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2025
Laporan Keberlanjutan
PT Siloam International Hospitals Tbk
PT Siloam International Hospitals Tbk Sustainability Report
2025 Sustainability Report | PT Siloam International Hospitals Tbk I
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
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05 Caring for Our Environment 06 Caring for Our People 07 Caring for Our Community
Caring for Our Environment Caring for Our People Caring for Our Community
The Care
Continuum
Siloam Hospitals memahami bahwa transformasi menyeluruh melalui Next Generation Siloam
dengan tiga pilar utama yaitu People First, Supercharging Archetype, dan Go Beyond haruslah
tetap mengutamakan prinsip-prinsip keberlanjutan dalam setiap aktivitasnya.
Laporan Keberlanjutan ini menjelaskan upaya Siloam dalam menerapkan empat strategi
keberlanjutan – Caring for Our Patients, Caring for Our Environment, Caring for Our People,
and Caring for Our Communities – dengan memastikan seluruh aktivitas perseroan selaras
dengan prinsip ESG dalam kerangka Next Generation Siloam.
Siloam meyakini dan percaya bahwa prinsip keberlanjutan telah ada semenjak Siloam pertama
kali didirikan, dan merupakan komitmen Perseroan dengan selalu mengintegrasikan keunggulan
medis dengan dampak positif pada komunitas dan lingkungan. Hal ini juga merupakan bentuk
aplikasi dari prinsip “The Care Continuum” secara holistik, yaitu sebuah upaya berkesinambungan
untuk menghadirkan layanan kesehatan yang berdampak tidak hanya bagi pasien dan para
pemangku kepentingan, tetapi lingkungan dan masyarakat yang lebih luas.
Siloam Hospitals recognizes that its comprehensive transformation through Next Generation
Siloam, which is built upon three main pillars consisting of People First, Supercharging Archetype,
and Go Beyond, must continue to uphold sustainability principles in every aspect of its activities.
This Sustainability Report describes Siloam’s efforts in implementing four sustainability
strategies—Caring for Our Patients, Caring for Our Environment, Caring for Our People, and
Caring for Our Communities—by ensuring that all of the Company’s activities are aligned with
ESG principles within the Next Generation Siloam framework.
Siloam firmly believes that sustainability principles have been embedded since the establishment
of Siloam and represent the Company’s commitment to consistently integrating medical
excellence with positive impacts on communities and the environment. This also reflects the
holistic application of “The Care Continuum” principle, namely a continuous effort to deliver
healthcare services that create meaningful impact not only for patients and stakeholders, but
also for the broader environment and society.
2025 Sustainability Report | PT Siloam International Hospitals Tbk 1
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Daftar Isi
Table of Contents
1 The Care Continuum 42 Tata Kelola yang Baik
Daftar Isi
Corporate Governance
2
Table of Contents
Tata Kelola Perusahaan
Ikhtisar Kinerja Aspek Keberlanjutan 2025 44
Corporate Governance
4 2025 Performance Highlights on Sustainability
Aspects Struktur Tata Kelola
46
Governance Structure
Pencapaian Rating ESG
7
ESG Rating Achievement Keberlanjutan di Siloam
54
Sustainability at Siloam
Pesan Presiden Direktur Siloam
8
Message from President Director of Siloam Mendukung Tujuan Pembangunan Berkelanjutan
58
Supporting Sustainable Development Goals
Etika Bisnis
63
Business Ethics
12 Tentang Siloam Hospitals
Pengadaaan Berkelanjutan
About Siloam Hospitals 67
Sustainable Procurement
Keamanan Data dan Informasi
Sekilas tentang Siloam Hospitals 69
14 Data and Information Security
Overview of Siloam Hospitals
Informasi Perseroan
15
Company Information
16
Visi, Misi, dan Nilai Siloam 72 Caring for Our Patients
Siloam Vision, Mission, and Values
Caring for Our Patients
Next Gen Siloam (NGS)
18
Next Gen Siloam (NGS) Memperkuat Standar Keselamatan Pasien
74
Strengthening Patient Safety Standards
Operasional Siloam
20
Siloam Operations Memberikan Kualitas Layanan Kesehatan Terbaik
82
Providing the Highest Quality Healthcare Services
Kinerja Ekonomi
25
Economic Performance Meningkatkan Pengalaman Pasien
92
Enhancing Patient Experience
Asosiasi
26
Association
96 MySiloam One Stop Health App
Penghargaan dan Sertifikasi
27 Keunggulan Klinis dan Fasilitas Spesialis
Award and Certification 100
Clinical Excellence and Specialized Facilities
30 Tentang Laporan Keberlanjutan
About Sustainability Report 108 Caring for Our Environment
Caring for Our Environment
Tentang Laporan Keberlanjutan
32 Komitmen Kami
About Sustainability Report 110
Our Commitment
Cakupan Laporan dan Data
33 Pengendalian Energi dan Emisi
Scope of the Report and Data 113
Energy and Emission Control
Standar Pelaporan
34 Pengelolaan Material dan Limbah
Reporting Standard 120
Material and Waste Management
Pelibatan Pemangku Kepentingan
35 Efisiensi Sumber Daya Air
Engaging Our Stakeholders 127
Water Resource Efficiency
Penentuan Topik Material
36
Determining Material Topics
Topik Material
38
Material Topics
2 Laporan Keberlanjutan 2025 | PT Siloam International Hospitals Tbk
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Caring for Our Environment Caring for Our People Caring for Our Community
130 Caring for Our People 180 Assurance Statement
Caring for Our People Assurance Statement
Caring for Our People
132
Caring for Our People
133
Praktik Ketenagakerjaan 188 Indeks POJK 51/2017
Employment Practices POJK Index 51/2017
Komposisi Tenaga Kerja Berdasarkan Gender
134
Workforce Composition by Gender
Kesejahteraan Karyawan Kami
137
Our Employee Wellbeing
192 Indeks Sustainability Accounting
144
Keselamatan dan Kesehatan Kerja (K3) Standards Board (SASB)
Employee Occupational Health and Safety (OHS)
Sustainability Accounting Standards
Tumbuh Bersama Karyawan Kami Board (SASB) Index
151
Growing Together with Our Employees
Keterlibatan Pemangku Kepentingan
158
Employee Engagement
194 Indeks GRI
GRI Index
162 Caring for Our Community
Caring for Our Community
Program Pelibatan Masyarakat Indeks Pengungkapan Iklim
164
Community Engagement Program 201
Climate-Related Disclosure Index
Menghadirkan Keadilan Akses Kesehatan
167
Delivering Equitable Access to Healthcare
Promosi Gaya Hidup Sehat
176
Promoting a Healthy Lifestyle
Edukasi dan Literasi Kesehatan Lembar Umpan Balik
177
Health Education and Literacy 203
Feedback Form
2025 Sustainability Report | PT Siloam International Hospitals Tbk 3
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Ikhtisar Kinerja Aspek Keberlanjutan 2025
2025 Performance Highlights on Sustainability Aspects
Aspek Ekonomi [SEOJK B.1]
Economic Aspect
Pendapatan Bersih Laba
Net Income Profit
12.847 2025 1.164 2025
Rp Miliar | Rp Billion Rp Miliar | Rp Billion
12.208 2024 950 2024
11.191 2023 1.247 2023
Rp Miliar | Rp Billion Rp Miliar | Rp Billion
Kapasitas Tempat Tidur Tempat Tidur Operasional
Bed Capacity Operational Beds
7.906 2025 4.310 2025
Unit | Unit Unit | Unit
7.932 2024 4.133 2024
7.906 2023 3.987 2023
Unit | Unit Unit | Unit
Pemasok Lokal
Local Suppliers
100%
Tempat tidur di Rumah Sakit Siloam didatangkan dari
3.550
pemasok lokal, dan seluruhnya merupakan produk lokal.
99,8% dari Total Pemasok Beds at Siloam Hospital are sourced from local suppliers,
99.8% of Total Suppliers and are all local products.
4 Laporan Keberlanjutan 2025 | PT Siloam International Hospitals Tbk
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Caring for Our Environment Caring for Our People Caring for Our Community
Aspek Lingkungan [SEOJK B.2]
Environmental Aspect
Limbah Non-B3 Limbah B3
Non-Hazardous Waste Hazardous Waste
2.784 2025 1.570 2025
Ton | Tons Ton | Tons
2.855 2024 1.536 2024
Ton | Tons 2.701 2023 Ton | Tons 1.395 2023
Penggunaan Energi Emisi yang Dihasilkan
Energy Usage Emissions Generated
498.979 2025 166.702 2025
GJ | GJ TonCO2eq | TonCO2 eq
471.823 2024 157.236 2024
GJ | GJ 466.602 2023 TonCO2eq | TonCO2eq 153.950 2023
Konsumsi Air Biaya Lingkungan Hidup
Water Consumption Environmental Budget
319,2 2025 20.292.654.088 2025
ML | ML
390,4 2024
ML | ML 465,9 2023 Rp | Rp
Penggunaan Material Ramah Lingkungan
Use of Eco-friendly Materials [SEOJK B.1]
Gelas Kertas Kertas Paper Bag Tisu
Paper Cups Paper Paper Bag Tissue
557.578 96.662 60.400 724.252
Unit | Unit 2025 Unit | Unit 2025 Unit | Unit 2025 Unit | Unit 2025
453.384 2024 80.643 2024 21.504 2024 554.655 2024
381.891 2023 70.014 2023 25.695 2023 629.692 2023
2025 Sustainability Report | PT Siloam International Hospitals Tbk 5
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Ikhtisar Kinerja Aspek Keberlanjutan 2025
2025 Performance Highlights on Sustainability Aspects
Aspek Sosial [SEOJK B.3]
Social Aspect
Jumlah Karyawan Jumlah Karyawan Perempuan
Number of Employees Number of Female Employees
14.872 2025 10.483 2025
Orang | Persons
Orang | Persons
14.616 2024 10.126 2024
14.142 2023 9.769 2023
Orang | Persons Orang | Persons
Program Pelibatan Masyarakat
Peserta Pelatihan
Community Engagement Program
Training Participants
14.872 2025
Orang | Persons
14.616 2024
1.258
14.142 2023 Kegiatan Pelibatan Masyarakat telah diselenggarakan di
Rp Miliar Rp Billion
seluruh Indonesia.
1,258 Community Engagement activities were conducted
across Indonesia.
Program SELANGKAH
290.000+
Penerima manfaat terjangkau melalui 927 kegiatan
SELANGKAH Program community engagement di sektor kesehatan.
23.884
Over 290,000 beneficiaries were reached through
927 community engagement activities focused on
the healthcare sector.
Wanita mendapatkan skrining gratis khusus
di tahun 2025.
23,884 women receiving free screening
340.000+
specifically in 2025. Individu menerima manfaat positif dari berbagai
program pemberdayaan.
Over 340,000 individuals experienced positive
impacts from various empowerment programs.
Layanan Kesehatan PAPUA
Papua Clinic Program
13.658
Kunjungan pasien Layanan Kesehatan Papua.
13,658 patient visits of Papua Clinic Program.
6 Laporan Keberlanjutan 2025 | PT Siloam International Hospitals Tbk
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05 Caring for Our Environment 06 Caring for Our People 07 Caring for Our Community
Caring for Our Environment Caring for Our People Caring for Our Community
Pencapaian Rating ESG
ESG Rating Achievement
15% 3%
TERATAS Perusahaan Secara Global TERATAS Industri Layanan Kesehatan
Top 15% of Companies Globally Global
Top 3% in the Global Healthcare Industry
Siloam berhasil meraih Silver Medal dari EcoVadis, meningkat dari Bronze
Medal di tahun sebelumnya. Pencapaian ini menempatkan Siloam dalam
15% teratas Perseroan global dan Top 3% di industri layanan kesehatan
dunia. Keberhasilan ini menegaskan komitmen perusahaan dalam
mengintegrasikan standar lingkungan, etika bisnis, dan tata kelola yang
selaras dengan praktik terbaik internasional.
Siloam earned the EcoVadis Silver Medal, an upgrade from the previous year’s
Bronze Medal. This achievement places Siloam in the top 15% of companies
globally and the Top 3% within the global healthcare industry. This milestone
underscores the company’s commitment to integrating environmental, business
ethics, and governance standards aligned with international best practices.
2025 Sustainability Report | PT Siloam International Hospitals Tbk 7
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Pesan Presiden Direktur Siloam [SEOJK D.1][SEOJK E.5][GRI 2-22]
Message from President Director of Siloam
Tahun 2025 menandai momentum
‘Time to Reset’ bagi Siloam, sebuah
transisi menuju re-akselerasi
strategi Next Gen Siloam (NGS)
2025–2029. Strategi ini hadir untuk
memperkuat nilai kemanusiaan
yang kami pegang teguh serta
memastikan setiap pasien yang
menitipkan harapannya kepada
kami dapat kembali sehat ke
tengah orang terkasih.
The year 2025 marks a ‘Time to
Reset’ for Siloam, a transition
toward the re-acceleration of our
Next Gen Siloam (NGS) 2025–2029
strategy. This strategy is designed
to reinforce the humanitarian values
we hold dear and to ensure that
every patient who entrusts us with
their hope can return to health and
be reunited with their loved ones.
David Utama
Presiden Direktur
President Director
8 Laporan Keberlanjutan 2025 | PT Siloam International Hospitals Tbk
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05 Caring for Our Environment 06 Caring for Our People 07 07Caring
Caring
for Our
for Our
Community
Community
Caring for Our Environment Caring for Our People Caring
Caring
for Our
for Our
Community
Community
Para Pemangku Kepentingan yang Terhormat, Dear Valued Stakeholders,
Kami meyakini bahwa setiap tahun, Perseroan harus terus We believe that every year the Company must continue to
bertumbuh dan berkembang serta memiliki kinerja yang lebih grow and develop while achieving better performance than in
baik dibandingkan tahun sebelumnya, yang mana tidak hanya the previous year, which encompasses not only economic value
sekadar berbicara nilai ekonomi tetapi juga nilai keberlanjutan but also sustainability value in that year. Therefore, the Siloam
di tahun tersebut. Oleh karena itu, Laporan Keberlanjutan Hospitals Sustainability Report 2025 is not merely a historical
Siloam Hospitals tahun 2025 bukan sekadar historical corporate corporate memoir, but also a reflection on the Company’s
memoir, tetapi juga refleksi atas pencapaian dan pembelajaran achievements and lessons learned. It highlights the efforts
Perseroan. Laporan ini menggambarkan upaya Perseroan dan of the Company and its stakeholders in delivering sustainable
para pemangku kepentingan dalam menyediakan layanan healthcare services, while ensuring that the principle of ‘do no
kesehatan yang berkelanjutan, serta memastikan bahwa prinsip harm’ applies not only to patients, but also to communities, the
‘do no harm’ berlaku tidak hanya bagi pasien, tetapi juga bagi environment, and all stakeholders.
komunitas, lingkungan, dan seluruh pemangku kepentingan.
Laporan Keberlanjutan Siloam Hospitals Tahun 2025 ini juga The Siloam Hospitals Sustainability Report 2025 also describes
berisi bagaimana kami mengalami momentum ‘Time to Reset’, how we experienced a “Time to Reset” moment, marking a
sebuah transisi dari konsolidasi menuju re-akselerasi strategi transition from consolidation toward the re-acceleration of
Next Gen Siloam (NGS) 2025-2029. Strategi ini adalah bentuk the Next Gen Siloam (NGS) Strategy 2025-2029. This strategy
tanggung jawab kami dalam memberikan layanan kesehatan reflects our responsibility in delivering healthcare services, as we
karena kami meyakini bahwa ada harapan untuk kembali pulih believe that every patient and their families or loved ones come
dari pasien, keluarga pasien atau kerabatnya yang terkasih ketika to our hospital units with hope for recovery.
mereka datang ke setiap unit rumah sakit kami.
Menavigasi Dinamika Industri Navigating Industry Dynamics
Kami menyadari bahwa industri layanan kesehatan mengalami We recognize that the healthcare industry is undergoing
perubahan yang menuntut kemampuan beradaptasi. Kami changes that require continuous adaptability. We have moved
melewati fase adaptasi ekuilibrium baru bersama mitra strategis through a phase of adapting to a new equilibrium together with
pasca-pandemi, sembari terus menjawab tantangan struktural strategic partners in the post-pandemic period, while continuing
ketersediaan talenta medis spesialis di Indonesia. Di saat yang to address structural challenges related to the availability of
sama, kami senantiasa memperkuat kesiapsiagaan terhadap specialist medical talent in Indonesia. At the same time, we
faktor eksternal, termasuk risiko perubahan iklim di beberapa continue strengthening our preparedness for external factors,
wilayah operasional. Bagi kami, dinamika ini adalah momentum including climate change risks in several operational regions.
untuk mempertajam strategi NGS sehingga Siloam tetap relevan For us, these dynamics serve as momentum to sharpen the NGS
dan tangguh. strategy so that Siloam remains relevant and resilient.
NGS dirancang sebagai penyempurnaan struktural model NGS is designed as a structural refinement of our operational
operasional kami. Strategi ini tidak semata berorientasi pada model. The strategy is not solely oriented toward expansion,
ekspansi, melainkan pada penajaman posisi pasar, penguatan but also toward sharpening market positioning, strengthening
kapabilitas klinis, serta pembentukan sistem yang lebih disiplin clinical capabilities, and establishing a more disciplined system to
untuk mendukung pertumbuhan berkelanjutan di seluruh support sustainable growth across our network of 41 hospitals.
jaringan 41 rumah sakit.
Transformasi Model Layanan Transforming the Service Model
Strategi NGS dibuat sebagai penyempurnaan struktural model The NGS strategy serves as a structural enhancement of our
operasional yang berorientasi pada penguatan kapabilitas klinis operational model, focusing on strengthening clinical capabilities
di seluruh jaringan 41 rumah sakit kami. Salah satu fondasi utama across our network of 41 hospitals. One of the key foundations
NGS adalah penerapan kerangka Super-charging Archetypes, of NGS is the implementation of the Super-charging Archetypes
yang mengelompokkan rumah sakit ke dalam empat kategori: framework, which classifies hospitals into four categories:
Premium Specialist (6 rumah sakit), Premium Generalist (9 rumah Premium Specialist (6 hospitals), Premium Generalist (9
sakit), Value Seeker (13 rumah sakit), dan Community Generalist hospitals), Value Seeker (13 hospitals), and Community Generalist
(13 rumah sakit). Segmentasi ini memberikan kejelasan dalam (13 hospitals). This segmentation provides clarity in service
arah pengembangan layanan, struktur biaya, serta kompleksitas development direction, cost structures, and case complexity
kasus yang ditangani oleh masing-masing kategori. handled by each category.
Implementasi awal menunjukkan perbaikan keselarasan Early implementation has demonstrated improved operational
operasional, dengan segmen premium mempertahankan alignment, with premium segments maintaining double-digit
pertumbuhan dua digit dan kategori Community Generalist growth, while the Community Generalist category recorded
mencatat pertumbuhan sekitar 27% secara tahunan. approximately 27% year-on-year growth.
2025 Sustainability Report | PT Siloam International Hospitals Tbk 9
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Memberdayakan Talenta Empowering Talent
Penguatan sumber daya manusia merupakan prasyarat bagi Strengthening human capital is a prerequisite for the successful
keberhasilan strategi. Sepanjang tahun 2025, melalui pilar People execution of strategy. Throughout 2025, through the People
First, Siloam meningkatkan rekrutmen dan memperluas program First pillar, Siloam enhanced recruitment and expanded its
proctorship untuk mempercepat transfer keahlian dari praktisi proctorship program to accelerate the transfer of expertise from
internasional dan diaspora kepada tim medis lokal. international practitioners and diaspora to local medical teams.
Penguatan Teknologi dan Sistem Layanan Strengthening Medical Technology and Clinical
Readiness
Siloam juga terus berinvestasi dalam teknologi medis untuk Siloam also continued to invest in medical technology to
meningkatkan kualitas layanan. Perseroan mengimplementasikan enhance service quality. The Company implemented robotic
sistem bedah robotik seperti Da Vinci Xi dan ROSA, serta surgery systems such as Da Vinci Xi and ROSA, and developed
mengembangkan 23 rumah sakit menjadi Stroke Ready Hospitals 23 hospitals into Stroke Ready Hospitals to improve readiness
guna meningkatkan kesiapan penanganan kasus stroke secara in handling stroke emergency cases more evenly across regions.
lebih merata di berbagai wilayah. Selain itu, Siloam meluncurkan In addition, Siloam launched Chest Pain Ready Hospitals in
Chest Pain Ready Hospitals di 14 rumah sakit, sebuah inisiatif 14 hospitals, a system-wide initiative designed to ensure
yang memastikan fasilitas kesehatan dalam jaringan Siloam siap participating hospitals are fully prepared, 24/7, to deliver rapid,
selama 24 jam untuk memberikan penanganan cepat, akurat, dan accurate, and consistent care for patients presenting with chest
konsisten bagi pasien dengan keluhan nyeri dada. pain.
Membangun Ekosistem Digital yang Terintegrasi Building an Integrated Digital Ecosystem
Melalui pilar ketiga, Go Beyond, Siloam memperluas jangkauan Through the third pillar, Go Beyond, Siloam expanded its service
layanan menuju sistem yang lebih terintegrasi. Digitalisasi sistem reach toward a more integrated system. The digitalization of
rujukan, penguatan layanan laboratorium, serta konektivitas referral systems, strengthening of laboratory services, and
rawat jalan dilakukan untuk memastikan kesinambungan connectivity of outpatient services were implemented to ensure
perawatan pasien. continuity of patient care.
Transformasi ini berlandaskan konsolidasi infrastruktur digital This transformation is supported by the consolidation of digital
di seluruh rumah sakit yang kini terhubung melalui sistem infrastructure across hospitals, which are now connected through
rekam medis elektronik terintegrasi, serta diperkuat melalui an integrated electronic medical record (EMR) system, further
implementasi Enterprise Resource Planning (ERP) dan Customer strengthened by the implementation of Enterprise Resource
Relationship Management (CRM) di tingkat grup. Sekitar 85% Planning (ERP) and Customer Relationship Management (CRM)
kapasitas komputasi telah berbasis cloud, dengan penguatan at the group level. Approximately 85% of computing capacity
manajemen identitas dan pengujian keamanan siber secara is now cloud-based, supported by strengthened identity
berkala. Pemanfaatan kecerdasan buatan mulai diterapkan management and periodic cybersecurity testing. The use of
secara selektif, antara lain untuk dokumentasi medis dan sistem artificial intelligence has begun to be selectively implemented,
reservasi berbasis percakapan digital, yang mencapai tingkat including for medical documentation and conversational
adopsi sekitar 77% dalam tiga bulan pertama. Seluruh penerapan reservation systems, which achieved an adoption rate of
teknologi dilakukan dengan pengawasan tata kelola data dan approximately 77% within the first three months. All technology
pengendalian risiko yang ketat. implementations are carried out under strict data governance
and risk control frameworks.
Komitmen Keberlanjutan Sustainability Commitment
Keberlanjutan tetap terintegrasi dalam sistem operasional. Sustainability remains integrated within our operational systems.
Pada aspek lingkungan, pendekatan pengelolaan energi From an environmental perspective, our energy management
diperkuat melalui pemasangan sensor dan evaluasi sistem approach has been strengthened through the installation of
HVAC untuk meningkatkan akurasi pengukuran serta efisiensi sensors and evaluation of HVAC systems to improve measurement
konsumsi energi, serta melalui pemanfaatan energi terbarukan accuracy and energy consumption efficiency, as well as through
dengan pemasangan panel surya (solar panel). Dalam aspek the use of renewable energy with the installation of solar panels.
sosial, program SELANGKAH (SEmangat LAwan KAnker) telah From a social perspective, the SELANGKAH (SEmangat LAwan
menjangkau lebih dari 52.000 perempuan melalui skrining KAnker) program has reached more than 52,000 women through
kanker payudara dan 400.000 partisipan terlibat dalam berbagai breast cancer screening, while 400,000 participants have been
program edukasi dan layanan kesehatan masyarakat. Sementara involved in various public health education and community health
Klinik Papua terus menjadi garda terdepan dalam menyediakan service programs. Meanwhile, Klinik Papua continues to serve as
akses layanan di wilayah terluar Indonesia melalui jaringan 7 the frontline in providing healthcare access in Indonesia’s most
klinik beroperasi penuh dan 1 klinik pilot trial yang telah melayani remote regions through a network of 7 fully operational clinics
13.658 pasien di wilayah pegunungan dan pedalaman Papua and 1 pilot trial clinic, which collectively served 13,658 patients
sepanjang tahun 2025. in the mountainous and remote areas of Papua throughout 2025.
10 Laporan Keberlanjutan 2025 | PT Siloam International Hospitals Tbk
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Caring for Our Environment Caring for Our People Caring for Our Community
Seluruh inisiatif tersebut dilandasi dengan tata kelola yang baik All of these initiatives are underpinned by strong governance
yang kami tanamkan ke setiap unit untuk menjaga kepercayaan practices embedded across our units to maintain the trust of all
dari seluruh pemangku kepentingan. Hal ini tercermin dari stakeholders. This is reflected in the completion rate of Code of
tingkat penyelesaian pelatihan Kode Etik dan keamanan siber Ethics and cybersecurity training, which has remained above 94%
tetap berada di atas 94% selama tiga tahun terakhir. Selain over the past three years. In addition, we use external evaluations
itu, kami menggunakan evaluasi eksternal seperti penilaian such as EcoVadis assessments as a benchmark to evaluate
EcoVadis sebagai tolak ukur untuk menilai kinerja keberlanjutan the Company’s overall sustainability performance, covering
Perseroan secara menyeluruh, mencakup aspek Environmental, Environmental, Social, and Governance (ESG) aspects, while also
Social, dan Governance (ESG) serta untuk memperkuat sistem strengthening sustainable procurement practices and supply
pengadaan berkelanjutan dan pengawasan rantai pasok. Pada chain oversight. In 2025, Siloam was awarded a Silver Medal,
tahun 2025, Siloam memperoleh Silver Medal atau masuk dalam placing the Company among the Top 15% of companies with the
Top 15% perusahaan dengan kinerja keberlanjutan terbaik dalam best sustainability performance in the EcoVadis assessment, an
penilaian EcoVadis, meningkat dibandingkan capaian pada tahun improvement compared to the previous year.
sebelumnya.
Melangkah Bersama Menuju Masa Depan Moving Forward Together Toward the Future
Segala upaya transformasi yang kami jalankan, mulai dari All transformation efforts we undertake, from refining our
penajaman model operasional hingga penguatan kapabilitas operational model to strengthening clinical capabilities, ultimately
klinis, memiliki satu tujuan akhir, yaitu memastikan bahwa aim to ensure that every patient across our network receives
setiap pasien di seluruh jaringan kami menerima mutu layanan consistent, world-class quality of care. Therefore, I would like to
yang setara dan berstandar dunia. Oleh karena itu, saya ingin express my sincere appreciation to all our employees, partners,
menyampaikan apresiasi yang setulus-tulusnya kepada seluruh and patients who have been part of this journey.
karyawan, mitra, dan pasien kami yang telah menjadi bagian dari
perjalanan ini.
Bersama-sama, mari terus melangkah maju menuju masa depan Together, let us continue moving forward toward a future where
di mana setiap inovasi layanan kesehatan yang kami berikan every healthcare innovation we deliver contributes to a healthier
dapat berkontribusi pada Indonesia yang lebih sehat dan and more sustainable Indonesia.
berkelanjutan.
Jakarta, 17 April 2026
Jakarta, April 17, 2026
Hormat saya,
With regards,
David Utama
Presiden Direktur
President Director
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Sekilas tentang Siloam Hospitals [GRI 2-1]
Overview of Siloam Hospitals
PT Siloam International Hospitals Tbk (“Siloam”, “Perseroan”) PT Siloam International Hospitals Tbk (“Siloam”, the “Company”)
merupakan jaringan rumah sakit swasta di Indonesia yang is a private hospital network in Indonesia that provides integrated
menyediakan layanan kesehatan terpadu melalui rumah sakit healthcare services through hospitals and clinics across various
dan klinik di berbagai wilayah di Indonesia. Berdiri sejak 1996 regions in Indonesia. Established in 1996 and becoming a public
dan menjadi perusahaan terbuka pada 2013, Siloam berfokus company in 2013, Siloam focuses on improving service quality,
pada peningkatan mutu pelayanan, keselamatan pasien, serta patient safety, and expanding access to healthcare services for
perluasan akses layanan kesehatan bagi masyarakat. the community.
Siloam menghadirkan layanan kesehatan komprehensif melalui Siloam provides comprehensive healthcare through preventive,
pelayanan preventif, kuratif, dan rehabilitatif, yang dirancang curative, and rehabilitative services, integrated to support a
secara terintegrasi untuk mendukung kesinambungan continuum of care. In line with technological developments and
perawatan. Sejalan dengan perkembangan teknologi dan tren global healthcare trends, Siloam has been developing the Next
layanan kesehatan global, Siloam mengembangkan strategi Next Gen Siloam (NGS) strategy since 2025.
Gen Siloam (NGS) sejak 2025.
NGS memfokuskan pada tiga pilar yaitu People First, NGS focuses on three pillars: People First, Supercharging
Supercharging Archetype, dan Go Beyond. NGS bertujuan Archetype, and Go Beyond. NGS aims to establish Siloam as
menjadikan Siloam sebagai penyedia layanan kesehatan the number one healthcare provider with a significant impact in
nomor satu yang memiliki dampak di Asia Tenggara dengan Southeast Asia by strengthening the capabilities and solidifying
memperkuat kemampuan dan juga memperkokoh keunggulan competitive advantage. This is achieved while continuing
kompetitifnya. Hal ini dilakukan dengan tetap mengedepankan to prioritize the implementation of service standards and
penerapan standar layanan dan tata kelola yang bertanggung responsible, sustainable governance.
jawab serta berkelanjutan.
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Informasi Perseroan
Company Information
Nama Perseroan Kepemilikan Saham [SEOJK C.3]
Company Name Share Ownership
PT Siloam International Hospitals Tbk • PT Megapratama Karya Persada (20,60%)
• Sign Investment Company PTE
Tanggal Pendirian Limited (63,96%)
Date of Establishment • Masyarakat | Public (15,42%)
• Saham Treasury | Treasury Shares (0,02%)
27 Agustus 1996 | August 27, 1996
Status Perseroan
Company Status
Perusahaan Terbuka | Public Company
Bidang Usaha [SEOJK C.4]
Line of Business
Penyedia Layanan Kesehatan (Perumahsakitan)
Health Service Provider (Hospital)
Dasar Hukum
Legal Basis
Akta Pendirian No. 3 tanggal 3 Agustus 1996,
dibuat di hadapan Myra Yuwono, S.H., Notaris
di Sukabumi, dan telah disahkan oleh Menteri
Kehakiman Republik Indonesia berdasarkan
Surat Keputusan No. C2-8639.HT.01.01.TH.96
tanggal 27 Agustus 1996, serta diumumkan
dalam Berita Negara Republik Indonesia No. 97 Perubahan Signifikan [POJK C.6]
Tambahan No. 9518 tanggal 3 Desember 1996. Significant Changes
Deed of Establishment No. 3 dated August
Tidak terdapat perubahan signifikan pada
3, 1996, drawn up before Myra Yuwono, S.H.,
Perseroan.
Notary in Sukabumi, and approved by the
There were no significant changes in the Company.
Minister of Justice of the Republic of Indonesia
based on Decree No. C2-8639. HT.01.01.TH.96
dated August 27, 1996, and announced in the
State Gazette of the Republic of Indonesia No. 97
Supplement No. 9518 dated December 3, 1996.
Alamat Perseroan [SEOJK C.2]
Company Address
Fakultas Kedokteran
Modal Dasar Universitas Pelita Harapan 32th Floor
Authorized Capital Jl. Boulevard Sudirman No.15,
Rp400.000.000.000 Lippo Village, Tangerang, 15810
Telepon | Telephone: +62-21-25668000
Email: corporate.secretary@siloamhospitals.com
Modal Ditempatkan dan Disetor Penuh Website: www.siloamhospitals.com
Issued and Fully Paid Capital
Instagram: @siloamhospitals
Rp162.576.562.500 Facebook: siloamhospitals
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Visi, Misi, dan Nilai Siloam [SEOJK C.1]
Siloam Vision, Mission, and Values
Visi Vision
Berkualitas Internasional
International Quality
Skala
Scale
Jangkauan
Reach
Berbelas Kasih Ilahi
Godly Compassion
Misi Mission
Menjadi pilihan yang terpercaya
dalam pelayanan kesehatan
holistik yang berkelas dunia,
pendidikan kesehatan dan riset.
The trusted destination of choice
for holistic world class healthcare,
health education and research.
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Nilai-Nilai Perusahaan Values
Tuhan adalah pemilik segala sesuatu yang mempercayakan seluruh sumber daya kepada
Perseroan agar dikelola secara bertanggung jawab. Kepercayaan ini mendorong Siloam
untuk bertumbuh sebagai pengelola yang profesional, bertanggung jawab, dan bersemangat
dalam memberikan layanan unggulan demi menciptakan nilai yang lebih baik bagi pelanggan,
masyarakat, dan seluruh pemangku kepentingan.
God is the owner of all things, entrusting all resources to the Company to be managed
Pelayanan
Stewardship responsibly. This trust drives Siloam to grow as a professional, accountable, and passionate
steward in providing excellent services to create better value for customers, the community,
and all stakeholders.
Setiap tanggung jawab yang diemban mengharuskan Siloam untuk menjunjung tinggi
kebenaran dan kesadaran sosial, bertindak selaras dengan perkataan, berani melakukan hal
yang benar, serta menjaga transparansi dan kejujuran dalam setiap situasi.
Every responsibility undertaken requires Siloam to uphold truth and social awareness, walk the
talk, have the courage to do the right thing, and maintain transparency and honesty in every Integritas
situation. Integrity
Pasien, karyawan, dan pemangku kepentingan merupakan inti dari layanan Siloam. Oleh
karena itu, setiap layanan diberikan dengan penuh kasih, kepedulian, empati, dan rasa
kemanusiaan.
Patients, employees, and stakeholders are at the core of Siloam’s services. Therefore, every
Belas Kasih
service is provided with compassion, care, empathy, and a sense of humanity.
Compassion
Siloam memperlakukan setiap individu dengan rasa hormat, menjaga martabat sesama,
menghargai perbedaan pendapat, serta menjunjung tinggi keberagaman dalam lingkungan
kerja dan pelayanan.
Siloam treats every individual with respect, preserves the dignity of others, values differences
Menghargai
of opinion, and upholds diversity within the work and service environment.
Respect
Siloam meningkatkan keunggulan kompetitif dengan menciptakan peluang baru,
mengedepankan ketangkasan, serta berkomitmen pada perbaikan berkelanjutan guna
menghadirkan layanan berkualitas bagi pasien, karyawan, dan pemangku kepentingan.
Siloam enhances the competitive advantage by creating new opportunities, prioritizing agility,
Inovasi and committing to continuous improvement to deliver quality services for patients, employees,
Innovation and stakeholders.
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Next Gen Siloam (NGS)
Next Gen Siloam (NGS)
Next Gen Siloam atau NGS merupakan kerangka transformasi Next Gen Siloam, or NGS, is a strategic transformation framework
strategis sejak tahun 2025 yang dikembangkan Siloam Hospitals developed by Siloam Hospitals since 2025 to ensure healthcare
untuk memastikan kesiapan layanan kesehatan dalam menjawab readiness in responding to changing community needs,
perubahan kebutuhan masyarakat, kemajuan teknologi medis, advancements in medical technology, and the complexity of the
serta kompleksitas sistem layanan kesehatan di Indonesia. healthcare system in Indonesia. NGS serves as the foundation for
NGS menjadi landasan pengembangan jangka panjang yang long-term development that integrates improvements in access,
meningkatkan akses, kualitas layanan, dan efisiensi operasional service quality, and operational efficiency.
secara terintegrasi.
Melalui NGS, Siloam memposisikan transformasi layanan Through NGS, Siloam positions service transformation as a
sebagai proses berkelanjutan yang berfokus pada People First, continuous process focused on People First, Supercharging
Supercharging Archetype, dan Go Beyond. Melalui tiga fokus ini Archetype, and Go Beyond. These three focal points are
diharapkan terjadi peningkatan nilai bagi pasien, tenaga medis, expected to increase value for patients, medical professionals,
dan sistem layanan kesehatan secara keseluruhan. Pendekatan and the healthcare system as a whole. This approach is designed
ini dirancang untuk memperkuat peran Siloam dalam mendukung to strengthen Siloam’s role in supporting national healthcare
transformasi layanan kesehatan nasional, sejalan dengan prioritas transformation, in line with priorities for improving quality and
peningkatan kualitas dan pemerataan akses layanan kesehatan equitable access to healthcare services, and further establishing
dan lebih jauh, menjadikan Siloam sebagai salah satu penyedia Siloam as a leading healthcare provider in Southeast Asia.
layanan kesehatan unggulan di Asia Tenggara.
Penguatan Layanan Berbasis Kebutuhan Pasien Strengthening Patient-Centered Services
NGS mengarahkan pengembangan layanan Siloam agar semakin NGS directs the development of Siloam’s services to be
selaras dengan kebutuhan pasien yang terus berkembang. increasingly aligned with evolving patient needs. Focus is placed
Fokus diberikan pada penguatan kapabilitas klinis, kesiapan on strengthening clinical capabilities, readiness in handling
penanganan kasus kritis, serta pengembangan layanan critical cases, and developing specialized services that allow
spesialisasi yang memungkinkan pasien memperoleh perawatan patients to receive international-standard medical care within
medis berstandar internasional di dalam negeri. Pendekatan ini the country. This approach aims to improve timeliness, clinical
bertujuan meningkatkan ketepatan waktu, kualitas hasil klinis, outcome quality, and the overall patient experience through:
dan pengalaman pasien secara menyeluruh melalui:
• Pengembangan Pusat Unggulan • Development of Centers of Excellence (CoE)
Menghadirkan layanan spesialisasi tingkat lanjut dan Providing advanced specialized services and critical case
penanganan kasus kritis dengan standar internasional agar management with international standards so the community
masyarakat dapat memperoleh perawatan kompleks di can receive complex care domestically.
dalam negeri.
• Kemitraan Strategis Global • Global Strategic Partnerships
Mempercepat transfer pengetahuan dan penelitian klinis Accelerating knowledge transfer and clinical research
melalui kolaborasi dengan institusi medis terkemuka dunia. through collaboration with the world’s leading medical
institutions.
• Pemerataan Akses • Equitable Access
Menjembatani layanan berkualitas tinggi dengan inklusivitas Bridging high-quality services with national healthcare
layanan kesehatan nasional serta memastikan standar inclusivity and ensuring consistent patient safety standards
keselamatan pasien yang konsisten di seluruh jaringan rumah across the entire hospital network.
sakit.
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Transformasi Digital sebagai Enabler Layanan Digital Transformation as a Service Enabler
Transformasi digital menjadi salah satu pilar utama dalam Digital transformation is a key pillar in NGS to support more
NGS untuk mendukung proses layanan yang lebih efektif dan effective and integrated service processes.
terintegrasi.
• Integrasi Data Klinis • Clinical Data Integration
Pemanfaatan Electronic Medical Record (EMR) yang terpusat The use of centralized Electronic Medical Records (EMR)
memastikan akurasi diagnosa dan efisiensi waktu pelayanan ensures diagnostic accuracy and real-time service time
secara real-time. efficiency.
• Penyederhanaan Rantai Nilai • Value Chain Simplification
Digitalisasi difokuskan untuk mengeliminasi hambatan Digitalization is focused on eliminating administrative
administratif sehingga interaksi antara dokter dan pasien barriers so that interactions between doctors and patients
dapat lebih optimal dan fokus pada aspek terapeutik. can be more optimal and focused on therapeutic aspects.
• Konektivitas Layanan • Service Connectivity
Memperluas jangkauan layanan di luar fasilitas fisik melalui Expanding service reaches beyond physical facilities through
platform digital yang terintegrasi, memberikan fleksibilitas integrated digital platforms, providing flexibility for patients
bagi pasien dalam mengelola kesehatan mereka. in managing their health.
Integrasi Keberlanjutan dalam Strategi Bisnis Integrating Sustainability into Business Strategy
Dalam implementasi NGS, Siloam mengintegrasikan prinsip In implementing NGS, Siloam integrates sustainability principles
keberlanjutan ke dalam strategi operasional dan pengambilan into operational strategies and business decision-making to
keputusan bisnis agar pertumbuhan dan transformasi layanan ensure that healthcare growth and transformation go hand-in-
kesehatan berjalan seiring dengan tanggung jawab terhadap hand with responsibility toward society and the environment.
masyarakat dan lingkungan.
• Lingkungan • Environmental
Berkomitmen pada operasional rendah emisi melalui efisiensi Committed to low-emission operations through resource
sumber daya, pengurangan penggunaan kertas secara masif efficiency, massive reduction in paper use through
lewat digitalisasi, serta penerapan standar bangunan hijau digitalization, and the application of green building standards
pada unit-unit rumah sakit. across hospital units.
• Sosial • Social
Memperkuat dampak sosial melalui program preventif Strengthening social impact through community preventive
masyarakat, perluasan akses kesehatan ke wilayah terpencil, programs, expanding healthcare access to remote areas, and
serta dukungan terhadap kemandirian industri kesehatan supporting the independence of the domestic healthcare
dalam negeri dengan memprioritaskan rantai pasok lokal. industry by prioritizing local supply chains.
• Tata Kelola • Governance
Membangun kepercayaan melalui praktik bisnis beretika, Building trust through ethical business practices, information
transparansi informasi, dan sistem pengawasan yang ketat transparency, and a rigorous oversight system to guarantee
untuk menjamin integritas di setiap lini organisasi. integrity at every level of the organization.
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Operasional Siloam [SEOJK C.3][GRI 2-1][GRI 2-2][GRI 2-6] [HC-DY-000.A][HC-DY-000.B]
Siloam Operations
Siloam Hospitals memiliki jaringan rumah sakit dan juga klinik Siloam Hospitals operates a network of hospitals and clinics
yang tersebar dari wilayah barat hingga timur Indonesia sebagai spanning from Western to Eastern Indonesia as part of its effort
upaya mendukung pemerataan kesempatan masyarakat dalam to support equitable access for the community to obtain quality
memperoleh layanan kesehatan yang berkualitas. Melalui healthcare services. Through the presence of hospitals and clinics
kehadiran rumah sakit ataupun klinik di berbagai provinsi, Siloam across various provinces, Siloam strives to provide healthcare
berupaya menghadirkan layanan kesehatan yang lebih dekat, services that are more accessible, affordable, and standardized
terjangkau, dan terstandar sesuai kebutuhan masyarakat di according to the needs of communities in various regions.
berbagai daerah.
1 Sumatra Utara | North Sumatra 7 Jawa Barat | West Java 12 Nusa Tenggara Barat |
West Nusa Tenggara
• Siloam Hospitals Medan • Siloam Hospitals Bogor
• Siloam Hospitals Mataram
• Siloam Heart Hospitals
2 Jambi • Siloam Hospitals Lippo Cikarang
13 Nusa Tenggara Timur |
• Siloam Hospitals Jambi • Siloam Hospitals Sentosa East Nusa Tenggara
• Siloam Hospitals Bekasi Timur • Siloam Hospitals Labuan Bajo
3 Sumatra Utara | North Sumatra • Siloam Hospitals Bekasi • Siloam Hospitals Kupang
• Siloam Hospitals Palembang Sepanjang Jaya
• Siloam Hospitals Silampari • Siloam Hospitals Purwakarta 14 Kalimantan Selatan | South Kalimantan
• Siloam Hospitals Cirebon • Siloam Hospitals Palangkaraya
4 Kepulauan Bangka Belitung |
Bangka Belitung Islands 8 Jawa Tengah | Central Java 15 Kalimantan Selatan | South Kalimantan
• Siloam Hospitals Bangka • Siloam Hospitals Semarang • Siloam Hospitals Balikpapan
• RSU Syubbanul Wathon
5 Banten 16 Kalimantan Selatan | South Kalimantan
• Siloam Hospitals Lippo Village 9 D.I.Yogyakarta • Siloam Hospitals Banjarmasin
• RSU Siloam Lippo Village • Siloam Hospitals Yogyakarta
• RSU Siloam Kelapa Dua 17 Sulawesi Utara | North Sulawesi
10 Jawa Timur | East Java • Siloam Hospitals Manado
6 Jakarta • Siloam Hospitals Paal Dua
• Siloam Hospitals Surabaya
• Siloam Hospitals Kebon Jeruk
• Siloam Hospitals Jember 18 Sulawesi Tenggara | Southeast Sulawesi
• MRCCC Siloam Semanggi
• Siloam Hospitals TB Simatupang • Siloam Hospitals Buton
11 Bali
• Siloam Hospitals ASRI
• Siloam Hospitals Denpasar 19 Sulawesi Selatan | West Sulawesi
• Siloam Hospitals Mampang
• BIMC Kuta • Siloam Hospitals Makassar
• Siloam Hospitals Agora
• BIMC Nusa Dua
20 Maluku
• Siloam Hospitals Ambon
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05 Caring for Our Environment 06 Caring for Our People 07 Caring for Our Community
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Kapasitas Tempat Tidur Tempat Tidur Operasional
Bed Capacity Operational Beds
7.906 4.310
2024 7.932 2024 4.133*
2023 7.906 2023 3.987*
Jumlah Pasien Rawat Jalan Jumlah Pasien Rawat Inap
Number of Outpatients Number of Inpatients
4.350.035 317.900
2024 4.244.207 2024 326.030
2023 3.949.341* 2023 302.463
Catatan | Notes:
* Terdapat penyajian kembali untuk data tempat tidur operasional (2023-2024) dan pasien rawat jalan (2023) yang disesuaikan mengikuti pemutakhiran metode perhitungan
pelaporan.
* There is a restatement for operational bed data (2023-2024) and outpatient data (2023), which have been adjusted following updates to the reporting calculation
methodology.
Seluruh operasional layanan kesehatan tersebut didukung oleh All healthcare operations are supported by dedicated and
karyawan sebagai salah satu pemangku kepentingan utama competent employees who provide professional and continuous
dari Perseroan yang berdedikasi dan memiliki kompetensi healthcare services across Siloam’s various operational areas.
untuk memberikan pelayanan kesehatan secara profesional dan
berkesinambungan di berbagai wilayah operasional Siloam.
Data Karyawan Siloam [SEOJK C.3][GRI 2-7]
Siloam Employee Data
Number of
Jumlah Karyawan 2025 2024 2023 Employee
Laki - Laki - Laki -
Jenis Kelamin Perempuan Perempuan Perempuan
laki % % laki % % laki % % Gender
Gender Female Female Female
Male Male Male
Usia Age
< 30 tahun 1.700 11,43 5.314 35,73 1.811 12,39 5.279 36,12 1.869 13,22 5.309 37,54 < 30 years
30 - 50 tahun 2.532 17,03 4.916 33,06 2.516 17,21 4.621 31,62 2.361 16,69 4.243 30,00 30 - 50 years
> 50 tahun 157 1,06 253 1,70 163 1,12 226 1,55 143 1,01 217 1,53 > 50 years
Jumlah 14.872 14.616 14.142 Total
Pendidikan Education
Junior High
SMP 20 0,13 4 0,03 24 0,16 6 0,04 26 0,18 7 0,05
School
SMA 604 4,06 481 3,23 704 4,82 613 4,19 756 5,35 685 4,84 High School
Diploma 1.129 7,59 3.341 22,47 1.133 7,75 3.350 22,92 1.111 7,86 3.357 23,74 Diploma
S1 2.483 16,70 6.455 43,40 2.495 17,07 5.983 40,93 2.368 16,74 5.564 39,34 Undergraduate
S2 150 1,01 200 1,34 131 0,90 174 1,19 109 0,77 156 1,10 Master Degree
S3 3 0,02 2 0,01 3 0,02 0 0,00 3 0,02 0 0,00 Doctoral
Jumlah 14.872 14.616 14.142 Total
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Data Karyawan Berdasarkan Lokasi dan Kategori Pekerjaan [SEOJK C.3][GRI 2-7]
Employee Data by Location and Job Category
Sumatera | Sumatra
Kategori Pekerjaan
2025 2024 2023
Job Category
Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah
Female Male Total Female Male Total Female Male Total
Total Karyawan 1.263 429 1.692 1.198 430 1.628 1.156 421 1.577
Total Employees
Jumlah pekerja tidak tetap 1.256 421 1.677 1.196 429 1.625 4 5 9
(PKWT)
Temporary Employees
Jumlah pekerja tetap 7 8 15 2 1 3 1.152 416 1.568
(PKWTT)
Permanent Employees
Jumlah pekerja dengan jam 0 0 0 0 0 0 0 0 0
kerja tidak pasti
Employees with Non-
Guaranteed Hours
Jumlah pekerja penuh waktu 1.263 429 1.692 1.198 430 1.628 1.156 421 1.577
Full-time Employees
Jumlah pekerja paruh waktu 0 0 0 0 0 0 0 0 0
Part-time Employees
Lokasi Operasional 1.263 429 1.692 1.198 430 1.628 1.156 421 1.577
Operational Location
Jawa | Java
Kategori Pekerjaan
2025 2024 2023
Job Category
Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah
Female Male Total Female Male Total Female Male Total
Total Karyawan 6.148 2.748 8.896 6.007 2.827 8.834 5.844 2.739 8.583
Total Employees
Jumlah pekerja tidak tetap 6.057 2.61 8.667 5.919 2.683 8.602 95 148 243
(PKWT)
Temporary Employees
Jumlah pekerja tetap 91 138 229 88 144 232 5.749 2.591 8.34
(PKWTT)
Permanent Employees
Jumlah pekerja dengan jam 0 0 0 0 0 0 0 0 0
kerja tidak pasti
Employees with Non-
Guaranteed Hours
Jumlah pekerja penuh waktu 6.148 2.748 8.896 6.007 2.827 8.834 5.844 2.739 8.583
Full-time Employees
Jumlah pekerja paruh waktu 0 0 0 0 0 0 0 0 0
Part-time Employees
Lokasi Operasional 6.148 2.748 8.896 6.007 2.827 8.834 5.844 2.739 8.583
Operational Location
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Kalimantan | Kalimantan
Kategori Pekerjaan
2025 2024 2023
Job Category
Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah
Female Male Total Female Male Total Female Male Total
Total Karyawan 497 204 701 486 197 683 464 184 648
Total Employees
Jumlah pekerja tidak tetap 496 201 697 484 195 679 2 3 5
(PKWT)
Temporary Employees
Jumlah pekerja tetap 1 3 4 2 2 4 462 181 643
(PKWTT)
Permanent Employees
Jumlah pekerja dengan jam 0 0 0 0 0 0 0 0 0
kerja tidak pasti
Employees with Non-
Guaranteed Hours
Jumlah pekerja penuh waktu 497 204 701 486 197 683 464 184 648
Full-time Employees
Jumlah pekerja paruh waktu 0 0 0 0 0 0 0 0 0
Part-time Employees
Lokasi Operasional 497 204 701 486 197 683 464 184 648
Operational Location
Sulawesi | Sulawesi
Kategori Pekerjaan
2025 2024 2023
Job Category
Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah
Female Male Total Female Male Total Female Male Total
Total Karyawan 936 362 1.298 895 380 1.275 858 382 1.240
Total Employees
Jumlah pekerja tidak tetap 933 358 1.291 894 375 1.269 1 6 7
(PKWT)
Temporary Employees
Jumlah pekerja tetap 3 4 7 1 5 6 857 376 1.233
(PKWTT)
Permanent Employees
Jumlah pekerja dengan jam 0 0 0 0 0 0 0 0 0
kerja tidak pasti
Employees with Non-
Guaranteed Hours
Jumlah pekerja penuh waktu 936 362 1.298 895 380 1.275 858 382 1.24
Full-time Employees
Jumlah pekerja paruh waktu 0 0 0 0 0 0 0 0 0
Part-time Employees
Lokasi Operasional 936 362 1.298 895 380 1.275 858 382 1.24
Operational Location
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Maluku dan Papua | Maluku and Papua
Kategori Pekerjaan
2025 2024 2023
Job Category
Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah
Female Male Total Female Male Total Female Male Total
Total Karyawan 204 85 289 204 85 289 168 78 246
Total Employees
Jumlah pekerja tidak tetap 204 85 289 204 85 289 0 0 0
(PKWT)
Temporary Employees
Jumlah pekerja tetap 0 0 0 0 0 0 168 78 246
(PKWTT)
Permanent Employees
Jumlah pekerja dengan jam 0 0 0 0 0 0 0 0 0
kerja tidak pasti
Employees with Non-
Guaranteed Hours
Jumlah pekerja penuh waktu 204 85 289 204 85 289 168 78 246
Full-time Employees
Jumlah pekerja paruh waktu 0 0 0 0 0 0 0 0 0
Part-time Employees
Lokasi Operasional 204 85 289 204 85 289 168 78 246
Operational Location
Bali | Bali
Kategori Pekerjaan
2025 2024 2023
Job Category
Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah Perempuan Laki-laki Jumlah
Female Male Total Female Male Total Female Male Total
Total Karyawan 1.435 561 1.996 1.357 572 1.929 1.279 569 1.848
Total Employees
Jumlah pekerja tidak tetap 1.43 558 1.988 1.348 569 1.917 19 8 27
(PKWT)
Temporary Employees
Jumlah pekerja tetap 5 3 8 9 3 12 1.26 561 1.821
(PKWTT)
Permanent Employees
Jumlah pekerja dengan jam 0 0 0 0 0 0 0 0 0
kerja tidak pasti
Employees with Non-
Guaranteed Hours
Jumlah pekerja penuh waktu 1.435 561 1.996 1.357 572 1.929 1.279 569 1.848
Full-time Employees
Jumlah pekerja paruh waktu 0 0 0 0 0 0 0 0 0
Part-time Employees
Lokasi Operasional 1.435 561 1.996 1.357 572 1.929 1.279 569 1.848
Operational Location
Pekerja Non-Karyawan (Outsourcing) [SEOJK C.3][GRI 2-8]
Non-Employee Workers (Outsourced Workers)
Tahun
Year 2025 2024 2023
Jumlah Pekerja Non-Karyawan (Outsourcing) 2.965 3.342 3.470
Non-Employee Workers (Outsourced Workers)
Catatan | Notes:
Karyawan outsource merupakan karyawan yang disediakan oleh pihak ketiga untuk menjalankan fungsi operasional pendukung Perseroan, yang mencakup:
Administration Support, Call Center, Concierge, Customer Service, Driver, Front Office, General Support Staff, HCA, Housekeeping, Laundry, Messenger,
Phone Operator, Runner, dan Ward Clerk.
Outsourced employee refers to workers provided by third parties to perform the Company’s supporting operational functions, covering: Administration
Support, Call Center, Concierge, Customer Service, Driver, Front Office, General Support Staff, HCA, Housekeeping, Laundry, Messenger, Phone
Operator, Runner, and Ward Clerk.
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Kinerja Ekonomi [SEOJK C.3][GRI 201-1]
Economic Performance
Kinerja ekonomi Siloam Hospitals pada tahun 2025 mencerminkan Siloam Hospitals’ economic performance in 2025 reflects the
upaya berkelanjutan Perseroan dalam menjaga pertumbuhan Company’s continuous efforts to maintain revenue growth through
pendapatan melalui optimalisasi layanan inti, pengelolaan biaya the optimization of core services, measured cost management,
yang terukur, serta penerapan pengelolaan keuangan yang and the implementation of prudent financial management. This
prudent. Pendekatan ini mendukung keberlanjutan operasional approach supports Siloam’s operational sustainability while
Siloam sekaligus memperkuat kontribusi ekonomi Perseroan strengthening the Company’s economic contribution in creating
dalam menciptakan dan mendistribusikan nilai bagi berbagai and distributing value for various stakeholders.
pemangku kepentingan.
Informasi lebih lanjut mengenai Kinerja Ekonomi dapat dilihat di Further information regarding Economic Performance can be
dalam Laporan Keuangan Tahunan Perseroan yang terdapat di found in the Company’s Annual Financial Statements included in
dalam Laporan Tahunan 2025. the 2025 Annual Report.
Pada 2025, Siloam mencatatkan peningkatan pendapatan sebesar 5%
dibandingkan tahun sebelumnya
In 2025, Siloam recorded a revenue increase of 5% compared to the previous year.
Kinerja Keuangan
Economic Performance
Rp Miliar | Billion Rupiah
Uraian 2025 2024 2023 Description
Aset 14.498 14.206 10.982 Asset
Pendapatan 12.847 12.208 11.191 Revenue
Laba Kotor 4.947 4.862 4.455 Gross Profit
Laba Tahun Berjalan 1.164 950.1 1.247 Profit for the Year
Nilai Ekonomi
Economic Value
Rp Miliar | Billion Rupiah
Uraian 2025 2024 2023 Description
Pendapatan Bersih 12.847 12.208 11.191 Net Revenue
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Nilai Ekonomi yang Didistribusikan
Distributed Economic Value
Rp Miliar | Billion Rupiah
Uraian 2025 2024 2023 Description
Biaya Operasional (beban pokok 6.001 5.657 5.136 Operating Costs (cost of goods
penjualan, penjualan umum & sold, general & administrative sales
administrasi diluar biaya tenaga kerja) excluding labor costs)
Gaji dan Tunjangan Karyawan 770 810 689 Employee Salaries and Benefits
Pembayaran kepada Penyedia Modal - 260 255 Payments to Capital Providers
Investasi Masyarakat 37,4 12,4 36,4 Community Investment
Pembayaran Pajak Penghasilan kepada 381 410 419 Income Tax Payments to Government
Pemerintah
Nilai Ekonomi yang Disimpan
Economic Walue Retained
Rp Miliar | Billion Rupiah
Uraian 2025 2024 2023 Description
Nilai Ekonomi yang Disimpan 5.659 5.059 4.655 Economic Value Retained
Perbandingan Target dan Realisasi [SEOJK F.2][SEOJK F.3]
Comparison of Targets and Realization
Rp Miliar | Billion Rupiah
Target RKAP
2025 Realisasi 2025
Uraian Description
2025 RKAP 2025 Realization
Target
Pendapatan 13.776 12.847 Revenue
Laba Tahun Berjalan 1.523 1.164 Profit for the Year
Asosiasi [SEOJK C.5][GRI 2-28]
Association
Siloam Hospitals bergabung dalam sejumlah asosiasi dan jaringan Siloam Hospitals participates in a number of professional
profesional sebagai bagian dari komitmen kami terhadap tata associations and networks as part of our commitment to good
kelola yang baik serta penerapan praktik terbaik di industri governance and the implementation of best practices in the
layanan kesehatan, antara lain: healthcare industry. Some of the associations we participate in
include:
• Asosiasi Rumah Sakit Swasta Indonesia (ARSSI) • Indonesian Private Hospitals Association (ARSSI)
• Ikatan Dokter Indonesia (IDI) • Indonesian Medical Association (IDI)
• Persatuan Perawat Nasional Indonesia (PPNI) • Indonesian National Nurses Association (PPNI)
• Asosiasi Emiten Indonesia (AEI) • Indonesian Issuers Association (AEI)
• UN Global Compact Network Indonesia (IGCN) • UN Global Compact Network Indonesia (IGCN)
• Kamar Dagang Industri (KADIN) • Indonesian Chamber of Commerce and Industry (KADIN)
• Indonesia Corporate Secretary Association (ICSA) • Indonesia Corporate Secretary Association (ICSA)
• Asosiasi Pengusaha Indonesia (APINDO) • Indonesian Employers Association (APINDO)
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Penghargaan dan Sertifikasi
Award and Certification
Dalam menjalankan operasional, Siloam Hospitals secara In conducting its operations, Siloam Hospitals consistently
konsisten mengedepankan kualitas layanan dan keselamatan prioritizes service quality and patient safety as part of our
pasien sebagai bagian dari praktik sehari-hari. Komitmen daily practices. This commitment is realized through the
tersebut diwujudkan melalui penerapan standar operasional dan implementation of certified operational standards and
sistem manajemen yang tersertifikasi, sebagai landasan dalam management systems, serving as the foundation for maintaining
menjaga mutu layanan. Sepanjang 2025, upaya ini mendapatkan service quality. Throughout 2025, these efforts received
pengakuan pihak ketiga independen melalui serangkaian recognition from independent third parties through a series of
penghargaan dan sertifikasi strategis, baik yang diterima oleh strategic awards and certifications, received both by the Head
Kantor Pusat atas kebijakan manajemen nasional, maupun Office for national management policies and by related hospital
oleh unit-unit rumah sakit terkait sesuai dengan ruang lingkup units according to their respective operational scopes.
operasional masing-masing.
Penghargaan
Awards
Fortune Indonesia: Newsweek:
Change the World – atas dampak sosial Perseroan - World’s Most Trustworthy Companies
Change the World – for the Company’s social impact - Best Specialized Hospitals in Oncology 2023–2025: MRCCC
Siloam
Fortune Awards:
- World’s Most Trustworthy Companies
TOP 3 Healthcare Fortune Company
- Best Specialized Hospitals in Oncology 2023–2025: MRCCC
TOP 3 Healthcare Fortune Company
Siloam
Bloomberg Technoz:
Healthcare Asia (HCA) Awards:
20 Top Companies to Watch
- Service Delivery Innovation Initiative of the Year (Self Check-
20 Top Companies to Watch
In)
Hospital Management Asia (HMA): - Clinical Service Initiative of the Year (Siloam Stroke Ready
Honourable Mention - Dr Kwang Tae Kim Grand Hospital Award Hospitals)
2025 - Specialty Hospital of the Year: MRCCC Siloam
Best Community Involvement (SELANGKAH Program) - Tertiary Hospital of the Year: Siloam ASRI
- Medical Tourism Hospital of the Year: BIMC Nusa Dua
International Hospital Federation (IHF):
- Service Delivery Innovation Initiative of the Year (Self Check-
Honourable Mention - Dr Kwang Tae Kim Grand Hospital Award
In)
2025
- Clinical Service Initiative of the Year (Siloam Stroke Ready
Honorable Mention - Dr. Kwang Tae Kim Grand Hospital Award
Hospitals)
2025
- Specialty Hospital of the Year: MRCCC Siloam
Bumi Global Karbon & Majalah Investor: - Tertiary Hospital of the Year: Siloam ASRI
Diamond Achievement: The Best Corporate Emission Reduction - Medical Tourism Hospital of the Year: BIMC Nusa Dua
Transparency Awards
World Stroke Organization (WSO) Angels Awards
Diamond Achievement: The Best Corporate Emission Reduction
(Periode Januari–Maret 2025):
Transparency Awards
- DIAMOND STATUS (Excellence in Stroke Care): SHKJ, SHTB
CSA Awards (Asosiasi Analis Efek Indonesia): - PLATINUM STATUS (High Performing Hospitals): SHLV
Award of Excellence - Analyst’s Favorite Listed Company in the - GOLD STATUS (The First-Tier Awards): SHDP, SHPW, SHMD
Healthcare Sector - DIAMOND STATUS (Excellence in Stroke Care): SHKJ, SHTB
Award of Excellence - Analyst’s Favorite Listed Company in the - PLATINUM STATUS (High Performing Hospitals): SHLV
Healthcare Sector - GOLD STATUS (The First-Tier Awards): SHDP, SHPW, SHMD
National Center for Sustainability Reporting (NCSR)/ Museum Rekor-Dunia Indonesia (MURI)/ Indonesian
ASRRAT: World Records Museum (MURI):
Peringkat A - Laporan Keberlanjutan Tahun 2024 Terbaik - Rekor Pelatihan Bantuan Hidup Dasar (BHD) kepada 9.000
Rank A - Best 2024 Sustainability Report Masyarakat Non-Medis
- Rekor Pelaksanaan 3.000 Skrining Kanker Payudara
Indonesia Stock Exchange (IDX):
- Record for Basic Life Support (BLS) Training for 9,000 Non-
TOP 3 Wealth Creator of the Middle Market Capitalization
Medical Personnel
Category
- Record for the Implementation of 3,000 Breast Cancer
OP 3 Wealth Creator of the Middle Market Capitalization
Screenings
Category
SWA Magazine:
Frontier Group:
- Indonesia Best Business Transformation Award
TOP Brand Award: Private Hospital Network
- Best Innovation in ESG Implementation
TOP Brand Award: Private Hospital Network
- Indonesia Best Business Transformation Award
- Best Innovation in ESG Implementation
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Healthcare Asia Awards 2025
Healthcare Asia Awards 2025
Keunggulan tata kelola klinis dan inovasi layanan kami diakui di tingkat regional melalui lima
penghargaan bergengsi. Penghargaan ini memvalidasi keberhasilan strategi Next Gen Siloam
dalam segmentasi layanan (Archetypes):
• Clinical Service Initiative of the Year: Pengakuan atas inisiatif “Stroke Ready Hospitals” yang
menerapkan standar penanganan darurat stroke yang cepat dan terukur.
• Specialty Hospital of the Year: Diraih oleh MRCCC Siloam Semanggi, mengukuhkan posisinya
sebagai pusat unggulan onkologi terpercaya.
• Tertiary Hospital of the Year: Diberikan kepada Siloam Hospitals ASRI atas keunggulan layanan urologi dan transplantasi ginjal.
• Medical Tourism Hospital of the Year: Diraih oleh BIMC Nusa Dua, mencerminkan standar layanan internasional yang konsisten.
• Service Delivery Innovation Initiative of the Year: Untuk inovasi Self Check-In yang meningkatkan efisiensi alur pasien.
Our excellence in clinical governance and service innovation was recognized at the regional level through five prestigious awards. These
accolades validate the success of the Next Gen Siloam (NGS) strategy in service segmentation (Archetypes):
• Clinical Service Initiative of the Year: Recognition for the “Stroke Ready Hospitals” initiative, which implements rapid and measurable
emergency stroke management standards.
• Specialty Hospital of the Year: Awarded to MRCCC Siloam Semanggi, solidifying its position as a trusted center of excellence for
oncology.
• Tertiary Hospital of the Year: Awarded to Siloam Hospitals ASRI for excellence in urology and kidney transplant services.
• Medical Tourism Hospital of the Year: Awarded to BIMC Nusa Dua, reflecting consistent international service standards.
• Service Delivery Innovation Initiative of the Year: For the Self Check-In innovation that enhances patient flow efficiency.
World’s Most Trustworthy Companies 2025 (Newsweek)
World’s Most Trustworthy Companies 2025 (Newsweek)
Kepercayaan adalah mata uang utama dalam industri kesehatan. Konsistensi Siloam dalam menjaga
integritas medis dan transparansi operasional mengantarkan kami masuk dalam daftar World’s Most
Trustworthy Companies 2025 oleh Newsweek, dengan menempati peringkat #24 secara global.
Trust is the primary currency in the healthcare industry. Siloam’s consistency in maintaining medical integrity
and operational transparency led to our inclusion in Newsweek’s 2025 list of the World’s Most Trustworthy
Companies, ranking #24 globally.
Sertifikasi
Certifications
Sertifikasi Manajemen Risiko Operasional (ISO)
Operational Risk Management Certification (ISO)
Untuk memitigasi risiko operasional, lingkungan, dan keselamatan kerja, Siloam menerapkan sistem manajemen terintegrasi berbasis standar
internasional di seluruh jaringan rumah sakit:
- ISO 14001: Sistem Manajemen Lingkungan untuk pengelolaan limbah dan efisiensi energi yang bertanggung jawab.
- ISO 45001: Sistem Manajemen Kesehatan dan Keselamatan Kerja (K3) untuk menjamin lingkungan kerja yang aman bagi karyawan dan pasien,
mendukung target zero fatality.
- ISO 9001: Sistem Manajemen Mutu untuk memastikan konsistensi kualitas layanan di setiap unit.
To mitigate operational, environmental, and occupational safety risks, Siloam implements an integrated management system based on international
standards across its entire hospital network:
- ISO 14001: Environmental Management System for responsible waste management and energy efficiency.
- ISO 45001: Occupational Health and Safety (OHS) Management System to ensure a safe working environment for employees and patients,
supporting a zero-fatality target.
- ISO 9001: Quality Management System to ensure consistent service quality across every unit.
Standar Keamanan Data dan Siber (ISO 27001 & NIST-CSF) [HC-DY-230a.1][HC-DY-230a.2]
Data and Cyber Security Standards (ISO 27001 & NIST-CSF)
Dalam era transformasi digital, kami memprioritaskan tata kelola data pasien yang aman. Siloam mempertahankan sertifikasi ISO 27001 untuk
Sistem Manajemen Keamanan Informasi pada aplikasi MySiloam yang mencakup 41 rumah sakit Siloam dan mengadopsi kerangka kerja NIST-CSF
(Cybersecurity Framework).
In the era of digital transformation, we prioritize secure patient data governance. Siloam maintains ISO 27001 certification for Information Security
Management Systems of the MySiloam application, which covers 41 Siloam hospitals and adopts the NIST-CSF (Cybersecurity Framework).
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ESG Rating
ESG Rating
Ecovadis: Silver Medal
Pada tahun pelaporan ini, Siloam berhasil meraih Silver Medal dari EcoVadis, lembaga pemeringkat
keberlanjutan global yang menilai kinerja ESG lebih dari 100.000 perusahaan di seluruh dunia.
Pencapaian ini menandai peningkatan signifikan dari Bronze Medal yang diperoleh pada tahun
sebelumnya dan mencerminkan kemajuan konsisten Siloam dalam memperkuat integrasi prinsip
keberlanjutan di seluruh aspek operasional dan tata kelola perusahaan.
Dengan hasil tersebut, Siloam berhasil menempatkan diri dalam 15% teratas perusahaan global yang dinilai oleh EcoVadis. Lebih lanjut,
dalam kategori perusahaan penyedia layanan kesehatan, Siloam masuk dalam Top 3% perusahaan secara global, menegaskan posisi
Perseroan sebagai salah satu organisasi dengan praktik keberlanjutan yang unggul di industri layanan kesehatan.
Pencapaian ini mencerminkan komitmen berkelanjutan Siloam dalam meningkatkan standar pengelolaan lingkungan, ketenagakerjaan
dan hak asasi manusia, etika bisnis, serta pengadaan berkelanjutan, sekaligus memperkuat transparansi dan tata kelola perusahaan yang
selaras dengan praktik terbaik internasional.
Pencapaian ini semakin mempertegas posisi Siloam sebagai salah satu penyedia layanan kesehatan terdepan yang secara aktif mendorong
penerapan praktik ESG yang kuat, terukur, dan berkelanjutan.
EcoVadis: Silver Medal
During the reporting year, Siloam was awarded the Silver Medal by EcoVadis, a global sustainability ratings provider that assesses the
ESG performance of more than 100,000 companies worldwide. This achievement marks a significant improvement from the Bronze Medal
obtained in the previous year and reflects Siloam’s consistent progress in strengthening the integration of sustainability principles across its
operations and corporate governance.
With this result, Siloam ranks among the top 15% of companies globally assessed by EcoVadis. Furthermore, within the health care providers
and services category, Siloam is placed in the top 3% of companies globally, reaffirming the Company’s position as one of the organizations
with leading sustainability practices in the healthcare industry.
This achievement reflects Siloam’s continued commitment to enhancing its standards in environmental management, labor and human rights,
business ethics, and sustainable procurement, while strengthening transparency and corporate governance in line with international best
practices.
This milestone further reinforces Siloam’s position as a leading healthcare provider that actively advances the implementation of
comprehensive, measurable, and sustainable ESG practices.
2025 Sustainability Report | PT Siloam International Hospitals Tbk 29
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Tentang Laporan Keberlanjutan
About Sustainability Report
Laporan Keberlanjutan PT Siloam International Hospitals Tbk PT Siloam International Hospitals Tbk’s 2025 Sustainability Report
Tahun 2025 merupakan laporan keberlanjutan ketujuh yang marks our seventh annual publication dedicated to sharing the
disusun untuk menyampaikan informasi mengenai kinerja dan Company’s sustainability journey and performance with our
pengelolaan keberlanjutan Perseroan kepada para pemangku stakeholders. This report provides a comprehensive overview
kepentingan. Laporan ini mengungkapkan aspek tata kelola, of the governance, economic, social, and environmental aspects
ekonomi, sosial, dan lingkungan yang relevan dengan of Siloam’s operations, reflecting our commitment to delivering
operasional Siloam dalam menyediakan layanan kesehatan healthcare responsibly and sustainably.
secara bertanggung jawab dan berkelanjutan.
Dalam laporan ini, istilah “Siloam”, “Siloam Hospitals”, “Kami”, Throughout this report, the terms “Siloam,” “Siloam Hospitals,”
dan “Perseroan” digunakan secara bergantian dan merujuk pada “We,” and “the Company” are used interchangeably to refer
PT Siloam International Hospitals Tbk, kecuali dinyatakan lain. to PT Siloam International Hospitals Tbk, unless otherwise
Penggunaan istilah tersebut dimaksudkan untuk memudahkan specified. This is intended to ensure clarity and consistency in
pembacaan serta menjaga konsistensi penyajian informasi di our presentation.
seluruh bagian laporan.
Fokus keberlanjutan dalam laporan ini disusun berdasarkan Our sustainability framework is built upon four strategic
empat pilar sesuai dengan Strategi Keberlanjutan Siloam, yaitu: pillars:
Caring for Caring for Our Caring for Our Caring for Our
Our Patients Environment People Community
Keempat pilar ini menjadi dasar dalam mengidentifikasi These pillars guide us in identifying material topics and shaping
dan memprioritaskan topik-topik material serta menyusun our performance disclosures and initiatives throughout the 2025
pengungkapan kinerja dan inisiatif keberlanjutan sepanjang reporting period.
periode pelaporan 2025.
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Cakupan Laporan dan Data [SEOJK G.1][SEOJK G.3][GRI 2-2][GRI 2-3][GRI 2-4][GRI 2-5]
Scope of the Report and Data
Laporan Keberlanjutan Siloam Hospitals tahun 2025 menyajikan The Siloam Hospitals 2025 Sustainability Report presents
informasi kinerja keberlanjutan yang mencakup aspek ekonomi, our sustainability performance across economic, social,
sosial, lingkungan, dan tata kelola. Laporan ini disusun untuk environmental, and governance (ESG) aspects. This report
memberikan gambaran yang relevan dan terukur mengenai is designed to provide a relevant and measurable overview of
bagaimana Siloam mengelola dampak operasionalnya sebagai how Siloam manages its operational impacts as a nationwide
grup rumah sakit yang beroperasi secara nasional. hospital group.
Cakupan laporan ini mencakup seluruh entitas yang terkonsolidasi The scope of this report covers all entities consolidated within
dalam Siloam Hospitals, tanpa pengecualian, untuk periode Siloam Hospitals, without exception, for the reporting period of
pelaporan 1 Januari–31 Desember 2025. Daftar entitas yang 1 January–31 December 2025. The list of consolidated entities
masuk dalam konsolidasi pelaporan ini selaras dengan laporan is aligned with the Company’s financial statements. Siloam
keuangan Perseroan. Siloam melakukan siklus pelaporan maintains an annual sustainability reporting cycle, with this
keberlanjutan secara tahunan dan laporan ini dipublikasikan specific report published in April 2026.
pada April 2026.
Data yang digunakan dalam laporan ini berasal dari sistem The data presented is sourced from internal systems, hospital
internal Perseroan, laporan operasional unit rumah sakit, serta unit operational reports, and supporting functions, including
fungsi pendukung terkait, termasuk sumber daya manusia, human resources, finance, procurement, and environment. This
keuangan, pengadaan, dan lingkungan. Dalam laporan tahun year’s report includes a restatement of information from previous
ini, terdapat penyajian kembali informasi dari periode pelaporan periods.
sebelumnya.
Penyajian Kembali Informasi [GRI 2-4] Restatement of Information
Dalam laporan tahun ini, terdapat penyajian kembali informasi dari In this report, certain information from previous reporting
periode pelaporan sebelumnya. Hal ini dilakukan untuk menjaga periods has been restated. This was undertaken to maintain the
prinsip keterbandingan agar pengguna informasi dapat melakukan principle of comparability, enabling users of the information to
analisis perubahan dampak secara akurat dari tahun ke tahun. accurately analyze changes in impacts from year to year.
Sebelumnya Nilai
Indikator Tahun Dilaporkan Restatement Penjelasa
Indicator Year Previously Restated Explanation
Reported Value
Data Operasional Tempat Tidur 2023 4.911 3.987 Disajikan kembali akibat perubahan metode perhitungan
Operational Bed Data Restated due to changes in calculation methodology
Data Operasional Tempat Tidur 2024 5.253 4.133 Disajikan kembali akibat perubahan metode perhitungan
Operational Bed Data Restated due to changes in calculation methodology
Jumlah Pasien Rawat Jalan 2023 3.949.341 3.906.285 Data dihitung ulang setelah peningkatan proses verifikasi data
Outpatient Visits Data recalculated following improved data verification
Konsumsi Air 2023 1.371 465,9 Disajikan kembali akibat perubahan metode perhitungan
Water Consumption Restated due to changes in calculation methodology
Konsumsi Air 2024 1.385 390,4 Disajikan kembali akibat perubahan metode perhitungan
Water Consumption Restated due to changes in calculation methodology
Tingkat Perputaran Karyawan 2023 100% 11,20% Data dihitung ulang setelah peningkatan proses verifikasi data
Employee Turnover Rate Data recalculated following improved data verification
Tingkat Perputaran Karyawan 2024 100% 12,50% Data dihitung ulang setelah peningkatan proses verifikasi data
Employee Turnover Rate Data recalculated following improved data verification
Tingkat Perekrutan Karyawan Baru 2023 100% 15,2% Data dihitung ulang setelah penyempurnaan metodologi perhitungan
Employee Recruitment Rate dan proses verifikasi data
Data recalculated following improvements in the calculation
methodology and data verification process
Tingkat Perekrutan Karyawan Baru 2024 100% 15,6% Data dihitung ulang setelah penyempurnaan metodologi perhitungan
Employee Recruitment Rate dan proses verifikasi data
Data recalculated following improvements in the calculation
methodology
and data verification process
Proses pengumpulan dan konsolidasi data dilakukan secara Data collection and consolidation are managed centrally and
terpusat dan telah melalui proses penjaminan (assurance) have undergone external assurance by an independent third
menggunakan standar AA1000 Assurance Standard (AA1000AS) party, TÜV Rheinland, in accordance with the AA1000 Assurance
2025 Sustainability Report | PT Siloam International Hospitals Tbk 33
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
v3 dengan Assurance Type 2 (Moderate) oleh pihak ketiga Standard (AA1000AS) v3, Type 2 (Moderate). The verification
independen, TÜV Rheinland. Proses verifikasi dilaksanakan pada process was conducted in March 2026, with no identified conflicts
Maret 2026, dan tidak terdapat benturan kepentingan dalam of interest throughout the assurance engagement. The results
pelaksanaan penjaminan tersebut. Hasil proses penjaminan ini of this assurance process have been reviewed and approved by
telah melalui proses penelaahan serta mendapatkan persetujuan the Board of Directors as part of the Company’s governance and
dari Dewan Direksi sebagai bagian dari mekanisme tata kelola oversight mechanism for sustainability reporting.
dan pengawasan atas pelaporan keberlanjutan Perseroan.
Laporan Keberlanjutan ini tersedia dalam dua bahasa, Bahasa This Sustainability Report is available in both Indonesian and
Indonesia dan Bahasa Inggris, dan dapat diunduh melalui situs English and can be downloaded from the Company’s official
web resmi Perusahaan, yaitu https://www.siloamhospitals.com/ website at https://www.siloamhospitals.com/en/tentang-kami/
en/tentang-kami/hubungan-investor/laporan-keberlanjutan hubungan-investor/laporan-keberlanjutan
Siloam menghargai setiap masukan dari pemangku kepentingan Siloam values all stakeholder feedback as a means to enhance
untuk meningkatkan kualitas pelaporan. Hingga akhir periode our reporting quality. As of the end of this reporting period,
pelaporan ini, Siloam tidak menerima umpan balik formal atas Siloam has received no formal feedback regarding the
Laporan Keberlanjutan Tahun 2024. Apabila terdapat pertanyaan, 2024 Sustainability Report. Should you have any questions,
saran, atau masukan terkait laporan ini, dapat disampaikan suggestions, or comments concerning this report, please direct
melalui: them to:
PT Siloam International Hospitals Tbk PT Siloam International Hospitals Tbk
Fakultas Kedokteran Universitas Pelita Harapan - Lantai 32 Faculty of Medicine, Universitas Pelita Harapan - 32nd Floor
Jl. Boulevard Jend.Sudirman No. 15 Lippo Village Tangerang Jl. Boulevard Jend. Sudirman No. 15 Lippo Village, Tangerang
15810 Banten, Indonesia 15810 Banten, Indonesia
Faksimili : +6221 546 0075 Facsimile: +6221 546 0075
Email: corporate.secretary@siloamhospitals.com Email: corporate.secretary@siloamhospitals.com
Standar Pelaporan
Reporting Standard
Laporan Keberlanjutan Siloam Hospitals Group tahun 2025 The Siloam Hospitals Group 2025 Sustainability Report has been
disusun dengan mengacu pada standar pelaporan nasional dan prepared in accordance with both national and international
internasional, yaitu: reporting standards, specifically:
• POJK • OJK Regulations
Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 Financial Services Authority (OJK) Regulation No. 51/
(POJK 51/2017) tentang Penerapan Keuangan Berkelanjutan POJK.03/2017 (POJK 51/2017) on the Implementation
bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan of Sustainable Finance for Financial Services Institutions,
Publik, yang diatur lebih lanjut dalam Surat Edaran Otoritas Issuers, and Public Companies. This is further guided by
Jasa Keuangan Nomor 16/SEOJK.04/2021 terkait Bentuk OJK Circular Letter No. 16/SEOJK.04/2021 regarding the
dan Isi Laporan Tahunan Emiten atau Perusahaan Publik. Form and Content of Annual Reports for Issuers or Public
Companies.
• Standar GRI • GRI Standards
Laporan ini disusun sesuai dengan Global Reporting This report has been prepared in accordance with the
Initiative (GRI) dengan mengacu pada prinsip pelaporan Global Reporting Initiative (GRI) Standards. It adheres to
GRI yang mencakup akurasi, keseimbangan, kejelasan, the GRI reporting principles, including accuracy, balance,
keterbandingan, kelengkapan, konteks keberlanjutan, clarity, comparability, completeness, sustainability context,
ketepatan waktu, dan keterverifikasian. timeliness, and verifiability.
• SASB • SASB Standards
Laporan ini juga mengacu pada Sustainability Accounting This report also refers to the Sustainability Accounting
Standards Board (SASB) untuk sektor healthcare delivery, Standards Board (SASB) standards for the Healthcare
khususnya dalam pengungkapan indikator kinerja yang Delivery sector, particularly in disclosing industry-specific
bersifat spesifik industri, serta selaras dengan kerangka performance indicator, and aligned with the TCFD
TCFD yang telah diadopsi ke dalam standar International framework, which has been adopted into the International
Financial Reporting Standards (IFRS) S2 serta Pernyataan Financial Reporting Standards (IFRS) S2 and Pernyataan
Standar Pelaporan Keuangan (PSPK) 2. Standar Pelaporan Keuangan (PSPK) 2 standards.
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Pelibatan Pemangku Kepentingan [SEOJK E.4][GRI 2-29]
Engaging Our Stakeholders
Dalam menjalankan operasional, inisiatif keberlanjutan, serta In conducting its operations, driving sustainability initiatives, and
pemenuhan ketentuan yang berlaku, Siloam melibatkan ensuring regulatory compliance, Siloam engages both internal
pemangku kepentingan internal dan eksternal melalui berbagai and external stakeholders through various communication and
mekanisme komunikasi dan interaksi. Frekuensi pelibatan interaction mechanisms. The frequency of engagement is tailored
disesuaikan dengan kebutuhan kegiatan, strategi dan rencana to activity requirements, corporate strategies, and prevailing
Perseroan, serta regulasi yang berlaku, dan dilakukan secara regulations, conducted both periodically and on an ad hoc basis.
periodik dari waktu ke waktu maupun secara ad hoc. Masukan The insights and outcomes from these interactions serve as a key
dan hasil interaksi tersebut menjadi salah satu rujukan dalam reference for managing our corporate activities and informing
pengelolaan kegiatan Perseroan serta penyajian informasi dalam the disclosures within this sustainability report.
laporan keberlanjutan.
Pemangku Kepentingan Fokus Keterlibatan Bentuk Keterlibatan
Stakeholders Engagement Focus Engagement Methods
Pasien dan Keluarga • Peningkatan kualitas pengalaman layanan • Tatap muka langsung
Patients and Families • Keselamatan pasien • Website & platform digital
• Pengembangan layanan digital terintegrasi • Layanan pelanggan
• Improving service experience • Sistem informasi pasien
• Ensuring patient safety • Direct interaction
• Expanding integrated digital services • Website & digital platforms
• Customer service
• Patient information systems
Investor • Menjaga kepercayaan investor • RUPS
Investors • Penyampaian kinerja bisnis • Paparan publik
• Komunikasi strategi keberlanjutan • Pertemuan strategis
• Maintaining investor confidence • Annual General Meeting of Shareholders (AGM)
• Communicating business performance • Public expose
• Communicating sustainability strategy • Strategic meetings
Pemerintah dan Regulator • Kepatuhan regulasi • Rapat koordinasi
Government and Regulators • Peningkatan standar layanan • Workshop tahunan
• Sinkronisasi perizinan dan pelaporan • Pelatihan rutin
• Dukungan agenda kesehatan nasional • Penyegaran triwulanan
• Regulatory compliance • Coordination meetings
• Improving service standards • Annual workshops
• Alignment of licensing and reporting • Regular trainings
• Supporting the national health agenda • Quarterly refreshers
Mitra Asuransi • Berbagi informasi industri • Interaksi operasional
Insurance Partners • Dukungan akses data layanan • Website & call center
• Sharing industry insights • Aplikasi mobile
• Supporting access to service data • Sistem informasi mitra
• Operational interaction
• Website & call center
• Mobile applications
• Partner information systems
BPJS • Perluasan layanan kesehatan terjangkau • Rapat tahunan
BPJS • Dukungan akses kesehatan nasional • Pertemuan khusus
• Expanding affordable healthcare services • Forum publik
• Supporting national healthcare access • Annual meetings
• Special meetings
• Public forums
Masyarakat Lokal • Penyediaan layanan di daerah • Layanan pelanggan khusus
Local Communities • Dukungan akses melalui program CSR • Webinar & seminar
• Providing services in local areas • Program kemitraan
• Supporting access through CSR programs • Dedicated customer service
• Webinars & seminars
• Partnership programs
Pemasok • Menjaga mutu dan ketersediaan produk • Tender pengadaan
Suppliers • Mendorong rantai pasok berkelanjutan • Koordinasi langsung
• Maintaining product quality and availability • Kunjungan pemasok
• Promoting sustainable supply chains • Procurement tenders
• Direct coordination
• Supplier visits
Karyawan dan Mitra Dokter • Komunikasi terbuka • Townhall
Employees and Partner • Penyelarasan kebijakan internal • Forum dokter
Doctors • Lingkungan kerja inklusif • Diskusi lintas layanan
• Open communication • Town hall meetings
• Alignment of internal policies • Doctor forums
• Inclusive workplace • Cross-service discussions
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Penentuan Topik Material [GRI 2-14][GRI 3-1][GRI 3-2]
Determining Material Topics
Penentuan topik material dilakukan untuk mengidentifikasi Materiality assessment is conducted to identify the sustainability
isu-isu keberlanjutan yang paling relevan bagi Siloam dan para issues most relevant to Siloam and our stakeholders, serving
pemangku kepentingan, serta menjadi dasar dalam menentukan as the foundation for our disclosure focus within this report.
fokus pengungkapan laporan keberlanjutan. Topik material dalam The material topics for the 2025 Sustainability Report were
Laporan Keberlanjutan Tahun 2025 ditetapkan berdasarkan hasil established based on the results of our 2024 materiality
asesmen materialitas yang dilakukan pada tahun 2024. Siloam assessment. Siloam conducts this assessment biennially, as our
melaksanakan asesmen materialitas secara dua tahunan dengan identified sustainability priorities and issues remain relevant and
mempertimbangkan bahwa fokus dan isu keberlanjutan yang have not undergone significant changes during this reporting
diidentifikasi masih relevan dan tidak mengalami perubahan period.
signifikan dalam periode pelaporan.
1. Identifikasi isu keberlanjutan
Identification of Sustainability Issues
Siloam mengidentifikasi isu-isu keberlanjutan yang relevan dengan operasional layanan kesehatan melalui benchmark industri, laporan internal dan
eksternal, serta standar pelaporan global, seperti GRI dan SASB untuk sektor layanan kesehatan. Proses ini menghasilkan daftar isu yang mencakup
aspek lingkungan, sosial, ekonomi, dan tata kelola yang berpotensi relevan bagi Perseroan dan para pemangku kepentingan.
Siloam identifies sustainability issues relevant to healthcare operations through industry benchmarking, internal and external reports, and global
reporting standards such as GRI and SASB for the healthcare delivery sector. This process results in a list of issues encompassing environmental, social,
economic, and governance aspects that may be relevant to the Company and its stakeholders.
2. Penilaian Dampak dan Kepentingan Pemangku Kepentingan
Stakeholder Importance and Impact Assessment
Isu-isu yang telah diidentifikasi kemudian dinilai melalui kuesioner yang disebarkan kepada pemangku kepentingan internal dan eksternal. Pemangku
kepentingan internal mencakup manajemen dan fungsi terkait di dalam Perseroan, sedangkan pemangku kepentingan eksternal mencakup investor,
pelanggan/pasien, dan pihak eksternal lain yang relevan.
Melalui kuesioner tersebut, responden diminta memberikan penilaian terhadap tingkat kepentingan masing-masing isu berdasarkan dua dimensi
utama, yaitu:
- Outward Impact, yaitu tingkat dampak aktivitas Perseroan terhadap aspek lingkungan, sosial, ekonomi dan tata kelola.
- Inward Impact, yaitu tingkat pengaruh isu tersebut terhadap kinerja bisnis Perseroan serta kepentingan para pemangku kepentingan.
Hasil penilaian responden kemudian dianalisis untuk memperoleh skor rata-rata setiap isu, yang menjadi dasar dalam proses pemetaan pada matriks
materialitas.
The identified issues are then assessed through questionnaires distributed to both internal and external stakeholders. Internal stakeholders include
management and relevant functions within the Company, while external stakeholders include investors, customers/patients, and other relevant external
parties.
Through the questionnaire, respondents are asked to evaluate the importance of each issue based on two main dimensions, namely:
- Outward Impact, which refers to the level of impact of the Company’s activities on environmental, social, economic, and governance aspects.
- Inward Impact, which refers to the level of influence of the issue on the Company’s business performance and the interests of its stakeholders.
The respondents’ assessments are then analyzed to obtain the average score for each issue, which serves as the basis for mapping the issues in the
materiality matrix.
3. Pemetaan dalam Matriks Materialitas
Mapping in the Materiality Matrix
Hasil penilaian dari kuesioner kemudian dipetakan dalam Matriks Materialitas untuk mengidentifikasi isu-isu keberlanjutan dengan tingkat prioritas
tertinggi.
Dalam matriks ini, setiap isu diplot berdasarkan dua dimensi utama, yaitu:
- Sumbu X (Outward Impact) yang merepresentasikan tingkat dampak aktivitas Perseroan terhadap aspek lingkungan, sosial, dan ekonomi.
- Sumbu Y (Inward Impact) yang menggambarkan tingkat pengaruh isu terhadap kinerja bisnis dan kepentingan para pemangku kepentingan.
Setiap isu diberikan skor berdasarkan rata-rata hasil penilaian responden dan kemudian dipetakan dalam matriks. Garis nilai rata-rata pada masing-
masing sumbu digunakan sebagai batas pembagi untuk mengelompokkan tingkat prioritas isu.
Isu-isu yang berada pada kuadran kanan atas, yaitu yang memiliki nilai di atas rata-rata pada kedua dimensi, menunjukkan topik dengan tingkat
dampak dan kepentingan yang paling signifikan.
Oleh karena itu, isu-isu pada area ini diidentifikasi sebagai topik
material prioritas bagi Perseroan.
The results of the questionnaire assessment are then mapped into the Materiality Matrix to identify sustainability issues with the highest priority.
In this matrix, each issue is plotted based on two main dimensions:
- X-Axis (Outward Impact), which represents the level of impact of the Company’s activities on environmental, social, and economic aspects.
- Y-Axis (Inward Impact), which represents the level of influence of the issue on business performance and the interests of stakeholders.
Each issue is assigned a score based on the average results of respondents’ assessments and is subsequently plotted in the matrix. The average value
line on each axis is used as the dividing threshold to categorize the priority level of each issue.
Issues located in the upper-right quadrant, which have values above the average on both dimensions, indicate topics with the most significant level
of impact and importance. Therefore, the issues in this area are identified as priority material topics for the Company.
4. Kajian internal lintas fungsi
Prioritization and Validation of Material Topics
Hasil pemetaan matriks materialitas selanjutnya dibahas melalui kajian internal lintas fungsi yang melibatkan berbagai unit kerja terkait. Diskusi ini
bertujuan untuk memastikan keselarasan antara isu-isu prioritas dengan strategi Perseroan, operasional layanan kesehatan, serta kepatuhan terhadap
regulasi dan komitmen keberlanjutan Perseroan.
The results of the materiality matrix mapping were further discussed through cross-functional internal reviews involving relevant business units. These
discussions aimed to ensure alignment between the identified priority issues and the Company’s strategy, healthcare service operations, as well as
compliance with regulatory requirements and the Company’s sustainability commitments.
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5. Validasi dan penetapan topik prioritas
Validation and Determination of Priority Topic
Hasil kajian internal kemudian dipresentasikan dan didiskusikan dalam forum ESG Steering Committee untuk memperoleh validasi dan arahan
strategis. Berdasarkan proses tersebut, Siloam menetapkan topik-topik dengan tingkat prioritas tertinggi sebagai topik material perusahaan, yang
selanjutnya menjadi fokus utama dalam pengelolaan keberlanjutan serta pengungkapan dalam Laporan Keberlanjutan.
The results of the internal assessment are subsequently presented and discussed in the ESG Steering Committee forum to obtain validation and strategic
direction. Based on this process, Siloam determines the topics with the highest priority level as the Company’s material topics, which then become the
primary focus in sustainability management and disclosure in the Sustainability Report.
Hasil pemetaan isu keberlanjutan dalam Matriks Materialitas The results of the sustainability issues mapping in Siloam’s
Siloam ditunjukkan pada gambar berikut. Kotak merah Materiality Matrix are presented in the following figure.
menandakan topik yang ditetapkan sebagai topik material dalam Red box indicates topics designated as material topics in
laporan ini. this report.
MATRIKS MATERIALITAS
MATERIALITY MATRIX
10.50
10.00 1
15
9.50 4
16
17 2
9.00
14 8
18 10
Y_Average, 8.61 19 7
Inaward Impact
8.50
20
3
6
8.000
5
7.50 9
12
7.00 13
11
6.50
6.00 X_Average, 11.81
8.00 9.00 10.00 11.00 12.00 13.00 14.00 15.00 16.00
Outward Impact
Topik Material Topik Material Topik Material
No. No. No.
Material Topics Material Topics Material Topics
Keselamatan dan kesehatan pasien Keberagaman dan non-diskriminasi Privasi pasien
1 8 15
Patient health and safety Diversity and non-discrimination Patient privacy
Akses dan keterjangkauan layanan kesehatan Dampak terhadap masyarakat Keamanan informasi
2 9 16
Healthcare access and affordability Impact on communities Information security
Fasilitas Limbah dan limbah medis Transparansi harga dan penagihan
3 10 17
Facilities Waste and medical waste Pricing and billing transparency
Kepuasan pelanggan Energi Pemasaran dan pelabelan
4 11 18
Customer satisfaction Energy Marketing and labelling
Kompetensi dan pengembangan Perubahan iklim Pengelolaan zat dan resep medis
5 12 19
Competency and development Climate change Management of controlled substances and prescriptions
Kesehatan dan keselamatan kerja Air Pengadaan berkelanjutan
6 13 20
Occupational health and safety Water Sustainable procurement
Rekrutmen dan retensi karyawan Korupsi / kecurangan
7 14
Recruitment and retention Corruption / fraud
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Topik Material [GRI 3-2]
Material Topics
Berdasarkan hasil penilaian materialitas, Siloam menetapkan Based on the materiality assessment results, Siloam has
delapan topik material yang menjadi fokus pengelolaan dan identified eight material topics that serve as the focal point of
pengungkapan keberlanjutan. Topik-topik ini dikelompokkan our sustainability management and disclosures. These topics are
ke dalam strategi keberlanjutan Perseroan untuk memastikan mapped to the Company’s sustainability strategy to ensure a
keterkaitan yang jelas antara isu material, arah pengelolaan, dan clear alignment between material issues, management direction,
pengungkapan kinerja. and performance reporting.
Energi dan Iklim
Energy and climate
Limbah dan
Tata Kelola dan Etika Limbah Medis
Governance Waste and
and Ethics Medical Waste
Topik Material
Keamanan Informasi Kesehatan dan
dan Privasi Pasien Material Topics Keselamatan Kerja (K3)
Information Security [GRI 3-2] Occupational, Health
and Patient Privacy and Safety
Akses dan
Keterjangkauan
Kepuasan Pelanggan Layanan Kesehatan
Customer Satisfaction Healthcare Access
and Affordability
Kesehatan dan Keselamatan
Pasien
Patient Health
and Safety
Topik-topik material yang telah ditetapkan menjadi acuan Identified material topics serve as the primary reference for
utama dalam pengelolaan keberlanjutan Siloam, sekaligus Siloam’s sustainability management, ensuring alignment with
memastikan integrasi yang selaras dengan strategi perusahaan the Company’s strategy and healthcare operations. Each
dan operasional layanan kesehatan. Setiap topik mencerminkan topic represents areas with significant impact and importance,
area dengan dampak dan kepentingan yang signifikan, sehingga and therefore becomes a focus in program planning, risk
menjadi fokus dalam perencanaan program, pengelolaan risiko, management, and sustainability performance measurement.
serta pengukuran kinerja keberlanjutan. Melalui pendekatan Through this approach, Siloam aims to enhance the quality
ini, Siloam berupaya memperkuat kualitas layanan sekaligus of healthcare services while creating long-term value for all
menciptakan nilai jangka panjang bagi seluruh pemangku stakeholders.
kepentingan.
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Caring for Our Environment Caring for Our People Caring for Our Community
Topik Material
Topik di GRI dan
Spesifik
Strategi Topik Material SASB Sasaran
Specific
Strategy Material Topic Topics in GRI and Intended Outcome
Material
SASB
Topics
Caring for Our Energi dan Iklim Energi 103-1 Mewujudkan operasional rumah sakit yang lebih
Environment Energy and Climate Energy 103-2 efisien energi dan rendah emisi guna mendukung
103-4 upaya mitigasi perubahan iklim serta pengelolaan
103-5 lingkungan yang berkelanjutan.
To achieve energy-efficient and lower-emission
Emisi 305-1 hospital operations that support climate change
Emission 305-2 mitigation and sustainable environmental
305-3 management.
305-4
305-5
Limbah dan Limbah Efluen dan Limbah 306-1 Mewujudkan sistem pengelolaan limbah, termasuk
Medis Effluent and Waste 306-2 limbah medis, yang aman, bertanggung jawab,
Waste and Medical 306-3 dan sesuai dengan regulasi untuk meminimalkan
Waste 306-4 dampak terhadap lingkungan dan kesehatan
306-5 masyarakat.
To establish responsible and compliant waste
Pengelolaan Limbah SASB: management systems, including medical waste,
Waste Management HC-DY-150a.1 that minimize environmental and public health
HC-DY-150a.2 impacts.
Caring for Our Kesehatan dan Kesehatan dan 403-1 Menciptakan lingkungan kerja yang aman dan
People Keselamatan Kerja (K3) Keselamatan Kerja 403-2 sehat sekaligus mengembangkan kapabilitas
Occupational, Health Occupational, Health 403-3 tenaga kesehatan dan karyawan melalui penguatan
and Safety and Safety 403-4 kompetensi, jalur pengembangan karier, serta
403-5 program pelatihan yang berkelanjutan untuk
403-6 mendukung kualitas layanan kesehatan.
403-7 Foster a safe and healthy workplace while
403-8 strengthening the capabilities of healthcare
403-9 professionals and employees through competency
403-10 development, structured career pathways, and
continuous training programs to support high-
Pelatihan dan 404-1 quality healthcare services.
Pendidikan 404-2
Training and 404-3
Education
Caring for Our Akses dan Masyarakat 413-1 Memperluas akses dan keterjangkauan layanan
Community Keterjangkauan Setempat kesehatan yang berkualitas bagi masyarakat
Layanan Kesehatan Local Communities melalui penyediaan layanan medis yang inklusif,
Healthcare Access and pengembangan jaringan layanan kesehatan, serta
Affordability Akses bagi Pasien SASB: program kesehatan masyarakat yang berkelanjutan.
Berpenghasilan HC-DY-240a.1 Expand access to and affordability of quality
Rendah healthcare services for communities through
Access for Low inclusive healthcare service delivery, expansion of
Income Patients healthcare networks, and sustainable community
health initiatives.
Caring for Our Keselamatan dan Kesehatan dan 416-1 Mewujudkan layanan kesehatan yang aman dan
Patient Kesehatan Pasien Keselamatan 416-2 berkualitas tinggi melalui penerapan standar
Patient Health and Pelanggan keselamatan pasien, peningkatan kualitas klinis,
Safety Customer Health and serta layanan kesehatan yang berorientasi pada
Safety kebutuhan pasien.
To achieve safe and high-quality healthcare services
through the implementation of patient safety
standards, continuous clinical quality improvement,
and patient-centered healthcare services.
Kepuasan Pelanggan Privasi Pelanggan 418-1 Menciptakan pengalaman layanan kesehatan yang
dan Keamanan Customer Privacy terpercaya bagi pasien melalui peningkatan kualitas
Informasi serta Privasi layanan serta perlindungan keamanan informasi dan
Pasien Kualitas Pelayanan SASB: privasi data pasien.
Customer Satisfaction & Kepuasan Pasien HC-DY-250a.2 To build trusted healthcare experiences for patients
and Information Quality of Care & HC-DY-250a.3 through high-quality services and strong protection
Security and Patient Patient HC-DY-250a.6 of information security and patient data privacy.
Privacy Satisfaction
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Topik Material
Topik di GRI dan
Spesifik
Strategi Topik Material SASB Sasaran
Specific
Strategy Material Topic Topics in GRI and Intended Outcome
Material
SASB
Topics
Good Tata Kelola dan Etika Antikorupsi 205-1 Mewujudkan tata kelola perusahaan yang
Governance Governance and Ethics Anticorruption 205-2 transparan, akuntabel, dan berintegritas melalui
205-3 penerapan etika bisnis dan kepatuhan terhadap
Pengadaan 204-1 regulasi.
Berkelanjutan To achieve transparent, accountable, and ethical
Sustainable corporate governance through the implementation
Procurement of business ethics and regulatory compliance
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Tata Kelola Perusahaan [GRI 3-3]
Corporate Governance
Tahun 2025 menjadi fase transformatif bagi Siloam, di mana The year 2025 marks a transformative phase for Siloam as the
Perseroan bergerak dari konsolidasi menuju percepatan Company transitions from consolidation toward accelerated
pertumbuhan melalui strategi Next Gen Siloam (NGS). Dalam growth through our Next Gen Siloam (NGS) strategy. In this
fase ini, tata kelola perusahaan tidak lagi diposisikan semata phase, corporate governance is no longer positioned merely as
sebagai mekanisme pengendalian, melainkan sebagai enabler a control mechanism, but as a strategic enabler that ensures the
strategis yang memastikan implementasi model operasional implementation of the Super-charging Archetypes operational
Super-charging Archetypes berjalan secara disiplin, terukur, dan model remains disciplined, measurable, and sustainable, while
berkelanjutan dengan tetap mengedepankan People First dan staying committed to a “People First” approach within the “Go
dalam kerangka Go Beyond. Beyond” framework.
Penerapan Tata Kelola yang Baik menjaga keseimbangan antara The application of Good Corporate Governance maintains a
fleksibilitas operasional tiap kategori rumah sakit dengan standar balance between the operational flexibility of each hospital
keselamatan pasien dan etika klinis yang bersifat universal dan category and the universal, non-negotiable standards of patient
tidak dapat ditawar, yang mana sejalan dengan prinsip utama safety and clinical ethics, aligned with our core principle of “do
yaitu do no harm. Diferensiasi layanan dimungkinkan pada no harm.” While service differentiation is applied to non-medical
aspek non-medis, namun integritas klinis berlaku sama di seluruh aspects, clinical integrity remains consistent across our entire
jaringan. network.
Seiring ekspansi dan adopsi teknologi, termasuk kecerdasan As we expand and adopt new technologies, including Artificial
artifisial atau Artificial Intelligence (AI), struktur pengawasan Intelligence (AI), our oversight structures have been strengthened
diperkuat untuk mengelola risiko operasional dan digital. Setiap to manage operational and digital risks. Every innovation remains
inovasi tetap berlandaskan perlindungan data pasien, kepatuhan grounded in patient data protection, regulatory compliance, and
regulasi, dan protokol medis yang ketat. rigorous medical protocols.
Dengan tata kelola yang kuat dan adaptif, Siloam memastikan Through robust and adaptive governance, Siloam ensures
pengelolaan risiko yang sistematis, akuntabilitas yang jelas, systematic risk management, clear accountability, and the
serta penciptaan nilai jangka panjang bagi seluruh pemangku creation of long-term value for all stakeholders.
kepentingan.
Tata Kelola Perusahaan yang Baik di Siloam [SEOJK E.1][GRI Good Corporate Governance (GCG) at Siloam
2-9][GRI 2-12] [GRI 2-13][GRI 2-14]
Dalam industri layanan kesehatan yang memiliki kompleksitas In the highly complex and regulated healthcare industry,
operasional dan regulasi yang tinggi, tata kelola menjadi governance serves as the primary mechanism for maintaining
mekanisme utama untuk menjaga integritas pengambilan decision-making integrity, risk management, and stakeholder
keputusan, pengelolaan risiko, serta kepercayaan pemangku trust. Siloam implements Good Corporate Governance (GCG)
kepentingan. Siloam menerapkan prinsip dan praktik Good principles and practices designed to ensure that corporate
Corporate Governance (GCG) yang dirancang untuk memastikan strategies are executed consistently, measurably, and in
bahwa strategi perusahaan dijalankan secara konsisten, terukur, alignment with operational dynamics and stakeholder needs.
dan selaras dengan dinamika operasional serta kebutuhan para
pemangku kepentingan.
Penerapan GCG di Siloam mendukung strategi Next Generation The application of GCG at Siloam supports the Next Generation
Siloam, yang bertujuan memperkuat kesiapan perusahaan dalam Siloam strategy, which aims to strengthen the Company’s agility
merespons tantangan operasional, regulasi, dan ekspektasi in responding to evolving operational challenges, regulatory
pemangku kepentingan yang terus berkembang. shifts, and stakeholder expectations.
Implementasi GCG di Siloam dilaksanakan melalui empat aspek Our GCG implementation is structured around four key pillars:
utama, yaitu komitmen tata kelola, struktur tata kelola, proses governance commitment, governance structure, governance
tata kelola, dan hasil tata kelola. Keempat aspek ini membentuk processes, and governance outcomes. These pillars form a
kerangka tata kelola yang mengatur bagaimana komitmen comprehensive framework that governs how commitments
diterjemahkan ke dalam struktur organisasi, proses pengambilan are translated into organizational structures, decision-making
keputusan, serta hasil pengelolaan perusahaan. processes, and overall corporate performance.
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Prinsip-Prinsip GCG Siloam
Siloam GCG Principles
Siloam memastikan setiap pemangku kepentingan memiliki akses yang mudah dan terbuka
dalam memperoleh informasi yang terpercaya terkait Perseroan. Seluruh informasi yang
disediakan Perseroan merupakan informasi terkini yang dapat dipertanggungjawabkan, dan
tersedia dalam Bahasa Indonesia dan Bahasa Inggris.
Transparansi Siloam ensures that all stakeholders have easy and open access to reliable information regarding
Transparancy
the Company. All information provided is up-to-date, verifiable, and available in both Indonesian
and English.
Melalui 3 (tiga) tingkatan tata kelola, Siloam menyelenggarakan rapat rutin, Rapat Umum
Pemegang Saham (RUPS) tahunan, serta review dan evaluasi kinerja triwulanan. Upaya ini
dilakukan untuk memastikan akuntabilitas dan efektivitas seluruh fungsi dan kinerja tata kelola.
Through a three-tiered governance structure, Siloam conducts regular meetings, the Annual
Akuntabilitas General Meeting of Shareholders (GMS), as well as quarterly performance reviews and
Accountability evaluations. These efforts are undertaken to ensure the accountability and effectiveness of all
governance functions and performance.
Siloam berkomitmen untuk menjalankan kegiatan usaha dengan mematuhi peraturan yang
berlaku, baik yang bersifat klinis dan non-klinis. Pemenuhan kepatuhan terhadap peraturan
merupakan aspek sentral dari praktik manajemen risiko yang bertujuan untuk mendukung
keberlanjutan pengembangan Siloam jangka panjang.
Tanggung Jawab Siloam is committed to conducting its business activities in compliance with all prevailing
Responsibility regulations, both clinical and non-clinical. Regulatory compliance is a central aspect of our risk
management practices, aimed at supporting Siloam’s long-term sustainable development.
Siloam menerapkan fungsi pengawasan untuk memastikan seluruh organ tata kelola di semua
lapisan jabatan bekerja secara independent dan objektif, serta tidak terlibat dalam konflik
kepentingan yang dapat menimbulkan dampak negatif bagi Siloam.
Siloam implements oversight functions to ensure that all governance bodies across all levels
Independensi
Independency operate independently and objectively, remaining free from conflicts of interest that could
negatively impact the Company.
Siloam membangun dan membina hubungan yang adil, setara, dan wajar dengan seluruh
pemangku kepentingan melalui pemenuhan hak-hak pemangku kepentingan. Setiap
pemangku kepentingan berhak menerima manfaat yang optimal dari kinerja Perseroan sesuai
porsi, kapasitas, dan keterlibatannya.
Kewajaran Siloam builds and nurtures fair, equal, and equitable relationships with all stakeholders by
Fairness upholding their respective rights. Every stakeholder is entitled to receive optimal benefits from
the Company’s performance in accordance with their portion, capacity, and engagement.
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Struktur Tata Kelola [SEOJK E.1][GRI 2-9][GRI 2-11][GRI 2-13][GRI2-14]
Governance Structure
Struktur Organisasi Presiden Komisaris
Organization Structure President Commissioner
Dr. Yasonna H. Laoly, S.H., M.Sc.
Struktur organisasi Perseroan sampai dengan 31 Desember 2025 Komisaris | Commissioner
adalah sebagai berikut: Sigit Prasetya
Andy Nugroho Purwohardono
Dr. Kartini Syahrir (Independent)
The Company’s organizational structure as of 31 December 2025
James Tobias Hall (Independent)
is as follows:
Presiden Direktur | President Director
David Utama
Direktur | Director
Atiff Ibrahim Gill
Benny Haryanto Djie
Gabriele Isacco Tironi
Phua Meng Kuan (Daniel Phua)
Richard Kidarsa
Surya Tatang
Operations Services and
Medical Quality and Nursing Information and Technology
Supply Chain Management
dr. Grace Frelita dr. Grace Frelita* Gunawan Chiu Wu Pin
Anthony Hartono
Ancillary Services and Business Innovation and
Nursing Information Technology
Development Process Excellence
Clinical Strategy and
Quality, Risk, and Safety Technology Supply Chain Management
Innovation
Clinical Governance Cybersecurity
Clinical Quality Audit
Medical Relations
Medical Talent Management
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Rapat Umum Pemegang Saham (RUPS)
General Meeting of Shareholders (GMS)
Dewan Komisaris
Board of Commissioners
Komite Nominasi dan Remunerasi Komite Audit
Nomination & Remuneration Committee Audit Committee
Ketua: Dr. Kartini Syahrir Ketua: James Tobias Hall
Komite Investasi
Investment Committee
Ketua: Atiff Ibrahim Gill
Direksi
Board of Directors
Sekretaris Perusahaan Audit Internal
Corporate Secretary Internal Audit
Ratih Hadiwinoto Yuke Yolan Gunawan
Hubungan Investor
Investor Relations
Operation/Commercial Human Capital
Financial and Legal
Sumanta Ray Agus Wismoyo
Premium Specialist Legal Human Capital Business Partner
Premium Generalist Financial Controller Recruitment
Value Seeker Procurement Total Rewards and Office Management
Community Generalist Corporate Finance HC Transformation and Innovation
Projects and Network Development Industrial Relation & Policy
Hospital Unit
Integrated Facilities
Management and Safety
Claim Management
Patient Experience & Network
Transformation
Sales
Marketing
Digital Business
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Struktur Tata Kelola
Governance Structure
Pengelolaan keberlanjutan di Siloam ditempatkan dalam rantai Sustainability management at Siloam is integrated into a clear
akuntabilitas yang jelas antara forum pemegang saham, fungsi chain of accountability across shareholder forums, oversight
pengawasan, dan fungsi pengelolaan. Rapat Umum Pemegang bodies, and management functions. The General Meeting of
Saham (RUPS) merupakan forum pengambilan keputusan Shareholders (GMS) serves as the highest decision-making
tertinggi dan memberikan mandat kepada Dewan Komisaris body, mandating the Board of Commissioners and the Board of
serta Direksi terkait pengelolaan dampak ekonomi, lingkungan, Directors to manage the Company’s economic, environmental,
dan sosial Perseroan. Dalam struktur tata kelola Perseroan, and social impacts. Within the Company’s governance structure,
Dewan Komisaris dan Direksi berperan sebagai badan tata kelola the Board of Commissioners and the Board of Directors act
tertinggi (highest governance body) yang bertanggung jawab as the highest governance bodies responsible for overseeing
atas pengawasan dan pengelolaan operasional perusahaan, and managing the Company’s operations, including ensuring
termasuk memastikan integrasi prinsip keberlanjutan dalam the integration of sustainability principles into strategy and
strategi dan pengambilan keputusan. Dewan Komisaris, decision-making processes. The Board of Commissioners, led
yang dipimpin oleh Komisaris Utama, menjalankan fungsi by the President Commissioner, exercises oversight over policy
pengawasan atas arah kebijakan dan pelaksanaan pengelolaan direction and the implementation of sustainability management,
keberlanjutan, termasuk pemberian rekomendasi kepada Direksi including providing recommendations to the Board of Directors
serta pertimbangan risiko dalam keputusan yang berkaitan and ensuring risk considerations are embedded in sustainability-
dengan praktik keberlanjutan. Untuk menjaga independensi related decisions. To maintain oversight independence, no
pengawasan, tidak terdapat anggota badan tata kelola tertinggi member of the highest governance body holds a concurrent
yang merangkap sebagai badan eksekutif. executive position.
Sejalan dengan ketentuan peraturan perundang-undangan, In accordance with prevailing laws and regulations, meetings of
setiap rapat Direksi dan Dewan Komisaris diselenggarakan the Board of Directors and the Board of Commissioners are held
secara rutin setiap tiga bulan untuk membahas berbagai hal regularly every three months to discuss various strategic matters,
strategis, termasuk isu yang berdampak pada keberlangsungan including issues impacting operational continuity, compliance,
operasional, kepatuhan, dan kinerja rumah sakit. Forum ini and hospital performance. This forum serves as a platform for
menjadi sarana pengambilan keputusan dan penetapan tindak decision-making and establishing follow-up actions regarding
lanjut atas tantangan maupun peluang yang dihadapi organisasi. the challenges and opportunities facing the organization.
Tabel berikut menyajikan pembagian tanggung jawab terkait The following table presents the division of responsibilities
pengelolaan keberlanjutan di Perseroan. Informasi mengenai regarding the management of sustainability within the Company.
tata kelola perusahaan secara umum dapat dilihat pada Laporan General information on corporate governance can be found in
Tahunan Perseroan. the Company’s Annual Report.
Posisi
Tanggung Jawab Responsibilities
Role
Direksi • Memimpin pengelolaan Perseroan untuk mencapai • Lead the Company’s management to deliver strategy
Board of Directors strategi dan kinerja, termasuk aspek ESG. and performance, including ESG.
• Menetapkan kebijakan, struktur organisasi, dan • Set policies, organizational structure, and internal
pengendalian internal; memastikan kepatuhan regulasi. controls; ensure regulatory compliance.
• Menyusun rencana kerja dan anggaran tahunan serta • Prepare the annual plan and budget and submit them to
menyampaikannya kepada Dewan Komisaris sesuai the Board of Commissioners as required.
ketentuan.
• Mengevaluasi kinerja komite dan memastikan • Oversee committee performance and uphold good
penerapan tata kelola yang baik. corporate governance.
• Melakukan pengawasan atas due diligence dan proses • Supervise the due diligence and other processes in
lainnya dalam pengelolaan dampak operasi yang mana managing the impact of operations, which supervision is
pengawasan tersebut dilakukan di dalam bentuk rapat carried out in the form of Board of Directors meetings
Direksi yang dilakukan minimal sebanyak enam kali held at least six times a year.
dalam satu tahun.
• Memastikan bahwa pemangku kepentingan internal • Ensure that internal stakeholders (including, among
(antara lain adalah, karyawan) ataupun eksternal (antara others, employees) or external stakeholders (including,
lain adalah, regulator) dapat menyampaikan pendapat among others, regulators) can convey their opinions
melalui mekanisme komunikasi resmi Perseroan seperti through the Company’s official communication
di dalam Town Hall (sehubungan dengan pemangku mechanisms, such as in Town Halls (with respect to
kepentingan internal) atau pemangku kepentingan internal stakeholders) or external stakeholders (via the
eksternal (salah satunya adalah melalui surat elektronik Corporate Secretary’s email).
Sekretaris Perusahaan).
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Posisi
Tanggung Jawab Responsibilities
Role
Dewan Komisaris • Mengawasi kebijakan dan kinerja Direksi, termasuk • Supervise the Board of Directors, including risk
Board of pengelolaan risiko dan aspek ESG. management and ESG oversight.
Commissioners • Memberikan arahan dan rekomendasi kepada Direksi • Provide guidance and recommendations for key
dalam pengambilan keputusan. decisions.
• Memastikan pelaksanaan tata kelola sesuai Anggaran • Ensure governance is conducted in line with the Articles
Dasar dan peraturan yang berlaku. of Association and applicable regulations.
Komite Pengarah ESG • Mengarahkan prioritas ESG agar selaras dengan • Set ESG priorities aligned with corporate strategy.
ESG Steering strategi Perseroan. • Monitor ESG performance and key issues across the
Committee • Mengawasi capaian dan isu utama ESG lintas organisasi. organization.
• Memperkuat akuntabilitas dan memastikan tindak lanjut • Strengthen accountability and follow-up on ESG
atas progres ESG. progress.
Tim ESG • Mengkoordinasikan implementasi program ESG di unit • Coordinate implementation of ESG programmes across
ESG Team kerja terkait. functions/units.
• Menjalankan pemantauan, konsolidasi data, dan • Conduct monitoring, data consolidation, and progress
pelaporan progres ESG. reporting.
• Menyampaikan pembaruan, tantangan, dan penyesuaian • Provide updates, issues, and adjustments to the
program kepada SteerCo. SteerCo.
Penanggung Jawab • Menjalankan inisiatif ESG sesuai lingkup program dan • Execute ESG initiatives and drive continuous
Inisiatif ESG mendorong perbaikan berkelanjutan. improvement.
ESG Initiative Owners • Memantau kinerja, mengelola risiko operasional, dan • Track performance, manage operational risks, and
memastikan kepatuhan terkait. ensure compliance.
• Mengimplementasikan inisiatif pada unit/hospital sesuai • Cascade initiatives to relevant units/hospitals as
mandat. mandated.
Pimpinan Rumah Sakit • Mengintegrasikan prinsip keberlanjutan dalam operasi • Integrate sustainability into daily operations and
Hospital Leaders dan pengambilan keputusan harian. decision-making.
• Mensosialisasikan target dan inisiatif ESG serta • Communicate ESG goals/initiatives and ensure
memastikan implementasi di level rumah sakit. execution at hospital level.
• Memastikan keselarasan pelaksanaan ESG dengan arah • Ensure alignment with corporate ESG direction and
dan kebijakan Perseroan. policies.
Direksi bertanggung jawab atas pengelolaan dan kinerja The Board of Directors is responsible for the Company’s
keberlanjutan dalam operasional Perseroan. Sehubungan sustainability management and performance. In relation to
dengan ESG, Direksi didukung oleh Komite Pengarah ESG, ESG, the Board of Directors is supported by the ESG Steering
sebagai perangkat koordinasi yang didelegasikan untuk Committee, a delegated coordination body tasked with
mengelola dampak ekonomi, lingkungan, tata kelola dan sosial, overseeing economic, environmental, governance and social
termasuk mendukung pengawasan proses penyusunan Laporan issues, including supporting the supervision of the Sustainability
Keberlanjutan. Report preparation.
Struktur Komite Pengarah ESG
ESG Steering Commitee Structure
Ketua Komite Pengarah ESG
Chair of ESG Steering Committee
Anggota Komite Anggota Komite Anggota Komite Anggota Komite
Pengarah ESG Pengarah ESG Pengarah ESG Pengarah ESG
Member of ESG Steering Member of ESG Steering Member of ESG Steering Member of ESG Steering
Committee Committee Committee Committee
Komite Pengarah ESG terdiri dari lima anggota: dua anggota The ESG Steering Committee consists of five members: two
Direksi (termasuk Direktur Keuangan), perwakilan dari members of the Board of Directors (including the Chief Financial
manajemen Siloam yang mana satu tingkat di bawah Direksi, dan Officer), a representative from Siloam management who is one
pihak eksternal yang memiliki keahlian di bidang keberlanjutan. level below the Board of Directors, and an external party with
Dari segi keberagaman gender, komite ini terdiri dari dua expertise in sustainability. In terms of gender diversity, the
perempuan dan tiga laki-laki. committee comprises two women and three men.
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Dalam kerangka tata kelola tersebut, koordinasi dan eskalasi Within this governance framework, the coordination and
isu strategis dilakukan melalui forum rapat manajemen yang escalation of strategic issues are conducted through structured
terstruktur antara Direksi dan Dewan Komisaris. Komite management meetings between the Board of Directors and
Pengarah ini melakukan rapat secara kuartal dan memberikan the Board of Commissioners. This Steering Committee holds
laporan kepada Direksi dan Dewan Komisaris secara berkala quarterly meetings and provides regular reports (including on
(termasuk secara ad hoc) sehubungan dengan pengelolaan dan an ad hoc basis) to the Board of Directors and the Board of
kinerja keberlanjutan di Perseroan. Commissioners regarding the management and sustainability
performance within the Company.
Nominasi dan Remunerasi Dewan Komisaris Nomination and Remuneration of the Board of
dan Direksi [SEOJK E.1][GRI 2-10][GRI 2-19][GRI 2-20][GRI 2-21] Commissioners and Board of Directors
Penetapan anggota Dewan Komisaris dan Direksi dilakukan The appointment of the Board of Commissioners and the
melalui RUPS. Dalam mendukung proses nominasi dan remunerasi, Board of Directors is conducted through the GMS. To support
Komite Nominasi dan Remunerasi melakukan pengkajian serta the nomination and remuneration process, the Nomination
memberikan rekomendasi kepada Dewan Komisaris sesuai and Remuneration Committee conducts thorough reviews and
mekanisme internal Perseroan. Kebijakan remunerasi dirancang provides recommendations to the Board of Commissioners
untuk mencerminkan tanggung jawab dan kewenangan jabatan in accordance with the Company’s internal mechanisms. The
serta mempertimbangkan kinerja Perseroan. remuneration policy is designed to reflect the responsibilities
and authority of each position, while also taking the Company’s
overall performance into account.
Di dalam menentukan rekomendasi kepada Dewan Komisaris, In determining recommendations for the Board of Commissioners,
Komite Nominasi dan Remunerasi memiliki kewenangan untuk the Nomination and Remuneration Committee has the authority
menentukan komposisi Direksi dan Dewan Komisaris, kebijakan to determine the composition of the Board of Directors and
dan kriteria yang digunakan dalam nominasi dan remunerasi, the Board of Commissioners, as well as the policies and criteria
yang mana dapat mempertimbangkan kompetensi, independensi used for nomination and remuneration. These may take into
berdasarkan ketentuan peraturan perundangundangan di account competence, independence, based on prevailing laws
bidang pasar modal yang mewajibkan keberadaan anggota and regulations in the capital market sector that mandate the
independen, ketentuan atau benchmark dari industri lain yang presence of independent members, benchmarks or provisions
sejenis, termasuk gender, serta kebijakan evaluasi dari kinerja from similar industries, including gender, as well as performance
Direksi atau Dewan Komisaris. evaluation policies for the Board of Directors or the Board of
Commissioners.
Secara spesifik, kebijakan remunerasi dirancang untuk Specifically, the remuneration policies are designed to reflect the
mencerminkan tanggung jawab dan kewenangan jabatan responsibilities and authority of the position while considering
serta mempertimbangkan kinerja Perseroan, dan secara umum, the Company’s performance. In general, the remuneration
kebijakan remunerasi dapat merujuk kepada Laporan Tahunan policies may refer to Siloam’s Annual Report.
Siloam.
Aspek Dewan Komisaris Direksi
Aspect Board of Commissioners Board of Directors
Penetapan/Pengangkatan Ditetapkan melalui RUPS.
Appointment/Determination Determined through the GMS.
Kewenangan usulan dan persetujuan remunerasi RUPS memberikan kewenangan kepada Remunerasi Direksi ditetapkan berdasarkan
Authority for remuneration proposal and approval Dewan Komisaris untuk mengusulkan struktur rekomendasi Komite Nominasi dan
dan besaran remunerasi. Usulan disusun Remunerasi kepada Dewan Komisaris.
berdasarkan rekomendasi Komite Nominasi The remuneration of the Board of Directors
dan Remunerasi dan diajukan kepada RUPS is determined based on the recommendation
untuk memperoleh persetujuan. of the Nomination and Remuneration
The GMS grants authority to the Board of Committee to the Board of Commissioners.
Commissioners to propose the structure
and amount of remuneration. The proposal
is prepared based on the recommendation
of the Nomination and Remuneration
Committee and submitted to the GMS for
approval.
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Aspek Dewan Komisaris Direksi
Aspect Board of Commissioners Board of Directors
Faktor penetapan remunerasi Struktur dan besaran remunerasi diusulkan Ruang lingkup tugas, tanggung jawab,
Factors in determining remuneration oleh Dewan Komisaris dan disetujui oleh dan kewenangan; praktik remunerasi
RUPS. pada Perseroan sejenis dengan skala
The structure and amount of remuneration industri setara; keterkaitan peran dengan
are proposed by the Board of Commissioners pencapaian dan kinerja Perseroan; target
and approved by the GMS. kinerja dan kinerja aktual.
Scope of duties, responsibilities, and
authority; remuneration practices in
comparable companies within the same
industry scale; linkage between the role
and the Company’s performance and
achievements; performance targets and
actual performance.
Komponen remunerasi Gaji, honorarium, insentif, serta tunjangan Tunjangan tetap dan/atau tidak tetap.
Remuneration components tetap dan/atau tidak tetap. Fixed and/or variable allowances.
Salary, honorarium, incentives, and fixed and/
or variable allowances.
Penilaian terhadap Kinerja Dewan Komisaris dan Direksi Performance Evaluation of the Board of Commissioners
[GRI 2-18] and Board of Directors
Penilaian kinerja Dewan Komisaris dan Direksi dilakukan secara The performance evaluation of the Board of Commissioners and
tahunan dengan mengacu pada POJK No. 34/POJK.04/2014. the Board of Directors is conducted annually in accordance with
Komite Nominasi dan Remunerasi melaksanakan penilaian POJK No. 34/POJK.04/2014. The Nomination and Remuneration
berbasis Key Performance Indicator (KPI). Penilaian disusun Committee carries out these assessments based on Key
dengan mempertimbangkan dokumen dan pelaksanaan tugas Performance Indicators (KPIs). The evaluation is structured by
organ, termasuk risalah/keputusan rapat, paparan pada RUPS, reviewing official documents and the execution of each body’s
serta kinerja Perseroan sebagaimana tercantum dalam Laporan duties, including meeting minutes and resolutions, presentations
Tahunan, dan dibandingkan terhadap target serta realisasi KPI at the GMS, and the Company’s performance as disclosed in the
yang ditetapkan. Annual Report, which are then measured against the established
KPI targets and actual achievements.
Penilaian terhadap kinerja tersebut akan menjadi salah The assessment of such performance shall serve as one of the
satu dasar bagi Komite Nominasi dan Remunerasi di dalam bases for the Nomination and Remuneration Committee in
merekomendasikan rumusan struktur remunerasi per tahun recommending the annual remuneration structure formulation,
sesuai dengan ketentuan di dalam Piagam Komite Nominasi dan in accordance with the provisions of the Company’s Nomination
Remunerasi dari Perseroan. and Remuneration Committee Charter.
Kriteria Penilaian Kinerja Dewan Komisaris Board of Commissioners Performance Evaluation
Criteria
Dengan mengacu pada Peraturan OJK Nomor 34/POJK.04/2014, With reference to OJK Regulation Number 34/POJK.04/2014,
penilaian terhadap kinerja Dewan Komisaris dilakukan oleh the performance evaluation of the Board of Commissioners
Komite Nominasi dan Remunerasi dengan menggunakan Key is conducted by the Nomination and Remuneration Committee
Performance Indicator sebagai parameter penilaian. Penilaian using Key Performance Indicators (KPI) as the assessment
terhadap kinerja Dewan Komisaris dilakukan secara periodik parameters. The performance evaluation of the Board of
setiap 1 (satu) tahun sekali. Commissioners is carried out periodically once every 1 (one) year.
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Kriteria Penilaian Kinerja Direksi Board of Directors Performance Evaluation Criteria
Kriteria penilaian kinerja Direksi mengacu pada sejumlah The performance evaluation criteria for the Board of Directors
indikator sebagai berikut: refer to a number of the following indicators:
Kriteria Bobot Dewan Komisaris Direksi
Criteria Weight BoC BoD
Keuangan 45% √ √
Finances
Pelanggan/Pasien 20% √ √
Customer/Patient
Proses Internal 20% √ √
Internal Process
Sumber Daya Manusia 15% √ √
Human Resources
Informasi lebih lanjut mengenai kriteria pencalonan dan Further information regarding the nomination and selection
pemilihan, ruang lingkup tugas dan tanggung jawab, komposisi, criteria, scope of duties and responsibilities, composition,
kebijakan remunerasi, serta penilaian kinerja Dewan Komisaris remuneration policies, and performance evaluations of
dan Direksi tersedia dalam Laporan Tahunan PT Siloam the Board of Commissioners and the Board of Directors
International Hospitals Tbk 2025 pada bagian Tata Kelola is available in the Corporate Governance section of the
Perusahaan. PT Siloam International Hospitals Tbk 2025 Annual Report.
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Keberlanjutan di Siloam
Sustainability at Siloam
Strategi Keberlanjutan Siloam [SEOJK A.1][SEOJK F.1][GRI 2-22] Siloam Sustainability Strategy
[GRI 3-3]
Siloam menetapkan empat fokus utama keberlanjutan sebagai Siloam has established four key sustainability focus areas as
pilar strategi, yaitu Caring for Our Patients, Caring for Our its strategic pillars, namely Caring for Our Patients, Caring
Environment, Caring for Our People, dan Caring for Our for Our Environment, Caring for Our People, and Caring for
Community. Keempat pilar ini menjadi landasan dalam penetapan Our Community. These pillars serve as the foundation for
Next Generation Siloam (NGS) serta mengarahkan implementasi the Next Generation Siloam (NGS) framework and guide the
berbagai inisiatif keberlanjutan di Perseroan. Fokus tersebut implementation of various sustainability initiatives across the
disusun melalui pelibatan pemangku kepentingan dan penetapan Company. The focus areas were defined through stakeholder
topik material, yang kemudian diterjemahkan ke dalam strategi, engagement and the identification of material topics, which are
program prioritas, serta indikator pemantauan. subsequently translated into strategies, priority programs, and
monitoring indicators.
Untuk memastikan keterkaitan yang konsisten antara isu To ensure consistent alignment between material issues,
material, arah strategis, dan implementasi operasional, Siloam strategic direction, and operational implementation, Siloam has
menyusun kerangka strategi keberlanjutan yang terstruktur developed a structured sustainability strategy framework as a
sebagai acuan dalam mengintegrasikan aspek lingkungan, reference for integrating environmental, social, and governance
sosial, dan tata kelola ke dalam proses bisnis, serta memastikan aspects into business processes, while ensuring alignment with
keselarasan dengan prioritas Perseroan dan ekspektasi the Company’s priorities and stakeholder expectations. The
pemangku kepentingan. Implementasi strategi dikoordinasikan implementation of this strategy is coordinated by the Corporate
oleh Direktorat Urusan Perseroan dan Keberlanjutan dan diawasi Affairs and Sustainability Directorate and overseen by the ESG
oleh Komite Pengarah ESG. Steering Committee.
Melalui strategi ini, Siloam mendorong penyediaan layanan Through this strategy, Siloam promotes the delivery of holistic
kesehatan yang holistik dan mudah diakses guna memperkuat and accessible healthcare services to strengthen its position as a
posisinya sebagai mitra pilihan masyarakat Indonesia. partner of choice for the people of Indonesia.
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Keempat pilar keberlanjutan ini menjadi kerangka utama dalam These four sustainability pillars serve as the main framework for
mengelola dampak dan menciptakan nilai jangka panjang bagi managing impacts and creating long-term value for stakeholders,
pemangku kepentingan, sebagaimana diuraikan dalam kerangka as outlined in the following sustainability strategy framework..
strategi keberlanjutan berikut.
Strategi Keberlanjutan Siloam
Siloam Sustainability Strategy
Menjadi mitra pelayanan kesehatan pilihan masyarakat Indonesia dengan
menyediakan perawatan holistik dan mudah diakses
To be Indonesia’s preferred healthcare partner by providing accessible & holistic care
Caring for Caring for Caring for Caring for
Our Our Our Our
Patients Environment People Community
Tata Kelola yang Baik
Good Governance
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Inisiatif Keberlanjutan Siloam 2025 Siloam Sustainability Initatives in 2025
Fokus Strategi Program Inisiatif 2025
Strategic Focus Program Initiatives in 2025
Kolaborasi dengan Institusi Layanan Kesehatan/Riset Global
Collaboration with Global Healthcare/Research Institutions
Memperkuat kemitraan strategis internasional untuk meningkatkan standar klinis, transfer pengetahuan, dan inovasi
layanan berbasis riset.
Collaboration with global healthcare/research institutions – Strengthening international strategic partnerships to
Caring for enhance clinical standards, knowledge transfer, and research-based service innovation.
Our Patients
Keunggulan Layanan / CoE
Service Excellence / Centers of Excellence
Mengembangkan layanan unggulan termasuk teknologi robotic dan fasilitas medis canggih guna menghadirkan
perawatan spesialis berstandar internasional.
Developing flagship services including robotic technology and advanced medical facilities to deliver internationally
recognized specialist care.
Operational Excellence
Operational Excellence
Meningkatkan efisiensi dan kualitas proses layanan melalui optimalisasi operasional dan digitalisasi perjalanan
pasien, termasuk implementasi self check-in dan self check-out.
Enhancing service efficiency and quality through operational optimization and digitalization of the patient journey,
including the implementation of self check-in and self check-out.
Penerapan ISO 14001
ISO 14001 Implementation
Memperkuat sistem manajemen lingkungan untuk memastikan pengelolaan dampak operasional dilakukan secara
terstruktur dan berkelanjutan.
Strengthening the environmental management system to ensure operational impacts are managed in a structured
Caring for Our and sustainable manner.
Environment
Program Bank Sampah
Waste Bank Program
Mendorong pengurangan limbah melalui pemilahan dan pengelolaan yang bertanggung jawab di seluruh unit
operasional.
Encouraging waste reduction through responsible waste segregation and management across operational units.
Rencana Dekarbonisasi
Decarbonization Plan
Menyusun roadmap pengurangan emisi sebagai bagian dari komitmen jangka panjang menuju operasional rendah karbon.
Developing an emissions reduction roadmap as part of the long-term commitment toward low-carbon operations.
Pemasangan Solar Panel
Solar Panel Installation
Mengimplementasikan energi terbarukan untuk mengurangi ketergantungan pada energi konvensional dan
menurunkan emisi.
Implementing renewable energy to reduce reliance on conventional energy and lower emissions.
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Fokus Strategi Program Inisiatif 2025
Strategic Focus Program Initiatives in 2025
Program Keterlibatan Karyawan
Employee Engagement Program
Meningkatkan engagement dan budaya kerja produktif melalui partisipasi aktif serta komunikasi internal yang
berkelanjutan.
Enhancing engagement and a productive work culture through active participation and continuous internal
Caring for Our communication.
People
Program Beasiswa Tenaga Medis
Medical Scholarship Program
Mendukung peningkatan kompetensi tenaga medis melalui pembiayaan pendidikan dan pengembangan
profesional.
Supporting the competency development of medical professionals through educational funding and professional
development
Siloam Training Center
Siloam Training Center
Menyediakan pelatihan klinis dan non-klinis secara terstruktur untuk memperkuat kapasitas sumber daya manusia.
Providing structured clinical and non-clinical training to strengthen human capital capacity.
Program Kepemilikan Saham Karyawan
Employee Share Ownership Program
Mendorong rasa kepemilikan dan loyalitas karyawan melalui partisipasi dalam kepemilikan saham Perseroan.
Encouraging a sense of ownership and loyalty through employee participation in company share ownership.
Penerapan ISO 45001
ISO 45001 Implementation
Memastikan sistem manajemen keselamatan dan kesehatan kerja berjalan efektif untuk menciptakan lingkungan
kerja yang aman.
Ensuring an effective occupational health and safety management system to create a safe working environment.
Quality Award Champion
Quality Award Champion
Memberikan apresiasi atas inovasi dan peningkatan mutu layanan yang berdampak pada kualitas pelayanan
pasien.
Recognizing innovations and service quality improvements that enhance patient care quality.
Program SELANGKAH
SELANGKAH Program
Memperluas akses deteksi dini kanker guna meningkatkan upaya preventif masyarakat.
Expanding access to early cancer detection to strengthen preventive health efforts.
Caring for Our Program Klinik Papua
Papua Clinic Program
Community
Meningkatkan akses layanan kesehatan primer di wilayah dengan keterbatasan fasilitas medis.
Expanding access to primary healthcare services in areas with limited medical facilities.
Healthtalk
Healthtalk
Menyelenggarakan edukasi kesehatan untuk meningkatkan literasi dan kesadaran masyarakat.
Conducting health education initiatives to improve public health literacy and awareness.
Summit dan Simposium
Summit and Symposium
Memfasilitasi forum ilmiah dan kolaborasi profesional untuk mendorong peningkatan kualitas layanan kesehatan.
Facilitating scientific forums and professional collaboration to advance healthcare service quality.
Kegiatan Keterlibatan Masyarakat
Community Engagement Activities
Memperkuat hubungan dengan masyarakat melalui program keterlibatan sosial yang berorientasi pada dampak
jangka panjang.
Strengthening relationships with communities through social engagement programs focused on long-term impact.
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Mendukung Tujuan Pembangunan Berkelanjutan
Supporting Sustainable Development Goals
Siloam mempertegas integrasi Tujuan Pembangunan Siloam reinforces the integration of the Sustainable Development
Berkelanjutan (TPB) ke dalam strategi bisnis jangka panjang Goals (SDGs) into the long-term Next Gen Siloam (NGS) 2025–
Next Gen Siloam (NGS) 2025–2029. Kami meyakini bahwa 2029 business strategy. We believe that economic growth must
pertumbuhan ekonomi harus berjalan selaras dengan penciptaan move in alignment with social value creation and environmental
nilai sosial dan pelestarian lingkungan. Seluruh inisiatif strategis preservation. All our strategic initiatives throughout 2025 have
kami di sepanjang tahun 2025 telah diselaraskan dengan target- been synchronized with global SDG targets to ensure sustainable
target TPB global guna memastikan layanan kesehatan yang healthcare services and deliver meaningful positive impacts for
berkesinambungan serta memberikan dampak positif yang nyata communities and the ecosystem in Indonesia.
bagi komunitas dan ekosistem di Indonesia.
Kontribusi Siloam Terhadap Tujuan Pembangunan Siloam’s Contribution to the Sustainable Development
Berkelanjutan Goals
Tujuan Kesehatan yang Baik dan Kesejahteraan
Good Health and Well-Being
Goal “Memperkuat resiliensi infrastruktur kesehatan nasional dan memperluas aksesibilitas
3
layanan spesialis di berbagai wilayah untuk menjamin kualitas hidup masyarakat di
segala rentang usia.
Strengthening the resilience of national healthcare infrastructure and expanding
access to specialist services across regions to ensure quality of life for people of all
ages.”
Tujuan Pendidikan Bermutu
Quality Education
Goal “Berinvestasi pada pengembangan talenta medis masa depan melalui kemitraan
4
strategis dengan UPH (beasiswa FON) serta penguatan kapasitas internal staf melalui
program pelatihan berkelanjutan.
Investing in the development of future medical talent through strategic partnerships
with UPH (FON scholarship) and enhancing staff internal capacity through continuous
training programs.”
Tujuan Kesetaraan Gender
Gender Equality
Goal “Menjamin lingkungan kerja yang inklusif dan bebas diskriminasi, serta secara aktif
5
mendorong peningkatan representasi perempuan pada berbagai level manajerial dan
kepemimpinan senior.
Ensuring an inclusive and non-discriminatory work environment, while actively
promoting increased female representation across all managerial and senior
leadership levels.”
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Tujuan Pekerjaan Layak dan Pertumbuhan Ekonomi
Decent Work and Economic Growth
Goal “Menstimulasi pertumbuhan ekonomi daerah di 23 provinsi melalui penciptaan
8
lapangan kerja produktif dan mengutamakan rantai pasok lokal dalam setiap proses
pengadaan barang dan jasa.
Stimulating regional economic growth across 23 provinces by creating productive
employment and prioritizing local supply chains in all procurement processes for
goods and services.”
Tujuan Konsumsi dan Produksi yang Bertanggung Jawab
Responsible Consumption and Production
Goal “Mengoptimalkan tata kelola material dan efisiensi sumber daya melalui prinsip
12
ekonomi sirkular serta pengawasan ketat terhadap pengelolaan limbah medis guna
memitigasi risiko lingkungan.
Optimizing material governance and resource efficiency through circular economy
principles and rigorous oversight of medical waste management to mitigate
environmental risks.”
Tujuan Penanganan Perubahan Iklim
Climate Action
Goal “Menjalankan aksi iklim yang terukur melalui digitalisasi operasional (paperless),
13
pemantauan konsumsi energi secara real-time, dan inisiatif dekarbonisasi untuk
menekan jejak karbon Perseroan.
Executing measurable climate action through operational digitalization (paperless),
real-time energy consumption monitoring, and decarbonization initiatives to minimize
the corporate carbon footprint.”
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Skor Penciptaan Nilai [SEOJK F.1][GRI 3-3] Value Creation Scorecard
Di Siloam, keberlanjutan bukan sekadar inisiatif terpisah, At Siloam, sustainability is not a standalone initiative; it is the core
melainkan inti dari cara kami menciptakan nilai jangka panjang of how we create long-term value for our patients, shareholders,
bagi pasien, pemegang saham, dan masyarakat. Untuk and the community. To ensure that our sustainability strategy
memastikan bahwa strategi keberlanjutan kami dapat dieksekusi is executed with discipline, we have implemented the Value
dengan disiplin, kami menerapkan Skor Penciptaan Nilai. Creation Scorecard.
Scorecard ini berfungsi sebagai instrumen navigasi strategis yang This scorecard serves as a strategic navigation instrument that
menghubungkan Topik Material (isu-isu yang paling berdampak bridges our Material Topics (the issues with the greatest impact
bagi pemangku kepentingan) dengan Indikator Penilaian Utama on our stakeholders) with priority Key Performance Indicators
atau Key Performance Indicators (KPI) prioritas yang kami pantau (KPIs) that we monitor regularly. Through this scorecard, we
secara berkala. Melalui scorecard ini, kami memastikan bahwa ensure that each strategic pillar is backed by concrete measures
setiap pilar strategi memiliki ukuran keberhasilan yang konkret. of success.
Indikator Pemantauan Penciptaan Nilai Value Creation Monitoring Indicators
Performa
Target 2025
Prioritas Strategis Topik Material KPI Prioritas 2025
Target
Strategic Priority Material Topics Prioritized KPIs Performance
in 2025
in 2025
Peduli terhadap pasien kami Kesehatan & Keselamatan Pasien Indeks Tata Kelola Klinis 90% 92,41%
Caring for our patients Patient H&S Clinical Governance Index
Kepuasan pelanggan Net Promotor Score (NPS) 75 73,9
Customer satisfaction Net Promoter Score (NPS)
Peduli terhadap lingkungan Energi & iklim Emisi GRK Cakupan 1 dan 2 (TCO2/ 0,0992 0,1005
kami Energy & climate patient days)
Caring for our environment GHG Emission Scope 1 & 2 (TCO2/patient
days)
Energi & iklim Konsumsi listrik (kWh/patient days) 122,04 124,14
Energy & climate Electricity Consumption (kWh/patient
days)
Limbah & limbah medis Intensitas limbah yang dihasilkan 4,09 3,72
Waste & medical waste (kg/patient days)
Waste Generated Intensity (kg/patient
days)
Peduli terhadap karyawan Menarik & mempertahankan talenta Survei Keterlibatan Karyawan 74% 74%
kami Attracting & retaining talent Employee Engagement Survey
Caring for our people
K3 (Kesehatan & Keselamatan Kerja) Tingkat insiden terkait karyawan 1.300 1.182
OHS (Occupational Health & Safety) Incident Rate Related to Employee
Peduli terhadap komunitas Akses & keterjangkauan layanan Program skrining kesehatan 25.000 23.884
kami kesehatan Health Screening Program
Caring for our communities Healthcare access & affordability
Peduli terhadap komunitas Akses & keterjangkauan layanan Edukasi & peningkatan kesadaran 18.249 32.700
kami kesehatan kesehatan
Caring for our communities Healthcare access & affordability Health Awareness & Education
Akses & keterjangkauan layanan Jumlah pasien di daerah terpencil 243.479 272.963
kesehatan Number of Patients in Remote Area
Healthcare access & affordability
Tata kelola Tata kelola & etika Nilai belanja yang tercakup dalam Kode 100% 95%
Governance Governance & ethics Etik Pemasok
Spend Covered by Supplier CoC
Tata kelola & etika Pelatihan Kode Etik 100% 99,24%
Governance & ethics Code of Conduct Training
Keamanan informasi & privasi pasien Pelatihan Kesadaran Keamanan Siber 100% 94,77%
Information security & patient Cyber Security Awareness Training
privacy
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Pengembangan Kompetensi Keberlanjutan Sustainability Competency Development
[SEOJK E.2][GRI 2-17]
Siloam melaksanakan pengembangan kompetensi keberlanjutan Siloam regularly conducts sustainability competency
secara rutin bagi Dewan Komisaris, Direksi, dan manajemen development for the Board of Commissioners, the Board
senior untuk memperkuat implementasi strategi keberlanjutan of Directors, and senior management to strengthen the
seiring dinamika isu dan kebutuhan operasional. Kegiatan ini implementation of our sustainability strategy in response to
difokuskan pada penyelarasan pemahaman atas prioritas ESG evolving issues and operational needs. These activities focus on
Siloam serta penguatan kapasitas pengambilan keputusan dan aligning understanding of Siloam’s ESG priorities and enhancing
pengawasan implementasi. the capacity for strategic decision-making and implementation
oversight.
Program pengembangan kompetensi tersebut diselenggarakan The competency development programs are delivered through
melalui berbagai kegiatan pembelajaran yang difasilitasi baik various learning activities facilitated both internally by the
secara internal oleh Perseroan maupun bekerja sama dengan Company and in collaboration with relevant external institutions.
lembaga eksternal yang relevan.
Pelatihan Keberlanjutan Manajemen selama 2025 Management Sustainability Training in 2025
[SEOJK E.2] [GRI 2-17]
Jabatan Waktu Judul Pelatihan/Pengembangan Kompetensi Penyelenggara
Posisi Position Date Training Competency Development Title Organizer
Dewan Komisaris 29 April – 23 Mei 2025 Siloam Values dan Code of Conduct Human Capital
Board of Commissioners
Direksi dan Manajemen Senior 29 April – 23 Mei 2025 Program Orientasi Umum Refresher Human Capital
Board of Directors and Senior
Management
Direksi dan Manajemen Senior 22 Januari 2025 Leadership Human Capital
Board of Directors and Senior
Management
Direksi dan Manajemen Senior 23 April - 23 Mei 2025 Bisnis Etik, Anti Korupsi, Tata Kelola Human Capital
Board of Directors and Senior
Management
CHCO dan Manajemen Senior September 2024 – Target Kesetaraan Gender Target Gender Equity Indonesia Global Compact
HC CHCO and Senior HC Februari 2025 Network (IGCN)
Management
Manajemen Risiko [SEOJK E.3][GRI 2-12] Risk Management
Manajemen risiko mendukung Siloam dalam menjaga kelancaran Risk management supports Siloam in maintaining operational
operasi dan pencapaian tujuan bisnis. Untuk itu, Siloam continuity and achieving business objectives. To this end, Siloam
menerapkan kerangka manajemen risiko yang sehat mencakup: implements a sound risk management framework that includes:
• Kebijakan manajemen risiko yang komprehensif untuk • A comprehensive risk management policy to manage the
mengelola berbagai risiko yang dihadapi Perseroan. various risks faced by the Company.
• Struktur organisasi yang tepat dengan garis tugas dan • A well-defined organizational structure with clear lines of
tanggung jawab yang jelas di berbagai tingkat posisi. duties and responsibilities across all levels.
• Proses manajemen risiko yang memadai, pemantauan risiko, • Adequate risk management processes, risk monitoring, and
dan pengendalian risiko. risk control mechanisms.
• Infrastruktur yang memadai untuk menjalankan seluruh • Robust infrastructure to support all operations, including
operasi, seperti Teknologi Informasi (TI) dan Sumber Daya Information Technology (IT) and Human Resources (HR).
Manusia (SDM).
Kerangka ini senantiasa diperkuat dengan peningkatan This framework is continuously strengthened by enhancing risk
kesadaran risiko di seluruh organisasi agar potensi risiko internal awareness throughout the organization, ensuring that potential
maupun eksternal dapat diidentifikasi lebih awal dan ditangani internal and external risks are identified early and addressed
sebelum mengganggu operasi. before they disrupt operations.
Sebagai bagian dari implementasi kerangka tersebut, Siloam As part of this framework’s implementation, Siloam integrates
mengintegrasikan pendekatan ketahanan operasional untuk an operational resilience approach to ensure the continuity of
memastikan kesinambungan layanan kesehatan dalam berbagai healthcare services under various disruptive conditions. This
kondisi gangguan. Hal ini mencakup: includes:
• Rencana Tanggap Darurat • Emergency Response Plan (ERP)
Siloam menerapkan prosedur standar untuk merespons Siloam implements standard procedures to respond to
keadaan darurat fisik seperti kebakaran, gempa bumi, dan physical emergencies such as fires, earthquakes, and other
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ancaman keselamatan lainnya dengan memprioritaskan safety threats, prioritizing the evacuation and protection
evakuasi serta perlindungan pasien dan karyawan. Efektivitas of patients and employees. The effectiveness of these
prosedur ini dijaga melalui pelatihan dan simulasi rutin, procedures is maintained through regular training and
termasuk simulasi bencana dan kebakaran. simulations, including disaster and fire drills.
• Rencana Keberlangsungan Bisnis • Business Continuity Plan (BCP)
Siloam memastikan fungsi operasional kritikal termasuk Siloam ensures that critical operational functions including
layanan medis, rantai pasok, dan dukungan klinis tetap medical services, supply chain, and clinical support remain
berjalan saat terjadi gangguan operasional, baik akibat faktor functional during operational disruptions, whether caused by
internal maupun eksternal. Kami melakukan pemetaan risiko internal or external factors. We conduct annual operational
operasional dan strategis setiap tahun untuk mengidentifikasi and strategic risk mapping to identify potential disruptions
potensi gangguan dan menetapkan langkah mitigasi yang and establish mitigation steps that safeguard service
menjaga keberlanjutan layanan kepada pasien. continuity for patients.
• Rencana Pemulihan Bencana • Disaster Recovery Plan (DRP)
Dalam aspek teknologi, Siloam bekerja sama dengan mitra In the technological aspect, Siloam collaborates with leading
teknologi terkemuka untuk memperkuat infrastruktur digital technology partners to strengthen digital infrastructure
melalui pengembangan Sistem Informasi Rumah Sakit. Fokus through the development of our Hospital Information
utama dari pengembangan ini mencakup penguatan pusat System (HIS). A primary focus of this development includes
data (data center) dan kesiapan pemulihan bencana (disaster strengthening data centers and disaster recovery readiness.
recovery). Upaya ini memastikan keamanan data pasien These efforts ensure patient data security and rapid system
serta pemulihan sistem yang cepat saat terjadi gangguan recovery in the event of technological disruptions or
teknologi atau insiden tak terduga. unforeseen incidents.
Pada 2025, Siloam telah mengidentifikasi berbagai risiko yang In 2025, Siloam identified various risks with the potential to
berpotensi berdampak terhadap bisnis dan menyiapkan langkah impact the business and prepared corresponding mitigation
mitigasinya. Profil risiko tahun 2025 diuraikan lebih lanjut dalam measures. The 2025 risk profile is detailed further in the
Laporan Tahunan Siloam pada Bab Tata Kelola Perusahaan, Corporate Governance section of the Siloam Annual Report,
mencakup antara lain risiko keuangan, strategis, operasional, covering financial, strategic, operational, environmental, and
lingkungan, dan klinis. clinical risks.
Manajemen Risiko Teknologi Informasi dan Keamanan IT Risk Management and Cybersecurity
Siber [HC-DY-230a.2]
Seiring dengan meningkatnya pemanfaatan teknologi digital With the increasing use of digital technology in operations,
dalam operasional, Siloam mengelola risiko Teknologi Informasi Siloam manages Information Technology risks through the
melalui penerapan strategi keamanan siber dan perlindungan implementation of a comprehensive cybersecurity and data
data yang komprehensif. Untuk menjaga ketahanan infrastruktur protection strategy. To maintain digital infrastructure resilience
digital dan keamanan informasi, Siloam menjalankan beberapa and information security, Siloam has undertaken the following
langkah berikut: measures:
• Infrastruktur digital yang andal – Siloam mengoperasikan • Reliable Digital Infrastructure – Siloam operates an
sistem terintegrasi berbasis cloud yang didukung oleh tiga integrated cloud-based system supported by three mutually
pusat data yang saling mem-backup guna memastikan redundant data centers to ensure service availability and
ketersediaan layanan dan keberlangsungan operasional. operational continuity.
• Simulasi phishing berbasis AI – Direktorat IT secara rutin • AI-Based Phishing Simulations – The IT Directorate conducts
menyelenggarakan simulasi phishing setiap kuartal untuk quarterly phishing simulations to raise awareness against
meningkatkan kewaspadaan terhadap potensi kebocoran potential data breaches caused by social engineering.
data akibat rekayasa sosial.
• Penguatan manajemen akses identitas – Siloam menerapkan • Strengthened Identity Access Management – Siloam has
sistem Microsoft Entra untuk memperketat pengelolaan implemented the Microsoft Entra system to tighten identity
akses identitas dan meningkatkan kontrol terhadap akses access management and enhance control over system
sistem. access.
• Uji keamanan sistem secara berkala – Siloam melaksanakan • Regular System Security Testing – Siloam conducts annual
uji peretasan tahunan (Red Teaming Exercise) untuk menguji penetration tests (Red Teaming Exercises) to test the
ketahanan sistem pertahanan internal. resilience of internal defense systems.
• Evaluasi kapabilitas keamanan siber – Kapabilitas keamanan • Cybersecurity Capability Evaluation – Siloam’s cybersecurity
siber Siloam juga dinilai secara berkala melalui Cybersecurity capabilities are periodically assessed through Cybersecurity
Maturity Assessment oleh konsultan keamanan siber Maturity Assessments by independent cybersecurity
independen guna memastikan praktik pengamanan tetap consultants to ensure security practices remain aligned with
selaras dengan standar internasional. international standards.
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Etika Bisnis [GRI 3-3]
Business Ethics
Siloam menetapkan kebijakan dan pedoman internal sebagai Siloam establishes internal policies and guidelines as the
landasan etika bisnis, tata kelola, dan pelaksanaan operasional, foundation for business ethics, governance, and operational
termasuk dalam mendukung prinsip keberlanjutan. Kebijakan execution, including supporting sustainability principles.
tersebut mencakup Kode Etik, Kebijakan Whistleblowing, These policies include: Code of Ethics, Whistleblowing Policy,
Kebijakan Manual Framework, Kebijakan Blackout Period, Manual Framework Policy, Blackout Period Policy, Sustainable
Kebijakan Pengadaan Berkelanjutan, dan Kebijakan Transaksi Procurement Policy, and Related Party Transactions Policy.
dengan Pihak Terkait (Afiliasi).
Kode Etik [GRI 2-23][GRI 2-24] Code of Conduct
Siloam menjunjung nilai integritas, etika, rasa hormat, dan Siloam upholds the values of integrity, ethics, respect, and
profesionalisme dalam penyelenggaraan layanan kesehatan. Kode professionalism in providing healthcare services. The Code of
Etik menjadi acuan perilaku yang berlaku bagi seluruh karyawan Conduct serves as the behavioral benchmark for all employees
dan pemasok. Untuk memastikan pemahaman dan kepatuhan, and suppliers. To ensure understanding and compliance,
karyawan dan pemasok menyatakan persetujuan terhadap employees and suppliers formally acknowledge their agreement
Kode Etik melalui formulir pernyataan. Kode Etik ditinjau dan to the Code of Conduct through a declaration form. The Code
dapat diperbarui sesuai kebutuhan dengan mempertimbangkan is reviewed and updated as necessary to reflect prevailing
regulasi dan pedoman yang berlaku, termasuk penghormatan regulations and guidelines, including respect for human rights.
terhadap hak asasi manusia. Kode Etik terakhir diperbarui pada The Code of Conduct was last updated in 2024 and is scheduled
tahun 2024 dan akan ditinjau kembali pada tahun 2026. for review in 2026.
Sebagai penguatan komitmen dan implementasi terhadap To reinforce our commitment and the implementation of the
Kode Etik dan kebijakan Perseroan, Siloam menyelenggarakan Code of Conduct and Company policies, Siloam conducts Code
pelatihan Kode Etik disertai post-test. Pada periode perlaporan, of Conduct training followed by a post-test. During the reporting
99,24% karyawan telah mengikuti pelatihan tersebut yang period, 99.24% of employees participated in the training held
diadakan pada 29 April - 23 Mei 2025. Kode Etik dan kebijakan from April 29 to May 23, 2025. The Code of Conduct and
terkait dapat diakses oleh karyawan melalui platform internal related policies are accessible to employees through the internal
Medblaze, HC Portal dan website Siloam. platforms Medblaze, HC Portal, and the Siloam website.
Pencegahan Anti Korupsi [GRI 3-3][GRI 205-1][GRI 205-2][GRI 205-3] Anti-Corruption Prevention
[HC-DY-510a.1]
Siloam menetapkan kebijakan anti-korupsi dan anti-suap yang Siloam has established anti-corruption and anti-bribery policies
tercantum dalam Kode Etik, serta memperkuat penerapannya as enshrined in the Code of Conduct, strengthening their
melalui sosialisasi dan pembelajaran kepatuhan secara berkala implementation through regular socialization and compliance
yang dikoordinasikan oleh Divisi Human Capital. Siloam juga training coordinated by the Human Capital Division. Siloam also
secara aktif mengomunikasikan Kebijakan Anti-Korupsi kepada actively communicates its Anti-Corruption Policy to all employees
seluruh karyawan dan menyelenggarakan pelatihan anti-korupsi and conducts anti-corruption training as an integral part of its
sebagai bagian dari program pengembangan kepatuhan compliance and ethics development program.
dan etika.
Karyawan mengikuti Code of Conduct Training
Code of Conduct Training Completion
99.24%
Pada tahun 2025, pelatihan anti-korupsi melalui program Code of Conduct Training telah diikuti oleh
99,24% karyawan.
In 2025, our anti-corruption training integrated within the Code of Conduct program was completed by
99.24% of employees.
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Pelatihan Kode Etik Code of Conduct Training
Indikator
2025 2024 2023
Indicator
Jumlah peserta pelatihan kode etik 13.829 13.840 13.175
Number of Code of Conduct training participants
Persentase penyelesaian pelatihan 99,24% 100,00% 99,50%
Percentage of completion
Catatan | Note:
Pelatihan Code of Conduct mencakup materi terkait pencegahan korupsi, penghormatan terhadap hak asasi manusia, serta prinsip kesetaraan dan anti-diskriminasi guna
memperkuat pemahaman karyawan terhadap standar etika dan integritas Perseroan.
The Code of Conduct training covers topics related to anti-corruption, respect for human rights, and principles of equality and non-discrimination to strengthen employees’
understanding of the Company’s ethical standards and integrity.
Sebagai bagian dari penguatan tata kelola dan pengendalian As part of strengthening governance and internal control, Siloam
internal, Siloam melakukan penilaian risiko secara berkala pada conducts periodic risk assessments across all operational units to
seluruh unit operasional untuk mengidentifikasi area yang rentan identify areas vulnerable to corruption and to reinforce controls
terhadap korupsi dan memperkuat kontrol di setiap lini. Hasil at every level. The results of these assessments serve as the
penilaian ini menjadi dasar penguatan strategi pencegahan, foundation for enhancing prevention strategies, including the
termasuk penerapan kebijakan anti-fraud, peningkatan kapasitas implementation of anti-fraud policies, increasing human resource
sumber daya manusia dalam mengenali potensi penyimpangan, capacity to recognize potential irregularities, and optimizing
serta optimalisasi sistem pelaporan dan pengawasan internal. internal reporting and oversight systems.
Cakupan Penilaian Risiko di Rumah Sakit Siloam Risk Assessment Coverage in Siloam Hospitals
Indikator
2025 2024 2023
Indicator
Persentase Rumah Sakit Siloam yang Dilakukan Penilaian Risiko 100% 100% 100%
Percentage of Siloam Hospitals Assessed for Risk
Kerugian Finansial Akibat Isu Kepatuhan Financial Losses Due to Compliance Issues
Indikator
2025 2024 2023
Indicator
Kerugian finansial akibat proses hukum terkait korupsi dan medical fraud 0 0 0
Financial losses due to legal proceedings related to corruption and medical fraud
Kebijakan Transparansi dan Pencegahan Konflik Transparency and Conflict of Interest Prevention Policy
Kepentingan [GRI 2-15]
Transparansi merupakan salah satu aspek tata kelola perusahaan Transparency is a cornerstone of Good Corporate Governance
yang baik di Siloam, khususnya dalam proses pengambilan at Siloam, particularly within financial allocation decision-making
keputusan alokasi keuangan. Siloam mengandalkan Komite processes. Siloam relies on the Audit Committee and the
Audit dan Komite Investasi untuk mengawasi proses tersebut Investment Committee to oversee these processes based on the
berdasarkan prinsip arm’s length, yaitu ketentuan bahwa pihak “arm’s length” principle, a requirement ensuring that all parties
yang terlibat dalam transaksi harus terdaftar sebelum transaksi involved in a transaction are registered before the transaction
dilakukan. Seluruh transaksi kemudian dilaporkan secara rutin occurs. All transactions are subsequently reported on a regular
kepada Komite Audit Grup Rumah Sakit Siloam untuk evaluasi basis to the Siloam Hospitals Group Audit Committee for
berkala sebagai bagian dari pencegahan konflik kepentingan. periodic evaluation as part of our conflict of interest prevention
measures.
Dewan Komisaris dan Direksi terikat pada Anggaran Dasar The Board of Commissioners and the Board of Directors are
Perseroan yang mengatur mengenai konflik kepentingan, yang bound by the Company’s Articles of Association, which regulate
mana aturan yang sama juga terdapat di dalam Piagam Direksi conflicts of interest, with similar provisions also contained
dan Piagam Dewan Komisaris Perseroan. Sebelum menduduki in the Company’s Board of Directors Charter and Board of
jabatannya, setiap anggota Dewan Komisaris dan Direksi juga Commissioners Charter. Before assuming their positions,
menandatangani Code of Conduct, yang mana salah satunya each member of the Board of Commissioners and the Board
mengatur mengenai benturan kepentingan. Selain itu, Dewan of Directors also signs the Code of Conduct, which includes
Komisaris dan Direksi juga terikat pada peraturan perundang- provisions regarding conflicts of interest. Additionally, the Board
undangan di bidang pasar modal yang menyangkut tentang of Commissioners and the Board of Directors are subject to capital
transaksi afiliasi dan benturan kepentingan. Pada tahun 2025 ini, market laws and regulations concerning affiliated transactions
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terdapat tiga anggota Dewan Komisaris (termasuk juga Komisaris and conflicts of interest. In 2025, there are three members of the
Utama) yang merupakan Komisaris Independen dari Perseroan. Board of Commissioners (including the President Commissioner)
who serve as Independent Commissioners of the Company.
Sistem Pelaporan Pelanggaran [SEOJK F.24][GRI 2-16][GRI 2-25] Whistleblowing System
[GRI 2-26]
Siloam memiliki Sistem Pelaporan Pelanggaran (Whistleblowing Siloam maintains a Whistleblowing System (WBS) as a mechanism
System) sebagai mekanisme untuk menampung keluhan, to accommodate grievances, reports, and cases related to
laporan, serta kasus yang berkaitan dengan dugaan pelanggaran alleged violations of the Code of Conduct or illegal behavior
Kode Etik atau perilaku ilegal dalam proses bisnis, sekaligus within business processes, while simultaneously supporting
mendukung perbaikan berkelanjutan. Mekanisme ini dapat continuous improvement. This mechanism is accessible to all
digunakan oleh seluruh pemangku kepentingan, termasuk stakeholders, including employees and the general public, for
karyawan dan masyarakat, untuk menyampaikan laporan serta submitting reports, feedback, and suggestions.
kritik dan saran.
Siloam menyediakan beberapa kanal pelaporan dan Penanganan laporan dilakukan melalui Komite Pelaporan
mengomunikasikannya agar dapat diakses oleh seluruh Pelanggaran (Whistleblowing Committee) yang terdiri
karyawan: dari:
Siloam provides several reporting channels and Siloam provides several reporting channels and
communicates them to ensure accessibility for all communicates them to ensure accessibility for all
employees: employees:
• Chief Financial Officer
Email
• Chief Human Capital Officer
whistleblower@siloamhospitals.com
• Legal Director
Speak Up Hotline • Head of Internal Audit
0819-3499-6130 • Human Capital Industrial Relation.
HC Portal
Siloam memastikan bahwa setiap laporan yang diterima akan Siloam ensures that every report received is processed by the
diproses oleh Komite Pelaporan Pelanggaran dengan tindak Whistleblowing Committee, with follow-up actions executed
lanjut sebagaimana diberlakukan berdasarkan ketentuan in accordance with Siloam’s internal regulations. The handling
internal Siloam. Proses penanganan mencakup penerimaan process includes the receipt and verification of reports,
dan verifikasi laporan, analisis awal oleh pihak yang ditunjuk, preliminary analysis by designated personnel, and the submission
serta penyampaian hasil penelaahan kepada Komite Pelaporan of findings to the Whistleblowing Committee. Where necessary,
Pelanggaran. Apabila diperlukan, Komite dapat membentuk the Committee may establish an investigation team to conduct
tim investigasi untuk melakukan pemeriksaan lebih lanjut dan further examination and determine appropriate follow-up actions
menetapkan tindak lanjut yang sesuai hingga kasus dinyatakan until the case is resolved.
selesai.
Setiap tahun, pada sekitar bulan Juli, Komite Pelaporan Based on each year, around the month of July, the Whistleblowing
Pelanggaran akan melaporan hasil dan daftar laporan tersebut Committee will report the results and a list of these reports to
kepada Komite Audit dan kemudian diteruskan sebagai bentuk the Audit Committee, which will then be forwarded as a report
laporan kepada Dewan Komisaris Perseroan dan Direksi to the Company’s Board of Commissioners and the Board of
Perseroan dalam rapat bersama Direksi dan Dewan Komisaris, Directors in the event of joint Board of Directors and Board of
laporan tersebut termasuk hasil dan penanganan serta tindak Commissioners meeting, and the report shall include the results,
lanjutnya. Selama periode pelaporan, tidak terdapat laporan handling, and follow-up actions. During the reporting period,
kritikal yang dilaporkan. there were no critical incidents reported.
Siloam menjaga kerahasiaan pelapor dan memastikan tidak Siloam maintains the confidentiality of the whistleblower and
terdapat konsekuensi merugikan atas pelaporan yang dilakukan. ensures that there are no adverse consequences resulting from
the report filed.
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Pada tahun 2025, Komite Pelaporan Pelanggaran menerima 65 laporan,
dan 100% laporan yang diterima telah ditindaklanjuti dan diselesaikan
In 2025, the Whistleblowing Committee received 65 reports, and 100% of the reports
received were followed up and resolved.
Penanganan Laporan Pelanggaran Handling of Whistleblowing Reports
Indikator
2025 2024 2023
Indicator
Jumlah laporan yang diterima 65 341 48
Number of reports received
Persentase laporan yang ditindaklanjuti dan diselesaikan 100% 100% 98%
Percentage of reports followed up and resolved
Kepatuhan Hukum dan Regulasi [GRI 2-27] Legal and Regulatory Compliance
Sebagai bagian dari penerapan prinsip tanggung jawab dan As part of implementing the principles of responsibility and
akuntabilitas dalam tata kelola perusahaan, Siloam memastikan accountability in corporate governance, Siloam ensures that
operasional berjalan sesuai standar dan ketentuan yang berlaku. its operations are conducted in accordance with applicable
Direktorat Audit Internal melaksanakan audit secara rutin standards and regulations. The Internal Audit Directorate
untuk menilai kepatuhan, mengidentifikasi area risiko, serta conducts regular audits to assess compliance, identify risk areas,
menetapkan dan memantau tindak lanjut perbaikan. Melalui and establish as well as monitor corrective actions. Through
mekanisme ini, Perseroan menjaga penerapan standar etika this mechanism, the Company maintains ethical standards and
serta mencegah terjadinya perilaku yang tidak etis. prevents unethical conduct.
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Pengadaaan Berkelanjutan [GRI 308-1][GRI 414-1]
Sustainable Procurement
Sebagai bagian dari tata kelola keberlanjutan, Siloam memastikan As part of its sustainability governance, Siloam ensures that
proses pengadaan mendukung kualitas layanan sekaligus selaras procurement processes support service quality while aligning
dengan arah strategi ESG Perseroan. Mengingat pemasok with the Company’s ESG strategic direction. Given that suppliers
berperan penting dalam penyediaan peralatan dan bahan medis, play a vital role in providing medical equipment and materials,
Siloam menerapkan kerangka pengadaan yang menekankan Siloam implements a procurement framework that emphasizes
kepatuhan, akuntabilitas, dan integrasi pertimbangan compliance, accountability, and the integration of environmental
lingkungan serta sosial dalam pengambilan keputusan. Kerangka and social considerations into decision-making. This framework
ini dituangkan dalam Keputusan Direksi tentang Kebijakan is formalized in the Board of Directors’ Decree on the Sustainable
Pengadaan Berkelanjutan yang mengatur persyaratan yang wajib Procurement Policy, which stipulates mandatory requirements
dipenuhi pemasok, khususnya pada aspek lingkungan dan sosial, for suppliers, particularly regarding environmental and social
termasuk penghormatan terhadap hak asasi manusia. aspects, including respect for human rights.
Siloam mendorong penerapan prinsip ESG dalam kemitraan Siloam promotes the application of ESG principles in partnerships
dengan pemasok dan vendor melalui beberapa inisiatif, with suppliers and vendors through several initiatives, including:
diantaranya:
• Siloam mengumpulkan informasi inisiatif ESG dari peserta • Siloam collects ESG initiative data from vendor tender
tender vendor sebagai bagian dari proses evaluasi dan participants as part of the evaluation and selection process.
seleksi.
• Siloam menyelenggarakan sosialisasi ESG kepada vendor • Siloam conducts ESG socialization for vendors through the
melalui Vendor Forum yang dilaksanakan secara berkala Vendor Forum, held regularly on a semi-annual or annual
setiap semester atau tahunan. basis.
• Siloam melaksanakan audit on-site secara rutin kepada • Siloam performs routine on-site audits of strategic suppliers
pemasok strategis untuk memastikan kepatuhan terhadap to ensure compliance with Siloam’s Sustainable Procurement
Kebijakan Pengadaan Berkelanjutan Siloam. Policy.
Pemasok Lokal [GRI 204-1] Local Suppliers
Siloam memprioritaskan pemasok lokal yang didefinisikan Siloam prioritizes local suppliers, which are defined based on
berdasarkan lokasi kantor pemasok, fasilitas manufaktur, atau the location of the supplier’s office, manufacturing facilities, or
domisili yang berada di wilayah Indonesia. Pada 2025, proporsi domicile within Indonesia. In 2025, the proportion of procurement
anggaran pengadaan yang Siloam alokasikan untuk pemasuk spending allocated by Siloam to local suppliers is as follows.
lokal adalah sebagai berikut.
Indikator
2025 2024 2023
Indicator
100%
Jumlah pemasok lokal 3.550 3.685 3.871
Number of local suppliers
Persentase anggaran 99,82% 99,81% 99,74%
pengadaan yang
dibelanjakan kepada tempat tidur di Rumah Sakit Siloam diperoleh dari
pemasok lokal pemasok lokal dan seluruhnya merupakan produk lokal.
Percentage of procurement
budget spent on suppliers of hospital beds at Siloam Hospitals are sourced from local
local to that operation suppliers and are entirely locally manufactured products.
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Penilaian Pemasok [GRI 308-1][GRI 414-1] Supplier Assessment
Siloam menerapkan seleksi pemasok yang ketat melalui Siloam implements rigorous supplier selection through
mekanisme penilaian yang mengacu pada peraturan yang assessment mechanisms that reference prevailing regulations
berlaku dan standar internasional yang relevan. Sebagai and relevant international standards. As a prerequisite for
prasyarat kemitraan, pemasok baru diwajibkan menandatangani partnership, new suppliers are required to sign a commitment
komitmen atas Kebijakan Pengadaan Berkelanjutan dan Kode to the Sustainable Procurement Policy and the Supplier Code
Etik Pemasok. Untuk memastikan kepatuhan berkelanjutan, of Conduct. To ensure ongoing compliance, Siloam conducts
Siloam melakukan peninjauan berkala atas praktik pemasok periodic reviews of supplier practices and performs on-site
dan melaksanakan audit on-site kepada pemasok strategis. audits of strategic suppliers.
Pada periode pelaporan, Siloam mencatat kinerja penerapan During the reporting period, Siloam recorded the performance
kriteria lingkungan dan sosial pada pemasok baru serta of environmental and social criteria implementation among new
penguatan komitmen pemasok terhadap kebijakan pengadaan suppliers and the strengthening of supplier commitment to
berkelanjutan. Pada 2025, 100% pemasok baru telah sustainable procurement policies. In 2025, 100% of new suppliers
menyatakan komitmen untuk mematuhi Kebijakan Pengadaan have declared their commitment to comply with the Sustainable
Berkelanjutan. Procurement Policy.
Asesmen Pemasok dan Kode Etik Pemasok Supplier Assessment and Supplier Code of Conduct
Indikator
2025 2024 2023
Indicator
Jumlah pemasok baru yang dipilih/dikontrak dan menjalani penyaringan menggunakan kriteria lingkungan 350 363 52
dan sosial
Number of new suppliers selected/contracted and screened using environmental and social criteria
Jumlah pemasok baru yang telah menandatangani Kebijakan Pengadaan Berkelanjutan dan Kode Etik 350 355 46
Pemasok
Number of new suppliers that have signed the Sustainable Procurement Policy and Supplier Code of
Conduct
Persentase pemasok baru yang diseleksi menggunakan kriteria lingkungan dan sosial 100% 95% 63%
Percentage of new suppliers screened using environmental and social criteria
Persentase pemasok baru yang menandatangani komitmen atas Kebijakan Pengadaan Berkelanjutan dan 100% 93% 56%
Kode Etik Pemasok
Percentage of new suppliers signing commitment to the Sustainable Procurement Policy and Supplier Code
of Conduct
Indikator Sosial dan Lingkungan dalam Pengadaan Environmental and Social Indicators in Procurement
Indikator
2025 2024 2023
Indicator
Persentase pemasok yang ditargetkan dengan kontrak yang mencantumkan klausul terkait persyaratan 100% 93% 56%
lingkungan, ketenagakerjaan, dan hak asasi manusia
% of targeted suppliers with contracts that include clauses on environmental, labor, and human rights
requirements
Persentase pemasok yang berkomitmen pada Kode Etik Pemasok (SCOC) 100% 93% 56%
% of suppliers who committed to SCOC
Persentase pemasok strategis yang diseleksi menggunakan kriteria lingkungan dan sosial 100% 95% 63%
% of strategic suppliers screened using environmental and social criteria
Persentase pemasok strategis yang menjalani onsite audit 100% 100% 12%
% of strategic suppliers who underwent onsite audit
Persentase pembeli (buyer) yang mengikuti pelatihan pengadaan berkelanjutan 75% 59% 60%
% of buyers trained on sustainable procurement
Persentase pemasok strategis yang mengikuti pelatihan pengadaan berkelanjutan 60% 52% 44%
% of strategic suppliers trained on sustainable procurement
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Keamanan Data dan Informasi [GRI 3-3][GRI 418-1][HC-DY-230a.2]
Data and Information Security
Transformasi digital memperluas cara Siloam melayani pasien Digital transformation expands the ways Siloam serves patients
dan berinteraksi dengan pelanggan, sekaligus meningkatkan and interacts with customers, while simultaneously increasing
eksposur terhadap risiko serangan siber, kebocoran informasi, exposure to risks such as cyberattacks, information leaks,
dan penyalahgunaan data. Untuk menjaga kepercayaan pasien and data misuse. To maintain patient trust and ensure service
dan memastikan layanan tetap andal, Siloam menempatkan reliability, Siloam places data security and privacy as an integral
keamanan dan privasi data sebagai bagian dari tata kelola part of operational governance managed by the Information,
operasional yang dikelola oleh tim Information, Communication Communication, and Technology (ICT) team, covering policies,
and Technology (ICT), mencakup kebijakan, infrastruktur, dan infrastructure, and application development, including the
pengembangan aplikasi, termasuk pengamanan data rekam protection of patient medical records.
medis pasien.
Siloam juga menerapkan kebijakan Governance, Leadership, and Siloam also implements the Governance, Leadership, and
Direction (GLD), yang salah satu ruang lingkupnya mencakup Direction (GLD) policy, which includes data protection and the
perlindungan data dan kerahasiaan informasi pasien. Kebijakan confidentiality of patient information within its scope. This policy
ini wajib dipahami oleh seluruh karyawan dan diimplementasikan is mandatory for all employees and is implemented through
melalui pelatihan sejak masa orientasi, penguatan rutin dalam orientation training, regular operational briefings, strict access
briefing operasional, pengendalian akses informasi medis pasien, control to patient medical information, and periodic evaluations
serta evaluasi berkala melalui self-assessment tahunan dan through annual self-assessments and accreditation processes.
proses akreditasi.
Perlindungan keamanan data dan informasi di Siloam antara lain Data and information security protection at Siloam is carried out
dilakukan melalui: through several measures, including:
• Pengendalian akses informasi • Access Control
Akses terhadap data rekam medis pasien dibatasi dan Access to patient medical records is strictly restricted and
dipantau secara ketat agar hanya dapat diakses oleh tenaga monitored to ensure it is accessible only by authorized
medis dan pihak berwenang yang merawat pasien. medical personnel and relevant authorities involved in the
• Digitalisasi yang terstruktur patient’s care.
Transisi penuh menuju rekam medis elektronik untuk • Structured Digitalization
meminimalkan risiko kehilangan berkas fisik dan A full transition to Electronic Health Records (EHR) to
meningkatkan keamanan data tersandi (encrypted). minimize the risk of physical file loss and enhance the security
of encrypted data.
Pada 2025, 94,77% karyawan telah Dalam mendukung pengelolaan informasi
mengikuti pelatihan keamanan siber untuk klinis yang lebih terstruktur, 100% rekam
meningkatkan kesadaran terhadap risiko medis pasien telah tercatat dalam sistem
keamanan digital. rekam medis elektronik (EMR) di jaringan
In 2025, 94.77% of employees participated in Siloam sepanjang 2025.
cybersecurity training to enhance awareness of In supporting more structured clinical
digital security risks. information management, 100% of patient
medical records across the Siloam network
were recorded in the Electronic Medical
Record (EMR) system throughout 2025.
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Pelatihan Keamanan Siber bagi Karyawan Cybersecurity Training for Employees
Indikator
2025 2024 2023
Indicator
Jumlah peserta pelatihan keamanan siber 13.684 13.494 13.102
Number of cybersecurity training participants
Persentase penyelesaian pelatihan 94,77% 94,60% 96,20%
Percentage of completion
Pengaduan Terkait Pelanggaran Privasi dan Kebocoran Data Complaints Related to Privacy Violations and Data Breaches
[GRI 418-1][HC-DY-230a.3]
Indikator
2025 2024 2023
Indicator
Jumlah pengaduan terkait pelanggaran privasi dan kebocoran data 0 0 0
Number of complaints related to privacy violations and data breaches
Insiden Terkait Privasi dan Keamanan Data Pasien Incidents Related to Patient Data Privacy and Security
[HC-DY-230a.4]
Indikator
2025 2024 2023
Indicator
Jumlah insiden kebocoran data pasien 0 0 0
Number of patient data breach incidents
Jumlah pasien atau pelanggan terdampak 0 0 0
Number of patients or customers affected
Persentase insiden yang melibatkan data pribadi (PII) 0% 0% 0%
Percentage of incidents involving personal identifiable information (PII)
Persentase insiden yang melibatkan data rekam medis (PHI) 0% 0% 0%
Percentage of incidents involving protected health information (PHI)
Kerugian moneter dari proses hukum terkait keamanan atau privasi data 0 0 0
Monetary losses from legal proceedings related to data security or privacy
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04
Caring for Our
Patients
Caring for Our Patients
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Memperkuat Standar Keselamatan Pasien [GRI 3-3]
Strengthening Patient Safety Standards
Siloam memahami bahwa keselamatan pasien adalah fondasi Siloam understands that patient safety is the fundamental
dasar dari hubungan antara pasien dan keluarganya dengan cornerstone of the relationship between patients, their families,
rumah sakit, sebagai salah satu tempat mencari pemulihan and the hospital as a place for physical and psychological
secara fisik maupun psikologis. Dengan memegang teguh prinsip recovery. By strictly adhering to the ‘do no harm’ principle, we
‘do no harm’, kami memastikan setiap pasien merasa aman ensure that every patient feels safe while receiving care across
mendapatkan perawatan di jaringan rumah sakit Siloam. Prinsip the Siloam hospital network. We integrate this principle into
ini kami integrasikan ke dalam setiap layanan dan pengambilan every service and clinical decision-making process, prioritizing
keputusan klinis, dengan mengedepankan komunikasi yang jujur honest and transparent communication as our primary bridge to
dan transparan sebagai jembatan utama kami dengan pasien. the patient.
Pengelolaan Keamanan Klinis [SEOJK F.17][SEOJK F.27][HC-DY- Clinical Safety Management
230a.2]
Keselamatan pasien di Siloam Hospitals mencakup seluruh Patient safety at Siloam Hospitals encompasses the entire
rangkaian pelayanan, mulai dari penerimaan, pemeriksaan, continuum of care, from admission and examination to medical
tindakan medis, hingga perawatan lanjutan. Sebagai landasan procedures and follow-up care. As a foundation for risk mitigation
dalam mitigasi risiko dan penanganan insiden, Siloam menerapkan and incident management, Siloam implements a Patient Safety
Kebijakan Keselamatan Pasien yang mengedepankan upaya Policy that emphasizes preventive measures and procedure
pencegahan dan standardisasi prosedur, serta menginformasikan standardization, while providing timely information to patients
dari waktu ke waktu sehubungan dengan tindakan yang dilakukan regarding the medical actions being performed.
kepada pasien.
Persentase Pasien Rawat Inap yang Mendapatkan Informasi Percentage of Inpatients Receiving Information Regarding
Mengenai Aspek Keselamatan Pasien Patient Safety Aspects
Indikator
2025 2024 2023
Indicator
Persentase pasien rawat inap yang menerima informasi aspek keselamatan pasien terkait perawatan dan 100% 100% 100%
prosedur perawatan
Percentage of inpatients who receive information on patient safety aspects related to care and treatment
procedures
Memasuki tahun 2025, komitmen ini diperkuat melalui tiga pilar Entering 2025, this commitment is reinforced through three
strategi utama yang memastikan pengelolaan klinis berjalan strategic pillars that ensure clinical management is executed
secara konsisten: consistently:
• Standardisasi Layanan • Service Standardization
Kami menerapkan standarisasi layanan melalui alur perawatan We implement service standardization through uniform
yang seragam di seluruh jaringan 41 rumah sakit, guna care pathways across our network of 41 hospitals to ensure
memastikan setiap pasien menerima kualitas perawatan yang every patient receives an equivalent quality of care. To
setara. Untuk menjaga konsistensi implementasi standar maintain consistency in implementing these standards, we
tersebut, kami menerapkan proses Kredensial dan Digital apply Credentialing and Digital Privilege Review processes,
Privilege Review guna memastikan setiap tenaga kesehatan ensuring that every healthcare professional practices
berpraktik sesuai kompetensi dan ijazah yang tervalidasi according to their digitally validated competencies and
secara digital. credentials.
• Transformasi Budaya • Cultural Transformation
Kami memperkuat kesadaran bahwa keselamatan pasien We reinforce the understanding that patient safety is a
merupakan komitmen moral di seluruh organisasi. Hal ini moral commitment across the entire organization. This is
diwujudkan melalui penerapan manajemen risiko partisipatif realized through the implementation of participatory risk
yang mendorong seluruh staf, termasuk tenaga non-medis, management, which encourages all staff, including non-
untuk melaporkan potensi bahaya secara proaktif dalam medical personnel, to proactively report potential hazards
sistem elektronik. Selain itu, kami melakukan audit klinis dan within our electronic system. Additionally, we conduct
peer review secara anonim guna memastikan evaluasi yang anonymous clinical audits and peer reviews to ensure
objektif dan mendorong perbaikan berkelanjutan. objective evaluations and drive continuous improvement.
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• Pertumbuhan Berbasis Mutu • Quality-Based Growth
Kami menyelaraskan ekspansi layanan dengan penguatan We align service expansion with the reinforcement of safety
standar keselamatan, sehingga pertumbuhan bisnis standards, ensuring that business growth always moves
selalu sejalan dengan peningkatan kualitas hidup pasien. in tandem with the improvement of patient quality of life.
Upaya ini diwujudkan melalui pengembangan kompetensi This effort is achieved through continuous competency
berkelanjutan, yang mana staf non-klinis mengikuti pelatihan development, where non-clinical staff undergo a minimum of
minimal 20 jam per tahun dan staf klinis minimal 40 jam per 20 training hours per year and clinical staff a minimum of 40
tahun guna menjaga relevansi keahlian. hours per year to maintain the relevance of their expertise.
Dalam penerapannya, Kebijakan Keselamatan Pasien dijalankan In the application, the Patient Safety Policy is executed through
melalui peran dan tanggung jawab berikut: the following roles and responsibilities:
• Penerapan Kebijakan • Policy Implementation
Dilaksanakan oleh seluruh karyawan Siloam serta seluruh Carried out by all Siloam employees and all parties involved
pihak yang terlibat dalam pemberian layanan kepada pasien, in providing patient services, including partners and third-
termasuk mitra dan tenaga kerja pihak ketiga yang bekerja di party personnel working within the hospital environment, in
lingkungan rumah sakit, sesuai dengan ketentuan kerja sama accordance with applicable cooperation agreements.
yang berlaku.
• Pengelolaan dan Pengawasan • Management and Oversight
Dilakukan oleh Tim Quality, Risk & Safety (QRS) melalui Conducted by the Quality, Risk & Safety (QRS) Team through
pemantauan implementasi kebijakan serta koordinasi dengan monitoring policy implementation and coordinating with
pimpinan rumah sakit dan unit terkait untuk memastikan hospital leadership and relevant units to ensure consistent
penerapan berjalan secara konsisten di seluruh jaringan application across the entire hospital network.
rumah sakit.
Berkomitmen pada 100% Keselamatan Pasien di Committed to 100% Patient Safety Rate by 2030
Tahun 2030
Sebagai bagian dari penguatan keselamatan pasien di seluruh As part of strengthening patient safety across the Siloam
jaringan Siloam Hospitals, kami menetapkan target jangka Hospitals network, we have established a long-term target to
panjang hingga tahun 2030 untuk mencapai 100% tingkat achieve a 100% comprehensive patient safety rate by 2030.
keselamatan pasien secara menyeluruh.
Target ini kami wujudkan dengan menjamin bahwa setiap pasien We realize this target by guaranteeing that every inpatient
rawat inap mendapatkan informasi keselamatan yang lengkap receives complete safety information and undergoes proper
dan menjalani skrining nutrisi serta edukasi yang tepat. Di sisi nutritional screening and education. Internally, we ensure that
internal, kami memastikan seluruh karyawan dan mitra kerja all employees and partners comply with safety procedures,
patuh pada prosedur keselamatan, mulai dari identifikasi pasien ranging from accurate patient identification and effective clinical
yang akurat, komunikasi klinis yang efektif, hingga pengelolaan communication to the management of high-alert medications.
obat-obatan yang memerlukan kewaspadaan tinggi. Selain Furthermore, Siloam is committed to high standards in surgical
itu, Siloam berkomitmen pada standar tinggi dalam tindakan procedures (ensuring the right procedure), infection risk
operasi yang tepat prosedur, pencegahan risiko infeksi, serta prevention, and patient protection from fall risks.
perlindungan pasien dari risiko jatuh.
Penilaian Dampak Kesehatan dan Keselamatan Pasien [SEOJK Assessment of Health and Patient Safety Impacts
F.29][GRI 416-1] [GRI 416-2][HC-DY] [HC-DY-250a.6]
Rumah sakit secara berkala melakukan penilaian dampak The hospital periodically conducts assessments of health and
kesehatan dan keselamatan pada layanan utama sebagai bagian safety impacts across its key services as part of its commitment
dari komitmen terhadap kualitas pelayanan dan keselamatan to service quality and patient safety. These assessments aim to
pasien. Penilaian ini dilakukan untuk memastikan bahwa layanan ensure that the services provided meet patient safety standards
yang diberikan telah memenuhi standar keselamatan pasien serta and to identify potential health and safety risks associated with
untuk mengidentifikasi potensi risiko kesehatan dan keselamatan medical services. These assessments are carried out through the
yang dapat timbul dari layanan medis. Penilaian dilakukan melalui monitoring of clinical quality indicators across several service
pemantauan indikator mutu klinis pada beberapa kategori categories.
layanan.
Rumah sakit juga melakukan penilaian dampak kesehatan dan The hospital also conducts health and safety impact
keselamatan pada seluruh layanan utama, termasuk pelayanan assessments across all major service categories, including
bedah dan pemberian obat sebagai kategori layanan signifikan. surgical services and medication administration as significant
Penilaian dilakukan melalui indikator mutu klinis dan keselamatan service categories. Assessments are carried out through clinical
pasien, termasuk Surgical Safety dan Medication Safety. quality and patient safety indicators, including Surgical Safety
and Medication Safety.
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Hasil evaluasi digunakan untuk mengidentifikasi area perbaikan The results are used to identify areas for improvement and
dan menerapkan tindakan korektif guna meningkatkan mutu implement corrective actions to enhance service quality and
dan keselamatan layanan. Berdasarkan evaluasi yang dilakukan, patient safety. Based on the evaluations conducted, 100% of
100% kategori layanan utama telah dinilai. major service categories have been assessed.
Rumah sakit juga melakukan pemantauan terhadap sejumlah The hospital also monitors several key indicators to ensure that
indikator utama untuk memastikan bahwa layanan yang diberikan the services provided meet health and safety standards.
memenuhi standar kesehatan dan keselamatan.
Indikator
2025 2024 2023
Indicator
Persentase pasien rawat inap yang menjalani skrining nutrisi dan memperoleh edukasi 100% 100% 100%
Percentage of inpatients who underwent nutritional screening and received education
Persentase produk dan layanan kesehatan yang telah dinilai dampak kesehatan dan keselamatannya 100% 100% 100%
Percentage of health products and services assessed for health and safety impacts
Hingga 2025, tidak terdapat insiden ketidakpatuhan yang berkaitan dengan
dampak kesehatan dan keselamatan dari produk dan layanan di seluruh
jaringan Siloam Hospitals. Selain itu, tidak terdapat penarikan kembali atas
produk farmasi, alat kesehatan, maupun penghentian layanan medis akibat
adanya risiko keamanan yang membahayakan pasien.
As of 2025, there have been no incidents of non-compliance related to the health and
safety impacts of products and services across the Siloam Hospitals network. Additionally,
there have been no recalls of pharmaceutical products or medical devices, nor any
interruptions of medical services due to safety risks that could endanger patients.
Siloam secara konsisten memantau pencapaian indikator Siloam consistently monitors the achievement of patient safety
keselamatan pasien sebagai tolok ukur menuju Target 2030. indicators as a benchmark toward our 2030 Target. During the
Selama periode 2023 hingga 2025, seluruh jaringan rumah sakit 2023 to 2025 period, the entire hospital network demonstrated
menunjukkan tren kepatuhan yang stabil pada aspek-aspek stable compliance trends in crucial aspects, including patient
krusial, termasuk identifikasi pasien, komunikasi efektif, dan identification, effective communication, and high-alert medication
pengelolaan obat yang harus diwaspadai yang masing-masing management, each of which reached a 100% compliance rate.
mencapai tingkat kepatuhan sebesar 100%.
Keamanan Pengelolaan Obat Terkontrol HC-DY-260a.1][HC- Safety in Controlled Substance Management [
DY-260a.2]
Seiring dengan kompleksitas layanan klinis, Siloam menerapkan In line with the complexity of our clinical services, Siloam
kebijakan yang ketat dalam pengelolaan peresepan dan implements stringent policies in the management of prescriptions
penggunaan obat-obatan terkontrol untuk melindungi and the use of controlled substances to protect patient safety
keselamatan pasien serta mencegah potensi penyalahgunaan. and prevent potential misuse. These policies are enforced in
Kebijakan ini diterapkan sesuai dengan ketentuan peraturan accordance with applicable laws and regulations, covering
perundang-undangan yang berlaku dan mencakup pengelolaan the management of narcotics, psychotropics, pharmaceutical
narkotika, psikotropika, prekursor farmasi, serta obat-obatan precursors, and specific medications that carry a risk of
tertentu yang berisiko menimbulkan ketergantungan. dependency.
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Pengendalian Penggunaan Obat Terkontrol Controlled Substance Use Controls
Dalam implementasinya, Siloam menjalankan sejumlah langkah In the implementation, Siloam executes several control measures
pengendalian untuk menjamin keamanan dan kepatuhan to ensure safety and compliance in the use of controlled
penggunaan obat terkontrol, antara lain: substances, including:
• Pembatasan dan kontrol periode: Peresepan obat • Duration restrictions and ronitoring: Prescriptions for
terkontrol dibatasi untuk penggunaan maksimal selama satu controlled substances are limited to a maximum of a one-
bulan dan wajib melalui proses peninjauan oleh tim farmasi. month supply and must undergo a review process by the
• Satu kali penebusan yang harus berlangsung secara tatap pharmacy team.
muka: Resep narkotika dan psikotropika bersifat non- • Mandatory face-to-face dispensing: Prescriptions for
repeatable (tidak dapat ditebus ulang), serta penegasan narcotics and psychotropics are non-repeatable and cannot
bahwa tidak dilayani melalui layanan konsultasi daring (tele- be fulfilled through online consultation services (tele-chat).
chat).
• Pengambilan hanya di apotek rumah sakit: Pengambilan • In-hospital pharmacy collection only: Narcotics and
obat narkotika dan psikotropika hanya dapat dilakukan psychotropics can only be collected directly at the hospital
langsung di apotek rumah sakit, dan tidak diperkenankan pharmacy and are not permitted for delivery via courier.
untuk dikirimkan melalui kurir.
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Prosedur dan Pengendalian Obat Terkontrol
Controlled Substance Procedures and Controls
Pemantauan Resep Obat Terkontrol Pelatihan Terkait Zat Terlarang dan
1 Monitoring of Controlled Substance Prescriptions
Pendaftaran dan penggunaan sistem pemantauan
2 Manajemen Nyeri
Training on Controlled Substances and
Pain Management
obat dilakukan melalui sistem pengelolaan terpadu
untuk Narkotika, Psikotropika, Prekursor Farmasi, Pendaftaran dan penggunaan sistem pemantauan
dan Obat-obatan Tertentu sehingga setiap obat dilakukan melalui sistem pengelolaan terpadu
penggunaan obat terkontrol tercatat dan terpantau untuk Narkotika, Psikotropika, Prekursor Farmasi,
dengan akurat. dan Obat-obatan Tertentu sehingga setiap
Registration and utilization of monitoring systems penggunaan obat terkontrol tercatat dan terpantau
are conducted through an integrated management dengan akurat.
system for Narcotics, Psychotropics, Pharmaceutical Registration and utilization of monitoring systems
Precursors, and Specific Medications, ensuring every are conducted through an integrated management
use of controlled substances is accurately recorded system for Narcotics, Psychotropics, Pharmaceutical
and tracked. Precursors, and Specific Medications, ensuring every
use of controlled substances is accurately recorded
and tracked.
Penanganan Gangguan Penyalahgunaan Obat Penyimpanan dan Pembuangan Aman
3 Management of Substance Use Disorders
Siloam menjalankan program identifikasi
4 Secure Storage and Disposal
Seluruh obat terkontrol disimpan di fasilitas
dan penanganan pasien dengan gangguan khusus dengan akses terbatas dan dibuang
penyalahgunaan zat yang terintegrasi dalam melalui prosedur keamanan ketat untuk mencegah
kebijakan pelayanan medis rumah sakit serta penyalahgunaan serta kontaminasi lingkungan
pedoman pelayanan dan penggunaan obat. sesuai dengan standar keselamatan farmasi yang
Siloam operates an identification and management berlaku.
program for patients with substance use disorders, All controlled substances are stored in specialized
which is integrated into the hospital’s medical service facilities with restricted access and are disposed of
policies as well as clinical service and medication use through strict security procedures to prevent misuse
guidelines and environmental contamination, in compliance
with applicable pharmaceutical safety standards.
Resep Obat Antagonis Opioid Pembatasan Jumlah Resep Obat Terkontrol
5 Opioid Antagonist Prescriptions
Pemberian obat antagonis opioid seperti nalokson
6 Prescription Volume Limits for Controlled
Substances
dan naltrekson serta zat penetral lainnya dilakukan Untuk meminimalkan risiko penyalahgunaan dan
di bawah pengawasan medis sebagai bagian dari menjamin keamanan pasien setelah meninggalkan
standar pelayanan medis dan protokol sedasi. rumah sakit, Siloam menerapkan pembatasan
The administration of opioid antagonists, such as jumlah peresepan obat terkontrol serta pengawasan
naloxone and naltrexone, and other neutralizing penuh terhadap pengantaran obat ke luar area
agents is performed under medical supervision rumah sakit.
as part of medical service standards and sedation To minimize the risk of misuse and ensure patient
protocols. safety after discharge, Siloam enforces limits on the
quantity of controlled substance prescriptions and
maintains full oversight of any medication transport
outside hospital grounds.
Selama 2025, 100% resep obat terkontrol yang diterbitkan telah melalui
proses pengecekan baik secara elektronik maupun manual sebelum obat
diserahkan kepada pasien.
During 2025, 100% of issued controlled substance prescriptions underwent verification
through both electronic and manual processes before being dispensed to the patient.
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Pemantauan Mutu dan Keselamatan Pasien [HC-DY-250a.6] Quality and Patient Safety Monitoring
Pemantauan mutu dan keselamatan pasien dilakukan secara Monitoring of quality and patient safety is conducted hierarchically
berjenjang di seluruh unit pelayanan dan manajemen rumah sakit across all service units and hospital management levels at
di Siloam, mulai dari tingkat rumah sakit dan direktorat hingga Siloam, from the individual hospital and directorate levels to the
tingkat Network dan Head Office. Hasil pemantauan tersebut Network and Head Office levels. Monitoring results are reported
dilaporkan kepada pimpinan rumah sakit dan direksi dari Siloam to hospital leadership and Siloam’s Board of Directors as a basis
sebagai dasar evaluasi dan pengambilan keputusan untuk for evaluation and decision-making to enhance service quality.
peningkatan kualitas layanan. Proses pemantauan dilaksanakan The monitoring process is carried out through:
melalui:
Audit Audit klinis dan
Pengumpulan Audit
rekam medis audit medis Umpan balik dan
data indikator observasi
Medical record Clinical and keluhan pasien
mutu Observational
audits medical audits Patient feedback
Quality indicator audits and complaints
data collection
Selain itu, terdapat 5.015 pasien yang mengalami rawat inap In addition, there were 5,015 patients who experienced
ulang yang tidak direncanakan setelah sebelumnya dinyatakan unplanned readmissions after being discharged, indicating
pulang, yang menunjukkan adanya kondisi kesehatan yang a health condition that required continued care. Overall, the
memerlukan perawatan lanjutan. Secara keseluruhan, jumlah number of readmissions during the reporting period was 28,851.
pasien yang dirawat ulang selama periode pelaporan mencapai These data serve as the basis for evaluations to improve the
28.851 kasus. Data ini menjadi dasar evaluasi dalam meningkatkan quality of care, improve the care process, and reduce the number
mutu layanan, memperbaiki proses perawatan, serta mengurangi of unplanned readmissions.
angka rawat inap ulang yang tidak diharapkan.
Evaluasi Perawatan Lanjutan Evaluation of Continued Care
Sebagai bagian dari transparansi dan akuntabilitas klinis, Siloam As part of our clinical transparency and accountability, Siloam
memantau Healthcare-Associated Conditions (HAC), yaitu monitors Healthcare-Associated Conditions (HAC), unintended
kejadian tidak diharapkan yang dapat muncul selama perawatan events that may arise during care at a healthcare facility. This
di fasilitas kesehatan. Evaluasi mutu ini dilakukan melalui audit quality evaluation is conducted through clinical audits, medical
klinis, pemantauan kepatuhan rekam medis, dan peninjauan record compliance monitoring, and periodic reviews of HAC
indikator HAC secara berkala. indicators.
Melalui pemantauan tersebut, kami dapat mengidentifikasi area Through this monitoring, we can identify priority areas for
prioritas untuk penguatan praktik klinis, kepatuhan prosedur, reinforcing clinical practices, procedural compliance, and risk
serta pengendalian risiko. Seluruh kinerja HAC disajikan dalam control. All HAC performance data is presented as an incidence
incidence rate per 1.000 pasien sebagai dasar evaluasi dan rate per 1,000 patients, serving as the basis for evaluation and
perbaikan berkelanjutan di seluruh jaringan rumah sakit. continuous improvement across the entire hospital network.
Rating HAC [HC-DY-250a.3] HAC Rate
Tingkat Insiden (setiap 1.000 pasien)
Healthcare-Associated Conditions (HAC)
Incidence Rate (per 1,000 patients)
Infeksi yang Terkait dengan Pelayanan Kesehatan 0,40/1.000 pasien | patient
Healthcare-Associated Infections
Pneumotoraks Iatrogenik 0/1.000 pasien | patient
Latrogenic Pneumothorax
Perdarahan atau Hematoma Perioperatif 0/1.000 pasien | patient
Perioperative Haemorrhage or Haematoma
Gagal Pernapasan Pasca Operasi 0/1.000 pasien | patient
Post-Operative Respiratory Failure
Emboli Paru atau Trombosis Vena Dalam Perioperatif 0/1.000 pasien | patient
Perioperative Pulmonary Embolism or Deep Vein Thrombosis
Pembukaan Luka Pasca Operasi 0/1.000 pasien | patient
Post-Operative Wound Dehiscence
Luka Tusuk/Robek Abdomen-Panggul yang Tidak Terdeteksi 0/1.000 pasien | patient
Unrecognised Abdominopelvic Accidental Puncture/Laceration
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Kualitas Standar dan Akreditasi Quality Standards and Accreditation
Sebagai jaringan rumah sakit dengan berbagai center of As a hospital network featuring various Centers of Excellence
excellence di Indonesia, Siloam selalu berupaya menjaga in Indonesia, Siloam consistently strives to uphold patient
keselamatan pasien sebagai bentuk kepercayaan yang harus safety as a form of trust that must be strengthened across all
ditingkatkan dalam setiap layanan spesialistik yang kompleks. complex specialized services. To guarantee this commitment,
Untuk menjamin komitmen tersebut, kami tidak hanya mengukur we do not only measure our service quality through the Siloam
kualitas layanan melalui Siloam Quality Indicator (SQI), yaitu Quality Indicator (SQI), a comprehensive set of corporate key
seperangkat indikator kinerja utama korporat untuk memantau performance indicators used to monitor clinical and non-clinical
mutu klinis dan non-klinis, tetapi juga melalui validator eksternal. quality, but also through external validators. We ensure that our
Kami memastikan seluruh jaringan rumah sakit memenuhi entire hospital network meets both national and international
standar mutu nasional maupun internasional melalui akreditasi quality standards through relevant accreditations and
dan sertifikasi manajemen yang relevan agar setiap pasien tetap management certifications, ensuring that every patient remains
aman dan didampingi dengan baik hingga masa pemulihan. safe and well-supported throughout their recovery process.
Sertifikat rekomendasi dan izin pendukung pusat
Akreditasi Nasional “Paripurna”: 39 rumah sakit
urologi: RS Siloam Kupang, RS Siloam Ambon
National Accreditation “Paripurna” (Premier):
Recommendation Certificate and Permits for Urology
39 hospitals
Centers: Siloam Hospitals Kupang, Siloam Hospitals
Ambon
Akreditasi Nasional “Utama”: 1 rumah sakit
National Accreditation “Utama” (Major): 1 hospital
Sertifikasi ISO:
• ISO 9001 Sistem Manajemen Mutu
Akreditasi Joint Commission International (JCI): RS • ISO 14001 Sistem manajemen lingkungan
Siloam Kebon Jeruk, RS Siloam MRCCC, RS Siloam • ISO 45001 Sistem Manajemen Kesehatan dan
Keselamatan Kerja
Denpasar, RS Siloam Lippo Village
• ISO 27001 Sistem Manajemen Keamanan Informasi
Joint Commission International (JCI) Accreditation:
Siloam Hospitals Kebon Jeruk, Siloam Hospitals
ISO Certifications:
MRCCC, Siloam Hospitals Denpasar, Siloam
• ISO 9001: Quality Management System
Hospitals Lippo Village
• ISO 14001: Environmental Management System
• ISO 45001: Occupational Health and Safety
Management System
Sertifikasi Australian Council on Healthcare Standards • ISO 27001: Information Security Management
(ACHS): BIMC Kuta, BIMC Nusa Dua System
Australian Council on Healthcare Standards (ACHS)
Certification: BIMC Kuta, BIMC Nusa Dua
Sertifikat rekomendasi dan izin pendukung Sertifikasi Hazard Analysis and Critical Control Point
transplantasi ginjal: RS Siloam ASRI (HACCP)
Recommendation Certificate and Permits for Kidney Hazard Analysis and Critical Control Point (HACCP)
Transplantation: Siloam Hospitals ASRI Certification
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Memberikan Kualitas Layanan Kesehatan Terbaik [GRI 3-3]
Providing the Highest Quality Healthcare Services
Setiap interaksi medis adalah bagian dari perjalanan dalam Every medical interaction is a part of a journey to nurture the trust
merawat kepercayaan yang dititipkan oleh pasien dan pemangku placed in us by our patients and stakeholders. This trust drives us
kepentingan. Kepercayaan inilah yang mendorong kami untuk to consistently deliver superior service quality throughout every
selalu menghadirkan kualitas layanan unggul dalam setiap fase phase of care. We maintain this commitment through the synergy
perawatan. Komitmen tersebut kami jaga secara konsisten of three approaches:
melalui sinergi tiga pendekatan:
• Komunikasi yang Baik • Effective Communication
Siloam mengedepankan dialog yang terbuka, transparan, Siloam prioritizes open, transparent, and educational dialogue
dan edukatif dengan bahasa yang mudah dimengerti agar using easy-to-understand language to ensure patients and
pasien serta keluarganya mendapatkan informasi secara their families receive comprehensive information, including
utuh, termasuk pemahaman mengenai risiko medis dari an understanding of the medical risks involved in the entire
seluruh rangkaian perawatan yang dilakukan. course of treatment.
• Kerjasama yang Baik • Strong Collaboration
Melalui sistem rujukan silang (cross-referral) dan Through a cross-referral system and Clinical Leadership, our
kepemimpinan klinis (Clinical Leaders), para dokter kami physicians collaborate across specialties and generations to
berkolaborasi lintas spesialisasi maupun lintas generasi untuk provide comprehensive health solutions.
memberikan solusi kesehatan yang komprehensif.
• Hasil Medis yang Unggul • Superior Medical Outcomes
Sebagai standar emas pelayanan, kami memastikan setiap As the gold standard of service, we ensure that every medical
intervensi medis memberikan hasil yang nyata dan terukur intervention delivers tangible and measurable results to
sehingga dapat meningkatkan kualitas hidup pasien. improve the patient’s quality of life.
Memperkuat Akses Layanan Kesehatan [GRI 3-3] Strengthening Healthcare Access
Akses layanan kesehatan yang baik dimulai dari kemudahan Effective healthcare access begins with the ease of connecting
pasien terhubung dengan layanan dan memperoleh dukungan patients to services and ensuring they receive support tailored to
yang sesuai kebutuhannya. Melalui penguatan jaringan, their needs. By strengthening our network, service channels, and
kanal layanan, dan kapabilitas klinis, Siloam berupaya clinical capabilities, Siloam strives to provide more equitable and
menghadirkan akses yang lebih merata dan konsisten bagi consistent access for patients across various regions.
pasien di berbagai wilayah.
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Penyelarasan Layanan melalui Supercharging Archetype Service Alignment through Supercharging Archetypes
[HC-DY-240a.1]
Pada akhir 2024, Siloam memulai transisi Supercharging At the end of 2024, Siloam began the “Supercharging Archetype”
Archetype sebagai bagian dari visi Next Gen Siloam (NGS) 2025– transition as part of the Next Gen Siloam (NGS) 2025–2029
2029. Strategi ini dilakukan dengan menyelaraskan kategori vision. This strategy involves aligning service categories based
layanan berdasarkan kebutuhan pasien serta karakteristik on patient needs and the community characteristics of each
komunitas di setiap wilayah. region.
Melalui proses segmentasi, Siloam dapat mencocokkan nilai Through this segmentation process, Siloam can precisely match
secara presisi guna menghindari ketidakefisienan operasional values to avoid operational inefficiencies and ensure that facility
serta memastikan dukungan fasilitas, peralatan medis, SDM, support, medical equipment, human resources, and service flows
hingga alur layanan ditata lebih relevan dan tepat sasaran. are organized to be more relevant and targeted.
Terdapat empat network utama yang menjadi arah There are four primary networks that guide our service
pengembangan layanan, yaitu: development:
1 Premium Specialist
Premium Specialist
Premium Specialist berfokus pada penguatan layanan spesialis tertentu yang membutuhkan kompetensi mendalam dan dukungan fasilitas
yang lebih spesifik, seperti layanan onkologi atau nefrologi sehingga rumah sakit dapat membangun keunggulan klinis pada area layanan
prioritas, seperti: MRCCC Siloam Semanggi, Siloam Hospitals Lippo Village, serta Siloam Hospitals Asri. Informasi lebih lanjut mengenai
Premium Specialist juga dapat dilihat di bagian ”Keunggulan Klinis dan Fasilitas Spesialis”
Premium Specialist focuses on strengthening specific specialty services that require deep competence and specialized facility support, such
as oncology or nephrology. This allows hospitals to build clinical excellence in priority areas. Examples include MRCCC Siloam Semanggi,
Siloam Hospitals Lippo Village, and Siloam Hospitals Asri. Further information regarding Premium Specialists can also be found in the
“Clinical Excellence and Specialized Facilities” section.
2 Premium Generalist
Premium Generalist
Premium Generalist diarahkan untuk memperkuat layanan spesialistik yang komprehensif agar pasien dapat memperoleh akses ke
berbagai layanan spesialis dalam satu ekosistem rumah sakit yang terintegrasi. Beberapa rumah sakit yang mewakili kategori ini antara
lain Siloam Hospitals Kebon Jeruk, Siloam Hospitals TB Simatupang, serta BIMC Nusa Dua dan BIMC Kuta di Bali.
Premium Generalist is directed toward strengthening comprehensive specialized services, allowing patients to access various specialist
services within a single, integrated hospital ecosystem. Representative hospitals in this category include Siloam Hospitals Kebon Jeruk,
Siloam Hospitals TB Simatupang, as well as BIMC Nusa Dua and BIMC Kuta in Bali.
3 Value Seeker
Value Seeker
Value Seeker melayani kebutuhan pasien segmen menengah, seperti pasien dengan asuransi, dengan fokus pada penguatan layanan yang
relevan bagi kebutuhan klinis yang paling banyak digunakan, didukung alur layanan yang efisien dan konsisten, seperti Siloam Hospitals
Yogyakarta, Siloam Hospitals Bogor, dan Siloam Hospitals Jambi.
Value Seeker serves the needs of the middle-market segment, such as insured patients, with a focus on strengthening services relevant to
the most utilized clinical needs, supported by efficient and consistent service flows. Examples include Siloam Hospitals Yogyakarta, Siloam
Hospitals Bogor, and Siloam Hospitals Jambi.
4 Community Generalist
Community Generalist
Network ini menekankan penyediaan layanan bermutu yang lebih dekat dan terjangkau bagi masyarakat luas, termasuk pasien Jaminan
Kesehatan Nasional (JKN). Untuk memperluas akses tersebut, Siloam mendorong rumah sakit memenuhi perizinan BPJS selaras dengan
Peraturan Presiden No. 59 Tahun 2024. Beberapa rumah sakit yang mewakili kategori ini adalah RSU Siloam Syubbanul Wathon di
Magelang, Siloam Hospitals Silampari, dan Siloam Hospitals Buton. Hingga akhir 2025, 29 dari 41 rumah sakit Siloam telah melayani
pasien JKN.
This network emphasizes the provision of quality services that are closer and more affordable for the general public, including participants of
the National Health Insurance (JKN). To expand this access, Siloam encourages hospitals to meet BPJS licensing requirements in accordance
with Presidential Regulation No. 59 of 2024. Representative hospitals include RSU Siloam Syubbanul Wathon in Magelang, Siloam Hospitals
Silampari, and Siloam Hospitals Buton. As of the end of 2025, 29 out of 41 Siloam hospitals served JKN patients.
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Fasilitas dan Layanan Kesehatan Healthcare Facilities and Services
Untuk memudahkan pasien terhubung dengan layanan dan To facilitate patient connection to services and ensure clinical
memastikan kebutuhan klinis dapat ditangani di berbagai needs can be addressed across various regions, Siloam
wilayah, Siloam memperkuat akses melalui pemanfaatan strengthens access through technology utilization, facility
teknologi, pengembangan fasilitas layanan, serta penguatan development, and the reinforcement of ancillary services.
layanan penunjang.
Akses digital layanan Digital Access to Services
Sejak 2020, tim ICT Siloam bekerja sama dengan platform Since 2020, Siloam’s ICT team has collaborated with the AIDO
kesehatan AIDO sebagai kanal pengantaran obat sehingga health platform as a medication delivery channel, allowing
pasien dapat memperoleh dukungan layanan secara lebih praktis patients to obtain service support more practically according to
sesuai kebutuhan. their needs.
Pengembangan fasilitas dan kapabilitas layanan Development of Facilities and Service Capabilities
• Center Service • Center Service
- Siloam Sports Medicine and Performance Center di - Siloam Sports Medicine and Performance Center at
Siloam Hospitals Mampang Siloam Hospitals Mampang
- Urinary Stone Center di Siloam Hospitals ASRI - Urinary Stone Center at Siloam Hospitals ASRI
• Services • Services
- Tindakan HIPEC (Hyperthermic Intraperitoneal - The first HIPEC (Hyperthermic Intraperitoneal
Chemotherapy) pertama di MRCCC, merupakan Chemotherapy) procedure at MRCCC, a new
terobosan baru dalam terapi kanker yang ditargetkan. breakthrough in our targeted cancer treatment.
Layanan penunjang Ancillary Services
Untuk mendukung kecepatan dan akurasi layanan, Siloam To support service speed and accuracy, Siloam provides ancillary
menyediakan layanan penunjang seperti farmasi, laboratorium, services such as pharmacy, laboratory, radiology, medical
radiologi, rehabilitasi medik, serta layanan gizi dan diet. rehabilitation, as well as nutrition and dietetic services.
Fasilitas Layanan Kesehatan Medical Services Facilities
Fasilitas Siloam
2025
Siloam Facilities
Cath Labs 23
MRI 21
CT-Scan 47
Gamma Knife 1
Linear Accelerators 5
SPECT 1
Cyclotron 1
Fasilitas Layanan Penunjang Ancillary Service Facilities
Layanan Penunjang
Unit
Ancillary Service
Layanan Rehabilitasi Terbaru
Latest Rehabilitation Services
Hydrotherapy SHLV, SHPL, SHSB
Intermittent Vacuum Therapy (IVT) MRCCC
Multi Hand Training System for Occupational Therapy MRCCC
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Layanan Penunjang
Unit
Ancillary Service
Produk Laboratorium Terbaru
Latest Laboratory Products
HLA Typing, Celiac Disease, Neuromyelitis Antibody Panel (MOG & AQP4), Autoimmune SHLV
Inflammatory Myopathies Profile
Thromboelastography (TEG), IGRA TB Elfa SHTB
Immunohistochemistry (IHC) SHMN, SHPL, SHAB
Blood Bank SHBS, SHBT, SHYG, SHPW
Anatomical Pathology SHLL
Memperkuat Mutu Layanan melalui Sinergi Jaringan Strengthening Service Quality through Network
Synergy
Sebagai jaringan rumah sakit yang melayani pasien di berbagai As a hospital network serving patients across various regions,
wilayah, akses layanan kesehatan Siloam perlu didukung oleh Siloam’s healthcare access must be supported by solid
koordinasi yang solid dan standar layanan yang konsisten. Karena coordination and consistent service standards. Therefore, we
itu, kami berupaya menyelaraskan arah kerja di seluruh rumah strive to align the strategic direction across all our hospitals,
sakit, mulai dari prioritas layanan, penerapan standar operasional, from service priorities and the implementation of operating
hingga pengambilan keputusan klinis, agar pengalaman pasien standards to clinical decision-making, ensuring a consistent
tetap terjaga di setiap titik layanan. patient experience at every point of care.
Menyelaraskan Arah Kepemimpinan Aligning Leadership Direction
Di awal 2025, para pimpinan dari seluruh jaringan Siloam In early 2025, leaders from across the entire Siloam Hospitals
Hospitals di Indonesia berkumpul dalam Executive Leadership network in Indonesia gathered for the Executive Leadership
Forum. Forum ini menjadi ruang untuk berbagi pembelajaran, Forum. This forum serves as a platform to share insights,
menyamakan fokus, dan memperkuat koordinasi lintas rumah align focus, and strengthen coordination between hospitals,
sakit, sehingga penguatan mutu layanan dapat dilakukan secara enabling service quality improvements to be implemented more
lebih selaras dan responsif terhadap kebutuhan pasien. cohesively and responsively to patient needs.
Mendorong Integrasi Layanan melalui Sinergi Lintas Disiplin Promoting Service Integration through Multidisciplinary
Synergy
Di tingkat pelayanan, Siloam secara konsisten mendorong At the service level, Siloam consistently promotes multidisciplinary
sinergi lintas disiplin sebagai standar utama untuk mencapai hasil synergy as a primary standard to achieve better patient health
kesehatan pasien yang lebih baik. Melalui kolaborasi antar dokter outcomes. Through collaboration among specialists from
spesialis dari berbagai bidang ilmu medis, kami memastikan various medical fields, we ensure that every patient receives
setiap pasien mendapatkan penanganan yang komprehensif comprehensive and integrated care. This multidisciplinary
dan terintegrasi. Melalui pendekatan lintas disiplin, diagnosis approach leads to more accurate diagnoses and more effective
yang dihasilkan menjadi lebih akurat serta rencana perawatan treatment plans, ensuring that every aspect of a patient’s health
yang lebih efektif sehingga setiap aspek kesehatan pasien dapat is addressed holistically within a single service ecosystem.
tertangani secara menyeluruh dalam satu ekosistem pelayanan.
Peningkatan Layanan Klinis Clinical Service Enhancement
Jenis Layanan Kesehatan
Unit
Type of Healthcare Services
Stroke Ready Hospitals SHLV, SHTB, SHKJ, MRCCC, ASRI, SHBG, SHMD, SHPL, SHJB, SHSB, SHDP, SHH, SHAG, SHLC,
SHBT, SHBP, SHPR, SHKP, SHYG, SHMN, SHMK, SHPW, SHMT
Chest Pain Ready Hospitals SHH, SHLV, SHKJ, SHTB, SHSB, SHMK, SHDP, SHBG, SHLC, SHMN, SHBP, SHPW
Robotic and Minimal Invasive Surgery SHKJ, SHLV, SHSB, SHMA, SHMK
PET Gallium PSMA & DOTATOC MRCCC
Adaptive Radiotherapy with CT LINAC MRCCC
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Siloam Stroke Ready Hospitals [SEOJK F.28] Siloam Stroke Ready Hospitals
Stroke dapat terjadi secara tiba-tiba dan membutuhkan A stroke can occur suddenly and requires immediate
penanganan segera. Ketika aliran darah ke otak terganggu, sel- intervention. When blood flow to the brain is disrupted, brain
sel otak dapat mengalami kerusakan permanen dalam waktu cells can suffer permanent damage within a very short time. A
singkat. Kesiapan rumah sakit dalam merespons stroke menjadi hospital’s readiness to respond to a stroke is critical, not only to
krusial, bukan hanya untuk mempercepat tindakan, tetapi juga expedite treatment but also to support recovery prospects and
untuk mendukung peluang pemulihan dan mengurangi risiko reduce the risk of complications. Siloam provides Stroke Ready
komplikasi. Siloam menghadirkan layanan Stroke Ready Hospitals Hospital services to ensure that stroke patients receive fast
untuk membantu memastikan pasien stroke memperoleh and appropriate care. This service is built upon team readiness,
penanganan yang cepat dan tepat. Layanan ini dibuat dengan diagnostic support, and optimized treatment pathways to ensure
kesiapan tim, dukungan diagnostik, dan alur penanganan yang clinical decisions can be made more efficiently.
dioptimalkan agar keputusan klinis dapat diambil secara lebih
efisien.
Layanan Stroke Ready Hospitals didukung oleh: Siloam Stroke Ready Hospital services are supported by:
• Tim multidisiplin siaga 24/7, termasuk neurologist, • A multidisciplinary team on standby 24/7, including
neurosurgeon, dan radiologist. neurologists, neurosurgeons, and radiologists.
• Dukungan tenaga kesehatan lintas fungsi, seperti perawat, • Cross-functional healthcare professional support, including
radiografer, apoteker, dan tenaga kesehatan lainnya. nurses, radiographers, pharmacists, and other medical staff.
• Fasilitas diagnostik dengan teknologi CT scan dan MRI • Diagnostic facilities equipped with high-resolution CT scan
beresolusi tinggi untuk membantu diagnosis yang lebih and MRI technology to assist in faster and more accurate
cepat dan akurat, sehingga penanganan dapat dilakukan diagnosis, ensuring timely treatment.
tepat waktu.
Penguatan layanan ini juga memperoleh pengakuan global
melalui perolehan Angels Awards dari World Stroke Organization
pada sejumlah rumah sakit dalam jaringan Siloam.
The strengthening of these services has also gained global recognition
through the Angels Awards from the World Stroke Organization, awarded
to several hospitals within the Siloam network.
Chest Pain Ready Hospitals SEOJK F.28] Chest Pain Ready Hospitals
Penyakit jantung koroner merupakan penyebab kematian Coronary heart disease is the leading cause of death in Indonesia,
tertinggi di Indonesia, di mana setiap menit sangat berharga where every minute is precious due to the “Time is Muscle”
karena prinsip “Time is Muscle”. Keterlambatan penanganan principle. Delays in treatment caused by unready facilities or
akibat ketidaksiapan fasilitas atau koordinasi tim medis dapat lack of medical team coordination can result in permanent heart
menyebabkan kerusakan otot jantung permanen. Sebagai solusi muscle damage. As a strategic solution, Siloam has established
strategis, Siloam menghadirkan Chest Pain Ready Hospitals di 14 Chest Pain Ready Hospitals in 14 locations to reduce waiting
rumah sakit untuk memangkas waktu tunggu dan memberikan times and provide certainty of action for patients.
kepastian tindakan bagi pasien.
Program ini merupakan standarisasi Unit Gawat Darurat (UGD) This program standardizes heart-specific Emergency
khusus jantung di jaringan Siloam Hospitals untuk merespons Departments (ED) across the Siloam Hospitals network to
gejala nyeri dada secara cepat, tepat, dan terintegrasi. Lebih respond to chest pain symptoms quickly, accurately, and in
dari sekadar penyediaan fasilitas, inisiatif ini adalah ekosistem an integrated manner. More than just providing facilities, this
penyelamatan nyawa yang siaga 24/7 untuk memastikan setiap initiative is a life-saving ecosystem on standby 24/7 to ensure
pasien mendapatkan penanganan darurat jantung yang optimal. every patient receives optimal emergency cardiac care.
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Beberapa keunggulan Chest Pain Ready Hospitals: Key advantages of Chest Pain Ready Hospitals include:
1. Kecepatan Respons (Gold Standard): Mengacu pada 1. Response Speed (Gold Standard): Adhering to international
standar internasional di mana tindakan intervensi, seperti standards where interventional procedures, such as stent
pemasangan ring/stent yang idealnya dilakukan dalam waktu placement, are ideally performed in less than 90 minutes
kurang dari 90 menit sejak pasien tiba di rumah sakit. from the patient’s arrival at the hospital.
2. Akurasi Diagnosis: Mengeliminasi keraguan medis melalui 2. Diagnostic Accuracy: Eliminating medical uncertainty
pemeriksaan EKG yang cepat dan dukungan alat pemindaian through rapid EKG examinations and CT Scan/MRI support
CT Scan/MRI untuk membedakan nyeri dada biasa dengan to differentiate between common chest pain and acute
serangan jantung koroner akut. coronary syndromes.
3. Tim Spesialis yang Siaga: Menjamin keberadaan Dokter 3. On-Call Specialist Teams: Guaranteeing the availability of
Spesialis Jantung dan Pembuluh Darah serta tim perawat cardiologists and specialized cardiac nursing teams ready to
kardiologi yang siap melakukan tindakan di laboratorium perform procedures in the catheterization laboratory (Cath
kateterisasi jantung kapanpun dibutuhkan. Lab) whenever needed.
4. Integrasi Layanan: Memastikan kesinambungan perawatan 4. Service Integration: Ensuring continuity of care from the
dari ambulans, unit gawat darurat, hingga ruang perawatan ambulance and emergency department to the Intensive
intensif jantung (ICCU). Coronary Care Unit (ICCU).
Meningkatkan Layanan melalui Teknologi [SEOJK F.26] Enhancing Services through Technology
Teknologi klinis berkembang cepat dan semakin berperan Clinical technology is evolving rapidly and plays an increasing role
dalam meningkatkan keselamatan, ketepatan tindakan, serta in enhancing safety, procedural precision, and patient comfort.
kenyamanan pasien. Di Siloam, teknologi layanan tidak hanya At Siloam, service technology is not merely defined by the use
dimaknai sebagai penggunaan perangkat baru, tetapi sebagai of new devices, but as an effort to strengthen service quality
upaya memperkuat mutu layanan melalui alur tindakan yang through more measurable procedure flows, precise clinical
lebih terukur, keputusan klinis yang lebih presisi, dan pengalaman decisions, and an improved patient experience, particularly for
pasien yang lebih baik, khususnya pada prosedur yang kompleks complex and high-risk procedures.
dan berisiko tinggi.
Bedah Robotik dan Minimal Invasif Robotic and Minimally Invasive Surgery
Siloam memperkuat layanan bedah robotik dan minimal Siloam is strengthening its robotic and minimally invasive surgery
invasif untuk prosedur yang memerlukan ketelitian tinggi, baik services for procedures requiring high precision, whether in
pada tindakan bedah, diagnostik, maupun layanan dengan surgical, diagnostic, or high-complexity services.
kompleksitas tinggi.
• Da Vinci Xi Robotic Surgery • Da Vinci Xi Robotic Surgery
Platform ini diterapkan di Siloam Hospitals Kebon Jeruk This platform is implemented at Siloam Hospitals Kebon
yang mendukung visualisasi area tindakan yang lebih detail Jeruk, providing detailed visualization of the surgical area and
serta kontrol gerak yang lebih stabil sehingga membantu stable motion control. This helps the clinical team perform
tim klinis menjalankan prosedur secara lebih terukur dengan procedures more accurately while prioritizing patient safety.
tetap mengedepankan keselamatan pasien. Teknologi ini This technology was also utilized in a live surgery session
juga digunakan dalam sesi live surgery pengangkatan batu for gallbladder removal during the Siloam Digestive Summit
empedu pada rangkaian Siloam Digestive Summit 2025 2025 as a learning platform to share clinical practices and
sebagai ruang pembelajaran untuk berbagi praktik klinis dan reinforce service standardization within Siloam.
memperkuat standardisasi layanan di lingkungan Siloam.
• Orthopaedic Knee Replacement Robotic System • Orthopaedic Knee Replacement Robotic System
Siloam menghadirkan teknologi asistensi bedah robotik Siloam provides robotic-assisted surgical technology for
untuk operasi penggantian lutut melalui sistem VELYS yang knee replacement surgery through the VELYS system
tersedia di Siloam Makassar dan Siloam Mataram, sistem (available at Siloam Makassar and Siloam Mataram), the
ROSA di Siloam Kebon Jeruk, dan Cuvis di Siloam Surabaya. ROSA system at Siloam Kebon Jeruk, and the Cuvis system
Teknologi ini menawarkan tingkat presisi yang sangat tinggi, at Siloam Surabaya. This technology offers extremely high
meminimalkan rasa sakit pasca-operasi, serta mempercepat precision, minimizes post-operative pain, and accelerates
masa pemulihan pasien. patient recovery.
• Neuro Robotic System • Neuro Robotic System
Siloam Hospitals Lippo Village menjadi pionir dengan Siloam Hospitals Lippo Village is a pioneer in introducing the
menghadirkan Brainlab Cirq sejak September 2025, yang Brainlab Cirq since September 2025, which is the first brain
merupakan robot bedah otak pertama di Indonesia. Sistem surgery robot in Indonesia. The system provides millimetric
ini memberikan keunggulan berupa akurasi milimetrik dalam accuracy in complex neurosurgical procedures, enhancing
prosedur bedah saraf yang kompleks, meningkatkan standar safety standards and supporting faster patient recovery.
keamanan tindakan, dan mendukung pemulihan pasien yang
lebih cepat.
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• BIOBOT • BIOBOT
Sebagai bagian dari komitmen pada deteksi dini kanker, As part of the commitment to early cancer detection, Siloam
Siloam Hospitals Kebon Jeruk telah mengoperasikan Biobot Hospitals Kebon Jeruk has operated the Biobot Robotic
Robotic Prostate Biopsy sejak tahun 2023. Inovasi robotik Prostate Biopsy since 2023. This robotic innovation allows
ini memungkinkan pengambilan sampel jaringan prostat prostate tissue sampling to be performed with a higher level
dilakukan dengan tingkat akurasi yang lebih tinggi, sehingga of accuracy, enabling more precise and effective prostate
diagnosis kanker prostat dapat ditegakkan secara lebih cancer diagnosis.
presisi dan efektif.
Terapi Stem Cells sebagai Opsi Perawatan Tambahan Stem Cell Therapy as an Additional Treatment Option
Di RS Siloam Mampang, layanan ortopedi juga diperkuat melalui At Siloam Hospitals Mampang, orthopedic services are further
terapi stem cells untuk kondisi tertentu sesuai indikasi medis. strengthened through stem cell therapy for specific conditions
Layanan ini menambah pilihan perawatan bagi pasien, dengan as clinically indicated. This service expands treatment options
tetap mengutamakan asesmen klinis yang menyeluruh serta for patients while maintaining a focus on thorough clinical
pertimbangan manfaat dan risikonya. assessment and the consideration of benefits and risks.
Pemanfaatan Kecerdasan Buatan untuk Mendukung Mutu Utilizing Artificial Intelligence to Support Service Quality
Layanan
Siloam menerapkan teknologi kecerdasan buatan untuk Siloam implements Artificial Intelligence (AI) technology to
memperkuat akurasi diagnostik dan meminimalkan risiko human enhance diagnostic accuracy and minimize the risk of human
error. Langkah ini didukung oleh penguatan infrastruktur data error. This step is supported by strengthened data infrastructure
melalui migrasi ke sistem Cloud serta pengembangan Siloam through migration to a Cloud system and the development of
Foundation Model sehingga seluruh inovasi digital serta data the Siloam Foundation Model, ensuring all digital innovations
pada sistem operasional tetap aman dan terintegrasi. and operational system data remain secure and integrated.
Melalui ekosistem AI yang dikembangkan bersama mitra global, Through an AI ecosystem developed with global partners, Siloam
Siloam mengintegrasikan asisten AI untuk membantu dokter integrates AI assistants to help physicians analyze radiological
dalam analisis pencitraan radiologi serta tugas administrasi. imaging and manage administrative tasks. This aims to allow
Hal ini bertujuan agar tenaga kesehatan dapat lebih fokus pada healthcare professionals to focus more on direct interaction and
interaksi langsung dan meningkatkan kualitas perawatan pasien. improve the quality of patient care.
Selain itu, Siloam mengeksplorasi penerapan teknologi masa Additionally, Siloam is exploring the application of future
depan melalui: technologies through:
• Digital Twin: Menciptakan simulasi digital pasien untuk • Digital Twin: Creating a patient’s digital simulation for
perencanaan perawatan yang bersifat personal dan sangat personalized and highly precise treatment planning.
presisi.
• Pemerataan Keahlian: Mendistribusikan metodologi klinis • Expertise Equalization: Distributing clinical methodologies
dari para ahli (top performer) ke seluruh jaringan rumah sakit from top performers across the entire hospital network to
guna menjamin standar keahlian yang konsisten bagi setiap ensure a consistent standard of expertise for every patient.
pasien.
• Interaksi Digital Terpadu: Memanfaatkan sistem Bot MD • Integrated Digital Interaction: Utilizing the Bot MD Care
Care yang terhubung dengan WhatsApp untuk memudahkan system connected to WhatsApp to facilitate the collection
pengumpulan umpan balik pasien melalui metode Patient of patient feedback through Patient Reported Outcomes
Reported Outcomes Measures (PROMs), sekaligus Measures (PROMs), while also facilitating digital access to
memfasilitasi akses konsultasi second opinion secara digital. second opinion consultations.
Inovasi Teknologi Technology Innovation
Teknologi Rumah Sakit
Technology Hospital
'Sahabat Ibu' AI Maternity Navigator SHLV, SHKJ, SHMD, SHPL, SHBT, SHST, SHLC, SHTB, SHAB, SHPR, RSUSW,
SHYG, SHBP, MRCCC
Robotic and Minimal Invasive Surgery SHKJ, SHLV, SHSB, SHMA, SHMK
Kidney Transplant Registry ASRI
Radiologi dengan AI untuk Skrining thorax
Gait Training System-rehab
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Siloam Quality Award untuk Menguatkan Budaya Mutu Siloam Quality Award to Strengthen Quality Culture
Peningkatan mutu layanan tidak terjadi dalam satu program, Continuous improvement in service quality does not happen
melainkan melalui kebiasaan sehari-hari yang konsisten mulai dari through a single program, rather, it is built through consistent
kepemimpinan, disiplin operasional, hingga inisiatif perbaikan daily habits, from leadership and operational discipline to
yang dijalankan oleh tim di lini pelayanan. Dengan jaringan improvement initiatives carried out by frontline service teams.
rumah sakit yang luas, Siloam memahami pentingnya ruang With an extensive hospital network, Siloam understands the
bersama untuk mengapresiasi semangat mereka yang bekerja importance of a shared space to appreciate the spirit of those
melampaui standar sekaligus mendorong praktik kolaborasi, who exceed standards, while encouraging collaborative practices
serta pembelajaran lintas unit agar mutu layanan terus meningkat and cross-unit learning to ensure service quality continues to
secara berkelanjutan. improve sustainably.
Dalam semangat tersebut, Siloam Quality Awards In this spirit, the Siloam Quality Awards are held as an annual
diselenggarakan sebagai agenda tahunan untuk merayakan agenda to celebrate the achievements and innovations of hospital
capaian dan inovasi dari unit-unit rumah sakit di seluruh Indonesia. units throughout Indonesia. This award is given to recognize the
Penghargaan ini diberikan untuk mengakui kontribusi nyata tim tangible contributions of teams across various categories, such
dalam berbagai kategori, seperti kualitas layanan, inovasi medis, as service quality, medical innovation, and patient experience.
dan pengalaman pasien.
Penilaian dalam Siloam Quality Awards berorientasi pada The assessment in the Siloam Quality Awards which is oriented
kebutuhan pasien, didukung kepemimpinan yang kuat, toward patient needs, supported by strong leadership,
melibatkan seluruh karyawan, menerapkan pendekatan sistemik, involves all employees, applies a systemic approach, carries out
menjalankan perbaikan berkelanjutan, serta memperkuat continuous improvement, and reinforces data-driven decision-
pengambilan keputusan berbasis data. making.
Aspek penilaian mencakup: The assessment aspects include:
• Pencapaian berdasarkan Groupwide Quality Indicators • Achievement based on Groupwide Quality Indicators
• Pengelolaan fasilitas untuk mendukung layanan yang optimal • Facility management to support optimal services
• Peningkatan pengalaman pasien • Enhancement of patient experience
• Implementasi inisiatif perbaikan • Implementation of improvement initiatives
• Penguatan keselamatan pasien dan manajemen risiko • Strengthening patient safety and risk management
• Penguatan proses dalam pelaksanaan program mutu • Process reinforcement in the execution of quality programs
Mendorong Pembaruan Pengetahuan dan Riset Klinis Encouraging Knowledge Updates and Clinical Research
Penguatan mutu layanan klinis membutuhkan pembaruan Strengthening clinical service quality requires consistent
pengetahuan yang konsisten, terutama ketika ilmu kedokteran knowledge updates, especially as medical science and
dan teknologi medis berkembang cepat. Melalui Clinical Research technology evolve rapidly. Through Clinical Research Siloam
Siloam (CRS) dan rangkaian forum ilmiah, Siloam mendorong (CRS) and a series of scientific forums, Siloam encourages
pertukaran pengetahuan, diskusi kasus, serta penyelarasan knowledge exchange, case discussions, and the alignment of
praktik klinis agar keputusan layanan semakin berbasis bukti dan clinical practices to ensure that service decisions are increasingly
relevan dengan kebutuhan pasien. evidence-based and relevant to patient needs.
Forum Ilmiah untuk Memperkuat Praktik Berbasis Bukti Scientific Forums to Strengthen Evidence-Based Practice
Sepanjang 2025, penguatan evidence-based medicine Throughout 2025, the reinforcement of evidence-based medicine
diwujudkan melalui berbagai summit dan konferensi tematik was realized through various summits and thematic conferences
yang melibatkan tenaga kesehatan lintas disiplin. involving multidisciplinary healthcare professionals.
• Siloam Cardiac Summit 2025 • Siloam Cardiac Summit 2025
Mengusung tema “Cardiovascular Mastery: Skills Beyond Under the theme “Cardiovascular Mastery: Skills Beyond
Theory”, forum ini memadukan pembaruan ilmu dengan Theory,” this forum combined scientific updates with practical
penguatan keterampilan praktis melalui sesi grand lecture skill reinforcement through grand lecture sessions and a series
dan rangkaian pelatihan interaktif. Acara ini dihadiri ratusan of interactive training workshops. Attended by hundreds
tenaga kesehatan dan melibatkan pembicara internasional of healthcare professionals and featuring international and
serta nasional, menjadi ruang kolaborasi untuk membahas national speakers, it served as a collaborative space to
perkembangan layanan kardiovaskular dari perspektif klinis discuss developments in cardiovascular services from clinical
dan praktik. and practical perspectives.
• The 5th Siloam Urology - Nephrology Summit 2025 • The 5th Siloam Urology - Nephrology Summit 2025
Forum ini menjadi wadah pembaruan praktik urologi dan This forum served as a platform for updating urological
nefrologi melalui diskusi keilmuan serta sesi penguatan and nephrological practices through scientific discussions
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keterampilan. Salah satu bentuk pembelajaran praktiknya and skill-building sessions. One form of practical learning
adalah workshop prosedur dengan pelatihan teknik sirkumsisi, was a procedural workshop on circumcision techniques,
yang diikuti dokter untuk memperdalam pendekatan klinis attended by doctors to deepen their current clinical
terkini. Kegiatan ini juga didukung kolaborasi dengan approach. This activity was also supported by collaboration
mitra internasional dalam rangkaian webinar/symposium/ with international partners through a series of webinars,
workshop. symposia, and workshops.
• The 5th Siloam Oncology Summit 2025 (SOS 2025) • The 5th Siloam Oncology Summit 2025 (SOS 2025)
Diselenggarakan oleh MRCCC Siloam Hospitals Semanggi Organized by MRCCC Siloam Hospitals Semanggi with the
dengan tema “United by Unique”, konferensi ini menyoroti theme “United by Unique,” this conference highlighted the
pendekatan multidisiplin dalam penanganan kanker. multidisciplinary approach in cancer treatment. The program
Rangkaian program mencakup sesi pleno, simposium, dan included plenary sessions, symposia, and workshops,
workshop, serta menghadirkan pembicara nasional dan featuring national and international speakers to discuss
internasional untuk membahas inovasi diagnosis, terapi, dan innovations in diagnosis, therapy, and clinical collaboration
strategi kolaborasi klinis. strategies.
• Siloam Digestive Summit 2025 • Siloam Digestive Summit 2025
Forum ini menekankan perkembangan teknologi dan tata This forum emphasized technological developments and
laksana penyakit pencernaan, termasuk demonstrasi klinis the management of digestive diseases, including clinical
untuk memperkuat pembelajaran berbasis praktik. Peserta demonstrations to strengthen practice-based learning.
dapat menyaksikan penggunaan Endoscopic Ultrasound Participants witnessed the use of Endoscopic Ultrasound
(EUS) sebagai metode pemeriksaan yang minim invasif (EUS) as a minimally invasive examination method that aids in
namun membantu visualisasi organ secara detail, serta sesi detailed organ visualization, as well as a live surgery session
live surgery pengangkatan batu empedu menggunakan Da for gallbladder removal using the Da Vinci Xi, broadcast in
Vinci Xi yang ditayangkan secara real-time disertai penjelasan real-time with interactive explanations.
interaktif.
• Siloam Neuroscience Summit 2025 (SNS 2025) • Siloam Neuroscience Summit 2025 (SNS 2025)
Dengan tema “Exploring the Depth of Neuroscience: New With the theme “Exploring the Depth of Neuroscience:
Horizons and Opportunities”, forum ini membahas tantangan New Horizons and Opportunities,” this forum addressed
dan pembaruan praktik di bidang neurologi dan bedah challenges and updates in neurology and neurosurgery,
saraf, termasuk topik seperti stroke dan epilepsi. SNS 2025 including topics such as stroke and epilepsy. SNS 2025 was
diselenggarakan oleh beberapa rumah sakit dalam jejaring organized by several hospitals within the Siloam network
Siloam dan menghimpun ratusan peserta dari berbagai kota and brought together hundreds of participants from various
yang memperkuat kolaborasi klinis serta pembelajaran lintas cities, strengthening clinical collaboration and cross-facility
fasilitas. learning.
Akselerasi Keahlian Global melalui Program Proctorship Accelerating Global Expertise through Proctorship Programs
Siloam menjalankan Program Proctorship untuk memfasilitasi Siloam operates a Proctorship Program to facilitate knowledge
transfer pengetahuan dengan mendatangkan dokter ahli transfer by bringing leading medical experts from abroad to
terkemuka dari luar negeri ke jaringan rumah sakit Siloam. the Siloam hospital network. Through this initiative, Siloam
Melalui inisiatif ini, dokter spesialis Siloam dapat mengadopsi specialists can adopt the latest medical techniques more quickly
teknik medis terkini secara lebih cepat sekaligus membuka akses while providing the public with access to world-class medical
masyarakat terhadap keahlian medis tingkat dunia di dalam expertise domestically.
negeri.
Program ini berfokus pada pendampingan praktik bedah dan The program focuses on surgical practice assistance and direct
bimbingan klinis (mentorship) langsung pada layanan dengan clinical mentorship for high-complexity services, including:
kompleksitas tinggi, antara lain:
• Bedah Kosmetik: Memperkuat kapabilitas layanan estetik • Cosmetic Surgery: Strengthening medical aesthetic service
medis di Bali. capabilities in Bali.
• Optimalisasi Bedah Robotik: Meningkatkan presisi • Robotic Surgery Optimization: Enhancing the precision of
penggunaan sistem bedah robotik di RS Siloam Kebon Jeruk robotic surgical systems at Siloam Hospitals Kebon Jeruk
melalui kolaborasi dengan pakar global untuk memastikan through collaboration with global experts to ensure the best
hasil klinis terbaik. clinical outcomes.
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Clinical Research Siloam (CRS) Clinical Research Siloam (CRS)
Dalam layanan kesehatan, pengambilan keputusan klinis perlu In healthcare, clinical decision-making must be supported by
didukung oleh bukti ilmiah yang kuat sekaligus relevan dengan strong scientific evidence that is relevant to the characteristics
karakteristik pasien yang dilayani. Kondisi saat ini, penguatan of the patients served. Currently, the strengthening of clinical
penelitian uji klinis di Indonesia masih terus berkembang. Di trial research in Indonesia is still evolving. On the other hand,
sisi lain, sebagian rujukan praktik medis, termasuk penggunaan many medical practice references, including the use of drugs and
obat dan teknologi medis, sering bersandar pada temuan dari medical technology, often rely on findings from other countries
negara lain yang kebutuhan dan respons pasien dapat berbeda. where patient needs and responses may differ. Recognizing this,
Memahami hal tersebut, Siloam mengembangkan CRS sebagai Siloam developed CRS as an integrated research site service to
layanan integrated research site untuk mendukung pelaksanaan support clinical research that is more coordinated, structured,
riset klinis yang lebih terkoordinasi, terstruktur, dan selaras and aligned with Indonesia’s healthcare needs.
dengan kebutuhan di Indonesia.
Siloam menyiapkan dukungan dasar penelitian melalui tim Siloam provides fundamental research support through a clinical
manajemen yang berfokus pada pengelolaan kolaborasi, tata research management team focused on managing collaboration,
kelola, dan pelaksanaan riset secara konsisten. Pada 2025, governance, and the consistent execution of research activities.
CRS menjalin kemitraan dengan Syneos Health, salah satu In 2025, CRS entered into a partnership with Syneos Health, one
organisasi pengembangan solusi biofarmasi terkemuka di dunia of the world’s leading biopharmaceutical solution organizations,
untuk mempercepat pelaksanaan uji klinis di Indonesia, to accelerate the implementation of clinical trials in Indonesia,
meningkatkan akses pasien terhadap pengobatan inovatif, serta improve patient access to innovative treatments, and ensure
memastikan standar operasional riset Siloam sejalan dengan Siloam’s research operational standards align with global
protokol global. protocols.
Kolaborasi Peningkatan Standar Layanan Kesehatan Collaborations to Enhance Healthcare Standards
Selain pengembangan riset klinis, Siloam terus memperluas Beyond clinical research development, Siloam continues to
jejaring kerja sama untuk meningkatkan standar pelayanan dan expand the partnership network to improve service standards
akurasi medis melalui berbagai inisiatif, yaitu: and medical accuracy through various initiatives, including:
• Penandatanganan MoU dengan AstraZeneca terkait • Signing an MoU with AstraZeneca regarding digital
pengembangan digital dan Computational Anatomical development and Computational Anatomical Pathology in
Pathology di Indonesia. Inisiatif ini menandai langkah maju Indonesia. This initiative marks a step forward for Siloam in
Siloam dalam mengadopsi teknologi komputasi untuk adopting computational technology to improve the accuracy
meningkatkan akurasi diagnosis patologi. of pathological diagnosis.
• Kolaborasi dengan National Taiwan University Hospital • Collaborating with National Taiwan University Hospital
(NTUH), di mana pada Juni 2025, dua dokter spesialis Siloam (NTUH), where in June 2025, two Siloam specialists
mengikuti observership program transplantasi hati selama participated in a two-week liver transplant observership
dua minggu di Taiwan, yang dilanjutkan dengan kunjungan program in Taiwan, followed by a return visit from the NTUH
balasan delegasi NTUH ke MRCCC dan Siloam Hospitals delegation to MRCCC and Siloam Hospitals Lippo Village in
Lippo Village pada September 2025. September 2025.
Pendidikan Medis Berbasis Rumah Sakit Hospital-Based Medical Education
Kualitas klinis dan variasi kasus yang beragam membuat Siloam Due to the clinical quality and diverse case variations, Siloam
kini tidak hanya berfungsi sebagai pusat penyembuhan, tetapi now functions not only as a center for healing but also as a
juga sebagai wadah pendidikan generasi masa depan profesi training ground for the future generation of Indonesia’s medical
kedokteran di Indonesia melalui penunjukan resmi sebagai profession through its official appointment as a provider of
penyelenggara pendidikan dokter spesialis dengan skema specialist doctor education under the Hospital-Based Training
Hospital-Based Training. scheme.
Inisiatif ini memberikan dampak strategis pada dua aspek utama: This initiative delivers a strategic impact on two main aspects:
• Percepatan Pemenuhan Tenaga Ahli • Accelerating the Supply of Experts
Siloam berkontribusi dalam mendukung program pemerintah Siloam contributes to supporting government programs
untuk memenuhi kebutuhan dokter spesialis di seluruh tanah to meet the need for specialist doctors across the country
air melalui proses pendidikan yang berkualitas. through a high-quality education process.
• Keberlanjutan Talenta • Talent Sustainability
Melalui kemitraan akademis dengan Universitas Pelita Through an academic partnership with Pelita Harapan
Harapan (UPH), Siloam membangun regenerasi tenaga University (UPH), Siloam is building a regeneration of
kesehatan yang selaras dengan budaya klinis dan standar healthcare professionals aligned with the clinical culture and
keselamatan tinggi yang diterapkan. high safety standards implemented within the organization
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Meningkatkan Pengalaman Pasien [SEOJK F.26][SEOJK F.28]
Enhancing Patient Experience
Pengalaman pasien di Siloam Hospitals dikelola sebagai bagian Patient experience at Siloam Hospitals is managed as an integral
dari kualitas layanan secara menyeluruh. Selain kemudahan part of overall service quality. In addition to ease of access, the
akses layanan, pengalaman pasien dibentuk melalui komunikasi patient experience is shaped through clear communication and
yang jelas dan ketersediaan informasi yang transparan di setiap transparent information at every stage of care, enabling patients
tahapan perawatan, sehingga pasien dapat memahami proses to understand the service process and make more informed
layanan dan mengambil keputusan secara lebih terinformasi. decisions.
Peningkatan Efektivitas Kapasitas Rawat Inap Improving Inpatient Capacity Effectiveness
Siloam menjalankan Early Discharge Initiative, sebuah program Siloam implements the Early Discharge Initiative, an inpatient
transformasi rawat inap untuk mengatasi tantangan kapasitas transformation program designed to address hospital capacity
rumah sakit, seperti keterbatasan ketersediaan tempat tidur dan challenges, such as limited bed availability and overcrowding
kepadatan di Unit Gawat Darurat (UGD). Sebelum inisiatif ini in the Emergency Department (ED). Prior to the launch of this
dijalankan pada kuartal pertama (Q1) 2025, tingkat pemulangan initiative in the first quarter (Q1) of 2025, the early discharge rate
pasien lebih awal hanya mencapai 38,88%, yang berdampak was only 38.88%, which resulted in ED wait times exceeding two
pada waktu tunggu UGD yang melebihi dua jam dan distribusi hours and uneven staff workload distribution.
beban kerja staf yang tidak merata.
Untuk mengatasi hal tersebut, Siloam melakukan perubahan To address these issues, Siloam made a strategic shift from a
strategis dari model reaktif menjadi proaktif: reactive to a proactive model:
• Perencanaan Sejak Dini: Proses pemulangan kini • Early Planning: The discharge process is now planned as a
direncanakan sebagai tonggak klinis sejak hari pertama clinical milestone starting from Day 1 (D-1) of admission.
(H-1) pasien masuk rawat inap.
• Integrasi Sistem: Dukungan sistem monitoring rawat inap • System Integration: Real-time inpatient monitoring and
dan manajemen tempat tidur secara real-time memudahkan bed management systems facilitate rapid decision-making
pengambilan keputusan yang cepat terkait status kesiapan regarding a patient’s readiness for discharge.
pulang pasien.
• Kolaborasi Lintas Fungsi: Peningkatan koordinasi antara • Cross-Functional Collaboration: Enhanced coordination
dokter, perawat, farmasi, dan tim administrasi, termasuk among doctors, nurses, pharmacy, and administrative teams,
percepatan proses administrasi asuransi dan penagihan pada including the acceleration of insurance administration and
H-1. billing processes on D-1.
Pada akhir 2025 terdapat peningkatan angka pemulangan lebih By the end of 2025, the early discharge rate increased to 61.29%.
awal menjadi 61,29%. Keberhasilan ini tidak hanya mempercepat This success not only accelerated bed availability for new
ketersediaan tempat tidur bagi pasien baru, tetapi juga patients but also increased operational productivity, reduced
meningkatkan produktivitas operasional, mengurangi waktu staff overtime, and provided a better care experience through a
lembur staf, serta memberikan pengalaman perawatan yang more planned and efficient discharge process.
lebih baik melalui proses pemulangan yang lebih terencana dan
cepat.
Transformasi Digital untuk Pengalaman Rawat Inap Digital Transformation for Better Inpatient Experiences
yang Lebih Baik melalui Kairos IPD [SEOJK F.26][SEOJK F.28] through Kairos IPD
Kairos IPD System adalah platform digital terintegrasi untuk The Kairos IPD System is an integrated digital platform that
mendukung operasional rumah sakit dalam menghadirkan supports hospital operations in delivering a smoother inpatient
pengalaman rawat inap yang lebih lancar melalui alur kerja experience through real-time digital workflows. The system
digital real-time. Sistem ini mengoptimalkan lima tahap kritis: optimizes five critical stages: Pre-admission, Admission, Bed
Pra-admisi, Admisi, Manajemen Tempat Tidur, Pemantauan Management, Inpatient Monitoring, and Discharge. As of 2025,
Rawat Inap, hingga Pemulangan (Discharge). Hingga tahun 2025, Kairos IPD has been implemented in 39 hospitals within the
Kairos IPD telah diimplementasikan di 39 rumah sakit dalam Siloam network.
jaringan Siloam.
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Dampak pada Efisiensi Operasional Impact on Operational Efficiency
Melalui integrasi dengan ekosistem EMR rumah sakit, Kairos Through integration with the hospital’s EMR ecosystem, Kairos
IPD mengubah koordinasi layanan dari reaktif menjadi proaktif. IPD transforms service coordination from reactive to proactive.
Sepanjang tahun 2025, sistem ini mencatatkan hasil berikut: Throughout 2025, the system recorded the following results:
• Pengurangan Waktu Tunggu IGD: Waktu tunggu dari IGD • Reduction in ED Wait Times: Wait times from the ED to
ke ruang rawat inap berkurang signifikan sebesar 74,38%, inpatient rooms decreased significantly by 74.38%, from an
dari rata-rata 644 menit menjadi 165 menit. average of 644 minutes to 165 minutes.
• Admisi Elektif Lebih Cepat: Waktu rata-rata admisi pasien • Faster Elective Admissions: The average admission time for
elektif turun sebesar 83,0%, dari 394 menit menjadi hanya 67 elective patients dropped by 83.0%, from 394 minutes to just
menit. 67 minutes.
• Efisiensi Tempat Tidur: Alokasi tempat tidur kini mencapai • Bed Efficiency: Bed allocation now achieves a turnaround
turnaround time (TAT) hanya dalam 10 menit berkat visibilitas time (TAT) of just 10 minutes, thanks to real-time room status
status kamar secara real-time. visibility.
Bagi pasien, sistem ini memberikan kepastian informasi, For patients, this system provides certainty of information,
mengurangi stres akibat penundaan, dan menjamin ketersediaan reduces stress caused by delays, and guarantees room
kamar. Sementara bagi staf medis, Kairos IPD mengurangi beban availability. Meanwhile, for medical staff, Kairos IPD reduces
koordinasi administratif manual, sehingga tenaga kesehatan the burden of manual administrative coordination, allowing
dapat lebih fokus pada perawatan pasien dan pengambilan healthcare professionals to focus more on patient care and data-
keputusan berbasis data. driven decision-making.
Transparansi Informasi dan Biaya Layanan [SEOJK F.17][GRI Information Transparency and Service Costs
417-1][HC-DY-270a.1]
Kejelasan informasi, termasuk terkait biaya layanan, merupakan Clarity of information, including service costs, is a vital part of
bagian penting dalam membangun kepercayaan pasien. Di Siloam building patient trust. At Siloam Hospitals, cost transparency is
Hospitals, transparansi biaya diterapkan untuk membantu pasien applied to help patients understand the services they will receive
memahami layanan yang akan dijalani serta mempertimbangkan and consider medical decisions more informatively before a
keputusan medis secara lebih terinformasi sebelum tindakan procedure is performed.
dilakukan.
Sebagai bagian dari praktik ini, informasi mengenai biaya As part of this practice, information regarding treatment costs,
pengobatan, tindakan medis, dan perawatan disampaikan medical procedures, and care is provided to patients before
kepada pasien sebelum layanan diberikan. Transparansi tersebut services are rendered. This transparency applies equally to all
berlaku secara setara bagi seluruh pasien, baik rawat jalan patients, whether outpatient or inpatient, regardless of whether
maupun rawat inap, dengan skema pembayaran mandiri, BPJS, they are self-paying, using BPJS, or covered by private insurance
maupun asuransi atau korporasi. Untuk pasien dengan asuransi, or corporate plans. For insured patients, cost estimates are
estimasi biaya juga disampaikan kepada pihak penjamin guna also shared with the guarantor to obtain approval before the
memperoleh persetujuan sebelum tindakan dilakukan. procedure is conducted.
Mekanisme Penyampaian Informasi Biaya [HC-DY-270a.2, HC- Cost Information Delivery Mechanism
DY-270a.3]
Untuk memastikan pasien memperoleh informasi biaya yang To ensure patients receive clear cost information before services
jelas sebelum layanan diberikan, Siloam menerapkan mekanisme are provided, Siloam implements delivery mechanisms tailored
penyampaian informasi biaya yang disesuaikan dengan jenis to the type of service.
layanan, baik rawat jalan maupun rawat inap.
1. Penerapan Transparansi pada Rawat Jalan 1. Outpatient Transparency
Untuk layanan rawat jalan, informasi biaya dapat diakses For outpatient services, cost information can be accessed
melalui kanal digital resmi Siloam, termasuk situs web dan through Siloam’s official digital channels, including the
aplikasi MySiloam, yang menampilkan estimasi biaya untuk website and MySiloam app, which display cost estimates for
berbagai jenis layanan. various types of services.
Selain melalui kanal digital, Siloam juga memberikan In addition to digital channels, Siloam also provides direct
konsultasi langsung kepada pasien sebelum layanan consultations to patients before services are provided.
diberikan. Penjelasan mengenai estimasi biaya disampaikan Explanations regarding cost estimates are provided during
saat konsultasi dengan dokter atau oleh tim Front Office consultations with doctors or by the Front Office (FO) team
(FO) sehingga pasien memperoleh gambaran biaya layanan so that patients have an overview of service costs before any
sebelum tindakan dilakukan. procedures are carried out.
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2. Penerapan Transparansi pada Rawat Inap 2. Inpatient Transparency
Bagi pasien rawat inap, estimasi biaya diberikan setelah For inpatients, cost estimates are provided after the patient
pasien dinyatakan perlu menjalani perawatan atau tindakan has been determined to require treatment or medical
medis berdasarkan hasil pemeriksaan dokter. Penjelasan procedures based on the results of a doctor’s examination.
estimasi biaya disampaikan oleh tim Pre-Operations Clinic Cost estimates are explained by the Pre-Operations Clinic
(POC) atau FO tergantung pada jenis informasi yang (POC) or FO team, depending on the type of information
dibutuhkan, seperti estimasi biaya tindakan medis atau biaya required, such as estimates for medical procedures or room
kamar perawatan. costs.
Estimasi biaya tersebut disampaikan kepada pasien atau The cost estimate is provided to the patient or payer to obtain
pihak penjamin (payer) untuk memperoleh persetujuan approval before treatment or procedures are performed.
sebelum perawatan atau tindakan dilakukan.
Siloam menyediakan informasi harga untuk 25 layanan paling Siloam provides pricing information for the 25 most common
umum, yang mencakup sekitar 90% dari total layanan, dan dapat services, covering approximately 90% of total services,
diakses oleh publik melalui situs resmi Siloam Hospitals (https:// which is publicly accessible via the official Siloam Hospitals
www.siloamhospitals.com/en/mcu) dan aplikasi MySiloam. website (https://www.siloamhospitals.com/en/mcu) and the
MySiloam app.
Secara keseluruhan, informasi harga yang telah dipublikasikan Overall, the published pricing information includes:
mencakup:
Layanan laboratorium Layanan radiologi Paket Medical Check-Up Paket layanan homecare
Laboratory services Radiology services (MCU) Homecare service
Medical Check-Up (MCU) packages
214 115 180 149
packages
Pindai QR code untuk informasi layanan dan harga.
Scan the QR code for service and pricing information.
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Kanal Komunikasi dan Akses Layanan [GRI 417-2][GRI 417-3] Communication Channels and Service Access
Siloam menyediakan berbagai saluran komunikasi sebagai titik Siloam provides various communication channels as initial access
akses awal bagi pasien untuk memperoleh informasi, melakukan points for patients to obtain information, book services, and
pemesanan layanan, dan mendapatkan bantuan sesuai get assistance as needed. At the same time, we ensure that the
kebutuhan. Pada saat yang sama, kami memastikan informasi information conveyed through all channels remains accurate,
yang disampaikan melalui seluruh kanal tetap akurat, jelas, dan clear, and responsible. Content management includes service
bertanggung jawab. Pengelolaan konten mencakup informasi information, facilities, and promotional materials, managed
layanan, fasilitas, hingga materi promosi dilakukan sesuai according to regulations so patients can make decisions based
ketentuan yang berlaku agar pasien dapat mengambil keputusan on reliable information.
berdasarkan informasi yang dapat dipercaya.
Sepanjang periode pelaporan, tidak terdapat pelanggaran terkait informasi
pelabelan produk dan layanan, maupun insiden ketidakpatuhan yang berkaitan
dengan komunikasi pemasaran produk dan layanan kami.
During the reporting period, there were no violations regarding product and service
labeling information, nor were there any incidents of non-compliance related to our
marketing communications.
Pasien dapat mengakses informasi dan layanan melalui situs resmi Patients can access information and services through the official
Siloam Hospitals serta saluran komunikasi digital dan layanan Siloam Hospitals website, digital communication channels, and
pelanggan, yang mencakup komunikasi melalui pesan instan, customer service, including instant messaging, the SILVIA (Siloam
live chat berbasis chatbot SILVIA (Siloam Virtual Assistant), dan Virtual Assistant) chatbot, and telephone support. Through these
layanan pelanggan melalui telepon. Melalui saluran ini, pasien channels, patients can:
dapat:
• Mengakses informasi mengenai rumah sakit, layanan, dan • Access information about hospitals, services, and available
fasilitas yang tersedia facilities
• Melihat jadwal praktik dokter dan ketersediaan layanan • View doctors’ schedules and service availability
• Melakukan pemesanan janji temu dengan dokter • Make appointments with doctors
• Memperoleh informasi terkait layanan pendukung, seperti • Obtain information related to supporting services, such as
laboratorium dan radiologi laboratories and radiology
Saluran komunikasi ini memberikan fleksibilitas bagi pasien untuk This communication channel provides flexibility for patients to
memilih cara berinteraksi yang paling sesuai dengan kebutuhan choose the method of interaction that best suits their individual
dan preferensi masing-masing. needs and preferences.
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MySiloam One Stop Health App Untuk mendukung kemudahan akses dan pengelolaan layanan kesehatan secara lebih terintegrasi, Siloam menghadirkan aplikasi MySiloam sebagai pusat layanan digital bagi pasien. Melalui satu platform, pasien dapat mengelola berbagai kebutuhan layanan kesehatan secara mandiri, efisien, dan transparan sejalan dengan upaya Siloam dalam meningkatkan pengalaman pasien di setiap tahapan perawatan. To support ease of access and integrated healthcare management, Siloam presents the MySiloam app as a digital service hub for patients. Through this single platform, patients can manage various healthcare needs independently, efficiently, and transparently, in line with Siloam’s efforts to enhance the patient experience at every stage of care. MySiloam
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Fitur dan Manfaat Utama MySiloam
Key Features and Benefits of MySiloam
MySiloam dilengkapi dengan fitur layanan digital yang memudahkan pasien mengakses dan mengelola layanan kesehatan secara
terintegrasi. Dalam pengelolaannya, MySiloam menerapkan standar ISO 27001 untuk memastikan keamanan informasi dan menjaga
kerahasiaan data pasien sesuai dengan ketentuan yang berlaku.
MySiloam is equipped with digital features that make it easy for patients to access and manage integrated healthcare services. In its
management, MySiloam implements the ISO 27001 standard to ensure information security and maintain patient data confidentiality under
applicable regulations.
Mempermudah Akses Layanan Kesehatan Mendukung Pengelolaan Perawatan Pasien
Simplifying Healthcare Access Supporting Patient Care Management
Pasien dapat membuat janji temu, melihat ketersediaan Fitur check-in mandiri, antrean virtual real-time, serta pengelolaan
dokter dan rumah sakit, serta mengakses layanan medis resep obat jalan membantu proses layanan berjalan lebih lancar
secara digital untuk mengurangi waktu tunggu. sebelum, selama, dan setelah kunjungan.
Patients can book appointments, check doctor and hospital Features such as self-check-in, real-time virtual queuing, and
availability, and access medical services digitally to reduce outpatient prescription management help the service process run
wait times. more smoothly before, during, and after a visit.
Meningkatkan Transparansi Meningkatkan Kenyamanan Mendukung Edukasi dan
Informasi dan Biaya dan Pengalaman Pasien Kesadaran Kesehatan
Increasing Information and Cost Enhancing Comfort and Patient Supporting Health Education
Transparency Experience and Awareness
Pasien dapat mengakses informasi Digitalisasi proses administratif dan MySiloam menyediakan konten dan
layanan dan estimasi biaya tertentu layanan klinis membantu mengurangi informasi kesehatan untuk mendorong
secara digital, sehingga memiliki antrean serta meningkatkan pemahaman pasien terhadap kondisi
kejelasan sebelum menjalani kenyamanan selama kunjungan ke dan perawatan yang dijalani.
perawatan. rumah sakit.
MySiloam provides health content
Patients can access service information The digitalization of administrative and and information to encourage patient
and digital cost estimates, providing clinical processes helps reduce queues understanding of their conditions and
clarity before undergoing treatment. and enhances comfort during hospital treatments.
visits.
Performa Platform Digital dan Pemesanan Layanan 2025
Digital Platform Performance and Service Bookings 2025
MySiloam Website Pemesanan Rawat Jalan
Siloam Hospitals Outpatient Appointments
Pengguna Aktif Bulanan Traffic Total Kunjungan Pemesanan melalui Saluran Digital
Monthly Active Users (MAU) Traffic Total Kunjungan Appointments via Digital Channels
2.125.488 49.154.303 967.131
Jumlah Unduhan Total Pemesanan dari semua OPD
Number of Download Total Appointments from all OPDs
750.397 2.051.525
Persentase Pemesanan Digital
Percentage of Digital Appointments
47,14%
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Mendengarkan Umpan Balik Pasien [SEOJK F.30] Listening to Patient Feedback
Siloam mengelola umpan balik pasien sebagai bagian dari sistem Siloam manages patient feedback as an integral part of its
pengendalian mutu layanan untuk mendukung peningkatan service quality control system to support the continuous
pengalaman perawatan secara berkelanjutan. Seluruh masukan improvement of the care experience. All suggestions and
dan keluhan dicatat, dipantau, dan ditindaklanjuti secara complaints are recorded, monitored, and addressed through a
terpusat melalui Siloam Online Feedback Aggregation System centralized platform, the Siloam Online Feedback Aggregation
(SOFAS). Informasi tersebut digunakan sebagai bahan evaluasi System (SOFAS). This information serves as a basis for evaluation
dan penyempurnaan layanan agar kualitas pelayanan tetap and service refinement to ensure that quality of care is maintained
terjaga secara konsisten. consistently.
Sepanjang 2025, Siloam menindaklanjuti 20.657 keluhan pasien, dengan
tingkat penyelesaian 99,7%. Pada periode yang sama, Net Promoter Score
(NPS) Siloam tercatat sebesar 74 dari 100, mencerminkan tingkat kepuasan
dan kepercayaan pasien terhadap layanan di rumah sakit Siloam.
Throughout 2025, Siloam addressed 20,657 patient complaints, achieving a resolution
rate of 99.7%. During the same period, Siloam’s Net Promoter Score (NPS) was
recorded at 74 out of 100, reflecting the high level of patient satisfaction and trust in
Siloam Hospitals’ services.
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Keunggulan Klinis dan Fasilitas Spesialis
Clinical Excellence and Specialized Facilities
Siloam menerapkan one stop care service yang merupakan Siloam implements a one-stop care service, which is an
proses perawatan yang terhubung, mulai dari pemeriksaan dan interconnected care process ranging from examination and
diagnosis hingga rehabilitasi dan edukasi kesehatan sebagai diagnosis to rehabilitation and health education, as a form of
bentuk pemberian layanan kesehatan terbaik bagi setiap pasien providing the best healthcare services for every patient and their
dan keluarganya. family.
Praktik ini diperkuat melalui pengembangan Centre of This practice is reinforced through the development of Centers
Excellence dan jaringan spesialis yang mengintegrasikan layanan of Excellence and a specialist network that integrates services
berbasis keahlian medis, teknologi kesehatan, dan fasilitas klinis based on medical expertise, healthcare technology, and
pendukung. supporting clinical facilities.
Jaringan Spesialis Premium Siloam Siloam Premium Specialist Network
Jaringan Spesialis Premium Siloam dikembangkan sebagai unit The Siloam Premium Specialist Network was developed as a
rujukan utama layanan medis berkualitas di Indonesia. Jaringan primary referral unit for high-quality medical services in Indonesia.
ini terdiri dari Siloam Heart Hospital (SHH), MRCCC Siloam This network consists of Siloam Heart Hospital (SHH), MRCCC
Semanggi, Siloam Hospitals ASRI, Siloam Hospitals Lippo Village Siloam Semanggi, Siloam Hospitals ASRI, Siloam Hospitals Lippo
(SHLV), Siloam Hospitals Mampang (SHMA), yang masing- Village (SHLV), and Siloam Hospitals Mampang (SHMA), each
masing memainkan peran krusial dalam memberikan layanan of which plays a crucial role in providing precise sub-specialty
sub-spesialisasi yang presisi melalui integrasi keahlian medis dan services through the integration of medical expertise and
teknologi mutakhir. cutting-edge technology.
Pengembangan jaringan premium ini terus diperkuat untuk The development of this premium network continues to be
memastikan tata kelola mutu yang transparan dan berbasis data strengthened to ensure transparent and data-driven quality
di seluruh unit. governance across all units.
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Jaringan Spesialis Premium Siloam Siloam premium Specialist Network
Spesialisasi Utama Rumah Sakit
Center of Excellence Hospital
Kardiovaskular & Prosedur Jantung Kompleks Siloam Heart Hospital (SHH)
Cardiovascular & Complex Heart Procedures
Onkologi (Kanker) Terintegrasi MRCCC Siloam Semanggi
Integrated Oncology (Cancer)
Urologi & Transplantasi Ginjal Siloam Hospitals ASRI
Urology & Kidney Transplantation
Neuroscience (Saraf & Bedah Saraf) & Cardiology Siloam Hospitals Lippo Village (SHLV)
Neuroscience (Nervous System & Neurosurgery) & Cardiology
Ortopedi Terintegrasi & Kedokteran Olahraga Siloam Hospitals Mampang (SHMA)
Integrated Orthopedics & Sports Medicine
Spesialisasi Utama Deskripsi dan Fokus Layanan Pencapaian 2025 Rumah Sakit
Center of Excellence Service Description and Focus 2025 Achievement Hospital
Penerapan sistem kesiapsiagaan • 12 Rumah Sakit Chest Pain Ready SHLV, SHH, SHDP, SHTB,
penanganan serangan jantung • Operasi TAVI kedua di SHLV SHSB, SHMK, SHKJ
cepat yang mengintegrasikan • Operasi PFA pertama di SHBG, SHTB,
dokter IGD, kardiolog, dan SHH, SHLV
fasilitas Cath Lab 24 jam. • Operasi IVL pertama di SHKJ, SHLV,
SHDP, SHH
Implementation of a rapid • Operasi CABG Tanpa Pompa Pertama di
heart attack response system SHSB
that integrates ER physicians, • Operasi Jantung Minimal Invasif (MICS)
cardiologists, and 24-hour Cath Pertama di SHDP
Lab facilities. • Ablasi Jantung 3D Pertama di SHDP
• Ablasi Jantung dan Saraf Pertama di
SHTB
• 12 Chest Pain Ready Hospitals
Cardiology • Second TAVI Procedure performed at
SHLV
• First PFA (Pulsed Field Ablation)
procedures at SHBG, SHTB, SHH, and
SHLV
• First IVL (Intravascular Lithotripsy)
procedures at SHKJ, SHLV, SHDP, and
SHH
• First Off-Pump CABG (Coronary Artery
Bypass Graft) at SHSB
• First MICS (Minimally Invasive Cardiac
Surgery) at SHDP
• First 3D Cardiac Ablation at SHDP
• First Cardiac and Neural Ablation at
SHTB
Pusat perawatan kanker dengan • Skrining masif (mamografi & USG) untuk MRCCC, SHLV, SHSB,
standar pengobatan terbaik deteksi dini kanker payudara pada SHMK
di Indonesia, didukung inisiatif program SELANGKAH
pencegahan melalui program • Kemoterapi Intraperitoneal Hipertermik
SELANGKAH. Pertama pada November 2025
• Terapi Radiasi Adaptif CT LINAC pertama
A cancer treatment center with pada Desember 2025
the highest medical standards
Oncology in Indonesia, supported by • Mass screening (mammography &
prevention initiatives through ultrasound) for early breast cancer
the SELANGKAH program. detection under the SELANGKAH
program
• First HIPEC (Hyperthermic
Intraperitoneal Chemotherapy) in
November 2025
• First CT LINAC Adaptive Radiation
Therapy in December 2025
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Spesialisasi Utama Deskripsi dan Fokus Layanan Pencapaian 2025 Rumah Sakit
Center of Excellence Service Description and Focus 2025 Achievement Hospital
Penanganan stroke akut melalui • 23 Rumah Sakit Stroke Ready dengan SHLV, SHDP, SHTB,
integrasi cepat tim multidisiplin target golden period kurang dari 4 jam SHMD, SHKJ
untuk meminimalkan risiko • Pemanfaatan bedah robotik untuk
kecacatan dan menjaga kualitas meningkatkan presisi operasi saraf
hidup pasien.
Neuroscience • 23 Stroke Ready Hospitals with a golden
Acute stroke management period target of less than 4 hours
through rapid multidisciplinary • Utilization of robotic surgery to enhance
team integration to minimize neurosurgical precision
disability risk and preserve the
patient’s quality of life.
Layanan terpadu untuk diagnosa Implementasi teknologi Robotik Da Vinci SHDP, SHMD, SHPL,
dan pengobatan gangguan dalam tindakan operasi pencernaan untuk SHKJ
saluran pencernaan, hati, serta hasil klinis yang lebih optimal.
saluran empedu menggunakan
teknologi intervensi mutakhir. Implementation of Da Vinci Robotic
Digestive technology in digestive surgeries for
Integrated services for the optimized clinical outcomes.
diagnosis and treatment of
gastrointestinal, liver, and biliary
tract disorders using cutting-
edge interventional technology.
Layanan bedah tulang belakang • Penggunaan Robotic Surgery yang SHLV, SHMA, BIMC
dan lutut yang didukung terbukti mempercepat durasi operasi dan KUTA, SHDP, SHSB,
teknologi asisten robotik untuk secara signifikan memperpendek masa SHMK, SHPL, SHKJ
meningkatkan akurasi sayatan pemulihan pasien
dokter. • SHMK melakukan operasi robotik
pertama di Indonesia Timur
Spinal and knee surgery services • Total 15 operasi robotik lutut
supported by robotic assistant
Orthopedics technology to improve the • Utilization of Robotic Surgery, proven
accuracy of the surgeon's to shorten operative duration and
incisions. significantly reduce patient recovery
time.
• SHMK performed the first robotic
surgery in Eastern Indonesia
• A total of 15 robotic knee surgeries
performed
Layanan fertilitas berbasis 606 kelahiran bayi SHLV, SHPL
teknologi reproduksi berbantu 606 babies born
(IVF) dengan pendekatan
klinis komprehensif untuk
meningkatkan keberhasilan
kehamilan.
Fertility
Fertility services utilizing
assisted reproductive
technology (IVF) with a
comprehensive clinical approach
to improve pregnancy success
rates.
Layanan transplantasi ginjal 496 transplantasi ginjal ASRI
terintegrasi dengan pendekatan 496 kidney transplants
multidisiplin dari pra hingga
pasca operasi untuk memastikan
keberhasilan jangka panjang
pasien.
Kidney Transplant
Integrated kidney transplant
services with a multidisciplinary
approach from pre- to post-
operation to ensure long-term
patient outcomes.
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Spesialisasi Utama Deskripsi dan Fokus Layanan Pencapaian 2025 Rumah Sakit
Center of Excellence Service Description and Focus 2025 Achievement Hospital
Layanan estetika medis dan Dominasi pasien internasional (medical BIMC Nusa Dua
bedah kosmetik dengan tourism)
standar klinis internasional yang Predominantly international patients
didukung teknologi modern dan (medical tourism)
berfokus pada pengembangan
medical tourism.
Cosmedic Center
Medical aesthetic and
cosmetic surgery services
with international clinical
standards supported by modern
technology and focused on
medical tourism development.
Siloam Heart Hospital (SHH) Siloam Heart Hospital (SHH)
Berawal dari sebuah klinik kardiovaskular pada tahun 2006, Starting as a cardiovascular clinic in 2006, SHH has transformed
SHH bertransformasi menjadi pusat spesialisasi jantung yang into a cardiac specialty center that integrates Patient-Centered
mengintegrasikan filosofi Patient-Centered dan Evidence- and Evidence-Based philosophies in managing various high-
Based dalam menangani berbagai kasus kardiovaskular dengan complexity cardiovascular cases.
kompleksitas tinggi.
Keahlian Medis dan Kesiapsiagaan Teknologi Medical Expertise and Technological Readiness
Kekuatan utama SHH terletak pada pendekatan tim multidisiplin SHH’s primary strength lies in its multidisciplinary team approach
yang didukung oleh infrastruktur medis mutakhir. Layanan ini supported by cutting-edge medical infrastructure. These services
mencakup: include:
• Sub-Spesialisasi Klinis: Penanganan komprehensif mulai dari • Clinical Sub-Specialties: Comprehensive care ranging
kardiologi intervensi (invasif minimal), aritmia elektrofisiologi, from interventional cardiology (minimally invasive),
kardiologi pediatrik untuk penyakit jantung bawaan, hingga electrophysiology arrhythmia, and pediatric cardiology for
bedah toraks dan kardiovaskular. congenital heart disease, to thoracic and cardiovascular
• Respons Cepat 24/7: Ketersediaan dokter jantung siaga dan surgery.
fasilitas Cath Lab serta unit ICCU/ICU yang beroperasi penuh • 24/7 Rapid Response: Availability of on-call cardiologists and
24 jam untuk menangani kondisi darurat secara instan. fully operational 24-hour Cath Lab and ICCU/ICU facilities to
• Rehabilitasi Terpadu: Program Cardiac Rehabilitation handle emergency conditions instantly.
terbesar di jaringan Siloam yang menggunakan teknologi • Integrated Rehabilitation: The largest Cardiac Rehabilitation
Cardiopulmonary Exercise Testing (CPET) sehingga program in the Siloam network, utilizing Cardiopulmonary
pemulihan fisik pasien terpantau secara presisi pasca- Exercise Testing (CPET) technology to precisely monitor
tindakan. patient physical recovery post-procedure.
Siloam Hospitals Mampang (SHMA) Siloam Hospitals Mampang (SHMA)
Siloam Hospitals Mampang (SHMA) hadir sebagai pusat ortopedi Siloam Hospitals Mampang (SHMA) serves as a comprehensive
komprehensif yang berfokus pada restorasi mobilitas dan kualitas orthopedic center focused on restoring patient mobility and
hidup pasien. Melalui pendekatan Multi-Disciplinary Team (MDT), quality of life. Through a Multi-Disciplinary Team (MDT) approach,
SHMA menyatukan para ahli dari spesialis ortopedi, kedokteran SHMA brings together experts from orthopedic specialties,
olahraga, hingga ahli gizi klinis untuk memberikan perawatan sports medicine, and clinical nutrition to provide holistic and
yang holistik dan terpersonalisasi. personalized care.
• Sport Medicine & Performance Center • Sports Medicine & Performance Center
Fasilitas ini dibuat khusus untuk mendukung peningkatan This facility is specifically designed to support the
performa fisik, baik bagi atlet profesional maupun masyarakat enhancement of physical performance for both professional
umum yang ingin mencapai kebugaran optimal. athletes and the general public seeking optimal fitness.
• Presisi Tanpa Radiasi • Radiation-Free Precision
Teknologi Robotic VELYS merupakan asisten robotik The Robotic VELYS technology serves as a robotic assistant
operasi penggantian lutut (Total Knee Replacement) yang for Total Knee Replacement surgery, significantly increasing
meningkatkan akurasi pemasangan implan secara signifikan implant placement accuracy without requiring pre-operative
tanpa memerlukan radiasi CT Scan pra-operasi sehingga CT Scan radiation, making it safer for patients.
lebih aman bagi pasien.
• Pemulihan Terakselerasi • Accelerated Recovery
Perpaduan inovasi robotik dengan terapi Stem Cell The combination of robotic innovation and Stem Cell
(Secretome) memungkinkan pasien melakukan mobilisasi (Secretome) therapy enables patients to achieve early
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dini dalam waktu 4 hingga 12 jam pasca-operasi. Waktu mobilization within 4 to 12 hours post-surgery. Shorter
pemulihan yang lebih singkat dapat membantu pasien recovery times help patients return to their activities faster,
kembali beraktivitas dengan lebih cepat sehingga thereby improving quality of life and reducing productivity
meningkatkan kualitas hidup serta mengurangi hambatan barriers caused by long-term disability conditions.
produktivitas akibat kondisi disabilitas jangka panjang.
Siloam Hospitals Lippo Village (SHLV) Siloam Hospitals Lippo Village (SHLV)
Siloam Hospitals Lippo Village (SHLV) memfokuskan layanan pada Siloam Hospitals Lippo Village (SHLV) focuses its services on
bidang neurologi dan bedah saraf untuk memenuhi kebutuhan neurology and neurosurgery to meet the community’s needs
masyarakat akan penanganan sistem saraf pusat. Kapabilitas unit for central nervous system care. The unit’s capabilities are built
dibangun melalui integrasi antara pengalaman klinis tim medis through the integration of the medical team’s clinical experience
dengan pemanfaatan teknologi yang relevan untuk mendukung with the use of relevant technology to support precise medical
prosedur medis yang presisi. procedures.
Jaringan “Stroke Ready” “Stroke Ready” Network
Sebagai upaya dalam menurunkan risiko dampak stroke, SHLV In an effort to reduce the impact of stroke, SHLV plays a key
berperan dalam pengembangan jaringan Stroke Ready Hospitals role in developing the Stroke Ready Hospitals network across 23
di 23 unit rumah sakit Siloam. Program yang diimplementasikan Siloam hospital units. The program, implemented in two phases
dalam dua fase pada tahun 2025 ini berfokus pada: in 2025, focuses on:
• Identifikasi Cepat: Penerapan standar protokol BEFAST agar • Rapid Identification: Implementation of the BEFAST protocol
gejala stroke dapat dikenali lebih dini. standard so that stroke symptoms can be recognized earlier.
• Respon Tepat: Memastikan kesiapan akses penanganan • Appropriate Response: Ensuring ready access to treatment
dalam periode krusial (Golden Period) sehingga dapat within the crucial “Golden Period” to reduce the potential
mengurangi potensi risiko kematian maupun kecacatan risk of death or long-term disability for patients.
jangka panjang bagi pasien.
Pemanfaatan Teknologi untuk Keamanan Prosedur Utilizing Technology for Procedural Safety
SHLV menerapkan teknologi medis untuk membantu tim dokter SHLV implements medical technology to assist physicians in
dalam meminimalkan risiko serta menjaga akurasi selama minimizing risks and maintaining accuracy during procedures:
tindakan:
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• Gamma Knife: Pilihan terapi non-invasif untuk menangani • Gamma Knife: A non-invasive therapy option for treating
tumor otak tanpa prosedur bedah terbuka. brain tumors without open surgery.
• Brainlab CIRC Robotic Suite: Sistem navigasi robotik kranial • Brainlab CIRC Robotic Suite: A cranial robotic navigation
yang membantu presisi visual 3D selama tindakan bedah system that assists with 3D visual precision during
saraf berlangsung. neurosurgical procedures.
• Deep Brain Stimulation (DBS): Alternatif prosedur bagi • Deep Brain Stimulation (DBS): An alternative procedure for
pasien Parkinson atau gangguan gerak yang membutuhkan patients with Parkinson’s or movement disorders requiring
penanganan lebih lanjut. advanced intervention.
Siloam Hospitals ASRI
Siloam Hospitals ASRI Siloam Hospitals ASRI is a center of excellence for urology
Siloam Hospitals ASRI merupakan pusat unggulan urologi dan and kidney transplantation that implements a comprehensive
transplantasi ginjal yang mengimplementasikan pendekatan multidisciplinary approach, ranging from minimally invasive
multidisiplin dan komprehensif, mulai dari prosedur invasif procedures to complex surgical interventions.
minimal hingga tindakan bedah kompleks.
Siloam Hospitals ASRI provides kidney transplant facilities
Siloam Hospitals ASRI menyediakan fasilitas transplantasi ginjal through the collaboration of urology, nephrology, and anesthesia
melalui kolaborasi tim spesialis urologi, nefrologi, dan anestesi specialist teams, ensuring every aspect of patient health is
sehingga setiap aspek kesehatan pasien diperhatikan secara addressed through integrated protocols, from the preparation
menyeluruh melalui protokol terpadu, mulai dari tahap persiapan stage to post-operative monitoring.
hingga pemantauan pasca-operasi.
ASRI also applies medical technologies that allow for the
ASRI juga menerapkan teknologi medis yang memungkinkan treatment of urinary tract issues with minimal intervention,
penanganan masalah saluran kemih dengan tingkat intervensi including:
yang minim, melalui: • ESWL (Extracorporeal Shock Wave Lithotripsy): An incision-
• ESWL (Extracorporeal Shock Wave Lithotripsy): Pilihan free method for treating kidney stones using shock waves.
metode penanganan batu ginjal tanpa sayatan menggunakan
gelombang kejut. • Holmium Laser: High-precision laser technology for breaking
• Laser Holmium: Teknologi laser untuk pemecahan batu urinary tract stones and treating prostate enlargement.
saluran kemih dan penanganan pembesaran prostat dengan
presisi tinggi. • Laparoscopy: A “keyhole” surgical procedure to minimize
• Laparoskopi: Prosedur bedah lubang kunci guna pain and help patients return to activity faster.
meminimalkan rasa sakit serta membantu pasien kembali
beraktivitas lebih cepat.
ASRI’s efforts in consistently maintaining urology service
Upaya ASRI dalam menjaga standar layanan urologi secara standards earned the “Tertiary Hospital of the Year” award,
konsisten mendapatkan apresiasi melalui penghargaan Tertiary serving as motivation for the entire ASRI team to continue
Hospital of the Year, yang menjadi motivasi bagi seluruh tim di maintaining specialty service quality for every patient.
ASRI untuk terus memelihara kualitas pelayanan spesialisasi bagi
setiap pasien.
Hingga tahun pelaporan, Siloam ASRI sukses melakukan 496 tindakan
transplantasi ginjal. Siloam Hospitals ASRI juga mencatat tingkat keberhasilan
pascaoperasi yang melampaui rata-rata transplantasi ginjal di rumah sakit
Eropa, dengan fungsi ginjal mencapai 97,9% dalam satu tahun dan 95,7%
dalam lima tahun, dibandingkan 96,7% dan 88,1% (berdasarkan data
European Renal Association Registry Annual Report 2020).
As of the reporting year, Siloam ASRI has successfully performed 496 kidney transplants.
Siloam Hospitals ASRI also recorded a post-operative success rate that exceeded the
average for kidney transplants in European hospitals, with kidney function reaching
97.9% within one year and 95.7% within five years, compared to 96.7% and 88.1%. (based
on data from the European Renal Association Registry Annual Report 2020).
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Mochtar Riady Comprehensive Cancer Center (MRCCC) Mochtar Riady Comprehensive Cancer Center (MRCCC)
MRCCC merupakan pusat layanan onkologi terintegrasi MRCCC is an integrated oncology service center within the
dalam jaringan Siloam Hospitals. Sebagai bagian dari Centre Siloam Hospitals network. As part of Siloam’s Centers of
of Excellence Siloam, MRCCC menghadirkan layanan yang Excellence, MRCCC provides services that combine medical
menggabungkan keahlian medis, teknologi diagnostik dan expertise, diagnostic and therapeutic technology, and clinical
terapi, serta fasilitas klinis untuk mendukung penanganan kanker facilities to support comprehensive cancer management.
secara menyeluruh.
Pendekatan Layanan Terintegrasi Integrated Service Approach
Layanan MRCCC mencakup seluruh tahapan perawatan kanker, MRCCC services encompass all stages of cancer care, from
mulai dari deteksi dini hingga terapi lanjutan. Pendekatan early detection to advanced therapy. This approach utilizes
ini memanfaatkan teknologi kedokteran nuklir dan onkologi modern nuclear medicine and oncology technology, as well
modern, serta kolaborasi dengan National Cancer Centre as collaboration with the National Cancer Centre Singapore
Singapore (NCCS) untuk meningkatkan akurasi diagnosis dan (NCCS) to enhance diagnostic accuracy and therapy planning.
perencanaan terapi. Fasilitas utama meliputi kedokteran nuklir Key facilities include nuclear medicine (PET/CT, SPECT/CT,
(PET/CT, SPECT/CT, dan Cyclotron), radioterapi presisi (LINAC), and Cyclotron), precision radiotherapy (LINAC), and molecular
serta kedokteran molekuler. medicine.
Penguatan Kapabilitas Profesional Strengthening Professional Capabilities
Selain pengembangan layanan klinis, MRCCC juga memanfaatkan In addition to clinical service development, MRCCC leverages
kolaborasi internasional untuk memperkuat kapabilitas tenaga international collaborations to strengthen the capabilities of
kesehatan di bidang kedokteran nuklir. Melalui kerja sama healthcare professionals in the field of nuclear medicine. Through
dengan Antoni van Leeuwenhoek/Netherlands Cancer Institute a partnership with Antoni van Leeuwenhoek / Netherlands
(AVL/NKI), MRCCC memperoleh akses transfer pengetahuan Cancer Institute (AVL/NKI), MRCCC gains access to knowledge
dan konsultasi klinis untuk kasus kanker kompleks. transfer and clinical consultation for complex cancer cases.
Mochtar Riady Center for Advanced Care Mochtar Riady Center for Advanced Care
(MRCAC) (MRCAC)
Diresmikan pada November 2025 di Surabaya, Mochtar Riady Inaugurated in November 2025 in Surabaya, the Mochtar
Center for Advanced Care (MRCAC) hadir untuk memperkuat Riady Center for Advanced Care (MRCAC) was established
akses layanan kesehatan berstandar global, khususnya bagi to strengthen access to global-standard healthcare services,
masyarakat di wilayah Jawa Timur dan Indonesia Timur melalui particularly for the people of East Java and Eastern Indonesia, by
integrasi inovasi teknologi medis dengan kenyamanan pasien integrating medical technology innovation with patient comfort
sebagai prioritas utama. as a top priority.
Pusat Unggulan Spesialisasi Specialized Centers of Excellence
MRCAC memfokuskan pelayanan pada penanganan penyakit MRCAC focuses its services on the management of catastrophic
katastropik dengan pusat layanan unggulan yang komprehensif: diseases through comprehensive centers of excellence:
• Kardiologi & Onkologi: Menyediakan layanan terpadu untuk • Cardiology & Oncology: Providing integrated services for
penyakit jantung dan kanker, mulai dari deteksi dini hingga heart disease and cancer, from early detection to advanced
tindakan tingkat lanjut. intervention.
• Ortopedi: Fokus pada restorasi fungsi gerak dengan • Orthopedics: Focusing on the restoration of mobility with
dukungan tim spesialis dan teknologi robotik. the support of specialist teams and robotic technology.
• Kapasitas Layanan: Mengoperasikan 212 tempat tidur dan • Service Capacity: Operating 212 beds and supported
didukung oleh 175 dokter spesialis serta subspesialis yang by 175 specialists and sub-specialists collaborating in
berkolaborasi dalam tim multidisiplin. multidisciplinary teams.
Pemanfaatan Teknologi Diagnostik dan Terapi Utilizing Diagnostic and Therapeutic Technology
Untuk mendukung akurasi diagnosis dan efektivitas tindakan, To support diagnostic accuracy and procedural effectiveness,
MRCAC dilengkapi dengan rangkaian teknologi medis terkini: MRCAC is equipped with a range of the latest medical
technologies:
• Pencitraan Detail: Memanfaatkan CT Scan 512 Slices untuk • Detailed Imaging: Utilizing 512-Slice CT Scans for detailed
gambar detail dengan paparan radiasi lebih rendah, serta images with lower radiation exposure, and 1.5 Tesla MRI for
MRI 1.5 Tesla yang memberikan hasil akurat dengan proses accurate results with faster scanning processes.
pemindaian yang lebih cepat.
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• Deteksi Dini Kanker: Fasilitas PET Scan tersedia untuk • Early Cancer Detection: PET Scan facilities are available
membantu pendeteksian sel kanker sejak tahap awal, to assist in detecting cancer cells from early stages,
didukung oleh Linear Accelerator (LINAC) untuk radioterapi supported by a Linear Accelerator (LINAC) for high-precision
presisi tinggi dengan efek samping minimal. radiotherapy with minimal side effects.
• Intervensi Real-Time: Fasilitas Cath Lab membantu tim • Real-Time Intervention: Cath Lab facilities help physicians
dokter memberikan perawatan yang tepat sasaran untuk provide targeted care for vascular and cardiac cases.
kasus-kasus vaskular dan jantung.
Inovasi Bedah Robotik dan Pemulihan Robotic Surgical Innovation and Recovery
MRCAC juga menerapkan teknologi dalam prosedur bedah dan MRCAC also applies technology in surgical procedures and the
fase rehabilitasi: rehabilitation phase:
• Asisten Robotik CUVIS Joint: Digunakan dalam operasi • CUVIS Joint Robotic Assistant: Used in orthopedic surgery
ortopedi untuk memastikan presisi pemasangan implan yang to ensure optimal implant placement precision tailored to
optimal sesuai anatomi pasien. the patient’s anatomy.
• Fasilitas Rehabilitasi: Menghadirkan Hydrotherapy Pool yang • Rehabilitation Facilities: Featuring a specially designed
dibuat khusus sebagai bentuk dukungan proses pemulihan Hydrotherapy Pool to support post-operative recovery,
pasca-operasi, penanganan stroke, serta gangguan saraf stroke management, and neurological disorder recovery
melalui terapi air. through aquatic therapy.
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05
Caring for Our
Environment
Caring for Our Environment
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Komitmen Kami [SEOJK F.4] GRI 2-24]
Our Commitment
Siloam percaya bahwa prinsip do no harm lebih dari sekadar Siloam believes that the principle of “do no harm” extends
kepada pasien tetapi juga terhadap lingkungan karena kesehatan beyond patients to the environment, as human health and
manusia dan keberlanjutan lingkungan adalah dua elemen yang environmental sustainability are two interconnected and
saling terhubung dan tidak terpisahkan. Prinsip continuum inseparable elements. The principle of the continuum of care
of care tidak hanya terjadi pada level pemulihan pasien dan does not only apply to patient recovery and medical service
kualitas layanan medis tetapi Siloam juga memiliki andil dalam quality but Siloam also plays a role in creating a healthy, safe,
menciptakan kesehatan lingkungan yang sehat dan aman serta and sustainable environment.
berkesinambungan.
Sejalan dengan misi Siloam untuk memberikan layanan yang In line with Siloam’s mission to provide excellent and responsible
unggul dan bertanggung jawab, kami menerapkan pengelolaan services, we implement environmental management and
lingkungan dan prinsip keberlanjutan di dalam proses awal sustainability principles throughout our end-to-end operational
sampai akhir dari kegiatan operasional kami, termasuk juga di processes, including at every Siloam hospital. This commitment
setiap rumah sakit Siloam. Komitmen ini adalah upaya kami untuk represents our effort to create a lasting positive impact for
menciptakan dampak positif yang berkelanjutan bagi pasien, patients, the community, and future generations.
masyarakat, dan generasi mendatang.
Sebagai wujud dari komitmen tersebut, Siloam mengalokasikan anggaran
sebesar Rp20,3 miliar pada tahun 2025 untuk mendukung kegiatan
pemantauan lingkungan, implementasi dan penguatan sistem manajemen,
serta inisatif peningkatan efisiensi penggunaan sumber daya secara
berkelanjutan.
As a reflection of this commitment, Siloam allocated a budget of Rp20.3 billion in
2025 to support environmental monitoring, the implementation and strengthening of
management systems, and initiatives to improve resource efficiency sustainably.
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Dalam pengelolaan dampak lingkungan, Siloam berpedoman In managing environmental impacts, Siloam is guided by the
pada standar ISO 14001 Sistem Manajemen Lingkungan serta ISO 14001 Environmental Management System and adheres
mengacu pada prinsip dan pedoman yang dicanangkan oleh to the principles and guidelines established by the Ministry of
Kementerian Kesehatan, dengan tetap memastikan kepatuhan Health, while ensuring compliance with environmental laws and
terhadap peraturan perundang-undangan lingkungan yang regulations set by the Ministry of Environment and Forestry
ditetapkan oleh Kementerian Lingkungan Hidup dan Kehutanan (KLHK).
(KLHK).
Pendekatan ini digunakan untuk mengidentifikasi, mengelola, dan This approach is used to identify, manage, and mitigate
memitigasi dampak lingkungan secara terstruktur dan terukur. environmental impacts in a structured and measurable manner.
Pengelolaan risiko lingkungan berada di bawah pengawasan Environmental risk management is overseen by management
manajemen dan terintegrasi dalam kerangka manajemen risiko and integrated into the Company’s risk management framework
Perseroan untuk memastikan pengendalian yang efektif dan to ensure effective and sustainable control.
berkelanjutan.
Siloam juga menyediakan sistem pengaduan melalui sistem whistleblowing
untuk menerima laporan masyarakat terkait dampak lingkungan operasional.
Hingga akhir tahun 2025, tidak terdapat pengaduan terkait lingkungan
hidup yang diterima oleh Perseroan. [SEOJK F.16]
Siloam also provides a grievance mechanism through a whistleblowing system
to receive reports from the public regarding the environmental impact of the operations.
As of the end of 2025, no environmental-related complaints were received by the
Company.
Manajemen Risiko Lingkungan Terpadu [HC-DY-450a.1] Integrated Environmental Risk Management
Risiko lingkungan merupakan risiko kesehatan masyarakat Environmental risk is both a public health risk and an operational
sekaligus risiko operasional dan bisnis yang perlu dikelola secara and business risk that must be managed proactively. In hospital
proaktif. Dalam operasional rumah sakit, risiko ini berpotensi operations, these risks have the potential to affect the continuity
memengaruhi keberlanjutan layanan medis, keselamatan pasien, of medical services, patient safety, and the reliability of supporting
serta keandalan infrastruktur pendukung sehingga menjadi salah infrastructure. Therefore, those are key considerations in
satu pertimbangan dalam perencanaan operasional, investasi operational planning, infrastructure investment, and resource
infrastruktur, dan peningkatan efisiensi sumber daya. efficiency improvements.
Sebagai langkah awal dalam mengidentifikasi dan memetakan As an initial step in identifying and mapping these risks, Siloam
risiko tersebut, pada 2023 Siloam melaksanakan Environmental, conducted an Environmental, Social, and Governance Due
Social, and Governance Due Diligence (ESGDD) dengan Diligence (ESGDD) in 2023, involving an independent third
melibatkan pihak ketiga independen pada empat unit rumah party across four hospital units: Siloam Hospitals Lippo Village,
sakit yaitu Siloam Hospitals Lippo Village, Siloam Hospitals Kebon Siloam Hospitals Kebon Jeruk, Siloam Hospitals Denpasar, and
Jeruk, Siloam Hospitals Denpasar dan Siloam Hospitals MRCCC. MRCCC Siloam Hospitals Semanggi. This process serves as
Proses ini menjadi fondasi awal dalam membangun pemahaman the foundation for the Company’s understanding of risks and
Perseroan terhadap risiko dan peluang terkait lingkungan dan opportunities related to the environment and climate change,
perubahan iklim, yang akan dikembangkan secara bertahap which will be developed gradually alongside internal capacity
seiring dengan peningkatan kapasitas internal dan ketersediaan building and data availability.
data.
Hasil kajian menunjukkan bahwa hingga saat ini perubahan The study results indicate that, to date, climate change has not
iklim belum berdampak langsung terhadap peningkatan had a direct impact on increasing disease morbidity and mortality.
morbiditas dan mortalitas penyakit. Namun, perubahan iklim However, climate change has influenced the operational and
telah memengaruhi aspek operasional dan infrastruktur rumah infrastructural aspects of hospitals, particularly due to extreme
sakit, terutama akibat kejadian cuaca ekstrem. Beberapa risiko weather events. Key risks include:
di antaranya:
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• Gelombang Panas Ekstrem • Extreme Heatwaves
Gelombang panas ekstrem berpotensi meningkatkan Extreme heat waves have the potential to increase pressure
tekanan pada struktur bangunan serta beban kerja sistem on building structures and the workload of HVAC systems,
HVAC, yang dapat mendorong konsumsi energi lebih tinggi, which can lead to higher energy consumption, reduced
menurunkan efisiensi operasional, serta mengganggu operational efficiency, and disrupt patient comfort and
kenyamanan pasien dan keandalan layanan klinis. clinical service reliability.
• Banjir akibat Hujan Lebat dan Storm Surge • Flooding from Heavy Rainfall and Storm Surges
Beberapa unit rumah sakit mengalami kejadian banjir Several hospital units have experienced flooding caused by
akibat curah hujan tinggi dan storm surge. Risiko ini dapat high rainfall and storm surges. This risk can lead to property
menyebabkan kerusakan properti, gangguan operasional, damage, operational disruptions, and hindered access for
serta menghambat akses pasien dan mobilitas tenaga patients and healthcare professionals.
kesehatan.
• Kekeringan dan Kualitas Air • Drought and Water Quality
Keterbatasan ketersediaan dan penurunan kualitas air baku Limitations in raw water availability and declining water
berpotensi memengaruhi pemenuhan standar kebersihan, quality can affect compliance with hygiene, sanitation, and
sanitasi, dan keselamatan pasien, mengingat tingginya patient safety standards, given the high dependence of
ketergantungan layanan kesehatan terhadap pasokan air healthcare services on a reliable clean water supply.
bersih yang andal.
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Pengendalian Energi dan Emisi [GRI 3-3]
Energy and Emission Control
Penggunaan energi yang tinggi merupakan kebutuhan yang tidak High energy consumption is an unavoidable necessity in hospital
dapat dihindari dalam operasional rumah sakit guna menjamin operations to guarantee patient safety and ensure that all life-
keselamatan pasien serta memastikan seluruh peralatan medis support medical equipment operates optimally at all times.
pendukung kehidupan selalu beroperasi secara optimal. Namun Nevertheless, high energy consumption also contributes to
demikian, tingginya konsumsi energi juga berkontribusi terhadap Greenhouse Gas (GHG) emissions. Recognizing this challenge,
emisi Gas Rumah Kaca (GRK). Menyadari tantangan tersebut, Siloam is committed to balancing medical needs with
Siloam berkomitmen untuk menyeimbangkan kebutuhan medis environmental responsibility through the implementation of a
dengan tanggung jawab lingkungan melalui penerapan strategi gradual and measurable decarbonization strategy to reduce the
dekarbonisasi secara bertahap dan terukur guna mengurangi environmental impact of its operations.
dampak lingkungan dari kegiatan operasional.
Strategi Pengelolaan Energi dan Emisi[ GRI 103-1] Energy and Emission Management Strategy
Pengelolaan aspek keberlanjutan Perseroan didukung oleh The management of the Company’s sustainability aspects is
struktur tata kelola yang memastikan akuntabilitas dan supported by a governance structure that ensures accountability
kepatuhan. ESG Steering Committee berperan dalam mengawasi and compliance. The ESG Steering Committee oversees material
isu-isu material serta memastikan pengelolaan keberlanjutan issues and ensures that sustainability management aligns with
selaras dengan regulasi serta praktik tata kelola yang baik. regulations and good governance practices.
Sebagai landasan komitmen lingkungan, Perseroan juga As the foundation of our environmental commitment, the
telah menetapkan Kebijakan Lingkungan Berkelanjutan yang Company has established a Sustainable Environmental Policy,
menjadi pedoman dalam pengelolaan energi, emisi, limbah, dan which serves as a guide for managing energy, emissions, waste,
efisiensi sumber daya di seluruh unit operasional. Kebijakan ini and resource efficiency across all operational units. This policy
menegaskan komitmen Perseroan terhadap mitigasi perubahan underscores the Company’s commitment to climate change
iklim, efisiensi energi, serta praktik operasional yang bertanggung mitigation, energy efficiency, and responsible, sustainable
jawab dan berkelanjutan. operational practices.
Selain itu, Perseroan menerapkan Kebijakan Pengadaan Furthermore, the Company implements a Sustainable
Berkelanjutan untuk mengelola emisi Cakupan 3, dengan Procurement Policy to manage Scope 3 emissions by requiring
mensyaratkan mitra usaha memenuhi standar lingkungan dan business partners to meet environmental and safety standards
keselamatan sebelum menjalin kerja sama. before entering a partnership.
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Dalam kerangka tersebut, Perseroan menetapkan strategi Within this framework, the Company has established a
dekarbonisasi yang mencakup: decarbonization strategy that includes:
• Komitmen Net-Zero, yaitu target pencapaian emisi nol bersih • Net-Zero Commitment, a target to achieve net-zero
pada tahun 2060, sejalan dengan target nasional Indonesia. emissions by 2060, aligned with Indonesia's national targets.
• Keselarasan dengan prinsip global, melalui keanggotaan • Alignment with Global Principles through active membership
aktif dalam Indonesia Global Compact Network (IGCN). in the Indonesia Global Compact Network (IGCN).
Hingga tahun pelaporan, fokus utama kami adalah mendorong Up to the reporting year, our primary focus has been driving
transisi menuju operasional yang lebih efisien untuk memitigasi a transition toward more efficient operations to mitigate the
dampak perubahan iklim tanpa mengurangi standar pelayanan impacts of climate change without compromising healthcare
kesehatan. Sebagai bentuk komitmen jangka menengah, Siloam service standards. As a medium-term commitment, Siloam has
menetapkan target pengurangan emisi sebesar 5% untuk set an emission reduction target of 5% for Scope 1 and Scope 2,
Cakupan 1 dan Cakupan 2, serta 3% untuk Cakupan 3 pada and 3% for Scope 3 by 2030, with 2023 as the baseline.
tahun 2030, dengan tahun 2023 sebagai baseline.
Efisiensi dan Inovasi Energi [SEOJK F.7][SEOJK F.12] Energy Efficiency and Innovation
Guna mewujudkan komitmen tersebut, Siloam mengalokasikan To realize this commitment, Siloam allocated Rp3.3 billion
dana sebesar Rp3.3 miliar sepanjang tahun 2025 untuk throughout 2025 to fund various energy efficiency projects
membiayai berbagai proyek efisiensi energi di seluruh jaringan across its hospital network. Our initiatives include:
rumah sakit. Inisiatif yang kami lakukan meliputi:
Optimalisasi Sistem HVAC HVAC System Optimization
Sistem Heating, Ventilation, and Air Conditioning (HVAC) Heating, Ventilation, and Air Conditioning (HVAC) systems
merupakan kontributor konsumsi energi di rumah sakit. Di wilayah are major contributors to energy consumption in hospitals.
beriklim tropis, kebutuhan pendinginan yang berlangsung In tropical climates, the year-round cooling demand makes
sepanjang tahun menjadikan peningkatan efisiensi sistem HVAC improving HVAC system efficiency a vital part of operational
sebagai bagian penting dari pengelolaan energi operasional. energy management. Siloam is modernizing the HVAC systems
Siloam melakukan modernisasi sistem HVAC dengan fokus pada with a focus on enhancing efficiency and operational control.
peningkatan efisiensi dan pengendalian operasional.
• Peningkatan Efisiensi Air Handling Unit (AHU) • Air Handling Unit (AHU) Efficiency Upgrades
Penggantian kipas AHU konvensional menjadi kipas Replacement of conventional AHU fans with more efficient
berteknologi Electronically Commutated (EC) yang lebih Electronically Commutated (EC) fan technology, as well as
efisien, serta penerapan pengaturan aliran udara berbasis the implementation of demand-based ventilation in specific
kebutuhan (demand-based ventilation) di area tertentu. areas.
• Optimalisasi Sistem Pendingin • Cooling System Optimization
Penerapan sistem pengendalian pendingin dan optimalisasi Implementation of cooling control systems and chiller
kinerja chiller untuk meningkatkan efisiensi penggunaan performance optimization to improve electricity efficiency,
listrik, khususnya di area dengan kebutuhan pengendalian particularly in areas with stringent temperature control
suhu yang ketat. requirements.
• Transisi Sistem Pemanas Air • Water Heating System Transition
Konversi bertahap pemanas air berbahan bakar fosil menjadi Gradual conversion of fossil fuel-based water heaters to
sistem yang lebih efisien dan rendah emisi, seperti pompa more efficient and low-emission systems, such as heat
panas, untuk mendukung pengurangan konsumsi energi dan pumps, to support the reduction of energy consumption and
emisi operasional. operational emissions.
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Efisiensi Energi Operasional [GRI 103-5] Operational Energy Efficiency
Inisiatif Satuan Energi Total
Initiative Units Total Energy
Optimalisasi Chiller & AHU MWH 363,11
Chiller & AHU Optimization
Penggantian Refrigeran AC MWH 151,39
AC Refrigerant Retrofit
Optimalisasi Energi C-Result / EMAX MWH 104,21
C-Result / EMAX Energy Optimization
Konversi Gas LPG ke Pompa Panas MWH 4.459,05
LPG Gas to Heat Pump
Mode Istirahat Otomatis HVAC OT MWH 461,67
Auto Rest Mode HVAC OT
Sistem Pemulihan Panas MWH 62,54
Heat Recovery System
Kipas EC AHU MWH 158,23
AHU EC Fan
Kaca Film Hemat Energi MWH 0,31
Energy-Saving Window Film
Energi Total MWH 5.760,52
Total Energy
Pengurangan Emisi Gas Rumah Kaca [GRI 305-5] Greenhouse Gas Emissions Reduction
Penggunaan panel surya (PV Solar Panel) berkontribusi terhadap The use of solar panels (PV Solar Panel) contributes to
pengurangan emisi gas rumah kaca melalui penggantian greenhouse gas emissions reduction by displacing electricity
konsumsi listrik dari jaringan berbasis energi fosil. Pada tahun consumption from fossil-based grid sources. In 2025, the energy
2025, energi yang dihasilkan sebesar 200,06 MWh, yang setara generated amounted to 200.06 MWh, equivalent to a reduction
dengan pengurangan emisi sebesar 160,05 tCO2e. in greenhouse gas emissions of 160.05 tCO2e.
Manajemen Pencahayaan Lighting Management
Untuk meningkatkan efisiensi konsumsi listrik dari pencahayaan, To improve the efficiency of electricity consumption for lighting,
Siloam melakukan konversi sistem pencahayaan ke lampu LED Siloam is gradually converting its lighting systems to LED lights
secara bertahap di seluruh jaringan rumah sakit. Dibandingkan throughout our hospital network. Compared to conventional
lampu konvensional, LED menghasilkan panas yang lebih rendah lights, LEDs generate less heat, which helps reduce the cooling
sehingga dapat membantu mengurangi beban pendinginan load in certain areas and supports overall energy efficiency. In
di area tertentu dan mendukung efisiensi energi secara addition, the Company has installed occupancy sensors in areas
keseluruhan. Selain itu, Perseroan memasang sensor okupansi with relatively low usage to optimize electricity consumption.
pada area dengan tingkat penggunaan yang relatif rendah untuk
mengoptimalkan pemakaian listrik.
Migrasi Sistem ke Cloud System Migration to the Cloud
Pada 2025 Siloam memigrasikan sejumlah sistem kritikal seperti In 2025, Siloam migrated several critical systems, such as the
sistem informasi rumah sakit dan rekam medis elektronik, Hospital Information System and Electronic Medical Records, to
ke layanan komputasi berbasis cloud. Migrasi ini dilakukan cloud-based computing services. This migration was conducted
untuk meningkatkan keandalan sistem, fleksibilitas kapasitas to enhance system reliability and computing capacity flexibility,
komputasi, serta mendukung kebutuhan operasional dan klinis as well as to support evolving operational and clinical needs.
yang terus berkembang.
Inisiatif ini memungkinkan penonaktifan bertahap sebagian This initiative allows for the gradual decommissioning of older
server fisik lama di fasilitas rumah sakit yang berkontribusi physical servers at hospital facilities, contributing to a decrease
pada penurunan konsumsi listrik operasional dan mendukung in operational electricity consumption and supporting more
pengelolaan emisi secara lebih terukur. measurable emission management.
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Pemeliharaan Armada Operasional Operational Fleet Maintenance
Siloam secara berkala melakukan rehabilitasi ambulans setiap Siloam periodically rehabilitates the ambulances every 10–12
10–12 tahun untuk menjaga efisiensi bahan bakar dan menekan years to maintain fuel efficiency and suppress emissions.
emisi. Selain itu, kami juga mengeksplorasi penggunaan Furthermore, we are exploring the use of electric vehicles (EVs)
kendaraan listrik untuk operasional sebagai bagian dari transisi for operations as part of our long-term transition.
jangka panjang.
Audit Energi dan Pemantauan Emisi Energy Audits and Emission Monitoring
Siloam secara berkala melakukan audit energi untuk memantau Siloam periodically conducts energy audits to monitor the
kinerja operasional fasilitas serta mengidentifikasi potensi operational performance of its facilities and identify potential
peningkatan efisiensi. Selain itu, Perseroan melaksanakan efficiency improvements. Additionally, the Company performs
uji emisi setiap enam bulan terhadap generator, boiler, dan emission tests every six months on generators, boilers, and
kendaraan operasional melalui laboratorium yang terakreditasi operational vehicles through laboratories accredited by the
oleh Komite Akreditasi Nasional (KAN), sebagai bagian dari National Accreditation Committee (KAN), as part of regulatory
pemenuhan ketentuan dan pengelolaan dampak operasional. compliance and operational impact management.
Sepanjang tahun 2025, Siloam tidak menerima sanksi administratif terkait
ketidakpatuhan terhadap standar lingkungan. Perseroan juga secara berkala
memantau kualitas udara, termasuk pengujian Volatile Organic Compounds
(VOC) dan karbon monoksida, untuk memastikan kepatuhan terhadap
peraturan yang berlaku.
Throughout 2025, Siloam received no administrative sanctions related to non-compliance
with environmental standards. The Company also periodically monitors air quality,
including Volatile Organic Compounds (VOC) and carbon monoxide testing, to ensure
compliance with applicable regulations.
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Penggunaan Energi Terbarukan Renewable Energy Usage
Memahami potensi energi surya di Indonesia sebagai negara yang Recognizing Indonesia’s solar energy potential as a country
berada di wilayah khatulistiwa, serta pentingnya pengelolaan located on the equator, and the importance of more responsible
emisi operasional secara lebih bertanggung jawab, pada tahun operational emission management, Siloam began gradually
2023 Siloam mulai memanfaatkan energi surya secara bertahap utilizing solar energy in several hospital facilities in 2023.
di sejumlah fasilitas rumah sakit.
Langkah awal dimulai dengan penggunaan Solar Water The initial step began with the use of Solar Water Heaters at
Heater di RS Siloam Makassar untuk memenuhi kebutuhan air Siloam Hospitals Makassar to meet hot water needs efficiently.
panas secara efisien. Inisiatif ini terus dikembangkan dengan This initiative continues to be developed by considering
mempertimbangkan kesiapan infrastruktur serta kebutuhan infrastructure readiness and the operational needs of each
operasional di setiap unit rumah sakit lainnya. hospital unit.
Ekspansi Solar Panel
Solar Panel Expansion
Sebagai bagian dari strategi keberlanjutan dan komitmen As part of our sustainability strategy and commitment to
mencapai target Net-Zero, Siloam Hospitals memperluas achieving Net-Zero targets, Siloam Hospitals is expanding
penggunaan energi terbarukan melalui pemasangan panel the use of renewable energy through the installation of
surya di beberapa lini operasional. Pada 2025, inisiatif solar panels across several operational lines. In 2025, solar
pemasangan panel surya diimplementasikan pada: panel installation initiatives were implemented at:
• Siloam Hospital Lippo Village Gedung B (178,2 kWp) • Siloam Hospitals Lippo Village Building B (178.2 kWp)
• BIMC Nusa Dua (166,1 kWp) • BIMC Nusa Dua (166.1 kWp)
• Siloam Hospital Lippo Cikarang (139,7 kWp) • Siloam Hospitals Lippo Cikarang (139.7 kWp)
Selama tahun pelaporan, instalasi solar panel di ketiga During the reporting year, the solar panel installations
rumah sakit tersebut telah berhasil menghasilkan energi at these three hospitals successfully generated 1,075 GJ
sebesar 1.075 GJ. of energy.
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Penggunaan Energi [SEOJK F.6][GRI 103-2][GRI 103-3][GRI 103-4][HC- Energy Usage
DY-130a.1]
Sumber Energi Satuan
2025 2024 2023
Energy Source Unit
Energi Tidak Terbarukan
Non Renewable Energy
Diesel GJ 4.089 2.739 5.454
Diesel
Bensin GJ 8.444 6.576 6.831
Petrol
Gas Alam GJ 5.859 6.449 9.214
Natural Gas
LPG GJ 23.034 13.924 20.992
LPG
Listrik GJ 453.752 440.660 421.174
Electricity
Total Energi Tidak Terbarukan GJ 495.178 470.348 463.665
Total Non Renewable Energy
Energi Terbarukan
Renewable Energy
Biofuel GJ 2.773 1.475 2.937
Biofuel
Solar PV GJ 1.075 - -
Solar PV
Total Energi Terbarukan GJ 3.801 1.475 2.937
Total Renewable Energy
Total Konsumsi Energi GJ 498.979 471.823 466.602
Total Energy Consumption
Intensitas Energi GJ/Patient Days 0,49 0,47 0,49
Energy Intensity
Catatan | Notes:
Peningkatan intensitas energi ini terjadi karena adanya renovasi beberapa layanan di mana data tersebut mencakup seluruh penggunaan energi dari dalam organisasi.
- Data tahun 2025 mencakup 41 unit rumah sakit.
- Data dikonsolidasikan setiap bulan melalui Dashboard ESG internal.
- Faktor konversi energi merujuk pada CDP Guidance Conversion.
- Biofuel yang digunakan pada tahun 2023-2024 adalah B35 (35% biodiesel biomassa, 65% bahan bakar fosil) dan pada tahun 2025 adalah B40 (40% biodiesel biomassa, 60%
bahan bakar fosil).
- Diesel digunakan untuk genset dan transportasi. Bensin digunakan untuk kendaraan transportasi. LPG dan gas alam digunakan untuk kitchen dan heat pump. Listrik
digunakan untuk operasional rumah sakit seperti lampu, chiller, dan peralatan lainnya. Biofuel digunakan untuk transportasi dan genset. Solar PV digunakan untuk mendukung
kebutuhan listrik operasional rumah sakit
- Total inpatient days tahun 2025: 1.010.570 (Inpatient days/patient days adalah total jumlah hari yang dihabiskan oleh semua pasien rawat inap di rumah sakit).
This increase in energy intensity is due to due to renovations of several services and includes all energy consumption from within the organization.
- The 2025 data covers 41 hospitals.
- Data is consolidated monthly through the internal ESG Dashboard.
- The energy conversion factor refers to CDP Guidance Conversion.
- The biofuel used in 2023–2024 was B35 (35% biomass-based biodiesel and 65% fossil fuel), while in 2025 it was B40 (40% biomass-based biodiesel and 60% fossil fuel).
- Diesel is used for generator sets (gensets) and transportation. Gasoline is used for transport vehicles. LPG and natural gas are used for the kitchen and heat pump systems.
Electricity is used for hospital operations such as lighting, chillers, and other equipment. Biofuel is used for transportation and gensets. Solar PV is used to support the
hospital’s operational electricity needs.
- Total inpatient days in 2025: 1,010,570 (Inpatient days/patient-days is the total number of days spent by all inpatients at the hospital).
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Emisi Operasional [SEOJK F.11][GRI 305-1][GRI 305-2][GRI 305-3][GRI 305-4] Operational Emissions
Jenis Emisi Satuan
2025 2024 2023
Type of Emissions Unit
Emisi GRK Langsung (Cakupan-1) TonCO2eq 4.213 3.358 6.343
Direct GHG Emissions (Scope 1)
Emisi GRK Tidak Langsung (Cakupan-2) TonCO2eq 97.384 97.247 91.781
Indirect GHG Emissions (Scope 2)
Total Emisi (Cakupan 1 & 2) TonCO2eq 101.597 100.604 98.124
Total Emissions (Scope 1 & 2)
Total Emisi GRK Kotor Lingkup 3 Hulu TonCO2eq 60.801 53.582 52.426
Total Gross GHG Emissions Scope 3 Upstream
Total Emisi GRK Lingkup 3 Hilir TonCO2eq 4.305 3.050 3.399
Total GHG Emissions Scope 3 Downstream
Emisi GRK Tidak Langsung (Cakupan-3) TonCO2eq 65.106 56.632 55.826
Indirect GHG Emissions (Scope 3)
Total Emisi TonCO2eq 166.702 157.236 153.950
Total Emissions
Intensitas Emisi TonCO2eq/IPD 0,165 0,156 0,164
Emissions Intensity
Total Emisi Biogenic TonCO2eq 6,63 - -
Total Emissions Biogenic
Catatan | Notes:
Data emisi GRK meliputi 41 unit rumah sakit.
- Siloam menggunakan sistem kontrol operasional untuk mengumpulkan data emisi. Data dari seluruh unit rumah sakit digabungkan setiap bulan melalui Dashboard ESG internal.
- Standar Penghitungan:
- Emisi Umum: Menggunakan standar dari DEFRA (Lembaga lingkungan hidup Inggris).
- Emisi Refrigeran (AC/Pendingin): Menggunakan standar GHG Protocol untuk mengukur potensi pemanasan global.
- Emisi Listrik (Cakupan 2): Menggunakan standar resmi dari Kementerian ESDM Indonesia yang disesuaikan dengan sumber jaringan listrik di masing-masing wilayah operasional (seperti jaringan listrik
Jawa-Madura-Bali, Sumatra, atau Kalimantan).
- Cakupan emisi:
- Cakupan 1 pada periode pelaporan belum mencakup APAR CO2 dan emisi dari Instalasi Pengolahan Air Limbah (IPAL).
- Cakupan perhitungan emisi scope 3:
- Kategori Hulu (Upstream Categories)
- Cat 1 Barang dan jasa yang dibeli: Obat-obatan – Lainnya, Bahan Habis Pakai & Perlengkapan Medis – Lainnya, Obat-obatan – Kemoterapi, Konsinyasi – Lainnya, Obat-obatan – Antibiotik
- Cat 2 Barang modal: Peralatan Proyek & Peralatan Medis, Perbaikan Gedung Proyek, Peralatan TI Proyek, Peralatan & Peralatan Medis <1M, Peralatan Kantor Proyek
- Cat 3 Bahan bakar dan kegiatan terkait energi: Solar (Stasioner dan Mobil), LPG/CNG, Bensin
- Cat 4 Transportasi dan distribusi hulu: Layanan Kurir & Pengiriman Barang, Sewa Kendaraan, Perawatan & Perbaikan Kendaraan, Biaya Barang yang Dijual (COGS) Perawatan & Perbaikan Kendaraan,
Peralatan & Kendaraan Transportasi,
- Cat 5 Limbah yang dihasilkan dari operasi: Limbah berbahaya, Limbah tidak berbahaya
- Cat 6 Perjalanan bisnis: Bus, Kereta Api, Pesawat, Mobil, Sepeda Motor
- Kategori Hilir (Downstream Categories)
- Cat 11 Penggunaan produk yang dijual: Listrik SHAG
- Cat 13 Aset sewa hilir: Listrik Penyewa
GHG emissions data cover 41 Siloam hospitals.
- Siloam uses an operational control system to collect emissions data. Data from all hospitals is compiled monthly through an internal ESG Dashboard.
- Calculation Standards:
- General Emissions: Uses standards from DEFRA (UK Department for Environment, Food and Rural Affairs).
- Refrigerant Emissions (AC/Cooling): Uses GHG Protocol standards to measure global warming potential.
- Electricity Emissions (Scope 2): Uses official standards from the Indonesian Ministry of Energy and Mineral Resources, adjusted to the electricity grid sources in each operational area (such as the Java-
Madura-Bali, Sumatra, or Kalimantan electricity grids).
- Emission scope:
- Scope 1 for the reporting period includes CO2 fire extinguishers and emissions from wastewater treatment plants (WWTP).
- Scope of Scope 3 emissions calculations:
- Upstream Categories
- Cat 1 Purchased goods and services: Drugs – Other, Consumables & Medical Supplies – Others, Drugs – Chemotherapy, Consignment – Others, Drugs – Antibiotic
- Cat 2 Capital goods: Project Tools & Medical Equipment, Project Building Improvement, Project IT Equipment, Tools & Medical Equipment <1M, Project Office Equipment
- Cat 3 Fuel and energy-related activities: Diesel (Stationary and Mobile), LPG/CNG, Petrol
- Cat 4 Upstream transport and distribution: Courier Service & Freight, Rental Vehicle, R & M Vehicle, R & M COGS Vehicle, Transportation Equipment & Vehicle,
- Cat 5 Waste generated in operations: Hazardous waste, Non Hazardous waste
- Cat 6 Business travel: Bus, Train, Plane, Car, Motorcycle
- Downstream Categories
- Cat 11 Use of sold products: SHAG Electricity
- Cat 13 Downstream leased assets: Tenant Electricity.
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Pengelolaan Material dan Limbah [GRI 3-3]
Material and Waste Management
Manajemen material dan limbah bukan sekadar prosedur Material and waste management are not merely operational
operasional, melainkan fondasi dari kepercayaan pasien dan procedures but are the foundation of patient trust and
ketahanan lingkungan. Kami menyadari bahwa setiap bahan medis environmental resilience. We recognize that every medical
yang digunakan dan setiap residu yang dihasilkan membawa material used and every residue generated carries a significant
tanggung jawab besar terhadap kesehatan masyarakat. Dengan responsibility toward public health. By integrating circular
mengintegrasikan prinsip ekonomi sirkular dan pengelolaan yang economy principles and responsible management, we are
bertanggung jawab, kami berkomitmen untuk memitigasi risiko committed to mitigating environmental risks and ensuring that
lingkungan dan memastikan bahwa layanan kesehatan yang kami the healthcare services we provide do not negatively impact
berikan tidak berdampak negatif pada generasi mendatang. future generations.
Manajemen Material Material Management
Strategi kami difokuskan pada pengawasan kualitas bahan medis Our strategy is focused on strict quality oversight of medical
yang ketat serta transisi menuju penggunaan material yang lebih materials and a transition toward the use of more sustainable
berkelanjutan. Melalui pemantauan setiap unit rumah sakit, materials. Through monitoring at every hospital unit, we ensure
kami memastikan bahwa pengadaan dan penggunaan material that the procurement and use of materials align with applicable
berjalan selaras dengan standar dan ketentuan yang berlaku. standards and regulations.
Menjamin Keamanan Operasional Ensuring Operational Safety
Keselamatan pasien dipengaruhi oleh kualitas bahan-bahan Patient safety is influenced by the quality of the medical materials
medis yang digunakan. Kami menerapkan sistem perlindungan used. We implement a multi-layered protection system that
berlapis yang menggabungkan teknologi dan pengawasan rutin, combines technology and routine oversight, such as:
seperti:
• Pengawasan Berbasis Teknologi • Technology-Based Oversight
Pemasangan CCTV untuk memantau area penyimpanan Installation of CCTV to continuously monitor storage areas
narkotika dan obat-obatan penting secara terus-menerus. for narcotics and critical medications.
• Perlindungan Material Sensitif • Sensitive Material Protection
Penggunaan Uninterruptible Power Supply (UPS) pada rantai Use of Uninterruptible Power Supplies (UPS) in cold chain
dingin guna menjamin efikasi obat-obatan sensitif, didukung storage to guarantee the efficacy of sensitive medications,
sistem lemari ganda di bawah pengawasan ketat apoteker supported by dual-cabinet systems under the strict
berwenang. supervision of authorized pharmacists.
• Kepatuhan Kualitas • Quality Compliance
Pelaksanaan audit rutin untuk memastikan seluruh material Conducting routine audits to ensure all materials are stored
disimpan sesuai standar operasional, serta mengurangi risiko according to operational standards and to reduce the risk of
kerusakan. damage.
Efisiensi Material [SEOJK F.5] Material Efficiency
Seiring dengan komitmen kami dalam menurunkan intensitas In line with our commitment to reducing operational energy
energi operasional, Siloam juga melakukan transisi dalam intensity, Siloam is also transitioning the use of non-medical
penggunaan material non-medis guna memperkecil jejak materials to minimize our environmental footprint.
lingkungan.
• Digitalisasi • Digitalization
Mengurangi ketergantungan pada kertas melalui digitalisasi Reducing dependence on paper through the digitalization of
administrasi di kantor pusat dan seluruh unit rumah sakit. administration at the head office and across all hospital units.
• Reduksi Plastik
Menjalankan langkah-langkah pengurangan penggunaan • Plastic Reduction
plastik sekali pakai dalam kegiatan operasional harian di unit Implementing measures to reduce the use of single-use
rumah sakit. plastics in daily operations at hospital units.
• Pemantauan Material Habis Pakai • Consumable Material Monitoring
Penggunaan material habis pakai, seperti gelas kertas, tas The use of consumables, such as paper cups, paper bags,
kertas, dan tisu, dipantau secara terukur sebagai bagian dari and tissues, is measurably monitored as part of material
upaya pengendalian konsumsi material. consumption control efforts.
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Penggunaan Material Ramah Lingkungan Eco-friendly Material Usage
Jenis Material Satuan
2025 2024 2023
Material Type Unit
Gelas Kertas Buah 557.578 453.384 381.891
Paper Cups Pieces
Kertas Rim 96.662 80.643 70.014
Paper Reams
Tas Kertas Buah 60.400 21.504 25.695
Paper Bag Pieces
Tisu Buah 724.252 709.673 629.692
Tissue Pieces
Penggunaan Material Habis Pakai Consumable Material Usage
2025 2024 2023
Jumlah RS Jumlah RS Jumlah RS
Material Satuan
Terpantau Terpantau Terpantau
Material Unit Jumlah Jumlah Jumlah
Number of Number of Number of
Total Total Total
Hospitals Hospitals Hospitals
Monitored Monitored Monitored
Gaun pelindung 43.299 38 36.799 35 51.293 36
Protective Gowns
Masker operasi 479.814 37 485.470 39 4.911.781 37
Surgical Masks
Sarung tangan 22.767.761 39 16.781.202 39 30.616 39
Gloves
Buah
Pieces
Suntikan 8.344.643 38 7.492.885 39 8.237.346 39
Syringes
Kateter 519.692 39 179.307 39 1.327.129 39
Catheters
Kemasan B3 46.194 34 4.505 22 30.616 39
Hazardous Packaging
Identifikasi Dampak dan Strategi Mitigasi Limbah Waste Impact Identification and Mitigation Strategy
[GRI 306-1]
Siloam secara rutin melakukan pemetaan dampak dari setiap Siloam routinely maps the impact of each generated waste
kategori limbah yang dihasilkan untuk menentukan prosedur category to determine effective and safe mitigation procedures.
mitigasi yang efektif dan aman.
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Kategori Limbah Identifikasi Dampak Strategi Mitigasi dan Pengelolaan
Waste Category Impact Identification Mitigation and Management Strategy
Limbah Klinis & Infeksius Memitigasi risiko penularan penyakit, Limbah dengan karakteristik infeksius dikemas secara ketat
Clinical & Infectious Waste gangguan kualitas udara (bau), dan dalam wadah kuning atau sharp container. Limbah ini kemudian
perkembangbiakan hama. diserahkan kepada pihak pengolah B3 berizin untuk dimusnahkan
Mitigating disease transmission risks, air guna menjaga higienitas lingkungan rumah sakit.
quality issues (odor), and pest breeding. Infectious waste is strictly packaged in yellow containers or sharp
containers. This waste is handed over to licensed hazardous waste
processors for destruction to maintain hospital hygiene.
Limbah Farmasi & Bahan Kimia Mencegah penyalahgunaan produk Obat-obatan kedaluwarsa, reagen laboratorium, dan sisa bahan
Pharmaceutical & Chemical Waste serta penurunan kualitas air tanah dan kimia dikemas dalam wadah berwarna cokelat. Pengelolaannya
permukaan. dilakukan melalui mekanisme pengembalian ke pemasok atau
Preventing product misuse and the pemusnahan oleh pihak ketiga yang memiliki izin resmi dari KLHK.
degradation of groundwater and Expired medications, laboratory reagents, and chemical residues
surface water quality. are packaged in brown containers. Management is handled
through supplier return mechanisms or destruction by third parties
officially licensed by the Ministry of Environment and Forestry
(KLHK).
Limbah Operasional Teknis Menghindari risiko pencemaran tanah, Limbah seperti baterai bekas, oli pelumas mesin genset, dan
(Elektronik, Baterai, Oli) penurunan kualitas air, hingga risiko limbah elektronik disimpan dalam wadah kedap dan terkontrol.
Technical Operational Waste kebakaran. Seluruh limbah ini diserahkan kepada pengepul atau pemanfaat
(Electronics, Batteries, Oil) Avoiding risks of soil contamination, limbah yang memiliki izin transportasi dan pengolahan resmi.
water quality degradation, and fire Waste such as used batteries, generator engine lubricating oil, and
hazards. electronic waste is stored in sealed and controlled containers. All
of this waste is handed over to collectors or waste recyclers who
have official transportation and processing permits.
Limbah Domestik & Kemasan Non- Sebagai upaya mengurangi beban Kemasan plastik reagen dan desinfektan yang tidak terkontaminasi
Infeksius pembuangan akhir di TPA. dipilah sejak dari sumbernya. Material ini kemudian didaur ulang
Domestic & Non-Infectious Efforts to reduce the final disposal load melalui Program Bank Sampah untuk diolah menjadi produk
Packaging Waste at landfills. bernilai guna.
Non-contaminated plastic reagent and disinfectant packaging is
sorted at the source. These materials are then recycled through
the Waste Bank Program into value-added products.
Residu Pengolahan Cair (Sludge Menjamin sanitasi lingkungan dan Residu dari sistem IPAL dikemas dalam drum atau kontainer
IPAL) mencegah kontaminasi unsur hara khusus. Residu ini dikelola sebagai limbah B3 untuk memastikan
WWTP Processing Residue (Sludge) tanah. ekosistem sekitar tetap aman dari cemaran biologis maupun
Ensuring environmental sanitation and kimiawi.
preventing soil nutrient contamination. Residue from the WWTP system is packaged in special drums
or containers and managed as hazardous waste to ensure the
surrounding ecosystem remains safe from biological or chemical
contamination.
Pengelolaan Limbah Terintegrasi [SEOJK F.14][GRI 306-2] Integrated Waste Management
Pengelolaan limbah operasional merupakan wujud komitmen The management of operational waste reflects our commitment
kami dalam menjaga kesehatan lingkungan serta keselamatan to environmental health and the safety of all stakeholders. To
seluruh pemangku kepentingan. Untuk mewujudkan hal achieve this, Siloam targets a 3% reduction in waste generation
tersebut, Siloam menargetkan reduksi timbulan limbah sebesar by 2026. We pursue this target through a strategy emphasizing
3% pada tahun 2026. Target ini kami upayakan melalui strategi strict regulatory compliance and the optimization of sustainable
yang mengedepankan kepatuhan ketat terhadap regulasi serta resource recovery across the entire hospital network.
optimalisasi pemulihan sumber daya secara berkelanjutan di
seluruh jaringan rumah sakit.
Siloam melakukan langkah proaktif dalam penanganan limbah Siloam takes proactive steps in handling hazardous waste, such
B3, seperti limbah klinis dan farmasi, di seluruh jaringan rumah as clinical and pharmaceutical waste, and implements transparent
sakit. Guna mewujudkan komitmen tersebut, kami menerapkan operational stages from upstream to downstream.
tahap operasional yang transparan dari hulu ke hilir.
• Pengurangan di Sumber • Reduction at Source
Kami memprioritaskan upaya meminimalkan timbulan We prioritize efforts to minimize waste generation through
limbah melalui perencanaan inisiatif yang terukur sejak dari measurable initiatives planned from the outset.
hulu.
• Pemilahan dan Pengemasan Spesifik • Specific Sorting and Packaging
Sesuai dengan standar PermenLHK No. 56 Tahun 2015, In accordance with the standards of Minister of Environment
limbah dikelompokkan berdasarkan karakteristiknya untuk and Forestry Regulation No. 56 of 2015, waste is grouped by
menghindari risiko dampak lingkungan dan kesehatan: characteristics to avoid environmental and health impacts:
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- Limbah Infeksius: Dikemas secara aman dalam wadah - Infectious Waste: Safely packaged in yellow or sharp
kuning atau sharp container untuk mencegah potensi containers to prevent potential disease transmission.
penularan penyakit.
- Produk Farmasi: Dikemas dalam wadah cokelat - Pharmaceutical Products: Packaged in brown containers
guna memastikan produk tidak disalahgunakan dan to ensure products are not misused and to avoid soil or
menghindari penurunan kualitas unsur tanah maupun air. water degradation.
• Penyimpanan yang Terkontrol • Controlled Storage
Seluruh limbah disimpan sementara di fasilitas yang aman All waste is temporarily stored in safe, monitored facilities in
dan terpantau sesuai dengan izin resmi dari instansi terkait. accordance with official permits.
• Kemitraan Pengolahan Berizin • Licensed Processing Partnerships
Kami berkolaborasi dengan mitra eksternal yang memiliki izin We collaborate with external partners who have official
resmi dari Kementerian Lingkungan Hidup dan Kehutanan permits from the Ministry of Environment and Forestry
(KLHK) untuk proses pengangkutan serta pengolahan akhir, (KLHK) for transportation and final processing, such as
seperti insinerasi atau sterilisasi standar pemerintah. incineration or government-standard sterilization.
• Pemantauan Digital yang Transparan • Transparent Digital Monitoring
Setiap pengambilan limbah dicatat secara rinci dalam Every waste collection is recorded in detail in a logbook and
logbook dan pergerakan limbah dimonitor secara digital waste movement is monitored digitally via the Festronik
melalui sistem Festronik serta dilaporkan secara rutin melalui system while routinely reported through the SPEED (Digital
platform SPEED (Sistem Pelaporan dan Evaluasi Digital) dan Reporting and Evaluation System) and SIKELIM (Waste
SIKELIM (Sistem Informasi Kelola Limbah) untuk menjamin Management Information System) platforms to ensure
akuntabilitas pelaporan. accountability.
• Pengawasan dan Akuntabilitas • Oversight and Accountability
Kami terus memperkuat pengawasan untuk memastikan We continue to strengthen our oversight to ensure the
efektivitas sistem manajemen limbah di seluruh unit: effectiveness of the waste management system across all
units:
- Inspeksi Berkala: Pelaksanaan inspeksi menyeluruh setiap - Regular Inspections: Comprehensive inspections are
bulan di seluruh ruangan rumah sakit guna memastikan conducted every month throughout the hospital to
operasional berjalan sesuai standar keselamatan. ensure that operations are carried out following safety
- Kunjungan Langsung: Sebagai bentuk tanggung jawab standards.
yang lebih mendalam, perwakilan Siloam melakukan - On-site Visits: As a form of deeper accountability, Siloam
kunjungan tahunan ke lokasi pengolahan pihak ketiga representatives conduct annual visits to third-party
untuk memastikan proses pembuangan akhir dilakukan processing sites to ensure that final disposal processes
secara aman dan sesuai prinsip berkelanjutan. are carried out safely and under sustainability principles.
Sepanjang tahun 2025, tidak terdapat insiden tumpahan material berbahaya
atau limbah yang mencemari lingkungan di seluruh wilayah operasional
Siloam Hospitals. [SEOJK F.15]
Throughout 2025, there were no incidents of hazardous material or waste spills
that contaminated the environment across any of Siloam Hospitals’ operational areas.
Strategi Ekonomi Sirkular Siloam [SEOJK F.14] Siloam’s Circular Economy Strategy
Siloam mengintegrasikan prinsip ekonomi sirkular untuk Siloam integrates circular economy principles to ensure every
memastikan setiap material dikelola secara optimal guna material is managed optimally to minimize environmental impact.
meminimalkan dampak lingkungan.
Reduksi Reduce
Mencegah timbulan limbah melalui efisiensi sumber daya di Preventing waste generation through resource efficiency in the
rantai nilai. value chain.
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• Digitalisasi Pelayanan • Service Digitalization
Transformasi laporan pasien dari format kertas ke digital Transforming patient reports from paper to digital format to
untuk mereduksi limbah padat domestik. reduce domestic solid waste.
• Pembatasan Plastik Sekali Pakai • Single-Use Plastic Restrictions
Mewajibkan tenaga kerja membawa botol minum sendiri Requiring employees to bring their own water bottles and
serta mengganti kemasan desinfektan menjadi sistem isi switching disinfectant packaging to refill systems.
ulang (refill).
• Pengawasan Preventif • Preventive Oversight
Melakukan monitoring dan investigasi rutin terhadap jumlah Routine monitoring and investigation of hazardous waste
limbah B3 yang dihasilkan agar tetap sesuai dengan standar volumes to ensure they remain within patient-day standards.
patient days.
Penggunaan Kembali Reuse
Memperpanjang siklus hidup material melalui prosedur sterilisasi Extending material life cycles through sterilization and reuse
dan pemanfaatan kembali. procedures.
• Peralatan Medis • Medical Equipment
Menggunakan kembali peralatan non-disposable setelah Reusing non-disposable equipment after strict disinfection
melalui tahap desinfeksi yang ketat sesuai standar klinis. according to clinical standards.
• Pemanfaatan Air • Water Reuse
Memantau parameter IPAL secara harian (pH, suhu, oksigen Daily monitoring of WWTP parameters (pH, temperature,
terlarut) agar air hasil olahan dapat digunakan kembali untuk dissolved oxygen) so treated water can be reused for
kebutuhan operasional. operational needs.
Daur Ulang Recycle
Mengolah material sisa menjadi produk baru yang bernilai guna. Processing waste materials into value-added new products.
• Program Bank Sampah • Waste Bank Program
Siloam menerapkan prinsip ekonomi sirkular melalui Siloam implements the principles of a circular economy
pengelolaan limbah B3 non-infeksius yang memerlukan through the management of non-infectious hazardous
penanganan khusus karena karakteristik kimianya. Sejak waste that requires special handling due to the chemical
tahun 2022, kami mengoperasikan program Bank Sampah characteristics. Since 2022, we have been operating a Waste
yang memanfaatkan teknologi mesin penghancur plastik Bank program that utilizes plastic shredding technology
untuk mengolah limbah kemasan reagen serta desinfektan to process reagent and disinfectant packaging waste into
menjadi produk fungsional bernilai guna, seperti tangki functional products, such as plastic septic tanks, clothes
septik plastik, gantungan pakaian, hingga patung manekin. hangers, and mannequin statues.
Inisiatif Zero Waste Siloam Hospitals Lippo Cikarang – Caring Zero Waste Initiative – Caring for Our Environment
for Our Environment [GRI 306-4]
Sebagai bagian dari strategi “Caring for Our Environment” As part of Siloam Hospitals’ “Caring for Our Environment”
Siloam Hospitals serta roadmap untuk menurunkan emisi strategy and its roadmap to reduce Scope 3 emissions toward
Cakupan 3 menuju target net zero pada tahun 2060, salah satu net zero by 2060, one hospital launched a Zero Waste program
rumah sakit meluncurkan program Zero Waste untuk pengelolaan for domestic operations in November 2025.
limbah domestik pada bulan November 2025 di Siloam Hospitals
Lippo Cikarang.
Sebelum program ini dijalankan, rumah sakit menghasilkan Before the program, the hospital generated about 2.8 tons of
sekitar 2,8 ton limbah domestik per bulan, yang sebagian besar domestic waste per month, most sent to landfill. Through on-
berakhir di tempat pembuangan akhir (TPA). Melalui pengolahan site composting of organic waste and a waste bank for plastic
limbah organik secara komposting di lokasi serta penerapan recycling, the hospital now diverts all domestic waste from landfill,
bank sampah untuk daur ulang plastik, kini seluruh limbah transforming it into compost or recyclable materials, significantly
domestik dapat dialihkan dari tempat pembuangan akhir dan reducing the amount of waste disposed of in landfills.
dimanfaatkan kembali menjadi kompos atau material yang dapat
didaur ulang sehingga secara signifikan mengurangi volume
limbah yang dibuang ke tempat pembuangan akhir.
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Inisiatif ini dikelola oleh tim khusus yang terdiri dari tiga The initiative is managed by a dedicated team of three personnel,
personel, yang menunjukkan bahwa upaya kecil namun terfokus demonstrating that even a small, focused effort can create
dapat memberikan dampak lingkungan yang signifikan. Dengan meaningful environmental impact. By reducing landfill waste and
mengurangi limbah yang dikirim ke TPA serta mendorong supporting circular resource use, this program contributes to
pemanfaatan sumber daya secara sirkular, program ini turut lowering Scope 3 emissions and strengthens Siloam’s long-term
berkontribusi dalam menurunkan emisi Cakupan 3 dan sustainability commitments.
memperkuat komitmen keberlanjutan jangka panjang Siloam
Hospitals.
Pada 2025, Siloam Hospitals berhasil mendaur ulang 575 ton limbah B3
dan non-B3 melalui program Bank Sampah dan komposting. Upaya ini juga
berhasil mengurangi total limbah yang dikirim ke tempat pembuangan akhir
sebesar 13%, sebagai bagian dari komitmen rumah sakit terhadap ekonomi
sirkular dan pengelolaan lingkungan yang berkelanjutan.
In 2025, Siloam Hospitals successfully recycled 575 tons of hazardous and non-hazardous
waste through the Waste Bank program and composting. These efforts also reduced the
total waste sent to landfill by 13%, reflecting the hospital’s commitment to a circular
economy and sustainable environmental management
Siloam juga mengelola limbah non-B3 melalui pengelolaan Siloam also manages non-hazardous waste by collecting used
minyak jelantah dari area dapur yang diserahkan kepada pihak cooking oil from kitchen areas and handing it over to official
pemanfaat resmi untuk diproses lebih lanjut. Secara keseluruhan, waste management agencies for further processing. Overall,
total pengurangan limbah melalui program bank sampah adalah the total reduction in waste through the waste bank program is
sebesar 1.410 ton sepanjang tahun 2025. estimated to be 1,410 tons throughout 2025.
Pemulihan dan Pengembalian Recovery & Return
Memastikan pembuangan akhir dilakukan secara bertanggung Ensuring responsible final disposal for materials that cannot be
jawab untuk material yang tidak dapat diolah kembali. reprocessed.
• Kebijakan Return to Supplier: • Return to Supplier Policy:
Standarisasi kontrak dengan pemasok untuk pengembalian Standardizing contracts with suppliers for the return of
obat-obatan kedaluwarsa atau rusak guna mencegah expired or damaged medications to prevent contamination.
pencemaran.
• Handover Limbah Spesifik: • Specific Waste Handover:
Menyerahkan alat medis bermerkuri ke depo pembuangan Handing over mercury-containing medical devices to official
resmi pemerintah serta menerapkan mekanisme trade-in government disposal depots and implementing trade-in
untuk limbah elektronik. mechanisms for electronic waste.
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Limbah yang Dialihkan dari Pembuangan Akhir (Ton) [SEOJK F.13] Waste Diverted from Final Disposal (Tons)
[GRI 306-4][HC-DY-150a.1][HC-DY-150a.2]
Metode Pengelolaan Limbah
2025 2024 2023
Waste Management Methods
Daur Ulang
Recycle
Limbah B3
54 42 35
Hazardous Waste
Limbah Non-B3
521 124 64
Non Hazardous Waste
Pengolahan Spesifik
Specific Treatment
Limbah Medis
3,2 17,7 -
Medical Waste
Limbah yang Dikirimkan ke Pembuangan Akhir (Ton) [SEOJK F.13] Waste Directed to Final Disposa
[GRI 306-5][HC-DY-150a.2]
Metode Pengelolaan Limbah
2025 2024 2023
Waste Management Methods
Insinerator
1.516 1.494 1.360
Incinerator
Landfill
2.263 2.731 2.701
Landfill
Timbulan Limbah (Ton) [SEOJK F.13][GRI 306-3] Waste Generated
Deskripsi
2025 2024 2023
Description
Limbah B3
Hazardous Waste
Limbah Medis
1.413 1.494 1.360
Medical Waste
Limbah Non Medis
103 - -
Non Medical Waste
Daur Ulang B3
54 42 35
Hazardous Recycle
Total Limbah B3
1.570 1.536 1.395
Total Hazardous Waste
Limbah Non B3
Non-Hazardous Waste
Limbah Non B3
2.263 2.731 2.701
Non-Hazardous Waste
Daur Ulang Non B3
521 124 -
Non-Hazardous Recycle
Total Limbah Non B3
2.784 2.855 2.701
Total Non-Hazardous Waste
Total Timbulan Limbah
4.354 4.391 4.096
Total Waste Generated
Catatan | Notes:
- Pengelolaan timbulan limbah Siloam, termasuk pengangkutannya hingga ke lokasi pembuangan akhir, sepenuhnya dilakukan oleh penyedia jasa pihak ketiga yang bekerja
sama dengan Siloam.
- Seluruh limbah medis yang dihasilkan dikelola secara bertanggung jawab dan dimusnahkan 100% melalui proses insinerasi oleh pengelola limbah B3 berizin, sejalan dengan
ketentuan peraturan pengelolaan limbah B3 yang berlaku.
- The management of Siloam’s waste generation, including the transportation to the final disposal site, is entirely carried out by a third-party service provider working in
collaboration with Siloam.
- All medical waste generated is responsibly managed and 100% treated through incineration by licensed hazardous waste management providers, in accordance with
applicable hazardous waste management regulations.
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Efisiensi Sumber Daya Air
Water Resource Efficiency
Air bersih merupakan elemen esensial bagi keselamatan pasien Clean water is an essential element for patient safety and
dan keberlangsungan operasional di seluruh jaringan Siloam operational continuity across the Siloam Hospitals network.
Hospitals. Mengingat ketersediaan sumber daya air yang beragam Given the diverse availability of water resources across various
di berbagai wilayah Indonesia, kami menerapkan pendekatan regions of Indonesia, we apply a precautionary approach in the
kehati-hatian dalam penggunaan dan pengelolaannya guna usage and management to mitigate the risk of environmental
memitigasi risiko penurunan kualitas lingkungan serta dampak quality degradation and impacts on the health of surrounding
terhadap kesehatan masyarakat sekitar. Komitmen ini bertujuan communities. This commitment ensures that hospital activities
agar aktivitas rumah sakit tetap menjaga sanitasi yang optimal maintain optimal sanitation without contributing to water scarcity
tanpa berkontribusi pada kelangkaan atau degradasi kualitas air or the degradation of water quality in the local ecosystem.
di ekosistem setempat.
Siloam menetapkan target penurunan konsumsi air sebesar Siloam has set a target to reduce water consumption by 5% by
5% pada tahun 2026 melalui investasi pada teknologi yang 2026 through investments in technology that enable maximum
memungkinkan daur ulang air secara maksimal. water recycling.
Ketersediaan Sumber Air [GRI 303-1] Water Source Availability
Untuk mendukung target efisiensi tersebut sekaligus To support our efficiency targets while ensuring service continuity,
memastikan kontinuitas layanan, Siloam mengandalkan pasokan Siloam relies on the Regional Water Utility Company (PDAM) as
dari Perusahaan Daerah Air Minum (PDAM) sebagai sumber the primary water source. However, recognizing the importance
air utama. Namun, menyadari pentingnya ketahanan layanan of medical service resilience, particularly in emergencies, we
medis terutama dalam kondisi darurat, kami juga menyediakan also maintain water reserves through groundwater utilization
cadangan air melalui pemanfaatan air tanah di beberapa unit in several hospital units. This diversification of sources is strictly
rumah sakit. Diversifikasi sumber ini dikelola secara ketat agar managed to ensure that operational needs remain aligned with
pemenuhan kebutuhan operasional tetap berjalan selaras the principles of water resource protection in the regions where
dengan prinsip perlindungan sumber daya air di wilayah tempat we operate.
kami beroperasi.
Optimalisasi Penggunaan Air [GRI 303-2] Optimization of Water Usage
Siloam mengadopsi berbagai strategi teknis untuk Siloam adopts various technical strategies to maximize every
memaksimalkan setiap air yang digunakan dalam operasional drop of water used in hospital operations. These efforts focus on
rumah sakit. Upaya ini difokuskan pada pemanfaatan kembali air recovering water from operational processes and implementing
sisa proses serta penggunaan teknologi pemantauan berbasis data-driven monitoring technologies.
data.
Pemanfaatan Kembali Air Sisa Operasional Operational Water Recovery
Kami mengoptimalkan penggunaan sumber air tambahan yang We optimize the use of additional water sources generated from
dihasilkan dari berbagai proses teknis untuk keperluan non- various technical processes for non-medical purposes through
medis melalui inisiatif berikut: the following initiatives:
• Program Water Re-Use • Water Re-Use Program
Sebagai bagian dari efisiensi energi dan air, Siloam As part of our energy and water efficiency efforts, Siloam
Cirebon, Kebon Jeruk, Balikpapan, dan Medan telah Cirebon, Kebon Jeruk, Balikpapan, and Medan have
mengimplementasikan pengumpulan air buangan. Air implemented reject water collection. This water is reallocated
tersebut dialokasikan kembali untuk operasional area laundry for laundry operations and landscape irrigation after quality
dan penyiraman tanaman setelah melalui analisis kualitas analysis to ensure compliance with clean water standards.
guna memastikan kepatuhan terhadap standar air bersih.
• Optimalisasi Sistem Filtrasi & Sterilisasi • Filtration & Sterilization System Optimization
Kami memanfaatkan kembali air hasil reject dari sistem We repurpose reject water from Reverse Osmosis (RO)
Reverse Osmosis (RO) serta air sisa proses otoklaf di Central systems and residual water from autoclave processes in the
Sterile Supply Department (CSSD). Central Sterile Supply Department (CSSD).
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• Pemulihan Air dari Sistem Pendingin • Cooling System Water Recovery
Mengumpulkan air kondensasi dari Air Handling Units (AHU) Collecting condensation water from Air Handling Units
dan Fan Coil Units (FCU) untuk digunakan kembali dalam (AHU) and Fan Coil Units (FCU) for reuse in hospital support
sistem pendukung rumah sakit. systems.
• Sinergi Kawasan • Area Synergy
Siloam secara berkelanjutan mengkaji potensi pemanfaatan Siloam continuously assesses the potential for utilizing treated
air olahan dari limbah cair kawasan melalui kerja sama dengan water from regional wastewater through collaboration with
penyedia air eksternal, dengan tetap mengedepankan aspek external water providers, while prioritizing safety and water
keamanan dan kualitas air. quality.
Digitalisasi Pemantauan Melalui Sistem PME Digital Monitoring through the PME System
Untuk memastikan pengendalian konsumsi yang akurat, Siloam To ensure accurate consumption control, Siloam has digitalized
telah mendigitalisasi pemantauan aliran air di seluruh unit rumah water flow monitoring across all hospital units:
sakit:
• Pengukuran Presisi • Precision Measurement
Pemasangan alat pengukur aliran ultrasound digital The installation of digital ultrasound flow meters enables
memungkinkan pendeteksian penggunaan air secara real- real-time detection of water usage.
time.
• Pemantauan Terpusat • Centralized Monitoring
Seluruh data diintegrasikan ke dalam Schneider Power All data is integrated into the Schneider Power Monitoring
Monitoring Expert System (PME) untuk mendukung Expert (PME) System to support data-driven strategic
pengambilan keputusan strategis yang berbasis data guna decision-making and drive sustainable efficiency.
mendorong efisiensi berkelanjutan.
Pengelolaan Air Limbah [GRI 303-2] Wastewater Management
Siloam menjaga kelestarian lingkungan melalui sistem Siloam preserves the environment through standardized
pengelolaan air limbah yang terstandarisasi dengan memastikan wastewater management systems, ensuring that operational
residu operasional tidak membahayakan ekosistem. residues do not harm the ecosystem.
Instalasi Pengolahan Air Limbah (IPAL) Wastewater Treatment Plants (WWTP)
Setiap rumah sakit Siloam telah dilengkapi dengan fasilitas IPAL Every Siloam hospital is equipped with a WWTP facility to
untuk memitigasi risiko pencemaran dampak operasional rumah mitigate the risk of environmental pollution and the impact on
sakit terhadap kualitas lingkungan serta kesehatan masyarakat the health of the local community.
setempat.
Pemantauan Harian dan Akuntabilitas Kualitas Daily Monitoring and Quality Accountability
Untuk menjaga kinerja IPAL tetap optimal, Siloam memiliki tim To maintain optimal WWTP performance, Siloam has dedicated
sanitasi khusus yang melakukan pemantauan langsung secara sanitation teams that perform routine daily monitoring. This
rutin setiap hari. Proses pengawasan ini mencakup pengukuran oversight process includes the measurement of key technical
parameter teknis utama, antara lain: parameters:
• Indikator Fisika dan Kimia: Melakukan pengukuran suhu, • Physical and Chemical Indicators: Regularly measuring
tingkat keasaman (pH), dan oksigen terlarut secara berkala. temperature, acidity levels (pH), and dissolved oxygen (DO).
• Volume Aliran: Memantau laju aliran air limbah untuk • Flow Volume: Monitoring wastewater flow rates to ensure
memastikan beban pengolahan sesuai dengan kapasitas the treatment load remains within the system's capacity.
sistem.
• Verifikasi Eksternal: Selain pemantauan harian, kami bekerja • External Verification: In addition to daily monitoring, we
sama dengan laboratorium terakreditasi setiap bulan untuk collaborate with accredited laboratories every month to
melakukan pengujian kualitas air limbah secara independen. conduct independent wastewater quality testing.
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Seluruh jaringan Rumah Sakit Siloam secara konsisten memastikan
pengelolaan air limbah domestik sesuai dengan Peraturan Menteri Lingkungan
Hidup dan Kehutanan Nomor 68 Tahun 2016, Nomor 11 Tahun 2025, serta
peraturan daerah yang berlaku, melalui sistem pemantauan berkelanjutan
dan pengendalian kualitas yang ketat. Langkah ini mencerminkan komitmen
kami terhadap keberlanjutan lingkungan dan praktik operasional yang
bertanggung jawab.
All Siloam Hospitals consistently ensure the management of domestic wastewater in
compliance with Minister of Environment and Forestry Regulation No. 68 of 2016, No. 11
of 2025, and applicable regional regulations, through a continuous monitoring system
and strict quality controls. This reflects our commitment to environmental sustainability
and responsible operational practices.
Pengambilan Air Berdasarkan Sumber (ML) [SEOJK F.8][GRI 303-3] Water Withdrawal by Source
Sumber Pengambilan Air
2025 2024 2023
Source of Water Withdrawal
Air Tanah 159 242 172
Ground Water
Air dari Pihak Ketiga 1.205 1.131 1.199
Water from Third Parties
Pembuangan Air Berdasarkan Sumber (ML) [GRI 303-4] Water Discharge by Source
Sumber Air yang Dibuang
2025 2024 2023
Source of Water Discharge
Air dari Pihak Ketiga
1.041,3 694 613
Water from Third Parties
Air Permukaan
12,5 298 297
Surface Water
Jumlah
1.053,8 992 910
Total
Konsumsi Air (ML) [GRI 303-5] Water Consumption
Air yang Digunakan
2025 2024 2023
Water Usage
Air yang digunakan kembali dari pengelolaan IPAL
9 8,6 4,4
Water reused from WWTP
Konsumsi Air
310,2 381,8 461,5
Water Consumption
Total Konsumsi Air
319,2 390,4* 465,9*
Total Water Consumption
Catatan | Notes:
• Pengambilan air dari setiap sumber tidak ada yang memiliki >1.000 mg/L Total Padatan Terlarut.
• Data penggunaan air belum diklasifikasikan berdasarkan wilayah dengan stress water.
• Terdapat penyajian kembali untuk data total konsumsi air (2023-2024) yang disesuaikan mengikuti pemutakhiran metode perhitungan pelaporan.
• Terjadi penurunan konsumsi air pada tahun 2025 dibandingkan tahun 2024 yang sejalan dengan upaya peningkatan efisiensi penggunaan air, penguatan sistem pemantauan
konsumsi, serta implementasi inisiatif penghematan air di seluruh operasional.
• Water withdrawals from each source do not exceed 1,000 mg/L of Total Dissolved Solids.
• Water usage data has not been classified by region with water stress.
• There is a restatement for total water consumption (2023-2024) which have been adjusted following updates to the reporting calculation methodology.
• Water consumption decreased in 2025 compared to 2024, in line with efforts to improve water use efficiency, strengthen consumption monitoring systems, and implement
water conservation initiatives across operations.
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06
Caring for Our
People
Caring for Our People
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Caring for Our People
Caring for Our People
Sebagai penyedia layanan kesehatan, keberhasilan operasional As a healthcare provider, Siloam’s operational success is
Siloam sangat ditentukan oleh kualitas, kapasitas, dan ketahanan fundamentally driven by the quality, capacity, and resilience of its
tenaga kerjanya. Di tengah perkembangan industri layanan workforce. Amidst the evolving healthcare industry, the sector
kesehatan, sektor ini juga menghadapi tantangan dalam faces challenges regarding talent availability, both in terms of
ketersediaan talenta, baik tenaga medis maupun kepemimpinan medical professionals and managerial leadership with a deep
manajerial yang memiliki pemahaman kuat terhadap operasional understanding of healthcare operations.
layanan kesehatan.
Menyadari hal tersebut, Siloam memandang pengelolaan sumber Recognizing this, Siloam views human resource management not
daya manusia bukan sekadar fungsi administratif, melainkan merely as an administrative function, but as a strategic factor in
sebagai faktor strategis dalam menjaga kualitas layanan, maintaining service quality, patient safety, and the sustainability
keselamatan pasien, serta keberlanjutan operasional rumah sakit. of hospital operations.
Pendekatan ini sejalan dengan strategi transformasi Next This approach aligns with the Next Generation Siloam (NGS)
Generation Siloam (NGS) yang menempatkan People First transformation strategy, which places “People First” as one of
sebagai salah satu pilar utama. Melalui pendekatan ini, Siloam its core pillars. Through this lens, Siloam strives to build a work
berupaya membangun lingkungan kerja yang memungkinkan environment that enables employees to flourish and grow based
karyawan untuk berkembang dan bertumbuh berdasarkan on competency and merit, while simultaneously strengthening
kompetensi dan merit, sekaligus memperkuat kesiapan organizational readiness to support business transformation.
organisasi dalam mendukung transformasi bisnis.
Pada tahun 2025, sejalan dengan implementasi strategi In 2025, in line with the implementation of the NGS strategy
NGS dan model operasional Supercharging Archetype, and the “Supercharging Archetype” operational model, Siloam
Siloam memfokuskan penguatan fondasi pengelolaan talenta focused on reinforcing the foundations of talent management
melalui dua area utama. Pertama, penguatan pengembangan through two primary areas. First, strengthening workforce
kompetensi tenaga kerja, khususnya pada fungsi keperawatan competency development, particularly within the nursing
yang merupakan lebih dari setengah dari total tenaga kerja function, which represents more than half of the Company’s total
Perseroan. Kedua, penguatan fungsi Human Capital melalui workforce. Second, empowering the Human Capital function
penyelarasan proses kerja serta pemanfaatan sistem digital untuk by aligning work processes and leveraging digital systems
mendukung pengembangan talenta dan kesiapan organisasi. to support talent development and organizational readiness.
Melalui berbagai inisiatif ini, Siloam berupaya memastikan Through these initiatives, Siloam endeavors to ensure that the
bahwa tenaga kerja Perseroan memiliki kapabilitas yang tepat Company’s workforce possesses the right capabilities to meet
untuk mendukung kebutuhan layanan kesehatan yang terus the ever-evolving demands of healthcare services.
berkembang.
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Praktik Ketenagakerjaan [SEOJK F.18][GRI 3-3][GRI 401-1]
Employment Practices
Siloam menempatkan tenaga kerja sebagai faktor kunci dalam Siloam positions its workforce as a key factor in maintaining
menjaga kualitas layanan dan keberlangsungan operasional service quality and hospital operational continuity. Through a
rumah sakit. Melalui pendekatan People First, pengelolaan "People First" approach, employee management is directed
karyawan diarahkan untuk memastikan ketersediaan tenaga toward ensuring the availability of competent medical and non-
profesional medis dan non-medis yang kompeten, berintegritas, medical professionals with high integrity, aligned with the service
dan selaras dengan standar layanan yang diterapkan di seluruh standards implemented across the entire hospital network.
jaringan rumah sakit.
Pendekatan ini bertujuan untuk menjaga konsistensi mutu This approach aims to maintain consistency in clinical service
layanan klinis serta memastikan setiap unit operasional didukung quality and ensure that every operational unit is supported
oleh tenaga kerja yang sesuai dengan kebutuhan layanan dan by a workforce that meets service demands and the specific
karakteristik wilayah operasionalnya. characteristics of its operational area.
Sistem Rekrutmen [GRI 3-3][GRI 401-1] Recruitment System
Siloam menerapkan sistem rekrutmen terpusat guna memastikan Siloam implements a centralized recruitment system to ensure
konsistensi, efisiensi, dan transparansi proses rekrutmen consistency, efficiency, and transparency in the recruitment
di seluruh jaringan rumah sakit. Sistem ini dirancang untuk process across its hospital network. This system is designed
mendukung penempatan talenta yang tepat sesuai dengan to support the placement of the right talent according to
kebutuhan operasional masing-masing segmen layanan dalam the operational needs of each service segment within the
strategi Supercharging Archetype, yang mencakup Premium "Supercharging Archetype" strategy, which includes Premium
Specialist, Premium Generalist, Value Seeker, dan Community Specialist, Premium Generalist, Value Seeker, and Community
Generalist. Melalui pendekatan ini, setiap rumah sakit didukung Generalist. Through this approach, each hospital is supported by
oleh tenaga kerja dengan kompetensi dan pengalaman yang a workforce possessing competencies and experience relevant to
relevan dengan karakteristik layanan dan profil pasien di wilayah the service characteristics and patient profiles in its operational
operasionalnya. region.
Proses rekrutmen dilaksanakan secara menyeluruh dan The recruitment process is conducted comprehensively and
terstruktur, mencakup pencarian kandidat sesuai kebutuhan structurally, covering candidate sourcing according to the
Perseroan, proses seleksi dan wawancara oleh Human Company’s needs, selection and interview processes by Human
Capital (HC) dan Hiring Manager, penawaran kerja (offering), Capital (HC) and Hiring Managers, job offerings, medical check-
pemeriksaan kesehatan, hingga proses on-boarding. ups, and the on-boarding process.
Dalam mendukung pembangunan ekonomi daerah, Siloam In supporting regional economic development, Siloam prioritizes
memprioritaskan penyerapan tenaga kerja lokal di wilayah the recruitment of a local workforce within its operational
operasionalnya, yang pada tahun 2025 mencapai 99.9% dari total areas, which in 2025 reached 99.9% of the total workforce.
tenaga kerja. Pada saat yang sama, Perseroan tetap membuka Simultaneously, the Company maintains opportunities for
peluang bagi tenaga kerja asing untuk posisi spesialis tertentu, foreign workers in specific specialist positions, primarily to
terutama untuk mendukung alih pengetahuan dan penguatan support knowledge transfer and the strengthening of clinical
kompetensi klinis. competencies.
Siloam menerapkan kebijakan nol toleransi terhadap pekerja Siloam enforces a zero-tolerance policy toward child labor,
anak, kerja paksa, dan perdagangan manusia. Verifikasi usia forced labor, and human trafficking. Age and identity verification
dan identitas dilakukan secara ketat sejak tahap administrasi are strictly conducted from the initial administrative stage. Any
awal. Setiap dugaan pelanggaran terhadap standar etika alleged violations of labor ethics standards can be reported
ketenagakerjaan dapat dilaporkan melalui Whistleblowing through the Whistleblowing System (WBS), which is managed
System (WBS) yang dikelola secara independen oleh komite independently by the Whistleblowing Committee.
Whistleblowing.
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Komposisi Tenaga Kerja Berdasarkan Gender [GRI 2-7][GRI 405-1]
Workforce Composition by Gender
Total Tenaga Kerja Persentase Persentase
Total Employees Karyawan Wanita Tenaga Kerja Lokal
Percentage Percentage
of Female Employees of Local Workforce
14.872 70,49% 99,9%
2024 14.616 2024 69,28% 2024 99,8%
2023 14.142 2023 69,08% 2023 99%
Tenaga Kerja – Tenaga Kerja –
Posisi Klinis Posisi Non-Klinis
Employees - Clinical Employees - Non-Clinical
Positions Positions
7.115 7.757
Tenaga medis dan tenaga pendukung Tenaga pendukung operasional
klinis yang berperan langsung dalam dan manajerial yang mendukung
pelayanan pasien. keberlangsungan layanan rumah sakit.
Medical and clinical support staff who Operational and managerial support
play a direct role in patient care. staff who ensure the continuity of
hospital services.
Catatan | Note:
Tenaga kerja lokal adalah tenaga kerja yang merupakan warga negara Indonesia.
Local workforce comprises individuals of Indonesian nationality.
Retensi Karyawan [GRI 401-1] [HC-DY-330a.1][HC-DY-330a.2] Employee Retention
Di tengah tantangan kelangkaan tenaga medis, khususnya dokter Amidst the challenges of medical talent scarcity, particularly
spesialis di Indonesia, Siloam terus memperkuat berbagai inisiatif specialist doctors in Indonesia, Siloam continues to strengthen
untuk mempertahankan talenta dan menjaga stabilitas layanan various initiatives to retain talent and maintain the stability of
klinis di seluruh jaringan rumah sakit dan klinik. clinical services across its entire network of hospitals and clinics.
Strategi retensi karyawan Siloam berfokus pada penguatan Siloam’s employee retention strategy focuses on enhancing
kesejahteraan, kepastian pengembangan karier, serta well-being, ensuring career development certainty, and creating
penciptaan lingkungan kerja yang suportif. Berbagai inisiatif a supportive work environment. Various initiatives supporting
yang mendukung upaya ini mencakup pengelolaan karier these efforts include structured career management through
yang terstruktur melalui evaluasi kinerja dan Individual performance evaluations and Individual Development Plans
Development Plan, pengembangan kompetensi internal bagi (IDP), internal competency development for medical personnel,
tenaga medis, pemberian manfaat dan insentif yang kompetitif, the provision of competitive benefits and incentives, and
serta program keterlibatan dan kesejahteraan karyawan, employee engagement and well-being programs, including the
termasuk Bulan Belajar (Learning Month). “Learning Month.”
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Perekrutan Pekerja Baru dan Perputaran Pekerja Berdasarkan New Employee Recruitment and Employee Turnover by Age
Kelompok Usia dan Jenis Kelamin [GRI 401-1] [HC-DY-330a.1] and Gender Group
Direkrut Recruited
Jumlah Karyawan (2025) Jumlah Karyawan (2024) Jumlah Karyawan (2023)
Number of employees (2025) Number of employees (2024) Number of employees (2023)
Kategori Karyawan
berdasarkan usia Jenis Kelamin Jenis Kelamin Jenis Kelamin
Employee category by Age Gender Gender Gender
Pria Wanita Pria Wanita Pria Wanita
% % Total % % Total % % Total
Male Female Male Female Male Female
Di bawah 30 tahun 520 24.9 1569 75 2.089 512 28 1.343 72 1.855 484 27 1.315 73 1.799
Under 30 years old
30-50 tahun 216 41.6 303 58 519 169 45 204 55 373 142 49 150 51 292
30-50 years old
Diatas 50 tahun 6 31.6 13 68 19 9 82 2 18 11 5 83 1 17 6
Over 50 years old
Total jumlah karyawan 742 28.2 1.885 72 2.627 690 31 1.549 69 2.239 631 30 1.466 70 2.097
Total number of employees
Pergantian Turnover
Jumlah Karyawan (2025) Jumlah Karyawan (2024) Jumlah Karyawan (2023)
Number of employees (2025) Number of employees (2024) Number of employees (2023)
Kategori Karyawan
berdasarkan usia
Jenis Kelamin Jenis Kelamin Jenis Kelamin
Employee Category
Gender Gender Gender
by Age
Pria Wanita Pria Wanita Pria Wanita
% % Total % % Total % % Total
Male Female Male Female Male Female
Di bawah 30 tahun 343 29 852 71 1,195 294 28 756 72 1,050 266 27 718 73 984
Under 30 years old
30-50 tahun 469 42 653 58 1,122 272 39 422 61 694 194 37 330 63 524
30-50 years old
Diatas 50 tahun 41 53 36 47 77 21 43 28 57 49 12 29 29 71 41
Over 50 years old
Total jumlah karyawan 853 36 1,541 64 2,394 587 33 1,206 67 1,793 472 30 1,077 70 1,549
Total number of employees
Perekrutan Pekerja Baru dan Perputaran Pekerja Berdasarkan New Employee Recruitment and Employee Turnover by
Wilayah [GRI 401-1] Region
Direkrut Recruited
Wilayah Persentase % Persentase % Persentase %
2025 2024 2023
Region Percentage % Percentage % Percentage %
Sumatera 340 12,94% 281 12,55% 238 11,35%
Jawa 1.445 0,06% 1.250 55,83% 1.179 56,22%
Kalimantan 202 7,69% 166 7,41% 134 6,39%
Sulawesi 194 7,38% 161 7,19% 112 5,34%
Maluku dan Papua 50 1,90% 42 1,88% 42 2,00%
Bali 396 15,07% 339 15,14% 392 18,69%
Total 2.627 100,00% 2.239 100,00% 2.097 100,00%
Pergantian Turnover
Wilayah Persentase % Persentase % Persentase %
2025 2024 2023
Region Percentage % Percentage % Percentage %
Sumatera 277 11,57% 228 12,72% 188 12,14%
Jawa 1.410 58,90% 1.021 56,94% 913 58,94%
Kalimantan 187 7,81% 130 7,25% 106 6,84%
Sulawesi 170 7,10% 127 7,08% 95 6,13%
Maluku dan Papua 23 0,96% 25 1,39% 17 1,10%
Bali 327 13,66% 262 14,61% 234 15,11%
Total 2.394 100,00% 1.793 100,00% 1.549 100,00%
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Perekrutan Pekerja Baru dan Perputaran Pekerja Berdasarkan New Employee Recruitment and Employee Turnover by
Jenis Pekerjaan [GRI 401-1][HC-DY-330a.1] Employment Type
Direkrut Recruited
Wilayah Persentase % Persentase % Persentase %
2025 2024 2023
Region Percentage % Percentage % Percentage %
Dokter 236 14,35% 195 16,47% 186 18,84%
Tenaga Kesehatan Non-Dokter 1.409 85,65% 989 83,53% 801 81,16%
Total 1.645 100,00% 1.184 100,00% 987 100,00%
Pergantian Turnover
Wilayah Persentase % Persentase % Persentase %
2025 2024 2023
Region Percentage % Percentage % Percentage %
Dokter 207 15,66% 198 16,61% 190 19,17%
Tenaga Kesehatan Non-Dokter 1.115 84,34% 994 83,39% 801 80,83%
Total 1.322 100,00% 1192 100,00% 991 100,00%
Tingkat Perekrutan Karyawan Baru dan Perputaran Karyawan Employee Recruitment and Turnover Rate
[GRI 401-1]
Direkrut Recruited
Jumlah (%)
Tingkat perekrutan karyawan baru oleh dokter dan non-dokter* Number (%)
Rate of new employee hires by physicians dan non-physician*
2025 2024 2023
Di bawah 30 tahun
14,2% 12,9% 13%
Under 30 years old
30-50 tahun
3,5% 2,6% 2,1%
30-50 years old
Diatas 50 tahun
0,1% 0,1% 0%
Over 50 years old
Total 17,8% 15,6% 15,2%
Pergantian Turnover
Jumlah (%)
Tingkat perekrutan karyawan baru oleh dokter dan non-dokter* Number (%)
Rate of new employee hires by physicians dan non-physician*
2025 2024 2023
Di bawah 30 tahun
8,1% 7,3% 7,1%
Under 30 years old
30-50 tahun
7,6% 4,8% 3,8%
30-50 years old
Diatas 50 tahun
0,5% 0,3% 0,3%
Over 50 years old
Total 16,2% 12,5% 11,2%
Catatan | Notes:
Terdapat penyajian kembali untuk data perekrutan dan perputaran karyawan (2023-2024) yang disesuaikan mengikuti pemutakhiran metode perhitungan.pelaporan.
There is a restatement for employee recruitment and turnover (2023-2024) which have been adjusted following updates to the reporting calculation methodology.
Peningkatan tingkat turnover karyawan pada periode pelaporan The increase in employee turnover during the reporting period
terutama dipengaruhi oleh dinamika tenaga kerja, termasuk was primarily influenced by workforce dynamics, including
pergerakan karyawan pada kelompok usia tertentu, kebutuhan employee movement within certain age groups, operational
operasional, serta faktor alami seperti pengunduran diri dan needs, as well as natural factors such as resignations and
pensiun. retirement.
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Caring for Our Environment Caring for Our People Caring for Our Community
Kesejahteraan Karyawan Kami [SEOJK F.21][GRI 401-2][GRI 403-6]
Our Employee Wellbeing
Dalam mendukung keberlangsungan layanan kesehatan yang In supporting the continuity of quality healthcare services, Siloam
berkualitas, Siloam menempatkan kesejahteraan karyawan places employee well-being as a vital factor in maintaining
sebagai faktor penting dalam menjaga kesiapan fisik dan mental the physical and mental readiness of its workforce. Well-being
tenaga kerja. Pengelolaan kesejahteraan karyawan diarahkan management is directed toward creating a safe, fair, and
untuk menciptakan lingkungan kerja yang aman, adil, dan supportive work environment, while simultaneously mitigating
suportif, sekaligus memitigasi risiko kelelahan kerja yang dapat the risk of burnout that may arise in hospital operational
timbul dalam aktivitas operasional rumah sakit. Pendekatan activities. This approach is realized through policies and programs
ini diwujudkan melalui kebijakan dan program yang mencakup encompassing the protection of labor rights, the provision of
perlindungan hak ketenagakerjaan, penyediaan manfaat competitive benefits, and support for work-life balance, as part
yang kompetitif, serta dukungan terhadap keseimbangan of sustainable talent management.
kehidupan kerja, sebagai bagian dari pengelolaan talenta yang
berkelanjutan.
Keberagaman, Kesetaraan, Inklusi, dan Hak Asasi Diversity, Equity, Inclusion & Human Rights
Manusia [SEOJK F.18][GRI 3-3][GRI 405-1][GRI 406-1][GRI 405-2][GRI 2-23]
[GRI 2-30]
Siloam berkomitmen untuk membangun lingkungan kerja yang Siloam is committed to fostering an inclusive, equitable, and
inklusif, setara, dan beragam yang berlandaskan prinsip keadilan, diverse workplace grounded in fairness, dignity, and mutual
martabat, dan saling menghormati. Komitmen ini diwujudkan respect. This commitment is embedded in labour practices that
melalui praktik ketenagakerjaan yang menjunjung kesetaraan uphold equal opportunity, protection of employee rights, and
kesempatan, perlindungan hak karyawan, serta hubungan transparent industrial relations, and is reinforced through an Anti
industrial yang transparan, dan diperkuat melalui Kebijakan Anti Discrimination Policy integrated into the Company Regulations
Diskriminasi yang terintegrasi dalam Peraturan Perusahaan dan and Code of Conduct.
Kode Etik.
Siloam percaya akan pendekatan berbasis merit secara ketat Siloam believes a strictly merit based approach in talent
dalam pengelolaan talenta, promosi, dan pengembangan management, promotion, and professional development.
professional. Lebih lanjut, selaras dengan standar tertinggi Furthermore, in accordance with the highest standards of clinical
keunggulan klinis dan keselamatan pasien, pendekatan yang excellence and patient safety, this people-focused approach is
berfokus pada sumber daya manusia ini diterapkan sejalan implemented in alignment with hospital standard operating
dengan standar operasional prosedur rumah sakit serta procedures and patient care requirements. This ensures that
kebutuhan pelayanan pasien, sehingga keberagaman dan diversity and inclusion support the integrity, reliability, and
2025 Sustainability Report | PT Siloam International Hospitals Tbk 137
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
inklusi mendukung integritas, keandalan, dan kualitas layanan quality of healthcare services across Siloam’s operations in this
kesehatan di seluruh operasional Siloam di nusantara, Indonesia. archipelago, Indonesia.
• Kesetaraan Upah dan Remunerasi: Siloam menerapkan • Equal Pay and Remuneration: Siloam implements a
kebijakan remunerasi yang transparan dan berbasis pada remuneration policy based on competency, roles, and
kompetensi dan tanggung jawab, di mana standar upah tidak job responsibilities, regardless of gender. This approach
dibedakan berdasarkan gender. Perseroan secara konsisten supports the creation of pay equity between male and
mematuhi ketentuan upah minimum yang berlaku di setiap female employees in comparable positions. The Company
wilayah operasional sesuai dengan peraturan perundang- consistently complies with the prevailing minimum wage
undangan yang berlaku. requirements in each operational region in accordance with
applicable laws and regulations.
• Transparansi Kebijakan: Kebijakan perilaku inklusif dan anti- • Policy Transparency: Inclusive behavior and anti-
diskriminasi terdokumentasi dalam Peraturan Perusahaan discrimination policies are documented in the Company
(PP) dan Kode Etik. Akses terhadap dokumen ini disediakan Regulations (PP) and the Code of Conduct. Access to these
bagi seluruh staf melalui sistem HC Portal guna menjamin documents is provided to all staff through the HC Portal
transparansi hak asasi manusia di lingkungan kerja. system to ensure the transparency of human rights in the
workplace.
• Dialog dan Hubungan Industrial: Kami menyediakan ruang • Dialogue and Industrial Relations: We provide channels
komunikasi dua arah melalui forum rutin seperti Town for two-way communication through regular forums, such
Hall untuk menyerap aspirasi dan tantangan di lapangan. as Town Halls, to gather aspirations and address field
Pada 2025, kami melakukan 2 kali sesi Town Hall. challenges. In 2025, we conducted two Town Hall sessions.
Saat ini, 100% karyawan Siloam dilindungi oleh Peraturan Currently, 100% of Siloam employees are protected by
Perusahaan yang menjamin kepastian syarat dan ketentuan Company Regulations that guarantee the certainty of
kerja. employment terms and conditions.
Persentase Karyawan yang Mengikuti Sosialisasi Kode Percentage of Employees Participating in Code of Conduct
Etik, termasuk Hak Asasi Manusia, Anti-Diskriminasi, Socialization, including Human Rights, Anti-Discrimination,
Anti-Pelecehan, dan Anti-Korupsi [GRI 205-2][GRI 412-2] Anti-Harassment, and Anti-Corruption
Indikator
2025 2024 2023
Indicator
Jumlah peserta pelatihan kode etik
13.829 13.840 13.175
Number of Code of Conduct training participants
Persentase penyelesaian pelatihan
99,24% 100,00% 99,50%
Percentage completion
Kasus Diskriminasi Discrimination Cases
Indikator
2025 2024 2023
Indicator
Jumlah Kasus Diskriminasi Dilaporkan
0 0 0
Number of Discrimination Cases Reported
Jumlah Kasus Diskriminasi Terselesaikan
0 0 0
Number of Discrimination Cases Resolved
Kasus Pelecehan di Tempat Kerja Workplace Harassment Cases
Indikator
2025 2024 2023
Indicator
Jumlah Kasus Pelecehan Dilaporkan
0 0 0
Number of Harassment Cases Reported
Jumlah Kasus Pelecehan Terselesaikan
0 0 0
Number of Harassment Cases Resolved
Kasus Pekerja Anak di Tempat Kerja [GRI 408-1][GRI409-1] [SEOJK F.19] Child Labor Cases
Indikator
2025 2024 2023
Indicator
Jumlah Kasus Pekerja Anak Dilaporkan
0 0 0
Number of Child Labor Cases Reported
Jumlah Kasus Pekerja Anak Terselesaikan
0 0 0
Number of Child Labor Cases Resolved
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Caring for Our Environment Caring for Our People Caring for Our Community
Pencegahan Pekerja Anak dan Kerja Paksa [GRI 408-1][GRI Prevention of Child Labor and Forced Labor
409-1]
Perseroan berkomitmen untuk memastikan bahwa seluruh The Company is committed to ensuring that all operations and
kegiatan operasional dan hubungan bisnis bebas dari business relationships are free from child labor and forced labor
praktik pekerja anak maupun kerja paksa. Komitmen ini practices. This commitment is implemented through employment
diimplementasikan melalui kebijakan ketenagakerjaan, Kode policies, the Company’s Code of Conduct, and a sustainable
Etik Perusahaan, serta kebijakan pengadaan berkelanjutan yang procurement policy that requires compliance with applicable
mewajibkan kepatuhan terhadap peraturan ketenagakerjaan dan labor regulations and respect for human rights.
penghormatan terhadap hak asasi manusia.
Sebagai bagian dari proses identifikasi dan pencegahan risiko, As part of the risk identification and prevention process, the
Perseroan menerapkan mekanisme penyaringan dalam proses Company applies screening mechanisms in its recruitment
rekrutmen melalui verifikasi dokumen identitas resmi untuk procedures by verifying official identification documents to
memastikan bahwa seluruh calon karyawan telah memenuhi batas ensure that all prospective employees meet the minimum legal
usia minimum bekerja sesuai dengan peraturan yang berlaku. working age in accordance with applicable regulations. All
Seluruh hubungan kerja juga didasarkan pada perjanjian kerja employment relationships are also established voluntarily and
tertulis yang dilakukan secara sukarela dan transparan, tanpa formalized through written employment agreements that clearly
adanya unsur paksaan atau pembatasan kebebasan pekerja. outline roles, responsibilities, and employment terms without
any form of coercion or restriction of workers’ freedom.
Penilaian risiko juga mempertimbangkan karakteristik operasional The risk assessment also considers the nature of the Company’s
Perseroan di sektor layanan kesehatan yang tunduk pada operations in the healthcare sector, which is subject to strict labor
regulasi ketenagakerjaan yang ketat, serta penerapan proses regulations, as well as the implementation of internal monitoring
pemantauan internal terhadap praktik ketenagakerjaan. Prinsip processes related to labor practices. The same principles are
yang sama juga diterapkan kepada pemasok dan mitra usaha applied to suppliers and business partners through contractual
melalui ketentuan dalam kerja sama bisnis yang mengharuskan requirements that mandate compliance with applicable labor
kepatuhan terhadap standar ketenagakerjaan yang berlaku. standards. In addition, the Company provides a whistleblowing
Selain itu, Perseroan menyediakan mekanisme pelaporan melalui mechanism that allows employees and stakeholders to report
sistem whistleblowing untuk melaporkan dugaan pelanggaran suspected violations related to labor practices.
terkait praktik ketenagakerjaan.
Berdasarkan proses pemantauan dan penelaahan internal selama Based on the internal monitoring and review conducted during
periode pelaporan, tidak terdapat operasi maupun pemasok the reporting period, no operations or suppliers were identified
yang diidentifikasi memiliki risiko signifikan terkait insiden as having significant risks related to incidents of child labor or
pekerja anak maupun kerja paksa. forced or compulsory labor.
Rasio Upah Perempuan terhadap Laki-laki [SEOJK F.18][GRI 405-2] Female to Male Pay Ratio
Indikator
2025 2024 2023
Indicator
Rasio Upah Perempuan : Laki-laki
1:1 1:1 1:1
Female : Male Pay Ratio
Jumlah Karyawan Berdasarkan Level Jabatan dan Jenis Number of Employees by Position Level and
Kelamin [SEOJK F.18][GRI 2-7][GRI 405-1] Gender
Uraian 2025 2025 2024 2024 2023 2023
Position Level Male Female Male Female Male Female
Staff 3.614 9.250 3.724 8.985 3.666 8.701
Supervisor 386 649 376 608 352 562
Manager 239 391 235 357 214 338
Executives 143 193 148 176 138 168
Direksi
7 0 7 0 5 2
Board of Directors
Catatan | Note:
Tidak terdapat fluktuasi yang signifikan pada jumlah karyawan selama periode pelaporan.
There was no significant fluctuation in the number of employees during the reporting period.
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Keberagaman Manajemen Berdasarkan Jenis Kelamin [GRI 405-1] Management Diversity Based on Age
Tipe Manajemen Perseroan 2025 2025 2025 2024 2024 2024 2023 2023 2023
Management Category Total Male Female Total Male Female Total Male Female
Komisaris
5 4 1 5 4 1 5 4 1
Board of Commissioners
Direksi
7 7 0 7 7 0 7 7 0
Board of Directors
Keberagaman Manajemen Berdasarkan Usia [GRI 405-1] Management Diversity Based on Age
2025 2024 2023
Perseroan <30 Tahun 30–50 >50 Tahun <30 Tahun 30–50 >50 Tahun <30 Tahun 30–50 >50 Tahun
Company / Years Tahun / / Years / Years Tahun / / Years / Years Tahun / / Years
Years Years Years
Komisaris 0 0 5 0 0 5 0 1 4
Board of Commissioners
Direksi 0 3 4 0 3 4 0 1 6
Board of Directors
Keberagaman Karyawan Menurut Kelompok Usia Berdasarkan Employee Diversity by Age Group and Gender
Jenis Kelamin [GRI 405-1]
2025 2024 2023
Kelompok Usia
Age Group Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
< 30 tahun/years 1.700 5.314 1.811 5.279 1.869 5.309
30–50 tahun/years 2.532 4.916 2.516 4.621 2.361 4.243
> 50 tahun/years 157 253 163 226 143 217
Total Karyawan
4.389 10.483 4.490 10.126 4.373 9.769
Total Employees
Manfaat Karyawan [GRI 401-2] Employee Benefits
Siloam juga berkomitmen memenuhi ketentuan upah minimum Siloam is committed to complying with the minimum wage
yang ditetapkan oleh Pemerintah Daerah di setiap wilayah regulations established by Local Governments in each hospital’s
operasional rumah sakit. Perseroan memastikan bahwa upah operational area. The Company ensures that the lowest wage
karyawan terendah yang diterima telah memenuhi atau berada di received by employees meets or exceeds the prevailing minimum
atas standar upah minimum yang berlaku di wilayah operasional wage standards in each hospital’s respective operational region.
masing-masing rumah sakit.
Struktur remunerasi Perseroan ditetapkan berdasarkan tanggung The Company’s remuneration structure is determined based on
jawab pekerjaan, kompetensi, pengalaman, serta kinerja individu. job responsibilities, competencies, experience, and individual
Dalam praktiknya, Perseroan menerapkan struktur penggajian performance. In practice, the Company applies a salary structure
yang disesuaikan dengan jenjang jabatan dan tanggung jawab aligned with job grades and roles, while also considering industry
pekerjaan, serta mempertimbangkan standar remunerasi industri remuneration standards and labor market conditions. Through
dan kondisi pasar tenaga kerja. Dengan pendekatan tersebut, this approach, employee wage levels are generally set above
tingkat upah karyawan pada umumnya berada di atas upah the government-mandated minimum wage in each operational
minimum yang ditetapkan pemerintah di masing-masing wilayah region.
operasional.
Perbedaan tingkat remunerasi yang mungkin terjadi antara Any differences in remuneration levels among employees reflect
karyawan mencerminkan variasi dalam faktor-faktor tersebut, variations in these factors, such as job position, tenure, and
seperti posisi jabatan, masa kerja, dan pencapaian kinerja, serta performance achievements, rather than gender.
bukan disebabkan oleh perbedaan gender.
Komitmen ini merupakan bagian dari upaya Siloam dalam This commitment is part of Siloam’s efforts to maintain fair labor
menjaga praktik ketenagakerjaan yang adil serta memastikan practices and ensure basic well-being for all employees.
kesejahteraan dasar bagi seluruh karyawan.
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Caring for Our Environment Caring for Our People Caring for Our Community
Berikut adalah perbandingan antara upah minimum regional The following table presents a comparison between the regional
dengan upah karyawan terendah Perseroan pada tahun minimum wage and the Company’s lowest employee wage for
pelaporan. the reporting year.
Perbandingan Upah Minimum Regional dan Upah Karyawan Comparison of Regional Minimum Wage and Lowest
Terendah [SEOJK F.20][GRI 202-1] Employee Salary
Tahun Kota/Kab. Upah Minimum Upah Karyawan Tingkat Terendah Persentase
Year City/Regency Wage Lowest Level Employee Wages Percentage
SHLV Kab. Tangerang Rp4.901.117 Rp4.901.500 100%
MRCCC Jakarta Rp5.397.761 Rp5.398.000 100%
SHKJ Jakarta Rp5.397.761 Rp5.398.000 100%
SHTB Jakarta Rp5.397.761 Rp5.398.000 100%
SHH Depok Rp5.195.722 Rp5.196.000 100%
ASRI Jakarta Rp5.397.761 Rp5.398.000 100%
RSUS Kab. Tangerang Rp4.901.117 Rp4.901.500 100%
RSUS KD Kab. Tangerang Rp4.901.117 Rp4.901.500 100%
SHMA Jakarta Rp5.397.761 Rp5.398.000 100%
SHAG Jakarta Rp5.397.761 Rp5.398.000 100%
SHHO Kab. Tangerang Rp4.901.117 Rp4.901.500 100%
SHLC Kab. Bekasi Rp5.558.515 Rp5.559.000 100%
SHBS Kota Bekasi Rp5.690.753 Rp5.691.000 100%
SHCB Kota Cirebon Rp2.697.685 Rp2.698.000 100%
SHPW Purwakarta Rp4.792.253 Rp4.792.500 100%
SHBT Kota Bekasi Rp5.690.753 Rp5.691.000 100%
SHST Kota Bekasi Rp5.690.753 Rp5.691.000 100%
SHBG Kota Bogor Rp5.126.897 Rp5.127.000 100%
SHYG Yogyakarta Rp2.655.042 Rp2.655.500 100%
SHSR Kota Semarang Rp3.454.827 Rp3.455.000 100%
RSU SW Kab. Magelang Rp2.467.488 Rp2.467.500 100%
SHSB Surabaya Rp4.961.753 Rp4.962.000 100%
SHDP Kab. Badung Rp3.534.339 Rp3.534.500 100%
SHMT Mataram Rp2.859.620 Rp2.860.000 100%
BIMC Kuta Kab. Badung Rp3.534.339 Rp3.534.500 100%
BIMC Nusa Dua Kab. Badung Rp3.534.339 Rp3.534.500 100%
SHKP Kupang Rp2.396.696 Rp2.397.000 100%
SHLB Labuan Bajo Rp2.328.969 Rp2.329.000 100%
SHJR Jember Rp2.838.642 Rp2.839.000 100%
SHAB Ambon Rp3.185.733 Rp3.186.000 100%
SHBP Balikpapan Rp3.701.509 Rp3.702.000 100%
SHMN Manado Rp3.824.264 Rp3.824.500 100%
SHMK Makassar Rp3.880.137 Rp3.880.500 100%
SHBN Buton Rp3.073.551 Rp3.074.000 100%
SHPR Palangkaraya Rp3.525.154 Rp3.525.500 100%
SHPD Manado Rp3.824.264 Rp3.824.500 100%
SHBJ Kota Banjarmasin Rp3.599.182 Rp3.599.500 100%
SHJB Jambi Rp3.607.223 Rp3.607.500 100%
SHPL Palembang Rp3.916.635 Rp3.917.000 100%
SHMD Medan Rp4.014.072 Rp4.014.500 100%
SHBB Bangka Rp3.876.600 Rp3.877.000 100%
SHLL Lubuk Linggau Rp3.681.571 Rp3.682.000 100%
2025 Sustainability Report | PT Siloam International Hospitals Tbk 141
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Kepatuhan Upah Minimum Karyawan Employee Compliance with Minimum Wage Regulation
Indikator
2025 2024 2023
Indicator
Persentase karyawan dengan upah di atas atau setara upah minimum 100% 100% 100%
Percentage of employees earning equal to or above minimum wage
Kami memberikan apresiasi atas kontribusi tenaga kerja melalui We provide appreciation for our workforce’s contributions
paket manfaat komprehensif untuk mendukung stabilitas through a comprehensive benefits package designed to support
ekonomi dan kesehatan jangka panjang bagi karyawan beserta the economic stability and long-term health of our employees
keluarganya. and their families.
• Jaminan Kesehatan Terpadu: Seluruh karyawan tetap • Integrated Health Security: All permanent employees
difasilitasi jaminan kesehatan mencakup rawat inap, rawat are provided with health insurance covering inpatient,
jalan, dan bantuan optikal melalui skema asuransi swasta outpatient, and optical assistance through both private
maupun BPJS Kesehatan. insurance schemes and BPJS Kesehatan (National Health
Insurance).
• Insentif Khusus Tenaga Medis: Selain tunjangan tetap, kami • Special Medical Incentives: In addition to fixed allowances,
menyediakan insentif yang disesuaikan dengan kontribusi we provide incentives tailored to clinical contributions, such
klinis, seperti on-call allowance dan tunjangan jaga malam as on-call allowances and night-shift differentials for medical
bagi tenaga medis. personnel.
• Penghargaan Loyalitas Melalui Saham: Sebagai bentuk • Loyalty Recognition Through Shares: As a form of
apresiasi atas kontribusi terhadap pertumbuhan grup, appreciation for their contribution to the group’s growth,
Siloam memberikan opsi kepemilikan saham melalui program Siloam offers stock ownership options through the
Management and Employee Stock Option Program (MESOP) Management and Employee Stock Option Program (MESOP)
bagi individu yang memenuhi kriteria strategis. for individuals meeting strategic criteria.
• Dukungan Keseimbangan Hidup: Kami menghormati hak • Work-Life Balance Support: We respect maternity and
cuti melahirkan bagi karyawan perempuan dan laki-laki, paternity leave rights for both female and male employees,
dengan pemantauan tingkat retensi kembali bekerja untuk while monitoring return-to-work retention rates to ensure
memastikan dukungan transisi keluarga yang memadai. adequate family transition support.
Setiap karyawan tetap Siloam memperoleh jaminan kesehatan Every permanent Siloam employee receives health insurance
dengan cakupan manfaat yang disesuaikan dengan jenjang with benefit coverage tailored to their job level. These facilities
jabatan. Fasilitas tersebut mencakup layanan rawat inap, rawat include inpatient, outpatient, and optical/eyewear benefits,
jalan, serta manfaat optikal/kacamata, yang disediakan melalui provided through private insurance schemes and/or BPJS
skema asuransi swasta dan/atau BPJS Kesehatan. Kesehatan.
Cakupan Jaminan Kesehatan Karyawan Tetap Permanent Employee Health Insurance Coverage
Indikator
2025 2024 2023
Indicator
Persentase Karyawan Tetap yang Mendapatkan Jaminan Kesehatan 100% 100% 100%
Percentage of Permanent Employees Receiving Health Insurance Coverage
Selain jaminan kesehatan, Siloam menerapkan paket remunerasi In addition to health insurance, Siloam implements a
dan skema penghargaan yang mengacu pada regulasi remuneration package and recognition schemes that reference
ketenagakerjaan serta praktik terbaik industri. Komponen labor regulations and industry best practices. Remuneration
remunerasi dirancang sesuai dengan fungsi dan tanggung components are designed in accordance with job functions
jawab jabatan, serta ditujukan untuk mendukung kesejahteraan and responsibilities, aimed at supporting sustainable employee
karyawan secara berkelanjutan. well-being.
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Manfaat yang Diberikan kepada Karyawan Tetap dan Tidak Benefits Provided to Permanent and Non-Permanent
Tetap [GRI 401-2] Employees
Jenis Manfaat Karyawan Tetap Karyawan Kontrak
Types of Benefits Permanent Employees Non-Permanent Employees
Perawatan Kesehatan
√ √
Health Care
Cuti Melahirkan
√ √
Parental Leave
Kepemilikan Saham
√ √
Stock Ownership
Tunjangan Cuti
√ √
Leave Allowance
Tunjangan Hari Raya Keagamaan
√ √
Religious Holiday Allowance
Santunan Pernikahan/Kelahiran/Kematian
√ √
Marriage/Birth/Death Compensation
Jumlah Karyawan yang Mengambil Cuti Melahirkan pada Number of Employees Taking Maternity Leave in 2025
2025 [GRI 401-3]
Indikator Laki-laki Perempuan
Total
Indicator Male Female
Jumlah karyawan yang berhak mendapat cuti melahirkan 2.814 5.127 7.941
Total number of employees entitled to parental leave
Jumlah karyawan yang mengambil cuti melahirkan 242 563 805
Total number of employees who took parental leave
Jumlah karyawan yang kembali bekerja pada periode pelaporan setelah cuti melahirkan 242 559 801
berakhir
Total number of employees that returned to work in the reporting period after parental leave
ended
Jumlah karyawan yang kembali bekerja setelah cuti melahirkan berakhir dan masih bekerja 12 225 501 726
bulan setelah kembali bekerja
Total number of employees that returned to work after parental leave ended that were still
employed 12 months after their return to work
Tingkat kembali bekerja karyawan yang mengambil cuti melahirkan (%) 100,00 99,29 99,50
Return to work rate of employees that took parental leave
Tingkat retensi karyawan yang mengambil cuti melahirkan (%) 92,98 89,62 90,64
Retention rate of employees that took parental leave
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Keselamatan dan Kesehatan Kerja (K3) [SEOJK F.21][GRI 3-3][GRI 403-1][HC-DY-320a.1]
Employee Occupational Health and Safety (OHS)
Siloam menempatkan Keselamatan dan Kesehatan Kerja (K3) Siloam positions Occupational Health and Safety (OHS) as a key
sebagai elemen kunci dalam mendukung keunggulan operasional element in supporting operational excellence and workforce
dan ketahanan tenaga kerja di seluruh jaringan rumah sakit. resilience across its hospital network. Within the operational
Dalam sistem operasional, manajemen keselamatan diarahkan system, safety management is directed toward systematically
untuk secara sistematis memitigasi risiko fisik dan mental tenaga mitigating the physical and mental risks of the workforce to
kerja, guna menjaga stabilitas dan kualitas layanan klinis bagi maintain the stability and quality of clinical services for patients.
pasien. Pendekatan ini mencakup pemanfaatan sistem digital This approach includes leveraging digital systems to accelerate
untuk mempercepat respons terhadap insiden, serta penguatan incident response and strengthening daily safety practices to
praktik keselamatan harian yang mendukung pencapaian dan consistently achieve and maintain a zero-fatality performance,
pemeliharaan kinerja zero fatality secara konsistenn, sekaligus while ensuring a safe and healthy working environment for all
memastikan lingkungan kerja yang aman dan sehat bagi seluruh employees.
tenaga kerja.
Dalam konteks tersebut, Siloam mengimplementasikan program In this context, Siloam implements the #SayaSIAP program as
#SayaSIAP sebagai program penguatan perilaku kerja yang an initiative to reinforce work behaviors that support a patient-
mendukung pendekatan pelayanan berpusat pada pasien centered service approach while strengthening operational
sekaligus memperkuat kesiapsiagaan operasional. Program ini readiness. This program serves as a behavioral reference for the
menjadi acuan perilaku tenaga kerja melalui empat prinsip utama workforce through four core principles Sigap (Prompt), Informatif
yaitu Sigap, Informatif, Apresiasi, dan Peduli yang diterapkan (Informative), Apresiasi (Appreciative), and Peduli (Caring) which
dalam aktivitas layanan dan operasional sehari-hari. are applied in daily service and operational activities.
#SayaSIAP
S I A P
Sigap Informatif Apresiasi Peduli
Responsive Informative Appreciation Caring
Memberikan pelayanan Memberikan informasi yang Menunjukkan rasa hormat Menunjukkan tingkat
terbaik bagi siapa saja, kapan akurat dan dapat diandalkan. kepada sesama kolega dan kepedulian yang tinggi
pun dan di mana pun. Providing accurate and pasien. untuk mewujudkan budaya
Providing the best service reliable information. Showing respect for fellow kebersamaan.
for anyone, anytime and colleagues and patients. Showing a high level of
anywhere. concern to realize a culture
of togetherness.
Penerapan prinsip SayaSIAP mendukung kualitas dan keselamatan The implementation of the #SayaSIAP principles supports service
layanan, penguatan budaya kerja, efektivitas operasional, serta quality and safety, the reinforcement of work culture, operational
keberlanjutan kinerja rumah sakit, sebagaimana tercermin dalam effectiveness, and the sustainability of hospital performance,
pengelolaan mutu dan keselamatan pasien, pengembangan as reflected in patient safety and quality management, human
SDM, efisiensi proses, dan ketahanan finansial layanan. resource development, process efficiency, and the financial
resilience of services.
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Sistem Manajemen dan Tata Kelola Keselamatan Kerja Occupational Health and Safety Management and
[GRI 403-1][GRI 403-4] Governance System
Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3) The Occupational Health and Safety Management System at
di Siloam telah diterapkan di seluruh unit rumah sakit dengan Siloam has been implemented across all hospital units, covering
cakupan perlindungan terhadap 100% tenaga kerja, termasuk 100% of the workforce, including permanent employees and
karyawan dan pekerja alih daya. Sistem ini dirancang dan outsourced workers. This system is designed and executed
dijalankan untuk memenuhi ketentuan regulasi nasional, to comply with national regulatory requirements, including
termasuk Peraturan Pemerintah No. 50 Tahun 2012 tentang Government Regulation No. 50 of 2012 concerning the
Penerapan SMK3, serta peraturan menteri terkait keselamatan Implementation of SMK3, as well as ministerial regulations
dan kesehatan kerja di fasilitas pelayanan kesehatan. Penerapan regarding health and safety in healthcare facilities. The
SMK3 tersebut menjadi bagian dari komitmen Perseroan dalam implementation of SMK3 is part of the Company’s commitment
memastikan kepatuhan terhadap regulasi serta perlindungan to ensuring regulatory compliance and comprehensive protection
menyeluruh bagi tenaga kerja di seluruh jaringan operasional. for the workforce across its entire operational network.
Keterlibatan tenaga kerja dalam pengelolaan K3 difasilitasi Workforce involvement in OHS management is facilitated
melalui pembentukan Panitia Pembina Keselamatan dan through the establishment of the Occupational Health and Safety
Kesehatan Kerja (P2K3) di setiap unit operasional. Komite ini Committee in every operational unit. This committee serves as a
menjadi mekanisme formal untuk konsultasi dan komunikasi formal mechanism for consultation and communication on OHS
isu K3, dengan rapat yang diselenggarakan secara triwulanan issues, with meetings held quarterly to review the implementation
guna meninjau implementasi program keselamatan dan of safety programs and follow up on risk assessment results.
menindaklanjuti hasil penilaian risiko.
Cakupan Tenaga Kerja dalam Sistem Manajemen Keselamatan Workforce Coverage under Occupational Health and Safety
dan Kesehatan Kerja (SMK3) [GRI 403-1][GRI 403-4] [GRI 403-8] Management System (SMK3)
Indikator
2025 2024 2023
Indicator
Persentase tenaga kerja yang tercakup dalam SMK3 100% 100% 100%
Percentage of workforce covered under SMK3
Pengelolaan dan Mitigasi Risiko Keselamatan Kerja Occupational Safety Risk Management and Mitigation
[GRI 403-2][GRI 403-6][GRI 403-7]
Dalam pengelolaan keselamatan kerja, Siloam menerapkan In managing occupational safety, Siloam implements a structured
proses identifikasi bahaya, penilaian risiko, dan investigasi insiden and documented process for hazard identification, risk
yang terstruktur dan terdokumentasi di seluruh unit rumah assessment, and incident investigation across all hospital units.
sakit. Pendekatan ini dirancang untuk memastikan bahwa risiko This approach is designed to ensure that occupational safety
keselamatan kerja diidentifikasi secara sistematis, dikelola secara risks are systematically identified, consistently managed, and
konsisten, dan ditindaklanjuti melalui mekanisme pengendalian addressed through clear control mechanisms.
yang jelas.
Identifikasi dan penilaian risiko dilakukan menggunakan Hazard Hazard identification and risk assessment are conducted using
Vulnerability Assessment (HVA) yang ditinjau secara dua kali the Hazard Vulnerability Assessment (HVA), which is reviewed
dalam setahun, yaitu pada bulan Maret dan September. Hasil twice a year, specifically in March and September. The results of
penilaian HVA digunakan untuk menetapkan prioritas risiko the HVA are used to prioritize occupational safety risks in each
keselamatan kerja di masing-masing unit rumah sakit dan menjadi hospital unit and serve as the foundation for developing risk
dasar penyusunan program manajemen risiko. Implementasi management programs. The implementation of these programs
program tersebut dievaluasi secara triwulanan untuk memastikan is evaluated on a quarterly basis to ensure the effectiveness of
efektivitas pengendalian yang diterapkan. the controls put in place.
Proses identifikasi bahaya terkait pekerjaan, penilaian risiko, serta The process of occupational hazard identification, risk
investigasi insiden di Siloam dijalankan melalui tahapan yang assessment, and incident investigation at Siloam is executed
terstruktur dan terdokumentasi, dilakukan melalui beberapa through structured and documented stages, conducted in
tahap: several phases:
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1 2 3 4 5 6
Identifikasi bahaya Sosialisasi dan Penyusunan dan Pelaporan risiko Perizinan Investigasi insiden
dan penilaian risiko, pelatihan, evaluasi program dan insiden, untuk pekerjaan hingga penetapan
Hazard identification Socialization and manajemen risiko, Risk and incident berisiko, dan akar penyebab.
and risk assessment, training, Development reporting, Permitting for Incident investigation,
and evaluation of high-risk work, and including root cause
risk management analysis.
programs,
Rekor MURI untuk Pelatihan Bantuan
Hidup Dasar (BHD) [GRI 403-5]
Sebagai bagian dari komitmen untuk meningkatkan
kesiapsiagaan keselamatan di masyarakat dan
lingkungan kerja, Siloam International Hospitals
menyelenggarakan pelatihan Bantuan Hidup Dasar
(BHD) secara luas di berbagai wilayah operasional.
Program ini memberikan pelatihan keterampilan
penanganan darurat, termasuk Resusitasi Jantung
Paru (RJP/CPR) dan penggunaan Automated
External Defibrillator (AED).
Pada tahun 2025, program ini melibatkan 9.351 peserta dari berbagai kalangan, termasuk komunitas, institusi
pendidikan, perusahaan, organisasi keagamaan, hingga karyawan Siloam. Pelatihan dilaksanakan oleh 41 rumah
sakit Siloam di seluruh Indonesia sepanjang Juli–September 2025.
Atas inisiatif tersebut, Siloam memperoleh penghargaan dari Museum Rekor-Dunia Indonesia (MURI) untuk kategori
Pelatihan Bantuan Hidup Dasar secara seri dengan jumlah peserta terbanyak. Pencapaian ini mencerminkan
komitmen Perseroan dalam memperluas edukasi keselamatan kesehatan serta meningkatkan kapasitas masyarakat
dalam memberikan pertolongan pertama pada kondisi darurat medis.
MURI Record for Basic Life Support (BLS) Training
As part of its commitment to enhancing safety preparedness within the community and the workplace, Siloam International
Hospitals organized extensive Basic Life Support (BLS) training across various operational regions. This program provided
training in emergency response skills, including Cardiopulmonary Resuscitation (CPR) and the use of Automated External
Defibrillators (AED).
In 2025, the program involved 9,351 participants from various backgrounds, including communities, educational
institutions, corporations, religious organizations, and Siloam employees. The training was conducted by 41 Siloam
hospitals throughout Indonesia from July to September 2025.
For this initiative, Siloam received an award from the Indonesian World Records Museum (MURI) in the category of
“Largest Number of Participants in a Sequential Basic Life Support Training Series.” This achievement reflects the
Company’s commitment to expanding health safety education and increasing the community’s capacity to provide first
aid in medical emergencies.
Penerapan sistem dan pengendalian keselamatan kerja diperkuat The implementation of occupational safety systems and
melalui budaya kerja #SayaSIAP serta program pengembangan controls is reinforced through the #SayaSIAP work culture and
kapabilitas yang dilakukan secara konsisten. Tenaga kerja dibekali consistent capability development programs. The workforce
berbagai pelatihan keselamatan, antara lain Bantuan Hidup is equipped with various safety trainings, including Basic Life
Dasar (BHD), keselamatan kebakaran, simulasi bencana, serta Support (BLS), fire safety, disaster simulations, and laboratory
manajemen K3 laboratorium, guna memastikan kesiapsiagaan OHS management, to ensure preparedness in daily operational
dalam aktivitas operasional sehari-hari. Sebagai bagian dari activities. As part of its occupational safety risk management
upaya pengelolaan risiko keselamatan kerja, Siloam menerapkan efforts, Siloam implements controls through the following
pengendalian melalui mekanisme berikut: mechanisms:
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• Sosialisasi dan pelatihan K3 • OHS Socialization and Training
Seluruh tenaga kerja mendapatkan sosialisasi dan pelatihan All workers receive socialization and training regarding
terkait prosedur keselamatan yang relevan. relevant safety procedures.
• Pelaporan dan investigasi insiden berbasis sistem • System-Based Incident Reporting and Investigation
Risiko dan insiden keselamatan kerja dilaporkan melalui Occupational safety risks and incidents are reported through
sistem digital Medblaze. Sistem ini secara otomatis menunjuk the Medblaze digital system. This system automatically
tim investigasi untuk melakukan root cause analysis, sehingga appoints an investigation team to conduct a root cause
langkah pencegahan dapat dirancang dan diterapkan secara analysis, ensuring that preventive measures are designed
lebih tepat sasaran. and implemented more effectively.
• Perizinan pekerjaan berisiko (Work Permit) • Permitting for High-Risk Work (Work Permit)
Pekerjaan dengan tingkat keparahan tinggi, seperti bekerja High-severity tasks, such as working at heights or electrical
di ketinggian atau pemeliharaan kelistrikan, hanya dapat maintenance, may only be performed by personnel holding
dilakukan oleh tenaga kerja yang memiliki lisensi resmi, official licenses, including the Operator License.
termasuk Sertifikat Izin Operasi (SIO).
• Mitigasi risiko operasional berdampak tinggi • Mitigation of High-Impact Operational Risks
Untuk risiko paparan radiasi medis, tenaga kerja di Regarding medical radiation exposure risks, personnel
unit radiologi diwajibkan mematuhi prosedur proteksi in radiology units are required to comply with radiation
keselamatan radiasi, didukung oleh pendataan pekerja protection procedures, supported by radiation worker
radiasi, pemantauan dosis radiasi tahunan, serta pemeriksaan registration, annual radiation dose monitoring, and routine
kesehatan rutin. medical check-ups.
• Kesiapsiagaan dan respons keadaan darurat • Emergency Preparedness and Response
Standar Operasional Prosedur (SOP) untuk kondisi darurat, Standard Operating Procedures for emergency conditions,
seperti kebocoran gas medis atau kontaminasi bahan such as medical gas leaks or hazardous material
berbahaya, disosialisasikan dan dilatihkan guna memastikan contamination, are socialized and practiced through drills to
respons yang cepat dan terkoordinasi. ensure a rapid and coordinated response.
Persentase Karyawan yang Mengikuti Sosialisasi K3 Percentage of Employees Participating in OHS Socialization
Indikator
2025 2024 2023
Indicator
Persentase karyawan yang mengikuti sosialisasi K3 97,66% 100,00% 99,70%
Percentage of employees participating in OHS socialization
Seluruh mekanisme pengendalian tersebut terintegrasi dalam All these control mechanisms are integrated into an occupational
sistem pemantauan keselamatan kerja yang memungkinkan safety monitoring system that enables the consolidation of
konsolidasi data insiden, evaluasi efektivitas pengendalian, serta incident data, evaluation of control effectiveness, and continuous
pemantauan kinerja K3 secara berkelanjutan. Sebagai bentuk monitoring of OHS performance. As a form of accountability,
akuntabilitas, data kinerja keselamatan dan kesehatan kerja occupational health and safety (OHS) performance data is
(K3) dikonsolidasikan dan dilaporkan secara triwulanan kepada consolidated and reported on a quarterly basis to the relevant
kementerian terkait. Pemantauan dilakukan melalui kerangka ministries. Monitoring is conducted through a standardized
pelaporan yang terstandarisasi di seluruh unit untuk memastikan reporting framework across all units to ensure consistency, data
konsistensi, keterlacakan data, dan kepatuhan terhadap traceability, and compliance with applicable regulations.
ketentuan yang berlaku.
Siloam menyelenggarakan berbagai program pelatihan untuk All these control mechanisms are integrated into an occupational
meningkatkan pemahaman dan kompetensi karyawan terkait safety monitoring system that enables the consolidation of
kesehatan dan keselamatan kerja (K3). Pelatihan mencakup incident data, evaluation of control effectiveness, and continuous
pengelolaan limbah B3, keselamatan kerja di rumah sakit, serta monitoring of OHS performance. As a form of accountability,
pelatihan tanggap darurat medis. Program ini dilaksanakan occupational health and safety (OHS) performance data is
melalui pelatihan internal maupun dukungan terhadap pelatihan consolidated and reported on a quarterly basis to the relevant
eksternal guna memastikan karyawan memiliki pengetahuan dan ministries. Monitoring is conducted through a standardized
keterampilan yang memadai dalam menciptakan lingkungan reporting framework across all units to ensure consistency, data
kerja yang aman. traceability, and compliance with applicable regulations.
Secara khusus, berikut ini adalah daftar kegiatan pelatihan Specifically, the following is the list of training activities in relation
berkaitan dengan K3 sepanjang tahun 2025 yang diikuti oleh to OHS in 2025 attended by Siloam’s employees:
karyawan di Siloam:
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Program Pelatihan Kesehatan dan Keselamatan Kerja 2025 Training Program on Occupational Health and Safety 2025
[GRI 403-5]
Jenis Program Pelatihan Ruang Lingkup Pelatihan Tujuan Pelatihan Internal /
Type of Training Program Scope of Training Training Objective External
Pelatihan Lingkungan – Limbah B3 dan Pengelolaan Limbah B3 Meningkatkan pemahaman karyawan terkait Internal
Non-B3 Hazardous waste management (B3) pengelolaan limbah berbahaya Internal
Environment Training – Hazardous and To improve employees’ awareness and
Non-Hazardous Waste understanding of hazardous waste
management
Pelatihan Kesehatan dan Keselamatan Keselamatan dan Kesehatan Kerja di Memberikan pengetahuan dasar terkait Internal
Kerja Rumah Sakit (K3RS) keselamatan kerja Internal
Health and Safety Training Occupational Health and Safety in To equip employees with basic knowledge of
Hospital workplace safety
Pelatihan Bantuan Hidup Dasar Penanganan kondisi darurat medis Meningkatkan kemampuan respon terhadap External
Basic Life Support (BLS) Training Emergency medical response kondisi darurat medis External
To improve employees’ ability to respond to
medical emergenes
Sertifikasi Kurikulum Medis Sertifikasi kompetensi tenaga medis Memastikan tenaga medis memiliki kompetensi External
Medical Curriculum Certification Medical competency certification sesuai standar profesi External
To ensure medical personnel maintain
competencies in accordance with professional
standards
Total Jam Kerja Karyawan [GRI 403-9] Total Employee Working Hours
Indikator
2025 2024 2023
Indicator
Total jam kerja karyawan 30.933.760 30.004.849 25.908.144
Total employee working hours
Jumlah dan Tingkat Kecelakaan Kerja Number and Rate of Work-related Accidents
[SEOJK F.21][GRI 403-3][GRI 403-6][GRI 403-9][HC-DY-320a.1]
2025 2024 2023
Jenis Karyawan Jenis Insiden
Employment Type Type of Incident Jumlah Tingkat Jumlah Tingkat Jumlah Tingkat
Number Rate Number Rate Number Rate
Karyawan Kematian 0 0 0 0 0 0
Employees Fatality
Kecelakaan Tingkat Tinggi 0 0 0 0 0 0
High Consequences
Accidents
Cedera Tercatat 159 1,03 202 1,35 200 1,54
Recordable Injury
Pekerja Alih Daya Kematian 0 0 0 0 0 0
Outsourced Workers Fatality
Kecelakaan Tingkat Tinggi 0 0 0 0 0 0
High Consequences
Accidents
Cedera Tercatat 0 0 12 0,79 0 0
Recordable Injury
Catatan | Note:
- Kecelakaan tercatat adalah kecelakaan yang terkait dengan pekerjaan, meliputi cedera yang memerlukan pengobatan medis dan cedera yang mengakibatkan kehilangan
waktu kerja.
- Rumus penghitungan tingkat kecelakaan kerja menggunakan 200.000.
- Kecelakaan konsekuensi tinggi adalah kecelakaan yang terkait dengan pekerjaan dan mengakibatkan kematian atau cedera, di mana pekerja tidak mampu, tidak akan,
atau tidak diharapkan pulih sepenuhnya dalam status kesehatan sebelum cedera dalam waktu enam bulan. Jumlah dan tingkat kecelakaan konsekuensi tinggi yang
dilaporkan tidak termasuk kematian.
- Recorded injuries are work-related accidents, including injuries requiring medical treatment and injuries resulting in lost time from work.
- The formula for calculating the work accident rate uses 200,000.
- A high consequence accident is a work-related accident resulting in death or injury for which the worker is unable, will not, or is not expected to fully recover to his or her
preinjury health status within six months. The number and extent of reported high consequence accidents do not include deaths.
Rumah sakit melakukan identifikasi dan pemantauan terhadap The hospital identifies and monitors jobs or activities with high
pekerjaan atau aktivitas dengan potensi risiko tinggi di seluruh potential risks across all facilities, including clinical activities,
fasilitas, termasuk kegiatan klinis, pelayanan bedah, pemberian surgical services, medication administration, and other
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obat, dan aktivitas pendukung operasional lainnya. Untuk setiap operational support activities. For each job or activity with
pekerjaan atau aktivitas dengan hazard signifikan, rumah sakit significant hazards, the hospital has implemented strict safety
telah menerapkan kontrol keselamatan yang ketat, seperti controls, such as standard operating procedures (SOPs), the use
prosedur operasi standar (SOP), penggunaan alat pelindung of personal protective equipment (PPE), regular safety training,
diri (APD), pelatihan keselamatan reguler, pemantauan mutu, quality monitoring, and incident reporting systems. These efforts
dan sistem pelaporan insiden. Upaya ini bertujuan untuk aim to minimize occupational injuries and risks to patients, staff,
meminimalkan cedera kerja dan risiko bagi pasien, staf, serta and visitors, while supporting the creation of a safe and healthy
pengunjung, serta mendukung terciptanya lingkungan kerja working environment across all hospital facilities.
yang aman dan sehat di seluruh fasilitas rumah sakit.
Kesehatan Kerja [SEOJK F.21][GRI 403-3][GRI 403-6] Occupational Health
Dalam konteks operasional rumah sakit yang menuntut kesiapan In the context of hospital operations that demand the physical and
fisik dan mental tenaga kerja, Siloam mengelola kesehatan mental readiness of the workforce, Siloam manages occupational
kerja sebagai bagian dari pendekatan yang menyeluruh dalam health as part of a comprehensive approach to supporting
mendukung kesejahteraan karyawan. Pengelolaan ini dirancang employee well-being. This management is designed to ensure
untuk memastikan tersedianya dukungan kesehatan yang the availability of relevant health support for employees in both
relevan bagi karyawan dalam menjalankan peran klinis maupun clinical and non-clinical roles.
non-klinis.
Layanan Dukungan Kesehatan Mental melalui Holistic Care Mental Health Support Services through Holistic Care
[GRI 403-3]
Lingkungan kerja rumah sakit kerap menghadirkan tekanan The hospital work environment often presents operational
operasional dan situasi kritis yang dapat berdampak pada pressures and critical situations that can impact employees’
kesehatan mental karyawan. Untuk merespons kondisi tersebut, mental health. In response, Siloam provides Holistic Care
Siloam menyediakan layanan Holistic Care sebagai bagian dari services as part of an occupational health system focused on
sistem kesehatan kerja yang berfokus pada dukungan kesehatan mental health support and psychosocial well-being.
mental dan kesejahteraan psikososial.
Layanan Holistic Care bertujuan menyediakan ruang dukungan Holistic Care services aim to provide a safe support space for
yang aman bagi karyawan dalam mengelola tantangan psikososial, employees to manage psychosocial challenges, such as work-
seperti stres kerja, kelelahan emosional, serta permasalahan related stress, emotional exhaustion, and personal or family
pribadi dan keluarga yang berpotensi memengaruhi kesiapan issues that could potentially affect work readiness. These services
kerja. Layanan ini diselenggarakan melalui proses konseling are delivered through counseling and assistance provided by a
dan pendampingan oleh tim Holistic Care yang ditunjuk oleh designated Holistic Care team at each hospital.
rumah sakit.
Karyawan dapat mengakses layanan Holistic Care melalui Employees can access Holistic Care services through several
beberapa mekanisme, antara lain permintaan pribadi melalui mechanisms, including personal requests via the Holistic Care
Holistic Care Call Center, rujukan dari atasan langsung, maupun Call Center, referrals from direct supervisors, or referrals from
rujukan manajemen unit rumah sakit. Layanan tersedia secara hospital unit management. Services are available both in-person
tatap muka di lingkungan rumah sakit maupun melalui kanal within the hospital environment and through online channels,
daring, sesuai dengan kebutuhan masing-masing individu. according to individual needs. The entire service process is
Seluruh proses layanan dilaksanakan dengan menjunjung prinsip conducted in accordance with the principles of health information
kerahasiaan informasi kesehatan. confidentiality.
Bantuan Kesehatan Karyawan [GRI 403-6] Employee Health Assistance
Selain dukungan kesehatan mental, Siloam menyediakan bantuan In addition to mental health support, Siloam provides employee
kesehatan karyawan sebagai bagian dari pemenuhan kebutuhan health assistance to fulfill the physical health needs of the
kesehatan fisik tenaga kerja. Administrasi program ini dikelola workforce. The administration of this program is managed with
dengan dukungan pihak ketiga untuk memastikan efisiensi third-party support to ensure claim process efficiency, service
proses klaim, konsistensi layanan, serta kepatuhan terhadap consistency, and compliance with applicable regulations.
ketentuan yang berlaku.
Dalam pelaksanaannya, pengelolaan data medis karyawan, In its execution, the management of employee medical data,
termasuk data anggota keluarga yang terdaftar dalam program including data of family members registered in the health
bantuan kesehatan, dilakukan secara terbatas dan terkontrol, assistance program, is conducted in a limited and controlled
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dan sesuai dengan prinsip perlindungan data pribadi. Akses manner, consistent with personal data protection principles.
terhadap informasi kesehatan tersebut hanya diberikan kepada Access to health information is granted only to authorized
fungsi yang berwenangdengan penerapan standar keamanan functions with the application of information security standards,
informasi, guna menjaga privasi dan kepercayaan karyawan maintaining employee privacy and trust in utilizing the available
dalam memanfaatkan layanan kesehatan yang tersedia. health services.
Pendekatan ini dirancang untuk memberikan rasa aman dan This approach is designed to provide a sense of security
kepastian bagi karyawan dalam mengaksesfasilitas bantuan and certainty for employees in accessing health assistance
kesehatan, melalui tata kelola data pribadi dan pengelolaan facilities through responsible data governance and information
informasi yang bertanggung jawab. management.
Penyakit Akibat Kerja [GRI 403-10] [HC-DY-320a.1] Work-related Ill Health
Selain penyediaan layanan dan dukungan kesehatan, pengelolaan Beyond the provision of services and health support, occupational
kesehatan kerja di Siloam juga mencakup pemantauan kondisi health management at Siloam also includes monitoring the
kesehatan tenaga kerja yang berkaitan dengan aktivitas health conditions of the workforce related to work activities.
pekerjaan. Pemantauan ini dilakukan untuk mengidentifikasi This monitoring is conducted to identify potential health impacts
potensi dampak kesehatan akibat pekerjaan serta memastikan resulting from work and to ensure the effectiveness of the risk
efektivitas pengendalian risiko yang telah diterapkan. controls that have been implemented.
Penyakit Akibat Kerja [GRI 403-10] Work-related Ill Health
Uraian
2025 2024 2023
Description
Jumlah fatalitas akibat penyakit kerja
0 0 0
Number of fatalities due to work-related diseases
Jumlah kasus penyakit akibat kerja yang dapat dicatat
0 0 0
Number of recordable work-related diseases
Jenis-jenis penyakit akibat kerja utama
0 0 0
Types of work-related diseases
Siloam mengidentifikasi sumber bahaya utama yang berpotensi Siloam identifies key hazards that may lead to work-related ill
menimbulkan penyakit akibat kerja dan cedera melalui Hazard health and injuries through the Hazard Vulnerability Assessment
Vulnerability Assessment (HVA). Berdasarkan hasil asesmen (HVA). Based on the assessment results on safety aspects, Siloam
pada aspek keselamatan, Siloam menetapkan beberapa hazard has identified several high-risk hazards along with the control
dengan tingkat risiko tertinggi beserta upaya pengendalian yang measures implemented.
telah diterapkan.
Bahaya Keselamatan dan Tindakan Pengendalian Work-related Ill Health Hazards and Control Measures
[GRI 403-10]
Hazard Utama Tindakan Pengendalian
No
Main Hazard Control Measures
1 Kontak dengan Benda Tajam / Terhimpit • Pemeliharaan peralatan
Sharp Object Contact / Crushing Hazard Equipment maintenance
• Pelaporan melalui incident report
Incident reporting system
2 Jatuh karena Bekerja di Ketinggian • Penerapan Pre Construction Risk Assessment (PCRA)
Falling from Height Implementation of PCRA
• Penggunaan body harness
Use of body harness
3 Terjatuh akibat Permukaan Licin • Perbaikan jacketing pipa AC
Slippery Surfaces AC pipe jacketing improvement
• Pemasangan rambu peringatan
Warning signage installation
4 Barang/Benda Terjatuh dari Ketinggian • Safety briefing dan PCRA
Falling Objects from Height Safety briefing and PCRA
• Inspeksi berkala
Routine inspection
5 Gangguan Hewan Pengerat dan Hama • Monitoring area hingga 4x/hari
Pest and Rodent Disturbance Increased monitoring up to 4 times/day
• Pengendalian hama
Pest control measures
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Tumbuh Bersama Karyawan Kami [SEOJK F.22][GRI 3-3][GRI 404-1][GRI 404-2]
Growing Together with Our Employees
Siloam menempatkan pengembangan kompetensi sebagai Siloam positions competency development as a strategic
investasi strategis untuk memastikan setiap talenta memiliki investment to ensure that every talent possesses clinical and
keunggulan klinis dan operasional yang setara dengan standar operational excellence on par with global standards. Aligned
global. Sejalan dengan arah strategis Next Generation Siloam with the Next Generation Siloam (NGS) strategic direction,
(NGS), program pengembangan diarahkan untuk memperkuat development programs are geared toward strengthening digital
literasi digital dan spesialisasi medis guna menghadapi evolusi literacy and medical specialization to meet the evolution of
teknologi kesehatan. Melalui integrasi pelatihan berkelanjutan, healthcare technology. Through the integration of continuous
manajemen kinerja yang transparan, dan kemitraan pendidikan, training, transparent performance management, and educational
Siloam berkomitmen membangun ekosistem pembelajaran yang partnerships, Siloam is committed to building a learning
memungkinkansetiap karyawan berkembang menjadi tenaga ecosystem that enables every employee to evolve into superior
profesional yang unggul dan adaptif. and adaptive professionals.
Manajemen Karir [GRI 404-2] Career Management
Siloam menerapkan sistem manajemen karier yang objektif Siloam implements an objective career management system to
untuk memastikan setiap individu memiliki kesempatan ensure that every individual has fair development opportunities
berkembangyang adil berdasarkan kontribusi nyata terhadap visi based on their tangible contributions to the group's vision.
grup.
Kepastian jalur karier merupakan faktor kunci dalam menjaga Career path certainty is a key factor in maintaining the retention
retensi talenta medis dan non medis. Sistem ini dirancang of both medical and non-medical talent. This system is designed
untuk menyelaraskan aspirasi pribadi karyawan dengan strategi to align employees' personal aspirations with the company's
pertumbuhan jangka panjang Perseroan, serta memastikan long-term growth strategy, ensuring that every leadership
setiap posisi kepemimpinan diisi oleh individu yang memahami position is filled by individuals who possess a deep understanding
standar layanan Siloam secara mendalam. of Siloam’s service standards.
Setiap karyawan mengikuti siklus penilaian kinerja formal minimal Every employee undergoes a formal performance appraisal cycle
dua kali dalam setahun (evaluasi tengah tahun dan akhir tahun) at least twice a year (mid-year and year-end evaluations) based
yang berbasis pada Key Performance Indicators (KPI) terukur. on measurable Key Performance Indicators (KPIs). This process
Proses ini dilakukan melalui forum coaching dan mentorship is conducted through two-way coaching and mentorship forums,
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dua arah, di mana atasan dan staf mendiskusikan Individual where supervisors and staff discuss Individual Development
Development Plan (IDP). Dalam forum ini, aspirasi terkait Plans (IDP). In these forums, aspirations regarding promotions,
promosi, mutasi, atau peningkatan spesialisasi dibahas secara transfers, or increased specialization are discussed openly,
terbuka sebagai dasar bagi Direktorat Human Capital dalam serving as the basis for the Human Capital Directorate to make
mengambil keputusan transparan dan berbasis kinerja. transparent and performance-based decisions.
Bagi karyawan yang menghadapi tantangan dalam mencapai For employees facing challenges in meeting the established
standar yang ditetapkan, Perseroan menyediakan Performance standards, the Company provides a Performance Improvement
Improvement Plan (PIP). PIP bukan merupakan sanksi, melainkan Plan (PIP). The PIP is not a sanction, but rather a form of intensive
bentuk dukungan dan pendampingan intensif untuk membantu support and guidance to help employees regain optimal
karyawan kembali mencapai kinerja optimal. performance.
Sistem ini menciptakan budaya meritokrasi di mana promosi This system creates a culture of meritocracy where promotions
didasarkan pada kompetensi yang terverifikasi, bukan masa kerja are based on verified competencies rather than seniority alone.
semata. Melalui pendekatan ini, Siloam mampu mempertahankan Through this approach, Siloam is able to maintain operational
stabilitas operasional di berbagai segmen rumah sakit sekaligus stability across various hospital segments while simultaneously
membangun talent pipeline yang siap mendukung pertumbuhan building a talent pipeline ready to support the group's long-term
dan ekspansi jangka panjang grup. growth and expansion.
Persentase Karyawan Tetap yang Menjalani Evaluasi Kinerja Percentage of Permanent Employees Receiving Regular
Berkala [GRI 404-3] Performance Reviews
Indikator
2025 2024 2023
Indicator
Persentase karyawan tetap yang telah menjalani evaluasi kinerja secara berkala 100% 100% 100%
Percentage of permanent employees receiving regular performance reviews
Jalur Karier Keperawatan [GRI 404-2] [SASB HC-DY-330a.2] Nursing Career Path
Sebagai bagian dari penguatan pengelolaan talenta keperawatan, As part of strengthening nursing talent management, Siloam
Siloam mengembangkan Nursing Career Path yang memberikan has developed a Nursing Career Path that provides a structured
jalur pengembangan profesional yang terstruktur bagi tenaga professional development framework for nursing personnel
keperawatan di seluruh jaringan rumah sakit Perseroan. across the Company’s hospital network.
Kerangka pengembangan ini mencakup tiga jalur utama, yaitu This development framework comprises three primary tracks:
jalur klinis, manajerial, dan pendidik. Jalur klinis memungkinkan clinical, managerial, and educator. The Clinical track allows
perawat untuk mengembangkan spesialisasi pada berbagai nurses to specialize in various service areas, such as medical-
bidang pelayanan seperti medical-surgical, emergency, intensive surgical, emergency, intensive care, operative, and maternity
care, operative, dan maternity care. Jalur manajerial berfokus care The managerial track focuses on leadership development
pada pengembangan kepemimpinan serta pengelolaan unit and service unit management, while the educator track supports
pelayanan, sementara jalur pendidik mendukung peran perawat nursing roles in clinical learning and healthcare competency
dalam pembelajaran klinis dan pengembangan kompetensi development.
tenaga kesehatan.
Pengembangan karier tenaga keperawatan disusun melalui The career development of nursing personnel is structured
jenjang bertahap yang memungkinkan perawat berkembang through progressive levels, allowing nurses to advance from
dari tingkat awal hingga posisi kepemimpinan senior. Kemajuan entry-level to senior leadership positions. Progression within
dalam setiap jenjang diukur melalui sistem penilaian kompetensi each level is measured through a competency assessment
yang mencakup kompetensi inti, kompetensi teknis klinis, system that encompasses core competencies, clinical technical
kompetensi kepemimpinan atau pendidikan, serta kompetensi competencies, leadership or educational competencies, and
pendukung. Pendekatan ini memastikan bahwa pengembangan supporting competencies. This approach ensures that nursing
karier tenaga keperawatan tidak hanya didasarkan pada masa career advancement is based on professional competency
kerja, tetapi juga pada pencapaian kompetensi profesional. attainment rather than seniority alone.
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Program Pengembangan Keperawatan [GRI 404-2][HC-DY-330a.2] Nursing Development Program
Selain penguatan jalur karier, Siloam juga menjalankan berbagai In addition to strengthening career paths, Siloam also
program pengembangan keperawatan yang bertujuan untuk implements various nursing development programs aimed at
meningkatkan kompetensi klinis, memperkuat keterlibatan enhancing clinical competencies, fostering nursing engagement,
tenaga keperawatan, serta mendukung keberlanjutan tenaga and supporting nursing workforce sustainability across the
perawat di seluruh jaringan rumah sakit Perseroan. Company’s entire hospital network.
Siloam juga mendorong peningkatan kompetensi tenaga Siloam also promotes the enhancement of nursing competencies
keperawatan melalui berbagai program sertifikasi profesional, through various professional certification programs, such as the
seperti National Institutes of Health Stroke Scale (NIHSS) Training National Institutes of Health Stroke Scale (NIHSS) Training &
& Certification, Certified Basic Wound Care Nurse (CBWCN), Certification, Certified Basic Wound Care Nurse (CBWCN), and
serta sertifikasi Infection Prevention and Control Nurse (IPCN) Infection Prevention and Control Nurse (IPCN) certification as
sebagai pengakuan profesionalisme perawat dalam pencegahan recognition of nurses’ professionalism in infection prevention
dan pengendalian infeksi. Melalui peningkatan kompetensi and control. Through these competency development initiatives,
tersebut, Siloam memastikan bahwa unit layanan kritikal seperti Siloam ensures that critical service units such as ICU, NICU, ICCU,
ICU, NICU, ICCU, instalasi gawat darurat, hemodialisis, serta emergency departments, hemodialysis units, and operating
ruang operasi dapat beroperasi dengan standar layanan yang theaters operate with high service standards. This supports the
tinggi. Hal ini mendukung ketersediaan tenaga keperawatan availability of competent nursing personnel and helps maintain
yang kompeten serta menjaga kualitas pelayanan kepada pasien. the quality of patient care.
Program Pengembangan Keperawatan Nursing Development Programs
Program Deskripsi
Program Description
Transformasi Perawat Program transformasi pengelolaan tenaga keperawatan yang menata ulang jalur karier, struktur kerja, sistem
Nursing Transformation penghargaan berbasis kompetensi, serta proses rekrutmen dan onboarding. Inisiatif ini dimulai dengan
pemetaan kompetensi pada unit pilot untuk mendukung pengambilan keputusan berbasis data dan memperkuat
pengembangan talenta keperawatan.
A nursing workforce transformation initiative that restructures career pathways, work structure, competency-
based reward systems, and recruitment–onboarding processes. The initiative begins with competency mapping in
pilot units to support data-driven decision making and strengthen the development of nursing talent.
Integrasi GNR Model preceptorship terstruktur bagi mahasiswa profesi keperawatan dengan skema 1 perawat : 1 GNR sebagai
GNR Transformation pasangan belajar (buddy system). Program ini mencakup pendampingan klinis, coaching di tempat layanan, umpan
balik berkala, serta daftar cek kompetensi untuk memastikan kesiapan praktik klinis secara mandiri sekaligus
memperkuat pipeline tenaga keperawatan.
A structured preceptorship model for nursing professional students using a 1 nurse : 1 GNR buddy system. The
program includes clinical mentoring, on-site coaching, regular feedback, and competency checklists to ensure
readiness for independent clinical practice while strengthening the nursing talent pipeline.
Apresiasi and Keterlibatan Program penghargaan bagi tenaga keperawatan yang memberikan pelayanan luar biasa kepada pasien melalui
Perawat (Siloam Angel of Care Siloam Angel of Care, yang diselenggarakan bersama The DAISY Foundation, USA. Penghargaan diberikan
/ DAISY) berdasarkan umpan balik dari pasien dan rekan kerja untuk meningkatkan profesionalisme, keterlibatan, serta
Nurse Engagement & retensi tenaga perawat.
Recognition (Siloam Angel
of Care / DAISY) A recognition program that appreciates nurses who deliver outstanding patient care through Siloam Angel of
Care, conducted in collaboration with The DAISY Foundation, USA. Awards are based on feedback from patients
and peers to promote professionalism, engagement, and nurse retention.
Program Hari Perawat Rangkaian kegiatan peringatan International Nurses Day yang mencakup kompetisi penelitian berbasis praktik
Internasional (evidence-based practice), kegiatan pengabdian masyarakat, penghargaan bagi Aspiring Senior Nurses, serta
International Nurses Day kegiatan pengembangan kompetensi profesional.
Program
A series of activities commemorating International Nurses Day, including evidence-based practice research
competitions, community service initiatives, recognition for Aspiring Senior Nurses, and professional competency
development activities.
Peningkatan E-MR Keperawatan Penguatan sistem Electronic Medical Record (EMR) untuk meningkatkan efisiensi dokumentasi keperawatan dan
E-MR Nurse Echancement pemantauan indikator klinis, termasuk otomatisasi pencatatan vital sign, penjadwalan obat, serta integrasi data
monitor pasien pada unit perawatan intensif. Inisiatif ini membantu mengurangi beban dokumentasi administratif
sehingga perawat dapat lebih fokus pada pelayanan langsung kepada pasien.
Enhancement of the Electronic Medical Record (EMR) system to improve efficiency in nursing documentation and
clinical monitoring, including automated vital sign recording, medication scheduling, and integration with patient
monitoring systems in intensive care units. This initiative helps reduce administrative documentation burden,
allowing nurses to focus more on bedside patient care.
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Pelatihan dan Pengembangan Karyawan [SEOJK F.22][GRI 404- Employee Training and Development
1][GRI 404-2][HC-DY-330a.2]
Untuk mendukung standar layanan medis yang konsistensi di To support consistent medical service standards across the entire
seluruh jaringan, Siloam menyediakan ekosistem pembelajaran network, Siloam provides a comprehensive learning ecosystem
komprehensif yang menjangkau aspek teknis klinis hingga spanning from technical clinical aspects to managerial skills. All
manajerial. Seluruh karyawan diwajibkan mengikuti program employees are required to undergo hospital and departmental
orientasi rumah sakit dan departemen guna memperkuat orientation programs to strengthen their understanding of
pemahaman terhadap praktik klinis, kompetensi profesional, clinical practices, professional competencies, and the utilization
serta pemanfaatan teknologi kesehatan. Dalam memastikan of healthcare technology. To ensure the capability of healthcare
kapabilitas tenaga kesehatan, Siloam juga menerapkan kewajiban professionals, Siloam also mandates competency assessments
uji kompetensi sesuai dengan bidang masing-masing. tailored to their respective fields.
Partisipasi dan Tingkat Penyelesaian Program Orientasi dan Participation and Completion Rate of Orientation and
Pembaruan Kompetensi [SEOJK F.22][GRI 404-1] Competency Refresher Programs
Program
2025 2024 2023
Program
Peserta Penyelesaian Peserta Penyelesaian Peserta Penyelesaian
Participants Completion Participants Completion Participants Completion
Cybersecurity Awareness 13.684 94,77% 13.494 94,60% 13.102 96,20%
POU-Refresher 13.502 97,66% 13.945 100,00% 13.094 99,70%
POK-Refresher 18.134 99,00% 20.678 99,56% 13.397 98,00%
Code of Conduct 13.829 99,24% 13.840 100,00% 13.175 99,50%
Pada tahun 2025, Perseroan terus memastikan pelaksanaan In 2025, the Company continued to ensure the execution of
program orientasi dan pembaruan kompetensi bagi karyawan orientation programs and competency updates for employees
melalui berbagai pelatihan wajib dengan tingkat partisipasi yang through various mandatory trainings with high participation
tinggi. Selain orientasi, pengembangan karyawan juga dilakukan rates. Beyond orientation, employee development was also
melalui berbagai inisiatif berikut: carried out through the following initiatives:
• Siloam Training Center (STC) • Siloam Training Center (STC)
STC merupakan pilar utama pengembangan kompetensi kami STC is the primary pillar of our competency development and
yang telah mendapatkan akreditasi “B” dari Kementerian has received a “B” accreditation from the Ministry of Health
Kesehatan RI. Dilengkapi dengan fasilitas “mini rumah of the Republic of Indonesia. Equipped with “mini-hospital”
sakit”, STC memfasilitasi simulasi medis yang realistis untuk facilities, STC facilitates realistic medical simulations to
menjamin kesiapan staf sebelum terjun ke unit operasional. guarantee staff readiness before they are deployed to
operational units.
STC melakukan Learning Needs Analysis (LNA) setiap STC conducts a Learning Needs Analysis (LNA) annually to
tahun untuk memastikan kurikulum yang disusun menjawab ensure that the developed curriculum addresses the latest
tantangan klinis terbaru dan kebutuhan spesifik di level unit clinical challenges and specific needs at both the unit and
maupun korporat. Di 2025, kami mulai mengembangkan corporate levels. In 2025, we began developing curricula and
kurikulum dan modul untuk pembelajaran non medis. modules for non-medical learning.
• Digitalisasi dan Aksesibilitas Pelatihan (e-Learning) • Digitalization and Training Accessibility (e-Learning)
Siloam memiliki platform e-learning yang menyediakan Siloam possesses an e-learning platform that provides
modul-modul pendidikan klinis dan non-klinis. Inisiatif ini clinical and non-clinical educational modules. This initiative
memperluas akses pembelajaran secara merata di seluruh broadens equitable access to learning across the entire
jaringan rumah sakit, sehingga seluruh tenaga kesehatan hospital network, ensuring that all healthcare professionals
dan karyawan memperoleh akses terhadap protokol serta and employees have access to protocols and medical
pengetahuan medis yang konsisten dengan standar yang knowledge consistent with the Company’s standards.
diterapkan Perseroan. Materi pembelajaran dapat diakses Learning materials can be accessed at any time, according to
kapan saja sesuai kebutuhan pengembangan kompetensi individual competency development needs.
masing-masing individu.
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• Beasiswa dan Program Kemitraan • Scholarships and Partnership Programs
Siloam memastikan keberlanjutan talent pipeline melalui Siloam ensures the sustainability of its talent pipeline through
kemitraan strategis dengan Universitas Pelita Harapan (UPH) strategic partnerships with Universitas Pelita Harapan (UPH)
serta Universitas Indonesia (UI) dalam penyelenggaraan and Universitas Indonesia (UI) in organizing scholarship
program beasiswa dan kolaborasi pendidikan pada fakultas- programs and educational collaborations within health-
fakultas terkait bidang kesehatan. Implementasi kerja sama related faculties. The implementation of this cooperation
ini antara lain diwujudkan melalui pemberian beasiswa includes providing full scholarships for students of the UPH
penuh bagi mahasiswa Fakultas Keperawatan (FON) UPH, Faculty of Nursing (FON), as well as other clinical education
serta dukungan pendidikan klinis lainnya sesuai kebutuhan support based on healthcare workforce development needs.
pengembangan tenaga kesehatan.
Selain beasiswa eksternal, Perseroan juga menyediakan In addition to external scholarships, the Company also
dukungan pendidikan spesialis bagi dokter internal guna provides specialist education support for internal physicians
memperdalam kompetensi klinis serta memperkuat kapasitas to deepen clinical competencies and strengthen the group’s
layanan grup. Inisiatif ini turut berkontribusi dalam menjawab service capacity. This initiative contributes to addressing the
tantangan ketersediaan tenaga ahli medis di Indonesia. challenges of medical expert availability in Indonesia.
• Program Proctorship • Proctorship Program
Siloam mendorong dokter spesialis untuk secara Siloam encourages medical specialists to continuously
berkelanjutan memperbarui dan meningkatkan kompetensi update and enhance their clinical competencies through
klinis mereka melalui program proctorship. Program ini proctorship programs. This program is implemented by
dilaksanakan dengan menghadirkan dokter senior maupun bringing in senior physicians and international experts with
pakar internasional yang memiliki keahlian spesifik dalam specific expertise in particular medical procedures to provide
prosedur medis tertentu untuk memberikan bimbingan direct guidance to internal specialists. This mentorship occurs
langsung kepada dokter spesialis internal. Pendampingan during the implementation of new medical procedures or
dilakukan dalam pelaksanaan prosedur medis baru maupun high-risk complex actions, ensuring that the knowledge
tindakan kompleks berisiko tinggi, sehingga proses alih transfer process is structured, applicable, and aligned with
pengetahuan (knowledge transfer) berlangsung secara global practice standards. Through this approach, Siloam not
terstruktur, aplikatif, dan sesuai standar praktik global. only strengthens internal clinical capacity but also ensures
Melalui pendekatan ini, Siloam tidak hanya memperkuat that the adoption of the latest medical technologies and
kapasitas klinis internal, tetapi juga memastikan adopsi techniques is conducted safely, in a controlled manner, and
teknologi dan teknik medis terkini dilakukan secara aman, with a focus on patient safety.
terkontrol, dan berorientasi pada keselamatan pasien.
• Bulan Belajar Siloam • Siloam Learning Month
Sebagai bagian dari upaya memperkuat budaya As part of efforts to strengthen a learning culture in the
pembelajaran di lingkungan kerja, pada tahun 2025 Siloam workplace, Siloam launched the Siloam Learning Month
meluncurkan program Bulan Belajar Siloam. Program ini program in 2025. The program is designed as a month-long
dirancang sebagai festival pembelajaran selama satu bulan learning festival that features a series of training sessions
penuh yang menghadirkan berbagai sesi pelatihan yang available for employees across the hospital network.
dapat diikuti oleh karyawan di seluruh jaringan rumah sakit. Through these learning sessions, employees are encouraged
Melalui rangkaian sesi pembelajaran tersebut, karyawan to take time away from their daily routines to invest in their
didorong untuk meluangkan waktu dari rutinitas kerja professional development and enhance their competencies.
guna meningkatkan kompetensi dan mengembangkan The sessions cover various topics, including Artificial
diri. Materi yang diberikan mencakup berbagai topik, Intelligence (AI) literacy to support the use of technology
termasuk pengenalan literasi Artificial Intelligence (AI) untuk in daily work activities. To further encourage participation,
mendukung pemanfaatan teknologi dalam aktivitas kerja the program also incorporates a gamification approach
sehari-hari. Untuk meningkatkan partisipasi, program ini juga through competitions that track accumulated learning hours,
dilengkapi dengan pendekatan gamifikasi melalui kompetisi fostering active employee engagement while strengthening
akumulasi jam belajar yang mendorong keterlibatan aktif workforce capabilities on an ongoing basis.
karyawan sekaligus memperkuat kapabilitas tenaga kerja
secara berkelanjutan.
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Jumlah Dokter dan Perawat yang Lulus Program Beasiswa Number of Doctors and Nurses Graduated from
Scholarship Program
Uraian
2025 2024 2023
Description
Perawat Lulus
238 209 316
Nurses Graduated
Dokter Spesialis Lulus
7 10 6
Specialist Doctors Graduated
Dokter Magister Lulus
1 0 0
Doctor Master Graduated
Dokter PhD Lulus
0 1 0
Doctor PhD Graduated
Dalam menyelenggarakan kegiatan pelatihan, Siloam Training In organizing training activities, the Siloam Training Center (STC)
Center (STC) bekerja sama dengan berbagai pihak eksternal collaborates with various external parties to ensure the quality
untuk memastikan kualitas dan relevansi materi pelatihan. Mitra and relevance of the training materials. These partners include
tersebut meliputi collegium dan organisasi profesi, subject matter collegiums and professional organizations, subject matter
experts (SME), serta vendor atau pemasok yang mendukung experts (SMEs), as well as vendors or suppliers that support
pengembangan kompetensi karyawan. employee competency development.
Program Pelatihan Siloam Training Center (STC) Siloam Training Center (STC) Training Programs
Uraian
2025 2024 2023
Description
Program Pelatihan
204 173 112
Training Program
Pelatihan oleh SME/Vendor
138 115 74
Training by SMEs/Vendor
Peserta Pelatihan
10.603 9.206 8.263
Training Participants
Rata-rata Jam Pelatihan Karyawan Berdasarkan Jabatan (Jam) Average Employee Training Hours by Position (Hours)
[SEOJK F.22][GRI 404-1]
Uraian
2025 2024 2023
Description
Direktur
11,79 12,54 47,41
Director
General Manager
49,05 19,83 33,66
Executive-level
Manager
57,37 30,26 39,80
Senior-level
Manager Coordinator
77,49 52,82 31,82
Mid-level
Staff
80,01 39,19 28,35
Entry-level
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Rata-rata Jam Pelatihan Karyawan Berdasarkan Jenis Kelamin Average Employee Training Hours by Gender
(Jam) [SEOJK F.22][GRI 404-1] (Hours)
Uraian
2025 2024 2023
Description
Per karyawan
78,10 50,88 49,14
Per Employee
Perempuan
82,99 54,98 51,39
Female
Laki-laki
66,06 41,28 43,90
Male
Catatan:
Data rata-rata jam pelatihan karyawan untuk tahun 2023-2024 telah disajikan kembali (restatement) untuk menyesuaikan pembaruan metodologi perhitungan jam pelatihan
karyawan sehingga data lebih akurat dan konsisten antarperiode pelaporan.
Note:
The average employee training hours data for 2023-2024 have been restated to reflect the updates in the methodology used to calculate employee training hours, ensuring
greater accuracy and consistency accross reporting periods.
Average Employee Training Hours (Hours)
Rata-rata Jam Pelatihan Karyawan (Jam)
Uraian
2025 2024 2023
Description
Staf medis
95,18 62,78 58,04
Medical staff
Staf non-medis
39,49 25,98 29,93
Non-medical staff
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Keterlibatan Pemangku Kepentingan [HC-DY-330a.2]
Employee Engagement
Siloam terus memperkuat kanal komunikasi internal, termasuk Siloam continues to strengthen its internal communication
melalui optimalisasi kehadiran digital Perseroan melalui akun channels, including the optimization of its digital presence
@alasiloam di platform Instagram dan TikTok. Inisiatif ini through the @alasiloam accounts on Instagram and TikTok.
merupakan bagian dari upaya kami untuk menjalin keterikatan This initiative is part of our efforts to foster engagement with
dengan karyawan di seluruh unit melalui konten yang relevan, employees across all units through relevant, informative, and
informatif, daninspiratif, sehingga mampu mempererat hubungan inspiring content, thereby building a more personal connection
antara manajemen dan staf secara lebih personal. between management and staff.
Selama tahun 2025, Siloam menyelenggarakan berbagai Throughout 2025, Siloam organized various activities to enhance
kegiatan untuk meningkatkan keterlibatan, kesejahteraan, serta engagement, well-being, and a sense of belonging among
rasa kebersamaan di antara karyawan. Kegiatan ini dirancang employees. These activities were designed to encourage two-
untuk mendorong komunikasi dua arah, memperkuat kolaborasi way communication, strengthen cross-functional collaboration,
lintas fungsi, serta menciptakan lingkungan kerja yang sehat dan and create a healthy and supportive work environment.
suportif.
Beberapa inisiatif utama mencakup Focus Group Discussion (FGD) Key initiatives included Focus Group Discussions (FGDs) related
terkait hasil Employee Engagement Survey (EES) untuk menggali to the Employee Engagement Survey (EES) results to gather
masukan karyawan dan menyusun rencana perbaikan, kegiatan employee input and develop improvement plans; employee
outing karyawan yang bertujuan memperkuat hubungan antar outing activities aimed at strengthening team bonds; and various
tim, serta berbagai program kesehatan mental dan kesejahteraan mental health and well-being programs, such as "The Healing
seperti “The Healing Space” yang memberikan ruang bagi Space," which provides a dedicated area for employees to take
karyawan untuk beristirahat sejenak, mengekspresikan diri, dan a break, express themselves, and manage work-related stress.
mengelola stres kerja.
Selain itu, Siloam juga menyelenggarakan berbagai kegiatan Additionally, Siloam organized various community and employee
komunitas dan kebersamaan karyawan, termasuk forum togetherness activities, including leadership forums, sports
kepemimpinan, kegiatan olahraga, perayaan hari besar, serta events, holiday celebrations, and social programs that involve
program sosial yang melibatkan partisipasi aktif karyawan. active employee participation.
Kegiatan Keterlibatan Karyawan Tahun 2025 Employee Engagement Activities in 2025
Nama Kegiatan Tujuan Jumlah Peserta Waktu Pelaksanaan
Activity Objective Number of Participants Date
Executive Leadership Forum Forum pimpinan untuk menyelaraskan strategi dan ±200 23–25 July 2025
(ELF) 2025 memperkuat pelaksanaan inisiatif organisasi
A forum for leaders across Siloam Hospitals Group to align
on strategic goals and strengthen leadership initiatives
Siloamforia Kegiatan kebersamaan bertema perayaan kemerdekaan ±100 22 Aug 2025
untuk meningkatkan kolaborasi dan keterlibatan karyawan
Fun and collaborative Independence Day-themed activities
to enhance employee engagement and teamwork
The Healing Space Program kesehatan mental melalui sarapan bersama dan 114 10 Oct 2025
aktivitas seni untuk mengurangi stres dan meningkatkan
kesejahteraan karyawan
Mental health initiative featuring a wellness breakfast and
creative art session to promote relaxation and emotional
well-being
Outing Siloam Hospitals Kegiatan outing untuk memperkuat hubungan lintas divisi 589 14 Nov 2025
Head Office dan meningkatkan motivasi kerja
Employee outing to strengthen cross-division relationships
and boost motivation
Lights of Joy: SHHO Perayaan Natal dan akhir tahun untuk mempererat 260s 17 Dec 2025
Christmas & End-Year kebersamaan dan rasa syukur di antara karyawan
Celebration Christmas and year-end celebration to foster togetherness
and appreciation among employees
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Nama Kegiatan Tujuan Jumlah Peserta Waktu Pelaksanaan
Activity Objective Number of Participants Date
Gifts of Joy: SHHO Sharing Kegiatan berbagi kepada anak-anak panti asuhan sebagai ±200 2–15 Dec 2025
and Gift bentuk kepedulian sosial karyawan
Social initiative involving employees in charitable giving to
orphanages and children in need
Voice of Joy: SHHO Choir Kegiatan komunitas karyawan melalui paduan suara untuk 32 Dec 2025
membangun kebersamaan dan mengekspresikan minat seni
Employee choir initiative to strengthen teamwork and
provide a creative outlet for employees
SHHO Wellness Club Program olahraga rutin untuk meningkatkan kesehatan fisik ±16–20 Throughout the year
(Badminton & Mini Soccer) dan interaksi sosial karyawan
Regular sports activities to promote physical well-being and
social interaction
HC Townhall & HC Smile Forum komunikasi internal untuk meningkatkan ±100 17 Oct 2025
pemahaman strategi HC dan memperkuat keterlibatan
karyawan
Internal communication forum to strengthen alignment and
engagement within the Human Capital function
Siloam Hospitals Head Forum komunikasi dua arah antara manajemen dan 469 24 Oct 2025
Office Townhall karyawan untuk meningkatkan transparansi dan
engagement
Two-way communication forum between management and
employees to strengthen transparency and engagement
FGD Employee Engagement Diskusi kelompok untuk menggali insight dari hasil 37 29 Aug 2025 & 9 Sep
Survey (EES) Employee Engagement Survey dan menyusun rencana 2025
perbaikan
Focus group discussions to explore insights from the
Employee Engagement Survey and develop improvement
action plans
Perayaan Hari Perawat Memberikan apresiasi terhadap kontribusi tenaga Perawat di seluruh jaringan Mei 2025 / May 2025
Internasional keperawatan serta memperkuat semangat profesionalisme rumah sakit Siloam
International Nurses Day dan pengembangan kompetensi perawat dalam Nurses across Siloam
Celebration mendukung kualitas layanan kesehatan. hospital network
To recognize the contributions of nursing professionals
and strengthen their commitment to professionalism and
competency development in supporting healthcare service
quality.
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Mochtar Riady Innovation Award (MRIA) [HC-DY-330a.2] Mochtar Riady Innovation Award (MRIA)
Apresiasi terhadap inovasi dan keunggulan operasional talenta Appreciation for our talents’ innovation and operational
kami diwujudkan melalui ajang Mochtar Riady Innovation Award excellence is realized through the Mochtar Riady Innovation
(MRIA). Kompetisi ini mendorong karyawan dari berbagai unit Award (MRIA). This competition encourages employees from
dan departemen untuk mengajukan ide-ide kreatif yang dapat various units and departments to propose creative ideas that can
meningkatkan efisiensi, keselamatan pasien, atau kualitas enhance efficiency, patient safety, or service quality.
layanan.
MRIA bertujuan untuk memacu budaya perbaikan terus- MRIA aims to foster a culture of Continuous Improvement. We
menerus. Kami percaya bahwa inovasi terbaik seringkali lahir believe that the best innovations often originate from staff
dari staf yang berinteraksi langsung dengan pasien. Fokus who interact directly with patients. The primary focus of this
utama kompetisi ini adalah mencari terobosan yang mampu competition is to identify breakthroughs capable of improving
meningkatkan keselamatan pasien, efisiensi biaya operasional, patient safety, optimizing operational cost efficiency, and
serta digitalisasi layanan guna mendukung strategi NGS. Melalui advancing service digitalization in support of the NGS strategy.
proses seleksi ketat dari tingkat unit hingga nasional, para Through a rigorous selection process from the unit to the national
talenta Siloam ditantang untuk mempresentasikan proyek yang level, Siloam’s talents are challenged to present projects with
memiliki dampak terukur. Proyek yang terpilih sebagai National measurable impacts. Projects selected as National Champions
Champion tidak hanya mendapatkan apresiasi prestisius, namun not only receive prestigious recognition, but their innovations
inovasinya akan diadopsi dan diimplementasikan secara massal are also adopted and implemented on a large scale across the
di seluruh jaringan rumah sakit Siloam. Hal ini memastikan bahwa Siloam hospital network. This ensures that a brilliant idea in one
sebuah ide jenius di satu unit dapat menjadi standar baru bagi unit can become a new standard for the entire group.
seluruh grup.
Sepanjang tahun 2025, antusiasme karyawan terhadap Throughout 2025, employee enthusiasm for innovation continued
inovasi terus meningkat dengan total 121 Proyek/Tim yang to grow, with a total of 121 projects/teams participating. From
berpartisipasi. Dari jumlah tersebut, 3 Inovasi Terbaik dipilih these entries, the 3 Best Innovations were selected for group-
untuk diimplementasikan di tingkat grup, yang berdampak pada wide implementation, significantly impacting operational cost
penghematan biaya operasional dan percepatan waktu layanan savings and accelerating patient service times.
pasien secara signifikan.
Survei Keterlibatan Karyawan [HC-DY-330a.2] Employee Engagement Survey
Untuk memvalidasi efektivitas seluruh program keterlibatan To validate the effectiveness of all engagement programs
yang telah dijalankan, Siloam secara rutin melakukan Survei conducted, Siloam routinely carries out an Employee Engagement
Keterlibatan Karyawan (Employee Engagement Survey). Survei Survey. This survey aims to map the levels of satisfaction, loyalty,
ini bertujuan untuk memetakan tingkat kepuasan, loyalitas, dan and alignment of employee values with the company’s vision.
keselarasan nilai karyawan dengan visi Perseroan.
Pada tahun 2025, Siloam telah melakukan survei ini dengan In 2025, Siloam conducted this survey with a participation
tingkat partisipasi sebesar 96%. Secara umum, hasil dari survei rate of 96%. Overall, the survey results indicated an
ini menyatakan bahwa tingkat keterlibatan karyawan Perseroan employee engagement level of 74%. These findings serve as a
adalah 74% yang sejalan dengan rata-rata tingkat keterlibatan strategic foundation for management to continuously refine well-
pada sektor healthcare global. Hasil survei ini menjadi landasan being policies and talent development in the future.
strategis bagi manajemen untuk terus menyempurnakan
kebijakan kesejahteraan dan pengembangan talenta di masa
mendatang.
Komunikasi dan Penyampaian Aspirasi Karyawan Employee Communication and Grievance Mechanisms
[GRI 2-25][GRI 2-26][GRI 2-30]
Siloam menjamin kebebasan bagi setiap karyawan untuk Siloam guarantees the freedom for every employee to
menyampaikan aspirasi dan masukan demi kemajuan Perseroan. express their aspirations and provide input for the Company’s
Siloam mendorong budaya komunikasi terbuka dengan advancement. Siloam fosters a culture of open communication
menyediakan berbagai saluran komunikasi dua arah yang by providing various two-way communication channels that allow
memungkinkan karyawan menyampaikan aspirasi, masukan, employees to convey aspirations, suggestions, and feedback
maupun umpan balik kepada manajemen. Pendekatan ini to management. This approach aims to ensure that employee
bertujuan untuk memastikan bahwa pandangan karyawan dapat perspectives are heard and considered in policy-making related
didengar dan dipertimbangkan dalam pengambilan kebijakan to the work environment.
yang berkaitan dengan lingkungan kerja.
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Hak dan kewajiban karyawan diatur dalam Peraturan Perusahaan Employee rights and obligations are governed by the Company
(PP) yang berlaku di seluruh unit operasional. Siloam juga secara Regulations, which apply across all operational units. Siloam
rutin menyelenggarakan Townhall Meeting sebagai forum also regularly hosts Town Hall Meetings as a dialogue forum
dialog antara manajemen dan karyawan untuk menyampaikan between management and employees to communicate company
perkembangan Perseroan serta menerima masukan secara developments and receive direct input. Furthermore, Town
langsung. Selain itu, Townhall di tingkat direktorat atau unit kerja Halls at the directorate or work unit levels are conducted to
juga dilaksanakan untuk mendorong diskusi yang lebih fokus dan encourage more focused discussions relevant to the functions of
relevan dengan fungsi masing-masing unit. each respective unit.
Cakupan Karyawan dalam Peraturan Perusahaan [GRI 2-30] Employee Coverage under Company Regulation
Indikator
2025 2024 2023
Indicator
Persentase karyawan yang tercakup dalam Peraturan Perusahaan
100% 100% 100%
Percentage of employees covered by Company Regulation
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07
Caring for Our
Community
Caring for Our Community
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Program Pelibatan Masyarakat [SEOJK F.25]
Community Engagement Program
Bagi Siloam Hospitals, layanan kesehatan tidak terbatas pada For Siloam Hospitals, healthcare extends beyond hospital
dinding rumah sakit, melainkan sebuah komitmen berkelanjutan walls; it is a continuous commitment to creating a positive
untuk menciptakan dampak positif bagi masyarakat dan impact on society and the environment. Corporate Social and
lingkungan. Tanggung Jawab Sosial dan Lingkungan (TJSL) adalah Environmental Responsibility (TJSL) is the operational foundation
fondasi operasional dalam menjalankan misi kemanusiaan yang for carrying out a humanitarian mission aligned with sustainability
selaras dengan prinsip keberlanjutan. Melalui integrasi antara principles. Through the integration of medical excellence and
keunggulan medis dan kepedulian sosial, Siloam menghadirkan social concern, Siloam provides inclusive healthcare solutions,
solusi kesehatan yang inklusif, memberdayakan komunitas, serta empowers communities, and preserves the ecosystem for a
tetap menjaga kelestarian ekosistem untuk masa depan yang better future for all Indonesians.
lebih baik bagi seluruh lapisan masyarakat Indonesia.
Capaian Kinerja Komunitas 2025
2025 Community Performance Achievements
Sepanjang tahun 2025, kontribusi Siloam terhadap masyarakat tercermin melalui capaian berikut:
Throughout 2025, Siloam’s contribution to society is reflected in the following achievements:
1.258 Kegiatan pelibatan komunitas
Community engagement activities
terselenggara di seluruh wilayah Indonesia untuk mendukung kesejahteraan masyarakat.
were held throughout Indonesia to support community welfare.
340.000+
lebih individu merasakan dampak positif dari berbagai program pemberdayaan yang dijalankan.
More than 340,000 individuals felt the positive impact of various empowerment programs.
290.000+
lebih penerima manfaat terjangkau melalui 927 kegiatan community engagement yang
difokuskan khusus pada sektor kesehatan.
More than 290,000 beneficiaries were reached through 927 community engagement activities
focused specifically on the health sector.
Inisiatif Operasional dan Pemberdayaan Operational and Empowerment Initiatives
Kantor Pusat dan seluruh Unit Rumah Sakit secara aktif The Head Office and all Hospital Units actively organize
menyelenggarakan program yang mendukung ketahanan programs that support health resilience and environmental
kesehatan dan pelestarian lingkungan, di antaranya: conservation, including:
• Siloam Heart Hospital (Heart to Earth) • Siloam Heart Hospital (Heart to Earth)
Siloam Heart Hospital menjalankan inisiatif inovatif dalam Siloam Heart Hospital runs an innovative initiative for
pengelolaan limbah linen rumah sakit, seperti gorden managing hospital linen waste, such as curtains and textile
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dan kain tekstil, melalui metode reuse dan upcycle, yang fabrics, through reuse and upcycling methods in collaboration
berkolaborasi dengan pihak ketiga. Inisiatif ini merupakan with third parties. This initiative is part of a commitment to a
bagian dari komitmen terhadap ekonomi sirkular yang circular economy that successfully processed approximately
berhasil mengolah sekitar 800 kg linen menjadi produk baru 800 kg of linen into new functional products, such as bags
bernilai guna, seperti tas dan perlengkapan sekolah. Produk and school supplies. These processed products have been
hasil olahan tersebut telah didistribusikan ke lebih dari 50 distributed to more than 50 locations, including orphanages
lokasi, termasuk panti asuhan dan sekolah di wilayah sekitar, and schools in the surrounding areas, while contributing to
sekaligus berkontribusi pada pelestarian lingkungan dengan environmental preservation by reducing carbon emissions by
mengurangi emisi karbon sebesar 16.000 kgCO2e. 16,000 kgCO2e.
• Pelatihan Bantuan Hidup Dasar (BHD) • Basic Life Support (BLS) Training
Siloam secara konsisten menyelenggarakan pelatihan BHD Siloam consistently organizes BLS training as a routine
sebagai agenda rutin untuk memperkuat kesiapsiagaan agenda to strengthen medical preparedness within the
medis di tengah masyarakat. Melalui inisiatif ini, masyarakat community. Through this initiative, the public is equipped
dibekali keterampilan penyelamatan jiwa yang krusial, with crucial life-saving skills, including Cardiopulmonary
termasuk Resusitasi Jantung Paru (RJP) dan penggunaan Resuscitation (CPR) and the use of Automated External
Automated External Defibrillator (AED), demi meningkatkan Defibrillators (AED), to increase patient survival chances in
peluang keselamatan pasien dalam kondisi darurat sebelum emergency conditions before medical help arrives. In 2025,
penanganan medis tiba. Pada tahun 2025, program this sustainable program made history by breaking a MURI
berkelanjutan ini berhasil mencatatkan sejarah dengan Record through a series of training sessions that reached
memecahkan Rekor MURI melalui rangkaian pelatihan secara 9,351 participants across Indonesia.
seri yang menjangkau 9.351 peserta di seluruh Indonesia.
• First Aid Training • First Aid Training
Siloam menyelenggarakan pelatihan pertolongan pertama Siloam conducts regular first aid training to build self-
secara rutin untuk membangun kemandirian komunitas, reliance among communities, corporate staff, and
staf perusahaan, hingga instansi pendidikan dalam educational institutions in facing emergency situations. This
menghadapi situasi darurat. Program ini membekali peserta program provides participants with practical skills to handle
dengan keterampilan praktis untuk menangani kecelakaan workplace accidents, physical injuries, and other sudden
kerja, cedera fisik, maupun kondisi medis mendadak medical conditions before professional help arrives, thereby
lainnya sebelum bantuan profesional tiba sehingga dapat minimizing the risk of further complications.
meminimalisir risiko komplikasi lebih lanjut.
• Health Talk & Seminar Kesehatan • Health Talks & Seminars
Program edukasi berkelanjutan secara tatap muka maupun A continuous educational program, delivered both in-
digital untuk meningkatkan literasi kesehatan masyarakat. person and digitally, to improve public health literacy. Topics
Topik yang dibahas mencakup pencegahan penyakit tidak discussed include the prevention of non-communicable
menular, kesehatan jantung, hingga pola hidup sehat diseases, heart health, and science-based healthy lifestyles.
berbasis sains.
• Medical Support & Ambulance Standby • Medical Support & Ambulance Standby
Penyediaan tim medis profesional dan unit ambulans siaga The provision of professional medical teams and standby
untuk menjamin keamanan medis pada berbagai acara publik ambulance units to ensure medical safety at various large-
berskala besar, salah satunya pada gelaran Jakarta Running scale public events, such as the 2025 Jakarta Running
Festival 2025 di Jakarta. Festival.
• Pemeriksaan Kesehatan Gratis • Free Health Screenings
Pelaksanaan layanan skrining kesehatan dasar, seperti Mini Implementation of basic health screening services, such as
Medical Check-Up (MCU), pemeriksaan tekanan darah, dan Mini Medical Check-Ups (MCU), blood pressure checks, and
gula darah yang dilakukan secara berkala di area publik blood sugar tests, conducted periodically in public areas and
maupun pusat perbelanjaan untuk mendorong deteksi dini shopping centers to encourage early disease detection.
penyakit.
• Donor Darah • Blood Donation
Aksi kemanusiaan rutin yang diselenggarakan oleh unit A routine humanitarian action organized by Siloam hospital
rumah sakit Siloam di seluruh Indonesia berkolaborasi units across Indonesia in collaboration with the Indonesian
dengan Palang Merah Indonesia (PMI) guna membantu Red Cross to help maintain the national blood supply.
menjaga ketersediaan stok darah nasional.
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Mekanisme Pengaduan Masyarakat [SEOJK F.16][SEOJK F.24] Community Grievance Mechanism
Siloam berkomitmen untuk menjaga transparansi dan Siloam is committed to maintaining transparency and
akuntabilitas terhadap dampak sosial maupun lingkungan accountability regarding the social and environmental impacts
yang dihasilkan dari operasional rumah sakit. Sebagai bentuk resulting from hospital operations. As a form of responsibility,
tanggung jawab, Siloam menyediakan sarana bagi masyarakat Siloam provides a means for the public and external stakeholders
dan pemangku kepentingan eksternal untuk melaporkan to report concerns or grievances related to ethics, integrity, and
kekhawatiran atau pengaduan terkait etika, integritas, serta actions that potentially disturb the environment.
tindakan yang berpotensi mengganggu lingkungan hidup.
Masyarakat dapat menggunakan mekanisme Sistem Pelaporan The public can utilize the Whistleblowing System mechanism
Pelanggaran (Whistleblowing System) melalui kanal berikut: through the following channels:
• Email: whistleblower@siloamhospitals.com • Email: whistleblower@siloamhospitals.com
• Hotline: 0819-3499-6130 • Hotline: 0819-3499-6130
Seluruh pengaduan masyarakat akan dikelola dengan prinsip All community grievances will be managed with the principles of
kerahasiaan dan perlindungan pelapor, sebagaimana diatur confidentiality and whistleblower protection, as stipulated in the
dalam kebijakan tata kelola perusahaan. corporate governance policy.
Hingga akhir tahun 2025, Siloam mencatat tidak terdapat pengaduan dari
masyarakat yang terkait dengan pelanggaran norma lingkungan hidup
maupun dampak negatif operasional terhadap komunitas sekitar.
As of the end of 2025, Siloam recorded no grievances from the public related to
environmental norm violations or negative operational impacts on the surrounding
community.
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Menghadirkan Keadilan Akses Kesehatan [SEOJK F.23][GRI 3-3][GRI 203-1][GRI 203-2]
[GRI 413-1][HC-DY-240a.1]
Delivering Equitable Access to Healthcare
Kesehatan adalah hak asasi yang mendasar bagi setiap Health is a fundamental human right for every individual, and
individu dan mendapatkan layanan kesehatan yang berkualitas access to quality healthcare should be a standard for all members
merupakan standar yang bisa seharusnya bisa didapatkan oleh of society. However, for Indonesia as an archipelagic country,
seluruh masyarakat. Namun, bagi Indonesia yang merupakan providing equitable access to healthcare across the entire
negara kepulauan, menghadirkan akses kesehatan yang merata archipelago presents its own challenges. The vast geographical
di seluruh pelosok Nusantara memiliki tantangan tersendiri. area makes the presence of physical healthcare facilities vital,
Kondisi geografis yang luas membuat kehadiran fasilitas especially in areas with limited access.
pelayanan kesehatan fisik menjadi sangat vital, terutama di
wilayah-wilayah dengan akses yang masih terbatas.
Siloam berkomitmen untuk menghadirkan keadilan akses dengan Siloam is committed to delivering equitable access by bringing
membawa layanan medis berkualitas lebih dekat ke masyarakat. quality medical services closer to the community. Our focus is on
Fokus kami adalah menjangkau wilayah-wilayah yang selama ini reaching areas that have been underserved to ensure that every
belum terlayani secara optimal agar setiap lapisan masyarakat segment of society has an equal opportunity to be healthy. Over
memiliki kesempatan yang sama untuk sehat. Dalam satu dekade the past decade, Siloam has consistently expanded its hospital
terakhir, Siloam secara konsisten memperluas jaringan rumah network into strategic regions and areas with limited access:
sakit ke wilayah strategis dan area dengan akses terbatas:
Sejak 2014, ekspansi Siloam Hospitals terus menunjukkan Since 2014, Siloam Hospitals’ expansion has demonstrated
pertumbuhan yang konsisten. Dimulai dengan pembukaan consistent growth. It began with the opening of a hospital in
rumah sakit di Kupang, langkah ini kemudian dilanjutkan pada Kupang, followed by further expansion in 2016 to Labuan Bajo
2016 dengan ekspansi ke Labuan Bajo dan Samarinda. Setahun and Samarinda. A year later, in 2017, Siloam extended its reach
berikutnya, pada 2017, Siloam memperluas jangkauannya ke to Bangka Belitung. From 2018 to the present, the growth has
Bangka Belitung. Memasuki periode 2018 hingga sekarang, accelerated with the addition of 11 new hospitals across various
pertumbuhan semakin pesat dengan penambahan 11 unit rumah regions in Indonesia, ranging from Siloam Silampari Hospital in
sakit baru, yang tersebar di berbagai wilayah Indonesia, mulai South Sumatra and Jember in East Java, to Ambon in Maluku
dari RS Siloam Silampari di Sumatra Selatan, Jember di Jawa and Agora in Jakarta.
Timur, hingga Ambon di Maluku dan Agora di Jakarta.
Ekspansi strategis ini merupakan satu sisi dari upaya kami This strategic expansion is one side of our efforts to provide
menghadirkan layanan medis berkualitas. Di sisi lain, Siloam quality medical services. On the other side, Siloam consistently
secara konsisten menjalankan misi kemanusiaan untuk menjawab carries out humanitarian missions to address health access
ketimpangan akses kesehatan di wilayah pedalaman yang sulit disparities in remote inland areas that are difficult to reach by
dijangkau oleh fasilitas medis yang sesuai dengan standar. medical facilities meeting standard requirements.
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Program Klinik Papua Papua Clinic Program
Komitmen Siloam untuk menjangkau wilayah terpencil diwujudkan Siloam’s commitment to reaching remote areas is realized
melalui Program Klinik Papua. Sejak tahun 2014, program ini through the Papua Clinic Program. Since 2014, this program
menjadi ujung tombak pelayanan kesehatan gratis di daerah has been the spearhead of free healthcare services in regions
dengan tantangan geografis yang ekstrem di Indonesia. Di sini, with extreme geographical challenges in Indonesia. Here, we do
kami tidak sekadar membangun fasilitas, tetapi menghadirkan not merely build facilities, we provide a life-support system for
sistem pendukung kehidupan bagi komunitas yang selama ini communities that have historically had limited access to basic
memiliki keterbatasan akses terhadap layanan medis dasar. medical services.
Jangkauan Wilayah Regional Reach
Hingga tahun 2025, Siloam secara konsisten mengoperasikan Until 2025, Siloam has consistently operated 7 (seven) clinics
7 (tujuh) klinik yang memberikan pelayanan kesehatan gratis bagi providing free healthcare for people in the highlands and interior
masyarakat di wilayah pegunungan dan pedalaman Papua. of Papua.
Pengembangan Jangkauan: Klinik Bina Expansion of Reach: Bina Clinic
Tahun 2025 menjadi fase penting bagi perluasan layanan kami The year 2025 marked a significant phase for our service
di Papua. Siloam melaksanakan pilot trial Klinik Bina selama expansion in Papua. Siloam conducted a one-month pilot trial
satu bulan sebagai bentuk asesmen awal untuk memetakan for the Bina Clinic as an initial assessment to map the medical
kebutuhan medis masyarakat setempat. Hasil evaluasi dari fase needs of the local community. The evaluation results from this
ini menjadi landasan untuk persiapan operasional Klinik Bina yang phase serve as the foundation for the operational preparation of
dijadwalkan mulai melayani masyarakat secara resmi pada 2026.. the Bina Clinic, which is scheduled to officially begin serving the
community in 2026.
Tenaga Medis Berdedikasi Dedicated Medical Personnel
Operasional Klinik Papua didukung oleh figur-figur medis yang The operations of the Papua Clinics are supported by highly
berdedikasi tinggi, terdiri dari 2 dokter umum dan 16 perawat. dedicated medical figures, consisting of 2 general practitioners
Mengingat lokasi pelayanan yang berada di wilayah terpencil and 16 nurses. Given the remote locations and challenging
an akses logistik yang menantang, Siloam memastikan setiap logistics, Siloam ensures that every personnel possesses robust
personel memiliki kompetensi klinis yang tangguh. clinical competence.
Sepanjang 2025, seluruh tenaga medis, termasuk Resident Throughout 2025, all medical staff, including Resident Medical
Medical Officers (RMO) dan perawat, telah menyelesaikan Officers (RMO) and nurses, completed on-the-job training in
program on-the-job training di Unit Gawat Darurat (UGD) Siloam Siloam’s Emergency Departments (ER) to strengthen their clinical
untuk memperkuat keterampilan klinis serta ketangkasan dalam skills and agility in independently and professionally responding
merespons berbagai kondisi darurat medis di lapangan secara to various medical emergencies in the field.
mandiri dan profesional.
Pertumbuhan Kunjungan Pasien Growth in Patient Visits
Peningkatan kompetensi tenaga medis dan standarisasi layanan The improvement in medical personnel competence and service
berdampak pada tingkat kepercayaan masyarakat. Hal ini standardization has impacted community trust. This is reflected in
tercermin dari volume kunjungan pasien yang menunjukkan tren the volume of patient visits, which shows a positive and consistent
pertumbuhan positif dan konsisten setiap tahunnya. Kenaikan growth trend every year. This increase also demonstrates that
angka kunjungan ini sekaligus menunjukkan bahwa kehadiran the presence of the Papua Clinics is increasingly accepted and
Klinik Papua semakin diterima dan menjadi rujukan bagi has become a reference for local communities.
komunitas lokal.
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Pertumbuhan Kunjungan Pasien
Growth in Patient Visits
Pasien | Patients
13.658
12.245
11.280
2023 2024 2025
Layanan Kesehatan Komprehensif Comprehensive Healthcare Services
Pelayanan di Klinik Papua menyentuh kebutuhan paling mendasar Services at the Papua Clinics address the most fundamental and
dan preventif bagi masyarakat setempat: preventive needs of the local community:
• Poli Umum & Preventif • General & Preventive Outpatient Clinic
Memberikan layanan pengobatan umum bagi pasien rawat Provides general treatment for outpatients as well as
jalan serta skrining penyakit menular seperti TBC dan HIV. screening for infectious diseases such as TB and HIV. The
Program ini juga mencakup pencegahan dan pengobatan program also includes stunting prevention and treatment,
stunting yang pada tahun 2025 telah menjangkau 170 which in 2025 reached 170 participants, including 82
peserta, termasuk 82 anak di bawah usia dua tahun, 11 ibu children under the age of two, 11 pregnant women, and 77
hamil, dan 77 ibu menyusui. breastfeeding mothers.
Sebagai bagian dari penguatan kualitas program, kami As part of enhancing program quality, we implemented
menerapkan standardisasi menu makanan berbasis kalori di standardized calorie-based meal menus across all clinics. These
seluruh klinik. Menu ini disusun melalui konsultasi dengan menus were developed in consultation with nutritionists to
ahli gizi untuk memastikan pemenuhan standar nutrisi yang ensure consistent nutritional standards for all participants.
konsisten bagi seluruh peserta.
• Kesehatan Komunitas • Community Health
Fokus pada edukasi kesehatan secara berkala dan layanan Focuses on routine health education and homecare services
kunjungan rumah bagi pasien dengan keterbatasan akses for patients with physical access limitations. This health
fisik. Program kesadaran kesehatan ini telah diikuti oleh awareness program was attended by 2,134 participants.
2.134 peserta. Selain itu, dilakukan upaya preventif melalui Additionally, preventive efforts are conducted through
imunisasi serta sosialisasi penyakit spesifik daerah, seperti immunizations and socialization of region-specific diseases,
program sosialisasi Malaria. such as the Malaria socialization program.
• Dukungan Pendidikan (Sekolah Lentera Harapan) • Educational Support (Lentera Harapan School)
Memberikan layanan khusus bagi siswa dan guru melalui Provides specialized services for students and teachers
pemeriksaan kesehatan, edukasi kesehatan, dan Medical through health check-ups, health education, and mini
Check-Up (MCU) mini. Salah satu inisiatif unggulannya adalah Medical Check-Ups (MCU). One flagship initiative is the
program Dokter Kecil yang telah melatih 57 siswa untuk “Little Doctor” (Dokter Kecil) program, which has trained 57
memiliki keterampilan praktis seperti perawatan luka dasar, students in practical skills such as basic wound care, fixation
teknik fiksasi, pengukuran tanda-tanda vital, hingga praktik techniques, measuring vital signs, and personal as well as
kebersihan pribadi dan lingkungan sekolah. school environment hygiene practices.
• Digitalisasi Manajemen Pasien • Digitalization of Patient Management
Untuk mendukung efektivitas seluruh layanan kesehatan, To support the effectiveness of all health services, the
Klinik Papua mengimplementasikan sistem Rekam Medis Papua Clinics implemented an Electronic Medical Record
Elektronik. Langkah ini memastikan data kesehatan pasien (EMR) system. This step ensures that patient health data is
tersimpan secara akurat dan berkesinambungan, yang stored accurately and continuously, enhancing the integrated
meningkatkan efisiensi manajemen pelayanan kesehatan di efficiency of health service management across the entire
seluruh jaringan klinik secara terintegrasi. clinic network.
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Program SELANGKAH [GRI 413-1] SELANGKAH Program
Dalam dunia kesehatan, waktu sering kali menjadi penentu In the world of healthcare, time is often the decider between
antara harapan dan duka. Di Indonesia, sekitar 70% kasus kanker hope and grief. In Indonesia, approximately 70% of breast
payudara baru ditemukan pada stadium lanjut (stadium 3 ke cancer cases are only detected at an advanced stage (stage 3
atas). Angka ini bukan sekadar statistik, mereka adalah ibu, guru, and above). This figure is not just a statistic; they represent our
dan saudari kita yang kehilangan kesempatan untuk pulih lebih mothers, teachers, and sisters who lost the opportunity for early
dini karena terhalang keterbatasan akses serta informasi. recovery due to barriers in access and information.
Memahami bahwa akses yang adil terhadap layanan preventif Understanding that equitable access to preventive services
membutuhkan kolaborasi jangka panjang dan komitmen requires long-term collaboration and continuous commitment,
yang berkelanjutan, Siloam menempatkan deteksi dini kanker Siloam has placed early detection of breast cancer as a top
payudara sebagai prioritas utama dalam strategi ESG Perseroan. priority in the Company’s ESG strategy. In line with this mission,
Sejalan dengan misi ini, program SELANGKAH (SEmangat the SELANGKAH (SEmangat LAwan KAnker) program continued
LAwan KAnker) terus dilanjutkan dan diperluas pada tahun 2025 and expanded in 2025 to reach more segments of society who
untuk menjangkau lebih banyak lapisan masyarakat yang selama have historically struggled to obtain medical access.
ini sulit mendapatkan akses medis.
Program SELANGKAH berupaya menurunkan angka kematian The SELANGKAH program aims to reduce breast cancer
akibat kanker payudara melalui tiga strategi: mortality rates through three strategies:
Aksesibilitas Edukasi Intervensi Dini
Accessibility Education Early Intervention
Menyediakan teknologi mamografi Meningkatkan literasi kesehatan Memutus siklus temuan stadium
dan USG secara gratis bagi secara proaktif guna mengurangi lanjut untuk memberikan peluang
masyarakat dengan keterbatasan beban sistem kesehatan nasional. hidup yang jauh lebih baik bagi
ekonomi dan geografis. Proactively improving health pasien.
Providing free mammography literacy to reduce the burden on Breaking the cycle of late-stage
and ultrasound technology for the national healthcare system. detection to provide patients with
communities with economic a significantly better chance of
and geographical limitations. survival.
Standar Klinis dan Jangkauan Program Clinical Standards and Program Reach
Sejak diluncurkan pada tahun 2023, SELANGKAH telah Since its launch in 2023, SELANGKAH has reached 39 Siloam
menjangkau 39 cabang Siloam Hospitals di seluruh Indonesia Hospitals branches across Indonesia, involving more than
dengan melibatkan lebih dari 150 radiologist, dokter, dan staf 150 radiologists, doctors, and medical staff. The program is
medis. Program ini dijalankan dengan protokol medis ketat guna conducted under strict medical protocols to ensure accurate
memastikan diagnosis yang akurat melalui kriteria sistematis: diagnoses through systematic criteria:
• Sasaran Tepat & Inklusif • Targeted & Inclusive
Memprioritaskan wanita usia minimal 40 tahun dari kelompok Prioritizing women at least 40 years of age from lower-
ekonomi menengah ke bawah yang belum pernah didiagnosis middle-income groups who have never been diagnosed
kanker sebelumnya. Program ini juga menjangkau kelompok with cancer before. The program also reaches vulnerable
rentan di Lembaga Pemasyarakatan Perempuan guna groups in Women’s Penitentiaries to ensure that no one is
memastikan tidak ada yang tertinggal. left behind.
• Alur Terintegrasi dengan Teknologi Terkini • Integrated Workflow with Modern Technology
Meliputi Health Talk bersama spesialis, serta skrining Includes Health Talks with specialists, as well as screenings
menggunakan Mamografi atau USG payudara. Untuk using Mammography or breast Ultrasound. To ensure
memastikan kesinambungan perawatan, program ini continuity of care, the program is supported by 39 Siloam
didukung oleh 39 unit rumah sakit Siloam yang siap hospital units ready to provide medical consultation and
memberikan konsultasi dan tindak lanjut medis bagi setiap follow-up for every clinical finding.
temuan klinis.
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• Sinergi Multisektoral • Multisectoral Synergy
Kami membangun kemitraan strategis dengan Dinas We build strategic partnerships with Health Offices, local
Kesehatan, pemerintah daerah, perusahaan, hingga governments, corporations, and community organizations
organisasi masyarakat untuk memastikan pendaftaran yang to ensure registration that is transparent, well-targeted, and
transparan, tepat sasaran, dan berdampak luas. broad in its impact.
Rumah Sakit yang berpartisipasi pada Program SELANGKAH
Hospitals participating in the SELANGKAH Program
Jawa Sumatra Bali dan Nusa Tenggara
• MRCCC Siloam Hospitals • Siloam Hospitals Palembang • Siloam Hospitals Denpasar
Semanggi • Siloam Hospitals Jambi • BIMC Kuta
• Siloam Hospitals Kebon Jeruk • Siloam Hospitals Medan • BIMC Nusa Dua
• Siloam Hospitals Lippo Village & • Siloam Hospitals Lubuklinggau • Siloam Hospitals Kupang
RSU Siloam • Siloam Hospitals Bangka Belitung • Siloam Hospitals Mataram
• Siloam Hospitals TB Simatupang • Siloam Hospitals Labuan Bajo
• Siloam Hospitals Agora
• Siloam Hospitals Bogor Sulawesi
Kalimantan
• Siloam Hospitals Jember
• Siloam Hospitals Yogyakarta • Siloam Hospitals Makassar
• Siloam Hospitals Balikpapan
• RSU Syubannul Wathon Magelang • Siloam Hospitals Manado
• Siloam Hospitals Banjarmasin
• Siloam Hospitals Mampang • Siloam Hospitals Buton
• Siloam Hospitals Palangka Raya
• Siloam Hospitals Kelapa Dua • Maluku
• Siloam Heart Hospital • Siloam Hospitals Ambon
• Siloam Hospitals Semarang
• Siloam Hospitals Bekasi Timur
• Siloam Bekasi Sepanjang Jaya
• Siloam Lippo Cikarang
• Siloam Hospitals Asri
• Siloam Hospitals Purwakarta
• Siloam Hospitals Cirebon
• Siloam Hospitals Surabaya
Fokus pada Penyelesaian (Closed-Loop) Focus on Completion (Closed-Loop)
Tahun 2025 menandai evolusi Program SELANGKAH. Kami tidak The year 2025 marks the evolution of the SELANGKAH Program.
lagi hanya berhenti pada tahap “menemukan”, melainkan juga We no longer stop at the “discovery” stage, instead, we focus
berfokus pada “menyelesaikan” (closed-loop intervention). on “completion” (closed-loop intervention). Data shows that
Data menunjukkan bahwa sekitar 1% peserta berada dalam approximately 1% of participants fall into the BIRADS 4 and
kategori BIRADS 4 dan BIRADS 5 yang berarti ditemukan massa BIRADS 5 categories, meaning a suspicious mass was found
mencurigakan dan membutuhkan pemeriksaan lebih lanjut. requiring further examination.
Siloam memastikan peserta dengan kondisi ini mendapatkan Siloam ensures that participants in this condition receive referrals
rujukan ke jaringan 41 rumah sakit Siloam tanpa hambatan to the network of 41 Siloam hospitals without bureaucratic
birokrasi. Karena bagi kami, deteksi dini kehilangan maknanya hurdles. For us, early detection loses its meaning without rapid
tanpa tindak lanjut medis yang cepat. medical follow-up.
Ruang Lingkup dan Prioritas Program Program Scope and Priorities
Dalam upaya memperluas dampak sosial dan memastikan In an effort to expand social impact and ensure the sustainability
keberlanjutan inisiatif, Siloam menetapkan empat pilar prioritas of the initiative, Siloam has established four priority pillars for the
dalam pelaksanaan Program SELANGKAH: implementation of the SELANGKAH Program:
• Deteksi Dini dan Kesadaran Publik • Early Detection and Public Awareness
Berkomitmen untuk terus menyediakan layanan skrining USG Committed to continuously providing free breast ultrasound
payudara gratis yang disertai dengan sesi edukasi strategis. screening services accompanied by strategic educational
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Hal ini bertujuan untuk mendorong deteksi dini yang tepat sessions. This aims to encourage timely early detection and
waktu dan membantu masyarakat mengambil keputusan help the community make informed health decisions.
kesehatan yang berbasis informasi.
• Jangkauan Berbasis Komunitas (Outreach) • Community-Based Outreach
Memperluas keterlibatan dengan organisasi dan kelompok Expanding engagement with organizations and community
masyarakat yang dapat berperan sebagai multipliers (agen groups that can act as multipliers (information disseminators).
penyebar informasi). Langkah ini memastikan manfaat This step ensures the program’s benefits reach women
program dapat menjangkau wanita yang membutuhkan di in need across various backgrounds and hard-to-reach
berbagai latar belakang dan lokasi yang sulit dijangkau. locations.
• Kolaborasi Jangka Panjang dengan Korporasi dan Institusi • Long-Term Collaboration with Corporations and Institutions
Memperkuat kemitraan dengan sektor korporasi, lembaga Strengthening partnerships with the corporate sector,
pemerintah, serta organisasi non-pemerintah (LSM/NGO). government agencies, and non-governmental organizations
Sinergi ini ditujukan untuk memperluas skala jangkauan (NGOs). This synergy is aimed at expanding the scale
edukasi serta menjaga keberlanjutan dampak program of educational reach and maintaining the long-term
dalam jangka panjang. sustainability of the program’s impact.
• Peningkatan Kualitas Layanan • Service Quality Improvement
Terus meningkatkan standar layanan melalui percepatan Continually enhancing service standards through faster
waktu proses hasil pemeriksaan (Turnaround Time/TAT) turnaround times (TAT) for examination results and a more
dan sistem tindak lanjut yang lebih terstruktur bagi peserta structured follow-up system for participants with clinical
dengan temuan klinis. Hal ini dilakukan guna menjamin findings. This is done to guarantee consistent quality of care
kesinambungan perawatan yang berkualitas bagi setiap for every patient.
pasien.
Hasil yang Diharapkan Expected Outcomes
Melalui pendekatan closed-loop dan penguatan prioritas Through the closed-loop approach and the strengthening of
program, Siloam menargetkan dampak jangka panjang sebagai program priorities, Siloam targets the following long-term
berikut: impacts:
• Jalur Pengobatan yang Lebih Efektif • More Effective Treatment Pathways
Identifikasi awal kelainan payudara memungkinkan jalur Early identification of breast abnormalities allows for more
perawatan yang lebih tepat waktu sehingga meningkatkan timely care pathways, significantly increasing the chances of
peluang keberhasilan pengobatan secara signifikan. successful treatment.
• Advokasi Komunitas yang Mandiri • Self-Sustaining Community Advocacy
Kami memberdayakan para peserta untuk menjadi agen We empower participants to become agents of change. They
perubahan. Mereka diharapkan mampu mempromosikan are expected to promote breast cancer awareness, reduce
kesadaran kanker payudara, mengurangi stigma, serta stigma, and correct misconceptions in their environments
meluruskan miskonsepsi di lingkungan mereka melalui through continuous education.
edukasi yang berkelanjutan.
• Kemitraan yang Berkelanjutan • Sustainable Partnerships
Penguatan kolaborasi strategis dengan korporasi, lembaga Strengthening strategic collaborations with corporations,
pemerintah, dan NGO tidak hanya memperluas jangkauan government agencies, and NGOs not only expands
edukasi, tetapi juga memastikan skalabilitas program agar educational reach but also ensures program scalability so
manfaat SELANGKAH dapat terus dirasakan oleh lebih that the benefits of SELANGKAH can continue to be felt by
banyak wanita di berbagai pelosok Nusantara. more women throughout the archipelago.
Pendanaan Program Program Funding
Keberlanjutan Program SELANGKAH pada tahun 2025 didukung The sustainability of the SELANGKAH Program in 2025 is
oleh pendekatan pendanaan yang kolaboratif dan kreatif, yang supported by a collaborative and creative funding approach,
menyatukan kontribusi dari mitra korporasi, investor, hingga bringing together contributions from corporate partners,
donatur perorangan. Di samping melalui sponsor yang telah investors, and individual donors. In addition to existing
berjalan, program ini mengeksplorasi berbagai metode inovatif sponsorships, the program explores various innovative
dalam penggalangan dana guna memperluas skala dampaknya. fundraising methods to expand the scale of impact.
Salah satu inisiatif utama yang dilakukan adalah penyelenggaraan One key initiative is the organization of a public art auction, which
lelang lukisan publik, yang menjadi wadah bagi masyarakat serves as a platform for the community to contribute directly
untuk berkontribusi langsung sekaligus meningkatkan kesadaran while raising awareness for women’s health. Additionally, Siloam
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terhadap kesehatan wanita. Selain itu, Siloam menjalin establishes special partnership arrangements with companies
pengaturan kemitraan khusus dengan perusahaan-perusahaan that share a similar vision and commitment to improving
yang memiliki visi dan komitmen serupa terhadap peningkatan women’s health and early breast cancer detection.
kesehatan wanita dan deteksi dini kanker payudara.
Melalui upaya kolektif ini, Siloam terus memperluas akses Through these collective efforts, Siloam continues to expand
skrining gratis dan membawa layanan deteksi dini lebih dekat access to free screenings and bring early detection services
kepada seluruh lapisan wanita di berbagai penjuru Indonesia. closer to women across all levels of society throughout
Indonesia.
Pecahkan Rekor MURI: Aksi Deteksi Dini Kanker Payudara
Breaking a MURI Record: Early Breast Cancer Detection Action
Melalui program SELANGKAH (Semangat Lawan Kanker), Siloam mencetak sejarah baru
dengan meraih penghargaan Rekor MURI atas pelaksanaan pemeriksaan USG kanker
payudara kepada 3.000 perempuan. Kegiatan yang berlangsung pada 13–19 Oktober
2025 di Yogyakarta ini mencatat jumlah peserta tertinggi untuk kategori event on-site.
Through the SELANGKAH (Semangat Lawan Kanker) program, Siloam made history by
receiving a MURI Record award for conducting breast cancer ultrasound examinations
for 3,000 women. The event, which took place from October 13–19, 2025, in Yogyakarta,
recorded the highest number of participants for the on-site event category.
Inisiatif ini merupakan langkah Siloam dalam mendorong deteksi This initiative is Siloam’s step in encouraging early detection to
dini untuk menurunkan angka kematian akibat kanker payudara, reduce mortality rates from breast cancer, where the survival
di mana tingkat harapan hidup dapat mencapai 90% jika rate can reach 90% if detected at an early stage.
ditemukan pada stadium awal.
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Hingga 2025,
Program SELANGKAH berkontribusi pada:
As of 2025, the SELANGKAH Program has contributed to:
45.000 52.000+ 23.884
Wanita menerima akses
Individu mendapatkan informasi Wanita mendapatkan skrining
Mamografi/USG gratis
melalui Health Talk gratis khusus di tahun 2025.
Women received access to
Individuals receiving information Women receiving free screening
free mammography/ultrasound
through Health Talks. specifically in 2025.
services.
63 Titik Lokasi Layanan
Service Points Rp246 Million
Juta
2 Penghargaan
Awards
di 30 Kota/Kabupaten. Dana terkumpul melalui inisiatif dari Rekor MURI & Hospital
across 30 Cities/Regencies. lelang lukisan publik. Management Asia Awards.
In funds raised through the public from MURI Records & Hospital
art auction initiative. Management Asia Awards.
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Promosi Gaya Hidup Sehat
Promoting a Healthy Lifestyle
Olahraga dan aktivitas fisik kolektif merupakan instrumen paling Sports and collective physical activities are the most effective
efektif untuk membangun masyarakat yang kuat sekaligus instruments for building a strong society while widely
menyebarkan pesan kesehatan secara luas. Melalui berbagai disseminating health messages. Through various sporting events
ajang olahraga dan festival kesehatan, Siloam Hospitals and health festivals, Siloam Hospitals encourages positive lifestyle
mendorong perubahan gaya hidup positif, serta menciptakan changes and creates platforms for solidarity and education that
wadah solidaritas dan edukasi yang menjangkau seluruh lapisan reach all segments of the community.
komunitas.
MRCCC Run for Hope 2025 MRCCC Run for Hope 2025
Diselenggarakan pada 9 Februari 2025 di Senayan Park dalam Held on February 9, 2025, at Senayan Park to commemorate
rangka Hari Kanker Sedunia, ajang ini bukan sekadar perlombaan World Cancer Day, this event was more than just a running race; it
lari, melainkan simbol solidaritas bagi 3.165 peserta yang hadir. was a symbol of solidarity for the 3,165 participants in attendance.
Mengusung tema “Remembering Cancer Warriors”, acara ini Carrying the theme “Remembering Cancer Warriors,” the event
memberikan panggung khusus bagi 165 pejuang dan penyintas provided a special stage for 165 cancer warriors and survivors
kanker untuk menyelesaikan rute 1K, sementara 3.000 pelari to complete a 1K route, while 3,000 other runners took on a 5K
lainnya menempuh rute 5K. Setiap peserta membawa dedikasi route. Each participant carried a personal dedication through a
pribadi melalui Race BIB bertuliskan "I’m Running for..." dan Race BIB inscribed with "I’m Running for..." and left encouraging
pesan penguat di Wall of Warriors, mengingatkan kita semua messages on the Wall of Warriors, reminding us all that in the
bahwa dalam melawan kanker, selalu ada harapan. fight against cancer, there is always hope.
Festival Sulut Sehat 2025 Sulut Sehat Festival 2025
Siloam Hospitals Manado berpartisipasi aktif dalam festival yang Siloam Hospitals Manado actively participated in the festival held
digelar pada 10-12 September 2025 di Manado Town Square on September 10–12, 2025, at Manado Town Square (Mantos).
(Mantos). Kehadiran ini bertujuan meningkatkan kesadaran This presence aimed to increase public awareness regarding the
masyarakat akan pentingnya kesehatan melalui sosialisasi importance of health through the promotion of flagship services.
layanan unggulan. Program utama meliputi talkshow "Stroke The main program included a "Stroke Ready Hospitals" talk
Ready Hospitals" untuk memperkenalkan kesiapan penanganan show to introduce rapid and precise stroke patient management
pasien stroke secara cepat dan tepat di IGD Siloam Manado at the Siloam Manado Emergency Department, supported by CT
yang didukung teknologi CT Scan dan MRI. Scan and MRI technology.
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Edukasi dan Literasi Kesehatan [GRI 413-1]
Health Education and Literacy
Pengetahuan adalah kunci untuk mencegah penyakit dan Knowledge is the key to preventing disease and building
membangun masyarakat yang tangguh. Siloam secara aktif a resilient society. Siloam actively organizes various health
menyelenggarakan berbagai kegiatan edukasi kesehatan, mulai education activities, ranging from small-scale community
dari sosialisasi skala kecil di komunitas hingga acara berskala socialization to large-scale events reaching the general public.
besar yang menjangkau masyarakat luas. Melalui rangkaian Through this series of education and literacy programs, Siloam
program edukasi dan literasi ini, Siloam membekali masyarakat, equips the community, from children to high-risk groups, with
mulai dari anak-anak hingga kelompok risiko tinggi, dengan accurate and science-based medical understanding.
pemahaman medis yang akurat dan berbasis sains.
Upaya ini dilakukan baik melalui intervensi langsung maupun These efforts are carried out through both direct intervention
publikasi artikel kesehatan secara rutin di media sosial, website and the routine publication of health articles on social media,
resmi Siloam dan aplikasi MySiloam. Dengan ketersediaan literasi Siloam's official website, and the MySiloam application. With
digital yang mudah diakses, masyarakat dapat lebih cerdas easily accessible digital literacy, the public can be smarter and
dan mandiri dalam menjaga kesehatan serta dapat melakukan more independent in maintaining their health and can take
langkah pencegahan sebelum penyakit terjadi. preventive steps before illness occurs.
Siloam Goes to School dan Internalisasi Perilaku Hidup Siloam Goes to School and Internalization of Clean and
Bersih dan Sehat (PHBS) Healthy Living Behavior
Sekolah merupakan unit sosialisasi utama di luar keluarga yang Schools are primary socialization units outside the family that
memiliki peran krusial dalam membentuk habituasi individu. play a crucial role in forming individual habits. Recognizing this
Menyadari posisi tersebut, Siloam Hospitals menghadirkan position, Siloam Hospitals presents the "Siloam Goes to School"
program Siloam Goes to School sebagai respons nyata terhadap program as a concrete response to the need for standardizing
kebutuhan standarisasi Perilaku Hidup Bersih dan Sehat (PHBS) Clean and Healthy Living Behavior within educational institutions.
di lingkungan institusi pendidikan.
Melalui program ini, Siloam melakukan intervensi kesehatan Through this program, Siloam conducts early health interventions
sejak dini untuk menciptakan generasi yang memiliki ketahanan to create a generation with independent health resilience.
kesehatan mandiri. Fokus kami bukan sekadar instruksi Our focus is not merely on basic hygiene instructions, but a
kebersihan dasar, melainkan sebuah strategi preventif penekanan preventive strategy to suppress the risk of both infectious and
risiko penyakit menular maupun non-menular, seperti obesitas non-communicable diseases, such as childhood obesity, which is
anak yang kini menjadi tantangan nasional. currently a national challenge.
Mekanisme Edukasi Educational Mechanism
Pelaksanaan program ini dipandu langsung oleh tenaga medis The implementation of this program is guided directly by
profesional. Kehadiran praktisi kesehatan memberikan dimensi professional medical personnel. The presence of health
otoritas ilmiah yang menjadikan informasi medis sebagai practitioners provides a dimension of scientific authority
pedoman hidup praktis bagi siswa, bukan sekadar materi hafalan. that turns medical information into practical life guidelines
Komponen utama PHBS yang kami tanamkan meliputi: for students, rather than just rote memorization. The main
components of PHBS that we instill include:
• Higiene Tangan & Respirasi: Fokus pada sanitasi tangan dan • Hand & Respiratory Hygiene: Focusing on hand sanitation
etika batuk guna menurunkan transmisi patogen infeksius and coughing etiquette to lower the transmission of
serta mengurangi angka absensi sekolah. infectious pathogens and reduce school absenteeism.
• Nutrisi Seimbang (Isi Piringku): Edukasi pola makan untuk • Balanced Nutrition (Isi Piringku): Educating on eating
mencegah malnutrisi dan obesitas dini, yang berdampak patterns to prevent malnutrition and early obesity, which
pada penurunan risiko diabetes dan hipertensi di masa impacts the reduction of diabetes and hypertension risks in
dewasa. adulthood.
• Sanitasi Lingkungan Sekolah: Pengelolaan sampah dan • School Environmental Sanitation: Effective waste and clean
air bersih yang efektif untuk mencegah penyakit berbasis water management to prevent environment-based diseases
lingkungan seperti DBD dan diare. such as DHF (Dengue) and diarrhea.
• Aktivitas Fisik Rutin: Internalisasi kebiasaan olahraga sejak • Routine Physical Activity: Internalizing exercise habits from
dini untuk meningkatkan kapasitas kardiorespirasi dan an early age to improve students' cardiorespiratory capacity
kebugaran siswa. and fitness.
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Dampak Multiplier bagi Ekosistem Kesehatan Multiplier Effect for the Health Ecosystem
Intervensi di sekolah terbukti menciptakan ripple effect yang Intervention in schools has proven to create a "ripple effect"
menjangkau unit terkecil masyarakat, yaitu keluarga. Siswa yang that reaches the smallest unit of society, the family. Students
telah memahami prinsip PHBS cenderung menjadi komunikator who understand PHBS principles tend to become health
kesehatan yang mampu mengedukasi orang tua dan anggota communicators capable of educating parents and other family
keluarga lainnya di rumah. members at home.
Podcast Literasi Jantung Digital Digital Heart Literacy Podcast
Di tengah maraknya misinformasi medis di media digital, Siloam Amidst the prevalence of medical misinformation in digital media,
Hospitals TB Simatupang membuat 7 seri podcast "Heart & Siloam Hospitals TB Simatupang created a 7-series podcast titled
Friends". Inisiatif multimedia yang memanfaatkan platform "Heart & Friends." This multimedia initiative, utilizing YouTube
YouTube dan Instagram ini bertujuan memberikan kemudahan and Instagram platforms, aims to provide easy access to accurate
akses terhadap informasi kesehatan jantung yang akurat dan and science-based heart health information.
berbasis ilmiah.
Podcast ini tidak hanya membahas jantung secara tersendiri, This podcast does not only discuss the heart in isolation but
melainkan menggunakan pendekatan kardiometabolik dan uses cardiometabolic and cardiorenal approaches to explain its
kardiorenal untuk menjelaskan keterkaitannya dengan organ lain: connection with other organs:
• Sinergi Organ: Membahas hubungan vital jantung dengan • Organ Synergy: Discussing the vital relationship between
otak (pencegahan stroke), paru-paru (manajemen sesak the heart and the brain (stroke prevention), lungs (shortness
napas), hingga ginjal (sindrom kardiorenal). of breath management), and kidneys (cardiorenal syndrome).
• Manajemen Risiko: Mengedukasi dampak obesitas dan • Risk Management: Educating on the impact of obesity and
diabetes terhadap beban kerja serta kesehatan pembuluh diabetes on the heart's workload and vascular health.
darah jantung.
• Kelompok Khusus: Memberikan literasi mengenai deteksi • Specialized Groups: Providing literacy on the early detection
dini kelainan jantung bawaan pada anak serta adaptasi of congenital heart defects in children and hemodynamic
hemodinamik pada masa kehamilan. adaptation during pregnancy.
Kesehatan Jantung pada Kehamilan Heart Health during Pregnancy
Salah satu bahasan krusial dalam seri ini adalah pentingnya literasi One of the crucial topics in this series is the importance of heart
jantung bagi ibu hamil, mengingat jantung harus bekerja 50% literacy for pregnant women, considering the heart must work
lebih keras selama masa kehamilan. Melalui diskusi kolaboratif 50% harder during pregnancy. Through collaborative discussions
antara Spesialis Jantung (Sp.JP) dan Spesialis Kebidanan (Sp. between Heart Specialists (Sp.JP) and Obstetricians (Sp.OG),
OG), program ini membantu calon ibu membedakan gejala this program helps expectant mothers distinguish normal
kehamilan normal dengan tanda bahaya seperti gagal jantung pregnancy symptoms from warning signs such as heart failure
atau preeklampsia. or preeclampsia.
Edukasi ini didukung oleh kesiapan teknologi diagnostik This education is supported by Siloam's advanced diagnostic
mutakhir di Siloam, seperti Thromboelastography (TEG), yang technologies, such as Thromboelastography (TEG), which is
mampu memantau profil koagulasi darah secara real-time untuk capable of monitoring blood coagulation profiles in real-time
memastikan keamanan ibu hamil dengan risiko komplikasi to ensure the safety of pregnant women with risks of heart
jantung. complications.
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Indeks POJK 51/2017 [SEOJK G.4]
POJK Index 51/2017
Nama Indeks Halaman
No.
Index Name Page
A Strategi Keberlanjutan
Sustainability Strategies
A.1 Penjelasan Strategi Keberlanjutan 54
An Elaboration on Sustainability Strategies
B Ikhtisar Kinerja Aspek Keberlanjutan
Performance Highlights on Sustainability Aspects
B.1 Aspek Ekonomi 4
Economic Aspect
a. Kuantitas produksi atau jasa yang dijual; 4
Quantity of production or services offered;
b. Pendapatan atau penjualan 4
Revenue or sales
c. Laba atau rugi bersih 4
Net income or loss
d. Produk ramah lingkungan 5
Ecofriendly products; and
e. Pelibatan pihak lokal yang berkaitan dengan proses bisnis Keuangan Berkelanjutan 4
Local engagement related to sustainable finance business process
B.2 Aspek Lingkungan Hidup 5
Environmental Aspect
a. Penggunaan energi 5
Energy usage
b. Pengurangan emisi yang dihasilkan 5
Achieved reduction of emission
c. Pengurangan limbah dan efluen 5
Waste and effluent reduction
d. Pelestarian keanekaragaman hayati 5
Biodiversity conservation
B.3 Aspek Sosial 6
Social Aspect
C Profil Perusahaan
Company Profile
C.1 Visi, Misi dan Nilai keberlanjutan 16
Vision, Mission and Sustainability Values
C.2 Alamat Perusahaan 15
Company’s Address
C.3 Skala Usaha
Business Scale
a. Total aset atau kapitalisasi aset, dan total kewajiban 25-26
Total assest or assets capitalisation, and total liability
b. Jumlah karyawan menurut jenis kelamin, jabatan, usia, pendidikan, dan status ketenagakerjaan 21-24
The number of employees based on gender, position, age, education and employment status
c. Nama pemegang saham dan persentase kepemilikan saham 15
Name of shareholders and shareholding percentage
d. Wilayah operasional. 20
Areas of operations
C.4 Produk, Layanan, dan Kegiatan Usaha yang Dijalankan 15
Products, Services, and Business Activities Carried Out
C.5 Keanggotaan pada Asosiasi 26
Membership in Associations
C.6 Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan 15
Significant changes on Issuers and Public Companies
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Nama Indeks Halaman
No.
Index Name Page
D Penjelasan Direksi
Board of Directors Message
D.1 Penjelasan Direksi
Board of Directors Message
a. Kebijakan untuk merespons tantangan dalam pemenuhan strategi keberlanjutan 8-11
Policies to respond to challenges in achieving sustainability strategy
b. Penerapan Keuangan Berkelanjutan 8-11
Implementation of Sustainable Finance
c. Strategi pencapaian target 8-11
Target achievement strategies
E Tata Kelola Keberlanjutan
Sustainability Governance
E.1 Penanggung Jawab Penerapan Keuangan Berkelanjutan 44, 46
Person in Charge of the Implementation of Sustainable Finance
E.2 Pengembangan Kompetensi Terkait Keuangan Berkelanjutan 61
Competency Development on Sustainable Finance
E.3 Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan 61
Risk Assessment on the Implementation of Sustainable Finance
E.4 Hubungan dengan Pemangku Kepentingan 35
Relationship with Stakeholders
E.5 Permasalahan Terhadap Penerapan Keuangan Berkelanjutan 8-11
Issues encountered in Implementing Sustainable Finance
F Kinerja Keberlanjutan
Sustainability Performance
F.1 Kegiatan Membangun Budaya Keberlanjutan 54, 60
Activity to Build Culture of Sustainability
Kinerja Ekonomi
Economic Performance
F.2 Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, 26
Pendapatan dan Laba Rugi
Comparison between Targets and Performance of Production,Portfolio, Financing or Investment
Target, Income and Profit or Loss
F.3 Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen 26
Keuangan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
Comparison between Target and Performance of Portfolio, Financing Target, or Investments on
Financial Instruments or Projects that are in line with Sustainable Finance
Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum
General Aspect
F.4 Biaya Lingkungan Hidup 110
Environmental Cost
Aspek Material
Material Aspect
F.5 Penggunaan Material yang Ramah Lingkungan 120
Use of Environmentally Friendly Materials
Aspek Energi
Energy Aspect
F.6 Jumlah dan Intensitas Energi yang Digunakan 118
Total Amount and Intensity of the Energy Used
F.7 Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan 114-115
Efforts and Achievements on Energy Efficiency and The Use of Renewable Energy
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Nama Indeks Halaman
No.
Index Name Page
Aspek Air
Water Aspect
F.8 Penggunaan Air 129
Aspek Keanekaragaman Hayati
Biodiversity Aspect
F.9 Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Tidak Relevan
Keanekaragaman Hayati Not Relevant
Impacts of Operational Areas that are Within or Near A Conservation Area or Ones that Have
Biodiversity
F.10 Usaha Konservasi Keanekaragaman Hayati Tidak Relevan
Initiatives for Biodiversity Conservation Not Relevant
Aspek Emisi
Emission Aspect
F.11 Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya 119
Total Amount and Intensity of the Emission Produced Based on Types
F.12 Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan 114
Efforts and Achievements on Emission Reduction
Aspek Limbah dan Efluen
Waste and Effluent Aspect
F.13 Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis 126
Total Amount of Waste and Effluent Produced Based on Types
F.14 Mekanisme Pengelolaan Limbah dan Efluen 123-125
Mechanism for Waste and Effluent Management
F.15 Tumpahan yang Terjadi (jika ada) 122-123
Spills (if any)
Aspek Pengaduan Terkait Lingkungan Hidup
Aspects of Environmental Complaints
F.16 Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan 110, 166
Number and Subjects of Environmental Complaints Received and Resolved
Kinerja Sosial
Social Performance
F.17 Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen 74, 93
Commitment to Providing Fair and Impartial Services to Customers for Offered Products and/or
Services
Aspek Ketenagakerjaan
Employment Aspect
F.18 Kesetaraan Kesempatan Bekerja 133, 137
Equal Employment Opportunity
F.19 Tenaga Kerja Anak dan Tenaga Kerja Paksa 138
Commitment to Providing Fair and Impartial Services to Customers for Offered Products and/or
Services
F.20 Upah Minimum Regional 141
Regional Minimum Wage
F.21 Lingkungan Bekerja yang Layak dan Aman 144, 148, 149
A Conducive and Safe Working Environment
F.22 Pelatihan dan Pengembangan Kemampuan Pegawai 151, 154, 156
Employee Training and Development
Aspek Masyarakat
Community Aspect
F.23 Dampak Operasi Terhadap Masyarakat Sekitar 167
Impact of Operations on Surrounding Communities
F.24 Pengaduan Masyarakat 65, 166
Complaints from The Community
F.25 Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) 164
Environmental Social Responsibility Activities (CSR)
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Nama Indeks Halaman
No.
Index Name Page
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility for Developing Sustainable Products and/or Services
F.26 Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan 87, 93
Innovation and Development of Sustainable Finance Products and/or Services
F.27 Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan 74
Products/Services That Have Been Evaluated for Customer Safety
F.28 Dampak Produk/Jasa 85, 92
Impacts of Products/Services
F.29 Jumlah Produk yang Ditarik Kembali 75
Total Amount of Recall
F.30 Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan 98
Customer Satisfaction Survey on the Sustainable Finance Products/Services
G Lain-lain
Others
G.1 Verifikasi Tertulis dari Pihak Independen (jika ada) 180
Written Verification from Independent Party (if any)
G.2 Lembar Umpan Balik 203
Feedback Form
G.3 Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya 33
Response to Previous Year Report Feedback
G.4 Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang 188
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik
List of Disclosures in Accordance to Regulation of Financial Services Authority No.51/POJK.03/2017
on Application of Sustainable Finance to Financial Services Institution, Issuer and Publicly Listed
Companies
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Indeks Sustainability Accounting Standards Board (SASB)
Sustainability Accounting Standards Board (SASB) Index
Indeks ini merujuk pada indikator-indikator yang relevan dari This index refers to relevant indicators from Sustainability
standar Sustainability Accounting Standards Board (SASB): Accounting Standards Board (SASB) standards: Health Care
Pelayanan Kesehatan. Delivery.
Topik dan Metrik Pengungkapan Keberlanjutan Sustainability Disclosure Topics & Metrics
Topik Metrik Kode Halaman Materialitas Keterangan
Topic Metric Code Page Materiality Notes
Pengelolaan Energi (1) Total energi yang dikonsumsi, (2) Persentase listrik
Energy dari jaringan, dan (3) Persentase energi terbarukan
HC-DY-130a.1 118 √
Management (1) Total energy consumed, (2) Percentage grid
electricity, and (3) Percentage renewable
Pengelolaan Limbah Total jumlah limbah medis: persentase (a) insinerasi,
Waste Management (b) didaur ulang atau diolah dan (c) dibuang ke Tempat
Pembuangan Akhir (TPA) HC-DY-150a.1 126 √
Total amount of medical waste: percentage (a)
incinerated, (b) recycled or treated and (c) landfilled
Total jumlah limbah farmasi berbahaya dan tidak
berbahaya, dengan persentase yang (a) dibakar
(insinerasi), (b) didaur ulang atau diolah, dan (c) dibuang
ke tempat pembuangan akhir (TPA) HC-DY-150a.2 126 -
Total amount of: (1) hazardous and (2) non-hazardous
pharmaceutical waste, percentage (a) incinerated, (b)
recycled or treated and (c) landfilled
Privasi Pasien & Deskripsi kebijakan dan praktik untuk mengamankan
Rekam Medis data pribadi dan rekam medis pasien
Elektronik Description of policies and practices to secure
HC-DY-230a.2 28, 62, 69, 74 √
Patient Privacy & customers’ personal health data records and other
Electronic Health personal data
Records
(1) Jumlah pelanggaran data, (2) Persentase yang
melibatkan (a) hanya data pribadi dan (b) data
kesehatan pribadi, dan (3) Jumlah pelanggan yang
terdampak pada masing-masing kategori: (a) hanya data
pribadi dan (b) data kesehatan pribadi HC-DY-230a.3 70 √
(1) Number of data breaches, (2) Percentage involving
(a) personal data only and (b) personal health data, and
(3) Number of customers affected in each category, (a)
personal data only and (b) personal health data
Total kerugian finansial akibat proses hukum terkait
keamanan dan privasi data
HC-DY-230a.4 70 -
Total amount of monetary losses as a result of legal
proceedings associated with data security and privacy
Akses bagi Pasien Pembahasan strategi untuk mengelola keragaman
Berpenghasilan status asuransi pasien
Rendah Discussion of strategy to manage the mix of patient HC-DY-240a.1 82, 167 √
Access for Low insurance status
Income Patients
Kualitas Pelayanan Jumlah peristiwa serius yang dapat dilaporkan
& Kepuasan Pasien Number of serious reportable events
HC-DY-250a.2 √ Omission
Quality of Care &
Patient Satisfaction
Kualitas Pelayanan Tingkat kondisi yang didapat di rumah sakit per rumah
& Kepuasan Pasien sakit
HC-DY-250a.3 79
Quality of Care & Hospital-acquired condition rates per hospital
Patient Satisfaction
Jumlah (1) rawat inap ulang yang tidak direncanakan
dan (2) total rawat inap ulang per rumah sakit
HC-DY-250a.6 - Omission
Number of (1) unplanned and (2) total
readmissions per hospital
Manajemen Zat Deskripsi kebijakan dan praktik untuk mengelola jumlah
Terkendali resep yang dikeluarkan untuk zat terkendali
Management Description of policies and practices to manage HC-DY-260a.1 76 -
of Controlled the number of prescriptions issued for controlled
Substances substances
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Topik Metrik Kode Halaman Materialitas Keterangan
Topic Metric Code Page Materiality Notes
Transparansi Deskripsi kebijakan atau inisiatif untuk memastikan
Penetapan Harga & bahwa pasien memperoleh informasi yang memadai
Penagihan terkait harga sebelum menjalani suatu prosedur
HC-DY-270a.1 93 -
Pricing & Billing Description of policies or initiatives to ensure that
Transparency patients are adequately informed about price before
undergoing a procedure
Penjelasan mengenai bagaimana informasi harga
layanan disediakan secara publik
HC-DY-270a.2 93-94 -
Discussion of how pricing information for services is
made publicly available
Dampak Perubahan Jumlah dari 25 layanan paling umum yang dilakukan
Iklim terhadap entitas dan memiliki informasi harga yang tersedia
Kesehatan Manusia secara publik, serta persentase layanan tersebut
dan Infrastruktur terhadap total volume layanan yang dilakukan
HC-DY-270a.3 93-94 √
Climate Change Number of the entity’s 25 most common services
Impacts on for which pricing information is publicly available,
Human Health & percentage of total services performed (by volume) that
Infrastructure these represent
Keselamatan dan Tingkat insiden yang dapat dicatat (Total Recordable
Kesehatan Tenaga Incident Rate/TRIR) untuk (a) karyawan langsung dan (b)
Kerja karyawan kontrak HC-DY-320a.1 144, 148, 150 √
Workforce Health & Total recordable incident rate (TRIR) for (a) direct
Safety employees and (b) contract employees
Rekrutmen, (1) Tingkat turnover sukarela dan (2) tidak sukarela
Pengembangan, dan untuk: (a) dokter, (b) tenaga kesehatan non-dokter, dan
Retensi Karyawan (c) seluruh karyawan lainnya
Employee (1) Voluntary and (2) involuntary turnover rate for: (a)
Recruitment, physicians, (b) nonphysician health care practitioners, HC-DY-330a.1 134-136 √
Development & and (c) all other employees
Retention
Deskripsi upaya rekrutmen dan retensi talenta untuk
tenaga kesehatan profesional
HC-DY-330a.2 152, 154, 160 √
Description of talent recruitment and retention efforts
for health care practitioners
Dampak Perubahan Deskripsi kebijakan dan praktik untuk menangani: (1)
Iklim terhadap Risiko fisik akibat meningkatnya frekuensi dan intensitas
Kesehatan Manusia peristiwa cuaca ekstrem, (2) Perubahan tingkat
dan Infrastruktur morbiditas dan mortalitas penyakit yang berkaitan
Climate Change dengan perubahan iklim, dan (3) Kesiapsiagaan serta
Impacts on respons terhadap keadaan darurat
Human Health & Description of policies and practices to address: (1) the HC-DY-450a.1 111 √
Infrastructure physical risks because of an increased frequency and
intensity of
extreme weather events, (2) changes in the morbidity
and mortality rates of illnesses and diseases associated
with climate change, and (3) emergency preparedness
and response
Kecurangan & Jumlah total kerugian finansial akibat proses hukum
Prosedur yang Tidak yang berkaitan dengan kecurangan medis.
Diperlukan Total amount of monetary losses as a result of legal
HC-DY-510a.1 63 √
Fraud & proceedings associated with medical fraud
Unnecessary
Procedures
Metrik Aktivitas
Activity Metric
Topik Metrik Kode Halaman
Topic Metric Code Page
Jumlah (1) fasilitas dan (2) tempat tidur, berdasarkan jenisnya
HC-DY-000.A 20-21
Number of (1) facilities and (2) beds, by type
Jumlah (1) rawat inap dan (2) kunjungan rawat jalan
HC-DY-000.B 20-21
Number of (1) inpatient admissions and (2) outpatient visits
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Indeks GRI
GRI Index
Pernyataan Penggunaan: PT Siloam International Hospitals Tbk Statement of Use: PT Siloam International Hospitals Tbk
telah melaporkan sesuai dengan Standar GRI untuk periode has reported in accordance with the GRI Standards for the period
1 Januari-31 Desember 2025. 1 January - 31 December 2025.
Penggunaan GRI 1: Foundation 2021 GRI 1 Used: : Foundation 2021
Sektor Standar GRI yang Berlaku: Tidak ada Applicable GRI Sector Standard(s): None
Hal Yang Tidak Dicantumkan
Omission
Standar GRI 2021 Pengungkapan Halaman Persyaratan
GRI Standard 2021 Disclosure Page Yang Tidak
Alasan Penjelasan
Dicantumkan
Reason Explanation
Requirement(S)
Omitted
Pengungkapan Umum
General Disclosures
GRI 2: Pengungkapan 2-1 Rincian organisasi 14
Umum 2021 Organizational details
GRI 2: General
2-2 Entitas yang dimasukkan dalam 20
Disclosures 2021
pelaporan keberlanjutan organisasi
Entities included in the organization’s
sustainability reporting
2-3 Periode, frekuensi, dan titik kontak 33
pelaporan
Reporting period, frequency and
contact point
2-4 Penyajian kembali informasi 33-34
Restatements of information
2-5 Penjaminan eksternal 33
External assurance
2-6 Aktivitas, rantai nilai, dan hubungan 20
bisnis lainnya
Activities, value chain and other
business relationships
2-7 Tenaga kerja 21-24
Employees
2-8 Pekerja yang bukan pekerja langsung 24
Workers who are not employees
2-9 Struktur dan komposisi tata kelola 44, 46
Governance structure and composition
2-10 Pencalonan dan pemilihan badan tata 50
kelola tertinggi
Nomination and selection of the
highest governance body
2-11 Ketua badan tata kelola tertinggi 46
Chair of the highest governance body
2-12 Peran badan tata kelola tertinggi dalam 44
mengawasi manajemen dampak
Role of the highest governance body
in overseeing the management of
impacts
2-13 Delegasi tanggung jawab untuk 44
mengelola dampak
Delegation of responsibility for
managing impacts
2-14 Peran badan tata kelola tertinggi 44, 46
dalam pelaporan keberlanjutan
Role of the highest governance body in
sustainability reporting
2-15 Konflik kepentingan 64
Conflicts of interest
2-16 Komunikasi masalah penting 65
Communication of critical concerns
2-17 Pengetahuan kolektif badan tata kelola 61
tertinggi
Collective knowledge of the highest
governance body
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Hal Yang Tidak Dicantumkan
Omission
Standar GRI 2021 Pengungkapan Halaman Persyaratan
GRI Standard 2021 Disclosure Page Yang Tidak
Alasan Penjelasan
Dicantumkan
Reason Explanation
Requirement(S)
Omitted
2-18 Evaluasi kinerja badan tata kelola 51
tertinggi
Evaluation of the performance of the
highest governance body
2-19 Kebijakan remunerasi 50
Remuneration policies
2-20 Proses untuk menentukan remunerasi 50
Process to determine remuneration
2-21 Rasio kompensasi total tahunan Rasio Keterbatasan Informasi
Annual total compensation ratio Kompensasi Kerahasiaan terkait
Total Tahunan Confidentiality kompensasi
Annual Total Constraints eksekutif
Compensation bersifat sensitif
Ratio dan tunduk
pada kebijakan
internal
Perseroan
serta
ketentuan
perundang
undangan
yang berlaku
mengenai
kerahasiaan
data
pribadi dan
kontraktual.
Information
related to
executive
compensation
is considered
sensitive and
is subject
to internal
company
policies as well
as applicable
legal provisions
regarding
personal data
and contractual
confidentiality.
2-22 Pernyataan tentang strategi 10, 54
pembangunan berkelanjutan
Statement on sustainable development
strategy
2-23 Komitmen kebijakan 137
Policy commitments
2-24 Menanamkan komitmen kebijakan 110
Embedding policy commitments
2-25 Proses untuk memperbaiki dampak 65
negatif
Processes to remediate negative
impacts
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Hal Yang Tidak Dicantumkan
Omission
Standar GRI 2021 Pengungkapan Halaman Persyaratan
GRI Standard 2021 Disclosure Page Yang Tidak
Alasan Penjelasan
Dicantumkan
Reason Explanation
Requirement(S)
Omitted
2-26 Mekanisme untuk mencari nasihat dan 65
mengemukakan masalah
Mechanisms for seeking advice and
raising concerns
2-27 Kepatuhan terhadap hukum dan 66
peraturan
Compliance with laws and regulations
2-28 Asosiasi keanggotaan 26
Membership associations
2-29 Pendekatan untuk keterlibatan 35
pemangku kepentingan
Approach to stakeholder engagement
2-30 Perjanjian perundingan kolektif 137, 161
Collective bargaining agreements
Topik Material
Material Topics
GRI 3: Topik Material 3-1 Proses untuk menentukan topik 36
2021 material
GRI 3: Material Topics
2021 Process to determine material topics
3-2 Daftar topik material 36, 38
List of material topics
Energi dan Iklim
Energy and Climate
GRI 3: Topik Material 3-3 Manajemen topik material 113
2021
GRI 3: Material Topics Management of material topics
2021
GRI 305: Emisi 2016 305-1 Emisi GRK (Cakupan 1) langsung 119
GRI 305: Emissions Direct (Scope 1) GHG emissions
2016
305-2 Emisi energi GRK (Cakupan 2) tidak 119
langsung
Energy indirect (Scope 2) GHG
emissions
305-3 Emisi GRK (Cakupan 3) tidak langsung 119
lainnya
Other indirect (Scope 3) GHG
emissions
305-4 Intensitas emisi GRK 119
GHG emissions intensity
305-5 Pengurangan Emisi GRK 115
GRI 103: Energi 2025 103-1 Kebijakan dan komitmen energi 113
GRI 103: Energy 2025 Energy policies and commitments
103-2 Konsumsi energi dan pembangkitan 118
mandiri dalam organisasi
Energy consumption and self-
generation within the organization
103-3 Konsumsi energi hulu dan hilir 118
Upstream and downstream energy
consumption
103-4 Intensitas energi 118
Energy intensity
103-5 Pengurangan konsumsi energi 115
Reduction in energy consumption
Limbah dan Limbah Medis
Waste and Medical Waste
GRI 3: Topik Material 3-3 Manajemen topik material 120
2021 Management of material topics
GRI 3: Material Topics
2021
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Hal Yang Tidak Dicantumkan
Omission
Standar GRI 2021 Pengungkapan Halaman Persyaratan
GRI Standard 2021 Disclosure Page Yang Tidak
Alasan Penjelasan
Dicantumkan
Reason Explanation
Requirement(S)
Omitted
GRI 306: Limbah 306-1 Timbulan limbah dan dampak signifikan 121
GRI 306: Waste terkait limbah
Waste generation and significant
waste-related impacts
306-2 Manajemen dampak signifikan terkait 122
limbah
Management of significant waste-
related impacts
306-3 Timbulan limbah 126
Waste generated
306-4 Limbah yang dialihkan dari 124, 126
pembuangan akhir
Waste diverted from disposal
306-5 Limbah yang dikirimkan ke 126
pembuangan akhir
Waste directed to disposal
Kesehatan, Keselamatan, dan Kesejahteraan Karyawan
Employee Health, Safety and Well-being
GRI 3: Topik Material 3-3 Manajemen topik material 191
2021 Management of material topics
GRI 3: Material Topics
2021
GRI 403: Keselamatan 403-1 Sistem manajemen kesehatan dan 144, 145,
dan Kesehatan Kerja keselamatan kerja 150
2018 Occupational health and safety
GRI 403: Occupational management system
Health and Safety
403-2 Pengidentifikasian bahaya, penilaian 145
2018
risiko, dan investigasi insiden
Hazard identification, risk assessment,
and incident investigation
403-3 Layanan kesehatan kerja 148, 149
Occupational health services
403-4 Partisipasi, konsultasi, dan komunikasi 145
pekerja tentang kesehatan dan
keselamatan kerja
Worker participation, consultation, and
communication on occupational health
and safety
403-5 Pelatihan pekerja mengenai kesehatan 146, 148
dan keselamatan kerja
Worker training on occupational health
and safety
403-6 Peningkatan kualitas kesehatan pekerja 145
Promotion of worker health
403-7 Pencegahan dan mitigasi dampak- 145
dampak kesehatan dan keselamatan
kerja yang secara langsung terkait
hubungan bisnis
Prevention and mitigation of
occupational health and safety impacts
directly linked by business relationships
403-8 Pekerja yang tercakup dalam 145
sistem manajemen kesehatan dan
keselamatan kerja
Workers covered by an occupational
health and safety management system
403-9 Kecelakaan kerja 148
Work-related injuries
403-10 Penyakit Akibat Kerja 150
Work-related ill health
GRI 404: Pendidikan 404-1 Rata-rata jam pelatihan per tahun per 156, 157
dan Edukasi karyawan
GRI 404: Training and Average hours of training per year per
Education employee
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Hal Yang Tidak Dicantumkan
Omission
Standar GRI 2021 Pengungkapan Halaman Persyaratan
GRI Standard 2021 Disclosure Page Yang Tidak
Alasan Penjelasan
Dicantumkan
Reason Explanation
Requirement(S)
Omitted
404-2 Program untuk meningkatkan 151-155
keterampilan karyawan dan program
bantuan peralihan
Programs for upgrading employee
skills and transition assistance
programs
404-3 Persentase karyawan yang menerima 152
tinjauan rutin terhadap kinerja dan
pengembangan karier
Percentage of employees receiving
regular performance and career
development reviews
Akses dan Keterjangkauan Layanan Kesehatan
Healthcare Access and Affordability
GRI 3: Topik Material 3-3 Manajemen topik material 167
2021 Management of material topics
GRI 3: Material Topics
2021
GRI 413: Masyarakat 413-1 Operasi dengan keterlibatan 167, 169,
Lokal masyarakat setempat, penilaian 176
GRI 413: Local dampak, dan program pengembangan
Community Operations with local community
engagement, impact assessments, and
development programs
Kesehatan dan Keselamatan Pasien
Patient Health and Safety
GRI 3: Topik Material 3-3 Manajemen topik material 74
2021 Management of material topics
GRI 3: Material Topics
2021
GRI 416: Kesehatan 416-1 Penilaian dampak kesehatan dan 75
dan Keselamatan keselamatan dari berbagai kategori
Pelanggan 2016 produk dan jasa
GRI 416: Consumer Assessment of the health and safety
Health and Safety impacts of product and service
2016 categories
416-2 Insiden ketidakpatuhan sehubungan 75
dengan dampak kesehatan dan
keselamatan dari produk dan jasa
Incidents of non-compliance
concerning the health and safety
impacts of products and services
Kepuasan Pelanggan dan Keamanan Informasi serta Privasi Pasien
Customer Satisfaction and Information Security and Patient Privacy
GRI 3: Topik Material 3-3 Manajemen topik material 69
2021 Management of material topics
GRI 3: Material Topics
2021
GRI 418: Privasi 418-1 Pengaduan yang berdasar mengenai 69
Pelanggan 2016 pelanggaran terhadap privasi
GRI 418: Customer pelanggan dan hilangnya data
Privacy 2016 pelanggan
Substantiated complaints concerning
breaches of customer privacy and
losses of customer data
Tata Kelola dan Etika
Governance and Ethics
GRI 3: Topik Material 3-3 Manajemen topik material 63
2021 Management of material topics
GRI 3: Material Topics
2021
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Hal Yang Tidak Dicantumkan
Omission
Standar GRI 2021 Pengungkapan Halaman Persyaratan
GRI Standard 2021 Disclosure Page Yang Tidak
Alasan Penjelasan
Dicantumkan
Reason Explanation
Requirement(S)
Omitted
GRI 205: Anti-Korupsi 205-1 Operasi-operasi yang dinilai memiliki 63
GRI 205: Anti- risiko terkait korupsi
Corruption Operations assessed for risks related
to corruption
205-2 Komunikasi dan pelatihan tentang 63, 138
kebijakan dan prosedur antikorupsi
Communication and training about
anti-corruption policies and procedures
205-3 Insiden korupsi yang terbukti dan 63
tindakan yang diambil
Confirmed incidents of corruption and
actions taken
GRI 204: Praktik 204-1 Proporsi pengeluaran untuk pemasok 67
Pengadaan 2016 lokal
GRI 204: Procurement Proportion of spending on local
Practices 2016 suppliers
Pengungkapan Lainnya
Other Disclosures
GRI 201: Kinerja 201-1 Nilai ekonomi langsung yang dihasilkan 25
Ekonomi dan didistribusikan
GRI 201: Economic Direct economic value generated and
Performance distributed
GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan 167
Ekonomi Tidak layanan
Langsung 2016 Infrastructure investments and services
GRI 203: Indirect supported
Economic Impacts
203-2 Dampak ekonomi tidak langsung yang 167
2016
signifikan
Significant indirect economic impacts
GRI 303: Air 303-1 Interaksi dengan air sebagai sumber 127
GRI 303: Water daya bersama
Interactions with water as a shared
resource
303-2 Manajemen dampak yang berkaitan 127-128
dengan pembuangan air
Management of water discharge-
related impacts
303-3 Pengambilan air 129
Water withdrawal
303-4 Pembuangan air 129
Water discharge
303-5 Konsumsi air 129
Water consumption
GRI 308: Penilaian 308-1 Seleksi pemasok baru dengan 67, 68
Lingkungan Pemasok menggunakan kriteria lingkungan
2016 New suppliers that were screened
GRI 308: Supplier using environmental criteria
Environmental
Assessment 2016
GRI 401: Tenaga Kerja 401-1 Perekrutan karyawan baru dan 133, 135
GRI 401: Employment pergantian karyawan
New employee hires and employee
turnover
401-2 Tunjangan yang diberikan kepada 140
karyawan purnawaktu yang tidak
diberikan kepada karyawan pada kurun
waktu tertentu atau paruh waktu
Benefits provided to full-time
employees that are not provided to
temporary or part-time employees
401-3 Cuti melahirkan 143
Parental leave
GRI 405: 405-1 Keanekaragaman badan tata kelola dan 134, 137
Keanekaragaman dan karyawan
Peluang Setara Diversity of governance bodies and
GRI 405: Diversity and employees
Equal Opportunity
405-2 Rasio gaji pokok dan remunerasi 137, 139
perempuan dibandingkan laki-laki
Ratio of basic salary and remuneration
of women to men
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About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Hal Yang Tidak Dicantumkan
Omission
Standar GRI 2021 Pengungkapan Halaman Persyaratan
GRI Standard 2021 Disclosure Page Yang Tidak
Alasan Penjelasan
Dicantumkan
Reason Explanation
Requirement(S)
Omitted
GRI 406: 406-1 Insiden diskriminasi dan tindakan 137
Nondiskriminasi 2016 perbaikan yang dilakukan
GRI 406: Non- Incidents of discrimination and
discrimination 2016 corrective actions taken
GRI 408: Pekerja 408-1 Operasi dan pemasok yang berisiko 138-139
Anak 2016 signifikan terhadap insiden pekerja
anak
GRI 408: Child Labor
2016 Operations and suppliers at significant
risk for incidents of child labor
GRI 409: Kerja Paksa 409-1 Operasi dan pemasok yang berisiko 138-139
atau Wajib Kerja 2016 signifikan terhadap insiden kerja paksa
atau wajib kerja
GRI 409: Forced or
Compulsory Labor Operations and suppliers at significant
2016 risk for incidents of forced or
compulsory labor
GRI 414: Penilaian 414-1 Seleksi pemasok baru dengan 67-68
Sosial Pemasok 2016 menggunakan kriteria sosial
GRI 414: Supplier New suppliers that were screened
Social Assessment using social criteria
2016
GRI 417: Pemasaran 417-1 Persyaratan untuk pelabelan dan 93
dan Pelabelan 2016 informasi produk dan jasa
GRI 417: Marketing Requirements for product and service
and Labeling 2016 information and labeling
417-2 Insiden ketidakpatuhan terkait 95
informasi dan pelabelan produk dan
jasa
Incidents of non-compliance
concerning product and service
information and labeling
417-3 Insiden ketidakpatuhan terkait 95
komunikasi pemasaran
Incidents of non-compliance
concerning marketing communications
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Indeks Pengungkapan Iklim
Climate-Related Disclosure Index
Indeks ini menyajikan pengungkapan yang selaras dengan This index presents disclosures aligned with the recommendations
rekomendasi Task Force on Climate-related Financial Disclosures of the Task Force on Climate-related Financial Disclosures (TCFD),
(TCFD), yang kini telah diintegrasikan ke dalam standar global which have now been integrated into the global International
International Financial Reporting Standards (IFRS) S2 dan Financial Reporting Standards (IFRS) S2 and Pernyataan Standar
Pernyataan Standar Pelaporan Keuangan 2 (PSPK 2). Pelaporan Keuangan 2 (PSPK 2).
Deskripsi Pengungkapan Ringkasan Lokasi
Disclosures Description Summary Location
Tata Kelola / Governance
a. Jelaskan pengawasan dewan Dewan Komisaris dan Direksi mengawasi pengelolaan risiko dan aspek ESG sebagai Manajemen Risiko
terhadap risiko dan peluang bagian dari fungsi tata kelola Perseroan. Pengawasan ini mencakup aspek lingkungan, Lingkungan Terpadu
terkait perubahan iklim. termasuk risiko yang berkaitan dengan perubahan iklim, dan dilaksanakan melalui (hal. 111)
Describe the board's oversight struktur tata kelola yang melibatkan Komite Pengarah ESG dalam memantau kinerja dan Tata Kelola yang Baik –
of climate-related risks and isu-isu utama di seluruh unit operasional. Struktur Tata Kelola (hal.
opportunities. The Board of Commissioners and the Board of Directors oversee risk management and 46-47)
ESG aspects as part of the Company’s governance function. This oversight includes Integrated
environmental aspects, including risks related to climate change, and is carried out Environmental Risk
through a governance structure that involves the ESG Steering Committee in monitoring Management (pg. 111)
performance and key issues across all operational units. Corporate Governance
– Governance Structure
(pg. 46-47)
b. Jelaskan peran manajemen Manajemen bertanggung jawab dalam mengidentifikasi, menilai, dan mengelola risiko Manajemen Risiko
dalam menilai dan mengelola lingkungan, termasuk risiko yang berkaitan dengan perubahan iklim, melalui pendekatan Lingkungan Terpadu
risiko dan peluang terkait yang terintegrasi dalam kerangka manajemen risiko Perseroan. Proses ini mencakup (hal. 111)
perubahan iklim. pemantauan, pengelolaan, dan pelaporan risiko secara terstruktur oleh unit terkait dan Tata Kelola yang Baik –
Describe management's role Tim ESG. Struktur Tata Kelola (hal.
in assessing and managing Management is responsible for identifying, assessing, and managing environmental 46-47)
climate-related risks and risks, including those related to climate change, through an approach integrated into Integrated
opportunities. the Company’s overall risk management framework. This process includes structured Environmental Risk
monitoring, management, and reporting of risks by relevant units and the ESG Team. Management (pg. 111)
Corporate Governance
– Governance Structure
(pg. 46-47)
Strategi / Strategy
a. Jelaskan risiko dan peluang Perseroan mengidentifikasi risiko fisik terkait perubahan iklim, seperti gelombang Manajemen Risiko
terkait perubahan iklim yang panas ekstrem, banjir akibat curah hujan tinggi dan storm surge, serta kekeringan dan Lingkungan Terpadu
telah diidentifikasi perusahaan penurunan kualitas air yang berpotensi memengaruhi operasional dan infrastruktur (hal. 111)
dalam jangka pendek, rumah sakit. Sebagai respons, Perseroan mengembangkan strategi dekarbonisasi, Strategi Pengelolaan
menengah, dan panjang. efisiensi energi, serta pengelolaan emisi Scope 1, 2, dan 3. Identifikasi risiko dan peluang Energi dan Emisi (hal.
Describe the climate-related ini akan terus dikembangkan secara bertahap seiring dengan peningkatan kapasitas 113–114)
risks and opportunities the internal dan ketersediaan data. Integrated
organization has identified The Company has identified physical risks related to climate change, such as extreme Environmental Risk
over the short, medium, and heatwaves, flooding due to heavy rainfall and storm surges, as well as drought and Management (pg. 111)
long term. declining water quality, which may affect hospital operations and infrastructure. In Energy and Emission
response, the Company is developing decarbonization strategies, energy efficiency Management Strategy
initiatives, and the management of Scope 1, 2, and 3 emissions. The identification of (pg. 113–114)
these risks and opportunities will continue to be progressively enhanced in line with
improvements in internal capacity and data availability.
b. Jelaskan dampak risiko dan Risiko terkait perubahan iklim memengaruhi aspek operasional dan infrastruktur, Manajemen Risiko
peluang terkait perubahan termasuk peningkatan konsumsi energi, potensi kerusakan properti, gangguan layanan, Lingkungan Terpadu
iklim terhadap bisnis, strategi, serta keterbatasan sumber daya air. Risiko ini menjadi pertimbangan dalam perencanaan (hal. 111)
dan perencanaan keuangan operasional, investasi infrastruktur, dan peningkatan efisiensi sumber daya. Perseroan Efisiensi dan Inovasi
perusahaan. juga mulai mengalokasikan investasi untuk inisiatif efisiensi energi sebagai bagian dari Energi (hal. 114)
Describe the impact of climate- strategi mitigasi dan pengelolaan risiko jangka panjang. Integrated
related risks and opportunities Climate-related risks affect operational and infrastructure aspects, including increased Environmental Risk
on the organization's energy consumption, potential property damage, service disruptions, and limitations Management (pg. 111)
businesses, strategy, and in water resources. These risks are considered in operational planning, infrastructure Energy Efficiency and
financial planning. investment, and resource efficiency improvements. The Company has also begun Innovation (pg. 114)
allocating investments toward energy efficiency initiatives as part of its long-term risk
mitigation and management strategy.
c. Jelaskan ketahanan strategi Perseroan mempertimbangkan perkembangan perubahan iklim dalam pengelolaan Manajemen Risiko
perusahaan, dengan risiko dan penyusunan strategi keberlanjutan. Pendekatan ini didukung oleh proses ESG Lingkungan Terpadu
mempertimbangkan berbagai Due Diligence sebagai dasar awal dalam memahami eksposur risiko. Seiring dengan (hal. 111)
skenario terkait perubahan penguatan kapasitas dan data, Perseroan akan terus mengembangkan pendekatan yang Integrated
iklim. lebih komprehensif, termasuk dalam mempertimbangkan berbagai kondisi perubahan Environmental Risk
Describe the resilience of the iklim di masa depan. Management (pg. 111)
organization's strategy, taking The Company considers climate change developments in its risk management and
into consideration different sustainability strategy formulation. This approach is supported by an ESG Due Diligence
climate-related scenarios. process as an initial foundation for understanding risk exposure. As capacity and data
improve, the Company will continue to enhance its approach, including consideration of
various future climate scenarios.
2025 Sustainability Report | PT Siloam International Hospitals Tbk 201
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Deskripsi Pengungkapan Ringkasan Lokasi
Disclosures Description Summary Location
Manajemen Risiko / Risk Management
a. Jelaskan proses untuk Perseroan mengidentifikasi dan menilai risiko lingkungan, termasuk risiko yang berkaitan Manajemen Risiko
mengidentifikasi dan menilai dengan perubahan iklim, melalui proses Environmental, Social, and Governance Due Lingkungan Terpadu
risiko terkait perubahan iklim. Diligence (ESGDD) yang dilakukan dengan melibatkan pihak ketiga independen untuk (hal. 111)
Describe the organization's memetakan eksposur risiko serta menjadi dasar dalam pengembangan pemahaman Integrated
processes for identifying and terhadap risiko dan peluang terkait perubahan iklim. Pendekatan ini akan terus Environmental Risk
assessing climate-related risks. dikembangkan secara bertahap seiring dengan peningkatan kapasitas internal dan Management (pg. 111)
ketersediaan data.
The Company identifies and assesses environmental risks, including those related
to climate change, through an Environmental, Social, and Governance Due Diligence
(ESGDD) process conducted with the involvement of independent third parties. This
process is used to map risk exposure and serves as a foundation for developing the
Company’s understanding of climate-related risks and opportunities. This approach will
continue to be developed progressively in line with improvements in internal capacity
and data availability.
b. Jelaskan proses-proses untuk Pengelolaan risiko lingkungan, termasuk yang berkaitan dengan perubahan iklim, Manajemen Risiko
mengelola risiko terkait dilakukan melalui integrasi ke dalam perencanaan operasional, investasi infrastruktur, Lingkungan Terpadu
perubahan iklim. serta inisiatif efisiensi sumber daya. Perseroan juga mengembangkan berbagai strategi (hal. 111)
Describe the organization's mitigasi, termasuk efisiensi energi dan pengelolaan emisi, untuk mengurangi potensi Strategi Pengelolaan
processes for managing dampak risiko terhadap operasional dan layanan. Energi dan Emisi (hal.
climate-related risks. Environmental risk management, including climate-related risks, is carried out through 113–114)
integration into operational planning, infrastructure investment, and resource efficiency Integrated
initiatives. The Company also develops various mitigation strategies, including energy Environmental Risk
efficiency and emissions management, to reduce potential impacts on operations and Management (pg. 111)
services. Energy and Emission
Management Strategy
(pg. 113–114)
c. Jelaskan bagaimana proses Proses identifikasi, penilaian, dan pengelolaan risiko lingkungan terintegrasi dalam Manajemen Risiko
untuk mengidentifikasi, kerangka manajemen risiko Perseroan secara keseluruhan. Pengelolaan ini didukung Lingkungan Terpadu
menilai, dan mengelola oleh struktur tata kelola yang melibatkan manajemen, Komite Pengarah ESG, serta (hal. 111)
risiko terkait perubahan pelaporan kepada Direksi dan Dewan Komisaris, sehingga memungkinkan pengawasan Tata Kelola yang Baik –
iklim diintegrasikan ke dalam dan pengendalian risiko secara menyeluruh. Struktur Tata Kelola (hal.
keseluruhan pengelolaan risiko The processes for identifying, assessing, and managing environmental risks are 46-47)
Perusahaan. integrated into the Company’s overall risk management framework. This is supported Integrated
Describe how processes for by a governance structure involving management, the ESG Steering Committee, Environmental Risk
identifying, assessing, and and reporting to the Board of Directors and the Board of Commissioners, enabling Management (pg. 111)
managing climate-related comprehensive risk oversight and control. Corporate Governance
risks are integrated into the – Governance Structure
organization's overall risk (pg. 46-47)
management.
Metrik dan Target / Metrics and Targets
a. Mengungkapkan metrik yang Perseroan mengungkapkan metrik emisi gas rumah kaca (GRK) yang mencakup Data Emisi Operasional
digunakan perusahaan untuk Cakupan 1, 2, dan 3, termasuk total emisi dan intensitas emisi. Penghitungan dilakukan (hal. 119)
menilai risiko dan peluang menggunakan standar yang diakui secara internasional, seperti GHG Protocol dan Operational Emissions
terkait perubahan iklim sejalan DEFRA, serta faktor emisi dari Kementerian ESDM. Data dikumpulkan secara berkala Data (pg. 119)
dengan strategi dan proses melalui sistem internal dan digunakan untuk memantau kinerja serta mengidentifikasi
manajemen risikonya. tren terkait pengelolaan emisi.
Disclose the metrics used by The Company discloses greenhouse gas (GHG) emissions metrics covering Scope 1,
the organization to assess 2, and 3, including total emissions and emissions intensity. Calculations are based on
climate-related risks and internationally recognized standards such as the GHG Protocol and DEFRA, as well as
opportunities in line with its emission factors issued by Indonesia’s Ministry of Energy and Mineral Resources. Data is
strategy and risk management collected periodically through internal systems and is used to monitor performance and
process. identify trends in emissions management.
b. Mengungkapkan Cakupan 1, Perseroan mengungkapkan emisi GRK yang mencakup Cakupan 1, 2, dan 3, termasuk Data Emisi Operasional
Cakupan 2, dan, jika sesuai, rincian kategori emisi pada lingkup 3 baik hulu maupun hilir, sebagai bagian dari upaya (hal. 119)
Cakupan 3 gas rumah kaca untuk meningkatkan transparansi dan pemahaman terhadap sumber emisi dalam Operational Emissions
(GRK). operasional. Data (pg. 119)
Disclose Scope 1, Scope 2, The Company discloses GHG emissions across Scope 1, 2, and 3, including detailed
and, if appropriate, Scope categories of Scope 3 emissions both upstream and downstream, as part of its efforts
3 greenhouse gas (GHG) to enhance transparency and understanding of emission sources within its operations.
emissions, and the related
risks.
c. Jelaskan target yang digunakan Perseroan memantau kinerja emisi GRK secara berkala melalui pengungkapan data Data Emisi Operasional
oleh perusahaan untuk historis dan intensitas emisi. Namun, pada periode pelaporan ini, target penurunan emisi (hal. 119)
mengelola risiko dan peluang yang terukur dan berbasis waktu belum ditetapkan secara eksplisit. Ke depan, Perseroan Operational Emissions
terkait perubahan iklim serta berkomitmen untuk secara bertahap mengembangkan target yang lebih terstruktur Data (pg. 119)
kinerja yang sesuai dengan seiring dengan peningkatan kualitas data dan kapasitas internal.
target. The Company monitors GHG emissions performance on a regular basis through the
Describe the targets used by disclosure of historical data and emissions intensity. However, in the current reporting
the organization to manage period, measurable and time-bound emissions reduction targets have not yet been
climate-related risks and explicitly established. Going forward, the Company is committed to progressively
opportunities and performance developing more structured targets in line with improvements in data quality and
against targets. internal capacity.
202 Laporan Keberlanjutan 2025 | PT Siloam International Hospitals Tbk
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05 Caring for Our Environment 06 Caring for Our People 07 Caring for Our Community
Caring for Our Environment Caring for Our People Caring for Our Community
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Laporan Keberlanjutan PT Siloam International Hospitals Tbk 2025
PT Siloam International Hospitals Tbk Sustainability Report 2025
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2025 Sustainability Report | PT Siloam International Hospitals Tbk 203
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01 Tentang Siloam Hospitals 02 Tentang Laporan Keberlanjutan 03 Tata Kelola yang Baik 04 Caring for Our Patients
About Siloam Hospitals About Sustainability Report Good Corporate Governace Caring for Our Patients
Mohon berikan penilaian untuk topik material yang paling penting menurut Anda
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(Nilai 1 = paling tidak penting dengan nilai maksimal 5 = paling penting)
(Score 1 = least important with a maximum score of 5 = most important)
Topik Material | Material Topic 1 2 3 4 5
Energi dan Iklim | Energy and climate
Limbah dan Limbah Medis | Waste and Medical Waste
Kesehatan dan Keselamatan Kerja (K3) | Occupational, Health and Safety(OHS)
Akses dan Keterjangkauan Layanan Kesehatan | Healthcare Access and Affordability
Kesehatan dan Keselamatan Pasien | Patient Health and Safety
Kepuasan Pelanggan | Customer Satisfaction
Keamanan Informasi dan Privasi Pasien | Information Security and Patient Privacy
Tata Kelola dan Etika | Governance and Ethics
Mohon berikan saran agar kami bisa meningkatkan laporan ini
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PT Siloam International Hospitals Tbk
Fakultas Kedokteran Universitas Pelita Harapan - Lantai 32
Jl. Boulevard Jend.Sudirman No. 15 Lippo Village Tangerang 15810 Banten, Indonesia
204 Laporan Keberlanjutan 2025 | PT Siloam International Hospitals Tbk
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· Direktur
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PT Megapratama Karya Persada
p.17
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person
Myra Yuwono
· Notaris
p.17 ×2
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Menteri Kehakiman Republik Indonesia
p.17
unresolved
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Minister of Justice
p.17
unresolved
person
Dr. Kwang Tae Kim Grand Hospital Award Hospitals
p.29
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Indonesia Stock Exchange
p.29
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PT Siloam International Hospitals Tbk’s
p.34
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org
Financial Services Authority
p.36
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person
dr. Grace Frelita
p.48 ×2
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Nomination
· Komisaris
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PT Siloam
p.54
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International Hospitals Tbk
p.54
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Kementerian ESDM. Data
p.204
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org
Ministry of Energy and Mineral Resources. Data
p.204
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