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Rising Together
Shaping Higher
Sustainable Growth
Laporan Keberlanjutan
Sustainability Report
2025
PT Asuransi Tugu Pratama Indonesia Tbk PT Asuransi Tugu Pratama Indonesia Tbk
a member of PERTAMINA berizin dan diawasi oleh Otoritas Jasa Keuangan (OJK)
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Penjelasan Tema
Explanation of Theme
Tahun 2025 menjadi momentum penting The year 2025 marks a crucial milestone
bagi perjalanan keberlanjutan Tugu in Tugu Insurance’s sustainability
Insurance. Setelah beberapa tahun journey. After several years of focusing
berfokus pada penguatan fondasi tata on strengthening the foundations of
kelola, manajemen risiko, serta integrasi governance, risk management, and
prinsip Environmental, Social, and integrating Environmental, Social,
Governance (ESG) dalam proses bisnis and Governance (ESG) principles into
dan pengembangan produk, Perseroan its business process and product
kini memasuki fase untuk meningkatkan development, the Company is now
kualitas dan skala pertumbuhan yang entering a phase to improve the quality
berkelanjutan. and scale of its sustainable growth.
Tema “Rising Together, Shaping Higher The theme “Rising Together, Shaping
Sustainable Growth” mencerminkan Higher Sustainable Growth” reflects Tugu
komitmen Tugu Insurance untuk terus Insurance’s commitment to consistently
bertumbuh secara konsisten bersama growing together with stakeholders, while
para pemangku kepentingan, sekaligus actively playing a role in shaping more
berperan aktif dalam membentuk responsible and sustainable growth.
pertumbuhan yang lebih bertanggung “Rising Together” reflects Tugu Insurance’s
jawab dan berkelanjutan. Makna “Rising collaboration with policyholders, business
Together” menggambarkan kolaborasi partners, regulators, and the public in
Rising Together
Shaping Higher
Sustainable Growth
Tugu Insurance dengan pemegang polis, addressing various global challenges,
mitra bisnis, regulator, serta masyarakat such as climate change and transition to a
dalam menghadapi berbagai tantangan green economy. Through insurance product
global, seperti perubahan iklim dan development, Tugu Insurance strives to
transisi menuju ekonomi hijau. Melalui support a more resilient and sustainable
pengembangan produk asuransi, economic transformation.
Tugu Insurance berupaya mendukung
transformasi ekonomi yang lebih
tangguh dan berkelanjutan.
Sementara itu, “Shaping Higher Meanwhile, “Shaping Higher
Sustainable Growth” menegaskan Sustainable Growth” emphasizes that
bahwa pertumbuhan Perseroan tidak the Company’s growth is measured
hanya diukur dari kinerja bisnis, not only by business performance, but
tetapi juga dari kualitas tata kelola, also by the quality of its governance,
pengelolaan risiko yang prudent, serta prudent risk management, and tangible
kontribusi nyata bagi lingkungan dan contributions to the environment and
masyarakat. Komitmen ini tercermin society. This commitment is reflected in
melalui penguatan manajemen risiko, strengthened risk management, increased
peningkatan transparansi kinerja ESG, transparency of ESG performance, and
serta pelaksanaan program sosial the implementation of social programs
melalui inisiatif Bakti Tugu di bidang through Bakti Tugu initiative in the areas
lingkungan, pendidikan dan literasi of environment, education and financial
keuangan, kesehatan dan keselamatan, literacy, health and safety, and community
20 Laporan
Keberlanjutan
dan pemberdayaan masyarakat. Melalui
tema ini, Tugu Insurance menegaskan
empowerment. Through this theme,
Tugu Insurance affirms its commitment
25 Sustainability
Report
komitmennya untuk terus memperkuat
kinerja keberlanjutan, sekaligus
memberikan nilai tambah yang lebih
to continuously strengthening its
sustainability performance while providing
broader added value for policyholders, the
luas bagi pemegang polis, masyarakat, community, and the environment.
dan lingkungan.
PT Asuransi Tugu Pratama Indonesia Tbk Laporan Keberlanjutan 2025 Sustainability Report
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41 Budaya Perusahaan dan Tata Nilai 84 Strategi Anti-Fraud dan
Daftar Isi Perusahaan
Corporate Culture and Corporate
Whistleblowing System (WBS)
Anti-Fraud Strategy and
Table of Contents Values Whistleblowing System (WBS)
41 Budaya Pelayanan Perusahaan 87 Kepatuhan terhadap Hukum dan
Corporate Service Culture Peraturan
Compliance with Laws and
2 Penjelasan Tema 43 Skala Usaha
Regulations
Explanation of Theme Business Scale
88 Hubungan dengan Pemangku
3 Daftar Isi 48 Wilayah Operasional
Kepentingan
Table of Contents Operational Area
Stakeholder Engagement
50 Produk, Layanan, dan Kegiatan
90 Permasalahan dan Pengaruhnya
Strategi Keberlanjutan Usaha
5 terhadap Penerapan Keuangan
Sustainability Strategy Products, Services, and Business
Berkelanjutan
Activities
Issues and Their Effects on
6 Strategi Keberlanjutan 52 Keanggotaan Asosiasi Sustainable Finance Implementation
Sustainability Strategy Membership in Association
91 Menjaga Etika dan Integritas
9 Kontribusi terhadap Pencapaian TPB 52 Perubahan Signifikan Maintaining Ethics and Integrity
Tahun 2025 Significant Changes
Contribution to the Achievement of 91 Konflik Kepentingan
the SDGs in 2025 53 Rantai Pasokan Conflict of Interest
Supply Chain
93 Penguatan Tata Kelola Keselamatan,
Ikhtisar Keberlanjutan 54 Inisiatif Eksternal Budaya Kerja, dan Ketahanan
13 Sustainability Highlights External Initiatives Operasional
Strengthening Safety Governance,
14 Aspek Ekonomi Tata Kelola Keberlanjutan Work Culture, and Operational
Economic Aspect 65 Sustainability Governance Resilience
14 Aspek Lingkungan Hidup
Environmental Aspects 66 Tata Kelola Keberlanjutan
Kinerja Keberlanjutan
Sustainability Governance 97 Sustainability Performance
15 Aspek Sosial
Social Aspects 66 Struktur Tata Kelola
Governance Structure 98 Aspek Ekonomi
69 Delegasi Pengelolaan Dampak Economic Aspect
Penjelasan Direksi Delegation of Impact Management 103 Aspek Lingkungan
19
An Explanation from 70 Proses Nominasi Environmental Aspect
Board of Directors
Nomination Process 113 Aspek Sosial
71 Evaluasi Kinerja dan Remunerasi Social Aspect
21 Penjelasan Direksi
Explanation from the Board of Dewan Komisaris dan Direksi
Directors Performance Evaluation and
140 Verifikasi Tertulis dari Pihak
Remuneration of the Board of
Independen
Commissioners and Board of
Tentang Laporan Keberlanjutan Written Verification from an
27 About this Sustainability Report
Directors
Independent Party
73 Peran Organ Tata Kelola dalam
141 Lembar Umpan Balik
28 Tentang Laporan Keberlanjutan Pelaporan Keberlanjutan
Feedback Form
About this Sustainability Report Role of Governance Organs in
Sustainability Reporting 143 Tanggapan terhadap Umpan Balik
28 Periode, Siklus, dan Cakupan
Comments on Feedbacks
Pelaporan 74 Pengembangan Kompetensi terkait
Reporting Period, Cycle, and Scope Keuangan Berkelanjutan 144 Surat Pernyataan Dewan Komisaris
Competency Development related to Statement Letter of Board of
29 Standar dan Pedoman Pelaporan
Sustainable Finance Commissioners
Reporting Standard and Guidelines
78 Penilaian Risiko atas Penerapan 145 Surat Pernyataan Direksi
35 Assurance
Keuangan Berkelanjutan Statement Letter of Board of
Assurance
Risk Assessment on Sustainable Directors
35 Umpan Balik dan Akses Informasi Finance Implementation 146 Referensi Peraturan POJK No. 51/
Feedback and Access to Information
81 Manajemen Keberlangsungan Usaha POJK.03/2017 &
Business Continuity Management Surat Edaran OJK No. 16/
Profil Tugu Insurance SEOJK.04/2021
37 Tugu Insurance Profile
82 Kebijakan Anti Korupsi dan
Reference to POJK Regulation No.
Gratifikasi
51/POJK.03/2017 & OJK Circular
38 Profil Perusahaan Anti-Corruption and Gratification
No. 16/SEOJK.04/2021
Company Profile Policy
149 Indeks GRI Standards 2021
39 Sejarah Singkat 82 Pedoman Pengendalian Gratifikasi
GRI Standards 2021
Brief History Gratification Control Guidelines
40 Visi, Misi, dan Tata Nilai Budaya
Perusahaan
Vision, Mission, and Corporate
Cultural Values
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Strategi
Kilas Kinerja
Keberlanjutan
4 SustainabilityReview
Performance Strategy
Pembangunan Kawasan Hutan Mangrove
Development of Mangrove Forest
Sebagai bagian dari upaya mendukung ekonomi berkelanjutan, Tugu Insurance mengembangkan portofolio produk yang relevan
dengan transisi energi dan pertumbuhan ekonomi hijau.
As part of its efforts to support sustainable economy, Tugu Insurance develops a product portfolio relevant to the energy
transition and green economic growth.
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Strategi Keberlanjutan
Kilas Kinerja
Sustainability
PerformanceStrategy
Review 5
Strategi Keberlanjutan
Sustainability Strategy
.01
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Strategi Keberlanjutan
6 Sustainability Strategy
Strategi Keberlanjutan
Sustainability Strategy
Keberlanjutan sebagai Bagian dari Model Bisnis
Sustainability as Part of the Business Model
Tugu Insurance menempatkan strategi keberlanjutan Tugu Insurance places its sustainability strategy as a core
sebagai bagian inti dari model bisnis dan tata kelola risiko, component of its business model and risk governance,
bukan sekadar program filantropi. Perseroan memastikan rather than merely a philanthropic program. The Company
bahwa prinsip Environmental, Social, and Governance (ESG) ensures that Environmental, Social, and Governance (ESG)
terintegrasi dalam proses perencanaan dan pengambilan principles are integrated into its planning and decision-
keputusan, sehingga keberlanjutan menjadi pertimbangan making processes, making sustainability an inherent
yang melekat dalam pengembangan bisnis, pengelolaan consideration in business development, risk management,
risiko, serta alokasi sumber daya. and resource allocation.
Sebagai dasar arah jangka panjang, strategi keberlanjutan As the basis of its long-term direction, the Company’s
Perseroan diselaraskan dengan visi “Menjadi Perusahaan sustainability strategy is adjusted to its vision of “Become
Asuransi Umum Nomor Satu di Indonesia” dan misi the Number One General Insurance Company in Indonesia”
Perseroan. Dengan pendekatan ini, Tugu Insurance and its corporate mission. Through this approach, Tugu
menjaga konsistensi antara target pertumbuhan, ketahanan Insurance maintains consistency between its growth
perusahaan, serta penciptaan nilai jangka panjang bagi targets, corporate resilience, and the creation of long-term
pemangku kepentingan. value for stakeholders.
Penyelarasan Strategi melalui RJPP, RKAP, dan RAKB
Strategic Alignment through the RJPP, RKAP, and RAKB
Untuk memastikan implementasi yang terarah dan In order to ensure focused and accountable
akuntabel, Tugu Insurance mengintegrasikan prinsip ESG implementation, Tugu Insurance integrates ESG
ke dalam Rencana Jangka Panjang Perusahaan (RJPP), principles into the Company’s Long-Term Plan (RJPP),
Rencana Kerja dan Anggaran Perusahaan (RKAP) tahunan, the annual Corporate Work Plan and Budget (RKAP),
serta Rencana Aksi Keuangan Berkelanjutan (RAKB). and the Sustainable Finance Action Plan (RAKB). This
Kerangka ini memastikan setiap keputusan strategis, framework ensures that every strategic decision, including
termasuk investasi, pengembangan produk, dan investments, product development, and risk management,
pengelolaan risiko, dipertimbangkan secara menyeluruh dari is comprehensively assessed from economic, social, and
sisi ekonomi, sosial, dan lingkungan. environmental perspectives.
Perseroan juga melakukan evaluasi berkala atas strategi The Company also conducts periodic evaluations of its
dan pelaksanaannya melalui mekanisme RJPP, RKAP, dan strategy and its implementation through the RJPP, RKAP,
RAKB. Evaluasi ini dilakukan agar strategi tetap sejalan and RAKB mechanisms. These evaluations are carried
dengan tujuan jangka panjang Perseroan, sekaligus out to ensure that the strategy remains aligned with the
responsif terhadap dinamika regulasi dan ekspektasi Company’s long-term objectives while remaining responsive
pemangku kepentingan. to regulatory developments and stakeholder expectations.
Fokus Strategi pada Tiga Pilar Utama
Strategic Focus on Three Main Pillars
Strategi keberlanjutan Tugu Insurance dijalankan melalui Tugu Insurance’s sustainability strategy is implemented
tiga pilar utama: through three main pillars:
Pilar pertama adalah pengembangan produk dan portofolio The first pillar is the development of ESG-oriented products
yang berorientasi ESG. Perseroan mengembangkan and portfolio. The Company develops protection solutions
solusi perlindungan yang relevan dengan transisi menuju that are relevant to the transition towards a green economy,
ekonomi hijau, termasuk dukungan terhadap kendaraan including support for electric vehicles as well as protection
listrik serta perlindungan aset energi baru dan terbarukan. for new and renewable energy assets. Moreover, the
Selain itu, Perseroan juga melakukan kajian atas peluang Company also conducts assessments of opportunities for the
pengembangan asuransi karbon serta Carbon Capture, development of carbon insurance as well as Carbon Capture,
Utilization, and Storage (CCUS) sebagai bagian dari kesiapan Utilization, and Storage (CCUS), as part of its preparedness in
menghadapi kebutuhan pasar yang terus berkembang. addressing the evolving needs of the market.
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Strategi Keberlanjutan
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Pilar kedua adalah penguatan tata kelola dan manajemen The second pillar is the strengthening of governance and
risiko. Perseroan memperkuat pengawasan dan risk management. The Company enhances oversight and
pengendalian melalui pendekatan yang terstruktur agar control through a structured approach to ensure that
pengelolaan risiko, kepatuhan, dan pengambilan keputusan risk management, compliance, and decision-making are
berjalan konsisten dengan prinsip tata kelola yang baik. carried out consistently in line with the principles of good
corporate governance.
Pilar ketiga adalah pemberdayaan masyarakat dan The third pillar is community empowerment and
pelestarian lingkungan melalui program Bakti Tugu. Pilar environmental conservation through the Bakti Tugu program.
ini menjadi wujud komitmen Perseroan dalam membangun This pillar represents the Company’s commitment to
dampak sosial yang relevan dan memberikan manfaat yang creating relevant social impact and delivering tangible
dapat dirasakan oleh pemangku kepentingan. benefits for stakeholders.
1. Pengembangan Produk dan Portofolio yang 1. ESG-Oriented Product and Portfolio Development
Berorientasi ESG
Sebagai bagian dari upaya mendukung ekonomi As part of efforts to support a sustainable economy,
berkelanjutan, Tugu Insurance mengembangkan Tugu Insurance develops a product portfolio aligned
portofolio produk yang relevan dengan transisi with the energy transition and green economy
energi dan pertumbuhan ekonomi hijau. Perseroan growth. The Company provides coverage for electric
menyediakan perlindungan untuk kendaraan listrik vehicles through its t drive products (conventional and
melalui produk t drive (konvensional dan syariah), sharia), and expands its support for the protection
serta memperluas dukungan terhadap perlindungan of new and renewable energy generation assets,
aset pembangkit energi baru dan terbarukan, seperti such as geothermal, hydropower, and solar energy.
panas bumi, tenaga air, dan tenaga surya. Selain itu, In addition, the Company conducts assessments
Perseroan juga melakukan kajian pengembangan on the development of carbon insurance as well as
asuransi karbon serta Carbon Capture, Utilization, and Carbon Capture, Utilization, and Storage (CCUS) as an
Storage (CCUS) sebagai langkah antisipatif terhadap anticipatory measure to address evolving market needs.
kebutuhan pasar yang terus berkembang.
Inisiatif tersebut selaras dengan Kegiatan Usaha These initiatives are aligned with the OJK’s Sustainable
Berkelanjutan (KKUB) OJK dan berkontribusi terhadap Business Activities Category (KKUB) and contribute to
Tujuan Pembangunan Berkelanjutan (TPB), khususnya the Sustainable Development Goals (SDGs), particularly
TPB 7 (Energi Bersih dan Terjangkau), TPB 9 (Industri, SDG 7 (Affordable and Clean Energy), SDG 9 (Industry,
Inovasi, dan Infrastruktur), serta TPB 13 (Penanganan Innovation, and Infrastructure), and SDG 13 (Climate
Perubahan Iklim). Action).
2. Penguatan Tata Kelola dan Manajemen Risiko 2. Strengthening Governance and Risk Management
Seluruh strategi keberlanjutan Perseroan ditopang All of the Company’s sustainability strategies
oleh tata kelola yang kuat melalui penerapan Three are supported by strong governance through the
Lines Model, penguatan manajemen risiko, serta implementation of the Three Lines Model, enhanced risk
peningkatan kompetensi berkelanjutan bagi Dewan management, and continuous competency development
Komisaris, Direksi, Komite, dan Corporate Secretary. for the Board of Commissioners, Board of Directors,
Pengembangan kapabilitas dilakukan melalui berbagai Committees, and the Corporate Secretary. Capability
pelatihan di bidang keuangan berkelanjutan, manajemen development is carried out through various training
risiko, tata kelola, serta integritas, sehingga Perseroan programs in sustainable finance, risk management,
dapat menjaga konsistensi penerapan prinsip ESG di governance, and integrity, so that the Company
seluruh fungsi organisasi. can consistently apply ESG principles across all
organizational functions.
Konsistensi dalam pengelolaan risiko dan kinerja Consistency in risk management and sustainability
keberlanjutan tercermin dari kemampuan Tugu performance is reflected in Tugu Insurance’s ability to
Insurance mempertahankan predikat Financial Strength maintain a Financial Strength Rating of A- (Excellent)
Rating A- (Excellent) dan Long-Term Issuer Credit Rating and a Long-Term Issuer Credit Rating of “a-” (Excellent)
“a-” (Excellent) dari AM Best sejak 2016 hingga 2025, from AM Best from 2016 to 2025, as well as an
serta Indonesia National Scale Rating (NSR) aaa.ID Indonesia National Scale Rating (NSR) of aaa.ID
(Exceptional). Kinerja ini juga diperkuat oleh 40 (Exceptional). This performance is further reinforced
penghargaan eksternal yang diperoleh perusahaan by 40 external awards received by the Company in
selama tahun 2025. Diantaranya, CSR Brand Equity 2025, including the CSR Brand Equity Awards, The Best
Awards, The Best Corporate Emission Reduction Corporate Emission Reduction Transparency Awards,
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
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Strategi Keberlanjutan
8 Sustainability Strategy
Transparency Awards, GCG Awards, TOP GRC Awards, GCG Awards, TOP GRC Awards, and other recognitions
serta pengakuan lainnya terkait kualitas layanan dan related to service quality and management reputation,
reputasi manajemen seperti sertifikasi ISO 37001 dan such as ISO 37001 and ISO 27001 certifications.
ISO 27001.
3. Pemberdayaan Masyarakat dan Pelestarian 3. Community Empowerment and Environmental
Lingkungan melalui Program Bakti Tugu Conservation through the Bakti Tugu Program
Pada dimensi sosial, strategi keberlanjutan Perseroan From a social perspective, the Company’s sustainability
dijalankan melalui program Bakti Tugu yang memiliki strategy is implemented through the Bakti Tugu
empat pilar utama, yaitu Lingkungan Hidup, Pendidikan program, which has four main pillars: Environment,
& Literasi Keuangan, Kesehatan & Keselamatan, serta Education & Financial Literacy, Health & Safety, and
Pemberdayaan Masyarakat. Selama periode pelaporan, Community Empowerment. During the reporting period,
Tugu Insurance melaksanakan berbagai program CSR, Tugu Insurance organized various CSR programs,
termasuk literasi keuangan di sekolah dan universitas, including financial literacy in schools and universities,
literasi keuangan untuk masyarakat dan pelaku UMKM, financial literacy for the community and MSMEs, road
kampanye keselamatan berkendara, layanan ambulans safety campaigns, free ambulance services, disability
gratis, program disabilitas berdaya, serta kegiatan empowerment programs, and other community
penguatan komunitas lainnya. development activities.
Sepanjang tahun 2025, program-program tersebut Throughout 2025, these programs had reached more
menjangkau lebih dari 15.000 penerima manfaat. than 15,000 beneficiaries. This achievement reinforces
Capaian ini memperkuat komitmen Perseroan dalam the Company’s commitment to creating tangible social
membangun dampak sosial yang nyata dan relevan impact that is relevant to community needs.
dengan kebutuhan masyarakat.
Pada aspek lingkungan, Tugu Insurance berfokus pada From an environmental perspective, Tugu Insurance
pengurangan jejak lingkungan dari aktivitas operasional focuses on reducing the environmental footprint of
melalui pengelolaan energi, air, kertas, dan sampah. its operational activities through the management of
Pemantauan dilakukan oleh fungsi HSSE melalui energy, water, paper, and waste. Monitoring is carried
pendekatan yang terukur, juga pengurangan penggunaan out by the HSSE function using a measurable approach,
kertas melalui digitalisasi proses bisnis. Digitalisasi as well as reduction of paper usage through the
ini didukung oleh implementasi Tugu Insurance Core digitalization of business processes. This digitalization
System (TICS) serta pemanfaatan berbagai aplikasi is supported by the implementation of the Tugu
internal untuk meningkatkan efisiensi dan tata kelola Insurance Core System (TICS) and the utilization of
proses kerja. various internal applications to enhance efficiency and
governance in work processes.
Selain upaya internal, Perseroan juga menjalankan In addition to internal efforts, the Company also
inisiatif konservasi, termasuk penanaman lebih dari implements conservation initiatives, including the
10.000 bibit mangrove di Kepulauan Seribu dan planting of more than 10,000 mangrove seedlings
program reforestasi serta penerapan program daur in the Seribu Islands and reforestation programs, as
ulang limbah tekstil. Program ini dikaitkan secara well as implementing textile waste recycling programs.
langsung dengan TPB 12 (Konsumsi dan Produksi yang These initiatives are directly linked to SDG 12
Bertanggung Jawab), TPB 13 (Penanganan Perubahan (Responsible Consumption and Production), SDG 13
Iklim), TPB 14 (Ekosistem Lautan), dan TPB 15 (Climate Action), SDG 14 (Life Below Water), and SDG
(Ekosistem Daratan). 15 (Life on Land).
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Strategi Keberlanjutan
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Kontribusi terhadap Pencapaian TPB Tahun 2025
Contribution to the Achievement of the SDGs in 2025
Tugu Insurance memandang Tujuan Pembangunan Tugu Insurance views the Sustainable Development
Berkelanjutan (TPB/SDGs) sebagai kerangka yang relevan Goals (SDGs) as a relevant framework to ensure that
untuk memastikan kontribusi Perseroan berjalan terarah the Company’s contributions are well-directed and deliver
dan memberikan dampak yang nyata. Oleh karena itu, tangible impact. Therefore, the Company integrates the SDG
Perseroan mengintegrasikan agenda TPB ke dalam strategi agenda into its business strategy, the Sustainable Finance
bisnis, Rencana Aksi Keuangan Berkelanjutan (RAKB), serta Action Plan (RAKB), and the implementation of the Bakti
pelaksanaan program Bakti Tugu. Tugu program.
Kontribusi Perseroan tidak hanya diwujudkan melalui The Company’s contributions are realized not only through
kegiatan sosial dan lingkungan, tetapi juga melalui social and environmental initiatives, but also through
pengembangan produk dan layanan berorientasi ESG yang the development of ESG-oriented products and services
selaras dengan Kategori Kegiatan Usaha Berkelanjutan which are aligned with the Sustainable Business Activities
(KKUB). Pendekatan ini memperkuat peran Tugu Insurance Categories (KKUB). This approach strengthens Tugu
dalam mendukung agenda pembangunan berkelanjutan Insurance’s role in supporting the national sustainable
nasional, sekaligus memastikan bahwa keberlanjutan development agenda, while ensuring that sustainability
menjadi bagian dari praktik bisnis yang relevan is embedded as an integral and relevant part of its
dan berkelanjutan. business practices.
Secara garis besar, kontribusi Tugu Insurance terhadap Overall, Tugu Insurance’s contributions to the SDGs
TPB sepanjang tahun 2025 dipetakan melalui empat pilar throughout 2025 are mapped through the four pillars of
Bakti Tugu serta inisiatif produk dan layanan berkelanjutan. the Bakti Tugu program as well as its sustainable product
Pemetaan ini membantu pemangku kepentingan melihat and service initiatives. This mapping enables stakeholders
keterkaitan yang jelas antara program Perseroan, indikator to clearly understand the linkages between the Company’s
dampak yang dipantau, dan TPB yang didukung. programs, the impact indicators being monitored, and the
SDGs being supported.
Berikut tabel yang merangkum pilar, contoh program atau The following table summarizes the pillars, examples of
kegiatan utama, serta TPB yang relevan: main programs or activities, and the relevant SDGs:
Kontribusi terhadap Pencapaian TPB Tahun 2025
Contribution to the Achievement of the SDGs in 2025
Pilar/Produk/Layanan Contoh Program/Kegiatan Utama 2025 TPB yang Didukung
No.
Pillars/Products/Services Examples of Main Programs/Activities in 2025 Supported SDGs
1 Bakti untuk Lingkungan Hidup • Penanaman mangrove, termasuk kegiatan yang
Bakti for the Environment dikaitkan dengan World Mangrove Day dan
program internal Perseroan.
• Program pengelolaan sampah, termasuk
daur ulang seragam dan pakaian bekas, aksi
bersih pantai, serta pemantauan limbah untuk
penguatan data lingkungan.
• Mangrove planting, including activities linked to
World Mangrove Day and the Company’s internal
programs.
• Waste management programs, including the
recycling of uniforms and used clothing, beach
clean-up activities, and waste monitoring to
strengthen environmental data.
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Pilar/Produk/Layanan Contoh Program/Kegiatan Utama 2025 TPB yang Didukung
No.
Pillars/Products/Services Examples of Main Programs/Activities in 2025 Supported SDGs
2 Bakti untuk Pendidikan dan • Roadshow literasi keuangan di sekolah dan
Literasi Keuangan universitas, termasuk kerja sama dengan
Bakti for Education and institusi pendidikan.
Financial Literacy • Literasi Keuangan untuk masyarakat pesisir dan
UMKM.
• Kegiatan edukasi publik melalui webinar serta
kompetisi pengembangan ide dan studi kasus.
• Bantuan sarana dan prasarana pendidikan.
• Financial literacy roadshows at schools and
universities, including collaborations with
educational institutions.
• Financial literacy programs for coastal
communities and MSMEs.
• Public education initiatives through webinars
as well as idea development and case study
competitions.
• Assistance of educational facilities and
infrastructure.
3 Bakti untuk Kesehatan dan • Layanan ambulans gratis Tugu Insurance
Keselamatan (operasional Jabodetabek).
Bakti for Health and Safety • Donor darah bersama PMI.
• Kampanye keselamatan berkendara.
• Tugu Insurance’s free ambulance services
(operating in Jabodetabek area).
• Blood donation program in collaboration with
PMI.
• Road safety campaigns.
4 Bakti untuk Pemberdayaan • Program Disabilitas Berdaya melalui dukungan
Masyarakat UMKM disabilitas.
Bakti for Community • Pemberdayaan masyarakat melalui program
Empowerment komunitas dan pelatihan, termasuk pelatihan
pertanian hidroponik untuk disabilitas.
• Disability Empowerment Program through
support for disability-led MSMEs.
• Community empowerment initiatives through
community programs and training, including
hydroponic farming training for persons with
disabilities.
5 Bantuan Sosial, Keagamaan, Bakti sosial dalam kegiatan keagamaan seperti
dan Seni Budaya Idulfitri, Iduladha, dan Natal.
Social, Religious, and Cultural Bakti social activities during religious occasions
Arts Assistance such as Eid al-Fitr, Eid al-Adha, and Christmas.
6 Produk dan Layanan KKUB - • Produk asuransi kendaraan listrik t drive
Asuransi dan Portofolio Hijau (konvensional dan syariah).
KKUB Products and Services - • Perlindungan aset pembangkit energi baru dan
Green Insurance and Portfolio terbarukan seperti panas bumi, tenaga air, dan
tenaga surya.
• Dukungan terhadap inisiatif pengembangan
asuransi karbon serta kajian perlindungan
terkait CCUS.
• t drive electric vehicle insurance product
(conventional and sharia).
• Protection for new and renewable energy
generation assets, such as geothermal,
hydropower, and solar energy.
• Support for initiatives to develop carbon
insurance as well as assessments of protection
related to CCUS.
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Strategi Keberlanjutan
Sustainability Strategy 11
Pilar/Produk/Layanan Contoh Program/Kegiatan Utama 2025 TPB yang Didukung
No.
Pillars/Products/Services Examples of Main Programs/Activities in 2025 Supported SDGs
7 Layanan Aplikasi t friends • Pemanfaatan aplikasi untuk perluasan akses
dan Inovasi Digital layanan asuransi melalui kanal digital.
t friends Application Service • Pendekatan digital membantu mengurangi
and Digital Innovation kebutuhan mobilitas fisik serta mendukung
efisiensi penggunaan kertas.
• Use of digital applications to expand access to
insurance services through digital channels.
• Digital approaches help reduce the need for
physical mobility and support more efficient
paper usage.
8 Tata Kelola dan Keuangan • Penguatan tata kelola melalui Three Lines Model,
Berkelanjutan penerapan SMAP ISO 37001, ISO 27001, serta
Governance and Sustainable peningkatan kompetensi terkait keuangan
Finance berkelanjutan.
• Implementasi RAKB 2021-2026, termasuk
penguatan monitoring dan perluasan portofolio
kegiatan berkelanjutan.
• Strengthening governance through the Three
Lines Model, implementation of ISO 37001
Anti-Bribery Management System (SMAP) and
ISO 27001, as well as enhanced competencies
related to sustainable finance.
• Implementation of the 2021-2026 RAKB,
including strengthened monitoring and the
expansion of the portfolio of sustainable
activities.
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Ikhtisar
Kilas Kinerja
Keberlanjutan
12 SustainabilityReview
Performance Highlights
Pilar Bakti Untuk Pendidikan
Pillar of Service for Financial Education
Tugu Insurance terus memperkuat perannya dalam mendukung keuangan berkelanjutan melalui pengembangan portofolio
produk yang mempertimbangkan aspek lingkungan. Perseroan telah memiliki 5 (lima) produk ramah lingkungan yang
dirancang untuk mendukung aktivitas usaha yang lebih bertanggung jawab terhadap lingkungan.
Tugu Insurance continues to strengthen its role in supporting sustainable finance by developing a product portfolio that
takes environmental aspects into account. The Company already has five eco-friendly products designed to support more
environmentally responsible business activities.
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Ikhtisar Keberlanjutan
Kilas Kinerja
Sustainability
Performance Highlights
Review 13
Ikhtisar Keberlanjutan
Sustainability Highlights
.02
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Ikhtisar Keberlanjutan
14 Sustainability Highlights
Aspek Ekonomi [OJK B.1]
Economic Aspect [OJK B.1]
Uraian Satuan
2025 2024 2023
Description Unit
Kuantitas Produksi Kegiatan 2 (dua) usaha: 2 (dua) usaha: 2 (dua) usaha:
atau Jasa yang Usaha • Asuransi Konvensional; • Asuransi • Asuransi
Dijual Business • Asuransi Syariah. Konvensional; Konvensional;
Quantity of Activities 2 (two) businesses: • Asuransi Syariah. • Asuransi Syariah.
Production or • Conventional Insurance; 2 (two) businesses: 2 (two) businesses:
Services Sold • Sharia Insurance. • Conventional • Conventional
Insurance; Insurance;
• Sharia Insurance. • Sharia Insurance.
Pendapatan Hasil Miliar Rupiah
Jasa asuransi* Billion Rupiah
1.023 735* 3.591*
Insurance Service
Result Revenues*
Laba atau Rugi Miliar Rupiah
Bersih Billion Rupiah 762 422* 1.302*
Net Income or Loss
Jumlah Produk Produk 5 (lima): Asuransi mobil listrik; 3 (tiga): Asuransi mobil 1 (satu): Asuransi mobil
Ramah Lingkungan Products Asuransi aset untuk pembangkit listrik; Asuransi aset listrik.
Number of Eco- listrik tenaga surya; Asuransi aset untuk pembangkit listrik 1 (one): Electric vehicle
Friendly Products untuk pembangkit listrik tenaga tenaga surya; Asuransi insurance.
panas bumi; Asuransi aset untuk aset untuk pembangkit
pembangkit listrik tenaga air; listrik tenaga panas
Asuransi Carbon Capture, Utility, bumi.
Storage, and Compression (UCC). 3 (three): Electric
5 (five): Electric vehicle insurance; vehicle insurance; Asset
Asset insurance for solar power insurance for solar power
plants; Asset insurance for plants; Asset insurance
geothermal power plants; Asset for geothermal power
insurance for hydropower plants; plants.
Carbon Capture, Utilization, Storage,
and Compression (UCC) insurance.
Jumlah Pemasok Perusahaan
Nasional (Lokal)** Companies
153 122 93
Number of National
(Local) Suppliers**
Catatan | Note:
*) Data Konsolidasian. | Consolidated Data. * Tahun 2024 merupakan laporan keuangan yang disajikan kembali sehubungan dengan penerapan PSAK 117
**) Data Induk Perusahaan. | Parent Company data. yang mulai diimplementasikan pada tahun 2025. Namun untuk laporan posisi keuangan seperti jumlah
aset, jumlah liabilitas dan total ekuitas penyajian kembali dimulai dari tahun 2023 dan 2024.
* The 2024 financial statements have been restated in connection with the adoption of PSAK 117, which was
implemented starting in 2025. However, for the statement of financial position specifically total assets, total
liabilities, and total equity the restatement has been applied starting from 2023 and 2024.
Aspek Lingkungan Hidup [OJK B.2]
Environmental Aspects [OJK B.2]
Uraian Satuan
2025 2024 2023
Description Unit
a. Penggunaan Energi*
GigaJoule 2.418 2.435 2.507
Energy Consumption*
1. Penggunaan Listrik [E-03]
kWh 248.298 274.533 252.116
Electricity Consumption [E-03]
GigaJoule 894 988 907
2. Penggunaan BBM*
Fuel Consumption*
Pertamax Turbo Liter 25.369 20.368 19.217
Pertamax Liter 17.926 20.230 23.891
Pertamina Dex Liter 2.580 2.978 4.942
GigaJoule 1.524 1.447 1.600
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Ikhtisar Keberlanjutan
Sustainability Highlights 15
Uraian Satuan
2025 2024 2023
Description Unit
3. Penggunaan Air*[E-04]
m³ 29.475 25.168** 27.064
Water Consumption*[E-04]
Liter 29.475.000 25.168.000 27.064.000
b. Selisih Penambahan (Pengurangan) Emisi [E-01]
Difference in Addition (Reduction) of Emissions [E-01]
Emisi GRK Cakupan 1 (BBM)
KgCO2eq 9.671 (11.493) 50.973
Direct (Scope 1) GHG Emissions
Emisi GRK Cakupan 2 (Listrik)
KgCO2eq 24.504 20.937 (8.403)
Direct (Scope 2) GHG Emissions
Emisi GRK Cakupan 3 (Pesawat)
KgCO2eq 23.142 18.106 29.509
Direct (Scope 3) GHG Emissions (Aircraft)
c. Penambahan (Pengurangan) Limbah
dan Efluen* [E-05] Ton
68,1 78,83 77,71
Addition (Reduction) of Waste Tons
and Effluents* [E-05]
d. Pelestarian Keanekaragaman Hayati
Biodiversity Conservation
Penanaman Pohon Pohon
10.800 10.950 2.600
Tree Planting Trees
Dana Pelestarian Alam Juta Rupiah
226,7 581 365
Nature Conservation Funds Million Rupiah
Catatan | Notes:
* Perhitungan pada Kantor Pusat. | Calculation at the Head Office.
** Terdapat penyajian kembali (restatement) atas data ini. | There is a restatement of this data.
Aspek Sosial [OJK B.3]
Social Aspects [OJK B.3]
Uraian Satuan
2025 2024 2023
Description Unit
a. Kontribusi terhadap masyarakat melalui program Bakti Tugu dan Bantuan Sosial, Keagamaan, dan Seni Budaya*
Contribution to the community through Bakti Tugu program and Social, Religious, and Arts and Culture Assistance*
1. Pilar Lingkungan Hidup Juta Rupiah
324 581 100
Environment Pillar Million Rupiah
2. Pilar Pendidikan dan Literasi
Keuangan** Juta Rupiah
616 804 2.839
Education and Financial Literacy Million Rupiah
Pillar**
3. Pilar Kesehatan dan Keselamatan Juta Rupiah
313 464 460
Health and Safety Pillar Million Rupiah
4. Pilar Pemberdayaan Masyarakat Juta Rupiah
207 243 254
Community Empowerment Pillar Million Rupiah
Bantuan Sosial, Keagamaan, dan Seni
Budaya Juta Rupiah
531 471,5 241,7
Social, Religious, and Arts and Culture Million Rupiah
Assistance
Total Kontribusi Bakti Tugu dan Bantuan
Sosial, Keagamaan, dan Seni Budaya
Juta Rupiah
Total Contributions from Bakti Tugu and 1.991 2.563 3.653
Million Rupiah
Social, Religious, and Arts and Culture
Assistance
b. Jumlah Pelanggaran terhadap
Nihil
Peraturan terkait Sosial Ekonomi Kasus Nihil Nihil
None
Number of violations of Cases None None
socio-economic regulations
Catatan | Notes:
*) Total anggaran kegiatan TJSL yang bersumber dari fungsi kerja Corporate Secretary (Government, PR & CSR Dept) dan Human Capital Management.
Total budget for the CSR programs sourced from the Corporate Secretary function (Government, PR & CSR Dept) and Human Capital Management.
**)Penurunan alokasi dana kegiatan pilar pendidikan dan literasi keuangan yang signifikan di tahun 2024 disebabkan oleh adanya pengurangan alokasi anggaran dari
Human Capital Management (HCM).
The significant decrease in budget allocation for the education and financial literacy pillar in 2024 was due to a reduction in the budget allocation from Human Capital
Management (HCM).
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Ikhtisar Keberlanjutan
16 Sustainability Highlights
Dampak Positif Pengembangan Kemasyarakatan
Positive Impacts of Community Development
Program-program dalam empat Pilar Bakti Tugu dirancang Programs under the four pillars of the Bakti Tugu initiative
agar saling melengkapi dan menghasilkan dampak are designed to be complementary and to deliver
yang terukur bagi masyarakat dan lingkungan. Tugu measurable impacts for communities and the environment.
Insurance memastikan bahwa setiap inisiatif tidak hanya Tugu Insurance ensures that each initiative is not merely a
bersifat kegiatan sesaat, tetapi menjadi bagian dari one-off activity, but forms part of a sustainable contribution
kontribusi berkelanjutan yang relevan dengan kebutuhan that is relevant to the needs of stakeholders.
pemangku kepentingan.
Dampak positif yang dihasilkan mencakup: The positive impacts generated include:
1. Pelestarian lingkungan dan pengurangan jejak emisi 1. Environmental conservation and reduced emissions
melalui penanaman mangrove, pengelolaan sampah, footprint through mangrove planting, waste
serta daur ulang limbah tekstil; management, and textile waste recycling;
2. Peningkatan akses kesehatan dan keselamatan bagi 2. Improved access to health and safety services for
masyarakat, khususnya kelompok rentan, melalui communities, particularly vulnerable groups, through
fasilitas air bersih, pelayanan ambulans, donor darah, clean water facilities, ambulance services, blood
dan bantuan alat bantu disabilitas; donation drives, and the provision of assistive devices
for persons with disabilities;
3. Peningkatan kapasitas masyarakat melalui program 3. Enhanced community capacity through financial literacy
literasi keuangan, edukasi asuransi, serta dukungan initiatives programs, insurance education, and support
pemberdayaan usaha; dan for enterprise empowerment; and
4. Penguatan ekonomi lokal melalui keterlibatan 4. Strengthened local economies through the engagement
komunitas pesisir, kelompok tani, UMKM, dan mitra of coastal communities, farmer groups, MSMEs, and
lokal dalam berbagai program, sehingga manfaat sosial local partners in various programs, enabling broader
dan ekonomi dapat dirasakan lebih luas. social and economic benefits.
Secara keseluruhan, Perseroan mengarahkan program Bakti Overall, the Company directs the Bakti Tugu programs
Tugu agar membantu masyarakat memperkuat kemandirian, to support communities in strengthening self-reliance,
meningkatkan kesejahteraan, serta membangun ketahanan improving well-being, and building household economic
ekonomi rumah tangga, dengan dukungan peningkatan resilience, supported by enhanced financial literacy and
literasi keuangan dan pelestarian lingkungan hidup yang better environmental preservation.
lebih baik.
Dampak Negatif Operasi Perusahaan
Negative Impacts of Company Operations
Sebagai perusahaan asuransi umum, Tugu Insurance tidak As a general insurance company, Tugu Insurance does not
menjalankan aktivitas operasional yang menimbulkan polusi conduct operational activities that directly result in heavy
berat atau eksploitasi sumber daya alam secara langsung. pollution or the exploitation of natural resources. However,
Namun, Perseroan tetap memahami bahwa kegiatan bisnis the Company recognizes that its business activities and
dan operasional harian dapat menimbulkan potensi dampak daily operations may give rise to potential negative impacts,
negatif, baik secara langsung maupun tidak langsung. both directly and indirectly.
Potensi dampak negatif yang diidentifikasi meliputi: The identified potential negative impacts include:
1. Konsumsi energi dan penggunaan kertas dari aktivitas 1. Energy consumption and paper usage arising from
operasional perkantoran; office operations;
2. Emisi dari perjalanan dinas dan mobilitas operasional; 2. Emissions from business travel and operational mobility;
3. Risiko ketidakpuasan nasabah apabila layanan belum 3. Risks of customer dissatisfaction if services do not
sesuai ekspektasi; meet expectations;
4. Risiko mis-selling, apabila informasi produk tidak 4. Risks of mis-selling, should product information not be
disampaikan secara jelas, lengkap, dan mudah communicated clearly, comprehensively, and in an easily
dipahami; dan understandable manner; and
5. Dampak tidak langsung dari underwriting dan investasi, 5. Indirect impacts from underwriting and investment
apabila faktor ESG belum dipertimbangkan secara activities if ESG factors are not adequately considered
memadai dalam penilaian risiko. in risk assessments.
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Ikhtisar Keberlanjutan
Sustainability Highlights 17
Perseroan menilai bahwa pengelolaan dampak ini penting The Company considers effective management of
untuk menjaga kualitas layanan, kepercayaan nasabah, these impacts to be essential in maintaining service
serta keberlanjutan kinerja jangka panjang. quality, customer trust, and the sustainability of
long-term performance.
Upaya Penanganan Dampak Negatif
Mitigation Measures for Negative Impacts
Untuk meminimalkan potensi dampak negatif tersebut, In order to minimize these potential negative impacts, Tugu
Tugu Insurance menjalankan upaya mitigasi secara Insurance implements structured mitigation measures
terstruktur yang mencakup penguatan aspek operasional, including the strengthening of operational practices, service
layanan, dan tata kelola. Pendekatan ini dilakukan agar quality, and governance. This approach is intended to
pengelolaan risiko berjalan konsisten dan dapat dipantau ensure that risk management is applied consistently and
secara berkala. can be monitored on a regular basis.
Upaya yang dilakukan Perseroan antara lain: The Company’s mitigation efforts include:
1. Operasional dan Efisiensi Lingkungan 1. Operations and Environmental Efficiency
a. Efisiensi energi dan pengurangan penggunaan a. Energy efficiency and reduced paper usage through
kertas melalui digitalisasi proses kerja; the digitalization of work processes;
b. Pemantauan konsumsi listrik, air, dan BBM; serta b. Monitoring of electricity, water, and fuel
consumption; and
c. Pengelolaan sampah dan pelaksanaan program daur c. Waste management and the implementation of
ulang limbah tekstil. textile waste recycling programs.
2. Penguatan Layanan dan Perlindungan Nasabah 2. Strengthening Services and Customer Protection
a. Penyediaan informasi produk yang a. Provision of transparent product information
transparan melalui situs resmi dan media through the Company’s official website and
komunikasi Perseroan; communication channels;
b. Penguatan layanan pelanggan melalui contact center b. Enhanced customer service through a 24/7 contact
24/7; serta center; and
c. Pengembangan layanan digital untuk mempermudah c. Development of digital services to facilitate
pembelian, klaim, dan penanganan keluhan. policy purchases, claims processing, and
complaint handling.
3. Tata Kelola, Risiko, dan Kepatuhan 3. Governance, Risk, and Compliance
a. Integrasi pertimbangan ESG dalam a. Integration of ESG considerations into risk
manajemen risiko, kebijakan underwriting, dan management, underwriting policies, and
kebijakan investasi; investment policies;
b. Penerapan Sistem Manajemen Anti Penyuapan b. Implementation of ISO 37001 Anti-Bribery
ISO 37001 serta penguatan fungsi kepatuhan dan Management System and the strengthening of
manajemen risiko; compliance and risk management functions;
c. Pelatihan etika bisnis dan perlindungan konsumen c. Regular training on business ethics and consumer
bagi karyawan secara berkala; protection for employees;
d. Pemantauan indikator seperti kepuasan nasabah, d. Monitoring of indicators such as customer satisfaction,
tingkat penyelesaian keluhan, dan kinerja ESG complaint resolution rates, and ESG performance as
sebagai bagian dari evaluasi keberlanjutan; serta part of sustainability evaluations; and
e. Penerapan Sistem Manajemen Keamanan Informasi e. Implementation of the ISO 27001:2022
(SMKI) ISO 27001:2022, sebagai wujud komitmen Information Security Management System, as a
Perseroan dalam memperkuat tata kelola dan manifestation of the Company’s commitment to
pengelolaan risiko keamanan informasi. strengthening governance and information security
risk management.
Melalui langkah-langkah tersebut, Perseroan berupaya Through these measures, the Company attempts to
menjaga konsistensi penerapan tata kelola yang baik maintain consistent implementation of good corporate
sekaligus memastikan operasional dan layanan berjalan governance while ensuring that its operations and services
lebih bertanggung jawab. are conducted in a more responsible manner.
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Penjelasan Direksi
18 An Explanation from the
Board
Board
of Directors
of Directors
Kolaborasi Tim - Membangun Budaya Keberlanjutan
Team Collaboration - Building a Culture of Sustainability
Peningkatan jumlah produk ramah lingkungan mencerminkan komitmen Perseroan dalam mendukung transisi energi dan
pertumbuhan ekonomi hijau, sekaligus memperluas peluang bisnis yang relevan dengan kebutuhan pasar.
The increase in the number of eco-friendly products reflects the Company’s commitment to supporting the energy transition and
green economic growth, while simultaneously expanding business opportunities relevant to market needs.
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Penjelasan Direksi
An Explanation
An Explanation
fromfrom
the Board of Directors 19
Penjelasan Direksi
An Explanation from
Board of Directors
.03
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
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Penjelasan Direksi
20 An Explanation from the Board of Directors
Adi Pramana
Presiden Direktur
President Director
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Penjelasan Direksi
An Explanation from the Board of Directors 21
Penjelasan Direksi
Explanation from the Board of Directors
Sebagai bagian dari komitmen Tugu As part of Tugu Insurance’s
Insurance dalam menjalankan praktik commitment to conducting
usaha yang bertanggung jawab dan responsible and sustainable business
berkelanjutan, Direksi memandang practices, the Board of Directors
bahwa keberlanjutan bukan hanya views sustainability not merely as a
kewajiban sebatas regulasi, melainkan regulatory obligation, but as a strategic
fondasi strategis untuk menjaga foundation to maintain business
ketahanan bisnis, memperkuat resilience, strengthen competitiveness,
daya saing, dan menciptakan and create long-term value for
nilai jangka panjang bagi seluruh all stakeholders.
pemangku kepentingan.
Sepanjang tahun 2025, Perseroan Throughout 2025, the Company
terus mengintegrasikan prinsip continued to integrate Environmental,
Environmental, Social, and Governance Social, and Governance (ESG)
(ESG) ke dalam strategi, kebijakan, principles into its strategies, policies,
serta proses pengambilan keputusan. and decision-making processes.
Keberlanjutan telah menjadi bagian Sustainability has become an inherent
yang melekat dalam model bisnis part of the Company’s business model,
Perseroan, sejalan dengan visi in line with the vision to “Become
“Menjadi Perusahaan Asuransi Umum the Number One General Insurance
Nomor Satu di Indonesia”, serta Company in Indonesia”, and aligned
selaras dengan arah Rencana Jangka with the direction of the Company’s
Panjang Perusahaan (RJPP), Rencana Long-Term Plan (RJPP), Work Plan
Kerja dan Anggaran Perusahaan and Budget (RKAP), and Sustainable
(RKAP), dan Rencana Aksi Keuangan Finance Action Plan (RAKB).
Berkelanjutan (RAKB).
Sebagai upaya dalam menjalankan As an effort to implement this strategy,
Direksi memandang bahwa keberlanjutan merupakan fondasi strategis
untuk menjaga keberlangsungan bisnis yang melekat dalam model
bisnis Perseroan.
The Board of Directors views that sustainability is a strategic foundation for maintaining business
continuity that is inherent in the Company’s business model.
strategi tersebut, Direksi senantiasa the Board of Directors consistently
mempertimbangkan dinamika considers external environmental
lingkungan eksternal. Pada Triwulan dynamics. In the third quarter of
III-2025, kondisi ekonomi global 2025, the global economic condition
menunjukkan tren yang beragam di showed varied trends amid increasing
tengah meningkatnya ketidakpastian uncertainty in financial and stock
pasar keuangan dan pasar saham markets. Sentiment was influenced
global. Sentimen dipengaruhi by trade tariff dynamics and U.S.
oleh dinamika tarif perdagangan, inflation exceeding target levels.
inflasi Amerika Serikat yang berada Geopolitical risks in the Middle
East, also overshadowed global
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Penjelasan Direksi
22 An Explanation from the Board of Directors
di atas target. Risiko geopolitik di Timur Tengah juga economic slowdown and supply chain disruptions, driving
turut membayangi perlambatan ekonomi global dan commodity price increases and inflationary pressures.
disrupsi rantai pasokan yang mendorong kenaikan harga Major economies such as the United States, the United
komoditas serta tekanan inflasi. Sejumlah negara besar Kingdom, Europe, and China experienced slowing economic
seperti Amerika Serikat, Inggris, Eropa, dan Tiongkok growth. Inflation rose in the U.S. and Europe, remained
mengalami perlambatan pertumbuhan ekonomi. Inflasi relatively stable in the U.K., while China continued to face
di Amerika Serikat dan Eropa meningkat, Inggris relatif deflation, though with slight improvement. In response to
stabil, sementara Tiongkok masih berada dalam kondisi these dynamics, the Fed cut its benchmark interest rate
deflasi meskipun menunjukkan sedikit perbaikan. Dalam by 25 basis points to 4.00-4.25%, while several other
merespons dinamika tersebut, The Fed memangkas suku major central banks opted to hold rates, considering their
bunga acuan sebesar 25 basis poin menjadi 4,00-4,25%, respective domestic conditions.
sementara beberapa bank sentral utama lainnya memilih
menahan suku bunga dengan mempertimbangkan kondisi
domestik masing-masing.
Di tengah dinamika global tersebut, ekonomi domestik Amid these global dynamics, the domestic economy in
pada Triwulan III-2025 tetap tumbuh moderat sebesar the third quarter of 2025 continued to grow moderately
5,04% (yoy), sedikit lebih tinggi dibandingkan periode yang at 5.04% year-on-year (yoy), slightly higher than the same
sama tahun sebelumnya sebesar 5,00% (yoy), meskipun period last year at 5.00% (yoy), though slightly lower
sedikit lebih rendah dibandingkan triwulan sebelumnya than the previous quarter, which grew 5.12% (yoy). This
yang tumbuh 5,12% (yoy). Pertumbuhan ini didukung growth was supported by household consumption and
oleh konsumsi rumah tangga dan penguatan kinerja strengthened export performance, as well as moderate
ekspor, serta pertumbuhan investasi atau Penanaman growth in investment or Gross Fixed Capital Formation
Modal Tetap Bruto (PMTB) yang tetap moderat. Stabilitas (PMTB). Financial system stability was also reflected in
sistem keuangan juga tercermin dari pertumbuhan kredit banking credit growth of 7.70% (yoy), Third-Party Fund
perbankan sebesar 7,70% (yoy), pertumbuhan Dana Pihak (DPK) growth of 11.18% (yoy), liquidity ratios maintained
Ketiga (DPK) sebesar 11,18% (yoy), rasio likuiditas yang above thresholds, solid capital adequacy with a CAR of
terjaga di atas threshold, tingkat permodalan yang solid 26.15%, and improvements in non-performing loan ratios
dengan CAR sebesar 26,15%, serta perbaikan rasio kredit with NPL gross at 2.24% and NPL net at 0.87%. These
bermasalah dengan NPL gross sebesar 2,24% dan NPL conditions provide a relatively strong foundation for the
net sebesar 0,87%. Kondisi ini memberikan landasan yang financial services industry, including the insurance sector, to
relatif kuat bagi industri jasa keuangan, termasuk industri maintain resilience and disciplined risk management.
asuransi, untuk tetap menjaga resiliensi dan disiplin
pengelolaan risiko.
Kebijakan untuk Merespon Tantangan dalam Pemenuhan Policy to Respond Challenges in Fulfilling Sustainability
Strategi Keberlanjutan Strategy
Dalam menghadapi ketidakpastian global dan dinamika In facing global uncertainty and domestic economic
ekonomi domestik, Direksi menegaskan pentingnya dynamics, the Board of Directors emphasizes the
kebijakan yang adaptif, disiplin, dan berbasis manajemen importance of adaptive, disciplined, and risk-based
risiko yang kuat. Tantangan berupa fluktuasi inflasi global, policies. Challenges such as global inflation fluctuations,
perubahan suku bunga, potensi disrupsi rantai pasok, interest rate changes, potential supply chain disruptions,
serta perlambatan ekonomi di berbagai negara menjadi and economic slowdowns in various countries are
pertimbangan utama dalam penyusunan kebijakan key considerations in formulating the Company’s
keberlanjutan Perseroan. sustainability policies.
Perseroan merespon melalui penguatan tata kelola The Company responds by strengthening governance
dan manajemen risiko dengan penerapan Three Lines and risk management through the implementation of the
Model, peningkatan fungsi kepatuhan, serta integrasi Three Lines Model, enhancing the compliance function,
pertimbangan ESG dalam kebijakan underwriting dan and integrating ESG considerations into underwriting and
investasi. Pendekatan ini memastikan bahwa setiap investment policies. This approach ensures that every
keputusan bisnis mempertimbangkan keseimbangan business decision considers the balance between premium
antara pertumbuhan premi, kualitas portofolio, dan growth, portfolio quality, and long-term risk exposure.
eksposur risiko jangka panjang.
Di sisi operasional, Perseroan juga melakukan pengendalian In terms of operation, the Company also manages
dampak lingkungan melalui efisiensi energi, pengurangan environmental impacts through energy efficiency, reducing
penggunaan kertas melalui digitalisasi, pemantauan paper use via digitalization, monitoring electricity,
konsumsi listrik, air, dan bahan bakar, serta pengelolaan water, and fuel consumption, and managing waste in a
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Penjelasan Direksi
An Explanation from the Board of Directors 23
limbah secara terukur sebagai bagian dari tanggung jawab measurable way as part of its commitment to reducing
pengurangan jejak lingkungan. environmental footprint.
Selain itu, Direksi memastikan evaluasi strategi dilakukan Furthermore, the Board of Directors ensures that strategy
secara berkala melalui mekanisme RJPP, RKAP, dan RAKB evaluations are conducted regularly through the RJPP,
agar tetap responsif terhadap perubahan makroekonomi RKAP, and RAKB mechanisms to remain responsive to
dan ekspektasi regulator, sekaligus menjaga konsistensi macroeconomic changes and regulatory expectations,
pencapaian tujuan jangka panjang Perseroan. while maintaining consistency in achieving the Company’s
long-term objectives.
Penerapan Keuangan Berkelanjutan Implementation of Sustainable Finance
Di tengah kondisi suku bunga global yang mengalami Amid global interest rate adjustments and inflation
penyesuaian serta dinamika inflasi, penerapan keuangan dynamics, the implementation of sustainable finance
berkelanjutan menjadi instrumen strategis untuk menjaga becomes a strategic instrument to maintain quality growth.
kualitas pertumbuhan. Perseroan mengembangkan The Company develops a product portfolio aligned with the
portofolio produk yang selaras dengan Kategori Kegiatan Sustainable Business Activity Categories (KKUB), including
Usaha Berkelanjutan (KKUB), termasuk perlindungan protection for electric vehicles through the t drive products
kendaraan listrik melalui produk t drive (konvensional dan (conventional and Sharia), protection for renewable energy
syariah), perlindungan aset pembangkit energi baru dan assets such as geothermal, hydropower, and solar, as well
terbarukan seperti panas bumi, tenaga air, dan tenaga as studies on developing carbon insurance and protection
surya, serta kajian pengembangan asuransi karbon dan related to Carbon Capture, Utilization, and Storage (CCUS).
perlindungan terkait Carbon Capture, Utilization, and Storage
(CCUS).
Peningkatan jumlah produk ramah lingkungan The increasing number of environmentally friendly products
mencerminkan komitmen Perseroan dalam mendukung reflects the Company’s commitment to supporting the
transisi energi dan pertumbuhan ekonomi hijau, sekaligus energy transition and green economic growth, while also
memperluas peluang bisnis yang relevan dengan kebutuhan expanding business opportunities that are relevant to
pasar. Dalam konteks domestik yang menunjukkan market needs. In the domestic context, which shows
stabilitas sektor perbankan dan permodalan yang solid, banking sector stability and solid capital adequacy, the
Perseroan memanfaatkan momentum tersebut untuk Company uses this momentum to strengthen its position
memperkuat posisi sebagai penyedia solusi perlindungan as a provider of risk protection solutions that support
risiko yang mendukung pembangunan berkelanjutan. sustainable development.
Implementasi RAKB 2021-2026 menjadi pedoman utama The implementation of the 2021–2026 RAKB serves as the
dalam memastikan bahwa setiap inisiatif keberlanjutan main guideline to ensure that every sustainability initiative
memiliki target yang terukur, mekanisme pemantauan has measurable targets, clear monitoring mechanisms,
yang jelas, serta konsistensi pelaporan yang akuntabel. and consistent, accountable reporting. Strengthening
Penguatan kompetensi Dewan Komisaris, Direksi, dan the competencies of the Board of Commissioners,
manajemen dalam bidang keuangan berkelanjutan serta Board of Directors, and management in sustainable
penerapan ISO 37001:2016 dan ISO 27001:2022 semakin finance, along with the adoption of ISO 37001:2016
memperkokoh fondasi tata kelola Perseroan. and ISO 27001:2022, further reinforces the Company’s
governance foundation.
Strategi Pencapaian Target Strategies to Achieve Target
Strategi pencapaian target keberlanjutan dilaksanakan The strategy for achieving sustainability targets is carried
melalui pendekatan yang disiplin dan berbasis kinerja, out through a disciplined and performance-based approach,
dengan mempertimbangkan dinamika makro ekonomi yang by considering evolving macroeconomic dynamics. The
berkembang. Direksi menekankan bahwa pencapaian target Board of Directors emphasizes that target achievement is
tidak hanya berorientasi pada pertumbuhan finansial, tetapi not solely focused on financial growth, but also on portfolio
juga pada kualitas portofolio, pengelolaan risiko, serta quality, risk management, and the economic, social, and
dampak ekonomi, sosial, dan lingkungan yang dihasilkan. environmental impacts generated.
Pada aspek lingkungan, Perseroan memantau konsumsi On the environmental aspect, the Company monitors
energi, penggunaan air, pengelolaan limbah, serta emisi energy consumption, water usage, waste management, and
gas rumah kaca sebagai bagian dari pengendalian dampak greenhouse gas emissions as part of operational impact
operasional. Pada aspek sosial, implementasi program control. On the social aspect, the implementation of the
Bakti Tugu melalui empat pilar utama telah menjangkau Bakti Tugu program through four main pillars has reached
lebih dari 15.000 penerima manfaat hingga Desember over 15,000 beneficiaries as of December 2025, reflecting
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Penjelasan Direksi
24 An Explanation from the Board of Directors
2025, mencerminkan kontribusi nyata Perseroan dalam the Company’s tangible contribution to strengthening
memperkuat ketahanan sosial masyarakat. community social resilience.
Pada aspek tata kelola, Perseroan memastikan tidak In terms of governance aspect, the Company ensures
terdapat pelanggaran terhadap peraturan terkait sosial there are no violations of social and economic regulations
dan ekonomi selama periode pelaporan, serta terus during the reporting period and continues to strengthen a
memperkuat budaya integritas dan kepatuhan di seluruh culture of integrity and compliance throughout all levels of
lini organisasi. the organization.
Dengan mempertimbangkan kondisi global yang penuh Considering the challenging global conditions and the
tantangan dan ekonomi domestik yang tetap tumbuh domestic economy’s moderate growth, the Board of
moderat, Direksi meyakini bahwa strategi keberlanjutan Directors believes that an integrated and disciplined
yang terintegrasi dan disiplin menjadi kunci dalam menjaga sustainability strategy is key to maintaining the Company’s
resiliensi Perseroan. Ke depan, Tugu Insurance akan terus resilience. In the future, Tugu Insurance will continue to
memperkuat sinergi antara kinerja bisnis dan agenda ESG, strengthen the synergy between business performance
sehingga pertumbuhan yang dicapai tetap seimbang antara and the ESG agenda, ensuring that achieved growth
profitabilitas, stabilitas permodalan, pengelolaan risiko, remains balanced across profitability, capital stability, risk
serta kontribusi nyata bagi masyarakat dan lingkungan. management, and tangible contributions to society and
the environment.
Penutup Closing
Keberlanjutan bagi Tugu Insurance bukanlah agenda For Tugu Insurance, sustainability is not a standalone
yang berdiri sendiri, melainkan perjalanan strategis yang agenda, but a strategic journey integrated with the
terintegrasi dengan arah pertumbuhan Perseroan. Di Company’s growth direction. Amid global economic
tengah dinamika ekonomi global yang masih dibayangi dynamics still shadowed by uncertainty and a continuously
ketidakpastian serta kondisi domestik yang terus evolving domestic environment, the Board of Directors views
berkembang, Direksi memandang bahwa konsistensi dalam consistency in governance, disciplined risk management,
tata kelola, disiplin manajemen risiko, dan integrasi prinsip and the integration of ESG principles as the main
ESG menjadi fondasi utama dalam menjaga ketahanan foundation for maintaining business resilience. Through this
usaha. Dengan pendekatan tersebut, Perseroan berupaya approach, the Company strives to ensure that every growth
memastikan bahwa setiap pertumbuhan yang dicapai tetap achieved remains aligned with prudential principles, capital
selaras dengan prinsip kehati-hatian, stabilitas permodalan, stability, and social and environmental responsibility.
serta tanggung jawab sosial dan lingkungan.
Komitmen ini akan terus diperkuat melalui implementasi This commitment will continue to be strengthened through
Keuangan Berkelanjutan yang terarah, inovasi produk the targeted implementation of Sustainable Finance,
yang relevan dengan kebutuhan transisi ekonomi, serta product innovations aligned with the needs of the economic
peningkatan kompetensi dan penguatan sistem tata transition, as well as the enhancement of competencies
kelola yang adaptif terhadap perubahan eksternal. Direksi and the strengthening of governance systems that are
meyakini bahwa keseimbangan antara kinerja finansial dan adaptive to external changes. The Board of Directors
penciptaan nilai jangka panjang bagi pemangku kepentingan believes that balancing financial performance with the
merupakan kunci untuk menjaga keberlanjutan Perseroan creation of long-term value for stakeholders is the key to
secara menyeluruh. sustaining the Company’s overall sustainability.
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Penjelasan Direksi
An Explanation from the Board of Directors 25
Keberhasilan dalam menjalankan strategi tersebut tentu The success of implementing this strategy is, of course,
tidak terlepas dari dukungan dan sinergi seluruh pihak. inseparable from the support and synergy of all parties.
Untuk itu, Direksi menyampaikan apresiasi yang setinggi- Therefore, the Board of Directors extends its highest
tingginya kepada Dewan Komisaris atas arahan dan appreciation to the Board of Commissioners for the
pengawasan yang konstruktif, kepada seluruh karyawan constructive guidance and supervision, to all employees for
atas dedikasi dan profesionalisme yang konsisten, serta their consistent dedication and professionalism, and to all
kepada seluruh pemangku kepentingan atas kepercayaan stakeholders for the trust and collaboration continuously
dan kolaborasi yang terus diberikan. Dengan semangat given. With a spirit of togetherness and strong commitment,
kebersamaan dan komitmen yang kuat, Tugu Insurance Tugu Insurance will continue to move forward as a resilient,
akan terus melangkah maju sebagai perusahaan asuransi professional, and sustainable insurance company.
yang tangguh, profesional, dan berkelanjutan.
Jakarta, 2 April 2026
Atas nama Direksi,
On behalf of the Board of Directors,
Adi Pramana
Presiden Direktur
President Director
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Tentang
Kilas Kinerja
Laporan Keberlanjutan
26 About this Sustainability
Performance Review Report
Asuransi Kesehatan
Health Insurance
Laporan Keberlanjutan ini memuat tiga fokus utama, yaitu kinerja triple bottom line; dampak yang dihasilkan dari kegiatan
operasional dan portofolio bisnis Perseroan; serta kontribusi Tugu Insurance dalam mendukung pencapaian Tujuan
Pembangunan Berkelanjutan (TPB).
This Sustainability Report covers three main focuses: triple bottom line performance; the impact generated by the Company’s
operational activities and business portfolio; and Tugu Insurance’s contribution to supporting the achievement of the
Sustainable Development Goals (SDGs).
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Tentang Laporan Keberlanjutan
Kilas Kinerja
About this Sustainability
Performance Review
Report 27
Tentang Laporan
Keberlanjutan
About this Sustainability Report
.04
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Tentang Laporan Keberlanjutan
28 About this Sustainability Report
Tentang Laporan Keberlanjutan
About this Sustainability Report
Tugu Insurance berkomitmen untuk menerbitkan Laporan Tugu Insurance is committed to publishing its Sustainability
Keberlanjutan secara konsisten, komprehensif, dan Report in a consistent, comprehensive, and timely
tepat waktu sebagai bentuk pertanggungjawaban kepada manner as a form of accountability to stakeholders, while
para pemangku kepentingan, sekaligus pemenuhan also complying with Financial Services Authority (OJK)
ketentuan Peraturan Otoritas Jasa Keuangan (OJK) No. 51/ Regulation No. 51/POJK.03/2017 on the Implementation
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan of Sustainable Finance for Financial Services Institutions,
bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Issuers, and Public Companies. This report serves as a
Publik. Laporan ini menjadi sarana komunikasi bagi communication medium for the Company to convey its
Perseroan untuk menyampaikan strategi, tata kelola, serta sustainable finance strategy, governance, and performance
kinerja keuangan berkelanjutan kepada regulator, pemegang to regulators, shareholders, customers, employees,
saham, nasabah, karyawan, mitra bisnis, dan masyarakat. business partners, and the public.
Laporan Keberlanjutan ini memuat tiga pesan utama. This Sustainability Report conveys three main messages.
Pertama, kinerja triple bottom line Tugu Insurance yang First, Tugu Insurance’s triple bottom line performance,
mencakup aspek ekonomi, lingkungan, dan sosial. Kedua, consisting of economic, environmental, and social aspects.
dampak ekonomi, sosial, dan lingkungan yang timbul dari Second, the economic, social, and environmental impacts
kegiatan operasional serta portofolio bisnis Perseroan. arising from the Company’s operational activities and
Ketiga, kontribusi Tugu Insurance dalam mendukung business portfolio. Third, Tugu Insurance’s contribution
pencapaian Tujuan Pembangunan Berkelanjutan (TPB) atau to supporting the achievement of the Sustainable
Sustainable Development Goals (SDGs), termasuk melalui Development Goals (SDGs), including through the
implementasi Rencana Aksi Keuangan Berkelanjutan implementation of the Sustainable Finance Action Plan
(RAKB) dan program Bakti Tugu. (RAKB) and the Bakti Tugu program.
Periode, Siklus, dan Cakupan Pelaporan [GRI 2-2] [GRI 2-3]
Reporting Period, Cycle, and Scope [GRI 2-2] [GRI 2-3]
Perseroan menerbitkan Laporan Keberlanjutan secara The Company publishes its Sustainability Report on a
periodik dengan siklus satu kali dalam setahun. Laporan periodic basis, with a reporting cycle of once a year. This
ini menyajikan data dan informasi kinerja Tugu Insurance report presents data and information on Tugu Insurance’s
untuk periode 1 Januari sampai dengan 31 Desember performance for the period from 1 January to 31 December
2025, kecuali dinyatakan lain. Tugu Insurance pertama kali 2025, unless otherwise stated. Tugu Insurance first
menerbitkan Laporan Keberlanjutan pada tahun 2021 untuk published its Sustainability Report in 2021 for the 2020
tahun buku 2020 dan menerbitkannya secara berkelanjutan financial year and has continued to publish it annually.
setiap tahun. Laporan terakhir sebelum dokumen ini adalah The latest report prior to this document was the 2025
Laporan Keberlanjutan 2025 untuk tahun buku 2024. Sustainability Report for the 2024 financial year.
Cakupan pelaporan mencakup aktivitas Tugu Insurance The scope of this report covers the activities of Tugu
sebagai entitas induk, beserta entitas anak dan entitas Insurance as the parent entity, along with relevant
asosiasi yang relevan sebagaimana dijelaskan pada subsidiaries and associated entities, as described in
bagian Profil Perseroan. Laporan ini disusun dengan fokus the Company Profile section. This report is prepared with
pada topik-topik material yang berkaitan dengan kinerja a focus on material topics related to economic, social,
ekonomi, sosial, lingkungan, dan tata kelola keberlanjutan. environmental, and sustainability governance performance.
Informasi yang disajikan mencakup data kuantitatif dan The information presented includes quantitative and
kualitatif mengenai kinerja keberlanjutan, dampak terhadap qualitative data on sustainability performance, impacts
pemangku kepentingan, serta kontribusi Perseroan on stakeholders, and the Company’s contributions to the
terhadap agenda TPB/SDGs, sesuai dengan standar SDGs, in accordance with the reporting standards and
pelaporan dan batasan pelaporan yang dijelaskan pada boundaries outlined in this chapter.
bab ini.
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Tentang Laporan Keberlanjutan
About this Sustainability Report 29
Entitas Anak
Perusahaan Tugu
Insurance
Tugu Insurance’s
Subsidiaries
PT Reasuransi
PT Tugu Pratama PT Asuransi
Maipark
Interindo Samsung Tugu
Indonesia
27,50%
99,99% 30,00% 13,77%
1,86%
PT Synergy Risk PT Tugu
Tugu Insurance PT Pratama
Management Reasuransi
Company Limited Mitra Sejati
Consultans Indonesia
72,50% 99,99% 99,90% 50,74%
Entitas Anak | Subsidiaries
Entitas Asosiasi | Associates
Penyertaan Langsung | Direct Participation
Standar dan Pedoman Pelaporan
Reporting Standard and Guidelines
Penyusunan Laporan Keberlanjutan Tugu Insurance The preparation of Tugu Insurance’s Sustainability Report
mengacu pada Peraturan Otoritas Jasa Keuangan No. refers to Financial Services Authority Regulation No. 51/
51/POJK.03/2017 (POJK 51/2017) tentang Penerapan POJK.03/2017 (POJK 51/2017) on the Implementation
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, of Sustainable Finance for Financial Services Institutions,
Emiten, dan Perusahaan Publik, serta Surat Edaran OJK No. Issuers, and Public Companies, as well as OJK Circular
16/SEOJK.04/2021 (SEOJK 16/2021) tentang Bentuk dan Letter No. 16/SEOJK.04/2021 (SEOJK 16/2021) on the
Isi Laporan Tahunan Emiten atau Perusahaan Publik. Selain Form and Content of Annual Reports of Issuers or Public
ketentuan OJK, laporan ini juga disusun dengan mengikuti Companies. In addition to OJK regulations, this report is
persyaratan pelaporan Global Reporting Initiative (GRI) also prepared in accordance with the Global Reporting
Standards 2021, termasuk penerapan prinsip pelaporan Initiative (GRI) Standards 2021, including the application
serta pengungkapan umum dan topik material yang relevan of reporting principles as well as general disclosures and
bagi Tugu Insurance. material topic disclosures relevant to Tugu Insurance.
Untuk memudahkan pembaca dalam menelusuri informasi, To facilitate readers in navigating the information, the
Perseroan mencantumkan kode indeks GRI pada halaman Company includes GRI index codes on pages containing
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Tentang Laporan Keberlanjutan
30 About this Sustainability Report
yang memuat pengungkapan umum dan pengungkapan general disclosures and specific topic disclosures. The
topik tertentu. Perseroan juga menyajikan indeks POJK Company also presents the POJK 51/2017 index, SEOJK
51/2017, SEOJK 16/2021, dan indeks GRI Standards 16/2021 index, and the GRI Standards 2021 index at the
2021 pada bagian akhir laporan sebagai panduan untuk end of the report as a guide to show the linkage between
melihat keterkaitan antara ketentuan regulasi, standar regulatory requirements, reporting standards, and the
pelaporan, dan informasi yang diungkapkan dalam information disclosed in this report.
laporan ini.
Penyajian Kembali dan Perubahan Informasi dalam Pelaporan [GRI 2-4]
Restatement and Change of Information in Reporting [GRI 2-4]
Data dan informasi keuangan dalam laporan ini disajikan The financial data and information in this report are
dalam denominasi Rupiah, kecuali dinyatakan lain, dan presented in Rupiah, unless otherwise stated, and have
telah diaudit oleh Kantor Akuntan Publik sesuai dengan been audited by a Public Accounting Firm in accordance
kebutuhan penyusunan Laporan Keuangan dan Laporan with the requirements for the preparation of the Company’s
Tahunan Perseroan. Perseroan menyajikan data kuantitatif Financial Statements and Annual Report. The Company
dengan prinsip keterbandingan, yaitu menampilkan presents quantitative data based on the principle of
sedikitnya dua tahun data secara berurutan agar pembaca comparability by displaying at least two consecutive years
dapat melihat perkembangan kinerja Tugu Insurance dari of data, enabling readers to track the development of Tugu
waktu ke waktu. Insurance’s performance over time.
Apabila terdapat penyajian kembali (restatement), If there are any restatements, changes in methodology,
perubahan metodologi, atau penyesuaian informasi or adjustments to specific information, the Company
tertentu, Perseroan mengungkapkan penjelasan discloses explanations of such changes in the relevant
perubahan tersebut pada bagian terkait. Pendekatan sections. This approach is applied to maintain transparency,
ini dilakukan untuk menjaga transparansi, konsistensi, consistency, and the reliability of the information provided
serta keandalan informasi yang disampaikan kepada to stakeholders.
pemangku kepentingan.
Penetapan Topik Material dan Batasan Topik [GRI 3-1]
Defining Material Topics and Topic Boundaries [GRI 3-1]
Penetapan isi Laporan Keberlanjutan Tugu Insurance Defining of the content of Tugu Insurance’s Sustainability
mengacu pada prinsip penentuan topik dalam GRI Report refers to the topic determination principles set out
Standards, yaitu stakeholder inclusiveness, sustainability in the GRI Standards, namely stakeholder inclusiveness,
context, materiality, dan completeness. Keempat sustainability context, materiality, and completeness.
prinsip ini digunakan untuk memastikan topik yang These four principles are applied to ensure that the
diungkap mencerminkan dampak ekonomi, sosial, dan disclosed topics reflect the most significant economic,
lingkungan yang paling signifikan bagi Perseroan dan social, and environmental impacts for the Company and
pemangku kepentingan. its stakeholders.
Prinsip Penetapan Topik
Principles for Defining Topics
1. Inklusivitas Pemangku Kepentingan 1. Stakeholder Inclusiveness
(Stakeholder Inclusiveness)
Perseroan melibatkan pemangku kepentingan internal The Company involves both internal and external
dan eksternal untuk memahami isu yang paling stakeholders to identify the most relevant and impactful
relevan dan berdampak terhadap keberlanjutan usaha. sustainability issues. Involvement is conducted through
Keterlibatan dilakukan melalui diskusi lintas fungsi. cross-functional discussions. Inputs are gathered
Masukan yang dihimpun mencakup perspektif regulator, from regulators, shareholders, customers, employees,
pemegang saham, nasabah, karyawan, mitra bisnis, business partners, and the community.
serta komunitas.
2. Konteks Keberlanjutan (Sustainability Context) 2. Sustainability Context
Perseroan memastikan topik yang dibahas sesuai The Company ensures that the topics discussed are
dengan konteks bisnis Tugu Insurance sebagai aligned with Tugu Insurance’s business context as
perusahaan asuransi umum dan perannya dalam a general insurance company and its role within the
ekosistem keuangan berkelanjutan nasional. Dalam national sustainable finance ecosystem. At this stage,
tahap ini, Perseroan mempertimbangkan ketentuan the Company considers sustainable finance regulations,
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Tentang Laporan Keberlanjutan
About this Sustainability Report 31
terkait keuangan berkelanjutan, termasuk POJK including POJK 51/2017 and the 2021–2026
51/2017 serta Rencana Aksi Keuangan Berkelanjutan Sustainable Finance Action Plan (RAKB), to ensure that
(RAKB) 2021-2026, agar pengungkapan selaras dengan disclosures are consistent with sector expectations and
ekspektasi dan arah kebijakan sektor jasa keuangan. policy directions in the financial services industry.
3. Materialitas (Materiality) 3. Materiality
Perseroan menyusun daftar awal topik aktual The Company compiles an initial list of current and
dan potensial yang berkaitan dengan dampak potential topics related to the Company’s main
utama Perseroan. Topik yang ditelaah antara lain impacts. The topics reviewed include financial stability,
stabilitas keuangan, tata kelola dan integritas, governance and integrity, sustainable insurance
praktik asuransi berkelanjutan, layanan nasabah, practices, customer service, employment, occupational
ketenagakerjaan, keselamatan dan kesehatan kerja, health and safety, operational environmental impacts,
dampak lingkungan operasional, serta kontribusi and social contributions. Each topic is then assessed
sosial. Setiap topik kemudian dinilai berdasarkan based on the significance of its impact and its level of
signifikansi dampaknya serta tingkat kepentingannya importance to stakeholders, enabling the Company to
bagi pemangku kepentingan, sehingga Perseroan dapat prioritize material topics for reporting.
memprioritaskan topik material untuk pelaporan.
4. Kelengkapan (Completeness) 4. Completeness
Topik material yang terpilih selanjutnya diuji berdasarkan The selected material topics are further tested based
ketersediaan data, batasan topik (topic boundary), serta on data availability, topic boundary, and the extent of
jangkauan dampaknya sepanjang rantai nilai. Pengujian their impacts across the value chain. This assessment
dilakukan untuk memastikan bahwa pengungkapan is conducted to ensure that disclosures cover the
mencakup entitas dan periode pelaporan yang relevan, relevant entities and reporting periods, allowing
sehingga pemangku kepentingan memperoleh gambaran stakeholders to obtain a comprehensive view of the
yang utuh mengenai kinerja keberlanjutan Perseroan. Company’s sustainability performance.
Tahapan Penetapan Topik Material
Stages of Defining Material Topics
Selaras dengan panduan GRI 3, proses penetapan topik In line with the guidance of GRI 3, the process of Tugu
material Tugu Insurance dilakukan melalui empat langkah Insurance’s material topic determination is carried out
utama sebagai berikut: through the following four main steps:
1. Mengidentifikasi topik dan dampak aktual maupun 1. Identifying actual and potential topics and impacts, and
potensial, serta menetapkan batasan topik; defining topic boundaries;
2. Memprioritaskan topik berdasarkan tingkat signifikansi 2. Prioritizing topics based on the significance of their
dampak dan kepentingan pemangku kepentingan; impacts and their importance to stakeholders;
3. Memvalidasi daftar topik material bersama unit terkait, 3. Validating the list of material topics with relevant units,
termasuk meninjau keselarasan terhadap referensi including reviewing alignment with applicable reference
standar yang relevan; dan standards; and
4. Meninjau ulang hasil penetapan topik material 4. Reviewing the results of the material topic
setelah laporan diterbitkan sebagai dasar determination after the report is published as a basis
penyempurnaan kualitas dan relevansi pelaporan pada for improving the quality and relevance of reporting in
periode berikutnya. subsequent periods.
Daftar Topik Material [GRI 3-2]
List of Material Topics [GRI 3-2]
Topik material yang diungkap dalam laporan ini ditetapkan The material topics disclosed in this report are determined
melalui proses identifikasi dan penilaian dampak ekonomi, through a process of identifying and assessing Tugu
lingkungan, dan sosial Tugu Insurance, baik yang bersifat Insurance’s economic, environmental, and social
aktual maupun potensial, sesuai ketentuan GRI 3: Material impacts, both actual and potential, in accordance with
Topics 2021. Proses ini mencakup pemahaman konteks the requirements of GRI 3: Material Topics 2021. This
organisasi, penelaahan standar dan ketentuan yang relevan, process includes understanding the organizational context,
serta pemetaan hubungan Perseroan dengan pemangku reviewing relevant standards and regulations, and mapping
kepentingan di sepanjang rantai nilai. the Company’s relationships with stakeholders across the
value chain.
Pada tahun pelaporan 2025, Perseroan melakukan In the 2025 reporting year, the Company reviewed
peninjauan topik material melalui diskusi internal lintas its material topics through cross-functional internal
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
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Tentang Laporan Keberlanjutan
32 About this Sustainability Report
fungsi dengan mempertimbangkan dinamika bisnis, regulasi discussions, by considering business dynamics, applicable
yang berlaku, serta isu-isu keberlanjutan yang paling relevan regulations, and the sustainability issues most relevant to
bagi Tugu Insurance. Berdasarkan hasil diskusi tersebut, Tugu Insurance. Based on the results of these discussions,
Perseroan menetapkan bahwa daftar topik material the Company concluded that the 2024 list of material
tahun 2024 masih relevan untuk digunakan pada tahun topics remains relevant for use in 2025, therefore, no
2025, sehingga tidak diperlukan perubahan signifikan significant changes were required to either topic priorities
pada prioritas topik maupun batasan topik. Perseroan or topic boundaries. The Company will update the material
akan melakukan pemutakhiran kembali apabila terdapat topics should there be any significant changes in the
perubahan signifikan pada konteks usaha atau ekspektasi business context or stakeholder expectations.
pemangku kepentingan.
Proses tersebut menghasilkan daftar topik material beserta This process resulted in a list of material topics along
batasan topiknya yang disajikan pada Tabel Daftar Topik with their respective boundaries, which is presented in the
Material pada bagian berikut. Material Topics List table in the following section.
Daftar Topik Material [GRI 3-2] [GRI 3-3]
List of Material Topics [GRI 3-2] [GRI 3-3]
Dampak Utama Kebijakan dan Boundary dan
Topik Material (Aktual dan Potensial) Tindakan Pengelolaan Evaluasi Efektivitas
No.
Material Topics Main Impacts Management Policies Boundaries and
(Actual and Potential) and Actions Effectiveness of Evaluation
1 Kinerja • Positif: penciptaan nilai ekonomi RJPP dan RKAP, kebijakan • Internal: seluruh unit bisnis, fungsi
Perusahaan bagi pemegang saham, karyawan, investasi, manajemen keuangan, dan manajemen risiko.
Company’s pemerintah, pemasok, dan risiko, implementasi RAKB, • Eksternal: pemegang saham, regulator,
Performance masyarakat, serta menjaga pemantauan kinerja keuangan nasabah, pemasok, dan pemerintah.
stabilitas keuangan dan dan rasio permodalan, • Efektivitas dinilai melalui indikator
kemampuan bayar klaim. pengelolaan portofolio produk kinerja keuangan seperti premi bruto,
• Potensial negatif: eksposur termasuk produk KKUB. laba, Risk Based Capital (RBC), rasio
portofolio pada sektor RJPP and RKAP, investment klaim, biaya operasional, serta rating
berintensitas karbon tinggi policies, risk management, AM Best dan pengakuan eksternal
dan volatilitas keuangan yang implementation of the RAKB, lainnya.
dapat memengaruhi kinerja dan monitoring of financial • Internal: all business units, the finance
kemampuan membayar klaim. performance and capital function, and risk management.
• Positive: creation of economic adequacy ratios, and • External: shareholders, regulators,
value for shareholders, employees, management of the product customers, suppliers, and the
the government, suppliers, and portfolio, including KKUB government.
the community, as well as the products. • Effectiveness is assessed through
maintenance of financial stability financial performance indicators such
and the Company’s ability to pay as gross written premiums, profit, Risk
claims. Based Capital (RBC), claims ratio,
• Negative potential: portfolio operating expenses, as well as AM Best
exposure to high–carbon-intensity ratings and other external recognitions.
sectors and financial volatility that
may affect performance and the
ability to pay claims.
2 Bantuan • Positif: peningkatan akses layanan Kebijakan TJSL melalui Bakti • Internal: Corporate Secretary, Human
Kesehatan dan dasar dan kesehatan masyarakat Tugu, kolaborasi dengan Capital Management.
Dampak Ekonomi melalui fasilitas air bersih, pemerintah atau mitra • Eksternal: penerima manfaat dan mitra
Tidak Langsung ambulans, dan program dukungan pelaksana, pemantauan output pelaksana.
Health kesehatan, serta kontribusi pada dan hasil program. • Efektivitas dievaluasi melalui jumlah
Assistance and peningkatan produktivitas dan CSR policies through the Bakti program, realisasi anggaran, jumlah
Indirect Economic kesejahteraan. Tugu program, collaboration penerima manfaat, serta umpan balik
Impacts • Potensial negatif: program kurang with the government or masyarakat melalui survei, testimoni,
tepat sasaran atau memunculkan implementing partners, and atau mekanisme masukan lainnya.
ketergantungan apabila tidak monitoring of program outputs • Internal: Corporate Secretary and
disertai penguatan kapasitas. and outcomes. Human Capital Management.
• Positive: improved access to basic • External: beneficiaries and
services and public health through implementing partners.
clean water facilities, ambulance • Effectiveness is evaluated based
services, and health support on the number of programs, budget
programs, along with contributions realization, number of beneficiaries, and
to increased productivity and community feedback obtained through
well-being. surveys, testimonials, or other feedback
• Negative potential: programs mechanisms.
that are not well targeted or that
may create dependency if not
accompanied by capacity-building
efforts.
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Tentang Laporan Keberlanjutan
About this Sustainability Report 33
Dampak Utama Kebijakan dan Boundary dan
Topik Material (Aktual dan Potensial) Tindakan Pengelolaan Evaluasi Efektivitas
No.
Material Topics Main Impacts Management Policies Boundaries and
(Actual and Potential) and Actions Effectiveness of Evaluation
3 Pelestarian • Positif: rehabilitasi ekosistem Program Bakti Lingkungan • Internal: unit pelaksana program dan
Alam dan melalui, peningkatan tutupan hijau, seperti penanaman mangrove, fungsi pendukung terkait.
Keanekaragaman dukungan terhadap ketahanan pengelolaan sampah, dan daur • Eksternal: komunitas lokal, kawasan
Hayati iklim, serta kontribusi pada ulang limbah tekstil, koordinasi konservasi, dan pemerintah daerah.
Conservation penyerapan emisi. dengan pemerintah daerah dan • Efektivitas dinilai melalui jumlah bibit
of Nature and • Potensial negatif: gangguan pemangku kepentingan lokal, tertanam dan tingkat keberlangsungan,
Biodiversity sementara terhadap aktivitas dan edukasi lingkungan. luas area yang terdampak, volume
masyarakat apabila perencanaan Bakti Lingkungan programs limbah yang dikelola atau didaur ulang,
lokasi dan pelaksanaan tidak such as mangrove planting, serta tren intensitas emisi GRK.
dikelola dengan baik. waste management, and textile • Internal: program implementation units
• Positive: ecosystem rehabilitation waste recycling, coordination and related supporting functions.
through increased green cover, with local governments and • External: local communities,
support for climate resilience, local stakeholders, and conservation areas, and local
and contributions to emissions environmental education. governments.
absorption. • Effectiveness is assessed based on the
• Negative potential: temporary number of seedlings planted and their
disruption to community activities survival rate, the size of the impacted
if site planning and implementation area, the volume of waste managed or
are not well managed. recycled, and trends in GHG emissions
intensity.
4 Keselamatan dan • Positif: perlindungan kesehatan Kebijakan Health, Safety, • Internal: fungsi HSSE, karyawan, dan
Kesehatan Kerja dan keselamatan karyawan dan Security, and Environment tenaga alih daya di seluruh lokasi kerja.
(K3) mitra kerja, lingkungan kerja yang (HSSE), penerapan program K3, • Eksternal: mitra kerja dan vendor.
Occupational aman dan produktif. Medical Check Up, pelatihan • Efektivitas dievaluasi melalui jumlah
Health and Safety • Potensial negatif: cedera kerja, dan komunikasi keselamatan, kecelakaan kerja, tingkat keparahan
(OHS) penyakit akibat kerja, atau stres penyediaan Alat Pelindung Diri insiden, jam kerja hilang, cakupan
kerja apabila pengelolaan K3 tidak (APD), pelaporan dan investigasi pelatihan K3, dan hasil audit atau
memadai. insiden, dan pengawasan inspeksi HSSE.
• Positive: protection of the health vendor. • Internal: HSSE function, employees, and
and safety of employees and Health, Safety, Security, and outsourced personnel across all work
business partners, and the Environment (HSSE) policies, locations.
creation of a safe and productive implementation of OHS • External: business partners and
working environment. programs, Medical Check- vendors.
• Negative potential: work-related Ups, safety training and • Effectiveness is evaluated based on the
injuries, occupational diseases, communication, provision of number of workplace accidents, incident
or work-related stress if OHS Personal Protective Equipment severity levels, lost work hours, OHS
management is inadequate. (PPE), incident reporting and training coverage, and the results of
investigation, and vendor HSSE audits or inspections.
supervision.
5 Pengembangan • Positif: peningkatan kompetensi, Kerangka Competency-Based • Internal: seluruh karyawan.
Kompetensi produktivitas, kualitas layanan, Human Resource Management • Eksternal: lembaga pelatihan,
Competency penguatan inovasi, serta (CBHRM), rencana pelatihan universitas, dan asosiasi profesi.
Development peningkatan peluang karier tahunan, program sertifikasi • Efektivitas dinilai melalui jam pelatihan
karyawan. teknis dan manajerial, evaluasi per karyawan, cakupan pelatihan,
• Potensial negatif: kesenjangan kinerja, rencana pengembangan persentase karyawan yang mengikuti
kompetensi apabila pelatihan individu, dukungan program evaluasi kinerja, tingkat sertifikasi, serta
tidak merata atau tidak sesuai magang dan beasiswa. hasil survei keterlibatan karyawan.
kebutuhan organisasi. Competency-Based Human • Internal: all employees.
• Positive: enhanced competencies, Resource Management • External: training institutions,
productivity, service quality, (CBHRM) framework, annual universities, and professional
strengthened innovation, and training plans, technical associations.
improved employee career and managerial certification • Effectiveness is assessed through
opportunities. programs, performance training hours per employee,
• Negative potential: competency evaluations, individual training coverage, the percentage of
gaps if training is uneven or not development plans, and employees participating in performance
aligned with organizational needs. support for internship and evaluations, certification rates, and
scholarship programs. employee engagement survey results.
6 Bantuan Sosial • Positif: penguatan ketahanan Kebijakan dan STK Bakti • Internal: Corporate Secretary dan unit
Kemasyarakatan sosial, dukungan bagi kelompok Tugu, pemetaan kebutuhan pendukung.
Community rentan, serta peningkatan masyarakat, kolaborasi dengan • Eksternal: komunitas lokal, organisasi
Social Assistance hubungan Perseroan dengan organisasi lokal, monitoring dan sosial, dan penerima manfaat.
masyarakat. evaluasi program. • Efektivitas diukur melalui jumlah
• Potensial negatif: risiko persepsi Bakti Tugu policies and SOPs, program, penerima manfaat, nilai
ketidakadilan apabila pemilihan community needs mapping, dukungan, serta dokumentasi
penerima manfaat tidak collaboration with local keberhasilan program dan pembelajaran
transparan. organizations, and program perbaikan.
• Positive: strengthened social monitoring and evaluation. • Internal: Corporate Secretary and
resilience, support for vulnerable supporting units.
groups, and improved relationships • External: local communities, social
between the Company and the organizations, and beneficiaries.
community. • Effectiveness is measured based on the
• Negative potential: risk of number of programs, beneficiaries, the
perceived unfairness if the value of support provided, as well as
selection of beneficiaries is not documentation of program successes
transparent. and lessons learned for improvement.
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34 About this Sustainability Report
Dampak Utama Kebijakan dan Boundary dan
Topik Material (Aktual dan Potensial) Tindakan Pengelolaan Evaluasi Efektivitas
No.
Material Topics Main Impacts Management Policies Boundaries and
(Actual and Potential) and Actions Effectiveness of Evaluation
7 Kemudahan • Positif: peningkatan literasi Penyediaan website dan media • Internal: pemasaran, layanan
Akses Informasi asuransi, transparansi informasi, sosial resmi, layanan Call TIA nasabah, dan IT.
dan Jaringan perlindungan konsumen, dan 24/7, jaringan kantor cabang • Eksternal: nasabah dan calon
Ease of Access kepuasan nasabah. atau PoSS, standar layanan nasabah.
to Information • Potensial negatif: misinformasi informasi produk, materi • Efektivitas dinilai melalui jumlah
and Networks atau keluhan apabila informasi edukasi dan FAQ pada kanal interaksi layanan, tingkat penyelesaian
tidak jelas, tidak lengkap, atau komunikasi. keluhan, hasil survei kepuasan,
sulit diakses. Provision of official websites serta indikator layanan seperti Net
• Positive: improved insurance and social media channels, Call Promoter Score (NPS) atau Customer
literacy, information transparency, TIA 24/7 services, branch office Satisfaction Index.
consumer protection, and networks or PoSS, product • Internal: marketing, customer service,
customer satisfaction. information service standards, and IT.
• Potential negative: misinformation and educational materials and • External: customers and prospective
or complaints if information is FAQs across communication customers.
unclear, incomplete, or difficult to channels. • Effectiveness is assessed through
access. the number of service interactions,
complaint resolution rates, customer
satisfaction survey results, and
service indicators such as Net
Promoter Score (NPS) or the Customer
Satisfaction Index.
8 Ketersediaan • Positif: proses yang lebih efisien, Pengembangan dan • Internal: IT Business Development dan
Fitur dan Platform pengalaman pelanggan yang lebih pemeliharaan aplikasi t friends, pemasaran.
Aplikasi atau baik, serta dukungan pengurangan portal agen, serta kanal digital • Eksternal: nasabah, pengguna aplikasi,
Layanan Digital penggunaan kertas dan kebutuhan lainnya, penguatan keamanan agen, dan mitra distribusi.
Availability of mobilitas fisik. informasi, sosialisasi • Efektivitas diukur melalui pengguna
Features and • Potensial negatif: risiko gangguan penggunaan aplikasi kepada aktif, frekuensi transaksi digital, tingkat
Platforms of layanan digital, keamanan data, agen dan nasabah. gangguan sistem, insiden keamanan
Application or serta kesenjangan akses bagi Development and maintenance informasi, serta indikator kepuasan
Digital Services pengguna yang kurang terbiasa of the t friends application, pengguna.
dengan layanan digital. agent portal, and other digital • Internal: IT Business Development and
• Positive: more efficient processes, channels, strengthening Marketing.
an improved customer experience, information security, and • External: customers, application users,
and support for reduced paper use dissemination of application agents, and distribution partners.
and the need for physical mobility. usage to agents and • Effectiveness is measured by active
• Potential negative: risks of digital customers. users, frequency of digital transactions,
service disruptions, data security system downtime, information security
issues, and access gaps for users incidents, and user satisfaction
who are less familiar with digital indicators.
services.
9 Kecepatan dan • Positif: peningkatan akses Penyederhanaan proses • Internal: pemasaran, underwriting,
Kemudahan perlindungan asuransi, pembelian dan klaim, layanan nasabah, kanal distribusi, dan
Pembelian pengalaman nasabah yang penerapan standar waktu klaim.
Asuransi lebih mudah, serta dukungan respon layanan, penggunaan • Eksternal: nasabah ritel dan korporasi.
Speed and pertumbuhan penjualan. formulir digital, pelatihan • Efektivitas dinilai melalui waktu proses
Convenience • Potensial negatif: risiko mis-selling frontliner dan agen terkait pembelian dan klaim, jumlah dan jenis
in Purchasing apabila penyederhanaan proses kewajiban informasi serta keluhan, serta hasil survei kepuasan
Insurance tidak disertai penjelasan yang perlindungan konsumen. nasabah seperti average handling time
memadai. Simplification of the insurance dan customer satisfaction index.
• Positive: expanded access to purchase and claims • Internal: marketing, underwriting,
insurance protection, a more processes, implementation customer service, distribution channels,
convenient customer experience, of service response time and claims.
and support for sales growth. standards, use of digital forms, • External: retail and corporate
• Potential negative: risks of mis- and training for frontliners customers.
selling if process simplification and agents on information • Effectiveness is assessed based on
is not accompanied by adequate obligations and consumer purchase and claims processing times,
explanations. protection. the number and types of complaints,
and customer satisfaction survey
results such as average handling time
and the customer satisfaction index.
PT Asuransi Tugu Pratama Indonesia Tbk Laporan Keberlanjutan 2025 Sustainability Report
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Tentang Laporan Keberlanjutan
About this Sustainability Report 35
Assurance [GRI 2-5]
Assurance [GRI 2-5]
Pada tahun pelaporan ini, Tugu Insurance belum In this reporting year, Tugu Insurance has not assigned an
menugaskan pihak independen eksternal untuk independent external party to provide assurance on the
melakukan assurance atas Laporan Keberlanjutan 2025. 2025 Sustainability Report. Nevertheless, the Company
Namun demikian, Perseroan tetap menjaga kualitas maintains the quality and reliability of the information
dan keandalan informasi yang disajikan melalui proses presented through an internal review process, including
penelaahan internal, termasuk cross-check kesesuaian cross-checking the compliance of disclosures with SEOJK
pengungkapan dengan ketentuan SEOJK 16/2021 dan GRI 16/2021 and the GRI Standards 2021.
Standards 2021.
Perseroan berkomitmen untuk terus meningkatkan kualitas The Company is committed to continuously improving the
pelaporan keberlanjutan secara berkelanjutan, termasuk quality of its sustainability reporting, including enhancing
penguatan konsistensi pengungkapan dan kelengkapan disclosure consistency and the completeness of the GRI
indeks GRI pada periode pelaporan berikutnya. index in the next reporting period.
Umpan Balik dan Akses Informasi [GRI 2-3]
Feedback and Access to Information [GRI 2-3]
Perseroan terbuka terhadap umpan balik sebagai The Company welcomes feedback as part of its continuous
bagian dari upaya perbaikan berkelanjutan atas kinerja efforts to improve sustainability performance and reporting
keberlanjutan dan kualitas pelaporan. Tugu Insurance quality. Tugu Insurance receives questions, comments,
menerima pertanyaan, komentar, saran, maupun masukan suggestions, and input from readers and stakeholders to
dari pembaca dan pemangku kepentingan untuk membantu help enhance the relevance and reliability of the information
meningkatkan relevansi dan keandalan informasi dalam in this report.
laporan ini.
Penyampaian umpan balik dapat disampaikan melalui Feedback can be submitted through the Company’s contact
kontak informasi Perseroan sebagai berikut: channels as follows:
PT Asuransi Tugu Pratama Indonesia Tbk Media Sosial | Social Media
Wisma Tugu I Facebook : Tugu Insurance
Jl. H.R. Rasuna Said Kav. C8-9 X : @tuguinsurance
Jakarta, Indonesia - 12920
Instagram : @tuguinsurance, @lifeattugu
+62-21 529 61777 (hunting) LinkedIn : PT Asuransi Tugu Pratama Indonesia Tbk
+62-21 529 61555, 529 62555 YouTube : Tugu Insurance
CALL TIA - HOTLINE 24 JAM: 1500 458 TikTok : @tuguinsurance
0811 97 900 100
calltia@tugu.com
www.tugu.com
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
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Profil Kinerja
Kilas Perusahaan
36 Company Profile
Performance Review
Tugu Insurance ambulance
Tugu Insurance ambulance service
Mengusung semangat layanan “Simply Trusting”, Perusahaan berkomitmen membangun kepercayaan pelanggan sekaligus
mengaktualisasikan janji layanan secara konsisten.
Embracing the service spirit of “Simply Trusting,” the Company is committed to building customer trust while consistently
delivering on its service promises.
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ProfilKilas
Perusahaan
Kinerja
Performance
CompanyReview
Profile 37
Profil Tugu Insurance
Tugu Insurance Profile
.05
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
Page 38
Profil Tugu Insurance
38 Tugu Insurance Profile
Profil Perusahaan [OJK C.2][GRI 2-1][GRI 2-6][GRI 2-7]
Company Profile [OJK C.2][GRI 2-1][GRI 2-6][GRI 2-7]
Nama Perusahaan PT Asuransi Tugu Pratama Indonesia Tbk
Company Name (“Tugu”)
Tanggal Pendirian Perusahaan 25 November 1981
Date of Establishment 25 November 1981
Bursa Bursa Efek Indonesia
Exchange Indonesia Stock Exchange
Tanggal Pencatatan di 28 Mei 2018
Bursa Efek Indonesia 28 May 2018
Date of Listing on Indonesia
Stock Exchange
Kode Saham TUGU
Ticker Code
Bentuk Badan Hukum Perseroan Terbatas & Perusahaan Publik
Legal Entity Limited Liability Company & Public Company
Dasar Hukum Pendirian Perusahaan didirikan berdasarkan Akta Notaris No. 9 tanggal 25 November 1981 dari Tan
Perusahaan Thong Kie, S.H., Akta Pendirian ini disahkan oleh Menteri Kehakiman Republik Indonesia
Legal Basis of Establishment dengan Surat Keputusan No. Y.A5/177/20 tanggal 15 Maret 1982, didaftarkan pada Kantor
Pengadilan Negeri Jakarta No. 1244 dan 1245 tanggal 2 April 1982, dan telah diumumkan
pada Berita Negara Republik Indonesia No. 54 tanggal 6 Juli 1982.
The Company was established based on Notarial Deed No. 9 dated 25 November 1981
passed before Tan Thong Kie, S.H., legalized by the Minister of Justice of the Republic of
Indonesia with Ministerial Decree No. Y.A5/177/20 dated 15 March 1982, Registered in the
Jakarta District Court Office No. 1244 and 1245 dated 2 April 1982 and has been published
in the Republic of Indonesia’s State Gazette No. 54 dated 6 July 1982.
Bidang Usaha Asuransi Umum (konvensional & syariah)
Business Field General Insurance (conventional & sharia)
Kepemilikan Saham • 58,50% : PT Pertamina (Persero)
(per 31 Desember 2025) • 15,89% : UOB Kay Hian Pte. Ltd
Share Ownership • 5,29% : Samsung Fire & Marine Insurance, Co., Ltd.
(per 31 December 2025) • 20,32% : Masyarakat (masing-masing kepemilikan <5%)
Public (with ownership of <5%)
Modal Dasar Rp640.000.000.000,-
Authorized Capital
Modal Ditempatkan dan Disetor Rp177.778.780.000,-
Penuh
Issued and Fully Paid-Up Capital
Jumlah Karyawan 445 orang | people
Total Employees
Point of Sales and Services (PoSS) Per 31 Desember 2025 terdapat 29 Point of Sales and Services (PoSS) di seluruh Indonesia.
As of 31 December 2025, there are 29 Point of Sales and Services (PoSS) across Indonesia.
Alamat Kantor Pusat Gedung Wisma Tugu I
Address of Head Office Jl. H.R. Rasuna Said Kav C8-9
Jakarta Selatan 12920, Indonesia
Telepon | Telephone : +62-21 529 61777 (hunting)
Faksimile | Fax : +62-21 529 61555, 529 62555
Email : enquiry@tugu.com; calltia@tugu.com;
Hotline 24/7 Call TIA : 1500 458
WhatsApp : 0811 97 900 100
Facebook : Tugu Insurance
X : @tuguinsurance
Instagram : @tuguinsurance, @lifeattugu
LinkedIn : PT Asuransi Tugu Pratama Indonesia Tbk
YouTube : Tugu Insurance
TikTok : @tuguinsurance
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Sejarah Singkat
Brief History
Berbekal prinsip dan nilai-nilai positif yang senantiasa mengiringi, Tugu Insurance
berkomitmen untuk terus tumbuh memberikan layanan perlindungan terbaik
melalui berbagai produk asuransi tepercaya.
Armed with the principles and positive values, Tugu Insurance is committed to continue to grow to provide the
best protection services through a variety of trusted insurance products.
PT Asuransi Tugu Pratama Indonesia PT Asuransi Tugu Pratama Indonesia
Tbk (“Tugu Insurance” atau Tbk (“Tugu Insurance” or the
“Perseroan”) berdomisili di Jakarta “Company”) is based in South
Selatan dan didirikan pada 25 Jakarta and was established on
November 1981. Perseroan memulai 25 November 1981. The Company
usahanya sebagai penyedia solusi began its operations as an insurance
asuransi untuk industri energi, solutions provider for the energy
khususnya dalam mendukung industry, particularly supporting risk
pengelolaan risiko di lingkungan management within PT Pertamina
PT Pertamina (Persero), kemudian (Persero), and later expanded its
berkembang memperluas portofolio ke portfolio to include non-energy
segmen korporasi non-energi dan ritel corporate and retail segments across
di berbagai wilayah Indonesia. various regions of Indonesia.
Untuk memperkuat struktur In order to strengthen its capital
permodalan dan mendukung structure and support sustainable
pertumbuhan bisnis yang business growth, the Company
berkelanjutan, Perseroan conducted an Initial Public Offering
melaksanakan Penawaran Umum (IPO) on 28 May 2018 with the ticker
Perdana (IPO) pada 28 Mei 2018 code “TUGU” on the Indonesia Stock
dengan kode saham “TUGU” di Bursa Exchange. Until now, Tugu Insurance
Efek Indonesia. Hingga saat ini, continues to enhance its services
Tugu Insurance terus memperkuat and digital transformation, while
layanan dan transformasi digital, maintaining business resilience
serta menjaga ketahanan bisnis through consistent risk management
melalui pengelolaan risiko yang and good governance. For more
konsisten dan tata kelola yang information on the Company’s brief
baik. Informasi lebih lanjut terkait history, please refer to the Company
Sejarah Singkat Perusahaan dapat Profile chapter in the Annual Report.
merujuk pada Laporan Tahunan Bab
Profil Perusahaan.
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Visi, Misi, dan Tata Nilai Budaya Perusahaan
Vision, Mission, and Corporate Cultural Values
Menciptakan Mengoptimalkan nilai
Menjadi perusahaan kepuasan pelanggan.
Creating customer
perusahaan secara
berkelanjutan.
asuransi umum satisfaction. Optimizing company value
in a sustainable manner.
nomor satu
Memberdayakan SDM Mengembangkan perusahaan
di Indonesia. menjadi insan asuransi menjadi kebanggaan
yang profesional. bangsa Indonesia yang
To be the number one Empowering human
resources to
berkelas dunia.
Developing the insurance
general insurance become professional. company to become the
pride of Indonesia and a
company in Indonesia. world-class company.
Visi dan misi tersebut menjadi pedoman agar setiap The vision and mission serve as a guide to ensure that
langkah Perseroan dijalankan secara bertanggung jawab, every step taken by the Company is carried out responsibly,
dengan mempertimbangkan keberlanjutan kinerja bisnis, considering business performance sustainability,
kualitas layanan, pengelolaan risiko, serta dampak sosial service quality, risk management, and social and
dan lingkungan. environmental impacts.
Untuk menjaga relevansi dan konsistensinya, Perseroan To maintain relevance and consistency, the Company
melakukan peninjauan dan penyelarasan arah strategis periodically reviews and aligns its strategic direction through
melalui RJPP dan RKAP secara berkala. Dengan demikian, the RJPP and RKAP. This ensures, that sustainability
prinsip keberlanjutan tetap terintegrasi dalam perencanaan, principles remain integrated into business planning,
pelaksanaan kegiatan usaha, serta pengambilan keputusan operational activities, and decision-making across all
di seluruh fungsi organisasi. organizational functions.
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Budaya Perusahaan dan Tata Nilai Perusahaan
Corporate Culture and Corporate Values
Sejalan dengan kebijakan PT Pertamina (Persero) In line with the policies of PT Pertamina (Persero), the
sebagai induk Perseroan, Tugu Insurance memastikan parent company, Tugu Insurance ensures that its Corporate
Budaya Perusahaan merupakan salah satu bagian dari Culture is part of its cultural and behavioral transformation
program transformasi budaya dan perilaku. Dalam rangka program. To this end, the Company continuously internalizes
hal tersebut, Perusahaan secara berkesinambungan the Corporate Values of Trustworthy, Competent,
menginternalisasi Tata Nilai Perusahaan, Amanah, Kompeten, Harmonious, Loyal, Collaborative, and Adaptive, with
Harmonis, Loyal, Kolaboratif dan Adaptif dengan semangat the spirit of “ONE PERTAMINA,” which aligns with the
ONE PERTAMINA yang selaras dengan Budaya Pelayanan Company’s Service Culture and serves as a code of conduct
Perusahaan sebagai pedoman perilaku bagi seluruh Insan for all Tugu employees in carrying out their duties and
Tugu dalam menjalankan tugas dan tanggung jawabnya. responsibilities. These values shape a work culture that
Nilai-nilai ini membentuk budaya kerja yang mendukung supports sustainability by emphasizing integrity, competency
keberlanjutan karena menekankan integritas, peningkatan development, adaptability, collaboration, and concern for
kompetensi, kemampuan beradaptasi, kolaborasi, serta others and the environment.
kepedulian terhadap sesama dan lingkungan.
Komitmen Tugu Insurance dalam internalisasi Budaya Tugu Insurance’s commitment to internalizing its Corporate
Perusahaan tersebut ditunjukkan melalui partisipasi penuh Culture is demonstrated through the Company’s full
Perusahaan pada siklus implementasi Living Core Values participation in the annual Living Core Values (“LCV”)
(“LCV”) yang dilaksanakan oleh PT Pertamina (Persero) implementation cycle conducted by PT Pertamina (Persero).
setiap tahun. Melalui pendekatan LCV dengan siklus Plan, Through the LCV approach, with its Plan, Do, Check, and
Do, Check dan Action ini diharapkan setiap Program Budaya Action cycle, it is expected that each Culture Program will
dapat berdampak terhadap bisnis dengan Program Utama have an impact on the business. The main programs are
One Hour Meeting, One Action dan One Collaboration yang One Hour Meeting, One Action, and One Collaboration,
bertujuan untuk menumbuhkan semangat kolektif dan which aim to foster a collective spirit and work culture
budaya kerja untuk bergerak sebagai satu kesatuan, berani that moves as one, is bold in facing changes, has a clear
dalam perubahan, jelas dalam arah, dan terpadu dalam direction, and is integrated in its implementation. In
pelaksanaan. Selain keterlibatan aktif dari seluruh pekerja, addition to the active involvement of all employees, the
pelaksanaan internalisasi budaya ini tentunya dapat successful implementation of this culture internalization is
terlaksana dengan baik atas dukungan penuh dari segenap made possible by the full support of the Board of Directors
jajaran Direksi dan Manajemen yang berperan sebagai role and Management, who act as role models and key drivers in
model sekaligus penggerak utama dalam program aktivasi the Corporate Culture activation program.
Budaya Perusahaan.
Budaya Pelayanan Perusahaan
Corporate Service Culture
Sebagai bentuk komitmen terhadap visi, misi dan budaya As part of its commitment to the Company’s vision, mission,
perusahaan, Tugu Insurance berupaya menghadirkan and culture, Tugu Insurance strives to provide innovative,
layanan yang inovatif, terstruktur dan berorientasi pada structured, and customer-oriented services. The Company
pelanggan. Perusahaan berupaya untuk mewujudkan seeks to realize this through its corporate service spirit,
melalui semangat layanan perusahaan yang diwujudkan expressed in the service tagline “Simply Trusting”, which
melalui tagline layanan “Simply Trusting” yang bertujuan aims to build customer trust and actualize the company’s
untuk membangun kepercayaan pelanggan serta service promises. This service tagline serves as the
mengaktualisasikan janji pelayanan perusahaan. Tagline foundation for every service activity and is derived from the
layanan ini menjadi fondasi utama dalam setiap aktivitas Company’s tagline “Reach New Heights”.
pelayanan, sekaligus merupakan turunan dari tagline
perusahaan “Reach New Heights”.
Dalam upaya mewujudkan visi, misi, dan tata nilai serta In pursuing the realization of its vision, mission, values,
semangat perusahaan, Tugu Insurance menanamkan and corporate spirit, Tugu Insurance instills a corporate
budaya perusahaan sebagai landasan perilaku seluruh culture as the behavioral foundation for all employees. This
insan perusahaan. Budaya perusahaan kemudian corporate culture is then translated into a customer service
diterjemahkan ke dalam budaya pelayanan kepada culture through Tugu TREND Service Value Proposition,
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pelanggan melalui Service Value Proposition Tugu TREND, which encompasses the following values:
mencakup nilai-nilai:
1. Trusted 1. Trusted
2. Easiness 2. Easiness
3. Friendliness 3. Friendliness
Service Value Proposition (SVP) merupakan nilai-nilai The Service Value Proposition (SVP) is the values that
yang ditawarkan oleh Tugu Insurance kepada pelanggan Tugu Insurance offers to its customers to deliver excellent
dalam memberikan pelayanan yang prima kepada seluruh service to all stakeholders. The SVP reflects the benefits
stakeholder. SVP mencerminkan manfaat dan nilai tambah and added value that customers receive, enabling them to
yang diperoleh pelanggan, sehingga pelanggan dapat experience superior, consistent, and meaningful service. It
merasakan pengalaman layanan yang unggul, konsisten, includes the advantages customers gain when accessing
dan bermakna. Mencakup benefit atau keuntungan yang services, ensuring they experience the service excellence
diperoleh pelanggan saat mengakses layanan, agar offered by the Company.
pelanggan dapat merasakan pengalaman layanan yang
ditawarkan perusahaan.
Melalui kerangka ini, Tugu Insurance berkomitmen untuk Through this framework, Tugu Insurance is committed
menjadi perusahaan asuransi terdepan dengan senantiasa to being a leading insurance company by consistently
menghadirkan layanan unggul, membangun kepercayaan, delivering superior services, building trust, and making a
dan memberikan kontribusi nyata baik bagi pelanggan tangible contribution to both its customers and the nation
maupun bangsa Indonesia. Komitmen tersebut diwujudkan of Indonesia. This commitment is realized through the
melalui keselarasan antara tagline, visi, misi, serta budaya alignment of the tagline, vision, mission, and corporate
perusahaan yang menjadi acuan utama dalam setiap culture, which serve as the Company’s primary reference in
langkah perusahaan. every step it takes.
Kegiatan Membangun Budaya Keberlanjutan [OJK F.1]
Building a Culture of Sustainability [OJK F.1]
Tugu Insurance membangun budaya keberlanjutan dengan Tugu Insurance fosters sustainability culture by instilling
menanamkan etika, integritas, dan prinsip Good Corporate ethics, integrity, and the principles of Good Corporate
Governance (GCG) sebagai bagian dari perilaku kerja Governance (GCG) as part of the daily work behavior of
sehari-hari seluruh Insan Tugu. Budaya ini dikembangkan all Tugu employees. This culture is developed through
melalui kebijakan dan pedoman perusahaan, penguatan company policies and guidelines, strengthening compliance
mekanisme kepatuhan, serta program internalisasi yang mechanisms, and internalization programs that promote a
mendorong terciptanya lingkungan kerja yang bertanggung responsible, transparent, and sustainability-oriented work
jawab, transparan, dan berorientasi pada keberlanjutan. environment. Strengthening this culture complements
Penguatan budaya ini melengkapi penerapan visi, misi, dan the implementation of the Company’s vision, mission,
nilai perusahaan. and values.
Untuk memastikan nilai keberlanjutan diterapkan secara To ensure that sustainability values are consistently
konsisten di seluruh lini organisasi, Perseroan secara applied across the organization, the Company continuously
berkelanjutan menjalankan program internalisasi budaya conducts programs to internalize corporate culture and
dan tata nilai perusahaan. Program ini dilakukan agar values. These programs are designed so that every Tugu
setiap Insan Tugu memahami perannya dalam menjaga employee understands their role in maintaining service
kualitas layanan, memperkuat tata kelola, serta mendukung quality, reinforcing governance, and supporting responsible
praktik bisnis yang bertanggung jawab. business practices.
Kegiatan internalisasi budaya keberlanjutan yang dilakukan The Company’s internalization activities for a sustainability
Perseroan mencakup: culture include:
1. Sosialisasi nilai AKHLAK dan kode etik perusahaan; 1. Dissemination of AKHLAK values and the Company’s
code of ethics;
2. Pelatihan etika bisnis dan kepatuhan, termasuk 2. Training on business ethics and compliance, including
pencegahan anti-penyuapan; anti-bribery prevention;
3. Penguatan kesadaran HSSE sebagai bagian dari 3. Raising HSSE awareness as part of work discipline;
disiplin kerja;
4. Komunikasi internal terkait keuangan berkelanjutan dan 4. Internal communications related to sustainable finance
ESG; dan and ESG; and
5. Integrasi nilai budaya dan keberlanjutan dalam 5. Integration of cultural and sustainability values in
pengembangan kompetensi serta evaluasi kinerja. competency development and performance evaluation.
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Melalui pendekatan tersebut, Tugu Insurance memastikan Through this approach, Tugu Insurance ensures that
bahwa prinsip tata kelola yang baik, kepedulian sosial, dan principles of good governance, social responsibility, and
tanggung jawab lingkungan tidak hanya tercermin dalam environmental responsibility are not only reflected in
kebijakan, tetapi juga diterapkan dalam proses kerja dan policies but are also applied in daily work processes and
pengambilan keputusan di seluruh unit kerja. decision-making across all business units.
Kegiatan Membangun Budaya Keberlanjutan
Buildingr a Culture of Sustainability
Nama Seminar Tanggal Pelaksanaan
No
Name of Seminar Date
1. Wellbeing Series:
• Mental Wellbeing: Recharge to Reach New Heights • 6 Januari 2025
• Physical Wellbeing: People Transformation - Healthy Lifestyle • 14 April 2025
• Physical Wellbeing: 17 Siasat Healthy Lifestyle • 25 November 2025
• Financial Wellbeing: Cermat Mengelola Keuangan dan Menumpas Mental Block dalam • 11 Desember 2025
Pengelolaan Keuangan
Wellbeing Series:
• Mental Wellbeing: Recharge to Reach New Heights • 6 January 2025
• Physical Wellbeing: People Transformation - Healthy Lifestyle • 14 April 2025
• Physical Wellbeing: 17 Strategies for a Healthy Lifestyle • 25 November 2025
• Financial Wellbeing: Managing Finances Wisely and Overcoming Mental Blocks in • 11 December 2025
Financial Management
2. Growth Mindset Series: Robust People Transformation dalam agenda Town Hall Meeting 10 Februari 2025
Growth Mindset Series: Robust People Transformation in the Town Hall Meeting agenda 10 February 2025
18 Juni 2025
3. Knowledge Management Awareness
18 June 2025
24 Juli 2025
4. AKHLAK Series
24 July 2025
13 Agustus-18 September 2025
5. Intermediate Service Training Program (Total 26 Batch) 13 August-18 September 2025
6. Health Talk: Pola Hidup Sehat untuk Mencegah Penyakit Kolesterol, Diabetes & Jantung 25 September 2025
Health Talk: Healthy Lifestyle to Prevent Cholesterol, Diabetes & Heart Disease 25 September 2025
7. Sosialisasi Pemahaman Gratifikasi bersama pembicara dari KPK 2 Oktober 2025
Dissemination of Gratification Awareness with a speaker from KPK 2 October 2025
8. Implementasi ISO 37001:2016 yang berkelanjutan melalui Surveillance Audit 9 Oktober 2025
Sustainable Implementation of ISO 37001:2016 through Surveillance Audits 9 October 2025
9. Budaya Pelayanan Prima untuk Garda Depan 25 Oktober 2025
Culture of Excellent Service for Frontline Staff 25 October 2025
17 November 2025
10. Integrity in Action: Strengthening Governance & Managing Procurement Risks
17 November 2025
11. Leader’s Talk: Sharing Session - Success Story Implementasi Service Excellence 26 November 2025
Leader’s Talk: Sharing Session - Success Stories in Implementing Service Excellence 26 November 2025
12. Service Refreshment Training untuk Pelaksana 29 November 2025
Service Refreshment Training for Practitioners 29 November 2025
4 Desember 2025
13. Leading Continuous Improvement Strategy
4 December 2025
Skala Usaha [OJK C.3] [GRI 2-6, 2-7 ]
Business Scale [OJK C.3] [GRI 2-6, 2-7]
Informasi skala usaha Perseroan mencakup total aset dan Information on the Company’s business scale includes
total liabilitas, profil jumlah karyawan berdasarkan jenis total assets and total liabilities, employee profile by gender,
kelamin, jabatan, usia, tingkat pendidikan, dan status position, age, education level, and employment status, the
ketenagakerjaan, komposisi persentase kepemilikan percentage composition of share ownership, as well as the
saham, serta cakupan wilayah operasional. scope of operational areas.
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Informasi Keuangan
Financial Information
Uraian Satuan
2025 2024* 2023*
Description Unit
Jumlah Aset Miliar Rp 27.713 22.346 22.133
Total Assets Billion IDR
Jumlah Liabilitas Miliar Rp 17.539 12.464 12.297
Total Liabilities Billion IDR
Jumlah Ekuitas Miliar Rp 10.174 9.882 9.836
Total Equity Billion IDR
Pendapatan Miliar Rp 2.283 1.714 3.591
Revenues Billion IDR
Laba Tahun Berjalan Miliar Rp 762 422 1.302
Income for the Year Billion IDR
* Tahun 2024 merupakan laporan keuangan yang disajikan kembali sehubungan dengan penerapan PSAK 117 yang mulai diimplementasikan pada tahun 2025. Namun
untuk laporan posisi keuangan seperti jumlah aset, jumlah liabilitas dan total ekuitas penyajian kembali dimulai dari tahun 2023 dan 2024.
* The 2024 financial statements have been restated in connection with the adoption of PSAK 117, which was implemented starting in 2025. However, for the statement of
financial position specifically total assets, total liabilities, and total equity the restatement has been applied starting from 2023 and 2024.
Informasi Produksi
Information on Production
Uraian Satuan
2025 2024 2023
Description Unit
Pendapatan Asuransi* Miliar Rp 9.107 7.458 7.710
Insurance Revenue* Billion IDR
Pendapatan Beban dari Kontrak Reasuransi * Miliar Rp 168 (2.243) (4.368)
Reinsurance Contract Revenue (expense)* Billion IDR
Jumlah Karyawan Orang 445 469 459
Total Employees Employee
Kepemilikan Saham Terbesar 58,50 58,50 58,50
%
Largest Share Ownership
Wilayah Operasional 29 31 31
PoSS
Operational Area
Asuransi Umum Asuransi Umum Asuransi Umum
Korporat & Ritel; Korporat & Ritel; Korporat & Ritel;
Asuransi Umum Asuransi Umum Asuransi Umum
Jumlah Produk/Jasa Jenis Syariah Syariah Syariah
Total Products/Services Type Corporate & Retail Corporate & Retail Corporate & Retail
General Insurance; General Insurance; General Insurance;
Sharia General Sharia General Sharia General
Insurance Insurance Insurance
* Tahun 2024 merupakan laporan keuangan yang disajikan kembali sehubungan dengan penerapan PSAK 117.
* The 2024 financial statements have been restated in connection with the adoption of PSAK 117.
Komposisi Karyawan
Employee Composition
Employee composition is one of the Company’s key
Komposisi karyawan menjadi salah satu indikator penting indicators for ensuring that HR management is conducted
bagi Perseroan dalam memastikan pengelolaan SDM inclusively, systematically, and aligned with business
berjalan secara inklusif, terstruktur, dan selaras dengan needs. Tugu Insurance regularly monitors its workforce
kebutuhan bisnis. Tugu Insurance secara berkala memantau profile based on employment status, gender, position, age,
profil tenaga kerja berdasarkan status ketenagakerjaan, education level, and work location, serving as the basis for
jenis kelamin, jabatan, usia, tingkat pendidikan, serta HR planning, competency development, and strengthening
wilayah kerja sebagai dasar perencanaan kebutuhan SDM, workplace culture.
pengembangan kompetensi, dan penguatan budaya kerja.
In 2025, Tugu Insurance had a total of 445 employees,
Pada tahun 2025, jumlah karyawan Tugu Insurance tercatat consisting of 274 male employees and 171 female
445 orang, dengan komposisi 274 karyawan pria dan 171 employees. This number represents a decrease compared
karyawan wanita. Jumlah ini menurun jika dibandingkan to 2024. The majority of employees are permanent staff,
dengan tahun 2024. Mayoritas karyawan merupakan predominantly in the 31-40 age group, and hold a bachelor’s
pekerja tetap, didominasi oleh kelompok usia produktif degree or equivalent. Employees are distributed across
31-40 tahun, serta memiliki latar belakang pendidikan the Head Office and the PoSS service network, supporting
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sarjana dan sederajat. Karyawan Perseroan tersebar di operational continuity while enhancing the Company’s
Kantor Pusat dan jaringan layanan PoSS, yang mendukung service quality and sustainable growth.
kesinambungan operasional sekaligus memperkuat kualitas
layanan dan pertumbuhan Perseroan secara berkelanjutan.
Komposisi Karyawan Berdasarkan Kontrak Kerja dan Jenis Kelamin (Orang)
Employee Composition Based on Employment Contracts and Gender (Employees)
2025 2024 2023
Status Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total Male Female Total
Pekerja Waktu Tidak
Tertentu (Pekerja Tetap) 208 121 329 220 122 342 230 123 353
Permanent Employees
Pekerja Waktu Tertentu
(Pekerja Kontrak) 57 46 103 61 54 115 50 46 96
Contract Employees
Pekerja Perbantuan
(PT Pertamina (Persero))
4 3 7 2 2 4 - 2 2
Seconded Employees
(PT Pertamina (Persero))
Pekerja Diperbantukan di
Entitas Anak
5 1 6 7 1 8 7 1 8
Employees Seconded at
Subsidiaries
Jumlah
274 171 445 290 179 469 287 172 459
Total
Komposisi Karyawan Berdasarkan Jabatan (Level Organisasi)
Employee Composition Based on Position (Organization Level)
Jabatan (Level Organisasi) 2025 2024 2023
Position Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
(Organization Level) Male Female Total Male Female Total Male Female Total
Deputi Direktur
1 1 2 1 1 2 1 1 2
Deputy Director
Group Head & VP 16 5 21 13 4 17 15 5 20
Pekerja Perbantuan di Anak
Perusahaan
5 1 6 7 1 8 7 1 8
Employees Seconded at
Subsidiaries
Department Head 47 14 61 45 12 57 44 12 56
Manajer
16 5 21 21 6 27 26 8 34
Manager
Officer 128 76 204 127 69 196 124 64 188
Staf
61 69 130 75 86 161 67 81 148
Staff
Pelaksana
- - - 1 - 1 3 - 3
Support
Jumlah
274 171 445 290 179 469 287 172 459
Total
Komposisi Karyawan Berdasarkan Rentang Usia
Employee Composition Based on Age Range
2025 2024 2023
Rentang Usia
Age Range Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total Male Female Total
21-30 30 46 76 39 57 96 36 58 94
31-40 114 85 199 125 84 209 119 74 193
41-50 97 34 131 85 33 118 80 34 113
≥51 33 6 39 41 5 46 52 6 59
Jumlah
274 171 445 290 179 469 287 172 459
Total
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Komposisi Karyawan Berdasarkan Pendidikan
Employee Composition Based on Educational Level
2025 2024 2023
Tingkat Pendidikan
Educational Level Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total Male Female Total
S3
1 1 2 1 - 1 1 - 1
Doctoral
S2
52 15 67 56 15 71 54 14 68
Post Graduate
Sarjana dan Sederajat
216 151 367 226 160 386 221 153 374
Graduate and Equivalent
Diploma 4 4 8 5 4 9 7 5 12
SD, SMP, SMA Sederajat
Elementary School, Junior
1 - 1 2 - 2 4 - 4
High School, Senior High
School & Equivalent
Jumlah
274 171 445 290 179 469 287 172 459
Total
Karyawan Berdasarkan Wilayah dan Jenis Kelamin (Orang)
Employees by Region and Gender (Employees)
2025 2024 2023
Wilayah
Region Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total Male Female Total
Kantor Pusat
202 135 337 214 146 360 214 140 354
Head Office
Kantor PoSS
67 35 102 69 32 101 66 31 97
PoSS Offices
Anak Perusahaan
5 1 6 7 1 8 7 1 8
Subsidiaries
Jumlah
274 171 445 290 179 469 287 172 459
Total
Jumlah Level Karyawan yang Dimiliki oleh Laki-Laki dan Perempuan Berdasarkan Kelompok Umur (Orang) [S-02]
Number of Employee Levels Held by Males and Females by Age Group (Employees) [S-02]
Level Jabatan
Rentang
Job Level
Usia
(Tahun) Entry-level Mid-level Senior-level Executive-level Jumlah
Age Range Karyawan
Pria Wanita Pria Wanita Pria Wanita Pria Wanita
(Years Old) Total Employees
Male Female Male Female Male Female Male Female
18-25 6 8 4 8 - - - - 26
26-35 29 46 42 37 3 - - - 157
36-45 22 15 61 22 29 11 10 2 172
46-55 4 - 17 10 19 7 6 4 67
>55 - - 4 - 13 1 5 - 23
Total 61 69 128 77 64 19 21 6 445
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Jumlah Level Karyawan yang Dimiliki oleh Laki-Laki dan Perempuan Berdasarkan Jenis Kelamin (Orang) [S-01]
Number of Employee Levels Held by Males and Females by Gender (Employees) [S-01]
Laki-Laki Perempuan
Level Jabatan Male Female
Job Level Jumlah Karyawan Persentase Karyawan (%) Jumlah Karyawan Persentase Karyawan (%)
Total Employees Employee Percentage (%) Total Employees Employee Percentage (%)
Executive-level 21 4,72 6 1,35
Senior-level 64 14,38 19 4,27
Mid-level 128 28,76 77 17,30
Entry-level 61 13,71 69 15,51
Total Karyawan
274 61,57 171 38,43
Total Employees
Perputaran Karyawan
Employee Turnover
Tingkat Pergantian Karyawan [S-03]
Employee Turnover Rate [S-03]
Jumlah Karyawan Percentage Karyawan
Uraian (dalam tahun pelaporan) (dalam tahun pelaporan)
Description Number of Employees Percentage of Employees
(in the reporting year) (in the reporting year)
Jumlah Karyawan Resign/Pemutusan Hubungan Kerja 68 Karyawan
14,91%
Number of Resigned/Terminated Employees 68 Employees
Jumlah Karyawan Baru/Pengganti 54 Karyawan
11,84 %
Number of New/Replacement Employees 54 Employees
* Jumlah karyawan dalam tahun pelaporan 2025 sebanyak 445 orang. | The number of employees in the 2025 reporting year was 445.
Jumlah Karyawan Sementara 2025 [S-04]
Number of Temporary Employees in 2025 [S-04]
Jumlah Karyawan Persentase Karyawan
Uraian (dalam tahun pelaporan) (dalam tahun pelaporan)
Description Number of Employees Percentage of Employees
(in the reporting year) (in the reporting year)
Jumlah Karyawan Perusahaan yang Dipegang oleh
Kontraktor dan/atau Konsultan
156 25,96%
Number of Company Employees Managed by
Contractors and/or Consultants
Pelatihan dan Pengembangan Karyawan [S-05]
Employee Training and Development [S-05]
Rata-rata Jam Pelatihan per Jumlah Karyawan yang Ikut serta Persentase jumlah Karyawan yang
Karyawan dalam Tahun Pelaporan dalam Program Pelatihan Ikut serta dalam Pelatihan
Average Training Hours per Number of Employees Participating Percentage of Employees
Employee in the Reporting Year in Training Programs Participating in Training
24,55 Jam/Karyawan
445 24,55%
24.55 Hours/Employee
Jumlah Kecelakaan Kerja [S-06]
Number of Workplace Accidents [S-06]
Persentase Kerja Serius yang Berakibat Cedera
Frekuensi Kecelakaan Kerja dari Total Karyawan Serius dan Fatal dari Total Karyawan (%)
Workplace Accident Frequency from Total Employees Percentage of Serious Work Incidents Resulting in
Serious or Fatal Injuries from Total Employees (%)
0 0
Jumlah Kejadian Pelanggaran Hak Asasi Manusia [S-07]
Number of Human Rights Violations [S-07]
Jumlah Pelanggaran Hak Asasi Manusia dalam Tahun Pelaporan
0
Number of Human Rights Violations in the Reporting Year
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Kepemilikan Saham Share Ownership
Komposisi pemegang saham merupakan salah satu The composition of shareholders is an important piece
informasi penting yang mencerminkan struktur kepemilikan of information that reflects the ownership structure and
dan dukungan pemangku kepentingan terhadap arah stakeholder support for the Company’s growth direction.
pertumbuhan Perseroan. Struktur kepemilikan yang jelas A clear and stable ownership structure serves as the
dan stabil menjadi fondasi bagi Tugu Insurance dalam foundation for Tugu Insurance in maintaining good corporate
menjaga tata kelola perusahaan yang baik, memperkuat governance, strengthening business resilience, and
ketahanan bisnis, serta memastikan pengambilan ensuring that strategic decision-making is conducted in an
keputusan strategis berjalan secara akuntabel dan selaras accountable manner and aligned with long-term interests.
dengan kepentingan jangka panjang.
Per 31 Desember 2025, pemegang saham terbesar Tugu As of 31 December 2025, Tugu Insurance’s largest
Insurance adalah PT Pertamina (Persero) dengan kepemilikan shareholder is PT Pertamina (Persero) with a 58.50%
58,50%, diikuti oleh UOB Kay Hian Pte. Ltd. sebesar 15,89% stake, followed by UOB Kay Hian Pte. Ltd. with 15.89%, and
dan Samsung Fire and Marine Insurance Co. Ltd. sebesar Samsung Fire and Marine Insurance Co. Ltd. with 5.29%.
5,29%. Sisa kepemilikan sebesar 20,32% dimiliki oleh The remaining 20.32% is owned by other shareholders
pemegang saham lainnya dengan kepemilikan di bawah 5%. holding less than 5% each. This composition demonstrates
Komposisi ini menunjukkan dukungan pemegang saham the main shareholders’ support in strengthening
utama terhadap penguatan permodalan, pengembangan capital, developing business, and implementing
bisnis, serta penerapan tata kelola yang konsisten untuk consistent governance to support the Company’s
mendukung keberlanjutan kinerja Perseroan. sustainable performance.
Komposisi Pemegang Saham
Shareholder Composition
Pemegang Saham
2025 (%) 2024 (%) 2023 (%)
Shareholder
PT Pertamina (Persero) 58,50 58,50 58,50
UOB Kay Hian Pte. Ltd. 15,89 15,89 15,89
Samsung Fire and Marine Insurance Co. Ltd. 5,29 5,29 5,29
Pemegang Saham Lainnya (di bawah 5%)
20,32 20,32 20,32
Other Shareholders (under 5%)
Jumlah
100,00 100,00 100,00
Total
Wilayah Operasional
Operational Area
Wilayah
2025
Region
Wilayah Operasi di Indonesia
Operational Area in Indonesia
Kantor Pusat
Wisma Tugu 1, Jl. H.R. Rasuna Said Kav. C8-9, Jakarta 12920 Indonesia
Head Office
PoSS (Point of Sales & 29 PoSS (Points of Sales & Service) yaitu:
Service) Group & Related Jakarta 1, Jakarta 2, Jakarta 3, Jakarta 4, Jakarta 5, Medan, Pekanbaru, Palembang, Bandar
Branch Lampung, Bekasi, Banten, Bogor, Jambi, Padang, Bandung, Cirebon, Semarang, Solo, Yogyakarta,
Surabaya, Malang, Denpasar, Makassar, Palu, Balikpapan, Pontianak, Samarinda, Banjarmasin,
Banda Aceh
29 PoSS (Points of Sales & Service), namely:
Jakarta 1, Jakarta 2, Jakarta 3, Jakarta 4, Jakarta 5, Medan, Pekanbaru, Palembang, Bandar
Lampung, Bekasi, Banten, Bogor, Jambi, Padang, Bandung, Cirebon, Semarang, Solo, Yogyakarta,
Surabaya, Malang, Denpasar, Makassar, Palu, Balikpapan, Pontianak, Samarinda, Banjarmasin,
Banda Aceh
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Wilayah Operasi di Luar Negeri
Overseas Operational Area
Kantor Perwakilan
Hong Kong
Representative Office
*Khusus menangani Asuransi Syariah.
*Specifically handling Sharia Insurance.
Peta Wilayah Operasional
Operational Area Map
*Informasi lengkap terkait detail peta wilayah operasional dan alamatnya dapat dilihat pada Laporan Tahunan (Annual Report) 2025 Bab Profil Perusahaan.
*Complete information regarding the operational area map and the addresses can be found in the 2025 Annual Report, Company Profile chapter.
Pasar yang Dilayani
Market Served
Tugu Insurance berkomitmen menyediakan layanan asuransi Tugu Insurance is committed to providing relevant,
umum yang relevan, kompetitif, dan andal bagi berbagai competitive, and reliable general insurance services to
segmen pelanggan di seluruh Indonesia, mencakup a wide range of customers across Indonesia, including
korporasi, BUMN, UMKM, maupun ritel. Dukungan jaringan corporations, state-owned enterprises (SOEs), SMEs, and
layanan Perseroan melalui Point of Sales & Services retail clients. The Company’s service network, through
(PoSS), kanal digital, serta sinergi entitas anak dan Points of Sales & Services (PoSS), digital channels, and
Tugu Group memungkinkan Tugu Insurance menjangkau the synergy with subsidiaries and the Tugu Group, enables
nasabah di berbagai wilayah sekaligus melayani kebutuhan Tugu Insurance to reach customers in various regions while
perlindungan pada sektor-sektor strategis, seperti energi, meeting protection needs in strategic sectors such as
infrastruktur, transportasi, dan perdagangan. energy, infrastructure, transportation, and trade.
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Produk, Layanan, dan Kegiatan
Usaha [OJK C.4] [GRI 2-6]
Products, Services, and Business Activities [OJK C.4] [GRI 2-6]
Tugu Insurance terus melakukan Tugu Insurance continuously innovates
Portofolio Perseroan inovasi produk untuk menghadirkan its products to provide protection
mencakup lebih dari perlindungan yang relevan dengan that is relevant to customer needs
100 produk asuransi kebutuhan nasabah sekaligus while supporting the sustainable
mendukung agenda pembangunan development agenda. The Company’s
berizin OJK di segmen berkelanjutan. Portofolio Perseroan portfolio includes more than 100
korporasi dan ritel, mencakup lebih dari 100 produk OJK-licensed insurance products in
baik konvensional asuransi berizin OJK di segmen both corporate and retail segments,
korporasi dan ritel, baik konvensional covering conventional and sharia
maupun syariah, maupun syariah, termasuk dukungan offerings, including reinsurance
termasuk dukungan reasuransi. Sejumlah produk juga support. Several products are also
reasuransi. dikategorikan sebagai Kegiatan Usaha classified as Sustainable Business
Berkelanjutan (KKUB) sesuai kerangka Activities (KKUB) in accordance with
The Company’s portfolio keuangan berkelanjutan OJK. OJK’s sustainable finance framework.
includes more than 100 OJK-
licensed insurance products Produk dan Layanan Berorientasi Keberlanjutan (KKUB)
in both corporate and Sustainability-Oriented Products and Services (KKUB)
retail segments, covering
conventional and sharia Dalam mendukung transisi menuju In order to support the transition to
offerings, including ekonomi hijau, Tugu Insurance a green economy, Tugu Insurance
reinsurance support. mengembangkan produk yang develops products that promote
mendukung aktivitas ramah lingkungan environmentally friendly activities and
dan infrastruktur berkelanjutan, sustainable infrastructure, including:
antara lain:
1. Asuransi kendaraan listrik t drive 1. t drive EV electric vehicle insurance
EV (konvensional dan syariah) (conventional and sharia) to
untuk mendukung peningkatan support increased adoption of low-
penggunaan kendaraan rendah emission vehicles in Indonesia;
emisi di Indonesia;
2. Perlindungan aset energi 2. Protection for renewable energy
terbarukan, seperti pembangkit assets, such as geothermal, hydro,
listrik tenaga panas bumi, and solar power plants, as well as
tenaga air, tenaga surya, serta supporting infrastructure; and
infrastruktur penunjang lainnya;
dan
3. Produk yang sedang dikaji untuk 3. Products under review to
mendukung transisi energi & ESG support energy transition and
(Environmental, Social, Governance) ESG (Environmental, Social,
berfokus kepada proses Governance), focusing on
perdagangan karbon (carbon carbon trading processes.
trading). Produk-produk asuransi These insurance products help
ini membantu menstabilkan pasar stabilize the carbon market,
karbon, meningkatkan kepercayaan enhance investor confidence, and
investor, dan memastikan ensure the credibility of carbon
kredibilitas transaksi kredit karbon. credit transactions.
Produk-produk tersebut diklasifikasikan These products are classified within
sebagai portofolio KKUB dan selaras the KKUB portfolio and align with
dengan Tujuan Pembangunan the Sustainable Development Goals
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Berkelanjutan (TPB), khususnya TPB 7 (Energi Bersih dan (SDGs), particularly SDG 7 (Affordable and Clean Energy),
Terjangkau), TPB 9 (Industri, Inovasi, dan Infrastruktur), SDG 9 (Industry, Innovation, and Infrastructure), and SDG
serta TPB 13 (Penanganan Perubahan Iklim). 13 (Climate Action).
Layanan Manajemen Risiko yang Mendukung Keberlanjutan
Risk Management Services Supporting Sustainability
Sebagai bagian dari peran Perseroan dalam memperkuat As part of the Company’s role in strengthening the
ketahanan keberlanjutan nasabah, layanan manajemen sustainability resilience of its customers, the Company
risiko yang disediakan, Perseroan menyediakan layanan provides risk management services to help clients better
manajemen risiko untuk membantu nasabah mengelola manage ESG and operational risks, including:
risiko ESG dan operasional secara lebih baik, antara lain:
1. Layanan manajemen risiko melalui dukungan 1. Risk management services through consultative support
konsultatif untuk mengidentifikasi, menganalisis, dan to identify, analyze, and control key risks, covering
mengendalikan risiko utama, yang mencakup risiko operational, safety, environmental, and ESG risks in the
operasional, keselamatan, lingkungan dan risiko ESG di energy, transportation, and infrastructure sectors; and
sektor energi, transportasi, dan infrastruktur; serta
2. Memberikan layanan konsultatif pemeriksaan dan 2. Providing consultative risk inspection and
penilaian risiko (risk valuation serta risk survey/ assessment services (risk valuation and risk survey/
assessment) melalui survei lapangan. Perseroan assessment) through field surveys. The Company
membantu nasabah memahami profil risiko helps clients understand their insurance risk profiles
pertanggungan yang turut memperhatikan aspek while considering workplace safety and potential
keselamatan kerja dan potensi dampak lingkungan, environmental impacts, thereby encouraging
sehingga nasabah terdorong menerapkan standar clients to implement higher standards of risk
penerapan standar pengelolaan risiko yang lebih baik. management practices.
Kanal Layanan dan Digitalisasi yang Ramah Lingkungan
Environmentally Friendly Service Channels and Digitalization
Untuk memperkuat pengalaman pelanggan sekaligus To enhance the customer experience while reducing
mengurangi penggunaan kertas dan kebutuhan tatap muka, paper usage and the need for in-person interactions, Tugu
Tugu Insurance mengoptimalkan berbagai kanal layanan dan Insurance optimizes various service channels and digital
platform digital, meliputi: platforms, including:
1. Call TIA 24/7, layanan bantuan darurat jalan raya t rex, 1. Call TIA 24/7, t rex roadside emergency assistance,
serta 29 Point of Sales & Services (PoSS) yang tersebar and 29 Points of Sales & Services (PoSS) located
di seluruh Indonesia; across Indonesia;
2. Aplikasi t friends untuk mendukung proses pemasaran 2. t friends application to support marketing and service
dan layanan secara digital, sehingga mengurangi processes digitally, reducing reliance on physical forms
penggunaan formulir fisik dan perjalanan tatap muka; and face-to-face meetings; and
serta
3. Pemanfaatan kanal online, termasuk website dan media 3. Utilization of online channels, including the website and
sosial (Instagram, Facebook, X, LinkedIn, YouTube, dan social media platforms (Instagram, Facebook, X, LinkedIn,
TikTok) untuk edukasi produk, literasi asuransi, serta YouTube, and TikTok) for product education, insurance
penyampaian informasi terkini secara lebih efisien. literacy, and efficient delivery of up-to-date information.
Melalui kombinasi produk KKUB, layanan manajemen risiko, Through the combination of KKUB products, risk management
dan kanal digital tersebut, Perseroan memperkuat perannya services, and digital channels, the Company strengthens its
sebagai penyedia solusi perlindungan yang tidak hanya role as a protection solution provider that not only safeguards
melindungi aset dan bisnis nasabah, tetapi juga mendorong customers’ assets and businesses but also promotes more
praktik usaha yang lebih berkelanjutan dan rendah emisi. sustainable and low-emission business practices.
Informasi lebih rinci mengenai produk dan layanan More detailed information on the Company’s products
Perseroan dapat dilihat pada Laporan Tahunan 2025 pada and services can be found in the 2025 Annual Report on
bab Profil Perusahaan. Company Profile chapter.
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Keanggotaan Asosiasi [OJK C.5] [GRI 2-28]
Membership in Association [OJK C.5] [GRI 2-28]
Tugu Insurance berperan aktif dalam berbagai asosiasi Tugu Insurance actively participates in various industry
industri dan profesional yang relevan dengan kegiatan and professional associations relevant to the Company’s
usaha Perseroan, baik di bidang asuransi umum, pasar business activities, including general insurance, capital
modal, maupun tata kelola perusahaan. Keikutsertaan ini markets, and corporate governance. This participation helps
mendukung Perseroan dalam mengikuti perkembangan the Company stay updated on regulatory developments
regulasi dan praktik terbaik, memperluas jejaring and best practices, expand collaborative networks, and
kolaborasi, serta memperkuat kontribusi dalam forum strengthen its contribution in industry forums, including
industri, termasuk dalam pembahasan isu keberlanjutan discussions on sustainability and sustainable finance.
dan keuangan berkelanjutan.
Nama Asosiasi Status Keanggotaan
Association Name Membership Status
Asosiasi Asuransi Umum Indonesia (AAUI) Anggota & Pengurus
Indonesian General Insurance Association (AAUI) Member & Management
Asosiasi Asuransi Syariah Indonesia (AASI) Anggota & Pengurus
Indonesian Sharia Insurance Association (AASI) Member & Management
Dewan Asuransi Indonesia (DAI) Anggota & Pengurus
Indonesian Insurance Council (DAI) Member & Management
Asosiasi Emiten Indonesia (AEI) Anggota
Indonesian Public Listed Companies Association (AEI) Member
Kamar Dagang & Industri Indonesia (KADIN) Anggota
Indonesian Chamber of Commerce & Industry (KADIN) Member
Anggota
Indonesia Corporate Secretary Association (ICSA)
Member
Indonesia Senior Executive Association (ISEA) Corporate Strategic Partner
Perhimpunan Hubungan Masyarakat Indonesia (PERHUMAS) Anggota
Indonesian Public Relations Associations (PERHUMAS) Member
Anggota & Pengurus
PR Society Communication Management
Member & Management
Perubahan Signifikan [OJK C.6] [GRI 2-6]
Significant Changes [OJK C.6] [GRI 2-6]
Pada tahun 2025, Perseroan mengalami perubahan In 2025, the Company underwent changes to the
dalam komposisi Dewan Komisaris dan Direksi sebagai composition of the Board of Commissioners and Board
bagian dari dinamika organisasi dan keputusan Rapat of Directors as part of the organizational dynamics and
Umum Pemegang Saham. Meskipun terdapat penyesuaian resolutions of the General Meeting of Shareholders.
dalam struktur kepengurusan, perubahan tersebut tidak Although there were adjustments to the management
memberikan dampak signifikan terhadap arah strategis, structure, these changes did not significantly impact the
kebijakan keberlanjutan, maupun kinerja operasional Company’s strategic direction, sustainability policies,
Perseroan. Perseroan memastikan bahwa seluruh komitmen or operational performance. The Company ensures
terhadap pemangku kepentingan, regulator, serta target that all commitments to stakeholders, regulators, and
jangka menengah dan panjang tetap berjalan konsisten medium- and long-term targets remain consistent with the
sesuai rencana yang telah ditetapkan. established plans.
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Rantai Pasokan [GRI 2-6]
Supply Chain [GRI 2-6]
Rantai pasokan Tugu Insurance terdiri dari berbagai Tugu Insurance’s supply chain consists of various third
pihak ketiga atau mitra bisnis yang mendukung kegiatan parties or business partners that support the Company’s
operasional Perseroan, mulai dari penyedia jasa profesional, operational activities, ranging from professional service
perbankan, teknologi informasi, pemasaran, hingga providers, banking, information technology, marketing, to
dukungan operasional kantor. Perseroan memilih pemasok office operational support. The Company selects suppliers
berdasarkan kompetensi, rekam jejak kinerja, kepatuhan based on their competence, performance track record,
terhadap ketentuan hukum yang berlaku, serta komitmen compliance with applicable laws, and commitment to
untuk menjalankan standar etika dan prinsip keberlanjutan upholding ethical standards and sustainability principles in
sesuai kebijakan Perseroan. accordance with the Company’s policies.
Selama periode pelaporan, Tugu Insurance bekerja sama During the reporting period, Tugu Insurance collaborated
dengan sejumlah pemasok barang dan jasa dengan total with a number of goods and services suppliers with a
nilai kontrak pekerjaan tertentu, sebagaimana disajikan total contract value of certain projects, as presented in
pada tabel di bawah ini. Informasi tersebut memberikan the table below. This information provides an overview of
gambaran mengenai skala dan keragaman dukungan the scale and diversity of supply chain support in ensuring
rantai pasokan dalam menjaga kelancaran operasional dan smooth operations and the quality of insurance services
kualitas layanan asuransi bagi nasabah. for customers.
Data Pemasok dan Nilai Kontrak Pekerjaan
Data of Supplier and Work Contract Value
Lokasi Geografis Jumlah Pemasok Barang dan Jasa Nilai Kontrak Pekerjaan (Rupiah)
Pemasok Number of Goods and Services Supplier Work Contract Value (Rupiah)
Supplier
Geographic 2025 2024 2023 2025 2024 2023
Location
Nasional (Lokal)
National (Local) 153 122 93 225.846.228.999 71.890.533.660 85.614.338.007
Internasional
7 7 5 775.778.013 1.107.086.219 473.902.342
International
Jumlah
160 129 98 226.622.007.012 72.997.619.879 86.088.240.349
Total
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Inisiatif Eksternal
External Initiatives
CALL TIA as Call Center Car insurance
for achieving Exceptional Service Excellent
Tanggal Januari 2025
Date January 2025
Nama Acara
CCSEA 2025
Name of Event
Diberikan oleh
Majalah Marketing
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Ery Widiatmoko as Indonesia’s Top 20 Chief Marketing Officer
Awards 2025
Tanggal 31 Januari 2025
Date 31 January 2025
Nama Acara
Indonesia’s Top 20 CMO Awards 2025
Name of Event
Diberikan oleh
The Iconomics
Awarded by
Penerima Penghargaan
Ery Widiatmoko
Award Recipient
The Best General Insurance (Gross Premium > IDR3 Trillion)
in Customer Resilience Level Index
Tanggal 4 Februari 2025
Date 4 February 2025
Nama Acara The 8th Infobank Satisfaction, Loyalty, and
Name of Event Engagement 2025
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
The Best General Insurance (Gross Premium > IDR3 Trillion)
in Customer Experience Index
Tanggal 4 Februari 2025
Date 4 February 2025
Nama Acara The 8th Infobank Satisfaction, Loyalty, and
Name of Event Engagement 2025
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
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The 2nd Best General Insurance (Gross Premium > IDR3 Trillion)
in Marketing Engagement Index
Tanggal 4 Februari 2025
Date 4 February 2025
Nama Acara The 8th Infobank Satisfaction, Loyalty, and
Name of Event Engagement 2025
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
The 3rd Best General Insurance (Gross Premium > IDR3 Trillion)
in Customer Centricity Index
Tanggal 4 Februari 2025
Date 4 February 2025
Nama Acara The 8th Infobank Satisfaction, Loyalty, and
Name of Event Engagement 2025
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
The 3rd Best General Insurance (Gross Premium > IDR3 Trillion)
in Engagement Index
Tanggal 4 Februari 2025
Date 4 February 2025
Nama Acara The 8th Infobank Satisfaction, Loyalty, and
Name of Event Engagement 2025
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
The 3rd Best General Insurance (Gross Premium > IDR3 Trillion)
in Satisfaction, Loyalty, & Engagement 2025
Tanggal 4 Februari 2025
Date 4 February 2025
Nama Acara The 8th Infobank Satisfaction, Loyalty, and
Name of Event Engagement 2025
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
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Tatang Nurhidayat as Best CEO Category;
Turnover >IDR1 Trillion-IDR10 Trillion
Tanggal 14 Februari 2025
Date 14 February 2025
Nama Acara
Leadership Awards - the Best CEO 2024
Name of Event
Diberikan oleh
SWA
Awarded by
Penerima Penghargaan
Tatang Nurhidayat
Award Recipient
Emil Hakim as Best Chief Financial Officer 2025 for
Optimizing Portfolio Management to Strengthen Business Performance
Tanggal 25 Februari 2025
Date 25 February 2025
Nama Acara
Indonesia CFO Awards 2025
Name of Event
Diberikan oleh
Warta Ekonomi
Awarded by
Penerima Penghargaan
Emil Hakim
Award Recipient
Best Stock Awards Category BUMN & Anak Usaha BUMN
Sektor Keuangan Middle Cap
Best Stock Awards - SOEs & SOE Subsidiaries,
Financial Sector (Middle Cap)
Tanggal 25 Februari 2025
Date 25 February 2025
Nama Acara
Best Stock Awards 2025
Name of Event
Diberikan oleh
InvestorTrust
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Financial Strength Rating A- (Excellent) and the Long-Term Issuer Credit
Rating of “a-” (Excellent) & Indonesia National Scale Rating (NSR) of aaa.ID
(Exceptional)
Tanggal 5 Maret 2025
Date 5 March 2025
Nama Acara
AM BEST
Name of Event
Diberikan oleh
AM BEST
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
PT Asuransi Tugu Pratama Indonesia Tbk Laporan Keberlanjutan 2025 Sustainability Report
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Tugu Insurance Profile 57
Tatang Nurhidayat as Indonesia Best 50 CEO Awards 2025
Employees Choice in General Insurance Category
Tanggal 18 Maret 2025
Date 18 March 2025
Nama Acara
Indonesia Best CEO Awards 2025
Name of Event
Diberikan oleh
The Iconomics
Awarded by
Penerima Penghargaan
Tatang Nurhidayat
Award Recipient
2nd Best General Insurance Gross Premium Above 2.5 T
Tanggal 20 Maret 2025
Date 20 March 2025
Nama Acara
Digital Brand Awards 2025
Name of Event
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
2nd Highest Digital Index in General Insurance
Tanggal 20 Maret 2025
Date 20 March 2025
Nama Acara
Digital Brand Awards 2025
Name of Event
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Tatang Nurhidayat as Most Reputable Social Assurance CEO
in Digital Brand
Tanggal 20 Maret 2025
Date 20 March 2025
Nama Acara
Digital Brand Awards 2027
Name of Event
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tatang Nurhidayat
Award Recipient
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
Page 58
Profil Tugu Insurance
58 Tugu Insurance Profile
Most Trusted Financial Brands Award 2025 kategori Produk Asuransi Umum
Most Trusted Financial Brands Award - General Insurance Product Category
Tanggal 20 Maret 2025
Date 20 March 2025
Nama Acara
Most Trusted Financial Brands Award 2025
Name of Event
Diberikan oleh
InvestorTrust
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
7th CSR Brand Equity Awards 2025 in General Insurance Category
Tanggal 29 April 2025
Date 29 April 2025
Nama Acara
7th CSR Brand Equity Awards 2025
Name of Event
Diberikan oleh
The Iconomics
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Public Company with Diamond Achievement in Mission Transparency
Tanggal 29 April 2025
Date 29 April 2025
Nama Acara The Best Corporate Emission Reduction
Name of Event Transparency Awards 2025
Diberikan oleh
InvestorTrust
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
General Insurance-Asset 10-25 Triliun Category
General Insurance-Asset 10-25 Trillion Category
Tanggal 27 Mei 2025
Date 27 May 2025
Nama Acara
6th Indonesia Top insurance Awards 2025
Name of Event
Diberikan oleh
The Iconomics
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
PT Asuransi Tugu Pratama Indonesia Tbk Laporan Keberlanjutan 2025 Sustainability Report
Page 59
Profil Tugu Insurance
Tugu Insurance Profile 59
The Best Sectors Investortrust Companies 2025 – Financial Sector
Tanggal 27 Mei 2025
Date 27 May 2025
Nama Acara
The Best Investortrust Companies 2025
Name of Event
Diberikan oleh
InvestorTrust
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Service Quality Awards 2025 category Car Insurance (Offline Service
Experience) in Performing “the Diamond” Total Service Quality Satisfaction
Based on the Customer Perception Survey of the SQ Index 2025
Tanggal Juni 2025
Date June 2025
Nama Acara
Contact Center Awards 2025
Name of Event
Diberikan oleh
Majalah Marketing
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Appreciation in Security & Compliance
Tanggal 3 Juni 2025
Date 3 June 2025
Nama Acara
CXTraordinary Tech Executive Awards 2025
Name of Event
Diberikan oleh
Majalah Marketing
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Indonesia Excellence Good Corporate Governance Ethics in Strengthening
Compliance and Risk Management Frameworks Category General Insurance
Tanggal 25 Juni 2025
Date 25 June 2025
Nama Acara
GCG Awards 2025
Name of Event
Diberikan oleh
Warta Ekonomi
Awarded by
Penerima Penghargaan
Tatang Nurhidayat
Award Recipient
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
Page 60
Profil Tugu Insurance
60 Tugu Insurance Profile
Penghargaan Khusus (Excellence in Earning Performance General Insurance)
Special Award for Excellence in Earning Performance - General Insurance
Tanggal 25 Juni 2025
Date 25 June 2025
Nama Acara
Investor Trust Best Insurance Awards 2025
Name of Event
Diberikan oleh
InvestorTrust
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Insurance Rating 2025 Top 10 Insurance Companies
Tanggal 14 Juli 2025
Date 14 July 2025
Nama Acara
Insurance Ratings 2025
Name of Event
Diberikan oleh
CNBC
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Market Leaders Awards 2025
Tanggal 16 Juli 2025
Date 16 July 2025
Nama Acara
Market Leader Awards
Name of Event
Diberikan oleh
Media Asuransi
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Comprehensive Strategy to Maintain Performance Stability
Category General Insurance Total Assets Above 25 T
Tanggal 27 Agustus 2025
Date 27 August 2025
Nama Acara
Indonesia Best General Insurance 2025
Name of Event
Diberikan oleh
Warta Ekonomi
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
PT Asuransi Tugu Pratama Indonesia Tbk Laporan Keberlanjutan 2025 Sustainability Report
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Tugu Insurance Profile 61
Edi Yoga Prasetyo as Direktur Kepatuhan & Manajemen Risiko –
“The Most Committed GRC Leader 2025”
Edi Yoga Prasetyo as Director of Compliance & Risk Management –
The Most Committed GRC Leader
Tanggal 8 September 2025
Date 8 September 2025
Nama Acara
TOP GRC Awards
Name of Event
Diberikan oleh
Top Business
Awarded by
Penerima Penghargaan
Edi Yoga Prasetyo
Award Recipient
Top GRC Awards 2025 # Star4
Tanggal 8 September 2025
Date 8 September 2025
Nama Acara
TOP GRC Awards
Name of Event
Diberikan oleh
Top Business
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
General Insurance Predicate Very Good
Tanggal 23 September 2025
Date 23 September 2025
Nama Acara
Indonesia Most Reputable Companies Awards 2025
Name of Event
Diberikan oleh
SWA
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
14th Sharia Award - The Most Efficient Sharia Business Unit
General Insurance 2025
Tanggal 2 Oktober 2025
Date 2 October 2025
Nama Acara
Sharia Awards
Name of Event
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
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Profil Tugu Insurance
62 Tugu Insurance Profile
The Excellent Performance Sharia General Insurance Business Unit 2025
Tanggal 2 Oktober 2025
Date 2 October 2025
Nama Acara
Sharia Awards
Name of Event
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
TOP 20 Financial Institution for 5 Years
(General Insurance Category with Equity Above IDR2,5 Trillion)
Tanggal 28 Oktober 2025
Date 28 October 2025
Nama Acara
Golden Star Awards 2025
Name of Event
Diberikan oleh
The Finance
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Best Performing General Insurance 2025 Based on Financial Performance
2022-2024 (General Insurance Category with Equity Above IDR2,5 Trillion)
Tanggal 28 Oktober 2025
Date 28 October 2025
Nama Acara
TOP Financial Institutions 2025
Name of Event
Diberikan oleh
The Finance
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Ery Widiatmoko as CMO in Strengthening Customer Trust
Through Service Excellence and Innovation
Tanggal 31 Oktober 2025
Date 31 October 2025
Nama Acara
Indonesia Best CMO Awards 2025
Name of Event
Diberikan oleh
Warta Ekonomi
Awarded by
Penerima Penghargaan
Ery Widiatmoko
Award Recipient
The Best Public Company 2025 in Insurance for
Reliable Market Share Performance
Tanggal 31 Oktober 2025
Date 31 October 2025
Nama Acara
Indonesia Best Public Company Awards 2025
Name of Event
Diberikan oleh
Warta Ekonomi
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
PT Asuransi Tugu Pratama Indonesia Tbk Laporan Keberlanjutan 2025 Sustainability Report
Page 63
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Tugu Insurance Profile 63
Best General Insurance Sharia Unit Kategori Ekuitas Rp100 Miliar Ke Atas
Best General Insurance Sharia Unit (Equity Above IDR100 Billion)
Tanggal 12 November 2025
Date 12 November 2025
Nama Acara
Insurance Awards 2025
Name of Event
Diberikan oleh
Media Asuransi
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
Agile Leader in Resilience, Security, and Inclusion in General Insurance
Tanggal 27 November 2025
Date 27 November 2025
Nama Acara
CSA AWARDS 2025
Name of Event
Diberikan oleh
CSA
Awarded by
Penerima Penghargaan
Tugu Insurance
Award Recipient
TOP Young CEO 2025 – Adi Pramana
Tanggal 8 Desember 2025
Date 8 December 2025
Nama Acara
Top 100 CEO and Leaders Forum 2025
Name of Event
Diberikan oleh
Infobank
Awarded by
Penerima Penghargaan
Adi Pramana
Award Recipient
Adi Pramana as for Empowering Innovation in Insurance Services
through Digitalization and Agility
Tanggal 18 Desember 2025
Date 18 December 2025
Nama Acara
Indonesia CEO Excellence 2025
Name of Event
Diberikan oleh
Warta Ekonomi
Awarded by
Penerima Penghargaan
Adi Pramana
Award Recipient
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
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Tata Kelola Keberlanjutan
64 Sustainability Governance
Bantuan Sosial dan Donasi
Social Service and Donation
Tugu Insurance memperkuat ketahanan operasional melalui penerapan Business Continuity Management (BCM), termasuk
simulasi insiden siber dan penetapan proses bisnis kritikal, guna memastikan kesinambungan layanan secara andal dalam
berbagai kondisi gangguan.
Tugu Insurance strengthens operational resilience through implementing Business Continuity Management (BCM), including
cyber incident simulations and determination of critical business process, to ensure reliable service continuity under various
disruptions.
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Tata Kelola Keberlanjutan
Sustainability Governance
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Tata Kelola Keberlanjutan
Sustainability Governance
Tugu Insurance secara konsisten menerapkan tata kelola Tugu Insurance consistently implements sustainability
keberlanjutan yang berlandaskan prinsip Good Corporate governance grounded in the Good Corporate Governance
Governance (GCG), prinsip ESG (Environmental, Social, and (GCG) principles, Environmental, Social, and Governance (ESG)
Governance), kepatuhan terhadap peraturan perundang- principles, compliance with prevailing laws and regulations,
undangan, serta etika bisnis yang berlaku. Penerapan tata and applicable business ethics. This governance framework
kelola ini mendorong Perseroan mengelola usaha secara encourages the Company to manage its business in a sound,
sehat, transparan, dan bertanggung jawab, sehingga transparent, and accountable manner, so that the Company
mampu menjaga kepercayaan pemegang saham, nasabah, can maintain the trust of shareholders, policyholders,
regulator, dan pemangku kepentingan lainnya. regulators, and other stakeholders.
Praktik GCG Tugu Insurance mengacu pada Peraturan OJK Tugu Insurance’s GCG practices refer to OJK Regulation
No. 73/POJK.05/2016 tentang Tata Kelola Perusahaan No. 73/POJK.05/2016 on Good Corporate Governance
yang Baik bagi Perusahaan Perasuransian, Peraturan for Insurance Companies and the Minister of SOEs
Menteri BUMN No. PER-2/MBU/03/2023 tentang Pedoman Regulation No. PER-2/MBU/03/2023 on Guidelines for
Tata Kelola dan Kegiatan Korporasi Signifikan BUMN. Governance and Significant Corporate Activities of SOEs.
Sebagai perusahaan asuransi yang memiliki unit usaha As an insurance company with a Sharia Business Unit,
Syariah, Perseroan juga memastikan seluruh kegiatan the Company also ensures that all Sharia operations are
operasional Syariah berjalan sesuai fatwa dan prinsip conducted in accordance with Sharia principles and fatwas
Syariah yang diawasi oleh Dewan Pengawas Syariah. under the supervision of the Sharia Supervisory Board.
Sebagai bagian dari komitmen tersebut, Tugu Insurance As part of this commitment, Tugu Insurance maintains
menjaga kepatuhan terhadap ketentuan yang berlaku compliance with applicable regulations through periodic
melalui pembaruan kebijakan, pedoman, dan prosedur updates to its policies, guidelines, and operational
operasional secara berkala. Seluruh kebijakan tersebut procedures. These policies are then disseminated and
kemudian disosialisasikan dan diimplementasikan di implemented across all work units. The Company also
seluruh unit kerja. Berlandaskan Pedoman Etika Usaha dan integrates sustainability principles into its planning and
Tata Perilaku, Perseroan memberikan panduan bagi insan decision-making processes by considering people, planet,
Tugu Insurance termasuk Dewan Komisaris dan Direksi and profit in line with the triple bottom line approach. Based
untuk menghindari potensi konflik kepentingan. on the Business Ethics and Code of Conduct Guidelines,
the Company provides guidance for Tugu Insurance
personnel including the Board of Commissioners and Board
of Directors to avoid potential conflict of interest.
Kode Etik Tugu Insurance tertuang dalam Pedoman Tugu Insurance’s Code of Conduct is set out in the Systematic
Sistematika Etika Usaha dan Tata Perilaku yang disahkan Guidelines for Business Ethics and Code of Conduct, which were
berdasarkan Surat Keputusan Direksi (SKD) PT Tugu ratified based on the Board of Directors’ Decision Letter (SKD)
Pratama Indonesia No. 03/SKD/CSG-TPI/I/2009 tanggal of PT Tugu Pratama Indonesia No. 03/SKD/CSG-TPI/I/2009
15 Januari 2009, dan telah dimutakhirkan pada Revisi Ke-2 dated 15 January 2009 and has been updated in the 2nd
Tanggal 25 Agustus 2021 yang diberlakukan dengan SKD Revision dated 25 August 2021, which was enforced by SKD
No. 67/SKD/06/ERL-ATPI/IX/2021 Tanggal 28 September No. 67/SKD/06/ERL-ATPI/IX/2021 dated 28 September 2021
2021 tentang Perubahan Pedoman Sistematika Etika Usaha on Amendments to the Systematic Guidelines for Business
dan Tata Perilaku (Code of Conduct atau CoC) PT Asuransi Ethics and Code of Conduct (Code of Conduct or CoC) of PT
Tugu Pratama Indonesia Tbk. [G-09] Asuransi Tugu Pratama Indonesia Tbk. [G-09]
Struktur Tata Kelola [OJK E.1] [GRI 2-9, 2-10, 2-11, 2-12, 2-13, 2-14 ]
Governance Structure [OJK E.1] [GRI 2-9, 2-10, 2-11, 2-12, 2-13, 2-14]
Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang Based on Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas dan Anggaran Dasar, organ tata Companies and the Articles of Association, Tugu Insurance’s
kelola Tugu Insurance terdiri atas Rapat Umum Pemegang governance organs consist of the General Meeting of
Saham (RUPS), Dewan Komisaris, serta Direksi. Struktur Shareholders (GMS), the Board of Commissioners, and
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Tata Kelola Keberlanjutan
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ini memastikan pemisahan yang jelas antara fungsi the Board of Directors. This structure ensures a clear
pengelolaan usaha yang dijalankan oleh Direksi dan separation between the business management function
fungsi pengawasan yang dijalankan oleh Dewan Komisaris, carried out by the Board of Directors and the supervisory
termasuk dalam mengarahkan dan mengawasi kinerja function performed by the Board of Commissioners,
keberlanjutan Perseroan. including in providing direction and oversight of the
Company’s sustainability performance.
Menurut Anggaran Dasar dan ketentuan yang berlaku, In accordance with the Articles of Association and prevailing
setiap organ tata kelola memiliki wewenang dan tanggung regulations, each governance organ has clearly defined
jawab yang jelas sesuai fungsinya. Namun demikian, authorities and responsibilities based on its respective
seluruh organ tata kelola secara kolektif memiliki peran functions. Nevertheless, all governance organs collectively
untuk menjaga kesinambungan usaha Perseroan dalam play a role in safeguarding the Company’s long-term
jangka panjang. Untuk itu, RUPS, Dewan Komisaris, dan business continuity. Therefore, the GMS, the Board of
Direksi terus menyelaraskan pandangan terhadap visi, misi, Commissioners, and the Board of Directors continuously
nilai-nilai Perseroan, serta arah strategis keberlanjutan yang align their perspectives on the Company’s vision, mission,
tertuang dalam RJPP, RKAP, dan Rencana Aksi Keuangan values, and sustainability strategic direction as set out in
Berkelanjutan (RAKB). the RJPP, RKAP, and Sustainable Finance Action Plan (RAKB).
Sebagai bagian dari penerapan tata kelola perusahaan As part of good corporate governance implementation, Tugu
yang baik, Tugu Insurance menerapkan pemisahan yang Insurance maintains a clear separation between management
jelas antara fungsi pengelolaan dan fungsi pengawasan. and oversight functions. Pursuant to Law No. 40 of 2007
Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang on Limited Liability Company and the Company’s Articles of
Perseroan Terbatas serta Anggaran Dasar Perseroan, Association, Tugu Insurance’s governance structure consists
struktur tata kelola Tugu Insurance terdiri atas Rapat Umum of the General Meeting of Shareholders, the Board of
Pemegang Saham, Dewan Komisaris, dan Direksi. Commissioners, and the Board of Directors.
Pemisahan peran ini memastikan bahwa Direksi (CEO) This separation of roles ensures that the Board of Directors
bertanggung jawab atas pengelolaan operasional Perseroan, (CEO) is responsible for the Company’s operational
sementara Dewan Komisaris (Chairman of the Board) management, while the Board of Commissioners
menjalankan fungsi pengawasan secara independen dan (Chairman of the Board) carries out its oversight function
objektif, sehingga memperkuat mekanisme check and independently and objectively, and thereby, strengthening
balance serta memitigasi potensi konflik kepentingan dalam the check-and-balance mechanism and mitigating potential
pengambilan keputusan strategis. [G-03] conflict of interest in strategic decision-making. [G-03]
RUPS [GRI 2-9, 2-10, 2-11] [G-08]
GMS [GRI 2-9, 2-10, 2-11] [G-08]
Rapat Umum Pemegang Saham (RUPS) merupakan organ The General Meeting of Shareholders (GMS) is the highest
tata kelola tertinggi yang memiliki kewenangan untuk governance organ with the authority to adopt strategic
mengambil keputusan strategis yang tidak didelegasikan resolutions that are not delegated to the Board of
kepada Dewan Komisaris maupun Direksi. Kewenangan Commissioners or the Board of Directors. Such authority
tersebut mencakup pengesahan laporan tahunan dan includes the approval of the annual report and financial
laporan keuangan, serta persetujuan atas kebijakan statements, as well as the endorsement of the Company’s
strategis utama Perseroan sesuai ketentuan peraturan key strategic policies in accordance with prevailing laws and
perundang-undangan dan Anggaran Dasar. regulations and the Articles of Association.
Pada tahun buku 2025, Perseroan telah menyelenggarakan In the 2025 financial year, the Company held one Annual
satu kali RUPS Tahunan pada 29 April 2025 dan satu GMS on 29 April 2025 and one Extraordinary GMS on
kali RUPS Luar Biasa pada 17 September 2025 sesuai 17 September 2025 in accordance with OJK Regulation
dengan ketentuan Peraturan OJK No. 15/POJK.04/2020 No. 15/POJK.04/2020 on the planning and convening of
tentang rencana dan penyelenggaraan Rapat Umum General Meetings of Shareholders of Public Companies, the
Pemegang Saham Perusahaan Terbuka, Anggaran Dasar, Articles of Association, and other applicable capital market
dan ketentuan pasar modal lainnya, dengan tetap menjamin regulations, while continuing to ensure the application
penerapan prinsip perlakuan adil dan setara bagi seluruh of the principles of fair and equal treatment for all
pemegang saham. Penyelenggaraan RUPS dilakukan shareholders. The GMS is held pursuant to OJK Regulation
sesuai dengan Peraturan OJK No. 15/POJK.04/2020 No. 15/POJK.04/2020 on the Planning and Implementation
tentang Rencana dan Penyelenggaraan Rapat Umum of General Meeting of Shareholders of Public Companies,
Pemegang Saham Perusahaan Terbuka, Anggaran Dasar, the Articles of Association, and applicable laws and
dan peraturan perundang-undangan yang berlaku. Sejalan regulations. In line with these provisions, Tugu Insurance
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Tata Kelola Keberlanjutan
68 Sustainability Governance
dengan ketentuan tersebut, Tugu Insurance menjunjung upholds the principle of fair and equal treatment for all
tinggi prinsip perlakuan yang adil dan setara bagi seluruh shareholders. Information on policy for shareholders is
pemegang saham. Informasi mengenai kebijakan bagi accessible on the Company’s official website https://www.
pemegang saham dapat diakses pada situs resmi tugu.com/tata-kelola-perusahaan/pedoman-tata-kelola-
Perseroan https://www.tugu.com/tata-kelola-perusahaan/ perusahaan.
pedoman-tata-kelola-perusahaan.
Dewan Komisaris [GRI 2-11, 2-12, 2-14]
Board of Commissioners [GRI 2-11, 2-12, 2-14]
Dewan Komisaris bertugas melakukan pengawasan serta The Board of Commissioners is responsible for supervising
memberikan nasihat kepada Direksi atas pelaksanaan and providing advice to the Board of Directors on the
rencana kerja, strategi bisnis, pengelolaan risiko, implementation of work plans, business strategies, risk
penerapan Good Corporate Governance (GCG), serta management, the implementation of Good Corporate
kepatuhan terhadap peraturan perundang-undangan. Governance (GCG), and compliance with prevailing laws and
Dalam menjalankan fungsi pengawasan tersebut, Dewan regulations. In carrying out this supervisory function, the
Komisaris juga mempertimbangkan dampak ekonomi, Board of Commissioners also considers economic, social,
sosial, dan lingkungan yang relevan dengan keberlanjutan and environmental impacts relevant to the sustainability of
usaha Perseroan. the Company’s business.
Untuk mendukung efektivitas fungsi pengawasan, Dewan To support the effectiveness of its supervisory function, the
Komisaris dibantu oleh Komite Audit, Komite Pemantau Board of Commissioners is assisted by the Audit Committee,
Risiko, Komite Nominasi dan Remunerasi, Komite Tata Risk Monitoring Committee, Nomination and Remuneration
Kelola Terintegrasi, serta Sekretaris Dewan Komisaris. Committee, Integrated Governance Committee, and the
Komite-komite tersebut menjalankan tugas sesuai Secretary to the Board of Commissioners. These committees
mandatnya dan memberikan rekomendasi kepada Dewan perform their duties in accordance with their respective
Komisaris, termasuk dalam penguatan kualitas tata kelola mandates and provide recommendations to the Board of
serta pengawasan atas pelaporan keberlanjutan Perseroan. Commissioners, including on strengthening governance quality
and overseeing the Company’s sustainability reporting.
Dewan Pengawas Syariah [GRI 2-11, 2-12]
Sharia Supervisory Board [GRI 2-11, 2-12]
Dewan Pengawas Syariah (DPS) berperan mengawasi The Sharia Supervisory Board (DPS) plays a role in
penyelenggaraan kegiatan usaha unit syariah agar overseeing the implementation of the sharia unit’s business
senantiasa selaras dengan fatwa dan prinsip syariah. activities to ensure they remain aligned with Sharia
Pengawasan DPS mencakup penelaahan produk, akad, principles and fatwas. DPS oversight covers the review
mekanisme operasional, pengelolaan dana, serta of products, contracts, operational mechanisms, fund
praktik pemasaran. management, and marketing practices.
Melalui peran tersebut, DPS juga memberikan masukan Through this role, DPS also provides input and advice to
dan nasihat kepada Direksi untuk memastikan kepatuhan the Board of Directors to ensure that Sharia compliance
syariah berjalan secara konsisten dan terintegrasi dalam is implemented consistently and integrated into the
pelaksanaan kegiatan usaha Perseroan. Company’s business operations.
Direksi [GRI 2-11, 2-12]
Board of Directors [GRI 2-11, 2-12]
Direksi merupakan organ Perseroan yang berwenang dan The Board of Directors is the Company’s organ with full
bertanggung jawab penuh atas pengurusan Perseroan untuk authority and responsibility for the management of the
kepentingan dan tujuan usaha, serta mewakili Perseroan di Company in the interests of and in accordance with its
dalam dan di luar pengadilan sesuai ketentuan Anggaran business objectives, as well as for representing the
Dasar. Direksi menjalankan pengelolaan perusahaan Company both in and out of court in accordance with the
secara kolegial dengan memastikan setiap keputusan Articles of Association. The Board of Directors manages the
dan kebijakan diambil berdasarkan prinsip kehati-hatian, Company on a collegial basis, ensuring that all decisions
kepatuhan, serta tata kelola yang baik. and policies are made in line with the principles of
prudence, compliance, and good corporate governance.
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Dalam pelaksanaan tugasnya, Direksi menetapkan In carrying out its duties, the Board of Directors establishes
kebijakan, rencana, dan sistem yang diperlukan untuk the policies, plans, and systems necessary to support
mendukung operasional perusahaan, termasuk penyusunan the Company’s operations, including the preparation of
RJPP, RKAP, dan RAKB. Direksi juga memastikan tersedianya the RJPP, RKAP, and RAKB. The Board of Directors also
sistem pengendalian internal, manajemen risiko, serta ensures the availability of adequate internal control
fungsi kepatuhan yang memadai agar seluruh kegiatan systems, risk management, and compliance functions so
usaha berjalan konsisten dengan ketentuan yang berlaku. that all business activities are conducted consistently with
applicable regulations.
G-01 Keberagaman Manajemen dan Independensi
G-01 Management Diversity and Independence
Tipe Manajemen Perusahaan Laki-Laki Perempuan Jumlah Pihak Independen
Type of Company Management Male Female Number of Independent Parties
Komisaris
4 - 3
Board of Commissioners
DPS
1 1 -
Sharia Supervisory Board
Direksi
4 1 -
Board of Directors
G-02 Total Kehadiran Direksi dan Komisaris ke Rapat Dewan
G-02 Total Attendance of the Board of Directors and Board of Commissioners at Board Meetings
Rata-rata Persentase Kehadiran Direksi/Komisaris
Jumlah Rapat Dewan
dalam Rapat Dewan (di tahun pelaporan)
(di tahun pelaporan)
Average Attendance Percentage of the Board
Number of Board Meetings
of Directors/Board of Commissioners at Board
(in the reporting year)
Meetings (in the reporting year)
Jumlah kehadiran Direksi ke Rapat Dewan 13 97%
Number of attendances of the Board of
Directors at Board Meetings
Jumlah kehadiran Komisaris ke Rapat Dewan 15 100%
Number of attendances of the Board of
Commissioners at Board Meetings
Delegasi Pengelolaan Dampak [GRI 2-13]
Delegation of Impact Management [GRI 2-13]
Pengelolaan dampak ekonomi, sosial, dan lingkungan The management of economic, social, and environmental
dalam kegiatan usaha Perseroan didelegasikan kepada impacts arising from the Company’s business activities is
fungsi-fungsi kunci dan komite di bawah Direksi. delegated to key functions and committees under the Board of
Delegasi ini dilakukan untuk memastikan implementasi Directors. This delegation is applied to ensure that sustainability
keberlanjutan berjalan efektif, terukur, dan terkoordinasi di implementation is carried out effectively, in a measurable
seluruh organisasi. manner, and in a well-coordinated way across the organization.
Fungsi dan komite yang berperan dalam pengelolaan Functions and committees involved in managing sustainability
dampak keberlanjutan antara lain Komite di bawah Dewan impacts include Committees under the Board of Commissioners
Komisaris (Komite Audit, Komite Nominasi dan Remunerasi, (Audit Committee, Nomination and Remuneration Committee,
Komite Pemantau Risiko, Komite Tata Kelola Integrasi, Risk Monitoring Committee, Integration Governance Committee,
Sekretaris Dewan Komisaris), dan Komite di bawah Direksi Secretary of the Board of Commissioners), and Committees
(Komite Investasi, Komite Manajemen Risiko, Komite under the Board of Directors (Investment Committee, Risk
Pengarah Teknologi Informasi, Komite Pengembangan Management Committee, Information Technology Steering
Produk Asuransi, Sekretaris Perusahaan, Audit Internal), Committee, Insurance Product Development Committee,
Kepatuhan, dan Manajemen Risiko. Dalam konteks Corporate Secretary, Internal Audit), Compliance, and Risk
implementasi keuangan berkelanjutan dan penyusunan Management. Corporate Secretary, Compliance, Risk
Laporan Keberlanjutan, unit Corporate Secretary Management, Internal Audit, Investment Committee, Risk
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(Government, PR & CSR Department) ditetapkan sebagai Management Committee, and Information Technology Steering
penanggung jawab utama, termasuk dalam koordinasi Committee. In the context of implementing sustainable finance
pengumpulan data, pemantauan pelaksanaan program, and preparing the Sustainability Report, the Corporate Secretary
serta pelaporan kemajuan dan isu material kepada Direksi unit (Government, PR & CSR Department) is designated as the
dan Dewan Komisaris secara berkala. main party in charge, including coordinating data collection,
monitoring program implementation, and periodically reporting
progress and material issues to the Board of Directors and the
Board of Commissioners.
Proses Nominasi [GRI 2-9, 2-10, 2-11] [ESG G-06]
Nomination Process [GRI 2-9, 2-10, 2-11] [ESG G-06]
Proses nominasi dan seleksi anggota Dewan Komisaris The nomination and selection process for members of
dan Direksi dilaksanakan secara transparan dan terstruktur the Board of Commissioners and the Board of Directors
untuk memastikan keberlanjutan kepemimpinan serta is conducted in a transparent and structured manner
efektivitas pengambilan keputusan Perseroan. RUPS to ensure leadership continuity and the effectiveness
memiliki wewenang untuk mengangkat dan memberhentikan of the Company’s decision-making. The GMS has the
anggota Dewan Komisaris dan Direksi, dengan authority to appoint and dismiss members of the Board of
mempertimbangkan kebutuhan organisasi, arah strategis Commissioners and the Board of Directors, by considering
Perseroan, serta prinsip independensi dan tata kelola organizational needs, the Company’s strategic direction,
yang baik. as well as the principles of independence and good
corporate governance.
Kandidat Dewan Komisaris dan Direksi dapat dinominasikan Candidates for the Board of Commissioners and the Board
oleh pemegang saham, kemudian ditelaah oleh Dewan of Directors may be nominated by shareholders and are
Komisaris dan atau Komite Nominasi dan Remunerasi subsequently reviewed by the Board of Commissioners and/
melalui kajian atas integritas, kompetensi, pengalaman, or the Nomination and Remuneration Committee through
keberagaman, serta pemahaman terhadap risiko dan assessments of integrity, competence, experience, diversity,
isu keberlanjutan. Proses nominasi juga memperhatikan and understanding of risk and sustainability issues. The
ketentuan Anggaran Dasar dan peraturan perundang- nomination process also considers the provisions of the
undangan yang berlaku, termasuk persyaratan fit and proper Articles of Association and applicable laws and regulations,
test dari Otoritas Jasa Keuangan (OJK) bagi pihak utama including the fit and proper test requirements of the
di lembaga jasa keuangan, sebelum penetapan dilakukan Financial Services Authority (OJK) for key parties in financial
melalui persetujuan RUPS. institutions, before final approval is granted through
the GMS.
Adapun kriteria khusus yang digunakan untuk pemilihan The specific criteria used for the selection and nomination
dan nominasi calon anggota Dewan Komisaris dan Direksi of candidates for the Board of Commissioners and the
mengacu pada Peraturan Menteri BUMN No. PER-3/ Board of Directors refer to Minister of SOEs Regulation No.
MBU/03/2023, yang mengatur persyaratan bagi Anggota PER-3/MBU/03/2023, which governs the requirements
Direksi BUMN dan Anggota Direksi Anak Perusahaan, serta for members of the Boards of Directors of SOEs and their
persyaratan bagi Anggota Dewan Komisaris BUMN dan subsidiaries, as well as the requirements for members
Anggota Dewan Komisaris Anak Perusahaan. Informasi lebih of the Boards of Commissioners of SOEs and their
detail terkait proses Nominasi dan Pengangkatan Dewan subsidiaries. More detailed information regarding the
Komisaris dan Direksi dapat dilihat pada Laporan Tahunan Nomination and Appointment process of the Board of
2025 Bab Tata Kelola Perusahaan. Kebijakan mengenai Commissioners and the Board of Directors can be found
pemilihan Direksi dan Dewan Komisaris tercantum in the 2025 Annual Report on Corporate Governance
dalam Board Manual tahun 2021 Bab 2 poin A mengenai Chapter. The policy on selection of the Board of Directors
Persyaratan Anggota Direksi, dan Bab 3 poin 1 mengenai and Board of Commissioners is set out in the 2021 Board
Persyaratan Dewan Komisaris, serta poin 2 mengenai Manual, Chapter 2, point A, on Requirements for Board of
Komisaris Independen. Informasi mengenai Board Manual Directors’ Members, Chapter 3, point 1, on Requirements
dapat diakses melalui https://www.tugu.com/tata-kelola- for Board of Commissioners’ members, and point 2, on
perusahaan/board-manual. Independent Commissioners. Information on the Board
Manual can be accessed at https://www.tugu.com/tata-
kelola-perusahaan/board-manual.
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Evaluasi Kinerja dan Remunerasi Dewan Komisaris
dan Direksi [GRI 2-18] [ESG G-04]
Performance Evaluation and Remuneration of the Board of Commissioners
and Board of Directors [GRI 2-18] [ESG G-04]
Tugu Insurance melakukan evaluasi dan penilaian Tugu Insurance conducts performance evaluations and
kinerja Dewan Komisaris dan Direksi melalui assessments of the Board of Commissioners and the
mekanisme self-assessment yang hasilnya dilaporkan Board of Directors through a self-assessment mechanism,
dan dipertanggungjawabkan dalam RUPS. Penilaian the results of which are reported and accounted for at
pelaksanaan tugas Dewan Komisaris dan Direksi mengacu the GMS. The performance assessment of the Board
pada Pedoman Induk Perseroan dan Peraturan OJK No. 73/ of Commissioners and the Board of Directors refers to
POJK.05/2016 tentang Tata Kelola Perusahaan yang Baik the Parent Company Guidelines and OJK Regulation No.
bagi Perusahaan Perasuransian sebagaimana telah diubah 73/POJK.05/2016 on Good Corporate Governance for
dengan Peraturan OJK No. 43/POJK.05/2019 tentang Insurance Companies, as amended by OJK Regulation No.
Perubahan Atas Peraturan Otoritas Jasa Keuangan No. 73/ 43/POJK.05/2019 on the Amendment to OJK Regulation
POJK.05/2016 tentang Tata Kelola Perusahaan yang Baik No. 73/POJK.05/2016 on Good Corporate Governance for
Bagi Perusahaan Perasuransian serta peraturan lainnya Insurance Companies, as well as other relevant regulations.
yang relevan.
Evaluasi dilakukan dengan memperhatikan pencapaian The evaluation is conducted by considering the achievement
program dan inisiatif yang tercantum dalam rencana of programs and initiatives set out in the strategic plan,
strategis, rencana korporasi, serta rencana bisnis yang corporate plan, and business plan that are aligned with
selaras dengan visi, misi, strategi, dan nilai-nilai Perseroan. the Company’s vision, mission, strategy, and values.
Tugu Insurance memiliki kebijakan penilaian Direksi dan Tugu Insurance has a policy for assessing the Board of
Dewan Komisaris yang diatur dalam Board Manual tahun Directors and Board of Commissioners, as stipulated in the
2021. Penilaian Direksi dilakukan secara komprehensif 2021 Board Manual. The Board of Directors’ assessment
dan terukur, mencakup kinerja keuangan (struktur is comprehensive and measurable, encompassing
biaya dan pendanaan), kinerja bisnis, pengembangan financial performance (cost structure and funding),
sumber daya manusia, serta perbaikan organisasi dan business performance, human resource development,
budaya perusahaan. Evaluasi kinerja dilakukan dengan and organizational and corporate culture improvements.
mempertimbangkan perbandingan terhadap realisasi tahun Performance evaluations are conducted by comparing
sebelumnya, target, serta benchmark dengan perusahaan performance with the previous year’s results, targets, and
sejenis. [G-04] benchmarking with similar companies. [G-04]
Sementara itu, penilaian Dewan Komisaris dilaksanakan Meanwhile, the Board of Commissioners’ assessment is
melalui mekanisme self-assessment secara kolegial conducted through a collegial self-assessment mechanism
sebagai bentuk akuntabilitas dan pertanggungjawaban as a form of accountability and responsibility for the
atas efektivitas fungsi pengawasan. Informasi mengenai effectiveness of supervisory function. Information on this
kebijakan ini dapat diakses melalui publikasi Board policy can be accessed through the Company’s Board
Manual Perseroan: Manual publication at:
https://www.tugu.com/tata-kelola-perusahaan/board- https://www.tugu.com/tata-kelola-perusahaan/board-
manual. manual.
Dasar Penilaian Dewan Komisaris [GRI 2-18]
Basis for Board of Commissioners’ Performance Assessment [GRI 2-18]
Secara umum, penilaian kinerja Dewan Komisaris In general, the Board of Commissioners’ performance
didasarkan pada pelaksanaan tugas dan kewajiban assessment is based on the fulfillment of duties and
sebagaimana tercantum dalam peraturan perundang- responsibilities as stipulated in applicable laws and
undangan yang berlaku, Anggaran Dasar Perseroan, serta regulations, the Company’s Articles of Association, and
amanat pemegang saham. Penilaian dilakukan berdasarkan shareholders’ mandates. The assessment is conducted
pencapaian Key Performance Indicators (KPI) dan based on the achievement of Key Performance Indicators
mempertimbangkan hasil survei perilaku AKHLAK (Amanah, (KPIs) and considers the results of the AKHLAK values
Kompeten, Harmonis, Loyal, Adaptif, dan Kolaboratif). behavior survey (Amanah/Trustworthy, Kompeten/
Competent, Harmonis/Harmonious, Loyal, Adaptif/Adaptive,
and Kolaboratif/Collaborative).
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Penilaian kinerja secara individu dilakukan berdasarkan Individual performance assessments are carried out based
tolok ukur yang telah disepakati oleh masing-masing on benchmarks agreed upon by each member of the Board
anggota Dewan Komisaris. Aspek yang dinilai dalam KPI of Commissioners. The aspects assessed in the Board
Dewan Komisaris meliputi aspek perencanaan, pelaksanaan of Commissioners’ KPIs include planning, execution of
tugas, pelaporan, serta aspek dinamis, termasuk duties, reporting, as well as dynamic aspects, including the
kemampuan merespons perubahan regulasi, dinamika ability to respond to regulatory changes, risk dynamics, and
risiko, dan isu keberlanjutan. sustainability issues.
Dasar Penilaian Kinerja Direksi [GRI 2-18]
Basis for Board of Directors’ Performance Assessment [GRI 2-18]
Direksi memiliki target kinerja yang disesuaikan dengan The Board of Directors has performance targets aligned
tugas dan tanggung jawab pada Direktorat masing-masing. with the duties and responsibilities of each respective
Penilaian mencakup kinerja keuangan dan operasional, Directorate. The assessment covers financial and
implementasi kepatuhan serta Good Corporate Governance, operational performance, implementation of compliance
pengelolaan risiko, serta pengelolaan sumber daya and Good Corporate Governance, risk management, as
manusia. Hasil penilaian kinerja Direksi digunakan well as human resources management. The results of the
sebagai bahan evaluasi untuk meningkatkan efektivitas Board of Directors’ performance evaluation are used as an
pelaksanaan tugas dan disampaikan sebagai bagian dari input for improving the effectiveness of duty execution and
pertanggungjawaban dalam RUPS Tahunan. are presented as part of the accountability report at the
Annual GMS.
Dalam proses penilaian tersebut, Komite Nominasi In this assessment process, the Nomination and
dan Remunerasi memberikan masukan kepada Dewan Remuneration Committee provides input to the Board of
Komisaris untuk pengusulan kembali anggota Dewan Commissioners for the re-nomination of members of the
Komisaris dan Direksi kepada RUPS, sekaligus sebagai Board of Commissioners and the Board of Directors to
bahan pertimbangan dalam penyusunan struktur the GMS, as well as serving as a basis for consideration
remunerasi. Dewan Komisaris juga mempertimbangkan in determining the remuneration structure. The Board of
kondisi perekonomian dan industri perasuransian, Commissioners also considers economic conditions and
pencapaian KPI, pelaksanaan kebijakan strategis terkait developments in the insurance industry, KPI achievement,
underwriting dan investasi, pengelolaan teknologi informasi, implementation of strategic policies related to underwriting
pengelolaan SDM, serta kinerja entitas anak. and investment, information technology management, HR
management, and the performance of subsidiaries.
Kebijakan Remunerasi [GRI 2-19, 2-20]
Remuneration Policy [GRI 2-19, 2-20]
Penetapan remunerasi bagi Dewan Komisaris dan Direksi The determination of remuneration for the Board of
mengacu pada Peraturan Menteri Badan Usaha Milik Commissioners and the Board of Directors refers to
Negara No. PER-3/MBU/03/2023 Tahun 2023 Tentang Minister of State-Owned Enterprises Regulation No. PER-
Organ dan Sumber Daya Manusia Badan Usaha Milik 3/MBU/03/2023 of 2023 on the Organs and Human
Negara. Remunerasi bagi Dewan Komisaris dan Direksi Resources of State-Owned Enterprises. Remuneration for
ditetapkan berdasarkan keputusan pemegang saham the Board of Commissioners and the Board of Directors is
melalui RUPS Tahunan, dengan mempertimbangkan kajian determined based on shareholders’ resolutions through
yang dilakukan Perseroan terhadap peraturan yang berlaku the Annual GMS, by considering the Company’s review of
serta rekomendasi Komite Nominasi dan Remunerasi. applicable regulations as well as the recommendations of
the Nomination and Remuneration Committee.
Kriteria Penetapan Remunerasi Dewan Komisaris dan Direksi
Criteria for Determining Remuneration of the Board of Commissioners and the Board of Directors
Struktur dan besaran remunerasi Dewan Komisaris dan The structure and amount of remuneration for the Board of
Direksi ditetapkan dengan mempertimbangkan: Commissioners and the Board of Directors are determined
by considering:
1. Ketentuan dan peraturan perundang-undangan yang berlaku; 1. Applicable provisions, as well as laws and regulations;
2. Ketentuan yang berlaku pada PT Pertamina (Persero) 2. Provisions applicable to PT Pertamina (Persero) as the
sebagai pemegang saham pengendali; controlling shareholder;
3. Kinerja keuangan dan operasional Perseroan; 3. The Company’s financial and operational performance;
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4. Kewajaran dibandingkan dengan praktik di industri 4. Fairness in comparison with practices in the insurance
perasuransian; serta industry; and
5. Regulasi terkait remunerasi lainnya, termasuk ketentuan 5. Other regulations related to remuneration, including
Upah Minimum dan Undang-Undang Ketenagakerjaan. provisions on Minimum Wages and Labor Laws.
Pengkajian ulang atas kebijakan remunerasi dilakukan Review on the remuneration policy is conducted annually,
setiap tahun, termasuk review atas remunerasi Dewan including a review of the remuneration of the Board of
Komisaris, Direksi, dan karyawan, agar tetap kompetitif dan Commissioners, the Board of Directors, and employees,
selaras dengan kinerja Perseroan serta dinamika regulasi. to ensure it remains competitive and aligned with the
Company’s performance and regulatory dynamics.
Prosedur Pengusulan hingga Penetapan Remunerasi
Procedure to Propose and Determine Remuneration
Prosedur pengusulan hingga penetapan remunerasi Dewan The procedure for proposing and determining the
Komisaris dan Direksi dilakukan melalui tahapan berikut: remuneration of the Board of Commissioners and the Board
of Directors is carried out through the following stages:
1. Komite Nominasi dan Remunerasi menyusun dan 1. The Nomination and Remuneration Committee prepares
mengevaluasi struktur, kebijakan, dan besaran and evaluates the structure, policy, and amount of
remunerasi Dewan Komisaris dan Direksi sesuai remuneration for the Board of Commissioners and
ketentuan yang berlaku. Struktur remunerasi dapat the Board of Directors in accordance with applicable
berupa gaji atau honorarium, insentif, dan atau regulations. The remuneration structure may consist of
tunjangan yang bersifat tetap dan atau variable; salary or honoraria, incentives, and/or benefits that are
fixed and/or variable in nature;
2. Komite Nominasi dan Remunerasi menyampaikan 2. The Nomination and Remuneration Committee submits
rekomendasi kepada Dewan Komisaris mengenai recommendations to the Board of Commissioners
struktur, kebijakan, dan besaran remunerasi Dewan regarding the structure, policy, and amount of
Komisaris dan Direksi; serta remuneration for the Board of Commissioners and the
Board of Directors; and
3. Dewan Komisaris menyampaikan usulan mengenai 3. The Board of Commissioners submits proposals
honorarium dan tantiem bagi Dewan Komisaris dan regarding honoraria and tantiem (bonus) for the Board
Direksi kepada pemegang saham untuk mendapatkan of Commissioners and the Board of Directors to the
persetujuan melalui RUPS. shareholders for approval through the GMS.
Remunerasi Dewan Komisaris dan Direksi Tahun 2025
Remuneration for the Board of Commissioners and the Board of Directors for 2025
Besaran remunerasi Dewan Komisaris dan Direksi The amount of remuneration for the Board of
tahun buku 2025 ditetapkan berdasarkan persetujuan Commissioners and the Board of Directors for the 2025
RUPS Perseroan. Rincian realisasi remunerasi beserta financial year was determined based on the approval of the
komponennya disajikan dalam Laporan Tahunan 2025. Company’s GMS. Details of the realized remuneration and
its components are presented in the 2025 Annual Report.
Peran Organ Tata Kelola dalam Pelaporan Keberlanjutan [GRI 2-14]
Role of Governance Organs in Sustainability Reporting [GRI 2-14]
Direksi memastikan bahwa Laporan Keberlanjutan disusun The Board of Directors ensures that the Sustainability
sesuai ketentuan POJK 51/2017 dan GRI Standards, Report is prepared in accordance with POJK 51/2017
termasuk penetapan topik material, peninjauan data kinerja, and the GRI Standards, including the determination of
serta pengungkapan kebijakan dan target keberlanjutan. material topics, review of performance data, and disclosure
Dewan Komisaris menelaah dan memberikan masukan atas of sustainability policies and targets. The Board of
draf laporan sebagai bagian dari fungsi pengawasan. Commissioners reviews and provides input on the draft
report as part of its supervisory function.
Selanjutnya, ringkasan kinerja keberlanjutan yang tercantum Furthermore, the summary of sustainability performance
dalam Laporan Tahunan ditandatangani sesuai ketentuan presented in the Annual Report is signed in accordance
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74 Sustainability Governance
yang berlaku sebelum disampaikan untuk memperoleh with applicable provisions before being submitted for
pengesahan melalui mekanisme RUPS. Melalui proses ini, approval through the GMS mechanism. Through this
Perseroan memastikan bahwa pelaporan keberlanjutan process, the Company ensures that sustainability reporting
disusun secara akuntabel dan dapat ditelusuri oleh seluruh is prepared in an accountable manner and can be traced by
pemangku kepentingan. all stakeholders.
Informasi lebih lengkap mengenai struktur tata kelola More comprehensive information regarding the Company’s
Perseroan dapat dilihat pada Laporan Tahunan (Annual governance structure can be found in the 2025 Annual
Report) 2025 Bab Tata Kelola Perusahaan. Report on Corporate Governance Chapter.
Pengembangan Kompetensi terkait Keuangan
Berkelanjutan [OJK E.2] [GRI 2-17] [ESG G-05]
Competency Development related to Sustainable Finance [OJK E.2] [GRI 2-17] [ESG G-05]
Tugu Insurance secara berkelanjutan meningkatkan Tugu Insurance continuously enhances the competencies
kompetensi organ tata kelola dan manajemen terkait of its governance organs and management related to the
penerapan keuangan berkelanjutan, manajemen risiko, implementation of sustainable finance, risk management,
dan isu ESG melalui program pengenalan, pelatihan, serta and ESG issues through structured induction, training,
pengembangan kapabilitas yang terencana. Penguatan and capability development programs. This competency
kompetensi ini dilakukan untuk memastikan pengambilan strengthening is carried out to ensure that decision-making
keputusan di seluruh lini organisasi tetap relevan dengan across all levels of the organization remains aligned
dinamika industri, ketentuan regulator, serta kebutuhan with industry dynamics, regulatory requirements, and
pemangku kepentingan. stakeholder needs.
Peningkatan Kapabilitas Dewan Komisaris dan Dewan Pengawas Syariah (DPS) [GRI 2-17]
Enhancement of the Capabilities of the Board of Commissioners and the Sharia Supervisory Board (DPS) [GRI 2-17]
Perseroan menyelenggarakan program pengenalan bagi The Company conducts induction programs for newly
anggota Dewan Komisaris dan DPS yang baru diangkat, appointed members of the Board of Commissioners and the
serta program pelatihan tahunan sesuai kebutuhan untuk Sharia Supervisory Board (DPS), as well as annual training
mendukung efektivitas fungsi pengawasan. Ketentuan programs as needed to support the effectiveness of the
mengenai program pengenalan dan pelatihan tersebut supervisory function. Provisions regarding these induction
diatur dalam Board Manual, antara lain: and training programs are stipulated in the Board Manual,
including:
1. Anggota Dewan Komisaris yang baru diangkat wajib 1. Newly appointed members of the Board of
mengikuti program pengenalan mengenai kondisi Commissioners are required to participate in an
Perseroan secara umum; induction program on the general condition of
the Company;
2. Sekretaris Perusahaan bertanggung jawab menyusun 2. The Corporate Secretary is responsible for preparing
dan melaksanakan program pengenalan; and implementing the induction program;
3. Materi pengenalan mencakup prinsip GCG di Perseroan; 3. Induction materials cover the implementation of GCG
tugas, tanggung jawab, hak, dan larangan bagi Dewan principles within the Company; the duties, responsibilities,
Komisaris dan Direksi; gambaran tujuan, sifat, dan rights, and prohibitions applicable to the Board of
lingkup usaha; kinerja keuangan dan operasional; Commissioners and the Board of Directors; an overview of
strategi dan rencana usaha jangka pendek maupun the Company’s objectives, nature, and scope of business;
panjang; profil risiko; pengendalian internal; serta isu financial and operational performance; short-term and
strategis lainnya; long-term strategies and business plans; risk profile;
internal control; and other strategic issues;
4. Materi juga mencakup penjelasan kewenangan yang 4. The materials also include explanations of delegated
didelegasikan, peran audit internal dan eksternal, authorities, the roles of internal and external audit, the
sistem pengendalian internal, dan Komite Audit; serta internal control system, and the Audit Committee; and
5. Bentuk program pengenalan dapat berupa presentasi, 5. Induction programs may take the form of presentations,
pertemuan, kunjungan ke fasilitas Perseroan dan PoSS, meetings, visits to the Company’s facilities and the
pengkajian dokumen, maupun bentuk lain yang relevan. PoSS, document reviews, or other relevant formats.
Board Manual juga mengatur bahwa program peningkatan The Board Manual also stipulates that competency
kompetensi Dewan Komisaris dimasukkan dalam rencana development programs for the Board of Commissioners
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kerja dan anggaran Dewan Komisaris. Setiap anggota are incorporated into the Board of Commissioners’ work
yang mengikuti pelatihan wajib menyampaikan laporan plan and budget. Each member who participates in training
pelaksanaan kepada Dewan Komisaris. Daftar program is required to submit an implementation report to the
pelatihan dan peningkatan kapabilitas yang diikuti anggota Board of Commissioners. A list of training and capability
Dewan Komisaris dan DPS sepanjang tahun 2025 enhancement programs attended by members of the
diungkapkan dalam Laporan Tahunan Tugu Insurance 2025. Board of Commissioners and the Sharia Supervisory Board
throughout 2025 is disclosed in the Tugu Insurance Annual
Report 2025.
Peningkatan Kapabilitas Direksi [GRI 2-17]
Enhancement of the Board of Directors’ Capabilities [GRI 2-17]
Tugu Insurance menyelenggarakan program peningkatan Tugu Insurance organizes capability enhancement programs
kapabilitas bagi anggota Direksi untuk memperbarui for members of the Board of Directors to update their
pengetahuan terkait perkembangan terkini industri knowledge of the latest developments in the insurance
perasuransian, regulasi, manajemen risiko, serta praktik industry, regulations, risk management, and sustainable
keuangan berkelanjutan. Ketentuan program peningkatan finance practices. Provisions governing the Board of
kompetensi Direksi antara lain: Directors’ competency enhancement programs include:
1. Program disusun untuk meningkatkan efektivitas kerja 1. Programs are designed to improve the effectiveness of
Direksi dan kualitas pengambilan keputusan strategis; the Board of Directors’ performance and the quality of
strategic decision-making;
2. Rencana pelatihan dimasukkan dalam rencana kerja 2. Training plans are incorporated into the annual work
dan anggaran Direksi setiap tahun; dan plan and budget of the Board of Directors; and
3. Anggota Direksi yang mengikuti pelatihan wajib 3. Members of the Board of Directors who participate in
membuat laporan pelaksanaan dan menyampaikannya training are required to prepare implementation reports
kepada Direksi secara kolektif. and submit them collectively to the Board of Directors.
Rangkaian pelatihan dan peningkatan kapabilitas Direksi The series of training and capability enhancement programs
selama tahun 2025, termasuk yang terkait ESG dan attended by the Board of Directors throughout 2025,
keuangan berkelanjutan, diungkapkan dalam Laporan including those related to ESG and sustainable finance, are
Tahunan Tugu Insurance 2025. disclosed in the Tugu Insurance Annual Report 2025.
Pengembangan Kompetensi Pejabat dan Unit Kerja Penanggung Jawab Keuangan Berkelanjutan [OJK E.2] [GRI 2-17]
Competency Development of Officers and Work Units Responsible for Sustainable Finance [OJK E.2] [GRI 2-17]
Sepanjang tahun 2025, pejabat dan unit kerja penanggung Throughout 2025, officers and work units responsible for
jawab penerapan keuangan berkelanjutan, termasuk the implementation of sustainable finance, including the
Corporate Secretary (Government, PR & CSR Department), Corporate Secretary (Government, PR & CSR Department),
fungsi Manajemen Risiko, serta unit terkait lainnya, the Risk Management function, and other related units,
mengikuti berbagai program pelatihan dan workshop participated in various training programs and workshops
mengenai keuangan berkelanjutan, manajemen risiko ESG, on sustainable finance, ESG risk management, as well as
serta pengungkapan berstandar GRI. disclosures in accordance with GRI standards.
Pelatihan dan Pengembangan Kompetensi Keberlanjutan
Sustainability Training and Competency Development
Nama Materi Pengembangan Kompetensi Pelatihan Penyelenggara Tanggal
Name Training Competency Development Material Organizer Date
Abdul Ghofar Workshop PSAK 117: Kontrak Asuransi (Level Dasar) Institute Akuntan 17 Juli 2025
Presiden PSAK 117 Workshop: Insurance Contracts (Basic Level) Publik Indonesia 17 July 2025
Komisaris Indonesian Institute
President of Certified Public
Commissioner Accountants
Strategi Meningkatkan Kematangan (Maturitas) Implementasi Widya Dharma 1 Agustus 2025
Manajemen Risiko sebagai Langkah Mewujudkan Produktivitas Artha 1 August 2025
dan Kinerja Perusahaan
Strategy to Enhance the Maturity of Risk Management
Implementation as a Step Toward Achieving Corporate Productivity
and Performance
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Nama Materi Pengembangan Kompetensi Pelatihan Penyelenggara Tanggal
Name Training Competency Development Material Organizer Date
Bagus Agung Arah Baru Tata Kelola Privasi Pasca UU Nomor 27/2022 Widya Dharma 19 Desember 2025
Rahardiansyah (Perlindungan Data Pribadi) Artha 19 December 2025
Komisaris New Direction of Privacy Governance Following Law No. 27 of
Commissioner 2022 on Personal Data Protection
Poerwo Implementasi Kebijakan dan Praktek Underwriting Perusahaan Aamai 22 Mei 2025
Tjahjono Asuransi 22 May 2025
Komisaris Implementation of Insurance Company Underwriting Policies and
Independen Practices
Commissioner
Strategi Meningkatkan Kematangan (Maturitas) Implementasi Widya Dharma 1 Agustus 2025
Independent
Manajemen Risiko Sebagai Langkah Mewujudkan Produktivitas Artha 1 August 2025
dan Kinerja Perusahaan
Strategy to Enhance the Maturity of Risk Management
Implementation as a Step Toward Achieving Corporate Productivity
and Performance
Diskusi UU No. 16 Tahun 2025 Tentang Perubahan Keempat atas CRMS 11 Desember 2025
UU No. 19 Tahun 2003 11 December 2025
Discussion on Law No. 16 of 2025 concerning the Fourth
Amendment to Law No. 19 of 2003
Tajudin Noor Strategi Meningkatkan Kematangan (Maturitas) Implementasi Widya Dharma 1 Agustus 2025
Komisaris Manajemen Risiko Sebagai Langkah Mewujudkan Produktivitas Artha 1 August 2025
Independen dan Kinerja Perusahaan
Commissioner Strategy to Enhance the Maturity of Risk Management
Independent Implementation as a Step Toward Achieving Corporate Productivity
and Performance
Adi Pramana BOD Sharing Session: Service Strategy & Blueprint Tugu Institute 26 Juni 2025
Presiden 26 June 2025
Direktur
Perdagangan Karbon Indonesia Tugu Institute X IDX 15 Agustus 2025
President
Indonesian Carbon Trading Stock Exchange 15 August 2025
Director
Awareness ISO37001 - SMAP Tugu Institute 19 September 2025
X Aurora Bisnis
International
Ari Mardudi Kelangsungan Bisnis di 2025: Pendekatan Risiko Hukum dan CRMS 22 Januari 2025
Anggota Komite Manajemen Kepatuhan 22 January 2025
Audit Business Continuity in 2025: Legal Risk and Compliance
Member of Audit Management Approach
Committeer
Desi Adhariani Peran Chief Risk Officer (Unit Manajemen Risiko) yang Efektif Widya Dharma 16 Mei 2025
Anggota Komite dalam Membangun Governansi dan Budaya Risiko Korporasi Artha 16 May 2025
Pemantau The Role of an Effective Chief Risk Officer (Risk Management Unit)
Risiko in Building Corporate Governance and Risk Culture
Member of
Implementasi Kebijakan dan Praktek Underwriting Perusahaan AAMAI 22 Mei 2025
Risk Monitoring
Asuransi 22 May 2025
Committee
Implementation of Insurance Company Underwriting Policies and
Practices
Implementasi Audit Investigasi dan Audit Forensik Berbasis POJK Widya Dharma 5 Juni 2025
12 Tahun 2024 (dengan Studi Kasus) Artha 5 June 2025
Implementation of Investigative Audit and Forensic Audit Based on
POJK No. 12 of 2024 (with Case Studies)
Strategi Meningkatkan Kematangan (Maturitas) Implementasi Widya Dharma 1 Agustus 2025
Manajemen Risiko sebagai Langkah Mewujudkan Produktivitas Artha 1 August 2025
dan Kinerja Perusahaan
Strategy to Enhance the Maturity of Risk Management
Implementation as a Step Toward Achieving Corporate Productivity
and Performance
Transformasi Organisasi melalui Budaya Sadar Risiko yang Efektif Widya Dharma 7 November 2025
untuk Mendukung Keberlangsungan Usaha Artha
Organizational Transformation through an Effective Risk
Awareness Culture to Support Business Sustainability
Integrity in Action: Strengthening Governance & Managing Tugu Institute 17 November 2025
Procurement Risks
Webinar Tata Kelola, Manajemen Risiko & Kepatuhan: Identifikasi Widya Dharma 9 Desember 2025
& Pemetaan Risiko IT, serta Audit IT Risk Management Artha 9 December 2025
Webinar on Governance, Risk Management & Compliance:
Identification and Mapping of IT Risks, and Audit of IT Risk
Management
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Nama Materi Pengembangan Kompetensi Pelatihan Penyelenggara Tanggal
Name Training Competency Development Material Organizer Date
Aria Farah Mita Workshop PSAK 117: Kontrak Asuransi (Level Dasar) Institute Akuntan 17 Juli 2025
Anggota Komite PSAK 117 Workshop: Insurance Contracts (Basic Level) Publik Indonesia 17 July 2025
Pemantau
Transformasi Organisasi melalui Budaya Sadar Risiko yang Efektif Widya Dharma 7 November 2025
Risiko
untuk Mendukung Keberlangsungan Usaha Artha
Member of
Organizational Transformation through an Effective Risk
Risk Monitoring
Awareness Culture to Support Business Sustainability
Committee
Dudi Subekti Sertifikasi QCRO Widya Dharma 24 Maret 2025
Corporate QCRO Certification Artha 24 March 2025
Secretary
Program Mini Magister Hukum 2025 (Legal Clarity in Business & Pertamina 17 Mei 2025
Energy Industry) 17 May 2025
Mini Master of Law Program 2025 (Legal Clarity in Business &
Energy Industry)
Managing Crisis with Composed and Strategic Communication Tugu Institute X 11 Juni 2025
Markplus Institute 11 June 2025
Leadership Training - Creating a High-Performance Culture Linkedin Learning 18 Juni 2025
18 June 2025
Kick Off: Intermediate Service Training Program 2025 & Rangkaian Tugu Institute X 11 Agustus 2025
Service Excellence Intermediate Level Markplus Institute 11 August 2025
Kick-off: Intermediate Service Training Program 2025 & Series of
Service Excellence (Intermediate Level)
Privacy and Data Protection Legal Framework & Implementation in Tugu Institute 21 Agustus 2025
Insurance Industry X ERM & HSSE 21 August 2025
Group
Peningkatan Pemahaman & Pelaporan Gratifikasi Tugu Institute 2 Oktober 2025
Enhancing Understanding & Reporting of Gratification X Legal & 2 October 2025
Compliance Group
Integrity in Action: Strengthening Governance & Managing Tugu Institute 17 November 2025
Procurement Risks
Leading Continuous Improvement Strategy Tugu Institute X 4 Desember 2025
Markplus Institute 4 December 2025
Herty Lidiyani Sosialisasi Pelindungan Data Pribadi dan Penyusunan ROPA Tugu Institute 21 Maret 2025
Tiwow Dissemination of Personal Data Protection and Preparation of X ERM & HSSE 21 March 2025
Government, ROPA Group
Public Relation
& CSR Dept.
Head
Online Workshop Strategi Mitigasi Komunikasi Krisis & from Crisis PR Indonesia 6 Mei 2025
to Opportunity 6 May 2025
Online Workshop on Crisis Communication Mitigation Strategy &
From Crisis to Opportunity
Managing Crisis with Composed and Strategic Communication Tugu Institute X 10 Juni 2025
Markplus Institute 10 June 2025
Strategi & Peran Nyata Pekerja dalam Implementasi APU PPT & Tugu Institute X 16 Juni 2025
PPPSPM Grajosa 16 June 2025
Strategies and the Practical Role of Employees in the
Implementation of AML–CTF & CPF
Knowledge Management Awareness & Sosialisasi Linkedin Tugu Institute 18 Juni 2025
Learning 18 June 2025
Knowledge Management Awareness & Dissemination of LinkedIn
Learning
Kick Off : Intermediate Service Training Program 2025 & Rangkaian Tugu Institute X 11 Agustus 2025
Service Excellence Intermediate Level Markplus Institute 11 August 2025
Kick-off: Intermediate Service Training Program 2025 & Series of
Service Excellence (Intermediate Level)
Perdagangan Karbon Indonesia Tugu Institute X IDX 15 Agustus 2025
Indonesian Carbon Trading Stock Exchange 15 August 2025
Privacy and Data Protection Legal Framework & Implementation in Tugu Institute 21 Agustus 2025
Insurance Industry X ERM & HSSE 21 August 2025
Group
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Nama Materi Pengembangan Kompetensi Pelatihan Penyelenggara Tanggal
Name Training Competency Development Material Organizer Date
Release Workflow Memo melalui Tugu Document Management Tugu Institute X IT 27 Agustus 2025
System (T-DMS) Group 27 August 2025
Release of Workflow Memo via the Tugu Document Management
System (T-DMS)
Service Training Program 2025: Leading - Frontliner (Batch 21) Tugu Institute X 11 September 2025
Markplus Institute
Awareness ISO37001 – SMAP Tugu Institute 19 September 2025
X Aurora Bisnis
International
Sosialisasi Pembaruan Sistem IP-PABX Tugu Institute X 22 September 2025
Dissemination of IP-PABX System Updates Product & Service,
Infrastructure &
IT Security, HSSE
Dept
Peningkatan Pemahaman & Pelaporan Gratifikasi Tugu Institute 2 Oktober 2025
Enhancing Understanding & Reporting of Gratification X Legal & 2 October 2025
Compliance Group
Branding Lenses: Key Elements, Tech, Entrepreneurship Markplus Institute 10 November 2025
Integrity in Action: Strengthening Governance & Managing Tugu Institute 17 November 2025
Procurement Risks
Penilaian Risiko atas Penerapan
Keuangan Berkelanjutan [OJK E.3]
Risk Assessment on Sustainable Finance Implementation [OJK E.3]
Tugu Insurance menerapkan manajemen risiko secara Tugu Insurance adopts comprehensive risk management
menyeluruh untuk mengidentifikasi, menganalisis, to identify, analyze, evaluate, and mitigate risks that may
mengevaluasi, dan memitigasi risiko yang dapat affect the achievement of business objectives, including
memengaruhi pencapaian tujuan usaha, termasuk risiko risks related to the implementation of sustainable finance.
yang terkait dengan penerapan keuangan berkelanjutan. Risk assessments are conducted on an ongoing basis
Penilaian risiko dilakukan secara berkesinambungan by considering internal and external factors, enabling the
dengan mempertimbangkan faktor internal dan eksternal, Company to determine risk handling priorities and maintain
sehingga Perseroan dapat menetapkan prioritas sustainable business continuity.
penanganan risiko serta menjaga kesinambungan bisnis
secara berkelanjutan.
Kerangka dan Organ Manajemen Risiko
Risk Management Framework and Organ
Berdasarkan Kebijakan Umum Manajemen Risiko, Based on the General Risk Management Policy, the
Perseroan menerapkan kerangka manajemen risiko yang Company implements a risk management framework
dirancang untuk selaras dengan strategi bisnis perusahaan, designed to be aligned with the Company’s business
struktur organisasi, ketentuan internal, serta ketersediaan strategy, organizational structure, internal regulations,
infrastruktur yang ada. Dalam pelaksanaannya, penerapan and available infrastructure. In its implementation, risk
manajemen risiko mengacu pada standar SNI ISO management refers to SNI ISO 31000:2018 (Risk-Based
31000:2018 (Manajemen Risiko Berbasis Risiko), yang Risk Management), which comprises three main elements:
mencakup tiga elemen utama: prinsip, kerangka kerja, dan principles, framework, and risk management processes.
proses manajemen risiko.
Pengelolaan risiko dilaksanakan melalui pendekatan Three Risk management is carried out using the Three Lines
Lines Model, yaitu: Model, as follows:
1. Lini pertama merupakan tugas dan tanggung jawab 1. First Line consists of the duties and responsibilities
risk owner (risk taking unit) yaitu seluruh unit kerja of risk owners (risk-taking units), namely all work
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yang menjalankan fungsi bisnis/operasional dan units performing business/operational functions and
melaksanakan proses manajemen risiko di unit kerja implementing risk management processes within their
masing-masing. Lini pertama sebagai unit Pemilik respective units. As Risk Owners, first-line units directly
Risiko merupakan unit yang langsung mengidentifikasi identify and manage risks in business processes. Risk
dan mengelola risiko dalam proses bisnis. Sistem control systems are preventive in nature, based on
pengendalian risiko bersifat pencegahan (preventive) applicable policies and procedures for the relevant work
berdasarkan kebijakan dan prosedur yang berlaku bagi units, including communication and consultation with
unit kerja yang bersangkutan, termasuk komunikasi top management or the respective Board of Directors.
dan konsultasi kepada manajemen puncak atau Direksi
masing-masing.
2. Lini kedua merupakan tugas dan tanggung jawab unit 2. The second line comprises the duties and
kerja yang menjalankan fungsi Kepatuhan dan fungsi responsibilities of work units performing independent
Manajemen Risiko yang independen dalam mengukur, Compliance and Risk Management function in
memantau dan memperlakukan risiko secara agregat, measuring, monitoring, and treating risks on an
mengembangkan metodologi dan kebijakan manajemen aggregate basis, as well as developing the Company’s
risiko Perusahaan. Sistem pengendalian risiko risk management methodologies and policies. Risk
bersifat pendeteksian (detective) melalui pemantauan control systems at this level are detective in nature,
kepatuhan risk owner terhadap kebijakan dan prosedur carried out through monitoring the compliance of risk
serta peraturan dan perundang-undangan yang berlaku, owners with applicable policies, procedures, and laws
termasuk pendeteksian terhadap kecukupan kebijakan and regulations, including detecting the adequacy of
dan prosedur pada unit kerja bisnis/operasional policies and procedures within the relevant business/
yang bersangkutan. operational units.
3. Lini ketiga merupakan tugas dan tanggung jawab unit 3. The third line consists of the duties and responsibilities
kerja yang menjalankan fungsi Kepatuhan dan fungsi of work units performing independent Compliance
Manajemen Risiko yang independen dalam mengukur, and Risk Management functions in measuring,
memantau dan memperlakukan risiko secara agregat, monitoring, and treating risks on an aggregate basis,
mengembangkan metodologi dan kebijakan manajemen as well as developing the Company’s risk management
risiko Perusahaan. Sistem pengendalian risiko methodologies and policies. Risk control systems
bersifat pendeteksian (detective) melalui pemantauan at this level are detective in nature, carried out
kepatuhan risk owner terhadap kebijakan dan prosedur through monitoring the compliance of risk owners
serta peraturan dan perundang-undangan yang berlaku, with applicable policies, procedures, and laws and
termasuk pendeteksian terhadap kecukupan kebijakan regulations, including detecting the adequacy of
dan prosedur pada unit kerja bisnis/operasional yang policies and procedures within the relevant business/
bersangkutan. Untuk memperkuat fungsi pengendalian, operational units. To strengthen the control function,
Perseroan membentuk Unit Kerja Manajemen Risiko the Company has established an independent Risk
yang independen di bawah Direktur Kepatuhan & Management Unit under the Director of Compliance
Manajemen Risiko, dengan mandat memastikan & Risk Management, with a mandate to ensure the
penerapan manajemen risiko berjalan efektif di seluruh effective implementation of risk management across all
entitas, termasuk memberikan dukungan dalam entities, including providing support in managing ESG
pengelolaan risiko ESG dan keuangan berkelanjutan. and sustainable finance risks.
Pilar Penerapan Manajemen Risiko
Pillars of Risk Management Implementation
Pengawasan Pengawasan Aktif Direksi, Dewan Komisaris, dan Dewan Pengawas Syariah
Active Supervision by the Board of Directors, Board of Commissioners, and Sharia Supervisory Board
Direksi, Dewan Komisaris, dan Dewan Pengawas Syariah The Board of Directors, the Board of Commissioners,
bertanggung jawab atas efektivitas penerapan manajemen and the Sharia Supervisory Board are responsible for
risiko melalui pemahaman atas profil risiko utama, the effectiveness of risk management implementation
termasuk risiko terkait keuangan berkelanjutan. Organ tata through a thorough understanding of the Company’s
kelola memberikan arahan penerapan manajemen risiko, key risk profile, including risks related to sustainable
mendorong budaya sadar risiko, serta memastikan struktur finance. These governance organs provide direction for
organisasi dan kecukupan SDM mendukung pengelolaan risk management implementation, promote a risk-aware
risiko secara memadai. culture, and ensure that the organizational structure and
the adequacy of human resources properly support effective
risk management.
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Pengawasan dilakukan melalui rapat Komite Pemantau Supervision is carried out through meetings of the Risk
Risiko, Komite Manajemen Risiko, serta rapat Dewan Monitoring Committee, the Risk Management Committee,
Pengawas Syariah. Selain itu, Perseroan melakukan and the Sharia Supervisory Board. In addition, the Company
penetapan, pemantauan, dan peninjauan mitigasi Top Risk establishes, monitors, and reviews mitigation measures for
Register, pemantauan Early Warning System atau Key Risk the Top Risk Register, monitors the Early Warning System
Indicator (KRI), dan tingkat kesehatan berbasis risiko, serta or Key Risk Indicators (KRI), and risk-based soundness
pelaksanaan sosialisasi dan pelatihan manajemen risiko. levels, and conducts risk management dissemination and
training programs.
Kecukupan Kebijakan, Prosedur, dan Penetapan Limit
Adequacy of Policies, Procedures, and Determination of Risk Limit
Manajemen risiko didukung oleh kebijakan dan prosedur, Risk management is supported by policies and procedures,
termasuk Risk Appetite Statement, limit risiko, dan including the Risk Appetite Statement, risk limits, and
pedoman yang disusun dengan mempertimbangkan profil guidelines developed by considering the risk profile and
dan toleransi risiko, karakteristik bisnis, serta ketentuan risk tolerance, business characteristics, and regulatory
regulator. Perseroan melakukan kaji ulang Risk Appetite requirements. The Company periodically reviews the
serta pemantauan KRI dan Early Warning System secara Risk Appetite and monitors KRIs and the Early Warning
berkala untuk memastikan risiko tetap berada dalam batas System to ensure that risks remain within the established
toleransi yang ditetapkan. tolerance limits.
Kecukupan Proses Identifikasi, Pengukuran, Pengendalian, dan Pemantauan Risiko, serta Sistem Informasi
Manajemen Risiko
Adequacy of Risk Identification, Measurement, Control, and Monitoring Processes, as well as Risk Management
Information Systems
Perseroan menjalankan proses manajemen risiko melalui The Company implements risk management processes
tahapan yang sistematis, meliputi: through systematic stages, which include:
1. Identifikasi Risiko, dilakukan oleh risk owner di setiap 1. Risk Identification, conducted by the risk owner in each
unit kerja bersama risk champion untuk mengenali work unit together with the risk champion to recognize
risiko melekat dan menyusun risk register kegiatan inherent risks and prepare the ongoing activity risk
berjalan, termasuk risiko terkait portofolio KKUB, register, including risks related to the KKUB portfolio,
perubahan regulasi keuangan berkelanjutan, serta risiko changes in sustainable finance regulations, and ESG
reputasi ESG. reputational risks.
2. Pengukuran Risiko, dilakukan secara berkala 2. Risk Measurement, performed periodically using
melalui pendekatan kuantitatif dan kualitatif dengan quantitative and qualitative approaches, by considering
mempertimbangkan tren historis serta potensi kerugian. historical trends and potential losses.
3. Pengendalian Risiko, dilakukan melalui kebijakan, 3. Risk Control, carried out through policies, procedures,
prosedur, limit, serta mekanisme mitigasi seperti limits, and mitigation mechanisms such as portfolio
diversifikasi portofolio, penggunaan reasuransi, dan diversification, use of reinsurance, and strengthening
penguatan kontrol operasional. operational controls.
4. Pemantauan Risiko, dilakukan atas eksposur risiko, 4. Risk Monitoring, conducted on risk exposures, risk
toleransi risiko, hasil stress testing, serta progres tolerance, stress testing results, and mitigation
mitigasi pada risk register melalui pelaporan berkala. progress in the risk register through periodic reporting.
5. Sistem Informasi Manajemen Risiko dan Pengendalian 5. Risk Management and Internal Control Information
Internal, Tugu Insurance mengoperasikan aplikasi Systems, Tugu Insurance operates the web-based
berbasis web Tugu Enterprise Risk Management System Tugu Enterprise Risk Management System (T-ERMS) to
(T-ERMS) untuk mendukung proses identifikasi, analisis, support the integrated process of risk identification,
pemantauan, dan pelaporan risiko secara terintegrasi. analysis, monitoring, and reporting. This system
Sistem ini menghasilkan berbagai laporan, antara produces various reports, including risk profiles, risk-
lain profil risiko, tingkat kesehatan berbasis risiko, based soundness levels, Top Risk Register mitigation
pemantauan mitigasi Top Risk Register, penyediaan monitoring, minimum capital provision, Risk Appetite
modal minimum, pemantauan Risk Appetite dan KRI, and KRI monitoring, as well as databases of potential
serta basis data kerugian potensial dan aktual. and actual losses.
Penerapan manajemen risiko juga diperkuat oleh sistem The implementation of risk management is also reinforced
pengendalian internal yang menyeluruh, termasuk Internal by a comprehensive internal control system, including
Control over Financial Reporting (ICoFR) dan Risk Control Internal Control over Financial Reporting (ICoFR) and
Self Assessment (RCSA) pada proses pelaporan keuangan. Risk Control Self-Assessment (RCSA) in the financial
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Mekanisme ini mendukung upaya pencegahan dan reporting process. These mechanisms support timely and
pendeteksian risiko, termasuk potensi salah saji material, accountable prevention and detection of risks, including
secara lebih tepat waktu dan akuntabel. potential material misstatements.
Manajemen Keberlangsungan Usaha [GRI 3-3, GRI 2-23]
Business Continuity Management [GRI 3-3, GRI 2-23]
Tugu Insurance telah menetapkan Kebijakan Manajemen Tugu Insurance has set a Business Continuity Management
Keberlangsungan Usaha (Business Continuity Management/ (BCM) Policy as part of its internal control system to ensure
BCM) sebagai bagian dari sistem pengendalian internal operational continuity in the event of significant disruptions.
untuk menjaga keberlanjutan operasi ketika terjadi Such disruptions may include natural disasters, system
gangguan signifikan. Gangguan tersebut dapat berupa failures, abnormal conditions, or force majeure events.
bencana alam, kegagalan sistem, kondisi di luar normal, This policy governs preparedness mechanisms, emergency
maupun keadaan kahar (force majeure). Kebijakan ini responses, and the recovery of priority business processes,
mengatur mekanisme kesiapsiagaan, respons darurat, enabling the Company to return to business-as-usual
serta pemulihan proses bisnis prioritas, sehingga Perseroan conditions within an acceptable timeframe while minimizing
dapat kembali pada kondisi business as usual dalam waktu the impact on stakeholders.
yang dapat diterima dan meminimalkan dampak terhadap
pemangku kepentingan.
Secara khusus, penerapan BCM bertujuan untuk: Specifically, the implementation of BCM aims to:
1. Memastikan kegiatan usaha tetap berjalan secara 1. Ensuring business activities continue effectively during
efektif selama dan setelah gangguan terjadi; and after disruptions;
2. Melindungi keselamatan karyawan, pemangku 2. Protecting the safety of employees, stakeholders, the
kepentingan, reputasi, serta kelangsungan Company’s reputation, and business continuity;
bisnis Perseroan;
3. Mencegah gangguan menghambat pencapaian tujuan 3. Preventing disruptions from hindering the achievement
strategis perusahaan; of the Company’s strategic objectives;
4. Mengidentifikasi proses kritikal beserta sumber daya 4. Identifying critical processes along with the necessary
yang dibutuhkan (SDM, sistem, fasilitas, dan data), resources (human resources, systems, facilities, and data)
serta menyusun strategi pemulihan yang tepat; dan and developing appropriate recovery strategies; and
5. Mengelola pemulihan sumber daya secara bertahap 5. Managing the phased recovery of resources until
hingga operasional pulih sepenuhnya, serta full operational restoration, while raising employee
meningkatkan kesadaran karyawan terkait pentingnya awareness of the importance of business continuity.
keberlangsungan bisnis.
Sebagai bagian dari penguatan ketahanan operasional, As part of strengthening operational resilience, Tugu
Tugu Insurance secara konsisten menerapkan kerangka Insurance consistently implements a Business Continuity
Business Continuity Management (BCM) untuk memastikan Management (BCM) framework to ensure service continuity
kesinambungan layanan dalam berbagai kondisi gangguan. under various disruption conditions. On 11 November
Pada 11 November 2025, Perseroan melakukan simulasi 2025, the Company conducted a cybersecurity incident
insiden keamanan siber dengan skenario insiden: brute simulation with the incident scenario: brute force against
force terhadap Database. Dalam kerangka BCM tersebut, the Database. Within the BCM framework, the Company
Perseroan menetapkan sejumlah proses bisnis kritikal designated a number of critical business processes as
sebagai prioritas pemulihan, antara lain proses pembayaran recovery priorities, including the claim payment process,
klaim, pelayanan nasabah melalui Contact Center dan customer service through the Contact Center and t rex,
t rex, ketersediaan infrastruktur server, jaringan dan availability of server infrastructure, network and power
pasokan listrik, keberfungsian aplikasi internal, serta supply, functionality of internal applications, and acceptance
proses akseptasi dan pembaruan bisnis. Pendekatan ini and business renewal processes. This approach ensures
memastikan bahwa layanan utama kepada nasabah dan that core services to customers and business partners
mitra usaha tetap terjaga secara andal dan berkelanjutan remain reliably and continuously maintained in the event of
apabila terjadi gangguan operasional. operational disruptions.
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82 Sustainability Governance
Kebijakan Anti Korupsi dan Gratifikasi [GRI 2-23, GRI 2-24]
Anti-Corruption and Gratification Policy [GRI 2-23, GRI 2-24]
Sebagai bagian dari komitmen terhadap etika bisnis dan As part of its commitment to business ethics and
kepatuhan, Tugu Insurance menerapkan kebijakan anti compliance, Tugu Insurance implements an anti-corruption
korupsi dan gratifikasi yang berlaku bagi seluruh Insan and gratification policy that applies to all Tugu Personnel
Tugu dan pihak terkait. Gratifikasi didefinisikan secara and related parties. Gratification is broadly defined
luas sebagai setiap pemberian atau penerimaan hadiah, as any giving or receiving of gifts, souvenirs, facilities,
cinderamata, fasilitas, hiburan, atau bentuk manfaat entertainment, or other benefits, whether domestically or
lainnya, baik di dalam maupun di luar negeri, dengan atau abroad, with or without electronic means, which may create
tanpa sarana elektronik, yang dapat menimbulkan benturan a conflict of interest and potentially constitute bribery or
kepentingan dan berpotensi menjadi tindak pidana suap corruption offenses.
atau korupsi.
Pedoman Pengendalian Gratifikasi
Gratification Control Guidelines
Tugu Insurance secara konsisten memperkuat penerapan Tugu Insurance consistently strengthens the implementation
prinsip integritas dan tata kelola yang baik melalui of integrity and good governance principles by developing
pengembangan budaya anti-korupsi, pencegahan an anti-corruption culture, preventing bribery, and controlling
penyuapan, serta pengendalian gratifikasi di seluruh gratification across all Company operations. These efforts
aktivitas operasional perusahaan. Upaya ini menjadi bagian are an integral part of the implementation of good corporate
integral dari implementasi tata kelola perusahaan yang governance and ISO 37001:2016 Anti-Bribery Management
baik serta penerapan Sistem Manajemen Anti Penyuapan System (SMAP), which encourages systematic and
(SMAP) ISO 37001:2016, yang mendorong pengelolaan measurable corruption risk management.
risiko korupsi secara sistematis dan terukur.
Dalam rangka mengelola risiko gratifikasi secara efektif, To effectively manage gratification risk, the Company has a
Perseroan memiliki Pedoman Pengendalian Gratifikasi yang Gratuity Control Guideline, which is periodically revitalized
direvitalisasi secara berkala melalui berbagai kebijakan through various internal policies. These policies are
internal. Kebijakan tersebut antara lain dituangkan dalam outlined in, among others, Board of Directors’ Decision
SK Direksi No. 018/SKD/TPI/VII/2014, Pedoman No. Letter (SKD) No. 018/SKD/TPI/VII/2014, Guideline No.
A-008/9100/2017 Revisi ke-1, SKD No. 011/SKD/CSG/ A-008/9100/2017 Revision 1, SKD No. 011/SKD/CSG/
TPI/II/2018, SKD No. 65/SKD/06/ERL-ATPI/VIII/2021 TPI/II/2018, SKD No. 65/SKD/06/ERL-ATPI/VIII/2021,
beserta Pedoman No. A-001/6500/2021 Revisi ke-2, serta and Guideline No. A-001/6500/2021, Revision 2, and
Pedoman Pengendalian Gratifikasi No. A-006/6440/2024 Gratification Control Guidelines No. A-006/6440/2024,
Revisi ke-3 tertanggal 3 Juli 2024. Revision 3, dated 3 July 2024.
Pedoman tersebut menjadi acuan bagi seluruh karyawan These guidelines serve as references for all employees
dalam menolak, melaporkan, serta mengelola gratifikasi in rejecting, reporting, and appropriately managing
secara tepat, sekaligus memperkuat penerapan prinsip gratuities, while strengthening the implementation of zero-
zero tolerance terhadap korupsi. Implementasi kebijakan tolerance principle against corruption. Implementation
ini juga mendukung praktik usaha yang transparan dan of this policy also supports transparent and accountable
akuntabel, sejalan dengan nilai AKHLAK serta prinsip business practices, in line with AKHLAK values and Good
Good Corporate Governance (GCG) yang menjadi landasan Corporate Governance (GCG) principles that underpin the
operasional Perseroan. Company’s operations.
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Sebagai bagian dari penguatan pemahaman dan budaya As part of strengthening the Company’s understanding
integritas, pada tahun 2025 Perseroan menyelenggarakan and culture of integrity, in 2025, the Company held an
sosialisasi anti gratifikasi dengan tema “Peningkatan anti-gratuity outreach event with the theme “Improving
Pemahaman & Pelaporan Gratifikasi” pada 2 Oktober Understanding & Reporting of Gratuities” on 2 October
2025. Kegiatan ini menghadirkan narasumber dari Komisi 2025. This event featured a speaker from the Corruption
Pemberantasan Korupsi (KPK), yaitu Ketua Tim Program Eradication Commission (KPK), Head of KPK’s Gratuity
Pengendalian Gratifikasi KPK. Sosialisasi tersebut diikuti Control Program Team. The event was attended by
oleh manajemen, karyawan, serta pihak ketiga atau vendor management, employees, and third parties or vendors
yang menjadi mitra kerja Perseroan, sehingga memperkuat who are partners of the Company, and thus, strengthening
kesadaran integritas tidak hanya di lingkungan internal, integrity awareness not only internally but also in working
tetapi juga dalam hubungan kerja dengan mitra bisnis. relationships with business partners.
Kegiatan dilaksanakan secara hybrid, dengan 45 peserta The event was organized in a hybrid format, with 45
hadir secara luring dan 281 peserta mengikuti secara participants attending in-person and 281 participants
daring, sehingga total partisipasi mencapai 326 peserta. participating online, totaling 326 participants. To ensure
Untuk memastikan efektivitas pembelajaran, peserta learning effectiveness, participants took a comprehension
mengikuti tes pemahaman setelah kegiatan berlangsung. test post-event. The evaluation results showed an average
Hasil evaluasi menunjukkan persentase pemahaman rata- comprehension percentage of 93%, reflecting a high level of
rata sebesar 93%, yang mencerminkan tingkat penyelesaian training completion and an increased understanding of the
pelatihan yang tinggi serta peningkatan pemahaman obligation to report gratuities.
terhadap kewajiban pelaporan gratifikasi.
Perseroan juga menjalankan mekanisme pelaporan The Company also implements a gratuity reporting
gratifikasi melalui Unit Pengendalian Gratifikasi (UPG) yang mechanism through the Gratuity Control Unit (UPG), which
terintegrasi dengan sistem pelaporan nasional yang dikelola is integrated with the national reporting system managed by
oleh KPK. Sepanjang tahun 2025, Perseroan menerima 6 the Corruption Eradication Commission (KPK). Throughout
laporan gratifikasi, yang terdiri dari gratifikasi berbentuk 2025, the Company received 6 gratuity reports, consisting
makanan dan uang tunai. Seluruh laporan tersebut telah of gratuities in the form of food and cash. All reports
disampaikan kepada KPK melalui aplikasi GOL KPK dan were submitted to KPK through KPK’s GOL application
diproses sesuai dengan mekanisme penetapan status and processed in accordance with KPK’s gratuity status
gratifikasi oleh KPK. Proses ini memastikan bahwa setiap determination mechanism. This process ensures that each
laporan ditangani secara transparan, akuntabel, serta report is handled transparently, accountably, and in line with
sesuai dengan ketentuan yang berlaku. applicable regulations.
Untuk memperkuat pencegahan risiko korupsi secara To strengthen corruption risk prevention more
lebih sistematis, Perseroan juga melaksanakan fraud risk systematically, the Company also conducted a fraud
assessment dalam lingkup implementasi ISO 37001:2016. risk assessment within the scope of ISO 37001:2016
Dalam proses ini, Perseroan melakukan identifikasi implementation. In this process, the Company identified and
dan pemantauan risiko fraud di seluruh fungsi melalui monitored fraud risks across all functions by developing an
penyusunan Risk Register On-Going Business, yang menjadi On-Going Business Risk Register, which serves as the basis
dasar dalam pelaksanaan program pencegahan fraud di for implementing fraud prevention programs across the
berbagai proses bisnis Perseroan. Company’s various business processes.
Melalui kombinasi antara penguatan kebijakan, peningkatan Through a combination of policy strengthening, employee
kapasitas karyawan, mekanisme pelaporan yang capacity building, transparent reporting mechanism, and
transparan, serta pengelolaan risiko secara sistematis, systematic risk management, the Company strives to
Perseroan berupaya memastikan bahwa seluruh aktivitas ensure that all business activities are conducted with
usaha dijalankan secara berintegritas, bertanggung integrity, responsibility, and in line with the principles of
jawab, dan selaras dengan prinsip tata kelola perusahaan good corporate governance.
yang baik.
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Strategi Anti-Fraud dan Whistleblowing System (WBS) [GRI 2-26]
Anti-Fraud Strategy and Whistleblowing System (WBS) [GRI 2-26]
Dalam rangka memperkuat penerapan Tata Kelola In order to strengthen the implementation of Good
Perusahaan yang Baik (Good Corporate Governance), Corporate Governance (GCG), Tugu Insurance implements
Tugu Insurance mengimplementasikan strategi anti-fraud an anti-fraud strategy supported by a Whistleblowing
yang didukung oleh Whistleblowing System (WBS) sebagai System (WBS) as a channel for reporting suspected
sarana pengaduan adanya dugaan pelanggaran. Strategi violations. This strategy is developed in accordance with
ini disusun mengacu pada POJK No. 12 tahun 2024 terkait POJK No. 12 of 2024 concerning Anti-Fraud Strategies for
Strategi Anti-Fraud bagi Lembaga Jasa Keuangan (LJK). Financial Service Institutions (LJK).
Pilar Strategi Anti-Fraud
Pillars of the Anti-Fraud Strategy
Strategi anti-fraud Tugu Insurance mencakup empat pilar Tugu Insurance’s anti-fraud strategy consists of four
utama, yaitu: main pillars:
Investigasi, pelaporan, Pemantauan, evaluasi,
Pencegahan Deteksi dan sanksi dan tindak lanjut
Prevention Detection Investigation, reporting, Monitoring, evaluation,
1 2 3 4
and sanctions and follow-up
Kanal Whistleblowing System (WBS)
Whistleblowing System (WBS) Channel
Sebagai bagian dari aspek deteksi, Perseroan menyediakan As part of the detection pillar, the Company provides a
kanal pelaporan bagi seluruh pemangku kepentingan untuk reporting channel for all stakeholders to submit complaints
menyampaikan pengaduan atas dugaan pelanggaran yang regarding suspected violations occurring within Tugu
terjadi di lingkungan Tugu Insurance. Jenis pelanggaran Insurance. The types of violations that can be reported
yang dapat dilaporkan mencakup pelanggaran kode etik, include breaches of the code of ethics, corporate
tata kelola perusahaan, serta dugaan tindakan kecurangan governance, and suspected fraudulent actions.
(fraud).
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Kanal Pelaporan WBS Internal Tugu Insurance
Tugu Insurance’s Internal WBS Reporting Channels
Perseroan menyediakan dua kanal pelaporan utama, yaitu: The Company provides two main reporting channels, namely:
CLEAN 1 CLEAN 2
Digunakan apabila terlapor adalah pekerja Perseroan, selain Direksi dan Digunakan apabila terlapor adalah Direksi, Dewan Komisaris, dan organ
Dewan Komisaris. pendukung Dewan Komisaris.
Email : clean1@tugu.com Email : clean2@tugu.com
Surat : Kepada Direksi Surat : Kepada Dewan Komisaris
PT Asuransi Tugu Pratama Indonesia Tbk PT Asuransi Tugu Pratama Indonesia Tbk
U.p. Tim Penanganan Pelaporan Pelanggaran U.p. Tim Penanganan Pelaporan Pelanggaran
Website pelaporan : https://tugu.com/aduan-laporan?type=1&lang=id Website pelaporan : https://tugu.com/aduan-laporan?type=2&lang=id
Used when the reported party is a Company employee, excluding the Used when the reported party is a member of the Board of Directors, Board
Board of Directors and Board of Commissioners. of Commissioners, or supporting organs of the Board of Commissioners.
Email : clean1@tugu.com Email : clean2@tugu.com
Mail : To the Board of Directors of Mail : To the Board of Commissioners of
PT Asuransi Tugu Pratama Indonesia Tbk PT Asuransi Tugu Pratama Indonesia Tbk
Attn: Whistleblowing Handling Team Attn: Whistleblowing Handling Team
Reporting Website : https://tugu.com/aduan-laporan?type=1&lang=id Reporting Website : https://tugu.com/aduan-laporan?type=2&lang=id
Pelaporan Tim penanganan Apabila hasil penelaahan Direksi/
melalui email Pelaporan menunjukan adanya Dewan Komisaris
clean1@tugu. Pelanggaran indikasi pelanggaran, menindaklanjuti
com dan clean2@ menelaah laporan pelaporan disampaikan pelaporan pelanggaran
tugu.com atau yang masuk. ke Direksi/Dewan yang memerlukan
surat ke Direksi/ The Whistleblowing Komisaris. pendalaman lebih
Dewan Komisaris. handling team reviews If the review results in an lanjut melalui Komite
Reporting via email the incoming reports. indication of violation, the Audit untuk dilakukan
through clean1@tugu. report is submitted to the audit khusus/
com and clean2@ Board of Directors/ Board investigasi.
tugu.com, or letter of Commissioners. Follow-up on violations
addressed to the Board reporting that required
of Directors/Board deeper investigation by
of Commissioners. the Board of Directors/
Board of Commissioners
through special audits/
investigations carried out
by the Audit Committee.
1 2 3 4
Diteruskan ke
Penyelesaian
Pengaduan Masuk Diterima oleh PIC User Terkait
Pengaduan
Complaint Sent Received by PIC Forwarded to Related
Complaint Sent
User
Kanal WBS Pertamina
Pertamina WBS Channel
Selain kanal internal Perseroan, pelaporan juga dapat In addition to the Company’s internal channels, reports can
disampaikan melalui kanal WBS Pertamina sebagai berikut: also be submitted through the Pertamina WBS channel
as follows:
Website : https://pertaminaclean.tipoffs.info Website : https://pertaminaclean.tipoffs.info
Email : pertaminaclean@tipoffs.com.sg Email : pertaminaclean@tipoffs.com.sg
WhatsApp : 0811 10 679 111 WhatsApp : 0811 10 679 111
Call Center : +62-21 235 07051 Call Center : +62-21 235 07051
Surat : Tip-offs Anonymous – Pertamina Clean Mail : Tip-offs Anonymous – Pertamina Clean,
P.O. Box 2600 JKP 10026 P.O. Box 2600, JKP 10026
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Ruang Lingkup Pelaporan
Scope of Reporting
Laporan yang dapat ditindaklanjuti melalui WBS Reports that can be acted upon through the WBS
meliputi dugaan: include suspected:
1. Korupsi; 1. Corruption;
2. Suap; 2. Bribery;
3. Gratifikasi; 3. Gratification;
4. Benturan kepentingan; 4. Conflicts of interest;
5. Pencurian; 5. Theft;
6. Kecurangan (fraud); 6. Fraud;
7. Pelanggaran peraturan dan kebijakan Perusahaan 7. Violations of Company regulations and policies,
termasuk pelanggaran kode etik dan pelanggaran atas including breaches of the code of ethics and Good
prinsip-prinsip GCG; serta Corporate Governance (GCG) principles; and
8. Perbuatan yang membahayakan keamanan Perusahaan 8. Acts that endanger the Company’s security or cause
dan merugikan Perusahaan. losses to the Company.
Mekanisme Penanganan Laporan
Mechanism for Handling Report
Setiap laporan yang diterima melalui saluran WBS akan Each report received through the WBS channel will first be
ditelaah terlebih dahulu Fungsi Internal Audit apakah reviewed by the Internal Audit function to determine whether
memenuhi unsur yaitu pihak yang melakukan pelanggaran it meets the elements, namely: the party committing
(who), jenis pelanggaran yang diadukan dan jumlah kerugian the violation (who), the type of violation reported and
(apabila dapat ditentukan) (what), waktu pelanggaran the amount of loss (if determinable) (what), the time of
berupa hari dan pada tanggal pada saat pelanggaran terjadi the violation in terms of day and date when the violation
(when), lokasi atau tempat terjadinya pelanggaran (where) occurred (when), the location or place of the violation
disertai dokumen pendukung yang memadai. (where), accompanied by adequate supporting documents.
Apabila unsur-unsur tersebut terpenuhi maka akan If these elements are met, the report will be further
dilakukan penelaahan berdasarkan bukti-bukti yang ada. reviewed based on the available evidence. The Internal
Fungsi Internal Audit akan melakukan koordinasi dengan Audit function will coordinate with Internal Audit of PT
Internal Audit PT Pertamina (Persero) apabila hasil Pertamina (Persero) if the review results indicate that an
penelaahan tersebut dapat ditindaklanjuti ke pelaksanaan investigative audit should be conducted.
audit investigatif.
Perseroan juga memastikan bahwa identitas pelapor The Company also ensures that the reporter’s
dijaga kerahasiaannya, dan pelaporan dapat dilakukan identity is kept confidential, and reports can be
secara anonim. submitted anonymously.
Penguatan Awareness Anti-Fraud
Strengthening Anti-Fraud Awareness
Untuk meningkatkan pemahaman dan budaya pencegahan In order to enhance understanding and foster a fraud-
fraud, Perseroan melaksanakan sosialisasi Fraud Awareness prevention culture, the Company conducts Fraud Awareness
melalui program sosialisasi Anti-Fraud kepada seluruh dissemination through Anti-Fraud dissemination programs
pekerja di lingkungan Tugu Group. for all employees within the Tugu Group.
Nilai Tambah WBS bagi Perusahaan [GRI 2-26]
Added Value of WBS for the Company [GRI 2-26]
Selain sebagai sarana pelaporan dugaan pelanggaran, WBS In addition to serving as a channel for reporting suspected
juga menjadi kanal masukan yang membantu manajemen violations, the WBS also functions as a feedback channel
dalam melakukan perbaikan internal dan memperkuat tata that helps management improve internal processes and
kelola perusahaan secara berkelanjutan. strengthen sustainable corporate governance.
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Kepatuhan terhadap Hukum dan Peraturan [GRI 2-23, 2-24, 2-25, 2-26, 2-27]
Compliance with Laws and Regulations [GRI 2-23, 2-24, 2-25, 2-26, 2-27]
Tugu Insurance berkomitmen menjalankan bisnis Tugu Insurance is committed to conducting its insurance
perasuransian secara bertanggung jawab dengan business responsibly by ensuring compliance with all
memastikan kepatuhan terhadap seluruh ketentuan hukum applicable laws and regulations. This compliance serves as
dan peraturan yang berlaku. Kepatuhan ini menjadi fondasi the foundation for maintaining stakeholder trust, supporting
dalam menjaga kepercayaan pemangku kepentingan, performance achievement, and meeting the expectations
mendukung pencapaian kinerja, serta memenuhi ekspektasi of shareholders and regulators. During 2025, the Company
pemegang saham dan regulator. Selama tahun 2025, recorded no material non-compliance cases with laws and
Perseroan tidak mencatat adanya kasus ketidakpatuhan regulations, including those related to social, environmental,
material terhadap hukum dan peraturan, termasuk yang or governance aspects.
terkait aspek sosial, lingkungan, maupun tata kelola.
Untuk memastikan implementasi berjalan konsisten, To ensure consistent implementation, the Company
Perseroan memberlakukan berbagai kebijakan yang enforces various policies governing ethical and responsible
mengatur perilaku bisnis yang etis dan bertanggung business conduct, including business ethics, anti-corruption
jawab, antara lain kebijakan etika bisnis, anti-korupsi dan and gratification, respect for human rights, Occupational
gratifikasi, penghormatan terhadap hak asasi manusia, Health and Safety (OHS), environmental management, and
Keselamatan dan Kesehatan Kerja (K3), pengelolaan procurement of goods and services. These policies apply
lingkungan, serta pengadaan barang dan jasa. Kebijakan to all Tugu Insurance personnel, including the Board of
tersebut berlaku bagi seluruh Insan Tugu Insurance, Commissioners, Board of Directors, governance support
termasuk Dewan Komisaris, Direksi, organ pendukung tata organs, and employees across all organizational levels,
kelola, serta karyawan di seluruh lini organisasi, dengan with implementation responsibilities assigned according to
penanggung jawab pelaksanaan yang ditetapkan sesuai authority at each level.
kewenangan pada masing-masing level.
Komitmen kepatuhan dijalankan melalui integrasi kebijakan Compliance commitment is carried out through
ke dalam strategi, standar, dan prosedur operasional, the integration of policies into strategy, standards,
yang diperkuat melalui sosialisasi, komunikasi internal, and operational procedures, reinforced by internal
serta program pelatihan bagi karyawan. Perseroan juga communication, dissemination, and employee training
melakukan pemantauan dan evaluasi secara berkala atas programs. The Company also conducts periodic monitoring
efektivitas penerapan kebijakan, termasuk menilai potensi and evaluation of policy effectiveness, including assessing
dampak positif maupun negatif yang dapat timbul, sebagai potential positive and negative impacts as a basis for
dasar perbaikan berkelanjutan. continuous improvement.
Selain itu, Perseroan menyediakan kanal pengaduan dan Furthermore, the Company provides complaint and feedback
masukan bagi pemangku kepentingan, termasuk kotak channels for stakeholders, including suggestion boxes
saran dan mekanisme pelaporan pelanggaran melalui and a reporting mechanism through the Whistleblowing
Whistleblowing System (WBS). Kanal ini memungkinkan System (WBS). These channels enable stakeholders to
pemangku kepentingan menyampaikan dugaan pelanggaran report suspected legal violations, non-compliance with
hukum, ketidaksesuaian terhadap kebijakan internal, internal policies, or improvement suggestions, which are
maupun saran perbaikan, yang selanjutnya ditindaklanjuti then followed up according to established procedures to
sesuai prosedur yang berlaku untuk mendukung penguatan strengthen compliance and enhance the quality of the
kepatuhan dan kualitas pengelolaan usaha Perseroan. Company’s business management.
Perseroan meyakini bahwa hubungan yang harmonis The Company believes that harmonious and reciprocal
dan timbal balik dapat terjaga, sekaligus mendukung relationships can be maintained, while also supporting
pengambilan keputusan yang lebih responsif terhadap more responsive decision-making on sustainability
isu keberlanjutan. Berdasarkan hasil analisis, pemangku issues. Based on the analysis results, the Company’s
kepentingan utama Perseroan dikelompokkan ke dalam key stakeholders are grouped into five categories:
lima kategori, yaitu: (1) Pelanggan; (2) Pemegang Saham; (1) Customers; (2) Shareholders; (3) Employees; (4)
(3) Pekerja; (4) Pemerintah dan Regulator; serta (5) Government and Regulators; and (5) Communities and
Masyarakat dan Lingkungan. the Environment.
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Hubungan dengan Pemangku Kepentingan [OJK E.4] [GRI 2-29]
Stakeholder Engagement [OJK E.4] [GRI 2-29]
Tugu Insurance secara berkala melakukan identifikasi dan Tugu Insurance periodically identifies and maps its
pemetaan pemangku kepentingan sebagai bagian dari stakeholders as part of the implementation of inclusive
penerapan tata kelola keberlanjutan yang inklusif. Proses ini sustainability governance. This process helps the Company
membantu Perseroan memahami tingkat ketergantungan, understand stakeholders’ levels of dependence, influence,
pengaruh, serta ekspektasi pemangku kepentingan and expectations regarding business performance and
terhadap kinerja dan strategi bisnis, sehingga Perseroan strategy, enabling the Company to determine appropriate
dapat menetapkan pendekatan komunikasi dan keterlibatan communication and engagement approaches tailored to
yang tepat sesuai kebutuhan dan topik yang relevan. relevant needs and topics.
Keterlibatan Pemangku Kepentingan & Keterkaitan dengan Topik Material
Stakeholder Engagement & Its Relation to Material Topics
Korelasi
Metode Pelibatan/
Frekuensi Topik
Pemangku Basis Penetapan Komunikasi
Pertemuan Topik Utama Material
Kepentingan Basis of Involvement/
Meeting Main Topics Correlation
Stakeholder Determination Communication
Frequency of Material
Method
Topics
Pelanggan Ketergantungan; Website & Sesuai • Kemudahan akses informasi & (7), (8), (9),
Customers Pengaruh Customer Service kebutuhan jaringan layanan; (1)
Dependency; Survei Kepuasan 1 kali/tahun • Kejelasan informasi produk dan
Influence Pelanggan (survei) perlindungan konsumen;
Website & As needed • Ketersediaan fitur & platform
Customer Service Once per aplikasi/layanan digital;
Customer year (survey) • Kecepatan dan kemudahan
Satisfaction Survey pembelian asuransi;
• Kecepatan dan kemudahan proses
klaim serta penanganan keluhan; dan
• Fasilitas layanan penunjang.
• Ease of access to information &
service network;
• Clarity of product information and
consumer protection;
• Availability of features & digital
service/application platforms;
• Speed and ease of purchasing
insurance;
• Speed and ease of claims processing
and complaint handling; and
• Supporting service facilities.
Pemegang Perwakilan; Pelaporan Kinerja; Sesuai • Kinerja perusahaan dan ketahanan (1)
Saham Pengaruh RUPS ketentuan bisnis jangka panjang;
Shareholders Representative; Performance regulator • Keterbukaan informasi dan
Influence Reporting; GMS dan sesuai akuntabilitas kinerja; dan
kebutuhan • Pengelolaan risiko dan strategi
In pertumbuhan berkelanjutan.
accordance • Company performance and long-term
with business resilience;
regulatory • Transparency of information and
requirements accountability of performance; and
and as • Risk management and sustainable
needed growth strategy.
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Korelasi
Metode Pelibatan/
Frekuensi Topik
Pemangku Basis Penetapan Komunikasi
Pertemuan Topik Utama Material
Kepentingan Basis of Involvement/
Meeting Main Topics Correlation
Stakeholder Determination Communication
Frequency of Material
Method
Topics
Pekerja Ketergantungan; Media Internal; Sesuai • Keselamatan dan Kesehatan Kerja (5), (4), (1)
Employee Pengaruh Kotak Aspirasi kebutuhan (K3) serta perlindungan pekerja;
Dependency; Pekerja; Internal As needed • Pengembangan kompetensi dan
Influence Media peningkatan kapabilitas SDM;
Internal Media; • Keterlibatan pekerja, budaya kerja,
Employee serta penerapan nilai AKHLAK; dan
Suggestion Box; • Kesetaraan kesempatan,
Internal Media kesejahteraan, dan produktivitas
kerja.
• Occupational Health and Safety
(OHS) and employee protection;
• Competency development and
enhancement of human capital
capabilities;
• Employee engagement, work culture,
and implementation of AKHLAK
values; and
• Equal opportunities, welfare, and
work productivity.
Pemerintah & Perwakilan; Pelaporan Kinerja; Sesuai • Kepatuhan terhadap regulasi dan (1)
Regulator Pengaruh Kepatuhan kebutuhan ketentuan perundang-undangan; (governance
Government & Representative; terhadap Peraturan As needed • Implementasi tata kelola & compliance
Regulator Influence Perundangan perusahaan yang baik dan sebagai
Performance manajemen risiko; dan penguat
Reporting; • Pelaporan kinerja dan transparansi kinerja
Compliance informasi sesuai ketentuan. perusahaan)
with Laws and • Compliance with provisions and laws (1)
Regulations and regulations; (governance
• Implementation of good corporate & compliance
governance and risk management; as a driver
and of company
• Performance reporting and performance)
information transparency in
accordance with regulations.
Masyarakat & Ketergantungan; Program Bakti Tugu Sesuai • Bantuan kesehatan dan penguatan (2), (3), (6),
Lingkungan Pengaruh Bakti Tugu Program kebutuhan keselamatan masyarakat; (5)
Community & Dependency; As needed • Pelestarian alam dan dukungan
Environment Influence keanekaragaman hayati;
• Bantuan sosial dan pemberdayaan
kelompok rentan/komunitas lokal;
dan
• Peningkatan literasi, edukasi, serta
kapasitas ekonomi Masyarakat.
• Health assistance and strengthening
public safety;
• Environmental conservation and
support for biodiversity;
• Social assistance and empowerment
of vulnerable groups/local
communities; and
• Enhancement of literacy, education,
and community economic capacity.
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Permasalahan dan Pengaruhnya terhadap Penerapan
Keuangan Berkelanjutan [OJK E.5]
Issues and Their Effects on Sustainable Finance Implementation [OJK E.5]
Sebagai bagian dari komitmen terhadap penerapan As part of its commitment to implementing sustainable
keuangan berkelanjutan, Tugu Insurance terus finance, Tugu Insurance continues to develop ESG practices
mengembangkan praktik ESG dan memperluas kontribusi and expand its contribution to achieving the SDGs. In
pada pencapaian TPB/SDGs. Dalam perjalanannya, this journey, the Company recognizes that implementing
Perseroan menyadari bahwa penerapan keuangan sustainable finance requires a gradual transition process,
berkelanjutan membutuhkan proses transisi yang bertahap, as it involves changes in mindset, strengthening internal
karena melibatkan perubahan pola pikir, penguatan capacity, and enhancing market understanding.
kapasitas internal, serta peningkatan pemahaman pasar.
Untuk itu, Perseroan melakukan identifikasi internal Therefore, the Company conducts internal identification
atas tantangan yang dapat memengaruhi efektivitas of challenges that may affect the effectiveness of
implementasi program, termasuk pelaksanaan RAKB, program implementation, including the execution of the
penguatan portofolio KKUB, dan perluasan literasi RAKB, strengthening the KKUB portfolio, and expanding
keberlanjutan. Upaya penguatan dilakukan secara konsisten sustainability literacy. These strengthening efforts are
agar keuangan berkelanjutan semakin terintegrasi dalam carried out consistently to ensure that sustainable finance
operasional dan pengambilan keputusan Perseroan. becomes increasingly integrated into the Company’s
operations and decision-making processes.
Tantangan utama: Main challenges:
1. Internalisasi ESG yang masih terus diperkuat di seluruh 1. ESG internalization, which continues to be strengthened
fungsi kerja; across all work functions;
2. Kesiapan SDM dan data untuk mendukung 2. Readiness of HR and data to support implementation,
pelaksanaan, monitoring, dan pelaporan; dan monitoring, and reporting; and
3. Edukasi publik yang masih perlu diperluas seiring 3. Public education, which still needs to be expanded in
tingkat literasi asuransi nasional. line with the national level of insurance literacy.
Dampak yang berpotensi muncul: Potential Impacts:
1. Implementasi RAKB berjalan lebih bertahap, terutama 1. The implementation of the RAKB may proceed more
terkait pengembangan produk dan edukasi; gradually, particularly in relation to product development
and education;
2. Perlunya penguatan konsistensi penerapan kebijakan di 2. The need to strengthen consistency in policy
level operasional; dan implementation at the operational level; and
3. Penetrasi program literasi dan inklusi keuangan 3. The penetration of sustainable finance literacy
berkelanjutan memerlukan strategi komunikasi yang and inclusion programs requires a broader
lebih luas. communication strategy.
Langkah mitigasi yang dilakukan Perseroan: Mitigation measures undertaken by the Company:
1. Internal capacity building: sosialisasi rutin, pelatihan, 1. Internal capacity building: regular dissemination
dan integrasi materi keberlanjutan; program, training, and integration of
sustainability materials;
2. External engagement: partisipasi pelatihan ESG/GRI/ 2. External engagement: participation in ESG/GRI/POJK
POJK dan forum industri; dan training and industry forums; and
3. Market education: penguatan Bakti Tugu, literasi 3. Market education: strengthening the Bakti
asuransi, dan kanal layanan digital. Tugu program, insurance literacy, and digital
service channels.
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Menjaga Etika dan Integritas [ESG G-7]
Maintaining Ethics and Integrity [ESG G-7]
Sebagai bagian dari komitmen terhadap tata kelola yang As part of its commitment to good governance, all Tugu
baik, seluruh Insan Tugu wajib mematuhi standar etika Personnel are required to comply with the ethical and
dan integritas yang ditetapkan Perseroan. Pedoman etika integrity standards set by the Company. These ethical
tersebut dituangkan dalam Pedoman Etika Usaha dan guidelines are outlined in the Business Ethics and Code
Tata Perilaku (Code of Conduct/CoC) yang pertama kali of Conduct (CoC), which was first established through
ditetapkan melalui SK Direksi No. 03/SKD/CSG-TPI/I/2009 Board of Directors’ Decision letter (SK) No. 03/SKD/CSG-
tanggal 15 Januari 2009, kemudian dimutakhirkan TPI/I/2009 dated 15 January 2009, then updated through
melalui Pedoman No. A-003/9100/2017 Revisi ke-1 yang Guideline No. A-003/9100/2017 Revision 1 enforced by
diberlakukan dengan SKD No. 007/SKD/CSG/TPI/II/2018, SKD No. 007/SKD/CSG/TPI/II/2018, and latest updated
dan terakhir melalui Pedoman No. A-003/6500/2021 through Guideline No. A-003/6500/2021 Revision 2
Revisi ke-2 yang diberlakukan dengan SKD No. 67/ enforced by SKD No. 67/SKD/06/ERL-ATPI/IX/2021.
SKD/06/ERL-ATPI/IX/2021.
Pedoman tersebut menjadi rujukan bagi Insan Tugu dalam These guidelines serve as a reference for Tugu Personnel
menjalankan tugas dan tanggung jawab, termasuk dalam in carrying out the duties and responsibilities, including
berinteraksi dengan rekan kerja, nasabah, mitra usaha, interactions with colleagues, customers, business partners,
regulator, dan pemangku kepentingan lainnya. Untuk regulators, and other stakeholders. To ensure consistent
memastikan penerapannya berjalan konsisten, Perseroan implementation, all Tugu Personnel are required to sign
mewajibkan seluruh Insan Tugu menandatangani pernyataan a statement of compliance with the code of ethics, while
kepatuhan terhadap kode etik, sementara penjelasan lebih more detailed explanations regarding ethics and integrity
rinci mengenai implementasi etika dan integritas diungkap implementation are disclosed in the Annual Report.
dalam Laporan Tahunan.
Perseroan juga menegakkan kode etik melalui mekanisme The Company also enforces the code of conducts through
penegakan dan pemberian sanksi atas pelanggaran, mechanisms for enforcement and sanctioning of violations,
yang diperkuat dengan keberadaan Whistleblowing strengthened by the existence of the Whistleblowing System
System (WBS) sebagai sarana deteksi dini pelanggaran (WBS) as an early detection tool of violation within the
di internal perusahaan. Mekanisme ini mengatur tata company. This mechanism regulates the procedures for
cara pelaporan dugaan pelanggaran, perlindungan bagi reporting alleged violations, protection for whistleblowers,
pelapor, serta tindak lanjut atas laporan yang diterima, and follow-up on received reports, ensuring that governance
sehingga penerapan tata kelola dan integritas dapat terjaga and integrity practices are effectively maintained.
secara efektif.
Konflik Kepentingan [ESG G-9] [GRI 2-15, 2-16]
Conflict of Interest [ESG G-9] [GRI 2-15, 2-16]
Tugu Insurance menerapkan Pedoman Etika Usaha dan Tugu Insurance implements the Business Ethics and Code
Tata Perilaku (Code of Conduct/CoC) sebagai acuan bagi of Conduct (CoC) as a reference for all Tugu personnel,
seluruh Insan Tugu, termasuk Dewan Komisaris dan Direksi, including the Board of Commissioners and Directors, to
untuk menghindari potensi konflik kepentingan dalam avoid potential conflicts of interest in carrying out their
menjalankan tugas dan tanggung jawab. CoC pertama kali duties and responsibilities. The CoC was first established
ditetapkan melalui SK Direksi No. 03/SKD/CSG-TPI/I/2009 through Board of Directors’ Decision Letter No. 03/SKD/
tanggal 15 Januari 2009 dan terakhir dimutakhirkan CSG-TPI/I/2009 dated 15 January 2009 and was latest
melalui Pedoman No. A-003/6500/2021 Revisi ke 2 yang updated through Guideline No. A-003/6500/2021 Revision
diberlakukan dengan SKD No. 67/SKD/06/ERL-ATPI/ 2, enforced by SKD No. 67/SKD/06/ERL-ATPI/IX/2021.
IX/2021.
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Selain pengaturan dalam CoC, Perseroan juga memiliki In addition to the CoC, the Company also has a Conflict of
Pedoman Konflik Kepentingan (Conflict of Interest/COI) yang Interest (COI) Guideline established through SKD No. 010/
ditetapkan melalui SKD No. 010/SKD/CSG/TPI/II/2018 SKD/CSG/TPI/II/2018 and updated several times, with the
dan telah diperbarui beberapa kali, dengan pembaruan latest revision through Guideline on Prevention of Conflict of
terakhir melalui Pedoman Pencegahan Pelanggaran Konflik Interest Violations No. A-001/TCE0030000/2024 Revision
Kepentingan No. A-001/TCE0030000/2024 Revisi 0 0 dated 23 September 2024. This guideline clearly defines
tanggal 23 September 2024. Pedoman ini menetapkan the boundaries between personal interests and corporate
batas yang jelas antara kepentingan pribadi dan interests and prohibits situations that may lead to conflicts
kepentingan korporasi, serta melarang situasi yang dapat of interest, whether actual or potential.
menimbulkan konflik kepentingan, baik yang bersifat aktual
maupun yang berpotensi terjadi.
Sebagai bentuk transparansi, Perseroan mengungkapkan As a form of transparency, the Company discloses affiliated
hubungan afiliasi antara anggota Direksi, Dewan Komisaris, relationships among members of the Board of Directors,
dan pemegang saham pengendali dalam Laporan Tahunan Board of Commissioners, and controlling shareholders
sesuai ketentuan pengungkapan tata kelola. Dalam in the Annual Report in accordance with governance
rangka pencegahan dan pengelolaan konflik kepentingan, disclosure requirements. To prevent and manage conflicts
Perseroan juga memperkuat awareness melalui komunikasi of interest, the Company also strengthens awareness
internal, menyediakan ruang konsultasi, serta mendorong through internal communication, provides consultation
pemanfaatan mekanisme pelaporan apabila ditemukan channels, and encourages the use of reporting mechanisms
indikasi pelanggaran. Saluran yang tersedia mencakup when indications of violations are found. Available
Whistleblowing System (WBS), saluran keluhan pelanggan, channels include the Whistleblowing System (WBS),
forum koordinasi internal, serta kanal resmi lain seperti customer complaint channels, internal coordination forums,
email dan media komunikasi internal. and other official channels such as email and internal
communication media.
Kebijakan Ketenagakerjaan dan Perlindungan Hak Pekerja [S-08, S-09, S-10, S-11]
Employment Policy and Workers’ Rights Protection [S-08, S-09, S-10, S-11]
Dalam aspek sosial, Perseroan berkomitmen menciptakan In terms of social aspect, the Company is committed to
lingkungan kerja yang aman, inklusif, dan saling creating a safe, inclusive, and respectful work environment.
menghormati. Komitmen ini diwujudkan melalui penerapan This commitment is realized through applying Respectful
Respectful Workplace Policy (RWP) berdasarkan Surat Workplace Policy (RWP) based on the Board of Directors’
Keputusan Direksi No. 077/SKD/04/HCM-ATPI/VII/2025. Decision Letter No. 077/SKD/04/HCM-ATPI/VII/2025.
Kebijakan ini mengatur pencegahan pelecehan seksual, This policy regulates the prevention of sexual harassment
diskriminasi, serta perlindungan hak asasi manusia di and discrimination, as well as the protection of human
lingkungan kerja, dan diperkuat melalui program internal rights in the workplace, and is reinforced through internal
AKHLAK Series untuk membangun budaya kerja yang AKHLAK Series program, aiming to build a harmonious work
harmonis. Informasi lebih lengkap terdapat pada AKHLAK culture. More complete information can be found in AKHLAK
Series: Terapkan Respectful Workplace untuk Membangun Series: Implementing a Respectful Workplace to Build a
Lingkungan Kerja yang Harmonis. Harmonious Work Environment.
Selain itu, Perseroan secara tegas melarang praktik Furthermore, the Company strictly prohibits child labor
pekerja anak dan pekerja paksa, sebagaimana diatur and forced labor, as stipulated in the Talent Acquisition
dalam Pedoman Strategi Talent Acquisition No. A-003/ Strategy Guidelines No. A-003/TCD0020000/2025 Rev.
TCD0020000/2025 Rev ke-2 Pedoman Pengelolaan 2 and the Talent Management and Succession Planning
Talent dan Rencana Suksesi No. A-002/3500/2023. Dari Guidelines No. A-002/3500/2023. In terms of occupational
sisi keselamatan dan kesehatan kerja, Tugu Insurance health and safety, Tugu Insurance applies a comprehensive
menerapkan kebijakan Health, Safety, Security, and Health, Safety, Security, and Environment (HSSE) policy
Environment (HSSE) secara menyeluruh bagi karyawan, for employees, management, and partners. This policy
manajemen, dan mitra kerja. Kebijakan ini menjadi fondasi serves as the foundation for creating a safe, healthy, and
dalam menciptakan lingkungan kerja yang aman, sehat, decent work environment, and supports the Company’s
dan layak, serta mendukung keberlangsungan operasional ongoing operations.
Perseroan secara berkelanjutan.
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Penguatan Tata Kelola Keselamatan, Budaya Kerja, dan
Ketahanan Operasional
Strengthening Safety Governance, Work Culture, and Operational Resilience
Kebijakan Ketenagakerjaan dan Perlindungan Hak Pekerja [S-08, S-09, S-10, S-11]
Employment Policy and Workers’ Rights Protection [S-08, S-09, S-10, S-11]
Dalam aspek sosial, Perseroan berkomitmen menciptakan In terms of social aspect, the Company is committed to
lingkungan kerja yang aman, inklusif, dan saling creating a safe, inclusive, and respectful work environment.
menghormati. Komitmen ini diwujudkan melalui penerapan This commitment is realized through applying Respectful
Respectful Workplace Policy (RWP) berdasarkan Surat Workplace Policy (RWP) based on the Board of Directors’
Keputusan Direksi No. 077/SKD/04/HCM-ATPI/VII/2025. Decision Letter No. 077/SKD/04/HCM-ATPI/VII/2025.
Kebijakan ini mengatur pencegahan pelecehan seksual, This policy regulates the prevention of sexual harassment
diskriminasi, serta perlindungan hak asasi manusia di and discrimination, as well as the protection of human
lingkungan kerja, dan diperkuat melalui program internal rights in the workplace, and is reinforced through internal
AKHLAK Series untuk membangun budaya kerja yang AKHLAK Series program, aiming to build a harmonious work
harmonis. Informasi lebih lengkap terdapat pada AKHLAK culture. More complete information can be found in AKHLAK
Series: Terapkan Respectful Workplace untuk Membangun Series: Implementing a Respectful Workplace to Build a
Lingkungan Kerja yang Harmonis. Harmonious Work Environment.
Selain itu, Perseroan secara tegas melarang praktik Furthermore, the Company strictly prohibits child labor and
pekerja anak dan pekerja paksa, sebagaimana diatur forced labor, as stipulated in the Talent Acquisition Strategy
dalam Pedoman Strategi Talent Acquisition No. A-003/ Guidelines No. A-003/TCD0020000/2025 Rev. 2 and the
TCD0020000/2025 Rev ke-2 Pedoman Pengelolaan Talent Management and Succession Planning Guidelines
Talent dan Rencana Suksesi No. A-002/3500/2023. Dari No. A-002/3500/2023. In terms of occupational health
sisi keselamatan dan kesehatan kerja, Tugu Insurance and safety, Tugu Insurance applies a comprehensive
menerapkan kebijakan Health, Safety, Security, and Health, Safety, Security, and Environment (HSSE) policy
Environment (HSSE) secara menyeluruh bagi karyawan, for employees, management, and partners. This policy
manajemen, dan mitra kerja. Kebijakan ini menjadi fondasi serves as the foundation for creating a safe, healthy, and
dalam menciptakan lingkungan kerja yang aman, sehat, decent work environment, and supports the Company’s
dan layak, serta mendukung keberlangsungan operasional ongoing operations.
Perseroan secara berkelanjutan.
Komitmen HSSE dan Manajemen Risiko Keselamatan Lingkungan
Commitment to HSSE and Environmental Safety Risk Management
Tugu Insurance menempatkan aspek Health, Safety, Tugu Insurance places Health, Safety, Security, &
Security, & Environment (HSSE) sebagai bagian integral Environment (HSSE) aspects as an integral part of the
dari tata kelola dan strategi keberlanjutan perusahaan. Company’s governance and sustainability strategy. Through
Melalui dokumen Kebijakan Health, Safety, Security, & the Health, Safety, Security, & Environment (HSSE) Policy
Environment (HSSE), manajemen menyatakan komitmen document, management formally commits to protecting
formal untuk melindungi karyawan, kontraktor, pengunjung, employees, contractors, visitors, Company assets, and the
aset perusahaan, serta lingkungan dari potensi risiko dan environment from potential risks and unwanted losses. This
kerugian yang tidak diinginkan. Kebijakan ini menegaskan policy emphasizes that safety and environmental protection
bahwa keselamatan dan perlindungan lingkungan bukan are not merely compliance with OHSE regulations, but are
sekadar kepatuhan terhadap regulasi K3L, melainkan fundamental to maintaining reputation, stakeholder trust,
fondasi dalam menjaga reputasi, kepercayaan pemangku and long-term business sustainability.
kepentingan, serta keberlangsungan usaha jangka panjang.
Implementasi kebijakan HSSE dilaksanakan melalui The HSSE policy is implemented through a structured,
pendekatan manajemen risiko yang terstruktur dan berbasis prevention-based risk management approach. The Company
pencegahan. Perseroan secara sistematis mengidentifikasi systematically identifies potential hazards, establishes
potensi bahaya, menetapkan sasaran dan program HSSE, HSSE targets and programs, and conducts regular
serta melakukan pemantauan dan evaluasi berkala monitoring and evaluation of safety and environmental
terhadap kinerja keselamatan dan lingkungan. Upaya ini performance. These efforts are aimed at preventing
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diarahkan untuk mencegah kecelakaan kerja, penyakit occupational accidents, occupational diseases, and
akibat kerja, dan pencemaran lingkungan, sekaligus environmental pollution, while strengthening a culture of
memperkuat budaya kehati-hatian dan tanggung jawab prudence and shared responsibility across the organization.
bersama di seluruh lini organisasi.
Penerapan Respectful Workplace Policy
Implementation of a Respectful Workplace Policy
Dalam memperkuat budaya kerja yang sehat dan To strengthen a healthy and dignified work culture, in
bermartabat, pada tahun 2025 Perseroan menetapkan 2025, the Company established a Respectful Workplace
Respectful Workplace Policy (RWP) melalui Surat Keputusan Policy (RWP) under the Board of Directors’ Decision
Direksi Penerapan Respectful Workplace Policy 077/ Letter No. 077/SKD/04/HCM-ATPI/VII/2025. This policy
SKD/04/HCM-ATPI/VII/2025. Kebijakan ini menjadi serves as a code of conduct for all employees in creating
pedoman perilaku bagi seluruh pekerja dalam menciptakan a harmonious, productive work environment that is free
lingkungan kerja yang harmonis, produktif, serta bebas from discrimination, violence, and harassment. The RWP
dari diskriminasi, kekerasan, dan pelecehan. RWP disusun is formulated with reference to labor regulations, the
dengan mengacu pada peraturan ketenagakerjaan, Company’s Articles of Association, the Collective Labor
Anggaran Dasar Perseroan, Perjanjian Kerja Bersama, serta Agreement, and best practices within the group, including
praktik terbaik di lingkup grup, termasuk referensi Konvensi references to ILO Convention No. 190.
ILO No. 190.
RWP mengatur mekanisme pencegahan, pelaporan, The RWP regulates the prevention, reporting, handling,
penanganan, dan pemulihan atas dugaan pelanggaran di and remediation mechanisms for alleged occupational
tempat kerja. Perseroan menyediakan saluran pelaporan violations. The Company provides a dedicated reporting
khusus dengan menjamin kerahasiaan dan perlindungan channel, ensuring confidentiality and protection for both the
bagi pelapor maupun korban. Penanganan dilakukan secara reporter and the victim. Incidents are handled objectively
objektif dan profesional oleh satuan tugas yang melibatkan and professionally by a task force involving relevant
fungsi terkait, dengan penerapan sanksi sesuai ketentuan functions, with sanctions imposed in line with applicable
yang berlaku. Kebijakan ini menegaskan komitmen regulations. This policy affirms the Company’s commitment
Perseroan untuk membangun budaya Zero Harassment dan to building a Zero Harassment culture and a physically and
lingkungan kerja yang aman secara fisik maupun psikologis. psychologically safe work environment.
Penguatan Ketahanan Teknologi Informasi melalui Prosedur Disaster Recovery Plan
Strengthening Information Technology Resilience through Disaster Recovery Plan Procedures
Dalam menghadapi dinamika risiko digital yang semakin In response to the increasingly complex digital risk
kompleks, Tugu Insurance menerapkan Prosedur Disaster dynamics, Tugu Insurance has run a Disaster Recovery Plan
Recovery Plan (DRP) sebagai bagian dari penguatan (DRP) Procedure as part of its efforts to strengthen the
ketahanan operasional layanan teknologi informasi. operational resilience of its information technology services.
Perseroan telah memiliki Tata Kerja Organisasi - Disaster The Company has established an Organizational Conduct
Recovery Plan No. B-012/TCD0010000/2025. Prosedur - Disaster Recovery Plan No. B-012/TCD0010000/2025.
ini dirancang untuk memastikan keberlangsungan layanan This procedure is designed to ensure IT services continuity
TI yang mendukung proses bisnis kritikal, meminimalkan that support critical business process, minimize operational
gangguan operasional (downtime) dan kehilangan data, disruptions (downtime) and data loss, and prevent procedural
serta mencegah kesalahan prosedur saat terjadi bencana. errors during a disaster.
DRP mencakup respons terhadap berbagai skenario, The DRP covers responses to various scenarios, including
baik bencana fisik maupun insiden siber seperti physical disaster and cyber incident such as ransomware,
ransomware, serangan DDoS, dan pelanggaran data DDoS attack, and personal data breach. This procedure
pribadi. Prosedur ini dilengkapi dengan matriks tingkat includes an incident severity matrix, disaster declaration
keparahan insiden, kriteria deklarasi bencana, serta criteria, and a mechanism for activating the Disaster
mekanisme aktivasi Disaster Recovery Center (DRC) Recovery Center (DRC) and Crisis Center based on the
dan Crisis Center berdasarkan tingkat dampak terhadap level of impact on the business. Its implementation is
bisnis. Implementasinya diselaraskan dengan ketentuan aligned with regulatory requirements, including OJK and the
regulator, termasuk OJK dan Badan Siber dan Sandi National Cyber and Crypto Agency, as well as personal data
Negara, serta prinsip perlindungan data pribadi, sehingga protection principles, and thereby strengthening customer
memperkuat kepercayaan nasabah terhadap keamanan confidence in the security of the Company’s system.
sistem Perseroan.
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Tata Kelola Keberlanjutan
Sustainability Governance 95
Simulasi, Evaluasi, dan Penyempurnaan Berkelanjutan
Simulation, Evaluation, and Continuous Improvement
Sebagai bagian dari pengujian kesiapsiagaan, Perseroan As part of testing its preparedness, the Company
melaksanakan simulasi Table Top Drill dengan skenario conducted a Table Top Drill simulation using a data center
pemadaman listrik pada data center. Simulasi ini power outage scenario. This simulation aimed to test
bertujuan menguji efektivitas prosedur tanggap darurat, the effectiveness of emergency response procedure, the
keandalan sistem cadangan daya seperti genset dan UPS, reliability of backup power system such as generator and
serta koordinasi lintas fungsi dalam menjaga stabilitas UPS, and cross-functional coordination in maintaining
operasional dan keamanan informasi. Keterlibatan tim IT, operational stability and information security. The
Facility, Shared Service, Corporate Communication, dan involvement of IT, Facility, Shared Service, Corporate
Human Capital menunjukkan pendekatan kolaboratif dalam Communication, and Human Capital teams demonstrated a
pengelolaan risiko. collaborative approach to risk management.
Hasil evaluasi menunjukkan kesiapan sistem dan The evaluation results demonstrated system readiness and
pemahaman peran yang baik dari masing-masing unit. strong understanding of each unit’s role. Recommendations
Rekomendasi yang dihasilkan dari simulasi menjadi dasar generated from the simulation served as the basis for
penyempurnaan protokol tanggap darurat dan peningkatan improving emergency response protocol and continuously
ketahanan sistem secara berkelanjutan. Melalui siklus increasing system resilience. Through a cycle of
pengujian, dokumentasi, dan perbaikan berkelanjutan, testing, documentation, and continuous improvement,
Tugu Insurance menegaskan komitmennya dalam menjaga Tugu Insurance affirms its commitment to maintaining
keberlangsungan usaha serta memastikan layanan tetap business continuity and ensuring reliable services under
andal dalam berbagai kondisi. various conditions.
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96 Sustainability Performance
Bakti Tugu - EcoTouch (Pengelolaan Pakaian Bekas)
Bakti Tugu - EcoTouch (Used Clothing Management)
Melalui pengelolaan kinerja keberlanjutan yang terintegrasi, Tugu Insurance tidak hanya menjaga stabilitas bisnis, tetapi juga
menciptakan dampak positif yang berkelanjutan bagi lingkungan dan masyarakat. Komitmen ini menjadi bagian dari strategi
jangka panjang untuk memperkuat daya saing dan kepercayaan pemangku kepentingan.
Through integrated sustainability performance management, Tugu Insurance not only maintains business stability but also
creates a sustainable positive impact on the environment and society. This commitment is part of a long-term strategy to
strengthen competitiveness and stakeholders’ trust.
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Sustainability Performance 97
Kinerja Keberlanjutan
Sustainability Performance
.07
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Kinerja Keberlanjutan
98 Sustainability Performance
Aspek Ekonomi
Economic Aspect
Tugu Insurance menunjukkan kinerja ekonomi yang solid Tugu Insurance demonstrates solid economic performance
dan berkomitmen untuk terus mengoptimalkan nilai and is committed to continuously optimizing the Company’s
perusahaan secara berkelanjutan. Perseroan berupaya value sustainably. The Company attempts to contribute to
berkontribusi terhadap pertumbuhan ekonomi nasional national economic growth while supporting the achievement
sekaligus mendukung pencapaian tujuan pembangunan of sustainable development goals. As part of the insurance
berkelanjutan. Sebagai bagian dari industri asuransi, industry, Tugu Insurance plays a role in supporting
Tugu Insurance berperan dalam mendukung pembiayaan development financing and stimulate economic activity.
pembangunan serta mendorong aktivitas ekonomi.
Kontribusi ekonomi Perseroan juga diwujudkan melalui The Company’s economic contribution is also reflected
pembayaran pajak kepada negara dan pembagian dividen through tax payments to the state and dividend distributions
kepada pemegang saham, yang secara tidak langsung to shareholders, which indirectly support infrastructure
mendukung pembangunan infrastruktur, pengembangan development, business growth, and the improvement of
dunia usaha, dan peningkatan kesejahteraan ekonomi national economic welfare. To ensure sustainable growth,
nasional. Untuk memastikan pertumbuhan yang the Company sets measurable and integrated performance
berkesinambungan, Perseroan menetapkan target dan targets and strategies.
strategi kinerja yang terukur dan terintegrasi.
Penyusunan Rencana Kerja dan Anggaran Perusahaan The preparation of the 2025 Work Plan and Budget
(RKAP) 2025 serta Key Performance Indicators (KPI) (RKAP) and Key Performance Indicators (KPI) refers to the
mengacu pada Rencana Jangka Panjang Perusahaan (RJPP), Company’s Long-Term Plan (RJPP), vision, mission, and
visi, misi, dan tujuan strategis Perseroan. Seluruh unit kerja strategic objectives. All business units and employees
dan karyawan dilibatkan secara aktif dalam upaya menjaga are actively involved in efforts to maintain business
keberlanjutan usaha, dengan fokus pada pelaksanaan sustainability, with a focus on implementing strategic
inisiatif strategis guna meningkatkan produktivitas dan initiatives to improve productivity and performance recovery.
pemulihan kinerja. [GRI 3-3] [GRI 3-3]
Perseroan secara konsisten melakukan pemantauan The Company consistently monitors and evaluates target
dan evaluasi atas pencapaian target serta implementasi achievement and strategy implementation on a monthly,
strategi, baik secara bulanan, triwulanan, semesteran, quarterly, semi-annual, and annual basis. The evaluation
maupun tahunan. Proses evaluasi dilakukan secara process is carried out in a tiered manner, from the unit level
berjenjang mulai dari tingkat unit kerja hingga direktorat, up to the directorate level, and the results are used as the
dan hasilnya digunakan sebagai dasar penilaian kinerja basis for performance assessment as well as for improving
sekaligus perbaikan strategi pada periode berikutnya. strategies in subsequent periods.
Seiring dengan pentingnya aspek ekonomi dan keuangan In line with the importance of economic and financial aspects
bagi keberlanjutan usaha, pengungkapan kinerja ekonomi for business sustainability, the disclosure of economic
pada periode pelaporan 2025 mencakup topik nilai performance for the 2025 reporting period includes topics
ekonomi langsung yang dihasilkan dan didistribusikan, such as direct economic value generated and distributed, the
implikasi finansial dan risiko perubahan iklim, kewajiban financial implications and risks of climate change, defined
imbalan pasti dan program pensiun lainnya, serta bantuan benefit obligations and other pension programs, as well as
finansial yang diterima dari pemerintah. financial assistance received from the government.
Kinerja Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian
Performance of Consolidated Statement of Profit or Loss and Other Comprehensive Income
(dalam jutaan Rupiah) | (in millions of Rupiah)
Keterangan
2025 2024*
Description
Pendapatan Asuransi
9.107.069 7.458.184
Insurance Revenue
Beban Jasa Asuransi
(8.251.104) (4.479.257)
Insurance Service Expenses
Alokasi Premi Reasuransi
(3.703.592) (3.393.138)
Allocation of Reinsurances Premium
Tagihan ke Reasuransi atas Klaim yang Terjadi
3.871.341 1.150.199
Recoverable form Reinsurer for Incurred Claim
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Keterangan
2025 2024*
Description
Hasil Jasa Asuransi
1.023.713 735.988
Insurance Service Result
Pendapatan Keuangan dari Kontrak Asuransi
(457.924) (470.110)
Net Finance Income from Insurance Contracts
Pendapatan (Beban) Keuangan dari Kontrak Reasuransi
83.382 50.257
Net Finance Income (Expense) from Reinsurance Contracts
Pendapatan (Beban) Keuangan - Bersih
(374.542) (419.853)
Net Financial Result (Expense)
Pendapatan Investasi
717.356 445.151
Investment Income
Beban Operasional Lain-lain
(967.596) (809.852)
Other Operating Expenses
Pendapatan Operasional Lainnya
542.520 532.568
Other Operating Revenues
Pendapatan (Beban) Lain-lain. Neto
1.766 120.057
Other Expenses (Income). Net
Laba sebelum Bagian Laba Bersih Entitas Asosiasi dan Beban Pajak
Final dan Pajak Penghasilan 943.217 604.059
Income Before Share in Associates' Net Income and Final Tax and
Income Tax Expenses
Bagian Laba Bersih Entitas Asosiasi
5.902 12.677
Share in Associates Net Income
Laba Sebelum Beban Pajak Final dan Pajak Penghasilan
949.120 616.736
Income Before Final Tax and Income Tax Expenses
Beban Pajak Final
(84.492) (69.608)
Final Tax Expense
Laba Sebelum Beban Pajak Penghasilan
864.628 547.128
Income Before Tax Expenses
Beban Pajak Penghasilan
(102.205) (124.979)
Income Tax Expenses
Laba Tahun Berjalan
762.423 422.149
Income for the Year
Penghasilan Komprehensif Lain
Other Comprehensive Income
Kepentingan non-pengendali (182.056) 61.403
Jumlah Laba Tahun Berjalan yang dapat Diatribusikan kepada:
580.367 483.552
Total Income for the Year Attributable to:
Pemilik Entitas Induk
711.057 401.575
Equity Owners of the Parent Entity
Kepentingan Non-pengendali
51.367 20.574
Non-controlling Interest
Jumlah
762.423 422.149
Total
* Angka disajikan kembali menggunakan PSAK 117.
* The figures have been restated in accordance with PSAK 117.
Perbandingan Target dan Kinerja Produksi, Pendapatan, Comparison of Targets and Performance of Production,
serta Laba Rugi [OJK F.2] Revenue, and Profit & Loss [OJK F.2]
Pada tahun 2025, realisasi Pendapatan Asuransi Perseroan In 2025, the Company’s Insurance Revenue realization
mencapai Rp9,11 triliun. Capaian tersebut didorong oleh reached IDR9.11 trillion. This achievement was driven
peningkatan premi dari berbagai lini usaha, antara lain by increased premiums across various business lines,
sektor pengangkutan, asuransi kebakaran, rekayasa, including marine cargo, fire insurance, engineering, offshore,
offshore, penerbangan, serta rangka kapal. aviation, and marine hull sectors.
Hasil Jasa Asuransi Perseroan pada tahun 2025 tercatat The Company’s Insurance Service Result in 2025 was
sebesar Rp1,02 triliun. Sementara itu, laba tahun berjalan recorded at IDR1.02 trillion. Meanwhile, income for the year
mencapai Rp762 miliar. Kinerja tersebut dipengaruhi oleh reached IDR762 billion. This performance was influenced
peningkatan pendapatan underwriting, hasil investasi, serta by increased underwriting income, investment results, and
pendapatan lainnya. other income.
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Target dan Realisasi 2025 [OJK F.2] Target & Realization [OJK F.2]
Berikut adalah target dan realisasi bisnis Tugu Insurance di The following presents the business targets and
sepanjang tahun 2025. achievements of Tugu Insurance throughout 2025.
Target
Implementasi PSAK 117 dalam Laporan Keuangan Konsolidasian Kuartalan dan Auditan 2025
√
Implementation of PSAK 117 in the Company’s quarterly and audited annual consolidated financial statements for 2025.
Tercapainya target rating dari AM Best
√
Achievement of the targeted international credit rating from AM Best
Tercapainya target kinerja keuangan berupa laba bersih setelah penyesuaian PSAK 117
√
Achievement of the Company’s financial performance target in terms of net profit after PSAK 117 adjustments.
Tercapainya target EBITDA Perseroan
√
Achievement of the Company’s EBITDA target
Tercapainya target kinerja investasi Perseroan
√
Achievement of the Company’s investment performance
Target dan Realisasi Kinerja Keuangan
Financial Performance Target and Realization
(dalam jutaan Rupiah) | (in millions of Rupiah)
2025 2024* 2023*
Uraian
Description Realisasi Realisasi Realisasi
Target Target
Realization Realization Realization
Pendapatan Asuransi
9.107.069 7.707.639 7.458.184 7.005.256 7.709.524
Insurance Revenue
Pendapatan
2.283.589 3.852.585 1.713.707 3.444.828 3.591.485
Income
Laba Tahun Berjalan
762.423 1.068.885 422.149 1.130.173 1.302.101
Income for the Year
* Tahun 2024 merupakan laporan keuangan yang disajikan kembali sehubungan dengan penerapan PSAK 117 yang mulai diimplementasikan pada tahun 2025. Namun untuk
laporan posisi keuangan seperti jumlah aset, jumlah liabilitas dan total ekuitas penyajian kembali dimulai dari tahun 2023 dan 2024.
* The 2024 financial statements have been restated in connection with the adoption of PSAK 117, which was implemented starting in 2025. However, for the statement of
financial position specifically total assets, total liabilities, and total equity the restatement has been applied starting from 2023 and 2024.
Perbandingan Target dan/atau Proyek yang Sejalan Comparison of Targets and/or Projects in Line with
dengan Keuangan Berkelanjutan pada Instrumen Sustainable Finance in Financial Instruments [OJK F.3]
Keuangan [OJK F.3]
Tugu Insurance secara berkala meninjau kebijakan Tugu Insurance periodically reviews its underwriting policies
underwriting dengan mengintegrasikan prinsip Lingkungan, by integrating Environmental, Social, and Governance
Sosial, dan Tata Kelola (LST), serta memastikan kesesuaian (ESG) principles, and ensuring compliance with applicable
dengan regulasi yang berlaku. Perseroan menyediakan regulations. The Company provides insurance protection for
perlindungan asuransi bagi kegiatan usaha yang termasuk business activities included in the Sustainable Business
dalam Kategori Kegiatan Usaha Berkelanjutan (KKUB) Activity Categories (KKUB) as part of its sustainable
sebagai bagian dari implementasi keuangan berkelanjutan. finance implementation.
Dukungan terhadap transisi rendah emisi diwujudkan Support for the low-emission transition is realized
melalui produk asuransi kendaraan listrik. Premi kendaraan through electric vehicle insurance products. Electric
listrik menunjukkan tren pertumbuhan yang konsisten. vehicle premiums have shown a consistent growth trend.
Peningkatan ini mencerminkan komitmen Perseroan dalam This increase reflects the Company’s commitment to
mendukung kegiatan usaha berkelanjutan. Salah satu kanal supporting sustainable business activities. One of the
Pemasaran produk ini dilakukan melalui kerja sama dengan Marketing channels for this product is through collaboration
partner platform digital, sehingga memperluas akses with digital platform partners, which expands market
pasar, meningkatkan efisiensi distribusi, serta menjangkau access, improves distribution efficiency, and reaches
segmen konsumen yang adaptif terhadap ekosistem consumer segments that are adaptive to the electric
kendaraan listrik. vehicle ecosystem.
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Perseroan juga mengembangkan produk berbasis aplikasi The Company also develops a digital application-based
digital yang menilai perilaku berkendara aman (usage- product that assess safe driving behavior (usage-based
based insurance). Inovasi ini mendorong peningkatan insurance). This innovation promotes increased safety,
keselamatan, mitigasi risiko klaim, serta mendukung mitigates claim risks, and supports more responsible
perubahan perilaku berkendara yang lebih bertanggung driving behavior amid the development of digital technology.
jawab di tengah perkembangan teknologi digital.
Secara keseluruhan, integrasi LST dalam kebijakan, Overall, the integration of ESG principles in policies,
pengembangan produk, kemitraan digital, dan strategi product development, digital partnerships, and investment
investasi menunjukkan implementasi keberlanjutan yang strategies demonstrates a measurable and long-term-
terukur dan berorientasi jangka panjang. oriented implementation of sustainability.
Realisasi Investasi Proyek Ramah Lingkungan
Realization of Environmentally Friendly Project Investment
(dalam jutaan Rupiah) | (in millions of Rupiah)
2025 2024 2023
Uraian
Realisasi Realisasi Realisasi
Description
Realization Realization Realization
Asuransi Mobil Listrik
7.396 6.954 2.388
Electric Vehicle Insurance
*Pada periode pelaporan, Tugu Insurance belum dapat menyajikan komparasi target dan realisasi secara komprehensif atas seluruh investasi dan produk
berwawasan lingkungan.
*During the reporting period, Tugu Insurance was not yet able to present a comprehensive comparison of targets and realization for all environmentally friendly
investments and products.
Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan Direct Economic Value Generated and Distributed [GRI
[GRI 201-1] 201-1]
Nilai ekonomi langsung Perseroan diperoleh dari The Company’s direct economic value is derived from
pendapatan usaha yang dihasilkan sepanjang periode business revenue generated during the reporting period.
pelaporan. Nilai tersebut selanjutnya didistribusikan kepada This value is then distributed to stakeholders as a
para pemangku kepentingan sebagai bentuk kontribusi form of the Company’s contribution to economic growth
Perseroan terhadap pertumbuhan ekonomi dan peningkatan and the improvement of welfare, including payments to
kesejahteraan, antara lain melalui pembayaran kepada policyholders, reinsurers, suppliers, and employees.
tertanggung, reasuradur, pemasok, serta karyawan.
Nilai ekonomi yang ditahan merupakan selisih antara nilai Retained economic value is the difference between the
ekonomi yang dihasilkan dengan nilai yang didistribusikan. economic value generated and the value distributed.
Pada tahun 2025, nilai ekonomi langsung yang dihasilkan In 2025, the direct economic value generated reached
mencapai Rp1,91 triliun, meningkat sebesar 48,06% IDR1.91 trillion, a 48.06% increase compared to IDR1.29
dibandingkan tahun 2024 yang sebesar Rp1,29 triliun. trillion in 2024. Meanwhile, the economic value distributed
Sementara itu, nilai ekonomi yang didistribusikan pada in 2025 recorded a deficit of IDR6.43 trillion, a 24.17%
tahun 2025 tercatat sebesar defisit Rp6,43 triliun, increase compared to the previous year’s deficit of
meningkat 24,17% dibandingkan tahun sebelumnya defisit IDR8.48 trillion.
sebesar Rp8,48 triliun.
Nilai Ekonomi Langsung yang Dihasilkan dan Didistribusikan
Direct Economic Value Generated and Distributed
(dalam jutaan Rupiah) | (in millions of Rupiah)
Uraian
2025 2024* 2023*
Description
Pendapatan
2.283.589 1.713.707 3.591.485
Revenue
Nilai Ekonomi yang Dihasilkan
2.283.589 1.713.707 3.591.485
Economic Value Generated
Pembayaran kepada Tertanggung, Reasuradur, Pemasok, dan
Karyawan (7.596.784) (9.087.432) (7.303.260)
Payments to Insurers, Reinsurers, Suppliers, and Employees
Pembayaran Dividen kepada Pemegang Saham
(288.233) (438.258) (244.362)
Dividend Payments to Shareholders
Pembayaran Pajak kepada Pemerintah
(212.999) (204.329) (180.268)
Tax Payment to the Government
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102 Sustainability Performance
Uraian
2025 2024* 2023*
Description
Pembayaran Bunga
(47.970) (21.835) (5.279)
Interest Payment
Pembayaran Pinjaman
(160.832) (148.655) (71.486)
Payment of Borrowings
Pembayaran Utang Sewa Pembiayaan Konsumen dan Sewa
Pembiayaan (19.224) (19.224) (23.102)
Payment of Consumer Finance and Lease Payable
Pembayaran Liabilitas Sewa
(11.133) (6.080) (3.440)
Payment of Lease Liabilities
Investasi bagi Masyarakat
(1.991) (2.082) (3.653)
Investment for Society
Nilai Ekonomi yang Didistribusikan
(8.339.166) (9.777.307) (7.834.850)
Economic Value Distributed
Nilai Ekonomi Ditahan
(6.055.577) (8.063.600) (4.243.339)
Economic Value Retained
* Tahun 2024 merupakan laporan keuangan yang disajikan kembali sehubungan dengan penerapan PSAK 117 yang mulai diimplementasikan pada tahun 2025. Namun untuk
laporan posisi keuangan seperti jumlah aset, jumlah liabilitas dan total ekuitas penyajian kembali dimulai dari tahun 2023 dan 2024.
* The 2024 financial statements have been restated in connection with the adoption of PSAK 117, which was implemented starting in 2025. However, for the statement of
financial position specifically total assets, total liabilities, and total equity the restatement has been applied starting from 2023 and 2024.
Risiko Perubahan Iklim [GRI 201-2] Climate Change Risk [GRI 201-2]
Risiko keuangan terkait perubahan iklim merupakan bagian Financial risks related to climate change are part of
dari emerging risk yang berpotensi mempengaruhi sistem emerging risks that have the potential to affect the financial
keuangan dan stabilitas ekonomi, baik melalui risiko fisik system and economic stability, both through physical
maupun risiko transisi. Dampak tersebut dapat dirasakan risks and transition risks. These impacts can be felt by
oleh konsumen yang mengalami penurunan kemampuan consumers whose economic capacity is declined due to
ekonomi akibat perubahan iklim, sehingga berpotensi climate change, so that it potentially affects their ability
mempengaruhi kemampuan pembayaran premi. Selain itu, to pay premiums. In addition, there is a risk of failure by
terdapat risiko kegagalan pihak reasuransi atau pihak lain reinsurers or other parties to fulfill their obligations to
dalam memenuhi kewajiban kepada Perseroan. the Company.
Oleh karena itu, Tugu Insurance memandang penting Therefore, Tugu Insurance considers it important to
evaluasi risiko perubahan iklim pada portofolio evaluate climate change risks within the consumer
konsumen sebagai bagian dari upaya mencapai keuangan portfolio as part of efforts to achieve sustainable finance.
berkelanjutan. Perseroan menerapkan strategi penguatan The Company implements strategies to strengthen
asuransi berkelanjutan serta tata kelola LST dengan sustainable insurance and ESG governance by appointing
menunjuk pejabat dan unit kerja Corporate Secretary, officials and the Corporate Secretary unit, particularly
khususnya fungsi Government, Public Relations & Corporate the Government, Public Relations & Corporate Social
Social Responsibility, yang bertanggung jawab atas Responsibility functions, responsible for sustainable
penerapan keuangan berkelanjutan di bawah pengawasan finance implementation under the supervision of the
Direktur Utama. President Director.
Pada tahun 2025, hasil evaluasi menunjukkan bahwa In 2025, the evaluation results showed that climate
perubahan iklim belum memberikan dampak risiko change had not yet posed a significant direct risk to the
langsung yang signifikan terhadap kinerja operasional Company’s operational performance. Nevertheless, as a
Perseroan. Namun demikian, sebagai bentuk mitigasi dan form of mitigation and environmental commitment, the
komitmen lingkungan, Perseroan mengalokasikan dana Company allocated IDR226,715,000 million for the planting
sebesar Rp226.715.000 juta untuk kegiatan penanaman of 10,800 mangroves as an effort to address the impacts
10.800 mangrove sebagai upaya penanggulangan dampak of climate change through emission reduction. [GRI 3-3,
perubahan iklim melalui pengurangan emisi. [GRI 3-3, 201-2] 201-2]
Kewajiban Program Pensiun Pension Plan Obligation
Tugu Insurance memenuhi kewajiban program pensiun Tugu Insurance fulfills its pension program obligations in
dengan mengacu pada Undang-Undang No. 6 Tahun 2023 accordance with Law No. 6 of 2023 on the ratification of
tentang penetapan Peraturan Pemerintah Pengganti Undang- Government Regulation in Lieu of Law No. 2 of 2022 on
Undang No. 2 Tahun 2022 mengenai Cipta Kerja. Perseroan Job Creation. The Company provides pension programs
menyediakan program pensiun bagi pekerja yang memasuki for employees entering retirement in accordance with
masa purnabakti sesuai dengan ketentuan yang berlaku. applicable regulations.
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Program pasca kerja mencakup program yang diwajibkan Post-employment programs include those mandated by
oleh peraturan perundang-undangan, antara lain Undang- laws and regulations, including Law No. 40 of 2004 on the
Undang No. 40 Tahun 2004 tentang Sistem Jaminan Sosial National Social Security System, Government Regulation
Nasional, PP No. 45 Tahun 2015 tentang Jaminan Pensiun, (PP) No. 45 of 2015 on Pension Benefits, and PP No. 46
serta PP No. 46 Tahun 2015 beserta perubahannya No. 60 of 2015 and its amendment No. 60 of 2015 on Old-Age
Tahun 2015 tentang Jaminan Hari Tua yang dikelola oleh Security, managed by BPJS Employment. In addition, the
BPJS Ketenagakerjaan. Selain itu, Perseroan memberikan Company provides additional benefits in the form of pension
manfaat tambahan berupa uang pensiun dan asuransi payments and pension insurance in accordance with
pensiun sesuai dengan ketentuan dalam Perjanjian the provisions of the Collective Labor Agreement (PKB).
Kerja Bersama (PKB). Pekerja yang berhenti sebelum Employees who leave before the normal retirement age
usia pensiun normal tetap memperoleh manfaat secara are still entitled to proportional benefits according to the
proporsional sesuai ketentuan PKB. PKB provisions.
Evaluasi dan perubahan kebijakan terkait program pensiun Evaluation and changes to pension program policies
dilakukan dengan mengacu pada peraturan perundang- are carried out with reference to applicable laws and
undangan yang berlaku serta kesepakatan antara regulations, as well as agreements between the Company
Perseroan dan Serikat Pekerja sebagaimana diatur dalam and the Labor Union as stipulated in the PKB. [GRI 3-3]
PKB. [GRI 3-3]
Kewajiban Program Pensiun [GRI 201-3]
Pension Plan Obligation [GRI 201-3]
(dalam jutaan Rupiah) | (in millions of Rupiah)
Uraian
2025 2024 2023
Description
Uang Pensiun
31.168 23.845 14.543
Pension Benefits
Jumlah Peserta Program Pensiun
18 orang 28 orang 30 orang
Number of Pension Program Participants
Bantuan Finansial dari Pemerintah Financial Assistance from the Government
Dalam menjalankan kegiatan usahanya, Perseroan tidak In conducting its business activities, the Company does
menerima bantuan finansial dari pemerintah, baik dalam not receive financial assistance from the government,
bentuk pembebasan atau insentif pajak, subsidi, hibah whether in the form of tax exemptions or incentives,
investasi, maupun bentuk dukungan finansial lainnya. subsidies, investment grants, or other types of financial
Namun demikian, sebagai anak perusahaan BUMN, support. However, as a subsidiary of state-owned enterprise
pemerintah memiliki keterkaitan dalam struktur kepemilikan (SOE), the government is connected to Tugu Insurance’s
saham Tugu Insurance melalui PT Pertamina (Persero) shareholding structure through PT Pertamina (Persero),
dengan kepemilikan sebesar 58,50%. [GRI 3-3, 201-4] which holds a 58.50% ownership stake. [GRI 3-3, 201-4]
Aspek Lingkungan
Environmental Aspect
Tanggung jawab dalam menjaga keberlanjutan alam dan Responsibility for preserving nature and the environment is
lingkungan hidup merupakan kewajiban bersama yang melekat a shared duty inherent to every individual, community, and
pada setiap individu, komunitas, maupun organisasi, termasuk organization, including business entities. In conducting its
entitas bisnis. Dalam menjalankan kegiatan usahanya, business activities, a company is expected to consistently
perusahaan dituntut untuk senantiasa memperhatikan serta consider and take responsibility for the sustainability of
bertanggung jawab terhadap keberlangsungan ekosistem. ecosystems. A sustainable development approach becomes
Pendekatan pembangunan berkelanjutan menjadi landasan an important foundation for creating a balance between
penting dalam menciptakan keseimbangan antara kepentingan economic, social, and environmental interests.
ekonomi, sosial, dan lingkungan.
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Prinsip keberlanjutan mendorong pertumbuhan ekonomi Sustainability principles encourage long-term-oriented
yang berorientasi jangka panjang, dengan memastikan economic growth by ensuring that the needs of the current
bahwa kebutuhan generasi saat ini dapat terpenuhi tanpa generation are met without compromising the ability of
mengurangi kemampuan generasi mendatang untuk future generations to meet their own needs. In line with
memenuhi kebutuhannya. Sejalan dengan hal tersebut, this, the growing awareness among business actors
meningkatnya kesadaran pelaku usaha terhadap risiko regarding climate change risks further reinforces the
perubahan iklim turut memperkuat urgensi penerapan urgency of implementing responsible business practices to
praktik bisnis yang bertanggung jawab demi menjaga ensure business continuity.
kesinambungan usaha.
Dengan mempertimbangkan peran strategis perusahaan Considering the Company’s strategic role in environmental
dalam upaya pelestarian lingkungan hidup, pengelolaan usaha preservation, sustainable business management related
berkelanjutan terkait keanekaragaman hayati menjadi topik to biodiversity becomes a relevant topic to disclose in this
yang relevan untuk diungkapkan dalam laporan ini. [GRI 304] report report. [GRI 304]
Meskipun beroperasi di industri asuransi yang tidak Although operating in the insurance industry, which does
memiliki dampak langsung terhadap lingkungan, Tugu not have a direct environmental impact, Tugu Insurance
Insurance memandang bahwa keterlibatan aktif dalam considers active involvement in environmental preservation
menjaga kelestarian lingkungan hidup merupakan bagian as part of corporate responsibility. The Company is
dari tanggung jawab korporasi. Perseroan berkomitmen committed to contributing alongside the government and
untuk berkontribusi bersama pemerintah dan berbagai other stakeholders through the implementation of policies
pemangku kepentingan lainnya melalui penerapan kebijakan and sustainability practices that support environmental
serta praktik keberlanjutan yang mendukung pelestarian conservation and the achievement of the Sustainable
lingkungan dan pencapaian Tujuan Pembangunan Development Goals (SDGs).
Berkelanjutan (TPB/SDGs).
Implementasi kebijakan keberlanjutan di lingkungan The implementation of sustainability policies within
Tugu Insurance terintegrasi dalam kebijakan dan strategi Tugu Insurance is integrated into the Corporate Social
program Tanggung Jawab Sosial dan Lingkungan (TJSL) Responsibility (CSR) program policies and strategies. These
atau Corporate Social Responsibility (CSR). Kebijakan policies were established through the Issuance of Corporate
tersebut ditetapkan melalui penerbitan Pedoman Tanggung Social and Environmental Responsibility Guidelines No.
Jawab Sosial dan Lingkungan Perusahaan No. A-001/ A-001/TCA0020000/2025. The objectives of the CSR
TCA0020000/2025. Adapun tujuan kebijakan dan strategi policies and strategies are as follows: [GRI 3-3]
TJSL adalah sebagai berikut: [GRI 3-3]
1. Mengimplementasikan tanggung jawab sosial dan etika 1. Implementing corporate social and ethical responsibility
perusahaan guna berkontribusi dalam peningkatan to contribute to improving the quality of life of
kualitas kehidupan masyarakat dan lingkungan; communities and the environment;
2. Meningkatkan kekuatan merek dan menciptakan 2. Enhancing brand strength and creating competitive
nilai tambah yang kompetitif di tengah persaingan added value amid competition in the insurance industry;
industri asuransi;
3. Membangun serta memperkuat citra dan reputasi 3. Building and strengthening the Company’s positive
positif Perseroan; image and reputation;
4. Mengurangi potensi dampak negatif yang timbul dari 4. Reducing potential negative impacts arising from the
aktivitas Perseroan; Company’s activities;
5. Mendukung pengelolaan risiko serta menekan 5. Supporting risk management and minimizing potential
potensi biaya yang muncul akibat risiko maupun costs arising from risks or operational conflicts;
konflik operasional;
6. Memberikan ruang bagi masyarakat untuk berkembang, 6. Providing space for community development, both in
baik dari sisi pengetahuan maupun peningkatan terms of knowledge and economic welfare improvement;
kesejahteraan ekonomi; serta and
7. Mendorong pemberdayaan masyarakat melalui 7. Promoting community empowerment through skills
penyediaan pelatihan keterampilan agar mampu training to enable individuals to become self-reliant.
menjadi individu yang mandiri.
Pelaksanaan program TJSL di Tugu Insurance dikoordinasikan The implementation of the CSR programs at Tugu Insurance
oleh Corporate Secretary melalui fungsi Government, PR is coordinated by the Corporate Secretary through the
& CSR Department, serta dapat melibatkan unit kerja Government, PR & CSR Department and may involve
maupun pihak terkait lainnya sesuai kebutuhan dan dengan other business units or relevant parties as needed, with
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persetujuan Direksi. Perseroan secara konsisten melakukan the approval of the Board of Directors. The Company
pemantauan dan evaluasi atas seluruh kegiatan TJSL consistently monitors and evaluates all CSR activities carried
yang dijalankan. Informasi mengenai pelaksanaan TJSL out. Information regarding the implementation of CSR is
disampaikan secara transparan melalui laporan tahunan communicated transparently through the annual report and
dan laporan keberlanjutan setiap tahun. Proses evaluasi sustainability report each year. The evaluation process is
dilakukan secara berkala untuk memastikan bahwa program conducted periodically to ensure that ongoing and completed
yang berjalan maupun telah dilaksanakan tepat sasaran. programs are on target. Furthermore, the evaluation results
Selain itu, hasil evaluasi tersebut dimanfaatkan sebagai are used as a basis for improving and determining CSR
dasar perbaikan dan penentuan program TJSL pada periode programs for subsequent periods. [GRI 3-3]
selanjutnya. [GRI 3-3]
Biaya Pengelolaan Lingkungan Hidup [OJK F.4] Environmental Management Costs [OJK F.4]
Tugu Insurance melaksanakan program Tanggung Jawab Tugu Insurance carries out the Corporate Social and
Sosial dan Lingkungan (CSR) pada Pilar Lingkungan Hidup Environmental Responsibility (CSR) programs under the
sebagai bentuk komitmen Perseroan dalam mendukung Environmental Pillar as part of the Company’s commitment
SDG 13: Penanganan Perubahan Iklim, SDG 14: Ekosistem to supporting SDG 13: Climate Action, SDG 14: Life
Lautan, dan TPB 15 Ekosistem Daratan. Sepanjang tahun Below Water, and SDG 15 Life on Land. Throughout 2025,
2025, Perseroan merealisasikan berbagai kegiatan yang the Company carried out various activities focused on
berfokus pada pengelolaan limbah, mitigasi perubahan waste management, climate change mitigation, and the
iklim, serta pelestarian ekosistem pesisir dan laut melalui preservation of coastal and marine ecosystems through
kolaborasi dengan berbagai mitra, dengan total alokasi dana collaboration with various partners, with a total fund
sebesar Rp324.263.992. allocation of IDR324,263,992.
Penggunaan Material [OJK F.5] Use of Material [OJK F.5]
Hingga akhir tahun 2025, Perseroan belum menggunakan Until the end of 2025, the Company had not yet specifically
material ramah lingkungan secara khusus dalam proses used environmentally friendly materials in its business
bisnis. Penggunaan material Perseroan masih didominasi processes. The Company’s material usage is still
oleh Alat Tulis Kantor (ATK), khususnya kertas, untuk dominated by office stationery (ATK), particularly paper,
mendukung kebutuhan administrasi perkantoran. to support office administrative needs. Nevertheless,
Namun demikian, Perseroan terus berupaya mengelola the Company continues to manage material usage more
penggunaan material tersebut secara lebih efisien melalui efficiently through paper-saving policies and gradual
penerapan kebijakan penghematan kertas dan peningkatan adoption of electronic documents. Paper is primarily used
pemanfaatan dokumen elektronik secara bertahap. for printing insurance policies, insurance dissemination
Kertas yang digunakan antara lain untuk pencetakan and educational materials, correspondence, and other
polis asuransi, materi sosialisasi dan edukasi asuransi, administrative needs. During the reporting period, paper
korespondensi, serta kebutuhan administratif lainnya. usage at the head office was recorded at 2,500 reams.
Selama periode pelaporan, penggunaan kertas di kantor
pusat tercatat sebanyak 2.500 rim.
Perseroan menyadari bahwa konsumsi kertas berkontribusi The Company recognizes that paper consumption
secara tidak langsung terhadap penggunaan sumber indirectly contributes to the use of natural resources,
daya alam, khususnya penebangan pohon sebagai bahan particularly tree logging for pulp production. Therefore,
baku pulp. Oleh karena itu, Tugu Insurance menerapkan Tugu Insurance implements various paper-saving efforts
berbagai upaya penghematan penggunaan kertas melalui based on the 3R principle (Reduce, Reuse, Recycle).
penerapan prinsip 3R (Reduce, Reuse, Recycle). Selain In addition, the Company encourages the adoption of
itu, Perseroan mendorong penerapan konsep paperless paperless administration by utilizing digital systems for
administration dengan memanfaatkan sistem digital dalam the delivery, storage, and management of documents and
pengiriman, penyimpanan, dan pengelolaan dokumen serta company regulations.
peraturan perusahaan.
Penggunaan Energi [OJK F.6, F.7][ESG E-03] Energy Use [OJK F.6, F.7][ESG E-03]
Dalam menjalankan aktivitas operasionalnya, Tugu In carrying out its operational activities, Tugu Insurance
Insurance memanfaatkan energi yang bersumber dari utilizes energy sourced from electricity and fuel (BBM).
listrik dan Bahan Bakar Minyak (BBM). Konsumsi energi di Energy consumption within the organization is dominated
dalam organisasi didominasi oleh penggunaan listrik untuk by electricity usage to support office activities, while energy
mendukung kegiatan perkantoran, sedangkan konsumsi consumption outside the organization comes from fuel
energi di luar organisasi berasal dari pemakaian BBM untuk usage for operational transportation purposes.
keperluan transportasi operasional.
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Selama periode pelaporan, konsumsi energi yang During the reporting period, energy consumption from fuel
bersumber dari BBM untuk kendaraan operasional di Kantor for operational vehicles at the Head Office was recorded at
Pusat tercatat sebesar 1.521 Gigajoule (GJ). 1,521 Gigajoules (GJ).
Penggunaan BBM Kantor Pusat
Fuel Usage at Head Office
(dalam Liter, kecuali dinyatakan lain) | (in liters, unless otherwise stated)
Jenis BBM Satuan
2025 2024 2023
Type of Fuel Unit
Premium
Liter
Pertamax Turbo 25.369 20.368 19.217
Liters
Liter
Pertamax 17.926 20.230 23.891
Liters
Liter
Total Premium 43.295 40.598 43.108
Liters
Solar (Diesel Fuel)
Diesel Fuel
Liter
Pertamina Dex 2.580 2.978 4.942
Liters
Jumlah Konsumsi Energi BBM
Gigajoule* 1.521 1.447 1.600
Total Fuel Consumption
*Pedoman Penyelenggaraan Inventarisasi Gas Rumah Kaca Nasional - KLH 2012 (ref: IPCC 2006), 1 liter BBM = 0,033 Gigajoule (GJ) (premium) dan 0,036 GJ (solar)
*Guidelines for the Implementation of National Greenhouse Gas Inventory - KLH 2012 (ref: IPCC 2006), 1 liter of fuel = 0.033 Gigajoules (GJ) (premium) and 0.036 GJ (diesel)
Selain BBM, Perseroan juga menggunakan energi listrik In addition to fuel, the Company also uses electricity as
sebagai sumber utama penunjang kegiatan operasional. a primary energy source to support operational activities.
Seluruh pasokan listrik diperoleh dari Perusahaan Listrik All electricity supply is obtained from Perusahaan Listrik
Negara (PLN) dan dicatat berdasarkan jumlah pembelian Negara (PLN) and recorded based on direct purchases. The
langsung. Data pemakaian listrik yang disajikan dalam laporan electricity consumption data presented in this report only
ini hanya mencakup konsumsi listrik di area Kantor Pusat. covers usage within the Head Office area.
Penggunaan Listrik Kantor Pusat
Electricity Usage at Head Office
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah Konsumsi Listrik
kWh 248.298 274.533 252.116
Total Electricity Consumption
Jumlah Konsumsi Energi Listrik
GJ 894 988 907
Total Electrical Energy Consumption
*Perhitungan Emisi GRK dari pemakaian kWh listrik berdasarkan ketentuan dari Dirjen Kelistrikan Kementerian ESDM (2017), 1 kWh=0,0036 Gigajoule
*Calculation of GHG emissions from electricity consumption in kWh is based on the provisions of the Directorate General of Electricity of the Ministry of Energy and Mineral
Resources (2017), 1 kWh = 0.0036 Gigajoules
Konsumsi BBM Kantor Pusat
Fuel Consumption at Head Office
Uraian Satuan
2025 2024 2023
Description Unit
Konsumsi Energi BBM
GJ 1.521 1.447 1.600
Fuel Consumption
Konsumsi Energi Listrik
GJ 894 988 907
Electrical Energy Consumption
Jumlah Konsumsi Energi
GJ 2.415 2.435 2.507
Total Energy Consumption
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Intensitas Energi Energy Intensity
Perhitungan intensitas energi dilakukan berdasarkan Energy intensity is calculated based on total energy
total penggunaan energi di dalam dan di luar organisasi consumption within and outside the organization from fuel
yang bersumber dari BBM dan listrik. Semakin rendah and electricity sources. The lower the intensity value, the
nilai intensitas, semakin efisien penggunaan energi yang more efficient the energy usage. This indicator is calculated
dilakukan. Indikator ini dihitung dengan membandingkan by comparing electricity consumption to the Company’s total
konsumsi energi listrik terhadap total produksi Perseroan production, represented by gross premiums.
yang direpresentasikan oleh premi bruto.
Pada tahun pelaporan, intensitas energi listrik Tugu In the reporting year, Tugu Insurance’s electricity energy
Insurance tercatat sebesar 0,27 GJ/miliar Rupiah. intensity was recorded at 0.27 GJ/billion Rupiah.
Intensitas Energi Kantor Pusat
Energy Intensity at Head Office
Uraian Satuan
2025 2024 2023
Description Unit
Konsumsi Listrik
kWh 248.298 274.533 252.116
Electricity Consumption
Luas Bangunan
m² 7.697 7.697 8.468
Building Area
Intensitas Listrik
kWh/m² 32,26 35,67 29,77
Electricity Intensity
Jumlah Konsumsi Energi BBM & Listrik
GJ 2.415 2.435 2.507
Total Fuel & Electricity Energy Consumption
Produksi (Pendapatan Asuransi) Miliar Rupiah
9.107 8.537 7.710
Production (Insurance Revenue) Billion Rupiah
Intensitas Energi GJ/Miliar Rupiah
0,27 0,29 0,33
Energy Intensity GJ/Billion Rupiah
Penggunaan energi listrik di Kantor Pusat Tugu Insurance, Electricity usage at the Tugu Insurance Head Office, where
yang seluruh ruangannya dilengkapi dengan pendingin all rooms are equipped with air conditioning, demonstrates
udara, menunjukkan tingkat efisiensi yang sangat baik. a very high level of efficiency. Based on the reference from
Berdasarkan acuan Tabel Nilai Intensitas Konsumsi Energi the Table of Energy Consumption Intensity (IKE) Value
(IKE) Standar Bangunan Gedung Perkantoran Pemerintah, for the Government Office Building Standards, electricity
konsumsi listrik tercatat sebesar 32,26 kWh/m²/tahun, consumption was recorded at 32.26 kWh/m²/year, placing
sehingga masuk dalam kategori Sangat Efisien. it in the Very Efficient category.
Nilai IKE Standar Gedung Perkantoran Pemerintah (Permen ESDM No. 13 Tahun 2012)
IKE Value for Government Office Buildings Standards (ESDM Ministerial Regulation No. 13 of 2012)
Ber-AC Ber-AC Tanpa AC Tanpa AC
Kriteria (kWh/m²/bulan) (kWh/m²/tahun) (kWh/m²/bulan) (kWh/m²/tahun)
Criteria With AC With AC Without AC Without AC
(kWh/m2/month) (kWh/m2/year) (kWh/m2/month) (kWh/m2/year)
Sangat Efisien
<8,5 <120 <3,4 <40,8
Very Efficient
Efisien
8,5–14 120–168 3,4–5,6 40,8–67,2
Efficient
Cukup Efisien
14–18,5 168–222 5,6–7,4 67,2–88,8
Quite Efficient
Boros
>18,5 >222 >7,4 >88,8
Not Efficient
Sumber: Jurnal Teknik Mesin (JTM): Vol. 06, Edisi Spesial 2017 | Source: Journal of Mechanical Engineering (JTM): Vol. 06, Special Edition 2017
*konversi dalam setahun | Conversion in a year
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Penggunaan Air [OJK F.8][ESG E-04] Water Use [OJK F.8][ESG E-04]
Penggunaan air di lingkungan Tugu Insurance pada Water usage within Tugu Insurance is generally intended
umumnya diperuntukkan bagi kebutuhan operasional for office operational needs, such as sanitation and other
perkantoran, seperti sanitasi dan keperluan rumah tangga office household purposes. The water source is supplied by
kantor. Sumber air yang digunakan berasal dari Perusahaan Perusahaan Daerah Air Minum (PDAM).
Daerah Air Minum (PDAM).
Selama periode pelaporan, total konsumsi air tercatat During the reporting period, total water consumption was
sebesar 29,47 megaliter. Jumlah ini mengalami penurunan recorded at 29.47 megaliters. This represents a significant
yang signifikan dibandingkan tahun sebelumnya, seiring decrease compared to the previous year, following the
dengan penerapan himbauan penghematan air di seluruh implementation of water-saving initiatives throughout Tugu
lingkungan kerja Tugu Insurance. Insurance’s work environment.
Pemakaian Air di Kantor Pusat
Water Use at Head Office
Sumber Satuan
2025 2024 2023
Source Unit
PDAM m³ 29.475 25.168 27.064
Jumlah Pemakaian Air m³ 29.475 25.168 27.064
Number of Water Use
Liter (L)
29.475.000 25.168.000 27.064.000
Liters (L)
Mega Liter (ML)
29,47 25,17 27,06
Megaliter (ML)
Catatan: Terdapat penyesuaian kembali (restatement) atas data tahun 2024, dikarenakan adanya miskalkulasi.
Note: There is a restatement of the 2024 data due to a miscalculation.
Keanekaragaman Hayati [OJK F.9, F.10][GRI 304-1][ESG Biodiversity [OJK F.9, F.10][GRI 304-1][ESG E-06, E-07]
E-06, E-07]
Tugu Insurance memahami pentingnya menjaga Tugu Insurance understands the importance of maintaining
keseimbangan antara pencapaian kinerja usaha dan upaya a balance between business performance achievements
pelestarian lingkungan hidup. Kesadaran ini mendorong and environmental preservation efforts. This awareness
Perseroan untuk berperan aktif dalam memberikan dampak drives the Company to play an active role in generating
positif bagi lingkungan, salah satunya melalui dukungan positive environmental impact, including support for
terhadap investasi yang sejalan dengan prinsip usaha investments aligned with sustainable business principles
berkelanjutan dan perlindungan lingkungan. and environmental protection.
Selain itu, Perseroan secara konsisten berupaya In addition, the Company consistently strives to minimize
meminimalkan dampak negatif dari kegiatan operasional the negative impacts of operational activities by
dengan menerapkan berbagai kebijakan serta inisiatif implementing various policies and sustainability initiatives
keberlanjutan di lingkungan kerja, baik di Kantor Pusat in the workplace, both at the Head Office and branch
maupun kantor-kantor cabang. Langkah-langkah tersebut offices. These measures are part of the Company’s
merupakan bagian dari komitmen Perseroan dalam commitment to supporting the achievement of Net Zero
mendukung pencapaian target Net Zero Emission dan Emission targets and the reduction of Greenhouse Gas
pengurangan emisi Gas Rumah Kaca (GRK), yang meliputi: (GHG) emissions, which include: [ESG E-06, E-07]
[ESG E-06, E-O7]
1. Penerapan penghematan energi melalui pengurangan 1. Implementing energy savings by reducing electricity
konsumsi listrik di kantor; consumption in offices;
2. Pengendalian dan penghematan penggunaan 2. Controlling and conserving fuel usage;
bahan bakar;
3. Pendorongan penerapan gaya hidup ramah lingkungan 3. Promoting eco-friendly (go green) lifestyles among all
(go green) kepada seluruh pekerja; dan employees; and
4. Pengurangan penggunaan kertas dengan 4. Reducing paper usage by optimizing the use of online
mengoptimalkan pemanfaatan teknologi daring untuk technology to minimize physical documents and manual
meminimalkan dokumen fisik dan proses kerja manual. work processes.
Dalam pengelolaan portofolio asuransi, Tugu Insurance In managing its insurance portfolio, Tugu Insurance also
juga menerapkan pendekatan kehati-hatian dengan adopts a prudential approach by considering environmental
mempertimbangkan aspek lingkungan hidup sebagai aspects as part of its commitment to sustainable finance.
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bagian dari komitmen terhadap keuangan berkelanjutan. In terms of operational locations, all of the Company’s
Dari sisi lokasi operasional, seluruh kegiatan Perseroan activities are conducted outside protected areas and
tidak berada di kawasan lindung maupun wilayah dengan regions with high biodiversity levels beyond forest reserves.
tingkat keanekaragaman hayati tinggi di luar kawasan
hutan lindung.
Dengan demikian, operasional kegiatan perasuransian As such, the Company’s insurance operations do not cause
Perseroan tidak menimbulkan dampak signifikan terhadap significant impacts on biodiversity, including protected flora
keanekaragaman hayati, termasuk terhadap spesies and fauna species. There are no species listed on the
flora dan fauna yang dilindungi. Tidak terdapat spesies International Union for Conservation of Nature (IUCN) Red
dalam Daftar Merah International Union for Conservation List or on the national conservation list whose habitats are
of Nature (IUCN) maupun spesies yang tercantum dalam affected by the Company’s activities based on extinction
daftar konservasi nasional yang habitatnya terdampak oleh risk levels. [GRI 304-1, 304-2, 304-3, 304-4]
kegiatan Perseroan berdasarkan tingkat risiko kepunahan.
[GRI 304-1, 304-2, 304-3, 304-4]
Pada periode pelaporan, Perseroan turut melaksanakan During the reporting period, the Company also carried
kegiatan pelestarian keanekaragaman hayati melalui out biodiversity conservation activities through the Bakti
program Bakti Tugu Pilar Lingkungan Hidup berupa Tugu Environmental Pillar program, which involved planting
penanaman sebanyak 10.800 bibit mangrove. Namun 10,800 mangrove seedlings. However, this program did
demikian, program tersebut tidak mencakup kegiatan not include activities for the protection or restoration of
perlindungan atau restorasi habitat tertentu. specific habitats.
Emisi [OJK F.11, F.12][ESG E-01, E-02] Emissions [OJK F.11, F.12][ESG E-01, E-02]
Aktivitas operasional Tugu Insurance berpotensi Tugu Insurance’s operational activities have the potential to
menghasilkan emisi Gas Rumah Kaca (GRK) yang generate Greenhouse Gas (GHG) emissions from electricity
bersumber dari penggunaan energi listrik dan BBM. Emisi and fuel usage. The resulting GHG emissions are classified
GRK yang dihasilkan diklasifikasikan ke dalam emisi into Scope 1, Scope 2, and Scope 3 emissions.
cakupan 1, cakupan 2, dan cakupan 3.
Emisi GRK cakupan 1 berasal dari penggunaan BBM jenis Scope 1 GHG emissions come from the use of premium
premium pada kendaraan operasional Perseroan. Emisi fuel in the Company’s operational vehicles. Scope 2
cakupan 2 bersumber dari konsumsi listrik pada gedung emissions originate from electricity consumption in office
perkantoran, sedangkan emisi cakupan 3 berasal dari buildings, while Scope 3 emissions are generated from
aktivitas perjalanan dinas menggunakan pesawat udara. business travel activities using airplanes.
Perhitungan emisi GRK cakupan 1 (BBM) dilakukan dengan Scope 1 GHG emissions (fuel) are calculated using the
menggunakan metode Tier-1, yang lazim diterapkan di Tier-1 method, commonly applied in Indonesia and other
Indonesia dan negara-negara non-Annex I, yaitu dengan non-Annex I countries, namely by multiplying energy
mengalikan data konsumsi energi dengan faktor emisi baku consumption data with the standard emission factor from
dari IPCC (Intergovernmental Panel on Climate Change). the IPCC (Intergovernmental Panel on Climate Change).
Pada tahun pelaporan 2025, emisi GRK cakupan 1 tercatat In the 2025 reporting year, Scope 1 GHG emissions were
sebesar 109.945 kgCO2eq. recorded at 109,945 kgCO2eq.
Emisi GRK Cakupan 1 (BBM) Scope 1 GHG Emissions (Fuel)
Berdasarkan Volume BBM
Based on Fuel Volume
Jenis BBM Satuan
2025 2024 2023
Type of Fuel Unit
Konsumsi BBM Premium Liter
43.295 40.598 43.108
Fuel Consumption - Premium Liters
Konsumsi BBM Solar Liter
2.580 2.978 4.942
Fuel Consumption - Diesel Liters
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Berdasarkan Energi dan Faktor Emisi IPCC
Based on Energy and IPCC Emission Factors
Uraian Satuan
2025 2024 2023
Description Unit
Konsumsi Energi BBM - Premium
TJ 1,48 1,45 1,42
Fuel Energy Consumption - Premium
Konsumsi Energi BBM - Solar
TJ 0,10 0,11 0,18
Fuel Energy Consumption - Diesel
Faktor Emisi Premium
kgCO2/TJ 69.300 69.300 69.300
Premium Emission Factor
Faktor Emisi Solar
kgCO2/TJ 74.100 74.100 74.100
Diesel Emission Factor
Emisi GRK Cakupan 1
kgCO2eq 109.945 100.274 111.767
Scope 1 GHG Emissions
*Pedoman Penyelenggaraan Inventarisasi Gas Rumah Kaca Nasional - Kementerian Lingkungan Hidup 2012 (ref: IPCC 2006)
*Guidelines for the Implementation of the National Greenhouse Gas Inventory - Ministry of Environment 2012 (ref: IPCC 2006)
Penghitungan emisi GRK Cakupan 2 (listrik) mengacu The calculation of Scope 2 GHG emissions (electricity)
pada pedoman perhitungan emisi dari konsumsi listrik refers to the emission calculation guidelines from electricity
(kWh) sebagaimana ditetapkan oleh Direktorat Jenderal consumption (kWh) as established by the Directorate
Ketenagalistrikan Kementerian ESDM tahun 2017. Selama General of Electricity of the Ministry of Energy and
periode pelaporan 2025, emisi GRK cakupan 2 tercatat Mineral Resources in 2017. During the 2025 reporting
sebesar 231.910 kgCO2eq. period, Scope 2 GHG emissions were recorded at
231,910 kgCO2eq.
Emisi GRK Cakupan 2 (Listrik)
Scope 2 GHG Emissions (Electricity)
Uraian Satuan
2025 2024 2023
Description Unit
Konsumsi Listrik
kWh 248.298 274.533 252.116
Electricity Consumption
Faktor Emisi Default
kgCO2/kWh 0,934 0,934 0,934
Default Emission Factor
Emisi GRK Cakupan 2
kgCO2eq 231.910 256.414 235.476
Scope 2 GHG Emissions
*Perhitungan Emisi GRK dari pemakaian kWh listrik berdasarkan ketentuan dari Dirjen Kelistrikan Kementerian ESDM (2017)
*Calculation of GHG Emissions from electricity consumption in kWh based on the provisions of the Directorate General of Electricity of the Ministry of ESDM (2017)
Adapun perhitungan emisi GRK Cakupan 3 didasarkan The calculation of Scope 3 GHG emissions is based on
pada aktivitas perjalanan dinas menggunakan transportasi business travel activities using air transportation, referring
udara dengan mengacu pada standar ICAO (International to the ICAO (International Civil Aviation Organization)
Civil Aviation Organization). Sepanjang periode pelaporan, standards. During the reporting period, business travel by
perjalanan dinas menggunakan pesawat udara airplane generated emissions of 23,142 kgCO2eq.
menghasilkan emisi sebesar 23.142 kgCO2eq.
Emisi GRK Cakupan 3 (Perjalanan Dinas Pesawat)
Scope 3 GHG Emissions (Aircraft Business Travel)
Uraian Satuan
2025 2024 2023
Description Unit
Dewan Komisaris
kgCO2eq 657 - -
Board of Commissioners
Direksi
kgCO2eq 22.485 17.519 35.625
Board of Directors
Jumlah
kgCO2eq 23.142 17.519 35.625
Total
* Perjalanan Dinas Direksi dengan Pesawat Terbang, sedangkan Dewan Komisaris belum dilakukan penghitungan
** ICAO Calculator (https://applications.icao.int/icec)
* Business Travel of the Board of Directors by Airplane, while emissions for the Board of Commissioners have not yet been calculated
** ICAO Calculator (https://applications.icao.int/icec)
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Emisi GRK [ESG E-01]
GHG Emissions [ESG E-01]
(dalam tCO2eq) | (in tCO2eq)
Sumber Emisi Satuan
2025 2024 2023
Source of Emission Unit
Kategori 1: Emisi GRK Langsung dan Pembuangan
Category 1: Direct GHG Emissions and Disposal
Emisi Langsung dari Pembakaran Bergerak
(Kendaraan Bermotor)
tCO2eq 109,95 100,27 111,77
Direct Emissions from Mobile Combustion
(Motor Vehicles)
Jumlah Emisi Langsung (Scope 1)
tCO2eq 109,95 100,27 111,77
Total Direct Emissions (Scope 1)
Kategori 2: Emisi GRK Tidak Langsung dari Energi yang Diimpor/Dibeli
Category 2: Indirect GHG Emissions from Imported/Purchased Energy
Emisi Tidak Langsung dari Konsumsi Listrik
yang Diimpor/Dibeli
tCO2eq 231,91 256,41 235,48
Indirect Emissions from Imported/
Purchased Electricity Consumption
Jumlah Emisi Tidak Langsung (Scope 2)
tCO2eq 231,91 256,41 235,48
Total Indirect Emissions (Scope 2)
Kategori 3: Emisi GRK Tidak Langsung dari Transportasi
Category 3: Indirect GHG Emissions from Transportation
Perjalanan Dinas
tCO2eq 23,14 17,52 35,63
Business Travel
Jumlah Emisi Tidak Langsung dari
Transportasi
tCO2eq 23,14 17,52 35,63
Total Indirect Emissions from
Transportation
Kategori 6: Emisi GRK Tidak Langsung dari Sumber Lainnya
Category 6: Indirect GHG Emissions from Other Sources
Jumlah Emisi Tidak Langsung (Scope 3)
tCO2eq 23,14 17,52 35,63
Total Indirect Emissions (Scope 3)
Jumlah Emisi GRK (Scope 1 dan 2)
tCO2eq 341,86 356,69 347,24
Total GHG Emissions (Scope 1 and 2)
Jumlah Emisi GRK (Scope 1, 2, dan 3)
tCO2eq 365,00 374,21 382,87
Total GHG Emissions (Scope 1, 2, and 3)
Berdasarkan total emisi GRK dari Cakupan 1, 2, dan Based on total GHG emissions from Scopes 1, 2, and 3,
3, Perseroan menghitung intensitas emisi dengan the Company calculates emission intensity by comparing
membandingkannya terhadap total pendapatan asuransi. it to insurance revenue. During the reporting period,
Pada periode pelaporan, intensitas emisi GRK tercatat GHG emission intensity was recorded at 0.04 tCO2eq/
sebesar 0,04 tCO2eq/miliar Rupiah. billion Rupiah.
Intensitas Emisi GRK (ESG E-02)
GHG Emissions Intensity (ESG E-02)
Uraian Satuan
2025 2024 2023
Description Unit
Emisi GRK Cakupan 1
kgCO2eq 109.945 100.274 111.767
Scope 1 GHG Emissions
Emisi GRK Cakupan 2
kgCO2eq 231.910 256.414 235.476
Scope 2 GHG Emissions
Emisi GRK Cakupan 3
kgCO2eq 23.142 17.519 35.625
Scope 3 GHG Emissions
Jumlah Emisi GRK
kgCO2eq 23.142 374.206 382.868
Total GHG Emissions
tCO2eq 364,99 374,21 382,87
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Uraian Satuan
2025 2024 2023
Description Unit
Produksi (Pendapatan Asuransi) Miliar Rupiah
9.107 8.537 7.710
Production (Insurance Revenue) Billion Rupiah
Pendapatan Miliar Rupiah
2.284 1.714 3.591
Revenue Billion Rupiah
Intensitas Emisi GRK terhadap Produksi tCO2eq/miliar Rp
0,04 0,04 0,05
GHG Emission Intensity by Production tCO2eq/billion IDR
Intensitas Emisi GRK terhadap Pendapatan tCO2eq/miliar Rp
0,16 0,22 0,11
GHG Emission Intensity by Revenue tCO2eq/billion IDR
Pengelolaan Limbah dan Efluen [OJK F.13, F.14, F.15][ESG Waste and Effluent Management [OJK F.13, F.14, F.15]
E-05] [ESG E-05]
Sebagai bagian dari komitmen menjaga kelestarian As part of its commitment to environmental sustainability,
lingkungan, Tugu Insurance berupaya menekan jumlah Tugu Insurance strives to minimize the amount of waste
limbah yang dihasilkan dari kegiatan operasional. Jenis generated from operational activities. The dominant type of
limbah yang dominan dihasilkan adalah limbah domestik waste produced is domestic or non-hazardous solid waste
atau limbah padat non-B3, yang pengelolaannya diserahkan (non-B3), which is managed by authorized and certified third
kepada pihak ketiga yang berwenang dan tersertifikasi, parties, such as building management companies.
seperti pengelola gedung.
Pada tahun 2025, jumlah limbah padat non-B3 yang In 2025, the amount of non-hazardous solid waste
dihasilkan dari Gedung Wisma Tugu Kantor Pusat generated from Wisma Tugu Head Office reached 68 tons
mencapai 68 ton dan seluruhnya diserahkan kepada Dinas and all of which were handed over to the Environmental
Lingkungan Hidup (DLH) DKI Jakarta untuk dikelola lebih Agency (DLH) of DKI Jakarta for further management. [ESG
lanjut. [ESG E-05] E-05]
Perseroan tidak menghasilkan limbah B3 dalam jumlah The Company does not generate a significant amount
signifikan serta tidak melakukan pengolahan limbah secara of hazardous waste (B3) and does not manage waste
mandiri. Oleh karena itu, informasi mengenai limbah B3 independently. Therefore, information on hazardous waste
dan mekanisme pengelolaannya tidak disajikan dalam and its management mechanisms is not presented in
laporan ini. this report.
Pengaduan Terkait Lingkungan Hidup [OJK F.16] Complaints Related to the Environment [OJK F.16]
Tugu Insurance berkomitmen untuk mematuhi seluruh Tugu Insurance is committed to complying with all
ketentuan peraturan perundang-undangan, termasuk applicable laws and regulations, including those
yang berkaitan dengan perlindungan lingkungan hidup. related to environmental protection. In order to support
Dalam rangka mendukung transparansi dan akuntabilitas, transparency and accountability, the Company provides
Perseroan membuka ruang partisipasi bagi pemangku channels for stakeholders to submit complaints, feedback,
kepentingan untuk menyampaikan pengaduan, kritik, or suggestions.
maupun masukan.
Sarana pengaduan disediakan melalui Tugu Insurance Complaint channels are available through the Tugu
Assistant (Call TIA) di nomor 1500 458 serta melalui Insurance Assistant (Call TIA) at 1500 458 and via the
saluran Whistleblowing System (WBS). Selama periode Whistleblowing System (WBS). During the reporting
pelaporan, tidak terdapat pengaduan yang berkaitan dengan period, there were no complaints related to violations of
pelanggaran terhadap peraturan lingkungan hidup. environmental regulations.
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Aspek Sosial
Social Aspect
Keberlanjutan usaha Perseroan sangat ditentukan oleh The sustainability of the Company’s business is strongly
keterlibatan aktif karyawan, masyarakat, dan konsumen determined by the active involvement of employees,
sebagai bagian integral dari proses bisnis. Oleh karena communities, and customers as integral parts of the
itu, penerapan prinsip keberlanjutan dilakukan secara business process. Therefore, the implementation of
seimbang dengan memperhatikan dimensi ekonomi, sosial, sustainability principles is carried out in a balanced
dan lingkungan. manner by considering the economic, social, and
environmental dimensions.
Untuk memastikan kontribusi nyata terhadap kinerja To ensure a tangible contribution to performance and long-
dan keberlanjutan jangka panjang, perusahaan perlu term sustainability, the Company needs to properly manage
mengelola isu-isu sosial secara tepat, mencakup aspek social issues, including community aspect, employment,
kemasyarakatan, ketenagakerjaan, serta produk dan as well as products and services for customers. Tugu
layanan kepada konsumen. Tugu Insurance menempatkan Insurance places social sustainability issues as an
isu keberlanjutan sosial sebagai pertimbangan penting important consideration in decision-making across all
dalam pengambilan keputusan di seluruh lini operasional. operational lines. In line with this, the Company discloses
Sejalan dengan hal tersebut, Perseroan mengungkapkan its sustainability performance on social aspect through
kinerja keberlanjutan aspek sosial melalui berbagai various initiatives and corporate social responsibility
inisiatif dan program tanggung jawab sosial, bidang programs, employment, community, as well as products
ketenagakerjaan, kemasyarakatan, serta produk dan and customer services sectors. Evaluations of business
pelayanan kepada konsumen. Evaluasi atas proses bisnis processes and the implementation of social responsibility
dan pelaksanaan tanggung jawab sosial dilakukan secara are conducted periodically to ensure program effectiveness,
berkala guna memastikan efektivitas program, kesesuaian alignment with stakeholders’ needs, and support for
dengan kebutuhan pemangku kepentingan, serta national economic growth.
dukungannya terhadap pertumbuhan ekonomi nasional.
Ketenagakerjaan Employment
Tenaga kerja merupakan aset strategis dalam mendukung The workforce is a strategic asset in supporting company
keberlangsungan usaha dan penciptaan nilai perusahaan. business continuity and value creation. Tugu Insurance
Tugu Insurance memberikan perhatian serius terhadap places serious attention on human resource management,
pengelolaan sumber daya manusia, antara lain including the implementation of occupational health and
melalui penerapan keselamatan dan kesehatan kerja, safety, continuous employee capability development,
pengembangan kapabilitas karyawan secara berkelanjutan, enhancement of training quality in line with organizational
peningkatan kualitas pelatihan sesuai kebutuhan needs, improvement of productivity, and alignment of
organisasi, peningkatan produktivitas, serta penyelarasan performance with a fair compensation system.
kinerja dengan sistem kompensasi yang adil.
Pengelolaan ketenagakerjaan berada di bawah tanggung Employment management is under the responsibility of
jawab Human Capital Management (HCM Group), yang the Human Capital Management (HCM Group), which
bertanggung jawab langsung kepada Direktur Keuangan reports directly to the Finance & Corporate Services
& Layanan Korporat. Menyadari pentingnya SDM yang Director. Recognizing the importance of competent human
kompeten, Perseroan menerapkan pendekatan Competency resources, the Company adopts a Competency-Based
Based, di mana standar kompetensi dijadikan dasar dalam approach, whereby competency standards serve as the
seluruh siklus pengelolaan SDM, mulai dari rekrutmen, foundation throughout the entire HR management cycle,
penempatan, hingga pengembangan karyawan. [GRI 3-3] from recruitment and placement to employee development.
[GRI 3-3]
Kesetaraan Kesempatan Kerja [OJK F.18 ] Equal Employment Opportunity [OJK F.18]
Tugu Insurance menjunjung tinggi prinsip kesetaraan dan Tugu Insurance upholds the principles of equality and
kesempatan kerja sebagai bagian dari komitmen terhadap equal employment opportunity as part of its commitment
penghormatan hak asasi manusia. Kebijakan ini diatur to respecting human rights. This policy is regulated
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dalam Perjanjian Kerja Bersama (PKB) dan diterapkan tanpa under the Collective Labor Agreement (PKB) and is
diskriminasi berdasarkan gender, ras, agama, suku, maupun implemented without discrimination based on gender, race,
golongan, baik dalam proses rekrutmen, pengembangan religion, ethnicity, or social group, whether in recruitment
karier, sistem remunerasi, maupun penetapan jabatan. processes, career development, remuneration systems, or
position appointments.
Sepanjang tahun 2025, tidak terdapat insiden diskriminasi Throughout 2025, there were no incidents of discrimination
maupun pelanggaran hak asasi manusia di lingkungan or human rights violations within the Company’s
Perseroan. Prinsip kesetaraan juga diterapkan dalam akses environment. The principle of equality is also applied in
terhadap jaminan kesehatan, di mana tanggungan karyawan access to health benefits, where dependents of both female
perempuan dan laki-laki diperlakukan secara setara. [ESG and male employees are treated equally. [ESG S-07, S-08,
S-07, S-08, S-09] S-09]
S-01 Kesetaraan Gender
S-01 Gender Equality
Laki-laki Perempuan
Male Female
Level Jabatan Persentase Persentase
Job Level Jumlah Karyawan Karyawan (%) Jumlah Karyawan Karyawan (%)
Number of Employees Percentage of Number of Employees Percentage of
Employees (%) Employees (%)
Executive-level 21 4,72 6 1,35
Senior-level 64 14,38 19 4,27
Mid-level 128 28,76 77 17,30
Entry-level 61 13,71 69 15,51
Jumlah Karyawan
274 61,57 171 38,43
Total Employees
S-02 Jumlah Level Karyawan yang Dimiliki oleh Laki-laki dan Perempuan berdasarkan Kelompok Umur
S-02 Number of Employee Levels Held by Male and Female Employees by Age Group
Level Jabatan
Job Level
Rentang Jumlah
Usia (Tahun) Karyawan
Entry-Level Mid-Level Senior-Level Executive-Level
Age Range Number of
(years old) Employees
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female Male Female
18-25 6 8 4 8 - - - - 26
26-35 29 46 42 37 3 - - - 157
36-45 22 15 61 22 29 11 10 2 172
46-55 4 - 17 10 19 7 6 4 67
>55 - - 4 13 1 5 - 23
Jumlah
61 69 128 77 64 19 21 6 445
Total
S-04 Jumlah Karyawan Sementara
S-04 Number of Temporary Employees
Jumlah Karyawan Percentage Karyawan
Uraian (dalam tahun pelaporan) (dalam tahun pelaporan
Description Number of Employees Percentage of Employees
(in the reporting year) (in the reporting year)
Jumlah Karyawan Perseroan yang dipegang oleh
Kontraktor dan/atau konsultan
156 25,96%
Number of the Company’s employees engaged by
Contractors and/or consultants
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S-07 Jumlah Kejadian Pelanggaran Hak Asasi Manusia
S-07 Number of Human Rights Violation Incidents
Jumlah pelanggaran Hak Asasi Manusia dalam Tahun Pelaporan Tidak ada pelanggaran HAM dalam tahun pelaporan.
Number of Human Rights Violations in the Reporting Year There were no human rights violations in the reporting year.
Tenaga Kerja Anak dan Tenaga Kerja Paksa [OJK F.19] Child Labor and Forced Labor [OJK F.19]
Perseroan memastikan praktik ketenagakerjaan The Company ensures that employment practices are
dilaksanakan sesuai dengan peraturan perundang-undangan carried out in compliance with applicable laws and
yang berlaku. Tugu Insurance mematuhi Undang-Undang regulations. Tugu Insurance adheres to Law No. 13 of 2003
No. 13 Tahun 2003 tentang Ketenagakerjaan, termasuk on Manpower, including provisions on the minimum working
ketentuan usia minimum pekerja dan jam kerja, yaitu 8 jam age and working hours, namely 8 hours per day and 40
per hari dan 40 jam per minggu untuk 5 hari kerja. hours per week for a 5-day workweek.
Perseroan tidak mempekerjakan tenaga kerja di bawah The Company does not employ workers under 18 years
usia 18 tahun dan menerapkan kebijakan larangan kerja old and implements a prohibition of forced labor as
paksa sebagaimana diatur dalam PKB. Dengan penerapan stipulated in the Collective Labor Agreement (PKB). With
kebijakan tersebut, selama periode pelaporan 2025 tidak the implementation of these policies, during the 2025
ditemukan kasus tenaga kerja anak maupun kerja paksa di reporting period, no cases of child labor or forced labor
lingkungan Perseroan. [ESG S-10] were identified within the Company. [ESG S-10]
Upah Minimum Regional [OJK F.20][GRI 2-21] Regional Minimum Wage [OJK F.20][GRI 2-21]
Tugu Insurance menerapkan sistem remunerasi yang Tugu Insurance implements a competitive and performance-
kompetitif dan berbasis kinerja pada seluruh jenjang based remuneration system across all job levels, including
jabatan, termasuk bagi karyawan tingkat awal. Sesuai entry-level employees. In accordance with prevailing laws
ketentuan perundang-undangan, Perseroan memberikan and regulations, the Company provides remuneration to
remunerasi kepada karyawan dengan golongan employees in the lowest grade above the Regional Minimum
terendah di atas Upah Minimum Regional (UMR) yang Wage (UMR) set by the government.
ditetapkan pemerintah.
Remunerasi Karyawan Terendah dan UMR
Lowest Employee Remuneration and UMR
UMR (Rp)
Kantor Provinsi Rasio
No. Regional Minimum
Office Province Ratio
Wate (IDR)
1 Kantor Pusat & Jakarta PoSS DKI Jakarta 5.396.761 1:1
Head Office & PoSS Jakarta
2 PoSS Bandung, Bekasi, Bogor, Cirebon Jawa Barat 2.191.232 1,6 : 1
Bandung, Bekasi, Bogor, Cirebon PoSS West Java
3 PoSS Semarang & Solo Jawa Tengah 2.169.349 2:1
Semarang & Solo PoSS Central Java
4 PoSS Surabaya & Malang Jawa Timur 2.305.985 1,9 : 1
Surabaya & Malang PoSS East Java
5 PoSS Yogyakarta Daerah Istimewa Yogyakarta 2.264.081 2,3 : 1
Yogyakarta PoSS Special Region of Yogyakarta
6 PoSS Banten Banten 2.905.120 1,9 : 1
Banten PoSS
7 PoSS Denpasar Bali 2.996.561 1,9 : 1
Denpasar PoSS
8 PoSS Aceh Aceh 3.685.616 3,7 : 1
Aceh PoSS
9 PoSS Medan Sumatera Utara 2.992.559 2,3 : 1
Medan PoSS North Sumatra
10 PoSS Palembang Sumatera Selatan 3.681.571 1,1 : 1
Palembang PoSS South Sumatra
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UMR (Rp)
Kantor Provinsi Rasio
No. Regional Minimum
Office Province Ratio
Wate (IDR)
11 PoSS Padang Sumatera Barat 2.994.193 1,3 : 1
Padang PoSS West Sumatra
12 PoSS Lampung Lampung 2.893.070 1,4 : 1
Lampung PoSS
13 PoSS Pekanbaru Riau 3.508.776 1,2 : 1
Pekanbaru PoSS
14 PoSS Jambi Jambi 3.234.535 1,7 : 1
Jambi PoSS
15 PoSS Balikpapan & Samarinda Kalimantan Timur 3.579.314 1,2 : 1
Balikpapan & Samarinda PoSS East Kalimantan
16 PoSS Pontianak Kalimantan Barat 2.878.286 1,1 : 1
Pontianak PoSS West Kalimantan
17 PoSS Banjarmasin Kalimantan Selatan 3.496.195 1,6 : 1
Banjarmasin PoSS South Kalimantan
18 PoSS Makassar Sulawesi Selatan 3.657.527 1,7 : 1
Makassar PoSS South Sulawesi
19 PoSS Palu Sulawesi Tengah 2.915.000 1,7 : 1
Palu PoSS Central Sulawesi
Seluruh imbal Jasa Karyawan Tingkat Terendah (Rp) sudah All the lowest level employee compensation (Rp) is above
berada di atas UMR Setempat. the local minimum wage (UMR).
Selain gaji, Perseroan memberikan kompensasi total In addition to salaries, the Company provides total annual
tahunan yang mencakup bonus, saham atau opsi saham, compensation that includes bonuses, shares or stock
insentif non-ekuitas, perubahan nilai manfaat pensiun, options, non-equity incentives, changes in pension benefit
serta non-qualified deferred compensation earning. value, as well as non-qualified deferred compensation
Kebijakan kompensasi tersebut mempertimbangkan gaji earnings. The compensation policy considers base salary,
pokok, kompensasi tunai total, serta kompensasi langsung total cash compensation, and direct compensation,
termasuk insentif jangka panjang. Pada tahun 2025, rasio including long-term incentives. In 2025, the Company’s total
kompensasi total tahunan Perseroan tercatat sebesar annual compensation ratio was recorded at 757.97%.
757,97%.
Perputaran Karyawan [ESG S-03 ] Employee Turnover [ESG S-03]
Selama tahun 2025, Tugu Insurance mencatat tingkat During 2025, Tugu Insurance recorded an employee
perputaran karyawan sebesar 14,91%. Pemberhentian turnover rate of 14.91%. Employment terminations occurred
hubungan kerja terjadi karena berbagai faktor, antara due to various factors, including normal retirement, death,
lain pensiun normal, meninggal dunia, pengunduran diri, resignation, and other reasons.
maupun alasan lainnya.
S-03 Tingkat Pergantian Karyawan
S-03 Employee Turnover Rate
Jumlah Karyawan Persentase Karyawan
Uraian (dalam tahun pelaporan)* (dalam tahun pelaporan)
Description Number of Employees Percentage of Employees
(in the reporting year)* (in the reporting year)
Jumlah karyawan resign/pemutusan hubungan kerja
68 14,91%
Number of employees who resigned/employment terminated
Jumlah karyawan baru/pengganti
54 11,84%
Number of new/replacement employees
*Jumlah karyawan dalam tahun pelaporan 2025 sebanyak 445 orang
*Total employees in the 2025 reporting year amounted to 445 employees.
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Karyawan Sementara [ESG S-04 ] Temporary Employees [ESG S-04]
Komposisi tenaga kerja Tugu Insurance terdiri dari The composition of Tugu Insurance’s workforce consists of
pekerja waktu tidak tertentu (karyawan tetap), pekerja permanent employees (indefinite-term employees), fixed-
waktu tertentu (karyawan kontrak), pekerja perbantuan term employees (contract employees), seconded employees
dari PT Pertamina (Persero), serta karyawan tetap yang from PT Pertamina (Persero), as well as permanent
diperbantukan di entitas anak. Pada periode pelaporan employees assigned to subsidiaries. During the 2025
2025, jumlah karyawan yang dikelola oleh kontraktor atau reporting period, the number of employees managed by
konsultan tercatat sebanyak 156 orang atau setara dengan contractors or consultants was recorded at 156 people,
25,96% dari total tenaga kerja. equivalent to 25.96% of the total workforce.
S-04 Jumlah Karyawan Sementara
S-04 Number of Temporary Employees
Jumlah Karyawan Persentase Karyawan
Uraian (dalam tahun pelaporan) (dalam tahun pelaporan)
Description Number of Employees Percentage of Employees
(in the reporting year) (in the reporting year)
Jumlah Karyawan Perusahaan yang dipegang oleh kontraktor
dan/atau konsultan
156 25,96%
Number of the Company’s Employees engaged by contractors
and/or consultants
Lingkungan Kerja yang Layak dan Aman [OJK F.21] Decent and Safe Working Environment [OJK F.21]
Perseroan berkomitmen menyediakan lingkungan kerja yang The Company is committed to providing a safe, healthy,
aman, sehat, dan nyaman sesuai prinsip Keselamatan dan and comfortable working environment in accordance with
Kesehatan Kerja (K3) guna mendukung peningkatan kinerja Occupational Health and Safety (OHS) principles to support
karyawan. Komitmen ini sejalan dengan Peraturan Menteri improved employee performance. This commitment is
Ketenagakerjaan No. 5 Tahun 2018 tentang K3 Lingkungan aligned with Minister of Manpower Regulation No. 5 of
Kerja. Oleh karena itu, aspek keselamatan dan kesehatan 2018 on Occupational Health and Safety in the Work
kerja menjadi topik penting dalam pelaporan keberlanjutan Environment. Therefore, occupational health and safety
Perseroan. [GRI 403] is an important topic in the Company’s sustainability
reporting. [GRI 403]
Penerapan Sistem Manajemen Keselamatan dan Kesehatan The Occupational Health and Safety Management System
Kerja (SMK3) dilakukan sesuai ketentuan dan pedoman (OHSMS) is carried out in accordance with applicable
yang berlaku, sebagaimana ditetapkan dalam Kebijakan provisions and guidelines, as stipulated in the HSSE Policy
HSSE tanggal 3 September 2018. Kebijakan ini berlaku dated 3 September 2018. This policy applies to all parties
bagi seluruh pihak yang terlibat dalam operasional dan involved in the Company’s operations and business chain.
rantai bisnis Perseroan. Perseroan melakukan berbagai The Company makes various efforts to create a safe and
upaya untuk mewujudkan lingkungan kerja yang aman dan healthy work environment, one of which is by ensuring
sehat salah satunya dengan memastikan terlaksananya that every procedure and work stage is implemented in
setiap prosedur dan tahapan kerja sesuai aturan dan accordance with HSSE rules and policies. This applies
kebijakan HSSE. Hal itu berlaku untuk semua pihak yang to all parties involved in the Company’s operations and
terlibat dalam operasional dan mata rantai Perseroan, mulai chain, from employees, management, business partners, to
dari karyawan, manajemen, mitra kerja, hingga konsumen/ consumers/customers. [ESG S-11]
pelanggan. [ESG S-11]
Pemantauan dan evaluasi penerapan SMK3 dilakukan Monitoring and evaluation of OHSMS implementation
secara berkelanjutan oleh fungsi HSSE & Operation, are conducted continuously by the HSSE & Operation
termasuk pengawasan fasilitas kerja, pelaksanaan K3, function, including supervision of work facilities, OHS
dan tingkat kecelakaan kerja. Hasil evaluasi disampaikan implementation, and workplace accident rates. The
kepada manajemen sebagai dasar perbaikan berkelanjutan. evaluation results are reported to management as a basis
[GRI 3-3] for continuous improvement. [GRI 3-3]
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Sistem Manajemen Keselamatan dan Kesehatan Kerja Occupational Safety and Health Management System [GRI
[GRI 403-1] 403-1]
Tugu Insurance menerapkan SMK3 dengan mengacu pada Tugu Insurance implements the OHSMS in reference to
PP No. 50 Tahun 2012 dan Permenaker No. 5 Tahun 2018. PP No. 50 of 2012 and Minister of Manpower Regulation
Untuk mendukung implementasi tersebut, Perseroan (Permenaker) No. 5 of 2018. To support its implementation,
membentuk Tim Health, Safety, Security & Environment the Company established a Health, Safety, Security &
(HSSE) berdasarkan Surat Keputusan Direksi No. 011/ Environment (HSSE) Team based on Board of Directors’
SKD/CSG/TPI/V/2017 tanggal 24 Mei 2017. Decision Letter No. 011/SKD/CSG/TPI/V/2017 dated 24
May 2017.
Ruang lingkup tugas Tim HSSE meliputi: [ESG S-11] The scope of duties of the HSSE Team includes: [ESG S-11]
1. Penyusunan program kerja K3 dan 1. Preparation of OHS work programs and planning of
perencanaan implementasinya; their implementation;
2. Pelaksanaan dan pengawasan program K3 serta HSSE 2. Implementation and supervision of OHS and HSSE
sesuai ketentuan; programs in accordance with applicable regulations;
3. Pelaksanaan kampanye dan komunikasi keselamatan 3. Conducting safety campaigns and communication to
kepada karyawan; serta employees; and
4. Penyusunan laporan pelaksanaan kegiatan HSSE. 4. Preparation of reports on the implementation of
HSSE activities.
Pelayanan Kesehatan dan Keselamatan Kerja Occupational Health and Safety Services
Pelayanan kesehatan dan keselamatan kerja merupakan Occupational health and safety services are an integral
bagian integral dari penerapan SMK3. Perseroan melakukan part of the implementation of the OHSMS. The Company
identifikasi bahaya, penilaian risiko, serta investigasi conducts comprehensive hazard identification, risk
insiden kerja secara menyeluruh. Seluruh karyawan tanpa assessments, and workplace incident investigations. All
pengecualian tercakup dalam sistem ini dan berhak employees without exception are covered under this system
memperoleh manfaat kesehatan sesuai dengan tingkat and are entitled to health benefits in accordance with their
jabatan masing-masing. respective job levels.
Manfaat kesehatan meliputi jaminan rawat inap dan rawat Health benefits include inpatient and outpatient coverage
jalan bagi karyawan dan keluarga, serta manfaat tambahan for employees and their families, as well as additional
seperti kacamata, perawatan gigi, dan jaminan persalinan. benefits such as eyeglasses, dental care, and maternity
Perseroan juga menyediakan layanan dokter dan fasilitas coverage. The Company also provides on-site doctor
medical check-up bagi karyawan. Selama periode pelaporan, services and medical check-up facilities for employees.
tidak terdapat penyakit akibat kerja. [GRI 403-2, 403-3] During the reporting period, there were no cases of
occupational diseases. [GRI 403-2, 403-3]
Perseroan membuka ruang partisipasi dan komunikasi bagi The Company provides a platform for employee to
karyawan terkait perbaikan aspek K3. Gedung operasional participate and communicate regarding improvements
Perseroan dilengkapi dengan sistem keselamatan in OHS aspects. The Company’s operational building is
berstandar tinggi, antara lain sprinkler otomatis, hidran, equipped with high-standard safety systems, including
APAR, detektor asap, tangga darurat, dan fasilitas P3K, yang automatic sprinklers, hydrants, fire extinguishers, smoke
diperiksa secara berkala. [GRI 403-4, 403-6, 403-10] [GRI detectors, emergency staircases, and first aid facilities, all
403-7] of which are inspected periodically. [GRI 403-4, 403-6, 403-
10] [GRI 403-7]
Upaya pencegahan risiko dilakukan melalui pelatihan Risk prevention efforts are carried out through OHS training,
K3, pelatihan penggunaan perangkat keselamatan, safety equipment usage training, and the appointment
serta penunjukan penanggung jawab K3. Mengingat of OHS officers in charge. Considering relatively low-risk
karakteristik pekerjaan yang relatif berisiko rendah, pada nature of the work, no workplace accidents occurred
periode pelaporan tidak terjadi kecelakaan kerja. Seluruh during the reporting period. All employees (100%) have
karyawan (100%) telah terdaftar dalam program BPJS been registered in the BPJS Employment and BPJS Health
Ketenagakerjaan dan BPJS Kesehatan. Hingga akhir tahun programs. Until the end of 2025, there was no fatal
2025, tidak terdapat kecelakaan kerja fatal (0/Zero) pada occupational accidents (0/Zero) among our employees.
karyawan kami. [S-06] [GRI 403-5, 403-7, 403-8, 403-9] [S-06] [GRI 403-5, 403-7, 403-8, 403-9]
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Pelatihan dan Pengembangan [OJK F.22] Training and Development [OJK F.22]
Pengembangan kompetensi karyawan merupakan salah Employee competency development is one of the
satu faktor kunci dalam meningkatkan kinerja dan daya key factors in enhancing corporate performance and
saing perusahaan. Karyawan yang dibekali pengetahuan competitiveness. Employees who are equipped with relevant
dan keterampilan yang relevan akan mampu bekerja secara knowledge and skills are able to work more effectively
lebih efektif dan menghasilkan produk maupun layanan and deliver quality products and services. Tugu Insurance
yang berkualitas. Tugu Insurance meyakini bahwa kebijakan believes that strategic policies aimed at strengthening the
strategis dalam penguatan kapasitas dan kapabilitas capacity and capability of human resources will make a
sumber daya manusia akan memberikan kontribusi nyata tangible contribution to the Company’s progress.
terhadap kemajuan Perseroan.
Atas dasar tersebut, Perseroan secara konsisten Thus, the Company consistently organizes various training
menyelenggarakan berbagai program pelatihan dan and competency development programs, including
pengembangan kompetensi, termasuk pelatihan professional training, certifications, and work motivation
profesional, sertifikasi, serta program peningkatan motivasi enhancement programs. This focus makes employee
kerja. Fokus ini menjadikan isu pengembangan karyawan development an important topic during the reporting period,
sebagai topik penting dalam periode pelaporan, khususnya particularly in relation to training and education. [GRI 404]
yang berkaitan dengan pelatihan dan pendidikan. [GRI 404]
Tugu Insurance memberikan kesempatan yang setara Tugu Insurance provides equal opportunities for all
kepada seluruh karyawan untuk mengikuti pelatihan, employees to participate in training, obtain promotions,
memperoleh promosi, mengembangkan karier, serta develop their careers, and receive other rights as stipulated
memperoleh hak-hak lainnya sebagaimana diatur dalam in the Collective Labor Agreement (PKB) and applicable laws
Perjanjian Kerja Bersama (PKB) dan peraturan perundang- and regulations. These efforts are intended to enhance
undangan yang berlaku. Upaya ini ditujukan untuk employee satisfaction and loyalty. Evaluations of training
meningkatkan kepuasan dan loyalitas karyawan. Evaluasi and development programs are conducted periodically as
atas program pelatihan dan pengembangan dilakukan a basis for improving planning in the subsequent period.
secara berkala sebagai dasar penyempurnaan perencanaan Through this approach, the Company is optimistic about
pada periode berikutnya. Melalui pendekatan tersebut, building competent, dedicated, and loyal human resources
Perseroan optimistis dapat membangun sumber daya as a foundation for business sustainability. [GRI 3-3]
manusia yang kompeten, berdedikasi, dan loyal sebagai
penopang keberlanjutan usaha. [GRI 3-3]
Rata-rata Jam Pelatihan per Tahun per Karyawan Average Annual Training Hours per Employee
Tugu Insurance secara aktif melibatkan karyawan dalam Tugu Insurance actively involves employees in various
berbagai program pendidikan dan pelatihan guna memenuhi education and training programs to meet human resource
kebutuhan kompetensi sumber daya manusia. Pelaksanaan competency needs. Training is conducted through both
pelatihan dilakukan melalui metode tatap muka maupun face-to-face and virtual methods, adjusted to prevailing
virtual, disesuaikan dengan kondisi dan kebutuhan. conditions and requirements.
Sepanjang tahun 2025, Perseroan menyelenggarakan 203 Throughout 2025, the Company organized 203 education
program pendidikan dan pelatihan dengan jumlah peserta and training programs with a total of 445 employee
sebanyak 445 karyawan. Rata-rata jam pelatihan tercatat participants. The average training hours recorded amounted
sebesar 24,55 jam per karyawan. Program pengembangan to 24.55 hours per employee. These development programs
tersebut mencakup peningkatan pengetahuan dan covered enhancements in knowledge and skills tailored to
keterampilan sesuai kebutuhan masing-masing unit kerja, the needs of each work unit, including materials related
termasuk materi terkait keuangan berkelanjutan yang to sustainable finance encompassing environmental,
meliputi aspek lingkungan, ekonomi, sosial, dan tata kelola. economic, social, and governance aspects. [GRI 404-1]
[GRI 404-1]
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Rata-rata Jam Pelatihan Berdasarkan Jenis Kelamin
Average Training Hours by Gender
Keterangan Jumlah Karyawan Jam Pelatihan Rata-rata Pelatihan per Karyawan
Description Number of Employees Training Hours Average Training per Employees
Jenis Kelamin
Gender
Laki-laki
274 16.294 59,5
Male
Perempuan
171 9.361 54,7
Female
Jumlah
445 25.655 114,2
Total
Kategori
Category
Tetap
341 20.520 60,2
Permanent
Kontrak
104 5.104 49,1
Contract
Jumlah
445 25.624 109,3
Total
S-05 Pelatihan dan Pengembangan Karyawan
S-05 Employee Training and Development
Jumlah Karyawan yang Ikut dalam Persentase Jumlah Karyawan yang Ikut
Rata-rata Jam Pelatihan per Karyawan Pelatihan (Orang) Pelatihan
Average Training Hours per Employee Number of Employees Participating in Percentage of Total Employees
Training (Persons) Participating in Training
24,55 jam/karyawan
445 98,88%
24.55 hours/employee
Program Keterampilan Karyawan dan Program Bantuan Employee Skills Program and Transition Assistance
Peralihan Program
Pemberian bantuan peralihan bagi karyawan yang memasuki The provision of transition assistance for employees
masa pensiun mengacu pada Pasal 56 PP No. 35 Tahun entering retirement refers to Article 56 of Government
2021, yang mengatur hak karyawan berupa uang pesangon, Regulation No. 35 of 2021, which stipulates employees’
uang penghargaan masa kerja, serta uang penggantian hak. entitlements in the form of severance pay, long-service
Bantuan ini bertujuan mendukung kemandirian finansial pay, and compensation of rights. This assistance aims to
karyawan di masa purna bakti. support employees’ financial independence during their
retirement years.
Sebagai tindak lanjut, Perseroan memberikan apresiasi As a follow-up, the Company provides appreciation to
kepada karyawan yang mendekati masa pensiun melalui employees approaching retirement by organizing various
penyelenggaraan berbagai pelatihan persiapan pensiun. pre-retirement training programs. The retirement age at
Ketentuan usia pensiun di Tugu Insurance ditetapkan pada Tugu Insurance is set at 55 years old in accordance with
usia 55 tahun sesuai peraturan yang berlaku. Program applicable regulations. The training and skills assistance
pelatihan dan bantuan keterampilan yang diberikan programs provided include the following materials: [GRI
mencakup materi: [GRI 404-2] 404-2]
1. Pengelolaan keuangan di masa purna bakti; 1. Financial management during retirement;
2. Pengelolaan kesehatan di masa purna bakti; serta 2. Health management during retirement; and
3. Pengelolaan kesiapan psikologis di masa purna bakti. 3. Psychological readiness management during retirement.
Penilaian Kinerja Karyawan Employee Performance Assessment
Penilaian kinerja merupakan bagian penting dari kerangka Performance assessment is an important part of the
Human Capital Management yang bertujuan untuk Human Capital Management framework aimed at measuring
mengukur dan meningkatkan kontribusi karyawan terhadap and enhancing employees’ contributions toward the
pencapaian target perusahaan. Sistem ini dirancang untuk achievement of corporate targets. This system is designed
memastikan keterkaitan yang kuat antara kinerja individu to ensure a strong linkage between individual performance
dan kinerja Perseroan secara keseluruhan. and the overall performance of the Company.
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Di Tugu Insurance, penilaian kinerja dilakukan secara At Tugu Insurance, performance assessment is conducted
tahunan melalui tahapan perencanaan, pelaksanaan, annually through the stages of planning, implementation,
dan evaluasi akhir. Penilaian didasarkan pada Key and final evaluation. The assessment is based on Key
Performance Indicator (KPI) yang mencakup komponen Performance Indicators (KPIs), which include components
Balanced Scorecard (BSC) serta indikator lainnya yang telah of the Balanced Scorecard (BSC) as well as other
ditetapkan. Pada tahun 2025, penyusunan KPI individu predetermined indicators. In 2025, the preparation of
dilakukan melalui cascading dari KPI Direksi secara kolegial individual KPIs was carried out through cascading from the
dalam lingkup Anak Perusahaan Services PT Pertamina Board of Directors’ KPIs collectively within the scope of
(Persero), RKAP, serta hasil Planning Cycle. Subsidiary Services of PT Pertamina (Persero), the RKAP,
and the results of the Planning Cycle.
Pada akhir periode, karyawan melakukan self-assessment At the end of the period, employees conduct a self-
sesuai KPI yang telah disepakati, kemudian dilanjutkan assessment in accordance with the agreed KPIs, followed
dengan penilaian akhir berdasarkan standar yang berlaku. by a final evaluation based on applicable standards. The
Perseroan berkomitmen menerapkan penilaian kinerja Company is committed to implementing comprehensive
secara menyeluruh sebagai dasar pemetaan kebutuhan performance assessment as a basis for mapping
pengembangan sumber daya manusia dan perencanaan human resource development needs and sustainable
SDM berkelanjutan yang selaras dengan visi perusahaan. workforce planning aligned with the Company’s vision. All
Seluruh karyawan (100%) memperoleh peninjauan rutin employees (100%) receive regular performance and career
atas kinerja dan pengembangan karier. [GRI 404-3] development reviews. [GRI 404-3]
Perjanjian Perundingan Kolektif [GRI 2-30] Collective Bargaining Agreement [GRI 2-30]
Hubungan industrial yang harmonis menjadi fondasi Harmonious industrial relations form the foundation of
kerja sama yang sehat antara manajemen dan karyawan. healthy cooperation between management and employees.
Hubungan tersebut diwujudkan melalui Perjanjian Kerja This relationship is realized through a Collective Labor
Bersama (PKB) sebagai hasil perundingan kolektif. Agreement (PKB) as the result of collective bargaining.
Tugu Insurance menghormati dan melindungi hak-hak dasar Tugu Insurance respects and protects employees’
karyawan dengan menjunjung prinsip kesetaraan, keadilan, fundamental rights by upholding the principles of equality,
dan penghormatan terhadap hak asasi manusia, termasuk fairness, and respect for human rights, including freedom of
kebebasan berserikat. Serikat Pekerja Tugu Insurance telah association. Tugu Insurance Labor Union had been officially
terdaftar secara resmi di Dinas Tenaga Kerja dengan Nomor registered with the Manpower Office under Registration
Bukti Pencatatan 04/V/P/III/2001 tanggal 8 Maret 2001. Certificate Number 04/V/P/III/2001 dated 8 March 2001.
Pada tahun 2025, Tim Perunding PKB periode 2024-2026 In 2025, PKB Negotiation Team for the 2024–2026 period
berhasil menyelesaikan proses perundingan yang ditandai successfully concluded the negotiation process, marked by
dengan penandatanganan PKB pada 11 November 2024 the signing of PKB on 11 November 2024 by Management
oleh Manajemen dan Serikat Pekerja. PKB tersebut telah and the Labor Union. The PKB was ratified by the Ministry
disahkan oleh Kementerian Ketenagakerjaan melalui of Manpower through the Decree of the Director General of
Surat Keputusan Direktur Jenderal Pembinaan Hubungan Industrial Relations Development and Social Security for
Industrial dan Jaminan Sosial Tenaga Kerja No. Kep. 4/ Workers No. Kep. 4/HI.00.01/00.0000.250107016/P-
HI.00.01/00.0000.250107016/P-1/I/2025 tanggal 24 1/I/2025 dated 24 January 2025.
Januari 2025.
Masyarakat Community
Perseroan dan masyarakat memiliki hubungan yang saling The Company and the community share a mutually
mempengaruhi. Sebagai penyedia produk dan layanan, influential relationship. As a provider of products and
Perseroan berkontribusi dalam memenuhi kebutuhan services, the Company contributes to meeting community
masyarakat melalui instrumen asuransi yang berfungsi needs through insurance instruments that function as
sebagai mekanisme perlindungan dan pengelolaan risiko. Di mechanisms for protection and risk management. On the
sisi lain, masyarakat juga menjadi pemangku kepentingan other hand, the community is also the main stakeholder
utama yang mempengaruhi keberlanjutan usaha. that influences business sustainability.
Selain melalui kegiatan usaha, Tugu Insurance berperan Beyond its business activities, Tugu Insurance actively
aktif dalam peningkatan kualitas hidup dan pemberdayaan contributes to improving quality of life and community
ekonomi masyarakat melalui program tanggung jawab economic empowerment through corporate social
sosial perusahaan. Perseroan berupaya memastikan responsibility (CSR) programs. The Company strives to
keberadaannya memberikan manfaat yang luas bagi ensure that its presence provides broad benefits to the
masyarakat sekaligus mendukung pertumbuhan kinerja community while simultaneously supporting the growth
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perusahaan. Atas dasar tersebut, isu masyarakat menjadi of corporate performance. On this basis, community-related
topik yang diungkapkan dalam periode pelaporan. [GRI 413] issues are disclosed as part of the reporting period. [GRI 413]
Pelaksanaan peran sosial Perseroan diatur dalam Pedoman The implementation of the Company’s social role is
No. A-001/TCA0020000/2025 tentang Pelaksanaan governed by Guideline No. A-001/TCA0020000/2025 on
Tanggung Jawab Sosial dan Lingkungan Perusahaan. Untuk the Implementation of Corporate Social and Environmental
memastikan efektivitas kebijakan tersebut, Perseroan Responsibility. To ensure the effectiveness of this policy,
menunjuk Corporate Secretary Group yang membawahi the Company appoints the Corporate Secretary Group,
fungsi Government, PR & CSR Department sebagai which oversees the Government, PR & CSR Department,
penanggung jawab pengelolaan dan pengembangan as the party responsible for managing and developing CSR
program CSR, sesuai dengan ketentuan internal dan programs in accordance with applicable internal provisions
struktur organisasi yang berlaku. [GRI 3-3] [ESG S-12] and organizational structure. [GRI 3-3] [ESG S-12]
Presiden Direktur
President Director
Sekretaris Perusahaan
Corporate Secretary
Government, PR & CSR Department
Sebagai panduan jangka panjang, Perseroan juga menyusun As a long-term guideline, the Company has also developed
roadmap RAKB guna memastikan strategi yang terarah, an RAKB roadmap to ensure a focused, sustainable
berkelanjutan, dan berdampak optimal bagi masyarakat. strategy, that delivers optimal impact to the community.
Sejalan dengan Visi dan Misi Perusahaan, Tugu Insurance In line with the Company’s Vision and Mission, Tugu
menetapkan arahan strategis pelaksanaan program, yaitu: Insurance has established strategic directions for program
[GRI 3-3] implementation, as follows: [GRI 3-3]
1. Berkontribusi pada pilar-pilar Bakti Tugu yang 1. Contributing to Bakti Tugu Pillars, which include health
mencakup kesehatan dan keselamatan, lingkungan and safety, the environment, education and financial
hidup, pendidikan dan literasi keuangan, serta literacy, as well as community empowerment;
pemberdayaan masyarakat;
2. Memprioritaskan penerima manfaat di sekitar wilayah 2. Prioritizing beneficiaries in areas surrounding the
operasional Perseroan, pemegang saham, serta Company’s operational locations, shareholders, and
pihak-pihak yang terdampak langsung oleh aktivitas parties directly affected by the Company’s activities; and
Perseroan; serta
3. Meningkatkan reputasi positif, efisiensi, dan 3. Enhancing Tugu Insurance’s positive reputation,
pertumbuhan usaha Tugu Insurance. efficiency, and business growth.
Sebagai bagian dari evaluasi dan perbaikan berkelanjutan, As part of continuous evaluation and improvement, the
Perseroan secara rutin melakukan penilaian kebutuhan dan Company regularly assesses community needs and
kondisi masyarakat agar program TJSL dapat tepat sasaran conditions to ensure that its CSR programs are well-
dan memberikan nilai manfaat yang optimal. targeted and deliver optimal benefits.
Dampak Operasi terhadap Masyarakat [OJK F.23] Impact of Operations on the Society [OJK F.23]
[GRI 413-1, 413-2] [GRI 413-1, 413-2]
Sebagai perusahaan di industri asuransi, kegiatan As a company operating in the insurance industry, Tugu
operasional Tugu Insurance tidak menimbulkan dampak Insurance’s operational activities do not generate negative
negatif terhadap masyarakat. Sebaliknya, produk asuransi impacts on the society. On the contrary, the Company’s
dan program TJSL Perseroan memberikan kontribusi positif insurance products and CSR programs contribute positively
terhadap perekonomian nasional, mendukung peningkatan to the national economy by supporting productivity
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produktivitas, pertumbuhan ekonomi, serta penyediaan enhancement, economic growth, and the provision of
sumber dana investasi. investment funding sources.
Melalui inisiatif Bakti Tugu (Bersatu Aksi Kepedulian Through Bakti Tugu initiative (Bersatu Aksi Kepedulian Tugu
Tugu Insurance), Perseroan melaksanakan program TJSL Insurance/United Action of Caring of Tugu Insurance), the
yang mencakup empat pilar utama, yaitu lingkungan Company implements CSR programs covering four main
hidup, pendidikan dan literasi keuangan, kesehatan dan pillars: environment, education and financial literacy, health
keselamatan, serta pemberdayaan masyarakat. Selain and safety, and community empowerment. In addition, the
itu, Perseroan juga menyalurkan bantuan di bidang sosial, Company also provides assistance in the areas of social
keagamaan, serta seni dan budaya. affairs, religion, as well as arts and culture.
Pada periode pelaporan, total dana yang disalurkan melalui During the reporting period, the total funds distributed
program Bakti Tugu serta Bantuan Sosial, Keagamaan, dan through Bakti Tugu program and Social, Religious, and
Seni Budaya mencapai Rp1,991 miliar, yang bersumber dari Arts & Culture Assistance amounted to IDR1.991 billion,
anggaran CSR dan anggaran Human Capital Management sourced from the CSR budget and the Human Capital
(HCM). Management (HCM) budget.
1.991.416.700
Total Biaya CSR yang dilaksanakan oleh Tugu mencakup Bakti Lingkungan Hidup, Bakti Bakti Pendidikan &
Literasi Keuangan, Bakti Kesehatan & Keselamatan, Bakti Pemberdayaan Masyarakat, serta
Sumbangan Bantuan Sosial, Keagamaan, dan Seni Budaya
The total CSR costs incurred by Tugu include Bakti Environment, Bakti Education & Financial Literacy, Bakti Health &
Safety, Bakti Community Empowerment, and Donations Social, Religious, and Arts and Culture Aid
Pilar Lingkungan Hidup (TPB 12, 13, 14,)
Environmental Pillar (SDGs 12, 13, 14)
Fokus Dampak Impact Focus
Pengelolaan limbah, mitigasi perubahan iklim, serta pelestarian Waste management, climate change mitigation, and the
ekosistem pesisir dan laut melalui aksi nyata dan penguatan preservation of coastal and marine ecosystems through
tata kelola berbasis data. concrete actions and data-driven governance strengthening.
Key Point Program 2025 Key Point Program 2025
• Pengelolaan sampah tekstil melalui daur ulang seragam dan • Textile waste management through the recycling of uniforms
pakaian bekas untuk mengurangi beban lingkungan; and used clothing to reduce environmental burden;
• Edukasi dan kampanye peran mangrove dalam pencegahan • Education and campaigns on the role of mangroves in
abrasi serta penyerapan karbon; preventing coastal abrasion and absorbing carbon;
• Kolaborasi aksi lingkungan untuk mendukung pengurangan • Environmental action collaborations to support emission
emisi dan kepedulian iklim; reduction and climate awareness;
• Penanaman 10.000 bibit mangrove di Kepulauan Seribu • Planting of 10,000 mangrove seedlings in the Seribu
sebagai dukungan pelestarian pesisir dan habitat biota laut; Islands to support coastal conservation and marine habitat
dan preservation; and
• Perawatan pesisir melalui penanaman mangrove dan beach • Coastal maintenance through mangrove planting and beach
clean up. clean-up activities.
Kemitraan Utama Key Partnerships
EcoTouch, STMA Trisakti, AAUI, Bussan Auto Finance, EcoTouch, STMA Trisakti, AAUI, Bussan Auto Finance,
Universitas Negeri Jakarta, Rumah Literasi Hijau. Universitas Negeri Jakarta, Rumah Literasi Hijau.
Tugu Insurance menjalankan program Tanggung Jawab Tugu Insurance implements its Social and Environmental
Sosial dan Lingkungan (TJSL) pada pilar Lingkungan Hidup Responsibility (CSR) programs under the Environmental
sebagai wujud kontribusi perusahaan dalam mendukung pillar as a form of corporate contribution to supporting
TPB 12: Konsumsi dan Produksi yang Bertanggung Jawab, SDG 12: Responsible Consumption and Production, SDG
TPB 13: Penanganan Perubahan Iklim, dan TPB 14: 13: Climate Action, and SDG 14: Life Below Water. These
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Ekosistem Lautan. Program-program ini difokuskan pada programs focus on waste management efforts, mitigation
upaya pengelolaan limbah, mitigasi dampak perubahan of climate change impacts, and the preservation of coastal
iklim, serta pelestarian ekosistem pesisir dan laut. and marine ecosystems.
Pada Mei 2025, Tugu Insurance melaksanakan Waste In May 2025, Tugu Insurance carried out the Waste
Management Program - Donasi Daur Ulang Seragam dan Management Program – Recycling Donation of Uniforms and
Pakaian Bekas di Jakarta bekerja sama dengan EcoTouch. Used Clothing in Jakarta in collaboration with EcoTouch.
Program ini bertujuan mengelola sampah tekstil melalui The program aimed to manage textile waste through
proses daur ulang agar dapat dimanfaatkan kembali, recycling processes so that it could be reused, with a total
dengan total limbah yang berhasil dikelola mencapai of 1.7 tons of waste successfully processed. This activity
1,7 ton. Kegiatan ini berkontribusi pada carbon offset contributed to carbon offset efforts by reducing clothing
dengan mengurangi limbah pakaian yang berpotensi waste that could potentially pollute the environment.
mencemari lingkungan.
Pada Mei 2025, Tugu Insurance juga berpartisipasi dalam Also in May 2025, Tugu Insurance participated in the BAF
kegiatan BAF Eco Move 2025 di Jakarta bersama Bussan Eco Move 2025 event in Jakarta together with Bussan
Auto Finance. Partisipasi ini mendukung upaya kolaboratif Auto Finance. This participation supported collaborative
dalam pencegahan dampak perubahan iklim melalui efforts to mitigate climate change impacts through activities
kegiatan yang berorientasi pada pelestarian lingkungan dan oriented toward environmental preservation and carbon
pengurangan emisi karbon. emission reduction.
Sebagai bagian dari dukungan terhadap penanganan As part of its support for climate change mitigation,
perubahan iklim, Tugu Insurance ikut serta dalam Tugu Insurance took part in the commemoration of
peringatan World Mangroves Day 2025 pada Juli 2025 di World Mangroves Day 2025 in July 2025 in Jakarta, in
Jakarta, bekerja sama dengan STMA Trisakti dan AAUI. collaboration with STMA Trisakti and AAUI. The activity was
Kegiatan ini diarahkan untuk meningkatkan kesadaran akan aimed at raising awareness of the role of mangroves in
peran mangrove dalam mencegah abrasi dan erosi, serta preventing abrasion and erosion, as well as assisting in
membantu penyerapan emisi karbon. carbon emission absorption.
Upaya pelestarian ekosistem pesisir dilanjutkan melalui Efforts to preserve coastal ecosystems were continued
kegiatan Penanaman 10.000 Bibit Mangrove di Pulau through the planting of 10,000 mangrove seedlings on
Panggang yang dilaksanakan pada Oktober 2025 di Panggang Island, carried out in October 2025 in the Seribu
Kepulauan Seribu. Program ini bekerja sama dengan Islands. The program was conducted in collaboration with
Universitas Negeri Jakarta dan Rumah Literasi Hijau. Universitas Negeri Jakarta and Rumah Literasi Hijau. This
Kegiatan ini ditujukan untuk mendukung pelestarian initiative was aimed at supporting the preservation of
ekosistem mangrove sebagai penyangga lingkungan pesisir mangrove ecosystems as a buffer for coastal environments
dan habitat biota laut. and habitats for marine life.
Selanjutnya, pada November 2025, Tugu Insurance Furthermore, in November 2025, Tugu Insurance
memperingati hari jadi perusahaan melalui kegiatan Tugu commemorated its anniversary through the Tugu Charity
Charity yaitu penanaman Mangrove dan Beach Clean Up activity, which included mangrove planting and a beach
di Pulau Panggang, bekerja sama dengan Rumah Literasi clean-up on Panggang Island, in collaboration with Rumah
Hijau. Kegiatan ini berfokus pada perawatan lingkungan Literasi Hijau. The activity focused on maintaining the
pesisir melalui penanaman mangrove dan pembersihan coastal environment through mangrove planting and beach
area pantai. area clean-up efforts.
Melalui rangkaian program pada pilar Lingkungan Hidup Through this series of programs under the Environmental
tersebut, Tugu Insurance berupaya menjalankan tanggung pillar, Tugu Insurance strives to consistently carry out its
jawab lingkungan secara konsisten, dengan pendekatan environmental responsibilities using a measurable approach
yang terukur dan relevan terhadap upaya pelestarian that is relevant to environmental preservation efforts and
lingkungan serta mitigasi dampak perubahan iklim. climate change mitigation.
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Pilar Pendidikan dan Literasi Keuangan (TPB 4, 8, 17)
Education and Financial Literacy Pillar (SDGs 4, 8, 17)
Fokus Dampak Impact Focus
Peningkatan kualitas pendidikan, literasi keuangan dan Improving education quality, financial and insurance literacy,
asuransi, serta kesiapan kerja mahasiswa dan pelaku usaha as well as work readiness of university students and business
melalui kolaborasi multipihak. actors through multi-stakeholder collaboration.
Key Point Program 2025 Key Point Program 2025
• Penguatan literasi asuransi dan aktuaria tingkat nasional • Strengthening insurance and actuarial literacy at national
dan internasional melalui kerja sama dengan mitra and international levels through collaboration with
Pendidikan; Educational partners;
• Pemulihan sarana pendidikan pasca banjir di Bekasi agar • Restoration of educational facilities following flooding in
kegiatan belajar-mengajar kembali berjalan layak; Bekasi to ensure proper teaching and learning activities
could resume;
• Literasi keuangan sejak dini kepada siswa sekolah dasar • Early financial literacy for elementary school students with
dengan pendekatan pembelajaran yang interaktif; an interactive learning approach;
• Penguatan literasi keuangan di perguruan tinggi dan • Strengthening financial literacy in universities and
roadshow literasi finansial; conducting financial literacy roadshows;
• Peningkatan employability melalui kuliah umum dan company • Improving employability through public lectures and company
visit; dan visits; and
• Pendampingan literasi keuangan UMKM untuk pengelolaan • Providing financial literacy assistance to MSMEs for
usaha, pencatatan, perencanaan, dan mitigasi risiko melalui business management, bookkeeping, planning, and risk
asuransi. mitigation through insurance.
Kemitraan Utama Key Partnerships
STMA Trisakti, Rumah Zakat, Prestasi Junior Indonesia, STMA Trisakti, Rumah Zakat, Prestasi Junior Indonesia,
Universitas Gadjah Mada, Universitas Indonesia, Universitas Universitas Gadjah Mada, Universitas Indonesia, Universitas
Brawijaya, Universitas Padjadjaran, IPB, Rumah BUMN Brawijaya, Universitas Padjadjaran, IPB, Rumah BUMN
Pertamina, Universitas Pertamina, Universitas Negeri Jakarta, Pertamina, Universitas Pertamina, Universitas Negeri Jakarta,
SDN Tebet Barat 05 Pagi, SDN Pulau Panggang 01 Pagi, dan SDN Tebet Barat 05 Pagi, SDN Pulau Panggang 01 Pagi, and
SDN Pulau Panggang 03 Pagi. SDN Pulau Panggang 03 Pagi.
Tugu Insurance melaksanakan program Tanggung Jawab Tugu Insurance implements its Social and Environmental
Sosial dan Lingkungan (TJSL) pada pilar Pendidikan Responsibility (CSR) programs under the Education and
dan Literasi Keuangan sebagai bagian dari dukungan Financial Literacy pillar as part of its support for improving
terhadap peningkatan kualitas pendidikan, penguatan the quality of education, strengthening financial and
literasi keuangan dan asuransi, serta pengembangan insurance literacy, and developing the skills of young
keterampilan generasi muda dan pelaku usaha. Inisiatif generations and business actors. This initiative aligns with
ini selaras dengan Tujuan Pembangunan Berkelanjutan, the Sustainable Development Goals (SDGs), namely SDG
yaitu TPB 4 Pendidikan Berkualitas, TPB 8 Pekerjaan Layak 4 Quality Education, SDG 8 Decent Work and Economic
dan Pertumbuhan Ekonomi, serta TPB 17 Kemitraan untuk Growth, and SDG 17 Partnerships for the Goals.
mencapai Tujuan.
Pada Februari 2025, Tugu Insurance mendukung In February 2025, Tugu Insurance supported the
penyelenggaraan Olimpiade Asuransi dan Aktuaria Tingkat organization of the 2025 National Insurance and Actuarial
Nasional 2025 di Jakarta bekerja sama dengan STMA Olympiad in Jakarta in collaboration with STMA Trisakti. This
Trisakti. Kegiatan ini ditujukan untuk meningkatkan kualitas activity was aimed at enhancing the quality of education in
pendidikan di bidang asuransi dan aktuaria bagi siswa, the fields of insurance and actuarial science for students,
mahasiswa, pendidik, serta praktisi asuransi. university students, educators, and insurance practitioners.
Sebagai bentuk kepedulian terhadap masyarakat terdampak As a form of concern for communities affected by flooding,
bencana banjir, pada Mei hingga Juni 2025 Tugu Insurance in May until June 2025 Tugu Insurance provided assistance
menyalurkan bantuan untuk pemulihan sarana pendidikan for the restoration of educational facilities at SDN Jatirasa
pasca banjir di SDN Jatirasa V, Bekasi, bekerja sama V, Bekasi, in collaboration with Rumah Zakat. The program
dengan Rumah Zakat. Program ini difokuskan agar proses was focused on ensuring that teaching and learning
belajar-mengajar dapat kembali berjalan secara layak. activities could resume properly.
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Penguatan literasi keuangan di tingkat Sekolah Dasar Strengthening financial literacy at the elementary school
dilaksanakan melalui partisipasi dalam kegiatan Pertamina level was carried out through participation in the Pertamina
Energi Negeri 8.0 yang berlangsung pada Agustus 2025 di Energi Negeri 8.0 program held in August 2025 in Jakarta.
Jakarta. Program ini mencakup kegiatan literasi keuangan The program included financial literacy activities as well as
serta perbaikan sarana pendidikan di SDN Tebet Barat 05. improvements to educational facilities at SDN Tebet Barat 05.
Pada jenjang pendidikan tinggi, Tugu Insurance At the higher education level, Tugu Insurance organized
menyelenggarakan dan berpartisipasi dalam berbagai and participated in various financial literacy and academic
program literasi keuangan dan pengayaan akademik. enrichment programs. These included collaboration with
Kegiatan tersebut meliputi kerja sama dengan Universitas Universitas Gadjah Mada through a Training of Facilitator
Gadjah Mada melalui kegiatan Training of Facilitator pada program in July 2025, followed by the dissemination
Juli 2025 yang kemudian dilanjutkan dengan penyampaian of financial literacy materials by students to coastal
kembali materi literasi keuangan oleh mahasiswa kepada communities in Bantul as part of the Community
masyarakat pesisir Bantul dalam Program Pengabdian Service Program (PKM) in September 2025. In addition,
kepada Masyarakat (PKM) pada September 2025. Selain itu, Tugu Insurance collaborated with Universitas Negeri
Tugu Insurance juga bekerja sama dengan Universitas Negeri Jakarta to conduct a Training of Facilitator program in
Jakarta untuk melakukan kegiatan Training of Facilitator September 2025, which was subsequently followed by the
pada September 2025, yang kemudian dilanjutkan dengan implementation of the materials by university students to
implementasi materi oleh mahasiswa kepada siswa sekolah elementary school students at SDN Pulau Panggang 01
dasar di SDN Pulau Panggang 01 Pagi dan SDN Pulau Pagi and SDN Pulau Panggang 03 Pagi in October 2025.
Panggang 03 Pagi pada Oktober 2025. Seluruh kegiatan All of these activities were conducted in collaboration with
ini dilaksanakan bersama Prestasi Junior Indonesia dan Prestasi Junior Indonesia and were aimed at enhancing
ditujukan untuk meningkatkan literasi keuangan mahasiswa, financial literacy among university students, coastal
masyarakat pesisir, serta siswa sekolah dasar. communities, and elementary school students.
Tugu Insurance juga berpartisipasi dalam Infobank Financial Tugu Insurance also participated in the Infobank Financial
and Digital Literacy Roadshow di Universitas Indonesia and Digital Literacy Roadshow at Universitas Indonesia
dan Universitas Brawijaya Pada Oktober 2025. Kegiatan and Universitas Brawijaya in October 2025. The program
ini dilanjutkan pada bulan Desember 2025 di Universitas continued in December 2025 at Universitas Padjadjaran.
Padjadjaran. Rangkaian acara ini berhasil melibatkan This series of events successfully engaged more than 250
lebih dari 250 peserta dengan tujuan untuk memperluas participants, aiming to broaden financial and insurance
pemahaman literasi keuangan dan asuransi di kalangan literacy among university students.
mahasiswa.
Pengembangan kompetensi mahasiswa pada tahun Student competency development in 2025 was further
2025 turut dilakukan melalui partisipasi Tugu Insurance strengthened through Tugu Insurance’s participation
sebagai case collaborator dalam dua kompetisi akademik. as a case collaborator in two academic competitions.
Pertama, Case Competition ASiQ yang diselenggarakan The first was the ASiQ Case Competition organized by
oleh Universitas Gadjah Mada pada November 2025 dan Universitas Gadjah Mada in November 2025, and the
yang kedua adalah Ideanation yang diselenggarakan oleh second was Ideanation organized by IPB in October 2025.
IPB pada Oktober 2025. Program ini melibatkan lebih dari These programs involved more than 1,000 participants
1000 peserta yang berasal dari berbagai perguruan tinggi from various domestic and international universities,
dalam dan luar negeri. Hal ini mendorong pembelajaran encouraging case-based learning and strengthening
berbasis studi kasus dan memperkuat kolaborasi antar inter-university collaboration.
perguruan tinggi.
Bagi para pelaku usaha, Tugu Insurance menyelenggarakan For business actors, Tugu Insurance organized a Financial
Program Literasi Keuangan bagi pelaku UMKM pada Literacy Program for MSMEs in December 2025 in
Desember 2025 di Surakarta (Solo) bekerja sama dengan Surakarta (Solo), in collaboration with Rumah BUMN
Rumah BUMN Pertamina. Program ini bertujuan untuk Pertamina. The program aimed to enhance MSMEs’
meningkatkan pemahaman pelaku UMKM mengenai understanding of comprehensive business financial
pengelolaan keuangan usaha secara komprehensif, management, including effective financial planning and
termasuk perencanaan dan pencatatan keuangan bookkeeping, as well as an introduction to various financial
yang efektif, serta pengenalan terhadap berbagai risks and their mitigation through the use of insurance.
risiko finansial beserta upaya perlindungannya melalui
pemanfaatan asuransi.
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Pada ranah kesiapan kerja, Tugu Insurance In terms of work readiness, Tugu Insurance conducted
menyelenggarakan berbagai kegiatan pengembangan various student capacity-building activities, including
kapasitas mahasiswa, antara lain Binus Career Optimization Binus Career Optimization on 13 March 2025 with 100
pada 13 Maret 2025 yang diikuti oleh 100 peserta, participants, a Public Lecture for the Department of
Kuliah Umum Teknik Industri Universitas Indonesia pada Industrial Engineering at Universitas Indonesia on 20 May
20 Mei 2025 dengan 100 peserta, serta Kuliah Umum 2025 with 100 participants, and a Public Lecture for the
Fakultas Ekonomi dan Bisnis Universitas Indonesia pada Faculty of Economics and Business at Universitas Indonesia
6 November 2025 dengan 30 peserta. Selain itu, kegiatan on 6 November 2025 with 30 participants. In addition,
Company Visit Program D3 Aktuaria Universitas Indonesia the D3 Actuarial Program Company Visit from Universitas
pada 12 November 2025 memberikan paparan langsung Indonesia on 12 November 2025 provided direct
mengenai praktik industri asuransi dan aktuaria kepada exposure to insurance and actuarial industry practices to
165 mahasiswa. 165 students.
Melalui rangkaian program pada pilar Pendidikan dan Through this series of programs under the Education and
Literasi Keuangan tersebut, Tugu Insurance menjalankan Financial Literacy pillar, Tugu Insurance carries out its
peran sosial perusahaan secara terukur dan kolaboratif corporate social role in a measurable and collaborative
dengan menempatkan pendidikan, literasi keuangan, serta manner by positioning education, financial literacy, and work
kesiapan kerja sebagai fondasi penting dalam mendukung readiness as essential foundations for strengthening the
peningkatan kapasitas individu dan komunitas sesuai capacity of individuals and communities in accordance with
kebutuhan masyarakat dan dunia usaha. the needs of society and the business sector.
Pilar Kesehatan dan Keselamatan (TPB 3)
Health and Safety Pillar (SDGs 3)
Fokus Dampak Impact Focus
Penguatan kesehatan masyarakat dan keselamatan berkendara Strengthening public health and road safety through education,
melalui edukasi, layanan kesehatan darurat, serta aksi emergency health services, and collaborative humanitarian
kemanusiaan berbasis kolaborasi. initiatives.
Key Point Program 2025 Key Point Program 2025
• Dukungan layanan operasional ambulans gratis untuk akses • Support for free ambulance operational services for access
layanan darurat kesehatan di Jabodetabek; to emergency health services in Jabodetabek;
• Edukasi keselamatan berkendara menjelang mudik guna • Road safety education ahead of the homecoming period to
membantu menekan risiko kecelakaan; serta help reduce accident risks; and
• Program donor darah untuk mendukung pemenuhan • Blood donation programs to support blood supply availability
pasokan darah sekaligus menumbuhkan kepedulian sosial while fostering social awareness within the Company.
di internal perusahaan.
Kemitraan Utama Key Partnerships
PMI Jakarta Pusat, Jaringan Aksi Keselamatan Jalan, Rumah PMI of Central Jakarta, Road Safety Action Network, Rumah
Zakat, PMI Tangerang Selatan. Zakat, and PMI of South Tangerang.
Tugu Insurance melaksanakan program Tanggung Jawab Tugu Insurance implements its Social and Environmental
Sosial dan Lingkungan (CSR) pada pilar Kesehatan dan Responsibility (CSR) programs under the Health and Safety
Keselamatan sebagai bentuk kontribusi perusahaan dalam pillar as a form of corporate contribution to supporting
mendukung Tujuan Pembangunan Berkelanjutan (TPB) 3: Sustainable Development Goal (SDG) 3: Good Health and
Kehidupan Sehat dan Sejahtera. Seluruh inisiatif dirancang Well-Being. All initiatives are designed to provide relevant,
untuk memberikan manfaat sosial yang relevan, terukur, measurable social benefits aligned with community needs.
dan sesuai dengan kebutuhan masyarakat.
Sepanjang tahun 2025, Tugu Insurance berkontribusi Throughout 2025, Tugu Insurance contributed through
melalui program operasional Ambulans Gratis yang the Free Ambulance Operational Program in the Greater
beroperasi di wilayah Jabodetabek, bekerja sama dengan Jakarta (Jabodetabek) area, in collaboration with Rumah
Rumah Zakat. Program ini ditujukan untuk membantu Zakat. This program aimed to assist communities in
masyarakat dalam memperoleh layanan ambulans secara accessing ambulance services free of charge, particularly in
gratis, khususnya pada kondisi darurat kesehatan. emergency health situations.
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Pada Desember 2024, Tugu Insurance turut mendukung In December 2024, Tugu Insurance also supported the
kegiatan Volunteer of The Year di Jakarta yang Volunteer of The Year event in Jakarta organized by PMI of
diselenggarakan oleh PMI Jakarta Pusat. Program ini Central Jakarta. The program was intended as a form of
ditujukan sebagai bentuk apresiasi kepada relawan PMI appreciation for PMI of Central Jakarta volunteers for their
Kota Jakarta Pusat atas dedikasi mereka dalam kegiatan dedication to humanitarian activities. It is expected to help
kemanusiaan. Kegiatan ini diharapkan dapat menjaga maintain the volunteers’ spirit in carrying out their service
semangat relawan dalam menjalankan tugas pelayanan to the community.
kepada masyarakat.
Selanjutnya, pada Maret 2025, Tugu Insurance bersama Furthermore, in March 2025, Tugu Insurance together
Jaringan Aksi Keselamatan Jalan melaksanakan Diskusi with the Road Safety Action Network organized the Mudik
Mudik dan Bakti Sosial yaitu kegiatan kampanye edukasi Discussion and Social Service event in Jakarta, consisting
keselamatan berkendara menjelang periode mudik of a road safety education campaign ahead of the
di Jakarta. Edukasi tersebut bertujuan meningkatkan homecoming (mudik) period. The education initiative aimed
pemahaman masyarakat mengenai perilaku berkendara to enhance public understanding of safe driving behavior in
yang aman guna membantu menekan risiko kecelakaan order to help reduce the risk of traffic accidents.
lalu lintas.
Selain itu, Tugu Insurance menyelenggarakan kegiatan In addition, Tugu Insurance organized a Blood Donation
Donor Darah pada 4 November 2025 bekerja sama dengan Activity on 4 November 2025 in collaboration with PMI of
PMI Tangerang Selatan. Kegiatan ini diikuti oleh 217 South Tangerang. The activity involved 217 beneficiaries.
penerima manfaat. Program donor darah ini berkontribusi This blood donation program contributed to maintaining
pada pemenuhan pasokan darah bagi masyarakat sekaligus adequate blood supply for the community while also
menumbuhkan kepedulian sosial di lingkungan perusahaan. fostering social awareness within the Company. Tugu
Tugu Insurance juga mendukung kegiatan yang ditujukan Insurance also supported initiatives aimed at expressing
sebagai bentuk apresiasi kepada relawan PMI atas dedikasi appreciation to PMI volunteers for their dedication to
mereka dalam kegiatan kemanusiaan. humanitarian activities.
Melalui rangkaian program pada pilar Kesehatan Through this series of programs under the Health and
dan Keselamatan tersebut, Tugu Insurance berupaya Safety pillar, Tugu Insurance strives to carry out its
menjalankan peran sosial perusahaan secara bertanggung corporate social role responsibly by delivering tangible
jawab dengan memberikan manfaat nyata bagi masyarakat benefits to the community and supporting the creation of a
serta mendukung terciptanya kehidupan yang lebih sehat healthier and more prosperous society.
dan sejahtera.
Pilar Pemberdayaan Masyarakat (TPB 4, 10, 13, 17)
Community Empowerment Pillar (SDGs 4, 10, 13, 17)
Fokus Dampak Impact Focus
Penguatan inklusi sosial, pengurangan kesenjangan, perluasan Strengthening social inclusion, reducing inequality, expanding
peluang ekonomi, serta kepedulian sosial melalui program economic opportunities, and fostering social awareness through
berbasis komunitas dan kemitraan. community-based programs and partnerships.
Key Point Program 2025 Key Point Program 2025
• Program disabilitas berdaya melalui penguatan kapasitas • Empowered disability program through capacity building and
dan dukungan ekosistem ekonomi yang inklusif; dan support for an inclusive economic ecosystem; and
• Bazar UMKM disabilitas untuk membuka akses pasar, • MSME bazaar for persons with disabilities to provide market
promosi, dan peluang pendapatan. access, promotion, and income-generating opportunities.
Kemitraan Utama Key Partnerships
Kitabisa, NGO mitra, dan komunitas lokal. Kitabisa, partner NGOs, and local communities.
Tugu Insurance melaksanakan program Tanggung Jawab Tugu Insurance carries out its Corporate Social and
Sosial dan Lingkungan (TJSL) pada pilar Pemberdayaan Environmental Responsibility (CSR) programs under the
Masyarakat sebagai bentuk komitmen perusahaan Community Empowerment pillar as a manifestation of
dalam mendukung pengurangan kesenjangan sosial, the Company’s commitment to reducing social inequality,
penguatan kemitraan dengan komunitas, peningkatan strengthening partnerships with communities, improving
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kualitas pendidikan, serta kepedulian terhadap kelompok the quality of education, and fostering care for vulnerable
masyarakat yang membutuhkan. Program-program ini groups. These programs are aligned with SDG 4: Quality
selaras dengan TPB 4: Pendidikan Berkualitas, TPB Education, SDG 10: Reduced Inequalities, SDG 13: Climate
10: Berkurangnya Kesenjangan, TPB 13: Penanganan Action, and SDG 17: Partnerships for the Goals.
Perubahan Iklim, dan TPB 17: Kemitraan untuk
mencapai Tujuan.
Pada Mei 2025, Tugu Insurance melaksanakan Program In May 2025, Tugu Insurance carried out the Empowered
Disabilitas Berdaya di Jakarta bekerja sama dengan Disability Program in Jakarta in collaboration with Kitabisa.
Kitabisa. Program ini bertujuan untuk memberdayakan The program aimed to empower persons with disabilities
para penyandang disabilitas sebagai langkah nyata dalam as a tangible effort to promote a more inclusive society,
mendorong terciptanya masyarakat yang lebih inklusif. including through the development of disability-friendly
Salah satunya dengan membangun fasilitas pertanian hydroponic farming facilities.
hidroponik ramah disabilitas.
Komitmen terhadap inklusi tersebut dilanjutkan melalui This commitment to inclusion was further strengthened
kegiatan Bazar UMKM Disabilitas yang dilaksanakan through the Disability MSME Bazaar held in celebration of
dalam rangka menyambut perayaan hari ulang tahun Tugu Insurance’s anniversary in November 2025, providing
Tugu Insurance pada November 2025, yang memberikan promotional space and economic opportunities for MSMEs
ruang promosi dan peluang ekonomi bagi pelaku managed by persons with disabilities.
UMKM disabilitas.
Sumbangan (Bantuan Sosial, Keagamaan, dan Seni Budaya) (TPB 1, 2)
Donation (Social, Religious, and Arts & Culture Assistance) (SDGs 1, 2)
Fokus Dampak Impact Focus
Penguatan hubungan sosial antara perusahaan dan masyarakat Strengthening social ties between the Company and the
(community engagement) melalui aktivitas sosial, keagamaan, community (community engagement) through social, religious,
dan seni budaya. and arts & cultural activities.
Key Point Program 2025 Key Point Program 2025
• Program Kepedulian Sosial Idul Fitri dan Idul Adha melalui • Eid al-Fitr and Eid al-Adha Social Care Program through
penyaluran santunan, bantuan sosial, dan hewan qurban the distribution of donations, social assistance, and
kepada masyarakat yang membutuhkan sebagai wujud qurbani animals to communities in need as a reflection of
kepedulian dan semangat berbagi; compassion and the spirit of sharing;
• Charity Natal (Anak-anak Penyintas Kanker & Panti Sosial) • Christmas Charity (Children Cancer Survivors & Social Welfare
melalui pemberian dukungan moral dan bantuan sosial guna Homes) through the provision of moral support and social
memperkuat solidaritas dan kepedulian kemanusiaan; assistance to strengthen solidarity and humanitarian care;
• Sumbangan Bantuan Bencana Aceh melalui penyaluran • Aceh Disaster Relief Assistance through the distribution of
bantuan tanggap darurat untuk mendukung pemulihan emergency response aid to support the recovery of disaster-
masyarakat terdampak bencana; dan affected communities; and
• Futsal Competition SDN Jatirasa 05 Bekasi melalui • SDN Jatirasa 05 Bekasi Futsal Competition through support
dukungan pengembangan minat dan bakat olahraga siswa for the development of students’ sports interests and
guna menumbuhkan sportivitas, kerja sama tim, dan talents to foster sportsmanship, teamwork, and positive
karakter positif. character.
Kemitraan Utama Key Partnerships
Musholla Nururrazaq, NGO Mitra, dan Komunitas Lokal. Musholla Nururrazaq, Partner NGOs, and Local Communities.
Dalam rangka memperkuat kepedulian sosial dan In an effort to strengthen social awareness and foster
mempererat hubungan dengan masyarakat, Tugu Insurance closer relationships with the community, Tugu Insurance
menyelenggarakan kegiatan Buka Bersama dengan Anak held an Iftar Gathering with Orphans on 19 March 2025.
Yatim pada 19 Maret 2025. Selain itu, Tugu Insurance Moreover, Tugu Insurance consistently carries out faith-
secara konsisten melaksanakan kegiatan sosial berbasis based social initiatives to reach a broader segment of
keagamaan untuk menjangkau kelompok masyarakat yang society. Together with Musholla Nururrazaq, the Company
lebih luas. Tugu Insurance bersama dengan Musholla regularly organizes social service activities during both
Nururrazaq rutin mengadakan bakti sosial baik pada Eid al-Fitr and Eid al-Adha. Tugu Insurance also distributes
momen Idulfitri maupun Iduladha. Tugu Insurance juga qurbani animals through mosques located around its
memberikan bantuan hewan kurban melalui masjid sekitar head office.
kantor pusat.
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Kegiatan Bakti Sosial Ramadan 2025 yang dilaksanakan The Ramadan Social Service 2025, conducted in March
pada Maret 2025 oleh Musholla Nururrazaq Tugu Insurance 2025 by Tugu Insurance Musholla Nururrazaq, reached
menjangkau lebih dari 1.000 penerima manfaat. Kegiatan more than 1,000 beneficiaries. A similar initiative was
serupa juga dilakukan melalui Bakti Sosial Idul Adha carried out through the Eid al-Adha Social Service 2025 in
2025 pada Mei 2025, dengan lebih dari 1.000 penerima May 2025, benefiting more than 1,000 recipients.
manfaat.
Sebagai bentuk kepedulian lintas komunitas, Tugu As part of its cross-community engagement, Tugu Insurance
Insurance mendukung Charity Natal bagi anak-anak supported a Christmas Charity program for children cancer
penyintas kanker dan panti sosial yang melibatkan survivors and social welfare homes, involving Christian
partisipasi umat Kristiani di lingkungan Perusahaan. employees within the Company.
Sebagai bentuk komitmen untuk senantiasa tanggap As a demonstration of its commitment to remaining
terhadap situasi kebencanaan. Tugu Insurance berupaya responsive to disaster situations, Tugu Insurance provided
hadir dalam memberi dukungan bagi masyarakat yang support to communities affected by flooding in Aceh. The
terdampak bencana banjir di Aceh. Dukungan tersebut assistance was focused on rehabilitating school facilities
difokuskan pada rehabilitasi sarana dan prasarana sekolah and infrastructure to help restore community recovery and
agar pemulihan masyarakat serta keberlanjutan akses ensure the continuity of access to education. [GRI 203-1]
pendidikan dapat kembali berjalan normal. [GRI 203-1]
Tugu Insurance turut memberikan dukungan pada Tugu Insurance also provided support for the organization
penyelenggaraan Kompetisi Futsal SDN Jatirasa V Bekasi of the SDN Jatirasa V Bekasi Futsal Competition as part
sebagai bagian dari kepedulian terhadap pengembangan of its commitment to nurturing the interests and talents of
minat dan bakat generasi muda. Dukungan ini bertujuan the younger generation. This support aimed to encourage
mendorong siswa sekolah dasar agar aktif dalam kegiatan elementary school students to actively participate in sports
olahraga, menumbuhkan semangat sportivitas dan kerja activities, foster sportsmanship and teamwork, and build
sama tim, serta membangun karakter yang disiplin dan discipline and self-confidence from an early age. Through
percaya diri sejak usia dini. Melalui inisiatif ini, perusahaan this initiative, the Company contributes to creating a
berkontribusi dalam menciptakan lingkungan yang positif positive environment that supports the development of
dan mendukung pertumbuhan potensi anak-anak di bidang children’s potential in non-academic fields.
non-akademik.
Melalui rangkaian program pemberdayaan masyarakat Through this series of community empowerment programs,
tersebut, Tugu Insurance berupaya menjalankan tanggung Tugu Insurance strives to consistently carry out its
jawab sosial perusahaan secara konsisten, terukur, dan corporate social responsibility in a measurable and relevant
relevan, dengan menempatkan kolaborasi, kepedulian manner, placing collaboration, social awareness, and
sosial, serta inklusi sebagai bagian integral dari kontribusi inclusion as integral parts of the Company’s contribution
perusahaan kepada masyarakat. to society.
Pelaksanaan TJSL terhadap Tujuan Pembangunan Berkelanjutan (TPB) [GRI 203-2]
CSR Implementation towards Sustainable Development Goals (SDGs) [GRI 203-2]
Pilar Bakti Tugu TPB Nama Kegiatan Realisasi Dana (Rp) Capaian
Bakti Tugu Pillars SDGs Name of Activity Funds Realized (IDR) Achievement
Lingkungan Hidup Program Pengelolaan Limbah: 324.263.992 Mendukung carbon offset melalui daur
Environmental • Waste Management Program ulang tekstil sekaligus menghasilkan
- Donasi Daur Ulang Seragam data timbulan limbah yang akurat
dan Pakaian Bekas; dan sebagai dasar perhitungan emisi
• Timbangan Sampah untuk perusahaan secara komprehensif.
perhitungan emisi dalam Supporting carbon offset efforts through
Sustainability Report. textile recycling while generating
accurate waste generation data as a
Waste Management Program: basis for comprehensive corporate
• Waste Management Program - emissions calculations.
Donation of Recycled Uniforms
and Used Clothing; and
• Waste Weighing for Emission
Calculation in the Sustainability
Report.
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Pilar Bakti Tugu TPB Nama Kegiatan Realisasi Dana (Rp) Capaian
Bakti Tugu Pillars SDGs Name of Activity Funds Realized (IDR) Achievement
Program Penanaman Mangrove: Program ini mendukung pencegahan
• BAF Eco Move 2025; abrasi dan erosi, pengurangan emisi
• World Mangroves Day 2025; karbon, serta pelestarian ekosistem
• Penanaman 10.000 Bibit mangrove sebagai bagian dari
Mangrove di Pulau Panggang upaya perlindungan lingkungan yang
dan seremonial kegiatan; dan berkelanjutan.
• HUT Tugu - Tugu Green Journey This program contributes to the
(Penanaman Mangrove). prevention of abrasion and erosion,
reduction of carbon emissions, and
Mangrove Planting Program: preservation of mangrove ecosystems
• BAF Eco Move 2025; as part of sustainable environmental
• World Mangroves Day 2025; protection efforts.
• Planting of 10,000 Mangrove
Seedlings on Panggang Island
and ceremonial event; and
• Tugu Anniversary – Tugu Green
Journey (Mangrove Planting).
HUT Tugu - Tugu Green Journey Berkontribusi dalam menjaga
(Beach Clean Up) kebersihan pesisir sekaligus
Tugu Anniversary – Tugu Green memperkuat komitmen terhadap
Journey (Beach Clean Up) pelestarian ekosistem laut dan
lingkungan berkelanjutan.
Contributing to maintaining coastal
cleanliness while strengthening
the commitment to preserving
marine ecosystems and sustainable
environments.
Pendidikan & Kompetisi Pemberian Literasi 616.444.977 Mendukung peningkatan kualitas
Literasi Keuangan Asuransi dan Olimpiade Asuransi & pendidikan, khususnya dalam bidang
Education & Aktuaria Tingkat Nasional 2025 asuransi aktuaria bagi berbagai
Financial Literacy Insurance Literacy Competition kalangan, termasuk siswa, mahasiswa,
and National Insurance & Actuarial guru, dosen, dan praktisi asuransi.
Olympiad 2025 Supporting the improvement of
education quality, particularly in the
field of insurance and actuarial studies
for various groups, including students,
university students, teachers, lecturers,
and insurance practitioners.
Program Literasi Keuangan untuk Mendukung kualitas pendidikan
Siswa Sekolah Dasar: terutama dalam meningkatkan literasi
• Literasi Keuangan dalam; keuangan di kalangan siswa sekolah
Kegiatan Pertamina Energi dasar.
Negeri 8.0; Supporting education quality, especially
• Literasi Keuangan SDN 01 & 03 by enhancing financial literacy among
Pulau Panggang; dan elementary school students.
• HUT Tugu - Literasi Keuangan
SDN Tebet Barat 05.
Financial Literacy Program for
Elementary School Students:
• Financial Literacy in Pertamina
Energi Negeri 8.0 Activities;
• Financial Literacy at SDN 01 &
03 of Panggang Island; and
• Tugu Anniversary – Financial
Literacy at SDN Tebet Barat 05.
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Pilar Bakti Tugu TPB Nama Kegiatan Realisasi Dana (Rp) Capaian
Bakti Tugu Pillars SDGs Name of Activity Funds Realized (IDR) Achievement
Program Literasi Keuangan untuk Meningkatkan pemahaman dan
Mahasiswa: keterampilan mahasiswa dalam
• Literasi Keuangan UGM pengelolaan keuangan yang
(Training of Facilitators); bertanggung jawab sebagai bagian dari
• Literasi Keuangan - UNJ pembelajaran berkualitas.
(Training of Facilitator); dan Improving university students’
• Infobank Financial Literacy understanding and skills in responsible
Roadshow (Universitas financial management as part of quality
Indonesia, Universitas Brawijaya, learning.
Universitas Padjadjaran).
Financial Literacy Programs for
University Students:
• Financial Literacy at UGM
(Training of Facilitators);
• Financial Literacy at UNJ
(Training of Facilitators); and
• Infobank Financial Literacy
Roadshow (Universitas
Indonesia, Universitas Brawijaya,
Universitas Padjadjaran).
Program Literasi Keuangan untuk Meningkatkan kemampuan pengelolaan
Masyarakat: keuangan dan pemahaman risiko
• Literasi Keuangan dalam finansial bagi pelaku UMKM serta
Kegiatan PKM UGM; dan memperkuat literasi keuangan
• Literasi Keuangan UMKM masyarakat produktif di wilayah pesisir
Rumah BUMN Pertamina. guna mendukung ketahanan ekonomi
yang berkelanjutan.
Financial Literacy Program for the Enhancing financial management skills
Community: and understanding of financial risks for
• Financial Literacy in UGM MSMEs, while strengthening financial
Community Service Program literacy among productive communities
(PKM); and in coastal areas to support sustainable
• Financial Literacy for MSMEs at economic resilience.
Rumah BUMN Pertamina.
Program Kompetisi Mahasiswa: Mendukung pendidikan dikalangan
• Ideanation 2025; dan mahasiswa dengan menjadi case
• Case Competition ASiQ UGM. collaborator dalam business case
competition yang diikuti oleh mahasiswa
Student Competition Programs: dari berbagai Universitas di Indonesia
• Ideanation 2025; and dan Universitas Teknologi Mara,
• ASiQ UGM Case Competition. Malaysia.
Supporting higher education by acting
as a case collaborator in business case
competitions attended by students from
various universities in Indonesia and
Universiti Teknologi Mara, Malaysia.
Program Akademik dan Program ini meningkatkan kesiapan
Pengembangan Karier: kerja mahasiswa melalui penguatan
• Binus Career Optimization; keterampilan, wawasan karier, dan
• Kuliah Umum - Teknik Industri UI; daya saing sehingga mendukung
• Kuliah Umum - FEB UI; dan terciptanya tenaga kerja yang produktif
• Company Visit D3 Aktuaria dan berkelanjutan. Melalui kolaborasi
Universitas Indonesia. antara perguruan tinggi dan industri,
mahasiswa memperoleh pemahaman
Academic and Career Development praktik kerja secara nyata yang
Programs: menjembatani dunia pendidikan dan
• Binus Career Optimization; profesional.
• Public Lecture - Industrial This program improves students’ work
Engineering of UI; readiness by enhancing skills, career
• Public Lecture - Faculty of insights, and competitiveness, thereby
Economics and Business of supporting the development of a
UI; and productive and sustainable workforce.
• Company Visit - D3 Actuarial Through collaboration between
Program of Universitas universities and industry, students gain
Indonesia. practical work experience that bridges
the gap between education and the
professional world.
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Pilar Bakti Tugu TPB Nama Kegiatan Realisasi Dana (Rp) Capaian
Bakti Tugu Pillars SDGs Name of Activity Funds Realized (IDR) Achievement
Program Bantuan Perbaikan dan Memulihkan proses belajar-mengajar
Pemulihan Sarana Pendidikan: yang layak setelah mengalami
• Bantuan Sarana Pendidikan kerusakan parah akibat bencana banjir
Pascabanjir SDN Jatirasa V; dan dan menciptakan lingkungan pendidikan
• Perbaikan Sarana Pendidikan yang lebih layak guna meningkatkan
dalam Kegiatan Pertamina semangat belajar siswa.
Energi Negeri 8.0. Restoring proper teaching and learning
processes after severe damage
Assistance for Repair and caused by floods and creating a better
Restoration of Educational educational environment to boost
Facilities: students’ motivation and learning
• Post-Flood Educational enthusiasm.
Facility Assistance at SDN
Jatirasa V; and
• Educational Facility
Improvements in Pertamina
Energi Negeri 8.0 Activities.
Kesehatan & Program Kepedulian Sosial dan 313.224.797 Program ini memberikan apresiasi
Keselamatan Kemanusiaan: kepada relawan PMI sebagai bentuk
Health & Safety • Volunteer of The Year; dan dukungan moral yang mendorong
• Donor Darah. peningkatan semangat dan
dedikasi dalam menjalankan tugas
Social and Humanitarian Care kemanusiaan. Selain itu, melalui
Programs: kegiatan donor darah, program ini turut
• Volunteer of The Year; and berkontribusi dalam meningkatkan
• Blood Donation. kesehatan masyarakat sekaligus
menumbuhkan budaya kepedulian
sosial di lingkungan perusahaan.
This program provides appreciation
to PMI volunteers as a form of moral
support, encouraging increased
enthusiasm and dedication in carrying
out humanitarian tasks. In addition,
through blood donation activities, the
program contributes to improving public
health while fostering a culture of social
care within the company.
Diskusi Mudik dan Bakti Sosial Memberikan edukasi cerdas berkendara
Jarak Aman - Kampanye Cerdas terutama ketika arus mudik sehingga
Berkendara dapat mengurangi angka kecelakaan
Discussion on Homecoming and lalu lintas.
Safe Distance Social Service– Providing smart driving education,
Smart Driving Campaign especially during the homecoming
season, to help reduce traffic accidents.
Operasional Ambulance Gratis Meningkatkan akses layanan
Free Ambulance Operations kesehatan darurat bagi masyarakat
dan memperkuat kepedulian sosial
perusahaan.
Enhancing access to emergency
health services for the community
and strengthens the Company’s social
responsibility.
Pemberdayaan Program Inklusi Disabilitas: 206.841.637 Memberdayakan disabilitas sebagai
Masyarakat • Program Disabilitas Berdaya langkah konkret menuju masyarakat
Community (Hardolnas); dan yang inklusif.
Empowerment • HUT Tugu (Tugu Inspiraspace) - Empowering people with disabilities
Bazar UMKM Disabilitas. as a concrete step toward creating an
inclusive society.
Disability Inclusion Program:
• Empowered Disability Program
(Hardolnas); and
• Tugu Anniversary (Tugu
Inspiraspace) – Disability MSME
Bazaar.
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Pilar Bakti Tugu TPB Nama Kegiatan Realisasi Dana (Rp) Capaian
Bakti Tugu Pillars SDGs Name of Activity Funds Realized (IDR) Achievement
Sumbangan Program Kepedulian Sosial Idulfitri 530.641.297 Program Bakti Sosial Idulfitri dan
(Bantuan Sosial, dan Iduladha: Iduladha memperkuat kerja sama yang
Keagamaan, dan • Bakti Sosial Ramadhan 2025; positif serta meningkatkan kepedulian
Seni Budaya) • Berbagi Berkah Ramadhan sosial melalui penyaluran bantuan
Donations (Social, Santunan Anak Yatim dan Buka kepada kelompok yang membutuhkan,
Religious, and Bersama; termasuk santunan bagi anak yatim dan
Arts & Culture • Bakti Sosial Iduladha 2025; dukungan kesejahteraan masyarakat di
Assistance) • Sumbangan Kegiatan Berkah bulan Ramadan. Selain itu, penyaluran
Ramadhan Bersama Yakesma hewan qurban menjadi wujud nyata
2025; dan semangat berbagi dan kebersamaan
• Bantuan Hewan Qurban 1446H. dalam mendukung kesejahteraan
masyarakat secara berkelanjutan.
Social Care Programs for Eid al-Fitr The Eid al-Fitr and Eid al-Adha Social
and Eid al-Adha: Service programs strengthen positive
• Ramadan Social Service 2025; collaboration and increase social care
• Sharing Blessings Ramadan: by distributing aid to those in need,
Orphan Assistance and Iftar including assistance for orphans and
Gathering; community welfare support during
• Eid al-Adha Social Service 2025; Ramadan. Additionally, the distribution
• Ramadan Blessings Program of qurban animals demonstrates
with Yakesma 2025; and a tangible spirit of sharing and
• Qurban Animal Assistance togetherness in supporting sustainable
1446H. community welfare.
Charity Natal (Anak-anak Penyintas Terjalinnya kerja sama yang positif,
Kanker & Panti Sosial) meningkatnya kepedulian sosial, dan
Christmas Charity (Children Cancer tersalurkannya bantuan bagi kelompok
Survivors & Orphanages) yang membutuhkan.
Fostering positive collaboration,
increasing social care, and delivering
aid to groups in need.
Sumbangan Bantuan Bencana Aceh Mendukung pemulihan awal masyarakat
Aceh Disaster Relief Donations terdampak bencana melalui penyaluran
bantuan kemanusiaan.
Supporting the initial recovery of
disaster-affected communities through
the distribution of humanitarian aid.
Futsal Competition SDN Jatirasa Mengembangkan bakat olahraga siswa
05 Bekasi sekaligus menanamkan nilai sportivitas
Futsal Competition at SDN Jatirasa dan kerja sama.
05 Bekasi Developing students’ athletic talents
while instilling values of sportsmanship
and teamwork.
Mekanisme dan Jumlah Pengaduan Masyarakat [OJK F.24] Mechanism and Number of Public Complaints [OJK F.24]
Sebagai bagian dari upaya menjaga kepercayaan publik As part of its efforts to maintain public trust and build
dan membangun reputasi perusahaan yang positif, Tugu a positive corporate reputation, Tugu Insurance is
Insurance berkomitmen untuk menindaklanjuti setiap committed to promptly and responsibly addressing every
pengaduan atas dugaan pelanggaran secara cepat dan complaint regarding alleged violations. The Company
bertanggung jawab. Perseroan menyediakan mekanisme provides reporting mechanisms accessible to employees,
pelaporan yang dapat diakses oleh karyawan, konsumen, consumers, and the general public to report suspected
maupun masyarakat umum untuk menyampaikan dugaan fraud, breaches of the code of ethics, or deviations from
kecurangan, pelanggaran kode etik, serta penyimpangan corporate governance principles.
terhadap prinsip tata kelola perusahaan.
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Saluran pelaporan tersebut disediakan melalui These reporting channels are provided through the
Whistleblowing System (WBS) sebagai media resmi Whistleblowing System (WBS) as the official medium for
pengaduan. Sepanjang tahun 2025, Perseroan menerima complaints. Throughout 2025, the Company received 2
2 (dua) pengaduan melalui WBS dan seluruh laporan yang (two) complaints via WBS, and all submitted reports were
masuk telah ditangani sesuai dengan ketentuan yang addressed in accordance with applicable regulations. For
berlaku. Bagi Insan Tugu Insurance, WBS dimanfaatkan Tugu Insurance Personnel, the WBS serves as an internal
sebagai sarana pengendalian internal sekaligus bagian dari control tool as well as part of the Company’s efforts to
upaya mitigasi risiko terhadap potensi pelanggaran dalam mitigate risks associated with potential violations in
menjalankan kegiatan usaha. business operations.
Tanggung Jawab terhadap Konsumen dan Pengembangan Responsibility for the Consumers and Product
Produk Development
Tugu Insurance menempatkan kualitas produk dan Tugu Insurance prioritizes the quality of its insurance
layanan asuransi sebagai prioritas utama dalam menjaga products and services to maintain customer satisfaction
kepuasan pelanggan serta membangun kepercayaan and build public trust. In line with this, the Company
masyarakat. Sejalan dengan hal tersebut, Perseroan secara continuously enhances performance through the
berkelanjutan meningkatkan kinerja melalui penguatan dan strengthening and development of products and services
pengembangan produk serta layanan yang selaras dengan that align with customer needs and aims to improve the
kebutuhan nasabah dan bertujuan untuk meningkatkan customer experience and reinforce client loyalty.
customer experience serta memperkuat loyalitas pelanggan.
Sebagai respons terhadap perkembangan teknologi dan In response to technological advancements and changing
perubahan perilaku konsumen, Perseroan mengembangkan consumer behavior, the Company develops application- and
produk dan layanan berbasis aplikasi maupun web guna web-based products and services to provide convenience,
menghadirkan kemudahan, kenyamanan, dan efisiensi comfort, and efficiency in transactions. Service applications
dalam bertransaksi. Pembaruan aplikasi layanan dilakukan are continuously updated to ensure easy access through
secara berkelanjutan agar dapat diakses dengan mudah online channels, allowing customers to independently
melalui kanal online secara mandiri yang dapat disesuaikan manage their needs. Additionally, in accordance with
dengan kebutuhan pelanggan. Selain itu, sesuai dengan its business strategy, Tugu Insurance gradually adjusts
strategi bisnis, Tugu Insurance secara bertahap melakukan the PoSS office network to ensure service effectiveness
penyesuaian terhadap jaringan kantor PoSS guna for clients.
memastikan efektivitas layanan kepada pelanggan.
Komitmen Memberikan Layanan Produk dan/atau Jasa Commitment to Providing Services for Equal Products
yang Setara kepada Konsumen [OJK F.17] and/or Services to Consumers [OJK F.17]
Tugu Insurance berkomitmen untuk memberikan layanan Tugu Insurance is committed to providing equal service
atas produk dan/atau jasa yang setara kepada seluruh for all its products and/or services to every consumer by
konsumen dengan menyediakan informasi yang transparan offering transparent and easily understandable information
dan mudah dipahami melalui Ringkasan Informasi Produk through the Product and Service Information Summary
dan Layanan (RIPLAY). Kebijakan ini sejalan dengan (RIPLAY). This policy aligns with OJK Regulation No. 6/
Peraturan OJK No. 6/POJK.07/2022 tentang Perlindungan POJK.07/2022 on Consumer and Public Protection in the
Konsumen dan Masyarakat di Sektor Jasa Keuangan, yang Financial Services Sector, which requires financial service
mewajibkan pelaku usaha jasa keuangan memberikan providers to grant equal access to services according to
akses layanan yang setara sesuai klasifikasi konsumen. consumer classification.
Selain penyediaan RIPLAY, Perseroan memiliki berbagai In addition to providing RIPLAY, the Company has various
program dan materi informasi yang memuat penjelasan programs and informational materials containing detailed
terperinci mengenai seluruh produk dan layanan asuransi explanations of all offered insurance products and services.
yang ditawarkan. Dalam menjalankan hubungan dengan In managing customer relationships, Tugu Insurance also
pelanggan, Tugu Insurance juga berpedoman pada adheres to the Business Ethics guidelines and Code of
Pedoman Sistematika Etika Usaha dan Tata Perilaku (Code Conduct (CoC) as stipulated in the Board of Directors’
of Conduct/CoC) sebagaimana ditetapkan dalam Surat Decision Letter No. 67/SKD/06/ERLATPI/IX/2021, which
Keputusan Direksi No. 67/SKD/06/ERLATPI/IX/2021, sets out the Company’s ethical principles in interacting
yang mengatur prinsip etika Perseroan dalam berinteraksi with customers.
dengan pelanggan.
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Etika Perseroan dengan Pelanggan
Company Ethics with Customers
• Memberikan informasi maupun iklan/promosi secara • Providing information and advertisements/promotions
sehat, fair, jujur dan tidak menyesatkan, serta diterima in a healthy, fair, honest, and non-misleading manner, in
oleh norma masyarakat; accordance with societal norms;
• Memberikan pelayanan terbaik bagi pelanggan; serta • Delivering the best possible service to customers; and
• Memelihara reputasi atau kepercayaan pelanggan serta • Maintaining the Company’s reputation and customer
menjaga informasi/kerahasiaan pelanggan. trust, as well as safeguarding customer information/
confidentiality.
Pelaksanaan layanan yang setara kepada konsumen mengacu Implementation of equal service to customers is based
pada Standard Operating Procedure (SOP) yang berlaku. Untuk on the applicable Standard Operating Procedures (SOP).
mendukung hal tersebut, Perseroan menyiapkan sumber To support this, the Company equips competent human
daya manusia yang kompeten, dibekali dengan keterampilan resources with customer service skills and adequate
penanganan pelanggan serta pemahaman yang memadai understanding of insurance products and services. In
terhadap produk dan layanan asuransi. Selain itu, Perseroan addition, the Company applies minimum service standards
menerapkan standar layanan minimum dan menjadikan and incorporates service quality as part of employee
kualitas layanan sebagai bagian dari indikator penilaian kinerja performance assessment indicators (Key Performance
karyawan (Key Performance Indicator/KPI). Indicators/KPI).
Menjaga Mutu sesuai Regulasi dan Standar [OJK F.27] Maintaining Quality according to Regulations and
[OJK F.28] Standards [OJK F.27] [OJK F.28]
Dalam rangka menjaga mutu layanan, Tugu Insurance To maintain service quality, Tugu Insurance implements an
menerapkan standar manajemen mutu yang terintegrasi. integrated quality management standard. The strategy to
Strategi peningkatan kualitas produk dan jasa dijalankan enhance the quality of products and services is carried out
melalui lima pilar utama, yaitu: through five main pillars:
1. Growth of Business; 1. Growth of Business;
2. Corporate Action by Reinvestment; 2. Corporate Action by Reinvestment;
3. Asset Transformation; 3. Asset Transformation;
4. People Transformation; serta 4. People Transformation; and
5. Process Transformation & Risk Management. 5. Process Transformation & Risk Management.
Selain implementasi strategi tersebut, Perseroan menyediakan In addition to implementing these strategies, the Company
layanan informasi dan pengaduan sebagai wujud keterbukaan provides information and complaint services as a form of
terhadap kritik, saran, dan masukan dari seluruh pemangku openness to feedback, suggestions, and inputs from all
kepentingan. Komitmen ini diperkuat melalui Peraturan Direksi stakeholders. This commitment is reinforced by the Board
No. A/006/9100/2016 rev-0 tentang Pedoman Pengaduan of Directors Regulation No. A/006/9100/2016 rev-0 on
Pelanggan Tugu Insurance serta mengacu kepada ketentuan Tugu Insurance Customer Complaint Guidelines and refers to
pada Pedoman No. A-002/TCB1020000/2025 mengenai the provisions in Guideline No. A-002/TCB1020000/2025
Service Strategy Blueprint dan Standar Layanan. regarding the Service Strategy Blueprint and Service Standards.
Pusat layanan informasi dan pengaduan dapat diakses The information and complaint center can be accessed
melalui Call TIA (Tugu Insurance Assistance) yang beroperasi via Call TIA (Tugu Insurance Assistance), which operates
24 jam sehari dan 7 hari seminggu melalui nomor 1500- 24 hours a day, 7 days a week, through the phone number
458, WhatsApp 0811 97900 100, serta surat elektronik ke 1500-458, WhatsApp 0811 97900 100, and email at
calltia@tugu.com. Call TIA menyediakan layanan informasi calltia@tugu.com. Call TIA provides services including
produk, pengelolaan polis asuransi, pelaporan klaim, product information, insurance policy management, claims
hingga bantuan darurat di jalan raya. Seluruh pertanyaan, reporting, and emergency assistance on the road. All
keluhan, maupun masukan dari pelanggan dan pemangku questions, complaints, or feedback from customers and
kepentingan lainnya ditangani secara responsif melalui other stakeholders are handled responsively through
saluran-saluran tersebut. these channels.
1 2 3 4
Diteruskan ke
Penyelesaian
Pengaduan Masuk Diterima oleh PIC User Terkait
Pengaduan
Complaint Sent Received by PIC Forwarded to
Complaint Sent
Related User
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Kemudahan Akses Informasi dan Jaringan Ease of Access to Information and Network
Seiring dengan perkembangan teknologi digital, Tugu In line with digital technology developments, Tugu Insurance
Insurance memastikan kemudahan akses informasi secara ensures easy access to information online through the
daring melalui laman resmi Perseroan yang diperbarui Company’s official website, which is updated in real-time. In
secara real-time. Selain itu, akses layanan secara langsung addition, direct service access is available through branch
juga tersedia melalui jaringan kantor cabang dan kantor offices and representative offices in various cities.
perwakilan di berbagai kota.
Perseroan memiliki kantor pusat di DKI Jakarta serta 29 The Company has its head office in DKI Jakarta and 29
kantor Point of Sales & Services (PoSS) di kota-kota besar Point of Sales & Services (PoSS) offices in major cities
Indonesia. Jaringan ini menjadi bagian dari strategi Perseroan across Indonesia. This network is part of the Company’s
dalam menjangkau segmen pelanggan yang lebih luas. strategy to reach a broader customer segment.
Untuk memperkuat penetrasi pasar ritel, Perseroan To strengthen retail market penetration, the Company
menjalankan berbagai inisiatif strategis, antara lain implements various strategic initiatives, including
pengembangan kerja sama dengan dealer multibrand dan developing partnerships with multi-brand dealers and
perusahaan pembiayaan (leasing), pengembangan agen financing (leasing) companies, expanding focused and
ritel yang fokus dan berorientasi pada pertumbuhan, serta growth-oriented retail agents, and collaborating with
kolaborasi dengan mitra digital. Infrastruktur layanan digital partners. Service infrastructure is continuously
juga terus diperkuat melalui optimalisasi PoSS, layanan enhanced through the optimization of PoSS, Emergency
Emergency Road Assistance (ERA) atau t rex, situs web, Road Assistance (ERA) or t rex services, the website, social
media sosial, t friends, dan contact center guna memastikan media, t friends, and the contact center to ensure optimal
kualitas layanan yang optimal, mulai dari proses informasi service quality, from product information, policy issuance, to
produk, penutupan polis hingga penyelesaian klaim. claims settlement.
Distribusi dan Jaringan Distribution and Network
Kemudahan akses layanan didukung oleh ketersediaan Ease of service access is supported by the availability of an
jaringan distribusi yang luas, antara lain melalui: extensive distribution network, including:
1. Pemanfaatan jaringan distribusi Pertamina 1. Utilizing Pertamina’s distribution network as Points of
sebagai Pusat Penjualan (Point of Sales/PoSS) Sales (PoSS) and developing services both physically
serta pengembangan layanan, baik secara fisik and virtually;
maupun virtual;
2. Pengembangan saluran distribusi digital melalui bauran 2. Expanding digital distribution channels through a mix of
kanal konvensional dan berbasis teknologi, termasuk conventional and technology-based platforms, including
ketersediaan produk asuransi ritel di berbagai digital the availability of retail insurance products on various
marketplace; serta digital marketplaces; and
3. Penguatan sistem keagenan yang mengintegrasikan 3. Strengthening the agency system by integrating
agen korporasi dan agen ritel. corporate and retail agents.
Hingga saat ini, Tugu Insurance 29 Kantor Penjualan (PoSS) Until now, Tugu Insurance operates 29 Sales Offices (PoSS)
yang tersebar di seluruh Indonesia. Dengan pengalaman across Indonesia. With its experience and capabilities,
dan kapabilitas yang dimiliki, Perseroan terus dipercaya oleh the Company continues to be trusted by the public and
masyarakat dan pemerintah dalam pengelolaan risiko aset government in managing asset and interest risks, both
dan kepentingan, baik korporasi maupun ritel, termasuk corporate and retail, including large-scale risks (mega
risiko berskala besar (mega risk) yang didukung oleh risk) supported by leading domestic and international
perusahaan asuransi terkemuka dalam dan luar negeri. insurance companies.
Keunggulan Layanan dan Operasional Service and Operation Excellence
Tugu Insurance melanjutkan pengembangan sistem layanan Tugu Insurance continues to develop an integrated
terintegrasi untuk segmen korporasi dan ritel, termasuk service system for both corporate and retail segments,
penguatan contact center, pelaksanaan rebranding, including strengthening the contact center, implementing
serta kampanye merek guna meningkatkan citra dan rebranding, and conducting brand campaigns to enhance
tingkat pengenalan merek (brand image & recognition). brand image and recognition. Service improvements are
Penyempurnaan contact dari sisi Layanan terus dilakukan continuously carried out as part of the strategy to enhance
sebagai bagian dari strategi peningkatan kualitas layanan service quality and business development in line with the
dan pengembangan bisnis sesuai dengan komitmen Simply Simply Trusting commitment, namely focusing on providing
Trusting yaitu memberikan pelayanan dengan memberikan convenient services to consistently build customer trust
kemudahan untuk terus meningkatkan kepercayaan dan and loyalty.
loyalitas pelanggan.
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Dalam penyelesaian klaim, Perseroan berkomitmen untuk In claims settlement, the Company is committed to
memproses pembayaran secara cepat dan sesuai dengan processing payments promptly and in accordance with
prosedur yang berlaku. Informasi mengenai produk, layanan, applicable procedures. Complete information about
serta fitur dan platform aplikasi disediakan secara lengkap products, services, as well as features and application
melalui berbagai kanal, antara lain situs web Perseroan, platforms is provided through various channels, including
layanan pelanggan di seluruh Service Points Perusahaan the Company’s website and customer service at all
termasuk dan PoSS. Company Service Points, including PoSS.
Program Literasi dan Inklusi Keuangan Financial Literacy and Inclusion Program
Melalui program literasi dan inklusi keuangan, Tugu Through its financial literacy and inclusion program, Tugu
Insurance secara konsisten memberikan edukasi kepada Insurance consistently provides education to the public
masyarakat dan pelanggan terkait produk serta layanan and customers regarding general insurance products and
asuransi umum. Perseroan menyediakan berbagai sarana services. The Company offers various information channels,
informasi, seperti situs web perusahaan, profil perusahaan, such as the corporate website, company profile, multimedia
materi multimedia, brosur, leaflet produk, iklan, serta materials, brochures, product leaflets, advertisements, and
sumber informasi lainnya. other sources of information.
Selain itu, Perseroan menyelenggarakan berbagai kegiatan In addition, the Company organizes various educational
edukatif, antara lain kunjungan dan pertemuan dengan activities, including visits and meetings with customers
pelanggan (courtesy/client visit & gathering), sosialisasi polis, (courtesy/client visits & gatherings), dissemination of
serta pelatihan dan lokakarya asuransi. Kegiatan promosi policy, as well as insurance training and workshops.
juga dilakukan sebagai sarana sosialisasi tidak langsung Promotional activities are also conducted as an indirect
untuk meningkatkan kesadaran merek (brand awareness). means of raising brand awareness.
Untuk memastikan kualitas komunikasi dengan pelanggan, To ensure the quality of communication with customers, the
Perseroan membekali para pekerja, khususnya di bidang Company equips its employees, especially in marketing,
pemasaran, dengan pengetahuan produk dan layanan yang with adequate knowledge of products and services. This
memadai. Pembekalan ini bersifat wajib dan bertujuan training is mandatory and aims to enable employees to
agar karyawan mampu memberikan penjelasan yang jelas, provide clear, accurate, and responsible explanations
akurat, dan bertanggung jawab kepada pelanggan. to customers.
Inovasi dan Pengembangan [OJK F.26] Innovation and Development [OJK F.26]
Tugu Insurance menghadirkan solusi keuangan yang relevan Tugu Insurance provides relevant financial solutions for
bagi kebutuhan masyarakat melalui pengembangan produk public needs through the development of innovative
asuransi yang inovatif. Upaya ini merupakan bagian dari insurance products. This effort is part of the Company’s
komitmen Perseroan dalam mengimplementasikan inisiatif commitment to implementing sustainability initiatives as
keberlanjutan sebagaimana dirumuskan dalam Rencana Aksi outlined in the Sustainable Finance Action Plan (RAKB) in
Keuangan Berkelanjutan (RAKB) sesuai dengan POJK No. accordance with POJK No. 51/2017, which emphasizes,
51/2017, yang salah satu fokusnya adalah pengembangan among other things, the development of sustainable
produk dan/atau jasa keuangan berkelanjutan. financial products and/or services.
Dalam rangka memperluas portofolio produk dan layanan, To expand its portfolio of products and services, the
Perseroan secara aktif melakukan berbagai inisiatif Company actively takes various development initiatives for
pengembangan pada produk dana dan jasa keuangan yang financial products and services that align with sustainability
sejalan dengan prinsip keberlanjutan. Seluruh inovasi dan principles. All such innovations and product developments
pengembangan produk tersebut dipastikan telah memenuhi are ensured to comply with the prevailing regulations
ketentuan regulasi yang berlaku di Indonesia. in Indonesia.
Sepanjang tahun 2025, Perseroan merealisasikan berbagai Throughout 2025, the Company implemented various
pengembangan produk asuransi, yang terdiri atas: insurance product developments, which consist of:
Asuransi Konvensional Conventional Insurance
1. Asuransi Suretyship Tugu; 1. Tugu Suretyship Insurance;
2. Asuransi Kredit Pembiayaan Tugu; 2. Tugu Credit Financing Insurance;
3. Asuransi Kredit Perdagangan Tugu 3. Tugu Trade Credit Insurance;
4. Tugu Aircraft Hull and Spare Engine 4. Tugu Aircraft Hull and Spare Engine
Deductible Insurance; Deductible Insurance;
5. Hull All Risk and Liability Insurance; 5. Hull All Risk and Liability Insurance;
6. Tugu Personal Accident Air Crew Insurance; 6. Tugu Personal Accident Air Crew Insurance;
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7. Asuransi Pengadaan Barang Pemerintah (Pengangkutan 7. Government Procurement Insurance (Goods
Barang); Transportation);
8. Asuransi Pengadaan Barang Pemerintah (Moveable 8. Government Goods Procurement Insurance (Moveable
Property All Risk); dan Property All Risk); and
9. Asuransi Kendaraan Bermotor t drive EV (Roda Empat). 9. t drive EV Motor Vehicle Insurance (Four Wheels).
Asuransi Syariah Sharia Insurance
1. Asuransi Kendaraan Bermotor t drive EV (Roda Empat) 1. t drive EV Motor Vehicle Insurance (Four Wheels) Sharia.
Sharia.
Evaluasi Produk/Layanan dan Mitigasi Penanggulangan Product/Service Evaluation and Impact Mitigation [OJK
Dampaknya [OJK F.27, F.28, F.29] F.27, F.28, F.29]
Sebagai bagian dari pengelolaan dan mitigasi risiko, Tugu As part of risk management and mitigation, Tugu Insurance
Insurance secara konsisten melakukan proses peninjauan consistently conducts review and evaluation processes for
dan evaluasi terhadap setiap produk dan layanan baru every new product and service developed. These evaluation
yang dikembangkan. Prosedur evaluasi tersebut bertujuan procedures aim to ensure that all stages of product launch
memastikan bahwa seluruh tahapan peluncuran produk are implemented in accordance with proposals approved
telah dilaksanakan sesuai dengan usulan yang disetujui by management.
oleh manajemen.
Perseroan terus memperkuat portofolio produk melalui The Company continues to strengthen its product portfolio
optimalisasi perizinan dan penyempurnaan struktur by optimizing licensing and refining its product structure.
produk. Sepanjang tahun 2025, terdapat 2 (dua) produk Throughout 2025, 2 (two) products were temporarily
yang dihentikan sementara untuk dilakukan penyesuaian. suspended for adjustments. The Company has obtained
Perseroan telah memperoleh izin baru atas produk asuransi new permits for insurance products with similar benefits
yang memiliki manfaat serupa dan telah memenuhi aturan that meet Regulatory requirements, thus allowing them to
yang diwajibkan oleh Regulator, sehingga produk tersebut be on the market again to customers starting July 2025.
dapat kembali dipasarkan kepada nasabah mulai Juli 2025.
Survei Kepuasan Pelanggan [OJK F.30] Customer Satisfaction Survey [OJK F.30]
Untuk menjaga dan meningkatkan kualitas layanan In order to maintain and enhance service quality toward
menuju Service Excellence, Tugu Insurance secara rutin Service Excellence, Tugu Insurance routinely conducts
melaksanakan survei kepuasan pelanggan. Pada periode customer satisfaction surveys. During the reporting period,
pelaporan, pengukuran dilakukan terhadap seluruh lini measurements were carried out across all business lines,
bisnis dengan melibatkan berbagai segmen pelanggan. involving various customer segments.
Perseroan secara berkala menyelenggarakan Survei Loyalitas The Company periodically conducts the Customer Loyalty &
dan Kepuasan Pelanggan (Customer Loyalty & Customer Customer Satisfaction Survey (CSLS). The customer loyalty
Satisfaction Survey/CSLS). Survei loyalitas pelanggan survey measures retention levels, including the tendency
mengukur tingkat retensi, termasuk kecenderungan pelanggan of customers to make repeat purchases, continue using
untuk melakukan pembelian ulang, tetap menggunakan the Company’s services, and their willingness to provide
layanan Perseroan, serta kesediaan memberikan rekomendasi recommendations to others. Meanwhile, the Customer
kepada pihak lain. Sementara itu, Survei Kepuasan Pelanggan Satisfaction Survey is used to assess satisfaction with the
digunakan untuk menilai tingkat kepuasan terhadap produk products and services received, by comparing customer
dan layanan yang diterima, dengan membandingkan harapan expectations with actual experiences.
pelanggan terhadap pengalaman aktual yang dirasakan.
Pada tahun 2025, hasil pengukuran Indeks Kepuasan dan In 2025, the measurement of the Customer Satisfaction &
Loyalitas Pelanggan (Customer Satisfaction & Loyalty Index/ Loyalty Index (CSLI) achieved a score of 4.52, while the Net
CSLI) mencapai skor 4,52, sedangkan skor Net Promoter Promoter Score was recorded at 4.52.
tercatat sebesar 4,52.
Survei Kepuasan Pelanggan 2025 [OJK F.30]
Customer Satisfaction Survey 2025 [OJK F.30]
Keterangan Realisasi
Target
Description Realization
Customer Satisfaction Index 4,4 4,58
Customer Loyalty Index 4,4 4,46
Customer Satisfaction & Loyalty Index 4,4 4,52
Net Promoter Score 4,4 4,52
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Verifikasi Tertulis dari Pihak Independen (G.1)
Written Verification from an Independent Party (G.1)
Pada periode pelaporan tahun 2025, Tugu Insurance belum In the 2025 reporting period, Tugu Insurance had not yet
melakukan jasa assurance pihak independen eksternal engaged external independent assurance services for its
atas Laporan Keberlanjutan. Meskipun demikian, guna Sustainability Report. However, to ensure reporting quality
memastikan kualitas dan keandalan pelaporan, Perseroan and reliability, the Company conducts an internal cross-
melaksanakan proses cross-check secara internal check of the data and information presented and the
terhadap data dan informasi yang tersaji dan kesesuaian compliance of information disclosure with the provisions of
pengungkapan informasi dengan ketentuan POJK No. POJK No. 51/2017 and the reporting requirements based
51/2017 serta persyaratan pelaporan berdasarkan GRI on the 2021 GRI Standards.
Standards 2021.
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Lembar Umpan Balik (G.2)
Feedback Form (G.2)
Kami mengundang seluruh pemangku kepentingan untuk We invite all stakeholders to actively participate by
berpartisipasi aktif dengan menyampaikan tanggapan dan providing responses and input on this Sustainability Report.
masukan atas Laporan Keberlanjutan ini. Umpan balik dapat Feedback can be submitted via email or through the
dikirimkan melalui email maupun melalui formulir yang provided form, which can be submitted by fax or post.
tersedia, yang dapat disampaikan melalui faksimile atau pos.
Partisipasi Anda menjadi bagian penting dalam membantu Your participation is crucial in helping us improve the
kami meningkatkan kualitas pelaporan dan memperkuat quality of our reporting and strengthen the Company’s
komitmen keberlanjutan Perseroan ke depan. sustainability commitment going forward.
Profil Anda | Your Profile
Nama (bila berkenan) | Name (if you please) :
Institusi/Perusahaan | Institution/Company :
Email :
Telp/Hp | Phone/Mobile :
Golongan Pemangku Kepentingan | Stakeholders Group
Pemerintah | Government Media
LSM | NGO Akademik | Academic
Perusahaan | Corporate Lain-lain, mohon sebutkan :
Masyarakat | Community Others, please state :
Mohon pilih jawaban yang paling sesuai | Please choose the most appropriate answer
1. Laporan ini bermanfaat bagi Anda:
This report is useful to you:
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Strongly Disagree Disagree Neutral Agree Strongly Agree
2. Laporan ini menggambarkan kinerja Perusahaan dalam pembangunan keberlanjutan:
This report describes the Company’s performance in sustainability development:
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3. Laporan ini mudah dimengerti:
This report is easy to understand:
Sangat Tidak Setuju Tidak Setuju Netral Setuju Sangat Setuju
Strongly Disagree Disagree Neutral Agree Strongly Agree
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4. Laporan ini menarik:
This report is interesting:
Sangat Tidak Setuju Tidak Setuju Netral Setuju Sangat Setuju
Strongly Disagree Disagree Neutral Agree Strongly Agree
5. Laporan ini meningkatkan kepercayaan Anda pada keberlanjutan Perusahaan:
This report increases your trust in the Company’s sustainability:
Sangat Tidak Setuju Tidak Setuju Netral Setuju Sangat Setuju
Strongly Disagree Disagree Neutral Agree Strongly Agree
Mohon berkenan mengisi | Please complete the below statements
1. Bagian laporan mana yang paling berguna bagi Anda:
Which part of this report is most useful to you:
2. Bagian laporan mana yang kurang berguna bagi Anda:
Which part of this report is less useful to you:
3. Bagian laporan mana yang paling menarik bagi Anda:
Which part of this report is less useful to you:
4. Bagian laporan mana yang kurang menarik bagi Anda:
Which part of this report is less interesting to you:
5. Mohon berikan saran/usul/komentar Anda atas laporan ini:
Please give us your advice/suggestions/comments on this report:
Terima kasih atas partisipasi Anda. Mohon agar formulir ini dikirimkan kembali kepada:
Thank you for your participation. Kindly send this form to:
PT Asuransi Tugu Pratama Indonesia Tbk
Wisma Tugu 1 CALL TIA - HOTLINE 24 JAM: 1500 458
Jalan H.R. Rasuna Said Kav. C8-9 WA: 0811 97 900 100
Jakarta 12920 Indonesia Email: calltia@tugu.com
Telp: +62-21 529 61777 (hunting) Website: www.tugu.com
Fax: +62-21 529 61555, 529 62555
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Tanggapan terhadap Umpan Balik (G.3)
Comments on Feedbacks (G.3)
Selama tahun 2025, Tugu Insurance tidak menerima Throughout 2025, Tugu Insurance did not receive any
tanggapan maupun masukan terkait Laporan Keberlanjutan responses or input regarding the 2024 Sustainability
Tahun 2024. Meski demikian, Perseroan tetap memandang Report. Nevertheless, the Company continues to view
proses pelaporan sebagai bagian dari komitmen terhadap the reporting process as part of its commitment to
transparansi dan perbaikan berkelanjutan. transparency and continuous improvement.
Ke depan, Perseroan berkomitmen untuk terus meningkatkan Going forward, the Company is committed to continuously
kualitas dan kedalaman pengungkapan pada Laporan improving the quality and depth of disclosures in
Keberlanjutan Tahun 2025, dengan memastikan bahwa the 2025 Sustainability Report, by ensuring that all
seluruh informasi yang disajikan mencerminkan kinerja information presented accurately, relevantly, and in line
keberlanjutan secara akurat, relevan, dan sesuai dengan with achievements during the reporting period. This effort
capaian selama periode pelaporan. Upaya ini dilakukan is made in order to maintain the report’s credibility while
untuk menjaga kredibilitas laporan sekaligus memperkuat strengthening accountability to all stakeholders.
akuntabilitas kepada seluruh pemangku kepentingan.
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Surat Pernyataan Dewan Komisaris
Statement Letter of Board of Commissioners
Kami yang bertanda tangan di bawah ini menyatakan bahwa The undersigned below acknowledge that all information
semua informasi dalam Laporan Keberlanjutan PT Asuransi contained in the 2025 Sustainability Report of PT Asuransi
Tugu Pratama Indonesia Tbk Tahun 2025 telah dimuat Tugu Pratama Indonesia Tbk, has been presented as a
secara lengkap dan bertanggung jawab penuh atas whole and therefore are accountable for the validity of the
kebenaran isi Laporan Keberlanjutan Perusahaan tersebut. Company’s Sustainability Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 2 April 2026
Dewan Komisaris
Board of Commissioners
Abdul Ghofar
Presiden Komisaris & Komisaris Independen
President Commissioner & Independent Commissioner
Bagus Agung Rahadiansyah
Komisaris
Commissioner
Poerwo Tjahjono Tajudin Noor
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
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Surat Pernyataan Direksi
Statement Letter of Board of Directors
Kami yang bertanda tangan di bawah ini menyatakan bahwa The undersigned below acknowledge that all information
semua informasi dalam Laporan Keberlanjutan PT Asuransi contained in the 2025 Sustainability Report of PT Asuransi
Tugu Pratama Indonesia Tbk Tahun 2025 telah dimuat Tugu Pratama Indonesia Tbk, has been presented as a
secara lengkap dan bertanggung jawab penuh atas whole and therefore are accountable for the validity of the
kebenaran isi Laporan Keberlanjutan Perusahaan tersebut. Company’s Sustainability Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 2 April 2026
Direksi
Board of Directors
Adi Pramana
Presiden Direktur
President Director
Fitri Azwar Ery Widiatmoko
Direktur Keuangan & Layanan Korporat Direktur Pemasaran Asuransi
Finance & Corporate Services Director Insurance Marketing Director
Edi Yoga Prasetyo Fadlil Iswahyudi
Direktur Kepatuhan & Manajemen Risiko Direktur Teknik
Director of Compliance & Risk Management Technical Director
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Referensi Peraturan POJK No. 51/POJK.03/2017 &
Surat Edaran OJK No. 16/SEOJK.04/2021 (G.4)
Reference to POJK Regulation No. 51/POJK.03/2017 & OJK Circular No.
16/SEOJK.04/2021 (G.4)
Uraian Halaman
No
Description Page
A STRATEGI KEBERLANJUTAN
SUSTAINABILITY STRATEGIES
A.1. Visi dan Misi dalam Implementasi Strategi Berkelanjutan
6
A.1. Vision and Mission in the Implementation of the Sustainability Strategy
A.2. Pengelolaan Risiko dan Hasil yang Ingin Dicapai
6
A.2. Risk Management and Expected Results
A.3. Strategi Keberlanjutan dan Hasil yang Ingin Dicapai
6
A.3. Sustainability Strategy and Expected Results
B IKHTISAR KINERJA ASPEK KEBERLANJUTAN
PERFORMANCE OVERVIEW OF SUSTAINABILITY ASPECTS
B.1. Aspek Ekonomi
14
B.1. Economical Aspect
B.2. Aspek Lingkungan Hidup
14
B.2. Environmental Aspect
B.3. Aspek Sosial
15
B.3. Social Aspect
C PROFIL PERUSAHAAN
COMPANY PROFILE
C.1. Visi, Misi, dan Nilai Keberlanjutan
40
C.1. Vision, Mission, and Sustainability Values
C.2. Alamat dan Sejarah Singkat Perusahaan
38-39
C.2. Company Address and Short History
C.3. Skala Usaha
38, 43
C.3. Business Scale
C.4. Produk, Layanan, dan Kegiatan Usaha
50
C.4. Products, Services, and Business Activities
C.5. Keanggotaan Asosiasi
52
C.5. Association Membership
C.6. Perubahan Signifikan
52
C.6. Significant Changes
D PENJELASAN DIREKSI
DIRECTORS’ EXPLANATIONS
D.1. Kebijakan Merespon Tantangan dalam Strategi Keberlanjutan
22
D.1. Policies to Respond to Challenges in Sustainability Strategies
D.2. Penerapan Keuangan Berkelanjutan
23
D.2. Implementation of Sustainable Finance
D.3. Strategi Pencapaian Target
23
D.3. Target Achievement Strategy
E TATA KELOLA KEBERLANJUTAN
SUSTAINABILITY GOVERNANCE
E.1. Penanggung Jawab Penerapan Keuangan Berkelanjutan
66
E.1. Person-in-Charge for the Implementation of Sustainable Finance
E.2. Pengembangan Kompetensi Keuangan Berkelanjutan
74
E.2. Sustainable Finance Competency Development
E.3. Penilaian Risiko atas Penerapan Keuangan Berkelanjutan
78
E.3. Risk Assessment on the Implementation of Sustainable Finance
E.4. Hubungan dengan Pemangku Kepentingan
88
E.4. Stakeholder Relations
E.5. Permasalahan terhadap Penerapan Keuangan Berkelanjutan
90
E.5. Problems with the Implementation of Sustainable Finance
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Uraian Halaman
No
Description Page
F KINERJA KEBERLANJUTAN
SUSTAINABILITY PERFORMANCE
F.1. Kegiatan Membangun Budaya Keberlanjutan
42
F.1. Activities to Build a Culture of Sustainability
Kinerja Ekonomi
Economic Performance
F.2. Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi,
Pendapatan, dan Laba Rugi.
99
F.2. Comparison of Production Target and Performance, Portfolio, Financing Target, or Investment,
Income, and Profit and Loss.
F.3. Perbandingan Target dan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan. Kinerja
Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan
100
F.3. Comparison of Targets and/or Projects That Are In Line with Sustainable Finance. Portfolio
Performance, Target Financing, or Investment in Financial Instruments
Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum
General Aspects
F.4. Biaya Lingkungan Hidup
105
F.4. Environmental Cost
Aspek Material
Material Aspects
F.5. Penggunaan Material yang Ramah Lingkungan
105
F.5. Use of Environmentally Friendly Materials
Aspek Energi
Energy Aspects
F.6. Jumlah dan Intensitas Energi yang Digunakan
105
F.6. Amount and Intensity of Energy Used
F.7. Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
105
F.7. Efforts and Achievements of Energy Efficiency and Use of Renewable Energy
Aspek Air
Water Aspects
F.8. Penggunaan Air
108
F.8. Water usage
Aspek Keanekaragaman Hayati
Biodiversity Aspects
F.9. Dampak Wilayah Operasi terhadap Daerah Konservasi/Keanekaragaman Hayati
108
F.9. Impact of Operational Area on Conservation/Biodiversity Area
F.10. Usaha Konservasi Keanekaragaman Hayati
108
F.10. Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspects
F.11. Jumlah dan Intensitas Emisi
109
F.11. Emission Amount and Intensity
F.12. Upaya dan Pencapaian Pengurangan Emisi
109
F.12. Emission Reduction Efforts and Achievements
Aspek Limbah dan Efluen
Waste and Effluent Aspects
F.13. Jumlah Limbah dan Efluen
112
F.13. Amount of Waste and Effluent
F.14. Mekanisme Pengelolaan Limbah dan Efluen
112
F.14. Waste and Effluent Management Mechanism
F.15. Tumpahan yang Terjadi (jika ada)
112
F.15. Spills that Occur (if any)
Aspek Pengaduan terkait Lingkungan Hidup
Complaints Related to the Environment Aspects
F.16. Jumlah dan Materi Pengaduan Lingkungan Hidup
112
F.16. Number and Material of Environmental Complaints
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Uraian Halaman
No
Description Page
Kinerja Sosial
Social Performance
F.17. Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen
135
F.17. Commitment to Providing Services for Equal Products and/or Services to Consumers
Aspek Ketenagakerjaan
Employment Aspects
F.18. Kesetaraan Kesempatan Kerja
113
F.18. Equal Employment Opportunity
F.19. Tenaga Kerja Anak dan Tenaga Kerja Paksa
115
F.19. Child Labor and Forced Labor
F.20. Upah Minimum Regional
115
F.20. Regional minimum wage
F.21. Lingkungan Kerja yang Layak dan Aman
117
F.21. Decent and Safe Work Environment
F.22. Pelatihan dan Pengembangan
119
F.22. Training and development
Aspek Masyarakat
Community Aspects
F.23. Dampak Operasi terhadap masyarakat Sekitar
122
F.23. Impact of Operations on the Surrounding Community
F.24. Mekanisme dan Jumlah Pengaduan Masyarakat
134
F.24. Mechanism and Number of Public Complaints
F.25. TJSL terhadap SDGs
130
F.25. CSR against SDGs
Tanggung Jawab Pengembangan Produk
Product Development Responsibilities
F.26. Inovasi dan Pengembangan
138
F.26. Innovation and Development
F.27. Jumlah dan Persentase Evaluasi Produk yang Dievaluasi
136
F.27. Number and Percentage of Product Evaluations Evaluated
F.28. Dampak Produk dan Mitigasi Penanggulangan
136
F.28. Product Impact and Mitigation Countermeasures
F.29. Jumlah produk yang ditarik Kembali
139
F.29. Number of recalled products
F.30. Survei Kepuasan Pelanggan
139
F.30. Customer satisfaction survey
G Lain-lain
Others
G.1. Verifikasi Tertulis dari Pihak Independen (jika ada)
140
G.1. Written Verification from an Independent Party (if any)
G.2. Lembar Umpan Balik
141
G.2. Feedback Sheet
G.3. Tanggapan terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
143
G.3. Feedback on Previous Year's Sustainability Report Feedback
G.4. Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017
146
G.4. List of Disclosures According to Financial Services Authority Regulation Number 51/POJK.03/2017
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Indeks GRI Standards 2021 (102-55)
GRI Standards 2021 (102-55)
PT Asuransi Tugu Pratama Indonesia Tbk telah melaporkan sesuai dengan Standar GRI
Pernyataan penggunaan untuk periode 1 Januari 2025-31 Desember 2025
Statement of Use PT Asuransi Tugu Pratama Indonesia Tbk has reported the information with reference to
the GRI Standards for the period 1 January 2025-31 December 2025
GRI 1 yang digunakan GRI 1: Landasan 2021
GRI 1 used GRI 1: Foundation 2021
Standar Sektor GRI yang berlaku Asuransi (Standar sektor belum tersedia)
Applicable GRI Sector Standards Insurance (Sector standards not yet available)
Yang Tidak Dicantumkan No. Rujukan
Items Not Listed Standar
Standar GRI/
Pengungkapan Persyaratan Sektor GRI
Sumber Lain Lokasi
Disclosure Yang Tidak Number Of
GRI Standard/ Location Alasan Penjelasan
Dicantumkan GRI Sector
Other Source Reasons Explanation
Requirements Standard
Not Listed Reference
Pengungkapan umum
General disclosure
GRI 2: Organisasi dan praktik pelaporan
Pengungkapan Organization and reporting practice
Umum 2021
2-1 Rincian organisasi
General 38
2-1 Organization details
disclosure
2021 2-2 Entitas yang dimasukkan dalam
pelaporan keberlanjutan organisasi
28
2-2 Entities included in the organization's
sustainability reporting
2-3 Periode, frekuensi, dan titik kontak
pelaporan
28
2-3 Reporting period, frequency, and
touchpoints
2-4 Penyajian kembali informasi
30
2-4 Restatement of information
2-5 Penjaminan eksternal
35
2-5 External guarantee
Aktivitas dan pekerja
Activities and worker
2-6 Aktivitas, rantai nilai, dan hubungan
bisnis lainnya
38
2-6 Activities, value chains, and other
business relationships
2-7 Tenaga kerja
38
2-7 Workforce
2-8 Pekerja yang bukan pekerja langsung
47
2-8 Workers who are not direct workers
Tata Kelola
Governance
2-9 Struktur dan komposisi tata Kelola
67
2-9 Governance structure and composition
2-10 Pencalonan dan pemilihan badan tata
kelola tertinggi
70
2-10 Nomination and election of the highest
governance body
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Yang Tidak Dicantumkan No. Rujukan
Items Not Listed Standar
Standar GRI/
Pengungkapan Persyaratan Sektor GRI
Sumber Lain Lokasi
Disclosure Yang Tidak Number Of
GRI Standard/ Location Alasan Penjelasan
Dicantumkan GRI Sector
Other Source Reasons Explanation
Requirements Standard
Not Listed Reference
2-11 Ketua badan tata kelola tertinggi
68
2-11 Chair of the highest governance body
2-12 Peran badan tata kelola tertinggi dalam
mengawasi manajemen dampak
66
2-12 The role of the highest governance
body in overseeing impact management
2-13 Delegasi tanggung jawab untuk
mengelola dampak
66
2-13 Delegation of responsibility for
managing impacts
2-14 Peran badan tata kelola tertinggi dalam
pelaporan keberlanjutan
66
2-14 The role of the highest governance
body in sustainability reporting
2-15 Konflik kepentingan
91
2-15 Conflict of interest
2-16 Komunikasi masalah penting
91
2-16 Communication of important matter
2-17 Pengetahuan kolektif badan tata kelola
tertinggi
74
2-17 Collective knowledge of the highest
governance body
2-18 Evaluasi kinerja badan tata kelola
tertinggi
71
2-18 Evaluation of the performance of the
highest governance body
2-19 Kebijakan remunerasi
72
2-19 Remuneration policy
2-20 Proses untuk menentukan remunerasi
72
2-20 Process for determining remuneration
2-21 Rasio kompensasi total tahunan
115
2-21 Annual total compensation ratio
Strategi, kebijakan, dan praktik
Strategy, policy, and practice
2-22 Pernyataan tentang strategi
pembangunan berkelanjutan
6
2-22 Statement on sustainable development
strategy
2-23 Komitmen kebijakan
80
2-23 Policy commitment
2-24 Menanamkan komitmen kebijakan
2-24 Embed policy commitment 82
2-25 Proses untuk memperbaiki dampak
negatif 87
2-25 Process for correcting negative impacts
2-26 Mekanisme untuk mencari nasihat dan
mengemukakan masalah
84
2-26 Mechanisms for seeking advice and
raising concerns
2-27 Kepatuhan terhadap hukum dan
peraturan 87
2-27 Compliance with laws and regulations
2-28 Asosiasi keanggotaan
52
2-28 Membership association
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Yang Tidak Dicantumkan No. Rujukan
Items Not Listed Standar
Standar GRI/
Pengungkapan Persyaratan Sektor GRI
Sumber Lain Lokasi
Disclosure Yang Tidak Number Of
GRI Standard/ Location Alasan Penjelasan
Dicantumkan GRI Sector
Other Source Reasons Explanation
Requirements Standard
Not Listed Reference
Keterlibatan pemangku kepentingan
Stakeholders Involvement
2-29 Pendekatan untuk keterlibatan
pemangku kepentingan
88
2-29 Approaches to stakeholder
engagement
2-30 Perjanjian perundingan kolektif
121
2-30 Collective bargaining agreement
Pengungkapan Topik material
Disclosure of Material Topics
GRI 3: Topik 3-1 Proses untuk menentukan topik material
30-31
GRI 3: Topics 3-1 Process for determining material topics
Material 2021 3-2 Daftar topik material
32-34
3-2 List of material topics
Topik material Aspek Ekonomi
Material Topics Economy Aspects
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 3-3 Material topic management
GRI 3: 32-34
Material
Topics 2021
GRI 201 Kinerja Ekonomi 2016
2016 Economic Performance
201-1 Nilai ekonomi langsung dihasilkan
dan didistribusikan
101
201-1 Direct economic value generated and
distributed
201-2 Implikasi keuangan dan risiko serta
peluang lain akibat perubahan iklim
102-
201-2 Financial implications and other risks
103
and opportunities resulting from climate
change
201-3 Kewajiban program imbalan pasti dan
program pensiun lainnya
103
201-3 Obligations of defined benefit plans
and other pension plans
201-4 Bantuan keuangan yang diterima dari
pemerintah
103
201-4 Financial assistance received from
the government
GRI 203 Dampak Ekonomi Tidak Langsung 2016
2016 Indirect Economic Impact
203-1 Investasi infrastruktur dan dukungan
layanan
130
203-1 Infrastructure investments and
service support
203-2 Dampak ekonomi tidak langsung
130-
yang signifikan
131
203-2 Significant indirect economic impact
Topik material Aspek Lingkungan
Material topics Environmental Aspects
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 3-3 Material topic management
GRI 3: 32-34
Material
Topics 2021
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Yang Tidak Dicantumkan No. Rujukan
Items Not Listed Standar
Standar GRI/
Pengungkapan Persyaratan Sektor GRI
Sumber Lain Lokasi
Disclosure Yang Tidak Number Of
GRI Standard/ Location Alasan Penjelasan
Dicantumkan GRI Sector
Other Source Reasons Explanation
Requirements Standard
Not Listed Reference
GRI 304 Keanekaragaman Hayati 2016
Biodiversity 2016
304-1 Lokasi operasi yang dimiliki,
disewa, dikelola, atau berdekatan dengan,
kawasan lindung dan kawasan dengan
nilai keanekaragaman hayati tinggi di luar
108-
kawasan lindung
109
304-1 Operational locations owned, leased,
managed, or adjacent to, protected areas
and areas of high biodiversity outside
protected areas
304-2 Dampak signifikan dari kegiatan,
produk, dan jasa pada keanekaragaman
hayati 109
304-2 Significant impacts of activities,
products, and services on biodiversity
304-3 Habitat yang dilindungi atau
direstorasi 109
Protected or restored habitat
304-4 Spesies Daftar Merah IUCN dan
spesies daftar konservasi nasional dengan
habitat dalam wilayah yang terkena efek
operasi 109
304-4 IUCN Red List species and national
conservation list species with habitats in
areas affected by operations
Topik material Aspek Sosial
Material topics Social Aspects
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 3-3 Material topic management
GRI 3: 32-34
Material
Topics 2021
GRI 403 Kesehatan dan Keselamatan Kerja 2018
Occupational Health and Safety 2018
403-1 Sistem manajemen kesehatan dan
keselamatan kerja
118
403-1 Occupational health and safety
management system
403-2 Identifikasi bahaya, penilaian risiko,
dan investigasi insiden
118
403-2 Hazard identification, risk
assessment, and incident investigation
403-3 Layanan kesehatan kerja
118
403-3 Occupational health services
403-4 Partisipasi, konsultasi, dan
komunikasi pekerja tentang keselamatan
dan kesehatan kerja
118
403-4 Worker participation, consultation,
and communication regarding occupational
safety and health
403-5 Pelatihan bagi pekerja mengenai
keselamatan dan kesehatan kerja
118
403-5 Training for workers regarding
occupational safety and health
403-6 Peningkatan kualitas kesehatan
pekerja
118
403-6 Improving the quality of workers'
health
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Yang Tidak Dicantumkan No. Rujukan
Items Not Listed Standar
Standar GRI/
Pengungkapan Persyaratan Sektor GRI
Sumber Lain Lokasi
Disclosure Yang Tidak Number Of
GRI Standard/ Location Alasan Penjelasan
Dicantumkan GRI Sector
Other Source Reasons Explanation
Requirements Standard
Not Listed Reference
403-7 Pencegahan dan mitigasi dampak
dari keselamatan dan kesehatan kerja yang
secara langsung terkait hubungan bisnis
118
403-7 Prevention and mitigation of impacts
from occupational safety and health that are
directly related to business relationships
403-8 Pekerja yang tercakup dalam sistem
manajemen keselamatan dan kesehatan
kerja 118
403-8 Workers covered by the occupational
safety and health management system
403-9 Kecelakaan kerja
118
403-9 Work accident
403-10 Penyakit akibat kerja
118
403-10 Occupational diseases
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 3-3 Material topic management
GRI 3: 32-34
Material
Topics 2021
GRI 404 Pelatihan dan Pendidikan 2016
Training and Education 2016
404-1 Rata-rata jam pelatihan per tahun per
karyawan
119
404-1 Average training hours per year per
employee
404-2 Program untuk meningkatkan
keterampilan karyawan dan program
bantuan peralihan 120
404-2 Programs to improve employee skills
and transition assistance programs
404-3 Persentase karyawan yang menerima
tinjauan rutin terhadap kinerja dan
pengembangan karier
121
404-3 Percentage of employees who
receive regular performance and career
development reviews
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 3-3 Material topic management
GRI 3: 32-34
Material
Topics 2021
GRI 413 Masyarakat Lokal 2016
2016 Local Communities
413-1 Operasi dengan keterlibatan
masyarakat lokal, penilaian dampak, dan
program pengembangan 122-
413-1 Operations with local community 134
involvement, impact assessments, and
development programs
413-2 Operasi yang secara aktual dan
yang berpotensi memiliki dampak negatif
signifikan terhadap masyarakat lokal
413-2 Operations that have actual and
potential significant negative impacts on 122-
local communities 134
Laporan Keberlanjutan 2025 Sustainability Report PT Asuransi Tugu Pratama Indonesia Tbk
Page 154
Kilas Kinerja
154 Performance Review
Wisma Tugu I
Jl. H.R. Rasuna Said Kav. C8-9
Jakarta, Indonesia - 12920
+62-21 529 61777 (hunting)
+62-21 529 61555, 529 62555
calltia@tugu.com
www.tugu.com
@tuguinsurance
Tugu Insurance
Tugu Insurance
PT Asuransi Tugu Pratama Indonesia Tbk
@tuguinsurance
@tuguinsurance
Info selengkapnya
kunjungi website:
www.tugu.com
PT Asuransi Tugu Pratama Indonesia Tbk Laporan Keberlanjutan 2025 Sustainability Report
Names mentioned 62 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.28 ×3
unresolved
org
PT Reasuransi
p.29
unresolved
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PT Tugu Pratama
p.29
unresolved
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PT Asuransi Maipark Interindo
p.29
unresolved
org
PT Tugu Tugu Insurance
p.29
unresolved
org
PT Pratama Management
p.29
unresolved
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Reasuransi Company Limited
p.29
unresolved
org
(“Tugu”)
· Company Name
p.38
unresolved
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Indonesia Stock Exchange
p.38 ×2
unresolved
org
Menteri Kehakiman Republik Indonesia Legal Basis of Establishment
p.38
unresolved
org
Pengadilan Negeri
p.38
unresolved
person
Tan Thong Kie
p.38 ×2
unresolved
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Minister of Justice
p.38
unresolved
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District Court
p.38
unresolved
person
Deputi
· Direktur
p.45
unresolved
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Marine Insurance Co. Ltd.
p.48 ×3
unresolved
org
Minister of SOEs Menteri BUMN No. PER-
p.66
unresolved
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Tugu Pratama Indonesia Tbk.
p.66 ×5
unresolved
person
Kandidat
· Komisaris
p.70
unresolved
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Menteri BUMN No. PER-
p.70
unresolved
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Minister of SOEs Regulation No. MBU
p.70
unresolved
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Menteri Badan Usaha Milik
p.72
unresolved
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Minister of State-Owned Enterprises Regulation No. PER- Organ dan Sumber Daya Manusia
p.72
unresolved
person
Indonesian Institute
· Komisaris
p.75
unresolved
person
Accountants
· Commissioner
p.75
unresolved
—
Rahardiansyah
p.76
unresolved
person
New Direction
· Komisaris
p.76
unresolved
—
Poerwo
p.76
unresolved
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Ari Mardudi
p.76
unresolved
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Herty Lidiyani
p.77
unresolved
—
Tiwow
p.77
unresolved
person
Whistleblowing
· Komisaris
p.85
unresolved
org
Siber dan Sandi
p.94
unresolved
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Kementerian Lingkungan Hidup
p.110
unresolved
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Ministry of Environment
p.110
unresolved
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Kementerian ESDM
p.110 ×2
unresolved
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Ministry of Energy
p.110
unresolved
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Directorate General of Electricity
p.110
unresolved
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Ministry of ESDM
p.110
unresolved
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Minister of Manpower Regulation
p.118
unresolved
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Kementerian Ketenagakerjaan
p.121
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