Rp7.000 juta certificate of deposit in the name of KIT
pada BSI (Catatan 5). amounting to Rp7,000 million with BSI (Note 5).
PT Krakatau Niaga Indonesia (“KNI”) PT Krakatau Niaga Indonesia (“KNI”)
PT Bank Jabar Banten Syariah (“BJBS”) PT Bank Jabar Banten Syariah (“BJBS”)
Jaminan dari perjanjian bank BJBS adalah tanah The collateral of BJBS bank agreement is land
dan bangunan yang berupa SHGB No. 2942, and building in the form of SHGB No. 2942,
SHGB No. 2924, dan SHGB No. 2199 milik KNI SHGB No. 2924, and SHGB No. 2199 owned by
yang berlokasi di Telaga Asih village, Cikarang KNI located in Telaga Asih village, West
Barat dengan luas 11.481 m2 dan Jl. Majapahit Cikarang with an area of 11,481 sqm and Jl.
Golden Centrum No. 26AB, Petojo Selatan, Majapahit Golden Centrum No. 26AB, Petojo
Gambir, Jakarta Pusat dengan luas 63 m2 Selatan, Gambir, Central Jakarta with an area of
(Catatan 11). 63 sqm (Note 11).
PT Krakatau Perbengkelan dan Perawatan PT Krakatau Perbengkelan dan Perawatan
(“KPDP”) (“KPDP”)
PT Bank Pembangunan Daerah Jawa Barat dan PT Bank Pembangunan Daerah Jawa Barat dan
Banten Tbk (“BJB”) Banten Tbk (“BJB”)
Jaminan dari Deposito PT. Krakatau Bandar Collateral from PT. Krakatau Bandar Samudra
Samudra dengan nomor perjanjian kredit Deposit with credit agreement number 0172/CIL-
0172/CIL-OKR/2025 yang jatuh tempo tanggal 04 OKR/2025 which matures on March 4, 2026 and
Maret 2026 dan masih menunggu persetujuan PT pending approval from PT Krakatau Steel
Krakatau Steel (Persero) Tbk (Catatan 11). (Persero) Tbk (Note 11).
Final Draft/31 Maret 2026 71
Page 588
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pembatasan Covenant
PT Krakatau Jasa Industri (“KJI”) PT Krakatau Jasa Industri (“KJI”)
PT Bank Pan Indonesia Tbk PT Bank Pan Indonesia Tbk
Perjanjian kredit ini mencakup pembatasan The credit agreement include certain restrictions
pembatasan dengan rincian sebagai berikut: and covenants as follows:
a. Perjanjian kredit dan pengikatan agunan a. Credit agreements and collateral binding are
dilakukan secara notariel. carried out by notary.
b. Debitur wajib memelihara saldo direkening b. Debtors are required to maintain a balance in
giro/tabungan minimal Rp1. their checking/savings account of at least
Rp1.
19. Liabilitas Sewa 19. Lease Liabilities
Grup menandatangani beberapa perjanjian sewa The Group entered into several lease
yang berkaitan dengan sewa tanah, bangunan, agreements related to the rental of land,
mesin dan peralatan, peralatan pabrik dan buildings, machinery and equipment, plant and
proyek, alat pengangkutan, dan peralatan kantor. project equipment, transportation equipment, and
Perjanjian sewa biasanya memiliki periode tetap office equipment. Rental agreements are
berkisar dari 1,5 sampai dengan 9 tahun. typically made for fixed periods ranging from 1.5
Ketentuan sewa dinegosiasikan secara individu to 9 years. Lease terms are negotiated on an
dan mengandung syarat dan ketentuan yang individual basis and contain a wide range of
berbeda. different terms and conditions.
2025 2024
USD USD
Kurang dari 1 tahun 3,639 4,391 Less than 1 Year
Lebih dari 1 tahun 2,829 3,835 Over 1 Year
Total 6,468 8,226 Total
Dikurangi Bagian Bunga (1,794) (2,077) Less Interest
Nilai Kini Pembayaran Sewa Minimum 4,674 6,149 Present Value of Minimum Lease Payment
Dikurangi Bagian Jatuh Tempo Satu Tahun (1,967) (3,115) Less Current Portion
Bagian Jangka Panjang 2,707 3,034 Long Term Portion
Ringkasan komponen perubahan liabilitas yang Summarizes the component of changes in the
timbul dari sewa: liabilities arising from leases:
2025 2024
USD USD
Saldo Awal 6,149 2,101 Beginning Balance
Arus Kas (5,495) (2,656) Cash Flow
Perubahan Non Kas Non-cash Movement
Penambahan 1,682 1,984 Additions
Dampak Pengakhiran Kontrak Impact of Premature
Sebelum Waktunya (55) (536) Termination of the Contract
Bunga 165 856 Interest
Perubahan Selisih Kurs (207) (685) Effect of Foreign Exchange
Lain-lain 2,435 5,085 Others
Total 4,674 6,149 Total
Grup juga memiliki sewa tertentu untuk mesin The Group also has certain leases of machinery
dan peralatan, alat pengangkutan, dan peralatan and equipment, transportation equipment, and
kantor dengan jangka waktu sewa 12 bulan atau office equipment with lease terms of 12 months
kurang dan sewa peralatan kantor dengan nilai or less and leases of office equipment with low
yang rendah. Grup menerapkan pengecualian values. The Group applies the ‘short-term lease’
pengakuan ‘sewa jangka pendek’ dan ‘sewa aset and ‘lease of low-value assets’ recognition
Final Draft/31 Maret 2026 72
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
bernilai rendah’ untuk sewa tersebut. exemptions for these leases.
2025 2024
USD USD
Jumlah yang Diakui di Laba Rugi Amount Recognized in Profit and Loss
yang Timbul dari Sewa Arising from Leases are as Follows:
adalah Sebagai Berikut:
Beban Bunga atas Liabilitas Sewa 399 994 Interest Expense on Lease Liabilities
Beban Penyusutan Aset Depreciation Expense of
Hak-Guna 3,695 2,429 Right-of-Use Assets
Beban terkait Sewa Expenses related to Short-Term
Jangka Pendek 4,526 4,353 Lease
20. Utang Usaha 20. Trade Payables
2025 2024
USD USD
Pihak Ketiga 138,395 142,970 Third Parties
Pihak Berelasi (Catatan 40) 49,345 65,369 Related Parties (Note 40)
Total 187,740 208,339 Total
Utang usaha Grup terutama merupakan utang The Group’s trade payables mainly represent
usaha yang timbul dari pembelian bahan baku. payables arising from purchases of raw
materials.
Rincian utang usaha berdasarkan mata uang The details of trade payables based on
adalah sebagai berikut: currencies are as follows:
2025 2024
USD USD
Rupiah 153,207 207,037 Rupiah
Dolar AS 34,533 1,302 US Dollars
Total 187,740 208,339 Total
21. Utang Lain-lain 21. Other Payables
a. Berdasarkan Jenis a. By Nature
2025 2024
USD USD
Utang Kontraktor 5,615 5,058 Contractor Payables
Utang Retensi 2,270 1,913 Retention Payables
Lain-lain 50,954 45,249 Others
Total 58,839 52,220 Total
b. Berdasarkan Pemasok b. By Vendors
2025 2024
USD USD
Pihak Ketiga 13,413 14,433 Third Parties
Pihak Berelasi (Catatan 41) 45,426 37,787 Related Parties (Note 41)
Total 58,839 52,220 Total
Final Draft/31 Maret 2026 73
Page 590
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
22. Perpajakan 22. Taxations
a. Pajak Dibayar di Muka a. Prepaid Taxes
2025 2024
USD USD
Bagian Lancar: Current Portion:
Pajak Pertambahan Nilai (“PPN”) 23,309 17,056 Value Added Tax (“VAT”)
Total Bagian Lancar 23,309 17,056 Total Current Portion
Bagian Tidak Lancar: Non-Current Portion:
PPh Badan Corporate Income Tax ("CIT")
Perusahaan The Company
2025 2,020 -- 2025
2024 -- 135 2024
2023 -- 7,476 2023
Entitas Anak Subsidiaries
2025 2,917 -- 2025
2024 2,052 2,908 2024
2023 1,730 3,547 2023
2022 -- 263 2022
2019 -- 111 2019
Subtotal 8,719 14,440 Subtotal
Pajak Lain-lain -- 353 Other Taxes
Subtotal -- 353 Subtotal
Total Bagian Tidak Lancar 8,719 14,793 Total Non-Current Portion
Total 32,028 31,849 Total
b. Utang Pajak b. Taxes Payable
2025 2024
USD USD
PPh Badan 1,925 2,256 Corporate Income Tax ("CIT")
Pajak Lainnya: Other Taxes:
Pasal 4(2) 2,414 2,055 Article 4(2)
Pasal 21 1,402 701 Article 21
Pasal 22 880 130 Article 22
Pasal 23/26 609 798 Articles 23/26
PPN 10,013 8,009 VAT
Pajak Daerah dan Retribusi 287 229 Regional Tax and Retribution
Subtotal 15,605 11,922 Subtotal
Total 17,530 14,178 Total
Final Draft/31 Maret 2026 74
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
c. Beban Pajak Penghasilan c. Income Tax Expense
2025 2024
USD USD
Beban Pajak Kini Current Tax Expense
Entitas Anak Subsidiaries
Tahun Berjalan (12,136) (9,485) Current Year
Penyesuaian Pajak Periode Sebelumnya (53) (350) Prior Year Adjustment
Subtotal (12,189) (9,835) Subtotal
(Beban) Manfaat Pajak Tangguhan Deferred Tax (Expense) Income
Perusahaan (96,318) 206 The Company
Entitas Anak (10,796) 1,681 Subsidiaries
Subtotal (107,114) 1,887 Subtotal
Beban Pajak Penghasilan (119,303) (7,948) Income Tax Expense
d. Pajak Final d. Final Tax
2025 2024
USD USD
Entitas Anak Subsidiaries
Pajak Final yang Berasal dari: Final Tax from:
Penjualan Tanah dan Sewa 1,104 1,215 Sales of Land and Rental
Rekayasa dan Konstruksi 536 179 Engineering and Construction
Total 1,640 1,394 Total
2025 2024
USD USD
Pendapatan dari Kegiatan Usaha Revenues from Business Operation
yang Dikenakan Pajak Final 31,195 18,837 Subject to Final Tax
Pajak Final: Final Tax:
Jasa Konstruksi 534 177 Constructions
Tanah dan Sewa 1,104 1,215 Land and Rental
Lain-lain 2 2 Others
Total 1,640 1,394 Total
Dikurangi: Less:
Pemotongan Selama Tahun Berjalan (1,640) (1,394) Current Year Withholding
e. Pajak Kini e. Current Tax
Rekonsiliasi antara laba sebelum pajak The reconciliation between the Company’s profit
penghasilan, estimasi rugi fiskal dan tagihan before income tax, estimated tax loss and claims
pajak penghasilan Perusahaan adalah sebagai for income tax refund is as follows:
berikut:
2025 2024
USD USD
Laba (Rugi) Sebelum Consolidated Income (Loss) Before
Pajak Penghasilan Konsolidasian 458,943 (140,474) Income Tax Benefit
Laba Sebelum Pajak Penghasilan - Profit Before Income Tax
Entitas Anak 59,358 62,102 Subsidiaries
Disesuaikan dengan Jurnal Eliminasi Adjustment for Consolidation
Konsolidasian (75,521) (64,274) Elimination Entries
Laba (Rugi) Sebelum Pajak Penghasilan - Income (Loss) Before Income Tax
Perusahaan 442,780 (142,646) The Company
Final Draft/31 Maret 2026 75
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Koreksi Fiskal: Fiscal Corrections:
Cadangan atas Kerugian Allowance for Impairment
Penurunan Nilai Piutang, Bersih 9,919 2,640 Losses on Receivables, Net
Penambahan (Pemulihan) Penurunan Nilai Addition (Recovery) for Decline in
atas Nilai Persediaan dan Persediaan Value of Inventory and
Usang, Bersih 1,776 (996) Inventory Obsolescence, Net
Penyusutan dan Amortisasi (25,411) (32,257) Depreciation and Amortisation
Imbalan Kerja (7,551) 7,334 Employee Benefits
Bagian atas Laba (Rugi) Bersih Entitas
Anak, Entitas Asosiasi dan Share in Net Profit (Loss) of Subsidiaries,
Ventura Bersama (9,345) 947 Associates and Joint Ventures
Beban yang Tidak Dapat Dikurangkan 4,795 6,448 Non-Deductible Expenses
Keuntungan Nilai Wajar atas Restrukturisasi (455,392) -- Gain of Restructuritation Fair Value
Pendapatan yang Telah Dikenakan Income Subject
Pajak Final (5,709) (4,772) to Final Tax
Subtotal (486,918) (20,656) Subtotal
Estimasi Rugi Fiskal (44,138) (163,302) Estimated Tax Loss
Total Kompensasi Rugi Fiskal Total Tax Loss Carry Forward
Tahun 2024 (163,302) -- Year 2024
Tahun 2023 (218,880) (218,880) Year 2023
Tahun 2022 (118,266) (118,266) Year 2022
Tahun 2020 (149,780) (168,029) Year 2020
Total Kompensasi Rugi Fiskal (694,366) (668,477) Total Tax Loss Carry Forward
Pembayaran Pajak
Penghasilan di Muka Prepayments of Income Taxes
Pajak Penghasilan Pasal 22 1,849 120 Income Tax Article 22
Pajak Penghasilan Pasal 23 171 15 Income Tax Article 23
Subtotal 2,020 135 Subtotal
Estimasi Lebih Bayar Pajak
Penghasilan 2,020 135 Estimated Income Tax Overpayment
Rekonsiliasi antara laba sebelum pajak A reconciliation between earning before tax as
penghasilan menurut laporan laba rugi dan presented in the consolidated statements of
penghasilan komprehensif lain konsolidasian profit or loss and other comprehensive income
dengan taksiran laba kena pajak untuk tahun- with estimated taxable income for the years
tahun yang berakhir pada tanggal 31 Desember ended December 31, 2025 and 2024 is as
2025 dan 2024 adalah sebagai berikut: follows:
2025 2024
USD USD
Laba (Rugi) Sebelum Consolidated Profit (Loss) Before
Pajak Penghasilan Konsolidasian 458,943 (140,474) Income Tax Benefit
Pajak Dihitung dengan Income Tax Calculated at
Tarif Berlaku (22%) 100,967 -- Enacted Rate (22%)
Dampak Pajak Penghasilan Pada: Tax Effects of:
Bagian atas Laba (Rugi) Bersih Entitas
Anak, Entitas Asosiasi dan Share in Net Profit (Loss) of Subsidiaries,
Ventura Bersama (2,056) 208 Associates and Joint Ventures
Beban yang Tidak Dapat Dikurangkan 1,055 1,419 Non-Deductible Expenses
Pendapatan yang Telah Dikenakan
Pajak Final (1,256) (1,050) Income Subject to Final Tax
Aset Pajak Tangguhan Unrecognised Deferred
Tidak Diakui 21,901 8,771 Tax Assets
Laba dari Operasi Bisnis yang Net Profit from Business Operations
Dikenakan Pajak Final (1,256) (1,050) Subject to Final Tax
Penyesuaian Tahun Sebelumnya (53) (350) Prior Year Adjustment
Beban Pajak Penghasilan 119,303 7,948 Income Tax Expense
Final Draft/31 Maret 2026 76
Page 593
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
f. Pajak Tangguhan f. Deferred Tax
Mutasi pajak tangguhan Grup selama tahun yang The movement in the Group’s deferred tax
berakhir pada tanggal 31 Desember 2025 dan during the year ended December 31, 2025 and
2024 adalah sebagai berikut: 2024 was as follows:
2025
(Dibebankan) (Dibebankan) Ditransfer ke/
/Dikreditkan /Dikreditkan dari Aset/
pada Laba pada Penghasilan Penyesuaian (Liabilitas) Pajak
Rugi/ Komprehensif Lain/ dan Tangguhan/ Perubahan
Saldo Awal/ (Charged)/ (Charged to Other Akuisisi/ Reklasifikasi Transfer to/ Selisih Kurs/ Saldo Akhir/
Beginning Credited to Comprehensive Penghapusan Adjustment from Deferred Foreign Ending
Balance Profit or Loss Income Acquisition/ and Tax Assets Exchange Balance
Disposal Reclassification (Liabilities) Difference
USD USD USD USD USD USD USD USD
Aset Pajak Tangguhan Deferred Tax Assets
Perusahaan The Company
Difference Between
Perbedaan Nilai Buku The Commercial and
Aset Tetap dan Aset Tax Book Value
Takberwujud of Fixed Assets and
Komersial dan Fiskal 390 (640) -- -- -- 250 -- -- Intangible Assets
Liabilitas Imbalan Kerja 16,908 2,326 (664) -- -- (18,570) -- -- Employee Benefit Liabilities
Penyisihan Penurunan Provision for Impairment
Nilai Piutang 4,463 2,182 -- -- -- (6,645) -- -- Losses of Receivables
Keuntungan Nilai Wajar atas Gain of Restructuritation
Restrukturisasi -- (100,186) -- -- -- 100,186 -- -- Fair Value
Aset Pajak Deferred Tax
Tangguhan 21,761 (96,318) (664) -- -- 75,221 -- -- Assets
Entitas Anak The Subsidiaries
Difference Between
Perbedaan Nilai Buku The Commercial and
Aset Tetap dan Aset Tax Book Value
Takberwujud of Fixed Assets and
Komersial dan Fiskal (2,001) (429) -- -- -- 1,493 1,332 395 Intangible Assets
Investasi Jangka Panjang (711) 30 -- -- -- 16 910 245 Long-Term Investment
Rugi Fiskal yang Dibawa Tax Loss
ke Masa Depan 10,093 223 -- -- -- (697) (9,619) -- Carried Forward
Pajak atas Divestasi Anak Unrealised Tax From
Perusahaan yang Divestment
Belum Direalisasikan 13,785 -- -- -- -- -- -- 13,785 of Subsidiaries
Beban Akrual 186 -- -- -- -- -- (186) -- Accrued Expenses
Liabilitas Imbalan Kerja 3,354 (66) 45 -- -- (242) (1,208) 1,883 Employee Benefit Liabilities
Penyisihan Penurunan Provision for Impairment
Nilai Piutang 3,550 (83) -- -- -- (304) (1,936) 1,227 Losses of Receivables
Penyisihan Penurunan Provision for Impairment
Nilai Persediaan 1,648 404 -- -- -- -- (826) 1,226 Losses of Inventories
Aset Hak Guna (37) -- -- -- -- -- 37 -- Right-of-Use Assets
Liabilitas Sewa 84 (124) -- -- -- 129 (186) (97) Lease Liabilities
Pajak Tangguhan yang Unrecognised of
Tidak Dapat Diakui (9,403) -- -- -- -- -- 9,403 -- Deferred Tax
Lain-lain 1,063 38 -- -- -- (12) (606) 483 Others
Aset Pajak Deferred Tax
Tangguhan 21,611 (7) 45 -- -- 383 (2,885) 19,147 Assets
Total 43,372 (96,325) (619) -- -- 75,604 (2,885) 19,147 Total
2025
(Dibebankan) (Dibebankan) Ditransfer ke/
/Dikreditkan /Dikreditkan dari Aset/
pada Laba pada Penghasilan Penyesuaian (Liabilitas) Pajak
Rugi/ Komprehensif Lain/ dan Tangguhan/ Perubahan
Saldo Awal/ (Charged)/ (Charged to Other Akuisisi/ Reklasifikasi Transfer to/ Selisih Kurs/ Saldo Akhir/
Beginning Credited to Comprehensive Penghapusan Adjustment from Deferred Foreign Ending
Balance Profit or Loss Income Acquisition/ and Tax Assets Exchange Balance
Disposal Reclassification (Liabilities) Difference
USD USD USD USD USD USD USD USD
Liabilitas Pajak Tangguhan Deferred Tax Liabilities
Perusahaan The Company
Difference Between
Perbedaan Nilai Buku The Commercial and
Aset Tetap dan Aset Tax Book Value
Takberwujud of Fixed Assets and
Komersial dan Fiskal -- -- -- -- -- (250) -- (250) Intangible Assets
Liabilitas Imbalan Kerja -- -- -- -- -- 18,570 (1) 18,569 Employee Benefit Liabilities
Penyisihan Penurunan Provision for Impairment
Nilai Piutang -- -- -- -- -- 6,645 -- 6,645 Losses of Receivables
Keuntungan Nilai Wajar atas Gain of Restructuritation
Restrukturisasi -- -- -- -- -- (100,186) -- (100,186) Fair Value
Liabilitas Deferred Tax
Pajak Tangguhan -- -- -- -- -- (75,221) (1) (75,222) Liabilities
Entitas Anak The Subsidiaries
Aset Tetap dan Aset Tax Book Value of Fixed Asset
Takberwujud (2,681) (659) -- -- -- (1,493) (2,228) (7,061) Intangible Assets
Investasi Jangka Panjang 2 -- -- -- -- (16) (471) (485) Long-Term Investment
Rugi Fiskal yang Dibawa Tax Loss
ke Masa Depan -- -- -- -- -- 697 -- 697 Carried Forward
Liabilitas Imbalan Kerja 1,196 46 57 -- -- 214 631 2,144 Employee Benefit Liabilities
Penyisihan Penurunan Provision for Impairment
Nilai Piutang 123 475 -- -- -- 304 1,470 2,372 Losses of Receivables
Penyisihan Penurunan Provision for Impairment
Nilai Persediaan 253 789 -- -- -- -- 159 1,201 Losses of Inventories
Penyusutan Aset Tetap, Bersih (2,050) -- -- -- -- -- 2,050 -- Depreciation of Fixed Assets, Net
Aset Hak Guna (62) -- -- -- -- -- 62 -- Right-of-Use Assets
Liabilitas Sewa 595 (365) -- -- -- (129) (518) (417) Lease Liabilities
Pajak Tangguhan yang Unrecognised of
Tidak Dapat Diakui 940 -- -- -- -- -- (940) -- Deferred Tax
Keuntungan Nilai Wajar atas Gain of Restructuritation
Restrukturisasi -- (9,549) -- -- -- -- 1 (9,548) Fair Value
Lain-lain (1,653) 164 -- -- -- -- 1,590 101
-- Others
Liabilitas Deferred Tax
Pajak Tangguhan (3,337) (9,099) 57 -- -- (423) 1,806 (10,996) Liabilities
Total (3,337) (9,099) 57 -- -- (75,644) 1,805 (86,218) Total
Final Draft/31 Maret 2026 77
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
(Dibebankan) (Dibebankan) Ditransfer ke/
/Dikreditkan /Dikreditkan dari Aset/
pada Laba pada Penghasilan Penyesuaian (Liabilitas) Pajak
Rugi/ Komprehensif Lain/ dan Tangguhan/ Perubahan
Saldo Awal/ (Charged)/ (Charged to Other Akuisisi/ Reklasifikasi Transfer to/ Selisih Kurs/ Saldo Akhir/
Beginning Credited to Comprehensive Penghapusan Adjustment from Deferred Foreign Ending
Balance Profit or Loss Income Acquisition/ and Tax Assets Exchange Balance
Disposal Reclassification (Liabilities) Difference
USD USD USD USD USD USD USD USD
Aset Pajak Tangguhan Deferred Tax Assets
Perusahaan The Company
Difference Between
Perbedaan Nilai Buku The Commercial and
Aset Tetap dan Aset Tax Book Value
Takberwujud of Fixed Assets and
Komersial dan Fiskal 892 (502) -- -- -- -- -- 390 Intangible Assets
Liabilitas Imbalan Kerja 18,521 128 (1,741) -- -- -- -- 16,908 Employee Benefit Liabilities
Penyisihan Penurunan Provision for Impairment
Nilai Piutang 3,883 580 -- -- -- -- -- 4,463 Losses of Receivables
Aset Pajak Deferred Tax
Tangguhan 23,296 206 (1,741) -- -- -- -- 21,761 Assets
Entitas Anak The Subsidiaries
Difference Between
Perbedaan Nilai Buku The Commercial and
Aset Tetap dan Aset Tax Book Value
Takberwujud of Fixed Assets and
Komersial dan Fiskal (2,158) 3,200 -- -- 10 -- (3,053) (2,001) Intangible Assets
Investasi Jangka Panjang (609) -- -- -- 322 -- (424) (711) Long-Term Investment
Rugi Fiskal yang Dibawa Tax Loss
ke Masa Depan 10,093 -- -- -- -- -- -- 10,093 Carried Forward
Pajak atas Divestasi Anak Unrealised Tax From
Perusahaan yang Divestment
Belum Direalisasikan 13,785 -- -- -- -- -- -- 13,785 of Subsidiaries
Beban Akrual 186 -- -- -- -- -- -- 186 Accrued Expenses
Liabilitas Imbalan Kerja 3,603 134 (234) -- (66) -- (83) 3,354 Employee Benefit Liabilities
Penyisihan Penurunan Provision for Impairment
Nilai Piutang 3,752 (113) -- -- (261) -- 172 3,550 Losses of Receivables
Penyisihan Penurunan Provision for Impairment
Nilai Persediaan 1,038 605 -- -- (23) -- 28 1,648 Losses of Inventories
Aset Hak Guna (37) -- -- -- -- -- -- (37) Right-of-Use Assets
Liabilitas Sewa 173 180 -- -- -- -- (269) 84 Lease Liabilities
Pajak Tangguhan yang Unrecognised of
Tidak Dapat Diakui (9,403) -- -- -- -- -- -- (9,403) Deferred Tax
Lain-lain 921 280 -- -- -- -- (138) 1,063 Others
Aset Pajak Deferred Tax
Tangguhan 21,344 4,286 (234) -- (18) -- (3,767) 21,611 Assets
Total 44,640 4,492 (1,975) -- (18) -- (3,767) 43,372 Total
2024
(Dibebankan) (Dibebankan) Ditransfer ke/
/Dikreditkan /Dikreditkan dari Aset/
pada Laba pada Penghasilan Penyesuaian (Liabilitas) Pajak
Rugi/ Komprehensif Lain/ dan Tangguhan/ Perubahan
Saldo Awal/ (Charged)/ (Charged to Other Akuisisi/ Reklasifikasi Transfer to/ Selisih Kurs/ Saldo Akhir/
Beginning Credited to Comprehensive Penghapusan Adjustment from Deferred Foreign Ending
Balance Profit or Loss Income Acquisition/ and Tax Assets Exchange Balance
Disposal Reclassification (Liabilities) Difference
USD USD USD USD USD USD USD USD
Entitas Anak The Subsidiaries
Aset Tetap dan Aset Tax Book Value of Fixed Asset
Takberwujud 66 (1,329) -- (1,423) (10) -- 15 (2,681) Intangible Assets
Investasi Jangka Panjang (813) 792 -- (425) (322) -- 770 2 Long-Term Investment
Rugi Fiskal yang Dibawa Tax Loss
ke Masa Depan 3,189 (3,189) -- -- -- -- -- -- Carried Forward
Liabilitas Imbalan Kerja 871 (157) (105) 710 66 -- (189) 1,196 Employee Benefit Liabilities
Penyisihan Penurunan Provision for Impairment
Nilai Piutang 869 (568) -- 50 261 -- (489) 123 Losses of Receivables
Penyisihan Penurunan Provision for Impairment
Nilai Persediaan 214 16 -- -- 23 -- -- 253 Losses of Inventories
Penyusutan Aset Tetap, Bersih (2,050) -- -- -- -- -- -- (2,050) Depreciation of Fixed Assets, Net
Aset Hak Guna (62) -- -- -- -- -- -- (62) Right-of-Use Assets
Liabilitas Sewa 458 128 -- 9 -- -- -- 595 Lease Liabilities
Pajak Tangguhan yang Unrecognised of
Tidak Dapat Diakui 940 -- -- -- -- -- -- 940 Deferred Tax
Lain-lain (4,412) 1,702 -- (12) -- -- 1,069 (1,653)
-- Others
Liabilitas Deferred Tax
Pajak Tanngguhan (730) (2,605) (105) (1,091) 18 -- 1,176 (3,337) Liabilities
Grup melakukan revaluasi atas golongan tanah The Group has revalued its land. The surplus
pada aset tetap. Nilai surplus revaluasi tersebut amounts have no deferred tax impact in the
tidak menimbulkan dampak pajak tangguhan di consolidated financial statements because the
laporan keuangan konsolidasian karena tanah land is not amortised and realisation of land is
tidak diamortisasi dan realisasi atas tanah subject to final tax.
dikenakan pajak final.
g. Surat Ketetapan Pajak g. Tax Assessment Letters
Perusahaan The Company
Pada tanggal 25 Agustus 2021, Perusahaan On August 25, 2021, the Company received a
menerima pengembalian pendahuluan atas PPh preliminary refund of its 2020 corporate income
badan tahun 2020 sebesar USD2.055. Kemudian tax amounting to USD2,055. An audit of that
atas pajak badan tersebut dilakukan pemeriksaan corporate income tax was subsequently
pada tahun 2025. Hasil dari pemeriksaan tersebut conducted in 2025. The results of the audit were
Final Draft/31 Maret 2026 78
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
telah diterima pada 29 September 2025 dimana received on September 29, 2025, and the
Perusahaan mendapatkan Surat Ketetapan Pajak Company was received notice of nill tax
Nihil (“SKPN”). assessment (“SKPN”).
Pada tanggal 9 Agustus 2022, Perusahaan On August 9, 2022, the Company received a
menerima pengembalian pendahuluan atas PPh preliminary refund of its 2021 corporate income
badan tahun 2021 sebesar USD2.170. Kemudian tax amounting to USD2,170. An audit of that
atas pajak badan tersebut dilakukan pemeriksaan corporate income tax was subsequently
pada tahun 2025. Hasil dari pemeriksaan tersebut conducted in 2025. The results of the audit were
telah diterima pada 17 November 2025 dimana received on November 17, 2025, and the
Perusahaan mendapatkan SKPN. Company was received SKPN.
Pada tanggal 14 Januari 2025, Perusahaan On January 14, 2025, the Company received a
mendapat Surat Ketetapan Pajak Lebih Bayar notice of tax overpayment assessment (“SKPLB”)
(“SKPLB”) PPh badan tahun 2023 sebesar for 2023 corporate income tax amounting to
USD7.524 yang telah diterima pembayaraanya USD7,524, of which USD5,879 was received on
pada tanggal 28 Februari 2025 sebesar USD5.879 February 28, 2025, after deducting the
setelah dikurangi kewajiban pajak yang masih outstanding tax liability. Any difference between
harus dibayar. Selisih yang timbul antara SKPLB the SKPLB and the book value is recognized as
dengan nilai tercatat dibebankan pada beban income tax expense.
pajak penghasilan.
Pada tanggal 15 September 2025, Perusahaan On September 15, 2025, the Company received a
menerima Surat Keputusan Pengembalian preliminary tax refund decision notice (“SKPPKP”)
Pendahuluan Kelebihan Pajak (“SKPPKP”) atas regarding the 2024 corporate income tax in the
PPh badan tahun 2024 sebesar USD135 yang amount of USD135, which was received on
telah diterima pembayarannya pada tanggal September 22, 2025.
22 September 2025.
PT Krakatau Engineering (“KE”) PT Krakatau Engineering (“KE”)
Pada tanggal 24 September 2021, KE On September 24, 2021, the Company On
mengajukan banding atas Surat Keterangan September 24, 2021, KE filed an appeal
Pajak Kurang Bayar (SKPKB) PPN periode against the notice of tax underpayment
tahun 2018. KE mengklaim jumlah lebih bayar assessment (SKPKB) of VAT for the period of
PPN periode tahun 2018 sebesar Rp118.651 2018. KE claimed an overpayment of VAT for
juta (setara dengan USD7.344), sedangkan the 2018 period of Rp118,651 million
Direktorat Jenderal Pajak (DJP) mengakui (equivalent to USD7,344), while the Directorate
jumlah PPN periode tahun 2018 yang dapat General of Taxes (DGT) recognized the
dikompensasikan sebesar Rp63.144 juta amount of VAT for the 2018 period that can be
(setara dengan USD3.908). Dari nilai tersebut, compensated of Rp63,144 million (equivalent
KE mengajukan restitusi sebesar Rp55.272 juta to USD3,908). Of this value, KE submitted a
(setara dengan USD3.421) namun menurut restitution of Rp55,272 million (equivalent to
DJP yang dapat diakui sebesar Rp55.213 juta USD3,421), but according to the DGT which
(setara dengan USD3.417), dan selanjutnya could be recognized at Rp55,213 million
pada tanggal 15 Juni 2023 KE menerima kas (equivalent to USD3,417), and subsequently
dari restitusi tersebut sebesar Rp55.213 juta on June 15, 2023 KE received cash from the
(setara dengan USD3.417). Sisanya restitution of Rp55,213 million (equivalent to
dikompensasikan ke masa pajak berikutnya. USD3,417). The remaining amount was carried
Per 31 Desember 2025, KE sedang melakukan forward to the next tax period. As of December
upaya Peninjauan Kembali atas selisih lebih 31, 2025, KE is conducting a judicial review of
bayar PPN yang diakui oleh DJP dan KE the difference in overpayment of VAT
sebesar Rp55.507 juta (setara dengan recognized by DGT and KE amounting to
USD3.435). Rp55,507 million (equivalent to USD3,435).
Pada tanggal 21 November 2025, KE On November 21, 2025, KE received Tax
menerima SKPKB atas PPh Final Pasal 21 SKPKB related to Final Income Tax Article 21
untuk masa pajak Januari sampai dengan for the January to December 2020 tax periods
Desember 2020 sebesar Rp476 juta (setara amounting to Rp476 million (equivalent to
Final Draft/31 Maret 2026 79
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
dengan USD28), PPh Pasal 21 untuk masa USD28), Income Tax Article 21 for the January
pajak Januari sampai dengan Desember 2020 to December 2020 tax periods amounting to
sebesar Rp21 juta (setara dengan USD1), PPh Rp21 million (equivalent to USD1), Final Income
Final Pasal 4 ayat (2) untuk masa pajak Tax Article 4 paragraph (2) for the December
Desember 2020 sebesar Rp2 juta (setara 2020 tax period amounting to Rp2 million
dengan USD0,1), serta SKPKB atas Pajak (equivalent to USD0.1), as well as Corporate
Penghasilan Badan Tahun Pajak 2020 sebesar Income Tax for the 2020 fiscal year amounting
2 juta (setara dengan USD0,1). Seluruh beban to Rp2 million (equivalent to USD0.1). All
yang timbul dari SKPKB tersebut telah expenses arising from the issuance of these
dibebankan pada laporan keuangan tahun SKPKB have been recognized in the current
berjalan. year’s financial statements.
Pada tahun 2024, KE menerima Surat In 2024, KE received a Decree from the
Keputusan dari Direktur Jenderal Pajak pada Director General of Taxes dated August 6,
tanggal 6 Agustus 2024 tentang Pengembalian 2024 regarding the Refund of Overpayment of
Kelebihan Pembayaran Pajak atas PPh Badan Tax on Corporate Income Tax for 2020
Tahun 2020 sebesar Rp7.006 juta (setara amounting to Rp7,006 million (equivalent to
dengan USD434) dikurangi kompensasi utang USD434) less compensation of tax payable
pajak melalui potongan SPMKP sebesar through SPMKP deduction of Rp1,332 million
Rp1.332 juta (setara dengan USD82), sehingga (equivalent to USD82), so that KE received the
KE menerima kelebihan pembayaran pajak overpayment of corporate tax amounting to
badan tersebut sebesar Rp7.005 juta (setara Rp7,005 million (equivalent to USD433).
dengan USD433).
Pada tahun 2024, KE menerima Surat In 2024, KE received a Decree from the
Keputusan dari Direktur Jenderal Pajak tentang Director General of Taxes regarding the
Pengembalian Kelebihan Pembayaran Pajak Refund of Overpayment of Tax on Domestic
atas PPN Dalam Negeri Tahun 2023. Dari nilai VAT in 2023. From the recorded value of
yang tercatat sebesar Rp3.889 juta (setara Rp3,889 million (equivalent to USD241), the
dengan USD241), nilai yang disetujui untuk value approved for refund is Rp3,774 million
dilakukan pengembalian adalah sebesar (equivalent to USD234).
Rp3.774 juta (setara dengan USD234).
PT Krakatau Pipe Industries (“KPI”) PT Krakatau Pipe Industries (“KPI”)
Pada tanggal 4 Juni 2025, KPI menerima SKPLB On June 4, 2025, KGT received SKPLB of
PPh Badan tahun pajak 2023 sebesar USD373 Corporate Income Tax for fiscal year 2023
yang mana telah disetujui dan diterima amounting to USD373 which was approved and
seluruhnya pada tanggal 17 Juli 2025. fully received on July 17, 2025.
Pada tanggal 19 Mei 2025, Perusahaan On May 19, 2025, the Company received SKPLB
menerima SKPLB PPN tahun pajak 2024 VAT fiscal year 2024 amounting to USD3,655
sebesar USD3.655 yang mana telah disetujui dan which was approved and fully received on June
diterima seluruhnya pada tanggal 11 Juni 2025. 11, 2025.
Pada tanggal 27 Maret 2024, KPI menerima On March 27, 2024, KPI received SKPLB of
SKPLB PPh Badan tahun pajak 2022 sebesar Corporate Income Tax for fiscal year 2022
USD161 yang mana telah disetujui dan diterima amounting to USD161 which was approved and
seluruhnya pada tanggal 16 April 2024, selisih fully received on April 16, 2024, the difference of
sebesar USD47 telah dibebankan pada tahun USD47 has been expensed for the year.
berjalan.
Pada tanggal 2 Oktober 2024, KPI menerima On October 2, 2024, KPI received SKPLB VAT
SKPLB PPN tahun pajak 2023 sebesar USD4 fiscal year 2023 amounting to USD4 which was
yang mana telah disetujui dan diterima approved and fully received dated October 21,
seluruhnya pada tanggal 21 Oktober 2024. 2024.
Final Draft/31 Maret 2026 80
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pada tanggal 24 Juni 2025, KBK menerima On June 24, 2025, KBK received a 2023
SKPLB PPh Badan tahun pajak 2023 sebesar Corporate Income Tax SKPLB of USD694 which
USD694 yang mana telah disetujui dan diterima was approved and fully received on July, 2025,
seluruhnya bulan Juli 2025, selisih sebesar USD5 the difference of USD5 was calculated as an
diperhitungkan sebagai penyesuaian pajak kini adjustment to the current tax of the previous year.
tahun sebelumnya.
PT Krakatau Baja Konstruksi (“KBK”) PT Krakatau Baja Konstruksi (“KBK”)
Pada tanggal 24 Juni 2025, KBK menerima On June 24, 2025, KBK received a 2023
SKPLB PPh Badan tahun pajak 2023 sebesar Corporate Income Tax SKPLB of USD694 which
USD694 yang mana telah disetujui dan diterima was approved and fully received on July, 2025,
seluruhnya bulan Juli 2025, selisih sebesar USD5 the difference of USD5 was calculated as an
diperhitungkan sebagai penyesuaian pajak kini adjustment to the current tax of the previous year.
tahun sebelumnya.
Pada tanggal 24 Juni 2025, KBK menerima On June 24, 2025, KBK received a Tax
SKPKB PPN, PPh Pasal 4 (2), Pasal 21, Pasal Assessment Letter (SKPKB) for VAT, Income Tax
22, dan Pasal 23 tahun pajak 2023 sebesar Art. 4 (2), 21, 22, and 23, for the 2023 tax year,
USD97. Seluruh SKPKB telah dibebankan pada amounting to USD97. All SKPKBs have been
laporan laba rugi tahun 2025. charged to the 2025 consolidated income
statement.
PT Krakatau Global Trading (“KGT”) PT Krakatau Global Trading (“KGT”)
KGT menerima SKPLB Pajak Badan tahun pajak KGT received SKPLB for the 2023 Corporate
2023 sebesar Rp717 juta (setara dengan USD43) Tax Year amounting to amounting to Rp717
pada tanggal 22 Juni 2025. Atas lebih bayar million (equivalent to USD43) on dated June 22,
tersebut, Perusahaan menerima restitusi pajak 2025. Regarding the overpayment, the Company
sebesar Rp593 juta (setara dengan USD36) dan will receive tax refund of Rp593 juta (equivalent
kompensasi pajak sebesar Rp123 juta (setara to USD36) and tax compensation of Rp123
dengan USD7). Restitusi pajak ini telah diterima million (equivalent to USD7). This tax restitution
dan disetujui seluruhnya oleh Perusahaan pada has been fully received and approved by the
Juli 2025 Company on July 2025.
Pada tanggal 11 Mei 2023, KGT menerima On May 11, 2023, KGT received SKPKB which
SKPKB Pajak Pertambahan Nilai (PPN) tahun stated that KGT underpaid VAT amounting to
pajak 2021 yang diterbitkan oleh Direktorat Rp1,269 million (equivalent to USD76) for the
Jenderal Pajak dengan nilai kurang bayar 2021 tax year. For this underpayment, KGT has
sebesar Rp1.269 juta (setara dengan USD76). made payment in July 2023, KGT submitted a
Atas SKPKB tersebut, KGT telah melakukan letter of objection on August 8, 2023, regarding
pembayaran pada bulan Juli 2023. Selanjutnya, VAT SKPKB.
KGT mengajukan surat keberatan kepada
Direktorat Jenderal Pajak pada tanggal 8 Agustus
2023.
Berdasarkan Keputusan Direktur Jenderal Pajak Based on the Decree of the Director General of
tanggal 8 Mei 2024, Direktorat Jenderal Pajak Taxes dated May 8, 2024, the Directorate
menolak keberatan KGT atas SKPKB PPN tahun General of Taxes rejected the objection to the
pajak 2021 tersebut. KGT kemudian mengajukan underpayment of VAT in 2021. KGT filed an
permohonan banding kepada Pengadilan appeal through the Appeal Request Letter dated
Pajak melalui Surat Permohonan Banding August 6, 2024, which was followed by a
pada tanggal 6 Agustus 2024. Atas permohonan rebuttal request letter regarding the Statement
tersebut, KGT menerima Surat Permintaan of Appeal Reasons (SUB) from the Tax Court
Uraian Banding (SUB) dari Pengadilan Pajak dated September 18, 2024.
dengan pada tanggal 18 September 2024.
Final Draft/31 Maret 2026 81
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
KGT menyampaikan Surat Bantahan pada KGT submitted a Rebuttal Letter dated
tanggal 16 Oktober 2024. October 16, 2024.
Berdasarkan Putusan Banding Tahun 2025 Based on the Appeal Decision Year 2025 dated
tanggal 10 Juni 2025, Pengadilan Pajak June 10, 2025, the Pengadilan Pajak partially
mengabulkan sebagian permohonan banding granted the KGT’s appeal amounting to
KGT sebesar Rp1.215 juta (setara dengan Rp1,215 million (equivalent to USD74).
USD74).
Menindaklanjuti putusan tersebut, Direktorat The Director General of Taxes issued Tax
Jenderal Pajak menerbitkan Surat Keputusan Refund Decision Letter dated June 25, 2025,
Pengembalian Pajak tanggal 25 Juni 2025, dan and the refund was fully received by KGT in July
pengembalian pajak tersebut telah diterima 2025.
seluruhnya oleh KGT pada bulan Juli 2025.
Pada tahun buku 2022, KGT melaporkan pajak In the 2022 financial year, KGT reported a
penghasilan badan lebih bayar sebesar Rp558 corporate income tax overpayment of Rp558
juta (setara dengan USD34) yang kemudian million (equivalent to USD34) which was then
dilakukan pemeriksaan pajak dengan hasil carried out a tax audit with SKPLB results
SKPLB sebesar Rp558 juta pada tanggal 18 Juli amounting to Rp558 million on dated July 18,
2024. Atas lebih bayar tersebut, KGT akan 2024. Regarding the overpayment, KGT will
menerima restitusi pajak sebesar Rp395 juta receive tax refund of Rp395 million (equivalent
(setara dengan USD24) dan kompensasi pajak to USD24) and tax compensation of Rp162
sebesar Rp162 juta (setara dengan USD9). million (equivalent to USD9). This tax restitution
Restitusi pajak ini telah diterima dan disetujui has been fully received and approved by KGT
seluruhnya oleh KGT pada Juli 2024. on July 2024.
Pada tahun buku 2019, Perusahaan In the 2019 financial year, the Company
melaporkan pajak penghasilan lebih bayar reported overpaid income tax amounting to
sebesar Rp1.723 juta (setara dengan USD105) Rp1,723 million (equivalent to USD105) which
yang kemudian dilakukan pemeriksaan dengan was then audited with SKPKB results amounting
hasil SKPKB sebesar Rp7.539 juta (setara to Rp7,539 million (equivalent to USD0,4) on
dengan USD0,4) pada tanggal 24 Oktober dated October 24, 2022. Based on the SKPKB,
2022. Atas SKPKB tersebut, Perusahaan the Company submitted letter of objection on
mengajukan surat keberatan pada tanggal dated January 20, 2023 was then rejected by
20 Januari 2023 kemudian ditolak oleh DJP the DGT based on Letter
berdasarkan Surat tanggal 17 November 2023. dated November 17, 2023. On January 16,
Pada tanggal 16 Januari 2024, Perusahaan 2024, the Company submitted an appeal
mengajukan banding. Berdasarkan Putusan letter. Based on the Tax Court Decision Year
Pengadilan Pajak Tahun 2025 tanggal 22 Mei 2025 dated May 22, 2025, the Company’s
2025, permohonan banding Perusahaan appeal was granted. Following the decision, the
dikabulkan. Sehubungan dengan putusan DGT issued a Tax Overpayment Payment
tersebut, DJP menerbitkan Surat Perintah Order (“SPMKP”) dated July 16, 2025
Membayar Kelebihan Pajak (“SPMKP”) tanggal amounting to Rp1,723 million (equivalent to
16 Juli 2025 sebesar Rp1.723 juta (setara USD105) related to Corporate Income Tax
dengan USD105) terkait Pajak Penghasilan Article 25/29 for fiscal year 2019.
Badan Pasal 25/29 tahun pajak 2019.
PT Krakatau Niaga Indonesia (“KNI”) PT Krakatau Niaga Indonesia (“KNI”)
Pada tanggal 5 Desember 2025, KNI menerima On December 5, 2025, KNI received SKPLB of
SKPLB atas PPh badan tahun pajak 2023 Corporate Income Tax for fiscal year 2023
sebesar Rp18.144 juta (setara dengan amounting to Rp18,144 million (equivalent to
USD1.081). KNI telah menerima pengembalian USD1,081). KNI received the tax overpayment
pajak sebesar Rp17.739 juta (setara USD1.010) amounting to Rp17,739 million (equivalent to
pada tanggal 23 Januari 2026 setelah dikurangi USD1,010) on January 23, 2026 after deducting
kewajiban pajak yang masih harus dibayar. the tax obligations that still have to be paid.
Final Draft/31 Maret 2026 82
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pada tanggal 7 Juni 2024, KNI menerima surat On June 7, 2024, KNI received a Decree from the
Keputusan Direktur Jenderal Pajak (“DJP”) Director General of Taxes (“DGT”) regarding the
tentang pengembalian pendahuluan kelebihan preliminary refund of excess value added tax for
pajak pertambahan nilai masa Juli, Agustus dan the period of July, August and September 2023
September 2023 sebesar Rp14.560 juta (setara amounting to Rp14,560 million (equivalent to
dengan USD909). USD909).
Pada tanggal 10 Juni 2024, KNI menerima surat On June 10, 2024, KNI received a Decree letter
Keputusan tentang pengembalian pendahuluan regarding the preliminary refund of excess value
kelebihan pajak pertambahan nilai masa Oktober added tax for the October and November 2023
dan November 2023 sebesar Rp8.046 juta period amounting to Rp8,046 million (equivalent
(setara dengan USD502). to USD502).
Pada tanggal 2 September 2024, KNI menerima On September 2, 2024, PT KNI received a Tax
Surat Ketetapan Pajak Kurang Bayar (“SKPKB”) Underpayment Assessment Letter (“SKPKB”) for
atas selisih kompensasi kelebihan PPN masa the difference in compensation for the previous
sebelumnya sebesar Rp106 juta (setara dengan period’s excess VAT amounting to Rp106 million
USD7). Selisih tersebut telah dibayar dan (equivalent to USD7). The difference has been
dibebankan pada tahun berjalan. paid and charged in the current year.
PT Krakatau Perbengkelan dan Perawatan PT Krakatau Perbengkelan dan Perawatan
(“KPDP”) (“KPDP”)
Pada tanggal 19 Desember 2025, KPDP On December 19, 2025, KPDP received SKPKB
menerima SKPKB PPh Badan tahun pajak 2021 of Corporate Income Tax for fiscal year 2021
sebesar Rp643 juta (setara dengan USD38). Atas amounting to Rp643 million (equivalent to
kurang bayar tersebut telah dibebankan pada USD38). For this underpayment has been
beban pajak dan KPDP telah melakukan recorded as a tax expense and KPDP has made
pembayaran pada Desember 2025. payment in December 2025.
Pada tanggal 19 Desember 2025, KPDP On December 19, 2025, KPDP received SKPKB
menerima SKPKB pajak penghasilan pasal 21 of Income Tax art 21 for fiscal year 2021
tahun pajak 2021 sebesar Rp415 Juta. (setara amounting to Rp415 million (equivalent to
dengan USD24) Atas kurang bayar tersebut, USD24). For this underpayment, KPDP has made
KPDP telah melakukan pembayaran pada payment in December 2025.
Desember 2025.
Pada tanggal 19 Desember 2025, KPDP On December 19, 2025, KPDP received SKPKB
menerima SKPKB pajak penghasilan pasal 4(2) of Income Tax art 4(2) for fiscal year 2021
tahun pajak 2021 sebesar Rp450 juta (setara amounting to Rp450 million (equivalent to
dengan USD26.960). Atas kurang bayar tersebut, USD26,960). For this underpayment, KPDP has
KPDP telah melakukan pembayaran pada made payment in December 2025.
Desember 2025.
PT Krakatau Sarana Infrastruktur (“KSI”) PT Krakatau Sarana Infrastruktur (“KSI”)
Pada tanggal 26 Juni 2025, KSI menerima On June 26, 2025, KSI received SKPKB related
SKPKB terkait pajak penghasilan badan Tahun to corporate income tax for the 2023 Fiscal Year
Pajak 2023 sebesar Rp21.038 juta (setara amounting to Rp21,038 million (equivalent to
dengan USD1.277), sampai dengan tanggal USD1,277), until the date of the financial
pelaporan keuangan, KSI belum membayar atas statements KSI has not paid the underpayment,
kurang bayar tersebut, nilai saldo kurang bayar the amount of the underpayment balance is
dicatat pada biaya yang masih harus dibayar. recorded in accrued expenses. Based on the tax
Berdasarkan surat ketetapan pajak tersebut pada assessment letter on July 30, 2025, KSI filed an
tanggal 30 Juli 2025 KSI mengajukan keberatan objection to the DGT. As of the date of the
kepada DJP. Sampai dengan tanggal laporan financial statements, KSI has not received a
keuangan, KSI belum menerima tanggapan. response.
Final Draft/31 Maret 2026 83
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pada bulan Juni dan Desember 2025 In June and December 2025, the Company
Perusahaan menerima surat ketetapan pajak received tax underpayment assessment letters for
kurang bayar atas PPh pasal 21, PPh pasal 23, Article 21 Income Tax, Article 23 Income Tax,
PPN dan surat tagihan pajak masing-masing VAT and tax collection letter amounting to Rp317
sebesar Rp317 juta (setara dengan USD19) dan million (equivalent to USD19) and Rp14 million
Rp14 juta (setara dengan USD0,8). (equivalent to USD0.8), respectively.
KSI memperoleh Surat Ketetapan Pajak Kurang KSI received a Tax Assessment Letter for
Bayar Pajak Penghasilan Badan Tahun Pajak underpayment of Corporate Income Tax for the
2019 tanggal 25 November 2024 sebesar 2019 Fiscal Year dated November 25, 2024,
Rp2.958 juta (setara dengan USD183) dan amounting to Rp2,958 million (equivalent to
sanksi pajak sebesar Rp2.958 juta (setara USD183) and a tax penalty of Rp2,958 million
dengan USD183), atas kurang bayar tersebut (equivalent to USD183), for the underpayment
telah dibayar pada tanggal 17 Desember 2024 was paid on December 17, 2024, and settled on
dan dilunasi pada tanggal 25 Maret 2025. March 25, 2025.
Pada bulan Agustus dan November 2024 KSI In August and November 2024, KSI received tax
menerima surat ketetapan pajak kurang bayar underpayment assessment letters for Article 21
atas PPh pasal 21, PPh pasal 23, PPN dan surat Income Tax, Article 23 Income Tax, VAT and tax
tagihan pajak masing-masing sebesar Rp444 juta collection letter amounting to Rp444 million
(setara dengan USD27) dan Rp695 juta (setara (equivalent to USD27) and Rp695 million
dengan USD43). (equivalent to USD43), respectively.
KSI memperoleh Surat Ketetapan Pajak Kurang KSI received a Tax Assessment Letter for
Bayar Pajak Penghasilan Badan Tahun Pajak underpayment of Corporate Income Tax for the
2020 tanggal 8 Agustus 2024 sebesar Rp1.368 2020 Fiscal Year dated August 8, 2024,
juta (setara dengan USD85) dan sanksi pajak amounting to Rp1,368 million (equivalent to
sebesar Rp578 juta (setara dengan USD36), atas USD85) and a tax penalty of Rp578 million
kurang bayar tersebut telah dilunasi pada tanggal (equivalent to USD36), the underpayment has
5 September 2024. been paid in full on September 5, 2024.
PT Krakatau Information Technology (“KIT”) PT Krakatau Information Technology (“KIT”)
Pada tanggal 25 Maret 2025, KIT memperoleh On March 25, 2025, KIT received SKPLB for
SKPLB Pajak Penghasilan Badan Tahun Pajak Corporate Income Tax for the 2023 and 2024 Tax
2023 dan 2024 sebesar Rp1.609 juta (setara Years amounting to Rp1,609 million (equivalent to
dengan USD97) dan Rp493 juta (setara dengan USD97) and Rp493 million (equivalent to
USD30). USD30).
PT Krakatau Bandar Samudera (“KBS”) PT Krakatau Bandar Samudera (“KBS”)
Pada tanggal 18 Desember 2025, KBS On December 18, 2025, KBS received a SKPKB
memperoleh SKPKB Pajak Penghasilan Badan of Corporate Income Tax for the 2021 Fiscal Year
Tahun Pajak 2021 sebesar Rp745 juta (setara amounting to Rp745 million (setara dengan
dengan USD45). USD45).
PT Krakatau Jasa Logistik (“KJL”) PT Krakatau Jasa Logistik (“KJL”)
Pada tanggal 20 Juni 2025, KJL menerima On March 27, 2024, KJL received SKPLB on
SKPLB atas Pajak Penghasilan Badan Tahun Corporate Income Tax for fiscal year 2023
Pajak 2023 sebesar Rp7.678 juta (setara dengan amounting to Rp7,678 million (equivalent to
USD459). atas kelebihan pembayaran pajak USD459). The excess tax payment was
tersebut diperhitungkan dengan Utang Pajak dan calculated as Tax Payable and or Tax Deposit of
atau Deposit Pajak sebesar Rp4.237 juta (setara Rp4,237 million (equivalent to USD253).
dengan USD253).
Final Draft/31 Maret 2026 84
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Berdasarkan SKPLB atas Pajak Pertambahan Based on the Tax SKPLB for VAT dated April 23,
Nilai tanggal 23 April 2024 KJL menerima 2024, KJL received a refund of Rp30,423 million
pembayaran atas kelebihan pajak pertambahan (equivalent to USD1,883). The difference in the
nilai sebesar Rp30.423 juta (setara dengan VAT refund amount is deducted from the tax bill
USD1.883). Selisih atas penerimaan pajak for the year 2023.
pertambahan nilai menjadi pengurang dari surat
tagihan pajak tahun 2023.
PT Krakatau Tirta Operasi dan Pemeliharaan PT Krakatau Tirta Operasi dan Pemeliharaan
(“KTOP”) (“KTOP”)
Pada bulan Juli, Oktober dan Desember 2024, In July, October and December 2024, KTOP (a
KTOP (entitas anak KTI), memperoleh SKPKB subsidiary of KTI), obtained SKPKB for
atas Pajak Penghasilan Badan untuk tahun pajak Corporate Income Tax for the fiscal years 2020,
2020, 2021 dan 2022. Jumlah kekurangan yang 2021 and 2022. The amount of underpayments
harus dibayarkan sesuai dengan SKPKB tersebut payable pursuant to the SKPKB amounted to
adalah sebesar Rp146 juta (setara dengan Rp146 million (equivalent to USD9) for 2022,
USD9) untuk tahun 2022, Rp230 juta (setara Rp230 million (equivalent to USD14) for 2021
dengan USD14) untuk tahun 2021 dan Rp150 and Rp150 million (equivalent to USD9) for 2020.
juta (setara dengan USD9) untuk tahun 2020. KTOP has paid all of the underpayments on
KTOP telah membayar seluruh kekurangan bayar August 13, 2024, October 22, 2024 and
tersebut pada tanggal 13 Agustus 2024, December 20, 2024.
22 Oktober 2024 dan 20 Desember 2024.
PT Krakatau Baja Industri (“KBI”) PT Krakatau Baja Industri (“KBI”)
Pada tanggal 22 Januari 2025, Perusahaan telah On January 22, 2025, the Company has received
menerima pengembalian dari SKPLB atas PPN a refund of SKPLB for it’s VAT in 2023 that
tahun 2023 yang disetujui sebesar Rp79.559 juta approved amounting to Rp79,559 million
(setara USD4.827). (equivalent to USD4,827).
Pada tanggal 18 Desember 2024, KBI menerima On December 18, 2024, KBI received SKPLB for
SKPLB atas PPN tahun 2023 dengan total it’s VAT in 2023 amounting to Rp80,673 million
sebesar Rp80.673 juta (setara dengan (equivalent to USD4,993).
USD4.993).
h. Administrasi h. Administration
Berdasarkan Undang-Undang Perpajakan yang Under the Taxation Laws of Indonesia,
berlaku di Indonesia, perusahaan-perusahaan di companies within the Group which are domiciled
dalam Grup yang berdomisili di Indonesia in Indonesia calculate and pay tax on the basis of
menghitung dan membayar sendiri besarnya self- assessment. DGT may assess or amend
jumlah pajak yang terutang. DJP dapat taxes within five years of the time the tax
menetapkan atau mengubah pajak dalam batas becomes due.
waktu lima tahun saat terutangnya pajak.
Pada tanggal 10 Juli 2025, Perusahaan On July 10, 2025, the Company obtained a
mendapatkan Surat Keterangan Bebas Certificate of Exemption from Withholding and/or
Pemotongan dan/atau Pemungutan atas PPh 23, Collection of Income Tax 23, Income Tax 22,
PPh 22, dan PPh 22 Impor. Atas Surat and Import Income Tax 22. Based on the
Keterangan Bebas tersebut, Perusahaan exemption letter, the Company is exempted from
dibebaskan atas Pemotongan dan/atau withholding and/or collection of Income Tax 23,
Pemungutan PPh 23, PPh 22, dan PPh 22 Impor. Income Tax 22, and Import Income Tax 22.
Final Draft/31 Maret 2026 85
Page 602
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
23. Beban Akrual 23. Accrued Expenses
Akun ini terutama merupakan beban akrual This account mainly consists of accrued
terkait beban angkut dan penanganan serta biaya expenses related to freight and handling charges
proyek. Saldo akun ini per 31 Desember 2025 as well as project costs. The balance of this
dan 2024 masing-masing adalah sebesar account as of December 31, 2025 and 2024
USD69.715 dan USD55.557. amounted to USD69,715 and USD55,557,
respectively.
24. Pendapatan Diterima di Muka 24. Unearned Revenue
2025 2024
USD USD
Uang Muka Pelanggan 79,378 51,857 Advances from Customers
Uang Muka Konstruksi 1,560 1,067 Advances for Construction
Lain-lain 3,277 1,463 Others
Total 84,215 54,387 Total
25. Pinjaman Jangka Panjang 25. Long-Term Loans
2025 2024
USD USD
Pinjaman Bank Bank Loans
Restrukturisasi Pinjaman Loan Restructuring
Tranche A 149,172 165,714 Tranche A
Tranche B 177,668 232,556 Tranche B
Tranche C 845,919 961,775 Tranche C
Pinjaman Non Bank Non-Bank Loans
Entitas Berelasi dengan Pemerintah Government-Related Entities
PT Danantara Asset Management (Persero) PT Danantara Asset Management (Persero)
(Rp91.421 Juta pada Tahun 2025) (Rp91,421 Million in 2025)
(Catatan 18) 5,468 -- (Note 18)
Pinjaman Bank - Entitas Anak Bank Loan - Subsidiaries
KSI dan Entitas Anak KSI and Subsidiaries
Entitas Berelasi dengan Pemerintah Government-Related Entities
PT Bank Syariah Indonesia Tbk PT Bank Syariah Indonesia Tbk
(Rp11.397 Juta pada Tahun 2025 dan (Rp11,397 Million in 2025 and
Rp29.530 Juta pada Tahun 2024. 682 1,828 Rp29,530 Million in 2024)
Pihak Ketiga Third Parties
PT Bank Jasa Jakarta PT Bank Jasa Jakarta
(Rp11.149 Juta pada Tahun 2025 dan (Rp11,149 Million in 2025 and
Rp18.594 Juta pada Tahun 2024) 667 1,151 Rp18,594 Million in 2024)
PT Bank Panin Dubai Syariah Tbk PT Bank Panin Dubai Syariah Tbk
(Rp120.253 Juta pada Tahun 2025 dan (Rp120,253 Million in 2025 and
Rp133.793 juta pada Tahun 2024) 7,192 8,281 Rp133.793 Million in 2024)
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk Jawa Barat dan Banten Tbk
(Rp71.490 Juta pada Tahun 2025 dan (Rp71,490 Million in 2025 and
Rp123.898 Juta pada Tahun 2024 4,276 7,668 Rp123,898 Million in 2024)
Final Draft/31 Maret 2026 86
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Pinjaman Non-Bank Entitas Anak Non-Bank Loans Subsidiaries
KSI dan Entitas Anak KSI and Subsidiaries
Entitas Berelasi dengan Pemerintah Government-Related Entities
PT Sarana Multi Infrastruktur (Persero) PT Sarana Multi Infrastruktur (Persero)
(Rp860.274 Juta pada Tahun 2025, (Rp860,274 Million in 2025 and
Rp836.439 Juta pada Tahun 2024) 42,161 51,772 Rp836,439 Million in 2024)
Perusahaan pembiayaan konsumen lain-lain Consumer finance companies others
(masing-masing dibawah Rp4.000) 1,085 542 (each below Rp4,000)
Pihak Ketiga Third Parties
Toyota Astra Finance Toyota Astra Finance
(Rp30.793 Juta pada Tahun 2025 dan (Rp30,793 Million in 2025 and
Rp25.263 Juta pada Tahun 2024) 1,842 1,564 Rp25,263 Million in 2024)
Sunindo Kookmin Best Finance Sunindo Kookmin Best Finance
(Rp22.262 Juta pada Tahun 2025 dan (Rp22,262 Million in 2025 and
Rp23.248 Juta pada Tahun 2024) 1,331 1,439 (Rp23,248 Million in 2025)
Clipan Finance Indonesia Clipan Finance Indonesia
(Rp14.313 Juta pada Tahun 2025 (Rp14,313 Million in 2025 and
Rp3.291 Juta pada Tahun 2024) 856 204 Rp3,291 Million in 2024)
Total 1,238,319 1,434,494 Total
Dikurangi: Pinjaman Jangka
Panjang yang Jatuh Tempo Less: Current Maturities of
dalam Waktu Satu Tahun (166,997) (1,363,560) Long-Term Loans
Dampak Restrukturisasi (353,259) (8,515) Impact of of Restructuring
Pinjaman Jangka Panjang, Setelah
Dikurangi Bagian yang Jatuh Long-Term Loans,
Tempo dalam Waktu Satu Tahun 718,063 62,419 Net of Current Maturities
Pinjaman Bank Bank Loans
Restrukturisasi Pinjaman Loan Restructuring
Pada tahun 2024, Grup telah mengajukan In 2024, the Group submitted a request to the
permohonan penyesuaian jadwal, skema restructuring syndicate creditors for adjustments
pembayaran dan tingkat suku bunga yang lebih to the schedule, payment scheme, and interest
fleksibel dan sesuai dengan kemampuan bayar rates. This proposal, known as the "2024 Master
Perusahaan kepada para kreditur sindikasi Restructuring Agreement (MRA 2024)," seeks
restrukturisasi. Permohonan penyesuaian more flexible terms that align with the Company's
tersebut disebut Master Restructuring Agreement repayment capacity.
2024 (“MRA 2024”) untuk mencari kesepakatan
yang lebih fleksibel sejalan dengan kemampuan
pembayaran Perusahaan.
Pada bulan November 2024, Perusahaan telah In November 2024, the Company secured the in-
memperoleh kesepakatan prinsip MRA 2024 principle agreement for MRA 2024 from the
dari kelompok Himpunan Bank Milik Negara HIMBARA (Association of State-Owned Banks)
(HIMBARA). Kesepakatan tersebut telah group. This agreement was formalized in Notarial
tertuang dalam Akta Notaris No. 1 oleh Ariani L. Deed No. 1, executed by Ariani L. Rachim, S.H.,
Rachim, S.H., Notaris di Jakarta tanggal Notary in Jakarta, dated November 6, 2024.
6 November 2024. Selanjutnya, kesepakatan Subsequently, the agreement was declared
tersebut dinyatakan efektif setelah memperoleh effective. after obtaining accession and approval
aksesi dan persetujuan dari seluruh kreditur from all other creditors within the restructuring
lainnya yang tergabung dalam sindikasi syndicate. This was marked by a letter from the
restrukturisasi ditandai dengan surat dari agen agent, No. SSF/5.3/3226 dated October 13,
tanggal 13 Oktober 2025. Adapun MRA 2024 2025. The MRA 2024 primarily agrees on the
pada pokoknya menyepakati hal-hal sebagai following key points:
berikut:
Final Draft/31 Maret 2026 87
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
(1) Penurunan tingkat suku bunga pada Tranche (1) A reduction in the interest rate in Tranche A,
A, Tranche B, dan Tranche C masing- Tranche B, and Tranche C are each subject
masing dikenakan bunga sebesar 4,5%, to interest rates of 4.5%, 1.5%, and 0.75% for
1,5% dan 0,75% untuk pinjaman dalam mata loans denominated in Rupiah, and 3%, 1%,
uang Rupiah dan 3%, 1% dan 0,5% untuk and 0.5% for loans denominated in US
pinjaman dalam mata uang US Dollar dan Dollars and Euros. However, for Tranche B,
Euro. Namun untuk Tranche B besaran the interest rate may gradually increase to
bunga dapat berubah secara bertahap 7.5% (for loans in Indonesian Rupiah) and up
hingga 7,5% (untuk pinjaman dalam mata to 5% (for loans in US Dollars and Euros) by
uang rupiah) dan hingga 5% (untuk pinjaman 2029 if the divestment of certain subsidiaries
dalam mata uang US Dollar dan Euro) pada or associate company not completed by
2029 apabila divestasi entitas anak dan 2026. Additionally, for Tranche C, there are
asosiasi tertentu tidak terlaksana di tahun factors that may adjust the maximum interest
2026. Selain itu, untuk Tranche C juga rate up to 6% (for loans in Indonesian
terdapat faktor yang dapat mengubah nilai Rupiah) and 4% (for loans in US Dollars and
suku bunga maksimal hingga 6% (untuk Euros) if, prior to the final payment of
pinjaman dalam mata uang rupiah) dan 4% Tranche C, the divestment of certain
(untuk pinjaman dalam mata uang US Dollar subsidiaries or associate company has not
dan Euro) apabila hingga sebelum been completed and EBITDA exceeds
pembayaran terakhir Tranche C divestasi USD1,000,000;
saham entitas anak atau asosiasi tertentu
belum terlaksana dan EBITDA melebihi
USD1.000.000;
(2) Perpanjangan jangka waktu pembayaran (2) An extension of the payment term. to
menjadi 23 September 2031 untuk Tranche September 23, 2031 for Tranche A,
A, 23 Desember 2029 untuk Tranche B, dan December 23, 2029 for Tranche B, and
23 Desember 2035 untuk Tranche C; dan December 23, 2035 for Tranche C; and
(3) Pemberlakuan diskon pembayaran (haircut) (3) The application of a payment discount
terhadap beberapa kreditur. Atas ketentuan (haircut) for certain creditors. As a result of
ini, Perusahaan mencatatkan laba sebesar this item, the Company recorded a profit of
USD156.743 (Catatan 38.b). USD156,743 (Note 38.b).
Atas restrukturisasi ini, Grup mengakui selisih Due to this restructuring, the Group recognize
antara nilai wajar dan nilai pinjaman yang difference between fair value and amount of the
direstrukturisasi sebesar USD USD515.684 restructured loan amounting to USD515,684 as
sebagai keuntungan atas restrukturisasi pinjaman gain on loan restructuring (Note 38.a).
(Catatan 38.a).
Pinjaman ini dijamin dengan jaminan fidusia atas The loan is secured with the fiduciary transfer of
seluruh rekening bank, piutang usaha, all bank accounts, trade receivables, inventories,
persediaan, dan aset tetap tertentu milik and certain fixed assets of the Company and the
Perusahaan dan entitas anak yang unsustain unsustained subsidiaries which have been
yang diikat dengan fidusia sesuai dengan assigned on a fiduciary basis in accordance with
perjanjian awal Perusahaan dan entitas anak the initial loan agreements between the
yang unsustain dengan masing-masing kreditur Company and the unsustained subsidiaries and
(Catatan 4, 6, 8, dan 11). each of the creditors (Notes 4, 6, 8, and 11).
Rincian jaminan yang diberikan atas perjanjian The details of collateral placed under the loan
restrukturisasi pinjaman pada tanggal restructuring agreement as at December 31,
31 Desember 2025 dan 2024 adalah sebagai 2025 and 2024 are as follows:
berikut:
Final Draft/31 Maret 2026 88
Page 605
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Perusahaan/The Company Jaminan/Collateral
PT Bank Negara Indonesia Persediaan Perusahaan dengan nilai penjaminan sebesar Rp1.875.000 juta, tanah dan bangunan seluas
(Persero) Tbk 2.241.464 m2 dengan nilai penjaminan sebesar Rp2.721.282 juta. Pada tanggal 29 Desember 2022,
Perusahaan mengganti jaminan tanah dan bangunan menjadi seluas 2.147.579 m2 dengan nilai penjaminan
sebesar Rp2.729.246 juta (Catatan 8 dan 11)/Inventories with a guaranteed value of Rp1,875,000 million,
land and a building covering an area of 2,241,464 sqm with a guaranteed value of Rp2,721,282 million. On
29 December 2022, the Company has changed a guaranteed of land and a building into covering an area of
2,147,579 sqm with a guaranteed value of Rp2,729,246 million (Notes 8 and 11).
Fidusia mesin dan peralatan dengan nilai penjaminan sebesar Rp3.598.634 juta, tanah seluas 1.210.477 sqm
PT Bank Mandiri (Persero) Tbk dengan nilai penjaminan sebesar Rp1.107.988 juta, persediaan dan piutang usaha dengan nilai penjaminan
sebesar Rp3.502.000 juta (Catatan 6, 8 dan 11)/Fiduciary guarantees of machinery and equipment with a
guaranteed value of Rp3,598,634 million, land covering an area of 1,210,477 sqm with a guaranteed value of
Rp1,107,988 million, inventories and trade receivables with a guaranteed value of Rp3,502,000 million (Notes
6, 8 and 11).
PT Bank Rakyat Indonesia Dijamin secara fidusia dengan bangunan, mesin mekanis dan peralatan Stockyard Pelabuhan dengan nilai
(Persero) Tbk penjaminan sebesar Rp181.218 juta (Catatan 11)/Secured by buildings, mechanical machinery and
equipment of Harbour Stockyard, on a fiduciary basis, with a committed value of Rp181,218 million
(Note 11).
PT Bank CIMB Niaga Tbk Bangunan dan hak tanggungan atas tanah dengan sertifikat HGB No. 876 milik Perusahaan seluas 315.380
m2 yang terletak di Kecamatan Pulo Merak, Cilegon, dengan nilai penjaminan sebesar USD24.000
(Catatan 11)/The Company’s buildings and land under HGB No. 876 covering an area of 315,380 sqm located
in Kecamatan Pulo Merak, Cilegon, with a guaranteed value of USD24,000 (Note 11).
PT OCBC NISP Tbk Bangunan dan hak tanggungan atas tanah dengan sertifikat HGB No. 598/Kebonbaru Asem Baris, HGB No.
446/ Pegangsaan, HGB No. 190/Pejaten Timur, HGB No. 530/Tegalratu yang terletak di Jakarta dan Cilegon,
dengan nilai penjaminan sebesar Rp117.500 juta (Catatan 11)/Buildings and land under HGB No.
598/Kebonbaru Asem Baris, HGB No. 190/Pejaten Timur, HGB No. 530/Tegalratu located in Jakarta and
Cilegon with a guaranteed value of Rp117,500 million (Note 11).
PT Bank Central Asia Tbk*) Tanah dengan sertifikat HGB No. 22/Kubangsari dan HGB No. 2742/Warnasari yang terletak di Cilegon,
dengan nilai hak tanggungan minimal sebesar Rp99.800 juta dan persediaan barang dengan nilai jaminan
fidusia sebesar Rp350.000 juta. Pada tanggal 27 Desember 2022, Perusahaan mengganti jaminan tanah
dengan sertifikat SHGB No. 1316/Kotasari dan SHGB No. 2508/Kotasari dengan nilai penjaminan sebesar
Rp169.800 juta. Pada tanggal 14 April 2023, Perusahaan telah mendapatkan Akta Pemberian Hak
Tanggungan (“APHT”) dan Sertifikat Hak Tanggungan (“SHT”). (Catatan 8 dan 11)/Land under the certificate
of HGB No. 22/Kubangsari and HGB No. 2742/Warnasari located in Cilegon with a minimum guaranteed
value of Rp99,800 million and inventories on a fiduciary basis with a guaranteed value of Rp350,000 million.
On 27 December 2022, the Company has changed a guarantee of land into SHGB No. 1316/Kotasari and
SHGB No. 2508/Kotasari with a guaranteed value of Rp169,800 million. On 14 April 2023, the Company has
obtained the land mortgage deed (“APHT”) and Mortgage Certificate (“SHT”) (Note 8 and 11).
Lembaga Pembiayaan Ekspor Fidusia bangunan dan mesin dengan nilai penjaminan sebesar Rp80.968 juta, tanah dengan sertifikat HGB
Indonesia No. 1125/Kotabumi seluas 309.100 m2 dengan nilai penjaminan sebesar USD20.500 (Catatan 11)/Fiduciary
guarantees of building and machinery with a guaranteed value of Rp80,968 million, land under certificate of
HGB No. 1125/Kotabumi covering an area of 309,100 sqm with a guaranteed value of USD20,500 (Note 11).
PT OCBC NISP Tbk, dan Tanah dengan sertifikat Hak Pakai No. 107/Gunung Sahari Utara, HGB No. 2716/Gunung Sahari Utara dan
PT Bank DBS Indonesia*) HGB No. 2717/Gunung Sahari Utara dengan nilai hak tanggungan minimal sebesar Rp80.000 juta
(Catatan 11)/Land under the right-of-use certificate No. 107/Gunung Sahari Utara, certificate HGB No.
2716/Gunung Sahari Utara and HGB No. 2717/Gunung Sahari Utara with a minimum guaranteed value of
Rp80,000 million (Note 11).
Standard Chartered Bank Tanah dengan Sertifikat HGB No. 2742/Warnasari yang terletak di Cilegon, dengan nilai hak tanggungan
Indonesia*) minimal sebesar Rp36.500 juta. Pada tanggal 26 Januari 2023, Perusahaan telah mendapatkan Akta APHT
dan Sertifikat Hak Tanggungan SHT (Catatan 11)/Land under the certificate of HGB No. 2742/Warnasari
located in Cilegon with a minimum guaranteed value of Rp36,500 million. On 26 January 2023, the Company
has obtained the APHT and SHT (Note 11).
PT Bank Mandiri (Persero) Tbk, Tanah dengan sertifikat HGB No. 11 milik Perusahaan seluas 61,45 Ha yang terletak di Samangraya dengan
PT Bank Negara Indonesia nilai hak tanggungan minimal sebesar Rp3.100.074 juta dan jaminan fidusia atas mesin, peralatan, suku cadang
(Persero) Tbk, PT OCBC NISP dan aksesoris dengan nilai penjaminan Rp3.220.326 juta (Catatan 8 dan 11) serta Rekening Cadangan
Tbk, PT Bank ICBC Indonesia, Pembayaran Kewajiban (“DSRA”) di Bank Mandiri dengan saldo minimum sebesar dua kali cicilan pokok
PT Bank CIMB Niaga Tbk, dan pinjaman beserta bunganya/Secured on a proportionate basis for land under the certificate of HGB No. 11
Lembaga Pembiayaan Ekspor covering an area of 61.45 Ha located in Samangraya with a minimum mortgage value of Rp3,100,074 million
Indonesia and a fiduciary guarantee for machinery, equipment, spare parts and accessories with a guaranteed value of
Rp3,220,326 million (Notes 8 and 11) and Debt Service Reserve Account (“DSRA”) in Bank Mandiri with the
minimum balance not less than two time of the principal instalment with interest payable thereon.
PT Bank Mandiri (Persero) Tbk, Dijamin secara pari passu dengan jaminan untuk fasilitas kredit yang diperoleh dari Bank Mandiri untuk
PT Bank Negara Indonesia jaminan fidusia mesin dan peralatan, tanah seluas 1.210.477 m2 dengan nilai penjaminan sebesar
(Persero) Tbk, dan PT Bank USD60.236, hak tanggungan atas tanah dengan sertifikat HGB No. 1124 milik Perusahaan seluas
Rakyat Indonesia (Persero) Tbk 1.088.935 m2 yang terletak di Kelurahan Kotabumi, Cilegon (Catatan 11) dan DSRA di Bank Mandiri dengan
saldo minimum sebesar dua kali cicilan pokok pinjaman beserta bunganya/Secured on a proportionate basis
with the collateral pledged for the credit facilities obtained from Bank Mandiri for fiduciary of machinery and
equipment, land covering an area of 1,210,477 sqm with a guaranteed value of USD60,236, security right over
land under the certificate of HGB No. 1124 located in Kotabumi, Cilegon covering an area of 1,088,935 sqm
(Note 11) and DSRA in Bank Mandiri with a minimum balance of not less than two time of the principal
instalment with interest payable thereon.
*) telah dilakukan penyelesaian kewajiban dipercepat di tahun 2025/ an early settlement of obligations was carried out during 2025
Final Draft/31 Maret 2026 89
Page 606
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Entitas Anak/ Subsidiaries Jaminan/Collateral
KBK
PT Bank Negara Indonesia Piutang usaha, persediaan sebesar Rp37.082 juta dan aset tetap milik KBK dan tanah milik Perusahaan
(Persero) Tbk yang dikuasakan kepada KBK untuk dijadikan sebagai jaminan berdasarkan APHT dengan nilai minimal
Rp860.468 juta (Catatan 6, 8, dan 11)/Trade receivables, inventories amounted to Rp37,082 million and
KBK’s fixed assets and the Company’s land which have been authorised to KBK to be pledged as
collateral as stipulated in the Deed of Right to Transfer Guarantee with a minimum value of Rp860,468 million.
(Notes 6, 8, and 11).
PT Bank Rakyat Indonesia Persediaan dengan nilai penjaminan sebesar Rp350.000 juta dan piutang usaha dengan nilai penjaminan
(Persero) Tbk sebesar Rp203.530 juta (Catatan 6 dan 8)/Inventories with a guaranteed value of Rp350,000 million and
trade receivables with a guaranteed value of Rp203,530 million (Notes 6 and 8).
KPI
PT Bank Rakyat Indonesia Persediaan barang jadi dan bahan baku, tanah seluas 73.958 m2, mesin, peralatan dan pendukung lainnya
(Persero) Tbk yang terkait dengan pabrik pipa baja ERW second line dengan nilai pengikatan sebesar Rp834.923 juta
(Catatan 8 dan 11)/Finished goods and raw material inventories, land covering an area of 73,958 sqm,
machinery, equipment and other supporting facilities related to the second line ERW steel pipes plant with a
guaranteed value of Rp834,923 million (Notes 8 and 11).
KE
PT Bank Negara Indonesia Jaminan yang sama dengan yang diberikan Perusahaan atas fasilitas pinjaman dari BNI/The same collateral
(Persero) Tbk given by the Company for the facility obtained from BNI.
PT Bank Rakyat Indonesia Dijaminkan secara cessie atas tagihan proyek yang dibiayai pinjaman BRI dengan nilai Rp600.000
(Persero) Tbk juta/Secured by project bills on a cessie basis financed by BRI’s loan amounting to Rp600,000 million.
PT Bank Mandiri (Persero) Tbk Dijaminkan dengan tagihan proyek secara fidusia dengan nilai pengikatan sebesar Rp2.025.000 juta dan
kontrak proyek secara cessie/Secured by fiduciary project bills with a total amount of Rp2,025,000 million
and a cessie project contract.
MJIS
PT Bank Rakyat Indonesia Dijamin dengan piutang usaha, persediaan, mesin dan bangunan (Catatan 6, 8, dan 11)/Secured by trade
(Persero) Tbk receivables, inventories, machinery and buildings (Notes 6, 8, and 11).
Selain itu, Perusahaan juga menandatangani In addition, the Company has also signed an
perjanjian gadai rekening dan pengelolaan account pledge and account management
rekening dengan BNI. Rekening ini digunakan agreement with BNI. This account is used for the
untuk pembayaran pinjaman Tranche A, repayment of Tranche A, Tranche B, and
Tranche B dan Tranche C dan dikelola penuh Tranche C loans and is fully managed by BNI.
oleh BNI.
Tranche A Tranche A
Tabel di bawah ini menunjukkan perincian The below table shows the details of the Tranche
pinjaman Tranche A untuk setiap entitas sebagai A loans for each entity:
berikut:
2025
Perusahaan/
The Company KBK KPI KE MJIS Total
USD USD USD USD USD USD
Bank
PT Bank Bank Mandiri (Persero) Tbk 50,500 -- -- 866 -- 51,365
PT Bank Negara Indonesia (Persero) Tbk 29,472 3,581 -- 771 -- 33,824
PT Bank Rakyat Indonesia (Persero) Tbk 14,279 735 953 145 1,359 17,471
PT Bank CIMB Niaga Tbk 22,845 -- -- -- -- 22,845
PT OCBC NISP Tbk 12,532 -- -- -- -- 12,532
PT Bank ICBC Indonesia 4,225 -- -- -- -- 4,225
Lembaga Pembiayaan
Ekspor Indonesia 6,909 -- -- -- -- 6,909
Total 140,763 4,316 953 1,781 1,359 149,172
Dampak Restrukturisasi/
Impact of Restructuring (9,805) (369) (58) (108) (82) (10,422)
Total 130,958 3,948 895 1,673 1,277 138,751
Final Draft/31 Maret 2026 90
Page 607
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
Perusahaan/
The Company KBK KPI KE MJIS Total
USD USD USD USD USD USD
Bank
PT Bank Bank Mandiri (Persero) Tbk 50,150 -- -- 906 -- 51,056
PT Bank Negara Indonesia (Persero) Tbk 35,358 3,465 -- 806 -- 39,629
PT Bank Rakyat Indonesia (Persero) Tbk 14,186 716 967 148 1,328 17,345
PT Bank CIMB Niaga Tbk 22,698 -- -- -- -- 22,698
PT OCBC NISP Tbk 12,447 -- -- -- -- 12,447
PT Bank ICBC Indonesia 4,198 -- -- -- -- 4,198
Lembaga Pembiayaan
Ekspor Indonesia 6,856 -- -- -- -- 6,856
PT Bank DBS Indonesia 4,718 -- -- -- -- 4,718
Standard Chartered Bank Indonesia 2,343 -- -- -- -- 2,343
PT Bank Central Asia Tbk 4,424 -- -- -- -- 4,424
Total 157,378 4,181 967 1,860 1,328 165,714
Dampak Restrukturisasi/
Impact of Restructuring (254) 79 (12) -- -- (187)
Total 157,124 4,260 955 1,860 1,328 165,527
Tranche B Tranche B
Tabel di bawah ini menunjukkan perincian pinjaman The below table shows the details of the Tranche
Tranche B untuk setiap entitas sebagai berikut: B loans for each entity:
2025
Perusahaan/
The Company KBK KPI KE MJIS Total
USD USD USD USD USD USD
Bank
PT Bank Bank Mandiri (Persero) Tbk 55,389 -- -- 1,091 -- 56,479
PT Bank Negara Indonesia (Persero) Tbk 31,846 4,498 -- 971 -- 37,315
PT Bank Rakyat Indonesia (Persero) Tbk 20,179 1,958 2,535 385 3,617 28,675
PT Bank CIMB Niaga Tbk 27,460 -- -- -- -- 27,460
PT OCBC NISP Tbk 14,096 -- -- -- -- 14,096
PT Bank ICBC Indonesia 5,329 -- -- -- -- 5,329
Lembaga Pembiayaan
Ekspor Indonesia 8,314 -- -- -- -- 8,314
Total 162,612 6,457 2,535 2,447 3,617 177,668
Dampak Restrukturisasi/
Impact of Restructuring (10,405) (571) (192) (185) (274) (11,627)
Total 152,208 5,885 2,343 2,261 3,343 166,041
2024
Perusahaan/
The Company KBK KPI KE MJIS Total
USD USD USD USD USD USD
Bank
PT Bank Bank Mandiri (Persero) Tbk 64,871 -- -- 1,377 -- 66,248
PT Bank Negara Indonesia (Persero) Tbk 49,328 1,577 -- 1,112 -- 52,017
PT Bank Rakyat Indonesia (Persero) Tbk 23,538 2,497 2,936 496 4,403 33,870
PT Bank CIMB Niaga Tbk 31,655 -- -- -- -- 31,655
PT OCBC NISP Tbk 16,509 -- -- -- -- 16,509
PT Bank ICBC Indonesia 6,096 -- -- -- -- 6,096
Lembaga Pembiayaan
Ekspor Indonesia 9,737 -- -- -- -- 9,737
PT Bank DBS Indonesia 7,057 -- -- -- -- 7,057
Standard Chartered Bank Indonesia 3,428 -- -- -- -- 3,428
PT Bank Central Asia Tbk 5,939 -- -- -- -- 5,939
Total 218,158 4,074 2,936 2,985 4,403 232,556
Dampak Restrukturisasi/
Impact of Restructuring (3,565) (224) (36) -- -- (3,825)
Total 214,593 3,850 2,900 2,985 4,403 228,731
Final Draft/31 Maret 2026 91
Page 608
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Tranche C Tranche C
Tabel di bawah ini menunjukkan perincian The below table shows the details of the Tranche
pinjaman Tranche C untuk setiap entitas sebagai C loans for each entity:
berikut:
2025
Perusahaan/
The Company KBK KPI KE MJIS Total
USD USD USD USD USD USD
Bank
PT Bank Bank Mandiri (Persero) Tbk 301,275 -- -- 5,265 -- 306,539
PT Bank Negara Indonesia (Persero) Tbk 179,213 21,776 -- 4,686 -- 205,674
PT Bank Rakyat Indonesia (Persero) Tbk 79,984 11,038 14,305 2,173 20,407 127,906
PT Bank CIMB Niaga Tbk 62,621 -- -- -- -- 62,621
PT OCBC NISP Tbk 75,481 -- -- -- -- 75,481
PT Bank ICBC Indonesia 25,692 -- -- -- -- 25,692
Lembaga Pembiayaan
Ekspor Indonesia 42,005 -- -- -- -- 42,005
Total 766,271 32,813 14,305 12,123 20,407 845,919
Dampak Restrukturisasi/
Impact of Restructuring (297,398) (13,906) (6,080) (5,153) (8,674) (331,212)
Total 468,872 18,908 8,225 6,970 11,733 514,708
2024
Perusahaan/
The Company KBK KPI KE MJIS Total
USD USD USD USD USD USD
Bank
PT Bank Bank Mandiri (Persero) Tbk 284,416 -- -- 5,121 -- 289,537
PT Bank Negara Indonesia (Persero) Tbk 202,253 21,653 -- 4,558 -- 228,464
PT Bank Rakyat Indonesia (Persero) Tbk 75,628 11,028 13,597 2,032 18,868 121,153
PT Bank CIMB Niaga Tbk 125,770 -- -- -- -- 125,770
PT OCBC NISP Tbk 68,783 -- -- -- -- 68,783
PT Bank ICBC Indonesia 24,300 -- -- -- -- 24,300
Lembaga Pembiayaan
Ekspor Indonesia 39,108 -- -- -- -- 39,108
PT Bank DBS Indonesia 26,141 -- -- -- -- 26,141
Standard Chartered Bank Indonesia 13,067 -- -- -- -- 13,067
PT Bank Central Asia Tbk 25,452 -- -- -- -- 25,452
Total 884,918 32,681 13,597 11,711 18,868 961,775
Dampak Restrukturisasi/
Impact of Restructuring (4,378) 44 (169) -- -- (4,503)
Total 880,540 32,725 13,428 11,711 18,868 957,272
Final Draft/31 Maret 2026 92
Page 609
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Rincian restrukturisasi pinjaman berdasarkan The details of loan restructuring based on
mata uang adalah sebagai berikut: currencies are as follows:
2025
Pokok Pinjaman/ Nilai Tercatat/
Loan Principal Carrying Amount
USD
Tranche A Tranche A
Rupiah Rp533,373 Juta 31,900 Rupiah
Dolar AS USD116,367 116,367 US Dollars
Euro EUR771 905 Euro
Subtotal 149,172 Subtotal
Tranche B Tranche B
Rupiah Rp2,440,819 Juta 145,982 Rupiah
Dolar AS USD31,686 31,686 US Dollars
Subtotal 177,668 Subtotal
Tranche C Tranche C
Rupiah Rp3,716,697 Juta 222,290 Rupiah
Dolar AS USD618,859 618,859 US Dollars
Euro EUR4.063 4,770 Euro
Subtotal 845,919 Subtotal
Total 1,172,759 Total
2024
Pokok Pinjaman/ Nilai Tercatat/
Loan Principal Carrying Amount
USD
Tranche A Tranche A
Rupiah Rp596,729 Juta 31,518 Rupiah
Dolar AS USD133,351 133,351 US Dollars
Euro EUR811,239 845 Euro
Subtotal 165,714 Subtotal
Tranche B Tranche B
Rupiah Rp3,031,237 Juta 184,496 Rupiah
Dolar AS USD48,060 48,060 US Dollars
Subtotal 232,556 Subtotal
Tranche C Tranche C
Rupiah Rp3,800,888 Juta 201,265 Rupiah
Dolar AS USD756,279 756,279 US Dollars
Euro EUR4,063 4,231 Euro
Subtotal 961,775 Subtotal
Total 1,360,045 Total
Bedasarkan perjanjian pinjaman restrukturisasi Based on the latest loan restructuring agreement,
terbaru, bahwa Perusahaan dan entitas anak wajib the Company and its subsidiaries are required to
memenuhi janji finansial yaitu ICR (rasio Cash comply with financial covenants, namely the
Flow Available for Debt Services (CFADS) Interest Coverage Ratio (ICR), defined as the ratio
terhadap bunga tunai) minimal sebesar 1 dan of Cash Flow Available for Debt Service (CFADS)
DSCR (rasio CFADS terhadap debt service) to cash interest, with a minimum threshold of 1,
minimal sebesar 1. Dengan ketentuan kewajiban and the DSCR defined as the ratio of CFADS to
pemenuhan janji finansial selama jangka waktu 3 debt service, with a minimum threshold of 1. The
tahun pertama setelah tanggal efektif dilakukan obligation to meet these financial covenants
berdasarkan upaya terbaik Perusahaan dan during the first three years from the effective date
entitas anak (best effort basis). Pada tanggal 31 is to be fulfilled on a best effort basis by Company
Desember 2025, Perusahaan dan entitas anak and its subsidiaries. As of December 31, 2025,
telah memenuhi seluruh janji finansial yang Company and its subsidiaries has complied with
dipersyaratkan dalam perjanjian pinjaman all financial covenants stipulated in the loan
restrukturisasi ini. restructuring agreement.
Final Draft/31 Maret 2026 93
Page 610
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pinjaman Entitas Anak Subsidiaries' Loan
Fasilitas
Pinjaman Entitas Anak/ Maksimum/ Jumlah Pinjaman/ Suku Bunga
Subsidiaries Loans Maximum Facility Outstanding Balance per Tahun/
Kreditur dan Jenis Pinjaman/ (Nilai Penuh Rupiah/ (In Thousand US Dollars) Jatuh Tempo Fasilitas/ Interest Rate
Creditor and Type of Loan In Full Amount Rupiah) 2025 2024 Maturity of Facility per Annum
Pinjaman Bank/Bank Loans
Entitas Anak/Subsidiaries
KSI dan Entitas Anak/and Subsidiaries
PT Bank Syariah Indonesia Tbk
Sharia Refinancing (Musyarakah Mutanaqisah ) II - KSI 111,850,000,000 682 1,828 15 Juli/July 2026 9.00%
PT Bank Jasa Jakarta
Kredit Kepemilikan Mobil/Car Ownership Credit - KJI 45,635,000,000 667 1,151 28 Februari/February 2028 4.50% - 8.00%
PT Bank Panin Dubai Syariah Tbk
Fasilitas Kredit Investasi/Investment Credit Facility - KTI 152,000,000,000 7,192 8,281 28 Oktober/October 2032 7.60%
PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk
Kredit Investasi/Investment Credit I - KBS 150,000,000,000 1,652 3,782 16 September/September 2027 9.25%
Kredit Investasi/Investment Credit II - KBS 84,000,000,000 2,203 2,486 16 September/September 2027 9.25%
Kredit Investasi/Investment Credit II - KJL 18,266,348,000 678 1,002 25 September/September 2028 9.00%
Kredit Investasi/Investment Credit - KJS 6,772,000,000 152 397 29 Juli/July 2027 9.50%
Pinjaman Non-Bank/Non-Bank Loans
KSI dan Entitas Anak/and Subsidiaries
PT Sarana Multi Infrastruktur (Persero)
Fasilitas Tranche/Tranche Facility T A, B, C 66,000,000,000 2,639 -- 1 Maret/March 2030 8.50%
Musyarakah Mutanaqisah - Tranche A 300,000,000,000 12,012 13,443 28 Desember/December 2032 9% pada tahun pertama/
in first year
JIBOR 6 bulan/
month +3.16%
Fasilitas Pembiayaan Berjangka/
Term Financing Facility 700,000,000,000 18,993 31,750 28 Desember/December 2032 9% pada tahun pertama/
in first year
JIBOR 6 bulan/
month +3.16%
Fasilitas Kredit Investasi/Investment Credit Facility - KTI 207,800,000,000 5,451 2,006 20 Mei/May 2032 8.00%
PT Sarana Multi Infrastruktur (Persero)
Kredit Investasi/Investment Credit - KBS 217,645,400,000 -- 922 8 Juni/June 2025 9.00%
Kredit Investasi/Investment Credit - Integrated Warehouse - KBS 83,600,000,000 828 653 12 September/September 2026 9.00%
Kredit Investasi/Investment Credit - Tugboat - KBS 51,100,000,000 2,288 3,000 3 November 2028 8.59%
Toyota Astra Finance
Kredit Kepemilikan Mobil/Car Ownership Credit 21,021,000,000 1,842 1,563 30 Oktober/October 2028 2.75%
Clipan Finance Indonesia
Kredit Kepemilikan Mobil/Car Ownership Credit 5,457,000,000 856 204 4 Juli/July 2028 4.50% - 4.68%
Sunindo Kookmin Best Finance
Kredit Kepemilikan Mobil/Car ownership credit 26,834,000,000 1,331 1,439 1 Maret/March 2029 5.14% - 5.44%%
Perusahaan Pembiayaan Konsumen/
Consumer Finance Companies
(masing-masing dibawah/each below Rp4,000) 11,862,000,000 625 542 25 Desember/December 2028 4.75% - 5.44%
Total 60,092 74,449 Total
Jaminan Pinjaman Loan Collateral
PT Krakatau Sarana Infrastruktur (“KSI”) PT Krakatau Sarana Infrastruktur (“KSI”)
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
Jaminan dari perjanjian fasilitas musyarakah Collateral from musyarakah mutanaqisah and
mutanaqisah dan pembiayaan berjangka term financing facility agreement are fiduciary
adalah jaminan fidusia atas tagihan klaim guarantee for insurance claims, pledge of
asuransi, dana pada DSRA, dan beberapa DSRA, and several land and buildings belongs
tanah dan bangunan denpgan sertifikat HGB to the Company with HGB certificate HGB No.
No. 5, HGB No. 31, HGB No. 32, HGB No. 9, 5, HGB No. 31, HGB No. 32, HGB No. 9, HGB
HGB No. 12, HGB No. 1624, HGB No. 1160, No. 12, HGB No. 1624, HGB No. 1160, HGB
HGB No. 417, HGB No. 700 dan 53 HGB di No. 417, HGB No. 700 and 53 HGB located in
daerah Kosambironyok dengan total luas Kosambironyok with a total land size of
tanah sebesar 1.420.119 m2 dan bangunan 1,420,119 sqm and total buildings size of
sebesar 20.496 m2 (Catatan 6 dan 11). 20,496 sqm (Notes 6 and 11).
Jaminan dari perjanjian fasilitas perjanjian Collateral from this facility agreement are HGB
pembiayaan adalah tanah milik KSI dengan certificate No. 1860 and HGB certificate No.
sertifikat HGB No. 1860 dan sertifikat HGB 1861 with a total size of 2,558 sqm belongs to
No. 1861 dengan total luas sebesar 2.558 m2, KSI and pledge of Debt Service Reserve
Final Draft/31 Maret 2026 94
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
dan dana pada Rekening Cadangan Account (“DSRA”) as well as power of attorney
Pembayaran Kewajiban (“DSRA”) beserta to withdraw funds (Notes 6 and 11).
kuasa penarikan dananya (Catatan 6 dan 11).
PT Bank Syariah Indonesia Tbk (“BSI”) PT Bank Syariah Indonesia Tbk (“BSI”)
Jaminan untuk Fasilitas II sharia refinancing Collateral for Facility II sharia refinancing
(musyarakah mutanaqisah) dari perjanjian (musyarakah mutanaqisah) from this bank
bank ini adalah HGB No. 917 dan HGB No. agreement are secured by HGB No. 917 and
783 dengan jumlah area lahan seluas 42.226 HGB No. 783 covering a total area of 42,226
m2 (Catatan 12). sqm of land (Note 12).
PT Krakatau Bandar Samudera (“KBS”) PT Krakatau Bandar Samudera (“KBS”)
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
Fasilitas ini dijamin dengan jaminan fidusia This facility are secured by fiduciary guarantee
piutang usaha KBS dengan nilai Rp46.759, of trade receivables owned by KBS amounting
tanah yang terletak di kelurahan Tegal Ratu, to Rp46,759, land located in Tegal Ratu district,
Cilegon dengan sertifikat HGB No. 471 seluas Cilegon with HGB No. 471 covering an area of
72.068 m2 dan sertifikat HGB No. 469 seluas 72,068 sqm and HGB No. 469 covering an area
96.638 m2, bangunan Dermaga 7.1 dan 7.2, of 96,638 sqm, Pier 7.1 and 7.2, crane, ship
crane, ship unloader, dan peralatan unloader and other port equipment which are
pelabuhan lainnya yang diikat secara fidusia tied in a fiduciary (Note 6 and 11).
(Catatan 6 dan 11).
PT Bank Pembangunan Daerah Jawa Barat PT Bank Pembangunan Daerah Jawa Barat
dan Banten Tbk (“BJB”) dan Banten Tbk (“BJB”)
Jaminan dari perjanjian bank ini adalah Collateral from this bank agreement are KBS’s
dengan tanah milik KBS dengan sertifikat land with HGB No. 451, HGB No. 452 and HGB
HGB No. 451, HGB No. 452, dan HGB No. No. 453 located in Tegal Ratu district, Cilegon,
453 seluas 10.472 m2, 47.965 m2 dan 52.649 covering an area 10,472 sqm, 47,965 sqm and
m2 yang terletak di kelurahan Tegal Ratu, 52,649 sqm with a guaranteed value of
Cilegon, dengan nilai penjaminan Rp292.500, Rp292,500, and restricted cash in the name of
dan saldo kas yang dibatasi penggunaannya KBS amounting to Rp18,051 at BJB (Note 5 and
atas nama KBS sebesar Rp18.051 pada BJB 11).
(Catatan 5 dan 11).
PT Krakatau Jasa Logistik (“KJL”) PT Krakatau Jasa Logistik (“KJL”)
PT Bank Syariah Indonesia Tbk PT Bank Syariah Indonesia Tbk
Jaminan dari perjanjian bank ini adalah 20 unit Collateral from this bank agreement are 20
truk trailer dan delapan twistlock yang dimiliki units of trailer trucks and eight twistlock KJL
oleh KJL sebesar Rp8.020 (Catatan 11). amounting to Rp8,020 (Note 11).
PT Bank Pembangunan Daerah Jawa Barat PT Bank Pembangunan Daerah Jawa Barat
dan Banten Tbk (“BJB”) dan Banten Tbk (“BJB”)
Jaminan dari perjanjian bank ini adalah 15 unit Collateral from this bank agreement are 15
kendaraan dan alat berat yang diikat secara units of vehicle and heavy equipment that are
fidusia dengan nilai penjaminan sebesar tied up in a fiduciary manner with a guaranteed
Rp31.115 juta (Catatan 11). value of Rp31,115 million (Note 11).
PT Krakatau Jasa Samudera (“KJS”) PT Krakatau Jasa Samudera (“KJS”)
PT Bank Pembangunan Daerah Jawa Barat PT Bank Pembangunan Daerah Jawa Barat
dan Banten Tbk (“BJB”) dan Banten Tbk (“BJB”)
Fasilitas kredit investasi dari BJB dijamin This credit facility from BJB with collateral is 3
dengan 3 unit excavator, 4 unit loader dan 2 unit units excavator, 4 units loader, and 2 units
forklift dengan nilai sebesar Rp4.480 dan akan forklift amounting Rp4,480 and ended on
berakhir pada September 2029. (Catatan 11). September 2029.
Final Draft/31 Maret 2026 95
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
PT Krakatau Jasa Industri (“KJI”) PT Krakatau Jasa Industri (“KJI”)
PT Bank Jasa Jakarta (“BJJ”) PT Bank Jasa Jakarta (“BJJ”)
Jaminan dari perjanjian bank ini adalah Collateral from this bank agreement are secured
dengan 85 unit kendaraan milik KJI dengan by 85 vehicles owned by KJI with a range of
kisaran nilai sebesar batas plafon yang prices that are equal to the maximum plafond
diberikan (Catatan 11). (Note 11).
PT Toyota Astra Financial Services PT Toyota Astra Financial Services
Jaminan dari perjanjian ini adalah dengan 90 unit Collateral from this agreement are secured by 90
kendaraan milik KJI dengan kisaran nilai sebesar vehicles owned by KJI with a range of prices that
batas plafon yang diberikan (Catatan 11). are equal to the maximum plafond (Note 11).
PT Clipan Finance Indonesia Tbk PT Clipan Finance Indonesia Tbk
Jaminan dari perjanjian ini adalah dengan 26 unit Collateral from this agreement are secured by 26
kendaraan milik KJI dengan kisaran nilai sebesar vehicles owned by KJI with a range of prices that
batas plafon yang diberikan (Catatan 11). are equal to the maximum plafond (Note 11).
PT Sunindo Kookmin Best Finance PT Sunindo Kookmin Best Finance
Jaminan dari perjanjian ini adalah dengan 47 unit Collateral from this agreement are secured by 47
kendaraan milik KJI dengan kisaran nilai sebesar vehicles owned by KJI with a range of prices that
batas plafon yang diberikan (Catatan 11). are equal to the maximum plafond (Note 11).
Perusahaan Pembiayaan Konsumen Consumer Finance Companies
Jaminan dari perjanjian dengan beberapa Collateral from these consumer finance
perusahaan pembiayaan konsumen companies (PT Mandiri Tunas Finance,
(PT Mandiri Tunas Finance, PT Dipo Star PT Dipo Star Finance, PT Adira Dinamika Multi
Finance, PT Adira Dinamika Multi Finance Tbk, Finance Tbk, PT CIMB Niaga Auto Finance, PT
PT CIMB Niaga Auto Finance, PT BNI BNI Multifinance and PT Orico Balmor Finance)
Multifinance dan PT Orico Balmor Finance) ini are secured by 55 vehicles owned by KJI with a
adalah dengan 55 unit kendaraan milik KJI range of prices that are equal to the maximum
dengan kisaran nilai sebesar batas plafon yang plafond (Note 11).
diberikan (Catatan 11).
PT Krakatau Tirta Industri (“KTI”) PT Krakatau Tirta Industri (“KTI”)
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
Jaminan dari perjanjian ini adalah bilyet deposito Collateral from this agreement is time deposit
atas nama KTI sebesar Rp5.000 juta pada BJB amounting to Rp5,000 million in the name of KTI
(Catatan 5). at BJB (Note 5).
PT Bank Panin Dubai Syariah Tbk PT Bank Panin Dubai Syariah Tbk
Jaminan dari perjanjian ini adalah tanah dengan Collateral from this agreement are land under
sertifikat HGB No.3 dan berlokasi di Kecamatan the certificate of HGB No.3 and located in
Ciwandan atas nama KTI seluas 163.470 m2 Kecamatan Ciwandan owned by KTI covering
dan sebagian bangunan milik KTI (Catatan 11). an area 163.470 sqm and several buildings
owned by KTI (Note 11).
Pembatasan Covenant
PT Krakatau Sarana Infrastruktur (“KSI”) PT Krakatau Sarana Infrastruktur (“KSI”)
PT Bank Syariah Indonesia Tbk PT Bank Syariah Indonesia Tbk
Selama kredit belum lunas, Perusahaan As long as the credit has not been paid off, the
diwajibkan untuk: Company is required to:
a. Melakukan penilaian aset terhadap jaminan a. Conduct an asset valuation of the financing
pembiyaan oleh Kantor jasa Penilai Publik guarantee by the Public Appraisal Service
(KJPP) selama masa pembiyaaan selambat- Office (KJPP) during the financing period no
lambatnya 24 bulan sekali. later than once every 24 months.
Final Draft/31 Maret 2026 96
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
b. Mencadangkan/menyediaakan dana b. Reserve/provide funds in connection with
berkenaan dengan pemberiaan fasilitas the provision of financing facilities, but not
pembiayaan, tetapi tidak terbatas pada: limited to:
1) Bagi hasil dan angsuran pokok sesuai 1) Profit sharing and principal
kewajiban. installments according to obligations.
2) Perkiraan kewajiban bagi hasil untuk 2) Estimated profit sharing obligation for
satu bulan kedepan. Kewajiban the next month. obligations are made
dilakukan setiap tanggal 25 bulan every 25th of the month concerned.
bersangkutan.
c. Menyediakan saldo blokir minimal 1 kali c. Provide a blocking balance of at least 1
angsuran masing-masing tahap pencairan. installment of each disbursement stage.
d. Memberitahukan transmart jika objek sewa d. Notify transmart if the lease object
menajadi objek bangunan. becomes a building object.
e. Menjaga rasio keuangan: e. Maintain financial ratios:
1) Curent Ratio: 1 kali 1) Curent Ratio: 1 time
2) Debt to Equity Ratio (DER): 2,5 kali 2) Debt to Equity Ratio (DER): 2.5 times
(maksimal) (maximum)
3) Debt Service Coverage (DSC): 100% 3) Debt Service Coverage (DSC): 100%
(minimal) (minimum)
Pada tanggal 31 Desember 2025, KSI telah As of December 31, 2025, KSI has met the
memenuhi rasio keuangan dan kewajiban required financial ratios and restrictive
pembatasan yang dipersyaratkan. covenants.
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
Perjanjian kredit ini mencakup pembatasan- The credit agreement include certain
pembatasan dengan rincian sebagai berikut: restrictions and covenants as follows:
a. Mengumumkan dan melakukan a. Announce and distribute dividends/bonus
pembagian dividen/saham bonus kepada shares to shareholders (i) if the debtor
pemegang saham (i) apabila debitur meets the dividend distribution conditions,
memenuhi kondisi pembagian dividen, but intends to distribute more than 30% of
namun bermaksud melakukan distribusi the debtor's net profit; (ii) does not meet
lebih dari 30% dari laba bersih debitur; (ii) the regulated dividend distribution
tidak memenhi kondisi pembagian dividen conditions and make changes related to
yang telah diatur dan Melakukan dividend distribution provisions by KSI
perubahan terkait ketentuan pembagian subsidiaries, during the financing period.
dividen oleh anak-anak KSI, selama masa
pembiayaan.
b. Memberikan falitas kredit kepada pihak b. Providing credit facilities to other parties
lain termasuk tidak terbatas pada para including not limited to shareholders/
pemegang saham/afiliasi. affiliates.
c. Mengadakan penyertaan modal baru c. Making new investments in other
dalam perusahaan-perusahaan lain dan/ companies and/or co-financing other
turut membiayai perusahaan lain. companies.
d. Mengajukan permohonan/menyuruh pihak d. Submitting a petition/inviting other party to
lain mengajukan permohonan kepada submit a petition to the court to declare
pengadilan untuk dinyatakan pailit/ bankruptcy/apply for PKPU/to be
permohonan PKPU/agar diangkat appointed for forgiveness of a part/all the
pengampunan atas suatu bagian/semua debtor's assets/filing for dissolution/
aset debitur/mengajukan pembubaran/ liquidation of KSI.
likuidasi KSI.
e. Menggunakan penarikan/pemindahbukuan e. Using withdrawal/overbooking of funds
dana dari rekening penampungan termasuk from the escrow account including but not
namun tidak terbatas debt service reserve limited to the debt service reserve account
account selain yang ditentukan mekanisme other than those determined by the cash
alur kas rekening penampungan. flow mechanism of the escrow account.
Final Draft/31 Maret 2026 97
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
f. Melakukan pembayaran atau membayar f. Make payments or repay bills or receivables
kembali tagihan atau piutang berupa apapun in the form of anything that is now and / or in
juga yang sekarang dan/ dikemudian hari the future will be given by shareholders and /
akan diberikan oleh pemegang saham or affiliates of debtors and guarantors, both
dan/afisiliasi debitur dan/ penjamin, baik the principal amount, interest, and other
jumlah pokok, bunga, dan lain-lain jumlah amounts of money that must be paid
uang yang wajib dibayarkan (hutang (subordinated debt).
subordinasi).
g. Mengalihkan/menyerahkan kepada pihak g. Transfer/transfer to other parties, part/all the
lain, sebagian/seluruhnya atas hak dan rights and obligations arising in connection
kewajiban yang timbul berkaitan dengan with the term financing facility.
fasilitas pembaiayaan berjangka.
h. Janji Keuangan h. Financial Promise
1) Menyerahkan laporan keuangan tahunan 1) Submit audited annual financial
audited. statements.
2) Mempertahankan rasio keuangan: 2) Maintain financial ratio:
- Debt Service Coverage ratio (DSCR) - Debt Service Coverage ratio
minimal 1,1 x minimum 1.1 x
- Current ratio minimal 1,0x - Current ratio minimum 1.0x
- Debt to Equity ratio maksimal 2,0x - Debt to Equity ratio maximum 2.0x
- Debt to Cash Available for Debt - Debt to Cash Available for Debt
Service (CADS): (i) tahun ke 1-2: Service (CADS): (i) year 1-2:
maksimal 7,0x (ii) tahun ke 3-4: maximum 7.0x (ii) year 3-4:
maksimal 6,0x (iii) tahun ke 5-lunas: maximum 6.0x (iii) year 5-payoff:
maksimal 5,0x. maximum 5.0x.
i. Janji-janji umum i. General promises
1) KSI dapat membagikan dividen kepada 1) KSI can distribute dividends to
para pemegang saham apabila telah shareholders if the conditions (dividend
memenuhi kondisi-kondisi (kondisi distribution conditions) are met:
pembagian deviden):
- Tidak melanggar syarat dan - Not violating the terms and
ketentuan fasilitas pembiayaan conditions of the term financing
berjangka, termasuk janji keuangan facility, including financial covenants.
(financial covenant).
- Telah memenuhi jumlah minimum - Has met the minimum amount of
dana yang tersedia di rekening funds available in the reserve
cadangan pembayaran kewajiban. account for payment of liabilities.
- Tidak terjadi peristiwa cidera janji - No event of default has occurred
(event of default)
- Jumlah dividen yang dapat - The amount of dividends that can be
didistribusikan kepada pemegang distributed to the debtor's
saham debitur adalah maksimum shareholders is a maximum of 30%
30% dari laba bersih. of net profit.
- Distribusi deviden lebih dari 30% laba - Dividend distribution of more than
bersih, maka debitur wajib terlebih 30% of net profit, the debtor must
dahulu memperoleh persetujuan first obtain written approval from
tertulis dari kreditur. creditors.
2) Penerimaan dividen 2) Acceptance of dividends
- Debitur wajib menyerahkan kebijakan - Debtors are required to submit a
pembagian dividen anak-anak dividend distribution policy of the
perusahaan debitur, antara lain KBS, debtor's subsidiaries, including KBS,
KTI, KSP dan/ anak-anak usaha yang KTI, KSP and/or subsidiaries that will
akan dimiliki oleh debitur dikemudian be owned by the debtor in the future,
hari, yang telah mendapat which has received
acknowledgement dari anak-anak acknowledgement from the relevant
usaha terkait, yang mengatur juga subsidiaries, which also regulates
Final Draft/31 Maret 2026 98
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
dividen tunai dari anak-anak cash dividends from the debtor's
perusahaan debitur kepada debitur subsidiaries to the debtor of at least
minimal 30% dari laba bersih masing- 30% of the net profit of each
masing anak perusahaan debitur. subsidiary of the debtor.
- pembayaran dividen dari anak - Dividend payments from subsidiaries
perusahaan kepada debitur dapat to debtors can be made on an
dilakukan secara interim, baik secara interim basis, either monthly, bi-
bulanan, triwulanan/ semesteran. monthly/regularly. Can be calculated
Dapat dihitung dari laba bersih from net income based on audited
berdasarkan laporan keuangan financial statements of subsidiaries.
audited anak-anak perusahaan.
- distribusi dividen dari anak - Dividend distribution from
perusahaan dapat disesuaikan subsidiaries can be adjusted to the
dengan kebutuhan pada setiap needs of each period of payment of
periode pembayaran kewajiban debtor's obligations.
debitur.
- Debitur wajib menyerahkan salinan - The Company is required to submit
sesuai asli RUPS tahunan tahun the original copy of the annual GMS
berjalan yang telah disetujui oleh of the current year that has been
pemegang saham dan anak usaha approved by the shareholders and
nasabah yang di dalamnya memuat subsidiaries of the customer, which
pembagian dividen minimal sebesar contains the distribution of dividends
30% dari laba tahunan berjalanan of at least 30% of the current annual
oleh entitas anak kepada KSI. profit by the subsidiaries to KSI.
3) Menyampaikan pemberitahuan tertulis 3) Submit a written notification to creditors
kepada kreditur selambat-lambatnya 30 no later than 30 working days after a
hari kerja setelah dilakukan perubahan change in the company's capital
struktur permodalan perusahaan antara structure, among others through
lain melalui penggabungan, konsolidasi, mergers, consolidation, acquisition of
akuisisi sebagian/seluruh saham part/all of the Company's shares.
Perusahaan.
4) Menyampaikan pemberitahuan tertulis 4) Submit written notification to SMI no later
kepada SMI selambat-lambatnya 30 hari than 30 working days after any changes
kerja setelah dilakukannya perubahan to the debtor's corporate structure
terhadap struktur korporasi debitur including divestments, mergers,
termasuk divestasi, merger, konsolidasi, consolidations, and acquisitions.
dan akuisisi.
Pada tanggal 31 Desember 2025, KSI telah As of December 31, 2025, KSI has met all the
memenuhi seluruh rasio dan kewajiban required ratios and restrictive covenants.
pembatasan yang dipersyaratkan.
PT Krakatau Bandar Samudera PT Krakatau Bandar Samudera (“KBS”)
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
Perjanjian pinjaman tersebut mencakup The credit agreements include certain
pembatasan-pembatasan di mana KBS, tanpa restrictions and covenants whereby KBS,
persetujuan tertulis dari SMI, tidak without prior written consent from SMI, is not
diperbolehkan, antara lain: permitted to:
a. Menyerahkan seluruh atau sebagian dari a. Surrender all or part of its rights or liabilities
hak atau kewajiban KBS yang timbul arising from the credit agreements to other
berdasarkan perjanjian pinjaman kepada parties;
pihak lain;
b. Perjanjian apapun termasuk namun tidak b. Make credit/financing agreements or any
terbatas menjadi penjamin dan/atau other agreements, including, but not limited
menjaminkan kekayaan KBS kepada pihak to, becoming a guarantor and/or pledging
Final Draft/31 Maret 2026 99
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
lain selain penjaminan yang telah diberikan the Company's assets to other parties
kepada SMI, yang dapat menimbulkan other than collaterals that have been given
kewajiban KBS kepada pihak ketiga, to SMI, which may cause liabilities to third
kecuali tindakan tersebut tidak parties, except if the act does not affect the
mempengaruhi kemampuan KBS dalam Company's abilities to fulfil its liabilities
memenuhi kewajiban berdasarkan based on the credit agreements;
perjanjian pembiayaan;
c. Mengadakan perubahan maksud dan c. Change the purpose and objective of the
tujuan usaha KBS; Company;
d. Melakukan perubahan terhadap struktur d. Make changes to the capital structure of
permodalan KBS, kecuali tindakan the Company, except if the changes do not
tersebut tidak mempengaruhi kemampuan affect the ability of the Company in fulfilling
KBS dalam memenuhi kewajiban its liabilities based on the credit
berdasarkan perjanjian pembiayaan dan agreements and the Government of
Pemerintah Indonesia tetap menjadi Indonesia remains the majority
pemegang saham mayoritas baik secara shareholder either directly or indirectly;
langsung maupun tidak langsung;
e. Menggunakan fasilitas pembiayaan diluar e. Use the financing facility outside the
tujuan penggunaan fasilitas pembiayaan; intended purpose of the financing facility;
f. Melakukan penarikan dan/atau f. Perform withdrawals and/or transfer funds
pemindahbukuan dana dari rekening from DSRA account other than what is
DSRA selain sebagaimana diperkenankan allowed based on the credit agreements;
berdasarkan perjanjian pembiayaan;
g. Menjual, melepaskan atau mengalihkan g. Sell, release or transfer all or part of the
seluruh atau sebagian dari aset-aset KBS KBS assets that have been pledged;
yang telah dijaminkan;
h. Melakukan pembayaran hutang kepada h. Make repayments to shareholders except if
pemegang saham kecuali hal tersebut the repayments do not hinder the
tidak mengganggu pemenuhan financial compliance of financial covenants;
covenant;
i. Menyetor dividen sehingga menyebabkan i. Pay dividends that cause a breach of
pelanggaran financial covenant; dan financial covenants; and
j. Meminjamkan dana kepada pihak ketiga, j. Lend funds to third parties, including the
termasuk kepada KBS, di luar kegiatan Company, outside of daily business
bisnis sehari-hari. activities.
KBS juga diminta untuk memenuhi kewajiban KBS is also required to meet the obligation of
saldo dana minimum pada Rekening a minimum fund balance at the Debt Service
Cadangan Pembayaran Kewajiban (“DSRA”) Reserve Account (“DSRA”) in PT Mandiri
yang ditempatkan pada PT Mandiri (Persero) (Persero) Tbk and maintain the current ratio at
Tbk dan memelihara rasio lancar minimal 1 a minimum of 1 times, the debt to EBITDA
kali, rasio hutang terhadap EBITDA maksimal ratio at a maximum of 3 times, the debt
3 kali, rasio kecukupan arus kas untuk service coverage ratio at a minimum of 1.1
pembayaran pinjaman dan bunganya (Debt times, the debt to equity ratio at a maximum of
Service Coverage Ratio) minimal 1,1 kali, 2.5 times and the EBITDA to interest
rasio pinjaman terhadap ekuitas maksimal 2,5 expenses ratio at a minimum of 1.7 times.
kali dan rasio kecukupan pembayaran bunga
(EBITDA/Interest) minimal 1,7 kali.
Pada tanggal 31 Desember 2025 dan 2024, As at December 31, 2025 and 2024, KBS
KBS dapat memenuhi rasio-rasio keuangan complied with all of the financial ratios required
yang dipersyaratkan dalam perjanjian pinjaman to be maintained under this loan agreement.
ini.
Final Draft/31 Maret 2026 100
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
PT Krakatau Tirta Industri (“KTI”) PT Krakatau Tirta Industri (“KTI”)
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
KTI, tanpa persetujuan tertulis dari SMI, tidak KTI, without prior written consent from SMI, is
diperbolehkan, antara lain, mengalihkan hak dan not permitted to, among others, assign its rights
kewajiban, memindahtangankan jaminan, and obligations, transfer the collateral, act as
mengikatkan diri sebagai penjamin utang atau liability guarantor or pledge its secured assets as
menjaminkan aset-aset yang telah dijaminkan guaranteed payment facilities to other parties,
sebagai agunan pelunasan fasilitas yang and conduct changes in the nature and conduct
diterima pihak lain, dan mengadakan perubahan of business activities. The Company is also
sifat dan kegiatan usaha. Perusahaan juga required to meet the obligation of minimum fund
diminta untuk memenuhi kewajiban saldo dana balance at the DSRA in and maintain a debt to
minimum pada DSRA pada dan memelihara EBITDA ratio at a maximum of three times, a
rasio utang terhadap EBITDA maksimal tiga kali, debt-to-equity ratio at a maximum of two times
rasio utang terhadap ekuitas maksimal dua kali and a debt service coverage ratio at a minimum
dan rasio kecukupan arus kas untuk of one time.
pembayaran pinjaman dan bunganya minimal
satu kali.
Pada tanggal 31 Desember 2025, KTI telah As of December 31, 2025, KTI has complied
memenuhi semua yang dipersyaratkan dalam with all requirements under this loan agreement.
perjanjian pinjaman ini.
PT Bank Panin Dubai Syariah Tbk (“PDSB”) PT Bank Panin Dubai Syariah Tbk (“PDSB”)
Perjanjian pinjaman tersebut mencakup The credit agreements include certain
pembatasan-pembatasan di mana, KTI tanpa restrictions and covenants in which KTI, without
persetujuan tertulis dari PDSB, tidak prior written consent from PDSB, is not
diperbolehkan antara lain: permitted to:
a. Mengubah anggaran dasar terutama a. Amend the articles of association,
tentang struktur permodalan/ susunan especially regarding the capital structure/
pengurus/ struktur pemegang saham/ management composition/shareholder
kepemilikan usaha nasabah; structure/customer business ownership;
b. Membagikan atau membayar deviden/ b. Distribute or pay dividends/profits;
keuntungan;
c. Memperoleh fasilitas pembiayaan atau c. Obtain financing or loan facilities from
pinjaman dari maupun pihak ketiga banks or other third parties, either directly
lainnya, baik secara langsung maupun or indirectly except in the context of normal
tidak langsung kecuali dalam rangka daily transactions;
transaksi harian yang wajar;
d. Melakukan merger, konsolidasi, akuisisi d. Carrying out mergers, consolidations,
dan penjualan atau pemindahtanganan acquisitions and sales or transfers of most
sebagian besar asset atau saham milik of the assets or shares belonging to the
nasabah; customer;
e. Mengikatkan diri sebagai penjamin hutang e. Making payments shareholder/business
atau menjaminkan harta kekayaan owner loans;
nasabah kepada pihak lain;
f. Melakukan pelunasan pinjaman pemegang f. Expanding or narrowing the business
saham/ pemilik usaha; which could affect the return of the
customer's financing amount to PDSB;
g. Memberikan pinjaman atau fasilitas kredit g. Providing loans or other similar credit
sejenis lainnya kepada segala pihak (baik facilities to all parties (both related parties
pihak berelasi maupun pihak ketiga) yang and third parties) whose value is more than
nilainya lebih dari diatas Rp25.000 dan jika Rp25,000 and if the value is less from
nilainya kurang dari Rp25.000 KTI cukup Rp25,000 KTI only need to provide written
dengan pemberitahuan tertulis kepada notification to PDSB;
PDSB;
Final Draft/31 Maret 2026 101
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
h. Menjaminkan kembali aset yang telah h. Re-guaranteeing assets that have been
dijaminkan di PDSB kepada pihak lain; pledged in PDSB to other parties;
i. Menyewakan obyek pembiayaan dan atau i. Renting out financing objects and/or
obyek jaminan pembiayaan kepada pihak financing collateral objects to other parties.
lain.
Pada tanggal 31 Desember 2025 KTI telah As at December 31, 2025, KTI has complied
memenuhi semua yang dipersyaratkan dalam with all requirements under the loan
perjanjian pinjaman. agreement.
PT Krakatau Sarana Properti (“KSP”) PT Krakatau Sarana Properti (“KSP”)
PT Sarana Multi Infrastruktur (Persero) (“SMI”) PT Sarana Multi Infrastruktur (Persero) (“SMI”)
KSP, tanpa persetujuan tertulis dari SMI, tidak KSP, without prior written consent from SMI, is
diperbolehkan, antara lain menerima pinjaman not permitted to, among other things, to
dari bank/lembaga keuangan/pihak ketiga accept loans from banks/financial
lainnya yang dapat menimbulkan kewajiban institutions/other third parties that may give
pembayaran, Membayar atau melunasi rise to payment obligations, Paying or settling
tagihan atau piutang yang saat ini dan/atau bills or receivables that are currently and/or
akan diberikan oleh Pemegang Saham/Afiliasi will be given by Shareholders/Debtor Affiliates
Debitur dalam bentuk pokok utang, bunga dan in the form of principal debt, interest and other
jumlah uang lainnya yang harus dibayar, amounts payable, selling, transferring,
menjual, memindahtangankan, pledging/pledging, releasing or transferring
menggadaikan/ menjaminkan, melepaskan ownership rights or leasing/surrendering the
atau mengalihkan hak milik atau use of all or part of the Debtor's assets,
menyewakan/menyerahkan pemakaian providing loans/credit facilities to other parties,
seluruh atau sebagian kekayaan Debitur, making changes to the intent, purpose and
memberikan pinjaman/fasilitas kredit kepada business activities, guaranteeing obligations
pihak lain, mengadakan perubahan maksud, other than assets pledged to the Creditor,
tujuan dan kegiatan usaha, menjamin deferring payments and dissolution,
Kewajiban selain harta kekayaan yang distributing dividends unless before and after
dijaminkan kepada Kreditur, Penundaan the distribution of dividends does not violate
pembayaran dan pembubaran, melakukan the terms and conditions of this Agreement,
pembagian dividen kecuali sebelum dan including Financial Ratios: DSCR of at least
sesudah pembagian dividen tidak melanggar 1.1x, Current Ratio of at least 1.1x and DER of
syarat dan ketentuan Perjanjian ini, termasuk at most 1.00x and the amount of dividends
Rasio Keuangan: DSCR minimal sebesar that can be distributed to shareholders is at
1,1x, Current Ratio minimal sebesar 1,1x dan most 30% of the Debtor's net profit in the
DER maksimal sebesar 1,00x dan jumlah previous year.
dividen yang dapat didistribusikan kepada
pemegang saham maksimum sebesar 30%
dari laba bersih Debitur tahun sebelumnya.
Pada tanggal 31 Desember 2025, KSP telah As of December 31, 2025, KSP has complied
memenuhi semua yang dipersyaratkan dalam with all requirements under this loan
perjanjian pinjaman ini. agreement.
Final Draft/31 Maret 2026 102
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
26. Liabilitas Jangka Panjang Lain-Lain 26. Other Long Term Liablitites
2025 2024
USD USD
Bunga yang Masih Harus Dibayar 230,749 298,002 Accrued Interest
Pendapatan Diterima di Muka
atas Sewa Tanah 56,183 57,424 Unearned Revenue from Land Rental
Liabilitas Diestimasi atas Estimated Liabilities for
Pembangunan Prasarana Development of Infrastructure
dan Fasilitas Umum 11,383 8,321 and Public Facilities
Lain-lain 4,844 6,070 Others
Total 303,159 369,817 Total
Dikurangi: Liabilitas Jangka Panjang
Lain-Lain yang Jatuh Tempo Less: Current Maturities of
dalam Waktu Satu Tahun (53,405) (269,603) Other Long-Term Liabilities
Bagian Jangka Panjang 249,754 100,214 Non-Current Portion
Bunga yang masih harus dibayar terutama Accrued interest mainly represents interest on
merupakan bunga atas pinjaman restrukturisasi restructured loans (Note 25) deferred until the
(Catatan 25) yang ditangguhkan pembayarannya end of the loan period.
sampai dengan akhir periode pinjaman.
Pendapatan diterima di muka atas sewa tanah Unearned income from land rental mainly
sebagian besar merupakan pendapatan sewa represents land rental income from the
tanah dari Perusahaan kepada PT Lotte Company to PT Lotte Chemical Indonesia,
Chemical Indonesia, PT Chandra Asri Pacific PT Chandra Asri Pacific Tbk and
Tbk dan PT Chandra Asri Alkali (Catatan 24). PT Chandra Asri Alkali (Note 24).
27. Imbalan Kerja 27. Employee Benefits
Grup menyediakan imbalan kerja jangka The Group provides short-term employee
pendek, pensiun dan kesejahteraan karyawan benefits, retirement and other employee benefits
Iainnya untuk seluruh karyawan tetap yang to all of its permanent, active and retired
masih aktif dan yang sudah pensiun sebagai employees as follows:
berikut:
Liabilitas Imbalan Kerja Jangka Pendek Short-Term Employee Benefits Liabilities
2025 2024
USD USD
Akrual atas Gaji dan Upah 16,575 17,423 Accrued Salaries and Wages
Liabilitas Imbalan Kerja Jangka Panjang
yang Jatuh Tempo dalam Waktu Current Maturities of Long-Term
Satu Tahun 63,351 40,666 Employee Benefits Liabilities
Total 79,926 58,089 Total
Final Draft/31 Maret 2026 103
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Liabilitas Imbalan Kerja Jangka Panjang Long-Term Employee Benefits Liabilities
2025 2024
USD USD
Perusahaan The Company
Program Pensiun Manfaat Pasti 90,327 80,139 Defined Benefit Pension Programme
Uang Penghargaan Masa Kerja 8,726 10,657 Retirement Benefits
Imbalan Kerja Jangka Panjang Lainnya 5,389 4,992 Other Long-Term Employee Benefits
Subtotal 104,442 95,788 Subtotal
Entitas Anak Subsidiaries
Program Pensiun Manfaat Pasti 5,864 6,756 Defined Benefit Pension Programme
Uang Penghargaan Masa Kerja 11,158 10,674 Retirement Benefits
Imbalan Kerja Jangka Panjang Lainnya 4,072 3,107 Other Long-Term Employee Benefits
Subtotal 21,094 20,537 Subtotal
Total 125,536 116,325 Total
Dikurangi: Liabilitas Imbalan Kerja
Jangka Panjang yang Jatuh Tempo Less: Current Maturities of Short-Term
dalam Waktu Satu Tahun (63,351) (40,666) Employee Benefits Liabilities
Bagian Jangka Panjang 62,185 75,659 Non-Current Portion
Imbalan Pensiun Iuran Pasti Defined Contribution Retirement Benefits
Perusahaan menyelenggarakan program pensiun The Company established a defined contribution
iuran pasti untuk seluruh karyawan tetapnya yang pension plan for all of its eligible permanent
memenuhi syarat yang dananya dikelola oleh employees which is managed by Dana Pensiun
Dana Pensiun Lembaga Keuangan BNI yang Lembaga Keuangan BNI, the establishment of
didirikan berdasarkan Surat Keputusan Menteri which was approved by the Ministry of Finance in
Keuangan No. KEP.1100/ KM.17/1998 tanggal its Decision Letter No. KEP.1100/KM.17/1998
23 November 1998. Sumber dana program dated November 23, 1998. The fund is
pensiun berasal dari kontribusi karyawan dan contributed by both employees and the Company
Perusahaan masing-masing sebesar 5% dari with a contribution of 5%, respectively, of the
penghasilan dasar pensiun. basic pension income.
Entitas anak menyelenggarakan program pensiun The subsidiaries established defined contribution
iuran pasti untuk seluruh karyawan tetap yang pension plans covering all their eligible
memenuhi syarat. Sumber dana program pensiun permanent employees. The fund is contributed
berasal dari kontribusi karyawan sebesar 5% dan by employees of 5% and by subsidiaries with
kontribusi entitas anak yang berkisar antara 10% contributions ranging from 10% to 15% of the
sampai 15% dari penghasilan dasar pensiun. basic pension income. Pension expenses
Beban pensiun yang dibebankan pada beban charged to operating expenses amounted to
operasi masing- masing adalah sebesar USD13,769 and USD412 for the years ended
USD13.769 dan USD412 untuk tahun-tahun yang December 31, 2025 and 2024, respectively.
berakhir pada tanggal 31 Desember 2025 dan
2024.
Aset program pensiun entitas anak dikelola oleh The subsidiaries’ pension plan assets are
Dana Pensiun Mitra Krakatau yang didirikan managed by Dana Pensiun Mitra Krakatau, the
berdasarkan Surat Keputusan Menteri Keuangan establishment of which was approved by the
No. Kep.054/KM.17/1995 dan diumumkan dalam Ministry of Finance in its Decision Letter No.
Berita Negara Republik Indonesia No. 29 tanggal Kep.054/KM.17/1995 and published in the State
11 April 1995. Gazette of the Republic of Indonesia No. 29
dated April 11, 1995.
Uang Penghargaan Masa Kerja Retirement Benefits
Manajemen Perusahaan dan entitas anaknya Management of the Company and its
memperoleh laporan perhitungan aktuaris subsidiaries obtained actuarial calculation reports
pada tanggal 31 Desember 2025 dan 2024 untuk as at 31 December 2025 and 2024, for the
menghitung pencadangan atas beban accrual of employees’ long-term benefits
kesejahteraan karyawan jangka panjang sesuai expenses based on the Collective Labor
Final Draft/31 Maret 2026 104
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
dengan Perjanjian Kerja Bersama. Perhitungan Agreement. The actuarial calculations were
aktuaria dilakukan oleh KKA Halim dan Rekan prepared by KKA Halim dan Rekan and
dan PT Milliman Indonesia (“Milliman”) aktuaris PT Milliman Indonesia (“Milliman”), respectively,
independen dalam laporannya masing-masing an independent actuary, based on its reports
tanggal 2 Maret 2026 dan 22 Februari 2025, dated March 2, 2026 and February 22, 2025,
menggunakan metode projected unit credit respectively, using the projected unit credit
dengan asumsi-asumsi sebagai berikut: method which utilised the following assumptions:
2025 2024
Tingkat Diskonto 6.30% - 6.60% 6.80% - 7.20% Discount Rate
Tingkat Kenaikan Gaji per Tahun 2.7% - 8% 2,5% - 10% Salary Increase Rate per Annum
Tingkat Kenaikan Harga Emas 5.50% 5.50% Gold Price Increase Rate
Tingkat Mortalita TMI IV-2019 TMI IV-2019 Mortality Rate
Umur Pensiun 55-56 Tahun/Years 55-56 Tahun/Years Retirement Age
Tingkat Perputaran 1% untuk Setiap Usia/ 1% untuk Setiap Usia/ Turnover Rate
1% for Every Age 1% for Every Age
Tingkat Cacat 10% dari Tingkat 10% dari Tingkat Disability Rate
Mortalitas/10% from Mortalitas/10% from
Mortality Rate Mortality Rate
Harga Emas 22 Karat per Gram Rp2,323,222 (Nilai) Rp1,464,500 (Nilai) 22 Carat Gold Price per Gram
Penuh/Full Amount) Penuh/Full Amount )
Liabilitas uang penghargaan masa kerja yang Retirement benefits liabilities recognised in the
diakui di laporan posisi keuangan konsolidasian consolidated statements of financial position as
pada tanggal 31 Desember 2025 dan 2024 at December 31, 2025 and 2024 are computed
ditentukan sebagai berikut: as follows:
2025 2024
USD USD
Perusahaan 8,726 10,657 The Company
Entitas anak 11,158 10,674 Subsidiaries
Total 19,884 21,331 Total
Mutasi liabilitas uang penghargaan masa kerja The movements in the Group’s retirement
Grup pada tanggal 31 Desember 2025 dan 2024 benefits liabilities as of December 31, 2025 and
adalah sebagai berikut: 2024 are as follows:
2025 2024
USD USD
Saldo Awal 21,331 26,528 Beginning Balance
Perubahan yang Dibebankan ke Laba Rugi: Changes Charged to Profit or Loss:
Biaya Jasa Kini 1,455 2,011 Current Service Cost
Biaya Bunga 1,355 1,747 Interest Cost
Biaya Jasa Lalu (23) 29 Past Service Cost
Penyesuaian (73) (69) Adjustment
Kurtailmen (450) (5) Curtailment
2,264 3,713
Pengukuran Kembali: Remeasurements:
(Keuntungan) Kerugian dari Perubahan (Gain) Loss from Change in
Asumsi Demografik -- (6) Demographic Assumptions
(Keuntungan) Kerugian dari Perubahan (Gain) Loss from Change in
Asumsi Atribusi -- (8) Attribution Assumptions
Asumsi Keuangan 1,008 (3,986) Financial Assumptions
Keuntungan dari Penyesuaian Pengalaman (918) (2,320) Gain from Change in Experience Adjustments
90 (6,320)
Pembayaran Manfaat (3,635) (2,593) Benefits Paid
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak (Divestasi) -- 1,568 Subsidiary (Divestment)
Perubahan Selisih Kurs (166) (1,587) Foreign Exchange Difference
Lainnya -- 22 Others
Saldo Akhir 19,884 21,331 Ending Balance
Final Draft/31 Maret 2026 105
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Imbalan Kerja Jangka Panjang Lainnya Other Long-Term Employee Benefits
Imbalan Kerja Jangka Panjang Lainnya yang Other Long-Term Employee Benefits recognised
diakui di laporan posisi keuangan konsolidasian in the consolidated statements of financial
pada tanggal 31 Desember 2025 dan 2024 position as at December 31, 2025 and 2024 are
ditentukan sebagai berikut: computed as follows:
2025 2024
USD USD
Perusahaan 5,388 4,992 The Company
Entitas anak 4,073 3,107 Subsidiaries
Total 9,461 8,099 Total
Mutasi liabilitas imbalan cuti besar, kesetiaan dan The movements in the long leave, service award
imbalan kerja lainnya pada tanggal and other employee benefits liabilities as of
31 Desember 2025 dan 2024 adalah sebagai December 31, 2025 and 2024 are as follows:
berikut:
2025 2024
USD USD
Saldo Awal 8,099 7,802 Beginning Balance
Perubahan yang Dibebankan ke Laba Rugi: Changes Charged to Profit or Loss:
Biaya Jasa Kini 1,690 1,646 Current Service Cost
Biaya Bunga 460 469 Interest Cost
Biaya Jasa Lalu (818) 2 Past Service Cost
Keuntungan (Kerugian) Aktuaria 1,377 13 Actuarial Gain (Loss)
2,709 2,130
Pembayaran Manfaat (1,169) (1,651) Benefits Paid
Penambahan/ Pengurangan -- (35) Addition/ Deduction
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak (Divestasi) -- 268 Subsidiary (Divestment)
Perubahan Selisih Kurs (178) (415) Foreign Exchange Difference
Saldo Akhir 9,461 8,099 Ending Balance
Program Pensiun Manfaat Pasti Defined Benefit Pension Programme
Perusahaan juga memberikan program pensiun The Company also provides defined benefit
manfaat pasti yang dikelola oleh DPKS, pihak pension programme which is managed by
berelasi, yang didirikan berdasarkan Surat DPKS, a related party, which was established
Keputusan Menteri Keuangan No. KEP- based on the Ministry of Finance Decision Letter
121/KM.17/1998 tanggal 16 Maret 1998. Sumber No. KEP-121/KM.17/1998 dated March 16,
dana program pensiun berasal dari kontribusi 1998. The fund is contributed to by both
karyawan dan Perusahaan. Kontribusi karyawan employees and the Company. Employees’
adalah sebesar 5% dari penghasilan dasar contribution to the plan is 5% of the basic
pensiun dan sisanya ditanggung oleh pension income salary and the remaining
Perusahaan dan entitas anaknya untuk karyawan contribution is paid by the Company and its
Perusahaan yang diperbantukan pada entitas subsidiaries for the Company’s employees who
anak. are seconded to the subsidiaries.
2025 2024
USD USD
Tingkat Bunga Aktuaria per Tahun 6.45% - 6.70% 6.50% - 7.30% Actuarial Discount Rate per Annum
Tingkat Kenaikan Penghasilan Basic Pension Income Rate
Dasar Pensiun per Tahun 8% 8% per Annum
Tingkat Kematian Seluruh Peserta GAM 71 GAM 71 Mortality Rate for All Participants
(Male, Female) (Male, Female)
Final Draft/31 Maret 2026 106
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Selisih antara nilai kini liabilitas program pensiun The differences between the present value of
manfaat pasti dengan nilai wajar aset dana defined benefit pension programme obligations
pensiun pada tanggal 31 Desember 2025 dan and the fair value of plan assets as of December
2024 adalah sebagai berikut: 31, 2025 and 2024 are as follows:
2025 2024
USD USD
Present Value of Defined
Nilai Kini Liabilitas Imbalan Pasti 163,634 168,871 Benefits Obligations
Nilai Wajar Aset Program (67,443) (81,976) Fair Value of Plan Assets
Defisit 96,191 86,895 Deficit
Mutasi atas liabilitas bersih (defisit) program Movements in the net liabilities (deficit) of defined
pensiun manfaat pasti Grup pada tanggal benefit pension programme of the Group as of
31 Desember 2025 dan 2024 adalah sebagai December 31, 2025 and 2024 are as follows:
berikut:
2025 2024
USD USD
Saldo Awal 86,895 87,257 Beginning Balance
Beban Tahun Berjalan 4,975 2,220 Current Year Expense
Penghasilan Komprehensif Lain 10,598 (1,982) Other Comprehensive Income
Pembayaran (2,692) (3,814) Payment
Perubahan Selisih Kurs (3,585) 1,884 Foreign Exchange Difference
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak/ (Divestasi) -- 1,330 Subsidiary/ (Divestment)
Saldo Akhir 96,191 86,895 Ending Balance
Mutasi atas nilai wajar aset program Grup pada Movements in fair value of plan assets of the
tanggal 31 Desember 2025 dan 2024 adalah Group as at December 2025 and 2024 were as
sebagai berikut: follows:
2025 2024
USD USD
Saldo Awal 81,976 100,735 Beginning Balance
Penghasilan Bunga dari
Aset Program 5,429 5,687 Interest Income on Plan Assets
Pembayaran Iuran Pemberi Kerja 2,462 1,431 Employer Contribution Payment
Pembayaran Iuran Peserta Program 72 96 Employee Contribution Payment
Pembayaran Imbalan Kerja (16,202) (15,480) Benefit Payment
Kerugian atas Pengukuran Kembali: Remeasurement Loss:
Hasil dari Aset Program,
Tidak Termasuk Jumlah Return on Plan Assets,
yang Dimasukkan dalam Excluding Amount Included in
Penghasilan Bunga (3,285) (1,150) Interest Income
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak/ (Divestasi) -- 1,871 Subsidiary/ (Divestment)
Perubahan Selisih Kurs (3,009) (11,214) Foreign Exchange Difference
Saldo Akhir 67,443 81,976 Ending Balance
Tingkat pengembalian aktual aset program Plan assets rates of return as at December 31,
masing-masing pada tanggal 31 Desember 2025 2025 and 2024 each are 6.06%, respectively.
dan 2024 adalah masing-masing sebesar 6,06%.
Final Draft/31 Maret 2026 107
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Mutasi nilai kini liabilitas program pensiun The movement in the present value of the
manfaat pasti Grup adalah sebagai berikut: Group’s defined benefit pension programme
liabilities is as follows:
2025 2024
USD USD
Saldo Awal 168,871 187,992 Beginning Balance
Biaya Jasa Kini 275 1,768 Current Service Cost
Biaya Jasa Lalu -- (30) Past Service Cost
Biaya Bunga 11,111 6,169 Interest Expense
Pengukuran Kembali: Remeasurements:
Keuntungan dari Gain from Change
Perubahan Asumsi Keuangan 8,089 (5,073) In Financial Assumptions
Keuntungan dari Perubahan Gain from Change
Penyesuaian Pengalaman (777) 865 Experience Adjustments
Imbalan yang Dibayar (17,341) (15,935) Benefits Paid
Perolehan Kembali Pengendalian Regaining Control Over
Entitas Anak/ (Divestasi) -- 3,202 Subsidiary/ (Divestment)
Perubahan Selisih Kurs (6,594) (10,087) Foreign Exchange Difference
Saldo Akhir 163,634 168,871 Ending Balance
Imbalan Perawatan Kesehatan Pascakerja Post-Retirement Healthcare Benefits
Perusahaan memberikan Program Iuran Pasti The Company provides a defined contribution
Imbalan Perawatan Kesehatan Pensiun kepada Post-retirement Healthcare Benefits plan to its
karyawannya yang dikelola oleh Yayasan Badan employees for which the fund is managed by
Pengelola Kesejahteraan Krakatau Steel Yayasan Badan Pengelola Kesejahteraan
(“Bapelkes KS”), berdasarkan perjanjian tanggal Krakatau Steel (“Bapelkes KS”), based on an
29 Maret 2010 antara Perusahaan dengan agreement dated March 29, 2010 between the
Bapelkes KS. Bapelkes KS didirikan berdasarkan Company and Bapelkes KS. Bapelkes KS was
Akta Notaris No. 17 tanggal 15 Maret 2010 dari established based on Notarial Deed No. 17 dated
Notaris Amrul Partomuan Pohan, S.H., LLM. March 15, 2010 of Amrul Partomuan Pohan,
Sumber dana program imbalan perawatan S.H., LLM. The source of funding for the health
kesehatan berasal dari iuran Perusahaan care benefits programme comes from
sebesar Rp341.000 (nilai penuh) per karyawan contributions of the Company amounting to
per bulan. Beban perawatan kesehatan yang Rp341,000 (full amount) for each employee per
dibebankan pada beban operasi untuk tahun- month. Contribution expenses charged to
tahun yang berakhir pada tanggal 31 Desember operating expenses for the years ended
2025 dan 2024 masing-masing sebesar December 31, 2025 and 2024 amounted to
USD1.235 dan USD1.367. USD1,235 and USD1,367, respectively.
Risiko Tingkat Bunga Interest Rate Risk
Nilai kini kewajiban pensiun imbalan pasti The present value of the defined benefit pension
dihitung menggunakan tingkat diskonto yang obligation is calculated using a discount rate
ditetapkan dengan mengacu pada imbalan hasil determined by referring to yields on high quality
obligasi korporasi berkualitas tinggi. Penurunan corporate bonds. Lower interest rates would
suku bunga obligasi akan meningkatkan liabilitas increase the liability bond program.
program.
Risiko Gaji Risk Salaries
Nilai kini kewajiban imbalan pasti dihitung dengan The present value of the defined benefit
mengacu pada gaji masa depan peserta program. obligation is calculated by referring to the salary
Dengan demikian, kenaikan gaji peserta program of the future program participants. Thus, the
akan meningkatkan liabilitas program itu. salary increase program participants will increase
the program's liabilities.
Final Draft/31 Maret 2026 108
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Analisis Sensitivitas untuk Asumsi Aktuaria Sensitivity Analysis for Actuarial Assumptions
Pada tanggal 31 Desember 2025 dan 2024, As at December 31, 2025 and 2024, the
analisis sensitivitas atas nilai kini kewajiban untuk sensitivity analysis of present value of obligation
asumsi-asumsi aktuarial dalam program pensiun for actuarial assumptions on defined benefit
manfaat pasti adalah sebagai berikut: pension programme is as follows:
2025 2024
Imbalan Kerja Imbalan Kerja
Program Jangka Program Jangka
Pensiun Uang Panjang Lainnya/ Pensiun Uang Panjang Lainnya/
Manfaat Pasti/ Penghargaan Other Long- Manfaat Pasti/ Penghargaan Other Long-
Defined Benefit Masa Kerja/ Term Defined Benefit Masa Kerja/ Term
Pension Retirement Employee Pension Retirement Employee
Programme Benefits Benefits Programme Benefits Benefits
USD USD USD USD USD USD
Analisa Sensitivitas Tingkat Diskonto Discount Rate Assumptions
Jika Tingkat + 1% 152,811 17,580 9,902 155,252 19,322 7,883 If Rate +1%
Jika Tingkat - 1% 180,675 21,341 9,246 182,943 23,214 9,102 If Rate -1%
Analisa Sensitivitas Kenaikan Gaji Salary Increment Assumptions
Jika Tingkat + 1% 165,270 21,679 9,904 170,560 23,601 8,421 If Rate +1%
Jika Tingkat - 1% 161,998 17,166 8,466 167,615 18,985 7,850 If Rate -1%
28. Obligasi Wajib Konversi 28. Mandatory Convertible Bond
Pada tanggal 28 Desember 2020, Perusahaan On December 28, 2020, the Company entered
menandatangani perjanjian penerbitan Obligasi into a Mandatory Convertible Bond (“MCB”)
Wajib Konversi (“OWK”) dengan SMI, yang issuance agreement with SMI, which was
ditunjuk oleh Pemerintah sebagai pelaksana appointed by the Government as the executor of
investasi, sehubungan dengan penerbitan the investment, in relation to bond issuance with
obligasi dengan jumlah pokok sebesar the principal amount of Rp3,000,000 million
Rp3.000.000 juta (setara dengan USD212.690). (equivalent to USD212,690). MCB issuance was
Penerbitan OWK tersebut terbagi menjadi dua divided into two series which are series A and B
seri yaitu seri A dan B masing-masing dengan with an amount of Rp2,200,000 million
nilai penerbitan obligasi sebesar Rp2.200.000 (equivalent to USD155,973) issued at the latest
juta (setara dengan USD155.973) yang on December 30, 2020 and Rp800,000 million
diterbitkan paling lambat tanggal 30 Desember (equivalent to USD56,717) to be issued at the
2020 dan Rp800.000 juta (setara dengan latest on December 31, 2021, respectively.
USD56.717) yang akan diterbitkan paling lambat
pada tanggal 31 Desember 2021.
Berdasarkan Surat Menteri Keuangan Republik Based on the Letter of the Minister of Finance of
Indonesia No. S-346/MK.06/2023 tanggal the Republic of Indonesia No. S-346/MK.06/
2 Mei 2023, menyatakan bahwa Perusahaan 2023 dated May 2, 2023, stated that the
tidak dapat memenuhi persyaratan untuk Company was unable to fulfill the requirements
pencairan dana investasi Pemerintah dalam for the disbursement of Government investment
rangka program pemulihan ekonomi nasional IP funds within the framework of the IP PEN
PEN untuk penerbitan OWK seri B. national economic recovery program for the
issuance of OWK series B.
Tujuan penerbitan OWK tersebut untuk The objective of the issuance of MCB was to
memberikan dukungan pendanaan dalam rangka provide funding support in the Government’s
Program Pemulihan Negara yang bertujuan untuk National Economic Recovery programme, which
mendukung likuiditas dan solvabilitas aims to support the liquidity and solvency of the
Perusahaan, khususnya digunakan untuk Company, particularly to provide working capital
menyediakan modal kerja Perusahaan. of the Company.
OWK ini akan jatuh tempo tujuh tahun dari MCB will mature seven years from the issuance
tanggal penerbitan OWK seri A (“Tanggal Jatuh date of series A of MCB (the “Maturity Date”) and
Tempo”) dan dikenakan tingkat suku bunga bears an interest rate of the BI Reverse Repo
sebesar BI Reverse Repo rate, jika Interest rate, in the event that the Interest Coverage Ratio
Final Draft/31 Maret 2026 109
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Coverage Ratio (“ICR”) Perusahaan pada (“ICR”) of the Company in the 12-months period
periode 12 bulan sebelum periode bunga before the interest period is above 1 time, which
pembayaran bunga melebihi 1 kali, yang is payable semi-annually in arrears on 30 April
dibayarkan secara setengah tahunan pada (covering interest period of July to December)
tanggal 30 April (mencakup periode bunga bulan and 31 October (covering interest period of
Juli sampai Desember) dan 31 Oktober January to June) of each year, commencing on
(mencakup periode bunga bulan Januari sampai April 30, 2021. MCB is not bound by certain
Juni) setiap tahun, yang dimulai pada tanggal 30 collateral in the form of movable or immovable
April 2021. OWK tidak dijamin dengan jaminan assets, or the Company's revenue in any form,
khusus berupa barang bergerak maupun barang and is not guaranteed by any other party, but is
tidak bergerak, atau pendapatan milik guaranteed by all of the Company's assets.
Perusahaan dalam bentuk apapun, serta tidak
dijamin oleh pihak lain manapun, tetapi dijamin
dengan seluruh harta kekayaan Perusahaan.
Pada tanggal 30 Desember 2020, Perusahaan On December 30, 2020, the Company issued
telah menerbitkan OWK sebesar Rp2.200.000 series A of MCB amounting to Rp2,200,000
juta (setara dengan USD155.973), dengan harga million (equivalent to USD155,973), with the
penerbitan 100% kepada Pemerintah melalui issue price of 100% to the Government through
SMI. SMI.
Nilai wajar komponen liabilitas, tercakup dalam The fair value of the liability component, included
pos OWK dan disajikan sebagai bagian liabilitas in MCB line item and presented as part of non-
jangka panjang, dihitung dengan menggunakan current liabilities, was calculated using a market
tingkat suku bunga pasar untuk obligasi yang interest rate for an equivalent non-convertible
serupa tanpa fitur konversi. Nilai wajar ditentukan bond. The fair value was determined upon the
saat penerbitan dan untuk selanjutnya dicatat issue and subsequently carried at amortised
pada nilai yang diamortisasi. Jumlah sisa, cost. The residual amount, representing the
mewakili nilai konversi ekuitas, disajikan sebagai value of the equity conversion is presented as
bagian dari “Tambahan modal disetor, bersih” part of “Additional paid-in capital, net” (Note 31).
(Catatan 31).
2025 2024
USD USD
Komponen Liabilitas pada Liability Component
Pengakuan Awal 107,802 107,802 on Initial Recognition
Biaya Penerbitan (219) (219) Issuance Costs
Akumulasi Amortisasi 30,621 24,391 Accumulated Amortisation
Selisih Kurs (17,356) (13,672) Foreign Exchange Difference
Total, Bersih 120,848 118,302 Total, Net
Dikurangi: Pinjaman Jangka
Panjang yang Jatuh Tempo Less: Current Maturities of
dalam Waktu Satu Tahun -- (118,302) Long-Term Loans
Bagian Jangka Panjang 120,848 -- Non-Current Portion
Nilai wajar komponen liabilitas obligasi wajib The fair value of the liability component of the
konversi pada pengakuan awal sebesar mandatory convertible bond on initial recognition
USD107.802. Nilai wajar ini dihitung dari arus kas amounted to USD107,802. The fair value is
didiskonto dengan menggunakan tingkat suku calculated using cash flows discounted at a rate
bunga pinjaman sebesar 9,94% dan merupakan based on the borrowings rate of 9.94% and
level 3 pada hierarki nilai wajar. within level 3 of the fair value hierarchy.
Perusahaan wajib untuk konversi OWK menjadi The Company is obliged to convert the MCB into
saham hanya pada tanggal jatuh tempo (pada 30 shares only at the maturity date
Desember 2027). Jumlah saham yang akan (on December 30, 2027). The number of shares
diterbitkan kepada Pemerintah sehubungan to be issued to the Government in connection
Final Draft/31 Maret 2026 110
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
dengan kepemilikannya atas OWK akan with their ownership of the MCB will be
ditentukan dengan membagi jumlah nilai pokok determined by dividing the outstanding principal
yang terutang, setelah dikurangi jumlah pelunasan value, after deducting with prepayment amount
dipercepat (jika ada), dari OWK yang dipegang (if any), of the MCB held by the Government on
oleh Pemerintah tersebut pada Tanggal Jatuh the Maturity Date with the Conversion Price
Tempo dengan Harga Konversi mengacu pada referring to a lower price between 90% of the
harga yang lebih rendah antara 90% dari rata-rata average closing price of the Company’s shares
harga penutupan saham Perusahaan selama during 25 consecutive Exchange Days on the
kurun waktu 25 Hari Bursa berturut-turut di Pasar Regular Market or on the exchange closing date
Reguler atau di tanggal penutupan bursa satu hari one day prior to the conversion date.
sebelum tanggal konversi.
OWK tidak dijamin dengan jaminan khusus MCB is not bound by certain collateral in the form
berupa barang bergerak maupun barang tidak of movable or immovable assets, or the
bergerak, atau pendapatan milik Perusahaan Company's revenue in any form, and are not
dalam bentuk apapun, serta tidak dijamin oleh guaranteed by any other party, but are
pihak lain manapun, tetapi dijamin dengan guaranteed by all of the Company's assets.
seluruh harta kekayaan Perusahaan.
29. Kepentingan Non-Pengendali 29. Non-Controlling Interests
2025
Penghasilan Perubahan
Bagian atas Komprehensif Ekuitas
Saldo Awal/ Laba Bersih/ Lain/Other Lainnya/ Saldo Akhir/
Beginning Share in Net Comprehensive Other Equity Ending
Balance Profit Income Movement Balance
USD USD USD USD USD
MJIS (43,049) 6,918 -- -- (36,131)
KSI 72,883 7,263 -- (4,820) 75,326
Lainnya/Others 12,385 -- -- -- 12,385
Total 42,219 14,181 -- (4,820) 51,580
2024
Penghasilan Perubahan
Bagian atas Komprehensif Ekuitas
Saldo Awal/ Laba Bersih/ Lain/Other Lainnya/ Saldo Akhir/
Beginning Share in Net Comprehensive Other Equity Ending
Balance Profit Income Movement Balance
USD USD USD USD USD
MJIS (43,412) 363 -- -- (43,049)
KSI -- 5,927 -- 66,956 72,883
Lainnya/Others 12,385 -- -- -- 12,385
Total (31,027) 6,290 -- 66,956 42,219
30. Modal Saham 30. Share Capital
Susunan kepemilikan saham Perusahaan The details of the Company’s shareholders
berdasarkan laporan yang dibuat oleh PT BSR based on the report prepared by PT BSR
Indonesia, Biro Administrasi Efek, adalah sebagai Indonesia, the Securities Administration Agency,
berikut: are as follows:
Final Draft/31 Maret 2026 111
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025
Jumlah Saham Jumlah
Ditempatkan dan Persentase (dalam Nilai
Disetor Penuh/ Kepemilikan/ Nilai Penuh
Number of Shares Percentage Dolar AS)/Total
Issued and Fully of Ownership (in Full Amount
Paid Capital % of US Dollars)
Pemegang Saham Shareholders
Saham Seri A Dwiwarna Series A Dwiwarna Share
The Government of The Republic
Pemerintah Republik Indonesia 1 0.00% -- of Indonesia
Saham Seri B Series B Shares
PT Danantara Asset Management PT Danantara Asset Management
(Persero) 15,477,117,519 80.00% 790,058,630 (Persero)
Masyarakat Umum dan Karyawan Public and Employees
(Masing-Masing di bawah 5%) 3,869,279,380 20.00% 197,514,658 (Each Below 5%)
Total 19,346,396,900 100.00% 987,573,288 Total
2024
Jumlah Saham Jumlah
Ditempatkan dan Persentase (dalam Nilai
Disetor Penuh/ Kepemilikan/ Nilai Penuh
Number of Shares Percentage Dolar AS)/Total
Issued and Fully of Ownership (in Full Amount
Paid Capital % of US Dollars)
Pemegang Saham Shareholders
Saham Seri A Dwiwarna Series A Dwiwarna Share
The Government of The Republic
Pemerintah Republik Indonesia 1 0.00% -- of Indonesia
Saham Seri B Series B Shares
The Government of The Republic
Pemerintah Republik Indonesia 15,477,117,519 80.00% 790,058,630 of Indonesia
Masyarakat Umum dan Karyawan Public and Employees
(masing-masing di bawah 5%) 3,869,015,380 20.00% 197,501,181 (each below 5%)
Direksi dan Komisaris Directors and Commissioners
Purwono Widodo (Direktur Utama) 132,500 0.00% 6,764 Purwono Widodo (President Director)
I Gusti Putu Suryawirawan I Gusti Putu Suryawirawan
(Komisaris) 51,500 0.00% 2,629 (Commissioner)
Djoko Muljono (Direktur) 35,000 0.00% 1,787 Djoko Muljono (Direktur)
Tjuk Agus Minahasa Tjuk Agus Minahasa
(Komisaris Independen) 20,000 0.00% 1,021 (Independent Commissioner)
Agus Nizar Vidiansyah (Direktur) 25,000 0.00% 1,276 Agus Nizar Vidiansyah (Director)
Total 19,346,396,900 100.00% 987,573,288 Total
Saham Seri A Dwiwarna merupakan saham yang Series A Dwiwarna’s share represents a share
memberikan kepada pemegangnya hak-hak which provides the holder rights to nominate
untuk mencalonkan anggota Dewan Direksi dan members of the Boards of Directors and
Komisaris, menghadiri dan menyetujui Commissioners, attend and approve the
pengangkatan dan pemberhentian anggota appointment and dismissal of members of the
Dewan Direksi dan Komisaris, perubahan Boards of Directors and Commissioners, change
Anggaran Dasar, penggabungan, peleburan dan the Articles of Association, conduct mergers and
pengambilalihan, pembubaran dan likuidasi acquisitions, closures and liquidations of the
Perusahaan. Company.
Berdasarkan Akta Notaris No. 121 tanggal The Company’s Articles of Association have been
22 Maret 2025 yang dibuat oleh Notaris Jose amended several times, the latest by Notarial
Dima Satria, S.H., M.Kn, dan sesuai dengan Deed No. 121 dated March 22, 2025 of Jose
Peraturan Pemerintah No. 15 Tahun 2025 Dima Satria, S.H., M.Kn., and in accordance with
tentang Penambahan Penyertaan Modal Negara Government Regulation No. 15 Year 2025
Republik Indonesia ke dalam modal saham regarding the additional in the capital participation
PT Biro Klasifikasi Indonesia (“BKI”) (yang per of the Government of the Republic of Indonesia in
tanggal 5 Juni 2025 berganti nama menjadi the share capital of PT Biro Klasifikasi Indonesia
PT Danantara Asset Management (Persero) (“BKI”) (which, as of June 5, 2025, changed its
(“DAM”) untuk pendirian holding operasional, name to PT Danantara Asset Management
negara Republik Indonesia melakukan (Persero) (“DAM”) for the establishment of an
penambahan penyertaan modal negara ke dalam operational holding company), whereby the
Final Draft/31 Maret 2026 112
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
DAM yang berasal dari pengalihan seluruh Government of the Republic of Indonesia
saham Seri B milik Negara Republik Indonesia increased its capital participation in DAM through
pada Perusahaan kepada DAM sebanyak the transfer of all Series B shares owned by the
15.477.117.519 lembar saham seri B. Government of the Republic of Indonesia in the
Company to DAM, totaling 15,477,117,519 Series
B shares.
Perusahaan telah mencatatkan seluruh The Company has listed all its shares on the
sahamnya pada Bursa Efek Indonesia masing- Indonesia Stock Exchange, amounting to
masing sebanyak 19.346.396.900 saham pada 19,346,396,900 shares as at December 31, 2025
tanggal 31 Desember 2025 dan 2024. and 2024, respectively.
31. Tambahan Modal Disetor 31. Additional Paid-in Capital
Komponen-komponen tambahan modal disetor The components of additional paid-in capital are
adalah sebagai berikut: as follows:
2025 2024
USD USD
Agio Saham 120,111 120,111 Share Premium
Selisih Nilai Transaksi dengan Pihak Difference in Value from Transactions
Nonpengendali 1,965 1,965 with Non-Controlling Interests
Selisih Aset dan Liabilitas Pengampunan Difference in Tax Amnesty Assets
Pajak 61 61 and Liabilities
Selisih Nilai Transaksi Restrukturisasi Difference in Value from Restructuring
Entitas Sepengendali - Divestasi Transactions of Entities Under Common
Investasi di PT KM Control - Divestment of Investment
(Catatan 10) 4,712 4,712 In PT KM (Note 10)
Selisih Nilai Transaksi dengan Difference in Value from Transactions
Pemegang Saham - OWK (Catatan 27) 48,171 48,171 with Shareholders - MCB (Note 27)
Total 175,020 175,020 Total
Selisih transaksi dengan pihak non-pengendali Differences in value from transactions with non-
merupakan perbedaan antara bagian Perusahaan controlling interests represent the difference
sebelum dan sesudah penerbitan saham baru between the Company’s shares before and after
Latinusa. Latinusa melakukan penerbitan saham the issuance of new shares of Latinusa. Latinusa
baru melalui IPO pada tahun 2009. Perusahaan issued new shares through IPO in 2009. The
tidak mengambil bagian dalam penerbitan saham Company did not take part in such issuance of
baru tersebut sehingga persentase kepemilikan new shares; therefore, its percentage of
Perusahaan pada Latinusa terdilusi menjadi ownership on Latinusa was diluted to 20.10%
sebesar 20,10% (Catatan 10). (Note 10).
32. Pencadangan Saldo Laba dan Pembagian 32. Appropriations of Retained Earnings and
Laba Distributions of Income
Berdasarkan Undang-Undang Perseroan Under Indonesian Company Law, the Company
Terbatas, Perusahaan wajib menyisihkan jumlah is obliged to allocate a certain amount from the
tertentu dari rugi bersih setiap tahun untuk net loss of each accounting year to appropriated
cadangan apabila Perusahaan mempunyai saldo retained earnings if the Company has a positive
laba positif. Penyisihan rugi bersih tersebut retained earnings. The appropriation from net
dilakukan sampai cadangan wajib mencapai loss shall be performed up to an amount of 20%
paling sedikit 20% dari jumlah modal yang of the Company’s issued and paid-up capital.
ditempatkan disetor penuh.
Saldo laba dicadangkan Perusahaan adalah The balance of the Company’s appropriated
sebesar USD146.834 atau sebesar 14,87% dari retained earnings amounted to USD146,834 or
modal ditempatkan dan disetor penuh. 14.87% of the Company’s issued and paid up
capital.
Final Draft/31 Maret 2026 113
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
33. Pendapatan Usaha 33. Revenue
a. Berdasarkan Jenis a. By Nature
2025 2024
USD USD
Produk Baja Steel Products
Lokal 632,315 759,294 Local
Luar Negeri 48,362 97 Export
Produk Non Baja Non Steel Products
Sarana Infrastruktur 236,666 167,992 Infrastructure Facilities
Rekayasa dan Konstruksi 11,347 5,740 Engineering and Construction
Jasa Lainnya 31,149 21,474 Other Services
Total 959,839 954,597 Total
b. Berdasarkan Pelanggan b. By Customers
2025 2024
USD USD
Pihak Ketiga 903,411 779,559 Third Parties
Pihak Berelasi (Catatan 40) 30,568 102,910 Related Parties (Note 40)
Entitas Berelasi dengan Pemerintah (Catatan 40) 25,860 72,128 Government-Related Entities (Note 40)
Total 959,839 954,597 Total
Tidak ada transaksi penjualan kepada satu There were no sales made to any single
pelanggan yang jumlah penjualan kumulatif customer with a cumulative amount exceeding
melebihi 10% dari jumlah pendapatan bersih 10% of the total consolidated net revenue for the
konsolidasian untuk tahun yang berakhir pada years ended December 31, 2025 and 2024.
tanggal 31 Desember 2025 dan 2024.
34. Beban Pokok Pendapatan 34. Cost of Revenue
2025 2024
USD USD
Produk Baja Steel Products
Pemakaian Bahan Baku Raw Materials Used
Persediaan Bahan Baku, Awal Tahun Raw Materials, Beginning of The Year
(Catatan 8) 88,687 126,614 (Note 8)
Pembelian dan Lain-lain 463,025 384,204 Purchases and Others
Persediaan Bahan Baku, Akhir Tahun Raw Materials, End of The Year
(Catatan 8) (59,565) (88,687) (Note 8)
Subtotal 492,147 422,131 Subtotal
Upah Langsung 23,465 20,644 Direct Labour
Biaya Pabrikasi Lainnya 60,152 47,965 Other Manufacturing Cost
Jumlah Biaya Produksi 575,764 490,740 Total Production Cost
Persediaan Barang Jadi, Awal Tahun Finished Goods, Beginning of The Year
(Catatan 8) 70,071 82,839 (Note 8)
Pembelian 116,245 180,121 Purchases
Penyisihan Penurunan Nilai Allowance for Decline in
Persediaan Barang Jadi (Catatan 8) 7,442 2,644 Value of Finished Goods (Note 8)
Persediaan Barang Jadi, Akhir Tahun Finished Goods, End of The Year
(Catatan 8) (58,185) (70,071) (Note 8)
Subtotal 711,337 686,273 Subtotal
Beban Non-Manufaktur Non-Manufacturing Expenses
Sarana Infrastruktur 141,577 133,240 Infrastructure Facilities
Rekayasa dan Konstruksi 15,752 8,657 Engineering and Construction
Jasa Lainnya 40,428 19,483 Other Services
Subtotal 197,757 161,380 Subtotal
Total 909,094 847,653 Total
Final Draft/31 Maret 2026 114
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Termasuk dalam beban pokok pendapatan, Included in cost of revenues, depreciation
beban penyusutan dan amortisasi sebesar and amortization expense amounted to
USD10.659 dan USD7.833 masing-masing untuk USD10,659 and Rp7,833 for the years ended
tahun-tahun yang berakhir pada tanggal December 31, 2025 and 2024, respectively.
31 Desember 2025 dan 2024.
35. Beban Operasi 35. Operating Expenses
2025 2024
USD USD
Beban Penjualan Selling Expenses
Beban Pengangkutan 10,237 9,442 Delivery Expense
Gaji, Upah dan Kesejahteraan Karyawan 6,973 5,548 Salaries, Wages and Employees Benefits
Lain-lain 6,896 6,593 Others
Subtotal 24,106 21,583 Subtotal
Beban Umum dan Administrasi General and Administrative Expenses
Gaji, Upah dan Kesejahteraan Karyawan 52,324 42,404 Salaries, Wages and Employee Benefits
Penyusutan (Catatan 11) 13,310 13,746 Depreciation (Note 11)
Asuransi dan Sewa 10,630 9,723 Insurance and Rental
Penambahan Cadangan Kerugian Additional of Allowance for
Penurunan Nilai Piutang 10,533 5,535 Impairment Losses of Receivables
Jasa Profesional 9,555 7,485 Professionals Fees
Beban Perbaikan dan Pemeliharaan 3,370 3,562 Repair and Maintenance
Lain-lain 12,629 19,172 Others
Subtotal 112,351 101,627 Subtotal
Total 136,457 123,210 Total
36. Laba per Saham 36. Earnings per Share
2025 2024
USD USD
Laba/(Rugi) Konsolidasian Tahun Consolidated Profit/(Loss) for The Year
Berjalan yang Dapat Diatribusikan Attributable to The Owners of The
ke Pemilik Entitas Induk 325,459 (154,712) Parent Entity
Rata-Rata Tertimbang Jumlah Weighted Average of The Number of
Saham Biasa yang Beredar Outstanding Ordinary Shares
(dalam Ribuan Lembar Saham) 19,346,397 19,346,397 (in Thousands of Shares)
Laba (Rugi) Bersih per Saham Dasar Basic Earning (Loss) per Share
yang Dapat Diatribusikan kepada Attributable to The Owners of
Pemilik Entitas Induk (Nilai Penuh): 0.0176 (0.0080) The Parent Entity (Full Amount):
Rata-Rata Tertimbang Jumlah Weighted Average of The Number of
Saham Biasa yang Beredar Outstanding Ordinary Shares
(dalam Ribuan Lembar Saham) 19,346,397 19,346,397 (in Thousands of Shares)
Penyesuaian untuk Perhitungan Laba Adjustments for Calculation of Diluted
Per Saham Dasar Dilusian Earnings per Share
(dalam Ribuan Lembar Saham) (in Thousands of Shares)
- OWK (Catatan 28) 6,432,749 21,782,178 - MCB (Note 28)
Rata-Rata Tertimbang Jumlah Weighted Average of The Number of
Saham yang Digunakan Sebagai Ordinary Shares Used as The Denominator
Penyebut dalam Perhitungan in Calculating Diluted
Laba per Saham Dilusian Earnings Per Shape
(dalam Ribuan Lembar Saham) 25,779,145 41,128,575 (in Thousands of Shares)
Laba (Rugi) Bersih per Saham Dilusian Diluted Profit (Loss) per Share
yang Dapat Diatribusikan kepada Attributable to The Owners of
Pemilik Entitas Induk (Nilai Penuh): 0.0878 (0.0038) The Parent Entity (Full Amount):
Final Draft/31 Maret 2026 115
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
37. Pendapatan (Beban) Operasi Lainnya, Bersih 37. Other Operating Income (Expenses), Net
2025 2024
USD USD
Pendapatan Sewa 4,981 3,339 Rent Income
Penjualan Limbah 1,340 1,942 Sales of Waste Product
Laba Nilai Wajar Investasi atas Gain in Fair Value of Investment
Perolehan Kembali Pengendalian on Regaining Control Over
Entitas Anak (Catatan 40) -- 39,225 Subsidiary (Note 40)
Lain-lain (3,316) (1,553) Others
Total 3,005 42,953 Total
38. Pendapatan Keuangan 38. Finance Income
a. Pendapatan Keuangan a. Finance Income
2025 2024
USD USD
Keuntungan atas Restrukturisasi Gain on Loan
Pinjaman (Catatan 25): Restructuring (Note 25):
Perusahaan 461,790 -- The Company
PT KBK 21,195 -- PT KBK
PT MJIS 14,081 -- PT MJIS
PT KPI 9,870 -- PT KPI
PT KE 8,748 -- PT KE
Bunga dari Jasa Giro dan Interest from Current Accounts
Deposito Berjangka 4,239 3,707 and Time Deposits
Total 519,923 3,707 Total
b. Laba atas penyelesaian kewajiban dipercepat b. Gain on the early settlement of liabilities with
dengan keringanan atas utang restrukturisasi a haircut on the restructured debt
Merupakan pengakuan laba atas penyelesaian This represents the recognition of income from
kewajiban dipercepat sebesar USD156.743. the early settlement of obligations amounted to
USD156,743.
39. Biaya Keuangan 39. Finance Cost
2025 2024
USD USD
Beban Bunga 154,720 149,253 Interest Expense
Biaya Bank 2,270 3,545 Bank Charges
Beban Bunga atas Liabilitas Sewa 165 856 Interest Expense on Lease Liabilities
Total 157,155 153,654 Total
40. Perolehan Kembali Pengendalian Entitas 40. Regaining Control Over Subsidiaries
Anak
Pada tanggal 15 November tahun 2024, KSI dan On November 15, 2024, KSI and PT Chandra
PT Chandra Daya Investasi (“CDI”) setuju untuk Daya Investasi (“CDI”) agreed to amend the
melakukan amandemen atas Perjanjian Shareholders’ Agreement of KTI, which was
Pemegang Saham KTI yang sebelumnya telah previously signed on January 3, 2023. Under
ditandatangani pada 3 Januari 2023. Atas this amendment, KSI has the right to sole
amandemen ini, KSI memiliki hak atas control over KTI, effective from January 1, 2024.
Final Draft/31 Maret 2026 116
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
pengendalian tunggal terhadap KTI yang berlaku As a result, in 2024, The Company recognized
efektif sejak tanggal 1 Januari 2024. Atas KTI as a subsidiary and applied the
kejadian ini, pada tahun 2024 KSI mengakui KTI consolidation method, whereas previously, it
sebagai entitas anak dan menerapkan metode was recognized as a joint venture and the equity
konsolidasi, dimana sebelumnya diakui sebagai method was applied. This event was approved
ventura bersama dan menerapkan metode by both parties without any consideration being
ekuitas. Kejadian ini disetujui oleh kedua belah transferred.
pihak tanpa adanya imbalan yang dialihkan.
Berdasarkan laporan KJPP Edi Andesta, nilai Based on the report by KJPP Edi Andesta, the
wajar saham KTI yang dimiliki oleh KSI pada fair value of KTI shares owned by KSI as of
tanggal 1 Januari 2024 adalah sebesar January 1, 2024, was Rp1,770,061 or
Rp1.770.061 atau setara dengan USD109.554. equivalent USD109,554. The book value of the
Nilai buku investasi pada KTI pada tanggal investment in KTI as of January 1, 2024, was
1 Januari 2024 adalah sebesar Rp1.148.355. Rp1,148,355. The difference between the fair
Selisih antara nilai wajar dengan nilai buku atas value and the book value of KTI shares owned
saham KTI yang dimiliki oleh Perusahaan dicatat by the Company was recorded in the
dalam laporan laba rugi dan penghasilan consolidated statement of profit or loss and
komprehensif lain konsolidasian sebesar other comprehensive income at Rp621,707
Rp621.707 juta atau setara dengan USD39.225 million or equivalent to USD39,225 (Note 36)
(Catatan 36) dan nilai wajar saham KTI yang and the fair value of KTI shares owned by CDI
dimiliki oleh CDI pada tanggal as of January 1, 2024, was Rp1,190,453 or
1 Januari 2024 adalah sebesar Rp1.190.453 atau equivalent to USD73,680.
setara dengan USD73.680.
Nilai wajar aset yang diperoleh dan liabilitas yang The fair value of the assets acquired and
diambil alih oleh KSI terhadap KTI berdasarkan liabilities assumed by KSI in relation to KTI,
laporan KJPP adalah sebesar Rp2.358.690 juta based on the KJPP report, was Rp2,358,690
atau setara dengan USD145.986. Atas kejadian million or equivalent to USD145.986. As a result
ini, KSI mencatat goodwill dalam laporan posisi of this event, KSI recorded goodwill in the
keuangan konsolidasian sebesar Rp614.438 juta consolidated statement of financial position
atau setara dengan USD38.029. amounting to Rp614,438 million or equivalent to
USD38,029.
Tabel berikut merangkum jumlah aset The following table summarizes the total
teridentifikasi yang diperoleh dan liabilitas yang identifiable assets acquired and liabilities
diambil-alih pada tanggal rekonsolidasi adalah: assumed as of the reconsolidation date.
Nilai Wajar
USD
Kas dan Setara Kas 8,145 Cash and Cash Equivalents
Penyertaan Saham 10,158 Investments in Shares
Aset Tetap 127,917 Fixed assets
Aset Lainnya 22,163 Other Assets
Total Liabilitas (22,397) Total Liabilities
Total Aset Bersih 145,986 Total Net Assets
Nilai Wajar Investasi Terdahulu 109,554 Fair Value of Prior Investment
Nilai Wajar Kepentingan Fair Value of
Non Pengendali 73,680 Non-controlling Interest
Pajak Tangguhan 781 Deferred Tax
Goodwill (38,029) Goodwill
41. Saldo dan Transaksi Signifikan dengan Pihak- 41. Significant Balances and Transactions with
Final Draft/31 Maret 2026 117
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
pihak Berelasi Related Parties
Dalam kegiatan usaha normal, Grup melakukan In the normal course of business, the Group
transaksi usaha dan bukan usaha dengan pihak- entered into trade and other transactions with
pihak berelasi, yang terafiliasi dengan Grup related parties, which are affiliated with the
melalui kepemilikan langsung dan tak langsung, Group through equity ownership, either direct or
dan/atau di bawah kontrol pihak yang sama. indirect, and/or under common control. The
Harga jual atau beli antara pihak-pihak berelasi sales or purchase price among related parties is
ditentukan berdasarkan persyaratan yang made based on terms agreed by the parties,
disetujui oleh kedua belah pihak, yang mungkin which may not be the same as those of the
tidak sama dengan transaksi lain yang dilakukan transactions between unrelated parties.
dengan pihak-pihak yang tidak berelasi.
Rincian pihak berelasi, sifat hubungan dan jenis The details of related parties, the nature of the
transaksi yang signifikan dengan pihak-pihak relationship and types of significant transactions
berelasi pada tanggal 31 Desember 2025 dan with related parties as of December 31, 2025
2024 adalah sebagai berikut: and 2024 were as follows:
Pihak-pihak Berelasi/ Sifat Hubungan/ Jenis Transaksi/
Related Parties Nature of Relationships Nature of Transactions
PT Krakatau Posco Entitas Asosiasi/ Associate Pendapatan Usaha/ Revenue, Pembelian/
Purchase, Piutang Usaha/ Trade Receivable,
Piutang Usaha Lain-lain/ Other Receivable
Utang Usaha/ Trade Payable
PT Krakatau Semen Indonesia Ventura Bersama/ Joint Venture Pendapatan Usaha/ Revenue
PT Krakatau Posco Energy Entitas Asosiasi/ Associate Pendapatan Usaha/ Revenue
PT Krakatau Wajatama Osaka Steel Marketing Ventura Bersama/ Joint Venture Pendapatan Usaha/ Revenue, Pembelian/
Purchase, Piutang Usaha/ Trade Receivable
PT Kerismas Witikco Makmur Entitas Asosiasi/ Associate Pendapatan Usaha/ Revenue, Piutang Usaha/
Trade Receivable
PT Krakatau Argo Logistik Ventura Bersama/ Joint Venture Pendapatan Usaha/ Revenue, Pembelian/
Purchase, Piutang Usaha/ Trade Receivable
PT Purna Baja Harsco Entitas Asosiasi/ Associate Pendapatan Usaha/ Revenue, Pembelian/
Purchase
KSO Bukaka KS Ventura Bersama/ Joint Venture Piutang Usaha/ Trade Receivable
PT Wijaya Karya Krakatau Beton Entitas Asosiasi/ Associate Pendapatan Usaha/ Revenue, Pembelian/
Purchase, Piutang Usaha/ Trade Receivable
PT Krakatau Chandra Energy Entitas Asosiasi/ Associate Pendapatan Usaha/ Revenue, Pembelian/
Purchase, Piutang Usaha/ Trade Receivable
Piutang Usaha Lain-lain/ Other Receivable
Other Receivable/ Hutang Usaha/Trade Payable
Utang Lain-Lain/ Other Payable
PT Krakatau Nippon Steel Synergy Entitas Asosiasi/ Associate Pendapatan Usaha/ Revenue, Piutang Usaha/
Trade Receivable, Piutang Usaha Lain-lain/
PT Kilang Pertamina Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue, Piutang Usaha/
Trade Receivable
PT Perusahaan Gas Negara Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
PT PAL Indonesia (Persero) Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue, Piutang Usaha/
Trade Receivable
PT Pertamina Patra Niaga Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue, Piutang Usaha/
Trade Receivable
PT Pertamina EP Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
Utang Usaha/ Trade Payable
PT Pertamina Drilling Service Indonesia Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
PT Perusahaan Listrik Negara (Persero) Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue, Piutang Usaha/
Trade Receivable, Hutang Usaha/Trade Payable
PT Brantas Abipraya (Persero) Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
PT Pembangunan Perumahan (Persero) Tbk Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue, Piutang Usaha/
Trade Receivable
PT Pertamina Hulu Rokan Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
PT Pertamina Hulu Mahakam Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
PT Pindad Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
KSO PP Elnusa Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
PT Aneka Tambang (Persero) Tbk Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue,
Utang Lain-Lain/ Other Payable
Final Draft/31 Maret 2026 118
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Pihak-pihak Berelasi/ Sifat Hubungan/ Jenis Transaksi/
Related Parties Nature of Relationships Nature of Transactions
PT Wijaya Karya Industri dan Konstruksi Entitas Sepengendali/ Entity Under Common Control Pendapatan Usaha/ Revenue
PT Sankyu Indonesia International Entitas Sepengendali/ Entity Under Common Control Pembelian/ Purchase
Utang Usaha/ Trade Payable
PT Kereta Api Indonesia Entitas Sepengendali/ Entity Under Common Control Pembelian/ Purchase
PT Barata Indonesia (Persero) Entitas Sepengendali/ Entity Under Common Control Piutang Usaha/ Trade Receivable
Piutang Usaha Lain-lain/ Other Receivable
PT Sucofindo (Persero) Entitas Sepengendali/ Entity Under Common Control Pembelian/ Purchase
PT Adhi Karya (Persero) Tbk Entitas Sepengendali/ Entity Under Common Control Piutang Usaha/ Trade Receivable
Pendapatan Usaha/ Revenue
PT PLN Batubara Niaga Entitas Sepengendali/ Entity Under Common Control Piutang Usaha/ Trade Receivable
PT Pertamina Hulu Sang Sang Entitas Sepengendali/ Entity Under Common Control Piutang Usaha/ Trade Receivable
PT Dok dan Perkapalan Surabaya (Persero) Entitas Sepengendali/ Entity Under Common Control Piutang Usaha/ Trade Receivable
PT Patra Drilling Contructor Entitas Sepengendali/ Entity Under Common Control Piutang Usaha/ Trade Receivable
PT Asuransi Jasa Indonesia Entitas Sepengendali/ Entity Under Common Control Piutang Usaha Lain-lain/ Other Receivable
Utang Usaha/ Trade Payable
PT Krakatau Samator Entitas Sepengendali/ Entity Under Common Control Piutang Jangka Panjang / Long Term
Receivable
PT Marga Mandala Sakti Entitas Sepengendali/ Entity Under Common Control Aset Keuangan yang Diukur pada Nilai
Wajar melalui Penghasilan Komprehensif
Lain/ Financial Assets at Fair Value through
other Comprehensive Income
PT Krakatau Medika Entitas Sepengendali/ Entity Under Common Control Aset Keuangan yang Diukur pada Nilai
Wajar melalui Penghasilan Komprehensif
Lain/ Financial Assets at Fair Value through
other Comprehensive Income
PT Sankyu Indonesia International Entitas Sepengendali/ Entity Under Common Control Aset Keuangan yang Diukur pada Nilai
Wajar melalui Penghasilan Komprehensif
Lain/ Financial Assets at Fair Value through
other Comprehensive Income
PT Seamless Pipe Indonesia Jaya Entitas Sepengendali/ Entity Under Common Control Aset Keuangan yang Diukur pada Nilai
Wajar melalui Penghasilan Komprehensif
Lain/ Financial Assets at Fair Value through
other Comprehensive Income
PT Pertamina Bina Medika IHC Entitas Sepengendali/ Entity Under Common Control Aset Keuangan yang Diukur pada Nilai
Wajar melalui Penghasilan Komprehensif
Lain/ Financial Assets at Fair Value through
other Comprehensive Income
Dana Pensiun Krakatau Steel Pihak Berelasi Lainnya/Other Related Party Utang Usaha/ Trade Payable,
Utang Lain-Lain/ Other Payable
KSO KHIP-PCI Entitas Sepengendali/ Entity Under Common Control Utang Usaha/ Trade Payable
PT Nindya Karya (Persero) Entitas Sepengendali/ Entity Under Common Control Utang Usaha/ Trade Payable
Dewan Komisaris dan Dewan Direksi Personel Manajemen Kunci/ Management Personnel Kompensasi dan Remunerasi/
Compensation and Remuneration
PT Bank Mandiri (Persero) Tbk Entitas Sepengendali/ Entity Under Common Control Kas dan Setara Kas/ Cash and Cash
Equivalents
PT Bank Negara Indonesia (Persero) Tbk Entitas Sepengendali/ Entity Under Common Control Kas dan Setara Kas/ Cash and Cash
Equivalents
PT Bank Rakyat Indonesia (Persero) Tbk Entitas Sepengendali/ Entity Under Common Control Kas dan Setara Kas/ Cash and Cash
Equivalents
PT Bank Syariah Indonesia Tbk Entitas Sepengendali/ Entity Under Common Control Kas dan Setara Kas/ Cash and Cash
Equivalents
Final Draft/31 Maret 2026 119
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Transaksi-transaksi signifikan dengan pihak- Significant transactions with related parties were
pihak berelasi adalah sebagai berikut: as follows:
2025 2024
USD USD
Pendapatan Usaha Revenue
PT Krakatau Posco 10,020 31,689 PT Krakatau Posco
PT Krakatau Semen Indonesia 6,343 9 PT Krakatau Semen Indonesia
PT PAL Indonesia (Persero) 5,499 5,900 PT PAL Indonesia (Persero)
PT Kerismas Witikco Makmur 5,135 5,869 PT Kerismas Witikco Makmur
PT Kilang Pertamina 4,829 13,197 PT Kilang Pertamina
PT Krakatau Argo Logistik 4,341 211 PT Krakatau Argo Logistik
PT Wijaya Karya Industri & Konstruksi 3,862 2,733 PT Wijaya Karya Industri & Konstruksi
PT Adhi Karya (Persero) Tbk 3,580 474 PT Adhi Karya (Persero) Tbk
PT Perusahaan Listrik Negara (Persero) 2,611 6,167 PT Perusahaan Listrik Negara (Persero)
PT Pertamina Drilling Service Indonesia 2,179 -- PT Pertamina Drilling Service Indonesia
PT Pertamina Patra Niaga 1,542 5,715 PT Pertamina Patra Niaga
PT Pembangunan Perumahan (Persero) Tbk 1,106 8,428 PT Pembangunan Perumahan (Persero) Tbk
PT Purna Baja Harsco 1,082 -- PT Purna Baja Harsco
PT Krakatau Chandra Energi 577 237 PT Krakatau Chandra Energi
PT Krakatau Nippon Steel Synergy 528 169 PT Krakatau Nippon Steel Synergy
PT Perusahaan Gas Negara 41 11,254 PT Perusahaan Gas Negara
PT Krakatau Wajatama Osaka Steel Marketing -- 42,205 PT Krakatau Wajatama Osaka Steel Marketing
PT Krakatau Posco Energy -- 12,973 PT Krakatau Posco Energy
PT Brantas Abipraya -- 5,014 PT Brantas Abipraya
PT Pertamina EP -- 4,884 PT Pertamina EP
PT Pertamina Hulu Mahakam -- 3,165 PT Pertamina Hulu Mahakam
PT Pertamina Hulu Rokan -- 2,303 PT Pertamina Hulu Rokan
PT Aneka Tambang (Persero) Tbk -- 1,411 PT Aneka Tambang (Persero) Tbk
PT Pindad -- 810 PT Pindad
KSO PP Elnusa -- 289 KSO PP Elnusa
Lain-lain di bawah USD 500) 3,153 9,932 Others (each below US$500)
Total 56,428 175,038 Total
Persentase terhadap Jumlah Percentage of Total Consolidated
Pendapatan Bersih Konsolidasian 5.88% 18.34% Consolidated Net Revenue
Pembelian Purchases
PT Krakatau Posco 221,163 260,604 PT Krakatau Posco
PT Sucofindo (Persero) 33,256 -- PT Sucofindo (Persero)
PT Perusahaan Gas Negara 9,264 11,165 PT Perusahaan Gas Negara
PT Krakatau Chandra Energi 8,864 16,569 PT Krakatau Chandra Energy
PT Krakatau Wajatama Osaka Steel Marketing 4,128 548 PT Krakatau Wajatama Osaka Steel Marketing
PT Kilang Pertamina 1,452 -- PT Kilang Pertamina
PT Purna Baja Harsco 1,080 519 PT Purna Baja Harsco
PT Sankyu Indonesia International 786 376 PT Sankyu Indonesia International
PT Krakatau Argo Logistics 129 968 PT Krakatau Argo Logistics
PT Kereta Api Indonesia -- 1,551 PT Kereta Api Indonesia
Lain-lain di bawah USD 500) 875 730 Others (each below US$500)
Total 280,997 293,030 Total
Persentase terhadap Jumlah Beban Percentage of Total Consolidated
Pokok Pendapatan Konsolidasian 30.91% 30.70% Cost of Revenue
Final Draft/31 Maret 2026 120
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Piutang Usaha Trade Receivables
PT Barata Indonesia (Persero) 6,431 6,449 PT Barata Indonesia (Persero)
PT Krakatau Posco 5,761 5,078 PT Krakatau Posco
KSO Bukaka KS 5,213 5,395 KSO Bukaka KS
PT Pertamina Hulu Sanga Sanga 4,677 1,519 PT Pertamina Hulu Sanga Sanga
PT Waskita Karya Infrastruktur 2,317 3,693 PT Waskita Karya Infrastruktur
PT Pembangunan Perumahan (Persero) Tbk 1,944 4,063 PT Pembangunan Perumahan (Persero) Tbk
PT PLN Batubara Niaga 1,686 3,131 PT PLN Batubara Niaga
PT Krakatau Wajatama Osaka Steel Marketing 1,515 3,585 PT Krakatau Wajatama Osaka Steel Marketing
PT Krakatau Argo Logistics 1,398 1,291 PT Krakatau Argo Logistics
PT Kerismas Witikco Makmur 1,111 3,188 PT Kerismas Witikco Makmur
PT Wijaya Karya Krakatau Beton 1,024 1,368 PT Wijaya Karya Krakatau Beton
PT Adhi Karya (Persero) Tbk 1,006 3,595 PT Adhi Karya (Persero) Tbk
PT Krakatau Chandra Energi 964 253 PT Krakatau Chandra Energi
PT Perusahaan Listrik Negara (Persero) 962 2,032 PT Perusahaan Listrik Negara (Persero)
PT Dok dan Perkapalan Surabaya (Persero) 893 924 PT Dok dan Perkapalan Surabaya (Persero)
PT Pertamina Patra Niaga 712 676 PT Pertamina Patra Niaga
PT Waskita Karya (Persero) Tbk 554 -- PT Waskita Karya (Persero) Tbk
PT Industri Kapal Indonesia 474 -- PT Brantas Abipraya (Persero)
PT Dok dan Perkapalan Koja Bahari (Persero) 466 -- PT Dok dan Perkapalan Koja Bahari (Persero)
PT Krakatau Nippon Steel Synergy 286 632 PT Krakatau Nippon Steel Synergy
PT PAL Indonesia 244 527 PT PAL Indonesia
PT Kilang Pertamina Internasional -- 1,150 PT Kilang Pertamina Internasional
PT Patra Drilling Contructor -- 612 PT Patra Drilling Contructor
Lain-lain (di bawah USD 500) 4,544 4,669 Others (each below US$500)
Cadangan Penurunan Nilai (35,957) (20,193) Allowance for impairment
Total 8,225 33,637 Total
Persentase terhadap Jumlah Percentage of Total Consolidated
Aset Konsolidasian 0.30% 1.22% Consolidated Assets
Piutang Lain-lain Other Receivables
PT Krakatau Nippon Steel Synergy 567 277 PT Krakatau Nippon Steel Synergy
PT Krakatau Posco 349 352 PT Krakatau Posco
PT Asuransi Jasa Indonesia 45 14,415 PT Asuransi Jasa Indonesia
PT Krakatau Chandra Energi 33 63 PT Krakatau Chandra Energi
PT Barata Indonesia (Persero) -- 62 PT Barata Indonesia (Persero)
Lain-lain (di bawah USD 500) 962 982 Others (each below US$500)
Cadangan Penurunan Nilai (403) (200) Allowance for Impairment
Total 1,553 15,951 Total
Persentase terhadap Jumlah Percentage of Total Consolidated
Aset Konsolidasian 0.06% 0.41% Consolidated Assets
Piutang Jangka Panjang Long-term Receivables
PT Krakatau Samator 2,423 1,998 PT Krakatau Samator
Cadangan Penurunan Nilai (2,423) (1,998) Allowance for Impairment
Total -- -- Total
Persentase terhadap Jumlah Percentage of total
Aset Konsolidasian 0.00% 0.00% Consolidated Assets
Aset Keuangan yang Diukur pada Nilai Wajar Financial Assets at Fair Value
melalui Penghasilan Komprehensif Lain through Other Comprehensive Income
PT Pertamina Bina Medika IHC 7,179 7,166 PT Pertamina Bina Medika IHC
PT Krakatau Medika 2,546 2,799 PT Seamless Pipe Indonesia Jaya
PT Marga Mandala Sakti 1,520 1,754 PT Marga Mandala Sakti
PT Seamless Pipe Indonesia Jaya 722 698 PT Seamless Pipe Indonesia Jaya
PT Sankyu Indonesia International 85 837 PT Sankyu Indonesia International
Total 12,052 13,254 Total
Persentase terhadap Jumlah Percentage of Total
Aset Konsolidasian 0.44% 0.39% Consolidated Assets
Final Draft/31 Maret 2026 121
Page 638
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2025 2024
USD USD
Utang Usaha Account Payable
PT Krakatau Posco 34,289 45,320 PT Krakatau Posco
PT Krakatau Chandra Energi 3,634 4,399 PT Krakatau Chandra Energi
KSO KHIP-PCI 2,295 2,652 KSO KHIP-PCI
PT Sankyu Indonesia Internasional 1,436 1,721 PT Sankyu Indonesia Internasional
PT Asuransi Jasa Indonesia 52 1,172 PT Asuransi Jasa Indonesia
PT Perusahaan Listrik Negara (Persero) 6 2,557 PT Perusahaan Listrik Negara (Persero)
PT Pertamina EP -- 663 PT Pertamina EP
Lain-lain (di bawah USD 500) 7,633 6,885 Others
Total 49,345 65,369 Total
Persentase terhadap Jumlah Percentage of Total Consolidated
Liabilitas Konsolidasian 2.42% 2.66% Consolidated Liabilities
Utang Lain-lain Other Payable
Dana Pensiun Krakatau Steel 37,415 24,675 Dana Pensiun Krakatau Steel
PT Aneka Tambang Tbk 2,787 2,883 PT Aneka Tambang Tbk
PT Krakatau Chandra Energi 3 3 PT Krakatau Chandra Energi
Lain-lain (di bawah USD 500) 5,221 10,226 Others
Total 45,426 37,787 Total
Persentase terhadap Jumlah Percentage of Total
Liabilitas Konsolidasian 2.23% 1.54% Consolidated Liabilities
Kompensasi Manajemen Kunci Key Management Compensation
Kompensasi dan imbalan lain yang diberikan The compensation and other benefits provided
kepada Dewan Komisaris dan Direksi to the Company’s Boards of Commissioners
Perusahaan adalah sebagai berikut: and Directors were as follows:
2025 2024
USD USD
Dewan Komisaris dan Dewan Direksi 1,580 1,448 Board of Commisioners and Board of Directors
42. Aset dan Liabilitas dalam Mata Uang Asing 42. Assets and Liabilities in Foreign Currencies
Pada tanggal 31 Desember 2025, aset dan As at December 31, 2025, monetary assets and
liabilitas moneter dalam mata uang asing adalah liabilities denominated in foreign currencies were
sebagai berikut: as follows:
Setara dengan
Mata Uang Asing/ Dolar As/
Foreign Equivalent in
Currency Us Dollars
ASET ASSETS
Dalam Jutaan Rupiah In Millions of Rupiah
Kas dan Setara Kas 951,987 56,937 Cash and Cash Equivalents
Kas dan Deposito Berjangka yang
Dibatasi Penggunaannya 1,394,916 83,428 Restricted Cash and Time Deposits
Piutang Usaha 3,060,523 183,046 Trade Receivables
Piutang Lain-lain 213,849 12,790 Other Receivables
Aset Keuangan yang Diukur Pada Financial Assets at Fair Value
Nilai Wajar melalui Penghasilan through Other Comprehensive
Komprehensif Lain 201,509 12,052 Income
Pajak Dibayar di Muka 389,726 23,309 Prepaid Taxes
Piutang Jangka Panjang 300,040 17,945 Long-Term Receivables
Aset Tidak Lancar Lain-lain 196,527 11,754 Other Non-Current Assets
Subtotal 6,709,077 401,261 Subtotal
Final Draft/31 Maret 2026 122
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Setara dengan
Mata Uang Asing/ Dolar As/
Foreign Equivalent in
Currency Us Dollars
Dalam Euro In Euro
Kas dan Setara Kas 1,820,000 2,002 Cash and Cash Equivalents
Subtotal 1,820,000 2,002 Subtotal
Total Aset 403,263 Total Assets
LIABILITAS LIABILITIES
Dalam Jutaan Rupiah In Millions of Rupiah
Pinjaman Jangka Pendek 98,314 5,880 Short-Term Loans
Utang Usaha 2,561,621 153,207 Trade Payables
Utang Pajak 293,102 17,530 Taxes Payable
Utang Lain-lain 983,788 58,839 Other Payables
Beban Akrual 1,165,635 69,715 Accrued Expenses
Liabilitas Imbalan Short-Term Employee Benefits
Kerja Jangka Pendek 1,336,363 79,926 Liabilities
Pinjaman Jangka Panjang 2,792,190 166,997 Long-Term Loans
Liabilitas Sewa 9,263 554 Lease Liabilities
Liabilitas Imbalan Kerja Jangka Long-Term Employee Benefits
Panjang 1,039,733 62,185 Liabilities
Liabilitas Jangka Panjang Lain-lain 4,175,887 249,754 Other Long-Term Liabilities
Subtotal 14,455,896 864,587 Subtotal
Total Liabilitas 864,587 Total Liabilities
Liabilitas Bersih (461,324) Net Liabilities
Pada tanggal 31 Desember 2024, aset dan As at December 31, 2024, monetary assets and
liabilitas moneter dalam mata uang asing adalah liabilities denominated in foreign currencies were
sebagai berikut: as follows:
Setara dengan
Mata Uang Asing/ Dolar As/
Foreign Equivalent in
Currency Us Dollars
ASET ASSETS
Dalam Jutaan Rupiah In Millions of Rupiah
Kas dan Setara Kas 1,529,955 94,693 Cash and Cash Equivalents
Kas dan Deposito Berjangka yang
Dibatasi Penggunaannya 1,107,175 68,526 Restricted Cash and Time Deposits
Piutang Usaha 2,981,936 184,560 Trade Receivables
Piutang Lain-lain 488,087 30,209 Other Receivables
Aset Keuangan yang Diukur Pada Financial Assets at Fair Value
Nilai Wajar melalui Penghasilan through Other Comprehensive
Komprehensif Lain 214,145 13,254 Income
Pajak Dibayar di Muka 275,574 17,056 Prepaid Taxes
Piutang Jangka Panjang 348,587 21,575 Long-Term Receivables
Aset Tidak Lancar Lain-lain 226,650 14,028 Other Non-Current Assets
Subtotal 7,172,109 443,901 Subtotal
Dalam Euro In Euro
Kas dan Setara Kas 2,973,636 3,271 Cash and Cash Equivalents
Subtotal 2,973,636 3,271 Subtotal
Total Aset 447,172 Total Assets
Final Draft/31 Maret 2026 123
Page 640
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Setara dengan
Mata Uang Asing/ Dolar As/
Foreign Equivalent in
Currency Us Dollars
LIABILITAS LIABILITIES
Dalam Jutaan Rupiah In Millions of Rupiah
Pinjaman Jangka Pendek 95,003 5,880 Short-Term Loans
Utang Usaha 3,345,097 207,037 Trade Payables
Utang Pajak 229,074 14,178 Taxes Payable
Utang Lain-lain 843,719 52,220 Other Payables
Beban Akrual 897,634 55,557 Accrued Expenses
Liabilitas Imbalan Short-Term Employee Benefits
Kerja Jangka Pendek 938,544 58,089 Liabilities
Pinjaman Jangka Panjang 22,031,039 1,363,560 Long-Term Loans
Liabilitas Sewa 8,951 554 Lease Liabilities
Liabilitas Imbalan Kerja Jangka Long-Term Employee Benefits
Panjang 1,222,422 75,659 Liabilities
Obligasi Wajib Konversi 1,911,405 118,302 Mandatory Convertible Bond
Liabilitas Jangka Panjang Lain-lain 1,619,158 100,214 Other Long-Term Liabilities
Subtotal 33,142,046 2,051,250 Subtotal
Total Liabilitas 2,051,250 Total Liabilities
Liabilitas Bersih (1,604,078) Net Liabilities
43. Manajemen Risiko Keuangan 43. Financial Risks Management
a. Kebijakan Manajemen Risiko Keuangan a. Financial Risk Management Policies
Dalam menjalankan aktivitas operasi, investasi In its operating, investing and financing
dan pendanaan, Grup menghadapi risiko activities, the Group are exposed to the
keuangan yaitu risiko kredit, risiko likuiditas, risiko following financial risks: credit risk, liquidity risk,
suku bunga dan risiko nilai tukar. Risiko-risiko interest rate risk and exchange rate risk. Those
tersebut didefinisikan sebagai berikut: risks are defined as follows:
• Risiko kredit merupakan risiko yang muncul • Credit risk: possibility that a customer may
dikarenakan debitur tidak membayar semua not pay the part or all of a receivable or may
atau sebagian piutang atau tidak membayar not pay in timely manner and hence,
secara tepat waktu dan akan menyebabkan theGroup will incur loss.
kerugian Grup.
• Risiko likuiditas merupakan risiko atas • Liquidity risk represents risk of the Group’s
ketidakmampuan Grup membayar inability to repay all their liabilities at maturity
liabilitasnya pada saat jatuh tempo. Saat ini date. At present the Group does expect to
Grup berharap dapat membayar semua pay all liabilities at their contractual maturity.
liabilitas pada saat jatuh tempo.
• Risiko mata uang merupakan risiko fluktuasi • Currency risk represents the fluctuation risk
nilai instrumen keuangan yang disebabkan in the value of financial instruments that
perubahan nilai tukar mata uang asing. caused the changes foreign exchange
currency notes.
• Risiko suku bunga: risiko dimana nilai wajar • Interest rate risk: the risk that the fair value
atau arus kas kontraktual masa datang dari or future contractual cash flows of a financial
suatu instrumen keuangan akan terpengaruh instrument will be affected due to changes in
akibat perubahan suku bunga pasar. market interest rates.
Dalam rangka mengelola risiko keuangan secara In order to effectively manage those risks, the
efektif, Direksi telah menentukan beberapa Directors has approved some strategies for the
pedoman kebijakan pengelolaan risiko keuangan, management of financial risks, which are in line
yang sejalan dengan tujuan Grup. Pedoman with the Group’s objectives. The major
utama dari kebijakan ini adalah sebagai berikut: guidelines of this policy are the following:
Final Draft/31 Maret 2026 124
Page 641
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
• Meminimalkan dampak dari perubahan mata • Minimize the impact of currency changes
uang dan risiko pasar atas semua jenis and market risk on all types of transactions
transaksi dengan menyediakan cadangan by providing sufficient currency reserves;
mata uang yang cukup;
• Memaksimalkan penggunaan lindung nilai • Maximize the use of profitable natural
alamiah yang menguntungkan sebanyak hedging as much as possible the natural
mungkin offsetting alami antara pendapatan offsetting between revenues and expenses
dan biaya dan utang/pinjaman dan piutang and payables/loans and receivables in the
dalam mata uang yang sama; dan same currency; and
• Semua kegiatan manajemen risiko keuangan • All financial risk management activities are
dilakukan secara bijaksana, konsisten, dan carried out wisely, consistently and following
mengikuti praktik pasar terbaik. best market practices.
Risiko Kredit Credit Risk
Risiko kredit adalah risiko dimana salah satu Credit risk is the risk that one party of financial
pihak atas instrumen keuangan akan gagal instruments will fail to discharge its obligation
memenuhi liabilitasnya dan menyebabkan pihak and will incur a financial loss to other party. The
lain mengalami kerugian keuangan. Risiko kredit Group is exposed to credit risk arising from the
yang dihadapi Grup berasal dari kredit yang credit granted to their customers. The Group
diberikan kepada pelanggan. Grup melakukan trades only with recognised and creditworthy
hubungan usaha hanya dengan pihak ketiga third parties. It is the Group’s policy that all
yang diakui dan kredibel. Grup memiliki kebijakan customers who wish to trade on credit terms are
untuk semua pelanggan yang akan melakukan subject to credit verification procedures.
perdagangan secara kredit harus melalui
prosedur verifikasi kredit.
Pada tanggal pelaporan, eksposur maksimum As of the reporting date, the Group's maximum
Grup terhadap risiko kredit adalah sebesar nilai exposure to credit risk is the carrying value of
tercatat masing-masing kategori aset keuangan each category of financial assets presented on
yang disajikan pada laporan posisi keuangan the consolidated statement of financial position.
konsolidasian.
2025 2024
USD USD
Kas dan Setara Kas 61,957 100,304 Cash and Cash Equivalents
Kas dan Deposito Berjangka Restricted Cash and
yang Dibatasi Penggunaannya 95,685 100,372 Time Deposits
Piutang Usaha 128,869 139,712 Trade Receivables
Piutang Lain-lain 8,607 24,065 Other Receivables
Aset Keuangan Pada Nilai Wajar Financial Assets at Fair Value through
Melalui Penghasilan Komprehensif Lain 12,052 13,254 Other Comprehensive Income
Piutang Jangka Panjang 17,945 21,575 Long Term Receivables
Aset Tidak Lancar Lain-lain 11,754 14,028 Other Non Current Assets
Total 336,869 413,310 Total
Sehubungan dengan risiko kredit yang timbul dari With respect to credit risk arising from the other
aset keuangan lainnya yang mencakup kas dan financial assets, which comprise cash and cash
setara kas, eksposur Grup terhadap risiko kredit equivalents, the Group’s exposure to credit risk
yang dihadapi timbul karena wanprestasi dari arises from the default of the counterparty. The
counterparty. Grup memiliki kebijakan untuk tidak Group has a policy not to place investments in
menempatkan investasi pada instrumen yang instruments with a high credit risk and only put
memiliki risiko kredit tinggi dan hanya the investments in banks with high credit ratings.
menempatkan investasinya pada bank-dengan
peringkat kredit yang tinggi.
Final Draft/31 Maret 2026 125
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Risiko Likuiditas b. Liquidity Risk
Pada saat ini Grup berharap dapat membayar At this time, the Group expects to pay all
semua liabilitas pada saat jatuh tempo. Untuk liabilities when due. To meet cash commitments,
memenuhi komitmen kas, Grup berharap the Group expects operations to generate
kegiatan operasinya dapat menghasilkan arus sufficient cash inflows.
kas masuk yang cukup.
Grup mengelola risiko likuiditas dengan selalu The Group manage liquidity risk by continuously
menjaga dan menyediakan jumlah kas dan maintaining and providing the amount of cash
setara kas sesuai dengan kebutuhan operasional and cash equivalents in accordance with
dan secara rutin mengevaluasi proyeksi arus kas operational requirements and regularly evaluate
dan arus kas aktual, serta jadwal tanggal jatuh cash flow projections and actual cash flows, and
tempo aset dan liabilitas keuangan. the schedule date of maturity of assets and
financial liabilities.
Tabel berikut memperlihatkan liabilitas keuangan The following table shows financial liabilities
yang diukur pada biaya perolehan diamortisasi measured at amortized cost based on
berdasarkan sisa umur jatuh temponya: outstanding aging schedule:
2025
Kurang dari
1 Tahun/
Less than >1 Tahun/ Jumlah/
1 Year >1 Years Total
USD USD USD
Liabilitas Keuangan Financial Liabilities
Pinjaman Jangka
Pendek 80,195 -- 80,195 Short-Term Loans
Utang Usaha 187,740 -- 187,740 Trade Payables
Utang Lain-lain 58,839 -- 58,839 Other Payables
Beban Akrual 69,715 -- 69,715 Accrued Expenses
Liabilitas Sewa 1,967 2,707 4,674 Lease Liabilities
Pinjaman Jangka
Panjang 166,997 718,063 885,060 Long-Term Loans
Liabilitas Jangka Other Long-Term
Panjang Lain-lain 53,405 249,754 303,159 Liabilities
Total 618,858 970,524 1,589,382 Total
2024
Kurang dari
1 Tahun/
Less than >1 Tahun/ Jumlah/
1 Year >1 Years Total
USD USD USD
Liabilitas Keuangan Financial Liabilities
Pinjaman Jangka
Pendek 17,420 -- 17,420 Short-Term Loans
Utang Usaha 208,339 -- 208,339 Trade Payables
Utang Lain-lain 52,220 -- 52,220 Other Payables
Beban Akrual 55,557 -- 55,557 Accrued Expenses
Liabilitas Sewa 3,115 3,034 6,149 Lease Liabilities
Pinjaman Jangka
Panjang 1,363,560 62,419 1,425,979 Long-Term Loans
Liabilitas Jangka Other Long-Term
Panjang Lain-lain 269,603 100,214 369,817 Liabilities
Total 1,969,814 165,667 2,135,481 Total
Final Draft/31 Maret 2026 126
Page 643
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Risiko Mata Uang Currency Risk
Risiko mata uang asing adalah risiko di mana Foreign currency risk is the risk that the fair
nilai wajar atau arus kas kontraktual masa datang value or future contractual cash flows of a
dari suatu instrumen keuangan akan terpengaruh financial instrument will be affected by changes
akibat perubahan nilai tukar. Eksposur Grup yang in exchange rates. The Group's exposure to
terpengaruh risiko nilai tukar, diungkapkan dalam exchange rate risk is disclosed in Note 35.
Catatan 35.
Tabel berikut ini menunjukkan sensitivitas The following table shows the sensitivity of
kemungkinan perubahan tingkat pertukaran possible changes in the exchange rate of
AS Dolar terhadap mata uang asing dengan US Dollars against foreign currencies with other
asumsi variabel lain konstan, dampak terhadap variable assumptions, the impact on profit before
laba sebelum beban pajak penghasilan. tax expense.
2025 2024
USD USD
Dampak terhadap Laba Sebelum Pajak
Penghasilan Impact on Profit Before Income Tax
Perubahan Tingkat Pertukaran terhadap Change in Exchange Rate Against
Dolar AS (1%) 15,349 28,295 US Dollars (1%)
Perubahan Tingkat Pertukaran terhadap Change in Exchange Rate Against
Dolar AS (-1%) (15,349) (28,295) US Dollars (-1%)
Risiko Suku Bunga Interest Rate Risk
Grup terekspos risiko suku bunga terutama The Groups is exposed to interest rate risk
menyangkut liabilitas keuangan. Untuk primarily related to financial liabilities. To
meminimalkan risiko tingkat suku bunga, Grup minimize interest rate risk, the Group manages
mengelola beban bunga dengan melakukan interest expense by monitoring the impact of
pengawasan terhadap dampak pergerakan suku interest rate movements to minimize the
bunga untuk meminimalisasi dampak negatif negative impact on the Group.
terhadap Grup.
Tabel berikut menganalisis rincian liabilitas The following table analyse the breakdown of
keuangan berdasarkan jenis bunga: financial liabilities by type of Interest:
2025 2024
USD USD
Bunga Tetap 1,278,561 1,400,050 Fixed Rate
Bunga Mengambang 34,485 49,498 Floating Rate
Tanpa Bunga 628,863 685,933 Without Rate
Total 1,941,909 2,135,481 Total
Tabel berikut ini menunjukkan sensitivitas The following table demonstrates the sensitivity
kemungkinan perubahan tingkat bunga. Dengan to possible change in interest rates on that
asumsi variabel lain konstan, laba sebelum portion of loans. With all other variabel held
beban pajak konsolidasian dipengaruhi oleh constant, the consolidated income before tax
tingkat suku bunga mengambang sebagai expenses is affected by impact on floating rate
berikut: loans as follows:
2025 2024
USD USD
Dampak terhadap Laba Sebelum Pajak
Penghasilan Impact on Profit Before Income Tax
Perubahan Tingkat Suku Bunga (1%) (336) (462) Change in Exchange Rate (1%)
Perubahan Tingkat Suku Bunga (-1%) 336 462 Change in Exchange Rate (-1%)
Final Draft/31 Maret 2026 127
Page 644
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
b. Nilai Wajar Instrumen Keuangan b. Fair Value of Financial Instruments
Nilai wajar instrumen keuangan ditentukan The fair value for the above financial instruments
melalui analisis arus kas yang didiskonto dengan was determined by discounting estimated cash
menggunakan tingkat diskonto yang setara flows using discount rates for financial
dengan tingkat pengembalian yang berlaku bagi instruments with similar term and maturity.
instrumen keuangan yang memiliki syarat dan
periode jatuh tempo yang sama.
Tabel di bawah ini menggambarkan nilai tercatat The table below illustrates the carrying amount
dan nilai wajar dari aset dan liabilitas keuangan: and fair value of financial assets and liabilities:
2025 2024
Nilai Tercatat/ Nilai Wajar/ Nilai Tercatat/ Nilai Wajar/
Carrying Amount Fair Value Carrying Amount Fair Value
USD USD USD USD
Aset Keuangan Financial Assets
Kas dan Setara Kas 61,957 61,957 100,304 100,304 Cash and Cash Equivalents
Kas dan Deposito Berjangka Restricted Cash and
yang Dibatasi Penggunaannya 87,569 87,569 91,913 91,913 Time Deposits
Piutang Usaha 128,869 128,869 139,712 139,712 Trade Receivables
Piutang Lain-lain 8,607 8,607 24,065 24,065 Other Receivables
Aset Keuangan Pada Nilai Wajar Financial Assets at Fair Value through
Melalui Penghasilan Komprehensif Lain 12,052 12,052 13,254 13,254 Other Comprehensive Income
Aset Tidak Lancar Lain-lain 11,754 11,754 14,028 14,028 Other Non Current Assets
Total 310,808 310,808 383,276 383,276 Total
Liabilitas Keuangan Financial Liabilities
Pinjaman Jangka Pendek 80,195 80,195 17,420 17,420 Short-Term Loans
Utang Usaha 187,740 187,740 208,339 208,339 Trade Payables
Utang Lain-lain 58,839 58,839 52,220 52,220 Other Payables
Beban Akrual 69,715 69,715 55,557 55,557 Accrued Expenses
Liabilitas Sewa 4,674 4,674 6,149 6,149 Lease Liabilities
Pinjaman Jangka Panjang 1,238,319 885,060 1,434,494 1,425,979 Long-Term Loans
Liabilitas Jangka Panjang Lain-lain 451,193 303,159 369,817 369,817 Other Long-Term Liabilities
Total 2,090,675 1,589,382 2,143,996 2,135,481 Total
Berikut hirarki nilai wajar aset keuangan tidak The following is the fair value hierarchy of
lancar lainnya yang diukur pada nilai wajar financial assets measured at fair value through
melalui penghasilan komprehensif lain yang other comprehensive income which at the end of
pada akhir tahun dicatat menggunakan nilai the year is recorded using fair value, namely:
wajar, yaitu:
31 Desember 2025/ Tingkat I/ Tingkat II/ Tingkat III/
December 31, 2025 Level I Level II Level III
USD USD USD USD
Aset Keuangan Pada Nilai Wajar melalui Financial Assets at Fair Value through
Penghasilan Komprehensif Lain Other Comprehensive Income
PT Pertamina Bina Medika IHC 7,179 -- -- 7,179 PT Pertamina Bina Medika IHC
PT Krakatau Medika 2,546 -- -- 2,546 PT Krakatau Medika
PT Marga Mandala Sakti 1,520 -- -- 1,520 PT Marga Mandala Sakti
PT Sankyu Indonesia International 85 -- -- 85 PT Sankyu Indonesia International
PT Seamless Pipe Indonesia Jaya 722 -- -- 722 PT Seamless Pipe Indonesia Jaya
Total 12,052 -- -- 12,052 Total
31 Desember 2024/ Tingkat I/ Tingkat II/ Tingkat III/
December 31, 2024 Level I Level II Level III
USD USD USD USD
Aset Keuangan Pada Nilai Wajar melalui Financial Assets at Fair Value through
Penghasilan Komprehensif Lain Other Comprehensive Income
PT Pertamina Bina Medika IHC 7,166 -- -- 7,166 PT Pertamina Bina Medika IHC
PT Krakatau Medika 2,799 -- -- 2,799 PT Krakatau Medika
PT Marga Mandala Sakti 1,754 -- -- 1,754 PT Marga Mandala Sakti
PT Sankyu Indonesia International 837 -- -- 837 PT Krakatau Pipe Industries
PT Seamless Pipe Indonesia Jaya 698 -- -- 698 PT Krakatau Global Trading
Total 13,254 -- -- 13,254 Total
Final Draft/31 Maret 2026 128
Page 645
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
c. Manajemen Permodalan c. Capital Management
Tujuan Grup dalam mengelola permodalan The Group objective in managing capital are to
adalah untuk melindungi kemampuan Grup safeguard the Group's ability to maintain
dalam mempertahankan kelangsungan usaha, business continuity, so that the entity can
sehingga entitas dapat tetap memberikan imbal continue to provide returns to shareholders and
hasil bagi pemegang saham dan manfaat bagi benefits to other stakeholders and to manage an
pemangku kepentingan lainnya serta mengelola optimal capital structure to minimize the effective
struktur modal yang optimal untuk cost of capital and maximize value for the Group.
meminimalisasi biaya modal yang efektif serta
untuk memaksimumkan nilai Grup.
Dalam mendesain struktur permodalan yang In designing a capital structure that can enhance
dapat meningkatkan nilai Grup, manajemen the value of the Group, management can do so
dapat melakukannya dengan cara menyesuaikan by adjusting the amount of dividends, issue new
jumlah dividen, menerbitkan saham baru atau shares or reduce or increase the amount owed.
mengurangi maupun menambah jumlah utang.
Debt to Equity Ratio dihitung dengan membagi Debt to Equity Ratio is calculated by dividing total
jumlah liabilitas dengan jumlah ekuitas. Grup liabilities by total equity. The Group has
telah mempertahankan DER masing-masing maintained DER of 2.79 and 4.74 at December
sebesar 2,79 dan 4,74 pada 31 Desember 2025 31, 2025 and 2024, respectively.
dan 2024.
44. Komitmen dan Perjanjian Signifikan 44. Significant Commitments and Agreements
Pada tanggal 31 Desember 2025 dan 2024, Grup As at December 31, 2025 and 2024, the Group
memiliki komitmen dan perjanjian penting had the following significant agreements and
sebagai berikut: commitments:
a. Komitmen Signifikan a. Significant Commitments
Entitas Anak The Subsidiaries
PT Krakatau Sarana Infrastruktur (“KSI”) PT Krakatau Sarana Infrastruktur (“KSI”)
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
Perusahaan memiliki PPTI yang masih berlaku Company has several ongoing PPTI with several
dengan beberapa pengguna tanah untuk land users for the use of some lands over HPL
penggunaan tanah di atas area HPL nya dengan area for period 30 years until infinite period. In
jangka waktu 30 tahun sampai dengan the case tenant obtained an infinite period of land
seterusnya. Ketika penyewa mendapatkan hak use rights, the tenants has a right of land use
guna seterusnya, maka penyewa mendapatkan right for 30 years, plus one right to extend for 20
hak penggunaan tanah selama 30 tahun, years, one right to renew for 30 years and the
ditambah dengan hak untuk memperpanjang right of further extension as long as it is allowed
selama 20 tahun, hak untuk memperbaharui by Law.
selama 30 tahun, dan hak untuk terus
memperpanjang hak atas tanah tersebut jika
diperbolehkan oleh Undang-Undang.
b. Perjanjian Signifikan b. Significant Agreements
Perusahaan The Company
a. Pada tanggal 12 November 2004, a. On November 12, 2004, the Company
Perusahaan mengadakan Perjanjian entered into a Gas Purchase Agreement with
Pembelian Gas dengan Pertamina. Pertamina. Based on the latest amended
Berdasarkan adendum perjanjian terakhir, agreement, the contract is valid up to
perjanjian berlaku hingga tanggal December 31, 2028. The Company has
31 Desember 2028. Perusahaan mempunyai commitments to a minimum gas purchase per
komitmen untuk pembelian gas mínimum per annum of 70% of the annual contracted
tahun sebesar 70% dari nilai kontrak tahunan. amount.
Final Draft/31 Maret 2026 129
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
b. Pada tanggal 2 Mei 2012, Perusahaan b. On May 2, 2012, the Company signed a
menandatangani perjanjian kontrak dengan contract agreement with PT Tereos FKS
PT Tereos FKS Indonesia untuk pemanfaatan Indonesia for the utilisation of land covering
lahan seluas 44.945 m2 berkaitan dengan an area of 44,945 sqm for cargo handling.
pelayanan jasa pelabuhan. Jangka waktu The contract period is 30 years with total
kontrak adalah 30 tahun dengan total nilai rental price amounting to USD1,202.
sewa sebesar USD1.202.
c. Pada tanggal 7 Mei 2012, Perusahaan c. On May 7, 2012, the Company signed a
menandatangani perjanjian kontrak dengan contract agreement with PT Bungasari Flour
PT Bungasari Flour Mills untuk pemanfaatan Mills for the utilisation of land covering an
lahan seluas 107.492 m2 berkaitan dengan area of 107,492 sqm for cargo handling. The
pelayanan jasa pelabuhan. Jangka waktu contract period is 30 years with a rental price
kontrak adalah 30 tahun dengan total nilai amounting to USD2,875.
sewa sebesar USD2.875.
d. Pada tanggal 15 November 2011, e. On November 15, 2011, the Company
Perusahaan mengadakan kontrak entered into an Engineering, Procurement &
Engineering, Procurement & Construction Construction (“EPC”) contract with KE for
(EPC) dengan KE untuk pembangunan construction of Blast Furnace plant with a
Pabrik Blast Furnace dengan nilai kontrak contract value amounting to Rp1,800 million.
sebesar Rp1.800 juta. Perjanjian ini telah The agreement has several amendments, the
mengalami beberapa amandemen, terakhir latest of which is on August 29, 2017, with the
pada tanggal 29 Agustus 2017, dengan nilai contract value amounted to Rp2,215 million.
kontrak sebesar Rp2.215 juta. Pada tanggal As at the completion date of this financial
penyelesaian laporan keuangan ini, proyek ini statements, the project is on temporary shut-
dalam masa penghentian sementara. down.
f. Pada tanggal 17 Juli 2013, Perusahaan f. The Company signed the 4th addendum
menandatangani perjanjian kontrak adendum contract agreement consortium with
ke-4 dengan Konsorsium Metallurgical Metallurgical Corporation of China Ltd
Corporation of China Ltd (“MCC”) - Capital (“MCC”) - Capital Engineering & Research
Engineering & Research Incorporation Ltd Incorporation Ltd (“CERI”) and KE, which was
(“CERI”) dan KE untuk pembangunan amended on July 17, 2013, to build the
komplek Blast Furnace senilai USD334.900 Complex of Blast Furnace amounting to
untuk porsi luar dan Rp2.215 juta untuk porsi USD334,900 for a foreign portion and
lokal. Rp2,215 million for the local portion.
g. Pada tanggal 11 November 2016, g. On November 11, 2016, the Company and
Perusahaan dan PT Lotte Chemical Indonesia PT Lotte Chemical Indonesia entered into an
mengadakan Perjanjian Pendayagunaan Aset agreement of Land Usage covering an area
Tetap seluas 321.096 m2 untuk jangka waktu of 321,096 sqm for a period of 80 years with
80 tahun dengan nilai kompensasi sebesar a compensation value of Rp465,878 million
Rp465.878 juta (termasuk PPN). (including VAT).
h. Pada tanggal 10 Januari 2019, Perusahaan h. On January 10, 2019, the Company and
dan PT Chandra Asih Pacifik Tbk (“CAP”) PT Chandra Asih Pacifik Tbk (“CAP”) entered
mengadakan perjanjian pendayagunaan aset into an agreement on land usage covering an
tetap seluas 182.276 m2 untuk jangka waktu area of 182,276 sqm for the period of 80
80 tahun dengan nilai kompensasi sebesar years with a compensation value of
Rp761.913 juta (termasuk PPN). Rp761,913 million (including VAT).
i. Pada tanggal 1 Januari 2025, Perusahaan dan i. On January 1, 2025, the Company and PGN
PT Perusahaan Gas Negara (Persero) entered into a Gas Sales Purchase
mengadakan Perjanjian Jual Beli Gas Agreement. The agreement is valid up to
Pelanggan Komersial dan Industri. Perjanjian December 31, 2029. The Company has
ini berlaku efektif sampai dengan 31 Desember commitments to purchase gas with a
2029. Perusahaan mempunyai komitmen minimum volume 210,000 Metric Million
untuk membeli gas dengan minimum volume British Thermal Unit (“MMBTU”) and
210.000 Metric Million British Thermal Unit maximum 315,000 per month.
(“MMBTU”) dan maksimum volume 315.000
MMBTU yang dihitung per bulan.
Final Draft/31 Maret 2026 130
Page 647
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
PT Krakatau Bandar Samudera (“KBS”) PT Krakatau Bandar Samudera (“KBS”)
Pada tanggal 14 November 2016, KBS dan On November 14, 2016, KBS and KSOP signed
KSOP telah menandatangani Perjanjian Konsesi a Concession Agreement regarding Activities in
tentang Kegiatan Pengusahaan di Bidang the Field Supply and/or Port Services at Cigading
Penyediaan dan/atau Pelayanan Jasa Terminal (“Concession Agreement”), whereby
Kepelabuhan di Terminal Cigading (“Perjanjian KSOP granted rights to KBS to perform activities
Konsesi”), dimana KSOP memberikan hak in providing port handling in the concession area.
kepada KBS untuk melaksanakan kegiatan Significant terms stipulated in the Concession
pengusahaan jasa kepelabuhan di dalam area Agreement are as follows:
konsesi. Ketentuan-ketentuan penting dalam
Perjanjian Konsesi adalah sebagai berikut:
- Perjanjian Konsesi berlaku selama 75 (tujuh - The Concession Agreement is valid for 75
puluh lima) tahun sejak tanggal years from the date of the signing;
ditandatanganinya Perjanjian Konsesi;
- KBS diwajibkan untuk membayar kepada - KBS is required to pay concession revenues
KSOP berupa pendapatan konsesi sebesar to KSOP of 3% per annum from gross
3% per tahun dari pendapatan bruto yang revenue of the commercial operations of
berasal dari operasi komersial Terminal Cigading Terminal;
Cigading;
- Aset KBS yang mendapatkan hak konsesi - KBS’s assets included in the concession rights
mencakup beberapa dermaga Perusahaan include several piers of the Company and
dan tanah; land;
- Pungutan tarif awal dan penyesuaiannya atas - Initial charge rate and its adjustments for
jasa yang dilakukan di Terminal Cigading services performed in Cigading Terminal are
berdasarkan pedoman yang ditetapkan dalam based on the guidance set out in the
Peraturan Menteri Perhubungan; dan regulation of the Minister of Transportation;
and
- Pada akhir masa konsesi, KBS wajib - At the end of the concession period, KBS is
menyerahkan aset tersebut kepada KSOP. obliged to handover these assets to KSOP.
Pada tanggal 5 November 2018, KBS dan KSOP On November 5, 2018, KBS and KSOP signed
menandatangani amandemen pertama Perjanjian the first amendment of the Concession
Konsesi dimana KBS diminta untuk mengurus Agreement where KBS is required to process the
pelepasan hak pengelolaan tanah di area konsesi release of the land rights of the concession area
dalam waktu paling lambat satu tahun sejak no later than one year from November 5, 2018.
5 November 2018.
Pada tanggal 31 Januari 2020, KBS dan KS On January 31, 2020, KBS and KS agreed to
bersepakat melakukan kompensasi atas compensate for the transfer of HPL 02 (in
pengalihan HPL 02 (sesuai dengan amandemen accordance with the first amendment of
pertama perjanjian konsesi). Dimana tanah HPL concession agreement). Where the HPL 02 land
02 yang awalnya menjadi milik KS diserahkan which originally belonged to KS was handed over
kepada KSOP, atas penyerahan tersebut KBS to KSOP, upon the handover KBS made
melakukan kompensasi melalui pembayaran compensation through payment of cash, other
tunai, piutang lain-lain, dan aset lainnya. receivables and other assets.
Pada tanggal 10 Februari 2021, KBS dan KSOP On February 10, 2021, KBS and KSOP signed
menandatangani amandemen ketiga Perjanjian the third amendment of the Consession
Konsesi dimana KBS mengajukan penggantian Agreement, whereby KBS proposed to replace
atas beberapa aset dan KBS wajib melakukan some assets and the Company was required to
pengurusan pendaftaran sertifikat Hak register land rights on behalf of KSOP.
Pengelolaan atas nama KSOP.
Pada tanggal 17 November 2022, KBS dan On November 17, 2022, KBS and KSOP signed
KSOP menandatangani adendum keempat the fourth addendum of the Concession
Perjanjian Konsesi yakni terdapat perubahan Agreement, that there was a change regarding
Final Draft/31 Maret 2026 131
Page 648
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
terkait pembayaran konsesi yang sebelumnya the concession payment which was previously
dibayarkan oleh Perusahaan kepada KSOP paid by the Company to KSOP every 3 (three)
setiap 3 (tiga) bulan berubah menjadi setiap 1 months, changing to every 1 (one) month no later
(satu) bulan paling lambat pada tanggal 25 than the 25th after the monthly concession
setelah dilaksanakan rekonsiliasi konsesi reconciliation is carried out.
bulanan.
Berdasarkan Akta No. 7 tertanggal 20 Oktober Based on Deed No. 7 dated October 20, 2023,
2023 yang dibuat di hadapan Hapendi Harahap, made before Hapendi Harahap, S.H. M.H.,
S.H. M.H., notaris di Cilegon dan KSOP, KBS notary in Cilegon and KSOP, KBS and KS
dan KS menerima pelepasan semua hak tanpa accept the release of all rights without exception
pengecualian yang dimiliki oleh KS atas satu owned by KS on one plot of land rights as per
bidang hak atas tanah sebagaimana sertifikat HPL No. 30 certificate covering an area of
HPL No. 30 seluas 72.068 m2 untuk kepentingan 72,068 sqm for the benefit of KBS.
KBS.
Pada tanggal 21 Maret 2024, KBS dan KSOP On March 21, 2024, KBS and KSOP signed the
menandatangani Adendum Kelima Perjanjian Fifth Addendum to the Concession Agreement,
Konsesi yakni terdapat penambahasan pasal which includes additional articles related to the
terkait Objek Perjanjian Konsesi yang meliputi Object of the Concession Agreement which
Area Konsesi dan Aset dalam Area Konsesi yang includes the Concession Area and Assets in the
terdiri dari Aset Bergerak dan Aset Tidak Concession Area consisting of Movable Assets
Bergerak. Terhadap Aset Bergerak yang telah and Immovable Assets. For the Movable Assets
dihapus dalam Adendum Ketiga berupa that have been deleted in the Third Addendum in
Peralatan Handling yang terdiri dari Ship the form of Handling Equipment consisting of
Unloader-1, Ship Unloader-1 dan Second Crane Ship Unloader-1, Ship Unloader-1 and Second
(MPC)-Noell, KBS wajib melakukan penggantian Crane (MPC)-Noell, KBS is required to replace
aset dimaksud paling lambat 4 (empat) tahun the said assets no later than 4 (four) years from
sejak tanggal penandatanganan Adendum the date of signing the Fifth Addendum to the
Kelima Perjanjian Konsesi. Terdapat perubahan Concession Agreement. There are changes to
pasal terkait kewajiban KBS untuk melakukan the articles related to the KBS obligation to it
pengurusan pelepasan Hak Pengelolaan di process the release of Management Rights in the
kepentingan Area KSOP Konsesi paling lambat 1 Concession Area for the benefit of KSOP no later
(satu) tahun sejak tanggal penandatanganan than 1 (one) year from the date of signing the
Adendum Kelima Perjanjian Konsesi, dan apabila Fifth Addendum to the Concession Agreement,
belum dapat diselesaikan karena kelalaian KBS and if cannot be completed due to KBS
maka Perjanjian konsesi dapat dibatalkan oleh negligence, the Concession Agreement can be
KSOP. canceled by KSOP.
Pada tanggal laporan keuangan konsolidasian ini, As of the date of these consolidated financial
pelepasan HPL untuk kepentingan KSOP telah statements, the release of HPL for the benefit of
selesai dilaksanakan. KSOP has been completed.
45. Kontinjensi 45. Contingencies
Perusahaan The Company
Perusahaan saat ini sedang menjalani proses The Company is undergoing ad-hoc arbitration
arbitrase ad-hoc dengan peraturan dan prosedur proceedings under the United Nations
arbitrase United Nations Commission on Commission on International Trade Law
International Trade Law (“UNCITRAL”) dengan (“UNCITRAL”) arbitration rules and procedures
para kontraktornya yaitu MCC-CERI dan KE with its contractors which are MCC-CERI and KE
(“Kontraktor proyek Blast Furnace”). Pada proses (“Contractors of Blast Furnace project”). In the
arbitrase tersebut, Perusahaan bertindak sebagai arbitration process, the Company acts as a
Pemohon yang mengajukan tuntutan-tuntutan Petitioner submitting demands so the
Final Draft/31 Maret 2026 132
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
agar para Kontraktor proyek Blast Furnace dapat Contractors of Blast Furnace project can carry
menjalankan kewajibannya sesuai dengan out their obligations in accordance to the
kontrak antara Perusahaan dan para Kontraktor contract between the Company and the
proyek Blast Furnace tersebut agar Perusahaan Contractors of Blast Furnace project in order the
dapat menerima seluruh haknya sesuai dengan Company can receive all of its rights following
apa yang diperjanjikan dalam kontrak antara what was agreed in the agreement between the
Perusahaan dan para Kontraktor proyek Blast Company and the Contractors of Blast Furnace
Furnace. project.
Para Kontraktor menuntut agar Perusahaan The Contractor claimed the Company to issue the
dapat menerbitkan sertifikat kesiapan operasi, certificate of operation readiness, certificate of
sertifikat penerimaan sementara, dan sertifikat provisional acceptance, and certificate of final
penerimaan akhir serta membayar kepada MCC- acceptance also to pay MCC-CERI amounting to
CERI senilai USD5.422 untuk pembayaran tahap USD5,422 for the settlement of mechanical
mechanical completion dari proyek pabrik Blast completion of Blast Furnace plant.
Furnace.
Sampai dengan tanggal penyelesaian laporan Up to the date of the completion of consolidated
keuangan konsolidasian, arbitrase masih dalam financial statements, the arbitration is still on
proses dan belum ada putusan akhir dan process and no final and binding decision has
mengikat dari Majelis Arbitrase yang telah been received from the Arbitral Tribunal for the
diterima oleh Perusahaan. Company.
Entitas Anak The Subsidiaries
PT Krakatau Bandar Samudera (“KBS”) PT Krakatau Bandar Samudera (“KBS”)
KBS dan PT Cigading International Bulk Terminal KBS and PT Cigading International Bulk
(“CIBT”) terikat dalam Cooperation Agreement on Terminal (“CIBT”) are parties in a Cooperation
Development, Running and Operation of Coal Agreement on the Development, Running and
Terminal in Cigading Port Area tanggal 13 Juli Operation of the Coal Terminal in Cigading Port
2007 beserta perubahan-perubahannya Area signed on July 13, 2007 and its addendums
(“Perjanjian CIBT”). Dalam pelaksanaan (the “CIBT Agreement”). In implementing the
Perjanjian CIBT tersebut, merujuk Pasal 28 ayat CIBT Agreement, referring to Article 28
(2) dan (3), PT CIBT menggugat KBS melalui paragraphs (2) and (3), PT CIBT sued KBS
UNCITRAL berdasarkan Notice of Arbitration through UNCITRAL based on the Notice of
tanggal 11 November 2016, antara lain terkait Arbitration dated November 11, 2016, among
pengenaan biaya dermaga, biaya stevedoring, others, related to the imposition of pier charges,
sewa lahan, dan pembayaran ke KBS. stevedoring fees, land lease, and regarding
payments made to KBS.
Pada tanggal 29 Agustus 2017, telah terbit On August 29, 2017, arbitral award was issued
putusan arbitrase yang pada pokoknya which, in summary, required CIBT to transfer the
menerangkan bahwa CIBT diminta mengalihkan facilities to KBS after KBS paid reimbursement
fasilitas kepada KBS setelah KBS memberikan for the cost of facilities, after depreciation, built on
penggantian atas biaya fasilitas, setelah the land leased to CIBT minus the liability of
penyusutan, yang dibangun di atas tanah sewa CIBT to KBS with a net value of USD19,771 no
kepada CIBT dikurangi nilai kewajiban CIBT later than November 25, 2017.
kepada KBS dengan nilai neto sebesar
USD19.771 paling lambat tanggal
25 November 2017.
Atas putusan tersebut, KBS melakukan upaya In response to the verdict, KBS filed a request for
hukum permohonan pembatalan putusan the cancellation of the arbitral award to the
arbitrase yang dilakukan ke Pengadilan Negeri District Court of Serang with the case
Serang dengan perkara No. 82/Pdt.G.Arbt.2017/ No. 82/Pdt.G.Arbt.2017/PN.Srg dated October
PN.Srg tanggal 18 Oktober 2017. Pengadilan 18, 2017. Serang District Court issued their
Negeri Serang telah menerbitkan keputusan decision on November 27, 2017 which in
Final Draft/31 Maret 2026 133
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
pada tanggal 27 November 2017 yang pada summary, stated that the petition for cancellation
pokoknya menerangkan bahwa permohonan of the arbitral award filed by KBS was rejected
pembatalan putusan arbitrase yang dimohonkan with the consideration that the panel of judges is
oleh KBS ditolak dengan pertimbangan majelis of the opinion that KBS cannot provide the
hakim berpendapat KBS tidak dapat arguments of its petition. At the end of the trial
membuktikan dalil-dalil permohonannya. Pada process at the Serang District Court, CIBT was
akhir proses persidangan di Pengadilan Negeri known for pledging the rights/facilities under the
Serang, CIBT diketahui menjaminkan hak- CIBT agreement as evidenced by the issuance
hak/fasilitas berdasarkan Perjanjian CIBT yang of Fiduciary Certificate No.
dibuktikan dengan diterbitkannya Sertifikat W10.00271870.AH.05.01 Year 2016 dated July
Fidusia No. W10.00271870.AH.05.01 Tahun 14, 2016 by the Ministry of Law and Human
2016 tanggal 14 Juli 2016 oleh Kementerian Rights (“Fiduciary Certificate”). Based on that
Hukum dan Hak Asasi Manusia (“Sertifikat fact, on December 5, 2017, KBS filed a report to
Fidusia”). Atas hal tersebut, pada tanggal 5 the Indonesia Police Headquarters because
Desember 2017, KBS membuat laporan kepada CIBT pledged the rights/facilities where the
Markas Besar Polri karena CIBT menjaminkan pledging of the assets is not in line with the
hak-hak/fasilitas dimana penjaminan aset ini agreement between KBS and CIBT.
bertentangan dengan Perjanjian KBS dengan
CIBT.
Berdasarkan pendapat hukum dari Kejaksaan Based on the legal opinion of the Kejaksaan
Agung tanggal 20 Februari 2018, sepanjang KBS Agung dated February 20, 2018, as long as KBS
melakukan upaya hukum terhadap putusan still made legal remedies against the arbitral
Arbitrase termasuk upaya laporan pidana serta award including the criminal report and there has
belum terdapat putusan terhadap bagaimana not been any decision as to how such efforts
upaya tersebut akan dihukum, maka KBS belum would be penalised, KBS has not yet had any
memiliki kewajiban pembayaran berdasarkan payment obligations under the arbitral award.
putusan arbitrase.
Berdasarkan opini legal tanggal 29 Oktober 2021 Based on the legal opinion dated October 29,
dan 4 Juli 2023, disimpulkan bahwa putusan 2021, and July 4, 2023, it was concluded that
arbitrase CIBT tersebut tidak dapat dieksekusi CIBT’s arbitration decision could not be executed
karena: because of the following:
- CIBT tidak memindahkan grab dan aset - CIBT did not remove grabs and other assets
lainnya yang menghalangi jalan masuk KBS; that block the entrance of KBS;
- CIBT mengalihkan dan menyerahkan seluruh - CIBT transferred and handed over all facilities
fasilitas kepada KBS bersama dengan to KBS along with all certificates of rights,
seluruh sertifikat atas hak, kunci, kode, tata keys, codes, procedures for use and other
cara penggunaan dan dokumen terkait related documents.
lainnya.
- CIBT telah menjaminkan aset yang - CIBT has pledged assets that should have
seharusnya diserahkan kepada KBS tanpa been handed over to the Company without the
persetujuan KBS. Berdasarkan Pasal 23 ayat KBS’ approval. Based on Article 23 paragraph
(2) UU Jaminan Fidusia dan Putusan MA (2) of the Fiduciary Guarantee Law and
Nomor 1055K/PDT/2012 terdapat halangan Supreme Court Decision Number
hukum bagi CIBT untuk menjalankan putusan 1055K/PDT/2012, there is a legal obstacle for
arbitrase karena fasilitas yang diperintahkan CIBT to enforce the arbitration verdict because
oleh Majelis Arbitrase untuk dialihkan kepada the facilities ordered by the arbitration Council
KBS sedang dijaminkan dengan fidusia, hal to be transferred to KBS are being secured by
tersebut tentu juga berpengaruh terhadap fiduciary, this is of course also affected KBS
KBS dimana KBS juga belum dapat where KBS has also not been able to
melaksanakan putusan arbitrase karena tidak implement the Arbitration award because it
dapat menerima pengalihan objek yang cannot accept the transfer of objects that are
sedang dijaminkan oleh CIBT. being pledged by CIBT.
Final Draft/31 Maret 2026 134
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Berdasarkan pendapat hukum dari kuasa hukum Based on the legal opinion from KBS’s
KBS, dapat disimpulkan bahwa putusan arbitrase attorney, it can be concluded that the
berpotensi tidak dapat dieksekusi dikarenakan arbitration award is potentially non-
aset CIBT yang harus diserahkan kepada KBS executable because CIBT's assets that must
sedang dijaminkan sehingga tidak dapat dialihkan be handed over to KBS are being pledged so
kepada KBS. Sebagaimana jawaban konfirmasi that they cannot be transferred to KBS.
hukum dari kuasa hukum KBS terhitung pada Based on the legal confirmation response
tanggal 31 Desember 2025, dapat disimpulkan from KBS’s legal counsel dated December
bahwa putusan arbitrase tersebut masih belum 31, 2025, it is concluded that the arbitration
mempunyai kekuatan hukum tetap dan belum award has not yet become final and binding
dapat dipaksakan pelaksanaannya terhadap and cannot yet be enforced against KBS.
KBS.
46. Informasi Segmen 46. Segment Information
Untuk kepentingan manajemen, Grup For management purposes, the Group is
digolongkan menjadi unit usaha berdasarkan organised into business units based on their
produk dan jasa dan memiliki empat segmen products and services and has four reportable
operasi yang dilaporkan sebagai berikut: operating segments as follows:
Segmen Produk Baja Steel Products Segment
Segmen produk baja melakukan kegiatan usaha The steel products segment is mainly involved in
utama dalam produksi dan penjualan baja seperti steel production and selling, including sponge
besi spons, slab baja, billet baja, HRC, baja irons, slabs, billets, HRC, cold rolled coils and
lembaran dingin dan batang kawat, aneka pipa wire rods, various steel pipes, reinforcing bars
baja, baja profil dan tulangan, scrap serta jasa and steel wires, scrap and services related to
yang terkait dengan baja seperti jasa coating dan steel, such as coating and tolling services.
jasa tolling.
Segmen Sarana Infrastruktur Infrastructure Facility Segment
Segmen sarana infrastruktur terdiri dari gabungan The infrastructure facility segment consists of a
segmen jasa pengelolaan pelabuhan, real estat combined segment of port management
dan perhotelan, penyedia listrik dan air. Segmen services, real estate and hospitality, electricity
jasa pengelolaan pelabuhan menyediakan and water. The port services provider segment
pelayanan jasa dermaga untuk bertambat dan provides pier services for berthing, loading and
bongkar muat barang dan peti kemas, jasa unloading goods and container, seaport support
penunjang pelabuhan laut, pergudangan serta services, warehousing, and transport services.
jasa angkutan. Segmen real estat dan perhotelan The real estate and hotels segment provides the
menyediakan jasa penjualan dan pengembangan sale and development of industrial estate along
lahan industri beserta infrastrukturnya di kawasan with the infrastructure, hotels and sports facilities.
industri, serta perhotelan dan sarana olahraga. The electricity segment provides electricity
Segmen jasa listrik menyediakan pelayanan jasa supply services, management and maintenance
penyediaan listrik, pengelolaan dan perawatan of power plants, and electrical workshops. The
pembangkit listrik, dan workshop kelistrikan. water distribution service segment provides clean
Segmen jasa distribusi air menyediakan water supply, industrial demineralised water
pelayanan jasa penyediaan air bersih, supply and waste management services for
penyediaan air suling industri dan pengelolaan industry and companies.
limbah untuk industri dan perusahaan.
Final Draft/31 Maret 2026 135
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Segmen Rekayasa dan Konstruksi Engineering and Construction Segment
Segmen rekayasa dan konstruksi menyediakan The engineering and construction segment
jasa konstruksi dan perekayasaan industri, provides construction and industrial engineering,
perencanaan dan pemborongan/kontraktor untuk planning and construction/ contractor of various
segala jenis bangunan serta ekspor dan impor types of buildings, export and import of goods,
barang dan jasa dan perangkat lunak yang services and software related to the
berkaitan dengan kegiatan usaha. aforementioned activities.
Segmen Jasa Lainnya Other Services Segment
Segmen jasa lainnya menyediakan jasa layanan The other services segment provides information
teknologi informasi. technology services.
Manajemen memantau hasil operasi dari unit Management monitors the operating results of its
usahanya secara terpisah guna keperluan business units separately for the purpose of
pengambilan keputusan mengenai alokasi making decisions about resource allocation and
sumber daya dan penilaian kinerja. Kinerja performance assessment. Segment performance
segmen dievaluasi berdasarkan laba atau rugi is evaluated based on the operating profit or loss
operasi dan diukur secara konsisten dengan laba and is measured consistently with the operating
atau rugi operasi pada laporan keuangan profit or loss in the consolidated financial
konsolidasian. statements.
Tabel berikut ini menyajikan informasi The following table presents revenue, profit, and
pendapatan laba dan aset dan liabilitas tertentu certain asset and liability information regarding
sehubungan dengan segmen operasi Grup: the Group’s operating segments:
2025
Rekayasa
dan
Sarana Konstruksi/
Infrastruktur/ Engineering
Produk Baja/ Infrastructure And Jasa Lainnya/ Eliminasi/ Jumlah/
Steel Products Facilities Construction Other Services Elimination Total
USD USD USD USD USD USD
Pendapatan Revenue
Pelanggan Eksternal 717,163 232,645 8,365 1,666 -- 959,839 External Customers
Antar Segmen 188,164 19,852 13,667 -- (221,683) -- Inter-segment
Pendapatan Usaha 905,327 252,497 22,032 1,666 (221,683) 959,839 Revenue
Beban Pokok
Pendapatan (911,085) (173,029) (19,263) (1,630) 195,913 (909,094) Cost of Revenue
Laba (Rugi) Bruto (5,758) 79,468 2,769 36 (25,770) 50,745 Gross Profit (Loss)
Beban Penjualan (18,325) (5,624) (157) -- -- (24,106) Selling Expenses
Beban Umum dan General and
Administrasi (81,163) (28,782) (2,586) (267) 447 (112,351) Administrative Expenses
Other Operating
Beban Operasi Lainnya, Bersih 2,789 6,173 1,018 10,010 (16,985) 3,005 Expenses, Net
Laba (Rugi) Operasi (102,457) 51,235 1,044 9,779 (42,308) (82,707) Operating Income (Loss)
Penghasilan (Beban)
yang Tidak Dapat Unallocated Income
Dialokasikan 543,290 (Expenses)
Laba Sebelum Pajak Income Before
Final dan Beban Final Tax and
Pajak Penghasilan 460,583 Income Tax Expense
Pajak Final (1,640) Final Tax
Laba Sebelum Income Before
Pajak Penghasilan 458,943 Income Tax
Beban Pajak Penghasilan (119,303) Income Tax Expense
Laba Tahun Berjalan 339,640 Income for The Year
(Kerugian) Penghasilan Other Comprehensive
Komprehensif Lain (44,494) (Loss) Income
Total Laba Komprehensif Total Comprehensive
Tahun Berjalan 295,146 Income for The Year
Aset Segmen 3,065,616 770,470 12,389 263 (1,082,925) 2,765,813 Segment Assets
Liabilitas Segmen 2,120,287 192,694 54,479 105,580 (432,736) 2,040,304 Segment Liabilities
Final Draft/31 Maret 2026 136
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PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
Rekayasa
dan
Sarana Konstruksi/
Infrastruktur/ Engineering
Produk Baja/ Infrastructure And Jasa Lainnya/ Eliminasi/ Jumlah/
Steel Products Facilities Construction Other Services Elimination Total
USD USD USD USD USD USD
Pendapatan Revenue
Pelanggan Eksternal 751,288 195,975 5,740 1,594 -- 954,597 External Customers
Antar Segmen 109,557 10,605 6,357 80 (126,599) -- Inter-segment
Pendapatan Usaha 860,845 206,580 12,097 1,674 (126,599) 954,597 Revenue
Beban Pokok
Pendapatan (813,364) (140,141) (9,933) (1,630) 117,415 (847,653) Cost of Revenue
Laba (Rugi) Bruto 47,481 66,439 2,164 44 (9,184) 106,944 Gross Profit (Loss)
Beban Penjualan (16,280) (5,199) (157) -- 53 (21,583) Selling Expenses
Beban Umum dan General and
Administrasi (78,732) (32,265) (2,017) (404) 11,791 (101,627) Administrative Expenses
Other Operating
Beban Operasi Lainnya, Bersih 6,746 38,881 (6,550) 45 3,831 42,953 Expenses, Net
Laba (Rugi) Operasi (40,785) 67,856 (6,560) (315) 6,491 26,687 Operating Income (Loss)
Penghasilan (Beban)
yang Tidak Dapat Unallocated Income
Dialokasikan (165,767) (Expenses)
Rugi Sebelum Pajak Loss Before
Final dan Beban Final Tax and
Pajak Penghasilan (139,080) Income Tax Expense
Pajak Final (1,394) Final Tax
Rugi Sebelum Loss Before
Pajak Penghasilan (140,474) Income Tax
Beban Pajak Penghasilan (7,948) Income Tax Expense
Rugi Tahun Berjalan (148,422) Loss for The Year
(Kerugian) Penghasilan Other Comprehensive
Komprehensif Lain 19,848 (Loss) Income
Total Kerugian Komprehensif Total Comprehensive
Tahun Berjalan (128,574) Loss for The Year
Aset Segmen 3,252,739 766,508 7,546 65 (1,132,242) 2,894,616 Segment Assets
Liabilitas Segmen 2,582,437 184,960 56,803 125,733 (490,500) 2,459,433 Segment Liabilities
47. Informasi Tambahan Arus Kas 47. Suplemental Cash Flows Information
a. Transaksi Non-Kas a. Non-Cash Transactions
Tabel di bawah ini menunjukkan transaksi non-kas The below table shows the Group’s non-cash
Grup selama tahun berjalan adalah sebagai berikut: transactions during the year:
2025 2024
USD USD
Penambahan Aset Tetap Addition of Fixed Assets
melalui Utang Usaha 49,045 26,063 through Trade Payables
Penambahan Aset Tetap Addition of Fixed Assets
melalui Liabilitas Sewa 1,682 1,984 through Leases Liabilities
b. Rekonsiliasi Liabilitas yang Timbul dari b. Reconciliation of Liabilities Arising from
Aktivitas Pendanaan Financing Activities
Perubahan pada liabilitas yang timbul dari Changes in liabilities arising from financing
aktivitas pendanaan pada laporan arus kas activities in the consolidated statement of cash
konsolidasian adalah sebagai berikut: flow are as follows:
2025
Perubahan Non-Kas/Non-Cash Changes
Pergerakan
Kurs Mata
Uang Asing/ Dampak Sewa Saldo
Saldo Awal/ Foreign Restrukturisasi/ Baru/ Akhir/
Beginning Arus Kas/ Rate Impact of New Lain-lain/ Ending
Balance Cash Flow Movement Restructuring Leases Others Balance
USD USD USD USD USD USD USD
Pinjaman Jangka Pendek/Short-Term Loans 17,420 78,092 (15,317) -- -- -- 80,195
Obligasi Wajib Konversi/
Mandatory Convertible Bonds 118,302 -- (3,983) -- -- 6,529 120,848
Liabilitas Sewa/Lease Liabilities 6,149 (5,495) (207) -- 1,682 2,545 4,674
Pinjaman Jangka Panjang/Long-Term Loans 1,363,560 (74,618) (6,078) (397,804) -- -- 885,060
Total 1,505,431 (2,021) (25,585) (397,804) 1,682 9,074 1,090,777
Final Draft/31 Maret 2026 137
Page 654
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
2024
Perubahan Non-Kas/Non-Cash Changes
Pergerakan Perolehan
Kurs Mata Kembali
Uang Asing/ Sewa Pengendalian Saldo
Saldo Awal/ Foreign Baru/ Entitas Anak/ Akhir/
Beginning Arus Kas/ Rate New Regaining Control Lain-lain/ Ending
Balance Cash Flow Movement Leases Over Subsidiary Others Balance
USD USD USD USD USD USD USD
Pinjaman Jangka Pendek/Short-Term Loans 17,202 218 -- -- -- -- 17,420
Obligasi Wajib Konversi/
Mandatory Convertible Bonds 117,516 -- (13,672) -- -- 14,458 118,302
Liabilitas Sewa/Lease Liabilities 2,101 (2,656) (685) 1,984 1,034 4,371 6,149
Pinjaman Jangka Panjang/Long-Term Loans 1,419,600 (8,886) (57,123) -- 9,969 -- 1,363,560
Total 1,556,419 (11,324) (71,480) 1,984 11,003 18,829 1,505,431
48. Kelangsungan Usaha 48. Going Concern
Laporan keuangan konsolidasian telah disusun The consolidated financial statements have been
berdasarkan prinsip kelangsungan usaha. Untuk prepared on a going-concern basis. For the year
tahun yang berakhir pada 31 Desember 2025, ended December 31, 2025, the Group still
Grup masih mencatat akumulasi rugi sebesar recorded accumulated losses of USD2,010,503.
USD2.010.503. Selain itu, pada tanggal tersebut In addition, as of that date, the Group’s total
total liabilitas jangka pendek Grup telah melebihi current liabilities exceeded its current assets by
aset lancarnya sebesar USD214.659 dan USD214,659, and it experienced negative
mengalami arus kas operasional negatif sebesar operating cash flow amounted USD1,753. These
USD1.753. Hal-hal tersebut masih menimbulkan matters continue to raise significant doubt
keraguan yang signifikan terhadap kemampuan regarding the Group’s ability to continue as a
Grup untuk mempertahankan kelangsungan going concern.
usahanya.
Sebagaimana diungkapkan dalam Catatan 25, As disclosed in Note 25, in November 2024, the
pada bulan November 2024, Grup, memperoleh Group reached an agreement in principle on the
kesepakatan prinsip atas Master Restructuring 2024 Master Restructuring Agreement (MRA)
Agreement (MRA) 2024 dengan kelompok with the Association of State-Owned Banks
Himpunan Bank Milik Negara (HIMBARA), yang (HIMBARA), which subsequently became
kemudian menjadi efektif pada 13 Oktober 2025. effective on October 13, 2025. Under the
Berdasarkan perjanjian tersebut, Grup agreement, the Group secured, among other
memperoleh antara lain: (i) penurunan tingkat things: (i) a reduction in interest rates from an
bunga dari rata-rata sekitar 5,5% menjadi 1% per average of approximately 5.5% to 1% per
tahun; (ii) perpanjangan jangka waktu pinjaman annum; (ii) an extension of the loan maturity to
hingga tahun 2035; dan (iii) keringanan kewajiban 2035; and (iii) debt relief in the form of payment
berupa diskon pembayaran (haircut) kepada discounts (haircuts) for certain creditors. In
beberapa kreditur. Selain itu, Grup juga telah addition, the Group has also obtained approval
memperoleh persetujuan dari kreditur lain dalam from other creditors in the restructuring
sindikasi restrukturisasi. syndicate.
Sehubungan dengan efektivitas perjanjian Regarding the effectiveness of the restructuring
restrukturisasi tersebut, saldo pinjaman terkait agreement, the related loan balance has been
telah diklasifikasikan sebagai liabilitas jangka classified as a long-term liability in accordance
panjang sesuai dengan ketentuan perjanjian yang with the terms of the applicable agreement.
berlaku.
Manajemen juga memperoleh dukungan dari Management has also received support from
pemegang saham dalam bentuk fasilitas shareholders in the form of financing facilities to
pendanaan untuk mendukung kebutuhan modal meet working capital needs and implement
kerja serta melaksanakan berbagai inisiatif various operational initiatives, including plan of
operasional, termasuk rencana optimalisasi aset the optimization of production assets; efficiency
produksi; peningkatan efisiensi; kerjasama bisnis improvements; business cooperation with
dengan partner strategis; mengupayakan strategic partners; collect on past-due
Final Draft/31 Maret 2026 138
Page 655
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
ketertagihan piutang-piutang lama; dan receivables; and maximize sales, which are
memaksimalkan penjualan, yang diharapkan expected to enhance operational performance
dapat memperbaiki kinerja operasional dan and generate positive cash flow.
menghasilkan arus kas yang positif.
Manajemen berkeyakinan bahwa rencana- Management believes that these plans can be
rencana tersebut dapat dilaksanakan sehingga implemented so as to meet the short-term
dapat memenuhi kewajiban jangka pendek dan liabilities and operational needs of the Group,
kebutuhan operasional Grup, dan Grup akan and the Group will be able to continue its
tetap dapat melangsungkan kegiatan usahanya. business activities.
Laporan keuangan konsolidasian mencakup The consolidated financial statements do not
penyesuaian-penyesuaian yang mungkin timbul include adjustments that may arise as a result of
sebagai dampak dari ketidakpastian tersebut. these uncertainties. The assumption of going
Asumsi kelangsungan usaha Grup memiliki risiko concern of the Group is subject to risks and
dan ketidakpastian; sehingga ada kemungkinan uncertainties; therefore it is possible that
bahwa perubahan situasi akan mengubah changes in circumstances will alter these
proyeksi ini, yang selanjutnya dapat projections, which in turn may affect the going
mempengaruhi kelangsungan usaha Grup. concern of the Group.
49. Peristiwa Setelah Periode Pelaporan 49. Events After The Reporting Period
Perusahaan The Company
Perjanjian Pengalihan Saham Perusahaan Share Transfer Agreement
Pada tanggal 6 Januari 2026, Perusahaan On January 6, 2026, the Company received a
menerima surat dari Kepala Badan Pengaturan letter from the Head of the State-Owned
Badan Usaha Milik Negara (“BP BUMN”) Enterprises Regulatory Agency (“BP BUMN”)
selaku Pemegang Saham Perseroan as the Company’s Shareholder No. S-
No. S-28/BPU/01/2026 serta surat dari PT 28/BPU/01/2026, as well as a letter from PT
Danantara Asset Management (Persero) Danantara Asset Management (Persero)
(“DAM”) selaku Holding Operasional (“DAM”), as the Operational Holding Company,
No. SR.002/DI-DAM/DO/2026, masing-masing No. SR.002/DI-DAM/DO/2026, each regarding
terkait pemberitahuan penandatanganan notification of the signing of the share transfer
perjanjian pengalihan saham PT Krakatau agreement for PT Krakatau Steel (Persero)
Steel (Persero) Tbk. Tbk.
Sehubungan dengan telah ditetapkannya In connection with the enactment of Law No.
Undang-Undang Nomor 16 Tahun 2025 16 of 2025 on the Fourth Amendment to Law
tentang Perubahan Keempat atas Undang- No. 19 of 2003 on State-Owned Enterprises,
Undang Nomor 19 Tahun 2003 tentang Badan which, among other things, regulates the
Usaha Milik Negara, yang antara lain mengatur Republic of Indonesia’s 1% shareholding in
kepemilikan saham Negara Republik Indonesia SOEs in the form of Dual-Class Series A
sebesar 1% pada BUMN dalam bentuk saham shares through the Head of BP BUMN and
Seri A Dwiwarna melalui Kepala BP BUMN dan DAM, it is hereby stated that:
DAM, disampaikan bahwa:
• BP BUMN selaku pemegang saham • BP BUMN, as a shareholder of the
Perusahaan menyetujui untuk menerima Company, agrees to accept the share
pengalihan saham; dan transfer; and
• DAM selaku pemegang saham Perusahaan • DAM, as a shareholder of the Company,
menyetujui untuk mengalihkan sebagian agrees to transfer a portion of its Series B
saham Seri B miliknya dalam Perusahaan shares in the Company amounting to
sebanyak 154.771.174 lembar saham. 154,771,174 shares.
Final Draft/31 Maret 2026 139
Page 656
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Nilai definitif atas pengalihan saham tersebut The definitive value of the share transfer will be
akan ditetapkan setelah diterbitkannya determined following the issuance of a
penetapan dari Kepala BP BUMN. decision by the Head of BP BUMN.
Penerimaan Surat Ketetapan Pajak Nihil Receipt of a a Notice of Nil Tax Assessment
(“SKPN”) (“SKPN”)
Pada tanggal 20 Januari 2026, Perusahaan On January 20, 2026, the Company received a
menerima SKPN atas Pajak Penghasilan Notice of Nil Tax Assessment (SKPN) for
Badan Tahun 2022. Corporate Income Tax for the fiscal year 2022..
Entitas Anak Subsidiaries
PT Krakatau Sarana Infrastruktur (“KSI”) PT Krakatau Sarana Infrastruktur (“KSI”)
Perubahan Suku Bunga Acuan Pinjaman Changes in the Reference Interest Rate for
Loans
Suku bunga acuan Jakarta Inter Offered Rate The Jakarta InterOffered Rate (“JIBOR”)
(“JIBOR”) akan secara bertahap dihentikan benchmark interest rate will be gradually
penggunaannya dan digantikan dengan phased out and replaced by the Indonesia
Indonesia Overnight Index Average (“INDONIA”) Overnight Index Average (“INDONIA”) as the
sebagai suku bunga acuan pasar uang domestic domestic money market benchmark interest
yang berlaku pada 1 Januari 2026. rate effective January 1, 2026.
Pada tanggal pelaporan, KSI memiliki fasilitas As of the reporting date, the Company has a
pinjaman pada PT Sarana Multi Infrastruktur loan facility with PT Sarana Multi Infrastruktur
(Persero) yang menggunakan JIBOR sebagai (Persero) that uses JIBOR as the reference
suku bunga acuan. Sehubungan dengan rencana interest rate. In connection with the planned
penghentian JIBOR tersebut, Perusahaan discontinuation of JIBOR, the Company and its
bersama dengan pihak kreditur akan melakukan creditors will adjust the reference interest rate
penyesuaian terhadap referensi suku bunga in the loan agreement to align with the
dalam perjanjian pinjaman untuk menyesuaikan applicable reference interest rate.
dengan suku bunga acuan yang berlaku.
Pembayaran dipercepat Wajib Fasilitas Accelerated Payment Mandatory Financing
Pembiayaan Facilities
Pada 6 Februari 2026, KSI mengajukan On February 6, 2026, KSI submitted a request
permohonan pembayaran dipercepat wajib for a partial mandatory prepayment, through
(Mandatory Prepayment) parsial melalui PT PT Bank Permata Tbk acting as the SMI facility
Bank Permata Tbk sebagai jasa agensi SMI. agent. Based on this request, SMI approved
Atas permohonan tersebut, SMI menyetujui the mandatory prepayment, which is scheduled
pembayaran dipercepat yang direncanakan to be carried out by the Company on March 4,
akan dilakukan oleh Perusahaan pada tanggal 4 2026, with a total payment amounting to
Maret 2026 dengan total nilai pembayaran Rp47,176, consisting of principal financing and
sebesar Rp47.176, yang terdiri dari pembayaran interest of Rp46,810 and Rp366, respectively.
pokok pembiayaan dan bagi hasil masing-
masing sebesar Rp46.810 dan Rp366.
PT Krakatau Baja Konstruksi (“KBK”) PT Krakatau Baja Konstruksi (“KBK”)
Penerimaan Surat Ketetapan Pajak (“SKP”) Receipt of a a Notice of Tax Assessment
(“SKP”)
Pada tanggal 27 Januari 2026, KBK menerima On January 27, 2026, KBK Notice of Tax
Surat Ketetapan Pajak Lebih Bayar (“SKPLB”) Overpayment Assessment (“SKPLB”) for
atas Pajak Penghasilan Badan Tahun 2021 corporate income tax year 2021 amounting to
sebesar USD0,1. Selain itu, KBK juga menerima USD0.1. In addition, KBK also received a
SKPKB atas PPh Pasal 22 Masa Pajak Januari - Notice of Tax Underpayment Assessment
Desember 2021 sebesar USD9.491 (“SKPKB”) for Article 22 Income Tax for the
January–December 2021 tax period amounting
to USD9,491.
Final Draft/31 Maret 2026 140
Page 657
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
50. Informasi Keuangan Tambahan (Tidak 50. Supplementary Financial Information
Diaudit) (Unaudit)
Informasi tambahan berikut yang disajikan The following additional information presented
dibawah ini merupakan informasi yang below is information required by applicable
disyaratkan oleh regulasi yang berlaku dan regulations and is not information required by
bukan/tidak merupakan informasi yang Indonesian Financial Accounting Standards.
dipersyaratkan oleh Standar Akuntansi Keuangan
Indonesia.
Kontribusi Pajak Tax Contribution
Informasi keuangan tambahan menyajikan The supplementary financial information presents
informasi terkait kontribusi Grup kepada information related to the Group’s contribution to
Pemerintah Indonesia sesuai dengan Surat the Government of Indonesia as reuired by the
Edaran Kementerian Badan Usaha Milik Negara Circular Letter of Ministry of State-owned
Repulik Indonesia No. S-32/DKU.MBU/ 08/2024, Enterprises of The Republic of Indonesia No.
dengan rincian sebagai berikut: S-32/DKU.MBU/08/2024, details as follows:
2025 2024
USD USD
Pajak Tax
Pajak Penghasilan (PPh) 26,835 25,559 Corporate Income Tax
Pajak Pertambahan Nilai (PPN), dan Value Added Tax (VAT), and
Pajak Penjualan atas barang Mewah (PPnBM) 95,018 113,902 Luxury Goods Sales Tax (PPnBM)
Bea Masuk/Keluar, Bea dan Cukai, Bea Materai 1,944 7,430 Import/Exit Duty, Customs and Excise, Stamp Duty
Pajak Daerah dan Retribusi Daerah (DPRD), Regional Taxes and Regional Levies (DPRD),
termasuk PPB P2 (Perkotaan dan Pedesaan) 5,622 6,694 termasuk PPB P2 (Perkotaan dan Pedesaan)
Total Kontribusi Pajak 129,419 153,585 Total Tax Contribution
Penerimaan Negara Bukan Pajak (PNBP) Non-Tax State Revenue (PNBP)
PNBP Lainnya 3,219 2,505 Others PNBP
Total Kontribusi PNBP 3,219 2,505 Total PNBP Contribution
Total Kontribusi kepada Negara 132,638 156,090 Total Contribution to the Government
51. Standar Baru dan Amendemen atas Standar 51. Standard and Amendment to Standards
yang Telah Disahkan Namun Belum Berlaku which has been Issued but Not Yet Effective
Efektif
Amendemen, revisi dan penyesuaian tahunan Amendments, revised and annual improvements
atas standar yang berlaku efektif untuk periode to standards which are effective for periods
yang dimulai pada atau setelah 1 Januari 2026, beginning on or after January 1, 2026, with early
dengan penerapan dini diperkenankan yaitu: adoption are as follows:
• Amendemen PSAK 109: Instrumen • Amendments PSAK 109 and PSAK 107
Keuangan dan PSAK 107: Instrumen regarding Classification and Measurement of
Keuangan: Pengungkapan tentang Klasifikasi Financial Instruments;
dan Pengukuran Instrumen Keuangan; • Annual Improvements on PSAK 107, PSAK
• Penyesuaian Tahunan PSAK 107, PSAK 109, 109, PSAK 110, dan PSAK 207; and
PSAK 110, dan PSAK 207; dan • Revised PSAK 338: Business Combination of
• Revisi PSAK 338: Kombinasi Bisnis Entitas Entity Under Common Control regarding the
Sepengendali terkait ruang lingkup dan scope and application of the method of
penerapan metode penyatuan kepemilikan. pooling of interest.
Final Draft/31 Maret 2026 141
Page 658
PT KRAKATAU STEEL (PERSERO) Tbk PT KRAKATAU STEEL (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN (Lanjutan) FINANCIAL STATEMENTS (Continued)
Untuk Tahun-tahun yang Berakhir For the Years Ended
Pada Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam Ribuan Dolar AS, (Expressed in Thousand of US Dollars,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Standar baru, revisi dan amandemen serta New, revised and amendment of standards and
interpretasi atas standar yang berlaku efektif interpretation of standard which are effective for
untuk periode yang dimulai pada atau setelah periods beginning on or after January 1, 2027,
1 Januari 2027, dengan penerapan dini with early adoption permitted, are as follows:
diperkenankan yaitu:
• PSAK 118: Penyajian dan Pengungkapan • PSAK 118: Presentation and Disclosure in
dalam Laporan Keuangan; Financial Statements;
• PSAK 119 : Entitas Anak tanpa Akuntabilitas • PSAK 119: Subsidiaries without Public
Publik: Pengungkapan; Accountability: Disclosures;
• Amandemen PSAK 119: Entitas Anak tanpa • Amendment PSAK 119: Subsidiaries without
Akuntabilitas Publik: Pengungkapan; Public Accountability: Disclosures;
• Revisi PSAK 401: Penyajian dan • Revised PSAK 401: Presentation and
Pengungkapan dalam Laporan Keuangan Disclosure in Sharia Financial Statements;
Syariah;
• ISAK 403: Komponen Laporan Keuangan • ISAK 403: Components of Financial Reports
Entitas Syariah Yang Menerapkan SAK of Sharia Entities That Apply Indonesian SAK
Indonesia Untuk Entitas Privat dan SAK for Private Entities and Indonesian SAK for
Indonesia Untuk Entitas Mikro, Kecil, dan Micro, Small, and Medium Entities;
Menengah;
• PSAK 413: Penurunan Nilai; dan • PSAK 413: Impairment; and
• PSAK 414: Penurunan Nilai Aset Keuangan • PSAK 414: Impairment of Sharia Financial
Syariah bagi Entitas yang Menerapkan SAK Assets for Entities Implementing Indonesian
Indonesia untuk Entitas Privat (SAK EP). SAK for Private Entities (SAK EP).
Hingga tanggal laporan keuangan ini diotorisasi, Until the date of the financial statements is
Grup masih melakukan evaluasi atas dampak authorized, the Group is still evaluating the
potensial dari penerapan standar baru, potential impact of the adoption of new
amandemen standar dan interpretasi standar standards, amendments to standards and
tersebut interpretations of these standards.
52. Tanggung Jawab Manajemen atas Laporan 52. Management Responsibility on the
Keuangan Konsolidasian Consolidated Financial Statements
Manajemen Perusahaan bertanggung jawab atas The management of the Company is responsible
penyusunan dan penyajian laporan keuangan for the preparation and presentation of the
konsolidasian yang diotorisasi oleh Direksi consolidated financial statements which were
Perusahaan untuk diterbitkan pada tanggal authorized for issuance by the Company’s
31 Maret 2026. Directors to be issued on March 31, 2026.
Final Draft/31 Maret 2026 142
Page 659
Page 660
DRIVING PERFORMANCE
THROUGH TRANSFORMATION
LAPORAN TAHUNAN DAN KEBERLANJUTAN 2025 ANNUAL AND SUSTAINABILITY REPORT
www.krakatausteel.com
HEAD OFFICE
Jl. Industri No. 5 P.O Box 14
Cilegon Banten 42435 Indonesia
T (+62-21) 254 392159, 392003 (hunting)
F (+62-21) 254 395178
corsec@krakatausteel.com
JAKARTA OFFICE
Gedung Krakatau Steel, 4th Floor
Jl. Jend. Gatot Subroto Kav. 54
Jakarta Selatan 12950 Indonesia
T (+62-21) 5221255 (Hunting)
F (+62-21) 5200876, 204208, 5200793
SURABAYA BRANCH OFFICE
Jl. KH Mas Mansyur No. 229
Surabaya 60162, Indonesia
T (+62-31) 3534057
F (+62-21) 5200876, 204208, 5200793
Names mentioned 192 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.2 ×5
unresolved
org
PT Krakatau
p.3 ×12
unresolved
org
Steel (Persero) Tbk
p.3
unresolved
org
Kementerian Perindustrian
p.4 ×8
unresolved
org
Kementerian Perdagangan
p.4 ×3
unresolved
org
Kementerian Keuangan. Upaya
p.4
unresolved
org
Ministry of Industry
p.4 ×5
unresolved
org
Ministry of Trade
p.4 ×4
unresolved
org
Ministry of Finance. These
p.4
unresolved
org
Venture Steel (Persero) Tbk
p.6
unresolved
person
Development Goals
· Komisaris
p.7
unresolved
org
Indonesia Stock Exchange
p.18 ×3
unresolved
org
PT KTI
p.21 ×2
unresolved
org
PT Dexin Steel Indonesia
p.21 ×3
unresolved
org
Xiamien ITG Group Corporation
p.21
unresolved
org
Memorandum Vietnam Steel Corporation
p.21
unresolved
org
ITG Group Co., Ltd.
p.21
unresolved
org
PT Dexin Steel Indonesia Steel Corporation
p.21
unresolved
org
PT Tata Metal Lestari
p.23 ×2
unresolved
org
PT Krakatau Baja Konstruksi. Pemilihan
p.23
unresolved
org
PT Krakatau Baja Konstruksi.
p.23 ×7
unresolved
org
PT Krakatau DPR RI
p.23
unresolved
org
Menteri Koordinator Bidang
p.23
unresolved
org
Pengurus Pusat Himpunan Pengusaha
p.24
unresolved
org
Sertifikasi
p.25 ×3
unresolved
org
Readiness Index in Indonesia to Transform Towards
p.25
unresolved
—
Manpower
p.25
unresolved
org
Kementerian BUMN. Secara
p.33
unresolved
org
Ministry of State-Owned Enterprises. Overall
p.33
unresolved
person
KPI
· Komisaris
p.34
unresolved
org
PT Krakatau Steel Group
p.34
unresolved
org
Bank Indonesia
p.35 ×7
unresolved
—
Martowardojo
· President Commissioner
p.40
unresolved
—
Bimo
· Commissioner
p.40
unresolved
org
Kota Nusantara
p.51
unresolved
person
Daniel Fitzgerald Liman
· Direktur
p.55 ×11
unresolved
org
Government of the Republic of Indonesia
p.63 ×4
unresolved
person
KH. Mas Mansyur
p.63 ×2
unresolved
person
Fedaus Tel
p.63
unresolved
org
Menteri Muda Perindustrian Tunki Ariwibowo
p.68
unresolved
person
KHI Pipe
p.68 ×5
unresolved
org
PT Krakatau Daya Steel
p.69
unresolved
org
PT Krakatau Tirta Industri
p.69 ×8
unresolved
org
PT Krakatau Medika.
p.69 ×2
unresolved
org
PT Krakatau Daya Listrik
p.69 ×5
unresolved
org
PT Krakatau Wajatama.
p.69 ×2
unresolved
org
PT Krakatau Section Steel
p.69
unresolved
org
PT Cold
p.69
unresolved
org
PT Krakatau Posco
p.69 ×12
unresolved
org
PT Cold Rolling
p.69
unresolved
org
Minister of Industry Tungki Ariwibowo
p.69
unresolved
org
PT Indo Japan
p.70
unresolved
org
PT Indo Japan Steel
p.70
unresolved
org
PT Indo Shareholders
p.70
unresolved
org
PT Indo Japan Steel Center
p.70
unresolved
person
KHI
p.70 ×5
unresolved
org
PT Krakatau Tirta
p.70 ×4
unresolved
org
KHI Pipe Industries
p.70
unresolved
person
KHI’s
p.70
unresolved
org
PT KOS
p.71 ×2
unresolved
org
PT Krakatau Niaga Krakatau Nippon Steel Sumikin
p.71
unresolved
org
PT Krakatau Krakatau Osaka Steel
p.71
unresolved
org
PT Krakatau Nippon Steel Sumikin
p.71
unresolved
org
PT KBS
p.71
unresolved
org
PT Krakatau Osaka Steel
p.71 ×3
unresolved
org
PT KBS Rights
p.71
unresolved
org
Chandra Asri Petrochemical Tbk
p.72 ×6
unresolved
org
PT Krakatau Sarana Infrastruktur
p.72 ×4
unresolved
org
PT Chandra Asri
p.72
unresolved
org
Petrochemical Tbk.
p.72
unresolved
org
Baowu Group Zhongnan Co., Ltd.
p.72 ×2
unresolved
org
Kementerian Investasi RI
p.72
unresolved
org
Menteri Keuangan
p.72
unresolved
org
Ministry of Investment
p.72
unresolved
org
Minister of Finance Regulation
p.72
unresolved
org
KrakatauSteel (Persero) Tbk
p.73 ×2
unresolved
org
Competitive Corporation
p.74
unresolved
org
PT Krakatau Baja
p.79
unresolved
person
Career History
· Komisaris Utama
p.89 ×4
unresolved
org
PT Asia Multi Dana
p.89 ×2
unresolved
org
PT Niaga Sekuritas
p.89 ×2
unresolved
org
PT Citra Dana Asia
p.89 ×2
unresolved
org
PT Aerowisata
p.89 ×2
unresolved
org
PT Maharani Paramitra
p.89 ×2
unresolved
org
Direktorat Jenderal Neraca Pembayaran dan Pinjaman Luar Negeri Departemen Keuangan RI
p.89
unresolved
org
Ministry of Finance
p.89
unresolved
org
PT Mitra Lintas Technology
p.90 ×2
unresolved
org
PT Bumi Kharisma L
p.90 ×4
unresolved
org
PT PAL Indonesia
p.91 ×4
unresolved
org
Akuntabilitas Keuangan Negara DPR RI
p.91
unresolved
org
Pengembangan SDM Industri
p.92 ×2
unresolved
org
Standardisasi dan Kebijakan Jasa Industri
p.92
unresolved
org
Direktorat Jenderal Industri Agro Direktorat Jenderal Industri Agro
p.92
unresolved
org
Direktorat Jenderal Industri Agro
p.92
unresolved
org
Directorate General of Agro Industry
p.92 ×3
unresolved
person
Prof. Dr. Moestopo Bachelor
p.93
unresolved
person
Prof. Dr. Moestopo Riwayat Pekerjaan
· Komisaris Independen
p.93 ×4
unresolved
org
Bank Bukopin
p.93 ×2
unresolved
org
PT Argawastu
p.93 ×2
unresolved
org
PT Bali Mukti
p.93
unresolved
org
PT Bali Mukti Rangkap
p.93
unresolved
org
Minister of Trade
p.94
unresolved
org
Menteri Koordinator Bidang Pangan dan Analis Perdagangan Ahli Utama Kementerian Perdagangan
p.94
unresolved
org
Minister of Industry
p.95
unresolved
org
Menteri Koordinator Perekonomian Bidang Pengembangan Industri
p.95
unresolved
org
Pengembangan Infrastruktur Wilayah
p.96
unresolved
org
Kementerian Pekerjaan Umum
p.96
unresolved
org
Kementerian PUPR
p.96 ×5
unresolved
org
Ministry of Public Works and Public Housing
p.96
unresolved
org
Ministry of PUPR
p.96 ×5
unresolved
org
Directorate General of Human Settlement
p.96 ×2
unresolved
org
Menteri PUPR Bidang Teknologi
p.96
unresolved
org
PT Matra Tur Antarnusa
p.97 ×2
unresolved
org
PT Dirgantara Indonesia
p.97 ×2
unresolved
org
PT Sindulang Hondot Pariama
p.97 ×2
unresolved
org
PT Insani Bina Perkasa
p.97 ×2
unresolved
org
PT Segoro Fajar Satryo
p.97 ×2
unresolved
org
Ades Alfindo Putra Setia Tbk
p.97 ×4
unresolved
person
INDEPENDENSI
· KOMISARIS
p.98
unresolved
org
PT Krakatau Niaga Indonesia
p.99 ×4
unresolved
org
Logistik & Rantai Pasok Kamar Dagang dan Industri
p.99
unresolved
org
PT Waskita Toll Rorad
p.101
unresolved
org
PT Krakatau Wajatama Osaka Steel Marketing
p.102 ×2
unresolved
org
Bentoel Investama Tbk
p.102 ×4
unresolved
org
Area Production Manager BP Berau Ltd.
p.103
unresolved
org
Holcim Indonesia Tbk
p.103 ×4
unresolved
org
PT Semen Cibinong
p.103 ×2
unresolved
org
BP Berau Ltd.
p.103
unresolved
org
PT Krakatau Pipe Industries
p.104 ×2
unresolved
org
PT Krakatau Engineering
p.104 ×4
unresolved
org
Yayasan Al Hanif Cilegon
p.104
unresolved
org
PT Bank Syariah Mandiri
p.105 ×2
unresolved
org
PT Pengelola Investama Mandiri
p.105 ×2
unresolved
org
Yayasan Pendidikan Krakatau Steel
p.105
unresolved
org
Pengelola Kesejahteraan Krakatau Steel
p.105
unresolved
org
Pengawasan BUMN
p.112
unresolved
org
Yayasan Dana Pensiun
p.114
unresolved
org
Pengaturan BUMN
p.114 ×2
unresolved
person
Piagam
· Komisaris
p.126
unresolved
org
Departemen Credit & Collection
p.170
unresolved
org
Ministry of Public Works and Public Karya
p.179
unresolved
org
Dana Pensiun Krakatau Steel
p.183
unresolved
org
Milik Negara.
p.184
unresolved
org
Pengelola Investasi Danantara
p.184
unresolved
org
Menteri BUMN
p.184
unresolved
org
Minister of SOEs
p.184
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