Source file signed link, expires in 15 minutes
Extracted text 158
Page 1
Building Integrated
Sustainable
Foundations
PT Chandra Daya Investasi Tbk
Laporan Keberlanjutan 2025 Sustainability Report
Page 2
Penjelasan Tema Theme Overview Building Integrated Sustainable Foundations Building Integrated Sustainable Foundations Building Integrated Sustainable Foundations reflects mencerminkan arah strategis CDI Group dalam CDI Group’s strategic direction in developing solid, membangun fondasi infrastruktur yang kokoh, integrated, and sustainable infrastructure foundations terintegrasi, dan berkelanjutan untuk mendukung to support the evolving needs of industry. Within this kebutuhan industri yang terus berkembang. Dalam framework, the Company carries out its role as an kerangka tersebut, Perseroan menjalankan perannya infrastructure company focused on providing energy, sebagai perusahaan infrastruktur yang berfokus water, port & storage, and logistics services that are pada penyediaan layanan energi, air, kepelabuhan designed and managed in an integrated and reliable dan penyimpanan, serta logistik yang dirancang dan manner. dikelola secara terpadu dan andal. Pendekatan integrasi antar lini bisnis memungkinkan An integrated approach across business lines peningkatan efisiensi operasional, keandalan enhances operational efficiency, service reliability, layanan, serta pemanfaatan sumber daya yang lebih and optimal resource utilization. In alignment optimal. Sejalan dengan strategi tersebut, prinsip with this strategy, sustainability principles are keberlanjutan diinternalisasi dalam tata kelola, embedded across governance, risk management, pengelolaan risiko, dan proses operasional untuk and operational processes to strengthen business memperkuat ketahanan usaha serta menciptakan nilai resilience and generating sustainable economic, ekonomi, sosial, dan lingkungan yang berkelanjutan social, and environmental value for all our bagi seluruh pemangku kepentingan. stakeholders. 2 Laporan Keberlanjutan 2025 Sustainability Report
Page 3
PT Chandra Daya Investasi Tbk 3
Page 4
Daftar Isi
Table of Contents
2 Penjelasan Tema 6 Pesan Presiden 10 Ikhtisar 12 Penghargaan
Theme Overview Direktur Keberlanjutan Awards
Message from the Sustainability at a
4 Daftar Isi 13 Sertifikasi
President Director Glance
Table of Contents Certifications
01
Identitas dan Perjalanan CDI
Identity and Journey of CDI
Tentang Perusahaan
About the Company
16 Menapaki Perjalanan CDI
CDI's Growth Journey
22 Layanan Kepelabuhanan dan
Penyimpanan
32
Tentang CDI 17 Port and Storage Services
About CDI Strategi Bisnis 24 Logistik 35
Wilayah Operasional 18 Business Strategy Logistics
Operational Area Energi 25
Visi, Misi, dan Nilai 20 Energy Kinerja Ekonomi 37
Vision, Mission, and Values Air 28 Economic Performance
Water
02
Tujuan Keberlanjutan
Sustainability Objectives
Strategi Keberlanjutan
Sustainability Strategy
41 Penilaian Materialitas
Materiality Assessment
47 Kompas Tujuan Pembangunan
Berkelanjutan (TPB)
50
Sustainable Development Goals
Kebijakan dan Tata Kelola 43 (SDGs) Compass
Policy and Governance
03
Memperkuat Ketahanan Iklim dan
Lingkungan Berkelanjutan
Strengthening Climate Resilience and Environmental Sustainability
Ketahanan Iklim 56 Kinerja dan Inisiatif 64 Manajemen dan Konservasi 72
Climate Resilience Performance and Initiatives Lingkungan
Tata Kelola Iklim 56 Environmental Management and
Climate Governance Pengelolaan Lingkungan 69 Conservation
Risiko Iklim 57 Environmental Management
Climate Risk Sistem dan Kebijakan 69
Strategi Iklim 63 Lingkungan
Climate Strategy Environmental System and Policy
4 Laporan Keberlanjutan 2025 Sustainability Report
Page 5
04
Memberdayakan Manusia dan
Menciptakan Nilai Sosial
Empowering People and Creating Social Value
Kesejahteraan Karyawan dan 80 Pengembangan Produk dan 100 Strategi Sosial dan 102
Keselamatan Kerja Layanan Pemberdayaan Masyarakat
Employee Well-Being and Product and Service Development Social Strategy and Community
Occupational Safety Strategi Pengelolaan Produk 100 Empowerment
Manajemen Talenta dan 81 dan Layanan Komitmen dan Strategi 102
Kesejahteraan Product and Service Management Pengelolaan Sosial
Talent Management and Employee Strategy Commitment and Strategy for
Well-Being Inovasi dan Kinerja Produk 100 Social Management
Pelindungan Hak Asasi dan 88 Berkelanjutan Program dan Inisiatif 104
Ketenagakerjaan Innovation and Sustainable Product Pemberdayaan Masyarakat
Human Rights and Labor Performance Community Empowerment
Protection Evaluasi dan Peningkatan 101 Programs and Initiatives
Pengelolaan Keselamatan dan 91 Kepuasan Pelanggan Evaluasi Kinerja 113
Kesehatan Kerja Customer Satisfaction Assessment Performance Evaluation
Occupational Health and Safety and Enhancement
Management
05
Memperkuat Tata Kelola dalam
Mendukung Keberlanjutan
Strengthening Governance in Support of Sustainability
Tata Kelola Keberlanjutan 116 Evaluasi Kinerja Badan 121 Perilaku Profesional dan 125
Sustainability Governance Tata Kelola Tertinggi Persaingan Sehat
Struktur dan Mekanisme Tata 116 Performance Evaluation of the Professional Conduct and Fair
Kelola Perusahaan Highest Governance Bodies Competition
Corporate Governance Structure
and Mechanisms Etika Bisnis 122 Pelibatan Pemangku 126
Keberagaman Komposisi 118 Business Ethics Kepentingan
Badan Tata Kelola Etika Bisnis dan Kode Etik 120 Stakeholder Engagement
Diversity in the Composition of Business Ethics and Code of
Governance Bodies Conduct Keterlibatan Kebijakan 128
Nominasi dan Remunerasi 119 Kebijakan Antikorupsi, 122 Publik dan Keanggotaan Asosiasi
Dewan Komisaris dan Direksi Antipenyuapan, dan Public Policy Engagement and
Nomination and Remuneration of Antipencucian Uang Association Membership
the Board of Commissioners and Anti-Corruption, Anti-Bribery, and
Board of Directors Anti-Money Laundering Policy Pengadaan Berkelanjutan 129
Kompetensi Dewan 120 Whistleblowing Channels 124 Sustainable Procurement
Komisaris dan Direksi (WBS)
Competencies of the Board of Whistleblowing Channels (WBS) Keamanan Informasi dan 130
Commissioners and the Board of Transformasi Digital
Directors Information Security and Digital
Transformation
132 Tentang Laporan 135 Metrik Kinerja 153 Indeks Laporan 156 Lembar Umpan Balik
About the Report Keberlanjutan Reporting Index Feedback Sheet
Sustainability
Performance Metrics
PT Chandra Daya Investasi Tbk 5
Page 6
Pesan Presiden Direktur [OJK A.1, D.1, E.5]
Message from the President Director
Para Pemangku Kepentingan yang Terhormat, Dear Valued Stakeholders,
Di tengah meningkatnya kebutuhan akan infrastruktur Amid the growing need for reliable and sustainable
yang andal dan berkelanjutan, sektor penyediaan infrastructure, the energy, water, port & storage,
layanan energi, air, kepelabuhan & penyimpanan, dan and logistics sectors play a vital role in supporting
logistik memegang peran penting dalam menjaga the continuity of industrial activities. As part of
kelancaran aktivitas industri. Sebagai bagian dari the Chandra Asri Group, CDI Group develops and
Chandra Asri Group, CDI Group mengembangkan manages infrastructure across these sectors within
dan mengelola infrastruktur pada sektor-sektor an interconnected ecosystem. This integration helps
tersebut dalam satu ekosistem yang saling terhubung. optimize supply chains while ensuring reliable energy,
Keterpaduan ini mendukung optimalisasi rantai pasok water, and logistics services for our customers.
sekaligus menjaga keandalan pasokan energi, air, dan
layanan logistik bagi pelanggan.
Tahun 2025 menjadi tonggak penting bagi CDI Group The year 2025 marked an important milestone for CDI
melalui pelaksanaan penawaran umum perdana Group with the completion of its Initial Public Offering
saham (initial public offering/IPO) dan pencatatan (IPO) and the listing of its shares on the Indonesia
saham di Bursa Efek Indonesia (BEI). Momentum ini Stock Exchange (IDX). This moment represents a new
menandai fase baru sebagai perusahaan terbuka phase for the Company as a publicly listed entity with
dengan komitmen terhadap transparansi dan tata a stronger commitment to transparency and good
kelola yang baik, sekaligus memperkuat struktur corporate governance, while also strengthening our
permodalan untuk mendukung pengembangan usaha. capital structure to support future business expansion.
Sebagai perusahaan yang bergerak di sektor As a company operating in the energy, water, port
penyediaan layanan energi, air, kepelabuhan & storage, and logistics sectors, CDI Group also
& penyimpanan, dan logistik, CDI Group juga navigates an evolving sustainability challenges,
menghadapi dinamika isu keberlanjutan, termasuk including climate change, the transition to low-carbon
tantangan perubahan iklim, transisi menuju energi energy, and rising expectations for ESG practices
rendah karbon, serta peningkatan ekspektasi and sustainable finance. In response, sustainability
terhadap praktik ESG dan keuangan berkelanjutan. principles are integrated into our business strategy
Untuk merespons hal tersebut, prinsip keberlanjutan through the development of renewable energy,
diintegrasikan ke dalam strategi bisnis melalui improvements in operational efficiency, and enhanced
pengembangan energi baru terbarukan, peningkatan risk management practices to sustain long-term
efisiensi operasional, dan meningkatkan praktik competitiveness and resilience.
manajemen risiko untuk menjaga daya saing dan
ketahanan jangka panjang.
Keberlanjutan merupakan nilai fundamental
yang terintegrasi dalam kerangka tata kelola
CDI Group, sejalan dengan komitmen Chandra Asri
Group dalam mengelola serta memitigasi risiko dan
peluang environmental, social, and governance (ESG).
Sustainability is a fundamental value embedded within CDI
Group’s governance framework, aligned with Chandra Asri
Group’s commitment to managing and
mitigating environmental, social, and
governance (ESG) risks and opportunities.
6 Laporan Keberlanjutan 2025 Sustainability Report
Page 7
FRANSISKUS RULY ARYAWAN
Presiden Direktur
President Director
PT Chandra Daya Investasi Tbk 7
Page 8
Sepanjang tahun berjalan, CDI Group mencatat Throughout the year, CDI Group achieved several sejumlah langkah penguatan kapasitas dan milestones in strengthening its operational capacity konektivitas usaha. Pada pilar energi, portofolio and connectivity. In the energy pillar, the solar power tenaga surya meningkat hingga sekitar 11 MWp, portfolio increased to approximately 11 MWp, including termasuk tambahan proyek ground mounted 4,7 MWp the addition of a 4.7 MWp ground-mounted solar project yang memanfaatkan jaringan distribusi eksisting. utilizing existing distribution networks. In maritime Di sektor logistik maritim, dua kapal ethylene gas logistics services, two ethylene gas carrier vessels were carrier resmi diluncurkan untuk mendukung distribusi officially launched to support bulk chemical distribution kimia curah antara Cilegon dan Singapura, disertai between Cilegon and Singapore, alongside the pembangunan dua kapal kimia berkapasitas 9.000 construction of two chemical tankers with a capacity of DWT guna memperluas jangkauan distribusi regional. 9,000 DWT to expand regional distribution coverage. The Perseroan juga memulai proyek pembangunan tanki Company has also initiated the development of bitumen bitumen untuk memperkuat integrasi infrastruktur storage tanks project to strengthen the integration industri baik dalam ekosistem di dalam Group of industrial infrastructure, both within the Group’s maupun ekosistem industri yang lebih luas. Selain ecosystem and the broader industrial ecosystem. In itu, Perseroan mengakuisisi 100% saham PT Barito addition, the Company also acquired 100% of PT Barito Investa Prima (BIP) untuk memperkuat integrasi Investa Prima (BIP) to strengthen logistics integration and logistik dan pelayanan pergudangan. [OJK A.1] warehouses services. [OJK A.1] Keberlanjutan merupakan nilai fundamental yang Sustainability is a fundamental value embedded terintegrasi dalam kerangka tata kelola CDI Group, within CDI Group’s governance framework, aligned sejalan dengan komitmen Chandra Asri Group dalam with Chandra Asri Group’s commitment to managing mengelola serta memitigasi risiko dan peluang and mitigating environmental, social, and governance environmental, social, and governance (ESG). Seluruh (ESG) risks and opportunities. All sustainability kebijakan dan arahan keberlanjutan dikembangkan policies and directions are developed in a structured secara terstruktur dan berada di bawah pengawasan manner under the supervision and approval of the serta persetujuan Direksi dan Dewan Komisaris. Guna Board of Directors and the Board of Commissioners memastikan implementasi yang efektif. to ensure effective implementation. Strategi keberlanjutan difokuskan pada penguatan Our sustainability strategy focuses on strengthening infrastruktur rendah karbon dan pengelolaan sumber low-carbon infrastructure and responsible resource daya secara bertanggung jawab. Melalui entitas management. Through its energy sector subsidiary, anak di sektor energi, Perseroan mengembangkan the Company is developing its renewable energy portofolio energi baru terbarukan (EBT), khususnya portfolio, particularly through solar power generation melalui implementasi pembangkit listrik tenaga surya projects under various schemes. PT Krakatau (PLTS) dalam berbagai skema. PT Krakatau Chandra Chandra Energi (KCE) targets the installation of Energi (KCE) menargetkan pemasangan PLTS sekitar approximately 2–3 MWp of solar power annually as 2–3 MWp per tahun sebagai upaya pengurangan part of efforts to reduce greenhouse gas emissions, emisi gas rumah kaca, selaras dengan rencana umum in line with the Electricity Supply Business Plan penyediaan tenaga listrik (RUPTL) dan dukungan (RUPTL) and Indonesia’s Net Zero Emissions (NZE) terhadap target net zero emissions (NZE) Indonesia target by 2060. Meanwhile, PT Redeco Petrolin pada tahun 2060. Di sisi lain, PT Redeco Petrolin Utama (RPU) remains committed to delivering reliable Utama (RPU) berkomitmen menyediakan layanan services while prioritizing occupational health and yang andal dengan mengutamakan keselamatan safety and continuous improvement in quality, safety, dan kesehatan kerja serta perbaikan berkelanjutan and environmental management systems. [OJK A.1] atas sistem manajemen mutu, keselamatan, dan lingkungan. [OJK A.1] Pada pilar air, CDI Group mengoperasikan sistem Within the water pillar, CDI Group operates an air terintegrasi dengan kapabilitas desalinasi integrated water system equipped with desalination dan demineralisasi guna mendukung ketahanan and demineralization capabilities to support industrial air industri. Pada pilar penyimpanan, Perseroan water resilience. In the storage pillar, the Company memperkuat layanan jetty dan tank storage. continues to strengthen its jetty and tank storage 8 Laporan Keberlanjutan 2025 Sustainability Report
Page 9
Sementara itu, pada pilar logistik, layanan armada services. Meanwhile, under the logistics pillar, land
logistik dan kapal pengangkut gas dikembangkan logistics fleet services and gas carrier vessels
sebagai bagian dari upaya membangun konektivitas are being developed as part of efforts to enhance
dan keandalan rantai pasok regional. regional supply chain connectivity and reliability.
Dalam aspek sosial, CDI Group menempatkan From a social perspective, CDI Group places strong
pengembangan sumber daya manusia, keselamatan emphasis on human capital development, occupational
kerja, dan pemberdayaan masyarakat sebagai bagian safety, and community empowerment as part of
dari tanggung jawab jangka panjang. Program its long-term responsibility. Employee competency
penguatan kompetensi karyawan, penerapan sistem development programs, the implementation of certified
K3 bersertifikasi, serta berbagai inisiatif sosial di occupational health and safety systems, and various
bidang pendidikan, kesehatan, lingkungan, dan social initiatives in education, health, environmental
pemberdayaan ekonomi masyarakat dilaksanakan protection, and community economic empowerment are
melalui entitas usaha Perseroan. carried out through the Company’s business entities.
Sejalan dengan penerapan keuangan berkelanjutan, In line with sustainable finance practices, the
Perseroan mengelola risiko yang berpotensi Company manages risks that may affect business
memengaruhi keberlanjutan usaha, mencakup sustainability, including economic, environmental,
risiko ekonomi, lingkungan hidup, dan sosial. and social risks. In addition to internal risks, CDI
Selain risiko internal, CDI Group juga mencermati Group also monitors external factors such as global
faktor eksternal seperti kondisi ekonomi global, economic conditions, climate change, evolving public
perubahan iklim, perkembangan kebijakan publik, policies, and social dynamics. This risk management
serta dinamika sosial. Kerangka pengelolaan risiko framework is aligned with the Company’s business
tersebut dirancang selaras dengan strategi bisnis strategy and incorporates risk considerations as the
dan mengacu pada pertimbangan risiko yang basis for strategic adjustments and mitigation actions,
diungkapkan dalam dokumen Prospektus, sebagai ensuring that the Company remains resilient and
dasar penyesuaian strategi dan langkah mitigasi agar adaptive. [OJK E.5]
Perusahaan tetap resilien dan adaptif. [OJK E.5]
CDI Group melihat peluang dalam pengembangan CDI Group identifies significant opportunities in
infrastruktur pendukung transisi energi, ketahanan air, developing infrastructure that underpins the energy
dan konektivitas logistik. Dengan dukungan sinergi transition, water resilience, port & storage reliability,
dalam Chandra Asri Group serta kolaborasi bersama and logistics connectivity. Leveraging synergies
para pemangku kepentingan, Perseroan berkomitmen within the Chandra Asri Group ecosystem and
untuk terus menciptakan nilai jangka panjang secara deepening collaboration with our stakeholders, the
bertanggung jawab dan berkelanjutan. Company remains steadfast in its commitment to
responsible and sustainable long-term value creation.
Hormat kami,
Sincerely,
FRANSISKUS RULY ARYAWAN
Presiden Direktur | President Director
PT Chandra Daya Investasi Tbk
PT Chandra Daya Investasi Tbk 9
Page 10
Ikhtisar Keberlanjutan
Sustainability at a Glance
Lingkungan [OJK B.2]
Environment
Energi
Energy Penggunaan energi
Energy consumption 64,673.26 GJ
Emisi Gas
Rumah Kaca
Greenhouse
Gas Emissions
Emisi GRK Cakupan 1 dan 2
GHG Emissions Scope 1 and 2 7,187 tCO2e
Air dan Konsumsi air Penurunan efluen
Efluen Water consumption Effluent reduction
Water and
Effluent
36.96 megaliter 63.73%
Limbah Timbulan limbah Pemanfaatan limbah non-B3
Waste Waste generation Utilization of non-hazardous waste
6,136 ton 54.75%
Teknologi Penggunaan energi dari solar panel Peningkatan energi dari solar panel
Bersih Energy consumption from solar panels Increase in solar energy contribution
Clean
Technology
11,160.71 GJ 146.23%
Pelestarian Keanekaragaman Hayati Biaya Pengelolaan
Biodiversity Conservation Lingkungan [OJK F.4]
Environmental Management
Expenditure
Penanaman | Planting
385 pohon | trees Rp2,107.47
juta | million
10 Laporan Keberlanjutan 2025 Sustainability Report
Page 11
Sosial [OJK B.3]
Social
Proporsi Karyawan Perempuan Hak Asasi Manusia
Proportion of Female Employees Human Rights
Tidak terdapat pelanggaran HAM
14.21%
Persentase karyawan perempuan
Percentage of female employees
No human rights violations were identified
4.21%
Komposisi karyawan
perempuan level manajerial
Percentage of female employees Kesehatan dan Keselamatan Kerja
at the managerial level
Occupational Health and Safety
Nihil insiden fatal | No fatal incidents
Pelatihan dan Pengembangan
Training and Development
Tanggung Jawab Sosial Lingkungan
400 Environmental and Social Responsibility (CSR)
Rp828,727,600
Karyawan
mendapatkan
pengembangan dan
dana tersalurkan | funds were disbursed
pelatihan
Employees receive
development and
training
Ekonomi dan Tata Kelola [OJK B.1]
Economics and Governance
Pendapatan Laba Bersih Produksi Listrik
Revenue Net Profit Electricity Generation
148.0 127.8 5,382.50 MWh
(US$ juta | million) (US$ juta | million)
Nihil kasus | No cases 205 Pemasok | Supplier
dari whistleblowing system yang terkonfirmasi merupakan pemasok lokal
from a confirmed whistleblowing system are local suppliers
Nihil pelanggaran | No violation
terkait kecurangan, korupsi, atau tindakan lain yang melanggar etika bisnis
related to fraud, corruption, or other violations of business ethics
PT Chandra Daya Investasi Tbk 11
Page 12
Penghargaan
Awards
Kinerja dan komitmen CDI Group dalam menjalankan CDI Group's performance and commitment to
praktik usaha yang bertanggung jawab turut responsible business practices have been recognized
mendapat pengakuan melalui sejumlah penghargaan through a numerous awards received by the
yang diterima Perseroan, meliputi: Company, including:
PT Redeco Petrolin Utama
Penghargaan Keselamatan dan Kesehatan Kerja (K3)
tingkat Provinsi Banten dari Gubernur Banten
Occupational Health and Safety (OHS) Award at the
Provincial Level from the Governor of Banten Province
PT Krakatau Chandra Energi,
PT Redeco Petrolin Utama &
PT Krakatau Tirta Industri
Penghargaan nihil kecelakaan kerja (zero accident award)
dari Gubernur Banten atas keberhasilan mempertahankan
kinerja keselamatan kerja tanpa kejadian kecelakaan yang
menyebabkan hilangnya jam kerja
Zero Accident Award from the Governor of Banten in
recognition of successfully maintaining occupational safety
performance without any work-related accidents resulting in
lost working hours
PT Krakatau Tirta Industri
Penghargaan P2K3 kategori Platinum atas keberhasilan Perseroan dalam
menerapkan sistem keselamatan dan kesehatan kerja secara konsisten
serta mencapai kinerja unggul dalam pencegahan kecelakaan kerja
Platinum P2K3 Award in recognition of the Company’s success in
consistently implementing occupational health and safety systems and
achieving excellent performance in workplace accident prevention
12 Laporan Keberlanjutan 2025 Sustainability Report
Page 13
Sertifikasi
Certifications
Sebagai bagian dari komitmen CDI Group terhadap As part of CDI Group’s commitment to responsible
praktik operasional yang bertanggung jawab, anak operational practices, CDI Group’s subsidiaries
perusahaan CDI Group telah mengimplementasikan have implemented various relevant standards and
berbagai standar dan sertifikasi yang relevan, antara certifications, including:
lain:
PT PT
PT PT SCG Barito
Krakatau Krakatau Redeco
Tirta Logistics
Tirta Petrolin
Industri Industri Utama
PT PT
Krakatau Redeco
Tirta Petrolin
Industri Utama
Sistem Manajemen Keselamatan Sistem Manajemen Lingkungan
dan Kesehatan Kerja Environmental Management System
Occupational Health and Safety Sistem Manajemen Mutu
SNI ISO 14001:2015
Management System Quality Management System
SNI ISO 9001:2015
PT
Krakatau
Tirta
Industri
PT PT
SCG Barito Krakatau
Logistics Persyaratan Umum Kompetensi Chandra
Energi
Laboratorium Pengujian dan Kalibrasi
General Requirements for the
Competence of Testing and Calibration
Sertifikasi Pengawasan Izin
Laboratories Sistem Manajemen Terintegrasi
Penyelenggara Angkutan Barang
Integrated Management System
Berbahaya (B3) SNI ISO/IEC 17025:2017
Certification for the Supervision of SNI ISO 9001:2015, SNI ISO
Hazardous and Toxic Goods (B3) 14001:2015, SNI ISO 45001:2018,
Transportation Permit SNI ISO 37001:2016
PT
Redeco
Petrolin
Utama
PT PT
Redeco SCG Barito
Petrolin International Ship and Port
Logistics
Utama Facility Security Code
(ISPS Code)
Sistem Manajemen Kesehatan dan Sertifikasi Sistem Manajemen
Keselamatan Kerja (K3) Keselamatan Perusahaan Angkutan
Occupational Health and Safety Umum
PT
(OHS) Management System SCG Barito Public Transportation Company
Logistics Safety Management System
ISO 45001:2018 Certification
Sertifikasi Penyelenggaraan
Angkutan Barang Khusus
Specialized Goods Transportation
PT Certification PT
SCG Barito SCG Barito
Logistics Logistics
PT
Sertifikasi Sistem Manajemen Krakatau Sertifikasi Halal untuk Jasa
Tirta
Keselamatan Kontraktor Industri Pendistribusian
Contractor Safety Management Halal Certification for
System Certification Distribution Services
Sistem Manajemen Anti Penyuapan
Anti-Bribery Management System
SNI ISO 37001:2016
PT Chandra Daya Investasi Tbk 13
Page 14
01 14 Laporan Keberlanjutan 2025 Sustainability Report
Page 15
Tentang Perusahaan
About the Company
PT Chandra Daya Investasi Tbk 15
Page 16
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Identitas dan Perjalanan CDI
Identity and Journey of CDI
PT Chandra Daya Investasi Tbk (“CDI Group” atau PT Chandra Daya Investasi Tbk (“CDI Group” or the
“Perseroan”) merupakan perusahaan investasi “Company”) is an infrastructure investment company
infrastruktur yang menjadi bagian dari PT Chandra and a subsidiary of PT Chandra Asri Pacific Tbk
Asri Pacific Tbk (“Chandra Asri Group”), dengan (“Chandra Asri Group”), focusing on the development
fokus pada pengembangan dan pengelolaan and management of energy, water, port & storage,
infrastruktur energi, air, kepelabuhan & penyimpanan, and logistics infrastructure. The Company plays
dan logistik. Perseroan menjadi bagian penting dalam a strategic role in strengthening the foundation of
memperkuat fondasi utilitas dan rantai pasok industri national industrial utilities and supply chains through
nasional melalui penyediaan layanan infrastruktur the provision of integrated, efficient, and sustainable
yang terintegrasi, efisien, dan berkelanjutan. infrastructure services.
Didirikan pada tahun 2023, CDI Group dibentuk Established in 2023, CDI Group was formed to
untuk menjawab kebutuhan akan sistem infrastruktur meeting Indonesia's expanding infrastructure needs
modern yang mendukung ekspansi industri kimia that support the expansion of Indonesia’s chemical
dan manufaktur di Indonesia. Dengan portofolio aset and manufacturing industries. With a portfolio of
strategis yang berlokasi di kawasan industri Cilegon, strategic assets located in the Cilegon industrial
CDI Group berperan dalam memastikan keandalan area, CDI Group plays a key role in ensuring the
pasokan energi dan sumber daya air, sekaligus reliable supply of energy and water resources, while
menyediakan fasilitas pelabuhan dan logistik yang providing port and logistics facilities that facilitate
menunjang kelancaran arus bahan baku maupun the seamless flow of raw materials and industrial
produk industri. products.
Pada tahun 2025, CDI Group resmi tercatat di In 2025, CDI Group was officially listed on the
Bursa Efek Indonesia (BEI) dengan kode saham Indonesia Stock Exchange (IDX) under the stock
CDIA, menandai tonggak penting dalam perjalanan code CDIA, marking a significant milestone in the
Perseroan sebagai perusahaan publik. Pencatatan ini Company’s journey as a publicly listed entity. This
memperkuat komitmen untuk menerapkan tata kelola listing reinforces its commitment to implementing
perusahaan yang baik (good corporate governance/ good corporate governance (GCG), as well as
GCG), transparansi, dan akuntabilitas dalam setiap upholding transparency and accountability across all
kegiatan usaha. business activities.
Memasuki tahun 2025, CDI Group terus memperluas Entering 2025, CDI Group continued to expand
portofolio bisnisnya melalui optimalisasi aset energi its business portfolio through the optimization of
dan air, penguatan infrastruktur pelabuhan dan its energy and water assets, the strengthening of
fasilitas penyimpanan curah cair, logistik, serta port infrastructure and liquid bulk storage facilities,
pengembangan proyek energi baru terbarukan logistics, and the development of renewable energy
sebagai bagian dari upaya mendukung transisi projects as part of its commitment to supporting the
menuju ekonomi rendah karbon. Melalui strategi transition toward a low-carbon economy. Through
tersebut, CDI Group menegaskan perannya sebagai this strategy, CDI Group reaffirmed its position as
pilar pertumbuhan infrastruktur berkelanjutan yang a key pillar of sustainable infrastructure growth,
tidak hanya mendukung Chandra Asri Group, tetapi creating value not only for the Chandra Asri Group,
juga memberikan nilai tambah bagi industri nasional but also for the national industry and the wider
dan masyarakat luas. community.
16 Laporan Keberlanjutan 2025 Sustainability Report
Page 17
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Tentang CDI [OJK C.2, C.3, C.4]
About CDI
Profil Perseroan Nama Perusahaan Tanggal Berdiri
Company Profile Company Name Date of Establishment
PT Chandra Daya Investasi Tbk 13 Februari 2023 | February 13, 2023
Badan Hukum dan Badan Hukum Komposisi Pemegang Saham Utama dan
Kepemilikan Legal Status Pengendali (per 31 Desember 2025)
Major and Controlling Shareholders
Legal Entity and Composition (as of December 31, 2025)
Badan Usaha Swasta berbentuk
Ownership Perseroan Terbatas (Tbk)
1. PT Chandra Asri Pacific Tbk: 60%
Private Sector Company in the form of a
2. Phoenix Power B.V.: 30%
Public Limited Liability Company
3. Fransiskus Ruly Aryawan: 0.004%
4. Jonathan Kandinata: 0.004%
Kode Saham 5. Andre Khor Kah Hin: 0.015%
Stock Code 6. Merly: 0.003%
7. Agus Lukmanul Hakim: 0.001%
CDIA 8. Masyarakat Non Warkat: 9.973%
Tanggal Terdaftar di Bursa Efek Indonesia
Listing Date on the Indonesia Stock Exchange
9 Juli 2025 | July 9, 2025
Kegiatan, Merek, Kegiatan Usaha Utama
Produk, dan Jasa Main Business Activity
[OJK C.4]
Aktivitas perusahaan holding dan konsultasi manajemen lainnya
Business Activities, Holding company activities and other management consultancy services
Brands, Products,
and Services
Sektor Industri Subindustri
Sector Industry Subindustry
Infrastruktur Utilitas listrik Utilitas listrik
Infrastructure Electric utilities Electric utilities
Kantor Pusat Wisma Barito Pacific Tower A, Lantai 5 | 5th Floor
[OJK C.2] Jl. Let. Jend. S. Parman Kav. 62 - 63
Head Office Jakarta Barat 11410, Indonesia
Kontak Telepon | Telephone: Faks | Fax:
Contact (62-21) 530 7950 (+62‑21) 530 8930
Surel | Email: Situs Web | Website:
corporatesecretary.cdi@capcx.com https://www.chandradaya-investasi.com/
PT Chandra Daya Investasi Tbk 17
Page 18
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Wilayah Operasional [OJK C.3]
Operational Area
Gresik
Cilegon
Banten
Jakarta
Air | Water
Energi | Energy
Logistik | Logistic
Kepelabuhan & Penyimpanan | Port & Storage
18 Laporan Keberlanjutan 2025 Sustainability Report
Page 19
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Sumbawa
PT Chandra Daya Investasi Tbk 19
Page 20
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Visi, Misi, dan Nilai [OJK C.1]
Vision, Mission, and Values
Visi
Vision
Perusahaan solusi
infrastruktur pilihan di
Asia Tenggara
Southeast Asia’s preferred
infrastructure solutions company
Misi
Mission
Menciptakan Nilai melalui kemitraan
dan memaksimalkan aset perusahaan
untuk mengejar peluang pertumbuhan
demi masa depan yang berkelanjutan
Create Value through partnerships and maximize
the company’s asset to pursue growth opportunities
for a sustainable future
20 Laporan Keberlanjutan 2025 Sustainability Report
Page 21
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Tata Nilai
Core Values
Bersikap transparan serta
Integrity
I Integritas
berperilaku sesuai aturan dan etika.
Act transparently, follow rules and
ethics.
Membangun lingkungan kerja yang
Safety
S Keselamatan
aman, sehat dan lestari.
Building a safe, healthy, and
sustainable working environment.
Membangun kolaborasi untuk
Teamwork
T Kerja sama
keunggulan bisnis.
Building collaboration for
business excellence.
Bertanggung jawab atas tugas
Accountability
A Akuntabilitas
dan kinerja.
Being responsible for designed
tasks and performance.
Menghargai dan peduli
Respect
R Respek
terhadap orang lain.
Appreciate and care for others.
PT Chandra Daya Investasi Tbk 21
Page 22
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Menapaki Perjalanan CDI
CDI's Growth Journey
2023
CDI Group berdiri Melakukan 70% akuisisi terhadap Pengadaan stasiun
sebagai perusahaan PT Krakatau Chandra Energi (KCE) pengisian kendaraan
induk investasi untuk dan 49% PT Krakatau Tirta Industri tenaga listrik (EV
bisnis infrastruktur. (KTI) di 2023 yang menandai charging station) di luar
CDI Group was dimulainya pilar bisnis energi dan air. Cilegon.
established as Acquired 70% of PT Krakatau The procurement and
an investment Chandra Energi (KCE) and 49% of installation of electric
holding company PT Krakatau Tirta Industri (KTI), vehicle (EV) charging
for infrastructure marking the commencement of its stations beyond the
businesses. energy and water business pillars. Cilegon area.
Investasi sebesar US$194 juta Meningkatkan kepemilikan pada PT Akuisisi 50,75%
dari Electric Generating Public Krakatau Posco Energy (KPE) dari 10% saham PT Redeco
Company Limited atau EGCO menjadi 45% melalui akuisisi tambahan 35% Petrolin Utama (RPU).
Group untuk 30% saham di CDI saham oleh PT Krakatau Chandra Energi Acquisition of a
Group. dengan nilai transaksi hingga US$200 juta. 50.75% equity stake
An investment of US$194 million Increased ownership in PT Krakatau Posco in PT Redeco Petrolin
was secured from Electric Energy (KPE) from 10% to 45% through the Utama (RPU).
Generating Public Company acquisition of an additional 35% stake by PT
Limited (EGCO Group) for a Krakatau Chandra Energi, with a transaction
30% equity stake in CDI Group. value of up to US$200 million.
2024
Memulai pengoperasian pabrik Memulai bisnis
desalinasi untuk mendukung panel surya di
perusahaan tembaga dan luar Cilegon.
emas di Sumbawa. Initiated the
Began operations of a solar panel
desalination plant to support business outside
copper and gold mining the Cilegon area.
operations in Sumbawa.
Mendirikan PT Chandra Shipping International (CSI) dan
mengakuisisi PT Marina Indah Maritim (MIM) sebagai anak-
anak perusahaan di pilar logistik yang mengoperasikan kapal
pengangkut bahan kimia dan gas.
Established PT Chandra Shipping International (CSI) and
acquired PT Marina Indah Maritim (MIM) as subsidiaries under
the logistics pillar, operating chemical and gas carrier vessels.
22 Laporan Keberlanjutan 2025 Sustainability Report
Page 23
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
2025
Memulai lini bisnis baru di bidang Chandra Asri Group bersama EGCO
logistik darat melalui akuisisi PT Barito melakukan additional capital injection
Investa Prima (kini PT Chandra Investa sebesar US$185 juta guna memperkuat
Prima). proyek infrastruktur dan energi CDI Group.
Launched a new business line in land Chandra Asri Group, together with EGCO,
logistics through its acquisition of PT executed an additional capital injection of
Barito Investa Prima (now PT Chandra US$185 million to strengthen CDI Group’s
Investa Prima). infrastructure and energy projects.
Mendirikan PT Chandra CDI Group mengumumkan penawaran Melakukan ekspansi
Cold Chain (CCC) saham perdana (initial public offering/ armada kapal kimia melalui
di pilar logistik yang IPO) untuk mendukung ekspansi pembangunan dua kapal
mengoperasikan fasilitas regional dengan alokasi dana untuk berkapasitas 9.000 DWT di
pergudangan dan pengembangan logistik, pelabuhan, Jepang untuk memperkuat
penyimpanan dingin. dan kawasan penyimpanan industri di distribusi bahan kimia di
Established PT Chandra Indonesia dan Asia Tenggara. Indonesia dan Asia Tenggara.
Cold Chain (CCC) under CDI Group announced its Initial Public Expanded the chemical tanker
the logistics pillar, Offering (IPO) to support regional fleet through the construction
operating warehousing expansion, with proceeds allocated of two 9,000 DWT vessels in
and cold storage to the development of logistics, port, Japan to enhance chemical
facilities. and industrial storage facilities across distribution across Indonesia
Indonesia and Southeast Asia. and Southeast Asia.
Meluncurkan dua kapal pengangkut Memperluas operasi Menambahkan 4,7 MWp di Cilegon,
gas etilena (ethylene gas carrier logistik daratnya meningkatkan total kapasitas tenaga surya
vessels) untuk melayani mitra dengan penambahan menjadi 11 MWp dan mengurangi emisi
eksternal dan mendukung rantai pasok 50 truk. karbon hampir 10.000 ton setiap tahun yang
kimia antara Cilegon dan Singapura. Expanded its land setara dengan lebih dari 469.000 pohon.
Launched two ethylene gas carrier logistics operations Added 4.7 MWp in Cilegon, increasing
vessels to serve external partners and through the addition total solar power capacity to 11 MWp and
support the chemical supply chain of 50 trucks. reducing carbon emissions by nearly
between Cilegon and Singapore. 10,000 tons annually, equivalent to more
than 469,000 trees.
Mengakuisisi aset gudang dan tanah di Mengembangkan fasilitas tangki bitumen dengan total
Kawasan Industri Krakatau I, Cilegon, kapasitas 12.000 m³ yang berlokasi strategis di Cilegon
Banten dari PT Panca Puri Perkasa (PPP) untuk menyediakan infrastruktur industri terintegrasi dalam
pada 30 Oktober 2025. mendukung penyimpanan dan distribusi bitumen di Indonesia.
Acquired warehouse and land assets Developed a bitumen tank facility with a total capacity
located in the Krakatau I Industrial Estate, of 12,000 m³, strategically located in Cilegon, to provide
Cilegon, Banten, from PT Panca Puri integrated industrial infrastructure supporting the storage and
Perkasa (PPP) on October 30, 2025. distribution of bitumen in Indonesia.
PT Chandra Daya Investasi Tbk 23
Page 24
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Strategi Bisnis
Business Strategy
CDI Group menjalankan strategi bisnis yang berfokus pada pengembangan
infrastruktur melalui empat pilar usaha meliputi penyediaan layanan energi, air,
kepelabuhan & penyimpanan, dan logistik. Pendekatan ini memungkinkan CDI
Group berkontribusi secara signifikan dalam menjawab kebutuhan infrastruktur
yang terus berkembang di Indonesia sekaligus memperkuat fondasi pertumbuhan
jangka panjang di berbagai sektor. CDI Group berada pada posisi yang kuat untuk
mengambil peran strategis mendorong pengembangan industri yang berkelanjutan,
baik di tingkat nasional maupun regional Asia Tenggara. Dengan mengedepankan
inovasi, investasi berkelanjutan, dan ekspansi yang terarah, CDI Group memperkuat
perannya sebagai pilar penting dalam ekosistem infrastruktur kawasan.
CDI Group implements a business strategy focused on infrastructure development
through four core pillars, namely, energy, water, port & storage, and logistics. This
approach enables CDI Group to make a meaningful contribution in addressing
Indonesia’s growing infrastructure needs while reinforcing a strong foundation for
long-term growth across multiple sectors. CDI Group is well positioned to play a
strategic role in advancing sustainable industrial development at both the national
level and across Southeast Asia. By prioritizing innovation, disciplined
investment, and targeted expansion, CDI Group continues to
strengthen its role as a key pillar within the region’s
infrastructure ecosystem.
24 Laporan Keberlanjutan 2025 Sustainability Report
Page 25
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Energi
Energy
Pilar energi menjadi salah satu fokus strategis The Group’s energy pillar represents a key strategic
dalam mendukung operasional industri yang focus in supporting reliable, efficient, and sustainable
andal, efisien, dan berkelanjutan. Melalui industrial operations. Through the development
pengembangan pembangkitan listrik, penyediaan of power generation capacity, the provision of
jasa ketenagalistrikan, serta penguatan portofolio electricity-related services, and the strengthening
energi baru dan terbarukan, upaya ini diarahkan untuk of its renewable energy portfolio, these efforts are
memastikan ketersediaan pasokan energi yang stabil directed at ensuring a stable energy supply while
sekaligus mendukung transisi menuju sumber energi supporting the transition toward cleaner energy
yang lebih bersih. Strategi energi dirancang untuk sources. The energy strategy is purpose-built to
menjawab kebutuhan kawasan industri yang terus address the evolving needs of industrial zones,
berkembang, memperkuat ketahanan infrastruktur enhance energy infrastructure resilience, and create
energi, serta menciptakan nilai jangka panjang yang sustainable long term value for all stakeholders.
berkelanjutan bagi pemangku kepentingan.
Penyediaan Tenaga Listrik
1.
Power Supply
Penyediaan tenaga listrik merupakan pilar utama bisnis energi yang dikelola melalui PT Krakatau Chandra
Energi (KCE). Kegiatan ini difokuskan pada pemenuhan kebutuhan energi kawasan industri secara
andal dan berkesinambungan, khususnya di Kawasan Industri Krakatau seluas 2.666 hektar. Pasokan
listrik melayani berbagai segmen pelanggan, mulai dari industri, bisnis, sosial, pemerintahan, hingga
rumah tangga, dengan mengedepankan keandalan sistem dan kualitas daya. Selain itu, CDI Group juga
membangun dan mengoperasikan Stasiun Pengisian Kendaraan Listrik Umum (SPKLU) dengan daya
pengisian 11 kW dan 7 kW di area SPBU Grogol Cilegon dan Hotel Royale Krakatau serta 6 SPKLU dengan
kapasitas 2x7 kW dan 1x7,5 kW di Wisma Barito Pacific dan Wisma Barito Pacific II.
Power supply forms the cornerstone of CDI Group's energy business, managed through PT Krakatau
Chandra Energi (KCE). This business is focused on reliably and sustainably meeting the energy needs of
industrial zones, particularly within the 2,666-hectare Krakatau Industrial Estate. The electricity supply
serves a diverse range of customer segments, including industrial, commercial, social, governmental, and
residential users, with a strong emphasis on system reliability and power quality. In addition, CDI Group
has developed and operates Public Electric Vehicle Charging Stations (SPKLU) with charging capacities
of 11 kW and 7 kW SPBU Grogol Cilegon and Hotel Royale Krakatau, as well as 6 SPKLUs units with
capacities of 2x7 kW and 1x7.5 kW at Wisma Barito Pacific and Wisma Barito Pacific II.
PT Chandra Daya Investasi Tbk 25
Page 26
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
ASET
Pembangkit Listrik KCE
UTAMA KCE Power Plant
KEY ASSETS
PLTGU berteknologi combined cycle power plant (CCPP) dengan kapasitas
terpasang 120 MW menggunakan gas alam sebagai bahan bakar utama untuk
memastikan efisiensi dan stabilitas pasokan.
Steam gas power plant, utilizing combined cycle power plant (CCPP)
technology with an installed capacity of 120 MW, uses natural gas as its
primary fuel to ensure high efficiency and a stable power supply.
Pembangkit Listrik KPE
KPE Power Plant
PLTGU berkapasitas 200 MW yang dioperasikan oleh PT Krakatau Posco
Energy (KPE) dilengkapi sistem transmisi hingga 150 kV untuk memperluas
cakupan layanan dan menjaga keandalan pasokan bagi kawasan industri dan
masyarakat sekitar.
The 200 MW steam gas power plant operated by PT Krakatau Posco Energy
(KPE) is supported by a transmission system of up to 150 kV, enabling broader
service coverage and ensuring a reliable power supply for industrial zones and
surrounding communities.
Jasa Ketenagalistrikan
2. Electricity Services
Selain pembangkitan listrik, layanan jasa ketenagalistrikan dikembangkan untuk mendukung keandalan
sistem energi pelanggan di sepanjang rantai nilai kelistrikan. Layanan yang disediakan meliputi:
In addition to power generation, electricity-related services are developed to support the reliability of
customers’ energy systems across the power value chain. The services provided include:
• Operasi dan Pemeliharaan | Operation and Maintenance (O&M)
Operasi dan pemeliharaan pembangkit listrik (PLTU, PLTGU, PLTD, PLTMG) serta sistem distribusi tenaga listrik.
Operation and maintenance of power plants (coal-fired power plants, steam gas power plants, diesel power
plants, and gas engine power plants), as well as electricity distribution systems.
• Rekayasa, Pengadaan, dan Konstruksi | Engineering, Procurement, and Construction (EPC)
Penyediaan layanan EPC untuk proyek ketenagalistrikan sesuai kebutuhan pelanggan.
Provision of EPC services for power projects tailored to customer requirements.
• Pengujian dan Komisioning | Testing and Commissioning
Pengujian sistem kelistrikan untuk memastikan kesiapan operasi dan pemenuhan standar teknis.
Electrical system testing to ensure operational readiness and compliance with technical standards.
• Perbaikan dan Overhaul | Repair and Overhaul
Layanan perbaikan dan overhaul peralatan listrik, termasuk transformator dan motor listrik.
Repair and overhaul services for electrical equipment, including transformers and electric motors.
• Sistem, Dokumentasi, serta Pelatihan | Systems, Documentation, and Training
Penyusunan sistem dan dokumentasi teknis serta pengembangan kompetensi melalui pelatihan
ketenagalistrikan.
Development of technical systems and documentation, along with competency enhancement through
specialized electrical training programs.
26 Laporan Keberlanjutan 2025 Sustainability Report
Page 27
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Energi Baru dan Terbarukan
3. New and Renewable Energy
Sebagai bagian dari strategi transisi energi, pengembangan energi baru dan terbarukan dilakukan
untuk menyediakan alternatif energi yang lebih bersih dan berkelanjutan. Fokus pengembangan
diarahkan pada pemanfaatan energi surya serta penjajakan sumber energi terbarukan lainnya guna
mendukung efisiensi energi dan pengurangan ketergantungan pada sumber energi fosil.
As part of its energy transition strategy, the development of new and renewable energy initiatives
is conducted to provide cleaner and more sustainable energy alternatives. The Company's focus is
directed toward solar energy and the exploration of additional renewable sources.
ASET DAN
INISIATIF Pembangkit Listrik Tenaga Surya (PLTS)
UTAMA Solar Power Plants
KEY ASSETS
AND
Pembangunan dan pengoperasian PLTS dengan kapasitas terpasang hingga
I N I T I AT I V E S
11 MWp (termasuk 4,7 MWp proyek pembangkit listrik tenaga surya ground-
mounted yang baru) per Desember 2025.
Development and operation of solar power plants with a total installed capacity
of up to 11 MWp (including 4.7 MWp from newly commissioned ground-
mounted solar projects) as of December 2025.
Skema Instalasi Panel Surya
Solar Panel Installation Schemes
• On-grid: terhubung langsung ke jaringan listrik tanpa baterai
On-grid: directly connected to the electricity grid without battery storage
• Off-grid: sistem mandiri dengan dukungan baterai
Off-grid: stand-alone system supported by battery storage
• Hybrid: kombinasi beberapa sumber energi untuk fleksibilitas pasokan
Hybrid: combination of multiple energy sources to ensure supply flexibility
PT Chandra Daya Investasi Tbk 27
Page 28
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Air
Water
Jasa penyediaan air bersih merupakan bisnis inti dari Clean water supply services are the core business
PT Krakatau Tirta Industri (KTI). Dalam merespons of PT Krakatau Tirta Industri (KTI). In response to
peningkatan kebutuhan air dari sisi volume dan kualitas, growing water demand in both volume and quality,
CDI Group memperkuat portofolio infrastrukturnya CDI Group strengthened its infrastructure portfolio
melalui akuisisi 49% saham PT Krakatau Tirta Industri through the acquisition of a 49% equity stake in PT
(KTI) pada 27 Februari 2023. Melalui KTI, CDI Group Krakatau Tirta Industri (KTI) on February 27, 2023.
mengembangkan dan mengoperasikan sistem Through KTI, CDI Group develops and operates
pengelolaan air terintegrasi yang mencakup penyediaan integrated water management systems encompassing
air bersih, air demineralisasi, serta pengolahan air clean water supply, demineralized water production,
limbah, dengan penerapan teknologi pengolahan yang and wastewater treatment, underpinned by reliable,
andal dan berstandar tinggi untuk mendukung industri high-standard treatment technologies designed to
secara berkelanjutan. sustainably meet industrial needs.
Air Bersih
1. Clean Water
Penyediaan air bersih merupakan bisnis inti KTI, yang berperan penting dalam mendukung operasional
berbagai industri di Cilegon, termasuk fasilitas milik Chandra Asri Group. KTI memiliki kapasitas
produksi air terpasang sebesar 4.874 lpd yang tersebar di wilayah Cilegon, Gresik, dan Sumbawa.
Layanan ini dirancang untuk memenuhi kebutuhan spesifik pelanggan dan dioperasikan secara
berkelanjutan selama 24 jam. Dalam menjalankan kegiatan usahanya, KTI juga didukung oleh
kepemilikan tiga Izin Pengusahaan Sumber Daya Air (IPSDA) yang bersumber dari Sungai Cidanau dan
Sungai Cipasauran, sehingga menjamin keberlanjutan dan keandalan pasokan air baku.
Clean water supply represents KTI’s core business, playing a vital role in supporting the operations of
various industries in Cilegon, including facilities owned by Chandra Asri Group. KTI’s installed water
production capacity amounts to 4,874 lpd across Cilegon, Gresik, and Sumbawa. The services are
tailored to meet specific customer requirements and are delivered on a continuous 24-hour basis. These
services are customized to meet specific customer requirements and operated continuously on a 24-
hour basis. In addition, KTI holds three Water Resources Utilization Permits (IPSDA) sourced from the
Cidanau River and the Cipasauran River, ensuring the sustainability and reliability of its raw water supply.
28 Laporan Keberlanjutan 2025 Sustainability Report
Page 29
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
ASET DAN Sumber Air Baku
INISIATIF
Raw Water Sources
UTAMA
KEY ASSETS
• Sungai Cidanau, yang berada di Daerah Aliran Sungai (DAS) Cidanau seluas
AND
I N I T I AT I V E S 22.620 hektar, merupakan sumber air utama dengan peran strategis bagi
pembangunan berkelanjutan di Provinsi Banten. DAS ini juga mencakup kawasan
konservasi Rawa Danau seluas 3.500 hektar yang ditetapkan sebagai cagar alam.
The Cidanau River, located within the 22,620-hectare Cidanau Watershed, serves
as the primary water source and holds strategic importance for sustainable
development in Banten Province. The watershed also encompasses the
3,500-hectare Rawa Danau conservation area, which is designated as a nature
reserve.
• Sungai Cipasauran, dengan luas DAS sekitar 41,52 km², berfungsi sebagai
sumber air baku tambahan yang mendukung diversifikasi pasokan air.
The Cipasauran River, with a watershed area of approximately 41.52 km²,
functions as an additional raw water source, supporting water supply
diversification.
• Waduk Nadra Krenceng, yang berlokasi di Kelurahan Kebonsari, Kecamatan
Citangkil, Kota Cilegon, berfungsi sebagai infrastruktur penyimpanan air baku
untuk mendukung pasokan pada musim kemarau dan kebutuhan operasional
instalasi pengolahan air. Waduk ini memiliki kapasitas maksimal sebesar 5,4
juta m³ dan dialiri air dari Sungai Cidanau yang berjarak sekitar ±28 km melalui
jaringan pipa.
The Nadra Krenceng Reservoir, located in Kebonsari Subdistrict, Citangkil District,
Cilegon City, serves as a raw water storage facility to support supply during
the dry season and meet the operational needs of water treatment plants. The
reservoir has a maximum capacity of 5.4 million m³ and is supplied with water
from the Cidanau River through a pipeline network of approximately 28 km.
Fasilitas Pengolahan Air
Water Treatment Facilities
• Instalasi Pengolahan Air (IPA) Krenceng, beroperasi sejak 1979 dan kini dikelola
KTI, memiliki kapasitas terpasang 1.800 liter/detik, dengan sumber air baku dari
Sungai Cidanau.
The Krenceng Water Treatment Plant (WTP), operational since 1979 and currently
managed by KTI, has an installed capacity of 1,800 liters per second, utilizing raw
water sourced from the Cidanau River.
• Instalasi Pengolahan Air (IPA) Cidanau, mulai beroperasi pada 2018,
memanfaatkan air baku dari Bendung Cipasauran dengan tiga unit pompa intake
masing-masing berkapasitas 600 liter/detik.
The Cidanau Water Treatment Plant (WTP), operational since 2018, draws raw
water from the Cipasauran Weir and is equipped with three intake pump units,
each with a capacity of 600 liters per second.
PT Chandra Daya Investasi Tbk 29
Page 30
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Air Demin
2. Demineralized Water
Selain air bersih, KTI melalui anak perusahaannya PT Krakatau Tirta Operasi & Pemeliharaan (KTOP)
menyediakan layanan air demineralisasi berkualitas tinggi untuk memenuhi kebutuhan spesifik industri,
khususnya sektor kimia dan baja. Layanan ini dirancang secara khusus sesuai kebutuhan pelanggan
dan dijalankan dengan sistem operasi berkelanjutan selama 24 jam.
In addition to supplying clean water, KTI through its subsidiary PT Krakatau Tirta Operasi &
Pemeliharaan (KTOP) provides high-quality demineralized water services to meet the specific
requirements of industrial customers, particularly in the chemical and steel sectors. These services
are tailored to customer needs and operated continuously on a 24-hour basis.
ASET DAN WTP Demin PT Mitsubishi Chemical Indonesia
INISIATIF (PT MCCI)
UTAMA
KEY ASSETS
Demin WTP – PT Mitsubishi Chemical Indonesia (PT MCCI)
AND
I N I T I AT I V E S Dibangun dengan skema build, operate, own (BOO), berkapasitas desain 3 × 110
m³/jam, dan telah beroperasi secara kontinu sejak Oktober 2014.
Developed under a build, operate, own (BOO) scheme, with a design capacity of
3 × 110 m³/hour, and operating continuously since October 2014.
WRP & WTP Demin PT Latinusa Tbk
WRP & Demin WTP – PT Latinusa Tbk
Mengolah air limbah dari IPAL PT Latinusa Tbk menjadi air demin dengan
kapasitas 30 m³/jam, beroperasi sejak Desember 2011.
Converts wastewater from PT Latinusa Tbk’s WWTP into demineralized water at
a capacity of 30 m³/hour, operational since December 2011.
WTP Demin PT Latinusa Tbk oleh KTOP
Demin WTP - PT Latinusa Tbk by KTOP
Berkapasitas 48 m³/jam, beroperasi sejak Oktober 2021, menggunakan teknologi
ultrafiltration, reverse osmosis, dan ion exchange.
With a capacity of 48 m³/hour, operational since October 2021, using
ultrafiltration, reverse osmosis, and ion exchange technologies.
O&M WTP Demin Kompleks Blast Furnace
PT Krakatau Steel (Persero) Tbk
O&M of Demin WTP – Blast Furnace Complex of
PT Krakatau Steel (Persero) Tbk
Memiliki kapasitas desain 150 m³/jam, menggunakan teknologi ion exchange dan
dikelola secara menyeluruh oleh KTI.
Designed with a capacity of 150 m³/hour, employing ion exchange technology
and fully managed by KTI.
30 Laporan Keberlanjutan 2025 Sustainability Report
Page 31
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Pengolahan Air Limbah
3. Wastewater Treatment
KTI melalui KTOP menyediakan layanan pengolahan air limbah industri untuk memastikan kepatuhan
terhadap baku mutu lingkungan serta mendukung upaya pemanfaatan kembali air olahan sebagai
bagian dari prinsip ekonomi sirkular.
Through KTOP, KTI provides industrial wastewater treatment services to ensure compliance with
environmental quality standards and to support water reuse initiatives in line with circular economic
principles.
ASET DAN O&M IPAL Biotreatment Blast Furnace Complex
INISIATIF PT Krakatau Steel
UTAMA
KEY ASSETS
O&M of the Biotreatment WWTP – Blast Furnace
AND Complex, PT Krakatau Steel
I N I T I AT I V E S
Berkapasitas 32 m³/jam, menggunakan teknologi pengolahan biologis dan
dikelola secara terpadu oleh KTI.
With a capacity of 32 m³/hour, utilizing biological treatment technology and
managed in an integrated manner by KTI.
PT Krakatau Blue Water (KBW)
PT Krakatau Blue Water (KBW)
Perusahaan patungan KTI dan Blue O&M Co. Ltd. yang mengoperasikan fasilitas
pengolahan air limbah akhir berkapasitas 17.000 m³/hari dan sistem reuse 7.000
m³/hari untuk PT Krakatau Posco.
A joint venture between KTI and Blue O&M Co. Ltd., operating a final wastewater
treatment facility with a capacity of 17,000 m³/day and a water reuse system of
7,000 m³/day for PT Krakatau Posco.
WRP Krakatau Steel Building Jakarta
WRP Krakatau Steel Building Jakarta
Mengolah air buangan gedung dengan kapasitas 2 m³/jam, menggunakan
teknologi membrane bio reactor (MBR) dan ion exchange, untuk digunakan
kembali sebagai sistem pendingin gedung.
Treats building wastewater with a capacity of 2 m³/hour, employing Membrane
Bio Reactor (MBR) and Ion Exchange technologies, with treated water reused for
the building’s cooling system.
PT Chandra Daya Investasi Tbk 31
Page 32
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Layanan Kepelabuhanan dan Penyimpanan
Port and Storage Services
Layanan kepelabuhanan dan penyimpanan Port and storage services form an integral part of
merupakan bagian penting dari strategi CDI Group CDI Group’s strategy to support the seamless flow
dalam mendukung kelancaran rantai pasok industri of Indonesia’s national bulk chemical supply chain.
kimia nasional. CDI Group mengelola infrastruktur CDI Group manages integrated port infrastructure,
pelabuhan secara terintegrasi termasuk dermaga including jetties and liquid bulk storage facilities
laut dan fasilitas penyimpanan curah cair yang available for lease. This integrated management
tersedia untuk disewakan. Pengelolaan yang approach ensures the efficient and safe handling
terintegrasi dilakukan guna memastikan penanganan of raw materials and finished products. Amid rising
bahan baku dan produk jadi secara efisien dan demand for imported chemicals and processed
aman. Seiring meningkatnya permintaan bahan chemical products in Indonesia, CDI Group’s port
kimia impor dan produk kimia olahan di Indonesia, services are designed to deliver reliable, tailored
layanan kepelabuhanan CDI Group dirancang logistics solutions for leading industrial clients.
untuk memberikan solusi logistik yang andal dan
disesuaikan dengan kebutuhan klien industri
terkemuka.
PT Redeco Petrolin Utama
Operasi kepelabuhanan dan penyimpanan curah cair CDI Group dijalankan melalui PT Redeco Petrolin
Utama yang dikenal penyedia solusi penyimpanan curah cair yang berpengalaman dan memiliki reputasi
yang baik. Didirikan pada tahun 1986 di Banten, Redeco mengoperasikan terminal penyimpanan yang
secara khusus melayani produk kimia curah cair, kimia, dan produk kilang minyak. Dengan keahlian
dalam pengelolaan penerimaan, penyimpanan, dan penanganan berbagai jenis bahan kimia, Redeco
menggunakan sistem dan desain tangki yang disesuaikan dengan karakteristik masing-masing produk.
Seluruh kegiatan operasional dijalankan dengan mengedepankan kualitas layanan, perlindungan
lingkungan, serta keselamatan kerja yang diperkuat melalui kepemilikan sertifikasi ISO yang relevan.
32 Laporan Keberlanjutan 2025 Sustainability Report
Page 33
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
CDI Group’s port and liquid bulk storage operations are conducted through PT Redeco Petrolin Utama, a
well-established and experienced provider of liquid bulk storage solutions. Established in 1986 in Banten,
Redeco operates storage terminals dedicated to serving liquid bulk chemicals, chemicals, and refined
petroleum products. With expertise in the receipt, storage, and handling of various chemical products,
Redeco applies tank systems and designs tailored to the specific characteristics of each product.
All operational activities prioritize service quality, environmental protection, and occupational safety,
reinforced by relevant ISO certifications.
Dermaga
ASET UTAMA
Jetty
KEY ASSETS
Dua dermaga dengan LOA masing-masing 200 meter, cocok untuk kapal 35.000
DWT dengan sarat air (draft) 10 meter.
Two jetties with a maximum LOA (Length Overall) of 200 meters each, suitable
for vessels of up to 35,000 DWT with a draft of 10 meters.
Tangki
Tanks
72 tangki dengan total kapasitas 130.000 m³
72 tanks with a total capacity of 130,000 m³
PT Chandra Daya Investasi Tbk 33
Page 34
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Stasiun pengisian bahan bakar terpusat (CFS) yang cocok
ASET untuk berbagai jenis dan ukuran tanker jalan.
PENDUKUNG Centralized Filling Station (CFS) designed to accommodate
SUPPORTING various types and sizes of road tankers.
ASSETS
Sistem customer order service (COS) untuk rencana
pengambilan produk yang dibuat khusus.
Customer order service (COS) system for customized
product pick-up planning.
Standar internasional untuk kebakaran dan keselamatan
termasuk oil boom untuk menangani tumpahan minyak.
KEAMANAN International fire and safety standards, including the use
SAFETY of oil booms for oil spill containment.
34 Laporan Keberlanjutan 2025 Sustainability Report
Page 35
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Logistik
Logistics
Pada tahun 2024, CDI Group memperluas portofolio In 2024, CDI Group expanded its maritime logistics
infrastrukturnya di sektor logistik kelautan, logistik infrastructure portfolio, land logistics, and cold
darat, dan rantai dingin (cold chain) sebagai bagian chain sectors as part of its strategy to strengthen
dari strategi penguatan rantai pasok terintegrasi. an integrated supply chain. This expansion was
Ekspansi ini dilakukan melalui pendirian PT carried out through the establishment of PT Chandra
Chandra Shipping International dan PT Chandra Shipping International and PT Chandra Cold Chain,
Cold Chain, serta akuisisi PT Marina Indah Maritim. as well as the acquisition of PT Marina Indah Maritim.
Melalui pengembangan ini, CDI Group memperkuat Through these developments, CDI Group enhanced
kapabilitas logistiknya untuk mendukung kebutuhan its logistics capabilities to support the needs of
industri kimia, baik untuk kebutuhan internal Chandra the chemical industries, serving both the internal
Asri Group maupun pelanggan eksternal, sekaligus requirements of Chandra Asri Group and external
meningkatkan efisiensi dan keandalan distribusi. customers, while improving distribution efficiency and
reliability.
Logistik Kelautan
Maritime Logistics
Kapal-kapal laut tersebut dioperasikan di bawah CDI Group dan melayani Chandra Asri Group serta klien
eksternal. Didirikan pada tahun 2024, PT Chandra Shipping International (CSI), dan PT Marina Indah
Maritim (MIM), yang diakuisisi pada tahun yang sama mengoperasikan bisnis pelayaran yang saat ini
memiliki 14 kapal pengangkut bahan kimia dan LPG.
These vessels are operated under CDI Group and serve both Chandra Asri Group and external clients.
Established in 2024, PT Chandra Shipping International (CSI) and PT Marina Indah Maritim (MIM), which
was acquired in the same year, operates a shipping fleet comprising 14 chemical and LPG carriers.
PT Chandra Daya Investasi Tbk 35
Page 36
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Saat ini memiliki 14 kapal pengangkut bahan kimia
dan gas dengan kapasitas 4.200-9.600 DWT.
ASET UTAMA
KEY ASSETS
Currently operates 14 chemical and gas carriers with
capacities ranging from 4,200 to 9,600 DWT.
Logistik Darat
Land Logistics
Melalui PT SCG Barito Logistics (SBL) dan PT Chandra Cold Chain (CCC), CDI Group menawarkan
berbagai layanan, termasuk solusi transportasi antarpulau, layanan angkutan laut, fasilitasi impor ekspor,
dan kelancaran kepabeanan serta pergudangan dingin. Hal ini sejalan dengan aspirasi Perseroan untuk
menyediakan solusi rantai pasok menyeluruh bagi pelanggan domestik maupun internasional.
Through PT SCG Barito Logistics (SBL) and PT Chandra Cold Chain (CCC), CDI Group offers a range of
services, including inter-island transportation solutions, sea freight services, import-export facilitation,
and streamlined customs clearance processes as well as cold warehouse storage. This aligns with
the Company’s aspiration to provide end-to-end supply chain solutions for domestic and international
customers.
• Memiliki armada 212 truk, termasuk berbagai tipe yang sesuai dengan
beragam kebutuhan pelanggan
ASET UTAMA A fleet of 212 trucks, comprising various types tailored to diverse
KEY ASSETS customer needs
• Mengoperasikan dan mengelola gudang milik Chandra Asri Group dan
klien lainnya di Cilegon dan area Jawa
Operation and management of warehouses owned by Chandra Asri Group
and other clients in Cilegon and across Java
• Fasilitas cold storage dengan kapasitas hingga 700 pallet positions
Cold storage facility with a capacity of up to 700 pallet positions
36 Laporan Keberlanjutan 2025 Sustainability Report
Page 37
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Kinerja Ekonomi [OJK F.2, F.3]
Economic Performance
Kinerja ekonomi menjadi fondasi penting bagi CDI Group Economic performance is a key foundation for
dalam mewujudkan pertumbuhan yang berkelanjutan. CDI Group in delivering sustainable growth. As an
Sebagai perusahaan investasi infrastruktur yang infrastructure investment company focused on
berfokus pada penyediaan layanan energi, air, energy, water, port & storage, and logistics, CDI
kepelabuhan & penyimpanan, dan logistik, CDI Group Group plays a strategic role in providing utility
berperan menyediakan layanan utilitas yang menopang services that support national industrial activities,
aktivitas industri nasional, khususnya pada sektor energi, particularly across the energy, water, port & storage,
air, kepelabuhan dan penyimpanan, dan logistik. and logistics sectors.
Sepanjang tahun 2025, CDI Group menghadapi berbagai Throughout 2025, CDI Group navigated various
dinamika eksternal, seperti fluktuasi harga energi, external dynamics, including energy price fluctuations,
peningkatan biaya logistik global, serta perubahan rising global logistics costs, and changes in national
kebijakan utilitas di tingkat nasional. Di tengah kondisi utility policies. Amid these conditions, the Company
tersebut, Perseroan berhasil menjaga stabilitas operasional maintained operational stability and delivered
dan mencatatkan kinerja positif. Pendapatan konsolidasi positive performance. CDI Group’s consolidated
CDI Group mencapai US$148.032.595, meningkat revenue reached US$148,032,595, increasing from
dibandingkan tahun sebelumnya sebesar US$102.254.765. US$102,254,765. This performance was driven by
Kinerja ini didorong oleh meningkatnya permintaan listrik higher demand for electricity and water from industrial
dan air dari pelanggan industri, serta optimalisasi fasilitas customers, as well as the optimization of port facilities
pelabuhan dan penyimpanan curah cair yang beroperasi di and liquid bulk storage operations in the Cilegon area.
kawasan Cilegon.
Pendapatan tahun 2025 Laba tahun 2025
Revenue in 2025 Profit in 2025
US$148,032,595 US$127,788,841
meningkat 44,77% dari tahun sebelumnya meningkat 281,69% dari tahun sebelumnya
increased by 44.77% from the previous year increased by 281.69% from the previous year
Sejalan dengan upaya memperkuat kinerja jangka In line with efforts to strengthen long-term
panjang sekaligus mendukung transisi menuju performance while supporting the transition toward
operasional yang lebih berkelanjutan, Perseroan juga more sustainable operations, the Company has also
menetapkan rencana investasi pada teknologi bersih established a plan to invest US$40 million in clean
sebesar US$40 juta pada tahun 2030. Investasi ini technologies by 2030. This investment is intended to
diarahkan untuk meningkatkan efisiensi operasional, enhance operational efficiency, promote the use of
mendorong penggunaan energi yang lebih ramah more environmentally friendly energy, and enhance
lingkungan, serta memperkuat daya saing bisnis the Company's long-term business competitiveness.
dalam jangka panjang. [OJK F.3] [OJK F.3]
Pengungkapan kinerja ekonomi dalam laporan ini disusun The disclosure of economic performance in this report
berdasarkan panduan Peraturan Otoritas Jasa Keuangan has been prepared in accordance with the guidelines set
(POJK) dan Surat Edaran Otoritas Jasa Keuangan out in the Financial Services Authority Regulation (POJK)
(SEOJK) Nomor 16 Tahun 2021 Tentang Bentuk dan Isi and Financial Services Authority Circular Letter (SEOJK)
Laporan Tahunan Emiten atau Perusahaan Publik. No. 16 of 2021 concerning the Form and Content of
Annual Reports of Issuers or Public Companies.
PT Chandra Daya Investasi Tbk 37
Page 38
02
Page 39
Strategi Keberlanjutan
Sustainability Strategy
PT Chandra Daya Investasi Tbk 39
Page 40
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
CDI Group memperkuat penerapan prinsip keberlanjutan
sebagai panduan strategis dalam membangun budaya
keberlanjutan di seluruh organisasi. Kerangka ini
mengintegrasikan peran dan fungsi internal agar selaras
dalam pengambilan keputusan dan pelaksanaan kegiatan
operasional. Dengan demikian, prinsip-prinsip keberlanjutan
tidak hanya menjadi komitmen, tetapi juga tecermin dalam
perilaku, proses kerja, dan kontribusi Perseroan kepada
seluruh pemangku kepentingan. [OJK F.1].
CDI Group strengthens its sustainability principles as a strategic compass
in embedding a culture of sustainability throughout the organization. This
framework integrates internal roles and functions to ensure alignment in
decision-making processes and the execution of operational activities.
Accordingly, sustainability principles are not merely articulated as
commitments, but are embedded in the Company’s conduct, business
processes, and contributions to all stakeholders. [OJK F.1]
40 Laporan Keberlanjutan 2025 Sustainability Report
Page 41
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Tujuan Keberlanjutan [OJK A.1]
Sustainability Objectives
Tujuan keberlanjutan CDI Group ditetapkan sebagai CDI Group’s sustainability objectives act as strategic
arah strategis dalam memastikan penerapan directions so that sustainability practices are carried
keberlanjutan berjalan secara terencana, terukur, dan out in a structured, measurable, and business-aligned
selaras dengan pengembangan bisnis Perseroan. manner. These objectives guide the formulation of
Tujuan ini menjadi acuan dalam perumusan kebijakan, policies, the execution of programs, and decision-
pelaksanaan program, serta pengambilan keputusan making processes, ensuring that sustainability
agar kinerja keberlanjutan mendukung penciptaan performance supports long-term value creation.
nilai jangka panjang.
Perumusan tujuan keberlanjutan dilakukan melalui The formulation of sustainability objectives follows
pendekatan siklus plan, do, check, action (PDCA) an integrated plan, do, check, action (PDCA) cycle
yang terintegrasi dengan visi dan misi Perseroan. aligned with the Company’s vision and mission. This
Pendekatan ini memastikan bahwa tujuan approach makes sure that sustainability objectives
keberlanjutan tidak hanya ditetapkan, tetapi juga are not only established, but also systematically
diimplementasikan, dipantau, dan disempurnakan implemented, monitored, and continuously refined in
secara berkelanjutan sesuai dengan dinamika response to evolving operational dynamics and the
operasional dan lingkungan usaha. broader business environment.
Dalam proses penetapannya, CDI Group In establishing its sustainability objectives, CDI Group
mengintegrasikan hasil peninjauan isu material integrates the results of updated materiality reviews,
yang diperbarui, harapan dan masukan pemangku stakeholder expectations and feedback, as well as
kepentingan, serta rujukan pada standar dan praktik references to relevant global standards and best
global yang relevan. Integrasi tersebut dilakukan practices. In this way, the objectives remain relevant,
untuk memastikan bahwa tujuan keberlanjutan tetap contextual, and responsive to the sustainability risks
relevan, kontekstual, dan mampu menjawab risiko and opportunities faced by the Company.
serta peluang keberlanjutan yang dihadapi Perseroan.
Tujuan keberlanjutan ditinjau secara berkala untuk Sustainability objectives are reviewed periodically
menjaga keselarasan dengan strategi Perseroan to maintain alignment with the Company’s strategy
dan perkembangan isu keberlanjutan. Berdasarkan and the developments in sustainability-related
kerangka tersebut, CDI Group menetapkan tujuan issues. Based on this framework, CDI Group’s key
keberlanjutan utama yang menjadi fokus pelaksanaan sustainability objectives are the primary focus of
strategi dan program Perseroan, sebagai berikut: the Company’s strategic execution and program
implementation, as follows:
PT Chandra Daya Investasi Tbk 41
Page 42
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Mitigasi dan Adaptasi
1.
Mendukung upaya pemerintah Indonesia dalam pencapaian Enhanced
Iklim sebagai Wujud Nationally Determined Contribution (ENDC) melalui implementasi
Kontribusi dalam teknologi dan bisnis hijau.
Pergerakan Global Supporting the Government of Indonesia’s efforts to achieve its Enhanced
Nationally Determined Contribution (ENDC) through the implementation of
Terkait Aksi Iklim
green technologies and sustainable business practices.
Climate Mitigation
and Adaptation as a Menerapkan pengelolaan lingkungan secara terpadu melalui
Contribution to Global pengendalian penggunaan sumber daya alam, termasuk air, efluen,
Climate Action dan limbah, pada seluruh proses operasional.
Implementing integrated environmental management across all
operational processes, including the responsible management of
natural resource use such as water, effluents, and waste.
Meningkatkan Nilai
2.
Berkontribusi untuk peningkatan dan pertumbuhan kesejahteraan
Sosial Masyarakat dan sosial masyarakat.
Sumber Daya Manusia Contributing to the improvement and advancement of community
Perseroan social welfare.
Enhancing Social Value
Mengembangkan talenta, budaya keselamatan, dan menjalankan bisnis
for Communities and yang bertanggung jawab dengan menjunjung tinggi hak asasi manusia
the Company’s Human di seluruh tingkatan organisasi dan rantai nilai.
Capital Developing talent, strengthening a safety culture, and conducting
responsible business practices while upholding human rights across all
levels of the organization and throughout the value chain.
Menjunjung Prinsip
3.
Menetapkan tata kelola Perseroan yang baik sebagai landasan tindakan
Tata Kelola untuk yang bertanggung jawab dan adil bagi seluruh pemangku kepentingan.
Menciptakan Bisnis Establishing strong corporate governance as the foundation for
Berkelanjutan responsible and equitable conduct toward all stakeholders.
Upholding Governance
Membangun prinsip-prinsip etika bisnis yang kukuh sebagai pedoman
Principles to Build a bagi karyawan dan mitra bisnis.
Sustainable Business
Instituting robust business ethics principles as guidelines for
employees and business partners.
42 Laporan Keberlanjutan 2025 Sustainability Report
Page 43
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Kebijakan dan Tata Kelola [OJK A.1]
Policy and Governance
Sebagai wujud komitmen CDI Group dalam mengelola As a expression of CDI Group’s commitment
tantangan keberlanjutan secara menyeluruh, to comprehensively addressing sustainability
Perseroan menetapkan Kebijakan Keberlanjutan challenges, the Company has established a
yang disahkan melalui persetujuan Presiden Sustainability Policy approved by the President
Direktur. Kebijakan ini diterapkan secara konsisten Director. This policy is practiced consistently across
di seluruh aktivitas operasional, sejalan dengan all operational activities, in line with the Company’s
peran Perseroan sebagai South East Asia’s Leading role as Southeast Asia’s Leading Infrastructure
Infrastructure Solutions Company. Kebijakan ini Solutions Company. The policy applies to all CDI
berlaku bagi seluruh entitas CDI Group, termasuk Group entities, including subsidiaries, affiliates,
anak perusahaan, afiliasi, mitra usaha bersama, joint venture partners, and contractors, serving as
serta kontraktor, sebagai acuan bersama dalam a common reference in conducting responsible and
menjalankan kegiatan usaha yang bertanggung jawab ethical business activities.
dan beretika.
Kebijakan Keberlanjutan tersebut menjadi kerangka The Group’s Sustainability Policy is the overarching
utama dalam mengintegrasikan aspek environmental, framework for integrating environmental, social,
social, dan governance (ESG) ke dalam proses and governance (ESG) considerations into strategic
pengambilan keputusan strategis, kegiatan decision-making processes, operational activities,
operasional, investasi, serta keterlibatan pemangku investments, and stakeholder engagement across all
kepentingan di seluruh entitas anak. Kebijakan ini subsidiaries. The policy is structured around three
disusun berdasarkan tiga pilar utama keberlanjutan, core sustainability pillars: environmental, social, and
yaitu pilar lingkungan, pilar sosial, dan pilar tata governance, designed to complement one another
kelola, yang dirancang untuk saling melengkapi and support the achievement of the Company’s long-
dan mendukung pencapaian tujuan jangka panjang term objectives. The key commitments and guiding
Perseroan. Adapun komitmen dan prinsip utama yang principles set forth in this policy include:
diatur dalam kebijakan ini meliputi:
Lingkungan
Environment al
1. Strategi dan Mitigasi Perubahan Iklim | Climate Strategy and Mitigation:
komitmen untuk mengurangi emisi gas rumah kaca (GRK) dalam mendukung target mitigasi
perubahan iklim dan net zero Pemerintah Indonesia.
commitment to reduce greenhouse gas (GHG) emissions in support of Indonesia’s climate mitigation
and net zero targets.
PT Chandra Daya Investasi Tbk 43
Page 44
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Sumber Daya Alam dan Pengelolaan Dampak Lingkungan | Natural Resources and
2. Environmental Impact Management:
komitmen untuk mengoptimalkan penggunaan sumber daya alam melalui efisiensi energi dan air
dalam seluruh kegiatan operasional, serta memperkuat pengelolaan dampak lingkungan melalui
pengurangan emisi udara, limbah, dan air limbah, termasuk pelindungan, pelestarian, pengelolaan
berkelanjutan, dan pemulihan keanekaragaman hayati.
commitment to optimize the use of natural resources through energy and water efficiency across
all operations, while strengthening environmental impact management through the reduction of
air emissions, waste, and wastewater, including biodiversity protection, conservation, sustainable
management, and restoration.
Kepatuhan Lingkungan | Environmental Compliance:
3. komitmen untuk mematuhi seluruh peraturan lingkungan yang berlaku di tingkat lokal dan nasional.
commitment to comply with all applicable environmental regulations at the local and national levels.
Sosial
Social
1. Hak Asasi Manusia | Human Rights:
komitmen untuk menjunjung tinggi hak asasi manusia dengan menentang praktik pekerja anak,
kerja paksa, dan perdagangan manusia, serta mencegah segala bentuk pelecehan dan menciptakan
lingkungan kerja yang aman dan saling menghormati.
commitment to uphold human rights by prohibiting child labor, forced labor, and human trafficking,
while preventing all forms of harassment and fostering a safe and respectful workplace.
Kesehatan dan Keselamatan Kerja | Occupational Health and Safety:
2. komitmen untuk membangun budaya kerja yang aman dan menjamin penerapan standar K3 yang
kuat.
commitment to build a strong safety culture and ensure the implementation of robust OHS standards.
Keberagaman, Kesetaraan, dan Inklusi | Diversity, Equity, and Inclusion:
3. komitmen untuk memastikan tidak adanya diskriminasi serta memberikan kesempatan yang setara
dalam seluruh praktik ketenagakerjaan, sekaligus mendorong keberagaman, kesetaraan gender, dan
pemberdayaan perempuan.
commitment to ensure non-discrimination and provide equal opportunities across all employment
practices, while promoting diversity, gender equality, and women’s empowerment.
Pemberdayaan Masyarakat | Community Empowerment:
4. komitmen untuk memperkuat pemberdayaan masyarakat dalam mengembangkan peluang sosial-
ekonomi dan meningkatkan kesejahteraan sosial.
commitment to strengthen community empowerment in developing socio-economic opportunities
and improving social welfare.
Tanggung Jawab kepada Pelanggan | Customer Responsibility:
5. komitmen untuk menyediakan akses yang setara, adil, dan profesional terhadap produk dan/atau
layanan kepada seluruh pelanggan, dengan mengedepankan kualitas dan integritas layanan.
commitment to provide fair, equal, and professional access to products and/or services to all
customers, with a strong focus on service quality and integrity.
44 Laporan Keberlanjutan 2025 Sustainability Report
Page 45
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Tata Kelola
Gover nance
1. Etika Bisnis | Business Ethics:
komitmen untuk melarang penyuapan, korupsi, kecurangan, pencucian uang, benturan kepentingan,
serta praktik anti-persaingan dalam perusahaan dan dengan para pemangku kepentingan.
commitment to prohibit bribery, corruption, fraud, money laundering, conflicts of interest, and anti-
competitive practices within the Company and in dealings with stakeholders.
Sistem Pelaporan Pelanggaran | Whistleblowing System:
2. komitmen untuk menyediakan sistem whistleblowing bagi karyawan dan pihak terkait guna
melaporkan dugaan pelanggaran Kode Etik dan hak asasi manusia, dengan perlindungan terhadap
pelapor dari tindakan pembalasan.
commitment to provide a whistleblowing system for employees and relevant parties to report
suspected violations of the Code of Ethics and human rights, with protection against retaliation.
Manajemen Risiko | Risk Management:
3. komitmen untuk menerapkan Enterprise Risk Management (ERM) yang mencakup seluruh risiko
utama bisnis secara komprehensif.
commitment to implement Enterprise Risk Management (ERM) to comprehensively manage key
business risks.
Informasi lebih detail dapat diakses di Kebijakan Keberlanjutan CDI Group.
Further details can be found in the CDI Group Sustainability Policy.
Internalisasi Kebijakan Keberlanjutan [OJK F.1]
Internalization of Sustainability Policy
Pengembangan kapasitas terhadap Kebijakan Capacity-building initiatives related to the
Keberlanjutan dilakukan untuk memastikan kebijakan Sustainability Policy are conducted to ensure that
tersebut dipahami dan diterapkan secara konsisten the policy is well understood and consistently
di seluruh CDI Group. Perseroan mendorong implemented across the CDI Group. The Company
keberlanjutan menjadi bagian dari prosedur promotes the integration of sustainability into
operasional dan kerangka berpikir yang memandu operational procedures and the organizational
seluruh elemen organisasi melalui sosialisasi kepada mindset through structured socialization programs
seluruh karyawan. Upaya ini diperkuat dengan for all employees. These efforts are reinforced using
pemanfaatan platform komunikasi internal yang accessible internal communication platforms that
dapat diakses oleh seluruh karyawan sebagai sarana serve as channels for disseminating information and
penyampaian informasi dan referensi penerapan guidance on sustainability implementation, thereby
keberlanjutan, sehingga implementasi kebijakan enabling more efficient and effective implementation
dapat berjalan lebih mudah dan efektif di tingkat at the operational level.
operasional.
PT Chandra Daya Investasi Tbk 45
Page 46
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Struktur Tata Kelola Keberlanjutan [OJK E.1, E.3]
Sustainability Governance Structure
Struktur tata kelola keberlanjutan CDI Group CDI Group’s sustainability governance structure
menempatkan Presiden Direktur sebagai designates the President Director as the highest
penanggung jawab tertinggi dalam memastikan authority responsible for ensuring ESG principles
penerapan prinsip ESG di seluruh kegiatan usaha. are followed across all business activities. This role
Peran tersebut didukung oleh Dewan Komisaris is supported by the Board of Commissioners, which
yang menjalankan fungsi pengawasan atas performs an oversight function over the Board of
kinerja Direksi dalam menetapkan arah strategis Directors in setting the Company’s strategic direction
Perseroan dengan mempertimbangkan aspek with due consideration of sustainability aspects, as
keberlanjutan, sebagaimana diatur dalam Board stipulated in the Board Charter. This oversight includes
Charter. Pengawasan ini mencakup penetapan target, the establishment of sustainability targets, the allocation
alokasi sumber daya, serta indikator kinerja utama of resources, and the determination of key sustainability
keberlanjutan, termasuk pengelolaan risiko iklim, air, performance indicators, including the management of
bahan berbahaya, kesehatan dan keselamatan kerja, climate, water, hazardous materials, occupational health
kesejahteraan tenaga kerja, etika bisnis, tanggung and safety, workforce welfare, business ethics, product
jawab produk, dan keterlibatan masyarakat. responsibility, and community engagement risks.
Dalam pelaksanaan teknisnya, Direksi didukung In its technical application, the Board of Directors is
oleh unit ESG & Sustainability sebagai fungsi supported by the ESG & Sustainability unit, which
penggerak implementasi dan pemantauan agenda drives the execution and monitoring of the sustainability
keberlanjutan. Unit ini berperan dalam pengelolaan agenda. This unit is responsible for data management,
data, pemantauan kinerja, serta penyusunan performance monitoring, and the preparation of
pelaporan keberlanjutan. Pelaksanaannya diperkuat sustainability reporting. Its role is further strengthened
melalui skema shared service dari holding company through a shared service scheme from the holding
untuk memastikan konsistensi metodologi, indikator, company to provide consistency in methodology,
dan standar pelaporan di seluruh entitas CDI Group. indicators, and reporting standards across all CDI Group
Direksi secara berkala meninjau capaian kinerja dan entities. The Board of Directors periodically reviews
profil risiko ESG sebagai dasar penetapan langkah ESG performance achievements and risk profiles as
mitigasi, penyesuaian program, serta penguatan the basis for determining mitigation measures, program
pengelolaan keberlanjutan ke depan. adjustments, and the continued enhancement of
sustainability management going forward.
46 Laporan Keberlanjutan 2025 Sustainability Report
Page 47
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Penilaian Materialitas
Materiality Assessment
CDI Group melakukan penilaian materialitas untuk CDI Group conducts materiality assessments to
memastikan pengelolaan isu keberlanjutan selaras ensure that the management of sustainability issues
dengan strategi pertumbuhan bisnis jangka panjang remains aligned with its long-term business growth
serta ekspektasi pemangku kepentingan. Proses strategy and stakeholder expectations. The process
ini difokuskan pada identifikasi dan prioritas isu focuses on identifying and prioritizing environmental,
lingkungan, sosial, dan tata kelola yang paling relevan social, and governance issues that are most relevant
terhadap keberlanjutan usaha Perseroan, dengan to the Company’s business sustainability, using a
menggunakan pendekatan penilaian materialitas double materiality assessment approach as the
ganda (double materiality assessment) sebagai basis for determining the focus and direction of
dasar dalam menetapkan fokus dan arah pengelolaan sustainability management.
keberlanjutan.
Penilaian Materialitas Ganda
Double Materiality Assessment
Dalam penilaian materialitas, CDI Group menerapkan In conducting its materiality assessment, CDI Group
pendekatan penilaian materialitas ganda untuk menilai applies a double materiality approach to evaluate
isu keberlanjutan dari dua perspektif utama. Pendekatan sustainability issues from two primary perspectives.
pertama menilai dampak kegiatan usaha terhadap The first perspective assesses the impacts of business
lingkungan dan sosial, sedangkan pendekatan kedua activities on environmental and social, while the second
menilai signifikansi isu tersebut terhadap kinerja dan evaluates the significance of these issues on the
posisi keuangan Perseroan. Penerapan dua perspektif Company’s performance and financial position. The
ini memungkinkan CDI Group memperoleh gambaran application of these two perspectives enables CDI Group
yang lebih menyeluruh dalam menetapkan prioritas to obtain a more comprehensive view in determining the
pengelolaan isu keberlanjutan. priorities for managing sustainability issues.
1 Impact Materiality
(Prespektif
Menilai dampak dari pengelolaan topik material terhadap lingkungan
dan masyarakat sekitar untuk memahami sejauh mana kegiatan dan
Inside-Out) pengelolaan Perseroan menimbulkan dampak, baik positif maupun negatif,
terhadap keberlanjutan lingkungan dan penghidupan masyarakat.
Impact Materiality
Assessing the impacts of managing material topics on the environment and
(Inside-Out
surrounding communities to understand the extent to which the Company’s
Perspective) activities and management practices generate positive or negative effects
on environmental sustainability and community livelihoods.
2 Financial Materiality
(Prespektif
Menilai suatu risiko dari topik material yang dapat memengaruhi kegiatan
bisnis Perseroan. Risiko yang dimaksud berkaitan dengan aspek penting
Outside-In) Perseroan, seperti reputasi, operasional, dan kinerja finansial.
Assessing risks arising from material topics that may affect the Company’s
Financial Materiality
business activities. These risks relate to key aspects of the Company,
(Outside-In
including reputation, operations, and financial performance.
Perspective)
PT Chandra Daya Investasi Tbk 47
Page 48
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Sejalan dengan pendekatan tersebut, Perseroan In line with this approach, the Company develops an
menyusun matriks penilaian dan mekanisme assessment matrix and a prioritization mechanism for
penentuan prioritas isu keberlanjutan dengan sustainability issues with reference to GRI Standards.
mengacu pada standar GRI. Proses ini digunakan This process is used to rank issues based on the
untuk menentukan peringkat isu berdasarkan tingkat significance of their impacts, forming the basis for
signifikansi dampaknya sebagai dasar penetapan determining CDI Group’s sustainability management
fokus pengelolaan keberlanjutan CDI Group. priorities.
Proses Penentuan Isu Material
Process for Determining Material Issues
Peninjauan dan Evaluasi Dampak Penyusunan Matriks Validasi dan
Identifikasi Topik dan Penilaian Materialitas dan Persetujuan
Review an d Materialitas Penetapan Prioritas Val i d at i on and
Iden tific ation o f I m p ac t E val u ati on Deve l op m e nt of t he Ap p rova l
Topics an d M a ter i al i t y Mate r i a l i t y Mat r i x
As s es s m en t and Pr i or i t i zat i on
1 2 3 4
Meninjau dan Penilaian materialitas Hasil penilaian dituangkan Hasil penilaian materialitas
mengidentifikasi topik dilakukan menggunakan ke dalam matriks ditinjau dan disetujui oleh
material berdasarkan pendekatan materialitas materialitas berdasarkan Direksi dan dipresentasikan
benchmarking, ganda, dengan setiap topik skor yang diperoleh untuk dalam rapat manajemen
perkembangan terkini, dievaluasi berdasarkan mengidentifikasi topik-topik senior. Selanjutnya, topik
keselarasan dengan standar, dampak terhadap prioritas yang memerlukan dengan prioritas tinggi
serta menganalisis dampak materialitas keuangan dan perhatian strategis. diintegrasikan ke dalam
jangka pendek, jangka materialitas dampak (aspek Topik prioritas yang telah rencana induk ESG CDI
panjang, dan ruang lingkup sosial dan lingkungan). ditetapkan kemudian Group.
rantai nilai. digunakan sebagai dasar
Pada tahap ini, sejumlah dalam penyusunan ESG The results of the materiality
Berdasarkan hasil pemangku kepentingan Masterplan, dengan assessment are reviewed
identifikasi, Perseroan terlibat dalam pengisian penekanan pada topik- and approved by the Board
memetakan 11 topik yang kuesioner, mencakup topik berdasarkan tingkat of Directors and presented
relevan. Direksi, anak perusahaan, keparahan (severity) at a senior management
karyawan, pemegang dan kemungkinan terjadi meeting. Subsequently, high-
Reviewing and identifying saham, pemerintah, (likelihood). priority topics are integrated
material topics based on pelanggan, masyarakat, dan into the CDI Group ESG
benchmarking, recent media massa. The assessment results are Masterplan.
developments, alignment mapped into a materiality
with applicable standards, The materiality assessment matrix based on the scores
and analysis of short-term was conducted using obtained to identify priority
and long-term impacts a double materiality topics requiring strategic
across the value chain. approach, whereby each attention. The established
topic was evaluated based priority topics are
Based on the identification on its financial materiality, subsequently used as the
results, the Company and impact (social and basis for developing the ESG
mapped 11 relevant topics. environmental aspects) Masterplan, with emphasis
materiality. placed on topics assessed
according to their severity
At this stage, a range of and likelihood of occurrence.
stakeholders participate in
completing questionnaires,
including the Board of
Directors, subsidiaries,
employees, shareholders,
government representatives,
customers, communities,
and the media.
48 Laporan Keberlanjutan 2025 Sustainability Report
Page 49
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Matriks Materialitas
Materiality Matrix
CDI Group mengidentifikasi 11 topik material yang CDI Group has identified 11 material topics that are
menjadi fokus utama dalam strategi keberlanjutan the primary focus of the Company’s sustainability
Perseroan. Topik-topik ini mencerminkan komitmen strategy. These topics reflect CDI Group’s
CDI Group terhadap penerapan praktik bisnis yang commitment to implementing responsible and
bertanggung jawab dan berkelanjutan. Setiap topik sustainable business practices. Each material topic is
material dikelompokkan ke dalam tingkat prioritas categorized into high, medium, and low priority levels
tinggi, sedang, dan rendah sesuai dengan tingkat based on its level of significance, as presented in the
signifikansinya, sebagaimana ditampilkan dalam following materiality matrix:
matriks materialitas berikut:
Occupational Health
and Safety
Business Ethics
Climate Environmental
Resilience Management
Community Engagement & Responsible
Product & Customer
Development
Engagement
Labor & Human Rights Corporate
Governance
Sustainable
Procurement & Supply
Chain
I m p a ct M ate r i al i t y
Data Privacy &
Cybersecurity
Human Capital
Development
Fi n an c ia l M a ter ia li t y
Legenda | Legends
Lingkungan Sosial Tata Kelola Topik Material Prioritas Tinggi Topik Material Prioritas Sedang Topik Material Prioritas Tinggi
Environment Social Governance High-Priority Material Topic Medium-Priority Materiality Topic High-Priority Material Topic
PT Chandra Daya Investasi Tbk 49
Page 50
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Kompas Tujuan Pembangunan
Berkelanjutan (TPB)
Sustainable Development Goals (SDGs) Compass
CDI Group menyelaraskan strategi dan kegiatan CDI Group aligns its strategy and operational
operasionalnya dengan Tujuan Pembangunan activities with the internationally established SDGs
Berkelanjutan (TPB) sebagai bagian dari as part of its sustainability management across
pengelolaan keberlanjutan di sepanjang rantai the business value chain. This alignment considers
nilai usaha. Penyelarasan ini dilakukan dengan the Company’s commitments, the nature of its
mempertimbangkan komitmen Perseroan, business activities, and the principles of materiality
karakteristik kegiatan usaha, serta prinsip manajemen management, positioning the SDGs as a reference
materialitas, sehingga TPB menjadi kerangka acuan framework in setting priorities and implementing CDI
dalam penetapan prioritas dan pelaksanaan program Group’s sustainability programs.
keberlanjutan CDI Group.
Pengungkapan Tujuan dengan Relevansi Tinggi
Dampak
Disclosure Goals with High Relevance
Impact
Komitmen terhadap pengelolaan air berkelanjutan diwujudkan melalui efisiensi penggunaan air serta
penerapan praktik pengelolaan air yang bertanggung jawab untuk mendukung akses air bersih dan
sanitasi.
A commitment to sustainable water management is demonstrated through water-use efficiency initiatives
and the implementation of responsible water management practices to support
access to clean water and sanitation. 72-73
Penggunaan energi yang lebih ramah lingkungan didorong melalui peningkatan efisiensi energi dan
pemanfaatan sumber energi terbarukan sebagai bagian dari upaya pengurangan emisi.
The use of more environmentally friendly energy is promoted through enhanced energy efficiency and the
utilization of renewable energy sources as part of emissions reduction efforts.
64-69
Respons terhadap perubahan iklim dilakukan melalui pengelolaan risiko iklim dan upaya dekarbonisasi
yang sejalan dengan target nasional dan agenda transisi menuju emisi rendah.
The response to climate change is carried out through climate risk management and decarbonization
efforts aligned with national targets and the low-emissions transition agenda.
56-69
Ketahanan dan daya saing usaha diperkuat melalui pengembangan infrastruktur serta investasi pada
bisnis energi terbarukan yang mendukung industrialisasi berkelanjutan.
Business resilience and competitiveness are strengthened through infrastructure development and
investments in renewable energy businesses that support sustainable industrialization.
22-36
50 Laporan Keberlanjutan 2025 Sustainability Report
Page 51
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Pengungkapan Tujuan dengan Relevansi Sedang
Dampak
Disclosure Goals with Medium Relevance
Impact
Melalui penguatan kapasitas masyarakat, Perseroan terus mendorong upaya penciptaan mata
pencaharian yang layak terus didorong sebagai bagian dari kontribusi terhadap pembangunan ekonomi
produktif. Pendekatan ini mendukung pengurangan kemiskinan melalui peningkatan kemandirian dan
kesempatan kerja.
Through strengthening community capacity, the Company continues to promote the creation of decent
livelihoods as part of its contribution to productive economic development. This approach supports
poverty reduction by enhancing self-reliance and employment opportunities.
106
Peningkatan kualitas hidup masyarakat didukung melalui penerapan budaya keselamatan serta pelibatan
komunitas dalam berbagai kegiatan yang berorientasi pada kesehatan dan kesejahteraan.
Improvements in community quality of life are supported through the promotion of a safety culture and
active community engagement in health and welfare-oriented initiatives.
91-98, 107-108
Akses terhadap pendidikan yang inklusif dan berkualitas diperkuat melalui program tanggung jawab sosial
yang berfokus pada peningkatan kesempatan belajar dan pengembangan kapasitas masyarakat.
Access to inclusive and quality education is strengthened through corporate social responsibility
programs focused on expanding learning opportunities and enhancing community capacity development.
112
Lingkungan kerja yang setara dan inklusif dibangun melalui kebijakan yang mendorong keberagaman
serta pemberdayaan seluruh karyawan tanpa membedakan gender.
An equitable and inclusive workplace is fostered through policies that promote diversity and empower all
employees without gender discrimination.
83-84
Pertumbuhan ekonomi yang inklusif didukung melalui penyediaan tempat kerja yang layak dengan menjunjung
hak asasi manusia, keselamatan kerja, dan pengembangan sumber daya manusia.
Inclusive economic growth is supported through the provision of decent work that upholds human rights,
occupational safety, and human capital development.
80-98
Upaya menciptakan kesempatan yang setara dilakukan melalui program yang mendorong inklusi dan
peningkatan peran perempuan, termasuk pada tingkat pengambilan keputusan.
Efforts to create equal opportunities are carried out through programs that promote inclusion and
strengthen women’s participation, including at the decision-making level.
83-84
Prinsip konsumsi dan produksi yang bertanggung jawab diterapkan melalui penerapan pengurangan dan
pemanfaatan limbah secara bertanggung jawab.
The principles of responsible consumption and production are implemented through responsible waste
reduction and utilization practices.
74-76
Pencapaian tujuan keberlanjutan didukung melalui kerja sama dengan berbagai pemangku kepentingan
guna memperkuat pertukaran pengetahuan, sumber daya, dan inovasi.
The achievement of sustainability objectives is supported through collaboration with various stakeholders
to strengthen the exchange of knowledge, resources, and innovation.
102-113, 128-129
PT Chandra Daya Investasi Tbk 51
Page 52
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Pengungkapan Tujuan Lainnya
Dampak
Disclosure Other Goals
Impact
Kesejahteraan sosial didukung melalui program bantuan 600 paket sembako bagi pengemudi ojek online
dan masyarakat kurang mampu sebagai wujud kepedulian dan penguatan ketahanan ekonomi masyarakat.
Social welfare is supported through the distribution of 600 basic food assistance packages to online
motorcycle taxi drivers and underprivileged communities, reflecting the Company’s commitment to social
care and the strengthening of community economic resilience.
110-111
Kontribusi terhadap pembangunan perkotaan berkelanjutan diwujudkan melalui kolaborasi lintas pihak,
termasuk mendukung pengurangan sampah.
Contribution to sustainable urban development is realized through cross-sector collaboration, including
support for waste reduction initiatives.
75, 104-106
Tata kelola yang transparan dan bertanggung jawab diperkuat melalui penerapan kebijakan, pedoman
etika, pelindungan HAM, dan mekanisme pengaduan.
Transparent and accountable governance is strengthened through the implementation of policies, ethical
guidelines, human rights protections, and grievance mechanisms.
88-89, 122-125
52 Laporan Keberlanjutan 2025 Sustainability Report
Page 53
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
PT Chandra Daya Investasi Tbk 53
Page 54
03 54 Laporan Keberlanjutan 2025 Sustainability Report
Page 55
Memperkuat Ketahanan
Iklim dan Lingkungan
Berkelanjutan
Strengthening Climate Resilience and Environmental
Sustainability
55
PT Chandra Daya Investasi Tbk
Page 56
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Ketahanan Iklim
Climate Resilience
CDI Group menempatkan isu perubahan iklim CDI Group places climate change as a key
sebagai bagian dari agenda keberlanjutan Perseroan. component of the Company’s sustainability
Pengelolaan isu ini diarahkan untuk mendukung agenda. The management of this issue is directed
upaya penurunan emisi dan penguatan ketahanan toward supporting emissions reduction efforts and
terhadap risiko iklim melalui pengelolaan operasional strengthening resilience to climate-related risks
yang bertanggung jawab serta penerapan langkah- through responsible operational management and
langkah yang relevan dengan karakteristik kegiatan deploying measures aligned with the Company’s
usaha Perseroan. business activity characteristics.
Pendekatan tersebut sejalan dengan komitmen global This approach is aligned with global commitments
melalui Persetujuan Paris dan komitmen nasional under the Paris Agreement and Indonesia’s
Indonesia dalam Enhanced Nationally Determined national commitment through Enhanced Nationally
Contribution (ENDC), yang mendorong keterlibatan Determined Contribution (ENDC), which encourages
sektor usaha dalam upaya pengendalian emisi gas private sector participation in greenhouse gas (GHG)
rumah kaca (GRK) dan transisi menuju pembangunan emissions reduction efforts and the transition toward
rendah karbon dan berkelanjutan. low-carbon and sustainable development.
Tata Kelola Iklim
Climate Governance
Tata kelola perubahan iklim CDI Group dibangun CDI Group’s climate governance framework is
untuk memastikan pengelolaan isu iklim dilakukan designed to ensure that climate-related issues are
secara terarah, terkoordinasi, dan selaras dengan managed in a structured, coordinated, and strategic
strategi keberlanjutan Perseroan. Kerangka tata manner, aligned with the Company’s sustainability
kelola ini menjadi dasar dalam mengintegrasikan strategy. This governance framework is the
pertimbangan iklim ke dalam pengambilan keputusan foundation for integrating climate considerations into
dan pelaksanaan kegiatan operasional, serta decision-making processes and operational activities
diperkuat melalui komitmen yang tertuang dalam and is reinforced through the commitments set forth
Kebijakan Keberlanjutan CDI Group. in the CDI Group Sustainability Policy.
56 Laporan Keberlanjutan 2025 Sustainability Report
Page 57
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Pengelolaan isu perubahan iklim berada dalam The management of climate change issues is embedded
kerangka tata kelola keberlanjutan Perseroan, dengan within the Company’s sustainability governance
Direksi bertanggung jawab atas perencanaan, framework, with the Board of Directors responsible for
pemantauan, dan evaluasi kinerja terkait iklim, serta the planning, monitoring, and evaluation of climate-
Dewan Komisaris menjalankan fungsi pengawasan related performance, and the Board of Commissioners
sesuai dengan kewenangannya. Pelaksanaan teknis exercising its oversight function in accordance with its
dan pengelolaan data iklim didukung oleh unit ESG authority. Technical implementation and climate data
& Sustainability melalui skema shared service dari management are supported by the ESG & Sustainability
holding company untuk memastikan konsistensi unit through a shared services scheme at the holding
pendekatan, metodologi, dan pelaporan di seluruh company level to ensure consistency in approach,
entitas CDI Group. methodology, and reporting across all CDI Group entities.
Sebagai bagian dari penerapan tata kelola tersebut, To follow its governance framework, the Company
Perseroan melakukan pengelolaan terhadap manages aspects related to emissions, operational
aspek yang berkaitan dengan emisi, efisiensi efficiency, and the potential impacts of climate
operasional, serta potensi dampak perubahan iklim change on its business activities. This management
terhadap kegiatan usaha. Pengelolaan ini dilakukan is carried out through the implementation of energy
melalui penerapan praktik manajemen energi dan management practices and operational controls
pengendalian operasional pada anak usaha yang within its subsidiaries, aimed at supporting energy
diarahkan untuk mendukung konservasi energi dan conservation and emissions reduction from the
pengurangan emisi sejak tahap perencanaan hingga planning stage through operational execution.
pelaksanaan operasional.
Pengelolaan iklim tersebut didukung dengan Climate management is supported by periodic
pelaksanaan evaluasi secara berkala untuk menilai evaluations to assess implementation effectiveness,
efektivitas penerapan, tingkat kepatuhan, serta compliance levels, and ways to improve energy
peluang peningkatan kinerja energi. Hasil evaluasi performance. The results of these evaluations
digunakan sebagai dasar penyusunan rekomendasi become the basis for developing improvement
perbaikan, peningkatan efisiensi operasional, dan recommendations, enhancing operational efficiency,
penguatan upaya penghematan energi secara and strengthening ongoing energy conservation
berkelanjutan, sejalan dengan komitmen Perseroan efforts, in alignment with the Company’s commitment
terhadap agenda iklim nasional dan global. to national and global climate agendas.
Risiko Iklim [OJK E.3]
Climate Risk
Perubahan iklim semakin berdampak pada ketahanan Climate change increasingly affects operational
operasional dan keberlanjutan usaha di berbagai resilience and business sustainability across various
sektor industri. CDI Group menghadapi risiko industrial sectors. CDI Group faces climate-related
perubahan iklim, baik yang bersifat fisik maupun risks, physical and transition risks in line with the
transisi, seiring karakteristik kegiatan usaha di sektor characteristics of its business activities in the energy,
energi, air, kepelabuhan dan penyimpanan, serta water, port & storage, and logistics sectors. These
logistik. Risiko tersebut berpotensi memengaruhi risks have the potential to impact asset reliability,
keandalan aset, kelangsungan operasional, struktur operational continuity, cost structures, and long-term
biaya, serta daya saing jangka panjang. Oleh karena competitiveness. Accordingly, the Company conducts
itu, Perseroan melakukan identifikasi dan pengelolaan identification and management of climate risks across
risiko iklim berdasarkan horizon waktu jangka pendek short-, medium-, and long-term time horizons to
hingga jangka panjang untuk memastikan ketahanan support business resilience and preparedness in
usaha dan kesiapan menghadapi dinamika iklim. responding to climate dynamics.
PT Chandra Daya Investasi Tbk 57
Page 58
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Berikut adalah risiko iklim yang telah diidentifikasi The following are the identified climate risks and the
beserta langkah mitigasinya. corresponding mitigation measures.
Risiko Fisik
Physical Risk
Risiko Fisik Bahaya Alam Potensi Dampak terhadap Bisnis Pendekatan Mitigasi
Physical Natural Potential Business Impact Mitigation Approach
Risk Hazard
Akut Banjir • Banjir di pelabuhan, tangki • Rute logistik yang beragam dan fasilitas
Acute (3-10 tahun) penyimpanan, dan gudang. cadangan.
Flood (3–10 • Gangguan pada jalan dan navigasi. • Melakukan penilaian aset untuk menganalisis
years) • Kerusakan dan gangguan operasional dan mengukur risiko banjir yang potensial,
akibat banjir. termasuk mengidentifikasi area rentan, aset
• Potensi peningkatan biaya modal yang berisiko, dan zona risiko banjir tinggi untuk
(CapEx) untuk mengganti mesin yang merumuskan rencana mitigasi.
rusak. • Menerapkan sistem peringatan dini,
• Biaya perbaikan dan penggantian pemantauan, dan perkiraan banjir untuk
aset, peralatan, dan infrastruktur memastikan tindakan tepat waktu diambil guna
yang lebih tinggi. meminimalkan kerugian akibat banjir.
• Peningkatan biaya asuransi. • Merancang dan menerapkan langkah-langkah
mitigasi yang sesuai, seperti meningkatkan
• Flooding at ports, storage tanks, and kapasitas drainase air hujan, memasang sistem
warehouses. pompa, atau membangun bendungan banjir.
• Disruptions to roads and navigation.
• Asset damage and operational • Diverse logistics routes and backup facilities.
disruptions due to flooding. • Conduct asset assessments to analyze and
• Potential increase in capital measure potential flood risks, including
expenditures (CapEx) to replace identifying vulnerable areas, at-risk assets, and
damaged machinery. high flood-risk zones to formulate mitigation
• Higher costs for repair and plans.
replacement of assets, equipment, • Implement early warning systems, monitoring,
and infrastructure. and flood forecasting to ensure timely actions
• Increased insurance costs. are taken to minimize flood-related losses.
• Design and implement appropriate mitigation
measures, such as increasing stormwater
drainage capacity, installing pump systems, or
constructing flood barriers.
Akut Panas • Peningkatan suhu akan menambah • Mempertimbangkan kondisi panas ekstrem
Acute Ekstrem beban Perseroan untuk dalam rencana tanggap darurat.
(3-10 tahun) mempertahankan kondisi kerja yang • Memberikan pelatihan kepada karyawan untuk
Extreme Heat ideal, dan juga akan mempengaruhi mengenali gejala dan memberikan pertolongan
(3–10 years) biaya operasional CDI Group untuk pertama pada kasus stres panas.
kebutuhan energi. • Mengevaluasi rentang suhu peralatan dan
• Peningkatan suhu berpotensi perlengkapan operasional yang ada terhadap
mempengaruhi kelancaran suhu ekstrem yang diproyeksikan.
operasional kegiatan serta
menurunkan efisiensi kerja, karena • Incorporate extreme heat conditions into
pekerja dapat mengalami kelelahan emergency response plans.
lebih cepat dan meningkatnya • Provide training to employees to recognize
risiko kerusakan peralatan akibat symptoms of heat stress and administer first aid
overheating. in heat-related cases.
• Risiko meningkatnya penyakit terkait • Evaluate the operating temperature ranges of
panas seperti ruam panas, dan existing equipment and operational tools against
kondisi lain yang berkaitan dengan projected extreme temperature conditions.
panas.
58 Laporan Keberlanjutan 2025 Sustainability Report
Page 59
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Risiko Fisik Bahaya Alam Potensi Dampak terhadap Bisnis Pendekatan Mitigasi
Physical Natural Potential Business Impact Mitigation Approach
Risk Hazard
• Downtime akibat kerusakan aset/
infrastruktur dan cedera.
• Biaya yang meningkat untuk
memperbaiki dan mengganti aset,
peralatan, dan infrastruktur.
• Rising temperatures will increase the
Company’s burden in maintaining
optimal working conditions and will
also affect CDI Group’s operational
costs, particularly in relation to
energy consumption.
• Higher temperatures may disrupt
operational activities and reduce
work efficiency, as workers may
experience fatigue more quickly and
face an increased risk of equipment
damage due to overheating.
• Increased risk of heat rash, and other
heat-related conditions.
• Downtime resulting from assets or
infrastructure damage and work-
related injuries.
• Higher costs are associated with
repairing and replacing assets,
equipment, and infrastructure.
Akut Angin atau • Kerusakan aset akibat kecepatan • Penguatan struktural.
Acute Badai Siklon angin tinggi, termasuk kerusakan • Utilitas bawah tanah atau utilitas yang diperkuat.
(3-10 tahun) pada kapal, fasilitas pelabuhan, dan • Mematuhi praktik terbaik nasional atau
Winds or gudang. internasional terkait beban angin dalam desain
Cyclones • Kerusakan pada jaringan listrik dan dan konstruksi semua infrastruktur.
(3–10 years) struktur aset energi. • Menerapkan mekanisme pemantauan bersama
• Gangguan rantai pasokan dan akses lembaga meteorologi nasional atau regional
pelabuhan. untuk sistem peringatan dini.
• Risiko keselamatan karyawan. • Mengembangkan mekanisme tanggap darurat
untuk merencanakan operasi dan mengambil
• Asset damage due to high wind langkah pencegahan guna mengurangi dampak
speeds, including damage to vessels, siklon atau angin kencang.
port facilities, and warehouses. • Mengintegrasikan siklon dan angin kencang
• Damage to power networks and sebagai bahaya utama dalam rencana tanggap
energy asset structures. darurat pabrik/lokasi.
• Disruptions to supply chains and port
access. • Structural reinforcement.
• Risks to employee safety. • Underground or reinforced utilities.
• Compliance with national or international best
practices related to wind load considerations in
the design and construction of all infrastructure.
• Implementation monitoring mechanisms
in coordination with national or regional
meteorological agencies for early warning
systems.
• Development of emergency response
mechanisms to plan operations and take
preventive measures to reduce the impact of
cyclones or strong winds.
• Integration of cyclones and strong winds as key
hazards in plant/site emergency response plans.
PT Chandra Daya Investasi Tbk 59
Page 60
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Risiko Fisik Bahaya Alam Potensi Dampak terhadap Bisnis Pendekatan Mitigasi
Physical Natural Potential Business Impact Mitigation Approach
Risk Hazard
Kronis Stres Air • Ketersediaan air yang berkurang • Melakukan penilaian risiko air dan audit air.
Chronic (3-10 tahun) untuk operasional. • Sistem daur ulang dan pemanfaatan kembali air.
Water Stress • Potensi kendala pasokan dan • Mengadopsi teknologi hemat air untuk
(3–10 years) kompleksitas pengolahan air yang mengurangi konsumsi air.
lebih tinggi untuk bisnis air. • Pemanfaatan air alternatif seperti desalinasi air
• Kekeringan yang mempengaruhi laut, penangkapan air hujan.
proses yang membutuhkan banyak • Kerja sama dengan otoritas lokal dalam
air. penggunaan air yang berkelanjutan.
• Potensi pembatasan regulasi
terhadap penggunaan air. • Conduct water risk assessments and water
• Pasokan air yang terbatas untuk audits.
minum, sanitasi, dan pemeliharaan. • Implement water recycling and reuse systems.
• Penolakan dari masyarakat atau • Adopt water-efficient technologies to reduce
pemangku kepentingan di daerah water consumption.
yang kekurangan air. • Utilize alternative water sources such as
• Biaya operasional yang meningkat seawater desalination and rainwater harvesting.
akibat harga air yang lebih tinggi • Collaborate with local authorities to promote
• Batasan penarikan air yang lebih sustainable water use.
ketat, standar pembuangan limbah
cair, dan izin lingkungan dapat
meningkatkan biaya kepatuhan.
• Reduced water availability for
operations.
• Potential supply constraints and
increased complexity in water
treatment processes for the water
business.
• Drought conditions affecting water-
intensive processes.
• Potential regulatory restrictions on
water usage.
• Limited water supply for drinking,
sanitation, and maintenance
purposes.
• Opposition from local communities or
stakeholders in water-scarce areas.
• Increased operational costs due to
higher water prices.
• Stricter water withdrawal limits,
wastewater discharge standards,
and environmental permitting
requirements which may increase
compliance costs.
60 Laporan Keberlanjutan 2025 Sustainability Report
Page 61
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Risiko Transisi
Transition Risk
Pemicu Jenis Potensi Dampak terhadap Bisnis Pendekatan Mitigasi
Driver Type Potential Business Impact Mitigation Approach
Penetapan Kebijakan • Potensi penetapan harga karbon atau • Peningkatan biaya R&D dan modal:
harga karbon, & Regulasi regulasi emisi dapat meningkatkan diperlukan investasi awal yang signifikan
peraturan emisi (jangka biaya untuk aset pembangkitan dan untuk mengembangkan dan menguji
yang lebih ketat, pendek distribusi energi. coba teknologi berkelanjutan baru serta
dan peraturan hingga 2030) • Kebijakan yang mengutamakan menyesuaikan infrastruktur yang ada.
lingkungan energi terbarukan atau rendah • Tekanan regulasi: peningkatan regulasi
Policy & karbon dapat mengurangi daya saing pemerintah dan mekanisme penetapan harga
Carbon Regulation jangka panjang infrastruktur energi karbon akan secara langsung meningkatkan
pricing, stricter (short term konvensional. biaya operasional untuk proses dan produk
emissions by 2030) • Perubahan regulasi bahan bakar beremisi tinggi, memaksa peralihan.
regulations, and yang mempengaruhi biaya • Pemantauan, pelaporan, dan verifikasi (MRV)
environmental transportasi. lebih lanjut terkait emisi.
regulations
• The potential introduction of carbon • Increased R&D and capital costs as
pricing or emissions regulations may significant upfront investments are required
increase costs for power generation to develop and pilot new sustainable
and energy distribution assets. technologies and to adapt existing
• Policies prioritizing renewable or low- infrastructure.
carbon energy may reduce the long- • Regulatory pressure for more stringent
term competitiveness of conventional government regulations and carbon pricing
energy infrastructure. mechanisms may increase operational costs
• Changes in fuel regulations may for high-emission processes and products,
affect transportation costs. driving transition efforts.
• Enhanced monitoring, reporting, and
verification (MRV) of emissions.
Pengembangan Teknologi • Aset energi, terutama pembangkit • Penerapan energi terbarukan secara
sumber (jangka listrik tenaga panas, berisiko menjadi bertahap.
energi yang panjang di aset terkendala. • Berinvestasi dalam armada kendaraan yang
lebih ramah atas tahun • Logistik dan pelabuhan mungkin efisien bahan bakar, elektrifikasi truk.
lingkungan 2030) memerlukan elektrifikasi atau bahan • Diversifikasi sumber pendapatan ke energi
bakar alternatif. terbarukan, air, dan logistik hijau.
Development Technology • Penurunan permintaan terhadap
of more (long term layanan yang terkait dengan bahan • Gradual adoption of renewable energy.
environmentally beyond bakar fosil. • Investment in fuel-efficient vehicle fleets and
friendly energy 2030) truck electrification.
sources • Energy assets, particularly thermal • Diversification of revenue streams into
power plants, may become stranded. renewable energy, water, and green logistics.
• Logistics and port operations may
require electrification or alternative
fuels.
• Declining demand for services
associated with fossil fuels.
PT Chandra Daya Investasi Tbk 61
Page 62
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Pemicu Jenis Potensi Dampak terhadap Bisnis Pendekatan Mitigasi
Driver Type Potential Business Impact Mitigation Approach
Pemeriksaan Reputasi • Tekanan reputasi dan persepsi • Mengungkapkan data terkait iklim, target,
terhadap (Jangka pasar: peningkatan pengawasan dan strategi yang selaras dengan standar
pengungkapan pendek publik dan investor dapat merusak pelaporan.
informasi terkait hingga 2030) reputasi merek dan kepercayaan • Meningkatkan tata kelola ESG dengan
iklim pemangku kepentingan jika strategi meningkatkan akurasi data.
Reputation iklim dan sirkularitas yang jelas tidak
Review of (short term ditunjukkan. • Disclose climate-related data, targets, and
climate-related by 2030) • Pergeseran preferensi pasar: strategies aligned with reporting standards.
disclosures pelanggan mungkin mulai • Strengthen ESG governance by improving
pengungkapan lebih memilih pemasok yang data accuracy.
informasi terkait menggunakan bahan baku berkarbon
iklim rendah dan lebih berkelanjutan.
• Lisensi beroperasi dan penerimaan
sosial: asosiasi yang berkelanjutan
dengan bahan baku berbasis fosil
dapat memicu pengetatan regulasi,
resistensi sosial, dan hilangnya
legitimasi operasional.
• Beban kepatuhan dan pengungkapan
yang meningkat: persyaratan
pelaporan ESG yang semakin ketat
dan kerangka kerja sukarela akan
menuntut transparansi yang lebih
besar dan alokasi sumber daya untuk
komunikasi keberlanjutan.
• Reputational pressure and market
perception: increased public and
investor scrutiny may damage
brand reputation and stakeholder
trust if clear climate and circularity
strategies are not demonstrated.
• Shift in market preferences:
customers may begin to favor
suppliers that use low-carbon and
more sustainable raw materials.
• License to operate and social
acceptance: continued association
with fossil-based raw materials may
trigger tighter regulations, social
resistance, and loss of operational
legitimacy.
• Increased compliance and
disclosure burden: more stringent
ESG reporting requirements and
voluntary frameworks may require
greater transparency and additional
resource allocation for sustainability
communications.
62 Laporan Keberlanjutan 2025 Sustainability Report
Page 63
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Strategi Iklim [OJK F.7, F.12]
Climate Strategy
Perseroan menetapkan langkah strategis dalam The Company has established strategic measures
pengelolaan perubahan iklim untuk mendukung to manage climate change in support of achieving
pencapaian net zero emissions pada tahun 2060 net zero emission by 2060 or sooner, in alignment
atau lebih cepat, sejalan dengan komitmen nasional with Indonesia’s national commitments under the
melalui Second Nationally Determined Contribution Second Nationally Determined Contribution (SNDC)
(SNDC) dan Enhanced Nationally Determined and the Enhanced Nationally Determined Contribution
Contribution (ENDC). Dalam SNDC, Indonesia (ENDC). Under the SNDC, Indonesia has set a target
menetapkan target puncak emisi gas rumah kaca to peak greenhouse gas emissions by 2030 at an
pada tahun 2030 dengan tingkat emisi absolut absolute level of approximately 1.35–1.49 billion
sekitar 1,35–1,49 miliar ton CO₂e, yang selanjutnya tons of CO₂e, followed by a sustained downward
diarahkan untuk menurun secara berkelanjutan. trajectory. Meanwhile, under the ENDC, Indonesia
Sementara itu, dalam ENDC, Indonesia menetapkan has committed to reducing emissions by 31.89%
target pengurangan emisi sebesar 31,89% secara unconditionally and up to 43.20% with international
mandiri dan 43,20% dengan dukungan internasional support by 2030. These strategic directions are the
pada tahun 2030. Arah strategis ini menjadi framework for the Company to integrate climate
kerangka bagi Perseroan dalam mengintegrasikan considerations into its strategic planning and
pertimbangan iklim ke dalam perencanaan strategis operational management. [IDX E-06]
dan pengelolaan operasional. [IDX E-06]
Sebagai dasar pengelolaan emisi, Perseroan telah As the foundation for emissions management,
melakukan inventarisasi emisi gas rumah kaca untuk the Company has conducted a greenhouse gas
Cakupan 1 dan Cakupan 2 yang bersumber dari inventory for Scope 1 and Scope 2 emissions
aktivitas operasional. Sementara itu, inventarisasi arising from operational activities. Meanwhile, the
emisi Cakupan 3 masih berada dalam tahap kajian Scope 3 emissions inventory remains under internal
internal untuk memastikan kesiapan data, metodologi, assessment to ensure data readiness, methodological
serta kesesuaian dengan karakteristik rantai nilai robustness, and alignment with the Company’s value
Perseroan. chain characteristics.
Implementasi pengelolaan perubahan iklim dilakukan Climate change management is carried out through
melalui peningkatan efisiensi energi, optimalisasi improved energy efficiency, optimization of resource
penggunaan sumber daya, serta penerapan praktik utilization, and the gradual and measurable adoption
operasional yang lebih rendah emisi secara bertahap of lower-emission operational practices. In alignment
dan terukur. Sejalan dengan strategi dekarbonisasi with the decarbonization strategy of the holding
dari holding company, seluruh upaya tersebut disusun company, these initiatives are structured under
menggunakan pendekatan strategi ABCD yang the ABCD strategy approach, which categorizes
membagi arah pengendalian emisi dan penguatan emissions control and climate resilience enhancement
ketahanan iklim ke dalam empat kategori utama, into four primary pillars, ensuring systematic
sehingga pelaksanaannya berjalan terstruktur dan implementation and relevance to the Company’s
relevan dengan kegiatan usaha Perseroan. [IDX E-07] business activities. [IDX E-07]
PT Chandra Daya Investasi Tbk 63
Page 64
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Pendekatan | Approach
Strategi ABCD
ABCD Strategy
A B C D
Abate existing Balance future emissions Control emissions Decarbonize
emissions through by incorporating green through green through nature
energy efficiency businesses technology application base solutions
Efisiensi energi Ekspansi bisnis Studi penerapan bahan Menyediakan solusi
dapat dicapai dengan emisi rendah, bakar karbon rendah berbasis alam,
melalui modifikasi pengembangan bisnis dan implementasi termasuk praktik
proses, substitusi energi terbarukan, studi teknologi ramah kehutanan, blue
peralatan, digitalisasi, mengenai produk hijau lingkungan (renewable) carbon, pertanian
pengurangan kerugian atau berkelanjutan, melalui kolaborasi restoratif, serta praktik
energi, manajemen serta eksplorasi potensi dengan penyedia kelautan.
konsumsi energi, serta bisnis dari solusi teknologi dan layanan. Provide nature-
peningkatan efisiensi berbasis alam. Conduct studies based solutions,
operasional. Business expansion of low-carbon fuel including forestry
Energy efficiency can into low-emission implementation practices, blue carbon
be achieved through sectors, development and deployment initiatives, restorative
process modifications, of renewable energy of environmentally agriculture, and marine
equipment substitution, businesses, studies on friendly (renewable) conservation practices.
digitalization, reduction green or sustainable technologies through
of energy losses, products, and collaboration with
energy consumption exploration of potential technology and service
management, and business opportunities providers.
improvements in from nature-based
operational efficiency. solutions.
Kinerja dan Inisiatif
Performance and Initiatives
A Abate Existing Emission through Energy Efficiency
Strategi A diarahkan pada pengendalian konsumsi Strategy A is directed toward controlling energy
energi melalui penerapan langkah-langkah efisiensi consumption through structured energy efficiency
energi yang terencana di seluruh aktivitas operasional, measures across all operational activities, with the
dengan tujuan memastikan penggunaan energi yang objective of more optimal energy use while gradually
lebih optimal sekaligus mendukung pengelolaan emisi supporting emissions management. The energy
secara bertahap. Penerapan efisiensi energi ini juga efficiency initiatives also deliver economic benefits
memberikan manfaat ekonomi melalui penghematan through operational cost savings and enhanced
biaya operasional dan peningkatan nilai finansial, yang financial value, ultimately contributing to improved
pada akhirnya berkontribusi terhadap peningkatan operational performance and strengthening the
kinerja operasional serta penguatan daya saing Company’s market competitiveness.
Perseroan di pasar.
64 Laporan Keberlanjutan 2025 Sustainability Report
Page 65
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Sebagai bagian dari pelaksanaan Strategi A, CDI Group
melalui anak usaha menjalankan sejumlah program, meliputi:
As part of the implementation of Strategy A, CDI Group, through its
subsidiaries, carried out several programs, including:
Pemanfaatan Perseroan, melalui anak usaha KCE, mengoperasikan pembangkit listrik siklus
1
Combined Heat gabungan (combined cycle) berkapasitas 120 MW yang terdiri dari dua unit gas
and Power turbine generator (GTG), dua sistem pemulihan panas, dan satu steam turbine
Utilization of generator (STG). Penerapan teknologi ini memungkinkan pemanfaatan panas buang
Combined Heat secara optimal untuk meningkatkan efisiensi operasional sekaligus menurunkan
and Power emisi GRK. Pendekatan tersebut mendukung pengurangan dampak lingkungan serta
menjaga keberlanjutan operasional.
The Company, through its subsidiary KCE, operates a 120 MW combined cycle
power plant consisting of two gas turbine generators (GTGs), two heat recovery
systems, and one steam turbine generator (STG). The application of this technology
enables the optimal use of waste heat to enhance operational efficiency while
reducing GHG emissions. This approach minimizes environmental impact while
supporting sustainable operations.
Perubahan Pola Melalui anak perusahaan CDI Group, KCE, melakukan penyesuaian pola operasi
2
Operasi Main main cooling water pump (MCWP) dari dua pompa menjadi satu pompa. Langkah
Cooling Water ini menurunkan konsumsi energi sebesar 4.478 GJ dan mengurangi emisi hingga
Pump (MCWP) 3.537,62 tCO₂e, sekaligus menjaga keandalan operasional.
Adjustment of Main Through its subsidiary KCE, CDI Group adjusted the operating pattern of the main
Cooling Water cooling water pump (MCWP) by reducing from two pumps to one pump. This
Pump (MCWP) initiative reduced energy consumption by 4,478 GJ and reduced emissions by
Operating Pattern 3,537.62 tCO₂e, while maintaining operational reliability.
Optimalisasi KCE melakukan optimalisasi pemeliharaan dengan mengurangi interval penggantian
3
Pemeliharaan filter udara turbin gas tahap 1. Inisiatif ini meningkatkan efisiensi operasi,
Turbin Gas menurunkan konsumsi energi sebesar 1.746 GJ, dan mengurangi emisi hingga 98,06
Optimization tCO₂e.
of Gas Turbine KCE optimized maintenance activities by reducing the replacement interval of stage
Maintenance 1 gas turbine air filters. This initiative improved operational efficiency, reduced
energy consumption by 1,746 GJ, and reduced emissions by 98.06 tCO₂e.
PT Chandra Daya Investasi Tbk 65
Page 66
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Penerapan KCE menerapkan variable speed drive pada kompresor gas aftercooler
4
Variable Speed untuk mengoptimalkan konsumsi energi sesuai kebutuhan operasi. Inisiatif ini
Drive pada menghasilkan efisiensi energi sebesar 240 GJ dan menurunkan emisi hingga 189,6
Kompresor Gas tCO₂e.
Implementation KCE installed a variable speed drive on the gas compressor aftercooler to optimize
of Variable Speed energy consumption according to operational demand. This initiative achieved
Drive on Gas energy savings of 240 GJ and reduced emissions by 189.6 tCO₂e.
Compressors
Optimalisasi Anak perusahaan CDI Group, KCE, mengimplementasikan variable speed drive pada
5
MCWP melalui main cooling water pump (MCWP) untuk menyesuaikan beban operasi secara lebih
Variable Speed efisien. Inisiatif ini menurunkan konsumsi energi sebesar 6.100 GJ dan mengurangi
Drive emisi hingga 4.819 tCO₂e.
Optimization of A CDI Group subsidiary, KCE, installed a variable speed drive on the main cooling
MCWP through water pump (MCWP) to adjust operational load more efficiently. This initiative
Variable Speed reduced energy consumption by 6,100 GJ and reduced emissions by 4,819 tCO₂e.
Drive
Penghentian Anak perusahaan CDI Group melakukan penghentian operasi inverter dengan
6
Operasi Inverter mengalihkan pasokan langsung dari jaringan utama. Langkah ini menurunkan
dari Jaringan konsumsi energi sebesar 1.536 GJ dan mengurangi emisi hingga 1.213,44 tCO₂e,
Shutdown of sekaligus meningkatkan efisiensi sistem kelistrikan.
Inverter Operations A CDI Group subsidiary discontinued inverter operations by switching to direct
from the Grid supply from the main grid. This measure reduced energy consumption by 1,536
GJ and reduced emissions by 1,213.44 tCO₂e, while enhancing electrical system
efficiency.
Penghentian Penghentian operasi RTG pada steam turbine generator (STG) dilakukan untuk
7
Operasi RTG STG menyesuaikan kebutuhan operasi aktual. Inisiatif ini menghasilkan penurunan
Shutdown of RTG konsumsi energi sebesar 2.472 GJ dan pengurangan emisi sebesar 138,83 tCO₂e,
STG Operation mendukung pengelolaan energi yang lebih efisien.
The shutdown of the RTG operation on the steam turbine generator (STG) was
carried out to align with actual operational requirements. This initiative resulted in
a reduction of energy consumption by 2,472 GJ and reduced emissions by 138.83
tCO₂e, supporting more efficient energy management.
66 Laporan Keberlanjutan 2025 Sustainability Report
Page 67
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
B Balance Future Emissions by Incorporated Green Business
Perseroan menempatkan pengembangan kegiatan The Company positions the development of low-
usaha beremisi rendah sebagai bagian dari arah emission business activities as part of its strategic
strategis keberlanjutan. Fokus inisiatif ini mencakup sustainability direction. This initiative focuses on
penguatan kajian energi terbarukan, penelaahan strengthening renewable energy assessments,
peluang produk hijau, serta eksplorasi solusi reviewing opportunities for green products, and
berbasis alam yang relevan dengan karakteristik exploring nature-based solutions aligned with the
bisnis Perseroan. Pendekatan ini diarahkan untuk Company’s business characteristics. This approach
membangun fondasi transisi jangka panjang, is intended to build a long-term transition foundation
sekaligus menyiapkan basis pengembangan usaha while preparing the basis for future business
yang lebih rendah emisi di masa mendatang. development with lower emissions.
C Control Emissions Through Green Technology Application
Strategi C mencakup pengembangan energi baru Strategy C encompasses the development of new
dan terbarukan melalui pemanfaatan sumber energi and renewable energy through alternative energy
alternatif, seperti tenaga surya, angin, biomassa, sources such as solar, wind, and biomass, as well
serta penerapan teknologi yang lebih efisien untuk as the adoption of more efficient technologies to
mengurangi ketergantungan pada energi berbasis reduce dependence on fossil-based energy and
fosil dan menurunkan jejak karbon dari kegiatan lower the carbon footprint of operational activities.
operasional. Pendekatan ini diwujudkan melalui This approach is carried out through the following
program-program berikut: programs:
PT Chandra Daya Investasi Tbk 67
Page 68
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Studi Pembangkit Listrik Berbasis CDI Group melalui anak perusahaan, KCE, menjalin kerja
Hidrogen (Hydrogen to Power) sama dengan Air Liquide Indonesia dan HDF Energy melalui
Hydrogen-Based Power Plant Study penandatanganan nota kesepahaman untuk melakukan
(Hydrogen to Power) studi kelayakan pemanfaatan hidrogen sebagai sumber
energi pembangkit listrik berbasis teknologi fuel cell.
1 Studi ini mencakup analisis aspek teknis, komersial, dan
lingkungan, serta bertujuan mendukung pengembangan energi bersih dan agenda transisi energi nasional.
Inisiatif ini diharapkan menjadi dasar pengambilan keputusan investasi mendatang sekaligus mendukung
pengembangan portofolio bisnis rendah emisi di kawasan industri.
CDI Group, through its subsidiary, KCE, has entered into a memorandum of understanding with Air Liquide
Indonesia and HDF Energy to conduct a feasibility study on the utilization of hydrogen as a power generation
source based on fuel cell technology. The study covers technical, commercial, and environmental aspects
and aims to support clean energy development and the national energy transition agenda. This initiative is
expected to serve as a basis for future investment decision-making while supporting the development of a
low-emission business portfolio within the industrial estate.
Perluasan Portofolio Pembangkit
Listrik Tenaga Surya (PLTS)
Expansion of Solar Power
Plant Portfolio
2
CDI Group melalui KCE memperkuat pengembangan energi terbarukan dengan menambah kapasitas PLTS
sebesar 4,7 MWp di Cilegon, sehingga total portofolio terpasang mencapai 11 MWp. PLTS ini menggunakan
sistem ground-mounted di atas aset transmisi dan distribusi KCE untuk meningkatkan nilai aset dan efisiensi
operasional, serta diproyeksikan menurunkan emisi karbon hingga 9.855 ton CO₂ per tahun dan memperkuat
pasokan listrik rendah emisi di kawasan industri.
CDI Group, through KCE, has further strengthened its renewable energy development by adding 4.7 MWp of
solar power capacity in Cilegon, bringing the total installed portfolio to 11 MWp. The solar power plants utilize
a ground-mounted system installed on KCE’s transmission and distribution assets to enhance asset value and
operational efficiency. The project is projected to reduce carbon emissions by up to 9,855 tons of CO₂ per
year and strengthen the supply of low-emission electricity within the industrial area.
Inisiatif Kendaraan Listrik
Electric Vehicle Initiative
3
KCE, anak perusahaan CDI Group, memperkuat dukungan terhadap transisi energi nasional melalui
pengembangan ekosistem kendaraan listrik di kawasan industri. Bekerja sama dengan PT Mobil Anak
Bangsa (MAB), KCE mendorong adopsi e-mobility untuk mobilitas industri rendah emisi di Cilegon. Inisiatif ini
menurunkan emisi karbon, meningkatkan efisiensi energi dan biaya operasional, serta melengkapi portofolio
energi terbarukan KCE melalui pengembangan PLTS, sistem manajemen energi, dan infrastruktur pengisian
kendaraan listrik.
KCE, a subsidiary of CDI Group, has reinforced its support for the national energy transition by developing
an electric vehicle ecosystem within the industrial estate. In collaboration with PT Mobil Anak Bangsa (MAB),
KCE promotes e-mobility adoption to enable low-emission industrial mobility in Cilegon. This initiative helps
reduce carbon emissions, improve energy and operational cost efficiency, and complement KCE’s renewable
energy portfolio through the development of solar power plants, energy management systems, and electric
vehicle charging infrastructure.
68 Laporan Keberlanjutan 2025 Sustainability Report
Page 69
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
D Decarbonize through Nature based Solution
Strategi D berfokus pada pemanfaatan solusi Strategy D focuses on leveraging nature-based
berbasis alam sebagai bagian dari pendekatan solutions as part of a long-term approach to
jangka panjang pengelolaan emisi dan ketahanan emissions management and environmental resilience.
lingkungan. Cakupan strategi ini meliputi penjajakan The scope of this strategy includes exploring
praktik kehutanan berkelanjutan, pengembangan sustainable forestry practices, developing blue
karbon biru, solusi berbasis laut, serta pertanian carbon initiatives, marine-based solutions, and
restoratif yang relevan dengan karakteristik kegiatan restorative agriculture aligned with the Company’s
usaha Perseroan. business characteristics.
Sebagai bentuk implementasi awal, pada tahun As an initial implementation step, in 2025 CDI Group
2025 CDI Group melaksanakan program penanaman carried out a tree-planting program involving 385
sebanyak 385 pohon. Program ini merupakan langkah trees. This program represents a concrete effort
konkret dalam mendukung penyerapan karbon to support natural carbon sequestration while
secara alami sekaligus menjaga fungsi ekosistem preserving ecosystem functions around operational
di sekitar wilayah operasional, serta menjadi dasar areas, and serves as a foundation for the further
pengembangan inisiatif solusi berbasis alam pada development of nature-based solution initiatives in
tahap berikutnya. subsequent phases.
Pengelolaan Lingkungan
Environmental Management
Sistem dan Kebijakan Lingkungan
Environmental System and Policy
Kebijakan Lingkungan Environmental Policy
Dalam mengelola dampak lingkungan dari seluruh In managing the environmental impacts of all
kegiatan operasional, CDI Group menetapkan operational activities, CDI Group established
Kebijakan Keberlanjutan sebagai landasan dalam a Sustainability Policy as the foundation for
pelaksanaan pengelolaan lingkungan. Kebijakan implementing environmental management. This policy
ini menegaskan komitmen Perseroan terhadap affirms the Company’s commitment to regulatory
kepatuhan peraturan perundang-undangan serta compliance and to responsibly controlling its
upaya pengendalian dampak lingkungan secara environmental impacts.
bertanggung jawab.
Sejalan dengan kebijakan tersebut, CDI Group In alignment with this policy, CDI Group uses its
menjalankan Sistem Manajemen Lingkungan (SML) Environmental Management System (EMS) as the
PT Chandra Daya Investasi Tbk 69
Page 70
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
sebagai kerangka utama pengelolaan lingkungan. primary framework for environmental management.
Penerapan SML diarahkan untuk memastikan The EMS is designed to ensure compliance with
kepatuhan terhadap peraturan perundang-undangan applicable laws and regulations while systematically
yang berlaku sekaligus mengurangi potensi dampak and sustainably reducing potential negative
negatif terhadap lingkungan secara terukur dan environmental impacts.
berkelanjutan.
Dalam pelaksanaannya, SML CDI Group
didukung oleh dua pendekatan utama, yaitu:
CDI Group’s EMS is supported by two primary
approaches:
Penerapan sistem pengelolaan Pelaksanaan pemantauan,
lingkungan yang terstruktur dan pelaporan, serta konsultasi dengan
konsisten pada seluruh aktivitas pemangku kepentingan terkait
operasional. kinerja dan isu lingkungan.
The application of a structured and consistent Monitoring, reporting, and stakeholder consultations
environmental management system across all regarding environmental performance and issues.
operational activities.
Sebagai bagian dari implementasi SML, CDI Group As part of its EMS, CDI Group obtained ISO 14001
telah memperoleh sertifikasi ISO 14001 Sistem Environmental Management System certification.
Manajemen Lingkungan.
Standar Ruang Lingkup
Standard Scope
ISO 14001:2015 PT Krakatau Chandra Energi
ISO 14001:2015 PT Redeco Petrolin Utama
ISO 14001:2015 PT Krakatau Tirta Industri
Sistem manajemen lingkungan dievaluasi secara The EMS is evaluated periodically and in accordance
berkala dan sesuai dengan standar yang berlaku with applicable standards to ensure its effectiveness
untuk memastikan efektivitas penerapan serta upaya and efforts to reduce environmental impacts.
penurunan dampak lingkungan. Berdasarkan hasil Based on the evaluation results, no material non-
evaluasi berkala, sepanjang tahun pelaporan tidak conformities were identified throughout the reporting
ditemukan ketidaksesuaian (nonconformity) yang year, demonstrating the consistent application of the
bersifat material, yang menunjukkan konsistensi EMS across operational areas.
penerapan SML di lingkungan operasional.
Untuk mendukung proses evaluasi tersebut, To support the evaluation process, the Company
Perseroan menerapkan rencana pengelolaan dan carries out environmental management and
pemantauan lingkungan pada setiap kegiatan monitoring plans for each operational activity.
operasional. Rencana ini mengacu pada dokumen These plans refer to environmental documents
lingkungan yang telah disetujui oleh instansi approved by the relevant government authorities
pemerintah, dan memastikan pelaksanaan and ensure that monitoring activities are conducted
70 Laporan Keberlanjutan 2025 Sustainability Report
Page 71
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
pemantauan dilakukan secara terstruktur dan sesuai in a structured manner and in compliance with
ketentuan. Parameter lingkungan yang signifikan regulatory requirements. Significant environmental
dipantau secara berkala dengan frekuensi yang parameters are monitored at established frequencies
ditetapkan, serta dilaporkan kepada regulator and reported to regulators every six months as part of
setiap enam bulan sebagai bagian dari pemenuhan compliance and transparency obligations.
kewajiban dan transparansi.
Dalam kerangka pengelolaan keberlanjutan, CDI Within its sustainability framework, CDI Group
Group menempatkan kinerja lingkungan sebagai integrates environmental performance into human
salah satu aspek penting dalam pengelolaan resource management. This policy is implemented to
sumber daya manusia. Kebijakan ini diterapkan, promote accountability and shared responsibility in
guna mendorong akuntabilitas dan tanggung maintaining compliance and enhancing environmental
jawab bersama dalam menjaga kepatuhan serta performance.
peningkatan kinerja lingkungan.
Sebagai hasil dari penerapan SML yang terintegrasi As a result of the integrated implementation of the
tersebut, sepanjang periode pelaporan CDI Group EMS, during the reporting period CDI Group did not
tidak menghadapi pelanggaran lingkungan yang incur any environmental violations resulting in fines
berujung pada denda maupun sanksi nonmoneter. or non-monetary sanctions. There were no incidents
Tidak terdapat kejadian tumpahan limbah dalam of waste spills in operational activities, nor were
kegiatan operasional, serta tidak ditemukan there any violations related to water, emissions,
pelanggaran terkait air, emisi, maupun polutan or other pollutants. In addition, the Company did
lainnya. Selain itu, Perseroan juga tidak menerima not receive any environmental complaints. These
pengaduan lingkungan hidup. Berbagai capaian achievements reflect a well-controlled and responsive
ini mencerminkan pengelolaan lingkungan yang environmental management approach. [OJK F.15, F.16]
terkendali dan responsif. [OJK F.15, F.16]
Tata Kelola Lingkungan Environmental Governance
Pengelolaan lingkungan di CDI Group dilaksanakan Environmental management at CDI Group is carried
melalui tata kelola yang terintegrasi dalam out through a governance framework integrated
struktur manajemen Perseroan untuk memastikan within the Company’s management structure to
pengambilan keputusan dan pelaksanaan ensure that decision-making and environmental
pengelolaan lingkungan berjalan secara efektif management are conducted effectively and in a
dan terkoordinasi. Pendekatan ini dirancang coordinated manner. This approach is designed
untuk memperjelas peran, tanggung jawab, serta to clarify roles, responsibilities, and oversight
mekanisme pengawasan dalam mengelola dampak mechanisms in managing environmental impacts
lingkungan di seluruh kegiatan operasional. across all operational activities.
Dalam kerangka tersebut, tanggung jawab Within this framework, responsibility for environmental
pengelolaan lingkungan berada pada Direksi management is held by the Board of Directors as the
sebagai penanggung jawab utama pelaksanaan primary body accountable for the implementation
strategi dan kebijakan, dengan pengawasan dari of strategies and policies, under the oversight of the
Dewan Komisaris sebagaimana diatur dalam Board Board of Commissioners as stipulated in the Board
Charter. Pelaksanaan teknis dan pemantauan kinerja Charter. Technical implementation and monitoring of
lingkungan didukung oleh unit ESG & Sustainability environmental performance are supported by the ESG
melalui skema shared service dari holding company, & Sustainability unit through a shared service scheme
guna memastikan konsistensi metodologi, standar from the holding company, ensuring consistency
pengelolaan, serta pelaporan lingkungan di seluruh in methodologies, management standards, and
entitas CDI Group. environmental reporting across all CDI Group entities.
Personel yang terlibat dalam pengelolaan lingkungan Personnel involved in environmental management
dipastikan memiliki kompetensi dan pemahaman are required to possess competencies and
PT Chandra Daya Investasi Tbk 71
Page 72
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
yang sesuai dengan peran dan tanggung jawabnya. understanding aligned with their respective roles and
Penguatan kapasitas dilakukan secara berkelanjutan responsibilities. Capacity-building efforts are carried
untuk mendukung kepatuhan terhadap ketentuan out on an ongoing basis to support compliance with
lingkungan, penerapan sistem manajemen environmental regulations, the implementation of
lingkungan, serta pengendalian dampak lingkungan the environmental management system, and the
secara bertanggung jawab di seluruh lini operasional responsible control of environmental impacts across
CDI Group. all operational lines of CDI Group.
Manajemen dan Konservasi Lingkungan
Environmental Management and Conservation
Pengelolaan Air dan Efluen [OJK F.8] Water and Effluent Management [OJK F.8]
Pengelolaan air menjadi salah satu fokus CDI Group Water management is one of CDI Group’s key
dalam mengelola risiko dan dampak lingkungan priorities in addressing environmental risks and
yang terkait dengan penggunaan sumber daya air impacts associated with water resource use in its
dari kegiatan operasional. Perseroan memahami operational activities. The Company recognizes that
bahwa penggunaan air dan pengelolaan air limbah water consumption and wastewater management
memiliki keterkaitan langsung dengan keberlanjutan are directly linked to business sustainability, they are
usaha, sehingga pengelolaannya dilakukan secara therefore managed in a planned, measurable, and
terencana, terukur, dan berkelanjutan. sustainable manner.
72 Laporan Keberlanjutan 2025 Sustainability Report
Page 73
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
CDI Group menjalankan berbagai upaya untuk CDI Group undertakes various initiatives to enhance
meningkatkan efisiensi penggunaan air pada proses water use efficiency across its operational processes,
operasional. Upaya tersebut dilakukan melalui including controlling water consumption at each
pengendalian konsumsi air di setiap tahapan kegiatan, stage of activities, optimizing processes, and
optimalisasi proses, serta pemanfaatan sistem dan using systems and technologies that support more
teknologi yang mendukung penggunaan air secara responsible water use. This approach reduces overall
lebih bertanggung jawab. Pendekatan ini bertujuan water consumption without compromising operational
menurunkan tingkat konsumsi air tanpa mengganggu reliability and continuity.
keandalan dan kontinuitas operasional.
Sejalan dengan pengendalian penggunaan air, CDI In line with efforts to control water use, CDI Group’s
Group menerapkan pengelolaan air limbah secara structured wastewater management safeguards its
terstruktur untuk menjaga pelindungan lingkungan aquatic environments. Operational wastewater is
perairan. Air limbah operasional dikelola melalui treated through wastewater treatment plants (WWTP),
instalasi pengolahan air limbah (IPAL), sementara while domestic wastewater in KCE’s operational areas
limbah domestik di area operasional KCE diolah melalui is processed through a sewage treatment plant (STP).
fasilitas sewage treatment plant (STP). Seluruh air All treated wastewater is subsequently monitored on
limbah hasil pengolahan selanjutnya dipantau secara a regular basis through effluent quality testing and
berkala melalui pengukuran kualitas efluen dan beban pollutant load measurements to ensure compliance
pencemar guna memastikan kesesuaian dengan baku with applicable quality standards and to sustainably
mutu yang ditetapkan serta mengendalikan potensi control potential environmental impacts.
dampak lingkungan secara berkelanjutan.
Upaya pengelolaan penggunaan air dan air limbah Efforts to manage water consumption and
dilaksanakan secara terintegrasi melalui berbagai wastewater are carried out in an integrated
inisiatif, termasuk penerapan efisiensi dalam proses manner through various initiatives, including the
produksi guna menekan konsumsi air, meningkatkan implementation of production process efficiencies
efektivitas penggunaan sumber daya, serta to reduce water consumption, enhance resource
mendukung keberlanjutan dan ketahanan sumber utilization effectiveness, and support the long-term
daya air dalam jangka panjang. sustainability and resilience of water resources.
Pengelolaan Udara Ambien [OJK F.12] Ambient Air Management [OJK F.12]
Kegiatan operasional CDI Group berpotensi CDI Group’s operational activities have the potential
memengaruhi kualitas udara ambien melalui emisi to affect ambient air quality through emissions
dari berbagai aktivitas operasional, seperti sulfur generated from various processes, including sulfur
oksida (SOx), nitrogen oksida (NOx), partikulat (PM), oxides (SOx), nitrogen oxides (NOx), particulate
dan senyawa pencemar udara lainnya. Senyawa matter (PM), and other air pollutants. These
tersebut dapat berdampak terhadap lingkungan dan substances may impact the environment and human
kesehatan manusia apabila tidak dikelola sesuai health if not managed in accordance with established
dengan baku mutu yang ditetapkan. Oleh karena itu, quality standards. Therefore, emissions management
pengelolaan emisi dan kualitas udara ambien menjadi and ambient air quality control form an integral part
bagian dari upaya Perseroan dalam mengendalikan of the Company’s efforts to mitigate environmental
dampak lingkungan. impacts.
Untuk menjaga kualitas udara ambien tetap berada To maintain ambient air quality within the required
dalam batas yang dipersyaratkan, CDI Group limits, CDI Group conducts periodic air quality
melakukan pemantauan kualitas udara secara berkala. monitoring to measure ambient air parameters
Pemantauan dilaksanakan untuk mengukur parameter and ensure compliance with applicable laws and
udara ambien dan memastikan kesesuaiannya regulations. The monitoring results serve as the
dengan ketentuan peraturan perundang-undangan basis for formulating and implementing various air
yang berlaku. Hasil pemantauan tersebut menjadi emissions control measures.
dasar perumusan dan pelaksanaan berbagai upaya
pengendalian emisi udara.
PT Chandra Daya Investasi Tbk 73
Page 74
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Upaya pengelolaan kualitas udara ambien tersebut These efforts to manage ambient air quality are
diperkuat melalui penerapan continuous emission further strengthened through the Company’s
monitoring System (CEMS) sebagai salah satu Continuous Emission Monitoring System (CEMS)
langkah strategis dalam pengendalian emisi. as a strategic measure for emissions control. The
Implementasi CEMS dilakukan untuk memantau CEMS monitors exhaust gas emissions generated
emisi gas buang yang dihasilkan dari pembangkit from the Gas and Steam Power Plant in real time,
listrik tenaga gas dan uap (PLTGU) secara real-time, so that emissions released into the atmosphere
sehingga emisi yang dilepaskan ke atmosfer dapat can be accurately measured and remain below the
terukur secara akurat dan dipastikan tetap berada regulatory standards set by the government. Through
di bawah baku mutu yang ditetapkan pemerintah. this system, the monitoring process becomes more
Melalui sistem ini, proses pengawasan menjadi lebih transparent, accountable, and responsive, while
transparan, akuntabel, dan responsif, sekaligus demonstrating the Company’s strong commitment
menunjukkan komitmen kuat Perseroan dalam to maintaining air quality and supporting sustainable
menjaga kualitas udara dan mendukung praktik operational practices.
operasional yang berkelanjutan.
Pengelolaan Limbah [OJK F.13, F.14] Waste Management [OJK F.13, F.14]
Pengelolaan limbah merupakan bagian dari upaya Waste management is an integral part of CDI Group’s
CDI Group mengendalikan dampak lingkungan dari efforts to control the environmental impacts of its
kegiatan operasional serta meningkatkan efisiensi operational activities while enhancing resource-use
penggunaan sumber daya. Limbah yang dihasilkan efficiency. Waste generated from operations may
dari aktivitas operasional berpotensi menimbulkan pose environmental and health risks if not properly
dampak terhadap lingkungan dan kesehatan apabila managed, a systematic management approach
tidak dikelola secara tepat, sehingga diperlukan tailored to the specific characteristics of the waste
pendekatan pengelolaan yang sistematis dan sesuai generated is therefore required.
dengan karakteristik limbah yang dihasilkan.
Limbah dari kegiatan operasional CDI Group Waste from CDI Group’s operational activities is
diklasifikasikan ke dalam dua kategori utama, yaitu classified into two primary categories: hazardous
limbah bahan berbahaya dan beracun (B3) dan waste (B3) and non-hazardous (non-B3) waste.
limbah non-B3. Limbah B3 merupakan limbah yang Hazardous waste refers to waste that exhibits certain
memiliki sifat tertentu, seperti mudah terbakar, characteristics, such as being flammable, corrosive,
korosif, reaktif, atau bersifat toksik, yang berpotensi reactive, or toxic that may pose risks to human health
menimbulkan risiko terhadap kesehatan manusia dan and the environment.
lingkungan.
74 Laporan Keberlanjutan 2025 Sustainability Report
Page 75
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Untuk mengelola limbah secara bertanggung jawab, To manage waste responsibly, CDI Group applies
CDI Group menerapkan prinsip pengurangan dan the principles of reduction and utilization. These
pemanfaatan. Prinsip ini digunakan sebagai kerangka principles serve as a framework to minimize waste
dalam upaya menekan timbulan limbah sejak generation at the source, enhance the reuse of
sumbernya, meningkatkan pemanfaatan kembali materials with residual value, and optimize waste
material yang masih bernilai, serta mengoptimalkan treatment processes to reduce environmental
pengolahan limbah guna mengurangi beban burdens and waste management costs. As part of
lingkungan dan biaya pengelolaan limbah. Sebagai these efforts, CDI Group ensures that both hazardous
bagian dari upaya tersebut, CDI Group memastikan and non-hazardous waste are managed through
pengelolaan limbah B3 maupun non-B3 dilakukan licensed third parties in compliance with applicable
melalui pihak berizin sesuai dengan peraturan laws and regulations.
perundang-undangan yang berlaku.
Dalam rangka meningkatkan kinerja pengelolaan To enhance waste management performance, the
limbah, Perseroan melaksanakan berbagai Company’s various waste management initiatives
inisiatif pengelolaan limbah yang difokuskan pada focus on controlling waste generation, increasing
pengendalian timbulan, peningkatan pemanfaatan, waste utilization, and responsible and sustainable
serta pengolahan limbah secara bertanggung jawab waste treatment. These initiatives include:
dan berkelanjutan. Inisiatif tersebut antara lain:
Pengelolaan Pengelolaan dan pemanfaatan limbah
Limbah Non-B3 1.
Waste management and utilization
Non-hazardous
Program ini mendukung pengelolaan limbah melalui segregasi sejak sumbernya,
Waste
dengan pemilahan limbah organik, kertas, plastik, dan kategori lainnya. Limbah bernilai
Management
ekonomis, seperti kertas/karton, scrap atau palet kayu, dan filter bekas, disalurkan ke
pihak ketiga untuk dimanfaatkan kembali atau didaur ulang.
This program supports waste management through segregation at the source,
including the separation of organic waste, paper, plastic, and other categories. Waste
with economic value, such as paper/cardboard, scrap or wooden pallets, and used
filters is distributed to third parties for reuse or recycling.
Daur ulang sampah plastik melalui Bank Sampah Al Bustaniyah
2.
Plastic waste recycling through Al Bustaniyah Waste Bank
Program ini mendukung pengurangan timbulan sampah plastik ke tempat pembuangan
akhir melalui pengiriman rutin sampah daur ulang setiap tiga bulan. Inisiatif tersebut
sejalan dengan komitmen CDI Group menuju nol limbah ke TPA, dengan memastikan
limbah dimanfaatkan kembali atau dikelola secara bertanggung jawab.
This program supports the reduction of plastic waste sent to landfills through the
routine delivery of recyclable waste every three months. The initiative aligns with
CDI Group’s commitment to achieving zero waste to landfill by ensuring that waste is
reused or managed responsibly.
Pengelolaan Meminimalisir pencucian jalur pipa atau tangki dengan strategi
Limbah B3 penggunaan bahan atau produk yang sejenis, sekaligus mengurangi
Hazardous Waste produksi limbah B3 yang dihasilkan dari aktivitas pencucian.
Management Minimizing the washing of pipelines or storage tanks by applying a
same-product or similar-material usage strategy, while reducing the
generation of hazardous waste resulting from cleaning activities.
PT Chandra Daya Investasi Tbk 75
Page 76
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Pengelolaan Keanekaragaman Hayati Biodiversity Management [OJK F.9, F.10]
[OJK F.9, F.10]
Keanekaragaman hayati memiliki peran penting Biodiversity plays a vital role in maintaining
dalam menjaga keseimbangan ekosistem dan kualitas ecosystem balance and environmental quality,
lingkungan hidup, termasuk dalam mendukung fungsi including supporting key ecological functions such
lingkungan seperti kestabilan tanah, kualitas air, serta as soil stability, water quality, and the carrying
daya dukung ekosistem terhadap aktivitas manusia. capacity of ecosystems to sustain human activities.
Oleh karena itu, CDI Group memandang pelindungan Accordingly, CDI Group regards environmental
lingkungan sebagai bagian dari tanggung jawab protection as an integral part of its responsibility in
dalam menjalankan kegiatan operasional. conducting operational activities.
Dalam praktiknya, pengelolaan aspek In practice, biodiversity management at CDI Group is
keanekaragaman hayati di CDI Group terintegrasi integrated into its overall environmental management
dalam pengelolaan lingkungan secara menyeluruh. framework. This approach is implemented through
Pendekatan ini dilakukan melalui pengendalian the control of operational activities and the adoption
aktivitas operasional dan penerapan praktik of environmental practices aimed at minimizing
lingkungan yang bertujuan meminimalkan potensi potential impacts on ecosystems surrounding
dampak terhadap ekosistem di sekitar wilayah operational areas.
operasional.
Secara geografis, kegiatan operasional CDI Group Geographically, CDI Group’s operations are not
tidak berada di dalam maupun berdekatan dengan located within or adjacent to conservation areas or
kawasan konservasi atau wilayah yang memiliki nilai regions with high biodiversity value. Nevertheless,
keanekaragaman hayati tinggi. Meskipun demikian, the Company remains attentive to surrounding
Perseroan tetap memperhatikan kondisi lingkungan environmental conditions to ensure that its operations
sekitar untuk memastikan kegiatan operasional tidak do not exert pressure on local ecosystems.
menimbulkan tekanan terhadap ekosistem setempat.
76 Laporan Keberlanjutan 2025 Sustainability Report
Page 77
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Sebagai bentuk kontribusi terhadap pelestarian In 2025, CDI Group planted 385 trees as a
lingkungan, pada tahun 2025 CDI Group contribution to environmental preservation. This
melaksanakan kegiatan penanaman pohon initiative was aimed at increasing vegetation cover,
sebanyak 385 pohon. Kegiatan ini ditujukan untuk supporting environmental quality, and maintaining
meningkatkan tutupan vegetasi, mendukung kualitas ecosystem balance in areas surrounding its
lingkungan, serta menjaga keseimbangan ekosistem operations.
di sekitar area operasional.
Pengelolaan Material [OJK F.5] Material Management [OJK F.5]
Pengelolaan material menjadi bagian dari komitmen Material management forms part of CDI Group’s
CDI Group dalam mengurangi dampak lingkungan commitment to reducing the environmental impacts
dari kegiatan operasional sekaligus meningkatkan of its operations while improving resource-use
efisiensi penggunaan sumber daya. Perseroan efficiency. The Company recognizes that the
menyadari bahwa pemilihan dan penggunaan material selection and use of materials influence natural
memiliki pengaruh terhadap konsumsi sumber daya resource consumption, potential waste generation,
alam, potensi timbulan limbah, serta jejak lingkungan and the overall environmental footprint. Accordingly,
secara keseluruhan. Oleh karena itu, pengelolaan material management is directed toward promoting
material diarahkan untuk mendorong penggunaan the use of more environmentally friendly and efficient
material yang lebih ramah lingkungan dan efisien. materials.
Sebagai bagian dari pengelolaan material, Perseroan As part of its material management, the Company’s
menjalankan berbagai inisiatif untuk mengendalikan various initiatives control material consumption,
konsumsi material, meningkatkan efisiensi improve usage efficiency, and promote continuous
pemakaian, serta mendorong praktik perbaikan improvement practices across its operations. These
berkelanjutan di seluruh aktivitas operasional. Inisiatif initiatives include:
tersebut antara lain:
1. Komposting dan pemanfaatan pupuk kompos; 1. Composting and the utilization of compost fertilizer;
2. Digitalisasi proses operasional untuk mengurangi 2. Digitalization of operational processes to reduce
penggunaan kertas; paper usage;
3. Penggunaan bahan bakar ramah lingkungan, 3. The use of environmentally friendly fuels, such as
seperti biodiesel; dan biodiesel; and
4. Pengoperasian pembangkit listrik berbasis energi 4. The operation of clean energy-based power plants,
bersih, seperti tenaga surya. such as solar power.
PT Chandra Daya Investasi Tbk 77
Page 78
04 78 Laporan Keberlanjutan 2025 Sustainability Report
Page 79
Memberdayakan
Manusia dan Menciptakan
Nilai Sosial
Empowering People and Creating Social Value
PT Chandra Daya Investasi Tbk 79
Page 80
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Kesejahteraan Karyawan dan
Keselamatan Kerja
Employee Well-Being and Occupational Safety
Dalam mendukung keberlanjutan usaha, Perseroan In supporting business sustainability, the Company
menempatkan pengelolaan sumber daya manusia places human capital management as a strategic
(SDM) sebagai pilar strategis yang berfokus pada pillar, focusing on strengthening competencies,
penguatan kompetensi, kesejahteraan karyawan, enhancing employee well-being, and ensuring
serta pemenuhan hak ketenagakerjaan melalui the fulfillment of labor rights through structured
proses perekrutan dan pengembangan talenta yang recruitment and talent development processes. The
terstruktur. Perseroan membangun lingkungan kerja Company fosters an inclusive work environment that
yang inklusif dan mendukung pertumbuhan melalui supports growth by promoting capacity building,
peningkatan kapasitas, kesempatan karier, dan career opportunities, and relevant employee welfare
fasilitas kesejahteraan yang relevan. Komunikasi facilities. Communication and employee engagement
dan pelibatan karyawan dijaga untuk memastikan are maintained to ensure constructive employment
hubungan kerja yang konstruktif, didukung relations, supported by accessible grievance
mekanisme pengaduan yang mudah diakses serta mechanisms and well-managed industrial relations.
hubungan industrial yang terkelola baik.
80 Laporan Keberlanjutan 2025 Sustainability Report
Page 81
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Manajemen Talenta dan Kesejahteraan
Talent Management and Employee Well-Being
Penguatan manajemen talenta dan kesejahteraan Strengthening talent management and employee
menjadi bagian dari strategi Perseroan dalam well-being forms part of the Company’s strategy
mendukung diversifikasi bisnis serta memperkuat to support business diversification and enhance
sinergi di seluruh CDI Group. Perseroan synergy across CDI Group. The Company prioritizes
menempatkan peningkatan kapasitas sebagai capacity development to ensure that employees
langkah utama agar karyawan tetap adaptif, relevan, remain adaptive, relevant, and capable of meeting
dan mampu memenuhi kebutuhan operasional di operational needs across various business
berbagai lini usaha. Kebijakan ini juga diarahkan lines. These policies are also designed to create
untuk membuka ruang pertumbuhan karier melalui opportunities for career growth through competency
penguatan kompetensi dan mobilitas talenta. development and talent mobility.
Upaya tersebut diperkuat melalui integrasi tata The Company’s efforts are further strengthened
kelola, kebijakan, dan prosedur pengelolaan SDM through the integration of governance, policies,
di lingkungan CDI Group. Integrasi ini mencakup and human capital management procedures across
penyelarasan perjanjian kerja bersama, komunikasi CDI Group. This integration includes the alignment
perubahan organisasi, serta internalisasi nilai iSTAR. of collective labor agreements, communication of
Penyelarasan ini dilengkapi dengan pengembangan organizational changes, and the internalization of
sistem dan teknologi human resources (HR) yang iSTAR values. The alignment is supported by the
memungkinkan proses kerja yang konsisten dan development of human resources (HR) systems and
efisien di seluruh unit. technologies that enable consistent and efficient work
processes across all business units.
Strategi Pengembangan SDM Human Capital Development Strategy
Perseroan menerapkan sejumlah strategi untuk meningkatkan
kompetensi dan kesiapan karyawan, antara lain:
The Company has several strategies to enhance employee
competencies and readiness including:
Menyusun standar kualitas dan kuantitas SDM guna menyesuaikan tupoksi setiap posisi dengan
1.
kebutuhan terkini dan rencana pengembangan usaha Perseroan;
Establishing HR quality and quantity standards to align the roles and responsibilities of each position with
current needs and the Company’s business development plans;
Mengembangkan kompetensi dan karier melalui penyediaan program pendidikan dan pelatihan sebagai
2. wadah aktualisasi diri; dan
Developing competencies and career through the provision of education and training programs as
platforms for self-development; and
Menyelenggarakan evaluasi kinerja yang dilakukan secara wajar, jujur, dan adil. Seluruh evaluasi
3.
dilakukan berdasarkan pada integritas dan responsibilitas.
Conducting performance evaluations in a fair, transparent, and objective manner, based on principles of
integrity and accountability.
PT Chandra Daya Investasi Tbk 81
Page 82
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Dalam pengembangan SDM, Perseroan menerapkan sejumlah aspek HAM
yang menjadi dasar pelindungan dan praktik kerja yang adil, di antaranya:
In developing its human resources, the Company applies several human
rights principles that serve as the foundation for employee protection and fair
labor practices, including:
Menghindari tindakan diskriminatif dalam proses ketenagakerjaan, baik terhadap jenis kelamin, suku,
1.
agama, ras, maupun golongan politik;
Avoiding discriminatory practices in employment processes based on gender, ethnicity, religion, race, or
political affiliation;
Melaksanakan proses rekrutmen SDM berdasarkan kesesuaian antara kompetensi dan kemampuan diri
2. kandidat dengan kebutuhan Perseroan;
Conducting recruitment processes based on the alignment between candidates’ competencies and
capabilities with the Company’s needs;
Memberikan remunerasi yang layak, sesuai dengan tingkat remunerasi industri terkait dan peraturan
3. perundang-undangan yang berlaku;
Providing fair remuneration in accordance with industry standards and applicable laws and regulations;
Menjamin kebebasan berserikat dan berkumpul sebagai pemenuhan kebutuhan efektif individu; dan
4.
Ensuring freedom of association and assembly as part of fulfilling individuals’ fundamental rights; and
Menegakkan HAM di seluruh proses bisnis dan rantai pasokan, termasuk komitmen untuk tidak
5. melakukan kerja paksa dan memanfaatkan tenaga kerja anak.
Upholding human rights across business processes and the supply chain, including a commitment to
prohibit forced labor and child labor.
Rekrutmen dan Retensi Karyawan Employee Recruitment and Retention
[OJK F.18] [OJK F.18]
Rekrutmen karyawan dilaksanakan untuk memastikan Employee recruitment is carried out to ensure
ketersediaan tenaga kerja yang sesuai dengan the availability of a workforce that aligns with the
kebutuhan operasional Perseroan. Proses rekrutmen Company’s operational needs. The recruitment
dilakukan melalui pemenuhan kebutuhan internal process is conducted through both internal fulfillment
maupun pencarian kandidat dari eksternal, dengan and external candidate sourcing, with priority given to
memprioritaskan tenaga kerja lokal di sekitar wilayah local workers in the areas surrounding the Company’s
operasional Perseroan. Pendekatan ini mendukung operations. This approach supports operational
kesinambungan operasional sekaligus stabilitas continuity while contributing to stable employment
hubungan ketenagakerjaan. relations.
Seluruh proses rekrutmen mengacu pada Kebijakan All recruitment processes refer to the holding
Rekrutmen holding company yang menjadi pedoman company’s Recruitment Policy, which is a guideline
penerimaan karyawan secara objektif dan transparan. to objective and transparent hiring practices. This
Kebijakan ini bertujuan memperoleh tenaga kerja policy aims to secure qualified personnel who meet
yang memenuhi persyaratan kualifikasi dan ketentuan the required competency standards and comply with
hukum yang berlaku, termasuk batas usia minimal applicable legal provisions, including the minimum
18 tahun sesuai dengan Undang-Undang Nomor 13 employment age of 18 in accordance with Law No.
Tahun 2003 Pasal 68 serta bebas dari riwayat tindak 13 of 2003 Article 68, as well as being free from
kriminal. Dalam pelaksanaannya, rekrutmen dilakukan any criminal record. Recruitment is conducted
tanpa membedakan latar belakang sosial dan without discrimination based on social or economic
ekonomi, ras, jenis kelamin, suku, agama, maupun background, race, gender, ethnicity, religion, or other
82 Laporan Keberlanjutan 2025 Sustainability Report
Page 83
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
karakteristik pribadi lainnya sebagai wujud penerapan personal characteristics, reflecting the Company’s
prinsip kesetaraan kesempatan kerja dan penciptaan commitment to equal employment opportunities and
lingkungan kerja yang inklusif. an inclusive work environment.
Sejalan dengan upaya pemenuhan kebutuhan tenaga In line with efforts to meet workforce needs, the
kerja, Perseroan juga memperhatikan aspek retensi Company also prioritizes employee retention to
karyawan untuk menjaga keberlanjutan SDM. CDI maintain human resource sustainability. CDI Group’s
Group menjalankan First Home Ownership Program First Home Ownership Program (FHOP) provides
(FHOP) yang memberikan fasilitas pembelian employees with access to financing for their first
hunian pertama bagi karyawan melalui subsidi suku house or apartment through a mortgage interest rate
bunga dari Perseroan selama tenor kredit pemilikan subsidy for a maximum of 20 years. This program
rumah (KPR) atau apartemen hingga maksimal 20 is designed to support employee long-term well-
tahun. Program ini dirancang untuk mendukung being while strengthening loyalty and workforce
kesejahteraan jangka panjang karyawan sekaligus sustainability. During the same period, the employee
meningkatkan loyalitas dan keberlanjutan tenaga resignation rate was recorded at 2.63%. [IDX S-03]
kerja. Pada periode yang sama, persentase karyawan
yang mengundurkan diri tercatat 2,63%. [IDX S-03]
Keberagaman, Kesetaraan, dan Inklusi Diversity, Equity, and Inclusion
[OJK F.18] [IDX S-01] [OJK F.18] [IDX S-01]
Perseroan menerapkan prinsip keberagaman, The Company’s principles of diversity, equity, and
kesetaraan, dan inklusi sebagai bagian dari pengelolaan inclusion as part of its HR management provides
SDM untuk memastikan kesempatan yang setara equal opportunities for all employees. The success
bagi seluruh karyawan. Penerapan prinsip tersebut of these principles is reflected in the Company’s
tecermin dalam komposisi tenaga kerja Perseroan, workforce composition, which demonstrates the
yang menunjukkan keterlibatan perempuan baik participation of women overall and at the managerial
secara keseluruhan maupun pada tingkat manajerial, level, and is supported by inclusive workplace
serta didukung oleh praktik kerja yang inklusif guna practices that encourage the participation and
mendorong partisipasi dan kontribusi seluruh karyawan. contributions of all employees.
PT Chandra Daya Investasi Tbk 83
Page 84
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
14.21% 4.21%
Komposisi Karyawan Perempuan Komposisi Perempuan di Tingkat Manajerial
Female Employee Composition Female Representation at the Managerial Level
Kesejahteraan dan Dukungan bagi Employee Welfare and Support [OJK F.18]
Karyawan [OJK F.18]
CDI Group memandang kesejahteraan karyawan CDI Group considers employee well-being as an
sebagai bagian penting dalam menciptakan essential element in fostering a productive and
lingkungan kerja yang produktif dan berkelanjutan. sustainable work environment. All employees work
Seluruh karyawan bekerja dalam skema kerja penuh under a full-time employment scheme with working
waktu dengan pengaturan jam kerja yang ditetapkan hours arranged in accordance with the Company’s
sesuai ketentuan Perseroan, sehingga kegiatan policies, ensuring that operational activities are
operasional berjalan selaras dengan kondisi kerja conducted in alignment with fair and safe working
yang layak dan aman. Dalam kerangka tersebut, CDI conditions. Within this framework, CDI Group
Group menyediakan tunjangan yang disesuaikan provides employee benefits tailored to the needs and
dengan kebutuhan serta karakteristik pekerjaan. characteristics of each role.
Pengaturan jam kerja harian, termasuk lembur, Daily working hours arrangements, including
dilaksanakan sesuai dengan peraturan overtime, are maintained in accordance with
ketenagakerjaan yang berlaku di Indonesia. applicable Indonesia labor regulations. Overtime
Pelaksanaan lembur bersifat sukarela dan dibayarkan work is voluntary and compensated in line with the
sesuai ketentuan dalam Peraturan Perusahaan provisions set out in the Company Regulations,
yang telah ditandatangani dan disahkan oleh Dinas which have been formally signed and approved by
Ketenagakerjaan, sebagai bagian dari upaya menjaga the Ministry/Department of Manpower, as part of the
keseimbangan antara tuntutan operasional dan Company’s efforts to maintain a balance between
kesejahteraan karyawan. operational demands and employee well-being.
Sejalan dengan pengaturan kerja tersebut, CDI In line with these working arrangements, CDI Group’s
Group menerapkan kebijakan kompensasi dan compensation and rewards policy is based on the
penghargaan yang berlandaskan prinsip kesetaraan principles of equality and non-discrimination. All
dan nondiskriminasi. Setiap karyawan memperoleh employees are entitled to equal rights through
hak yang sama melalui mekanisme penilaian yang adil a fair and transparent evaluation mechanism.
dan transparan. Upah dan tunjangan diberikan dalam Wages and benefits are provided in monetary and
bentuk moneter dan nonmoneter serta, ditetapkan non-monetary forms and are determined based
berdasarkan jenjang jabatan dan struktur remunerasi on position level and the remuneration structure
tanpa membedakan gender. Tidak terdapat without gender differentiation. There is no wage
perbedaan rasio upah antara karyawan perempuan ratio disparity between female and male employees
dan laki-laki pada jenjang dan fungsi yang setara, at equivalent levels and functions, ensuring that the
sehingga prinsip kesetaraan diterapkan secara principle of equality is consistently applied in the
konsisten dalam kebijakan remunerasi. Penetapan Company’s remuneration policy. The determination
tingkat remunerasi juga diselaraskan dengan standar of remuneration levels is also aligned with industry
industri melalui Survei Total Remunerasi Tahunan standards through the Mercer Annual Total
oleh Mercer serta disesuaikan dengan ketentuan Remuneration Survey, while remaining compliant with
pengupahan yang berlaku. applicable wage regulations.
84 Laporan Keberlanjutan 2025 Sustainability Report
Page 85
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Prinsip kesetaraan tersebut turut diterapkan sejak The principle of equality is also applied from the initial
tahap awal hubungan kerja. Upah karyawan baru stage of the employment relationship. The wages of
pada tingkat terendah ditetapkan sebesar 232,6% di newly hired employees at the entry level are set at
atas Upah Minimum Provinsi (UMP), dengan cakupan 232.6% above the Provincial Minimum Wage (UMP),
data terbatas pada CDI Group dan UMP DKI Jakarta based on data limited to CDI Group and the 2025
tahun 2025. Dari data tersebut, dapat disimpulkan DKI Jakarta Provincial Minimum Wage. The data
bahwa Perseroan memberikan upah yang kompetitif shows that the Company provides competitive wages
dibandingkan standar wilayah operasional Perseroan. compared to the regional standards in its operational
Selain itu, CDI Group memiliki kebijakan remunerasi area. In addition, CDI Group’s remuneration policy
yang mengatur persentase upah pegawai tetap pada regulates the percentage of wages for permanent
tingkat terendah terhadap Upah Minimum Regional employees at the entry level relative to the Regional
(UMR). [OJK F.20] Minimum Wage (UMR). [OJK F.20]
Perbandingan Upah Karyawan CDI Group pada Tingkat
232.6%
Terendah dengan Upah Minimum Regional*
Comparison of CDI Group Employee Wages at the Entry
Level with the Regional Minimum Wage*
*Data ini hanya mencakup CDI Group dan UMP DKI Jakarta | This data only covers CDI Group and the DKI Jakarta Provincial Minimum Wage
Selain aspek kompensasi, CDI Group juga In addition to compensation, CDI Group also
memperhatikan kesejahteraan karyawan dalam considers family support within the context of
konteks keluarga. CDI Group menyediakan hak cuti employee well-being and so provides parental leave
melahirkan bagi karyawan perempuan dan laki-laki for female and male employees in accordance with
sesuai dengan ketentuan Peraturan Perusahaan. Company Regulations. Female employees are entitled
Karyawan perempuan memperoleh cuti melahirkan to three months of maternity leave, while male
selama tiga bulan kalender, sedangkan karyawan laki- employees are granted paternity leave following the
laki memperoleh cuti pendampingan kelahiran anak. birth of their child.
Pengembangan Kapasitas dan Karier Employee Capacity and Career
Karyawan [OJK F.18, F.22] [IDX S-05] Development [OJK F.18, F.22] [IDX S-05]
Pengembangan kompetensi dan karier menjadi Competency and career development are part of CDI
bagian dari komitmen CDI Group dalam membangun Group’s commitment to continuously strengthening
kapabilitas SDM secara berkelanjutan dengan human capital capabilities while upholding the
menjunjung prinsip keberagaman, kesetaraan, principles of diversity, equity, and inclusion. In its
dan inklusi. Dalam pelaksanaannya, CDI Group implementation, CDI Group ensures equal access
memastikan akses yang setara bagi seluruh for all employees, regardless of gender, to training
karyawan, tanpa membedakan jenis kelamin, programs, mentoring, and career development
terhadap program pelatihan, bimbingan, serta opportunities. This approach aims to create fair
peluang pengembangan karier. Pendekatan ini opportunities for each individual to grow and
bertujuan menciptakan kesempatan yang adil bagi contribute in accordance with their respective roles
setiap individu untuk berkembang dan berkontribusi and responsibilities.
sesuai peran dan tanggung jawabnya.
Dalam mengelola pengembangan SDM, CDI Group In managing human capital development, CDI
menjadikan kerangka employee value proposition Group adopts the employee value proposition (EVP)
(EVP) sebagai dasar pendekatan. framework as the foundation of its approach.
PT Chandra Daya Investasi Tbk 85
Page 86
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Kerangka ini digunakan untuk mendukung This framework is used to support employee
pengembangan diri karyawan sekaligus membangun personal and professional development while
budaya penghargaan, pengakuan, dan apresiasi atas fostering a culture of recognition, appreciation, and
kontribusi setiap individu. acknowledgement of each individual’s contribution.
Sejalan dengan penguatan kompetensi, Perseroan In line with strengthening competencies, the
melaksanakan penilaian kinerja secara berkala Company conducts performance evaluations at least
minimal satu kali dalam setahun dengan once a year using appropriately defined indicators,
menggunakan indikator yang telah disesuaikan. with the key indicators including performance
Indikator yang menjadi acuan, antara lain penilaian assessment and iSTAR behavioral evaluation. The
kinerja dan perilaku iSTAR. Penilaian perilaku iSTAR iSTAR evaluation is conducted using a 360-degree
dilakukan melalui metode umpan balik 360 derajat feedback method, involving supervisors, peers, and
yang melibatkan atasan, rekan kerja, dan anggota team members, so that the process is carried out
tim, sehingga proses evaluasi berlangsung secara objectively and comprehensively. The performance
objektif dan menyeluruh. Proses penilaian kinerja assessment process comprises three main stages,
dilaksanakan melalui tiga tahapan utama, yaitu namely individual target setting, mid-year review,
penetapan target individu, penilaian pertengahan and year-end evaluation. This is followed by a
tahun, dan penilaian akhir tahun. Proses ini kemudian development dialogue between employees and their
diikuti dengan dialog pengembangan antara supervisors to discuss achievements, challenges, and
karyawan dan atasan untuk membahas capaian, plans for performance improvement.
tantangan, serta rencana peningkatan kinerja.
Dalam mendukung proses tersebut, CDI Group To support the assessments and evaluations,
menerapkan sistem manajemen karier yang CDI Group’s career management system enables
memberikan ruang bagi karyawan untuk menentukan employees to define their desired career paths and
arah karier yang diinginkan serta mengakses program access relevant personal development programs.
pengembangan diri yang relevan. Pendekatan This approach provides competency development
ini memastikan kesinambungan pengembangan continuity and talent readiness in support of growing
kompetensi dan kesiapan talenta dalam mendukung business needs.
kebutuhan bisnis yang terus berkembang.
Dalam mendukung peningkatan kapabilitas SDM, To support the enhancement of human capital
Perseroan mengalokasikan biaya pembelajaran capabilities, the Company allocated Rp1,410,587,360
dan pengembangan sebesar Rp1.410.587.360. for learning and development programs. These are
Program pengembangan kompetensi dilaksanakan delivered through mandatory training programs
melalui pelatihan wajib yang mencakup peningkatan that cover enhancement of technical competencies
kompetensi teknis dan sertifikasi personel sesuai and personnel certifications in accordance with job
kebutuhan jabatan dan ketentuan yang berlaku. requirements and applicable regulations. Training is
Pelatihan diselenggarakan melalui metode daring dan held through online and offline methods to effectively
luring untuk menjangkau seluruh karyawan secara reach all employees. To measure the effectiveness
efektif. Untuk memastikan efektivitas dan penerapan and practical application of the training outcomes,
hasil pelatihan, Perseroan melakukan evaluasi the Company conducts periodic training evaluations,
pelatihan secara berkala, minimal enam bulan setelah at least six months after the training has been
pelatihan dilaksanakan. completed.
Pendekatan tersebut diperkuat melalui pelaksanaan This approach is further strengthened through
berbagai program pengembangan kompetensi, antara various competency development programs,
lain: including:
• Program on-boarding karyawan baru; • New employee onboarding programs;
• Program pelatihan soft skill dan hard skill; dan • Soft skills and hard skills training programs; and
• Sosialisasi hasil pelatihan oleh karyawan yang telah • Dissemination of training outcomes by employees
mengikuti pelatihan kepada karyawan lainnya. who have participated in training to other
employees.
86 Laporan Keberlanjutan 2025 Sustainability Report
Page 87
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Karyawan telah mendapatkan
400 94.79%
peserta program pelatihan pengembangan dan pelatihan
training program participants Employees have received
development and training
Cakupan program pengembangan juga diperluas The scope of CDI Group’s development programs has
dengan mengintegrasikan penguatan sense of also been expanded by integrating a stronger sense
urgency dalam pelatihan kepemimpinan. Pada of urgency within leadership training initiatives. In
2025, Perseroan menginisiasi Advance Business 2025, the Company initiated its Advance Business
Communication yang ditujukan bagi karyawan Communication program for managerial-level
level manajer sebagai bagian dari penguatan employees to improve their strategic leadership
kepemimpinan strategis. Selanjutnya, Perseroan akan capabilities. Going forward, the Company's leadership
mengimplementasikan berbagai program pelatihan development programs will be tailored to the needs
kepemimpinan yang disesuaikan dengan kebutuhan of each organizational level. To enhance access to
di setiap jenjang organisasi. Untuk meningkatkan learning and its effectiveness, CDI Group continually
akses dan efektivitas pembelajaran, CDI Group terus optimizes its learning management system (LMS),
mengoptimalkan pemanfaatan learning management enabling employees to more flexibly access learning
system (LMS) agar karyawan dapat mengakses materials. The Company also conducts internal
materi pembelajaran secara fleksibel. Perseroan juga surveys to measure participant satisfaction with its
melakukan survei internal untuk mengukur tingkat education, training, and seminar programs.
kepuasan peserta terhadap pendidikan, pelatihan,
dan seminar.
Selain pelatihan formal, pengembangan kompetensi In addition to formal training, individual competency
individu juga dilakukan melalui pendekatan 70:20:10 development is also carried out through the 70:20:10
yang mencakup pembelajaran mandiri, pembelajaran learning approach, which includes self-learning,
tatap muka, pembimbingan (coaching), shadowing, face-to-face learning, coaching, shadowing, and
serta on the job training. Pendekatan ini memberikan on-the-job training. This provides more contextual
ruang pengembangan yang lebih kontekstual dan and relevant development opportunities aligned with
relevan dengan kebutuhan pekerjaan sehari-hari. day-to-day job requirements.
Pelibatan Karyawan Employee Engagement
Pelibatan karyawan menjadi salah satu fokus CDI Employee engagement remains a key focus for CDI
Group dalam membangun lingkungan kerja yang Group in fostering a participatory and sustainable
partisipatif dan berkelanjutan. Untuk memahami workplace environment. To gain a comprehensive
tingkat keterikatan karyawan secara menyeluruh, understanding of employee engagement levels,
CAP Group selaku perusahaan induk CDI Group CAP Group, as the parent company of CDI Group,
secara rutin melaksanakan employee engagement regularly conducts employee engagement surveys
survey (EES) sebagai sarana untuk menangkap (EES) as a platform to capture employee perceptions,
persepsi, pengalaman, kebutuhan karyawan, experiences, and needs, while also monitoring the
sekaligus memantau kinerja pengelolaan SDM. effectiveness of HR management.
PT Chandra Daya Investasi Tbk 87
Page 88
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Hasil survei digunakan sebagai dasar perbaikan The survey results are used as a basis for improving
praktik manajemen dan penguatan kebijakan management practices and strengthening HR
pengelolaan SDM. Melalui pendekatan ini, CDI Group management policies. Through this approach, CDI
memastikan bahwa masukan karyawan menjadi Group ensures that employee feedback becomes a
bagian dari proses evaluasi dan pengambilan part of the evaluation and decision-making processes
keputusan yang berkaitan dengan lingkungan kerja, related to the workplace environment, leadership, and
kepemimpinan, serta pengembangan organisasi. organizational development.
Pelaksanaan EES dilakukan melalui kuesioner berbasis The EES is conducted through a questionnaire on the
sistem SuccessFactors. Survei ini mengukur berbagai SuccessFactors system which measures several key
aspek utama, antara lain pengembangan karier, aspects including career development, relationships
hubungan dengan atasan langsung, pembelajaran dan with direct supervisors, learning and self-
pengembangan diri, manajemen kinerja, penghargaan development, performance management, rewards
dan pengakuan, kepemimpinan senior, komunikasi and recognition, senior leadership, cross-functional
antar fungsi, serta kesejahteraan karyawan. Selain itu, communication, and employee well-being. In addition,
survei juga mencakup metrik tambahan yang menilai the survey incorporates supplementary metrics that
kepuasan kerja, kejelasan tujuan, tingkat kebahagiaan, assess job satisfaction, clarity of goals, levels of
dan tingkat stres dalam pelaksanaan pekerjaan. happiness, and stress levels in the workplace.
Pelindungan Hak Asasi dan Ketenagakerjaan
Human Rights and Labor Protection
Hak Asasi Manusia Human Rights
CDI Group menghormati dan menjunjung tinggi hak CDI Group respects and upholds human rights as
asasi manusia (HAM) sebagai bagian dari prinsip a fundamental principle in conducting its business
dasar dalam menjalankan kegiatan usaha. Komitmen activities. This ensures that every individual receives
ini memastikan setiap individu memperoleh perlakuan fair treatment, equal opportunities, and freedom
yang adil, kesempatan yang setara, serta bebas from all forms of discrimination, including child labor
dari segala bentuk diskriminasi, termasuk praktik and forced labor practices. CDI Group’s Human
pekerja anak dan pekerja paksa. Kebijakan HAM CDI Rights Policy is a reference for all Company activities
Group disusun selaras dengan Deklarasi Universal and business partners and is aligned with the
Hak Asasi Manusia Perserikatan Bangsa-Bangsa, Universal Declaration of Human Rights of the United
Prinsip dan Hak Dasar di Tempat Kerja International Nations, the International Labour Organization (ILO)
Labour Organization (ILO) Tahun 1998, Prinsip-Prinsip Declaration on Fundamental Principles and Rights at
Panduan Perserikatan Bangsa-Bangsa mengenai Work (1998), the United Nations Guiding Principles on
Bisnis dan HAM, serta Undang-undang Nomor 13 Business and Human Rights, and Law No. 13 of 2003
Tahun 2003 tentang Ketenagakerjaan. [IDX S-08, S-09] concerning Manpower. [IDX S-08, S-09]
Berpijak pada kerangka tersebut, CDI Group Building on this framework, CDI Group integrates
mengintegrasikan prinsip HAM ke dalam kebijakan human rights principles into its policies and
dan praktik operasional. Pendekatan ini menekankan operational practices. This approach emphasizes the
penerapan perlakuan yang setara, pemenuhan application of equal treatment, the provision of fair
kesempatan yang adil, serta pembentukan lingkungan opportunities, and the establishment of a safe and
kerja yang aman dan bermartabat. Kebijakan HAM dignified work environment.
yang ditetapkan menjadi acuan bagi seluruh aktivitas
Perseroan dan mitra usaha.
Sebagai bagian dari penguatan implementasi HAM, As part of its human rights strengthening, CDI Group
CDI Group menyelenggarakan pelatihan standar conducted training on security and human rights
keamanan dan HAM sesuai dengan Peraturan standards in accordance with Regulation of the
88 Laporan Keberlanjutan 2025 Sustainability Report
Page 89
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Kepolisian Negara Republik Indonesia Nomor 4 Tahun Indonesian National Police No. 4 of 2020 on Community-
2020 tentang Pengamanan Swakarsa serta Kode Etik Based Security, as well as the CDI Group Code of
CDI Group. Pelatihan ini diikuti oleh seluruh personel Conduct. The training was attended by all security
keamanan, baik internal maupun tenaga alih daya personnel, including internal staff and outsourced
dari pihak ketiga, untuk memastikan pemahaman dan personnel from third parties, to ensure a consistent
penerapan prinsip HAM secara konsisten. understanding and application of human rights principles.
CDI Group juga mengintegrasikan klausul kepatuhan CDI Group also integrates compliance clauses related
terhadap kode etik dan prinsip HAM ke dalam to the Code of Conduct and human rights principles
perjanjian kerja dengan pihak ketiga. Ketentuan ini into employment agreements with third parties.
memastikan bahwa mitra usaha menjalankan praktik These provisions are so that business partners’ labor
ketenagakerjaan yang sejalan dengan komitmen practices align with the Company’s human rights
HAM Perseroan. Kode Etik CDI Group yang memuat commitments. The CDI Group Code of Conduct, which
prinsip-prinsip HAM tersebut dapat diakses oleh incorporates human rights principles, is accessible to
seluruh karyawan sebagai pedoman perilaku dalam all employees as a guideline for conduct in carrying
menjalankan tugas dan tanggung jawabnya. Sepanjang out their roles and responsibilities. Throughout the
tahun pelaporan, Perseroan tidak mencatat adanya reporting year, the Company recorded no human rights
insiden diskriminasi dalam kegiatan operasional. abuses in its operational activities.
Pekerja Anak dan Pekerja Paksa [OJK F.19] Child Labor and Forced Labor [OJK F.19]
CDI Group berkomitmen mencegah praktik pekerja anak CDI Group is committed to preventing child labor
dengan menetapkan batas usia minimum karyawan practices by establishing a minimum employment
yang diperbolehkan bekerja di Perseroan yaitu 18 age of 18 years, as stipulated in the Company’s
tahun sebagaimana diatur dalam Kebijakan Rekrutmen Recruitment Policy. This provision is applied
Perseroan. Ketentuan ini diterapkan secara konsisten consistently to ensure that all employment
untuk memastikan seluruh hubungan kerja memenuhi relationships comply with applicable regulations.
ketentuan yang berlaku. Kebijakan tersebut mengacu The policy refers to the International Labour
pada Konvensi International Labour Organization (ILO) Organization (ILO) Convention No. 138 of 1973 on the
Nomor 138 Tahun 1973 tentang Usia Minimum untuk Minimum Age for Admission to Employment, and the
Diperbolehkan Bekerja dan Konvensi International International Labour Organization (ILO) Convention
Labour Organization Nomor 182 Tahun 1999 tentang No. 182 of 1999 on the Prohibition and Immediate
Pelarangan dan Tindakan Segera Penghapusan Bentuk- Action for the Elimination of the Worst Forms of Child
Bentuk Pekerjaan Terburuk untuk Anak. [IDX S-10] Labour. [IDX S-10]
Selain itu, CDI Group memastikan tidak adanya In addition, CDI Group rejects forced labor practices
praktik kerja paksa dalam seluruh hubungan kerja in all employment relationships between employees
antara karyawan dan Perseroan. Komitmen ini diatur and the Company. This commitment is stipulated
dalam Kebijakan Rekrutmen yang menegaskan bahwa in the Recruitment Policy, which emphasizes that
hubungan kerja dilaksanakan secara sukarela, tanpa employment relationships are entered into voluntarily,
tekanan, paksaan, atau pembatasan yang melanggar without pressure, coercion, or restrictions that
hak pekerja. Ketentuan ini menjadi dasar dalam violate workers’ rights. This provision serves as
menciptakan hubungan kerja yang adil, transparan, the foundation for fostering fair, transparent, and
dan bertanggung jawab. responsible employment relations.
CDI Group tidak mempekerjakan anak di bawah usia minimum serta
tidak terdapat praktik maupun kejadian pekerja anak dan kerja paksa
dalam bentuk apa pun di seluruh aktivitas operasionalnya.
CDI Group does not employ individuals below the minimum working age and no
incidents or practices of child labor or forced labor in any form were identified
across its operational activities.
PT Chandra Daya Investasi Tbk 89
Page 90
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Mekanisme Pengaduan dan Grievance Mechanism and Complaint
Penanganan Keluhan Handling
CDI Group memiliki penanganan pengaduan sebagai CDI Group provides a grievance handling mechanism
sarana bagi karyawan dan pihak terkait untuk as a channel for employees and relevant stakeholders
menyampaikan kekhawatiran atau permasalahan to safely and confidentially raise concerns or
kepada manajemen secara aman dan rahasia. issues to management. Through this mechanism,
Melalui mekanisme ini, karyawan dapat melaporkan employees may report alleged discrimination or
dugaan diskriminasi atau perlakuan tidak adil, baik unfair treatment, either through direct communication
melalui komunikasi langsung dengan atasan maupun with their supervisors or through official reporting
melalui saluran pengaduan resmi, termasuk untuk channels, including reports related to potential child
menyampaikan indikasi pekerja anak, kerja paksa, labor, forced labor, or human trafficking within the
atau perdagangan manusia di lingkungan operasional. operational environment.
Saluran Pelaporan Pelanggaran
Whistleblowing Channel
Situs Web https://chandradaya-investasi.com/id/governance/whistleblowing
Website https://chandradaya-investasi.com/en/governance/
whistleblowing
Nomor Telepon Hotline 021-5307950
Hotline Number
Alamat Pos Legal and Corporate Secretary Division
Mailing Address Wisma Barito Pacific Tower A, 5th Floor.
Jalan Let. Jend. S. Parman 1. Kav. 62-63.
Jakarta 11410 Indonesia
Hubungan Industrial Industrial Relations
Hubungan industrial di CDI Group dibangun melalui Industrial relations within CDI Group are fostered
kerja sama yang konstruktif antara manajemen dan through constructive collaboration between
karyawan untuk menjaga keselarasan kepentingan management and employees to maintain alignment
dan stabilitas hubungan kerja. Untuk memastikan of interests and stability in employment relations. To
perlindungan hak karyawan, Perseroan mengatur protect employee rights, the Company established
mekanisme dukungan dan advokasi melalui Peraturan support and advocacy mechanisms through
Perusahaan, yang berlaku bagi seluruh karyawan. Company Regulations, which apply to all employees.
100%
karyawan CDI Group memperoleh dukungan dan advokasi melalui
mekanisme yang tercakup dalam Peraturan Perusahaan.
of CDI Group employees received support and advocacy through mechanisms
provided under the Company Regulations.
90 Laporan Keberlanjutan 2025 Sustainability Report
Page 91
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Dalam rangka mendukung keterbukaan dan To support transparency and mutual understanding,
pemahaman bersama, Perseroan menyampaikan the Company communicates information regarding
informasi mengenai hak dan kewajiban karyawan employee rights and obligations through meetings
melalui pertemuan antara atasan dan tim serta between supervisors and their teams, as well as
forum komunikasi internal lainnya apabila through other internal communication forums when
diperlukan. Perseroan juga menyediakan mekanisme necessary. The Company’s grievance mechanism
penyampaian keluhan dengan menjamin kerahasiaan ensures the confidentiality of the reporter’s identity.
identitas pelapor. Keluhan akan ditanggapi dan Complaints are addressed and resolved as fairly
diselesaikan seadil-adilnya serta secepat mungkin and promptly as possible based on the principle of
berdasarkan prinsip musyawarah untuk mufakat. deliberation and consensus. If employees feel they
Apabila karyawan merasa diperlakukan tidak adil have been treated unfairly or in a manner inconsistent
atau bertentangan dengan Peraturan Perusahaan, with the Company Regulations, they may submit a
karyawan dapat menyampaikan keluhan melalui complaint through the procedures established by the
prosedur yang telah ditetapkan Perseroan. Company.
Pengelolaan Keselamatan dan Kesehatan Kerja [OJK F.21]
Occupational Health and Safety Management
Keselamatan dan kesehatan kerja (K3) menjadi salah Occupational health and safety (OHS) is one of CDI
satu perhatian utama CDI Group dalam menjalankan Group’s key priorities and are aimed at creating a safe
kegiatan operasional. Penerapan K3 diarahkan untuk and healthy working environment for all employees
menciptakan lingkungan kerja yang aman dan sehat while managing operational risks.
bagi seluruh tenaga kerja, sekaligus mengelola risiko
yang dapat timbul dari aktivitas operasional.
Tata Kelola K3 OHS Governance
Tata kelola K3 di CDI Group dibangun melalui OHS governance at CDI Group is implemented
penerapan Sistem Manajemen Keselamatan dan through an Occupational Health and Safety
Kesehatan Kerja (SMK3) yang diterapkan di seluruh Management System (OHSMS) across all operational
kegiatan operasional. Penerapan sistem ini menjadi activities. The system serves as the foundation for
dasar dalam memastikan pengelolaan K3 dilakukan ensuring that OHS management is carried out in a
secara terstruktur, konsisten, dan terintegrasi dengan structured, consistent, and integrated manner within
proses bisnis Perseroan. the Company’s business processes.
Sebagai landasan penerapannya, Perseroan As the basis for its implementation, the Company
berkomitmen terhadap K3 sebagaimana tercantum upholds its commitment to OHS as stated in the
dalam Kebijakan Keberlanjutan CDI Group, yang CDI Group's Sustainability Policy, which applies
berlaku bagi seluruh karyawan dan kontraktor. to all employees and contractors. This policy is a
Kebijakan ini menjadi pedoman dalam pengaturan guideline for defining responsibilities, implementing
tanggung jawab, penerapan standar perilaku safe and proper workplace conduct standards, and
kerja aman dan layak, serta penguatan komitmen strengthening the Company’s commitment to the
Perseroan terhadap penerapan K3 secara konsisten consistent implementation of OHS throughout it
di seluruh kegiatan operasional. [IDX S-11] operational activities. [IDX S-11]
Dalam mendukung implementasi SMK3, CDI Group, To support its OHSMS, CDI Group, through its
melalui anak usaha, membentuk Panitia Pembina subsidiaries, established an Occupational Health and
Keselamatan dan Kesehatan Kerja (P2K3) yang Safety Committee (P2K3), as a facilitator of OHS in
berperan sebagai fasilitator penerapan K3 di the workplace.
lingkungan kerja.
PT Chandra Daya Investasi Tbk 91
Page 92
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
P2K3 secara rutin menyelenggarakan pertemuan The P2K3 regularly conducts meetings to discuss
untuk membahas kinerja K3, kejadian kecelakaan OHS performance, workplace accident incidents,
kerja, tindak lanjut perbaikan, serta temuan-temuan di follow-up corrective actions, and field findings as
lapangan sebagai dasar penguatan pengendalian dan a basis for strengthening control measures and
perbaikan berkelanjutan. continuous improvement.
Komitmen CDI Group terhadap keselamatan CDI Group’s commitment to occupational safety is
kerja tercermin dalam penerapan sistem K3 reflected in the certification of its OHS system under
yang telah tersertifikasi SMK3 serta diperkuat SMK3, and further strengthened by ISO 45001:2018
dengan sertifikasi ISO 45001:2018 melalui anak certification through the Company’s subsidiaries,
usaha Perseroan, KCE dan RPU. Sertifikasi ini KCE and RPU. These certifications ensure that OHS
memastikan bahwa pengelolaan K3 dilaksanakan management is carried out in accordance with
sesuai dengan standar nasional dan internasional relevant national and international standards, while
yang relevan, serta mendukung penerapan supporting the implementation of safe and well-
praktik kerja yang aman dan terkendali. Sistem controlled work practices. CDI Group’s OHS system
K3 CDI Group diaudit secara berkala untuk is periodically audited for compliance and risk control
memastikan kesesuaian penerapan dan efektivitas measure effectiveness.
pengendalian risiko.
Pengelolaan K3 dilakukan melalui asesmen internal OHS management is carried out through internal
serta audit eksternal yang dilaksanakan secara assessments and periodic external audits.
berkala. Sepanjang tahun 2025, tidak terdapat Throughout 2025, no major nonconformities were
temuan ketidaksesuaian (nonconformity) yang identified, indicating the consistent application of
bersifat major, yang menunjukkan konsistensi the OHS management system in accordance with
penerapan sistem K3 sesuai dengan ketentuan applicable requirements.
yang berlaku.
92 Laporan Keberlanjutan 2025 Sustainability Report
Page 93
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Strategi K3 OHS Strategy
Strategi K3 CDI Group disusun untuk memastikan CDI Group’s OHS strategy is designed to ensure that
penerapan K3 berjalan efektif, konsisten, dan selaras OHS implementation is effective, consistent, and
dengan karakteristik kegiatan operasional. Strategi aligned with the characteristics of its operational
ini menjadi arah pelaksanaan K3 dalam mengelola activities. This strategy serves as the foundation for
risiko kerja, memperkuat kepatuhan, serta mendorong OHS implementation in managing occupational risks,
penerapan praktik kerja yang aman dan bertanggung strengthening compliance, and promoting safe and
jawab di seluruh lini operasional. responsible work practices across all operational lines.
Membangun Budaya K3 Building an OHS Culture
Budaya K3 menjadi faktor penunjang keberhasilan An OHS culture is a key factor supporting the successful
penerapan K3 di CDI Group. Budaya ini dibangun implementation of OHS within CDI Group. This culture is
melalui komitmen manajemen serta keterlibatan aktif fostered through strong management commitments and
seluruh karyawan dan kontraktor untuk mendorong the active involvement of all employees and contractors
perilaku kerja yang aman, meningkatkan kesadaran to encourage safe work behavior, enhance safety
keselamatan, dan mengurangi risiko kecelakaan awareness, and reduce the risk of workplace accidents
sebagai bagian dari praktik kerja sehari-hari. as part of daily work practices.
Untuk mendorong penguatan budaya K3, CDI Group
melaksanakan berbagai program, meliputi:
To strengthen its OHS culture, CDI Group implements various
programs, including:
Safety induction bagi karyawan baru dan pihak ketiga rekanan Perseroan;
1.
Safety induction for new employees and third-party contractors working with the Company;
Peninjauan atas pelaksanaan izin kerja di lapangan untuk memastikan pemenuhan ketentuan
2. keselamatan sesuai prosedur dan peraturan Keselamatan, Kesehatan Kerja, dan Lingkungan (K3L);
Previews of work permit implementation in the field to ensure compliance with safety requirements in
accordance with Health, Safety, and Environment (HSE) procedures and regulations;
Pelatihan K3L sebagai peningkatan pemahaman karyawan terhadap standar keselamatan dan ketentuan
3.
izin kerja sesuai peraturan;
HSE training programs to enhance employees’ understanding of safety standards and work permit
requirements in line with applicable regulations;
Pengecekan dan pemasangan rambu K3;
4.
Inspection and installation of OHS signage;
Pelaksanaan safety patrol dan penyusunan laporan inspeksi;
5.
Safety patrols and preparation of inspection reports;
Penguatan infrastruktur K3 melalui penyediaan safety shower;
6.
Strengthening OHS infrastructure through the provision of safety showers;
Promosi kesehatan untuk meningkatkan kesadaran dan pengetahuan karyawan; dan
7.
Health promotion programs to improve employees’ awareness and knowledge; and
Safety campaign.
8.
Safety campaigns.
PT Chandra Daya Investasi Tbk 93
Page 94
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Manajemen Risiko K3 OHS Risk Management
Pengelolaan risiko K3 menjadi bagian yang tidak OHS risk management is an integral part of OHS
terpisahkan dari penerapan K3 di CDI Group. at CDI Group. This management approach is
Pendekatan ini terintegrasi dengan kebijakan dan integrated with the Company’s applicable policies and
sistem pengelolaan yang berlaku, serta mengacu management systems, and aligns with relevant laws
pada peraturan perundang-undangan dan standar and regulations as well as safety and environmental
keselamatan serta lingkungan yang relevan, guna standards, in order to prevent workplace accidents
mencegah terjadinya kecelakaan dan cedera kerja. and injuries.
Identifikasi Risiko Risk Identification
Dalam manajemen risiko, CDI Group secara rutin As part of its risk management practices, CDI
melakukan identifikasi bahaya, penilaian risiko, Group regularly conducts hazard identification, risk
dan penetapan langkah pengendalian K3 untuk assessments, and the determination of OHS control
mengurangi potensi risiko operasional, baik secara measures with the aim of eliminating or minimizing risks
rutin maupun non-rutin untuk menghilangkan atau and to reduce potential operational risks arising from
meminimalkan risiko. Proses pengelolaan risiko routine and non-routine activities. The risk management
dilakukan melalui berbagai metode yang disesuaikan process is carried out using various methods tailored to
dengan karakteristik aktivitas dan tujuan pengendalian, the characteristics of the activities and control objectives,
serta diperbarui secara berkala agar tetap selaras and is periodically updated to remain aligned with
dengan standar dan praktik terbaik yang berlaku. applicable standards and best practices.
Proses identifikasi bahaya dan penilaian risiko yang The hazard identification and risk assessment
dilakukan meliputi: processes carried out includes:
Identifikasi Bahaya Penilaian Risiko
H aza rd I d e n t i fi c at i on Risk Assessment
Identifikasi bahaya K3 di RPU dilakukan melalui KCE menilai risiko dengan mempertimbangkan
pendekatan SIPOC (supplier-input-process-output- kemungkinan terjadinya dan seberapa besar
customer), dengan memetakan setiap tahapan dampaknya, menggunakan matriks kualitatif
proses kerja untuk mengidentifikasi potensi bahaya, maupun kuantitatif. Hasil penilaian ini dievaluasi
aspek lingkungan, serta risiko pada aktivitas terhadap kriteria toleransi risiko KCE untuk
rutin, non-rutin, kondisi abnormal, dan keadaan menentukan prioritas tindakan pengendalian yang
darurat. Sementara di KCE dilakukan melalui diperlukan.
pengumpulan informasi dan inspeksi langsung
dengan mempertimbangkan seluruh aspek bahaya, KCE assesses risks by considering both the
termasuk pekerja di luar lokasi, publik, kelompok likelihood of occurrence and the magnitude of
rentan, serta potensi modifikasi produk atau mesin. potential impacts, using qualitative and quantitative
risk matrices. The assessment results are then
At RPU, OHS hazard identification is conducted evaluated against KCE’s risk tolerance criteria to
using the SIPOC (supplier–input–process–output– determine the priority of required control measures.
customer) approach, which maps each stage of
the work process to identify potential hazards,
environmental aspects, and risks associated
with routine and non-routine activities, abnormal
conditions, and emergency situations. Meanwhile,
at KCE, hazard identification is carried out through
information gathering and direct inspections, taking
into account all potential hazard aspects, including
workers outside the site, the public, vulnerable
groups, as well as potential modifications to
products or machinery.
94 Laporan Keberlanjutan 2025 Sustainability Report
Page 95
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Pengendalian Risiko Risk Control
Anak perusahaan CDI Group, KCE, menerapkan KCE, a subsidiary of CDI Group, controls OHS risk
pengendalian risiko K3 secara sistematis dan berlapis. in a systematic and layered manner using measures
Pengendalian dilakukan sejak tahap perencanaan applied from the work planning stage through to
pekerjaan hingga pelaksanaan di lapangan, dengan field implementation, based on hazard identification,
mengacu pada identifikasi bahaya, penilaian risiko, risk assessment, and applying control hierarchies
serta penerapan hierarki pengendalian sesuai in accordance with the operational activity’s
karakteristik aktivitas operasional. characteristics.
Inisiatif pengendalian risiko K3 yang diterapkan OHS risk control initiatives include:
meliputi:
1. Peninjauan, penerapan, dan evaluasi pekerjaan 1. Review, implementation, and evaluation of high-,
kategori high risk, middle risk, dan low risk medium-, and low-risk work activities through
melalui melalui dokumen Identifikasi Bahaya, the Hazard Identification, Risk Assessment, and
Penilaian, dan Pengendalian Risiko (IBPR) yang Risk Control (IBPR) documentation, which is
ditinjau secara berkala. periodically reviewed.
2. Pelaksanaan high-risk safety observation atau 2. Implementation of high-risk safety observations
observasi bahaya K3 untuk sejumlah aktivitas for activities with elevated risk levels, including:
dengan risiko tinggi (high risk), seperti:
• Pekerjaan hotwork dan confined space entry • Hot work and confined space entry (CSE)
(CSE); activities;
• Pekerjaan lifting; • Lifting operations;
• Pekerjaan work at height; • Work at height;
• Pekerjaan confined space; • Confined space work;
• Pekerjaan elektrikal; • Electrical work;
• Pekerjaan galian; • Excavation work;
• Pekerjaan pengeboran; • Drilling activities;
• Pekerjaan nondestructive testing (NDT); dan • Nondestructive testing (NDT) work; and
• Pekerjaan near underwater. • Near-underwater operations.
3. Penerapan Job Hazard Analysis (JSA) untuk 3. Application of job hazard analysis (JSA) for non-
pekerjaan tidak rutin dan melibatkan berbagai routine work involving various operational units
pihak operasional dan mitra kerja lain yang and collaborating partners.
terlibat.
4. Penerapan permit-to-work dan special permit- 4. Implementation of permit-to-work and special
to-work pada pekerjaan berisiko tinggi untuk permit-to-work systems for high-risk activities
memastikan kesiapan dan pengendalian sebelum to ensure readiness and proper controls before
pekerjaan dimulai. work begins.
5. Eliminasi dan substitusi bahan berbahaya untuk 5. Elimination and substitution of hazardous
mengurangi risiko K3 dan lingkungan. materials to reduce OHS and environmental risks.
6. Penerapan pengendalian teknik melalui 6. Application of engineering controls, including
peredaman kebisingan, pengurangan getaran, noise dampening, vibration reduction, and
dan pencegahan kegagalan peralatan. prevention of equipment failures.
7. Penerapan pengendalian administratif dengan 7. Implementation of administrative controls, such
pengaturan durasi kerja pada area yang memiliki as regulating working durations in areas where
tingkat kebisingan melebihi nilai ambang batas noise levels exceed the permissible exposure
(NAB). limits.
8. Penggunaan alat pelindung diri (APD) yang sesuai 8. Use of appropriate personal protective equipment
pada pekerjaan dengan risiko tinggi. (PPE) for high-risk activities.
9. Penerapan hierarki pengendalian risiko. 9. Application of the hierarchy of risk controls.
10. Pemantauan dan tinjauan berkala dilakukan oleh 10. Periodic monitoring and review, conducted by
KCE setiap satu tahun sekali untuk mengevaluasi KCE annually to evaluate the effectiveness of
efektivitas pengendalian, mengidentifikasi bahaya control measures, identify new hazards, and
baru, serta menilai perubahan proses agar sistem assess process changes to ensure that the OHS
K3 tetap efektif dan berkelanjutan. system remains effective and sustainable.
PT Chandra Daya Investasi Tbk 95
Page 96
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Menghilangkan bahaya fisik,
Eliminasi bahaya kimia, atau biologi.
Elimination of danger Eliminating physical, chemical,
or biological hazards.
Substitusi Penggantian material berbahaya dengan
yang memiliki bahaya lebih rendah.
Substitution Replacement of hazardous materials
with those with lower hazards.
Rekayasa Teknik Modifikasi terhadap peralatan atau
Engineering controls proses untuk mengurangi sumber
bahaya.
Modifications to equipment or
Pengendalian administratif processes to reduce sources of harm.
Administrative control Perubahan dalam proses kerja.
Changes in work processes.
Alat pelindung
diri (APD) Penggunaan alat untuk melindungi
pekerja dari paparan bahaya.
Personal Use of tools to protect workers from
Protective exposure to hazards.
Equipment
(PPE)
Investigasi Insiden dan Pelaporan Bahaya Incident Investigation and Hazard Reporting
Pelaporan bahaya dan kejadian keselamatan kerja Hazard reporting and workplace safety incident
merupakan bagian dari sistem pengelolaan K3 yang reporting form part of CDI Group’s OHS management
diterapkan CDI Group untuk mengidentifikasi potensi system to identify potential risks at an early stage,
risiko sejak dini, mencegah terulangnya insiden, serta prevent the recurrence of incidents, and strengthen
memperkuat budaya keselamatan kerja. Pelaporan the safety culture. Reporting is carried out through
dilakukan melalui kanal yang disesuaikan dengan channels tailored to the operational characteristics
karakteristik operasional masing-masing entitas. Di of each entity. At KCE, reporting is coordinated by
KCE, pelaporan mencakup kejadian nyaris celaka a supervisor and covers near-miss incidents and
dan kecelakaan kerja yang dikoordinasikan oleh workplace accidents. At RPU, incident reporting
Supervisor. Di RPU, pelaporan dan pembahasan and discussions are conducted through the
insiden dilakukan melalui forum Panitia Pembina Occupational Health, Safety, and Environmental
Keselamatan dan Kesehatan Kerja dan Lindung Protection Committee (P2K3-LL) forum. All reports
Lingkungan (P2K3-LL). Seluruh laporan dihimpun are compiled as the basis for monitoring, evaluation,
sebagai dasar pemantauan, evaluasi, dan peningkatan and continuous improvement of OHS performance,
kinerja K3 secara berkelanjutan, dengan jaminan with safeguards in place to protect employees from
perlindungan terhadap pekerja dari pembalasan atas retaliation when reports are made in good faith.
pelaporan yang dilakukan dengan itikad baik.
Setiap insiden yang dilaporkan ditindaklanjuti Each reported incident is followed up through a
melalui proses investigasi yang terstruktur dan structured and objective investigation process. The
objektif. Investigasi diawali dengan pengamanan investigation begins with securing the incident site
lokasi kejadian dan penanganan awal, kemudian and conducting initial response measures, followed
dilanjutkan dengan pengumpulan data dan bukti, by the collection of data and evidence, interviews
wawancara pihak terkait, serta analisis akar penyebab with relevant parties, and root cause analysis using
menggunakan metode yang relevan. Hasil investigasi appropriate methods. The investigation results are
dirangkum dalam laporan yang memuat temuan dan summarized in a report containing the findings and
rekomendasi perbaikan. recommendations for corrective actions.
Rekomendasi hasil investigasi ditindaklanjuti melalui The investigation’s recommendations are followed up
tindakan korektif dan pencegahan, termasuk through corrective and preventive actions, including
96 Laporan Keberlanjutan 2025 Sustainability Report
Page 97
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
perbaikan prosedur, peningkatan kompetensi, improvements to procedures, competency enhancement,
maupun pengendalian teknis. Implementasi dan and technical control measures. The implementation and
efektivitas tindak lanjut dipantau secara berkala, effectiveness of these follow-up actions are monitored
termasuk melalui pembahasan dalam forum P2K3-LL, periodically, including through discussions in the P2K3-
guna memastikan pengendalian risiko berjalan efektif LL forum, to so that that risk controls operate effectively
dan mencegah terulangnya kejadian serupa. and to prevent the recurrence of similar incidents.
Program Tanggap Darurat Emergency Response Program
Untuk memastikan kesiapsiagaan dalam menghadapi To ensure preparedness in responding to potential
potensi keadaan darurat, CDI Group, melalui tiap anak emergency situations, CDI Group, through each of
usaha, menerapkan rencana tanggap darurat atau its subsidiaries, has an emergency response plan
emergency response plan (ERP) yang berlaku di setiap (ERP) for every operational site. The plan is designed
lokasi operasional. Rencana ini disusun untuk mengelola to manage crisis situations, emergency conditions,
situasi krisis, kondisi darurat, maupun bencana yang and unforeseen disasters through an approach that
tidak terduga melalui pendekatan yang mencakup encompasses preparedness, response, mitigation,
kesiapsiagaan, respons, mitigasi, dan pemulihan. Dalam and recovery. CDI Group established an Emergency
pelaksanaannya, CDI Group membentuk unit Emergency Response Team responsible for coordinating
Response Team yang bertugas mengoordinasikan emergency response actions in a structured and
penanganan keadaan darurat secara terstruktur effective manner to minimize impacts on worker
dan efektif guna meminimalkan dampak terhadap safety, operations, and the environment.
keselamatan pekerja, operasional, dan lingkungan.
Sistem ERP CDI Group meliputi: | The CDI Group's ERP system includes:
Program emergency drill secara berkala;
Regular emergency drill programs;
Koordinasi dengan pihak eksternal; dan
Coordination with external parties; and
Pengendalian alat dan peralatan keadaan darurat.
Control of emergency tools and equipment.
Sebagai bagian dari penguatan penerapan ERP, To strengthen ERP effectiveness, CDI Group
CDI Group menjadwalkan kegiatan kesiapsiagaan schedules emergency preparedness exercises at
tanggap darurat sekurang-kurangnya satu kali dalam least once a year to enhance employee readiness.
setahun untuk meningkatkan kesiapan seluruh So that it remains relevant and effective, the ERP is
karyawan. Pembaruan ERP dilakukan apabila terdapat updated whenever there are changes in operational
perubahan kegiatan operasional atau teridentifikasi activities or when new risks are identified, including
risiko baru, termasuk risiko bencana alam, agar natural disaster risks. The development and
rencana tetap relevan dan efektif. Penyusunan dan updating of the ERP refer to national regulations
pembaruan ERP mengacu pada peraturan nasional and global guidelines, including guidance from the
serta pedoman global, termasuk panduan Bank World Bank and the Awareness and Preparedness
Dunia dan program Awareness and Preparedness for for Emergencies at Local Level (APELL) program
Emergencies at Local Level (APELL) yang diinisiasi initiated by the United Nations Environment
oleh United Nations Environment Programme (UNEP). Programme (UNEP).
Pengelolaan Kesehatan Kerja Occupational Health Management
Dalam upaya menjaga kondisi fisik dan mental tenaga To maintain the physical and mental well-being of
kerja, Perseroan menerapkan pengelolaan kesehatan its workforce, the Company’s occupational health
kerja untuk mendukung pelaksanaan pekerjaan yang management supports safe and productive work
aman dan produktif. Pendekatan ini difokuskan pada practices focusing on preventing health issues arising
PT Chandra Daya Investasi Tbk 97
Page 98
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
pencegahan gangguan kesehatan akibat aktivitas kerja, from work-related activities, enhancing employee well-
peningkatan kesejahteraan karyawan, serta penciptaan being, and creating a conducive and sustainable work
lingkungan kerja yang kondusif dan berkelanjutan. environment.
Upaya pengelolaan kesehatan kerja dilakukan melalui Managing occupational health is carried out through
berbagai program, antara lain: various programs, including:
1. Penyediaan fasilitas klinik dan perlengkapan P3K 1. Provision of clinic facilities and first aid equipment
di area kerja untuk penanganan kondisi darurat dan (P3K) in the workplace to handle emergency
respons awal kecelakaan kerja. conditions and provide initial response to workplace
accidents.
2. Pelaksanaan pemeriksaan kesehatan tahunan 2. Annual medical check-ups (MCU) for all employees,
(medical check-up/MCU) bagi seluruh karyawan, including review of results, health condition
termasuk peninjauan hasil, analisis kondisi analysis, and necessary follow-up actions.
kesehatan, dan tindak lanjut yang diperlukan.
3. Mengikutsertakan seluruh karyawan dalam program 3. Enrollment of all employees in the BPJS program
BPJS dan asuransi kesehatan, termasuk manfaat and health insurance, including other health benefits
kesehatan lainnya sesuai perjanjian kerja bersama. in accordance with the collective labor agreement.
4. KCE menyelenggarakan berbagai program 4. KCE implements various health programs, including
kesehatan, termasuk program wellness, program wellness programs, workplace HIV prevention and
pencegahan dan penanggulangan HIV di tempat control programs (P2HIV), as well as awareness
kerja (P2HIV), serta kegiatan sosialisasi melalui activities through health talks and health notes.
health talk dan health notes.
5. Audit kantin serta inspeksi kotak P3K, dan tabung O₂ 5. Canteen audits and inspections of first aid kits and
dilakukan oleh KCE untuk memastikan ketersediaan O₂ cylinders are conducted by KCE to ensure the
fasilitas K3. availability of OHS facilities.
Kinerja dan Target Keselamatan Kerja Occupational Safety Performance
and Targets
Pemantauan dan evaluasi kinerja K3 dilakukan oleh The monitoring and evaluation of OHS performance
P2K3 melalui rapat P2K3 dan dilaporkan kepada are carried out through P2K3 meetings and are
manajemen secara bulanan sebagai dasar tindak reported monthly to management as a basis for follow-
lanjut perbaikan, peningkatan pengendalian risiko, up improvements, enhanced risk control measures,
serta penguatan budaya keselamatan kerja. Selain itu, and safety culture strengthening. In addition, the
Perseroan melakukan evaluasi topik K3 melalui penilaian Company evaluates OHS-related topics through
KPI K3 setiap bulan pada masing-masing jabatan untuk monthly OHS KPI assessments for each position to
memastikan pencapaian target yang ditetapkan. achieve established targets.
0 kasus | cases
penyakit akibat kerja, kematian, maupun kejadian lost time
injury baik pada karyawan maupun kontraktor
of work-related illnesses, fatalities, or lost time injuries
among both employees and contractors
Sepanjang periode pelaporan, Perseroan terus Throughout the reporting period, the Company
melakukan pemantauan terhadap aspek kesehatan continuously monitored the occupational health and
dan keselamatan kerja bagi karyawan. Perseroan safety of its employees. The Company maintains
berkomitmen untuk menjaga lingkungan kerja yang a safe working environment and strengthens the
aman serta memperkuat pengembangan program development of occupational health and safety
kesehatan dan keselamatan kerja secara berkelanjutan programs on an ongoing basis as part of its efforts to
sebagai bagian dari upaya mencapai zero harm. achieve zero workplace incidents.
98 Laporan Keberlanjutan 2025 Sustainability Report
Page 99
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
PT Chandra Daya Investasi Tbk 99
Page 100
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Pengembangan Produk dan Layanan
Product and Service Development
Strategi Pengelolaan Produk dan Layanan [OJK F.17]
Product and Service Management Strategy
Dalam menjalankan perannya sebagai penyedia In providing utility infrastructure for industrial estates,
infrastruktur utilitas bagi kawasan industri, CDI CDI Group’s product and service management
Group menerapkan strategi pengelolaan produk strategy focuses on enhancing reliability, efficiency,
dan layanan yang berfokus pada peningkatan and sustainability. This strategy is aligned with the
keandalan, efisiensi, dan keberlanjutan. Strategi ini CDI Group’s position as a company that develops
selaras dengan posisi CDI Group sebagai perusahaan industrial infrastructure through four integrated
yang mengembangkan infrastruktur industri melalui business pillars, namely energy, water, port & storage,
empat pilar bisnis energi, air, kepelabuhan dan and logistics, all of which are designed to support
penyimpanan, serta logistik yang seluruhnya saling industrial activities.
terintegrasi untuk mendukung aktivitas industri.
CDI Group berkomitmen untuk memberikan layanan CDI Group is committed to delivering equitable,
atas produk dan/atau jasa yang setara, andal, dan reliable, and high-quality products and/or services to
berkualitas kepada seluruh pelanggan industri all industrial customers through its strong policies and
melalui penerapan kebijakan dan standar pelayanan service standards. For electricity products supplied
yang berlaku. Pada produk listrik yang disalurkan to KCE customers, the Company consistently applies
kepada pelanggan KCE, Perseroan secara konsisten equal treatment to all customers in accordance with
memberlakukan perlakuan yang sama kepada seluruh their respective electricity subscription categories.
pelanggan sesuai dengan golongan berlangganan Meanwhile, in service products, the Company is
listrik masing-masing. Sementara itu, pada committed to providing the best possible services in
produk jasa, Perseroan berkomitmen memberikan line with agreements mutually set between all parties.
pelayanan terbaik sesuai dengan kesepakatan yang A high degree of service flexibility to all customers is
telah disetujui oleh kedua belah pihak. Perseroan also provided while adhering to applicable laws and
juga memberikan fleksibilitas yang tinggi dalam regulations, ensuring compliance with quality and
penyediaan layanan kepada seluruh pelanggan technical standards across each business unit.[OJK F.17]
dengan tetap mematuhi ketentuan peraturan
dan perundang-undangan yang berlaku, guna
memastikan pemenuhan standar kualitas dan standar
teknis pada setiap unit bisnis. [OJK F.17]
Inovasi dan Kinerja Produk Berkelanjutan [OJK F.26, F.28]
Innovation and Sustainable Product Performance
Sebagai bagian dari komitmen untuk menyediakan As part of its commitment to providing modern and
layanan utilitas yang modern dan berdaya saing, CDI competitive utility services, CDI Group consistently
Group secara konsisten mengembangkan pendekatan develops innovative approaches across its business
inovatif di seluruh rantai nilai bisnis. Upaya ini value chain. These efforts include strengthening the
mencakup penguatan keandalan penyaluran listrik reliability of electricity distribution by KCE through
oleh KCE melalui peningkatan sistem operasional dan improvements in operational systems and supply
pengelolaan pasokan yang bertujuan memastikan management, aimed at ensuring service continuity
100 Laporan Keberlanjutan 2025 Sustainability Report
Page 101
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
kontinuitas layanan dengan harga yang kompetitif at competitive prices for industrial customers. This
bagi pelanggan industri, termasuk melalui involves the development of Solar Power Plants
pengembangan Pembangkit Listrik Tenaga Surya (PLTS) ground-mounted and rooftop schemes as
(PLTS) dengan skema ground-mounted dan rooftop renewable energy sources supporting the electrical
sebagai sumber energi terbarukan pendukung grid. Each initiative is designed to ensure that the
sistem kelistrikan. Setiap inisiatif dirancang untuk energy, water, port & storage, and logistics services
memastikan bahwa layanan energi, air, kepelabuhan provided not only meet high operational standards
dan penyimpanan, dan logistik yang disediakan tidak but also contribute to reducing environmental
hanya memenuhi standar operasional yang tinggi, impacts and enhancing the resilience of industrial
tetapi juga berkontribusi terhadap pengurangan infrastructure. [OJK F.26, F28]
dampak lingkungan dan peningkatan ketahanan
infrastruktur industri. [OJK F.26, F28]
CDI Group Perluas Portofolio PLTS Menjadi Pada tahun 2025, CDI Group melalui PT Krakatau
11 MWp pada November 2025 [OJK F.26] Chandra Energi (KCE) menambah kapasitas
CDI Group Expands Solar PV Portfolio to 11 4,7 MWp PLTS sehingga total kapasitas energi
MWp as of November 2025 surya terpasang yang dikelola mencapai 11 MWp.
Ekspansi ini memperkuat kontribusi portofolio
energi hijau CDI Group yang diproyeksikan mampu
mengurangi emisi hingga 9.855 ton CO₂ per tahun.
In 2025, CDI Group, through PT Krakatau Chandra
Energi (KCE), added 4.7 MWp of solar power
capacity, bringing the total installed solar PV
capacity under management to 11 MWp. This
expansion strengthens CDI Group’s green energy
portfolio, which is projected to reduce emissions
by up to 9,855 tons of CO₂ per year.
Evaluasi dan Peningkatan Kepuasan Pelanggan [OJK F.27, F.29, F.30]
Customer Satisfaction Assessment and Enhancement
Aktivitas usaha CDI berfokus pada penyediaan CDI’s business activities focus on providing industrial
layanan utilitas industri yang menempatkan utility services with operational safety as a top
keselamatan operasional sebagai prioritas utama. priority. Safety assessments are therefore focused
Oleh sebab itu, penilaian keamanan difokuskan pada on the services delivered, including electricity supply,
layanan yang diberikan, termasuk pasokan listrik, water distribution, port operations, liquid bulk storage,
distribusi air, operasi pelabuhan, penyimpanan curah and the transport of chemicals and gas. During the
cair, serta transportasi bahan kimia dan gas. Selama reporting year, 100% of CDI’s services were evaluated
tahun pelaporan, 100% layanan CDI telah dievaluasi for safety in accordance with the relevant technical
keamanannya sesuai standar teknis dan keselamatan and safety standards of each sector. In addition,
masing-masing sektor. Di samping itu, Perseroan juga the Company had no service recalls, suspensions
tidak melakukan penarikan layanan (service recall), of service unit operations, or service restrictions
penghentian operasional unit, atau pembatasan imposed on customers due to safety issues or non-
layanan kepada pelanggan akibat isu keselamatan compliance with technical standards. [OJK F.27, F.28, F.29]
atau ketidaksesuaian standar teknis. [OJK F.27, F.28, F.29]
Pada tahun 2025, Perseroan melaksanakan survei In 2025, the Company conducted customer
kepuasan pelanggan pada pilar energi serta satisfaction surveys for the energy and port & storage
pelabuhan & penyimpanan. Survei ini merupakan pillars. This was the first survey undertaken, in line
yang pertama dilakukan, seiring dengan fokus with the Company’s focus on internal development
Perseroan pada pengembangan dan penguatan and performance strengthening during the 2023–
PT Chandra Daya Investasi Tbk 101
Page 102
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
kinerja internal pada periode 2023–2024. Hasil survei 2024 period. The results indicate that the customer
menunjukkan tingkat kepuasan pelanggan pada pilar satisfaction level for the energy pillar reached
Energi sebesar 85,75%. Sementara itu, pada pilar 85.75%. Meanwhile, within the port & storage pillar,
pelabuhan dan penyimpanan, indeks kepuasan untuk the satisfaction indices for operational, commercial,
layanan operasional, komersial, dan administratif and administrative services were recorded at 8.50,
masing-masing tercatat sebesar 8,50, 8,53, dan 8,50 8.53, and 8.50, respectively, on a scale of 1 to 10.
(skala 1–10). Hasil ini menjadi dasar bagi Perseroan These results serve as a basis for the Company to
dalam meningkatkan kualitas layanan secara continuously enhance the quality of its services. [OJK
berkelanjutan. [OJK F.30] F.30]
Kepuasan Pelanggan
Customer Satisfaction
Pilar Energi
Energy Pillar 85.75%
Pilar Pelabuhan dan Penyimpanan
Port and Storage Pillar
Layanan Operasional | Operational Services 8.50
Layanan Komersial | Commercial Services 8.53
Layanan Administrasi | Administration Services 8.50
Strategi Sosial dan Pemberdayaan
Masyarakat
Social Strategy and Community Empowerment
Komitmen dan Strategi Pengelolaan Sosial [OJK F.23]
Commitment and Strategy for Social Management
Sebagai penyedia infrastruktur utilitas yang As an utility infrastructure provider operating in close
beroperasi dekat dengan permukiman dan zona proximity to residential areas and industrial economic
ekonomi industri, Perseroan berkomitmen untuk zones, the Company is committed to ensuring that
memastikan bahwa setiap kegiatan usaha dikelola all business activities are managed responsibly to
secara bertanggung jawab agar memberikan manfaat generate benefits for communities while minimizing
bagi masyarakat sekaligus meminimalkan potensi potential negative social impacts.
102 Laporan Keberlanjutan 2025 Sustainability Report
Page 103
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
dampak sosial yang merugikan. Komitmen tersebut This commitment is realized through the CDI Group’s
diwujudkan melalui penerapan kebijakan dan praktik Corporate Social Responsibility (CSR) policies and
Tanggung Jawab Sosial dan Lingkungan (TJSL). practices.
Kegiatan operasional CDI Group memberikan dampak CDI Group’s operational activities indirectly contribute
tidak langsung bagi lingkungan sosial di sekitar to the surrounding social environment by providing
wilayah operasional melalui penyediaan infrastruktur reliable utility infrastructure for industrial areas. The
utilitas yang andal bagi kawasan industri. Keandalan reliability of this infrastructure supports the continuity
infrastruktur tersebut mendukung kelangsungan of industrial operations, stimulates economic activity,
operasional industri, mendorong pertumbuhan and creates employment opportunities as well as a
aktivitas ekonomi, serta menciptakan peluang kerja more stable industrial value chain. [OJK F.23]
dan rantai nilai industri yang lebih stabil di wilayah
sekitar. [OJK F.23]
Implementasi Corporate Social Responsibility (CSR) The Company’s CSR is carried out through its
perusahaan dilaksanakan melalui anak perusahaan subsidiaries, KCE and RPU. CSR program planning
yaitu KCE dan RPU. Perencanaan program CSR is accomplished through social mapping, which
dilakukan melalui pemetaan sosial (social mapping) identifies actual community needs, local potential,
yang mengidentifikasi kebutuhan riil, potensi lokal, and the root causes of issues within the community.
serta akar permasalahan di masyarakat. Hasil The results of this mapping serve as the basis for the
pemetaan tersebut menjadi dasar dalam proses selection process, which is integrated with proposal
seleksi yang dipadukan dengan proses pengajuan submission and review, and verified through surveys
dan penelaahan proposal serta diverifikasi melalui and field confirmations to so that each program is
survei dan konfirmasi lapangan, guna memastikan well-targeted, relevant to local social conditions,
setiap program yang dijalankan tepat sasaran, and capable of delivering sustainable community
relevan dengan kondisi sosial setempat, dan mampu benefits such as distributing goods and/or funds.
memberikan manfaat berkelanjutan bagi masyarakat. The Company’s CSR programs also involve voluntary
Selain penyaluran bantuan berupa barang dan/atau employee participation outside of work hours.
dana, program CSR Perseroan dilaksanakan melalui
partisipasi karyawan melalui kegiatan voluntary hours.
LINGKUNGAN
ENVIRONMENT
PENDIDIKAN 4 Pilar KESEHATAN
CSR
E D U C AT I O N H E A LT H
SOSIAL BUDAYA
S O C I O - C U LT U R A L
PT Chandra Daya Investasi Tbk 103
Page 104
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Program dan Inisiatif Pemberdayaan Masyarakat [OJK F.25] [IDX S-12]
Community Empowerment Programs and Initiatives
Beberapa program dan inisiatif yang diadakan Several programs and initiatives implemented by the
Perseroan antara lain: Company include:
LINGKUNGAN
ENVIRONMENT
PLTS Langit Biru
PLTS Langit Biru
CDI Group melalui KCE menginisiasi program “PLTS Langit Biru”, yaitu
Penerima Manfaat
pembangunan Pembangkit Listrik Tenaga Surya (PLTS) Atap pada
Beneficiaries
institusi pendidikan berbasis pesantren dan madrasah di Kota Cilegon.
• Pondok pesantren dan madrasah di Kota
Program ini dirancang sebagai upaya mendorong kemandirian energi
Cilegon | Islamic boarding schools and
institusi pendidikan sekaligus mendukung pembangunan berkelanjutan
madrasah in Cilegon City
yang selaras dengan prinsip ESG. Melalui penyediaan sumber energi • Santri dan tenaga pendidik | Students and
bersih yang andal, program ini membantu menurunkan ketergantungan educators
terhadap listrik konvensional dan menekan biaya operasional • Komunitas pendidikan di wilayah sekitar
pesantren. Efisiensi tersebut memungkinkan pengalihan alokasi operasional | Educational communities in
anggaran ke kegiatan pendidikan dan peningkatan kesejahteraan the surrounding areas
santri, sehingga menciptakan dampak sosial yang berkelanjutan bagi
Capaian Program
komunitas pendidikan di sekitar wilayah operasional. Program Achievements
Through KCE, CDI Group initiated the “PLTS Langit Biru” program, • 5 institusi pendidikan menerima instalasi
which involves the installation of rooftop Solar Power Plants (PLTS) at PLTS Atap | 5 educational institutions
Islamic boarding schools and madrasah-based educational institutions received rooftop solar PV installations
• Total kapasitas terpasang 8.325 kWp
in Cilegon City. The program was designed to promote energy
dengan sistem on-grid zero export | Total
independence for educational institutions while supporting sustainable
installed capacity reached 8,325 kWp with
development in line with ESG principles. By providing a reliable source
an on-grid zero export system
of clean energy, the program helps reduce reliance on conventional • Penghematan biaya listrik bulanan bagi
electricity and lowers the operational costs of the boarding schools. pesantren penerima manfaat | Monthly
These efficiencies allow budget allocations to be redirected toward electricity cost savings for beneficiary
educational activities and the improvement of students’ welfare, boarding schools
thereby generating sustainable social benefits for educational • Peningkatan alokasi dana untuk kegiatan
communities in the areas surrounding the Company’s operations. pendidikan dan kesejahteraan santri
Increased allocation of funds for educational
activities and the welfare of students
104 Laporan Keberlanjutan 2025 Sustainability Report
Page 105
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Kemitraan & Bantuan Bank Sampah untuk Pendidikan
Waste Bank Partnership & Support for Education
Dalam rangka memperkuat pengelolaan lingkungan dan
Penerima Manfaat
pemberdayaan masyarakat di wilayah sekitar operasional, CDI Group
Beneficiaries
melalui KCE melaksanakan program Kemitraan & Bantuan Bank
• Sekolah dan yayasan pendidikan di
Sampah untuk Pendidikan di Kota Cilegon. Program ini dirancang
Kota Cilegon | Schools and educational
untuk membangun kesadaran dan perilaku peduli lingkungan di
foundations in Cilegon City
lingkungan sekolah, sekaligus mendorong pengelolaan sampah • Siswa dan tenaga pendidik | Students and
anorganik yang bernilai ekonomi dan berkelanjutan. Melalui educators
pembentukan dan pengoperasian bank sampah di sekolah dan • Komunitas/kelompok pengelola bank
yayasan pendidikan, program ini berfokus pada pengurangan volume sampah | Community/groups managing
sampah anorganik serta peningkatan kapasitas siswa dan tenaga waste banks
pendidik dalam pemilahan serta pengelolaan sampah. Pendekatan
Capaian Program
pendampingan yang dilakukan secara berkelanjutan memastikan bank Program Achievements
sampah dapat berfungsi secara optimal dan memberikan manfaat
• Terbentuk dan beroperasinya bank sampah
nyata bagi kegiatan pendidikan.
di lingkungan pendidikan | Establishment
To strengthen environmental management and community and operation of waste banks within
educational institutions
empowerment in the areas surrounding its operations, CDI Group,
• Penyediaan sarana dan prasarana bank
through KCE, implemented the Waste Bank Partnership & Support for
sampah bagi sekolah penerima manfaat
Education program in Cilegon City. The program fosters environmental
Provision of waste bank facilities and
awareness and responsible behavior within school communities while infrastructure for beneficiary schools
promoting the sustainable management of recyclable inorganic waste • Pelatihan pemilahan dan pengelolaan
with economic value. Through the establishment and operation of sampah bagi siswa dan guru | Training
waste banks in schools and educational foundations, the program for students and teachers on waste
focuses on reducing the volume of inorganic waste while enhancing segregation and management
the capacity of students and educators in waste segregation and • Pengurangan volume sampah anorganik di
management. A continuous mentoring approach ensures that the lingkungan sekolah | Reduction of inorganic
waste banks operate effectively and generate tangible benefits for waste volume within school environments
• Nilai ekonomi dari hasil pengelolaan
educational activities.
sampah yang dimanfaatkan untuk
mendukung kegiatan pendidikan
Economic value generated from waste
management activities to support
educational programs
PT Chandra Daya Investasi Tbk 105
Page 106
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Pembinaan Kewirausahaan Budidaya Maggot
Maggot Cultivation Entrepreneurship Development
Dalam upaya memperkuat kemandirian ekonomi masyarakat
Penerima Manfaat
sekaligus mengurangi timbulan limbah organik, CDI Group melalui
Beneficiaries
KCE melaksanakan program Pembinaan Kewirausahaan Budidaya
• Kelompok masyarakat dan UMKM binaan
Maggot (black soldier fly/BSF) di Kota Cilegon. Program ini dirancang
Community groups and fostered MSMEs
untuk meningkatkan kapasitas kewirausahaan masyarakat melalui
• Calon wirausaha dan pelaku usaha
pengembangan unit usaha produktif yang berbasis ekonomi sirkular budidaya maggot | Prospective
dan berkelanjutan. Melalui pelatihan teknis, penyediaan sarana entrepreneurs and maggot cultivation
awal, serta pendampingan usaha secara berkelanjutan, program practitioners
ini mendorong pemanfaatan limbah organik sebagai pakan maggot • Komunitas di sekitar wilayah operasional
yang bernilai ekonomi. Pendekatan tersebut tidak hanya menciptakan Communities surrounding the operational
sumber pendapatan alternatif bagi kelompok binaan, tetapi juga areas
berkontribusi pada pengurangan limbah organik dan pembukaan Capaian Program
peluang kerja baru di tingkat lokal. Program Achievements
To strengthen community economic independence while reducing • Terbentuknya kelompok usaha budidaya
organic waste generation, CDI Group, through KCE, implemented the maggot yang produktif | Establishment of
productive maggot cultivation business
Maggot Cultivation Entrepreneurship Development program (black
groups
soldier fly/BSF) in Cilegon City. The program enhances community
• Pelatihan teknis budidaya maggot
entrepreneurial capacity through the development of productive
dan pengelolaan usaha, termasuk
business units based on circular and sustainable economy principles. pemasaran dan keuangan | Technical
Through technical training, the provision of initial facilities, and training on maggot cultivation and business
continuous business mentoring, the program encourages the use of management, including marketing and
organic waste as feed for maggot cultivation with economic value. finance
This approach not only creates alternative income sources for • Penyediaan sarana awal (bibit maggot,
beneficiary groups but also contributes to reducing organic waste and kandang, dan peralatan pendukung)
opening new employment opportunities at the local level. Provision of initial facilities (maggot larvae,
rearing units, and supporting equipment)
• Pemanfaatan limbah organik sebagai bahan
baku pakan maggot | Utilization of organic
waste as raw material for maggot feed
• Peningkatan pendapatan dan kemandirian
ekonomi masyarakat, serta terbukanya
peluang usaha dan kerja baru | Increased
community income and economic
independence, as well as the creation
of new business and employment
opportunities
106 Laporan Keberlanjutan 2025 Sustainability Report
Page 107
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
KESEHATAN
H E A LT H
Pengobatan Gratis & Pembinaan Posyandu
Free Medical Services and Posyandu Mentoring
Pengobatan Gratis dan Pembinaan Posyandu di Kota Cilegon berfokus
Penerima Manfaat
pada peningkatan akses layanan kesehatan dasar bagi masyarakat di
Beneficiaries
wilayah sekitar operasional. Program ini diarahkan untuk mendukung
• Masyarakat di wilayah sekitar operasional
upaya pencegahan dan deteksi dini masalah kesehatan, khususnya
Communities in areas surrounding the
bagi ibu, bayi, dan balita, sekaligus memperkuat peran Posyandu
operations
sebagai garda terdepan layanan kesehatan masyarakat. Melalui • Ibu, bayi, dan balita | Mothers, infants, and
penyediaan layanan pengobatan gratis, pemeriksaan kesehatan toddlers
dasar, serta pembinaan dan pelatihan kader Posyandu, program ini • Kader Posyandu | Posyandu cadres
tidak hanya meningkatkan kualitas layanan kesehatan, tetapi juga • Tenaga pendidik kesehatan dan fasilitas
memperkuat kapasitas kelembagaan Posyandu di wilayah binaan. kesehatan setempat | Local health
Pendekatan yang dilengkapi dengan monitoring kegiatan memastikan educators and healthcare facilities
manfaat program dapat dirasakan secara berkelanjutan oleh Capaian Program
masyarakat. Program Achievements
The Free Medical Services and Posyandu Mentoring program in • Terselenggaranya layanan pengobatan
Cilegon City focuses on improving access to basic healthcare services gratis bagi masyarakat | Free community
medical services
for communities in areas around the Company’s operations. The
• Pemeriksaan kesehatan dasar (tekanan
program supports the prevention and early detection of health issues,
darah, gula darah, dan lainnya) | Basic
particularly for mothers, infants, and toddlers, while strengthening
health screenings (blood pressure, blood
the role of Posyandu as the frontline of community health services. sugar, and others)
By providing free medical services, basic health screenings, and • Pemberian obat, vitamin, dan makanan
mentoring and training for Posyandu cadres, the program enhances tambahan | Distribution of medicines,
the quality of healthcare services while strengthening the institutional vitamins, and supplementary food
capacity of Posyandu in beneficiary areas. The program is supported • Peningkatan kapasitas dan peran aktif
by ongoing monitoring activities to ensure that its benefits can be kader Posyandu melalui pembinaan dan
sustained for the community. pelatihan | Strengthened capacity and
active participation of Posyandu cadres
through mentoring and training
• Peningkatan kesehatan ibu dan anak serta
terbangunnya kepedulian dan kepercayaan
masyarakat | Improved maternal and child
health, as well as increased community
awareness and trust in healthcare services
PT Chandra Daya Investasi Tbk 107
Page 108
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Bantuan Iuran JKN–BPJS Kesehatan
JKN–BPJS Health Insurance Contribution Assistance
Perlindungan kesehatan yang berkelanjutan menjadi faktor penting
Penerima Manfaat
bagi kesejahteraan masyarakat prasejahtera. Melalui Program Bantuan
Beneficiaries
Iuran JKN–BPJS Kesehatan, CDI Group memastikan masyarakat tidak
• Masyarakat tidak mampu di wilayah
mampu dapat terdaftar aktif sebagai peserta jaminan kesehatan
sekitar operasional | Underprivileged
nasional dan memperoleh akses layanan kesehatan yang layak.
communities in the surrounding
Program ini dijalankan melalui mekanisme pendataan, pendaftaran operational areas
kepesertaan, pembayaran iuran secara berkala, serta sosialisasi • Keluarga prasejahtera penerima bantuan
pemanfaatan layanan BPJS Kesehatan. Monitoring status kepesertaan Underprivileged families receiving assistance
dilakukan untuk memastikan keberlanjutan manfaat bagi penerima. • Pemerintah daerah/kelurahan/desa
dan fasilitas kesehatan terkait | Local
Sustainable health protection is an important factor in improving the governments/sub-district/village and
welfare of underprivileged communities. Through the JKN–BPJS related healthcare facilities
Health Insurance Contribution Assistance Program, underprivileged
communities near CDI Group operations can remain actively registered Capaian Program
Program Achievements
as participants in the national health insurance scheme and obtain
access to adequate healthcare services. The program is implemented • Masyarakat tidak mampu terdaftar aktif
sebagai peserta JKN–BPJS Kesehatan
through data collection, participant registration, periodic contribution
Underprivileged community members
payments, and socialization on the use of BPJS health services.
actively registered as participants of JKN–
Monitoring of participant status also continues beneficiary benefits.
BPJS Kesehatan
• Akses layanan kesehatan yang lebih mudah
dan berkelanjutan | Improved and more
sustainable access to healthcare services
• Penurunan risiko beban biaya kesehatan
bagi keluarga prasejahtera | Reduced
risk of healthcare cost burdens for
underprivileged families
• Peningkatan rasa aman dan kesejahteraan
masyarakat | Improved sense of security
and community well-being
• Dukungan nyata terhadap Program
Jaminan Kesehatan Nasional pemerintah
Tangible support for the government’s
National Health Insurance Program
108 Laporan Keberlanjutan 2025 Sustainability Report
Page 109
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
SOSIAL BUDAYA
S O C I O - C U LT U R A L
Program Santunan Anak Yatim
Orphan Assistance Program
Pelaksanaan Program Santunan Anak Yatim di Kota Cilegon dilakukan
Penerima Manfaat
sebagai bagian dari upaya memperkuat kesejahteraan sosial di
Beneficiaries
wilayah sekitar operasional. Program ini difokuskan pada pemenuhan
• Anak yatim dan wali/pengasuh | Orphans
kebutuhan dasar anak yatim sekaligus peningkatan rasa aman
and their guardians/caregivers
dan kesejahteraan penerima manfaat. Melalui proses pendataan
• Yayasan sosial dan panti asuhan | Social
yang terstruktur, pemberian santunan dalam bentuk dana dan/atau foundations and orphanages
kebutuhan pokok, serta pendampingan sosial yang dilakukan secara • Komunitas masyarakat di wilayah sekitar
berkala, program ini tidak hanya memberikan bantuan langsung, tetapi operasional | Community groups in the
juga menumbuhkan kepedulian sosial dan solidaritas masyarakat. surrounding areas
Monitoring dan evaluasi dilakukan untuk memastikan pelaksanaan
Capaian Program
program berjalan tepat sasaran dan memberikan dampak yang
Program Achievements
berkelanjutan.
• Terpenuhinya sebagian kebutuhan dasar
The Orphan Assistance Program in the Cilegon City is implemented anak yatim penerima manfaat | Partial
as part of the Company’s efforts to strengthen social welfare in fulfillment of the basic needs of beneficiary
communities surrounding its operational areas. The program focuses orphans
• Peningkatan kesejahteraan dan
on supporting the basic needs of orphaned children while enhancing
kebahagiaan penerima santunan | Improved
their sense of security and well-being. Through a structured
well-being and happiness of aid recipients
data collection process, providing financial support and/or basic
• Pelaksanaan kegiatan sosial secara rutin
necessities, and periodic social support activities, the program not atau berkala | Implementation of social
only delivers direct assistance but also fosters social awareness and activities on a regular or periodic basis
community solidarity. Monitoring and evaluations are conducted so • Terjalinnya hubungan harmonis antara
that the program is implemented effectively, reaches the intended perusahaan dan masyarakat | Strengthened
beneficiaries, and generates sustainable social impact. harmonious relations between the
Company and the community
• Terciptanya dampak sosial positif yang
berkelanjutan di lingkungan sekitar
Creation of sustainable positive social
impacts in the surrounding environment
PT Chandra Daya Investasi Tbk 109
Page 110
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Bantuan 600 Paket Sembako untuk Ojol & Masyarakat Tidak Mampu
Distribution of 600 Basic Food Packages for Ride-Hailing Drivers and
Underprivilaged Communities
Keterbatasan akses terhadap kebutuhan pangan masih menjadi
Penerima Manfaat
tantangan bagi sebagian pengemudi ojek daring dan masyarakat tidak
Beneficiaries
mampu di wilayah sekitar operasional. Kondisi tersebut berpotensi
• Pengemudi ojek online (ojol) | Ride-hailing
meningkatkan tekanan ekonomi dan kerentanan sosial, khususnya
drivers
dalam pemenuhan kebutuhan dasar sehari-hari. Menjawab tantangan
• Masyarakat tidak mampu di wilayah sekitar
tersebut, CDI Group melalui KCE menyalurkan 600 paket sembako operasional | Underprivileged communities
melalui mekanisme pendataan dan verifikasi penerima manfaat, in the Group’s surrounding areas
pengadaan paket sembako, serta distribusi yang dilakukan secara
Capaian Program
langsung dan tepat sasaran dengan melibatkan komunitas ojol dan
Program Achievements
aparat setempat. Program ini memberikan dampak langsung berupa
terpenuhinya kebutuhan pangan jangka pendek bagi penerima • 600 paket sembako tersalurkan kepada
penerima manfaat | 600 basic food
manfaat, berkurangnya beban ekonomi kelompok rentan, serta
packages distributed to beneficiaries
terbangunnya solidaritas sosial dan hubungan yang lebih harmonis
• Pemenuhan kebutuhan pangan jangka
antara perusahaan dan masyarakat di wilayah operasional.
pendek bagi ojol dan masyarakat tidak
Limited access to basic food needs remains a challenge for some mampu | Fulfillment of short-term
food needs for ride-hailing drivers and
ride-hailing drivers and underprivileged communities in areas
underprivileged communities
surrounding the Company’s operations. This increases economic
• Pengurangan tekanan ekonomi kelompok
pressure and social vulnerability, particularly in meeting daily basic
rentan | Reduction of economic pressure
needs. In response to this challenge, CDI Group, through KCE, on vulnerable groups
distributed 600 basic food packages through a structured process • Penguatan solidaritas sosial dan hubungan
that included beneficiary data collection and verification, procurement harmonis perusahaan–masyarakat |
of food packages, and targeted distribution carried out directly in Strengthening social solidarity and
coordination with ride-hailing driver communities and local authorities. harmonious relations between the
This program provided immediate benefits by helping meet the short- Company and the community
term food needs of beneficiaries, reducing the economic burden
on vulnerable groups, and strengthening social solidarity as well as
harmonious relationships between the Company and communities in
its operational areas.
110 Laporan Keberlanjutan 2025 Sustainability Report
Page 111
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Bantuan Hewan Qurban bagi Masyarakat
Distribution of Sacrificial Animals to the Community
Dukungan terhadap ketahanan pangan dan solidaritas sosial
Penerima Manfaat
masyarakat di wilayah sekitar operasional diwujudkan melalui
Beneficiaries
penyaluran bantuan hewan qurban oleh CDI Group melalui RPU di
• Masyarakat di Kecamatan Puloampel
Kecamatan Puloampel dan Desa Mangunreja. Bantuan ini disalurkan
dan Desa Mangunreja | Communities in
dalam rangka peringatan Hari Raya Idul Adha. Program ini membantu
Puloampel Sub-district and Mangunreja
memenuhi kebutuhan pangan jangka pendek sekaligus memperkuat Village
hubungan sosial antara perusahaan dan masyarakat di sekitar wilayah • Warga di kampung sekitar wilayah
operasional. operasional | Residents of villages near
operational areas
Support for community food security and social solidarity in areas
surrounding the Company’s operations is carried out through the Capaian Program
distribution of sacrificial animals in commemoration of Eid al-Adha Program Achievements
by CDI Group through RPU in Puloampel sub-district and Mangunreja • Bantuan hewan qurban disalurkan kepada
Village. The program helps address short-term food needs while masyarakat | Distribution of sacrificial
strengthening social relations between the Company and communities animals to the community
around its operational areas. • 3 kampung di 2 desa menerima manfaat
program | 3 villages in 2 sub-districts
received program benefits
• Pemenuhan kebutuhan pangan jangka
pendek bagi penerima manfaat | Fulfillment
of short-term food needs for beneficiaries
• Penguatan solidaritas sosial dan hubungan
harmonis perusahaan dan masyarakat
Strengthening social solidarity and
harmonious relations between the
Company and the community
PT Chandra Daya Investasi Tbk 111
Page 112
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
PENDIDIKAN
E D U C AT I O N
Program Beasiswa Anak Asuh
Foster Child Scholarship Program
Komitmen terhadap peningkatan akses pendidikan diwujudkan
Penerima Manfaat
oleh CDI Group melalui pelaksanaan Program Beasiswa Anak
Beneficiaries
Asuh di Kota Cilegon. Program ini ditujukan bagi anak-anak dari
• Anak asuh dari keluarga kurang mampu
keluarga kurang mampu agar dapat melanjutkan pendidikan secara
Foster children from underprivileged
berkelanjutan sekaligus membangun kualitas sumber daya manusia
families
sejak dini. Melalui pemberian bantuan biaya pendidikan yang disertai • Orang tua/wali penerima manfaat | Parents/
pendampingan serta pemantauan perkembangan akademik dan guardians of beneficiaries
non-akademik, program ini tidak hanya membantu meringankan • Sekolah dan yayasan pendidikan di
beban ekonomi keluarga, tetapi juga mendorong peningkatan motivasi wilayah binaan | Schools and educational
belajar, kepercayaan diri, dan prestasi anak asuh. Pembinaan karakter foundations in the fostered areas
dan evaluasi berkelanjutan dilakukan untuk memastikan manfaat
Capaian Program
program dapat dirasakan secara jangka panjang. Program Achievements
CDI Group demonstrates its commitment to improving access to • Bantuan biaya pendidikan bagi anak asuh
education through its Foster Child Scholarship Program in Cilegon City. secara berkala | Periodic educational
The program reaches children from underprivileged families to support financial assistance for foster children
• Pendampingan dan monitoring
their education while fostering the development of human capital
perkembangan akademik dan non-
from an early stage. By providing educational financial assistance
akademik | Mentoring and monitoring of
accompanied by mentoring and monitoring of academic and non-
academic and non-academic development
academic progress, the program not only helps ease the economic • Penurunan risiko putus sekolah di wilayah
burden on families but also encourages greater learning motivation, binaan | Reduced risk of school dropouts in
self-confidence, and the academic achievement of the foster children. fostered areas
Character development and continuous evaluation are carried out to • Peningkatan kehadiran dan prestasi belajar
ensure that the benefits of the program can be sustained over the anak asuh | Improved attendance and
longer term. academic performance of foster children
• Penguatan motivasi dan kepercayaan
diri penerima manfaat | Strengthened
motivation and self-confidence among
beneficiaries
112 Laporan Keberlanjutan 2025 Sustainability Report
Page 113
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Evaluasi Kinerja [OJK F.24]
Performance Evaluation
Interaksi dengan masyarakat sekitar dilakukan secara Engagement with surrounding communities is held
rutin untuk memahami dampak sosial dari kegiatan regularly to understand the social impacts of the
usaha serta mengidentifikasi isu yang relevan di Group’s business activities and to identify issues
wilayah operasi. Keterlibatan ini dijalankan melalui relevant to the areas of operation. This engagement
komunikasi terbuka, diskusi rutin, dan pertemuan is conducted through open communication,
langsung dengan pemangku kepentingan lokal. regular discussions, and direct meetings with
Pendekatan tersebut memungkinkan pemahaman local stakeholders. This approach enables a better
yang lebih baik terhadap kebutuhan dan aspirasi understanding of community needs and aspirations,
masyarakat sekaligus menjadi dasar dalam mengelola while also serving as a basis for managing social
dampak sosial secara lebih terarah. impacts in a more targeted manner.
Sejalan dengan upaya evaluasi, Perseroan juga In line with these evaluation efforts, the Company
menyediakan mekanisme pengaduan masyarakat also provides a community grievance mechanism
yang dapat diakses melalui https://chandradaya- accessible through https://chandradaya-investasi.
investasi.com/id/governance/whistleblowing com/en/governance/whistleblowing as a channel
sebagai sarana bagi pemangku kepentingan untuk for stakeholders to submit feedback, complaints, or
menyampaikan masukan, keluhan, atau laporan reports related to alleged ethical violations, potential
terkait dugaan pelanggaran etika, potensi dampak environmental impacts, or social disturbances
lingkungan, maupun gangguan sosial yang berkaitan associated with Company operational activities. All
dengan kegiatan operasional. Seluruh pengaduan complaints are recorded, verified, and followed up by
dicatat, diverifikasi, dan ditindaklanjuti oleh unit the authorized unit in accordance with established
yang berwenang sesuai prosedur. CDI Group procedures, while maintaining the confidentiality of
berkomitmen untuk menjaga kerahasiaan identitas the complainant’s identity. As of the reporting year, no
pelapor. Hingga tahun pelaporan, tidak terdapat community complaints related to ethical, operational,
pengaduan masyarakat yang terkait dengan isu etika, environmental, or social issues were recorded. The
operasional, lingkungan, maupun sosial. Perseroan Company will continue to strengthen its grievance
akan terus memperkuat mekanisme pengelolaan management mechanism as part of its efforts to
pengaduan sebagai bagian dari peningkatan enhance transparency and stakeholder engagement.
transparansi dan keterlibatan pemangku kepentingan. [OJK F.24]
[OJK F.24]
PT Chandra Daya Investasi Tbk 113
Page 114
05 114 Laporan Keberlanjutan 2025 Sustainability Report
Page 115
Memperkuat Tata Kelola
dalam Mendukung
Keberlanjutan
Strengthening Governance for Sustainable Value
PT Chandra Daya Investasi Tbk 115
Page 116
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Tata Kelola Keberlanjutan
Sustainability Governance
Struktur dan Mekanisme Tata Kelola Perusahaan
Corporate Governance Structure and Mechanisms
Struktur tata kelola CDI Group terdiri atas tiga The corporate governance structure of CDI Group
organ utama, yaitu Rapat Umum Pemegang Saham comprises three main governing bodies, namely the
(RUPS), Dewan Komisaris, dan Direksi. Dalam sistem General Meeting of Shareholders (GMS), the Board
yang dianut, Dewan Komisaris menjalankan fungsi of Commissioners, and the Board of Directors. Under
pengawasan, sedangkan Direksi bertanggung jawab the governance system, the Board of Commissioners
atas pengurusan dan operasional perusahaan. performs the supervisory function, while the Board
Pemisahan peran antara Ketua Dewan Komisaris dan of Directors is responsible for Company management
Presiden Direktur telah ditetapkan dalam Pedoman and daily operations. The separation of roles between
dan Kode Etik Direksi dan Dewan Komisaris (Board the Chairperson of the Board of Commissioners and
Charter). [IDX G-03] the President Director is formally established in the
Board Charter and Code of Conduct for the Board of
Directors and Board of Commissioners. [IDX G-03]
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Struktur Penunjang Struktur Penunjang
Supporting Structure Supporting Structure
• Sekretaris Perusahaan
Komite Audit Corporate Secretary
Audit Committee
• Audit Internal
Internal Audit
116 Laporan Keberlanjutan 2025 Sustainability Report
Page 117
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Rapat Umum Pemegang Saham General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) merupakan The General Meeting of Shareholders (GMS) serves as
organ tertinggi yang menjadi wadah bagi pemegang the highest governing body of the Company, providing
saham untuk memperoleh informasi, menyampaikan a formal forum for shareholders to obtain information,
pandangan, serta mengambil keputusan strategis express their views, and make strategic decisions
terkait arah dan kinerja Perseroan. Dalam struktur regarding the Company’s direction and performance.
tata kelola, RUPS diikuti oleh Dewan Komisaris Within the governance structure, the GMS is attended
yang menjalankan fungsi pengawasan dan Direksi by the Board of Commissioners, which performs the
yang bertanggung jawab atas pengelolaan serta supervisory function, and the Board of Directors,
pengambilan keputusan operasional sehari-hari. which is responsible for the management and daily
Ketiga organ utama ini didukung oleh perangkat operational decision-making of the Company. These
tata kelola yang mencakup Kode Etik Chandra Daya three main governing bodies are supported by a
Investasi, Nilai Inti, Pedoman dan Kode Etik Direksi comprehensive governance framework, including
dan Dewan Komisaris, serta kebijakan operasional the Chandra Daya Investasi Code of Conduct, the
lainnya guna memastikan penerapan tata kelola Company’s Core Values, the Board Charter and Code
perusahaan yang baik. Pada tahun 2025, Perseroan of Conduct for the Board of Commissioners and Board
tidak menyelenggarakan RUPS secara fisik baik RUPS of Directors, as well as other operational policies to
Tahunan maupun RUPS Luar Biasa. ensure the effective implementation of good corporate
governance practices. In 2025, the Company did not
hold a physical GMS, Annual nor Extraordinary.
Dewan Komisaris Board of Commissioners
Dewan Komisaris berperan memberikan arahan The Board of Commissioners provides direction
dan rekomendasi kepada Direksi serta melakukan and recommendations to the Board of Directors and
pengawasan atas pelaksanaan kebijakan dan oversees the implementation of policies and business
kegiatan usaha agar berjalan sesuai dengan activities to ensure alignment with the Company’s
ketentuan Anggaran Dasar, peraturan perundang- Articles of Association, applicable laws and regulations,
undangan, dan prinsip tata kelola perusahaan yang and the principles of good corporate governance. The
baik. Pelaksanaan fungsi pengawasan tersebut execution of this supervisory function is supported
didukung oleh Komite Audit yang membantu by the Audit Committee, which assists in ensuring
memastikan efektivitas sistem pengendalian internal, the effectiveness of internal control systems, risk
manajemen risiko, serta kualitas pelaporan keuangan management, as well as the integrity of financial
dan kepatuhan. reporting and regulatory compliance.
Direksi Board of Directors
Direksi merupakan organ yang bertanggung The Board of Directors is the governing body fully
jawab penuh atas pengelolaan dan kepemimpinan responsible for the management and leadership
perusahaan sesuai dengan prinsip tata kelola of the Company in accordance with applicable
dan ketentuan yang berlaku. Tanggung jawab governance principles and regulatory requirements.
Direksi meliputi perumusan kebijakan, penetapan The responsibilities of the Board of Directors include
tujuan strategis, serta pengelolaan operasi untuk formulating policies, setting strategic objectives, and
memastikan seluruh aktivitas perusahaan selaras overseeing operations to ensure that all Company
dengan visi dan misi yang telah ditetapkan. activities are aligned with the established vision and
mission.
PT Chandra Daya Investasi Tbk 117
Page 118
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Kehadiran Direksi dan Komisaris Attendance of the Board of Directors
and Board of Commissioners
Pelaksanaan fungsi pengawasan dan pengelolaan The execution of supervisory and management
tersebut tecermin dari tingkat kehadiran Direksi dan functions is reflected in the attendance rate of the
Dewan Komisaris dalam rapat dewan. Kehadiran Board of Directors and the Board of Commissioners at
dalam rapat menjadi indikator penting keterlibatan board meetings. Meeting attendance is a key indicator
aktif masing-masing organ dalam pembahasan arah of the active involvement of each governing body in
strategis, pemantauan kinerja, serta pengambilan discussing strategic direction, monitoring performance,
keputusan perusahaan. Selama periode pelaporan, and making corporate decisions. During the reporting
Direksi mengikuti 11 rapat direksi dengan rata-rata period, the Board of Directors participated in 11 board
tingkat kehadiran sebesar 97%, sedangkan Komisaris meetings, with an average attendance rate of 97%,
menghadiri 4 rapat komisaris dengan rata-rata while the Board of Commissioners attended 4 board
kehadiran 83%. Partisipasi yang konsisten ini meetings, with an average attendance rate of 83%.
mencerminkan komitmen Direksi dan Komisaris dalam This consistent level of participation demonstrates
membahas arah strategis, memantau kinerja, serta the commitment of both the Board of Directors and
memastikan pengambilan keputusan dilakukan secara the Board of Commissioners to deliberating strategic
efektif dan bertanggung jawab. matters, overseeing performance, and ensuring that
decisions are made effectively and responsibly.
Rata-Rata Persentase Kehadiran Direksi/
Komisaris dalam Rapat Dewan
Uraian Jumlah Rapat Dewan
Average Attendance Percentage of the
Description Number of Board Meetings Board of Directors/Board of Commissioners
at Board Meetings
Jumlah Kehadiran Direksi di Rapat Dewan 11 rapat Direksi 97%
Total Attendance of the Board of Directors at 11 Board of Directors
Board Meetings meetings
Jumlah Kehadiran Komisaris di Rapat Dewan 4 rapat Komisaris 83%
Total Attendance of the Board of Commissioners 4 Board of Commissioners
at Board Meetings meetings
Keberagaman Komposisi Badan Tata Kelola
Diversity in the Composition of Governance Bodies
Keberagaman dalam komposisi badan tata kelola Diversity in the composition of the Company’s
merupakan bagian penting dalam mendukung governance bodies is a key element in supporting
pengambilan keputusan yang efektif dan berimbang. balanced and effective decision-making. The structure of
Struktur Direksi dan Komisaris dibentuk dengan the Board of Directors and the Board of Commissioners is
mempertimbangkan keberagaman latar belakang, established with consideration for diverse backgrounds,
pendidikan, pengalaman, keahlian, serta representasi education, professional experience, expertise, and
gender sekaligus memastikan penerapan prinsip gender representation, while ensuring the application of
independensi dalam fungsi pengawasan dan the principle of independence in carrying out supervisory
pengelolaan Perseroan. and management functions.
Pada tahun 2025, Dewan Komisaris terdiri atas enam In 2025, the Board of Commissioners consisted of six
anggota, termasuk dua Komisaris Independen yang members, including two independent Commissioners
berperan dalam memastikan pengawasan yang objektif who ensured objective and balanced oversight.
dan berimbang. Sementara itu, Direksi terdiri atas lima Meanwhile, the Board of Directors comprised five
anggota dengan keterwakilan satu Direktur perempuan members, including one female Director, reflecting the
sebagai upaya menghadirkan perspektif yang beragam Company’s effort to incorporate diverse perspectives
melalui keterwakilan satu gender. [IDX G-01] through gender representation. [IDX G-01]
118 Laporan Keberlanjutan 2025 Sustainability Report
Page 119
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Nominasi dan Remunerasi Dewan Komisaris dan Direksi [IDX G-06]
Nomination and Remuneration of the Board of Commissioners and Board of Directors
Proses nominasi anggota Direksi dan Dewan The nomination process for members of the Board
Komisaris dirancang untuk memastikan terpilihnya of Directors and the Board of Commissioners is
individu yang memiliki kompetensi, integritas, designed to ensure the selection of individuals with the
dan pengalaman yang sesuai dengan kebutuhan competencies, integrity, and experience aligned with
strategis serta arah jangka panjang Perseroan. the Company’s strategic needs and long-term direction.
Fungsi nominasi dilaksanakan oleh Dewan Komisaris The nomination function is carried out by the Board of
berdasarkan Board Charter yang berlaku dengan Commissioners in accordance with the prevailing Board
menyiapkan dan mengajukan rekomendasi calon Charter by preparing and submitting recommendations
anggota Direksi dan/atau Dewan Komisaris yang for candidates for the Board of Directors and/or the
memenuhi persyaratan kepada RUPS. Pelaksanaan Board of Commissioners who meet the required
fungsi ini mengacu pada ketentuan Peraturan qualifications to the GMS. This function refers to the
Otoritas Jasa Keuangan Nomor 34/POJK.04/2014 provisions of Financial Services Authority Regulation
tentang Komite Nominasi dan Remunerasi Emiten No. 34/POJK.04/2014 concerning the Nomination
atau Perusahaan Publik. and Remuneration Committee of Issuers or Public
Companies.
Pelaksanaan fungsi nominasi oleh Dewan Komisaris, Implementation of the nomination function by the
di antaranya: Board of Commissioners includes:
1. Menyusun komposisi dan proses nominasi 1. Formulating the composition and nomination
anggota Direksi dan/atau anggota Dewan process for members of the Board of Directors
Komisaris berdasarkan pemeriksaan yang and/or the Board of Commissioners based on
sewajarnya dan saksama atas latar belakang proper and thorough review of each nominee’s
masing-masing nominasi; background;
2. Menyusun kebijakan dan kriteria yang dibutuhkan 2. Establishing the policies and criteria required
dalam proses nominasi calon anggota Direksi dan/ in the nomination process for candidates for
atau calon anggota Dewan Komisaris; the Board of Directors and/or the Board of
Commissioners;
3. Melaksanakan evaluasi atas kinerja anggota 3. Conducting performance evaluations of members
Direksi dan/atau anggota Dewan Komisaris; of the Board of Directors and/or the Board of
Commissioners;
4. Menyusun program pengembangan kemampuan 4. Developing competency enhancement programs
anggota Direksi dan/atau anggota Dewan for members of the Board of Directors and/or the
Komisaris; dan Board of Commissioners; and
5. Menelaah dan mengusulkan calon yang memenuhi 5. Reviewing and proposing qualified candidates
syarat sebagai anggota Direksi dan/atau anggota for the Board of Directors and/or the Board of
Dewan Komisaris kepada Dewan Komisaris untuk Commissioners to the Board of Commissioners for
disampaikan kepada RUPS. submission to the GMS.
Dalam pelaksanaan fungsi tersebut, Perseroan juga In carrying out this function, the Company establishes
menetapkan kriteria bagi calon anggota Direksi criteria for candidates for the Board of Directors
sebagaimana diatur dalam Pedoman dan Kode Etik as stipulated in the Guidelines and Code Ethics of
Dewan Direksi (Board Charter). Anggota Direksi the BOD (Board Charter). Members of the Board of
merupakan perseorangan, baik Warga Negara Directors are individuals, either Indonesian citizens
Indonesia (WNI) maupun Warga Negara Asing (WNA), or foreign nationals, who at the time of appointment
yang pada saat diangkat dan selama masa jabatannya and throughout their term of office meet the following
memenuhi persyaratan sebagai berikut: requirements:
1. Memiliki akhlak, moral, dan integritas yang baik; 1. Possess good character, morals, and integrity;
2. Cakap melakukan perbuatan hukum; 2. Have the legal capacity to perform legal acts;
3. Dalam lima tahun sebelum pengangkatan dan 3. Within five years prior to appointment and during
selama menjabat: their tenure:
PT Chandra Daya Investasi Tbk 119
Page 120
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
a. Tidak pernah dinyatakan pailit; a. Have never been declared bankrupt;
b. Tidak pernah menjadi anggota Direksi dan/atau b. Have never served as a member of a Board
Dewan Komisaris yang dinyatakan bersalah of Directors and/or Board of Commissioners
menyebabkan suatu perusahaan dinyatakan found guilty of causing a company to be
pailit; declared bankrupt;
c. Tidak pernah dihukum karena melakukan c. Have never been convicted of a criminal
tindak pidana yang merugikan keuangan offense that causes financial loss to the state
negara dan/atau yang berkaitan dengan sektor and/or is related to the financial sector;
keuangan;
d. Tidak pernah menjadi anggota Direksi dan/ d. Have never served as a member of a Board of
atau Dewan Komisaris yang selama masa Directors and/or Board of Commissioners who,
jabatannya: during their tenure:
i. Tidak menyelenggarakan RUPS tahunan; i. Failed to convene an Annual General
Meeting of Shareholders (AGMS);
ii. Pertanggungjawabannya tidak diterima ii. Had their accountability report rejected by
oleh RUPS atau tidak memberikan the AGMS or failed to submit accountability
pertanggungjawaban kepada RUPS; to the AGMS;
iii. Menyebabkan perusahaan yang iii. Caused a company that obtained licenses,
memperoleh izin, persetujuan, atau approvals, or registrations from the
pendaftaran dari Otoritas Jasa Keuangan Financial Services Authority to violate
mengalami pelanggaran ketentuan; regulatory provisions;
iv. Tidak memenuhi kewajiban penyampaian iv. Failed to fulfill the obligation to submit
laporan tahunan dan/atau laporan annual reports and/or financial statements
keuangan kepada Otoritas Jasa Keuangan; to the Financial Services Authority;
4. Memiliki komitmen untuk mematuhi peraturan 4. Demonstrate a commitment to comply with
perundang-undangan yang berlaku; dan applicable laws and regulations; and
5. Memiliki pengetahuan dan/atau keahlian di bidang 5. Possess knowledge and/or expertise in fields
yang dibutuhkan oleh Perseroan. required by the Company.
Sejalan dengan fungsi nominasi, pengelolaan In line with the nomination function, remuneration
remunerasi diarahkan untuk memastikan keselarasan management is directed to align performance, role
antara kinerja, tanggung jawab jabatan, dan responsibilities, and the achievement of the Company’s
pencapaian tujuan strategis perusahaan. Sesuai strategic objectives. In accordance with POJK No.
dengan POJK No. 34/2014, fungsi remunerasi 34/2014, the remuneration function is carried out
dijalankan oleh Dewan Komisaris dengan dukungan by the Board of Commissioners with the support of
Komite Remunerasi. Perseroan telah membentuk the Remuneration Committee, which adopted the
Komite Remunerasi serta menetapkan Piagam Komite Remuneration Committee Charter as well as the
Remunerasi dan Pedoman serta Kode Etik Direksi Guidelines and Code of Conduct for the Board of
dan Dewan Komisaris pada 12 Maret 2025. Komite Directors and the Board of Commissioners on March 12,
Remunerasi bertugas memberikan rekomendasi 2025. The Remuneration Committee is responsible for
mengenai struktur, kebijakan, dan besaran providing recommendations on the structure, policies,
remunerasi Direksi dan Dewan Komisaris, dengan and amount of remuneration for the Board of Directors
mempertimbangkan kinerja, praktik remunerasi and the Board of Commissioners, taking into account
pada industri sejenis, kondisi keuangan, serta tujuan performance, remuneration practices in comparable
dan strategi jangka panjang Perseroan. Dalam industries, the Company’s financial condition, as well as
pelaksanaan tugasnya, Komite Remunerasi bertindak its long-term objectives and strategy. In carrying out its
secara independen dan bertanggung jawab kepada duties, the Remuneration Committee acts independently
Dewan Komisaris. and is accountable to the Board of Commissioners.
Remunerasi Direksi dan Dewan Komisaris ditetapkan The remuneration of the Board of Directors and the
melalui RUPS. Penetapan besaran gaji, honorarium, Board of Commissioners is determined through the
dan tunjangan lainnya (jika ada) dapat didelegasikan GMS. The determination of salaries, honoraria, and
kepada Dewan Komisaris sesuai dengan ketentuan other allowances (if any) may be delegated to the
yang berlaku. Board of Commissioners in accordance with the
applicable regulations.
120 Laporan Keberlanjutan 2025 Sustainability Report
Page 121
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Kompetensi Dewan Komisaris dan Direksi [IDX G-05]
Competencies of the Board of Commissioners and the Board of Directors
Penguatan kompetensi Dewan Komisaris dan Direksi Strengthening the competencies of the Board of
merupakan bagian dari upaya berkelanjutan untuk Commissioners and the Board of Directors forms
mendukung efektivitas pengelolaan dan pengawasan part of the Company’s ongoing efforts to enhance
Perseroan. Pengembangan kompetensi tidak hanya the effectiveness of management and oversight.
difokuskan pada dinamika industri infrastruktur dan Competency development is not only focused
energi, tetapi juga mencakup pemahaman terhadap on the dynamics of the infrastructure and energy
perkembangan regulasi, praktik tata kelola, serta industries, but also encompasses an understanding
isu-isu keberlanjutan yang relevan dengan kegiatan of regulatory developments, governance practices,
usaha. Sejalan dengan hal tersebut, CDI Group and sustainability issues relevant to the Company’s
menerapkan kebijakan yang mendorong peningkatan business activities. In line with this commitment,
kapasitas dan kapabilitas organ tata kelola secara CDI Group’s policies promote the continuous
berkelanjutan. enhancement of the capacity and capabilities of its
governing bodies.
Seluruh organ tata kelola yang terlibat dalam All governance bodies involved in strategic decision-
pengambilan keputusan strategis dan pengelolaan making and the management of ESG aspects are
aspek ESG didorong untuk memiliki kompetensi, encouraged to possess adequate competencies,
keterampilan, dan pengalaman yang memadai. skills, and experience. Competency enhancement is
Peningkatan kompetensi tersebut dilakukan melalui carried out through participation in various training
partisipasi dalam berbagai pelatihan, seminar, dan programs, seminars, and knowledge transfer
program transfer pengetahuan yang disesuaikan initiatives tailored to their respective roles and
dengan peran dan tanggung jawab masing-masing. responsibilities. These efforts aim to ensure that the
Upaya ini bertujuan untuk memastikan bahwa Dewan Board of Commissioners and the Board of Directors
Komisaris dan Direksi memiliki pemahaman yang maintain a comprehensive understanding of how
komprehensif dalam mengintegrasikan pertimbangan to integrate sustainability considerations into the
keberlanjutan ke dalam strategi dan operasional Company’s strategy and operations. [OJK E.2]
Perseroan. [OJK E.2]
Jenis Pelatihan dan Materi Waktu dan Tempat Pelaksanaan Penyelenggara
Types of Training and Materials Time and Venue Organizer
Managing Forex Risks & Exposure Bali, 25-26 Juli 2025 Lembaga Pengembangan Perbankan
Bali, July 25–26, 2025 Indonesia (LPPI)
Mandiri Investment Forum (MIF) Jakarta, 10-14 Februari 2025 PT Bank Mandiri (Persero) Tbk
Jakarta, February 10–14, 2025
Singapore International Energy Week Singapura, 27 Oktober 2025 Energy Market Authority
(SIEW) 2025 Singapore, October 27, 2025
Asian Downstream Summit (ADS) 2025 Singapura, 29-30 Oktober 2025 Clarion Events Pte Ltd
Singapore, October 29–30, 2025
Abu Dhabi Investment (ADI) Summit 2025 Abu Dhabi, 17-18 Juni 2025 Abu Dhabi Projects and Infrastructure
Abu Dhabi, June 17-18 2025 Centre
Clifford Capital Inaugural Investor Singapura, Desember 2025 Clifford Capiral
Conference 2025 Singapore, December 2025
PT Chandra Daya Investasi Tbk 121
Page 122
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Evaluasi Kinerja Badan Tata Kelola Tertinggi [IDX G-04]
Performance Evaluation of the Highest Governance Bodies
Evaluasi kinerja Direksi dan Dewan Komisaris Evaluation of the Board of Directors and the Board
dilakukan sebagai bagian dari penerapan tata kelola of Commissioners is conducted as good corporate
perusahaan yang baik (GCG) untuk memastikan governance (GCG) to maintain the effectiveness of
efektivitas pengelolaan dan pengawasan Perseroan. the Company’s management and oversight functions.
Berdasarkan Board Charter, Dewan Komisaris melalui In accordance with the Board Charter, the Board of
fungsi nominasi menjalankan fungsi evaluasi kinerja Commissioners, through its nomination function,
dengan melakukan penilaian terhadap anggota carries out the performance evaluation by assessing
Direksi dan/atau Dewan Komisaris menggunakan members of the Board of Directors and/or the Board
tolok ukur yang telah disusun sebagai bahan evaluasi. of Commissioners using established benchmarks as
the basis for evaluation.
Penilaian kinerja Dewan Komisaris dilakukan secara The performance of the Board of Commissioners
mandiri melalui mekanisme self-assessment tahunan is assessed independently through an annual self-
berdasarkan kriteria yang mengacu pada peraturan assessment mechanism based on criteria that refer
yang berlaku guna memastikan efektivitas fungsi to applicable regulations, in order to ensure the
pengawasan. Sementara itu, kinerja Direksi dievaluasi effectiveness of its supervisory function. Meanwhile,
setiap tahun melalui Corporate Scorecard yang the performance of the Board of Directors is evaluated
mencakup aspek ekonomi, lingkungan, dan sosial, annually through the Corporate Scorecard, which covers
serta melalui laporan kinerja yang disampaikan economic, environmental, and social aspects, as well as
kepada pemegang saham dan dibahas bersama through performance reports submitted to shareholders
Dewan Komisaris untuk memperoleh arahan dan and discussed with the Board of Commissioners to obtain
nasihat. Hasil evaluasi kinerja Dewan Komisaris dan direction and advice. The results of the performance
Direksi selanjutnya dilaporkan dalam RUPS sebagai evaluation of both the Board of Commissioners and
bagian dari Laporan Pengawasan Dewan Komisaris the Board of Directors are subsequently reported
untuk memperoleh persetujuan serta pembebasan at the GMS as part of the Board of Commissioners’
tanggung jawab atas periode yang dilaporkan. Supervisory Report to obtain approval and discharge of
responsibilities for the reported period.
Etika Bisnis
Business Ethics
Etika Bisnis dan Kode Etik [IDX G-07]
Business Ethics and Code of Conduct
Perseroan menyusun dan menetapkan Kode Etik The Company developed and established the CDI
CDI Group sebagai landasan utama dalam mengatur Group Code of Conduct as the primary foundation
perilaku etis, integritas, dan tanggung jawab seluruh for governing ethical behavior, integrity, and
insan perusahaan dalam menjalankan kegiatan the responsibility of all personnel in conducting
usaha. Kode etik ini berlaku bagi seluruh karyawan, company activities. The Code of Conduct applies to
Direksi, Dewan Komisaris, serta pihak terkait yang all employees, members of the Board of Directors,
bekerja sama dengan Perseroan dan ditetapkan the Board of Commissioners, and relevant parties
untuk memastikan seluruh aktivitas bisnis dijalankan working with the Company, and it is designed to
122 Laporan Keberlanjutan 2025 Sustainability Report
Page 123
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
secara legal, transparan, dan sejalan dengan prinsip make sure that all business activities are carried
tata kelola perusahaan yang baik. Kode etik tersebut out lawfully, transparently, and in alignment with
telah disetujui oleh Direksi dan ditinjau secara the principles of good corporate governance. CDI’s
berkala untuk memastikan kesesuaiannya dengan Code of Conduct has been approved by the Board
perkembangan regulasi dan standar etika yang of Directors and is reviewed periodically so that
berlaku. it is continually aligned with evolving regulatory
requirements and applicable ethical standards.
POKOK-POKOK KODE ETIK
CORE COMPONENTS OF THE CODE OF ETHICS
• Pedoman Umum Karyawan | The General Guidance
• Menghormati Hak Asasi Manusia dan Perlakuan yang Setara | Respect
Manusia dan
Keselamatan Human Rights and Equal Treatment
• Pelecehan di Tempat Kerja | Workplace Harassment
People and Safety
• Keselamatan, Kesehatan, dan Lingkungan | Safety, Health, and
Environment
Memerangi Praktik Suap,
Korupsi, dan Pencucian • Suap dan Korupsi | Bribery and Corruption
Uang • Konflik Kepentingan | Conflict of Interest
Fighting Bribery, • Hadiah dan Hiburan | Gifts and Entertainment
Corruption, and Money • Pencucian Uang | Money Laundering
Laundering Practices
• Ketaatan pada Hukum dan Aturan | Compliance with Laws and Regulations
Kegiatan Usaha
• Pengadaan Barang | Procurement of Goods
Business Activities
• Persaingan Sehat | Fair Competitions
Kegiatan Politik
Karyawan
• Aktivitas Politik Karyawan | Employees Political Activities
Employees Political
Activities
• Perlindungan Aset | Protection of Assets
Pengamanan • Kekayaan Intelektual CDI Group | Intellectual Properties of CDI Group
Informasi dan Aset • Fasilitas Teknologi Informasi (TI) dan Komunikasi | Information
Safeguarding Technology (IT) and Communication Facilities
Information and Assets • Data Pribadi | Personal Data
• Pengelolaan Catatan | Record Management
Komunikasi • Komunikasi Bisnis | Business Communication
Communication • Pengungkapan kepada Publik | Public Disclosure
Mekanisme Konsultasi
dan Pelaporan
• Kanal Pelaporan Pelanggaran | Whistleblower Channels
Consultation and
Reporting Mechanism
PT Chandra Daya Investasi Tbk 123
Page 124
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Kebijakan Antikorupsi, Antipenyuapan,
dan Antipencucian Uang [IDX G-07]
Anti-Corruption, Anti-Bribery, and Anti-Money Laundering Policy
Upaya pencegahan praktik korupsi dan penyuapan Efforts to prevent corrupt and bribery practices are
dilakukan melalui pelarangan tegas atas segala enforced through a strict prohibition of all forms of
bentuk suap, gratifikasi, kolusi, penipuan, serta bribery, gratuities, collusion, fraud, and abuse of
penyalahgunaan kewenangan dalam hubungan dengan authority in dealings with business partners and
mitra usaha maupun pejabat pemerintah. Seluruh government officials. All employees and relevant
karyawan dan pihak terkait tidak diperkenankan untuk parties are prohibited from soliciting, accepting,
meminta, menerima, menawarkan, atau memberikan offering, or providing anything of value that could
sesuatu yang bernilai yang dapat memengaruhi influence business decision-making or unlawfully
pengambilan keputusan bisnis atau mempercepat expedite bureaucratic processes. These provisions
proses birokrasi secara tidak sah. Ketentuan ini juga also establish clear limitations regarding the giving
menetapkan batasan yang jelas terkait pemberian and receiving of gifts, hospitality, and entertainment,
dan penerimaan hadiah, jamuan, dan hiburan yang which are permitted only within reasonable bounds
hanya diperbolehkan dalam batas kewajaran serta and must not create conflicts of interest or reciprocal
tidak menimbulkan konflik kepentingan atau kewajiban obligations. These standards are aligned with the
timbal balik selaras dengan Kode Etik CDI Group CDI Group Code of Conduct, which is the behavioral
yang menjadi pedoman perilaku bagi seluruh insan guideline for all Company personnel and related
Perseroan dan pihak terkait. parties.
Komitmen terhadap pencegahan pencucian uang The commitment to preventing money laundering
diwujudkan dengan memastikan seluruh transaksi is fulfilled by ensuring that all business transactions
bisnis dilakukan secara sah dan tidak melibatkan are conducted lawfully and do not involve funds
dana yang berasal dari tindak pidana. Karyawan dan derived from criminal activities. Employees and
pihak terkait diwajibkan menerapkan prinsip kehati- relevant parties are required to apply precautionary
hatian dalam menjalin hubungan bisnis termasuk principles in establishing business relationships,
melalui proses identifikasi dan verifikasi pihak including through the identification and verification
ketiga serta pengenalan terhadap indikasi transaksi of third parties and the recognition of indications
yang tidak wajar. Setiap dugaan pelanggaran of unusual transactions. Any suspected violations
terhadap kebijakan antikorupsi, antipenyuapan, of the anti-corruption, anti-bribery, and anti-money
dan antipencucian uang dapat disampaikan melalui laundering policies may be reported through the
mekanisme konsultasi dan pelaporan (whistleblower established consultation and reporting mechanisms
channels). (whistleblower channels).
Whistleblowing Channels
Whistleblowing Channels
Sebagai bagian dari komitmen terhadap integritas As part of its commitment to integrity and the
dan penerapan tata kelola perusahaan yang implementation of good corporate governance, the
baik, Perseroan menyediakan kanal pelaporan Company provides a whistleblowing channel through
pelanggaran (whistleblowing channel) melalui its official website, which may be used by employees
situs web resmi. Kanal ini dapat digunakan oleh as well as external parties to report suspected
karyawan maupun pihak eksternal untuk melaporkan violations of the Code of Conduct, Company policies,
dugaan pelanggaran terhadap kode etik, kebijakan and applicable laws and regulations. This mechanism
perusahaan, serta peraturan perundang-undangan is designed to promote a culture of transparency,
yang berlaku. Mekanisme ini dirancang untuk accountability, and responsibility across all business
mendorong budaya keterbukaan, akuntabilitas, dan activities.
tanggung jawab dalam seluruh aktivitas usaha.
124 Laporan Keberlanjutan 2025 Sustainability Report
Page 125
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Kanal Pelaporan Pelanggaran
Whistleblowing Channels
https://chandradaya-investasi.com/id/governance/whistleblowing
https://chandradaya-investasi.com/en/governance/whistleblowing
Setiap laporan yang diterima akan ditindaklanjuti Every report received is followed up in a professional
secara profesional dan objektif sesuai dengan and objective manner in accordance with applicable
ketentuan yang berlaku dengan jaminan kerahasiaan provisions, with assured confidentiality and protection
dan perlindungan bagi pelapor sebagai bagian dari for the whistleblower. This approach is part of
upaya menjaga integritas, reputasi, dan keberlanjutan the Company’s efforts to safeguard its integrity,
usaha jangka panjang. reputation, and long-term business sustainability.
Perilaku Profesional dan Persaingan Sehat [IDX G-08, G-09]
Professional Conduct and Fair Competition
Penerapan perilaku profesional dan persaingan Professional conduct and fair business competition is
usaha yang sehat menjadi fondasi penting dalam a fundamental pillar in ensuring equitable treatment
memastikan perlakuan yang adil bagi seluruh for all shareholders. All members of the Board
pemegang saham. Seluruh Direksi, Dewan Komisaris, of Directors, the Board of Commissioners, and
dan karyawan diwajibkan menjunjung tinggi integritas employees are required to uphold integrity and are
serta dilarang memanfaatkan informasi yang strictly prohibited from using confidential or non-
bersifat rahasia atau belum tersedia untuk umum public information for personal gain. This principle
guna memperoleh keuntungan pribadi. Prinsip ini is applied so that no party gains undue advantage
diterapkan untuk memastikan bahwa tidak terdapat through access to internal information, while also
pihak yang diuntungkan secara tidak wajar melalui safeguarding the trust of shareholders and other
akses terhadap informasi internal, sekaligus menjaga stakeholders.
kepercayaan pemegang saham dan pemangku
kepentingan lainnya.
PT Chandra Daya Investasi Tbk 125
Page 126
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Sejalan dengan komitmen tersebut, pencegahan In line with this commitment, preventing conflicts of
konflik kepentingan diterapkan untuk menjaga interest safeguards independence and objectivity
independensi dan objektivitas dalam pengambilan in decision-making. Pursuant to the Board Charter,
keputusan. Berdasarkan Board Charter, Direksi the Board of Directors is, in principle, authorized to
pada prinsipnya memiliki kewenangan untuk represent the Company both in and out of court, and
mewakili Perseroan, baik di dalam maupun di luar to carry out management functions in accordance
pengadilan, serta menjalankan fungsi kepengurusan with the Articles of Association. However, such
dan kepemilikan sesuai Anggaran Dasar. Namun, authority is restricted under certain circumstances,
kewenangan ini dikecualikan dalam kondisi tertentu, including when legal proceedings involve the relevant
termasuk apabila terdapat proses hukum dengan Director or when a conflict of interest arises between
anggota Direksi yang bersangkutan atau ketika terjadi the Company and the Director concerned. These
benturan kepentingan antara perusahaan dan Direktur limitations are intended to ensure that all decisions
terkait. Pembatasan tersebut bertujuan memastikan and business actions are conducted transparently,
setiap keputusan dan tindakan bisnis dilakukan free from personal interests, and aligned with the best
secara transparan, bebas dari kepentingan pribadi, interests of the Company as a whole.
serta berorientasi pada kepentingan Perseroan
secara keseluruhan.
Dalam menjalankan kegiatan usaha, prinsip In conducting its business activities, the Company
persaingan yang kuat, tetapi adil senantiasa consistently upholds the principle of robust
dijunjung tinggi dengan menolak praktik monopoli, yet fair competition by rejecting monopolistic
kolusi, kartel, serta bentuk persaingan tidak sehat practices, collusion, cartels, and other forms of
lainnya. Seluruh aktivitas bisnis dilaksanakan unfair competition. All business activities are
berdasarkan prinsip kewajaran dan kelaziman carried out in accordance with the arm’s length
usaha (arm’s length principle), disertai kewajiban principle, accompanied by the obligation to maintain
menjaga kerahasiaan informasi dan menghindari confidentiality of information and to avoid any abuse
penyalahgunaan kewenangan. Pendekatan ini tidak of authority. This approach is intended not only to
hanya bertujuan mendukung iklim usaha yang sehat, support a healthy business environment, but also to
tetapi juga memperkuat tata kelola perusahaan serta strengthen corporate governance and ensure the
keberlanjutan usaha jangka panjang. Company’s long-term business sustainability.
Pelibatan Pemangku Kepentingan [OJK E.4]
Stakeholder Engagement
Keterlibatan pemangku kepentingan merupakan Stakeholder engagement is an essential component
bagian penting dalam penerapan keberlanjutan CDI of CDI Group’s sustainability practices, ensuring
Group untuk memastikan keselarasan antara kegiatan alignment between business activities, stakeholder
usaha, ekspektasi pihak terkait, dan dinamika expectations, and the dynamics of the operating
lingkungan operasional. Perseroan secara aktif environment. The Company actively fosters
membangun dialog melalui berbagai mekanisme dialogue through various relevant communication
komunikasi dan interaksi yang relevan, serta telah and engagement mechanisms and has identified
mengidentifikasi pemangku kepentingan yang stakeholders who have direct and indirect impacts on
memiliki dampak langsung maupun tidak langsung its business activities.
terhadap kegiatan usaha.
126 Laporan Keberlanjutan 2025 Sustainability Report
Page 127
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Pemangku Kepentingan Metode Pelibatan
Stakeholder Engagement Method
Karyawan • Survei pelibatan karyawan | Employee engagement surveys
Employees • Pelatihan dan lokakarya | Trainings and workshops
• Penilaian kinerja | Performance evaluations
Pemegang Saham • Rapat Umum Pemegang Saham (RUPS) | General Meeting of Shareholders (GMS)
dan Investor • Paparan publik | Public exposes
Shareholders and • Investor day
Investors • Bondholder club
Pemerintah • Pertemuan langsung | Direct meetings
Government • Diskusi publik | Public discussions
• Kunjungan kerja | Site visits
Pemasok • Rapat | Meetings
Suppliers • Audit pemasok | Audits
• Diskusi industri | Industry discussions
• Proses pengadaan barang dan jasa yang transparan | Transparent goods and
services procurement processes
Kompetitor • Informasi di media | Media information
Competitors • Keikutsertaan dalam asosiasi | Participation in associations
Pelanggan • Layanan pelanggan | Customer service
Customers • Survei | Survey
• Kepuasan pelanggan | Customer satisfaction surveys
• Diskusi pengembangan produk | Product development discussions
Masyarakat • Community development
Sekitar • Community awareness
Surrounding • Sosialisasi | Socializations
Communities • Penyuluhan | Counseling
• Pelatihan | Trainings
Lembaga Swadaya • Sosialisasi | Socializations
Masyarakat • Penyedia informasi | Provision of Information
Non-Governmental
Organizations
Media • Rilis pers | Press releases
Media • Paparan publik | Public exposés
• Penyediaan informasi | Information provision
Industri Sekitar • Koordinasi keselamatan kawasan (mutual aid) | Area safety coordination (mutual aid)
Surrounding • Joint emergency drill | Joint emergency response drills
Industries
Asosiasi Industri • Pertemuan | Meetings
Industry • Kemitraan strategis | Strategic partnerships
Associations
Asosiasi Profesional • Pertemuan | Meetings
Professional • Kemitraan strategis | Strategic partnerships
Associations
Perguruan Tinggi • Beasiswa | Scholarships
Universities • Konsultasi | Consultations
• Kolaborasi studi | Collaborative studies
Badan Sertifikasi • Asesmen | Assessments
Certification Bodies • Audit penerapan standar dan sistem | Audits of standard and system
implementation
PT Chandra Daya Investasi Tbk 127
Page 128
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Keterlibatan Kebijakan Publik
dan Keanggotaan Asosiasi
Public Policy Engagement and Association Membership
Keterlibatan dalam kebijakan publik dilakukan secara Engagement in public policy is carried out
bertanggung jawab dengan tetap mengedepankan responsibly, while upholding full compliance with
kepatuhan terhadap peraturan perundang-undangan applicable laws and regulations. Every interaction
yang berlaku. Setiap interaksi dengan pemangku with public stakeholders is focused on fulfilling
kepentingan publik difokuskan pada pemenuhan regulatory obligations and aligning business activities
kewajiban regulasi serta penyelarasan kegiatan usaha with national policy directions and relevant sectoral
dengan arah kebijakan nasional dan sektor terkait. frameworks.
Hingga periode pelaporan, keterlibatan eksternal As of the reporting period, external engagement
difokuskan pada pemenuhan kepatuhan dan was focused on regulatory compliance and the
pelaksanaan aktivitas operasional yang selaras implementation of operational activities aligned with
dengan prinsip keberlanjutan serta upaya mendukung sustainability principles, as well as efforts to support
aksi iklim. Informasi mengenai keanggotaan asosiasi climate action. Information regarding association
yang diikuti selama periode pelaporan disajikan pada memberships during the reporting period is presented
tabel berikut. [OJK C.5] in the following table. [OJK C.5]
Nama Asosiasi Deskripsi Asosiasi Jabatan Perusahaan
Association Name Association Description Company Position
Asosiasi Emiten Indonesia (AEI) Organisasi nirlaba yang beranggotakan perusahaan publik dan Anggota
Indonesian Public Listed emiten yang tercatat di Bursa Efek Indonesia Member
Companies Association (AEI) A non-profit organization consisting of public companies and
issuers listed on the Indonesia Stock Exchange
Asosiasi Perusahaan TPS dan Keterkinian informasi dan data serta peraturan perundangan Anggota
Tangki Timbun Banten (APT3B) terkait dengan Terminal Untuk Kepentingan Sendiri (TUKS) Member
Banten Association of Updates on information, data, and regulatory developments
Temporary Storage and Tank related to Terminal for Own Interest (TUKS)
Terminal Companies
Team Koordinasi Tanggap Koordinasi tanggap darurat di perusahaan sekitar Anggota
Darurat (TKTD) Emergency response coordination with neighboring companies Member
Emergency Response
Coordination Team (TKTD)
HRD forum Koordinasi CSR dan HRD di perusahaan sekitar Anggota
HRD forum Coordination of CSR and HR activities with neighboring Member
companies
Perkumpulan Pusat Logistik Keterkinian informasi, data, dan peraturan perundangan terkait Anggota
Berikat Indonesia (PPLBI) dengan PLB Member
Indonesian Bonded Logistics Updates on information, data, and regulatory developments
Center Association related to Bonded Logistics Center
Asosiasi Energi Surya Indonesia Forum komunikasi dan kerja sama untuk percepatan Anggota
(AESI) pemanfaatan energi surya di Indonesia Member
Indonesian Solar Energy (AESI) Communication and collaboration forum to accelerate the
utilization of solar energy in Indonesia
128 Laporan Keberlanjutan 2025 Sustainability Report
Page 129
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
Nama Asosiasi Deskripsi Asosiasi Jabatan Perusahaan
Association Name Association Description Company Position
Electrical Apparatus Service Organisasi dagang internasional untuk menjual barang dan jasa Anggota
Association (EASA) di bidang elektromekanikal Member
Electrical Apparatus Service An international trade organization for the marketing and sale
Association (EASA) of electromechanical goods and services
Masyarakat Ketenagalistrikan Organisasi stakeholder sebagai forum untuk menghasilkan Anggota
Indonesia pemikiran guna menumbuhkembangkan industri kelistrikan di Member
Indonesian Electricity Society Indonesia
A stakeholder organization serving as a forum to generate
ideas and initiatives to advance the development of Indonesia’s
electricity industry
Persatuan Pengusaha Forum komunikasi dan kerja sama dalam mendukung Anggota
Pelayaran Niaga Nasional pengembangan industri pelayaran niaga nasional di Indonesia Member
Indonesia (INSA) Communication and collaboration forum to support the
Indonesian National development of the national commercial shipping industry in
Shipowners’ Association (INSA) Indonesia
Pengadaan Berkelanjutan
Sustainable Procurement
Pengadaan berkelanjutan menjadi bagian integral Sustainable procurement forms an integral part of
dari strategi rantai pasok dengan mengintegrasikan the Company’s supply chain strategy by integrating
pertimbangan ESG ke dalam seluruh proses ESG considerations into all procurement processes.
pengadaan. Pendekatan ini diterapkan untuk This approach is to ensure that every procurement
memastikan bahwa setiap keputusan pengadaan decision not only supports operational needs, but
tidak hanya mendukung kebutuhan operasional, tetapi also aligns with sustainability principles, responsible
juga selaras dengan prinsip keberlanjutan, praktik business practices, and the empowerment of local
bisnis yang bertanggung jawab, serta pemberdayaan economies.
ekonomi lokal.
Dari sisi tata kelola, proses pengadaan dilaksanakan From a governance perspective, the procurement
secara transparan dan adil dengan memberikan process is conducted in a transparent and fair manner
perlakuan yang setara kepada seluruh calon pemasok by ensuring equal treatment for all prospective
tanpa memandang asal atau latar belakang. Seluruh suppliers, regardless of their origin or background.
mitra kerja diharapkan mematuhi Kode Etik CDI All business partners are expected to comply with
Group. Dalam proses pengadaan, Departemen the CDI Group Code of Conduct. The procurement
Kontrak dan Pengadaan bersama Komite Kontrak process is managed by the Contract and Procurement
berperan sebagai pengelola, sementara Direksi Department together with the Contract Committee,
bertindak sebagai pengawas. Sebelum mengikuti while the Board of Directors provides oversight. Prior to
proses tender, calon pemasok wajib melalui tahap participating in a tender process, prospective suppliers
prakualifikasi yang mencakup penilaian aspek are required to undergo a prequalification stage, which
legalitas, sistem pengendalian mutu, kepatuhan includes an assessment of legal compliance, quality
keselamatan, serta pemenuhan persyaratan control systems, safety compliance, and the fulfillment
lingkungan dan sosial. of environmental and social requirements.
PT Chandra Daya Investasi Tbk 129
Page 130
Tentang Perusahaan Strategi Keberlanjutan Memperkuat Ketahanan Iklim dan Lingkungan Berkelanjutan
About the Company Sustainability Strategy Strengthening Climate Resilience and Environmental Sustainability
Jumlah Pemasok Lokal
Number of Local Suppliers
205
Pemasok Lokal
Local Suppliers
Selain Kode Etik CDI Group, dokumen lain yang wajib In addition to the CDI Group Code of Conduct,
dipatuhi oleh mitra adalah Rencana Keselamatan, another mandatory document for CDI’s business
Kesehatan, dan Lingkungan Kontraktor (Contractor partners is the Contractor Safety, Health, and
Safety, Health, and Environment Plan). Dokumen Environment Plan. This plan serves as a key
ini menjadi persyaratan utama untuk memastikan requirement to ensuring operational safety and to
keselamatan operasional dan meminimalkan dampak minimize any environmental impacts arising from
lingkungan dari aktivitas pengadaan. Mitra bisnis procurement activities. Business partners are
diwajibkan mematuhi peraturan lingkungan dan required to comply with applicable environmental
standar keselamatan yang berlaku, serta menjunjung regulations and safety standards, while upholding
tinggi penghormatan terhadap hak asasi manusia respect for human rights and fair treatment in
dan perlakuan yang adil di tempat kerja. Melalui the workplace. Through the implementation of
penerapan pengadaan berkelanjutan ini, rantai sustainable procurement practices, the supply chain
pasok diharapkan dapat mendukung operasional is expected to support safe, inclusive, and sustainable
yang aman, inklusif, dan berkelanjutan dalam jangka operations over the long term.
panjang.
Keamanan Informasi dan
Transformasi Digital
Information Security and Digital Transformation
Dalam perjalanan transformasi digital, keamanan In the course of its digital transformation journey,
informasi ditempatkan sebagai fondasi utama untuk information security is positioned as a fundamental
menjaga kepercayaan pelanggan dan keberlanjutan pillar to safeguard customer trust and business
usaha. Informasi dan sistem teknologi informasi sustainability. Information and information technology
diperlakukan sebagai aset strategis yang memerlukan systems are treated as strategic assets requiring
perlindungan menyeluruh terhadap aspek comprehensive protection in terms of availability,
ketersediaan, integritas, dan kerahasiaan. Pendekatan integrity, and confidentiality. This approach is
ini diterapkan untuk menjaga kepercayaan pelanggan, implemented to maintain customer trust, ensure
memastikan kepatuhan terhadap ketentuan yang compliance with applicable regulations, and protect
berlaku, serta melindungi reputasi dan daya saing the Company’s reputation and competitiveness amid
usaha di tengah meningkatnya risiko siber. increasing cyber risks.
Pengelolaan keamanan informasi didukung oleh Information security management is supported by
penerapan kebijakan teknologi informasi serta kebijakan information technology policies, as well as user access
130 Laporan Keberlanjutan 2025 Sustainability Report
Page 131
Memberdayakan Manusia dan Menciptakan Nilai Sosial Menguatkan Tata Kelola untuk Nilai Berkelanjutan
Empowering People and Creating Social Value Strengthening Governance for Sustainable Value
akses pengguna dan keamanan yang dirancang untuk and security policies designed to provide business
memastikan kelangsungan bisnis, membatasi akses tidak continuity, restrict unauthorized access, and protect
sah, dan melindungi privasi informasi pribadi. Penguatan the privacy of personal information. Security system
sistem pengamanan dilakukan melalui pengembangan strengthening is carried out through the Security
Security Operations Center (SOC) yang berfungsi Operations Center (SOC), which was developed
memantau infrastruktur teknologi informasi secara to proactively monitor the information technology
proaktif, memungkinkan identifikasi dini terhadap potensi infrastructure, enable early identification of potential
ancaman siber, serta mendukung respons yang cepat cyber threats, and support a swift and coordinated
dan terkoordinasi apabila terjadi insiden keamanan. response in the event of a security incident.
Tiga Komponen Fundamental Manajemen Keamanan Informasi
Three Fundamental Components of Information Security Management
Kerahasiaan | Confidentiality
1. Melindungi informasi yang sensitif dari akses atau pengungkapan yang tidak sah.
Protecting sensitive information from unauthorized access or disclosure.
Integritas | Integrity
2. Menjamin akurasi dan kelengkapan informasi serta hak intelektual dari perangkat lunak.
Ensuring the accuracy and completeness of information, as well as safeguarding the
intellectual property rights of software.
Ketersediaan | Availability
Memastikan bahwa informasi dan layanan penting hanya dapat diakses oleh pengguna saat
3. diperlukan.
Ensuring that information and critical services are accessible to authorized users when needed.
Sepanjang periode pelaporan, tidak terdapat pengaduan Throughout the reporting period, there were no
yang berdasar terkait pelanggaran privasi pelanggan substantiated complaints regarding customer privacy
termasuk kejadian kebocoran, pencurian, atau kehilangan violations, including incidents of data breaches,
data pelanggan. Kondisi ini mencerminkan efektivitas theft, or loss of customer data. This reflects the
penerapan kebijakan dan pengendalian keamanan effectiveness of the Company’s information security
informasi dalam mendukung transformasi digital yang policies and controls in supporting a secure,
aman, bertanggung jawab, dan berkelanjutan. responsible, and sustainable digital transformation.
PT Chandra Daya Investasi Tbk 131
Page 132
Tentang Laporan
About the Report
ENTITAS YANG TERMASUK DALAM
LAPORAN KEBERLANJUTAN
Entities Included in the Sustainability Report
Seluruh informasi terkait aspek lingkungan, sosial, All information related to environmental, social, and
dan tata kelola yang disajikan dalam laporan ini governance aspects presented in this report falls
berada dalam lingkup PT Chandra Daya Investasi within the scope of PT Chandra Daya Investasi Tbk
Tbk, serta anak usahanya, PT Krakatau Chandra and its subsidiaries, PT Krakatau Chandra Energi and
Energi dan PT Redeco Petrolin Utama. Sementara PT Redeco Petrolin Utama. Meanwhile, the entities
itu, entitas-entitas yang tercakup dalam laporan included in the consolidated financial statements are
keuangan konsolidasian disajikan sebagai berikut: presented as follows:
Persentase Kepemilikan Entitas Anak dan Perusahaan Asosiasi
Ownership Percentage of Subsidiaries and Associate Companies
Perusahaan Anak Langsung
Direct Subsidiary
PT Chandra Tirta Karian (CTK) PT Chandra Cold PT Chandra Investa PT Chandra
Chain (CCC) Prima (CIP) Environmental
Holding investasi, konsultasi
Solution (CES)
manajemen dan jasa Pengangkutan dan Perusahaan
pengelolaan air pergudangan investasi Holding & konsultasi
Investment holding, Transportation and Investment company Holding & consulting
management consulting and warehousing
water treatment
65% 80% 99.99% 99.99%
PT Chandra Samudera PT Krakatau Chandra PT Redeco Petrolin PT Chandra Shipping
Port (CSP) Energi (KCE) Utama (RPU) International (CSI)
Konsultasi manajemen Industri listrik Sewa tangki Angkutan laut
Management consulting Electrical industry Tanks lease Marine transportation
99.99% 70% 50.75% 100%
PT Marina Indah Chandra Industrial
Maritim (MIM) Infra Pte. Ltd. (CII)
Angkutan laut Perusahaan investasi
Marine transportation Investment company
100% 100%
132 Laporan Keberlanjutan 2025 Sustainability Report
Page 133
Perusahaan Anak Tidak Langsung
Indirect Subsidiary
PT Krakatau Sarana PT Chandra Cilegon Chandra Maritime PT Chandra Global
Energi (KSE) Port (CCP) International Pte. Ltd Maritim (CGM)
(CMI)
Penjualan bahan Pergudangan, Angkutan laut
bakar penyimpanan, dan Angkutan laut Marine transportation
Fuels sales layanan kepelabuhanan Marine transportation
Warehousing, storage,
and seaport service
99.99% 100% 100% 100%
Maritime Global PT Chandra Daya PT Chandra PT Wastewater
Shipping Pte. Ltd Warehouse (CDW2) Warehouse Cilegon Solution Indonesia
(CWC)
Pengangkutan dan Pergudangan dan Pengolahan air
pelayaran penyimpanan Pergudangan dan Water treatment
Shipping Warehousing and penyimpanan
transportation storage Warehousing and
services storage
100% 99.99% 99.99% 100%
Perusahaan Asosiasi
Direct Associate
PT Krakatau Tirta PT Krakatau Posco PT SCG Barito Blue Horizon Ship
Industri (KTI) Energy (KPE) Logistics Management Pte. Ltd
Industri pengelolaan Pembangkit listrik Jasa logistik Jasa manajemen
air Electrical generation Logistics services angkutan laut
Water management Ship management
industry services
49% 45% 51% 60%
PT Chandra Daya Investasi Tbk 133
Page 134
Tentang Laporan About the Report Perubahan Signifikan [OJK C.6] Significant changes • Resmi menjadi perusahaan tercatat yang sahamnya • Officially became a listed company with its shares diperdagangkan di Papan Pengembangan Bursa traded on the Development Board of the Indonesia Efek Indonesia (BEI) dengan kode saham "CDIA." Stock Exchange (IDX) under the ticker symbol “CDIA.” • Menggelar Penawaran Umum Perdana Saham • Conducted an initial public offering (IPO) on the (initial public offering/IPO) di BEI. IDX. Standar Penyusunan Laporan Reporting Standards • Peraturan Otoritas Jasa Keuangan (POJK) Nomor • OJK Regulation No. 51/POJK.03/2017 on the 51/POJK.03/2017 tentang Penerapan Keuangan Implementation of Sustainable Finance for berkelanjutan bagi Lembaga Jasa Keuangan, Financial Services Institutions, Issuers, and Public Emiten, dan Perusahaan Publik. Companies. • Surat Edaran Otoritas Jasa Keuangan (SEOJK) • OJK Circular Letter No. 16/SEOJK.04/2021 on the Nomor 16/SEOJK.04/2021 tentang Bentuk dan Isi Form and Content of Annual Reports of Issuers or Laporan Tahunan Emiten atau Perusahaan Publik. Public Companies. Siklus Pelaporan Reporting Cycle Setiap tahun Annual Kontak untuk Pertanyaan Mengenai Laporan Contact for Inquiries Regarding This Report corporatesecretary.cdi@capcx.com Assurance oleh Pihak Eksternal [OJK G.1] Independent Assurance Meskipun laporan ini belum melalui proses assurance Although this report has not undergone an independent oleh pihak independen, seluruh informasi yang external assurance process, all disclosed information diungkapkan telah ditelaah dan divalidasi secara has been reviewed and internally validated by internal oleh manajemen. management. 134 Laporan Keberlanjutan 2025 Sustainability Report
Page 135
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Profil Perusahaan
Company Profile
Skala Perusahaan [OJK C.3]
Company Scale
Kapitalisasi Satuan
2025 2024** 2023
Capitalization Unit
Total aset | Total assets US$ | US$ 1,743,832,107 1,080,538,718 916,193,195
Total ekuitas | Total equities US$ | US$ 1,135,936,976 752,180,585 682,503,259
Total liabilitas | Total liabilities US$ | US$ 607,895,131 328,358,133 233,689,936
Jumlah karyawan | Total employees orang | person 380 353 329
Jumlah lokasi operasional* unit 2 2 2
Total number of operational area*
Catatan | Note:
* Merupakan cakupan pelaporan yaitu KCE dan RPU | Represents the reporting scope, covering KCE and RPU
** Sejak pendirian Perseroan (11 bulan hingga Desember 2023) | Since the Company’s establishment (11 months to December 2023)
Ekonomi [OJK B.1, C.3]
Economic
Kinerja Usaha [OJK B.1, F.2]
Business Performance 148,032,595.00
102,254,765.00
75,765,791.00
Pendapatan
Revenue
(US$)
2023 2024 2025
127,788,841.00
Laba/rugi bersih 33,479,379.00
Net profit/loss
1,886,889.00
(US$)
2023 2024 2025
516,085
Kuantitas produksi listrik
139,763
Electricity production quantity 5,383
(MWh)
2023 2024 2025
PT Chandra Daya Investasi Tbk 135
Page 136
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Lingkungan
Environmental
Energi [OJK F.6] [IDX E-03]
Energi
Pilar Energi | Energy Pillar
Uraian | Description Satuan | Unit 2025 2024 2023
Total konsumsi energi dari sumber tak terbarukan GJ 51,646.00 1,212,588.45 4,437,864.05
Total energy consumption from non-renewable
sources
Listrik PLN | PLN electricity GJ 21,032.28 0.00** 0.00**
Gas | Gas GJ 30,613.72 1,212,588.45 4,437,864.05
Total konsumsi energi dari sumber terbarukan GJ 11,152.91 4,524.88 1,627.38
Total energy consumption from renewable sources
Pembangkit listrik tenaga surya (PLTS) GJ 11,152.91 4,524.88 1,627.38
Solar power plant (PLTS)
Total konsumsi energi | Total energy consumption GJ 62,798.91 1,217,113.33 4,439,491.43
Hasil produksi | Production quantity MWh 5,382.50 139,763.40 516,085.30
Intensitas energi | Energy intensity GJ/MWh 11.67 8.71 8.60
Catatan | Note:
* Perhitungan konsumsi listrik berdasarkan tagihan listrik PLN dengan menggunakan faktor konversi Kementerian ESDM (1 kWh = 0,0036 GJ) dan mengacu pada
Kebijakan Energi Nasional (PP No. 79 Tahun 2014). | Electricity consumption is calculated based on PLN electricity bills using the conversion factor from the
Ministry of Energy and Mineral Resources (1 kWh = 0.0036 GJ) and refers to the National Energy Policy (Government Regulation No. 79 of 2014).
* Perhitungan konsumsi energi langsung berdasarkan konsumsi bahan bakar, mengacu pada Permen ESDM No. 14 Tahun 2012, dengan faktor konversi energi
ESDM (gas = 1,055 GJ/MMBTU). | Direct energy consumption is calculated based on fuel consumption, referring to Ministry of Energy and Mineral Resources
Regulation No. 14 of 2012, using the ESDM energy conversion factor (gas = 1.055 GJ/MMBTU).
** Tidak terdapat data listrik pada tahun 2024 dan 2023 karena pembelian listrik tidak digunakan untuk kebutuhan internal, melainkan langsung dijual. | No electricity
data is available for 2024 and 2023 as electricity purchases were not used for internal consumption but were directly resold.
Uraian Satuan
2025 2024 2023
Description Unit
Total energi listrik yang dikonsumsi secara langsung MWh 11,224.80 18,927.00 35,585.40
Total amount of energy directly consumed
Total energi listrik yang dikonsumsi secara tidak MWh 0.00 120,836.40 480,499.90
langsung*
Total amount of electricity consumed indirectly*
Total konsumsi energi listrik MWh 11,224.80 139,763.40 516,085.30
Total electricity consumption
Catatan | Note:
* Energi listrik yang terjual oleh Perusahaan | Electricity sold by the Company
Uraian Satuan
2025 2024 2023
Description Unit
Total energi yang terjual pada perusahaan* GJ 0,00 435,011.04 1,729,799.64
Total energy sold by the company*
Catatan | Note:
* Energi yang terjual dari hasil produksi internal | Energy sold from internal production
136 Laporan Keberlanjutan 2025 Sustainability Report
Page 137
Pilar Pelabuhan dan Penyimpanan | Port and Storage Pillar
Uraian Satuan
2025 2024 2023
Description Unit
Total konsumsi energi dari sumber tak terbarukan GJ 1,866.55 1,688.19 1,605.40
Total energy consumption from non-renewable
sources
Listrik PLN | PLN electricity GJ 1,695.02 1,516.66 1,433.87
Solar | Solar fuel GJ 171.53 171.53 171.53
Total konsumsi energi dari sumber terbarukan GJ 7.80 7.80 7.80
Total energy consumption from renewable sources
Pembangkit listrik tenaga surya (PLTS) GJ 7.80 7.80 7.80
Solar power plant (PLTS)
Total konsumsi energi | Total energy consumption GJ 1,874.35 1,695.99 1,613.20
Catatan | Note:
* Perhitungan konsumsi listrik berdasarkan tagihan listrik PLN dengan menggunakan faktor konversi Kementerian ESDM (1 kWh = 0,0036 GJ) dan mengacu pada
Kebijakan Energi Nasional (PP No. 79 Tahun 2014). | Electricity consumption is calculated based on PLN electricity bills using the conversion factor from the
Ministry of Energy and Mineral Resources (1 kWh = 0.0036 GJ) and in accordance with the National Energy Policy (Government Regulation No. 79 of 2014).
* Perhitungan konsumsi energi langsung berdasarkan konsumsi bahan bakar, mengacu pada Permen ESDM No. 14 Tahun 2012, dengan faktor konversi energi ESDM
(gas = 1,055 GJ/MMBTU). | Direct energy consumption is calculated based on fuel consumption, referring to Ministry of Energy and Mineral Resources Regulation
No. 14 of 2012, using the ESDM energy conversion factor (gas = 1.055 GJ/MMBTU).
Emisi GRK [OJK F.11] [IDX E-01, E-02]
GHG Emissions
Pilar Energi | Energy Pillar
Emisi Cakupan 1 dan 2 | Scope 1 and 2 Emissions
Uraian Satuan
2025 2024 2023
Description Unit
Total Emisi Cakupan 1 | Total Scope 1 Emissions tCO2e 1,719.00 68,095.00 249,218.00
Emisi langsung dari pembakaran stasioner tCO2e 1,719.00 68,095.00 249,218.00
Direct emissions from stationary combustion
Emisi langsung dari pembakaran bergerak tCO2e N/A N/A N/A
Direct emissions from mobile combustion
Emisi langsung yang tidak terkendali tCO2e N/A N/A N/A
Direct fugitive emissions
Total Emisi Cakupan 2 | Total Scope 2 Emissions tCO2e 5,083.00 0 0
Emisi tidak langsung dari konsumsi listrik yang tCO2e 5,083.00 0 0
dibangkitkan | Indirect emissions from electricity
consumption generated
Total Emisi Cakupan 1 dan 2 tCO2e 6,802.00 68,095.00 249,218.00
Total Emissions from Scope 1 and 2
Intensitas Emisi Cakupan 1 dan 2 tCO2e/MWh 1.26.00 0.49 0.48
Emissions Intensity Scope 1 and 2
PT Chandra Daya Investasi Tbk 137
Page 138
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Pilar Pelabuhan dan Penyimpanan | Port and Storage Pillar
Emisi Cakupan 1 dan 2 | Scope 1 and 2 Emissions
Uraian Satuan
2025 2024 2023
Description Unit
Total Emisi Cakupan 1 | Total Scope 1 Emissions tCO2e 8.00 8.00 8.00
Emisi langsung dari pembakaran stasioner tCO2e 8.00 8.00 8.00
Direct emissions from stationary combustion
Emisi langsung dari pembakaran bergerak tCO2e N/A N/A N/A
Direct emissions from mobile combustion
Emisi langsung yang tidak terkendali tCO2e N/A N/A N/A
Direct fugitive emissions
Total Emisi Cakupan 2 | Total Scope 2 Emissions tCO2e 377.00 337.00 319.00
Emisi tidak langsung dari konsumsi listrik yang tCO2e 377.00 337.00 319.00
diimpor/dibeli | Indirect emissions from imported/
purchased electricity consumption
Total Emisi Cakupan 1 dan 2 tCO2e 385.00 345.00 327.00
Total Emissions from Scope 1 and 2
Uraian Satuan
2025 2024 2023
Description Unit
Emisi biogenik | Biogenic emissions tCO2e 4.00 4.00 4.00
Emisi Udara Lainnya [OJK F.11]
Other Air Emissions
Pilar Energi | Energy Pillar
Uraian Satuan
2025 2024 2023
Description Unit
SOₓ ton 0.00 1.63 3.19
NOₓ ton 2.30 21.34 26.25
Pilar Pelabuhan dan Penyimpanan | Port and Storage Pillar
Uraian Satuan
2025 2024 2023
Description Unit
SOₓ N/A N/A N/A
NOₓ N/A N/A N/A
138 Laporan Keberlanjutan 2025 Sustainability Report
Page 139
Air dan Efluen [OJK F.8, F.13] [IDX E-04]
Water and Effluent
Pilar Energi | Energy Pillar
Uraian Satuan
2025 2024 2023
Description Unit
Pengambilan air | Water Withdrawal megaliter 38.51 66.50 102.27
Air permukaan | Surface water megaliter 0.00 0.00 0.00
Air tanah | Groundwater megaliter 0.00 0.00 0.00
Air produksi | Production water megaliter 0.00 0.00 0.00
Air dari pihak ketiga | Third-party water megaliter 38.51 66.50 102.27
Pelepasan air ke badan air/air limbah megaliter 1.55 32.09 9.25
Discharge of water into water bodies / wastewater
Air permukaan | Surface water megaliter 0.00 0.00 0.00
Air tanah | Groundwater megaliter 0.00 0.00 0.00
Air laut | Seawater megaliter 1.55 32.09 9.25
Air produksi | Production water megaliter 0.00 0.00 0.00
Air dari pihak ketiga | Third-party water megaliter 0.00 0.00 0.00
Konsumsi air* | Water consumption* megaliter 38.51 66.50 102.27
Intensitas pengambilan air megaliter/MWh 0.00715 0.00048 0.00020
Water consumption intensity
Catatan | Note:
* Konsumsi air adalah jumlah air yang diambil dari suatu daerah aliran sungai, tetapi tidak dikembalikan ke daerah aliran sungai tersebut.
Water consumption is the volume of water withdrawn from a river basin that is not returned to the same basin.
Pilar Pelabuhan dan Penyimpanan | Port and Storage Pillar
Uraian Satuan
2025 2024 2023
Description Unit
Pengambilan air | Water Withdrawal megaliter 14.40 11.89 8.95
Air permukaan | Surface water megaliter 0 0 0
Air tanah | Groundwater megaliter 0 0 0
Air laut | Seawater megaliter 14.40 11.89 8.95
Air produksi | Production water megaliter 0 0 0
Air dari pihak ketiga | Third-party water megaliter 0 0 0
Pelepasan air ke badan air/air limbah megaliter 14.40 11.89 8.95
Discharge of water into water bodies / Wastewater
Air permukaan | Surface water megaliter 0 0 0
Air tanah | Groundwater megaliter 0 0 0
Air laut | Seawater megaliter 0 0 0
Air produksi | Production water megaliter 0 0 0
Air dari pihak ketiga | Third-party water megaliter 14.40 11.89 8.95
Konsumsi air* | Water consumption* megaliter 14.40 11.89 8.95
Catatan | Notes:
* Konsumsi air adalah jumlah air yang diambil dari suatu daerah aliran sungai, tetapi tidak dikembalikan ke daerah aliran sungai tersebut.
Water consumption is the volume of water withdrawn from a river basin that is not returned to the same basin.
PT Chandra Daya Investasi Tbk 139
Page 140
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Limbah [OJK F.13] [IDX E-05]
Waste
Pilar Energi | Energy Pillar
Uraian Metode Pengolahan Satuan
2025 2024 2023
Description Treatment Method Unit
Limbah B3* Dipergunakan kembali | Reused ton 0.00 0.00 0.00
Hazardous waste*
Daur ulang | Recycled ton 6.20 14.80 12.71
Insinerasi | Incinerated ton 21.32 4.03 2.52
Dilepaskan ke tanah setelah diolah ton 3.72 1.66 6.89
Release to land after treatment
Total ton 31.24 20.49 22.12
Intensitas limbah B3 ton/MWh 0.005804 0.000147 0.000043
Hazardous waste intensity
Daur ulang limbah B3 % 19.85 72.22 57.46
Recycled hazardous waste
Limbah Non-B3 Dipergunakan kembali | Reused ton 16.54 16.33 16.52
Non-hazardous waste
Dilepaskan ke tanah setelah diolah ton 13.67 9.39 5.47
Release to land after treatment
Total ton 30.21 25.72 21.99
Pemanfaatan limbah non-B3 % 54.75 63.49 75.13
Utilization of Non-hazardous Waste
Catatan | Note:
*Pengelolaan dilakukan oleh pihak ketiga berizin | Managed by a licensed third party
Pilar Pelabuhan dan Penyimpanan | Port and Storage Pillar
Limbah B3
Hazardous waste
(ton)
24.00
CAUTION
15.00
HAZARDOUS
WASTE
0.00
2023 2024 2025
Limbah Non-B3
Non-hazardous waste
(ton) 8.00 8.00 8.00
2023 2024 2025
140 Laporan Keberlanjutan 2025 Sustainability Report
Page 141
Biaya Program Pengelolaan Lingkungan [OJK F.4]
Environmental Management Program Cost
Pilar Energi | Energy Pillar
Uraian Satuan
2025 2024 2023
Description Unit
Biaya Program Pengelolaan Lingkungan Rp Juta 1,994.47 1,107.56 2,375.05
Environmental Management Program Cost Rp million
Pilar Pelabuhan dan Penyimpanan | Port and Storage Pillar
Uraian Satuan
2025 2024 2023
Description Unit
Biaya Program Pengelolaan Lingkungan Rp Juta 113.00 45.00 64.00
Environmental Management Program Cost Rp million
Sosial
Social
Kepegawaian
Employment
Indikator Keberagaman Karyawan | Employee Diversity Indicators [OJK C.3]
Laki-laki Perempuan
Male Female
(orang | person) (orang | person)
293 311 326
89.06% 88.10% 85.79%
36 10.94% 42 11.90% 54 14.21%
2023 2024 2025 2023 2024 2025
Catatan | Note :
Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026.
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026.
PT Chandra Daya Investasi Tbk 141
Page 142
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Komposisi Karyawan Berdasarkan Status Kepegawaian | Employee Composition Based on Employment
Status [OJK C.3]
Status Kepegawaian Jenis Kelamin
2025 2024 2023
Employment Status Gender
Karyawan tetap laki-laki | male 282 272 268
Permanent employees
perempuan | female 41 36 31
Karyawan non tetap laki-laki | male 44 39 25
Non-permanent employees
perempuan | female 13 6 5
Subtotal laki-laki | male 326 311 293
perempuan | female 54 42 36
Total 380 353 329
Catatan | Note :
Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026.
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026
Komposisi Karyawan Berdasarkan Wilayah Kerja | Employee Composition Based on Work Area [OJK C.3]
Status Kepegawaian Jenis Kelamin
2025 2024 2023
Employment Status Gender
Kantor Pusat laki-laki | male 33 28 10
Head Office
perempuan | female 20 11 5
Plant Site laki-laki | male 300 283 283
perempuan | female 27 31 31
Subtotal laki-laki | male 333 311 293
perempuan | female 47 42 36
Total 380 353 329
Catatan | Note :
Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026
Komposisi Karyawan Berdasarkan Kelompok Umur | Employee Composition Based on Age Group [OJK C.3]
Rentang Usia Entry-level Mid-level Senior-level Executive-level
(tahun) Satuan
Age Range Unit Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
(years)
Male Female Male Female Male Female Male Female
2025
18-24 orang 10 3 5 0 0 0 0 0
person
25-34 orang 81 9 23 6 2 2 0 1
person
35-44 orang 83 13 27 2 10 8 1 2
person
45-54 orang 39 5 18 0 6 0 8 1
person
≥55 orang 1 0 3 0 4 0 5 2
person
142 Laporan Keberlanjutan 2025 Sustainability Report
Page 143
Entry-level Mid-level Senior-level Executive-level
Rentang Usia Satuan
(tahun)
Unit Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Age Range
(years) Male Female Male Female Male Female Male Female
Subtotal orang 214 30 76 8 22 10 14 6
person
Total orang 244 84 32 20
person
2024
18-24 orang 10 3 4 0 0 0 0 0
person
25-34 orang 82 7 23 3 1 1 0 0
person
35-44 orang 81 13 30 2 9 7 1 1
person
45-54 orang 34 4 15 0 5 0 6 0
person
≥55 orang 1 0 2 0 2 0 5 1
person
Subtotal orang 208 27 74 5 17 8 12 2
person
Total orang 235 79 25 14
person
2023
18-24 orang 3 3 2 0 0 0 0 0
person
25-34 orang 85 5 16 3 2 0 0 0
person
35-44 orang 87 13 30 2 7 5 2 0
person
45-54 orang 32 4 11 1 5 0 2 0
person
≥55 orang 1 0 4 0 2 0 2 0
person
Subtotal orang 208 25 63 6 16 5 6 0
person
Total orang 233 69 21 6
person
Catatan | Note:
* Entry-level mencakup karyawan yang di bawah tingkat Superintendent dan Senior Engineer. | Entry-level includes employees below Superintendent and Senior
Engineer.
* Mid-level mencakup karyawan di tingkat Superitendent dan Senior Engineer. | Mid-level includes employees at Superintendent and Senior Engineer.
* Senior-level mencakup Section Manager (SM), Department Manager (DM), dan General Manager (GM). | Senior-level includes Section Managers (SM), Department
Managers (DM), and General Managers (GM).
* Executive-level mencakup Dewan Komisaris dan Direktur. | Executive-level includes the Board of Commissioners and Directors.
* Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026.
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026.
PT Chandra Daya Investasi Tbk 143
Page 144
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Komposisi Karyawan Berdasarkan Tingkat Pendidikan | Employee Composition Based on Education Level [OJK C.3]
Tingkat Pendidikan Jenis Kelamin
2025 2024 2023
Education Level Gender
SD laki-laki | male 2 2 2
Elementary School
perempuan | female 1 1 1
SMP laki-laki | male 2 2 2
Junior High School
perempuan | female 0 0 0
SMA laki-laki | male 111 109 112
Senior High School
perempuan | female 4 4 4
Akademi laki-laki | male 59 57 56
Academy
perempuan | female 4 5 7
S1 laki-laki | male 132 125 105
Bachelor
perempuan | female 37 25 20
S2 laki-laki | male 20 16 16
Master
perempuan | female 8 7 4
S3 laki-laki | male 0 0 0
Doctor
perempuan | female 0 0 0
Subtotal laki-laki | male 326 311 293
perempuan | female 54 42 36
Total 380 353 329
Catatan | Note :
Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026
Komposisi Karyawan Berdasarkan Tingkat Jenjang Jabatan | Employee Composition Based on
Position Level [OJK C.3]
Tingkat Jabatan Jenis Kelamin Satuan 2025 2024 2023
Position Level Gender Unit
Entry-level laki-laki | male total 214 208 207
% 88.43 88.51 89.22
perempuan | female total 28 27 25
% 11.57 11.49 10.78
Mid-level laki-laki | male total 76 74 64
% 88.37 93.67 91.43
perempuan | female total 10 5 6
% 11.63 6.33 8.57
Senior-level laki-laki | male total 22 17 16
% 68.75 68.00 76.19
perempuan | female total 10 8 5
% 31.25 32.00 23.81
144 Laporan Keberlanjutan 2025 Sustainability Report
Page 145
Tingkat Jabatan Jenis Kelamin Satuan 2025 2024 2023
Position Level Gender Unit
Executive-level laki-laki | male total 14 12 6
% 70.00 85.71 100.00
perempuan | female total 6 2 0
% 30.00 14.29 0.00
Subtotal laki-laki | male total 326 311 293
% 85.79 88.10 89.06
perempuan | female total 54 42 36
% 14.21 11.90 10.94
Total total 380 353 329
% 100.00 100.00 100.00
Catatan | Note :
Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026
Jumlah Karyawan Sementara | Number of Temporary Workers [IDX S-04]
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah pegawai perusahaan yang dipegang oleh kontraktor dan/ total 26 26 19
atau konsultan | The number of company employees managed
by contractors and/or consultants % 6.84 7.37 5.78
Catatan | Note :
Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026
Jumlah Karyawan Baru dan Pergantian Karyawan | Number of New Employees and Employee Turnover [IDX S-03]
2025 2024 2023
Uraian Jumlah Persentase Jumlah Persentase Jumlah Persentase
pegawai pegawai pegawai pegawai pegawai pegawai
Description Number of Number of
Number of Percentage of Percentage of Percentage of
employees employees employees
employees employees employees
(orang | (orang | (orang |
person) (%) person) (%) person) (%)
Jumlah pegawai resign/ 10 2.63 14 3.97 6 1.82
pemutusan hubungan kerja
Number of employees who
resigned/terminated
Jumlah pegawai baru/ 38 10.00 44 12.46 16 4.86
pengganti | Number of new/
replacement employees
Catatan | Note :
Jumlah karyawan yang disajikan merupakan total karyawan di tingkat CDI Group, yang telah dikonsolidasikan berdasarkan data terbaru per Maret 2026
The employee count represents the total number of employees at the CDI Group level, consolidated using the latest data as of March 2026
PT Chandra Daya Investasi Tbk 145
Page 146
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Pilar Energi
Energy Pillar
Pelatihan dan Pengembangan Karyawan | Employee Training and Development [IDX S-05]
190 200
Jumlah pegawai yang ikut serta
dalam program pelatihan
170
Total number of employees who
participated in training programs
(orang | person)
2023 2024 2025
Persentase jumlah pegawai 97.00 91.35 94.79
yang ikut serta dalam pelatihan
Percentage of employees who
participated in training programs
(%)
2023 2024 2025
Rata-rata jam
pelatihan per pegawai
Average training hours
per employee 2023 2024 2025
106 112 105
jam | hour jam | hour jam | hour
Rata-rata Jam Pendidikan dan Pelatihan Berdasarkan Jenis Kelamin | Average Education and Training Hours
based on Gender [IDX S-05]
Uraian Satuan
2025 2024 2023
Description Unit
Laki-laki | Male jam | hour 30 27 29
Perempuan | Female jam | hour 331 331 304
Total jam | hour 361 358 333
146 Laporan Keberlanjutan 2025 Sustainability Report
Page 147
Rata-rata Jam Pendidikan dan Pelatihan Berdasarkan Jenjang Jabatan | Average Education and Training
Hours based on Position Level [IDX S-05]
Uraian Satuan
2025 2024 2023
Description Unit
General Manager (GM) jam | hour - - 16
Department Manager (DM) jam | hour - - -
Section Manager (SM) jam | hour 48 4,672 4,296
Superintendent (SI) jam | hour 4,624 4,720 4,296
Supervisor (SPV) jam | hour 9,256 5,968 8,844
Operator jam | hour 4,256 4,720 4.440
Helper jam | hour 4,008 3,312 -
Pelatihan Karyawan Terkait ESG | Employee Training on ESG-Related Topics [OJK E.2, F.22]
Uraian Tanggal Pelatihan Satuan
2025
Description Training Date Unit
Training Refreshment 13 - 14 Mei 2025 jumlah peserta | amount participant 18
ISO 9001:2015, 14001:2015, May 13–14, 2025
jam pelatihan | training hours 24
37001:2016, 45001:2018, SMK3
mandays 8
Training perhitungan emisi GRK 01 - 02 Oktober 2025 jumlah peserta | amount participant 10
GHG emissions calculation October 1–2, 2025
jam pelatihan | training hours 24
training
mandays 8
Pilar Pelabuhan dan Penyimpanan
Port and Storage Pillar
Pelatihan dan Pengembangan Karyawan | Employee Training and Development [IDX S-05]
Uraian Satuan
2025 2024 2023
Description Unit
Rata-rata jam pelatihan per pegawai jam | hour 25 25 21
Average training hours per employee
Jumlah pegawai yang ikut serta dalam program pelatihan orang | person 74 71 59
Total number of employees who participated in training
programs
Persentase jumlah pegawai yang ikut serta dalam % 84.09% 85.54% 79.73%
pelatihan | Percentage of employees who participated in
training programs
Rata-rata Jam Pendidikan dan Pelatihan Berdasarkan Jenis Kelamin | Average Education and Training Hours
based on Gender [IDX S-05]
Uraian Satuan
2025 2024 2023
Description Unit
Laki-laki | Male jam | hour 488 512 176
Perempuan | Female jam | hour 13 20 18
Total jam | hour 501 532 194
PT Chandra Daya Investasi Tbk 147
Page 148
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Rata-rata Jam Pendidikan dan Pelatihan Berdasarkan Jenjang Jabatan | Average Education and Training
Hours based on Position Level [IDX S-05]
Uraian Satuan
2025 2024 2023
Description Unit
General Manager (GM) jam | hour 0 0 0
Department Manager (DM) jam | hour 0 16 24
Section Manager (SM) jam | hour 0 0 0
Superintendent (SI) jam | hour 0 0 0
Supervisor (SPV) jam | hour 416 344 104
Operator jam | hour 72 152 48
Helper jam | hour 0 0 0
Pelatihan Karyawan Terkait ESG | Employee Training on ESG-Related Topics [OJK E.2, F.22]
Uraian Tanggal Pelatihan Satuan
2025
Description Training Date Unit
Sosialisasi hasil pelatihan POPAL (penanggung 16 Juli 2025 jumlah peserta | amount 20
jawab operasional pengolahan air limbah) | July 16, 2025 participant
Socialization of POPAL (Person in Charge of
jam pelatihan | training hours 1
Wastewater Treatment Operations) Training
Outcomes mandays 1
Jumlah Kejadian Pelanggaran Hak Asasi Manusia | Number of Human Rights Violation Incidents [IDX S-07]
sia
n hak asasi manu
Jumlah pelanggara s
rights violat ion
Number of human
lations)
(pelanggaran | vio
2024
2025
0
0
2023
0
148 Laporan Keberlanjutan 2025 Sustainability Report
Page 149
Kesehatan dan Keselamatan Kerja
Occupational Health and Safety
Pilar Energi
Energy Pillar
Jumlah Kasus Kecelakaan Kerja (Karyawan dan Kontraktor) | Number of Work Accidents (Employees and
Contractor) [OJK F.21] [IDX S-06]
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah jam kerja | Number of working hours jam kerja | manhours 10,994,687.60 9,571,746.00 8,385,836.00
Jumlah kasus kecelakaan lost time kasus | case 0.00 0.00 0.00
Number of lost time accidents
Jumlah kasus kecelakaan perawat medis kasus | case 3.00 0.00 0.00
Number of accidents that require medical
treatment
Kecelakaan Kerja Karyawan | Employee Work Accidents [OJK F.21] [IDX S-06]
Uraian Satuan
2025 2024 2023
Description Unit
Kematian | Fatality kasus | case 0 0 0
Kecelakaan yang mengakibatkan hilangnya jam kasus | case 0 0 0
kerja (lost time) | Number of lost time accidents
Kecelakaan diri atau kecelakaan yang mendapat kasus | case 3 0 0
perawatan medis | Number of accidents that
require medical treatment
Tingkat kematian | Fatality rate per 1.000.000 jam kerja 0 0 0
per 1,000,000 manhours
Tingkat Lost Time Accident (LTA) per 1.000.000 jam kerja 0 0 0
Lost Time Accident (LTA) rate per 1,000,000 manhours
Injury Frequency Rate (IFR) per 1.000.000 jam kerja 0.27 0 0
per 1,000,000 manhours
Lost Time Case Rate (LTCR) per 200.000 jam kerja 0 0 0
per 200,000 manhours
Total Incident Rate per 200.000 jam kerja 0 0 0
per 200,000 manhours
Jumlah jam kerja | Number of manhours jam kerja | manhours 10,089,243.60 8,950,712.00 7,520,811.00
PT Chandra Daya Investasi Tbk 149
Page 150
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Kecelakaan Kerja Kontraktor | Contractor Work Accidents [OJK F.21] [IDX S-06]
Uraian Satuan
2025 2024 2023
Description Unit
Kematian | Fatality kasus | case 0 0 0
Kecelakaan yang mengakibatkan hilangnya jam kasus | case 0 0 0
kerja (lost time) | Number of lost time accidents
Kecelakaan diri atau kecelakaan yang mendapat kasus | case 0 0 0
perawatan medis| Number of accidents that
require medical treatment
Tingkat kematian | Fatality rate per 1.000.000 jam kerja 0 0 0
per 1,000,000 manhours
Tingkat Lost Time Accident (LTA) per 1.000.000 jam kerja 0 0 0
Lost Time Accident (LTA) rate per 1,000,000 manhours
Total Incident Rate per 200.000 jam kerja 0 0 0
per 200,000 manhours
Jumlah jam kerja | Number of manhours jam kerja | manhours 905,444 621,034 865,025
Pilar Pelabuhan dan Penyimpanan
Port and Storage Pillar
Jumlah Kasus Kecelakaan Kerja (Karyawan dan Kontraktor) | Number of Work Accidents (Employees and
Contractor) [OJK F.21] [IDX S-06]
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah jam kerja | Number of working hours jam kerja | manhours 963,626.00 659,821.00 312,502.00
Jumlah kasus kecelakaan lost time kasus | case 0.00 0.00 0.00
Number of lost time accidents
Jumlah kasus kecelakaan perawat medis kasus | case 0.00 0.00 0.00
Number of accidents that require medical
treatment
Kecelakaan Kerja Karyawan | Employee Work Accidents [OJK F.21] [IDX S-06]
Uraian Satuan
2025 2024 2023
Description Unit
Kematian | Fatality kasus | case 0.00 0.00 0.00
Kecelakaan yang mengakibatkan hilangnya jam kasus | case 0.00 0.00 0.00
kerja (lost time) | Number of lost time accidents
Kecelakaan diri atau kecelakaan yang mendapat kasus | case 0.00 0.00 0.00
perawatan medis | Number of accidents that
require medical treatment
Tingkat kematian | Fatality rate per 1.000.000 jam kerja 0.00 0.00 0.00
per 1,000,000 manhours
Tingkat Lost Time Accident (LTA) per 1.000.000 jam kerja 0.00 0.00 0.00
Lost Time Accident (LTA) rate per 1,000,000 manhours
150 Laporan Keberlanjutan 2025 Sustainability Report
Page 151
Uraian Satuan
2025 2024 2023
Description Unit
Injury Frequency Rate (IFR) per 1.000.000 jam kerja 0.00 0.00 0.00
per 1,000,000 manhours
Lost Time Case Rate (LTCR) per 200.000 jam kerja 0.00 0.00 0.00
per 200,000 manhours
Total Incident Rate per 200.000 jam kerja 0.00 0.00 1.20
per 200,000 manhours
Jumlah jam kerja | Number of manhours jam kerja 963,626.00 659,821.00 312,502.00
manhours
Kecelakaan Kerja Kontraktor | Contractor Work Accidents [OJK F.21] [IDX S-06]
Uraian Satuan
2025 2024 2023
Description Unit
Kematian | Fatality kasus | case 0.00 0.00 0.00
Kecelakaan yang mengakibatkan hilangnya jam kasus | case 0.00 0.00 0.00
kerja (lost time) | Number of lost time accidents
Kecelakaan diri atau kecelakaan yang mendapat kasus | case 0.00 0.00 0.00
perawatan medis | Number of accidents that
require medical treatment
Tingkat kematian | Fatality rate per 1.000.000 jam kerja 0.00 0.00 0.00
per 1,000,000 manhours
Tingkat Lost Time Accident (LTA) per 1.000.000 jam kerja 0.00 0.00 0.00
Lost Time Accident (LTA) rate per 1,000,000 manhours
Total Incident Rate per 200.000 jam kerja 0.00 0.00 0.00
per 200,000 manhours
Jumlah jam kerja jam kerja 875,712 206,780 47,270
Number of manhours manhours
Anggaran Dana CSR [OJK F.25] [IDX S-12]
CSR Budget
Pilar Energi | Energy Pillar
Uraian Satuan
2025 2024 2023
Description Unit
Anggaran Dana CSR | CSR Budget Rupiah 401,363,800 345,740,000 313,947,000
Pilar Pelabuhan dan Penyimpanan | Port and Storage Pillar
Uraian Satuan
2025 2024 2023
Description Unit
Anggaran Dana CSR | CSR Budget Rupiah 427,363,800 373,165,000 335,197,000
PT Chandra Daya Investasi Tbk 151
Page 152
Metrik Kinerja Keberlanjutaan
Sustainability Performance Metrics
Tata Kelola
Governance
Keberagaman Manajemen dan Independensi [IDX G-01]
Board Diversity and Independence
Jumlah Pihak Independen
Manajemen Perusahaan Laki-laki Perempuan
Number of Independent
Corporate Management Male Female Members
Komisaris | Commissioner 6 0 2
Direksi | Directors 4 1 0
Pengadaan [OJK B.1]
Procurement
Jumlah pemasok lokal
Number of local suppliers
(entitas | entity)
2023
2025
221
205
2024
178
Pelanggaran dan Pelaporan
Violations and Reporting
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah kasus pelanggaran yang dilaporkan kasus | case 0 0 0
Number of reported violations
Jumlah kasus pelanggaran yang terkonfirmasi kasus | case 0 0 0
Number of confirmed violation cases
152 Laporan Keberlanjutan 2025 Sustainability Report
Page 153
Indeks Laporan
Reporting Index
Daftar Pengungkapan Sesuai POJK No.51/POJK.03/2017 dan
SEOJK No.16/POJK.04/2021 [OJK G.4]
List of Disclosure Based on POJK No.51/POJK.03/2017 and SEOJK No.16/POJK.04/2021
Referensi SEOJK Pengungkapan Halaman
SEOJK Reference Disclosure Page
Surat Edaran No. A.1 Penjelasan Strategi Keberlanjutan | Explanation of Sustainability Strategy 6-9,
16/SEJK.04/2021 41-45
Circular Letter No. B.1 Aspek Ekonomi | Economic Aspects 11, 135, 152
16/SEOJK.04/2021
B.2 Aspek Lingkungan Hidup | Environmental Aspects 10
B.3 Aspek Sosial | Social Aspects 11
C.1 Visi, Misi, dan Nilai Keberlanjutan | Vision, Mission, and Sustainability Values 20-21
C.2 Alamat Perusahaan | Company Address 17
C.3 Skala Usaha | Scale of Business 17-18, 135,
141-145
C.4 Produk, Layanan, dan Kegisatan Usaha yang dijalankan 17
Products, Services, and Business Activities
C.5 Keanggotaan pada Asosiasi | Membership in Associations 128-129
C.6 Perubahan Organisasi Bersifat Signifikan | Significant Organizational Changes 134
D.1 Penjelasan Direksi | Director's Explanation 6-9
E.1 Penanggung Jawab Penerapan Keuangan Berkelanjutan 46
Responsible Party for Sustainable Finance Implementation
E.2 Pengembangan Kompetensi Terkait Keuangan Berkelanjutan 121,
Development of Sustainable Finance-related Competencies 147, 148
E.3 Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan 46,
Risk Assessment on Sustainable Finance Implementation 57-62
E.4 Hubungan Dengan Pemangku Kepentingan | Stakeholder Relations 126-127
E.5 Permasalahan Terhadap Penerapan Keuangan Berkelanjutan 6-9
Issues Related to Sustainable Finance Implementation
F.1 Kegiatan Membangun Budaya Keberlanjutan 40, 45
Activities in developing a Culture of Sustainability
F.2 Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, 37, 135
atau Investasi, Pendapatan dan Laba Rugi
Comparison of Production Targets and Performance, Portfolio, Financing
Targets or Investments, Revenue and Profit/Loss
F.3 Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi 37
pada Instrumen Keuangan atau Proyek yang Sejalan dengan
Keuangan Berkelanjutan | Comparison between Portfolio Targets and
Performance, Financing Targets, or Investments in Financial Instruments or
Projects Compatible with Sustainable Finance
F.4 Biaya Lingkungan Hidup | Environmental Costs 10, 141
F.5 Penggunaan Material yang Ramah Lingkungan 77
Use of Environmentally Friendly Materials
F.6 Jumlah dan Intensitas Energi yang Digunakan 136-137
Amount and Intensity of Energy Used
PT Chandra Daya Investasi Tbk 153
Page 154
Indeks Laporan
Reporting Index
Referensi SEOJK Pengungkapan Halaman
SEOJK Reference Disclosure Page
F.7 Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi 63-69
Terbarukan | Efforts and Achievements in Energy Efficiency and Renewable
Energy Use
F.8 Penggunaan Air | Water Use 72-73, 139
F.9 Dampak Dari Wilayah Operasional yang Dekat atau Berada di Daerah 76
Konservasi atau Memiliki Keanekaragaman Hayati | Impacts of Operational
Areas that Are Near or in Conservation Area or have Biodiversity
F.10 Usaha Konservasi Keanekaragaman Hayati | Efforts to Conserve Biodiversity 76
F.11 Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya 137-138
Amount and Intensity of Emissions Generated by Its Type
F.12 Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan 63-69,
Amount and Intensity of Emissions Generated by Its Type 73-74
F.13 Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis 74-75,
Amount of Waste and Effluent Produced by Type 139-140
F.14 Mekanisme Pengelolaan Limbah dan Efluen 74-75
Waste and Effluent Management Mechanism
F.15 Tumpahan yang Terjadi (jika ada) | Spills (if any) 71
F.16 Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan 71
Diselesaikan | Number and Material of Environmental Complaints Received
and Resolved
F.17 Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara 100
kepada Konsumen | Commitment to Providing Services for Equal Products
and/or Services to Consumers
F.18 Kesetaraan Kesempatan Bekerja | Equal Employment Opportunity 82-87
F.19 Tenaga Kerja Anak dan Tenaga Kerja Paksa | Child Labor and Forced Labor 89
F.20 Upah Minimum Regional | Regional Minimum Wage 85
F.21 Lingkungan Bekerja yang Layak dan Aman 91-99
Safe and Decent Working Environment
F.22 Pelatihan dan Pengembangan Kemampuan Pekerja 85-87,
Training and Development of Employee Skills 147, 148
F.23 Dampak Operasi Terhadap Masyarakat Sekitar 102-103
Operational Impacts on Surrounding Communities
F.24 Pengaduan Masyarakat | Community Complaints 113
F.25 Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) 104-112,
Corporate Social and Environmental Responsibility (CSR) Activities 151
F.26 Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan 100-101
Innovation and Sustainable Financial Product/Service Development
F.27 Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan 101-102
Evaluated Product/Service Safety for Customers
F.28 Dampak Produk/Jasa | Product/Service Impacts 100-101
F.29 Jumlah Produk yang Ditarik Kembali | Number of Products Recalled 101
154 Laporan Keberlanjutan 2025 Sustainability Report
Page 155
Referensi SEOJK Pengungkapan Halaman
SEOJK Reference Disclosure Page
F.30 Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan 102
Berkelanjutan | Customer Satisfaction Surveys on Sustainable Financial
Products and/or Services
G.1 Verifikasi Tertulis dari Pihak Independen | Written Verification from an 134
Independent Party (if any)
G.2 Lembar Umpan Balik | Feedback Form 156
G.3 Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya 156
Responses to Feedback on Previous Year's Sustainability Report
G.4 Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/ 153-155
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa
Keuangan, Emiten, dan Perusahaan Publik | List of Disclosures in Compliance
with the Financial Services Authority Regulation No. 51/POJK.03/2017
regarding the Implementation of Sustainable Finance for Financial Service
Institutions, Issuers, and Public Companies.
PT Chandra Daya Investasi Tbk 155
Page 156
Lembar Umpan Balik [OJK G.2, G.3]
Feedback Sheet
Laporan Keberlanjutan 2025 PT Chandra Daya Investasi Tbk menyajikan gambaran kinerja keuangan
dan kinerja keberlanjutan Perseroan. Mengingat laporan ini merupakan laporan keberlanjutan pertama
yang diterbitkan, Perseroan belum memiliki tanggapan atas laporan keberlanjutan tahun sebelumnya.
The 2025 Sustainability Report of PT Chandra Daya Investasi Tbk presents an overview of the Company’s
financial and sustainability performance. As this is the Company’s first Sustainability Report, there are no
responses to any previous sustainability report.
Seberapa besar Anda mau
merekomendasikan laporan
keberlanjutan ini untuk dibaca
oleh rekan atau sejawat Anda? 1 2 3 4 5 6 7 8 9 10
How likely would you
recommend this sustainability Sama sekali tidak Sangat merekomendasikan
report to be read by your Not at all Highly recommend
peers or colleagues?
Topik keberlanjutan
mana yang paling
menarik bagi Anda?
Which sustainability
topic is most interesting
to you?
Apakah informasi yang Anda
baca sudah cukup bagi Anda
untuk menarik kesimpulan? 1 2 3 4 5 6 7 8 9 10
Is the information you read
sufficient for you to draw Sama sekali tidak Sangat merekomendasikan
conclusions? Not at all Highly recommend
Apakah tampilan laporan ini
(tata letak, infografik, dan
elemen desain lainnya) cukup
menarik dan membantu saat
membaca? 1 2 3 4 5 6 7 8 9 10
Is the appearance of this
report (layout, infographics, Sama sekali tidak Sangat merekomendasikan
and other design elements) Not at all Highly recommend
interesting and helpful when
reading?
Saran dan masukan
Anda bagi laporan
kami selanjutnya.
Your input and
suggestion for our
next report.
156 Laporan Keberlanjutan 2025 Sustainability Report
Page 157
PT Chandra Daya Investasi Tbk 157
Page 158
2025 Laporan Keberlanjutan Sustainability Report Wisma Barito Pacific Tower A, Lantai 5 Jl. Let. Jend. S. Parman Kav. 62 - 63 Jakarta Barat 11410, Indonesia www.chandradaya-investasi.com
Names mentioned 68 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Theme Overview
· Direktur
p.4
unresolved
person
Glance
· President Director
p.4 ×2
unresolved
org
Tata Kelola
p.5
unresolved
person
Pesan
· Direktur
p.6
unresolved
org
PT Barito
p.8 ×2
unresolved
org
PT Barito Investa Prima
p.8
unresolved
org
PT Krakatau
p.8 ×4
unresolved
org
PT Krakatau Chandra
p.8
unresolved
org
PT Redeco Petrolin
p.8 ×3
unresolved
org
PT Redeco Petrolin Utama Penghargaan Keselamatan
p.12
unresolved
org
PT Krakatau Chandra Energi
p.12 ×6
unresolved
org
PT Redeco Petrolin Utama
p.12 ×4
unresolved
org
PT Krakatau Tirta Industri Penghargaan
p.12
unresolved
org
PT Krakatau Tirta Industri Penghargaan P
p.12
unresolved
org
PT Krakatau Tirta Industri
p.13 ×6
unresolved
org
PT SCG Barito
p.13 ×2
unresolved
org
PT Redeco
p.13
unresolved
org
PT Sertifikasi Sistem Manajemen
p.13
unresolved
org
Indonesia Stock Exchange
p.16 ×2
unresolved
org
Swasta
p.17
unresolved
org
PT Redeco Company Limited
p.22
unresolved
org
PT Krakatau Posco
p.22
unresolved
org
PT Chandra Shipping International
p.22 ×4
unresolved
org
PT Marina Indah Maritim
p.22 ×5
unresolved
org
PT Chandra Investa
p.23
unresolved
org
PT Panca Puri Perkasa
p.23
unresolved
org
PT Panca Puri
p.23
unresolved
org
PT Krakatau Posco Energy
p.26 ×2
unresolved
org
PT Krakatau Tirta Operasi
p.30 ×2
unresolved
org
PT Mitsubishi Chemical Indonesia INISIATIF
p.30
unresolved
org
PT MCCI
p.30 ×2
unresolved
org
PT Mitsubishi Chemical Indonesia
p.30
unresolved
org
Latinusa Tbk
p.30 ×11
unresolved
org
PT Latinusa Tbk’s WWTP
p.30
unresolved
org
PT Krakatau Steel UTAMA KEY ASSETS O
p.31
unresolved
org
PT Krakatau Blue Water
p.31 ×2
unresolved
org
M Co. Ltd.
p.31 ×2
unresolved
org
PT Krakatau Posco. A
p.31
unresolved
org
PT Krakatau Posco. WRP Krakatau Steel Building
p.31
unresolved
org
PT Redeco Petrolin Utama Operasi
p.32
unresolved
org
PT Chandra Chandra Shipping International
p.35
unresolved
org
PT Chandra Cold Chain
p.35 ×3
unresolved
org
PT Marina Indah Maritim. Melalui
p.35
unresolved
org
PT SCG Barito Logistics
p.36 ×2
unresolved
org
Financial Services Authority
p.37 ×5
unresolved
org
PT Mobil Anak Bangsa
p.68 ×2
unresolved
org
PT Krakatau Chandra Energi ISO
p.70
unresolved
org
PT Redeco Petrolin Utama ISO
p.70
unresolved
org
PT Krakatau Tirta Industri Sistem
p.70
unresolved
org
Bank Sampah Al Bustaniyah
p.75
unresolved
org
Tata Kelola Diversity
p.118
unresolved
org
Clarion Events Pte Ltd
p.121
unresolved
org
Tata Kelola Tertinggi
p.122
unresolved
person
Evaluation
· Komisaris
p.122
Extraction attempts how the parser did, and what it refused
Nothing structured was extracted from this document — the attempts below say why.
No extraction attempted yet.
Other files in this announcement 1
ESG2025-CDIA.pdf
done