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Laporan Keberlanjutan PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 1
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Tema
Theme
Memperkuat Nilai Keberlanjutan,
Mewujudkan Pertumbuhan
Strengthening Sustainable Values, Greater
Visions for Greatness
Perseroan memperkuat upaya keberlanjutan melalui
peningkatan kualitas hubungan dengan seluruh pemangku
kepentingan. Kolaborasi yang terus dibangun membentuk
sinergi dalam menyelaraskan operasional Perseroan dengan
prinsip lingkungan, sosial, dan tata kelola. Langkah-langkah
strategis dijalankan untuk memastikan pertumbuhan bisnis
memberikan manfaat yang lebih luas dan bermakna bagi
masyarakat dan lingkungan, sejalan dengan perubahan visi
Perseroan untuk “Menjadi peritel perjalanan terkemuka di
Indonesia sambil terus mencapai prospek pertumbuhan
terbaik bagi semua pemegang saham”.
The Company strengthens its sustainability efforts
by enhancing the quality of its relationships with all
stakeholders. Continuous collaboration fosters synergy to
align the Company’s operations with the environmental,
social, and governance principles. Strategic initiatives
are implemented to ensure that business growth delivers
broader and more meaningful benefits to society and the
environment, upholding the Company’s updated vision
”To become the leading travel retailer in Indonesia while
continually achieving the best growth prospects to all of its
shareholders”.
Laporan Keberlanjutan
2 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Daftar Isi | Table of Contents
Tentang Laporan
4
About the Report
Topik Material
6
Material Topics
Ikhtisar Kinerja Aspek Keberlanjutan 2025
14
Sustainability Highlights 2025
Strategi Keberlanjutan
18
Sustainability Strategy
Penjelasan Direksi
22
Message from the Directors
Profil Perseroan
28
About the Company
KINERJA KEBERLANJUTAN
37
SUSTAINABILITY PERFORMANCE
Penerapan Operasional yang Menjaga Lingkungan
38
Environmentally Responsible Operational Practices
Menjaga Karyawan, Pelanggan, dan Masyarakat
44
Safeguarding Employees, Customers, and Communities
Menerapkan Kinerja Tata Kelola Keberlanjutan
54
Implementing Sustainability Governance Performance
Kinerja Ekonomi untuk Ketahanan Perseroan
65
Economic Performance for Company Resilience
Surat Pernyataan Anggota Dewan Komisaris dan Direksi tentang Tanggung Jawab atas Laporan
Keberlanjutan 2025 PT Sona Topas Tourism Industry Tbk
68
Responsibility Statement of the Board of Commissioners and Directors for 2025 Sustainability
Report of PT Sona Topas Tourism Industry Tbk
Referensi POJK No.51/POJK.03/2017 dan Indeks Standar GRI
70
Reference of POJK No.51/POJK.03/2017 and GRI Standard Index
Lembar Umpan Balik
80
Feedback Form
Laporan Keberlanjutan
PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 3
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Tentang Laporan [2-2, 2-3, 2-4, 2-5]
About the Report
PT Sona Topas Tourism Industry Tbk menerbitkan PT Sona Topas Tourism Industry Tbk publishes its 2025
Laporan Keberlanjutan 2025 sebagai bentuk Sustainability Report as a form of transparency and
transparansi dan akuntabilitas Perseroan. Laporan ini accountability. This report is prepared with reference
disusun dengan merujuk pada: to:
• Peraturan Otoritas Jasa Keuangan (POJK) No.51/ • Financial Services Authority Regulation (POJK) No.
POJK.03/2017. 51/POJK.03/2017.
• Surat Edaran Otoritas Jasa Keuangan (SEOJK) No. • Financial Services Authority Circular Letter (SEOJK)
16/SEOJK.04/2021. No. 16/SEOJK.04/2021.
• Standar Global Reporting Initiative (GRI) 2021 • Global Reporting Initiative (GRI) Standards 2021 with
dengan kesesuaian: “merujuk pada Standar GRI” the level of conformity: “with referenced to the GRI
Standards”.
Laporan Keberlanjutan dan Laporan Tahunan 2025 The 2025 Sustainability Report and the 2025 Annual
merupakan satu kesatuan yang saling melengkapi. Report are complementary documents. The
Laporan Keberlanjutan diterbitkan setiap tahun Sustainability Report is published annually and covers
dengan periode 1 Januari hingga 31 Desember. the reporting period from 1 January to 31 December.
Laporan Keberlanjutan 2024 telah dipublikasikan di The 2024 Sustainability Report was published on the
situs web Perseroan pada tanggal 30 April 2025. Company’s website on 30 April 2025.
Terdapat penyajian kembali (restatement) atas data A restatement has been made for travel retail revenue
pendapatan usaha barang ritel perjalanan untuk data to align with the 2025 classification. This report
menyesuaikan klasifikasi pada tahun 2025. Laporan has not been verified (assured) by an independent
ini belum diverifikasi (assurance) tertulis dari pihak party. However, all financial data presented have been
independen. Namun demikian, seluruh data keuangan audited by a Public Accounting Firm and prepared on
yang disajikan telah diaudit oleh Kantor Akuntan a consolidated basis, covering all direct subsidiaries,
Publik dan disusun secara konsolidasi, mencakup namely PT Inti Dufree Promosindo, PT Karya Prima
seluruh entitas anak langsung, yaitu PT Inti Dufree Unggulan, and PT Sukses Garda Mulia, as well as two
Promosindo, PT Karya Prima Unggulan, dan PT Sukses indirect subsidiaries, namely PT Arthamulia Indah
Garda Mulia, serta dua entitas anak tidak langsung, and PT Cahaya Retilindo. All information presented in
yaitu PT Arthamulia Indah dan PT Cahaya Retilindo. this report has been reviewed and approved by the
Seluruh informasi dalam laporan ini telah disetujui responsible internal parties, including the Company’s
dan diverifikasi oleh pihak internal yang bertanggung Management. [G.1]
jawab, termasuk Pimpinan Perseroan. [G.1]
Laporan Keberlanjutan
4 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Sepanjang 2025, Perseroan menerima masukan dari pemangku
kepentingan untuk meningkatkan kualitas penyampaian informasi
kinerja perusahaan, termasuk penyajian topik material secara lebih rinci.
Tanggapan Perseroan menindaklanjuti masukan tersebut dengan menyempurnakan
Terhadap Umpan laporan melalui peningkatan kualitas pengungkapan dan penyesuaian
substansi, khususnya dengan memperjelas uraian topik material yang
Balik Laporan relevan dengan kegiatan usaha. Langkah ini bertujuan meningkatkan
Keberlanjutan Tahun transparansi informasi serta memastikan kesesuaian laporan dengan
standar yang berlaku dan kebutuhan pemangku kepentingan.
Sebelumnya [G.3] [2-3]
Response to Feedback
Throughout 2025, the Company received feedback from stakeholders
on the Previous Year’s to improve the quality of corporate performance disclosures, including
Sustainability Report the presentation of material topics in greater detail. The Company
has followed up on this feedback by refining the report and increasing
the disclosure quality and adjustments to the substance of the report,
particularly by providing clearer explanations of material topics relevant
to the Company’s business activities. These improvements are intended
to increase transparency and ensure that the report aligns with applicable
standards and stakeholder expectations.
Laporan Keberlanjutan PT Sona Topas Tourism Industry Tbk disampaikan
berdasarkan prinsip: kejelasan, perbandingan, kelengkapan, konteks
keberlanjutan, ketepatan waktu, dan dapat diverifikasi. Rangkaian
Penentuan Isi dan penentuan isi dan proses penyusunan dilakukan secara internal dan
telah mendapat persetujuan dari pihak yang bertanggung jawab melalui
Kualitas Laporan [3-1] koordinasi internal.
Determining the Report
Content and Quality Pertanyaan lebih lanjut atau pemberian saran dan informasi tentang
Laporan Keberlanjutan Perseroan, dapat disampaikan melalui:
The Sustainability Report of PT Sona Topas Tourism Industry Tbk is
prepared based on the principles of clarity, comparability, completeness,
sustainability context, timeliness, and verifiability. The determination of
the report content and the preparation process were conducted internally
and have received approval from the responsible parties through internal
coordination.
For further inquiries, suggestions, and information regarding the
Company’s Sustainability Report, please contact:
PT Sona Topas Tourism Industry Tbk
Sekretaris Perusahaan | Corporate Secretary
Kontak terkait Laporan [2-3]
Surat Elektronik | E-mail : sonatopas@stti.co.id
Contact Regarding the Report
Telepon | Telephone : +62 21 521 3056 - 59
Laporan Keberlanjutan
PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 5
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Topik Material Perseroan telah mengidentifikasi topik
material yang memiliki signifikansi
The Company has identified material
topics that have significant impacts
Material Topics dampak bagi keberlanjutan Perseroan on the Company’s sustainability and
serta menjadi perhatian pemangku are of concern to stakeholders. The
kepentingan. Penentuan topik material determination of these material topics
mempertimbangkan dampak aktual considers the actual and potential
dan potensial dari kegiatan bisnis impacts arising from the Company’s
serta analisis pengaruhnya, dengan business activities, as well as an
melibatkan tim ahli yang independen. analysis of their influence by involving
[3-1] [3-2] independent experts. [3-1] [3-2]
Aspek Tata Kelola | Governance Aspect
Permasalahan
• Ketidaksesuaian kualitas produk dapat menurunkan kepercayaan pelanggan.
• Informasi produk yang tidak jelas dapat menimbulkan keluhan pelanggan.
Issues
• Product quality inconsistencies may reduce customer trust.
Tanggung Jawab • Unclear product information may lead to customer complaints.
1 terhadap Pelanggan
Responsibility Toward Dampak terhadap Pemangku Kepentingan
Customers Impact on Stakeholders
Positif Negatif
• Meningkatkan kepercayaan dan kepuasan • Penurunan kepercayaan pelanggan
pelanggan. terhadap produk dan layanan.
• Memperkuat reputasi Perseroan serta • Meningkatnya keluhan pelanggan yang
meningkatkan loyalitas pelanggan. dapat memengaruhi citra Perseroan.
• Mendorong hubungan usaha yang lebih • Berpotensi menurunkan penjualan dan
baik dengan mitra dan pemilik merek. loyalitas pelanggan.
Positive Negative
• Increases customer trust and satisfaction. • Decline in customer trust in products and
• Strengthens the Company’s reputation and services.
increases customer loyalty. • Increase in customer complaints that may
• Encourages stronger business relationships affect the Company’s reputation.
with partners and brand owners. • Potential decrease in sales and customer
loyalty.
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Aspek Sosial | Social Aspect
Permasalahan
• Ketidaksesuaian penerapan ketentuan ketenagakerjaan berpotensi menimbulkan risiko kepatuhan.
• Keterbatasan pelatihan dapat menurunkan kompetensi karyawan.
• Kurangnya pengembangan keterampilan dapat memengaruhi kualitas layanan.
Issues
Kepegawaian, • Inconsistent implementation of labor regulations may create compliance risks.
2 Pelatihan dan
Pendidikan
Employment,
• Limited training may reduce employee competence.
• Lack of skills development may affect service quality.
Dampak terhadap Pemangku Kepentingan
Training, and
Impact on Stakeholders
Education
Positif Negatif
• Mendukung kepatuhan ketenagakerjaan • Memicu potensi perselisihan
dan kelancaran operasional. ketenagakerjaan yang memengaruhi
• Meningkatkan kompetensi dan stabilitas operasional.
profesionalisme karyawan. • Menurunnya kualitas layanan yang diterima
• Mendukung peningkatan kualitas layanan pelanggan.
kepada pelanggan. • Produktivitas dan kinerja operasional dapat
• Mendorong produktivitas kerja serta terhambat.
pengembangan karier karyawan. • Mengurangi peluang pengembangan
kompetensi bagi karyawan.
Positive Negative
• Supports labor compliance and operational • Potentially trigger labor disputes that may
continuity. affect operational stability.
• Enhances employee competence and • Decline in the quality of services received by
professionalism. customers.
• Supports improvements in service quality • Potential disruption in operational
provided to customers. productivity and performance.
• Promotes work productivity and employee • Reduces opportunities for employee
career development. competency development.
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Aspek Lingkungan | Environmental Aspect
Permasalahan
• Penggunaan energi yang tidak efisien dapat meningkatkan emisi dan berdampak pada
perubahan iklim.
• Berpotensi mengganggu kelancaran rantai pasok.
Issues
3 Pengelolaan
Energi
Energy
• Inefficient energy use may lead to the increasing emissions and contribute to climate change.
• Potentially disrupts the smooth operation of the supply chain.
Management Dampak terhadap Pemangku Kepentingan
Impact on Stakeholders
Positif Negatif
• Efisiensi energi dapat menurunkan • Peningkatan emisi gas rumah kaca
emisi dan mendukung perlindungan yang berdampak pada lingkungan.
lingkungan. • Potensi kenaikan biaya operasional
• Mendukung keberlanjutan operasional akibat penggunaan energi yang tidak
serta efisiensi biaya usaha. efisien.
• Memberikan kontribusi positif bagi • Gangguan rantai pasok yang dapat
upaya mitigasi perubahan iklim. memengaruhi ketersediaan produk.
Positive Negative
• Energy efficiency can reduce emissions • Increase in greenhouse gas emissions
and support environmental protection. that impact the environment.
• Supports operational sustainability • Potential rise in operational costs due
and business cost efficiency. to inefficient energy consumption.
• Contributes positively to climate • Supply chain disruptions that may
change mitigation efforts. affect product availability.
Permasalahan
• Kekurangan air dapat mengganggu kenyamanan bekerja.
• Berpotensi mengurangi kelancaran kegiatan operasional.
Issues
• Water shortages may disrupt workplace comfort.
4 Pengelolaan
Air
• Potentially reduce the smooth flow of operational activities.
Water
Dampak terhadap Pemangku Kepentingan
Management Impact on Stakeholders
Positif Negatif
• Pengelolaan air yang baik mendukung • Kekurangan pasokan air dapat
kenyamanan lingkungan kerja. mengganggu aktivitas operasional.
• Menjaga kelancaran kegiatan • Menurunnya kenyamanan dan
operasional dan pelayanan kepada produktivitas karyawan.
pelanggan. • Potensi gangguan pelayanan kepada
• Mendukung upaya konservasi sumber pelanggan.
daya air.
Positive Negative
• Proper water management supports a • Water supply shortages may disrupt
comfortable working environment. operational activities.
• Maintains smooth operational • Reduced employee comfort and
activities and customer services. productivity.
• Supports water resource conservation • Potential disruptions to customer
efforts. services.
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Pendekatan Manajemen pada Topik Material [3-3]
Management Approach to Material Topics
Tanggung Jawab Terhadap Pelanggan
Responsibility Toward Customers
Signifikansi Topik Kebijakan
Topic Significance Policies
Tanggung jawab terhadap pelanggan Kebijakan Tentang Perjanjian Kerja Bersama Perseroan tentang
merupakan aspek utama dalam menjaga Tingkah Laku Pekerja dan Pedoman internal Perseroan terkait kualitas
kepercayaan, kepuasan, dan loyalitas layanan, perlindungan konsumen, keamanan produk, penanganan
pelanggan atas layanan perjalanan wisata keluhan, serta kepatuhan terhadap ketentuan perlindungan
serta penjualan produk ritel yang dilakukan konsumen yang berlaku.
oleh Perseroan dan anak perusahaan.
Customer responsibility is a key aspect in This commitment is supported by the Company’s Collective Labor
maintaining customer trust, satisfaction, Agreement concerning Employee Conduct and the Company’s
and loyalty toward the travel services and internal guidelines related to service quality, consumer protection,
retail product sales conducted by the product safety, complaint handling, and compliance with applicable
Company and its subsidiaries. consumer protection regulations.
Target Kinerja Pencapaian
Performance Targets Achievements
• Menyediakan mekanisme penanganan keluhan pelanggan yang dapat Perseroan menyediakan saluran
diakses oleh semua pelanggan. pengaduan pelanggan, menerapkan
• Menangani setiap keluhan pelanggan dengan cepat, tepat, dan solutif. standar layanan pelanggan di
• Menjaga tingkat kepuasan pelanggan pada kategori baik. unit usaha perjalanan dan ritel
perjalanan.
• Providing customer complaint handling mechanisms that are accessible to The Company provides customer
all customers. complaint channels and implements
• Handling every customer complaint promptly, accurately, and with customer service standards across
appropriate solutions. its travel and retail business units.
• Maintaining customer satisfaction levels within the “good” category.
Departemen yang
Evaluasi yang Dilakukan Bertanggung Jawab
Evaluation Conducted Responsible
Department
Evaluasi dilakukan melalui pemantauan jumlah dan jenis keluhan pelanggan, Departemen Pemasaran
tingkat penyelesaian keluhan, serta peninjauan berkala atas standar layanan dan
prosedur penanganan pelanggan.
Evaluations are conducted through monitoring the number and types of customer Marketing Department
complaints, complaint resolution rates, and periodic reviews of service standards
and customer handling procedures.
Laporan Keberlanjutan
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Kepegawaian, Pelatihan dan Pendidikan
Employment, Training, and Education
Signifikansi Topik
Topic Significance
• Pengelolaan ketenagakerjaan yang efektif mendukung • Effective workforce management supports the smooth
kelancaran operasional Perseroan, khususnya dalam operation of the Company, particularly in travel
penyediaan layanan perjalanan dan kegiatan ritel, services and retail activities, while ensuring compliance
serta memastikan kepatuhan terhadap peraturan with applicable labor regulations.
ketenagakerjaan yang berlaku.
• Pelatihan dan pendidikan berperan penting dalam • Training and education play an important role in
meningkatkan kompetensi karyawan guna mendukung improving employee competencies to support the
kualitas layanan perjalanan dan operasional ritel quality of travel services and retail operations of the
Perseroan serta anak perusahaan. Company and its subsidiaries.
Kebijakan
Policies
• Kebijakan Tentang Perjanjian Kerja Bersama yang • Collective Labor Agreement Policy regulates
mengatur hubungan kerja, hak dan kewajiban employment relations, employee rights and obligations,
karyawan, sistem kepegawaian, serta kepatuhan the employment system, and compliance with labor
terhadap peraturan perundang-undangan laws and regulations.
ketenagakerjaan.
• Kebijakan Tentang Perjanjian Kerja Bersama tentang • Collective Labor Agreement Policy also governs human
Kebijakan-kebijakan di bidang Sumber Daya Manusia resources policies related to employee competency
terkait pengembangan kompetensi karyawan, development, including the planning, implementation,
termasuk perencanaan, pelaksanaan, dan evaluasi and evaluation of training programs.
program pelatihan.
Target Kinerja
Performance Targets
• Menjaga kepatuhan 100% terhadap ketentuan • Maintaining 100% compliance with applicable labor
ketenagakerjaan yang berlaku. regulations.
• Memastikan seluruh karyawan memiliki status • Ensuring that all employees have a clear and well-
hubungan kerja yang jelas dan terdokumentasi. documented employment status.
• Menyediakan program pelatihan bagi karyawan • Providing training programs for employees based on
sesuai kebutuhan jabatan. job requirements.
• Mencapai partisipasi pelatihan karyawan minimal 90% • Achieving a minimum training participation rate of 90%
dari total karyawan per tahun. of total employees per year.
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Pencapaian
Achievements
• Perseroan menjalankan pengelolaan kepegawaian • The Company manages workforce administration
melalui penetapan status hubungan kerja karyawan, through the determination of employment status,
pengelolaan administrasi kepegawaian, pemenuhan personnel administration management, fulfillment of
hak normatif karyawan, serta penerapan ketentuan employees’ normative rights, and the implementation
ketenagakerjaan sesuai regulasi yang berlaku. of labor provisions in accordance with applicable
regulations.
• Perseroan menyelenggarakan program pelatihan • The Company conducts internal and external training
internal dan eksternal, operasional, kepatuhan, programs, including operational training, compliance
serta pelatihan pendukung lainnya sesuai dengan training, and other supporting training programs
kebutuhan unit kerja. based on the needs of each work unit.
Evaluasi yang Dilakukan
Evaluation Conducted
• Evaluasi dilakukan melalui peninjauan administrasi • Evaluation is carried out through the review of
kepegawaian, pemantauan kepatuhan terhadap personnel administration, monitoring compliance with
regulasi ketenagakerjaan, serta pengelolaan labor regulations, and managing employment-related
pengaduan ketenagakerjaan oleh unit terkait. complaints by the relevant unit.
• Evaluasi dilakukan melalui pemantauan tingkat • Evaluation is also conducted through monitoring
partisipasi pelatihan, umpan balik peserta, serta training participation rates, collecting participant
peninjauan kesesuaian materi pelatihan dengan feedback, and reviewing the alignment of training
kebutuhan operasional dan jabatan. materials with operational and job requirements.
Departemen yang Bertanggung Jawab
Responsible Department
Departemen Sumber Daya Manusia Human Resources Department
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Pengelolaan Energi
Energy Management
Signifikansi Topik Kebijakan
Topic Significance Policies
Energi berperan penting dalam mendukung operasional Pengelolaan energi mengacu pada kebijakan internal
kantor, gerai ritel, fasilitas penyimpanan, dan peralatan Perseroan, termasuk kebijakan efisiensi operasional,
pendukung usaha perjalanan wisata dan penjualan pedoman pengelolaan sarana dan prasarana, serta
ritel. Pengelolaan energi yang efisien membantu standar penggunaan dan pemeliharaan peralatan
pengendalian biaya operasional dan pengurangan operasional yang mendorong efisiensi konsumsi energi di
dampak lingkungan. seluruh unit usaha.
Energy plays an important role in supporting the Energy management refers to the Company’s internal
operations of offices, retail outlets, storage facilities, policies, including operational efficiency policies, facility
and supporting equipment used in travel services and and infrastructure management guidelines, as well as
retail sales. Efficient energy management helps control standards for the use and maintenance of operational
operational costs and reduce environmental impacts. equipment that promote efficient energy consumption
across all business units.
Pencapaian
Target Kinerja
Achievements
Performance Targets
• Menjaga konsumsi energi tahunan agar tidak Perseroan melaksanakan program penghematan energi
meningkat signifikan dibandingkan tahun sebelumnya. melalui pengaturan jam operasional peralatan listrik,
• Mencapai tingkat efisiensi energi pada sebagian besar penggunaan perangkat hemat energi pada sebagian
kantor dan gerai ritel melalui penerapan praktik hemat gerai dan kantor, serta kampanye internal untuk
energi. meningkatkan kesadaran karyawan terhadap praktik
penggunaan energi secara efisien.
• Maintaining annual energy consumption so that it does The Company implements energy conservation
not increase significantly compared to the previous programs through the regulation of operating hours for
year. electrical equipment, the use of energy-efficient devices
• Achieving energy efficiency in most offices and retail in several outlets and offices, and internal campaigns
outlets through the implementation of energy-saving to increase employee awareness of efficient energy use
practices. practices.
Evaluasi yang Dilakukan
Evaluation Conducted
Evaluasi dilakukan melalui pemantauan konsumsi Evaluation is conducted through the monitoring
energi dan peninjauan kepatuhan terhadap of energy consumption and periodic reviews
pedoman internal secara berkala oleh manajemen, of compliance with internal guidelines by
serta untuk mengidentifikasi potensi penghematan management, as well as to identify potential savings
dan meningkatkan efisiensi penggunaan energi. and improve energy use efficiency.
Departemen yang Bertanggung Jawab
Responsible Department
Departemen Operasi Operations Department
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Pengelolaan Air
Water Management
Signifikansi Topik Kebijakan
Topic Significance Policies
Air merupakan sumber daya pendukung operasional Pengelolaan air mengacu pada kebijakan internal
kantor dan gerai ritel, terutama untuk kebutuhan Perseroan terkait pengelolaan fasilitas, kebersihan,
sanitasi, kebersihan, dan fasilitas pendukung layanan. dan efisiensi operasional, termasuk pengendalian
Pengelolaan air yang efisien membantu menjaga penggunaan air dan pemeliharaan sarana pendukung
keberlangsungan operasional serta mengendalikan di seluruh unit usaha.
biaya utilitas.
Water is a supporting resource for office and retail outlet Water management refers to the Company’s internal
operations, particularly for sanitation, cleaning, and policies related to facility management, sanitation, and
service-supporting facilities. Efficient water management operational efficiency, including the control of water
helps maintain operational continuity while controlling usage and the maintenance of supporting facilities
utility costs. across all business units.
Target Kinerja Pencapaian
Performance Targets Achievements
• Menjaga konsumsi air tahunan agar tidak meningkat Perseroan melaksanakan pengelolaan air melalui
signifikan dibandingkan tahun sebelumnya. penerapan praktik penghematan air di kantor dan gerai
• Mendorong penerapan praktik penghematan air pada ritel, antara lain penggunaan peralatan sanitasi yang
sebagian besar kantor dan gerai ritel. efisien, pemeliharaan rutin instalasi air untuk mencegah
kebocoran, serta pengendalian penggunaan air dalam
kegiatan kebersihan operasional.
• Maintaining annual water consumption so that it does The Company implements water management through
not increase significantly compared to the previous the application of water-saving practices in offices and
year. retail outlets, including the use of efficient sanitation
• Encouraging the implementation of water-saving equipment, routine maintenance of water installations to
practices in most offices and retail outlets. prevent leaks, and control of water usage in operational
cleaning activities.
Evaluasi yang Dilakukan Departemen yang Bertanggung Jawab
Evaluation Conducted Responsible Department
Evaluasi dilakukan melalui pemantauan penggunaan Departemen Operasi
air dan peninjauan kondisi fasilitas secara berkala oleh
manajemen.
Evaluation is conducted through monitoring water Operations Department
consumption and periodic reviews of facility conditions
by management.
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Ikhtisar Kinerja
Aspek Keberlanjutan 2025
Sustainability Highlights
Aspek Ekonomi [B.1]
Economic Aspect
Jumlah Produk yang Dijual Laba (Rugi) Tahun Berjalan
Total Products Sold Profit (Loss) For the Year
Unit Rp Juta | Rp Million
13.497.302
89.100
12.283.883
2025
10.546.066
2025 2024 2023
2024 38.572
Pendapatan
Revenues
2023
(9.912)
Rp Juta | Rp Million
899.788 851.002
707.805 Pendapatan dari Penjualan Produk Ramah
Lingkungan*
Revenues from Sales of Eco-friendly Products*
Rp Juta | Rp Million
2025 2024 2023
Jumlah Pemasok Lokal
Number of Local Suppliers
2025
7.336
%
2024 7.466
35,78
32,38 33,33
2023
3.525
*Disajikan ulang dengan nilai tanpa PPN
2025 2024 2023 *Restated with amounts presented excluding VAT
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Aspek Lingkungan Hidup [B.2]
Environmental Aspect
Penggunaan Bahan Bakar Minyak (BBM)
Penggunaan Listrik
Fuel Consumption
Electricity Consumption
Liter
kWh
4.088.833
2.468.047
3.840.561 2025
16.575
2024 27.023
2025 2024 2023
Intensitas Energi
2023
19.135
Energy Intensity
kWh/m2
289,742
Pemakaian Air
Water Consumption
181,09
176,73 m3
2025 2024 2023 2025
4.319
Gigajoule/m2
1,04
2024 11.859
0,65
0,64
2023
16.718
2025 2024 2023
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Aspek Sosial [B.3]
Social Aspect
Jumlah Karyawan Lokal Jumlah Peserta Pelatihan Karyawan
Number of Local Employees Number of Employee Training Attendees
% Orang | Persons
99,00
98,77 98,91 2024
2025 1.273
2023
1.730
905
2025 2024 2023
Jumlah Jam Pelatihan Karyawan
Jumlah Karyawan Perempuan Number of Employee Training Hours
Number of Female Employees Jam | Hours
%
51,37 2024
46,99 46,43
2025 2.524
2023
4.202
2.500
2025 2024 2023
Indeks Keterlibatan Karyawan Jumlah Kecelakaan Kerja
Employee Engagement Index Number of Occupational Accidents
Skala 5 | 5-point scale Insiden | Incidents
4 4 4
0 0 0
2025 2024 2023
2025 2024 2023
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Dana Kegiatan Tanggung Jawab Sosial dan
Lingkungan (TJSL)
2025 2024 2023
Funds for Corporate Social Responsibility (CSR)
Activities 63 61 70
Rp Juta | Rp Million
Jumlah Penerima Manfaat Dana Kegiatan TJSL
Number of Fund Beneficiaries of the CSR Activities
2024 2024
2025 47 2025 3
Orang Desa
Persons 15 2023 Villages 4 2023
863 3
Selama periode pelaporan, Perseroan memperkuat During the reporting period, the Company harnessed
kolaborasi dengan pemasok lokal di wilayah collaboration with local suppliers in its operational areas,
operasional, khususnya di kota-kota tempat Perseroan particularly in cities where the Company opened new
membuka gerai baru seperti di Jakarta, Medan, Bali, outlets such as Jakarta, Medan, Bali, and Surabaya. This
dan Surabaya. Langkah ini mendukung pertumbuhan initiative supports business growth while also providing
bisnis sekaligus memberikan manfaat sosial melalui social benefits through the creation of job opportunities
penyediaan lapangan kerja bagi masyarakat setempat, for local communities, including both fresh graduates and
baik lulusan baru maupun tenaga kerja berpengalaman. experienced workers. These employment opportunities
Kesempatan kerja tersebut mendorong pengembangan encourage individual competency development and
kompetensi individu serta berkontribusi pada contribute to improving welfare and stimulating local
peningkatan kesejahteraan dan aktivitas ekonomi lokal economic activities in areas surrounding the Company’s
di sekitar wilayah operasional Perseroan. [B.3] operations. [B.3]
Perseroan menyadari bahwa pembukaan gerai baru The Company recognizes that the opening of new outlets
dapat berdampak pada kinerja dan operasional gerai may have an impact on the performance and operations
yang telah beroperasi sebelumnya. Oleh karena itu, of existing outlets. Therefore, the Company adopts
Perseroan melakukan pendekatan proaktif melalui a proactive approach through communication and
komunikasi dan kerja sama dengan pemangku collaboration with relevant stakeholders. This measure
kepentingan terkait. Langkah ini bertujuan untuk aims to ensure that the adjustment process proceeds
memastikan proses penyesuaian berjalan tertib, in an orderly manner, minimize potential social and
mengurangi potensi risiko sosial dan operasional, serta operational risks, and achieve balanced solutions for all
menghasilkan solusi yang seimbang bagi seluruh pihak. parties involved. [B.3]
[B.3]
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Perseroan mendukung aspek lingkungan melalui pengelolaan
sumber daya secara bijak dengan meningkatkan efisiensi
penggunaan air, listrik, dan bahan bakar minyak. Sepanjang
2025, Perseroan berhasil meningkatkan efisiensi penggunaan
air secara signifikan serta mendukung kegiatan pelestarian
keanekaragaman hayati. Sejalan dengan itu, Perseroan juga
menerapkan strategi pelayanan terhadap pelanggan melalui
penyediaan produk yang aman, informasi produk yang jelas,
serta peningkatan kualitas layanan guna memenuhi kebutuhan
dan menjaga kepercayaan pelanggan.
Strategi The Company supports environmental aspects through prudent
Keberlanjutan resource management by improving the efficiency of water,
electricity, and fuel consumption. Throughout 2025, the Company
[A.1] [2-22] successfully achieved significant improvements in water use
Sustainability efficiency while also supporting biodiversity conservation
initiatives. In line with this commitment, the Company also
Strategy implements a customer service strategy by providing safe
products, clear product information, and continuously improving
service quality to meet customer needs and maintain customer
trust.
Pada 2025, Perseroan menyesuaikan strategi bisnis In 2025, the Company adjusted its business strategy by
dengan fokus pada sektor ritel perjalanan. Perubahan focusing on the travel retail sector. This change aligns with
ini sejalan dengan perubahan visi jangka panjang the Company’s long-term vision: “To become the leading
Perseroan: “Menjadi peritel perjalanan terkemuka di travel retailer in Indonesia while continually achieving the
Indonesia sambil terus mencapai prospek pertumbuhan best growth prospects to all of its shareholders”. Through
terbaik bagi semua pemegang saham”. Melalui arah this strategic direction, the Company continues to
strategis ini, Perseroan terus mengembangkan usaha, expand its business, including the opening of new outlets
salah satunya dengan pembukaan gerai baru di across various regions in Indonesia.
berbagai wilayah Indonesia.
Selain itu, Perseroan menjalankan strategi pertumbuhan Furthermore, the Company implements a business
bisnis dengan memperluas kerja sama bersama growth strategy by expanding partnerships with strategic
mitra strategis, termasuk pemilik merek, maskapai partners, including brand owners, airlines, hotels, banking
penerbangan, hotel, lembaga perbankan, dan penyedia institutions, and payment system providers. This strategy
sistem pembayaran. Strategi ini diperkuat melalui is bolstered through the opening of new outlets at several
pembukaan gerai baru di sejumlah lokasi pariwisata tourism and transportation hubs, such as Soekarno–Hatta
dan transportasi, seperti di Bandar Udara Internasional International Airport in Jakarta, Kualanamu International
Soekarno Hatta di Jakarta, di Bandar Udara Internasional Airport in Medan, I Gusti Ngurah Rai International Airport
Kualanamu di Medan, di Bandar Udara Internasional I in Bali, and Juanda International Airport in Surabaya.
Gusti Ngurah Rai di Bali, dan di Bandar Udara Internasional In addition to physical expansion, the Company also
Juanda di Surabaya. Di samping ekspansi fisik, Perseroan optimizes digital channels through active promotions on
juga mengoptimalkan kanal digital melalui promosi aktif social media to provide a more convenient, faster, and
di media sosial untuk memberikan pengalaman belanja relevant shopping experience for travelers.
yang lebih mudah, cepat, dan relevan bagi wisatawan.
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Perseroan tetap memperhatikan aspek sosial dan The Company continues to pay close attention to
lingkungan selama pelaksanaan ekspansi usaha. Praktik social and environmental aspects during the business
ini diwujudkan melalui pemanfaatan tenaga kerja lokal expansion. This commitment is reflected in the utilization
sebesar 98,77% serta kerja sama dengan pemasok lokal of 98.77% local workforce and collaboration with 97.55%
dan nasional sebesar 97,55% Pendekatan kolaboratif local and national suppliers. This collaborative approach
dengan masyarakat sekitar memberikan nilai tambah with surrounding communities creates added value
melalui peningkatan kesejahteraan masyarakat serta by improving community welfare while supporting the
mendukung stabilitas dan reputasi bisnis Perseroan. stability and reputation of the Company’s business.
Lebih lanjut, Perseroan meningkatkan kompetensi Furthermore, the Company enhances employee
karyawan melalui berbagai program pengembangan competencies through various human capital
sumber daya manusia. Sepanjang 2025, Perseroan development programs. Throughout 2025, the Company
menyelenggarakan berbagai jenis pelatihan yang organized a wide range of online and offline training
diikuti oleh 1.730 karyawan secara daring dan luring. programs attended by 1,730 employees. The training
Materi pelatihan yang diberikan antara lain pelatihan materials included foreign language training, product
bahasa asing, pelatihan pengetahuan atas produk, knowledge training, retail store loss prevention SOP
pelatihan SOP antisipasi kehilangan barang di toko training, PSAK (Indonesian Financial Accounting
ritel, PSAK (Pernyataan Standar Akuntansi Keuangan), Standards), and taxation. In addition, the online training
dan perpajakan. Selain itu, pelatihan daring mencakup includes various topics.
berbagai macam topik.
Dukungan pada Tujuan Pembangunan Berkelanjutan
Support for Sustainable Development Goals
Perseroan mendukung semua tujuan pembangunan The Company supports all Sustainable Development
berkelanjutan (TPB) dalam menjalankan kegiatan Goals (SDGs) in conducting its operational activities. The
operasional. Perseroan memprioritaskan TPB tujuan 3, Company prioritizes the SDG 3: Good Health and Well-
yaitu Kehidupan Sehat dan Sejahtera, serta tujuan 8, being and the SDG 8: Decent Work and Economic Growth.
yaitu Pekerjaan Layak dan Pertumbuhan Ekonomi.
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Kegiatan | Activities
• Kami menyediakan tempat kerja • We provided a comfortable,
yang nyaman, bersih, serta aman clean, and safe workplace for our
bagi kesejahteraan para karyawan, employees’ well-being, and put
dan protokol kesehatan yang ketat. strict health protocols on place.
• Kami memiliki kebijakan Kesehatan • We had Occupational Health and
dan Keselamatan Kerja (K3), serta Safety (OHS) policy and organized
menyelenggarakan pelatihan K3 OHS training programs for our
bagi seluruh karyawan. employees.
• Kami membantu masyarakat • We helped the communities
dalam meningkatkan kualitas improve their health quality.
kesehatan.
Target | Target
• Tidak ada kecelakaan kerja. • Zero fatality.
• Tidak ada Kehilangan Jam Kerja • Zero LTIR (Lost Time Injury).
Akibat Kecelakaan.
Capaian 2025
Achievements of 2025
• Tidak terdapat kasus kecelakaan • No cases of fatal work accidents
kerja fatal. occurred.
• 100% karyawan mendapatkan • 100% of employees received OHS
pelatihan K3. training.
• Telah melakukan pengecekan • OHS facilities –such as fire
secara berkala fasilitas K3 seperti extinguishers and fire alarms—were
tabung APAR dan alarm kebakaran. regularly checked.
• Selalu tersedia obat-obatan P3K • First aid medicines and masks were
serta Masker bagi back-office available for back-office and front
dan karyawan di seluruh outlet office outlet employees.
Perseroan.
• Berhasil meningkatkan kesehatan • Employee and community health
karyawan dan masyarakat. improved.
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Kegiatan | Activities
• Kami membuka lapangan • We created jobs for local craftsmen
pekerjaan bagi pengrajin lokal to enable them to be the suppliers of
untuk menjadi pemasok produk internationally qualified products.
yang berkualitas internasional.
• Kami terus memberikan layanan • We always provided the best
terbaik dalam mempromosikan services to promote local tourism
pariwisata daerah dengan by paying attention to customer
memperhatikan kenyamanan convenience.
pelanggan.
• Kami memberikan pelatihan bagi • We sent our employees to
para karyawan, baik dalam negeri participate in domestic and
maupun luar negeri. overseas training programs.
Target | Target
• Menyerap >90% tenaga kerja lokal. • Employ >90% of the total local
employees.
• Kemitraan dengan >90% pemasok • Partner with >90% local and national
lokal dan nasional. suppliers.
• Unforgettable service. • Provide unforgettable services.
• Workshop bagi karyawan. • Organize workshops for employees.
Capaian 2025
Achievements of 2025
• Tenaga kerja lokal mencapai • 98.77% of the total employees were
98,77%. employed locally.
• Pemasok lokal dan nasional • Local and national suppliers
mencapai 97,55%. reached 97.55%.
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Penjelasan Direksi [D.1] [2-22]
Message from the Directors
" Perseroan menjalankan berbagai langkah strategis
guna memastikan pertumbuhan
memberikan manfaat lebih luas dan bermakna bagi
seluruh pemangku kepentingan,
perubahan visi Perseroan untuk “Menjadi peritel
perjalanan terkemuka di Indonesia sambil terus
bisnis
sejalan
yang
dengan
mencapai prospek pertumbuhan terbaik bagi semua
pemegang saham”.
The Company has implemented various strategic
measures to ensure business growth that delivers
broader and more meaningful benefits
stakeholders, in line with the Company’s revised vision
“To become the leading travel retailer in Indonesia
while continually achieving the best growth prospects
for
"
all
to all of its shareholders”.
Para Pemangku Kepentingan yang Terhormat,
Dear Valued Stakeholders,
Atas nama Direksi, kami menyampaikan penghargaan On behalf of the Directors, we would like to express
atas dukungan seluruh pemangku kepentingan our appreciation for the continued support of all
kepada Perseroan sepanjang tahun 2025. Semangat stakeholders toward the Company throughout 2025. Our
kami untuk terus memperkuat nilai keberlanjutan commitment to strengthening sustainable value has
mendorong berbagai upaya strategis guna mewujudkan driven various strategic initiatives aimed at achieving
pertumbuhan usaha yang semakin solid sekaligus more robust business growth while creating added value
menciptakan nilai tambah bagi para pemangku for stakeholders. The Company continuously strives to
kepentingan. Perseroan senantiasa berupaya improve its performance in a consistent manner in order
meningkatkan kinerja secara konsisten agar dapat to deliver sustainable benefits for all stakeholders.
memberikan manfaat yang berkelanjutan bagi seluruh
pemangku kepentingan.
Kebijakan untuk Merespon Tantangan Keberlanjutan
Policies to Respond to Sustainability Challenges
Di tahun 2025 , kami menetapkan arah strategi usaha In 2025, we established a more focused business strategy
yang lebih fokus pada ritel perjalanan sejalan dengan direction toward the travel retail sector to uphold the
perubahan visi jangka panjang Perseroan, yaitu “Menjadi Company’s long-term vision, “To become the leading
peritel perjalanan terkemuka di Indonesia sambil terus travel retailer in Indonesia while continually achieving
mencapai prospek pertumbuhan terbaik bagi semua the best growth prospects to all of its shareholders”. In
pemegang saham”. Dalam menjalankan strategi implementing this strategy, we ensure that business
tersebut, kami memastikan bahwa kebijakan usaha, policies, operational processes, and decision-making
proses operasional, serta pengambilan keputusan telah have considered the application of sustainability
mempertimbangkan penerapan prinsip keberlanjutan principles and integrated Environmental, Social, and
dan mengintegrasikan aspek Lingkungan, Sosial, dan Governance (ESG) aspects.
Tata Kelola (LST).
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Perseroan menerapkan nilai keberlanjutan melalui The Company implements sustainability values
Nilai Inti Perseroan yang tertuang dalam Kode Etik. Nilai through its Core Values, which are stipulated in the
tersebut mencakup kepatuhan terhadap hukum dan Code of Conduct. These values include compliance
perundang-undangan, kepatuhan terhadap kebijakan with applicable laws and regulations, adherence
internal, kewajiban menjaga dan memelihara aset to internal policies, the obligation to safeguard and
Perseroan, tanggung jawab sosial, penghormatan maintain the Company’s assets, social responsibility,
terhadap hak individu, serta penerapan kebijakan respect for individual rights, and the implementation of
antikorupsi. Nilai-nilai tersebut menjadi pedoman dalam anti-corruption policies. These values serve as guiding
pengambilan keputusan dan pelaksanaan kegiatan principles in decision-making and the execution of
operasional. operational activities.
Dalam menjalankan kegiatan usaha, kami In conducting our business activities, we identify several
mengidentifikasi sejumlah isu keberlanjutan yang sustainability issues that may potentially affect the
berpotensi memengaruhi kinerja Perseroan, antara Company’s performance, including the dynamics of the
lain dinamika industri pariwisata dan ritel perjalanan, tourism and travel retail industry, changes in regulations
perubahan peraturan dan perilaku perjalanan wisatawan, and tourist travel behavior, the need for operational
kebutuhan efisiensi operasional, serta meningkatnya efficiency, and the increasing demands for managing the
tuntutan pengelolaan dampak lingkungan usaha. environmental impacts of business activities. Changes in
Perubahan preferensi pelanggan dan karakteristik customer preferences and the characteristics of tourists
wisatawan juga menuntut kemampuan adaptasi yang also require stronger adaptability in understanding
lebih kuat dalam memahami kebutuhan pasar. market needs.
Sebagai wujud komitmen Direksi dalam menerapkan As part of the Directors’ commitment to implementing
kinerja keberlanjutan, kami menjalankan berbagai sustainability performance, we have undertaken various
langkah strategis, antara lain memperluas kerja sama strategic measures, including expanding partnerships
dengan mitra usaha serta pengembangan jaringan with business partners and developing outlet networks
gerai di lokasi pariwisata dan transportasi strategis in strategic tourism and transportation locations across
di Indonesia. Pendekatan berbasis pelanggan juga Indonesia. A customer-based approach has also been
diperkuat melalui analisis preferensi konsumen secara strengthened through regular analysis of consumer
berkala, penyediaan produk unggulan di setiap toko, preferences, the provision of flagship products in each
serta penyesuaian tampilan produk agar lebih relevan. store, and adjustments to product displays to ensure
Perbedaan karakteristik pelanggan domestik dan greater relevance. Differences in the characteristics of
asing menjadi tantangan dalam menjaga kualitas domestic and international customers pose challenges
layanan, sehingga Perseroan meningkatkan kapasitas in maintaining service quality; therefore, the Company
tenaga penjual melalui program pelatihan, serta continues to enhance the capacity of sales personnel
mengoptimalkan kanal digital untuk meningkatkan through training programs while optimizing digital
kualitas layanan dan pengalaman pelanggan. channels to improve service quality and customer
experience.
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Kami juga menyadari bahwa penerapan kinerja We also recognize that the implementation of
keberlanjutan menghadapi sejumlah tantangan, sustainability performance presents several challenges,
antara lain kebutuhan penyesuaian operasional seiring including the need for operational adjustments in line
ekspansi usaha, penguatan koordinasi rantai pasok, with business expansion, strengthening supply chain
serta peningkatan kompetensi di seluruh lini organisasi. coordination, and enhancing competencies across
Untuk itu, Direksi secara berkala melakukan pengawasan all levels of the organization. Therefore, the Directors
dan evaluasi atas implementasi strategi keberlanjutan periodically conduct oversight and evaluation of the
guna memastikan pencapaian target Perseroan dalam implementation of sustainability strategies to ensure the
jangka pendek, menengah, dan panjang. Melalui achievement of the Company’s short-, medium-, and
kebijakan tersebut, kami terus memperkuat penerapan long-term targets. Through these policies, we continue
kinerja keberlanjutan, meningkatkan ketahanan to strengthen the implementation of sustainability
usaha, menciptakan nilai tambah, serta memperkuat performance, enhance business resilience, create added
kepercayaan pemangku kepentingan. value, and reinforce stakeholder trust.
Capaian Kinerja dan Penerapan Keuangan Berkelanjutan
Performance Achievements and Sustainable Finance Implementation
Sepanjang tahun 2025, kami terus memastikan bahwa Throughout 2025, we continued to ensure that the
pertumbuhan usaha Perseroan berjalan selaras dengan Company’s business growth was aligned with the
penerapan prinsip keberlanjutan melalui pengelolaan implementation of sustainability principles through the
kinerja ekonomi, lingkungan, dan sosial, serta sesuai management of economic, environmental, and social
dengan target yang telah ditetapkan. performance, in line with the targets that had been
established.
Perseroan mencatat total penjualan sebesar The Company recorded total sales of Rp899,788 million,
Rp899.788 juta atau meningkat 5,73% dibandingkan representing an increase of 5.73% compared to Rp851,002
tahun sebelumnya sebesar Rp851.002 juta, sekaligus million in the previous year, while also exceeding the
melampaui target yang ditetapkan sebesar Rp822.518 established target of Rp822,518 million, or 109.39% of the
juta atau mencapai 109,39% dari rencana. Peningkatan planned target. This increase also contributed to an
tersebut turut mendorong perbaikan laba bersih improvement in net profit to Rp89,100 million, a 130,99%
menjadi Rp 89.100 juta, meningkat 130.99% dibandingkan increase compared to Rp38,572 million in the previous
posisi tahun sebelumnya sebesar Rp38.572 juta. year. This achievement shows the effectiveness of
Capaian ini mencerminkan efektivitas strategi bisnis the Company’s business strategies and its improving
dan meningkatnya ketahanan operasional Perseroan di operational resilience amid the dynamics of the tourism
tengah dinamika industri pariwisata. industry.
Dukungan kami pada pelestarian lingkungan diwujudkan Our support for environmental preservation is
dengan melanjutkan kebijakan pengurangan plastik demonstrated through the continuation of policies to
sekali pakai melalui penggunaan tas belanja yang dapat reduce single-use plastics by encouraging the use of
digunakan kembali bersama mitra. Hingga akhir tahun reusable shopping bags in collaboration with our partners.
2025, inisiatif ini menurunkan penggunaan kantong By the end of 2025, this initiative reduced the use of plastic
plastik yang masih wajib diterapkan untuk penjualan bags by 65%, as plastic bags are still required for the
produk tertentu sebesar 65%. Kami terus memperkuat sale of certain products. We continue to strengthen the
penerapan prinsip ekonomi sirkular melalui penyediaan implementation of circular economy principles through
produk berbahan daur ulang. Pendapatan dari produk the provision of products made from recycled materials.
ramah lingkungan mencapai Rp7.336 juta, dengan kinerja Revenue from environmentally friendly products reached
yang relatif terjaga meskipun terdapat penurunan tipis Rp7,336 million, with performance remaining relatively
sebesar 1,74% dibandingkan tahun sebelumnya. Kami stable despite a slight decrease of 1.74% compared to
meyakini bahwa pengelolaan lingkungan yang baik the previous year. We believe that sound environmental
tidak hanya menurunkan risiko operasional, tetapi juga management not only reduces operational risks but also
membuka peluang pertumbuhan usaha. opens opportunities for business growth.
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Pemasok merupakan bagian dari pertumbuhan usaha Suppliers are an integral part of our business growth.
kami. Untuk itu, kami terus memperkuat kontribusi Therefore, we continue to boost economic contributions
ekonomi melalui kemitraan dengan pemasok lokal through partnerships with local and national suppliers,
dan nasional sebesar 97,55% dari total pemasok, serta which accounted for 97.55% of our total suppliers, as well
penyerapan tenaga kerja lokal sebesar 98,77%. Kami juga as through local workforce absorption reaching 98.77%.
meningkatkan kompetensi karyawan melalui berbagai We also enhanced employee competencies through
program pelatihan. Pelatihan tatap muka mencakup various training programs. In-person training included
pelatihan bahasa asing, pengetahuan atas produk, foreign language training, product knowledge, SOPs for
SOP antisipasi kehilangan barang di toko ritel, PSAK, dan preventing merchandise loss in retail stores, PSAK, and
perpajakan. Selain itu, pelatihan daring yang wajib diikuti taxation. In addition, mandatory online training programs
oleh seluruh karyawan. for all employees.
Sebagai bagian dari komitmen tanggung jawab sosial, As part of our commitment to social responsibility, the
Perseroan turut melaksanakan program transplantasi Company also conducted a coral reef transplantation
terumbu karang di Pantai Mertasari, Denpasar, dan program at Mertasari Beach in Denpasar and Amed
Pantai Amed, Karangasem, bekerja sama dengan Beach in Karangasem, in collaboration with the Rumah
Yayasan Rumah Coral Bali, nelayan setempat, serta Coral Bali Foundation, local fishermen, and the Company’s
entitas anak Perseroan. Program ini juga disertai subsidiaries. The program was also accompanied by
kegiatan edukasi bagi karyawan mengenai pentingnya educational activities for employees on the importance
pelestarian terumbu karang serta dukungan bagi of coral reef conservation, as well as support for the
komunitas yang terlibat. Melalui inisiatif ini, Perseroan involved communities. Through this initiative, the
berupaya berkontribusi dalam menjaga keseimbangan Company seeks to contribute to maintaining the balance
ekosistem laut sekaligus memperkuat kesadaran of marine ecosystems while strengthening awareness of
terhadap pelestarian lingkungan pesisir. coastal environmental preservation.
Prestasi dan Peristiwa Penting
Achievements and Significant Events
Pada tahun 2025, Perseroan dan entitas anak memperoleh In 2025, the Company and its subsidiaries received several
sejumlah penghargaan atas kinerja operasional dan awards in recognition of their operational performance
kualitas pengelolaan gerai. Penghargaan tersebut meliputi and the quality of store management. These awards
Operasi Toko Terbaik dari WHSmith, Desain Toko Terbaik included Best Store Operations from WHSmith, Best Store
untuk Bandara Kategori 1–5 juta penumpang per tahun Design for the Airport Category of 1–5 million passengers
dari PT Angkasa Pura Indonesia, serta Toko dengan Visual per year from PT Angkasa Pura Indonesia, as well as Best
Merchandise Terbaik untuk Natal 2024 dan Tahun Baru 2025 Visual Merchandise Store for Christmas 2024 and New Year
dari PT Angkasa Pura Indonesia. Prestasi ini mencerminkan 2025 from PT Angkasa Pura Indonesia. These achievements
komitmen Perseroan dalam menjaga kualitas desain, display the Company’s commitment to maintaining high
operasional toko, dan pengalaman pelanggan di seluruh standards in store design, store operations, and customer
jaringan gerai, sekaligus mendukung pertumbuhan experience across its outlet network, while also supporting
bisnis dan reputasi Perseroan di tingkat nasional maupun business growth and strengthening the Company’s
internasional. reputation at both national and international levels.
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Kami akan terus memperkuat kinerja yang baik sebagai We will continue to strengthen our solid performance as the
fondasi dalam menjalankan strategi usaha, dengan foundation for implementing our business strategies, while
menjaga keseimbangan antara ketangguhan finansial, maintaining a balance between financial resilience, social
tanggung jawab sosial, dan perlindungan lingkungan responsibility, and environmental protection.
hidup.
Strategi Pencapaian Target
Strategy to Achieve Targets
Untuk mendukung pencapaian target, Perseroan To achieve its targets, the Company implements risk
menerapkan pengelolaan risiko melalui proses management through the identification, monitoring,
identifikasi, pemantauan, dan evaluasi berkala terhadap and periodic evaluation of operational, financial,
faktor operasional, keuangan, lingkungan, dan sosial environmental, and social factors that may potentially
yang berpotensi memengaruhi kesinambungan usaha. affect business sustainability. Mitigation measures are
Mitigasi dilakukan melalui pengendalian operasional carried out through structured operational controls,
yang terstruktur, penguatan tata kelola rantai pasok, strengthening supply chain governance, enhancing
peningkatan koordinasi dengan mitra strategis, serta coordination with strategic partners, and reviewing
peninjauan kepatuhan. compliance.
Pemanfaatan Peluang dan Prospek Usaha
Leveraging Opportunities and Business Prospects
Perseroan menjalankan strategi pertumbuhan untuk The Company implements growth strategies to maximize
memaksimalkan prospek usaha melalui perluasan kerja business prospects by expanding collaborations with
sama dengan berbagai mitra, termasuk pemilik merek, various partners, including brand owners, airlines, hotels,
maskapai penerbangan, hotel, lembaga perbankan, banking institutions, and payment system providers.
dan penyedia sistem pembayaran. Strategi ini juga This strategy is also realized through the opening of new
diwujudkan melalui pembukaan gerai baru di lokasi outlets in strategic tourism and transportation locations,
pariwisata dan transportasi strategis, yaitu di Bandar including Soekarno Hatta International Airport in Jakarta,
Udara Internasional Soekarno Hatta Jakarta, Bandar Kualanamu International Airport in Medan, I Gusti Ngurah
Udara Internasional Kualanamu Medan, Bandar Udara Rai International Airport in Bali, and Juanda International
Internasional I Gusti Ngurah Rai Bali, serta di Bandar Airport in Surabaya.
Udara Internasional Juanda Surabaya.
Selain ekspansi fisik, Perseroan juga mengoptimalkan In addition to physical expansion, the Company also
kanal digital melalui promosi aktif di media sosial optimizes digital channels through active promotion on
untuk meningkatkan akses pasar dan memberikan social media to enhance market access and provide
pengalaman belanja yang lebih mudah, cepat, dan a more convenient, faster, and relevant shopping
relevan bagi wisatawan. Langkah ini dilakukan untuk experience for travelers. This initiative is undertaken
menangkap peluang pertumbuhan industri pariwisata to capture opportunities from the tourism industry’s
yang diperkirakan tetap positif seiring meningkatnya growth, which is expected to remain positive amidst
kebutuhan perjalanan dan keseimbangan gaya hidup the increasing demand for travel and the pursuit of a
masyarakat. balanced lifestyle among the public.
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Situasi Eksternal
External Situation
Kami mencermati situasi eksternal dari aspek We continue to observe external developments from
ekonomi, lingkungan hidup, dan sosial yang berpotensi economic, environmental, and social perspectives that
memengaruhi keberlanjutan Perseroan. Perubahan iklim may potentially affect the Company’s sustainability.
dan isu geopolitik menjadi dua perhatian utama yang Climate change and geopolitical issues remain the
dapat mengubah dunia usaha dan kehidupan kita. Dari two key concerns that may influence the business
sisi ekonomi, kenaikan bahan bakar dan keamanan environment and our daily lives. From an economic
global berpotensi memengaruhi tingkat kunjungan dan perspective, rising fuel prices and global security
kinerja penjualan. Sementara dari aspek sosial, terdapat conditions may potentially affect visitor arrivals and
peningkatan harapan pemangku kepentingan untuk sales performance. Meanwhile, from a social perspective,
tetap dapat berwisata dengan aman dan tenang, serta there is an increasing expectation from stakeholders to
layanan yang terpercaya. Dengan mempertimbangkan continue traveling safely and comfortably, supported by
faktor-faktor tersebut, kami menyesuaikan strategi untuk reliable services. By considering these factors, we adjust
tetap adaptif dan menjaga ketahanan finansial. our strategies to remain adaptive while maintaining
financial resilience.
Apresiasi
Appreciation
Kami mengucapkan terima kasih dan memberikan We would like to express our gratitude and appreciation
apresiasi kepada seluruh pemangku kepentingan atas to all stakeholders for their dedication, hard work, and
dedikasi, kerja keras, dan dukungan dalam mencapai support in achieving the Company’s best performance.
kinerja terbaik Perseroan. Tahun 2025 membawa The year 2025 brought valuable experiences that
pengalaman berharga yang mendorong kami untuk encouraged us to strengthen our collaboration with all
bersinergi lebih erat dengan seluruh pemangku stakeholders. We hope that these efforts will continue
kepentingan. Kami berharap semua upaya ini terus to generate positive impacts for the environment and
memberikan dampak positif bagi lingkungan dan communities, while also fulfilling customers’ needs and
komunitas, sekaligus memenuhi kebutuhan dan delivering a better quality of experience.
pengalaman pelanggan yang lebih berkualitas.
Jakarta, 22 April 2026
Atas Nama Direksi
On behalf of Directors
Ir. Wong Budi Setiawan
Presiden Direktur
President Director
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Profil Perseroan [C.4] [2-6]
About the Company
Visi, Misi, dan Nilai Inti Perseroan [C.1]
Vision, Mission, and Company Core Values
Visi Misi
Vision Mission
Menjadi peritel perjalanan terkemuka di Indonesia Memberikan dukungan bagi pariwisata Indonesia
sambil terus mencapai prospek pertumbuhan terbaik dengan memberikan suasana belanja dengan kualitas
bagi semua pemegang saham. tertinggi dan pelayanan yang tidak tertandingi kepada
konsumen secara konsisten.
To become the leading travel retailer in Indonesia while To support the Indonesian tourism sector by providing the
continually achieving the best growth prospects to all of highest quality of shopping ambience and indisputable
its shareholders. services to all of its customers consistently.
Nilai Inti Perseroan
Company Core Values
Kode Etik Perseroan | Company Code of Conduct
Kepatuhan terhadap hukum dan Kepatuhan terhadap peraturan Kewajiban untuk menjaga dan
undang-undang yang berlaku dan kebijakan Perseroan memelihara aset Perseroan
Compliance with applicable laws Compliance with the Company’s Obligation to safeguard and
and regulations regulations and policies maintain the Company’s assets
Tanggung jawab sosial Penghormatan atas hak individu Kebijakan antikorupsi
Social responsibility Respect for individual rights Anti-corruption policy
Budaya Perseroan | Company Culture
Menunjukkan Rasa
Rasa Ingin Tahu Saling Menghargai
Kemanusiaan
Curiosity Value Each Other
Demonstrate Humanity
Bertindak dengan Penuh
Merangkul Perubahan Bekerja Sama dengan Erat
Integritas
Embracing Changes Work Collaboratively
Act with Integrity
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Sekilas tentang Perseroan [2-1]
Company Overview
Perseroan memulai kegiatan usahanya pada tahun
1978 dengan nama PT Sona Topas Group dan secara
resmi mengadopsi nama PT Sona Topas Tourism
Industry pada tahun 1990. Untuk memperkuat struktur
permodalan dan tata kelola, Perseroan menjadi
perusahaan publik dengan mencatatkan sahamnya
di Bursa Efek Indonesia pada 21 Juli 1992.
Pada awal operasional, Perseroan menjalankan usaha
di bidang jasa pariwisata yang mencakup layanan
perjalanan, akomodasi, dan penyediaan tiket bagi
wisatawan. Seiring perkembangan industri pariwisata
Indonesia dan perubahan preferensi wisatawan,
Perseroan melakukan transformasi model bisnis
sejak pertengahan tahun 1990-an untuk memperluas
sumber pendapatan dan memperkuat usaha.
The Company began its business operations in 1978
under the name PT Sona Topas Group and officially
adopted the name PT Sona Topas Tourism Industry in
1990. To strengthen its capital structure and corporate
governance, the Company became a public company
by listing its shares on the Indonesia Stock Exchange
on 21 July 1992.
During its early operations, the Company conducted
business in the tourism services sector, which included
travel services, accommodation arrangements,
and ticketing services for travelers. In line with the
development of Indonesia’s tourism industry and
changes in traveler preferences, the Company began
transforming its business model in the mid-1990s
to diversify its sources of revenue and reinforce its
business operations.
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Nama Perusahaan
Corporate Name
PT Sona Topas Tourism Industry Tbk
Bentuk Perusahaan Alamat Perusahaan [C.2]
Business Structure Corporate Address
Kantor Pusat & Surat Menyurat | Head Office & Correspondence
Perseroan Terbatas Menara Sudirman Lantai 20
Limited Liability Company Jl. Jend. Sudirman Kav. 60 Jakarta 12190
Nomor Telepon Surat Elektronik
+62 21 521 3056 – 59 sonatopas@stti.co.id
Telephone E-mail
Nomor Faksimile Situs Web
+62 21 521 3066 www.sonatopas.co.id
Facsimile Website
Entitas Anak
Subsidiaries
Entitas anak – langsung Entitas anak – tidak langsung
Direct Subsidiaries Indirect Subsidiaries
• PT Inti Dufree Promosindo (IDP) • PT Arthamulia Indah (AMI)**
• PT Karya Prima Unggulan (KPU) • PT Cahaya Retilindo (CR)*
• PT Sukses Garda Mulia (SGM)*
• Asosiasi Emiten Indonesia | Indonesian Listed Companies Association –
Keanggotaan pada
Anggota | Member
Asosiasi [C.5][2-28]
• International Air Transport Association (IATA) | International Air Transport
Association Membership
Association (IATA) – Anggota | Member
Keterangan | Notes:
Pada 2025, Perseroan membuka gerai baru di Bali, Surabaya, Jakarta, dan Medan.[C.6][2-6]
In 2025, the Company opened new outlets in Bali, Surabaya, Jakarta, and Medan. [C.6][2-6]
*Belum melakukan aktivitas komersial
The subsidiaries have no commercial activities yet
**Entitas anak tidak aktif
The subsidiary is not active yet
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Wilayah Operasional [C.3]
Operating Areas
Medan
Batam
Surabaya
Lombok
Bali
Jakarta
Bidang Usaha [2-6]
Business Activities
Sesuai dengan pasal 3 Anggaran Dasar Perseroan, In accordance with Article 3 of the Company’s Articles
Perseroan bergerak di bidang usaha biro perjalanan of Association, the Company operates in the tour travel
wisata. Dua anak perusahaan milik Perseroan, PT Inti agency business. Two of the Company’s subsidiaries,
Dufree Promosindo dan PT Karya Prima Unggulan PT Inti Dufree Promosindo and PT Karya Prima Unggulan
menjual barang-barang pedagang eceran. sell retail goods.
PT Inti Dufree Promosindo (IDP) PT Karya Prima Unggulan (KPU)
Barang ritel perjalanan, meliputi: Barang ritel perjalanan, meliputi:
Travel retail goods, including: Travel retail goods, including:
• Suvenir lokal | Local souvenirs • Makanan ringan | Snacks
• Minuman beralkohol | Alcoholic beverages • Makanan dan minuman siap saji | Ready-to-eat
• Kosmetik | Cosmetics food and drinks
• Jam tangan | Watches • Perlengkapan perjalanan | Travel supplies
• Tas | Bags • Aksesoris | Accessories
• Elektronik | Electronics
• Rokok | Cigarettes
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Produk, Layanan, dan Kegiatan Usaha [C.4]
Products, Services, and Business Activities
Perseroan menjalankan usaha layanan perjalanan The Company conducts travel retail operations. Through
wisata. Melalui entitas anak, Perseroan mengoperasikan its subsidiaries, operating travel retail outlets. PT Inti
gerai ritel perjalanan. PT Inti Dufree Promosindo (IDP) Dufree Promosindo (IDP) operated 14 outlets in Bali,
mengoperasikan 14 gerai di Bali, Lombok, Surabaya, dan Lombok, Surabaya, and Jakarta, as well as one collection
Jakarta, serta 1 lokasi penyerahan barang di Bali dan 1 counter in Bali and one collection counter in Jakarta.
lokasi penyerahan barang di Jakarta.
PT Karya Prima Unggulan (KPU) mengoperasikan 32 gerai PT Karya Prima Unggulan (KPU) operated 32 outlets in
di Bali, Jakarta, Medan, dan Batam dengan kegiatan Bali, Jakarta, Medan, and Batam, with business activities
usaha penjualan convenience goods dan suvenir. focused on the sale of convenience goods and souvenirs.
Produk dan layanan Perseroan ditujukan bagi wisatawan The Company’s products and services are intended for
domestik dan mancanegara, khususnya dari Eropa, domestic and international travelers, particularly from
Tiongkok, Australia, Amerika, dan India. Europe, China, Australia, the United States, and India.
Skala Usaha [C.3]
Business Scale
979.800
911.940
899.490
Aset
Assets
Rp Juta | Rp Million
2025 2024 2023
Liabilitas & Ekuitas | Liabilities & Equity
Liabilitas Ekuitas
Liabilities Equity
Rp Juta | Rp Million Rp Juta | Rp Million
249.327 275.911 307.112 730.473 636.029 592.378
2025 2024 2023 2025 2024 2023
Jumlah Toko | Number of Stores
IDP KPU Jumlah Karyawan
Unit Unit Number of Employees
32 Orang | Persons
14 27 815
11 22
732
700
9
2025 2024 2023 2025 2024 2023 2025 2024 2023
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Komposisi Kepemilikan Saham (%)
Jonathan Tahir
Share Ownership Composition
0,01
Harry Wangidjaja
0,01
Masyarakat lainnya (masing-masing ≤5%)
Public (≤5% each)
7,63
Tahir
DFS Venture
15,70 Singapore (Pte)
Limited
45,00
PT Precise Pacific Realty
31,65
Total 100,00
Karyawan [C.3][2-7]
Employees
Hingga akhir periode pelaporan, Perseroan memiliki 815 As of the end of the reporting period, the Company
karyawan yang terdiri dari 432 karyawan laki-laki dan employed 815 employees, consisting of 432 male
383 karyawan perempuan. Jumlah karyawan mengalami employees and 383 female employees. The number of
peningkatan 16,43% dibandingkan tahun 2024, seiring employees increased by 16.43% compared to 2024, in
dengan pembukaan beberapa toko baru di sejumlah line with the opening of several new stores at a number
bandara di Indonesia. Komposisi karyawan didominasi of airports in Indonesia. The workforce composition is
oleh karyawan lokal sebanyak 805 orang atau 98,77% dari dominated by local employees totaling 805 people,
total karyawan. representing 98.77% of the total workforce.
Berdasarkan status kepegawaian, jumlah karyawan Based on employment status, the Company’s workforce
Perseroan terdiri dari 313 karyawan tetap dan 502 karyawan consists of 313 permanent employees and 502 non-
tidak tetap. Seluruh data karyawan dihimpun melalui permanent employees. All employee data is compiled
sistem penggajian yang dikelola oleh Departemen Sumber through the payroll system managed by the Human
Daya Manusia. Resources Department.
Komposisi Karyawan berdasarkan Gender
Employee Composition by Gender
Perempuan Laki-laki
Female Male
2025 2024 2023 2025 2024 2023
383 325 376 432 375 356
2025 2024 2023
Jumlah
815 700 732
Total
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Komposisi Karyawan berdasarkan Jabatan dan Gender di 2025
Employee Composition by Position and Gender
Laki-Laki Perempuan
Male Female
Level Jabatan
Position Level
Jumlah Pegawai Jumlah Pegawai
% %
Total Employees Total Employees
Entry Level 363 52,16 333 47,84
Mid-Level 35 54,69 29 45,31
Senior Level 23 53,49 20 46,51
Executive Level 11 91,67 1 8,33
Jumlah
432 53,01 383 46,99
Total
Komposisi Karyawan berdasarkan Kelompok Usia di 2025
Employee Composition by Age Group in 2025
Level Jabatan
Position Level
Usia Entry Level Mid-Level Senior Level Executive Level
Age
Jumlah
Laki- Laki- Laki- Laki-
Perempuan Perempuan Perempuan Perempuan Total
Laki Laki Laki Laki
Female Female Female Female
Male Male Male Male
18-24 90 110 0 0 0 0 0 0 200
25-34 173 149 14 10 1 1 0 0 348
35-44 52 47 11 11 11 6 2 0 140
45-54 42 22 9 8 8 7 6 1 103
>55 6 5 1 0 3 6 3 0 24
Jumlah
363 333 35 29 23 20 11 1 815
Total
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Komposisi Karyawan berdasarkan Pendidikan
Employee Composition by Education
S3 S2 S1
Doctoral Degree Master’s Degree Bachelor’s Degree
2 1 1 9 6 5 130 110 132
2025 2024 2023 2025 2024 2023 2025 2024 2023
SMA SMP
Diploma
High School Middle School
54 55 72 616 525 521 4 3 1
2025 2024 2023
2025 2024 2023 2025 2024 2023
2025 2024 2023
Jumlah
815 700 732
Total
Komposisi Karyawan berdasarkan Status Ketenagakerjaan
Employee Composition by Employment Status
Status kepegawaian
2025 2024 2023
Employment Status
Karyawan Tetap
313 296 422
Permanent Employees
Karyawan Kontrak
502 404 310
Contract Employees
Jumlah
815 700 732
Total
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Komposisi Karyawan berdasarkan Wilayah Kerja
Employee Composition by Work Area
Wilayah
2025 2024 2023
Region
Bali 576 541 695
Jakarta 131 106 33
Makassar 0 0 4
Medan 30 10 0
Lombok 24 24 0
Surabaya 39 0 0
Batam 15 19 0
Jumlah
815 700 732
Total
Perseroan tidak menggunakan tenaga kerja alih daya The Company does not hire outsourced workers in
(outsourcing) dalam menjalankan kegiatan operasional. its operational activities. All personnel involved in the
Seluruh pekerja yang terlibat dalam operasional Company’s operations are directly employed by the
Perseroan berstatus sebagai karyawan Perseroan Company under valid employment agreements. [2-8]
berdasarkan perjanjian kerja yang berlaku. [2-8]
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Kinerja
Keberlanjutan
Sustainability Performance
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Penerapan Operasional yang Menjaga
Lingkungan
Environmentally Responsible Operational Practices
Kegiatan operasional Perseroan tidak menimbulkan The Company’s operational activities do not generate
dampak langsung yang signifikan terhadap lingkungan significant direct environmental impacts. Nevertheless,
hidup. Namun demikian, Perseroan mengintegrasikan the Company integrates environmental management
pengelolaan lingkungan dalam praktik operasional into its daily operational practices through the efficient
sehari-hari melalui efisiensi penggunaan energi listrik use of electricity and water, as well as the utilization of
dan air, serta pemanfaatan produk yang lebih ramah more environmentally friendly products in offices and
lingkungan di kantor dan gerai. Sepanjang 2025, retail outlets. Throughout 2025, the Company allocated
Perseroan merealisasikan biaya lingkungan hidup environmental-related expenditures amounting to IDR
sebesar Rp7.400.000 untuk mendukung penerapan tata 7,400,000 to support the implementation of responsible
kelola perusahaan yang bertanggung jawab. [F.4] corporate governance. [F.4]
Jumlah dan Intensitas Energi
Energy Consumption and Intensity
Perseroan melakukan pencatatan dan penghitungan The Company records and calculates direct energy
konsumsi energi langsung yang mencakup penggunaan consumption, which includes electricity used for office
listrik untuk operasional kantor dan gerai, serta bahan and retail outlet operations, as well as fuel consumption
bakar minyak untuk kendaraan operasional. Namun for operational vehicles. However, during 2025, the
demikian, selama 2025, Perseroan belum menghitung Company did not calculate indirect energy consumption
konsumsi energi tidak langsung di luar entitas, termasuk outside the entity, including energy consumption by
konsumsi energi oleh pemasok. [302-2] suppliers. [302-2]
Seluruh listrik yang digunakan dalam kegiatan All electricity used in the Company’s operational activities
operasional Perseroan berasal dari PT PLN (Persero). Pada is supplied by PT PLN (Persero). In 2025, electricity
2025, konsumsi listrik tercatat sebesar 2.468.047 kWh consumption reached 2,468,047 kWh (8,885 gigajoules),
(8.885 gigajoule), menurun sebesar 40% dibandingkan representing a 40% decrease compared to 2024, which
tahun 2024 sebesar 14.720 gigajoule. Perubahan tersebut recorded 14,720 gigajoules. This change was mainly due
disebabkan oleh penutupan salah satu gerai anak to the closure of one of the Company’s subsidiary outlets
Perseroan serta efisiensi yang dilakukan oleh Perseroan. and efficiency measures implemented by the Company.
Pada periode yang sama, konsumsi BBM tercatat During the same period, fuel consumption was recorded
sebesar 16.575 liter, menurun sebesar 39% dibandingkan at 16,575 liters, representing a 39% decrease compared
tahun sebelumnya sebesar 27.023 liter. Penurunan ini to the previous year, which recorded 27,023 liters. This
dipengaruhi oleh berkurangnya kegiatan operasional decrease was influenced by reduced operational
dan penggunaan kendaraan serta efisiensi yang activities and vehicle usage, as well as the efficiency
dilakukan oleh Perseroan. initiatives implemented by the Company.
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Konsumsi Energi [F.6][302-1]
Energy Consumption
2025 2024 2023 2025 2024 2023
Listrik BBM
Electricity 2.468.047 4.088.833 3.840.561 Fuel 16.575 27.023 19.135
kWh Liter
Catatan | Note:
Perhitungan konsumsi bahan bakar dilakukan dengan menggunakan total pembelian BBM
Fuel consumption is calculated based on total fuel purchases
Intensitas Energi Listrik [F.6][302-3]
Energy Intensity
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah Energi Listrik yang Digunakan kWh 2.468.047 4.088.833 3.840.561
Total Electricity Utilization Gigajoule 8.885 14.720 13.826
Luas Toko
m2 8.518 22.578 21.731
Shop Area
Intensitas Energi kWh/m2 289,742 181,09 176,73
Energy Intensity
Gigajoule/m2 1,04 0,65 0,64
Catatan | Note:
Faktor konversi | Conversion factor 1 kWh = 0,0036 GJ
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
[F.7][302-4]
Energy Efficiency Efforts and the Use of Renewable Energy
Sepanjang 2025, Perseroan berupaya mengurangi Throughout 2025, the Company made efforts to reduce
konsumsi energi yang bersumber dari listrik dan energy consumption deriving from electricity and
BBM melalui penerapan berbagai inisiatif efisiensi. fuel through the implementation of various efficiency
Hingga akhir periode pelaporan, Perseroan belum initiatives. As of the end of the reporting period, the
memanfaatkan energi terbarukan dalam kegiatan Company has not yet utilized renewable energy in its
operasional. Beberapa upaya penghematan energi listrik operational activities. Several electricity-saving initiatives
antara lain: implemented by the Company include:
1. Menggunakan peralatan elektronik secara bijaksana. 1. Using electronic equipment responsibly and efficiently.
2. Menempelkan poster di setiap ruangan yang 2. Placing posters with energy-saving slogans in
terjangkau dengan slogan hemat energi. accessible areas throughout office spaces.
3. Menghentikan pemakaian listrik serta pemakaian 3. Turning off electricity and electronic equipment such
barang elektronik seperti lampu dan Air Conditioners as lighting and air conditioners (AC) after operational
(AC) ketika jam operasional berakhir. hours.
4. Melakukan pemasangan lampu fluorescent dengan 4. Replacing fluorescent lamps with Light Emitting Diode
Light Emitting Diode (LED) pada sistem pencahayaan (LED) lighting systems in store facilities.
untuk toko.
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Emisi yang Dihasilkan [F.11, F.12] [305-1, 305-2, 305-3, 305-4, 305-5]
Emissions Generated
Selama 2025, Perseroan belum melakukan perhitungan During 2025, the Company had not yet conducted
atas jumlah dan intensitas emisi yang dihasilkan, baik calculations on the amount and intensity of emissions
cakupan 1, cakupan 2, maupun cakupan 3. Namun generated, including Scope 1, Scope 2, and Scope 3
demikian, Perseroan melaksanakan upaya pengurangan emissions. However, the Company has implemented
emisi di antaranya: several initiatives to reduce emissions, including:
1. Mengelola penggunaan sumber energi secara efisien. 1. Managing the use of energy sources efficiently.
2. Melakukan uji emisi secara berkala terhadap 2. Conducting periodic emission tests on operational
kendaraan-kendaraan operasional guna mengurangi vehicles to reduce the level of pollution generated.
tingkat polusi yang dihasilkan.
Penggunaan Air [F.8]
Water Consumption
Perseroan menggunakan air untuk mendukung kegiatan The Company uses water to support the operational
operasional kantor dan gerai, dengan pasokan yang activities of its offices and retail outlets, with supply
berasal dari pengelola gedung atau Perusahaan sourced from building management or the Regional
Daerah Air Minum (PDAM). Kebutuhan air pada gerai Water Supply Company (PDAM). Water needs for outlets
yang berlokasi di bandara sepenuhnya dikelola oleh located at airports are fully managed by the respective
pihak pengelola bandara. Pada 2025, total konsumsi airport authorities. In 2025, the Company’s total
air Perseroan tercatat sebesar 4.319 m3 atau setara 4,32 water consumption was 4,319 m³ or equivalent to 4.32
megaliter, menurun sebesar 64% dibandingkan tahun megaliters, representing a 64% decrease compared to
sebelumnya sebesar 11.859 m³ atau setara dengan 11,86 the previous year, which recorded 11,859 m³ or equivalent
megaliter. Adapun penurunan dipengaruhi oleh efisiensi to 11.86 megaliters. The decrease was mainly influenced
yang dilakukan oleh Perseroan. by efficiency measures implemented by the Company.
Pengelolaan air limbah dilakukan melalui fasilitas yang Wastewater management is conducted through
disediakan oleh pengelola gedung dan bandara. Untuk facilities provided by building management and airport
mengendalikan penggunaan air, Perseroan menerapkan authorities. To control water usage, the Company has
langkah efisiensi, antara lain pembatasan penggunaan implemented efficiency measures, including limiting tap
keran air dan pemasangan stiker imbauan penghematan water usage and installing water conservation reminder
air di area kerja. [303-4] stickers in work areas. [303-4]
Total Pemakaian Air [303-3, 303-5]
Total Water Consumption
Pengelola Gedung dan
Pengelola Bandara
Building and Airport 4.319 11.859 16.718
Management
m3 2025 2024 2023
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40 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Mekanisme Pengelolaan Limbah dan Efluen [F.14] [306-1, 306-2, 306-3]
Waste and Effluent Management Mechanism
Perseroan mengelola limbah operasional yang terdiri The Company manages operational waste consisting
atas limbah B3 dan limbah non-B3. Limbah B3 dikelola of hazardous and toxic waste (B3) and non-hazardous
oleh pihak ketiga berizin sesuai dengan Peraturan waste (non-B3). Hazardous waste is handled by a
Pemerintah Nomor 27 Tahun 2020. Berdasarkan licensed third party in accordance with Government
pemantauan selama periode pelaporan, tidak terdapat Regulation No. 27 of 2020. Based on monitoring during
tumpahan yang terjadi terkait limbah B3 maupun bahan the reporting period, there were no spill incidents related
kimia berbahaya lainnya. [F.15] to hazardous waste or other hazardous chemicals. [F.15]
Limbah non-B3 meliputi sampah organik dan anorganik Non-hazardous waste consists of organic and inorganic
yang berasal dari aktivitas karyawan dan pengunjung. waste generated from employee and visitor activities.
Sampah organik berupa sampah basah, sedangkan Organic waste includes wet waste, while inorganic waste
sampah anorganik meliputi kertas dan plastik bekas. includes used paper and plastic. The management of
Pengelolaan sampah anorganik diserahkan kepada inorganic waste is entrusted to third parties with expertise
pihak ketiga yang memiliki kompetensi di bidang in waste management. Waste generated from stores
pengelolaan sampah. Untuk limbah dari area toko located at airports is handled by the respective airport
bandara ditangani oleh pengelola bandara. authorities.
Limbah B3 Limbah Non B3
Hazardous Waste Non-hazardous Waste
Cairan Peralatan Aki Bekas Sampah Organik Sampah Anorganik
Pembersih Elektronik Used Battery Organic Waste Anorganik Waste
Cleaning Fluids Usang
Obsolete
Electronic
Equipment
Sejalan dengan mekanisme tersebut, Perseroan belum In line with this mechanism, the Company has not yet
melakukan penghitungan jumlah limbah dan efluen calculated the total amount of waste and effluents
yang dihasilkan berdasarkan jenis karena pencatatan generated by type, as quantitative records are
kuantitatif dilakukan oleh pengelola limbah. [F.13] maintained by the waste management providers. [F.13]
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Perseroan menerapkan kebijakan Since 2020, the Company has implemented
pengurangan limbah plastik sejak tahun a plastic waste reduction policy by replacing
2020 dengan mengganti kantong belanja single-use plastic shopping bags with paid
plastik sekali pakai menjadi kantong ramah environmentally friendly shopping bags.
lingkungan berbayar. Perseroan juga tidak The Company also does not provide free
menyediakan kantong belanja plastik gratis plastic shopping bags in areas where plastic
di wilayah yang telah memberlakukan restrictions have been implemented and
pembatasan penggunaan plastik, serta applies the Paid Plastic Bag Policy (KPTG) to
menerapkan kebijakan Kantong Plastik Tidak consumers.
Gratis (KPTG) kepada konsumen.
Hingga akhir tahun 2025, kebijakan ini By the end of 2025, this policy reduced
menurunkan penggunaan kantong the use of plastic bags required in certain
plastik yang wajib diterapkan pada toko stores by 65%. This achievement controls the
tertentu sebesar 65%. Hasil ini mendukung generation of plastic waste and supports
pengendalian timbulan limbah plastik dan the implementation of responsible business
penerapan praktik usaha yang bertanggung practices.
jawab.
Inovasi dan Pengembangan Produk [F.26]
Product Innovation and Development
Perseroan mendukung penggunaan material yang The Company supports the use of environmentally friendly
ramah lingkungan pada kemasan produk melalui materials in product packaging by utilizing alternative
pemanfaatan bahan alternatif, seperti spunbond, dan materials such as spunbond, and communicating this
menginformasikannya kepada seluruh pemasok lokal. initiative to all local suppliers. Products marketed with
Produk dengan kemasan ramah lingkungan yang environmentally friendly packaging include cosmetics,
dipasarkan meliputi kosmetik, botol air mineral, dan Buy bottled mineral water, and Buy Bye Bali ecobags. [F.5]
Bye Bali ecobag. [F.5]
Secara berkala Perseroan mengevaluasi keamanan The Company periodically evaluates product safety
produk dan memastikan semua (100%) produk yang and ensures that 100% of the products sold are safe for
dijual aman dikonsumsi oleh para pelanggan, dengan customers’ consumption and use through the following
cara: measures:
1. Melakukan kontrol dan pengecekan tercantumnya 1. Conducting inspections to ensure the presence of
label tanggal kedaluwarsa untuk setiap produk yang expiration date labels on products with consumption
memiliki batas waktu konsumsi maupun batas waktu or usage limits.
pemakaian.
2. Melakukan kontrol terhadap suhu ruang toko dan 2. Monitoring the temperature of store and warehouse
gudang, sehingga terjaga kualitas produk yang dijual facilities to maintain product quality.
maupun yang tersimpan.
3. Menggunakan pembungkus produk yang aman dan 3. Using safe packaging materials capable of absorbing
mampu menyerap kelembaban ruangan sehingga humidity to prevent product damage.
tidak merusak produk.
4. Melaksanakan pengecekan rutin oleh penyedia jasa 4. Performing routine inspections by professional pest and
profesional pengendalian hama dan rodent untuk rodent control service providers to ensure cleanliness
memastikan kebersihan serta keamanan area toko and safety in store and warehouse areas.
dan gudang.
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Hingga akhir 2025, Perseroan tidak memiliki produk yang As of the end of 2025, the Company had no product
ditarik kembali maupun insiden ketidakpatuhan yang recalls nor incidents of non-compliance related to
berkaitan dengan dampak produk terhadap kesehatan product health and safety impacts. This is because all
dan keselamatan pelanggan. Hal ini dikarenakan seluruh products have undergone safety evaluation prior to
produk sudah dievaluasi keamanannya bagi pelanggan. being offered to customers. The Company also applies
Perseroan juga menerapkan pelabelan cukai sesuai excise labeling in accordance with applicable regulations
dengan peraturan yang berlaku untuk produk minuman for alcoholic beverages and tobacco products. Until the
beralkohol dan tembakau. Sampai dengan akhir periode end of the reporting period, there were no incidents of
pelaporan, tidak terdapat insiden ketidakpatuhan non-compliance with regulations related to product
terhadap regulasi terkait informasi, pelabelan produk, information, labeling, or marketing communications.
maupun komunikasi pemasaran. [F.27, F.28, F.29][416-1, 416- [F.27, F.28, F.29][416-1, 416-2] [417-1, 417-2, 417-3]
2] [417-1, 417-2, 417-3]
Usaha Konservasi Keanekaragaman Hayati [F.10][304-2, 304-3]
Biodiversity Conservation Efforts
Kegiatan usaha Perseroan tidak menimbulkan The Company’s Business Activities do not generate
dampak dari wilayah operasional yang dekat atau impacts from operational areas located near or within
berada di daerah konservasi maupun wilayah dengan protected areas or regions with high biodiversity, as its
keanekaragaman hayati tinggi, karena lokasi operasional operational locations are not situated in such areas.
Perseroan tidak berada di wilayah tersebut. [304-1] [304-1]
Meskipun demikian, Perseroan tetap melaksanakan Nonetheless, the Company continues to implement
inisiatif lingkungan dalam rangka usaha konservasi environmental initiatives to support biodiversity
keanekaragaman hayati melalui pelestarian terumbu conservation, particularly through coral reef preservation
karang, yang mencakup kegiatan konservasi, programs. These initiatives include conservation
penanaman kembali, dan penguatan kapasitas activities, reef restoration, and capacity-building for local
komunitas lokal. Inisiatif ini bertujuan meminimalkan communities. The program aims to minimize potential
potensi gangguan terhadap ekosistem laut dan disturbances to marine ecosystems and strengthen
memperkuat perlindungan keanekaragaman hayati. biodiversity protection. [F.9]
[F.9]
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Menjaga Karyawan, Pelanggan, dan
Masyarakat
Safeguarding Employees, Customers, and Communities
Kesetaraan Kesempatan Bekerja [F.18]
Equal Employment Opportunity
Perseroan menjunjung tinggi prinsip kesetaraan kesempatan bekerja dan inklusivitas, tanpa
membedakan latar belakang individu. Praktik antidiskriminasi diterapkan secara konsisten dalam
rekrutmen, penetapan remunerasi, evaluasi kinerja, serta pengembangan kompetensi dan karier
sesuai dengan Perjanjian Kerja Bersama (PKB). Selama 2025, tidak terdapat kasus diskriminasi yang
terjadi di Perseroan. [406-1]
The Company upholds the principle of equal employment opportunity and inclusiveness, without
discrimination based on individual background. Anti-discrimination practices are consistently applied
in recruitment, remuneration determination, performance evaluation, and competency and career
development, in accordance with the Collective Labor Agreement (CLA). During 2025, there were no
reported cases of discrimination within the Company. [406-1]
Perseroan menempatkan karyawan sebagai penggerak The Company recognizes employees as the primary
utama kegiatan operasional. Oleh karena itu, drivers of operational activities. Therefore, the Company
Perseroan menerapkan perlakuan kerja yang adil dan ensures fair employment practices and the fulfillment of
memastikan pemenuhan hak ketenagakerjaan sesuai labor rights in accordance with applicable regulations.
dengan peraturan yang berlaku. Seluruh kegiatan All operational and supply chain activities are conducted
operasional dan rantai pasok dijalankan tanpa tenaga without the use of child labor or forced labor. The
kerja anak dan tenaga kerja paksa. Perseroan juga Company also openly communicates its employment
menyosialisasikan kebijakan kepegawaian secara policies to all employees. [F.19] [408-1, 409-1]
terbuka kepada seluruh karyawan. [F.19] [408-1, 409-1]
Keberagaman gender dalam kepemimpinan Perseroan Gender diversity in the Company’s leadership is reflected
tercermin dari keterwakilan perempuan dalam in the 17% representation of women on the Directors in
jajaran Direksi sebesar 17% pada tahun 2025. Dalam 2025. To support fairness, the Company applies equal
mendukung prinsip keadilan, Perseroan menerapkan remuneration policy with a 1:1 ratio for male and female
kebijakan remunerasi yang setara dengan rasio 1:1 employees in the same positions and conducts periodic
bagi karyawan laki-laki dan perempuan pada jabatan performance evaluations. [405-1, 405-2]
yang sama serta melakukan penilaian kinerja secara
berkala. [405-1, 405-2]
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44 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Keberagaman Komposisi Badan Tata Kelola Berdasarkan Gender dan Kelompok Usia
Diversity in Governance Body Composition by Gender and Age Group
2025 2024 2023
Usia
Age Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
Direksi
Directors
30-50 3 1 3 1 2 1
>50 2 0 2 0 3 0
Dewan Komisaris
Board of Commissioners
30-50 3 0 4 0 4 0
>50 3 0 3 0 3 0
Lingkungan Bekerja yang Layak dan Aman [F.21]
Decent and Safe Working Environment
Perseroan memandang lingkungan kerja yang aman The Company views a safe and decent working
dan layak sebagai hak fundamental setiap karyawan. environment as a fundamental right of every employee.
Untuk mewujudkan hal tersebut, Perseroan menerapkan To realize this commitment, the Company implements
Sistem Manajemen Kesehatan dan Keselamatan Kerja an Occupational Health and Safety Management System
(SMK3) dengan mengacu pada Peraturan Menteri (OHSMS) in accordance with the Regulation of the Minister
Ketenagakerjaan Nomor 5 Tahun 2018 tentang K3 of Manpower No. 5 of 2018 concerning Occupational
Lingkungan Kerja dan Undang-Undang Nomor 1 Tahun Health and Safety in the Work Environment and Law No.
1970 tentang Keselamatan Kerja. Penerapan SMK3 1 of 1970 concerning Work Safety. The implementation of
dilaksanakan secara menyeluruh dan melibatkan seluruh the OHSMS is carried out comprehensively, involving all
karyawan di seluruh wilayah operasional Perseroan. employees across the Company’s operational areas.
Untuk memastikan penerapan SMK3 berjalan efektif, To ensure the effective implementation of the OHSMS, the
Perseroan membentuk tim tanggap darurat yang Company has established an emergency response team
melakukan evaluasi secara berkala melalui rapat setiap that conducts periodic evaluations through meetings
enam bulan. Perseroan juga bekerja sama dengan held every six months. The Company also collaborates
rumah sakit swasta dan pemerintah untuk menyediakan with private and public hospitals to provide access to
akses layanan kesehatan bagi karyawan. Layanan healthcare services for employees. These services can
tersebut dapat dimanfaatkan dengan menunjukkan be accessed by presenting a health insurance card or
kartu asuransi kesehatan atau kartu identitas karyawan. employee identification card. [403-1, 403-3]
[403-1, 403-3]
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Perseroan juga menyediakan berbagai fasilitas The Company also provides various OHS supporting
pendukung K3, di antaranya: facilities, including:
• Menyediakan akses terhadap obat dan perawatan • Providing access to affordable medicines and
kesehatan yang terjangkau. healthcare services.
• Menetapkan akses masuk karyawan dengan • Implementing controlled employee access monitored
pengawasan melalui closed-circuit television (CCTV) through closed-circuit television (CCTV) and security
serta control security. control.
• Menyediakan alat pemadam kebakaran di titik-titik • Providing fire extinguishers at strategic locations
vital di seluruh bangunan toko dan kantor. throughout store and office buildings.
• Menyelenggarakan pelatihan simulasi tanggap • Conducting emergency response simulation
darurat gempa bumi, memberlakukan sistem absensi training for earthquakes, implementing a periodic
khusus secara berkala untuk memantau setiap special attendance monitoring system to track each
departemen saat terjadi bencana, serta menyediakan department during emergencies, and providing safety
rompi dan topi pelindung bagi karyawan. [403-6] vests and helmets for employees. [403-6]
• Mengatur tata letak ruang dan display produk secara • Arranging store layouts and product displays in an
terstruktur untuk memastikan jalur evakuasi tetap organized manner to ensure evacuation routes remain
terbuka dan proses evakuasi dapat berlangsung accessible and evacuation processes can be carried
lancar tanpa hambatan apabila terjadi bencana. out smoothly without obstruction in the event of a
disaster.
Sepanjang 2025, Perseroan melaksanakan pelatihan K3 In 2025, the Company conducted OHS training attended
yang diikuti oleh semua karyawan dengan total durasi by all employees, with a total training duration of 1
pelatihan selama 1 Jam. Rata-rata durasi pelatihan per hour. The average training duration per participant was
peserta tercatat sebesar 1 jam. recorded at 1 hour.
Di 2025, Perseroan tidak memiliki kasus penyakit In 2025, the Company recorded no cases of
akibat kerja maupun insiden kecelakaan kerja yang occupational diseases or fatal work-related
bersifat fatal. [403-9, 403-10] accidents. [403-9, 403-10]
Menyediakan Fasilitas dan Memberikan Remunerasi
Providing Facilities and Remuneration
Perseroan menerapkan sistem remunerasi yang adil The Company implements a fair and competitive
dan kompetitif sebagai bentuk apresiasi atas kontribusi remuneration system to appreciate employees’
karyawan. Remunerasi diberikan kepada seluruh contributions. Remuneration is provided to all employees,
karyawan, baik tetap maupun kontrak, dan mencakup both permanent and contract employees, and includes
gaji pokok, asuransi, serta tunjangan. Perseroan base salary, insurance, and allowances. The Company
memastikan bahwa nilai imbal jasa terendah karyawan ensures that the lowest employee compensation meets
telah memenuhi 100% dari ketentuan upah minimum 100% of the applicable regional minimum wage (UMR) in
regional (UMR) di seluruh wilayah operasional. [F.20] all operational areas. [F.20]
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Perseroan menyediakan berbagai fasilitas bagi karyawan The Company provides various facilities for both
tetap dan karyawan kontrak. Fasilitas tersebut mencakup permanent and contract employees. These facilities
gaji pokok, Tunjangan Hari Raya (THR), jaminan kesehatan include base salary, Religious Holiday Allowance (THR),
melalui BPJS Kesehatan, jaminan sosial melalui BPJS healthcare coverage through BPJS Kesehatan, social
Ketenagakerjaan, serta cuti melahirkan sesuai dengan security protection through BPJS Ketenagakerjaan,
ketentuan yang berlaku. [401-2] and maternity leave in accordance with applicable
regulations. [401-2]
Perseroan memberikan hak cuti melahirkan selama 3 The Company grants 3 months of maternity leave for
bulan bagi karyawan perempuan dan cuti ayah selama female employees and 2 days of paternity leave for male
2 hari bagi karyawan laki-laki yang istrinya melahirkan. employees whose spouses give birth. Throughout 2025,
Sepanjang 2025, terdapat 12 karyawan perempuan a total of 12 female employees and 10 male employees
dan 10 karyawan laki-laki yang memanfaatkan hak utilized these leave entitlements. All employees who took
cuti tersebut. Seluruh karyawan yang mengambil cuti maternity leave returned to work after the leave period
melahirkan kembali bekerja setelah masa cuti berakhir. ended. [401-3]
[401-3]
Program Masa Persiapan Pensiun (MPP) [401-2]
Pre-Retirement Preparation Program (MPP)
Perseroan menyediakan Program Masa Persiapan The Company provides a Pre-Retirement Preparation
Pensiun (MPP) bagi karyawan yang mendekati usia Program (MPP) for employees approaching retirement
pensiun. Program ini dirancang untuk mendukung age. This program is designed to support employees’
kesiapan mental, kesehatan, dan perencanaan mental readiness, health, and financial planning as
keuangan karyawan setelah memasuki masa they transition into retirement. However, in 2025, it was
purnabakti. Namun demikian, selama 2025 program MPP not implemented as there were no employees entering
belum dilaksanakan karena tidak terdapat karyawan retirement.
yang memasuki masa pensiun.
Perseroan juga memenuhi kewajiban penyediaan The Company fulfills its obligation to provide Old Age
Jaminan Hari Tua (JHT) dan Jaminan Pensiun (JP) Security (JHT) and Pension Security (JP) through the
melalui kepesertaan seluruh karyawan dalam program participation of all employees in the BPJS Ketenagakerjaan
BPJS Ketenagakerjaan. Perseroan memberikan kontribusi program. The Company contributes monthly premiums
iuran bulanan sebesar 3,7% untuk JHT dan 2% untuk JP of 3.7% and 2% for JHT and JP respectively support
guna mendukung perlindungan finansial jangka panjang employees’ long-term financial protection.
bagi karyawan.
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Pelatihan dan Pengembangan Karyawan [F.22][404-2]
Employee Training and Development
Perseroan menyelenggarakan program pelatihan The Company organizes training and competency
dan pengembangan kompetensi untuk meningkatkan development programs to enhance the quality of its
kualitas sumber daya manusia. Program ini dirancang human resources. These programs are designed to
untuk mendukung pengembangan karier, meningkatkan support career development, improve employees’
kemampuan karyawan dalam menjalankan tugas, serta capabilities in performing their duties, and strengthen
menunjang kinerja Perseroan. Pelaksanaan program the Company’s overall performance. The programs are
dilakukan melalui metode tatap muka dan daring. delivered online and offline.
Sepanjang 2025, Perseroan menyelenggarakan Throughout 2025, the Company conducted in-person
pelatihan tatap muka yang meliputi pelatihan bahasa training programs covering foreign language training,
asing, pelatihan pengetahuan atas produk, pelatihan product knowledge training, SOP training on loss
SOP antisipasi kehilangan barang di toko ritel, PSAK, dan prevention in retail stores, PSAK, and taxation. In addition,
perpajakan. Selain itu, Perseroan juga menyediakan the Company also provided various online training.
berbagai macam pelatihan daring.
Di 2025, Perseroan mengalokasikan biaya pelatihan In 2025, the Company allocated Rp71 million for
dan pengembangan karyawan sebesar Rp71 juta. employee training and development programs.
Rata-rata Jam Pelatihan berdasarkan Gender 2025 [404-1]
Average Training Hours by Gender in 2025
Jumlah Peserta Jumlah Jam Pelatihan Jumlah Jam Pelatihan per Peserta
Gender Total Participants Total Training Hours Total Training Hours per Participant
(a) (b) (b) : (a)
Laki-laki
688 1.671 2,43
Male
Perempuan
1.042 2.531 2,43
Female
Jumlah
1.730 4.202 2,43
Total
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Rata-rata Jam Pelatihan berdasarkan Jabatan 2025 [404-1]
Average Training Hours by Position in 2025
Jumlah Peserta Jumlah Jam Pelatihan Jumlah Jam Pelatihan per Peserta
Tingkat Jabatan
Total Participants Total Training Hours Total Training Hours per Participant
Position
(a) (b) (b) : (a)
Staff
1.677 4.073 2,43
Staff
Manajer
53 129 2,43
Manager
Jumlah
1.730 4.202 2,43
Total
Rata-Rata Jam Pelatihan per Jumlah Karyawan yang ikut serta Presentase Jumlah karyawan yang
Karyawan dalam Pelatihan ikut serta dalam pelatihan
Average Training Hours per Number of Employees Participating Percentage of Employees
Employee in Training Participating in Training
2,43 1.730 100%
Proses Rekrutmen dan Perputaran Karyawan
Recruitment Process and Employee Turnover
Seluruh proses rekrutmen dilaksanakan secara All recruitment processes are conducted transparently
transparan serta sesuai dengan peraturan internal and in accordance with the Company’s internal policies
maupun perundang-undangan yang berlaku. Sepanjang and applicable laws and regulations. Throughout 2025,
2025, Perseroan merekrut 276 karyawan baru, yang terdiri the Company recruited 276 new employees, consisting
dari 139 laki-laki dan 137 perempuan. Adapun tingkat of 139 male employees and 137 female employees.
perputaran karyawan tercatat sebesar 21,25%, dengan The employee turnover rate during the same period
jumlah karyawan yang keluar sebanyak 161 orang yang was recorded at 21.25%, with a total of 161 employee
terdiri dari 82 laki-laki dan 79 perempuan. Pengurangan departures, consisting of 82 male and 79 female
karyawan tersebut terjadi karena pengunduran diri dan employees. These departures occurred for resignation
berakhirnya masa kontrak kerja. [401-1] and contract completion. [401-1]
Tingkat Turnover Karyawan (%)
Employee Turnover Rate (%)
14,15
21,25
2025 2024 41,06 2023
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Perputaran Karyawan 2025
Employee Turnover 2025
Uraian Jumlah Karyawan Presentase
Description Total Employees Percentage
Jumlah Karyawan Resign
161 19,75
Number of Resigned Employees
Jumlah Karyawan Baru
276 33,87
Number of New Employees
Hubungan Industrial [2-30]
Industrial Relations
Perseroan menjaga hubungan industrial yang harmonis The Company maintains harmonious industrial relations
melalui penerapan PKB. PKB menjadi acuan pengelolaan through the implementation of the CLA. The CLA serves
hubungan kerja dan mengatur berbagai aspek as a reference for managing employment relations and
ketenagakerjaan, antara lain hubungan kerja, hak dan regulates various labor aspects, including employment
kewajiban Perseroan dan karyawan, hari dan jam kerja relationships, rights and obligations of the Company
termasuk lembur, hari libur dan cuti, pengupahan dan and employees, working hours and overtime, holidays
penilaian kinerja, keselamatan dan kesehatan kerja, kode and leave, remuneration and performance evaluation,
etik, tata tertib dan disiplin kerja, sanksi dan peringatan, occupational health and safety, code of conduct, work
serta pemutusan hubungan kerja beserta hak dan rules and discipline, sanctions and warnings, as well as
kewajiban karyawan. termination of employment and associated employee
rights and obligations.
PKB juga mengatur ketentuan pemberitahuan kepada The CLA also stipulates the requirements for notifying
karyawan atas perubahan operasional, dengan jangka employees of operational changes, with a minimum
waktu minimum satu bulan sebelum perubahan tersebut notice period of one month prior to implementation. [402-1]
diterapkan. [402-1]
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Memberikan Layanan atas Produk dan/atau Jasa yang
Setara kepada Konsumen [F.17]
Providing Equal Products and Services to Consumers
Perseroan menempatkan kepuasan pelanggan The Company places customer satisfaction as the primary
sebagai fokus utama dalam menjalankan kegiatan focus in conducting business activities. As a leading travel
usaha. Sebagai perusahaan ritel perjalanan yang retail company in Indonesia while continually achieving
terkemuka di Indonesia sambil terus mencapai prospek the best growth prospects to all of its shareholders, the
pertumbuhan terbaik bagi semua pemegang saham, Company provides high-quality service before and after
Perseroan melayani seluruh pelanggan secara setara purchase transactions. Employees are encouraged to
dan memberikan layanan terbaik, baik sebelum maupun deliver an exceptional shopping experience to build
setelah transaksi pembelian. Perseroan mendorong long-term customer relationships. This effort is supported
seluruh karyawan untuk menghadirkan pengalaman by product and brand diversity, attractive store designs,
belanja yang unggul guna membangun hubungan strategic locations, and consistent service quality.
jangka panjang dengan pelanggan. Upaya ini didukung
oleh keberagaman produk dan merek, desain toko yang
menarik, lokasi yang strategis, serta kualitas pelayanan
yang terjaga.
Sejalan dengan perlindungan konsumen, PT Inti Dufree In line with consumer protection, PT Inti Dufree Promosindo
Promosindo (IDP) menerapkan kebijakan layanan (IDP) implements a special return and exchange policy
khusus terkait return and exchange yang mengacu based on the DFS Global Policy. This policy allows
pada DFS Global Policy. Kebijakan ini mengatur jangka customers up to 90 days to return items or request a
waktu hingga 90 hari bagi pelanggan untuk melakukan refund in accordance with applicable regulations. The
pengembalian barang atau pengembalian dana Company also provides product repair services for
sesuai dengan ketentuan yang berlaku. Perseroan juga customers if needed.
memfasilitasi layanan perbaikan produk bagi pelanggan
apabila diperlukan.
Melaksanakan Survei Kepuasan Pelanggan [F.30]
Conducting Customer Satisfaction Surveys
Perseroan secara berkala melakukan survei kepuasan The Company periodically conducts customer
pelanggan sebagai sarana evaluasi dan peningkatan satisfaction surveys to evaluate and improve service
kualitas layanan. Survei dilaksanakan selama periode quality. During the reporting period, surveys were
pelaporan melalui formulir digital yang melibatkan conducted using digital forms involving customers
pelanggan dan mitra strategis. Hasil survei memberikan and strategic partners. The results provide insights
informasi mengenai pola rujukan pelanggan, tingkat into customer referral patterns, satisfaction levels with
kepuasan terhadap produk dan layanan, serta products and services, and factors influencing customer
faktor yang memengaruhi keputusan pelanggan decisions when choosing stores. These surveys also help
dalam memilih gerai. Survei ini juga digunakan untuk identify preferred shopping destinations and collect
mengidentifikasi destinasi belanja yang diminati serta feedback for service development and strengthening the
menghimpun masukan sebagai dasar pengembangan Company’s competitiveness.
layanan dan penguatan daya saing Perseroan.
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Dampak Operasi Terhadap Masyarakat [F.23]
Operational Impacts on Communities
Sepanjang periode pelaporan, Perseroan bekerja During the reporting period, the Company collaborated
sama dengan 146 pengrajin lokal dan pelaku UMKM, with 146 local artisans and SME that contribute to
yang turut berkontribusi dalam menciptakan dampak positive economic impacts for local communities.
ekonomi positif bagi masyarakat setempat.
Perseroan mendorong pengenalan kearifan lokal The Company promotes local wisdom internationally by
ke tingkat internasional melalui kerja sama dengan partnering with local artisans and SMEs in Bali, Lombok,
pengrajin lokal dan pelaku UMKM di Bali, Lombok, dan and Surabaya. Through these partnerships, culturally
Surabaya. Melalui kemitraan ini, Perseroan memasarkan valuable products are marketed while guidance is
produk bernilai budaya sekaligus memberikan provided to enhance product quality and competitiveness
pembinaan guna meningkatkan kualitas dan daya saing in accordance with applicable standards.
produk agar sesuai dengan standar mutu yang berlaku.
Kegiatan Tanggung Jawab Sosial dan
Lingkungan [F.25]
Social and Environmental Responsibility Activities
Perseroan melaksanakan kegiatan transplantasi terumbu The Company carried out coral reef transplantation
karang di dua lokasi, yaitu Pantai Mertasari di Kota activities at two locations, which are Mertasari Beach in
Denpasar dan Pantai Amed di Kabupaten Karangasem. Denpasar City and Amed Beach in Karangasem Regency.
Kegiatan ini melibatkan dua anak perusahaan, yaitu PT These activities involved two subsidiaries, PT Inti Dufree
Inti Dufree Promosindo dan PT Karya Prima Unggulan, Promosindo and PT Karya Prima Unggulan, collaborating
yang bekerja sama dengan Yayasan Rumah Coral Bali with the Rumah Coral Bali Foundation and local fishermen.
serta nelayan setempat. Rangkaian kegiatan mencakup Activities included employee briefings on coral reefs
pemaparan materi mengenai terumbu karang kepada and short training on coral planting techniques before
karyawan Perseroan dan pelatihan singkat mengenai installation in the sea. These initiatives aim to enhance
teknik penanaman terumbu karang sebelum dilakukan employees’ knowledge of coral reef protection.
pemasangan di laut. Kegiatan tersebut bertujuan
meningkatkan pemahaman dan pengetahuan karyawan
mengenai pentingnya perlindungan terumbu karang.
Pelestarian terumbu karang menjadi penting mengingat Coral reef conservation has become increasingly
kondisi terumbu karang di perairan Pulau Bali mengalami important considering that coral reef conditions in
kerusakan dan berada dalam kondisi terancam the waters of Bali Island have been damaged and
punah. Kerusakan tersebut disebabkan oleh gangguan are currently under threat of extinction. The damage
ekosistem laut yang berasal dari aktivitas manusia, has been caused by disturbances to the marine
pencemaran, serta perubahan lingkungan. Upaya ecosystem resulting from human activities, pollution,
pelestarian diperlukan untuk menjaga keseimbangan and environmental changes. Conservation efforts are
ekosistem laut dan kelangsungan sumber daya pesisir. therefore necessary to maintain the balance of marine
ecosystems and the sustainability of coastal resources.
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Sebagai dukungan terhadap kegiatan Yayasan Rumah To support the Rumah Coral Bali Foundation, the
Coral Bali, Perseroan menyalurkan perlengkapan Company provided new snorkeling equipment and basic
snorkeling baru dan bantuan kebutuhan pokok necessities for foundation members and participating
bagi anggota yayasan dan nelayan yang terlibat. fishermen. The Company also conducts regular
Perseroan melakukan pemantauan secara berkala monitoring to ensure the growth of transplanted corals.
untuk memastikan pertumbuhan terumbu karang hasil These initiatives are expected to benefit the environment
transplantasi. Kegiatan transplantasi terumbu karang by maintaining marine ecosystem balance and
diharapkan memberikan manfaat bagi lingkungan, enhancing marine biodiversity.
khususnya dalam menjaga keseimbangan ekosistem
laut dan meningkatkan keanekaragaman hayati laut.
Pengaduan Masyarakat [F.16, F.24][2-25, 2-27]
Community Complaints
Perseroan senantiasa melakukan remediasi dampak- The Company consistently remediates any negative
dampak negatif yang timbul yang dapat diakses oleh impacts and provides access for stakeholders via
seluruh pemangku kepentingan melalui surat elektronik email at sonatopas@stti.co.id. The Internal Audit Unit is
sonatopas@stti.co.id. Unit Audit Internal bertanggung responsible for following up on all received complaints.
jawab guna menindaklanjuti setiap pengaduan The Company guarantees confidentiality of the
yang diterima. Perseroan menjamin kerahasiaan isi complaint content and the reporter’s identity. During
pengaduan dan identitas diri pelapor. Namun demikian 2025, the Company did not receive any complaints
selama 2025, Perseroan tidak menerima pengaduan related to environmental or social matters. Additionally,
terkait lingkungan hidup maupun sosial. Selain itu, there were no incidents of non-compliance with laws
Perseroan juga tidak terdapat peristiwa ketidakpatuhan and regulations resulting in fines or other non-monetary
terhadap hukum dan peraturan yang menimbulkan sanctions.
sanksi denda maupun sanksi nonmoneter lainnya.
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Menerapkan Kinerja Tata Kelola
Keberlanjutan
Implementing Sustainability Governance Performance
Perseroan menerapkan prinsip Good Corporate The Company applies the principles of Good Corporate
Governance (GCG) yang meliputi transparansi, Governance (GCG), which include transparency,
akuntabilitas, tanggung jawab, kemandirian, dan accountability, responsibility, independence, and
kewajaran. Prinsip tersebut dilaksanakan melalui struktur fairness. These principles are implemented through an
organisasi yang menjamin kejelasan fungsi, peran, organizational structure that ensures clarity of function,
dan tanggung jawab setiap organ perusahaan. Dewan role, and responsibility for each corporate body. The
Komisaris menjalankan fungsi pengawasan dengan Board of Commissioners performs supervisory functions
dukungan Komite Audit serta Komite Nominasi dan supported by the Audit Committee and Nomination and
Remunerasi. Direksi bertanggung jawab atas pengelolaan Remuneration Committee. The Directors are responsible
Perseroan dengan dukungan Unit Audit Internal dan for managing the Company, supported by the Internal
Sekretaris Perusahaan. [2-9] Audit Unit and Corporate Secretary. [2-9]
Hingga akhir periode pelaporan, Perseroan belum As of the end of the reporting period, the Company has
membentuk fungsi atau jabatan khusus yang not established a dedicated function or position that
secara komprehensif menangani perencanaan dan comprehensively manages risk planning and oversight,
pengawasan risiko serta dampak pada aspek ekonomi, including economic, environmental, and social impacts.
lingkungan, dan sosial.
Penanggung Jawab Penerapan Keberlanjutan [E.1, E.3][2-12, 2-13]
Sustainability Implementation Responsibility
Departemen Aspek yang dikelola
Department Managed Aspects
Departemen Keuangan, Departemen Akuntansi, dan Departemen Kinerja Ekonomi
Pengembangan Bisnis.
Finance Department, Accounting Department, and Business Development Economic Performance
Department
Departemen Sumber Daya Manusia, Departemen Operasi, Departemen Kinerja Sosial dan Lingkungan
Sistem Informasi Manajemen, Departemen Perdagangan, Departemen
Pemasaran, dan Departemen Pengendalian Persediaan
Human Resources Department, Operations Department, Management Social and Environmental Performance
Information Systems Department, Trade Department, Marketing
Department, and Inventory Control Department
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Sebagai upaya dalam memperkuat tata kelola As part of the effort to strengthen sustainability
keberlanjutan, Perseroan secara rutin menyampaikan governance, the Company regularly reports on
hasil kinerja pengelolaan lingkungan, sosial, dan tata environmental, social, and governance (ESG)
kelola (LST) kepada Direksi dan Dewan Komisaris setiap performance to the Directors and the Board of
triwulan. Pelaporan ini mendukung peran Direksi dan Commissioners on a quarterly basis. This reporting
Dewan Komisaris dalam mengembangkan, menyetujui, supports the role of the Directors and the Board of
dan memperbarui strategi serta target pembangunan Commissioners in developing, approving, and updating
berkelanjutan. Selain itu, Direksi dan Dewan Komisaris sustainability strategies and targets. In addition, the
terlibat aktif dalam mengidentifikasi dan mengelola Directors and the Board of Commissioners actively
dampak LST yang selanjutnya ditinjau dan dievaluasi participate in identifying and managing ESG impacts,
bersama para pemangku kepentingan terkait. [2-12, 2-14, which are subsequently reviewed and evaluated with
2-18] relevant stakeholders. [2-12, 2-14, 2-18]
Penilaian Risiko atas Penerapan Keberlanjutan [E.3]
Sustainability Risk Assessment
Perseroan secara berkala melakukan identifikasi risiko The Company regularly identifies risks across all
pada seluruh aktivitas bisnis yang berkaitan dengan business activities related to economic, environmental,
aspek ekonomi, lingkungan, dan sosial, khususnya pada and social aspects, particularly in travel services and
kegiatan layanan perjalanan wisata dan pengelolaan travel retail store management. The Identified risks
toko ritel perjalanan. Risiko yang teridentifikasi include operational, compliance, and market risks,
meliputi risiko operasional, kepatuhan, dan pasar, which are measured, monitored, and controlled by the
yang selanjutnya diukur, dipantau, dan dikendalikan respective Division Heads according to their authority
oleh masing-masing Kepala Divisi sesuai dengan and responsibilities. The Board of Commissioners and
kewenangan dan tanggung jawabnya. Dewan Komisaris the Directors conduct periodic evaluations through
dan Direksi melakukan evaluasi secara periodik melalui management and oversight meetings to ensure effective
rapat manajemen dan pengawasan guna memastikan risk management across all business units.
efektivitas penerapan manajemen risiko di seluruh unit
kerja.
Pengembangan Kompetensi Terkait Keberlanjutan [E.2][2-17]
Sustainability Competency Development
Perseroan secara berkelanjutan meningkatkan kinerja The Company continuously enhances the sustainability
keberlanjutan melalui program pengembangan performance through competency development
kompetensi bagi anggota badan tata kelola dan programs for governance body members and employees.
karyawan. Sepanjang 2025, sebanyak 1.730 karyawan In 2025, a total of 1,730 employees participated in both
telah mengikuti pelatihan secara daring dan luring. online and in-person training.
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Kebijakan Nominasi dan Remunerasi Dewan Komisaris dan
Direksi [2-10, 2-19, 2-20, 2-21]
Nomination and Remuneration Policy for the Board of Commissioners and Directors
Perseroan menunjuk Komite Nominasi dan Remunerasi The Company appoints a Nomination and Remuneration
yang bertanggung jawab kepada Dewan Komisaris Committee that reports to the Board of Commissioners
dalam penyusunan kebijakan nominasi dan remunerasi in drafting nomination and remuneration policies for the
bagi Dewan Komisaris dan Direksi. Proses nominasi dan Board of Commissioners and Directors. The nomination
penetapan remunerasi tersebut disampaikan kepada and remuneration process is submitted to shareholders
pemegang saham melalui Rapat Umum Pemegang through the General Meeting of Shareholders (GMS).
Saham (RUPS). Informasi mengenai mekanisme Information regarding the nomination and remuneration
nominasi dan remunerasi diungkapkan secara mechanism is disclosed transparently in the Company’s
transparan dalam Laporan Tahunan Perseroan 2025. 2025 Annual Report.
Menghindari Benturan Kepentingan [2-11, 2-15]
Avoiding Conflicts of Interest
Perseroan menerapkan pengendalian untuk mencegah The Company implements controls to prevent conflicts of
terjadinya benturan kepentingan melalui penerapan interest through the application of professionalism and
prinsip profesionalitas dan integritas oleh seluruh integrity by all officials, from the Board of Commissioners,
pejabat, mulai dari Dewan Komisaris, Direksi, Kepala Directors, Division Heads, to the managerial level. The
Unit Kerja, hingga jajaran manajerial. Perseroan juga Company also ensures that the Chair of the highest
memastikan bahwa Ketua organ tata kelola tertinggi governance body does not concurrently hold a senior
tidak merangkap jabatan sebagai eksekutif senior executive position. Until the end of 2025, no conflicts of
di Perseroan. Hingga akhir 2025, Perseroan tidak interest involving the Board of Commissioners or Directors
mencatat adanya peristiwa benturan kepentingan yang were recorded.
melibatkan Dewan Komisaris maupun Direksi.
Tindak Lanjut Pengaduan [2-26]
Follow-up on Complaints
Perseroan menerapkan sistem pelaporan pelanggaran The Company operates a Whistleblowing System (WBS)
(Whistleblowing System/WBS) yang terhubung which directly linked to the Internal Audit Unit to maintain
langsung dengan Unit Audit Internal untuk menjaga integrity and reinforce an ethical culture. This system
integritas dan memperkuat budaya etika. Sistem ini allows stakeholders to report alleged violations of ethical
menyediakan sarana bagi pemangku kepentingan principles, governance, and applicable regulations.
untuk melaporkan dugaan pelanggaran terhadap Each report is followed up through an investigation
prinsip etika, tata kelola, dan ketentuan yang berlaku. process, internally or with independent external parties if
Setiap laporan ditindaklanjuti melalui proses investigasi necessary. During the reporting period, the Company did
sesuai prosedur, baik secara internal maupun dengan not receive any complaints or reports of violations.
melibatkan pihak eksternal yang independen apabila
diperlukan. Sepanjang periode pelaporan, Perseroan
tidak menerima pengaduan atau laporan pelanggaran.
Pelapor dapat menyampaikan pengaduan secara anonim melalui media elektronik sebagai berikut:
Whistleblowers can submit anonymous complaints electronically through:
Surat Elektronik | E-mail: sonatopas@stti.co.id
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Menerapkan dan Membangun Kode Etik [2-16, 2-23, 2-24]
Implementing and Upholding the Code of Conduct
Perseroan menetapkan Kode Etik sebagai kebijakan The Company establishes a written Code of Conduct as a
tertulis yang menjadi pedoman perilaku bagi seluruh guideline for employee behavior in conducting business
karyawan dalam menjalankan kegiatan usaha dan activities and decision-making. The Code covers integrity,
pengambilan keputusan. Kode Etik mencakup prinsip compliance with regulations, and professional behavior
integritas, kepatuhan terhadap peraturan, dan perilaku and applies to all units without exception.
profesional, serta berlaku bagi seluruh unit kerja tanpa
pengecualian.
Penanaman dan penerapan Kode Etik dilakukan melalui Implementation of the Code is regularly socialized to
sosialisasi berkala kepada karyawan, baik pada saat employees, both during onboarding and throughout
awal bekerja maupun selama masa kerja, melalui employment, via internal communication channels
media komunikasi internal dan pertemuan kerja. and meetings. Any indication of violations is reported
Setiap indikasi pelanggaran Kode Etik dilaporkan dan and addressed by the Human Resources Department
ditangani oleh Departemen Sumber Daya Manusia through review and investigation procedures. Material
melalui proses penelaahan dan investigasi sesuai issues, including significant violations or those potentially
prosedur yang berlaku. Isu atau temuan yang bersifat impacting the Company, are submitted to the Directors
material, termasuk pelanggaran signifikan atau and Board of Commissioners for follow-up. Sanctions
berpotensi menimbulkan dampak terhadap Perseroan, are imposed for proven violations, and outcomes are
disampaikan kepada Direksi dan Dewan Komisaris communicated to relevant parties. In 2025, no Code of
sebagai badan tata kelola tertinggi untuk ditindaklanjuti. Conduct violations were recorded.
Perseroan menjatuhkan sanksi atas pelanggaran yang
terbukti serta menyampaikan hasil penanganannya
kepada pihak terkait. Sepanjang 2025, Perseroan tidak
mencatat adanya kasus pelanggaran Kode Etik.
Kebijakan Antikorupsi
Anti-Corruption Policy
Perseroan menerapkan kebijakan antikorupsi yang The Company enforces an anti-corruption policy outlined
tercantum dalam Kode Etik sebagai pedoman perilaku in the Code of Conduct as a behavioral guideline for
seluruh insan Perseroan. Kebijakan tersebut didukung all personnel. The policy is supported by compliance
dengan penerapan prosedur kepatuhan terhadap procedures with applicable laws and active participation
peraturan perundang-undangan serta partisipasi in government efforts to prevent and combat corruption.
aktif Perseroan dalam mendukung upaya Pemerintah
Indonesia untuk mencegah dan memberantas praktik
korupsi.
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Sebagai bagian dari penerapan kebijakan tersebut, As part of this policy, the Company periodically identifies
Perseroan secara berkala melakukan identifikasi and assesses corruption risks in business activities with
dan penilaian risiko korupsi pada aktivitas bisnis potential exposure, including procurement, collaboration
yang memiliki potensi risiko, termasuk pada proses with business partners, and financial transactions. Risk
pengadaan, kerja sama dengan mitra usaha, dan assessment is conducted by the relevant management
pengelolaan transaksi keuangan. Penilaian risiko and serves as a basis for internal controls, approval
dilakukan oleh manajemen terkait dan menjadi dasar mechanisms, and operational supervision. Until the end
dalam penetapan pengendalian internal, mekanisme of 2025, no significant findings related to corruption risks
persetujuan, serta pengawasan operasional. Hingga with material impact were reported. [205-1, 205-3]
akhir 2025, tidak terdapat temuan signifikan terkait risiko
korupsi yang berdampak material terhadap kegiatan
usaha Perseroan. [205-1, 205-3]
Memberikan Pelatihan dan Sosialisasi Antikorupsi [205-2]
Anti-Corruption Training and Socialization
Perseroan melaksanakan sosialisasi antikorupsi secara The Company conducts regular anti-corruption
berkala sebagai bagian dari sistem pengendalian socialization as part of internal control and risk
internal dan manajemen risiko. Program ini bertujuan management. This program aims to enhance
untuk meningkatkan pemahaman dan kesadaran understanding and awareness among all parties
seluruh pihak agar menjalankan kegiatan usaha secara to conduct business ethically, transparently, and in
etis, transparan, serta sesuai dengan ketentuan hukum compliance with applicable laws.
yang berlaku.
Sepanjang 2025, sosialisasi antikorupsi menjangkau In 2025, anti-corruption socialization reached 316
316 peserta atau setara dengan 100% dari total pihak participants, covering 100% of targeted personnel,
yang menjadi sasaran program. Kegiatan ini mencakup including governance body members, employees across
anggota badan tata kelola, karyawan lintas fungsi dan functions and levels, and business partners. Mechanisms
jabatan, serta mitra usaha yang bekerja sama dengan include:
Perseroan, dengan mekanisme sebagai berikut:
• Bagi Anggota badan tata kelola, sosialisasi antikorupsi • For members of the governance body, anti-corruption
dilakukan dalam bentuk pelatihan antikorupsi secara socialization is conducted through anti-corruption
daring dan luring. training delivered both online and offline.
• Bagi karyawan, sosialisasi antikorupsi dilakukan pada • For employees, anti-corruption socialization is
tahap penandatanganan Perjanjian Kerja Bersama. conducted during the signing of the Collective Labor
Agreement.
• Bagi mitra usaha, Perseroan menyampaikan ketentuan • For business partners, the Company communicates
dan prinsip antikorupsi dalam proses kerja sama, anti-corruption provisions and principles in the
termasuk melalui pencantuman klausul integritas course of cooperation, including through the inclusion
dalam perjanjian kerja sama sesuai dengan ketentuan of integrity clauses in cooperation agreements in
yang berlaku. [205-2] accordance with applicable regulations. [205-2]
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Upaya Membangun Budaya Keberlanjutan [F.1]
Efforts to Build a Sustainability Culture
Perseroan mengikutsertakan seluruh karyawan dalam The Company engages all employees in fostering a
membangun budaya keberlanjutan, seperti budaya sustainability culture, promoting mutual respect to
saling menghargai perbedaan kepada seluruh karyawan enhance collaboration. A positive work environment
agar dapat bekerja sama dengan erat. Perseroan encourages employees to act with integrity.
meyakini, dengan menciptakan lingkungan kerja yang
positif maka berdampak kepada setiap karyawan untuk
bekerja dengan penuh integritas.
Perseroan melibatkan masyarakat lokal melalui The Company involves local communities by empowering
pemberdayaan pemasok setempat di wilayah local suppliers in key operational areas. Priority is given
operasional utama. Perseroan memprioritaskan to local suppliers, providing training, development,
pemasok lokal dalam rantai pasok dan memberikan and education on product selection, specification
pelatihan, pengembangan, serta edukasi. Materi yang adjustments for domestic and international markets,
diberikan meliputi pemilihan produk yang sesuai dengan and improvement of product quality, packaging, and
kebutuhan pasar, penyesuaian spesifikasi produk untuk presentation. These efforts indirectly boost the local
pasar domestik dan internasional, serta peningkatan economy, expand market access, and strengthen
kualitas, kemasan, dan presentasi produk agar memenuhi community economic activity around the Company’s
standar pasar domestik dan internasional serta memiliki operational areas. [203-2, 204-1, 413-1]
daya saing yang memadai. Kegiatan ini memberikan
dampak ekonomi tidak langsung berupa peningkatan
kapasitas usaha pemasok lokal, perluasan akses pasar,
serta penguatan aktivitas ekonomi masyarakat di sekitar
wilayah operasional Perseroan. [203-2, 204-1, 413-1]
Hubungan dengan Pemangku Kepentingan [E.4][2-29]
Stakeholder Engagement
Perseroan belum melakukan pemetaan pemangku The Company has not conducted a formal stakeholder
kepentingan. Namun demikian kami mengidentifikasi mapping. However, stakeholders are identified based on
pemangku kepentingan berdasarkan hubungan established relationships, which are mutually influential
yang terbangun di antara pihak-pihak yang saling in decision-making and achievement of the Company’s
memengaruhi dalam proses pengambilan keputusan objectives. Engagement is carried out through various
dan pencapaian tujuan Perseroan. Pelibatan pemangku forums and mechanisms with an approach to meet
kepentingan dilakukan melalui berbagai forum maupun needs and provide solutions for complaints raised by
mekanisme dengan pendekatan pemenuhan kebutuhan stakeholders, based on local context analysis.
serta memberikan alternatif penyelesaian keluhan
yang disampaikan setiap pemangku kepentingan
berdasarkan analisis konteks lokal.
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PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 59
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Pelibatan Pemangku Kepentingan
Stakeholder Engagement
Pemegang saham
Shareholder
Topik • Pembagian dividen • Dividend distribution
Topics • Perkembangan, dan kemampuan • Developments, and the Company’s
Perseroan untuk tetap bertahan ability to survive and generate
dan menghasilkan nilai di masa value in the future
depan
• Tata kelola Perusahaan • Good Corporate Governance
Metode Pelibatan dan Frekuensi • RUPS • GMS
Methods and Frequency • RUPS Luar Biasa • EGMS
• Mengadakan RUPS untuk • Organizing a GMS to decide on
Respons Perseroan
penentuan dividen dividends
Company’s Response
• Menyampaikan hasil kinerja • Reporting the Company’s
perkembangan Perseroan melalui performance progress through
berbagai media dan publikasi different media and publications
• Menjalankan praktik GCG dan • Adopting GCG practices, evaluated
dievaluasi setiap 6 bulan sekali every 6 months by the Audit
yang dilakukan oleh Komite Audit Committee
Pemerintah
Government
Topik • Pembayaran pajak • Tax Payment
Topics • Kepatuhan atas semua peraturan • Compliance with all regulations
Metode Pelibatan dan Frekuensi • Pertemuan antara regulator dengan • Meetings between regulators
Methods and Frequency Perseroan untuk membahas and the Company to discuss
pemenuhan terhadap peraturan compliance with prevailing
yang berlaku. Pertemuan dilakukan regulations. The meetings were
sesuai kebutuhan organized as needed
• Menyampaikan pelaporan dan • Paying taxes and submitting tax
Respons Perseroan
membayar pajak reports
Company’s Response
• Memastikan kepatuhan atas • Ensuring compliance with all
semua peraturan di bawah regulations with supervision from
pengawasan Komite Audit the Audit Committee
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60 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Pemasok lokal
Local suppliers
Topik • Kualitas produk dan desain produk • Products’ quality and design
Topics • Pengelolaan limbah sisa produksi • Production waste management
• Kerja sama dalam jangka waktu • Long-term cooperation
panjang
Metode Pelibatan dan Frekuensi • Kunjungan rutin ke pemasok lokal • Regular visits to local suppliers, at
Methods and Frequency setiap minimal 1 tahun sekali untuk least once a year, to ensure the
memastikan kualitas produk dan quality of the products and waste
pengelolaan limbah sesuai dengan management compliance with
standar kualitas yang ditetapkan the standard quality set by the
Perseroan Company
• Memberikan pelatihan untuk • Providing training to improve
Respons Perseroan
meningkatkan kualitas produk dan the quality of the products and
Company’s Response
kemasan packaging
• Melakukan praktik kerja sama • Fostering close cooperation
dengan baik
Pelanggan
Customers
Topik
• Kualitas produk dan layanan • Products and services’ quality
Topics
Metode Pelibatan dan Frekuensi • Menjaga hubungan baik dengan • Maintaining good relationships
Methods and Frequency seluruh pelanggan dan melakukan with all customers and organizing
pertemuan sesuai kebutuhan gatherings as needed
• Melakukan evaluasi produk dan • Evaluating products and services
layanan melalui survei yang through a survey carried out once a
dilakukan 1 tahun sekali year
• Mengembangkan promosi di • Doing promotions through digital
media digital berupa facebook, media, including Facebook,
instagram, juga situs web yang Instagram, and websites
dapat diakses secara langsung, immediately accessible to get
untuk mendapatkan umpan balik feedback from customers
dari pelanggan
• Melakukan inovasi untuk • Designing innovations for product
Respons Perseroan
pengembangan produk dan and service developments
Company’s Response
layanan
• Mengambil tindakan korektif • Taking corrective measures based
berdasarkan hasil survei dan on survey results and feedback
umpan balik dari pelanggan from customers
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Karyawan
Employees
• Pemberian remunerasi dan • Providing remuneration and
Topik
penghargaan recognition
Topics
• Pemberian pelatihan • Providing training
• Penerapan K3 • Implementing occupational health
and safety (OHS)
• Kesejahteraan karyawan • Promoting employee welfare
• Pengumuman rencana kerja dan • Announcing future work plans and
strategi usaha kedepannya business strategies
Metode Pelibatan dan Frekuensi • Melakukan pertemuan secara berkala • Organizing monthly meetings and
Methods and Frequency setiap 1 bulan sekali serta Town Hall Town Hall meetings once a month
meeting tiga bulan sekali untuk and once every three months,
membahas jumlah capaian, evaluasi respectively to discuss achievements,
kinerja, dan rencana operasional performance evaluation, and
lainnya operational planning
• Perseroan mengadakan beberapa • Organizing competitions and
perlombaan dan kegiatan (company company gathering on the
gathering) dalam rangka peringatan Company’s anniversary day and
ulang tahun Perseroan dan Hari Indonesia’s Independence Day
Kemerdekaan Republik Indonesia
• Mengadakan General Briefing setiap • Organizing monthly general briefings
1 bulan sekali untuk memberikan to appreciate employees for their
apresiasi dan capaian tertentu kepada achievements
karyawan
• Menyediakan fasilitas beserta • Providing OHS facilities and guidelines
pedoman penggunaan fasilitas K3 on how to use them in the Company’s
pada seluruh lokasi gerai maupun outlets and offices
kantor tempat seluruh kegiatan
Perseroan dijalankan
• Pemberian remunerasi yang sesuai • Giving remuneration according to
Respons Perseroan
dengan peraturan pemerintah government regulations
Company’s Response
• Pemilihan karyawan teladan dan • Selecting model employees and
pemberian penghargaan masa kerja rewarding employees with work
tertentu duration exceeding a certain period of
time
• Memberikan pelatihan kepada • Providing employees with training
karyawan
• Menerapkan dan menyediakan • Enforcing the OHS protocols and
fasilitas K3 providing OHS facilities
• Penyediaan fasilitas kesejahteraan • Providing employees with welfare
melalui Badan Penyelenggara facilities through the Social Security
Jaminan Sosial (BPJS) Kesehatan dan Administrators for Health and
BPJS Ketenagakerjaan Employment (BPJS Kesehatan and BPJS
Ketenagakerjaan)
• Pelaksanaan town hall triwulanan • Organizing Town Hall meetings
untuk membahas capaian kinerja quarterly to discuss the previous
operasional pada periode sebelumnya period’s operational performance
serta rencana dan target kinerja achievements and the targets for the
operasional pada periode berikutnya next period
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62 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Masyarakat
Communities
Topik • Pemberdayaan masyarakat • Community empowerment
Topics • Penciptaan lapangan kerja • Job creation
• Kebutuhan bantuan pendidikan • Support for education and
dan kesehatan healthcare
Metode Pelibatan dan Frekuensi • Melakukan pertemuan dalam • Organizing meetings during social
Methods and Frequency kegiatan-kegiatan sosial minimal 1 activities at least once a year
tahun sekali
• Memberikan bantuan sesuai • Providing support as needed by the
kebutuhan masyarakat communities
• Melakukan keterlibatan langsung • Engaging directly with the
dengan masyarakat melalui communities through CSR activities
kegiatan TJSL
• Melaksanakan program • Implementing community
Respons Perseroan
pemberdayaan masyarakat empowerment programs
Company’s Response
• Membuka kesempatan kerja • Creating jobs
• Memberikan bantuan pendidikan • Providing educational and training
dan pelatihan support
• Menyelenggarakan berbagai • Organizing relationship building
aktivitas kebersamaan activities
Permasalahan Terhadap Penerapan Berkelanjutan [E.5]
Challenges in Implementing Sustainability
Perseroan menempatkan peningkatan kinerja ekonomi The Company prioritizes improving economic
sebagai fokus utama dalam menghadapi dinamika performance as its main focus to manage business
usaha. Sepanjang 2025, Perseroan menghadapi dynamics. Throughout 2025, the Company faced
tantangan berupa tekanan ekonomi global akibat challenges due to global economic pressures stemming
konflik geopolitik serta perang dagang antara Amerika from geopolitical conflicts and trade tensions between
Serikat dan Tiongkok dan negara lain. Inflasi, kenaikan the United States, China, and other countries. Inflation,
suku bunga, dan peningkatan harga kebutuhan pokok rising interest rates, and higher prices for basic goods
menurunkan daya beli masyarakat serta memengaruhi reduced consumer purchasing power and affected
tingkat kepercayaan wisatawan. Kondisi tersebut tourist confidence. These conditions impacted shopping
berdampak pada perubahan pola belanja serta belum patterns and contributed to fluctuating tourist arrivals at
stabilnya jumlah kunjungan wisatawan di bandara yang the airports where the Company operates.
menjadi lokasi operasional Perseroan.
Perubahan demografi dan dinamika perilaku Changes in demographics and evolving tourist
wisatawan menuntut Perseroan untuk lebih adaptif behavior require the Company to be more adaptive
dalam memahami kebutuhan pelanggan yang terus in understanding customer needs. In response, the
berkembang. Perseroan merespons kondisi tersebut Company strengthened its business growth strategy by
dengan memperkuat strategi pertumbuhan usaha optimizing sales channels at operational locations. The
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PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 63
Page 64
melalui optimalisasi kanal penjualan di lokasi operasional. Company actively participated in tenders to manage
Perseroan secara aktif mengikuti tender pengelolaan stores at various airports in Indonesia, particularly in the
toko di berbagai bandara di Indonesia khususnya travel retail segment. Collaborations with airlines, brand
segmen ritel perjalanan. Perseroan juga meningkatkan owners, and business partners were also enhanced to
kolaborasi dengan maskapai penerbangan, pemilik increase store appeal and drive customer visits and
merek, dan mitra usaha untuk memperkuat daya tarik transactions at airport locations.
toko serta mendorong peningkatan kunjungan dan
transaksi pelanggan di area bandara.
Perseroan melengkapi strategi tersebut melalui The Company reinforced this strategy with a customer-
penguatan pendekatan berbasis pelanggan. Perseroan centric approach. Regular analyses were conducted to
melakukan analisis berkala untuk mengidentifikasi identify customer preferences and needs, ensure the
preferensi dan kebutuhan pelanggan, memastikan availability of key products in each store, and adjust
ketersediaan produk unggulan di setiap toko, serta product displays to be more attractive and relevant.
menyesuaikan tampilan produk agar lebih menarik dan Customer interactions were intensified and personalized
relevan. Perseroan juga meningkatkan interaksi yang to enhance the shopping experience.
lebih intens dan personal dengan pelanggan guna
memperkuat pengalaman berbelanja.
Perseroan menghadapi tantangan dalam memastikan The Company faced challenges in providing equitable
pelayanan yang setara bagi pelanggan di berbagai service to customers across different regions with
wilayah yang memiliki karakteristik dan preferensi diverse characteristics and preferences. To address this,
berbeda. Untuk menjawab kebutuhan tersebut, Perseroan the Company strengthened human resources capacity
meningkatkan kapasitas sumber daya manusia melalui through training and skill development for sales staff,
pelatihan dan pengembangan keterampilan bagi aiming to improve service standards and the quality of
tenaga penjual guna memperkuat standar layanan customer interactions.
serta kualitas interaksi dengan pelanggan.
Upaya tersebut membuka peluang bagi Perseroan, These efforts create opportunities for the Company
untuk memperkuat posisi pasar melalui peningkatan to strengthen its market position by increasing brand
pengenalan merek, penggalian wawasan konsumen, recognition, gathering consumer insights, and developing
serta pengembangan pengalaman belanja yang shopping experiences aligned with customer needs. The
relevan dengan kebutuhan pelanggan. Perseroan Company also improved transparency in information
juga meningkatkan transparansi dalam penyampaian delivery and ensured that processes and business
informasi serta memastikan kesesuaian proses dan practices comply with applicable standards. Through
praktik usaha dengan standar yang berlaku. Melalui these measures, the Company strives to turn challenges
langkah tersebut, Perseroan berupaya mengubah into opportunities for sustainable business growth.
tantangan menjadi peluang pertumbuhan usaha yang
berkelanjutan.
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64 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Kinerja Ekonomi untuk Ketahanan Perseroan
Economic Performance for Company Resilience
Perseroan menjaga nilai ekonomi melalui penguatan The Company maintains economic value by
integritas rantai pasokan dan pengelolaan struktur strengthening supply chain integrity and efficiently
biaya secara efisien. Pendekatan tersebut mendukung managing cost structures. This approach supports the
pertumbuhan ekonomi perusahaan yang tercermin Company’s economic growth, which is evident in job
pada penciptaan kesempatan kerja, dukungan creation, support for entrepreneurial activities, increased
terhadap kegiatan wirausaha, peningkatan kontribusi tax contributions to the government, and distribution
pajak kepada negara, serta distribusi nilai ekonomi of economic value to stakeholders. All economic value
kepada para pemangku kepentingan. Seluruh informasi information presented refers to the Company’s audited
nilai ekonomi yang disajikan merujuk pada Laporan Consolidated Financial Statements.
Keuangan Konsolidasian Perseroan yang telah diaudit.
Hingga akhir periode pelaporan, Perseroan belum By the end of the reporting period, the Company did not
memiliki portofolio pembiayaan maupun investasi hold financing or investment portfolios in sustainable
pada proyek atau instrumen keuangan berkelanjutan. projects or financial instruments. Nonetheless, planned
Meskipun demikian, rencana ekspansi toko di lokasi baru store expansions at new locations have incorporated
telah mempertimbangkan aspek ekonomi, lingkungan, economic, environmental, and social considerations in
dan sosial dalam proses perencanaan dan pengambilan the planning and decision-making processes. [F.3]
keputusan. [F.3]
Perbandingan Target dan Kinerja Ekonomi (Rp Juta) [F.2]
Economic performance Target and Realization (Rp Million)
2025 2024 2023
Uraian
Description Realisasi Realisasi Realisasi
Target Target Target
Realization Realization Realization
Pendapatan Usaha
822.518 899.788 789.733 851.002 693.793 707.805
Revenues
Laba Bruto
437.418 493.526 384.532 426.409 347.573 380.934
Gross Profit
Laba (Rugi) Tahun
Berjalan
41.744 89.100 (2.528) 38.572 (27.588) (9.912)
Profit (Loss) for the
Year
Pada 2025, pendapatan Perseroan Rp899.788 juta naik In 2025, the Company’s revenue reached Rp899,788
sebesar Rp48.786 juta, atau 5,73% dibandingkan tahun million, an increase of Rp48,786 million, or 5.73%, compared
2024 sebesar Rp851.002 juta. Adanya peningkatan ini to Rp851,002 million in 2024. This increase was driven by
dikarenakan adanya pembukaan beberapa toko baru the opening of several new stores, which contributed
yang meningkatkan penjualan Perseroan dan efektivitas to higher sales and reflected the effectiveness of the
strategi Perseroan. Company’s strategies.
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PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 65
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Nilai Ekonomi yang Dihasilkan dan Didistribusikan (Rp Juta) [201-1]
Economic Value Generated and Distributed (Rp Million)
Uraian
2025 2024 2023
Description
I. Nilai Ekonomi Langsung yang Dihasilkan
I. Direct Economic Value Generated
Pendapatan Usaha
Revenues
Barang Ritel Perjalanan*
899.380 850.531 707.181
Travel Ritel Goods*
Usaha Perjalanan
408 471 624
Travel
Penghasilan Lain-Lain - Bersih
13.314 11.044 2.886
Other Income - Net
Total Nilai Ekonomi Langsung yang Dihasilkan
913.102 862.046 710.691
Total Direct Economic Value Generated
II. Nilai Ekonomi yang Didistribusikan
II. Economic Value Distributed
Beban Pokok Penjualan
Cost of Sales
Barang Ritel Perjalanan*
406.262 424.593 326.871
Travel Ritel Goods*
Beban Usaha, termasuk Beban Personalia (Gaji dan Tunjangan
Karyawan)
389.467 389.879 357.316
Operating Expenses, including Personnel Expenses (Salary and
Employee Benefits)
Pengeluaran untuk Pemerintah berupa Pajak Penghasilan dan
Pajak Final* 26.568 28.787 6.260
Payment to Government as Corporate Income Tax and Final Tax*
Realisasi Dana TJSL (Pengeluaran untuk Masyarakat)
63 61 70
Realization of CSR funds (Social Expenditure)
Total Nilai Ekonomi yang Didistribusikan
822.360 843.320 690.517
Total Economic Value Distributed
III. Nilai Ekonomi yang Ditahan
III. Economic Value Retained
Selisih antara Nilai Ekonomi Langsung yang Dihasilkan dan Nilai
Ekonomi yang Didistribusikan
90.742 18.726 20.174
Difference between Direct Economic Value Generated and
Economic Value Distributed
Keterangan:
*Data tahun 2023 dan 2024 disajikan kembali untuk menyesuaikan klasifikasi tahun 2025. [2-4]
Note:
*The data for 2023 and 2024 have been restatement to align with the 2025 classification. [2-4]
Laporan Keberlanjutan
66 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
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Selama 2025, Perseroan belum melakukan penilaian During 2025, the Company did not conduct any
terhadap risiko maupun peluang yang berpotensi assessment of risks or opportunities that could potentially
menimbulkan implikasi finansial akibat perubahan iklim. have financial implications due to climate change. In
Pada periode yang sama, Perseroan juga tidak menerima the same period, the Company also did not receive any
bantuan finansial dari pemerintah dalam menjalankan financial assistance from the government to support its
kegiatan operasional. [201-2, 201-4] operational activities. [201-2, 201-4]
Pemasok [2-6]
Suppliers
Perseroan mengelola rantai pasok secara bertanggung The Company manages its supply chain responsibly
jawab dengan memastikan kepatuhan terhadap by ensuring compliance with regulations and product
peraturan dan standar kualitas produk. Perseroan quality standards. The Company requires all suppliers to
mewajibkan setiap pemasok memenuhi ketentuan comply with applicable regulations, including obtaining
yang berlaku, termasuk memiliki izin edar dari BPOM, marketing authorization from BPOM, Halal Certification,
Sertifikat Halal, dan izin Pangan Industri Rumah Tangga and Home Industry Food (PIRT) permits according to the
(PIRT) sesuai kategori produk. Setiap produk juga harus product category. Each product must also clearly and
mencantumkan merek dagang, komposisi bahan baku, accurately display the brand, ingredient composition,
serta tanggal kedaluwarsa secara jelas dan akurat. and expiration date.
Sepanjang tahun pelaporan, Perseroan bekerja sama Throughout the reporting year, the Company collaborated
dengan total 408 pemasok yang berasal dari tingkat with a total of 408 suppliers at local, national, and
lokal, nasional, dan internasional, dengan mayoritas international levels, with the majority being local and
pemasok merupakan pemasok lokal dan nasional national suppliers at 97.55%. All partnerships are based
sebanyak 97,55%. Seluruh kemitraan tersebut dilandasi on operational standards and joint policies to maintain
oleh standar operasional dan kebijakan bersama guna the integrity of the supply chain.
menjaga integritas rantai pasokan.
Pasokan Barang
Supply of Goods
Tahun Jumlah Pemasok Nilai (Rp Juta)
Year Total Suppliers Value (Rp million)
2025 408 420.480
2024 349 349.003
2023 366 363.801
Komposisi Pemasok Tahun 2025
Supplier Composition in 2025
Uraian Jumlah Pemasok Persentase (%)
Description Total Suppliers Percentage (%)
Pemasok Lokal | Local Suppliers 146 35,78
Pemasok Nasional | National Suppliers 252 61,77
Pemasok Internasional | International Suppliers 10 2,45
Jumlah | Total 408 100,00
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PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 67
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Surat Pernyataan Anggota Dewan Komisaris dan Direksi
tentang Tanggung Jawab atas Laporan Keberlanjutan
2025 PT Sona Topas Tourism Industry Tbk
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Keberlanjutan PT Sona
Topas Tourism Industry Tbk tahun 2025 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi
Laporan Keberlanjutan Perseroan. Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta, 22 April 2026
Dewan Komisaris
Board of Commissioners
Jonathan Tahir John L Sigalos
Presiden Komisaris Wakil Presiden Komisaris
President Commissioner Vice President Commissioner
Kevin Quoc Hong Ronald Kumalaputra
Komisaris | Commissioner Komisaris | Commissioner
Godman Hianglin Gn Drs. Dai Bachtiar, S.H
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
Laporan Keberlanjutan
68 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
Page 69
Responsibility Statement
Responsibility Statement of the Board of
of Commissioners
Commissioners and Directors for
the
2024 Responsibility
Sustainability Report
Sustainability Statement
2024
Report of PT
of PT of
Sona the
Sona Board
Topas
Topas of Commissioners
Tourism
Tourism Tbk
IndustryTbk
Industry
and Directors for 2025 Sustainability Report of
PT Sona
We, the undersigned, Topas
hereby declare Tourism
that all information inIndustry
the Sustainability
2024 Tbk
Report
Sustainability 2024
Report of PTofSona
PT Sona Topas
Topas Tourism
Tourism Industry
Industry Tbk Tbk
has
beenbeen
has disclosed
disclosed andand
we we
areare solely
solely responsible forfor
responsible thethe accuracy
accuracy of of
allallthe
thecontents
contentsofofthe
theSustainability
SustainabilityReport.
Report. This
This statement has
been made truthfully.
We, the undersigned, hereby declare that all information in 2025 Sustainability Report of PT Sona Topas Tourism Industry
Tbk has been disclosed and we are solely responsible for the accuracy of all the contents of the Sustainability Report. This
statement has been made truthfully. Jakarta, 30 April 2025
DIREKSI
DIRECTORS
Jakarta, 22 April 2026
Direksi
Directors
Ir. Wong Budi Setiawan Wei Lawrence Lai
Presiden Direktur Wakil Presiden Direktur
Ir. Wong
President Budi Setiawan
Director WeiPresident
Vice Lawrence Lai
Director
Presiden Direktur Wakil Presiden Direktur
President Director Vice President Director
Milan Rabold Vinay Lamba
Milan Rabold Vinay Lamba
Direktur Direktur
Direktur | Director Direktur | Director
Director Director
Harry Wangidjaja
VictoriaVictoria
Tahir Tahir Harry Wangidjaja
Direktur | Director Direktur | Director
Direktur Direktur
Director Director
Laporan Keberlanjutan
PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 69
Page 70
Referensi POJK 51/POJK.03/2017 dan
Indeks Isi Standar GRI 2021 [G.4]
Reference POJK 51/POJK.03/2017 and GRI Standard
Content Index 2021
Referensi POJK No.51/POJK/03/2017 dan SEOJK No. 16/SEOJK/04/2021
POJK No.51/POJK/03/2017 and SEOJK No. 16/SEOJK/04/2021 References
Indikator Halaman
No.
Indicators Page(s)
Strategi Keberlanjutan
Sustainability Strategy
Penjelasan Strategi Keberlanjutan
A.1 18-19
Elaboration on Sustainability Strategy
Ikhtisar Kinerja Aspek Keberlanjutan
Summary of Sustainability Aspect Performance
Aspek Ekonomi
B.1 14
Economic Aspects
Aspek Lingkungan Hidup
B.2 15
Environmental Aspects
Aspek Sosial
B.3 16-17
Social Aspects
Profil Perusahaan
Company Profile
Visi, Misi, dan Nilai Keberlanjutan
C.1 28
Vision, Mission, and Values of Sustainability
Alamat Perusahaan
C.2 30
Company's Address
Skala Usaha
C.3 31, 32, 33
Enterprise Scale
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
C.4 28, 32
Products, Services, and Business Activities
Keanggotaan pada Asosiasi
C.5 30
Membership in Association
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 30
Significant Changes in Issuers and Public Companies
Penjelasan Direksi
Directors' Explanation
Penjelasan Direksi
D.1 22-27
Directors' Explanation
Laporan Keberlanjutan
70 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
Page 71
Indikator Halaman
No.
Indicators Page(s)
Tata Kelola Keberlanjutan
Sustainability Governance
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1 54
Responsible for Implementing Sustainable Finance
Pengembangan Kompetensi Terkait Keuangan Berkelanjutan
E.2 55
Competency Development Related to Sustainable Finance
Penilaian Risiko atas Penerapan Keuangan Berkelanjutan
E.3 54, 55
Risk Assessment of the Implementation of Sustainable Finance
Hubungan dengan Pemangku Kepentingan
E.4 59-63
Relations with Stakeholders
Permasalahan terhadap Penerapan Keuangan Berkelanjutan
E.5 63
Problems with the Implementation of Sustainable Finance
Kinerja Keberlanjutan
Sustainability Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 59
Sustainable Culture Development Activities
Kinerja Ekonomi
Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi,
Pendapatan dan Laba Rugi
F.2 65
Comparison of targets to performance of production, portfolio, financing targets, or investments,
revenue as well as profit and loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen
Keuangan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 65
Comparison of target to performance of portfolio, financing target, or investments in financial
instruments or projects in line with the implementation of Sustainable Finance
Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum
General Aspect
Biaya Lingkungan Hidup
F.4 38
Environmental Costs
Aspek Material
Material Aspect
Penggunaan Material yang Ramah Lingkungan
F.5 42
Use of Environmentally Friendly Materials
Laporan Keberlanjutan
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Page 72
Indikator Halaman
No.
Indicators Page(s)
Aspek Energi
Energy Aspect
Jumlah dan Intensitas Energi yang Digunakan
F.6 39
Amount and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 39
Efforts and Achievements of Energy Efficiency and Use of Renewable Energy
Aspek Air
Water Aspect
Penggunaan Air
F.8 40
Water Usage
Aspek Keanekaragaman Hayati
Aspects of Biodiversity
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki
Keanekaragaman Hayati
F.9 43
Impacts from Operational Areas that are Near or Located in Conservation Areas or Have
Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 43
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 40
Total and Intensity of Emissions Generated by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 40
Efforts and Achievements of Emission Reduction Made
Aspek Limbah dan Efluen
Waste and Effluent Aspects
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 41
Amount of Waste and Effluent Generated by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14 41
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15 41
Occurring Spills (if any)
Aspek Pengaduan Terkait Lingkungan Hidup
Complaint Aspects Related to the Environment
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 53
Number and Material of Environmental Complaints Received and Resolved
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72 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
Page 73
Indikator Halaman
No.
Indicators Page(s)
Kinerja Sosial
Social Performance
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada
F.17 Konsumen 51
Commitment to Provide Services on Equal Products and/or Services to Consumers
Aspek Ketenagakerjaan
Employment Aspect
Kesetaraan Kesempatan Bekerja
F.18 44
Equal Employment Opportunity
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 44
Child Labor and Forced Labor
Upah Minimum Regional
F.20 46
Regional Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21 45
Decent and Safe Work Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 48
Employee Capability Training and Development
Aspek Masyarakat
Community Aspect
Dampak Operasi terhadap Masyarakat Sekitar
F.23 52
Impact of Operations on Surrounding Communities
Pengaduan Masyarakat
F.24 53
Community Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 52
Corporate Social Responsibility (CSR)
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility for Sustainable Product/Service Development
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 42
Innovation and Development of Sustainable Financial Products/Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27 43
Products/Services That Have Been Evaluated for Safety for Customers
Dampak Produk/Jasa
F.28 43
Product/Service Impact
Jumlah Produk yang Ditarik Kembali
F.29 43
Number of Product Recalls
Survei Kepuasan Pelanggan terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 51
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
Laporan Keberlanjutan
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Page 74
Indikator Halaman
No.
Indicators Page(s)
Lain-lain
Others
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 4
Written Verification from Independent Party (if any)
Lembar Umpan Balik
G.2 80
Feedback Form
Tanggapan terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 5
Responses to Feedback on the Previous Year's Sustainability Report
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan
Perusahaan Publik
G.4 70
List of Disclosures According to Financial Services Authority Regulation Number 51/POJK.03/2017
concerning Implementation of Sustainable Finance for Financial Services Institutions, Issuers,
and Public Companies
Indeks Isi Standar Global Reporting Initiative (GRI) 2021
Global Reporting Initiative (GRI) Standards 2021
PT Sona Topas Tourism Industry Tbk telah melaporkan informasi yang terdapat dalam indeks
Pernyataan
konten GRI ini untuk periode 1 Januari sampai dengan 31 Desember 2025 dengan mengacu pada
Penggunaan
Standar GRI.
Statement of
PT Sona Topas Tourism Industry Tbk has reported the information cited in this GRI content index for
use
the period January 1 to December 31, 2025 with reference to the GRI Standards.
GRI 1 yang
GRI 1: Fondasi 2021
digunakan
GRI 1: Foundation 2021
GRI 1 used
Standar GRI Indikator Pengungkapan Lokasi
GRI Standard Indicators Disclosure Location
Rincian organisasi
2-1 29
Organizational details
Entitas yang dimasukkan dalam pelaporan keberlanjutan
2-2 4
GRI 2: Pengungkapan Entities included in the organization’s sustainability reporting
Umum 2021
Periode, frekuensi, dan titik kontak pelaporan
GRI 2: General 2-3 4, 5
Reporting period, frequency and contact point
Disclosures 2021
Penyajian kembali informasi
2-4 4, 66
Restatements of information
Penjaminan eksternal
2-5 4
External assurance
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74 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
Page 75
Standar GRI Indikator Pengungkapan Lokasi
GRI Standard Indicators Disclosure Location
Aktivitas, rantai nilai, dan hubungan bisnis lainnya
2-6 28, 30, 31, 67
Activities, value chain and other business relationships
Tenaga Kerja
2-7 33
Employees
Pekerja yang bukan pekerja langsung
2-8 36
Workers who are not employees
Struktur dan komposisi tata kelola
2-9 54
Governance structure and composition
Pencalonan dan pemilihan badan tata kelola tertinggi
2-10 56
Nomination and selection of the highest governance body
Ketua badan tata kelola tertinggi
2-11 56
Chair of the highest governance body
Peran badan tata kelola tertinggi dalam mengawasi dampak
2-12 Role of the highest governance body in overseeing the management 54, 55
of impacts
Delegasi tanggung jawab untuk mengelola dampak
2-13 54
Delegation of responsibility for managing impacts
GRI 2: Pengungkapan Peran badan tata kelola tertinggi dalam pelaporan keberlanjutan
Umum 2021 2-14 55
Role of the highest governance body in sustainability reporting
GRI 2: General
Disclosures 2021 Konflik kepentingan
2-15 56
Conflicts of interest
Komunikasi masalah penting
2-16 57
Communication of critical concerns
Pengetahuan kolektif badan tata kelola tertinggi
2-17 55
Collective knowledge of the highest governance body
Evaluasi kinerja badan tata kelola tertinggi
2-18 55
Evaluation of the performance of the highest governance body
Kebijakan remunerasi
2-19 56
Remuneration policies
Proses untuk menentukan remunerasi
2-20 56
Process to determine remuneration
Rasio kompensasi total tahunan
2-21 56
Annual total compensation ratio
Pernyataan tentang strategi pembangunan berkelanjutan
2-22 18-19, 22-27
Statement on sustainable development strategy
Komitmen kebijakan
2-23 57
Policy commitments
Laporan Keberlanjutan
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Page 76
Standar GRI Indikator Pengungkapan Lokasi
GRI Standard Indicators Disclosure Location
Menanamkan komitmen kebijakan
2-24 57
Embedding policy commitments
Proses untuk memperbaiki dampak negatif
2-25 53
Processes to remediate negative impacts
Mekanisme untuk mencari nasihat dan mengemukakan masalah
2-26 56
Mechanisms for seeking advice and raising concerns
GRI 2: Pengungkapan
Umum 2021 Kepatuhan terhadap hukum dan peraturan
2-27 53
GRI 2: General Compliance with laws and regulations
Disclosures 2021
Asosiasi keanggotaan
2-28 30
Membership associations
Pendekatan untuk keterlibatan pemangku kepentingan
2-29 59-63
Approach to stakeholder engagement
Perjanjian perundingan kolektif
2-30 50
Collective bargaining agreements
Proses untuk menentukan topik material
3-1 6
Process to determine material topics
GRI 3: Topik Material
2021 Daftar topik material
3-2 6-8
GRI 3: Material Topic List of material topics
2021
Manajemen topik material
3-3 9-13
Management of material topics
Nilai ekonomi langsung yang dihasilkan dan didistribusikan
201-1 66
Direct economic value generated and distributed
GRI 201: Kinerja Implikasi finansial serta risiko dan peluang lain akibat dari
Ekonomi 2016 perubahan iklim
201-2 67
GRI 201: Economic Financial implications and other risks and opportunities due to
Performance 2016 climate change
Bantuan finansial yang diterima dari pemerintah
201-4 67
Financial assistance received from the government
GRI 203: Dampak
Ekonomi Tidak
Langsung 2016 Dampak ekonomi tidak langsung yang signifikan
203-2 59
GRI 203: Indirect Significant indirect economic impacts
Economic Impacts
2016
GRI 204: Praktik
Pengadaan 2016 Proporsi pengeluaran untuk pemasok lokal
204-1 59
GRI 204: Procurement Proportion of spending on local suppliers
Practice 2016
Laporan Keberlanjutan
76 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
Page 77
Standar GRI Indikator Pengungkapan Lokasi
GRI Standard Indicators Disclosure Location
Operasi-operasi yang dinilai memiliki risiko terkait korupsi
205-1 58
Operations assessed for risks related to corruption
GRI 205: Antikorupsi Komunikasi dan pelatihan tentang kebijakan dan prosedur
2016 antikorupsi
205-2 58
GRI 205: Anti- Communication and training about anti-corruption policies and
corruption 2016 procedures
Insiden korupsi yang terbukti dan tindakan yang diambil
205-3 58
Confirmed incidents of corruption and actions taken
Konsumsi energi dalam organisasi
302-1 39
Energy consumption within the organization
Konsumsi energi di luar organisasi
GRI 302: Energi 2016 302-2 38
Energy consumption outside the organization
GRI 302: Energy 2016
Intensitas energi
302-3 39
Energy intensity
Pengurangan konsumsi energi
302-4 39
Reduction of energy consumption
Pengambilan air
303-3 40
Water withdrawal
GRI 303: Air dan Efluen
2018 Pembuangan air
303-4 40
GRI 303: Water and Water discharge
Effluents 2018
Konsumsi air
303-5 40
Water consumption
Lokasi operasional yang dimiliki, disewa, dikelola, atau
berdekatan dengan kawasan lindung dan kawasan dengan nilai
keanekaragaman hayati tinggi di luar kawasan lindung
304-1 43
Operational sites owned, leased, managed in, or adjacent to,
GRI 304: protected areas and areas of high biodiversity value outside
Keanekaragaman protected areas
Hayati 2016
Dampak signifikan dari aktivitas, produk, dan jasa pada
GRI 304: Biodiversity
keanekaragaman hayati
2016 304-2 43
Significant impacts of activities, products and services on
biodiversity
Habitat yang dilindungi atau direstorasi
304-3 43
Habitats protected or restored
Emisi GRK (Cakupan 1) langsung
305-1 40
Direct (Scope 1) GHG emissions
GRI 305: Emisi 2016
Emisi energi GRK (Cakupan 2) tidak langsung
GRI 305: Emissions 305-2 40
Energy indirect (Scope 2) GHG emissions
2016
Emisi GRK (Cakupan 3) tidak langsung lainnya
305-3 40
Other indirect (Scope 3) GHG emissions
Laporan Keberlanjutan
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Page 78
Standar GRI Indikator Pengungkapan Lokasi
GRI Standard Indicators Disclosure Location
Intensitas emisi GRK
GRI 305: Emisi 2016 305-4 40
GHG emissions intensity
GRI 305: Emissions
2016 Pengurangan emisi GRK
305-5 40
Reduction of GHG emissions
Timbul limbah dan dampak yang signifikan terkait limbah
306-1 41
Waste generation and significant waste-related impacts
GRI 306: Limbah 2020 Manajemen dampak signifikan terkait limbah
306-2 41
GRI 306: Waste 2020 Management of significant waste-related impacts
Timbulan Limbah
306-3 41
Waste generated
Perekrutan karyawan baru dan pergantian karyawan
401-1 49
New employee hires and employee turnover
Tunjangan yang diberikan kepada karyawan purnawaktu yang
GRI 401:
tidak diberikan kepada karyawan pada kurun waktu tertentu atau
Ketenagakerjaan 2016
401-2 paruh waktu 47
GRI 401: Employment
Benefits provided to full-time employees that are not provided to
2016
temporary or part time employees
Cuti melahirkan
401-3 47
Parental leave
GRI 402: Hubungan
Tenaga Kerja/
Manajemen 2016 Periode pemberitahuan minimum terkait perubahan operasional
402-1 50
GRI 402: Labor/ Minimum notice periods regarding operational changes
Management
Relations 2016
Sistem manajemen kesehatan dan keselamatan kerja
403-1 45
Occupational health and safety management system
Layanan kesehatan kerja
GRI 403: Kesehatan 403-3 45
Occupational health services
dan Keselamatan
Kerja 2018 Peningkatan kualitas kesehatan pekerja
403-6 46
GRI 403: Occupational Promotion of worker health
Health and Safety
Kecelakaan kerja
2018 403-9 46
Work-related injuries
Penyakit akibat kerja
403-10 46
Work-related ill health
Rata-rata jam pelatihan per tahun per karyawan
404-1 48, 49
GRI 404: Pelatihan Average hours of training per year per employee
dan Pendidikan 2016 Program untuk meningkatkan keterampilan karyawan dan
GRI 404: Training and program bantuan peralihan
Education 2016 404-2 48
Programs for upgrading employee skills and transition assistance
programs
Laporan Keberlanjutan
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Page 79
Standar GRI Indikator Pengungkapan Lokasi
GRI Standard Indicators Disclosure Location
GRI 405: Keanekaragaman badan tata kelola dan karyawan
405-1 44
Keanekaragaman Diversity of governance bodies and employees
dan Kesempatan
Setara 2016
GRI 405: Diversity and Rasio gaji pokok dan remunerasi perempuan dan laki-laki
405-2 44
Equal Opportunity Ratio of basic salary and remuneration of women to men
2016
GRI 406: Non-
diskriminasi 2016 Insiden diskriminasi dan tindakan perbaikan yang dilakukan
406-1 44
GRI 406: Non- Incidents of discrimination and corrective actions taken
discrimination 2016
GRI 408: Pekerja anak Operasi dan pemasok yang berisiko signifikan terhadap insiden
2016 pekerja anak
408-1 44
GRI 408: Child Labor Operations and suppliers at significant risk for incidents of child
2016 labor
GRI 409: Kerja Paksa
Operasi dan pemasok yang berisiko signifikan terhadap insiden
atau Wajib Kerja 2016
kerja paksa atau wajib kerja
GRI 409: Forced or 409-1 44
Operations and suppliers at significant risk for incidents of forced or
Compulsory Labor
compulsory labor
2016
GRI 413: Masyarakat Operasi dengan keterlibatan masyarakat setempat, penilaian
Lokal 2016 dampak, dan program pengembangan
413-1 59
GRI 413: Local Operations with local community engagement, impact
Communities 2016 assessments, and development programs
Penilaian dampak kesehatan dan keselamatan dari berbagai
GRI 416: Kesehatan kategori produk dan jasa
dan Keselamatan 416-1 43
Assessment of the health and safety impacts of product and
Kerja service categories
Pelanggan 2016
GRI 416: Customer Insiden ketidakpatuhan sehubungan dengan dampak kesehatan
Health and Safety dan keselamatan dari produk dan jasa
416-2 43
2016 Incidents of non-compliance concerning the health and safety
impacts of products and services
Persyaratan untuk pelabelan dan informasi produk dan jasa
417-1 43
Requirements for product and service information and labeling
Insiden ketidakpatuhan terkait informasi dan pelabelan produk
Gri 417: Pemasaran
dan jasa
dan Pelabelan 2016 417-2 43
Incidents of non-compliance concerning product and service
GRI 417: Marketing and
information and labeling
Labeling 2016
Insiden ketidakpatuhan terkait komunikasi pemasaran
417-3 Incidents of non-compliance concerning marketing 43
communications
Laporan Keberlanjutan
PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 79
Page 80
Lembar Umpan Balik [G.2]
Feedback Form
Laporan Keberlanjutan 2025 PT Sona Topas Tourism The 2025 Sustainability Report of PT Sona Topas Tourism
Industry Tbk telah memberikan gambaran mengenai Industry Tbk has provided an overview of the Company's
kinerja keberlanjutan Perseroan. Kami mengharapkan sustainability performance. We look forward to receiving
masukan dari Bapak/Ibu/Saudara sekalian atas Laporan inputs from you on this Sustainability Report either by
Keberlanjutan ini, baik melalui surat elektronik atau e-mail or on this form.
formulir ini.
Profil Anda | Your Profile
Nama (bila berkenan) | Name (if you please) : …………………………..
Institusi/Perusahaan | Institution/Company : …………………………..
Surat Elektronik | E-mail : …………………………..
Telepon/HP | Telephone/HP : …………………………..
Golongan Pemangku Kepentingan | Stakeholders Group
ο Pemegang Saham | Shareholders
o Karyawan | Employees
ο Pemerintah | Government
o Masyarakat | Communities
ο Pemasok Lokal | Local Suppliers
o Lainnya | Other
ο Pelanggan | Consumers
Mohon pilih jawaban yang paling sesuai: | Please choose the most appropriate answer:
1. Laporan ini mudah dimengerti: | This report was easy to understand:
O Tidak Setuju | Disagree O Netral | Neutral O Setuju | Agree
2. Laporan ini sudah menggambarkan informasi aspek material yang sesuai dengan kegiatan usaha Perseroan:
The report describes the Company’s relevant material topics according to its business:
O Tidak Setuju | Disagree O Netral | Neutral O Setuju | Agree
3. Mohon berikan penilaian untuk topik material yang paling penting menurut anda (nilai 1 = paling tidak penting s/d 5 =
paling penting)
Please score the material topics you consider as important (score 1 = least important to 5 = most important)
▪ Tanggung Jawab terhadap Pelanggan I Responsibility Toward Customers [ ]
▪ Kepegawaian, Pelatihan dan Pendidikan | Employment, Training, and Education [ ]
▪ Pengelolaan Energi | Energy Management [ ]
▪ Pengelolaan Air | Water Management [ ]
4. Saran atau informasi terkait Laporan: | Other suggestions or information related to the Report:
…………………………………………………………………
Terima kasih atas masukan anda. Mohon lembar umpan PT Sona Topas Tourism Industry Tbk
balik dapat dikirim melalui surat elektronik kepada kontak Menara Sudirman Lantai 20
yang tertera di Laporan ini, atau langsung ke: Jl. Jend Sudirman Kav. 60
Jakarta 12190
Thank you for your feedback. Please send the feedback
form via email to please kindly send this feedback form to Telepon | Telephone:: +62 21 521 3056-59
the contact mentioned in this Report, or directly send to: Surat Elektronik | E-mail: sonatopas@stti.co.id
Laporan Keberlanjutan
80 2025 Sustainability Report PT Sona Topas Tourism Industry Tbk
Page 81
Laporan Keberlanjutan PT Sona Topas Tourism Industry Tbk Sustainability Report 2025 81
Names mentioned 61 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.4 ×3
unresolved
org
PT Inti Dufree Promosindo
p.4 ×5
unresolved
org
PT Karya Prima
p.4
unresolved
org
PT Inti Dufree
p.4 ×2
unresolved
org
PT Sukses Garda Mulia
p.4 ×2
unresolved
org
PT Karya Prima Unggulan
p.4 ×9
unresolved
org
PT Sukses
p.4
unresolved
org
PT Arthamulia Indah Garda Mulia
p.4
unresolved
org
PT Cahaya Retilindo. All
p.4
unresolved
org
PT Arthamulia Indah
p.4 ×2
unresolved
org
PT Cahaya Retilindo.
p.4 ×2
unresolved
org
Departemen Pemasaran
p.9 ×2
unresolved
org
Departemen Sumber Daya Manusia
p.11 ×3
unresolved
org
Departemen Operasi
p.12 ×3
unresolved
org
Yayasan Rumah Coral Bali
p.25 ×2
unresolved
org
PT Angkasa Pura Indonesia
p.25 ×2
unresolved
org
PT Angkasa Pura Indonesia. Prestasi
p.25
unresolved
org
PT Angkasa Pura Indonesia. These
p.25
unresolved
org
PT Sona Topas Group
p.29 ×2
unresolved
org
Indonesia Stock Exchange
p.29
unresolved
org
DFS Venture
15,70 | Singapore
p.33
unresolved
org
Departemen Sumber
p.33
unresolved
org
PT PLN (Persero)
p.38 ×2
unresolved
org
PT Inti Dufree Promosindo Promosindo
p.51
unresolved
org
PT Inti Dufree Inti Dufree Promosindo
p.52
unresolved
org
Yayasan Rumah
p.53
unresolved
org
Departemen Perdagangan
p.54
unresolved
org
Departemen Pengendalian Persediaan Human Resources Department
p.54
unresolved
person
Committee
· Komisaris
p.56
unresolved
person
Vice
· President Commissioner
p.68 ×4
unresolved
org
PT Sona We
p.69
unresolved
org
PT Sona Topas Topas
p.69
unresolved
org
Industry Industry Tbk
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person
Ir. Wong
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person
WeiPresident
· Director
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org
PT Sona Topas Tourism
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org
Industry Tbk
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Local Suppliers
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Consumers
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Please choose the most appropriate answer:
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This report was easy to understand:
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Employment, Training, and Education [ ]
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Other suggestions or information related to
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Sudirman Lantai 20
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Sudirman
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