Source file signed link, expires in 15 minutes
Extracted text 179
Page 1
Elevating Hope, Empowering the Nation
Mengusung Cita, Membangun Bangsa
Laporan Keberlanjutan 2025 Sustainability Report
Page 2
Page 3
1
Disclaimer and
Limitation of Liability
The 2025 Fiscal Year Sustainability Report of PT AKR Corporindo Tbk presents the Company’s economic, social, environmental
and governance performance. Published alongside the Annual Report as part of the Company’s commitment to transparency to
stakeholders.
This report includes forward-looking statements related to the Company’s financial, operational, policy, and strategic direction.
These statements are made based on assumptions about business conditions and management policies but may be affected
by risks and uncertainties that cause actual results to differ from expectations. The Company is not obliged to update these
statements if conditions change.
In this report, “Company” and “AKR” refer to PT AKR Corporindo Tbk and its subsidiaries engaged in trading, distribution, logistics,
manufacturing and industrial estates.
Sustainability Report 2025
Page 4
2
Theme
Explanation
Elevating
ElevatingHope,
Hope,Empowering
Empoweringthe
theN
N
Indonesia has reached a pivotal phase of development that services, and industrial estate infrastructure, AKR aims to
demands more than mere resilience. This is underscored sustain economic activity while at the same time creating
by the national agenda’s focus on industrial fortification, opportunities for more inclusive growth.
equitable growth, and the advancement of human capital.
MengusungCita,
Mengusung Cita,Membangun
MembangunBang
Bang
Achieving sustainable progress now requires a unified effort Empowering the Nation is a confirmation of AKR’s commitment
between the public and private sectors—anchored in trust to being a development partner that supports national
and capability—to foster an economic landscape that is both economic capacity. By strengthening connectivity, advancing
inclusive and globally competitive. industrialization and downstream development, and ensuring
reliable energy and utility supply, AKR is helping to foster a
In this context, national development hinges upon a robust more productive business ecosystem through collaboration
foundation of reliable energy, efficient logistics, and industrial
with industry partners and stakeholders, while also creating
2025Sustainability Report
2025
infrastructure capable of sustaining long-term economic opportunities to enhance human capital capacity.
Laporan
sector playsKeberlanjutan
Laporan Keberlanjutan
activity. By providing these essentials, the private Sustainability Report
a vital role in unlocking growth opportunities and bolstering Through the theme Elevating Hope, Empowering the Nation
Indonesia’s global industrial competitiveness. - Mengusung Cita, Membangun Bangsa, AKR repeats
its commitment to continuously deliver added value to
Elevating Hope reflects the belief that economic progress both the economy and stakeholders, not only through
is not driven solely by vision, but by consistency in creating the development of physical infrastructure, but also by
foundations that enable communities and industries to strengthening trust, capabilities, and the implementation of
move forward with confidence. Through the development of sustainability principles as a solid foundation for long-term
energy and basic chemical distribution networks, logistics growth.
20 Elevating Hope
25 Empowering the Nation
Sustainability Report 2025
Page 5
3
Collaboration with the Government
and Industry
Nation
Nation• Energy and industrial supply chain synergy
• Support for the national biodiesel program
gsa
gsa
Energy Infrastructure
Supporting Economic Growth
• 19 Sea and River Ports
• 14 Vessel Units/SPOB
• 176 Gas Stations by AKR & bp AKR
• 50,000 Sq.m Warehouse Capacity
• Approximately 250 Fuel & Chemical Tanker Trucks
• 820,400 KL Storage Tank Terminal
Development of Integrated
Industrial Area
• 3000 Ha JIIPE Industrial Area
• 33 Strategic Tenants
• +40,000 employment generated in Gresik over the past 5 years
Commitment to the Environment
and Society
• Energy & emission management
• CSR program for the community
• Absorption of local workforce
• TKDN in the national biodiesel program
Sustainability Report 2025
Page 6
4
Table of
Content
Disclaimer and Limitation of Liability 1
04 Human Capital as the 96
Foundation of Operational
Theme Explanation 2
Excellence and Business
Our People
Table of Contents 3 Resilience
2025 Sustainability Performance Highlight 4 Employment Practices 97
Ocupational Health and Safety 100
(OHS)
01 About this Report 6 Diversity, Inclusion and 106
Employee Engagement
About this
Report Non-Discrimination and Equal 113
Opportunity
Employee Training and 124
Development
02 Company Profile 18
Company Vision, Mission, and Corporate 22
Profile Values 05 Sustainable Social Responsibility 132
& Community Development
General Information and 30 Our
Company Identity Communities Engaging Local Suppliers 137
Awards and Certifications 32
Key Events of 2025 36
154
Board of Directors' Report 40
06 Governance Structure and
Composition
Our Conduct:
Responsibility Statement of the 48 Governance, Transparency and Accountabiity 159
Board of Commissioners for the Ethics, and
Sustainability Report 2025 of PT Risk Management 161
Compliance
AKR Corporindo Tbk
Business Ethics and Compliance 165
Sustainability Commitment 50
Data Privacy and Cybersecurity 167
List of Disclosure Based on 170
03 Resilient and Sustainable 60 POJK 51/POJK.03/2017
Portfolio Foundation
Our Business GRI Content Index 172
Portfolio Climate Transition 64
and Business Adaptation
Strategy
Strong Financial Fundamentals 76
Customer Satisfaction 81
Operational Excellence and 82
Technology Utilization
Managing the Environmental 88
Footprint
Sustainability Report 2025
Page 7
5 Sustainability Report 2025
Page 8
6
2025 Sustainability
Performance Highlights
[OJK B.1][OJK B.2][OJK B.3][OJK F.4]
Economy Environmental
Social Aspects
Aspects Aspects
Rp46,018 Billion 187,083 GJ 2,474
Total Sales and Revenue The Amount of Renewable Energy Number of AKR Employees
Used in AKR’s Operations
Rp3,084 Billion 23%
Operating Profit
50,124 Ton CO e 2
Women in Middle and Up
Emission Scope 1 and 2 Management Positions
Rp529.59 Billion 19.47 Megaliter
Income Tax, Final Tax, and Financial Total volume of recycled water by
13.5 Million
Income-related Final Tax AKR, JTT, JIIPE-BKMS and ARUKI in Total Safe Working Hours
2025 as part of water conservation
efforts
Rp1,975 Billion
13.6 Million Km
Dividend distribution to shareholders
1,251.81 Megaliter Distance Traveled Without Accidents
(AKR Logistic)
with a payout ratio of 88.77% for the Total Water Withdrawal
total 2024 dividend, and a dividend
payment frequency of twice in 2025
Rp32.80 Billion
(final 2024 dividend and interim 2025
Rp9.1 Billion
dividend).
Realization of CSR Funds in 2025
Total Environmental Expenditures
AKR
Conduct
100% Employees, Supplier and Vendor ZERO
AKR has implemented an Integrity Pact and conducted Significant cybersecurity incidents and data breaches
Code of Conduct socialization, including a strong throughout 2025
commitment to anti-corruption practices.
Sustainability Report 2025
Page 9
7
AKR plays a strategic role in accelerating Indonesia's Aligned with this direction, AKR continues to integrate
energy transition, delivering integrated solutions in sustainability principles into its operations and business
energy distribution and logistics alongside its world-class strategy. This approach is reflected in initiatives across
industrial estate development. Through collaboration with environmental, social, and governance aspects to enhance
the government and key stakeholders, AKR contributes operational efficiency, improve workplace safety, and
to strengthening national energy resilience, enhancing create long-term stakeholder value.
industrial connectivity, and unlocking new investment
opportunities. The following highlights summarize AKR’s key ESG
performance during the reporting year, reflecting the
The development of the Java Integrated Industrial Company’s commitment to responsible and sustainable
and Port Estate (JIIPE) represents a key milestone in growth.
advancing industrial growth and strengthening Indonesia’s
competitiveness.
People
Indicator Unit 2025 2024 2023
Number of Employees people 2,474 2,452 2,813
Recruitment people 464 602 485
Average Training Hours per Employee hour/employee 9.34 10.58 18.21
Men hour/employee 9.41 12.86 16.86
Women hour/employee 8.83 8.57 25.91
Number of Fatality incident 0 0 0
Portfolio
Indicator Unit 2025 2024 2023
Energy Consumption in Organization GJ 710,368 729,409 567,058
Emission
Scope 1 Ton CO2 eq 33,886 38,133 26,887
Scope 2 Ton CO2 eq 16,237 15,463 10,784
Scope 3 Ton CO2 eq 64,281 91,637 54,575
Ton CO2 eq/Rp1
Emission Intensity 0.012 0.015 0.08
Million
Total Water Withdrawal m3 1,251,806 656,657 493,690
Hazardous Waste tons 2,331 1,064 733
Non-Hazardous Waste tons 3,441 3,076 1,817
Community
Indicator Unit 2025 2024 2023
Company CSR Fund Million Rupiah 32,796.01 10,308.38 24,197.28
Sustainability Report 2025
Page 10
01 About this Report
Page 11
Page 12
10
AKR continually integrates sustainability principles as
part of its business strategy. By upholding transparency,
accountability, and responsibility, AKR strives to create long-
term value for stakeholders while contributing to Indonesia’s
development and progress.
PT AKR Corporindo Tbk has prepared its 2025 Sustainability 1 January to 31 December 2025. In this report, the terms “AKR”,
Report, which presents the Company's economic, social, and the “Company”, and “we/our” refer to PT AKR Corporindo
environmental performance as part of our efforts to integrate Tbk. All financial and numerical data are presented in Rupiah
sustainability and communicate it transparently to our (IDR) and follow English number-formatting conventions.
stakeholders. The report presents how the Company manages The report has been prepared with reference to Financial
economic, social, and environmental performance and serves Services Authority Regulation No. 51/POJK.03/2017 on
as the Company's official communication to stakeholders the Implementation of Sustainable Finance and Financial
on sustainability policies, programmes, and initiatives. It Services Authority Circular Letter No. 16/SEOJK.04/2021 on
also reflects AKR’s contribution to the achievement of the the Form and Content of the Annual Report of Issuers or Public
Sustainable Development Goals (SDGs). Companies. It also adopts the Global Reporting Initiative
(GRI) Standards 2021 and is aligned with the Sustainable
The information in this report covers the performance of PT Development Goals agenda. [GRI 2-2] [GRI 2-3]
AKR Corporindo Tbk as the parent entity and all subsidiaries
consolidated in the financial statements for the period from
The following illustrates the scope of the AKR Sustainability Report:
Operational Area/ Shareholding
Business Line Company Name Abbreviation Status
Location (%)
Trade & Distribution and West Jakarta, DKI
PT AKR Corporindo Tbk. AKR Parent Company -
Storage Jakarta
PT AKR Transportation West Jakarta, DKI Subsidiary, Direct
Transportation ATI 99.99
Indonesia Jakarta Ownership
West Jakarta, DKI Subsidiary, Direct
Transportation PT AKR Sea Transport AST 99.99
Jakarta Ownership
North Jakarta, DKI Subsidiary, Direct
Storage Terminal PT Jakarta Tank Terminal JTT 51.00
Jakarta Ownership
PT Berkah Kawasan Manyar 60 (through
JIIPE Industrial Estate (JIIPE-BKMS) Gresik, East Java Joint Venture
Sejahtera UEPN)
40 (through
JIIPE Port Estate PT Berlian Manyar Sejahtera (JIIPE-BMS) Manyar, East Java Joint Venture
UEPN)
Subsidiary, Direct
Other - Manufacturing PT Arjuna Utama Kimia ARUKI Surabaya, East Java 99.96
Ownership
Greater Jakarta,
Other - JV Trading Retail 50.10 (through
PT Aneka Petroindo Raya APR Bandung, and East Joint Venture
Petroleum AKRIDA)
Java
Other - JV Trading Aviation IMIP Morowali and 50.10 (through
PT Dirgantara Petroindo Raya DPR Joint Venture
Fuel Cibubur AKRIDA)
*The information disclosure policies of entities other than those listed in the table above are in accordance with the policies applies at PT AKR Corporindo Tbk. (AKR)
Sustainability Report 2025
Page 13
11
About this Report
Restatement & Significant Changes [GRI 2-4]
AKR continuously enhances its Sustainability Report preparation process, including information presentation, measurement
methodologies, underlying assumptions, and data collection mechanisms, to ensure the accuracy, consistency, and reliability
of information provided to stakeholders. Any changes made are clearly disclosed, including an explanation of their scope and
impact on the information presented.
In the 2025 financial year, for the 2025 fiscal year, the 2024 data was restated to improve the quality and comparability of the
information, with the details presented in each table.
Reporting Principles & Quality
AKR refers to GRI Standards 2021 as its primary reporting AKR follows the eight GRI reporting principles as the basis
framework. This approach highlights four key elements, for preparing the Company’s report, namely accuracy,
namely the impacts arising from business activities, relevant balance, clarity, comparability, completeness, sustainability
material topics, stakeholder engagement, and the application context, reliability, and timeliness, for the purpose of ensuring
of due diligence in sustainability management. that information presented provides a comprehensive,
relevant, and useful picture for stakeholders in assessing the
Company’s sustainability performance and commitments.
Accuracy Balance Clarity Comparability
Information is presented Performance disclosures Information is presented Information is presented
accurately and sufficiently reflect both positive and clearly, is easy to consistently from period
to enable stakeholders negative aspects in a understand, and is openly to period, enabling
to properly assess the proportionate manner to accessible to stakeholders. stakeholders to evaluate
Company’s performance. provide an objective and changes and performance
comprehensive view. trends over time.
Sustainability
Completeness Reliability Timeliness
Context
The report fully presents Disclosures consider Information and the The report is issued on a
significant activities, events, the broader sustainable reporting process are regular basis to ensure
and impacts that occurred development context by disclosed in a manner that the availability of relevant
during the reporting period. referring to international allows them to be traced and timely information
standards and frameworks and that reflects the quality for stakeholder decision-
such as the OECD and materiality of the making.
Guidelines, the Sustainable information presented.
Development Goals
(SDGs), and the UN Guiding
Principles on Business and
Human Rights, and are
aligned with the Company’s
national and operational
context.
Sustainability Report 2025
Page 14
12
Determining Material Topics [GRI 3-1]
The determination of material topics for the 2025 Sustainability Report was conducted with reference to the Global Reporting
Initiative (GRI) 2021 Standards through the AKR Materiality Framework, ensuring the topics are relevant to the Company’s
sustainability impacts, risks, and opportunities.
The stages of determining material topics are as follows:
1 Industry Benchmarking
AKR conducted benchmarking of sustainability practices and issues across peer companies and
comparable industries, including logistics and distribution, storage and transportation, industrial estates,
and other business lines. The mapping of material topics was based on the Sustainability Accounting
Standards Board (SASB) standards, aligned with the International Standard Industry Classification (ISIC).
2 In-depth Internal Discussions
The results of the benchmarking and SASB–ISIC mapping was discussed through in-depth internal
discussions involving the AKR ESG Task Force, which comprises representatives from all AKR subsidiaries.
3 Topic Prioritisation
Based on these discussions, the ESG Task Force prioritised sustainability topics that are considered to have
a significant impact on the continuity of the Company’s business, considering stakeholder expectations at
both subsidiary and parent-Company levels.
4 Validation by the ESG Committee
The prioritised topics were then validated in the ESG Committee forum, which involves AKR’s senior
management. At this stage, the material topics were aligned with the AKR Sustainability House as the main
strategic framework for all sustainability initiatives across the Company and its subsidiaries.
5 Approval by the Board of Directors
The final list of material topics for the 2025 Sustainability Report was subsequently approved by the AKR
Board of Directors prior to being disclosed in the report.
Determining Material Topics [GRI 3-2][GRI 3-3]
Material topics are defined as issues that have a significant impact on the sustainability of Company operations and performance,
identified by considering the characteristics and key issues of each industry sector in which the Company operates.
In determining these topics, AKR refers to the Sustainability Accounting Standards Board (SASB) standards as the basis for
mapping relevant sustainability issues, which is then enriched by stakeholder input and expectations. The identification and
assessment are carried out through internal engagement at both the parent-Company level and across individual subsidiaries.
Sustainability Report 2025
Page 15
13
About this Report
Integrated
Trading & Distribution Transportation & Storage Industrial & Port Other Businesses
Estate
Cat. Issues
Road Marine Industrial Port & Adhesives bp AKR Petrol Aviation
Chemicals Biofuels Storage
Transportation Transportation Estate Utilities Manufacturing Stations Fuel
GHG Emissions
Air Quality
Energy
Management
Environment
Water &
Wastewater
Management
Waste &
Hazardous
Material
Management
Ecological
Impacts
Human Rights
& Community
Relations
Customer Privacy
Data Security
Social Capital
Access &
Affordability
Product Quality &
Safety
Customer Welfare
Selling Practices &
Product Labeling
Labor Practice
Human Capital
Employee Health
& Safety
Employee
Engagement,
Diversity &
Inclusion
Product Design
& Lifecycle
Management
Business Model & Innovation
Business Model
Resilience
Supply Chain
Management
Materials Sourcing
& Efficiency
Physical Impacts
of Climate
Change
Business Ethics
Leadership & Governance
Competitive
Behavior
Management of
Legal & Regulatory
Environment
Critical Incident
Risk Management
Systemic Risk
Management
Sustainability Report 2025
Page 16
14
The list of material topics and the materiality matrix, determined through the AKR Materiality Framework using a sector-based
approach based on the International Standard Industry Classification (ISIC) and the Sustainability Accounting Standards Board
(SASB) Materiality Map, for the 2025 Sustainability Report are presented as follows:
CATEGORY 1: ENVIRONMENT
1. GHG Emission
2. Air Quality
3. Energy Management
2 4. Water & Wastewater Management
1 5. Waste & Hazardous Material Management
2 6. Ecological Impacts
2 3
4 1
4 CATEGORY 2: SOCIAL CAPITAL
3 4 1. Human Rights & Community Relations
Importance for stakeholders
2. Customer Privacy & Data Security
3. Access & Affordability
2 4. Product Quality & Safety
5. Selling Practice & Product Labelling
5
3
5 1 CATEGORY 3: HUMAN CAPITAL
1
1. Labour Practice
2. Employee Health & Safety
2 3. Employee Engagement, Diversity & Inclusion
6 3
CATEGORY 4: BUSINESS MODEL & INNOVATION
1. Product Design & Lifecycle management
3 2. Business Model Resilience
3. Supply Chain Management
1
CATEGORY 5: LEADERSHIP & GOVERNANCE
1. Business Ethics
2. Competitive Behavior
3. Legal & Regulatory Compliance
Importance for the organisation 4. Critical Incident Risk Management
Sustainability Report 2025
Page 17
15
About this Report
Ensuring Report Credibility [GRI 2-5][SEOJK G.1]
To enhance the credibility and reliability of disclosures, the Global Reporting Initiative (GRI) Standards and the Financial Services
Authority (OJK) regulations recommend external assurance by an independent party. AKR recognises the importance of external
verification as part of its efforts to ensure the quality and integrity of the information disclosed and is considering the adoption of
external assurance for future reports.
For the 2025 AKR Sustainability Report, all data and information disclosed has undergone a structured internal verification
process that involves data contributors, the relevant division or department heads, and the corporate secretary function, and
receives final approval from the Board of Directors, ensuring accurate and accountable information, prepared in accordance with
applicable standards and regulations.
Response to Feedback on the Previous Report [SEOJK G.3]
As a follow-up to feedback provided by the Financial Services Authority (OJK), this Sustainability Report has been enhanced to
ensure full compliance with the disclosure requirements set out in OJK Circular Letter No. 16/SEOJK.04/2021 on the Form and
Content of the Annual Report of Issuers or Public Companies.
Accessibility and Feedback [GRI 2-3][SEOJK G.2]
This Sustainability Report is available for download through the Corporate Secretary PT AKR Corporindo Tbk
Company’s official website at www.akr.co.id. The Company
also invites stakeholders to submit feedback, questions, AKR Tower Lantai
26th Floor,
26,
suggestions, and comments regarding this report through Jl. Panjang No.5 Kebon Jeruk,
the feedback form provided at the end of the report or via the Jakarta Barat 11530, Indonesia,
following contact details: Telp : (021) 5311110,
E-mail : corporate.secretary@akr.co.id.
Sustainability Report 2025
Page 18
02 Company Profile
Page 19
Page 20
18
Company
Profile
[SEOJK C.2, C.1, C.3, C.5, C.4, C.6, F.1, GRI 2-1, 2-6, 414-1, 414-2, 2-28]
Starting as a basic chemicals trading company, PT AKR petroleum retail, and aviation fuel. This partnership-driven
Corporindo Tbk has evolved into one of Indonesia’s leading approach forms an important part of efforts to expand service
businesses, focusing on the distribution of petroleum and coverage and to strengthen AKR’s position across its business
basic chemicals. To support its expanding business scale, AKR segments.
consistently strengthens operational efficiency by innovative
information technology platforms. These systems enable AKR’s current operational capacity is supported by a logistics
integrated monitoring of product movement, inventory infrastructure network spread across Indonesia, comprising
management, and distribution planning from upstream to 19 (nineteen) sea and river ports and 21 (twenty-one) storage
downstream. tank terminals that support smooth distribution and reliable
supply, and serves as a key foundation in maintaining service
In terms of market development, AKR’s growth strategy continuity for customers.
includes strategic partnerships with various parties that
includes the development of integrated industrial and
port areas such as the Java Integrated Industrial and Ports
Estate (JIIPE), as well as cooperation in the chemical sector,
Operational Locations [OJK C.3] [GRI 2-1][GRI 2-6]
Tank Terminal Location
13 Branches
19 Sea and River Ports
Medan Pontianak
Buntok Manado-Bitung
Palembang
Palaran
Morowali
Stagen
Jakarta-Priok
Lampung Banjarmasin
Ciwandan
Bandung
Semarang Surabaya
Bali
Sumatera Java-Bali Kalimantan Sulawesi
46,100 KL 584,200 KL 159,600 KL 30,500 KL
• Medan Anggada • Banten Ciwandan • Pontianak • Morowali
• Medan Gabion • Jakarta Tank Terminal (JTT) • Buntok Muara Teweh • Bitung
• Palembang Andahanesa • Tj Priok • Banjarmasin
• Lampung • Bandung • Stagen – Kalsel
• Semarang Tj Emas • Palaran
• Surabaya Nilam Timur
• Surabaya Nilam Utara
• Manyar - KEK JIIPE
• Anugrah Kreasi Pratama
Indonesia (AKPI)
• Terminal Nilam
Utara (TNU)
• Bali
Sustainability Report 2025
Page 21
19
Company's Milestones
Company Profile
AKR’s journey began in Surabaya in 1960, operating a basic 2010 AKR obtained authority from the Downstream Oil and
chemicals trading business under the name PT Aneka Kimia Gas Regulatory Agency (BPH Migas) to distribute subsidized
Raya. Expansion during the 1970s saw the development of petroleum in several regions of Indonesia.
storage tank and warehousing facilities at various major ports
across Indonesia, strengthening AKR’s position and leading AKR’s strengthening role in industrial estate development saw
to its recognition as the largest chemical distributor in the a strategic partnership with Pelindo in 2013, giving rise to an
country. integrated industrial estate with a deep-sea port - the Java
Integrated Industrial and Ports Estate (JIIPE) project in Gresik,
The 1980s saw a need to support an increasingly larger East Java. The development of JIIPE is managed by PT Berkah
business scale, prompting AKR to relocate its head office to Kawasan Manyar Sejahtera (BKMS), while port operations are
Jakarta. This became an important foundation for the next carried out by PT Berlian Manyar Sejahtera (BMS), an affiliated
milestone of listing shares on the Indonesia Stock Exchange. entity. AKR indirectly holds 60% (sixty percent) of the shares
On 3 October 1994, AKR officially conducted its Initial Public in PT BKMS through UEPN, while Pelindo holds 40% (forty
Offering (IPO) and began trading under the ticker code AKRA. percent) through BJTI; the ownership structure in PT BMS
applies in reverse.
A diversification strategy saw business development broaden
and a change of name to PT AKR Corporindo Tbk in 2004, The strategic value of JIIPE was further strengthened with the
with the scope of business activities that included trading Indonesian government designating it a Special Economic
in chemicals, petroleum, and gas, as well as the provision Zone (SEZ) for Technology and Manufacturing through
of logistics, transportation, warehouse and tank rental, Government Regulation Number 71 of 2021, issued on 28
expedition, and packaging services. In addition, workshops, June 2021. This positions JIIPE as one of the most competitive
construction, and service activities (excluding legal services), industrial estates in Indonesia, particularly for Java and
and acting as a partner and agent for various companies at Eastern Indonesia. In addition to being part of a National
both the national and international levels were included. Strategic Project, the area has also been designated for the
development of the world’s largest copper smelter, which
AKR’s strategy in the energy sector became increasingly commenced with a groundbreaking ceremony in August 2021
evident in 2005, when the Company became the first national attended by the then President of the Republic of Indonesia.
private company to distribute non-subsidized petroleum.
Growing stakeholder trust led to further assignments, and in
PT AKR CORPORINDO Tbk PT PELABUHAN INDONESIA
Public listed company, leading integrated A State owned ports in Central Java, East
logistic services, and bulk chemical & Java, Bali, South Kalimantan, Central
energy distribution in Indonesia Kalimantan, and Nusa Tenggara
99,99% 99,99%
PT USAHA EKA PRATAMA NUSANTARA PT BERLIAN JASA TERMINAL INDONESIA
Logistic services provider Logistic services provider
60% 40% 40% 60%
PT Berkah Kawasan Manyar Sejahtera PT Berlian Manyar Sejahtera
Sustainability Report 2025
Page 22
20
In 2010, AKR established the largest independent private- Energy portfolio development continued in the gas
sector oil storage terminal at the Port of Jakarta through a distribution sector with the establishment of a joint venture
joint venture with Royal Vopak, which was subsequently with PT Bayu Buana Gemilang (BBG) on 4 August 2021.
expanded to a capacity of 350,000 kiloliters. In 2017, AKR Through its subsidiary, PT Berkah Buana Energi (BBE), AKR
expanded within the energy retail sector via a strategic manages and distributes natural gas in the JIIPE SEZ and
partnership with bp for the distribution of petroleum surrounding areas, while also exploring opportunities
and lubricants. This collaboration also covered the beyond the zone. Under this ownership structure, AKR
supply of aviation fuel at several airports in Indonesia and holds 65% (sixty-five percent) as the majority shareholder,
further strengthened AKR’s market position through the while BBG owns 35% (thirty-five percent). In early 2024,
development of the bp AKR retail station network. Business AKR further strengthened its energy services at Gresik
diversification continued in 2020 with the establishment of by establishing two new subsidiaries, namely PT Berkah
a joint venture with PETRONAS Chemicals Group Berhad Renewable Energi Nusantara (BREN), engaged in power
for chemical distribution activities in Indonesia, becoming plant operations and energy supply, and Terminal Energi
effective in 2021. Primer (TEPR), which operates in warehousing, storage, and
energy support services at Gresik.
Sustainability Report 2025
Page 23
21
Throughout 2024, AKR’s energy retail network continued to continued to grow and reached 176 (one hundred and
expand with the operation of 72 (seventy-two) bp-AKR retail seventy-six) outlets across various regions in Indonesia,
Company Profile
outlets across various regions of Indonesia. Supported by supported by cross-sector strategic partnerships
the implementation of an integrated technology system to expand market reach and the customer base. The
and in line with the expansion of AKR and bp-AKR retail collaboration between AKR and bp not only covers
networks reaching the Frontier, Outermost, and Least petroleum retail, but also the development of the
Developed areas (3T), trust in AKR as an Implementing lubricants market and the distribution of aviation fuel at
Business Entity for the Provision and Distribution of Certain new airports. As of 31 December 2025, the number of bp
Types of Petroleum (P3JBT) was further strengthened. To AKR retail stations in operation stood at 72 (seventy two)
broaden the customer base and business portfolio, AKR units, with network development continuing in a gradual
created strategic collaborations, including the signing of and sustainable manner.
a Joint Development Agreement with BP GAS & POWER
for the development of an LNG project at JIIPE, as well as In 2025, the Gresik JIIPE Special Economic Zone
the registration of share ownership in Chemical Petroleum was inaugurated as Indonesia’s Precious Metals
International Trading Pte. Ltd to strengthen chemical and Downstreaming Hub and further developed into an
petroleum trading activities. integrated industrial ecosystem, focusing on copper
processing, chemicals, and renewable energy. In the same
In 2025, expanding the distribution network stayed a year, AKRA was also recognized as an ASEAN Asset Class
key focus for AKR, alongside improving the Company’s Public Listed Company.
presence in urban areas. The bp AKR retail network
Note:
Further details on the Company’s milestones are available in the Annual Report.
Sustainability Report 2025
Page 24
22
Vision, Mission,
and Company Values
[SEOJK C.2]
Vision Mission
The leading Optimizing our
potential to build
provider sustainable
of logistic stakeholders' value.
services and
supply chain
solutions for
bulk chemical
& energy
distribution in
Indonesia.
Sustainability Report 2025
Page 25
23
Company Profile
Meaning
of the Company Logo
The Company’s logo is a representation of our vision 1. The Company’s logo is formed by placing the
to be the leading provider of logistics services and letters “AKR” from the Company’s acronym as its
supply chain solutions for chemicals and energy in central element.
Indonesia. This serves as a strategic direction, guiding 2. The acronym is positioned within a blue circle
AKR in building world-class performance through the to signify that AKR is a business with a global
effective management of assets and resources. At reputation.
the same time, the logo also reflects the Company’s 3. The red color on the letter “A” represents a light
commitment to establishing sustainable strategic that symbolizes the Company’s sincerity and
partnerships that support business growth and integrity in conducting its business through sound
expand AKR’s business impact at both national and and responsible business activities.
regional levels. 4. The white symbolizes a professional attitude
and the Company’s commitment to comply with
applicable business regulations and consistently
uphold fair and equal competition practices.
Sustainability Report 2025
Page 26
24
Business Activities [OJK C.4][GRI2-6]
Over time, AKR has expanded its business scope across Operationally, AKR’s business activities are grouped into two
various strategic sectors, including industry, trading, and main categories, namely core businesses and supporting
transportation and warehousing, covering leasing and rental businesses. The Company’s core businesses comprise four
activities without option rights, manpower services, travel segments: trading and distribution of Petroleum and basic
agencies, and other supporting services. The Company is also chemicals, logistics infrastructure, manufacturing activities,
engaged in energy provision, including electricity, gas, steam, and the management of integrated industrial estates and
hot water, and cooling, as well as professional, scientific, and ports. The supporting businesses include transportation
technical activities, including construction services. These and warehousing services, construction, and the provision
adjustments were formalized through amendments to Article of energy, including electricity, gas, steam, hot water, and
3 of the Company’s Articles of Association, as approved at cold air. This grouping reflects AKR’s strategy in developing a
the Extraordinary General Meeting of Shareholders on April focused business portfolio, expanding its operational reach,
28, 2022. and strengthening the foundation for sustainable business
growth across multiple sectors.
Trading and Distribution
In the trading and distribution segment, the Company focuses on developing its business in the 2 (two) main product lines of
petroleum and basic chemicals.
Industrial Petroleum Products and Industrial Lubricants
Biodiesel Marine Petroleum, IDO Lubricants
Mining Plantations Power Manufacturing Vessels Manufacturing Vessels Heavy
Generation Equipment
Vessels Shipping
1. Non-Subsidized Industrial Petroleum In August 2018, the Company began distributing biodiesel
Since 2005, AKR has played an active role in meeting in line with government policies to reduce greenhouse
the demand for non-subsidized industrial petroleum gas (GHG) emissions, strengthen national energy security,
in Indonesia by strengthening a logistics network that and support the achievement of the New and Renewable
serves various strategic sectors, including mining, power Energy (NRE) mix target of 23% (twenty-three percent) by
generation, manufacturing, transportation, and bunker 2025, a reflection of AKR’s commitment to a clean energy
services. To ensure supply reliability, the Company transition. By leveraging its broad industrial customer base,
manages tank terminals with a total capacity of 820,400 AKR encourages the adoption of more environmentally
KL (kiloliters) in major ports, enabling efficient and friendly energy across various business sectors.
dependable distribution.
Sustainability Report 2025
Page 27
25
Retail Petroleum Products and Aviation Fuel Products
Company Profile
Subsidized Non-Subsidized Aviation Fuel
High-octane gasoline (RON 92 and RON
Biodiesel (B40) Aviation Turbine Fuel
95), premium-quality diesel, active
technology (CN 48 and CN 51)
non commercial Fishing Vessels Motor Vehicles Aircraft
vehicles
2. Non-Subsidized Retail Petroleum 3. Subsidized Retail Petroleum
The partnership with bp was an April 2017 important step for Government trust in AKR for the distribution of subsidized
AKR in strengthening the non-subsidized retail petroleum petroleum began in 2010, when the Company was
business in Indonesia. The collaboration is conducted appointed by the Downstream Oil and Gas Regulatory
through PT Aneka Petroindo Raya under the bp AKR Fuels Agency (BPH Migas) to distribute petroleum through the
Retail brand, where the bp AKR retail station network meets Automotive Fuel Filling Stations (SPBKB) and Fishermen
consumer demand for high-quality fuel that complies with Fuel Filling Stations (SPBN) networks across Indonesia. This
Euro 4 standards, while also delivering added value through distribution was carried out under the AKRA SOL brand,
supporting facilities such as minimarkets and food outlets. which later transitioned into biodiesel products in line with
national energy policies.
At the end of 2025, AKR operated 72 (seventy-two) retail
stations bp AKR retail stations located across the Greater With an extensive operational reach, AKR manages
Jakarta area, Surabaya, Gresik, Malang, as well as several SPBKB and SPBN networks across Sumatra, Java, Bali,
rest areas along the Cipularang, and the Pasuruan– and Kalimantan through the continued mandate from BPH
Probolinggo toll roads. In a dynamic energy industry, the Migas, supporting the distribution of subsidized biodiesel,
retail Petroleum segment is regarded as a strategic driver while also playing an active role in the implementation of
of the Company’s sustainable long-term growth. the One-Price Fuel program in the Frontier, Outermost,
and Least Developed (3T) areas, to ensure more equitable
access to energy for Indonesian communities.
Product Type Product
• Biodiesel (B40)
Non-Subsidized Industrial Petroleum • Industrial Diesel Oil (IDO)
• Marine Fuel Oil
• Gasoline RON 92 and RON 95
Non-Subsidized Retail Petroleum
• High Quality Diesel (CN 48 and CN 51)
Subsidized Petroleum Biodiesel (B40)
Sustainability Report 2025
Page 28
26
4. Basic Chemicals This business was established in the 1960s, when AKR
In the basic chemicals supply chain, AKR is a strategic developed its first storage tank terminal in Indonesia. The
partner of PT Asahimas Chemical, distributing a wide expansion of the logistics infrastructure has become an
range of products, including chlor alkali, solvents, and important cornerstone in supporting national industrial
various organic and inorganic compounds. Beyond growth, further strengthening the Company’s reputation as
this partnership, the Company also conducts trading a reliable chemical distribution service provider.
and distribution of basic chemicals sourced from both
domestic and international suppliers to meet customer
demand across multiple industrial sectors.
Basic Chemicals Products Consumers
• Caustic Soda • Household Products Manufacturers
• Sodium Hypochlorite • Textiles
• Hydrogen Peroxide • Glass
• PVC Resins • Paper
• Soda Ash • Fertilizers
• Sulphuric Acid • Chemical and Pharmaceutical
• Hydrochloric Acid • Plastics
• Sodium Sulphate • Food Additives
• Methanol • Smelters
5. Lubricants In developing the non-subsidized retail petroleum and
To strengthen the downstream business portfolio, AKR’s aviation fuel businesses, AKR collaborates with bp Global
lubricant business is conducted through PT Anugerah through the establishment of joint ventures, including
Lubrindo Raya (ALR), established on 7 February 2019 as part bp-AKR, which operates 72 (seventy-two) retail stations,
of PT Anugerah Krida Retailindo, with a focus on trading and and PT Dirgantara Petroindo Raya, which manages 2 (two)
distributing lubricants. aviation fuel depots. This strengthens AKR’s position
in the energy supply chain, serving both land and air
Through ALR, AKR distributes Castrol-branded lubricants transportation needs.
for a wide range of needs, including industrial, maritime, 7. Gas
and mining sectors, as well as commercial vehicles. ALR On 4 August 2021, AKR expanded its energy business
supports the provision of reliable lubrication solutions portfolio through a joint venture with PT Bayu Buana
to customers across multiple sectors, while also Gemilang (BBG), namely PT Berkah Buana Energi (BBE), to
expanding value creation within the energy and industrial develop and manage a natural gas distribution network
distribution chain. through pipelines connecting supply sources with industrial
6. Aviation Turbine Fuel customers. The initial development focus is JIIPE in Gresik,
AKR's expansion into the aviation fuel distribution business East Java, in an effort to meet the energy needs of the
began in November 2016 through a strategic partnership industrial area in a reliable and sustainable manner. Under
with Air bp, which led to the establishment of the joint this collaboration, AKR holds 65% (sixty-five percent) of
venture PT Dirgantara Petroindo Raya (DPR). the shares, while BBG holds 35% (thirty-five percent).
A key milestone was achieved in August 2019, when DPR
operated its first aviation fuel depot at the dedicated
industrial airport in the IMIP Morowali area, Central Sulawesi,
making AKR the first national private company to distribute
aviation fuel in Indonesia.
Sustainability Report 2025
Page 29
27
Services
Company Profile
AKR provides land transportation services through PT AKR For storage, PT Jakarta Tank Terminal manages an independent
Transportasi Indonesia to support the smooth flow of the tank terminal at Tanjung Priok Port with a capacity of 350,000
supply chain. In addition to the land fleet, the Company cbm. This development forms part of AKR’s efforts to maintain
also operates large-capacity vessels for direct deliveries to the reliability of large-scale product receiving, storage, and
customers, with maritime transportation partnerships through transportation processes.
PT AKR Sea Transport.
Products
Bulk Cargo Handling Services
Container Handling Services
Land and Sea Transportation
Storage Tanks
Vendor Managed Inventory (VMI)
Warehousing
Port Services through affiliated company PT BMS
Manufacturing
PT Arjuna Utama Kimia (Aruki), operating out of Surabaya, East Java, manages AKR’s contribution to the manufacturing segment.
Through Aruki, AKR produces high-quality wood adhesives that are supplied to various companies in the national wood and paper
industries.
Product Type Brand Application
Urea-formaldehyde Resin Uloid Plywood & wood lamination
High Solid Urea-formaldehyde Resin Uloid Particle Board and MDF
Melamine-formaldehyde Resin Uloid Plywood & wood lamination
Planol-formaldehyde Resin Uloid Plywood & wood lamination
Two Component Vinyl Urethane Wood working, Furniture, Flooring &
Struct Bond
Adhesive FJLB
High performance dry strength
Polyacrylamide Monomer (PAM) Resin HOFMANN
enhancement resin for paper
High performance dry strength
Polyacrylamide Monomer (PAM) Resin HOPELON
enhancement resin for paper
Melamine Resin URAMIN Paper wet strength improvement resin
Poly Vinyl Acetate PVAc Multipurpose glue for wood and paper
Industrial Estate
Since partnering with Pelindo in 2013, AKR has been actively and sixty-one) hectares for industrial areas, 406 (four hundred
developing JIIPE as an integrated industrial and port estate. and six) hectares for the seaport, and approximately 800
Covering approximately 3,000 hectares, the estate is (eight hundred) hectares for residential and commercial
designed to provide efficient logistics and energy solutions development by an affiliate of AKR. The development of
for industrial players, with 1,761 (one thousand seven hundred JIIPE forms part of AKR’s long-term strategy to strengthen an
integrated and highly competitive industrial ecosystem.
Sustainability Report 2025
Page 30
28
Product Type Product
Industrial Estate Industrial Land
Port and Port Services Bulk Handling Services
• Power Plant
• Water Treatment Plant
• Waste Water Treatment Plant
Utilities & Infrastructures
• Gas
• Fiber Optic
• Port Services
Markets Served
AKR serves the national market through a network of storage In developing its non-subsidized retail petroleum and aviation
tanks and terminals at 19 (nineteen) major ports in Indonesia, fuel businesses, the Company has established strategic
supported by a wide distribution logistics infrastructure. partnerships with bp Global through joint ventures, including
Distribution operations are conducted by dedicated vessel bp AKR, which as of the end of December 2025 operated 72
and truck fleets for petroleum and basic chemicals, enabling (seventy-two) retail stations, and PT Dirgantara Petroindo
the needs of thousands of customers across multiple Raya (DPR), which manages 2 (two) aviation fuel depots in
industrial sectors to be met. Products include biodiesel, fuel Indonesia. In the subsidized retail segment, the Company
oil, and Euro 4 standard fuels for commercial, mining, power distributes biodiesel for motor vehicles and fishermen,
generation, manufacturing, construction, fisheries, bunker, reaching Java, Sumatra, Kalimantan, and Sulawesi. In addition
and other industrial sectors. to the bp AKR retail network, the Company also provides
limited non-subsidized fuel retail sales through some of AKR
fuel stations.
Green Energy Products [GRI2-1] [SEOJK F.5]
For sustainability, AKR is gradually strengthening its green • The provision of biodiesel and EURO 4 standard gasoline
energy portfolio to support a transition toward more designed to be environmentally friendly.
environmentally friendly energy through the development of • The operation of natural gas and solar-based power plants
supporting business activities aligned with industrial needs implemented at JIIPE Gresik.
and national energy policies, including:
Sustainability Report 2025
Page 31
29
Company Profile
Sustainability Report 2025
Page 32
30
General Information
and Company Identity [GRI 2-1] [GRI 2-6]
PT AKR Corporindo Tbk 28 November 1977
Company Date of
Name Establishment
[GRI 2-1]
Legal Status Public Limited Liability Company (Tbk) Life of • Trading and Distribution
[GRI 2-1] Business • Logistics Services
[GRI 2-6] • Manufacturing
• Industrial Estate
Legal Basis of Deed No. 46 dated 28 November 1977, drawn Authorized
Establishment up before Sastra Kosasih, Notary in Surabaya, Capital Rp750,000,000,000
[GRI 2-1] and approved as a legal entity pursuant to (Before Stock divided into 37,500,000,000 shares, each share having a
the Decree of the Minister of Justice of the Split) nominal value of Rp20
Republic of Indonesia No. Y.A.5/161/7 dated
14 June 1978, and published in the State
Paid-Up
Gazette of the Republic of Indonesia No. 101
dated 19 December 1978, Supplement No. Capital Rp401,469,492,000
741/1978 (Before Stock consisting of 20,073,474,600 shares with a nominal
Split) value of Rp20 that have been issued and fully paid in the
Company
AKRA
Stock
Code
Shareholders 2.15% 1.36%
as of
December 31, Stock Listing Listed on the Indonesia Stock Exchange on 3
2025 on the Stock October 1994
32.78% Exchange
Number of
Employees as
2,474 employees
63.71% of December
31, 2025
PT Arthakencana Rayatama Public Management Treasury Stock
Sustainability Report 2025
Page 33
31
Company Profile
Head Office AKR Tower 26th Floor Company +62 21 5311110
Address Jl. Panjang No.5 Kebon Jeruk Contact corporate.secretary@akr.co.id
Jakarta Barat 11530, Indonesia
www.akr.co.id
Association Memberships [GRI 2-28]
AKR is actively involved in various industry associations that are relevant to its lines of business, reflecting AKR’s commitment
to contributing to industry development, while strengthening the Company’s position through the exchange of perspectives,
collaboration, and engagement in strategic forums and initiatives with stakeholders. Through these memberships, AKR builds
synergies that support sustainable and responsible business practices.
Association Name Position
Asosiasi Pengusaha Indonesia (APINDO) Member
Kamar Dagang dan Industri Indonesia (KADIN) Member
Asosiasi Emiten Indonesia (AEI) Member
Indonesia Corporate Secretary Association (ICSA) Member
Association of Indonesian Investor Relations Vice Chairman
Scale Of Operations [OJK C.3]
Description Unit 2025 2024 2023
Total Employees Employees 2,474 2,452 2,813
Total Assets Billion Rupiah 36,562 33,109 30,255
Total Sales and Revenue Billion Rupiah 46,018 38,729 42,087
Net Profit for the Year Billion Rupiah 2,473 2,399 3,078
Total Equity Billion Rupiah 15,609 14,624 14,043
Total Liabilities Billion Rupiah 20,952 18,485 16,212
Sustainability Report 2025
Page 34
32
Awards and
Certifications
Awards
01 Oil and Gas Safety 2025: 02 The Best Execution 03 CSR Award
• Patra Nirbhaya Karya Winner in Distribution Pemkab Gresik
Utama for AKR Industry
• Patra Nirbhaya Karya SPEX2 Award 2025
Utama for PT Aneka
Petroindo Raya
(bp AKR)
• Patra Nirbhaya Karya
Madya for PT Jakarta
Tank Terminal (JTT)
Ministry of Energy and Mineral 04 Castrol Global Award for 05 Indonesia Safety Culture
Resources (ESDM) through the Sustained Award (WISCA) for PT
Directorate General of Oil and Growth and Technical Jakarta Tank Terminal (JTT)
Gas Excellence (ALR) Gold Medal 4 Star
Castrol Global Conference Category
World Safety Organization (WSO)
01
02
03 04
05
Sustainability Report 2025
Page 35
33
Company Profile
06 The Most Committed Corporate 07 Excellence in Investment
to Economic and Community Dominance and Strategic
Empowerment; Infrastructure Downstreaming
and Environment; Sports, Arts, Bisnis Indonesia
and Culture; Education; Social
and Religious Affairs
Gresik Regency
08 ANUGERAH ESG 2025 09 Synergy Award for Downstream
Indonesia Stock Exchange Oil and Gas Business Entities
and the Downstream Oil and
Gas Regulatory Agency (BPH
Migas) for Disaster Response in
the Sumatra Region
Downstream Oil and Gas Regulatory
Agency (BPH Migas)
07
08
09
06
Sustainability Report 2025
Page 36
34
Certifications
01 ISO 9001:2015 for scope Industrial Petroleum Trading
&Distribution (Branch: Medan, Pontianak, Jakarta,
06 ISO 9001:2015 PT Berkah Kawasan Manyar Sejahtera
(BKMS) - The provision of utilities services for
Lampung, Bandung) industrial estate
9 July 2023 - 8 July 2026 13 December 2025 – 13 December 2028
LQRA MSC Global
02 Safety Management System for Public
TransportCompanies
07 ISO 14001:2015 PT Berkah Kawasan Manyar Sejahtera
(BKMS) - The provision of utilities services for
industrial estate
27 December 2024 - 27 December 2029
Ministry of Transportation, Directorate General of Land 13 December 2025 – 13 December 2028
Transportation MSC Global
03 ISO 9001:2015 PT Arjuna Utama Kimia (ARUKI) -KAN 08 ISO 45001:2015 PT Berkah Kawasan Manyar
Sejahtera (BKMS) - The provision of utilities services
30 August 2025 – 30 August 2028 for industrial estate
Bureau Veritas (BV)
13 December 2025 – 13 December 2028
MSC Global
04 ISO 9001:2015 PT Arjuna Utama Kimia (ARUKI) -BVCH
SAS UK Barnch
30 August 2025 – 30 August 2028
09 ISO 14001:2015 PT Berlian Manyar Sejahtera (BMS)
Bureau Veritas (BV) 23 August 2023 - 23 August 2026
SAI GLOBAL
05 ISO 14001:2015 PT Arjuna Utama Kimia (ARUKI)
4 December 2024 - 4 December 2027
10 ISO 14001:2015, ISO 9001: 2015; ISO 45001:2018
PT Jakarta Tank Terminal (JTT) - Provision of oil
SGS storage terminal
19 March 2024 - 18 March 2027
LRQA
01 02 05
03 04
06 07 08
09 10
Sustainability Report 2025
Page 37
35
11 Occupational Health and Safety Management
System Certification Award - PT Jakarta Tank
Terminal
Company Profile
6 August 2024 - 6 August 2027
Minister of Manpower
12 International Sustainability and Carbon (ISCC) Plus
Certification for Jakarta Tank Terminal - Vopak
20 September 2024 - 19 September 2025
Control Union
13 Organization's Quality Management System -
PT Anugerah Lubrindo Raya
• ISO 45001:2018 Distribution of Castrol
Lubricants (including Warehouse)
22 January 2026 - 21 January 2029
ESG Rating by International
• ISO 14001:2015 for scope Distribution of Castrol
Lubricants (including Warehouse)
23 January 2026 - 22 January 2029 Institutions
• ISO 9001:2015 for scope Distribution of Castrol
Lubricants (including Warehouse)
23 January 2026 - 22 January 2029
United Registrar of Systems
11
12
Increased to 38, maintained
above the industry average
13
Sustainability Report 2025
Page 38
36
Key Events
of 2025
17 March 2025
Inauguration of Precious Metal Refinery by President of the Republic of
Indonesia, Prabowo Subianto
Through JIIPE, AKR marked a strategic milestone with the inauguration
of a Precious Metal Refinery facility in Gresik. This high-technology
refining facility strengthens the implementation of Indonesia’s mineral
downstreaming strategy by increasing the value-added of domestic
resources. It also reinforces JIIPE’s position as an integrated precious
metals industrial hub with global competitiveness.
23 April 2025
JIIPE SEZ Receives Industrial Investment Enabler Award
JIIPE SEZ Gresik was awarded the Beritajatim.com Award in the
industrial investment enabler category, recognizing its contribution
to riving investment growth in East Java. Since its designation as a
Special Economic Zone (SEZ) in 2021, JIIPE has attracted Rp52 trillion
in investment, including strategic anchor tenants such as PT Freeport
Indonesia’s smelter. Supported by integrated infrastructure and access
to an international-standard deep-sea port, JIIPE is strengthening its role
as a strategic industrial estate supporting sustainable national economic
growth.
25 April 2025
JIIPE’s Global Expansion with GESC
JIIPE reached a key milestone with the start of Golden Elephant Sincerity
(GESC)’s investment, marked by the handover of over 20 hectares of
land in Gresik, East Java. Valued at approximately USD 600 million, the
project marks GESC’s first global expansion and establishes Indonesia
as its regional development hub.
28 April 2025
Approval of the Dividend Distribution for the 2024 Fiscal Year
The 2025 GMS approved the distribution of AKR’s dividends for the
2024 fiscal year in amounts of Rp1.975 billion, or Rp100 per share, with
a payout ratio of 88.77% of net income. This reflects the Company’s
commitment to provide sustainable value to shareholders, in line with its
solid financial performance.
Sustainability Report 2025
Page 39
37
Company Profile
19 May 2025
JIIPE Receives Award from the Regent of Gresik for Supporting
Literacy Development
AKR, through JIIPE–BKMS, received an award from the Gresik Regency
Government for its contribution to strengthening community literacy.
The award was presented by the Acting Regent of Gresik during the
inauguration of the Child-Friendly Digital Reading Room (RUBADIRA),
as part of efforts to enhance reading interest and improve human
capital development. This initiative demonstrates AKR’s commitment
to promoting inclusive social development and advancing sustainable
education in its operational areas.
22 July 2025
Launch of the 70th Gas Station in the BSD Region
By launching its 70th gas station in BSD, South Tangerang, bp AKR
continues to consistently expand its retail fuel network. The opening of
this gas station also strengthens the Company’s position in supporting
mobility and high-quality energy-related services in the domestic
market.
25 July 2025
AKR’s Milestones in ASEAN
The Company was recognized as an ASEAN Asset Class Public Listed
Company in the results of the 2024 ASEAN Corporate Governance
Scorecard (ACGS). This award was announced at the 2025 ASEAN
Corporate Governance Awards in Malaysia, placing the Company among
the top public companies in Southeast Asia in corporate governance
assessments. This recognition reflects consistency in transparency
practices, management effectiveness, and long-term stakeholder trust.
20 September 2025
Strengthening Energy Infrastructure in the JIIPE Gresik Area
PLN officially launched a 40 MVA high-voltage power supply for BKMS
in the JIIPE Gresik area, strengthening the reliability of the area’s energy
supply.
Sustainability Report 2025
Page 40
38
15 October 2025
Gresik SEZ Pilots Customs Auto Gate System to Accelerate
Logistics Flow
Gresik Special Economic Zone (SEZ) has begun piloting a digital-based
logistics system through the implementation of the Customs Auto Gate
System within the customs area.
11 November 2025
Strategic Partnership with Metal SMEs in Sidoarjo
AKR through PT AGA entered into a strategic partnership with metal
SMEs from the Sidoarjo Metal SME Center through the signing of a
Memorandum of Understanding (MoU) at the East Java Partnership
Business Forum. This initiative is part of the Company’s commitment to
strengthening the local supply chain and empowering SMEs to integrate
into the industrial ecosystem, while enhancing their capacity, quality,
and competitiveness, thereby contributing to inclusive and sustainable
regional economic growth.
12 November 2025
Launch of ULITIK Immigration Services in the JIIPE Industrial Estate
JIIPE SEZ launched ULITIK (immigration services) within the industrial
estate to improve service convenience for businesses.
Sustainability Report 2025
Page 41
39
14 November 2025
Company Profile
Oil and Gas Safety Award of AKR Group
AKR Group received the Patra Nirbhaya Karya Utama and Patra Nirbhaya
Karya Madya awards from the Ministry of Energy and Mineral Resources
at the Oil and Gas Safety Awards ceremony. These awards were
presented in recognition of the success of AKR Group’s operational
units in maintaining outstanding workplace safety performance without
any accidents resulting in lost work hours. This achievement reflects the
disciplined and consistent implementation of occupational safety and
health systems across all operational activities.
11 December 2025
National Recognition for the JIIPE Gresik SEZ
The JIIPE Gresik SEZ received an award at the BIG 40 Awards 2025 in
the category of Excellence in Investment Dominance and Strategic
Downstreaming, for its contribution to promoting investment and the
development of an integrated downstream industry. As an integrated
industrial and port zone, JIIPE plays a role in strengthening the industrial
value chain and enhancing the competitiveness of the national
manufacturing sector. This recognition aligns with the zone’s development
strategy, which focuses on creating added value, improving logistics
efficiency, and ensuring sustainable economic growth.
30 December 2025
BPH Migas Appreciation 2025 for AKR Corporindo
PT AKR Corporindo Tbk received an award from BPH Migas at the
BPH Migas Appreciation 2025 in the category of “Synergy between
Downstream Oil and Gas Business Entities and BPH Migas in Disaster
Response in Sumatra.” This award reflects the Company’s active
contribution to disaster response through strong collaboration with BPH
Migas and This recognition underscores AKR’s commitment to ensuring
operational resilience and upholding social responsibility in emergency
situations.
Sustainability Report 2025
Page 42
40
Board of Directors’
Report
[SEOJK D.1]
Over six decades, AKR has built energy
logistics infrastructure and integrated
industrial estates that form the backbone
of Indonesia’s distribution resilience and
industrial competitiveness. With strong
governance and long-term partnerships,
AKR remains committed to contributing
to Indonesia’s sustainable development.
To Our Valued Shareholders and Stakeholders, Throughout the year, this network supported the
implementation of the Government’s mandatory biodiesel
AKR has been operating for more than six decades, and program. The Board views the Company’s active participation
one thing has not changed: this country needs energy that in this program as a tangible contribution to reducing reliance
reaches its destination on time, intact, to every corner of the on energy imports and optimizing domestic resources, while
archipelago. That is our purpose. And we take it seriously. supporting long-term business sustainability.
In 2025, under a new national leadership committed to JIIPE: A Pillar of Industrial Growth
accelerating economic growth, AKR reinforced our position
as one of the key players that support national infrastructure. Java Integrated Industrial and Port Estate (JIIPE) represents
We are not merely an energy distribution business, but AKR’s long-term Investment in industrial infrastructure
a development partner whose assets, networks, and development. Spanning approximately 3,000 hectares and
infrastructure can support Indonesia’s energy security and holding Special Economic Zone status since 2021, JIIPE is
industrial growth agenda. designed to provide infrastructure and utility certainty for
tenants from the early stages of operations.
Infrastructure for National Energy Security
In 2025, the Company recorded industrial land sales of
In the context of Indonesia as an archipelagic nation, the approximately 84 hectares. Several key tenants have
Board of Directors views a reliable energy distribution network commenced operations or entered the commissioning
as a key prerequisite for equitable economic development. phase, contributing to increased industrial activity within the
Accordingly, AKR continues to manage and develop its estate. The Board evaluates JIIPE’s performance not only
logistics infrastructure in a disciplined and prudent manner. in terms of land sales, but also through the development of
an industrial ecosystem that generates recurring income,
As of the end of 2025, the Company operated fuel and creates employment, and strengthens national manufacturing
chemical receiving terminals across 19 ports, integrated with competitiveness.
a national network of tanker vessels and tank trucks. The
network is supported by an integrated digital system that
enables real-time monitoring of inventory and distribution.
This approach not only enhances operational efficiency, but
also strengthens supply reliability for industrial customers
nationwide.
Sustainability Report 2025
Page 43
41
Company Profile
Haryanto
Adikoesoemo
President Director
Sustainability Report 2025
Page 44
42
A Measured Approach to Energy Transition 2025 Key Highlights
The Board of Directors views the energy transition as a The year 2025 reflects AKR’s continued ability to sustain
long-term process that requires infrastructure readiness, performance while strengthening the foundation for long-
disciplined investment, and prudent operations. Solar power term growth through disciplined operations, portfolio
development at JIIPE commenced with an initial capacity enhancement, and strategic investments.
of 0.4 MWp in 2022. The Company is currently planning the
first phase of development at 56 MWp, which remains under From a financial perspective, the Company delivered
feasibility study, with phased expansion targeted to reach solid performance with net profit reaching Rp2,473 billion,
approximately 148 MWp by 2032. supported by revenue growth of 19% and a twenty year CAGR
of 16.4%. This performance reflects the Company’s ability to
In addition, the planned LNG terminal, targeted for operation maintain earnings quality, optimise its distribution network,
by 2029, is intended to provide a cleaner energy alternative and sustain operational efficiency amid evolving market
for the industrial sector. The Board emphasizes that each conditions.
energy transition initiative is evaluated based on business
feasibility, market readiness, and its contribution to national In safety and operations, AKR maintained a strong safety
energy resilience, while remaining aligned with the Company’s record with zero fatalities and zero major safety incidents
financial sustainability principles. throughout 2025. Operational reliability was further
demonstrated by cumulative safe driving distance of 13.5
Technology and Disciplined Operational million km, underscoring the Company’s capability to ensure
uninterrupted energy distribution across its operational
Since 2010, AKR has been building an IT-based distribution footprint.
management system as the backbone of its logistics network.
In 2025, the Company began deploying artificial intelligence From a people perspective, the Company invested Rp 2.39
in distribution planning, fleet management, and operational billion in training to strengthen workforce capabilities, while
scheduling. maintaining a local workforce composition of 62% at the
parent company level. This approach supports organisational
This has improved operational efficiency compared to the readiness while contributing to local economic development.
previous year. The Board views technology adoption not only The Company’s participation in the national biodiesel
as a driver of cost efficiency, but also as a means to strengthen programme is reflected in a domestic content level of 60.81%.
operational resilience, reduce disruption risks, and support
cash flow sustainability amid external volatility. Going forward, On the environmental front, AKR continued to manage our
the Company will continue to enhance operational efficiency operational impact through monitoring of greenhouse gas
progressively through deeper system integration, including emissions (Scope 1 and 2) at 50,123 tCO₂e, alongside the
the use of weather forecast data to optimize distribution development of renewable energy capacity at JIIPE, reaching
planning and mitigate risks from extreme conditions. 0.4 MW. Active participation in the B40 biodiesel programme
further demonstrates the Company’s role in supporting
Governance As a Foundation for Long-Term Growth Indonesia’s energy transition.
The Board recognizes that long-term growth must be Meanwhile, JIIPE continued to strengthen its position as a
supported by strong corporate governance. AKR upholds key. driver of industrial growth and the regional economy. As
robust governance standards to protect shareholder trust and of the end of 2025, total realized investment in JIIPE reached
ensure the Company remains well positioned for sustainable Rp111.5 trillion, with 33 industrial tenants either in operation or
growth. under development across metals, chemicals, logistics, and
other strategic downstream sectors. The development of the
The Company’s governance practices are guided by estate has created more than 43,257 jobs and contributed
principles of transparency, accountability, and prudent significantly to the regional economy. During 2024–2025,
risk management, with the Asian Corporate Governance Gresik Regency recorded Gross Regional Domestic Product
Scorecard serving as one of the reference frameworks. (GRDP) of Rp202 trillion, with the industrial sector contributing
Each strategic decision is evaluated with consideration of approximately 52.58%. This impact is also reflected in
business risks, regulatory compliance, and the protection of improvements in the Human Development Index (HDI) to 79.69
shareholder and stakeholder interests. and a decline in the unemployment rate to 5.47%.
The Company’s commitment to social responsibility is In line with increasing industrial activity and tenant operations,
implemented in a structured and integrated manner alongside the Company continues to advance strategic projects at JIIPE,
its operations, through programs focused on improving including the development of a 55 MW floating solar power
education and healthcare in communities surrounding its plant (Phase 1) and the planned operation of an LNG terminal
operational areas. This approach supports the development of by 2029, further strengthening the estate’s energy and utility
sustainable, long-term relationships with local communities. ecosystem.
These achievements also reflect AKR’s ability to maintain
sustainable performance, strengthen operational resilience,
and capture growth opportunities in a disciplined manner
amid an evolving energy and industrial landscape. The
Company’s strategy is not only directed at ensuring sound
financial and operational performance, but also at generating
measurable economic and social impact, as part of its role in
supporting inclusive and sustainable industrial development.
Sustainability Report 2025
Page 45
43
Company Profile
Sustainability Report 2025
Page 46
44
Looking Ahead Closing
The Board of Directors views Indonesia as entering an On behalf of the Board of Directors, we extend our
accelerated development phase, marked by rising energy appreciation to all AKR employees, customers, bankers
demand, continued industrialization, and increasing demand business partners, and shareholders for their continued
for infrastructure reliability. In this context, AKR’s role as a trust and support throughout 2025. The commitment and
provider of energy distribution and industrial infrastructure is collaboration of all stakeholders remain the foundation of the
becoming increasingly relevant. Company’s continued growth and resilience.
Economic growth is expected to drive sustained demand Supported by strong infrastructure, disciplined governance,
for energy distribution. At the same time, the JIIPE industrial and a focus on sustainability, AKR will continue to create
estate is expected to continue attracting manufacturing sustainable value, strengthen its contribution to the national
investment and strengthening its contribution as a driver of economy, and fulfill its role responsibly in supporting
national industrial competitiveness. The development of Indonesia’s future development.
energy infrastructure, including LNG and solar power, is aimed
at expanding the Company’s role in supporting the national
energy transition in a gradual and measured manner.
The Board recognizes that the business environment will
continue to be shaped by global dynamics, energy price
volatility, and policy changes. Accordingly, the Company’s
growth strategy will be guided by a prudent approach,
financial discipline, and strengthened operational reliability, to
ensure sustainable performance and long-term value creation
for shareholders.
Jakarta, 2 April 2026
On Behalf of the Board of Directors
Haryanto Adikoesoemo
President Director
Sustainability Report 2025
Page 47
45
Board of
Company Profile
Commissioners
From left to right:
Fauzi Ichsan
Independent Commissioner
Soegiarto Adikoesomo
President Commissioner
Sofyan A. Djalil
Commissioner
Sustainability Report 2025
Page 48
46
Board of
Directors
From left to right:
Suresh Vembu
Director
Termurti Tiban
Director
Nery Polim
Director
Mery Sofi
Director
Sustainability Report 2025
Page 49
47
Company Profile
From left to right:
Bambang Soetiono Soedijanto
Director
Haryanto Adikoesoemo
President Director
Jimmy Tandyo
Director
Sustainability Report 2025
Page 50
48
Responsibility Statement
of the Board of Commissioners
for the Sustainability Report 2025
of PT AKR Corporindo Tbk
[SEOJK E.1] [GRI 2-14]
We, the undersigned, certify that the Sustainability Report of PT AKR Corporindo Tbk for the 2025 financial year has been prepared
with reference to the Indonesia Financial Services Authority Regulation number 51/POJK.03/2017 regarding the Implementation
of Sustainable Finance for Financial Services Institutions, Issuers and Public Companies, and Circular Letter of the Indonesia
Financial Services Authority number 16/SEOJK.04/2021 concerning the Form and contents of Annual Reports of Issuers or Public
Companies.
All information in this Report has been prepared and presented in accordance to these regulations and we are fully responsible for
the accuracy of the contents of the Company’s Sustainability Report.
Jakarta, April 2, 2026
Board of Commissioners
Soegiarto Adikoesomo
President Commissioner
Sofyan A. Djalil Fauzi Ichsan
Commissioner Independent Commissioner
Sustainability Report 2025
Page 51
49
Responsibility Statement
Company Profile
of the Board of Directors
for the Sustainability Report 2025
of PT AKR Corporindo Tbk
[SEOJK E.1] [GRI 2-14]
We, the undersigned, certify that the Sustainability Report of PT AKR Corporindo Tbk for the 2025 financial year has been prepared
with reference to the Indonesia Financial Services Authority Regulation number 51/POJK.03/2017 regarding the Implementation
of Sustainable Finance for Financial Services Institutions, Issuers and Public Companies, and Circular Letter of the Indonesia
Financial Services Authority number 16/SEOJK.04/2021 concerning the Form and contents of Annual Reports of Issuers or Public
Companies.
All information in this Report has been prepared and presented in accordance to these regulations and we are fully responsible for
the accuracy of the contents of the Company’s Sustainability Report.
Jakarta, April 2, 2026
Board of Directors
Haryanto Adikoesoemo
President Director
Jimmy Tandyo Bambang Soetiono Soedijanto Mery Sofi
Director Director Director
Suresh Vembu Nery Polim Termurti Tiban
Director Director Director
Sustainability Report 2025
Page 52
50
AKR considers sustainability a strategy to safeguard
business continuity, focusing on creating long-term value
through the integrated management of Environmental,
Social, and Governance (ESG). This approach is intended to
ensure healthy and inclusive growth while delivering tangible
benefits to all stakeholders.
Sustainability
Commitment
[SEOJK A.1][SEOJK E.5][GRI 2-22]
For AKR, ethical responsibility and compliance with applicable This commitment is implemented across all business
laws and regulations are the primary foundation for every lines, including logistics and distribution, industrial estate
business decision, with sustainability a strategic priority management, and the development of Special Economic
aimed at maintaining a balance between the interests of Zones (SEZs), each of which requires clearly defined goals,
shareholders, the needs of society, and the preservation of plans, and targets within its respective business segment.
the environment in operational areas.
AKR’s sustainability approach goes beyond business as
Sustainability is built by strengthening a reliable and high- usual. As a global corporate citizen, the Company strives to
integrity business foundation, where the application of the maintain a balance between business growth, environmental
highest ethical standards forms part of daily practices, both stewardship, and community empowerment. This direction is
in production processes and in operations. Sustainability aligned with global Sustainable Development Goals (SDGs)
is an opportunity to deliver broader positive impacts for and supports the Indonesian government’s sustainable
stakeholders while supporting national economic growth. development vision. In its implementation, AKR has identified
SDG targets that are relevant to the nature and activities of the
This is aligned with AKR’s mission to create sustainable added Company’s business.
value for stakeholders, reflecting the Company’s identity
in driving positive economic, social, and environmental Participating in the energy supply chain sector, AKR translates
contributions, while reinforcing sustainability as an integral its sustainability commitment into concrete and consistent
part of its business strategy. actions, pursued with optimism and a strong sense of
responsibility believing that the decisions and strategies taken
Sustainability represents a long-term ambition that is today will generate long-term benefits for future generations.
realised through measurable and well-directed strategies.
Every AKR business activity is designed to deliver tangible
benefits for both current stakeholders and future generations.
Embedding Sustainability Across AKR’s Business Lines [GRI 2-23][GRI 2-24]
At AKR, sustainability is implemented through governance that ensures that these strategies are translated into concrete
is structured and accountable. To ensure that the formulation actions through the management and implementation of
and execution of economic, environmental, and social sustainability initiatives at the operational level, in line with
aspects are aligned, the Company has established two key industry standards and applicable regulations.
bodies, the AKR ESG Committee and the AKR ESG Task Force,
which act as the drivers and overseers of the sustainability As a common foundation, AKR has developed the AKR
agenda across all business lines. Sustainability House: PROGRESSING WITH PURPOSE, serving
as a guide to the integration of the Company’s sustainability
At a strategic level, the ESG Committee is responsible for commitments, policies, and initiatives into four main pillars.
overseeing the direction of the Company’s sustainability
policies and strategies. Meanwhile, the AKR ESG Task Force
Sustainability Report 2025
Page 53
51
SUSTAINABILITY HOUSE
Company Profile
Commitment Statement
PROGRESSING WITH PURPOSE
Umbrella Sustainability
and Elevator Pitch
As a strategic holding company, AKR Corporindo aims to growing and progressing sustainably, our business portfolio
spans from logistics and distribution, industrial estate, to the development and management of special economic
zone. Through our business we touch millions of people and stakeholders. Therefore, we must do what we do in a
sense that can benefit the economy, environment, people and society. This means we go beyond business-as-usual to
balancing ambition with wisdom, and business success with environment consciousness, and social progress. For us,
this is the meaning of sustainability – Progressing with Purpose.
Pillars
OUR BUSINESS OUR
OUR PEOPLE OUR CONDUCT
PORTFOLIO COMMUNITIES
SDGs
Building strong, robust Nurturing, developing, Giving back to the Operating responsibly
and resilient business and safeguarding our communities wherever and upholding ethical
Rationale of
the Pillars
portfolio to support people as our most we operates. behaviour and legal
the evolving need of valuable assets. compliance in everything
our customers and that we do.
stakeholders.
1. Robust & Resilient 1. Labor & Employment 1. Community Relations 1. Good Corporate
Action Areas/Strategic Priorities
Business Model Practice & Development Governance
2. Strong Financial 2. Health & Safety Programs 2. Business Ethics
Fundamentals 3. Employee 2. Involving Local 3. Compliance to Law
3. Operational Engagement, Suppliers and Regulations
Excellence & Diversity & Inclusion 3. Providing
Utilization of 4. Learning & Opportunities for the
Technology Development Local Communities
4. Customer
Engagement &
Satisfaction
5. Management of
Environmental
Footprints
Sustainability Report 2025
Page 54
52
Pilar AKR Horizon 2030 Pencapaian 2025 Status
Focused on investments and portfolios that AKR directed its investments toward initiatives that
support sustainability and the transition to a support the sustainability agenda, including the
low-carbon economy. development of LNG, biofuels, rooftop solar panels,
OUR BUSINESS PORTFOLIO
floating solar installations, and green industrial estates
as part of the Company’s long-term strategy.
Adopting digital technologies to support AKR adopted a real-time digital control tower and
operational effectiveness, efficiency, and Artificial Intelligence (AI) to improve the quality of
the reduction of carbon emissions. operational planning while reducing carbon emissions
generated by the Company’s logistics activities.
Increasing the share of renewable energy The use of renewable energy reached 26% of the
used in AKR’s operations to 30% by 2030. Company’s total energy consumption.
No significant spills across all operations. There were no significant spills across all Company
operations.
Maintaining emission intensity at 0.02 tonnes Emission intensity amounted to 0.012 tonnes of CO₂e
of CO₂e per Rp1 million of gross profit. per Rp1 million of gross profit.
Zero fatalities across all AKR operations. Zero fatalities across all AKR operations.
Zero major safety incidents across all AKR Zero major safety incidents across all AKR operations.
OUR PEOPLE
operations.
Zero human rights incidents across all AKR • Developed, issued, and socialized the Human Rights
operations. (HR) Policy.
• No human rights violations were recorded throughout
2025.
Creating an inclusive workplace, with a target Women held 23% of total middle to senior management
of 30% of middle and senior management positions at AKR.
positions held by women.
Providing employment opportunities for Local workforce recruitment at the AKR parent Company
local communities. reached 62%.
OUR COMMUNITIES
Delivering positive impacts on the local The Domestic Component Level (TKDN) for B40
economy through procurement practices. products was recorded at 60,81% in 2025.
Contributing to local socio-economic All (100%) AKR subsidiaries implemented community
development through social and community development programmes, with total funds of Rp3.2
outreach programmes across all AKR billion disbursed during 2025.
operations.
Maintaining zero corruption incidents. There were no corruption incidents within AKR.
Communicating ESG progress transparently The annual Sustainability Report is prepared in
OUR CONDUCT
through the Sustainability Report and accordance with POJK 51/2017, GRI Standards 2021, and
ensuring reporting practices are aligned with SASB.
national and international standards.
Ensuring compliance with laws and No violations of laws and regulations were recorded.
regulations.
Business growth necessitates the continuous evaluation of environmental performance targets, ensuring that each remains
relevant, realistic, and aligned with operational developments, while maintaining the commitment to sustainable environmental
management.
Sustainability Report 2025
Page 55
53
Our Business Portfolio [GRI 3-2][GRI 3-3][GRI 2-25]
Company Profile
Operating in the logistics and supply chain industry, AKR This approach focuses on supplying industrial products
places trust and stakeholder satisfaction, including customer through an integrated logistics supply chain network, while
satisfaction, as a foundation of business sustainability. also supporting the growth of the manufacturing sector
Beyond the role of distributing essential products for industry, through the development of the JIIPE Special Economic Zone.
the Company consistently strengthens service quality, fosters
two-way communication, and builds mutually reinforcing Creating sustainable value for stakeholders is a reference
relationships with stakeholders. This commitment underpins point for AKR’s strategy. The Company seeks to fulfil this role
AKR’s efforts to build a resilient and sustainable business by meeting industry needs, supporting suppliers, complying
portfolio. with regulations, and delivering balanced benefits to
shareholders and employees. Environmental considerations
Amid increasingly dynamic and complex business are also a key element in managing the business portfolio
challenges, AKR recognises the importance of adaptability where, through concrete measures, AKR ensures that its
in strengthening its financial footing while developing a operations do not create adverse impacts on surrounding
resilient business model, realised through the enhancement communities and the environment. This includes initiating
of operational excellence supported by technology, as well as a transition toward cleaner energy, creating workplaces
the continuous adjustment of services to remain aligned with free from air and noise pollution, minimising fire risks, and
the evolving needs of customers and stakeholders. contributing to climate change mitigation.
Our People [GRI 3-2][GRI 3-3][GRI 2-25]
In AKR’s sustainability journey, employees are essential strong focus on a zero-accident culture. This is implemented
in achieving corporate strategies and targets. Business through a structured OHS management system, the provision
objectives can only be realised with the support of competent, of health facilities, regular training, and the achievement of
high-integrity, and competitive human resources. On this zero fatalities across all subsidiaries, strengthening workplace
basis, the Company prioritises the protection of labour rights, safety while directly supporting productivity and operational
including the implementation of anti-forced labour policies, sustainability.
respect for freedom of association, and the strengthening of
diversity, gender equality, and respect for human rights. AKR regularly conducts training and development
programmes to ensure that employee competencies remain
A safe and healthy working environment is a prerequisite relevant to business needs, with all employees given equal
for sustained performance, and the Company applies opportunities to participate, fostering an inclusive workplace
Occupational Health and Safety (OHS) standards with a that encourages each individual to realise their full potential.
Our Communities [GRI 3-2][GRI 3-3][GRI 2-25]
AKR regards surrounding communities as strategic partners The implementation of Corporate Social Responsibility (CSR)
in driving inclusive and sustainable growth, where the is guided by relevance and community needs, and AKR actively
Company’s presence is expected to deliver tangible benefits promotes open dialogue and two-way communication
for local communities, particularly in improving welfare. This to identify priority issues that require attention. Based on
commitment is realised through the provision of employment this process, the Company designs and develops CSR
opportunities for local residents, including opportunities programmes that are adaptive, sustainable, and impactful,
to occupy managerial positions, as well as prioritising and through continuous innovation, AKR seeks to ensure
local suppliers in the procurement of goods and services. that each initiative delivers solutions that support long-term
This also supports the increase of Domestic Component community welfare.
Levels (TKDN) and strengthens the economic foundation of
operational areas.
Sustainability Report 2025
Page 56
54
Our Conduct [GRI 3-2][GRI 3-3][GRI 2-25]
AKR places Good Corporate Governance (GCG) at the core Operationally, ethical conduct and compliance with laws
of its sustainable business operations, with the principles of and regulations are embedded as part of the corporate
transparency, accountability, responsibility, independence, culture. Each organisational function operates with clear
and fairness applied consistently across all business units to roles and responsibilities, supported by the ESG Committee,
ensure professional and trustworthy corporate management. which is responsible for formulating strategy, providing
Openness in decision-making processes and the disclosure recommendations, monitoring implementation, and reporting
of relevant information to stakeholders are essential to on the progress of ESG initiatives. Through this approach, AKR
maintaining trust and integrity. ensures that business ethics and regulatory compliance are
embedded in daily activities across the Company.
Stakeholder Voices [SEOJK E.4][GRI 2-29]
With stakeholders at the heart of AKR’s decision-making Through open and continuous two-way communication, AKR
processes, the Company has identified stakeholder builds mutually supportive relationships with its stakeholders,
groups and designed engagement methods tailored to actively listening to aspirations, needs, feedback, and
the characteristics of each, considering local wisdom in criticism as the basis for improving performance and
every operational area. This enables all parties to contribute strengthening its sustainability practices. This engagement
constructively to the achievement of shared goals. process forms the foundation for identifying AKR’s key
stakeholders, as presented in the following section.
Principle of Inclusiveness Principle of Materiality Principle of Responsiveness
No Stakeholder Basis for Topics from Engagement
Level, Methods, and Frequency of Engagement
Group Identification and Communication
1 Shareholders D, R, I, P Accountability for the Information Disclosure and Engagement
Company’s economic, • Regular disclosure of information through official
environmental, and social publications, including the annual report, quarterly
performance financial statements, quarterly exploration reports,
and the Company’s website.
• Organization of multi-stakeholder forums,
including the Annual General Meeting of
Shareholders (AGMS), held at least once a year.
2 Employees D, R, T, I, P 1. Occupational Health Information Disclosure, Consultation, Negotiation,
and Safety (OHS) and Engagement
performance • Provision of information through various channels,
2. Employee welfare including corporate newsletters, business unit
bulletins, e-mail, intranet, website, social media,
and instant messaging.
• Conduct of employee engagement surveys
covering workplace culture, satisfaction levels,
perceptions, and understanding of the Collective
Labor Agreement (CLA) and other labor-
related issues.
• Preparation and establishment of the CLA for a
two-year period, together with implementing
regulations governing the rights and obligations
of the Company and all employees in accordance
with their respective employment relationships.
• Organization of Bipartite Cooperation Institution
(LKS Bipartit) meetings and quarterly meetings
between AKR and labour unions as a platform for
dialogue and communication.
Sustainability Report 2025
Page 57
55
Principle of Inclusiveness Principle of Materiality Principle of Responsiveness
No
Company Profile
Stakeholder Basis for Topics from Engagement
Level, Methods, and Frequency of Engagement
Group Identification and Communication
3 Government D, R, T, I, DP, P • Community Stakeholder Relationship Management
empowerment through • Provision of input to the Government on various
CSR programmes policies and regulations.
• Payment of taxes and • Regular reporting (including AMDAL, RKTTL, post-
statutory obligations to mining plans, quarterly reports to the Financial
the State Services Authority (OJK), and others) and website
disclosures.
• Consultations with ministries/agencies and
local government offices, as well as public
consultations.
• Participation in Development Planning
Consultations (Musrenbang) with regional
governments, and payment of taxes, non-tax state
revenues (PNBP), and other statutory obligations
to the State.
4 Suppliers D, R, T, P • Transparency in the Information Disclosure and Collaboration
procurement of goods • Implementation of regular, open, and transparent
and services tender processes for contracts, with contractual
• Economic, social, documents requiring compliance with applicable
and environmental laws and regulations, including provisions related
performance to human rights, occupational health and safety,
and environmental protection.
5 Customers D, R, I, P Product and service Information Disclosure and Consultation
quality • Preparation of commercial sales contracts with
assurances on product quality, supply continuity,
and delivery timeliness, as required.
• Regular meetings with customers and customer
satisfaction surveys conducted at least once a
year.
6 Communities D, R, T, I, DP, P • Communication and Information Disclosure, Transactions, Consultation,
disbursement of CSR/ Negotiation, Engagement, Collaboration, and
TJSL programme funds Empowerment
• Community assistance • Socialization of AMDAL, regular meetings with
and empowerment local communities, reporting, website disclosures,
• Management of and the implementation of CSR/TJSL programs.
economic, social, and • Receipt of community input during the AMDAL
environmental impacts process.
• Community involvement in the planning,
implementation, monitoring, and evaluation of
CSR/TJSL and community development programs.
• Cooperation in various multi-stakeholder
initiatives involving local communities, universities,
regional governments, and partnerships with
various institutions.
Notes: The stakeholder identification process refers to the AA1000, 2018 Stakeholder Engagement Process:
• Dependency (D): AKR has a dependency on an individual or an organization, or vice versa.
• Responsibility (R): AKR has legal, commercial, or ethical responsibilities toward an individual or an organization.
• Tension (T): An individual or organization has influence over AKR regarding specific economic, social, or environmental issues.
• Diverse Perspective (DP): An individual or an organization has influence over AKR or over the strategies and policies of other stakeholders.
• Proximity (P): An individual or organization has geographical and operational proximity to AKR.
• Influence (I): An individual or organization has influence over AKR or over the strategies and policies of other stakeholders.
Sustainability Report 2025
Page 58
56
Strategic Sustainability Priorities and SDG Target Mapping
To strengthen its sustainability strategy, AKR has targets AKR ensures that business growth also delivers measurable
based on four main pillars and coordinated through the AKR contributions to society and the environment, a foundation
ESG Committee and ESG Task Force designed to ensure for the Company in creating long-term, inclusive value with
a clear linkage between the Company’s business strategy tangible impacts for all stakeholders, from customers and
and the 17 Sustainable Development Goals (SDGs), ensuring business partners to local communities in its operational areas.
operational activities remain aligned with the sustainable The following section presents AKR’s sustainability target
development agenda. mapping, structured under four main pillars, together with their
linkages to the achievement of the Sustainable Development
Goals (SDGs). [GRI 2-22] [GRI 3-2][GRI 3-3]
AKR's Sustainability Pillars SDGs Goals
Our business portfolio • Engaging in climate change mitigation strategies through the mandatory use of
biodiesel as a transition energy source, and through the reduction of industrial
emissions via Special Economic Zones.
• Promoting technological development to achieve operational excellence in
biodiesel distribution.
• Investing in infrastructure through various projects, including the Java Integrated
and Industrial Port Estate (JIIPE) Special Economic Zone, to support inclusive and
sustainable industrialisation, increase job creation and gross domestic product,
and drive industrial growth.
• Providing access to cleaner and/or renewable energy for industries through the
JIIPE Special Economic Zone.
• Establishing partnerships to provide access to lower-emission fuels for
communities through bp AKR service stations.
Our people • Ensuring occupational health and safety and supporting employee well-being.
• Ensuring that employees receive inclusive and high-quality training and education.
• Promoting gender equality across the Company’s workplace.
• Supporting inclusive and sustainable economic growth within the workplace.
Our communities • Reducing poverty through various social responsibility and community
empowerment programmes in areas surrounding the Company’s operations.
• Promoting healthy lives and supporting the well-being of surrounding
communities.
• Ensuring access to inclusive and quality education for local communities.
• Promoting the principles of gender equality.
• Supporting inclusive and sustainable economic growth to enhance the
independence and well-being of surrounding communities.
Our conduct • Supporting peaceful and inclusive societies for sustainable development.
• Strengthening the means of implementation and revitalising global partnerships
for sustainable development.
Sustainability Report 2025
Page 59
57
Company Profile
Sustainability Report 2025
Page 60
03 Our Business Portfolio
Page 61
Page 62
60
AKR’s integrated and diversified business structure supports
stable performance, disciplined business expansion, and
responsible environmental management, aligned with long-
term value creation for stakeholders.
Operational sustainability is supported by a diversified business portfolio that remains relevant to industry dynamics and
designed to maintain performance stability while creating long-term value for stakeholders. Through strengthening its role in the
logistics sector and the provision of chemical and energy solutions, and by taking economic, social, and environmental aspects
into consideration, AKR continues to develop its business in a measured manner.
Resilient and Sustainable
Portfolio Foundation
The business portfolio, the primary foundation for maintaining Supported by business diversification, supply chain resilience,
the sustainability of AKR’s business, is disciplined yet remains business continuity planning, and the utilisation of technology,
adaptive to industry dynamics, with periodic adjustments AKR’s portfolio is designed to maintain operational reliability
strengthening operational resilience and stable long-term while creating sustainable value for stakeholders.
performance.
AKR Business Transformation and Journey
Established in the 1960s in Surabaya as a basic chemicals Today, AKR is recognized as a leading logistics and supply
trader, business transformation has been driven by a spirit chain service provider for petroleum fuels and basic
of growth and innovation, the portfolio gradually expanding chemicals, as well as the developer and manager of the Java
from trading and distribution activities to strengthening a Integrated Industrial and Ports Estate (JIIPE) Special Economic
competitive advantage in logistics and the supply chain of Zone in Gresik, East Java. AKR also became the first national
petroleum fuels (BBM) and basic chemicals, and continuing private company to distribute non-subsidised petroleum fuels
with the development of an integrated industrial estate now in 2005 and subsidised petroleum fuels in 2010, including
designated a Special Economic Zone (SEZ). permits to build and operate Motor Vehicle Fuel Filling Stations
(SPBKB) and Fishermen Fuel Filling Stations (SPBN).
Portfolio Strengthening and Sustainable Growth
In 2013, AKR with PT Pelabuhan Indonesia (Pelindo) launched Since opening its first fuel station in 2018, bp-AKR has grown
JIIPE, the industrial estate integrated with a deep-sea port in into a network of 72 stations across Greater Jakarta, West Java,
Gresik. The estate was subsequently designated a National and East Java, supporting energy access and local economic
Strategic Project and inaugurated as a Special Economic activity.
Zone (SEZ) for the technology and manufacturing sectors.
AKR continues to make adjustments across various
Strategic partnerships have also strengthened the business operational aspects, including work processes, human
portfolio. In 2017, AKR partnered with British Petroleum (bp) resource management, and the development of information
to establish a joint venture in the fuel retail sector to meet technology to improve efficiency. The Company has
the demand for premium-quality fuel in Indonesia. In 2025, also focused its growth strategy on domestic business
through the joint venture entity PT Aneka Petroindo Raya development by divesting several port subsidiaries in China
(bp-AKR), the Company continued to expand its national and reinvesting the proceeds to strengthen its businesses in
retail energy network by inaugurating the 70th BP fuel station Indonesia.
located in Asterra West BSD City, South Tangerang.
Sustainability Report 2025
Page 63
61
This has delivered positive results, reflected in a 16.4% logistics infrastructure, strategic partnership with bp, and
compound annual growth rate (CAGR) in net profit since 2005, the development of recurring revenue from the JIIPE Special
and supported by portfolio reconsolidation, expansion of Economic Zone.
Our Business Portfolio
Clean Energy Initiatives and the Future of the Business
In line with its sustainability commitment, AKR has actively AKR is strengthening transition energy infrastructure through
begun exploring opportunities in clean and renewable a subsidiary, PT Berkah Buana Energi (BBE). In 2024, the
energy as part of its long-term growth strategy. In 2021, AKR Company began supplying natural gas to several key tenants
with PT Bayu Buana Gemilang established PT Berkah Buana at Gresik, marking the opening of a new business stream that
Energi to support the distribution of natural gas to JIIPE and supports AKR’s overall growth.
its surrounding areas, contributing to the transition toward
cleaner energy. BBE was established to ensure the reliable availability
of natural gas for tenants investing in the Gresik Special
In 2022, the Company advanced its renewable energy Economic Zone. Together with PT Berlian Manyar Sejahtera
portfolio in the JIIPE Special Economic Zone through the (BKMS), the developer and operator of the SEZ, BBE has
development of a solar power plant, with plans for phased developed and operates an integrated natural gas distribution
capacity expansion. Subsequently, in 2023, AKR strengthened infrastructure within SEZ JIIPE.
industrial facilities in the area, including signing a Joint
Development Agreement with BP Gas & Power Investments The utilization of natural gas in the industrial estate is expected
Limited for an LNG project and regasification facility, also to improve the operational energy efficiency of tenants while
at JIIPE. reducing dependence on fossil-based energy sources with
higher emission intensity. As a transition energy solution,
Several AKR business entities support the business natural gas not only provides cost efficiency but also
ecosystem in Gresik, including PT Anugerah Kreasi Pratama contributes to reducing the carbon footprint of industrial
Indonesia (AKPI), which operates in warehousing and storage activities.
services, and PT Berkah Bunker Service (BBS), which provides
port services. In early 2024, the Company established PT As an integrated industrial estate combining manufacturing
Berkah Renewable Energi Nusantara (BREN) to focus on facilities with a deep-sea port, JIIPE requires a reliable and
the operation of power plants and the provision of new and sustainable energy system. The development of natural gas
renewable energy. distribution infrastructure by BBE further strengthens JIIPE’s
readiness to operate as an international-standard industrial
BREN has obtained government approval to explore the estate that supports sustainable business practices.
development of an offshore solar farm or floating solar power
plant at Special Economic Zone (SEZ) Gresik representing Going forward, AKR will continue to strengthen synergy across
a strategic step in responding to the increasing demand for its business lines through the optimisation of integrated
clean energy, particularly from industrial customers operating logistics and supply chain networks. The infrastructure and
in the area. strategic assets developed over several decades serve as an
important foundation for maintaining energy supply resilience
Through the development of floating solar power plants, and supporting industrial activities in a sustainable manner.
AKR optimizes the use of water surfaces without impacting Through disciplined and long-term oriented management, the
land utilization. Beyond contributing to carbon emission Company seeks to ensure that these assets remain relevant,
reduction, this initiative supports the national energy transition productive, and capable of contributing to the enhancement
agenda and enhances the attractiveness of the Gresik of national industrial competitiveness.
Special Economic Zone for industrial investors with strong
commitments to environmental stewardship and sustainable
business practices.
Sustainability Report 2025
Page 64
62
AKR’s Sustainable Transformation
AKR’s business portfolio evolves in line with the dynamics of industrial and energy needs in order to create
sustainable value for communities and stakeholders.
19 176 Fuel Stations 820,400 KL
Sea and River Ports Operated by AKR & bp AKR Storage Tank Terminal Capacity
14 Units 50,000 Sq.M ±250 Unit
Vessels/SPOB Warehouse Capacity Fuel & Chemical Tank Trucks
Business Model
Efficient Logistics Solutions to Support Industry in Indonesia
Integrated Industrial Estate and
Logistic and Supply Chain
Deep-Sea Port
Land Sales
Basic Chemicals Petroleum Industrial Estate
Recurring Revenue
Clean &
Industrial Industrial Retail
Port Utilities Renewable
Energy
Non-
Subsidized
Subsidized
Economic Impact Across AKR’s Supply Chain
Contributes to Driving Various Industrial Sectors in Indonesia
Petroleum Basic Chemical
Consumers: Consumers
• Fertilizer Mining • Textiles
Refineries as • Marine Bunker & Apparel
suppliers of
• Plantations • Smelter
petroleum
products • Manufacturers • Chemical
• Retail • Food Industry
• Household &
Basic chemical Storage Tanks Truck and Vessel Personal Care
producers as and Shipping Products
suppliers
Sustainability Report 2025
Page 65
63
Our Business Portfolio
Sustainability Report 2025
Page 66
64
Climate Transition
and Business Adaptation Strategy
[SEOJK F.3][GRI 201-2]
Climate change presents growing risks and opportunities efficiency and environmental management across its
for AKR. These include physical risks, such as the increasing business lines. These efforts support national priorities while
frequency and intensity of extreme weather events that may maintaining competitiveness in an evolving energy and
disrupt terminal operations, logistics, and distribution, as well regulatory landscape.
as transition risks related to policy changes, energy market
dynamics, and shifting customer and market preferences To strengthen operational resilience, AKR enhances
toward low-carbon solutions. If not effectively managed, preparedness for physical climate risks through improved
these risks may impact operational performance, cost infrastructure reliability, robust risk management, and
structure, supply chain reliability, and long-term value. practices that ensure service continuity. This approach
minimizes potential disruptions and supports business
In response, AKR integrates climate considerations into continuity across various risk scenarios, including extreme
its business and sustainability strategies through the “Our weather events.
Business Portfolio” strategy pillar. This approach ensures that
climate-related risks and opportunities are embedded in AKR’s climate resilience strategy is anchored in three core
strategic decision-making, including portfolio development, principles: business sustainability, responsible operations,
asset management, and operational planning. and environmental stewardship, supporting resilience and
long-term value creation for stakeholders.
Amid the transition toward a low-carbon economy, AKR
actively explores and develops opportunities aligned AKR’s climate resilience approach encompasses the following
with decarbonization trends, while improving operational key strategies and performance indicators:
Sustainability Report 2025
Page 67
65
Our Business Portfolio
Climate-Related
AKR Strategic Actions Business Implications
Risk and Opportunity Categories
Transition Risk & Opportunity Portfolio Expanding the business Revenue diversification and stronger
Strengthening & portfolio to support the competitiveness amid the global
Diversification low-carbon transition, energy transition.
including LNG, biofuel,
and green industrial estate
(JIIPE).
Capital Allocation Investment in Capital directed toward Supports long-term growth.
Low-Carbon alternative energy Mitigates both transition and
Initiatives infrastructure, operational operational risk.
efficiency, and climate-
resilient assets.
Operational Efficiency Technology Deploying technology Lower operating costs. Higher
Deployment including AI and digital service reliability.
& Operational monitoring for energy
Optimization efficiency, logistics
performance, and
emissions control.
Physical Risk Management Climate- Logistics and industrial Reduces operational disruption and
Resilient infrastructure including financial loss from climate events.
Infrastructure JIIPE, engineered to
withstand flooding, tidal
inundation, and extreme
weather.
Resilience & Business Continuity Operational & Climate risk management Maintains service continuity and
Supply Chain embedded in operations, distribution stability under extreme
Resilience covering logistics routing conditions.
and weather disruption
preparedness.
Resource Water Water management Reduces water scarcity risk and
Management (Adaptation) Management practices, including reuse, water-related operating costs.
harvesting, and the zero
water runoff concept
applied at JIIPE.
Market Opportunity Alternative Expanding biofuel Opens new business opportunities.
Energy & Clean and LNG distribution. Strengthens position in the future
Technology Advancing EV ecosystem energy ecosystem.
and clean technology
initiatives.
Sustainability Report 2025
Page 68
66
Java Integrated Industrial
and Port Estate (JIIPE)
Climate-Resilient Industrial Ecosystem
As an integrated industrial and port estate on the East Java coastline, JIIPE faces a range of climate risks, including extreme
rainfall, waterlogging, and sea-level rise.
To sustain operations and protect tenant activities, JIIPE has embedded the principle of climate resilience into its master
planning, infrastructure design, and operational management systems.
Climate-Integrated Master Planning Integrated Flood Control System
The estate master plan developed by Nippon Koei Japan, JIIPE operates a retention-based flood control system.
incorporates climate change projections over the next Retention ponds are designed to store and regulate
100 years. This approach ensures robust protection against stormwater before it is discharged outside the estate.
flooding and sea-level rise.
Planning Resilience Infrastructure Capacity
Element Approach
>3.5 metres above sea Main Water Pond 22 Ha
Site elevation
level
Minipond 3 Ha
100-year resilience
Design projection Green Zone Pond Available
standard
Seawall along the
Coastal protection
coastline
Nature-based solution Mangrove planting
Minimum 10% green
Green infrastructure
open space
Drainage & Coastal Protection
The estate is also sheltered by Madura Island, which naturally
reduces exposure to high sea waves. Furthermore, the
estate drainage system has been designed as an integrated
network.
Infrastructure Function
Long storage drainage Temporary water storage
Coastal bund Tidal flood protection
Drainage network
Drainage network
integration
The estate is also sheltered by Madura Island, which naturally
reduces exposure to high sea waves.
Sustainability Report 2025
Page 69
67
Operational Readiness Climate-Ready Industrial Infrastructure
JIIPE maintains dedicated operational procedures for JIIPE provides utility infrastructure that supports tenant
extreme weather events. Operational decisions are environmental management. All tenant liquid waste is
Our Business Portfolio
coordinated by the Operations Director and President centrally managed at the estate WWTP.
Director.
Key measures in place include:
• Real-time weather monitoring via BMKG Environmental
Function
• Routine estate infrastructure inspections Infrastructure
• Post-extreme weather event inspections.
SWRO Raw water supply
Emergency Response System WWTP Wastewater treatment
Power plant Power supply
To safeguard estate operations and tenant continuity, JIIPE
operates an Emergency Response Plan (ERP) built for rapid, Estate drainage Flood control
coordinated, and effective response. Identified scenarios
that may affect estate operations include: Green area Rainwater absorption
• Major Flooding
Risk of inundation from extreme rainfall or surface runoff.
• Storms and Extreme Weather Climate Adaptation Outlook
High winds and severe conditions that may compromise
To build a climate-resilient and sustainable industrial estate
operational safety.
for investors and tenants, JIIPE will continue strengthening
• Estate Utility Disruption
its resilience through:
Disruptions to power, water, or other operational support
• Expanding water pond capacity
systems.
• Reinforcing the estate drainage system
• Upgrading weather monitoring and early warning
All these scenarios are covered in the Emergency
systems.
Response Plan (ERP) which serves as the operational
guide for managing emergency situations.
Sustainability Report 2025
Page 70
68
Jakarta Tank
Terminal (JTT)
Climate-Resilient Industrial Ecosystem
As an energy storage and distribution facility within a port area, Java Tank Terminal (JTT) integrates
the principle of climate resilience into facility design, operational systems, and emergency
response mechanisms. This ensures the terminal remains safe and reliable under extreme weather
disruptions.
Climate Risk Exposure
JTT has identified key climate risks that may affect terminal operations.
Potential
Climate Risk Mitigation
Operational Impact
Extreme rainfall Terminal area flooding Bund wall & drainage system
High winds Jetty activity disruption Operational threshold
High waves Vessel operation risk Shutdown protocol
Coastal flooding Storage facility risk Facility elevation
Climate-Resilient Engineering Design
Terminal facilities are designed to protect against waterlogging and extreme weather events.
Infrastructure Resilience
Component Approach
Tank and building foundations sit above the maximum
Facility elevation
historical flood level
Bund wall Serves as both spill containment and flood protection
Environmental system Oil-water separator to prevent contamination
Design standards Aligned with API, NFPA, and SNI standards
Sustainability Report 2025
Page 71
69
Digital Weather Monitoring Emergency Response & Business Continuity
Operational decisions are supported by real-time weather JTT maintains an integrated emergency response system to
monitoring. ensure operational safety. Emergency drills are conducted
regularly to keep personnel prepared.
Our Business Portfolio
Operational data sources
• BMKG
• Automatic Weather Station (AWS)
• Tidal data from port authorities
Risk Response
Critical operational decisions rest with the Terminal
Manager.
Flooding Backup submersible pumps
Operational Safety Threshold Storm / high waves Emergency unberthing
Utility disruption Automatic backup generator
Weather Parameter Operational Policy
Climate Adaptation Outlook
Wind >20 knots Jetty activities suspended
Going forward, JTT will continue strengthening operational
Extreme rainfall Operations slowed
resilience to ensure long-term energy distribution reliability
High risk Full operational shutdown through:
• Digitizing the weather monitoring system
• Strengthening the early warning system
All these parameters are documented in the Work • Enhancing jetty infrastructure resilience against sea-
Instruction Operation. level rise.
Sustainability Report 2025
Page 72
70
Realizing ESG Principles in the Development of the East Java Industrial Estate SEZ
JIIPE [OJK F.26]
AKR’s Environmental, Social, and Governance (ESG) principles JIIPE generates a significant multiplier effect on both regional
are comprehensively established in the development of and national economies, particularly through the creation of
JIIPE as a model for a future industrial estate that is efficient, direct and indirect employment opportunities. The presence
modern, and environmentally and socially responsible. of anchor tenants also encourages the development of
downstream industrial ecosystems that strengthen the
The implementation of ESG principles at JIIPE is reflected national supply chain. In addition, the concept of an integrated
in efforts to integrate environmentally friendly approaches industrial estate that combines manufacturing areas with a
into all stages of infrastructure development and estate deep-sea port within a single location provides significant
operations. As an integrated industrial estate that supports logistic efficiencies, thereby enhancing the operational
green economic growth while creating harmony between competitiveness of tenants. Overall, JIIPE plays an important
industrial activities, the environment, and the surrounding role in strengthening the position of national industry in the
community, the approach at JIIPE reflects AKR’s commitment global market.
to encouraging industrial transformation toward a more
sustainable and inclusive development model.
Strengthening Clean Energy Infrastructure Investment to Support a Low-Carbon
Economy and Climate Resilience [SEOJK F.3]
As part of efforts to strengthen infrastructure investment that sector customers. In line with this, AKR through PT Berkah
supports a low-carbon economy and climate resilience, PT Buana Energi (BBE) has signed Gas Sales Agreements (GSA)
Berkah Renewable Energi Nusantara (BREN), AKR’s newest with several companies located in the JIIPE Special Economic
subsidiary, has obtained government approval to develop an Zone.
offshore solar farm in Indonesia. This reflects a strategic step
in expanding AKR’s clean energy portfolio while addressing
the growing demand for sustainable energy among industrial
Sustainability Report 2025
Page 73
71
Our Business Portfolio
Social Environment
Community Economic and Social Development at JIIPE Advanced Technology Wastewater Treatment System
[GRI 306-2]
In line with a commitment to support economic
growth and social development, JIIPE contributes to Advanced technology in the wastewater treatment
job creation and community empowerment through system at JIIPE includes a Waste Water Treatment Plant
various sustainable programmes that aim to enhance (WWTP) with a capacity of 2,500 m³/day equipped with
the independence and competitiveness of local a Membrane Bio Reactor to ensure that liquid waste
communities. meets the required standards. Wastewater is recycled
through Ultra Filtration and Reverse Osmosis processes,
producing clean water for tenants while reducing the use
100% of natural water resources.
The target for workforce absorption in the JIIPE Special
Economic Zone was achieved in 2025. Zero Water Runoff with a Water Treatment Plant
[GRI 306-1]
A Water Treatment Plant equipped with Sea Water
Reverse Osmosis with a capacity of 2,400 m³/day and a
42-hectare rainwater retention pond to meet industrial
needs manages JIIPE’s clean water.
Gas-Fired Power Plant as the Main Energy
Source [GRI 305-5]
JIIPE holds a licence to supply 515 MW of electricity for
industrial tenants, with gas-fired power plants serving as
the primary energy source and the gradual development
of solar panels.
Ecological Aspects of the JIIPE Industrial Estate
Located near the Madura Strait, JIIPE has a unique
ecosystem that supports biodiversity. To preserve this,
the estate implements green infrastructure, such as green
roofs and green walls, as well as green open spaces.
Governance
The JIIPE Special Economic Zone received the Best
SEZ Award
From the Coordinating Ministry for Economic Affairs of
the Republic of Indonesia.
The JIIPE Special Economic Zone contributes to the
global supply chain
Through copper downstream processing with the
operation of PT Freeport Indonesia.
Sustainability Report 2025
Page 74
72
JIIPE: Engine of Industrial
and Economic Growth in Gresik
As the Gresik Special Economic Zone (SEZ), JIIPE serves as an industrial development hub supporting downstream processing
and national supply chain integration. The estate has attracted large-scale investment, created tens of thousands of jobs, and
driven economic activity across Gresik Regency and East Java Province. This impact is reflected in rising human development
quality and declining unemployment in surrounding areas.
Investment and Industrial Development
111.5 Trillion 33 Tenants
Industrial Clusters at JIIPE
Rp • Metal Industry
(16 PMA | 17 PMDN)
• Chemical and Petrochemical
Total Estate Investment Number of Industrial Tenants Industry
• Energy and Technology Industry
• Electronics Industry
• Supporting Industries and
Logistics
Job Creation Social Impact for Communities
43,257 People 79.69
Total Workforce Gresik Human Development Index (HDI)
The estate makes a significant contribution to Reflects improvement in:
employment across Gresik Regency • Education
and surrounding areas. • Health
• Purchasing power
Sustainability Report 2025
Page 75
73
Our Business Portfolio
Contribution to Regional Economy
Rp 202 Trillion 52.58%
Gresik Regency GDP Industry Contribution to Gresik GDP
Industry is the largest economic sector underpinning regional economic activity.
Declining Unemployment Rate
5.47%
8.00%
7.84%
6.82%
Open Unemployment Rate
6.45%
5.47%
This decline reflects expanding job opportunities as
industrial activity in the estate grows.
2021 2022 2023 2024 2025
Open Unemployment Rate
Sustainability Report 2025
Page 76
74
Digitalisation of the Customs System
to Support Logistics Efficiency
Through digital technology JIIPE continues to promote enables the release of goods to be processed
greater logistics efficiency, including the piloting of the automatically through digital data verification, where
Customs Auto Gate System within the customs area. This the gate opens after the container receives approval
was officially launched on 15 October 2025 as a result of from the Customs system. Through this mechanism, the
collaboration between Gresik Customs, the Business customs clearance process can be carried out more
Entity for the Development and Management (BUPP) of quickly, waiting time (dwelling time) can be reduced, and
the Gresik Special Economic Zone, PT Berkah Kawasan transparency and accountability in monitoring the flow of
Manyar Sejahtera (BKMS), and the Administrator of the goods can be improved.
Gresik Special Economic Zone.
The system provides greater service certainty for
The Auto Gate System aims to accelerate the movement business actors and contributes to reducing national
of goods in and out of the area, improve the efficiency logistics costs, reflecting JIIPE’s commitment to building
of customs services, and support a more conducive an efficient, transparent, and sustainable industrial
investment climate in the industrial estate. The system ecosystem through the utilisation of digital technology.
Indonesia’s Precious Metals
Downstream Processing Hub
In 2025, JIIPE recorded an important milestone with facility is expected to increase the added value of mineral
the inauguration of the Precious Metal Refinery (PMR), resources that were previously exported in raw form, in
owned by PT Freeport Indonesia (PTFI), by the President line with government policy direction to optimise the
of the Republic of Indonesia, Prabowo Subianto. The utilisation of natural resources domestically.
inauguration marked a strategic step in advancing the
national mineral downstreaming programme while With the commencement of operations of the PTFI PMR,
strengthening the value chain of the mining industry and JIIPE has now developed into the only industrial estate in
supporting Indonesia’s economic self-reliance. Indonesia that possesses an integrated precious metals
downstream ecosystem. The strengthening of this
The PTFI PMR facility is designed to process anode sludge ecosystem is further supported by PT Aneka Tambang Tbk
using large-scale hydrometallurgical technology, and is (ANTAM) as part of collaborative efforts to reinforce the
among the largest in the world. Through this process, the national precious metals industry supply chain and create
PMR produces precious metals such as gold and silver sustainable long-term economic value.
with purity levels that meet international standards. The
Sustainability Report 2025
Page 77
75
Attracting Investment of More than
Rp111 Trillion
Our Business Portfolio
Cumulative realized investment at SEZ JIIPE has exceeded
Rp111 trillion, underscoring its strategic role as a centre for
industrial and logistics growth in East Java.
As a technology and manufacturing-based special
economic zone covering approximately 3,000 hectares,
SEZ JIIPE is supported by integrated infrastructure,
including a deep-sea port, 16 LWS berths, direct access
to toll roads, and railway connectivity. This positions it
as a strategic logistics hub that strengthens industrial
competitiveness, improves supply chain efficiency, and
supports smooth national and international distribution.
Large-scale investments in the estate have generated
broad economic impacts, including the creation of
thousands of jobs, strengthened participation of local
businesses in the industrial supply chain, and the creation
of significant multiplier effects for the East Java economy
while contributing to national economic growth. SEZ JIIPE also received the BIG Conference Bisnis
Indonesia Group (BIG) 40 Awards 2025 in the category
In recognition of these achievements, SEZ JIIPE received of Excellence in Investment Dominance and Strategic
Second Place in the 2025 Investment Award for the Downstreaming, in recognition of its contribution
Domestic Investment (PMDN) category at the Jatim Fest to encouraging investment inflows and industrial
event organised by the East Java Provincial Government downstream development.
further reinforcing the commitment to develop a modern,
globally competitive, and sustainable industrial estate,
in line with East Java’s vision as one of the key drivers of
Indonesia’s economy.
Strategic Collaboration with BPH
Migas to Strengthen National
Energy Distribution
AKR held an audience with the Downstream Oil and Gas
Regulatory Authority (BPH Migas) to strengthen alignment
with the regulator and support reliable, targeted national
energy distribution governance. During the meeting,
AKR presented its retail fuel business performance,
operational digitalization systems, and efforts to improve
transparency and accountability in subsidized fuel
distribution.
AKR also reaffirmed its role in supporting the One-Price
Fuel (BBM Satu Harga) program, particularly in remote,
frontier, and outermost (3T) regions to broaden energy
access. Discussions with BPH Migas covered field-
level operational challenges and the policy support
needed to ensure smooth energy distribution, ultimately
contributing to national energy supply stability and
economic growth.
Sustainability Report 2025
Page 78
76
Strong Financial
Fundamentals
Summary of Financial Performance
Amid various challenges and increasingly complex As a provider of logistics and supply chain services for
industry dynamics in 2025, AKR maintained a solid financial petroleum fuels and basic chemicals, AKR applies a formula-
performance recording net profit of Rp2.473 trillion, remaining based pricing business model that enables price adjustments
above Rp2 trillion. This reaffirms AKR’s resilience, with an to customers while emphasising the principle of net open
average annual growth rate (Compound Annual Growth Rate/ position. With a solid business model and well-managed risk
CAGR) of 16.4% over the past five years. management practices, the Company is able to maintain
stable performance and deliver sustainable growth.
Growth was primarily supported by the consistency of the
core business segments, namely trading, distribution, and In accordance with the resolution of the Annual General
logistics, as well as increasing contributions from the industrial Meeting of Shareholders (AGMS) held on 28 April 2025,
estate segment. Through adaptive and sustainability-oriented approval was given for the distribution of dividends amounting
business strategies, AKR continues to strengthen its position to 88.77% of profit for the year attributable to owners of the
as one of the leading players in the logistics and energy parent entity, totalling Rp1,650 billion. Accordingly, dividends
distribution sectors in Indonesia. for Financial Year 2024 were determined at Rp1,975 billion
or Rp100 per share, based on a total of 19,752,819,600
In 2025, the Company recorded revenue of Rp46,018 billion, outstanding shares.
an increase of 19% compared with the previous year of
Rp38,729 billion that was mainly driven by stable performance
in the trading and distribution segment, as well as strong
growth in the industrial estate segment, particularly from land
sales and higher utility revenue contributions to total revenue.
Sales and Operating
46,018
3,561
Revenue Profit
[SEOJK F.2] [SEOJK F.2]
42,087
3,083
(Rp Billion) (Rp Billion)
38,729
2,578
2023 2024 2025 2023 2024 2025
Economic Value Generated and Distributed Directly (in thousand Rupiah) [GRI 201-1]
Economic Value by Year 2025 2024 2023
Economic Value Generated
Sales & Revenue 46,018,468,072 38,729,493,298 42,086,952,436
Gain on Sale/Disposal of Fixed Assets – Net 2,679,292 3,733,007 14,657,761
Foreign Exchange Gain (Loss) – Net 14,824,560 13,689,654 6,248,958
Sustainability Report 2025
Page 79
77
Economic Value by Year 2025 2024 2023
Other Operating Income 39,712,781 38,790,304 48,961,005
Finance Income 290,778,124 352,599,086 196,567,492
Our Business Portfolio
Share of Profit of Associates 52,199,723 46,467,083 34,534,891
Other Comprehensive Income (Loss) for the
43,497,850 52,899,335 (30,143,953)
Year, Net of Tax
Total Economic Value Generated 46,462,160,402 39,237,671,767 42,357,778,590
Economic Value Distributed
Operating Expenses:
Cost of Sales and Revenue -41,920,479,417 -35,220,457,367 -37,613,487,899
Operating Expenses -1,059,297,668 -974,591,857 -974,870,563
Other Operating Expenses -12,106,041 -12,191,957 -7,927,557
Payments to Providers of Capital:
Finance Costs -73,767,925 -84,909,111 -68,489,236
Dividend Payments (parent entity) -1,977,629,460 -1,973,716,960 -2,467,146,200
Payments to Government
Final Tax on Finance Income -45,491,265 -53,714,989 -35,675,352
Final Tax -25,458,432 -26,556,061 -19,813,545
Net Income Tax -458,645,797 -412,883,578 -589,188,690
Total Economic Value Distributed -45,572,876,005 -38,759,021,880 -41,776,599,042
Economic Value Retained 889,284,397 478,649,887 581,179,548
Rp529.59 billion Rp1,975 billion 16.4%
AKR’s contribution to state revenue Dividend distribution to Average annual growth rate
in the form of Income Tax, Final Tax, shareholders with a payout ratio of (Compound Annual Growth Rate/
and Final Tax related to Finance 88.77% for total dividends for 2024, CAGR) of net profit over the past
Income in 2025 with dividend payments made twice twenty years
during 2025 (the 2024 final dividend
and the 2025 interim dividend)
Sustainability Report 2025
Page 80
78
AKR Included in the Fortune
Southeast Asia 500 in 2025
AKR achieved a significant milestone by being included Development of the bp-AKR service station network
in the Fortune Southeast Asia 500 (2025), reflecting the
Company’s solid financial performance and consistent Through its strategic partnership with BP, AKR continues
execution of its long-term business strategy. Over the to develop the bp-AKR service station network that
past five years, AKR has delivered sustained net profit provides cleaner-quality fuel products supported by high
growth, supported by a focused expansion across service and safety standards. This initiative reflects the
infrastructure, energy, and industrial estate sectors. Company’s commitment to providing more responsible
energy solutions for the community.
This recognition is supported by the expansion of
operational capacity, improvements to supply chain Development of the Special Economic Zone (SEZ) Java
efficiency, and strengthening of the Company’s Integrated Industrial and Ports Estate (JIIPE)
contribution to national economic development. Several
key initiatives include: As the main developer of SEZ JIIPE, AKR has successfully
attracted both domestic and foreign investment to drive
Expansion of infrastructure and logistics network the growth of the manufacturing and logistics industries.
The Company has also invested in digital transformation
AKR continues to expand its fuel and chemical logistics to improve operational efficiency and enhance the
network across various strategic regions, including competitiveness of the estate, while strengthening AKR’s
Sulawesi and Eastern Indonesia. The strengthening role as part of the national logistics network that supports
supports more reliable and efficient product distribution industrial development and economic connectivity
for customers in the mining and industrial sectors, and across Indonesia.
national logistics connectivity.
Recognition in Fortune
Indonesia 100 – Energy Sector
AKR received external recognition for its contribution to
the national energy sector through the Fortune Indonesia
100 – Energy Sector award at the FORTUNE Indonesia 100
Gala 2025 organized by Fortune Magazine. This award
is presented to companies considered to have played
a significant role in supporting Indonesia’s economic
growth through consistent and impactful business
performance.
Service Reach, Service Quality, Safety, and Responsibility to Customers [SEOJK F.27]
A key strength is AKR’s ability to provide integrated logistics terminals located several strategic ports across various
services and supply chain solutions for energy and chemicals regions in Indonesia, providing high flexibility while expanding
across Indonesia. The Company is supported by an extensive the distribution reach of energy products and chemicals.
and connected national distribution network, as well as the
utilization of advanced technology that enables operations AKR also manages a complete logistics fleet, including marine
to be managed reliably, safely, and efficiently, maintaining vessels and trucks for transporting fuel and basic chemicals,
service quality as well as building customer trust and supporting thousands of companies and industrial customers
satisfaction across all operational areas. across Indonesia. The Company expanded its fleet of vessels
and land transportation vehicles to anticipate increasing
To support operational sustainability, AKR operates demand, particularly in Eastern Indonesia, as part of AKR’s
comprehensive logistics infrastructure equipped with commitment to maintaining supply reliability.
reliable information technology-based monitoring systems.
The Company owns storage tank facilities and distribution
Sustainability Report 2025
Page 81
79
In its business activities, AKR distributes non-subsidized fuel the Air bp-AKR joint venture for aviation fuel operations. These
to various industrial sectors, including the commercial sector, initiatives align with AKR’s strategy to strengthen its business
smelters, power generation, manufacturing, plantations, portfolio in responding to the increasingly diverse energy
fisheries, and bunker services, while also serving the retail needs in Indonesia. [SEOJK F.26]
Our Business Portfolio
segment through its available outlet network. For subsidized
retail fuel, the Company also acts as a distribution partner for As part of its long-term growth strategy, AKR is gradually
subsidized diesel and high-quality gasoline for motor vehicles expanding the distribution network into regions with growing
and fishermen in Java, Sumatra, Kalimantan, and Sulawesi. market potential, including areas connected through river
port infrastructure supporting operational expansion and
In addition, AKR continues to develop its non-subsidized broadening access to energy and logistics. This then has
retail fuel and aviation fuel businesses through strategic an encouraging effect on local economic activity and
partnerships. The Company has established a joint venture strengthens the business ecosystem. [SEOJK F.29] [GRI 203-1]
with BP Global for retail fuel distribution, as well as forming
B40 Implementation Monitoring and Evaluation
to Ensure Quality and Service Reliability
As part of its commitment to service quality, safety, and Field verification, technical discussions, and quick tests
customer accountability, AKR received a B40 Monitoring on key parameters, including density, FAME content,
and Evaluation Team from the Palm Oil Fund Management water content, temperature, and color, all confirmed
Agency (BPDP) and the Directorate General of Oil and compliance with specification standards. This reflects
Gas at Tanjung Emas Terminal, Semarang. The visit aimed AKR's consistency in maintaining product quality, ensuring
to verify compliance of the B40 biodiesel program operational safety, and delivering reliable service across
and strengthen oversight of product quality and fuel its entire distribution network.
distribution reliability.
Sustainability Report 2025
Page 82
80
Supply Chain [GRI 2-6]
AKR builds strategic partnerships with a wide range of with environmental, occupational health and safety standards,
suppliers, both large and small, direct and indirect. These and to understand and support the Company’s sustainability
form an integral part of the value chain and range from large policies. Going forward, AKR will conduct periodic supplier
corporations, agents, and cooperatives to small business evaluations based on the sustainable procurement policy to
actors that contribute to the provision of raw materials and ensure alignment with the objective of building a sustainable
finished goods. supply chain. [GRI 308-1]
The Company is committed to creating shared value for AKR supports suppliers that align with the Company’s vision
all parties within the supply chain ecosystem, including in developing a sustainable supply chain, including through
sustainable income opportunities for suppliers and port collaboration with palm oil farmers in the B40 biodiesel
authorities, as well as expanded opportunities for products program, supporting the government’s program to promote
and services provided by small enterprises required in office the use of more environmentally friendly biofuels, containing
operations and those that grow alongside the industrial 40% Fatty Acid Methyl Ester (FAME) derived from palm oil.
ecosystem at JIIPE, supporting local economic growth [SEOJK F.5]
through job creation and business opportunities.
In 2024, AKR successfully obtained Authorized Economic
To ensure the implementation of good governance in the Operator (AEO) certification following an inspection process
procurement process, a sustainable procurement policy conducted by the Directorate General of Customs and Excise,
has been in effect since early 2024, aiming to maintain the Ministry of Finance of the Republic of Indonesia. The AEO
integrity of procurement activities while preventing unethical certification, developed by the World Customs Organization
practices. (WCO), plays an important role in enhancing the efficiency and
security of the Company’s export and import supply chains.
The Company recognizes the potential environmental
and social risks that may arise from operational activities, Several AKR units to have obtained AEO status include
whether conducted directly or by third parties. Therefore, AKR Head Office, AKR Medan (Tank Terminal Anggada and
periodic monitoring and continuous socialization regarding Gabion), Lampung, Jakarta, Semarang, Surabaya, Pontianak,
Environmental and Social impacts are ongoing. [SEOJK F.28] and Bitung. The program has also been socialized to
employees at the head office to strengthen understanding
To minimize potential negative impacts, requirements ensure and implementation of AEO standards in daily operational
suppliers meet technical, financial, administrative, and legal activities.
criteria, including ensuring that supply sources do not originate
from illegal activities. Suppliers are also required to comply
Strengthening a Sustainable Supply
Chain at Vopak Terminal Jakarta
and Merak
As part of its commitment to implementing a sustainable
supply chain, Vopak Terminal Jakarta, a joint venture
between AKR and Royal Vopak operating through PT
Jakarta Tank Terminal (JTT) and the Merak facility, has
successfully renewed its ISCC PLUS and ISCC EU
certifications. This confirms that the storage facilities
meet international standards related to feedstock
traceability, supply chain integrity, and responsible
environmental impact management.
In addition, Vopak’s certification portfolio also includes
ISCC CORSIA, a global certification standard specifically
designed to support the use of Sustainable Aviation Fuel
(SAF). This ensures that aviation fuel stored and managed
at Vopak facilities complies with sustainability criteria and
emission thresholds established by the International Civil
Aviation Organization (ICAO) under the Carbon Offsetting
and Reduction Scheme for International Aviation
(CORSIA).
Sustainability Report 2025
Page 83
81
Customer
Satisfaction
Our Business Portfolio
[SEOJK F.30]
AKR serves a wide range of customers across various strategic AKR prioritizes a customer-centric approach across its
industry sectors, including the supply of non-subsidized fuel operations, ensuring it is consistently embedded in all
to commercial entities, smelters, power plants, manufacturing operational activities. The Company maintains two-way
facilities, plantations, fisheries, bunkering activities, and other communication with customers to understand their needs,
essential sectors. Downstream, AKR distributes fuel to the expectations, and feedback regarding the services provided.
public through its network of AKR-branded and bp-AKR fuel Feedback forms the basis for continuous improvement,
stations. In addition, through strategic collaboration with enabling AKR to further enhance service quality. To deliver
the government, the Company plays a role in distributing effective solutions and achieve service excellence, the
subsidized diesel fuel to support transportation and fisheries Company also utilizes supporting technologies and provides
needs, including in remote regions. reliable after-sales support.
No product recalls related to fuel or basic chemical products
that had a significant impact on customer satisfaction were
recorded in 2025. [SEOJK F.29] [GRI 416-2]
Optimizing Service to Enhance
Customer Satisfaction
JTT maintains intensive communication and conducts As part of this commitment, JTT organizes Operational
regular meetings with customers to identify What is Review Meetings (ORM) with a frequency adjusted to
Important To You (WITY). This approach aims to ensure a the scale and operational complexity of each customer,
comprehensive understanding of customer needs, while ranging from 2 to 12 times per year. In 2025, JTT recorded
enabling accurate anticipation of demand to conduct a customer satisfaction index of 96 out of 100, with 3 out
operations in accordance with agreed procedures and of 3 customer complaints successfully resolved.
timelines.
96
Customer Satisfaction Index
Sustainability Report 2025
Page 84
82
Customer Complaint Handling [GRI 416-1]
Customer input is a valuable source of learning, improving the quality of services and products. Therefore, AKR provides
accessible, structured, and effective channels for submitting complaints, feedback, and suggestions via an integrated digital
system, M-Files, which functions as a platform for recording, monitoring, and resolving customer complaints. The system is
designed to be user-friendly, simple, and informative, thereby supporting responsive and transparent complaint handling
processes.
The workflow of AKR’s customer complaint handling system is as follows:
CRO Input to
Assignment
The System
Customer
Relationship Notification System Notification PIC
Complaints
Complaints M-Files per Topics
Officer (CRO)
Each complaint submitted by customers, whether through email, telephone, or direct communication, is recorded by the
Customer Relationship Officer (CRO) in the M-Files system according to the branch receiving the complaint. The complaint is then
followed up by the relevant Person in Charge (PIC) to ensure appropriate handling and to update the resolution status. Once the
handling process has been completed, the CRO receives a notification to ensure that the customer complaint has been resolved
thoroughly and adequately.
Customer
Complaint Management
Throughout 2025, APR recorded 1,052 customer complaints, all of which were followed up and resolved (closed).
Complaints were managed through a structured and responsive mechanism. This aligns with a high customer satisfaction
index of 4.6 out of 5, reflecting the Company's ongoing commitment to service quality and continuous improvement.
Operational Excellence
and Technology Utilization
[SEOJK F.30]
Superior Operational Performance
Operational excellence is a fundamental foundation for automation and digitalization, adopting more streamlined
maintaining competitiveness and business sustainability, management systems, and prioritizing safety and customer
implemented through the adoption of targeted strategies satisfaction, AKR strengthens its position as a Company that
aimed at improving efficiency, ensuring occupational implements operational excellence practices.
safety, and supporting sustainable performance across all
operational lines. Throughout 2025, operational excellence in the logistics
supply chain remained a key focus to ensure reliability and
Various AKR initiatives have contributed to optimizing operational effectiveness, including: [SEOJK F.26]
operational activities across business sectors, reducing
costs, and improving overall efficiency. By integrating process
Sustainability Report 2025
Page 85
83
Fuel Tank and Pump Tank inspections are conducted in accordance with API 653 standards to ensure asset integrity and
Maintenance operational reliability. Pump performance is monitored regularly to maintain flow stability and loading-
unloading efficiency.
Our Business Portfolio
Throughout 2025, strong pump reliability contributed to:
• Smooth distribution,
• Reduced operational disruptions, and
• Improved logistics efficiency.
Business impact:
• Reduced operational downtime
• Maintained quality of distribution services to customers
Control Tower and The Company operates a Control Tower to monitor fleet activities in real time, including driving behavior,
Safety of Land routes, and travel time, to improve efficiency and safety.
Transportation
Safety programs include Driver of the Month, medical check-ups, road hazard mapping, and defensive
driving training.
Throughout 2025, these initiatives contributed to:
• Reduced transportation incidents,
• Improved fleet utilization efficiency, and
• Enhanced driver productivity.
Business impact:
• Reduced potential losses from accidents
• Improved delivery reliability
AI for Risk Monitoring The Company leverages Artificial Intelligence (AI) to enhance operational monitoring, including detection
& Mitigation of driver fatigue and potential leakage during distribution. The system is integrated with GPS and vehicle
sensors for real-time monitoring.
Throughout 2025, AI implementation contributed to:
• Earlier risk detection,
• Reduced potential product losses, and
• Faster incident response.
Business impact:
• Reducing potential financial losses from leakage/fraud
• Enhancing distribution security
Transport Efficiency AKR-AST menerapkan standar operasional terukur dalam pengelolaan armada laut, mencakup manajemen
and Reliability Vessel penggunaan bahan bakar, pengaturan rute pelayaran, serta pengelolaan muatan untuk memastikan efisiensi
operasional dan keandalan distribusi. Pemanfaatan teknologi pendukung memungkinkan pemantauan
operasional kapal dan pengelolaan risiko secara real-time.
As part of emission control and energy efficiency efforts, AST strictly enforces vessel fuel consumption
controls, including a multi-tiered approval process up to the top management level. By 2025, two AST
vessels, namely AKRA 103 and AKRA 105, have met compliance requirements for emissions reporting through
the Ship Fuel Consumption Data Collection System (DCS) managed by the Ministry of Transportation of the
Republic of Indonesia for international voyages.
From an environmental compliance perspective, AST ensures that the entire fleet meets applicable ship
certification requirements, including the National Pollution Prevention Certificate (SNPP), International Air
Pollution Prevention (IAPP), International Oil Pollution Prevention (IOPP), International Sewage Pollution
Prevention (ISPP), as well as ship energy efficiency requirements through the Energy Efficiency Design
Index (EEDI) for ships built after 2010 and the Energy Efficiency Existing Index (EEXI) for ships built prior to
that. Additionally, Ballast Water Management (BWM) is implemented to prevent negative impacts on marine
ecosystems.
Throughout 2025, these initiatives will contribute to:
• Improved fuel efficiency,
• Control of fleet operational emissions,
• Reduction of shipping disruptions, and
• Increased maritime fleet productivity.
Impact on business:
• Optimization of operational costs
• Improved supply chain reliability
Sustainability Report 2025
Page 86
84
Environmentally AKR-AST deploys operational waste management technologies including oil-water separator, incinerator,
Responsible Operations and sewage tank, ensuring compliance with national regulations and international standards, including Ballast
& Compliance Water Management (BWM).
Throughout 2025, this contributed to:
• More effective and controlled operational waste management,
• Higher environmental compliance standards across the entire fleet, and
• Stronger operational reliability through pollution and disruption risk prevention.
Business impact:
• Minimizing operational disruption from environmental incidents,
• Sustaining operational continuity and customer trust, and
• Reducing exposure to compliance risk and potential sanctions.
Fuel Consumption AKR-ATI runs a Fuel Consumption Monitoring to optimize non-renewable fuel consumption. The program
Optimization & monitors and controls fuel consumption ratios per truck unit by customer cluster and operational location
Operational Efficiency enabling more efficient and measurable energy use.
Throughout 2025, this program contributed to:
• More consistent and optimal fuel consumption control,
• Improved fleet operational efficiency through data-driven monitoring, and
• Stronger monitoring system to support more precise operational decision-making.
Business impact:
• Reducing fuel consumption intensity and operating costs,
• IImproving fleet efficiency and productivity, and
• Supporting reduced environmental impact through more controlled energy use.
AKR Achieves Recognition
at the SPEx2® Award 2025
AKR once again reaffirmed its strategic capability and The three awards were the Triple Excellence Platinum
disciplined business execution through an outstanding Award, recognizing the Company’s success in consistently
achievement at the SPEx2® Award 2025 (Strategy- executing its strategy for three consecutive years (2023–
into-Performance Execution Excellence). The award 2025), Best Execution in All Industries, reaffirming AKR’s
is organized by GML Performance Consulting in position as the company with the best strategy execution
collaboration with Kontan, recognising companies performance across all industry sectors, and Best Execution
that successfully translate strategy into effective and in Distribution Industry, recognizing the Company’s
sustainable performance. excellence in executing strategy within the distribution and
logistics sector.
The SPEx2® Award 2025, where AKR received three
major awards, carried the theme “Business Model
Innovation in Uncertain Times,” and highlighted the
importance of strategic resilience and execution
excellence amid dynamic and uncertain business
environments.
Sustainability Report 2025
Page 87
85
Continuous Improvement & Business Continuity Plan
Amid increasingly complex and competitive industry practices, where the adoption of the latest technologies and
Our Business Portfolio
dynamics, Continuous Improvement is a core strategy innovations, supported by training programs for employees,
across the Company and its subsidiaries, designed to ensure forms an integral part of efforts to strengthen organizational
sustained performance enhancement while maintaining long- capabilities.
term business resilience.
As the main framework, the Plan–Do–Check–Act (PDCA)
The commitment to Continuous Improvement is realized approach is applied across all Continuous Improvement
through the refinement of business processes, operational initiatives. Through this approach, AKR and its subsidiaries
systems, and corporate culture, with the objective of can improve product and service quality, reduce costs, and
improving efficiency, effectiveness, and overall quality. strengthen operational efficiency.
AKR regularly evaluates and enhances its management
systems and work processes by referring to industry best
Plan Do Check Act
Planning stage (Plan), Implementation stage, Evaluation stage, focused Follow-up stage,
where AKR identifies areas where planned actions are on assessing performance focusing on continuous
for improvement and executed. against defined indicators. improvement actions
defines action plans along and defining next-step
with key performance iterations.
indicators.
Plan
(Plan)
Act Do
(Improve) (Perform)
Check
(Monitor)
To maintain operational resilience, a Business Continuity Plan To ensure effectiveness, the BCP is regularly tested through
(BCP) mitigates potential operational disruptions. The BCP is simulations and internal reviews and updated to reflect
tested and updated periodically to ensure its readiness and evolving operational risks and external conditions, including
effectiveness under various scenarios, including those caused shifting weather patterns and increasing extreme event
by extreme weather events and supply chain disruptions. frequency.
The BCP covers a range of disruption scenarios — including This approach enables AKR to:
logistics distribution failures, storage facility disruptions, and • Maintain operational continuity under disruption,
land and sea transport breakdowns. Implementation includes • Minimize potential financial impact from operational
emergency response procedures, operational priority disruptions, and
protocols, and cross-functional coordination mechanisms to • Sustain service reliability for customers.
ensure service continuity.
Sustainability Report 2025
Page 88
86
Adoption of Information Technology and Latest Technologies
In responding to changes and challenges in the digital era, Through strategic investments in the development of
continuous transformation and adaptation are necessary information technology systems and the digitalization of
to remain competitive. Technology is a key enabler in business processes, AKR has successfully driven significant
strengthening operational excellence while supporting AKR’s improvements in operational efficiency. The development
commitment to sustainability. of IT systems within AKR is designed to generate measurable
added value for operations and decision-making, based
on four key values that form the foundation for technology
implementation within the Company:
Collaboration Automation
Developing productivity Streamlining workflows
Collaboration across business and shortening
processes. completion timelines.
Assurance
Simplification Assurance
Automation Simplification Simplifying processes Ensuring availability,
to eliminate non-value- traceability, and security,
added and unnecessary or while maintaining
redundant tasks. alignment with overall
business objectives.
Information System Transformation and AKR IT Roadmap
AKR has gradually developed an integrated information The Company allocates adequate budgets for IT development,
system to improve operational efficiency and reliability. This alongside enhancing human resource capabilities through
strategic program is focused on four main pillars, namely training and certification programs, ensuring that each
Collaboration, Automation, Simplification, and Assurance investment delivers positive and sustainable impacts on the
& Governance, implemented as part of the Company’s Company’s operational performance and business growth. In
commitment to building a strong and sustainable digital 2024, AKR’s information technology policy included several
foundation. strategic initiatives designed to strengthen IT system support
for business and operational needs.
Sustainability Report 2025
Page 89
87
Network Infrastructure
System Integration Information System Security
Strengthening
• IT integrates various applications • IT combines multiple network • Digital security is strenthrened
Our Business Portfolio
and systems to create providers, including satellite through system monitoring,
connected and efficient end-to- technology, to ensure reliable the implementation of multi-
end business processes. connectivity across all factor authentication, and data
• Systems such as CRM, ERP, operational locations. encryption.
Displan, and SCADA are • This network enhancement • In addition to technical
interconnected to accelerate supports the smooth operation protection measures, regular
processes, reduce human error, of systems in remote areas and security awareness programs
and lower the risk of fraud. transportation facilities in a are conducted to enhance
• This initiative forms part of cost-efficient manner. employee awareness of cyber
continuous improvement efforts risks.
to enhance process efficiency
and accuracy.
Since 2024 AKR has been developing an IT roadmap that serves as a strategic framework for optimizing the use of technology and
digitalization across operationals, designed to enhance efficiency, strengthen information security, and promote comprehensive
system integration, that enables technology to serve as a key driver of competitiveness and long-term growth.
Short-Term Objectives
In the short term, AKR prioritizes the development of a reliable digital foundation through the standardization of
IT systems and the enhancement of supporting applications and infrastructure. Implementation of digital twin
technology, upgrades to data centers, servers, and networks, as well as the strengthening of cybersecurity through
passwordless authentication, multi-factor authentication (MFA), and more reliable data backup solutions are the main
focus. In addition, the Company has begun integrating generative AI and CoPilot to support helpdesk services, aimed
at improving the efficiency and responsiveness of IT operations.
Medium-Term Objectives
Here, AKR’s IT strategy is developing a more integrated and adaptive digital workplace environment where initiatives
focus on increasing process automation, optimizing operational efficiency, and leveraging AI technology in daily
business activities. This includes the implementation of AI agents for various business functions, including sales and
inventory management, the upgrade of core business applications, and the adoption of a mobile-first approach so
that all business devices and applications can be accessed more flexibly and effectively.
Long-Term Objectives
For longer term plans, AKR is aiming for a comprehensive digital transformation through initiatives such as ONE Ops
(One Operation), AI Ops based on artificial intelligence, and the development of AI agents. The Company also plans
to integrate computer vision technology and the Industrial Internet of Things (IIoT) to minimize the potential for human
error and optimize end-to-end business processes. Through the consolidation of various digital tools and platforms
and the optimal utilization of AI technology, AKR aims to establish a fully integrated, digital, and efficient operational
ecosystem.
Sustainability Report 2025
Page 90
88
Managing
The Environmental Footprint
[SEOJK F.30]
With a business portfolio covering the trading and distribution increasing climate change challenges, the Company also
of fuel and basic chemicals, logistics services, manufacturing, strengthens its adaptation and mitigation efforts through the
and integrated industrial estate development, AKR monitors implementation of environmentally responsible operational
and mitigates environmental risks across its value chain. practices. Initiatives are implemented in an integrated
manner, and include biodiversity conservation, improved
AKR manages environmental aspects responsibly, prioritizing energy efficiency, the utilization of renewable energy, carbon
the prevention and control of potential air, water, and noise emission reduction, water conservation, and responsible
pollution, as well as other environmental risks. In line with waste management.
Energy Management
Amid increasing global attention to climate change, AKR In calculating energy consumption, AKR applies a
manages energy efficiently, protecting the environment methodology based on fuel purchase data and electricity
while strengthening operational resilience. Throughout, AKR usage records obtained from utility bills and metering
recorded total energy consumption of 710,368 Gigajoules systems across all Company entities. Energy conversion
(GJ) in 2025. factors refer to the IPCC Guidelines for National Greenhouse
Gas Inventories (2006), as well as guidance from the World
Energy consumption intensity was recorded at 0.17 GJ per Rp1 Resources Institute (WRI) and the World Business Council for
million of gross profit, decreasing by 0.21 GJ per Rp1 million of Sustainable Development (WBCSD).
gross profit compared to the previous, driven by optimized
fuel consumption and an increase in the Company’s gross As part of its commitment to energy efficiency, AKR conducts
profit in 2025. The utilization of renewable energy, however, various energy-saving programs and initiatives, including:
showed a positive trend, contributing 26% of the Company’s
total internal energy consumption. AKR will continue to
increase the share of renewable energy in supporting the
operations of the Company and its subsidiaries.
AKR Receives Banjarmasin
Environmental Awards 2025
AKR received recognition for its commitment and The award was presented during an official ceremony
performance in environmental management with attended by the Deputy Mayor of Banjarmasin, Hj. Ananda,
an award from the Banjarmasin government at the who emphasized the importance of consistency, innovation,
Banjarmasin Environmental Awards (BEA) 2025. and cross-sector participation in maintaining environmental
This annual event represents the highest form of sustainability, particularly amid the challenges of climate
appreciation for individuals, communities, and change and urban waste management. The Banjarmasin
institutions considered to have actively contributed to government also highlighted that the success of
environmental preservation and the management of environmental programs requires the involvement of all
urban environmental issues. stakeholders, ranging from households to the industrial
sector, as well as the active participation of younger
generations to ensure the sustainability of these efforts.
Sustainability Report 2025
Page 91
89
Use of LED Lighting Installation of Solar Sensors
To date, LED lighting has been Solar sensors have been installed for
implemented across AKR offices, the lighting systems at the JTT site.
Our Business Portfolio
SEZ JIIPE Gresik marketing office, bp-
AKR service stations, office buildings,
and terminals.
Use of Inverters for Production Motors Utilization of Solar Panels
The use of inverters has been Solar panels are utilized at various
implemented for large-capacity locations to increase the share
production motors at ARUKI, among of renewable energy used in the
others. operations of AKR, SEZ JIIPE-BKMS, and
others.
Total Energy Consumption and Energy Intensity
[SEOJK F.6][SEOJK F.7][GRI 302-1][GRI 302-2][GRI 302-3]
Energy Consumption 2025 2024 2023
Non-Renewable Energy Consumption (GJ)
Non- Fuel 414,489 474,617 336,015
Renewable
Gas 38,366 31,337 26,454
Energy
Sources Electricity 70,430 66,897 48,276
Total Non-Renewable Energy 523,285 572,852 410,746
Renewable Energy Consumption (GJ)
Renewable Biofuel 185,367 154,637 154,431
Energy
Sources Solar Panels 1,717 1,919 1,881
Total Renewable Energy 187,083 156,557 156,312
Total Energy Consumption within
710,368 729,409 567,058
the Organization
Gross Profit (Rp million) 4,097,988.7 3,509,035.93 4,473,464.50
Energy Intensity (GJ/Rp million) 0.17 0.21 0.13
Note: Renewable energy consumption figures have been revised to reflect additional solar panel installations in 2024.
Proportion of AKR’s Internal Energy Consumption Energy Consumption Outside the Organization
in 2025 by Type of Energy Source
Type of Energy (GJ) 2025 2024 2023
Electricity 293,274 420,097 249,795
Note: Electricity sold to JIIPE tenants
74%
26% In line with these efforts, ARUKI has also improved
energy efficiency through the utilization of steam
generated from the off-gas of the Formalin Plant to
support Powder Plant operations since December
2023. This has enabled a significant reduction in diesel
fuel consumption while supporting more efficient and
environmentally responsible operations.
Renewable energy Non-renewable energy
Sustainability Report 2025
Page 92
90
JTT: Promoting
the Use of Clean Energy [GRI 302-4] [GRI 305-5]
In 2025, JTT increased its utilization of Renewable JTT’s participation in the REC program also reflects
Energy Certificates (RECs) from PT PLN (Persero), with its commitment to reducing carbon emissions and
total electricity consumption reaching 2,275 MWh, strengthening responsible energy practices. In 2025, REC
up significantly from 757 MWh in 2024. This initiative utilization contributed to emissions reductions of 1,750 MT
ensures that electricity consumption is sourced from CO₂e per year. This performance was maintained alongside
renewable energy, supporting the transition toward increased operational activity, demonstrating JTT’s ability to
cleaner and more sustainable energy. manage environmental impact in line with business growth.
ARUKI: Optimizing Energy
Consumption through VAM Chillers
ARUKI has implemented VAM (Vapor Absorption energy intensity. The implementation is being carried out in
Machine) chillers that utilize thermal energy (steam) from phases, with full replacement of electric chillers targeted
formalin plant operations as a cooling source, replacing by the end of 2025. This initiative reflects the Company’s
conventional electric chillers. This approach improves commitment to enhancing operational efficiency and
energy efficiency by leveraging waste heat, reducing advancing sustainability.
electricity consumption and lowering operational
Emission Control
Greenhouse Gas (GHG) emission management is essential Company manages other sources of air emissions arising from
in climate change mitigation efforts, and AKR continues to fuel usage in operational vehicles, generators, and business
promote energy efficiency while advancing the process transportation activities, including distribution using truck and
of establishing an emissions baseline that will serve as the vessel fleets.
foundation for the Company’s net-zero strategy in the
coming years. Emission calculations are based on internationally recognized
methodologies and emission factors, including the IPCC
GHG emissions calculated by AKR originate from fuel Guidelines for National Greenhouse Gas Inventories (2006),
consumption and electricity usage, where fuel generates Biograce, JEC Database, and Ecoinvent, to ensure the
direct emissions (Scope 1), and electricity contributes to reliability and consistency of reported data.
indirect emissions (Scope 2 and Scope 3). In addition, the
In line with national policy direction, AKR is committed
to supporting the Government of Indonesia’s efforts to
achieve the target of
Net-Zero
Emission
By 2060
Sustainability Report 2025
Page 93
91
GHG Emission [SEOJK F.11] [GRI 305-1] [GRI 305-2] [GRI 305-3] [GRI 305-4]
Subsidiaries 2025 (Ton CO2e) 2024 (Ton CO2e) 2023 (Ton CO2e) Difference
Our Business Portfolio
SCOPE 1
AKR 90.22 238.43 615.95 -62%
ATI 8,313.32 8,313.71 7,751.06 0%
AST 22,979.83 27,169.58 16,031.85 -15%
JTT 24.42 22.08 7.29 11%
BKMS 2,326.86 1,954.85 1,633.42 19%
BMS 46.38 217.84 257.76 -79%
APR 5.74 4.54 1.42 26%
DPR 5.10 5.34 2.28 -4%
ARUKI 94.52 206.64 586.36 -54%
TOTAL SCOPE 1 33,886.40 38,133.01 26,887.40 -11%
SCOPE 2
AKR 7,330.11 6,892.16 6,231.87 6%
JTT - 797.21 651.27 -100%
BMS 391.18 163.57 0 139%
APR 5,469.19 4,120.13 865.88 33%
DPR 39.58 46.06 44.91 -14%
ARUKI 3,007.08 3,443.42 2,990.14 -13%
TOTAL SCOPE 2 16,237.13 15,462.55 10,784.07 5%
SCOPE 3
BKMS 64,281.37 91,637.34 54,574.62 -30%
TOTAL SCOPE 3 64,281.37 91,637.34 54,574.62 -30%
TOTAL EMISSION 114,404.90 145,232.91 92,246.09 -21%
Note: Emission factors use the KESDM 2021 standard, IPCC AR 5, and the GHG Grid Emission Factor for the Electricity System in 2019.
Sustainability Report 2025
Page 94
92
Emission Intensity [SEOJK F.11] [GRI 305-1] [GRI 305-2] [GRI 305-3] [GRI 305-4]
Type of Emissions 2025 2024 2023
Scope 1 Emissions (Ton CO2e) 33,886 38,133 26,887
Scope 2 Emissions (Ton CO2e) 16,237 15,463 10,784
Total Emissions Within the
Organization 50,123 53,596 37,671
(Ton CO2e)
Gross Profit
4,097,989 3,509,036 4,473,464
(Rp. Juta)
Emission Intensity
(Ton CO2e / Rp1 Million Gross 0,012 0,015 0,008
Profit)
Note: Emission factors use the KESDM 2021 standard, IPCC AR 5, and the GHG Grid Emission Factor (FW) for the Electricity System in 2019.
Type of Emissions 2025 2024 2023
Scope 3 Emissions (Ton CO2e) 64,281 91,637 54,575
Note: Scope 3 emissions originate from electricity usage by tenants at SEZ JIIPE-BKMS.
Carbon Emissions Proportion in 2025
30%
50,123 tonCO e 2
Total Emissions within the Organization
(Scope 1 and Scope 2 GHG Emissions)
56% 14%
0.012
tonCO2e/Rp1 Million Gross Profit
GHG Emissions Intensity (Scope 1 & 2)
Scope 1 Scope 2 Scope 3
In 2025, AKR recorded an emission intensity of 0.012 tons The decrease in energy consumption and emissions on the
CO₂e per Rp1 million of gross profit. The decrease was reporting year was primarily driven by lower natural gas use at
influenced by optimized fuel consumption and the increase of BKMS power plants. This reflects shifting energy consumption
gross profit during the reporting period. [SEOJK F.11] patterns, as several JIIPE tenants transitioned to electricity
supplied by PLN to support their operations.
Energy Transition and Emission Reduction Strategy
As part of long-term emission control efforts, JIIPE-BKMS In addition to large-scale solar power development, JIIPE-
is committed to gradually developing Solar Power Plants BKMS also plans to install rooftop solar power systems
(PLTS) through 2032. In 2022, the Company completed the and floating solar farms to optimize the utilization of solar
initial phase of construction with a capacity of 0.4 MWp. The energy. These initiatives not only contribute to reducing
first phase of development is planned to have a capacity of carbon emissions but also improve energy efficiency within
56 MWp, for which a feasibility study (FS) is currently being the industrial estate. Through the adoption of renewable
prepared, and will be implemented in phases until a total energy technologies, JIIPE-BKMS supports national green
capacity of 148 MWp is reached by 2032. This initiative aims to energy policies while advancing the development of a more
support the transition to clean energy while reducing reliance environmentally responsible industrial estate.
on fossil fuel sources in the industrial area.
Sustainability Report 2025
Page 95
93
Emissions Reduction through
Our Business Portfolio
Fuel Consumption Optimization
AKR-ATI implemented a Fuel Consumption Monitoring Throughout 2025, the program delivered more consistent
program to reduce greenhouse gas emissions from fuel consumption control, improved fleet efficiency through
non-renewable fuel use. The program focuses on data-driven monitoring, and strengthened monitoring
monitoring and controlling fuel consumption ratios systems to support more energy-efficient and emission-
across truck units, based on customer clusters and focused decision-making.
operational locations, enabling more efficient energy
use and lower operational emissions.
AKR’s Approach to Achieving Optimal Emission Intensity [SEOJK F.12]
Scope 1 Scope 2 Scope 3
Direct emissions Indirect emissions Indirect emissions
• The Company’s delivery fleet • Use of more energy-efficient Use of Dual Fuel technology at the
is a primary focus in emission LED lighting across several JIIPE Power Plant, combining the
control. GPS and Artificial business units. use of natural gas and MFO.
Intelligence (AI) technologies • Provision of energy from solar
are applied in route planning panels at SEZ JIIPE Gresik.
and scheduling to ensure fuel • JTT participates in the
efficiency. Renewable Energy Certificate
• The Company is also committed (REC) program from PLN.
to using biodiesel across all • Electricity-saving campaigns
land transportation fleets, within the Company form part of
in accordance with the internal policies implemented
government policy implemented across all employees and
since 1 September 2018. operational areas.
• Use of Biodiesel B40
• Strict, tiered monitoring of fuel
usage
Sustainability Report 2025
Page 96
94
AKR has identified that approximately 56.2% of the and Net Zero Emission targets, while also accelerating the
Company’s total emissions originate from Scope 3 emissions, transition toward a cleaner and lower-carbon energy system.
which are associated with the electricity generated and sold [SEOJK F.12]
to tenants at JIIPE. Recognizing the significant contribution of
these indirect emissions, AKR actively directs its mitigation On the operational side, JTT has a nitrogen consumption
strategy through continuous investment in new and renewable reduction program at the Mogas Pit 2 Tank to improve
energy infrastructure within the industrial estate. efficiency while reducing environmental impact. The program
focuses on optimizing nitrogen usage, which was previously
Various initiatives under development include the installation required in large quantities to maintain tank stability and
of rooftop solar panels, the development of floating solar safety. Through the implementation of more precise control
panels, and the Liquefied Natural Gas (LNG) project at JIIPE. All and monitoring systems, JTT has successfully reduced
forming part of support for the achievement of the Indonesian nitrogen consumption without compromising operational
government’s Nationally Determined Contribution (NDC) safety standards.
Carbon Monoxide (CO) and Nitrogen Oxides (NOx) Emissions [GRI 305-7]
Logistics, transportation, and distribution activities generate routine emission testing for all land transportation fleets,
Carbon Monoxide (CO) and Nitrogen Oxides (NOx) emissions, and compliance with applicable emission standards. These
primarily from vehicles powered by internal combustion inspections enable the Company to detect and address
engines. potential emission issues early, while supporting continuous
efforts to reduce air pollution.
To mitigate the impact of air pollution, AKR has a series of
control measures, including periodic vehicle maintenance
programs to maintain combustion efficiency, mandatory
Water Withdrawal and Conservation
Water and effluent management form an integral part of the megaliters, increasing in line with the growth of tenants in
Company’s sustainability framework. AKR applies measured the SEZ JIIPE Special Economic Zone and the expansion of
water use controls and ensures wastewater is treated in bp-AKR outlets. As of the end of the reporting period, no
accordance with applicable standards across all operations, water sources experienced significant disruption due to the
minimizing environmental impact and safeguarding resource Company’s water withdrawal or discharge activities.
sustainability.
As part of conservation efforts, AKR continues to develop
Water usage is carefully recorded through various data innovations and technology in water management
sources, including PDAM meters, groundwater flow meters, technology, including rainwater harvesting, water reuse, and
and records of water volumes transported by trucks, before the implementation of more efficient wastewater treatment
the data is separated between operational and office technologies. This commitment is also reflected in the
needs. In 2025, AKR recorded total water withdrawal of 1,252 application of the zero water runoff concept within SEZ JIIPE.
Total Water Withdrawal [SEOJK F.8] [GRI 303-3]
Source of Water Withdrawal (m³) 2025 2024 2023
Groundwater 11,258 621 4,002
Surface water 2,942 - 22,978
Produced water 3,659 2,178 -
Water sourced from third parties 1,233,947 653,858 466,711
Total water withdrawal (m3) 1,251,806 656,657 493,690
Note: 1 Megaliter = 1.000 m 3
Sustainability Report 2025
Page 97
95
19,468.95 m 3
Our Business Portfolio
Recycled water
Used by AKR, JTT, JIIPE-BKMS and ARUKI throughout 2025
for operational activities.
AKR: Water Reuse and Rainwater Utilization for Operations
AKR applies sustainable water use through recycled water utilization across several operational sites, including Pontianak
and Bandung, by treating domestic wastewater for reuse. In Bitung, operations also utilize harvested rainwater stored in
tanks to support specific needs, including hydrant systems.
Water from facility activities such as prayer rooms, pantries, and toilets is further treated and reused for non-potable
purposes, including area irrigation and truck washing. This approach reflects the Company’s commitment to improving
water efficiency and optimizing resource use in a sustainable manner.
Rainwater Utilization for Operations at JTT
JTT operates a Rainwater Harvesting Facility in the workshop area to process rainwater into clean water that can be reused.
This system enables the collection, filtration, and storage of rainwater, thereby reducing dependence on conventional
water sources and supporting sustainable water-use efficiency.
JIIPE-BKMS: Optimization of Rainwater Management
JIIPE-BKMS has developed a 42-hectare rainwater retention pond to effectively manage rainwater runoff. This facility
functions to prevent flooding, maintain operational stability within the industrial estate, and provide water reserves that can
be reused for various industrial needs.
Sustainability Report 2025
Page 98
96
BKMS: Optimizing Water Management through
Wastewater Treatment and SWRO Systems
BKMS continues to strengthen water resource The integrated system also enables the reuse of treated
management through the operation of wastewater water, supporting the implementation of circular economy
treatment plants and seawater reverse osmosis (SWRO) principles. In 2025, recycled water usage reached 8,109.0
systems. These facilities ensure water quality meets m³, primarily supporting non-production operational needs.
applicable standards while supporting overall water This initiative reduces dependence on raw water sources
efficiency across operations. while helping preserve regional water sustainability.
Wastewater Management [SEOJK F.13]
AKR ensures that all wastewater management activities covers chemical, biological, and physical parameters of
comply with applicable government regulations and water and wastewater, ensuring compliance with applicable
industry standards. All operational facilities are equipped environmental quality standards.
with wastewater plant (WWTP) treatment systems (IPAL) to
minimize potential impacts on aquatic environments. The Wastewater monitoring at AKR includes the collection,
Company also conducts routine inspections of pipelines treatment, and verification of wastewater quality prior to
and drainage systems to detect and promptly address any discharge into water bodies. Routine monitoring is conducted
potential leaks. to ensure that wastewater meets environmental quality
standards established by the government, in accordance with
Wastewater quality is monitored regularly to ensure effluent the industrial sectors in which AKR and its subsidiaries operate.
discharge remains within established thresholds and does All wastewater discharged into public water bodies complies
not adversely impact surrounding water bodies. The program with applicable environmental standards and is not reused by
other parties. [GRI 303-1][GRI 303-2]
APR
ARUKI JTT JIIPE-BKMS
(Retail bp-AKR)
Wastewater is treated Wastewater is treated Wastewater is discharged Wastewater is treated at
using a bio septic tank at the Company’s to the industrial WWTP an internal WWTP before
and meets the quality wastewater treatment (TPI) and complies with being discharged to the
standards stipulated in plant (WWTP) and quality standards in SIER WWTP, with plans to
Minister of Environment subsequently discharged accordance with the develop recycling through
and Forestry Regulation to the WWTP of PT SIER, permit issued by the Brackish Reverse Osmosis
No. 68/2016. The with quality standards Ministry of Environment (BWRO) technology.
wastewater volume in accordance with SIER and Forestry (KLHK). After Wastewater quality
is measured using a requirements. Wastewater being processed by TPI standards refer to East
flowmeter installed at the volume is calculated and meeting the required Java Governor Regulation
bio tank outlet. based on pollution load quality standards, the No. 72 of 2013.
and the total monthly wastewater is discharged
water volume. into the environment.
JIIPE-BKMS: Implementation of
Sludge Drying Efficiency at ARUKI
the Zero Liquid Waste Concept
ARUKI improves sludge treatment efficiency by JIIPE-BKMS applies a zero liquid waste concept by
replacing the solar-based drying method with a recycling all liquid waste into clean water that meets
drying bed system. This method enables more optimal quality standards for reuse. The recycled water is
water separation, accelerates the drying process, utilized for industrial processes, cooling systems, and
and enhances circulation and oxygen levels within the irrigation of green open spaces, thereby reducing
WWTP. dependence on conventional water sources
and minimizing liquid waste discharge into the
environment.
Sustainability Report 2025
Page 99
97
Spill Management [SEOJK F.15]
All operational activities, including subsidiaries, are supported by comprehensive operational standards to prevent, mitigate, and
Our Business Portfolio
respond to potential spills that may occur.
JTT AST ARUKI
Effluent spill handling is carried out Spill control efforts are Spill response is conducted
in accordance with the provisions implemented based on the promptly and responsively using
of INA-VTJ-SHEP-019 Emergency Shipboard Oil Pollution Emergency absorbent materials such as
Preparedness and Response Plan (SOPEP). The Company sand and sawdust. In addition
Plan. The implementation of this consistently conducts strict to these corrective actions,
procedure is supported by a series monitoring of bunker activities ARUKI continuously strengthens
of preventive measures, including and cargo loading operations. preventive measures through the
routine equipment inspections, This oversight aims to ensure implementation of strict standard
monitoring of operational that all waste generated from operating procedures, regular
systems, as well as the readiness vessels is properly controlled and infrastructure maintenance, and
of spill response equipment not discharged directly into the routine inspections of piping
and mechanisms to minimize sea, thereby protecting marine installations and other supporting
environmental impacts. conservation areas. facilities. [SEOJK F.14] [SEOJK F.15]
Based on the implementation of these various control and mitigation measures, throughout 2025 there were no significant spills
recorded across all AKR operational units. [SEOJK F.15]
Solid Waste Management
In the management of both non-hazardous and hazardous In addition to domestic waste, AKR also generates waste
waste (B3), AKR adopts the 3R (reduce, reuse, recycle) categorized as hazardous waste, including used hazardous
principle and complies with applicable laws and regulations, material packaging, used drums, used fluorescent lamps,
including Government Regulation No. 101 of 2014 concerning used batteries and accumulators, used lubricating oil,
Hazardous Waste Management. This policy is aimed at contaminated wiping cloths, oily water, oil sludge, and used
preventing environmental pollution and protecting public absorbent materials. All hazardous waste is managed in
health from the potential negative impacts of waste. cooperation with officially licensed third parties, with a portion
of the waste directed to processing facilities or final disposal
Waste includes domestic waste, rainwater runoff that passes sites in accordance with applicable regulations.
through oil catchers in the filling station area, bund walls, and
workshops, as well as other operational waste classified Waste collection and data recording are conducted through
as hazardous and non-hazardous waste. The Company’s the calculation of waste stored in the Temporary Storage
awareness of the potential environmental impacts arising Facility (TSF) for hazardous waste, as well as based on manifest
from these activities has driven the implementation of a documents from third parties as a form of waste control and
structured, effective, and responsible waste management traceability.
system. [GRI 306-1]
Throughout 2025, the total hazardous waste generated by
For domestic waste originating from water use, AKR ensures AKR amounted to 2,331 tons, while non-hazardous waste
that the waste is first treated through a biotank before reached 3.441,4 tons. The increase in waste volume compared
being discharged into water bodies. In its management, the to the previous year was in line with the Company’s business
Company collaborates with licensed third parties to conduct expansion, the addition of operational fleet units, and the
periodic waste collection and treatment in accordance with growing number of tenants in the SEZ JIIPE industrial estate.
the agreed contractual provisions. [GRI 306-2]
Sustainability Report 2025
Page 100
98
Solid Waste Generated Based on Disposal Method
[SEOJK F.13] [GRI 306-1] [GRI 306-3] [GRI 306-4] [GRI 306-5]
Hazardous Waste (Ton) 2025 2024 2023
Final Disposal Site - - 83.2
On-site Storage 510.5 137.5 -
Disposal and Management of Hazardous
1,820.5 926.2 649.9
Waste by Third Parties
Total (ton) 2,331.0 1,063.7 733.0
Disposal Method
2025 2024 2023
Weight of Non-Hazardous Waste
Reuse - - 1.0
Recycling 1.5 2.5 0.9
Composting - 0.1 3.0
Final Disposal Site 3,393.3 3,072.9 1,536.3
On-site Storage - - 0.5
Others (specify): Collected by PT SIER 46.6 - 275.3
Total 3,441.4 3,075.5 1,816.9
As part of its commitment to responsible waste management, Through this initiative, potential environmental impacts
JTT has implemented an electronic waste (e-waste) arising from electronic waste are minimized while supporting
management program in collaboration with the DKI Jakarta sustainable recycling practices. The e-waste program also
Environmental Agency that focuses on collecting electronic forms part of efforts to enhance employee awareness
waste generated by employees to ensure that e-waste regarding the importance of waste management based on
is managed properly and in accordance with applicable sustainability principles.
regulations.
Biodiversity [SEOJK F.9] [SEOJK F.10][GRI 304-1]
AKR integrates the management of environmental In responding to the challenges of climate change, nature-
aspects, including biodiversity protection, into the based solutions represent one of the relevant, adaptive, and
Company’s operational systems. Through a structured impactful approaches. The utilization of natural ecosystems,
and compliance-based approach, AKR implements particularly mangroves, serves as one manifestation of AKR’s
initiatives aimed at maintaining ecosystem balance while commitment to integrating environmental considerations into
minimizing environmental impacts in areas surrounding its its business strategy. In addition to playing an important role
operational sites. in protecting coastal ecosystems, mangroves also contribute
to carbon absorption and storage, thereby holding potential
AKR carries out tree planting programs at several operational as a supporting pillar of the Company’s decarbonization
locations, including JIIPE, JTT, ARUKI, as well as bp-AKR service strategy. Going forward, these ecosystems may also open
stations. In addition to contributing to carbon absorption, opportunities for the development of blue carbon schemes as
these activities also aim to increase oxygen production, part of long-term emission reduction efforts.
prevent erosion, maintain soil fertility, and reduce air pollution.
In line with this, AKR continuously implements coastal greening
As of the end of 2025, none of AKR’s operational locations are programs across various operational areas and subsidiaries
located within or directly adjacent to protected areas or areas through the planting of mangroves and other vegetation with
with high biodiversity value outside protected forest areas. high carbon absorption capacity. This initiative forms part of
the Company’s efforts to explore and optimize the potential
of nature-based solutions to support environmental resilience
while fostering AKR’s sustainable business growth in the
future.
Sustainability Report 2025
Page 101
99
Planting of 1,000 Mangroves
Our Business Portfolio
in Commemoration of World Environment Day 2025
In commemoration of World Environment Day 2025, Through this initiative, AKR contributes to efforts to
AKR Stagen collaborated with PT Pelindo Kotabaru to rehabilitate coastal areas and enhance the ecological
carry out the planting of 1,000 mangrove seedlings functions of mangroves, while also encouraging greater
in the jetty area of PT AKR Corporindo – Stagen. This awareness and participation among younger generations
activity adopted the theme “Beat Plastic Pollution” regarding environmental issues. This activity forms part
and formed part of the Company’s commitment to of the Company’s ongoing efforts to create a positive
supporting coastal ecosystem conservation as well as environmental impact and support the sustainability
climate change mitigation efforts. of ecosystems and the quality of life of communities in
the future.
The mangrove planting program was implemented
with the involvement of various stakeholders, including
students from SMK Negeri II Kotabaru and SMADA
Kotabaru, students from Politeknik Kotabaru, as well
as representatives from the Environmental Agency of
Kotabaru Regency. In total, the activity was attended
by approximately 200 participants, reflecting a spirit
of cross-sector and intergenerational collaboration in
maintaining environmental sustainability.
JTT: Biodiversity Training
in Operational Areas
JTT conducted biodiversity management training across
its terminal operations in collaboration with Biodiversity
Consultant Service (BCS), reinforcing its commitment to
environmental stewardship. The program strengthens
employee awareness of biodiversity protection
and builds capacity for responsible environmental
management.
Participants gained practical knowledge on
monitoring approaches and a clear understanding
of potential environmental impacts if management
is not properly implemented. The initiative supports
more environmentally responsible operations while
safeguarding surrounding ecosystems over the long
term.
Environmental Compliance [SEOJK F.16] [GRI 2-27]
AKR ensures that all operational activities are carried The Company actively monitors and adapts to any changes
out in accordance with applicable environmental laws in environmental regulations that may affect its business
and regulations. Such compliance is supported by the activities. Throughout 2025, AKR successfully conducted all
implementation of standardized and measurable operational operational activities without being subject to any sanctions
practices to maintain accountability and business or fines related to environmental violations.
sustainability.
Sustainability Report 2025
Page 102
100
Environmental Management Funds [SEOJK F.4]
AKR’s environmental management funds support various activities, including environmental permitting, environmental quality
monitoring, environmental campaigns, waste management, as well as employee training related to environmental aspects. All of
these activities form an integral part of efforts to support sustainable operations.
In 2025, AKR allocated and realized environmental management funds totaling Rp9,089 billion.
Category of Environmental Management Funds 2025 (Rp)
Permits 4,083,290,500
Monitoring 2,179,081,265
Environmental Campaigns 64,600,000
Waste Management 1,012,838,640
Training 341,473,296
Others 1,408,290,644
Total 9,089,574,345
15%
Monitoring
4%
Permits
11% 45% Others
Training
Waste Management
1%
Environmental Campaigns
24%
Sustainability Report 2025
Page 103
101
Our Business Portfolio
Sustainability Report 2025
Page 104
04 Our People
Page 105
Page 106
104
AKR manages its human capital through a structured
approach, with a focus on competency development and
the implementation of occupational safety standards.
This approach ensures workforce readiness to consistently
support operational needs, while maintaining a professional,
inclusive, and productive working environment.
Human Capital
as the Foundation of Operational
Excellence and Business Resilience
Human capital is a critical driver of operational excellence, challenges, human capital aspects are integrated into the
maintaining safety standards, and creating long-term value at enterprise risk management process, enabling risks to be
AKR. As a company operating in logistics, energy distribution, identified, monitored, and mitigated in alignment line with
and industrial estates, AKR recognizes that its workforce business priorities.
serves not only as operational executors, but also as a critical
element in ensuring business resilience. AKR’s human capital management approach focuses on
three key areas: strengthening safety culture, enhancing
AKR’s operations involve safety-critical activities, complex capabilities through continuous learning and development,
logistics networks, and assets spread across multiple and reinforcing organizational resilience through structured
regions. In this context, workforce capability, safety policies and governance. This includes the implementation
awareness, and operational discipline have a direct impact of occupational health and safety management systems,
on service reliability, incident prevention, and the continuity training and certification programs, as well as initiatives
of operations. Accordingly, human capital management is aimed at increasing employee awareness, engagement, and
positioned as a strategic priority and is integrated into the accountability. [GRI 3-3]
Company’s risk management and sustainability framework.
In addition, the Company continues to strengthen workforce
From a risk management, AKR acknowledges that workforce- governance practices, including policies related to
related factors can affect operational continuity and financial diversity and equal opportunity, employee well-being, and
performance. These risks include occupational safety performance management. These efforts aim to build a
incidents, challenges in talent acquisition and retention, workforce that is productive, inclusive, and resilient, while
as well as competency gaps in operational and technical aligning with AKR’s long-term growth strategy.
functions, particularly amid increasing digitalization and
evolving regulatory requirements. To address these Through this integrated approach, AKR seeks to ensure that
its people remain competent, adaptive, and ready to support
sustainable growth, while upholding high safety standards,
operational excellence, and service reliability.
Sustainability Report 2025
Page 107
105
The Role of Human Capital
in Business Sustainability
Human capital is a key factor in maintaining operational performance, safety standards,
Our People
and the creation of AKR’s long-term value.
Key Human Capital Risks
• Workplace safety incidents
• Talent retention and availability
• Competency gaps
Managed through:
• Safety systems
• Continuous training
• Human capital governance
Human Capital Governance &
Operational Safety & Discipline Workforce Capability & Readiness
Sustainability
• Workforce management in high-risk • Technical and digital competency • Diversity and equal opportunity
activities programs • Employee well-being
• Incident prevention and risk control • Leadership development • Compliance with laws and regulations
• Compliance with operational
standards
Impact: Sustaining organizational
Impact: Sustaining operational continuity
resilience
Aligned with: GRI | SASB | IFRS:S1 | SDGS
Employment 2,474
Practices Total AKR employees in 2025
AKR implements responsible employment practices to As of 31 December 2025, the Company and its subsidiaries
create a safe, fair, and productive working environment employed 2,474 employees, consisting of 2,137 permanent
through policies that are applied transparently. The Company and 337 temporary. To date, the Company does not
manages employment matters based on strategies and implement part-time employment schemes, as all AKR
policies aligned with applicable laws and labor principles. employees work under full-time arrangements, in line with the
Through this approach, AKR ensures that all employees have operational characteristics of the business, which require high
equal rights and opportunities, without discrimination. presence and responsiveness in the field. Details of employee
composition by gender, education level, age, and job position
AKR also strives to maintain harmonious industrial relations are presented in the AKR Annual Report on page 156. [GRI 2-7]
to support business stability and continuity. The Company’s
industrial relations framework is built on mutual respect, The proportion of outsourced workers at AKR in 2025 was
openness, and compliance with labor regulations. AKR recorded at 21.6% of the total workforce. These workers
prioritizes two-way communication and continuous are strategically allocated to support operational functions
engagement with employees, particularly in addressing in the field, including the management of bp AKR fuel retail
workplace issues. This dialogue is expected to foster a outlets. This approach enables the Company to maintain
conducive and supportive work environment aligned with the operational flexibility, while ensuring that core and strategic
Company’s sustainability objectives. functions remain managed by permanent AKR employees,
in line with responsible workforce governance practices. All
human resources practices are also designed to comply with
applicable laws and regulations. [GRI 2-8]
Sustainability Report 2025
Page 108
106
Total AKR Employees by Employment Status and Gender [SEOJK C.3][GRI 2-7]
2025 2024 2023
Description
Male Female Male Female Male Female
Permanent 1,853 284 1,809 291 1,902 274
Temporary 325 12 344 8 492 145
Total 2,178 296 2,153 299 2,394 419
Total Number of Employees by Employment Contract (Permanent and Temporary), by Region [GRI 2-7]
AKR and 2025 2024 2023
Subsidiaries
Operational Area Permanent Temporary Permanent Temporary Permanent Temporary
Java 1,399 124 1,381 152 1355 625
Sumatra 153 4 157 4 161 3
Kalimantan 356 14 365 9 385 4
Bali 24 2 24 2 27 1
Sulawesi 201 6 169 3 77 2
Ship Crew 4 187 4 182 171 2
Total 2,137 337 2,100 352 2,176 637
Total Employees by Employment Level and Age in 2025
Entry-level Mid-level Senior-level Executive-level Total Employees
Age in 2025
Male Female Male Female Male Female Male Female Male Female
18-25 75 13 16 4 1 - - - 92 17
25-35 569 60 181 40 4 2 - - 754 102
35-45 569 38 219 56 22 13 6 1 816 108
45-55 261 13 121 33 34 10 16 2 432 56
>55 30 2 26 6 12 1 16 4 84 13
Details:
• Executive-level: BoD (Board of Directors), Dir (Director)
• Senior-level: GM (General Manager), SM (Senior Manager)
• Mid-level: MA (Manager Assistant), AM (Assistant Manager), SPV (Supervisor)
• Entry-level: Staff, Operative
Equal opportunities are provided for all employees to develop in the role. This is to ensure that the selected candidate is
their careers based on their capabilities and performance, suitable and capable of successfully carrying out their duties
facilitated both vertically (through advancement to higher job in the future.
levels) and horizontally (through expanded responsibilities,
such as transfers from smaller to larger branches). Fit and The career development process is carried out transparently
proper tests, with senior management serving as assessors. and objectively through Performance Evaluation, which
focuses on the achievement of each individual’s Key
To fill the vacant position, selection is conducted Performance Indicator (KPI) targets ensuring all employees
through presentations by the candidates regarding their continue developing to attain higher positions based on their
understanding of the duties and responsibilities of the competencies and contributions.
targeted position, as well as their work plans to succeed
Sustainability Report 2025
Page 109
107
Implementing Corporate Values
AKR ensures that corporate values serve as the primary In 2025, AKR focused on communicating corporate
guideline for all employees in carrying out operational and values through newsletters, employee activities, and
business activities. Through the consistent implementation training programs. Operational training to build a zero-
Our People
of these values, the Company aims to build a work tolerance culture—reducing safety risks and creating a
environment and culture that are aligned, collaborative, and work environment free from intimidation, harassment, and
performance-driven. bullying—remained a top priority.
Anti-Forced Labour Policy [SEOJK F.19] [GRI 409-1]
AKR implements an anti-forced labor policy as part of labor. Employment relationships between the Company and
its commitment to upholding human rights in workforce its employees are governed by mutually agreed contracts,
management. The policy is guided by Law No. 13 of 2003 on implemented in a fair and transparent manner. Through this
Manpower and the ILO Convention of 1957 on the Abolition of policy, AKR aims to create a safe, trustworthy, and sustainable
Forced Labor. The Company ensures that all employees work working environment.
voluntarily, without coercion, threats, or any form of forced
Respect for Human Rights [SEOJK F.18] [GRI 406-1]
Human rights values are a core standard in the Company’s 4. All employees are treated fairly, and equal opportunities
operational activities and business decision-making, where and treatment are ensured. A strict and consistent non-
policies and strategies are implemented with reference to discrimination principle (covering gender, age, ethnicity,
applicable legal requirements and recognised human rights race, religion, social group, marital status, disability, and
principles. social class or position) is applied in recruitment and human
resource management processes.
Rules and policies are based on: 5. Underage employment, forced labour, and human
1. The Universal Declaration of Human Rights of the United trafficking are prohibited, and safe and healthy working
Nations; conditions are ensured.
2. The Fundamental Principles and Rights at Work as set out 6. No differentiation in wages is made based on gender.
in the eight core conventions of the International Labour 7. Opportunities are provided for high-performing
Organization (ILO); employees to be rotated to other functions or promoted to
3. Law No. 39 of 1999 concerning Human Rights; and higher positions.
4. The United Nations Guiding Principles on Business and 8. A workplace free from harassment, intimidation, inhumane
Human Rights (UNGP) and the United Nations Global treatment, or other legally protected forms of misconduct
Compact (UNGC). is fostered and maintained.
9. The rights of communities surrounding the Company’s
The policies are applied comprehensively across AKR, operational areas that may be affected by business
including its subsidiaries, to ensure that all business activities activities are respected, including recognition of
consistently prioritise human rights principles. community identity, cultural diversity, differing needs and
aspirations, and distinct social customs and practices.
A strict non-discrimination principle has been implemented
in human resource management, reflected in the following Responsibility for addressing human rights issues is shared
practices: across all levels of the AKR organisation. At the same time,
1. Freedom is provided for all employees to express opinions cooperation is undertaken with stakeholders to implement
and suggestions, both individually and collectively. this policy in operational activities and to advance appropriate
2. Channels are provided for submitting complaints related to standards that support positive improvements in human rights
violations or incidents in the workplace. practices.
3. Business operations are conducted with respect for human
rights and human dignity in accordance with applicable
legal requirements.
Sustainability Report 2025
Page 110
108
Ensuring Freedom of Association [GRI 2-30]
AKR recognizes freedom of association as an essential Meanwhile, for business units that do not yet have labor
element of sustainable workforce management. The unions, the Company provides various internal mechanisms,
Company ensures an inclusive, transparent, and fair communication channels, and engagement activities that
working environment through clearly defined employment enable employees to openly express their views, aspirations,
arrangements. AKR’s commitment is implemented through and feedback. This approach ensures that all employees have
regulatory compliance mechanisms under applicable law. access to constructive and responsible dialogue.
For subsidiaries that have a labour union, a Collective Labour
Agreement (CLA) is established. For subsidiaries without a In 2025, there were no reports or incidents related to freedom
labour union, employee rights and obligations are governed of association and expression recorded within the Company.
by Company Regulations (PP). This framework supports stable
industrial relations and minimizes long-term labour risks.
Occupational Health
and Safety (OHS)
[SEOJK F.21]
Occupational Health and Safety (OHS) is fundamental in 3. Performance measurement, periodic reviews, and
maintaining operational sustainability and business reliability, continuous improvements are conducted in occupational
where a safe and healthy work environment contributes safety and health, operational safety, and environmental
directly to productivity and business continuity. Based on management.
this understanding, OHS is managed to minimise workplace 4. Responsible and sustainable waste management is
risks while generating tangible benefits for employees and prioritised in accordance with applicable regulations.
operations. 5. Efforts are undertaken to reduce greenhouse gas
emissions and improve energy efficiency across all
The Company’s commitment to sustainable OHS management operational aspects.
is demonstrated through systems and procedures that refer 6. Innovation and research are encouraged in the
to applicable regulations and internal standards, through development of more environmentally friendly products,
risk identification, hazard control, provision of safe working services, and processes.
facilities, and enhancement of employee awareness and 7. Open and transparent communication and consultation
compliance. Periodic monitoring and evaluation ensure regarding environmental policies are carried out with
proper implementation and effectiveness. stakeholders, including regulators, employees, customers,
business partners, and other relevant parties.
Standards of Safety, Health, and Environment (SHE) are
actively strengthened, ensuring that safety and health remain This policy applies to all employees and entities of the
top priorities, with continuous improvements from the Company and constitutes a shared responsibility among
following efforts: stakeholders. Implementation is coordinated, reviewed, and
1. Compliance is maintained with all applicable regulations evaluated by the ESG Committee and reported to the Board
related to occupational safety and health, operational of Directors, the Board of Commissioners, and stakeholders
safety, and environmental management relevant to the through the AKR Sustainability Report.
Company’s business, with proactive measures taken to
exceed minimum requirements. The highest standards in OHS are pursued, with the long-term
2. Environmental risks associated with operations are objective of achieving zero fatalities, and a strong OHS culture
identified, evaluated, and managed, and comprehensive enhances productivity, performance, and overall business
emergency response plans are prepared to control success.
and prevent incidents or accidents involving hazardous
materials.
Sustainability Report 2025
Page 111
109
An optimal work environment supports employees and OHS programmes and strategies are implemented in
business partners in performing their duties safely and accordance with applicable laws and are incorporated into
comfortably, and all Company facilities, including tank nationally and internationally recognised OHS management
terminals, ports, jetties, trucks, tankers, barges, and systems guided, among others, by the following regulations:
manufacturing facilities, comply with government safety [GRI 403-1]
standards and environmental regulations. [GRI 3-3] 1. Law No. 1 of 1970 concerning Work Safety
Our People
2. Law No. 23 of 1992 concerning Health
3. Law No. 13 of 2003 concerning Manpower
Occupational Health and Safety Management System [GRI 403-1]
To create a sustainable, safe, healthy, and accident-free SMK3 covers various operational aspects, including
working environment, the Company’s Occupational Health transportation and travel activities and applies to all
and Safety Management System (SMK3) is the primary individuals, from employees to contractor personnel.
framework for the management of workplace risks, enabling The Company is also responsible for contractor activities
the prevention of various potential workplace accidents. conducted outside its operational areas.
The system is based on workplace risk identification and is Compliance with OHS standards involves periodic audits
periodically reviewed and audited to ensure compliance with involving all employees, including contractors. Audits
standards and best practices at both national and global are conducted both internally and externally on contract
levels, consisting of a hierarchy of policies, plans, Standard workers and contractors who fall within the scope of the OHS
Operating Procedures (SOPs), and various programs, management system.
all of which are designed and implemented through the
Hazard Identification, Risk Assessment, and Risk Control To measure and achieve the success, a “Six Zeroes” target
(HIRADC) method. policy has been established for OHS across the Company, as
follows:
SMK3 is implemented in accordance with applicable laws and
regulations, namely:
• Law No. 13 of 2003 concerning Manpower;
• Government Regulation No. 50 of 2012 concerning
the Occupational Health and Safety Management
System (SMK3);
• Standards and criteria from various environmental health
and safety certification bodies, including ISO 14001 and
ISO 45001.
Zero Fatality Zero Lost Time Injury Zero Cross Over
Preventing accidents that result in Preventing workplace accidents Preventing customer orders from
loss of life. that result in lost time. being exchanged or mixed.
Zero Product Quality Problems Zero Spillage Zero Potential Fatality Accident
Preventing issues that cause a Preventing product spillage during Preventing potential fatal
decline in product quality. loading and unloading. workplace accidents in the field.
Sustainability Report 2025
Page 112
110
Occupational Hazard Risk Assessment [GRI 403-2]
A systematic approach identifies and manages OHS risks, the development of work programs and standards, and
with risk assessments carried out in accordance with SOPs is incorporated into the monitoring and evaluation of the
aligned with ISO 45001 standards, which serve as the primary Company’s progress and performance.
reference for occupational safety implementation and are
periodically reviewed to ensure their continued relevance HIRADC documents are reviewed again in the event of
to operational conditions. The implementation of and organizational changes, incidents, or specific emergency
compliance with OHS SOPs are shared responsibilities of all conditions. Successfully identified hazard risks constituted
stakeholders. the main focus of the 2025 OHS program, including:
1. Electric shocks;
In conducting risk assessments, the Company applies the 2. Contact with machinery during maintenance;
Hazard Identification, Risk Assessment and Determining 3. Falls from working at height or slipping;
Controls (HIRADC) method, as well as the Job Safety Analysis 4. Chemical spills and splashes;
(JSA) process. The steps undertaken include: 5. Burns;
• Identifying activities and associated risks; 6. Accidents during the delivery of materials and products;
• Defining and categorizing hazards; 7. Cuts;
• Assessing risks; 8. Heat stroke;
• Developing risk controls; 9. Traffic accidents.
• Measuring risk levels after controls have been
implemented. A Zero Tolerance principle is applied by AKR in all aspects of
OHS practices, with five aspects embedded, namely:
OHS risk assessments are conducted by supervisors in each 1. Enforcement of discipline;
respective work area. These supervisors have undergone 2. Developing personal improvement plans;
HIRADC training and are therefore familiar with applicable 3. Thorough understanding of SOPs;
standards. The OHS risk assessment process is supported by 4. Consistent pursuit of targets;
the HSE Department, which possesses expertise in OHS and 5. Continuous willingness to learn.
its risk management.
Through the implementation of the Zero Tolerance policy, it
The results of AKR’s OHS risk assessments (HIRADC) are is ensured that every individual within the workplace bears
reviewed and subsequently approved by top management responsibility for complying with rules and maintaining
at each subsidiary or business unit. HIRADC documentation collective safety.
forms the basis for identifying OHS control actions, including
Health Service Facilities [GRI 403-3]
Adequate occupational health services are part of efforts to safeguard employee safety and well-being. For example, clinic
facilities are provided in each operational area and are supported by competent healthcare personnel, and regular medical
check-ups are conducted to monitor employee fitness and occupational health conditions. These services contribute to the
prevention of workplace accidents and the mitigation of risks related to occupational diseases.
Sustainability Report 2025
Page 113
111
Person-in-Charge for Occupational Health and Safety [GRI 403-4]
Departments or designated persons-in-charge (PICs) Each AKR employee is expected to escalate to their
are assigned by AKR in each operational area to supervise supervisor any activities or conditions that may pose safety
and ensure that OHS is implemented consistently and in risks. At the branch level, the SHE team evaluates risks
Our People
accordance with applicable regulations. arising from violations of SOPs and Work Instructions (WI)
and determines the necessary control measures based on
Within the JTT and ARUKI subsidiaries, formal Occupational HIRADC. Risk reduction efforts are carried out systematically
Health and Safety Committees (P2K3) have been established until an acceptable level of risk is achieved through the
in compliance with prevailing laws and regulations. In other implementation of the following five levels of the hierarchy of
AKR subsidiaries, dedicated SHE or OHS departments are in risk controls:
place, with the PIC responsible for ensuring that all employees
and contractors working within operational areas are
protected under the OHS management system.
5 Hierarchies of OHS Risk Control
Elimination
Elimination of Hazard Sources
Substitution
Substitution of Equipment/
Machinery/Materials
Engineering Controls
Modification/Design of Safer
Equipment, Machinery, or
Workplaces
Administration
Procedures, Rules, Training, Work
Duration, Hazard Signs, Signage,
Protection
Reliability
Posters, Labels
APD
Occupational Health and Safety Training [GRI 403-5]
Structured OHS training programs equip employees with In 2025, AKR conducted the following OHS training programs:
the knowledge and capabilities required to identify and • Chemical hazard management
prevent potential hazards within the work environment. This • OHS awareness programs
capacity building is designed to safeguard each individual • Workplace environmental health
while supporting the Company’s long-term operational • Chemical safety officer training
sustainability. • PPE usage and hazardous waste handling
• Fire drills
OHS training implementation at AKR involves competent • Emergency response simulations
internal and external experts. Training programs are divided • Oil spill response drills
into several categories, including general safety training that
is mandatory for all employees and specialized safety training
tailored to specific occupational hazards and job-related
risks. For certification purposes, the Company collaborates
with accredited external institutions and trainers, and all OHS
training programs are continuously evaluated and developed
by professional teams to enhance effectiveness and working
standards.
Sustainability Report 2025
Page 114
112
Promoting a Healthy Lifestyle [GRI 403-6]
A commitment is maintained by AKR to promote a healthy lifestyle among employees in order to enhance health and work
productivity through various programs and facilities.
Activities implemented in 2025 include:
• Periodic health examinations or medical check-ups (MCU);
• Healthy Talk sessions.
Rp 902 Million
The Company’s investment in medical check-ups
(MCU) for employee health
Promoting minimum of 5 km per week in 2025. This adjustment is
intended to improve consistency, support sustainable
a Healthy Lifestyle exercise habits, and better integrate physical activity into
daily routines.
The Company promotes a healthy lifestyle through the bp
AKR Healthy program, integrated with digital platforms
such as STRAVA. The program encourages employees
to stay active, track physical activity, and build a culture
of health and well-being in the workplace. This initiative
supports employee well-being while reinforcing
sustainable productivity.
As part of its implementation, the Company sets
measurable activity targets: a minimum of 10 km every
two weeks for the 2023-2024 period, adjusted to a
Medical Check-Up (MCU) Program:
Maintaining Employee Health and Productivity
As part of its commitment to employee well-being, ARUKI The MCU serves as a preventive measure to identify
conducted a Medical Check-Up (MCU) program for all potential health risks at an early stage, enabling timely
employees on December 16-17, 2025. The program is and appropriate follow-up actions. This initiative supports
designed to monitor employee health on a regular basis. the Company’s commitment to maintaining a healthy and
safe working environment.
Prevention and Mitigation of Occupational Health and Safety Impacts [GRI 403-7]
AKR’s structured prevention strategy controls and minimizes impacts related to OHS, with periodic assessments of potential
hazards and risks reducing the likelihood of workplace accidents and operational incidents. All subsidiaries conduct OHS incident
monitoring, covering information on incident occurrences, root causes, corrective actions, and follow-ups on corrective actions.
Sustainability Report 2025
Page 115
113
The Heart and Mind Program:
Strengthening Employee Care and Engagement
As part of its commitment to fostering a supportive and
Our People
inclusive work culture, AKR regularly conducts the Heart
and Mind program across its operational branches. The
program is implemented through direct engagement with
employees—including operators, drivers, and support
staff—as a form of care, connection, and relationship
building between the Company, employees, and their
families.
Through a more personal approach, these activities extend
beyond communication and camaraderie. They serve to
provide moral support, reinforce awareness of occupational
health and safety, and encourage family involvement
in supporting employee performance. Consistent
implementation across regions such as Pontianak,
Lampung, Semarang, Surabaya, and Banjarmasin reflects
AKR’s commitment to building a caring, harmonious, and
sustainable work environment.
Workers Covered by the Occupational Health and Safety Management System
[GRI 403-8]
The implementation of AKR’s Occupational Health and Safety Management System applies to all personnel within the Company’s
operational environment, including permanent employees, contract employees, and third parties involved in the Company’s
operations. All individuals are provided with equal standards of occupational health and safety protection. Contractors are also
required to implement safe work practices, comply with applicable OHS regulations, and report any potential safety hazards or
unsafe working conditions.
Occupational Health and Safety Performance [GRI 403-9]
Effective implementation of the OHS management system resulted in strong performance achievements in 2025. With a focus on
preventing workplace accidents and occupational diseases, AKR recorded the following performance:
Zero Fatalities 0.22 -86% 4.31%
Employees and Contractors TRIR (Employees) Incidents Total Employee Work Hours
for two consecutive years Decreased from 2024 Employee Fatal Incidents from 10.6 million to 11 million
(2024–2025) from 15 to 2 hours
Indicators 2025 2024
Employees Contractors Employees Contractors
Fatality Rate (FR)** 0 0 0 *
TRIR (Second Degree Fatality)** 0.22 0.36 0.28 *
Fatal Incidents 0 0 0 *
Major Incidents 2 0 15 *
Total Work Hours 11,030,130 1,653,034 10,574,041 *
Note:
*Fatality Rate is defined as the number of fatalities per 200,000 work hours
**TRIR is defined as the number of cases per 200,000 work hours
Sustainability Report 2025
Page 116
114
AKR Receives National Recognition
for OHS Performance from the Ministry
of Energy and Mineral Resources
In 2025, AKR together with two of its subsidiaries, BP-AKR
and JTT, received three Oil and Gas Safety Awards, namely
the “Patra Nirbhaya Karya Utama” and “Patra Nirbhaya Karya
Madya,” presented by the Ministry of Energy and Mineral
Resources.
AKR received the Patra Nirbhaya Karya Utama award
for successfully maintaining operational performance These awards reflect AKR’s commitment to the effective
without any lost working hours due to accidents (zero lost and consistent implementation of its Occupational
time injuries) during the period from 1 January 2018 to 30 Health and Safety management system, as well as the
April 2025. BP-AKR, AKR’s subsidiary operating in energy safety culture applied across all operational lines. This
distribution and terminal services, obtained a similar award, achievement also demonstrates that the Company’s
while JTT received the Patra Nirbhaya Karya Madya award workforce management practices not only comply with
for the implementation of an excellent, consistent, and technical regulations but also deliver positive impacts on
sustainable safety management system. employee protection and overall operational reliability.
Occupational Diseases [GRI 403-10]
AKR is committed to implementing comprehensive • Cephalgia/Vertigo;
occupational health and safety standards to prevent work- • Hypertension;
related illnesses. Throughout 2025, the Company recorded • Gastroenteritis;
zero cases of occupational diseases. • Myalgia;
• Pneumonia/Pulmonary diseases;
AKR has identified the primary occupational diseases (ODs) of • Contact dermatitis;
concern to the Company, namely: • Musculoskeletal disorders.
Diversity, Inclusion
and Employee Engagement
A working environment that upholds the value of diversity for differences in gender, background, and perspectives is
forms the foundation for an inclusive culture and supports promoted in order to strengthen both individual and team
the Company’s sustainable performance. An open working performance, with the commitment to inclusiveness reflected
environment is fostered that values diversity as an integral part in policies that encourage diversity in composition based on
of corporate culture. Where all employees are provided with gender, educational background, and age group. [SEOJK F.18]
equal opportunities to participate, express their views, and
contribute to the Company’s development. Mutual respect
Sustainability Report 2025
Page 117
115
JTT : Strengthening Human Capital
Through Diversity and Inclusion
Our People
On March 8, 2025, (JTT) marked International Women’s Day
as part of its commitment to strengthening diversity and
inclusion across its operations. The initiative highlights the
contributions of women across various functions while
reinforcing JTT’s role in advancing women’s empowerment,
both within the organization and in the surrounding
community.
Through access to skills development, capacity building,
and career opportunities, JTT supports the development
of a more diverse and adaptable workforce aligned with
industry needs. As part of its sustainability strategy, JTT
recognizes diversity as a key driver of stronger decision-
making and long-term performance. The Company
continues to foster an inclusive work environment while
expanding its efforts to support women’s empowerment in
the energy and logistics sectors, where female participation
has traditionally been limited.
APR : Promoting Gender Equality
for Sustainable Performance
APR continues to advance gender equality by ensuring equal
access to career development and economic opportunities
for all employees. This approach strengthens workforce
engagement and productivity, while supporting long-term
operational stability through a more resilient human capital
base. By providing equal opportunities for women to grow
and contribute, APR fosters a more adaptive and innovative
work environment, aligned with investor expectations for
sustainable human capital management.
“The bp gas station has become a second home to me.
The team is supportive, close-knit, and feels like family.
Together, we are able to deliver the best service to our
customers.”
Nanda Gustika Putri
Supervisor, bp Antasari and TB Simatupang Gas Stations
Work-life Balance [OJK F.21]
Employee well-being is an essential aspect of Human • Religious celebrations, such as communal iftar and
Resources management. Accordingly, a working environment Christmas celebrations;
and conditions are fostered to enable employees to perform • Strengthening national pride and camaraderie through
their roles while maintaining a balance with their personal lives. Independence Day celebrations;
• Activities in commemoration of the Company’s anniversary;
AKR organizes various activities to build solidarity, strengthen • Sports activities, including futsal, badminton, and cycling;
corporate culture, and create a more inclusive and productive • Recognition of outstanding employee performance
working environment, including: through scholarships for high-achieving employees’
children.
Sustainability Report 2025
Page 118
116
Healthy & Happy Employees
As part of its commitment to a healthy and sustainable work environment, AKR promotes work–life balance through initiatives
that support both physical and mental well-being. The Company believes that “a happy soul brings a healthy body,” and that
a balanced work–life dynamic is essential to strengthening productivity, engagement, and overall quality of life.
APR CSR Program Employee
– Sharing is Caring Sports Activities
As part of its social responsibility commitment, APR AKR actively promotes a healthy lifestyle through various
implements the “Sharing is Caring” CSR program through group sports activities. These initiatives aim to improve
initiatives that provide support and assistance to physical fitness, strengthen relationships among
employees. employees, and foster a collaborative and positive work
environment.
Christmas Celebration 2025 Iftar Gathering
at AKR’s Jakarta Head Office – Jakarta Head Office
AKR held its 2025 Christmas celebration at the Jakarta AKR hosted an iftar gathering on March 13, 2025, at its
Head Office on December 19, 2025, attended by the Jakarta Head Office to strengthen camaraderie and
Board of Directors and employees. The event served as foster spiritual values in the workplace. The event featured
a moment of togetherness, strengthening relationships remarks from the Board of Directors, followed by a
among colleagues in a warm and joyful atmosphere. recitation of the Holy Qur’an, a brief religious talk, and a
collective prayer.
Under the theme “Being a Channel of Blessings,” the
celebration reflected a spirit of togetherness, gratitude,
and commitment to continually deliver the best
contributions to the Company and one another.
Sustainability Report 2025
Page 119
117
Employee & Family Gathering:
Strengthening Employee Bonding
Our People
ARUKI hosted an Employee & Family Gathering at Taman Through various recreational and interactive activities,
Safari Indonesia, Prigen, Pasuruan, East Java, on July 5–6, participants were able to build closer connections
2025, attended by employees and their families. The beyond the formal work environment. The gathering also
event provided an opportunity to strengthen interpersonal reinforced a sense of belonging and enhanced employee
relationships in a relaxed and inclusive setting. engagement.
AKR’s 65th
Anniversary Celebration
AKR Corporindo celebrated its 65th anniversary on
November 28, 2025, marking a significant milestone in
the Company’s journey of growth and development. The
celebration was held simultaneously at the Head Office
and across all branches, with active employee participation
reflecting a shared sense of unity and appreciation for the
achievements attained.
The event series began with a joint prayer attended by
the Board of Directors, followed by a tumpeng-cutting
ceremony as a symbol of gratitude, along with various
team-building activities. Beyond strengthening internal
relationships, the celebration reinforced collaboration
and the collective commitment of all AKR employees to
supporting the Company’s sustainable growth.
2025 Independence Day In other regions, AKR Stagen (August 22, 2025) hosted
badminton matches and traditional games involving
Celebrations Across All AKR Units employees across departments, while AKR Banjarmasin
(August 29, 2025) organized various competitions with
To commemorate the 80th Independence Day of the strong employee participation. In addition, Joint Venture
Republic of Indonesia, AKR organized a series of activities entities (APR, DPR, and AKI) in Jakarta (August 15, 2025)
across its Head Office and operational branches, aimed at participated in a badminton tournament to strengthen
strengthening camaraderie, employee engagement, and synergy among the entities. Overall, this series of
a spirit of nationalism in the workplace. In Jakarta (August activities reflects the Company’s commitment to
7–15, 2025), activities included various competitions— fostering a collaborative, inclusive, and sustainable work
such as Uno Stacko, table tennis, badminton, and mini culture across all operational areas.
soccer—bringing together employees across functions and
fostering closer collaboration and interaction.
Similar initiatives were carried out across operational
regions. AKR Medan (August 10, 2025) organized an
inter-department mini soccer tournament to strengthen
teamwork. AKR Manado (August 17, 2025) held a mini
soccer tournament involving personnel from AKR, ATI, and
Security, along with other competitions. Meanwhile, AKR
Palembang (August 17, 2025) engaged the local community
in Independence Day celebrations, creating inclusive
activities and strengthening community relations.
Sustainability Report 2025
Page 120
118
Employee Recruitment and Turnover [GRI 401-1]
Human Resources quality is prioritized by AKR as a key factor without discrimination based on gender, ethnicity, race, or
in supporting the achievement of business objectives and religion, provided that they meet the established competency
the Company’s sustainability. Accordingly, the recruitment requirements.
process is conducted in a structured manner to acquire
talent with relevant competencies that are aligned with the In line with technological developments in the workplace, a
Company’s culture and values. Employees are expected digital-based recruitment system has been implemented by
to consistently apply the Company’s values in their daily AKR since 2020. The process begins with candidate sourcing
professional activities. through various digital platforms (e-sourcing), including social
media channels such as LinkedIn and Instagram, as well as the
The fulfillment of vacant positions is prioritized through Company’s official career portal. [SEOJK F.18]
internal candidates using an objective evaluation process,
including a Fit and Proper Test. In 2025, more than 28.7% of In 2025, AKR hired 464 new employees as part of efforts to
vacant positions at supervisor level and above were filled by strengthen operational capacity in the energy distribution,
internal talent. logistics, and industrial park sectors, reflecting the company’s
sustained business growth momentum. Of the total hires, 436
If no internal candidates meet the required competency were men and 28 were women, in line with the field-based
standards, external recruitment is conducted in an open operational requirements that dominated this year’s hiring.
and transparent manner. All applicants are treated equally
New Employee Recruitment by Gender [GRI 401-1]
Description 2025 % 2024 % 2023 %
Male 436 94% 569 95% 412 85%
Female 28 6% 33 5% 73 15%
Total 464 100% 602 100% 485 100%
Sustainability Report 2025
Page 121
119
New Employee Recruitment by Age Group [GRI 401-1]
Description 2025 % 2024 % 2023 %
Under 30 years old 197 42% 278 46% 249 51%
30–50 years old 245 53% 288 48% 212 44%
Our People
Above 50 years old 22 5% 36 6% 24 5%
Total 464 100% 602 100% 485 100%
New Employee Recruitment by Region [GRI 401-1]
Company Region 2025 % 2024 % 2023 %
Java 74 15.9% 115 19.1% 53 10.9%
AKR Sumatra 15 3.2% 13 2.2% 18 3.7%
Bali 2 0.4% 4 0.7% 0 0.0%
Kalimantan 46 9.9% 85 14.1% 82 16.9%
Sulawesi 105 22.6% 120 19.9% 29 6.0%
Ship Crew 169 36.4% 180 29.9% 152 31.3%
JTT Java 3 0.6% 8 1.3% 4 0.8%
JIIPE - BKMS Java 29 6.3% 20 3.3% 22 4.5%
JIIPE-BMS Java 6 1.3% 45 7.5% 7 1.4%
APR Java 3 0.6% 5 0.8% 111 22.9%
DPR Java 4 0.9% 0 0.0% 2 0.4%
ARUKI Java 8 1.7% 7 1.2% 5 1.0%
Total 464 100% 602 100.0% 485 100.0%
Employee Turnover [GRI 401-1]
Description 2025 2024 2023
Resigned at Own Request 119 137 110
Turnover Rate 4.8% 5.6% 3.9%
Sustainability Report 2025
Page 122
120
Employee Benefits [SEOJK F.18] [GRI 401-2]
The various benefits and facilities provided by the Company to both permanent and non-permanent (contract) employees are as
follows.
Benefit Provisions for Permanent and Non-Permanent Employees at AKR
Non-Permanent
No. Benefit Components Permanent Employees
(Contract) Employees
1. Religious holiday allowance
Health allowance, provided based on
2. each employee’s level and length of
service
Pension allowance, provided to
employees who have worked for 15 years
3. -
or more and have reached retirement age
(55 years)
Contract compensation in accordance
4. -
with applicable laws and regulations
Official vehicles for sales roles requiring
5.
high mobility
Provided in the form of a vehicle Provided in the form of an
ownership program operational vehicle
Housing allowance, provided for
6. employees assigned outside their home
city and for expatriate workers For employees assigned For employees assigned
outside their hiring point and for outside their hiring point and for
expatriate workers expatriate workers
Meal and transportation allowances,
7.
provided up to supervisor level
For certain job titles For certain job titles
Communication device and corporate
8. credit card allowances for certain
divisions
For certain types of work For certain types of work
12 working days of annual leave
9. (increasing with length of service, up to a
maximum of 20 working days)
After 12 months of employment After 12 months of employment
Maternity leave of 3 months for female
10. employees
*Leave is not considered a benefit
Special leave for events such as
bereavement, circumcision, baptism,
11. graduation, childbirth, and similar
occasions
*Leave is not considered a benefit
Membership in BPJS Employment
12.
(formerly Jamsostek)
Old Age Security Program provided by
13.
BPJS Employment (formerly Jamsostek)
Sustainability Report 2025
Page 123
121
Paternity Leave [GRI 401-3]
Paternity leave is in accordance with provisions established In 2025, a total of 21 employees utilized parental leave (10
under Manpower Law and regulated in the Company maternity, 11 paternity/accompanying leave). All returned to
Regulations. They include three months maternity leave for work and remained employed for up to 12 months after the
Our People
female employees and three days leave for male employees end of their leave period, resulting in a 100% retention rate.
to accompany their spouses during childbirth.
Employment Management and Industrial Relations [GRI 402-1]
Through clear and continuous communication with all A commitment is upheld by AKR to inform employees prior to
employees in the course of operational activities, the the implementation of operational business changes that may
Company maintains fair and transparent employment have a significant impact. This is aligned with applicable labor
relationships. This supports harmonious industrial relations laws and regulations and is stipulated in the Collective Labor
and encourages a conducive and sustainable working Agreement or the Company Regulations.
environment.
Monthly Communication Media with the Theme of Company Values
AKR uses various internal communication channels to and Company newsletter are used by the Human Resources
communicate and reinforce the Company’s values to Department as communication tools to ensure that the
employees, delivered through a monthly newsletter and Company’s values are understood and applied in daily work
internal communication media managed by the Digital activities.
Business and Communication Division under the Human
Resources Department. In addition, e-mail, HRIS application,
Non-Discrimination
and Equal Opportunity
[SEOJK F.18]
The principles and values of equality are upheld by AKR as a foundation of its human resources management, ensuring that every
individual is treated fairly and provided with equal opportunities within the working environment.
Employee Salary Ratio to the Minimum Wage Standard [OJK F.20][GRI 202-1]
AKR employee wage policies are fair manner and in accordance with applicable regulations. Employee wages, including entry-
level positions and without distinction based on gender, are set at a minimum level equivalent to the regional minimum wage
in each operational area. Wage determination also takes into account inflation developments as well as prevailing laws and
regulations. Through this approach, AKR supports employee welfare while maintaining harmonious and sustainable employment
relationships.
Sustainability Report 2025
Page 124
122
Equal Opportunity and Access [SEOJK F.18][GRI 405-1]
The principle of equality is applied by AKR in its human has historically contributed to a higher proportion of male
resources management, ensuring that all employees employees in operational roles. This condition also influences
are treated fairly, and without discrimination based on the overall gender composition across the organization.
ethnicity, religion, race, social background, gender, or
physical condition, as well as equal opportunities for At the highest leadership level, AKR demonstrates a strong
career development, competency enhancement, and commitment to gender diversity. As of 31 December
performance evaluation being provided based on capability 2025, women represent 43% of the Company’s Board of
and contribution. Implementing this principle supports an Directors. This reflects the application of equal opportunity
inclusive working environment and aligns with the Company’s principles in the appointment of strategic positions based
sustainability commitment. on competence, experience, and performance, while
also strengthening the quality of decision-making at the
In 2025, the gender composition at each management level corporate level.
consisted of 77% men and 23% women. Meanwhile, at the
lower management to non-managerial level, the proportion of AKR continues to ensure that all positions, including
female employees was recorded at 18%. leadership roles, remain open to individuals with appropriate
qualifications, in line with business needs and merit-based
The nature of AKR’s business in logistics and supply chain— principles, as reflected in the employee and management
covering terminal operations, distribution fleets, and activities composition table below. [GRI 202–2]
with high physical demands and safety requirements—
Gender Diversity by Position Level
2025 2024 2023
Position
Male Female Male Female Male Female
Board of
3 - 3 - 3 -
Commissioners
Board of Directors 4 3 4 3 4 3
Commissioner-
8 - 5 - 7 -
Level Executives
Director-Level
21 3 19 4 20 5
Executives
General Manager-
54 18 57 15 50 9
Senior Manager
Manager 99 32 103 27 102 35
Assistant Manager 121 34 122 36 109 39
Supervisor – Staf 651 176 633 170 995 294
Operator 1,217 30 1,207 44 1,103 35
Sustainability Report 2025
Page 125
123
Age Group Diversity by Position / Level
2025 2024 2023
Position
<30 30-50 >50 <30 30-50 >50 <30 30-50 >50
Board of
Our People
- - 3 - - 3 - - 3
Commissioners
Board of
- - 7 - - 7 - - 7
Directors
Commissioner-
Level - 4 4 - 1 3 - 3 4
Executives
Director-Level
- 4 20 - 9 17 - 10 15
Executives
General
Manager- 1 39 32 - 40 30 - 29 26
Senior Manager
Manager 2 93 36 4 94 32 - 118 23
Assistant
9 128 18 15 123 20 9 121 18
Manager 77%
Supervisor –
178 594 55 194 564 48 633 614 42
Staf
Operator 288 843 116 284 845 119 242 775 121
Percentage of Women in Middle and Senior Management Positions in 2025
23%
77%
Men Women
APR: Promoting Inclusion, Equality,
and Empowerment for Sustainable
Growth
Through APR, AKR continued to strengthen its commitment In parallel, the Company is developing empowerment
to an inclusive and sustainable work environment throughout programs for persons with disabilities by fostering
2025. The initiative focuses on expanding employment an adaptive and inclusive work environment, and
opportunities for local communities, empowering persons ensuring equal access to skills development and
with disabilities, and advancing gender equality in career career advancement. In terms of gender equality, AKR
development. Through a local hiring approach, AKR continues to promote women’s participation across
prioritizes recruitment from surrounding communities, various functions and ensures competency-based career
including across the bp-AKR retail network. This approach development, free from gender bias. These efforts align
broadens economic access while supporting operational with the Company’s sustainability commitments and the
efficiency and reducing the environmental impact of Sustainable Development Goals (SDGs), supporting a fair,
workforce mobility. inclusive, and competitive workplace.
Sustainability Report 2025
Page 126
124
JTT: Empowering the Deaf refreshments, and coffee workshops in collaboration with
SUNYI Academy. Through this initiative, JTT strengthens
Community through Collaboration social inclusion while empowering the deaf community to
with SUNYI actively participate in economic activities and contribute
to a more inclusive workplace.
JTT supports the expansion of inclusive employment
opportunities for persons with hearing disabilities through
collaboration with the SUNYI community. The initiative
began with awareness-building efforts, including the
participation of SUNYI Market in office bazaars, providing
a platform for the community to showcase products and
expand market access. This marks an initial step in fostering
broader understanding and acceptance of diversity in the
workplace.
As part of its implementation, JTT also conducts educational
and empowerment programs, including sign language
learning sessions (covering basic letters and conversations),
the introduction of the SUNYI Café concept for meeting
Remuneration Ratio by Gender [GRI 405-2]
In determining remuneration, the principle of equality is applied by AKR and its subsidiaries without distinction based on
gender, with an equal and fair ratio of 1:1. The level of remuneration is determined through a structured process that considers
competencies, experience, performance achievements, and any responsibilities assigned.
Incidents of Discrimination and Corrective Actions Taken [GRI 406-1]
AKR fosters a professional and non-discriminatory All reports are handled independently, with the confidentiality
working environment through the implementation of a of the whistleblower strictly maintained, and are processed
structured reporting mechanism. The Company provides a in accordance with internal procedures and applicable
Whistleblowing System as an official channel to report alleged regulations to ensure accountability and organizational
violations, fraud, or actions that are inconsistent with the code integrity. Throughout 2025, AKR recorded no incidents of
of conduct and company policies. discrimination in the workplace and remains committed to
upholding principles of fairness and inclusivity.
Employee Training
and Development
[OJK F.22]
Employee competencies align with business needs and 1. Ensuring a balance between productivity and
industry dynamics through the management of structured investment in human capital development.
training and development programs that have been 2. Prioritizing opportunities for internal employees to grow
systematically designed to enable employees to enhance and assume higher positions without regard to gender,
their capabilities and performance. An equitable, inclusive, origin, race, ethnicity, or religion.
and talent-focused working environment is fostered by AKR, 3. Complying with all applicable labor regulations,
supporting the strengthening of internal capabilities and including competency certification and mandatory
equal opportunities to participate in training and development training requirements.
provided to all employees. 4. Preparing succession to support the Company’s long-
term sustainability.
The policies implemented by AKR to promote human 5. Building a positive working environment.
resources development include:
Sustainability Report 2025
Page 127
125
AKR’s Participation downstream oil and gas transformation, workforce
upskilling, and the strengthening of Safety, Health, and
in the Human Capital Summit 2025 Environment (SHE) culture.
AKR participated in the Human Capital Summit (HCS)
Our People
2025, held on June 3–4, 2025, at the Jakarta International
Convention Center (JICC). The event, themed “Accelerating
Workforce Transformation for Downstream Growth and
Energy Security towards Energy Transition in Indonesia,”
brought together more than 4,000 participants from
government, the energy industry, academia, and
international partners.
Through this participation, AKR reaffirmed its commitment
to developing a workforce that is adaptive to the evolving
needs of the energy sector, particularly in supporting the
transition toward Net Zero Emissions (NZE) 2060. AKR also
took part in exhibitions and panel discussions covering
Total Training Hours
Regular training programs are conducted by AKR to enhance employee competencies and support career development. These
training initiatives are also intended to strengthen motivation, loyalty, and performance over time. In 2025, the total training hours
delivered amounted to 23,014.5 hours, as detailed in the following table:
Total Training Hours by Gender [SEOJK F.22][GRI 404-1]
2025 2024 2023
Description
Male Female Total Male Female Total Male Female Total
Total Training
20,400.5 2,614 23,014.5 23,285 2,561 25,846 40,355.9 10,855.3 51,211.2
Hours
Average Training Hours by Gender
Description 2025 2024 2023
Male 9.41 10.69 16.82
Female 8.83 8.57 25.89
Average Training Hours by Position Level
Average Training Hours
Description Total Training Hours Number of Employees
in 2025
President Director – Director 59 31 1.90
General Manager - Senior
150 72 2.08
Manager
Manager 2,684 131 20.49
Asst Manager 2,596.5 155 16.78
Supervisor 5,501 409 13.45
Staff - Senior Staff 1,870 418 4.47
Operative 10,154 1,247 8.14
Total 23,014.5 2,463 9.34
Note: excluding the Board of Commissioners and commissioner-level positions.
Throughout 2025, efforts to accelerate digitalization across various aspects of work continued through communication,
education, socialization, and the implementation of various internal initiatives and events.
Sustainability Report 2025
Page 128
126
AKR Training Programs [GRI 404-2]
AKR training programs focus on enhancing employee In 2025, several core Learning & Development programs
competencies and aligned with business needs, designed supported the development of competent employees in their
to strengthen effective and efficient work capabilities while duties and responsibilities.
supporting sustained improvements in productivity and
organizational maturity. Training programs implemented within the Company can be
classified into the following categories:
Onboarding Program
The onboarding program is designed as an initial This approach ensures that new employees gain a clear
orientation for all new employees joining the Company. understanding of business processes, workflows,
It aims to provide comprehensive insights into AKR’s Standard Operating Procedures (SOP), and Working
Company Profile, Vision and Mission, the 5K concept, Instructions, allowing them to contribute optimally to the
Corporate Values, as well as key employment policies organization.
and administrative procedures. Through this program,
employees are expected to understand and comply with Throughout the probation period, the Recruitment
applicable regulations while being equipped to identify and Learning & Development Departments conduct
and mitigate potential work-related risks. monthly reviews to monitor employees’ learning progress
against established targets. This process serves to
New employees also participate in an On-the-Job validate both learning achievements and performance
Training (OJT) program, which consists of a structured outcomes based on the defined timeline. Where gaps or
three-month learning period. This program is intended deviations are identified, corrective actions are promptly
to prepare employees to effectively understand their implemented to ensure alignment with the planned
roles and responsibilities, while enabling them to achieve objectives.
the defined KPIs and key targets. The OJT focuses
on essential materials relevant to each role, learning At the end of the probation period, employees are
milestones during the probation period, and expected required to submit a Probation Report, which is evaluated
performance outcomes. by their direct supervisor and management. Together
with the assessment from the Human Resources Division,
The learning targets within the onboarding program are the evaluation results serve as the basis for confirming
systematically designed through mandatory technical employees as permanent staff.
training aligned with the training matrix of each position.
'
Non Technical Training Program
Soft skills training programs support the development 2. Business Skills Training
of fundamental competencies required by individuals in This training is intended for employees at the middle
performing their roles. These soft skills training programs management level and aims to equip participants with
can be classified into several categories, including: the knowledge and skills required to support their roles
1. Transferable Training and functions at work. Requirements for business skills
This program is designed for employees at the training are determined through People Development
middle and lower management levels. Its objective Committee meetings.
is to support individual development plans that
are specifically aligned with employees’ roles Specific training programs included in this category
and responsibilities. The soft skills training covers consist of business acumen, risk management, project
areas such as leadership, problem solving and management, and financial modelling for feasibility
decision making, business presentation skills, time studies.
management, communication, and building effective
interpersonal skills.
Sustainability Report 2025
Page 129
127
'
Technical Training Program
This program consists of mandatory technical training for and Determining Control, and Incident Investigation.
Our People
employees working in operational functions. The list of In addition, land transportation modules, including
training programs is set out in a Training Matrix developed Truck Knowledge, Material Safety Data Sheet, Loading
from a Training Needs Analysis for each job role within the Unloading, and Defensive Driving Course, form part of the
Company. technical training curriculum for Land Transport personnel.
The training program is updated every one to two years
The objective of this technical training is to equip with current and relevant content to ensure employees
participants with operational technical knowledge and are aligned with Standard Operating Procedures (SOP)
skills in areas such as tank terminal operations, warehouse and Working Instructions.
management, land transport, retail operations,
distribution planning, and Safety, Health and Environment Within the technical training program, the Company also
(SHE). The training is delivered by competent internal collaborates with training institutions and Professional
instructors with relevant expertise. Certification Bodies (LSP) to deliver training and
certification programs. Certificates obtained from
Technical training included in the training matrix includes external training are issued by authorized institutions,
Safety & Operational Tank Terminal, Safety & Operational including the Ministry of Transportation (land and
Warehouse, Retail Operations, Permit to Work, Lock maritime) and the National Professional Certification
Out Tag Out, Hazard Identification Risk Assessment Agency (BNSP). These certifications ensure personnel
meet nationally recognized competency standards.
Through a comprehensive and continuous training program, the Company ensures that employees develop capabilities aligned
with business needs and evolving industry demands. This commitment is implemented through the development of technical
competencies, enhancement of non-technical skills, and strengthening of leadership
Training
2.39
investment for
AKR Holding
2.39 employees
1.62
1.45
Rp Billion (in billions of rupiah)
Investment in education and training programs
during 2025 at the AKR parent company
2023 2024 2025
The Company and its subsidiaries implement structured ensuring alignment with competency development priorities.
training policies for both executives and employees. Training AKR and its subsidiaries deliver training through both external
programs are designed to enhance technical (hard skills) and providers and in-house programs, including fire safety, HSSE,
behavioral technical skill. Programs are tailored based on site training, Mandarin, and other relevant areas.
performance evaluation outcomes and organizational needs,
Sustainability Report 2025
Page 130
128
Employee Performance Evaluation [GRI 404-3]
AKR implements a structured performance appraisal system monitoring by supervisors, assessing the achievement of
as part of its transparent, performance-based human capital defined work targets. Employees under probation, contract
management. Evaluations are conducted periodically based arrangements, or temporary assignments are also subject
on established Key Performance Indicators (KPIs), with results to regular evaluations. At the directorate level, performance
serving as the basis for performance-based compensation, reviews are carried out based on overall business performance
competency development, succession planning, and across respective divisions and departments.
retention. This process is applied consistently across all
employees of the Company and its subsidiaries. Performance The following outlines the Employee Performance Evaluation
evaluations are conducted twice a year through scheduled process implemented within the Company:
Determination of Performance Performance
Work Targets (KPI) Monitoring Evaluation
All employees are required Supervisors monitor subordinate These assessments form the
to understand their Individual performance on a regular basis basis for employee performance
Performance Targets, covering to assess achievement against evaluation and subsequent
performance, competencies, and established KPIs. processing by HR.
other assigned priorities.
Percentage of Employees Receiving Regular Performance and Career Development Reviews by Gender
[GRI F.22][GRI 404-3]
Description 2025 2024 2023
Male 100% 100% 100%
Female 100% 100% 100%
Percentage of Employees Receiving Regular Performance and Career Development Reviews by Position Level
[GRI 404-3]
Description 2025 2024 2023
Director 100% 100% 100%
General Manager 100% 100% 100%
Senior Manager 100% 100% 100%
Manager 100% 100% 100%
Assistant Manager 100% 100% 100%
Supervisor 100% 100% 100%
Staff 100% 100% 100%
Operative 100% 100% 100%
Sustainability Report 2025
Page 131
129
Our People
Sustainability Report 2025
Page 132
05 Our Communities
Page 133
Page 134
132
AKR integrates business growth with social responsibility
as part of its long-term strategy. This approach enables the
creation of balanced value for shareholders, society, and the
environment in a holistic and sustainable manner.
Sustainable Social Responsibility
& Community Development
AKR integrates social responsibility into its sustainability and program design, ensuring the relevance, effectiveness,
strategy, aligned with the Sustainable Development Goals and sustainability of initiatives across AKR’s operational areas.
(SDGs). This approach ensures that business growth [GRI 413-2]
progresses alongside the creation of measurable and
sustainable social value for surrounding communities, Furthermore, AKR is committed to empowering communities
delivered through programs that build long-term capacity and surrounding its operational areas through various welfare
self-reliance. improvement programs, building harmonious relationships
and forging productive partnerships with local communities
In its implementation, the Company applies a structured to deliver more effective, efficient, and sustainable social
approach to identify, mitigate, and manage potential social programs, while engaging stakeholders in a transparent and
impacts arising from its operations. Communities are actively participatory manner.
engaged in Social Impact Assessments, AMDAL processes,
Proactive Support for the Needs of Communities in Operational Areas
13 Branches
19 Sea and River Ports
Medan Pontianak
Buntok Manado-Bitung
Palembang
Palaran
Morowali
Stagen
Jakarta-Priok
Lampung Banjarmasin
Ciwandan
Bandung
Semarang Surabaya
Bali
Sustainability Report 2025
Page 135
133
Creating a Multiplier Effect through Our Operations and Business [GRI 203-2]
As part of its long-term commitment, AKR focuses on creating the energy and logistics sectors, while upholding principles
sustainable value for stakeholders through integrated of governance and business certainty that strengthen
operations that are aligned with the policies of the Indonesian sustainable economic contributions while maintaining long-
government. The Company's role as a strategic partner is term business stability and resilience.
reflected in its support for national programs relevant to
Our Communities
Multiplier Effect Sosial dari Bisnis AKR
Improvement in Increase in direct The presence of The existence Enhancement
regional and national and indirect anchor tenants of an integrated of industrial
economic growth employment supports the growth industrial estate competitiveness in
of downstream (industrial estate the global market
industrial and port within a
ecosystems single location)
contributes
to significant
reductions in
logistics costs
Cumulative Achievements until 2025
Investment Workforce
Rp 111.5 Trillion 43,257 People
Achievements in 2025
Socio-Economic Impact of Gresik Regency
79.69 5.47% 5 year KEK Gresik
Human Development Unemployment Improvements in An emerging industrial hub
Index (HDI) – 2025 Rate – 2025 education quality, supporting downstream
healthcare access, development,
from 8.00% and community strengthening the
from 77.30 national supply chain, and
over the past purchasing power
in 2021 creating employment
five years
opportunities.
Sustainability Report 2025
Page 136
134
JIIPE Receives the 2025 Investment recorded realized investment exceeding Rp 87 trillion as
of the first quarter of 2025, including foreign investment
Award in the Domestic Investment commitments amounting to Rp 10 trillion.
(PMDN) Category
JIIPE serves as a strategic logistics hub that strengthens
the industrial competitiveness of East Java, and substantial
The East Java Provincial Government presented the investments have created thousands of jobs, strengthened
Investment Award 2025 to business actors demonstrating local supply chains, and generated a significant multiplier
outstanding achievements in investment. In the Domestic effect on the economy of East Java along with national
Investment (PMDN) category, PT Berkah Kawasan Manyar economic contributions.
Sejahtera (JIIPE SEZ) was awarded second place. As a
Technology and Manufacturing Special Economic Zone
(SEZ) covering approximately 3,000 hectares, JIIPE has
Investing in Industrial Development Facilities for Indonesia’s Economic Progress
[GRI 203-1]
To strengthen national industrial competitiveness, industrial JIIPE development aligns with the government’s policy
estate and port facilities have been designed to support direction to enhance industrial competitiveness and
logistics efficiency and create employment on a significant strengthen the national logistics structure. The integration
scale. AKR, through its subsidiary PT Usaha Era Pratama of the industrial estate and port within a single ecosystem
Nusantara, collaborates with PT Berlian Jasa Terminal provides cost advantages and supply reliability, while also
Indonesia, a subsidiary of PELINDO, in developing the Java strengthening Indonesia’s position within regional and global
Integrated Industrial and Port Estate Special Economic Zone supply chains in a sustainable manner.
in Manyar, Gresik, East Java.
JIIPE: : A Hub for Indonesia’s Precious As part of a National Strategic Project (PSN), the PMR
adopts environmentally friendly technologies, supports the
Metal Downstreaming Industry transition toward green energy, and opens opportunities
for global investment, with JIIPE projected to become
The President of the Republic of Indonesia, Prabowo the largest precious metals industrial hub in Southeast
Subianto, inaugurated JIIPE’s Precious Metal Refinery (PMR) Asia, strengthening Indonesia’s competitiveness in the
of PT Freeport Indonesia, marking a strategic milestone international market.
in the national mineral downstreaming program that
strengthens the mining industry value chain and supports This inauguration marks a historic occasion in the
Indonesia’s economic self-reliance. management of Indonesia’s natural resources,
demonstrating the synergy between the government,
The facility utilizes the world’s largest hydrometallurgy PTFI, ANTAM, and JIIPE in contributing to national economic
technology and is capable of processing anode slime growth and community welfare.
into internationally certified gold and silver. The refinery
significantly increases the value of minerals that were
previously exported in raw form.
Involving PT Aneka Tambang Tbk (ANTAM) as a strategic
partner, JIIPE has become the only industrial estate
in Indonesia with an integrated precious metals
downstreaming ecosystem. Positive impacts include
increased mineral value added through domestic
processing, thousands of jobs for local communities,
improved Regional Original Revenue (PAD) for the Gresik
Regency, and the development of downstream industries
based on precious metals for both domestic and export
markets.
Sustainability Report 2025
Page 137
135
JIIPE’s Role in Supporting Local Through synergy between the regional government, estate
management, and business actors, JIIPE aims to ensure that
Workforce Absorption in Gresik it provides tangible benefits for the welfare of the people of
Gresik while also contributing to local workforce absorption
Our Communities
within the estate.
Aligned with efforts to foster inclusive and sustainable
economic growth for surrounding communities, JIIPE
continues to demonstrate its commitment to supporting
the Gresik Regency government’s policy to promote the
employment of local workers within the industrial estate.
During the launch of the inaugural export of PT Xinyi Glass
Indonesia on Tuesday, 18 March 2025, the Vice Regent
of Gresik, Asluchul Alif, emphasized the important role
of industries within JIIPE in optimizing the absorption of
local labor.
Creating Employment Opportunities and Promoting Local Recruitment [GRI 202-2]
AKR’s recruitment policy ensures equal opportunities for This supports the sustainability of social relations, strengthens
qualified candidates without discrimination with selection operational stability, promotes the creation of an inclusive
conducted objectively and based on competence to ensure and diverse work environment, and is expected to contribute
alignment with business needs and integrity standards. meaningfully to regional development, improve community
welfare, and support the sustainability of the Company's
For social responsibility approach and the strengthening of business. Recruiting employees from surrounding
relationships with local stakeholders, the Company focuses communities also brings several added values, including:
on candidates from the primary operational areas (Ring-1),
provided that they meet the established requirements.
Understanding of Local Culture Cost Efficiency
Employees from local communities have a better Local recruitment can be more cost-efficient
understanding of local culture, customs, and compared to recruiting from outside the community.
traditions. They can help the Company navigate the Transportation and accommodation costs during
local business environment, build relationships with the recruitment process can be eliminated. As a
local stakeholders, and communicate effectively result, recruitment and relocation expenses can be
with local customers. significantly reduced.
Strong Retention Increased Diversity and Inclusion
Employees from local communities are more likely to Local recruitment can help AKR create a more diverse
remain with the Company for the long term because and inclusive workforce, enabling the Company
they have strong ties to the community. In turn, to gain perspectives and understanding of local
employee turnover rates tend to be lower. wisdom, which can lead to greater innovation and
creativity.
Positive Impact on the Local Economy
Local recruitment can have a positive impact on the
local economy. It creates employment opportunities
for individuals in the community, helping to reduce
unemployment and encourage regional economic
growth.
Sustainability Report 2025
Page 138
136
AKR Holding: Local Talent as a Driver This approach contributes to long-term value creation,
both from business and social perspectives. Local
of Operational Performance workforce participation supports operational stability,
reduces potential social risks, and strengthens the
Company’s social license to operate.
AKR Holding recorded that 62% of its workforce consists of
local residents from areas surrounding its core operations. This Local Hires - AKR only
reflects the Company’s commitment to strengthening human
capital by empowering local talent as part of a sustainable
workforce strategy. By prioritizing local recruitment within
key operational entities, the Company enhances operational 62%
effectiveness through a stronger understanding of local social
and geographical dynamics, while reinforcing relationships 38%
with surrounding communities.
Local hires Non-Local hires
APR: Hiring Local Talent to Support
Operations
As part of its energy retail network expansion, APR contributed This contribution creates meaningful value for
to job creation by employing 637 local residents to support stakeholders, particularly by strengthening the social
gas station operations. The involvement of local workers, impact of business expansion. Local hiring helps mitigate
including through operational partnership schemes, ensures social risks, increase community acceptance, and
smooth service delivery across locations while strengthening support operational sustainability at the community level.
ties with surrounding communities. This approach supports It also contributes to workforce capability development
consistent service standards and enhances operational in the energy retail sector, reinforcing the foundation for
efficiency through a workforce that understands the local APR’s long-term growth.
context.
Sustainability Report 2025
Page 139
137
Engaging
Local Suppliers
[GRI 204-1]
Our Communities
Suppliers are integral to the Company's business structure and
operational sustainability. Therefore, supplier partnerships
must meet the defined standards of quality, compliance, and
reliability. 60.81%
AKR defines local suppliers as business partners domiciled in Average TKDN value of B40 products in 2025,
Indonesia, particularly in areas surrounding the Company's exceeding the TKDN target.
operational locations. Use of local suppliers strengthens the
supply chain and supports the Domestic Component Level
(TKDN), contributing to economic activity in operational areas.
By engaging local suppliers, AKR reinforces its sustainability
commitment through the utilization of domestic products and
services, while also creating positive economic impacts for
surrounding communities. As part of its sustainability strategy,
AKR aims to achieve a minimum of 30% TKDN in B40 products,
supporting national industry, strengthening domestic
supply chains, and promoting the welfare of communities
surrounding its operational areas.
Sustainability Report 2025
Page 140
138
Operational Impacts on Local Communities [SEOJK F.23] [SEOJK F.24] [GRI 413-1] [GRI 413-2]
AKR maintains safe and controlled operational standards To maintain constructive relationships with communities, AKR
to minimize potential impacts on surrounding communities provides direct communication channels to receive reports,
and the environment, controlling risks related to air pollution, feedback, and complaints. With none received in 2025, this
noise, fire, and other potential operational hazards through highlights the effectiveness of AKR’s approach in sustainably
structured procedures and monitoring systems. managing social and environmental impacts.
Each project and operational activity is preceded by a
comprehensive impact assessment to identify and mitigate
risks at an early stage with relevant activities supported by
Environmental Impact Assessment (AMDAL) documents for
regulatory compliance and AKR’s commitment to responsibly
managing environmental and social aspects.
Greening the Earth: AKR Plants
Mangrove Trees on World
Environment Day
Mangroves play a crucial role in protecting coastlines
against abrasion, absorb carbon emissions, and are habitats
for various marine species, making their presence highly
strategic for maintaining coastal environmental balance.
As a tangible commitment to preserving these coastal
ecosystems and strengthening environmental resilience
within operational areas, in commemoration of World
Environment Day 2025, AKR, together with Pelindo, the
Indonesian Navy (TNI AL), the Pulau Laut Baru Police Sector,
SMKN 2 Kotabaru, SMAN 2 Kotabaru, and Poltek Kotabaru,
planted 1,000 mangrove seedlings at the jetty area of AKR
– Stagen on 17 June 2025.
Attended by 200 participants, AKR reaffirmed its
commitment to fostering environmental awareness,
strengthening synergy with communities, and building a
more sustainable future for the next generation with an
activity that included employees, students, university
students, and other stakeholders, and preceded by an
Occupational Health, Safety, and Environment (OHSE)
competition.
AKR Distributes 1,000
Compost Bags in Banjarmasin
In response to the waste management situation requiring help the community manage domestic waste while also
an immediate solution in the City of Banjarmasin and as supporting waste sorting education programs implemented
part of its commitment to environmental stewardship, AKR by the Environmental Agency.
distributed 1,000 compost bags to the Banjarmasin City
government on Thursday, 15 May 2025. The Mayor of Banjarmasin expressed appreciation to AKR
for its environmental concern and hoped that CSR initiatives
The handover ceremony was attended by the Head of such as this would serve as an example for other companies.
Branch of AKR Banjarmasin together with the Mayor
of Banjarmasin and the Head of the Banjarmasin City
Environmental Agency. The assistance is expected to
Sustainability Report 2025
Page 141
139
CSR Program Management [GRI 3-3]
In operational areas, CSR programs are part of a commitment To ensure that program benefits can be measured, periodic
to social sustainability where they are based on needs and evaluations cover the planning stage, implementation,
involve local communities from identification through to achievement of targets, and the long-term impacts
implementation to ensure relevance, effectiveness, and a experienced by the community.
measurable impact.
Our Communities
A direct field-based approach when planning ensures an
objective understanding of the priority needs. The Company
then works together with the community to determine
programs in a focused manner so that resource allocation can
deliver the most significant and sustainable benefits.
AKR CSR Pillars [SEOJK F.25]
AKR focuses its CSR programs on three main pillars: Improving community quality of life while expanding the
1. Education positive impact of sustainability in operational areas, AKR also
2. Health conducts other CSR initiatives covering social and religious
3. Community Development activities, as well as support for the development of public
facilities and infrastructure.
Education Health Community
Pillar: Pillar: Development:
One of the most important efforts AKR is committed to supporting Supporting the Improvement
in improving community welfare is improvements in access to and the of Welfare for Surrounding
through education. However, not quality of healthcare services for Communities
all regions have adequate, quality surrounding communities. Through
educational standards. Therefore, sustainable health programs, the Community development and
AKR is committed to supporting Company provides basic health empowerment programs in
improvements in education quality, services, conducts health education operational locations create
particularly in operational areas initiatives, and implements disease positive social impacts, build a more
located in remote regions. prevention programs to increase empowered community ecosystem,
awareness of healthy lifestyles. and support the sustainable
In collaboration with schools to improvement of community welfare.
ensure that the assistance is well AKR also strengthens local health
targeted, AKR provides scholarship infrastructure through various
programs for high-achieving initiatives that have sustainable
students from underprivileged impacts on community welfare and
families. In addition, for employees’ inclusive social development.
children who achieve top academic
rankings, namely ranks 1 (one) to 5
(five), AKR provides an education
scholarship for 1 (one) year to
encourage continued learning.
Implementation of Corporate Social Responsibility Programs [SEOJK F.25] [GRI 413-2]
Designed as reciprocal relationships that provide tangible Various annual CSR programs have become part of the
benefits to communities, particularly in the fields of education, Company's agenda, including:
health, environment, and social welfare, AKR innovations in
CSR programs deliver solutions that are more effective and
sustainable.
Sustainability Report 2025
Page 142
140
1. Education scholarships for employees’ children In addition to ongoing CSR commitments, several new
2. Donation of sacrificial animals during the religious programs for AKR and its subsidiaries have also been initiated,
celebration of Eid al-Adha some of which are in response to urgent community needs.
3. Collaboration with local governments in environmental The following CSR programs were implemented 2025:
conservation efforts
4. Financial support for social community activities
5. Basic food assistance for communities affected by natural
disasters and economically disadvantaged communities
6. Support for the development of community facilities
7. Blood donation activities
Education
AKR continued its annual scholarship program for high- Reflecting AKR’s commitment to supporting the development
achieving employees’ children in 2025 as part of its support of youth competencies while strengthening its contribution to
for improving education quality. In addition, the Safety Goes social development, at BKMS, CSR initiatives in the education
to School program provided Defensive Driving education to sector support the SNB Industrial Literacy Team in preparing
students in Kotabaru, aiming to instill safety awareness from students from Islamic boarding schools to meet the needs of
an early age. the industrial sector.
Building a Brighter Future:
AKR Scholarship Program for Employees’ Children
While it serves as a tangible demonstration of the increased by nearly 18% compared to 2024. Nationally, a total
Company's commitment to supporting the education of the of 278 children of AKR employees and 22 children from AKR
next generation, the AKR Scholarship Program has become Land successfully passed the selection process.
one of the most anticipated benefits for employees. Each
year, hundreds of high-achieving children benefit from the Beyond the numbers, this increase highlights that AKR not
program and this year, the number of scholarship recipients only focuses on business growth but also upholds its social
responsibility in building a brighter future for the extended
AKR family.
Mr. Eko, father of Shanum Zunaira Mr. Julian, father of Maleeka Hanna, Mr. Sandi Saputra, father of Azzam
Anjani, a first-time recipient of the a three-time recipient of the AKR Praditya, a two-time recipient of the
AKR Scholarship. Scholarship. AKR Scholarship.
“This scholarship serves as motivation “This scholarship greatly helps “Azzam has received the scholarship
for our child to continue achieving. ease education costs, especially twice. Alhamdulillah, the support
The funds that were previously with the annual increase in tuition from AKR has been very beneficial
allocated for tuition fees can now fees. It is hoped that my child will in supporting educational needs,
be used to support extracurricular continue to achieve strong academic particularly for the purchase of school
activities and tutoring. Currently, my performance so the scholarship can supplies. Thank you to AKR for the
child enjoys painting, and we have be maintained through university.” support.”
enrolled them in art lessons to help
develop their talent.”
Sustainability Report 2025
Page 143
141
Health
In 2025, AKR continued its blood donation program as part services in surrounding communities. Meanwhile, at BMS,
of its commitment to public health and served as a sponsor the Company participated as a sponsor in the 2025 National
in the organization of a sports week, aimed at encouraging Occupational Safety and Health Month (Bulan K3) activities
Our Communities
healthy lifestyles and strengthening togetherness. organized by DK3P East Java, as a form of support for the
implementation of occupational safety and health standards.
At JTT, CSR activities focused on the implementation of
community health post (posyandu) programs for toddlers
and the elderly as an effort to improve basic healthcare
Supporting the Indonesian Red
Cross (PMI), AKR Holds Another
Blood Donation Program
Held at the Jakarta Head Office on Thursday, 13 March
2025, with employees ranging from staff to management,
AKR once again organized a Blood Donation Program in
collaboration with the Indonesian Red Cross (PMI). The
donation process was conducted through strict screening
by PMI to ensure the quality and safety of the donated
blood, with 44 individuals meeting the requirements.
Through this activity, AKR reaffirms its commitment to
supporting public health while also strengthening solidarity
within the workplace.
Caring for Others:
AKR Holds Another Blood Donation
Program with PMI
AKR collaborated once more with the Indonesian Red Cross
(PMI) to organize a blood donation activity at the Head Office
in September 2025. Of the 75 employees who registered
as volunteers, after undergoing health screening including
blood pressure and Haemoglobin (HB) level checks, a total
of 51 individuals were declared eligible to donate blood.
AKR Holds Blood Donation
Activity at Tank Terminal Bitung
The blood donation at the Tank Terminal Bitung in Manado, in
collaboration with the Indonesian Red Cross (PMI) of Bitung
City, was attended by employees and security personnel.
Sustainability Report 2025
Page 144
142
JTT Cares
for the Health of Toddlers and the Elderly
Elderly Posyandu: Toddler Posyandu:
Blood Measurement Cartridge Supplementary Feeding (PMT)
JTT initiated a Pos Pelayanan Terpadu (Posyandu) program JTT Posyandu activities for toddlers support children’s
four times within the year, from February to September health from an early age. In 2024, the program ran three
2025, specifically for the elderly to include Blood times, focusing on stunting prevention through health
Measurement Cartridge activities as part of preventive monitoring and ensuring adequate nutritional intake.
health services.
JTT distributed Supplementary Feeding (PMT) to help meet
nutritional needs, with the initiative expected to increase
community awareness of the importance of balanced
nutrition for children’s growth.
Inclusive Early Childhood Education (PAUD)
– Kids Club Priok: Monthly Cleaning Service
JTT provided support to PAUD Inklusi – Kids Club Priok
through a monthly cleaning service program that ran in
October, November, and December 2025, as part of the
Company's commitment to creating a clean, healthy, and
comfortable learning environment for children.
Through this initiative, a thorough cleaning was carried
out in classrooms, on floors, windows, and learning
equipment to ensure that educational facilities remain
Community Facility Support:
well-maintained. In addition, JTT provided support through
Provision of Iron Cabinet (ex Project P2A)
additional sensory tools for children with special needs, to
facilitate a more inclusive and adaptive learning process. In December 2025, JTT provided an iron cabinet for
This initiative is expected to support a more optimal documentation needs related to ex Project P2A, forming
learning process and create a safe, hygienic, and child- part of the Company’s contribution to administrative
friendly educational environment. facilities and document storage for the community.
Sustainability Report 2025
Page 145
143
Community Development
In supporting social and economic growth, various AKR also developed several programs for urgent needs,
community empowerment programs in 2025 focused on particularly in emergency situations such as natural disasters
enhancing the skills and capacities of local communities to reflecting a commitment to be a responsible partner
Our Communities
become more independent and competitive. that actively contributes to the welfare of surrounding
communities.
AKR’s Commitment to Communities
Surrounding Its Operational Areas
AKR Provides Assistance to Flood-Affected Appreciation for Sanitation Workers: AKR Distributes
Communities in Pekalongan 100 Basic Food Packages
AKR’s CSR program for residents affected by flooding in Reaffirms a commitment to supporting community welfare
Panjang District, Bandar Lampung saw 500 basic food and strengthening the important role of sanitation workers,
packages distributed, each containing five kilograms AKR’s CSR program distributed 100 basic food packages
of rice, five cartons of instant noodles, and one can of to Kotabaru Regency Environmental Agency (DLH)
sardines. Reaffirming a commitment to supporting social sanitation workers as a form of appreciation for serving on
sustainability and easing the burden of communities within the frontline maintaining environmental cleanliness.
operational areas, the handover ceremony was attended
by the Head of Panjang District, the Heads of Panjang
Utara and Pidada Subdistricts, neighborhood leaders,
local RT representatives, Babinsa officers, and community
representatives.
Solidarity in Times of Disaster: AKR Supports Employees Driver Safety Education for Young Drivers
Affected by Flooding
As part of its commitment to road safety and traffic
In supporting the welfare of employees and communities discipline, AKR Stagen, in collaboration with Pelindo and
surrounding its operational areas, Head of Retail Kotabaru Polytechnic, conducted a driving safety seminar
Operations Semarang, Mr. Kiswantoro, handed over AKR at Kotabaru Polytechnic.
food assistance to employees of Mitra SPBN Jambean
who were affected by flooding following the collapse of The initiative aims to equip young drivers with the
the Sengkarang River embankment in Pekalongan due to knowledge and awareness to drive safely, responsibly,
heavy rainfall and increased river water levels. and in compliance with traffic regulations. Through
this collaboration, the Company reinforces its role in
promoting transportation safety while strengthening
awareness among the younger generation on the
importance of disciplined driving practices.
Sustainability Report 2025
Page 146
144
Sharing for Humanity and Social Responsibility
Through its AKR DPR program, AKR provides humanitarian support to disaster-affected communities and frontline public
service personnel. Assistance includes aid for communities in Sumatra, as well as support for firefighters and rescue teams,
along with regular food distribution for communities around operational areas. This reflects the Company’s commitment to
delivering meaningful and sustained social impact.
Social and Community Activities and Commemorative Community Skills Development: Fish Farming Training
Events
AKR conducted a youth-focused fish farming training
AKR actively supports community-based social and program in Banjarmasin in collaboration with the
religious activities as part of its commitment to social Department of Food Security, Agriculture, and Fisheries
cohesion. Throughout 2025, the Company contributed (DKP3). The program aims to strengthen technical skills
to religious events such as Isra Miraj, supported religious while encouraging the development of fisheries-based
institutions, and renovated places of worship in West businesses. It also creates new economic opportunities
Bandung. AKR also participated in community events, for local communities, particularly youth, supporting long-
including Independence Day celebrations and other local term well-being and economic self-reliance.
initiatives. On major religious holidays, the Company
distributed Eid al-Fitr food packages in Pontianak and
Mempawah, as well as sacrificial animals across various
operational regions for Eid al-Adha.
Community-Based Waste Management Through Coastal Ecosystem Conservation Through Mangrove
Compost Bag Distribution Planting
AKR works with local communities in Banjarmasin to To mark World Environment Day, AKR conducted a
distribute compost bags as part of its environmental mangrove planting initiative in Kotabaru in collaboration
sustainability efforts. The initiative encourages households with various stakeholders. The program supports coastal
to manage organic waste independently through simple conservation efforts, enhancing biodiversity and helping
composting practices. Beyond reducing household protect against coastal erosion. The initiative also engages
waste, the program also promotes greater awareness and employees and local communities, strengthening
participation in maintaining a clean environment, while awareness of the importance of preserving coastal
creating value from organic waste. ecosystems in a sustainable manner.
Sustainability Report 2025
Page 147
145
Community Economic Empowerment through
Entrepreneurship Training
AKR conducted an entrepreneurship training program for
productive low-income residents in Sungai Taib Village,
Kotabaru, on October 6, 2025, as part of its commitment to
community economic empowerment.
Our Communities
The program focuses on building practical business skills,
equipping participants with a basic understanding of
entrepreneurship and the motivation to start and grow their
own businesses. This initiative supports increased productivity
and contributes to long-term economic improvement.
JTT: Promoting the Circular Economy
through the WeConnect 2.0 Program
As part of its sustainability commitment, AKR, through Through this program, participants gain not only technical
JTT, continues the WeConnect 2.0 Program: Community skills in plastic shredding but also an understanding of
Empowerment Through Plastic Recycling for Economic recycling business models and market opportunities.
Independence in 2025. The program covers a full cycle of This approach supports economic self-reliance while
activities, from launch, training, and hands-on sessions with contributing to plastic waste reduction and environmental
professional facilitators, to learning visits to the Kertabumi sustainability.
Recycling Center and Lazuardi Global Utama.
During the implementation phase, plastic shredding and
production activities are ongoing through early 2026, with
progress reaching 53% by the end of 2025. Production
output reached 32 kg in October 2025 (training phase), 50
kg in November 2025, and 22.65 kg in December 2025.
Monitoring and evaluation are conducted continuously,
with overall progress reaching 61% for the October 2025 to
February 2026 period.
AKR Provides Assistance for Flood Disasters
in Aceh, North Sumatra, and West Sumatra
Together with the Ministry of Energy and Mineral Resources
(ESDM) through the National Disaster Management Agency
(BNPB), AKR, distributed assistance to communities affected
by natural disasters in Aceh, North Sumatra, and West
Sumatra. The handover took place at the BNPB National
Logistics Cluster Command Post at Halim Perdanakusuma
Air Force Base, Jakarta and consisted of 15 tons of rice, 2,200
blankets, 2,200 sarongs, and 850 mats. All assistance was
received directly by BNPB for immediate distribution to the
affected areas.
AKR also helped in Tanjung Pura District, Langkat Regency,
North Sumatra five days after the peak of flooding on 28
November 2025 had inundated around 80% of residents’
homes by distributing 44 food packages containing rice,
mineral water, and instant noodles. The assistance was
immediately distributed to residents gathered at the location
and became one of the first forms of aid received directly by
the affected community.
This reflects AKR’s empathy and concern for disaster victims,
while also demonstrating the Company’s commitment to
supporting national disaster response efforts.
Sustainability Report 2025
Page 148
146
Series of Idul Adha Qurban
Activities 1446 H
In collaboration with various institutions and community
groups to commemorate Idul Adha 1446 H, AKR distributed
qurban animals to communities in operational areas across
Indonesia, including:
• Cianjur, in collaboration with the Ministry of Trade
• Tanjung Priok, handed over to Pelindo
• Banjarmasin, together with KPLP Trisakti Port
• Bitung, with the City Government to be distributed
through the Tasmir Board
• Palaran, to Handil Bakti Subdistrict and Nur
A-Sunnah Mosque
• Stagen, through the local Village Head
• Palembang, together with the local neighborhood head
(RT) and surrounding community
The distribution took place from 4 to 8 June 2025, with the
hope of bringing blessings and strengthening relationships
among all members of the community and reflects AKR’s
CSR commitment in its operational areas.
AKR Assists Communities
Affected by Fire
As a demonstration of concern, AKR’s CSR initiative in Kapuk
Muara saw food packages and mineral water distributed
to residents affected by a fire near the AKR site in Kampung
Sawah, RT 17 RW 04, Penjaringan, North Jakarta.
The handover took place on Thursday, 12 June 2025, and was
attended by representatives of the local community as AKR
continued to demonstrate its commitment to CSR programs
while expressing genuine empathy for communities
surrounding its operational areas.
BMS: Growing Together,
Empowering Surrounding Communities
BMS recognizes that communities surrounding operational
areas require continuous attention and support. Fishermen
operating in the waters of the JIIPE Port are encouraged to
enhance their capacity through training programs and the
provision of larger boats, enabling them to sail further toward
the strait estuary. In addition, residents of surrounding
villages also receive capital assistance and training to help
them develop independent businesses.
In 2025, BMS distributed assistance, including business
capital support, funding for the renovation of the fishermen’s
hall, basic food packages, and financial support for mosque
renovation.
Sustainability Report 2025
Page 149
147
Training Program for the Fishermen’s Support for Communities in the Assistance for the Renovation of
Association of Mengare Kramat Three Manyar Villages Public Facilities
Village
The Fishermen’s Association of The Company ensures that the BMS provides financial assistance
Mengare Kramat Village consists presence of the JIIPE Port delivers for the renovation of various public
of approximately 190 fishermen. To both direct and indirect benefits to facilities to support community
support the development of the JIIPE communities in the three villages of welfare. In 2025, several were
Our Communities
Port, BMS provides training programs Manyarejo, Manyarsidomukti, and completed including funding for
and support initiatives to help Manyarsidorukun, collectively known the renovation of Hidayaturrohman
fishermen and their families adapt to as the Three Manyar Villages. Mosque in Banyuwangi Village,
the changing conditions. Manyar.
As part of its social responsibility,
The program includes skills BMS implemented various support
training to open employment programs aimed at improving the
opportunities in the construction welfare of local residents, including
sector and within companies, as the creation of employment.
well as entrepreneurship training to
develop independent businesses as
alternative sources of livelihood.
As an additional form of support, BMS
also provides larger boats that enable
fishermen to sail further toward
the strait estuary, allowing them to
continue their profession with a wider
operational range.
BKMS: Promoting Economic Self-Reliance
and Strengthening Local Communities
BKMS is committed to advancing local economic
development in areas surrounding the Gresik Special
Economic Zone (KEK). The focus includes strengthening
business capacity, enhancing human capital quality, and
providing infrastructure that supports community well-
being. Through various initiatives, BKMS enables local
businesses and communities to participate in the industrial
ecosystem and capture sustainable economic value.
In 2025, BKMS continues to implement programs focused on
SME development, improving community service quality, and
expanding economic support facilities across its operational
areas.
Sustainability Report 2025
Page 150
148
MSME Business Matching and
Establishment of a Metal Industry Hub
BKMS facilitates metal craft MSMEs (iron, steel, and copper)
to improve product standards and workforce capabilities,
enabling them to become suppliers for tenants within the
Gresik Special Economic Zone. The program is delivered
through business matching initiatives, focused group
discussions (FGDs) involving tenants, business operators,
and relevant agencies, as well as on-site mentoring by
experts from the Ministry of Industry.
The program involves 32 MSMEs and employs more than
40 local workers, while supporting the establishment of a
metal industry hub in Menganti Subdistrict, Gresik Regency.
Key outcomes include improved product quality, enhanced
workforce skills, and increased business investment in
production equipment and machinery.
Construction of the Manyarejo Village
Government and Service Building
BKMS supports the improvement of the Manyarejo Village
Government and Service Building as part of its efforts to
enhance public service quality in the Ring-1 area of the Gresik
Special Economic Zone (KEK). The initiative aims to support
sustainable village development while creating a more
representative and comfortable environment for community
services.
Through this program, BKMS contributes to improving service
quality and enhancing community access to public services.
Community Housing
Management Grant
BKMS supports the provision of community housing for The program provides decent and affordable housing for
workers in the Gresik–JIIPE Special Economic Zone through workers while generating economic value for the local
the construction of 12 housing units, with management community through BUMDes-led management. In addition,
subsequently entrusted to the Manyar Sidorukun Village- the presence of communal housing supports local economic
Owned Enterprise (BUMDes). activity by meeting the daily needs of residents.
Sustainability Report 2025
Page 151
149
• Professional Certification: In collaboration with BNSP
JIIPE CARES 2025: Empowering and KADIN, equipping local workers with nationally
Communities, Building the Future recognized competencies
• Support for Local Artisans: Bag-making training with the
Our Communities
Gresik Regency Regional National Crafts Council, and
quality enhancement for copper MSMEs in collaboration
2025 marked a pivotal year in strengthening resilient and with the Gresik Regency Cooperative, Industry, and
empowered communities. This commitment is delivered Trade Office and the Ministry of Industry
through the JIIPE CARES Five-Pillar CSR framework: • Technical Skills Development: Sewing and air
1. Health conditioning (AC) technician training with the Ministry
2. Education, Social, and Religious Affairs of Industry’s Industrial Training Center, supported by
3. Community-Based Economy and Entrepreneurship the distribution of sewing machines and AC servicing
4. Infrastructure equipment to residents and village-owned enterprises
5. Sustainable Environment (BUMDes)
In the health pillar, the Company expanded access to To support environmental sustainability and circular
essential services through the provision of ambulances economy initiatives, the Company also provided pickup
and clean water tanks for surrounding villages, supporting trucks for waste transportation. This enables BUMDes
improved healthcare access and basic living standards. to manage household waste with economic value,
creating additional income opportunities while reducing
In infrastructure, the Company developed a new village environmental impact.
office in Mangunrejo to enhance public service quality.
In Manyarsidorukun Village, a community-managed These integrated initiatives were recognized with an award
boarding facility was established, creating new economic in the “Excellence in Investment Dominance and Strategic
opportunities driven by and for local residents. Downstreaming” category at the Bisnis Indonesia Group
(BIG) 40 Awards 2025.
Beyond physical infrastructure, the Company strengthens
community-based economic development through For us, sustainable industrial growth must create shared
targeted capability-building programs: prosperity. JIIPE CARES continuously moving forward to
empower communities, strengthen local resilience, and
build a more sustainable future together.
Sustainability Report 2025
Page 152
150
Realization of Community Development Funds
CSR program realization in 2025 AKR Trading gross profit allocated to CSR
Rp 32.80 Billion 0.8%
Representing a significant increase (>200%) Increased from 0.3% in 2024, reflecting
compared to the previous year stronger social investment
Graphics of 2025 CSR Program Realization by Category
12%
21% Community Facility Development
7%
Education Support
Healthcare Support
11%
MSME Support
Social, Cultural, and Religious Support
2% 46%
Sponsorship and Others
Throughout 2025, AKR allocated Rp32.80 billion to CSR Allocation was directed toward initiatives with long-term
programs, a significant increase from Rp10.3 billion in 2024. impact, with a focus on education and human capital
This reflects a more structured and strategic approach to development, community infrastructure and facility
social investment, aligned with business priorities, particularly enhancement, and economic empowerment through support
in strengthening stakeholder relationships and supporting for local SMEs. The Company also expanded contributions to
operational sustainability in key regions. social, cultural, and religious programs, as well as community
partnerships through strategic sponsorships.
Company CSR Funds
2025 2024 2023
Rp32,796,009,694 Rp 10,308,383,881 Rp24,197,277,383
CSR Funds of AKR Parent Company
2025 2024 2023
Rp23,319,641,399 Rp 7,877,606,178 Rp11,337,010,470
Sustainability Report 2025
Page 153
151
Our Communities
Sustainability Report 2025
Page 154
06 Our Conduct: Governance, Ethics & Compliance
Page 155
Page 156
154
Corporate governance serves as a fundamental pillar in
ensuring regulatory compliance, accountability in decision-
making, and operational integrity. A well-structured
governance framework supports transparency and
ethical business practices, while safeguarding business
sustainability and driving long-term value creation for
stakeholders.
Governance Structure
and Composition
[GRI 2-9]
The consistent implementation of Good Corporate 6. Indonesian Corporate Governance General Guidelines
Governance (GCG) allows AKR to maintain operational (PUGKI) 2021 issued by the National Committee on
discipline, service quality, and stable business performance. Governance Policy (KNKG);
A clear governance structure and composition support 7. ASEAN Corporate Governance Scorecard (ACGS) issued
effective and measurable decision-making processes by the ASEAN Capital Market Forum (ACMF); and
that strengthen stakeholder trust and the creation of 8. Indonesian Corporate Governance Roadmap issued by the
sustainable value. Financial Services Authority.
AKR’s governance practices are based on the following In accordance with the prevailing provisions, the Company's
regulations and guidelines: governance structure consists of the main organs, namely
1. Law of the Republic of Indonesia No. 40 of 2007 the General Meeting of Shareholders (GMS), the Board of
concerning Limited Liability Companies; Commissioners, and the Board of Directors, with the Board
2. Law of the Republic of Indonesia No. 8 of 1995 concerning of Commissioners and the Board of Directors supported
the Capital Market; by supporting organs, each with clearly defined roles and
3. Financial Services Authority (OJK) Regulation No. 21/ responsibilities in accordance with their respective functions.
POJK.04/2015 concerning the Implementation of
Corporate Governance Guidelines for Public Companies; All governance structures and mechanisms at AKR are
4. OJK Regulation No. 32/POJK.04/2014 concerning the based on the principles of ethical behavior, accountability,
Planning and Implementation of General Meetings of transparency, and sustainability. AKR’s commitment to
Shareholders of Public Companies (POJK 32/2014); these governance practices serves a guiding framework for
5. OJK Regulation No. 33/POJK.04/2014 concerning the operational activities in maintaining performance, supporting
Board of Directors and Board of Commissioners of Issuers sustainable growth, and creating value for stakeholders. More
and Public Companies; detailed information regarding AKR’s governance structure is
presented in the Corporate Governance chapter of the 2025
Annual Report
Selection and Nomination Process for Governance Bodies [GRI 2-10]
The selection and nomination process for governance bodies competencies, and compliance with POJK provisions, which
is based on strict and objective requirements, grounded in are then submitted as recommendations to be decided
the principles of equality and fairness, and ensures that each through the GMS. Members of the Board of Commissioners
selected individual possesses the required competence, and the Board of Directors are appointed based on
integrity, and role suitability, enabling governance functions to qualifications that meet the requirements stipulated in POJK
be carried out effectively in accordance with their respective Regulation No. 33/POJK.04/2014 concerning the Board of
responsibilities. Directors and Board of Commissioners of Issuers or Public
Companies.
Shareholders hold full authority to determine the composition
of the Board of Commissioners and the Board of Directors Strict controls prevent conflicts of interest within the
through the General Meeting of Shareholders (GMS) and in Company, such as the limitation and prohibition of affiliation
accordance with the prevailing laws and regulations. relationships among the Board of Directors, the Board of
Commissioners, and Controlling Shareholders to maintain
The Nomination and Remuneration Committee (NRC) under governance integrity.
the Board of Commissioners subsequently conducts
the selection of candidates based on qualifications,
Sustainability Report 2025
Page 157
155
Chair of the Highest Governing Body [GRI 2-11]
AKR’s governance structure refers to Law No. 40 of 2007 • Board of Directors
concerning Limited Liability Companies, which consists of the The Board of Directors is responsible for managing the
following organs: Company and is supported by the Internal Audit Unit, the
• General Meeting of Shareholders (GMS) Corporate Secretary, and Investor Relations.
As the highest governance organ, the GMS holds ultimate
decision‑making authority, through which shareholders AKR’s governance structure comprises the Board of
exercise their rights and authority over the management of Directors and the Board of Commissioners. The Board of
the Company. Directors serves as the executive body, while the Board of
Our Conduct: Tata Kelola, Etika & Kepatuhan
• Board of Commissioners Commissioners acts as the supervisory organ responsible for
The Board of Commissioners is responsible for supervising overseeing the performance of the Board of Directors. The
the Board of Directors in managing the Company and highest governing body of the Company is chaired by the
is supported by two Committees, namely the Audit President Commissioner, who holds a nonexecutive role, while
Committee and the Nomination and Remuneration the President Director carries out the executive function.
Committee, in the execution of its supervisory functions
GCG Structure
General Meeting of Shareholders
Nomination and Remuneration
Committee
Board of Commissioners
ESG Committee Audit Committee
Board of Directors
Investor Relation Corporate Secretary Internal Audit
AKR ESG Committe
The ESG (Environmental, Social, and Governance) Committee is led by and reports directly to the President Director, a
commitment reflecting the Company’s commitment to managing and integrating sustainability aspects into all business
activities. The Committee is responsible for determining strategy, providing recommendations, coordinating, reporting, and
monitoring the Company’s ESG initiatives. [SEOJK E1]
BOD-BOC
ESG Committee
ESG Task Force
AKR Logistics and Supply Chain bp Joint Ventures,
JIIPE Industrial Estate Ports,
AKR Trading & Distribution Operations, ATI, AST, Including Manufacturing and New
Utilities and Operations
Network & Operations, JTT Initiatives
Sustainability Report 2025
Page 158
156
The ESG Committee and the Management of Sustainability In 2025, as part of efforts to integrate ESG and sustainability
at AKR [GRI 2-12][SEOJK E1] considerations into AKR’s operations, the Corporate
Secretary took the lead in driving the following key initiatives:
The ESG Committee serves as the primary steering and • Ensuring compliance with capital market regulations
oversight body for the implementation of sustainability through timely reporting and disclosures, while
principles covering economic, environmental, and social strengthening transparency of ESG-related information.
aspects. All Committee roles and directions are aligned with • Providing updates on ESG standards and sustainability
the Company’s objectives, values, mission, policies, and reporting developments, including readiness for the
sustainability strategies and targets. implementation of standards such as PSPK 1 and PSPK 2.
• Coordinating cross-functional ESG implementation
Sustainability initiatives are integrated according to each through the ESG Task Force and aligning sustainability
division’s respective roles and responsibilities, with each strategies with the Company’s business direction.
division’s Director responsible for ensuring effective • Conducting internal training, outreach, and discussions on
implementation. The ESG Committee periodically conducts ESG and sustainability reporting.
coordination and evaluation with designated division • Supporting the preparation of the Annual Report and
representatives to monitor the achievement of sustainability Sustainability Report, while enhancing the quality of ESG
performance. disclosures.
• Strengthening internal and external coordination
Delegation of Authority of the AKR ESG Committee in sustainability program implementation and ESG
[GRI 2-13] communication with stakeholders.
The ESG Committee oversees the ESG Task Force, which Throughout 2025, the ESG Committee actively performed its
consists of Senior Employees from each division, with the oversight role through periodic updates and cross-functional
Committee having the following authorities: coordination supported by the Corporate Secretary. This
1. Access data, documents, and other information regarding approach enabled effective, adaptive, and responsive
the Company’s resources required for the implementation monitoring of ESG implementation in line with operational
of the Sustainability Action Plan. dynamics and regulatory developments. The Committee’s
2. Communicate directly with employees, including the oversight focused on four (4) key priority areas, including:
Board of Directors and the ESG Task Force, in relation to its 1. Oversight of ESG Implementation and Disclosure Quality
duties and responsibilities. The Committee oversees the preparation of the Company’s
3. With the approval of the Board of Commissioners, Sustainability Report, ensuring accuracy, consistency,
involve independent parties outside the ESG Committee and strategic relevance across all ESG disclosures. It also
members, if required, to assist in the execution of its duties. ensures that the sustainability narrative reflects actual
4. Exercise other authorities granted by the Board of program implementation on the ground in practice and
Commissioners. aligns with the Company’s long-term strategic direction
under AKR Horizon 2030.
In greater detail, the ESG Committee will: 2. Readiness for Regulatory Developments and Reporting
1. Review business processes and identify as well as manage Standards
the impacts of AKR’s operations on environmental, social, Amid rising regulatory and investor expectations on
and governance aspects. regarding the quality of sustainability disclosures, including
2. Observe and review regulations and developments in developments in PSPK / IFRS Sustainability Standards,
Indonesian and international sustainability standards, the Committee monitors the Company’s readiness to
determine material topics relevant to AKR, and provide respond to these changes. Regular updates are provided
recommendations to the highest level of the ESG Task on regarding relevant ESG regulatory developments,
Force in formulating appropriate sustainability strategies, including insights from the Company’s participation in
policies, targets, and guidelines for AKR. external ESG forums and seminars, ensuring preparedness
3. Periodically review AKR’s sustainability strategies, policies, to adapt reporting practices going forward.
targets, and guidelines. 3. Strengthening Cross-Functional ESG Governance
4. Periodically review AKR’s sustainability performance The Committee supports the establishment and
across all aspects of AKR’s Sustainability Commitment. coordination of a cross-functional ESG Task Force to
5. Review the effectiveness of communication in integrate sustainability into day-to-day decision-making.
disseminating AKR’s sustainability policies to internal and This includes facilitating internal ESG awareness initiatives,
external stakeholders. encouraging early identification of material sustainability
6. Participate in the development of public policies related to risks, and overseeing the development of ESG data
climate change and environmental impacts. infrastructure to support reliable and consistent reporting.
Corporate Secretary Continues to Play an Active Role in
Ensuring the Integration of Sustainability Principles within
AKR and Supporting for the Board of Directors and the
Board of Commissioners [GRI 2-13]
The Company’s Corporate Secretary ensures that the ESG
Committee and the ESG Task Force remain aligned with
evolving ESG dynamics, regulatory developments, and
emerging best practices.
Sustainability Report 2025
Page 159
157
4. Monitoring of External ESG Assessments and Recognition maintain and enhance the credibility of the Company’s
The Committee monitors the Company’s positioning sustainability disclosures in the eyes of investors and
across various external ESG indices and assessments, and stakeholders, while also serving as constructive input for
evaluates independent reviews of the quality of the Annual the continuous improvement of reporting quality.
Report and Sustainability Report. This monitoring aims to
Sustainability Competency Development [GRI 2-17][SEOJK E.2]
Our Conduct: Tata Kelola, Etika & Kepatuhan
AKR consistently facilitates the enhancement of sustainability • Sustainability regulations and governance policies (POJK
competencies for members of the Board of Directors and SEOJK).
and the Board of Commissioners through the provision • Sustainability reporting standards (IFRS S1–S2, GRI,
of various learning materials and development programs. and ISSB).
Participation by Company representatives in these programs • Sustainable finance and the integration of ESG into
is aimed at strengthening understanding of the integration of business strategy.
sustainability aspects into business strategy and governance, • Corporate governance (GCG) and ESG risk management.
while supporting decision-making aligned with ESG principles. • Sustainability reporting for industrial sector companies.
The programs implemented include short courses, workshops • Corporate reputation, corporate communication, and
and seminars, as well as involvement in sustainability-related digital trust.
projects. • Technology integration and cybersecurity in governance.
• Capital market developments and information disclosure.
In 2025, sustainability-related seminars were attended
by Company representatives to enhance environmental Meanwhile, sustainability competency development in the
awareness and sustainability practices among AKR personnel, form of dedicated training programs for members of the
and to encourage sustainability leadership at the senior Board of Directors conducted throughout 2025 is presented
management level. The workshops and training programs as follows:
undertaken throughout 2025 covered, among others, the
following topics:
No. Training Title Training Date Training Venue Organizer
Suresh Vembu
Navigating ESG Challenges through
1. Strengthening Good Corporate 18 March 2025 Zoom ICSA
Governance Policies
The Role of Public Companies in
2. Sustainable Finance: Understanding TKBI 13 March 2025 Zoom ICSA
Version 2
Cybersecurity Integration in GCG:
3. The Important Role of the Corporate 29 October 2025 Zoom ICSA
Secretary
4. OJK Year-End Dialogue 5 December 2025 Jakarta OJK
Termuti Tiban
1. PPL – PSAK Update (IAI Jakarta) 23-24 January 2025 Jakarta IAI
Webinar Asia – Assessing the Impact of
2. 10 April 2025 Jakarta Standard Chartered
US Tariffs
IAI Webinar – Comprehensive Review of
3. Tax Audits in the Coretax Era Based on 3 July 2025 Jakarta IAI
PMK No. 15 of 2025
IDX–GRI–AEI Seminar: GRI 102 & GRI
4. 103 Climate Change and Energy Topic 3 September 2025 Jakarta IDX
Standards Confirmation
Sustainability Report 2025
Page 160
158
AKR Enhances Readiness for IFRS S1 & S2
Implementation
AKR, through its Corporate Secretary and Finance & Through IFRS S1 & S2, the Company aims to strengthen
Accounting functions, conducted a hybrid session on transparency, accountability, and investor confidence,
IFRS S1 & S2 in collaboration with EY Indonesia. The aligned with its commitment to delivering sustainable value
session involved Management, Investor Relations, and for shareholders and stakeholders.
representatives from subsidiaries and joint ventures,
as part of efforts to strengthen readiness for global
sustainability standards.
This initiative has established a solid foundation for IFRS
S1 & S2 adoption. Core elements such as governance,
strategy, risk management, and metrics & targets are
already embedded in the Sustainability Report. The
Company continues to enhance climate risk analysis
and its integration into business strategy, recognizing
both potential impacts on operations, regulation, and
reputation, as well as opportunities arising from the
energy transition and the development of the JIIPE
green industrial zone.
Collaboration to Strengthen
Safety Culture in the Oil and Gas Industry
As part of its commitment to strengthening safety The discussion highlighted the role of leadership, digital
culture in the oil and gas industry, AKR participated in a monitoring systems, and crosssector collaboration in
CEO Safety Talk facilitated by the Ministry of Energy and building an adaptive, technology driven safety culture.
Mineral Resources. The session featured AKR’s Head of Through this participation, AKR reinforced its commitment
Operations & Network, Joseph Pangilinan, alongside to advancing industry safety standards while promoting
other national industry leaders. stakeholder collaboration to create a safer and more
sustainable working environment.
Performance Evaluation of Governance Bodies [GRI 2-18]
A remuneration policy designed to encourage the overall are also considered reflecting the Company’s commitment to
performance of the Board of Commissioners and the Board responsible business practices and sound governance as key
of Directors has strengthened the implementation of Good pillars for long-term success.
Corporate Governance (GCG) at AKR, by considering not
only shortterm financial achievements but also sustainable The annual performance evaluation of the Board of Directors
long-term performance. For the Annual General Meeting is conducted as follows: the President Director evaluates
of Shareholders (AGMS), the Company also periodically the performance of each Director, while the performance
evaluates its governing bodies with reference to GCG of the President Director is assessed by the Nomination
principles, as well as followup actions on the results of and Remuneration Committee (NRC). The evaluation covers
previous evaluations. financial achievements and ESG aspects, with the results
serving as the basis for determining the remuneration of the
The performance evaluation of the Board of Commissioners Board of Directors and for formulating improvement measures
and the Board of Directors is based on the achievement of Key based on self-assessment outcomes.
Performance Indicators (KPIs) established in accordance with
the Company’s strategy and work plan, including sustainability The performance evaluations of the Board of Commissioners
targets. In determining remuneration, nonfinancial aspects— and the Board of Directors are conducted through the
such as operational performance, environmental and social mechanism of the General Meeting of Shareholders (GMS)
performance, and compliance with governance principles— and are based on the achievement of financial, operational,
environmental, social, and governance performance targets.
Sustainability Report 2025
Page 161
159
Transparency
And Accountability
Transparency and accountability are key principles supporting each governing body, ensuring that Company management
the Company’s sustainability and growth, reinforced through is measurable, efficient, and consistently aligned with GCG
their consistent application across business and operational practices.
activities, and strengthening AKR’s position as a trusted
Our Conduct: Tata Kelola, Etika & Kepatuhan
company focused on sustainability and positive stakeholder In 2025, AKR’s commitment to transparency and
impact. accountability, particularly in sustainability performance,
was demonstrated through various achievements and
Transparency in Corporate Governance forms the foundation recognitions from external parties. These recognitions
for decision-making processes and the disclosure of material reflect the Company’s efforts in implementing sustainability
information to stakeholders. Meanwhile, the principle of principles and sound governance practices, while creating
accountability clearly defines the roles and responsibilities of added value for stakeholders.
The Role of Governance Bodies in the Preparation of the Sustainability
Report [GRI 2-14]
The preparation of the Sustainability Report is directly accountant. The Nomination and Remuneration Committee
supported by AKR’s governance bodies. The Board of (NRC), which operates independently and without affiliation
Directors is responsible for leading and controlling operational to the Board of Commissioners, the Board of Directors, or the
activities to ensure alignment with the Company’s strategic Company’s controlling shareholders, also supports the Board
direction. Under the leadership of the President Director, of Commissioners in carrying out its governance functions.
the Board of Directors ensures that the sustainability vision
and mission—covering environmental, social, and economic The formulation and strengthening of AKR’s sustainability
aspects—are implemented consistently in line with GCG strategy are undertaken by the ESG Committee in
principles. collaboration with the Board of Directors. The strategy is
designed within the framework of the AKR Sustainability House
The supervisory role is carried out by the Board of and implemented through flagship programs under each
Commissioners. The Audit Committee assists the Board of strategic pillar across business units. Progress is monitored
Commissioners in ensuring the implementation of GCG, the through AKR Horizon 2030, which serves as the Company’s
effectiveness of internal control systems, the enhancement sustainability progress tracker. In the preparation of the
of transparency (including financial reporting), and the Sustainability Report, the ESG Committee is involved from the
review of the independence and objectivity of the public early stages, encouraging cross-functional workshops and
providing approval for the determination of material topics
disclosed in this report.
Code of Conduct
The Code of Conduct is a behavioral guideline for all employees in carrying out their duties and responsibilities, upholding
integrity, professionalism, and compliance with applicable regulations. The Company regularly conducts socialization activities to
reaffirm the role of stakeholders in monitoring and reporting indications of violations through the whistleblowing system, thereby
strengthening awareness and understanding of the importance of honesty, integrity, and accountability as integral elements of
AKR’s business culture.
Remuneration Policy [GRI 2-19]
AKR’s remuneration policy stipulates that members of the Board of Commissioners receive monthly honoraria, while members of
the Board of Directors are provided with compensation comprising base salary, performance-based bonuses, benefits, various
allowances, and management stock options. In addition, all Commissioners and Directors are covered by insurance.
Sustainability Report 2025
Page 162
160
Remuneration Determination Process [GRI 2-20]
Remuneration for members of the Board of Commissioners and the Board of Directors is determined by shareholders at the
General Meeting of Shareholders (GMS), based on recommendations from the Nomination and Remuneration Committee (NRC),
which considers the results of performance evaluations. The Company does not engage external consultants to determine the
remuneration of either the Board of Commissioners or the Board of Directors.
Annual Total Compensation Ratio [GRI 2-21]
Taking into consideration data confidentiality, AKR is unable to disclose in this Sustainability Report detailed information on the
annual compensation ratio of the highest‑paid individual compared with the average annual total compensation of all employees,
as well as the percentage increase in the annual compensation ratio. Information regarding the total remuneration received by the
Company’s Board of Directors and Board of Commissioners for 2025 is disclosed in the Corporate Governance chapter of the
Company’s Annual Report.
Whistleblowing Mechanism [GRI 2-26][GRI 2-16]
AKR’s violation reporting mechanism, the Whistleblowing Communication with the reporter is conducted confidentially
System (WBS), serves as a channel for reporting alleged by the Whistleblower Protection Officer when additional
violations of ethics, policies, or laws related to the Company’s information or clarification is required to support the
activities. This mechanism may be used by employees, investigation process.
thirdparty vendors, suppliers, and other stakeholders to
submit reports in a secure and confidential manner. In 2025, AKR implemented several initiatives to strengthen the
violation disclosure mechanism, as follows:
Through this mechanism, AKR receives reports regarding • Monitoring the implementation of policies aimed at
indications of violations, including fraud, corrupt practices, maintaining sound corporate governance.
breaches of the Code of Conduct, and violations of • Disseminates information on new regulations and
applicable laws and regulations. Each report is received by the guidelines related to governance and sustainability
President Director and subsequently followed up through an principles.
investigation process conducted by the Internal Audit Unit in • Maintains communication with internal and external
an objective and comprehensive manner, in accordance with stakeholders to support transparency.
applicable laws and regulations and the Company’s internal • Participates in seminars and briefings on new
policies. governance‑related regulations and guidelines.
As of 2025, the reporting channels available within the Company include: [SEOJK F.24] [GRI 2-26]
Website-based reporting system/ E-mail addressed to: WhatsApp number at:
online form available at: lapor.haryanto.adikoesoemo@akr.co.id +62 811-1321-911
https://wbs.akr.co.id
Through these reporting channels, AKR optimizes the reporting process for critical matters within the Company, including those
related to economic, social, and environmental aspects, to ensure appropriate attention and followup. In submitting a report, the
whistleblower is required to provide accountable initial indications of the alleged fraud or violation, supported by relevant data or
evidence (where available), including, among others:
Sustainability Report 2025
Page 163
161
WHAT WHO WHEN WHERE HOW
The reported Parties involved Time of occurrence Place/location of How the incident
action/violation occurrence occurred
The reporter is entitled to receive protection from the 5. Protection also applies to parties conducting
Our Conduct: Tata Kelola, Etika & Kepatuhan
Company, including: investigations and those providing information related to
1. Assurance of confidentiality of the reporter’s identity and the report ,
the contents of the report, except where disclosure is 6. If the reporter experiences retaliation in the form of
required by law enforcement authorities, pressure, threats, or other retaliatory actions, the reporter
2. Protection against any detrimental treatment toward the may submit a complaint to the President Director. If
reporter, such as: the issue cannot be resolved internally, the reporter is
a. unfair dismissal; guaranteed the right to bring the matter to an independent
b. demotion or reduction in rank; and external institution.
c. harassment or discrimination in any form;
3. Prohibition of unfavorable records being placed in the As of 31 December 2025, AKR had received one (1) report
reporter’s personal file, through the Whistleblowing System. All reports received
4. Assurance of protection from threats, intimidation, criminal were followed up and resolved in accordance with applicable
or civil legal sanctions, or any other form of retaliatory regulations and internal procedures.
action by the reported party,
Risk
Management
[SEOJK E.3][GRI 2-23]
Risk management is an integral component of governance of promoting sustainable growth and a long-term business
and business planning, designed to anticipate economic orientation. Long-term growth is believed to be founded
dynamics, changes in the business climate, and increasingly on responsible financial planning and risk management,
complex competitive landscapes. The risk management with a focus on reducing environmental impact, enhancing
framework has been integrated into strategic and operational social contributions, and complying with high governance
planning processes and is supported by adequate resources standards.
to ensure consistent and effective implementation.
Based on the above, an annual review of the Company’s
In line with business growth and development, AKR capital and debt structure is conducted by the Board of
continuously refines its procedures and risk mitigation Directors, while carefully assessing alignment with the
methodologies to remain relevant and adaptive. This enables Company’s strategic objectives and risk profile, including risks
the Company to conduct comprehensive risk identification related to sustainability issues and climate change challenges.
and evaluation, while also providing assurance and confidence
to stakeholders regarding the sustainability and resilience of In making strategic decisions, AKR integrates risk assessment
AKR’s business. into a broader and more comprehensive risk management
framework. This approach not only emphasizes financial
In accordance with the framework of the ASEAN Corporate health and performance but also systematically incorporates
Governance Scorecard (ACGS), AKR strengthens the ESG aspects as a foundation for capital allocation planning
integration of sustainability within corporate governance and and debt management, ensuring that the value generated by
strategic planning. AKR recognizes recognizes the importance the Company delivers sustainable benefits to shareholders
and all stakeholders.
Sustainability Report 2025
Page 164
162
Risk Management and Internal Control System [GRI 2-24]
AKR manages risk through a combination of top-down developments may affect both global and domestic
and bottom-up approaches to ensure comprehensive risk economic conditions, including inflation, growth, and
assessment coverage. The Board of Directors evaluates key the stability of Indonesia’s energy sector.
risks at the corporate level, while Heads of Departments,
Branches, and Subsidiaries are responsible for identifying As an oil and gas distribution operator, AKR identifies
and assessing risks specific to their respective units or these developments as material sustainability risks
business lines. in the short to medium term, particularly related to in
relation to price volatility and potential supply chain
All risk management processes are coordinated in an disruptions. The Company addresses these risks
integrated manner with the Enterprise Risk Management through an integrated risk management approach,
(ERM) Department at the Head Office, which consolidates, including active monitoring of market and regulatory
monitors, and manages identified risks across working units. developments, prudent credit analysis, and disciplined
This approach ensures that risk management implementation investment decisions, supporting thereby supporting
within AKR is structured, consistent, and reinforces operational resilience and sustainable performance.
accountability.
The Company continues to assess the evolving
In detail, the roles and responsibilities of the Company’s ERM impact of geopolitical dynamics on its operations
Department are as follows: [GRI 2-24] and sustainability strategy. Any material impact will
1. Developing and proposing risk management concepts be reflected in the financial performance of the next
and frameworks, including risk appetite, risk philosophy, reporting period.
risk tolerance, policies, procedures, and governance
structures, for implementation by the President Director in b. Risk of Changes in Government Policy
alignment with the Company’s vision and mission. The Company is exposed to risks arising from changes
2. Implementing and communicating risk management in government policies that may affect its domestic
policies and procedures in a continuous and consistent operations. Policy shifts covering taxation, currency
manner. controls, interest rates, import-export regulations,
3. Ensuring that all key and significant risks are identified, subsidized fuel schemes, labor, licensing, and
measured, and adequately mitigated. investment may influence overall performance. Most
4. Submitting priority risks requiring immediate management fuel products and certain basic chemicals traded
attention based on the existing risk profile, taking into and distributed by the Company are sourced from
account impact and likelihood after evaluating the imports. Changes such as import restrictions, quotas,
effectiveness of existing internal controls. duties, or tariffs could disrupt supply or increase costs,
5. Ensuring and continuously monitoring the implementation potentially affecting business performance. The award
of approved risk mitigation plans in accordance with of subsidized fuel distribution contracts in subsequent
established timelines. years, being subject to the Government’s tender
6. Reviewing and providing input to Branch, Division, process and the continuation of deregulation policies,
Department, and Subsidiary management regarding risk also depends on the Company’s ability to meet various
mitigation plans, including in response to new issues arising eligibility criteria.
during implementation.
7. Conducting validation and verification, particularly for key 2. Industry Risk
risks, of existing risk controls and implementation progress Industry demand and supply remain key drivers of AKR’s
of mitigation and action plans through direct field visits to performance. The trading and distribution segment
operational units. is closely linked to demand for basic chemicals and
8. Conducting ongoing initiatives to build a culture of risk petroleum products, which tracks national and regional
awareness, ownership, and vigilance, emphasizing that risk economic activity. The logistics segment is also exposed to
management is the responsibility of all AKR personnel. demand cycles, as it provides infrastructure and services to
9. Preparing and periodically submitting the Consolidated third parties. Economic slowdowns in both domestic and
Risk Management Report to the President Director and global markets may reduce trade flows, shipping activity,
relevant Directors. and demand for logistics services.
The risks faced by the Company and the corresponding risk The Company also faces competitive pressures from
management efforts are as follows: peers in similar businesses, as well as structural shifts in
1. Country Risk the energy and chemical markets, including the transition
Indonesia’s macroeconomic conditions, political situation, to cleaner energy, changing customer preferences,
and government regulations influence AKR and other and concentration in certain sectors and customers.
companies operating in Indonesia. In response, the Company continues to strengthen
a. Economic and Geopolitical Risk its logistics infrastructure, maintain reliable supplier
Economic and geopolitical risks remain a key concern, relationships, and enhance service quality.
particularly amid escalating tensions in the Middle East
since late February 2026. The conflict involving the Global supply chain disruptions and rapid technological
United States, Israel, and Iran, including the closure change present additional risks. Delays in adopting digital
of the Strait of Hormuz, a critical global energy route systems, automation, and supply chain technologies may
has driven higher oil prices and logistics costs, while affect efficiency, service reliability, and competitiveness.
increasing uncertainty in global energy supply. These
Sustainability Report 2025
Page 165
163
3. Operational Risk risk), and liquidity risk. Regarding credit risk, the Company
Operational risk arises when the Company fails to comply implements strict monitoring in granting credit to
with standard operating procedures, when employee customers.
management is ineffective, when systems experience
disruptions, or due to external events such as weather To address commodity price volatility and foreign
changes, natural disasters, or supply chain disruptions. exchange risk, the Company applies a stable business
These risks relate to the Company’s day‑to‑day model using price-based formulas, with foreign exchange
operations. exposure managed through hedging strategies. The
Company’s financial risk management practices are
Accordingly, standard operating procedures are described in detail in the consolidated financial statements
continuously updated and refined to reduce potential audited by the Public Accounting Firm Purwanto Susanti
Our Conduct: Tata Kelola, Etika & Kepatuhan
risks and ensure alignment with business requirements and dan Surja (member firm of Ernst & Young).
technological developments. The Company also develops
backup technologies and operational systems in the In its internal control framework, AKR refers to the
event that the primary system fails. A centralized IT system internationally recognized framework of the Committee
supports monitoring of product storage and distribution. of Sponsoring Organizations of the Treadway Commission
Employees responsible for these systems receive regular (COSO). COSO defines internal control as a process involving
training to enhance expertise and operational vigilance. the Board of Commissioners, the Board of Directors, and other
personnel. This definition aligns with AKR’s internal control
To ensure effective and sustainable operational risk system, which emphasizes organization-wide responsibility.
management, the Three Lines of Defense approach
is applied, namely: (a) business units managing daily The Company believes that its internal control system provides
operational risks as preventive controls; (b) Risk reasonable assurance with respect to the achievement of the
Management as detective controls; and (c) Quality following objectives:
Assurance as corrective controls. 1. Effectiveness and efficiency of operations
2. Reliability of financial reporting
4. Safety, Health, and Environment Risk 3. Compliance with applicable laws and regulations
AKR may encounter Safety, Health, and Environment
(SHE) risks given that the Company operates in the AKR views internal control as an integrated series of actions
basic chemicals, fuel distribution, manufacturing, and embedded throughout its core management processes,
logistics sectors. These risks include fire, product spills, namely planning, execution, and monitoring. The components
improper waste handling, equipment malfunction, system of the internal control system include:
failures, and other incidents. SHE risks not only affect the 1. Control environment, encompassing integrity, ethical
Company but may also impact communities surrounding values, competence, management philosophy, operating
operational areas. style, and assignment of authority and responsibility.
2. Risk assessment, aimed at identifying, analyzing, and
To mitigate these risks, strict occupational safety managing risks across business activities.
procedures and targeted employee training for handling 3. Control activities, including policies and procedures
emergency and non‑routine situations are implemented. established by management to support achievement of
SHE procedures are continuously updated in accordance objectives.
with government regulations, organizational standards, 4. Information and communication, enabling relevant
and applicable certifications across regions of operation. information exchange to support operations and control.
5. Monitoring, conducted through ongoing activities,
5. Financial Risk separate evaluations, or a combination of both.
The main risks faced by the Company in financial
instruments are credit risk, market risk (including interest More detailed information regarding AKR’s Risk Management
rate risk, foreign exchange risk, and commodity price and Internal Control System is presented in the Corporate
Governance chapter of the Company’s 2025 Annual Report.
Sustainability Report 2025
Page 166
164
Evaluation of Risk Management Implementation [GRI 2-26]
AKR continues to strengthen its risk management framework Through a structured risk management system, AKR is
and integrated internal control system to ensure the able to identify and manage risks more systematically,
Company’s readiness to address various potential risks. enabling strategic and informed decision-making related
The framework is designed to provide early warning signals to the management of the Company’s operations and its
of potential risks that may affect business performance subsidiaries.
and sustainability, enabling mitigation measures to be
implemented in a timely and measurable manner. As part of AKR’s efforts to strengthen a risk-aware culture
across all operational areas, the Company implemented a
The implementation of risk management provides positive series of initiatives throughout 2025, including:
contributions in supporting planning processes, decision- 1. Conducting refresher sessions on risk management and its
making, and reinforcing GCG practices at AKR. The risk implementation for branch-level risk owners.
management system helps reduce both the likelihood and 2. Providing risk management awareness sessions for new
impact of risks through effective mitigation plans with respect employees.
to quality, accuracy, and timeliness. 3. Conducting surveys to assess employee understanding of
the Company’s risk awareness culture.
Strengthening GRC in Response
to the New Criminal Law Regime
Following the enactment of Indonesia’s new criminal In parallel, the Company continues to reinforce the
law regime through the Criminal Code (KUHP, Law No. implementation of GRC through the refinement of internal
1 of 2023) and the Criminal Procedure Code (KUHAP, policies, enhancement of control systems, and the
Law No. 20 of 2025), the Company has taken proactive strengthening of a compliance-oriented culture across all
measures through internal awareness programs levels of the organization. These efforts include reinforcing
and the strengthening of its Governance, Risk, and the Code of Conduct, strengthening the whistleblowing
Compliance (GRC) framework. These initiatives are system, and enhancing capabilities in identifying and
focused on enhancing management and employee mitigating legal risks. This approach forms an integral part
understanding of the implications of the new legal of maintaining operational resilience and ensuring that the
framework, particularly with regard to the expanded Company remains adaptive to regulatory changes while
scope of corporate criminal liability. Through structured minimizing legal risk exposure in the future.
internal communications and socialization programs,
the Company ensures that all functions recognize
the importance of regulatory compliance, effective
oversight, and well-documented decision-making
processes.
Financial Implications and Other Risks Due to Climate Change [GRI 201-2]
AKR has identified climate change as a risk factor that fuel for both B2B and retail segments. Over time, AKR has
may affect the sustainability of operations and long-term continued to evolve and now plays an active role in supporting
performance. Accordingly, the Company conducts structured Indonesia’s manufacturing sector through the JIIPE Special
assessments of climate-related risks and opportunities across Economic Zone (SEZ).
all business units as part of its integrated risk management
framework. As part of efforts to support the Government’s climate
change agenda, since 2022, the Company, through its ESG
The results are used as a basis for formulating policies and Committee, has established a commitment to support the
making strategic decisions, including expansion planning and achievement of the net zero emission (NZE) target by 2060
business portfolio management. This approach is intended through operational efficiency, participation in the biodiesel
to maintain business resilience while limiting exposure to energy transition programs, and innovation in new energy
potential financial and operational impacts arising from sources. This long-term commitment is a key focus of AKR’s
climate change. ESG Committee and will be implemented through a roadmap
with measurable targets. As part of the Action Areas within the
Over more than six decades of its business journey, AKR’s AKR Sustainability House, this effort includes a comprehensive
resilience has been consistently demonstrated. This is evaluation of business and operational activities to monitor
reflected in the development of various business lines, which the Company’s contribution to achieving Indonesia’s NZE
began in the logistics and supply chain sector, with core target.
competencies in the distribution of basic chemicals and
Sustainability Report 2025
Page 167
165
Business Ethics
and Compliance
[GRI 2-27]
Business ethics and compliance are key to building sound AKR is committed to complying with all applicable laws
and sustainable corporate governance. These principles and regulations, including those related to environmental
Our Conduct: Tata Kelola, Etika & Kepatuhan
are applied across all operational activities to ensure that protection, social and economic responsibilities, product
business is conducted responsibly, transparently, and in quality, customer protection, respect for human rights,
accordance with applicable legal and ethical standards, as labor practices, prevention of corruption and gratuities, tax
part of the Company’s commitment to safeguarding long- compliance, and other relevant areas. The implementation of
term business sustainability. business ethics and compliance forms an essential part of the
Company’s social and economic responsibilities, as well as its
In practice, the principles of ethics and compliance apply to efforts to build trust with communities, the environment, and
all AKR personnel at every level of the organization without all stakeholders.
exception. Implementation begins from the time employees
join the Company through the signing of the Code of AKR also periodically conducts Legal Due Diligence to
Conduct, which serves as a mandatory guideline in carrying ensure full compliance with applicable regulations, including
out daily duties and activities. The Company also strengthens regulatory developments aligned with the ASEAN Corporate
understanding of the Code of Conduct through internal Governance Scorecard (ACGS).
awareness programs and enforces disciplinary measures
for any violations, ranging from administrative sanctions to As of the end of the reporting year, there were no sanctions,
termination of employment. either monetary or nonmonetary, related to noncompliance
with applicable laws and regulations.
Sustainability Policy Foundation
To ensure integrated and measurable business sustainability, AKR has various policies that serve as the foundation for
implementing ESG principles across operational lines. These policies include, among others, the Sustainable Procurement Policy,
Human Rights Policy, and Environmental and HSSE Policy, which are designed to ensure that business practices are conducted
responsibly, comply with regulations, and align with applicable sustainability standards.
Through this policy framework, AKR reaffirms its commitment to managing risks, maintaining operational integrity, and creating
long-term value for all stakeholders.
Sustainable Procurement Policy Human Rights Policy Environmental Policy
Since 2023, AKR has implemented a The Company is committed to The Company is committed to
Sustainable Procurement Policy designed respecting and protecting human conducting operations that are
to regulate procurement processes rights through the implementation safe, secure, and environmentally
across the Company. This policy of nondiscrimination and equality responsible as a foundation for
integrates sustainability principles into principles across all human resource long-term business stability. This
all stages of the procurement process, management processes. This commitment is realized realized
including supplier selection, risk evaluation policy prohibits forced labor, child through compliance with occupational
assessment, and performance monitoring. labour, and all forms of harassment, health and safety and environmental
Through this policy, AKR is committed to while ensuring the availability of regulations, risk management and
ensuring that every stage of its supply reporting mechanisms and safe emergency preparedness, emission
chain considers environmental, social, and healthy working conditions. The reduction and improved energy
and economic aspects, while promoting Company also respects the rights efficiency, responsible waste
responsible and sustainable business of communities surrounding its management, as well as continuous
practices. operational areas. This policy applies evaluation and improvement of HSSE
to all employees and related entities performance. The Company also
This policy can be accessed on the within the Company. promotes environmentally friendly
Company’s website: innovation and maintains open and
https://www.akr.co.id/esg/esg- This policy can be accessed on the transparent communication with all
overview/sustainable-procurement- Company’s website: stakeholders.
policy. https://www.akr.co.id/esg/esg-
overview/human-rights-policy This policy can be accessed on the
Company’s website:
https://www.akr.co.id/esg/esg-
overview/hsse-policy
Sustainability Report 2025
Page 168
166
Conflict of Interest [GRI 2-15]
AKR recognizes the potential risk of conflicts of interest 2. The Board of Directors must avoid any activities that may
and is committed to complying with all applicable laws affect its independence in carrying out oversight of the
and regulations, particularly POJK No. 42/POJK.04/2019 Company.
concerning Affiliated Transactions and Conflicts of Interest. 3. The Board of Directors is required to complete a Special
This commitment is realized through preventive measures to Register containing information on the share ownership of
protect the interests of stakeholders from potential adverse Directors and/or their immediate family members in other
impacts that may arise. companies.
4. If a conflict of interest occurs, it must be disclosed, and the
As part of its internal control framework, AKR establishes relevant Director must not be involved in the Company’s
specific principles and procedures that serve as guidelines for decision-making process related to such matter.
the Board of Directors, including the following: 5. The Board of Directors is required to submit a declaration
1. The Board of Directors is required to avoid conflicts of regarding conflicts of interest related to matters contained
interest in carrying out its duties. The Board of Directors in the Company’s Work Plan and Budget.
does not use its position for personal interests or for the
interests of related persons or parties.
Anti-Corruption Commitment [GRI 205-1] [GRI 205-2][GRI 205-3]
A zero-tolerance policy toward corruption, gratuities, and all on the Eradication of Corruption, to ensure transparency,
forms of fraud is part of strengthening integrity and corporate accountability, and ethical business practices across all
governance. This commitment is implemented through operations.
the AKR Horizon 2030 framework, which prioritises clean
and responsible business practices as a key foundation for AKR requires all Company personnel to sign an Integrity Pact
supporting the Company’s long-term sustainability. as a declaration of commitment to avoid corruption, collusion,
and nepotism (KKN). This is applied to partners and suppliers to
As part of prevention and early detection efforts, AKR ensure that all business processes, including the procurement
provides a violation reporting mechanism through the of goods and services, are conducted honestly, transparently,
Whistleblowing System (WBS), which can be accessed and accountably throughout the Company’s value chain.
securely and confidentially by employees as well as other
stakeholders. The Company also complies with all applicable
anti-corruption laws and regulations, particularly Law No.
20 of 2001 concerning Amendments to Law No. 31 of 1999
100% of employees 100% of supplier & vendor
have signed the Integrity Pact and received internal have signed the Integrity Pact and received
awareness training on the Company’s Code awareness and communication on the AntiCorruption
of Conduct, which includes its AntiCorruption commitment.
commitment.
AKR adopts a firm stance against any violations of the Integrity The enforcement of the anti-corruption commitment
Pact as part of its efforts to maintain a clean, professional, also applies to business partners, including suppliers and
and integrity-driven working environment. Any employee vendors. AKR does not tolerate the involvement of third
proven to have committed a violation will be subject to parties in corruption or gratuity practices and will impose
sanctions applied progressively according to the severity of strict sanctions in the form of unilateral contract termination
the violation, ranging from moral and administrative sanctions without compensation, as well as any necessary legal actions,
to civil or criminal legal proceedings, and may be required to in accordance with applicable laws and regulations.
resign without entitlement to compensation.
In 2025, there were no reports related to violations of
regulations concerning corruption and gratuities involving the
Company.
Sustainability Report 2025
Page 169
167
Participation in Public Policy Development
AKR engages with various stakeholders, including government contributes to long-term sustainability and positive economic
institutions, in public policy development by providing impact. AKR also actively participates in industryrelated
constructive input to support a healthy business climate and business associations to collectively convey perspectives,
encourage sustainable economic growth. This engagement insights, and policy recommendations.
Our Conduct: Tata Kelola, Etika & Kepatuhan
Political Involvement Policy
AKR maintains a neutral and independent stance by not The Company does not engage in political contributions,
providing support to, or aligning with, any political party or including funding to political parties or political groups, and
political interest. This ensures that business activities and prohibits the use of Company assets and facilities for political
operations are conducted objectively, transparently, and activities. Employees who choose to run for political office are
free from political influence that could give rise to conflicts of required to resign from their positions at AKR to preserve the
interest. integrity and independence of the Company. [GRI 415-1]
Data Privacy
and Cybersecurity
[GRI 418-1]
As AKR views the rapid development of digital technology Security systems are enhanced through endpoint protection,
as a factor that increases exposure to data protection real-time threat monitoring using Security Information and
and cybersecurity risks, the Company has progressively Event Management (SIEM), and intrusion detection and
strengthened, since 2021, information security controls as prevention systems (IDS/IPS). Employees participate in
part of its ongoing risk management efforts. cybersecurity training programs and awareness initiatives,
and AKR continues to adopt advanced technologies,
These enhancements are supported by structured including next-generation firewalls and artificial intelligence,
cybersecurity policies and procedures aimed at safeguarding to enable rapid threat response and maintain the reliability of
data confidentiality, system integrity, and the continuity of the the Company’s digital operations.
Company’s operations.
AKR’s Information Technology (IT) governance follows
Such efforts are carried out on an ongoing basis to protect the an organizational structure aligned with functional
confidentiality, integrity, and availability of information, while responsibilities to ensure the effectiveness, efficiency, and
strengthening operational resilience against evolving cyber security of digital operations. Each function carries strategic
threats. responsibilities, including data center management, network
operations, application development, technical support, and
AKR’s policies, governance frameworks, and standard cybersecurity monitoring. In addition, AKR provides IT services
procedures related to data privacy and cybersecurity are at branch offices to ensure comprehensive support for
outlined in, among others: business operations, reflecting a commitment to integrated
• ITE-SCO-SCO-POL-001 – IT Security Policy and responsive IT governance.
• ITE-SCO-SCO-PRO-001 – Cyber Security Incident
Response In 2024, AKR conducted internal dissemination and awareness
activities related to its Privacy Notice as part of efforts to
To ensure the security and confidentiality of personal and strengthen data protection and established a dedicated task
consumer data, various technologies are employed, including force responsible for managing and monitoring data privacy
data encryption, multifactor authentication (MFA), data matters.
masking, and tokenization, to ensure that only authorized
parties can access critical information and to minimize the risk In 2025, there were no incidents involving personal data
of data breaches. breaches. The Company continues to safeguard data security
and confidentiality through systems, policies, and ongoing
oversight.
Sustainability Report 2025
Page 170
168
AKR Cybersecurity
& Data Privacy Framework
Amid accelerating digitalization, AKR continues to strengthen cybersecurity resilience and data protection as part of its
risk mitigation and business sustainability strategy. Key risks addressed include operational disruption, data breaches,
and regulatory compliance.
Security Data Protection & Awareness & Risk Management &
Enhancement Governance Capacity Building Incident Response
• Multi-Factor • Data classification: • Regular cybersecurity • Email security
Authentication (MFA) Public | Internal | training (bi-monthly) monitoring (spam filters,
& passwordless Confidential • Phishing simulations quarantine)
authentication • Strengthened access • Quiz-based evaluation • Incident response and
• Endpoint protection controls and data with continuous mitigation procedures
and centralized security policies improvement • Integration with
monitoring • Internal and external Business Continuity
• System standardization audits (Ernst & Young) Tujuan: Plan (BCP)
and enhanced data Reduce human error and
analytics Tujuan: strengthen organizational Tujuan:
Ensure robust and reliable readiness Minimize downtime and
Tujuan: data governance maintain service reliability
Reduce the risk of data
breaches and cyber threats
Cybersecurity Performance 2025 Awareness Training Program 2025
• ZERO material cyber incidents and data breaches • Bi-monthly webinars via Microsoft Teams (starting
throughout 2025 April 2025)
• Implementation of MFA and passwordless • Phishing simulation-based training
authentication to strengthen access controls • Quiz-based evaluation, with mandatory retakes for
• Enhanced system monitoring and operational security participants who do not meet the required standard
Sustainability
Laporan Keberlanjutan
Report 2025
2025
Page 171
169
Strengthening Cybersecurity
Capabilities through Digital Trust Insights 2026
As part of its ongoing efforts to enhance cybersecurity Participation in this forum strengthens the Company’s
resilience, AKR’s IT team participated in the “Digital Trust capability to anticipate relevant cyber risks and respond
Insights 2026: Cybersecurity in an Era of Uncertainty” to emerging threats. Key insights are integrated into
forum organized by PwC Indonesia. The forum provided AKR’s cybersecurity strategy, particularly to enhance risk
Our Conduct: Tata Kelola, Etika & Kepatuhan
insights into evolving global cyber risks, including management practices, strengthen data protection, and
increasing threat complexity, expanding attack surfaces, ensure reliable operational continuity.
and the growing emphasis on proactive, resiliencebased
approaches.
AKR Customer Relationship Management (CRM) System [SEOJK F.17]
Managing customer relationships plays a critical role in The integration of this digital system enables the delivery
maintaining operational reliability and service quality and is of fuel and basic chemicals to be executed on time, in
supported by a Customer Relationship Management (CRM) accordance with specifications, and through efficient
system that enables demand planning, purchase history distribution management.
analysis, and structured projections of customer needs.
CRM Services Digitalization, Automation & Simplification
• New Customer Outreach From: Becomes:
• Reminders and Appointments • Paper-Based Submission • Paperless
• Integration with Attendance • Approval via Email • System-Based Approval
Applications • Separate System • Integrated System (All-in-One)
• AKR News • Not Integrated • Fully Integrated System
• Planning and Forecasting • Manual Mapping • Geo-Tagging Technology
• Customer Discount Simulation • Web based • Mobile and Web-Based
• Customer Offers Application
In more detail, the functions of this IT-based CRM are as To support operational continuity and business sustainability,
follows: the Company leverages integrated information systems
• Display New Customers to enhance distribution and service management. These
Sales representatives can enter prospective customers systems enable real-time monitoring of product status and
into the system. fleet movements, ensuring that availability, quantity, and
• Planning and Forecasting quality remain aligned with customer requirements.
Sales representatives can prepare sales plans for each
customer for the next 1 month. Customer feedback is collected and evaluated on a
• Appointment Reminders regular basis to capture service experiences and identify
The system provides reminders for all appointments improvement opportunities. Insights gained from this process
scheduled by sales representatives. support continuous service enhancement and stronger
• Customer Discount Simulation customer engagement.
Sales representatives can calculate margin contributions
before providing price quotations to customers in a After-sales support is provided through branch
PDF file. representatives, sales teams, and Customer Relationship
• Integration with the Absence Application (Outside Officers (CROs). All customer complaints are managed
the Office) through the MFiles system to ensure timely, traceable, and
Sales representatives can perform check-in and check- accurate resolution.
out at customer locations without having to come to the
office, as AKR has implemented geo-tagging technology Through the use of integrated technology, structured
in this system. feedback management, and responsive after-sales service,
• AKR News the Company maintains consistent levels of customer
Sales representatives can receive updates from the AKR satisfaction.
team related to products, pricing, and other relevant
information.
• Flexible Ordering System
Sales representatives can create Sales Orders using their
mobile phones or laptops anytime and anywhere.
• Provides Useful Reporting and Dashboard
Provide reliable information to support performance
monitoring and decision-making.
Sustainability Report 2025
Page 172
170
List of Disclosure Based on
POJK 51/POJK.03/2017
[SEOJK G.4]
No. Index Index Name Page
Sustainability Strategy
A.1 Explanation on Sustainability Strategies 50
Overview of Sustainability Aspects Performance
B.1 Economy Aspects 6-7
B.2 Environmental Aspects 6-7
B.3 Social Aspects 6-7
Company Profile
C.1 Vision, Mission, Sustainable Values 18, 22
C.2 Company Address 18, 31
Business Scale:
a. Total assets or assets capitalization and total liabilities;
C.3 b. Total employee based on gender, position, age, education and employment status; 18, 31
c. Percentage of share ownership; and
d. Operational area.
C.4 Product, Service and Business Activities 18, 24
C.5 Member Association 18
C.6 Significant Changes 18
Director Explanation
D.1 Director Explanation 40-47
Sustainable Corporate Governance
E.1 Person in Charge Responsibility for Sustainable Finance 48, 49
E.2 Sustainable Finance Competency Development 157
E.3 Sustainable Finance Risk Assessment Implementation 161
E.4 Stakeholders Relations 54
E.5 Sustainable Finance Implementation Problems 50
Sustainable Performance
F.1 The Activities of Building a Culture of Sustainability 18
Economic Performance
Comparison of Production Targets and Performance, Portfolio, Financial Targets, or
F.2 76
Investment, Revenue and Profit
Comparison of Portfolio Targets and Performance, Financing Targets, or Investments
F.3 in Financial Instruments or Projects in Line With the Implementation of Sustainable 64, 70
Finance
Environmental Performance
F.4 Environment Cost Incurred 6, 100
Material Aspect
F.5 Use of Environmentally Friendly Materials 28, 80
Energy Aspect
F.6 The Amount and Intensity of Energy Used 89
Efforts and Achievement of Energy Efficiency Including Use of Renewable Energy
F.7 89
Sources
Sustainability Report 2025
Page 173
171
No. Index Index Name Page
Water Aspect
F.8 Water Used 94
Biodiversity Aspect
Impacts from Operational Areas Close to or in Conservation Areas or Having
F.9 98
Biodiversity
F.10 Biodiversity Conservation Efforts 98
Our Conduct: Tata Kelola, Etika & Kepatuhan
Emission Aspect
F.11 The Amount and Intensity of Emissions Produced by Type 91,92
F.12 Efforts and Achievement Emission Reduction Carried Out 93,94
Waste and Effluent Aspect
F.13 The Amount of Waste and Effluent Produced by Type 96,98
F.14 Mechanism of Waste and Effluent Management 97
F.15 Spills that Occur (if any) 97
Environmental Complaint Aspect
F.16 The Amount and Material of Environmental Complaints Received and Resolved 99
Social Aspect
Commitment to Provide Services for Equivalent Products and/or Services to
F.17 169
Consumers
Employment Aspect
107, 114, 118, 120, 121,
F.18 Equality of Employment Opportunities
122
F.19 Child Labor and Forced Labor 107
F.20 The Regional Minimum Wage 121
F.21 Decent and Safe Working Environment 108,115
F.22 Training and Capacity Building of Employees 124,125,128
Society Aspect
F.23 Operational Impacts to the Surrounding Community 138
F.24 Public Complaints 138, 160
F.25 Environmental and Social Responsibility Activities 139
Responsibilities for Developing Sustainable Products/Services
F.26 Innovation and Development of Sustainable Financial Products and/or Services 70, 79, 82
F.27 Products/Services that have been Evaluated for Safety for Customers 78
F.28 Products/Service Impacts 80
F.29 Number of Products Recalled 79, 81
F.30 Customer Satisfaction Survey of Sustainable Finance and/or Services 81, 82, 88
Others
G.1 Written Verification from an Independent Party (if any) 15
G.2 Feedback Form 15
G.3 Feedback on Previous Year’s Sustainability Report 15
Disclosure List Based on POJK No.51/POJK.03/2017 regarding the Implementation of
G.4 Sustainable Finance for Financial Services Institutions, Listed Companies and Public 170
Companies
Sustainability Report 2025
Page 174
172
GRI Content
Index
PT AKR Corporindo Tbk (AKR) has reported the information cited in this GRI content index for the
Statement of use
period 01 January – 31 December 2025 with reference to the GRI Standards.
GRI 1 GRI 1: Foundation 2021
GRI Standard Disclosure Location
GRI 2: General 2-1 Organizational details 18
Disclosures 2021
2-2 Entities included in the organization’s sustainability reporting 10
2-3 Reporting period, frequency and contact point 10,15
2-4 Restatements of information 11
2-5 External assurance 15
2-6 Activities, value chain and other business relationships 18,30,80
2-7 Employees 105,106
2-8 Workers who are not employees 105
2-9 Governance structure and composition 154
2-10 Nomination and selection of the highest governance body 154
2-11 Chair of the highest governance body 155
2-12 Role of the highest governance body in overseeing the
156
management of impacts
2-13 Delegation of responsibility for managing impacts 156
2-14 Role of the highest governance body in sustainability reporting 48-49, 159
2-15 Conflicts of interest 166
2-16 Communication of critical concerns 160
2-17 Collective knowledge of the highest governance body 157
2-18 Evaluation of the performance of the highest governance body 158
2-19 Remuneration policies 159
2-20 Process to determine remuneration 160
2-21 Annual total compensation ratio 160
2-22 Statement on sustainable development strategy 50, 56
2-23 Policy commitments 50, 161
2-24 Embedding policy commitments 50, 162
2-25 Processes to remediate negative impacts 53, 54
2-26 Mechanisms for seeking advice and raising concerns 160,1 64
2-27 Compliance with laws and regulations 99, 165
2-28 Membership associations 18, 31
2-29 Approach to stakeholder engagement 54
2-30 Collective bargaining agreements 108
GRI 3: Material Topics 3-1 Process to determine material topics 12
2021
3-2 List of material topics 12, 53-54, 56
3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Sustainability Report 2025
Page 175
173
GRI Standard Disclosure Location
GRI 201: Economic 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Performance 2016
201-1 Direct economic value generated and distributed 121
201-2 Financial implications and other risks and opportunities due to
64-72, 164
climate change
GRI 202: Market 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Presence 2016
202-1 Ratios of standard entry level wage by gender compared to
121
local minimum wage
Our Conduct: Tata Kelola, Etika & Kepatuhan
202-2 Proportion of senior management hired from the local
122, 135
community
GRI 203: Indirect 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Economic Impacts 2016
203-1 Infrastructure investments and services supported 79, 134
203-2 Significant indirect economic impacts 133
GRI 204: Procurement 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Practices 2016
204-1 Proportion of spending on local suppliers 137
GRI 205: Anti- 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
corruption 2016
205-1 Operations assessed for risks related to corruption 166
205-2 Communication and training about anti-corruption policies
166
and procedures
205-3 Confirmed incidents of corruption and actions taken 166
GRI 302: Energy 2016 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
302-1 Energy Consumption Within the Organization 89
302-2 Energy consumption outside of the organization 89
302-3 Energy Intensity 89
302-4 Reduction of energy consumption 90
GRI 303: Water and 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Effluents 2018
303-1 Interactions With Water As A Shared Resource 96
303-2 Management of Water Discharge-Related Impacts 96
303-3 Water Withdrawal 94
GRI 304: Biodiversity 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
2016
304-1 Operational Sites Owned, Leased, Managed In, or Adjacent
To, Protected Areas and Areas of High Biodiversity Value Outside 98
Protected Areas
GRI 305: Emissions 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
2016
305-1 Direct (Scope1) GHG Emissions 91,92
305-2 Energy indirect (Scope 2) GHG emissions 91,92
305-3 Other indirect (Scope 3) GHG emissions 91,92
305-4 GHG emissions intensity 91,92
305-5 Reduction of GHG emissions 71,90
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant
94
air emissions
GRI 306: Waste 2020 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
306-1 Waste generation and significant waste-related impacts 71,97,98
306-2 Management of significant waste-related impacts 71,97
306-3 Waste generated 98
306-4 Waste diverted from disposal 98
306-5 Waste directed to disposal 98
Sustainability Report 2025
Page 176
174
GRI Standard Disclosure Location
GRI 308: Supplier 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Environmental
Assessment 2016 308-1 New suppliers that were screened using environmental criteria 80
GRI 401: Employment 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
2016
401-1 New employee hires and employee turnover 118,119
401-2 Benefits provided to full-time employees that are not provided
120
to temporary or part-time employees
401-3 Parental leave 121
GRI 402: Labor/ 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Management Relations
2016 402-1 Minimum notice periods regarding operational changes 121
GRI 403: Occupational 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Health and Safety 2018
403-1 Occupational health and safety management system 109
403-2 Hazard identification, risk assessment, and incident
110
investigation
403-3 Occupational health services 110
403-4 Worker participation, consultation, and communication on
111
occupational health and safety
403-5 Worker training on occupational health and safety 111
403-6 Promotion of worker health 112
403-7 Prevention and mitigation of occupational health and safety
112
impacts directly linked by business relationships
403-8 Workers covered by an occupational health and safety
113
management system
403-9 Work-related injuries 113
403-10 Work-related ill health 114
GRI 404: Training and 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Education 2016
404-1 Average hours of training per year per employee 125
404-2 Programs for upgrading employee skills and transition
126
assistance programs
404-3 Percentage of employees receiving regular performance and
128
career development reviews
GRI 405: Diversity and 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Equal Opportunity 2016
405-1 Diversity of governance bodies and employees 122
405-2 Ratio of basic salary and remuneration of women to men 124
GRI 406: Non- 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
discrimination 2016
406-1 Incidents of discrimination and corrective actions taken 107,124
GRI 409: Forced or 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Compulsory Labor 2016
409-1 Operations and suppliers at significant risk for incidents of
107
forced or compulsory labor
GRI 413: Local 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Communities 2016
413-1 Operations with local community engagement, impact
138
assessments, and development programs
413-2 Operations with significant actual and potential negative
132,138,139
impacts on local communities
GRI 415: Public Policy 3-3Management of material topics 12, 53-54, 56, 104, 109, 139
2016
415-1 Political contributions 167
Sustainability Report 2025
Page 177
175
GRI Standard Disclosure Location
GRI 416: Customer 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Health and Safety 2016
416-1 Assessment of the health and safety impacts of product and
82
service categories
416-2 Incidents of non-compliance concerning the health and safety
81
impacts of products and services
GRI 418: Customer 3-3 Management of material topics 12, 53-54, 56, 104, 109, 139
Privacy 2016
Our Conduct: Tata Kelola, Etika & Kepatuhan
418-1 Substantiated complaints concerning breaches of customer
167
privacy and losses of customer data
Sustainability Report 2025
Page 178
Page 179
2025 Sustainability Report PT AKR Corporindo Tbk AKR Tower 26th Floor JL. Panjang No. 5 Kebon Jeruk Jakarta Barat 11530, Indonesia (021) 5311110 www.akr.co.id
Names mentioned 71 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Compliance AKR Corporindo Tbk
p.6
unresolved
org
PT AKR Transportation
p.12
unresolved
org
PT AKR Sea Transport
p.12
unresolved
org
PT Jakarta Tank Terminal
p.12 ×5
unresolved
org
PT Berkah Kawasan Manyar
p.12
unresolved
org
PT Berlian Manyar Sejahtera
p.12 ×4
unresolved
org
PT Arjuna Utama Kimia
p.12 ×5
unresolved
org
PT Aneka Petroindo Raya
p.12 ×4
unresolved
org
PT Dirgantara Petroindo Raya
p.12 ×3
unresolved
org
Financial Services Authority
p.17 ×6
unresolved
org
PT AKR
p.20 ×2
unresolved
org
Corporindo Tbk
p.20
unresolved
org
PT Aneka Kimia
p.21
unresolved
org
PT Berkah
p.21 ×3
unresolved
org
Indonesia Stock Exchange
p.21 ×3
unresolved
org
PT BKMS
p.21
unresolved
org
PT BMS
p.21
unresolved
org
PT USAHA EKA PRATAMA NUSANTARA
p.21
unresolved
org
PT BERLIAN JASA TERMINAL INDONESIA Logistic
p.21
unresolved
org
PT Berkah Kawasan Manyar Sejahtera
p.21 ×4
unresolved
org
PT Berlian Manyar Sejahtera Sustainability
p.21
unresolved
org
PT Bayu Buana Gemilang
p.22 ×2
unresolved
org
PT Berkah Buana Energi
p.22 ×3
unresolved
org
Indonesia’s Precious Metals International Trading Pte. Ltd
p.23
unresolved
org
PT Asahimas Chemical
p.28
unresolved
org
PT Anugerah Krida Retailindo
p.28
unresolved
org
PT AKR Sea Transport. Products Bulk Cargo Handling
p.29
unresolved
org
PT BMS Manufacturing
p.29
unresolved
org
PT Dirgantara Petroindo
p.30
unresolved
person
Sastra Kosasih
· Notaris
p.32
unresolved
org
Minister of Justice
p.32
unresolved
—
Split)
p.32
unresolved
org
Ministry of Energy and Mineral
p.34
unresolved
org
PT Directorate General
p.34
unresolved
org
Directorate General of Oil
p.34 ×2
unresolved
org
Ministry of Transportation
p.36 ×2
unresolved
org
Directorate General of Land
p.36
unresolved
org
PT Jakarta Tank Terminal Company Profile
p.37
unresolved
org
Minister of Manpower
p.37
unresolved
org
PT Anugerah Lubrindo Raya
p.37
unresolved
org
PT Freeport Indonesia’s
p.38
unresolved
org
PT AGA
p.40
unresolved
org
Ministry of Energy and Mineral Resources
p.41
unresolved
org
PT Berkah Buana
p.63
unresolved
org
PT Anugerah Kreasi Pratama
p.63
unresolved
org
PT Berkah Bunker Service
p.63
unresolved
org
PT Freeport Indonesia. Sustainability
p.73
unresolved
org
PT Berkah Kawasan
p.76
unresolved
org
PT Freeport Indonesia
p.76
unresolved
org
Directorate General of Customs and Excise
p.82
unresolved
org
Ministry of Finance
p.82
unresolved
person
Hj. Ananda
p.90
unresolved
org
PT PLN (Persero)
p.92
unresolved
org
Minister of Environment
p.98
unresolved
org
PT SIER
p.98 ×2
unresolved
org
Ministry of Environment
p.98
unresolved
org
PT Pelindo Kotabaru
p.101
unresolved
org
Ministry of Energy and Mineral Resources. AKR
p.116
Extraction attempts how the parser did, and what it refused
Nothing structured was extracted from this document — the attempts below say why.
No extraction attempted yet.